Regular Meeting of the Calimesa City Council
Monday, November 3, 2025
CALL TO ORDER
ROLL CALL: MAYOR MOLINA, MAYOR PRO TEM CERVANTEZ, COUNCIL MEMBER CUNDIEFF, COUNCIL MEMBER GARCIA AND COUNCIL MEMBER MANLY.
STAFF: CITY MANAGER KOLBOW, CITY ATTORNEY FLOWER, CITY CLERK
GERDES, FINANCE DIRECTOR REID, PLANING DIRECTOR LUCIA, PUBLIC
WORKS DIRECTOR SHAKIR, CITY ENGINEER THORNTON, FIRE DEPUTY CHIEF SHAW AND SHERIFF CAPTAIN NORTHRUP.
PLEDGE OF ALLEGIANCE
PRESENTATIONS Blue Zones Project Presentation – Reuben Gonzales, Executive Director
COMMUNICATIONS FROM THE PUBLIC
Pursuant to the Brown Act, this is the opportunity for members of the public to directly address the Council on any item within the Council’s subject matter jurisdiction. Please note that this is also the time in which members of the public may address the Council on any item on the Consent Calendar. This is not the time for City Council discussion of non-agenda items. After receiving public comments, Council Members, or staff, after being recognized by the Mayor, may briefly respond to statements made by the public or questions posed by the public. In addition, Council Members may ask questions for clarification or make a referral to staff for factual information to be reported back to the Council at a later meeting.
Regular Meeting of the Calimesa City Council
Meeting Agenda
Monday, November 3, 2025 – 6:00 p.m.
Norton Younglove Multipurpose Senior Center
908 Park Avenue, Calimesa, CA 92320
Linda Molina, Mayor Jeff Cervantez, Mayor Pro Tem
Eric Cundieff, Council Member Edgar Garcia, Council Member John Manly, Council Member Will Kolbow, City Manager Steven Flower, City Attorney The Calimesa City Council will be conducting this meeting in the Norton Younglove Senior Center. Members of the public may attend this meeting in person at the Norton Younglove Senior Center, 908 Park Avenue, Calimesa, CA 92320, or the public may view the City Council meetings live at https://www.youtube.com/@calimesacity900/live beginning at 6:00 p.m.
Submission of Public Comments: Public comment will be allowed by completing a speaker slip and providing it to the City Clerk at the meeting. Please observe a time limit of three (3) minutes when giving your presentation. When called upon, please step forward to the microphone, state your name for the record, whom you represent and any statement you wish to make. Please be advised that you may not defer your three (3) minutes to another speaker.
In compliance with the Americans with Disabilities Act, if you need special assistance to participate in a City meeting or other services offered by this City, please contact the City Clerk’s Office, (909) 795-9801. Notification of at least 48 hours prior to the meeting or time when services are needed will assist the City staff in assuring that reasonable arrangements can be made to provide accessibility to the meeting or service. Any public writings distributed by the City to at least a majority of the Council Members regarding any item on this regular meeting agenda will be made available at the public counter at City Hall located at 908 Park Avenue, Calimesa, CA 92320.
Regular Meeting of the Calimesa City Council
Monday, November 3, 2025
APPROVAL OF THE AGENDA, CONSENT CALENDAR AND WAIVER OF FULL READING OF ORDINANCES This is the time for the City Council to notify the public of any changes to the agenda; such as removal of an agenda item, rearrangement of the agenda, postponement of an agenda item or continuance of an item to a future meeting. This is also the time for the City Council to remove items from the Consent Calendar for individual consideration. Waiver of full reading of ordinances does not take policy action or approve or disapprove any ordinances on the agenda, it simply means that the entire text of the ordinance will not be read.
RECOMMENDATION: Move to approve the agenda, consent calendar and waive full reading of ordinances.
Motion________________________ Second_______________________ Vote___________________________ CONSENT CALENDAR (Items 1 – 6)
The following items on the Consent Calendar are routine and customary items and are enacted by a single motion, with the exception of items previously removed during “Approval of the Agenda” for individual consideration. Any items removed shall be individually considered immediately after taking action on the Consent Calendar.
1. APPROVAL OF CITY COUNCIL ACTION MINUTES.
a) City Council action minutes of the October 6, 2025 regular meeting b) City Council action minutes of the October 20, 2025 regular meeting.
2. RECEIVE AND FILE CITY COMMISSION & BOARD MINUTES.
a) There are no minutes ready for approval at this time
3. APPROVAL OF WARRANT REGISTERS.
a) Check Register Report with a total of $875,256.07 (Check Nos. 44356-44427) b) October 23, 2025 Payroll of $146,768.82
4. FIRST AMENDMENT TO THE PROFESSIONAL SERVICES AGREEMENT FOR CONSULTANT SERVICES TO PROVIDE A DEVELOPMENT IMPACT FEE STUDY.
RECOMMENDATION: That the City Council approve a First Amendment to the Professional Services Agreement with Willdan Financial Services to extend the term of the agreement for a Development Impact Fee Study to December 31, 2026 and authorize the City Manager to execute the contract
5. FOURTH AMENDMENT TO AGREEMENT WITH MICHAEL BAKER INTERNATIONAL, INC.
TO PROVIDE PROFESSIONAL CONSULTANT SERVICES FOR ADMINISTRATION OF THE CITY’S HOME INVESTMENT PARTNERSHIPS PROGRAM (HOME) GRANT FUNDED HOUSING REHABILITATION PROGRAM.
RECOMMENDATION: That the City Council approve the Fifth Amendment to the Agreement with Michael Baker International, Inc. to provide professional consultant services for the administration of the Home Investment Partnership Program (HOME) and Grant Funded Housing Rehabilitation Program.
6. ORDINANCE AMENDING MUNICIPAL CODE PURCHASING PROVISION.
RECOMMENDATION: That the City Council accept the correction to the ordinance language to provide additional clarity in Ordinance 417, Section 3.15.070 Informal Contract Procedure - Section B – Approval of Purchases.
SHERIFF CAPTAIN REPORT
FIRE CHIEF REPORT
Regular Meeting of the Calimesa City Council
Monday, November 3, 2025
BUSINESS ITEMS
7. PROFESSIONAL SERVICES AGREEMENT FOR A STRATEGIC PLAN UPDATE AND ORGANIZATION MISSION, VISION AND VALUES ASSESSMENT.
RECOMMENDATION: That the City Council approve a Professional Services Agreement with Jacob Green & Associates, Inc. for a Strategic Plan update and assessment of the City’s Mission, Vision, and Values statements in the amount of $77,600, and authorize the City Manager to execute the Agreement on behalf of the City.
MAYOR & COUNCIL MEMBER REPORTING OF COUNTY & REGIONAL MEETINGS/CONFERENCES This is the time for general comments, announcements, reports on meetings attended at public expense as required by AB 1234, requests of staff, and other issues of concern to Council Members may be presented briefly at this time. The Council may not legally take action on any item presented at this time other than to direct staff to investigate a complaint or place an item on a future agenda unless (1) by a majority vote, the Council determines that an emergency situation exists, as defined by Government Code § 54956.5 or (2) by a four-fifths vote, the Council determines that there is a need for immediate action and the need for action arose subsequent to the agenda being posted as required by Government Code § 54954.2(b).
CITY MANAGER COMMENTS & REPORTS
ADJOURNMENT
Adjourn to the Regular Meeting of the City Council on Monday, November 17, 2025 at 6:00 p.m.
City Council Meeting
Agenda Report
Agenda Item No. 1
SUBJECT: APPROVAL OF CITY COUNCIL MEETING MINUTES
MEETING DATE: November 3, 2025
PREPARED BY: Darlene Gerdes, Deputy City Manager/City Clerk RECOMMENDATION: That the City Council approve the action minutes as presented for the Regular City Council Meeting of October 6, 2025 and the Regular City Council Meeting of October 20, 2025.
ATTACHMENTS:
Attachment A: City Council action minutes of October 6, 2025 regular meeting Attachment B: City Council action minutes of October 20, 2025 regular meeting.
City Council Meeting
Agenda Report
Agenda Item No. 2
SUBJECT: APPROVAL OF COMMISSION MEETING MINUTES
MEETING DATE: November 3. 2025
PREPARED BY: Darlene Gerdes, Deputy City Manager/City Clerk There are no minutes ready for approval at this time
City Council Meeting
Agenda Report
Agenda Item No. 3
SUBJECT: APPROVAL OF WARRANT REGISTER
MEETING DATE: November 3, 2025
PREPARED BY: Celeste Reid, Finance Director
RECOMMENDATION: That the City Council approve the Warrant Register as presented.
SUMMARY: The attached Check Register Report for City Council’s approval is as follows:
a) Check Register Report with a total of $875,256.07 (Check Nos.44356-44427) b) October 23, 2025 Payroll of $146,768.82
City Council Meeting
Agenda Report
Agenda Item No. 4
SUBJECT: FIRST AMENDMENT TO THE PROFESSIONAL SERVICES
AGREEMENT FOR CONSULTANT SERVICES TO PROVIDE A
DEVELOPMENT IMPACT FEE STUDY.
MEETING DATE: November 3, 2025
PREPARED BY: Celeste Reid, Finance Director and Treasurer RECOMMENDATION: That the City Council approve a First Amendment to the Professional Services Agreement with Willdan Financial Services to extend the term of the agreement for a Development Impact Fee Study to December 31, 2026 and authorize the City Manager to execute the contract.
BACKGROUND: On December 16, 2024, the City of Calimesa awarded a contract to provide Development Impact Fee Study professional services to Willdan Financial Services.
DISCUSSION: Staff respectfully recommends the City Council approve the First Amendment to the professional services agreement with Willdan Financial Services for a Development Impact Fee Study. The original term of the agreement is set to complete the study by December 31, 2025.
Given the scope of the study to ascertain the future needs of the City of Calimesa, based on the impacts of respective development, additional time is needed to gather and provide information.
The term of the agreement will be extended to December 31, 2026.
FISCAL IMPACT: The fiscal year 2025-26 Finance Department budget has sufficient funding allocated for professional services to provide for a development impact fee study in accordance with the terms of the Professional Services Agreement.
ATTACHMENTS:
Attachment A: Professional Services Agreement for Development Impact Fee Study.
Attachment B: 1st Amendment to Professional Services Agreement for Development Impact Fee Study
Attachment 4A
FIRST AMENDMENT TO THE PROFESSIONAL SERVICES AGREEMENT
BETWEEN THE CITY OF CALIMESA AND WILLDAN FINANCIAL SERVICES FOR
DEVELOPMENT IMPACT FEE STUDY
This First Amendment (“First Amendment”) is entered into this 3 rd day of
November 2025, by and between the City of Calimesa, a municipal corporation (“City”) and Willdan Professional Services, an American Publicly Traded Company (“Consultant”), and is an amendment to an Agreement that was entered into by City and Consultant on December 16, 2024. City and Consultant may be collectively referred to as “Parties.”
RECITALS
WHEREAS, the Parties entered into an Agreement for professional services on December 16, 2024 (“Agreement”) by which Consultant is to complete a Development Impact Fee Study; and WHEREAS, the Parties now desire to further amend the Agreement to extend the term; NOW, THEREFORE, the Parties agree as follows:
1. Section 2. TERM. is amended to read as follows:
This Agreement shall be from the Effective date through December 31, 2026, unless sooner terminated as provided in Section 12 of this agreement or extended.
2. In all other respects, the terms and provisions of the Agreement, inclusive of the First Amendment, shall remain in full force and effect.
IN WITNESS WHEREOF, the parties have by their duly authorized representatives executed this Amendment.
CITY OF CALIMESA WILLDAN FINANCIAL SERVICES
By: By:
Name: Will Kolbow Name: ____________________________
Title: City Manager Title: __________________
Attachment 4B
City Council Meeting
Agenda Report
Agenda Item No. 5
SUBJECT: FOURTH AMENDMENT TO AGREEMENT WITH MICHAEL BAKER INTERNATIONAL, INC. TO PROVIDE PROFESSIONAL CONSULTANT
SERVICES FOR ADMINISTRATION OF THE CITY’S HOME INVESTMENT
PARTNERSHIPS PROGRAM (HOME) GRANT FUNDED HOUSING
REHABILITATION PROGRAM
MEETING DATE: November 3, 2025
PRESENTED BY: Celeste Reid, Finance Director
RECOMMENDATION: It is respectfully recommended that the City Council approve the Fifth Amendment to the Agreement with Michael Baker International, Inc. to provide professional consultant services for the administration of the Home Investment Partnership Program (HOME) and Grant Funded Housing Rehabilitation Program.
DISCUSSION AND SUMMARY: On October 12, 2016, the City of Calimesa received an award from the California State Department of Housing and Community Development (HCD) for funding under the HOME program in the amount of $508,400 to provide deferred, zero interest loans in an amount up to $40,000 to qualifying families with low to moderate incomes. Applicants are required to own and occupy their homes and be in need of financial assistance in order to make repairs and other minor improvements. The loan is paid back to the City when the property is sold or transferred to another party.
On February 20, 2017, the City Council authorized the City Manager to enter into an agreement with Michael Baker International, Inc. (MBI) for $108,400 to provide professional consultant services for the setup and administration of the City’s HOME funded Rehabilitation Loan Program, utilizing funds from the $508,400 award from HCD.
On March 21, 2021, the City approved an amendment wherein the contract term was extend to June 30, 2022, with the City Manager having the option to extend an additional year if performance is satisfactory and Program Income is available to fund said services. In addition, consultant hourly rates were also revised.
On July 19, 2022, the City approved an amendment wherein the contract term was extend to June 30, 2023, with the City Manager having the option to extend an additional year if performance is satisfactory and Program Income is available to fund said services. In addition, consultant hourly rates were also revised.
Staff is recommending the Agreement be amended in the proposed Fifth Amendment to extend the current term to June 30, 2028 and amend the hourly rates charged by the consultant. Michael Baker International intends to assist the City with administrative resources through the loan repayment process.
FISCAL IMPACT: The funds for the proposed amendment come from Program Income and have no impact to the City’s General Fund. The increase in the total compensation to Michael Baker International, Inc. under this Agreement in Administration or Activity Delivery costs under this contract will be funded by Program Income.
ATTACHMENTS:
Attachment A 5th Amendment to Agreement with MBI
Attachment B: Original MBI Agreement w/1st, 2nd, 3
rd & 4th Amendments
AMENDMENT 5 TO THE
AGREEMENT BETWEEN THE CITY OF CALIMESA
AND MICHAEL BAKER INTERNATIONAL, INC. FOR
ADMINISTRATION OF THE CITY’S HOME INVESTMENT PARTNERSHIPS
PROGRAM (HOME) GRANT FUNDED HOUSING REHABILITATION PROGRAM This amendment (“Amendment”) entered into this 3rd day of November 2025, by and between the City of Calimesa, a Municipal corporation (“City”) and Michael Baker International, Inc., a Pennsylvania corporation (“Consultant”).
WHEREAS, City and Consultant entered into an Agreement for Services on February 21, 2017 (“Agreement”); and
WHEREAS, City and Consultant executed Amendment 1 to the Agreement for Services on May 1, 2018 to include the administration of Program Income; and WHEREAS, City and Consultant executed Amendment 2 the Agreement for Services on July 20, 2020 to continue the administration of Program Income; and WHEREAS, City and Consultant executed Amendment 3 the Agreement for Services on March 15, 2021 to continue the administration of Program Income; and WHEREAS, City and Consultant executed Amendment 4 the Agreement for Services on July 18, 2022 to continue the administration of Program Income; and WHEREAS, City has requested, and Consultant is willing, to provide additional services under the Agreement.
NOW, THEREFORE, in consideration of the foregoing recitals, the premises and other good and valuable consideration, the receipt and sufficiency of which is hereby acknowledged, the Parties agree as follows:
1. Section 1. TERM. Is revised to state:
This Agreement shall commence on July 1, 2025 and shall remain and continue in effect until tasks described herein are completed, but in no event later than June 30, 2028, unless sooner terminated pursuant to the provisions of this Agreement.
2. EXHIBIT C PAYMENT RATES AND SCHEDULE shall be amended to read as follows:
For services performed under this Agreement, City shall pay Consultant on an hourly basis in accordance with the following rate schedule, not to exceed $10,000 between July 1, 2025 and June 30, 2028:
Role Hourly Rate*
Project Manager $175
Housing Loan Specialist $175
Housing Rehabilitation Specialist $125
Housing Planner $95
*Rates are subject to an increase of up to 5% on January 1 of every year.
Attachment 5A
3. In all other respects, the terms and provisions of the Agreement and Amendments 1, 2, 3, and 4 shall remain in full force and effect.
IN WITNESS WHEREOF, the parties have by their duly authorized representatives executed this Amendment.
CITY OF CALIMESA MICHAEL BAKER INTERNATIONAL, INC.
By: By:
Name: Linda Molina Name: Fareeha Kibriya
Title: Mayor Title: Vice President
Attachment 5B
FOURTH AMENDMENT TO THE PROFESSIONAL SERVICES AGREEMENT
BETWEEN THE CITY OF CALIMESA AND MICHAEL BAKER INTERNATIONAL, INC. FOR ADMINISTRATION OF THE CITY’S HOME INVESTMENT PARTNERSHIPS
PROGRAM (HOME) GRANT FUNDED HOUSING REHABILITATION PROGRAM This Fourth Amendment (“Fourth Amendment”) is entered into this 18th day of July 2022, by and between the City of Calimesa, a municipal corporation (“City”) and Michael Baker International, Inc., a Pennsylvania corporation (“Consultant”), and is an amendment to an Agreement that was entered into by City and Consultant on February 21, 2017, as previously amended by a First Amendment dated May 7, 2018, a Second Amendment dated July 20, 2020 and a Third Amendment dated March 15, 2021. City and Consultant may be collectively referred to as “Parties.”
RECITALS
WHEREAS, the Parties entered into an Agreement for professional services on February 21, 2017 (“Agreement”) by which Consultant set up and administered the City’s Home Investment Partnership Program grant funded housing rehabilitation loan program; and WHEREAS, City has requested, and Consultant is willing, to provide additional services under the Agreement; and
WHEREAS, City and Consultant amended the Agreement for Services on May 1, 2018 to include the administration of Program Income (“First Amendment”); and WHEREAS, City and Consultant amended the Agreement for Services on July 20, 2020 to extend the term and the payment rates reflected in Exhibit C (“Second Amendment”); and WHEREAS, City and Consultant amended the Agreement for Services on March 15, 2021 to extend the term and the payment rates reflected in Exhibit C (“Third Amendment”); and WHEREAS, the Parties now desire to further amend the Agreement to, once again, extend the term and revise the payment rates reflected in Exhibit C; and WHEREAS, the funding for services under the Agreement (inclusive of Amendments) will come from Program Income.
NOW, THEREFORE, the Parties agree as follows:
1. Section 1. TERM. is amended to read as follows:
This Agreement commenced on February 21, 2017, and shall remain and continue in effect until tasks described herein are completed, but in no event later than June 30, 2023, unless sooner terminated pursuant to the provisions of this Agreement.
2. EXHIBIT C PAYMENT RATES AND SCHEDULE is amended to read as follows:
Effective July 1, 2022, for services performed under this Agreement, City shall pay Consultant on an hourly basis in accordance with the following rate schedule:
Role Hourly Rate
Project Manager $150
Housing Rehabilitation Specialist $135
Housing Loan Specialist $135
Environmental Analyst $120
Administrative Support $95
3. In all other respects, the terms and provisions of the Agreement, inclusive of the First, Second and Third Amendments, shall remain in full force and effect.
IN WITNESS WHEREOF, the parties have by their duly authorized representatives executed this Amendment.
CITY OF CALIMESA MICHAEL BAKER INTERNATIONAL, INC.
By: By:
Name: William Davis Name: William House
Title: Mayor Title: Associate Vice President
By:
Name:
Title:
City Council Meeting
Agenda Report
Agenda Item No. 6
SUBJECT: ORDINANCE AMENDING MUNICIPAL CODE PURCHASING
PROVISION
MEETING DATE: November 3, 2025
PREPARED BY: Will Kolbow, City Manager
Celeste Reid, Finance Director and Treasurer
RECOMMENDATION: That the City Council, accept the correction to the ordinance language to provide additional clarity in Ordinance 417, Section 3.15.070 Informal Contract Procedure - Section B – Approval of Purchases.
______________________________________________________________________________ DISCUSSION: The City Council approved by consent item on October 6, 2025, a 2nd reading by title only and adoption of Ordinance No. 417, an ordinance of the City of Calimesa, California, amending the municipal code, Chapter 3.15 (Supplies, Services and Equipment Purchase Procedure). In review of the Ordinance as prepared, City Staff respectfully requests additional language in clarification of Section 3.15.07 – Informal Contract Procedure Item B- Approval of Purchases:
As proposed Section B shall read as follows:
B. Approval of Purchases – Any purchase above $1,000 and up to $10,000 shall be made by the Purchasing Agent, any purchase from $10,000 up to $25,000 shall require the prior approval of the City Manager. Any purchases above $25,000 must be approved by City Council.
As originally stated Section B read as follows:
B. Approval of Purchases – Any purchase above $1,000 and up to $10,000 shall be made by the Purchasing Agent and require the prior approval of the City Manager. Any purchases above $25,000 must be approved by City Council.
Listed below is the table presented with the original staff report and approved by City Council September 15, 2025.
Proposed Current
Limit Limit
Purchasing Authority Approval Limits
City Council $25,001 and above $10,000 and above
City Manager $ 25,000 $ 10,000
Department Director/Manager $ 10,000 $ 1,000
Formal Bidding Requirements
Supplies and Equipment $ 50,000 $ 25,000
Vehicles and Large Equipment $ 100,000 $ 25,000
FISCAL IMPACT: There is no direct fiscal impact to adopt the proposed Ordinance. The proposed changes will result in more efficient and effective use of staff time to procure goods and services with a streamlined approval process.
ATTACHMENTS:
Attachment A: Ordinance No. 417 - Calimesa Purchasing Ordinance
ORDINANCE NO. 417
AN ORDINANCE OF THE CITY OF CALIMESA, CALIFORNIA, AMENDING MUNICIPAL CODE CHAPTER 3.15 (SUPPLIES, SERVICES AND
EQUIPMENT PURCHASE PROCEDURE)
, APPLYING THE RESIDENTIAL INFILL PRIORITY AREA OVERLAY ZO
THE CITY COUNCIL OF THE CITY OF CALIMESA DOES HEREBY ORDAIN AS FOLLOWS:
Section 1. Chapter 3.15 (SUPPLIES, SERVICES AND EQUIPMENT PURCHASE PROCEDURE) of Title 3 (REVENUE AND FINANCE) of the Calimesa Municipal Code is hereby amended and restated as follows, with the amendments indicated by text in bold with the additions underlined and the additions in strikethrough:
“Chapter 3.15
SUPPLIES, SERVICES AND EQUIPMENT PURCHASE PROCEDURE
3.15.010 Adoption of purchasing system.
The provisions of this chapter are adopted in accordance with the provisions of California Government Code Sections 54201 through 54205 regarding the purchase of supplies, equipment and services. In order to establish efficient procedures for the purchase of supplies, services and equipment at the lowest possible cost commensurate with quality needed, to exercise positive financial control over purchases, to clearly define authority for the purchasing function, and to assure the quality of purchases, a purchasing system is hereby adopted for the purchase of all city supplies, services and equipment.
3.15.020 - Centralized Purchasing Division.
There is hereby created a centralized Purchasing Division in which is vested authority for the purchase of supplies, equipment, and services. The Purchasing Agent shall administer and be responsible for the successful performance of all functions of the Purchasing Division. The Purchasing Agent shall purchase supplies, equipment, and services at the lowest possible cost commensurate with quality needed.
3.15.030 - Purchasing Agent.
The City Manager is designated as purchasing officer pursuant to Section
2.05.060(i) of this municipal code and shall assign an employee to act as a Purchasing Agent. The Purchasing Agent shall be the head, and have general supervision of the Purchasing Division, and shall act as the purchasing agent for the City. The Purchasing Agent shall have authority to:
A. Purchase or contract for supplies, equipment, and services required by any using department or agency in accordance with the provision of Section 54201 et seq. of the California Government Code, and with purchasing procedures prescribed by this chapter, such administrative regulations as the Purchasing Agent shall adopt for the internal management and operation of the Purchasing Division and such other rules and regulations as shall be prescribed by the Council or City Manager;
Attachment 6A
B. Negotiate and recommend execution of contracts for the purchase of supplies, equipment, and services;
C. Act to procure for the City the needed quality in supplies, equipment, and services at least expense to the City;
D. Discourage collusion in bidding and induce full competition on all purchases;
E. Prepare and recommend to the City Manager rules governing the purchase of supplies, equipment and services for the City; F. Prepare and recommend to the Council revisions and amendments to the purchasing rules;
G. Keep informed of current developments in the field of purchasing, prices, market conditions and new products;
H. Prescribe and maintain processes as are reasonably necessary to the operation of this chapter and other rules and regulations; I. Supervise the inspection of all supplies, equipment, and services purchased to insure conformance with specifications; and J. Recommend the transfer of surplus or unused supplies and equipment between departments as needed and the sale of all supplies and equipment which cannot be used by any agency, and which have become unsuitable for City use.
K. Recommend local purchases whenever feasible, reasonable, and in the City’s best interest.
3.15.040 - Reserved.
Reserved.
3.15.050 - Specifications.
As needed, the Purchasing Agent, in conjunction with the using department or agency, shall develop standard specifications for repetitively procured items and services. Every specification shall be prepared to assure the broadest possible bidder participation consistent with the needs of the using department or agency.
Alternate specification provisions for any particular bid invitation may be established by the Purchasing Agent.
3.15.060 - Formal contract procedure.
Except as otherwise specifically provided in this section or in other sections of this chapter, purchases of supplies, equipment and services of an estimated value exceeding $50,000 shall be by formal sealed competitive bids. Awards for such expenditures shall be made by the Council to the lowest responsible bidder in accordance with the following provisions:
A. Lowest Responsible Bidder. "Lowest responsible bidder," as used in this chapter, shall mean that bidder who best responds in price, quality, service, fitness, or capacity to the particular requirements of the City. Price alone shall not be the determining factor but shall be considered along with the other factors, including, but not limited to, the ability of the bidder to deliver, availability of parts or service, prior experience and other factors relating to the particular needs of the City for the supplies, equipment or services to be purchased.
B. Notices Inviting Bids. The Purchasing Agent shall be responsible for posting notification of solicitation of bids, which shall include a general description of the articles to be purchased, state where bid specifications may be secured and the time and place for opening of the bids. The notice shall specify the factors referred to in subsection A of this section, which factors will be given special consideration in determining the lowest responsible bid for the supplies or equipment to be purchased. Notices shall be posted on the City's website and other public posting locations may be utilized as determined by the Purchasing Agent.
C. Bidders' Security. When deemed necessary by the Purchasing Agent, bidders' security may be prescribed in the notices inviting bids. Bidders shall be entitled to the return of bid securities; provided, however, a successful bidder shall forfeit his bid security upon his refusal or failure to execute the contract within the time designated in the bid specifications. The Council, on the refusal or failure of the successful bidder to execute the contract, may award the contract to the next lowest responsible bidder. If the Council awards the contract to the next lowest bidder, the amount of the lowest bidder's security shall be applied by the City to the contract price differential between the lowest bid and the second lowest bid and the surplus, if any, shall be returned to the lowest bidder.
D. Performance Bonds. The Purchasing Agent shall have authority to require a performance bond before entering a contract in an amount reasonably necessary to protect the best interests of the City.
E. Bid Opening Procedure. Bids shall be submitted electronically through the electronic bidding system used by the City's Purchasing Division, unless the Purchasing Agent determines otherwise. Bids shall be made publicly available upon opening.
F. Confidentiality of Bids. All bids received pursuant to the provisions of this chapter shall not be revealed directly or indirectly to any other bidder until the bidding process is completed and all submitted bids have been verified. A tabulation of all bids received shall be available for public inspection during regular business hours after the bids have been verified.
G. Rejection of Bids. The Purchasing Agent may reject any and all bids presented and re-advertise for bids.
H. Award of Contracts. Any resulting contract shall be awarded by the Council to the lowest responsible bidder as defined in subsection A of this section.
3.15.070 - Informal contract procedure.
Subject to other applicable provisions of this chapter:
A. Value of Purchases. General purchases of supplies, equipment and services of $1,000 or less, shall be purchased directly by the departments under established administrative rules and authority. Purchases valued above $1,000 and up to $50,000 may be made in the open market pursuant to the procedure prescribed in this section without observing the procedures prescribed in Section
3.15.060 of this chapter. For purchases of vehicles and large equipment valued above $1,000 and up to $100,000 may be made in the open market pursuant to the procedure prescribed in this section without observing the procedures prescribed in Section 3.15.060 of this chapter.
B. Approval of Purchases. Any purchase above $1,000 and up to $10,000 shall be made by the Purchasing Agent, any purchase from $10,000 up to $25,000 shall require the prior approval of the City Manager. Any purchases above $25,000 must be approved by the City Council.
C. Minimum Number of Bids. Open market purchases above $1,000 and up to $50,000 shall, whenever possible, be based on at least three bids, and shall be awarded to the lowest responsible bidder. For purchases of vehicles and large equipment, open market purchases up to $100,000 shall, whenever possible, be based on at least three bids, and shall be awarded to the lowest responsible bidder
3.15.080 - Purchase orders.
A. Purchase Orders. Purchases of supplies, equipment, and services shall be made by numbered purchase order and consistent with written purchasing policy that includes specifics as to when the use of purchase orders are applicable.
B. Change Orders. Any change order for an approved purchase or contract shall be documented by a purchase order addendum. The City Manager may authorize cumulative increases up to $25,000 as long as sufficient funding is available.
3.15.090 - Encumbrance of funds.
Except in cases of emergency, the Purchasing Agent shall not issue any purchase order for supplies, equipment or services unless there exists an unencumbered appropriation in the fund account against which such purchase is to be charged.
3.15.100 - Inspection and testing.
The Purchasing Agent shall inspect supplies and equipment delivered and contractual services performed to determine their conformance with the specifications set forth in the order or contract. The Purchasing Agent shall have authority to require chemical and physical tests of samples submitted with bids and samples of deliveries which are necessary to determine their quality and conformance with specifications.
3.15.110 - Emergency procurement.
For purposes of this section, an emergency shall be deemed to exist only when a condition exists that presents an immediate threat to health, safety or improved property and when a local emergency or disaster has been proclaimed.
A. When a local emergency is proclaimed, the City's normal purchasing procedures may be superseded by the following provisions to deal with the exigent circumstances.
B. Solicited bids that are non-responsive shall count towards the minimum number of bids required when there is a declared emergency or disaster in the City.
C. When an emergency or disaster is proclaimed, the City's normal requirements for sealed formal bids will be suspended to allow for telephonic or other electronic bids from potential vendors or suppliers, in lieu of written and/or sealed bids. In addition, the requirement for public posting may be waived. Also, if the purchase exceeds $10,000, those expenditures will be presented to the Council for ratification within 60 days.
D. If the emergency requires the immediate procurement of supplies, equipment or services and the amount is above $1,000 and does not exceed $10,000, the Purchasing Agent will obtain the EOC (Emergency Operations Center) Director's approval prior to making a purchase.
E. If during the proclaimed emergency, the Purchasing Agent is not available, the EOC Director may order the needed commodity or service from the nearest available source. As soon as possible thereafter, the EOC Director shall submit to the Purchasing Agent a notation that the commodity or service has been ordered on an emergency basis from the vendor designated and the Purchasing Agent shall prepare an after-the-fact purchase order.
F. If the emergency requires the immediate procurement of supplies, equipment or services needed to preserve life and/or property, the purchase may be made without following bidding procedures. However, written justification enumerating one or more of the following rationale, must be included with the purchase request: emergency protective measure, scarce commodity, emergency consulting services, emergency road clearance, other emergency requirement, and/or lack of bids. The use of a pre-existing contract may be utilized under these circumstances.
G. During a declared emergency or disaster, the Purchasing Agent has the authority to rescind a contract for non-performance within 24 hours when a contractor or vendor, once awarded a contract, is unable to perform under the terms of the contract and the resulting delay or non-performance present an immediate threat to life, safety or improved property.
H. All purchases made under emergency or disaster conditions shall require separate invoicing from routine (non-disaster related) purchases. All invoices shall state the goods, services or equipment provided and shall specify where the purchases were delivered and/or used.
3.15.120 - Professional services.
Contracts for services of specially trained and professional persons shall be exempt from bidding. Such contracts may be procured by the Director of the Department (or designee) that requires the services, in accordance with established administrative rules and procedures. If the amount exceeds $10,000 the City Manager's approval is required. All contracts exceeding $25,000 must be approved by the Council.
3.15.130 - Waivers.
At its discretion, the Council may, at any time by majority vote and without amending this chapter, waive purchasing procedures or alter these proceedings to fit a specific purchase when such waiver is not in violation of California State law. Whenever special market conditions require it, the City Manager may waive the open market requirements for replenishment of supplies, materials, and equipment, or for services, where the best interest of the City is served, provided that such waiver is ratified by the Council at a meeting within 30 days of the purchase.
3.15.140 - Alternative Purchasing Procedures.
In lieu of the purchasing and bid procedures set forth in this article, the following alternative purchasing procedures may be used in the discretion of the Purchasing Agent for the purchase of supplies, equipment or services, A. Where purchases are to be made in concert with or through agreements executed by other agencies, formal bid requirements as outlined in Section 3.15.060 of this chapter may be waived by the City Council.
B. Purchases of supplies, equipment or services where competitive bid procedures have already been utilized, such as purchases from federal, state or county governments, including, state of California agencies, counties, cities, joint power agencies, special districts, and nonprofit agencies whose main purpose is to assist cities or other public entities, and the supplies or equipment are supplied to the City at the same or better price, as was obtained through the competitive bid procedures of that entity.
C. When the requesting department determines in writing, after conducting a good faith review of the available sources, that there is only one source for the required equipment, supplies or services or that a sole source procurement is necessary to ensure compatibility with existing City equipment. The department requesting sole source procurement shall provide written evidence to support a sole source determination. Such evidence shall be approved by the Purchasing Agent.
The City Manager may require that negotiations be conducted as to price, delivery and terms. The City Manager may also require the submission of cost or pricing data in connection with an award under this section.
3.15.150 - Unauthorized purchases and contracts.
It shall be unlawful for an officer, employee, or agent of the City to order the purchase of supplies, equipment, or services, or to make any contract in violation of this chapter, and any order, purchase or contract made contrary to the provisions of
this chapter shall not be binding on the City, and the City shall not be obligated thereunder.
3.15.160 - Prohibition against splitting purchases.
Purchase of supplies, equipment or services shall not be divided or staged for the purpose of circumventing the bidding or approval requirements of this chapter.
3.15.170 - Disposition of City obsolete and surplus property.
The City Manager shall have authority to sell as surplus materials and equipment which cannot be used by any department or which have become unsuitable for city use, or to exchange the same for, or trade in the same one, new supplies, materials and equipment.
A. The sale of surplus supplies and equipment shall be made pursuant to rules prescribed by the city manager, and only after authorization from the City Council as to any items of an estimated value of $10,000 or more.
B. Surplus supplies and equipment may be sold to the public if so prescribed by the city manager and/or the city council. City officials and employees, and their immediate families, however, shall be ineligible to purchase such surplus items.
3.15.180 - Reimbursement Agreements; Contracts Paid by Third Parties.
The City Manager is authorized to enter into the following agreements:
A. Reimbursement agreements, whereby a third party (typically a developer or project applicant) pays for services relating to processing a development application, or for services relating to conditions of approval for a project.
B. Professional services agreements that are paid solely by third parties pursuant to a reimbursement agreement.
Section 2. The City Clerk shall certify the adoption of this Ordinance and shall cause it to be published in the manner required by law.”
INTRODUCED AND APPROVED UPON FIRST READING this 15th day of September 2025 upon the following vote:
AYES: Cervantez, Cundieff, Garcia, Manly and Molina
NOES: None
ABSENT: None
ABSTAIN: None
PASSED, APPROVED AND ADOPTED UPON SECOND READING this 6 th day of
October 2025, upon the following vote:
AYES: Cervantez, Cundieff, Manly and Molina
NOES: None
ABSENT: Garcia
ABSTAIN: None
____________________________________
LINDA MOLINA, MAYOR
ATTEST:
_________________________________
DARLENE GERDES, CITY CLERK
APPROVED AS TO FORM:
__________________________________
STEVEN L. FLOWER, CITY ATTORNEY
City Council Meeting
Agenda Report
Agenda Item No. 7
SUBJECT: PROFESSIONAL SERVICES AGREEMENT FOR A STRATEGIC
PLAN UPDATE AND ORGANIZATION MISSION, VISION AND
VALUES ASSESSMENT
MEETING DATE: November 3, 2025
PREPARED BY: Will Kolbow, City Manager
RECOMMENDATION: That the City Council approve a Professional Services Agreement with Jacob Green & Associates, Inc. for a Strategic Plan update and assessment of the City’s Mission, Vision, and Values statements in the amount of $77,600, and authorize the City Manager to execute the Agreement on behalf of the City.
BACKGROUND: In February 2020, the City Council and Executive Team participated in a strategic planning workshop facilitated by Henry Garcia, Principal Consultant with HR Dynamics & Performance Management. The input gathered during this workshop led to the development of the City’s Strategic Plan, which the City Council adopted in October 2020.
The Strategic Plan identified five major target areas:
• Quality of Life
• Economic Development
• Infrastructure
• Community Engagement
• Financial Stability and Resources
Within these target areas, 23 goals were established, 19 of which were designated as priority goals.
Of those, three were identified as Level 1 (top priority), seven as Level 2 (secondary priority), and nine as Level 3 (tertiary priority).
Shortly after the workshop, the COVID-19 pandemic significantly shifted City priorities. Despite these challenges, the City successfully achieved many of the Strategic Plan’s goals. As the City and broader community emerged from the pandemic, staff renewed their focus on implementing the remaining goals. A formal progress update was presented to the City Council in December 2023.
DISCUSSION: Best practices recommend that strategic plans be revisited and updated every three to five years to reflect evolving community priorities, organizational changes, and shifting conditions.
Since adoption of the 2020 Strategic Plan, Calimesa has experienced notable change, including the addition of nearly 2,000 residents, three new councilmembers, and significant turnover in City leadership.
Recognizing the need for an updated plan, the City Council appropriated funding in the Fiscal Year 2025–26 Budget to update the City’s Strategic Plan. In August 2025, staff issued a Request for Proposals (RFP) seeking qualified firms to lead the Strategic Plan update and to conduct a
comprehensive assessment of the City’s Mission, Vision, and Values (elements that have not been revisited in many years).
A total of 13 proposals were received. The City Manager conducted an initial review of all submittals and advanced four proposals for further evaluation by the City’s leadership team. Based on those reviews, the City Manager conducted reference checks for three of the firms, all of which received highly favorable feedback. Each of the three firms demonstrated strong qualifications; however, staff ultimately recommends awarding a Professional Services Agreement to Jacob Green & Associates, Inc.
This recommendation is based on the firm’s extensive experience working with California cities, its collaborative and tailored approach to strategic planning, and the City’s prior positive experience engaging with Jacob Green & Associates.
FISCAL IMPACT: Sufficient funds are available in the Fiscal Year 2025-26 General Fund budget in account 01-1200-7210 to cover the cost of this Agreement.
ATTACHMENTS:
Attachment A: Professional Services Agreement with Jacob Green & Associates, Inc.
Attachment B: Proposal from Jacob Green & Associates
Attachment C: City of Calimesa Strategic Plan adopted in October 2020
2812846v1.doc City of Calimesa Form
PROFESSIONAL SERVICES AGREEMENT
This Professional Services Agreement (“Agreement”) is dated November 3, 2025 (“Effective Date”) and is between the City of Calimesa, a California municipal corporation (“City”) and Jacob Green & Associates, Inc., a California corporation (“Consultant”). City and Consultant are sometimes referred to herein as the “Parties”, and individually as a “Party”.
RECITALS
A. City issued a Request for Proposals (RFP) on August 11, 2025, titled “Strategic Plan Update & Organizational Mission, Vision and Values Assessment”.
Consultant submitted a proposal dated September 18, 2025, in response to the RFP.
B. Consultant represents that it is fully qualified to perform such services by virtue of its experience and the training, education and expertise of its principals and employees.
C. City desires to retain Consultant as an independent contractor and Consultant desires to serve City to perform these services in accordance with the terms and conditions of this Agreement.
The Parties therefore agree as follows:
1. Consultant’s Services.
A. Scope of Services. Consultant shall perform the services described in the Scope of Services (the “Services”) for a Strategic Plan update and assessment of the City’s Mission, Vision, and Values statements, attached as Exhibit A. City may request, in writing, changes in the Scope of Services to be performed. Any changes to the scope or cost of work must be in writing and mutually agreed upon by the Parties.
B. Party Representatives. For the purposes of this Agreement, the City Representative shall be the City Manager, or such other person designated in writing by the City Manager (the “City Representative”). For the purposes of this Agreement, the Consultant Representative shall be Jacob Green, President & CEO (the “Consultant Representative”). The Consultant Representative shall directly manage Consultant’s Services under this Agreement. Consultant shall not change the Consultant Representative without City’s prior written consent.
C. Time for Performance. Consultant shall commence the Services on the Effective Date and shall perform all Services in conformance with the project timeline set forth in Exhibit A.
D. Standard of Performance. Consultant shall perform all Services under this Agreement in accordance with the standard of care generally exercised by like Attachment 7A
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professionals under similar circumstances and in a manner reasonably satisfactory to City.
E. Personnel. Consultant has, or will secure at its own expense, all personnel required to perform the Services required under this Agreement. All of the Services required under this Agreement shall be performed by Consultant or under its supervision, and all personnel engaged in the work shall be qualified to perform such Services.
F. Compliance with Laws. Consultant shall comply with all applicable federal, state and local laws, ordinances, codes, regulations and requirements.
G. Permits and Licenses. Consultant shall obtain and maintain during the Agreement term all necessary licenses, permits and certificates required by law for the provision of Services under this Agreement, including a business license.
2. Term of Agreement. The term of this Agreement shall be from the Effective Date through June 30, 2026, unless sooner terminated as provided in Section 12 of this Agreement or extended.
3. Compensation.
A. A. Compensation. As full compensation for Consultant’s Services provided under this Agreement, City shall pay Consultant the total sum of $77,600 (the “Maximum Compensation”), as set forth in the Approved Fee Schedule attached hereto as Exhibit B.
B. Expenses. The amount set forth in paragraph 3.A. above includes reimbursement for all expenditures incurred in the performance of this Agreement.
C. Unauthorized Services and Unanticipated Expenses. City will not pay for any services not specified in the Scope of Services, unless the City Council or the City Representative, if applicable, and the Consultant Representative authorize such services in writing prior to Consultant’s performance of those services or incurrence of additional expenses. Any additional services authorized by the City Council, or (where authorized) the City Manager shall be compensated at the rates set forth in Exhibit B, or, if not specified, at a rate mutually agreed to by the Parties. At the request of the Consultant, the City Council may, in writing, reimburse Consultant for an unanticipated expense at its actual cost. City shall make payment for additional services and expenses in accordance with Section 4 of this Agreement.
4. Method of Payment.
A. Invoices. Consultant shall submit to City an invoice, on a monthly basis, for the Services performed pursuant to this Agreement. Each invoice shall itemize the Services rendered during the billing period, hourly rates charged, if applicable, and the
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amount due. City shall review each invoice and notify Consultant in writing within ten Business days of receipt of any disputed invoice amounts.
B. Payment. City shall pay all undisputed invoice amounts within 30 calendar days after receipt up to the Maximum Compensation set forth in Section 3 of this Agreement. City does not pay interest on past due amounts. City shall not withhold federal payroll, state payroll or other taxes, or other similar deductions, from payments made to Consultant. Notwithstanding the preceding sentence, if Consultant is a nonresident of California, City will withhold the amount required by the Franchise Tax Board pursuant to Revenue and Taxation Code Section 18662 and applicable regulations.
C. Audit of Records. Consultant shall make all records, invoices, time cards, cost control sheets and other records maintained by Consultant in connection with this Agreement available during Consultant’s regular working hours to City for review and audit by City.
5. Independent contractor. Consultant is, and shall at all times remain as to City, a wholly independent contractor. Consultant shall have no power to incur any debt, obligation, or liability on behalf of City. Neither City nor any of its agents shall have control over the conduct of Consultant or any of Consultant’s employees, except as set forth in this Agreement. Consultant shall not, at any time, or in any manner, represent that it or any of its officers, agents or employees are in any manner employees of City.
6. Information and Documents.
A. Consultant covenants that all data, reports, documents, discussion, or other information (collectively “Data”) developed or received by Consultant or provided for performance of this Agreement are deemed confidential and shall not be disclosed or released by Consultant without prior written authorization by City. City shall grant such authorization if applicable law requires disclosure. Consultant, its officers, employees, agents, or subcontractors shall not without written authorization from the City Manager or unless requested in writing by the City Attorney, voluntarily provide declarations, letters of support, testimony at depositions, response to interrogatories or other information concerning the work performed under this Agreement or relating to any project or property located within the City. A response to a subpoena or court order shall not be considered “voluntary,” provided Consultant gives City notice of such court order or subpoena.
B. Consultant shall promptly notify City should Consultant, its officers, employees, agents or subcontractors be served with any summons, complaint, subpoena, notice of deposition, request for documents, interrogatories, request for admissions or other discovery request, court order or subpoena from any party regarding this Agreement and the work performed thereunder or with respect to any project or property located within the City. City may, but has no obligation to, represent Consultant or be present at any deposition, hearing or similar proceeding. Consultant agrees to cooperate fully with
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City and to provide City with the opportunity to review any response to discovery requests provided by Consultant. However, City’s right to review any such response does not imply or mean the right by City to control, direct or rewrite the response.
C. All Data required to be furnished to City in connection with this Agreement shall become City’s property, and City may use all or any portion of the Data submitted by Consultant as City deems appropriate. Upon completion of, or in the event of termination or suspension of this Agreement, all original documents, designs, drawings, maps, models, computer files containing data generated for the Services, surveys, notes, and other documents prepared in the course of providing the Services shall become City’s sole property and may be used, reused or otherwise disposed of by City without Consultant’s permission. Consultant may take and retain copies of the written products as desired, but the written products shall not be the subject of a copyright application by Consultant.
D. Consultant’s covenants under this Section shall survive the expiration or termination of this Agreement.
7. Conflicts of Interest. Consultant affirms that it presently has no interest and shall not have any interest, direct or indirect, which would conflict in any manner with the performance of the Services contemplated by this Agreement. Consultant and its officers, employees, associates and subcontractors, if any, shall comply with all conflict of interest statutes of the State of California applicable to Consultant’s Services under this Agreement, including the Political Reform Act (Gov. Code § 81000, et seq.) and Government Code Section 1090. During the term of this Agreement, Consultant may perform similar Services for other clients, but Consultant and its officers, employees, associates and subcontractors shall not, without the City Representative’s prior written approval, perform work for another person or entity for whom Consultant is not currently performing work that would require Consultant or one of its officers, employees, associates or subcontractors to abstain from a decision under this Agreement pursuant to a conflict of interest statute. Consultant shall incorporate a clause substantially similar to this Section into any subcontract that Consultant executes in connection with the performance of this Agreement.
8. Indemnification, Hold Harmless, and Duty to Defend.
A. Indemnities.
1) To the fullest extent permitted by law, Consultant shall, at its sole cost and expense, defend, hold harmless and indemnify City and its elected officials, officers, attorneys, agents, employees, designated volunteers, successors, assigns and those City agents serving as independent contractors in the role of City officials (collectively “Indemnitees”), from and against any and all damages, costs, expenses, liabilities, claims, demands, causes of action, proceedings, expenses, judgments, penalties, liens, and losses of any nature whatsoever, including fees of accountants,
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attorneys, or other professionals and all costs associated therewith and the payment of all consequential damages (collectively “Liabilities”), in law or equity, whether actual, alleged or threatened, which arise out of, are claimed to arise out of, pertain to, or relate to the acts or omissions of Consultant, its officers, agents, servants, employees, subcontractors, materialmen, consultants or their officers, agents, servants or employees (or any entity or individual that Consultant shall bear the legal liability thereof) in the performance of this Agreement, including the Indemnitees’ active or passive negligence, except for Liabilities arising from the sole negligence or willful misconduct of the Indemnitees as determined by court decision or by the agreement of the Parties.
Consultant shall defend the Indemnitees in any action or actions filed in connection with any Liabilities with counsel of the Indemnitees’ choice, and shall pay all costs and expenses, including all attorneys’ fees and experts’ costs actually incurred in connection with such defense. Consultant shall reimburse the Indemnitees for any and all legal expenses and costs incurred by Indemnitees in connection therewith. 2) Consultant shall pay all required taxes on amounts paid to Consultant under this Agreement, and indemnify and hold City harmless from any and all taxes, assessments, penalties, and interest asserted against City by reason of the independent contractor relationship created by this Agreement. 3) Consultant shall fully comply with the workers’ compensation law regarding Consultant and Consultant’s employees. Consultant shall indemnify and hold City harmless from any failure of Consultant to comply with applicable workers’ compensation laws.
4) City may offset against the amount of any fees due to Consultant under this Agreement any amount due to City from Consultant as a result of Consultant’s failure to promptly pay to City any reimbursement or indemnification arising under this subparagraph A.2).
5) Consultant shall obtain executed indemnity agreements with provisions identical to those in this Section from each and every subcontractor or any other person or entity involved by, for, with or on behalf of Consultant in the performance of this Agreement. If Consultant fails to obtain such indemnity obligations, Consultant shall be fully responsible and indemnify, hold harmless and defend the Indemnitees from and against any and all Liabilities at law or in equity, whether actual, alleged or threatened, which arise out of, are claimed to arise out of, pertain to, or relate to the acts or omissions of Consultant’s subcontractor, its officers, agents, servants, employees, subcontractors, materialmen, consultants or their officers, agents, servants or employees (or any entity or individual that Consultant’s subcontractor shall bear the legal liability thereof) in the performance of this Agreement, including the Indemnitees’ active or passive negligence, except for Liabilities arising from the sole negligence or willful misconduct of the Indemnitees as determined by court decision or by the agreement of the Parties.
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B. Workers’ Compensation Acts not Limiting. Consultant’s indemnifications and obligations under this Section, or any other provision of this Agreement, shall not be limited by the provisions of any workers’ compensation act or similar act. Consultant expressly waives its statutory immunity under such statutes or laws as to City, its officers, agents, employees and volunteers.
C. Insurance Requirements not Limiting. City does not, and shall not, waive any rights that it may possess against Consultant because of the acceptance by City, or the deposit with City, of any insurance policy or certificate required pursuant to this Agreement. The indemnities in this Section shall apply regardless of whether or not any insurance policies are determined to be applicable to the Liabilities, tax, assessment, penalty or interest asserted against City.
D. Survival of Terms. Consultant’s indemnifications and obligations under this Section shall survive the expiration or termination of this Agreement.
9. Insurance.
A. Minimum Scope and Limits of Insurance. Consultant shall procure and at all times during the term of this Agreement carry, maintain, and keep in full force and effect, insurance as follows:
1) Commercial General Liability Insurance with a minimum limit of $2,000,000.00 per occurrence for bodily injury, personal injury and property damage and a general aggregate limit of $2,000,000.00 per project or location. If Consultant is a limited liability company, the commercial general liability coverage shall be amended so that Consultant and its managers, affiliates, employees, agents and other persons necessary or incidental to its operation are insureds.
2) Automobile Liability Insurance for any owned, non-owned or hired vehicle used in connection with the performance of this Agreement with a combined single limit of $1,000,000.00 per accident for bodily injury and property damage. If Consultant does not use any owned, non-owned or hired vehicles in the performance of Services under this Agreement, Consultant shall obtain a non-owned auto endorsement to the Commercial General Liability policy required under subparagraph A.1) of this Section. 3) Workers’ Compensation Insurance as required by the State of California and Employer’s Liability Insurance with a minimum limit of $1,000,000.00 per accident for bodily injury or disease. If Consultant has no employees while performing Services under this Agreement, workers’ compensation policy is not required, but Consultant shall execute a declaration that it has no employees. 4) Professional Liability/Errors and Omissions Insurance with minimum limits of $2,000,000.00 per claim and in aggregate.
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B. Acceptability of Insurers. The insurance policies required under this Section shall be issued by an insurer admitted to write insurance in the State of California with a rating of A:VII or better in the latest edition of the A.M. Best Insurance Rating Guide. Self insurance shall not be considered to comply with the insurance requirements under this Section.
C. Additional Insured. The commercial general and automobile liability policies shall contain an endorsement naming City and its elected and appointed officials, officers, employees, agents and volunteers as additional insureds. This provision shall also apply to any excess/umbrella liability policies.
D. Primary and Non-Contributing. The insurance policies required under this Section shall apply on a primary non-contributing basis in relation to any other insurance or self-insurance available to City. Any insurance or self-insurance maintained by City, its elected and appointed officials, officers, employees, agents or volunteers, shall be in excess of Consultant’s insurance and shall not contribute with it.
E. Consultant’s Waiver of Subrogation. The insurance policies required under this Section shall not prohibit Consultant and Consultant’s employees, agents or subcontractors from waiving the right of subrogation prior to a loss. Consultant hereby waives all rights of subrogation against City.
F. Deductibles and Self-Insured Retentions. Any deductibles or self-insured retentions must be declared to and approved by City. At City’s option, Consultant shall either reduce or eliminate the deductibles or self-insured retentions with respect to City, or Consultant shall procure a bond guaranteeing payment of losses and expenses.
G. Cancellations or Modifications to Coverage. Consultant shall not cancel, reduce or otherwise modify the insurance policies required by this Section during the term of this Agreement. The commercial general and automobile liability policies required under this Agreement shall be endorsed to state that should the issuing insurer cancel the policy before the expiration date, the issuing insurer will endeavor to mail 30 days’ prior written notice to City. If any insurance policy required under this Section is canceled or reduced in coverage or limits, Consultant shall, within two Business Days of notice from the insurer, phone, fax or notify City via certified mail, return receipt requested, of the cancellation of or changes to the policy.
H. City Remedy for Noncompliance. If Consultant does not maintain the policies of insurance required under this Section in full force and effect during the term of this Agreement, or in the event any of Consultant’s policies do not comply with the requirements under this Section, City may either immediately terminate this Agreement or, if insurance is available at a reasonable cost, City may, but has no duty to, take out the necessary insurance and pay, at Consultant’s expense, the premium thereon.
Consultant shall promptly reimburse City for any premium paid by City or City may withhold amounts sufficient to pay the premiums from payments due to Consultant.
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I. Evidence of Insurance. Prior to the performance of Services under this Agreement, Consultant shall furnish City’s Risk Manager with a certificate or certificates of insurance and all original endorsements evidencing and effecting the coverages required under this Section. The endorsements are subject to City’s approval. Consultant may provide complete, certified copies of all required insurance policies to City.
Consultant shall maintain current endorsements on file with City’s Risk Manager.
Consultant shall provide proof to City’s Risk Manager that insurance policies expiring during the term of this Agreement have been renewed or replaced with other policies providing at least the same coverage. Consultant shall furnish such proof at least two weeks prior to the expiration of the coverages.
J. Indemnity Requirements not Limiting. Procurement of insurance by Consultant shall not be construed as a limitation of Consultant’s liability or as full performance of Consultant’s duty to indemnify City under Section 8 of this Agreement.
K. Subcontractor Insurance Requirements. Consultant shall require each of its subcontractors that perform Services under this Agreement to maintain insurance coverage that meets all of the requirements of this Section.
10. Mutual Cooperation.
A. City’s Cooperation. City shall provide Consultant with all pertinent Data, documents and other requested information as is reasonably available for Consultant’s proper performance of the Services required under this Agreement.
B. Consultant’s Cooperation. In the event any claim or action is brought against City relating to Consultant’s performance of Services rendered under this Agreement, Consultant shall render any reasonable assistance that City requires.
11. Records and Inspections. Consultant shall maintain complete and accurate records with respect to time, costs, expenses, receipts, correspondence, and other such information required by City that relate to the performance of the Services. All such records shall be maintained in accordance with generally accepted accounting principles and shall be clearly identified and readily accessible. Consultant shall provide free access to City, its designees and representatives at reasonable times, and shall allow City to examine and audit the books and records, to make transcripts therefrom as necessary, and to inspect all work, data, documents, proceedings and activities related to this Agreement. Such records, together with supporting documents, shall be maintained for a period of three years after receipt of final payment.
12. Termination of Agreement.
A. Right to Terminate. City may terminate this Agreement at any time, at will, for any reason or no reason, after giving written notice to Consultant at least five calendar days before the termination is to be effective. Consultant may terminate this Agreement
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at any time, at will, for any reason or no reason, after giving written notice to City at least 60 calendar days before the termination is to be effective.
B. Obligations upon Termination. Consultant shall cease all work under this Agreement on or before the effective date of termination specified in the notice of termination. In the event of City’s termination of this Agreement due to no fault or failure of performance by Consultant, City shall pay Consultant based on the percentage of work satisfactorily performed up to the effective date of termination. In no event shall Consultant be entitled to receive more than the amount that would be paid to Consultant for the full performance of the Services required by this Agreement. Consultant shall have no other claim against City by reason of such termination, including any claim for compensation.
13. Force Majeure. Consultant shall not be liable for any failure to perform its obligations under this Agreement if Consultant presents acceptable evidence, in City’s sole judgment, that such failure was due to acts of God, embargoes, inability to obtain labor or materials or reasonable substitutes for labor or materials, governmental restrictions, judicial orders, enemy or hostile governmental action, fire or other casualty, or other causes beyond Consultant’s reasonable control and not due to any act by Consultant.
14. Default.
A. Consultant’s failure to comply with the provisions of this Agreement shall constitute a default. In the event that Consultant is in default for cause under the terms of this Agreement, City shall have no obligation or duty to continue compensating Consultant for any work performed after the date of default.
B. In addition to the right to terminate pursuant to Section 12, if the City Manager determines that Consultant is in default in the performance of any of the terms or conditions of this Agreement, City shall serve Consultant with written notice of the default. Consultant shall have ten calendar days after service upon it of the notice in which to cure the default by rendering a satisfactory performance. In the event that Consultant fails to cure its default within such period of time, City may, notwithstanding any other provision of this Agreement, terminate this Agreement without further notice and without prejudice to any other remedy to which it may be entitled at law, in equity or under this Agreement.
15. Notices. Any notice, consent, request, demand, bill, invoice, report or other communication required or permitted under this Agreement shall be in writing and conclusively deemed effective: (a) on personal delivery, (b) on confirmed delivery by courier service during Consultant’s and City’s regular business hours, or (c) three Business Days after deposit in the United States mail, by first class mail, postage prepaid, and addressed to the Party to be notified as set forth below:
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If to City: If to Consultant:
Attn: City Manager Attn: Jacob Green
City of Calimesa Jacob Green & Associates, Inc.
908 Park Avenue 13217 Jamboree Road #248
Calimesa, California 92320 Tustin, California 92782
Telephone: (909) 795-9801 Telephone: (888) 454-2178
Email: [email protected] Email: [email protected] With a courtesy copy to:
Steven Flower, City Attorney
908 Park Avenue
Calimesa, California 92320
Telephone: (213) 626-8484
Email: [email protected]
16. Non-Discrimination and Equal Employment Opportunity. In the performance of this Agreement, Consultant shall not discriminate against any employee, subcontractor or applicant for employment because of race, color, religious creed, sex, gender, gender identity, gender expression, marital status, national origin, ancestry, age, physical disability, mental disability, medical condition, genetic information, sexual orientation or other basis prohibited by law. Consultant will take affirmative action to ensure that subcontractors and applicants are employed, and that employees are treated during employment, without regard to their race, color, religious creed, sex, gender, gender identity, gender expression, marital status, national origin, ancestry, age, physical disability, mental disability, medical condition, genetic information or sexual orientation.
17. Prohibition of Assignment and Delegation. Consultant shall not assign any of its rights or delegate any of its duties under this Agreement, either in whole or in part, without City’s prior written consent. City’s consent to an assignment of rights under this Agreement shall not release Consultant from any of its obligations or alter any of its primary obligations to be performed under this Agreement. Any attempted assignment or delegation in violation of this Section shall be void and of no effect and shall entitle City to terminate this Agreement. As used in this Section, “assignment” and “delegation” means any sale, gift, pledge, hypothecation, encumbrance or other transfer of all or any portion of the rights, obligations, or liabilities in or arising from this Agreement to any person or entity, whether by operation of law or otherwise, and regardless of the legal form of the transaction in which the attempted transfer occurs.
18. No Third Party Beneficiaries Intended. This Agreement is made solely for the benefit of the Parties to this Agreement and their respective successors and assigns, and no other person or entity may have or acquire a right by virtue of this Agreement.
19. Waiver. No delay or omission to exercise any right, power or remedy accruing to City under this Agreement shall impair any right, power or remedy of City, nor shall it be
-11- 2812846v1.doc City of Calimesa Form
construed as a waiver of, or consent to, any breach or default. No waiver of any breach, any failure of a condition, or any right or remedy under this Agreement shall be (1) effective unless it is in writing and signed by the Party making the waiver, (2) deemed to be a waiver of, or consent to, any other breach, failure of a condition, or right or remedy, or (3) deemed to constitute a continuing waiver unless the writing expressly so states.
20. Final Payment Acceptance Constitutes Release. The acceptance by Consultant of the final payment made under this Agreement shall operate as and be a release of City from all claims and liabilities for compensation to Consultant for anything done, furnished or relating to Consultant’s work or services. Acceptance of payment shall be any negotiation of City’s check or the failure to make a written extra compensation claim within ten calendar days of the receipt of that check. However, approval or payment by City shall not constitute, nor be deemed, a release of the responsibility and liability of Consultant, its employees, subcontractors and agents for the accuracy and competency of the information provided and/or work performed; nor shall such approval or payment be deemed to be an assumption of such responsibility or liability by City for any defect or error in the work prepared by Consultant, its employees, subcontractors and agents.
21. Corrections. In addition to the above indemnification obligations, Consultant shall correct, at its expense, all errors in the work which may be disclosed during City’s review of Consultant’s report or plans. Should Consultant fail to make such correction in a reasonably timely manner, such correction may be made by City, and the cost thereof shall be charged to Consultant. In addition to all other available remedies, City may deduct the cost of such correction from any retention amount held by City or may withhold payment otherwise owed Consultant under this Agreement up to the amount of the cost of correction.
22. Not Used.
23. Exhibits. Exhibits A and B constitute a part of this Agreement and are incorporated into this Agreement by this reference. If any inconsistency exists or arises between a provision of this Agreement and a provision of any exhibit, or between a provision of this Agreement and a provision of Consultant’s proposal, the provisions of this Agreement shall control.
24. Entire Agreement and Modification of Agreement. This Agreement and all exhibits referred to in this Agreement constitute the final, complete and exclusive statement of the terms of the agreement between the Parties pertaining to the subject matter of this Agreement and supersede all other prior or contemporaneous oral or written understandings and agreements of the Parties. No Party has been induced to enter into this Agreement by, nor is any Party relying on, any representation or warranty except those expressly set forth in this Agreement. This Agreement may not be amended, nor any provision or breach hereof waived, except in a writing signed by both Parties.
-12- 2812846v1.doc City of Calimesa Form
25. Headings. The headings in this Agreement are included solely for convenience of reference and shall not affect the interpretation of any provision of this Agreement or any of the rights or obligations of the Parties to this Agreement.
26. Word Usage. Unless the context clearly requires otherwise, (a) the words “shall,” “will” and “agrees” are mandatory and “may” is permissive; (b) “or” is not exclusive; and (c) “includes” or “including” are not limiting.
27. Time of the Essence. Time is of the essence in respect to all provisions of this Agreement that specify a time for performance; provided, however, that the foregoing shall not be construed to limit or deprive a Party of the benefits of any grace or use period allowed in this Agreement.
28. Business Days. “Business days” means days Calimesa City Hall is open for business.
29. Governing Law and Choice of Forum. This Agreement, and any dispute arising from the relationship between the Parties to this Agreement, shall be governed by and construed in accordance with the laws of the State of California, except that any rule of construction to the effect that ambiguities are to be resolved against the drafting party shall not be applied in interpreting this Agreement. Any dispute that arises under or relates to this Agreement (whether contract, tort or both) shall be resolved in a superior court with geographic jurisdiction over the City of Calimesa.
30. Attorneys’ Fees. In any litigation or other proceeding by which a Party seeks to enforce its rights under this Agreement (whether in contract, tort or both) or seeks a declaration of any rights or obligations under this Agreement, the prevailing Party shall be entitled to recover all attorneys’ fees, experts’ fees, and other costs actually incurred in connection with such litigation or other proceeding, in addition to all other relief to which that Party may be entitled.
31. Severability. If a court of competent jurisdiction holds any provision of this Agreement to be illegal, invalid or unenforceable for any reason, the validity of and enforceability of the remaining provisions of this Agreement shall not be affected and continue in full force and effect.
32. Counterparts. This Agreement may be executed in multiple counterparts, all of which shall be deemed an original, and all of which will constitute one and the same instrument.
33. Corporate Authority. Each person executing this Agreement on behalf of his or her Party warrants that he or she is duly authorized to execute this Agreement on behalf of that Party and that by such execution, that Party is formally bound to the provisions of this Agreement.
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[SIGNATURE PAGE FOLLOWS]
-14- 2812846v1.doc City of Calimesa Form
The Parties, through their duly authorized representatives are signing this Agreement on the date stated in the introductory clause.
City:
City of Calimesa,
a California municipal corporation
By:
Name: Will Kolbow
Title: City Manager
ATTEST:
By:
Name: Darlene Gerdes
Title: City Clerk
APPROVED AS TO FORM:
By:
Name: Steven Flower
Title: City Attorney
Consultant:
Jacob Green & Associates, Inc.,
a California corporation
By:
Name:
Title:
By:
Name:
Title:
PROOF OF AUTHORITY TO BIND
CONTRACTING PARTY REQUIRED
A-1
EXHIBIT A
SCOPE OF SERVICES
PROJECT APPROACH AND METHODOLOGY
The Strategic Planning Process for the City of Calimesa is designed to establish clear organizational priorities, align leadership around a shared vision, and provide a practical roadmap for implementation.
Through a focused Strategic Planning Workshop with the City Council and the City Executive Team, this process will help clarify the City’s long-term Goals, ensure alignment between policy direction and operational capacity, and promote transparency and accountability in service delivery. The resulting Strategic Action Plan will serve as a living document that guides day-to-day decision-making while remaining responsive to future challenges and opportunities.
STEP 1: BACKGROUND RESEARCH AND ENVIRONMENTAL SCAN
JGA will:
• Conduct one-hour, one-on-one interviews with the City Council Members and City Manager to build rapport, gather individual perspectives, and capture strategic priorities. • Review existing City Strategic Plan and relevant documents (budget, General Plan, Specific Plans, etc.).
• Conduct SWOT (Strengths, Weaknesses, Opportunities, Threats) analysis with input from Council, staff, and stakeholders.
• Conduct an assessment of the City's Mission, Vision, and Values.
PAGE 10
STEP 2: COMMUNITY AND STAKEHOLDER ENGAGEMENT
JGA will collect data from a variety of sources including a community survey, an anonymous survey of all City staff members, and one-on-one interviews (conducted in-person or via Zoom) with up to 10 stakeholders as determined by the City. This process will surface priorities, challenges, and expectations to ensure the Strategic Plan reflects the voices of the community. A summary of key themes will inform the Workshop.
While the above represents our initial recommendation for the City, JGA has deep experience facilitating a wide range of public engagement methods, from focus groups to virtual platforms. We are excited to share best practices drawn from our work in similarly sized Cities and will work collaboratively with City leadership to identify the engagement approach that provides the most meaningful input while remaining practical and cost-effective.
STEP 3: STRATEGIC PLANNING WORKSHOP FACILITATION
Morning Session – City Council
Council Members will participate in a facilitated workshop refine the City’s Mission, Vision, and Values and to identify high-level Goals. Rather than a wordsmithing exercise, this session will focus on reviewing and endorsing JGA’s prepared drafts (based on prior engagement and outreach) and building consensus around the most critical priorities and long-term direction.
A-2
PAGE 1 1
Afternoon Session – Executive Team
The Executive Team will convene to define clear Objectives aligned with the Goals established by the Council. This session will translate policy direction into actionable organizational priorities that guide decision-making, resource allocation, and implementation. Using proven facilitation techniques, JGA will ensure alignment between the Council’s vision and the Executive Team’s operational focus.
STEP 4: WORK PLANNING FACILITATION
JGA will facilitate weekly virtual staff workshops, over a maximum of six weeks, with the Strategic Planning team and Department experts to translate each Objective into clear, actionable steps by defining priorities, assigning responsibilities, and establishing outcomes. This process moves the Department beyond planning into true implementation with clear accountability and a practical roadmap for progress.
STEP 5: DELIVERY OF FINAL STRATEGIC PLAN & WORK PLAN TRACKER JGA will assemble a visually impactful final Strategic Plan Document and route it to the Executive Team for review, editing, and approval. The Strategic Plan Document deliverable will include updated Mission, Vision, and Values, along with clearly defined Strategic Priorities, Goals, and implementation milestones.
In addition to the Strategic Plan Document, JGA provides a custom-built Work Plan Tracker in Microsoft Excel to support execution of the finalized Strategic Plan. The tracker enables ongoing progress monitoring and accountability.
If desired, JGA’s Strategic Partner, Envisio, can be introduced to the client to explore additional publicfacing dashboard options under a separate proposal.
JGA will prepare final materials and participate in a presentation at a regular City Council Meeting, will make revisions based on feedback, and will assist with the formal adoption process. 6-Month Project Roadmap
A-3
B-1
EXHIBIT B
APPROVED FEE SCHEDULE
FEE SCHEDULE
EXCLUSIONS:
The following program expenses are not included in consultant fees and are the responsibility of the City, if necessary.
• Venue rental fees for the Workshop
• Food and beverages for the Workshop
INVOICING SCHEDULE:
20% - Upon Contract Execution
15% - Upon Completion of Step 1
15% - Upon Completion of Step 2
15% - Upon Completion of Step 3
15% - Upon Completion of Step 4
20% - Upon Completion of Step 5
LATE PAYMENT FEE:
All invoices are due and payable within 30 days of the invoice date. Any invoice not paid within 30 days will be subject to a late payment fee. A fee of 1.5% per month will be added to the outstanding balance until the invoice is paid in full.
PAGE 1 6
Description Cost
Strategic Planning Facilitation
$77,600
Step 1: Background Research and Environmental Scan
Step 2: Community and Stakeholder Engagement
Step 3: Strategic Planning Workshop Facilitation
Step 4: Work Planning Facilitation
Step 5: Delivery of Final Strategic Plan & Work Plan Tracker Travel Included
Materials Included
B-2
SEPTEMBER
2025
13217 Jamboree Rd., #248
Tustin, CA 92782
888.4.JGA.1ST
JacobGreenAndAssociates.com
Proposal For
RFP - Strategic Plan Update
& Organizational Mission,
Vision, and Values
Assessment
Attachment 7B
TABLE OF
CONTENTS
C
I
T
Y OF
CALIMESA
LETTER FROM CEO JACOB GREEN
PROJECT APPROACH & METHODOLOGY
FIRM QUALIFICATIONS & EXPERIENCE
Section
B
Section
A
Cover
Letter
Pages 2 - 8
Pages 9 - 12
WORK PLAN & SCHEDULE
Section
C
Pages 13 - 14
COST PROPOSAL
Section
D
Pages 15 - 16
REFERENCES
Section
E
Pages 17 - 18
1.888.4.JGA.1ST | [email protected]
September 18, 2025
Will Kolbow, City Manager
City of Calimesa
908 Park Avenue
Calimesa, CA 92320
Dear City Manager Kolbow,
On behalf of Jacob Green & Associates (JGA), we are pleased to submit our proposal to partner with the City of Calimesa in updating the City's Strategic Plan and conducting a comprehensive review of the City’s mission, vision, and values. We recognize the City’s commitment to engaging Council, staff, and the broader community in this effort, and we are prepared to deliver a process that is inclusive, practical, and tailored to Calimesa’s needs.
JGA has successfully guided numerous California cities through Strategic Planning processes that balance creativity with practicality. Our framework emphasizes inclusive engagement, structured facilitation, and actionable implementation. For Calimesa, this will include one-on-one interviews, a Council retreat, Executive Team strategy meetings, staff workshops, and community engagement opportunities ensure that the Strategic Plan reflects the Council’s goals, staff perspectives, and community priorities while aligning with an updated Mission, Vision, and Values.
Our services will deliver the following outcomes:
• Council and Staff Alignment – A shared Vision, Priorities, and Goals developed collaboratively with elected officials, the City Manager, and staff.
• Mission, Vision, and Values Assessment – Clear, authentic statements refined through structured exercises that reflect organizational culture and community values. • Focused, Actionable Goals – Practical objectives linked to measurable timelines, grounded in Calimesa’s resources and implementation capacity.
• Community and Stakeholder Engagement – Meaningful opportunities for residents, business owners, and community leaders to provide input that shapes the City’s direction. • Strategic Implementation Plan – A roadmap connecting goals to resources, responsibilities, and progress tracking to ensure accountability and sustained momentum.
With over 600 years of combined municipal leadership experience, our team brings deep knowledge of city governance, council dynamics, and public-sector best practices. We are committed to completing this project within six months, with a timeline tailored at kickoff to reflect the City’s expectations. We look forward to the opportunity to collaborate with Calimesa’s City Council and Executive Team to create a forward-looking plan that reflects the community’s values, guides resource allocation, and positions the City for long-term success.
Thank you for your consideration of our proposal. We would be honored to support Calimesa in this important initiative.
Sincerely,
Jacob Green
President & CEO
P AGE 1
FIRM
QUALIFICATIONS
& EXPERIENCE
SECTION A
P AGE 2
FIRM QUALIFICATIONS & EXPERIENCE
JGA is a California-based consulting firm specializing in Strategic Planning, Organizational Assessments, Leadership Development, and Stakeholder Engagement for municipal agencies. We bring together a team of local government experts with over 600 combined years of public sector experience.
As experts in Strategic Planning, our goal is to forge a clear and actionable path for public-sector clients, including cities, counties, and special districts. We partner with organizational leaders to:
• Develop customized Strategic Plans aligned with the City’s Mission, Vision, and long-term Priorities. • Facilitate Goal Setting processes, refine performance metrics, and create actionable Work Plans with accountability structures.
• Align resources effectively and anticipate evolving challenges and opportunities. • Ensure continuity and resilience through clearly defined benchmarks and ongoing performance evaluation.
Our hallmark is a collaborative, retreat-based facilitation model. Through inclusive engagement, we build ownership, consensus, and measurable outcomes. We're not just consultants, we're Your First Call for strategic clarity and community impact.
What makes JGA unique?
• California Focus – We are based in California and solely focus on serving California’s cities, counties, and special districts. We understand the California regulatory environment, operational challenges, and community expectations, because we’ve lived them. • Expert Project Management – Every engagement includes structured timelines, defined roles, and proactive coordination. Our team ensures clear plans, tight execution, and zero loose ends. • Depth of Experience – Our team brings over 600 years of combined local government leadership and operational knowledge across a wide range of public agencies. • Tailored and Practice-Based – We don’t deliver templates. Every strategy is built from the ground up to fit your organizational realities, goals, and culture. • Proven Results – We’ve helped clients adopt, implement, and track Strategic Plans that create measurable impact.
JGA is your partner in Strategic Planning, ready to help leaders confidently navigate change, align stakeholders, and drive measurable outcomes.
P AGE 3
Relevant Experience:
Below is a partial list of JGA clients and projects relevant to this scope of work (completed and ongoing) -
• Central County - Fire Department - Strategic Planning Services • City of Colton - Water/Wastewater Department - Organizational Assessment • City of El Centro - Fire Department - Strategic Planning Services • City of Fontana - City Clerk's Office - Organizational Assessment • City of Fontana - Community Services Department - Organizational Assessment • City of Fontana - Finance Department - Organizational Assessment & Teambuilding • City of Fountain Valley - Public Works - Organizational Assessment • City of Garden Grove - Finance Department - Organizational Assessment & Teambuilding • City of Menifee - Police Department - Leadership Assessment • City of Oxnard - Fire Department - Fire Station Assessment • City of Pomona - Water Department - Organizational Assessment & Teambuilding • City of San Luis Obispo - Police Department - Strategic Planning Services • City of San Rafael - Strategic Planning, Goal Setting, & Work Planning • City of Santa Rosa - Strategic Planning, Goal Setting, & Work Planning • City of Santa Rosa - Police Department - Strategic Planning Services • City of Tustin - Strategic Planning, Goal Setting, & Organizational Development • Imperial County - District Attorney's Office - Strategic Planning, Goal Setting, & Work Planning • Imperial County - IT Department - Organizational Assessment • Ontario International Airport Authority (OIAA) - Organizational Assessment • Southern Marin - Fire District - Strategic Planning, Goal Setting & Work Planning PAGE 4
SAMPLES OF JGA'S WORK
JACOB GREEN, MPA
President & CEO
Jacob is a nationally recognized local government expert in organization and leadership development. As an Assistant City Manager for the City of San Juan Capistrano and the City of Ontario, he has managed hundreds of employees and numerous government departments. As a trainer, keynote speaker, facilitator and coach, Jacob has worked with municipal clients, as well as commercial clients such as Mattel, FedEx, Hyundai Capital, ADP, and many others. In 2019, Jacob distilled his personal and professional experiences into an Amazon bestselling book: See Change Clearly: Leveraging Adversity to Sharpen Your Vision and Build Resilient Teams. Jacob has received numerous awards for his leadership, including the National Caring Award, the Orange County Human Relations Award, the Most Inspiring Student at UC Irvine, and is the youngest recipient of the Gene Lentzner Humanitarian Award. Jacob has his Bachelor of Arts in Social Sciences with a Minor in Management from the University of California, Irvine, his Master of Public Administration (MPA) degree from California State University, Long Beach, and was recently awarded an honorary doctorate from Western University School of Health Sciences.
GREGORY C. DEVEREAUX, JD
Senior Advisor
Greg Devereaux served in state and local government for 40 years, holding a variety of leadership positions including City Manager of both Fontana and Ontario, and Chief Executive Officer of San Bernardino County. In each of these roles, he partnered with elected officials to implement fiscal discipline, improve operational outcomes, and align organizational direction with community goals.
While serving as CEO, he supported the Board of Supervisors in launching a countywide transformation built on teamwork and long-term planning. He also led the County’s development of the Countywide Vision in collaboration with the San Bernardino Associated Governments. Greg is a Past President of the California Redevelopment Association and has served on numerous committees with the League of California Cities and the California State Association of Counties. In 2015 he became a Fellow of the Congressionally chartered National Academy of Public Administration. At Jacob Green and Associates, Greg applies his high-level public sector leadership experience to support local governments with executive strategy, governance training, and long-range visioning. He brings valuable insight to agencies navigating complex organizational challenges and seeking clear, actionable frameworks for policy implementation and fiscal responsibility.
PAGE 5
YOUR TEAM
KATIE DISTELRATH, MFT
Learning and Development Manager
Katie Distelrath is a seasoned Community Services and Leadership Development professional who helps public sector teams and emerging leaders grow with clarity, confidence, and purpose. Her greatest strengths lie in fostering inclusive, people-centered environments that build resilience, emotional intelligence, and authentic leadership. Over the past 15+ years, Katie has led community engagement initiatives, overseen large-scale programs, and developed highperforming teams across three California municipalities. Her work has included Strategic Planning, staff development, and innovative service delivery that meets the evolving needs of diverse communities. Katie holds a BA in Psychology from the University of Southern California and a Master’s in Marriage and Family Therapy from the University of La Verne.
DAVE BROWN
Leadership Development Partner
Chief Dave Brown (ret.) is passionate about helping public sector executives and organizations succeed in a dynamic and challenging environment, especially when facing leadership, political, or personnel challenges. Chief Brown has held command positions in every division of law enforcement, including many years as a Chief of Police. He has also served as Director of Public Safety, Assistant City Manager, and held several stints as Interim City Manager. In 2017, Chief Brown was recruited by the City of Menifee, California, to spearhead the creation of the Menifee Police Department. Over the next three years, Brown created and implemented a robust, data-driven strategy, successfully launching the new Menifee Police Department on July 1, 2020.
More recently, Dave served as the Executive Director of the Riverside Sheriffs Association (RSA), one of the largest law enforcement labor organizations in the country.
PAGE 6
NICOLE BEACH, PMP
Director of Strategic Initiatives
Nicole Beach is a project management and strategy delivery leader who specializes in assisting organizations in realizing value by aligning strategy with execution. Nicole collaborates closely with our clients to develop work plans that ensure their success in executing strategic goals and provides project management oversight across all projects. Before joining JGA, Nicole amassed a wealth of experience leading complex technology, organizational, and strategic projects, including M&A integrations, ERP implementations, and process improvement initiatives. Most recently, she oversaw Project Management Offices and Strategic Portfolio Management for SAFEbuilt, Citrix, and Sport Clips. Nicole holds certifications as a Certified Change Management Professional (CCMP), Project Management Professional (PMP), and Lean Six Sigma Green Belt. She also earned an MBA with a concentration in Process Improvement from Nova Southeastern University.
KATHRYN HAMEL, Ph. D.
Project Lead
Kathryn Hamel, Ph.D., is a seasoned executive with over 28 years of experience in the public, non-profit, and private sectors. She previously worked as a Vice-President and Chief Executive Officer for two non-profit mental health organizations. Before transitioning into nonprofit leadership, she served as the Senior Vice President of Human Resources and Organizational Development for a private, accredited international university. She also served her community for nearly 25 years as a law enforcement professional for two mid-sized municipal police departments, retiring as a police lieutenant in 2019. In addition to her professional accomplishments, Dr. Hamel is chairperson of the International Association of Chiefs of Police Engagement and Education Subcommittee, a subcommittee of the Human and Civil Rights Committee. She was recognized as the Advocate of the Year by the Greater Irvine Chamber of Commerce in 2023, and as Mental Health Professional of the Year from the Mental Health Association of Orange County in 2022. She is pursuing a Master's Degree in Clinical Psychology. In addition, she holds a Doctoral Degree in Organizational Public Safety Leadership & Criminal Justice from Capella University, a Master's Degree in Criminal Justice from Chapman University, and a Bachelor's Degree in Vocational Education and Occupational Studies from California State University, Long Beach. Dr.
Hamel also holds two professional certifications in trauma and resilience and a third professional certification in the prevention of human trafficking from Florida State University. She is the author of Body, Mind, and Badge:
Strategies for Navigating Law Enforcement Trauma and Resilience and coauthor of A Trauma-Informed Approach to Labor & Sex Trafficking, published in Police Chief magazine in 2023.
PAGE 7
NICOLI HILSCHER
Senior Project Manager
Nicoli Hilscher brings over 23 years of expertise in Organizational Development, Leadership Development, Training, Facilitation, and Project Management. A retired Senior Master Sergeant from the United States Air Force, she distinguished herself in the top two percent of the active enlisted force. Nicoli's extensive background includes leading positions internationally, where she drove long-term organizational growth in diverse and fast-paced environments. She excelled in overseeing operations, professional development, and recognition programs for organizations ranging from 20 to 300 personnel. As a Senior Project Manager with Jacob Green and Associates, Nicoli plays a pivotal role in managing Organizational Development projects; such as Teambuildings, Retreats, Leadership Academies, Organizational Assessments, Strategic Planning, and supporting our Work Planning teams.
Known for her ability to keep teams on task and on-time, Nicoli ensures the highest quality of service delivery to all JGA clients.
JESSICA FOAT
Project Manager
Jessica Foat is an accomplished professional with expertise in project management, strategic planning, and organizational development. She holds a Master of Education in Curriculum and Instructional Design from California Southern University and a Graduate Certificate in Health Care and Psychology, using her analytical approach to drive complex projects to success. With significant experience in program development and community relations, Jessica has excelled in leadership roles across non-profit and government sectors. As a U.S. Army Veteran and former Sergeant who served in Operation Iraqi Freedom, she earned the Army Achievement Medal. Her contributions to public service have been recognized with awards such as the 2024 Woman of Distinction, Veteran Honoree from State Senator Tom Umberg, and the 2024 Woman of Influence, Advocate Honoree from the Greater Irvine Chamber.
Jessica chairs the Women Veteran Working Group at the Orange County Veteran and Military Family Collaborative and serves on various committees focused on mental health and veteran advocacy. Combining her expertise in executive leadership and stakeholder engagement, Jessica drives successful initiatives across diverse industries.
P AGE 8
PROJECT
APPROACH AND
METHODOLOGY
SECTION B
P AGE 9
PROJECT APPROACH AND METHODOLOGY
The Strategic Planning Process for the City of Calimesa is designed to establish clear organizational priorities, align leadership around a shared vision, and provide a practical roadmap for implementation.
Through a focused Strategic Planning Workshop with the City Council and the City Executive Team, this process will help clarify the City’s long-term Goals, ensure alignment between policy direction and operational capacity, and promote transparency and accountability in service delivery. The resulting Strategic Action Plan will serve as a living document that guides day-to-day decision-making while remaining responsive to future challenges and opportunities.
STEP 1: BACKGROUND RESEARCH AND ENVIRONMENTAL SCAN
JGA will:
• Conduct one-hour, one-on-one interviews with the City Council Members and City Manager to build rapport, gather individual perspectives, and capture strategic priorities. • Review existing City Strategic Plan and relevant documents (budget, General Plan, Specific Plans, etc.).
• Conduct SWOT (Strengths, Weaknesses, Opportunities, Threats) analysis with input from Council, staff, and stakeholders.
• Conduct an assessment of the City's Mission, Vision, and Values.
PAGE 10
STEP 2: COMMUNITY AND STAKEHOLDER ENGAGEMENT
JGA will collect data from a variety of sources including a community survey, an anonymous survey of all City staff members, and one-on-one interviews (conducted in-person or via Zoom) with up to 10 stakeholders as determined by the City. This process will surface priorities, challenges, and expectations to ensure the Strategic Plan reflects the voices of the community. A summary of key themes will inform the Workshop.
While the above represents our initial recommendation for the City, JGA has deep experience facilitating a wide range of public engagement methods, from focus groups to virtual platforms. We are excited to share best practices drawn from our work in similarly sized Cities and will work collaboratively with City leadership to identify the engagement approach that provides the most meaningful input while remaining practical and cost-effective.
STEP 3: STRATEGIC PLANNING WORKSHOP FACILITATION
Morning Session – City Council
Council Members will participate in a facilitated workshop refine the City’s Mission, Vision, and Values and to identify high-level Goals. Rather than a wordsmithing exercise, this session will focus on reviewing and endorsing JGA’s prepared drafts (based on prior engagement and outreach) and building consensus around the most critical priorities and long-term direction.
PAGE 1 1
Afternoon Session – Executive Team
The Executive Team will convene to define clear Objectives aligned with the Goals established by the Council. This session will translate policy direction into actionable organizational priorities that guide decision-making, resource allocation, and implementation. Using proven facilitation techniques, JGA will ensure alignment between the Council’s vision and the Executive Team’s operational focus.
STEP 4: WORK PLANNING FACILITATION
JGA will facilitate weekly virtual staff workshops, over a maximum of six weeks, with the Strategic Planning team and Department experts to translate each Objective into clear, actionable steps by defining priorities, assigning responsibilities, and establishing outcomes. This process moves the Department beyond planning into true implementation with clear accountability and a practical roadmap for progress.
STEP 5: DELIVERY OF FINAL STRATEGIC PLAN & WORK PLAN TRACKER JGA will assemble a visually impactful final Strategic Plan Document and route it to the Executive Team for review, editing, and approval. The Strategic Plan Document deliverable will include updated Mission, Vision, and Values, along with clearly defined Strategic Priorities, Goals, and implementation milestones.
In addition to the Strategic Plan Document, JGA provides a custom-built Work Plan Tracker in Microsoft Excel to support execution of the finalized Strategic Plan. The tracker enables ongoing progress monitoring and accountability.
If desired, JGA’s Strategic Partner, Envisio, can be introduced to the client to explore additional publicfacing dashboard options under a separate proposal.
JGA will prepare final materials and participate in a presentation at a regular City Council Meeting, will make revisions based on feedback, and will assist with the formal adoption process. 6-Month Project Roadmap
• Clear Objectives: Define and communicate project goals, expectations, and deliverables at the project's outset.
• Active Participation: Engage in regular meetings and provide necessary feedback to ensure the project stays on track and aligns with expectations.
• Resource Allocation: Ensure the availability of internal resources, including key personnel, data, and tools, required for the project.
• Open Communication: Maintain open and honest communication with the Consultant, addressing any concerns or changes in scope as soon as they arise. • Decision-Making: Facilitate timely decision-making processes to avoid delays and ensure project progress.
• Access Provision: Provide the Consultant with necessary access to relevant systems, documentation, and facilities.
• Respect Timelines: Adhere to agreed-upon timelines for reviews, approvals, and information requests to maintain project momentum.
• Change Management: Collaborate on managing any changes in project scope, requirements, or timelines, ensuring mutual agreement on modifications.
• Partnership Approach: Foster a collaborative and respectful working relationship, recognizing that successful outcomes depend on both parties' commitment and cooperation. • Timely Payment: Pay invoices pursuant to contract terms and communicate any payment issues promptly with the Consultant.
City of Calimesa's Project
Commitment
Successful project outcomes rely on a strong partnership between our team and yours. To ensure the best results, we've outlined key client responsibilities that foster effective collaboration and project efficiency. By fulfilling these roles, you actively contribute to the project's success, helping us deliver high-quality work on time and within scope. This mutual commitment not only improves project outcomes but also maximizes the value and impact of our combined efforts.
P AGE 1 2
WORK PLAN &
SCHEDULE
SECTION C
PAGE 1 3
WORK PLAN & SCHEDULE
PAGE 1 4
Step Time For
Completion
Step 1: Background Research and Environmental Scan 12 weeks Step 2: Community and Stakeholder Engagement 8 weeks
Step 3: Strategic Planning Workshop Facilitation 1 weeks Step 4: Work Planning Facilitation 4 weeks
Step 5: Delivery of Final Strategic Plan & Work Plan Tracker 6 weeks Duration: 24 weeks
The timeline above is a sample; JGA will adjust the schedule based on discussions at project kickoff to align with the City’s needs and expectations, while ensuring completion within six months. The actual start date will be based on a contract award date. The success of this process and adherence to timelines are highly dependent on the City’s engagement and timely feedback at each stage. Active participation and prompt responses from the City are crucial for meeting project milestones and ensuring a successful outcome.
COST PROPOSAL
SECTION D
PAGE 1 5
The costs outlined in this proposal are considered valid and binding for a period of 90 days, commencing from the date of the proposal's issuance. During this timeframe, the provided pricing and estimates for products, services, and associated expenses will remain unchanged, subject to the terms and conditions specified in the proposal document. Any modifications or alterations to the proposal, as well as adjustments to the costs, will require mutual agreement between the involved parties.
COST PROPOSAL
EXCLUSIONS:
The following program expenses are not included in consultant fees and are the responsibility of the City, if necessary.
• Venue rental fees for the Workshop
• Food and beverages for the Workshop
INVOICING SCHEDULE:
20% - Upon Contract Execution
15% - Upon Completion of Step 1
15% - Upon Completion of Step 2
15% - Upon Completion of Step 3
15% - Upon Completion of Step 4
20% - Upon Completion of Step 5
LATE PAYMENT FEE:
All invoices are due and payable within 30 days of the invoice date. Any invoice not paid within 30 days will be subject to a late payment fee. A fee of 1.5% per month will be added to the outstanding balance until the invoice is paid in full.
PAGE 1 6
Description Cost
Strategic Planning Facilitation
$72,600
Step 1: Background Research and Environmental Scan
Step 2: Community and Stakeholder Engagement
Step 3: Strategic Planning Workshop Facilitation
Step 4: Work Planning Facilitation
Step 5: Delivery of Final Strategic Plan & Work Plan Tracker Travel
Invoiced at cost,
from Southern
California.
Materials Invoiced at cost
REFERENCES
SECTION E
PAGE 1 7
REFERENCES
City of San Luis Obispo Police Department
Agency Contact Information:
• Provided Strategic Plan fundamentals, Community and Department Engagement, and facilitation of a Strategic Planning Retreat.
Project Description:
• Rick Scott, Chief of Police
• [email protected]
• 805.781.7256
City of Los Alamitos
Agency Contact Information:
• Provided Strategic Plan fundamentals and Community and Department Engagement.
Project Description:
• Ron Noda, Deputy City Manager
• [email protected]
• 562.431.3538 Ext. 500
Southern Marin Fire District
Agency Contact Information:
• Provided Strategic Plan fundamentals and Teambuilding.
Project Description:
• Christian Tubbs, Fire Chief
• [email protected]
• 415.942.3474
City of San Rafael
Agency Contact Information:
• Provided Strategic Plan fundamentals, Work Plan Implementation, Goal Setting, and Leadership Development Training.
Project Description:
• Cristine Alilovich, City Manager
• [email protected]
• 415.485.3070
PAGE 1 8
City of Santa Rosa
Agency Contact Information:
• Provided Strategic Plan fundamentals, Work Plan Implementation, Goal Setting, and Leadership Development Training.
Project Description:
• Maraskeshia Smith, City Manager
• [email protected]
• 707.543.3010
FACILITATOR: HENRY T. GARCIA, PRINCIPAL CONSULTANT
HRDPM.COM
CITY OF CALIMESA
STRATEGIC PLANNING/
GOAL SETTING WORKSHOP
FEBRUARY 22, 2020
DRAFT REPORT
Attachment 7C
City of Calimesa
Draft Strategic Plan/Goals/Action Plans
2/24/2020 HR Dynamics & Performance Management, Inc. 1
STRATECIC PLANNING/GOAL SETTING WORKSHOP
February 22, 2020
City Council in Attendance:
Bill Davis, Mayor
Linda Molina, Mayor Pro Tem
Larry Smith, Council Member
Ed Clark, Council Member
Jeff Cervantes, Council Member
City Staff in Attendance:
Bonnie Johnson, City Manager
Darlene Gerdes, Deputy City Manager
Mike Thornton, City Engineer (Contracted)
Tim Salas, (Sheriff/Contracted)
Jock Johnson, Fire Chief
Amy Greyson, City Attorney (Contracted)
Facilitated by:
Henry T. Garcia, Principal Consultant
HR Dynamics & Performance Management, Inc.
City of Calimesa
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2/24/2020 HR Dynamics & Performance Management, Inc. 2
EXECUTIVE SUMMARY
The City of Calimesa operates under a City Council/City Manager form of government with the City Council members setting policy and providing direction to the City Manager.
The purpose of the Strategic Planning/Goal Setting Workshop was to assist the City Manager, Executive Team, and City Council in developing a plan that includes clearly defined targets and goals in order to provide staff with clear direction in terms of priorities.
The workshop took place on Saturday, February 22, 2020 beginning at 8:00 a.m. until approximately 2:00 p.m. During the workshop, the City Council engaged in a participatory process along with the Executive Team, in which they accomplished the following:
1. Established expectations for the Workshop and intended outcomes;
2. Identified the City’s Strengths, Weaknesses, Opportunities and Threats (SWOT);
3. Established five (5) major targets;
4. Established a total of twenty-three (23) goals;
5. Prioritized the twenty-three (23) goals and established three (3) top-priority items (Level 1), seven (7) second priority items (Level 2), and nine (9) third priority items (Level 3); four remaining items did not achieve priority status in the Levels 1-3; and
6. Referred development of the detailed action plans and schedule to the City Manager and Executive Team.
The meeting took place in an open/public setting. It is noted that there were no members of the public present to provide input.
During the workshop, a group voting process was utilized in order for the City Council and Executive Team to rate and identify the key priorities; and to provide for stratification of the goals into three priority levels. The City Council each received a total of six (6) dots for the purpose of voting including two (2) red for top priority, two (2) blue for second priority, and two (2) green for third priority. The Executive Team each received a total of two (2) red dots to provide input into the identification of top priorities along with the City Council.
Level 1 – includes first level priority goals selected by the City Council and Executive Team. A total of three (3) Level 1 goals were identified.
Level 2 - includes the selection of second level priority goals selected by the City Council and Executive Team. A total of seven (7) Level 2 goals were identified.
Level 3 - includes the selection of third level priority goals selected by the City Council and Executive Team. A total of nine (9) Level 3 goals were identified.
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EXECUTIVE SUMMARY
In addition to the nineteen (19) goals selected as priority items, the plan includes four (4) remaining goals that did not rank into priority Levels 1, 2, or 3. As progress is made with Level 1, 2, and 3 goals, additional goals may be introduced into the plan and discussed further with the City Council.
At the conclusion of the workshop, the City Council and Executive Team had effectively established clear direction and focus for staff related to Targets and Goals. It was further intended that this plan remain a fluid and evolving document to be re-visited at regular intervals for progress and re-shifting of priorities, as needed.
Attached to this summary are the worksheets that include the detailed action plans prepared by staff, which are recommended to be presented back to the City Council by the City Manager as a further step in the process to ensure that plans and timelines meet with the intended expectations. It should be noted that some of the goals identified may translate into resource needs that may be incorporated into future budgets.
It is recommended that a regular formal review of the newly established Goals/Strategic Plan occur at least annually, in which progress may be measured, and new or shifting priorities addressed.
I would like to thank the Mayor and City Council, City Manager, and Executive Team for the opportunity to assist the City of Calimesa in this important endeavor and for the outstanding team work that provided for a positive and productive day. I look forward to the opportunity to partner with the City of Calimesa in the future.
Respectfully,
Henry
Henry T. Garcia, Principal Consultant
HR Dynamics & Performance Management, Inc.
City of Calimesa
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2/24/2020 HR Dynamics & Performance Management, Inc. 4
EXPECTATIONS
The City Council and Executive Team expressed the following expectations related to the Strategic Planning/Goal Setting Workshop, and their desired outcomes for the day:
➢ To get a feeling for what Council wants to achieve and limitations; to work together as a team;
➢ To get information out to the community – how we get things done – and what they want for the future;
➢ To talk about how staff can move things forward and get the plan done; ➢ To hear each other’s ideas;
➢ To establish clear goals and priorities, and come up with a plan for implementation; and
➢ To have a plan and priorities with timeframes for staff to execute to meet City Council’s expectations.
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SWOT ANALYSIS – STRENGTHS, WEAKNESSES, OPPORTUNITIES, THREATS The City Council and Executive Team participated in an exercise known as a SWOT Analysis (Strengths, Weaknesses, Opportunities, and Threats). This exercise allows for an “environmental scan” of those key internal and external factors which should be considered in the Strategic Planning process.
The next several pages will list the topics identified during the exercise under the four (4) categories of the SWOT Analysis:
STRENGTHS
• All work together as a team, which is the number one aspect; • Everyone is actively engaged with the community;
• The I-10 Freeway;
• Managing day-to-day operations and resources;
• Everyone “Cares”, and represents the best version of itself (City); • The City maximizes with the minimum in the way of staffing and resources – Kudos to the City Manager and her staff!
• Family atmosphere where everyone always goes above and beyond; • The whole community works together;
• The City Manager as a resource;
• The City is a considered a safe place to live and well served by its public safety personnel;
• Employees have a sense of ownership and buy-in;
• Strong Chamber;
• Good community involvement;
• Surrounded by natural beauty;
• Fiscally solvent/conservative;
• Bright future;
• Development;
• The City is going to have an increasing population of youth • Location is a gateway to many places – “potential”; and • Opportunity for downtown improvements.
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SWOT ANALYSIS – STRENGTHS, WEAKNESSES, OPPORTUNITIES, THREATS
WEAKNESSES
• Council and staff responsibility to manage reasonable and responsible growth; • Community rumors;
• Need to improve community engagement;
• Calimesa is an “inverted” City (property tax);
• Space challenges (offices) for staff – limited space and various needs for customer service;
• Lack of spaces for civic events;
• Resources and revenue streams;
• Lack of housing;
• Lack of sports complexes and recreational opportunities; • Very few places to recreate with family/youth;
• Lack of professional space for networking;
• Lack of amenities and restaurants;
• Not having clearly defined trails/walkability of the City; • Underutilization of technology e.g. development of City Website, and City Apps; • Content with Safety “as-in” (things are happening);
• Transportation;
• Drainage for development opportunities;
• Lack of Water resources needed for development;
• The I-10 Freeway, Trucking, RV’s and
• Warehousing impacts.
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SWOT ANALYSIS – STRENGTHS, WEAKNESSES, OPPORTUNITIES, THREATS
OPPORTUNITIES
• The I-10 Freeway;
• Economic Development;
• Modular Office Space;
• Technology Improvements;
• Free Wi-Fi;
• Internet Café/Social Networking;
• Integrate technology with development;
• Add key staff members;
• Utilize our natural resources to increase quality of life; • Establish a Business Council;
• Digital billboards for advertising;
• Street Fairs (e.g. City of Redlands);
• Grants/Funding;
• Aesthetics/Beautification/Public Art/Fountains;
• Improvements and/or repurpose or redesign existing Community Center; • Lighting on streets
• Ring doorbell connect to Police/Fire technology;
• Open space; and
• Partnerships with other local public agencies and schools for space use and activities.
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SWOT ANALYSIS – STRENGTHS, WEAKNESSES, OPPORTUNITIES, THREATS THREATS (Risks)
• State Regulations;
• Cost of doing business;
• CalPERS/Pension costs;
• Public Safety costs;
• Lack of sufficient staffing level to keep up with growth; • Maximization of current staff to limits;
• Space needs for staff;
• Recycling/environmental risks;
• I-10 Freeway;
• Transportation;
• Conservative community;
• Difficulty managing traditional mindsets versus new thoughts; • Wildfires;
• Inadequate housing/affordable housing;
• Risks of ineffective or insufficient communications and technology; and • Adequate personnel for public safety and not being complacent.
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TARGETS
Following the SWOT Analysis exercise, and the review of the pre-workshop interviews with the City Council and Executive Team, there was a clear pattern of topics that emerged which were introduced by the facilitator as potential Targets. The City Council and Executive Team worked through the various topics, ultimately consolidating the potential targets to five (5) categories which would serve as the key pillars in which to develop specific goals and action plans.
The following targets were agreed upon by the City Council and Executive Team at the workshop:
TARGETS
#1 – Quality of Life
#2 – Economic Development
#3 – Infrastructure/Internal and External
#4 – Community Engagement
#5 – Financial Stability/Resources
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GOALS
Key:
Yellow: Top Priority Goals – Level 1
Blue: Second Priority Goals – Level 2
Green: Third Priority Goals – Level 3
City Council: Executive Team:
BD = Bill Davis BJ = Bonnie Johnson
LM = Linda Molina DG = Darlene Gerdes
LS = Larry Smith MT = Mike Thornton
EC = Ed Clark TS = Tim Salas
JC = Jeff Cervantes JJ = Jock Johnson
AG = Amy Greyson
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Priority
Level
Council/Staff
Member
Priority
Goal # Goal
- - 1 Develop recreational opportunities.
2 LM, JC, BD 2 Develop and implement a Park Master Plan; develop a trail construction plan to include horse,
hiking, bike trails, etc.
2 BD, LS, AG 3 Develop cultural events, community events, and entertainment.
2 TS, EC 4 Maintain and/or enhance public safety.
City of Calimesa
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Priority
Level
Council/Staff
Member
Priority
Goal # Goal
- - 1 Diversify type of businesses/revisit zoning code. 2 LS, JC 2 Develop new image/branding.
3 BD 3 Develop jobs.
- - 4 Develop incentive options.
3 LM 5 Recruit and attract businesses and develop plan.
City of Calimesa
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Priority
Level
Council/Staff
Member
Priority
Goal # Goal
1 DG, BD, EC,
JJ, LM, BJ, JC
1 Develop a plan for temporary and permanent
office space; Library expansion/City Hall
expansion
1 TS, MT, EC,
LS, LS
2 Maintain and improve transportation systems and
roads.
1 JC, DG, JJ, EC 3 Improve and develop new technology (e.g. City website, City App, Software)
3 JC 4 Develop community aesthetics.
3 JC 5 Develop a plan for staffing.
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Priority
Level
Council/Staff
Member
Priority
Goal # Goal
- - 1 Implement active, factual, and timely
communications to the community.
2 LS, EC 2 Implement and expand upon social media and
technology.
3 LM 3 Develop and enhance public/private partnerships
and establish a Business Council.
3 LM 4 Develop and offer workshops and educational
sessions for the community (e.g. Citizen and
Leadership Academies).
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Priority
Level
Council/Staff
Member
Priority
Goal # Goal
2 MT, BD, BD 1 Pursue grants for revenue streams.
3 LM 2 Update and maintain current fees and charges
schedule.
2 EC, BJ 3 Maintain fiscal solvency and reserves policy. 3 LS 4 Develop formal debt management policy.
3 AG 5 Develop revenue enhancement plan.
ACTION PLANS
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ACTION PLANS
ACTION PLANS
City of Calimesa
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Target #3: INFRASTRUCTURE (INTERNAL AND EXTERNAL)
Goal #1: Develop a plan for temporary and permanent office space; Library expansion/City Hall expansion.
Actions: Responsible: Time Frame:
City Hall Expansion – enclose breezeway (1)
• Concept/site plan to Council Mike Thornton
Margaret Monson
Jock Johnson
February/March 2021
• Develop detailed plans and award
certain service contracts (HVAC,
architectural, electrical)
Mike Thornton
Margaret Monson
July/August 2021
• Approval to proceed out to bid Mike Thornton
Margaret Monson
September 2021
• Award Bid Mike Thornton
Margaret Monson
December 2021
• Construct Improvements Mike Thornton
Margaret Monson
January to June 2022
Actions: Responsible: Time Frame:
Library Expansion – add modular(s) (2)
• Concept/site plan to Council Mike Thornton
Margaret Monson
Darlene Gerdes
February/March 2021
• Develop detailed plans and award
certain service contracts, if applicable
Mike Thornton
Margaret Monson
Darlene Gerdes
July/August 2021
• Approval to proceed out to bid Mike Thornton
Margaret Monson
Darlene Gerdes
September 2021
• Award Bid Mike Thornton
Margaret Monson
Darlene Gerdes
December 2021
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Margaret Monson
Darlene Gerdes
January to June 2022
(1) Estimated Cost: to be determined; funded by General Government Facilities Fees (DIF) (2) Estimated Cost: to be determined; funded by Library Facilities Fees (DIF) Note: Permanent future City Hall and Library facilities will be discussed at such time staff identifies viable site(s) and funding sources.
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ACTION PLANS
Actions/Schedule for Priority “Level 1” Goals
Target #3: INFRASTRUCTURE (INTERNAL AND EXTERNAL)
Goal #2: Maintain and improve transportation systems and roads.
Actions: Responsible: Time Frame:
Review latest pavement management plan
and present priority list and funding plan to
City Council (1)
Mike Thornton
Margaret Monson
Bonnie Johnson
February/March 2021 (in
advance of 2021-22
Budget development)
Continue work on all interchanges (2) Mike Thornton
Bonnie Johnson
Ongoing
(1) Estimated Cost: to be determined based upon prioritization; funded by Measure A and General Fund
(2) Singleton and Cherry Valley in progress; All TUMF, Developer and grant funded
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ACTION PLANS
Actions/Schedule for Priority “Level 1” Goals
Target #3: INFRASTRUCTURE (INTERNAL AND EXTERNAL)
Goal #3: Improve and develop new technology (e.g. City website, City APP, Software) Actions: Responsible: Time Frame:
City Website (1)
• RFP to update website and award
contract (include City App in RFP)
Darlene Gerdes February 2021
Technology Staffing (2)
• Issue RFP for ongoing IT assistance Darlene Gerdes August 2020 • Award IT Consultant Contract Darlene Gerdes October 2020 Implement GIS System (3)
• Identify an appropriate GIS system
for Calimesa
Darlene Gerdes (working
with all City Staff)
Funded during 2020-21
Budget; System has
been implemented and
development of layers
continues
(1) Estimated cost: $40,000 in 2020-21 Budget; funded by General Fund (2) Estimated cost: $40,000 annually; in 2020-21 Budget; funded by General Fund (3) Estimated cost: $24,200 in 2020-21 Budget; $19,400 for FYs 2021-22 and 2022-23; funded by General Fund
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ACTION PLANS
Actions/Schedule for Priority “Level 2” Goals
Target #1: QUALITY OF LIFE
Goal #2: Develop and implement a Park Master Plan; develop a trail construction plan to include horse, hiking, bike trails, etc.
Actions: Responsible: Time Frame:
Issue RFP for Park Master Plan including
trails (1)
Kelly Lucia 2021-22 Budget process
(1) Estimated cost: to be determined; funded by Park Facilities Fees (DIF)
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ACTION PLANS
Actions/Schedule for Priority “Level 2” Goals
Target #1: QUALITY OF LIFE
Goal #3: Develop cultural events, community events, and entertainment.
Actions: Responsible: Time Frame:
DEFERRED DUE TO COVID-19 TBD TBD
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ACTION PLANS
Actions/Schedule for Priority “Level 2” Goals
Target #1: QUALITY OF LIFE
Goal #4: Maintain and/or enhance public safety.
Actions: Responsible: Time Frame:
Fire (1)
Consider additional Battalion Chief position Jock Johnson 2021-22 Budget process Continue to build Reserve Program Jock Johnson ongoing
Police (2)
Consider adding a Problem Oriented Policing
(POP) deputy
Tim Salas 2021-22 Budget process
(1) Estimated cost: $123,856 annually; funded by General Fund (2) Estimated cost: $354, 626 annually; funded by General Fund
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ACTION PLANS
Actions/Schedule for Priority “Level 2” Goals
Target #2: ECONOMIC DEVELOPMENT
Goal #2: Develop new image/branding.
Actions: Responsible: Time Frame:
Develop new City logo and/or tagline Darlene Gerdes
Kelly Lucia
Henry Garcia
TBD
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ACTION PLANS
Actions/Schedule for Priority “Level 2” Goals
Target #4: COMMUNITY ENGAGEMENT
Goal #2: Implement and expand upon social media and technology.
Actions: Responsible: Time Frame:
Increase City presence on all social media Darlene Gerdes Yaiza Benson
Ongoing (This has been
a focus during the
COVID-19 shutdown)
Update City website Darlene Gerdes See Level 1, target #3, goal #3
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ACTION PLANS
Actions/Schedule for Priority “Level 2” Goals
Target #5: FINANCIAL STABILITY/RESOURCES
Goal #1: Pursue grants for revenue streams.
Actions: Responsible: Time Frame:
Continue to evaluate grant opportunities for
transportation, planning and public works
Calimesa
Management Team
ongoing
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ACTION PLANS
Actions/Schedule for Priority “Level 2” Goals
Target #5: FINANCIAL STABILITY/RESOURCES
Goal #3: Maintain fiscal solvency and funded reserve policy.
Actions: Responsible: Time Frame:
Adopt balanced budget (recurring revenue
exceeds recurring expenses)
Bonnie Johnson Current and annually
Review Reserve Policy on an annual basis Bonnie Johnson Incorporate into annual budget process
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ACTION PLANS
Actions/Schedule for Priority “Level 3” Goals
Target #2: ECONOMIC DEVELOPMENT
Goal #3: Develop jobs.
Actions: Responsible: Time Frame:
Continue contract with Economic
Development Consultant
Bonnie Johnson Ongoing and 2021-
22 budget
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ACTION PLANS
Actions/Schedule for Priority “Level 3” Goals
Target #2: ECONOMIC DEVELOPMENT
Goal #5: Recruit and attract businesses and develop plan.
Actions: Responsible: Time Frame:
Continue Contract with Economic
Development Consultant
Bonnie Johnson 2021-22 Budget
Work with the Chamber of Commerce to
promote businesses
Bonnie Johnson
Darlene Gerdes
Agreement approved in
September 2020
Estimated costs: $60,000 for Economic Consultant; $41,000 for Chamber of Commerce
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ACTION PLANS
Actions/Schedule for Priority “Level 3” Goals
Target #3: INFRASTRUCTURE (INTERNAL AND EXTERNAL)
Goal #4: Develop community aesthetics.
Actions: Responsible: Time Frame:
Work with Community Services
Commission on developing community
aesthetics
Kelly Lucia
Yaiza Benson
TBD
DEFERRED DUE TO COVID-19
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ACTION PLANS
Actions/Schedule for Priority “Level 3” Goals
Target #3: INFRASTRUCTURE (INTERNAL AND EXTERNAL)
Goal #5: Develop a plan for staffing.
Actions: Responsible: Time Frame:
DEFERRED DUE TO COVID-19 AND FACILITY
SPACE NEEDS (see Level 1 priorities)
Calimesa
Management Team
TBD
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ACTION PLANS
Actions/Schedule for Priority “Level 3” Goals
Target #4: COMMUNITY ENGAGEMENT
Goal #3: Develop and enhance public/private partnerships and establish a Business Council.
Actions: Responsible: Time Frame:
DEFERRED DUE TO COVID-19
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ACTION PLANS
Actions/Schedule for Priority “Level 3” Goals
Target #4: COMMUNITY ENGAGEMENT
Goal #4: Develop and offer workshops and educational sessions for the community (e.g.
Citizen and Leadership Academies).
Actions: Responsible: Time Frame:
DEFERRED DUE TO COVID-19
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ACTION PLANS
Actions/Schedule for Priority “Level 3” Goals
Target #5: FINANCIAL STABILITY/RESOURCES
Goal #2: Update and maintain current fees and charges schedule.
Actions: Responsible: Time Frame:
Add Fire fees to fee schedule Bonnie Johnson
Jock Johnson
TBD
Update all other fees for cost increases Bonnie Johnson with involvement of
Management Team
TBD
Hire consultant to perform updated fee
study and overhead cost analysis
Bonnie Johnson with
involvement from
Management Team
TBD
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ACTION PLANS
Actions/Schedule for Priority “Level 3” Goals
Target #5: FINANCIAL STABILITY/RESOURCES
Goal #4: Develop formal debt management policy.
Actions: Responsible: Time Frame:
Update City’s Fiscal policies to expand upon
Debt Management and long-term pension
cost management
Bonnie Johnson 2021-22 Budget
Development Process
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ACTION PLANS
Actions/Schedule for Priority “Level 3” Goals
Target #5: FINANCIAL STABILITY/RESOURCES
Goal #5: Develop revenue enhancement plan.
Actions: Responsible: Time Frame:
See Goal #1 and #2 under Fiscal
Stability/Resources
Bonnie Johnson 2021-22 Budget Process