Coachella City Council
May 14, 2025

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another location.

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

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

TO COUNTY:

Emergency Management Department
450 E. Alessandro Blvd.

Riverside, CA 92508
Attn: Emergency Services Manager

TO AGENCYCONTRACTOR
Y:

Agency of __________________
Address
City, State Zip
Attn: Authorized Agent

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

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

AGREED:

County of Riverside
By:_________________________________
Bruce Barton, Director
Emergency Management Department
Date: _______/________/________
Agency __________________
By:_________________________________
Name, Title
Agency
Date: _______/________/_______

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EXHIBIT A

SCOPE OF SERVICE

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

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

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

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

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

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

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

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

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

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

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

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

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2. STRENGTHENING EMERGENCY MANAGEMENT THROUGH STRATEGIC COLLABORATION AND

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

COST SHARE OVERALL COST SHARE
Total Disaster Cost to Agency: $ 100,000,000.00
Federal Government Cost Share (75%) Pays: $ 75,000,000.00 State Government Cost Share Pays (75% of the remaining 25%): $ 18,750,000.00 Agency Cost Share Pays: $ 6,250,000.00
Agency compliant with AB 2140, no cost to the Agency: $ 0.00 Mitigation Conclusion: Strengthening Resilience Through Mitigation and Strategic Planning - Building a resilient foundation for communities requires a proactive and multi-faceted approach to disaster mitigation, planning, and resource management. EMDUS plays a key role in enhancing longterm resilience by helping Agency identify vulnerabilities, develop hazard mitigation strategies, and secure essential funding through programs such as FEMA’s HMGP, BRIC, and FMA. By integrating land use planning, building codes, infrastructure resilience, community education, and environmental management, we ensure that communities are better prepared to face future hazards. Through continuous support in grants coordination, compliance with state and federal regulations, and expert guidance, EMDUS helps agencies mitigate risks, reduce potential disaster impacts, and strengthen their financial capacity to respond to catastrophic events, ultimately fostering safer, more resilient communities.

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

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

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

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

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

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

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

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

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

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

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

6.3.1 Supporting Field Activities During a Catastrophic Event - During a catastrophic event, it is crucial for the Agency’s EOC to provide vital support to field activities, ensuring coordinated and effective response efforts. This includes managing and supporting operations like urban search and rescue, medical response, and evacuation planning, which require seamless communication and resource allocation. The EOC facilitates realtime information sharing, enabling first responders and partner agencies to make informed decisions quickly. Additionally, the EOC plays a key role in implementing public safety measures, such as sheltering displaced populations and activating alert and warning systems to keep the public informed and safe. This centralized coordination ensures that field operations are well-supported and the overall response is efficient and organized.

When disaster strikes, a swift and coordinated response is essential. Our 24/7 Duty Officer Program ensures immediate action, providing reliable emergency response around the clock. Backed by experienced personnel, strong agency partnerships, and advanced response equipment, we are committed to protecting communities with readiness and expertise.

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

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

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

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

6.3.4 Expert Emergency Operations Center (EOC) Management - In times of crisis, a wellcoordinated EOC serves as the backbone of an effective response, ensuring seamless communication and decisive action. EMDUS specializes in expert EOC management,

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transforming it into a centralized hub for coordination and operational efficiency. With Agency’s support, we help ensure the EOC is staffed with trained personnel in key roles, utilizing streamlined processes to maintain control in rapidly evolving situations. By enhancing organization, resource management, and real-time decision-making, our approach strengthens the EOC’s ability to respond effectively to any emergency, safeguarding communities and critical infrastructure.

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

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

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

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

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

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

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Agreement No.

recovery efforts and fostering resilience, EMDUS helps communities rebuild stronger, ensuring they are better prepared for future challenges.

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

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

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

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

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

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

6.4.6.1 Ensuring Maximum Disaster Reimbursement Recovery - As detailed in section

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

6.4.6.2 Turning Disaster Recovery into Financial Resilience - Successful disaster recovery not only aids in restoring communities but also leads to revenue

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Agreement No.

generation by recouping funds spent on response and recovery efforts. By effectively leveraging reimbursement processes, agencies can recover costs and return critical resources to their budgets. This strengthens their financial resilience, ensuring that funds are available for future emergency response needs and helping maintain long-term preparedness and recovery capabilities.

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

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

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

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

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

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

7.4 Extensive Support Network

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Agreement No.

EMDUS provides not just assigned personnel, but also access to an extensive support network, including EMD supervisors, managers, and specialized personnel in grant management, disaster recovery, training, and exercises. This partnership ensures that Agency remains at the forefront of emergency management’s best practices, benefiting from the full breadth of our resources and expertise.

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

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

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

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

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

Let EMDUS strengthen your Operational Area’s readiness.

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

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Agreement No.

EXHIBIT B

PAYMENT PROVISIONS
The Agency shall compensate theCounty for quarterly EMDUS, as set forth below.

1. Summary of Compensation for EMDUS:

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

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

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

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

OPTION
(X)
ITEM

DESCRIPTION
QUARTER 1

JUL-SEP
QUARTER 2

OCT-DEC
QUARTER 3

JAN-MAR
QUARTER 4

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

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

OPTION
(X)
ITEM

DESCRIPTION
QUARTER 1

JUL-SEP
QUARTER 2

OCT-DEC
QUARTER 3

JAN-MAR
QUARTER 4

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

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

DESCRIPTION
QUARTER 1

JUL-SEP
QUARTER 2

OCT-DEC
QUARTER 3

JAN-MAR
QUARTER 4

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

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

OPTION
(X)
ITEM

DESCRIPTION
QUARTER 1

JUL-SEP
QUARTER 2

OCT-DEC
QUARTER 3

JAN-MAR
QUARTER 4

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

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

3. Fuel/Mileage:

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

4. Invoicing:

TheCountywillinvoice the Agency atthe endof each quarter. Thepayment isdue by the 20th of the following month as follows: • Quarter 1(July 1- September 30)- due October 30th • Quarter 2 (October 1- December 31)- dueJanuary 30th
• Quarter 3 (January 1- March 31) - due April 30th
• Quarter 4 (April1 - June 30) - due July 30th

EXHIBIT C

WORKPLAN DEVELOPMENT AND IMPLEMENTATION
Service
Level
Hours
Per Week
Total Weekly
Commitment
Estimated Completion
Time (52-Week Basis)
Additional Staff Required to
complete plan in 1 Year
(Agency)
100%
(Full-Time) 40 hours 1 FTE Min. 12 months 0 FTE
75%
(Part-Time High) 30 hours .75 FTE Min. 18 months Min. .25 FTE 50%
(Part-Time Moderate) 20 hours .50 FTE Min. 21 months Min. .50 FTE 25%
(Part-Time Low) 10 hours .25 FTE Min. 24 months Min. .75 FTE

Item 23.

Agreement No.

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

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

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

PHASE KEY ACTIONS ESTIMATED TIMELINE
Phase 1:

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

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

Months 3-4
Phase 3:

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

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

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

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

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Agreement No.

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

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

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

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

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

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

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

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

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

Project Initiation &
Stakeholder
Engagement
Form the EOP Planning Team:

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

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

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

Months 4-6
Phase 3:

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

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

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Agreement No.

Phase 5:

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

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

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

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

Training & Public
Outreach
Develop and deliver training for Agency staff, first responders, and key stakeholders:
- Conduct community preparedness outreach (CERT, businesses, schools)
- Plan annual exercises and drills to validate EOP procedures Ongoing after
adoption
To meet timeline expectations, it is essential for departments to actively participate and comply with established deadlines throughout the Emergency Operations Plan (EOP) process. Timely engagement ensures that critical information, resource assessments, and operational responsibilities are accurately documented and incorporated into the plan. Departments must provide input, review draft sections, and complete assigned tasks within designated timeframes to prevent delays that could impact overall preparedness and compliance with regulatory requirements. Consistent participation also allows for effective coordination between agencies, ensuring that dependencies and response capabilities are aligned. By adhering to deadlines, departments contribute to a structured, efficient planning process, ultimately strengthening the Agency’s ability to respond to and recover from emergencies.

Item 23.

STAFF REPORT
5/14/2025
TO: Honorable Mayor and City Council Members
FROM: Andrew Simmons, P.E., City Engineer
SUBJECT: Amendment No. 2 to the Professional Services Agreement with Albert A. Webb Associates for an amount of $5,105 to provide design services for Rancho Las Flores Park Expansion – City Project P-31.

STAFF RECOMMENDATION:

Authorize the City Manager to execute Amendment #2 to the Professional Services Agreement with Albert A. Webb Associates for an amount of $5,105 to provide design services for Rancho Las Flores Park Expansion – City Project P-31.

BACKGROUND:

On September 8, 2021, the City of Coachella was awarded a Statewide Park Program grant in the amount of $8,454,600 for a new park. The City’s original park site location was on Avenue 52 between La Ponderosa Drive and Hernandez Street for Central Park. After the award, Central Park was deemed ineligible for the grant funds due to eminent domain proceedings for a portion of the park land. City Staff worked cooperatively with Statewide Parks program staff to evaluate alternative park locations within the City that would qualify for the awarded grant. The expansion of Rancho Las Flores Park was eligible for the entire grant amount and the award was transferred for the expansion of Rancho Las Flores Park.

The project will include many new amenities and open spaces for all age groups including the City’s first dog park, an amphitheater, splash pad, sports courts, playground equipment and fitness equipment. There will also be walking paths, open green space and a café building. The park will be complimented by landscaping and lighting throughout the park. The expansion will complete the remaining land at Rancho Las Flores Park.

DISCUSSION/ANALYSIS:

On July 26, 2023 City Council authorized an agreement with Albert A. Webb Associates for professional landscape architecture design services for Central Park. The change in project location added additional design services and time needed to complete the design. Rancho Las Flores Park Expansion is more than twice the area of Central Park and therefore requires additional design services as described in the request for contract amendment . On February 26, 2025 City Council authorized Amendment #1 in the amount of $174,490. City Staff recommends authorizing

Item 24.
amendment #2 for these additional landscape architecture design services for Rancho Las Flores Park Expansion.

FISCAL IMPACT:

Funding for these services will be reimbursed by Prop 68. No fiscal impact to FY 24/25 budget.

ATTACHMENTS:

1. Amendment No. 2 to the Professional Services Agreement

2. Amendment Proposal

Item 24.

SECOND AMENDMENT TO THE PROFESSIONAL SERVICES AGREEMENT

BETWEEN THE CITY OF COACHELLA
AND ALBERT A. WEBB ASSOCIATES
THIS SECOND AMENDMENT ("Amendment") is made and entered into as of May 14TH, 2025 by and between the City of Coachella ("City”) and Albert A. Webb Associates. ("Consultant"). In consideration of the mutual covenants and conditions s et forth herein, the parties agree as follows:

1. RECITALS. This Amendment is made with the respect to the following facts and purposes:
a. On or about July 26th, 2023 the City and Consultant entered into that certain agreement entitled "City of Coachella Professional Services Agreement" between the City and Consultant to provide engineering design, and other services for the Rancho Las Flores Park Expansion Project, P-31in the amount of $838,888.00. b. On or about February 26, 2025 the City and Consultant entered into the “First Amendment” to the agreement between the City and Consultant in the amount of $174,490
c. The parties now desire to amend the Agreement as set forth in this Amendment.

2. AMENDMENT.

3.1 General Scope of Services. Section 3.1.1 of the Agreement is hereby amended to include the additional Scope of Services to be performed for the Rancho Las Flores Park Expansion, P-31 under this Amendment No. 2 referenced as EXHBIIT “A”.

3.2 Performance Period. Section 3.1.2 of the Agreement is hereby amended to go into effect on May 14, 2025 contingent upon approval by City, and Consultant shall commence work after notification to proceed by City’s Agreement Administrator. The Agreement shall end on June 30, 2026, unless extended by Agreement Amendment.

3.3 Allowable Costs and Payments. Section 3.3.1 of the Agreement is hereby amended to increase the compensation, including authorized reimbursements, for all services rendered under this Agreement as set forth in EXHIBIT “B” attached hereto and incorporated herein by reference.

The method of payment in Sections 3.3.1.A and B of the Agreement are hereby amended to actual cost plus a ten percent (10%) fixed fee. City will reimburse Consultant for actual costs (including labor costs, employee benefits, travel, equipment rental costs, overhead and other direct costs; plus ten percent fixed fee) incurred by Consultant in performance of the work. The total authorized compensation for the Amendment No. 2 is

Item 24.
in the amount not to exceed Five Thousand One Hundred Five Dollars and Zero Cents ($5,105.00).

The amended total compensation shall not exceed One Million Eighteen Thousand Four Hundred Eighty-Three Dollars and Zero Cents ($1,018,483.00) without written approval of the City’s representative. Extra Work may be authorized, as described below, and if authorized, will be compensated at the rates and manner set forth in this agreement.

3.4 Continuing Effect of Agreement. Except as amended by this Amendment, all provisions of the Agreement shall remain unchanged and in full force and effect. From and after the date of this Amendment, whenever the term "Agreement" appears in the Agreement, itshall mean the Agreement as amended by this Amendment.

3.5 Adequate Consideration . The parties hereto irrevocably stipulate and agree that they have each received adequate and independent consideration for the performance of the obligations they have undertaken pursuant to this Amendment.

3.6 Counterparts. This Amendment m a y be executed in duplicate originals, each of which is deemed to be an original, but when taken together shall constitute but one and the same instrument.

Item 24.

IN WITNESS THEREOF, the parties have executed this Amendment as of the day and year first set forth above, which date shall be considered by the parties to be the effective date of this Amendment.

CITY OF COACHELLA ALBERT A. WEBB ASSOCIATES
By: By:
____________________________ _____________________ ____ William B. Pattison Jr. Chief Operations Officer
Interim City Manager Name
Approved as to Form: By:

Best Best & Krieger LLP Chief Financial Officer
City Attorney Name
Attest:
___________________________
Angela Zepeda
City Clerk

Item 24.
2023-0196
3788 McCray Street, Riverside, CA 92506 | P:951.686.1070 | F:951.788.1256 | www.webbassociates.com May 06, 2024
Andrew Simmons
City of Coachella
53-990 Enterprise Way
Coachella, CA 92236
RE: RE: Proposal for Contract Amendment No. 2 - Additional Electrical Design Services for Rancho Las Flores Park Expansion located in the City of Coachella, CA.

Dear Andrew,
Albert A. WEBB Associates (WEBB) is pleased to provide you with this proposal for additional electrical design services related to the development of 23-0196 Rancho Las Flores Park Expansion Project. Enclosed you will find our Scope of Work (Section 1), and Compensation for Services (Section 2) for your review and consideration. This scope change was triggered by the information we received from IID after their review of the plans, that current capacity would not support the project as designed.

As a result, the design has changed to reduce the number of future EV – capable parking stalls.

If you find this proposal acceptable, please sign the contract agreement and return to our office. We appreciate this opportunity to be of service to the City of Coachella and look forward to hearing from you. If you have any questions regarding this proposal If you have any questions regarding this proposal, please call me at (951) 248-4281.

Sincerely,
ALBERT A. WEBB ASSOCIATES
Jeff Hutchins, PLA
Manager, Landscape Architecture
[email protected]

Item 24.

Client
Project Title
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Section 1 Scope of Work
Albert A. WEBB Associates (WEBB) will perform the following Scope of Services for the project.

Additional Electrical Design Services

1.1 Scope of change (T&M)
This change order covers additional services related to drawing revisions and utility coordination required to implement CALGreen code exceptions that remove EV-capable infrastructure from the project. IID has indicated limited electrical capacity in the area, and based on our electrical load calculations, the originally proposed service size of 1,600A would likely trigger costly utility infrastructure upgrades.

By removing the EV-capable infrastructure per CALGreen exceptions, we anticipate reducing the electrical service size to 800A—cutting the load in half and potentially avoiding significant utility improvements. This revision also offers cost savings for the City by minimizing material and labor costs associated with future EV stall provisions.

The items listed below reflect the additional services outside of our original project scope.

IID Capacity Design Revisions & IID Services Application Coordination • Revise electrical drawings and specifications to reflect removal of EV-capable infrastructure.
• Coordinate revisions with the City of Coachella and Imperial Irrigation District (IID). • Update drawings as needed, including Load schedules and calculations, Single line diagram, Site plan(s) and Electrical details
Deliverable:
• PDF of revised Electrical Plans for IID Application.

Item 24.

Client
Project Title
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Additional Services
Services which are not specifically identified herein as services to be performed by WEBB are considered Additional Services for the purposes of this Proposal. The Client may request that WEBB perform services which are Additional Services. WEBB will perform such additional services upon execution of an amendment to this Agreement setting forth the scope, schedule, and fee for such additional services.

Exclusions
Any work relating to the following is specifically excluded for the services proposed herein and, if required, must be contracted for under a separate contract or as an addendum to this contract:
• Dry Utility Coordination and Design Services
• Architectural Services
• Utility verification/locating services (Potholing)
• Construction inspection
• Material testing
• Property appraisal and acquisition services
• Site security and other improvements
• Any other work task not specifically indicated in the Scope of Services • Plan check and application fees are not included in this contract and shall be paid by the client, directly to the appropriate governmental agency.

Item 24.

Client
Project Title
Page | 3
Section 2 Compensation for Services
Work shall be billed on “Time and Materials” basis not to exceed the amount indicated below without prior authorization from the Client. Total fees for services shown in the Scope of Work (Section 2) shall be $5,105. Charges for services will be billed monthly on a percent complete basis with the exception of those services noted as “Time and Materials” (T&M). These services will be billed on a “Time and Materials” basis in accordance with our attached schedule of fees. A breakdown of our fees is listed below:

Additional Services
Electrical Plan Revisions per IID capacity limitations $5,105 Subtotal $5,105
TOTAL $5,105
The following is a summary of original, current, and proposed authorizations according to our records.

WEBB Original Authorization: $838,888
Change Order No. 1 $174,490
Proposed Change Order No. 2 $5,105
Total WEBB Authorization with
Change Order No. 1 and 2 $1,018,483
This proposal and budget are valid for 60 days from date of proposal.

Task budgets are estimates and may be used interchangeably as needed but not to exceed the budget total. Any additional services requested outside this scope will be provided under separate contract addenda for additional fees. Invoices will be submitted monthly based on the percentage of work completed. All invoices shall be due and payable upon receipt. If invoices remain unpaid after 30 days, work on project may cease and interest of 1.5% per month shall be charged on unpaid balances.

Charges for deliveries, printing, copying, mileage, postage, outside services, and for coordination of other services not specifically listed in the scope of work (Reimbursable Expenses), will be billed on a time and material basis, in accordance with our Schedule of Fees in addition to the amounts shown above. Checking and/or filing fees are not included in this contract, and shall be paid by the client directly to the appropriate governmental agency.

Item 24.

STAFF REPORT
5/14/2025
TO: Honorable Mayor and City Council Members
FROM: Maritza Martinez, Public Works Director
SUBJECT: Award Amendment No 1 to Vintage Landscape for Landscape Maintenance Services for City Medians and Downtown 6th Street Agreement, Project No. 031623B; Amendment No. 1 will award an additional one-year term and increase compensation for the additional term by $81,487.50.

STAFF RECOMMENDATION:

Award Amendment No 1 to Vintage Landscape for Landscape Maintenance Services for City Medians and Downtown 6th Street Agreement, Project No 031623B; Amendment No 1 will award an additional one-year term and increase compensation for the additional term by $81,487.50.

EXECUTIVE SUMMARY:

The City published a Request for Proposals (“RFP”) for Landscape Maintenance Services for City Medians and Downtown 6th Street. This RFP closed on April 24, 2023 and the City received two responses. The locations included in the RFP included 6 th Street from Cesar Chavez to Grapefruit
Blvd.(including City Hall) and medians/parkways located along: Dillon Road, Grapefruit Blvd., Cesar Chavez St., Avenue 50, Avenue 54. Based upon these selection criteria, the top ranked proposer selected was Vintage Associates Inc DBA Vintage Landscape. On May 10, 2023, the City Council awarded the agreement to Vintage Landscape for a two-year term; this contract term is through July 22, 2025. The RFP does identify the City can enter into another one-year term if both parties agree.

Staff recommends award of Amendment No. 1 extending the term of the agreement by one year through July 22, 2026. Per the terms of the agreement the additional one-year term is subject to an increase based on CPI; the most recent CPI available for March 2025 is 2.5%. Compensation for the additional one-year term is recommended at a total not to exceed amount of $81,487.50 (includes a 25% contingency for overseeding and plant replacements); the annual contractual cost will increase from $63,600 to $65,190.

FISCAL IMPACT:

The recommended action will not have a fiscal impact as these costs were accounted for in the submitted FY 25/26 budget.

Attachments: Proposed Amendment No. 1

Item 25.
1 ORANGE\CCAMPOS\34530. 2 BBK: MARCH 2007
Amendment No. 1 to the Maintenance Services Agreement
Between the City of Coachella
and
Vintage Landscape Project No. 031623B

2. Parties And Date.

This Amendment No. 1 to the Maintenance Services Agreement ("Amendment No.1 ") is made and entered into this 14th day of May, 2025 by and between the City of Coachella ("City") and Vintage Landscape, ("Contractor"). City and Contractor are sometimes individually referred to as "Party" and collectively as "Parties" in this Amendment No.1.

2. Recitals.

2.2 Agreement. City and Contractor entered into that certain Agreement for Landscape Maintenance Service for City Medians and Downtown 6th Street Project No. 031623B ("Agreement"), entered into on May 10, 2023.

2.2 Amendment. City and Contractor desire to amend the Agreement for the first time as set forth in this Amendment No. 1.

3. Amendments.

3.1. Compensation. Section 3.1.2 and 3.3.1, of the Agreement are hereby deleted in their entirety and replaced with the following:

3.1.2 Term. The term of the Agreement shall be from July 23, 2023 to July 22, 2026, unless earlier terminated as provided herein. Contractor shall complete the Services within the term of the Agreement, and shall meet any other established schedules and deadlines.

3.3.1 Compensation. Contractor shall receive compensation, including authorized reimbursements, for all Services rendered under this Agreement at the rates set forth in Exhibit ”C” of the Agreement. The total compensation shall not exceed two hundred forty thousand and four hundred eighty-seven dollars and fifty cents ($240,487.50) without written approval of City’s City Council. Extra Work may be authorized, as described below, and if authorized, will be compensated at the rates and manner set forth in this Agreement.

3.2 Exhibit C. Exhibit C replaced as attached to this Amendment No. 1.

3.3 Continuing Effect of Agreement. Except as amended by this Amendment No.1, all provisions of the Agreement shall remain unchanged and in full force and effect. From and after the date of this Amendment No.1, whenever the term "Agreement" appears in the Agreement, it shall mean the Agreement as amended by this Amendment No.1.

3.4 Adequate Consideration. The Parties hereto irrevocably stipulate and agree that they have each received adequate and independent consideration for the performance of the obligations they have undertaken pursuant to this Amendment No.1.

Item 25.
2 ORANGE\CCAMPOS\34530. 2 BBK: MARCH 2007

3.5 Counterparts. This Amendment No.1 may be executed in duplicate originals, each of which is deemed to be an original, but when taken together shall constitute but one and the same instrument.

IN WITNESS WHEREOF, the parties have executed this Amendment. No. 1 as of the date first written above.

THE CITY OF COACHELLA VINTAGE LANDSCAPE
By:
_____________________________ By:__________________________ William B. Pattison, Jr.

Interim City Manager
Attest:
____________________________
City Clerk
Approved as to Form:
____________________________
BB&K, City Attorney

Item 25.
3 ORANGE\CCAMPOS\34530. 2 BBK: MARCH 2007
EXHIBIT “C”

COMPENSATION
 Monthly = $5,432.50
 Annual = $65,190.00 + 25% contingency = Annual NTE $81,487.50  Three Year Term NTE = $240,487.50

Item 25.

STAFF REPORT
5/14/2025
TO: Honorable Mayor and City Council Members
FROM: Maritza Martinez, Public Works Director
SUBJECT: Award Amendment No 2 to Vintage Associates Inc for Landscape Maintenance Services for Bagdouma Park Project No. 031623; Amendment No. 2 will award an additional one-year term and increase compensation for the additional term by $195,262.50.

STAFF RECOMMENDATION:

Award Amendment No. 2 to Vintage Associates Inc for Landscape Maintenance Services for Bagdouma Park Project No. 031623; Amendment No. 2 will award an additional one-year term and increase compensation for the additional term by $195,262.50.

EXECUTIVE SUMMARY:

The City published a Request for Proposals (RFP) for Landscape Maintenance Services for Bagdouma Park Project. This RFP closed on April 24, 2023 and the City received two responses.

Based upon the pre-established selection criteria, the top ranked proposer selected was Vintage Associates Inc. On May 10, 2023, the City Council awarded Vintage Associates Inc. a two-year maintenance agreement for Bagdouma Park ($381,000) and on June 22, 2022 City Council authorized award of Amendment No 1 for repairs to a retention basin at Bagdouma Park ($45,000).

The RFP terms for this agreement allow for the contract term to be extended for one additional one-year term if agreed upon by both parties. An extended one-year term is recommended by staff and would increase annual compensation for the contract by CPI (2.5%).

Staff recommends award of the proposed Amendment No. 2 for a one-year additional term through July 22, 2026. The proposed Amendment No. 2 also increased compensation for the additional one-year term in the not to exceed amount of $195,262.50 (includes a 25% contingency for overseeding/plant replacements); the monthly rate would be increasing from $12,700 to $13,017.50.

FISCAL IMPACT:

The recommended action will not have a negative impact on the budget as these rates were included in the proposed FY 25/26 budget.

Attachment: Proposed Amendment No. 2

Item 26.
1 ORANGE\CCAMPOS\34530. 2 BBK: MARCH 2007
Amendment No. 2 to the Maintenance Services Agreement
Between the City of Coachella
and
Vintage Associates Inc;
Project No. 031623

2. Parties And Date.

This Amendment No. 2 to the Maintenance Services Agreement ("Amendment No.2 ") is made and entered into this 14
th day of May, 2025 by and between the City of Coachella ("City") and Vintage Associates Inc, ("Contractor"). City and Contractor are sometimes individually referred to as "Party" and collectively as "Parties" in this Amendment No.2.

2. Recitals.

2.2 Agreement. City and Contractor entered into that certain Agreement for Landscape Maintenance Service for Bagdouma Park ("Agreement"), entered into on May 10, 2023 and amended for the first time on April 24, 2024.

2.2 Amendment. City and Contractor desire to amend the Agreement for the second time to amend the term of the Agreement as set forth in this Amendment No. 2.

3. Amendments.

3.1. Compensation. Section 3.1.2 and 3.3.1, of the Agreement are hereby deleted in their entirety and replaced with the following:

3.1.2 Term. The term of the Agreement shall be from July 23, 2023 to July 22, 2026, unless earlier terminated as provided herein. Contractor shall complete the Services within the term of the Agreement, and shall meet any other established schedules and deadlines.

3.3.1 Compensation. Contractor shall receive compensation, including authorized reimbursements, for all Services rendered under this Agreement at the rates set forth in Exhibit ”C” of the Agreement. The total compensation shall not exceed five hundred seventy-six thousand and two hundred sixty-two dollars and fifty cents ($576,262.50) without written approval of City’s City Council. Extra Work may be authorized, as described below, and if authorized, will be compensated at the rates and manner set forth in this Agreement.

3.2 Exhibit C. Exhibit C are hereby deleted and replaced with a revised Exhibit C attached hereto.

3.3 Continuing Effect of Agreement. Except as amended by this Amendment No.2, all provisions of the Agreement shall remain unchanged and in full force and effect. From and after the date of this Amendment No.2, whenever the term "Agreement" appears in the Agreement, it shall mean the Agreement as amended by this Amendment No.2.

Item 26.
2 ORANGE\CCAMPOS\34530. 2 BBK: MARCH 2007

3.4 Adequate Consideration. The Parties hereto irrevocably stipulate and agree that they have each received adequate and independent consideration for the performance of the obligations they have undertaken pursuant to this Amendment No.2.

3.5 Counterparts. This Amendment No.2 may be executed in duplicate originals, each of which is deemed to be an original, but when taken together shall constitute but one and the same instrument.

IN WITNESS WHEREOF, the parties have executed this Amendment. No. 2 as of the date first written above.

THE CITY OF COACHELLA VINTAGE ASSOCIATES INC
By: __________________________
By:__________________________
William B. Pattison, Jr.

Interim City Manager
Attest:
____________________________
City Clerk
Approved as to Form:
____________________________
City Attorney

Item 26.
3 ORANGE\CCAMPOS\34530. 2 BBK: MARCH 2007

EXHIBIT C
Compensation
- Total Per Month = $13,017.50
- Total Annual = (including 25 % contingency) $195,262.50 - Total not-to-exceed- for three-year term = $576,262.50 -

Item 26.

STAFF REPORT
5/14/2025
TO: Honorable Mayor and City Council Members
FROM: Maritza Martinez, Public Works Director
SUBJECT: Approve execution of 2025 – 2027 Memorandum of Understanding between the City of Coachella and Desert Recreation District.

STAFF RECOMMENDATION:

Approve execution of 2025 – 2027 Memorandum of Understanding between the City of Coachella and Desert Recreation District.

EXECUTIVE SUMMARY:

For the past thirteen years, the Council has approved funding for the following Summer Programming: Open Swim Passes, Summer Camp Scholarships, and Movies at the Parks. City Council has approved a Memorandum of Understanding since July 25, 2011, authorizing the partnership between the City of Coachella and Desert Recreation District (DRD), which provides these programs at the Bagdouma Community Center and city parks. The collaboration with the DRD provides recreational programming available at the various city parks and Bagdouma Community Center including: Piano, Guitar, Drums, Teen Social Nights, Baile Folklorico, Fit after 50, Dance Play and Pretend Ballet, Beginning Ballet, Basketball Training Zone, Summer Art Scene, Toddler and Me Fitness, Full Body Fitness and Tiny Soccer Stars.

The proposed MOU will be for a two-year term, June 1, 2025 - May 31, 2027, and provides flexibility for DRD to expand programming as the demand is identified.

FISCAL IMPACT:

The recommended action has no fiscal impact as these funds were budgeted in the current budgeted.

Attachments:

Proposed MOU

Item 27.

MOU BETWEEN

THE CITY OF COACHELLA AND

DESERT RECREATION

DISTRICT FOR
2025 - 2027 RECREATIONAL PROGRAMMING
This MOU is made and entered into this 14th day of May, 2025, by and between the CITY of Coachella, a municipal corporation, hereinafter referred to as "CITY", and Desert Recreation DISTRICT, a public agency and California Special District, hereinafter referred to as "DISTRICT".

WITNESETH:

WHEREAS, the CITY owns or leases property (including but not limited to ball fields, pools and community centers) that are used for parks, recreational, and community activities; and,
WHEREAS, the DISTRICT is authorized and qualified to provide and administer these activities; and,
WHEREAS, DISTRICT currently provides programs for and operates Bagdouma Pool from Memorial Day through Labor Day each year on behalf of the CITY; and, seasonal pool services begin in spring for rentals through Labor Day for regular pool service.

WHEREAS, the CITY desires the DISTRICT to expand its provision and administration of recreational activities and related services on CITY property to provide additional benefits to the residents of Coachella, and WHEREAS, the CITY desires to contract with the DISTRICT to provide the, following additional "Summer Programming": Summer Camp Scholarships, Movies at the Parks, and Open Swim Passes, and
WHEREAS, the City desires to contract with the DISTRICT to provide "Various Recreational Programming" as requested at the Bagdouma Community Center; and NOW, THEREFORE, in consideration of their mutual promises, obligations, and covenants hereinafter contained, the parties agree as follows:
1

Item 27.

1. Term:

The term of this MOU shall commence on Friday, May 23, 2025 and end on May 22, 2027.

A. CITY and DISTRICT, may by written notice, terminate this MOU at any time and without cause by giving written notice to the CITY/DISTRICT of such termination, and specifying the effective date thereof, at least thirty (30) days before the effective date of such termination.

2. CITY Obligations:

In consideration of the provision of park and recreation programming as set out in Section 3 below, CITY shall make available to DISTRICT the following facilities: Bagdouma Pool, Bagdouma Community Center( the multipurpose room of the with associated restrooms and attached covered patio), the use of Bagdouma Park, Rancho De Oro Park and Dateland Park (all of these collectively called the "CITY facilities"). DISTRICT shall not modify such facilities or property without the prior written consent of the CITY.

A. CITY shall be responsible for routine maintenance and the repair and upkeep of CITY facilities in order for them to be appropriate for DISTRICT's use.

B. CITY shall pay all utilities and related payments for use of CITY facilities, with the exception of field and field lighting use.

C. CITY shall be responsible for the cost of repair to CITY facilities damaged by vandalism or other intentional acts and shall maintain insurance or self-insurance which covers such repairs.

D.CITY shall provide DISTRICT with current emergency
and maintenance contact information.

E. CITY shall pay the DISTRICT for the agreed upon Summer Programming based upon the cost recovery fees identified in Exhibit A, attached hereto and incorporated herein by this reference.

3. DISTRICT Obligations:

DISTRICT shall be responsible for all costs of providing such programs (including but not limited to instructors, supplies, overhead and 2

Item 27.
administration) and shall be responsible for set up for and clean up after such programs.

A. DISTRICT shall operate and manage the Summer Programming, Adult Recreation Programming and Various Recreational Programming as described in Exhibit B, attached hereto and incorporated herein by this reference. The identified Programming offers recreational activities and events for various ages and interests at: Bagdouma Pool, Bagdouma Community Center, Bagdouma Park, Dateland Park and Rancho De Oro Park.

B. DISTRICT will provide all Programming at the agreed upon costs identified in Exhibit A.

C. The DISTRICT may request to provide additional programming and for such programming shall determine, collect and retain user fees in order to fund such programs and activities initiated by the DISTRICT. DISTRICT shall be responsible for any and all bad debts or collections of such fees. DISTRICT shall provide a current copy of user fees to CITY. The DISTRICT must obtain a facility use permit for all programming at City facilities.

D. DISTRICT shall program, staff and operate Bagdouma Pool from the Friday proceeding Memorial Day through Labor Day.

E. District shall ensure users of the CITY's Summer Programming are CITY residents.

F. DISTRICT shall provide other services requested by the CITY at an additional cost consistent with DISTRICT's cost recovery policy. Such services may include programming, administration, coordination and reservation management, or maintenance.

G. DISTRICT shall provide CITY with current emergency and maintenance contact information.

H. Non-Discrimination: Recreation programs and services shall be provided in accordance with all local, state, and federal laws and regulations, without discrimination as to protected categories.

I. DISTRICT will help promote the all Programming, identified in Exhibit B, through its available media outlets and relationships.

J. DISTRICT will invoice the CITY for the agreed upon Summer Programming, as identified in Exhibit A, and provide enrollment/user information for each program to substantiate the invoiced amounts.
3

Item 27.

Invoiced amount will be based upon authorized enrollments per City funded program and will not exceed City allocated per program budget unless authorized by the City Manager or his/her designee.

K. DISTRICT will pay CITY all user fees for any field and/or field light use needed for Programming and identified in facility use permit.

4. Insurance:

The CITY and DISTRICT each shall procure and maintain, at each's sole expense, for the duration of this MOU, commercial general liability insurance or self-insurance against claims for injuries to persons or damages to property which may arise from or in connection with the performance of this MOU by the CITY or DISTRICT respectively, or by their agents, representatives, employees and authorized volunteers. General liability insurance shall be provided in the amount of not less than two million dollars ($2,000,000) combined single limit personal injury and property damage. Each party shall furnish the other with original endorsements naming the other as an additional named insured under such policy. Such insurance shall be primary as to the other party.

Each party shall cover its employees under workers compensation as required by law.

5. Independent Contractor:

The DISTRICT is an independent contractor hereunder, responsible for the provision of services without direction or control by CITY. The employees of DISTRICT shall not be deemed to be or to become employees of CITY as a result of this MOU.

6. Amendments:

Any amendment, modification, or variation from the terms of this MOU shall be in writing and shall be effective only upon approval by the DISTRICT's authorized representative and the CITY's authorized representatives.

7. Notice:

All notices or demands of any kind served by either party to this MOU by the other will be in writing and will be personally delivered or mailed by registered or certified mail, return receipt requested addressed as follows:
4

Item 27.

City Manager CITY of
Coachella
53462 Enterprise Way
Coachella, CA
General Manager
Desert Recreation

DISTRICT
45-305 Oasis Street
Indio, California 92201

8. Litigation Costs:

In the event an action is filed by either party to enforce any rights or obligations under this MOU, the prevailing party shall be entitled to recover reasonable attorney's fees and court costs in addition to any other relief granted by the court.

9. Authority to Execute MOU:

Both the CITY and the DISTRICT covenant that each individual executing this MOU on behalf of each party is a person duly authorized.

10. Indemnification:

The CITY hereby agrees to indemnify, defend (with counsel of DISTRICT's choice) and save the DISTRICT harmless from and against any and all losses, claims, actions, fines, penalties, demands, damages, liability and expenses, including attorneys' fees, in connection with loss of life, personal injury or damage to property, arising from or out of any occurrence in, upon, or at the facilities named hereunder or occasioned wholly or in part by any act or failure to act by the CITY, its agents, contractors, employees or servants., except that arising from the sole negligence or misconduct of DISTRICT.

The DISTRICT hereby agrees to indemnify, defend (with counsel of CITY's choice) and save the CITY harmless from and against any and all losses, claims, actions, fines, penalties, demands, damages, liability and expenses, including attorneys' fees in connection with loss of life, personal injury, and damage to property arising from or out of the provision of recreation services hereunder or occasioned wholly or in part by any act or failure to act by the CITY, its agents, contractors, employees or servants, except that arising from the sole negligence or misconduct of CITY.

11. Entire MOU:

This writing constitutes the entire MOU of the parties with respect to the subject matter herein and may not be modified or amended except by a written MOU executed by both parties.

12. No Waiver:
5

Item 27.

No waiver of any term or condition or default hereunder will be considered valid unless in writing, and no such waiver will be deemed a waiver of any subsequent breach or default of the same or similar nature.

13. Counterpart:

This MOU may be executed in one or more counterparts, all of which if taken together will be deemed an original.

WHEREAS IN WITNESS THEREOF, the CITY and DISTRICT hereby execute and enter into this Memorandum of Understanding with the intent to be bound thereby through their authorized representatives whose signatures are affixed below.

City of Coachella: Desert Recreation District
By: _____________________________________ By:

Interim City
Manager
Attest:

By: ___________________________________
City Clerk
Approved as to form:

General Manager
6 By:

City Attorney

Item 27.

EXHIBIT A
2025 - 2027 PROGRAMMING COST RECOVERY FEES
The below are estimated costs per enrollment and event. These line item allocations can be shifted with the concurrence of the City Manager, or his/her designee, so long as the total allocation is not exceeded. The DISTRICT may not shift these line item allocations without prior written approval of the City Manager or his/her designee.

CITY COSTS: $ 16,800.00
• Summer Camp Scholarships: three-three week
sessions Budget: $10,800;
− Ages served — 5-12
Residents served = up to 90
− Full Cost per 3 week session: $360.00
− An approved scholarships will provide for $120.00 off each session price; City cost per approved scholarship will total $120.00 per session. − A child can qualify for each 3 week summer camp session.

Movies in the Park: Budget: $9,000 (eight movies shown) − Ages served — all ages
− Residents served = 2,800 (estimate based on last year's attendance) − A total of 8 movie showings to start at dusk on Friday nights in May and October at Bagdouma Park.
• Open Swim Passes: provides all CITY residents free access to Bagdouma Pool during open swim.

Budget: $6,000.00
− Ages served — all ages
PROGRAMS OFFERED AT NO COST:
• 50+ Strong
• Teen Program/Teen Social Nights
• Halloween Carnival
• Eggstravaganza
• Hearts and Crafts
• Senior/Adult/Youth Nutritional Classes
• Various Senior Health and Wellness Program

Item 27.

EXHIBIT B

PROGRAMMING DESCRIPTIONS
These line item programs can be adjusted with the concurrence of the City Manager, or his/her designee. The DISTRICT may not shift these line item allocations without prior written approval of the City Manager or his/her designee. • Summer Camp Scholarships — Day camp programming provided out of the Bagdouma Community Center for ages 5-12. The camp runs from June to August; three-week sessions that run from 7:30 am to 6 pm, Monday through Friday.
• Movies at the Park — a total of eight movie nights. Movies will be shown at Bagdouma Park.
• Open Swim Passes — All Coachella Residents are provided free use of the Bagdouma Pool during the summer months (commencing after Memorial Day Weekend and ending Labor Day weekend); funding permitting. The open swim hours are between Monday – Thursday 12:30pm – 3:30pm & 7pm – 9pm, Friday 12:30pm – 4pm & 6pm – 9pm, Saturday & Sunday 12:30pm – 4pm & 5pm – 9pm and Adaptive Splash Play 4pm – 5pm prior to open swim time; during the identified months the pool is operated and staffed by the DISTRICT.

Various Additional Recreational Programming - includes Free and Cost Recovery based programming provided by the DISTRICT at the Bagdouma Community Center, Bagdouma Pool and Bagdouma Park.
8

Item 27.

STAFF REPORT
5/14/2025
TO: Honorable Mayor and City Council Members
FROM: Maritza Martinez, Public Works Director
SUBJECT: Adopt resolution setting a June 11, 2025 public hearing date for Municipal Solid Waste Rates for fiscal year 2025/2026 and placing these rates on the property tax roll for fiscal year 2025/2026.

STAFF RECOMMENDATION:

Adopt resolution setting a June 11, 2025 public hearing date for Municipal Solid Waste Rates for fiscal year 2025/2026 and placing these rates on the property tax roll for fiscal year 2025/2026.

BACKGROUND:

The City of Coachella entered into a franchise agreement with Burrtec Waste and Recycling Services (Burrtec) in May 2006. Since 2006, Burrtec has been the provider for all solid waste disposal services for Coachella residents and businesses. City Council approved a first amendment to this agreement on May 27, 2009, which established the solid waste charges for residential customers would be collected through the county tax roll; commercial customers continue to be billed directly by Burrtec. City Council approved a second amendment on June 19, 2013 extending the term of the agreement through May 30, 2023 and third amendment was approved on January 17, 2018. A Fourth Amendment was approved on July 27, 2022 to include organics services as required by SB 1383.

DISCUSSION/ANALYSIS:

The Burrtec Agreement allows for rate increases based on two components of the rate 1) service component and 2) disposal components. Total increase will not exceed 10% in any given year.

1. The service component is capped at 5% and based on CPI

2. The disposal component is a pass through of the tipping fee adjustments at the landfill.

The current monthly residential rate is $33.08. The proposed increase to the 2025/26 residential rate total $2.08; the new proposed residential rate is $35.16. As approved by voters on June 8, 2010, this rate is subject to a 5% Utilities Users Tax, which will bring the monthly charged rate to $36.92.

Item 28.

The most common commercial service is a three-yard cubic bin, with one pick up per week.

Currently, the commercial rate for this service is $188.37. Based on the same factors noted above, the increase for fiscal year 2025/2026 totals $7.77; the new proposed rate for fiscal year 2025/2026 is $196.14. As noted above, a 5% Utility Users Tax will be applied to this monthly service, which will bring the rate for a standard three cubic yard bin, with one pickup per week, to $205.95.

The Proposition 218 noticing process for solid waste rates through July 1, 2026 was completed and adopted on July 27, 2022. Staff is recommending approval of the attached resolution setting a public hearing date for Municipal Solid Waste Rates proposed for fiscal year 2025/2026 on Wednesday, June 11, 2025 (6pm) at City Hall.

FISCAL IMPACT:

Setting the public hearing for this item will not have a financial impact.

Attachment:

Resolution
Exhibit A – Proposed Rates

Item 28.

Resolution No. 2025-21

RESOLUTION NO. 2025-21

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF COACHELLA,

CALIFORNIA DECLARING ITS INTENTION TO SET A PUBLIC HEARING

TO PLACE SOLID WASTE CHARGES ON THE PROPERTY TAX ROLL
FOR FISCAL YEAR 2025/2026.

WHEREAS, California Health and Safety Code Sections 5473 et seq., authorizes the City of Coachella to adopt an ordinance by two-thirds of the City Council to collect solid waste rates on the tax roll, in the same manner and at the same time as the general taxes; WHEREAS, on May 30, 2006, the City Council has entered into a service agreement with Burrtec Waste and Recycling Services, LLC for the collection and disposal of residential and commercial waste within the City of Coachella;
WHEREAS, the City Council approved an amendment to the franchise agreement with Burrtec Waste and Recycling Services, LLC on May 27, 2009 authorizing to bill the residential customers for solid waste services through the County Tax Roll instead of monthly billing; WHEREAS, July 8, 2009, the City Council of the City of Coachella, pursuant to California Health and Safety Code Sections 5473 et seq., adopted an ordinance by two-thirds vote of the City Council revising its Municipal Code to allow for the collection of such solid waste charges on the tax roll, in the same manner and at the same time as general taxes; WHEREAS, annual rates are adjusted to include any increases in the local CPI and disposal rates as set by local landfills;
WHEREAS, the Proposition 218 process was completed in July 2022 for solid waste rates through July 1, 2026;
WHEREAS, the service rates for fiscal year 2025/2026 have been included as Exhibit A to this Resolution.

NOW, THEREFORE, BE IT RESOLVED, BY THE CITY COUNCIL OF THE CITY OF COACHELLA, CALIFORNIA, AS FOLLOWS:

1. The above recitals are true and correct.

2. Intention: The City Council herby declares its intention to provide solid waste collection services to all property owners within the City, described in Section 3 of this resolution, for Fiscal Year 2025/2026 at the rates attached to this Resolution.

3. Description of Services: The improvements include but are not limited to: trash collection, trash disposal, yard waste collection, organics collection and processing, recycle collection and processing, street sweeping and disposal, bulky item collection.

4. Public Hearing: The City Council hereby declares its intention to conduct a Public

Item 28.

Resolution No. 2025-21

Hearing concerning the fiscal year 2025/2026 solid waste collection rates.

5. Public Notice: The City shall also give newspaper notice by publishing this resolution in the local newspapers not less than ten (10) days before the public hearing, and by posting a copy of this resolution on the official bulletin board customarily used by the Council for posting of notices.

6. Public Hearing Date: Notice is hereby given that a Public Hearing on these matters will be held by the City Council on June 11, 2025 at 6:00 p.m., or as soon thereafter as feasible in the Council Chambers at City Hall, 1515 Sixth Street, Coachella, CA.

7. City Clerk: The City Clerk is hereby authorized and directed to give notice of such hearing as provided by law.

8. Passage: That the City Clerk shall certify to the passage and adoption of this Resolution; shall enter the same in the book of original Resolution of said City; and shall make a minute of passage and adoption thereof in the records of the proceedings of the City Council of said City, in the minutes of the meeting at which Resolution is passed and adopted.

PASSED, APPROVED AND ADOPTED at a regular meeting of the City Council of the City of Coachella held on the 11
th day of June 2025, by the following roll call vote:

AYES:

NOES:

ABSENT:

ABSTAIN:
______________________________
Steven Hernandez, Mayor
City of Coachella
ATTEST:
_______________________________
Angela M. Zepeda, City Clerk
City of Coachella
APPROVED AS TO FORM:
_______________________________
City Attorney

Item 28.

Resolution No. 2025-21

City of Coachella

STATE OF CALIFORNIA )

COUNTY OF RIVERSIDE )

CITY OF COACHELLA )
I, City Clerk of the City of Coachella, do hereby certify that the foregoing is a full, true and correct copy of Resolution No. 2025-21 adopted by the City Council of the City of Coachella at a regular meeting therefore duly held and convened on the 11 th day of June, 2025.
_____________________________
City Clerk

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STAFF REPORT
5/14/2025
TO: Honorable Mayor and City Council Members
FROM: Jaime Arroyo, Grants Manager
SUBJECT: Authorize a Community-Based Grant to the Palm Springs Art Museum in the Amount of $1,000 to Fund Transportation for their Family+ Program STAFF RECOMMENDATION:

Staff recommends that the City Council consider awarding a Community-Based Grant (CBG) to the Palm Springs Art Museum in the amount of $1,000 to fund transportation for their Family+ Program.

BACKGROUND:

The Community Based Grant Program was established in 2010 and allows the City of Coachella to offer financial assistance to local nonprofit organizations, youth-serving organizations, and other community-based organizations that provide essential services, programs and activities to residents in Coachella. Applicant organizations are only eligible to submit one application for consideration each fiscal year and must be legally established with non-profit or tax-exempt status, be based in the Coachella Valley, or provide direct service to Coachella residents. Approval of grant funds does not constitute a precedent for grant allocations in subsequent years. All CBG grants are reimbursement grants to ensure that applicants are meeting their stated goals. The FY 24-25 budget included an allocation of $15,000 for the Community Based Grant Program.

DISCUSSION/ANALYSIS:

The Palm Springs Art Museum was founded in 1938. The museum has 28 galleries, two sculpture gardens, four classrooms, resource centers, five storage vaults, and a 433-seat theater.

As part of their Public Programming offerings, every third Sunday, Family+ offers families free workshops and activities, hosted by different artists, creatives, makers, and musicians. For the June 15
th offering of Family+, the Palm Springs Art Museum is arranging a charter bus to transport families from the Mecca and Coachella Library to and from the museum. This will provide a great benefit to those families who face transportation and/or financial challenges. The funding request is to cover expenses related to the charter bus rental.

Item 29.

ALTERNATIVES:

1. Award a Community Based Grant in the amount of $1,000.

2. Do not award a Community Based Grant
FISCAL IMPACT:

Should the City Council approve the staff recommendation, the Community-Based Grant Program account will be reduced by $1,000.

ATTACHMENT(S):

CBG Application Packet

Item 29.

CITY OF COACHELLA, CA

COMMUNITY BASED GRANT PROGRAM

APPLICATION FOR FUNDS REQUEST
Please Type Information and Print
Information entered in the provided spaces cannot be saved. (Attach additional pages as needed, however applicants are encouraged to be brief.)

1. Application Funding Cycle: Date:

July 1, 20 - June 30, 20

2. Total Amount Requested: $
If requesting waiver of City fees or charges, please indicate the City service for which the waiver is being requested.

3. Proposed Program/Service of Funding Request:

4. Agency/Organization:

5. Mailing Address:

City: Zip:

6. Telephone:

Fax:

7. Official Contact Person:

Name:

Title:

Telephone:

Fax:

E-mail:
$1,000

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8. Does this organization have a non-profit status with the Internal Revenue Service (IRS)? Yes No (Attach documentation)

9. How long has this organization been in existence?

10. Has the organization previously received funding from the City of Coachella? Yes No
If yes, please identify the program/service, total prior grant allocation, and the fiscal year in which the funds were received.

11. Is this request for a New or Existing program/service within the City?

12. What is the anticipated time frame to provide the proposed program/service and the expenditure of the requested funds?

13. Describe briefly how the requested funds will be used.

14. Will the program/service require additional funding sources? If so, identify all funding sources and provide the steps taken to acquire funding.

15. If the program/service is planned to continue beyond the period provided by this grant, what funding plans are there to sustain the program/service?

16. How will the proposed program/service serve City of Coachella residents? Will the proposed program/service also serve non-Coachella residents? Please describe.

17. Describe the characteristics of the clients the proposed program/service anticipates to serve (i.e. age group, gender, income level, ethnicity, etc.)

18. Attach a proposed budget for requested funds.

Authorized Official: Title:

Signature: Date: 5/1/25

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Library Program Spring 2025
Palm Springs Art Museum hosts Family+ monthly on every third Sunday of the month where we welcome community members to participate in various workshops and activities led by local and regional artists. Family+ is free to attend and includes museum admission.

Community members are invited to explore the museums permanent collection and special exhibitions, create art, and explore a new medium.

In previous years Palm Springs Art Museum partnered with local libraries to provide art boxes for community members to try new art activities with their families and introduce them to museum events and invite them to monthly Family+ program. In 2024 the museum hosted Art in the Library where 3 local artists hosted workshops of varying mediums at three libraries. This year, we partnered with the same libraries as the previous year with the exception of Mecca Library who is currently under renovations. Cathedral City Library partnered with the museum in place of Mecca Library.

Art in the Library was hosted this spring to invite community members to our Family+ on June 15, 2025, at Palm Springs Art Museum.

Coachella Library- April 22, 2025 – 39 attended
Desert Hot Springs- April 24, 2025– 18 attended
Cathedral City Library- April 23, 2025- 48 attended

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Library Program Budget
Public Programs and Learning Manager
- Planning
- Final report
Salaried
Program Coordinator – museum staff
- Planning
- Event execution
Hourly- 100 hours
Art Educator (1)- 3workshops $1,500
Art Educator (2)- 3 workshops $1,500
Art Educator (3)- 3 workshops $1,500
Supplies $450
Printing and marketing $150
Mileage- museum staff $120
Charter bus- community transportation $1700
Total $8,920
Palm Springs Art Museum total
contribution
$7,220
Community Partner (Asking) $1,700
Palm Springs Art Museum recognizes its role as a community hub to engage, include, and welcome community members of the Coachella Valley and visiting neighbors. Every third Sunday of the month the museum hosts Family+ where we welcome community members from 12pm-4pm for various workshops and activities led by local and regional artists.

Family+ is free for everyone and includes museum admission for the day. Community members are invited to create art, explore a new medium, and engage with the museum's art collection. Through intentional strategizing to engage communities who face geographic and transportation barriers when looking to visit the museum we took art workshops out of the museum and brought them to various community libraries.

Palm Springs Art Museum is partnering with libraries across the Coachella Valley to build connections between communities and museum programming. Through the library

Item 29.
program, we build relationships by hosting local artist workshops where community members can join free of charge. The structure of these workshops mimics our Family+ event that takes place in the museum every third Sunday of the month where families join us for workshops and activities. The largest barrier for families looking to visit the museum or attend a public program is transportation, which is why the museum is meeting community members in their cities of residence.

Item 29.
101 N. Museum Drive Palm Springs, CA 92262 | psmuseum.org May 5, 2025
Dear City of Coachella,
We are pleased to submit documentation in support of the Art in the Library- Library Program, as part of our shared commitment to its success. We are writing to confirm that we have secured a 1:1 match commitment toward the project, as required.

Please find the attached project statement detailing the source and allocation of the matching funds. We hope this will satisfy the necessary documentation requirements for your records and review.

If you have any questions or require additional information, please don’t hesitate to contact me directly.

Thank you for your continued partnership and support.

Sincerely,
MarJon Hudson
Director of Advancement Operations
Palm Springs Art Museum
[email protected]
FY25 Program Budget- Project Code 5520 Library Program

Item 29.

Item 29.

STAFF REPORT
5/14/2025
TO: Honorable Mayor and City Council Members
FROM: Maritza Martinez, Public Works Director
SUBJECT: Resolution No. 2025-23 Initiating Proceedings for the Levy and Collection of Assessments for Landscaping and Lighting District Maintenance District No. 1 through 40, Fiscal Year 2025/2026
Resolution No. 2025-22 Approving the Preliminary Engineer’s Report for Levy of Annual Assessments for Fiscal 2025/2026 for the City of Coachella Landscaping and Lighting Maintenance District No. 1 through 40 and Setting a Time and Place for the Public Hearing
STAFF RECOMMENDATION:

Adopt Resolution No. 2025-23 initiating proceedings for the Levy and Collection of Assessments for Fiscal Year 2025/2026 for the City of Coachella Landscaping and Lighting Maintenance District Number 1 through 40.

Adopt Resolution No. 2025-22 approving the Preliminary Engineer’s Report and Set a time and lace for the Public Hearing to Levy and Collect Assessments for Fiscal Year 2025/2026 for the City of Coachella Landscaping and Lighting Maintenance District Number 1 through 40.

EXECUTIVE SUMMARY:

As per Section 22624 of the Streets and Highway Code, adoption of the resolution Initiating Preparation of an Engineer’s Report and Declaring Intention to Levy and Collect Assessments is required on an annual basis. This is the first step to assess the Annual Levy for the Landscape Districts Maintenance charges for Fiscal Year 2025/2026.

A Preliminary Engineer’s Report has been prepared, a copy of which is being submitted to the City Council for review. A copy of the Preliminary Engineer’s Report is also made available to the Public for review in the City’s Public Works Department. It is proposed to schedule a public hearing during the regular City Council meeting of June 11, 2025 at 6:00 p.m. prior to confirmation of proposed assessments.

Item 30.

FISCAL IMPACT:

Approval of the assessments will have no adverse impact to the General Fund. The proposed assessments are essential to pay for the required maintenance and improvements of common areas within each District. The revenues and expenditures are accounted for within separate accounts within the 160 fund.

Attachment:

Resolution No. 2025-23 – Initiating Proceedings
Resolution No. 2025-22 – Approving Preliminary Engineer’s Report and Setting Public Hearing Preliminary Engineer’s Report

Item 30.

RESOLUTION NO. 2025-23

A RESOLUTION OF THE CITY COUNCIL OF COACHELLA, CALIFORNIA,

INITIATING PROCEEDINGS FOR THE LEVY AND COLLECTION OF

ASSESSMENTS FOR LANDSCAPING AND LIGHTING DISTRICT
MAINTENANCE DISTRICT NO. 1 THROUGH 40, FISCAL YEAR 2025/2026, PURSUANT TO THE PROVISIONS OF PART 2 OF DIVISION 15 OF THE

CALIFORNIA STREETS AND HIGHWAYS CODE
WHEREAS, the City Council of the City of Coachella (“City”), by previous Resolutions formed and levied annual assessments for the Landscaping and Lighting Maintenance District No. 1 through 40 (“Districts”), pursuant to the provisions of the Landscaping and Lighting Act of 1972, Division 15, Part 2 of the California Streets and Highways Code (commencing with section 22500) (“Act”); and,
WHEREAS, the Act provides the City Council the authority to annually levy and collect assessment for the Districts on the Riverside County tax roll on behalf of the City of Coachella to pay the maintenance and services of the improvements and facilities related thereto; and, WHEREAS, the City has retained Willdan Financial Services (“Willdan”) as the Assessment Engineer of Work for the purpose of assisting with the Annual Levy of the Districts, to prepare and file an Engineer’s Annual Levy Report (“Engineer’s Report”) with the City Clerk in accordance with the Act.

NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Coachella as follows:

SECTION 1. That the foregoing recitals are true and correct.

SECTION 2. The City Council hereby orders Willdan Financial Services to prepare and file with the City Clerk the Engineer’s Report concerning the levy of assessments for the Districts for the fiscal year commencing July 1, 2025, and ending June 30, 2026, in accordance with Chapter 3, Section 22622 of the Act.

SECTION 3. The territory to be included within the District as described above incorporates approximately twenty-seven acres (27.56 acres) which are included and identified on the Riverside County Assessor’s Parcel Number (APN) Map as Book 779, Pages 270 through 272 and Pages 300 and 301. By reference, these maps are made part of this resolution.

SECTION 4. The existing improvements within the Districts include: landscaping and park improvements, including but not limited to maintenance, ground cover, shrubs, trees, plants, drainage systems, irrigation systems, ornamental lighting systems, masonry walls or other fencing and associated appurtenances with said improvements. Lighting improvements may include, but are not limited to, electrical energy, lighting fixtures, poles, meters, conduits, electrical cable and associated appurtenances with said improvements. The Engineer’s Report describes the improvements and any substantial changes in existing improvements.

SECTION 5. The City Council hereby determines that to provide the improvements generally described in Section 4 of this resolution and to be detailed in the Engineer’s Report, it is necessary to levy and collect assessments against lots and parcels within the Districts for Fiscal Year 2025/2026 and said assessments shall be outlined and described in the Engineer’s Report and imposed pursuant to the provisions of the Act and the California Constitution Article XIIID.

Item 30.

Resolution 2025- 23

PASSED, APPROVED, and ADOPTED this 14th day of May 2025. __________________________
Steven A. Hernandez
Mayor
ATTEST:
___________________________
Angela M. Zepeda
City Clerk
APPROVED AS TO FORM:
_________________________________
City Attorney

Item 30.

RESOLUTION NO. 2025-22

A RESOLUTION OF THE CITY COUNCIL OF COACHELLA, CALIFORNIA, APPROVING THE PRELIMINARY ENGINEER’S REPORT FOR LEVY OF ANNUAL ASSESSMENTS FOR FISCAL 2025/2026 FOR THE CITY OF COACHELLA LANDSCAPING AND LIGHTING MAINTENANCE DISTRICT NO. 1 THROUGH 40 AND SETTING A TIME AND PLACE FOR THE PUBLIC

HEARING
WHEREAS, the City Council and the City of Coachella, California (“City Council”) has previously determined that the public interest, convenience, and necessity, require the installation, construction, and maintenance, servicing and operation of public lighting and landscaping and appurtenant facilities as set forth in Section 22525 of the Streets and Highways Code, State of California, within the incorporated boundaries of the City of Coachella; and WHEREAS, the City Council pursuant to provisions of the Landscaping and Lighting Act of 1972 being Part 2, Division 15 of the California Streets and Highways Code (“Act”), did by previous Resolution, initiate proceedings for the assessment districts within the City known as the Landscaping and Lighting Maintenance District No. 1 through 40 (“Districts”), to pay for the operation, maintenance, and servicing of local landscaping, street lighting, park and trail improvements, and appurtenant facilities related thereto; and WHEREAS, the Assessment Engineer of Work has prepared and filed an Engineer’s Report with the City Clerk in connection with the formation of the District, the establishment of the proposed maximum assessment connected therewith and the assessment for fiscal year 2025/2026 (beginning July 1, 2025 and ending June 30, 2026) with the City Clerk pursuant to Section 22623 of the Act, and said report has been presented to the City Council, and is incorporated herein by reference.

WHEREAS, the public interest and convenience require the installation, construction, maintenance, servicing and operation of lighting and landscaping and appurtenant facilities within the City of Coachella Landscaping and Lighting Maintenance District No. 1 through 40; and NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Coachella as follows:

SECTION 1. That the foregoing recitals are true and correct.

SECTION 2. The Engineer’s Report as presented, consists of the following:

The Plans and Specifications which describe the boundaries of the Districts and the improvements associated therewith that provide special benefits to the parcels therein.

The Method of Apportionment that details the method of calculating proportional special benefit and the annual assessment obligation for each affected parcel.

The Estimate of Improvement Costs including the calculation of the assessments and the estimated annual funding (Budget) required for the annual maintenance, servicing, and operation of the landscaping and lighting improvements and specifically the costs associated with the improvements determined to be of special benefit to parcels within the Districts, establishing the proposed maximum assessment and the assessment for fiscal year 2025/2026.

The Assessment Range Formula (Annual Inflationary Adjustment) to be applied to the proposed Maximum Assessment Rate per Equivalent Benefit Unit.

Item 30.

Resolution 2025-22

A District Diagram outlining the boundaries of the Districts for fiscal year 2025/2026.

An Assessment Roll containing the proposed maximum assessment for fiscal year 2025/2026 for each Assessor Parcel Number within the Districts.

SECTION 3. The City Council hereby approves the Engineer’s Report on a preliminary basis as submitted or amended by direction of this City Council, and orders said Report to be filed in the Office of the City Clerk as a permanent record and to remain open to public inspection, and by reference the Engineer’s Report is made part of this resolution.

SECTION 4. The City Council hereby declares its intention to levy and collect special assessments within the boundaries of the City of Coachella Landscaping and Lighting Maintenance District No. 1 through 40 for fiscal year 2025/2026, pursuant to the Landscape and Lighting Act of 1972 to pay the costs of the improvements and maintenance described in Sections 5 and 6, below, that are within budget. The proposed assessments will not increase above the maximum levy allowed by Proposition 218.

SECTION 5. The City Council hereby finds that the territory within the Districts as identified in the Engineer’s Report consists of and includes those lots, parcels and subdivisions of land that will receive special benefits from the improvements to be provided.

SECTION 6. The improvements and services for the District as identified in the Engineer’s Report, include, but are not limited to, the maintenance, operation and servicing of various landscaping improvements established in connection with development of the properties within the District, and which shall be maintained for the special benefit of those properties. The maintenance and servicing of the improvements generally include, but are not limited to turf, ground cover, shrubs, and plants; vines, trees; irrigation and drainage systems; masonry walls, retaining walls, or other fencing; monuments; hardscapes; concrete, gravel, or decomposed granite trails, pathways and/or access roads; and other related appurtenant facilities within the District. The proposed local street lighting improvements include operation of lights only, not maintenance. The Engineer’s Report prepared and filed with the City Clerk provides a more detailed description of the improvements and services to be provided and for which properties shall be assessed.

SECTION 7. The City Council hereby determines that to provide the improvements described in section 6 of this resolution, it is necessary to levy and collect assessments against lots and parcels within the District commencing in fiscal year 2025/2026. The Engineer’s Report referred to in Section 2 of this resolution establishes the fiscal year 2025/2026 proposed maximum assessment for the District including the annual inflationary adjustment to the maximum assessment rates.

SECTION 8. The City Council hereby authorizes and directs the City Clerk shall give notice of public meeting and public hearing as follows:
a) The City Clerk shall cause this resolution of intention to be published as required by Section 22500, of the California Streets and Highways Code. The Desert Sun is hereby designated as the newspaper in which the City Clerk shall public this resolution of intention. Upon completion of giving notice, the City Clerk is further directed to file in her office a proof of publication setting forth compliance with the requirements for publishing.

SECTION 9. Notice is hereby given that on Wednesday, June 11, 2026, at 6:00 p.m. in the City Council Chambers of the City of Coachella, California, 1515 Sixth Street, in the City of Coachella, State of California, is hereby fixed as the time and place for a public hearing by this City Council regarding the levying and collection of the proposed assessments for Landscaping and Lighting Maintenance District No. 1 through 40 for fiscal year 2025/2026. Any interested

Item 30.

Resolution 2025-22

person may file a written protest with the City Clerk prior to the conclusion of the hearing, which protest must state all ground of objections and describe the property within the Districts owned by the signer of the protest.

PASSED, APPROVED, and ADOPTED this14th day of May 2025. __________________________
Steven A. Hernandez
Mayor
ATTEST:
______________________________
Angela M. Zepeda
City Clerk
APPROVED AS TO FORM:
_________________________________
City Attorney

Item 30.

City of Coachella

Landscaping and Lighting
Maintenance Districts No. 1
through 40

2025/2026 CONSOLIDATED ENGINEER’S REPORT

Intent Meeting: May 14, 2025
Public Hearing: June 11, 2025

27368 Via Industria
Suite 200
Temecula, CA 92590
T 951.587.3500|800.755.6864
F 951.587.3510|888.326.6864
Property Tax Information Line
T.866.807.6864
www.willdan.com

Item 30.

CONSOLIDATED ENGINEER'S REPORT AFFIDAVIT
Landscaping and Lighting Maintenance Districts
No. 1 through 40
City of Coachella
Riverside County, State of California
This Report describes the Districts therein including the improvements, budgets, parcels and assessments to be levied for Fiscal Year 2025/2026, as they existed at the time of the passage of the Resolution of Intention. Reference is hereby made to the Riverside County Assessor’s maps for a detailed description of the lines and dimensions of parcels within the Districts. The undersigned respectfully submits the enclosed Report as directed by the Board of Directors.

Dated this ______ day of ______ 2025.

Willdan Financial Services
Assessment Engineer
On Behalf of the City of Coachella
By: ______________________________
Chonney Gano, Project Manager
District Administration Services

By: ______________________________
Tyrone Peter
P.E. # C 81888

Item 30.

TABLE OF CONTENTS
I. OVERVIEW 1
A. INTRODUCTION 1
B. COMPLIANCE WITH CURRENT LEGISLATION 4
C. IMPROVEMENTS AUTHORIZED BY THE 1972 ACT 4
II. PLANS AND SPECIFICATIONS 6
A. DISTRICTS OVERVIEW 6
B. DESCRIPTION OF DISTRICTS 7
C. DESCRIPTION OF DISTRICT IMPROVEMENTS 11
III. METHOD OF APPORTIONMENT 20
A. CALIFORNIA CONSTITUTION 21
B. BENEFIT ANALYSIS 22
C. ASSESSMENT METHODOLOGY 23
D. ASSESSMENT RANGE FORMULA 25
IV. DISTRICT BUDGETS 26
APPENDIX A – DISTRICT ASSESSMENT DIAGRAMS 31
APPENDIX B – 2025/2026 PRELIMINARY ASSESSMENT ROLL 32

Item 30.
2025/2026 Consolidated Engineer’s Report City of Coachella - Assessment Districts Page 1 I. OVERVIEW
A. INTRODUCTION
The City of Coachella (the “City”), under the provisions of the Landscape and Lighting Act of 1972, Part 2 of Division 15 of the California Streets and Highways Code (the “1972 Act”) and in compliance with the substantive and procedural requirements of the California Constitution Article XIIID (the “California Constitution”), annually levies and collects special assessments in order to provide and maintain the facilities, improvements and services for the districts designated as:

Coachella Landscaping and Lighting Maintenance Districts (the “Districts”) The City formed the following forty (40) Districts:

TABLE I – 2025/2026 DISTRICT DESCRIPTIONS
District Number District Name Number of
Parcels Formation Date
1 Lewis Homes - Tract Nos. 14664-
1, 14664-2, 14664, & 17892 127 9/16/1980
2 Peacock Palms – Tract Nos.
14472 & 15976 130 6/16/1980
3 Buena Vista Homes – Tract Nos.
14675, 18317, & 28074 181 9/16/1980
4 Palm Desert Development – Tract
Nos.18632-1, 18632-2 & 18632 66 6/2/1987
5 (1) Palmeras Mobile Home Park –
Tract No. 26370 122 7/17/1991
6 Fiesta Homes – Tract Nos.
23911-1, 23911-2, & 23911 171 8/7/1991
7 La Paz Homes I – Tract Nos.
26467-3, 26467-2, 26467-1,
26467, 26639-1, & 26639
161 8/7/1991
8 La Ponderosa Homes – Tract
Nos. 24299-1 & 24299 138 1/28/1994
9 Coachella Valley Housing
Coalition – Tract Nos. 23408-1,
23408-2, & 23408
32 5/4/1994
10 Plaza Del Sol – Tract No. 26592 75 12/21/1994

Item 30.
2025/2026 Consolidated Engineer’s Report City of Coachella - Assessment Districts Page 2 District Number District Name Number of
Parcels Formation Date
11 Loma Vista Homes I – Tract Nos.
22110-1 & 22110-2
105 8/2/1995
12 La Paz Homes II – Tract Nos.
28374-1, 28374-2, 28374-3, &
28375
76 10/17/1996
13 Baron-Ziraick – Tract Nos. 28443-
1, 28443-2, & 28443 168 8/7/1999
14 Pueblo De La Paz – Tract Nos.
29071-1, 29071-2, 29071-3,
29071-4, & 29071
90 6/14/2000
15 Cachanillas – Tract No. 30020 48 5/28/2003
16 Tierra Del Sol – Tract Nos. 30582,
30684-1, 30684-2, 30684-3, &
30684
554 8/20/2003
17 Rancho Las Flores – Tract No.
30498-1
162 5/14/2003
18 Bella Canto – Tract No. 30728 172 6/16/2003
19 Paseo De Las Palmas – Tract
Nos. 30354-1, 30354 126 7/9/2003
20 Posada Del Valle – Tract Nos.
30621-1, 30621 81 8/20/2003
21 Loma Vista II – Tract No. 22110 70 8/20/2003
22 Rancho De La Fe – Tract No.
30889 118 11/10/2004
23 La Colonia I – Tract No. 30871 119 11/10/2004
24 La Paloma Estates – Tract Nos.
30910-1, 30910-2, 30910 291 4/13/2005
25 Las Plumas – Tract No. 31376 87 6/8/2005
26(1) La Colonia II – Tract Nos. 32074-
1, 32074-2 & 32074 26 6/8/2005
27 Rancho Mariposa – Tract No.
30831 112 8/1/2005
28 La Morada – Tract No. 30830 171 8/1/2005
29 Somerset – Tract Nos. 31664-1,
31664-2, 31664-3, & 31664 152 8/24/2005
30 Navarra/Sundate I – Tract No.
31508 160 6/28/2006
31 Los Jardines – Tract Nos. 31533-
1, 31533-2, & 31533 265 11/9/2005

Item 30.
2025/2026 Consolidated Engineer’s Report City of Coachella - Assessment Districts Page 3 District Number District Name Number of Total
Parcels Formation Date
32 Aventine – Tract Nos. 31551-1 &
31551 250 11/29/2006
33 Vista Escondida – Tract No.
32264 282 2/8/2006
34 Tierra Bonita – Tract No. 31158 115 2/8/2006
35 Bellissima – Tract No. 31978 49 9/13/2006
36 Valencia – Tract No. 31698 108 5/31/2006
37(2) Volk – Tract No. 31550 80 11/22/2006
38 Rancho Cielo – Tract No. 31714 150 3/14/2006
39 Pulte Sevilla - Tract No. 38084 109 3/23/2022
40 Mariposa Pointe - Tract No.
32074, 32074-1 & 32074-2
165 4/27/2022
(1) District No. 5 dissolved March 2013 and District No. 26 dissolved June 2013. (2) District No. 37 tract map not recorded, therefore not developed and no levy as of Fiscal Year 2025/2026.

The Engineer’s Report (the “Report”) has been prepared pursuant to Chapter 1, Article 4 and Chapter 3 of the 1972 Act, and presented to the City Council for their consideration and approval of the proposed improvements and services to be provided within the District and the levy and collection of annual assessments for Fiscal Year 2025/2026.

This Report describes the District, the improvements, and the proposed assessments to be levied against properties in connection with the benefits the properties will receive from the maintenance and servicing of the District improvements for Fiscal Year 2025/2026. The annual assessments to be levied on properties within the District provide a funding source for the continued operation and maintenance of local landscape improvements installed in connection with the development of properties within the District. Each fiscal year, the City establishes the District’s assessments based on an estimate of the costs to maintain, operate and service the landscape improvements and based upon available revenues including fund balances, City contributions and assessment limits. The costs of the improvements and the proposed annual assessments budgeted and assessed against properties within the District may include: the estimated expenditures for regular annual maintenance and repairs; incidental expenditures related to the operation and administration of the District; deficits or surpluses from prior years; revenues from other sources; and the collection of adequate funds for operational reserves or periodic expenditures including installments collected for long-term improvement projects. Each parcel is assessed proportionately for only those

Item 30.
2025/2026 Consolidated Engineer’s Report City of Coachella - Assessment Districts Page 4 improvements, services, and expenses for which the parcel will receive special benefit.

The word “parcel,” for the purposes of this Report, refers to an individual property assigned its own Assessor’s Parcel Number (APN) by the Riverside County Assessor’s Office. The Riverside County Auditor-Controller uses Assessor’s Parcel Numbers and specific Fund Numbers to identify properties to be assessed on the tax roll for the special benefit assessments.

Following consideration of all public comments and written protests at a noticed public hearing, the City Council may order amendments to the Report or confirm the Report as submitted. Following final approval of the Report and confirmation of the assessments, the Council may order the levy and collection of assessments for Fiscal Year 2025/2026 pursuant to the 1972 Act. In such case, the assessment information will be submitted to the County Auditor/Controller and included on the property tax roll for each benefiting parcel in Fiscal Year 2025/2026.

B. COMPLIANCE WITH CURRENT LEGISLATION
On November 5, 1996, California voters approved Proposition 218 (The Right to Vote on Taxes Act) that established specific requirements for the ongoing imposition of taxes, assessments, and fees. The provisions of this proposition are now contained in the California Constitution as Articles XIIIC and XIIID. can be summarized in four general areas:

1. Strengthens the general and special tax provisions of Proposition 13 and Proposition 62.

2. Extends the initiative process to all local taxes, assessments, fees, and charges.

3. Adds substantive and procedural requirements to assessments.

4. Adds substantive and procedural requirements to property-related.

The District assessments were presented to the property owners and approved through a protest ballot proceeding in compliance with the provisions of Proposition 218.

C. IMPROVEMENTS AUTHORIZED BY THE 1972 ACT
As applicable or may be applicable to the Districts, the 1972 Act defines improvements to mean one or any combination of the following:
• The installation or planting of landscaping.
• The installation or construction of statuary, fountains, and other ornamental structures and facilities.

Item 30.
2025/2026 Consolidated Engineer’s Report City of Coachella - Assessment Districts Page 5 • The installation or construction of public lighting facilities. • The installation or construction of any facilities which are appurtenant to any of the foregoing, or which are necessary or convenient for the maintenance or servicing thereof, including, but not limited to, grading, clearing, removal of debris, the installation or construction of curbs, gutters, walls, sidewalks, or paving, or water, irrigation, drainage, or electrical facilities. • The maintenance or servicing, or both, of any of the foregoing. • The acquisition of any existing improvement otherwise authorized pursuant to this section.

Incidental expenses associated with the improvements including, but not limited to:
• The cost of preparation of the Report, including plans, specifications, estimates, diagram, and assessment;
• The costs of printing, advertising, and the publishing, posting and mailing of notices;
• Compensation payable to the County of Riverside (the “County”) for collection of assessments;
• Compensation of any engineer or attorney employed to render services; • Any other expenses incidental to the construction, installation, or maintenance and servicing of the improvements;
• Any expenses incidental to the issuance of bonds or notes pursuant to Section 22662.5.
• Costs associated with any elections held for the approval of a new or increased assessment.

The 1972 Act defines "Maintain" or "Maintenance" to mean furnishing of services and materials for the ordinary and usual maintenance, operation, and servicing of any improvement, including:
• Repair, removal, or replacement of all or any part of any improvement. • Providing for the life, growth, health, and beauty of landscaping, including cultivation, irrigation, trimming, spraying, fertilizing, or treating for disease or injury.
• The removal of trimmings, rubbish, debris, and other solid waste. • The cleaning, sandblasting, and painting of walls and other improvements to remove or cover graffiti.

Item 30.
2025/2026 Consolidated Engineer’s Report City of Coachella - Assessment Districts Page 6 II. PLANS AND SPECIFICATIONS
A. DISTRICTS OVERVIEW
The territory within the Districts consists of all lots or parcels of land within the City of Coachella. The purpose of the Districts is to provide in part through annual assessments, funding for the ongoing operation, maintenance, and servicing of landscaping, streetlighting, traffic signal improvements and related facilities and services in various areas throughout the City. Improvements that can be provided within the Districts generally include but are not limited to:
• Landscape improvements within the street medians and parkway sidepanels, including parkways, slopes and entryways; and various non-street landscape areas including greenbelts, slopes, local trails, and open space areas within various landscape zones. These landscape improvements and areas may include but are not limited to various combinations of trees; turf; ground cover; shrubs, plantings and other amenities including retaining walls, monuments, fencing, sidewalks, stamped concrete or pavers; irrigation and drainage systems; and related appurtenances. • Local Lighting facilities on the public streets within the City. These lighting improvements may include but are not limited to streetlights located on the City’s arterial streets, traffic signals located throughout the City and local streetlights within or adjacent to the various developments and subdivisions.

Item 30.
2025/2026 Consolidated Engineer’s Report City of Coachella - Assessment Districts Page 7 B. DESCRIPTION OF DISTRICTS
The Districts therein provide the continued maintenance, servicing, administration, and operation of various landscape improvements and associated appurtenant landscape structures located within the public rights-of-way and dedicated landscape easements associated with the various tracts and on individual parcels located within the Districts. Each tract or parcel is identified within a designated District with differing costs and benefits to the parcels within that District. The spreading of the improvement costs is based upon the total cost of the improvements within each District and is proportionately spread among all benefiting properties within the District based on either land use and acreage or number of parcels.

As of Fiscal Year 2025/2026, the following are descriptions of the Districts therein:

District No. 1 Lewis Homes - District No. 1 includes all parcels within tract numbers 14664-1, 14664-2, 14664, and 17892. The
District is generally located north of Avenue 51 and west of Suncrest Street.

District No. 2 Peacock Palms - District No. 2 includes all parcels within tract numbers 14472 and 15976. The District is generally located at the northeast corner of Avenue 50 and
Frederick Street.

District No. 3 Buena Vista Homes - District No. 3 includes all parcels within tract numbers 14675, 18317, and 28074. The
District is generally located at the southwest corner of Avenue 49 and Frederick Street.

District No. 4 Palm Desert Development - District No. 4 includes all parcels within tract numbers 18632-1, 18632-2, and
18632. The District is generally located north of
Westerfield Way, east and west of Kenmore Street,
Coronado Street and Balboa Street.

District No. 6 Fiesta Homes - District No. 6 includes all parcels within tract numbers 23911-1, 23911-2, and 23911. The District is generally located at the southeast corner of Avenue 49 and Van Buren Street.

Item 30.
2025/2026 Consolidated Engineer’s Report City of Coachella - Assessment Districts Page 8 District No. 7 La Paz Homes I - District No. 7 includes all parcels within tract numbers 26467-1, 26467-2, 26467-3, 16467-4,
26467, 26639-1, and 26639. The District is generally
located south of Avenue 53 and east and west of Calle
La Paz and Calle Bonita.

District No. 8 La Ponderosa Homes - District No. 8 includes all parcels within tract numbers 24299-1 and 24299. The
District is generally located north of Avenue 52 and east and west of La Ponderosa Drive and La Hernandez
Street.

District No. 9 Coachella Valley Housing Coalition - District No. 9 includes all parcels within tract numbers 23408-1, 23408- 2, and 23408. The District is generally located north of Calle Zamora, south of Calle Verde and east of Calle
Techa.

District No. 10 Plaza Del Sol - District No. 10 includes all parcels within tract number 26592, generally located east of Tyler
Street and north and south of Calle Bougainvillea.

District No. 11 Loma Vista Homes I - District No. 11 includes all parcels within tract numbers 22110-1 and 22110-2, generally
located north of Avenue 51, east of Frederick Street and east and west of Avenida Adobe.

District No. 12 La Paz Homes II - District No. 12 includes all parcels within tract numbers 28374-1, 28374-2, 28374-3, and
28375, generally located east of Frederick Street, north and south of Guitron Street.

District No. 13 Baron-Ziraick Investments - District No. 13 includes all parcels within tract numbers 28443-1, 28443-2, and
28443, generally located southeast corner of Avenue 50
and Frederick Street.

District No. 14 Pueblo De La Paz - District No. 14 includes all parcels within tract numbers 20971-1, 20972-2, 20971-3, 20971-
4, and 20971, generally located southeast corner of
Avenue 49 and Frederick Street.

District No. 15 Cachanillas - District No. 15 includes all parcels within tract number 30020, generally located south of Avenue
53, east of Calle Empalme and west of Calle Avilla.

Item 30.
2025/2026 Consolidated Engineer’s Report City of Coachella - Assessment Districts Page 9 District No. 16 Tierra Del Sol - District No. 16 includes all parcels within tract numbers 30582, 30684-1, 30684-2, 30684-3, and
30684, generally located south of Avenue 48, north of
Avenue 49, east of Jackson Street, and west of Calhoun
Street.

District No. 17 Rancho Las Flores - District No. 17includes all parcels within tract number 30498-1, generally located north of Avenue 49 and west of Frederick Street.

District No. 18 Bella Canto - District No. 18 includes all parcels within tract number 30728, generally located at the northeast
corner of Avenue 50 and Calhoun Street.

District No. 19 Paseo De Las Palmas - District No. 19 includes all parcels within tract number 30354-1 and 30354,
generally located north of Avenue 50 and west of
Frederick Street.

District No. 20 Posada Del Valle - District No. 20 includes all parcels within tract numbers 30621-1 and 30621, generally
located west of Van Buren Street and south of Avenue

49. District No. 21 Loma Vista II - District No. 21 includes all parcels within tract number 22110, generally located northeast corner
of Avenue 51 at Frederick Street.

District No. 22 Rancho De La Fe - District No. 22 includes all parcels within tract number 30889, generally located south of
Avenue 53 at Shady Lane.

District No. 23 La Colonia I - District No. 23 includes all parcels within tract number 30871, generally located southwest corner
of Avenue 50 and Calhoun Street.

District No. 24 La Paloma Estates - District No. 24 includes all parcels within tract numbers 30910, 30910-1, & 30910-2,
generally located east of Calhoun Street, between
Avenue 48 and Avenue 49.

District No. 25 Las Plumas - District No. 25 includes all parcels within tract number 31376, generally located west side of
Calhoun Street between Avenue 49 and Avenue 50.

District No. 27 Rancho Mariposa - District No. 27 includes all parcels within tract number 30831, generally located northwest
corner Avenue 50 and Frederick Street.

Item 30.
2025/2026 Consolidated Engineer’s Report City of Coachella - Assessment Districts Page 10 District No. 28 La Morada - District No. 28 includes all parcels within tract number 30830, generally located northwest corner
of Avenue 50 and Van Buren Street.

District No. 29 Somerset - District No. 29 includes all parcels within tract numbers 31664-1, 31664-2, 31664-3, and 31664,
generally located northwest corner Avenue 54 and
Frederick Street.

District No. 30 Navarra / Sundate I - District No. 30 includes all parcels within tract number 31508, generally located southwest
corner Avenue 52 and Frederick Street.

District No. 31 Los Jardines - District No. 31 includes all parcels within tract numbers 31533, 31533-1, generally located
northwest corner Avenue 53 and Tyler Street.

District No. 32 Aventine - District No. 32 includes all parcels within tract numbers 31551-1 and 31551, generally located
northwest corner of Avenue 51 and Van Buren Street.

District No. 33 Vista Escondida - District No. 33 includes all parcels within tract number 32264, generally located on the north side of Avenue 53 and east of Shady Lane.

District No. 34 Tierra Bonita - District No. 34 includes all parcels within tract number 31158, generally located on the northeast
side of Avenue 53 and Frederick Street.

District No. 35 Bellissima - District No. 35 includes all parcels within tract number 30978, generally located on the southeast
corner of Avenue 53 and Frederick Street.

District No. 36 Valencia - District No. 36 includes all parcels within tract number 31698, generally located on the southeast
corner of Avenue 50 and Van Buren Street.

District No. 37 Volk - District No. 37 includes all parcels within tract number 31550. The District is generally located on the
east side of Van Buren and north of Avenue 54.

District No. 38
District No. 39
Rancho Cielo - District No. 38 includes all parcels within tract number 31714. The District is generally located on the south of Avenue 52 and west of Grapefruit Boulevard.

Pulte Sevilla - District No. 39 includes all parcels within tract number 38084. The District is generally located east of Van Buren Street and north of Avenue 51,

Item 30.
2025/2026 Consolidated Engineer’s Report City of Coachella - Assessment Districts Page 11 District No. 40 Mariposa Pointe - District No. 40 includes all parcels within tract 32074, 32074-1 and 32074-2. The District is generally located east of Calhoun Street, and generally south of Avenue 50.

C. DESCRIPTION OF DISTRICT IMPROVEMENTS
As authorized by the 1972 Act, the improvements provided by the Districts incorporate various landscaping or lighting improvements that are maintained and serviced for the benefit of real property within the Districts. The maintenance of the landscape improvements may also incorporate various appurtenances that may include but is not limited to entry monuments; various types of fencing; retaining walls; ornamental lighting or other ornamental fixtures; signage; and irrigation, drainage, and electrical equipment. In most cases, the various improvements associated with each District were either installed in direct connection with the development of properties within the Districts or were installed for the benefit of those properties as a result of property development or potential development of those properties and were considered necessary for the development of those properties to their full and best use. The work to be performed within each respective description may include, but is not limited to (as applicable), the personnel, materials, equipment, electricity, water, contract services, repair and rehabilitation of the improvements and incidental expenses required to operate the Districts and provide the improvements and services for each District.

Improvements per district are as follows:

District No. 1 – Lewis Homes
The improvements include street lighting for the tracts, and parkway landscaping between the sidewalk and block wall adjacent to the tracts. The landscaping improvements could consist of an automatic sprinkler system, hardscape, plant material located in the areas described. The sprinkler system is complete with electric supply, water supply, automatic clock, piping, various types of heads and all other items incidental and necessary to make the system operational. The landscaping consists of materials such as trees, shrubs, ground cover, and turf.

District No. 2 – Peacock Palms
The improvements include street lighting for the tracts, and parkway landscaping between the sidewalk and block wall adjacent to the tracts. The landscaping improvements could consist of an automatic sprinkler system, hardscape, plant material located in the areas described. The sprinkler system is complete with electric supply, water supply, automatic clock, piping, various types of heads and all other items incidental and necessary to make the system operational. The landscaping consists of materials such as trees, shrubs, ground cover, and turf.

District No. 3 – Buena Vista Homes
The improvements include street lighting for the tracts, and parkway landscaping between the sidewalk and block wall adjacent to the tracts. The landscaping

Item 30.
2025/2026 Consolidated Engineer’s Report City of Coachella - Assessment Districts Page 12 improvements could consist of an automatic sprinkler system, hardscape, plant material located in the areas described. The sprinkler system is complete with electric supply, water supply, automatic clock, piping, various types of heads and all other items incidental and necessary to make the system operational. The landscaping consists of materials such as trees, shrubs, ground cover, and turf.

District No. 4 – Palm Desert Development
The improvements include street lighting for the tracts, and parkway landscaping between the sidewalk and block wall adjacent to the tracts. The landscaping improvements could consist of an automatic sprinkler system, hardscape, plant material located in the areas described. The sprinkler system is complete with electric supply, water supply, automatic clock, piping, various types of heads and all other items incidental and necessary to make the system operational. The landscaping consists of materials such as trees, shrubs, ground cover, and turf.

District No. 6 – Fiesta Homes
The improvements include street lighting for the tracts, and parkway landscaping between the sidewalk and block wall adjacent to the tracts. The landscaping improvements could consist of an automatic sprinkler system, hardscape, plant material located in the areas described. The sprinkler system is complete with electric supply, water supply, automatic clock, piping, various types of heads and all other items incidental and necessary to make the system operational. The landscaping consists of materials such as trees, shrubs, ground cover, and turf.

District No. 7 – La Paz Homes I
The improvements include street lighting for the tracts, and parkway landscaping between the sidewalk and block wall adjacent to the tracts. The landscaping improvements could consist of an automatic sprinkler system, hardscape, plant material located in the areas described. The sprinkler system is complete with electric supply, water supply, automatic clock, piping, various types of heads and all other items incidental and necessary to make the system operational. The landscaping consists of materials such as trees, shrubs, ground cover, and turf.

District No. 8 – La Ponderosa Homes
*Landscaping Excluded
The District includes all parcels within tract numbers 24299-1 and 24299, generally located north of Avenue 52 and east and west of La Ponderosa Drive and La Hernandez Street. The improvements include only street lighting within the tracts.

District No. 9 – Coachella Valley Housing Coalition
The improvements include street lighting for the tracts, and parkway landscaping between the sidewalk and block wall adjacent to the tracts. The landscaping improvements could consist of an automatic sprinkler system, hardscape, plant material located in the areas described. The sprinkler system is complete with electric supply, water supply, automatic clock, piping, various types of heads and

Item 30.
2025/2026 Consolidated Engineer’s Report City of Coachella - Assessment Districts Page 13 all other items incidental and necessary to make the system operational. The landscaping consists of materials such as trees, shrubs, ground cover, and turf.

District No. 10 – Plaza Del Sol
The improvements include street lighting for the tracts, and parkway landscaping between the sidewalk and block wall adjacent to the tracts. The landscaping improvements could consist of an automatic sprinkler system, hardscape, plant material located in the areas described. The sprinkler system is complete with electric supply, water supply, automatic clock, piping, various types of heads and all other items incidental and necessary to make the system operational. The landscaping consists of materials such as trees, shrubs, ground cover, and turf.

District No. 11 – Loma Vista Homes I
The improvements include street lighting for the tracts, and parkway landscaping between the sidewalk and block wall adjacent to the tracts. The landscaping improvements could consist of an automatic sprinkler system, hardscape, plant material located in the areas described. The sprinkler system is complete with electric supply, water supply, automatic clock, piping, various types of heads and all other items incidental and necessary to make the system operational. The landscaping consists of materials such as trees, shrubs, ground cover, and turf.

District No. 12 – La Paz Homes II
The improvements include street lighting for the tracts, and parkway landscaping between the sidewalk and block wall adjacent to the tracts. The landscaping improvements could consist of an automatic sprinkler system, hardscape, plant material located in the areas described. The sprinkler system is complete with electric supply, water supply, automatic clock, piping, various types of heads and all other items incidental and necessary to make the system operational. The landscaping consists of materials such as trees, shrubs, ground cover, and turf.

District No. 13 – Baron-Ziraick Investments
The improvements include street lighting for the tracts, and parkway landscaping between the sidewalk and block wall adjacent to the tracts. The landscaping improvements could consist of an automatic sprinkler system, hardscape, plant material located in the areas described. The sprinkler system is complete with electric supply, water supply, automatic clock, piping, various types of heads and all other items incidental and necessary to make the system operational. The landscaping consists of materials such as trees, shrubs, ground cover, and turf.

District No. 14 – Pueblo De La Paz
The improvements include storm drainage detention basin, street lighting for the tracts, and parkway landscaping between the sidewalk and block wall adjacent to the tracts. The landscaping improvements could consist of an automatic sprinkler system, hardscape, plant material located in the areas described. The sprinkler system is complete with electric supply, water supply, automatic clock, piping, various types of heads and all other items incidental and necessary to make the

Item 30.
2025/2026 Consolidated Engineer’s Report City of Coachella - Assessment Districts Page 14 system operational. The pump is complete with force main, electric supply and other incidental and necessary to make the system operational. The landscaping consists of materials such as trees, shrubs, ground cover, and turf.

District No. 15 – Cachanillas
The improvements include storm drainage detention basin, street lighting for the tracts, and parkway landscaping between the sidewalk and block wall adjacent to the tracts. The landscaping improvements could consist of an automatic sprinkler system, hardscape, plant material located in the areas described. The sprinkler system is complete with electric supply, water supply, automatic clock, piping, various types of heads and all other items incidental and necessary to make the system operational. The landscaping consists of materials such as trees, shrubs, ground cover, and turf.

District No. 16 – Tierra Del Sol
The improvements include 8 storm drainage detention basins, street lighting for the tracts, and parkway landscaping between the sidewalk and block wall adjacent to the tracts. The landscaping improvements could consist of an automatic sprinkler system, hardscape, plant material located in the areas described. The sprinkler system is complete with electric supply, water supply, automatic clock, piping, various types of heads and all other items incidental and necessary to make the system operational. The pump is complete with force main, electric supply and other incidental and necessary to make the system operational. The landscaping consists of materials such as trees, shrubs, ground cover, and turf.

District No. 17 – Rancho Las Flores
The improvements include one storm drainage detention basin, street lighting for the tracts, and parkway landscaping between the sidewalk and block wall adjacent to the tracts. The landscaping improvements could consist of an automatic sprinkler system, hardscape, plant material located in the areas described. The sprinkler system is complete with electric supply, water supply, automatic clock, piping, various types of heads and all other items incidental and necessary to make the system operational. The pump is complete with force main, electric supply and other incidental and necessary to make the system operational. The landscaping consists of materials such as trees, shrubs, ground cover, and turf.

District No. 18 – Bella Canto
The improvements include two storm drainage detention basins, street lighting for the tracts, and parkway landscaping between the sidewalk and block wall adjacent to the tracts. The landscaping improvements could consist of an automatic sprinkler system, hardscape, plant material located in the areas described. The sprinkler system is complete with electric supply, water supply, automatic clock, piping, various types of heads and all other items incidental and necessary to make the system operational. The landscaping consists of materials such as trees, shrubs, ground cover, and turf. The storm drain system is complete with catch basins, manholes, drywells, pipes drainage structures and all other incidental and

Item 30.
2025/2026 Consolidated Engineer’s Report City of Coachella - Assessment Districts Page 15 necessary to make the system operational. The landscaping consists of materials such as trees, shrubs, ground cover, and turf.

District No. 19 – Paseo De Las Palmas
The improvements include storm drainage detention basin, street lighting for the tracts, and parkway landscaping between the sidewalk and block wall adjacent to the tracts. The landscaping improvements could consist of an automatic sprinkler system, hardscape, plant material located in the areas described. The sprinkler system is complete with electric supply, water supply, automatic clock, piping, various types of heads and all other items incidental and necessary to make the system operational. The landscaping consists of materials such as trees, shrubs, ground cover, and turf.

District No. 20 – Posada Del Valle
The improvements include two storm drainage detention basins, street lighting for the tracts, and parkway landscaping between the sidewalk and block wall adjacent to the tracts. The landscaping improvements could consist of an automatic sprinkler system, hardscape, plant material located in the areas described. The sprinkler system is complete with electric supply, water supply, automatic clock, piping, various types of heads and all other items incidental and necessary to make the system operational. The landscaping consists of materials such as trees, shrubs, ground cover, and turf. The storm drain system is complete with catch basins, manholes, drywells, pipes drainage structures and all other incidental and necessary to make the system operational. The landscaping consists of materials such as trees, shrubs, ground cover, and turf.

District No. 21 – Loma Vista II
The improvements include storm drainage detention basin, street lighting for the tracts, and parkway landscaping between the sidewalk and block wall adjacent to the tracts. The landscaping improvements could consist of an automatic sprinkler system, hardscape, plant material located in the areas described. The sprinkler system is complete with electric supply, water supply, automatic clock, piping, various types of heads and all other items incidental and necessary to make the system operational. The landscaping consists of materials such as trees, shrubs, ground cover, and turf.

District No. 22 – Rancho De La Fe
The improvements include storm drainage detention basin, street lighting for the tracts, and parkway landscaping between the sidewalk and block wall adjacent to the tracts. The landscaping improvements could consist of an automatic sprinkler system, hardscape, plant material located in the areas described. The sprinkler system is complete with electric supply, water supply, automatic clock, piping, various types of heads and all other items incidental and necessary to make the system operational. The storm drain system is complete with catch basins, manholes, drywells, pipes drainage structures and all other incidental and

Item 30.
2025/2026 Consolidated Engineer’s Report City of Coachella - Assessment Districts Page 16 necessary to make the system operational. The landscaping consists of materials such as trees, shrubs, ground cover, and turf.

District No. 23 – La Colonia I
The improvements consist of two storm drainage retention basins, one open space lot, street lighting for the tracts, and parkway landscaping between the sidewalk and block wall adjacent to the tracts. The landscaping improvements could consist of an automatic sprinkler system, hardscape, plant material located in the areas described. The sprinkler system is complete with electric supply, water supply, automatic clock, piping, various types of heads and all other items incidental and necessary to make the system operational. The landscaping consists of materials such as trees, shrubs, ground cover, and turf. The storm drain system is complete with catch basins, manholes, drywells, pipes drainage structures and all other incidental and necessary to make the system operational. The landscaping consists of materials such as trees, shrubs, ground cover, and turf.

District No. 24 – La Paloma Estates
The improvements consist of four storm drainage retention basins, one open space lot, street lighting for the tracts, and parkway landscaping between the sidewalk and block wall adjacent to the tracts. The landscaping improvements could consist of an automatic sprinkler system, hardscape, plant material located in the areas described. The sprinkler system is complete with electric supply, water supply, automatic clock, piping, various types of heads and all other items incidental and necessary to make the system operational. The landscaping consists of materials such as trees, shrubs, ground cover, and turf. The storm drain system is complete with catch basins, manholes, drywells, pipes drainage structures and all other incidental and necessary to make the system operational. The landscaping consists of materials such as trees, shrubs, ground cover, and turf.

District No. 25 – Las Plumas
The improvements include two storm drainage detention basins, street lighting for the tracts, and parkway landscaping between the sidewalk and block wall adjacent to the tracts. The landscaping improvements could consist of an automatic sprinkler system, hardscape, plant material located in the areas described. The sprinkler system is complete with electric supply, water supply, automatic clock, piping, various types of heads and all other items incidental and necessary to make the system operational. The landscaping consists of materials such as trees, shrubs, ground cover, and turf. The storm drain system is complete with catch basins, manholes, drywells, pipes drainage structures and all other incidental and necessary to make the system operational. The landscaping consists of materials such as trees, shrubs, ground cover, and turf.

District No. 27 – Rancho Mariposa
The improvements include two storm drainage detention basins, street lighting for the tracts, and parkway landscaping between the sidewalk and block wall adjacent to the tracts. The landscaping improvements could consist of an automatic

Item 30.
2025/2026 Consolidated Engineer’s Report City of Coachella - Assessment Districts Page 17 sprinkler system, hardscape, plant material located in the areas described. The sprinkler system is complete with electric supply, water supply, automatic clock, piping, various types of heads and all other items incidental and necessary to make the system operational. The landscaping consists of materials such as trees, shrubs, ground cover, and turf. The storm drain system is complete with catch basins, manholes, drywells, pipes drainage structures and all other incidental and necessary to make the system operational. The landscaping consists of materials such as trees, shrubs, ground cover, and turf.

District No. 28 – La Morada
The improvements include storm drainage detention basin, street lighting for the tracts, and parkway landscaping between the sidewalk and block wall adjacent to the tracts. The landscaping improvements could consist of an automatic sprinkler system, hardscape, plant material located in the areas described. The sprinkler system is complete with electric supply, water supply, automatic clock, piping, various types of heads and all other items incidental and necessary to make the system operational. The landscaping consists of materials such as trees, shrubs, ground cover, and turf. The storm drain system is complete with catch basins, manholes, drywells, pipes drainage structures and all other incidental and necessary to make the system operational. The landscaping consists of materials such as trees, shrubs, ground cover, and turf.

District No. 29 – Somerset
The improvements include storm drainage detention basin, street lighting for the tracts, and parkway landscaping between the sidewalk and block wall adjacent to the tracts. The landscaping improvements could consist of an automatic sprinkler system, hardscape, plant material located in the areas described. The sprinkler system is complete with electric supply, water supply, automatic clock, piping, various types of heads and all other items incidental and necessary to make the system operational. The landscaping consists of materials such as trees, shrubs, ground cover, and turf. The landscaping consists of materials such as trees, shrubs, ground cover, and turf.

District No. 30 – Navarra / Sundate I
The improvements include storm drainage detention basin, street lighting for the tracts, and parkway landscaping between the sidewalk and block wall adjacent to the tracts. The landscaping improvements could consist of an automatic sprinkler system, hardscape, plant material located in the areas described. The sprinkler system is complete with electric supply, water supply, automatic clock, piping, various types of heads and all other items incidental and necessary to make the system operational. The landscaping consists of materials such as trees, shrubs, ground cover, and turf. The storm drain system is complete with catch basins, manholes, drywells, pipes drainage structures and all other incidental and necessary to make the system operational. The landscaping consists of materials such as trees, shrubs, ground cover, and turf.

Item 30.
2025/2026 Consolidated Engineer’s Report City of Coachella - Assessment Districts Page 18 District 31 – Los Jardines
The improvements include storm drainage detention basin, street lighting for the tracts, and parkway landscaping between the sidewalk and block wall adjacent to the tracts. The landscaping improvements could consist of an automatic sprinkler system, hardscape, plant material located in the areas described. The sprinkler system is complete with electric supply, water supply, automatic clock, piping, various types of heads and all other items incidental and necessary to make the system operational. The landscaping consists of materials such as trees, shrubs, ground cover, and turf. The storm drain system is complete with catch basins, manholes, drywells, pipes drainage structures and all other incidental and necessary to make the system operational. The landscaping consists of materials such as trees, shrubs, ground cover, and turf.

District 32 – Aventine
The improvements include storm drainage detention basin, street lighting for the tracts, and parkway landscaping between the sidewalk and block wall adjacent to the tracts. The landscaping improvements could consist of an automatic sprinkler system, hardscape, plant material located in the areas described. The sprinkler system is complete with electric supply, water supply, automatic clock, piping, various types of heads and all other items incidental and necessary to make the system operational. The landscaping consists of materials such as trees, shrubs, ground cover, and turf. The storm drain system is complete with catch basins, manholes, drywells, pipes drainage structures and all other incidental and necessary to make the system operational. The landscaping consists of materials such as trees, shrubs, ground cover, and turf.

District 33 – Vista Escondida
The improvements include storm drainage detention basin, street lighting for the tracts, and parkway landscaping between the sidewalk and block wall adjacent to the tracts. The landscaping improvements could consist of an automatic sprinkler system, hardscape, plant material located in the areas described. The sprinkler system is complete with electric supply, water supply, automatic clock, piping, various types of heads and all other items incidental and necessary to make the system operational. The landscaping consists of materials such as trees, shrubs, ground cover, and turf. The storm drain system is complete with catch basins, manholes, drywells, pipes drainage structures and all other incidental and necessary to make the system operational. The landscaping consists of materials such as trees, shrubs, ground cover, and turf.

District 34 – Tierra Bonita
The improvements include storm drainage detention basin, street lighting for the tracts, and parkway landscaping between the sidewalk and block wall adjacent to the tracts. The landscaping improvements could consist of an automatic sprinkler system, hardscape, plant material located in the areas described. The sprinkler system is complete with electric supply, water supply, automatic clock, piping, various types of heads and all other items incidental and necessary to make the

Item 30.
2025/2026 Consolidated Engineer’s Report City of Coachella - Assessment Districts Page 19 system operational. The landscaping consists of materials such as trees, shrubs, ground cover, and turf. The storm drain system is complete with catch basins, manholes, drywells, pipes drainage structures and all other incidental and necessary to make the system operational. The landscaping consists of materials such as trees, shrubs, ground cover, and turf.

District 35 – Bellissima
The improvements include storm drainage detention basin, street lighting for the tracts, and parkway landscaping between the sidewalk and block wall adjacent to the tracts. The landscaping improvements could consist of an automatic sprinkler system, hardscape, plant material located in the areas described. The sprinkler system is complete with electric supply, water supply, automatic clock, piping, various types of heads and all other items incidental and necessary to make the system operational. The landscaping consists of materials such as trees, shrubs, ground cover, and turf. The storm drain system is complete with catch basins, manholes, drywells, pipes drainage structures and all other incidental and necessary to make the system operational. The landscaping consists of materials such as trees, shrubs, ground cover, and turf.

District 36 – Valencia
The improvements include storm drainage detention basin, street lighting for the tracts, and parkway landscaping between the sidewalk and block wall adjacent to the tracts. The landscaping improvements could consist of an automatic sprinkler system, hardscape, plant material located in the areas described. The sprinkler system is complete with electric supply, water supply, automatic clock, piping, various types of heads and all other items incidental and necessary to make the system operational. The landscaping consists of materials such as trees, shrubs, ground cover, and turf. The storm drain system is complete with catch basins, manholes, drywells, pipes drainage structures and all other incidental and necessary to make the system operational. The landscaping consists of materials such as trees, shrubs, ground cover, and turf.

District 37 – Volk (Tract Map Not Recorded, Not Developed) The improvements include storm drainage detention basin, street lighting for the tracts, and parkway landscaping between the sidewalk and block wall adjacent to the tracts. The landscaping improvements could consist of an automatic sprinkler system, hardscape, plant material located in the areas described. The sprinkler system is complete with electric supply, water supply, automatic clock, piping, various types of heads and all other items incidental and necessary to make the system operational. The landscaping consists of materials such as trees, shrubs, ground cover, and turf. The storm drain system is complete with catch basins, manholes, drywells, pipes drainage structures and all other incidental and necessary to make the system operational. The landscaping consists of materials such as trees, shrubs, ground cover, and turf.

Item 30.
2025/2026 Consolidated Engineer’s Report City of Coachella - Assessment Districts Page 20 District 38 – Rancho Cielo
The improvements include storm drainage detention basin, street lighting for the tracts, and parkway landscaping between the sidewalk and block wall adjacent to the tracts. The landscaping improvements could consist of an automatic sprinkler system, hardscape, plant material located in the areas described. The sprinkler system is complete with electric supply, water supply, automatic clock, piping, various types of heads and all other items incidental and necessary to make the system operational. The landscaping consists of materials such as trees, shrubs, ground cover, and turf. The storm drain system is complete with catch basins, manholes, drywells, pipes drainage structures and all other incidental and necessary to make the system operational. The landscaping consists of materials such as trees, shrubs, ground cover, and turf.

District 39 – Pulte Sevilla
Landscape improvements generally include, but are not limited to, approximately:
eighty-six thousand, eight hundred and thirty-six (86,836) square feet of ground covering and shrubs including ninety-three (93) irrigated drought-tolerant trees.

Landscaping located on two (2) storm drainage detention basin lots, also on the north side of Avenue 51, including the entrance at Via Prado as well as the corners of Calle Perez and Calle Larriva. The street lighting improvements include providing energy to operate twenty-four (24) street lighting poles within Tract Map No. 38084.

District 40 – Mariposa Pointe
The District’s landscape improvements generally include but not limited to approximately: eighty four thousand seven hundred and five (84,705) square feet of ground covering and shrubs including one hundred nineteen (119) irrigated drought-tolerant 24” box trees and landscaping located on Avenue 50 and Calhoun Street, two (2) storm drainage detention basin lots, a pedestrian trail, and landscape improvements at the entryways on Avenue 50 and Calhoun Street. The street lighting improvements include thirty-eight (38) street lighting poles within Tract Map Nos. 32074, 32074-1 & 32074-2 which the City will be responsible for energy expenses.

III. METHOD OF APPORTIONMENT
The 1972 Act permits the establishment of assessment districts by agencies for the purpose of providing certain public improvements, including the acquisition, construction, installation and servicing of landscape improvements and related facilities. The 1972 Act requires that the cost of these improvements be levied according to benefit rather than assessed value:

Section 22573 defines the net amount to be assessed as follows:

Item 30.
2025/2026 Consolidated Engineer’s Report City of Coachella - Assessment Districts Page 21 “The net amount to be assessed upon lands within an assessment district may be apportioned by any formula or method which fairly distributes the net amount among all assessable lots or parcels in proportion to the estimated benefits to be received by each such lot or parcel from the improvements.” The formula used for calculating assessments reflect the composition of parcels within the Districts and the improvements and activities to be provided and have been designed to fairly apportion the cost of providing those improvements based on a determination of the proportional special benefits to each parcel, consistent with the requirements of the 1972 Act and the provisions of Proposition 218 and Article XIII D of the California Constitution.

A. CALIFORNIA CONSTITUTION
The costs to operate and maintain the Districts improvements are identified and allocated to properties on the special benefits conferred. The improvements provided and for which properties within the Districts are to be assessed are identified as local improvements and related amenities that were installed in connection with the development of the properties and/or would otherwise be required for the development of properties within the Districts and consistent with the provisions of the 1972 Act. The assessments and method of apportionment described herein are based on the premise that these improvements would otherwise not have been installed and maintained by the County. The improvements were installed as part of the development or planned development of the parcels within the Districts and the level of maintenance required for the improvements is greater than what the County would otherwise install, maintain, and fund elsewhere in the County.

Article XIII D Section 2(d) defines District as follows:
“District means an area determined by an agency to contain all parcels which will receive a special benefit from a proposed public improvement or property-related service.”
Article XIII D Section 2(i) defines special benefit as follows:
“Special benefit” means a particular and distinct benefit over, and above general benefits conferred on real property located in the district or to the public at large.

General enhancement of property value does not constitute “special benefit.” Article XIII D Section 4(a) defines proportional special benefit assessments as follows:
“An agency which proposes to levy an assessment shall identify all parcels which will have a special benefit conferred upon them and upon which an assessment will be imposed. The proportionate special benefit derived by each identified parcel shall be determined in relationship to the entirety of the capital cost of a public improvement, the maintenance and operation expenses of a public improvement, or the cost of the property related service being provided. No assessment shall be imposed on any parcel which exceeds the reasonable cost of the proportional special benefit conferred on that parcel.”

Item 30.
2025/2026 Consolidated Engineer’s Report City of Coachella - Assessment Districts Page 22 B. BENEFIT ANALYSIS
The improvements provided within the Districts, for which properties will be assessed have been identified as necessary, desired and/or required for the orderly development of the properties within the Districts to their full potential, consistent with the development plans.

SPECIAL BENEFITS
The ongoing maintenance of landscaped areas within the Districts will provide aesthetic benefits to the properties and are intended to provide a more pleasant environment to walk, drive, live, and work. The primary function of these improvements and related amenities is to serve as an aesthetically pleasing enhancement and open space area for the benefit of the immediate surrounding properties and development for which the improvements were constructed and installed, and/or were facilitated by the development or potential development of properties within the Districts. These improvements are an integral part of the physical environment associated with the parcels in the Districts and while these improvements may in part be visible to properties outside the Districts and/or occasionally accessed by the general public, if these improvements are not properly maintained, it is the parcels within the District that would be aesthetically burdened and/or impacted directly by potential environmental issues such as dust, debris, pests, water runoff, erosion, and fire hazards. Thus, the maintenance of these improvements provides advantages to the assessed properties that affect the assessed parcels in a way that is particular and distinct from their effect on other parcels and that real property in general and the public at large do not share.

Collectively these improvements, related amenities, and services which will be funded by the special benefit assessments, enhance the overall use, presentation, enjoyment, recreational access, and marketability of the properties, and ensure the long-term cost-efficiency of services that are obtained through the County provided maintenance (economy of scale)

GENERAL BENEFIT
In reviewing the location and extent of the specific landscaped areas and improvements to be funded by the Districts assessments and the proximity and relationship to properties to be assessed, it is evident these improvements have been installed as part of the development of properties within the Districts or are improvements that would otherwise be shared by and/or required for development of those properties. Although the improvements are largely located on the north side of Avenue 51, including the entrance at Via Prado as well as the corners of Calle Perez and Calle Larriva of the development and may be visible and/or accessible to the general public, it is evident that the ongoing maintenance of these improvements are only necessary for the appearance and advantage of the properties within the Districts. It is also evident that these improvements were not

Item 30.
2025/2026 Consolidated Engineer’s Report City of Coachella - Assessment Districts Page 23 required nor necessarily desired by any properties or developments outside of the Districts’ boundaries.

Ongoing maintenance of improvements are additionally located on the south side of Avenue 50, east side of Calhoun Street and Calle Frontera as well as the corner of Avenida San Domingo and Calle Xavier. It is evident that the ongoing maintenance of these improvements is only necessary for the appearance and advantage of the properties within the Districts. It is also evident that these improvements were not required nor necessarily desired by any properties or developments outside of the Districts’ boundaries.

In the absence of a special funding, these types of improvements would not have been installed by the developer per the City’s conditions and the City’s maintenance of these improvements would for the most part, be limited to weed abatement (fuel modification areas), rodent control, and erosion control services only. This basic or baseline level of service would typically provide for periodic servicing of the open space areas on an as-needed basis. This baseline level of service would only provide a level of service that was necessary to ensure public safety, essential property protection and potential property damage. However, this baseline level of service results in a far less visually pleasing environment than is created with the enhanced levels of services associated with the regular landscape maintenance that can be provided through the Districts assessments.

In addition to this baseline level of service, it is recognized that there are indirect or incidental benefits to properties within the Districts as well as the general public that are associated with regular landscape maintenance services, including minimization of dust and debris, and decreased potential water runoff from the open space areas.

It is also recognized that with the regular maintenance of the improvements, the effort and cost to monitor and address these more indirect issues are reduced to isolated areas and/or less frequent servicing, and these activities generally represent less than two percent (2%) of the overall maintenance costs. Therefore, conservatively, we estimate that the costs associated with these indirect and incidental benefits (General Benefit) do not exceed five percent (5%) of the combined annual expenses for General Maintenance identified in the annual maintenance budget contained in "Part IV –Districts Budget” of this Report.

C. ASSESSMENT METHODOLOGY
To assess benefits equitably it is necessary to calculate each property’s relative share of the special benefits conferred by the funded improvements and service.

The Equivalent Benefit Unit (EBU) method of assessment apportionment is utilized for the Districts and establishes a basic unit (base value) of benefit and then calculates the benefit derived by each assessed parcel as a multiple (or a fraction) of that basic unit. The EBU method of apportioning special benefits is typically seen as the most appropriate and equitable assessment methodology for assessment

Item 30.
2025/2026 Consolidated Engineer’s Report City of Coachella - Assessment Districts Page 24 districts, as the benefit to each parcel from the improvements are apportioned as a function of comparable property characteristics which may include but is not limited to land use and property size.

Pursuant to the 1972 Act, the costs of the Districts may be apportioned by any formula or method that fairly distributes the net amount to be assessed, among all assessable parcels in proportion to the estimated benefits to be received by each parcel from the improvements. The benefit formula used for the Districts should reflect the composition of the parcels, and the improvements and services provided, to fairly apportion the costs based on special benefit to each parcel.

EBU APPLICATION
Single Family Residential — This land use is defined as a fully subdivided residential home site with or without a structure and the improvements and services associated with the parcel has been accepted or will be accepted by the City for maintenance in the fiscal year. This land use is assessed at 1.0 EBU per lot or parcel.

Planned -Residential Development — This land use is defined as any property that specific number of proposed single-family residential lots has been approved for development (not fully subdivided). This land use type shall be assigned 1.0 EBU per lot at build-out.

Vacant — This is defined as property that has been identified as parcels with no development but has development potential. Although it is recognized that the improvements provided within the Districts were primarily constructed and installed as the result of property development, it is also recognized that the majority of these improvements were constructed in part to support the overall development of properties within the District and/or Development to their full and best use, including vacant undeveloped properties.

ASSESSMENT CALCULATIONS
The benefit formula applied to parcels within each District is based on the preceding Equivalent Benefit Unit (EBU) discussion. Each parcel's EBU correlates the parcel’s special benefit received as compared to all other parcels benefiting from the improvements. The following formula is used to calculate each parcel’s EBU (proportional benefit).

Parcel Type EBU x Units = Parcel EBU
For each District, the total number of Equivalent Benefit Units (EBU’s) for the fiscal year equals the sum of all individual EBU’s applied to parcels in that District. An assessment amount per EBU (Rate) for the improvements is established by taking the total cost of the improvements (amount budgeted) and dividing that amount by the total number of EBU’s of all parcels to be assessed. This Rate is then applied

Item 30.
2025/2026 Consolidated Engineer’s Report City of Coachella - Assessment Districts Page 25 back to each parcel’s individual EBU to determine the parcel’s proportionate benefit and assessment obligation for the improvements.

Total Balance to Levy (for the District)/ Total EBU (to be assessed) = Levy per EBU Levy per EBU x Parcel EBU = Parcel Levy Amount
D. ASSESSMENT RANGE FORMULA
Any new or increased assessment requires certain noticing and meeting requirements by law. Prior to the passage of Proposition 218 (California Constitution Articles XIIIC and XIIID), legislative changes in the Brown Act defined a "new or increased assessment" to exclude certain conditions. These conditions included "any assessment that does not exceed an assessment formula or range of assessments previously adopted by the agency or approved by the voters in the area where the assessment is imposed." This definition and conditions were later confirmed through Senate Bill 919 (the Proposition 218 implementing legislation).

The purpose of establishing an assessment range formula is to provide for reasonable increases and inflationary adjustment to annual assessments without requiring costly noticing and mailing procedures, which could add to the Districts costs and assessments. As part of the Districts formation, balloting of property owners is required pursuant to the Article XIIID Section 4. The property owner ballots include an Assessment to be approved, as well as the approval of an assessment range formula.

District No.’s 1 through 4, and 6 through 11, and 38 – The maximum assessment rates do not increase and will remain the same from FY 2024/2025.

District No.’s 12 through 25, and 27 through 36 – The maximum assessment rate may increase by the percentage increase of the Consumer Price Index (“CPI”) or three percent (3%). The CPI used shall be as determined by the Bureau of Labor Statistics for a similar period of time.

Each fiscal year, the Engineer shall compute the percentage difference between the CPI. By approval of the City Council, the assessment rate that may be levied for each EBU may be increased in each year in accordance with the U.S. Bureau of Labor Statistics Data, All Urban Consumers, Riverside-San Bernardino-Ontario CPI index. Such assessment adjustments shall not be considered an increase in assessment. A proposed assessment that exceeds the adjusted assessment rate will require property owner balloting approval before the increase may be imposed.

For Fiscal Year 2025/2026, the change in the Annual CPI for the All Urban Consumers, Riverside-San Bernardino-Ontario CPI index is 2.94% therefore the assessment rate will be adjusted by 3.00%.

Item 30.
2025/2026 Consolidated Engineer’s Report City of Coachella - Assessment Districts Page 26 District No.’s 39 and 40 – The maximum assessment rate may increase by the greater of three percent (3.00%) or the annual precent increase of the Consumer Price Index (“CPI”) determined by the Bureau of Labor Statistics.

If the proposed assessment (levy per unit or rate) for the current fiscal year is less than or equal to, the prior year's maximum assessment rate plus the adjustments described in the following, then the proposed assessment is not considered an increased assessment. The purpose of establishing an assessment range formula is to provide for reasonable inflationary adjustment to the assessment amounts without requiring costly noticing, balloting and mailing procedures, which would be added to the Districts’ costs and assessments.

The Maximum Assessment is adjusted annually and is calculated independent of the annual budget and proposed annual assessment. Any proposed annual assessment (rate per EBU less than or equal to this Maximum Assessment) is not considered an increased assessment, even if the proposed assessment is greater than the assessment applied in the prior fiscal year.

Although the Maximum Assessment will increase each year, the actual assessment may remain unchanged. The Maximum Assessment adjustment is designed to establish a reasonable limit on assessments. The Maximum Assessment calculated each year does not require or facilitate an increase to the annual assessment and neither does it restrict assessments to the adjusted maximum amount. If the budget and assessment for the fiscal year do not require an increase, or the increase is less than the adjusted Maximum Assessment, then the required budget and assessment may be applied without additional property owner balloting. If the budget and assessments calculated requires an increase greater than the adjusted Maximum Assessment, then the assessment is considered an increased assessment and would be subject to balloting.

IV. DISTRICT BUDGETS
The 1972 Act provides that the estimated costs of the improvements shall include the total cost of the improvements, including incidental expenses.

The 1972 Act also provides that the amount of any surplus, deficit, or contribution be included in the estimated cost of improvements. The net amount to be assessed on the lots or parcels within the Districts is the total cost of maintenance, and servicing with adjustments either positive or negative for reserves, surpluses, deficits, and/or contributions.

Item 30.
2025/2026 Consolidated Engineer’s Report City of Coachella - Assessment Districts Page 27 TABLE II – 2025/2026 DISTRICT BUDGETS
District District District District District District District District District District District 1 2 3 4 6 7 8 9 10 11 12
Direct Costs
Landscape Maintenance Contract $7,000.00 $6,800.00 $6,500.00 $4,000.00 $6,557.00 $5,100.00 $0.00 $7,000.00 $5,600.00 $3,390.00 $7,913.00 Tree Trimming Services 0.00 0.00 0.00 0.00 0.00 1,000.00 0.00 0.00 0.00 0.00 0.00 Streetlight Utilities 1,470.00 2,790.00 2,800.00 1,000.00 4,700.00 3,160.00 2,400.00 1,300.00 1,500.00 1,200.00 1,200.00 Landscape Utilities 1,830.00 0.00 2,000.00 0.00 0.00 1,210.00 0.00 0.00 0.00 600.00 1,600.00 Repair and Maintenance 400.00 0.00 0.00 0.00 0.00 200.00 0.00 0.00 0.00 910.00 0.00 Tree Maintenance 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Storm Drainage Maintenance 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Total Direct Costs $10,700.00 $9,590.00 $11,300.00 $5,000.00 $11,257.00 $10,670.00 $2,400.00 $8,300.00 $7,100.00 $6,100.00 $10,713.00 Administration Costs
Levy Administration and Professional Services $478.30 $489.60 $681.67 $248.57 $644.01 $606.35 $519.73 $120.52 $282.46 $395.45 $286.23 County Collection Fee 132.95 134.03 152.39 110.99 148.79 145.19 136.91 98.75 114.23 125.03 114.59 City Overhead and Administration 1,712.00 1,534.40 1,808.00 800.00 1,801.12 1,707.20 384.00 1,328.00 1,136.00 976.00 1,714.08 Total Administration Costs $2,323.25 $2,158.03 $2,642.06 $1,159.56 $2,593.92 $2,458.74 $1,040.64 $1,547.27 $1,532.69 $1,496.48 $2,114.90 Capital Improvement Costs
Capital Improvement Projects $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Total Capital Improvement Costs $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Total Direct, Administration and Capital Improvement Costs $13,023.25 $11,748.03 $13,942.06 $6,159.56 $13,850.92 $13,128.74 $3,440.64 $9,847.27 $8,632.69 $7,596.48 $12,827.90 Fund Balance
Estimated Beginning Fund Balance ($36,465.78) ($25,386.57) ($37,877.21) $12,407.09 ($113,281.33) ($28,288.17) ($18,519.71) ($64,533.86) ($169,840.26) $33,976.58 $85,922.11 Operational Fund Increase/(Decrease) 895.95 (3,979.23) 3,325.34 72.16 22,790.96 11,488.16 45.24 (4,201.83) (2,493.19) 1,303.32 7,280.13 Capital Improvement Adjustments 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Estimated Ending Fund Balance ($35,569.83) ($29,365.80) ($34,551.87) $12,479.25 ($90,490.37) ($16,800.01) ($18,474.47) ($68,735.69) ($172,333.45) $35,279.90 $93,202.24 Operational Fund Increase/(Decrease) ($7,280.13)
Total Parcels 127 130 181 66 171 161 138 32 75 105 76
Total Parcels Levied 127 130 181 66 171 161 138 32 75 105 76 Total Equivalent Benefit Units 127.00 130.00 181.00 66.00 171.00 161.00 138.00 32.00 75.00 105.00 76.00 Assessment Rate per Benefit Unit $109.60 $59.76 $95.40 $94.42 $214.28 $152.90 $25.26 $176.42 $81.86 $84.76 $264.58 Prior Year Rate Assessment Rate $109.60 $59.76 $95.40 $94.42 $214.28 $152.90 $25.26 $176.42 $81.86 $84.76 $256.88 Maximum Rate per Benefit Unit (Prior Fiscal Year) $109.61 $59.76 $95.40 $94.42 $214.28 $152.90 $25.27 $176.42 $81.86 $84.76 $256.89 Maximum Rate per Benefit Unit (Current Fiscal Year) $109.61 $59.76 $95.40 $94.42 $214.28 $152.90 $25.27 $176.42 $81.86 $84.76 $264.60 Inflationary Factor Applied to Maximum Rate 0.000% 0.000% 0.000% 0.000% 0.000% 0.000% 0.000% 0.000% 0.000% 0.000% 3.000% 2025/2026 Levy Per Parcel $109.60 $59.76 $95.40 $94.42 $214.28 $152.90 $25.26 $176.42 $81.86 $84.76 $264.58 2025/2026 Total Levy $13,919.20 $7,768.80 $17,267.40 $6,231.72 $36,641.88 $24,616.90 $3,485.88 $5,645.44 $6,139.50 $8,899.80 $20,108.02 Levy Components
Fiscal Year 2025/2026 Fiscal Year 2025/2026
District Budget District Budget

Item 30.
2025/2026 Consolidated Engineer’s Report City of Coachella - Assessment Districts Page 28 District District District District District District District District District District District District 13 14 15 16 17 18 19 20 21 22 23 24
Direct Costs
Landscape Maintenance Contract $27,837.00 $9,889.00 $10,000.00 $184,000.00 $50,000.00 $35,000.00 $29,000.00 $21,500.00 $14,000.00 $17,500.00 $15,500.00 $153,000.00 Tree Trimming Services 3,000.00 3,000.00 3,200.00 65,000.00 5,000.00 4,500.00 2,500.00 4,000.00 4,000.00 4,000.00 5,000.00 25,000.00 Streetlight Utilities 4,000.00 2,450.00 1,175.00 20,000.00 3,505.00 7,300.00 1,800.00 2,100.00 1,450.00 3,700.00 10,500.00 8,000.00 Landscape Utilities 2,000.00 2,500.00 1,700.00 45,000.00 10,240.00 7,780.00 4,675.00 6,200.00 1,800.00 5,060.00 9,300.00 23,000.00 Repair and Maintenance 1,500.00 2,114.00 0.00 40,000.00 5,000.00 4,500.00 0.00 4,000.00 4,000.00 10,000.00 2,000.00 0.00 Tree Maintenance 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Storm Drainage Maintenance 0.00 0.00 0.00 0.00 5,000.00 0.00 5,000.00 6,000.00 0.00 12,000.00 3,000.00 10,000.00 Total Direct Costs $38,337.00 $19,953.00 $16,075.00 $354,000.00 $78,745.00 $59,080.00 $42,975.00 $43,800.00 $25,250.00 $52,260.00 $45,300.00 $219,000.00 Administration Costs
Levy Administration and Professional Services $632.71 $338.95 $180.78 $2,086.45 $610.12 $647.78 $474.53 $305.06 $263.63 $444.41 $448.17 $1,095.95 County Collection Fee 147.71 119.63 104.51 286.67 145.55 149.15 132.59 116.39 112.43 129.71 130.07 191.99 City Overhead and Administration 6,133.92 3,192.48 2,572.00 56,640.00 12,599.20 9,452.80 6,876.00 7,008.00 4,040.00 8,361.60 7,248.00 35,040.00 Total Administration Costs $6,914.34 $3,651.06 $2,857.29 $59,013.12 $13,354.87 $10,249.73 $7,483.12 $7,429.45 $4,416.06 $8,935.72 $7,826.24 $36,327.94 Capital Improvement Costs
Capital Improvement Projects $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Total Capital Improvement Costs $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Total Direct, Administration and Capital Improvement Costs $45,251.34 $23,604.06 $18,932.29 $413,013.12 $92,099.87 $69,329.73 $50,458.12 $51,229.45 $29,666.06 $61,195.72 $53,126.24 $255,327.94 Fund Balance
Estimated Beginning Fund Balance $149,160.50 ($17,301.46) $42,095.56 ($512,712.84) $189,182.46 $11,118.96 $38,637.22 $163,193.30 ($116,529.59) $209,171.87 ($205,320.77) ($643,116.22) Operational Fund Increase/(Decrease) 26,151.26 15,284.78 14,702.21 2,486.88 21,300.13 54,603.10 3,034.03 10,847.08 (17,203.51) 24,668.12 31,066.81 913.73 Capital Improvement Adjustments 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Estimated Ending Fund Balance $175,311.76 ($2,016.68) $56,797.77 ($510,225.96) $210,482.59 $65,722.06 $41,671.25 $174,040.38 ($133,733.10) $233,839.99 ($174,253.96) ($642,202.49) Operational Fund Increase/(Decrease) ($26,151.26) ($15,284.78) ($14,702.21) ($2,486.88) ($21,300.13) ($54,603.10) ($3,034.03) ($10,847.08) $17,203.51 ($24,668.12) ($31,066.81) ($913.73) Total Parcels 168 90 48 554 162 172 126 81 70 118 119 291 Total Parcels Levied 168 90 48 554 162 172 126 81 70 118 119 291 Total Equivalent Benefit Units 168.00 90.00 48.00 554.00 162.00 172.00 126.00 81.00 70.00 118.00 119.00 291.00 Assessment Rate per Benefit Unit $425.02 $432.10 $700.72 $750.00 $700.00 $720.54 $424.54 $766.38 $178.04 $727.66 $707.50 $880.56 Prior Year Rate Assessment Rate $412.64 $419.52 $680.32 $675.00 $625.00 $699.56 $412.16 $744.06 $172.86 $575.00 $686.90 $854.92 Maximum Rate per Benefit Unit (Prior Fiscal Year) $412.66 $419.52 $680.33 $1,205.70 $701.42 $699.57 $412.18 $744.07 $172.87 $706.48 $686.91 $854.93 Maximum Rate per Benefit Unit (Current Fiscal Year) $425.04 $432.11 $700.74 $1,241.87 $722.46 $720.56 $424.54 $766.40 $178.06 $727.67 $707.51 $880.58 Inflationary Factor Applied to Maximum Rate 3.000% 3.000% 3.000% 3.000% 3.000% 3.000% 3.000% 3.000% 3.000% 3.000% 3.000% 3.000% 2025/2026 Levy Per Parcel $425.02 $432.10 $700.72 $750.00 $700.00 $720.54 $424.54 $766.38 $178.04 $727.66 $707.50 $880.56 2025/2026 Total Levy $71,402.61 $38,888.85 $33,634.49 $415,500.00 $113,400.00 $123,932.83 $53,492.15 $62,076.53 $12,462.55 $85,863.83 $84,193.05 $256,241.67 Levy Components
Fiscal Year 2025/2026 Fiscal Year 2025/2026
District Budget District Budget

Item 30.
2025/2026 Consolidated Engineer’s Report City of Coachella - Assessment Districts Page 29 District District District District District District District District District District District 25 27 28 29 30 31 32 33 34 35 36
Direct Costs
Landscape Maintenance Contract $16,500.00 $20,000.00 $33,000.00 $25,000.00 $22,000.00 $25,000.00 $33,000.00 $35,000.00 $3,500.00 $3,500.00 $25,000.00 Tree Trimming Services 4,000.00 3,000.00 2,000.00 4,500.00 15,000.00 14,000.00 10,000.00 18,000.00 4,500.00 4,000.00 8,000.00 Streetlight Utilities 3,600.00 3,000.00 5,000.00 5,300.00 3,500.00 4,000.00 5,500.00 3,500.00 2,800.00 3,500.00 3,100.00 Landscape Utilities 3,600.00 3,000.00 10,500.00 4,900.00 8,500.00 10,500.00 14,000.00 25,000.00 2,800.00 4,500.00 2,500.00 Repair and Maintenance 17,000.00 6,500.00 5,000.00 20,000.00 15,000.00 35,000.00 25,000.00 20,000.00 4,500.00 8,000.00 13,000.00 Tree Maintenance 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Storm Drainage Maintenance 6,000.00 10,000.00 0.00 5,500.00 10,000.00 12,000.00 15,000.00 10,000.00 5,600.00 6,500.00 9,500.00 Total Direct Costs $50,700.00 $45,500.00 $55,500.00 $65,200.00 $74,000.00 $100,500.00 $102,500.00 $111,500.00 $23,700.00 $30,000.00 $61,100.00 Administration Costs
Levy Administration and Professional Services $327.66 $421.81 $644.01 $572.45 $602.58 $998.03 $941.54 $1,062.05 $433.11 $184.54 $406.74 County Collection Fee 118.55 127.55 148.79 141.95 144.83 182.63 177.23 188.75 128.63 104.87 126.11 City Overhead and Administration 8,112.00 7,280.00 8,880.00 10,432.00 11,840.00 16,080.00 16,400.00 17,840.00 3,792.00 4,800.00 9,776.00 Total Administration Costs $8,558.21 $7,829.36 $9,672.80 $11,146.40 $12,587.41 $17,260.66 $17,518.77 $19,090.80 $4,353.74 $5,089.41 $10,308.85 Capital Improvement Costs
Capital Improvement Projects $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Total Capital Improvement Costs $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Total Direct, Administration and Capital Improvement Costs $59,258.21 $53,329.36 $65,172.80 $76,346.40 $86,587.41 $117,760.66 $120,018.77 $130,590.80 $28,053.74 $35,089.41 $71,408.85 Fund Balance
Estimated Beginning Fund Balance $197,055.69 ($180,003.44) $68,025.88 $139,396.86 $238,678.76 $514,971.29 $237,980.47 ($283,673.21) ($125,113.75) ($1,985.09) $158,976.23 Operational Fund Increase/(Decrease) 534.76 30,670.64 63,077.20 12,412.61 1,412.59 47,864.34 35,051.65 102,040.95 56,369.66 7,785.59 951.15 Capital Improvement Adjustments 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Estimated Ending Fund Balance $197,590.45 ($149,332.80) $131,103.08 $151,809.47 $240,091.35 $562,835.63 $273,032.12 ($181,632.26) ($68,744.09) $5,800.50 $159,927.38 Operational Fund Increase/(Decrease) ($534.76) ($30,670.64) ($63,077.20) ($12,412.61) ($1,412.59) ($47,864.34) ($35,051.65) ($102,040.95) ($56,369.66) ($7,785.59) ($951.15) Total Parcels 87 112 171 152 160 265 250 282 115 49 108 Total Parcels Levied 87 112 171 152 160 265 250 282 115 49 108 Total Equivalent Benefit Units 87.00 112.00 171.00 152.00 160.00 265.00 250.00 282.00 115.00 49.00 108.00 Assessment Rate per Benefit Unit $687.28 $750.00 $750.00 $583.94 $550.00 $625.00 $620.28 $824.94 $734.12 $875.00 $670.00 Prior Year Rate Assessment Rate $667.26 $675.00 $675.00 $550.00 $475.00 $550.00 $600.00 $800.90 $700.00 $800.00 $595.00 Maximum Rate per Benefit Unit (Prior Fiscal Year) $667.27 $764.77 $747.17 $566.94 $602.01 $1,089.29 $602.22 $800.92 $712.75 $952.01 $674.21 Maximum Rate per Benefit Unit (Current Fiscal Year) $687.29 $787.71 $769.59 $583.95 $620.07 $1,121.97 $620.29 $824.95 $734.14 $980.57 $694.43 Inflationary Factor Applied to Maximum Rate 3.000% 3.000% 3.000% 3.000% 3.000% 3.000% 3.000% 3.000% 3.000% 3.000% 3.000% 2025/2026 Levy Per Parcel $687.28 $750.00 $750.00 $583.94 $550.00 $625.00 $620.28 $824.94 $734.12 $875.00 $670.00 2025/2026 Total Levy $59,792.96 $84,000.00 $128,250.00 $88,759.01 $88,000.00 $165,625.00 $155,070.42 $232,631.75 $84,423.40 $42,875.00 $72,360.00 Levy Components
Fiscal Year 2025/2026 Fiscal Year 2025/2026
District Budget District Budget

Item 30.
2025/2026 Consolidated Engineer’s Report City of Coachella - Assessment Districts Page 30 District District District
38 39 40
Direct Costs
Landscape Maintenance Contract $22,000.00 $18,064.00 $16,264.00 $924,914.00 Tree Trimming Services 5,000.00 2,000.00 2,000.00 225,200.00 Streetlight Utilities 3,200.00 2,200.00 3,200.00 140,900.00 Landscape Utilities 5,700.00 7,700.00 7,700.00 237,395.00 Repair and Maintenance 15,000.00 6,200.00 8,200.00 273,024.00 Tree Maintenance 0.00 0.00 0.00 0.00
Storm Drainage Maintenance 20,000.00 7,200.00 10,000.00 168,300.00 Total Direct Costs $70,900.00 $43,364.00 $47,364.00 $1,969,733.00 Administration Costs
Levy Administration and Professional Services $564.92 $402.98 $583.75 $20,427.60 County Collection Fee 141.23 125.75 143.03 5,180.15
City Overhead and Administration 11,344.00 6,938.24 7,578.24 315,157.28 Total Administration Costs $12,050.15 $7,466.97 $8,305.02 $340,765.03 Capital Improvement Costs
Capital Improvement Projects $0.00 $0.00 $0.00 $0.00
Total Capital Improvement Costs $0.00 $0.00 $0.00 $0.00 Total Direct, Administration and Capital Improvement Costs $82,950.15 $50,830.97 $55,669.02 $2,310,498.03 Fund Balance
Estimated Beginning Fund Balance $256,577.76 $72,935.05 $115,131.81 $354,646.19 Operational Fund Increase/(Decrease) 12,560.85 218.76 30,901.19 626,233.55 Capital Improvement Adjustments 0.00 0.00 0.00 0.00
Estimated Ending Fund Balance $269,138.61 $73,153.81 $146,033.00 $980,879.74 Operational Fund Increase/(Decrease) ($12,560.85) ($218.76) ($30,901.19) Total Parcels 150 109 165 5,436
Total Parcels Levied 150 107 155 5,424
Total Equivalent Benefit Units 150.00 107.00 155.00 5,424.00 Assessment Rate per Benefit Unit $636.74 $477.10 $558.52 Prior Year Rate Assessment Rate $636.74 $463.20 $542.26 Maximum Rate per Benefit Unit (Prior Fiscal Year) $636.74 $463.20 $542.27 Maximum Rate per Benefit Unit (Current Fiscal Year) $636.74 $477.10 $558.54 Inflationary Factor Applied to Maximum Rate 0.000% 3.000% 3.000% 2025/2026 Levy Per Parcel $636.74 $477.10 $558.52
2025/2026 Total Levy $95,511.00 $51,049.73 $86,570.21 $2,936,731.58 Levy Components Totals
District Budget
Fiscal Year 2025/2026

Item 30.
2025/2026 Consolidated Engineer’s Report City of Coachella - Assessment Districts Page 31 APPENDIX A – DISTRICT ASSESSMENT DIAGRAMS
The boundary maps/diagrams for the Districts by this reference are incorporated and made a part of this Report. The boundary maps/diagrams are on file in the office of the City Clerk where it is available for public inspection. The following map pages are for general location only and are not to be considered the official boundary maps.

Item 30.
2025/2026 Consolidated Engineer’s Report City of Coachella - Assessment Districts Page 32 APPENDIX B – 2025/2026 PRELIMINARY ASSESSMENT ROLL
Parcel identification, for each lot or parcel within the Districts, shall be the parcel as shown on the County Assessor Parcel Maps and/or the Riverside County Secured Tax Roll for the year in which this Report is prepared.

Non-assessable lots or parcels may include government owned land; public utility owned property, land principally encumbered with public right-of-way’s or easements and dedicated common areas. These parcels will not be assessed.

A listing of parcels within the Districts, along with the proposed assessment amounts, has been submitted to the City Clerk, and by reference, are made part of this Report.

Upon approval of the Report, and confirmation of the assessments, the assessment information will be submitted to the County Auditor/Controller and included on the property tax roll in Fiscal Year 2025/2026. If the parcels or assessment numbers within the Districts and referenced in this Report, are re-numbered, re-apportioned or changed by the County Assessor’s Office after approval of the Report, the new parcel or assessment numbers with the appropriate assessment amount will be submitted to the County Auditor/Controller. If the parcel change made by the County includes a parcel split, parcel merger or tax status change, the assessment amount submitted on the new parcels or assessment numbers will be based on the method of apportionment and levy amount approved in this Report by the City Council.

Item 30.

STAFF REPORT
5/14/2025
TO: Honorable Mayor and City Council Members
FROM: Cástulo R. Estrada, Utilities Director
SUBJECT: Construction Contract with The Van Dyke Corporation in the amount of $52,803.00 and a 10% contingency for the construction of Harrison Sewer & Drainage Modifications.

STAFF RECOMMENDATION:

Construction Contract with The Van Dyke Corporation in the amount of $52,803.00 and a 10% contingency for the construction of Harrison Sewer & Drainage Modifications and Authorize Task Orders for Surveying and Materials Testing in the amount of $10,000.

BACKGROUND:

The City of Coachella adopted a zoning ordinance for the Wrecking Yard (M-W) district that resulted in several projects along the vicinity. These projects required wastewater infrastructure for wastewater service.

On February 2023 the City completed Avenue 48 and Harrison Street Sewer Improvements, City Project No. S-24 and installed infrastructure to serve approximately twenty – two parcels. During the construction of the sewer main on Harrison St the project came across a CVWD drain-line that was not accounted for in the project, which resulted in the drain-line being removed. CVWD and the City worked and agreed on how to establish drainage service to an adjacent parcel. The Sewer Project was complete by the time CVWD and the City agreed on how to restore service. The item has been pending as staff had been waiting to award another sewer project.

On February 12, 2025 the City issued a Notice to Proceed to the Van Dyke Corporation for the Construction of Tyler Street Sewer Improvements Project No. S-18.

DISCUSSION/ANALYSIS:

The City requested informal bids from four contractors. On May 6, 25 the City received three (3) informal bids.

1. Van Dyke Corp $52,803.00

2. TBU Inc $88,119.00

Item 31.

3. Jacobsson Engineering $98,999.00

4. Jones Brothers Bid not submitted
Staff has reviewed all three (3) bids and has determined Van Dyke Corporation to be the lowest responsible bidder.

The total cost of this request is: $68,083.30
Construction Contract $52,803.00
Construction Contingency %10 $5,280.30
Materials and Quality Assurance Testing $5,000.00
Surveying and Staking $5,000.00
FISCAL IMPACT:

A request for funds from the Sewer Connection Fund (361) as the original project was attributed to the expansion of the sewer system.

Item 31.

Item 31.

Item 31.

ZIMMER
603232010

A G GREENLEAF
603242002

ANTHONY VINEYARDS INC
603290006

ANTHONY VINEYARDS INC
603300005

BUTZLAFF
603290005

A G GREENLEAF
603242001

BEJARANO
603290020

RAIL LINE
603232018

A G GREENLEAF
603480001

RAIL LINE
603232029

SRC OATES
603300011
DURAN
603290015

DESERT ROCK DEV
603110001
DELEON
603290014
DELARA
603290001

PROPCORP INC
603232022

SUN DATE LLC
603300021
BOSS 429 PROP
603232024

SUN DATE LLC
603300022

SFORCIN
603232026

SFORCIN
603232028

PROPCORP INC
603232021

NSA PROP HOLDINGS
603300031

CULTIVATION TECHNOLOGIES INC
603232023

HAMMOND RIVERSIDE
603232016

MORALES
603232025

BEJARANO
603290021

MORALES
603232027
µ INCLUDED PROPERTIES MAP

TO: Honorable Mayor and City Council Members
FROM: Ryan Guiboa, City Attorney
SUBJECT: Adopt Resolution No. 2025-24 Amending the “City of Coachella City Council Policies, Rules, and Procedures” Pertaining to the Order of Business and Public Comments on Non-Agenda Items
RECOMMENDED ACTION:

Staff recommends that the City Council adopt Resolution No. 2025-24, which changes the order of business for City Council meetings by having public comments on non-agenda items occur prior to the consent calendar.

BACKGROUND:

In May 2019, the City Council adopted Resolution No. 2019-34, which amended the order of business at Council meetings and placed public comment for non-agenda matters to be heard after the public hearing calendar at Agenda Item No. 15. In the event a City Council meeting extended beyond 8:00 p.m., the time for public comment on non-agenda items would be moved up and become the next agenda item.

At the Council meeting on April 23, 2025, Council directed staff to amend the order of business and timing of the public comment period for non-agenda items to occur before the consent calendar for a period of time of up to 30 minutes. If any additional time is required for public comment on non- agenda items, this will occur immediately after the public hearing calendar as is currently the case.

This update to the order of business will promote greater accessibility and public participation and allow members of the public wishing to speak on matters not listed on the agenda to avoid extended wait times before being given the opportunity to address the City Council.

The current order of business is set forth as follows:

1. Call to Order

2. Roll Call

3. Approval of Agenda

STAFF REPORT
4/23/2025

Item 32.

4. Public Comments (Closed Session Items)

5. Adjourn to Closed Session

6. Reconvene Regular Meeting

7. Pledge of Allegiance

8. Closed Session Announcements

9. Approval of Minutes

10. Proclamations

11. Written Communications

12. Consent Calendar

13. New Business Calendar (Legislature and Administrative)

14. Public Hearing Calendar (Quasi-Judicial)

15. Public Comments (Non-Agenda Items)

16. Reports and Requests

17. Adjournment
DISCUSSION/ANALYSIS:

Pursuant to City Council direction, the proposed Resolution No. 2025-24 would schedule Public Comments on Non-Agenda Items to occur prior to the Consent Calendar, at Agenda Item No. 12, for a period of 30 minutes. If any additional time is required for public comment on non- agenda items, this will occur immediately after the public hearing calendar.

The updated order of business is set forth as follows:

1. Call to Order

2. Roll Call

3. Approval of Agenda

4. Public Comments (Closed Session Items)

5. Adjourn to Closed Session

Item 32.

6. Reconvene Regular Meeting

7. Pledge of Allegiance

8. Closed Session Announcements

9. Approval of Minutes

10. Proclamations/Presentations/Direction

11. Written Communications

12. Public Comments (Non-Agenda Items) (Limited to a maximum of 30 minutes. If additional time is required for public comments, they will be heard after Item No.

15. Public Hearing Calendar)

13. Consent Calendar

14. New Business Calendar (Legislature and Administrative)

15. Public Hearing Calendar (Quasi-Judicial)

16. Reports and Requests

17. Adjournment
ALTERNATIVES:

1. Decline to act on this item.

2. Continue this item and provide staff with direction.

FISCAL IMPACTS
None.

ATTACHMENTS

1. Resolution No. 2025-24 Amending the “City of Coachella City Council Policies, Rules, and Procedures” Pertaining to the Order of Business.

Item 32.
80237.00000\43773143.1
RESOLUTION NO. 2025-24

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
COACHELLA, CALIFORNIA, AMENDING THE “CITY OF
COACHELLA CITY COUNCIL POLICIES, RULES AND PROCEDURES”

PERTAINING TO THE ORDER OF BUSINESS
WHEREAS, at its meeting of February 28, 2018, the City Council of the City of Coachella (“City”) amended the “City of Coachella Council Policies, Rules and Procedures” including revising the order of business by adopting Resolution No. 2018-19; WHEREAS, at its meeting of May 22, 2019, by adopting Resolution No. 2019-34; the City Council further amended the “City of Coachella Council Policies, Rules and Procedures” by revising the order of business, including scheduling public comment on non-agenda items to occur at Agenda Item No. 15;
WHEREAS, the order of business is currently set forth as follows:

1. Call to Order

2. Roll Call

3. Approval of Agenda

4. Public Comments (Closed Session Items)

5. Adjourn to Closed Session

6. Reconvene Regular Meeting

7. Pledge of Allegiance

8. Closed Session Announcements

9. Approval of Minutes

10. Proclamations

11. Written Communications

12. Consent Calendar

13. New Business Calendar (Legislature and Administrative)

14. Public Hearing Calendar (Quasi-Judicial)

15. Public Comments (Non-Agenda Items)

Item 32.
80237.00000\43773143.1
Resolution No. 2025-24

16. Reports and Requests

17. Adjournment
WHEREAS, the City Council desires to ensure that public comment on non-agenda items, for a maximum of 30 minutes, is now heard by the City Council immediately prior to the consent calendar, with any additional time required for public comment to occur immediately after the public hearing calendar;
WHEREAS, the City Council desires to revise the order of business as follows;

1. Call to Order

2. Roll Call

3. Approval of Agenda

4. Public Comments (Closed Session Items)

5. Adjourn to Closed Session

6. Reconvene Regular Meeting

7. Pledge of Allegiance

8. Closed Session Announcements

9. Approval of Minutes

10. Proclamations/Presentations/Direction

11. Written Communications

12. Public Comments (Non-Agenda Items) (Limited to a maximum of 30 minutes. If additional time is required for public comments, they will be heard after Item No.

15. Public Hearing Calendar)

13. Consent Calendar

14. New Business Calendar (Legislature and Administrative)

15. Public Hearing Calendar (Quasi-Judicial)

16. Reports and Requests

17. Adjournment

Item 32.
80237.00000\43773143.1
Resolution No. 2025-24

NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF COACHELLA DOES HEREBY RESOLVE AS FOLLOWS:

SECTION 1. The City Council of the City hereby finds and determines that the foregoing recitals are true and correct, are incorporated herein and by this reference made an operative part hereof.

SECTION 2. The City Council hereby amends Resolution No. 2019-34 to update the order of business.

SECTION 3. This Resolution shall take effect immediately upon its adoption by the City Council, and the Clerk of the Council shall attest to and certify the vote adopting this Resolution.

PASSED, APPROVED and ADOPTED this 14th day of May, 2025. ___________________________________
Steven A. Hernandez
Mayor
ATTEST:
___________________________________
Angela M. Zepeda
City Clerk
APPROVED AS TO FORM:
___________________________________
Ryan Guiboa
City Attorney

Item 32.

STAFF REPORT
5/14/2025
TO: Honorable Mayor and City Council Members
FROM: Kohl Hetrick, Deputy Fire Marshal
SUBJECT: Ordinance No. 1224 Adopting the Fire Hazard Severity Zones as Recommended by the California Department of Forestry and Fire Protection Pursuant to Government Code Section 51178 (First Reading)
STAFF RECOMMENDATION:

Adopt Ordinance No. 1224 Adopting the Fire Hazard Severity Zones as Recommended by the California Department of Forestry and Fire Protection Pursuant to Government Code Section 51178 (First Reading).

EXECUTIVE SUMMARY:

The establishment of FHSZ classifications in Local Responsibility Areas (LRA) was initially prompted by Assembly Bill (AB) 337, also known as the "Bates Bill," which was enacted in response to the devastating 1991 Oakland Hills Fire. This legislation required the OSFM to identify Very High Fire Hazard Severity Zones (VHFHSZ) in LRAs and provide recommendations to local governments for formal adoption.

From 2008 to 2011, CAL FIRE worked with local jurisdictions to designate areas as Very High Fire Hazard Severity Zones within LRAs. Local governments were required to adopt these designations by ordinance while maintaining the ability to impose more restrictive fire safety measures if deemed necessary.

For many years, only Very High Fire Hazard Severity Zones were required to be mapped and adopted in LRAs. However, in 2021, Senate Bill (SB) 63 expanded the scope of FHSZ classifications by mandating the identification of Moderate and High Fire Hazard Severity Zones in addition to the existing Very High designation. This marked a significant policy shift by requiring a more comprehensive evaluation of wildfire hazards across all jurisdictions.

In 2022, Assembly Bill (AB) 211 further reinforced these mandates by requiring local agencies to formally designate, by ordinance, all three classifications—Moderate, High, and Very High Fire Hazard Severity Zones—within 120 days of receiving recommendations from the State Fire Marshal. Additionally, while local governments are allowed to increase the severity classification of a given area, they are not permitted to downgrade the hazard level established by the OSFM.

Item 33.

BACKGROUND:

The classification of FHSZ in California has evolved significantly over the past several decades in response to the increasing threat of wildfires. The State of California, through the Office of the State Fire Marshal (OSFM) and in collaboration with local jurisdictions, has developed a systematic approach to identifying and classifying areas based on their wildfire hazard potential.

Fire Hazard Severity Zones are designated based on the likelihood of fire occurring and its expected behavior over a 30 to 50-year period. These zones are determined using factors such as fuel loading, terrain, fire weather conditions, historical fire activity, and wind patterns.

The previous FHSZ maps in California were developed and adopted by the California Department of Forestry and Fire Protection (CAL FIRE) to identify areas at significant risk of wildfires. These maps, which classify zones as moderate, high, or very high fire hazard severity, were originally created using fire history, topography, vegetation, and climate data. They were first implemented in 2007 for State Responsibility Areas (SRA), where CAL FIRE has primary jurisdiction, and later incorporated into Local Responsibility Areas (LRA) through local government planning and building regulations. The adoption of these maps played a crucial role in guiding land-use decisions, establishing building codes, and informing mitigation efforts to reduce wildfire risks.

However, as fire behavior has evolved due to climate change, prolonged drought, and increased development in wildland-urban interface (WUI) areas, the need for updated maps has become evident to ensure accurate risk assessments and effective fire prevention strategies DISCUSSION/ANALYSIS:

The most recent updates to the FHSZ maps integrate new scientific models, climate data, and wildfire assessment methodologies to more accurately reflect fire hazards. These updates are particularly important for urban areas adjacent to wildlands, where ember transport and vegetation density contribute to wildfire risks.

For local governments, these classifications have significant implications, including:
• Building Code Requirements: California’s Wildland-Urban Interface (WUI) building codes (CBC Chapter 7A) apply to new construction within designated High and Very High FHSZs.
• Defensible Space Standards: Properties within these zones must maintain 100 feet of defensible space around structures, per Government Code Section 51182. • Land Use and Planning Considerations: Local agencies must incorporate FHSZ designations into their general plans, zoning ordinances, and emergency response strategies.
• Real Estate Disclosures: Property owners within these zones are required to provide wildfire hazard disclosures during property transactions.

Item 33.

The designation of FHSZ under Government Code Section 51178 requires local agencies to engage in a transparent and participatory process to ensure that affected communities have access to updated wildfire hazard information. The updated FHSZ maps were released on March 24, 2025, triggering the requirement for local agencies to make this information available for public review and comment within 30 days of receipt.

In compliance with this requirement, these maps have been posted on the City’s website for public access and review. Additionally, they are being presented before you today during this presentation to facilitate discussion, provide clarification, and gather input from both the City Council and the community. This ensures transparency and encourages informed community engagement in the wildfire hazard designation process.

General Plan Alignment:

Items contributing to Section 08 Safety, strengthen community preparedness for emergencies to ensure effective response and recovery.

This project aligns with Our Community’s Goals subsection of Section 08 Safety of the City’s General Plan as follows:

1. Fire hazards are negligible, the result of effective fire suppression, mitigation and response measures. Vegetation fires in the Coachella area have historically been small. With the increased encroachment of development into the hillside areas, however, wildland fire may increase in the future, unless effective programs are implemented. These measures include vegetation control, fireresistant construction and educational programs for homeowners, business owners and motorists. Strengthening of the gas and water distribution systems will limit the potential for devastating fires after an earthquake.

2. Goal 4. Fire hazards. A community that is minimally affected by wildland and structure fires
a. Policy 4.1 Vegetation control. Require the use of vegetation control methods to reduce the hazard of wildland fire.
b. Policy 4.2 Construction materials. Require the use of fire-resistant building construction materials to reduce the hazard of structure fires, within the developed areas of the City and at the urban-wildland interface.

3. Goal 8. Disaster Preparedness. A community that has planned for emergency response and recovery from natural disasters, especially from earthquakes, flooding, and fire, and from civil unrest that may occur following a natural disaster. a. Policy 8.11 Changing fire hazards. When reviewing fire hazards, consider the increasing risk of wildfires and consider requiring enhanced fire protection measures.

Item 33.

FISCAL IMPACT:

There is no fiscal impact associated with this report.

RECOMMENDED ALTERNATIVE(S):

1. Presentation

2. Maps

3. Ordinance

Item 33.

Fire Hazard Severity
Zones (FHSZ)
&
Local Responsibility
Areas
(LRA)
Updates

Item 33.

The recent updates to Fire Hazard Severity Zones (FHSZ) in California provide a more precise assessment of wildfire risks using modern climate data and advanced fire modeling. These updates impact Local Responsibility Areas (LRA), influencing fire prevention measures. Including defensible space, building codes, and real estate disclosure requirements.

Local Responsibility Areas (LRA) – 2025 FHSZ Updates
On March 24, 2025, OSFM issued the 2025 Recommended Local Responsibility Area (LRA) FHSZ maps for Riverside County.

Item 33.

Item 33.

LRA 2025 FHSZ Map Changes
According to Government Code Section 51179 (b)(3):
 Local agencies shall not decrease the FHSZ level recommended by OSFM.  Local agencies may add to or increase the recommended FHSZ level, but Riverside County Fire Department is not proposing any additions or increases during this adoption process.
2025 LRA FHSZ Adoption
Per state law, Riverside County Fire Department and the local jurisdictions must make the maps available for public viewing within 30 days of receipt. Additionally, county/city must adopt the OSFM-recommended LRA FHSZ maps, by ordinance, within 120 days of their release.

Item 33.

FHSZ Classification
Properties are designated as Moderate, High, or
Very High Fire Hazard Severity Zones based on:
 Terrain and topography
 Vegetation and fuel conditions
 Fire history and frequency
 Climate and weather patterns
 Ember Cast modeling
Fire Hazard vs. Fire Risk
FHSZ maps identify the hazard potential, not the
immediate risk. They do not factor in mitigation
efforts such as defensible space, fire-resistant
construction, or local firefighting capabilities.

Item 33.

Impact on Property Owners

Item 33.

Homeowners in Very High FHSZ must:
• Maintain 100 feet of defensible space around
structures.
• Comply with home hardening requirements to
reduce ignition risks.
• Ensure new construction and renovations adhere
to Wildland-Urban Interface (WUI) building codes.
• Disclose FHSZ designation when selling property.

Homeowners in High FHSZ must:
• Comply with home hardening requirements to
reduce ignition risks.
• Ensure new construction and renovations adhere
to Wildland-Urban Interface (WUI) building codes.
• Disclose FHSZ designation when selling

Item 33.

What are
the WUI
and the
WUI Code?
The WUI, or Wildland-Urban Interface, is the area where human development and wildland vegetation meet or
intermingle, increasing the risk of wildfires and their impact on communities and homes.

Houses in the WUI are located close to wildland vegetation that can fuel fires, increasing the risk to these homes when wildfires occur.

What does the WUI Code do?
 Establishes regulations to safeguard life and property from the intrusion of wildland fire and to prevent
structure fires from spreading to wildland fuels.
 Regulates defensible space and provides ignitionresistant construction requirements to protect against fire exposure and resist ignition by burning ember cast.  Provides standards for emergency access, water supply and fire protection.
 Provides requirements for automatic fire suppression
and safe storage practices.

Item 33.

Steps to Reduce Wildfire
Susceptibility
Defensible Space
• Maintain a 30 “Lean, Clean, and Green”
zone.
• Remove and reduce all dead and dry foliage
within 30’ of your home.
• Keep roofs and gutters clear of debris
• Trim branches encroaching on your home
• Consider native plants or xeriscape
• 100’ zone
• Thin and space vegetation
• Create fuel breaks
• Incorporate hardscape
• *Zone zero*
Home Hardening
• Create defensible space by clearing and
reducing vegetation
• Maintaining vegetation so it does not
become dry or dead.
• Opt for fire resistant construction materials
such as tile roofs, noncombustible siding
and gutters, and noncombustible decking.
• Seal entry points under eaves by boxing
• Install proper vent mesh to prevent
embers from entering attics
• Cover chimney and stovepipe openings
with the proper mesh to prevent embers
Contact MySafeRiverside.org, for information on how to form FireWise communities.

Item 33.

Question: What is “LRA” ?
Answer: Local Responsibility Areas are areas where the local government is responsible for wildfire protection.

Question: When will the maps go into effect?
Answer: The maps must be adopted, by ordinance, within 120 days of their release.

Question: Will existing homes/buildings be subject to upgrades or mitigations if their Hazard Severity Zone is now more restrictive?
Answer: Some remodels, additions or improvements may be subject to upgraded construction. State law will require all homes in Very High to create defensible space and manage vegetation. And if you're selling a home you will need to disclose whether it is in a fire hazard zone.

Question: What zone is enforced where a property falls into two or more zones? Answer: We have taken the position that the requirements of most restrictive zone will apply based on dialogue with the state and the fact that the real estate disclosures will always reference the highest zone.

Question: Can Cities and Counties decide not to adopt the new LRA maps? Answer: Cities and Counties are required to adopt the maps, as mandated by AB211. Cities and Counties may make maps more restrictive, but not less restrictive, per GC51179.

Item 33.

Legislation
📜 Senate Bill 63 (2021) – Expanded fire hazard oversight to include Moderate and High zones in addition to Very High FHSZ classifications.
📜 Assembly Bill 337 (1992) – Originally mandated the identification of Very High Fire Hazard Severity Zones following destructive wildfires.
📜 Assembly Bill 211 (2022) – Requires local agencies to adopt Moderate, High, and Very High FHSZ designations within 120 days of OSFM recommendations. Local governments cannot downgrade state-designated hazard levels but may increase them if justified.

Additional information and links to resources can be found at:
www.rvcfire.org – Our department > Administrative Support > Office of the County Fire Marshal > Fire Hazard Severity Zone

Item 33.

City and County boundaries as of 10/22/24 (CA Board of Equalization) CAL FIRE State Responsibility Areas (SRA25_1)
CAL FIRE Fire Hazard Severity Zones (FHSZSRA23_3, FHSZLRA_25_1) Data Sources:

Daniel Berlant, State Fire Marshal, CA Department of Forestry and Fire Protection Joe Tyler, Director/Fire Chief, CA Department of Forestry and Fire Protection Wade Crowfoot, Secretary for Natural Resources, CA Natural Resources Agency The State of California and the Department of Forestry and Fire Gavin Newsom, Governor, State of California Protection make no representations or warranties regarding the accuracy of data or maps. Neither the State nor the Department shall be liable under any circumstances for any direct, special, incidental, or consequential damages with respect to any claim by any user or third party on account of, or arising from, the use of data or maps. and other relevant factors including areas where winds
have been identified by the Office of the State Fire Marshal as a major cause of wildfire spread.
statewide criteria and based on the severity of fire hazard that is expected to prevail in those areas. Moderate, high, and very high fire hazard severity zones shall be based on fuel loading, slope, fire weather, Government Code section 51178 requires the State Fire
Marshal to identify areas in the state as moderate, high, and very high fire hazard severity zones based on consistent Federal Responsibility
Area (FRA)
Unzoned LRA
Incorporated City
Projection: NAD 83 California Teale Albers
Scale: 1:55,000 at 11" x 17"
Km 0 1 2 3 4
Mi 0 1 2
Moderate
Fire Hazard Severity Zones (FHSZ) in Local Responsibility Area (LRA), as Identified by the State Fire Marshal
Coachella
10 Harrison St
Grapefruit Blvd
111
86 UNINCORPORATED
RIVERSIDE CO.

UNINCORPORATED

RIVERSIDE
CO.

INDIO
March 24, 2025
As Identified by the
State Fire Marshal
Local Responsibility Area
Fire Hazard Severity Zones
CITY OF COACHELLA – RIVERSIDE COUNTY

Ordinance No. 1224

ORDINANCE NO. 1224

AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF COACHELLA,

CALIFORNIA, ADOPTING THE FIRE HAZARD SEVERITY ZONES AS

RECOMMENDED BY THE CALIFORNIA DEPARTMENT OF FORESTRY AND FIRE PROTECTION PURSUANT TO GOVERNMENT CODE SECTION 51178
WHEREAS, the California Department of Forestry and Fire Protection (CAL FIRE), pursuant to Government Code Section 51178, has developed updated Fire Hazard Severity Zone (FHSZ) maps for areas within Local Responsibility Areas (LRAs); and WHEREAS, Government Code Sections 51175 through 51189 require local jurisdictions to adopt the FHSZ maps by ordinance, and to enforce the building standards for new structures in Very High Fire Hazard Severity Zones as established in the California Building Code and California Fire Code; and
WHEREAS, adoption of the FHSZ map will help the City reduce the risk of wildfire through updated planning and building standards and enable better protection of life, property, and natural resources; and
WHEREAS, the City of Coachella desires to adopt the FHSZ map as recommended by CAL FIRE to comply with state law and to ensure the health, safety, and welfare of the community.

THEREFORE, THE CITY COUNCIL OF THE CITY OF COACHELLA DOES HEREBY ORDAIN AS FOLLOWS:

SECTION 1: Designation of Fire Hazard Severity Zones
The City of Coachella hereby adopts and designates the Fire Hazard Severity Zones within the City as recommended by the California Department of Forestry and Fire Protection and presented in the map titled:
“City of Coachella Fire Hazard Severity Zones Map,”
as maintained and published by the California Department of Forestry and Fire Protection.

This map is incorporated by reference and shall serve as the official FHSZ designation within the Local Responsibility Area for the City of Coachella.

SECTION 2: Availability of the Map
The official Fire Hazard Severity Zones map is available for public review:
 In the Office of the City Clerk, City of Coachella, located at 53990 Enterprise Way, Coachella, CA 92236; and

Item 33.

Ordinance No. 1224

 Electronically on the City’s official website at:
https://www.coachella.org/departments/fire-department/fire-hazard-severity-zones SECTION 3: This Ordinance shall take effect thirty (30) days after its final passage and within fifteen (15) days after its passage the City Clerk shall cause a summary to be published in a newspaper of general circulation, printed and published in the City of Coachella, in a manner prescribed by law for publishing of ordinances of said City.

MOVED AND PASSED upon first reading this 14th day of May 2025. ___________________________________
Steven A. Hernandez
Mayor
ATTEST:
___________________________________
Angela M. Zepeda
City Clerk
APPROVED AS TO FORM:

BEST, BEST & KRIEGER
___________________________________
City Attorney

Item 33.

Ordinance No. 1224

STATE OF CALIFORNIA

COUNTY OF RIVERSIDE

CITY OF COACHELLA
)
) ss.
)
I HEREBY CERTIFY that the foregoing Ordinance No. 1224 was duly moved and passed upon the first reading at a meeting of the City Council on the 14th day of May 2025.

AYES:

NOES:

ABSENT:

ABSTAIN:
___________________________________
Delia Granados
Deputy City Clerk

Item 33.

STAFF REPORT
5/14/2025
TO: Honorable Mayor and City Council Members
FROM: Kendra Reif, Interim Development Services Director SUBJECT: Consideration to Fill Two Planning Commission Vacancies STAFF RECOMMENDATION:

Staff recommends that the Mayor and City Council fill two vacancies on the Planning Commission.

BACKGROUND:

The Coachella Planning Commission is made up of five members and one alternative member, who are appointed to 4-year terms that are staggered. The City Attorney recently opined that the terms of the mayor’s appointments are for a 2-year term based on Coachella Municipal Code (C.M.C.) Sections 2.32 and 2.26. Accordingly, every two years, three commissioners must be newly appointed. The C.M.C. Section 2.26.020 (B), states that each council member may nominate an individual to serve on each city commission and committee subject to appointment by the mayor, with approval by the City Council, at open session of a regular or special city council meeting. If a council member fails to nominate an individual, the mayor may appoint someone with approval by the City Council. The C.M.C. 2.26.020 (D), states that in an event of an interim vacancy, the council member who nominated the vacating member may nominate another individual, subject to appointment by the mayor with approval by the City Council, for the unexpired term of the member replaced. There is no individual council member nomination for the Alternate Planning Commissioner.

On February 26, 2025, Councilmember Perez nominated Margarita Lopez to serve a 4-year term as Planning Commissioner and was approved by the City Council. Margarita Lopez at that time declined the appointment and the City Council will need to fill the vacancy. Table 1 shows the Planning Commission Appointments from the February 26, 2025 meeting.

On April 9, 2025, Commissioner Yurema Arvizu resigned from her role as a Planning Commissioner. Former Commissioner Yurema Arvizu was previously nominated by Councilmember Figueroa and was appointed to the Planning Commission on March 8, 2023. Since this is a vacancy due to a resignation, the future appointee’s term will continue where former Commissioner Yurema Arvizu’s term left off and will expire in November of 2026. Table 2 shows the current Planning Commissioner roles and vacancies.

Item 34.

Table 1: Planning Commission Appointments February 26, 2025 Planning Commissioners Appointed by Term expires
Eva Lara Mayor Pro-Tem Delgado November 2028
Margarita Lopez Councilmember Yadira Perez November 2028 Oscar Fonseca Mayor Hernandez November 2026
Robert Caballero (Alternate) Mayor Hernandez November 2026 Table 2: Current Planning Commission Roles and Vacancies Planning Commissioners Appointed by Term expires
Chairperson Isela Murillo Councilmember Virgen November 2026 Vice Chairperson Oscar Fonseca Mayor Hernandez November 2026 Commissioner Eva Lara Mayor Pro-Tem Delgado November 2028 Vacant Councilmember Perez November 2028
Vacant Councilmember Figueroa November 2026
Commissioner Robert Caballero
(Alternate)
Mayor Hernandez November 2026
DISCUSSION/ANALYSIS:

The City Clerk’s Office maintains a list of the following candidates for Planning Commission:
 Karla Flores Rosas
 Stephanie Ambriz
 Humberto Ortega
 Manuel Gaitan
 Margarita Lopez
The City Council may fill the current Planning Commission vacancies from the list of candidates or extend the deadline for Planning Commissioner applications.

FISCAL IMPACT:

There are no direct fiscal impacts by appointment of Planning Commissioners on the adopted budget for Fiscal Year 2024/2025.

ALTERNATIVE(S):
1) Fill the two existing Planning Commission vacancies from the submitted Planning Commissioner applications.
2) Request that City extend the deadline for Planning Commissioner applications and fill existing Commission vacancy at a future date.
3) Continue this item and provide staff direction.

Item 34.

RECOMMENDED ALTERNATIVE(S):

Staff recommends Alternative 1.

Attachments:

1. Planning Commission Applications
 Karla Flores Rosas
 Stephanie Ambriz
 Humberto Ortega
 Manuel Gaitan
 Margarita Lopez

Item 34.

Item 34.

Item 34.

Item 34.

Item 34.

Item 34.

CITY OF COACHELLA

COMMISSION APPLICATION
NAME: _____________________________________________________________________________ ADDRESS: __________________________________________
TELEPHONE: ___________________ E-MAIL: _____________
COMMISSION:

Planning
Cultural and Arts
Parks and Recreation
Utilities User Tax Citizen Oversight (UUT)
Youth Advisory (To be eligible for appointment to the Commission you must be enrolled in high school.

Please state your age and high school you currently attend in the “other comments” in section 5.) Social Justice & Public Safety
To be eligible for appointment to any Commission you must be a resident of the City of Coachella.

Members may only serve on one commission/committee.

Note: In the event a member of the commission has three (3) consecutive unexcused absences from meetings of the Commission, the City Council may declare the office of such member vacant.

PLEASE FURNISH BRIEF RESPONSES TO THE QUESTIONS BELOW:

1. Why do you think you should be appointed? What is there specifically in your background, training, education and interests that qualifies you as a candidate? __________________________________________________________________________________ __________________________________________________________________________________ __________________________________________________________________________________

2. What do you see as the goals and objectives of the Commission? How would you help achieve these objectives and goals?
__________________________________________________________________________________ __________________________________________________________________________________ __________________________________________________________________________________ Page 390 Item 34.

CITY OF COACHELLA

COMMISSION APPLICATION
PAGE 2
(Revised 10-30-2023)

3. What special qualities can you bring to the Commission? _________________________________________________________________________________

4. Do you have any questions or comments about the Commission’s structure or functions? __________________________________________________________________________________

5. Other comments and/or ideas as to how you as a member of the selected Commission could benefit the City of Coachella.
__________________________________________________________________________________ __________________________________________________________________________________ __________________________________________________________________________________ __________________________________________________________________________________

Signature Date

Note: Members of commissions shall be appointed for four-year terms or less. The term of each commission member shall continue for the term of the nominating council member and automatically terminate when the council member’s term ends. If a council member is reelected, that council member is entitled to make all new nominations or may choose to re-nominate the council member’s previous nominee.

Youth Advisory Commission Note: The term of a Commissioner is one year from August to June; mirroring the local school district’s school year.

PLEASE RETURN THIS COMPLETED APPLICATION TO:

Deputy City Clerk
City of Coachella
53-462 Enterprise Way
Coachella, CA 92236
[email protected]

Item 34.

CITY OF COACHELLA

COMMISSION APPLICATION
NAME: _____________________________________________________________________________ ADDRESS: __________________________________
TELEPHONE: ______________ E-MAIL: ____
COMMISSION:

Planning
Cultural and Arts
Parks and Recreation
Utilities User Tax Citizen Oversight (UUT)
Youth Advisory (To be eligible for appointment to the Commission you must be enrolled in high school.

Please state your age and high school you currently attend in the “other comments” in section 5.) Social Justice & Public Safety
To be eligible for appointment to any Commission you must be a resident of the City of Coachella.

Members may only serve on one commission/committee.

Note: In the event a member of the commission has three (3) consecutive unexcused absences from meetings of the Commission, the City Council may declare the office of such member vacant.

PLEASE FURNISH BRIEF RESPONSES TO THE QUESTIONS BELOW:

1. Why do you think you should be appointed? What is there specifically in your background, training, education and interests that qualifies you as a candidate? __________________________________________________________________________________ __________________________________________________________________________________ __________________________________________________________________________________

2. What do you see as the goals and objectives of the Commission? How would you help achieve these objectives and goals?
__________________________________________________________________________________ __________________________________________________________________________________ __________________________________________________________________________________ Manuel Gaitan
x
and regional growth. My background in leadership, project management, and policy gives me the tools to serve effectively on the Planning Commission.

As General Manager of the Riverside County Citrus Pest Control District No. 2, I lead public programs that directly affect local zoning, environmental compliance, I have over a decade of experience managing land use, infrastructure planning, and agricultural operations across the Coachella Valley.

The Planning Commission is responsible for shaping growth in a way that balances development, environmental needs, and community well-being.

I would help by applying practical insight from both government and private sector experience to guide smart land use, infrastructure design, and community outreach. My focus would be on thoughtful, sustainable planning that protects Coachella’s unique identity. Page 392 Item 34.

CITY OF COACHELLA

COMMISSION APPLICATION
PAGE 2
(Revised 10-30-2023)

3. What special qualities can you bring to the Commission? _________________________________________________________________________________

4. Do you have any questions or comments about the Commission’s structure or functions? __________________________________________________________________________________

5. Other comments and/or ideas as to how you as a member of the selected Commission could benefit the City of Coachella.
__________________________________________________________________________________ __________________________________________________________________________________ __________________________________________________________________________________ __________________________________________________________________________________

Signature Date

Note: Members of commissions shall be appointed for four-year terms or less. The term of each commission member shall continue for the term of the nominating council member and automatically terminate when the council member’s term ends. If a council member is reelected, that council member is entitled to make all new nominations or may choose to re-nominate the council member’s previous nominee.

Youth Advisory Commission Note: The term of a Commissioner is one year from August to June; mirroring the local school district’s school year.

PLEASE RETURN THIS COMPLETED APPLICATION TO:

Deputy City Clerk
City of Coachella
53-462 Enterprise Way
Coachella, CA 92236
[email protected]
I’m local, bilingual, and I understand how to get things done at both the policy and project level. I’ve managed crews, budgets, land, and compliance work. I also connect well with people and believe in communicating clearly and listening first. I bring a lot of real-world perspective to the table, especially when it comes to land use, infrastructure, and ag-related planning.

I love this city and want to see it thrive. Whether it’s helping navigate land use decisions, zoning changes, or balancing development with the community needs. I'd like to see Coachella continue to grow in a way that stays true to its roots while building something for a great future. 4/14/2025

Item 34.

CITY OF COACHELLA

COMMISSION APPLICATION
NAME: _____________________________________________________________________________ ADDRESS: _ _______________________________________
TELEPHONE: _ _______________ E-MAIL: _ _______
COMMISSION:

Planning
Cultural and Arts
Parks and Recreation
Utilities User Tax Citizen Oversight (UUT)
Youth Advisory (To be eligible for appointment to the Commission you must be enrolled in high school.

Please state your age and high school you currently attend in the “other comments” in section 5.) Social Justice & Public Safety
To be eligible for appointment to any Commission you must be a resident of the City of Coachella.

Members may only serve on one commission/committee.

Note: In the event a member of the commission has three (3) consecutive unexcused absences from meetings of the Commission, the City Council may declare the office of such member vacant.

PLEASE FURNISH BRIEF RESPONSES TO THE QUESTIONS BELOW:

1. Why do you think you should be appointed? What is there specifically in your background, training, education and interests that qualifies you as a candidate? __________________________________________________________________________________ __________________________________________________________________________________ __________________________________________________________________________________

2. What do you see as the goals and objectives of the Commission? How would you help achieve these objectives and goals?
__________________________________________________________________________________ __________________________________________________________________________________ __________________________________________________________________________________ Margarita Lopez
in the review of short and long range growth and development of the city.

I would like to take part in the commission to learn more about the proposed projects I would like to review/take part in the land use proposals that may have an impact in the community's growth and environment. I'm interested that adhere to the zoning district or general plan. I would also like to learn more about the criterias and guidelines to approve the numerous city events. Page 394 Item 34.

CITY OF COACHELLA

COMMISSION APPLICATION
PAGE 2
(Revised 10-30-2023)

3. What special qualities can you bring to the Commission? _________________________________________________________________________________

4. Do you have any questions or comments about the Commission’s structure or functions? __________________________________________________________________________________

5. Other comments and/or ideas as to how you as a member of the selected Commission could benefit the City of Coachella.
__________________________________________________________________________________ __________________________________________________________________________________ __________________________________________________________________________________ __________________________________________________________________________________

Signature Date

Note: Members of commissions shall be appointed for four-year terms or less. The term of each commission member shall continue for the term of the nominating council member and automatically terminate when the council member’s term ends. If a council member is reelected, that council member is entitled to make all new nominations or may choose to re-nominate the council member’s previous nominee.

Youth Advisory Commission Note: The term of a Commissioner is one year from August to June; mirroring the local school district’s school year.

PLEASE RETURN THIS COMPLETED APPLICATION TO:

Deputy City Clerk
City of Coachella
53-462 Enterprise Way
Coachella, CA 92236
[email protected]
I am interested in learning more about the commission's structure and it's functions.

I would like to take part in the commission to educate myself and the community as to the commissions structure, roles and resposibilities, methods, and or guidelines for projects.

I have some experience with applications, fees, planning, zoning regulations, and city municipal codes, from projects I've presented myself as a civilian. 02/05/2025

Item 34.

STAFF REPORT
5/14/2025
TO: Honorable Mayor and City Council Members
FROM: Andrew Simmons, P.E., City Engineer
SUBJECT: Adopt Resolution No. 2025-20 Adopting the City of Coachella Speed Hump Policies, Guidelines and Procedures; and, Approving installation of new Speed Humps in Various Communities to be included in the 2024/2025 Pavement Rehabilitation plans, ST-139.

STAFF RECOMMENDATION:

Staff recommends that the City Council adopt the attached Resolution No. 2025-20 adopting the City of Coachella Speed Hump Policies, Guidelines and Procedures.

Staff recommends that City Council adopt new City Standard Details for the installation of Speed Humps, including: S-32 (Speed Hump Layout), S-32.1 (Speed Hump Type I), and S-32.2 (Speed Hump Type II).

Staff recommends that City Council approve the installation of new speed humps that meet the current proposed Speed Hump Policies, Guidelines, and Procedures as detailed herein.

BACKGROUND:

In 2022, per section 15.24.015 of the City Municipal Code, The City Council adopted all of the provisions and appendices of the 2022 California Fire Code, per Ordinance No. 1201. Per the 2022 California Fire Code, as adopted, the City Fire Marshal has approving authority over installation of all traffic calming measures, including speed humps and speed bumps.

At the current time, the City has not adopted a City wide Policy or procedure on the installation of traffic calming measures, speed humps or speed bumps. The City has approved a Speed Hump Installation Petition, but lacks a formal policy or procedure for the guidance on approval and installation. City staff receive multiple Speed Hump Petitions per year from various communities, indicating that traffic calming and speed reduction remain a high priority for our local communities. A formal speed hump policy will streamline requests and provide clarity and guidance to both staff and the community on acceptable traffic calming measures for their respective neighborhoods.

Item 35.

DISCUSSION/ANALYSIS:

City staff has met with Cal Fire and the City Fire Marshal to discuss the installation of speed humps in residential communities within our City boundaries. Cal Fire has expressed a desire to limit and or eliminate speed humps and speed bumps to the greatest extent possible. Cal Fire has indicted that Speed Humps can be detrimental to a community due to an increase in travel time to an emergency incident and an increase in transport times from an incident to a hospital. Due to these valid concerns, City Staff is in agreement that speed humps should be limited and should include review and input from the Fire Marshal prior to installation. The following disadvantages of speed humps are included within the Speed Hump Policy for public consideration prior to submitting a request.
 Increased noise from braking and acceleratingvehicles  Drivers may speed up in between and after speed humps to “make-up for losttime”  Residents and Emergency Vehicles will have increased travel time  Increased emergency response time for fire and ambulance services  Increased vehicle emissions and exhaustfumes
 Misuse and Traffic Diversions leading to unsafe routes  Increased wear and tear on vehicles.

In an effort to respect the wishes of emergency services and limit the response times to incidents, the City proposes adoption of a Speed Hump standard that includes emergency vehicle tire gaps so that emergency vehicles can traverse the speed humps without excessive jarring of the vehicle and without excessive slowing down. A depiction of a gapped speed Hump is shown below in Figure 1, and is proposed to be included in the City standards as S-32.2 (Speed Hump Type II). In addition, the guidelines for installation will limit installation to residential streets with low traffic volumes and will prevent excessive speed hump installations. The proposed guidelines for installation are as follows and shall only be approvable if all conditions are met. The proposed policies also provide an opportunity for residents to appeal to the City Council should their request not meet the following guidelines:

1. The street segment on which speed humps are proposed must be at least 500 feet long and must be a local residential street defined asfollows:
a. A street having 13 or more buildings fronting on one side of the street or 16 or more buildings fronting on both sides of the street within a distance of 500 feet.

Buildings must be located within 75 feet of the street curb face or edge of pavement, and they must face and gain access from the street to be considered as "fronting on the street."
b. Buildings, as used above, include separate dwelling houses, churches, apartment buildings, or multiple-dwelling houses.
c. No more than one lane in each direction, and it should not be a transit route.

Item 35.

2. The legal speed limit on the street must be 25 miles per hour or less as established in accordance with State law or City Council action.

3. The street width may not exceed 40 feet.

4. The street does not have a vertical grade of 8% or greater.

5. Speed humps will be considered for logical segments of “Suburban Residential” and “Urban Residential” streets as defined by the City of Coachella General Plan. It will not be installed on isolated or very short blocks along a continuous street, on relatively short cul-de-sac streets (less than 400 feet), or in corner areas (i.e., right-angle turns on residential streets).

6. A maximum average daily traffic volume no greater than 1,999 vehicles total in both directions in a 24-hour period on an average weekday.

Figure 1: Standard Drawing S-32.2 (Speed Hump Type II)
In communities that do not meet the proposed guidelines listed above, City Staff can consider alternative traffic calming measures. Measures that have been recently utilized with success in other neighborhoods, include: median refuge islands on Ave 52 and 51, median installation on Ave 53, reflective delineators on Ave 53 and Van Buren, high visibility crosswalks on Grapefruit, rumble strips on Van Buren, speed limit reductions on Ave 49, narrowing of intersections (road diet) within the Pueblo Viejo District, etc. City staff will continue to work within communities to

Item 35.
implement appropriate traffic calming measures as needed. In addition, an appeal process has been provided within the policy to provide communities an opportunity to appeal to City Council should speed humps still be requested after a denial.

CURRENT SPEED HUMP REQUESTS:

The following Speed Hump requests have been submitted to the City and have been determined to meet the policies and guidelines as specified in the proposed Speed Hump Policies, Guidelines and Procedures. Staff recommends that City Council approve the installation of speed humps and traffic calming measures in each of the following locations:

1. Within the Aventine Community it is recommended to install a four way stop sign at the intersection of Newport Street and Capitola Avenue and that two Type II speed humps be installed adjacent to the community pocket park that fronts Capitola Avenue and Oceana Road.

2. Within the newly completed Bellissima community, it is recommended that a total of 5 Type II speed humps be installed, including one each on the following streets: Modena Terrace, Siena Lane, Cortina Place, Torino Place, and Monza Lane.

3. It is recommended that two Type II speed humps be placed on Calle Leandro, one half way between Calle Diego and Calle Bernardo, and one Halfway between Calle Bernardo and Calle Gregorio.

4. It is recommended that one Type II speed hump be placed at the west end of Las Lunas Avenue between Sedona Court and Mesa Court.

FISCAL IMPACT:

There is no anticipated fiscal impact for the adoption of Speed Hump Policy, Guidelines and Procedures. There is also no fiscal impact to the approval of the community speed humps within the four listed communities. Bellissima speed humps are to be provide by the project developer at their cost per their approved street improvement plans and the remaining speed humps are included within the approved budget for Capital Improvement project St-139.

Attachments:

1. Resolution No. 2025-20 – Adopting the City of Coachella Speed Hump Policies, Guidelines and Procedures.

2. City of Coachella Speed Hump Policies, Guidelines and Procedures.

3. California Department of Transportation Traffic Calming Guide, A Compendium of Strategies.