Agenda packet — Beaumont City Council, August 18, 2026 (part 3 of 3)

C26-124

9 warrants that the individual signing this Agreement on behalf of Contractor has the full authority to bind Contractor to this Agreement.

12. Ownership of Documents; Audit.

12.01 All draft and final reports, plans, drawings, studies, maps, photographs, specifications, data, notes, manuals, warranties, and all other documents of any kind or nature prepared, developed, or obtained by Contractor in connection with the performance of Services performed for the City shall become the sole property of City, and Contractor shall promptly deliver all such materials to City upon request. At the City’s sole discretion, Contractor may be permitted to retain original documents, and furnish reproductions to City upon request, at no cost to City.

12.02 Subject to applicable federal and state laws, rules and regulations, City shall hold all intellectual property rights to any materials developed pursuant to this Agreement.

Contractor shall not use such data or documents for purposes other than the performance of this Agreement, nor shall Contractor release, reproduce, distribute, publish, adapt for future use or any other purposes, or otherwise use, any data or other materials first produced in the performance of this Agreement, nor authorize others to do so, without the prior written consent of City.

12.03 Contractor shall retain and maintain, for a period not less than four years following termination of this Agreement, all-time records, accounting records and vouchers and all other records with respect to all matters concerning Services performed, compensation paid and expenses reimbursed. At any time during normal business hours and as often as City may deem necessary, Contractor shall make available to City’s agents for examination all of such records and shall permit City’s agents to audit, examine and reproduce such records.

13. Miscellaneous Provisions.

13.01 This Agreement, which includes all attached exhibits, supersedes any and all previous agreements, either oral or written, between the parties hereto with respect to the rendering of Services by Contractor for City and contains all of the covenants and agreements between the parties with respect to the rendering of such Services in any manner whatsoever. Any modification of this Agreement will be effective only if it is in writing signed by both parties.

13.02 Contractor shall not assign or otherwise transfer any rights or interest in this Agreement without the prior written consent of City. Unless specifically stated to the contrary in any written consent to an assignment, no assignment will release or discharge the assignor from any duty or responsibility under this Agreement.

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10 13.03 Contractor shall timely file FPPC Form 700 Conflict of Interest Statements with City if required by California law and/or the City’s conflict of interest policy.

13.04 If any legal action or proceeding, including an action for declaratory relief, is brought to enforce or interpret the provisions of this Agreement, the prevailing party will be entitled to reasonable attorneys’ fees and costs, in addition to any other relief to which that party may be entitled.

13.05 This Agreement is made, entered into and shall be performed in the County of Riverside in the State of California and shall in all respects be interpreted, enforced and governed under the laws of the State of California. The parties agree that venue in any litigation between them shall be in Riverside County, California.

13.06 Contractor covenants that neither it nor any officer or principal of its firm has any interest, nor shall they acquire any interest, either directly or indirectly, which will conflict in any manner or degree with the performance of their Services hereunder. Contractor further covenants that in the performance of this Agreement, no person having such interest shall be employed by it as an officer, employee, agent, or subcontractor.

13.07 Contractor has read and is aware of the provisions of Section 1090 et seq. and Section 87100 et seq. of the Government Code relating to conflicts of interest of public officers and employees. Contractor agrees that they are unaware of any financial or economic interest of any public officer or employee of the City relating to this Agreement. It is further understood and agreed that if such a financial interest does exist at the inception of this Agreement, the City may immediately terminate this Agreement by giving notice thereof. Contractor shall comply with the requirements of Government Code section 87100 et seq. and section 1090 in the performance of and during the term of this Agreement.

13.08 Improper Consideration. Contractor shall not offer (either directly or through an intermediary) any improper consideration such as, but not limited to, cash, discounts, services, the provision of travel or entertainment, or any items of value to any officer, employee or agent of the City in an attempt to secure favorable treatment regarding this Agreement or any contract awarded by City. The City, by notice, may immediately terminate this Agreement if it determines that any improper consideration as described in the preceding sentence was offered to any officer, employee or agent of the City with respect to the proposal and award process of this Agreement or any City contract. This prohibition shall apply to any amendment, extension or evaluation process once this Agreement or any City contract has been awarded. Contractor shall immediately report any attempt by any City officer, employee or agent to solicit (either directly or through an intermediary) improper consideration from Contractor.

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11 13.09 Severability. If any portion, section, sentence, provision or paragraph of this Agreement is declared invalid, illegal, or otherwise unenforceable by a court of competent jurisdiction, the entire balance of this Agreement not so affected shall remain in full force and effect.

13.10 Prevailing Wages Contractor shall be responsible to comply with applicable prevailing wages laws. As a condition of payment, if applicable, Contractor shall show proof of payment of wages under applicable state and federal laws and regulations relating to prevailing wages in accordance with the “General Wage Determination Made By the Director of Industrial Relations Pursuant To California Labor Code, Part 7, Chapter 1, Article 2, Sections 1770, 1773 and 1773.1”, for Riverside County and/or 40 U.S.C. Section 276a, et. seq. Such wage rates shall conform with those posted at City offices and the project site. In the event that the Contractor fails to pay the prevailing wages, the Contractor shall be solely liable for penalties and for the shortfall in wages and shall indemnify, defend and hold harmless City under Section 8.01 against any of the same. The following Labor Code sections are hereby referenced and made a part of this Agreement:

1. Section 1775 - Penalty for Failure to Comply with Prevailing Wage Rates.

2. Section 1777.4 - Apprenticeship Requirements.

3. Section 1777.5 - Apprenticeship Requirements.

4. Section 1813 - Penalty for Failure to Pay Overtime.

5. Sections 1810 and 1811 - Working Hour Restrictions.

6. Section 1776 - Payroll Records.

7. Section 1773.8 - Travel and Subsistence Pay.

13.11 Covenant Against Discrimination. Contractor covenants that, by and for itself, its heirs, executors, assigns and all persons claiming under or through them, that there shall be no discrimination against or segregation of, any person or group of persons on account of race, color, creed, religion, sex, marital status, national origin, or ancestry in the performance of this Agreement. Contractor shall take affirmative action to ensure that employees are treated during employment without regard to their race, color, creed, religion, sex, marital status, national origin or ancestry.

13.12 Waiver. Waiver by any party to this Agreement of any term, condition, or covenant of this Agreement shall not constitute a waiver of any other term, condition, or covenant.

Waiver by any party of any breach of the provisions of this Agreement shall not constitute a waiver of any other provision or a waiver of any subsequent breach or violation of any provision of this Agreement. Acceptance by City of any work or Services by Contractor shall not constitute a waiver of any of the provisions of this Agreement. No delay or omission in the exercise of any right or remedy by a non-defaulting party on any default shall impair such right or remedy or be construed

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12 as a waiver. Any waiver by either party of any default must be in writing and shall not be a waiver of any other default concerning the same or any other provision of this Agreement.

13.13 Rights and Remedies are Cumulative. Except with respect to rights and remedies expressly declared to be exclusive in this Agreement, the rights and remedies of the parties are cumulative and the exercise by either party of one or more of such rights or remedies shall not preclude the exercise by it, at the same or different times, of any other rights or remedies for the same default or any other default by the other party.

13.14 Legal Action. In addition to any other rights or remedies, either party may take legal action, in law or in equity, to cure, correct or remedy any default, to recover damages for any default, to compel specific performance of this Agreement, to obtain declaratory or injunctive relief, or to obtain any other remedy consistent with the purpose of this Agreement.

13.15 Interpretation. The terms of this Agreement shall be construed in accordance with the meaning of the language used and shall not be construed for or against either party by reason of the authorship of this Agreement or any other rule of construction which might otherwise apply.

13.16 Both parties agree to use reasonable care and diligence to perform their respective obligations under this Agreement. Both parties agree to act in good faith to execute all instruments, prepare all documents and take all actions as may be reasonably necessary to carry out the purposes of this Agreement. Unless hereafter specified neither party shall be responsible for the service of the other.

13.17 The recitals set forth in the preamble of this Agreement are hereby incorporated into and made a substantive part of this Agreement as if fully set forth herein.

13.18 Each Party may adopt as its signature an electronic identification consisting of a symbol or code that is affixed to or contained in each document transmitted by such Party (“electronic signature”). The Parties hereto herby agree that electronic signatures are acceptable, shall have the same force and effect under the law as original wet signatures, and shall be sufficient to verify that the Parties have executed this Agreement and such other documents transmitted by the Parties.
[SIGNATURES ON THE FOLLOWING PAGE]

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14 EXHIBIT “A”

PROPOSAL

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16 EXHIBIT “B”

CERTIFICATES OF INSURANCE

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08/12/2026
DFI - DiGerolamo Family Insurance Services
2027 Hamner Ave
Norco, CA 92860
Jessica Romero
(951)735-5335 (951)735-3758
[email protected]
99010546-0 94
Ramona Humane Society, Inc.

DBA: Haven Pet Center
690 Humane Way
San Jacinto, CA 92582
Nonprofits Insurance Alliance of CA
A Y Y 01-CP-0001611-01-15 04/12/2026 04/12/2027X
X
X
1,000,000
500,000

EXCLUDED
1,000,000
2,000,000
2,000,000
Nonprofits Insurance Alliance of CA
A Y Y 01-CP-0001611-01-15 04/12/2026 04/12/2027
X
1,000,000
Nonprofits Insurance Alliance of CA
A Y Y 10-UB-0001611-01-15 04/12/2026 04/12/2027XX
0 2,000,000
2,000,000
State Compensation Insurance Fund
B 9360713-2026 06/01/2026 06/01/2027
Y
X
1,000,000
1,000,000
1,000,000
Beaumont, its elected and appointed officials, employees, agents and representative as Additional Insured's. Waiver of subrogation also applies.

Project: Beaumont 2011 Animal Service Contract
City of Beaumont
550 E. 6th St.

Beaumont, CA 92223
(JRO)
Printed by JRO on 08/12/2026 at 02:07PM
ANY PROPRIETOR/PARTNER/EXECUTIVEOFFICER/MEMBER EXCLUDED?

INSR ADDL SUBR

LTR INSD WVD

DATE (MM/DD/YYYY)

PRODUCER CONTACT
NAME:

FAXPHONE
(A/C, No):(A/C, No, Ext):

E-MAIL
ADDRESS:

INSURER A :

INSURED INSURER B :

INSURER C :

INSURER D :

INSURER E :

INSURER F :

POLICY NUMBER

POLICY EFF POLICY EXPTYPE OF INSURANCE LIMITS(MM/DD/YYYY) (MM/DD/YYYY)

AUTOMOBILE LIABILITY

UMBRELLA LIAB

EXCESS LIAB

WORKERS COMPENSATION

AND EMPLOYERS' LIABILITY
DESCRIPTION OF OPERATIONS / LOCATIONS / VEHICLES (ACORD 101, Additional Remarks Schedule, may be attached if more space is required)

AUTHORIZED REPRESENTATIVE
EACH OCCURRENCE $
DAMAGE TO RENTEDCLAIMS-MADE OCCUR $PREMISES (Ea occurrence) MED EXP (Any one person) $
PERSONAL & ADV INJURY $
GEN'L AGGREGATE LIMIT APPLIES PER:GENERAL AGGREGATE $
PRO-POLICY LOC PRODUCTS - COMP/OP AGG $JECT
OTHER:$
COMBINED SINGLE LIMIT $(Ea accident)
ANY AUTO BODILY INJURY (Per person) $
OWNED SCHEDULED BODILY INJURY (Per accident) $AUTOS ONLY AUTOSHIREDNON-OWNED PROPERTY DAMAGE $AUTOS ONLY AUTOS ONLY (Per accident) $
OCCUR EACH OCCURRENCE $
CLAIMS-MADE AGGREGATE $
DED RETENTION $$

PER OTH-STATUTE ER
E.L. EACH ACCIDENT $
E.L. DISEASE - EA EMPLOYEE $If yes, describe under E.L. DISEASE - POLICY LIMIT $DESCRIPTION OF OPERATIONS below INSURER(S) AFFORDING COVERAGE NAIC #

COMMERCIAL GENERAL LIABILITY
Y / N
N / A
(Mandatory in NH)

SHOULD ANY OF THE ABOVE DESCRIBED POLICIES BE CANCELLED BEFORE

THE EXPIRATION DATE THEREOF, NOTICE WILL BE DELIVERED IN ACCORDANCE WITH THE POLICY PROVISIONS.

THIS IS TO CERTIFY THAT THE POLICIES OF INSURANCE LISTED BELOW HAVE BEEN ISSUED TO THE INSURED NAMED ABOVE FOR THE POLICY PERIOD INDICATED.

NOTWITHSTANDING ANY REQUIREMENT, TERM OR CONDITION OF ANY CONTRACT OR OTHER DOCUMENT WITH RESPECT TO WHICH THIS CERTIFICATE MAY BE

ISSUED OR MAY PERTAIN, THE INSURANCE AFFORDED BY THE POLICIES DESCRIBED HEREIN IS SUBJECT TO ALL THE TERMS, EXCLUSIONS AND CONDITIONS OF SUCH POLICIES. *LIMITS SHOWN MAY HAVE BEEN REDUCED BY PAID CLAIMS. LIMITS SHOWN ARE INCLUSIVE OF AMOUNTS REQUESTED BY THE CERTIFICATE HOLDER AND MAY NOT REFLECT POLICY LIMIT AMOUNTS IN EXCESS OF THOSE REQUESTED. *Not Applicable in WY THIS CERTIFICATE IS ISSUED AS A MATTER OF INFORMATION ONLY AND CONFERS NO RIGHTS UPON THE CERTIFICATE HOLDER. THIS

CERTIFICATE DOES NOT AFFIRMATIVELY OR NEGATIVELY AMEND, EXTEND OR ALTER THE COVERAGE AFFORDED BY THE POLICIES BELOW. THIS CERTIFICATE OF INSURANCE DOES NOT CONSTITUTE A CONTRACT BETWEEN THE ISSUING INSURER(S), AUTHORIZED REPRESENTATIVE OR PRODUCER, AND THE CERTIFICATE HOLDER.

IMPORTANT: If the certificate holder is an ADDITIONAL INSURED, the policy(ies) must have ADDITIONAL INSURED provisions or be endorsed.

If SUBROGATION IS WAIVED, subject to the terms and conditions of the policy, certain policies may require an endorsement. A statement on this certificate does not confer rights to the certificate holder in lieu of such endorsement(s).

COVERAGES CERTIFICATE NUMBER:REVISION NUMBER:

CERTIFICATE HOLDER CANCELLATION
ACORD 25 (2025/12)© 1988-2025 ACORD CORPORATION. All rights reserved.

The ACORD name and logo are registered marks of ACORD

CERTIFICATE OF LIABILITY INSURANCE
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POLICY NUMBER: 01-CP-0001611-01-15 COMMERCIAL GENERAL LIABILITY CG 20 26 12 19
THIS ENDORSEMENT CHANGES THE POLICY. PLEASE READ IT CAREFULLY.

CG 20 26 12 19 © Insurance Services Office, Inc., 2018 Page 1 of 1 ADDITIONAL INSURED – DESIGNATED

PERSON OR ORGANIZATION
This endorsement modifies insurance provided under the following:

COMMERCIAL GENERAL LIABILITY COVERAGE PART

SCHEDULE
Name Of Additional Insured Person(s) Or Organization(s):

Any person or organization that you are required to add as an additional insured on this policy, under a written contract or agreement currently in effect or becoming effective during the term of this policy. The additional insured status will not be afforded with respect to liability arising out of or related to your activities as a real estate manager for that person or organization.

Information required to complete this Schedule, if not shown above, will be shown in the Declarations.

A. Section II – Who Is An Insured is amended to
include as an additional insured the person(s) or
organization(s) shown in the Schedule, but only
with respect to liability for "bodily injury", "property damage" or "personal and advertising injury"
caused, in whole or in part, by your acts or
omissions or the acts or omissions of those acting
on your behalf:

1.In the performance of your ongoing operations;
or

2.In connection with your premises owned by or
rented to you.

However:

1.The insurance afforded to such additional
insured only applies to the extent permitted by
law; and

2.If coverage provided to the additional insured is
required by a contract or agreement, the
insurance afforded to such additional insured
will not be broader than that which you are
required by the contract or agreement to provide
for such additional insured.

B.With respect to the insurance afforded to these
additional insureds, the following is added to
Section III – Limits Of Insurance:

If coverage provided to the additional insured is
required by a contract or agreement, the most we
will pay on behalf of the additional insured is the
amount of insurance:

1.Required by the contract or agreement; or

2.Available under the applicable limits of
insurance;
whichever is less.

This endorsement shall not increase the applicable
limits of insurance.
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POLICY NUMBER: 01-CP-0001611-01-15 COMMERCIAL AUTO
CA 04 44 10 13
THIS ENDORSEMENT CHANGES THE POLICY. PLEASE READ IT CAREFULLY.

CA 04 44 10 13 © Insurance Services Office, Inc., 2011 Page 1 of 1

WAIVER OF TRANSFER OF RIGHTS OF RECOVERY

AGAINST OTHERS TO US (WAIVER OF SUBROGATION)
This endorsement modifies insurance provided under the following:

AUTO DEALERS COVERAGE FORM

BUSINESS AUTO COVERAGE FORM

MOTOR CARRIER COVERAGE FORM
With respect to coverage provided by this endorsement, the provisions of the Coverage Form apply unless modified by the endorsement.

This endorsement changes the policy effective on the inception date of the policy unless another date is indicated below.

Named Insured:Ramona Humane Society, Inc.

Endorsement Effective Date:04/12/2026

SCHEDULE
Name(s) Of Person(s) Or Organization(s):

Any person or organization as required under a written contract or agreement currently in effect, or becoming effective during the term of this policy.

Information required to complete this Schedule, if not shown above, will be shown in the Declarations.

The Transfer Of Rights Of Recovery Against
Others To Us condition does not apply to the
person(s) or organization(s) shown in the Schedule,
but only to the extent that subrogation is waived prior to the "accident" or the "loss" under a contract with
that person or organization.
19Page 301 of 452

POLICY NUMBER: 01-CP-0001611-01-15 COMMERCIAL GENERAL LIABILITY CG 20 10 12 19
THIS ENDORSEMENT CHANGES THE POLICY. PLEASE READ IT CAREFULLY.

CG 20 10 12 19 © Insurance Services Office, Inc., 2018 Page 1 of 2 ADDITIONAL INSURED – OWNERS, LESSEES OR
CONTRACTORS – SCHEDULED PERSON OR

ORGANIZATION
This endorsement modifies insurance provided under the following:

COMMERCIAL GENERAL LIABILITY COVERAGE PART

SCHEDULE
Name Of Additional Insured Person(s)
Or Organization(s)Location(s) Of Covered Operations
Any person or organization that you are required to
add as an additional insured on this policy, under a
written contract or agreement currently in effect, or
becoming effective during the term of this policy.

The additional insured status will not be afforded
with respect to liability arising out of or related to
your activities as a real estate manager for that
person or organization
Information required to complete this Schedule, if not shown above, will be shown in the Declarations.

1.Your acts or omissions; or

2.The acts or omissions of those acting on your
behalf;
in the performance of your ongoing operations for
the additional insured(s) at the location(s)
designated above.

However:

1.The insurance afforded to such additional
insured only applies to the extent permitted by
law; and

B.With respect to the insurance afforded to these
additional insureds, the following additional
exclusions apply:

This insurance does not apply to "bodily injury" or
"property damage" occurring after:

1.All work, including materials, parts or equipment
furnished in connection with such work, on the
project (other than service, maintenance or
repairs) to be performed by or on behalf of the
additional insured(s) at the location of the
covered operations has been completed; or

2.That portion of "your work" out of which the
injury or damage arises has been put to its
intended use by any person or organization
other than another contractor or subcontractor
engaged in performing operations for a principal
as a part of the same project.
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C.With respect to the insurance afforded to these
additional insureds, the following is added to
Section III – Limits Of Insurance:

If coverage provided to the additional insured is
required by a contract or agreement, the most we
will pay on behalf of the additional insured is the
amount of insurance:

1.Required by the contract or agreement; or

2.Available under the applicable limits of
insurance;
whichever is less.

This endorsement shall not increase the applicable
limits of insurance.
21Page 303 of 452

NIA-061B GL 01 25 Includes copyrighted material of Insurance Services Office, Inc. with its permission.

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THIS ENDORSEMENT CHANGES THE POLICY. PLEASE READ IT CAREFULLY.

ADDITIONAL INSURED - PRIMARY AND NON-CONTRIBUTORY - PUBLIC ENTITIES This endorsement modifies insurance provided under the following:

COMMERCIAL GENERAL LIABILITY COVERAGE FORM

SCHEDULE
Any person or organization that you are required to include on this policy, under written contract or agreement currently in effect or becoming effective during the term of this policy, applicable under the terms and conditions of this endorsement, and consistent with the description below that the parties intend.

A. SECTION II – WHO IS AN INSURED is amended to include:

4. Any public entity as an additional insured, and the officers, officials, employees, agents and/or volunteers of that public entity, as applicable, who may be named in the Schedule above, when you have agreed in a written contract or written agreement presently in effect or becoming effective during the term of this policy, that such public entity and/or its officers, officials, employees, agents and/or volunteers be added as an additional insured(s) on your policy, but only with respect to liability for “bodily injury”, “property damage” or “personal and advertising injury” caused, in whole or in part, by:
a.Your negligent acts or omissions; or
b.The negligent acts or omissions of those acting on your behalf; in the performance of your ongoing operations.

No such public entity or individual is an additional insured for liability arising out of the sole negligence by that public entity or its designated individuals. The additional insured status will not be afforded with respect to liability arising out of or related to your activities as a real estate manager for that person or organization.

B. SECTION III – LIMITS OF INSURANCE is amended to include:

8. The limits of insurance applicable to the public entity and applicable individuals identified as an additional insured(s) pursuant to Provision A.4. above, are those specified in the written contract between you and that public entity, or the limits available under this policy, whichever are less. These limits are part of and not in addition to the limits of insurance under this policy.

C.With respect to the insurance provided to the additional insured(s), Condition 4. Other Insurance of SECTION IV – COMMERCIAL GENERAL LIABILITY CONDITIONS is replaced by the following:

4. Other Insurance
a. Primary Insurance
This insurance is primary if you have agreed in a written contract or written agreement:
(1) That this insurance be primary. If other insurance is also primary, we will share with all that other insurance as described in c. below; or
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NIA-061B GL 01 25 Includes copyrighted material of Insurance Services Office, Inc. with its permission.

Page 2 of 2 ends

(2) The coverage afforded by this insurance is primary and non-contributory with the additional insured(s)’ own insurance.

Paragraphs (1) and (2) do not apply to other insurance to which the additional insured(s) has been added as an additional insured or to other insurance described in paragraph b. below. b. Excess Insurance
This insurance is excess over:

1. Any of the other insurance, whether primary, excess, contingent or on any other basis:
(a) That is Fire, Extended Coverage, Builder’s Risk, Installation Risk or similar coverage for “your work”;
(b) That is fire, lightning, or explosion insurance for premises rented to you or temporarily occupied by you with permission of the owner;
(c) That is insurance purchased by you to cover your liability as a tenant for “property damage” to premises temporarily occupied by you with permission of the owner; or (d) If the loss arises out of the maintenance or use of aircraft, “autos” or watercraft to the extent not subject to Exclusion g. of SECTION I – COVERAGE A – BODILY INJURY AND PROPERTY DAMAGE.
(e) Any other insurance available to an additional insured(s) under this Endorsement covering liability for damages which are subject to this endorsement and for which the additional insured(s) has been added as an additional insured by that other insurance. (1) When this insurance is excess, we will have no duty under Coverages A or B to defend the additional insured(s) against any “suit” if any other insurer has a duty to defend the additional insured(s) against that “suit”. If no other insurer defends, we will undertake to do so, but we will be entitled to the additional insured(s)’ rights against all those other insurers. (2) When this insurance is excess over other insurance, we will pay only our share of the amount of the loss, if any, that exceeds the sum of:
(a) The total amount that all such other insurance would pay for the loss in the absence of this insurance; and
(b) The total of all deductible and self-insured amounts under all that other insurance. (3) We will share the remaining loss, if any, with any other insurance that is not described in this Excess Insurance provision and was not bought specifically to apply in excess of the Limits of Insurance shown in the Declarations of this Coverage Part. c. Methods of Sharing
If all of the other insurance available to the additional insured(s) permits contribution by equal shares, we will follow this method also. Under this approach each insurer contributes equal amounts until it has paid its applicable limit of insurance or none of the loss remains, whichever comes first.

If any other the other insurance available to the additional insured(s) does not permit contribution by equal shares, we will contribute by limits. Under this method, each insurer’s share is based on the ratio of its applicable limit of insurance to the total applicable limits of insurance of all insurers. 23Page 305 of 452

NIA-026B GL 01 25 Includes copyrighted material of Insurance Services Office, Inc. with its permission.

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THIS ENDORSEMENT CHANGES THE POLICY. PLEASE READ IT CAREFULLY.

WAIVER OF TRANSFER OF RIGHTS OF RECOVERY

AGAINST OTHERS (WAIVER OF SUBROGATION)
This endorsement modifies insurance provided under the following:

COMMERCIAL GENERAL LIABILITY COVERAGE FORM

SCHEDULE
Any person or organization as required under a written contract or agreement currently in effect, or becoming effective during the term of this policy
Where you are so required in a written contract or agreement currently in effect or becoming effective during the term of this policy, we waive any right of recovery we may have against that person or organization, who may be named in the schedule above, because of payments we make for injury or damage. 24Page 306 of 452

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C26-114
1 AGREEMENT FOR PROFESSIONAL SERVICES FOR ARCHITECTUAL AND

ENGINEERING DESIGN SERVICES FOR THE TEMPORARY ANIMAL SHELTER BY AND BETWEEN CITY OF BEAUMONT AND HIGGINSON ARCHITECTS, INC.

THIS AGREEMENT FOR PROFESSIONAL SERVICES BY INDEPENDENT CONTRACTOR (“Agreement”) is made and effective as of ______________, 2026 by and between the CITY OF BEAUMONT, a California municipal corporation (“City”) whose address is 550 E. 6th Street, Beaumont, California 92223, and HIGGINSON ARCHITECTS INC., a California Corporation whose address is 1177 Idaho Street, Suite 200A, Redlands, CA 92374 (“Contractor”). City and Contractor are sometimes hereinafter individually referred to as “party” and hereinafter collectively referred to as the “parties.”

RECITALS

This Agreement is entered into on the basis of the following facts, understandings and intentions of the parties to this Agreement:

A. City desires to engage Contractor to provide the following services: Architectural and Engineering Design Services for the Temporary Animal Shelter, located at 550 E. 6th Street, Building E, Beaumont, CA 92223; and

B. Contractor has made a proposal (“Proposal”) to the City to provide such professional services, which Proposal is attached hereto as Exhibit “A” and incorporated herein by this reference; and

C. Contractor agrees to provide such services pursuant to, and in accordance with, the terms and conditions of this Agreement, and represents and warrants to City that Contractor possesses the necessary skills, licenses, certifications, qualifications, personnel and equipment to provide such services.

AGREEMENT

NOW, THEREFORE, in consideration of the foregoing Recitals and mutual covenants contained herein, City and Contractor agree as follows:

1. Term of Agreement. This Agreement is effective as of the date first above written and shall continue until terminated as provided for herein. Notwithstanding anything in this Agreement to the contrary, this Agreement shall automatically terminate after December 31, 2027, unless extended by the parties with the approval of the City Council of the City.

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C26-114
2 2. Services to be Performed. Contractor agrees to provide the services (“Services”) as follows: Architectural and Engineering Design Services for the Temporary Animal Shelter, located at 550 E. 6th Street, Building E, Beaumont, CA 92223 in accordance with Exhibit “A”. All Services shall be performed in the manner and according to the timeframe set forth in the Proposal.

Contractor designates David Higginson as Contractor’s Representative responsible for overseeing the Services provided by Contractor (“Contractor’s Representative”). City designates the City Manager, or his or her designee, to act as the Project Manager (“Project Manager”) in connection with the delivery of Services under this Agreement. Contractor shall supply, at its sole expense, all equipment, tools, materials, and supplies necessary to perform Services. In the event that the Proposal contains terms that are in addition to or in conflict with this Agreement, other than the price for Services, such terms shall not be valid and shall be of no force or effect.

3. Associates and Subcontractors. Contractor may, at Contractor’s sole cost and expense, employ such competent and qualified independent associates, subcontractors and consultants as Contractor deems necessary to perform the Services; provided, however, that Contractor shall not subcontract any of the Services without the prior written consent of City.

4. Compensation.

4.01 Contractor shall be paid at the rates set forth in the Proposal and shall not increase any rate without the prior written consent of the City. Notwithstanding anything in this Agreement to the contrary, total fees and charges paid by City to Contractor under this Agreement shall not exceed the amount of Seventy-One Thousand Eight Hundred Dollars and Zero Cents ($71,800.00).

4.02 Contractor shall not be compensated for any Services rendered nor reimbursed for any expenses incurred in excess of those authorized unless approved in advance by the City, in writing.

4.03 Contractor shall submit to City, on or before the fifteenth (15th) of each month, itemized invoices for the Services rendered in the previous month. The City shall not be obligated to pay any invoice that is submitted more than sixty (60) days after the due date of such invoice. City shall have the right to review and audit all invoices prior to or after payment to Contractor. This review and audit may include, but not be limited to City’s:

a. Determination that any hourly fee charged is consistent with this Agreement's approved hourly rate schedule;

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3 b. Verification that the hours billed, when multiplied by the approved hourly rates, result in the correct total;

c. Determination that each item charged is the usual, customary, and reasonable charge for the particular item. If City determines an item charged is greater than usual, customary, or reasonable, or is duplicative, ambiguous, excessive, or inappropriate, City shall either return the bill to Contractor with a request for explanation or adjust the payment accordingly and give notice to Contractor of the adjustment.

4.04 If the work is satisfactorily completed, City shall pay such invoice within thirty (30) days of its receipt. Should City dispute any portion of any invoice, City shall pay the undisputed portion within the time stated above, and at the same time advise Contractor in writing of the disputed portion.

5. Obligations of Contractor.

5.01 Contractor agrees to perform all Services in accordance with the terms and conditions of this Agreement and the Proposal. In the event that the terms of the Proposal shall conflict with the terms of this Agreement or contain additional terms that purport to bind the City other than the Services to be rendered and the hourly rate for the Services, the terms of this Agreement shall govern and said additional or conflicting terms shall be of no force or effect.

5.02 Except as otherwise agreed by the parties, Contractor will supply all personnel, materials and equipment required to perform the Services. Contractor shall provide its own offices, telephones, vehicles and computers. Contractor will determine the method, details, and means of performing the Services under this Agreement.

5.03 Contractor shall keep City informed as to the progress of the Services by means of regular and frequent consultations. Additionally, when requested by City, Contractor shall prepare written status reports.

5.04 Contractor is responsible for paying, when due, all income and other taxes, fees, and withholding, including withholding state and federal taxes, social security, unemployment and worker’s compensation, incurred as a result of the compensation paid under this Agreement. Contractor agrees to indemnify, defend, and hold harmless City for any claims, costs, losses, fees, penalties, interest, or damages suffered by City resulting from Contractor’s failure to comply with this provision.

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4 5.05 In the event Contractor is required to prepare plans, drawings, specifications and/or estimates, the same shall be furnished in conformance with local, state and federal laws, rules and regulations.

5.06 Contractor represents that it possesses all required licenses necessary or applicable to the performance of Services under this Agreement and the Proposal and shall obtain and keep in full force and effect all permits and approvals required to perform the Services herein.

In the event City is required to obtain an approval or permit from another governmental entity, Contractor shall provide all necessary supporting documents to be filed with such entity.

5.07 Contractor shall be solely responsible for obtaining Employment Eligibility Verification information from Contractor’s employees, in compliance with the Immigration Reform and Control Act of 1986, Pub. L. 99-603 (8 U.S.C. 1324a), and shall ensure that Contractor’s employees are eligible to work in the United States.

5.08 In the event that Contractor employs, contracts with, or otherwise utilizes any CalPERS retirees in completing any of the Services performed hereunder, such instances shall be disclosed in advance to the City and shall be subject to the City’s advance written approval.

5.09 Drug-free Workplace Certification. By signing this Agreement, the Contractor hereby certifies under penalty of perjury under the laws of the State of California that the Contractor will comply with the requirements of the Drug-Free Workplace Act of 1990 (Government Code, Section 8350 et seq.) and will provide a drug-free workplace.

5.10 Contractor shall comply with all applicable local, state and federal laws, rules, regulations, entitlements and/or permits applicable to, or governing the Services authorized hereunder including, but not limited to California Department of Industrial Relations (Cal/OSHA) regulations; and the U.S. Department of Transportation Omnibus Transportation Employee Testing Act, related to their scope of work and operations. In case of conflict, the most stringent shall apply.

5.11 Contractor shall keep itself informed concerning and shall render all Services hereunder in accordance with all ordinances, resolutions, statutes, rules, and regulations of the City and any federal, state or local governmental entity having jurisdiction in effect at the time service is rendered.

5.12 By executing this Agreement, Contractor warrants that Contractor (i) has thoroughly investigated and considered the scope of Services to be performed, (ii) has carefully considered how the Services should be performed, and (iii) fully understands the conditions, circumstances, difficulties and restrictions attending performance of the Services under this

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5 Agreement. If the Services involve work upon any site, Contractor warrants that Contractor has or will investigate the site and is or will be fully acquainted with the conditions there existing, prior to commencement of Services hereunder. Should the Contractor discover any latent or unknown conditions, which will materially affect the performance of the Services hereunder, Contractor shall immediately inform the City of such facts and shall not proceed except at Contractor’s sole risk until written instructions are received from the Project Manager.

Contractor warrants all Services under the Agreement to be of good quality and free from any defective or faulty material and workmanship. Contractor agrees that for a period of one year (or the period of time specified elsewhere in the Agreement or in any guarantee or warranty provided by any manufacturer or supplier of equipment or materials incorporated into the Services, whichever is later) after the date of final acceptance, Contractor shall within ten (10) days after being notified in writing by the City of any defect in the Services or non-conformance of the Services to the Agreement, commence and prosecute with due diligence all Services necessary to fulfill the terms of the warranty at Contractor ’s sole cost and expense. Contractor shall act sooner as requested by the City in response to an emergency. In addition, Contractor shall, at its sole cost and expense, repair and replace any portions of the Services (or work of other contractors) damaged by Contractor’s defective Services or which becomes damaged in the course of repairing or replacing defective Services. For any Services so corrected, Contractor ’s obligation hereunder to correct defective Services shall be reinstated for an additional one-year period, commencing with the date of acceptance of such corrected Services. All costs associated with such corrective actions and testing, including the removal, replacement, and reinstitution of equipment and materials necessary to gain access, shall be the sole responsibility of Contractor.

In the event that Contractor fails to fulfil its obligations under this Section, or under any other warranty or guaranty under this Agreement, to the satisfaction of the City, the City shall have the right to correct and replace any defective or non-conforming Services and any work damaged by such services or the replacement or correction thereof at Contractor’s sole expense. Contractor shall be obligated to fully reimburse the City for any expenses incurred hereunder upon demand.

Payment to Contractor for work performed pursuant to this Agreement shall not be deemed to waive any defects in work performed by Contractor.

5.13 Time is of the essence in the performance of this Agreement.

6. Insurance. Contractor hereby agrees to be solely responsible for the health and safety of its employees and agents in performing the Services under this Agreement and shall comply with all laws applicable to worker safety including but not limited to Cal-OSHA.

Therefore, throughout the duration of this Agreement, Contractor hereby covenants and agrees to maintain insurance in conformance with the requirements set forth below. Attached hereto as

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6 Exhibit “B” are copies of Certificates of Insurance and endorsements as required by Section 7.02.

If existing coverage does not meet the requirements set forth herein, Contractor agrees to amend, supplement or endorse the existing coverage to do so. Contractor shall provide the following types and amounts of insurance:

6.01 Commercial general liability insurance in an amount of not less than $2,000,000 per occurrence and $4,000,000 in the aggregate; Contractor agrees to have its insurer endorse the general liability coverage required herein to include as additional insured’s City, its officials, employees and agents. Contractor also agrees to require all contractors and subcontractors to provide the same coverage required under this Section 6.

6.02 Business Auto Coverage in an amount no less than $1 million per accident.

If Contractor or Contractor’s employees will use personal autos in performance of the Services hereunder, Contractor shall provide evidence of personal auto liability coverage for each such person.

6.03 Workers’ Compensation insurance for any of Contractor’s employees that will be providing any Services hereunder. Contractor will have a state-approved policy form providing statutory benefits as required by California law. The provisions of any Workers’ Compensation insurance will not limit the obligations of Contractor under this Agreement.

Contractor expressly agrees not to use any statutory immunity defenses under such laws with respect to City, its employees, officials and agents. Sole proprietors with no employees, LLCs, or partnerships using the services of members or partners who do not carry Workers’ Compensation insurance acknowledge that they are not subject to the Workers’ Compensation Act of the State of California and agree to complete a signed workers compensation exemption form.

6.04 Optional Insurance Coverage. Choose and check one: Required X /Not Required __; Errors and omissions insurance in a minimum amount of $2 million per occurrence to cover any negligent acts or omissions committed by Contractor, its employees and/or agents in the performance of any Services for City.

6.05 Cyber Liability Insurance REQUIRED IF CHECKED HERE ONLY [___] (Technology Professional Liability – Errors and Omissions), with limits not less than $2,000,000 per occurrence or claim, and $2,000,000 aggregate or the full per occurrence limits of the policies available, whichever is greater. Coverage shall be sufficiently broad to respond to the duties and obligations as is undertaken by Contractor in this Agreement and shall include, but not be limited to, claims involving infringement of intellectual property, including but not limited to infringement of copyright, trademark, trade dress, invasion of privacy violations, information theft, damage to or destruction of electronic information, release of private information, alteration of electronic information, extortion and network security. The policy shall provide coverage for breach

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7 response costs as well as regulatory fines and penalties as well as credit monitoring expenses with limits sufficient to respond to these obligations. Contractor will file with City, before beginning professional services, certificates of insurance (Acord Form 25 or equivalent) satisfactory to City evidencing.

6.06 If Claims Made Policies (applies only to professional liability and cyber liability policies):

i. The Retroactive Date must be shown and must be before the date of the contract or the beginning of contract work.

ii. Insurance must be maintained, and evidence of insurance must be provided for at least five (5) years after completion of the contract of work.

iii. If coverage is canceled or non-renewed and not replaced with another claims-made policy form with a Retroactive Date prior to the contract effective date, the Contractor must purchase “extended reporting” coverage for a minimum of five (5) years after completion of the contract work.

7. General Conditions pertaining to Insurance Coverage.

7.01 No liability insurance coverage provided shall prohibit Contractor from waiving the right of subrogation prior to a loss. Contractor waives all rights of subrogation against City regardless of the applicability of insurance proceeds and shall require all contractors and subcontractors to do the same.

7.02 Prior to beginning the Services under this Agreement, Contractor shall furnish City with certificates of insurance, endorsements, and upon request, complete copies of all policies, including complete copies of all endorsements. All copies of policies and endorsements shall show the signature of a person authorized by that insurer to bind coverage on its behalf.

7.03 All required policies shall be issued by a highly rated insurer with a minimum A.M. Best rating of “A:VII”. The insurer(s) shall be admitted and licensed to do business in California. The certificates of insurance hereunder shall state that coverage shall not be suspended, voided, canceled by either party, or reduced in coverage or in limits, except after thirty (30) days' prior written notice has been given to CITY.

7.04 Self-insurance does not comply with these insurance specifications.

Contractor acknowledges and agrees that that all insurance coverage required to be provided by

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8 Contractor or any subcontractor, shall apply first and on a primary, non-contributing basis in relation to any other insurance, indemnity or self-insurance available to City.

7.05 All coverage types and limits required are subject to approval, modification and additional requirements by City, as the need arises. Contractor shall not make any reductions in scope of coverage (e.g. elimination of contractual liability or reduction of discovery period) that may affect City’s protection without City’s prior written consent.

7.06 Contractor agrees to provide immediate notice to City of any claim or loss against Contractor or arising out of the Services performed under this Agreement. City assumes no obligation or liability by such notice, but has the right (but not the duty) to monitor the handling of any such claim or claims if they are likely to involve City.

7.07 The coverage shall contain no special limitations on the scope of protection afforded to City, its directors, officers, employees, or authorized volunteers. If the Contractor maintains broader coverage and/or higher limits than the minimums shown above, the City requires and shall be entitled to the broader coverage and/or higher limits maintained by the Contractor. Any available insurance proceeds in excess of the specified minimum limits of insurance and coverage shall be available to the City.

8. Indemnification.

8.01 Contractor and City agree that City, its employees, agents and officials should, to the extent permitted by law, be fully protected from any loss, injury, damage, claim, lawsuit, cost, expense, attorneys’ fees, litigation costs, defense costs, court costs or any other costs arising out of or in any way related to the performance of this Agreement by Contractor or any subcontractor or agent of either as set forth herein. Accordingly, the provisions of this indemnity are intended by the parties to be interpreted and construed to provide the fullest protection possible under the law to City. Contractor acknowledges that City would not enter into this Agreement in the absence of the commitment of Contractor to defend, indemnify, and protect City as set forth herein.

a. To the fullest extent permitted by law, Contractor shall defend, indemnify and hold harmless City, its employees, agents and officials, from and against any liability, claims, suits, actions, arbitration proceedings, administrative proceedings, regulatory proceedings, losses, injuries, expenses, damages or costs of any kind, whether actual, alleged or threatened, actual attorneys’ fees incurred by City, court costs, interest, defense costs, including expert witness fees and any other costs or expenses of any kind whatsoever without restriction or limitation incurred in relation to, as a consequence of or arising out of, or in any way attributable actually, allegedly or impliedly, in whole or in part to the performance of this Agreement.

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9 Contractor’s obligation to defend, indemnify, and hold harmless shall include any and all claims, suits, and proceedings in which Contractor (and/or Contractor’s agents and/or employees) is alleged to be an employee of City. All obligations under this provision are to be paid by Contractor as they are incurred by City.

b. Without affecting the rights of City under any provision of this Agreement or this Section, Contractor shall not be required to indemnify and hold harmless City as set forth above for liability attributable solely to the fault of City, provided such fault is determined by agreement between the parties or the findings of a court of competent jurisdiction.

8A Indemnification Design Professionals. In the event that Contractor is a design professional under California Civil Code Section 2782.8 this Section 8A shall apply instead of Section 8. To the fullest extent permitted by California law and in accordance with California Civil Code section 2782.8, Contractor shall defend, indemnify, and hold harmless the City, its officers, employees, trustees and members (“Indemnified Parties”) from any and all actions, assessments, counts, citations, claims, costs, damages, demands, judgments, liabilities (legal, administrative or otherwise), losses, notices, expenses, fines, penalties, proceedings, responsibilities, violations, attorney’s and consultants’ fees and causes of action including, but not limited to those for, injury to property or persons, including personal injury and/or death (“Claim(s)”), to the extent that the Claim(s) arises out of, pertains to, or relates to the negligence, recklessness, or willful misconduct of Contractor, its directors, officials, officers, employees and consultants arising out of, connected with, or resulting from the performance of the Services, the Project, or this Agreement. This indemnity excludes liability caused by the negligence or willful misconduct of any of the Indemnified Parties. The cost to indemnify, hold harmless, and defend charged to Contractor shall not exceed Contractor’s proportionate percentage of fault.

9. Additional Services, Changes and Deletions.

9.01. In the event Contractor performs additional or different services than those described herein without the prior written approval of the City Manager and/or City Council of City, Contractor shall not be compensated for such services. Contractor expressly waives any right to be compensated for services and materials not covered by the scope of this Agreement or authorized by the City in writing.

9.02 Contractor shall promptly advise the City Manager and Finance Director of City as soon as reasonably practicable upon gaining knowledge of a condition, event or accumulation of events which may affect the scope and/or cost of Services. All proposed changes, modifications, deletions and/or requests for additional services shall be reduced to writing for review and approval by the City and/or City Council.

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10 10. Termination of Agreement.

10.01. Notwithstanding any other provision of this Agreement, City, at its sole option, may terminate this Agreement with or without cause, or for no cause, at any time by giving twenty (20) days’ written notice to Contractor.

10.02 In the event of termination, the payment of monies due Contractor for undisputed Services performed prior to the effective date of such termination shall be paid within thirty (30) business days after receipt of an invoice as provided in this Agreement. Immediately upon termination, Contractor agrees to promptly provide and deliver to City all original documents, reports, studies, plans, specifications and the like which are in the possession or control of Contractor and pertain to City.

11. Status of Contractor.

11.01 Contractor shall perform the Services in Contractor’s own way as an independent contractor, and in pursuit of Contractor’s independent calling, and not as an employee of City. However, Contractor shall regularly confer with City’s City Manager or Project Manager as provided for in this Agreement.

11.02 Contractor agrees that it is not entitled to the rights and benefits afforded to City’s employees, including disability or unemployment insurance, Workers’ Compensation, retirement, CalPERS, medical insurance, sick leave, or any other employment benefit. Contractor is responsible for providing, at its own expense, disability, unemployment, Workers’ Compensation and other insurance, training, permits, and licenses for itself and its employees and subcontractors.

11.03 Contractor hereby specifically represents and warrants to City that it possesses the qualifications and skills necessary to perform the Services under this Agreement in a competent, professional manner, without the advice or direction of City and that the Services to be rendered pursuant to this Agreement shall be performed in accordance with the standards customarily applicable to an experienced and competent professional rendering the same or similar services in the same geographic area where the City is located. Further, Contractor represents and warrants that the individual signing this Agreement on behalf of Contractor has the full authority to bind Contractor to this Agreement.

12. Ownership of Documents; Audit.

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11 performed for the City shall become the sole property of City, and Contractor shall promptly deliver all such materials to City upon request. At the City’s sole discretion, Contractor may be permitted to retain original documents, and furnish reproductions to City upon request, at no cost to City.

12.02 Subject to applicable federal and state laws, rules and regulations, City shall hold all intellectual property rights to any materials developed pursuant to this Agreement.

13. Miscellaneous Provisions.

13.03 Contractor shall timely file FPPC Form 700 Conflict of Interest Statements with City if required by California law and/or the City’s conflict of interest policy.

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12 13.05 This Agreement is made, entered into and shall be performed in the County of Riverside in the State of California and shall in all respects be interpreted, enforced and governed under the laws of the State of California. The parties agree that venue in any litigation between them shall be in Riverside County, California.

13.09 Severability. If any portion, section, sentence, provision or paragraph of this Agreement is declared invalid, illegal, or otherwise unenforceable by a court of competent jurisdiction, the entire balance of this Agreement not so affected shall remain in full force and effect.

13.10 Prevailing Wages. Contractor shall be responsible to comply with applicable prevailing wages laws. As a condition of payment, if applicable Contractor shall show proof of payment of wages under applicable state and federal laws and regulations relating to

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13 prevailing wages in accordance with the “General Wage Determination Made By the Director of Industrial Relations Pursuant To California Labor Code, Part 7, Chapter 1, Article 2, Sections 1770, 1773 and 1773.1”, for Riverside County and/or 40 U.S.C. Section 276a, et. seq. Such wage rates shall conform with those posted at City offices and the project site. In the event that the Contractor fails to pay the prevailing wages, the Contractor shall be solely liable for penalties and for the shortfall in wages and shall indemnify, defend and hold harmless City under Section 8.01 against any of the same. The following Labor Code sections are hereby referenced and made a part of this Agreement:

1. Section 1775 - Penalty for Failure to Comply with Prevailing Wage Rates.

2. Section 1777.4 - Apprenticeship Requirements.

3. Section 1777.5 - Apprenticeship Requirements.

4. Section 1813 - Penalty for Failure to Pay Overtime.

5. Sections 1810 and 1811 - Working Hour Restrictions.

6. Section 1776 - Payroll Records.

7. Section 1773.8 - Travel and Subsistence Pay.

13.12 Waiver. Waiver by any party to this Agreement of any term, condition, or covenant of this Agreement shall not constitute a waiver of any other term, condition, or covenant.

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14 13.14 Legal Action. In addition to any other rights or remedies, either party may take legal action, in law or in equity, to cure, correct or remedy any default, to recover damages for any default, to compel specific performance of this Agreement, to obtain declaratory or injunctive relief, or to obtain any other remedy consistent with the purpose of this Agreement.

13.17 The recitals set forth in the preamble of this Agreement are hereby incorporated into and made a substantive part of this Agreement as if fully set forth herein.

13.18 Electronic Signatures. Each Party may adopt as its signature an electronic identification consisting of a symbol or code that is affixed to or contained in each document transmitted by such Party (“electronic signature”). The Parties hereto herby agree that electronic signatures are acceptable, shall have the same force and effect under the law as original wet signatures, and shall be sufficient to verify that the Parties have executed this Agreement and such other documents transmitted by the Parties

[SIGNATURES ON FOLLOWING PAGE]

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

CITY: CONTRACTOR:

CITY OF BEAUMONT HIGGINSON ARCHITECTS, INC.

By:_______________________ By:_______________________

Print Print
Name: ____________________ Name: ____________________

Date: _____________________ Date: _____________________

ATTEST:

By: ______________________
Nicole Wheelwright, Deputy City Clerk

Date: ____________________

David Higginson, AIA
07/31/2026

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16 EXHIBIT “A”

PROPOSAL

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17

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18

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19

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20

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21

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22

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23 EXHIBIT “B”

CERTIFICATES OF INSURANCE

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ANY PROPRIETOR/PARTNER/EXECUTIVEOFFICER/MEMBER EXCLUDED?

INSR ADDL SUBR

LTR INSD WVD

PRODUCER CONTACT
NAME:

FAXPHONE
(A/C, No):(A/C, No, Ext):

E-MAIL
ADDRESS:

INSURER A :

INSURED INSURER B :

INSURER C :

INSURER D :

INSURER E :

INSURER F :

POLICY NUMBER POLICY EFF POLICY EXPTYPE OF INSURANCE LIMITS(MM/DD/YYYY) (MM/DD/YYYY)

AUTOMOBILE LIABILITY

UMBRELLA LIAB

EXCESS LIAB

WORKERS COMPENSATION

AND EMPLOYERS' LIABILITY
DESCRIPTION OF OPERATIONS / LOCATIONS / VEHICLES (ACORD 101, Additional Remarks Schedule, may be attached if more space is required)

PRO-POLICY LOC PRODUCTS - COMP/OP AGGJECT
OTHER:$
COMBINED SINGLE LIMIT $(Ea accident)
ANY AUTO BODILY INJURY (Per person) $
OWNED SCHEDULED BODILY INJURY (Per accident) $AUTOS ONLY AUTOS HIRED NON-OWNED PROPERTY DAMAGE $AUTOS ONLY AUTOS ONLY (Per accident) $

OCCUR EACH OCCURRENCE
CLAIMS-MADE AGGREGATE $
DED RETENTION$

PER OTH-STATUTE ER
E.L. EACH ACCIDENT
E.L. DISEASE - EA EMPLOYEE $If yes, describe under E.L. DISEASE - POLICY LIMITDESCRIPTION OF OPERATIONS below INSURER(S) AFFORDING COVERAGE NAIC #

COMMERCIAL GENERAL LIABILITY
Y / N
N / A
(Mandatory in NH)

SHOULD ANY OF THE ABOVE DESCRIBED POLICIES BE CANCELLED BEFORE

THE EXPIRATION DATE THEREOF, NOTICE WILL BE DELIVERED IN ACCORDANCE WITH THE POLICY PROVISIONS.

THIS IS TO CERTIFY THAT THE POLICIES OF INSURANCE LISTED BELOW HAVE BEEN ISSUED TO THE INSURED NAMED ABOVE FOR THE POLICY PERIOD INDICATED. NOTWITHSTANDING ANY REQUIREMENT, TERM OR CONDITION OF ANY CONTRACT OR OTHER DOCUMENT WITH RESPECT TO WHICH THIS CERTIFICATE MAY BE ISSUED OR MAY PERTAIN, THE INSURANCE AFFORDED BY THE POLICIES DESCRIBED HEREIN IS SUBJECT TO ALL THE TERMS,EXCLUSIONS AND CONDITIONS OF SUCH POLICIES. LIMITS SHOWN MAY HAVE BEEN REDUCED BY PAID CLAIMS.

THIS CERTIFICATE IS ISSUED AS A MATTER OF INFORMATION ONLY AND CONFERS NO RIGHTS UPON THE CERTIFICATE HOLDER. THIS

IMPORTANT: If the certificate holder is an ADDITIONAL INSURED, the policy(ies) must have ADDITIONAL INSURED provisions or be endorsed.

COVERAGES CERTIFICATE NUMBER:REVISION NUMBER:

CERTIFICATE HOLDER CANCELLATION
© 1988-2015 ACORD CORPORATION. All rights reserved.ACORD 25 (2016/03)

CERTIFICATE OF LIABILITY INSURANCE DATE (MM/DD/YYYY)
$
$
$
$
$
The ACORD name and logo are registered marks of ACORD
7/16/2026
License # 0E67768
(619) 574-6220 (619) 574-6288
13056
Higginson Architects, Inc.
1177 Idaho Street, Suite 200A
Redlands, CA 92374
10847
A 1,000,000
X X PSB0009451 4/26/2026 4/26/2027 1,000,000
Limited Cont Liab 10,000
Sevr Interest 1,000,000
2,000,000
2,000,000
Ded 0
1,000,000A
X PSB0009451 4/26/2026 4/26/2027
No Co. Owned Autos
2,000,000A
PSE0004670 4/26/2026 4/26/2027 2,000,000
0 A
X PSW0006182 12/25/2025 12/25/2026 1,000,000
1,000,000
1,000,000
B Professional Liab.PRB250128101 4/26/2026 Per Claim 2,000,000 B Ded.: 2,500 Per Clm PRB250128101 4/26/2026 4/26/2028 Aggregate 2,000,000 Re: All Operations
The City of Beaumont, its elected and appointed officers, employees, agents, and volunteers are Additional Insured with respect to General/Hired & Non-Owned Auto Liability per the attached endorsement as required by written contract. Insurance is Primary and Non-Contributory. Waiver of Subrogation applies to General Liability and Workers' Compensation. 30 Days Notice of Cancellation with 10 Days Notice for Non-Payment of Premium in accordance with the policy provisions.

City of Beaumont
550 E. 6th Street
Beaumont, CA 92223
DAVIHIG-01 COLEMANL
IOA Insurance Services
3636 Nobel Drive
Suite 410
San Diego, CA 92122
RLI Insurance Company
CUMIS Insurance Society, Inc.

X
4/26/2028
X
X
X
X
X
X
X
X
X
X
X
24Page 331 of 452

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26Page 333 of 452

WORKERS COMPENSATION AND EMPLOYERS LIABILITY INSURANCE POLICY WC 04 03 06 (Ed. 4-84)
©1998 by the Workers’ Compensation Insurance Rating Bureau of California. All rights reserved.

WAIVER OF OUR RIGHT TO RECOVER FROM OTHERS ENDORSEMENT CALIFORNIA We have the right to recover our payments from anyone liable for an injury covered by this policy. We will not enforce our right against the person or organization named in the Schedule. (This agreement applies only to the extent that you perform work under a written contract that requires you to obtain this agreement from us.) You must maintain payroll records accurately segregating the remuneration of your employees while engaged in the work described in the Schedule.

The additional premium for this endorsement shall be _____% of the California workers’ compensation premium otherwise due on such remuneration.

Schedule
Person or Organization Job Description
This endorsement changes the policy to which it is attached and is effective on the date issued unless otherwise stated. (The information below is required only when this endorsement is issued subsequent to preparation of the policy.) Endorsement Effective Policy No.Endorsement No.

Insured Insurance Company
Countersigned By
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Staff Report

TO: Honorable Mayor and Members of the City Council
FROM:

BY:

Doug Story, Director of Community Services
Don Craw, Assistant Director of Community Services
DATE: August 18, 2026
SUBJECT: Award of Professional Services Agreement with RHA Community Works for the Community Recreation Center Feasibility Study and Business Plan

Description: Approval of a Professional Services Agreement with RHA Community Works to prepare the Community Recreation Center Feasibility Study and Business Plan and an appropriation of $150,000.

Motions:

I move to approve the Professional Services Agreement with RHA Community Works for preparation of the Community Recreation Center Feasibility Study and Business Plan in an amount not to exceed $176,945, authorize the City Manager to execute the agreement and all related documents, and authorize the City Manager to approve contract amendments and change orders up to five percent (5%) of the contract amount; and

To appropriate $150,000 in previously authorized but unexpended Fiscal Year 2025-26 Recreation Division (Fund 1550) budget authority into the Fiscal Year 2026-27 budget to fund a portion of the Community Recreation Center Feasibility Study.

Recommendation:

Staff recommends that the City Council approve the Professional Services Agreement with RHA Community Works for preparation of the Community Recreation Center Feasibility Study and Business Plan in an amount not to exceed $176,945, authorize the City Manager to execute the agreement and all related documents, approve contract amendments and change orders up to five percent (5%) of the contract amount, and approve the reappropriation of $150,000 in previously authorized but unexpended Fiscal Year 2025-26 Recreation Division (Fund 1550) budget authority into the Fiscal Year 2026-27 budget to support completion of the project.

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Discussion:

The City of Beaumont adopted the Beaumont Parks Master Plan to establish a long-term vision for expanding parks, recreation programs, and community facilities that meet the needs of the City's growing population. Through extensive community outreach and planning, the Parks Master Plan identified development of a Community Recreation Center as one of the City's highest recreation priorities and recommended that the City undertake a detailed feasibility study before advancing into design or construction.

While the City's upcoming Citywide Facilities Master Plan will evaluate the condition, utilization, and long-term needs of municipal facilities across all departments, it is not intended to evaluate the market demand, programming, operational requirements, or financial feasibility of a new Community Recreation Center. Likewise, it will not include the level of research necessary to identify preferred recreation amenities, analyze comparable facilities, evaluate partnership opportunities, or develop sustainable funding and operating models for a community recreation center.

To implement the Parks Master Plan recommendation and provide the information necessary for future policy decisions, the City issued Request for Proposals (RFP) 26 -12 seeking qualified consulting firms to prepare a comprehensive Community Recreation Center Feasibility Study and Business Plan. The study will assess current and future recreation needs, identify desired facility amenities and program spaces, evaluate conceptual facility options, develop operational and governance models, analyze capital and operating costs, identify potential funding and financing strategies, and establis h an implementation roadmap. The completed study will provide City Council with the technical and financial analysis necessary to determine the scope, viability, and long -term sustainability of a future Community Recreation Center before significant capita l investments are considered.

Procurement Process:

The Request for Proposals was publicly advertised through the City's PlanetBids procurement system in accordance with the City's purchasing procedures. The RFP was released on May 4, 2026, with proposals due on June 8, 2026. Two qualified consulting firms submitted proposals in response to the solicitation.  Each proposal was independently evaluated by a three-member evaluation committee using the evaluation criteria established in the RFP. Proposals were received from RHA Community Works and Precision Consulting.

The average evaluation results were as follows:

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RHA Community Works = 89 Precision Consulting = 69
The evaluation committee determined that RHA Community Works demonstrated the strongest overall understanding of the City's goals and provided the most comprehensive approach to completing the Community Recreation Center Feasibi lity Study. The proposal reflects extensive experience with recreation facility planning, feasibility studies, community recreation centers, business planning, public engagement, financial analysis, and implementation strategies.

RHA proposed a multidisciplinary team with specialized expertise in recreation planning, architecture, market analysis, operations, financial modeling, and public engagement.

The firm's methodology provides a logical progression from community needs assessment through conceptual facility planning, operational and financial analysis, partnership evaluation, funding strategies, and implementation planning. Reviewers concluded that this comprehensive approach will provide the City Council with reliable, data-driven recommendations for future recreation investments.

The proposal also includes a statistically valid community survey, which staff recommends incorporating into the project. While the Beaumont Parks Master Plan included extensive public outreach, the additional survey will pro vide statistically valid community input that will help validate recreation priorities, quantify community demand, and strengthen future policy and capital investment decisions.

Although RHA submitted the higher-cost proposal, the evaluation committee unanimously concluded that the firm's recreation-specific expertise, technical qualifications, and demonstrated experience provide the best overall value to the City. Given the significance of this study in guiding future recreation investments, the committee determined that the additional investment is justified by the quality of the proposed work product and the long- term value it will provide to the City.

Precision Consulting submitted a responsive proposal with a competitive price and a well- organized work plan. While the proposal addressed the primary requirements of the RFP, reviewers found that it demonstrated less direct experience with recreation center feasibility studies and provided a less detailed approach to recreation programming, operational planning, financial modeling, and long-term implementation. As a result, Precision did not score as highly in the technical evaluation categories.

Based upon the published evaluation criteria and the unanimous recommendation of the evaluation committee, staff recommends awarding the Professional Services Agreement to RHA Community Works.

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The Community Recreation Center Feasibility Study represents an important next step in implementing the Beaumont Parks Master Plan. Upon completion, the study will provide City leadership with the information necessary to evaluate future capital investments, identify potential funding and partnership opportunities, establish realistic operating expectations, and prioritize recreation improvements that best meet the needs of Beaumont residents.

California Environmental Quality Act (CEQA)
This action is not a project under the California Environmental Quality Act (CEQA) pursuant to State CEQA Guidelines Section 15378 because it involves the preparation of planning and feasibility documents and will not result in a direct or reasonably foreseeable physical change to the environment. Alternatively, this action is exempt pursuant to CEQA Guidelines Section 15061(b)(3), the Common Sense Exemption, because it can be seen with certainty that there is no possibility that approval of this agreement may have a significant effect on the environment.

Fiscal Impact:

Funding for the Community Recreation Center Feasibility Study was originally appropriated within the Recreation Division (Fund 1550) during Fiscal Year 2025-26. Due to the timing of the procurement process, the project was not initiated prior to the close of the fiscal year, resulting in approximately $150,000 of unexpended budget authority.

Staff recommends appropriating $150,000 into the Fiscal Year 2026-27 budget to complete the project. The balance of the agreement, approximately $26,945, along with the recommended five percent (5%) contract contingency, will be absorbed within the Recreation Division's adopted Fiscal Year 2026 -27 operating budget. This action does not require any additional funding beyond the City's existing budget commitments, but rather carries forward funding previously allocated for this project.

Staff further recommends authorizing the City Manager to approve contract amendments and change orders up to five percent (5%) of the contract amount, if necessary, to address unforeseen project needs.

Agreement Amount: $176,945
5% Contingency: $8,848
Total Not-to-Exceed Authorization: $185,793

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Alternatives:

1. Reject all proposals and direct staff to reissue the Request for Proposals.

2. Continue the item and provide additional direction to staff.

3. Take no action.

Attachments:

A. Professional Services Agreement with RHA Community Works B. Proposal Evaluation Matrix and Evaluation Summaries
C. RHA Community Works Proposal

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Criteria Understanding and
Fit to Scope
Skills and
Credentials
Relevant
Experience
Approach (Fit
to Need)Cost/Value Total Verification
Max points 25 20 15 25 15 100.00 100.00
RHA 25.00 19.00 13.33 23.67 8.00 89.00 89.00
Precision 18.33 12.33 8.33 15.33 14.67 69.00 69.00

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City of Beaumont
Comprehensive Community Recreation Center Feasibility Study and Business Plan Fee Proposal RHA Community Works - Next Practice Partners - PBK Architects 08-Jun-26 $200 $175 $135 $200 $175 $150 $100 $310 $275 $180

2.1.1 PROJECT INITIATION AND WORK PROGRAM
Kick-off Meeting 3 8 1 1 2,785$ Review Existing Documentation 2 3 4 4 1 2 2,985$ Schedule and Project Management Framework 3 600$ Project Management and Progress Reporting 10 16 16 6,400$ Subtotal Hours 18 3 - 12 16 - 20 2 3 - 74 Subtotal Dollars 3,600$ 525$ -$ 2,400$ 2,800$ -$ 2,000$ 620$ 825$ -$ TOTAL 12,770$

2.1.2 COMMUNITY AND MARKET ANALYSIS
Demograhics and Trends Analysis 1 8 32 4,800$ Recreation Market Assessment 1 4 32 32 9,000$ Benchmark Analysis 1 4 40 5,000$ Competitive Facility Analysis 1 24 24 6,200$ Gap Analysis and Unmet Needs Assessment 1 16 16 5,400$ Subtotal Hours 5 - - 8 24 72 128 - - - 237 Subtotal Dollars 1,000$ -$ -$ 1,600$ 4,200$ 10,800$ 12,800$ -$ -$ -$ TOTAL 30,400$

2.1.3 STAKEHOLDER AND PUBLIC ENGAGEMENT
Communications and Engagement Plan 4 4 4 2,200$ Key Leadership / Focus Group / Stakeholder Interviews 16 24 8,000$ Multi-Lingual Outreach 4 800$
Public Workshops (5)20 8 12 1 1 8,285$ Event Specific Workshops (2)6 8 1 2 3,110$ Youth / Teen Conversations 6 8 1,850$ Bi-Lingual Electronic Survey 24 24 6,000$ Multi-lingual Statistically-Valid Survey (optional - see fee at bottom)see below Multi-lingual ADA Accessible Digital Platform (use existing)8 32 4,400$ Subtotal Hours 40 12 - 40 12 44 64 2 3 - 217 Subtotal Dollars 8,000$ 2,100$ -$ 8,000$ 2,100$ 6,600$ 6,400$ 620$ 825$ -$ TOTAL 34,645$ $10,100 $23,100 $1,445
$1,000 $29,400 $0
TOTAL
$4,125 $7,200 $1,445
TASK RHA Community Works Next Practice Partners PBK Architects

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2.1.4 PROGRAM AND AMENITY IDENTIFICATION
Program Identification 8 16 4 5 7,015$ Facility Amenity Indentification 8 12 4 5 6,315$ Program and Amenity Matrix 8 1,400$
Subtotal Hours - - - 16 36 - - 8 10 - 70 Subtotal Dollars -$ -$ -$ 3,200$ 6,300$ -$ -$ 2,480$ 2,750$ -$ TOTAL 14,730$

2.1.5 FACILITY AND SITE ANALYSIS
Space Needs Assessment 4 3 3 2,605$ Site Evaluation Report 2 8 8 1 3 2 4,375$ Facility Program Summary 4 3 3 2,605$ Subtotal Hours 2 8 8 - - - - 9 9 8 44 Subtotal Dollars 400$ 1,400$ 1,080$ -$ -$ -$ -$ 2,790$ 2,475$ 1,440$ TOTAL 9,585$

2.1.6 CONCEPTUAL FACILITY FRAMEWORK
Concept Scenarios 2 12 16 8 2 5 4 8,975$ Facility Diagrams 2 2 4 1,890$ Comparative Evaluation Matrix 4 8 2 2 3,370$ Subtotal Hours 6 20 16 8 - - - 6 9 8 73 Subtotal Dollars 1,200$ 3,500$ 2,160$ 1,600$ -$ -$ -$ 1,860$ 2,475$ 1,440$ TOTAL 14,235$

2.1.7 CAPITAL COST AND OPERATIONS ANALYSIS
Capital Cost Analysis 2 12 6 2 5 2 5,665$ Five-Year Operating Pro-Forma 24 24 24 10,200$ Financial Sustainability Assessment 12 12 24 8 8,900$ Subtotal Hours 2 12 6 12 36 48 32 2 5 2 157 Subtotal Dollars 400$ 2,100$ 810$ 2,400$ 6,300$ 7,200$ 3,200$ 620$ 1,375$ 360$ TOTAL 24,765$
$0 $9,500 $5,230
$2,880 $0 $6,705
$3,310 $19,100 $2,355
$6,860 $1,600 $5,775

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2.1.8 PARTNERSHIP AND FUNDING STRATEGY
Potential partnership investigation and evaluation 4 24 5,000$ Partnership and Funding Strategy Report 4 16 3,600$ Subtotal Hours - - - 8 40 - - - - - 48 Subtotal Dollars -$ -$ -$ 1,600$ 7,000$ -$ -$ -$ -$ -$ TOTAL 8,600$

2.1.9 IMPLEMENTATION AND PHASING STRATEGY
Implementation and Phasing Plan 4 16 16 2 2 2 8,330$ Subtotal Hours 4 - - 16 16 - - 2 2 2 42 Subtotal Dollars 800$ -$ -$ 3,200$ 2,800$ -$ -$ 620$ 550$ 360$ TOTAL 8,330$

2.1.10 FINAL REPORTING AND PRESENTATIONS
Administrative Draft Report 6 8 3 4 2 4,990$ Draft Feasibility Study and Business Plan 4 16 8 4,400$ Final Feasibility Study and Business Plan 8 800$ Executive Summary 3 600$
Parks and Recreation Commission presentation 3 8 8 2 1 4,495$ City Council presentation 3 8 8 3,600$ Subtotal Hours 15 - - 20 40 - 16 5 5 2 103 Subtotal Dollars 3,000$ -$ -$ 4,000$ 7,000$ -$ 1,600$ 1,550$ 1,375$ 360$ TOTAL 18,885$
TOTAL HOURS 92 55 30 140 220 164 260 36 46 22 1,065 TOTAL FEES 18,400$ 9,625$ 4,050$ 28,000$ 38,500$ 24,600$ 26,000$ 11,160$ 12,650$ 3,960$ TOTAL DOLLARS 176,945$
OPTIONAL TASK - Statistically-Valid Survey
Multi-lingual Statistically-Valid Survey 170 17,000$ Subtotal Hours - - - - - - 170 - - - 170 Subtotal Dollars -$ -$ -$ -$ -$ -$ 17,000$ -$ -$ -$ 17,000$ $32,075 $117,100 $27,770
$3,000 $12,600 $3,285
$800 $6,000 $1,530
$0 $8,600 $0

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6840 INDIANA AVENUE SUITE 100 RIVERSIDE CALIFORNIA 92506

To,
City of Beaumont
550 E. 6th Street
Attn: Barbara Mason

Ref: Comprehensive Community Recreation Center (CRC) Feasibility Study and Business Plan

RHA Community Works, in collaboration with Next Practice Partners and PBK Architects, is pleased to submit this proposal to the City of Beaumont for preparation of a Comprehensive Community Recreation Center (CRC) Feasibility Study and Business Plan.

The City seeks a consultant team capable of transforming the recreation priorities identified in the Beaumont Parks & Community Services into a practical, financially sustainable, and implementation-ready roadmap for future investment. The study will evaluate recreation programming, facility requirements, site
opportunities, operational models, funding
strategies, partnerships, and long-term
sustainability to support informed decision-
making by City leadership.

Our Experience
Our team offers a unique advantage. RHA Community Works and Next Practice Partners were the consulting team that prepared the Beaumont Parks & Community Services Master Plan. Through that process, we worked closely with City leadership, staff, residents, stakeholder groups, recreation organizations, and community partners to establish Beaumont's long-term parks and recreation vision.

The Parks & Community Services Master Plan included extensive community outreach, demographic analysis, recreation needs assessment, facility evaluations, and identification of priority recreation investments. This feasibility study represents the next logical phase of implementation.

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Comprehensive CRC Feasibility Study
and Business Plan

RHA Community Works - Next Practice Partners – PBK Architects 2

We look forward to hearing from you and welcome an opportunity to further share our approach to build this critical piece of the City’s future and provide the diverse community hope and a sense of optimism to look forward to.

Gratefully,

Doug Grove
Managing Partner

RHA Community Works
6840 Indiana Avenue, Suite 100
Riverside, California 92506
Email: [email protected] / Web: www.rhacw.com
Cell: 951-202-2163

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Comprehensive CRC Feasibility Study
and Business Plan

RHA Community Works - Next Practice Partners – PBK Architects 3 Contents
CHAPTER ONE - INTRODUCTION .............................................................................................. 4 OUR TEAM ...................................................................................................................................................................................................................... 4 OUR APPROACH ............................................................................................................................................................................................................ 5 CHAPTER TWO – APPROACH ..................................................................................................... 6

2.1.1 PROJECT INITIATION AND WORK PROGRAM ............................................................................................... 6

2.1.2 COMMUNITY AND MARKET ANALYSIS ......................................................................................................... 6

2.1.3 STAKEHOLDER AND PUBLIC ENGAGEMENT ................................................................................................. 7

2.1.4 PROGRAM AND AMENITY IDENTIFICATION ............................................................................................... 10

2.1.5 FACILITY AND SITE ANALYSIS ...................................................................................................................... 11

2.1.6 CONCEPTUAL FACILITY FRAMEWORK ........................................................................................................ 11

2.1.7 CAPITAL COST AND OPERATIONS ANALYSIS .............................................................................................. 12

2.1.8 PARTNERSHIP AND FUNDING STRATEGY ................................................................................................... 13

2.1.9 IMPLEMENTATION AND PHASING STRATEGY ............................................................................................ 14

2.1.10 FINAL REPORTING AND PRESENTATIONS................................................................................................. 14 CHAPTER THREE – FIRM PROFILES ......................................................................................... 15 RHA COMMUNITY WORKS ................................................................................................................................................................................ 15 NEXT PRACTICE PARTNERS ............................................................................................................................................................................. 16 PBK ARCHITECTS ................................................................................................................................................................................................... 17 ETC INSTITUTE (OPTIONAL) .................................................................................................................................................................................. 17 MEET THE PRINCIPALS ....................................................................................................................................................................................... 18 Doug Grove, PLA, ASLA, LEED AP ........................................................................................................................ 18 Neelay Bhatt ....................................................................................................................................................... 19 Jason Elissalde ..................................................................................................................................................... 20 Ed Matthews ....................................................................................................................................................... 20 Mark Graham ...................................................................................................................................................... 21 Joseph Monfreda ................................................................................................................................................ 22 PROJECT ORGANIZATIONAL CHART ........................................................................................................................................................... 23 CHAPTER FOUR - REFERENCES ................................................................................................ 24 CITY OF BEAUMONT, CALIFORNIA ................................................................................................................................................................ 25 CITY OF CARLSBAD, CALIFORNIA ................................................................................................................................................................. 26 TOWN OF WINDSOR, COLORADO ................................................................................................................................................................ 27 TOWN OF INDIAN TRAIL, NORTH CAROLINA .......................................................................................................................................... 28 JCSD PARKS & RECREATION, EASTVALE .................................................................................................................................................. 29 CITY OF INDIANAPOLIS, INDIANA................................................................................................................................................................. 30 CITY OF CHINO, CALIFORNIA ............................................................................................................................................................................31 PLEASANT HILL RECREATION & PARK DISTRICT, CA ........................................................................................................................... 32 WEST VALLEY WATER DISTRICT, RIALTO, CA .......................................................................................................................................... 33 CHAPTER FIVE – PROJECT SCHEDULE ................................................................................... 34 CHAPTER SIX – COST PROPOSAL ............................................................................................ 34 CHAPTER SEVEN – CURRENT/OUTSTANDING CONTRACTS ......................................... 35

..................................................................................................................................................................

Please note that our proposal includes all information requested in the RFP. While the RFP states a maximum length of 25 pages, Addendum #1, Q&A Question 1.2 clarifies that resumes and attachments are excluded from the 25-page limit.

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CHAPTER ONE - INTRODUCTION

OUR TEAM
RHA Community Works will serve as Prime Consultant and Project Manager. Doug Grove, Managing Partner, will be the main point of contact for the proposal and project. He can be reached at [email protected] or 951-202-2163. The address of the firm is 6840 Indiana Avenue, Suite 100, Riverside, California, 92506.

Primary responsibilities include:
• Project management and coordination
• Site Analysis
• Community engagement and facilitation
• Stakeholder outreach
• Needs assessment refinement
• Capital cost estimating
• Implementation planning
• Report preparation
• Commission and Council presentations
As the firm that helped prepare the Beaumont Parks & Community Services Master Plan, RHA will ensure continuity between the City's adopted vision and future implementation strategies.

Next Practice Partners
• Market analysis
• Demographic analysis
• Recreation planning
• Recreation demand forecasting
• Financial feasibility analysis
• Revenue and operating models
• Public-private partnership evaluation
• Funding strategy development
• Business plan preparation
• Commission and Council presentations
PBK Architects
• Facility programming
• Space needs assessments
• Site analysis
• Conceptual facility planning
• Development scenarios
• Capital cost estimating
• Facility implementation recommendations
• Commission and Council presentations

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OUR APPROACH
Because of our direct involvement in developing the Parks & Community Services, our team enters this project with:
• Extensive knowledge of Beaumont's recreation system and community priorities. • Familiarity with demographic trends, growth projections, and recreation participation patterns.
• Understanding of previously identified facility needs and implementation priorities. • Existing knowledge of stakeholder interests and community expectations. • The ability to build directly upon prior public engagement efforts rather than repeating completed work.

Rather than revisiting previous planning efforts, our team will focus on answering the implementation questions that remain:
• What type of community recreation facility best serves Beaumont's future needs? • What programs and amenities should be prioritized?
• What facility configuration provides the greatest community benefit and operational sustainability?
• What are the capital investment requirements?
• What operating revenues and expenses can be expected? • What partnership and funding opportunities should be pursued? • What implementation and phasing strategy should the City follow? Our approach leverages the foundation established through the Parks & Community Services while providing the detailed financial, operational, and facility analysis necessary for future decision making.

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RHA Community Works - Next Practice Partners – PBK Architects 6 CHAPTER TWO – APPROACH

HOW WE WILL DELIVER

2.1.1 PROJECT INITIATION AND WORK PROGRAM
The project will begin with a kickoff meeting with City staff to establish project objectives, communication protocols, schedules, and decision-making processes. We see this project as a collaborative partnership and envision the City staff to be involved throughout via a project manager and select group of staff, as mutually agreed.

This may be in the form of a small project leadership team and complemented by an internal steering committee that will attend ongoing meetings, provide review and feedback, address data requests, and provide spaces, as needed for onsite meetings and community engagements.

Activities include:
• Kickoff meeting
• Review of Parks & Community Services findings
• Review of demographic and market data
• Development of project management framework
• Finalization of schedule and deliverables

Deliverable:
• Project Work Plan and Schedule

2.1.2 COMMUNITY AND MARKET ANALYSIS
Building upon information developed during the Parks & Community Services process, the team will update demographic, market, and recreation demand analyses to reflect current conditions.

We will update the City of Beaumont’s projections and supplement using US Census information and census tract data from Environmental Systems Research Institute, Inc. (ESRI), the largest research and development organization dedicated to Geographical Information Systems (GIS) and specializing in population projections and market trends. This will help identify the demographic makeup of the population being served, their recreation preferences, future changes in the demographics and participation trends. Ultimately, these are foundational data sets to help the city plan for a future based on population shifts, and what recreation trends are occurring.

The analysis uses US 2020 Census information, 2026 (estimates) and future projections for characteristics including age, income, race / ethnicity, gender, health metrics etc. The ESRI Information will be supplemented by Sports & Fitness Industry Association’s (SFIA) 2026 Study of Sports, Fitness and Leisure Participation, ESRI local market potential in addition to input from the Beaumont Parks & Community Services data.

Activities include:
• Demographic analysis
• Population growth forecasting

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RHA Community Works - Next Practice Partners – PBK Architects 7 • Recreation participation trends
• Socioeconomic analysis
• Recreation market assessment
• Benchmarking of comparable recreation centers
• Competitive facility analysis
• Gap analysis and unmet needs assessment

Deliverables:
• Community Profile
• Market Analysis Summary
• Recreation Trends Report

2.1.3 STAKEHOLDER AND PUBLIC ENGAGEMENT
As the City embarks on its journey to explore the feasibility of a multi-generational community recreation center, it is imperative to develop a robust outreach and engagement strategy. Our vision extends beyond the mere construction of a facility; we aspire to create a vibrant hub that fosters connectivity, wellness, and inclusivity among residents of all ages and backgrounds.

Through strategic outreach initiatives, we aim to engage with the diverse voices and perspectives within our community, ensuring that their needs and aspirations are at the forefront of this endeavor.

By fostering collaboration and dialogue, we seek to co-create a space that not only meets the present needs of Beaumont's residents but also ensure long term financial viability.

We will work with staff to develop an initial public engagement and outreach plan and will collaborate to build on the #BMTParks branding that was created for the Master Plan.

Communications and Engagement Plan
The Consulting team will work
with City staff to develop a plan
to communications and
engagement plan for website
content, social media posts, and
the delivery of project specific
materials. City staff will be
responsible for eventual
dissemination of this information
to the community.

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RHA Community Works - Next Practice Partners – PBK Architects 8 Public Workshops
These meetings will be held in spaces to maximize community participation, will use live polling, open ended community feedback to seek input on recreation amenities, types of uses, frequency of use and willingness to pay. We propose to conduct at least five (5) public workshops:

• Two (2) initial in-person workshop (Citywide)
• Two (2) Event specific workshops (booths staffed with Beaumont staff) • One (1) virtual workshop
• Two (2) workshops to review and obtain feedback on concepts and feasibility

These will obtain initial feedback and ideas for the future design and components of the Center.

One (1) in-person follow up workshops to share Feasibility Findings / Design Ideas, as appropriate:

Each workshop will have options for live polling through the meeting platform or our digital tools to share input and see results in real time.

Key Leadership/Focus Group/Stakeholder Interviews
The Consulting Team will engage stakeholders, key leaders, staff and potential user groups interviews through a combination of individual / small group discussions in person and online. We propose to conduct at least 12 interviews over a 1-day period to help identify priorities and unmet needs / potential amenities for use at the community recreation center. These groups can include but are not limited to

• Elected Officials
• Staff
• Key Partners
• Local school officials
• Faith based groups
• Users and non-users of the system
• Senior Groups
• Youth Groups
• Youth Sports organizations etc.

Youth / Teen Conversations
The Consulting Team will specifically engage youth through an online survey and meetings with other Youth / Teen Advisory groups.

These surveys and meetings will ensure
the youth users in Beaumont share their
input for the potential components and
uses of the recreation center.

The Consulting Team will also
incorporate QR Code-based surveys
focused on youth / schools at special
events.

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RHA Community Works - Next Practice Partners – PBK Architects 9 Bi-Lingual Electronic Survey
The Consulting Team will create a bilingual online survey administered in English and Spanish through www.surveymonkey.com . This survey will be promoted through the Project website and the City’s website and promotional mediums to maximize outreach and responses for the kinds of uses, frequency of use, willingness to pay etc.

Multi-lingual Statistically-Valid Survey (Optional)
The Consulting Team will work with ETC Institute
to administer a random, scientifically valid
community-wide household survey. This can be
focused on a community wide needs assessment
and include questions specific to the Community
Recreation Center, or it can simply be focused on
the Center per the client’s requirements.

The survey will be administered by a combination
of a mail/phone, will have options for respondents
to answer in multiple languages besides English (as
determined by the City staff) and will have a
minimum sample size of 325 completed surveys at
a 95% level of confidence and a confidence interval of +/- 5%.

All mailed surveys, including the cover letter, will be printed by ETC Institute. All attempts to contact respondents will be tracked to accurately calculate the number and rates for refusals, ineligible contact information, eligible contact information, and completed interviews.

Multilingual ADA Accessible Digital Platform (Use Existing) The Consulting Team will update the www.bmtparks.com website or create a different URL to help market and promote this feasibility study and share opportunities for the community to engage.

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RHA Community Works - Next Practice Partners – PBK Architects 10 Additionally, the Consulting Team will seek innovative ways to maximize community engagement and reach the community where they are. These could include:
• Facebook Live with the Mayor or key leaders
• Spanish Speaking Population Outreach
• AI based tools to engage the community in collaborative input and visioning

The engagement program will include:
• Stakeholder interviews
• Focus groups
• Public workshops
• Online community surveys
• Virtual participation opportunities
• Parks and Recreation Commission presentations
• City Council presentations
The process will satisfy and exceed the City's anticipated engagement requirements while leveraging relationships and community knowledge established during the Parks & Community Services process.

Deliverables:
• Communication and Engagement Plan
• Survey Findings Report
• Stakeholder and Community Outreach Summary Memorandum

2.1.4 PROGRAM AND AMENITY IDENTIFICATION
The Consulting team will identify recreation programs and facility amenities that support a broad range of users and maximize long-term community benefit. The Consulting Team will analyze all major direct and indirect service providers of existing facilities and programs offered around Beaumont. Direct and indirect service providers will be based on typical services/programs administered in similar facilities. An analysis of competition will include location, service offering, pricing, and attraction and will help us better understand gaps in the market that the proposed center may be able to meet.

Potential program areas include:
• Fitness and wellness
• Youth recreation
• Teen programming
• Adult recreation
• Senior services
• Indoor sports
• Community gathering spaces
• Event facilities

Deliverable:
• Program and Amenity Matrix

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2.1.5 FACILITY AND SITE ANALYSIS
The Consulting Team will translate community needs and program requirements into facility and site recommendations.

Activities include:
• Space needs assessment
• Facility programming
• Site evaluation criteria
• Evaluation of City-identified
sites
• Identification of additional
opportunities
• Joint-use evaluations
• Partnership site opportunities
• Phasing opportunities

Deliverables:
• Space Needs Assessment
• Site Evaluation Report
• Facility Program Summary

2.1.6 CONCEPTUAL FACILITY FRAMEWORK
The Consulting Team will translate the community input, competitor analysis, program trends and facility assessment into a concept plan that will document the variety of possibilities to create core program offerings for the Center. This core program will drive the design of the recreation center.

Based on site identification and analysis, the Consulting Team will develop a concept plan to showcase the various active and passive recreation elements within the footprint of the proposed site. All requirements necessary for safety and value of experience and any other special space needs as stipulated by key management and staff will be presented to the staff and community for feedback.

This information will be presented in a Visioning Session with the appropriate partners to finalize a recommended program plan from which the concept, spatial analysis, and operational and finance pro forma will be created.

Each scenario will include:
• Facility descriptions
• Functional layouts
• Space allocations
• Indoor and outdoor relationships
• Operational considerations
• Advantages and tradeoffs

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RHA Community Works - Next Practice Partners – PBK Architects 12 Deliverables:
• Concept Scenarios
• Facility Diagrams
• Comparative Evaluation Matrix

2.1.7 CAPITAL COST AND OPERATIONS ANALYSIS
The team will prepare planning-level capital and operating analyses for each concept.

Revenue Forecasting
The Consulting Team will develop a 5-year pro-forma and conduct market research to estimate potential demand for various amenities and services offered by the multi-generational recreation center. The model will project revenue streams including:
• Membership fees: Analyze pricing models and membership tiers to forecast membership uptake and renewal rates.
• Program fees: Estimate revenue generated from fitness classes, sports leagues, educational workshops, and other recreational activities.
• Facility rentals: Project income from renting out event spaces, sports fields, courts, and meeting rooms to external groups and organizations.
• Sponsorships and partnerships: Identify opportunities for securing sponsorship deals, advertising placements, and collaborative ventures with local businesses and corporations. • Ancillary revenue: Explore additional revenue sources such as concession sales, vending machines, merchandise, and special events.

Operating Expenses
The pro-forma will estimate fixed and variable costs associated with operating the recreation center, including:
• Personnel expenses: Salaries, wages, benefits, training, and staffing levels for administrative, managerial, programmatic, and maintenance staff. • Facility expenses: Utilities, maintenance, repairs, cleaning services, security, insurance, property taxes, and depreciation.
• Programming expenses: Costs related to program development, instructors, equipment, supplies, and marketing materials.
• Administrative expenses: Office supplies, technology infrastructure, software licenses, professional services (e.g., accounting, legal), and miscellaneous overhead. • Marketing and promotion: Budget for advertising campaigns, digital marketing initiatives, promotional materials, and community outreach efforts.
• Contingency and reserves: Allocate funds for unforeseen expenses, emergencies, and reserves for future capital improvements.

Capital Investment Requirements
It will also identify upfront capital expenditures required for facility construction, renovation, equipment procurement, and initial setup. Estimate high costs for land acquisition (if required), site preparation, interior and exterior building construction etc.

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RHA Community Works - Next Practice Partners – PBK Architects 13 Reporting and Documentation
The model will document assumptions, methodologies, and key drivers underlying the financial projections to facilitate transparency, accountability, and stakeholder communication. This will help provide a clear understanding of the revenue potential, cost structure, funding requirements, and financial sustainability of the multi-generational recreation center in the City of Beaumont.

Feasibility Analysis
Based on the community input, market conditions and financial model, the Consulting Team will collaborate with staff to provide a feasibility assessment of the proposed Community Recreation Center. This will identify potential options for site, partnerships, programming, design and financial information that will help guide the future business planning process and the sustainability of the proposed site.

Activities include:
• Capital cost estimating
• Staffing analysis
• Revenue forecasting
• Membership projections
• Operating expense projections
• Cost recovery analysis
• Long-term sustainability assessment

Deliverables:
• Capital Cost Analysis
• Five-Year Operating Pro-Forma
• Financial Sustainability Assessment

2.1.8 PARTNERSHIP AND FUNDING STRATEGY
The team will proactively explore opportunities to improve project feasibility by identifying and pursuing strategic partnerships with public, private, nonprofit, and community-based organizations. In addition, the team will evaluate alternative funding mechanisms, including grants, sponsorships, cost-sharing arrangements, philanthropic contributions, and other innovative financing options. These efforts will help reduce financial barriers, leverage external resources and expertise, strengthen stakeholder support, and increase the likelihood of successful project implementation and long-term sustainability.

Activities include:
• Public-private partnership evaluation
• Joint-use opportunities
• School district partnerships
• Nonprofit partnerships
• Sponsorship opportunities
• Grant funding identification
• Alternative financing strategies

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RHA Community Works - Next Practice Partners – PBK Architects 14 Deliverable:
• Partnership and Funding Strategy Report

2.1.9 IMPLEMENTATION AND PHASING STRATEGY
The project will culminate in the development of a recommended implementation strategy that outlines the preferred path forward based on the findings of the analysis, stakeholder input, technical considerations, and financial feasibility assessments. The strategy will identify key actions, resource requirements, potential partnerships, funding opportunities, implementation timelines, and risk mitigation measures to support informed decision-making and successful project execution.

Activities include:
• Preferred concept selection
• Development phasing recommendations
• Risk assessment
• Funding roadmap
• Implementation schedule
• Key decision points

Deliverable:
• Implementation and Phasing Plan

2.1.10 FINAL REPORTING AND PRESENTATIONS
The final phase will include preparation of a comprehensive feasibility study and business plan suitable for public review and future decision-making. The Consulting Team will present the summary recommendations and findings from the process to identify a new facility that can meet the future demands of the Beaumont community. This will be a combination of in-person and virtual options to get community feedback and iterate as required as well as obtain input from key City leadership.

Deliverables:
• Administrative Draft Report
• Draft Feasibility Study and Business Plan
• Final Feasibility Study and Business Plan
• Executive Summary
• Presentation materials
• Parks and Recreation Commission presentation
• City Council presentation

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RHA Community Works - Next Practice Partners – PBK Architects 15 CHAPTER THREE – FIRM PROFILE S

RHA COMMUNITY WORKS
6840 Indiana Avenue, Suite 100, Riverside, California 92506 RHA Community Works is a landscape architecture and planning firm based in Riverside, California, with deep, multi-generational roots in the Southern California region.

The firm was formed through the shared vision and meticulous craftsmanship of its founders and Managing Partners: Doug Grove, President of RHA Landscape Architects Planners, and Scott Rice, President of Community Works Design Group. Each founder brings decades of proven leadership and industry experience. Prior to uniting their firms, both Doug and Scott served as successors to the founders of their respective, highly regarded practices. Building on those strong legacies, they strategically combined their collective expertise, talent, and complementary skillsets to create.

RHA Community Works, a firm grounded in tradition, strengthened by experience, and focused on shaping meaningful places for the communities it serves.

Our team includes 20 dedicated professionals, including 11 licensed landscape architects, who work collaboratively under a team-based approach directed by the firm’s principals and associates. • Parks and Recreation Master Plans
• Regional, Community, and Neighborhood Parks
• Government Centers
• Public Office Buildings and Administration Facilities • Preservation of Natural and Historic sites

RHA has completed hundreds of parks and recreation planning projects in California over the past 46 years.

Master Plans & Feasibility Studies include:

Parks & Community Services Master Plan City of Beaumont Parks & Recreation Master Plan JCSD Parks & Recreation Parks Master Plan City of San Bernardino
Parks Master Plan City of Vista
Parks, Trails, & Open Space Master Plan City of Benicia Parks & Facilities Master Plan City of Chino
Park & Recreation Master Plan & Feasibility Study City of Carlsbad Park, Facilities, & Recreation Master Plan Pleasant Hill Rec. & Park District Park & Recreation Master Plan City of San Clemente
Park & Open Space Master Plan City of Temple City
Needs Assessment & Action Plan City of Carlsbad
Needs Assessment/Park & Recreation Master Plan Town of Ladera Ranch Pico Rivera Golf Course Master Plan & Feasibility Study City of Pico Rivera Park & Recreation Master Plan City of San Jacinto

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NEXT PRACTICE PARTNERS
Next Practice Partners, LLC. is a team committed to building a more inclusive and innovative future for all through planning, training, and technology services.

Master Planning + Strategic Planning+ Business Planning We believe innovation is not a by-product, but the
very essence of a planning process. We also ensure
that inclusion is not optional but an integral part of
our approach. This combination of innovation and
inclusion fuels our approach to Master Planning,
Strategic Planning, and Business Planning.

We are committed to helping users see their values
and unmet needs reflected in the plans and
developing plans that aren’t just pretty pictures (that are unrealistic) but rather living documents that are
financially and environmentally sustainable.

Our team’s background with CAPRA visitors, fluency
in 6 languages, and our proprietary digital
technologies help us provide the most inclusive
community engagement possible. In addition, we
center empathy and equity at the core of our process
through our focus on listening, storytelling, and the
user experience.

Your plan will benefit from our experience on 150+
plans from Anchorage, Alaska to Allentown,
Pennsylvania so that your roadmap for the future balances strategic goals and human capital along with infrastructure priorities and political realities.

The Company is newly founded in July 2022 and is headquartered in Carmel, Indiana. Our project team members have close to 100 years of experience in the parks, recreation, and sports industries in addition to working with national Gold Medal agencies. The staff profiled on the following pages will be directly involved in this Master Plan. The Founder & CEO has been a national leader in the parks and recreation industry space having served on the Board of the National Recreation and Park Association, spoken at multiple national conferences and even keynoted the California Recreation and Park Society conference and consulted with parks and recreation / community services agencies all over California and nationwide.

Partnership: The Next Practice Partners team members and RHA have teamed on more than 10 similar parks and recreation projects.

OUR VISION
A more inclusive and
innovative future for all

OUR MISSION
To help communities
prepare for what's next

OUR VALUES
Inclusion + Innovation +
Information = Inspiration

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PBK ARCHITECTS
For more than four decades, PBK Architects has served as an award-winning pioneer for architectural and engineering design solutions for clients in public safety, education, healthcare, sports, and corporate business. The firm embraces a unique business culture that prioritizes customer service and approaches each project without preconceived notions in order to deliver custom solutions that effectively address the unique needs of each client. Since we completed our first public facility over 40 years ago, we have strived to become experts in the design of community centers, city halls, fire stations, police stations, teen centers, youth centers, aquatic facilities, animal shelters, and sports parks.

We have designed hundreds of public facilities, each of which is specifically tailored to the unique requirements of the communities they serve. Our work has been recognized by the American Institute of Architects, California Energy Commission, the Environmental Protection Agency, and the California Parks and Recreation Society. PBK is proud to be considered one of the leaders in the design of municipal and civic facilities

ETC INSTITUTE (OPTIONAL)
ETC Institute is a 102-person market research firm that specializes in the design and administration of market research for governmental organizations. Their major areas of emphasis include citizen satisfaction surveys, park and recreation surveys, community planning surveys, business surveys, transportation surveys, employee surveys, voter opinion surveys, focus groups, and stakeholder interviews.

Since 1982, ETC Institute has completed research projects for organizations in 49 states. ETC Institute has designed and administered more than 3,500 statistically valid surveys and our team of professional researchers has moderated more than 1,000 focus groups and 2,000 stakeholder meetings.

During the past five years alone, ETC Institute has administered surveys in more than 700 cities and counties across the United States. ETC Institute has conducted research for more major U.S. cities and counties than any other firm.

Core services of the firm involve conducting statistically valid surveys and related market research. ETC Institute has
conducted more than 600 surveys for parks and recreation systems in 46 states across the country for a wide variety of projects including parks and recreation master plans, strategic plans and feasibility studies.

Established in 1992, the principals and associates of ETC Institute helped secure funding for more than $2 billion of parks and recreation projects.

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MEET THE PRINCIPALS

DOUG GROVE, P LA, ASLA, LEED AP
Managing Partner

RHA Community Works

Education
BS/1985/Landscape Architecture/ Cal State Polytechnic University, Pomona
Active Registration
1987/Landscape Architect/2799/State of California
LEED Accredited Professional – United States Green Building Council (USGBC)
Mr. Grove is Managing Partner and Principal Landscape Architect with RHA Community Works. He graduated from California State Polytechnic University, Pomona in 1985 and holds a Bachelor of Science degree in Landscape Architecture. He has more than twenty-eight years of experience as a professional Landscape Architect. He brings to the firm a wide range of experience in the public works sector having been personally involved in the design and project management of hundreds of park projects as well as housing development, streetscape, institutional and commercial projects.

Mr. Grove has served on the California Park and Recreation Society (CPRS) State Board of Directors as the Vice President, President Elect, and President. He also serves on the Board of Directors for the California Turf and Landscape Foundation at the University of California, Riverside and the Building Industry Association (BIA) Riverside County as President. He is a past President of the CPRS State Development and Operations Section and a past Board Member for the United States Green Building Council – Inland Empire (USGBC-IE).

Doug is also an avid mountain biker and spends his free time exploring parks and trails throughout California, Oregon, and Utah.

Relevant past projects include:
• Beaumont Parks & Community Services Master Plan
• San Bernardino Parks Master Plan
• Vista Parks Master Plan
• Benicia Parks, Trails, and Open Space Master Plan
• Chino Parks and Facilities Master Plan
• Carlsbad Parks and Recreation Master Plan
• Pleasant Hill Recreation and Park District Parks and Recreation Master Plan • San Clemente Parks and Recreation Master Plan
• Carlsbad Needs Assessment and Comprehensive Action Plan • Ladera Ranch Needs Assessment/Park and Recreation Master Plan, Ladera Ranch

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NEELAY BHATT
Founder & CEO

Next Practice Partners

Education
Exec. Education / 2018 / Sr. Executives in State and Local Government / Harvard University MSA 2005 / Masters in Sports Administration / Ohio University MBA / 2004 / Masters in Business Administration / Ohio University PG / 2003 / Post Graduate Diploma in Advertising & Public Relations / University of Mumbai BA/2002/Psychology and Economics / University of Mumbai

Mr. Bhatt’s career on five continents includes Disney, The Super Bowl, The Olympics, and years of consulting, public speaking, and training. He champions “Ideas Worth Spreading” as the curator for TEDxCollegePark, TEDxIndianapolis, and TEDxIndianapolisWomen, and his service as a trustee for the National Recreation and Park Association sought to ensure “no child was left indoors.” As the Founder & CEO of Next Practice Partners, he combines inclusion and innovation to help agencies prepare for “what’s next” through planning, training, and technology solutions. Over his 25- year journey, he has developed business and operations plans for Los Angeles County serving 12 million people, trained Olympic Governing bodies, and co-created the world’s largest municipal customer service and leadership training initiative for Chicago Park District’s 3000 employees.

His Master and Strategic planning work with Atlanta, Broward County, Charlotte-Mecklenburg County, Indianapolis, Las Vegas, and San Diego, among others have recommended facility development and infrastructure improvements totaling over $2.5 billion, shaping a more equitable and accessible future for all. In addition, he has extensively worked all over California including City of San Diego, City of Carlsbad, City of San Clemente, Los Angeles County, Riverside County, City of Chino, City of Pasadena, Temple City, City of San José, City of Fremont, City of Gilroy and many others.

As a first-generation immigrant raised by three women and a father who always showed up, he hopes to model the same for his two kids. These life experiences are woven into his keynotes on next practices and trends, the art of storytelling, and magical customer service, and have inspired executives, professionals, startups, and students from Charlotte to China and from Switzerland to New Zealand.

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JASON ELISSALDE
Vice President

Next Practice Partners

Education
BA/2001/Communication and Media Studies/ Cal State University, Sacramento

Mr. Elissalde has 25 years of experience in training, development, and management both in the private and public sectors. Within his work in the public sector with organizations such as Enterprise Rent- A-Car, and Target; Jason would lead multiple teams and processes; receiving awards and commendations for his work in customer service, operational excellence, data analytics, and fiscal growth.

He would finally find his “Why” in his seven-plus years at Willamalane Park and Recreation District, where he was a key part of their National Gold Medal-winning team and take the lead in their, now, successful CAPRA accreditation process. He
championed the District’s workplace culture, with a focus on staff development and a “mission” focused approach to problem-solving, goal setting, and personal accountability.

A consultant, a CAPRA accreditation visitor, and a passionate Disney fan (ask him about his Tinker Bell story someday) committed to being an ally for those not in the room, he routinely speaks nationally on workplace culture, change management, purpose-driven leadership, and the importance of developing an emotional connection to the work we do and the communities we serve.

ED MATTHEWS
Organizational Strategist

Next Practice Partners

Education
Exec. Certificate in Strategic Leadership – Liberty University Masters in Liberal Studies – Fort Hays State University Bachelor of Science in Sports Management – Old Dominion University

Ed has over 25 years of experience leading innovation, equity, and operational excellence across municipal and federal government systems, including organizations with more than 220 full-time and 300 part-time employees and budgets exceeding $100 million in operations and capital improvement programs. His leadership reflects a forward-focused approach grounded in inclusion, innovation, and data-driven preparation for what is next.

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RHA Community Works - Next Practice Partners – PBK Architects 21 Besides leading a CAPRA Accredited Gold Medal Finalist Department, his national recognition includes a White House invitation for improving community wellness, a Distinguished Service Award from the Virginia Recreation and Park Society, and designation as a National Diversity Scholar from the National Recreation and Park Association.

He continues to shape the profession at every level through his work on the Board of Regents for the Supervisors’ Management School at North Carolina State University and as a National Trainer for the Commission for Accreditation of Park and Recreation Agencies.

Ed’s work has been pivotal in expanding community access to recreation services, fostering collaboration, and championing inclusive programming through strategic thought. His dedication to community-centered initiatives builds trust and lasting partnerships with those he serves and collaborates with.

He is currently a Doctoral Candidate and holds advanced certifications in Strategic Leadership, in addition to being a Certified Parks and Recreation Executive and Aquatic Facility Operator.

MARK GRAHAM
Architect, Principal

PBK Architects

Education
BA/Architecture, California Polytechnic University, Pomona

Active Registration
1995/Architect/26046/State of California
LEED Accredited Professional Green Associate – United States Green Building Council (USGBC)

With over 30 years of experience shaping public facilities across California, Mark is a longtime leader at PBK and a strong advocate for the role of design in strengthening communities. Since joining the firm in 1988, he has guided the planning and design of forward-thinking civic and educational environments that prioritize transparency, safety, functionality, and user experience. Mark’s expertise extends beyond project delivery to industry leadership, where he actively contributes to statewide committees and serves on the Board of Directors for the Coalition for Adequate School Housing (CASH), advancing best practices for public facility design and development.

Relevant past projects include:
• County of Riverside, French Valley Discovery Hangar and Early Learning Center • Time for Change Foundation, Black and Brown Opportunity Center for Profit (BBOP) Renovation
• Riverside USD, Jackson Elementary School Feasibility Study • Cucamonga SD, Ontario Center Elementary School Needs Assessment

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JOSEPH MONFREDA
Architectural Client Executive / Principal

PBK Architects

Education
BA/Apologetics, Simon Greenleaf University
Architecture Major, Mt. San Antonio College

Active Registration
LEED Accredited Professional Building Design + Construction – United States Green Building Council (USGBC)

Joe is a Principal at PBK with over 27 years of experience leading teams and managing projects from planning and design through construction administration and project closeout. He has delivered a wide range of public safety, civic, and higher education projects, with a strong focus on quality documentation, efficient project delivery, and successful agency approvals. Joe is known for fostering strong client relationships through clear communication and collaboration, while providing leadership that strengthens project teams, supports staff development, and drives successful project outcomes.

Relevant past projects include:
• West Valley Water District, Headquarters Master Plan
• City of Big Bear Lake Department of Water and Power, Headquarters Master Plan • Western Municipal Water District, Space Planning Services

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PROJECT ORGANIZATIONAL CHART

Doug Grove Managing Partner
Neelay Bhatt CEO
Doug Grove Principal Neelay Bhatt CEO
Scott Rice Principal Jason Elissalde Vice President
Andrew Lytle Project Manager
Jason Morado Vice President Mark Graham Principal
Joseph Monfreda Principal
RHA / Next Practice Partners
RHA Community Works Next Practice Partners
Public Outreach, Demographic & Trends,
Needs Assessment, Financial Plan,
Presentations
Site Analysis, Public Outreach,Site Design,
Cost Estimating, Presentations
PBK Architects
Facility programming, Space needs
assessments, Site analysis
Conceptual planning, Cost estimating,
Facility implementation recommendations
ETC Institute (Optional)
Statistically Valid Survey & Analysis

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CHAPTER FOUR - REFERENCES

The following pages highlight our experience performing work similar to the requested scope and include project descriptions, key outcomes, and client references for each project

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CITY OF BEAUMONT, CALIFORNIA

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CITY OF CARLSBAD, CALIFORNIA

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TOWN OF WINDSOR, COLORADO

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TOWN OF INDIAN TRAIL, NORTH CAROLINA

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JCSD PARKS & RECREATION, EASTVALE

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CITY OF INDIANAPOLIS, INDIANA

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CITY OF CHINO, CALIFORNIA

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PLEASANT HILL RECREATION & PARK DISTRICT, CA

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WEST VALLEY WATER DISTRICT, RIALTO, CA

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This time frame is estimated based on our experience preparing similar studies for other agencies. We will adjust as needed to best fit Beaumont’s goals and schedule.

CHAPTER SIX – COST PROPOSAL

Refer to separate file

Week:1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4

2.1.1 PROJECT INITIATION AND WORK PROGRAM

2.1.2 COMMUNITY AND MARKET ANALYSIS

2.1.3 STAKEHOLDER AND PUBLIC ENGAGEMENT

2.1.4 PROGRAM AND AMENITY IDENTIFICATION

2.1.5 FACILITY AND SITE ANALYSIS

2.1.6 CONCEPTUAL FACILITY FRAMEWORK

2.1.7 CAPITAL COST AND OPERATIONS ANALYSIS

2.1.8 PARTNERSHIP AND FUNDING STRATEGY

2.1.9 IMPLEMENTATION AND PHASING STRATEGY

2.1.10 FINAL REPORTING AND PRESENTATIONS
Month
6 Month
7 Month
8 Month
9 Month
10 Month
11 Month
12 Month
1 Month
2 Month
3 Month
4 Month
5

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CURRENT/OUTSTANDING CONTRACTS

Type Project Name Current Status

CONCEPTUAL DESIGN
Commercial Parkside Retail Center - Ontario Ranch Planning Commission review Commercial Stater Bros Markets #153 - Paramount Planning Commission review Commercial Express Car Wash - Corona City review
Commercial Express Car Wash - Moreno Valley City review Commercial Jade Plaza County review
Commercial Serrano Commerce Center 90% concept preparation Education Moreno Valley College Butterfly Garden 90% concept preparation Industrial Cordova and Flint Warehouse 90% concept preparation Parks Duke Watkins Park - Reverse Vending Machines preparing concept for Grant application Parks Jack Smith Park - Pickleball preparing concept for Grant application Parks Weston Park Redesign awaiting approval for DD plan preparation Parks Stengel Field Renovation at Verdugo Park pending concept approval by City / School District Parks Heritage Park Renovation preparing concept plans
Parks Larkin Park Renovation preparing concept plans
Parks Ryan Park Playground Renovation preparing concept plans Public Works Limonite City Entry Signage pending City selection of preferred sign concept Public Works Fire Station 302 - Hesperia pending County approval of conceptual landscape plan Home Building Chino 55 preparing concept plans

DESIGN DEVELOPMENT/ CONSTRUCTION DOCUMENTS
Church Calvary the Brook - New Church Campus 100% PS&E in County review Commercial Corydon Group 100% PS&E in Client review
Commercial Robertson's Ready Mix - Highland Auto Site currently preparing 30% PS&E Commercial Gateway Parkway Landscape currently preparing 100% PS&E Commercial Inland Kensworth Parkway currently preparing 100% PS&E Commercial Highway 74 Phase 2 currently preparing 100% PS&E Dispensary Wellgreens Riverside currently preparing 100% PS&E Educational F10 Athletic Building 100% PS&E in Client review Educational Menifee Valley MS Parking Lot 100% PS&E in Client review Educational Head Start Preschool - Rancho Cucamonga 100% PS&E in Client review Educational Twentynine Palms JHS - New Kitchen Addition 100% PS&E in Client review Educational Baker Family Learning Center 100% PS&E in Client review Educational Wilson Elementary School currently preparing 100% PS&E Educational Mira Loma Middle School 100% PS&E in Client review Educational Lincoln Elementary School Playground currently preparing 100% PS&E Educational Madison Elementary School Playground currently preparing 100% PS&E Educational K.L. Carver Elementary School currently preparing 30% PS&E Educational Roosevelt Elementary School Playground currently preparing 100% PS&E Educational Oasis Park at UCD currently preparing 100% PS&E Educational Will Rogers Middle School currently preparing 100% PS&E Educational Strathern Elementary School currently preparing 30% PS&E Educational Saddleback Valley College Student Services Center currently preparing 100% PS&E Educational Cuesta College Center Quad currently preparing 100% PS&E Educational Fullerton College Softball Field currently preparing 100% PS&E Educational Saddleback Valley College Central Plans currently preparing 100% PS&E Educational Valley College Drought Tolerant Landscape currently preparing 100% PS&E

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RHA Community Works - Next Practice Partners – PBK Architects 36 Parks Beaumont Sports Park - Lighting/ Play improvements currently preparing 30% PS&E Parks Mariposa Park (formerly 37th Street Park)60% PS&E set in Client review Parks Nicklaus Park Renovation currently preparing 90% PS&E for Phase 1 Parks Silverado Park Improvements currently preparing 60% PS&E Parks Palmer Park Renovation currently preparing 100% PS&E Parks Adams Square Mini-Park Playground 100% PS&E in City review Parks Christensen Accessible Park currently finalizing 100% PS&E Parks Veterans Park Sport Court currently finalizing 100% PS&E Parks Pinto Lake County Park Skatepark currently finalizing 100% PS&E Parks Eva Dell Park Improvements currently finalizing 100% PS&E Parks Walnut Park Improvements currently finalizing 100% PS&E Parks Sylvan Park Pump Track PSE 100% but on hold / awaiting funding Parks Palmdale Drytown currently finalizing 100% PS&E
Parks Lytle Creek Park Futsal Fields Solar Lighting currently finalizing 100% PS&E Parks Boysen Park currently preparing 60% PS&E
Parks Garvey Park currently preparing 30% PS&E
Parks Baldwin Hills Playground currently preparing 30% PS&E Parks Glen Helen Playground Improvement currently preparing 60% PS&E Parks Oasis Park Basin Upgrades currently preparing 30% PS&E Parks Ryon Park 100% PS&E set in City review
Parks Rio Hondo Park 100% PS&E set in City review
Parks Gilman Historic Ranch currently preparing 60% PS&E Parks Seccombe Lake Park currently finalizing 100% PS&E Public Works Ontario Town Square Restroom and Green Room awaiting City guidance on 30% set Public Works SB County Fire - North Desert Fire Admin HQ currently preparing 30% PS&E Public Works Safer Streets currently preparing 30% PS&E Public Works Magnolia Avenue Bridge Widening 90% PS&E set in City review Public Works La Palma Water Treatment Facility - Landscape 100% PS&E set in City review Public Works Victor Valley C&D Facility 100% PS&E set in Client review Public Works Crescent Avenue Median 100% PS&E set in City review Public Works Knott Avenue/ 8th Street Rehabilitation 100% PS&E set in City review Public Works San Bernardino County Probation - Barstow Office 100% PS&E set in County review Public Works Riverside County Registrar of Voters Phase 2B 100% PS&E set in County review Public Works Riverside Univ Health - NPC-5 Water Tanks 100% PS&E set in County review Public Works Murrieta Creek Bridge 100% PS&E set in City review Public Works Fire Station 73 100% PS&E set in City review Public Works Confidential Project 100% PS&E set in Tribal review Public Works Landscape Assessment 100% PS&E set in City review Public Works Crestview LMD Slope Landscape 100% PS&E set in City review Public Works Right of Way Turf Conversion 90% PS&E set in City review Public Works French Valley HHW Collection Facility currently finalizing 100% PS&E Public Works Yucca Valley High Desert Museum waiting for approval of contract for construction documents Public Works Harada House Rehabilitation currently preparing 60% PS&E Public Works EMWD Cawston Sewage Lift Station currently preparing 60% PS&E Public Works Lompoc Library currently finalizing 100% PS&E Home Building Tr. 37803 - Perris 90% PS&E set in Client review Home Building Tr. 33725 - Tuscany Crest - Lake Elsinore 100% PS&E set in City/ Fire review Home Building Heritage Landing Models currently preparing 30% PS&E Home Building Richmond American - Lancaster currently finalizing 100% PS&E Home Building Highland Hills Models currently finalizing 100% PS&E Home Building Saddleback Temescal Valley currently finalizing 100% PS&E Home Building Palm Villas at Millennium currently finalizing 100% PS&E Home Building Pulte Park West Park currently finalizing 100% PS&E Home Building Gateway Park currently finalizing 100% PS&E Home Building Miralon currently preparing 60% PS&E

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BIDDING
Commercial North Natomas Town Center ADA Improvements Client soliciting Design/Build bids Commercial Desert Hills Premium Outlets Owner preparing to issue bid documents Parks Yucaipa Regional Park Snack Bar Improvements County reviewing Job Order Contract Public Works Carolyn Owens Comm Center Demonstration Garden City preparing to issue bid documents Public Works Indio Public Safety Campus Phase 2 City preparing to issue bid documents Public Works Bellegrave and Sumner Beautification City preparing to issue bid documents Public Works Citywide Median Landscape City preparing to issue bid documents Public Works Eisenhower Memorial Expansion bids due 6/16/26 Public Works US District Court - Landscape County reviewing Job Order Contract Public Works 14th Street Drinking Fountains City rebidding Job Order Contract Educational Imperial Elementary School Softball Field School district issuing bid documents Educational Del Sol TKK Classroom Building Addition - Phase 1 School district issuing bid documents Educational LAMC Campus Wide Electrical Equipment and Site Lighting School district issuing bid documents Public Works Irwindale Civic Center Improvements City preparing to issue bid documents

CONSTRUCTION
Educational Shadow Hills HS - New Wrestling Room
Educational SJHS Classroom Expansion In construction
Educational Inglewood USD - Oak Street TK-K In construction Educational Mayfair High School Sports Fields In construction Educational Inglewood TK-K Classroom Campus In construction Educational MVUSD Elementary School No 5 In construction Educational Cuesta College North Campus Instructional Building In construction Educational LA Pierce College Irrigation Renovation In construction Educational Franklin Elementary School In construction
Parks De Anza Park Renovation anticipated completion December 2026 Parks Shalimar Park anticipated completion November 2026 Parks Ronald Reagan Sports Park - Skate Park Renovation anticipated completion September 2026 Parks Dolores Huerta Park anticipated completion August 2026 Parks Springbrook Estates Sports Park Punch list walk
Parks Kiley Park Punch list walk
Parks Terracina Park Awaiting security camera installation Parks Central Park Tennis Courts Renovation In construction Parks Yucca Valley Athletic Facility In construction
Parks Patterson Park In construction
Parks College Park Construction to start in August
Parks River Park RV Sites In construction
Public Works Euclid Avenue City Gateway Improvement anticipated completion July 2026 Public Works Indio City Hall and Library Replacement Phase 2 under construction Public Works Redlands Police Department - New Safety Hall site demolition underway Public Works Riverside Police Department prepping for site demolition Public Works North Sphere Fire Station and Median Improvements In construction Public Works Smith Park Aquatic Center In construction
Home Building Tr. 36557 - Terracina production lots ongoing Home Building Pulte Park West Typicals and Walls In construction Healthcare Prime Desert Valley Hospital ED Expansion In construction

POST-CONSTRUCTION
Education Pepperdine Baseball Field Parking Pending as-built preparation Healthcare Moreno Valley Childcare Courtyard Pending as-built preparation Parks Foss Field Park Renovation and Expansion Close-out Parks Mead Valley Sports Field Close-out
Parks Countryview Park - ADA Evaluation pending final revisions by contractor Parks Hidden Valley Nature Center assessing Bain Fire damage Public Works Fire Station 49 - Desert Center Close-out

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MUNICIPAL SUPPORT SERVICES
CASp / ADA On-Call Certified Access Specialist Services ongoing -contract renews in 2026 Plan Check Landscape Plan Review ongoing -contract renews in 2026 Plan Check Landscape Plan Review ongoing -contract renews in 2027 Plan Check Landscape Plan Review ongoing -contract renews in 2030 Plan Check Park and Landscape Plan Review ongoing -contract renews in 2027 Inspection Landscape Inspection ongoing -contract renews in 2027 Inspection Landscape Inspection ongoing -contract renews in 2030 LMD Mgmt Landscape Maintenance Dist - Contractor Mgmt.ongoing -contract renews in 2026 Plan Check Landscape Plan Review ongoing -contract renews in 2027 Plan Check Landscape Plan Review and Inspection ongoing -contract renews in 2027 Plan Check Landscape Plan Review ongoing -contract renews in 2027

MASTER PLANS
Parks Upland Parks and Open Space Master Plan Community survey in process Parks Fountain Valley Parks and Recreation Master Plan Finalizing plan for presentation in July Parks South Pasadena Parks Comprehensive Plan Finalizing plan for presentation in August Parks Redlands Parks Master Plan Finalizing plan for presentation in July Parks Norco Parks and Recreation Needs Assessment Finalizing plan for presentation in August

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Staff Report

TO: Honorable Mayor and Members of the City Council
FROM:

BY:

Christopher Ramos, Chief of Police
Nathan Lunt, Police Lieutenant
DATE: August 18, 2026
SUBJECT: Approval of a Two-Year Agreement Between the City of Beaumont and Riverside County for an Emergency Services Coordinator with the County of Riverside Emergency Management Department

Description: Request to approve Two-Year Agreement with Riverside Emergency Management Department (EMD) for Emergency Management Services, in the amount of $195,000 per year for a total cost of $390,000.

Motion:

If the City Council determines that staff’s recommendation is appropriate, the following motion is provided:

I move that City Council approve an agreement for Emergency Management Services between the City of Beaumont and Riverside County EMD in the amount of $195,000 per year for a total cost of $390,000.

Recommendation:

Authorize the City Manager to execute an Agreement for an Emergency Services Coordinator (ESC) between the County of Riverside and the City of Beaumont.

Discussion:

Effective emergency preparedness is essential to protecting the community, maintaining continuity of City operations, and ensuring a coordinated response when disasters occur. During a declared local emergency, the City may be eligible for state and federal reimbursement for certain response and recovery costs; however, eligibility depends on having the proper emergency management systems, documentation, training, and procedures in place before an emergency occurs. Maintaining trained staff, current emergency plans, and established Incident Command System (ICS) protocols

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strengthens the City’s ability to respond effectively while also positioning Beaumont to maximize available reimbursement and recovery resources following an emergency.

The County of Riverside EMD offers local jurisdictions the opportunity to contract for an assigned ESC through a partnership agreement. The contract position provides expertise in establishing and coordinating the City’s emergency services planning, response, and recovery. They will provide training and preparedness of City staff to ensure safety and situational awareness during any emergency event.

The Beaumont Police Department oversees the City’s emergency preparedness operations. The proposed ESC position will provide 40 hours of on -site service per week.

The ESC will be responsible for reviewing and implementing the Local Hazard Mitigation Plan (LHMP) and the Emergency Operations Plan (EOP). These documents will assist in implementing best practices in emergency management, with the County's assistance and expertise. They will also deliver training for staff, first responders, and key stakeholders, such as Community Emergency Response Team (CERT) and Incident Command System (ICS) principles/structure. Any Riverside EMD grants the city qualifies for will be applied for and maintained by the ESC.

The Riverside EMD will provide 24/7 emergency support through the County’s Duty Officer Program.

Fiscal Impact:

A two-year agreement with Riverside County EMD for an Emergency Services Coordinator is $195,000 per year, for a total of $390,000. Any additional hours worked beyond 40 hours within a 40-hour work week on behalf of the City of Beaumont will be invoiced at the personnel’s hourly rate. Overtime and extraordinary costs shall be calculated at 1.5 times the current employee rate for EMD staff. Cost savings may also be realized through EMD’s experience and expertise in applying for FEMA grants and cost recovery.

The first year of the agreement will be prorated from July 1, 2026, based on the start date of the ESC. This is based on the 1st Quarter billing cycle of Riverside County EMD beginning July 1st of each year. Sufficient funds are included in the Police Department FY 2026-27 budget for the first year of this contract. However, staff will include an adjustment in the m id-year budget update to account for this added expense.

Alternatives:

City Council may deny the staff recommendation and provide alternate direction.

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Attachments:

A. Agreement for Emergency Management Department Unified Services Between the County of Riverside and the City of Beaumont.

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Agreement No.

AGREEMENT FOR

EMERGENCY MANAGEMENT DEPARTMENT UNIFIED SERVICES

BETWEEN THE

COUNTY OF RIVERSIDE AND THE AGENCY

This Agreement is made as of DATE between the County of Riverside ("County") and ("Agency"). The parties agree as follows:

1. This Agreement is effective from September 1, 2026, through June 30, 2028.

2. Through its Emergency Management Department ("EMD"), the County shall provide to the Agency the services of an Emergency Services Coordinator ("EMD Unified Services (EMDUS)") as described in Exhibits A, B, C & D.

3. The Agency shall pay the County for these EMDUS as stated in Exhibit B.

4. Either party may terminate this Agreement without cause upon 90 days’ written notice to the other party.

The Agreement may be terminated with cause upon 30 days’ written notice to the other party. The County shall be entitled to receive compensation for all properly provided services rendered prior to termination.

5. If the Agency does not appropriate funds in its budget for payment, the Agency shall immediately notify the County in writing that such funds are not forthcoming. Such a notice shall be deemed cause for termination by the County or Agency. The County shall nevertheless be entitled to payment for properly provided services rendered prior to termination.

6. At all times during the performance period of this Agreement, the County shall maintain insurance or self- insurance reasonable and appropriate for a public entity the size of the County.

7. The County shall indemnify and hold harmless the Agency, its departments, agencies, districts, officials, officers, and employees from any liability, claim, damage, or action based or asserted upon any act or omission of the County relating to this Agreement, including but not limited to property damage, personal injury or death.

8. The Agency shall indemnify and hold harmless the County, its departments, agencies, districts, officials, officers, and employees from any liability, claim, damage, or action based or asserted upon any act or omission of the Agency relating to this Agreement, including but not limited to property damage, personal injury, or death.

9. The County shall maintain and keep records related to the EMDUS rendered in accordance with applicable County standards. In addition to their rights under applicable law, the Agency and its employees and agents shall have the right to review and audit such records during the County's normal business hours upon request and reasonable advance notice by the Agency.

10. The laws of the State of California shall govern this Agreement. The venue shall be in an appropriate court located in Riverside County, and the parties waive any provision of the law providing for a change of venue to

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another location.

11. This Agreement shall be administered by the Director of EMD, or their designee, on behalf of the County and by the Authorized Agent, or their designee, on behalf of that Agency.

12. Notices issued pursuant to this Agreement shall be sent via U.S. Mail to the following:

TO COUNTY:

Emergency Management Department
450 E. Alessandro Blvd.

Riverside, CA 92508
Attn: Emergency Services Manager
TO AGENCY:

City of Beaumont
550 E. 6th Street
Beaumont, CA 92223
Attn: Authorized Agent

13. This Agreement may be executed in any number of counterparts, each of which will be an original but all of which together will constitute one instrument. Each party to this Agreement agrees to the use of electronic signatures, such as digital signatures that meet the requirements of the California Uniform Electronic Transactions Act ("CUETA," Civ. Code, §§ 1633.1 to 1633.17), for executing this Agreement. The parties further agree that the electronic signatures of the parties included in this Agreement are intended to authenticate this writing and to have the same force and effect as manual signatures. An electronic signature means an electronic sound, symbol, or process attached to or logically associated with an electronic record and executed or adopted by a person with the intent to sign the electronic record pursuant to the CUETA as amended from time to time. CUETA authorizes the use of an electronic signature for transactions and contracts among parties in California, including a government agency. A digital signature means an electronic identifier created by a computer, intended by the party using it to have the same force and effect as the use of a manual signature, and shall be reasonably relied upon by the parties. For purposes of this section, a digital signature is a type of "electronic signature" as defined in subdivision (i) of Section 1633.2 of the Civil Code.

14. This Agreement represents the full and final agreement between the parties related to this subject matter; no prior oral or written agreements shall apply. This Agreement may be modified or altered only by a written amendment signed by authorized representatives of both parties.

AGREED:

County of Riverside

By:_________________________________
Dan Bates, Director
Emergency Management Department
Date: _______/________/________

City of Beaumont

By:_________________________________
Name, Title
City of Beaumont
Date: _______/________/_______

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EXHIBIT A

SCOPE OF SERVICE

1. EMD – YOUR PARTNER IN COMPREHENSIVE EMERGENCY MANAGEMENT In today’s unpredictable environment, ensuring the safety and resilience of your community is paramount.

Partnering with Emergency Management Department Unified Services (EMDUS) offers your Agency a comprehensive, expert-driven approach to emergency management, delivering significant benefits that empower your community to prepare effectively, respond to and recover from disasters. Riverside County’s Emergency Management Department is one of only three counties in California and one of 78 governmental programs nationwide to be certified through the Emergency Management Accreditation Program (EMAP). This certification highlights the county's unwavering commitment to upholding the highest standards in emergency management. It further reinforces Riverside County's dedication to maintaining a well-organized, efficient, and resilient emergency response system. By partnering with Riverside County, your Agency can benefit from proven best practices and expert guidance, enhancing disaster preparedness, improving response coordination, and streamlining recovery efforts.

1.1 The Unified Services Model: A Coordinated Approach to Emergency Management The Unified Services Model, as implemented by EMDUS, is a comprehensive and coordinated approach to emergency management that ensures all agencies, departments, and organizations will work together seamlessly at every stage of an emergency—before, during, and after a crisis. This model promotes collaboration between Riverside County Departments, Special Districts, School Districts, Non-Governmental Organizations (NGOs), and nonprofits, creating a unified network that can effectively respond to and recover from emergencies. By integrating these diverse stakeholders, the Unified Services Model enables the efficient allocation of resources, enhances communication, and minimizes duplication of efforts. This collaborative framework strengthens the overall emergency management system, ensuring that all partners are aligned in their efforts to protect the community, reduce risk, and enhance resilience in the face of disasters. Through Unified Services, Agency wil be better equipped to handle complex emergencies, ensuring a more adaptive and coordinated response.

1.2 Comprehensive Strategic Planning for Emergency Preparedness Effective emergency preparedness requires the development and implementation of strategic plans that address the Agency’s-wide risks and vulnerabilities. These plans should be informed by input from all relevant stakeholders, including government agencies, first responders, community organizations, and private sector partners. By fostering collaboration and incorporating diverse perspectives, Agency will be able to create well-rounded emergency plans that enhance response coordination and resilience. A proactive approach to strategic planning ensures that potential threats are identified, resources are allocated efficiently, and communities are better equipped to handle emergencies when they arise.

1.3 Strengthening Preparedness Through Training and Exercises Conducting joint training sessions and emergency drills is essential for ensuring that all partners involved in emergency response are well-prepared and able to collaborate effectively during a crisis.

These exercises provide a valuable opportunity for responders to practice their roles, familiarize themselves with protocols, and identify potential gaps in their plans. By simulating real-world scenarios, training sessions help build trust and communication among all parties, including local agencies, first responders, and community organizations. Regularly scheduled drills ensure that

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everyone involved is capable of working together seamlessly under pressure, enhancing the overall efficiency and effectiveness of the emergency response.

1.4 The Importance of Unified Coordination in Emergency Response Unified coordination is essential for ensuring a seamless and effective emergency response. By streamlining communication and operations among local government entities, emergency services, and community partners, a unified approach fosters collaboration while minimizing the risk of confusion or duplication of efforts. This coordinated effort ensures that all parties are aligned toward common goals, with clearly defined roles and responsibilities for each entity involved. Establishing a centralized system for decision-making and information sharing will enable Agency to respond quickly and efficiently to emergencies. Ultimately, this enhanced coordination improves the overall effectiveness of disaster response and recovery, ensuring that resources are utilized optimally and that communities are better protected during times of crisis.

1.5 The Role of Resource Sharing in Enhancing Emergency Response and Recovery Resource sharing is a crucial element in improving the overall effectiveness of emergency preparedness, response, and recovery efforts. By pooling personnel, equipment, facilities, and expertise from various agencies, can optimize their resources and address any gaps in capabilities.

This collaborative approach ensures that critical assets, such as specialized equipment or highly trained personnel, are deployed efficiently to areas where they are needed most, reducing response times and improving the effectiveness of disaster management. Furthermore, resource sharing strengthens the system's resilience by allowing greater flexibility and adaptability in the face of emergencies. This unified approach not only enhances the response and recovery process but also fosters a more agile and resourceful emergency management framework capable of handling diverse challenges.

1.6 Community Resilience
Building community resilience involves actively engaging schools, nonprofits, and NGOs to support a range of critical services during and after a disaster. These organizations play a vital role in providing shelter, mental health assistance, food distribution, and recovery programs, ensuring that the needs of affected individuals and families are met. Schools can serve as emergency shelters or distribution points, while nonprofits and NGOs often have established networks and expertise in offering immediate relief and long-term recovery assistance. By collaborating with these community-based groups, agencies can create a more robust and comprehensive support system that promotes recovery and strengthens the community's ability to bounce back from future crises.

1.7 Enhancing Emergency Management through Service Integration and Collaboration By integrating services across various sectors, agencies can greatly improve the efficiency and effectiveness of their emergency management efforts. This collaborative approach streamlines processes reduces redundancy and ensures that resources are deployed where they are needed most, allowing for a more responsive and agile system. Integrating services promotes better coordination between local government agencies, emergency responders, healthcare providers, and community organizations, creating a unified front when responding to disasters. This interconnected framework not only strengthens the immediate response but also builds a more resilient system that protects residents and critical infrastructure. Ultimately, by fostering collaboration and integration, agencies can enhance their ability to adapt to and recover from future emergencies, creating a safer, more prepared community.

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2. STRENGTHENING EMERGENCY MANAGEMENT THROUGH STRATEGIC COLLABORATION AND

SPECIALIZED SUPPORT
EMDUS partners directly work with your leadership to provide specialized coordination and strategic guidance across all facets of emergency management. This collaboration streamlines critical operations, ensures compliance with industry standards, and delivers a fully unified program that enhances preparedness, response, recovery, and mitigation efforts. By working with EMDUS, Agency will gain access to expertise and leadership that ensures a comprehensive, well-organized response to any emergency, such as:

2.1 Strengthening Emergency Response with Specialized Personnel Support EMDUS strengthens Agency's emergency response capacity by providing highly qualified, dedicated emergency management personnel who seamlessly integrate with your local agencies. Depending on your service level, EMDUS assigns an Emergency Services Coordinator (ESC) who oversee the overall management of emergency operations, while a backup Emergency Management Program Supervisor (EMPS) ensures continuity of leadership and decision-making in the absence of the ESC. This dual support structure ensures that Agency remains well-prepared and responsive, improving the effectiveness and coordination of your emergency management efforts. By bolstering your team with EMDUS personnel, Agency enhances its resilience and capability to navigate any crisis.

2.2 Unlocking Key Benefits Through Partnership with EMDUS Partnering with EMDUS offers Agency dedicated support, strategic collaboration, and access to critical funding opportunities. The expertise and leadership provided by EMDUS professionals help ensure Agency is thoroughly prepared for emergencies. These specialists offer invaluable guidance on best practices, operational strategies, and disaster readiness. EMDUS personnel serve as the primary point of contact for all emergency management activities, acting as liaisons between local agencies, departments, and external organizations. This coordination fosters seamless communication, reduces confusion during crises, and ensures resources are mobilized efficiently. By working with EMDUS, Agency enhances its emergency management capabilities while also benefiting from vital funding opportunities and a more resilient community.

2.3 Building Stronger Emergency Networks Through Strategic Collaboration EMDUS plays a vital role in fostering collaboration among local, county, state, and federal agencies, as well as private-sector and community organizations. Through these strategic partnerships, EMDUS ensures a well-coordinated and efficient approach to emergency management, creating a network of stakeholders capable of quickly mobilizing resources and responding to emergencies. By integrating the strengths of government agencies, private-sector entities, and non-profit organizations, this collaborative framework improves communication, resource distribution, and crisis response. EMDUS strengthens the collective ability of all parties involved, ensuring that communities recover quickly and become more resilient in the face of future disasters.

3. IMPROVED FISCAL RECOVERY AND RISK REDUCTION IN EMERGENCY MANAGEMENT Effective fiscal recovery and risk reduction are crucial in the mitigation and recovery phases of emergency management. These efforts ensure that agencies can efficiently restore operations, minimize financial losses, and enhance resilience against future disasters. Adopting best practices and compliance with regulatory frameworks such as the California Standardized Emergency Management System (SEMS), the National Incident Management System (NIMS), and laws such as AB 2140 significantly improve these outcomes.

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3.1 Fiscal Recovery in Mitigation and Recovery Phases
Pre-disaster financial planning plays a vital role in ensuring agencies have the resources needed to respond effectively to emergencies. Establishing dedicated emergency funds and pre-arranged financial mechanisms allows for rapid response and recovery efforts. Conducting thorough risk assessments and cost-benefit analyses helps prioritize mitigation projects. Additionally, reducing financial exposure through risk transfer mechanisms, such as insurance and contingency funds, provides an added layer of financial security against unforeseen disasters.

3.2 Maximizing Financial Efficiency in Post-Disaster Recovery Maximizing the efficient use of federal and state funds is critical for agencies seeking financial stability post-disaster. By leveraging federal programs such as Federal Emergency Management Agency’s (FEMA) Public Assistance and Hazard Mitigation Grant Programs, agencies can offset the high costs associated with emergency response and recovery. Similarly, utilizing state disaster relief funds and insurance mechanisms provides additional financial support. Ensuring strict compliance with financial reporting requirements is necessary to maintain eligibility for future funding, avoid de- obligation, and ensure a steady stream of resources for ongoing recovery efforts.

3.3 Effective Grant Support and Compliance for Disaster Recovery Streamlined grant management and compliance processes ensure that agencies can effectively secure and utilize funding without the risk of financial mismanagement. Compliance with funding requirements prevents the de-obligation of critical funds, ensuring they remain available for essential recovery efforts. Transparent financial tracking and auditing systems help optimize resource allocation, ensuring that funds are used efficiently and effectively. Proper training for staff on grant administration best practices further mitigates the risk of financial mismanagement, ensuring that all funding sources are managed responsibly.

3.4 Leveraging Public-Private Partnerships for Disaster Recovery Public-private partnerships serve as a key component in supporting disaster recovery efforts.

Engaging with private sector entities to fund and implement recovery initiatives allows agencies to expand their financial resources beyond government funding. Encouraging community-based financial resilience programs further supports individuals and businesses, promoting economic stability. Collaborations with non-profits provide additional funding and logistical support, allowing for a more comprehensive and effective disaster response and recovery strategy.

4. RISK REDUCTION DURING MITIGATION AND RECOVERY
The implementation of hazard mitigation plans is an essential strategy for reducing risks during the recovery phase. By identifying vulnerabilities and investing in both structural and non-structural mitigation measures, agencies can strengthen their resilience against future disasters. Incorporating land-use planning, infrastructure improvements, and building code enhancements helps minimize risks while ensuring community safety. Regular updates and reassessments of mitigation strategies ensure that plans remain relevant and adaptable to evolving threats.

4.1 Enhancing Community Preparedness for Risk Reduction Strengthening community preparedness is another vital component of risk reduction. Conducting public education campaigns and emergency drills equips residents with the knowledge and skills needed to respond effectively in emergencies. Establishing resilient communication systems and emergency response protocols enhances coordination and response efforts during disasters.

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Providing incentives for residents and businesses to engage in preparedness activities fosters a culture of resilience and proactive risk management.

4.2 Integrating Climate Adaptation into Disaster Mitigation Integrating climate adaptation strategies into disaster mitigation efforts further enhances an agency’s ability to withstand environmental hazards. Utilizing climate data to inform mitigation planning ensures that strategies remain aligned with evolving climate risks. Enhancing natural disaster defenses, such as floodplain management and wildfire buffer zones, reduces exposure to climate- related disasters. Incorporating green infrastructure and nature-based solutions helps mitigate climate risks while promoting environmental sustainability.

5. BENEFITS OF COMPLIANCE WITH SEMS, NIMS, AND RELEVANT LAWS Adherence to SEMS, NIMS, and relevant laws provides multiple benefits to agencies, including enhanced coordination and communication. Ensuring interoperability between local, state, and federal agencies during emergencies streamlines response efforts and reduces duplication. Strengthening mutual aid agreements and multi-agency coordination efforts enhances efficiency, ensuring that agencies can effectively manage emergency situations.

5.1 Expanding Funding Opportunities Through Compliance
Increased funding opportunities are another key beneﬁt of compliance. Many federal and state disaster relief programs require adherence to SEMS and NIMS as a prerequisite for receiving funds. AB 2140 allows local agencies to integrate their hazard mitigation plans into their general plans, making them eligible for additional ﬁnancial relief. Demonstrating adherence to best practices also attracts grant funding and private investment, further bolstering ﬁnancial resources.

5.2 Legal and Regulatory Protection Through Compliance
Legal and regulatory protection is a crucial beneﬁt of adhering to established standards, providing agencies with a solid foundation to justify their actions in legal and regulatory contexts. Compliance with national best practices reduces liability risks by demonstrating due diligence, minimizing legal exposure, and mitigating costly disputes. It strengthens the legal justiﬁcation for emergency decisions, ensuring that actions align with recognized frameworks and are defensible in court. By following regulatory guidelines, agencies reduce exposure to litigation and avoid claims of arbitrary decision- making, fostering public trust and operational consistency. Ultimately, compliance serves as a safeguard against legal challenges, allowing agencies to focus on effective emergency response and governance without the burden of legal uncertainties.

5.3 Enhancing Disaster Response through Standardized Command Structures and Coordination Improved disaster response efficiency is directly tied to the establishment of standardized command structures. These structures provide a clear, organized framework for emergency personnel, ensuring that decision-making is streamlined and that all responders are operating with a shared understanding of their roles and responsibilities. The implementation of a standardized command system not only reduces confusion during a crisis but also allows for more rapid and effective decision-making. In addition, continuous training and preparedness efforts contribute to better response times and more coordinated efforts across all teams. When elected officials and emergency management professionals work closely together, the overall disaster response is strengthened, ensuring that the response is not only fast but also effective in meeting the needs of the community. By fostering a uniﬁed approach, agencies can better manage resources, communicate effectively, and ultimately minimize the impact of disasters on residents and critical infrastructure.

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5.4 Building Community Resilience and Economic Stability Through Effective Disaster Management Community resilience and economic stability are vital outcomes of a well-executed disaster management strategy. When disaster response and recovery efforts are carried out efficiently, recovery times are signiﬁcantly reduced, minimizing economic disruptions. This allows businesses to resume operations quickly, ensuring that local economies remain functional. In addition, strengthening infrastructure and investing in preparedness measures help lower the long-term costs associated with disaster recovery, alleviating the ﬁnancial strain on agencies. Effective disaster management provides a solid foundation for economic recovery by safeguarding local businesses, maintaining workforce stability, and protecting tax revenue streams. As a result, communities are better equipped to remain ﬁnancially viable and continue to thrive, even in the aftermath of a disaster, promoting sustained growth and stability in the long run.

5.5 Public Scrutiny, Loss of Confidence, and Political Fallout Failure to implement effective fiscal recovery and risk reduction measures can lead to significant public scrutiny, eroding trust in Agency. Poor financial recovery efforts can result in public outrage, creating pressure on leadership to justify their decisions and actions.

Ineffective disaster management can also lead to political consequences, including loss of public office, diminished credibility, and reputational damage for staff and politicians.

Moreover, failure to comply with state and federal regulations may trigger audits, funding withdrawal, and potential legal actions against the Agency.

5.6 Enhancing Fiscal Recovery and Risk Reduction Through Regulatory Compliance Agency’s commitment to adhering to the SEMS, NIMS, AB 2140, and national best practices plays a crucial role in strengthening its financial resilience and disaster recovery capabilities.

By proactively integrating these frameworks into emergency management operations, agencies can ensure more efficient financial management, access critical funding opportunities, and minimize the risk of funding de-obligation. Compliance with these standards also streamlines disaster response and mitigation efforts, enabling agencies to respond swiftly and effectively to emergencies while reducing long-term recovery costs.

Ultimately, these measures foster a more resilient and financially stable community, better equipped to withstand and recover from future disasters.

6. SPECIALIZATION IN THE FOUR PHASES OF EMERGENCY MANAGEMENT Our expertise spans the four essential phases of emergency management, ensuring a proactive, coordinated, and effective approach to disaster preparedness, response, recovery, and mitigation.

Emergency management is a dynamic and continuous process aimed at minimizing the impact of disasters, protecting lives and property, and strengthening community resilience.

By integrating the following four phases into a comprehensive emergency management strategy, we help agencies, organizations, and communities anticipate potential hazards, respond efficiently, and recover resiliently. Our approach is rooted in collaboration, innovation, and a deep commitment to ensuring safety and preparedness at every level, such as:

6.1 Mitigation: Building a Resilient Foundation Through Proactive Mitigation and Strategic Planning

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Effective mitigation requires a proactive approach to addressing hazards, strengthening community resilience, and securing essential funding to support long-term risk reduction efforts. A strong disaster resilience foundation begins with identifying vulnerabilities, assessing potential threats, and implementing strategic planning measures that prioritize public safety and infrastructure protection.

EMDUS plays a critical role in this process by conducting a comprehensive Hazard Identification and Risk Assessment (HIRA) for the Agency, ensuring that all potential risks are thoroughly analyzed and addressed. Through the integration of targeted mitigation strategies, such as infrastructure enhancements, land-use planning, and community education initiatives, EMDUS helps agencies reduce exposure to disasters, minimize financial losses, and create a safer, more resilient future, such as:

6.1.1 Land Use Planning - Land use planning and building codes play a critical role in disaster risk reduction by ensuring that developments align with safety regulations designed to minimize the impacts of natural and human-made disasters. Effective land use planning helps identify hazard-prone areas, guiding development away from regions susceptible to floods, earthquakes, wildfires, and other threats. By implementing zoning laws and environmental assessments, agencies can control where and how structures are built, reducing vulnerabilities and enhancing community resilience.

6.1.2 Building Codes - Building codes complement land use planning by establishing construction standards that improve structural integrity and occupant safety. These regulations mandate the use of disaster-resistant materials, proper engineering techniques, and design features that mitigate risks associated with extreme weather events, seismic activity, and other hazards. Regular code updates based on scientific research and lessons learned from past disasters ensure that buildings remain resilient to emerging threats.

6.1.3 Infrastructure Resilience - Strengthening critical infrastructure is vital for community resilience and the continuity of essential services during disasters. Key systems like transportation, energy, water, and healthcare must withstand hazards such as earthquakes, floods, and cyberattacks. This requires hazard-resistant design, including seismic retrofitting, flood barriers, and smart grids, along with regular maintenance and risk assessments to prevent costly damage. Integrating technologies like real-time monitoring and predictive analytics enhances early detection and mitigation. By investing in resilient infrastructure, governments and organizations improve disaster preparedness, recovery capabilities, and long-term security for communities.

6.1.4 Community Education - Community education is crucial for promoting awareness and preparedness, ensuring that individuals and businesses understand risks and know how to respond effectively to disasters. Public outreach programs, workshops, and emergency drills help equip communities with the knowledge and skills needed to mitigate risks, develop emergency plans, and access critical resources. Schools, workplaces, and local organizations play a key role in spreading preparedness messages, while digital platforms and social media enhance real-time communication. By fostering a culture of awareness and readiness, community education empowers people to take proactive measures, reducing the overall impact of disasters and strengthening resilience.

6.1.5 Environmental Management - Environmental management plays a vital role in mitigating disaster risks by protecting and preserving natural resources that serve as natural barriers against hazards. Healthy ecosystems, such as wetlands, forests, and mangroves, help absorb floodwaters, reduce soil erosion, and buffer against extreme weather events. Sustainable land-use practices, reforestation efforts, and pollution control measures contribute to long- term environmental resilience, minimizing the impact of disasters like droughts, landslides, and wildfires. Additionally, integrating environmental conservation into disaster planning

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ensures that communities not only reduce their vulnerability but also promote sustainable development. By safeguarding natural resources, environmental management strengthens resilience and enhances the ability to withstand and recover from disasters.

6.1.6 Enhancing Mitigation - EMDUS plays a vital role in enhancing mitigation programs by helping agencies secure essential funding for disaster mitigation through expert guidance on grant applications and compliance. By assisting communities in identifying eligible projects, developing strong proposals, and aligning with federal and state funding criteria, EMDUS ensures access to key programs like FEMA’s Hazard Mitigation Grant Program (HMGP), Building Resilient Infrastructure and Communities (BRIC), and the Flood Mitigation Assistance (FMA) program. Additionally, developing a Local Hazard Mitigation Plan (LHMP) enables communities to assess vulnerabilities, prioritize risks, and create strategic actions to reduce disaster impacts. An approved LHMP enhances eligibility for federal funding, supporting risk reduction projects that improve public safety, infrastructure resilience, and long-term community preparedness, such as:

6.1.6.1 Building Resilient Infrastructure and Communities (BRIC) – The BRIC program is a federal hazard mitigation initiative administered by the Federal Emergency Management Agency (FEMA). Designed to reduce risks before disasters occur proactively, BRIC provides funding and resources to support state, local, tribal, and territorial (SLTT) governments in strengthening community resilience against natural hazards.

6.1.6.2 Flood Mitigation Assistance (FMA) – The FMA program is a federal grant initiative managed by FEMA. Designed to reduce or eliminate the risk of repetitive flood damage, FMA provides funding to SLTT governments for projects that help mitigate flood hazards in high-risk areas.

6.1.6.3 Hazard Mitigation Grant Program (HMGP) – The HMGP is a federal program administered by FEMA that provides funding to SLTT governments to implement long- term hazard mitigation measures. The goal of HMGP is to reduce the impact of future disasters, enhance community resilience, and decrease the reliance on federal disaster recovery assistance.

6.1.6.4 Grants Coordination and Support – Securing Funds for Risk Reduction. Grants during this phase focus on reducing risks and preventing future disasters. Key funding sources include:

6.1.6.4.1 Hazard Mitigation Grant Program (HMGP) – Provides funding to states, tribes, and local governments for long-term hazard mitigation projects that reduce disaster risks and protect lives and property.

6.1.6.4.2 Emergency Management Performance Grant (EMPG) – supports SLTT emergency management agencies in building and sustaining preparedness capabilities under the National Preparedness System.

6.1.6.4.3 State Homeland Security Program (SHSP) – Provides risk-based funding to support prevention, protection, mitigation, response, and recovery efforts against terrorism and other threats.

6.1.6.5 California Assembly Bill 2140 (AB 2140) – This legislation enhances cost-sharing opportunities under the California Disaster Assistance Act (CDAA) for communities that integrate their LHMP into the Safety Element of their General Plan, helping them secure additional funding for disaster resilience.

6.1.6.6 Financial Implications of a Catastrophic Event and the Importance of Compliance – A catastrophic earthquake can impose overwhelming financial burdens on an agency, with recovery costs soaring to unprecedented levels. Effective

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disaster response and recovery require substantial funding, often shared among Federal, State, and Local Governments. Below is an outline of potential disaster expenses and an example of the cost-sharing distribution to illustrate how these costs are allocated. However, agencies that fail to comply with California Assembly Bill 2140 risk losing access to essential financial relief, further exacerbating the economic strain caused by the disaster. Ensuring compliance with AB 2140 and other regulatory frameworks is crucial for securing the maximum available funding and mitigating the long-term fiscal impact of such catastrophic events. As an example, if a disaster costs the Agency $100,000,000.00 in response and recovery costs, the cost-shared reimbursement will be as follows:

COST SHARE OVERALL COST SHARE
Total Disaster Cost to Agency: $ 100,000,000.00
Federal Government Cost Share (75%) Pays: $ 75,000,000.00 State Government Cost Share Pays (75% of the remaining 25%): $ 18,750,000.00 Agency Cost Share Pays: $ 6,250,000.00
Agency compliant with AB 2140, no cost to the Agency: $ 0.00

Mitigation Conclusion: Strengthening Resilience Through Mitigation and Strategic Planning - Building a resilient foundation for communities requires a proactive and multi-faceted approach to disaster mitigation, planning, and resource management. EMDUS plays a key role in enhancing long- term resilience by helping Agency identify vulnerabilities, develop hazard mitigation strategies, and secure essential funding through programs such as FEMA’s HMGP, BRIC, and FMA. By integrating land use planning, building codes, infrastructure resilience, community education, and environmental management, we ensure that communities are better prepared to face future hazards. Through continuous support in grants coordination, compliance with state and federal regulations, and expert guidance, EMDUS helps agencies mitigate risks, reduce potential disaster impacts, and strengthen their financial capacity to respond to catastrophic events, ultimately fostering safer, more resilient communities.

6.2 Preparedness: Comprehensive Preparedness for Effective Emergency Management Preparedness is a critical component of emergency management, requiring a proactive approach to planning, training, and resource management. This involves developing comprehensive Emergency Operations Plans (EOPs), conducting training programs and exercises, enhancing public education and communication strategies, and establishing mutual aid agreements with neighboring agencies to strengthen response capabilities. To ensure operational readiness, EMDUS provides a full suite of preparedness services designed to help Agency meet the requirements of the California Emergency Services Act while enhancing their overall emergency response capabilities. Through strategic planning, training, and resource coordination, EMDUS ensures that agencies are fully equipped to handle emergencies effectively, minimizing risks and improving disaster response outcomes:

6.2.1 Strategic Planning and Continuous Improvement – Plan development in emergency management is the structured process of creating, organizing, and refining comprehensive response strategies to address potential disasters and emergencies. Plan Maintenance and Continuous Improvement by regularly reviewing and updating emergency plans based on new threats or incidents, policy changes, and technological advancements.

6.2.2 Specialized Readiness Training for Critical Roles – Specialized readiness training for critical roles focusing on high-risk, complex, or technical aspects of disaster response that require enhanced knowledge, hands-on practice, and often certifications to ensure

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effectiveness in real-world emergencies. Enhances operational effectiveness and ensures that responders execute their roles with precision under extreme conditions.

6.2.3 Enhancing Public Trust and Confidence – Enhancing public trust and confidence is essential for effective emergency management, as it reassures communities that response teams are well-prepared and capable of handling crises. When response teams undergo rigorous training, simulations, and continuous professional development, it demonstrates their commitment to protecting public safety. This preparedness not only ensures a quicker, more efficient response during emergencies but also fosters a sense of security and trust within the community. By showcasing their expertise and readiness, response teams can gain public confidence, strengthen community resilience, and ensure a more coordinated, effective response in times of crisis.

6.2.4 Validating Preparedness Through Exercises – Validating preparedness through exercises is a crucial component of emergency management, as it allows agencies to test, evaluate, and refine response plans, operational procedures, and interagency coordination in a controlled environment before a real-world disaster strikes. These exercises simulate various disaster scenarios, providing valuable insights into the effectiveness of response strategies and highlighting areas for improvement. By engaging in regular drills and tabletop exercises, agencies can identify gaps in communication, resource allocation, and decision- making processes, ensuring that teams are better prepared and more efficient when responding to actual emergencies. This proactive approach strengthens overall readiness, reduces response times, and enhances the effectiveness of disaster management efforts.

6.2.5 Strengthening Response Through Simulation - Strengthening response through simulation is vital for improving emergency preparedness, as it allows agencies to identify gaps, weaknesses, and areas for improvement in their response efforts. These exercises create a controlled environment where participants can practice their specific roles, test communication systems, and refine decision-making processes without the stress and chaos of a real disaster. By simulating various emergency scenarios, agencies can assess their readiness, evaluate the effectiveness of operational procedures, and strengthen coordination between teams and organizations. This proactive approach ensures that when a real emergency occurs, response teams are better equipped, more efficient, and capable of managing complex situations effectively.

6.2.6 Empowering Communities Through Education and Training – Empowering communities through education and training enhances disaster preparedness by fostering active engagement and collaboration among residents, volunteers, and homeowners’ associations (HOAs). The Community Emergency Response Team (CERT) Training Program is a key tool in this effort, providing individuals with essential skills and hands-on training to respond effectively in emergencies. By educating community members on topics like basic first aid, fire safety, search and rescue, and emergency communication, CERT ensures that local populations are better prepared to handle disasters independently or in coordination with emergency responders. This proactive approach not only strengthens public resilience but also builds a culture of preparedness and mutual support, ultimately improving community-wide disaster response and recovery efforts.

Preparedness Conclusion: Strengthening Emergency Preparedness for Effective Response - Comprehensive preparedness is the cornerstone of effective emergency management, ensuring that Agencies are equipped to respond to disasters with efficiency and confidence. EMDUS supports this by providing strategic planning, specialized training, and exercises that improve operational readiness and resource coordination. Through continuous improvement of emergency plans, hands-on training

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for critical roles, and empowering communities through education, EMDUS strengthens public trust and ensures that response teams are always prepared for the unexpected. Our commitment to validating preparedness through exercises and simulations further enhances response capabilities, ensuring that agencies are well-prepared to face real-world challenges. Ultimately, these proactive measures foster a resilient and well-coordinated emergency management system that minimizes risks and improves disaster response outcomes.

6.3 Response: Effective Coordination Through Established Response Frameworks Response efforts are streamlined and coordinated through the use of standardized systems such as the Incident Command System (ICS), SEMS, and NIMS. These frameworks enable the efficient activation of the Emergency Operations Center (EOC), ensuring a well-organized and effective response to emergencies.

6.3.1 Supporting Field Activities During a Catastrophic Event - During a catastrophic event, it is crucial for the Agency’s EOC to provide vital support to field activities, ensuring coordinated and effective response efforts. This includes managing and supporting operations like urban search and rescue, medical response, and evacuation planning, which require seamless communication and resource allocation.

The EOC facilitates real-time information sharing, enabling first responders and partner agencies to make informed decisions quickly. Additionally, the EOC plays a key role in implementing public safety measures, such as sheltering displaced populations and activating alert and warning systems to keep the public informed and safe. This centralized coordination ensures that field operations are well- supported and the overall response is efficient and organized. When disaster strikes, a swift and coordinated response is essential. Our 24/7 Duty Officer Program ensures immediate action, providing reliable emergency response around the clock. Backed by experienced personnel, strong agency partnerships, and advanced response equipment, we are committed to protecting communities with readiness and expertise.

6.3.2 Dedicated On-Call Duty Officers: Always Ready - EMDUS maintains a team of highly trained duty officers who are on standby 24/7, 365 days a year, ensuring that no emergency goes unanswered. Whether responding to natural disasters like wildfires and floods, or managing hazardous material spills and other critical incidents, our duty officers are always ready to assess the situation, mobilize resources, and coordinate an immediate response.

With their expertise and availability around the clock, EMDUS ensures that communities receive timely, efficient assistance whenever emergencies arise, reinforcing public safety and rapid recovery.

6.3.3 Building Strong Partnerships for Effective Disaster Response - Effective disaster response depends on strong collaboration among various agencies and organizations.

EMDUS works closely with key emergency partners, including the Riverside County Sheriff’s Office, CAL FIRE/Riverside County Fire, county departments, utilities, school districts, local and tribal governments, and private and non-profit organizations. These partnerships enhance coordination by streamlining communication, improving resource sharing, and ensuring a unified approach to emergency operations. By fostering strong interagency relationships, EMDUS strengthens overall preparedness and response efforts, enabling a more efficient and effective disaster management system that benefits the entire community.

6.3.4 Expert Emergency Operations Center (EOC) Management - In times of crisis, a well- coordinated EOC serves as the backbone of an effective response, ensuring seamless communication and decisive action. EMDUS specializes in expert EOC management, transforming it into a centralized hub for coordination and operational efficiency. With Agency’s support, we help ensure the EOC is staffed with trained personnel in key roles,

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utilizing streamlined processes to maintain control in rapidly evolving situations. By enhancing organization, resource management, and real-time decision-making, our approach strengthens the EOC’s ability to respond effectively to any emergency, safeguarding communities and critical infrastructure.

6.3.5 Optimizing Staff and Enhancing Situational Awareness – EMDUS prioritizes optimizing existing staff by ensuring that key emergency management roles—from the Director of Emergency Services to logistics specialists—are filled by trained professionals who can effectively execute their responsibilities. By leveraging advanced tools such as GIS mapping, real-time data tracking, and WebEOC resource management systems, we enhance situational awareness and decision-making capabilities. These technologies provide a clear, real-time picture of evolving incidents, allowing leadership to visualize critical information, coordinate responses efficiently, and deploy resources where they are needed most. This strategic approach strengthens emergency operations, ensuring a swift and effective response to any crisis. EMDUS ensures that information flows seamlessly across agencies and up to the Operational Area, fostering a unified and proactive response.

Whether managing natural disasters, public health emergencies, or large-scale security incidents, our specialized EOC management services empower organizations to respond rapidly, mitigate risks, and support the community.

6.3.6 Public Information and Crisis Communication - Effective communication is critical during emergencies, ensuring that the public receives timely, accurate, and actionable information. EMDUS’s Public Information & Crisis Communication Team collaborates with the Agency ’s Public Information Officer (PIO) to maintain clear and consistent messaging across all platforms. This includes facilitating press briefings, managing social media updates, issuing emergency alerts, and coordinating with media and community leaders.

By proactively addressing public concerns and preventing misinformation, our team helps build trust, enhance preparedness, and ensure that communities stay informed and responsive during crises.

Response Conclusion: Ensuring Coordinated and Efficient Disaster Response - In times of crisis, effective coordination and seamless communication are critical to managing and mitigating the impacts of a disaster. EMDUS excels in providing structured support through established response frameworks like ICS, SEMS, and NIMS, which streamline the activation of Emergency Operations Centers (EOCs) and ensure efficient resource allocation and decision-making. Our dedicated duty officers, expert EOC management, and strong partnerships with key agencies ensure timely, coordinated responses to emergencies. By optimizing staff roles, enhancing situational awareness, and facilitating crisis communication, EMDUS strengthens overall disaster response efforts, helping communities recover more quickly and efficiently. Through these comprehensive efforts, we ensure that agencies are well-prepared and capable of handling any crisis with confidence.

6.4 Recovery: Comprehensive Disaster Recovery and Resilience EMDUS plays a vital role in guiding communities through the recovery process by coordinating damage assessments, facilitating financial assistance, and ensuring the swift restoration of critical infrastructure and services. Our approach includes implementing business continuity and economic recovery strategies to help local economies rebound while planning for long-term community rebuilding and resilience. Additionally, we prioritize mental health and social services support, recognizing the lasting impact disasters have on individuals and families. By providing structured recovery efforts and fostering resilience, EMDUS helps communities rebuild stronger, ensuring they are better prepared for future challenges.

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6.4.1 Strengthening Communities Through Resilient Recovery - Resilient rebuilding is just as essential as preparedness, ensuring that communities recover effectively and emerge stronger after a disaster. EMDUS supports this process by integrating safer building practices, sustainable solutions, and risk-reduction strategies into recovery efforts. By focusing on long-term resilience, we help communities not only restore what was lost but also enhance their ability to withstand future challenges.

6.4.2 Securing Vital Disaster Recovery Funding - EMDUS has a proven track record of successfully securing essential recovery reimbursement. Through our expertise in navigating the State and Federal reimbursement processes and meeting compliance requirements, we help communities obtain the necessary funding to support disaster response and short and long-term recovery efforts.

6.4.3 Expertise in FEMA and State Compliance Requirements - EMDUS possesses in-depth knowledge of FEMA and state reimbursement compliance requirements, ensuring that disaster recovery-eligible projects meet all necessary standards. Our team navigates complex regulations and guidelines, helping to maintain and secure eligibility for vital disaster recovery reimbursement.

6.4.4 Hands-On Support for Disaster Recovery and Operational Readiness - EMDUS provides hands-on support to ensure ongoing disaster recovery reimbursement success through continuous training, exercises, and maintaining operational readiness. This proactive approach enhances skills, fosters collaboration, and strengthens overall recovery efforts, ensuring communities are ready to bounce back quickly when disaster strikes.

6.4.5 Collaborative Community Engagement and Recovery - EMDUS emphasizes a collaborative approach to community engagement and recovery, working closely with local governments, organizations, and residents. By fostering strong partnerships and open communication, we ensure that recovery efforts reflect the needs and priorities of the community. This inclusive process strengthens resilience, accelerates recovery, and ensures that all stakeholders are actively involved in rebuilding and improving their environment.

6.4.6 Maximizing Disaster Recovery Funding - No agency is equipped with a dedicated budget for disaster response, and financial constraints often limit available resources. EMDUS understands the importance of recovering funds spent during disaster events. The Disaster Recovery process involves identifying, documenting, and submitting eligible expenses for reimbursement, ensuring that agencies are not left to bear the full financial burden of response and recovery efforts. This approach helps alleviate fiscal pressures and supports long-term resilience.

6.4.6.1 Ensuring Maximum Disaster Reimbursement Recovery - As detailed in section 6.1.6.6, agencies have access to various cost-sharing options that can substantially offset disaster-related expenses. However, without careful tracking and documentation, agencies may miss out on millions of dollars in potential reimbursements. To mitigate this risk, EMDUS provides dedicated support through an EMD Recovery Specialist. This specialist helps navigate the complexities of disaster reimbursement, ensuring compliance with funding requirements and optimizing the financial recovery process to maximize reimbursements.

6.4.6.2 Turning Disaster Recovery into Financial Resilience - Successful disaster recovery not only aids in restoring communities but also leads to revenue generation by recouping funds spent on response and recovery efforts. By effectively leveraging reimbursement processes, agencies can recover costs and return critical resources to their budgets. This strengthens their financial

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resilience, ensuring that funds are available for future emergency response needs and helping maintain long-term preparedness and recovery capabilities.

6.4.6.3 Proactive Financial Preparedness for Disaster Response - In addition to post- disaster reimbursement, pre-disaster financial preparedness is crucial for ensuring that agencies are ready to meet evolving eligibility requirements. The EMDUS representative works closely with agencies’ staff to stay ahead of changing funding policies and eligibility criteria, helping to position agencies for success before the next disaster strikes. This proactive approach ensures that resources are available when needed and that they are fully prepared for future response efforts.

Conclusion: Strengthening Financial Resilience for Future Disasters - By establishing robust financial tracking, documentation, and compliance practices, EMDUS ensures that agencies are not only prepared to recover funds after a disaster but also positioned to meet evolving eligibility requirements for future funding opportunities. This proactive approach minimizes financial strain, helps agencies capitalize on available resources, and strengthens long-term resilience. With the right preparedness measures in place, communities can ensure they are ready to respond effectively and recover quickly when the next disaster strikes, reinforcing their ability to protect public safety and recover swiftly.

7. Strengthening Leadership and Multi-Agency Coordination EMDUS goes beyond the essential phases of emergency management by offering expert leadership support to ensure streamlined and effective operations. We focus on establishing clear roles and responsibilities, defining the authority of emergency management personnel, and ensuring full compliance with ICS, SEMS, and NIMS standards for seamless coordination. Our approach encourages strong collaboration across multiple agencies, including law enforcement, fire services, EMS, public health, public works, and local government—while also developing mutual aid agreements. We ensure efficient coordination with state and federal agencies, such as CalOES, FEMA, and DHS, for compliance and additional support when needed.

7.1 Access to Exclusive Resources - Partnering with EMDUS grants Agency access to exclusive resources, including automatic inclusion in critical projects such as the LHMP and EOP. Additionally, Agency will beneﬁt from opportunities for grant funding, disaster recovery resources, and specialized training programs. Your assigned ESC also serves as an EMD Duty Officer, bringing real-world expertise and applying best practices from large-scale incidents to enhance your emergency preparedness.

7.2 Commitment to Public Service Excellence - At EMDUS, our foremost priority is to serve the public with dedication, integrity, and efficiency. We are committed to delivering professional, transparent, and effective emergency management support to ensure that communities are well-prepared for any crisis. Our mission is to enhance the readiness of your agency by providing the necessary resources, expertise, and strategies to strengthen resilience and safeguard lives. Through proactive planning, rapid response, and continuous collaboration, we strive to build a safer, more resilient future for all.

7.3 Agency’s First Approach - Your assigned EMDUS Personnel is dedicated primarily to the Agency, ensuring you are fully prepared to respond to and recover from emergencies. However, as part of a mutual aid framework, your EMDUS Personnel may occasionally be deployed to assist in regional disaster response efforts. This opportunity enhances their expertise and brings valuable lessons back to Agency, further improving preparedness and response.

7.4 Extensive Support Network
EMDUS provides not just assigned personnel, but also access to an extensive support network, including EMD supervisors, managers, and specialized personnel in grant management, disaster recovery, training, and exercises. This partnership ensures that Agency remains at the forefront of

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emergency management’s best practices, benefiting from the full breadth of our resources and expertise.

7.5 High Professional Standards and Support - EMDUS personnel operate under the highest professional standards, with oversight and support from the County. The County provides standard emergency management equipment, and -specific needs can be accommodated at the Agency’s expense. The EMDUS personnel are equipped with a fully maintained emergency response vehicle, ready to respond to incidents within the assigned area. The Agency is responsible for providing office space, equipment, supplies, and Agency-labeled attire (e.g., polo) to ensure EMDUS Personnel appropriately represent the Agency. Personnel will be available per your contracted service level, responding promptly to local incidents and coordinating with regional partners as needed.

7.6 Commitments - The success of EMDUS personnel in executing their assigned projects hinges on the full support of the Leadership. Their involvement is vital in providing strategic direction, addressing challenges, and securing the necessary resources for successful implementation.

7.7 Formal Work Plan Sign-off - A key element of this support is the formal sign-off on the three-year Agency work plan. This plan serves as a roadmap for aligning priorities, optimizing workflows, and achieving long-term goals. Establishing clear, measurable, and achievable objectives within this period is essential for ensuring progress and accountability.

7.8 Annual Collaboration Meeting for Enhanced Partnership - EMD Executive staff values open communication and collaboration with the Agency’s Executive staff and believes that regular meetings are essential to maintaining a strong, productive relationship. Therefore, we propose meeting with members of the Executive staff at least once per year. These meetings will provide an opportunity to touch base on ongoing initiatives, discuss evolving needs or concerns, and ensure alignment in working toward shared goals. By fostering open dialogue, we can better understand each other’s expectations, identify areas for improvement, and continuously work to exceed those expectations, thereby strengthening our partnership and enhancing overall effectiveness.

7.9 Quarterly Engagement for Continuous Improvement - Leadership and EMDUS personnel must collaborate regularly through quarterly meetings to review ongoing initiatives, assess progress toward established goals, identify potential obstacles, and determine how leadership can provide the necessary support for successful project completion. This consistent engagement will help maintain alignment with the work plan, reinforce leadership’s commitment, and ensure all stakeholders work cohesively to achieve the intended outcomes effectively.

Let EMDUS strengthen your Operational Area’s readiness.

By choosing EMDUS, your Operational Area gains more than an emergency management provider—it gains a dedicated ally committed to protecting public safety, ensuring compliance, and enhancing disaster response and recovery capabilities. Let us handle the complexities of emergency management while you focus on leading your community with confidence.

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EXHIBIT B

PAYMENT PROVISIONS

The Agency shall compensate the County for quarterly EMDUS, as set forth below.

1. Summary of Compensation for EMDUS:

The chart below summarizes the annual rates the County will charge for services under this Agreement. The Agency’s selected option is specified therein.

To ensure Agencies receive the appropriate level of support for their emergency management needs, EMDUS offers a range of service levels tailored to different levels of engagement and operational requirements. Each service level outlines the dedicated time an assigned EMDUS personnel will spend working within the Agency, with additional hours as needed and available. Below is a breakdown of each level of service:

1.1 Service Level I (100%) – EMDUS personnel that are assigned to the Agency will, provide 40 hours of on-site service per week. Any additional hours worked beyond the standard 40-hour week on behalf of the Agency will be invoiced at the personnel's hourly rate.

1.2 Service Level II (75%) – EMDUS personnel that are assigned to the Agency will provide 30 hours of on-site service per week. Any additional hours worked beyond 30 hrs. within a 40-hour week on behalf of the Agency will be invoiced for that time at the personnel's actual hourly rate.

OPTION
(X)
ITEM

DESCRIPTION
QUARTER 1

JUL-SEP
QUARTER 2

OCT-DEC
QUARTER 3

JAN-MAR
QUARTER 4

APR-JUN TOTAL
☐ Service
Level II
@ 75% (30 hrs/wk)
$ 36,562.50 $ 36,562.50 $ 36,562.50 $ 36,562.50 $ 146,250.00

1.3 Service Level III (50%) – EMDUS personnel that are assigned to the Agency will provide 20 hours of on-site service per week. Any additional hours worked beyond 20 hrs. within a 40-hour week on behalf of the Agency will be invoiced at the personnel's hourly rate.

OPTION
(X)
ITEM

DESCRIPTION
QUARTER 1

JUL-SEP
QUARTER 2

OCT-DEC
QUARTER 3

JAN-MAR
QUARTER 4

APR-JUN TOTAL
☐ Service
Level III
@ 50% (20 hrs/wk)
$ 24,375.00 $ 24,375.00 $ 24,375.00 $ 24,375.00 $ 97,500.00

1.4 Service Level IV (25%) – EMDUS personnel that are assigned to the Agency will provide 10 hours OPTION
(X)
ITEM

DESCRIPTION
QUARTER 1

JUL-SEP
QUARTER 2

OCT-DEC
QUARTER 3

JAN-MAR
QUARTER 4

APR-JUN TOTAL
☒ Service
Level I
@ 100% (40 hrs/wk)
$ 48,750.00 $ 48,750.00 $ 48,750.00 $ 48,750.00 $ 195,000.00

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of on-site service per week. Any additional hours worked beyond 10 hrs. within a 40-hour week on behalf of the Agency will be invoiced at the personnel's hourly rate.

OPTION
(X)
ITEM

DESCRIPTION
QUARTER 1

JUL-SEP
QUARTER 2

OCT-DEC
QUARTER 3

JAN-MAR
QUARTER 4

APR-JUN TOTAL
☐ Service
Level IV
@ 25% (10 hrs/wk)
$ 12,187.50 $ 12,187.50 $ 12,187.50 $ 12,187.50 $ 48,750.00

2. Overtime or Extraordinary Costs – These are not included in the established rate. Overtime and extraordinary costs shall be calculated at 1.5 times the current employee rate for EMD staff. They must receive prior approval from the Agency’s authorized agent and the employee's supervisor.

3. Fuel/Mileage:

If ABH is requested, a fuel and mileage rate shall be applied for travel necessary to perform services to the Agency. This rate is in accordance with the current IRS “Standard Mileage Rate” and is subject to periodic review and adjustment under applicable laws, industry standards, and ﬂuctuating fuel costs. This rate is intended to cover fuel costs, vehicle wear and tear, and other travel-related expenses incurred during service-related travel. Mileage shall be calculated based on the most direct route from the starting location to the service destination and back.

4. Invoicing:

The County will invoice the Agency at the end of each quarter. The payment is due by the 20th of the following month as follows. Proration will be applied as needed.

• Quarter 1 (July 1- September 30) - due October 30th
• Quarter 2 (October 1- December 31) - due January 30th • Quarter 3 (January 1- March 31) - due April 30th
• Quarter 4 (April 1 - June 30) - due July 30th

EXHIBIT C

WORKPLAN DEVELOPMENT AND IMPLEMENTATION
Service
Level
Hours
Per Week
Total Weekly
Commitment
Estimated Completion
Time (52-Week Basis)
Additional Staff Required to
complete plan in 1 Year
(Agency)

100%
(Full-Time) 40 hours 1 FTE Min. 12 months

0 FTE
75%
(Part-Time High) 30 hours .75 FTE Min. 18 months

Min. .25 FTE
50%
(Part-Time Moderate) 20 hours .50 FTE Min. 21 months Min. .50 FTE 25%
(Part-Time Low) 10 hours .25 FTE Min. 24 months

Min. .75 FTE

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1. Agency Workplan Development and Implementation
This timeline has been designed to establish clear expectations for each Agency regarding developing emergency management plans. It assumes that full-time equivalent (100%) EMDUS personnel lead the process, with multiple departments contributing to speciﬁc sections. Following FEMA’s Comprehensive Preparedness Guide (CPG 101) and the California Office of Emergency Services Crosswalk, the process ensures compliance with federal and state emergency management standards while optimizing efficiency through interdepartmental collaboration. Given the full-time commitment of the EMDUS personnel and the engagement from multiple departments, the timeline duration is twelve (12) months. This structure allows for comprehensive research, iterative drafting, meaningful stakeholder engagement, and rigorous compliance review. It balances the need for thorough planning with the expectation of timely completion, ensuring Agency meets the regulatory requirements while maintaining operational readiness; however, the information below may not consider signiﬁcant interruptions or low participation levels from key staff in the planning process.

2. Emergency Operation Plan Development Phases & Timeline This timeline provides a structured approach for an Emergency Operations Plan (EOP), Local Hazard Mitigation Program (LHMP), Continuity of Operations/Government (COOP/COG), etc., with a 100% Full- Time Emergency Manager leading development and multiple departments assisting in writing specific sections.

Plan Development Phases & Timeline (12 Months – 100% Full-Time EM with Department Support)

PHASE KEY ACTIONS ESTIMATED TIMELINE
Phase 1:

Project Initiation &
Stakeholder
Engagement
Form the EOP Planning Team:
- Assign roles and responsibilities
- Review CPG 101 & Cal OES Crosswalk for alignment
- Identify key departments and external agencies for collaboration Months 1-2
Phase 2:

Hazard & Risk
Assessment
Review Local Hazard Mitigation Plan (LHMP):
- Conduct Threat and Hazard Identification and Risk Assessment (THIRA)
- Identify capability gaps & vulnerabilities
- Gather hazard-specific data for wildfires, flooding, earthquakes, rail incidents, hazardous materials, etc.

Months 3-4
Phase 3:

EOP Framework
& Section
Assignments
Develop the EOP framework (Basic Plan, Functional Annexes, Hazard- Specific Annexes):
- Assign specific sections to Fire, Law Enforcement, Public Works, Utilities, Public Health, and Emergency Management
- Cross-reference with Cal OES Crosswalk for compliance Months 5-6
Phase 4:

Writing the EOP –
Basic Plan
Emergency Manager drafts the Basic Plan (Purpose, Concept of Operations, Roles & Responsibilities):
- Develop organizational structure and incident command framework - Integrate emergency communication and coordination procedures Months 6-7
Phase 5:

Writing the EOP –
Functional Annexes
Departments draft their respective Functional Annexes (e.g., Communications, Evacuations, Mass Care, Public Health, Resource Management, etc.):
- Annex content aligns with departmental coordination and response procedures
- Establish activation triggers and operational steps for each function Months 8-9
Phase 6:

Writing the EOP –
Hazard-Specific
Annexes
Departments draft Hazard-Specific Annexes (e.g., Wildfires, Flooding, Rail Incidents, Hazardous Materials, Earthquakes):
- Integrate mitigation strategies and response protocols - Include mutual aid coordination and external agency response roles Months 10-11
Phase 7: Conduct an EOP Planning Team review of the complete draft: Month 11

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Internal Review &
Compliance Check
- Ensure compliance with FEMA, Cal OES, and NIMS/ICS standards - Submit for peer review (Riverside County EMD or partner agency) Phase 8:

Agency Approval &
Adoption
Present final EOP to Agency approving body for approval:
- Obtain required signatures from city leadership
- Officially adopt and distribute the EOP
Month 12
Phase 9:

Training & Public
Outreach
Develop and deliver training for Agency staff, first responders, and key stakeholders:
- Conduct community preparedness outreach (CERT, businesses, schools)
- Plan annual exercises and drills to validate EOP procedures Ongoing
after adoption

3. Emergency Operation Plan Development Phases & Timeline The table below outlines the distinct phases of the planning process, the key actions required within each phase to achieve its objectives, and the estimated timeline detailing the expected duration, sequence of phases, and milestones necessary to complete the Emergency Operations Plan (EOP).

This planning framework can also be applied to other major plans, including but not limited to the Local Hazard Mitigation Plan (LHMP) and Continuity of Operations/Continuity of Government (COOP/COG) plans, etc.

The process follows FEMA’s Comprehensive Preparedness Guide (CPG 101) and the Cal OES Crosswalk, ensuring compliance with federal and state emergency management standards while maximizing efficiency through interdepartmental collaboration.

Due to the part-time schedule and multi-departmental involvement, the timeline is over 18 months, allowing for thorough research, drafting, stakeholder engagement, and compliance review while accommodating limited working hours.

This timeline provides a structured approach for an Emergency Operations Plan (EOP), Local Hazard Mitigation Program (LHMP), Continuity of Operations/Government (COOP/COG), etc., with a 50% Part- Time Emergency Manager leading development and multiple city departments assisting in writing specific sections.

Plan Development Phases & Timeline (18 Months – 50% Part-Time EM with Department Support) Phase Key Actions Estimated Timeline
Phase 1:

Project Initiation &
Stakeholder
Engagement
Form the EOP Planning Team:

Assign roles and responsibilities
Review CPG 101 & Cal OES Crosswalk for alignment
Identify key departments and external agencies for collaboration Months 1-3
Phase 2:

Hazard & Risk
Assessment
Review Local Hazard Mitigation Plan (LHMP):

Conduct Threat and Hazard Identification and Risk Assessment (THIRA) Identify capability gaps & vulnerabilities
Gather hazard-specific data for wildfires, flooding, earthquakes, rail incidents, hazardous materials, etc.

Months 4-6
Phase 3:

EOP Framework
& Section
Assignments
Develop the EOP framework (Basic Plan, Functional Annexes, Hazard- Specific Annexes):
- Assign specific sections to Fire, Law Enforcement, Public Works, Utilities, Public Health, and Emergency Management
Cross-reference with Cal OES Crosswalk for compliance
Months 7-8
Phase 4:

Writing the EOP –
Basic Plan
Emergency Manager drafts the Basic Plan (Purpose, Concept of Operations, Roles & Responsibilities):
- Develop organizational structure and incident command framework Integrate emergency communication and coordination procedures Months 9-10

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Phase 5:

Writing the EOP –
Functional Annexes
Departments draft their respective Functional Annexes (e.g., Communications, Evacuations, Mass Care, Public Health, Resource Management, etc.):
- Annex content aligns with departmental coordination and response procedures
Establish activation triggers and operational steps for each function Months 11-13
Phase 6:

Writing the EOP –
Hazard-Specific
Annexes
Departments draft Hazard-Specific Annexes (e.g., Wildfires, Flooding, Rail Incidents, Hazardous Materials, Earthquakes):
- Integrate mitigation strategies and response protocols Include mutual aid coordination and external agency response roles Months 14-16
Phase 7:

Internal Review &
Compliance Check
Conduct an EOP Planning Team review of the complete draft:
- Ensure compliance with FEMA, Cal OES, and NIMS/ICS standards Submit for peer review (Riverside County EMD or partner agency) Month 17 Phase 8:

Agency Approval &
Adoption
Present final EOP to Agency approving body for approval:
- Obtain required signatures from city leadership
Officially adopt and distribute the EOP Month 18
Phase 9:

To meet timeline expectations, it is essential for departments to actively participate and comply with established deadlines throughout the Emergency Operations Plan (EOP) process. Timely engagement ensures that critical information, resource assessments, and operational responsibilities are accurately documented and incorporated into the plan. Departments must provide input, review draft sections, and complete assigned tasks within designated timeframes to prevent delays that could impact overall preparedness and compliance with regulatory requirements. Consistent participation also allows for effective coordination between agencies, ensuring that dependencies and response capabilities are aligned. By adhering to deadlines, departments contribute to a structured, efficient planning process, ultimately strengthening the Agency’s ability to respond to and recover from emergencies.

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Staff Report

TO: Honorable Mayor and Members of the City Council
FROM:

BY:

Christopher Boatman, City Manager
Darron Usher, Principal Management Analyst
DATE: August 18, 2026
SUBJECT: Legislative Update – August 2026

Description: This report provides an update on state legislative activity, the 2026-27 State Budget, and ballot measures with potential impacts on City operations, finances, housing, public records, elections, and local governance.

Motion:

If the City Council determines that staff’s recommendation is appropriate, the following motion is provided:

I move to receive and file the August 2026 Legislative Update.

Recommendation:

Staff recommends that the City Council receive and file this report and provid e direction regarding any additional legislative advocacy priorities.

Discussion:

The California Legislature reconvened from Summer Recess on August 3, 2026, for the final month of the 2025-26 legislative session. Measures with fiscal impacts are being considered by second-house appropriations committees, with an August 14 deadline to advance. The final two weeks of session are reserved primarily for Floor deliberations.

The Legislature must pass bills by August 31, and the Governor has until September 30 to sign or veto legislation passed after August 1.

Staff and the City's legislative advocate, California Public Policy Group (CPPG), continue to monitor bills with the greatest potential effect on municipal operations, housing and land use, public transparency, elections, digital services, and local revenues. The following summary reflects the City's priority bill report dated July 17, 2026, and the legislative coordination agenda dated July 20, 2026.

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At a Glance: State Legislative Updates
Bill Author Topic (short) Status Notes
SB 1164 Cervantes Elections / CVRA Assembly
Appropriations
Would repeal and replace the existing
California Voting Rights Act, expand voter-
suppression and vote-dilution claims, and
remove protections that have generally
insulated agencies after transitioning to
district-based elections. The measure could
increase local litigation exposure and
administrative costs.

AB 1751 Quirk-Silva Missing Middle
Townhomes
Senate
Appropriations
Creates standards intended to facilitate fee-
simple townhome ownership projects. The
bill may affect local review of qualifying
housing developments and should be
monitored for changes to objective
standards and approval procedures.

SB 1117 Cervantes ADU Impact Fees Assembly
Appropriations
Would require certain ADU impact fees to
be calculated only on the portion of an ADU
exceeding 750 square feet. The bill could
reduce fee revenue and require revisions to
local fee-calculation procedures.

AB 956 Quirk-Silva
ADUs in Common-
Interest
Developments
Senate
Appropriations
- Watch
Expands limits on private covenants and
restrictions that prohibit or unreasonably
restrict ADUs or junior ADUs within
common-interest developments.

AB 1821 Pacheco Public Records
Response Time
Senate
Appropriations
- Support
Would convert the California Public
Records Act's 10-day determination period
and 14-day extension from calendar days to
business days, providing agencies
additional practical time to review and
respond to requests.

AB 2296 Papan RHNA Process
Senate
Appropriations
- Support
Adjusts timelines associated with formation
of housing subregions and allocation of
regional housing need. The measure may
provide additional time for regional
coordination during future housing-element
cycles.

SB 1159 Cabaldon AI Transparency
and Governance
Assembly
Third Reading
- Support
Clarifies that artificial intelligence systems
and autonomous agents are not persons or
members of the public under specified
open-government, administrative, coastal,
and environmental laws. The bill also
authorizes agencies to use disclosure-
verification tools.

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AB 1820 Schiavo EV Charging
Permit Fees
Senate
Appropriations
Would establish maximum permit fees for
certain Level 2 electric-vehicle charging
stations, subject to a local cost finding. For
cities under 200,000 residents, the
provisions would begin January 1, 2028.

State Budget Update
The Governor signed the primary 2026-27 budget bill, AB 109, and related trailer bills on June 29. CPPG reported that the budget agreement relies on more than $5 billion in ongoing new revenues and includes approximately $375 million for Proposition 36 implementation. The agreement also provides $700 million for affordable housing programs and includes one-time and multiyear funding for zero-emission vehicle incentives. Staff will continue to evaluate budget trailer bills and program guidance for direct effects on City programs and grant opportunities.

AB 179, the housing budget trailer bill, restructures portions of statewide housing and homelessness funding. Among other provisions, it connects certain competitive funding decisions to local impact-fee policies, Prohousing designation, encampment policies, matching funds, regional coordination, and reporting requirements. These conditions may affect future City eligibility and competitiveness for housing and homelessness funding.

2026 Ballot and Local Revenue Update
SB 417 places an $11.25 billion housing bond before voters on November 3, 2026. If approved, the bond would provide $10 billion for housing programs administered by the Department of Housing and Community Development and the California Housing Finance Agency, and $1.25 billion for veterans housing programs.

The proposed Building an Affordable California Act has qualified for the November ballot. The measure would establish accelerated environmental-review and litigation timelines for designated essential projects. The measure could affect the timing and process for review of qualifying housing, transportation, clean -energy, and infrastructure projects.

A separate agreement removed the broader Howard Jarvis Taxpayers Association initiative and ACA 13 from the ballot and replaced them with ACA 22. ACA 22 would require two-thirds voter approval for local special taxes, including citizen-sponsored measures, beginning January 1, 2027, and would prohibit new local ad valorem property taxes. If approved, the measure could constrain future local revenue options.

Advocacy and Next Steps
The City currently supports AB 1821, AB 2296, and SB 1159 and maintains a watch position on AB 956. Staff and CPPG will continue monitoring amendments,

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appropriations actions, Floor votes, and the Governor's decisions. Staff will return to the City Council as needed if legislation requires policy revisions, operational changes, budget adjustments, or additional advocacy.

Fiscal Impact:

There is no fiscal impact with these bills. If they become law, we will assess the implementation costs and inform the City Council.

Alternatives:

N/A

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Beginning Fund
Balance
(Unaudited)
FY 2027
Estimated
Revenues
July Activity FY2027 YTD
Actual Revenues %
FY 2027
Budgeted
Expenditures
July Activity
FY2027 YTD
Actual
Expenditures
%T/D Ending Fund
Balance
564 RECYCLED WATER DIF 3,881,072.70 187,591.00 9,477.90 9,477.90 5% - - - 0% 3,890,550.60 600 INTERNAL SERVICE FUND 12,391,659.38 2,636,283.00 - - 0% 2,695,018.00 - - 0% 12,391,659.38 700 WASTEWATER 12,169,280.95 16,781,283.00 (243,310.81) (243,310.81) -1% 16,781,283.00 412,091.91 412,091.91 2% 11,513,878.23 705 WASTEWATER DIF 8,026,392.74 2,483,730.00 109,943.64 109,943.64 4% 1,150,307.00 - - 0% 8,136,336.38 710 WASTEWATER CAPITAL PRO 107,078,087.83 7,134,757.00 - - 0% 5,462,750.00 2,540.00 2,540.00 0% 107,075,547.83 750 TRANSIT (904,151.18) 3,908,744.00 585,559.74 585,559.74 15% 3,908,744.00 282,960.66 282,960.66 7% (601,552.10) 755 Transit GASB 68 Fund 412,305.31 - - 0% - - 0% 412,305.31 760 TRANSIT CAPITAL PROJECTS 9,461,866.23 4,295,254.00 - 0% 4,295,254.00 - - 0% 9,461,866.23 TOTALS 152,516,513.96 37,427,642.00 461,670.47 461,670.47 1% 34,293,356.00 697,592.57 697,592.57 2% 152,280,591.86

PROPRIETARY/ENTERPRISE FUNDS

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Beginning Fund
Balance (Unaudited)
FY 2027
Estimated
Revenues
July Activity FY2027 YTD
Actual Revenues %
FY 2027
Budgeted
Expenditures
July Activity
FY2027 YTD
Actual
Expenditures
%T/D Ending Fund
Balance
840 840-Community Facilities Distric (206,772,086.91) 21,524,167.00 - - 0% 20,753,153.00 - - 0% (206,772,086.91) 860 860-Evidence 4,691.52 927.00 - - - - - 4,691.52 TOTALS (206,767,395.39) 21,525,094.00 - - 0% 20,753,153.00 - - 0% (206,767,395.39)

FIDUCIARY FUNDS

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Beginning Fund Balance
(Unaudited)
FY 2027 Budgeted
Revenues July Activity FY2027 YTD Actual
Receipts %FY 2027 Budgeted
Expenditures July Activity FY2027 YTD Actual
Disbursements %T/D Ending Fund
Balance
100 GENERAL FUND 55,414,977.31 75,562,383.00 3,801,313.00 3,801,313.00 5% 75,562,383.00 6,292,166.70 6,292,166.70 8% 52,924,123.61 120 SELF INSURANCE 4,872,587.06 62,341.00 - - 0% 500,000.00 - - 0% 4,872,587.06 200 GAS TAX 788,114.09 1,766,454.00 134,196.01 134,196.01 8% 1,766,454.00 - - 0% 922,310.10 201 SB1 3,519,799.26 1,724,018.00 - 0% 1,724,018.00 - 0% 3,519,799.26 202 MEASURE A 2,873,433.34 1,061,045.00 - - 0% 1,061,045.00 - - 0% 2,873,433.34 205 AQMD 311,674.50 76,896.00 - - 0% - - 0% 311,674.50 210 PEG 37,869.08 11,628.00 - - 0% - 7,056.84 7,056.84 0% 30,812.24 215 CDBG/GRANTS 642,650.76 201,436.00 - - 0% 181,280.00 - - 0% 642,650.76 220 COPS 278,789.67 104,395.00 - - 0% 182,272.00 1,004.10 1,004.10 1% 277,785.57 225 ASSET SEIZURES (STATE) 92,077.72 1,672.00 - 0% - - 0% 92,077.72 230 ASSET SEIZURES (FEDERAL) 133,562.04 1,253.00 - - 0% - - 0% 133,562.04 240 OTHER FUNDS 581,126.54 138,195.00 2,187.05 2,187.05 2% 182,740.00 - - 0% 583,313.59 250 CFD-ADMIN 1,320,094.53 1,420,429.00 - - 0% 1,420,429.00 1,295.28 1,295.28 0% 1,318,799.25 255 CFD-MAINT SVCS 3,937,472.70 5,470,665.00 - - 0% 5,470,665.00 - - 0% 3,937,472.70 260 CFD-PUBLIC SAFETY 982,394.20 2,179,151.00 - - 0% 2,179,151.00 - - 0% 982,394.20 500 GENERAL CAPITAL PROJECTS 60,767,699.20 8,521,256.00 - - 0% 7,906,943.00 - - 0% 60,767,699.20 510 CFD CAPITAL PROJECTS 5,631,719.73 305,812.00 - - 0% - - 0% 5,631,719.73 550 DIF 8,626.79 76.00 - - 0% - - 0% 8,626.79 552 BASIC SERVICES DIF 1,623,951.61 134,036.00 8,846.04 8,846.04 7% 1,430,000.00 - 0% 1,632,797.65 554 GENERAL PLAN DIF 311,844.38 12,441.00 631.86 631.86 5% - - 0% 312,476.24 555 RECREATIONAL FACILITIES DIF 2,666,606.69 396,836.00 29,381.49 29,381.49 7% - - 0% 2,695,988.18 556 TRAFFIC IMPACT DIF 645,670.61 12,213.00 - - 0% 300,000.00 - - 0% 645,670.61 557 PARKLAND DIF 545,291.16 726,651.00 24,958.47 24,958.47 0% - - 558 RAILROAD CROSSING DIF 1,327,246.05 24,858.00 - - 0% 91,150.00 - - 0% 1,327,246.05 559 POLICE FACILITIES DIF 2,328,542.66 360,468.00 20,219.52 20,219.52 6% - - 0% 2,348,762.18 560 FIRE STATION DIF 2,128,319.76 160,778.00 11,373.48 11,373.48 7% - - 0% 2,139,693.24 561 TRANSPORTATION DIF 5,747,282.06 1,249,525.00 74,875.41 74,875.41 0% 658,850.00 - 0% 5,822,157.47 562 ROAD AND BRIDGE DIF 11,315,868.73 136,765.00 - - 0% 200,000.00 - - 0% 11,315,868.73 563 STORM DRAIN 19,301.13 202,981.00 631.86 631.86 0% - - 0% 19,932.99 565 TRAILS DEVELOPMENT DIF 7,009.52 4,672.00 315.93 315.93 0% - - 0% 7,325.45 566 EMERGENCY PREPAREDNESS DIF 1,393,572.73 18,018.00 410.76 410.76 2% - - 0% 1,393,983.49 567 COMMUNITY PARK DIF 73,451.13 257,555.00 15,480.57 15,480.57 6% - - 0% 88,931.70 568 REGIONAL PARK DIF 594,791.63 18,710.00 - - 0% - - 0% 594,791.63 569 NEIGHBORHOOD PARK DIF 4,519,724.24 321,473.00 18,955.80 18,955.80 6% 200,750.00 - 0% 4,538,680.04 570 PASS THROUGH DIF 3,153,950.07 - - 0% - - - 0% 3,153,950.07 850 Beaumont Financing Authority - - - 0% - - 0% - 855 Beaumont Public Improvement Authorit 59,629,807.98 6,427,205.00 - 0% 6,427,205.00 - 0% 59,629,807.98 TOTALS 177,443,142.61 109,074,290.00 4,143,777.25 4,143,777.25 4% 107,445,335.00 6,301,522.92 6,301,522.92 6% 174,715,147.31

GOVERNMENTAL FUNDS

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Beaumont City CouncilAugust 18, 2026

Beaumont City Council
August 18, 2026