Beaumont City Council
April 16, 2024

General Plan Policy
Applicability
Goal 9.11: A City with minimized risk associated with hazardous materials.

Policy 9.11.2: Require an assessment of
hazardous materials use as part of
environmental review and/or include
approval of the development of a
hazardous management and disposal as a
condition of a project, subject to review
by the County Environmental Health
Department.

No Conflict. A Phase I Environmental Site Assessment (ESA) was prepared for the Project by McAlister GeoScience
(GeoScience), which identified the Project site's potential to contain hazardous materials. The results of the Phase I ESA are provided in EIR Section 4.9, Hazards and Hazardous
Materials. Additionally, heavy equipment (e.g., dozers, excavators, tractors) would be operated on the Project site during construction. This heavy equipment likely would be fueled and maintained by petroleum -based substances such as diesel fuel, gasoline, oil, and hydraulic fluid, which are considered hazardous if improperly stored or handled. In addition, materials such as paints, adhesives, solvents, and other substances typically used in building construction would be located on the Project site during construction. These materials would not be in such quantities or stored in such a manner as to pose a significant safety hazard to on -site construction workers or the general public
Based on the facilities and uses that would be allowed at the Project site, hazardous materials (e.g., diesel fuel, lubricants, solvents, corrosives, toxic substances hazardous materials, etc.) could be used during the course of daily operations at the Project site. As concluded in Section 4.9, Hazards and
Hazardous Materials, of this EIR, with mandatory regulatory compliance, the Project would not pose a significant hazard to the public or the environment through the routine transport, use, storage, emission, or disposal of hazardous materials, nor would the Project increase the potential for accident conditions which could result in the release of hazardous materials into the environment. Therefore, the Project would not conflict with General Plan Policy 9.11.2.

Policy 9.11.5: Prohibit placement of
proposed new facilities that will be
involved in the production, use, storage,
transport, or disposal of hazardous
materials near existing sensitive land uses
(such as homes, schools, child-care
centers, nursing homes, senior housing,
etc.), that may be adversely affected by
such activities.

No Conflict. As concluded in Section 4.9, Hazards and
Hazardous Materials, of this EIR, with mandatory regulatory compliance, the Project would not pose a significant hazard to the public or the environment through the routine transport, use, storage, emission, or disposal of hazardous materials, nor would the Project increase the potential for accident conditions which could result in the release of hazardous materials into the environment. Therefore, the Project would not conflict with General Plan Policy 9.11.5.

Noise (Chapter 10)
Goal 10.1: A City where noise exposure is minimized for those living and working in the community.

Policy 10.1.4: Incorporate noise
considerations into land use planning
No Conflict. As discussed in Section 4.13, Noise, Project traffic noise would exceed the City's applicable significance

General Plan Policy
Applicability
decisions. Require the inclusion of noise
mitigation measures, as may be necessary
to meet standards, in the design of new
development projects in the City.
threshold. The Project would result in a significant impact from traffic noise during Existing (2020) plus Project conditions, Opening Year (2023 and 2027) plus Project Conditions, and Horizon Year (2045) Plus Project Conditions for three roadway segments (#4, #5, and #6). Under Opening Year (2025) plus Project Conditions, the Project would result in a significant impact for one roadway segment (segment #6). Therefore, the Project -related off -site traffic noise level increases at adjacent noise -sensitive land uses are considered a significant impact.

Segments #4, #5, and #6 are located in industrial areas and are not located immediately adjacent to any noise sensitive land uses. This is consistent with the City's General Plan EIR that determined that buildout of the City's General Plan could result in new vehicular traffic which could exceed the FHWA
thresholds, and could substantially increase the ambient noise levels in the City and its SOI. The City's General Plan recognizes that an increase in noise levels will occur in industrial areas due to truck traffic. The City's General Plan goals and policies, therefore, are focused on protecting noise sensitive receptors from road noise, while encouraging timely and efficient goods movement that does not significantly contribute to noise in the City.

The Project's construction and operational (stationary) noise impacts would be less than significant. Therefore, the Project would not conflict with General Plan Policy 10.1.4.

Policy 10.1.5: Require project involving
new development or modifications to
existing development to implement
measures, where necessary, to reduce
noise levels to at least the normally
compatible range. Design measures
should focus on architectural features and
building design and construction, rather
than site design features, such as
excessive setbacks, berms, and sound
walls, to maintain compatibility with
adjacent and surrounding uses.

No Conflict. As discussed in Section 4.13, Noise, the Project's construction and operational (stationary) noise impacts would be less than significant. Therefore, the Project would not conflict with General Plan Policy 10.1.5.

Policy 10.1.6: Encourage reduction of
stationary noise impacts from commercial
and industrial land uses, activities, events,
and businesses on noise -sensitive land
uses.

No Conflict. As discussed in Section 4.13, Noise, the Project's operational (stationary) noise impacts would be less than significant. Project stationary noise would not expose nearby receivers to unacceptable daytime or nighttime noise levels during Project buildout. Therefore, the Project would not conflict with General Plan Policy 10.1.6.

Goal 10.2: A City with minimal mobile source -generated noise levels.

General Plan Policy
Applicability
Policy 10.2.3: Prohibit truck routes
through neighborhoods with sensitive
receptors, where feasible.

No Conflict. See Project Consistency response to General Plan Policy 3.10.4. Due to the Project site's proximity to SR -60, trucks accessing the Project site would efficiently reach the State highway system to facilitate the movement of goods throughout the region. The Project does not propose any truck routes in proximity to sensitive receptors. As such, the Project would not conflict with General Plan Policy 10.2.3.

Land Use (Chapter 11)
Goal 11.12: Encourage development to be efficient in the use of non-renewable resources, including water, energy, and air quality.

Policy 11.12.1: Promote the use of energy
and water conservation technologies and
practices.

Policy 11.12.3: Consider sustainable
development practices that reduce energy
and water demand.

No Conflict. The Project proposes conventional industrial uses reflecting contemporary energy efficient/energy conserving designs and operational programs. Energy efficiency/energy conservation attributes of the Project would be complemented by increasingly stringent State and federal regulatory actions addressing vehicle fuel economies and vehicle emissions standards; and enhanced building/utilities energy efficiencies mandated under California building codes (e.g., Title 24, California Green Building Standards Code). The Project would comply with Title 24 of the California Code of Regulations and proposes conventional industrial uses reflecting contemporary energy efficient/energy conserving designs and operational programs. Uses proposed by the Project are not inherently energy intensive, and the Project energy demands in total would be comparable to, or less than, other industrial projects of similar scale and configuration.

As disused in Section 4.19, Utilities and Service Systems, the Project would construct an on -site recycled water system. The Project would connect a proposed 14 -inch recycled water line that would connect to the existing 14 -inch recycled water line within the adjacent Hidden Canyon development at 4th Street.

Therefore, the Project would not conflict with General Plan Policies 1.12.1 and 11.12.3.

Policy 11.12.4: Ensure that new
development does not result in wind and
solar access impacts.

No Conflict. As shown in Table 4.8-6, 20% of the Project's energy consumption would be from solar consistent with the CAP requirement. Furthermore, the Project's architecture would include skylights and clerestory windows to allow for increased use of passive solar design and day -lighted in new structures. Therefore, the Project would not conflict with General Plan Policy 11.12.4.

Policy 11.12.6: Improve air quality
through improved walkability, reduced
No Conflict. The Project includes installation of sidewalks along the Project site's frontage with Jack Rabbit Trail and 4th

General Plan Policy
Applicability
vehicular use and enhanced non- vehicular
Street and along Industrial Way, a proposed private road travel.
located along the north side of the proposed industrial buildings. The Project Applicant proposes curb adjacent sidewalks and pedestrian paths to encourage and enhance pedestrian activity throughout the Project site. Additionally, the Project would include the installation of bicycle racks and lockers at each of the proposed light industrial buildings.

Therefore, the Project would not conflict with General Plan Policy 11.12.6.

RESOLUTION NO. 2024-

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF BEAUMONT,

CALIFORNIA, APPROVING A PLAN OF SERVICE AND ANNEXATION

REQUEST AND REQUESTING THE RIVERSIDE LOCAL AGENCY

FORMATION COMMISSION TO FAVORABLY CONSIDER ANNEXATION OF

THE SUBJECT PROPERTY
WHEREAS, the affected territory located on approximately 539.9 acres of land in the unincorporated area of the County of Riverside and set forth in Exhibit A attached hereto and by this reference incorporated herein (the "Property") is in the Sphere of Influence (as such term is defined in Govt. Code Section 56076) of the City of Beaumont ("City") and is uninhabited; and
WHEREAS, the City desires that the Riverside County Formation Commission ("LAFCO") accept the Owner's application for annexation of the Property into the City and upon completion thereof take proceedings required for the annexation of the Property pursuant to the Cortese -Knox -Hertzberg Local Government Reorganization Act of 2000, commencing with Section 56000 of the California Government Code; WHEREAS, the City Council of the City of Beaumont ("City Council") concurrently with the consideration of this Resolution has adopted Resolution No. certifying Final Environmental Impact Report SCH No.
2020099007 ("FEIR"), as supplemented by Supplemental CEQA Memorandum prepared by T&B Planning, Inc. dated March 4, 2024 which considers the pre -zoning of the Property and the annexation of the Property into the City; has adopted environmental findings pursuant to the California Environmental Quality Act, a Statement of Overriding Considerations and a Mitigation Monitoring and Reporting Program; and has also adopted a General Plan Amendment, pre -zoning of the Property to specific plan, the Beaumont Pointe Specific Plan, a Sign Program and Vesting Tentative Parcel Map No. 38161 with respect to the Property.

WHEREAS, in connection with annexation the City desires to approve the Riverside County Local Agency Formation Commission Plan of Services for the Beaumont Pointe Specific Plan Project dated March 2024 prepared by T&B Planning, Inc. and the Beaumont Pointe Specific Plan Fiscal Impact Analysis dated August 2023 prepared for the City of Beaumont by Development Planning & Financing Group and upon application therefor by the owner of the Property and approval by LAFCO of the application, the City desires to annex the Property into the City of Beaumont consistent with this Resolution; and
WHEREAS, this proposal is consistent with the sphere of influence of the City; and WHEREAS, the Property shares a common boundary and is contiguous (as defined by Govt. Code §56031(a)) with the existing boundary of the City to the east and is surrounded to the south and west by open space within or to be dedicated by the Project to the Riverside County Regional Conservation Authority; and

WHEREAS, to the north of the Property and south of the City boundary lie the SR 60 freeway (Caltrans), the Norton Younglove Reserve (Riverside County Regional Park and Open -Space District) and a railroad right of way (collectively, the "SOI Open Space"), all of which land is within the sphere of influence of the City, is designated as Open Space on the City's General Plan Land Use Map and is not anticipated to be developed or to require services in the foreseeable future;
WHEREAS, annexation of the Property without the SOI Open Space is appropriate in that it will not affect the provision of services to the City or the Property as all services to the Property are to be provided by extension of 4th Street and would not be detrimental to the orderly development of the community, in that the SOI Open Space is separated from the Property by the SR 60 freeway; WHEREAS, the reasons for the proposed annexation are as follows:

This annexation is in the public interest, and that there will be a community benefit resulting from the amendment: (i) a plan of services has been prepared for the General Plan Amendment and provides operation and maintenance of community activities and events, public safety, transit, maintenance of public works, sanitary sewers and trash collections to insure that adequate public services and facilities are provided in a timely manner for the Property and the Project; (ii) it will provide for more efficient public service; and (iii) is compatible with surrounding land uses and is consistent with the existing industrial character of the area; and WHEREAS, it is desired to provide that the proposed annexation be subject to the following terms and conditions:

The annexation is subject to the provisions in the Plan of Service and LAFCO approval.

NOW THEREFORE, THE CITY COUNCIL OF THE CITY OF BEAUMONT DOES RESOLVE, DECLARE AND DETERMINE AS FOLLOWS:

SECTION 1. That the City Council hereby approves the Riverside County Local Agency Formation Commission Plan of Services for the Beaumont Pointe Specific Plan Project dated March 2024 prepared by T&B Planning, Inc. ("Plan of Service") and the Beaumont Pointe Specific Plan Fiscal Impact Analysis dated August 2023 prepared for the City of Beaumont by Development Planning & Financing Group.

SECTION 2. That the City Council hereby consents to annexation of the Property described in Exhibit A into the City of Beaumont and recommends to the Riverside County Local Agency Formation Commission ("LAFCO") that it approve the annexation of the Property into the City upon application by the Property owner and subject to the provisions in the Plan of Service and the terms of the LAFCO approval and without requirement to annex the SOI Open Space.

SECTION 3. That LAFCO is hereby requested to take proceedings for the annexation, according to the terms and conditions stated above and in the manner provided by the Cortese -Knox -Hertzberg Local Government Reorganization Act of 2000.

SECTION 4. That this Resolution shall take effect immediately upon adoption by the City Council.

PASSED, APPROVED AND ADOPTED at the regular meeting of the City Council of the City of Beaumont, California, held on the 16th day of April, 2024, by the following roll call vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

CITY OF BEAUMONT CITY COUNCIL
David Fenn, Mayor
ATTEST:

Nicole Wheelwright, City Clerk

ORDINANCE NUMBER 2024 -

AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF BEAUMONT,

CALIFORNIA, APPROVING A DEVELOPMENT AGREEMENT BY AND

BETWEEN THE CITY OF BEAUMONT AND BEAUMONT POINTE

PARTNERS, LLC
WHEREAS, City is a general law city and a municipal corporation of the State of California; and;
WHEREAS, BEAUMONT POINTE PARTNERS LLC ("Owner") has a legal and equitable interest in approximately 539.9 acres of land located south of the 60 Freeway and west of Jack Rabbit Trail in the County of Riverside, State of California legally described and depicted on Exhibit "A" attached hereto and incorporated herein by this reference ("Property"); and
WHEREAS, the Property is in the unincorporated area of the County of Riverside and in the Sphere of Influence (as such term is defined in Govt. Code Section 56076) of the City of Beaumont and the City desires to annex the Property into the City of Beaumont pursuant to the Cortese -Knox -Hertzberg Local Government Reorganization Act of 2000, commencing with Section 56000 of the California Government Code; and WHEREAS, the Property is, or will be made, subject to the following entitlements:

General Plan Amendment (PLAN2019-0284), Pre -Zoning the Property to specific plan (PLAN2019-0283); Beaumont Pointe Specific Plan (SP2019-0003); Beaumont Pointe Sign Program (PLAN2022-0856); Vesting Tentative Parcel Map No. 38161 (PM2022-0014); Minor Amendment to the Western Riverside County Multiple Species Habitat Conservation Plan; and certification of Final Environmental Impact Report No. SCH No. 2020099007 ("FEIR") as supplemented by the Supplemental CEQA Memorandum prepared by T&B Planning, Inc. dated March 4, 2024 and adopting findings, a Statement of Overriding Considerations and a Mitigation Monitoring and Reporting Program (collectively the "Entitlements") and is proposed to be annexed into the City; and WHEREAS, the Project (defined below) includes approximately 30.2 acres to be developed for commercial uses as "The Experience at Beaumont Pointe", with community recreation, commercial, retail, restaurant and hospitality land uses, a 125- room hotel and related amenities; approximately 232.6 acres to be developed with industrial uses to accommodate users such as industrial incubators, light manufacturing, parcel hub, warehouse/storage, fulfillment center, high cube warehouse, cold storage warehouse, and e - commerce operations; and approximately 277.1 acres of open space; and WHEREAS the Project will provide jobs and industry in the City of Beaumont; and WHEREAS the Project will provide a community benefit to the residents of the City of Beaumont; and
WHEREAS, the Developer is not requesting from the City, nor is the City 1

providing, any form of financial assistance to locate, develop, construct and/or operate the Project in the City of Beaumont, and Developer agrees to comply with all conditions of approval; and
WHEREAS, to strengthen the public planning process, encourage private participation in comprehensive planning and reduce the economic risk of development, the Legislature of the State of California adopted Sections 65864 et seq. of the California Government Code, (the "Development Agreement Statute") which authorizes cities to enter into property development agreements with any person(s) or entity(ies) having a legal or equitable interest in real property for the development of such real property in order to establish certain development rights in the real property; and WHEREAS, the Development Agreement is intended to provide assurances to Developer that an approved Project may proceed subject to the specified policies, rules, regulations, and conditions of approval applicable to the Project at the time of approval, regardless of any changes to City policies, rules, and regulations after project approval, and provide assurances that City cannot otherwise unilaterally impose conditions of approval of the Project outside what is permitted by the Development Agreement; and WHEREAS the Development Agreement will eliminate uncertainty in planning for and securing orderly development and occupancy of the Property, assure installation of necessary improvements, and ensure attainment of the maximum effective utilization of resources within the City at the least economic cost to its citizens; and WHEREAS, the City prepared the Final EIR and, pursuant to Public Resources Code section 21092.5, the City provided copies of the FEIR to all commenting agencies and persons requesting copies of the responses; and
WHEREAS, the City Planning Commission held a public hearing on the Project on November 29, 2023 and continued the item to the January 10, 2024 Planning Commission agenda; and
WHEREAS, the City Planning Commission held a continued public hearing on the Project on January 10, 2024; and
WHEREAS, the City Council of the City of Beaumont (the "City Council"), at its regularly scheduled public meeting on March 19, 2024, held a public hearing on the Project and the Entitlements and continued the item to the April 16, 2024 City Council agenda; and
WHEREAS, as contained herein and in Resolution No. , the City has endeavored in good faith to set forth the basis for its decision on the Project and the Entitlements; and
2

WHEREAS, based on the foregoing recitals, City has determined that the Development Agreement is appropriate under the Development Agreement Statute and Beaumont City Council Resolution No. 1987-34 and consistent with the policies and programs of the City of Beaumont General Plan and any applicable specific plan; and WHEREAS the Development Agreement is voluntarily entered into in consideration of the benefits to and the rights created in favor of each of the parties hereto and in reliance upon the various representations and warranties contained herein; and WHEREAS, City, as "Lead Agency" under the California Environmental Quality Act ("CEQA") and the CEQA Guidelines, has determined that the "Project," as defined and more fully described in the Development Agreement, has been fully analyzed per CEQA under the FEIR for the Project, as supplemented by the Supplemental CEQA Memorandum prepared by T&B Planning, Inc. dated March 4, 2024, and all other legal prerequisites to the adoption of this Ordinance have occurred.

NOW THEREFORE, THE CITY COUNCIL OF THE CITY OF
BEAUMONT DOES ORDAIN AS FOLLOWS:

SECTION 1. RECITALS
That the above Recitals are true and correct and are incorporated as though fully set forth herein.

SECTION 2. APPROVAL OF DEVELOPMENT AGREEMENT
That the City Council hereby approves the Development Agreement by and between the City of Beaumont and Beaumont Pointe Partners LLC ("Development Agreement"), a copy of which is attached hereto as Exhibit "B" and incorporated herein by this reference, subject to the terms and conditions stated therein.

SECTION 3. SEVERABILITY
The City Council declares that, should any provision, section, paragraph, sentence or word of this Ordinance be rendered or declared invalid by any final action in a court of competent jurisdiction or by reason of any preemptive legislation, the remaining provisions, sections, paragraphs, sentences or words of this Ordinance as hereby adopted shall remain in full force and effect.

SECTION 4. EFFECTIVE DATE OF ORDINANCE
That this Ordinance shall take effect 30 days after its second reading by the City Council.

SECTION 5. EFFECTIVE DATE OF DEVELOPMENT AGREEMENT
3

The Development Agreement shall not be executed by the City until on or after the effective date of the Ordinance.

SECTION 6. REPEAL OFCONFLICTING PROVISIONS
That all the provisions of the Beaumont Municipal Code as heretofore adopted by the City of Beaumont that are in conflict with the provisions of this ordinance are hereby superseded to the extent of such inconsistency.

SECTION 7. RECORDATIONOFDEVELOPMENTAGREEMENT
The City Clerk is hereby directed to record the fully executed Development Agreement with the Riverside County Recorder no later than ten days after its execution.

SECTION 8. CERTIFICATION
That the City Clerk shall certify to the passage of this Ordinance and shall cause the same to be published according to law.

PASSED AND ADOPTED THIS 16th day of April, 2024.

CITY OF BEAUMONT CITY COUNCIL
David Fenn, Mayor
ATTEST:

Nicole Wheelwright, Deputy City Clerk
APPROVED AS TO FORM:
4

EXHIBIT "A"
Legal Description
5

EXHIBIT "B"
Development Agreement
6

BAUME ONTA -C A L I F O R N I
Staff Report
TO: City Council
FROM: Kari Mendoza, Administrative Services Director
DATE April 16, 2024
SUBJECT: Public Hearing: Fiscal Year 2024/25 — 2026/27 Short Range Transit Plan Description Fiscal Year 2024/25 — 2026/27 Short Range Transit Plan Full Draft.

Background and Analysis:

The Riverside County Transportation Commission (RCTC) requires transit operators to submit an annual Short Range Transit Plan (SRTP) to comply with various Federal Transit Administration and California State requirements. This process is necessary to establish the operational and capital budgets for the upcoming fiscal year and to develop a plan for subsequent fiscal years. Additionally, proposed service changes are outlined and discussed at this time.

On April 2, 2024, the City Council reviewed the first draft of Table 4, 4.1, 4.2 for the Fiscal Year 2024/2025 Short Range Transit Plan and provided feedback to staff. The narrative presented tonight represents the master plan for the City of Beaumont's transit services and compiles operational and financial data for the upcoming fiscal year. Per discussions with City Council and RCTC staff, funding for the Comprehensive Operations Analysis has been added to the FY 24/25 request.

This plan is staff's recommendation to continue providing sustainable public transit services for the residents of Beaumont and the Pass Area. Proposed funding and service highlights for the FY 2024/25 SRTP are outlined in Attachment A:

Summary
Beaumont's public transit system plays a vital role in the lives of transit -dependent residents in the San Gorgonio Pass area. Beaumont will continue to operate as efficiently and effectively as possible while providing the highest level of customer service to the communities within our service area.

Fiscal Impact:

Beaumont Transit services are currently fully funded through various state funding mechanisms, grant resources and local fares. Revenues and expenditures are reported to RCTC monthly and monitored closely to ensure that the operations are in line with the adopted SRTP and within funding limits. In the Transit budget there is a $100,000 overhead contribution to the general fund.

The estimated cost to prepare this report is $360.

Recommended Action:

Hold a public hearing and approve the plan for submission to the Riverside County Transportation Commission with any recommended changes.

Attachments:

A. SRTP Presentation
B. FY 24/25-26/27 SRTP Full Draft

AUMONi

TRANSIT
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CIVIC CENTER
Short Range Transit Plan FY 24/25-26/27
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COMMUTER
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Services We Provide --
• Curb to curb paratransit service for ADA passengers.
• 4 Fixed Routes - Casino Express, 3, 4 & 3/4.
• 3 Peak Service Fixed Routes — 7-1, 7-2 & 9.
• 2 Commuter Links - 120 & 125.

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Brookside Ave
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BEAUMONT

TRANSIT

SYSTEM M A P
Legend
Casino Express
Route 3
Route 3/4
Route 4
Route 7-1
Route 7-2
Route 9
(951) 769-8530
www.beaumontca.gov
Commuter Link
Deviation
Interstate & Highways
Commuter Link 120 Commuter Link 125
San Bernardino
Transit Center
2nd Street
Rialto Ave
Loma Linda
Veterans Hos
Benton
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Redlands Transit Center
Redlands Blvd WB
February 2023

BEAUMONT
—CALIFORNIA—

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Fleet Size: 22 Units
F.� 9 units are in the process of being replaced.

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Staff is currently finalizing an implementation plan to transition to Zero - Emission vehicles.

City Of
Beaumont
-CALIFORNIA-

120,000
100,000
80,000
60,000
40,000
20,000
20,000
18,000
16,000
14,000
12,000
10,000
8,000
6,000
4,000
2,000
7,000
6,000
5,000
4,000
3,000
2,000
1,000
Fixed Route Service
103,757
81,934
84,392
FY 19/20 FY 20/21 FY 21/22 FY 22/23 FY 23/24 FY 24/25
Projected Plan
17,567
Commuter Service
13,636
10,464
11,758
13,728
14,758
FY 19/20 FY 20/21 FY 21/22 FY 22/23 FY 23/24 FY 24/25
Projected Plan
5,820
Dial -A -Ride Service
2,071
2,40
3,994
4,572
5,029
FY 19/20 FY 20/21 FY 21/22 FY 22/23 FY 23/24 FY 24/25
Projected Plan

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Y2A Performance Report
lir Performance Plan Year -To -Date Year End Projection Indicators
Expenses
Revenues
Passengers
Farebox Recovery
(Alt Routes)
(Jul - Mar)
$2,993,669 $2,015,670 $2,675,103
$337,174 $390,276 $487,476
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$199,000
$47, 550
$133,000
$42,500
$3,278,071
Farebox Recovery Ratio 12.87%
(All Routes)

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Launched a 3 -year discounted fare promotion through an LCTOP grant in August 2023.

Received City Council's approval for an Advertising program for our buses and shelters in January 2024.

Released an RFP for Architecture and Engineering in March 2024 for a City/Transit Yard to support our transition to zero -emissions.

Released an RFP for a Bus Stop Improvement Plan in December 2023.

Fully Implemented Swiftly, a GPS and passenger prediction software and updated the camera system in all buses.

Retired two buses from 2010 and placed two new CNG buses into service. 9 additional buses have been ordered and are expected to be delivered in Fall 2024. of 2522
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In July 2023 Beaumont re -structured the Casino Express. YTD ridership is up 42% compared to FY 22/23. Systemwide ridership is up 8.6% in comparison to FY 22/23.

For FY24/25 the following is proposed:

Modify the Commuter Link 125 to service the Yucaipa Transit Center.

Increase the hours of operation for the Casino Express to provide mid -day service.

Continue to clean and sanitize the fleet regularly.

Continue community outreach efforts to further improve and enhance public transit services.

BEAUMONT
-CALIFORNIA-

AVEL

BEAUMONT

TRANSIT

BEAUMONT TO LAKE ARROWHEAD
ITINERARY Tuesday, September 19t -
Departing Trip l Beaumont to Lake Arrowhead
Via Commutertink 120 and Mountain Transit's RIM Route 6 • Meet at Civic Center at 9:00 am
• CommuterLink 120 leaves at 9:10 am
• Arrive at SBTC at 9:45 am
0 45 min layover - transit center overview
• Route 6 departs SBTC at 10:30 am
• Arrive at Lake Arrowhead at 11:47 am
Return Trip I Lake Arrowhead to Beaumont
Via Mountain Transit's RIM Route 6 and ComrnuterLink 120 • Meet at Lake Arrowhead Village (Lower) Bus Stop at 2:30 pm
• Route 6 departs at 2:45 pm
• Arrive at SBTC at 3:58 pm
{} 42 min layover
• CommuterLink 120 departs at 4:40 pm
• Arrive to Beaumont Wells Fargo at 5:30 pm
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Future Travel Training Locations
Downtown
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Hollywood

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SHORT RANGE TRANSIT
PLAN 2024/25 - 2026/27

BEAUMONT
C A L 1 F O R N I A

BEAUMONT

TRANSIT

TABLE OF CONTENTS
1 CHAPTER 1— SYSTEM OVERVIEW AND SERVICE PROFILE 4

1.1 Description of Service Area 4
System Map 4

1.2 Population Profile and Demographics 5
Ridership Demographics 6

1.3 Provided Services 7
Fixed Route Services 7
Paratransit Services 8
Commuter Link Services 8
Table 1 8

1.4 Ridership, Revenue Miles, Revenue Hours 9
Fixed Route Services 9
Paratransit Services 10
Commuter Link Services 11

1.5 Current Fare Structure 12
Fare Collection Systems 13
Incentive Programs and Ridership Promotion 13
Community Involvement 15

1.6 Revenue Fleet 15
Tables 1.1 16

1.7 Existing Facilities and Bus Stops 19

1.8 Existing Coordination Between Transit Agencies 20

1.9 Prior or Existing Studies and Plans 21
CHAPTER 2 - EXISTING SERVICE AND ROUTE PERFORMANCE 21

2.1 Key Performance Indicators 22
Table 2.0 24

2.2 SRTP Performance Report 25

2.3 SRTP Service Summary 27
Tables 2.2 27
Table 2.2A 34

2.4 Service Performance 35
Casino Express 37
Route 3 38
Route 4 41
Route 7 43
45 Route 9 46
Route 3/4 48
Commuter Link 120 50
Commuter Link 125 52
Dial A Ride (Paratransit) 54
Table 2.3 55
56 2.5 Productivity Improvement Efforts 57

2.6 Major Trip Generators 57
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2.7 Recent Service Changes 58
Casino Express 58
Commuter Link 125 58
Route 7-2 58
CHAPTER 3 — FUTURE SERVICE PLANS, FARE CHANGES, CAPITAL PLANNING, AND MARKETING 59 3.1 Planned Service Changes 59
Casino Express 59
Commuter Link 125 60
Commuter Link 120 60

3.2 Future Marketing Plans, Studies, and Promotions to Promote Ridership 60 Discounted Fare Promotion 60
Comprehensive Operations Analysis 60
Advertising 61
Increase Community Involvement 61
Enhanced Bus Prediction Platform 61

3.3 Projected Ridership Growth 62

3.4 Proposed Fare Structure Changes 62

3.5 Capital Improvement Planning 63
4th & Veile — Beaumont Transit and City Yard 63
11 Replacement Buses 64
Table 3 64
CHAPTER 4 — FINANCIAL PLANNING 65

4.1 Operating and Capital Budget 65
Operating Budget 65
Tables 4A 67
Transit and City Yard - 4th & Veile Property (Project 25-01) 67 Vehicle Lifts (Project 25-02) 68
Comprehensive Operations Analysis (Project 25-03) 69
Fare Revenue Calculation 70
71 4.2 Funding Plans to Support Proposed Operating and Capital Program 72 FY 26 Proposed Budget 72
Table 4.1 73
FY 27 Proposed Budget 74
Table 4.2 75

4.3 Regulatory and Compliance Requirements 76
Table 4.5 77

4.4 Open Capital Projects 78
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CHAPTER 1- SYSTEM OVERVIEW AND SERVICE PROFILE

1.1 Description of Service Area
The City of Beaumont's public transit system services approximately 50 square miles and extends from the City of Beaumont to Redlands, San Bernadino, and parts of unincorporated Riverside County area known as Cherry Valley. Additionally, Beaumont offers transportation to the commercial areas of Cabazon, including Casino Morongo and the Desert Hills Premium Outlet Malls.

The City of Beaumont is positioned at the nexus of three major thoroughfares: Interstate 10, Highway 60, and Highway 79. Beaumont Transit offers fixed route, commuter link, and paratransit services. These services are crucial for transit dependent residents as they provide direct trips throughout the city and connect passengers with other transit operators including Banning Connect, Riverside Transit Agency (RTA) and Sunline Transit Agency at the Beaumont Walmart.

Additionally, Beaumont operates two commuter links to connect the San Gorgonio Pass Area with San Bernardino County. San Bernardino County destinations include the San Bernardino Transit Center (SBTC), Redlands Transit Center, and the Loma Linda Veterans Administration (VA) Hospital. The SBTC is centrally located within downtown San Bernardino and offers extensive connection possibilities for passengers, including the Metrolink train system, Omnitrans, Victor Valley Transit Agency (VVTA), RTA, and Mountain Transit.

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1.2 Population Profile and Demographics
According to the most recent report published by the California Department of Finance in January 2023, Beaumont has a population of 56,590 people and is ranked number 160 of 482 cities in California. For multiple years, Beaumont was the fastest growing city in California and Riverside County. In the most recent report, Beaumont is now ranked as the 6th fastest growing city in California and the fastest growing city in Riverside County. Beaumont has experienced a 4.12% increase in population from January 2022 to January 2023.1 Population Growth
60,000
50,000
40,000
30,000
20,000
10,000
0 9,685 11,384
6,818
37,253
40,351
42,020
43,511
53,101
54,313
54,349 56,590
1980 1990 2000 2010 2013 2014 2015 2020 2021 2022 2023
-Population
Beaumont has fourteen (14) schools located within Beaumont Unified School District consisting of seven (7) elementary schools, one (1) K-8 school, two (2) middle schools, two (2) high schools, and one (2) independent study and adult schools. Transportation provided by Beaumont Unified School District was eliminated in 2008 and many families rely on Beaumont's public transportation system to transport youth passengers to and from school. Beaumont residents under the age of 18 are estimated to account for 30.2% of the city's population.2 Ridership reports taken throughout the year show youth passengers make up 54.3% of the total passenger base in Beaumont.

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

Although the median age of residents in Beaumont is 35 years, persons over the age of 65 make State of California, Department of Finance; https://dof.ca.gov/forecasting/demographics/estimates-el/ 2 2022 ACS 1 -Year Estimates — US Census Bureau
https://data.census.gov/table?q=Beaumont+city,+California&g=860XX00US92223&tid=ACSSE2021.K200104 Short Range Transit Plan FY 24 - 26 5 1 Page
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up 18% of the population.3 Additionally, approximately 10.1% of population is disabled which impacts the need and demand for paratransit services. Beaumont Transit's services are continuously adapting to meet the communities' evolving needs, driven by factors such as a growing population and shifting demographics.

The 2023 United States Census survey reports that the mean household income in Beaumont is $102,469 which is above California's statewide mean of $91,905. However, it also reported that

7.9% of Beaumont residents have income below poverty level.4 Furthermore, it is estimated that

63.3% of Beaumont residents over the age of 16 are actively employed. Of these residents, it is estimated the average commute is 36.3 minutes, which is higher than the state average of 29.2 minutess. It can be concluded that most of Beaumont's labor force works outside of Beaumont and commutes to surrounding areas including Coachella Valley, Western Riverside County as well as San Bernardino County, Orange County and further into Los Angeles County.

In regard to education, it is estimated that 89.5% of Beaumont residents over the age of 25 years have at least a high school diploma and approximately 26.8% of the population of Beaumont has a four-year degree or higher. While the high school completion rate is above the statewide mean of 84.4%, this ranks Beaumont well below the statewide mean of 35.9% for four-year degrees or higher.
6 Ridership Demographics
Comprehensive ridership surveys related to ridership demographics were conducted in December 2019 and January 2020, before COVID-19 pandemic. Beaumont received 427 responses, which provided invaluable insights to better understand our passengers situations and habits.

A typical rider of Beaumont Transit:
• Pays their fare with cash (72.5%)
• Uses the service to travel to school or work (53.4%)
• Rides five or more days a week (50.4%)
• Lacks access to a personal vehicle (70.5%)
• Is over the age of 25 (70.3%)
• Is a student (37.8%) or employed (28.0%)
• Identifies as Hispanic/Latino (36.4%) or Black/African American (27.3%) • Lives in a household with an income less than $29,999 (67.6%) • Lives in a household of three or less people (52.0%)
• Typical Travel does not include connections/transfers (79.7%) 3 2022 ACS 1 -Year Estimates — US Census Bureau
https://data.census.gov/table?q=Beaumont+city,+California&g=860XX00US92223&tid=ACSSE2021.K200104 'United States Census Quick Facts;
https://www.census.gov/quickfacts/fact/table/beaumontcitycalifornia,CA/INC 110220 5 Ibid.
6 Ibid.

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Survey results indicate that a significant portion of Beaumont Transit passengers are dependent on public transportation. Many passengers utilize Beaumont Transit's services out of necessity and not by preference. This can be concluded based upon the number of days they ride, their destinations, their income levels, or because they do not have access to a car. As passenger habits have shifted since the pandemic, and as ridership is still recovering, Beaumont plans to launch a new survey to collect data to showcase a more current ridership demographic post -pandemic.

1.3 Provided Services
Beaumont Transit provides Fixed Route, Commuter Link, and Paratransit services six days a week. Most services are offered on weekdays with six fixed routes and two commuter links. On Saturdays, one fixed route, one commuter link, and paratransit services are in operation.

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

Beaumont does not operate on: New Year's Day, Memorial Day, Independence Day, Labor Day, Thanksgiving Day, Christmas Day. * Peak Service
Sunday 1
Monday
Casino
Express
Tuesday
Casino
Express
Wednesday 1 Thursday 1 Friday Saturday
Casino Casino Casino
Express Express Express
Route 3
Route 3
Route 3
Route 3 Route 3
Route 4
Route 4
Route 4
Route 4 Route 4
Route 3/4
Route 7-1*
Route 7-1*
Route 7-1*
Route 7-1*
Route 7-1*
Route 7-2*
Route 7-2*
Route 7-2*
Route 7-2*
Route 7-2*
Route 9*
Route 9*
Route 9*
Route 9*
Route 9*
Commuter
120
Commuter
120
Commuter
120
Commuter
120
Commuter
120
Commuter
120
Commuter
125
Commuter Commuter Commuter Commuter
125 125 125 125
Fixed Route Services
Beaumont operates six fixed routes on weekdays, three of which are peak service, and one fixed route on Saturdays.

Fixed Route service hours are:

Monday through Friday 6:15 a.m. to 6:35 p.m.

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

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

DAR service hours are:

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

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

Commuter Link Services
Beaumont Transit operates two Commuter Links, including Commuter Link (CL) 120 and Commuter Link (CL) 125. CL 120 originates at Beaumont Walmart and provides service to and from Walmart, the Beaumont Civic Center, and San Bernardino Transit Center (SBTC). CL 125 also originates in Beaumont and provides service to and from the Redlands Transit Center and Loma Linda VA Hospital.

Commuter Link service hours are:

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

Saturday 7:30 a.m. to 5:20 p.m.

Table 1
Description of Routes
Route Day(s) Description Major Destinations
Casino Weekday Walmart to Cabazon, Second Street Marketplace, Walmart, Casino Express and Industrial Morongo, Cabazon Outlets, (2) Amazon Beaumont. Warehouses, Wolverine Distribution, and Rangel Park.
3 Weekday Walmart to Cherry Second Street Marketplace, Walmart, San Valley via Sundance Gorgonio Pass Hospital, Sundance Community, Mountain View Middle School, San Gorgonio
Middle School, Community Center, Sports Park,
and Beaumont High School.
4 Weekday Walmart to Second Street Marketplace, Walmart, San Downtown and Gorgonio Pass Hospital, downtown residential Northern Beaumont areas, Glen View High School, Library, Mountain View Middle School, San Gorgonio Middle
School, Community Center, Sports Park, and
Beaumont High School. Deviations to Three Rings
Ranch are available upon request.

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7-1 Weekday
(Peak Service)
7-2
Tournament
Hills/Fairway Canyon
to Cherry Valley and
Schools
Weekday Rangel Park,
(Peak Service) Olivewood and
Tukwet Canyon to
Cherry Valley,
Schools, and Civic
Center
9 Weekday ' Seneca Springs to
(Peak Service) Cherry Valley and
Schools
Western residential areas to Cherry Valley,
Beaumont High School, Mountain View Middle
School, San Gorgonio Middle School, and Oak
Valley Shopping Center.

Southwestern residential and commercial areas
to Cherry Valley, Beaumont High School,
Mountain View Middle School, San Gorgonio
Middle School, and Civic Center.

Southern residential communities to Cherry
Valley, Beaumont High School, Mountain View
Middle School, and San Gorgonio Middle School
3/4
CL 120
Saturday
Weekday and
Saturday
CL 125 Weekday
DAR
Weekday &
Saturday
Walmart to Cherry
Valley
Walmart to San
Bernardino Transit
Center
Walmart to Loma
Linda and Redlands
Demand Response
Second Street Marketplace, Walmart, San
Gorgonio Pass Hospital, downtown residential
areas, Glen View High School, library, Beaumont
High School, Mountain View Middle School, San
Gorgonio Middle School, sports park, Cherry
Valley.

Walmart, Civic Center, San Bernardino Transit
Center; Saturday to Casino Morongo
Walmart, Civic Center, Redlands Transit Center,
Arrow line, and Loma Linda Veteran's Affairs
Hospital
Service for persons certified under the ADA that
live in the City of Beaumont and parts of Cherry
Valley traveling to places in Beaumont and parts
of Cherry Valley

1.4 Ridership, Revenue Miles, Revenue Hours
Fixed Route Services
The chart below provides a visual depiction of the annual ridership data for Beaumont' Transit's Fixed Routes from FY 20 through FY 23, as well as anticipated boardings for FY 24 and FY 25. As seen in the chart, fixed route ridership experienced a sharp decline of 41% in FY 21 due to the unprecedented COVID-19 pandemic. In FY 21, there were 23,494 boardings, which reflects a 77% decline when compared to FY's 20. In FY 22, passenger boardings showed the first signs of recovery with a 236% increase year over year. In FY 23 and FY 24 this upward trend has continued.

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For FY 24, Beaumont's fixed route system is projected to be in service for 9,193 revenue hours, 143,180 revenue miles and 78,597 passenger boardings. This equates to approximately 8.5 passengers per revenue hour and 1 passenger for every 1.8 revenue miles. In FY 24, passenger boardings are projected to be approximately 75% of FY 20. This indication highlights the room for growth and opportunity to re -gain pre -pandemic ridership levels. Through 3rd Quarter in FY 24, fixed routes experienced a 6.2% increase in ridership compared to FY 23. For FY 25, Beaumont is projecting an additional 3.5% increase in fixed route ridership.

Fixed Route Service
120,000
103,757
100,000
80,000
60,000
40,000
20,000
23,494
FY 19/20 FY 20/21
75,574
55,585
FY 21/22 FY 22/23
81,934
FY 23/24
Projected
84,392
FY 24/25 Plan
Paratransit Services
The chart below depicts Beaumont's annual passenger boardings for Dial -A -Ride (DAR) services from FY 20 through FY 23, as well as the anticipated boardings for FY 24 and FY 25. The chart below illustrates a sharp decline and moderate recovery in DAR passenger boardings since the start of the pandemic. In FY 21, passenger boardings equated to only 43% of FY 20. In FY 22, DAR experienced a small recovery with a 16% increase in passenger boardings when compared to the previous FY. However, the system experienced a much stronger recovery in FY 23 with a 66% increase year -over -year.

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For FY 24, Beaumont's DAR is projected to be in service for 2,051 revenue hours, 22,677 revenue miles, and 4,572 passenger boardings. This equates to approximately 2.3 passengers per revenue hour and 1 passenger for every 5 revenue miles. Consistent with our fixed route system, ridership remains below pre -pandemic levels. Through 3rd Quarter in FY 24, DAR ridership data suggests passenger boardings will reach 78% of that in FY 20. For FY 25, Beaumont is expecting the recovery of the system to continue and is projecting a 10% increase in passenger boardings.

Dial -A -Ride Service
7,000
6,000
5,000
4,000
3,000
2,000
1,000
5,820
2,071
FY 19/20 FY 20/21
3,994
2,408
FY 21/22 FY 22/23
4,572
FY 23/24
Projected
5,029
FY 24/25 Plan
Commuter Link Services
The chart below depicts Beaumont Transit's annual ridership data on Commuter Link services from FY 20 through FY 23, as well as the anticipated boardings for FY 24 and FY 25. Due to the pandemic, the system experienced a 22% decline in passenger boardings in FY 21. In FY 22, the decline in passenger boarding continued with an additional 23% decline from FY 21. The system experienced the first signs of recovery in FY 23 with a 12% increase in passenger boardings from FY 22. FY 24 data through 3rd Quarter suggests the system will finish the year with an additional 17% increase in passenger boardings.

For FY 24, Beaumont's Commuter Link system is projected to be in service for 8,183 revenue hours, 240,279 revenue miles, and 13,728 passenger boardings. In comparison to Beaumont transit's other services, it is evident that the Commuter Link system showed the most resiliency during the pandemic.

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While the Commuter Link system reached a low in FY 22, it still retained approximately 60% of its ridership from FY 20. This is the only public transit service provided by Beaumont that retained more than 50% of its passengers throughout the pandemic, which highlights the crucial role it plays in the lives of transit -dependent residents in the San Gorgonio Pass area.

Commuter Service
20,000
18,000
16,000
14,000
12,000
10,000
8,000
6,000
4,000
2,000
17,567
13,636 13,728
FY 19/20 FY 20/21
11,758
10,464
FY 21/22 FY 22/23
FY 23/24
Projected
14,758
FY 24/25 Plan

1.5 Current Fare Structure
In the current fare structure, passengers pay the general fare unless they qualify for a discount.

Discounted fares for bus services are available to seniors, persons with disabilities, veterans, active military, and children.

The following is the current fare structure:

Fixed Route
Fare Category Base Fare 1 Day Pass 10 Ticket
Book
General $1.50 $3.50 $15.00
Child (46" tall or under) Accompanied by $0.25 N/A N/A
a paying adult. Limit 2
Monthly
Pass
$45.00
N/A
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Senior/Disabled (60+)
$1.00
$2.50
$10.00
$30.00
Military Veterans
$1.00
$2.50
$10.00
$30.00
Deviations (Route 4)
$0.50
N/A
N/A
N/A
Active Military
Free
N/A
N/A
N/A
Commuter Link Service
Fare Categories
Base Fare
Day Pass
10 Ride 1 Monthly
Punch Pass
Card
General
$3.75
$8.50
$34.00
$80.00
Child (46" tall or under) Accompanied by a
paying adult. Limit 2
$2.75
$6.50
$25.00
$60.00
Senior/Disabled (60+)
$2.75
$6.50
$25.00
$60.00
Military Veterans
$2.75
$6.50
$25.00
$60.00
Active Military
Free
N/A
N/A
N/A
Paratransit Services
Fare Categories
Base Fare
10 -Ride Punch Card
One -Way
$3.00
$27.00
Companion & Child
$4.00
N/A
PCA (with ID)
Free Free
No Show $3.00 N/A
Fare Collection Systems
Beaumont Transit offers a variety of options for passengers to pay bus fares. Passengers can purchase monthly passes and ticket books at the Beaumont Civic Center where cash, checks and credit cards are all accepted forms of payment. Passengers can purchase ticket books, punch cards, and day passes onboard from the bus driver using cash or check. Additionally, Beaumont has partnered with Token Transit to offer an additional cashless fare payment system. With Token Transit, passengers can purchase their fare media and store it on their smart phone or cellular device.

Incentive Programs and Ridership Promotion
Beaumont Transit continues to apply for specialized funding to offer ridership promotions and to incentivize the use of public transportation. In FY 22, Beaumont secured funding through the Low Carbon Transit Operations Program (LCTOP) to offer a regional free fare promotion in partnership with the City of Banning. This promotion launched August 1st, 2022, and offered free fares for youth, senior, disabled, and veteran passengers on Banning Connect and Beaumont Transit services. In FY 23, Beaumont Transit applied for new funding through the Short Range Transit Plan FY 24 - 26 13 1 Page

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Low Carbon Transit Operations Program (LCTOP) to offer a three year discounted fare project.

This project was approved by the California Department of Transportation and the promotion launched August 1st, 2023. This ongoing promotion offers discounted fares to all passengers utilizing Beaumont Transit's services. The following is the discounted fare schedule:

FARE SCHEDULE

FIXED ROUTE FARES

PURCHASE MOBILE PASSES
DOWNLOAD p.

Token Transit
444'1,e
— Fare Catagariasl
Base Fare
Day Pass
10 Tkket Book
Monthly Fags
Gcncral
4r4-50- 25¢
$3-50
$15.00
145-00
Child (46" tall or under}`•
59-54 25¢
N/A
N.A
NIA
Seniora(64+VDisabled'
$444 25q
$2.50
$10.00
130.00
Military Veterans"
14799. 25¢
$2-50
$14-00
$34-04
Active Military'
FREE
NIA
N.A
LOA
I Deviations (Route 4)
i $0.50
`
N/A
N/A dim NIA

COMMUTER LINK FARES
Fen ••
-- • •
.nthly `.ss'
General
& $1.44
$8-50
$34-04
$80.00
Child (46' tall or under)"
& stop
$6-54
$25-00
$60-04
Seniors {60-0/Disabled'
$1.00
16-50
$25-00
$60.04
$2-75
Military Vettrams'
$top
$6-50
$25-00
$60.00
$2-75
Active Military'
FREE
NIA
NIA
N/A
*You must show proper ID far discounted Fare.
**Must be accompanied by a paying adult. Limit 2 children at discounted fare. ***Day and Monthly Commuter Link passes are valid on Commuter link buses and local faced routes.

DIAL -A -RIDE FARES
Fare Categories
Base Fare
10 Ride Punch Card
One -Way
$99& 506
$27.00
Companion&Chid

44.96 $1.00
SIM
PCA Ivo/ ID}
FREE
FREE
Na-Show

53.00 WA
Dial -A -Ride is a door-t—deor, advanced reservation transportation service for persons certified under the American with Disabilities Act (ADA)_ Short Range Transit Plan FY 24 - 26
Have exact fare ready when hus arrives.

Driverscannot make change.

NO REFUNDS.

QUESTIONS? (951) 769-8.530
REA JMONTCA.GOV/TRANSIT

BEAUMONT

TRANSIT
AUGUST 2023
14 I Page
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Community Involvement
Beaumont Transit actively participates in many community events throughout the calendar year, including the annual Cherry Festival parade, Trunk -or -Treat, Veteran's Expo, Stuff -the -Bus, holiday light parade and Operation Santa.

In FY 23, Beaumont implemented Swiftly, a real-time bus tracking system that provides passengers with predictions on bus arrival times. This real-time bus tracking software is accessible through a free smart phone app or via the web. This software gives passengers the ability to track the bus, view system announcements and eliminate unnecessary waiting.

Additionally, passengers can now text Stop ID's for bus arrival predictions.

1.6 Revenue Fleet
Beaumont Transit's fleet consists of 22 vehicles, 15 of which are CNG fueled, 5 gasoline fueled, and 2 electric shuttles. Nine additional CNG vehicles have been ordered and should be delivered in Fall 2024. The CNG fueled vehicles meet the emission mitigation standards mandated by the California Air Resources Board (CARB). On the following pages, Tables 1.1 outline the vehicle inventory by service type.

Beaumont has a long history of maximizing the life of the vehicles in our fleet. A significant portion of the fleet is considered to be Medium Duty by the Federal Transit Administration (FTA) and have a 7 -year, 200,000 -mile life expectancy'. Beaumont's vehicle maintenance department keeps vehicles in service longer than FTA guidelines. All vehicles meet the ADA accessibility requirements and are equipped with bike racks. Vehicle capacity ranges in size from 16 to 43 passengers.

In FY 24, Beaumont received two new CNG EZ Rider II Buses, unit 2848 and 2849, to replace two gasoline buses, unit 2824 and 2825. These buses are currently being de -commissioned and will be removed from the fleet inventory.
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IIIF RIIERSIf E

TRANSPORTATION

COMMISSION
Bus (Motorbus) if Directly Operated
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Table 1.1 - Fleet Inventory
FY 2023/24 Short Range Transit Pfau
City of Beaumont
Average Lifetime
# of
Life to Date
Miles Per Active
Active
# of
Life to Date
Vehicle Miles
Vehicle As Of
Lift and
Fuel
Vehicles
Contingency
Vehicle Miles
through
Year -To -Date
Year
Mfg. Model
Seating
Ramp
Vehicle
Type
FY 203/
Vehicles
Prior Year End
March
(e.9., March)
Built
Code Code
Capacity
Equipped
Length
Code
23 FY 2022/23
FY 2021/22
FY 3032/23
FY 2022/23
2010
CMD C 55CC
28 1
32 CN
248,7/6
249,770
2011

EON EDN
30 1
33 GA
321,345
333,713
2016
EDN FORD E-450
20 1
24 CN
76,748
92,327
2011
EDN FORD F550
30 1
33 GA
367,767
3824370
2011
EON FORD F550
30 1
33 GA
391,185
404,084
2019

GLV GLV
28 1
33 CN
37,522
73,876
7019

GLV GLV
28 1
33 CN
41,125
81,759
20D9
GMC C-5500
28 1
32 CN
196,374
203,583
20D9
STR C-5500
28 1
32 CN
234,276
239,901
2010
STR C-5500
30 1
32 GA
377,870
389,805
Totals:
200
10 2,292,478
2,454,688
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kr/mIaE
COUNTY

TRANSPORTATION
CoMMI55IflN
Commuter Bus I Directly Operated
Table 1.1 - Fleet Inventory
FY 2023/24 Short Range Frantsit Pfau
City of Beaumont
Year Mfg. Model
Built Code Code
Seating
Capacity
Lift and
Ramp
Equ ipped
Vehicle
Length
Fuel
Type
Code
# of
Active # of
Vehicles Contingency
FY 20221 Vehicles
23 FY 2022123
Life to Date
Vehicle Miles
Prior Year End
FY 2021122
Life to Date
Vehicle Miles
through
March
FY 2022/23
Average Lifetime
Miles Per Active
Vehicle As Of
Year -To -Date
(e.g., March)
FY 2022123
2015 EBC XHF 40
2011 EDN EDN
2016 EDN FORD F550
7015 EDN Type H
2015 EDN XHF 40
2015 EDN XHF 40
2010 FRD Ford E450
7010 FRO Ford E-450
2010 FRO Ford E-450
2019 GLV GLV
43 30
30 30
43 43
16 16
16 28
1 1
1 1
1 1
1 1
1 1
40 33
33 32
40 40
24 24
24 33
CN
CN
CN
CN
CN
CN
GA
GA
GA
CN
85,804
L89,&83
117j731
169,657
90,332
81,138
40%304
419,762
422,206
45,317
91,026
193,731
156075
182,590
93,975
87,521
435,411
443,963
425,394
83,768
Totals:
295
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10 2,061,134
2,193,457
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Demand Response { Directly Operated
Table 1.1 - Heel- Inventory
FY 2023124 Short Range Transit Plan
City of Beaumont
Year Mfg. Model
Built Code Code
Seating
Capacity
Lift and
Ramp
Equipped
Fuel
Vehicle Type
Length Code
# of
Active # of
Vehicles Contingency
FY 2022/ Vehicles
23 FY 202V 23
Life to Date
Vehicle Miles
Prior Year End
FY 2021(22
Life to Date
Vehicle Miles
through
March
FY 2022123
Average Lifetime
Miles Per Active
Vehicle As Of
Year -To -Date
(e.g., March)
FY 2022/23
2019 ZZZ Ed:ar
2019 ZZZ Ed`=ar
10 10
25 EB
25 EB

5.344

2.378
_0.341
'3.784
Totals:
20 Short Range Transit Plan FY 24 - 26

24.125
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1.7 Existing Facilities and Bus Stops
Existing Transit Facilities
Administrative services for Beaumont Transit are currently located in downtown Beaumont at the Beaumont Civic Center, 550 E. 6th Street, Building D. Dispatch, bus rollout, EV charging, and all administrative services take place at this location. Customer service is provided from both the Civic Center's main building and Building D. Service is provided to walk in customers at the main building, and service is provided via phone or email from Building D.

Fleet maintenance services are located at 550 N. California Avenue, approximately half a mile from the Civic Center. The office area of this Mansory style building was built in 1940, with the garage being built in 1950. With aging infrastructure, and the upcoming transition to zero - emission vehicles, the City of Beaumont will need to construct a new vehicle maintenance facility, which will be discussed further in Chapter 4.

Bus Stop Amenities
Beaumont has 23 bus shelters, 157 bus stops, and a dozen stops with benches. In FY 22, Transit Staff worked with the City of Beaumont Public Works Department to create plans to improve the Walmart Bus Stop. The Walmart location connects passengers with four agencies and is an important asset to the public transportation system. This project allowed Beaumont to increase attractiveness and amenities in the growing commercial area with the goal of appealing to more choice riders and retaining more riders long-term.

In FY 24, Beaumont was allocated capital funding to develop a bus stop improvement plan. This improvement plan is intended to outline the rehabilitation and upgrades necessary for bus stops throughout Beaumont's service area. In December of 2023, Staff posted a Request for Proposals with the anticipation of selecting a consultant to complete the desired professional services. Three bids were received, however, all bids exceeded current the current funding and budget. Beaumont is now proposing the release of a new Request for Proposals that will encompass a Comprehensive Operations Analysis, Micro -transit feasibility analysis, and the Bus Short Range Transit Plan FY 24 - 26 19 1 Page
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Stop Improvement Plan. This will allow one consultant to comprehensively evaluate Beaumont's services and bus stops to develop a deeper understanding of the interconnections to streamline a strategic, consistent, and cohesive plan for Beaumont's future.

1.8 Existing Coordination Between Transit Agencies
Public transportation access in the San Gorgonio Pass area is limited to connect passengers with other areas of the region. Geographically isolated from the San Bernardino County, the Coachella Valley, and other cities in western Riverside County, passengers rely on Beaumont Transit, Banning Connect, Sunline, and Riverside Transit Agency to travel between regions.

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

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

The current agreement with the City of Banning, Banning Connect, began in FY 20. Originally renewed annually, Beaumont and Banning agreed to establish a bi-annual agreement in FY 24.

The agreement is summarized below:
• In Banning city limits, Beaumont Transit may only stop at San Gorgonio Pass Hospital and have no more than 3 buses stop there in an hour.
• In Beaumont city limits, Banning Connect may only stop at Beaumont Walmart and have no more than 3 buses stop there in an hour.
• It is only at Beaumont Walmart and the San Gorgonio Hospital that passengers can connect with the other agency. Each agency shall provide a free transfer for passengers at these locations only. Transfers are valid for one hour after the paper transfer is issued.

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• Each agency will accept the other's commuter multi -use pass (day or month) for a $1 discount for the other's commuter service.

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

These recommendations have largely been implemented. Below is a summary of the recommendations that are still being addressed.

Outstanding short-term recommendations (to be completed by July 2021) include:
• Update the City's bus stop placement policy.

Outstanding Mid-term recommendations (July 1, 2021, to December 31, 2022) include:
• Integrate service to new operations facility on 4th/Veile. • Build a Bus Stop Improvement plan.

Outstanding Long-term recommendations (January 1, 2023 -June 30, 2025) include:
• Transition to an alternative fuel transit fleet and infrastructure.

Beaumont continues to work diligently on the few incomplete recommendations. Beaumont currently has two outstanding orders for CNG buses, which are expected to be delivered in Fall 2024. Once these vehicles are received and the aging vehicles in the fleet are retired, Beaumont will have a fully alternative fuel fleet with twenty (20) CNG buses and two (2) battery -electric shuttles. Additionally, in 2022 and 2023, Beaumont partnered with RCTC and CTE to complete a Zero -Emission Bus Rollout Plan. Beaumont will continue to work closely with RCTC to implement this plan and to establish the necessary infrastructure to support this transition.

Additionally, as mentioned in Section 1.9, Beaumont is now proposing to launch one project that will encompass a Comprehensive Operations Analysis, a Micro -transit feasibility analysis, and the Bus Stop Improvement Plan. As part of the bus stop improvement plan, the City intends to update the bus stop placement policy.

CHAPTER 2 - EXISTING SERVICE AND ROUTE PERFORMANCE
Similar to other transit operators, Beaumont Transit's ridership suffered from the significant impacts of the COVID-19 pandemic. Systemwide passenger trips for FY 21 ended with 39,201 passenger trips. This is a 69% decline in passenger trips when compared to FY 20. In FY 22, ridership began to recover. Passenger boarding increased by 75% from FY 21 and total boardings for the year reached 68,457. In FY 23, the recovery continued and passenger boardings reached 91,326 which is approximately 72% of the boardings in FY 20. Data through 3rd Quarter in FY 24 suggests Beaumont's ridership will reach approximately 76% of FY 20.

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These statistics indicate that; despite the return to pre -pandemic lifestyles for most residents in the San Gorgonio Pass area, a sizable portion of riders have not returned to the public transit system. The chart below highlights the sharp decline during the pandemic and the moderate recovery with projections for the current and upcoming fiscal years. Prior to FY 20, services extended into the City of Banning. Therefore, it is not appropriate to compare ridership figures to FY 19 and prior years. Annualized estimates for FY 20 suggest the pre -pandemic baseline passenger boardings for Beaumont Transit is approximately 160,000.

Systemwide Passengers
140,000
127,144
120,000
100,000
80,000
60,000
40,000
20,000
FY 19/20 FY 20/21
91,326
68,457
FY 21/22 FY 22/23
100,234
FY 23/24
Projected
104,386
FY 24/25 Plan

2.1 Key Performance Indicators
Beaumont Transit Staff continuously monitor performance indicators throughout the year to ensure the system is operating efficiently and to encourage corrective actions when necessary.

Key performance indicators are compiled in Table 2.0 to provide a scorecard that compares actual data to the plan that was established in the previous year. FY 24 targets for the key performance indicators were developed in FY 23 utilizing YTD information and FY 22 audited information for revenues, subsidies, passengers, vehicle mileage, and expenses.

Beyond Table 2.0, Beaumont additionally monitors other metrics that relate to customer satisfaction. Feedback is encouraged from staff, passengers, and residents to further assist with Short Range Transit Plan FY 24 - 26 22 1 Page
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further improving Beaumont Transit's services. Beaumont continues to conduct satisfaction surveys to gauge satisfaction, comfort, ease of use, reliability, and on -time performance.

Customer satisfaction is a top priority and community input, comments, complaints, and suggestions are recorded to better understand the needs of the communities within our service area. Gathering this information is crucial for the development and planning for future services and projects.

Beyond the indicators mentioned above, Beaumont also evaluates administrative and vehicle maintenance functions throughout the year to ensure that staff has the tools and ability to function as efficiently and effectively as possible. Our vehicle maintenance department works diligently to keep our fleet maintained and performs frequent preventative maintenance inspections to ensure the safety and reliability of our vehicles. Beaumont's strives to keep costs at a minimum and understands that current equipment, software, administrative policies, and internal procedures can significantly impact the personnel hours needed for various tasks.

In Table 2.0, Key Performance Indicators are compiled in a scorecard for monitoring purposes only. FY 24 targets for the key performance indicators were developed in FY 23 utilizing the YTD information and the prior year audited information for revenues, subsidies, passengers, vehicle mileage, and expenses.

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Table 2.0 -- Service Provider Performance Measures Report FY 2023/24 short Range Transit Plan Review
City of Beaumont
Data Elements
FY 2023/24 Plan
FY 2023/24 Target
FY 2023{24
Year to Date
Through 3rd Quarter
Year to Date
Performance
Scorecard
1Unlinked Passenger Trips
95,710
Passenger Miles
719,245
Total Aral Vehicle Revenue Hours
19,563.0
Total Actual Vehicle Revenue Miles
414,016.0
Total Actual Vehicle Miles
437,511.0
Total Operating Expenses
$2,993,669
Total Passenger Fare Revenue
$39,025
Net Operating Expenses
$2,954,644
Performance Indicators
Mandatory:

1. Farebox Recovery Ratio I 11.26% I s = 10.00% I 19.10% I Meets Target Additional:

1. Operating Cost Per Revenue Hour
$153.03
= 519.44 and {= 526.30
$21.39
Meets Target

3. Subsidy Per Passenger Mile
$4.11
>_ $4.06 and = $96.81 and {_ $13J.97
$111,92
Meets Target

5. Subsidy Per Mile
$7.14
>_ $4.79 and = 4.23 and t= 5.73

5.23 Meets Target

7. Passengers Per Revenue Mile

0.23 >= 0.21 and {= 0.29

0.25 Meets Target
Note: Targets reflect +/- 15%
Short Range Transit Plan FY 24 - 26
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2.2 SRTP Performance Report
During the development of the Short -Range Transit Plan for FY 24, Beaumont established a strategic plan with service performance expectations. These expectations were developed based on audited information for FY 22 and information through 3rd quarter in FY 23. Similar to Table 2.0, targets for Beaumont Transit's operations were established to monitor and compare to actuals as FY's progress.

On the following page, Table 2.1 compares current 3rd quarter data in FY 24 to the actuals in FY

23. Additionally, the plan for FY 25 is outlined and targets are set based on FY23's audited data and current fiscal year data. The plan is then evaluated and compared to the targets in a scorecard. These targets are discretionary and are utilized as a tool in monitoring Beaumont's performance metrics as fiscal years progress. The only mandatory target is the farebox recovery ratio.

As Beaumont Transit continues in its efforts to gain and regain passengers post -pandemic, it is expected that performance metrics in Table 2.1 will improve. As ridership is still growing and recovering, some performance metrics are scored unfavorably for the FY 25 Plan. However, it is worth noting that Table 2.1 provides information for all routes. Performance metrics excluding the exempt routes would be more favorable. Additionally, Tables 2.1 and 2.2 do not reflect the changes passed in Assembly Bill 149 and 125, which allows for additional exemptions in the farebox recovery ratio calculation.

Additionally, LCTOP and Measure A funding is a subsidy for Beaumont Transit. However, this is only reflected in the upcoming plan and is not reflected in the FY 23 column and the FY 24 year- to-date column. This inconsistency is problematic as they are utilized for the calculation of the Targets for FY 25. If this was uniform across the scorecard, it is expected Beaumont would meet more of the targets.

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FY 2024/25 - Table 2.1 -- SRTP Performance Report
Service Provider: City of Beaumont
All Routes
Performance Indicators
FY 2022/23
End of Year
Actual
F1f 21223/ 24
3rd Quarter
Year -to -Date
FV 2024/15
Plan
FY 2424/25 Target
Plan Performance
Scorecard (a)
passengers
91,3LEl
76,230
104,35
None
Passenger Mlles
436,692
361,469
782,624
None
Revenue Flours
18,990.4
14,569.0
19,934.0
None
Total Hours
21,387.2
16,509.6
22,491.0
None
Revenue Mlles
382,93.0
304,721.0
429,365.0
None
Total Miles
407,262.0
323,266.0
444,634.0
None
Operating Costs
$2,591,810
$2,015,671
$3,278,071
None
Passenger Revenue
$328,410
$385,066
$54,050
None
Measure -A Revenue
$199,000
Nave
LCTOP Revalue
$133,0100
None
Operating Subsidy
$2,263,440
51,630,644
$3,138,0]21
None
Operating Costs Per Revenue Hour
$136,77
$138,35
$164.45
•g■ $96.21
Falls to Meet Target
Operating Cost Per Revenue Mlle
$6,77
$6,61
$7,63
None
Operating Costs Per Passenger
$28,39
$26.44
$31.40
None
Farebox Recovery Ratio

12.6796

19.1019'.

12.8796
>m 01.1
Meets Target
Subsidy Per Passenger
$24,79
$21,39
$30.54
>. $14.29 and *: $19.33
Fails to Meet Target
Subsidy Per Passenger Mlle
$5.18
$4.47
$4.07
>. $2.98 and - . $4.04
Fails to Meet Target
Subsidw Per Revenue Hour
$119.44
$111.92
$199.93
>. $74.98 and •g_ $101.44
Fails to Meet Target
Subsidw Per Revenue Mile
$5.91
$5.35
$7.42
>. $3.57 and -g■ $4.83
Fails to Meet Target
Passengers Per Revenue Hour

4.82 5.23

5.24 >. 4A6 and .g - 6.44
Meets Target
Passengers Per Revenue Mile

0.24 0.25

0.24 >. 0.21 and . - 0.29
Meets Target
a) The Plan Performance Scorecard column is the result of comparing the FY 2024?25 Plan to the FY 2024?25 Primary TargcL Short Range Transit Plan FY 24 - 26
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2.3 SRTP Service Summary
The following reports provide insight on the performance of the services offered by Beaumont Transit in FY 24 compared to the plan that was set in FY 23. Additionally, audited information for FY 22 and 23 is provided for an overview of recent performance statistics.

Key points of interest for FY 25:
• Systemwide ridership is expected to reach 78% of FY 20. • Farebox recovery is planned at 12.87% systemwide.

In FY 24, Beaumont has one route to be excluded from the calculation of the farebox recovery ratio. This route, the Casino Express, was restructured in FY24 and will be exempt through the end of FY 26. For background, excluded Routes are new routes or routes that have recently been restructured or changed by 25% or greater. Being excluded gives a grace period for the route to perform and gain passenger ridership for three years.

The first table provided, Table 2.2 Service Summary, is for all Beaumont Transit routes.

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

Table 2.2 Excluded Routes, reports only on the routes excluded. Given that the amount of excluded routes can vary over the years, each column is not necessarily comparable to another FY. Details on the excluded routes for FY 24 are outlined in Table 2.2A.

Table 2.2 Non -Excluded Routes consists of the remaining routes and services Beaumont Transit offers. These non -excluded routes are services that have been established without any major changes in the last 3 years.

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Table 2.2 -- City of Beaumont -- SRTP Service Summary
FY 2024125 Short Range Transit Plan
A l l Routes
FY 2021/22
Audited
FY 2422/23
Audited
FY 2023/24
Plan
FY 2023/24
3rd Qtr Actual
FY 1024/25
Plan
Fleet Characteristics
PealۥIinur Feet
6 6
12 12
Financial Data
Total Operating Expenses
$2,149,467
$2,5912,810
$2,993,669
$2,015,671
$3,278,071
Total Passenger Fare Revenue
$233,931
$328,410
$337,174
1285,066
$422„054
Net Operating Expenses (Subsidies)
$1,915,536
$2,263,4Od
$2,954,644
$1,630,604
$3,189,021
Operating Characteristics
Unlinked Passenger Trips
68,4643
91,318
95,760
76,234
104,.385
Passenger Miles
328,64.6
436,692
719,245
364,464
782,624
Total Actual Vehicle Revenue Flours (a)
19,548,1
16,950,4
129,563.4
145.69.0
19,934.0
Total Actual Vehicle Revenue F iles (b)
376„813.9
382,918,4
4124,016,4
304,721.0
429,365.0
Total Actual Vehicle Miles
402,147.2
407,262.4
437,511.4
323,266.0
444,.630.0
Performance Characteristics
Operating Cost per Revenue Hour
$107.97
$136.77
$153.03
$13835
$.1.64.45
Farebox Recovery Ratio
10,86°6
12,.67'xS

11.2696
L$.L496

12.97°io-
Subsidy per Passenger
$27.98
$24.79
$30.85
$21.34
$30.54
Subsidy per Passenger Mile
$5.9.3
$5.18
$4.11
$4.47
$4.07
Subsidy per Revenue Hat (a)
$96.22
$1129.44
$151.03
$111.92
$155,92
Subsidy per Revenue Mlle (b)
$5.08
$5.91
$7.14
$5.35
$7.42
Passenger per Revenue Haar (a)

3.4 4.13

4.9 51

5.2 Passenger per Revenue Rile (b)

0.18 0.24

0.23 0.25

01.24 (a) Train Mourn fer 11311 MOdeS. (b) Car Miles for Rail hltde,_ Short Range Transit Plan FY 24 - 26
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Table 2. -- City of Beaumont -- SRTP Service Summary
FY 2024/25 Short Range Transit Plan
Excluded Routes
FY Zeal/ 22
Audited
FY 2022'23
Audited
FY 21023/14 2024)
Plan
3rd Qtr Actual
Z5
Plan
Fleet Characteristics
Peak -Flour Fleet
2 .2
1 Financial Data
Totall Operating Expen
Total Passenger Fare Revenue
Net Operating Expen5C5 (Subsidies)
$1.214,1122 r
$1.069.365
$60.7.25C1
$3,504:1
$31.114,6
Operating Characteristics
Unlinked Passenger Trips
Passenger Mlles
Total Actual' Vehicle Revenue Hours (a)
Total Actual Vehicle Revenue MiIcs (DJ
Total Actual Vehicle Mlles

14.738
701,742
11,480.8
279,578.0
283,309.0
1767
18,092
3,595,4
99,273,0
93,248,4
#,250
15,640
1,22.0
45,781,0
49,012.0
Performance Characteristics
Fareknt Recovery Rain.

PassengerOperating Cost per Revenue Hour
Subsidy per
Subsidy per Pamenger mile
Subsidy per Revenue Hour (a)
Passenger per Revenue mile (b)
$11S13

11.92%
$15..3.2
$102..03

0.1)5
$176,28
4,1B%
1 $33.58
$168,51.2

0.1)4
$1S9,02
1,14%
$1SI,S3
$158,51

0.D7
(a). Train Hours for Rail Motles. (b) Car Mlles ter Rail Mod _ Short Range Transit Plan FY 24 - 26
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Tale 2,2 -- City of Beaumont -- SRTP Service Summary
FY 2024/25 Short Range Transit Plan
Non -Excluded Routes
FY 2021/22
Audited
FY 2022{ 23
Audited
FY 2029/24
Plan
FY 2023/ 24
3rd Qtr Actual
FY 2424/ 25
Plan
Fleet Characteristic
Peak -Flour Fleet
4 •1
11 12
Financial Data
i
Total Operating Expenses
$935,444
$1,958,082
$2,688,034
$2,015,#,:'1
$.3,276,071
Total Passenger Fare Revenue
$99;274
001,932
$.333,674
$385,066
$422,050
Net Operating Eslperrses (Subsides)
551.1.1T_
$1.656.150
$2,649.988
$1,630.604
$3,189,021
Operating Characteristic
Unlinked Passenger Trips
53,730
97,551
92,510
76,230
104,385
Passenger Mlles
257,904
418,611
703,64.5
364,464
782,624
Total Actual Vehicle Revenue Flours {a}
9,427,3
15,355.4
17,641.0
14,564.0
14,934.0
Total Actual Vehicle Revenue Miles (h)
97,235.9
294,665,0
369,235,0
304,721.0
424,365.0
Tatar Actual! Veh hie Miles
109,798.2
314,014.0
369,459.0
323,266.6
444,630.0
Periorrnance Characteristics
Operating Cost per Revenue Hour
$49.23
$127,52
$152,37
$138.35
$164,45
Reebok Recovery Ratio

9.54%

15.42%

12.41%

19.1096

12.9746
Subsidy per Passenger
$1175
$19.92
$28.65
$21.34
$30,54
Subsidy per Passenger Mile
$3.29
$3.98
$177
$4.47
$4.07
Subsidy per Revenue Flour (a)
$89.76
$107.85
$150.22
$111.92
$154.93
Subsidy per Revenue Mlle {b}
$9,70
$5.62
$7.20
$535
$7,42
Passenger per Revenue Flax (a)

5.7 5.7

5.2 5.2

5.2 Pass ivgcr per Rewolue Mile (b)

0.55 9.14

4.25 _ -_

0.24 {a} Train Flan rs for Rail Modes_ (b). Car MIIIes for Rau Modes.

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On the following pages, Beaumont Transit's service is further broken down into programs.

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

Table 2.2 BUS shows all routes within this program. Key notes of interest:
• Passenger Trips on the fixed routes and commuter links remain lower than pre - pandemic figures, but in FY 24 and the plan for FY 25 show a positive trend upwards. • The farebox recovery ratio for all routes, excluding DAR, is planned at 13.27%.

Table 2.2 DAR shows the Dial A Ride or paratransit program. Key notes of interest:
• Demand response paratransit service is offered to those certified under the Americans with Disabilities Act (ADA).
• This curb -to -curb service is offered throughout city limits, and has a higher cost than the fixed route services.
• The farebox ratio for DAR is planned to be lower than the BUS program. This is primarily due to the nature of demand -response service.
• The projected farebox ratio for FY 24 has well exceeded the plan, however it remains lower than the BUS program. For FY 25, it is anticipated the system will see an additional increase in the farebox recovery ratio.

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Table 2.2 -- Beaumont -BUS -- SRTP Service Summary
FY 2024/25 Short Range Transit Plan
All Routes
FY 2021/22
Audited
FY 2022/23
Audited
FY 2023/7.4
Plan
FY 2023/24
3rd Qtr Actual
FY 2024/25
Plan
Fleet Characteristics
Peak -Hour Fleet
6 6
10 6
"_0
Financial Data
Total Operating Expenses
$1,994,853
$2,405,326
$2,801,584
$1,859,786
$3,073,389
Total Passenger Fare Revenue
$226,412
$316,271
$322,650
$371,412
$408,050
Net Operating Expenses (subsidies)
$1,768,441
$2,089,055
$2,764,372
$1,488,374
$2,989,939
Operating Characteristics
Unlinked Passenger Trips
65,977
87,332
91,953
72,730
99,356
Passenger Miles
316,690
419,194
702,532
349,104
762,553
Toll Actual Vehide Revenue Hours (a)
17,232.8
17,039.9
17,365.0
13,033.0
17,884.0
Toil Actual Vehide Revenue Miles (5)
354,174.0
361,685.0
390,916.0
2$7,594.0
406,665.0
Toil Actual Vehide Miles
387,635.0
383,333.0
411,270.0
303,407.0
418,130.0
Performance Characteristics
Operating Cost per Revenue Hour
$115.76
$141.16
$161.34
$142.70
$171.85
Farebox Recovery Ratio

11.35%

13.15%

11.51%

19.97%

13.27%
Subsidy per Passenger
$26.80
$23.92
$30.06
$20.46
$30.09
Subsidy per Passenger Mile
$5.58
$4.98
$3.93
$4.26
$3.92
Subsidy per Revenue Hour (a)
$102.62
$122.60
$159.19
$114.20
$167.19
Subsidy per Revenue Mile (b)
$4.86
$5.78
$7.07
$5.18
$7.35
Passenger per Revenue Hour (a)

3.8 5.1

5.3 5.6

5.6 Passenger per Revenue Mile (5)

0.18 0.24

0.24 0.25

0.24 (a) Train Hours for Rail Modes. (b) Car Miles for Rail Modes.

Short Range Transit Plan FY 24 - 26
32 1 Page

BEAUMO1,91-

TRANSIT
WRIVERSIrE

OUN TYRANSPORTATION

MISSION
Table 2 -- Beaumont -DAR -- SRTP Service Summary
FY 2024/25 Short Range Transit Plan
A l l Routes
FY 2021/22
Audited
FY 2022/23
Audited
FY 2023/24
Plan
FY 2023124
3rd Qtr Actual
FY 2024/ 25
Plan
Fleet Characteristics
Peak-Huur Fleet
1 1
2 1
_•
Financial Data
Total Operating Expenses $192,085
Total Passenger Fare Revenue
Net Operating Experses (Sutsldles)
$147,095
5155,88S
$204,682
Operating Characteristics
Unlinked Passenger Trips
Passenger 11,957
Total Actual Vehicle Revent.He Flours {a}
Total Actual Vehicle Reveroa MIlm CI))
Total Actual vehicle Nlil
2,491
2,675.3
12,639.5
14,472.2

1.9w:.
17,499
1,910.4
21,253.0
23,929,0
3,607
16,713
2, 1913.0
23,100.0
26,241.0
3,500
15,365
1,536-0
17,127.0
19,1159.0
5,029
210,071
2,050.1
22,700.1
26,500.1
Performance Characteristics
Operatirvg Cost per Revenue Hour
Ferebox Recovep-v Ratio
Subsidy per Passenger
Subsidy per Passenger Mile
Subgety per Revenue Maur (a)
Passengef per Revenue Mile (b)
$57.73
4,86%
$S9,05
112,30
$S4,98

0.20 $q7,61
6,51%
$43,74
$9.96
$91,26
0,1'51
$87.19

7..56%
$49.96
$11_18
$86_57
0,16
$10.1:49
6,765i.
00_64
$9_26
$92_60
0_20
$09.84

6.saii,
$39.39
$9.87
$96.61
D.22
ta) Train Hours far Rail Motles. (b) Car Miles for Rail Mod .

ShortRange Transit Plan FY 24 - 26
33 1 Page

%BEAUMOFr

TRANSIT
Table 2.2A outlines the routes to be excluded from the Farebox Recovery Ratio in FY 25. The Casino Express was a new route started in FY 20 to offer express service for passengers to Casino Morongo and Desert Hills Outlets, a major employment and recreational area for the region. Due to low ridership, community input, and as recommended in our COA, the route was re -structured in FY 24 to service the industrial side of Beaumont located south of the 1-10 and Highway 60.

BEAUMONT
-C A L 1 F O R N 1 A -
Beaumont Transit
Short Range Transit Plan
Table 2.2A Excluded Routes
BEAUM^NT
toOTRANSIT
Excluded Routes are new routes or new service extensions that are eligible for exemptions from the farebox recovery requirements Route # Mode Service
(FR/DAR) Type
(DO/CO)
Casino FR DO
Express
Route Description
Monday -Friday: From
Walmart to Casino
Morongo and Industrial
Beaumont.

Date of Exemption End
Implementation Date
July 2023 July 2026
Short Range Transit Plan FY 24 - 26 34 1 Page
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2.4 Service Performance
In March of 2020, the COVID-19 pandemic struck the world and led to an unprecedented change to public transportation agencies and operators. Primarily, there was a significant decline in passenger boardings. Due to various factors including the stay-at-home order, unemployment, virtual education services, and rising infections, deaths, and near non-existent ridership, it was necessary to adjust public transit services across the nation.

FY 20 marked the first year that the Pass Transit Agency was dissolved. Pass Transit Agency unified the cities of Beaumont and Banning under one brand but allowed transit services to be operated by each city independently. Due to unfortunate circumstances, Beaumont and Banning split ways in FY 20 and the Pass Transit was disbanded and each city became responsible for providing services independently. More notably, the dissolution created an environment where passengers could no longer take a one -seat trip into the other city. Prior to FY 20, fixed routes could enter the other's city limits, but the disbandment led to the prohibition of one agency providing services in the other city. Passengers originating in Beaumont will need to transfer Banning Connect to reach social services exclusively offered in the City of Banning. In an effort to provide more strategic and coordinated Transit services, Beaumont and Banning established an interagency service agreement in FY 20. Despite the decline in ridership attributable to discontinued services in Banning, Beaumont experienced 8 strong months of passenger boardings leading to the pandemic.

Due to the inability to traverse city boundaries, Beaumont has experienced a decline in passenger boardings. In FY 20, the impact is evident prior to the effects of the pandemic in the 4th quarter. This is an important notation when reviewing the statistics for each route in the coming section. Annualized estimates for FY 20 through the 3rd Quarter suggest Beaumont's new baseline ridership is 160,000. For this reason, statistics will not be compared to FY 19 and before as service during that time extended into the City of Banning. This transfer requirement is a major reason for the decline in passenger boardings due to the inconvenience and additional time required to reach key destinations. Since the pandemic, it is expected some passengers have found other ways of getting to and from their appointments.

Beaumont has been thoroughly evaluating ridership data and route performance throughout the pandemic and currently ridership has recovered to approximately 76% of pre -pandemic levels. Beaumont continues to closely monitor performance and refresh its action plan to help promote residents to return to the public transit system and to attract new riders. Recent and upcoming changes to the transit system include various modifications to service frequency, the modification of timepoints, and the addition of new bus stop locations. The action plan is reflective of Beaumont Transit's goals to increase operational efficiency, meet the required farebox recovery ratio, and to continue providing and improving our services for the residents and communities within our service area.

Short Range Transit Plan FY 24 - 26 35 1 Page

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TRANSIT
Fixed Route and Commuter Link Service
The following chart compares the total passenger trips by route and by year for the local fixed route.

The chart below shows the trend of passenger boardings for each fixed route over the last five years including a projection for FY 24 and a plan for FY 25. Due to the pandemic, passenger boardings began to decline in FY 20 and experienced a sharp decline in FY 21. Passenger boardings began to recover in FY 22. This recovery has continued into FY 23 and FY 24, and for FY 25 it is anticipated there will be an additional 3.5% increase in Fixed Route passenger boardings and 7.5% on Commuter Link passenger boardings.

It is worth noting that the Casino Express began service in FY 21 and was completely restructured in FY 24. Therefore, this route has not had sufficient time to establish a significant ridership base.

In addition, Route 3/4 was put into service as a combination route during most of FY 21 when Routes 3 and 4 were suspended due to the pandemic. This accounts for the increase in passenger boardings for the 3/4.

Fixed Route
35,000
30,000
25,000
20,000
15,000
10,000
5,000
0 FY 19 FY 20 FY 21 FY 22 FY 23 FY 24 Projected FY 25 Plan Casino Express Route 3 Route 4 Route 7 Route 9 Route 3/4 Short Range Transit Plan FY 24 - 26 36 1 Page
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Casino Express
The Casino Express is a weekday service that began in August 2020 as an express service from Beaumont Walmart to Casino Morongo and the Desert Hills Outlets. These destinations are major employers and recreational centers for the area.

Casino Express
4,500
4,000
3,500
3,000
2,500
2,000
1,500
1,000
500
0 4,025
2,645
2,050
FY 22 FY 23
Passenger Boardings
2,959
FY 24 Projected FY 25 Plan
In its inaugural year, the Casino Express had 4,025 passenger boardings. However, due to the declining trend in ridership year -over -year coming out of the pandemic, this route was restructured in FY 24. This was the only fixed route experiencing a decline in ridership for FY 23.

This route is now on track to finish the year with a 44% increase in ridership year -over -year attributable to the expanded service area. Due to the positive feedback and the growing number of warehouses in the service area, it is proposed to increase the hours of operation for FY 25.

Short Range Transit Plan FY 24 - 26 37 1 Page
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Beaumont 1 Casino Morongo 1 Outlet Mall
WEEKDAY SERVICE No Service on Holidays
TRANSFER El TIME POINT ,
8th Street
Xenia Ave

BEAUMONT WALMART
Beaumont: 3, 4,
Commuter Links 120 & 125
Banning: 1, 5 & 6
Q 1
Walmart
RTA: 31
Highland Springs Ave
Banning: 1, 5 & 6

SAN GORGONIO

MEMORIAL HOSVITAL

SAN GORGONIO HOSPITAL
Beaumont: 3 & 4

OUTLETS
Route 3
Route 3 operates on weekdays with approximately one -hour headways providing services to residential communities in Beaumont, parts of Cherry Valley, and commercial areas surrounding Walmart. Additionally, this route connects passengers with both middle schools, the community center, the high school, and three elementary schools. In FY 20, service on Route 3 was suspended for 6 months due to the pandemic. Since Route 3's return to pre - pandemic levels of service in FY 22 the route has experienced a moderate recovery Short Range Transit Plan FY 24 - 26 38 1 Page
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TRANSIT
Route 3
30,000
25,000
20,000
15,000
10,000
5,000
0 FY 19
25,326
19,066
1,927
FY 20 FY 21
13,966
11,275
FY 22 FY 23
Passenger Boardings
16,557
FY 24
Projected
17,054
FY 25 Plan
In FY 24, Route 3 is projected to finish the fiscal year with an 18% increase in passenger boardings. However, this is still only 86% of passenger boardings in FY 20. Route 3 currently makes up approximately 16% of passengers systemwide.

As this route is operating at its pre -pandemic service level, the decline in passengers is attributable to lower youth passengers. When Beaumont Unified School District closed the last quarter of FY 20, the City of Beaumont eliminated its day -camp afterschool program at the community center. It remains closed and it is not anticipated that the program will be reinstated. A strong number of passengers on Route 3 were youth passengers that rode this route after school to the community center where the day -camp service was offered. Due to the elimination of the after -school program, many youth passengers are no longer using the public transportation service. Additionally, the pandemic has resulted in increased online shopping and remote employment opportunities.

Short Range Transit Plan FY 24 - 26 39 1 Page
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Beaumont I Cherry Valle
Vineland St
Cherry Valley Blvd
its 2
Cougar Way

SOUTH SIDE OF COUGAR

WAY & BEAUMONT AVE
Beaumont: 4
fa
d
WEEKDAY SERVICE 1 No Service on Holidays
Brookside Ave
a
a ▪ ▪ Oak Valley Pkwy
6 NOBLE CREEK

APARTMENTS
Beaumont 4

REAL-TIME BUS ARRIVALS
DOWNLOAD ▪ fi
transits
3 BEAUMONT

TRANSIT
N
Starlight Dr

BEAUMONT WALMART
Beaurnont:4. Casino Express,
Banning: 1, 5 & 6
RTA: 31
Short Range Transit Plan FY 24 - 26

NORTHBOUND

SOUTHBOUND
TRANSFER POINT El

TIME POINT

SAN GORGONIO HOSPITAL
Beaumont:
4 8th Street
101
Walmart
Banning:
1r 5.and 6
0 L5
SAN GORGGKI6
Routtrrg find timetables. subject to change.
401 Page

BEAUMON'

TRANSIT
Route 4
Route 4 operates on weekdays with a one -hour headway and services the downtown, commercial and residential areas of Beaumont. The residential area is identified as a disadvantaged community (DAC) by Senate Bill 535. This route connects passengers with the local library, two elementary schools, the community center, both middle schools, the high school, and the commercial shopping area surrounding Walmart. Route 4 also offers deviations upon request to 3 Rings Ranch. In FY 24, the Casino Express and Route 7-2 allowed for the elimination of deviations to Rangel park and Amazon.

Route 4
30,000
25,000
20,000
15,000
10,000
5,000
0 25,589
FY 19
18,148 17,422
11,543
FY 20 FY 21
18,466
FY 22 FY 23
-Passenger Boardings
20,057
FY 24
Projected
20,659
FY 25 Plan
In FY 24, Route 4 is projected to finish the fiscal year at 20,057 passenger boardings. This represents an 8.6% increase in passenger boardings compared to FY23 and a 10.5% increase compared to FY 19. Route 4 currently makes up approximately 20% of passengers systemwide.

Route 4 has not experienced the sharp declines that other routes have seen. There are two major theories for why the impacts of the pandemic have been less significant for this route.

First, the declines may be less due to the location serviced by this route. As this route services the low-income and disadvantage communities identified by SB 535, it is possible that those using public transit in the area are dependent on the system. Second, as a result of the interagency agreement with Banning, Route 2 was eliminated, which serviced Beaumont Ave and 6th Street into the City of Banning. Route 4 is now the only route that services this area and appears to have gained passengers for it.

Short Range Transit Plan FY 24 - 26 41 1 Page
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4 4
11)
Beaumont 16th Stree
WEEKDAY SERVICE 1 No Service on Nciidoys
TRANSFER El

TIME POINT
Cherry Valley Blvd
A• G
Ring Ranch Rd
w
amazon
4th Street
3 BEAUMONT
TR4NISFT
/0th Street
DEVIATION ALT. MORNING •

BEAUMONT HIGH SCHOOL
Beaumont: 3

N WESTBOUND
Oak Valley

BEAUMONT CIVIC CENTER
Beaumont 3,
Commuter Links 121:I& 125

BEAUMONT WALMART
Beaumont 3, Casino Express,
Commuter Links 120 & 125
Banning: 1, 5 & 5
Short Range Transit Plan FY 24 - 26
RTA 31

EASTBOUND

SAN GORGONIO

HOSPITAL
Beaumont_
3 & Casino
Express
El�
WaMI mark
Roaring and t rn€tobfes serb)ect to change
Banning:

1.5&6
ti. {i��Ix�ri.M
AUGUST 2022
42 1 Page
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BEAUMON'

TRANSIT
Route 7
Route 7 is a weekday peak -service route that is largely popular among Beaumont Unified School District (BUSD) students. This route is structured around the BUSD academic calendar to service passengers during the peak hours of the morning and afternoon to connect the westernmost portion of Beaumont residential areas with schools and connecting routes. The route services the masterplan communities commonly known in Beaumont as Fairway Canyon, Tukwet Canyon, Tournament Hills, and Olivewood providing transportation to both middle schools, as well as Beaumont High School.

Route 7
35,000 31,269
30,000
25,000
20,000
15,000
10,000
5,000
0 FY 19
19,410
FY 20 FY 21
27,455
15,192
FY 22 FY 23
PassengerBoardings
28,047 28,888
FY 24
Projected
FY 25 Plan
In March of FY 20 and throughout FY 21, Route 7 was suspended with the closing of BUSD due to the stay-at-home orders arising from COVID-19. Prior to the shutdown, Route 7 was serviced by two buses and a sweeper. Service on Route 7 resumed at a reduced service level of one bus in October 2021.

In FY 22, passenger boardings were down by 22% in comparison to FY 20 and 51% in comparison to FY 19. In FY 23, passenger boardings surpassed FY20 and the sweeper was re- instated to ensure passengers were able to reach their destinations. Currently, Route 7 accounts for approximately 28% of passengers systemwide. In FY 24, Beaumont implemented changes to the sweeper to service newly developed communities. In FY 25, ridership is expected to reach 92% of that in FY 20.

Short Range Transit Plan FY 24 - 26 43 1 Page
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TRANSIT
7-1
Tournament Hills I Fairway Canyon
TRANSFER POINT fl

TIME POINT
Palmer
w
3, BEN 'ONT

TRANSIT
WEEKDAY SERVICE 1 When school is in session
Champions Dr
1 Oak Valley Parkway

HIGH SCHOOL
Beaumont 3 .S; 9
Cherry Valley Blvd 11
Brookside Ave
•
1 SOUTH SIDE OF

COUGAR WAY &

BEAUMONT AVE
I Beaumont 3 & 9 I
C
1 MEI

REAL-TIME BUS ARRIVALS
DOWNLOAD Or
transit* rbfr-
p�
4 a
Short Range Transit Plan FY 24 - 26 44 1 Page
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%BEAUMOFr

TRANSIT
7-2
Olivewood I Tukwet Canyon
TRANSFER POINT 101
N
0 TIME POINT
Champions Dr
Oak Valley Pkwy

BEAUMONT
',TRANSIT
SEPTEMBER 2023
Short Range Transit Plan FY 24 - 26
WEEKDAY SERVICE When school is in session
3 0
4t

HIGH SCHOOL
I Beaumont; 3, 9 & 7-1 I
Cherry Valley Blvd 7
Brookside Ave
2 ORCHARD PARK APT.

Beaumont: 3

SOUTH SIDE OF COUGAR

WAY & BEAUMONT AVE
Beaumont: 3, 4. 7-1 & 9
4th St

CIVIC CENTER
O
Beaumont: 4, 120, 12s
6th St
.t,

REAL-TIME BUS ARRIVALS

DOWNLOAD
:1.
transit'
45 1 Page
a

BEAUMOMT

TRANSIT
Route 9
Along with Route 7, Route 9 is also a weekday peak -service route that is largely popular among the youth population, specifically Beaumont Unified School District (BUSD) students. The route is structured around the BUSD academic calendar. This route is designed to connect passengers during the morning and afternoon with the southernmost masterplan residential community commonly known as Seneca Springs with both middle schools, the high school, and connecting routes.

Route 9
14,000
12,000
10,000
8,000
6,000
4,000
2,000
0 11,609
FY 19
8,108
FY 20 FY 21
11,728
7,350
FY 22 FY 23
Passenger Boardings
12,036
FY 24
Projection
12,397
FY 25 Plan
From March of 2020 and throughout FY 21, Route 9 was suspended due to the shutdown of BUSD schools due to the non-existent ridership that resulted from the stay-at-home orders from COVID-19. The route resumed service when the school district went back into session in FY 22. The Route 9 schedule and level of service is unchanged from its pre -pandemic service.

Route 9 experienced a slight shortfall in FY 22 in comparison to FY 20. However, this route has now surpassed pre -pandemic levels as of FY 23. In FY 24 Passenger boardings are projected to exceed FY 19 boardings by 3.6%. Currently, Route 9 accounts for approximately 12% of passengers systemwide.

It is worth noting, since this is primarily a school route its success is contingent on middle school and high school students using the service. As students graduate and move onto new chapters, there may be a fluctuation of passenger boardings year over year.

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9 Vineland St
Seneca Springs 1 High School
Cherry Valley Blvd
454

HIGH SCHOOL
Beaumont: 3 &

SOUTH SIDE OF COUGAR

WAY & BEAUMONT AVE
Beaumont: 3, and 1
WEEKDAY SERVICE 1 When school is in session
ORCHARD PARK APT.

Beaumont:4
PENN. AVE &
8TH STREET
Beaumont 4
L

TRANSIT
Short Range Transit Plan FY 24 - 26
Cougar Way
N
TRANSFER POINT fl

TIME POINT

BEAUMONT WALMART
Beaumont: 3, 4, Casino Express,
Commuter Links 120 & 125
Banning: 1, 5 & fi
RTA: 31
3 101
Walmart

REAL-TIME BUS ARRIVALS

DOWNLOAD
S • ::
transit•
47 1 Page

BEAUMON'

TRANSIT
Route 3/4
Route 3/4 is a one -hour headway service provided on Saturdays and on recognized limited - service holidays. This route is a combination of the weekday service areas of Route 3 and Route 4 and connects the downtown residential areas with places of interest such as the local library, the community center, churches, schools, the downtown area, and the commercial area of Walmart.

Route 3/4
8,000
7,000
6,000
5,000
4,000
3,000
2,000
1,000
0 2,813
FY 19
6,712
5,999
FY 20 FY 21
1,701
1,909
FY 22 FY 23
-Passenger Boardings
2,278
FY 24
Projected
2,346
FY 25 Plan
The Route 3/4, prior to March 2020, was a weekend route operating on Saturday and Sunday.

For 6 -months, the last quarter of FY 20 and the first quarter of FY 21, Sunday service was suspended, and the route took the place of Route 3 and Route 4 on weekdays. Operating 6 days a week, Route 3/4 allowed Beaumont to continue providing public transit services during the pandemic. This resulted in an upswing of passenger boardings in FY 20 and FY 21 when compared to previous years. In FY 22, Routes 3 and 4 went back into service and Route 3/4 became a Saturday service.

In FY 23, Route 3/4 is projected to have 2,208 passenger boardings. FY 23 will not be compared to FY 20 and 21 because the level of service was significantly more than prior to the pandemic.

Instead, FY 24 ridership is projected to reach 81% of that in FY20. This decline is attributable to the decline in the service offered. In FY 19, service was offered on both Saturday and Sunday, however, it is now only a Saturday service. Route 3/4 accounts for approximately 2% of passengers systemwide.

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3/4
Vineland St
Downtown Beaumont 1 Cherry Valley
SATURDAY SERVICE Limited Holiday Service

NORTHBOUND

SOUTHBOUND
Cherry Valley Blvd
TRANSFER POINT 13

TIME POINT
Brookside Ave

SAN GORGONIO HOSPITAL

BEAUMONT CIVIC CENTER

N BEAUMONT
• TRANSIT
Beaumont: Commuter Link 120

BEAUMONT WALMART
Short Range Transit Plan FY 24 - 26
Beaumont: Commuter Lin
Banning: 1 & Combo 5/6
k 120
RTA: 31
Banning: 1 & Comb!) 516
8th Street
4 o.
sor
a
x
Routing orrd timetables subject to change.

OCTOBER 2020
49 1 Page
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Commuter Link 120
The Commuter Link (CL) 120 provides service Monday through Friday via two buses and has a 45 -minute headway from Beaumont to San Bernardino Transit Center (SBTC). The CL 120 transports passengers from the Beaumont Walmart and Beaumont Civic Center to SBTC. CL 120 operates on Saturdays and on recognized limited -service holidays. On Saturday schedules, the CL 120 extends service and connects passengers to Casino Morongo and the Desert Hills Outlets via the 1-10 freeway.

Commuter Link 120
16,000
14,000
12,000
10,000
8,000
6,000
4,000
2,000
0 13,720
FY 19
FY 20 FY 21
10,041
FY 22 FY 23
-Passenger Boardings
12,084
FY 24
Projected
12,990
FY 25 Plan
During the last quarter of FY 20, the CL 120 passenger boardings dropped from an average of 101 passengers a day to 32. Due to the pandemic, and in response to the decline in passengers, service hours on CL 120 were reduced. Additionally, due to the pause in service on CL 125, one of the two CL 120 buses was transformed into a combination route, the CL 120/125. In July of FY 22 the CL 120 resumed full service with two buses along with adjustments to the route schedule.

The projected passenger boardings for FY 24 represent 98% of FY 20. Currently CL 120 accounts for approximately 12% of passenger boardings systemwide and 88% of passengers on commuter links.

It is theorized that the decline in passengers is attributed to two factors. First, the pandemic has shifted employment habits and remote jobs have increased in popularity. Due to this shift, it is likely some passengers no longer need this service. Second, there is now an additional commuting option for Beaumont's passengers to Cal State San Bernardino; Sunline's Route 10.

Short Range Transit Plan FY 24 - 26 50 1 Page
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120
Beaumor Transit enter
WEEKDAY SERVICE No Service on Holidays
TRANSFER fl TIME POINT

SAN BERNARDINO TRANSIT CENTER
Orn nitrans: 1. 14. 1 S, 215. 290. 3C6
Metrolink
W Rialto Arne
0 3
Victor Valley Transit
RTA: 200
Mountain Transit: Sand b

BEAUMONT CIVIC CENTER
IBeaumont: 4, Commuter Links 125
CI 2
6th Street
Drop off Drily

CASINO SERVICED ON

SATURDAY AND HOLIDAYS
ONLY
3BEAUMONT

TRANSIT
W ELIM
FARCiV
4 OUTLETS
Short Range Transit Plan FY 24 - 26
us
W

BEAUMONT WALMART
Beaumont: 3. 4, Casino Express, &
Commuter Link 125
Banning: 1, 5 St 6 I RTA: Route 31
0 1
Walmart
2nd Street
MOROHG.,
Highland 5pringsAv

REAL-TIME BUS ARRIVALS

DOWNLOAD
transit
51 I Page

BEAUMON'

TRANSIT
Commuter Link 125
The Commuter Link (CL) 125 provides service on weekdays from Beaumont Walmart to Redlands and Loma Linda. Originating from the Beaumont Walmart, CL 125 connects with the Redlands Transit Center and Loma Linda Veterans Affairs Hospital.

Commuter Link 125
5,000
4,500
4,000
3,500
3,000
2,500
2,000
1,500
1,000
500
0 4,532
FY 19
3,431
2,042
FY 20 FY 21
1,822
1,717
1,644
1,767
FY 22 FY 23
Passenger Boardings
FY 24
Projected
FY 25 Plan
Launching in FY 19, CL 125 provided the opportunity for passengers to use public transportation to medical, recreational and employment opportunities in the Redlands/Loma Linda area. At the onset of the Stay -at -Home order in March 2020, the CL 125 service was suspended. The area normally serviced by the CL 125 was serviced by a combination route, CL 120/125. The CL 125 service was suspended for 6 months, from March 2020 to October 2020.

In FY 24, CL 125 is projected to have 1,644 passenger boardings, this is a decline of 5% passenger boardings compared to FY 23 and a 63% decline compared to FY 19. CL 125 currently accounts for approximately 1.6% of passengers systemwide and 12% of passengers on commuter links.

Similar to the Commuter Link 120, the decline in passenger boardings is likely attributable to long-lasting impacts of the pandemic including remote employment opportunities. Additionally, in response to the pandemic, it is likely passengers have shifted to other modes of transportation due to health concerns or evolving needs. As the only route experiencing a decline in ridership for FY 24, services changes are planned for FY 25. These changes will be discussed in Chapter 3.

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125
Benton Rd
4 Barton Rd
Beaumont Redlands 1 Loma Lid ndaVIII
m
WEEKDAY SERVICE No Service on Holidays

LOMA LINDA VETERANS

AFFAIRS HOSPITAL
0rnnuTrana:

RTA:

REDLANDS TRANSIT
CENTER
I0mn1Tran : Sr 15 & 1$ n 3
W Redlands Blvd

BEAUMONT CIVIC
CENTER
Beaurnant 4 a Commuter 1?f.
6th Street
'k I.Jr.
• A IL{,iF
Crop Off Only

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0 Short Range Transit Plan FY 24 - 26
W Lugonia Ave
un El 6 a
/ a
m I1tenrys- c
W o

N TRANSFER POINT

TIME POINT
San Bernardino Ave

BEAUMONT WALMART
1eaurnonl: 3, 4, Casino Express &
Commuter 120
Banning: 1, 5 &.

RTA: 31
El
Walmart
2nd Street
Routing and timetables subject to change.

OCTOBER 2020
et
rn
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Dial A Ride (Paratransit)
Beaumont Dial -A -Ride (DAR) is a reservation -based curb -to -curb, federally mandated, service for qualified passengers residing in Beaumont and parts of Cherry Valley.

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

Dial -A -Ride
10,000
9,000
8,000
7,000
6,000
5,000
4,000
3,000
2,000
1,000
0 8,862
FY 19
,820
,071
FY 20 FY 21
3,994
2,408
FY 22 FY 23
Passenger Boardings
4,572
FY 24
Projected
5,029
FY 25 Plan
In FY 24, DAR is projected to finish the fiscal year with 4,572 passenger boardings, which is a 14% increase compared to FY 23. When comparing FY 23 to FY 20 and prior fiscal years it is important to consider that service was offered to senior passengers at the time. It is evident that offering service only to ADA passengers has contributed to the decline. DAR currently accounts for approximately 4% of passengers systemwide.

On the following pages, Table 2.3 provides key statistics for Beaumont's planned services in FY

25. The information is broken down by route to better understand the individual operational impact. The line item "BEA-1" is the established budget for the administrative and vehicle maintenance departments. These expenses are external to the individual routes and account for the costs of doing business including salaries, utilities, office supplies, etc.

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RIViR3ioE
cWR1y TRANSPORTATION Table 2.3 - SRTP Route Statistics
COMM1SS1411 City of Beaumont -- 2
FY 2024/25
All Routes
Dale Elements
Peak
Passenger
Revenue
Total
Revenue
Total
OPEratllq
Passenger
Measure -A
LCTOP
Route*
Dry Type
Vehicles
Passengers
Mlles
Flours
Hours
Miles
Miles
Cast
Revenue
Revenue
Revenue
6EA-L
RI Days
$568,206
$42,506
REA-L20
AJI DayS
2 12,996
338,352
6,106
6,566
182,506
177,066
$849,797
$10,800
$129,506
$29,206
REA-L25
Weekday
1 1,767
32,886
2,166
2,416
63,306
65,756
$371,157
$1,156
$69,506
$3,740
REA-3
Weekday
1 17,054
79,474
2,596
2,880
33,406
36,406
$207,aid
$4,508
$6,115
SEA -3/4
Saturday
1 2,346
9,835
444
501
6,065
6,586
$93,216
$915
$2,696
6FA4
Weekday
1 20,659
96,274
2,956
3,156
31,506
32,406
$275,773
$7,716
$14,276
BEA-7
Weekday
2 28,888
138,946
756
1,056
L9,560
23,506
$194,957
$10,515
SA6,896
BEA-9
Weekday
1 12,397
44,778
506
706
7,000
8,906
$1L4,237
$4,518
$20,395
BEA-CFxp
Weekday
1 3,255
22,022
2,456
2,851
63,406
67,606
$398,286
$850
$3,008

REA-DAR
Al Days
2 5,029
20,071
2,056
2,356
22,706
25,506
$204,682
$6,600
$7,406
12 104,385
782,624
19,934
22,451
429,365
444,636
$3,278,071
$90,056
$199,006
$133,006
Short Range Transit Plan FY 24 - 26
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IFRIVERSME
COREY
TFt FCRIAiION
coMMISSION
Performance Indicators
Table 2.3 - SRTP RouteStatist/cc
City of Beaumont -- 2
FY 2024/25
All Moulin
Operating Operating Farebox Subsidy Per Subsidy Per Subsidy Per Net Cost Per Cast Per Coat Per Recovery Subsidy Per PaiMenger Revenue Revenue Passenger's Passengers Route ri Day Type Subsidy Revenue Mlle Revenue Mile Passenger Ratio Passenger Mile Hour Mile Per Hour Per Mile BEA-1 All Days. $525,706 7.4745
BEA-120 eil Days $838,947 $139.36 $4,66 $65.42 19.9446 $64,58 $2,48 $137.53 $4.60 2,13 0.07 BEA-125 weekday $370,007 $176.74 $5,86 $210.05 20.6346 $209,46 $11,25 $176.19 $5.85 6.84 0.03 BEA-3 weekday #203,316 $80.24 $6.22 $12.19 5.1046 $11.92 $2.56 $76.50 $6.09 5.58 6.51 BEA-3/4 Saturday $92,301 $209.95 $15.37 $39.73 3.1745 $39.34 $9,38 $207.84 $15.22 5.2B 6.39 BEA4 weekday $268,063 $93.46 $8.75 $13.35 7.9746 $12.98 $2.78 $90.87 $8.51 7.06 6.66 BEA-7 weekday $184,442 $259.94 $10.00 $6.75 29.4446 $6.38 $133 $245.92 $9.46 38.52 1.48 BEA-4 weekday $104,727 $228.47 $1632 $9.21 21]946 $8.85 $2.45 $219.45 $15.68 24.79 1.77 BEA-CExp weekday $397,436 $162.57 $6.28 $122.36 0.9645 $122,10 $18.05 $162.22 $6.27 1.33 0.05 BEA-OAR All Days $198,082 $99.84 $9.62 $40.76 6.8345 $39,39 $9.87 $96.63 $8.73 2.45 0.22 $3,188,021 $164.45 $7.63 $31.40 12.8746 $30.54 $4.67 $159.93 $7.42 5.24 0.24 Short Range Transit Plan FY 24 - 26 56 1 Page

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2.5 Productivity Improvement Efforts
Beaumont encourages participation and involvement from our passengers and the public.

Customer satisfaction is our number one priority, and we encourage the community to provide comments, suggestions, and feedback. Additionally, customer complaints are recorded and generally resolved immediately. Insights and requests that require significant service changes or changes that cannot be immediately resolved are recorded and taken into consideration at minimum annually during the development of the Short Range Transit Plan.

The pandemic resulted in the reduction of service throughout the transit industry, making it more difficult for passengers that require transfers to reach their destination. However, as routes and schedules begin to stabilize, Beaumont is monitoring and modifying its schedules in correspondence with other agencies. Metrolink, RTA, Omnitrans, and Banning Connect schedules are reviewed and changes are intended to increase connectivity and ease of use for our passengers.

Currently, Beaumont uses several products to keep passengers connected with system information and announcements. These products are Facebook, Instagram, Swiftly, Transit App and Google Transit.

As mentioned previously, a comprehensive operations analysis (COA) was completed in late 2020, when the pandemic altered the travel patterns and predictability of passengers. The findings of the study offered recommendations for a five-year action plan with three phases.

Many recommendations have already been implemented, while other recommendations are in the planning stages as we move into post -pandemic service.

2.6 Major Trip Generators
In FY 24, it is estimated that 54% of Beaumont Transit's current passengers are youth students.

Primary travel patterns are between residential neighborhoods and the K-12 schools during peak hours in the morning and afternoon. Many of these students utilize our peak service routes including Route 7-1, 7-2 and 9. Providing peak service requires a significant amount of resources when considering the level of service that is provided. As residents' needs evolve, Beaumont Transit continues to monitor and evaluate opportunities to incorporate the service of schools into regular routes to minimize peak service routes.

Earlier, in Chapter 1.2, a survey of Beaumont Transit's ridership demographic suggests that

62.5% of Beaumont's population over the age of 16 participate in the workforce. Further, the average commute to work for Beaumont residents is 36 minutes. This means that most of Beaumont's adult population drives over 30 minutes to get to work and generally they are not in the City most of the day. As a result, Beaumont Transit continues to focus on regional transportation as a means of sustainability. Beaumont Transit offers two commuter link Short Range Transit Plan FY 24 - 26 57 1 Page

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services that connect passengers to regional transportation agencies. Historically, leading up to FY 20, Commuter Link 120 gained more passengers year over year than any other route.

2.7 Recent Service Changes
As a result of the pandemic, Beaumont Transit suspended and reorganized service systemwide late FY 20 and early FY 21. Beaumont continued to provide service during this time, however, it was accomplished through "combination" routes. Combination routes were designed to allow Beaumont to maintain most services, however with reduced frequency. In FY 22 service resumed on all routes, albeit some with shortened schedules. In FY 23 and FY 24, Beaumont further increased both service frequency and locations serviced to encourage the use of the public transit system once again. As we continue to move forward in the post -pandemic environment, Beaumont is closely monitoring ridership, schedules, and community input to drive the planning and development of future services. Below are recent service changes unrelated to the effects of the pandemic. Planned service changes for FY 25 will be discussed in Chapter 3.

Casino Express
The Casino Express began service in August 2020. It is an express service from Beaumont Walmart to Casino Morongo and the Outlet Malls. When Route 2 was dissolved, the Casino Express was created as a direct response from passengers needing transportation to their places of employment including Morongo and the Cabazon Outlets. In FY24, this route was restructured and expanded to the industrial side of Beaumont to service the growing number of warehouses in the south-western portion of the City. Through the 3rd Quarter of FY 24, ridership experienced a 42% increase largely attributable to the expansion of services.

Commuter Link 125
In FY 24, Beaumont increased service trips to the Redlands Transit Center on the CL 125 by cutting long layovers, removing Kaiser Redlands Medical Offices, and providing peak service to the Loma Linda VA. Passenger data revealed only 1.6% of passengers utilize the Kaiser bus stop and, in an effort to attract more riders, Beaumont implemented more frequent service to the Redlands Transit Center to connect passengers with Omnitrans and the new Arrow rail line.

Unfortunately, ridership on the CL 125 has continued to decline. Beaumont has continued to gather community input and feedback regarding this route to help fuel the planning and development of future services. Future changes to CL 125 will be discussed in Chapter 3.

Route 7-2
In FY 24, Beaumont revamped the Route 7 tripper to service newly established communities in the western side of the City. Historically, due to high ridership, Route 7 had a tripper to ensure there is sufficient capacity on the buses and that no passengers are left behind. Route 7-2 has experienced a successful implementation year through 3rd Quarter and fills a crucial gap in providing transportation services for middle and high school students in these new communities.

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CHAPTER 3 — FUTURE SERVICE PLANS, FARE CHANGES, CAPITAL

PLANNING, AND MARKETING

3.1 Planned Service Changes
Beaumont's most recent COA completed in November 2020 outlines several recommendations for service enhancements. As previously discussed in Chapter 1, recommendations have largely been implemented and the COA is due to be refreshed. As Banning Connect and RTA are also initiating the process for their own COA's, Beaumont will work closely with surrounding agencies to ensure the new COA contributes to a regional approach to improve public transit services. Beaumont Transit has identified connectivity and convenience as an issue of importance for FY 25. As we move into the post -pandemic environment, public transportation schedules have been ever evolving including adjustments to frequency, timepoints, and service locations. These changes have interfered with the timepoints that connect Beaumont's passengers with other agencies. To better accommodate the ever -evolving needs in our communities, Beaumont has identified 2 routes to modify in FY 25. • Modify service on CL 125 to service the Yucaipa Transit Center. • Increase the hours of operation on the Casino Express to provide midday services. • Modify the Saturday schedule for CL120 to provide more trips to the San Bernardino Transit Center.
• Continue to coordinate connectivity with Banning Connect, RTA, Sunline and Metrolink to meet passenger needs, bridge gaps, increase convenience and enhance passenger's experience.

Casino Express
In FY 24, Beaumont re -structured the Casino Express to combat declining ridership and address gaps in the public transportation system. As mentioned in Chapter 2, ridership for Casino Express is up 42% in comparison to FY 23. As a result of the positive feedback, Beaumont is proposing to increase hours of operation on this route. Currently the route operates for four hours in the morning and four in the afternoon with a four hour gap between 10am and 2pm. It is proposed to provide services between those hours to accommodate various employees work schedules.

As the City of Beaumont is growing, our working class is growing as well. Many are employed in the warehouses located on the south side of 1-10 and Highway 60. Additionally, as deviations to Rangel Park and Amazon were removed from Route 4, this will allow passengers to connect with these locations throughout the day from 6am to 6pm.

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Commuter Link 125
In FY 25, Beaumont plans to expand service on the CL 125 to service the Yucaipa Transit Center.

As a popular passenger request, it is expected that this change will reverse the declining ridership trend. As many riders from Beaumont seek educational and recreational opportunities in Yucaipa, the current public transit system requires them to travel to Redlands or San Bernardino to backtrack into Yucaipa. This modification will alleviate connectivity issues and decrease travel time for many passengers. With enhanced connectivity, passengers will have additional opportunities to connect with Omnitrans to reach their final destinations.

Commuter Link 120
In FY 24, ridership growth on the Commuter Link 120 has continued. During the week, CL 120 travels nearly 700 miles and provides 23 revenue hours of service each day. However, on Saturday's and select holidays, limited service is provided which offers approximately 8 revenue hours and travels 250 miles. This provides passengers with very limited opportunities to connect with Metrolink and other agencies at the San Bernardino Transit Center. It is evident in ridership data that there is still a need for transportation on Saturdays and limited service holidays. For FY 25, Beaumont plans to revamp the CL 120 schedule to increase hours of operation to attract new riders and provide residents with more options for commuting on limited service days. Beaumont is currently finalizing an implementation plan and schedule to offer seamless connections and minimize increased operational costs.

3.2 Future Marketing Plans, Studies, and Promotions to Promote Ridership Discounted Fare Promotion
Beaumont Transit has been allocated $323,000 for a discounted fare promotion. This promotion will allow all passengers to receive discounted fare on Paratransit, Commuter Link and Fixed Route services. The Fixed Route fare will be 25 cents, Commuter Links will be $1.00, and Dial -a -Ride will be 50 cents for ADA passengers and $1.00 for companions.

This promotion will begin once funding is received, likely August 2023, and is projected to last 3 years or until funding is exhausted. Beaumont will rely heavily upon free advertising methods for this project in an effort to maximize the impact for our passengers. It is planned that any cost -associated advertising for this project will be concurrent with other outreach efforts and utilize other funding sources.

Comprehensive Operations Analysis
Beaumont's most recent Comprehensive Operations Analysis (COA) is dated and is due to be refreshed. Beaumont currently has funding for a Bus Stop Improvement Plan and Microtransit Feasibility Analysis. Unfortunately, upon receiving bids it is evident that there is insufficient funding for these studies at this time. Beaumont is now proposing the release of a new Request for Proposals that will encompass a Comprehensive Operations Analysis, Micro -transit feasibility analysis, and the Bus Stop Improvement Plan. This will allow one consultant to Short Range Transit Plan FY 24 - 26 60 1 Page

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comprehensively evaluate Beaumont's services and bus stops to develop a deeper understanding of the interconnections. This is expected to streamline a more strategic, consistent, and cohesive plan for Beaumont's future. The COA will include a comprehensive community survey to gather public input to fuel the development and planning of Beaumont's future services.

Beaumont plans for the Comprehensive Operations Analysis and Microtransit Feasibility Analysis to be completed concurrently with the Bus Stop Improvement Plan to be completed last. The Bus Stop Improvement plan will address the lack of amenities, current conditions, as well as potential eliminations or additions of bus stops across Beaumont's service area. This will be completed last as the selected consultant shall consider location, ridership, and results of both the Comprehensive Analysis and Microtransit Feasibility Analysis. This all-inclusive and comprehensive analysis will provide Beaumont with crucial direction to continue improving public transit services while also ensuring that efficiency, sustainability, and resiliency efforts are incorporated into future plans.

Advertising
In FY 24, Beaumont Transit's baseline ridership remains below pre -pandemic figures. Funding for advertising has been included in the operations budget to promote our services and gain/regain passengers. As Beaumont transitions from a rural to urban agency, we are taking steps to promote the system by conducting surveys, rider contests, and providing additional facetime to the community.

Increase Community Involvement
Throughout the year our service is promoted through participation in community events. The opportunity to present our services and fleet to a captive audience has had positive effects with the community that would have normally not considered public transportation.

Beaumont Transit participates in local parades, free rides to all Veterans during the annual Veteran's Expo, the "Stuff the Bus" food drive, and multiple community presentations and events. Additionally, staff provides informational booths at back -to -school nights and orientations. Shuttle service is provided at no cost to the annual signature event, the Cherry Festival, located in the downtown area of Beaumont. This annual festival, arts/crafts, food, and live entertainment gathering is a four -day event with attendance of over 50,000 throughout the four days. All of these efforts are beneficial and help ensure that the public is aware of the services provided to them. These efforts also assist in increasing ridership by exposing choice riders to public transportation.

Enhanced Bus Prediction Platform
In FY 23, Beaumont Transit implemented the software Swiftly. Swiftly provides real-time bus predictions on all of our routes. This software will show our passengers in real time how far away the bus is from where they are standing as well as an estimated time of arrival. This is an ideal platform as we move toward implementation of ADA required onboard announcements of upcoming stops and places of interest while on the bus. In addition, this software integrates Short Range Transit Plan FY 24 - 26 61 1 Page

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with other applications. Our route information feeds into Google Maps, Apple Maps, and Transit app which will allow passengers to easily plan out their trips. This technology will be especially useful in enhancing connectivity with the Redlands and San Bernardino Transit Centers.

Travel Training
Beaumont Travel Training program was suspended during the pandemic. However, in FY 23, the program was reinstated. This program shows passengers how to ride Beaumont Transit to the San Bernardino Transit Center and connect with the Metrolink and other transit operators for trips outside of the region. In the past, we have connected passengers to Los Angeles Union Station, West Hollywood, Oceanside, Lake Arrowhead and Downtown Disney.

Year to date we have offered two travel training opportunities, one to Hollywood and one to LA Union Station. In FY 25, we plan to increase travel training opportunities to resemble pre - pandemic levels of training. Prior to the pandemic, travel training was offered approximately twelve times per year. Staff is currently planning and coordinating future trips and dates for LA Union Station, Hollywood, Lake Arrowhead San Clemente, and Downtown Disney.

3.3 Projected Ridership Growth
In recent years, Beaumont has experienced a moderate recovery in ridership compared to pre - pandemic levels. Despite falling short of FY 19 through 3rd Quarter in FY 24, it is reassuring that passenger boardings have continued to recover. In FY 22, passenger boardings increased by 74% when compared to the record low in FY 21. In FY 23, passenger boardings increased by 33%. In FY 24, it is projected that Beaumont will finish the year with a 9.4% increase in passenger boardings. Following the trend of a slower recovery year -over -year, Beaumont is projecting a 3% increase in passenger boardings for FY 25.

As Beaumont and other agencies collect more data, it is apparent that it will take time to return to FY 19 statistics. Typically, agencies strive for a 2-3% increase in passengers year over year, however, given the circumstances of the global pandemic, predicting future ridership trends has been problematic. Given Beaumont's planned service changes and recent positive growth Beaumont is optimistic in its ability to exceed this target.

3.4 Proposed Fare Structure Changes
The will be no changes to the fare schedule for FY 25. Beaumont will continue to charge passengers according to the fares set forth in the discounted fare promotion until funding is exhausted. Beaumont will likely re-evaluate the possibility of a fare increase in FY 27 or FY 28.

By this time, Beaumont will have a completed Comprehensive Operations Analysis, that will likely set forth recommended changes to the fare structure.

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Beaumont's Comprehensive Operational Analysis, completed in 2020, recommended a 20% fare increase. Due to the pandemic, Beaumont delayed the implementation of any fare increases. In July 2023, Beaumont plans implemented a fare increase of twenty-five cents on Fixed Route Services and Commuter Link Services. For paratransit services, fares increased by one dollar as metrics including the current fare schedule and cost recovery had fallen behind the averages among other transit operators.

3.5 Capital Improvement Planning
4th & Veile — Beaumont Transit and City Yard
Beaumont Transit currently owns a 6.15 -acre parcel located on 4th & Veile in conjunction with the City of Beaumont. Beaumont Transit and Beaumont City Hall are coordinating the development of a master plan for the parcel. For Beaumont Transit, it is anticipated that this property will house a CNG Fueling Station, administrative operations facility, vehicle maintenance facility, hydrogen fueling station and EV charging infrastructure. As a phased approach to this project, Beaumont also intends to include a solar system with backup energy storage to support clean -energy initiatives, reduce operational costs, and increase resiliency to system -outages.

Additionally, this property may include an equipment storage building, and an outdoor secured storage area for our Public Works department. This is not included in Transit's project scope or estimated costs as this would be at the expense of the general fund. Beaumont is currently in the design phase, and recently posted a Request for Proposals to select a consultant to complete the design including the architecture and engineering and Plans Specifications and Estimates package. As this project is subject to land constraints this is a fluid plan for the property at this time. As plans are finalized, the City will allocate project costs for office space, parking, and land use to the transit fund and general fund respectively.

In regard to ownership, currently Transit owns approximately 40% of the property and the City's Wastewater department owns 60%. It is likely the transit fund and general fund will need to purchase land from the Wastewater department as it is no longer expected that they will be included in this project.

Thirteen of Beaumont Transit's twenty-two buses are CNG fueled. At this time, Beaumont Transit does not have a fueling station and must use the school district's station, or other stations in Redlands and San Bernadino. The station will be open to the public, providing fast -fill stations as well as slow -fill stations for the buses. The planned CNG station will be fully owned and operated by the Transit department. Beaumont intends to follow this plan for the hydrogen fueling station including both private and public stations. As this property is located in a key location in the industrial side of Beaumont, it is expected these stations will significantly offset future operating budgets. This property is located in Beaumont where the Interstate 10, Highway 60, and State Route 79 all connect. Additionally, 4th street leads to various warehouses Short Range Transit Plan FY 24 - 26 63 1 Page
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including two Amazon warehouses, Wolverine Distribution, Perricone Juices and various other manufacturing and distribution centers.
11 Replacement Buses
In FY 24, Beaumont received two new CNG buses to replace two gasoline buses that have exceeded their useful life. In FY 23 and FY 24, Beaumont received funding to purchase a total of 9 CNG EZ Rider 11 Buses. Due to production delays, these vehicles are expected to be delivered in Fall of 2024.

In recent years, Beaumont has purchased a total of brings us to a total of 11 new buses accounting for 50% of the entire fleet. All buses are aging vehicle replacements and are necessary with surging vehicle maintenance costs. Of the 11 buses being replaced, 7 are gasoline fueled. These replacements will not only eliminate gasoline fueled vehicles from the fleet and reduce greenhouse gas emissions, but it is also expected to account for a small increase in ridership. Many of the older buses are loud, rough, and generally not as comfortable as the newer vehicles in the fleet. The increase in passenger comfort will assist in making public transportation more appealing, which we anticipate will increase passenger retention and attract new riders.

Table 3 Highlights
• Launched 3 -year Discounted Fare Promotion for all passengers in August 2023
• Continuing consistent advertising and passenger outreach. • Continuing consistent community involvement and visibility. • Beginning our Comprehensive Operations Analysis, including the Bus Stop Improvement Plan and Microtransit Feasibility Study. • Increasing trips for the travel training program.
• Launching the Proposed Route Changes.

Table 3 does not account for exemptions or exclusions from the Farebox Recovery Ratio for the current and upcoming FY. These figures will be captured during the annual audit and reflected in future SRTPs.

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Type FY 20/21 FY 21/22 FY 22/23 FY 23/24 FY 24/25
Audited Audited Audited Projected Plan
Systemwide
Ridership
39,201
68,457
91,326
100,234
104,386
Expenses
3,203,538
3,049,072
2,766,250
2,687,561
3,278,071
Revenues
300,115
130,597
306,803
487,476
404,200
Farebox Recovery
Ratio

22.52%

6.38%

18.61%

18.14%

12.87%
As shown in above, in recent years Beaumont has exceeded the plans set forth in its previous Short Range Transit Plans. This is largely due to revenues exceeding targets and personnel savings attribuatble to position vacancies.

CHAPTER 4 — FINANCIAL PLANNING

4.1 Operating and Capital Budget
Operating Budget
As shown in Table 4, represented on the following page, Beaumont Transit projects $3,278,071 in total expenses for FY 25. This is the expected amount to fully operate Beaumont Transit's services and correlates to an 12.87% farebox recovery ratio systemwide without exemptions.

Included in that amount is:
• $2,856,021 from Local Transit Funds,
• $199,000 in Measure A funding,
• $47,550 in farebox revenues projection,
• $133,000 in LCTOP Subsidy for the Discounted Fare Promotion • $42,500 in other income. Primarily revenues from electric vehicle charging stations.

This correlates to an increase of 9% in requested funding compared to FY 24. This increase is attributable to inflation adjustments, proposed route changes and union negotiated raises per the current MOU. Operational funding is allocated to 77% in personnel, 6% in maintenance, 9% in fuel, and 8% in other operational costs.

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IVERSIDE Table 4.0 - Summary of Funding Requests - FY 2024/25 111SOUNTY
kTTSSIOST10N City of Beaumont
COMM
Original
Operating
Project
Total Amount
of Funds
FARE
INT
LCTOP
PUC99313
LTF
LTF-0B
MA I B
SB 129 TI RCP
GF
SB 125 TI RCP
GF OB
SGR PUC99313
SGR P11C99314

STA - OB
STA PUC99313
STA PUC99314
1} Operating Assistance

51.411.695
528.1512
559,700
51,293,845
2j Co nm ter Link 120
5840.747
510.8012
529,200
5504,247
5129,600
3j Commuter Lir41 125
5371.157

51.1512
53,700
5296,807
$89,500
4j Dial A Ride
5204.682

56.600

57.400
5194,662
5} Casiio Express
5358.285
5350
53,000
$394.436
6} Interest end Otter Income
542.500
542,500
Subtotal Operating
$3278,071
547.5512
542,500
5133,000
52,856,421
50 5159,000
50 50
$0
50 50
$O
SO
Capital
Prolecl
Total Amount
FARE
INT
LCTOP
LTF
LTF.OB
MA Ia
SB 12S TI RCP
SB 12S TI RCP
5GR P11C99313
5GR POO99314
STA • OB
STA PIJC99313
STA P11C99314
of Funds
PLIC99313
GF
GF OB
7-107 Micintransil Feasibility Analysis -23-02
0-106.600
5-100,000
24-03 Bus Stop Placement and Improvement Plan -
3-46.600

1. 'IC.000
24-03
Beelmonl City and Transit Yard - 25-01
510.300.000
510.300.1700
Comprehensive Operations Analysis -25-03
5400.000
5100900
5100.000
540.400
5150.000
Vehicle L.tts - 25-122
590.000
556.485

53.512

53.950
026.1140
Sub -total Capital
510.650.400
SO
54 50
5100.400
SO
SO
$10.300.000
54 556.485
$3.512
SO
51&3.960
526,040
Total Operating E Capital
513.828,071
547.550
542,500
5133.000

52.856921
SO
5139.000
$10.300.000
54 556,485
$3.512
SO
5163.980
526,040
FY 2024123 Projected Funding Details
FARE
517.550
INT
512.500
LCTOP PUCSO313
5133.00
LTF
56958.021
REAM
5199900
Total Eslimaled Operatg Fundllg Request
53275.071
LTF 5100.000
LTF-OB 54
SB 125 TIRCP GF
510,300.000
SA 125 TIRCP GF OB
S4
5GR PUC9a313
158.488
SGR PUCI39314

53.512

STA -OB
10 STA PLJC99313
5183.950
STA PLJC99314
526940
Total Estimaled Capital Funding Request
$10.050.00
Total Funding Request 813.928.071
Short Range Transit Plan FY 24 - 26 66 1 Page
_

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TRANSIT
Tables 4A
Transit and City Yard - 4th & Veile Property (Project 25-01) As discussed in Chapter 3 and previous SRTP's, the City of Beaumont and Beaumont Transit are coordinating the development of a master plan for the property located on 4th & Veile in Beaumont. For Beaumont Transit, the property is expected to house a CNG Station, Vehicle Maintenance Facility, Hydrogen Fueling Station, and EV Charging Infrastructure. Additionally, the property will consist of an Administrative Operations Facility that is expected to be utilized by both Transit and the Public Works Department. Depending on final office space, parking, and land use, costs for this facility will be allocated to transit and the general fund respectively. This property may potentially include other components that will be specifically for the general fund, which will be at the expense of the general fund. Hence, these costs are not included in the scope of this project.

INIF RIVERSIDE
{OUNTT

TRANSPORTATION
C4MMISSIVN
FY 2024/25 SRTP
City of Beaumont
Table 4.0 A - Capital Project Justification
Original
Project Number: 25.01
Project Name: Beaumont City and Transit Yard
Cate �orw: Buildings and Facilities
Sub-Cateoorv: Expansion
Fuel Type: NA
MULL: Not Assigned • New Project
proicct Descriotiort: Beaumont Transit, in conjunction with City Hall, owns a property located on 4th $. Veile. Updates to the project include the following elements_ 1) Installation of a CNIG station; 2) Installation of a hydrogen station; 3) Construction of a vehicle maintenance facility, 4) Construction of a operations facility,and 5) Installation of EV charging infrastructure. An option with this yard is to potentially include another City department. This will be explored in future fiscal years
Project Justification] According to the adopted ICT rollout plan from the Council. it was necessary to include all infrastructure components into one geographic location.

Project Schedule:

Start Date
Completion Date
PROJECT FUNDING SOURCES:

Fund Type
Fiscal Year
Amount
SO 125 T I RCP GF
FY 2024125
$10,300,000
Total
$10,300,000
Short Range Transit Plan FY 24 - 26
67 1 Page
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Vehicle Lifts (Project 25-02)
Currently, our vehicle maintenance department can safely lift one bus at a time. This can be very problematic when significant or major services need to be performed on multiples buses.

This project will allow the department to perform services and repairs without the need to lower and re -lift vehicles, which will assist in increasing operational efficiency and reducing personnel hours including overtime.

INFRIVERME
COUNTY

TRANSPORTATION
{ fl M MISSION
FY 2024!25 SRTP
City of Beaumont
Table 4.0 A - Capital Project Justification
Original
Project Number: 25.02
Project Nampa: Vehicle Lifts
Qakitrium Vehicle Systems and Equipment
$ub-Categerv: Parts
FTIP Nn: No1Assigned • New Project
FuelFuel Tvi N/A
Project Descrintinrl: Procurement of lifts for the vehicle maintenance department.

Project Justification: Current equipment allows our mechanics to lift one bus at a time. HavIng additional lifts would allow our mechanics to perform services on mulhple buses and would increase department efficiency _ proicct Schedule:

Start Date
Completion Date
pROJECT FUNDING SOURCES:

Fund Type
Fiscal Year
Amount
SGR PUC99313
FY 2024/25
$58.488
SGR PUC99314
FY2024(25
$3,512
STA PL 099313
FY 2024/25
$3,960
STA PUC99314
FY 2024/25
$28,040
Total
$90,00.0
Short Range Transit Plan FY 24 - 26
68 1 Page
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Comprehensive Operations Analysis (Project 25-03)
As discussed in Chapter 3.2, Beaumont's current Comprehensive Operations Analysis is dated and due to be refreshed. This project combines existing funding for a Bus Stop Improvement Plan and Microtransit Feasibility Analysis with additional funds to cover the expanded scope.

This project will encompass a Comprehensive Operations Analysis, Micro -transit feasibility analysis, and the Bus Stop Improvement Plan. This will allow one consultant to comprehensively evaluate Beaumont's services to streamline a more strategic and cohesive plan for Beaumont's future.

OFkIUERSME
COUNTY

TRANSPORTATION
{UMM1551UN
FY 2024125 SRTP
City of Beaumont
Table 4.0 A - Capital Project Justification
Original
pr'oioct Number: 25-03
Prjact Hama: Comprehensive Operations Analysis
Qaterigm Plann ingIFeasibility
$ub.Catapory: Study
FuelFuel Tvoa: Wok
FTIP No: Not Assigned - New Project
project description: Professional Services to complete a Comprehensive Operations Analysis post COVID that will include a Bus Stop Improvement Plan and Microtransit feasibility analysis_ Project Justification; Beaumont's current Comprehensive Operations Analysis is dated and is due to be refreshed . This project will allow one consultant to comprehensively evaluate Beaumont's services and bus stops to develop a deeper understanding of the interconnections to slreamhne a strategic. consistent. and cohesive plan for Beaumont's future. proiectSchedule:

Start Date
Completion Date
PROJECT FUNDING SOURCES;
Fund Type
Fiscal Year
Amount
LTF
FY2024/25
$100,000
LTF-OB
FY2024/25
$100.000
STA • OB
FY 2024/25
540,000
STA PUC90313
FY 2024+25
5160.000
Total
5400.000

PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE INCLUDING PROJECTS

APPROVED BUT NOT YET ORDERED
FTA Grant No.

FTIP ID No.

RCTCISRTP
Project No.

Description
Short Range Transit Plan FY 24 - 26
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Fare Revenue Calculation
Table 4B reflects the historical and planned farebox recovery ratio. This table provides the farebox recovery ratio as reflected on the annual audit both with and without exclusions.

The FY 22 Audit reflects an unfavorable favorable farebox recovery ratio primarily due to the effects of the pandemic on ridership. Additionally, the exclusion of services which also excludes revenues negatively impacted the farebox recovery ratio. Excluded routes for FY 22 included CL 120, CL 125, Route 3/4, and the Casino Express. The exclusion of Measure A funding for the Commuter Links significantly impacted the Farebox Recovery Ratio and is reflected in this audit.

As transit agencies are still recovering from the pandemic this funding is essential for the sustainability of commuter link services.

The estimated farebox ratios for FY 23 and FY 24 reflect a rising farebox recovery ratio, both with exclusions and systemwide. This positive growth is attributable to recovering ridership and the inclusion of Measure A funding for the operations of the commuter links. Additionally, Beaumont's investment strategies have resulted in rising interest income, and EV charging station revenues are increasing with the popularity of EV's. For FY 24, it should be noted that Beaumont is also receiving leasing revenue for the 4th & Veile property.

In FY 24 and FY 25, the Casino Express and Dial -a -Ride will be the only exclusions from the farebox recovery calculation. When reviewing Table 4B, it should be noted that audited figures account for system depreciation which decreases total operating expenses. In the estimates for FY 24 and FY 25, depreciation is not accounted for. It is also worth noting that in FY 22 the auditors did not include Measure A funding in the gross revenue listed in Section 8 of the audit which calculates the farebox recovery ratio. This has been corrected in Table 4B based on the FY 22 Measure A Award to provide an accurate representation of recent years.

Short Range Transit Plan FY 24 - 26 70 1 Page

BEAUMON'

TRANSIT
Table 4B Fare Revenue Calculation
(Consistent with RCTC Farebox Recovery Policy 3/12/2008) # Revenue
Sources
Included in
Farebox
Calculation
1 Passenger Fares
2 Other Income
FY 20/21 FY 21/22 FY 22/23 FY 23/24 FY 24/25
Audited Audited Audited Projected Plan
18,116 88,117 91,077 45,752 47,550
3,153 4,005 60,581 143,574 42,500
3 LCTOP/Local 278,846 178,475 204,317 298,149 332,000
Funds/ Measure
A
4 Gross Revenue 300,115 270,597 355,975 487,476 422,050 5 Revenue -9,394 -183,683 -76,396 -20,062 -17,850
Exclusion
(Excluded
Routes)
6 Net Revenue (1- 290,721 86,914 279,579 467,414 404,200 4)
7 Gross Expenses 3,203,538 3,049,072 2,864,334 2,687,561 3,278,071 8 Total Exclusions -1,912,655 -1,687,079 -1,362,023 -439,977 -602,968 (Excluded
routes)
9 Net Expense (6- 1,290,883 1,361,993 1,502,311 2,247,584 2,675,103 7)
10 Farebox
Recovery Ratio
with Exclusions
(Line 6 / Line 9)
11 Farebox
Recovery Ratio
Systemwide
(Line 4 / Line 7)

22.52% 6.38% 18.61% 20.80% 15.11%

9.37%
Short Range Transit Plan FY 24 - 26

8.87% 12.42%

18.14% 12.87%
71 Page

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4.2 Funding Plans to Support Proposed Operating and Capital Program Beaumont Transit continues to explore all available funding options to support transit operating and capital costs. Current secured funding includes STA, LTF, Measure A, LCTOP, Carl Moyer, and SGR and is void of any federal funding.

As Beaumont proceeds in the post -pandemic environment and into an urban setting from the 2020 population census, our funding needs are speculative in nature currently. Beaumont recently implemented an advertising program and seeks to sell hydrogen and CNG in the near future. As Beaumont plans for the upcoming 20% farebox recovery requirement, it is evident additional steps will need to be taken to meet this requirement. In anticipation of the implementation of a graduated farebox recovery ratio, Beaumont is also considering and evaluating next steps to potentially receive federal funding. Beaumont continues to monitor and evaluate new potential revenue sources and opportunities to reduce operating costs. For example, in this current SRTP, Beaumont has outlined plans to capitalize preventative maintenance costs to alleviate operating expenses.

To provide a baseline scenario, the preceding FY's will be budgeted without any major changes to funding or revenues. This scenario will help provide a better understanding of the need for, or lack of, funding in the coming years. Beaumont Transit will continue to make progress towards the graduated farebox recovery ratio and will work diligently to finalize plans to meet this ratio.

FY 26 Proposed Budget
In FY 26, Beaumont Transit proposes an increase to the operational budget of approximately

6.5% when compared to FY 25, when a 12% farebox recovery ratio is the goal. This is attributable to a 7.5% increase in personnel and 3.5% increase in other operating costs. The increased personnel costs are estimated based on the City's current Memorandum of Understanding (MOU) with the employees' union. The current MOU outlines a 2.5% annual merit dependent on employee performance, and a 2.5 - 5% inflation adjustment every other year subject to the Consumer Price Index (CPI). It is anticipated that farebox collection will experience a 3% increase and other revenues will experience a 15% increase attributable to rising interest income, EV charging station revenues, and the new transit advertising program.

The planned operating budget for FY 26 is outlined in Table 4.1 on the following page. The projected farebox recovery ratio systemwide is 12.88%.

Short Range Transit Plan FY 24 - 26 72 1 Page
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BEAUMO!

TRANSIT
City of Beaumont
FY 2025/2026
Summary of Funds Requested
Short Range Transit Plan
Table 4.1 - Summary of Funds Requested for FY -25/26
Interest &
Total Amount of
Other
Operating Budget
Funds
LTF
STA
56125
Measure A
LCTOP
SGR
Fare Box
Income
Operating Assistance
$ 1,497,924
$ 1,376,524
$ 92,400
$ 29,000
Commuter 120
$ 905,755
$ 724,505
$ 140,000
$ 30,100
$ 11,150
Commuter 125
$ 395,620
$ 316,120
$ 74,500
$ 3,800
$ 1,200
Dial A Ride
$ 218,173
$ 203,723
$ 7,650
$ 6,800
Casino Express
$ 424,538
$ 420,538
$ 3,100
$ 900
Interest & Other Income
$ 48,900
$ 48,900
Subtotal: Operating
$ 3,490,910
$ 3,041,410
$ -
$ -
$ 214,500
$ 137,050
0 E -
$ 49,050
$ 48,900
Interest &
Capital Project
Total Amount of
Other
Capital Projects
Number
Funds
LTF
STA
56125
Measure A
LCTOP
SGR
Fare Box
Income
Beaumont City and Transit Yard
24-05
$ 11,750,000
$ 11,750,000
Bus Stop Improvements
26-02
$ 250,000
$ 250,000
Preventative Maintenance
26-03
$ 61,500.00
$ 61,500
Zero Emission Bus Purchases
26-04
$ 4,000,000
$ 4,000,000
Subtotal: Capital
$ 16,061,500
$ -
$ 12,000,000
$ 4,000,000
$ -
$ -
$ 61,500
Total: Operating & Capital
$ 19,552,410
$ 3,041,410
$ 12,000,000
$ 4,000,000
$ 214,500
$ 137,050
$ 61,500
$ 49,050
$ 48,900
Short Range Transit Plan FY 24 - 26 73 1 Page
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FY 27 Proposed Budget
In FY 27, Beaumont Transit proposes an increase to the operational budget of approximately

2.9% when compared to FY 26, when a 14% farebox recovery ratio is Beaumont's goal. Despite falling short of this goal in Table 4.2, this does not account for depreciation and other applicable exemptions from the farebox recovery calculation. The operating budget increase is attributable to a 2.5% increase in personnel and 4% increase in other operating costs. The increased personnel costs are estimated based on the City's current Memorandum of Understanding (MOU) with the employees' union. The current MOU outlines a 2.5% annual merit dependent on employee performance, and a 2.5 - 5% inflation adjustment every other year subject to the Consumer Price Index (CPI). It is anticipated that farebox collection will experience a 3% increase and other revenues will experience a 7.5% increase attributable to rising interest income, EV charging station revenues, and the new transit advertising program.

The planned operating budget for FY 27 is outlined in Table 4.1 on the following page. The projected farebox recovery ratio systemwide is 12.94%.

Short Range Transit Plan FY 24 - 26 74 1 Page

BEAUMONT

TRANSIT
City of Beaumont
FY 2026/2027
Summary of Funds Requested
Short Range Transit Plan
Table 4.2 - Summary of Funds Requested for FY 26/27
Operating Budget
Total Amount of
Funds
LTF
STA
56125
Measure A
LCTOP
SGR
, Fare Box
Interest &
Other
Income
Operating Assistance
Commuter 120
Commuter 125
Dial A Ride
Interest & Other Income
5 1,976,884
$ 931,396
5 406,820
$ 224,349
$ 52,600
$ 1,847,634
$ 744,896
$ 325,170
$ 209,449
-
$ 144,000
$ 76,500
5 98,400
$ 31,000
$ 3,900
5 7,900
$ 30,850
$ 11,500
5 1,250
$ 7,000
$ 52,600
Subtotal: ❑peratina_
$ 3,592,049
$ 3,127,149
$
1S
-
$ 220,500
$ 141,200
$ •
• $ 50,600
$ 52,600
Capital Projects
Capital Project
Number
Total Amount of
Funds
LTF
STA
56125
Measure A
LCTOP
SGR
Fare Box
Interest &
Other
Income
Zero -Emission Maintenance Equipment
Solar and Energy Storage System
Preventative Maintenance
27-01
) 7-02
27-03
5 200.000
0 1.200.000
5 03.000
5 200,000
$ 1,200,000
_
5 03.000
_
Subtotal: Capital
5 1,463.000
$ -
5 1,400.000
5 -
S -
5 -
5 63,000
Total: Operating & Capital
5 5,055.049
0 $ 3,127,149
5 1.400.000
5 -
$ 220.500
5 141,200
5 63,000
5 50,600
$ 52,600
Short Range Transit Plan FY 24 - 26
75 1 Page

BEAUMOMT

TRANSIT

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

California Air Resources Board — ICT Regulation
The California Air Resources Board has adopted the Innovative Clean Transit Regulation, which outlines a goal for transitioning all public fleets to zero -emission vehicles by 2040. Beaumont is preparing for the transition and the City Council has approved a mixed fleet solution to reach this goal. This means Beaumont will gradually begin purchasing both hydrogen and battery - electric buses. As outlined in Beaumont's ZEB rollout plan, beginning in 2026, 25% of bus purchases will utilize zero -emission technology. In 2029, it is expected that 100% of purchases will be zero -emission.

Beaumont Transit currently operates fifteen CNG buses, two electric shuttles, and five gasoline powered vehicles. Future vehicle purchases, like all current purchases, will follow the CARB ICT Regulation, as well as RCTC and SCAQMD policies.

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

Triennial Performance Audit
RCTC retained the services of Michael Baker International to conduct the TDA triennial performance audit of the public transit operators under its jurisdiction in Riverside County, including Beaumont Transit, for Fiscal Years 2018-2019 through 2020-2021. Triennial audit recommendations from 2019-2021 are included in Table 4.5.

Short Range Transit Plan FY 24 - 26 76 1 Page
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BEAUMOMT

TRANSIT
Table 4.5 TDA Triennial Audit
FYs 2019-2021
Recommendations
Audit Recommendations Action Taken and Results

1. Prepare and submit separate State
Controller Transit Operators Financial
Transactions Reports for public transit and
specialized service.

Beaumont's Transit and Finance department
will work with the State Controller to submit
separate reports for FY 24.

2. Ensure timely completion and submittal of
external TDA financial reports.

Beaumont typically submits information to
auditors in October. To assist in staying on
schedule, it is proposed that the hiring entity
of the auditors advise of the schedules for
timely completion.

3. Regularly update the vehicle fleet list in Beaumont will continue to update the vehicle TransTrack. inventory list regularly.

4. Re-engage with riders and collect user
input.

Beaumont Transit conducted surveys to
engage with passengers, as suggested, in
FY23 and FY 24. Beaumont plans to continue
to increase outreach in the coming years.

Short Range Transit Plan FY 24 - 26 77 1 Page

BEAUMOMT

TRANSIT

4.4 Open Capital Projects
In FY 25, Beaumont plans to work diligently to close out open projects to focus on the infrastructure necessary for the transition to zero -emissions and the Comprehensive Operations Analysis.

The following page provides a summary of Beaumont's currently open capital projects, and the unfunded balances for each project. The projects are categorized by elements as shown in the legend below.

Legend
Project Elements:
1 2
3 4
5 6
7 8
9 10
11 Revenue Vehicle Purchases
Non -Revenue Vehicle Purchase
Vehicle Systems and Equipment
Building, Land and Facilities
Communication and Information Technology Systems
Transit Shelters and Amenities
Fixed Guideways and Tracks
Debt Service
Maintenance
Security
Planning Feasibility
Funding Category
1 2
Fully Funded
Partially Funded
Short Range Transit Plan FY 24 - 26 78 1 Page
Pages 2 QA of 9c99

%BEAUMON-'

TRANSIT
Table 4.6 Open Projects
Project Name SRTP Capital Project
Project No's Element
4th & Veile
Transit
Infrastructure
S Shop Building
Maintenance
24-01
17-4
Funding Project
Category Timeline
4 2
9 Total
Project
Cost
FY 24-29
Unfunded
Balance
3,450,891
23,250,000
Current -
FY 24/25
Brand & Logo
Update
20-03
6 1
50,000
Current - 156,000
FY 24/25
Bus Stop
Amenities
24-04
6 1
Current -
FY 25/26
0 60,000
0 Fleet Video
Cameras
22-02
10 1
Current -
FY 24/25
140,000
0 Micro -transit
Feasibility
Analysis
23-02
11 Current -
FY 25/26
S Bus Stop
Improvement
Plan
11 Bus
Replacements
20-02
11 2
100,000
Current -
FY 25/26
40,000
40,000
22-01, 23-01,
24-01
Current -
FY 24/25
9,450,000
Hybrid Support
Vehicles
Shop Trucks
23-04, 24-02
2 23-03
Current -
FY 24/25
2 1 Current -
FY 24/25
200,000
150,000
0 Short Range Transit Plan FY 24 - 26 79 1 Page

BAUME ONTA -C A L I F O R N I
Staff Report
TO: City Council
FROM: Nicole Wheelwright, Deputy City Clerk
DATE April 16, 2024
SUBJECT: Appointments to City Committees and Commission Description Appointments to the Planning Commission, Financial and Audit Committee, Economic Development Committee due to vacancies.

Background and Analysis:

The following committees and commissions have had recent vacancies. The City Clerk's Office advertised the vacancies and opened an application period from March 15, 2024, through April 8, 2024. Applications received have been attached.

Planning Commission
One (1) vacancy: Commissioner
Applications received: 7
Financial and Audit Committee
One (1) vacancy: Resident/Business Owner Member
Applications received: 1
Economic Development Committee:

Four (4) vacancies: Beaumont Business Community Member, Industry Expert, Alternate Members (2 seats)
Applications received: 3
Per Beaumont Municipal Code Section 2.04.100 — Appointments to City Boards and Commissions, the selection process shall be as follows:

A. Members of the public may apply when a vacancy on a board or commission occurs. The City Council will conduct interviews of applicants at a City Council meeting once a sufficient number of applications have been received.

B. Upon completion of applicant interviews, Council Members may nominate applicants to be appointed to the board or commission. Once all nominations are received, a vote will be taken for each nomination beginning with the first applicant

nominated. Council Members may vote multiple times if there are multiple vacancies for the board or commission.

C. If a nominee receives a majority vote from a quorum of the Council, that nominee shall be appointed to the board or commission.

A spreadsheet will be provided at the meeting to assist in voting and ranking.

Fiscal Impact:

City staff estimates the cost of preparing this report to be $390.

Recommended Action:

Conduct interviews followed by the selection process outlines in BMC 2.04.100.

Attachments:

A. Planning Commission Applications
B. Financial and Audit Committee Applications
C. Economic Development Committee Applications

From: Marrufo
To: Nicole Wheelwright
Subject: Application
Date: Wednesday, April 10, 2024 2:09:00 PM
Hi Nichole, thank you for reaching out to me. I would also like my application to be considcred for the planning commission vacancy.

Unfortunately, I am unavailable next Tuesday for the meeting Regards,
Cesar Marrufo

Online Form Submittal: March 2024 Planning Commission Appointment - Partial Term ending Dec 2024 [email protected]
Mon 3/25/2024 1:10 AM
To:Nicole Wheelwright
March 2024 Planning Commission Appointment - Partial Term ending Dec 2024
City Council will conduct interviews and consider appointments to the Planning Commission on April 16, 2024.

First Name Brian
Last Name Watson
Primary Phone
Alternate Phone Field not completed.

Horne Address
Address 2 Field not completed.

Email
Occupation/Profession Military
Employer Name US Army
Are you 18 years of age or Yes
older?
Are you a resident in the City Yes
of Beaumont?
Questions
Please answer the following questions which are intended to assist the City Council in assessing your qualifications and experience for the Planning Commission vacancy.

Are you aware of any
conflicts, financial or
otherwise, which could affect
No

your appointment as a
Planning Commissioner?
Briefly state your
qualifications, including any
skills or background related
to City Planning,
development and
building/construction:

What would your vision for
Beaumont's future?
If you were a Planning
Commission member
representing the Beaumont
Citizens, how would you
define 'quality of life"?
have over 23 years of military experience, of which over 18 years have been in a leadership capacity. I have been
responsible for managing group of over 250 personnel under my direct supervision. I have been responsible for
implementing quarterly training, both positive and negative counseling, and evaluating subordinates. My current and past managerial positions have required me to think strategically while making critical decisions for my team and department.

Furthermore, I have various leadership schooling from the Department of Defense as well as the Department of State.

Lastly, I have successfully graduated with my undergraduate in Business Administration (BABA) and my graduate degree in Business Administration (MBA). With my training, experience, and schooling, I can manage small and large departments and will be an asset to the city of Beaumont.

In envisioning our city's future, I see a vibrant community where safety is paramount, with low crime rates ensuring residents' peace of mind. I imagine a landscape dotted with thriving farmers markets, inviting parks, and serene lakes, fostering a strong connection to nature. Outdoor shopping districts buzz with activity, offering unique experiences and supporting local businesses. Seamless commuting options, including efficient public transportation and bike -friendly infrastructure, ensure accessibility for all, creating a city where residents can live, work, and play harmoniously.

As a planning commission member representing the citizens of Beaumont, quality of life can be defined as a holistic measure encompassing safety, access to nature, community
engagement, education, health, economic prosperity,
affordability, transportation, and cultural enrichment. It means ensuring our neighborhoods are safe and secure while
providing ample green spaces, parks, and recreational facilities for outdoor enjoyment. Quality of life also entails fostering a strong sense of community through diverse cultural events and opportunities for civic engagement. It involves supporting high - quality education, promoting health and wellness initiatives, and fostering economic prosperity while addressing housing afforEi' y2402 of 2522

Additionally, it means enhancing transportation options and infrastructure to improve connectivity and accessibility to essential services and amenities. Celebrating Beaumont's unique cultural heritage and providing diverse recreational opportunities further enrich the lives of our residents, contributing to a vibrant and thriving community where all citizens can live fulfilling lives
What involvement do you
currently have in the
community?
Additional Information
Resume
Additional Information
am new to the community and look forward to being an active member of the Bouemont community. Thank you.

Brian Watson Resume 2024.docx
Field not completed.

Email not displaying correctly? View it in your browser.

' BRIAN K. WATSON
Introduction
Education
Work experience
• Experienced leader and mentor with aver 22 years of leadership experience in the United States Army. Skilled in Organizational Leadership, Multi -cultural team building, and Educational Leadership. Professional, holding a Master's Degree in Business Administration (MBA) focused in Organizational Leadership. • April 2018 — Present, The University of Arizona Global Campus, San Diego, California.

Degree: Doctorate of Psychology with a Specialization in Educational Leadership. • October 2016 — January 2018, Ashford University, San Diego, California.

Degree: Master of Arts in Business Administration Mill a Specialization in Organizational Leadership. GPA 3.67.
• April 2010- December 2014, Ashford University, Clinton, Iowa. Degree: Bachelor of Arts in Business Administration. GPA 3.34.
• United States Army Reserves — 358 Civil Affairs Brigade July 2022 — Present
Rank: Captain
Position: Senior Logistician
Duties: As a brigade logistics officer, I oversee the planning, coordination, and execution of logistical operations to support the brigade's mission. This involves managing inventory, transportation, and supply chain activities to ensure timely and efficient delivery of resources to personnel in the field. I am responsible for developing and implementing logistics strategies, optimizing resource allocation, and maintaining compliance with regulations and standards. Additionally, I collaborate with other units and extemal stakeholders to facilitate seamless logistical support and resolve any issues that may arise. My role requires strong leadership, problem -solving, and communication skills to effectively manage complex logistical challenges and support mission success. • Sacramento County Probation Department
Jun 2018 — Present
Position: Assistant Probation Officer.

Duties: Reviews files, unit logs, medication requirements and restriction sheets for background data and treatment guidelines. Provides care, custody and control of a group of juvenile offenders detained in a Probation Department facility. Monitors group and individual activities through supervision of work and play, and records significant observations of these and other group interactions. Counsel juveniles individually and in groups regarding behavior. Enforces order and the disciplinary policies and procedures of the institution. Writes behavioral and progress reports and other significant data an juveniles for department and court information. Assists in planning, organizing, and conducting recreational and leisure time programs. Teaches games and work skills. Supervises personal hygiene,

cleanliness, and housekeeping habits. Maintains security of the institution. Conducts body and room searches for contraband. Inspects equipment and facilities for damage and safety. Transports and escorts juveniles under custody conditions. Remains alert to potential problems and unusual behavior of juveniles. Responds to emergencies, including escapes and attempted escapes, and takes action to control disturbances and behavior problems of juveniles. Communicates juveniles' activities and observations to appropriate supervisors.

United States Army Reserves - 227Th Inland Cargo Transportation Company December 2018 — July 2022
Rank: First Lieutenant.

Position: Company Commander.

Duties: As the commander of an Inland Cargo Transportation Company (ICTC) within the United States Army, I oversaw the training and readiness of 185 soldiers and managed $30 million worth of equipment.

My responsibilities included developing training programs, ensuring compliance with regulations and safety protocols, coordinating logistics, and fostering a cohesive and effective team environment to achieve mission objectives. Additionally, I was tasked with maintaining accountability for equipment and personnel, assessing performance, and implementing strategies for continuous improvement and mission success. My leadership and decision -making skills were crucial in maintaining operational effectiveness and readiness within the ICTC.
• Natomas Unified School District
Jan 2018 — Present
Position: Substitute Teacher.

Duties: As a substitute teacher for two years, I provided essential support to educational institutions by stepping in for absent teachers across various grade levels and subjects. My responsibilities included delivering pre -prepared lesson plans, maintaining classroom order and discipline, adapting teaching methods to suit diverse student needs, and effectively managing classroom dynamics. Additionally, I demonstrated flexibility, adaptability, and strong communication skills in collaborating with school staff, students, and parents to ensure a positive and productive learning environment. My experience as a substitute teacher showcased my ability to quickly acclimate to new environments, handle challenges with poise, and contribute to the academic development of students. • United States Army Reserves, A Co 2/413th 95th Division February 2006- January 2015
Rank: Sergeant First Class
Position: Senior Drill Sergeant.

Duties: As a Drill Sergeant in the United States Army for seven years, I served as a vital leader in shaping and molding the next generation of soldiers. My primary role involved conducting rigorous physical and mental training to instill discipline, resilience, and readiness in recruits. I was responsible for designing and executing training programs, teaching military skills, enforcing standards of conduct, and fostering a culture of teamwork and accountability among trainees. Additionally, I provided mentorship, guidance, and support to individuals as they transitioned into military life, emphasizing the values of integrity, honor, and service to the country. My experience as a Drill Sergeant highlights my exceptional leadership abilities, dedication to mission success, and commitment to developing highly capable and motivated soldiers.

Online Form Submittal: March 2024 Planning Commission Appointment - Partial Term ending Dec 2024 [email protected]
Mon 3/25/2024 7:30 AM
To:Nicole Wheelwright
March 2024 Planning Commission Appointment - Partial Term ending Dec 2024
City Council will conduct interviews and consider appointments to the Planning Commission on April 16, 2024.

First Name Carlos
Last Name Cueva
Primary Phone
Alternate Phone Field not completed.

Horne Address
Address 2 Field not completed.

Email
Occupation/Profession Project Manager
Employer Name County of Riverside
Are you 18 years of age or Yes
older?
Are you a resident in the City Yes
of Beaumont?
Questions
Please answer the following questions which are intended to assist the City Council in assessing your qualifications and experience for the Planning Commission vacancy.

Are you aware of any Presently I am aware of no conflicts which could affect my conflicts, financial or appcFragvrme blaming Commissioner otherwise, which could affect

your appointment as a
Planning Commissioner?
Briefly state your
qualifications, including any
skills or background related
to City Planning,
development and
building/construction:

What would your vision for
Beaumont's future?
If you were a Planning
Commission member
representing the Beaumont
Citizens, how would you
define "quality of life"?
What involvement do you
currently have in the
community?
Additional Information
Resume
Additional Information
My background includes twenty (20) plus years of residential and commercial experience in development from raw land to bond exonerations. Additionally, I have almost five (5) years with the County of Riverside as a Project Manager III and have been responsible for a number of projects at the Riverside University Health Systems Facility in Moreno Valley.

Over the years I have seen the City of Beaumont grow and provide opportunities for the community to be engaged in a variety of opportunities for family involvement. However, believe that the city should engage the business community to develop opportunities for the citizens to work within the community.
believe that "quality of life" includes opportunities for all citizens within the Beaumont community. I believe that the City government must include opportunities for the citizens to live, work and plan within the City boundaries and City Hall must find creative solutions to achieve the goals.

My involvement within the community has been somewhat
limited to the HOA as it is where my primary
residence and I am seeking an opportunity to expand my
involvement within Beaumont.

Carlos Cueva Resume 02-27-2024.doc
Field not completed.

Email not displaying correctly? View it in your browser.

Coos H. CUEVA
Accomplished management professional specializing in facilities management, residential development, and creative problem solving, who is able to deliver effective results within tight deadlines.

SUMMARY OF QUALIFICATIONS
• Project analysis, planning, financing, and budgeting
including operational budgeting
• Ability to secure public financing
• Proficient with Microsoft Office Suite
• Comfortable developing real estate portfolios
• Negotiate consultant contracts and change orders
• Prepare project concept proposals and cost estimates

CERTIFICATIONS
o Successful On -Site Property
Management (LRAM RES2001)

PROFESSIONAL EXPERIENCE
County of Riverside
Project Manager III
• Versed in the principles of architectural design and
facility construction
• Job costing and cash flow forecasting
• Architectural, land use, structural, acoustical, title 24, civil and soils reports, as well as building permits
• Grading plans and street improvement plans
• Tentative maps, water, and sewer plans
o Post -Purchase Education Methods o Non -Profit Management (HO 247)
July 2019 — Present
• Review project Scope of Work provided via Form 5 and prepare project estimate and schedule for projects between 1100,000 and 112,000,000.
• Contact with the Riverside University Health System — Medical Center to manage emergency water damage projects.
• Work with approved Design Professionals to prepare architectural and engineering construction documents. • Prepare, interface and respond to Departments regarding the routing and approval of the Form 11 with Board of Supervisors.
• Interface with Departments, Inspectors and Contractors to complete the approved projects within the County of Riverside.

Nova Development
Project Manager May 2017 — June 2019
• Initiated due diligence, contracting consultants for report preparation required for property due diligence packages. • Coordinated the preparation of required environmental documents for Jurisdiction/CEQA review. • Processed tentative maps, grading plans, street improvement plans, water and sewer plans, and building permits for residential projects up to $30,000,000.
• Worked with Superintendent and Contractor on construction of wet and dry utilities. • Prepared budgets for entitlement fees including completion costs at various stages of development.

Desert Alliance for Community Empowerment December 2008 — May 2017 Interim Executive Director
Oversee proposed project analysis including planning, financing, and budgeting, as well as development of organizational systems including property management, document retention, and finance reporting for various organization run programs. • Prepared and managed community sequence sheets, working with construction, purchasing, and sales departments to keep projects on schedule and within budget.
• Developed farm worker housing and mobile home rehabilitation projects including water, septic systems, and site plans for Polanco Parks within the Eastern Coachella Valley. • Worked with County of Riverside on cooling centers, farm worker showers and development of Polanco Parks. • Worked with the Executive Team, USDA and County of Riverside to develop Farmworker Housing program and operation.

Coos I -I. CUEVA
Alpine Development Group January 2005 — December 2007
Project Manager
• Initiated due diligence, contracting consultants for report preparation required for property due diligence packages. • Coordinated the preparation of required environmental documents for Jurisdiction/CEQA review. • Processed tentative maps, grading plans, street improvement plans, water and sewer plans, dry utility and building permits.
• Prepared budgets for entitlement fees including completion costs at various stages of development_ • Reviewed Department of Real Estate submittals and managed critical path schedules to ensure timeline adherence.

Century Crowell Communities December 2001— January 2005 Director of Public Finance
Secured public financing on 1,500+ homes, totaling approximately $28 million within Palm Springs, Indio, Penis Elementary School District, and Coachella Valley Water District, identifying potential sponsoring agencies. • Coordinated the preparation of Preliminary Engineer's Estimate and information packages for potential sponsors. • Interfaced with financing team and consultants throughout public financing, continuing disclosure requirements_ • Prepared homeowner disclosures (public financing and lighting and landscape maintenance districts) developer counsel review for dissemination to future homeowners, ensuring compliance with upper management objectives. • Identified and interfaced with purchasing to ensure that facilities within the district were properly bid.

Hearthside Homes July 1995 — June 2000
Project Manager
• Coordinated the preparation of construction documents (architectural, structural, acoustical, title 24, civil and soils reports) including field and delta revisions for 1,800+ homes within the County of Orange and City of Escondido. • Processed area plans, tentative maps, tract maps, site plans, lot line adjustment, grading plans, street improvement plans, building permits, fuel modification agreements with various jurisdictions. • Prepared budgets, managing critical path schedules, bond exonerations, and consultant contracts.

EDUCATION
Master of Business Administration (MBA) — Univerridy ofRedlanda Bachelors of Science in Business and Management (BSBAM) — Universi> ofRedlanda

From: [email protected]
To: Nicole Wheelwright
Subject: Online Form Submittal: March 2024 Planning Commission Appointment - Partial Term ending Dec 2024 Date: Friday, April 5, 2024 7:02:17 AM
March 2024 Planning Commission Appointment - Partial Term ending Dec 2024
City Council will conduct interviews and consider appointments to the Planning Commission on April 16, 2024.

First Name
Last Name
Primary Phone
Alternate Phone
Home Address
Address 2
Email
Occupation/Profession
Employer Name
Are you 18 years of
age or older?
Are you a resident in
the City of Beaumont?
Carlos
Nava
Field not completed.

Field not completed.

Real Estate Broker
Remax
Yes
Yes
Questions
Please answer the following questions which are intended to assist the City Council in assessing your qualifications and experience for the Planning Commission vacancy.

Are you aware of any
conflicts, financial or
otherwise, which could
affect your appointment
as a Planning
Commissioner?
Briefly state your
qualifications, including
No
I was a construction superintendent for 5 years before I got into real estate. And one been in real estate for over 21 years.

any skills or
background related to
City Planning,
development and
building/construction:

What would your vision
for Beaumont's future?
If you were a Planning
Commission member
representing the
Beaumont Citizens,
how would you define
"quality of life"?
What involvement do
you currently have in
the community?
Additional Information
Resume
Additional Information
To be a beautiful place to
Live with shops malls movie theaters.

I saw how Rancho Cucamonga and Fontana have grown. We
can do better.

To feel safe in your city would be priority one.

I presently do not have anything going on in the community other than supporting all family owned businesses.

Field not completed.

Field not completed.

Email not displaying correctly? View it in your browser.

From: [email protected]
To: Nicole Wheelwright
Subject: Online Form Submittal: March 2024 Planning Commission Appointment - Partial Term ending Dec 2024 Date: Saturday, April 6, 2024 2:24:32 PM
March 2024 Planning Commission Appointment - Partial Term ending Dec 2024
City Council will conduct interviews and consider appointments to the Planning Commission on April 16, 2024.

First Name
Last Name
Primary Phone
Alternate Phone
Home Address
Address 2
Email
Occupation/Profession
Employer Name
Are you 18 years of
age or older?
Are you a resident in
the City of Beaumont?
Phillip
Westbrook
Field not completed.

Field not completed.

Retired Engineer
CSU San Bernardino
Yes
Yes
Questions
Please answer the following questions which are intended to assist the City Council in assessing your qualifications and experience for the Planning Commission vacancy.

Are you aware of any
conflicts, financial or
otherwise, which could
affect your appointment
as a Planning
Commissioner?
Briefly state your
qualifications, including
No
49 years in Facilities operations and Management. Involved with campus, operations, plan review, code compliance, planning, new construction and renovation. 8yrs with US Navy

any skills or
background related to
City Planning,
development and
building/construction:

What would your vision
for Beaumont's future?
If you were a Planning
Commission member
representing the
Beaumont Citizens,
how would you define
"quality of life"?
What involvement do
you currently have in
the community?
Additional Information
Resume
Additional Information
Conventional and Nuclear Power. 10yrs health care physical plant opps, code compliance ,new construction & renovation. 31yrs higher education (21yrs CSUSB, last 10yrs private university consulting) facility operation, new construction and renovations, involved with campus development and compliance.

Steam eng lic Los Angeles
Qual Comm (QCxP) U WI. 2007
Cert Enrg Man (CEM) AEE 2012
Renew Enrg pro (REP) AEE 2013
Cert bldg Comm pro (CBPM) AEE 2014
See attached resume
A safe and secure city with responsible and sustainable environment. Provide the best possible education facilities. Clean open spaces with good traffic flow. Utilizing the best practices and technologies moving forward with our infrastructure.

A safe and secure city with the best goods and services available. Ease of travel throughout. Reasonable separation between commercial and residential areas. Well developed open areas. Reliable utilities and resources.

Active in HOA Facilities committee and HOA Community
Planning committee
2019-02-02 09-17.pdf
Field not completed.

Email not displaying correctly? View it in your browser.

PHILLIP WESTBROOK

PROFESSIONAL SUMMARY
Over 40 years of industrial power plant, EMS/BAS, HVAC, and distributed systems with the United States Navy, Health Care Industry, and Higher Education.

WORK HISTORY
(}9/20]4 to Current Chief Engineer/Project Manager
Facilities Services Partners —1 /University Drive, Aliso Viejo, CA 92656 • Day to Day Operations of HVAC Central Plant and campus auxiliary equipment • Project Management (Energy)
05/1994 lo o0/;!t014 Chief Engineer/Energy Manager
California State University, San Bernardino
• Supervised 15 engineers for building operations
• Participated in major capital projects, MEP Review
• Administered $5.2 million utility budget
• Implemented various energy conservation project
12>/1qS;; to og/19 , Plant Engineer
Corona Community Hospital —Corona, CA
• Major capital and energy projects
o5;; 1u7F, to 05/1983 Machinist Mate
United States Navy — Various
• Machinist Mate, Steam Plant, Nuclear Power, HVAC, Operations and Maintenance

CERTIFICATIONS
• Steam Engineer License, Los Angeles, 1983
• Universal Refrigerant license, 1994
• Qualified Commissioning Process Provider,(QCxP), University of Wisconsin, Eng Dept, 2007 • Certified Energy Manager,(CEM), Association of Energy Engineers, 2012 • Renewable Energy Professional,(REP), AEE, 2013
• Certified Building Commissioning Professional,(CBCP)), AEE, 2014

EDUCATION
1982 HVAC Centrifugal Chiller, USN
San Diego, CA
Machinist Mate: Industrial Refrigeration and Air Conditioning HVAC, USN - San Diego, CA

11.17'7
Nuclear Power, USN
Vallejo, CA/ Idaho Falls, ID
1( } Machinist Mate
Great Lakes, IL

ACCOM PLUSH M ENTS
• 2014 AP PA Award for Effective and Innovative Practices Award, controls • 2009 AEE Energy Project of the Year National Award
• 2009 Winner - Monitoring -Based Commissioning, the Chemical Sciences Building • 2008 Honorable Mention - HVAC Retrofit, Central Chiller Plant Retrofit • 2007 Winner - Monitoring -Based Commissioning, University Hall • 2007 Winner - HVAC Retrofit, Direct Digital Controls Upgrades • 2007 Winner - Lighting Design/Retrofit, Campus -wide High Efficiency Lighting Retrofits • 2007 Honorable Mention - HVAC Design, Thermal Energy, Chilled water controls • 2007 APPA Award for Excellence in Facilities Management

Online Form Submittal: March 2024 Planning Commission Appointment - Partial Term ending Dec 2024
[email protected]
Mon 4/8/2024 1:00 PM
To:Nicole Wheelwright a NWheelwright©u beaumontca.gov5, March 2024 Planning Commission Appointment - Partial Term ending Dec 2024
City Council will conduct interviews and consider appointments to the Planning Commission on April 16, 2024.

First Name
Last Name
Primary Phone
Alternate Phone
Home Address
Address 2
Email
Occupation/Profession
Employer Name
Are you 18 years of age or
older?
Sed rick
Bedolla
Field not completed.

Field not completed.

Healthcare Administrator
Eisenhower Health
Yes
Are you a resident in the City Yes
of Beaumont?
Questions
Please answer the following questions which are intended to assist the City Council in assessing your qualifications and experience for the Planning Commission vacancy.

Are you aware of any
conflicts, financial or
otherwise, which could affect
your appointment as a
Planning Commissioner?
Briefly state your
qualifications, including any
skills or background related
to City Planning,
development and
building/construction:

No Conflicts
From Feb 2022 to Jan 2023, I served on the Planning
Commission for the city of Beaumont. I thoroughly enjoyed this experience, and was fascinated by the administrative workings of the city and how integral the planning commission is to future planning of the city.

In the late 1990's I worked on the planning, layout and construction of new build Home Depot's including the Home DepEt ® 6.6r®fa2FP2 Quinta.

In my current occupation, I am involved in strategic planning

and population health management for my organization and the residents of the Coachella Valley
What would your vision for
Beaumont's future?
If you were a Planning
Commission member
representing the Beaumont
Citizens, how would you
define "quality of life"?
What involvement do you
currently have in the
community?
Additional Information
Resume
Additional Information
As a resident and parent, I want to expand and continue to see large safe family friendly spaces for the community. I believe the city government should enable and support organizations seeking to create positive opportunities for residents and especially families.

I want city government to prioritize and reinvest upgrading and the renovating of the downtown areas to draw increased foot traffic and businesses while keeping in mind and honoring our historical sites.

There has been a lot of new development, that was allowed to happen without sufficient necessary infrastructure to support that growth. There are numerous traffic chokepoints throughout the city, and while there are visible signs attempts have been made to address these issues, more needs to be done.

As a summation, I want to continue growth, but done in a responsible manner.

City services functioning so seamlessly, residents hardly notice.

Residents can get their kids to school. church or afterschool activities in a timely manner. Stores, shops, restaurants and other services are conveniently located and there aren't pan handlers outside of every entrance. Police have a presence. but residents are glad to see them. There are plenty of safe spaces for families and opportunities for the kids to play. am currently on the Board of the local AYSO region 641, serving as the Regional Referee Administrator. This is my 6th year on the board. I routinely referee soccer games every Saturday and during the week at the Beaumont sports park. I am also a referee instructor trying to ensure our kids have enough refs to make sure their gamers are held in a fun, fair, and safe manner.

BedollaRes.docx
Field not completed.

Email not displaying correctly? View it in your browser.

SEDRICK DIEGO BEDOLLA DBA, RRT

CAREER PROFILE
Collaborative and forward -thinking healthcare administrator and educator with thirty years' progressive experience in the government and nonprofit healthcare industry. Expertise in operational management, disaster planning, presentation, policy analysis, staff training, governmental regulations, and community resources. Proven record of cultivating positive employee relations and partnerships with healthcare providers. Responsive instructor and mentor to Master level students and Bachelors level programs. Doctoral coursework focused on leadership strategies to reduce preventable medical errors. Published Dissertation "Preventable Error Reduction Leadership Strategies of Nurse Managers in a Hospital Setting". Graduate work completed in health policy, financial management, and organizational excellence.

Technical Proficiencies: Microsoft Office (Word, Access, Excel, PowerPoint); Adobe Systems, EPIC and Cerner EMR's.

PROFESSIONAL HIGHLIGHTS
Clinical Administration
Clinical Excellence — Implemented healthcare administration projects including developing previously unserved respiratory service lines including interventional bronchoscopy, NICU and labor and delivery.

Growth Management — Developed growth strategies that enabled new service lines to be developed in Interventional Bronchoscopy, and relocated Pulmonary Lab to remove scheduling bottlenecks and increase patient capacity.

Multi -Department Management — Coordinated the development and expansion of the respiratory department; Began collaboration with pulmonary outpatient clinic and developed respiratory case management positions to aid in DME interface.

Communications — Create policy and procedural manuals; source documents including consent forms, correspondence, and emails; facilitate interdepartmental communications improving overall productivity and efficiency; strengthen community relations with healthcare providers.

Disaster Planning — Developed and used a disaster plan to respond to the Covid 19 Pandemic. Cultivated multiple supply chains, coordinated with multidisciplinary teams, and coordinated practices that enables the organization to respond to great influx of patients with no disruptions to patient care or compromise of staff safety.

Educator
Clinical Assistant Professor — Provides constructive and timely feedback to students seeking to obtain a Masters and Bachelor's degrees in Business and Healthcare related fields.

Respiratory Instructor — Identified and Implemented new modalities staff could adopt enabling staff to operate to the limits of their licensure. Fostered an open and engaging environment for students to thrive and flourish. Provided mentorship to BSRT students and provided several lectures for local schools.

Leadership — Provided clinical, budgetary and administrative guidance to administrative and healthcare staff of eighty-five.

PROFESSIONAL EXPERIENCE
Director of Respiratory Care, Pulmonary Services and Neurology September 2012 — Present Eisenhower Health, Rancho Mirage, CA
• Provide administrative oversite of team of dynamic Respiratory Therapists, Registered Nurses, EEG Techs and Pulmonary Function Technicians in multiple departments in a 400 plus bed acute care hospital • Develop, maintain, review and the implement policies and procedures for clinical activities, evaluations, in-service education and development of Performance Improvement standards.
• Develops and implements department capital and operational budgets. • Responsible for a multi -million dollar supply, equipment and payroll budget. • Provides employee feedback and conducts formal counseling sessions as needed. Conducts formal evaluations annually for every staff member.
• Active leader within the hospital and a member of several key hospital committees such as, Professional Practice, Critical Care, Pulmonary Section, Quality, Leadership Development, Clinical Competency, Value Analysis, and Pharmacy and Therapeutics.
• Administrative Chair of the Opioid Stewardship Committee

Sedrick Diego Bedolla •
Clinical Assistant Professor, for MHA and HCM programs May 2021 — Present Southern Illinois University (SIU) at Carbondale
• Developed new syllabus, and incorporated recent managerial and leadership challenges, guiding students to find solutions to complex problems in today's healthcare environment
• Provides timely and constructive feedback, keeping students interested and engaged in class work, discussions and research studies.
• Monitored students who initially struggled with material and provided insights and strategies that allowed them to successfully complete course work.

Planning Commissioner,
City of Beaumont, Ca.
• Consider and provide guidance to city council regarding multiple city infrastructure projects • Review and approve city licensing and business use projects • Review and approve zoning ordinances
• Provide guidance and advice to city council and city staff regarding planned city projects and fund allocations Feb 2022- Jan2023
Respiratory Care Manager October 2002 — September 2012
White Memorial Medical Center, Los Angeles, CA
• Develop, maintain, review and the implement policies and procedures for clinical activities, evaluations, in-service education and development of Performance Improvement standards.
• Develops and implements department capital and operational budgets. • Managed employee personnel and benefits files, and assisted in policy changes and updates based on federal and state legislation.
• Served as HIPAA security officer and facilitated all HIPAA policies and practices to ensure agency remained in compliance.

Director of Clinical Education November 2007 — October, 2010 Concorde Career College, San Bernardino, CA
• Developed instruction rubric for in -class and clinical courses. • Supervised in -class and clinical instructors, filled in as in -class instructor when needed • Established relationships with partner hospitals to provide opportunities for clinical education • Organized student records and tracked clinical hours
Advanced Respiratory Instructor
Concorde Career College, San Bernardino, CA April 2006— November, 2007 • In class instructor for the advanced courses in Respiratory Therapy • Developed lesson plans, graded projects, quizzes and tests • Provided encouragement, feedback, and guidance to students Cardiopulmonary Specialist
United States Air Force, Lackland AFB, TX April 1993 — Jan 2002 • Part of a Critical Care Air Transport Team (CCATT)
• Provided Cardiac, Respiratory, Operating Room and Emergency Medical Technician care and services

EDUCATION
Doctor of Business Administration with a specialization in Healthcare Management 2021
Walden University, Minneapolis, MN
Master of Science in Business Administration
University of Phoenix, Phoenix, AZ
Bachelor of Science in Business Management
University of Phoenix, Phoenix, AZ
2006
2005
Associate of Cardiopulmonary Sciences

Sedrick Diego Bedolla •
2000
Community College of the Air Force, Maxwell AFB, AL
Associate of Allied Health
1999
Community College of the Air Force, Maxwell AFB, AL

PROFESSIONAL AFFILIATIONS
Delta Mu Delta Honor Society
American College of Healthcare Executives
A.Y.S.O. Regional Board Member 2018 — present
Member in Good Standing for the AARC 2000 -present
2019 — present
2020 — present

Online Form Submittal: March 2024 Planning Commission Appointment - Partial Term ending Dec 2024
[email protected]
Mon 4/8/2024 4:44 PM
To:Nicole Wheelwright a NWheelwright©u beaumontca.gov5, March 2024 Planning Commission Appointment - Partial Term ending Dec 2024
City Council will conduct interviews and consider appointments to the Planning Commission on April 16, 2024.

First Name
Last Name
Primary Phone
Alternate Phone
Home Address
Address 2
Email
Occupation/Profession
Employer Name
Are you 18 years of age or
older?
Ronald
Roy
Field not completed.

Field not completed.

Retired
Field not completed.

Yes
Are you a resident in the City Yes
of Beaumont?
Questions
Please answer the following questions which are intended to assist the City Council in assessing your qualifications and experience for the Planning Commission vacancy.

Are you aware of any
conflicts, financial or
otherwise, which could affect
your appointment as a
Planning Commissioner?
Briefly state your
qualifications, including any
skills or background related
to City Planning,
development and
building/construction:

No.
am a 16 year resident of the City Beaumont. My family's drawn here for number of reasons: First, its remarkable and unique setting within the San Gorgonio Pass in the backdrop of our scenic highlands and mountains, a region with some of the most beautiful natural features within Riverside County and the state, such as the mountain creeks that are headwaters to 2 major watersheds, San Timoteo Canyon, and nearby outdoor remPatige.2420 of 2522

Beaumont also has a small-town bucolic vibe, that offers residents a wide range of amenities. We have beautiful parks and nature trails. We also have a well placed retail "business district" around 2nd street which provides, national anchors, that attract smaller high quality business with nearby vacant land with the opportunity to become a sought-after regional retail destination. Beaumont's historic downtown provides unlimited potential to evolve as an appropriately scaled village, preserving nearby neighborhoods. Beaumont's residential communities provide quiet peaceful neighborhoods, where there's great community support.

My qualifications are ideally suited to provide a valuable and supportive voice for our residents.

I have undergraduate and advanced education in a variety of fields. in addition to my diverse employment in construction, public service, real-estate, land -use, local government planning, secondary and college teaching, including teaching State and Local Government. I'm also very well read in the issues that are affecting Beaumont and its residents, and actively engage in fighting for the interests of Beaumont residents.

I have a unique background that gives me the tools to provide a much needed voice that will protect the area's inherent features, while guiding development in a way that sustains Beaumont and allows it to evolve in an iconic way.

What would your vision for
Beaumont's future?
If you were a Planning
Commission member
representing the Beaumont
Citizens, how would you
define "quality of life'?
What involvement do you
currently have in the
share the vision of most residents who want balanced land use that preserves and leads to a sustainable, iconic, healthy, safe and enriching community.

Beaumont's land is drawing unprecedented interest by outside developers who want Beaumont to develop as an extension of the Southern California logistics economy. This is causing a collision of interests. I am a very strong supporter of individual private property rights and the protections and benefits that go with them. However, I also know that no property right is absolute, nor are large scale developments perfect proposals.

Residents need a voice that will push back when a developer's interests become too incompatible with residents' interests. I will provide that voice in a way that achieves a balance so that Beaumont grows uniquely, and its quality of life elevates accordingly.

Quality of life means that every resident, every family, reaches their full potential and, by thereby contributes in the best way possible to the community. This is the way to individual happiness and community enrichment. Quality of life also means creating the best conditions in which to live: a healthy, safe. supportive, interesting and positive community. Quality of life also ensures the highest quality education, employment, recreational, entertainment and cultural options,
❑uriE)019 elaRfir�§Du2�umont, I've been very active in
issues and supporting groups that I feel strongly about.

community?
I'm very interested in improving the Pass Area's transportation.

Here I've proposed and worked with Beaumont Transit to
implement Route 120 commuter link, which has become a
highly successful commuter bus service. As an individual and a member of Transportation Now, I'm advocating additional commuter link service to the Coachella Valley. I'm also pushing for multi -modal transportation including active transportation.

Here I've asked for design of our 6 interchanges to incorporate multi -modal and active transit, the most innovative interchange designs, and for the city to develop an adopt an active transportation program. I've also submitted a proposal and am pushing for a Pass Link alternative transportation route connecting Redlands with the Coachella Valley.

My involvement here is important, because taught me the close relationship between transportation and land use. For example, adding bike lanes or multi -modal access requires an
understanding of interchange and roadway design, levels of service, right-of-way, traffic and pollution impacts, and land use proposals that go before the planning commission. I'll make sure that projects go forward in a way that's compatible with our transportation needs. Beaumont desperately needs more multi -modal transportation, micro -transit, and an active transportation plan.

Although I don't have any school age children, I support the school district and cities goals to provide the highest quality educational facilities and opportunities. I've communicated with BUSD about concerns I have about quality future school sites and facilities. Occassionaly at the requests of parents, I've also gone to school board meetings to represent their concerns on school policies.

I'm a member of the San Timoteo Canyon group to support preservation and thoughtful growth of the canyon. I'm a member of the Riverside Lands and Conservancy. I'm also a supporter of the 2 Canyons Conservancy
As a member of the Sierra Club, I worked with a local
developer to ensure protections of local creeks, trails, and habitat.

I'm also a member of my HOA, where I ask for improvements in high-speed Internet service, and expanded pool use.

I am a member of a number of local grassroots organizations that ensure that resident's interests are better represented in relation to large scale development projects.

Resume: available upon request
Additional Information
Resume Fief agecTe of 2522

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Online Form Submittal: March 2024 Finance & Audit Committee - Resident / Business Owner Member seat
[email protected]
Sat 3/30/2024 811 AM
To:Nicole Wheelwright a NWheelwrightpu beaumontca.gov5, March 2024 Finance & Audit Committee - Resident / Business Owner Member seat
The appointmentCity Council will conduct interviews and consider appointments to the Financial and Audit Committee on April 16, 2024.

First Name Ronald
Last Name Rader
Primary Phone
Alternate Phone None
Horne Address
Address 2
Email
Occupation/Profession SGMH Healthcare District Board Member Employer Name San Gorgonio Memorial Hospital
Are you 18 year of age or Yes
older?
Are you a Beaumont
business owner or
representative?
Yes
Do you reside in the City of Yes
Beaumont?
Questions
Are you aware of any
conflicts, financial or
otherwise, which could affect
your appointment as a
Financial and Audit
Committee member?
No
If you answer "Yes", please N/A
explain

Qualifications - Briefly state
your qualifications, including
any education, skill, or
background related to
finance & audit functions
Additional Information
Resume
Additional Information
am currently a Director of the San Gorgonio Memorial
Hospital Healthcare District. I have been a Corporate and District Hospital Board Member for over 13 years. Most of that time I have been a member of the Hospital's Finance
Committee and assisted significantly in preparing the annual budget. I have a degree in Marketing and Management. I have a good working knowledge of what it takes to financially run a large organization.

I am currently the treasurer of the Girls and Boys Club of the San Gorgonio Pass Area.

I am currently a member of the Beaumont, Calimesa and
Banning Chambers of Commerce, a Foundation Board Member of the Beaumont / Cherry Valley Rotary, San Gorgonio Pass Rotary member, San Gorgonio Pass Boys & Girls Club Board Treasurer, member of Beaumont / Banning Student of the
Month, and Regional Collaborative Committee.

I believe I can be a valuable member of the Finance and Audit Committee and make a positive contribution to the committee and the community.

Ron Committee.docx
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am currently a Director of the San Gorgonio Memorial Hospital Healthcare District. I have been a Corporate and District Hospital Board Member for over 13 years. Most of that time I have been a member of the Hospital's Finance Committee and assisted significantly in preparing the annual budget. I have a degree in Marketing and Management. I have a good working knowledge of what it takes to financially run a large organization.
am also currently the treasurer of the Girls and Boys Club of the San Gorgonio Pass Area.
am also currently a member of the Beaumont, Calimesa and Banning Chambers of Commerce, a Foundation Board Member of the Beaumont / Cherry Valley Rotary, San Gorgonio Pass Rotary member, San Gorgonio Pass Boys & Girls Club Board Treasurer, member of Beaumont / Banning Student of the Month, and Regional Collaborative Committee.
believe I can be a valuable member of the Finance and Audit Committee and make a positive contribution to the committee and the community.

Online Form Submittal: March 2024 Economic Development Committee [email protected]
Tue 412/2024 11:44 AM
To:Nicole Wheelwright
March 2024 Economic Development Committee
City Council will conduct interviews and consider appointments to the Economic Development Committee on April 16, 2024.

First Name
Last Name
Primary Phone
Alternate Phone
Home Address
Address 2
Email
Occupation/Profession
Employer Name
Are you 16 year of age or
older?
Are you applying as an
Industry Expert?
Do you represent a local
business or industry within
the limits of the City of
Beaumont?
Questions
Are you aware of any
conflicts, financial or
otherwise, which could affect
your appointment as an
Economic Development
Committee member?
If you answer "Yes", please
explain
Qualifications - Briefly state
your qualifications, including
any education, skill, or
background related to
economic development
functions
Vicki
Brannock
Field not completed.

Field not completed.

Senior Director
Biocom Institute
Yes
Yes
No
No
None
As the director of Biocom Institute, I work with cities, counties, and institutes of higher education to develop programs and training for jobs in biotech and the life science professions.

Prior to joining Biocom Institute, I worked for the San Diego Worlir6lge lailiardi422eveloping programs and training for adults, including formerly incarcerated, homeless, and

underrepresented populations. In addition, I served on the San Diego Regional Task Force for the Homeless. I work closely with the San Diego Economic Commission. Some of my current projects include partnerships with Redwood City, San Mateo, the City of Glendale, and the City of Pasadena. My husband and I have resided in Beaumont for the last 3 years, and I am very interested in smart growth, attracting quality businesses, and bringing good jobs to the City.

You can see more about my background on my Linkedln profile at http:l/linkedin.cornlinfvickibrannock
Additional Information
Resume Vicki Brannock resume .docx
Additional Information Field not completed.

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Vicki Brannock
Nonprofit Director, leader and innovator with deep experience in workforce development, business, and higher education.

Core Competencies
Leadership —Capacity building, growth & operational efficiencies, data analysis and decision process, staff and leadership development, customer service, change management, P&L, operating planning, procedure and policy, marketing, sales and product/services launch. Developing and championing KPI's.

Strategy— Strategic partnerships and Community Development, identification and development of new revenue channels with positive ROI, maximizing customer satisfaction and retention, smart growth, risk management, product and program strategy and development. Understanding of adult learning; behavior, theory and practice.

Management — Management & team development, policy and process, quality standards for programs, and customer service.

Experience
Senior Director of Workforce Strategy and Innovation
Biocom California Institute
2019 -Present
As the Senior Director of Workforce Strategy & Innovation, I oversee Biocom California Institute and am responsible for budget and performance management, 6 person staff across multiple locations in California, program design and implementation, and funding and revenue development opportunities. I speak on behalf of the Institute at conferences and provide media presentations on our work. My responsibilities also include aligning our programs with our mission to bring equity and diversity to the life science sector. Accomplishments include:
• Developed and provide oversight of programming that promotes Diversity, Equity, and Inclusion, ex.

Internships and Fellowships for Veteran and First -Generation College Graduates. • Manage a team of (4) professionals to ensure key strategic, tactical and business initiatives are executed. • Developed and managed workforce development and professional development programs including programming that targets underrepresented populations.
• Oversight of the development and implementation for Illumina Genomics Discovery program, a ground up design funded by the Illumina Foundation and Illumina Corporation. • Developed a strategic plan to fulfill our mission and program goals. • Identified funding and grant opportunities and developed partnerships and responses to appropriate requests for proposals (RFPs) resulting in the award of over $500,000 in 2023. • Oversight of the Institutes marketing campaigns and website development. Click throughs, responses to CTA's, likes and shares up by over 40% since 2019.
• Oversight of ethical framework data collection and reporting that prioritizes underrepresented populations experiences and sensitivities.
• Created and implemented Biolnnovation lab for the Los Angeles Unified School District. • Working with the California State Universities Chancellors office for continuing education developed a new certificate program for Biomanufacturing using a consortium model. This first of its kind collaboration with three Cal State campuses allows for consistency of curriculum across the system with a fast -paced schedule at an affordable cost allowing for more equitable education opportunities. Launching August 2022. • Convened consortium of High School Internship providers including Scripps Research Institute, Los Angeles Zoo, Salk Institute, Vertex Pharmaceuticals, Cibus Pharmaceuticals, and University of California San Diego (UCSD). Although we only began meeting in 2022 a significant achievement for our consortium was to agree on a new consistent rate for paid internships of $15.50 Oh and the agreement to set aside a percentage of opportunities for underserved schools and low income populations.

Vicki Brannock
• Designed and implemented a Universal Application to provide more equity in internship opportunities. The universal application is designed to list all internship opportunities in Biotech so that students do not need to "know someone" to get the valuable placements but can go to one site to see all the available opportunities and apply once. We saw applications rise from students in low-income schools from 4 in 2020 (when the universal application was launched) to 60 in 2022.

Director of Programs
San Diego Workforce Partnership
2017-2019
As Director of Programs, my responsibilities included strategy, programming, and operations of the 7 career centers servicing over 100,000 residents per year throughout the San Diego region. I oversaw grants in excess of 20 million dollars with full P&L responsibility. As a key member of the leadership team, I developed strategy and direction for the organization. This position had a public component and I sat on numerous boards and committees and interacted with state and local officials to influence legislation and funding as well as championing new approaches to workforce training. Some of my accomplishments include:
• Redesigned staff organizational structure to better reflect current work requirements. Moving to a functional model allowed for a more cohesive staff that could specialize in specific functions of a contract or program. This change saved the organization over 100k in the first year and has continued to benefit the organization by increasing staff productivity and job satisfaction, while reducing voluntary turnover. • Successfully designed and implemented programs for special populations including homeless, formerly incarcerated, welfare to work, and disabled individuals. • Implemented an Individual Placement and Support (IPS) program for homeless individuals using a collaborative model with San Diego Housing Commission, Regional Task Force for the Homeless and Councilmember Chris Wards office, to run a pilot program that was holistic in addressing many of the barriers to employment that these individuals experienced. Funded by the City of San Diego, San Diego Housing Commission and the Lucky Duck Foundation, this pilot ended after 2 years due to lack of funding but the result was an approximate 50% increase in success using this model. Working with a sub -recipient we created a 5 year strategic plan to utilize the same model for individuals with mental health issues. • Developed dashboards to assist sub -recipients, and board members with understanding grant performance and impact at a glance.
• Reviewed and retooled workshops for general populations to better align with current workforce needs. • Worked with community colleges and universities to develop pathway programs for in -demand jobs. • Worked with technology companies such as Linkedln, and CompTIA to design new training programs. • Convened stakeholder meetings to engage community and grant recipient input including, town hall meeting for re-entry works program.
• Oversaw programs for opportunity youth including developing a foster care program for financial literacy and sat on advisory board to develop opportunities and workforce training for this underserved population. • Increased quality of training programs by developing new guidelines for training providers receiving Workforce Innovation and Opportunity Act (WIOA) dollars. This required board approval is now being used as a model for workforce boards across California to insure impact from this federally funded program.

Vicki Brannock
Senior Director of Programs
Brandman University2013-2017
In my role as Senior Director for the School of Extended Education I provided leadership and management for all programs including teacher education (academic and professional development credit), technology, and business. With full P&L responsibility for the three segments I increased our bottom -fine contribution to the University with no additional resources. Some of my accomplishments include:
• Strategic development of new programs, courses, and partnerships resulting in continued revenue growth (10% year over year) and decreasing overhead and a 30% bottom line contribution to the University. • Looking toward high growth industries and participating in workforce development and association boards I provided new portfolio options including combining partnership programs with newly developed soft skills to facilitate workforce readiness.
• Using a collaborative process developed a strategic branding campaign designed to further the School of Extended Education and instructor thought leadership.
• Responsible for designing and oversight of tactical implementation of marketing plans for programs and courses utilizing our existing staff. This was achieved by providing mentoring and creative direction to staff members responsible for overseeing programs.
• Elected by peers as the regional chair for the University Professional Continuing Education Association (UPCEA). • Regular contributor to industry blog, EvoLLLution and presenter at conferences on topics such as collaboration, using analytics to drive student satisfaction, competency -based learning, and creating a culture of creativity and trust.

Director of K-12 Teacher Programs
Brandman University
2011-2013
While Director of K-12 teacher education for the School of Extended Education I developed a vision for the School using collaborative meetings, program data and metrics, emerging industry trends, and customer insights. Our student population increased from 10,000 to over 15,000 per year with annual revenue at above 4 million dollars. This was accomplished by:
• Development and management of non-credit and credit bearing educational offerings for on-line programs and the 26 campuses located throughout California and Washington. • Growing partnerships and business alliances as well as participating in grant writing and program development. • Using social media and persona marketing tactics. This resulted in additional visibility and opportunities for the School of Extended Education and its instructors. Developed grassroots marketing templates designed to facilitate a holistic approach of online, social, and thought leadership marketing. • Moving over 50 courses online and developing both self -paced and instructor -led courses. • Developing a process for continuous evaluation and vetting of programs and establishing metrics and quality control to ensure the University standards are being met. • Developed and utilized data, based on students' behavior to drive business decisions. • Managed a staff that oversees over 8000 students per year in addition to working cross -functionally with other extended education business units and the School of Education.

EDUCATION

Vicki Brannock
University of Southern California Political Science/ Business Administration Los Angeles, CA University of California San Diego International Strategy San ❑iego, CA Brandman University Nonprofit Management and Organizational Leadership Irvine, CA

Online Form Submittal: Economic Development Committee - Beaumont Business Community Member seat
[email protected]
Tue 3/26/2024 2:37 PM
To:Nicole Wheelwright eNWheelwright©beaumontca.gov�
Economic Development Committee - Beaumont Business
Community Member seat
You will be contacted when the appointment process is scheduled for City Council to conduct interviews and consider appointments to the Economic Development Committee.

First Name
Last Name
Primary Phone
Alternate Phone
Home Address
Address 2
Email
Occupation/Profession
Employer Name
Are you 16 year of age or
older?
Do you represent a local
business or industry within
the limits of the City of
Beaumont?
Questions
Are you aware of any
conflicts, financial or
otherwise, which could affect
your appointment as an
Economic Development
Committee member?
If you answer "Yes", please
explain
Qualifications - Briefly state
your qualifications, including
any education, skill, or
background related to
Cesar
Marrufo Jr
Field not completed.

Field not completed.

Business Owner
Cesar Marrufo Jr
Yes
Yes
No
None
previously represented the Yucaipa Chamber of Commerce
for the Yucaipa Economic Development Committee for 2 years around 2021-2023. I am a local business owner, Vice President of thp eu 8C61;E121812of Commerce, and I also live in the city of Beaumont.

economic development
functions
Additional Information
Resume Field not completed.

Additional Information Field not completed.

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Online Form Submittal: March 2024 Economic Development Committee [email protected]
Thu 3/28/2024 8:15 PM
To:Nicole Wheelwright
March 2024 Economic Development Committee
City Council will conduct interviews and consider appointments to the Economic Development Committee on April 16, 2024.

First Name
Last Name
Primary Phone
Alternate Phone
Home Address
Address 2
Email
Occupation/Profession
Employer Name
Are you 16 year of age or
older?
Are you applying as an
Industry Expert?
Do you represent a local
business or industry within
the limits of the City of
Beaumont?
Questions
Are you aware of any
conflicts, financial or
otherwise, which could affect
your appointment as an
Economic Development
Committee member?
If you answer "Yes", please
explain
Qualifications - Briefly state
your qualifications, including
any education, skill, or
background related to
economic development
functions
Perry
Goldstein
Field not completed.

Sales/Marketing
Marshall Electronics
Yes
Yes
No
No
No
Expertise in the following fields:

Professional event planner and manager
Communications, traditional, digital, paid, organic (extensive work in press relations)
45+ I?tager kaifigifi i rrtail field
Entertainer, live show producer and writer

manager of third party partnerships (USOC, Major League Baseball, Disney, Madison Square Garden and many more)
Live production audio/video engineer
Business structural consultant
Bachelors of Arts Communications
Electronics Industry Certified Technical Specialist
Commercial entertainment system design and buildouts
23 years in marketing at Panasonic
Additional Information
Resume Perry Goldstein resume Beaumont.=r
Additional Information Field not completed.

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Perry Goldstein
Beaumont, CA
"The Big Idea Guy", marketing and public relations expert. Creating sales through brand building. Expert in Content, Digital Marketing.
• Professional Writer, Speaker • Experienced Team Leader • Social Media Experience • Ecommerce and Web Marketing • Experiential, Trade Show Marketing • Press Release Composition & Distribution • Content Creation Expert • Advertising & PR Agency Management Professional Experience
Connect The Dots Business Consultant 2009 — Present
Work with various business types to assist them in growth initiatives. Specialty in digital marketing, eCommerce, event marketing, channel sales strategy, public relations, and on -site events. Clients include:

World Trade Center, Long Beach
Member of launch team, advising on direction of initiative.

California International Trade Center
Managed by California Community College system. eCommerce Industry Expert. Advised SMBs on eCommerce strategies. CITC web content contributor, including blogs and general industry information.

Avixa (lnfocomm International)
Managed Digital Signage conference on lnfocomm trade show floor. Duties included creation of three-day stage show, program development, conference host and Master of Ceremonies.

Marshall Electronics/MXL
Advisor to company owner. Duties include Unified Communications audio product manager, microphone product development and evaluation, channel strategy, general business strategy.

United States Census Bureau
Developed and executed ethnic market outreach, working with neighborhood ethnic markets in native language. Languages included Spanish, Russian, Korean, Thai, Tagalog, Japanese and Chinese.

Lily Campbell Real Estate
Social marketing advisor for neighborhood real estate team.

Marshall Electronics, El Segundo, CA 2009 - 2016
MXL Microphones
Director Of Sales & Marketing
Managed all aspects of technology business, including product development and planning, manufacturing, sales, marketing, personnel management, public relations, and company spokesman. Lead team of 12 sales, marketing, and engineering staff. Managed domestic and international sales and marketing of Marshall technology products. Report directly to owner of company. • Headed amazon worldwide initiative for MXL microphones. Opened amazon Canada, amazon China, amazon UK, amazon Europe, amazon Japan, and amazon India through international distribution network. Oversaw all content creation for ecommerce business. • Oversaw all content development for web site and partner ecommerce sites, resulting in exponential growth of overall traffic, click though, and time engagement. • Official company spokesman. Planned and managed annual press conference at NAMM Trade Show. Over 100 members of press in attendance.
• Lead cross functional team of engineers and marketing staff to develop and build new products. • Managed all aspects of budget planning and execution, including sales budget, marketing budget, R&D budget.
• Won multiple awards for New Product Development.
• Consistently grew over five year period.
(Cont. on page 2)

(Page 2)
Panasonic, Secaucus, NJ 1986 — 2009
Panasonic Consumer Electronics Company
National Marketing Manager/Retail Execution Specialist
Lead cross functional teams of sales and product people, managing strategic marketing initiatives with all Panasonic retail channel partners. Lead e -commerce retailer initiative. Worked with all major dealers, on Panasonic branded e -commerce campaigns, landing pages, and A+ content. Budget development and execution, $10 million per year.
• Managed $2,000,000 Corporate Citizenship budget. Directed corporate contributions portfolio, and executed community events. Worked with press to gain coverage of activities. • Worked directly with all major dealers on special events, including web based brand pages and e - commerce promotions. Dealers included Sears, Best Buy, Circuit City, Fry's Electronics, and over 20 regional superstores.
• Negotiated and Executed corporate sponsorships with over 30 professional organizations, including USOC, Major League Soccer, and Universal Studios. Tied in promotions with dealers such as Best Buy, Wal-Mart, and Fry's Electronics.
• Managed Award Winning "Living In HD" campaign, introducing Panasonic plasma and LCD TVs to the U.S. market. Coordinated fleet of specially designed trucks outfitted with Panasonic TVs, running nationwide. Tied in web activities with tour. Campaign targeted both consumer and professional users. Managed press relations for events. • Publisher and writer for monthly department newsletters. • Directly managed staff of 3 to 8 people.

Education
Bachelor of Arts. Communications/Advertising major, California State University, Long Beach.

Associate Of Arts, Orange Coast College
Industry Certifications
Infocomm CTS (Certified Technical Specialist) — 2013. Renewal 2016.

DSE Digital Signage Expert — 2012
Special Projects & Recognitions
Guest lecturer on e -commerce, California Community College Digital Arts Department.

Advisor to Orange County Department of Education on Pro Audio/Visual Career Education NAMM Best of Show Microphone category 2013, 2014, 2015
Infocomm Best of Show 2015 AN Web Conferencing System

BAUME ONTA -C A L I F O R N I
Staff Report
TO: City Council
FROM: Elizabeth Gibbs, City Manager
DATE April 16, 2024
SUBJECT: Discussion and Direction on Sponsorship of the 2024 Cherry Festival Description Strategic Plan Level 3, Target 1, Goal 3
Background and Analysis:

The 2024 Cherry Festival is scheduled for May 30th -June 2nd to be held at their new venue, Noble Creek Park on Oak Valley Parkway.

For the past several years, the City has sponsored the Cherry Festival event in the amount of $100,000, in addition to other in -kind services such as fee waivers on Police Department personnel assigned to the festival. The current fiscal year adopted budget includes a line item for a Cherry Festival sponsorship of $100,000.

Cherry Festival Association Annual Financial Statements On December 6, 2022, staff brought forth an item for City Council review of a $100,000 sponsorship of the 2023 Cherry Festival. During the item, Council also discussed financially supporting an audit of the Cherry Festival Association's financial records from 2022. Specifically, Council committed to paying 75% of the auditor's fees. The Cherry Festival Association chose Jeannette L. Garcia & Associates, CPA to conduct the audit for the year ending December 31, 2022.

In 2023, the Cherry Festival retained Jeannette L. Garcia & Associates, CPA again to perform the year ending December 31, 2023, audit (Attachment A).

The purpose of the attached DRAFT Audit was to:
• Exercise professional judgement and maintain professional skepticism throughout the audit.
• Identify and assess the risks of material misstatement of the financial statements, whether due to fraud or error, and design and perform audit procedures responsive to those risks. Such procedures include examining,

on a test basis, evidence regarding the amounts and disclosures in the financial statements.
• Obtain an understanding of internal controls relevant to the audit in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the Cherry Festival Association's internal controls. Accordingly, no such opinion is expressed.
• Evaluate the appropriateness of accounting policies used and the reasonableness of significant accounting estimates made by management, as well as evaluate the overall presentation of the financial statements.
• Conclude whether, in the auditor's judgement, there are conditions or events, considered in the aggregate, that raise substantial doubt about the Cherry Festival Association's ability to continue as a going concern for a reasonable period of time.

At the conclusion of the audit process the auditor stated, "In our opinion, based on our audit, the accompanying financial statements referred to above present fairly, in all material respects, the respective financial position of the Cherry Festival Association, as of December 31, 2023, and the results of their operations and their cash flows for the year then ended in accordance with accounting principles generally accepted in the United States of America."
Request for Sponsorships
Cherry Festival Association
On March 29, 2024, the Cherry Festival Association submitted the required Special Event Permit application (PLAN2024-034) and staff scheduled the application for Design Review Committee on April 4, 2024. Included with the application was a request for a fee waiver of the $5,000 deposit per the fee scheduled.

Additionally, the Cherry Festival Association is requesting all or a portion of the auditor's invoice in the amount of $3,605 be subsidized by the City.

Finally, as has been previously approved by Council, the Cherry Festival Association is requesting a waiver of all Police Department fees, which staff estimates to be $57,000 for the 2024 festival.

Beaumont Cherry Valley Recreation and Park District
Staff has met with BCVRPD multiple times in recent months to assist in facilitating a smooth transition from Stewart Park to Noble Creek Park for the Cherry Festival event.

Several of the conditions of approval placed on the Cherry Festival through the Special Event Permit application process include necessary changes to the park site, including an ADA ramp/walkway and additional handicap parking. The costs to the BCVRPD are estimated to be $50,000. BCVRPD staff approached City staff requesting the City's financial assistance to aid in completing two ADA projects at the park.

An additional request was received from BCVRPD to borrow several pieces of equipment necessary for the safety of the public, including barricades, traffic LED signage, temporary stop signs, A -frame sign holders, cones, and a water trailer for dust control. City estimates that amount to rent these items is approximately $6,000.

Fiscal Impact:

The sponsorship of the Cherry Festival in the amount of $100,000 is included in the current fiscal year budget. Additionally, should Council waive the Police Department fees, those expenses would be absorbed in the Department's budget. All other requests for fee waivers, sponsorships, and rentals have not been programmed in the adopted budget and would require a budget adjustment.

Recommended Action:

Approve a sponsorship of the 2024 Beaumont Cherry Festival event in the amount of $100,000 through a reimbursable agreement between the City and Beaumont Cherry Valley Recreation and Park District to reimburse the District for construction project costs associated with the 2024 Cherry Festival in a not -to -exceed amount of $100,000; and
Deny all other requests for sponsorship, reimbursement, and fee waivers.

Attachments:

A. DRAFT Financial Audit
B. Email dated April 10, 2024 from BCVRPD
C. Email attachments

CHERRY FESTIVAL ASSOCIATION

ANNUAL FINANCIAL STATEMENTS WITH REPORT OF

INDEPENDENT CERTIFIED PUBLIC ACCOUNTANT
DECEMBER 31, 2023
JLG
Jeanette L. Garcia & Associates

CERTIFIED PUBLIC ACCOUNTANT

CHERRY FESTIVAL ASSOCIATION

TABLE OF CONTENTS
DECEMBER 31, 2023
PAGE

INTRODUCTORY SECTION

TABLE OF CONTENTS

FINANCIAL SECTION

INDEPENDENT AUDITOR'S REPORT

BASIC FINANCIAL STATEMENTS
i
1 Statement of Financial Position Exhibit A 3
Statement of Activities Exhibit B 4
Statement of Cash Flows Exhibit C 5
NOTES TO FINANCIAL STATEMENTS 6

REPORT ON INTERNAL CONTROL OVER FINANCIAL

REPORTING AND ON COMPLIANCE AND OTHER MATTERS BASED

ON AN AUDIT OF FINANCIAL STATEMENTS PERFORMED IN

ACCORDANCE WITH GOVERNMENT AUDITING STANDARDS
9

i

JLG
Jeanette L. Garcia,
CPA
Member:

American
Institute of
Certified Public
Accountants
California
Society of
Certified Public
Accountants
Jeanette L. Garcia & Associates
202 East Airport Drive, Suite 160
San Bernardino, CA 92408
Phone: (909) 763-2100
Fax: (909) 763-2330
www.j1gepa.net

INDEPENDENT AUDITOR'S REPORT
To the Board of Directors,
Cherry Festival Association
Beaumont, California
Report on the Audit of the Financial Statements
Opinion
We have audited the financial statements of the Cherry Festival Association, as of and for the year ended December 31, 2023, the statement of cash flows and the related notes to the financial statements, which collectively comprise the Cherry Festival Association's basic financial statements as listed in the table of contents.

In our opinion, based on our audit, the accompanying financial statements referred to above present fairly, in all material respects, the respective fmancial position of the Cherry Festival Association, as of December 31, 2023, and the results of their operations and their cash flows for the year then ended in accordance with accounting principles generally accepted in the United States of America.

Basis for Opinion
We conducted our audit in accordance with auditing standards generally accepted in the United States of America (GAAS) and the standards applicable to financial audits contained in Government Auditing Standards, issued by the Comptroller General of the United States (Government Auditing Standards). Our responsibilities under those standards are further described in the Auditor's Responsibilities for the Audit of the Financial Statements section of our report. We are required to be independent of the Cherry Festival Association and to meet our other ethical responsibilities, in accordance with the relevant ethical requirements relating to our audit. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our audit opinion.

Responsibilities of Management for the Financial Statements Management is responsible for the preparation and fair presentation of these fmancial statements in accordance with accounting principles generally accepted in the United States of America, and for the design, implementation, and maintenance of internal control relevant to the preparation and fair presentation of financial statements that are free from material misstatement, whether due to fraud or error.

In preparing the fmancial statements, management is required to evaluate whether there are conditions or events, considered in the aggregate, that raise substantial doubt about the Cherry Festival Association's ability to continue as a going concern within one year after the date that the fmancial statements are issued or available to be issued. 1

Auditor's Responsibilities for the Audit of the Financial Statements Our objectives are to obtain reasonable assurance about whether financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor's report that includes our opinion.

Reasonable assurance is a high level of assurance but is not absolute assurance and therefore is not guarantee that and audit conducted in accordance with GAAS and Government Auditing Standards will always detect a material misstatement when it exits. The risk of not detecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal control. Misstatements are considered material if there is a substantial likelihood that, individually or in the aggregate they would influence the judgement made by a reasonable user based on the financial statements.

In performing an audit in accordance with GAAS and Government Auditing Standards, we:
• Exercise professional judgement and maintain professional skepticism throughout the audit. • Identify and assess the risks of material misstatement of the financial statements, whether due to fraud or error, and design and perform audit procedures responsive to those risks. Such procedures include examining, on a test basis, evidence regarding the amounts and disclosures in the financial statements. • Obtain an understanding of internal control relevant to the audit in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the Cherry Festival Association's internal control. Accordingly, no such opinion is expressed. • Evaluate the appropriateness of accounting policies used and the reasonableness of significant accounting estimates made by management, as well as evaluate the overall presentation of the financial statements. • Conclude whether, in our judgement, there are conditions or events, considered in the aggregate, that raise substantial doubt about the Cherry Festival Association's ability to continue as a going concern for a reasonable period of time.

We are required to communicate with those charged with governance regarding, among other matters, the planned scope of and timing of the audit, significant audit findings, and certain internal control -related matters that we identified during the audit.

Other Reporting Required by Government Auditing Standards In accordance with Government Auditing Standards, we have also issued our report dated March 21, 2024, on our consideration of the Cherry Festival Association's internal control over fmancial reporting and on our tests of its compliance with certain provisions of laws, regulations, contracts, and grant agreements and other matters. The purpose of that report is solely to describe the scope of our testing of internal control over financial reporting and compliance and the results of that testing, and not to provide an opinion on the effectiveness of the Cherry Festival Association's internal control over financial reporting or on compliance. That report is an integral part of an audit performed in accordance with Government Auditing Standards in considering Cherry Festival Association's internal control over fmancial reporting and compliance.
6244 t 4550 e 4,
San Bernardino, California
March 21, 2024
2

EXHIBIT A

CHERRY FESTIVAL ASSOCIATION

STATEMENT OF FINANCIAL POSITION
DECEMBER 31, 2023
ASSETS
Cash (Note 2)
Accounts Receivable
Total Current Assets

TOTAL ASSETS

LIABILITIES AND NET ASSETS
Liabilities
Other Liabilities
Total Liabilities
$ 562,936
562,936
$ 562,936
$

NET ASSETS
Without Donor Restrictions 562,936

TOTAL LIABILITIES AND
NET ASSETS $ 562,936
The Notes to Financial Statements are an integral part of this statement. 3

EXHIBIT B

CHERRY FESTIVAL ASSOCIATION

STATEMENT OF ACTIVITIES
FOR THE FISCAL YEAR ENDED DECEMBER 31, 2023

WITHOUT
DONOR

RESTRICTIONS

SUPPORT AND REVENUE
Program Revenue $ 581,869
Interest Income 7,703
Total Support and Revenue 589,572

EXPENSES
Accounting 7,445
Advertising 12,322
Beer Garden 20,054
Car Show 7,024
Donations/Grants 35,023
Entertainment 239,622
Gate 38,917
Grounds 64,247
Insurance 10,319
Office 9,003
Parade 4,472
Salary/Contracted Services 27,000
Sales Tax 5,793
Supplies 6,418
Other 1,371
Total Expenses 489,030
Change in Net Assets 100,542
Net Assets, January 1, 2023 462,394
Net Assets, December 31, 2023 $ 562,936
The Notes to Financial Statements are an integral part of this statement. 4

EXHIBIT C

CHERRY FESTIVAL ASSOCIATION

STATEMENT OF CASH FLOWS
FOR THE YEAR ENDED DECEMBER 31, 2023
Cash Flows from Operating Activities
Change in Net Assets
$ 92,839
Cash Flows from Investing Activities
Interest Income 7,703
Net Increase in Cash 100,542
Cash - January 1, 2023 462,394
Cash - December 31, 2023 $ 562,936
5

CHERRY FESTIVAL ASSOCIATION

NOTES TO FINANCIAL STATEMENTS
DECEMBER 31, 2023

1. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES
Cherry Festival Association is a charitable, nonprofit organization that provides community events for area residents and others. The community parade is attended by thousands of people and the Cherry Festival is attended by over 40,000 people over a four day period.

Cherry Festival Association is a not -for-profit organization exempt from federal income taxes under Section 501(c)(4) of the Internal Revenue Code. As such, it is also exempt from state income taxes, and contributions by the public are deductible for income tax purposes to the extent allowed by federal and state law.

On an ongoing basis, Cherry Festival Association is funded primarily by contributions from the general public, corporate sponsors and earnings from the festival.

CASH
Cash includes amounts on deposit in checking and savings accounts.

PUBLIC SUPPORT, REVENUE AND EXPENSES
Contributions received are recorded as without donor restrictions or with donor restrictions, depending on the existence and nature of any donor restrictions. All contributions are considered to be without donor restrictions unless specifically restricted by the donor or subject to legal restrictions.

Cherry Festival Association records contributions in the with donor restriction class of net assets if they are received with donor stipulations that limit their use through either purpose or time restrictions or both.

When donor restrictions expire — that is, when the purpose restriction is fulfilled or the time restriction expires — net assets with donor restrictions are reclassified to net assets without donor restrictions and reported in the statements of activities as net assets released from restrictions. It is Cherry Festival Association's policy to record donor -restricted contributions received and expended in the same accounting period as contributions with donor restrictions and as net assets released from restrictions. Contributions restricted to the purchase of property or equipment are considered to be met when the asset is placed in service.

Contributions are recorded when cash or unconditional promises -to -give have been received or ownership of donated assets to be used directly in the operations is transferred to Cherry Festival Association.

Other revenue is recorded when earned.

Expenses are recorded when incurred in accordance with the accrual basis of accounting.

USE OF ESTIMATES
The preparation of consolidated financial statements in conformity with generally accepted accounting principles requires management to make estimates and assumptions that affect certain reported amounts and disclosures. Accordingly, actual results could differ from those estimates. 6

CHERRY FESTIVAL ASSOCIATION

NOTES TO FINANCIAL STATEMENTS
DECEMBER 31, 2023

DONATED SERVICES
Many volunteers have contributed significant amounts of their time to activities of Cherry Festival Association. However, since those donated services neither create or enhance nonfinancial assets nor require specialized skills, the value of the contributed services is not recorded in the accompanying fmancial statements. Management has not quantified the amount or value of those donated services.

PROMISES -TO -GIVE
As of December 31, 2023, there were no unconditional promises -to -give. Therefore, no allowance for uncollectable receivables has been established.

NET ASSET CLASSIFICATIONS
Net assets, revenues, gains, and losses are classified based on the existence or absence of donor -imposed restrictions. Accordingly, the net assets of the Association and the changes therein are classified and reported as follows:
• Net Assets Without Donor Restrictions — Net assets without donor restrictions are net assets that are not subject to donor -imposed restrictions. All the Association's activities are included in this category. These assets may be designated for specific purposes by action of the Board of Directors for special programs, expenditures for plant and equipment, and/or general operating support.
• Net Assets With Donor Restrictions — Net assets with donor restriction are net assets that are subject to donor -imposed restrictions which can be fulfilled either by actions of the Association pursuant to those restrictions and/or expire with the passage of time. The Association does not have any restricted net assets at December 31, 2023.

2. DEPOSITS
Cash at December 31, 2023, consisted of the following:

Deposits:

Cash on Hand and in Banks
$ 562,936
Interest Rate Risk
Interest rate risk is the risk that changes in market interest rates will adversely affect the fair value of an investment. Generally, the longer the maturity of an investment, the greater the sensitivity of its fair value to changes in market interest rates. The Association manages its exposure to interest rate risk by maintaining their cash in federally insured interest -bearing bank accounts.

Credit Risk
Credit risk is the risk that an issuer of an investment will not fulfill its obligation to the holder of the investment. The Association does not have a formal investment policy that limits its investment choices other than the limitations of State law.

CHERRY FESTIVAL ASSOCIATION

NOTES TO FINANCIAL STATEMENTS
DECEMBER 31, 2023
Concentration of Credit Risk
Concentration of credit risk is the risk of loss attributed to the magnitude of a government's investment in a single issuer. The Association does not place limits on the amount it may invest in any one issuer. At December 31, 2023, the Association had no concentration of credit risk.

Custodial Credit Risk - Deposits
This is the risk that in the event of a bank failure, the Association's deposits may not be returned to it.

However, the Califomia Government code requires that a financial institution secure deposit made by State or local govemmental units by pledging securities in an undivided collateral pool held by a depository regulated under State law (unless so waived by the governmental unit.) The market value of the pledged securities in the collateral pool must equal at least 110% of the total amount deposited by the public agencies. California law also allows financial institutions to secure public deposits by pledging first trust deed mortgage notes having a value of 150% of the secured public deposits and letters of credit issued by the Federal Home Loan Bank of San Francisco having a value of 105% of the secured deposits.

Cash balances held in banks and in revolving funds are insured up to $250,000 by the Federal Depository Insurance Corporation (FDIC). All cash held by the fmancial institutions is fully insured or collateralized.

3. DATE THROUGH WHICH SUBSEQUENT EVENTS ARE EVALUATED
Cherry Festival Association has evaluated through March 21, 2024 whether there are any subsequent events that should be considered for inclusion in these fmancial statements. That date is when the fmancial statements are available to be issued. Subsequent to December 31, 2023, in February 2024, a Settlement Agreement and Mutual Release was made in response to a lawsuit involving an injury sustained at the Festival in a prior year. As a result of the Settlement Agreement, the Cherry Festival Association is responsible for a payment in the amount of $70,000.
8

JLG
Jeanette L. Garcia,
CPA
Member:

American
Institute of
Certified Public
Accountants
California
Society of
Certified Public
Accountants
Jeanette L. Garcia & Associates
202 East Airport Drive, Suite 160
San Bernardino, CA 92408
Phone: (909) 763-2100
Fax: (909) 763-2330
www.jigcpa.net

REPORT ON INTERNAL CONTROL OVER FINANCIAL REPORTING AND ON

COMPLIANCE AND OTHER MATTERS BASED ON AN AUDIT OF FINANCIAL

STATEMENTS PERFORMED IN ACCORDANCE WITH

GOVERNMENT AUDITING STANDARDS
Independent Auditor's Report
To the Board of Directors
Cherry Festival Association
Beaumont, California
We have audited, in accordance with auditing standards generally accepted in the United States of America and the standards applicable to financial audits contained in Government Auditing Standards, issued by the Comptroller General of the United States, the financial statements of the governmental activities of the Cherry Festival Association as of and for the year ended December 31, 2023, and the related notes to the financial statements, which collectively comprise Cherry Festival Association's basic financial statements, and have issued our report thereon dated March 21, 2024.

Internal Control Over Financial Reporting
In planning and performing our audit of the financial statements, we considered Cherry Festival Association's internal control over financial reporting (internal control) to determine the audit procedures that are appropriate in the circumstances for the purpose of expressing our opinions on the financial statements, but not for the purpose of expressing an opinion on the effectiveness of Cherry Festival Association's internal control. Accordingly, we do not express an opinion on the effectiveness of Cherry Festival Association's internal control.

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

Our consideration of internal control was for the limited purpose described in the first paragraph of this section and was not designed to identify all deficiencies in internal control that might be material weaknesses of significant deficiencies. Given these limitations, during our audit we did not identify any deficiencies in internal control that we consider to be material weaknesses.

However, material weaknesses may exist that have not been identified.

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

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

San Bernardino, California
March 21, 2024
10

JLG
Jeanette L. Garcia,
CPA
Member:

American
Institute of
Certified Public
Accountants
California
Society of
Certified Public
Accountants
Jeanette L. Garcia & Associates
March 26, 2024
Ms. Arianah Roush
Cherry Festival Association
1310 Oak Valley Parkway
Beaumont, CA 92223
202 E. Airport Drive, Suite 160
San Bernardino, CA 92408
Phone: (909) 763-2100
Fax: (909) 763-2330
www.j1gcpa.net
INVOICE # 2108
Final billing for professional services rendered in connection with the fiscal year 2023 audit, rendered through March 26, 2024:

Partner 19.00 hours @ $ 185 $ 3,515.00
Staff 1.00 hours @ $ 90 90.00
Amount Currently Due $ 3,605.00

Elizabeth Gibbs
From: Mickey Valdivia
Sent: Wednesday, April 10, 2024 11:13 AM
To: Elizabeth Gibbs
Cc: Deidre Chatigny
Subject: Fw: ADA Switchback Ramp
Attachments: ADA Meadow Switchback Ramp Exhibit.pdf
Hello Elizabeth,
Here is the final exhibit that essentially identifies the general location of the ADA switch back ramp.

On behalf of BCVRPD, we are respectfully requesting $50K from the City of Beaumont to fund these two projects in anticipation of hosting the 2024 Cherry Festival and other future large scale community events.

Thanks,
ltlickey'Valdivia
General.vtanager
Beaumont -Cherry Valley Recreation & Park District
Phone: 951-845-9555
Fax: 951-845-9557
[email protected]
From: Deidre Chatigny
Sent: Wednesday, April 10, 2024 10:10 AM
To: Mickey Valdivia ; 'Mickey & Christy Valdivia'
Subject: ADA Switchback Ramp
Hi Mickey,
Please see the attached exhibit and let me know if you need me to make any changes.

Thanks,
Deidre Chatigny
Human Resources .Administrator
Beaumont -Cherry Valley Recreation & Park District
Phone: 951-845-9555
Fax: 951-845-9557
1

[email protected]
Park
gf�
e�r!.
2

EXHIBIT 1
Existing Stall
Van Accessible Space
ADA Space
Tru ncated Domes
Va n Acc essible/ADA Signage
ADA Arr ow Signage
ADA Parking for Cherry Festival Infrastructure - May 27, 2024 at 12:00 PM

ADA SIGNAGE

PAINTED STRIPE

NO SCALE

CONCRETE WHEEL STOPS

NO SCALE

ACCESSIBLE WAYFINDING SIGNAGE

NO SCALE

1. IDENTIFICATION OF PARKING SPACES FOR OFF-STREET PARKING FACILITIES. EACH

PARKING SPACE RESERVED FOR PERSONS WITH PHYSICAL DISABILITIES SHALL BE IDEN-

TIFIED BY A REFLECTORIZED SIGN PERMANENTLY POSTED IMMEDIATELY ADJACENT TO AND VISIBLE FROM EACH STALL OR SPACE. CONSISTING OF A PROFILE VIEW OF A WHEELCHAIR WITH OCCUPANT IN WHITE ON DARK BACKGROUND. THE SIGN WILL NOT BE SMALLER THAN 70 SQ. IN. IN AREA AND, WHEN IN THE PATH OF TRAVEL, SHALL BE POSTED AT A MINIMUM HEIGHT OF 80" FROM THE BOTTOM OF THE SIGN TO THE PARKING SPACE FINISHED GRADE. SIGNS MAY ALSO BE CENTERED ON THE WALL AT THE INTERIOR END OF THE PARKING SPACE AT A MINIMUM HEIGHT OF 36" FROM THE PARKING SPACE FINISHED GRADE, GROUND, OR SIDEWALK.

2. 3.

4. 5.

PROVIDE ADDITIONAL VAN ACCESSIBLE SIGN AT VAN PARKING SPACES. 2" DIAMETER GALVANIZED POST.

USE CONCRETE FOOTING WHERE NECESSARY.

PARKING SPACE IDENTIFICATION SIGNS SHALL INCLUDE THE INTERNATIONAL SYMBOL OF ACCESSIBILITY COMPLYING WITH SECTION 11B-703.7.2.1 IN WHITE ON A BLUE BACKGROUND. SIGNS IDENTIFYING VAN PARKING SPACES SHALL CONTAIN ADDITIONAL LANGUAGE OR AN ADDITIONAL SIGN WITH THE DESIGNATION "VAN ACCESSIBLE".

SIGNS SHALL BE 60 INCHES MINIMUM ABOVE THE FINISH FLOOR OR GROUND SURFACE MEASURED TO THE BOTTOM OF THE SIGN.

EXCEPTION: SIGNS LOCATED WITHIN A CIRCULATION PATH SHALL BE A MINIMUM OF 80 INCHES ABOVE THE FINISH FLOOR OR GROUND SURFACE MEASURED TO THE BOT- TOM OF THE SIGN.

6. ADDITIONAL LANGUAGE OR AN ADDITIONAL SIGN BELOW THE INTERNATIONAL SYM- BOL OF ACCESSIBILITY SHALL STATE "MINIMUM FINE $250".

7. A PARKING SPACE IDENTIFICATION SIGN SHALL BE VISIBLE FROM EACH PARKING SPACE.

SIGNS SHALL BE PERMANENTLY POSTED EITHER IMMEDIATELY ADJACENT TO THE

PARKING SPACE OR WITHIN THE PROJECTED PARKING SPACE WIDTH AT THE HEAD END OF THE PARKING SPACE.

CONSTRUCTION NOTES:

1. INSTALL CONCRETE WHEEL STOP PER DETAIL ON EXHIBIT 2.

2. INSTALL TRUNCATED DOMES AS SHOWN PER DETAIL ON EXHIBIT 2.

3. INSTALL ACCESSIBLE PARKING SIGNS PER DETAIL ON EXHIBIT 2.

4. BLUE PAINT ACCESSIBLE PARKING LEGEND PER DETAIL ON EXHIBIT 2.

5. BLUE STRIPE PATH OF TRAVEL PER PAINTED STRIPE DETAIL ON EXHIBIT 2.

6. INSTALL ACCESSIBLE WAYFINDING SIGN PER DETAIL ON EXHIBIT 2. SEE EXHIBIT 1 FOR LOCATION & DIRECTION ARROW OF SIGNS.

7. WHITE PAINT 12" TALL PARKING SPACE IDENTIFICATION LETTERS PER DETAIL ON EXHIBIT 2. SEE EXHIBIT 1 FOR SPECIFIC TYPE OF PARKING SPACE AND APPLY ACCORD- INGLY.

NOBLE CREEK REGIONAL PARK

ADA PARKING STALL DETAIL
APRIL 9, 2024
"NO PARKING" SHALL BE PAINTED IN WHITE LETTERS A MINIMUM OF 12 INCHES IN HEIGHT AND LOCATED TO BE VISIBLE FROM THE ADJA- CENT VEHICULAR WAY.
4" WIDE PAINTED BLUE LINE
WHITE 12" LETTERS

HANDICAP PARKING STALL STRIPING

NO SCALE

THE PARKING SPACE SHALL BE OUTLINED IN BLUE OR PAINTED BLUE AND

SHALL BE MARKED WITH AN INTERNATIONAL SYMBOL OF ACCESSIBILITY COMPLYING WITH SECTION 11B-703.7.2.1 A MINIMUM 36 INCHES WIDE BY 36 INCHES HIGH IN WHITE OR A SUITABLE CONTRASTING COLOR. THE

CENTERLINE OF THE INTERNATIONAL SYMBOL OF ACCESSIBILITY SHALL BE A MAXIMUM OF 6 INCHES FROM THE CENTERLINE OF THE PARKING

SPACE AND ITS LOWER CORNER AT, OR LOWER SIDE ALIGNED WITH, THE END OF THE PARKING SPACE.

THE COLOR BLUE SHALL APPROXIMATE FS 15090 IN FEDERAL STANDARD 595C. A BORDER MAY BE PROVIDED INSIDE OR OUTSIDE OF THE MINI- MUM REQUIRED INTERNATIONAL SYMBOL OF ACCESSIBILITY DIMENSION.

NOTE:
71/

1. LOCATE SYMBOL AT CENTER OF THE STALL WHERE SHOWN ON
PLAN.

PROVIDE TWO (2) COATS OF BLUE TRAFFIC PAINT.

A CURB OR WHEEL STOP SHALL BE PROVIDED IF REQUIRED TO PRE-

VENT ENCROACHMENT OF VEHICLES OVER THE REQUIRED CLEAR
WIDTH OF ADJACENT ACCESSIBLE ROUTES.
i1/41
NOTE:

Z_

PAINTED END OF STALL
0 0
i
5' - 0"

TRUNCATED DOME DETAIL

NO SCALE
i

1. DETECTABLE WARNING SHALL BE CONTRASTING COLOR WITH
ADJACENT SURFACE. MATERIAL SHALL BE AN INTEGRAL PART
OF THE WALKING SURFACE.

2. TRUNCATED DOMES TO BE "LIQUID PLASTIC" PRODUCTS AND
INSTALLED BY LICENSED INSTALLER.

3. DETECTABLE WARNINGS SHALL CONSIST OF RAISED TRUNCAT- ED DOMES WITH A DIAMETER OF NOMINAL 0.9 IN., A HEIGHT
OF NOMINAL 0.2 IN., AND A CENTER -TO -CENTER SPACING OF NOMINAL 2.35 IN.

4. IF A WALK CROSSES OR ADJOINS A VEHICULAR WAY, AND THE

WALKING SURFACES ARE NOT SEPARATED BY CURBS, RAILINGS,

OR OTHER ELEMENTS BETWEEN THE PEDESTRIAN AND VEHICU-

LAR AREAS, THE BOUNDARY SHALL BE DEFINED BY A CONTINU-
OUS DETECTABLE WARNING WHICH IS 36 IN. WIDE, COMPLY-
ING WITH 4.29.2.

2.4"
INSTALL ACCESSIBLE WAYFINDING SIGN PER DETAIL BELOW. SEE EXHIBIT 1 FOR LOCATION & DIRECTION ARROW OF SIGN.

NOTE:

1. 12" SQUARE REFLECTIVE ALUMINUM SIGN WITH WHITE INTERNATIONAL SYMBOL OF ACCESSIBILITY ON BLUE BACKGROUND.

2. DIRECTIONAL ARROW POINTING TO ACCESSIBLE ROUTE AS REQUIRED BY SITE LOCATION.

ACCESSIBLE PARKING SIGNAGE

NO SCALE

APPROVED

STEEL POST
WITH

GALVANIZED

HARDWARE
FOR SIGNS.

LEFT RIGHT
IDENTIFICATION OF PARKING SPACES FOR OFF-STREET PARKING FACILITIES. EACH PARKING SPACE RE-

SERVED FOR PERSONS WITH PHYSICAL DISABILITIES SHALL BE IDENTIFIED BY A REFLECTORIZED SIGN PER-

MANENTLY POSTED IMMEDIATELY ADJACENT TO AND VISIBLE FROM EACH STALL OR SPACE, CONSISTING OF A PROFILE VIEW OF A WHEELCHAIR WITH OCCUPANT IN WHITE ON DARK BACKGROUND. THE SIGN WILL NOT BE SMALLER THAN 70 SQ. IN. IN AREA AND, WHEN IN THE PATH OF TRAVEL, SHALL BE POSTED AT A MINIMUM HEIGHT OF 80" FROM THE BOTTOM OF THE SIGN TO THE PARKING SPACE FINISHED GRADE.

SIGNS MAY ALSO BE CENTERED ON THE WALL AT THE INTERIOR END OF THE PARKING SPACE AT A MINI- MUM HEIGHT OF 36" FROM THE PARKING SPACE FINISHED GRADE, GROUND, OR SIDEWALK.

PROVIDE ADDITIONAL VAN ACCESSIBLE SIGN AT VAN PARKING SPACES. 2" DIAMETER GALVANIZED POSTS.
12" X 24" SIGNS.

PARKING
ONLY

MINIMUM
FINE .$250

PARKING
1 ONLY
VAN

ACCESSIBLE

MINIMUM
FINE6$250

PARKING
ONLY
I IMO
FIN $250
P ‘•A
ONLY
VAN

ACCESSIBLE

MINIMUM
FIN 3250
2" DIAMETER

GALVANIZED
POST -

FINISHED SURFAC
5 CONCRETE

FOOTING
WHERE

NECESSARY
EXHIBIT 2

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Meadow
o
ADA Switchback Ramp
30'-40' Gate Opening
Field 7
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Field 3
0 O
0 Field 2

Meadow
Beaumont Hockey.Rink .

ADA Switchback Ramp
30'-40' Gate Opening
Field 3
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ark
Ba•sebal

BAUME ONTA -c A L I F O R N I
Staff Report
TO: City Council
FROM: Christina Taylor, Deputy City Manager
DATE April 16, 2024
SUBJECT: Sundance South Homeowners Association Special Event Fee Waiver Request
Description Consideration of a fee waiver request from Sundance South Homeowners Association for Special Event application PLAN2024-0032.

Background and Analysis:

On March 27, 2024, staff received a special event application for the "Sundance Summer Event" to be held on May 25, 2024, from 11 am — 2pm at Mountain View Park.

On March 29, 2024, staff received a fee waiver request for the event from Sundance South HOA. The fee waiver request is included as Attachment B to this report.

At the November 7, 2023, Council meeting, a Special Event Permit Application Fee Waiver Policy was adopted. The policy outlined the purpose and eligibility requirements for receiving a fee waiver including:

Purpose
"...establish parameters for waiving the Special Event Permit Application deposit for community -wide events, homeowner associations or community associations events and other activities or events which provide a direct benefit to the public." Eligible Applicants
Intergovernmental Cooperation
Non -Profit Organization
Entity whose event positively meets the consideration criteria Official City of Beaumont Sponsored or Co -Sponsored event Evaluation Criteria
Whether the event is a benefit to the community.

Whether the event creates positive publicity for the city.

The city's cost of providing services for/to the event.

Whether there are revenues that can be used to offset the impact of a fee waiver on the general fund.

Whether the event promotes education, public health, public welfare or public safety.

Ineligible Events
Organizations based outside City of Beaumont (unless the demonstrated benefits are primarily to the residents of Beaumont)
Events or activities that are not open to the public
Events that are political in nature or by individuals seeking political office or elected officials for the purpose of an election campaign
Religious organizations seeking space or facilities for religious services Corporate events
Family or social gatherings
Events that provide no community benefit
Trainings that charge for participation
Events which charge a fee for entry
Projects or organizations who have failed to fulfill their obligations during previous events or activities or failed to comply with conditions of approval resulting in an impact to public health or safety
Events scheduled that would conflict with already planned City of Beaumont community events
As mentioned above, staff received a request for a special event application permit fee waiver from the Sundance South HOA for the "Sundance Summer Event". The letter cites compliance with the fee waiver policy in that the HOA is a non-profit organization and the event is providing a benefit to residents of Beaumont who reside in the Sundance South neighborhood. Upon review of the special event application, staff identified the event is not open to the general public and therefore would not be in compliance with the City's policy.

On December 16, 2023, Sundance South HOA held a Winter Event at Mountain View Park. After this event, substantial wear was observed at the park along with debris remains (Attachment F). Community Services staff had to perform maintenance and repair at the park to return it to pre -event conditions as well as haul off remaining bales of hay and other debris.

Staff understands the impact a deposit requirement can have on a non-profit organization's budget. However, due to the nature of the event and the potential impacts to city facilities, staff believes it is prudent to require a deposit for this event.

Any funds not used for project review or site remediation post event would be returned to the HOA.

Fiscal Impact:

The cost to prepare this staff report is approximately $250.

Recommended Action:

Deny the Sundance South HOA fee waiver request.

Attachments:

A. Special Event Fee Waiver Policy
B. "Sundance Summer Event" Narrative
C. Sundance South HOA Fee Waiver Request
D. Sundance South HOA Special Event Application
E. Pictures of remaining debris from Sundance South HOA winter event

Purpose
Special Event Permit Application
Fee Waiver Policy

BEAUMONT

C A L I F O R N I A
The purpose of the fee waiver policy is to establish fiscally responsible guidelines to equitably evaluate and consider fee waiver requests for one-time events through the Special Event Permit Application process. These guidelines establish parameters for waiving the Special Event Permit Application deposit for community -wide events, homeowner associations or community associations events and other activities or events which provide a direct benefit to the public.

For purposes of this policy, the term "fee waiver" is the granting of a reduction or dismissal of the deposit required for filing and processing the Special Event Permit Application.

Special Event
A special event is any temporary event, as further described herein, not exceeding thirty days whether indoors or outdoors, or on improved or unimproved public or private property. It also refers to any event or activity that may result in the closure of any public streets, or any activities which may temporarily require the installation of materials or devices using building, electrical, mechanical, plumbing, flammable or similar materials. Special events may include, but are not limited to, short-term events such as any show, circus, concert, festival, carnival, dance open to the public, exhibition, walk-a-thon, marathon run, cycling event, pumpkin patch, outdoor sales and other event as identified in Beaumont Municipal Code Chapter 9.03 Regulation of Special Events.

Eligible Applicants
Fees may be waived when such action is determined by the City of Beaumont to serve a public purpose and be in the best interest of the City, its residents, and the service applicant. Eligible organizations include the following:

11.7.23 CC

Intergovernmental Cooperation
Non -Profit Organization
Entity whose event positively meets the consideration criteria Official City of Beaumont Sponsored or Co -Sponsored event (Per Approved Sponsorship)
Evaluation Criteria
The city will consider the following when reviewing a special event fee waiver request:

1. Whether the event is a benefit to the community.

2. Whether the event creates positive publicity for the city.

3. The city's cost of providing services for/to the event.

4. Whether there are revenues that can be used to offset the impact of a fee waiver on the general fund.

5. Whether the event promotes education, public health, public welfare or public safety.

Eligible and Ineligible Fees and Events
Eligible:

1. Special Event Permit Application deposit

2. Banner Permit or other temporary, event related signage permit fee Organizations can receive up to four Special Event Permit Application fee waivers within a 12- month period.

Ineligible Costs or Fees:

1. Staffing or labor costs (i.e. overtime for staff working outside of normal operations), security costs, utility reimbursement costs, deposits for

11.7.23 CC

Ir
damages to facilities, refuse removal cost, custodial costs, maintenance costs, and any other applicable costs

2. Insurance or other fees as required by the City and/or ordinance

3. Any fees, permits or other items required by outside agencies

4. City of Beaumont business license fees unless otherwise specified in the Beaumont Municipal Code
Ineligible Events:

1. Organizations based outside City of Beaumont (unless the demonstrated benefits are primarily to the residents of Beaumont)

2. Events or activities that are not open to the public

3. Events that are political in nature or by individuals seeking political office or elected officials for the purpose of an election campaign

4. Religious organizations seeking space or facilities for religious services

5. Corporate events

6. Family or social gatherings

7. Events that provide no community benefit

8. Trainings that charge for participation

9. Events which charge a fee for entry

10.Projects or organizations who have failed to fulfill their obligations during previous events or activities or failed to comply with conditions of approval resulting in an impact to public health or safety

11.Events scheduled that would conflict with already planned City of Beaumont community events (e.g., Freedom Festival, Blizzard Bash, etc...) Policy and Procedures
The Community Development Department recognizes the value of working with and supporting organizations to provide services and programs that benefit the Beaumont community. Charging fees is a standard practice when individuals, private groups, government or non-profit groups wish to process requests to hold events. Fees charged for applications help cover the cost of providing such

11.7.23 CC