Beaumont City Council
August 19, 2025

o Estimated costs and phasing plan with prioritization of specific traffic corridors.
o Recommended next steps for design and installation.

Feasibility Study Results:

The City owns and operates 25 traffic signals, eight of which are along Highland Springs Avenue and are operated through a cost -sharing agreement with the City of Banning.

Additionally, there are seven Caltrans traffic signals located in the City, and three County traffic signals. The following map shows all the traffic signals in the City:

LEGEND
Traffic Signal • Beaumont City
CD Traffic Signal • Beaumontnianning City
• Traffic signal - Ca Vans
• Traffic Signal - Riverside County

OAK VALLEY P

FOURTH ST
Figure 1- Beaumont Traffic Signals
VVESTWAap AyE
DE AVE

SECOND ST

The assessment of existing equipment showed that the City's traffic signals operated primarily on traffic loops and traffic signal controllers set on specific timing plans. This type of operation does not provide the efficiency that newer smart technologies can provide. The existing traffic signals also lack communication equipment for communicating with other traffic signals.

Various technologies were recommended in the feasibility study to improve signal operations, including:
• Updated signal controllers.
• A central management system with cloud -based access to remotely monitor and control the traffic signals throughout the city.
• Al detection equipment using advanced cameras to detect traffic and provide intersection control in real time.

A phasing plan is provided for implementing all recommended smart technology upgrades throughout the City. The phasing plan prioritizes the most congested corridors and provides equipment and cost estimates for implementing the proposed upgrades along those corridors. The following is the proposed phasing and respective cost (the itemized cost estimates can be found in the Study provided in Attachment A):
• Phase 1 Signals along Highland Avenue ($683,250).
• Phase 2 Signals along Beaumont Avenue, First Street, Second Street, and Sixth Street ($1,018,500).
• Phase 3 Signals along Oak Valley Parkway and Fourth Street ($382,500).

The Study outlines the next steps that the City needs to take to move forward with the recommended implementation plan. This includes the procurement of a professional consultant to provide detailed standardized equipment and design plans, as well as construction support for the installation of the proposed smart technology. The City can then advertise construction bids for installation and implementation of the proposed equipment.

Staff recommends moving forward with the final design for all phases as well as a construction award for Phase 1, utilizing the $2M budget from CIP R26-05 Smart Technology Traffic Signal Upgrades.

Fiscal Impact:

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

Future implementation of the Study will be paid from CIP R26-05 Smart Technology Traffic Signal Upgrades. A future item will be brought to City Council for design award and construction award.

The following table is a summary of the funding and budget for the feasibility project CIP R25-08 Smart Technology Feasibility Study:

CIP R25-08 Smart Technology Feasibility Study Project Funding Summary Estimated Project Cost= $300,000
DIF - TS, $300,000 ,
i nn%
CIP R25-08 Smart Technology Feasibility Study Project Budget Summary Project
Component
Project Management
Budget
Encumbered
Paid to
Date
Remaining
Budget
Preliminary Services
$300,000 $(74,620) $(72,670)
$225,380
Environmental
Design
Permits
Right -of -Way
Construction
Construction Management
Equipment
$300,000
$(74,620)
$(72,670)

Recommended Action:

Direct City staff to move forward with the design of all phases and implementation of Phase 1 in agreement with the Smart Technology at Traffic Signals Feasibility Study.

Attachments:

A. 2025 Smart Technology at Traffic Signals Feasibility Study B. Presentation

SMART TECHNOLOGY

AT TRAFFIC SIGNALS

FEASIBILITY STUDY
July 2025 Final Report

BEAUMONT
I F fl R N I R -

BEAUMONT

CALIFORNIA
Executive Summary
The City of Beaumont, located in Riverside County, California, is a rapidly growing community with a population surpassing 55,000 residents. Strategically positioned along the I-10 corridor and serving as a gateway between the Inland Empire and the Coachella Valley, Beaumont has experienced significant residential and commercial development over the past decade. This growth has increased vehicular volumes across the city's arterial roadways and intersections, placing added demand on the existing traffic signal infrastructure.

Beaumont's existing traffic signal infrastructure is a mix of aging equipment and limited connectivity that restricts efficient traffic flow and real-time management. As travel demand increases across key corridors, signal -related congestion, safety concerns, and inconsistent signal operations threaten mobility, air quality, emergency response times and overall quality of life.

To address these challenges proactively, the City has developed this Smart Technology at Traffic Signals Feasibility Study ("Study") as a strategic roadmap to modernize, expand, and optimize its traffic signal system.

The Study will guide the City's future investment and implementation in traffic signal communications systems and smart traffic signal technology. The Study is critical to ensure the City's current and future transportation system needs and objectives are realized. Most importantly, implementation of the Study recommendations will promote the City's vision of sustainability, economic vitality, and high quality of life — through the significant benefits of traffic systems technology and improved traffic management and operations.

Purpose and Objectives
The purpose of the Study is to provide a framework for planning, prioritization, and investment in traffic signal system upgrades. This study identifies current deficiencies, projects future needs, and outlines strategies to enhance system performance, inter -agency coordination, and technology integration across the city.

The Study addresses the following objectives:
• Modernize Infrastructure - Replace outdated signal hardware and implement adaptive signal technologies to support dynamic traffic management. • Expand Connectivity and Communication - Deploy a fiber-optic and/or wireless communications backbone to enable centralized signal control and future smart signal technology.
• Improve Traffic Flow and Safety - Enhance intersection performance and reduce delays and collisions through AI -based adaptive traffic signal control strategies. • Promote Sustainable and Multimodal Mobility - Accommodate pedestrians, cyclists, and transit users with signal improvements that support complete streets principles. • Support Growth and Economic Development - Align signal system improvements with planned land use, development patterns, and regional transportation strategies. • Ensure System Resilience and Maintainability - Improve capability and practices for asset management, operations, and maintenance.

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Existing Systems and Operations
The Study presents a detailed summary of the existing systems and operations of the City's traffic signal system. Information was collected through review of as -built plans, signal timing plans, and extensive field reviews. Multiple needs for improvements are identified either at an intersection or system -wide level. Critical needs include:
• The City of Beaumont currently operates 35 traffic signals, of which approximately half are controlled by legacy, obsolete hardware and software that is no longer supported by the manufacturer.
• The City's communications system is characterized by partial or inconsistent connectivity between signalized intersections, resulting in a fragmented network with no centralized control
• The City lacks tools, such as a Central Management System (CMS), to monitor and control its traffic signals.

Smart Traffic Signal Technology Evaluation
The Study evaluates modern traffic signal system elements including ATC controllers, ATC cabinets, video detection, Central Management Systems, and AI/Adaptive Signal Control Technologies. The Study considers the suitability of four leading AI/ASCT smart signal technologies for use in the City of Beaumont. AI/ASCT systems can offer the following features and benefits:
• Adaptive signal timing/automated traffic signal plan generation • Edge computing and machine learning for automated operations • Vehicle detection and classification, bicycle, and pedestrian detection • System performance measures
• System health monitoring and alerts
The AI/ASCT systems are analyzed for their ability to provide the desired features. Consideration is given to automation, cost, ease of operability, vendor support, scalability, compatibility with existing infrastructure, and long-term operational sustainability.

Traffic Signal Communications System
This Study outlines a staged approach to upgrade the City's traffic signal communications network considering existing infrastructure, modern technology, installation costs, and ease of deployment. Establishing a reliable and robust communications system is foundational for implementing smart traffic signal technologies citywide. The strategy includes:
• Rapidly establish modern IP based connectivity to all signalized intersections through a combination of cellular wireless, point-to-point wireless, and Ethernet over twisted pair copper technology.
• Utilize existing underground infrastructure where available to implement fiber optic communication cable and technology.
• Migrate to the traffic signal communication system to a fully integrated fiber optic -based network.

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This approach implements a high-speed communication network, leveraging existing infrastructure, and ultimately building a fiber-optic network that will ensure future -proof capacity to support advanced smart technologies.

Smart Technology and Deployment Recommendations
To advance toward a fully integrated smart traffic signal system, the Study recommends the following phased implementation strategy:
• Phase 1 (Year One) — Prioritize Highland Springs Ave. • Phase 2 (Year Two) — Prioritize Beaumont Ave, First St, Second St, and Sixth St. • Phase 3 (Year Three) — Prioritize Oak Valley Pkwy and Fourth St.

Phases 1 through 3 each include in the respective priority corridors:
• Upgrade traffic signals with modern controllers and Al detection. • Implement high speed Ethernet communications systems. • Deploy a central traffic management software platform with real-time monitoring and control and performance reporting capabilities.
• Implement AI -based adaptive signal control on priority corridors.

Phases 4 and 5 graduate to advanced field element technology for subsystems such as battery back-up systems, emergency vehicle preemption systems, and fiber optic communication systems.
• Phase 4 (Year Four) — All locations Citywide. Prioritize upgrading and implementing field element subsystems including BBS, APS, EVPE, and CCTV.
• Phase 5 (Year Five +) — All locations Citywide. Replace hybrid media network with standardized fiber optic network and upgrade traffic signal cabinets.

The improvements designated for each of the three corridor phases are organized to provide the greatest mobility benefits as quickly as possible. The priority corridor approach targets high -traffic areas first to yield immediate and measurable benefits. It's important to note that system design documents are required prior to procuring contractors and/ or equipment vendors. System design development for phase one is expected to take approximately three months and Caltrans permitting is expected to take approximately six months.

The Study includes rough order -of -magnitude cost estimates by phase for system elements such as controller upgrades, communication systems, and Al detection. A summary of the implementation phases, costs, and total cost for all technology recommendations is shown on the following table. The full implementation phasing plan map is shown on page v.

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Phase
Year
Location
Cost
1 1
Highland Springs Ave
$683,250
2 2
Beaumont Ave, First St, Second St, Sixth St
$1,018,500
3 3
Oak Valley Pkwy and Fourth St
$382,500
4 4
Citywide
$1,613,750
5 5 +
Citywide
$5,586,250
Total
$9,284,250
By investing in smart traffic signal technologies and a robust communications infrastructure, the City of Beaumont will position itself to meet growing mobility demands, improve traffic flow, and enhance the overall safety and efficiency of its transportation network. This study provides a strategic foundation for incremental modernization and integration of advanced traffic signals systems to create a state-of-the-art transportation system for the City of Beaumont.

Smart Technology at Traffic Signals Feasibility Study, Executive Summary I iv

LEGEND
0 Traffic Signal - Beaumont City
[ Traffic Signal - Beaumont/Banning City
• Traffic Signal - Caltra ns
• Traffic Signal - Riverside County
Fiber in Existing Conduit
Fiber in New Conduit
j City Hall
Freeways
Major Roads
Minor Roads
31 I_.,..i_.._iidr_--
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Implementation Phase
Phase 1
Phase 2
Phase 3
Phase 4 & 5 All Traffic Signals
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Phase 1: Highland Springs Ave
Year
Item #
1 2
3 4
5 6
7 B
Phase
Item #
1 2
3 4
5 6
7 Description
Int. ID#
1 2070LXControllerwJOMVI
21,23
Swap 2070E CPU wi 1C ATC CPU IN/ OMN 126,27,28,29,30,35 Cellular Radios
23,26
Ethernet -Ober -Copper VDSL Modem
Corridor wide
Cloud -Based MyGitySoftware Suite
City Hall
CMU Upgrades
Corridor wide

AV ASCT
Corridor wide
lv1OE
Corridor wide
Year
2: Beaumont Ave, First St, Second St, & Sixth St
Description
Int. ID#
2 2070LXControllerw/OMNI
4,14,15,16,18,19.20,34
5,17
Swap 2070E CPU w11 C ATC CPU wi OMNI
Cellular Radios
4,5,14,15,34
Ethernet -Over -Copper VDSL Modern
15,16,17,18,19,20,22
City Hall
Cloud -Based MyCitySoftware Suite
CMU Upgrades
Corridor wide

AY ASCT
Corridor wide
8 9
MOE
Corridor wide
Layer 2 Network Switch
4,5,14,34
Phase 3: Oak Valley Pkwy & Fourth St
Year
Item #
1 2
3 5
6 7
8 9
Description
Int. ID#
2070LX Controller w/ OMVI
6,8
Swap 2070E CPU w11CATC CPU wIOMNI
9,10,31
Cellular Radios
6,7,8,10
Cloud -Based MyCitySoftware Suite
City Hall
CMU Upgrades
Corridor wide

AJ/ ASCT
Corridor wide
MOE
Corridor wide
Layer 2 Network Switch
6,7,8,910,31
Phase 4: All Traffic Signals
Year
Item #
10 11
12 13
Description
Int. ID#
4 APS Pushbuttons City Wide except 4
BBS Upgrades
City Wide except
9,10,17,20,28,29,31,34,35
COW
City Wide except 16,17
EWE Upgrades
City Wide except
9,10,27,28,29,30,31 ,35
Phase 5: All Traffic Signals
Year
Item #
14 15
Description
Int. ID#
5+
Fiber Optic Improvements
City Wide
City Wide
352i ATC Cabinet Upgrades
Implementation Phasing by Improvements and Locations

TABLE OF CONTENTS
Introduction 1

1.1 Purpose and Objectives 1

1.2 Study Organization 2
2 Existing Systems and Operations 3

2.1 Traffic Signals Jurisdiction, Operations and Maintenance 3

2.2 Copper Wire Analog Network 3

2.3 Wireless Radios 4

2.4 Field Elements 5

2.5 Central Management System 10

2.6 City Street and Traffic Signal Operations 11

2.7 Roadway Safety 16
3 Smart Traffic Signal System Technology Evaluation 19

3.1 Controllers 19

3.2 Cabinets 20

3.3 Detection 20

3.4 Adaptive Signal Control Technology 21

3.5 Central Management System 23

3.6 Al Detection and Decentralized ASCT Objectives and Suitability Factors 23

3.7 Recommendations and Comparison Summary 29
4 Traffic Signal Communications System 31

4.1 Stage 1, Rapid IP Network Deployment 31

4.2 Stage 2, Replace Copper Cable with Fiber Optic Cable 32

4.3 Stage 3, Fiber Optic Build -Out 33
5 Smart Technology and Deployment Recommendations 37

5.1 Smart Technology Recommendations 37

5.2 Implementation Phasing Plan 43

5.3 Design Guidelines and Special Provisions 49

5.4 Delivery Methods 49
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LIST OF FIGURES
Figure 2-1: Roadway Classifications and Traffic Signals Map 11 Figure 2-2: Traffic Signal System Existing Conditions Topology Map 12 Figure 2-3: Traffic Signal System Existing Conditions Network Architecture 13 Figure 3-1: Example of ATC 2070LX Controller 19
Figure 3-2: Example of 352i ATC Cabinet 20
Figure 3-3: Example of Al Detection System 20
Figure 4-1: Near Term Improvements Stage 1 34
Figure 4-2: Near Term Improvements Stage 2 35
Figure 4-3: Ultimate Build Improvements 36
Figure 5-1: Implementation Phasing by Location Map 44
Figure 5-2:Implementation Phasing by Improvements and Locations 48

LIST OF TABLES
Table 2-1: Copper Wire Interconnect Locations 4
Table 2-2: Wireless Radio Locations 4
Table 2-3: Video Detection Locations 6
Table 2-4: Camera Locations 7
Table 2-5: Ethernet -Compatible EVPE Locations 7
Table 2-6: BBS Locations 8
Table 2-7: GPS Time Source Locations 10
Table 2-8: Traffic Signal Coordination Status 14
Table 2-9: City of Beaumont OTS Crash Rankings (2019-2022) 16 Table 3-1: Al Integrated Detection System Common Features 21 Table 3-2: Adaptive Signal Control Technology Common Features 22 Table 3-3: Automation Summary 24
Table 3-4: Cost Summary 25
Table 3-5: Vendor Support Summary 26
Table 3-6: Return on Investment Information 26
Table 3-7: Compatibility Summary 27
Table 3-8: Userbase Summary 28
Table 3-9: System Longevity Summary 28
Table 3-10: Scalability and Flexibility Summary 29
Table 3-11: AI/ ASCT System Vendor Summary 30
Table 5-1 Implementation Phase 1 Improvements and Costs 45 Table 5-2 Implementation Phase 2 Improvements and Costs 45 Table 5-3 Implementation Phase 3 Improvements and Costs 46 Table 5-4 Implementation Phase 4 Improvements and Costs 46 Table 5-5 Implementation Phase 5 Improvements and Costs 47 Table 5-6 Implementation Summary and Costs 47
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LIST OF APPENDICES
Appendix A Traffic Signal Equipment Inventory
Appendix B Beaumont 2019-2022 California Office of Traffic Study (OTS) Crash Ranking

LIST OF ACRONYMS
ADA Americans with Disabilities Act
Al Artificial intelligence
ALPR Automatic License Plate Reader
APS Accessible Pedestrian Signal
ASCT Adaptive Signal Control Technology
ATC Advanced Traffic Controller
BBS Battery Backup System
CCTV Closed Circuit Television
CMS Central Management Systems
CMU Conflict Monitor Unit
EVPE Emergency Vehicle Preemption
GIS Geographic Information System
GPS Global Positioning Systems
IP Internet Protocol
ITS Intelligent Transportation Systems
NTCIP National Transportation Communications for ITS Protocol OTS Office of Traffic Safety
P2P Peer -to -Peer
PVC Polyvinyl Chloride
RMC Rigid Metallic Conduit
SIC Signal Interconnect Cable
TEES Transportation Electrical Equipment Specifications TOD Time -of -Day
VDSL Very -high -bit -rate Digital Subscriber Line
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1 Introduction
The City of Beaumont Smart Technology at Traffic Signals Feasibility Study establishes the need, options, and solutions for implementing smart technology to improve traffic flow at signalized intersections throughout the City. The Feasibility Study serves as a guide to City staff and management with specificity on the technological options, the best options to invest in and why, costs to implement in phases over a six -to -10 -year period, and priorities in terms of technologies, streets, and intersections. Implementation of the study recommendations will provide a state-of- the-art traffic signal operation and management system that improves service to the Beaumont community and traveling public through increased traffic signal efficiency and safety.

1.1 Purpose and Objectives
The City of Beaumont is making significant capital investments in transportation infrastructure improvements that align with the City's strategy for responsible growth with economic development opportunities and improved services and quality of life for the community. The projects are varied and include interchanges, grade separations, roadway widenings and extensions, police and fire stations, and traffic signal projects.

This initiative to study the feasibility of smart technology at traffic signals complements the "concrete and steel" transportation system capacity improvements. As the City grows and traffic increases, it becomes more critical to manage the transportation system with smart technology to keep traffic moving safely and efficiently. This is especially critical on the City's surface streets and network of 35 traffic signals, which control access for all transportation modes including motor vehicles, pedestrians, bicyclists, transit, and emergency vehicles.

Inefficient traffic signal operations can have a significant impact on all road users. These impacts include:
• Increased travel time and congestion due to unnecessary stops and delays. • Higher fuel consumption and emissions due to frequent stops and starts, and longer vehicle idling times.
• Increased economic costs including longer commute times for individuals and transit as well as lost productivity for businesses.
• Safety concerns are due to the risks of increased collisions due to poorly timed signals and driver frustration.
• Reduced overall system efficiency and capacity due to inefficient use of the roadway network.

Smart traffic signal technology will enable the City to improve traffic flow by implementing advanced equipment and operation with the capability to monitor traffic signal system health and performance through information and analytics. The applications will provide the ability for an operator to manage the system remotely and/or utilize system automation.

This study will be used as a guide to move the City from an "ad -hoc" approach to implementing traffic signal system technology to a planned approach that will achieve system wide uniformity in both systems and operation.

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The approach for the Smart Technology at Traffic Signals Feasibility Study is based on building what we refer to as the traffic signal systems "pyramid." The pyramid structure is based on lower layers that are built to provide reliable support for the upper layers.

As illustrated in the graphic, traffic detection, signal control, and the communications system provide the solid foundation upon which management, monitoring and measurement systems are stacked up to form a solid and integrated structure. The pyramid is an effective model to explain traffic signal operations because a deficiency in a lower layer will cause problems through to the top.

That means a detection issue can compromise the ability to control and manage the system resulting in monitoring measurements that reflect poor signal operations.

The objectives of this study to achieve the goal and benefits of a smart technology at traffic signal technology include:
• Identify which streets and intersections could benefit the most from smart technology. • Identify streets and intersections that could benefit from coordinated signal timing to improve traffic flow.
• Identify and provide recommendations on which types of remote signal control technology, vehicle detection devices, or timing devices could benefit the City. • Identify and provide recommendations on the best options for remote communication (cellular, radio, etc.).
• Identify and provide recommendations on the types of hardware and software that would be needed including emerging Al technology.
• Summarize options and provide recommendations.
• Provide thorough cost estimates.

1.2 Study Organization
This study is organized into five main sections, which are described below:

1. Introduction — Current section that describes the purpose and objectives of the study.

2. Existing Systems and Operations — documents the existing traffic signal infrastructure and identifies needs and deficiencies within the existing system. City traffic signal and roadway safety operations are also assessed.

3. Smart Traffic Signal Technology Evaluation — Presents traffic signal systems technology, both basic and advanced technologies, and evaluates applicability for Beaumont. This section includes market research and comparison of vendor specific products for integrated Al detection/ ASCT systems.

4. Traffic Signal Communication System — Discusses the approach to improve the City's traffic signal communication system that is a core layer in the build of a smart traffic signal system. A three -stage communication system buildout is included.

5. Smart Technology and Deployment Recommendations — Provides recommendations for new signal technology, cost estimates, and implementation phasing strategy.

Recommendations to develop new traffic signal system standards and opportunities for delivery are included.

Communication
Control
Detection
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2 Existing Systems and Operations
This section presents a detailed summary of the reviews that were conducted of City traffic signal as -built plans, signal timing plans, and field inventories for the existing traffic signal systems. The information was reviewed to establish the existing traffic signal system technology and its condition, as well as the operational and traffic volume characteristics. The evaluation drives the identification of system and operational needs and prioritization of streets and intersections for improvements. Throughout Section 2 and based on the evaluation, needs (deficiencies) are identified. Section 5, Smart Traffic Signal Systems and Operations Recommendations ties the identified needs to proposed improvements.

2.1 Traffic Signals Jurisdiction, Operations and Maintenance The Beaumont traffic signal system has been built over several decades, with continuous expansion from development and improvements made to the present day. There are 37 traffic signals within Beaumont, including signals situated at City limits that are co -owned and operated with the City of Banning, Riverside County, and Caltrans. Riverside County operates three traffic signals on the northern City border along Cherry Avenue and Beaumont Avenue. Caltrans operates seven traffic signals for the Interstate -10 (I-10) ramps at Beaumont Avenue, Highland Springs Avenue, Oak Valley Parkway, and the intersection of Beaumont Avenue / 1st Street along State Route 79 (SR -79). The City of Beaumont operates 25 traffic signals, including eight along North Highland Springs Avenue that are cost -shared with the City of Banning.

The Beaumont traffic signal system is primarily operated by the Public Works Department, which is responsible for planning, building, improving, and maintaining the City's roadway network. The Streets Division provides support for physical improvements, such as installing traffic signal poles and foundations. Traffic signal maintenance for electrical and programming support is provided through a third -party contract, which is updated every three years.

2.2 Copper Wire Analog Network
The Beaumont traffic signal interconnect cable (SIC) infrastructure was established decades ago, spanning five corridors and encompassing 16 total signals on roadways classified as urban arterial highways, major highways with raised medians, and downtown streets. The SIC network is comprised of a mix of 19 and 22 -gauge six -pair twisted copper cables. The copper interconnect is configured in a daisy -chain of twisted pairs that link traffic signals through cables that enter the traffic signal cabinet and are terminated on dedicated terminal blocks. The SIC network is not currently being utilized to communicate between traffic signals due to disconnected SIC cable either within the controller cabinet or in the adjacent home run pull box and/or missing modems and C -2S plugs on the traffic controllers. Continuity testing did not identify any breaks in the SIC cables.

2.2.1 Conduit and Cable
Field reviews included identifying and visually evaluating SIC conduit between traffic signals for size, type, and fill. The SIC resides in a 2 -inch diameter conduit, either polyvinyl chloride (PVC) conduit or rigid metallic conduit (RMC). SIC locations are summarized in Table 2-1. Specific copper SIC needs are identified and numbered following Table 2-1 and Sections 4 and 5 provide recommendations.

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Table 2-1: Copper Wire Interconnect Locations
Corridor
Segment
SIC Cable
Conduit
Size (in)
Conduit
Type
Total Signals
Connected
Highland
Springs Ave
Oak Valley Pkwy
to
I-10 EB Ramps
1-6PR#22
2"

RMC & PVC
8 Highland
Springs Ave
2nd St to 1st St
1-6PR#22
2"
RMC
2 1st St
Commerce Ave to
Emory Ave
1-6PR#22
2"
RMC
2 2nd St
Commerce Ave to
Highland Springs
Ave
1-6PR#22
2"
RMC
3 6th St
Beaumont Ave to
Pennsylvania Ave
1-6PR#19
2"
RMC
3 Beaumont Ave
6th St to I-10 WB
Ramps
1-6PR#19
2"
RMC
2 An assessment of the copper wire analog network identified the following needs:

N1. Disconnected SIC either within the controller cabinet or adjacent home run pull box needs connection to the terminal block to enable communications.

N2. Traffic signal controller missing C -2S plugs needed to enable communications.

N3. Traffic signal controllers missing modems needed to enable communications.

N4. No communications link between traffic signals communicating on the copper wire analog network and a Central Management System (CMS).

2.3 Wireless Radios
Broadband wireless radios were installed to provide communication in the absence of copper wire or fiber optic traffic signal interconnect infrastructure. There are three traffic signals along 4th Street adjacent to the Amazon development that have ethernet -compatible wireless radios connected to McCain 2070E controllers through a Cisco IE2000 switch. Field observations confirmed the wireless radios are operational and the intersections are communicating with one another. Wireless radio locations are summarized in Table 2-2. Specific wireless needs are identified and numbered following Table 2-2 and Sections 4 and 5 provide recommendations.

Table 2-2: Wireless Radio Locations
ID #
Intersection
Wireless Radio Type
9 4th St & Prime Dr
Single Wireless Radio
31 4th St & Distribution Wy
Dual Wireless Radio
10 4th St & Veile Ave
Single Wireless Radio
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An assessment of the wireless radio network identified the following needs:

N5. There is no communications link between traffic signals communicating on the wireless radio network and a CMS.

2.4 Field Elements
The field elements include the various traffic signal subsystems located at the intersection that provide local operation. These include field detection elements, and control and auxiliary elements housed in the cabinet. Specific field element needs are identified and numbered, and Section 5 provides recommendations.

2.4.1 Traffic Signal Cabinets, Controllers, and Programs Traffic signal cabinets are type 332L, which is the current City traffic signal cabinet standard for new construction.

Traffic signal controllers are McCain type 170 and 2070, Siemens type 2070, Naztec Series 970, PSI type 170, and Safetran type 170. The most common controller in Beaumont is type 170, and the type 2070 advanced traffic controller (ATC) is the current City standard for new construction.

Traffic signals run 200SA, 2033RV, 233 RV2, 233 RV3, and BiTran200 programs. The most common programs are 2033RV and 200SA, and the 2033RV is the current City standard for new construction.

An assessment of the traffic signal cabinets, controllers, and programs identified the following needs:

N6. Type 332 traffic signal cabinets are an aging technology and do not natively support the current Advanced Traffic Control standards.

N7. Type 170 controllers are outdated, no longer supported by manufacturers, or functionality capable of performing advanced traffic operations.

N8. Traffic signal programs are outdated and not compatible with advanced traffic signal operations.

N9. The controllers and programs are not compatible with modern communication protocols and do not connect to a CMS.

2.4.2 Conflict Monitor Units
Conflict monitor units (CMUs) in the City include EDI 210, 2010, 2010ECL and IDC 210. The most common CMUs are EDI 2010 and EDI 2010ECL.

An assessment of the conflict monitor units identified the following needs:

N10. 210 CMUs are outdated, no longer supported by manufacturers, and are not capable of modern Ethernet communications.

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N11. EDI 2010 CMUs are supported by the manufacturer but are not capable of modern Ethernet communications.

N12. Ethernet -compatible CMUs are needed to enable remote monitoring, access, and logging capabilities.

2.4.3 Vehicle Detection
Vehicle detection throughout the City is primarily loop detection. Highland Springs Avenue has six traffic signals that utilize ethernet -compatible video detection. Video detection locations are summarized in Table 2-3.

Table 2-3: Video Detection Locations
ID #
Intersection
Video Detection Type
21 Highland Springs Ave & First St/Sun
Lake Blvd
Iteris Vantage Edge2
27 Highland Springs Ave & Eighth
St/Wilson St
Iteris EdgeConnect
28 Highland Springs Ave & Starlight
Ave/Atwell Dr
Iteris EdgeConnect
29 Highland Springs Ave & Sundance Dr
Iteris EdgeConnect
30 Highland Springs Ave & Oak Valley
Pkwy/Meadowline Wy
Iteris EdgeConnect
35 Highland Springs Ave & Patriot Wy
Iteris EdgeConnect
An assessment of existing vehicle detection identified the following needs:

N13. The ethernet -compatible video detection systems are not connected to a communications network to enable remote monitoring and access of real-time video feeds and logging capabilities.

N14. The City has traditional vehicle detection that is sufficient for standard traffic signal operations but not capable of advanced traffic signal operation, data, analytics, performance, and other functions

2.4.4 Pedestrian detection
Pedestrian detection throughout Beaumont consists of bulldog push button assemblies, except for the intersection of Beaumont Avenue/ Cougar Way which has an ethernet -compatible Polara Accessible Pedestrian Signal (APS) system.

An assessment of pedestrian detection identified the following needs:

N15. The APS push button system is not connected to a communications network to enable remote monitoring, access, logging, and reporting.

Smart Technology at Traffic Signals Feasibility Study 16

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CALIFORNIA
N16. Current Americans with Disabilities Act (ADA) and Public Right -of -Way Accessibility Guidelines (PROWAG) standards require pedestrian signals communicate information in non -visual formats to provide accessibility to pedestrians with blindness or low vision.

This typically includes audible tones, messages, and vibrotactile indications.

2.4.5 CCTV and ALPR Cameras
The Beaumont Police Department operates fixed closed-circuit television (CCTV) and automated license plate reader (ALPR) cameras that are mounted to traffic signal poles throughout the City.

The CCTV cameras have radio antennas. The ALPR cameras are solar powered and utilize a cellular network. None of the CCTV or ALPR cameras are connected to the traffic signal network or are accessible by Public Works staff. CCTV and ALPR camera locations are summarized in Table 2-4.

Table 2-4: Camera Locations
ID #
Intersection
Camera Type
5 Beaumont Ave & Oak Valley Pkwy
ALPR
15 Beaumont Ave & 6th St
ALPR
16 6th St & Palm Ave

ALPR & CCTV
17 6th St & Pennsylvania Ave
CCTV
An assessment of CCTV and ALPR cameras identified the following needs:

N17. Lack of video -based monitoring of traffic signals in real-time for Public Works Department staff.

2.4.6 Emergency Vehicle Preemption
Emergency Vehicle Preemption (EVPE) systems throughout the City include Opticom 3M 262, 462, 464, 751, 752, and 764. EVPE emitters throughout the City utilize infrared (IR) technology.

All the traffic signals in the City have EVPE systems except the intersection of Highland Springs Avenue/ 6th Street/ Ramsey Street. There at eight signals in the City that have Opticom 764 discriminator cards with Ethernet ports. The locations are summarized in Table 2-5.

Table 2-5: Ethernet -Compatible EVPE Locations
ID #
Intersection
EVPE Type
9 4th St & Prime Dr
Opticom 764
10 4th St & Veile Ave
Opticom 764
27 Highland Springs Ave & 8th St/Wilson
St
Opticom 764
28 Highland Springs Ave & Starlight
Ave/Atwell Dr
Opticom 764
Smart Technology at Traffic Signals Feasibility Study 17

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ID #
Intersection
EVPE Type
29 Highland Springs Ave & Sundance Dr
Opticom 764
30 Highland Springs Ave & Oak Valley
Pkwy/ Meadowline Wy
Opticom 764
31 4th St & Distribution Wy
Opticom 764
35 Highland Springs Ave & Patriot Wy
Opticom 764
An assessment of emergency vehicle preemption identified the following needs:

N18. All EVP systems except Opticom 764 are not ethernet -compatible.

N19. The existing EVP systems are limited to line -of -sight functionality.

2.4.7 Battery Backup Systems
Battery Backup Systems (BBS) are deployed at 21 traffic signals throughout the City and include Alpha, Dimensions, Marathon, and Myers. The most common BBS models are Dimensions ADI- 24M11 and Myers MP 2000E. Most BBS systems are housed in separate cabinets that are piggybacked on the outside of the traffic signal cabinet, except for four intersections that have swing -out battery shelves within the traffic signal cabinet. There are nine intersections that have piggyback BBS cabinets but do not have BBS systems. Field observations identified nine intersections with Alpha FXM 1000, Myers MP2000E, and Marathon (TRTC-2004-N2) BBS systems that are functional and have communications compatibility. There were 12 intersections that were not functional due to outdated equipment that is unsupported by the manufacturer, inactivity, or missing BBS batteries and/or inverters. There are four intersections in the City that do not have BBS. Table 2-6 provides a summary of BBS locations.

Table 2-6: BBS Locations
ID
Location
BBS
(Y N)
B BS Pe
BBS Cabinet
Working/
Functional
(Y/N)
Notes
Comm
Capability
Yes/No
4 Beaumont Ave & Cougar Wy
N
NA
NA
NA
BBS
NA
5 Beaumont Ave & Oak Valley
Pkwy
N
NA
NA
NA
No
BBS
NA
6 Oak Valley Pkwy & Oka View Dr
Y
Dimensions
(ADI-24Y11)
Swing -Out
Battery Shelves
in Cabinet
N
No
Batteries
N
7 Oak Valley Pkwy & Oak Valley
Plaza
Y
NA
Piggyback
N
BBS
Batteries,
No Inverter
N
8 Oak Valley Pkwy & Golf Club Dr
Y
Dimensions
(ADI-24J 11)
Piggyback
N
Not
Active
N
9 Fourth St & Prime Dr
Y
Alpha
(FXM 1100)
Piggyback
Y
-
Y
10 Fourth St & Veile Ave
Y
Alpha
(FXM 1100)
Piggyback
Y
-
Y
Smart Technology at Traffic Signals Feasibility Study 18

BEAUMONT

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ID
Location
BS
(YBN)
BS
Bype
BBS Cabinet
Working/
Functional
(Y/N)
Notes
Comm
Capability
Yes/No
14 California Ave & Sixth St
Y
Dimensions
(24M 11-W BE)
Piggyback
N
Not
Active
Y
15 Beaumont Ave & Sixth St
Y
Dimensions
(ADI-24Y11)
Swing -Out
Battery Shelves
in Cabinet
N
Not
Active
N
16 Sixth St & Palm Ave
N
NA
NA
NA
No BBS
NA
17 Sixth St & Pennsylvania Ave
Y
Marathon
(TRTC-2004-N 1)
Piggyback
Y
-
Y
18 First St & Commerce Wy
Y
Dimensions
(ADI-24Y11)
Piggyback
N
No
Batteries
N
19 Second St & Commerce Wy
Y
Dimensions
(ADI-24M 11)
Piggyback
N
Not
Active
N
20 First St & Emroy Ave
Y
Alpha
(FXM 1100)
Piggyback
Y
-
Y
21 Highland Springs Ave & First
St/Sun Lake Blvd
Y
Dimensions
(ADI-24Y11)
Piggyback
N
Not
Active
N
22 Second St & Paseo Beaumont
Y
Dimensions
(ADI 24Y11)
Swing -Out
Battery Shelves
in Cabinet
N
Not
Active
N
23 Highland Springs Ave & Second
St/Sun Lake Village Dr
Y
Dimensions
(ADI-24Y11)
Swing -Out
Battery Shelves
in Cabinet
N
Not
Active
N
26 Highland Springs Ave & Sixth
St/Ramsey St
N
NA
NA
NA
No
BBS
NA
27 Highland Springs Ave & Eighth
St/Wilson St
Y
Myers
Piggyback
N
No
Batteries
N
28 Highland Springs Ave &
Starlight Ave/Atwell Dr
Y
Myers
(MP 2000E)
Piggyback
Y
Y
29 Highland Springs Ave &
Sundance Dr
Y
Myers
(MP 2000E)
Piggyback
Y
Y
30 Highland Springs Ave & Oak
Valley Pkwy/Meadowline Wy
Y
Myers
Piggyback
N
Not
Active
N
31 Fourth St & Distribution Wy
Y
Alpha
(FXM 1100)
Piggyback
Y
-
Y
34 First St & Pennsylvania Ave
Y
Marathon
(TRTC-2004-N1)
Piggyback
Y
-
Y
35 Highland Springs Ave & Patriot
y
Y
(MP 2000E) Myers
Piggyback
Y
-
Y
Smart Technology at Traffic Signals Feasibility Study 19

BEAUMONT

CALIFORNIA
An assessment of battery backup systems identified the following needs:

N20. There is no connection between compatible BBS to the communications network to enable remote monitoring, logging, and reporting.

N21. Missing BBS batteries and inverters.

N22. Outdated BBS systems that are no longer supported by the manufacturer or lack communications compatibility.

N23. Several intersections do not have BBS systems.

2.4.8 GPS Time Source
McCain Global Positioning System (GPS) time source units are located at four signals in the City and are summarized in Table 2-7.

Table 2-7: GPS Time Source Locations
ID #
Intersection
Time Source Type
14 California Ave & Sixth St
McCain GPS
21 Highland Springs Ave & First St/Sun
Lake Blvd
McCain GPS
23 Highland Springs Ave & Second
St/Sun Lake Village Dr
McCain GPS
26 Highland Springs Ave & Sixth
St/Ramsey St
McCain GPS
An assessment of GPS Time Sources identified the following needs:

N24. The GPS time sources are obsolete given modern ATC controller platforms and communications systems.

2.5 Central Management System
The City does not currently have a Central Management System (CMS) for the traffic signal network and is unable to remotely manage and control the traffic signal network. A CMS requires a working communication network to function. Sections 4 and 5 provide CMS recommendations.

An assessment of central management system and citywide communications for the Beaumont traffic signal network identified the following needs:

N25. City staff require the ability to remotely view, control, and manage the traffic signal system and the various sub -system elements previously discussed.

N26. CMS that is capable of monitoring, controlling, and managing existing traffic signal systems and implementing advanced traffic signal operations.

Smart Technology at Traffic Signals Feasibility Study I 10

BEAUMONT

CALIFORNIA
Figure 2-2 provides a map of the existing conditions topology for the City's traffic signal system.

Figure 2-3 illustrates the existing conditions system architecture for the City's traffic signal system. Appendix A includes an inventory of traffic signal equipment based on field observations.

2.6 City Street and Traffic Signal Operations
Beaumont's street system is defined by the Interstate 10 (I-10) Freeway. Access to the I-10 is provided at four interchange locations in the City (from west to east): Oak Valley Parkway, 6th Street, Beaumont Ave, Pennsylvania Ave, Highland Springs Ave. The interchanges are typically tight diamonds paralleled by frontage roads. These are closely spaced ramp signals with closely spaced City signals adjacent.

The interchanges provide motorists with access to and from the City to the greater Riverside County region and beyond. In the immediate vicinity of the interchanges are commercial and industrial destinations that transition to residential areas a block or two, and further away.

Prevailing peak period traffic flows toward the freeway in the morning and back into the City in the evening. Adjacent to and between peak periods local traffic accesses schools and shopping centers. Figure 2-1 shows the City's Roadway Classification overlaid with traffic signal locations.

Figure 2-1: Roadway Classifications and Traffic Signals Map City limits
Data View

ROADWAY CLASSIFICATION
I_„1 City Boundary
SpherenfInfuence
Proposed Roadways
— Freeway
- Expressway A
.-II-. Expressway B
- Urban Arterial Highway
— Arterial Highway (4 Lanes)
M111 Arterial Highway Frontage
- Arterial Highway (2 Lanes)

TRAFFIC SIGNALS
Q Beaumont City (17) 0 Beau raant/Banning City (0)
4Ft
Major Highway (Painted Median)
Major Highway [RAI sed Median)
Major Frontage
Downtown Streets
Secondary Streets
a-tr
Secondary Frontage
Cpllealar Streets (4 Lanes)
industrial Collector 'Painted Median)
Industrial Collector I Raised Median)
• Cal trans 171 • Riverside County {3)
Smart Technology at Traffic Signals Feasibility Study 1 11

„-Aqr
1 2
LEGEND
Traffic Signal Beaumont City
�] Traffic Signal Beaumont/Banning City
0 Traffic Signal - Caltrans
r• Traffic Signal - Riverside County
000 Wireless Radio
Capper Wire Interconnect
DI City Hall
r VALLEY B
II
i
li
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_
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9 �� _=:_
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II
jj
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•
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ij i'
l
Freeways
ilomh
-
•
I
Major Roads
,`
il
Minor Rods
� Beaumont City Boundary
Traffic Signals by Agency
Beaumont City
,+
&L1
i
r
�-

4. Beaumont Ave & Cougar Wy

5. Beaumont Ave & Okay Valley

6. Oak Valley Pkwy & Oak View

7. Oak Valley Pkwy & Oak Valley Plaza
S. Oak Valley Pkwy & Golf Club Dr

9. Fourth St & Prime Dr
14- Fourth St& veile Ave

14. California Ave & Sixth St

15. Beaumont Ave & Sixth St
16- Sixth St & Palm Ave

17. Sixth 5t & Pennsylvania Ave

18. First St & Commerce Wy
19- Second St & Commerce Wy

20. First St & Emory Ave

22. Second St & Paseo Beaumont
31- Fourth St & Distribution Wy

34. First 5t & Pennsylvania Ave
leaumont/Banning cli y
■
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-
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7 8
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w

OAK VALLEY
P
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S
29 TW
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a
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-
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i
21- Highland Springs Ave & First St/ Sun Lake Blvd

23. Highland Springs Ave & Second St/ Sun Lake Village Dr

26. Highland Springs Ave & Sixth St/ Ramsey St

27. Highland Springs Ave & Eighth St/Wilson St

28. Highland Springs Ave & Starlight Ave/ Atwell Dr

29. Highland Springs Ave & 5undanre Dr
30- Highland Springs Ave & Oak, Valley Pkwy/ Meadowline Wy

35. Highland Springs Ave & Patriot Wy
Caltrans
3s
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27 m
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IGH
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TH S
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11. Beaumont Ave & First St
12- Beaumont Ave & Fourth St/ Luis Estrada/ I-10 EB Ramps

13. Beaumont Ave & Fifth St/ I-10 WB Ramps

24. Highland Springs Ave & 10 EB Ramps
25- Highland Springs Ave & 10 WB Ramps

32. Oak Valley Pkwy& I.10 EB Ramps

33. Oak Valley Pkwy & I-10 WB Ramps
Riverside County
FOURTH ST l
I
SECOND $T
19 23
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¢
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r*
18 20
21 •
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yy
r t D AVE

1. Cherry Valley Blvd & North School Entrance

2. Cherry Va lley Blvd & Beaumont Ave

3. Beaumont Ave & Brookside Ave
ii
iz
Not to Scale
........1, .:. }TT

Figure 2-2: Traffic Signal System Existing Conditions Topology Map

1. CHERRY VALLEY BLVD & N

SCHDO'ENT & ROYAL COACH
2_ CHERRY VALLEY BLVD
& BEAUMONT AVE
LEGEND
170
2070
SM
En
EVPE
APS
v❑

TRAFFIC SIGNAL CABINET
170 TRAFFIC CONTROLLER
2070 TRAFFIC CONTROLLER

SERIAL MODEM

ETHERNET SWITCH

CONFLICT MONITOR UNIT

BATTERY BACKUP SYSTEM
FMFRGFNCYVFRio F PRFFMPTION

ACCESSIBLE PEDESTRIAN SYSTEM

VIDEO DEJECTION SYSTEM

WIRELESS RADIO

WIRELESS RADIO SIGNAL

COPPER WIRE INTERCONNECT
Ts TRAFFIC SIGNAL
IP INTERNET PROTOCOL/ETHER NET CDM PAT1 BLE

33. OAK VALLEY
PRWY &I-10 ER

TS CABINET
DJ
EJ

9. FOURTH ST
& PRIME DR

TS CABINET
2071
ES
IP BBS
IP EWE
32- OAK VALLEY
PIMA' &I-lOWB

TS CABINET
21130

31. FOURTH ST&

DISTRIBUTION WY

TS CABINET
20B
ES
IP BIB
IP EWE
B. OAK VALLEY PIC YY
&GOLF CLUB DR

TS CABINET
Series 970

10. FOURTH ST
& ',MILE AVE
71 CABINET
2O0
ES
IP BBS

IP EVPE

7. OAK VALLEY PKWV &

OAK VALLEY PLAZA

TS CABINET
2070L ATC

TS CABIN CT
170E 1
fi. OAK VALLEY PKWY
& OAK VIEW DR

TS CABINET
170E
ti- CAUFORNIA

AVE & SIXTH ST

TS CABINET
170E
IP BBS

TS CABINET
I YPe 90
.R. BEAUMONT AVE II
BRO❑KSIDE AVE

TS CABINET
Type 3+10

4. BEAUMONT AVE
&COUGAR WY

TS CABINET
17GE
5 BEAUMONT AVE &

OAK VALLEY PKWY

TS CABINET
2070E

15. BEAUMONT

AVE & SIXTH ST

TS CABINET
170E
H. SIXTH ST &

PALM AVE

NOTTER MINATED
13,BEAUMONTAVE &
FIFTH ST! I-10 WB

TS CABINET
2070

12. BEAU MON 1 AVE F.

FOUR! El SI/LUIS ESI RADA RD/
I-10 ER
11 BEAUMONT AVE
& FIRST ST

TS CABIN FT
z
s>:

TS CABINET

17. 515111 ST &
PENNSYLVANIA Ave

NOT TERMINATED

34. FIRST ST &

PENHSYLVAN A AVE

TS CABINET
170E
IP685

TS CABINET
7070E
IP BBS

19. SECOND ST &

COMMERCE WE/

COMMERCE CT

TS CABINET
170 ATE

15. FIRST ST &

COMMERCE WY

TS CABINET

NOI IERMINAILD

NOT TERMINATED

28. HIGHLAND SPRINGS AVE

A STARLIGHT AVE/ATWELL DR
Ta CABINET
2070E

IP EV PE
IP VD

25. HIGHLAND SPRINGS

AVE &SUNDANCE DR

35. HIGHLAND SPRINGS

AVE & PATRIOT WY

TS CABINET
207DE

IP EVPE
IP VD
IP BBS
SM

27. HIGHLAND SPRINGS. AVE
B EIGHTH ST/WILSON 5T

TS CABINET
2079E

IP EVPE
IP RD
IP BBS
SM

26. HGHLAND SPRINGS
AVE & SIX H SI/RAMSEYS1

TS CABINET
170E
2S. HIGHLAND SPRINGS
AVE &I1DWB
T5 CABINET

24. HIGHLAND SPRINGS
AVE & I-10 ER

TS CABINET

22. SECOND ST & 23. HIGHLAND SPRI NGS AVE &

PASEO BEAUNIONT SECOND ST/SUN LAKE VILLAGE DR

TS CABINET
170 ATC

20. FIRST ST &

EMROY AVE

TS CABINET
170E

IP BEIS
NUI IEBMIN,kI ELI

TS CABINET
170E
1101 I EHMINJI I LD

21. HIGHLAND SPRINGS AVE
& FIRST ST/SUN LAKE BLVD

TS CABINET
170E
IPVD

NOTTFRMINATFD
15 CABINET
2670E

IP EVPE
KIM
I sM

30. HIGHLAND SPRINGS AVE & OAK
VALLEY P*CWVfMEADOWLINE WY

TS CABINET
2070r

IP EVPE
IP VD

BEAUMONT
T Al I- C, P N I A
City of Beaumont Smart Technology at Traffic Signals Feasibility Study Figure 2-3: Existing Communications System Network Architecture

BEAUMONT

CALIFORNIA
High traffic demands and proximity of traffic signals along the freeway access corridors necessitate advanced traffic management and operations techniques that rely on smart traffic signal technology. This becomes increasingly critical as Beaumont continues to develop and grow.

Of the 35 traffic signals in the City: seven are located directly at Caltrans ramp intersections and 17 are located within one-half mile of the ramps. These signals should run in coordination to reduce stops and delays. STC reviewed the City traffic signal timing sheets in the field and received the County and Caltrans traffic signal timing sheets by request. Table 2-8 shows whether coordination timing is present (intended) and active on the timing sheet.

Table 2-8: Traffic Signal Coordination Status
Intersection
oordination
Timing
(Y/N)
Coordinate.

Timing Day
Cycle
ength (sec)
OD Schedul
Oak Valley Pkwy &
Oak Valley Plaza
Y
Y
(MTWTF)
P1: 100
P1: 7:00-18:00
8 Oak Valley Pkwy &
Golf Club Dr
Y
Y
(MTWTF)
P1: 100
P1: 7:00-18:00
21 Highland Springs Ave &
1st St / Sun Lakes Blvd
Y
Y
(MTWTF)
P1: 100
P2: 100
P3: 110
P2: 6:30-11:00
P1: 11:00-14:30
P3: 14:30-19:00
P1: 19:00 22:00
Y
(SS)
P1: 100
P1: 7:00-22:00
23 Highland Springs Ave &
2nd St/ Sun Lake Village Dr
Y
Y
(MTWTF)
P1: 100
P2: 100
P3: 110
P2: 6:30-11:00
P1: 11:00-14:30
P3: 14:30-19:00
P1: 19:00-22:00
Y
(SS)
P1: 100
P1: 7:00-22:00
24 Highland Springs Ave
& 1-10 EB Ramps
Y
Y
(MTWTF)
P1: 100
P2: 100
P3: 110
P2: 6:30-11:00
P1: 11:00-14:30
P3: 14:30-19:00
P1: 19:00-22:00
25 Highland Springs Ave
& I-10 WB Ramps
Y
Y
(MTWTF)
P1: 100
0 P3: 110 P2: 0
P2: 6:30-11:00
P1: 11:00-14:30
P3: 14:30-19:00
P1: 19:00-22:00
26 Highland Springs Ave &
6th St/ Ramsey St
Y
(MTWTF)
P1: 100
P2: 100
P3: 110

P2: 6:30-11:00
P1: 11:00-14:30
P3: 14:30-19:00

Y
(SS)
P1: 100
P1: 7:00-22:00
Smart Technology at Traffic Signals Feasibility Study 1 14

Intersection
oordination
Timing
(Y/N)
Coordinate
Timing Day
Cycle
ength (sec)IOD
Schedule
27 Highland Springs Ave &
8th St / Wilson St
Y
Y
(MTWTF)
P1: 100
P2: 100
P3: 110
P2: 6:30-11:00
P1: 11:00-14:30
P3: 14:30-19:00
P1: 19:00-22:00
Y
(SS)
P1: 100
P1: 7:00-22:00
28 Highland Springs Ave &
Starlight Ave / Atwell Dr
Y
Y
(MTWTF)
P1: 120
P2: 110
P1: 6:00-9:00
P2: 15:00-18:00
29 Highland Springs Ave &
Sundance Dr
Y
Y
(MTWTF)
P1: 120
P2: 110
P1: 6:00-9:00
P2: 15:00-18:00
30 Highland Springs Ave & Oak
Valley Pkwy / Meadowline
Wy
Y
Y
(MTWTF)
P1: 120
P2: 110
P1: 6:00-9:00
P2: 15:00-18:00
35 Highland Springs Ave &
Patriot Wy
Y
Y
(MTWTF)
P1: 120
P2: 110
P1: 6:00-9:00
P2: 15:00-18:00
Table 2-8 indicates that there are two coordinated corridors within the City, Oak Valley Parkway and Highland Springs Avenue.
• The Oak Valley sub -system consists of two signals coordinated together Monday through Friday from 7:00 AM to 6:00 PM on a single 100 second cycle length. • The Highland Springs Avenue sub -system comprises eight City signals and two Caltrans signals and is divided into two coordinated groups.
o The south group includes the Caltrans ramp signals and two City signals on each side of the ramps for a total of six signals. These six signals are coordinated together Monday through Friday from 6:30 AM to 11:00 PM, using three different timing plans for different periods of the day. On Saturday and Sunday, the four City signals are coordinated, but the ramp signals, which are in the middle of the four City signals, are not, resulting in a break in coordination. o The north group comprises four City signals coordinated together Monday through Friday from 6:00 AM to 9:00 AM and from 3:00 PM to 6:00 PM using two different timing plans.
o Between 3:00 PM and 6:00 PM, the cycle length of the north and south groups match -up at 110 seconds, resulting in a continuous coordinated system of ten signals for those three hours.

Due to the lack of communication between signals, coordination is based on each controller's internal clock. Type 170 controllers are susceptible to clock drift, which is when a clock moves (drifts) away from actual time. Controller clocks will drift at different rates and in different directions. Depending on the rate of drift the coordination timing may become ineffective, or even adverse to good traffic flow and progression, within a few days or weeks.

Smart Technology at Traffic Signals Feasibility Study 1 15

BEAUMONT

CALIFORNIA
An assessment of traffic signal coordination identified the following needs:

N27. The Oak Valley subsystem should include more signals and plans based on signal spacing.

N28. The Highland Springs Ave subsystem south group should have plan continuity on the weekend.

N29. Other corridors within the City that should be considered for coordinated operation include Beaumont Avenue, First Street, and Sixth Street.

N30. A CMS and signal communication system is needed to automatically update local controller clocks and eliminate the problem of clock drift.

2.7 Roadway Safety
The California Office of Traffic Safety (OTS) maintains a ranking system to compare traffic safety statistics among similarly sized California cities. Citywide rankings are based on population, daily vehicle miles traveled (DVMT), crash records, and crash trends from data collected by SWITRS, Caltrans, the California Department of Justice, and the Department of Finance. A ranking of one (1) in a category indicates the lowest possible traffic safety performance in relation to other similar sized cities. A comparison of California OTS rankings allows cities to identify local trends relative to their peers.

The City of Beaumont is in "Group C" which consists of cities with populations between 50,001 and 100,000 people. Table 2-9 summarizes how Beaumont compares to other Group C peer cities from 2019 to 2022. Due to fluctuations in populations, Beaumont was one of 105 Group C cities in 2019 and 2021, one of 106 Group C cities in 2020, and one of 104 Group D cities in 2022.

Table 2-9: City of Beaumont OTS Crash Rankings (2019-2022) OTS Category
2019 OTS
Ranking
(1 = Lowest)
2020 OTS
Ranking
(1 = Lowest)
2021 OTS
Ranking
(1 = Lowest)
2022 OTS
Ranking
(1 = Lowest)
Total Fatal and Injury
37/105
55/106
73/105
45/104
Alcohol Involved
34/105
74/106
80/105
70/104
Had Been Drinking
Driver < 21
9/105
48/106
56/105
73/104
Had Been Drinking
Driver 21 — 34
30/105
86/106
78/105
64/104
Motorcycles
22/105
89/106
43/105
44*/104
Pedestrians
72/105
64/106
98/105
90/104
Pedestrians < 15
76/105
78/106
86/105
24/104
Pedestrians 65+
46/105
93/106
92/105
78/104
Bicyclists
75/105
92/106
94/105
60/104
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OTS Category
2019 OTS
Ranking
(1 = Lowest)
2020 OTS
Ranking
(1 = Lowest)
2021 OTS
Ranking
(1 = Lowest)
2022 OTS
Ranking
(1 = Lowest)
Bicyclists < 15
85/105
83/106
85/105
49/104
Composite
24/105
77/106
81/105
69/104
Speed Related
32/105
61/106
59/105
56/104
Nighttime (9:00pm -
2:59am)
42/105
102/106
85/105
44*/104
Hit and Run
52/105
61/106
80/105
64/104
DUI Arrests
10/105
23/106
26/105
33/104
Bold = Top 3 Lowest Crash Ranking OTS Categories
Tied for being in the Top 3 Lowest Crash Raking OTS Categories An assessment of the OTS Crash Rankings identified the following:
• Top three lowest 2019 OTS rankings for Beaumont were: had been drinking driver under 21, driving under the influence (DUI) arrests, and motorcycles. • Top three lowest 2020 OTS rankings for Beaumont were: DUI arrests, had been drinking driver under 21, and total fatal and injury.
• Top three lowest 2021 OTS rankings for Beaumont were: DUI arrests, motorcycles, and had been drinking driver under 21.
• Top three lowest 2022 OTS rankings for Beaumont were: pedestrians under 15, DUI arrests, and a tie between motorcycles and nighttime (9:00 PM to 2:59 AM) • DUI arrests were in the top three lowest OTS rankings for Beaumont from 2019-2022. • Had been drinking driver under 21, and motorcycles were in the top three lowest OTS rankings in Beaumont in three of the four analysis years. • CA OTS utilizes the "Composite" category as a compilation based on multiple crash ranking factors. Beaumont has experienced improvement since 2019 and has higher rankings than over half of comparable Group C peer cities.

Appendix B includes City of Beaumont California Office of Traffic Safety (OTS) Crash Rankings from 2019 to 2022.

The Beaumont Police Department's 2019-2021 Municipal Enforcement Traffic Safety Plan (TSP) was developed to improve traffic enforcement based on a data -driven analysis of collisions, injuries, and overall street safety. The TSP analyzed collision and traffic violation statistics from 2017 and 2018 and solicited feedback from peace officers on locations of interest and patrol focus areas. Key TSP findings include:

Traffic Safety Plan
SOU
• Top traffic violations included excess speeding, seatbelts, and distracted driving.

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• Top locations of interest are school zones that experience high vehicle congestion and pedestrian volumes and major thoroughfares that experience numerous intersections, high speeds, pedestrians, and school zones.
• Top patrol focus areas are school zones during student arrival and departure times, peak periods during morning and evening commute traffic; weekend and evening patrols of residential and commercial areas; and intersections with high collision incidence.

The TSP Priorities Plan to improve roadway safety throughout Beaumont includes:

WINTER (Dec -Feb)
SPRING (Mar -May)
School Zones
Traffic Patrol
Abandoned Vehicles
Parkinc Patrol
School Zones
Traffic Patrol
Parking Patrol
SUMMER (Jun -Aug)
FALL (Sep -Nov)
Traffic Patrol
Commercial Vehicles
Parking Patrol
School Zones
Traffic Patrol
Parkins Patrol
An assessment of Beaumont roadway safety identified the following needs:

N31. The Federal Highway Administration (FHWA) Crash Modification Factor (CMF) Clearing House indicates that "Improve signal timing (coordination, phases, red, yellow, or operation)" is a countermeasure that can be used at signalized intersection to reduce collisions by a factor of 15%.

N32. 2019-2022 OTS crash rankings analysis found that the lowest roadway safety categories in Beaumont involved driving under the influence (DUI), motorcycles, pedestrians under 15, and nighttime collisions.

N33. The legacy traffic signal management system does not support advanced operations that would enable the City to move from a reactive approach to a proactive approach to roadway safety.

Recommendations to address the crash incidence are provided in Sections 5.

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3 Smart Traffic Signal System Technology Evaluation
This chapter provides a review of traffic signal technology including the latest industry advancements and offerings with a focus on how these innovations can support the City in developing a smart and adaptive traffic network. The City is effectively starting with a clean slate in terms of advanced technology. The current traffic signal equipment is sufficient for basic traffic signal operations but is inadequate for advanced traffic management including the ability to monitor, control, and manage traffic in real-time for more responsive, efficient, and sustainable traffic signal operations.

The approach to the smart technology review is to start with the core field control systems, working up the traffic system "stack" from controllers and traditional local detection to "Al" detection and advanced control and management platforms. The basic technical functionality and features of the systems are described followed by "suitability" factors that align with the City's smart traffic signal system needs. Specific vendor systems are identified to provide examples of industry offerings. This is a sampling of some of the commonly encountered systems in Southern California and not meant to be an exhaustive review of all vendors in this space.

In addition to presenting specific traffic signal systems technology, this section provides recommendations for technologies, standards, and in some instances specific vendor systems.

The context and rationale are established by highlighting needs, opportunities, and system characteristics. Specific recommendations are made in this section to provide a solid foundation for the later recommendations in Section 5.

3.1 Controllers
To support advanced traffic signal operations, the City should transition to an Advanced Transportation (McCain Controller (ATC)-based system. ATC standards offer an
•
open architecture that can support a wide range of e000 .e. o intelligent transportation system (ITS) applications,
including traffic management, safety, security, and more.

Half of the traffic signal controllers in the City are ATC- based 2070 models. The Type -170 and other legacy
controllers that comprise the other half of the controllers currently installed in the City are no longer supported and are incompatible with adaptive systems, vehicle tracking, performance measurement, machine learning, and centralized management.

Upgrading to ATC-based controllers will ensure integration with modern traffic technologies. To ensure compatibility with Caltrans, the City should adhere to the latest Transportation Electrical Equipment Specifications (TEES). Several manufacturers offer controllers that meet or exceed Caltrans' standards such as the ATC 2070LX model.

MODEL 20701%
Figure 3-1:

Controller
Source: Swarco McCain
Example of ATC 2070LX
Smart Technology at Traffic Signals Feasibility Study I 19

3.2 Cabinets
ATC Cabinets provide enhanced control and efficiency
with modular designs, making them ideal for smart city
infrastructure and innovative traffic management. These cabinets, designed in compliance with the ITE/ NEMA/
AASHTO ATC standards, meet Caltrans TEES
requirements, and offer several advantages over
traditional cabinet designs, including greater modularity, compact size, improved safety for both motorists and
technicians, LED compatibility, and advanced diagnostic features. They are compatible with advanced traffic
operations and can be easily installed on existing 332
cabinet foundations. Smart traffic technology developers are building their applications to integrate with ATC
standards. By adopting ATC cabinets as the City's
standard for both new projects and upgrades to existing intersections, the City's controller and cabinet platforms new and future technological advancements.

3.3 Detection

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Figure 3-2: Example of 352i ATC
Cabinet
Source: Swarco McCain
will be consistent and compatible with

3.3.1 Traditional Detection Systems
Traditionally, traffic detection systems were designed to identify the presence of vehicles on lanes at signalized intersections, providing data to traffic signal controllers to manage operations. These systems focus solely on identifying the presence of vehicles and bicycles for the specific intersection. Common traditional detection technologies, such as inductive traffic loops and standard video detection, offer this basic functionality. However, these solutions do not provide the depth of data required for advanced system operation. As the City moves toward smart technology solutions, more sophisticated detection methods are necessary to provide high performance traffic signal operations and management.

3.3.2 Al Integrated Detection Systems
With advancements in technology, Al has become a
systems. Detection systems now incorporate machine
Figure 3-3: Example of Al Detection System
Source: NoTraffic
traffic management. Several vendors provide these
critical component in traffic management
learning and Al, enabling them to collect a
wide array of data on traffic flow,
including vehicle counts,
speeds, and presence. This
data helps optimize signal
timings, alleviate congestion,
improve road safety, and
provide real-time information to
drivers. These systems go
beyond basic detection by
analyzing vehicle movement
and flow, offering a more
comprehensive approach to
advanced solutions, integrating video and
Smart Technology at Traffic Signals Feasibility Study 1 20

radar detection with Al and machine learning capabilities. These systems offer similar features, which include enhanced traffic flow analysis, predictive analytics, and optimized signal control to improve overall traffic operations. Table 3-1 below highlights the similar features that these detection systems provide.

Table 3-1: Al Integrated Detection System Common Features Detection Features
Description
Pedestrian Actuation
Detects curbside pedestrians and sends calls to
controllers, which can eliminate the need for
pedestrian buttons.

Pedestrian Protection Zone Capability
Detects pedestrians in the crosswalk and extends
crossing times, enhancing safety for vulnerable
road users.

Dilemma Zone Capability
Detects a driver's trajectory and extends the green
time to reduce sudden stops and red-light running
risks.

Turning Movement Counts
Continuous count of vehicles, pedestrians,
bicycles.

Vehicle Classification
Detects and classifies vehicles like cars, light and
heavy trucks, buses, bicycles, and pedestrians.

Signal Performance Measures
Occupancy ratios
Arrivals on red, arrivals on green, and phase
intervals.

Travel Time Information.

Safety Analytics
Identify high -risk intersections based on analytics
from:
• Near -Miss Insights.
• Red-light running.
• Pedestrian Compliance data
Intersection Monitoring
Automatically detects and reports issues, enabling
proactive management of the City's traffic signal
network.

3.4 Adaptive Signal Control Technology
Adaptive signal control technology (ASCT) dynamically adjusts traffic signal timing in real-time based on actual traffic demand, providing a higher degree of responsiveness to optimize flow in comparison to fixed -time -of -day (TOD) systems.

Traditional TOD signal timing plans are based on a snapshot of traffic volumes typically collected over a representative period and designed to match peak and off-peak traffic conditions. TOD timing plans are best fit to accommodate predictable traffic patterns during peak periods and do not accommodate wide fluctuations in traffic demand that could occur occasionally or due to unique events. With ASCT, traffic volumes are collected, and signal timing is updated continually which typically results in more efficient signal operation over traditional TOD plans. ASCT's greatest advantage over TOD is during the off-peak periods and transition to peak periods when intersections run with lower demands, demand variation, and a greater degree of capacity for adjustment. The City's future traffic signal control system should be capable of both traditional TOD and adaptive operations.

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ASCT may be fully integrated with a Central Management System (centralized) or may be implemented as a stand-alone application (decentralized). • Centralized ASCT — Fully integrated CMS application which runs on a dedicated server and compiles and analyzes data and sends commands to local controllers. The ASCT is typically a modular component part of the wider CMS application. Historically these were the dominant and only ASCT system types due to database and processing requirements. • Decentralized ASCT — A stand-alone application on local controllers or as a hardware overlay in the traffic signal cabinet. The data and analysis occur at the local level for an individual intersection and groups of intersections. Typically requires an Al detection system for optimal performance. These have become more prevalent over the past 10 years with advancements in edge computing and Graphical Processing Units (GPU's).

Given the proprietary nature of adaptive systems, careful consideration should be given to whether coordinated operations across agency boundaries can be achieved. This is especially important in the City of Beaumont given the proximity of City signals to Caltrans-owned signals on I-10.

Table 3-2: Adaptive Signal Control Technology Common Features ASCT Features
Description
Controller hardware and software
Adaptive system runs only on manufacturer's
controller or controller software, or runs as an add-
on application on any controller platform
Automated plan generation and implementation
Adaptive system uses real time data to generate
new timing plans across the network and
downloads into the controllers
Second by second control
Determines phase duration, offset adjustments,
and cycle length changes on a second -by -second
basis.

Signal grouping (sub networks)
Adaptive systems can change coordination sub-
networks based on traffic flow, either adding,
dr000inc, or merginc signal croups.

Detection requirements
Typically requires Al detection and may need a
combination of advance detection, limit line
detection, queue detection, or downstream
detection.

3.4.1 Peer -to -Peer Communication
Peer -to -peer (P2P) communication allows traffic signal controllers to communicate directly with each other in real time to exchange actionable data. An example of this is where at the end of a green phase, a signal is sent from one controller to another controller downstream. The downstream controller can then use that information to terminate its own main street green phase.

This communication happens through a high-speed Ethernet network connecting the controllers network adapters. There is no need to connect to a central system. A P2P network can extend through multiple controllers to help smooth traffic flow and reduce stops.

P2P communication is an approach used to facilitate coordination between City and Caltrans controllers if these are not utilizing the same control system and timing strategies other than time - based coordination are implemented.

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3.5 Central Management System
The Traffic Signal Central Management System (CMS) is a software platform used to remotely monitor and control traffic signals across a network from a central location. At a minimum, a CMS will offer the following features:
• Database management: traffic controller timing is stored centrally and can be periodically compared with field timing to identify timing changes. Timing databases may be archived when timing is modified to provide a historical record. • Data Collection: A CMS can collect traffic data from the controller including traffic counts and phase durations. The data can be used to generate system performance measures and provide reports on system operations.
• Coordination and Synchronization: A CMS can coordinate traffic signals across an area and maintain time synchronization across the network to improve traffic flow.

A central system that provides interoperability and support to third party applications is critical to achieve optimal integration of the controller hardware and software, detection system (both traditional and Al), and adaptive system. The City's local controller software is aligned with the Swarco/ McCain MyCity CMS application which is compatible with NTCIP-compliant local control software and integrates with Al detection and ASCT systems. Below is a list of MyCity modules and compatibility.
• Detection Systems — Compatible with any.
• Controller — 2070, NEMA, 170 running NTCIP-compliant local control software. • Controller Software — OMNI ex (native) and NTCIP compliant. • Adaptive Signal Control Technology — MyCity Adaptive (native CMS) and various decentralized ASCT applications
• Performance Measures — MyCity SPM
• Coordinated Plan Generation — MyCity TrafficPlanlQ
Consistent with the recommendation to continue utilizing SWARCO McCain's OMNI controller software, the SWARCO McCain MyCity Traffic Management System software suite is recommended as the preferred CMS solution.

3.6 Al Detection and Decentralized ASCT Objectives and Suitability Factors In selecting the most appropriate Smart Technology solutions for the City of Beaumont, it is important to define clear and achievable objectives tailored to the City's specific needs. These objectives stem from evaluating the current state of the City's systems; envisioning a modern, scalable, and integrated traffic management system; and enabling the City to track, manage, and message performance metrics effectively. The City's Traffic Signal Smart Technology objectives include:
• Implementing advanced technology to achieve a high-performance system, incorporating Al, edge computing, and machine learning systems with various levels of automation. • Ensuring technology supports essential system functions such as local presence detection, control applications, system health monitoring, database management, and remote management.

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• Providing modular flexibility that allows the City to scale implementation over time, depending on resources such as budget, communication infrastructure, and staffing for maintenance and management.
• Delivering immediate and measurable Return on Investment (ROI), particularly through performance metrics like reduced travel times, fewer traffic signal delays, and shorter stops. All while ensuring system uptime.
• Avoiding untested, cutting -edge technologies; instead, opting for solutions with a broad user base, local user base, and proven reliability.
• Provide control options including traditional TOD, ASCT, and P2P for maximum operational flexibility to apply the most appropriate approach to match traffic conditions and to coordinate with adjacent agency systems, especially Caltrans.

The MyCity CMS platform either achieves or supports many of the listed smart technology objectives. However, it does not on its own, provide the functionality associated with Al detection and decentralized ASCT systems. These systems are the focus of this evaluation.

Multiple vendors in the Al and ASCT space offer products that align with the City's objectives.

While these products may differ slightly in terms of hardware and software, their features and functionalities are comparable. The recommended systems leverage both Al detection and ASCT functionality in one complete package. These include NoTraffic, Currux, Rhythm/In-Sync, and Miovision.

3.6.1 AI/ ASCT Suitability Factors
Given that the City currently lacks Al detection and ASCT technology (AI/ ASCT), any new deployment, regardless of the vendor, will yield operational benefits. The most important system provision that the City requires from a capability standpoint is automation. The system must be capable of automated traffic signal timing generation and implementation. Signal timing automation is the foremost functional suitability factor for comparison of each of the recommended AI/ ASCT vendor products and is summarized in Table 3-3.

Table 3-3: Automation Summary
Factor / Vendor
NoTraffic
Currux
Rhythm/
In -Sync
Miovision
Manual
Processes
Initial detection
setup
Initial detector
setup
System
configuration and
initial timing plan
development
Initial detection
setup
Automated
Processes
Adjust signal timing
based on real-time
traffic conditions
Adaptive
split/offset/cycle
timings are
generated and
pushed to
controller
Fully automated
corridor -wide
adaptive signal
control
Identify timing
issues, recommend
optimal solution
System
Monitoring
24/7 monitoring.

Push alerts to
agency
Real-time
email/text
notifications
Remote access
capability
24/7 via Al
algorithms
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Factor / Vendor
NoTraffic
Currux
Rhythm/
In -Sync

Miovision
Operator
Monitoring
Available, not
required
Available through
desktop application
Yes. Periodic
check on system
health/status
Yes, through
performance
dashboard
The remaining suitability factors for the City's AI/ ASCT technology are less focused on functionality and more on other key considerations such as cost, product support, ease of maintenance, user base, interoperability with Caltrans, performance reporting, integration with other subsystems, and long-term sustainability. These factors are detailed in the subsequent sections and tables for the recommended vendors.

Costs
The system costs take into consideration initial purchase, installation, ongoing licensing fees, manufacturer support, maintenance, and warranty / future replacement costs. Table 3-4 below summarizes the cost as available.

Table 3-4: Cost Summary
Factor / Vendor
NoTraffic
Currux
Rhythm/
In -Sync
Miovision
Purchase Cost
(per intersection)
$23K
$22K
$60K
$20K
License Fees
$2K — $12K each
additional module
(every 5 years)
$2.5K — $4.5K
each additional
module
No Additional
Fees
$3.5K — $8.5
each additional
module
On-Goin g
Support Costs
NOC1 & MoS2
included for 5
years
NOC & MoS every
5 years for $10K
No Additional Fees
3 years included
Perpetual support
is included
Warranty Support
& Replacement
Costs
Hardware/Software
5 -year warranty
Hardware 1 -
year warranty with
extended options
Camera Devices 3-
year warranty
Hardware
3 -year warranty
Software
3 -year warranty
Hardware/Software
3 to 5 -year warranty
1 2
NOC — NoTraffic Operations Center
MOS — Mobility OS Software provides remote access to video streams, detection zones, performance measures, and alerts.

Support
Support includes manufacturer assistance before, during, and after technology implementation, including training and online resources. Table 3-5 below summarizes the level of support offered by each vendor.

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Table 3-5: Vendor Support Summary
Factor / Vendor
NoTraffic I
Currux
Rhythm/
In -Sync
Miovision
Support Through
Purchase
Through Local
Supplier
(JTB)
Through Local
Supplier
(Western Systems)
Through
Operations Team
Through Local
Supplier
(DDL)
Implementation
Support
Through Local
Supplier
(JTB)
Local and Remote
Support
Through
Operations team
Through Local
Supplier
(DDL)
Miovision as
needed
Post -Install
Support
Proactive 24/7
monitoring, remote
trouble shooting,
and support
through the NOC
(Kansas)
24/7 Service calls
available during
the life of the
hardware
(US based )
24/7 phone
support
Normal business
hours (Kansas
City)
Outside of normal
business hours
(Bulgaria & India)
Through Local
Supplier
(DDL)
Additional Support
via Miovision as
needed
Remote Support
through cloud -
based system
Training
Remote Training
Available
Remote/ In -Person
Training Available
Remote Training
Available
Remote Training
Available
Performance Reports
This section describes the end user's return on investment (ROI) in terms of report generation. It addresses how easily system reports can be generated, whether they are user -generated, automatically provided by the system, or vendor -generated. The section also explores whether these reports are easily digestible by traffic engineers, management, and city officials, and whether timing optimizations are available at the intersection or corridor levels. Table 3-6 below provides a summary of the ROI features.

Table 3-6: Return on Investment Information
Factor / Vendor
NoTraffic
Currux
Rhythm/
In -Sync
Miovision
Automated
Report
Generation
No — Manual
Download Only
Yes — Via Email or
text
No - Manual
Download Only
No - Manual
Download Only
Summary Status
Report for Non-
Engineers
Yes — Available in
ATSPM Module
Yes — Can
Separate
Reporting
Yes — 35 Data
Reports and
Charts Available
Yes — Manually
Available in
Platform
System Health
Notifications
NOC will notify
agency of faulty
conditions
System can notify
agency of faulty
conditions
System can notify
agency of faulty
conditions
System can notify
agency of faulty
conditions
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Factor / Vendor
NoTraffic
Currux
Rhythm/
In -Sync
Miovision
System Health
Report
Available through
MoS
Available through
Web UI or through
vendor support
with Western
Systems
Available through
Support Contract
Available through
Device
Diagnostics Page
Timing
Optimization
Yes
Corridor
Yes
Intersection
and/or Corridor
Yes
Intersection
and/or Corridor
In Development
p
Compatibility
This section describes the compatibility of the vendor's system with existing hardware and equipment that may remain in use, such as video detection, radar detection, mounts, and cables, as well as with City infrastructure, including cabinets and controllers. It also addresses compatibility with Caltrans systems, focusing on relevant Caltrans deployments and inclusion on Caltrans' approved material list of best practice roster. Table 3-7 below provides a summary of these features.

Table 3-7: Compatibility Summary
Factor / Vendor
NoTraffic
Currux
Rhythm/
In -Sync
Miovision
Use of Existing
Detection
Equipment
None
Existing Cameras
& Equipment
None
Can Leverage
Existing Loops or
Radar for ATSPM
Compatibility
with City
Infrastructure
Yes — System is
Compatibility with
all Controllers &
Cabinets
Yes — System is
Compatibility with
all Controllers &
Cabinets
Yes — System is
Compatibility with
all Controllers &
Cabinets
Yes — System is
Compatibility with
all Controllers &
Cabinets
Caltrans
Implementations
Implemented in
D4 & D12
Implemented in
D3, D1D0 �D11 &
Implemented in
D11
Implemented in
D4, D6 & D8
Caltrans
Approved
Material List
Currently Under
Review
Currently Under
Review
Currently Under
Review
Not currently
Userbase
This section reviews the vendor's system in terms of its widespread deployment across the U.S., within California, and specifically in Southern California. It highlights the importance of reputation and track record when selecting solutions that have proven reliability. Table 3-8 below provides a summary of these components.

Smart Technology at Traffic Signals Feasibility Study 1 27

Table 3-8: Userbase Summary

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Factor / Vendor
NoTraffic
Currux
Rhythm/
In -Sync
Miovision
US Intersections
500+
650+
31 states / 3,000+
Intersections
6,000+
State-wide
Deployments
80 Intersections
15-20
Intersections
10+ Systems
250+
Southern CA
Deployments
40 Intersections,
10 Agencies
11 Intersections
100+ Intersections
60+
Relevant SoCal
Users
Riverside County
City of Riverside
Moreno Valley
Palm Desert
City of Redlands
San Diego County
Carlsbad
Santee
Oceanside
EI Cajon
Laguna Niguel
Aliso Viejo
EI Cajon
San Diego County
Anaheim
Fullerton
Arcadia
Placentia
San Diego
Anaheim
Long Beach
San Diego
Sacramento
Napa
San Rafael
San Ramon
San Jose
San Joaquin
County
Longevity
This section evaluates the longevity of the company and its software, including how long the company has been in operation and the development timeline. It also assesses the future viability of both the company and the technology, ensuring long-term support and compatibility with hardware and software for the next 5 to 10 years. Key considerations include the sustainability of the solution, backward compatibility with older hardware, and the ability to implement future software updates and modules, including emerging technologies like V2X. Table 3-9 below provides a summary of these considerations.

Table 3-9: System Longevity Summary
Factor / Vendor
NoTraffic
Currux
Rhythm/
In -Sync
Miovision
Total Years
Experience
Founded in 2017
Founded in 2018
Founded in 2005
Founded in 2008
Age of Al-
Detection
Technology
Developed in
2017
Developed in
2018
Developed in
2010
Ongoing
development
since 2017
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Factor / Vendor
NoTraffic
Currux
Rhythm/
In -Sync
Miovision
Backward
Compatibility
( Future Modules,
Software
Updates, V2X)
V2X Ready
Software Updates
Available
(5 Years)
Software Updates
Made Available
for User to Push
Out
Software Updates
through Support
Contract
Software Updates
Over the Air
(Lifetime of Unit)
Scalability/ Flexibility
This section assesses the scalability of the system, focusing on its ability to expand in terms of the number of traffic signals deployed overtime. It also evaluates the system's modularity, allowing for the deployment of priority functions first and the gradual addition of more features as familiarity and budget increase. Table 3-10 below provides a summary of the scalability and modularity capabilities of the system.

Table 3-10: Scalability and Flexibility Summary
Factor / Vendor
NoTraffic
Currux
Rhythm/
In -Sync
Miovision
Scalable
Deployment
No Limit on
Number of Sicnals
No Limit on
Number of Sicnals
No Limit on
Number of Signals
No Limit on
Number of Sicnals
Scalable
Functionality
Yes, additional
modules/features
are available at
anytime
Yes, additional
modules/features
are available at
anytime
Integrated system,
no additional
modules needed
Yes, additional
modules/features
are available at
anytime

3.7 Recommendations and Comparison Summary
This section outlines recommendations based on the analysis from previous sections, the City's current infrastructure needs, and alignment with future goals. Recommendations include:
• Adoption of ATC standards
o 2070LX controller.
■ OMNI local controller software.
o ATC cabinet.
• MyCity CMS from Swarco McCain.

These recommendations ensure compatibility with existing systems and provide essential functions and scalability for future growth. The recommendations are aimed at achieving optimal integration across the City's traffic management infrastructure, including controllers, cabinets, and central systems while providing a platform for integration with AI/ ASCT systems.

Table 3-11 below provides a high-level summary of each recommended AI/ ASCT vendor based on the various suitability factors discussed in the previous section. Each vendor is ranked as high, medium, or low based on how their system compares. The City plans to use this list to communicate with vendors and decide which vendor is most appropriate.

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Table 3-11: Al/ASCT System Vendor Summary
Factor / Vendor
NoTraffic
Currux
Rhythm/
In -Sync
Miovision
Automation
High
High
High
Low
Costs
High
Medium
High
Medium
Support
High
Medium
Medium
Medium
Reporting
Medium
Medium
Medium
Low
Compatibility
High
High
High
Low
Defined
Userbase
High
Medium
High
High
Longevity
High
Medium
Medium
High
Scalability/
Flexibility
High
High
Low
High
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4 Traffic Signal Communications System
This section outlines a staged approach to upgrade the City's traffic signal communications network considering existing infrastructure, modern technology, installation costs, and ease of deployment. Establishing a reliable and robust communications system is foundational for implementing smart traffic signal technologies citywide. Based on the existing conditions review described in Sections 2, Beaumont's current traffic signal communications infrastructure includes copper SIC links connecting 16 signals and wireless radio links between three intersections.

However, several critical deficiencies were identified, such as disconnected SIC cables, missing modems and C -2S plugs, outdated technology, and lack of connectivity between traffic signals and a CMS. These issues limit the City's capability to perform real-time monitoring, remote management, and effective coordination of the traffic signal system.

The strategy outlined in this section adopts a three -stage approach. The stage one strategy involves addressing the critical communication deficiencies by rapidly establishing modern IP based connectivity to all signalized intersections. Stage one also includes upgrading existing traffic signal controllers and implementing the MyCity CMS application on the cloud. This immediate improvement will deliver significant operational benefits to the City, including enhanced signal coordination, improved system reliability, and the ability to monitor intersection health in real-time. In stage two, the existing SIC copper communication media will be replaced with fiber optic cable. This will be accomplished utilizing existing communication conduit which will save significant costs associated with new conduit construction. The third stage will transition the communication system to a fully integrated fiber optic -based network capable of meeting Beaumont's future technological needs.

Within each stage of improvement, initial phases give priority to intersections located near freeway ramps and along major arterial corridors such as Highland Springs Boulevard and Beaumont Avenue. Targeting these priority areas first will provide immediate, measurable improvements in traffic flow, congestion reduction, and roadway safety. Subsequent phases will progressively expand network connectivity throughout the City, laying the foundation for smart technologies at every traffic signal.

4.1 Stage 1, Rapid IP Network Deployment
The first step to improve the communication system is to reestablish communication on copper SIC between signals, as this forms the backbone of the existing infrastructure. Once communication is restored, the 19 signals will connect to the new cloud -based MyCity CMS. The existing traffic signal communication connections form five subsystems:
• N Highland Springs Blvd (Oak Valley Parkway to I-10)
• S Highland Springs Blvd (First St to Second St) and Second St (Highland Springs Blvd to Commerce Way)
• First St (Commerce Way to Emory Ave)
• Sixth St (Pennsylvania Ave to Beaumont Ave) and Beaumont Ave (Sixth St to I-10) • W Fourth St (Veile Ave to Prime Dr)
The quickest way to provide IP communications to these subsystems is to install a cell radio at one intersection within the subsystem. Cell modems are cost-effective, easy to install within traffic signal cabinets, and will provide 24/7 communication with the CMS. Each cell radio will incur a monthly fee of less than $100. Additionally, each subsystem will require Ethernet over Copper Smart Technology at Traffic Signals Feasibility Study 1 31

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network switches at all traffic signals within the subsystem. These switches will manage network data between the cell radio and the other traffic signals within the subsystem. Five cellular radios will be deployed, one for each of the existing five communication subsystems.

For stand-alone intersections without copper SIC, a cell radio will be installed at each intersection, and no network switch would be required. The following seven stand-alone traffic signals require cell radios:
• Beaumont Ave & Cougar Wy
• Beaumont Ave & Oak Valley Pkwy
• Oak Valley Pkwy & Oak View Dr
• Oak Valley Pkwy & Oak Valley Plaza
• Oak Valley Pkwy & Golf Club Dr
• California Ave & Sixth St
• First St & Pennsylvania Ave
Altogether 12 cell radios will be deployed in Stage 1. These improvements are depicted in Figure 4-1 on page 33.

In addition to the cell radio and network switch upgrades, all 170 traffic controllers in the City will be replaced with 2070 ATC controllers with OMNI software. The 2070 ATC/ OMNI combination is already in use for new installations within the City and is familiar to the City's maintenance staff.

A total of 14 controllers are identified for upgrade. Following deployment of the 2070 ATC controllers, cell radios, and Ethernet switches; signal timing standardization and corridor -based signal coordination should be developed and implemented. Signal timing standardization includes signal coordination plans and compliance with guidelines for critical timing parameters such as yellow intervals and pedestrian don't walk intervals.

4.2 Stage 2, Replace Copper Cable with Fiber Optic Cable In stage two, the existing copper cables will be replaced with fiber optic cables, which will provide a significant upgrade for the City's communication system. Fiber optic technology offers enhanced performance and reliability compared to the aging copper infrastructure, which is limited by bandwidth constraints. By utilizing existing conduits for the installation of fiber optic cables, the City can avoid the high costs and disruptions associated with trenching and excavation work.

These extract value from the existing infrastructure for a cost-effective and efficient transition to modern communication technology.

The cell radios that were installed in stage one will continue to serve as the backhaul connection to the CMS. However, one of the key improvements in stage two is the replacement of Ethernet over copper switches with fiber-optic switches. While Ethernet over copper can support data transfer rates of up to 100 MB, the fiber-optic switches will enable a substantial increase in data throughput, supporting speeds of 1 GB and higher. This increased bandwidth capacity will facilitate the integration of advanced IP-enabled technologies such as video monitoring systems and smart detection systems which are critical for real-time surveillance and traffic flow optimization.

Figure 4-2 on page 34 depicts stage two, copper to fiber media improvements.

Smart Technology at Traffic Signals Feasibility Study 1 32

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4.3 Stage 3, Fiber Optic Build -Out
The goal for the City's traffic signal communications system is to transition to a fully fiber-optic infrastructure. In this final stage, the existing cell radios and wireless radios will be removed, and new underground conduits and fiber-optic cables will be installed to connect all traffic signals to the CMS. This all -fiber network will offer high-speed data transmission across the entire City's traffic signal system. The fiber-optic network will provide a robust, scalable platform capable of supporting advanced smart technologies and other future system integrations, ensuring that the City's infrastructure is future -proofed for the growing demands of modern traffic management systems.

Figure 4-3 illustrates the envisioned final configuration of the City's fiber-optic build -out. To facilitate this transition, it is recommended that the City establish and adopt specific design guidelines mandating that all new traffic signals be designed with fiber-optic interconnect. This would also include the necessary switching equipment to connect the new signals to the larger network. Such an approach would help accelerate the deployment of the ultimate system and reduce costs to the City, as it establishes fiber as a standard.

In addition, the City should explore cost -saving strategies for the fiber-optic build -out, such as bundling fiber installation with other Capital Improvement Projects (CIPs) or partnering with private utility companies to include fiber infrastructure as part of their projects. These strategies can help the City achieve a full fiber-optic network while minimizing costs, ensuring that the City's infrastructure continues to evolve efficiently and cost-effectively.

Smart Technology at Traffic Signals Feasibility Study 1 33

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5 Smart Technology and Deployment Recommendations
This section caps the building blocks developed in the previous sections and focuses on a strategically phased implementation approach that aligns with the City's immediate and future needs. The recommendations cover vital components such as communication infrastructure upgrades, modernization of basic traffic signal equipment, and Al detection and ASCT tech that provide advanced functions.

The section is comprised of two primary parts: (1) recommendations made in the previous sections are compiled and traced with the aligned need and (2) an implementation phasing plan (IPP) is presented which strategizes deployments. The IPP provides a rough timeline, prioritizes system improvements, prioritizes locations for improvement, and provides a planning level cost for each phase.

5.1 Smart Technology Recommendations
As described in Section 2, the existing system assessment identified critical needs for the City of Beaumont to transition to an advanced traffic control infrastructure and Sections 3 and 4 presented technologies that address the need. Each of the following subsections reference previously identified needs (N) addressed by the recommendation (R) and traced with numerical identification.

5.1 .1 Communication Infrastructure
The existing communications infrastructure, primarily copper -based signal interconnect cable (SIC), was found structurally adequate but compromised by missing end equipment, such as modems, C-2 plugs, and cable terminations (N1, N2, N3). In addition, the lack of connection between field infrastructure and a CMS was identified (N4, N5).

To resolve these deficiencies, Stage 1 Improvements will reestablish communications by integrating Ethernet -over -copper VDSL technology and Layer 2 network switches at all cabinets currently equipped with SIC (R1). A cell radio will be installed for each SIC run to provide back haul communication to the traffic control system (R2). The existing three -signal wireless radio network was found to be in good condition and can be retained in Stage 1 and supplemented with a cell radio. For signals without SIC, a cell radio will be installed. Upon completion of Stage 1 of communication infrastructure upgrades, all signals will be connected to the CMS. This phase will establish full system connectivity, addressing needs N1 through N5.

The second stage of communications upgrades, Stage 2 Improvements, consists of the replacement of existing SIC with fiber optic cable and fiber optic termination equipment (R3). It is recommended the City leverage existing conduit infrastructure to minimize trenching costs.

Ethernet -over -copper devices will be replaced by advanced fiber-optic switches, increasing data throughput capabilities from 100MB to up to 1GB. This enhanced capacity will support additional intelligent transportation system (ITS) devices, such as CCTV cameras and Al detection technologies.

The third stage of communications upgrades, Stage 3 Build -Out, consists of installation of a fully fiber-optic network (R4). New conduits and fiber optic cables will be installed to provide connectivity between all traffic signals within the City. To reduce costs and facilitate timely implementation, the City is encouraged to coordinate fiber installations with other Capital Smart Technology at Traffic Signals Feasibility Study 1 37

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Improvement Projects (CIPs), developer -driven infrastructure improvements, or private utility work.

Communication Infrastructure Recommendation Summary:

No. Description
R1
R2
R3
Reestablish communications at each cabinet with Ethernet -over - copper VDSL technology and Layer 2 network switches.

Install cell radios at strategic signals to provide necessary backhaul connectivity to the central system.

Replacement of the existing SIC with fiber optic cable and fiber optic termination equipment.

R4 Installation of a fully fiber-optic network.

Need
Resolution
N1, N2, N3
N4, N5

5.1.2 Field Elements

5.1.2.1 Traffic Signal Cabinets, Controllers and Conflict Monitor Units The existing conditions assessment identified that the signal cabinets, traffic signal controllers, and the controller's software are aging and outdated (N6, N7, N8). Lack of a communications link between field elements and a CMS was also noted as a need (N9). Needs N10, N11, and N12 identify compatibility issues with outdated conflict monitor units (CMUs) and the inability to remotely access and monitor CMUs.

To address these needs, all existing 170 traffic signal controllers should be replaced with 2070LX ATC controllers with OMNI software and any existing 2070E controllers should have the CPU swapped out with a 1C ATC CPU with OMNI software (R5). This is an immediate need to communicate with the CMS. Having all controllers on a common software program will provide uniformity for maintenance and a platform for advanced traffic operations.

Additionally, the existing Type 332 cabinets should be replaced with 352i ATC cabinets (R6) as funding becomes available or as maintenance dictates. The 352i cabinet, installable on existing foundations, offers enhanced diagnostics, modularity, and improved safety features. Updating City standards to specify 352i ATC cabinets as the default will streamline future projects and maintenance efforts.

Existing outdated CMU units should be replaced with ethernet -compatible CMUs with remote access capabilities. The EDI 2010ECLip CMU is ethernet compatible and should be installed wherever existing Type 332 cabinets are to remain. For any proposed 352i ATC cabinets, the CMUip-2212 Series CMU should be installed. City standards for traffic signal equipment should be updated to reflect the 2010ECLip and CMUip-2212 CMUs as the new standard (R7).

Smart Technology at Traffic Signals Feasibility Study 1 38

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Cabinets, Controllers and Conflict Monitor Units Recommendation Summary:

No. Description
Replace 170 controllers with 2070LX ATC controllers with OMNI R5 software. Upgrade existing 2070E controller's CPU to a 1C ATC CPU with OMNI software.

R6 Replace 332 cabinets with 352i ATC cabinets.

R7
Replace outdated CMUs with the 210ECLip and CMUip-2212
CMUs.

Need
Resolution
N7, N8, N9
N6
N10, N11, N12

5.1.2.2 Vehicle and Pedestrian Detection
The existing conditions assessment identified a need to connect existing ethernet -compatible video detectors to the communications network to enable remote monitoring (N13). Current inductive loop detectors meet basic operational needs, but lack advanced features required for advanced operations (N14). The existing pedestrian detection systems are not capable of connecting to a communications network (N15) and most do not include accessible pedestrian features (N16).

Pedestrian detection systems should be upgraded to APS to meet ADA and PROWAG requirements (R8). It is recommended that the City prepare a transition plan that provides priority for upgrades and identifies funding opportunities. For example, priority can be given to requests from the public for APS systems. Any signal modification should include an upgrade of the pedestrian detection to APS. A transition plan may be beneficial to the City in the event of accessibility complaints from the public. Existing APS and new APS should be connected to the communication system as upgrades to the network are completed (R9).

The AI -integrated detection systems described in Section 3 offer multiple advanced traffic management and control options and can connect to create adaptive signal sub -systems. These systems may also offer integration with Caltrans-operated traffic signals. The City should implement Al detection upgrades as funding and opportunities provide (R10). For example, a road resurfacing project may choose to install an Al detection system in lieu of replacing inductive loops. City standards should be updated to reflect the preferred Al detection solution. Additionally, existing video detection systems should be connected to the communications network as upgrades to the network are completed (R11).

Vehicle and Pedestrian Detection Recommendation Summary:

No. Description
R8 Upgrade existing pedestrian detection systems to APS.

R9 Connect systems to communication network.

R10 Implement an AI -integrated detection system.

Need
Resolution
N16
N13, N15
N14
Smart Technology at Traffic Signals Feasibility Study 1 39

R11 Connect existing video detection systems to the communications network.

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N13

5.1.2.3 Battery Back-up Systems, CCTV, EVPE, and GPS Time Source Some existing battery backup systems (BBS) were identified with missing components, obsolete technology, or were omitted from some signalized intersections (N20, N21, N22, N23). For consistency and ease of maintenance, the City should standardize BBS selection and installation procedures. New or modified traffic signals should include ethernet -compatible BBS systems in an external cabinet to improve space and access in the controller cabinet (R12). Ethernet - compatible BBS systems should be connected to the communications network as upgrades to the network are complete. Regular maintenance will proactively identify repairs or replacements.

Currently, none of the existing Beaumont Police Department CCTV cameras are available to Public Works for video -based monitoring of the intersection (N17). With upgrades to the communications system comes the ability to install and connect traffic monitoring video cameras for remote access. It is recommended to install a CCTV camera at each traffic signal and connect it to the communications network (R13). In addition, connect video detection systems to the network for additional operational capability. City standards should be updated to require a CCTV PTZ camera at all new and modified traffic signals.

The existing conditions assessment identified that not all the EVPE systems in the City are ethernet -compatible (N18) and are limited to line -of -sight functionality (N19). Existing EVPE systems should be tested as part of a regular maintenance program. Non-functional units should be upgraded to ethernet -compatible equipment like Opticom 764 or equivalent, which should become the City standard (R14). Absent any concerns from emergency service providers, it is recommended that the City continue to use line -of -sight IR technology rather than convert to a GPS based system.

The existing non-functional GPS time sources should be removed (N24). GPS time sources are used to maintain clock time at the intersection to allow for time -based coordination with a common time base. Installation of 2070LX ATC controllers and a functional communications network will make the GPS time source units redundant. GPS time sources should be removed as controller and communications upgrade are completed (R15).

BBS, CCTV, EVPE, and GPS Time Source Recommendation Summary:

No. Description
Standardize BBS manufacturer selection and install ethernet - R12 compatible BBS systems in an external cabinet for new or upgraded intersections.

R13
R14
Install a CCTV camera at all traffic signals and connect all existing (and new) CCTV cameras to the communications network.

Upgrade non-functional EVPE units to Ethernet -compatible equipment like Opticom 764 or equivalent.

Need Resolution
N20, N21, N22,
N23
N17
N18, N19
Smart Technology at Traffic Signals Feasibility Study 1 40

R15 GPS time sources should be removed as controllers and communications upgrades are completed.

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N24

5.1.2.4 Central Management System
The existing conditions assessment identified that City staff lack the capability to remotely manage and monitor the City's traffic signal system and associated field equipment (N25 and N26). The high traffic demands and proximity of traffic signals along the freeway access corridors necessitate coordination and advanced operation. Existing controllers are susceptible to clock drift which renders coordination timing ineffective (N27, N28, N29, N30). Implementing a Central Management System (CMS) will significantly enhance operational efficiency, safety, and system reliability by enabling integrated oversight and management.

Essential functions provided by the CMS include signal coordination, real-time data collection and analytics, status and fault monitoring, comprehensive database management, and performance metric analysis. Consistent with the recommendation to continue utilizing SWARCO McCain's OMNI controller software, the SWARCO McCain MyCity Traffic Management System (TMS) software suite is recommended as the preferred CMS solution (R16). MyCity offers all standard CMS capabilities along with advanced functionalities through optional software modules such as Smart Priority, Adaptive, and Signal Performance Measures (SPM). The MyCity CMS directly addresses the identified operational needs.

Traditional CMS deployment typically involves installing a dedicated server physically located at a City facility, such as City Hall. Communication from traffic signals (via cellular, copper, or fiber- optic connections) would route directly to this server. The CMS server then integrates with the City's existing network infrastructure, allowing staff to access the CMS from a City network - connected computer equipped with the MyCity client software.

As an alternative to a traditional physical -server deployment, it is recommended to implement the MyCity cloud -based CMS solution (R17). Under this configuration, the MyCity server application is hosted securely in the cloud, with CMS access provided via secure web browsers or mobile applications. The cloud -based CMS offers robust cybersecurity measures to protect sensitive data and restrict unauthorized access.

Traffic signal data communications for a cloud -based system will require that the network or sub- networks also be accessible from the cloud. This will be accomplished through cellular radio deployments. Data from each group of signals will be aggregated and delivered to the cloud.

Central Management System Recommendation Summary:

No. Description
R16
R17
Utilize SWARCO McCain MyCity Traffic Management System
software suite as the City's CMS solution.

Establish a cloud -based server with cellular connectivity for sub - signal groups.

Need Resolution
N25, N26, 27,
28, 29, 30
N25, N26, 27,
28, 29, 30
Smart Technology at Traffic Signals Feasibility Study 1 41

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5.1.3 Roadway Safety
The existing conditions assessment identified a critical need to improve signal timing as a key countermeasure for reducing collisions (N31). Crash analysis highlighted DUI, motorcycle collisions, incidents involving school -age pedestrians, and nighttime collisions as priority safety categories for targeted attention (N32). It also recognized the importance of implementing systems capable of supporting advanced operations, analytics, and performance reporting, for the City to transition from a reactive to a proactive roadway safety management approach (N33).

The recommended controller hardware and software upgrades present the City with an opportunity to comprehensively review and refine signal timing parameters, including yellow and red clearance intervals, pedestrian timing, bicycle detection, and vehicle detection intervals (R18).

Advanced operational features such as Lead Pedestrian Intervals (LPI) can be programmed into the upgraded controllers, giving pedestrians crossing time prior to vehicle movements, thus enhancing pedestrian safety. Additionally, coordinated signal timing strategies can be developed and implemented along high -volume corridors, effectively reducing vehicle stops and delays, minimizing driver frustration, and decreasing collision potential.

Beyond technical improvements to traffic signals and operational enhancements, the City should continue to engage in engineering, education, and enforcement efforts to address the lowest roadway safety categories that contribute to collisions. Pursuing external grant funding from programs such as Highway Safety Improvement Program (HSIP), Safe Routes to School (SR2S), and the California Office of Traffic Safety (OTS) is recommended to support both infrastructure enhancements and public education campaigns. Grant funding from CA OTS specifically can support increased DUI enforcement patrols, directly addressing the identified safety concerns.

Close collaboration between City engineering staff and the Beaumont Police Department is essential to effectively target safety resources and interventions toward identified high -risk locations and behaviors. These combined engineering, education, and enforcement strategies comprehensively address the identified roadway safety needs (R19).

The implementation of an advanced CMS, such as the MyCity, further supports the City's shift toward a proactive traffic management framework. MyCity provides comprehensive operations management, detailed analytics, and sophisticated reporting capabilities, enabling City staff to remotely monitor intersection and corridor performance, identify emerging areas of concern, and proactively implement targeted signal timing strategies for safety improvements. Complementing the MyCity CMS, AI -based detection systems offer enhanced capabilities, such as real-time pedestrian movement tracking, near -miss event detection, and comprehensive vehicle classification and speed monitoring. Data from these advanced detection systems can be analyzed to pinpoint and address potential safety issues before they escalate. The integration of CMS and AI -based detection thus addresses the need for proactive system management (R20).

Roadway Safety Recommendation Summary:

No. Description Need Resolution
Utilize controller hardware and software upgrades to refine R18 signal timing strategies to enhance intersection safety and N31 establish more efficient intersection operations.

Smart Technology at Traffic Signals Feasibility Study 1 42

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Maintain a comprehensive and multidisciplinary approach to R19 address the priority roadway safety categories identified in the crash analysis.

Utilize CMS and AI -based detection to remotely monitor R20 intersections and analyze corridor performance metrics to proactively manage the traffic signal network.

N32
N33

5.2 Implementation Phasing Plan
Improvements to the City's traffic signal network will be implemented in five phases each with the following objectives:
• Phase 1 (Year One) — Prioritize Highland Springs Ave. • Phase 2 (Year Two) — Prioritize Beaumont Ave, First St, Second St, and Sixth St. • Phase 3 (Year Three) — Prioritize Oak Valley Pkwy and Fourth St.

Phases 1 through 3 each include on the respective priority corridors: implement upgraded controllers and conflict monitor units, upgrade communications network, implement CMS, implement AI/ ASCT system, and performance reporting system. • Phase 4 (Year Four) — All locations Citywide. Prioritize upgrading and implementing field element subsystems including BBS, APS, EVPE, and CCTV
• Phase 5 (Year Five +) — All locations Citywide. Replace hybrid media network with standardized fiber optic network and upgrade traffic signal cabinets.

The improvements designated for each of the three corridor phases are organized to provide the greatest mobility benefits as quickly as possible. The priority corridor approach targets high -traffic areas first to yield immediate and measurable benefits. It's important to note that system design documents are required prior to procuring contractors and/ or equipment vendors. System design development for phase one is expected to take approximately three months and Caltrans permitting is expected to take approximately six months.

Phases 4 and 5 graduate to advanced field element technology for subsystems such as battery back-up systems, emergency vehicle preemption systems, and fiber optic communication systems. The priority corridor approach by phase is shown in Figure 5-1. Each of the implementation phases are detailed in the following subsections.

5.2.1 Implementation Phase 1 (Year One)
Phase one improvements are as immediate as possible with systems and technology required to implement an AI/ ASCT system on Highland Sprins Ave in one year. This includes the I-10 Caltrans ramp signals for unified corridor operation. Within this phase the first implementations will be new controllers and CMU's, high speed Ethernet over copper communications, and the CMS. Once these foundational technologies are implemented the Al detection and ASCT technology will be layered on with MOE applications for performance reporting.

Table 5-1 on page 44 provides a summary of phase one improvements and order of magnitude costs.

Smart Technology at Traffic Signals Feasibility Study 1 43

LEGEND
•
•
Traffic Signal - Beaumont City
Traffic Signal - Beaumont/Banning City
Traffic Signal - Caltrans
Traffic Signal - Riverside County
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City Hall
Freeways
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Minor Roads
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Figure 5-1: Implementation Phasing by Location

Table 5-1 Implementation Phase 1 Improvements and Costs

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Item #
Description
Qty
Unit
Unit $
Total $
Year 1: Highland Springs Avenue
1 2070LX Controller w/ OMNI
2 EA
$7,000
$14,000
2 Swap 2070E CPU w/ 1C ATC CPU w/ OMNI
6 EA
$2,000
$12,000
3 Cellular Radios
2 EA
$500
$1,000
4 Ethernet -Over -Copper VDSL Modem
9 EA
$5,000
$45,000
5 Cloud -Based MyCity Software Suite
1 LS
$30,000
$30,000
6 CMU Upgrades
9 EA
$1,500
$13,500
7 AI/ ASCT Systems
11 EA
$30,000
$330,000
8 MOE Modules
1 LS
$10,000
$10,000
Subtotal
$455,500
Engineering, Management, Integration: 50% of subtotals
$227,500
Total
$683,250
Note: Order of Magnitude Cost Estimates do not include construction contingency.

5.2.2 Implementation Phase 2 (Year Two)
Upon completion of improvements on Highland Springs Ave under phase one, the City can initiate phase two. This phase focuses on Beaumont Ave, First St, Second St, and Sixth St. The Caltrans ramps signals on Beaumont Ave and SR -79 are included and the County traffic signals on the north side are included. Phase two has similar implementations as phase one, and the associated technologies and system will be expanded to the phase two corridors. Phases two and three will benefit from experience gained on the phase one implementation.

Table 5-2 provides a summary of phase two improvements and order of magnitude costs.

Table 5-2 Implementation Phase 2 Improvements and Costs Item #
Description
Qty
Unit
Unit $
Total $
Year 2: Beaumont Ave, First St, Second St, and Sixth St. 1 2070LX Controller w/ OMNI
8 EA
$7,000
$56,000
2 Swap 2070E CPU w/ 1C ATC CPU w/ OMNI
2 EA
$2,000
$4,000
3 Cellular Radios
5 EA
$500
$2,500
4 Ethernet -Over -Copper VDSL Modem
6 EA
$5,000
$30,000
5 Cloud -Based MyCity Software Suite
1 LS
$30,000
$30,000
6 CMU Upgrades
11 EA
$1,500
$16,500
7 AI/ ASCT Systems
17 EA
$30,000
$510,000
8 MOE Modules
1 LS
$10,000
$10,000
9 Layer 2 Network Switch
5 EA
$4,000
$20,000
Subtotal
$679,000
Engineering, Management, Integration: 50% of subtotals
339,500
Total
$1,018,500
Note: Order of Magnitude Cost Estimates do not include construction contingency.

Smart Technology at Traffic Signals Feasibility Study 1 45

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5.2.3 Implementation Phase 3 (Year Three)
The remaining traffic signals on Oak Valley Pkwy and Fourth St will be upgraded in phase three.

The Caltrans ramps signals on Oak Valley Pkwy are included. Phase three is expected to move quickly considering there are fewer locations than previous phases.

Table 5-3 provides a summary of phase three improvements and order of magnitude costs.

Table 5-3 Implementation Phase 3 Improvements and Costs Item #
Description
Qty
Unit
Unit $
Total $
Year 3: Oak Valley Pkwy and Fourth St
1 2070LX Controller w/ OMNI
2 EA
$7,000
$14,000
2 Swap 2070E CPU w/ 1C ATC CPU w/ OMNI
3 EA
$2,000
$6,000
3 Cellular Radios
4 EA
$500
$2,000
5 Cloud -Based MyCity Software Suite
1 LS
$15,000
$15,000
6 CMU Upgrades
6 EA
$1,500
$9,000
7 AI/ ASCT Systems
6 EA
$30,000
$180,000
8 MOE Modules
1 LS
$5,000
$5,000
9 Layer 2 Network Switch
6 EA
$4,000
$24,000
Subtotal
$255,000
Engineering, Management, Integration: 50% of subtotals
$127,500
Total
$382,500
Note: Order of Magnitude Cost Estimates do not include construction contingency.

5.2.4 Implementation Phase 4 (Year Four)
Phase four includes traffic signal field element subsystems that will benefit from upgrades and new technology. These include Accessible Pedestrian Signal (APS) pushbuttons, Battery Backup Systems, CCTV cameras, and Emergency Vehicle Preemption equipment.

Table 5-4 provides a summary of phase four improvements and order of magnitude costs.

Table 5-4 Implementation Phase 4 Improvements and Costs Item #
Description
Qty
Unit
Unit $
Total $
Year 4: Citywide
10 APS Pushbuttons
24 EA
$20,000
$480,000
11 BBS Upgrades
16 EA
$10,000
$160,000
12 CCTV
23 EA
$15,000
$345,000
13 EVP Upgrades
17 EA
$18,000
$306,000
Subtotal
$1,291,000
Engineering, Management, Integration: 25% of subtotals
322,750
Total
$1,613,750
Note: Order of Magnitude Cost Estimates do not include construction contingency.

Smart Technology at Traffic Signals Feasibility Study 1 46

BEAUMONT

CALIFORNIA

5.2.5 Implementation Phase 5 (Year Five +)
Phase five includes year five and subsequent years. This final phase will transition the City's traffic signal communications network into a fully integrated fiber-optic infrastructure and technology.

Controller cabinets will also be upgraded to the latest ATC technology.

Table 5-5 provides a summary of phase five improvements and order of magnitude costs.

Table 5-5 Implementation Phase 5 Improvements and Costs Item #
Description
Qty
Unit
Unit Price
Total Cost
Year 5 +: Citywide

14.1 Fiber in Existing Conduit
14,400
LF
$10
$144,000

14.2 Switches
15 EA
$5,000
$75,000

14.3 Splicing
15 EA
$5,000
$75,000

14.4 Cabinet Termination, FDU, and Panel
15 EA
$10,000
$150,000

14.5 Fiber Optic Trunk Cable in New Conduit
35,000
LF
$90
$3,150,000
15 352i ATC Cabinet Upgrades
25 EA
$35,000
$875,000
Subtotal
$4,469,000
Engineering, Management, Integration: 25% of subtotals
$1,117,250
Total
$5,586,250
Note: Order of Magnitude Cost Estimates do not include construction contingency.

5.2.6 Implementation Summary and Cost
A summary of the implementation phases, costs, and total cost for all technology recommendations is shown on Table 5-6.

Table 5-6 Implementation Summary and Costs
Phase
Year
Location
Cost
1 1
Highland Springs Ave
$683,250
2 2
Beaumont Ave, First St, Second St, Sixth St
$1,018,500
3 3
Oak Valley Pkwy and Fourth St
$382,500
4 4
Citywide
$1,613,750
5 5 +
Citywide
$5,586,250
Total
$9,284,250
A map of the implementations by phase and location is shown on Figure 5-2.

Smart Technology at Traffic Signals Feasibility Study 1 47

LEGEND
Implementation Phase
Phase 1
Phase 2
Phase 3
Phase 4 & 5 All Traffic Signals
•
•
ga
Traffic Signal - Beaumont City
Traffic Signal - Beaumont/Banning City
Traffic Signal - Caltra ns
Traffic Signal - Riverside County
Fiber in Existing Conduit
Fiber in New Conduit
City Hall
Freeways
Major Roads
Minor Roads
L...*1 Beaumont City Boundary
Not to Scale
I
x
O
2 w

TWELFTH

ELEVENTH ST
cg
111 111
5 EIGHTH 57

FIRST ST

VALLEY PIN
ItTaa 15 dv`E----

FIRST ST
19 SECOND ST
2B
d
30 29
35 27
26 25
•24
-4
24 21
CD
23 m�
Phase 1; Highland Springs Ave
Year
Item #
Description
Int. ID#
1 1
2070LX Controller w1 OMNI
21,23
2 Swap 2070E CPU wi 1C ATC CPU wf OMN 126,27,28,29,30,35 3 Cellular Radios
23,26
4 Ethernet -Over -Copper VDSL Modem
Corridor wide
5 Cloud -Based MyCitySoftware Suite
City Hall
6 CMU Upgrades
Corridor wide
7 Ali ASCT
Corridor wide
8 MOE
Corridor wide
Phase 2: Beaumont Ave, First St, Second St, & Sixth St
Year
Item #
Description
Int. ID#
2 1
2070LXController w)OMNl
4,14.15,16,18,19.20,34
2 Swap 2070E CPU w11 C ATC CPU wi OMN 15,17
3 Cellular Radios
4,5,14.15,34
4 Ethernet -Over -Copper VDSL Modem
15,16,17,18,19,20,22
5 Cloud -Based MyCitySoftware Suite
City Hall
6 CMU Upgrades
Corridor wide
7 All ASCT
Corridor wide
8 MOE
Corridor wide
9 Layer 2 Network Switch
4,5,14,34
Phase 3: Oak Valley Pkwy & Fourth St
Year
Item #
Description
Int. ID#
3 1
2070LXContraller wi OMNI
6,8
2 Swap 2070E CPU w11 C ATC CPU wl OMNI
.9,10,31
3 Cellular Radios
6,7,8,10
5 Cloud -Based MyCitySoftware Suite
City Hall
6 CMU Upgrades
Corridor wide
7 Ai ASCT
Corridor wide
9 MOE
Corridor wide
9 Layer 2 Network Switch
6,7.8.9,10,31
Phase 4: All Traffic Signals
Year
Item #
Description
Int. ID#
4 14
APS Pushbuttons
CityWide except 4
11 BBS Upgrades
City Wide except
9,10,17,20,28,29,31,34.35
12 CCTV
CityWide except 16.17
13 EVPE Upgrades
City Wide except
9,10,27,28,29,30,31 ,35
Phase 5: API Traffic Signals
Year
Item #
Description
Int ID#
5+
14 Fiber Optic lrn protements
CityWide
15 352i ATC Cabinet Upgrades
CityWide

Figure 5-2: Implementation Phasing by Improvements and Locations

BEAUMONT

CALIFORNIA

5.3 Design Guidelines and Special Provisions
To ensure the recommendations outlined in this report are consistently implemented, the City should develop Standard Design Guidelines and Special Provisions. These documents will establish clear standards and ensure that all new or modified traffic signals are integrated into the City's overall traffic management system for consistent equipment procurement and implementation.

Design Guidelines will provide direction to consultants responsible for preparing traffic signal plans. At a minimum, these guidelines should clearly define the City's preferred traffic signal equipment as well as the required communication system requirements. Additionally, detailed specifications for AI -based detection technology should also be incorporated into the guidelines.

Special Provisions will serve as direction for contractors and vendors to ensure compliance with the City requirements throughout the bidding and procurement process. Unlike design guidelines, special provisions will provide more detailed technical descriptions, specifying exact materials, components, workmanship, and construction methods.

5.4 Delivery Methods
The City should actively leverage opportunities arising from Capital Improvement Program (CIP) projects and private development efforts to upgrade traffic signals and provide smart technology recommendations identified in this Study. Any project impacting existing traffic signals should, at minimum, upgrade signal cabinets, controllers, software, CMUs, and EVPE. Depending on available funding, upgrades to detection systems should also be considered. Projects involving significant linear trenching should seek opportunities to include conduit and fiber-optic cable installations to support the communications network.

Additionally, if a private utility proposes installing fiber-optic infrastructure to homes within the City of Beaumont, the City should require connections to nearby traffic signals as a condition of approval. Leveraging private fiber networks will efficiently facilitate communication routing between traffic signals.

State and Federal grant funding opportunities that the City of Beaumont can pursue to supplement local CIP funding for the deployment of the Implementation Phasing Plan are presented below:
• California Advanced Services Fund (CASF) Broadband Infrastructure Grant Account • California Public Utilities Commission (CPUC) Broadband Equity, Access, and Deployment (BEAD) Program
• California Department of Technology (CDT) Digital Equity Act • Caltrans Highway Safety Improvement Program (HSIP)
• US Department of Transportation (USDOT) Safe Streets and Roads for All (SS4A) • USDOT Strengthening Mobility and Revolutionizing Transportation (SMART) Smart Technology at Traffic Signals Feasibility Study 1 49

APPENDIX A
Traffic Signal Equipment Inventory

BEAUMONT SMART TECHNOLOGY AT TRAFFIC SIGNALS FEASIBILITY STUDY - TRAFFIC SIGNAL EQUIPMENT INVENTORY ID
Location
Corridor
Agency
Cabins[
Controller
Timing Sheet
program
Switch
Conflict Monitor
Unit (CMU)
Power Distribution
Assembly (RDA)
Battery Backup System
(BBS)
BBS Cabinet
BBS Working/
Functional (MINI
BBS Comm
Capability (YIN)
Existing
Communications
Media
Conduit
Communications To (1)
Communications To (2)
Communications Tc (3)
CCTV
Camem
ALPR
Camera
EVPE Type
EVPE
Discdminabr Cab
Dabctlon
Time Source
GPS Unit
eer0oeatl
Interconnect
PPB
Nobs
1 Cbecy Valley Blvd 8 N School Ent. a Royal
Coach
CM1erty Valley BlM
Riversltle
County
332L
170E
20052
Piggyback
Copper
2 RMC
-e #19 to cherry BIM &
Beaumont Ave
—
—
IR
(2)Opticom 3M 721
All Loops
Bulldog
2 Cherry Valley Blvd & Beaumont Ave
Cherry Valley Blvd
RoOseate
CUMy
Typo P
Type 90
200SA
Copper
2' RMC
1- PR.9 b Cherry Blvd Blvd &
Sc.! Enlnxoyall Coin
—
—
IR
(2) 3M Optkwm 262
All Loops
Bulldog
3 Beaumont AveBBrCoksltle Ave
Beaumont Ave
Ri rers.

Count,
Type P
type 390
20052
—
—
—
IR
(213th Optkom 262
All Loops
Bulldog
4 Beaumont Ave &Cougar Wy
Beaumont Ave
Beaumont
332L
Sefetren 170E
233 RV3
EDI 210
IDC#2
NA
NA
NA
NA
None
—
—
—
IR
(1)Opticom 3M 752
All Loops
None
None
Polara CCU2EN
(NO 85232)
- Polam Unit
5 Beaumont Ave 5 Oak Valley Pkwy
Beaumont Ave
Beaumont
33zL
McCain 2070E
20022
EDI2010ECL
Safatran P0002
NA
NA
NA
NA
None
—
—
—
Yes
IR
(2) 0Dllcom 3M M-262
All LOOPS
None
None
Bulldog
6 Oak Valley Pkvry80ek View Or
Oak Valley Pkwy
Beaumont
332L
McCain 170E
200SA
EDI210
McCain PDA#2
Dimensions (ADI-24V11)
Swing -Out
Battery Shelves
in Cabinet
No
No
None
—
—
—
IR
(1)Op0com 3M 752
All Loops
None
None
Bulldog
- Damage Cabinet
7 Oak Valley Pkwy& Oak Valley Pla]a
Oak Valley Pkwy
Beaumont
332L
Sbmens EAGLE
2070E ATC
203380
EDI2010
McCall PDA #2
NA
Alfa.

No
No
None
—
—
—
IR None
(2) 0Dttwm 3M 752
All Lops
None
Bulldog
—BBS batlerlas but no inverter
B
Oak Valley Pkwy& Golf Club Or
Oak Valley Pkwy
Beaumont
332L
Nader Seriea9]0
2033RV
EDI2010
McCain PDAX2
Dimensions (201-24J11)
Piggyback
No
No
None
—
—
—
IR
(2) Oplicom 3M 752
All Loops
None
None
Bulldog
8 Fouts St & Prime Dr
Fouts St
Beaumont
332L
McCain 207OE
2033RV
000 coppe
Cisco I2 opmb fi 0101
goals 2 combo pores for
copper or SFP)
E
EDI 2010ECL
McCain PDA 2L
AIDha (FXM 1100)
Aar..

Yee
Yes
Wireless
Wireless Radio to Fourth SIN
OiMbutym WY
—
—
IR
(t)ODtkom 764 (IP)
All Loops
Nose
None
Bulldog
- Radio Communication/ diva in
10 Fourth St B Veils Ave
Fouts St
Beaumont
332E
McCain 2070E
2033RV
Cleo IE2000 (6 capper
parts 42 combo pores for
Copper o SFP)
EDI t010ECL
McCain PDA 2L
Alpha(FXM 1100)
Piggyback
Yea
T.

Wireless
Wireless Radio to Fourth St 8
Distribution Wy
—
—
IR
(1)Oam 764 (IP)
All Loops
None
None
Bulldog
- Radio ConmuniCotleN are link
11 Beaumont Ave. First St
Beaumont Ave
Cdbans
332L
2070
TSCP 2.21
Bulldog
12 Beaumont Ave & Fourth St/Luis Esoatle RE
Beaumont Ave
Careen
332E
20]0
TSCP 2.21
Bulldog
Operates 00th (13) Beaumo. Are & I-10EB as 2ngle Intersection 13 Beaumont Ave&I-10EB
Beaumonta
Coltrane
332E
2070
TSCP 2.21
Bulldog
Operate with (12) aural Ave 8 Fourth SULuis Estrada Rd m single intersection 14 Beaumont Ave &!TOWS
Beaumont Ave
Galleons
332E
20]0
TSCP 2.21
Bulldog
Operale5 with (15) Beaumont Ave & FBI St as 2ngle intersection 15 Beaumont Aw&Fifth St
Beaumont Ave
Coltrane
332E
2070
TSCP 2.21
Bulldog
Operate with (14) Beaumont Ave 81-10 W B as single intersection 16 California Ave B SUM St
Sixth St
Beaumont
332E
Sefetren 170E
233 RV2
EDI 2010ECL
Sefetren PDAX2
Dimensions(24M11-WBE)
Piggyback
No
Ves
None
—
—
—
IR
(1) Opticom 464 (USB)
All Loops
McCain GPs
Nana
sac,
- No Modem
-McCain GPS
17 Beaumont Aw851gM1 5t
Beaumont Ave
Beaumont
332E
McCain 170E
20pSA
EDI210
McCain PDA #2
Dimensone (M.-24011)
Sting -0d
Bare...
in Cabinet
No
Not GODDo

2. RMC
1-sPR#1810 Beaumont Ave.

I-10 WB
1-OPR#1910 SiOO Sl8
Palm Ave
—
Yea
IR
(2)ODtiwm 3M 752
All LOOPS
None
None
Bulldog
-C2S Port.
16 Sixth St B Palm Ave
Si.St
Beaumont
332E
Saran 1]0
233 RV2
EDI 210
McCain PDA X2
NA
NA
NA
NA
Copper
2' RMC
1-6PRX19 to
Si Beaumont A.& 1-6PR
Seth St
X19 to Si. SI&
Pennsylvania Ave
—
Yea
Yee
IR
(2) Opticom 3M 752
All Loops
None
Nana
Bulldog
Port nth nnecl
-G connect.
- EVP not connecletl
18 SUM SIB Pennsylvania a
al St
Beaumont
332E
McCain 2070E
2033RV

EDI 210
San PDA#2
Marathon (TRIG -2004491)
Piggyback
Tee
Yes
GODDo
2 Rue
1-TPR 419 Palm Ave1h 518
elm Av
Yes
IR
(1)M-2020DIICom3M
(1)Opticom 3M 752
All Loops
Note
Bul
pull.",
-
p„CWel pull box
- 8 ref
20 First StBCommerce Wy
Firsts[
Beaumont
332E
McCain 170E
20052
EDI210
McCain PDA k2
Dimensions (AD -24011)
Piggyback
No
No
Copper

2. RISC
1-6PR X22 to F. St 8
Emory Ave
—
—
IR
(2)Opticom 3M 752
All Loops
None
None
Bulldog
EVP not Active
- NOBBS Bette.
21 Sewn St Commerce Wy
Second St
Beaumont
332L
MICln lice
200S2
EDI 210
PSI PDA42
Dimensions (ADI-24M11)
Piggyback
No
No
Copper
2RMC
1 R#22 to Second St S,
dPPaseo Beaumont
IR
(210Wwm 3M 752
All LCO.

None
None
Bulldog
—N0C-2S Plug
22 First St& Emroy Ave
First St
Beaumont
332L
McCain 170E
200S2
EDI210
McCain PDA#2
Alpha (FXM1100)
Piggyback
Yes
Ves
0opper

2. RMC
1-6PR 422 to First S.

Commerce Wy

—
—
IR
(2(0pticom 3M ]52
All Loops
None
None
Bulldog
23 HIBMan sp...., & FIrd San Lake BIM
HI9M1lantl Springs Ave
Beaumont
332E
McCain 170E
233 RV2
EDI 210
MCGdn PDA #2
DI monslone (ADI-24V111
Piggyback
No
No
Capper
2 RMC
1-6PR#22 to Hlghlantl Sprtrge Ave.

Sewn SUSun Lake Village Dr
IR
(I(acorn 7.

Vltleo
McCain GPS
None
Bret.),
-M`MotlemlSlC not Terminated
Gain GPS
- here Ventage Etlge2 (IP)
24 Second St 8 Pasco Baeumart
Second St
Beaumont
332E
McCain 1]0 ATC
BI Tren 200
E012010ECL
McCain PDA M2
Dimensions (AD -24711)
agOuI
Battery Shelras
n al.

No
No
Copper
2' RMC
OSPR X22 to Second St 8

Commerce Wy
1-OPR X22 to Highland Springs Ave &
Second St/Sun Lake Village Or
—
IR
(2) Opticon 3M 752
All Loops
None
None
Bulldog
- No Modem/SIC notTerminate
25 HIBMantl Spa Ave 8. Secontl aim Lake
Vill�eDr
HIBM1Iantl Springs Ave
Beaumont
332E
McCain 170E
EDI 210
McCain PDA #2
Dlmml Batteryng
Din... (AO 24Y111 Shelvas
Sre OM
in CebOut
No
No
Copper
2 RMC
18P #221
R First St/SunaLake BM1tleAve&
1EPP Pas. Beaumontl 518
—
IR
(210Dlicom 3M 752
All Lwps
McCain GPS
N00
Bulltlog
sod dennlnated
No M.GPS
-
26 Highland Springs Ave 81-10 EB
Highland Springs Ave
Cellrana
332E
20]0
TSCP 2.21
Polara APS
2]
Highlan SDrtrge Aso &1-10 we
HIBMantl Springs Ave
000118ns
332E
2070
TSCP 2.21
Para APS
28 Highland Springs AvaB Sixth SURemsay St
Highland Springs Ave
Beaumont
332E
PSI 170E
20052
(DC 210
(DC PDA X2
NA
NA
NA
NA
Copper

2. RMC
to Highland Springs AvaB
-10WB
to Highland Springs Aoe&
8th 5/Wilson St
—
IR
None
All Loops
McCain GPS
None
sped.,
- NOC-25 Plug/ One SIC not Terminated
-McCain GPS
28 HIBM1Ian Springs Aver Ea S1AYilson Sl
0501814 Springs Ave
Beaumont
332E
McCain 2070E
2033RV
EDI2010EGL
IOC P00 02
Myers
Piggyback
No
No
Copper
2 RMG2"PVC
to HIBMantl Stings Ave&
Patriot Wy
HIBM1Iantl SDrtnge Aver
S. SURamaey St
—
IR
(1) OD11cam 764 OP)
Video
None
None
Bdltlw
-BBnanan to necl (IP)
BBS has no ballades
30 Highland Springs Ave B S.11ight Ave.well Or
Highland Springs Ave
Beaumont
332E
McCain 2070E
2033RV
EDI 2010ECL
McCain PDA 2L
Myers (MP 2000E)
Piggyback
Yea
Ves
Copper

2. PVC
to Highland Springs AvaB
Suntlance Dr
roHigMPat Springs Ave
Paled Wy
—
IR
(1)Optioam ]64 (IP)
Video
None
None
Bulldog
- hens EtlgeCOnnere OP)
31 HIBM1Iantl S nge AveBSun Sagstlance Dr
prt
Highland S Be Ave
Beaumont
332E
McCain 2070E
2033RV
EDI2010EGL
Mn PDA #2
Myers e (MP 200
PiBBMaack
Yes
Yes
Copper
2RMG2"PVC
o Highland SP.. Ave B
Oak Valley PkwylMaetlaNlne Wy
to Highland SP.. Av.B
Starlight Ave/Abell Or
—
IR
(t) ODtICom 764 OP)
Vdeo
Note
None
Bulldog
-Ibris EtlgeConnecl (IP)
Highland Springs Ave 8 Oak Valley
Pkwy/Meadane Wy
Highland Springs Ave
Beaumont
332E
McCain 2070E
2033RV
EDI 2010ECL
!DC PDA X2
Myers
Piggyback
No
No
Copper
2' RMC
b HigMentl Sprin9a Ave &—
Oak Valley Pkaleacame Wy
—

IR
(1) Optioam 764 (IP)
Video
None
None
Bulldog
- Ilene Edge... OP)—
33 Fourth St& Distributional y
Fourth St
Beaumont
33zL
MCGaln2070E
2033RV
ods.2co coo0(Bcopper
pots 2 combo pores fur
copper or SFP)
EDI 2010ECL
E
McCain POA2L
Alpha (FXM 1100)
Piggyback
Yes
Yes
Wireless
Wireless Radio to Fa
Fah St 8
Prima Drive
Wireless RaSOI00 610
88 Voile Ave Fourth
IR
(t)Optkrnn 764 (IP)
All Lops
None
None

Bulldog
- Radio Communication/ Iva In
34 Oak Valley Pkwy& I-10 WB
Oak Valley Pkwy
Colleen
332L
2070
TSCP 2.21
are APS
35 Oak Valley Pkwy 81-10 EB
Oak Valley Pkwy
Calbans
332L
2070
TSCP 2.21
Polara APS
36 First St & Pennsylvania Are
First St
Beaumont
332L
McCain 170E
2033RV
EDI210
McCain PDA2L
Marathon (1RTC-2004-N1)
Piggyback
Yes
VOS
None
—
—
—
IR
(2)Op0com 462
All Loops
None
None
Bulldog
3]
HIBM1Iantl springs Ave PaMol Wy
HIBM1Iantl springs Ave
B�umont
332E
McCain 2070E
2033RV
EDI2010ECL
MCCdn POA 2L
Myers (MP 2000E)
PIBBWack
Yes
Yes
Capper
2 PVC
to
oH19M1lantl springs 205
Starlight pringsIDr
tobHEighth SDfin8s 2ve8
Eighth SVWlleon St
IR
(1)OptICom 764 (IP)
Vltleo
None
None
Bulldog
B
- Iteris EtlgeComa(IP)

APPENDIX B
Beaumont 2019-2022 California Office of
Traffic Safety (OTS) Crash Rankings

Agency
Year
County
Group
Population (Avg)
DVMT
Beaumont
2019

RIVERSIDE COUNTY
C
51731
253520
Crash Category
VICTIMS KILLED & Ib1JURED

OTS RANKING
Total Fatal and Injury
115
371105
Alcohol Involved
16 34/105
Had Been Drinking Driver <21
2 91105
Had Been Drinking Driver 21 - 34
4 301105
Motorcycles
7 22/105
Pedestrians
6 72/105
Pedestrians < 15
1 76/105
Pedestrians 65+
2 46/105
Bicycle
4 75/105
Bicyclist < 15
0 85/105
Composite
63 24/105
Cr ash Category

FATAL & INJURY CRASHES

OTS RANKING
Speed Related
23 37!105
Nighttime (9:00pm- 2:59am)
11 471105
Hit and Run
7 571105

TYPE OF ARRESTS

ARRESTS
OTS RANKING*
DUI Arrests
39 10/105
B-1

Agency
Year
County
Group
Population (Avg)
DVMT
Beaumont
2020

RIVERSIDE COUNTY
C
54313
242851
Crash Category

VICTIMS KILLED & INJURED

OTS RANKING
Total Fatal and Injury
89 55/106
Alcohol Involved
8 74/106
Had Been Drinking Driver < 21
1 48/106
Had Been Drinking Driver 21 - 34
2 86/106
Moto rcydes
2 89/106
Pedestrians
6 64/106
Pedestrians < 15
0 78/106
Pedestrians 654
0 93/106
Bicycle
3 92/106
Bicyclist < 15
0 83/106
Composite
32 77/106
Crash Category

FATAL & INJURY CRASHES

OTS RANKING
Speed Related
14 61/106
Nighttime (9:00prn- 2:59a rn}
2 102/106
Hit and Run
5 61/106

TYPE OF ARRESTS

ARRESTS
OTS RANKING*
DUI Arrests
38 23/106
B-2

Agency
Year
County
Group
Population {Avg)
DVLIT
Beaumont
2021

RIVERSIDE COUNTY
C
54349
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9 60/104
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OTS RANKING
=peed Related
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TYPE OF ARRESTS

ARRESTS
OTS RANKING*
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55 33/104
B-4

CALIFORNIABEAUMONT
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City of Beaumont - Smart Technology at Traffic Signals Feasibility Study 780 of 3058
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City of Beaumont - Smart Technology at Traffic Signals Feasibility Study 781 of 3058

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City of Beaumont - Smart Technology at Traffic Signals Feasibility Study 1782 of 3058
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City of Beaumont - Smart Technology at Traffic Signals Feasibility Study 786 of 3058
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City of Beaumont - Smart Technology at Traffic Signals Feasibility Study 1788 of 3058
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City of Beaumont - Smart Technology at Traffic Signals Feasibility Study 789 of 3058
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City of Beaumont - Smart Technology at Traffic Signals Feasibility Study 791 of 3058

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City of Beaumont - Smart Technology at Traffic Signals Feasibility Study 793 of 3058

Next Steps
• Contractor and Vendor Bid Documents
• Caltrans Permitting and Coordination
Design and
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Installation
City of Beaumont - Smart Technology at Traffic Signals Feasibility Study 794 of 3058
Validation
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16 Questions
Thank You!
City of Beaumont - Smart Technology at Traffic Signals Feasibility Study 795 of 3058

BEAUMONT
-C A L I F O R N I A
Staff Report
TO: City Council
FROM: Kari Mendoza, Administrative Services Director
Eric Guzman, Human Resources Risk Analyst
DATE August 19, 2025
SUBJECT: Award of Professional Services Agreement to Voya Financial for Retirement Plan Administration 401(a) and 457 (b) Plans Description: Change of City's retirement plan administrator and award of professional services agreement to Voya Financial.

Background and Analysis:

The City offers retirement savings plans under Internal Revenue Code Sections 401(a) and 457 (b) to eligible employees. These plans are essential components of the City's employee benefits program and help employees build financial security for retirement.

The City engaged United of Omaha Life Insurance Company and Companion Life Insurance Company —collectively known as Mutual of Omaha —to serve as the recordkeeper and plan administrator for its retirement plans. These entities were acquired by Ascensus. The City's current retirement plan administration contract with Ascensus is due for reconsideration. As such, to ensure continued high -quality service and compliance with evolving regulations, staff initiated a Request for Proposals (RFP) process to compare and identify a qualified vendor to administer these plans.

On March 13, 2025, the City issued RFP #HR-RFP-25-010 seeking qualified retirement plan administrators. The scope of services included, but was not limited to:
• Plan recordkeeping and administration;
• 3(21) and 3(38) fiduciaries;
• Compliance with federal and state retirement plan laws; • Investment options management;
• Employee education and communication services;
• Online and mobile participant access; and
• Reporting and audit support.

By May 05, 2025, staff received nine (9) bid proposals. A Retirement Investment Committee involving staff from the Finance Department, Public Works, and Human Resources was formed to evaluate all nine proposals. Of the nine proposals, the committee individually evaluated the firms using a rating sheet and decided to schedule an interview with five of the nine firms. Due diligence was completed, and all references returned positive. City staff scored the interviews based on their sealed proposals and their presentations.

The (5) bids are summarized as follows:

1. Empower
Proposal Score: Average 93 out of 100

2. Voya Financial
Proposal Score: Average 97 out of 100

3. Lincoln Financial
Proposal Score: Average 76 out of 100

4. SageView
Proposal Score: Average 83 out of 100

5. Herrera May Wealth Management
Proposal Score: Average 71 out of 100
In addition to recordkeeper and plan administrator services, the committee is soliciting an investment manager, otherwise known as a 3(38) fiduciary advisor, to consult employees on sound financial investments and decisions. A 3(38) fiduciary advisor is a financial professional or firm that takes on full discretionary authority and legal responsibility for selecting, monitoring, and replacing investments within a retirement plan. The term 3(38) comes from Section 3 (38) of the Employee Retirement Income Security Act (ERISA). The committee proposed a 3(38) advisor to fully reduce fiduciary risk. This means they can:
• Select, monitor, and replace investment options;
• Make trades and re -balance portfolios;
• Implement investment strategies without needing prior approval from the plan sponsor; and
• Accept full legal and fiduciary liability for investments.

Due to a demonstrated strong track record of managing public sector accounts, pricing differences, and overall score, the retirement investment committee recommends approval of a contract with Voya Financial and their preferred 3 (38) vendor LeafHouse at a cost of 5 basis points (5bps), which is equivalent to .05% in addition to the assets - based fee of plan administration.

Fiscal Impact:

The administrative fees for the 401 (a) and 457 (b) plans and the fees for the 3(38) will be paid directly from participant account assets and will not impact the City's general fund. Fees are paid by plan participants, consistent with industry standards.

The estimated cost to prepare this report is $345.00
Recommended Action:

Authorize the Mayor to sign a Professional Services Agreement with Voya Financial for a three-year term to include LeafHouse services.

Attachments:

A. Voya Financial Proposal
B. Cost Proposal
C. Professional Services Contract
D. Levine Act Statement

vii'
A proposal for
The City of Beaumont
RFP for Retirement Plan Administration
Voya Financial®
Request for proposal

PLAN I INVEST I PROTECT

vOyA®
i•

City of Beaumont (The City)
VOyA.

NANCIAL
May 1, 2025
City of Beaumont
c/o Kari Mendoza
Director of Administrative Services
550 E. 6th Street
Beaumont, CA 92223
Gavin Gruenberg
Head of Defined Contribution Sales, Large &
Government Markets
Voya Financial®
30211 Avenida De Las Banderas, Suite 200
Rancho Santa Margarita, CA 92688
Cell: (818) 383-5663
c avin.c [email protected]
Re: The City of Beaumont's Request for Proposal; Retirement Plan Administration 401(a) and 457(b) Plans Voya is pleased to respond to the City of Beaumont's (the City) Request for Proposal for a qualified plan administrator to provide deferred compensation retirement plan administration, recordkeeping, communication, education, investment management, and/or custodial trustee services for the City's 401(a), 457 (b), and 457 FICA Plan (the "Plans"). We feel that we are uniquely positioned to service your retirement plans and participants.

Voya has dedicated ourselves to defined contribution services and we are confident that our investments in technology, systems, and behavioral finance will allow us to deliver meaningful improvement in your employees' retirement readiness.

We are pleased to have this opportunity to demonstrate why Voya is a "different kind of company" — and the unique value we can deliver as your retirement plan provider.

Experience and Quality
Voya has a deep and long-standing presence in the government market, currently providing retirement solutions to 3,745 government plans representing $174.6 billion in assets and over 2.8 million participants1. The average client tenure of our government clients is 28.5 years, and we work hard to provide the excellent service they expect.

Voya is one of the top ranked providers in the Government market2 with a client base that spans nearly 50 states and US territories. We have a combination of scale, size and market position that allows us to deliver plan administration in a cost- effective manner while making a meaningful difference in the lives of the government clients and employees we serve. We offer solutions that help improve employee recruitment, retention, and engagement. Our high -touch, high-tech support is designed to meet the complex needs of government entities and help your plan reach its highest potential.

We understand the unique needs of government entities. Voya works with states, cities, counties, municipalities, territories, and special districts to address the industry challenges you face, including managing costs, pension reform, public and taxpayer scrutiny of benefits offered, and the relationship between defined benefit and defined contribution plans. We help you more effectively manage in today's constantly changing environment by offering tailored, innovative solutions that meet your needs and those of your employees.

PLAN I INVEST ] PROTECT
1

VOA.

FINANCIAL

City of Beaumont (The City)
As a leading retirement plan provider in the government market, we understand how to navigate the different rules, laws and regulations that may vary by state, county, and city.

Purposeful innovation serves the retirement plan needs of government employees As a government plan provider, we understand your employee base is as diverse as the populations you serve. Voya offers innovative solutions to help drive better retirement outcomes, improve the financial wellness of your employees, and reduce your fiduciary burden. Voya's tools and services allow participants to take ownership of their financial well-being.

Thought Leadership
The City will gain a retirement provider in Voya that is best in class for both you as the plan sponsor and your employees.

Our retirement plan services business seeks to drive better outcomes for a diverse workforce with our Voya Cares solutions and drives more engagement for better outcomes through Voya's Behavioral Finance Institute.

Voya Cares® - Like those who serve in Government, Voya has a commitment to serve. This is reflected not only in what we do, but more importantly, how we do it. The Voya Cares® program is an extension of Voya's vision and mission to help all Americans achieve the quality of life they seek today and through retirement. We are committed to being a leader in making a positive difference in the lives of people with disabilities and special needs from birth through aging, by providing advocacy, resources, and solutions. Log on to voyacares.com to learn more about Voya Cares® and how this important program can be offered to your own employees.

Voya is Committed to The City and Your Employee
Voya will work to ease administrative burdens to free you up to tackle strategic initiatives. Voya has been recognized as one of the 2024 World's Most Ethical Companies by the Ethisphere Institute and has earned this distinction every year the company has been eligible. Many of our new clients and those who continue to renew their contracts, express that they selected Voya because we are easier to work with. As a best -in -class recordkeeper, working together, we can improve the quality of your plan administration and improve the retirement readiness for your plan participants.

Voya confirms that we have read and understand the City's Scope of Services and meets the City's minimum qualifications, requirements, provisions, terms, and conditions specified in this solicitation.

Thank you for your consideration of Voya! Our goal is to ensure that the City's employees attain a happy, successful, and fulfilling retirement. For additional information, please contact me, at 303-717-5922 or at [email protected].

Sincerely,
Gavin Gruenberg
Head of Defined Contribution Sales, Large & Government Markets 1 As of December 31, 2024
2 Based on Voya's analysis of the full survey data provided by ISS Media in connection with the 2024 PLANSPONSOR Recordkeeping Survey. PLANSPONSOR is an ISS Media Brand. Voya ranked #1 in Total Govemmental 457(b) Recordkept participants and assets. Survey results are based on self -reported 12/31/2023 data by 34 participating companies.

While companies do not pay to participate in the survey, they do pay a fee to receive the full set of data.

PLAN I INVEST ] PROTECT
2

VOA.

FINANCIAL

City of Beaumont (The City)
B. Introduction to Vova
Voya administers plans across all market segments within retirement. We administer start-ups, as well as some of the most complex tax-exempt market plans and large corporate market plans in the U.S.

Our size and market position can work as a powerful advantage — we have the scale to deliver plan administration for the City in a cost-effective manner and the flexibility to automate custom plan requirements as outlined in the RFP's Scope of Services.

Our purpose is to deliver the best service to the City therefore we provide easy to use self-service tools and day-to-day assistance for your staff. At Voya, operational excellence is a simple concept — it is continually striving to seek the right balance to optimize efficiency and effectiveness.

We also understand the unique challenges of motivating employees to save an adequate amount for retirement. We have developed a unique approach through technology as well as onsite education that will help your employees improve their retirement readiness.

We are very excited to have the opportunity to show why Voya is not only the right choice as the new retirement plan provider for the City, but to exhibit our ability to assist employees to and through retirement via Voya's Retirement Readiness program. Voya's vision is to clear your participants' path to financial confidence for a more fulfilling life. Our approximately 4,800 employees are focused on executing our mission to make a secure financial future possible —one person, one family and one institution at a time. Through our retirement, investment management and insurance businesses, we believe our holistic approach will be of benefit to the City's employees in helping them to save, grow, protect and enjoy their wealth to and through retirement.

We are offering the City fully bundled, full -service recordkeeping, investment management and administrative services.

Our comprehensive administrative services are designed to facilitate smooth ongoing plan operation and to reduce your administrative burdens while meeting the City's scope of work requirements. orporate Headquarters
One Orange Way
Windsor, CT 06095
www.voya.com
oya Contact
ustin Camisa
30211 Avenida De Las Banderas, Suite 200
Rancho Santa Margarita, CA 92688
Direct: 303-717-5922
Email: [email protected]
Our Businesses
Voya provides workplace benefits and savings products, technologies and solutions through its Wealth Solutions and Health Solutions businesses. Voya offers innovative digital capabilities that focus on customer needs and enhance the participant education and user experience through all life stages.

Wealth Solutions
Voya is a leading provider of retirement products and services in the U.S., serving approximately 39,000 U.S. employers and approximately 7 million individual retirement plan participants. Voya also has approximately 450 financial professionals serving retail and workplace clients. Voya is focused on guiding Americans to greater retirement readiness and financial wellness through employer -sponsored savings plans and holistic retirement and income guidance.

PLAN INVEST ] PROTEC-i
3

'IoA.

FINANCIAL

City of Beaumont (The City)
• Government Experience
Voya has a deep and long-standing presence in the government market, currently providing wealth solutions to over 3,700 government plans representing over $174.6 billion in assets and over 2.8 million participants1. The average client tenure of our government clients is 28 years, and we work hard to provide the excellent service they expect.

Voya is one of the top ranked providers in the Government market with a client base that spans nearly 50 states and US territories.

Health Solutions
Through its insurance companies, Voya is a leading provider of supplemental health insurance in the U.S. and offers a comprehensive and highly flexible portfolio of stop loss, life, disability and voluntary insurance products to businesses covering more than 7.2 million individuals through the workplace. Voya also offers health savings and spending accounts through our health accounts solutions business. Benefitfocus, a Voya company and a leading benefits administration provider, extends the reach of Voya's workplace benefits and savings offerings by engaging directly with over 11.9 million employees in the U.S.

Investment Management
Voya Investment Management manages public and private fixed income, equities, multi -asset solutions and alternative strategies for institutions, financial intermediaries and individual investors, drawing on a 50 -year legacy of active investing and the expertise of 300+ investment professionals.

Subcontractors
We subcontract services for day-to-day operations in certain instances. Voya utilizes subcontractors on an enterprise - wide basis (e.g., printing and mailing) and cannot obtain consent from each client without interrupting workflows.

Examples of our subcontracting relationships are:

Subcontractor
Services
Iron Mountain
www.ironmountain.com
Record storage and retrieval
Tag
www.tacww.com
Print operations
Fisery Output Solutions
www.fiserv.com
Statement printing and mailing
Precisely
www. Drecisely.com
Document composition
Infosys
www.infosys.com
Additional call center support
PLAN I INVEST ] PROTECT
4

VOA.

FINANCIAL

City of Beaumont (The City)
C. Scopes of Services
A. Plan Administration
We are offering fully bundled, full -service recordkeeping, investment management and administrative services. Our comprehensive administrative services are designed to facilitate smooth ongoing plan operation and to reduce your administrative burdens.

Please refer to Appendix A for a breakdown of the administrative services provided in our fully bundled product offering.

B. Investment Services
Voya offers ultimate flexibility and choice with respect to the investment products that our clients can access. Voya truly promotes an "open architecture" with respect to available fund offerings.

Today we have relationships with over 150 investment managers offering over 15,000 mutual funds, and collective trusts. As such, clients have a wide range of choice across asset classes and investment styles from some of the most respected names in the industry. In addition, we are willing and able to add new investment relationships to ensure that each of our clients is able to construct an investment menu that best meets the needs of their unique participant base.

Team of Professionals
The City will have a Voya investment information director who will oversee all investment functions (both proprietary and non-proprietary) and reporting efforts. If desired, a Voya Investment Information Director will assist the City in establishing a formal investment policy consisting of a comprehensive yet participant -friendly investment structure, as well as a policy for selecting investment managers.

In addition, investment information directors keep clients up to date on the plan's investment strategies, handling customized data requirements, meeting reporting deadlines and handling all client requests.

A comprehensive investment review will be delivered periodically either in -person or via email, as the client desires. The review includes an update on the financial markets, a look at industry trends, a comparison of cash flows to the various funds in the plan year over year, current fund fact sheets and graphical slides containing portfolio statistics and characteristics for each fund.

Frequent, proactive communication with clients is the foundation of Voya's client servicing activities. The firm encourages direct and regular contact with clients and proactively communicates with clients regarding important developments in the investment community and in international markets.

Voya is proposing to serve the plan as a non -discretionary provider of bundled administrative, recordkeeping and investment services. Even though we will be serving the plan in a non -fiduciary ministerial service provider capacity, in providing such services we will agree to adhere to the prudent man standard of care that is required of fiduciaries. In other words, we will agree to perform our responsibilities with the care, skill, prudence, and diligence under the circumstances then prevailing that a reasonably prudent person acting in a like capacity and familiar with such matters would use in an enterprise of like character.

PLAN I INVEST ] PROTECT
5

VOyA.

City of Beaumont (The City)
C. Participant Services and Support
Our primary objective when it comes to educating your employees can be summed up in two words: retirement readiness. We're committed to providing tools that allow your employees to make retirement decisions in an informed and simple way and technology is one of the key elements of our engagement approach that allows us to do that.

Specifically, we have designed our technology -based solutions to:
• Show them where they stand in terms of being ready to retire — whether it is in 5 years or 45 years. • Give them guidance on their next best step to improve their readiness, and most importantly, • Help them do it! with robust digital experiences to make changes right away.

Financial Wellness Experience
Voya's Financial Wellness Experience is an interactive assessment that offers participants a comprehensive understanding of where they are financially and what they can do about it. What makes this different? We take a unique approach to money matters. The design, inspired by consumer research, includes an assessment through six financial pillars we believe are foundational to wellness. It provides a personalized summary of areas for improvement, with best next steps to take meaningful action for a stronger sense of control and well-being. This helps individuals live for today, while preparing financially for tomorrow.
myOrangeMoneyt
Engaging, personalized, holistic experiences drive positive actions. myOrangeMoney shows participants where they stand today, highlights any gaps, and lets them take immediate action to improve their readiness. This back -to -basics approach helps participants see next steps needed to take control of their financial future.

Available on the participant website and Voya Retire mobile app, the award -winning myOrangeMoney experience gives individuals a quick view of the estimated monthly retirement income that their current savings, along with other income sources and Social Security, could provide. Then with a few moves of a slider, users can instantly see how adjusting their retirement age or saving a few more dollars could help fill any savings shortfall. myOrangeMoney even illustrates how future healthcare costs could impact monthly retirement income.

Knowing how today's behavior impacts their ability to pay themselves in retirement, your participants can adopt better habits and take the best actions today to enjoy a more comfortable tomorrow. When they want to take action as a result of using myOrangeMoney, they can simply click the "Make the change" button and follow the prompts. v.__.

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-o
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retirement income'
The Illustrations or other information generated by the calculators are hypothetical in nature, do not reflect actual investment results, and are not guarantees of future results. This information does not serve, either directly or indirectly, as legal, financial or tax advice and you should always consult a qualified professional legal, financial and/or tax advisor when making decisions related to your individual tax situation. 1 Retirement Customer Analytics and Insights - data as of 09/30/2022

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Because we know that your participants have competing needs for their current dollars, we also provide a holistic life - planning and budgeting tool. Helping them get their current financial life in order is crucial to getting them to the point where they can invest in their retirement life.

Featured Tools
We offer several additional web -based tools to assist plan participants in preparing for retirement. Some of these tools are available on the participant website; however, many of these tools reside in a pre-firewall environment, located on voya.com and are accessible at any time. These tools include:

What Type of Investor Are You?
Voya's proprietary asset allocation guidance tool assists in determining an asset allocation strategy that may best suit your needs. Participants complete a brief risk tolerance questionnaire to help identify what type of investor they may be.

The results of the questionnaire identify one of five model portfolios and explain the risk profile of a typical investor.

Each model provides suggested allocations at the asset class level. Participants can use these allocations as guidelines to help diversify investment selections.

Interactive financial calculators
A series of easy -to -use calculators to improve the ease of the planning and decision -making process:
• Life Insurance Needs Calculator — This tool can help determine how much life insurance coverage might be right for you.
• Traditional vs. Roth 401 k / 403b / 457b Calculator — This tool compares the hypothetical results of investing in a Traditional (pre-tax) and a Roth (after-tax) retirement plan. • Traditional vs. Roth IRA Calculator — This tool can help you better understand the financial difference between a Traditional (pre-tax) and a Roth (after-tax) IRA.
• Roth IRA Conversion Calculator — This tool helps you determine if converting your Traditional (pre-tax) IRA to a Roth (after-tax) IRA makes sense based on your investment expectations and financial needs. • College Savings Calculator — This tool helps identify the potential costs of sending one or more children through college.
• Home Budget & Savings Calculator — This tool allows you to itemize your monthly income and expenditures, highlight where your money is being spent, and identify opportunities to save more. • RMD Calculator — This tool helps estimate your annual Required Minimum Distribution. • Inherited IRA RMD Calculator — This tool helps to determine the Required Minimum Distribution on your inherited retirement account.
• 457(b) Special Catch -Up Election Contribution Calculator — This tool helps determine if you are eligible for the 457(b) 3 -year Special Catch -Up election
• Health Savings Account (HSA) Goal Calculator — This tool can help determine the HSA savings amount needed to potentially reach your financial goal.

Targeted Communications
We believe in the power of targeting and personalization and build it into our strategic recommendation as well as integrate it into the participant experience. We offer a series of 18 seminars across key topics as well as life -stage guidance and education. When it comes to targeting, our primary means for targeted is our Predictive Analytics engine.

With our ability to target, personalization comes into play, demonstrating to the individual their specific behaviors today or how a change may better support their outcome tomorrow drives higher response rates.

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• Predictive Analytics Engine. Using sophisticated modeling, the analytics engine serves up key messages (in ranking order) on the Plan website and within the Call Center - as well as pulls the top message to display on key correspondence or pushes it to an email journey through our marketing automation platform. A nightly refresh identifies if an individual has taken an action against the prescriptive message and removes it, or if newly identified, displays it. We continue to build on our predictive analytics capabilities with a focus on the "next best step" for an individual based on their behavior and a propensity to take an action. • If/Then Statements. We also target off of "if/then" statements such as no beneficiary on file. • Targeted communication is most often used for:

Predictive Analytics Engine. Using sophisticated modeling, the analytics engine serves up key messages (in ranking order) on the Plan website and within the Call Center - as well as pulls the top message to display on key correspondence or pushes it to an email journey through our marketing automation platform. A nightly refresh identifies if an individual has taken an action against the prescriptive message and removes it, or if newly identified, displays it. We continue to build on our predictive analytics capabilities with a focus on the "next best step" for an individual based on their behavior and a propensity to take an action. • If/Then Statements. We also target off of "if/then" statements such as no beneficiary on file. • Targeted communication is most often used for:

Effectiveness is measured through engagement (views and open rates) as well as actions (changes in strategy). These are reported back to you. There is no additional fee for the targeted communication.

Participant Notices
Currently, Voya provides "e -delivery" for participant statements, required notices and confirmations where participants who have consented receive an e-mail notification that these documents are available on the participant website.

Voya adheres to DOL and IRS electronic delivery requirements. Paper copies of notices are mailed unless participants consent to electronic delivery or use a computer as an integral part of work.

Call Center
The call center consists of an assigned team of customer service associates (CSAs). Within the group is an operations manager supported by a lead CSA, as well as plan and technical subject matter experts.

Our approach to servicing your participants, whether on the phone, online chat, or email correspondence, is to provide world class customer service. Voya's goal is to achieve first -call resolution as often as possible. To make this happen we focus our efforts on assuring clean data, automating tools and an emphasizing training. If a participant problem can't be handled in the first call, a case is established in our system that will typically be resolved within two to three days. In addition to systematic tools, we have escalation processes in place so that supervisors are always available to assist participants in urgent requests that can't be handled through our typical process. Our staff is empowered to deliver world class customer service at all levels and we ensure satisfaction through that process by monitoring those cases from start to finish.

Local Representatives
Our local representatives' professionals are responsible for the ongoing education and servicing of employees and plan participants. On an ongoing basis, they provide comprehensive service and support to include:
• Providing ongoing enrollment meetings for all locations and shifts.

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Meeting one-on-one with employees and participants to provide guidance on a variety of plan -related topics — benefits of participating, dollar cost averaging, catch-up provisions, asset allocation and diversification, and retirement planning.

Conducting annual reviews with plan participants, as requested, to ensure they are taking full advantage of all plan features.

Providing retiree counseling to educate retirees and those employees nearing retirement about the available options under the plan, the tax implications of the different options and preparing illustrations of the impact of the options.

Conducting group meetings, education presentations and financial, investment and retirement planning seminars targeting different levels of employee sophistication.

Delivering education and financial presentations and seminars.

Performing retirement needs analysis.

Responding to ongoing questions related to plan participation such as eligibility for catch-up, hardship withdrawal provisions, and the impact a divorce can have on one's retirement savings.

On -demand education seminar,
Voya offers a series of financial and life -planning seminars available onsite or online. Topics are available as 30-40 minute in -person sessions and 15 -20 -minute online sessions including a PowerPoint presentation, worksheet, and audio.
• In -Person Seminar are presented with a PowerPoint presentation to encourage active participation; to make the information more personally relevant, an individual worksheet is included. • Online Semina are an interactive Internet -based communications tool. The content is delivered in an indexed and segmented format, allowing the viewer the ability to quickly search for and locate information of interest without viewing the entire seminar. These online seminars are available at all times of the day and allow for tracking to provide feedback information on usage.

Additionally, where time has been allocated, we offer two 60 -minute seminars on Asset Allocation and Retirement Readiness for use in large group settings. These two seminars use a "Myth vs. Reality" format to help participants dispel popular falsehoods and learn the true financial realities. Workbooks accompany these two group seminars.

All seminars are designed for educational purposes only. There is no product push and in fact, product is only mentioned as it relates to a category (e.g., universal life vs. whole life insurance) to help the participant understand differences.

D. Compliance and Legal Support
Voya's attorneys and the Voya Technical Services Team, a dedicated unit of professionals with law degrees, paralegal degrees and the prestigious Certified Employee Benefits Specialist (CEBS) designation, are committed to keeping your plan informed of legislative changes and regulatory developments concerning retirement benefits and defined contribution matters. Through our extensive network of outside counsel and our membership in retirement industry associations, we not only monitor, but also seek to affirmatively influence legislation favorable to the retirement plans community.

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We will keep your plan abreast of legislative and legal updates on an ongoing basis in a variety of ways, including:
• Periodic updates (available online) describing issues affecting defined contribution plans, including recent legislative developments
• Legislative updates from your client service team. Real-time communications written by Davis & Harman LLP, a law firm based in Washington, DC that specializes in employee -benefit issues, are provided to keep your client service team in the know. Your Relationship Manager, Kimberly Anderson, will discuss relevant legislative developments and any potential impact to you as the plan sponsor, your plan and plan participants.

Access to our Technical Services Team to assist your plan with questions regarding plan design, plan trends, and the impact of regulatory change
• Summaries to keep you on top of retirement plan rules and regulations via Voya's Sponsor Website • Webcasts that allow you to "go to class" from the convenience of your own office • Voya offers a tri-annual Plan Sponsor e -newsletter — Voya Insights. Voya Insights gives sponsors an inside look at the latest retirement plan trends, tools, and thought leadership. The goal of this newsletter is to help sponsors achieve optimal plan performance and improve retirement outcomes for your participants.

This support is included in our proposal free of charge to your plan.

DOL & IRS Audits
The assigned relationship manager is your plan's primary contact for questions. The relationship manager, in coordination with your plan manager and our Technical Services team, will facilitate meetings with you to address information on relevant laws and regulations, or other legal issues pertaining to defined contribution plans.

Working in conjunction with several large audit firms, Voya offers a standard audit package that we make available to plan sponsors and auditors upon receiving notification of a plan audit. If additional information is needed, Voya will provide this information upon request. At your direction, we will work directly with the auditors to complete every audit quickly and successfully, whether it is internal, external, IRS, DOL or any other audit.

Plan Document Support
401 (a)
Voya can provide an IRS pre -approved governmental 401(a) plan document, which has been designed with flexibility in mind, to meet the needs of most plan sponsors.

Our pre -approved documents have received an IRS Favorable Opinion Letter and are updated for all applicable federal law changes, including legislatively required amendments and restatements.

We will assist the City in reviewing their current plan document to determine if their plan will fit on our pre -approved document.
457 (b)
While the IRS currently does not maintain a 457(b) pre -approved plan program, Voya can provide you with a copy of FIS's specimen 457(b) document, which is compliant with the IRS regulations.

This document will be updated for all applicable federal law changes, including legislatively required amendments and restatements.

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We will assist the City in reviewing their current plan document to determine if their plan will fit on the FIS specimen document.

L. I ecnnology and Reporting
Participant website demo
"Click -through" demo: https://demos.voyacdn.com/tem
Voya's award -winning participant website is a secure, user-friendly online portal for participants that provides an array of personalized account management and educational tools to help participants monitor and manage their retirement plan account.
myOrangeMoney® video
httos:// www.voya.com/oace/myorancemoney
Serving as the centerpiece for the participant website, the myOrangeMoney interactive educational online experience is designed to help individuals focus on how their accumulated savings translates into estimated monthly income in retirement.

Plan Sponsor Website
demohttm://demos.voyacdn.com/s
Jonsorwebdemoease/
Voya's Plan Sponsor website provides "one stop" functionality to an array of reporting tools. The site provides you with secure access to plan and participant -level information to effectively manage and monitor your plan. Our tool provides the City with robust software with the capabilities to track and maintain participant and beneficiary records as well as detailed reports on contributions, participation rates, and other relevant data.

Reporting capabilitie:

Voya understands the importance of making it easier for you to manage your retirement plan so you can focus on your business. Our on -demand reporting capabilities available through Voya's sponsor website can be used to access useful data to measure and improve plan metrics and identify education opportunities.

On Demand Reporting puts the plan information at your fingertips. This tool allows you to either pull information from one of the many standard online reports that we have on file or create your own unique report. The standard reports are predefined reports that only require you to click on the report that you would like to run. You can also create and schedule the running of your reports, save favorite reports, and browse available reports by category. Once reports are created the output file can be saved to your desktop either in Excel or PDF formats. Data is updated daily therefore most plan data is only a mouse click away.

Please refer to Appendix t, for a sample list of our on -demand reports. 'ee and Cost Transparency
Voya's overall philosophy related to fee transparency is a commitment to helping its customers successfully prepare for a secure retirement by offering competitive products, outstanding customer service and information that makes it easier to understand the impact that fees and expenses have on long-term retirement savings. Voya has been actively involved in the ongoing public dialogue around the issue of enhanced disclosure and we realize that understanding retirement plan costs is important to plan participants.

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Please refer to Appendix C for Voya' Plan Highlights for a detailed breakdown of administrative fees, investment management fees, and any additional charges.

Fee disclosures
Voya has developed comprehensive reports that generally follow ERISA section 408(b)(2) (plan sponsor fee disclosure) and 404(a)(5) (participant fee disclosure) regulations as a best practice. The City will have the opportunity to elect these reports. Upon election, these reports will be posted to Voya's websites (sponsor website, participant website and TPA website (as applicable)) monthly.

G. Sian uesign t;onsuitation
During the implementation process Voya will work with you to identify existing plan features and discuss any potential plan design changes. Voya is not authorized to practice law and cannot provide a plan document, or amendments for individually designed plans. We will, however, work with you and your counsel to address the documentation of plan design changes. At your request, our internal legal counsel will be available to discuss changes and corresponding documentation with your counsel.

H. Performance and Service Level Agreements (SLAs)
To ensure a meaningful measure of success, we deliver a Service Review that discloses for each service deliverable, the volume of transactions processed, the timeliness with which they were processed and the quality or accuracy with which they were processed. The timeliness statistics measure our performance against the stated goal and indicates our attainment of the goal.

Please refer to Appendix D for Voya's Performance and Service Level Agreements (SLAs).

I. Transition and Implementation Plan
Voya recognizes that a streamlined transition is critical for the operational success of a retirement plan. We have developed a disciplined, three-phase process to help the plan conversion be a success right from the start. Our process is designed to minimize the risk associated with transitioning from one system to another — a common and understandable concern of many plan sponsors. In addition, we emphasize communication and quality control at every step. The more we share information, the more effectively we can integrate our systems. Our clear, concise, and very regular communications include:

Regular internal project meetings lead by your plan's transition manager Periodic conference calls with your plan's transition manager Comprehensive status updates reflecting milestones, planned activities, and outstanding issues The conversion process is comprised of three phases. While every implementation is unique, an implementation of this size can range from 12-14 weeks. We will work with you every step of the way to ensure a successful conversion.

Below are highlights of the key milestones for each phase, along with the responsible party for each task.

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Phase 1: Preliminary Planning and Notification
• Initial conference call (Voya) where the Transition Manager walks through the roles and responsibilities and timeline that will lead to a successful conversion
Prior recordkeeper and investment manager notification and final valuation and reconciliation request (plan sponsor, if applicable). Your CRM can provide sample letters for you and we will conduct a conference call with your prior recordkeeper to discuss the conversion process.

Coordinate enrollment process (shared responsibility). Once meeting dates and times are finalized, we will actively promote the new plan and subsequent enrollment process with engaging and eye-catching posters, flyers, stuffers, or email.

Blackout period determined and communicated (plan sponsor, if applicable). If your plan will go into blackout, you must send participants a notice explaining why this has occurred. Your CRM will work with you to provide sample letters, and if desired, mail the appropriate letter to all account holders with an address on file.

Phase 2: Case Installation
Sponsor website walk-through (Voya). We will provide instructions to use the sponsor website and, once transitioned, your plan manager can assist you in touring the site.

Payroll/census format determined and tested (plan sponsor/payroll provider). Voya provides a variety of electronic payroll submission formats to meet your needs through Voya PayCloud. We will work with you to determine the transmission method most appropriate for your plan. A payroll specialist will walk you through our simple process and coordinate the submission of a test file.

Phase 3: Live Data Implementation
• Conversion assets received and invested (prior recordkeeper/Voya). The next phase of the conversion timeline begins with the prior recordkeeper transferring funds, via wire, to Voya.

Initial payroll/census production data submitted (plan sponsor) electronically to Voya Conversion data received (prior recordkeeper/Voya/plan sponsor). As detailed in the notification letter to the prior recordkeeper, Voya expects the data to be received by the date indicated and in good order. This is essential for your plan to "Go Live" in a timely manner.

Initial contribution dollars invested (Voya) as directed by the City Conduct enrollment meetings (Voya). Enrollment meetings are conducted for new participants either before the transition to Voya or after the transition as determined most appropriate by your plan.

Relationship management transition call (Voya/plan sponsor). Voya will conduct the final call with the City to introduce you to Aubrae Lombardo, your ongoing Plan Manager.

Please refer to Appendix E for a sample transition timeline. . Vendor Qualifications and Experience
Voya is known for our tailored best practice solutions that address the goals and objectives of our clients' retirement strategies. The vision of Voya is to clear your participants' path to financial confidence for a more fulfilling life. Our employees are focused on executing our mission to make a secure financial future possible —one person, one family and one institution at a time. Our extensive scale and breadth of product offerings are designed to help Americans achieve their retirement savings, investment income and protection goals. Our strategy is centered on preparing customers for "Retirement Readiness" —being emotionally and economically secure and ready for their retirement.

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We know governmental employers want to ensure their employees have a choice. As such, our open architecture investment platform offers complete flexibility and transparency with fund options.

As the City contemplates a partner in the administration of its plans, we would suggest consideration of the following additional key strengths for Voya:

We are built for retirement.

Voya was named as one of the World's Most Ethical Companies® for 10 consecutive years.1 Through three principal business lines — Wealth Solutions, Investment Management and Health Solutions — our dedicated workforce of approximately 6,000 employees helps Americans plan for retirement, invest for the future, and protect their savings.

Wealth Solutions gives us a broad and diverse reach, enabling us to assist Americans both individually and through employer -sponsored retirement savings plans. As a top provider of retirement plan services and products, Voya proudly serves sponsors and plans in the government, corporate, education and healthcare including:

Over 55,000 plans administered with over 7 million plan participants' Approximately $584.8 billion in assets under management and/or administration1 Please refer to Appendix r for a copy of Voya's California's license.

We innovate with a purpose
To further strengthen our vision to clear your participants' path to financial confidence for a more fulfilling life, we are making meaningful investments to support growth, including expanding client service resources, accelerating technology and digital leadership, and further enhancing the participant experience -- especially for underserved groups like people with special needs and disabilities.

We understand that plan sponsors are playing an ever-increasing role in helping their employees prepare for retirement.

That is why, at Voya, a significant component of our development is, and will continue to be, a well -planned Digital Strategy. Simply put, our Digital Strategy is the same as our Business Strategy: Prepare your employees to be ready to retire when that time comes. We do this through our innovative participant website, our myOrangeMoney® experience as well as our focus on Financial Wellness.

Bob L Tan has been assigned to help prepare your employees for retirement when the time comes. He is located in Redlands, CA and will educate the City's employees on Voya's available financial wellness tools. htt
)s://brokercheck.finra.orc/individual/summary/3052685
This also enables plan sponsors to connect with and educate their plan participants more effectively, as well as help satisfy your all-important role as a fiduciary. Our recent and upcoming initiatives include a significant focus on supporting Voya's vision to clear your participants' path to financial confidence for a more fulfilling life. We differentiate our customers' digital experience through ongoing enhancements to Voya's award -winning myOrangeMoney retirement income experience as well as drawing upon "Voice of the Customer" analytics.

As an additional resource and further insight into how we can help drive positive customer outcomes, Voya's Behavioral Finance Institute for Innovation, is a research initiative focused on gaining deeper insights into the behaviors and decisions of Americans regarding their financial and retirement planning activities. What makes the Voya Institute so unique is our emphasis on science, and the fact that we collaborate with the top academics in the field. At the same time, this research isn't abstract — it's geared towards improving outcomes right away leveraging digital experiences.

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Randomized controlled tests are underway to determine how visual cues can prompt higher savings rates and better enrollment results.

Our unique culture sets us apart.

Our culture attracts people that are passionate about serving others —a passion that extends into the communities we serve. We strive to do the right thing, the right way and seek to make a real, genuine difference in the lives of our customers. Through our Voya Cares TM program we can help transform and strengthen your organization from the inside out to be more inclusive and supportive of those with special needs and disabilities as well as their caregivers. People with special needs and disabilities and their caregivers often get overlooked today, especially when it comes to planning for the future. Resources to help families with this process are becoming more available and easier to use but planning for the financial future for people with special needs and their caregivers is even more challenging. The Voya Cares program is designed to address the very real challenges faced by about half of the population. Only Voya Cares has the depth of resources focused on holistic education and planning for people and caregivers dealing with special needs and disabilities, and the program has a significant effect on families, workplaces, and communities across the U.S.

Additionally, one of the ways we define success at Voya is by helping to build strong, vibrant communities in the locations where we do business and where our employees and customers live. Our corporate responsibility philosophy is far broader than merely writing checks. We believe in empowering people by helping them gain the tools and knowledge they need to build satisfying lives. In turn, this helps to build stronger communities. Voya contributes to the community through grants and sponsorships, and we encourage our very own employees to volunteer with nonprofit organizations in their communities.
1 As of December 31, 2024
K. uybersecunty and Personal Data
At Voya, our security measures are continuously evolving to match and anticipate threats. We understand that hackers find new ways to compromise security every day, so we take a proactive approach centered on people, technology, and process to protect client data and the personal information of participants.

People
Employ 100+ dedicated and certified information security professionals. • Conduct ongoing monthly phishing tests across Voya resulting in over 85,000 individual phishing tests annually to train employees and contractors on how to avoid phishing attacks. • Participate in global ethical hacking competitions
Technology
Automated notification of threat intelligence from industry, government, and cybersecurity firms.

Layers of security controls to provide maximum protection, including password requirements, multi -factor authentication and identity verification.

Leverage predictive modeling to detect account attacks using behavior -based analytics.

Process
- Department of Homeland Security provides us with information on domestic and international threats, which we incorporate into our security protocols.

Part of the Financial Services - Information Sharing and Analysis Center (FS-ISAC) — a government -sponsored organization that helps us stay informed of security risks.

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Monitoring of daily activities within accounts and proactively flagging potential fraudulent behaviors for investigation. • Industry best practice policies and controls as evidenced by SOC 1 and SOC 2 certifications.

How Voya Is Keeping your participant safe online
Voya has implemented numerous security measures to safeguard the confidentiality, integrity, and availability of customer information, including authentication, monitoring, auditing, and encryption. Security measures have been built into the design, implementation, and day-to-day practices of our entire operating environment as a part of our continuing commitment to risk management. These measures are designed and intended to prevent corruption of data, block unknown or unauthorized access to our systems and information and provide reasonable protection for the customer information we possess.
• Username and password requirements - The first time participants attempt to access their account, they must register and create secure account login credentials. The registration process requires that participants verify their identity by entering their First Name and Last Name along with their Social Security Number (or EIN) and Date of Birth. If our system recognizes these identification methods, the registrant is then sent a one-time passcode (OTP) to their mobile # on file. After verification, the registrant is then prompted to establish user login credentials and account recovery methods. If our system does not recognize the initial identification methods, the registrant has the option of entering their PIN for identification (a PIN may be sent to registrant by email, text, or U.S. Mail, if registrant does not have a PIN). Alternatively, registrants may choose to register by entering their Social Security Number and Date of Birth and then answering a few identity questions. The option to register your device follows OTP verification.

Passwords require a minimum of eight (8) characters that include all four of the following character types:
uppercase, lowercase, numbers, special characters.
• Customer verification No matter how you contact Voya, online or by phone, we verify your identity before allowing you to access your accounts.
• Multifactor authentication As an added layer of protection, we require an extra security step to access or make changes to your account. When you access your account from a new device or attempt to reset your password, in addition to your username and password, you will be prompted to enter a one-time security code that will be delivered to you by text message or email. This additional step helps prevent unauthorized access to your account. • Strong encryption We employ some of the strongest methods of encryption commercially available today to protect personal information, such as your username and password, or the contents of your portfolio, as it travels from your computer to our systems.
• FirewallE All our computer systems are protected by firewalls or electronic barriers designed to prevent unauthorized access to our networks.
• Secure email - We deploy technology for sending emails to our customers that enables us to digitally sign our messages, so you can verify that our messages have not been forged or altered. We also encrypt sensitive customer emails when sent outside the Voya network.
• Timed logoff Our websites automatically log you off after an extended period of inactivity. This reduces the risk that others could access your information from an unattended computer or mobile device. • Alerts — We send alerts to participants via either their mobile device or email notifying them to changes in their account including a change in username, password, or registration of a new device. • Constant systems surveillance - Our security teams monitor our systems around the clock to protect against unauthorized access to your account.
• Security at Voya worksiteF Because we also print and deliver documents containing sensitive personal information, all Voya work areas are monitored continuously, and access is restricted to authorized personnel only.

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Voya also enforces a clean desk policy that requires sensitive customer information to be locked away when not in use.
• Restricted access to customer data Just as we limit physical access to our work areas, we also restrict access to systems that store or process customer data, and we continuously monitor access to these systems. Access to our systems is given only to approved and authorized roles within the organization. :mployee education Our employees receive comprehensive training on our security policies, and each employee is held accountable for compliance with these policies. Employees who work directly with customer information also receive additional training on emerging risks, such as phishing emails, targeted scams, and other forms of identity theft.
"Step -Up" Authentication
Voya recognizes the importance of safeguarding the financial accounts and personal information of plan participants and remains committed to best -in -class cybersecurity. As part of this on -going commitment, we will be introducing "Step -Up" Authentication on the Voya Participant Website and the Voya Retire mobile app.

When a participant requests certain transactions on the Participant Website or the Voya Retire mobile app, a one-time passcode (OTP) is sent via text (never an email) and the participant is required to enter the OTP before proceeding.

This "step-up" or enhanced authentication applies to transaction/activity requests such as money out transactions and account changes since these "high -risk" transactions/activities are commonly the subject of fraud attempts.

These enhanced security measures help Voya conform to the Cybersecurity Program Best Practices published by the Department of Labor.

Additional details are provided in our Data Security Addendum. Please refer to 4ppendix G.

Privacy and Personal Information Policy
With respect to any PI, Voya will:

Comply with the Voya Privacy Notice at www.voya.com/privacy-notice; Retain, use, process and disclose all PI accessed, obtained or produced by Voya only to perform its obligations under this Agreement and as specifically permitted by this Agreement, or as otherwise instructed by Client, and not for any other purpose;
Refrain from selling such PI or using such PI for any other purpose, including for its own commercial benefit; Treat all PI as Confidential Information;
Comply with the provisions of Voya's Data Security Agreement to return, store or destroy the PI; and Comply with all applicable Laws with respect to processing of Pl.

Voya hereby certifies to Client that it understands the restrictions and obligations set forth above and will ensure that Voya and all Voya Personnel comply with the same.

As needed to comply with applicable Laws concerning the processing of PI or personal information security, or to the extent required by any changes in such Laws or the enactment of new Laws, the Parties agree to work cooperatively and in good faith to amend this Agreement in a mutually agreeable and timely manner, or to enter into further mutually agreeable agreements in an effort to comply with any such Laws applicable to the Parties. If the Parties cannot so agree, or if Voya cannot comply with the new or additional requirements, Client may terminate this Agreement upon written notice to Voya.

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Backup Procedure
Voya implements and maintains backup and restore procedures to ensure that all Client Personally Identifiable Information (PII) received, disclosed, created, or otherwise in the possession of Voya is appropriately protected against loss. Voya ensures that backups are stored in a proprietary language and storage systems are physically and logically protected. Voya implements a backup and availability schedule to meet business and regulatory requirements.

Voya's core U.S. Retirement data centers are located in Sterling, VA and Shakopee, MN. These data centers are housed in colocation facilities managed by Cognizant. The data centers are redundant and are geographically dispersed to mitigate any environmental risks.

L. Trust and Custody Services
We provide our customers with a bundled and fully integrated program of recordkeeping, investment and trust services.

Voya Institutional Trust Company provides trust and custody services to customers of Voya. The City enters into a trust or custody agreement with Voya Institutional Trust Company naming it as trustee or custodian for the assets of the plan.

Under the trust or custody agreement, Voya Institutional Trust Company acts in the capacity of a directed trustee or custodian. All decisions concerning the purchase, retention or termination of plan investment programs remain with the Plan Sponsor.

Voya's custody capabilities can accommodate the majority of widely -used investment vehicles including Voya Retirement Insurance and Annuity Company general and separate account insurance products, retail mutual funds, publicly -traded company stock, bank collective investment funds, fund -of -funds, etc. We generally do not accept privately -held company stock, real estate, limited partnerships or other forms of private and alternative investments. v. ryNNI va'l
As a customer -driven organization, we place the highest value on anticipating our customers' needs and exceeding their expectations; we strive for and are distinguished by excellence in service and we demonstrate integrity in our internal and external relations. Our ability to be the best business partner for the client is grounded in our "client first" service philosophy.

We have a focused commitment to understand our customer. Not only do we learn the unique administrative requirements of a plan, but we also strive to understand the business, culture, customer service philosophy, and mission of our clients. This allows us to offer well-educated team members focused on serving and communicating with our customers as a partner.

Our role is to serve as an extension of the customers' staff, helping them achieve their goals and the goals of their plan participants. To deliver the best service to the plan sponsor, we provide self-service tools and human resources. At Voya, operational excellence is a simple concept — it is continually striving to seek the right balance to optimize efficiency and effectiveness. Our unparalleled technology allows us to automate as many services as possible to ensure accuracy, consistency, and efficiency. All transactions, whether automated or manual, have a complete audit trail and are continually tracked against performance standards. While automation is vital, we firmly believe that benefits outsourcing is still a "people business", and person -to -person service remains a core element of our business. We bring the most highly qualified people and industry — leading technology together to ensure that our clients' expectations are met each time they interact with Voya. Our dedicated teams focus their efforts on delivering exceptional service and PLAN I INVEST ] PROTECT
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resolving any customer issues and inquiries the first time they are expressed. We accomplish this within an environment that is defined by ongoing measurement, reporting, and continuous improvement in all aspects of our service approach.

E. Structure and Content of Work Produce
The Voya Recordkeeping Platform (VRP) is a comprehensive defined contribution recordkeeping system using FIS Omni. Transactions are submitted by participants through multiple interfaces, including the participant website or through the Voice Response Unit (VRU). Transactions can also be submitted on behalf of participants through PSR Connect.

VRP is a daily -valued application that processes customer data and offers full plan sponsor and participant level plan administration. Functions supported by VRP include transaction processing, record maintenance, and ad -hoc reporting.

Its primary downstream interfaces include commissions systems, numerous financial reporting applications, as well as customer service platforms for the Retirement Readiness Service Centers (RRSCs), Voice Response Unit, and Participant Web.

The participant website is a front end to the VRP and provides self-service capabilities to participants through the use of the internet. Based on plan provisions, participants are allowed to perform certain inquiries and transactions. Inquiry functions include account inquiry, fund information, and withdrawal and loan inquiries. Transaction functions include fund -to -fund transfers, reallocation of existing account balances, changes in future investment selections/salary contributions, password changes, and address changes. This application is a Java application running on VMWare and uses an Oracle Database.

The plan sponsor website application provides case -specific and plan -level information to plan sponsors. This application runs on a Linux OS and Sybase database.

Softwar
The Voya Recordkeeping Platform (VRP) consists of the following layers:

The Voya Recordkeeping Platform (VRP) is a comprehensive defined contribution recordkeeping system using FIS Omni running on a pair of replicated HP Blade Computer configurations.

Voya utilizes a J2EE compliant middleware layer.

Both Web (sponsor and participant) access and the browser -based screens used by our Contact Center personnel are hosted on Apache Web servers running on redundant Linux OS and DB2 servers.

VRS capabilities are delivered via Voya java code that runs on Avaya Switch and VXML.

Voya's Proprietary Software — All points of contact between both the sponsor and the participants utilize Voya's proprietary software. These include the Web, the VRS and the browser -based software used by the Voya CSAs.

One (real-time replicated) Oracle database feeds our three participant servicing applications (customer service workstation, VRS and Participant Website). The applications communicate via TCP/IP with the J2EE middleware and from there to our various databases. We've integrated these servicing applications to ensure that no matter which servicing option participants use, they get consistent and accurate information. For example: if a transaction is entered in the VRS, it is reflected immediately on the customer service workstation and Participant Website.

All of our points of participant (and sponsor HR staff) access share the same database, common rules engine, and, where possible, the same code. As a result, a participant can receive consistent information and initiate a transaction over the VRS, view it over the Participant Website and then discuss (and, if desired, cancel) it with a CSA.

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Linking Web Services
We currently have SAML 2.0 integration capabilities and would be happy to explore these capabilities and your expectations for user experience in more detail. Plan Sponsors who implement Single Sign -On (SSO) from their portal, or a portal they designate (e.g., a vendor -hosted Total Benefits or a Total Rewards site), for their plan participants to access their Voya administered accounts through Voya's Participant Website ascribe to meeting certain minimum - security standards. These measures are required to safeguard the participant's account from potentially fraudulent activity. The minimum -security standard is the use of a secure username and password in combination with approved Multi -Factor Authentication (MFA) methods for individuals accessing the Voya Participant Website from an external network. Failure to comply with the minimum -security controls increases the risk for potential fraudulent activity against the plan sponsor's participant accounts. Voya Financial is not liable for losses if the plan sponsor controls do not meet the minimum requirements and also reserves the right to revoke SSO access.

F. Sponsor Communication
We understand the importance of keeping the City abreast with regulatory changes and retirement trends as the retirement industry constantly evolves. To support our plan sponsors we offer the following:

Legislative Updates
Voya offers flexible ways to provide timely updates that bring you the latest legislative and regulatory issues impacting retirement plans and employee benefits. One such way is through your client service team. Real-time communications written by Davis & Harman LLP, a law firm based in Washington, DC that specializes in employee -benefit issues, are provided to keep your client service team in the know.

Plan Sponsor Newsletter
Voya offers a tri-annual plan sponsor e -newsletter — Voya Insights. Voya Insights gives sponsors an inside look at the latest retirement plan trends, tools, and thought leadership. The goal of this newsletter is to help sponsors achieve optimal plan performance and improve retirement outcomes for your participants.

Additionally, we host a retirement -focused sponsor webinar to coincide with each edition of Voya Insights. Webinar dates and times are announced within the newsletter. To read Voya Insights, please visit http://voyainsights.voya.com/ .

Seminars
We conduct electronic seminars with our plan sponsors to discuss current topics including technology enhancements, legislative updates, advisory services, communication and education strategies, etc. A recent e -seminar featured Voya's Head of Digital and Retirement Readiness Execution demonstrated how the healthcare and Social Security estimates will enhance the participant experience by helping employees better understand the critical connection between estimated monthly income and determining if they will be financially ready in the future.

Your Relationship Manager, Kimberley Anderson will discuss relevant legislative developments and any potential impact to you as the plan sponsor, your plan and plan participants.

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G. Firm Profile
Corporate Headquarters
One Orange Way
Windsor, CT 06095
www.voya.com
Vo a Contact: Justin Camisa
30211 Avenida De Las Banderas, Suite 200
Rancho Santa Margarita, CA 92688
Direct: 303-717-5922
Email: [email protected]
Voya began providing defined contribution recordkeeping and investment management services for qualified plans in 1967 and have serviced nonqualified plans since 1983. Voya Institutional Trust Company has been providing trustee and custodial services since 2000.

Prior to May 2013, Voya Financial, Inc. was a wholly owned subsidiary of ING Group N.V. ("ING Group"), a global financial services company based in The Netherlands. In March 2015, ING Group completed the full divestment of its stake in Voya Financial, Inc. common stock.

Parent/Subsidiary/Affiliate Relationships
Voya Retirement Insurance and Annuity Company ("VRIAC") is a wholly owned direct subsidiary of Voya Holdings Inc., a Connecticut corporation, which is a wholly owned subsidiary of Voya Financial, Inc. (collectively, "Voya").

VRIAC is affiliated with Voya Financial Partners (VFP). VFP is a registered broker -dealer and is authorized to accept payments from investment companies pursuant to funds' 12b-1 plans for the provision of shareholder services. VRIAC may receive payment for sub -transfer agent fees and recordkeeping services on behalf of the investment companies.

Voya Retirement Insurance and Annuity Company (VRIAC) is incorporated in CT.

Please refer to-ppenaix r Voya's Fast Facts containing additional details regarding Voya.

H. & I Proposed Team and Locatioi
The City's team of professionals, led by your Strategic Relationship Manager, Kimberly Anderson, will provide unparalleled support for all aspects of your plan. Our breadth and depth of operational excellence and personal service will help reduce your administrative burden, mitigate fiduciary risk, and provide retirement industry best practices.

Kimberly Anderson, Strategic Relationship Manager
Texas
• Serves as a single point of contact for questions for the City • Provides management oversight for local sales and service team. • Participates in regular plan sponsor meetings.
• Works with the local team to establish a communication, education and enrollment strategy. • Conducts regular plan sponsor reviews.

Aubrae Lombardo, Plan Manager
Arizona
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• Day-to-day contact for the City.
• Manages all plan activity, including contributions, disbursements, reporting and statement delivery. • Identifies opportunities to improve plan administrative processes and services Greg Anderson, Implementation Manager
Arizona
• Coordinates the transfer of assets to Voya.

Bob Tan, Plan Representative
Location
• Meets one-on-one with employees and participants to provide guidance on a variety of plan -related topics — benefits of participating, dollar cost averaging, catch-up provisions, asset allocation and diversification, retirement planning, and retirement needs analysis.
• Conduct annual reviews with plan participants to ensure they are taking full advantage of all plan features.
• Provide retiree counseling to educate retirees about the available options under the plan, the tax implications of the different options and preparing illustrations of the impact of the options.

Customer Service Associates (CSAs)
Located across the U.S. with larger concentrations around Windsor, CT; Atlanta, GA; Minneapolis, MN; and Manila, Philippines
• Handle participant phone inquiries, questions.
• Process participant phone transactions.
• Provide investment information (performance, objectives, and mailing of information).

Please see Appendix I for the service team resumes.

J. References
Cit of Tualatin
Name
Stacy Ruthrauff, HR Director
Address
18880 SW Martinazzi Ave.

Tualatin, OR 97062
Telephone Number
503-691-3021
Length of Relationship
28 years
Staff Assigned
Greysen Stefani & Wendy Stefani
Services Provided
Full -service recordkeeping
Cit of Hillsboro
Name
Suzanne Linneen
Address
150 E. Main Street
Hillsboro, Oregon 97123
Telephone Number
503-681-6404
Length of Relationship
1 year
Staff Assigned
Kimberly Anderson
Services Provided
Full -service recordkeeping
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Reference #3
Cit of Hemet
Name Norma Rangel, Human Resources
Address
445 E Florida Ave,
Hemet, California 92543
Telephone Number
951-765-2388
Length of Relationship
4 years
Staff Assigned Joe Marini
Services Provided
Full -service recordkeeping
K. Firm Experience/Qualifications
We have provided 3 Client References listed above. Voya is happy to provide more references to the City upon request if selected for Finals.

L. List ot all current/outstanding contracts
Not applicable.

M Customer Service Philosophy
Our clients are at the heart of everything we do. We appreciate their trust, value their business, and always look for ways to enhance their overall experience with Voya. We accomplish this through our commitment to Continuous Improvement. This philosophy drives our entire workforce to proactively identify opportunities and implement solutions designed to deliver even greater value to our customers. It helps us bring more good ideas forward from across our organization, act quickly on opportunities, gain valuable insight through metrics, and keep objectives in constant focus to enhance quality and provide excellent service to our clients.

Our product and service offerings are designed to streamline plan administration, maximize plan health, and help more employees successfully plan for the future.

Voya Retire includes Voya's innovative myOrangeMoney® and allows your participants who are already enrolled to check current balances, review history, personal rate of return, change contribution rates, make investment changes and much more. The app provides participants more freedom and flexibility to keep up to speed on their retirement plan account.

Voya's Be Ready employee experience includes tools, services, and guidance to promote retirement readiness.

Our dedicated sponsor services employees focus on serving the needs of your organization while improving the health of your plan.

Investment choice and flexibility suit the interest and knowledge level of all your employees and include easy access to investment advice and guidance.

Forward -thinking fiduciary solutions allow you to select the level of fiduciary support and oversight based on the needs of your organization
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Philosophy/Approach to Client Services
As an industry leader and advocate for greater retirement readiness, we set the bar high and continually strive for better outcomes. We continually improve our products and services to reflect industry best practices by:

Conducting regular surveys of participants
Participating in industry forums and organizations, and contributing to publications to help ensure our processes, products, and services remain leading edge
Analyzing results of our educational programs to gauge effectiveness including participation by departments, number of new enrollments and increases, and other demographics Voya's sponsor services focus on serving the needs of every client while working to improve overall plan health. Our client services team keeps plans running smoothly by:

Managing the daily needs of plans
Delivering customized plan reviews to keep plans on track Analyzing participation levels
Reviewing income replacement projections, service utilization rates and other key metrics Reviewing plan investments
Identifying plan design opportunities and develop an action plan for the coming year Delivering a communications program defined by specific plan goals and focused on action and outcomes Notifying sponsors of regulatory and legislative developments that impact your plan - Handling administrative details of the plan to free up staff to focus on other business priorities At Voya, we believe:
- Experience matters
Doing the right thing makes a difference
Striving for excellence changes outcomes
N. insuranc,
It is the policy of Voya Financial, Inc. to have in place at all times, a comprehensive, combined Errors and Omissions/Professional Liability and Fidelity policy as an umbrella for all subsidiary companies. The fiduciary exposures for third party assets under the care, custody, and control of VRIAC are covered under the Errors and Omissions/ Professional Liability and Fidelity policies including those exposed to data security breaches.

VRIAC, as an indirect, wholly owned subsidiary of Voya Financial, Inc. is covered under the Errors and Omissions/ Professional Liability, Fidelity, Network Security and Casualty policies of the parent Company. Coverage extends to third party funds/assets under the care, custody, and control of Voya.

Voya's Insurance Coverage
Risk Covered
Errors & Omissions/Professional
Liability
Chubb (lead)
Amount of coverage and
deductible is confidential
to Voya
5/2/24-5/2/25
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Fidelity/Crime
Chubb (lead)
Amount of coverage and
deductible is confidential
to Voya
5/2/24-5/2/25
Network Security (a.k.a. Cyber/IT)
AIG (lead)
Amount of coverage and
deductible is confidential
to Voya
5/2/24-5/2/25
Commercial General Liability,
Workers' Compensation and Auto
collectively "Casualty")
AIG (lead)
Amount of coverage and
deductible is confidential
to Voya
5/30/24-5/30/25
Workers Compensation and
Employer's Liability
AIG (lead)
Amount of coverage and
deductible is confidential
to Voya
5/30/24-5/30/25
Excess/Umbrella
AIG, Liberty, Great
American, CNA
Amount of coverage and
deductible is confidential to
Voya
5/30/24-5/30/25
Directors and Officers
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Appendix A

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A. Plan Administration
We are offering fully bundled, full -service recordkeeping, investment management and administrative services. Our comprehensive administrative services are designed to facilitate smooth ongoing plan operation and to reduce your administrative burdens. We will provide you with the following administrative services:

For the Sponsor
• Preparation of plan -specific implementation schedule • Initial installation of plan participants' records and existing loans • Specimen plan documents
• Enrollment processing
• Payroll remittance — the safe and secure submission of payroll and census data (if applicable) using one of our file formats
• Plan Access — quick access to plan and participant level information via Voya Sponsor Website • Online employer reports — Electronic delivery of employer reports on a regular basis • Data transfer, electronic payroll interface
• Quarterly sponsor statements of activity via the Sponsor Website • Daily reconciliation of plan and participant activity • Necessary participant tax forms following the end of each calendar year • Weekly, biweekly, semimonthly, or monthly contribution/loan repayment processing • Maintenance of Contribution Sources used to "house" and segregate employer and employee monies for administrative purposes
• Contribution Rate Change (Optional)
• Qualified Domestic Relations Order processing
• Hours worked vesting calculations based on plan year or elapsed time from date of hire • Excess Contribution processing
• Plan Audit support
• Sample Investment Policy Statement for employer use
• Loan Administration
• Loan Default Monitoring (Optional)
• Loan Interest Rate Monitoring (Optional)
• Discrimination Testing
• Fiduciary Assistance
• Completed Form 5500 through a web -based application
• Investment Lineup
For the Participant:
• Online Enrollment — Participants can conveniently enroll in the plan from their own computer using a Personal Identification Number (PIN)
• Participant access at any time via the website and/or phone. Employees can quickly and conveniently make the following transactions:
• Elective deferral changes
• Transfer between investments
• Change future allocations
• View months of transaction history, account balances, and fund and account performance • Enrollment
• Loan initiation
• Final and in-service withdrawals pre -filled form initiation • Roth 401(k)
• SDBO Option
• Daily valuation of participant accounts
• Quarterly participant statements of activity mailed direct to participant homes

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Appendix B

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Reporting capabilities
Voya understands the importance of making it easier for you to manage your retirement plan so you can focus on your business. Our on -demand reporting capabilities available through Voya's sponsor website can be used to access useful data to measure and improve plan metrics and identify education opportunities.

On Demand Reporting puts the plan information at your fingertips. This tool allows you to either pull information from one of the many standard online reports that we have on file or create your own unique report. The standard reports are predefined reports that only require you to click on the report that you would like to run. You can also create and schedule the running of your reports, save favorite reports, and browse available reports by category. Once reports are created the output file can be saved to your desktop either in Excel or PDF formats. Data is updated daily therefore most plan data is only a mouse click away.

Sample on demand standard reports available, at the click of a mouse, include:

Report Name
Description
Participant Balance by Source
Displays participant accounts and their account balance by money source
Participant Fund Balances
Displays participant account balances broken down by fund Participant Fund Balances (Selected
Funds)
Displays participant account balances in a designated fund(s) Participant Fund Balances with Address
Displays participant account balances broken down by fund and includes participant addresses
Plan Level Fund Balances
A daily breakdown of assets by fund at a plan level
Vested Balance Report
Displays participants' information with vested account balance by money source and total account balance by money source
Balance Greater than or Equal to X
List of participants with balances (excluding loan amount) greater than or equal to an amount
Balance Between X and Y
List of participants with balances between a minimum and maximum amount
Balance Less than or Equal to X
List of participants and balances less than or equal to an amount Participants with a Zero Balance
List of participants who have a zero account balance
Participant Account Balance Report
List of participants and balances
Count of Participants with a Balance
Lists the total number of participants with an account balance greater than 0 along with an aggregate total
Participant Account Balance Between X
and Y
Reports participant balance count between X and Y
Participant Count by fund if Balance is > 0
Report participant count by fund if balance is > 0

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Plan Assets by Investment
Lists total current balance by investments
Beneficiary Changes Report (may not be
available for all plans)
Displays participants who have added/changed beneficiaries All Beneficiaries in Plan
Reports participants who have elected a Beneficiary and includes Beneficiary information
Beneficiary Not Equal 100%
Displays beneficiary amounts that do not add up to 100% No Beneficiaries on File
Reports participants who have not chosen a beneficiary
Missing Address
Reports participants who are missing Address, City or Zip Code Missing Date of Birth
Reports participants missing a Birth Date
Missing Hire Date
Reports participants with a missing Hire or Employment Date Missing Locations
Reports participants with a missing location (div/sub)
Missing Termination Status
Report includes participants who have a termination date Participant with Balance Address Report
Report only displays addresses for those participants who have a balance
Participant Address Report — ALL
Displays participants' addresses regardless of balance or participant's status
Participant Investment Allocation Report
Displays participants' information and investment allocations by fund Deferral Rate Report
Displays participants' information and deferral rate by money type Automatic Enrollment Report
Displays participants that have been initially automatically enrolled VRA Usage Report
Displays the masked SSN first name and last name of participants in a plan that have enrolled in the Managed Account program* For clients who have elected managed accounts

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Appendix C

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Program Highlights
and Fee Summary
Thank you for your interest in Voya Financial® as the
provider for your retirement plan.

With a vision to be America's Retirement Company®, we don't just innovate. We innovate with a purpose. We are redefining what it means to be a leading financial services company and work to make a secure financial future possible — one person, one family and one institution at a time.

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Program Highlights and Fee Summary
RetireFlex-MF with Voya Fixed Account B
Tailor Designed for City of Beaumont
Thank you for your interest in Voya Financial° as the provider for your retirement plan. For more than 50 years, we've helped millions of people prepare for their financial futures through employer -sponsored retirement plans and understand the importance of providing meaningful solutions that drive increased plan health and retirement readiness for your employees. With a clear mission to make a secure financial future possible — one person, one family, one institution at a time — Voya's vision is to be America's Retirement Company®.

We are pleased to present you with the following proposal, which will remain in effect until July 27, 2025.

Plan
Assumptions*
Assumed number of
participant accounts
Assumed first -year
contribution amount
Assumed transferred
asset amount
Voya Fixed Account
allocation
Voya assumes use of one of our standard electronic methods of transmitting deposits and allocation instructions. We also assume all existing plan variable assets will transfer to Voya simultaneously on date of conversion from your current provider.

Voya's proposal does not include reimbursement of any surrender charge, market value adjustment or deferred sales charge that may be assessed on assets being transferred.
* Our fee quote is based upon certain assumptions about your plan shown above. If the actual transferred asset amount and/or number of participating employees varies 10% or greater from the assumptions above, we reserve the right to adjust the recordkeeping fees and/or Fixed Account credited rate in accordance with our administrative practice within 180 calendar days following the date of the initial transferred asset contribution.

Your Service Team
Justin Camisa Vice President, Voya Financial
Government Sales Director
Phone "IMF
(303)717-5922 [email protected]
20240913-3831511-12415353

Recordkeeping Fees' & Fund Revenue Requirement
Type
Annual Asset -Based Service Fee (assessed on all assets with the exception of the self -directed brokerage accounts)
Pricing assuming 3 Billing Groups
Scenario 1:

Open Architecture Platform with the Voya Fixed Account B as the stability of principal option is:

Scenario 2:

Open Architecture Platform with the Voya Fixed Account B as the stability of principal option & MyCompass Blend Funds as the Target Date Funds:

Pricing assuming just the 457(b) & 401(a) Plans
Scenario 3:

Open Architecture Platform with the Voya Fixed Account B as the stability of principal option is:

Scenario 4:

Open Architecture Platform with the Voya Fixed Account B as the stability of principal option & MyCompass Blend Funds as the Target Date Funds:
*Pricing assumes the assets in the current fixed/stable value funds will map to Voya's Fixed B Account.
**Pricing assumes the assets in the current fixed/stable value funds will map to Voya's Fixed B Account and the assets in the current target date funds will map to MyCompass Blend Target Date Funds.

Annual Participant Service Fee
Fund revenue requirement
Amount

0.35%*

0.28%**

0.24%*

0.18%**
$0.00

0.00%
The charges identified above compensate Voya, in part, for the services we provide under your contract. They are also used to compensate your representative for ongoing services. Charges are based upon the plan assumptions indicated, in addition to the fund menu selected and the compensation paid to any third party as directed by you.

If applicable, this proposal is subject to a fund revenue requirement as state above. We shall apply to this requirement the revenue that we receive from mutual fund companies for services rendered on behalf of the plan. Such revenue shall include 12b-1 revenue, sub -transfer agency fees, and any administrative services fees paid to us by the mutual fund companies. If we receive less than the required revenue annually, the plan will be billed the difference between actual and required revenue.

This fee is subject to annual review and may be adjusted based on your case characteristics and optional plan services.

Fund Management Fees:

Fund management fees and other fund operating expenses will apply. These fees depend upon the investment option chosen. Please refer to the Individual Fund prospectuses or Fund Fact Sheets for fund fee information. A portion of that fee may be paid to Voya as a form of revenue sharing. Please see the RetireFlex-MF information booklet for additional information.
1 Voya reserves the right to increase recordkeeping charge(s) if the actual characteristics vary materially from the original plan assumptions reflected herein. We also reserve the right to deduct the charge(s) from participant accounts. 20240913-3831511-12415353

Compensation Paid
ype
Percent of first -year contributions
Percent of renewal year contributions
Percent of transferred assets
Asset -based compensation
Amount

0.00%

0.00%

0.00%

0.00%
This compensation structure is reflected in the Recordkeeping Fees shown herein.

Compensation for the first year is paid on transferred assets plus first -year contributions and will be based on the above.

If applicable, asset -based compensation is paid monthly. The amount paid is calculated by taking the applicable annual rate divided by 12, multiplied by the contract's value at the close of business on the last business day of the month. 20240913-3831511-12415353

Investment Options
Your investment options include a fixed interest investment option, plus a selection of a broad menu of mutual funds from well-known fund managers.

You should consider the investment objectives, risks, and charges and expenses of the mutual funds offered through a retirement plan, carefully before investing. The fund prospectuses and an information booklet containing this and other information can be obtained by contacting your local representative.

Please read the information carefully before investing.

Fixed Interest Investment Option
Declared interest Rate*: 3.35%
Guaranteed Minimum Interest Rate: 1.00°/0
You may have selected a fixed account option under the Program. A fixed account is an investment option offered through the Program that is subject to guaranteed minimum interest rates. Voya's claims -paying ability should be taken into consideration in evaluating interest rate guarantees provided under the Contract. These rate guarantees do not apply to the investment return or principal value of the fund investment options.

The fixed account option provides stability of principal and credits interest on all amounts allocated to this option.

The fixed account option consists of a Guaranteed Minimum Interest Rate (the "GMIR") that is set for the life of the Contract. The GMIR is stated in the Contract. Each calendar year (1/1 to 12/31), Voya will also set a one-year minimum guaranteed floor rate which will apply to all amounts held in the fixed account option during that calendar year.

During the year, Voya will credit interest to the fixed account option at a "current credited interest rate". The current credited interest rate may change but is guaranteed not to be below either the minimum guaranteed floor rate or the GMIR. Voya will not apply a decrease in the rate following a rate change initiated solely by us prior to the last day of the three-month period measured from the first day of the month in which such change was effective. The rate for your plan's initial investment in the fixed account may be in effect for less than a full three- month period.

The GMIR applicable to the Contract and the current credited interest rate (which we may change at any time, subject to certain restrictions) will be provided to plan participants at enrollment.

All interest rates applicable to the fixed account option are expressed as an annual effective yield. Interest is credited on a daily basis. Once credited, the interest becomes a part of the principal. This means that participant accounts earn compound interest. Taking the effect of compounding into consideration, the interest credited each day yields the current credited interest rate. Any changes in the current interest rate will apply to all amounts in the fixed account option.

You have elected the Put provision for the fixed account option. You will receive an endorsement to your contract detailing the option selected.

Voya Fixed Account B
The current credited rate will be based on both the New Money Rate and the Portfolio Rate and will transition over time to be fully based on Portfolio Rates. The New Money Rate is the interest rate established by Voya from time to time and is based on expected yields on newly acquired investments. A Portfolio Rate is an interest rate established by Voya from time to time and is based on expected yields on all investments backing Fixed Account B. When determining credited rates, the Company will take into account, among other things, the risks and costs assumed by Voya under the Contract and anticipated cash flows.

There may be restrictions on surrenders and transfers associated with the Fixed Account B and in certain states and for certain types of plans a Market Value Adjustment ("MVA") may apply on surrenders under the Contract. `Based on the previously stated assumptions for your plan, this is the declared interest rate for your contract as of the date in which this proposal was created. This rate includes the effect of any additional services and features selected by the plan 20240913-3831511-12415353

sponsor, including but not limited to the amount of compensation paid to your sales representative. This rate is subject to change at any time, subject to certain restrictions.

Important Information
Mutual funds under a custodial agreement are intended as long-term investments designed for retirement purposes. Money distributed will be taxed as ordinary income in the year the money is distributed. Account values fluctuate with market conditions, and when surrendered, the principal may be worth more or less than the original amount invested. A group fixed annuity is a long-term insurance contract designed for investing for retirement purposes. The guarantee of the fixed account is based on the claims -paying ability of the issuing insurance company. Although it is possible to have guaranteed income for life with a fixed annuity, there is no assurance that this income will keep up with inflation. Early withdrawals taken from the 401(a)/401(k) plan prior to age 59 will be subject to the IRS 10% premature distribution penalty tax, unless an IRS exception applies. Amounts distributed will be taxed as ordinary income in the year it is distributed. An annuity does not provide any additional tax benefit, as tax deferral is provided by the Plan. Annuities may be subject to additional fees and expenses, to which other tax -deferred funding vehicles may not be subject. However, an annuity does offer other features and benefits, such as lifetime income payments and death benefits, which may be valuable to you. 20240913-3831511-12415353

Standard and Optional Recordkeeping Services
Certain services require Plan Sponsor information support Online enrollments
Customer Service Representatives to handle
participant toll -free phone inquiries
Financial education and counseling for terminated or
retiring employees by licensed Transition Counselors
Daily valuation of participant accounts
Internet and toll -free telephone service for account
inquiries, allocation changes, and fund transfers
Quarterly plan activity reports via the Sponsor Website Quarterly delivery of participant statements of activity Regularly scheduled and adhoc contribution / loan
repayment processing — electronic format required
Vesting calculations based on hours worked in plan
year or elapsed time from date of hire
Calculation, processing and disbursement of final
distribution payments
Plan Document services include Volume Submitter for
401 Plans and Specimen Document for 457 Plans
Excess Revenue Budget
Sponsor Website for plan & participant level access
Daily reconciliation of plan and participant activity
Notification to Plan Sponsor and calculation of
minimum distribution amount for participants subject to minimum distribution requirements
Voya authorized loans, withdrawals and distributions*
(optional service)
Eligibility tracking* (optional service)
Reallocation of forfeitures
Online initiation of loan, withdrawal and other
distribution requests*
Comprehensive compliance testing services available
including contribution limit monitoring and/or reporting (certain exclusions apply)
Preparation of standard audit package upon request
Regulatory updates for Voya plan documents
Other Optional Services (conditions may apply):
o Online Beneficiary Maintenance
o Paperless general purpose loans and distributions
o Hardship suspension reinstatement
o Contribution Rate Change
o Contribution Rate Escalator
° Automatic Enrollment
° Automatic Contribution increase (for plans that include automatic enrollment) *For Plans that meet underwriting requirements
20240913-3831511-12415353

Additional Services / Recordkeeping Fees (fees subject to change)
Servic,
Loan initiation fee
Loan maintenance fee
Participant -initiated wire, overnight mail or stop payment Consulting services, audit support and special assistance You will be notified at the time of your request if an additional charge is applicable Self -Directed Brokerage Account*
With access to a broader range of investment options.

Trustee Services from Voya Institutional Trust Company
Direct, non -discretionary trustee services and Certified Annual Statement; $750 annually (fee is included in Recordkeeping Fees shown above).

Managed Accounts
Asset Allocation Made Easier
Supports the efforts of sponsors to improve the asset allocation of plan participants and simplify the investment selection process by creating custom model portfolios.
$100
one-time charge per loan
$25
annually per loan
$50
per occurrence
$200
per hour
$50
annually per participant
enrolled in service
$0.00
Refer to the Plan Sponsor
Investment Advisory Services
Agreements
$0.00
Not FDIC/NCUA/NCUSIF Insured I Not a Deposit of a Bank/Credit Union I May Lose Value I Not Bank/Credit Union Guaranteed I Not Insured by Any Federal Government Agency Any insurance products, annuities and funding agreements that you may have purchased are sold as securities and are issued by Voya Retirement Insurance and Annuity Company ("VRIAC"). VRIAC is solely responsible for meeting its obligations. Plan administrative services provided by VRIAC or Voya Institutional Plan Services, LLC ("VIPS"). Neither VRIAC nor VIPS engage in the sale or solicitation of securities. If custodial or trust agreements are part of this arrangement, they may be provided by Voya Institutional Trust Company. All companies are members of the Voya ® family of companies. Securities distributed by Voya Financial Partners, LLC (member SIPC) or other broker -dealers with which it has a selling agreement. All products or services may not be available in all states.
" Schwab Personal Choice Retirement Account® (PCRA) is offered through Charles Schwab & Co., Inc. (Member SIPC), the registered broker/dealer, which also provides other brokerage and custody services to its customers. Charles Schwab & Co., Inc. and Voya Financial are not affiliated and are not responsible for the products and services provided by the other. 77341 3044917.C.S© 2017 Voya Services Company. All rights reserved. CN 3831511_0926 Voya.com

PLAN I INVEST I PROTECT
0 VI in L]
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FINANCIAL

20240913-3831511-12415353

City of Beaumont (The City)
Appendix D

PLAN I INVEST I PROTECT
VOyA.

City of Beaumont (The City)
Performance and Service Level Agreements (SLAs)
To ensure a meaningful measure of success, we deliver a Service Review that discloses for each service deliverable, the volume of transactions processed, the timeliness with which they were processed and the quality or accuracy with which they were processed. The timeliness statistics measure our performance against the stated goal and indicates our attainment of the goal.

Customer Service Center
Service
Service Standard
Measurement
Participant Satisfaction
(Post Call Survey)
°
90%
90% of respondents will rate their service
experience (Satisfaction with phone service
experience) in the top two boxes (4/5). On a
scale of 1-5 (Very Satisfied, Somewhat
Satisfied, Neither Satisfied nor Dissatisfied,
Somewhat Dissatisfied, Very Dissatisfied)
Measured at the client level (if there are fewer
than 75 responses in a quarter, this is
measured at the segment level.

Average Speed to Answer
45 second average
speed to answer
Customer Service Representatives (CSRs) will
answer calls within a 45 second average after
the call is transferred to a CSR from the VRS.

Call Abandon Rate
90%
Calculated based on tasks and calls
Customer Center Hours of
Operation (Call)
8:00 - 9:00 ET
Monday — Friday
(except NYSE holidays)
Retirement Operations Services
Service
Service Standard
Measurement
Online Loans and
Distributions
99% same day
Received in good order prior to close of NYSE
must be processed same day received.

Loans and Distributions
(Forms in good order)
99% two business days
Received in good order prior to close of NYSE
must be processed within two business days of
received in cood order date.

QDRO Splits
99% of QDRO transfers
requests received by
the NYSE close
processed within five
business days of
receiving all required
supporting
documentation in good
Voya will process 99% of QDRO transfers
requests received by the NYSE close
processed within five business days of
receiving all required supporting documentation
in good order. If the account contains the
SDBA, the standard is within seven business
days.
y

PLAN I INVEST I PROTECT
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FINANCIAL

City of Beaumont (The City)
order for a qualified
order. If the account
contains the SDBA, the
standard is within seven
business days.

Release of Participant
Checks / ACH
98%
Five business days from
cood order date
98% mailed within 5 business days from good
order date.

Online Fund Transfers
99% same day
Received in good order prior to close of NYSE
must be processed same day received.

Online Enrollment and
Deferral Changes
99% same day
Received in good order prior to close of NYSE
must be Drocessed same day received.

Enrollment (Forms in
good order)
99%
Three business days
Received in good order prior to close of NYSE
must be processed with 3 business days of
received in good order date.

Electronic payroll files
(contributions and loan
repayments in good
order with funding)
99% two business days
Received in good order prior to close of NYSE
must be processed within two business days of
received in good order date.

Rollover Contributions
(Forms in good order
with funding)
99% two business days
Received in good order prior to close of NYSE
must be processed within two business days of
received in good order date.

Participant Statements
(Mailed / Posted to Web)
°
99 /° 15 business days
99% mailed / posted to the web within 15
business days following quarter end after
receiving all required supporting requirements
(if applicable) in good order.
1099-R
99% mailed by 01/31
99% mailed by January 31st each year.

Beneficiary Designations
99% beneficiary transfer
transactions within five
business days of
receiving all required
supporting
documentation in good
order.

If the SDBA, the
standard is within seven
business days.

Voya will process 99% of beneficiary transfer
transactions received by the NYSE close within
five business days of receiving all required
supporting documentation in good order. If the
account contains the SDBA, the standard is
within seven business days.

Confirmations
98% mailed within five
business days after
processing.
98% mailed within five business days after
processing.

Valuation Summary
100% by the 15th of the
month following the
close of the cuarter.

Ad Hoc Reports
100% within five
business days, most
within one day.
100% within five business days, most within
one day. For complex reporting requests, the
time frame will be mutually agreed upon
between the client and Voya.

Systems Availability
Voice Response System (24/7)
Participant Website (24/7
Data Transmission Accuracy

PLAN I INVEST I PROTECT
99%
99%
Availability is calculated as a
percentage of time per quarter core
inquiry and transactional functions
are available excluding reserved
maintenance windows and
scheduled applications update
activities.
99%
VOA.

FINANCIAL

City of Beaumont (The City)
Appendix E

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FINANCIAL

voA,

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City of Beaumont
Targeted Effective Date with Voya:

ENTITY RESPONSIBL
01/01/2026

ESTIMATED TIMEFRAME
Getting Started & Planning Phase
Discontinuance notice to current service provider(s)
Sponsor & Voya
Week 1
Current plan documents submitted to Voya for review - includes signed Plan Document(s), all complete plan amendments and, where applicable, the most recent 5500
Current service provider(s) contacted to establish asset transfer date & discuss data requirements
1 Sponsor
Voya
Week 1
Week 2
Investments & mapping strategy determined
Sponsor, Consultant & Voya
Week 2
Transition & Implementation Phase
Initial transition project conference call (first of a series of ongoing status discussions)
Sponsor, Consultant & Voya
Week 2
Draft agreements provided for review
Voya
Week 4
Draft participant communications provided for review and Sponsor approval
Voya
Week 5
Revisions to agreements incorporated; documents finalized & signed Sponsor, Consultant & Voya Week 7
Voya specimen plan documents signed and returned to Voya (optional)
Sponsor, Consultant & Voya Week 7
Participant communications approved
Sponsor Week 7
Payroll and remittance review
Sponsor Payroll Contacts & Voya Week 8
Participant communications printed and mailed
Voya Week 11
Local transition education meetings begin
Voya Week 12
Account and transaction restrictions ("blackout" imposed by current service provider(s)
Current service provider(s) liquidates plan assets
Voya receives plan assets & records from current service provider(s) Transition completes - participant account access online and by phone available (blackout ends)
First payroll remittance submitted to Voya
Current service provider(s)
Current service provider(s)
Voya -
Voya
Sponsor
Week 14
Week 15
Week 15
Week 16 *
Week 16
KEY Critical milestones required to maintain proposed effective dates. * Dependent on Prior Carrier processes and turnaroundtimes.

VOyANANCIAL

City of Beaumont (The City)
Appendix F

PLAN I INVEST I PROTECT
VOyA.

No. 2238-4

STATE OF CALIFORNIA

DEPARTMENT OF INSURANCE

SAN FRANCISCO
Amended
Certificate of Authority
THIS IS TO CERTIFY that, pursuant to the Insurance Code of the State of California, Voya Retirement Insurance and Annuity Company
of Connecticut, organized under the laws of Connecticut, subject to its Articles of Incorporation or other fundamental organizational documents, is hereby authorized to transact within this State, subject to all provisions of this Certificate, the following classes of insurance:

Life and Disability
as such classes are now or may hereafter be defined in the Insurance Laws of the State of California.

THIS CERTIFICATE is expressly conditioned upon the holder hereof now and hereafter being in full compliance with all, and not in violation of any, of the applicable laws and lawful requirements made under authority of the laws of the State of California as long as such laws or requirements are in effect and applicable, and as such laws and requirements now are, or may hereafter be changed or amended.

IN WITNESS WHEREOF, effective as of the 14th day of August, 2014, I have hereunto set my hand and caused my official seal to be affixed this 14th day of August, 2014.

By
Dave Jones
Insurance Commissioner
Susan J. Stapp
for Nettie Hoge
Chief Deputy
NOTICE:

Qualification with the Secretary of State must be accomplished as required by the California Corporations Code promptly after issuance of this Certificate of Authority. Failure to do so will be a violation of Insurance Code section 701 and will be grounds for revoking this Certificate of Authority pursuant to the covenants made in the application therefor and the conditions contained herein.

City of Beaumont (The City)
Appendix G

PLAN I INVEST I PROTECT
VOyA.

DATA SECURITY ADDENDUM
This Data Security Addendum ("Addendum") is an addendum to the Agreement between Voya and Client (together "Parties") and sets forth the obligations of the Parties regarding the Data Security pursuant to such Agreement.

1. Definitions.
"Agreement" means one or more contracts between Voya, or its affiliates, and Client, including any exhibits or attachments thereto, that are applicable to the Services. "Affected Persons" means Client's and its Affiliate's former and current employees whose Personal Information ("PI") may have been disclosed or compromised as a result of an Information Security Incident.
"Affiliates" means any entities that, now or in the future, control, are controlled by, or are under common control with Client. An entity will be deemed to control another entity if it has the power to direct or cause the direction of the management or policies of such entity, whether through ownership, voting securities, contract, or otherwise.
"Confidential Information" means (a) non-public information concerning the Disclosing Party, its affiliates, and their respective businesses, products, processes, and services, including technical, marketing, agent, customer, financial, personnel, and planning information; (b) PI; (c) trade secrets; and (d) any other information that is marked confidential or which, under the circumstances surrounding disclosure, the Non - Disclosing Party should know is treated as confidential by the Disclosing Party. Except with respect to PI, which will be treated as Confidential Information under all circumstances, Confidential Information will not include (A) information lawfully obtained or developed by the Non- Disclosing Party independently of the Disclosing Party's Confidential Information and without breach of any obligation of confidentiality; or (B) information that enters the public domain without breach of any obligation of confidentiality. All Confidential Information will remain the property of the Disclosing Party. "Information Security Incident" means any breach of security or cyber security incident impacting Voya that has a reasonable likelihood of (a) resulting in the loss or unauthorized access, use or disclosure of Client PI; or (b) materially affecting Voya's ability to provide the Services to Client as defined in the underlying Agreement.
"Law" means all U.S. and non-U.S. laws, ordinances, rules, regulations, declarations, decrees, directives, legislative enactments and governmental authority orders and subpoenas. "Personal Information (PI)" means any information or data processed by Voya in performing the Services that is considered "Personally Identifiable Information," "Personal Information," "Personal Data," or like terms under applicable Law, including, but not limited to, information regarding or reasonably capable of being associated with an identified or identifiable individual, device, or household, or information (including sensitive information) that can directly or indirectly identify a natural person or data subject. For the avoidance of doubt, Personal Information shall not include anonymous, aggregated, or de - identified data to the extent such data is exempt or excluded from regulation under applicable Law. "Services" means the services that Voya provides to Client pursuant to an Agreement. "Voya Personnel" means Voya's employees and subcontractors engaged in the performance of Services.

For plan sponsor use only. Not for use with participants.

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2. Data Security.

2.1. Security Standards and Controls.
(a) Voya will establish and maintain:
(i) administrative, technical, and physical safeguards against the destruction, loss, or alteration of confidential Information; and
(ii) Appropriate security measures to protect Confidential Information, which measures meet or exceed the requirements of all applicable Laws relating to PI security.
(b) In addition, Voya will implement and maintain the following information security controls:
(i) Privileged access rights will be restricted and controlled; (ii) An inventory of assets relevant to the lifecycle of information will be maintained; (iii) Network security controls will include, at a minimum, firewall, intrusion detection, and intrusion prevention Services;
(iv) Detection, prevention and recovery controls to protect against malware will be implemented;
(v) Information about technical vulnerabilities of Voya's information systems will be obtained and evaluated in a timely fashion and appropriate measures taken to address the risk;
(vi) Detailed event logs recording user activities, exceptions, faults, access attempts, operating system logs, and information security events will be produced, retained and regularly reviewed as needed; and
(vii) Development, testing and operational environments will be separated to reduce the risks of unauthorized access or changes to the operational environment.

2.2. Information Security Policies. Voya will implement and maintain written policies, standards or procedures that address the following areas:
(a) Information security;
(b) Data governance and classification;
(c) Access controls and identity management;
(d) Asset management;
(e) Business continuity and disaster recovery planning andresources; (f) Capacity and performance planning;
(g) Systems operations and availability concerns;
(h) Systems and network security;
(i) Systems and application development, quality assurance and change management; (j) Physical security and environmental controls;
(k) Customer data privacy;
(1) Patch management;
(m) Maintenance, monitoring and analysis of security audit logs; (n) Vendor and third -party service provider management; and (o) Incident response, including clearly defined roles and decision -making authority and a logging and monitoring framework to allow the isolation of an incident; and (p) Data Loss Prevention

2.3. Subcontractors. Voya will implement and maintain policies and procedures to ensure the security of Confidential Information and related systems that are accessible to, or held by, third party service providers. Voya will not allow any third parties to access Voya's systems or store or process sensitive data, unless such third parties have entered into written contracts with Voya that require, at a minimum, the following:
(a) The use of encryption to protect sensitive PI in transit, and the use of encryption or other mitigating controls to protect sensitive PI at rest; (b) Prompt notice to be provided in the event of an Information Security Incident; For plan sponsor use only. Not for use with participants.

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(c) The ability of Voya or its agents to perform information security assessments; and (d) Representations and warranties concerning adequate information security.

2.4. Encryption Standards, Multifactor Authentication and Protection of Confidential Information. (a) Voya will implement and maintain cryptographic controls for the protection of Confidential Information, including the following:
(i) Use of an encryption standard equal to or better than the industry standards included in applicable National Institute for Standards and Technology Special Publications (or such higher encryption standard required by applicable Law) to protect Confidential Information at rest and in transit over un-trusted networks; (ii) Use of cryptographic techniques to provide evidence of the occurrence or nonoccurrence of an event or action;
(iii) Use of cryptographic techniques to authenticate users and other system entities requesting access to or transacting with system users, entities and resources; and (iv) Development and implementation of policies on the use, protection and lifetime of cryptographic keys through their entire lifecycle.
(b) In addition to the controls described in clause (a) above, Voya will:
(i) Implement multi -factor authentication for all remote access to Voya' snetworks; (ii) Ensure that no Client PI is (A) placed on unencrypted removable media, mobile devices, computing equipment or laptops or (B) stored outside the United States; and
(iii) Ensure that media containing Confidential Information is protected against unauthorized access, misuse or corruption during transport.

2.5. Information Security Roles and Responsibilities. Voya will employ personnel adequate to manage Voya's information security risks and perform the core cyber security functions of identify, protect, detect, respond and recover. Voya will designate a qualified employee to serve as its Chief Information Security Officer ("CISO") responsible for overseeing and implementing its information security program and enforcing its information security policies. Voya will define roles and responsibilities with respect to information security, including by identifying responsibilities for the protection of individual assets, for carrying out specific information security processes, and for information security risk management activities, including acceptance of residual risks. These responsibilities should be supplemented, where appropriate, with more detailed guidance for specific sites and information processing facilities.

2.6. Segregation of Duties. Voya must segregate duties and areas of responsibility in order to reduce opportunities for unauthorized modification or misuse of Voya's assets and ensure that no single person can access, modify or use assets without authorization or detection. Controls should be designed to separate the initiation of an event from its authorization. If segregation is not reasonably possible, other controls such as monitoring of activities, audit trails and management supervision should be utilized. Development, testing, and operational environments should be separated to reduce the risks of unauthorized access or changes to the operational environment.

2.7. Information Security Awareness, Education and Training. Voya will provide regular information security education and training to all Voya Personnel, as relevant for their job function. In addition, Voya will provide mandatory training to information security personnel and require key information security personnel to stay abreast of changing cyber security threats and countermeasures.

2.8. Vulnerability Assessments. Voya will conduct monthly vulnerability assessments that meet the following criteria:
(a) All production servers and network devices must be scanned at least monthly; (b) All vulnerabilities must be rated;
For plan sponsor use only. Not for use with participants.

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(c)
(d)
(e)
All vulnerability remediation must be prioritized based on risk; All tools used for scanning must have signatures updated at least monthly with the latest vulnerability data; and,
Voya will implement and maintain a formal process for tracking and resolving issues in a timely fashion.

2.9. Penetration Testing. If any Services to be provided by Voya include the hosting or support of one or more externally facing applications that can be used to access systems that store or process Client data, the terms of this Section will apply.
(a) At least once every 12 months during the Term and prior to any major changes being moved into production, Voya will conduct a Valid Penetration Test (as defined below) on each internet facing application described above. As used herein, a "Valid Penetration Test" means a series of tests performed by a team of certified professionals, which tests mimic real -world attack scenarios on the information system under test and include, without limitation, the following:

Information -gathering steps and scanning for vulnerabilities; Manual testing of the system for logical flaws, configuration flaws, or programming flaws that impact the system's ability to ensure the confidentiality, integrity, or availability of Client's information assets; (iii) System -compromise steps;
(iv) Escalation -of -privilege steps; and
(v) Assignment of a rating for each issue based on the level of potential risk exposure to Client's brand or information assets.
(b) Upon Client's request, Voya will provide to Client an executive summary of any material issues or vulnerabilities identified by the most recent Valid Penetration Test along with the scope of systems tested. The report may be redacted to ensure confidentiality.
(i)
(ii)

2.1O. Physical and Environmental Security. Voya will ensure that all sites are physically secure, including the following:
(a) Sound perimeters with no gaps where a break-in could easily occur; (b) Exterior roof, walls and flooring of solid construction and all external doors suitable protected against unauthorized access with control mechanisms such as locks, bars, alarms, etc.;
(c) All doors and windows to operational areas locked whenunattended; (d) Equipment protected from power failures and other disruptions caused by failures in supporting utilities;
(e) Closed-circuit television cameras at site entry/ exit points; badge readings at all site entry points, or other means to prevent unauthorized access; and (f) Visitor sign -in/ mandatory escort at site; and
(g) With respect to remote work environments, if the foregoing controls are not present, then Voya will use commercially reasonable efforts to mitigate any increased risk associated with such remote work environments, by, for example, limiting the types of access and functional roles eligible for a remote work environment, restricting access to a virtual private network (VPN) or virtual desktop infrastructure (VDI), providing formal guidance and standards for workspace security, and enhancing data protection controls such as data masking, logging and monitoring.

For plan sponsor use only. Not for use with participants.

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2.11. Information Security Incident Notification.
(a) In the event of any Information Security Incident, Voya will, at its sole expense promptly (and in any event within 72 hours after Voya confirms an Information Security Incident) report such Information Security Incident to Client by sending an email to Client Contact Information, summarizing in reasonable detail the effect on Client, if known, and designating a single point of contact at Voya who will be:
(i) Available to Client for information and assistance related to the Information Security Incident; investigate such Information Security Incident, perform a root cause analysis, develop a corrective action plan and take all necessary corrective actions;
(ii) Mitigate, as expeditiously as possible, any harmful effect of such Information Security Incident and cooperate with Client in any reasonable and lawful efforts to prevent, mitigate, rectify and remediate the effects of the Information Security Incident;
(iii) Provide a written report to Client containing all information necessary for Client to determine compliance with all applicable Laws, including the extent to which notification to Affected Persons or to government or regulatory authorities is required; and
(iv) Cooperate with Client in providing any filings, communications, notices, press releases or reports related to such Information Security Incident. (b) In addition to the other indemnification obligations of Voya set forth in this Agreement, Voya will indemnify, defend and hold harmless Client from and against any and all claims, suits, causes of action, liability, loss, costs and damages, including reasonable attorneys' fees, arising out of or relating to any Information Security Incident, which may include, without limitation:
(i) Expenses incurred to provide notice to Affected Persons and to law -enforcement agencies, regulatory bodies or other third parties as required to comply with Law; (ii) Expenses related to any reasonably anticipated and commercially recognized consumer data breach mitigation efforts, including, but not limited to, costs associated with the offering of credit monitoring or a similar identify theft protection or mitigation product for a period of at least twelve (12) months or such longer time as is required by applicable Laws or any other similar protective measures designed to mitigate any damages to the Affected Persons; and
(iii) Fines or penalties that Client pays to any governmental or regulatory authority under legal or regulatory order as a result of the Information Security Incident.

2.12. Risk Assessments. Upon Client' s request no more than once per year, Voya will complete an industry standard information security questionnaire and provide relevant Service Organization Control ("SOC") audit reports, when available.

2.13. Data Loss Prevention. Voya will use commercially available data loss prevention technology designed to detect and prevent unauthorized transmission of electronic data obtained or created in connection with the Services through various methods, including but not limited to email, network traffic, USB devices, CDs/DVDs, and print. Voya will implement features of such technology that are designed to both detect and prevent unauthorized transmission using rules within the technology that are reasonably related to the specific type of data handled by Voya. Voya will:
(a) Investigate any evidence of a potential or actual unauthorized transmission detected by such technology;
(b) Identify, prevent, and mitigate the effects of any such potential or unauthorized transmission; (c) Carry out any action necessary to remedy the cause of the potential or unauthorized For plan sponsor use only. Not for use with participants.

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transmission and prevent a recurrence; and
(d) Notify Client of the progress and results of the foregoing.

Voya's obligations under this section shall be in addition to any other obligations Voya may have under the Agreement with respect to an Information Security Incident.

3. Confidential Information.

3.1. Confidential Information. Either Party ("Disclosing Party") may disclose Confidential Information to the other Party ("Non -Disclosing Party") in connection with this Agreement.

3.2. Use and Disclosure of Confidential Information. The Non -Disclosing Party agrees that it will disclose the Disclosing Party's Confidential Information only to its employees, agents, consultants, and contractors who have a need to know and are bound by obligations of confidentiality no less restrictive than those contained in this Agreement. In addition, Voya agrees that it will use the Disclosing Party's Confidential Information only for the purposes of performing its obligations under this Agreement. The Non -Disclosing Party will use all reasonable care in handling and securing the Disclosing Party's Confidential Information and will employ all security measures used for its own proprietary information of similar nature. These confidentiality obligations will not restrict any disclosure of Confidential Information required by Law or by order of a court, regulatory authority or governmental agency; provided, that the Non -Disclosing Party will limit any such disclosure to the information actually required to be disclosed.

Notwithstanding anything to the contrary, Client may fully comply with requests for information from regulators of Client and the ClientAffiliates.

3.3. Treatment of Confidential Information Following Termination. Promptly following the termination or expiration of this Agreement, or earlier if requested by the Disclosing Party, the Non -Disclosing Party will return to the Disclosing Party any and all physical and electronic materials in the Non -Disclosing Party's possession or control containing the Disclosing Party's Confidential Information. The materials must be delivered via a secure method and upon such media as may be reasonably required by the Disclosing Party.

Alternatively, with the Disclosing Party's prior written consent, the Non -Disclosing Party may permanently destroy or delete the Disclosing Party's Confidential Information and, if requested, will promptly certify the destruction or deletion in writing to the Disclosing Party.

Notwithstanding the foregoing, if the Non -Disclosing Party, due to requirements of applicable Law, must retain any of the Disclosing Party's Confidential Information, or is unable to permanently destroy or delete the Disclosing Party's Confidential Information as permitted above within 60 days after termination of this Agreement, the Non -Disclosing Party will so notify the Disclosing Party in writing, and the Parties will confirm any extended period needed for permanent destruction or deletion of the Disclosing Party's Confidential Information. All Confidential Information in the Non -Disclosing Party's possession or control will continue to be subject to the confidentiality provisions of this Agreement. The methods used to destroy and delete the Confidential Information must ensure that no Confidential Information remains readable and cannot be reconstructed so to be readable. Destruction and deletion must also comply with the following specific requirements:

MEDIUM

DESTRUCTION METHOD
Hard copy
Shredding, pulverizing, burning,
permanent destruction method
or
other
Electronic tangible media, such as disks
and tapes
Destruction or erasure of the media
For plan sponsor use only. Not for use with participants.

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Hard drive or similar storage device
Storage frame metadata removal to hide the
organizational structure that combines disks
into usable volumes and physical destruction of
the media with a Certificate of Destruction
(COD)

3.4. Period of Confidentiality. The restrictions on use, disclosure, and reproduction of Confidential Information set forth in this Section will, with respect to PI and Confidential Information that constitutes a "trade secret" (as that term is defined under applicable Law), be perpetual, and will, with respect to other Confidential Information, remain in full force and effect during the term of this Agreement and for three years following the termination or expiration of this Agreement.

3.5. Injunctive Relief. The Parties agree that the breach, or threatened breach, of any of the confidentiality provisions of this Agreement may cause irreparable harm without adequate remedy at law. Upon any such breach or threatened breach, the Disclosing Party will be entitled to injunctive relief to prevent the Non -Disclosing Party from commencing or continuing any action constituting such breach, without having to post a bond or other security and without having to prove the inadequacy of other available remedies. Nothing in this Section will limit any other remedy available to either Party.

4. Cyber Liability Insurance. During the Term, Voya will, at its own cost and expense, obtain and maintain in full force and effect, with financially sound and reputable insurers, cyber liability insurance to cover Voya's obligations under this Addendum. Upon execution of the Agreement, Voya will provide Client with a certificate of insurance evidencing the following coverage and amount with such insurer:

Risk Covered: Network Security (a.k.a. Cyber/IT)
Limits: $50,000,000

5. Disaster Recovery and Business Continuity Plan. Voya maintains, and will continue to maintain throughout the Term, (a) a written disaster recovery plan ("Disaster Recovery Plan"), which Disaster Recovery Plan is designed to maintain Client's access to Services and prevent the unintended loss or destruction of Client data; and (b) a written business continuity plan ("BCP") that permits Voya to recover from a disaster and continue providing Services to customers, including Client, within the recovery time objectives set forth in the BCP. Upon Client's reasonable request, Voya will provide Client with evidence of disaster recovery test date and result outcome.

For plan sponsor use only. Not for use with participants.

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This document contains the minimum information security standards relevant to the recordkeeping and related administrative services provided by Voya Institutional Plan Services, LLC and Voya Retirement Insurance and Annuity Company, (collectively, "Voya") pursuant to its Administrative Services Agreement or Plan Services Agreement with you ("Agreement"). The standards may be revised from time to time and will become applicable as provided under the terms of your Agreement.

Minimum Information Security Standards
External SSO Access Standard —
Plan sponsors that have external benefit sites for their plan participants and currently have (or plan to implement) single sign -on (SSO) access to their Voya accounts must meet certain minimum security standards. These measures are required to safeguard the participant's account from potentially fraudulent activity.

The minimum security standard is the use of a secure usemame and password in combination with approved multi -factor authentication (MFA) methods for individuals accessing the Voya portal from an external network.

Such approved MFA methods must include the usage of one of the following:
(1) A one-time password (OTP) time -based security code delivered via SMS to a mobile device; (2) A software -based token using time -based one-time password algorithm (TOTP) or HMAC-based one-time password algorithm (HOTP) (e.g. Google Authenticator); (3) A hardware -based token implemented using the HMAC-based one-time password algorithm (HOTP) (e.g. Yubikey);
(4) Push authentication mechanisms (MSFT Authenticator or DUO); (5) Other more secure authentications that emerge over time (e.g. biometric authentication).

In addition to these minimum authentication standards for SSO access to their Voya accounts, Voya reserves the right to implement functionality requiring the plan participant who uses SSO access to register for Voya's participant website, if they haven't done so previously.

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