Agenda packet — Compton City Council, July 16, 2024 (part 1 of 2)

Members of the public may address the City Council on any item shown on the agenda or matter of the Council’s authority after completion of “Request to Address the Council Form” available in the lobby of the Council Chambers or in the City Clerk’s office. This form must be completed 15 minutes prior to the scheduled meeting time.

Pursuant to Section 54957.5 of the California Government Code, Any writings (Except for those writings which are exempt from disclosure) which are distributed to all or a majority of the members of the City Council are available for public inspection in the lobby of the City Council Chambers and in the office of the City Clerk during regular business hours.

COMPTON CITY COUNCIL
AGENDA
07/16/2024
5:30 PM

OPENING

MOMENT OF SILENCE

PLEDGE OF ALLEGIANCE

ROLL CALL

COMMENDATORY RESOLUTIONS/PRESENTATIONS

1. SPECIAL CERTIFICATE PRESENTATION RECOGNIZING - CERTIFICATE OF HONOR PRESENTED TO DR. COLUMBUS BATISE (Compton Native and The Chief Cardiologist at Kaiser Hospital (Mayor Emma Sharif)

2. PRESENTATION: FULTON WASHINGTON AKA MR. WASH (Councilmember Andre Spicer)

PUBLIC COMMENTS ON AGENDA ITEMS AND NON-AGENDA MATTERS
-2- City Council Agenda
7/16/2024 5:30PM

CONSENT AGENDA
Consent items are routine and expected to be non-controversial. They will be acted upon by the Council at one time without discussion unless a Council Member requests an item be removed or discussed..

APPROVAL OF MINUTES

3. NOVEMBER 14, 2023

4. DECEMBER 12, 2023

PLANNING AND ECONOMIC DEVELOPMENT

5. A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF COMPTON (CITY)

AUTHORIZING THE CITY MANAGER TO PROCESS PAYMENT FOR AN

INVOICE FROM THE TAJ TRADING CORPORATION FOR THE PURCHASE OF

AIRFARE AND LODGING TO ATTEND THE CALIFORNIA ASSOCIATION FOR

LOCAL ECONOMIC DEVELOPMENT (CALED) CONFERENCE IN AN AMOUNT

NOT TO EXCEED EIGHT HUNDRED SIXTY DOLLARS AND TWENTY-FOUR CENTS ($860.24)

REGULAR AGENDA

REPORTS OF OFFICERS, BOARDS, COMMISSIONS AND COMMITTEES AND

CITY COUNCIL

6. APPOINTMENT(S) OF OFFICERS, COUNCIL MEMBERS,

BOARDS/COMMISSIONS AND COMMITTEES
MAYOR PRO TEMPORE APPOINTMENT - District 1
Councilmember Deidre Duhart

CITY MANAGER'S REPORT

7. A REQUEST TO SCHEDULE A JOINT PUBLIC HEARING – HOUSING AUTHORITY 2024 PHA ANNUAL PLAN

NEW BUSINESS

8. AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF COMPTON AMENDING SECTION 2-1.9 (a) OF THE COMPTON MUNICIPAL CODE

GOVERNING THE AGENDA PREPARATION PROCEDURE FOR THE CITY OF

COMPTON (FIRST READING)
-3- City Council Agenda
7/16/2024 5:30PM

9. A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF COMPTON RESCINDING RESOLUTION NUMBER 25,337 RE-ADOPTING THE FISCAL YEAR 2020-2021 ANNUAL ACTION, 2020-2024 CONSOLIDATED PLAN, AND

REVISING THE CDBG-CV PLAN AUTHORIZING THE CITY MANAGER TO

SUBMIT A SUBSTANTIAL AMENDEMENT OF THE REVISED CDBG-CV PLAN TO THE U.S. DEPARTMENT OF HOUSING AND URBAN DEVELOPMENT (HUD) AND AUTHORIZE AN AMENDMENT TO THE FY2023-2024 COMMUNITY

DEVELOPMENT DEPARTMENT BUDGET

10. A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF COMPTON ADOPTING AND AUTHORIZING THE SUBMISSION OF THE CITY’S FISCAL YEAR 2024-2025 CONSOLIDATED ANNUAL ACTION PLAN TO THE U.S.

DEPARTMENT OF HOUSING AND URBAN DEVELOPMENT (HUD) AND USE OF

FUNDS FOR THE COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG), THE

HOME INVESTMENT PARTNERSHIP GRANT (HOME) PROGRAMS

11. A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF COMPTON

AUTHORIZING THE CITY MANAGER TO ISSUE A PURCHASE ORDER TO

CAMINO REAL CHEVROLET FOR THE PURCHASE AND INSTALLATION OF ANCILLARY VEHICLE EQUIPMENT FOR THE NEWLY PURCHASED 2024 CHEVROLET SILVERADO 2500 HD VEHICLES (5) IN THE AMOUNT OF SIXTY-

SIX THOUSAND FIVE HUNDRED NINE DOLLARS AND FORTY-ONE CENTS ($66,509.41).

12. A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF COMPTON

AUTHORIZING THE CITY MANAGER TO AMEND THE PROFESSIONAL

SERVICES AGREEMENT WITH DUDEK TO PERFORM CONTINUED
CORRECTIVE ACTION SERVICES AT FIRE STATION 1 (the “Site”) IN

ACCORDANCE WITH DIRECTIVES OF THE LOS ANGELES REGIONAL WATER

QUALITY CONTROL BOARD REGARDING REMEDIATION AT COMPTON FIRE STATION NO.1 ($450,000.00 FY 23-24 AND $450,000 FY 24-25)

13. A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF COMPTON AMENDING THE MUNICIPAL WATER DEPARTMENT’S ARPA FISCAL YEAR 2024-2025 BUDGET, AUTHORIZE THE CITY MANAGER TO ACCEPT THE

PROPOSAL SUBMITTED BY ENTERPRISE AUTOMATION, ENTER INTO A

THREE-YEAR SERVICE AGREEMENT AND TO ISSUE A PURCHASE ORDER

TO ENTERPRISE AUTOMATION COMPANY FOR THE UPGRADE TO THE

SUPERVISORY CONTROL AND DATA ACQUISITION (SCADA) SYSTEM IN AN

AMOUNT NOT TO EXCEED ONE MILLION ONE HUNDRED THOUSAND FOUR

ONE HUNDRED FIVE
DOLLARS ($1,104,105).

COUNCIL COMMENTS

ADJOURNMENT
NEXT REGULAR MEETING: 7/23/2024 5:30PM @
Visit our website at http://www.comptoncity.org
NOVEMBER 14, 2023
The Compton City Council meeting was called to order at 4:35 p.m. by Mayor Emma Sharif in the Council Chambers of City Hall. The Moment of Silence Ceremony and the Pledge of Allegiance was also led by Mayor Sharif.

ROLL CALL
Council Members Present – D. Duhart, A. Spicer, J. Bowers, Mayor E. Sharif Council Members Absent – L. Darden (Joined the meeting after closed session) Other Officials Present: E. Perrodin, V. McDaniel, B. Simms, J. Groomes

CLOSED SESSION AGENDA ITEMS

PENDING LITIGATION
Jerry Leggett v. City of Compton – Case No. 19 STCV 40919 Case Robert Quintero v. Daniel Olivier, City of Compton, et al. – Case No. 22 STCV 12731
PURSUANT TO SECTION 54956.9(a)

PUBLIC COMMENTS ON CLOSED-SESSION AGENDA ITEMS ONLY
There were no public comments on closed-session items.

RECESS TO CLOSED SESSION
On motion by Duhart, seconded by Spicer, the City Council recessed to closed session at 4:36 p.m. by the following vote on roll call:

AYES: Council Members – Duhart, Spicer, Bowers, Sharif
NOES: Council Members – None
ABSENT: Council Members – Darden

RECONVENE TO OPEN SESSION
On motion by Darden, seconded by Spicer, the City Council voted to reconvene to open session at 5:40 p.m. by the following roll call vote:

AYES: Council Members – Duhart, Spicer, Bowers, Darden, Sharif NOES: Council Members – None
ABSENT: Council Members – None

3. REPORT OUT OF CLOSED SESSION
City Attorney Eric Perrodin reported there was no action taken during the closed session meeting.

INTRODUCTION OF SPECIAL GUESTS

1. LEGISLATIVE UPDATE – SENATOR STEVEN BRADFORD
Senator Steven Bradford, provided an overview of California's legislative achievements for the year, emphasizing the state's budget surplus and its focus on protecting the middle class, bolstering rainy day reserves, and sustaining essential programs. The legislature enacted gun reforms to address gun violence, safeguarded historic infrastructure investments, and improved funding for public transportation. Additionally, measures were passed to enhance transparency in the oil industry and to address homelessness through permanent supportive housing initiatives. Senator Bradford also highlighted efforts to ensure the safety, reliability, and affordability of household electricity during the transition to cleaner energy. He concluded by mentioning the completion of the California Reparations Task Force's work and his introduction of SB490, aimed at infrastructure improvement. Notably, Senator Bradford's legislative success included the passage of ten bills, with eight signed into law, including SB673, known as "Ebony's Law," which establishes a nationwide alert system for missing black youth aged 12-25.

COMMENDATORY RESOLUTIONS / PRESENTATIONS

2. SPECIAL RECOGNITION: FIREFIGHTER HALVORSON – Mayor – Emma Sharif The Mayor and City Council extended their honor and commendation to Sean Halvorson. This recognition comes in response to Halvorson's courageous actions during a fire emergency at a single-family residence, where he successfully rescued an individual trapped inside the burning building.

3. ORAL PRESENTATION - WESTERN STATES REGIONAL COUNCIL OF CARPENTERS (Mayor Emma Sharif)
The Mayor and City Council welcomed the Western States Regional Council of Carpenters to share details about their new training facility and the services they offer to residents of both Carson and Compton during a community presentation.

PUBLIC COMMENTS ON AGENDA ITEMS AND NON-AGENDA MATTERS
Gonzalo Lopez, addressed his property tax bill, expressing concern about an additional charge of $2500. He questions why he is being charged for others' pensions when he is a pension recipient himself. He seeks clarification on the process for raising his concerns through a ballot initiative.

Additionally, he seeks further explanation regarding the reasons behind the increased property tax amount and whether there is a possibility to have it removed from his tax bill.

City Clerk McDaniel, announced the nomination period for the City of Compton’s Primary Municipal Election opens on November 13, 2023, and closes on Friday, December 8, 2023, at 6 p.m. She noted the contests on the ballot are: City Council Districts 1 and 4, City Attorney, and City Clerk. She also emphasized that any resident of Compton over the age of 18 can place their name on the ballot.

Lynn Boone, inquired about the reason Norwalk County are not participating in the upcoming election. She emphasizes that information is not being communicated to the public in a timely manner. Additionally, she noted Compton residents voted against marijuana dispensaries.

Alex Adams and Luisa Espino, Members of Compton Unified – Chavez Continuation School discuss their work with students and expressed concerns for unhoused students. They seek information about resources to support these students during the holiday season.

Elizabeth, addressed unresolved issues regarding traffic and contamination caused by the Charter School KIPP and the 29 new homes built by Olson Company. She highlights that she has already provided proof and met with the Mayor, the City Manager, the Assistant City Manager, and District 1 Council Member Duhart, yet her concerns remain unresolved. She also recounts her encounter with the Senator about these issues and was instructed to contact his assistant for further discussion, but no resolution was reached. She questions how new projects are approved while unresolved issues with existing projects persist.

Marjorie Shipp, commends City Manager Groomes for his efforts in addressing illegal dumping and city clean-up. She mentions her embarrassment over the issue raised during the last city council meeting. Additionally, she addresses concerns about the lot at 114 E Alondra, which has not been cleaned up for three to four years. She also inquires about whom to contact regarding the postal office parking lot lights, expressing concern for the safety of residents who park in the poorly lit area.

Micheal Mason, addressed the landfill at 2901 Alondra Blvd., urging the City to begin the renovation process. He demands that the council reach a decision within nine months regarding the Compton landfill, allowing him time to canvas the area, giving the community a chance to decide on its future use.

Vanessa Cain, addressed concerns related to campaigning activity... She mentions that campaign representatives were soliciting donations and seeks confirmation on the legality of their actions.

She also requests that the candidate be sanctioned for these activities.

Fidel Marquez, addressed the events of the recent city council meeting, highlighting his concerns about the facility's disability access. He also discusses an agenda item from November 7, 2023, noting that $66,000 was allocated to Bucknem for a report that was already completed in 2021. He expresses frustration with the poor quality of the roads and urges the city to invest in the community rather than spending money elsewhere.

April Villanueva, spoke about Jefferson Elementary’s Rudy Bridges Walk to School Day.

Villanueva expressed gratitude to the Mayor for promptly responding to her email. She raised concerns regarding the air quality during the morning commute, noting a pervasive smell of gas.

She emphasized the need for investigation into this matter, citing concerns for the health of herself, fellow residents, and the environment. Expressing frustration with what seems like a lack of urgency in addressing her concerns when she contacts authorities, she urged for immediate action.

Benjamin Holifield, spoke about the importance of unity among council members. He’s in favor of a city that prioritizes safety, cleanliness, and friendliness for all its residents.

Rodney Lister, spoke about activities occurring during the November 7, 2023, City Council meeting, highlighting his efforts to ensure he had the opportunity to voice his concerns. He emphasized the importance of maintaining a positive environment among both the residents and the city council.

Missy Barabara, addressed the procedural practices during the hiring process of the City Treasurer and the City Clerk. Missy advocated for a vote-by-mail system to ensure votes are cast correctly. Additionally, she highlights discrepancies in the trash bills affecting many Compton residents and requested clarification.

Tanya Lewis, spoke about the events of the November 7, 2023, City Council Meeting and inquired about when residents can expect to receive signs for dumping.

City Clerk McDaniel, addresses concerns raised during public comments, ensuring that the City Clerk's office has a court order for Spicer’s District 2 seat. She informs the audience that copies of the court order are available at the City Clerk's office for those interested. She also mentioned that the County Registrar's office will give a presentation during the next City Council meeting.

Additionally, she confirmed the city charter amendments have been completed and that the city is currently waiting for contractors to make the charter accessible online in both English and Spanish.

Lastly, the comment about speaker cards, she assures that 30 speaker cards were placed out before the November 7, 2023, City Council meeting. After those were taken, two more sets of cards were provided. She encourages anyone who cannot find a speaker card to approach her in the chambers 15 minutes before the meeting starts to receive one. Lastly, she reassures everyone that she is bonded to work as the City Clerk for Compton.

Jonathan Bowers, addressed comments about violations of the Brown Act, acknowledging that anyone is free to speak during public comments, even if they have not listed their names on the speaker cards. He confirms that Ms. Kelly had the right to speak during the November 7, 2023, Council Meeting. He also emphasizes the importance of seniority.

REGULAR AGENDA
CITY TREASURE’S REPORTS

4. ORAL PRESENTATION: UPDATE ON PENSION FUND – City. Treasurer (Dan Matsuiewicz, GovInvest)
Dan Matsuiewicz, on behalf of GovInvest, provided an update on pension funds. He reviewed audit recommendations related to two long-term retirement benefit obligations and evaluated how the City plans are performing relative to their funding targets. He provided a comparison of the funding of the city’s two retiree benefit programs and considered long-term strategies to address the audit recommendations.

NEW BUSINESS

5. A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF COMPTON

SUPPORTING FAMILY COURT AWARENESS MONTH IN NOVEMBER
On motion by Duhart, seconded by Spicer, Resolution Number 25,931 entitled. ‘A

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF COMPTON SUPPORTING FAMILY COURT AWARENESS MONTH IN NOVEMBER’ was adopted by the following vote on roll call:

AYES: Council Members – Duhart, Spicer, Bowers, Darden, Sharif NOES: Council Members – None
ABSENT: Council Members – None

6. A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF COMPTON AMENDING THE PUBLIC WORK’S ENGINEERING DEPARTMENT’S 2023-2024 FISCAL

YEAR BUDGET AND AUTHORIZING THE CITY MANAGER TO ENTER INTO A

REIMBURSEMENT AGREEMENT WITH AND ESRABLISHA PURCHASE ORDER FOR

UNION PACIFIC RAILROAD COMPANY TO PROVIDE PRELIMINARY ENGINEERING

SERVICES FOR THE ARTESIA BOULEVARD OVER ALAMEDA STREET AND ACTA/UPRR BRIDGE REPAIR PROJECT, CIP#23-01 IN THE AMOUNT OF FIFTY THOUSAND DOLLARS ($50,000.00)
John D. Strickland Jr., Project Manager for Public Works Engineering gave an update regarding resolution number 25,932.

On motion by Darden, seconded by Duhart, Resolution Number 25,932 entitled ‘A

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF COMPTON AMENDING THE PUBLIC WORK’S ENGINEERING DEPARTMENT’S 2023-2024 FISCAL YEAR

BUDGET AND AUTHORIZING THE CITY MANAGER TO ENTER INTO A

REIMBURSEMENT AGREEMENT WITH AND ESRABLISHA PURCHASE ORDER

FOR UNION PACIFIC RAILROAD COMPANY TO PROVIDE PRELIMINARY

ENGINEERING SERVICES FOR THE ARTESIA BOULEVARD OVER ALAMEDA STREET AND ACTA/UPRR BRIDGE REPAIR PROJECT, CIP#23-01 IN THE AMOUNT OF FIFTY THOUSAND DOLLARS ($50,000.00)’
was adopted by the following vote on roll call:

AYES: Council Members – Duhart, Spicer, Bowers, Darden, Sharif NOES: Council Members – None
ABSENT: Council Members – None

COUNCIL COMMENTS
Councilmember Duhart offered the following communications/announcements:
Announced the annual Thanksgiving Turkey and Food Giveaway, that will be held at the Martin Luther King Jr. Memorial on Sunday, November 19, 2023. Food distribution will begin at 12 p.m. and end until supplies last.
Announced the deadline for registration to the annual Compton Christmas parade. The deadline to register is November 21, 2023, visit www.comptoncity.org to register you must complete the online registration form and submit the $100 registration fee. Requested that a motion be placed on behalf of the Cressy Park Legends for authorization to install an honorary installation in Gonzalez Park.

On motion by Duhart, seconded by Darden, AUTHORIZED THE CRESSEY LEGENDS TO

INSTALL AN HONOREE INSTALLATION IN GONZALEZ PARK, CONTINGENT

UPON CRESSEY LEGENDS IDENTIFYING A FUNDING SOURCE TO INSTALL THE

PROJECT AND PROVIDING FUNDING FOR THE ONGOING MAINTENANCE OF THE MEMORIAL. was approved by the following vote on roll call:

AYES: Council Members – Duhart, Spicer, Bowers, Darden, Sharif NOES: Council Members – None
ABSENT: Council Members – None
Addressed residents’ concerns regarding the smell of gasoline in the air. Recommended that residents contact the local Gas Company.

Councilmember Spicer, offered the following communications/announcements:
Announced that on November 16, 2023, he and Councilwoman Darden are collaborating on the Urban Western Ho’down at Dollarhide Community Center from 10 a.m. to 2 p.m.

Tickets are a $20 donation and include a tasty box lunch. Residents can purchase their tickets at Dollarhide Community Center or by calling 310-605-5688. Concurred with Councilmember Duhart's comments on the annual Turkey Giveaway scheduled for November 19, 2023.

Councilmember Bowers, offered the following communications/announcements:
Announced that his office is currently collaborating with various city departments and the public safety commission to develop a master disaster plan and emergency drill for the City. This plan will address the city’s emergency preparedness. He highlighted the tremendous efforts of Tameika Bartney and King’s Journey Volunteers. The community service that they have provided the city is exemplary. He spoke about a successful event held by the volunteer group this past Saturday feeding the unhoused and seniors at Saint Timothy Towers.

Councilmember Darden, offered the following communications/announcements:
Announced that on Wednesday, November 8 th, she met with the Heavenly Culture World Peace Restoration of Light to review complimentary community training programs for law enforcement.
Announced that on Thursday November 9 th, she joined a zoom meeting for the upcoming Turkey giveaway.
Announced that on Thursday November 9 th, she met with Crystal Hotel and introduced a corvette club to the manager.
Announced that on Saturday she participated in the luncheon with King’s Journey at Timothy Towers.
Announced that on Saturday, she attended the Poinsettia Ave. block club meeting. Encouraged the residents to attend the Ho ‘down held at Dollarhide Community Center on Thursday November. 16, 2023.
Announced that Monday November 13 th was designated as Kindness Day, and encourages everyone to spread love and kindness.
Announced on November 16 th, she will be in attendance at the Compton Chamber of Commerce Business Mixer at Crystal Park Hotel and Casino. Announced that the earring and tee-shirt workshop will be hosted next Monday November 20th and November 27th and will conclude December 11th. Announced that this upcoming Saturday, the Compton initiative Bright Lights of Compton is scheduled to have their monthly cleanup at 9 a.m. located at 212 W. Cypress St.
Acknowledged Veterans Day and want to celebrate and thank all veterans for their work in the community.
Wished Mark Smith a Happy Birthday.
Wished Renee Boeing a Happy Birthday.
Announced that the funeral service for Dorothy A Willis will be held on November 18 th at 11 a.m. at Greater New Jerusalem Baptist Church 4927 South Western Ave. Los Angeles.
Requested the meeting be adjourned in memory of Doris Grey. Announced that Wednesday, November 22 nd, the Compton entertainment and chamber of commerce will host a dedication ceremony for the Easy Street sign, which highlights the contributions to hip hop culture and to the city of Compton. The event will be held behind the Crystal Park Hotel and Casino.

Mayor Sharif offered the following communications/announcements:
 Announced the Community Development Block Grant Request for Proposal (RFP) will be made available Wednesday, November 15th, and can be found on the city website. She encourages residents to contact her office at 424-344-0961. Announced on Saturday, November 11 th, she had the opportunity to attend the repainting of M and T donuts held by the Bright Lights of Compton located on 2103 W. Compton Blvd. She thanked Bright Lights of Compton for their hard work in repainting this family-owned business that has been in the community for over 45 years. Announced that on Saturday, November 11 th, she attended the Saint Timothy Towers Seniors Appreciation thanksgiving dinner hosted by King’s Journey. She thanked the group for their work this past Saturday.
Announced that this Sunday, November 19 th, her office will be participating in the Thanksgiving giveaway. She encourages residents to attend the event as they have a lot of turkeys to give away. In addition, she stated that they are looking for volunteers to assist with the upcoming event.
Announced that on Saturday November 18 th, the Compton Initiative and Bright Lights of Compton will be hosting their monthly city-wide cleanup starting at 8 a.m. located at 212 W. Cypress St. She encouraged residents to come out and help keep the city clean. Announced on Monday, December 4 th, Dr. Edward E. Hamilton Global Humanity Union will be honored at the Presidential Lifetime Achievement Awards. Recognized Congresswoman Diane Watson 90 th birthday.

ADJOURNMENT
On motion by Duhart, seconded by Spicer, the meeting was adjourned in memory of Doris Grey at 7:38 p.m. by the following vote on roll call:

AYES: Council Members – Duhart, Spicer, Bowers, Darden, Sharif NOES: Council Members – None
ABSENT: Council Members – None
____________________________________ _____________________________

CITY CLERK OF THE CITY OF COMPTON MAYOR OF THE CITY OF COMPTON DECEMBER 12, 2023
The Compton City Council meeting was called to order at 5:36 p.m. by Mayor Emma Sharif in the Council Chambers of City Hall. The Moment of Silence Ceremony and the Pledge of Allegiance was also led by Mayor Emma Sharif.

ROLL CALL
Council Members Present: A. Spicer, J. Bowers, Mayor Pro-Tem L. Darden Council Members Absent: D. Duhart, E. Sharif

Other Officials Present: E. Perrodin, V. McDaniel, B. Mims, J. Groomes

PUBLIC COMMENTS ON AGENDA ITEMS AND NON-AGENDA MATTERS
Otis McCrea requested a meeting with the Mayor.

Mayor Pro-Tem Darden referred Mr. McCrea to a staff member.

Tanya Lewis petitioned the City Manager to repair the streetlights on Compton Boulevard and Acacia Avenue. She also recognized Mr. Strickland for his efforts to repair the streets in her neighborhood. She mentioned the positive feedback she received from the residents and asked the City Manager to allocate funding towards street repair throughout the entire City of Compton.

Jacqueline Venters requested the date that the City would begin decorating for the holiday season.

She also requested the purchase price of 1950 Central Avenue and how the revenue was spent.

Fidel Marquez inquired about the City Manager’s plan to decorate the City for this holiday season.

He also asked the City Attorney to explain why candidates are sworn into office prior to winning the council seat. He further questioned why candidates are required to schedule appointments to pull papers - and given only one day to obtain signatures.

Missy Barbara recognized Mr. Strickland for his efforts to improve the City’s streets. She also questioned where the City Manager received his information regarding the City’s expenditure of COVID Relief Funds.

City Manager Groomes remarked that he received his information from the U.S. Department of Treasury.

Richard Earl, Beautification Committee, informed the City Manager that the City has yet to partner with the Beautification Committee to decorate the City of Compton for the holiday season.

He also questioned why code enforcement officers allowed vendors to set-up shop behind the Crystal Casino just to shut them down.

Vanessa Cain asked the City Attorney to explain why the Crystal Casino is required to obtain permits from the City to work with vendors if they own the property. She also asked the City Clerk to disqualify candidates running for office that do not live in the City of Compton.

Casper Andrews expressed his support for the proposed development at 1434 W. Compton Boulevard and the opportunities for growth. He stated that he had meetings with the City to develop this property four to five years ago, but was denied. He urged the City to consider working with small business investors to promote new ideas and a vibrant business community.

PUBLIC HEARING(S)
PUBLIC HEARING – CONTINUED FROM 12/05/23 – FOR THE SALE BY THE CITY, THE PROPERTY 1434 W. COMPTON BLVD. TO LANDSPIRE GROUP, LLC @ 6:00PM (CECIL FLOURNOY)
On motion by Bowers, seconded by Spicer, to open the public hearing at 6:01 p.m. by the following vote on roll call:

4. AYES: Council Members – Spicer, Bowers, Darden NOES: Council Members – None
ABSENT: Council Members – Duhart, Sharif
Cecil Flournoy, Director of Community Development, introduced the proposed development of a 75-unit affordable housing project at 1434 West Compton Boulevard. Mr. Flournoy indicated that the property was purchased with tax allocation bonds which incentivizes and leverages affordable housing developments that the City does not profit from.

Triana Allen, Landspire Group LLC, presented a PowerPoint presentation on The Garvey, a 75- unit affordable housing development located at 1434 West Compton Boulevard designed to provide housing for foster youth transitioning out of foster care. Highlights of the presentation include the partnership between Landspire Group LLC and the Coalition for Responsible Community Development (CRCD) Partners LLC, site plans for The Garvey, funding sources, and the summary of development timeline.

PUBLIC COMMENTS ON THE PUBLIC HEARING
Jacqueline Venters expressed her support for the housing development and asked the City Council to shift their focus to sit-down restaurants for existing residents.

Kelvin Filer asked the City Manager if the Department of Social Services is aware of this proposal to ensure that Compton foster youth can benefit from these options.

Missy Barbara voiced a concern for the safety of the youth moving into that area. She maintained that the area is not safe or big enough for a 75-unit housing development with adequate parking. *Mayor Sharif in at 6:15 p.m.

Richard Earl asked the City Council to consider prioritizing dine-in restaurants and adequate parking prior to constructing any additional housing developments.

Daniel Salazar, President of Compton Firefighters Local 2216, affirmed his support for the development and asked the City Council if they considered enhancing public safety with an additional fire station, paramedic rescue, and/or fire engine.

Marjorie Shipp asked the City Manager if the developers will provide 24-hour security to ensure the safety of its residents.

Vanessa Cain suggested a partnership with Compton Community College to relocate the development to a larger area and simultaneously increase student enrollment.

Fidel Marquez expressed a concern for the safety of the youth that will reside in this neighborhood.

On motion by Darden, seconded by Spicer, to close the public hearing at 6:35 p.m. by the following vote on roll call:

AYES: Council Members – Spicer, Bowers, Darden, Sharif NOES: Council Members – None
ABSENT: Council Members – Duhart

COUNCIL COMMENTS ON THE PUBLIC HEARING
Councilperson Bowers requested an explanation of the Surplus Land Act.

Mr. Flournoy stated that in the absence of a general plan, the Surplus Land Act dictates that the City must give first right of refusal for former redevelopment sites - specifically former housing set-aside redevelopment sites - to affordable housing developers.

Councilperson Bowers stated that per the Surplus Land Act, the City is not permitted to construct a restaurant on that property. Mr. Flournoy replied affirmatively.

Councilperson Bowers affirmed his support for the development and asked for additional parking.

Ms. Allen stated that they were going to add additional parking, but the fire department mandated that they designate a specific area in the rear of the facility that allows them to perform rescue activities. She added that they are familiar with the safety needs of Compton, so therefore they will be using remote key fobs for all entrance ways. She clarified that they would have indoor storage for bikes because most tenants do not have cars.

Alejandro Ramirez, CRCD, stated that this project will have an onsite resident manager, property management, and social services representative available to assist the youth transitioning into adulthood.

Councilperson Spicer acknowledged Landspire & CRCD for their presentation and proclaimed that this housing development can be the catalyst for the next generation's success stories.

Councilperson Darden expressed a concern for the decrease in parking spaces on-site affecting the parking in the neighborhood.

Mr. Ramirez stated that any changes to the unit mix right now would negatively affect three years of their work and jeopardize their financing. He also noted that he is open - with the approval of the fire department - to permit fire engines to park outside the facility in a designated parking area.

Mayor Sharif asked Mr. Ramirez to address how their funding would be impacted if they considered a different affordability income mix. Mr. Ramirez answered that their funding is predicated to issuing 37 vouchers to residents at 30% area median income and below and 37 vouchers to residents at 50% area median income and below.

REGULAR AGENDA
CITY MANAGER’S REPORT

1. LEGISLATION UPDATES/POWER POINT PRESENTATION (Townsend Public Affairs, Inc.)
Carlie Shelby, Townsend Public Affairs, Inc., offered a PowerPoint presentation to the City Council and citizens of Compton summarizing the 2023 Legislative Recap which addressed the following: Public Safety, Revenue & Taxation, Housing & Land Use, Homelessness & Behavioral Health, Labor & Employment, Overdose Prevention, Leadership Changes, Anticipated Issues for 2024, Funding Updates and the Advocacy Program for 2024.

2. ORAL REPORT/PRESENTATION Fire Station Updates – (Fire Chief Ronerick Simpson)
Ronerick Simpson, Fire Chief, announced the completion of the hazardous mitigation 5-year plan which details the potential hazards in the City of Compton. They were able to add Fire Stations 1 and 2 to the plan so that the City can apply for federal grants to renovate those facilities. Additionally, the City Manager located one million dollars that was used for the following: roof replacements at Fire Stations 1 and 3, replacement of all bay doors in all fire stations, and the replacement of generators in Fire Stations 1 and 3.

Reginald Donald, Interim Battalion Fire Chief, also announced the completion of concrete projects at Fire Stations 1, 2 and 4 in accordance with the CIP 3-to-5-year plan. In addition, they will be starting the first phase of renovation at Fire Station 3 and expect it to be completed by February 17. He reported that they will be pouring concrete by the end of the week, remodeling their restrooms and kitchens, and removing the carpets.

NEW BUSINESS

3. A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF COMPTON (ACTING IN ITS CAPACITY AS THE CITY AND AS SUCCESSOR TO THE

HOUSING ASSETS OF THE FORMER COMMUNITY REDEVELOPMENT

AGENCY OF THE CITY OF COMPTON) MAKING CERTAIN FINDINGS,

AUTHORIZING THE CITY MANAGER TO EXECUTE AND DELIVER A

HOUSING AGREEMENT (DENSITY BONUS AGREEMENT) BY AND
BETWEEN THE CITY AND 1434 W. COMPTON BOULEVARD LP AND A

DISPOSITION AND DEVELOPMENT AGREEMENT BY AND BETWEEN THE CITY AND 1434 W. COMPTON BOULEVARD LP FOR THE CONVEYANCE OF PROPERTY BY THE CITY LOCATED AT 1434 W. COMPTON BOULEVARD IN

THE CITY AND THE DEVELOPMENT OF AN AFFORDABLE HOUSING

PROJECT THEREON, FINDING THAT THE PROJECT IS EXEMPT FROM

ENVIRONMENTAL REVIEW UNDER THE CALIFORNIA ENVIRONMENTAL

QUALITY ACT, AND TAKING RELATED ACTIONS
Councilperson Darden cited an error in the second line of section four - the last three words should read “fair re-use value.”
Mayor Sharif stated that foster care youth from the City of Compton should be prioritized.

On motion by Spicer, seconded by Bowers, Resolution Number 25,949 entitled “A

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF COMPTON (ACTING IN

ITS CAPACITY AS THE CITY AND AS SUCCESSOR TO THE HOUSING ASSETS OF

THE FORMER COMMUNITY REDEVELOPMENT AGENCY OF THE CITY OF

COMPTON) MAKING CERTAIN FINDINGS, AUTHORIZING THE CITY MANAGER

TO EXECUTE AND DELIVER A HOUSING AGREEMENT (DENSITY BONUS AGREEMENT) BY AND BETWEEN THE CITY AND 1434 W. COMPTON

BOULEVARD LP AND A DISPOSITION AND DEVELOPMENT AGREEMENT BY AND BETWEEN THE CITY AND 1434 W. COMPTON BOULEVARD LP FOR THE CONVEYANCE OF PROPERTY BY THE CITY LOCATED AT 1434 W. COMPTON

BOULEVARD IN THE CITY AND THE DEVELOPMENT OF AN AFFORDABLE

HOUSING PROJECT THEREON, FINDING THAT THE PROJECT IS EXEMPT FROM

ENVIRONMENTAL REVIEW UNDER THE CALIFORNIA ENVIRONMENTAL QUALITY ACT, AND TAKING RELATED ACTIONS” was adopted by the following vote on roll call:

AYES: Council Members – Spicer, Bowers, Sharif NOES: Council Members – None
ABSTAIN: Council Members – Darden
ABSENT: Council Members – Duhart
Councilperson Darden expressed a concern for the reduction in parking spaces.

4. A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF COMPTON

AUTHORIZING SUBMITTAL OF INDIVIDUAL GRANT APPLICATIONS FOR

ALL GRANT PROGRAMS FOR WHICH THE CITY OF COMPTON IS ELIGIBLE On motion by Darden, seconded by Spicer, Resolution Number 25,950 entitled “A

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF COMPTON

AUTHORIZING SUBMITTAL OF INDIVIDUAL GRANT APPLICATIONS FOR ALL GRANT PROGRAMS FOR WHICH THE CITY OF COMPTON IS ELIGIBLE” was adopted by the following vote on roll call:

AYES: Council Members – Spicer, Bowers, Darden, Sharif NOES: Council Members – None
ABSENT: Council Members – Duhart

5. A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF COMPTON

APPROVING AN AMENDMENT TO THE POSITION CLASSIFICATION PLAN

BY ADOPTING AMENDED CLASSIFICATION SPECIFICATIONS FOR HUMAN

RESOURCES SPECIALIST
On motion by Darden, seconded by Spicer, Resolution Number 25,951 entitled “A

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF COMPTON APPROVING

AN AMENDMENT TO THE POSITION CLASSIFICATION PLAN BY ADOPTING

AMENDED CLASSIFICATION SPECIFICATIONS FOR HUMAN RESOURCES SPECIALIST” was adopted by the following vote on roll call:

AYES: Council Members – Spicer, Bowers, Darden, Sharif NOES: Council Members – None
ABSENT: Council Members – Duhart

6. A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF COMPTON AUTHORIZING THE CITY MANAGER TO ENTER INTO A TWELVE (12)

MONTH LEASE AGREEMENT WITH THE SECRET PLACE CHURCH FOR THE LEASE OF CITY-OWNED PROPERTY LOCATED AT 700 NORTH BULLIS ROAD
Councilperson Darden cited an error in the financial impact report that quoted the lease agreement amount to be $1,380.72 per month instead of $1,331.72 per month on the basis of $197 per square foot.

City Manager Groomes reported that staff will modify the section to reflect a price of $197 per square foot totaling $1331.72 per month and $15,980.64 per year.

On motion by Darden, seconded by Spicer, Resolution Number 25,952 entitled “A

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF COMPTON
AUTHORIZING THE CITY MANAGER TO ENTER INTO A TWELVE (12) MONTH

LEASE AGREEMENT WITH THE SECRET PLACE CHURCH FOR THE LEASE OF CITY-OWNED PROPERTY LOCATED AT 700 NORTH BULLIS ROAD” was adopted by the following vote on roll call:

AYES: Council Members – Spicer, Bowers, Darden, Sharif NOES: Council Members – None
ABSENT: Council Members – Duhart

7. A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF COMPTON AUTHORIZING THE CITY MANAGER TO ENTER INTO A 3-YEAR
SUBSCRIPTION AGREEMENT WITH THOMSON REUTERS FOR WESTLAW’S ONLINE LEGAL RESEARCH DATABASE ($17,280)
On motion by Darden, seconded by Spicer, Resolution Number 25,953 entitled “A

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF COMPTON
AUTHORIZING THE CITY MANAGER TO ENTER INTO A 3-YEAR SUBSCRIPTION AGREEMENT WITH THOMSON REUTERS FOR WESTLAW’S ONLINE LEGAL RESEARCH DATABASE ($17,280)” was adopted by the following vote on roll call:

AYES: Council Members – Spicer, Bowers, Darden, Sharif NOES: Council Members – None
ABSENT: Council Members – Duhart

8. A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF COMPTON AUTHORIZING THE CITY MANAGER TO ENTER INTO A THREE (3) YEAR

PROFESSIONAL SERVICES AGREEMENT WITH AND ESTABLISH A

PURCHASE ORDER TO WILLDAN FINANCIAL SERVICES FOR THE ANNUAL

ADMINISTRATION OF THE LANDSCAPE AND LIGHTING DISTRICT

ASSESSMENTS AND SEWER SERVICE CHARGES IN AN AMOUNT NOT TO

EXCEED NINETY-SEVEN THOUSAND EIGHT-HUNDRED DOLLARS
($97,800.00)
Councilperson Bowers stated that he does not see where these funds are going.

John Strickland, Public Works Engineering, reported that this item will allow the City to engage in the professional services of Willdan Financial to begin the process of the lighting and landscaping assessment and sewer surcharge assessment performed every year. Mr. Strickland noted that last year, the City paid for tree trimming and national plant sewer services.

On motion by Darden, seconded by Spicer, Resolution Number 25,954 entitled “A

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF COMPTON
AUTHORIZING THE CITY MANAGER TO ENTER INTO A THREE (3) YEAR

PROFESSIONAL SERVICES AGREEMENT WITH AND ESTABLISH A PURCHASE

ORDER TO WILLDAN FINANCIAL SERVICES FOR THE ANNUAL

ADMINISTRATION OF THE LANDSCAPE AND LIGHTING DISTRICT

ASSESSMENTS AND SEWER SERVICE CHARGES IN AN AMOUNT NOT TO EXCEED NINETY-SEVEN THOUSAND EIGHT-HUNDRED DOLLARS ($97,800.00)” was adopted by the following vote on roll call:

AYES: Council Members – Spicer, Bowers, Darden, Sharif NOES: Council Members – None
ABSENT: Council Members – Duhart

9. A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF COMPTON

AUTHORIZING THE CITY MANAGER TO ESTABLISH A PURCHASE ORDER

FOR THE STATE WATER RESOURCES CONTROL BOARD FOR THE ANNUAL

STORM WATER PERMIT FEES IN AN AMOUNT NOT TO EXCEED THIRTY- FIVE THOUSAND THREE HUNDRED THIRTY-THREE DOLLARS ($35,333.00) On motion by Darden, seconded by Spicer, Resolution Number 25,955 entitled “A

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF COMPTON

AUTHORIZING THE CITY MANAGER TO ESTABLISH A PURCHASE ORDER FOR

THE STATE WATER RESOURCES CONTROL BOARD FOR THE ANNUAL STORM

WATER PERMIT FEES IN AN AMOUNT NOT TO EXCEED THIRTY-FIVE THOUSAND THREE HUNDRED THIRTY-THREE DOLLARS ($35,333.00)” was adopted by the following vote on roll call:

AYES: Council Members – Spicer, Bowers, Darden, Sharif NOES: Council Members – None
ABSENT: Council Members – Duhart

COUNCIL COMMENTS
Councilmember Darden offered the following communications/announcements:
Commented on the success of the Holiday Luncheon, Audit Committee Monthly Meeting, 68th Annual Compton Christmas Parade, Swearing-In Ceremony for Public Safety Commissioners, Toy Drive & Charlie’s Fashion Show. Encouraged the residents to call Republic Services at (800) 299-4898 to schedule a bulky item pick-up 48 hours in advance.
Invited non-profit agencies to attend the “Technical Assistance Workshop” scheduled to be held on Thursday, December 14 at the Compton Chamber of Commerce starting at 11:00am.
Invited the community to attend the “3 rd Annual Christmas Toy Giveaway” scheduled to be held on Saturday, December 16 at the Gateway Town Center starting at 1:00pm. Wished Juanita Wright & Mayor Sharif Happy Birthday and congratulated Susan Adams on her retirement.
Requested the meeting be adjourned in memory of Jodie Smith.

Councilmember Bowers offered the following communications/announcements:
Asked the City Manager if the committee that planned the 68 th Annual Christmas Parade was responsible for decorating the City for the holiday season.

City Manager Groomes reported that there were decorations along Long Beach Boulevard, Rosecrans Avenue and Alameda Street in front of the Gateway Town Center. Invited the community to attend the “City-Wide Sleigh Drive-Thru” scheduled to be held on Friday, December 15.
Asked the City Manager to investigate the complaints he received from Richland Farms residents regarding three days of missed trash pick-ups.

Councilmember Spicer offered the following communications/announcements:
Invited the residents to participate in the “Bulk Day Community Clean-Up” scheduled to be held on Saturday, December 16 between the hours of 9:00am and 12:00pm. The event is sponsored by Los Angeles County Board Supervisor Holly Mitchell, Senator Steve Bradford, Cal Trans, Compton Initiative and Republic. Bins will be placed at Lueders Park, Wilson Park and Cesar Chavez Park. Public Works staff will be working in conjunction with all District Two block clubs.
Encouraged the citizens to participate in the “Compton Black Exchange” scheduled to be held on Saturday, December 16 at the Grocery Outlet starting at 11:00am. Inspired the residents to attend “Hub-City Dre’s Concert & Toy Giveaway” scheduled to be held on Saturday, December 23 at Lueders Park starting at 12:00pm.

Mayor Sharif offered the following communications/announcements:
Commented on the success of the 2 nd Annual Resource Parent Holiday Appreciation Ceremony and the Grand Opening of AltaMed – PACE Medical Center. Asked the City Manager to create a budget for next year’s holiday decorations. Requested the meeting be adjourned in memory of Clarence Sevant.

ADJOURNMENT
On motion by Darden, seconded by Spicer, the meeting was adjourned in memory of Jodie Smith and Clarence Sevant at 7:57 p.m. by the following vote on roll call:

AYES: Council Members – Spicer, Bowers, Darden, Sharif NOES: Council Members – None
ABSENT: Council Members – Duhart
___________________________________ ___________________________________

CITY CLERK OF THE CITY OF COMPTON MAYOR OF THE CITY OF COMPTON July 16, 2024
TO: HONORABLE MAYOR AND COUNCIL MEMBERS
FROM: COMMUNITY DEVELOPMENT DEPARTMENT
SUBJECT: A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF COMPTON (CITY) AUTHORIZING THE CITY MANAGER TO PROCESS PAYMENT

FOR AN INVOICE FROM THE TAJ TRADING CORPORATION FOR THE

PURCHASE OF AIRFARE AND LODGING TO ATTEND THE

CALIFORNIA ASSOCIATION FOR LOCAL ECONOMIC DEVELOPMENT
(CALED) CONFERENCE IN AN AMOUNT NOT TO EXCEED EIGHT
HUNDRED SIXTY DOLLARS AND TWENTY-FOUR CENTS ($860.24)

SUMMARY
The adoption of this Resolution will authorize the City Manager to process payment for an invoice from TAJ Trading Corporation for the purchase of lodging and airfare to attend the California Association for Local Economic Development (CALED) Conference in the amount not to exceed Eight hundred sixty dollars and twenty-four cents ($860.24)

BACKGROUND
The CALED Annual Conference is an event organized by the California Association for Local Economic Development. The 2024 conference, entitled “Elevate,” was held in Santa Rosa, California and took place over a three-day period from April 9-11, 2024.

The conference provided a platform for economic development professionals to obtain training, learn about new opportunities, connect with peers, and to identify best practices in economic development.

STATEMENT OF THE ISSUE
By attending the CALED Conference, participants gain valuable insights into best practices, innovative strategies, and emerging trends related to land use, housing, transportation, infrastructure, and equity. The conference also provides updates on state and local policies impacting community development. Staying informed is essential for effective decision-making and contributes to Compton’s long-term economic and real estate development objectives.

Pursuant to Resolution No. 25,001, adopted by the City Council on April 23, 2019, the City Manager is authorized to expend up to $25,000.00 to any one single vendor in a fiscal year; however, the City has reached the threshold for TAJ Trading Corporation for Fiscal Year 2023-2024. Therefore, City Council’s approval is required for this outstanding item.

5.5.5. Staff Report – Resolution Authorizing P.O. to
TAJ Trading Corporation
July 16, 2024, Page 2

FISCAL IMPACT
Funds for this expenditure were available in the Department’s Fiscal Year 2023-2024 Budget in the following account:

Account Description Amount
2800-540-M11-4273 Training $860.24

ALTERNATIVE
No other alternative is being proposed.

RECOMMENDATION
It is recommended that the City Council adopt the attached Resolution.

CECIL FLOURNOY, DIRECTOR

COMMUNITY DEVELOPMENT DEPARTMENT
APPROVED FOR FORWARDING:

WILLIE A. HOPKINS JR.

CITY MANAGER
RESOLUTION NO. _____________

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF COMPTON (CITY)

AUTHORIZING THE CITY MANAGER TO PROCESS PAYMENT FOR AN

INVOICE FROM THE TAJ TRADING CORPORATION FOR THE PURCHASE

OF AIRFARE AND LODGING TO ATTEND THE CALIFORNIA ASSOCIATION

FOR LOCAL ECONOMIC DEVELOPMENT (CALED) CONFERENCE IN AN

AMOUNT NOT TO EXCEED EIGHT HUNDRED SIXTY DOLLARS AND
TWENTY-FOUR CENTS ($860.24)
WHEREAS, the conference provides a platform to connect with other professionals, share experiences, and learn from peers in the field of community development; and
WHEREAS, attendees can gain insights into best practices, innovative strategies, and emerging trends related to land use, housing, transportation, infrastructure, and equity; and
WHEREAS, the conference offers updates on state and local policies that impact community development; and
WHEREAS, pursuant to Resolution No. 25,001, adopted by the City Council on April 23, 2019, the City Manager is authorized to expend up to $25,000.00 to any one single vendor in a fiscal year; and
WHEREAS, the City had reached the threshold for TAJ Trading Corporation for Fiscal Year 2023-2024 and City Council’s approval is required for this outstanding item; and
WHEREAS, the Community Development Department had funds available in the Fiscal Year 2023-2024 Budget for this expenditure in the following account:

Account Description Amount
2800-540-M11-4273 Training $860.24

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

Section 1.That the City Manager is hereby authorized to process payment for an invoice from TAJ Trading Corporation for the purchase of hotel accommodations and airline tickets to attend the California Association for Local Economic Development (CALED) Conference in an amount not to exceed Eight hundred sixty dollars and twenty- four cents ($860.24) from Account No. 2800-540-M11-4273 (Training).

Section 2.That funds for this expenditure were allocated in the Department’s Fiscal Year 2023-2024 Budget in Account No. 2800-540-M11-4273 (Training).

Section 3. That a copy of this Resolution shall be filed in the offices of the City Manager, City Controller, City Clerk, City Attorney and the Community Development Department.

Section 4.That the Mayor shall sign and the City Clerk shall attest to the adoption of this Resolution.

ADOPTED this ________ day of _________________, 2024.

Resolution No. ____________

Page 2 ends

MAYOR OF THE CITY OF COMPTON
ATTEST:
____________________________________

CITY CLERK OF THE CITY OF COMPTON

STATE OF CALIFORNIA )
COUNTY OF LOS ANGELES ) ss

CITY OF COMPTON )
I, Vernell McDaniel, City Clerk of the City of Compton, hereby certify that the foregoing Resolution was adopted by the City Council of the City of Compton, signed by the Mayor and attested by the City Clerk at a regular meeting thereof held on this ________ day of ___________________, 2024.

That said Resolution was adopted by the following vote, to wit:

AYES: COUNCILMEMBERS-
NOES: COUNCILMEMBERS-
ABSTAIN: COUNCILMEMBERS-
ABSENT: COUNCILMEMBERS-
___________ ___

CITY CLERK OF THE CITY OF COMPTON

JULY 16, 2024
TO: HONORABLE MAYOR AND CITY COUNCIL MEMBERS
FROM: CITY MANAGER
SUBJECT: A REQUEST TO SCHEDULE A JOINT PUBLIC HEARING – HOUSING AUTHORITY 2024 PHA ANNUAL PLAN

SUMMARY
Staff is requesting a Joint Public hearing between the City Council and the Urban Community Development Commission for Tuesday, September 3, 2024 at 5:45 p.m.

DISCUSSION
The United States Department of Housing and Urban Development (HUD) requires all Public Housing Agency (PHA) to develop and implement an Annual Plan. The Annual Plan provides details about the PHA’s immediate operations, programs and services and notifies HUD of changes that were not included in the Five-Year Plan.

The information that the PHA must submit to HUD under the Annual Plan, are the discretionary policies of the various plan components or elements (i.e., programs, operations, and strategies for meeting local housing needs and goals) and not the statutory or regulatory requirements that govern these components.

The PHA’s Annual Plan provides the plans and procedures required to be consistent with the goals and objectives of the PHA’s Five Year Plan.

RECOMMENDATION
Staff respectfully requests a joint public hearing be scheduled for Tuesday, September 3, 2024, at 5:45 p.m. in the Council Chambers located at 205 South Willowbrook Avenue, Compton.

CECIL FLOURNOY, DIRECTOR

COMPTON HOUSING AUTHORITY

COMMUNITY DEVELOPMENT DEPARTMENT
APPROVED FOR FORWARDING:

WILLIE HOPKINS JR.

CITY MANAGER

7. July 16, 2024
TO: HONORABLE MAYOR AND COUNCIL MEMBERS
FROM: CITY MANAGER
SUBJECT: AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF COMPTON AMENDING SECTION 2-1.9 (a) OF THE COMPTON MUNICIPAL CODE

GOVERNING THE AGENDA PREPARATION PROCEDURE FOR THE

CITY OF COMPTON

BACKGROUND
The Compton Municipal Code Section 2-1.9 (a) presently addresses the manner in which the agenda in prepared. However, the City Manager would like to amend the manner in which the items are prepared and City Council is agreeance with the revisions set forth.

FINANCIAL IMPACT
There is no fiscal impact at this time

RECOMMENDATION
Staff recommends that the City Council pass the ordinance of amending section 2-1.9 (a) of the Compton Municipal Code governing the agenda preparation procedure for the City of Compton.

WILLIE A. HOPKINS, JR.

CITY MANAGER

8.8. ORDINANCE NO. _____________

AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF COMPTON AMENDING SECTION 2-1.9 (a) OF THE COMPTON MUNICIPAL CODE

GOVERNING THE AGENDA PREPARATION PROCEDURE FOR THE CITY

OF COMPTON
WHEREAS, Compton Municipal Code Section 2-1.9 (a) presently addresses the manner in which the agenda is prepared; and
WHEREAS, the City Manager is requesting to amend section 2-1.9 (a); and WHEREAS, the City Manager and the City Council of the City of Compton desire to revise the ordinance and streamline the process by which the agenda for the City of Compton is prepared.

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

Section 1.That Chapter 2-1.9 (a) is hereby amended in its entirety to read as follows:
2-1.9 Agenda Preparation Procedure. The City Clerk shall prepare an agenda prior to each meeting of the City Council as follows:
a. Each item intended to be brought up at the meeting for discussion and/or action shall be listed on the agenda. Matters may be placed on the agenda at the request of any member of the City Council. All submissions are subject to City Attorney approval as to form. All items for the agenda shall be submitted to the City Manager. The City Manager will cause the appropriate staff report to be prepared so that the matter may be scheduled to be placed on the agenda no later than the third regular meeting after its submission.

Section 2.The City Clerk shall certify the adoption of this Ordinance and shall cause the same to be posted in the manner required by law, Section 3.This Ordinance shall be effective thirty (30) days following its adoption.

Section 4. That a copy of this Ordinance shall be filed in the offices of the City Clerk, City Manager, City Attorney, City Treasurer and City Controller Department.

Section 5. The Mayor shall sign and the City Clerk shall attest to the adoption of this ordinance.

ADOPTED this ________ day of ____________, 2024.
_______________________________

MAYOR OF THE CITY OF COMPTON
Ordinance No.__________

Page 2 ends

ATTEST:
___________________________________

CITY CLERK OF THE CITY OF COMPTON

STATE OF CALIFORNIA

COUNTY OF LOS ANGELES

CITY OF COMPTON
I, Vernell McDaniel, City Clerk of the City of Compton, do hereby certify that the foregoing Ordinance was adopted by the City Council of the City of Compton, signed by the Mayor and attested by the City Clerk at a regular meeting thereof held on the __________ day of ____________________, 2024.

That said Ordinance was adopted by the following vote, to wit:

AYES: COUNCILMEMBERS-
NOES: COUNCILMEMBERS-
ABSENT: COUNCILMEMBERS-
ABSTAIN: COUNCILMEMBERS-
___________________________________

CITY CLERK OF THE CITY OF COMPTON
July 16, 2024
TO: HONORABLE MAYOR AND COUNCIL MEMBERS
FROM: COMMUNITY DEVELOPMENT DEPARTMENT
SUBJECT: A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF COMPTON RESCINDING RESOLUTION NUMBER 25,337, RE-ADOPTING AND
RATIFYING THE FISCAL YEAR 2020-2021 ANNUAL ACTION PLAN
AND THE 2020-2024 CONSOLIDATED PLAN, AND SUBMITTING A

SUBSTANTIAL AMENDMENT TO THE REVISED CDBG-CV PLAN FOR
SUBMISSION TO THE U.S. DEPARTMENT OF HOUSING AND URBAN

DEVELOPMENT (HUD)

SUMMARY
Adoption of this resolution will authorize the City Manager to submit a substantial amendment to the revised CDBG-CV Plan to the U.S. Department of Housing and Urban Development (HUD); the revised CDBG-CV Plan includes the City of Compton’s (City) proposed use of funds in the amount of $1,673,980 of the Community Development Block Grant Coronavirus (CDBG-CV).

BACKGROUND
Congress provided $5 billion in the Coronavirus Aid, Relief, and Economic Security (CARES) Act for the CDBG program to states, metropolitan cities, urban counties, and insular areas to prevent, prepare for and respond to Coronavirus.

On July 28, 2020, City Council adopted Resolution 25,337 which authorized the submission of the Fiscal Year 2020-2021 Annual Action Plan and the 2020-2024 Consolidated Plan. Upon closer review, it was determined by staff that the section regarding the CDBG-CV lacked a viable spending plan necessary for its program development and implementation. Furthermore, the absence of an adequate spending plan poses significant risks to the program development and overall success of the program implementation as outlined in the original resolution. Thus, it is necessary to rescind Resolution No. 25,337 for the purpose of including a new proposed spending plan.

Specifically, the City will amend the adopted FY 2020-2021 CDBG-CV plan to include a revised proposed expenditure plan for the one-time use of CDBG-CV funds in accordance

9.9.9. July 16, 2024
Staff Report – Resolution Approving the CDBG-CV Substantial Amendment Submission to HUD

Page 2 ends

with HUD guidelines. These one-time grant funds are to be administered through HUD’s Community Development Block Grant Coronavirus (CDBG-CV) program.

CDBG-CV funds can be used for the following eligible activities:
Public Service Activities
Housing-related Activities
Public Improvements and Facilities
Activities to Acquire Real Property
Economic Development Activities
General Administrative and Planning Activities
CDBG-CV proposed activities are as follows:

CDBG-CV Plan AMOUNT
1 Administration & Planning (20%) $334,796.00
2 Micro Business Grant $800,000.00
3 Broadband Upgrade $250,000.00
4 Mobile Surveillance Camera $150,000.00
5 Touchless Water Fountains $47,000.00
6 Tucker Park Gazebo $92,184.00
TOTAL $1,673,980.00
In addition, the city held a public hearing to collect community input on May 7, 2024. City Council nor the community mentioned or suggested any substantial changes to the proposed CBDG-CV spending plan. Presently, city staff has developed an expenditure plan where before the original resolution lacked a viable expenditure plan for the use of CDBG-CV funds.

A minimum of 70% of all CDBG-CV funds must benefit low to moderate income persons.

All activities funded through this program must prepare, prevent and respond to COVID- 19 economic impacts.

July 16, 2024
Staff Report – Resolution Approving the CDBG-CV Substantial Amendment Submission to HUD

Page 3 ends

STATEMENT OF ISSUE
In order for the City of Compton to submit the revised CDBG-CV plan, HUD requires the following for submission: approval from City Council, proposed plan with all supportive documentation and submission of substantial amendment.

FISCAL IMPACT
The General Fund will not be negatively impacted by the proposed CDBG-CV Plan.

Funds were already budgeted in the FY2024-2025 City Budget in the Community Development Department however a budget transfer is required for the following accounts:

Decrease expenditure appropriations in:

Account No: Description: Amount
2822-540-000-4262 Professional Services $1,339,184
Increase expenditure appropriations in:

Account No: Description: Amount
2822-540-000-4291 Loan Programs $800,000.00
2822-540-000-4269 Other Contract Services $250,000.00
2822-540-000-4334 Machinery & Equipment $150,000.00
2822-540-000-4332 Other Structures & Improvement $ 92,184.00 2822-540-000-4300 Capital Outlay $ 47,000.00
Total: $1,339,184.00

RECOMMENDATIONS
Staff recommends that City Council adopt the revised CDBG-CV Plan; and authorize the City Manager to submit the substantial amendment to HUD; authorize the City Manager to execute agreements and implement all proposed programs included in the CDBG-CV Plan; and include the identified programs and funding allocations in the City’s 2024-2025 budget.

TURMEL WOODS

GRANTS COMPLIANCE MANAGER

APPROVED FOR FORWARDING
WILLIE A. HOPKINS JR. / CITY MANAGER
RESOLUTION NO. ________________

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF COMPTON RESCINDING RESOLUTION NUMBER 25,337, RE-ADOPTING AND
RATIFYING THE FISCAL YEAR 2020-2021 ANNUAL ACTION PLAN
AND THE 2020-2024 CONSOLIDATED PLAN, AND SUBMITTING A

SUBSTANTIAL AMENDMENT TO THE REVISED CDBG-CV PLAN FOR
SUBMISSION TO THE U.S. DEPARTMENT OF HOUSING AND URBAN

DEVELOPMENT (HUD)
WHEREAS, the U.S. Department of Housing and Urban Development (HUD) expects to allocate $2,981,700 for FY 2020-2021 funding to the City of Compton by allocating, $1,511,679 in Community Development Block Grant (CDBG) funds; $889,272 in Community Development Block Group Coronavirus (CDBG-CV) funds, and $580,749 in Home Investment Partnership (HOME) funds in the City’s 2020-21 Fiscal Year budget.

WHEREAS, the City’s FY 2020-2021 Annual Action Plan outlines the City’s planned uses of the HUD funding allocations; and
WHEREAS, the City’s 2020-2024 Consolidated Plan outlines the City’s priority needs in the area of housing, homelessness, community development and economic development; and
WHEREAS, HUD requires that citizens be given the opportunity to comment on the City’s proposed Annual Action Plan and Consolidate Plan prior to its submission; and WHEREAS, adoption of this resolution will authorize the City Manager to submit a substantial amendment to the revised CDBG-CV Plan to the U.S. Department of Housing and Urban Development (HUD); the revised CDBG-CV Plan includes the City of Compton’s (City) proposed use of funds in the amount of $1,673,980 of the Community Development Block Grant Coronavirus (CDBG-CV); and
WHEREAS, on July 28, 2020 City Council adopted Resolution 25,337 which authorized the submission of the Fiscal Year 2020-2021 Annual Action Plan and the 2020-2024 Consolidated Plan. Upon closer review, it was determined by staff that the section regarding the CDBG-CV lacked a viable spending plan necessary for its program development and implementation. Furthermore, the absence of an adequate spending plan poses significant risks to the program development and overall success of the program implementation as outlined in the original resolution; and WHEREAS, it is necessary to rescind Resolution No. 25,337 for the purpose of including a new proposed spending plan; and
WHEREAS, the City will amend the adopted FY 2020-2021 CDBG-CV plan to include a revised proposed expenditure plan for the one-time CDBG-CV funds in accordance with HUD guidelines. These grant funds are to be administered through HUD’s Community Development Block Grant Coronavirus (CDBG-CV) program; and WHEREAS, the City noticed the revised proposed CDBG-CV Plan for 30-days for public view and comment in the Compton Bulletin Newspaper and informed citizens that they had an option to call, email and submit written comments on the proposed plan; and WHEREAS, the City held a public hearing on May 7, 2024 to obtain citizen input and comments on the proposed CDBG-CV Plan and proposed activities; and WHEREAS, a minimum of 70% of all CDBG-CV funds must benefit low to moderate income persons. All activities funded through this program must prepare, prevent and respond to COVID-19 economic impacts.

RESOLUTION NO. ______________
PAGE 2

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

Section 1: That the City Council shall adopt the funding recommendations of the revised CDBG-CV Plan as follows:

Section 3.That the City Manager is authorized to execute all necessary documents and implement all programs included in the revised CDBG-CV Plan.

Section 4.The Community Development Department Fiscal Year 2024-2025 Budget shall be amended as shown in the following accounts:

Decrease expenditure appropriations in:

Account No: Description: Amount
2822-540-000-4262 Professional Services $1,339,184.00
Increase expenditure appropriations in:

Section 6.That a certified copy of this Resolution shall be filed in the offices of the City Manager, Grants Division, City Attorney, and City Controller.

RESOLUTION NO._____________
PAGE 3
ADOPTED this _______ day of _____________________, 2024. __________________________________________

MAYOR OF THE CITY OF COMPTON
ATTEST:
__________________________________________

CITY CLERK OF THE CITY OF COMPTON

STATE OF CALIFORNIA)

COUNTY OF LOS ANGELES)

CITY OF COMPTON)
I, Vernell McDaniel, City Clerk of the City of Compton, do hereby certify that the foregoing Resolution was adopted by the City Council of the City of Compton, signed by the Mayor and attested by the City Clerk at a regular meeting thereof held on the __________ day of ________________, 2024.

That said Resolution was adopted by the following vote, to wit:

AYES: COUNCIL MEMBERS-
NOES: COUNCIL MEMBERS-
ABSENT: COUNCIL MEMBERS-
ABSTAIN: COUNCIL MEMBERS-
__________________________________

CITY CLERK OF THE CITY OF COMPTON

July 16, 2024
TO: MAYOR AND COUNCIL MEMBERS
FROM: CITY MANAGER
SUBJECT: A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF COMPTON ADOPTING AND AUTHORIZING THE SUBMISSION OF THE CITY’S
FISCAL YEAR 2024-2025 CONSOLIDATED ANNUAL ACTION PLAN TO THE U.S. DEPARTMENT OF HOUSING AND URBAN DEVELOPMENT
(HUD) AND USE OF FUNDS FOR THE COMMUNITY DEVELOPMENT

BLOCK GRANT (CDBG), THE HOME INVESTMENT PARTNERSHIP

GRANT (HOME) PROGRAMS

SUMMARY
On June 25, 2024, the City staff conducted a public hearing to receive public input on the City of Compton’s draft Consolidated Annual Action Plan for Fiscal Year (FY) 2024-2025.

At the conclusion of the public hearing, Staff requests the City Council to adopt and authorize the City Manager to submit to the U.S. Department of Housing and Urban Development (HUD) the City’s FY 2024-2025 Consolidated Annual Action Plan which outlines the goals for the investment of annual allocations of funds from the Community Development Block Grant (CDBG), and the HOME Investment Partnership Grant (HOME). The adoption of this Resolution will also authorize the City Manager to submit any requisite federal fund applications and execute any and all documents as required.

BACKGROUND
In order to be eligible to receive Federal funds, the U.S. Department of Housing and Urban Development (HUD) requires the City of Compton (“City”) to prepare an Annual Action Plan for each of the five (5) years covered by the City’s 5-Year Consolidated Plan (2019- 2024). The City must develop a Consolidated Annual Action Plan, which combines into a single submission to HUD the planning and application elements for the CDBG and HOME grants. The City produces the Action Plan annually before July 8 th of each fiscal year to ensure its eligibility for CDBG and HOME grant funds.

HUD’s Fiscal Year 2024-2025 federal grant allocation for the City’s Community Development Block Grant (CDBG) is $1,302,913. The City’s HOME program allocation for fiscal year 2024-2025 is $446,886.47 for programming. In accordance with HUD requirements and consistent with the City’s Consolidated 5-Year Plan, Staff prepared the draft FY 2024-2025 Consolidated Annual Action Plan. As part of the planning process, a Notice of Funding Availability (NOFA) will be posted on the City’s website and published in the Compton Bulletin Newspaper. CDBG applications will be made available beginning

10.10.10. Staff Report – Resolution To Adopt and Authorize Submission of City’s Fiscal Year 2024-2025 Consolidated Action Plan to U.S. Department of HUD
July 16, Page 2 of 3
November 2024 and ending on January 2025. The Grants Division conducted one (1) Technical Assistance Workshop designed to provide prospective applicants with information regarding the FY 2024 application process and eligibility requirements for the grants mentioned above programs. Staff met with seven individuals representing seven organizations. The City received eight public service applications that included $306,386 funding requests from eight distinctive organizations.

On May 22, 2024, the City released a NOFA for the drafted FY 2024-2025 HUD Funding Recommendations for CDBG & HOME funding for a 30-day review period to obtain public input and comments on the proposed Action Plan. The City of Compton has met all HUD requirements in the development of the Annual Action Plan.

CDBG Program:

The primary objective of the CDBG program is to develop viable urban communities by providing decent housing and a suitable living environment, principally for persons of low and moderate income. The proposed eligible CDBG activities for Fiscal Year 2024-2025 are as follows:

FY 2024-2025 CDBG PROGRAM / ACTIVITY AMOUNT
1 CDBG Program Administration $260,582.60
2 Fair Housing Foundation $ 10,000
3 Champions of Caring $ 12,600
4 Compton Youth Build $ 35,000
5 Community Legal Aid SoCal $ 20,000
6 The Children’s Clinic $ 35,000
7 Unearth and Empower Communities $15,000
8 Housing Rehabilitation Program $200,000
9 Park Improvement Project $250,000
10 Business Façade Project $250,000
11 Employment Training Program $214,730.40
TOTAL 1,302,913
Home Program:

The primary purpose of the HOME Program is to preserve and increase the supply of decent, safe, and sanitary affordable rental and owner-occupied housing primarily for persons of low and moderate income. The proposed eligible HOME activities for Fiscal Year 2024-2025 are as follows:

Staff Report – Resolution To Adopt and Authorize
Submission of City’s Fiscal Year 2024-2025 Consolidated Action Plan to U.S. Department of HUD
July 16, Page 3 of 3
FY 2024-2025 HOME PROGRAM / ACTIVITY AMOUNT
a HOME Program Administration $44,688.65
b HOME CHDO Activity $67,029.97
c HOME First Time Homebuyers Program $335,149.85
TOTAL $446,886.47

STATEMENT OF ISSUE
In order for the City of Compton to receive the federal fund grant allocations from HUD in the form of CDBG and HOME grant funds, City Council authorization is required to approve and submit the Consolidated Annual Action Plan for FY 2024-2025 which includes CDBG and HOME grant applications and the City’s proposed use of federal funds.

FISCAL IMPACT
The General Fund will not be negatively impacted by the proposed FY 2024-2025 Consolidated Annual Action Plan.

RECOMMENDATIONS
Staff recommends that City Council adopt the proposed FY 2024-2025 Consolidated Annual Action Plan (“Plan”) and authorize the City Manager to submit the Plan to HUD and execute any and all necessary applications and/or agreements to implement the proposed programs pursuant to the funding allocations in the City’s Plan.

TURMEL WOODS

GRANTS COMPLIANCE MANAGER
APPROVED FOR FORWARDING:

WILLIE A. HOPKINS JR.

CITY MANAGER
RESOLUTION NO. ____________

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF COMPTON ADOPTING AND AUTHORIZING THE SUBMISSION OF THE CITY’S
FISCAL YEAR 2024-2025 CONSOLIDATED ANNUAL ACTION PLAN TO THE U.S. DEPARTMENT OF HOUSING AND URBAN DEVELOPMENT
(HUD) AND USE OF FUNDS FOR THE COMMUNITY DEVELOPMENT

BLOCK GRANT (CDBG), THE HOME INVESTMENT PARTNERSHIP

GRANT (HOME) PROGRAMS
WHEREAS, In order to be eligible to receive federal funds, the U.S. Department of Housing and Urban Development (HUD) requires the City of Compton (“City”) to prepare an Annual Action Plan for each of the five (5) years covered by the City’s Consolidated 5-Year Plan (2019-2024); and
WHEREAS, the City must develop a Consolidated Annual Action Plan which combines into a single submission to HUD the planning and application elements for the CDBG and HOME grants. The City produces the Action Plan annually, which is due before July 8 th of each fiscal year, to ensure its eligibility for CDBG and HOME grant funds; and
WHEREAS, HUD’s Fiscal Year 2024-2025 federal grant allocation for the City’s Community Development Block Grant (CDBG) is $1,302,913. The City’s HOME program allocation for fiscal year 2024-2025 is $446,886.47 for programming; and WHEREAS, In accordance with HUD requirements and consistent with the City’s Consolidated 5-Year Plan, Staff prepared the draft FY 2024-2025 Consolidated Annual Action Plan which outlines the City’s planned use of CDBG and HOME grant funds; and WHEREAS, as part of the planning process, a Notice of Funding Availability (NOFA) was posted on the City’s website and published in the Compton Bulletin Newspaper. Applications were available November 23, 2022 and ending on January 26, 2023; and
WHEREAS, the Grants Division hosted a CDBG applicant technical assistance workshop on December 15, 2022. The workshop was for applicants that wanted to learn more about the requirements to apply for City’s CDBG funding. In addition, on March 30, 2023, the Grants Division hosted another public participation meeting to receive input on housing and community development needs and upcoming priorities for Fiscal Year 2023- 2024 from the public; and
WHEREAS, On April 5, 2023, the City released a NOFA for the drafted FY 2023- 2024 Consolidated Annual Action Plan for a 30-day review period to obtain public input and comments on the proposed Action Plan. The City of Compton has met all HUD requirements in the development of the Annual Action Plan; and WHEREAS, the primary objective of the CDBG program is to develop viable urban communities by providing decent housing and a suitable living environment, principally for persons of low and moderate income; and
WHEREAS, the primary purpose of the HOME Program is to preserve and increase the supply of decent, safe, and sanitary affordable rental and owner-occupied housing primarily for persons of low and moderate income; and

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

RESOLUTION NO. ____________
PAGE 2
SECTION 1: That the City Council shall adopt the funding recommendations of the draft FY 2023-2024 Consolidated Annual Action Plan as follows:

FY 2023-2024 CDBG PROGRAM / ACTIVITY AMOUNT
1 CDBG Program Administration $279,290
2 Fair Housing Foundation $ 10,000
3 Champions of Caring $ 12,600
4 Compton Youth Build $ 30,000
5 Community Legal Aid SoCal $ 20,000
6 The Maker’s Hub $ 25,000
7 The Children’s Clinic $ 90,000
8 FY 2021-2022 Southern California Jr. Cricket $10,000
9 FY 2022-2023 Southern California Jr. Cricket $10,000
10 Housing Rehabilitation Program $200,000
11 Park Improvement Project $209,560
12 Heritage House Restoration Project $200,000
13 Residential Street Improvement Project $340,000
TOTAL 1,436,450

FY 2023-2024 HOME PROGRAM / ACTIVITY AMOUNT
a HOME Program Administration $58,220
b HOME CHDO Activity $87,331
c HOME First Time Homebuyers Program $436,650
TOTAL $582,201

SECTION 2.That the City Manager is authorized to submit the Fiscal Year 2023- 2024 Consolidated Annual Action Plan to the Department of Housing and Urban Development (HUD).

SECTION 3.That the City Manager is authorized to execute all necessary documents and implement all programs included in the FY 2023-2024 Consolidated Annual Action Plan.

SECTION 4.That a certified copy of this Resolution shall be filed in the offices of the City Manager, City Attorney, City Controller, City Clerk, and the Grants Division.

SECTION 5.That the Mayor shall sign and the City Clerk shall attest to the adoption of this Resolution.

ADOPTED this _______ day of _____________________, 2023. ________________________________

MAYOR OF THE CITY OF COMPTON
RESOLUTION NO. ____________
PAGE 3
ATTEST:
____________________________________

CITY CLERK OF THE CITY OF COMPTON

STATE OF CALIFORNIA

COUNTY OF LOS ANGELES

CITY OF COMPTON
I, Vernell McDaniel, City Clerk of the City of Compton, do hereby certify that the foregoing Resolution was adopted by the City Council of the City of Compton, signed by the Mayor and attested by the City Clerk at a regular meeting thereof held on the _______ day of ________________, 2023.

That said Resolution was adopted by the following vote, to wit:

AYES: COUNCIL MEMBERS-
NOES: COUNCIL MEMBERS-
ABSENT: COUNCIL MEMBERS-
ABSTAIN: COUNCIL MEMBERS-
__________________________________

CITY CLERK OF THE CITY OF COMPTON

Annual Action Plan 1
OMB Control No: 2506-0117 (exp. 09/30/2021)
Table of Contents
Executive Summary .........................................................................................................................2 AP-05 Executive Summary - 24 CFR 91.200(c), 91.220(b)..........................................................2 PR-05 Lead & Responsible Agencies – 91.200(b) .......................................................................8 AP-10 Consultation – 91.100, 91.200(b), 91.215(l) ......................................................................9 AP-12 Participation – 91.105, 91.200(c).....................................................................................21 Expected Resources ......................................................................................................................24 AP-15 Expected Resources – 91.220(c)(1,2) .............................................................................24 Annual Goals and Objectives .........................................................................................................27 AP-20 Annual Goals and Objectives ..........................................................................................27 Projects.......................................................................................................................................30 AP-35 Projects – 91.220(d) ........................................................................................................30 AP-38 Project Summary .............................................................................................................31 AP-50 Geographic Distribution – 91.220(f).................................................................................37 Affordable Housing.........................................................................................................................38 AP-55 Affordable Housing – 91.220(g).......................................................................................38 AP-60 Public Housing – 91.220(h) .............................................................................................39 AP-65 Homeless and Other Special Needs Activities – 91.220(i) ..............................................40 AP-75 Barriers to affordable housing – 91.220(j) .......................................................................43 AP-85 Other Actions – 91.220(k)................................................................................................45 Program Specific Requirements.....................................................................................................48 AP-90 Program Specific Requirements – 91.220(l)(1,2,4) .........................................................48 Annual Action Plan 2
OMB Control No: 2506-0117 (exp. 09/30/2021)
Executive Summary
AP-05 Executive Summary - 24 CFR 91.200(c), 91.220(b)

1. Introduction
Each year, the City of Compton (City) participates as an Entitlement Grantee in the Community Development Block Grant (CDBG) Program and as a Participating Jurisdiction (PJ) in the HOME Investment Partnerships Program (HOME). These programs are administered by the U.S. Department of Housing and Urban Development (HUD) and provides funding for a variety of different community development, housing, and public service activities. This plan serves as the application for funding for these federal entitlement programs. All funding allocated for these programs must be spent within the City of Compton. The administration of these grant funds and development of this Annual Action Plan for these programs fall under the purview of the Grants Management Division with the City of Compton.

This Action Plan covers the period of July 1, 2024 to June 30, 2025 and represents the 5 th year of the City’s approved 2020 – 2024 Consolidated Plan. Consolidated Plan objectives are carried out through the Annual Action Plan, which provides a concise summary of the actions, activities, and the specific federal and non-federal resources that will be used in PY2024 to address priority needs and specific goals identified in the Consolidated Plan.

The City will receive $1,302,913 and $446,886.47 in CDBG and HOME funds, respectively.

CDBG Program
The CDBG program is authorized under Title I of the Housing and Community Development Act of 1974, as amended, with the primary purpose of developing viable communities. The CDBG regulations require that at least 70 percent of all CDBG funds are used to benefit low- and moderate-income residents who are members of households that earn less than 80 percent of Area Median Income (AMI). Regulations governing the CDBG program require that each activity undertaken with CDBG funds meet at least one (1) of the three (3) broad national objectives:
1) Benefit people with low- and moderate-incomes.
2) Aid in the prevention or elimination of slums and blight; or 3) Meet an urgent need (such as earthquake, flood, or hurricane relief).

According to HUD's Consolidated Plan Final Rule, the overall goal of community planning and development programs is to develop viable urban communities for low- and moderate- Annual Action Plan 3
OMB Control No: 2506-0117 (exp. 09/30/2021)
income persons by providing:
Decent Housing
A Suitable Living Environment; and
Expanding Economic Opportunities
HOME Program
The HOME program, created under Title II (the Home Investment Partnerships Act) of the National Affordable Housing Act of 1990, represented a historic affirmation of the Federal Government’s commitment to providing decent, safe, and affordable housing for all Americans as well as to alleviate the problems of excessive rent burdens, homelessness, and deteriorating housing stock nationwide. The HOME program allows eligible PJs to use funds on a vast array of eligible activities, including but not limited to new construction, rehabilitation, acquisition of standard housing, assistance to new homebuyers, and tenant- based rental assistance.

2. Summarize the objectives and outcomes identified in the Plan According to HUD’s Consolidated Plan Final Rule, the overall goal of community planning and development programs is to develop viable urban communities by providing decent housing, a suitable living environment, and expanding economic opportunities principally for low- and moderate-income persons as follows:

Outcomes and Objectives
Decent Housing (DH): Includes assisting homeless persons to obtain appropriate housing and assisting persons at risk of becoming homeless; retention of the affordable housing stock; and increasing the availability of permanent housing in standard condition and affordable cost to low-income and moderate-income families, particularly to members of disadvantaged minorities, without discrimination on the basis of race, color, religion, sex, national origin, familial status, or disability. Decent housing also includes increasing the supply of supportive housing, which combines structural features and services needed to enable persons with special needs, including persons with HIV/AIDS and their families, to live with dignity and independence; and providing housing affordable to low-income persons accessible to job opportunities.

A Suitable Living Environment (SL): Includes improving the safety and livability of neighborhoods; increasing access to quality public and private facilities and services; reducing the isolation of income groups within a community or geographical area through the spatial de-concentration of housing opportunities for persons of lower-income and the revitalization of deteriorating or deteriorated neighborhoods; restoring and preserving Annual Action Plan 4
OMB Control No: 2506-0117 (exp. 09/30/2021)
properties of special historic, architectural, or aesthetic value; and conservation of energy resources.

Expanded Economic Opportunities (EO): Includes job creation and retention; establishment, stabilization and expansion of small businesses (including micro- businesses); the provision of public services concerned with employment; the provision of jobs involved in carrying out activities under programs covered by this plan to low-income persons living in areas affected by those programs and activities; availability of mortgage financing for low-income persons at reasonable rates using nondiscriminatory lending practices; access to capital and credit for development activities that promote the long-term economic and social viability of the community; and empowerment and self-sufficiency opportunities for low-income persons to reduce generational poverty in federally assisted and public housing.

Consolidated Plan Priorities
During the 2024-2025 program year, the City will allocate funds towards activities that address the following five (5) High Priority Needs identified in the Consolidated Plan.

Priority 1- Administration and Planning (SL-1) [High Need]:

Provide for administration and planning activities to develop housing and community development strategies and programs needed to carry out actions that address identified needs in the Consolidated Plan in accordance with HUD regulations. CDBG/HOME Administration
Priority 2- Affordable Housing (DH-2) [High Need]:

Promote, preserve, and assist in the development of affordable housing for low- and moderate- income residents, special needs groups, those at-risk of homelessness, and disproportionately impacted residents.
2024 Activities
HOME CHDO Reserve (15% minimum set aside);
Homeowner Housing Rehabilitation Program
First-Time Homebuyer Program (FTHBP)
Priority 3- Infrastructure and Facilities (SL-1) [High Need]:

Improve and expand infrastructure and facilities that benefit primarily residential low- and moderate-income neighborhoods.
2024 Activities
Annual Action Plan 5
OMB Control No: 2506-0117 (exp. 09/30/2021)
Park Improvement Project
Priority 4- Public Services (SL-1) [High Need]:

Provide and improve access to public services (including fair housing services subject to the 15% Public Service cap) for low- and moderate- income persons and those with special needs, as well as prevent and eliminate homelessness. 2024 Activities
Public Services will be funded based on applications received for a variety of services, including, but not limited to: Fair Housing Services, Senior Services, Disabled Services, Youth Services, General Public Services, Homeless Facilities/Supportive Services, Victims of Domestic Violence Services, Abused and Neglected Children, Foster Youth, Illiterate Adults, and other special needs.

Priority 5 – Economic Development
Provide for the economic development needs of low- and moderate-income persons and neighborhood target areas.
2024 Activities
Business Façade Program
Employment Training Program

3. Evaluation of past performance
The City’s CDBG funded programs implemented over the last year have aided in solving neighborhood and community problems by providing a funding source for underserved needs. Specifically, the Capital Improvement Projects have given low-income neighborhoods an improved infrastructure system; public services have helped the City's elderly, youth, homeless, at-risk, victims of domestic violence, and other special needs groups; residents have benefitted from Fair Housing and Tenant/Landlord Counseling Services; residents have been provided affordable housing through construction of new housing units and down payment assistance; the housing stock has been sustained through rehabilitation of housing units/lead-based paint testing and abatement, and code enforcement; and emergency shelter and supportive services have been provided to homeless persons/families and/or those at risk of becoming homeless.

All of these projects and experiences have helped guide the City in choosing the goals and projects for the 2024-2025 program year. The City will continue the priorities and projects from the current Consolidated Plan, as there are still unmet needs due to the limited amount of grant funds received each year. It is anticipated that funding received in the next years will not be sufficient to complete the remaining infrastructure projects needed within the Annual Action Plan 6
OMB Control No: 2506-0117 (exp. 09/30/2021)
low- and moderate-income areas identified in the City's Capital Improvement Plan (CIP).

Moreover, affordable housing, public services, fair housing and administration are still High priority needs in the community and will therefore receive continued funding.

4. Summary of Citizen Participation Process and consultation process In accordance with the City’s adopted Citizen Participation Plan (CPP), the City facilitated citizen participation through community meetings and public hearings. Efforts were made to encourage participation by low- and moderate-income persons, particularly those living in slum and blighted areas and in areas where HUD funds are proposed to be used, and by residents of predominantly low- and moderate-income neighborhoods. The City also made efforts to encourage the participation of minorities and non-English speaking persons, as well as persons with disabilities. In preparation of the 2024-2025 Action Plan, the City conducted multiple public notices, meetings and review periods.

In addition, the City issued a public hearing and 30-day review period notice describing the
proposed use of CDBG and HOME funds in English and Spanish in the Compton Bulletin on
Wednesday, May 22, 2024. The notice identified the 30-day public review period beginning on May 22, 2024, and ending on June 25, 2024. The City held a public hearing before Council on June 25, 2024, to receive public comment on the draft 2024-2025 Action Plan and receive City Council action. All comments received were accepted and incorporated into the 2024-2025 Action Plan.

Please see the Appendix section for a listing of all received public comments.

5. Summary of public comments
All comments received will be accepted and incorporated into the 2024-2025 Action Plan.

Please see the Appendix section for a listing of all received public comments.

6. Summary of comments or views not accepted and reasons for not accepting them
All comments received were accepted and incorporated into the 2024-2025 Action Plan.

7. Summary
The 2024-2025 program year represents the City’s fifth year of its current Five-Year Consolidated Plan period. During the 2024-2025 program year, the City will receive $1,302,913 in CDBG funds and $446,886.47 in HOME funds from HUD to address the housing, public service and community development needs during the 2024-2025 program year.

Annual Action Plan 7
OMB Control No: 2506-0117 (exp. 09/30/2021)
PR-05 Lead & Responsible Agencies – 91.200(b)

1. Agency/entity responsible for preparing/administering the Consolidated Plan Describe the agency/entity responsible for preparing the Consolidated Plan and those responsible for administration of each grant program and funding source.

Agency Role Name Department/Agency
CDBG Administrator City of Compton Grants Division
HOME Administrator City of Compton Grants Division
Table 1 – Responsible Agencies
Narrative (optional)
The City of Compton is the Lead Agency for the CDBG and HOME Program. The Grants Division manages the CDBG and HOME programs and oversees the development of the Consolidated Plan, the Annual Action Plan, the CAPER, all projects associated with CDBG and HOME, any related amendments, and reporting into IDIS. Other departments within the City that will aid in facilitating the CDBG and HOME program will be the General Services Department, Public Works Department, Parks and Recreation Department and the Finance Department aids in ensuring activities are carried out.

Consolidated Plan Public Contact Information
Turmel Woods, Grants Compliance Manager
City of Compton
Grants Division
205 S. Willowbrook Avenue
Compton, CA 90220
Phone: 310-605-5580
Email: [email protected]
Annual Action Plan 8
OMB Control No: 2506-0117 (exp. 09/30/2021)
AP-10 Consultation – 91.100, 91.200(b), 91.215(l)

1. Introduction
The City of Compton conducted substantial consultation through interviews and focus groups with citizens, municipal officials, non-profit agencies, public housing agencies, private developers, governmental agencies, and the Continuum of Care in preparing this plan. City staff and its consultants presented commenced the consolidated planning process by hosting a technical assistance workshop with local stakeholders. The City also held an in-person public meeting prior to the development of the plan to solicit feedback from stakeholders and the general public. The City also distributed public notices in English and Spanish, posted the documents on the City’s website, and received public comments. These meetings and other input are summarized in the sections below.

Provide a concise summary of the jurisdiction’s activities to enhance coordination between public and assisted housing providers and private and governmental health, mental health and service agencies (91.215(l))
The City recognizes the importance of careful coordination and alignment among various service providers to maximize the effectiveness of their programs. As a result, during the development of the 2024-2025 Action Plan, the City consulted closely with organizations that provide assisted housing, health services and other community-focused agencies.

Outreach efforts included asking specific questions associated with coordination, invitations to community meetings and follow-up in-person interviews where appropriate.

To enhance coordination between public and assisted housing providers and private and governmental health, mental health and service agencies the City undertook the following activities:
The City collaborated with and will continue to coordinate with the Los Angeles County Development Authority (LACDA) and the local Compton Housing Authority to obtain input on public and assisted housing-related programs, primarily the Section 8 Housing Choice Voucher and Self- Sufficiency Programs which provide opportunities for affordable renter-housing.
The City also coordinated with Neighborhood Housing Services (NHS) of Los Angeles to provide opportunities for affordable homeownership housing and residential rehabilitation of existing ownership housing. The City coordinated with the Los Angeles Homeless Services Authority (LAHSA) to obtain data on homeless needs, programs, and issues.

Annual Action Plan 9
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The City coordinated with the Los Angeles County Department of Mental Health (DMH) to obtain data on mental health needs, programs, and issues. The City coordinated with the Los Angeles County Department of Children and Family Services (DCFS) to obtain data on foster care needs, programs, and issues.
To strengthen the housing delivery system in the private sector, the City continued to coordinate with private housing developers to include affordable units in multi- family housing developments. The City will also coordinate with local non-profit housing organizations to provide housing opportunities and services in order to strengthen the housing delivery system and help overcome gaps in the delivery system.

The City recognizes the importance of continued coordination with various organizations and agencies and will work on strengthening current relationships as well as fostering new ones throughout each of the upcoming years.

Describe coordination with the Continuum of Care and efforts to address the needs of homeless persons (particularly chronically homeless individuals and families, families with children, veterans, and unaccompanied youth) and persons at risk of homelessness.

Los Angeles County’s homeless system of care is comprised of a network of public, private, faith- based, for-profit, and non-profit service providers who utilize several federal, state and local resources to provide services for homeless people. The region’s municipalities, including the City, also provide resources for services that assist the homeless and those at risk of becoming homeless.

To address the needs of the homeless population most efficiently, HUD has tasked local governments with developing a CoC. The CoC is a planning model designed to assist homeless persons at every level of need and to move a client from homelessness to permanent housing. The CoC addresses both the lack of housing affordable to the lowest income levels and the underlying causes of homelessness such as substance abuse, domestic violence, and mental illness. The County’s nonprofit community plays a key role in the current CoC system. Hundreds of agencies throughout the County provide programs ranging from feeding the homeless on the street to creating permanent supportive housing opportunities. These services are available to homeless families with children, and single men and women.

The LAHSA is the lead agency for the CoC in Los Angeles County. LAHSA guides the development of homeless strategies and the implementation of programs to end homelessness throughout the region. LAHSA partners with other local government Annual Action Plan 10
OMB Control No: 2506-0117 (exp. 09/30/2021)
agencies and community- based non-profit agencies to provide homeless services throughout Los Angeles County. All service providers within the CoC can refer people with varying needs to the appropriate service provider(s) in their area.

Describe consultation with the Continuum(s) of Care that serves the jurisdiction's area in determining how to allocate ESG funds, develop performance standards for and evaluate outcomes of projects and activities assisted by ESG funds, and develop funding, policies and procedures for the operation and administration of HMIS
The City does receive Emergency Solutions Grant funds. However, the City will continue to support the efforts of LAHSA and the County of Los Angeles in their development of performance standards for the County’s ESG program that provide a measure to evaluate each subrecipients’ effectiveness, such as how well the service provider succeeds at 1) targeting those who need the assistance most; 2) reducing the number of people living on the streets or emergency shelters; 3) shortening the time people spend homeless; and 4) reducing each program participant’s housing barriers or housing stability risks.

2. Describe Agencies, groups, organizations and others who participated in the process and describe the jurisdiction’s consultations with housing, social service agencies and other entities
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3 Agency/Group/Organization Compton Housing Authority
Agency/Group/Organization Los Angeles Homeless Services Authority Agency/Group/Organization Type
Housing
Services-homeless
Other government – County Regional Organization
Planning organization
What section of the Plan was
addressed by Consultation?
Housing Need Assessment
Homelessness Strategy
Homeless Needs - Chronically Homeless
Homeless Needs - Families with children
Homelessness Needs
Veterans Homelessness Needs
Unaccompanied youth
1 How was the
Agency/Group/Organization
consulted and what are the
anticipated outcomes of the
consultation or areas for
improved coordination?
Each agency/group/organization was consulted via
survey, telephone, and email. Data that was received by the City was reviewed and incorporated into the
Consolidated Plan/Annual Action Plan. The City believes that its methods of obtaining a robust consultation was adequately met; but will increase its outreach efforts in subsequent plans to include conducting additional
workshops, community meetings, and targeted area
surveys.

Agency/Group/Organization Legal Aid Society of Orange County, dba Community Legal Services
Agency/Group/Organization Type
Services-Victims of Domestic Violence
Services – Victims
What section of the Plan was
addressed by Consultation? Non-Homeless Special Needs
2 How was the
Agency/Group/Organization
consulted and what are the
anticipated outcomes of the
consultation or areas for
improved coordination?
Each agency/group/organization was consulted via
survey, telephone and email. Data that was received by
the City was reviewed and incorporated into the
Consolidated Plan/Annual Action Plan. The City believes that its methods of obtaining a robust consultation was adequately met; but will increase its outreach efforts in subsequent plans to include conducting additional
workshops, community meetings, and targeted area
surveys.

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Agency/Group/Organization Type
Housing PHA
Services – Housing
Services – Fair
Housing Other
government - Local
What section of the Plan was
addressed by Consultation?
Housing Need Assessment
Public Housing Needs
Homelessness Strategy
Market Analysis
Lead-based Paint
Strategy Anti-poverty
Strategy
How was the
Agency/Group/Organization
consulted and what are the
anticipated outcomes of the
consultation or areas for improved
coordination?
Each agency/group/organization was consulted via
survey, telephone, and email. Data that was received by the City was reviewed and incorporated into the
Consolidated Plan/Annual Action Plan. The City believes that its methods of obtaining a robust consultation was adequately met; but will increase its outreach efforts in subsequent plans to include conducting additional
workshops, community meetings, and targeted area
surveys.

Agency/Group/Organization County Public Health Department Agency/Group/Organization Type
Services – Children
Services – Elderly
Persons
Services – Persons with
Disabilities Services-Persons
with HIV/AIDS Services –
Health
Health Agency
Other government – County
Other - Lead-based Paint
Program
4 What section of the Plan was
addressed by Consultation?
Non-Homeless Special
Needs HOPWA Strategy
Lead-based Paint Strategy
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How was the
Agency/Group/Organization
consulted and what are the
anticipated outcomes of the
consultation or areas for improved
coordination?
Each agency/group/organization was consulted via
survey, telephone and email. Data that was received by
the City was reviewed and incorporated into the
Consolidated Plan/Annual Action Plan. The City believes that its methods of obtaining a robust consultation was adequately met; but will increase its outreach efforts in subsequent plans to include conducting
additional workshops, community meetings, and
targeted area surveys.

Agency/Group/Organization Volunteers of America - Greater Los Angeles Agency/Group/Organization Type Services-homeless
What section of the Plan was
addressed by Consultation?
Homelessness Strategy
Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homelessness Needs - Veterans
Homelessness Needs - Unaccompanied
youth
Other - Public Services
5 How was the
Agency/Group/Organization
consulted and what are the
anticipated outcomes of the
consultation or areas for improved
coordination?
Each agency/group/organization was consulted via
survey, telephone and email. Data that was received by
the City was reviewed and incorporated into the
Consolidated Plan/Annual Action Plan. The City
believes that its methods of obtaining a robust
consultation was adequately met; but will increase its
outreach efforts in subsequent plans to include
conducting additional workshops, community meetings,
and targeted area surveys.

Agency/Group/Organization The Children's Clinic
Agency/Group/Organization Type
Services-
Children
Services-Health
Health Agency
Regional organization
What section of the Plan was
addressed by Consultation? Non-Homeless Special Needs
6 How was the
Agency/Group/Organization
consulted and what are the
anticipated outcomes of the
consultation or areas for improved
coordination?
Each agency/group/organization was consulted via
survey, telephone and email. Data that was received by
the City was reviewed and incorporated into the
Consolidated Plan/Annual Action Plan. The City
believes that its methods of obtaining a robust
consultation was adequately met; but will increase its
outreach efforts in subsequent plans to include
conducting additional workshops, community meetings,
and targeted area surveys.
7 Agency/Group/Organization Champions of Caring
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Agency/Group/Organization Type Services-Education
What section of the Plan was
addressed by Consultation? Non-Homeless Special Needs
How was the
Agency/Group/Organization
consulted and what are the
anticipated outcomes of the
consultation or areas for improved
coordination?
Each agency/group/organization was consulted via
survey, telephone and email. Data that was received by
the City was reviewed and incorporated into the
Consolidated Plan/Annual Action Plan. The City
believes that its methods of obtaining a robust
consultation was adequately met; but will increase its
outreach efforts in subsequent plans to include
conducting additional workshops, community meetings,
and targeted area surveys.

Agency/Group/Organization El Nido Family Centers
Agency/Group/Organization Type
Services - Children
Services - Homeless
Services - Employment
What section of the Plan was
addressed by Consultation?
Non-Homeless Special
Needs Economic
Development
Anti-poverty Strategy
8 How was the
Agency/Group/Organization
consulted and what are the
anticipated outcomes of the
consultation or areas for improved
coordination?
Each agency/group/organization was consulted via
survey, telephone and email. Data that was received by
the City was reviewed and incorporated into the
Consolidated Plan/Annual Action Plan. The City
believes that its methods of obtaining a robust
consultation was adequately met; but will increase its
outreach efforts in subsequent plans to include
conducting additional workshops, community meetings,
and targeted area
surveys.

Agency/Group/Organization Fair Housing Foundation
Agency/Group/Organization Type
Housing
Services - Housing
Service - Fair
Housing
9 What section of the Plan was
addressed by Consultation?
Housing Need
Assessment Public
Housing Needs
Non-Homeless Special Needs
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How was the
Agency/Group/Organization
consulted and what are the
anticipated outcomes of the
consultation or areas for improved
coordination?
Each agency/group/organization was consulted via
survey, telephone and email. Data that was received by
the City was reviewed and incorporated into the
Consolidated Plan/Annual Action Plan. The City
believes that its methods of obtaining a robust
consultation was adequately met; but will increase its
outreach efforts in subsequent plans to include
conducting additional workshops, community meetings,
and targeted area surveys.

Agency/Group/Organization Housing Rights Center
Agency/Group/Organization Type
Housing
Services - Housing
Service - Fair
Housing
What section of the Plan was
addressed by Consultation?
Housing Need
Assessment Public
Housing Needs
Non-Homeless Special Needs
10 How was the
Agency/Group/Organization
consulted and what are the
anticipated outcomes of the
consultation or areas for improved
coordination?
Each agency/group/organization was consulted via
survey, telephone and email. Data that was received by
the City was reviewed and incorporated into the
Consolidated Plan/Annual Action Plan. The City
believes that its methods of obtaining a robust
consultation was adequately met; but will increase its
outreach efforts in subsequent plans to include
conducting additional workshops, community meetings,
and targeted area surveys.

Agency/Group/Organization Los Angeles County Board of Supervisors Agency/Group/Organization Type
Agency – Managing Flood Prone Areas
Agency – Management of Public Land or Water
Resources Agency – Emergency Management
Other Government -
County Regional
Organization Planning
Organization
Civic Leaders
Business and Civic Leaders
11 What section of the Plan was
addressed by Consultation?
Housing Needs Assessment Public Housing Needs
Markey Analysis
Economic
Development Anti-
Poverty Strategy
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How was the
Agency/Group/Organization
consulted and what are the
anticipated outcomes of the
consultation or areas for improved
coordination?
Each agency/group/organization was consulted via
survey, telephone and email. Data that was received by
the City was reviewed and incorporated into the
Consolidated Plan/Annual Action Plan. The City
believes that its methods of obtaining a robust
consultation was adequately met; but will increase its
outreach efforts in subsequent plans to include
conducting additional workshops, community meetings,
and targeted area surveys.

Agency/Group/Organization Los Angeles County Development Authority Agency/Group/Organization Type
Housing
PHA
Services - Housing
Other Government - County Regional Organization
What section of the Plan was
addressed by Consultation?
Housing Need
Assessment Public
Housing Needs
12 How was the
Agency/Group/Organization
consulted and what are the
anticipated outcomes of the
consultation or areas for improved
coordination?
Each agency/group/organization was consulted via
survey, telephone and email. Data that was received by
the City was reviewed and incorporated into the
Consolidated Plan/Annual Action Plan. The City
believes that its methods of obtaining a robust
consultation was adequately met; but will increase its
outreach efforts in subsequent plans to include
conducting additional workshops, community meetings,
and targeted area surveys.

Agency/Group/Organization Los Angeles County Sheriff Department - Compton Agency/Group/Organization Type
Services – Victims
Publicly Funded Institution/System of
Care Other Government - County
What section of the Plan was
addressed by Consultation?
Non-Homeless Special
Needs Other – Public
Safety
13 How was the
Agency/Group/Organization
consulted and what are the
anticipated outcomes of the
consultation or areas for improved
coordination?
Each agency/group/organization was consulted via
survey, telephone and email. Data that was received by
the City was reviewed and incorporated into the
Consolidated Plan/Annual Action Plan. The City
believes that its methods of obtaining a robust
consultation was adequately met; but will increase its
outreach efforts in subsequent plans to include
conducting additional workshops, community meetings,
and targeted area surveys.
14 Agency/Group/Organization Neighborhood Housing Services (NHS) Annual Action Plan 17
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Agency/Group/Organization Type Housing
Services - Housing
What section of the Plan was
addressed by Consultation? Housing Need Assessment
How was the
Agency/Group/Organization
consulted and what are the
anticipated outcomes of the
consultation or areas for improved
coordination?
Each agency/group/organization was consulted via
survey, telephone and email. Data that was received by
the City was reviewed and incorporated into the
Consolidated Plan/Annual Action Plan. The City
believes that its methods of obtaining a robust
consultation was adequately met; but will increase its
outreach efforts in subsequent plans to include
conducting
additional workshops, community meetings, and
targeted area surveys.

Agency/Group/Organization Shields for Families
Agency/Group/Organization Type Services - Homeless
Child Welfare Agency
What section of the Plan was
addressed by Consultation?
Homelessness Strategy
Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homelessness Needs – Veterans
Homelessness Needs - Unaccompanied
youth
Non-Homeless Special Needs
15 How was the
Agency/Group/Organization
consulted and what are the
anticipated outcomes of the
consultation or areas for improved
coordination?
Each agency/group/organization was consulted via
survey, telephone and email. Data that was received by
the City was reviewed and incorporated into the
Consolidated Plan/Annual Action Plan. The City
believes that its methods of obtaining a robust
consultation was adequately met; but will increase its
outreach efforts in subsequent plans to include
conducting additional workshops, community meetings,
and targeted area surveys.

Agency/Group/Organization EntreNous Youth Empowerment Services, Inc.

Agency/Group/Organization Type Services - Children
Services - Employment
What section of the Plan was
addressed by Consultation?
Non-Homeless Special
Needs Economic
Development
16 How was the
Agency/Group/Organization
consulted and what are the
anticipated outcomes of the
consultation or areas for improved
coordination?
Each agency/group/organization was consulted via
survey, telephone and email. Data that was received by
the City was reviewed and incorporated into the
Consolidated Plan/Annual Action Plan. The City
believes that its methods of obtaining a robust
consultation was adequately met; but will increase its
outreach efforts in subsequent plans to include
conducting additional workshops, community meetings,
Annual Action Plan 18
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and targeted area
surveys.

Agency/Group/Organization Neighborhood Legal Services of Los Angeles County
Agency/Group/Organization Type Services - Victims
What section of the Plan was
addressed by Consultation? Non-Homeless Special Needs
17 How was the
Agency/Group/Organization
consulted and what are the
anticipated outcomes of the
consultation or areas for improved
coordination?
Each agency/group/organization was consulted via
survey, telephone and email. Data that was received by
the City was reviewed and incorporated into the
Consolidated Plan/Annual Action Plan. The City
believes that its methods of obtaining a robust
consultation was adequately met; but will increase its
outreach efforts in subsequent plans to include
conducting additional workshops, community meetings,
and targeted area surveys.

Agency/Group/Organization Children’s Dental Health Clinic Agency/Group/Organization Type Services-Children
What section of the Plan was
addressed by Consultation? Non-Homeless Special Needs
18 How was the
Agency/Group/Organization
consulted and what are the
anticipated outcomes of the
consultation or areas for improved
coordination?
Each agency/group/organization was consulted via
survey, telephone and email. Data that was received by
the City was reviewed and incorporated into the
Consolidated Plan/Annual Action Plan. The City
believes that its methods of obtaining a robust
consultation was adequately met; but will increase its
outreach efforts in subsequent plans to include
conducting additional workshops, community meetings,
and targeted area surveys.

Table 2 – Agencies, groups, organizations who participated Identify any Agency Types not consulted and provide rationale for not consulting The City did not exclude any agency type or agency during this process. For those agencies that believe they were not consulted with or would otherwise like to be included in consultation with the City is encouraged to contact the City’s Grants Division at (310) 605-5580.

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Other local/regional/state/federal planning efforts considered when preparing the Plan
Name of Plan Lead Organization How do the goals of your Strategic overlap with the goals of each plan?
Continuum of
Care
Los Angeles Homeless
Services Authority
(LAHSA)
Consistent with the goals of the CoC, the City
will provide support to nonprofits that meet the
social services needs of the City’s residents
with an emphasis on the homeless.

PHA Plan
Compton Housing
Authority
The housing goals and programs included in
the Strategic Plan are consistent with the
Compton Housing Authority’s PHA Plan.

Consistent with the PHA Plan, the City will
provide support to low- income individuals and
families with resources to promote personal,
economic, and social upward mobility to make
the transition from subsidized to non-subsidized
housing.

General Plan
Housing
Element
City of Compton
Planning and Economic
Development
Department
The housing goals and programs included in
the Strategic Plan are consistent with the
Compton Housing Element. Consistent with the
Housing Element, the City will enhance the
affordability of existing housing units through
homeownership assistance and promote fair
housing opportunities for all communities
regardless of sex, ethnic background, physical
condition, or family size.

Hazard
Mitigation Plan
City of Compton
Hazard Mitigation
Planning Team
The emergency mitigation goals and programs
included in the Strategic Plan are consistent
with the Compton Hazard Mitigation Plan.

Consistent with the Hazard Mitigation Plan, the
City will promote policies and procedures to
reduce loss of life and property, human
suffering, economic disruption, and disaster
costs as a result of national, state, and/or local
hazards.

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AP-12 Participation – 91.105, 91.200(c)

1. Summary of citizen participation process/Efforts made to broaden citizen participation
Summarize citizen participation process and how it impacted goal-setting Citizen participation is one of the most important components of the planning process.

During the preparation of the 2024-2025 Action Plan, the City encouraged citizens to participate and provide comments on the proposed uses of CDBG and HOME funds.

Participation was solicited through community meetings and public hearings. Participants received information regarding the Action Plan, HUD requirements, the amount of funding that the City anticipates receiving and how those funds may be utilized. Participants were given the opportunity to provide City staff with their input on the proposed funding allocations. Each of these efforts, including review of HUD Data and relevant policy documents, assisted the City in determining activities to undertake for the 2024-2025 program year.

In addition, a public comment/review period notice outlining the proposed use of funds for the 2024-2025 Action Plan was published in the Compton Bulletin on Wednesday, May 22, 2024, allowing a 30-day review/comment period to commence on May 22, 2024 through June 25, 2024. This notice was made in compliance with HUD guidelines and the City’s approved Citizen Participation Plan. Any comments received will be added during the public comment/review period. In addition, a public hearing was held on June 25, 2024, to receive public comment on the proposed 2024-2025 Action Plan and receive City Council action. Any comments received during the public hearing will be added to the plan.

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Citizen Participation Outreach
Field Description
Mode of Outreach Newspaper Ad
Target of Outreach Non-targeted/broad community
Summary of Response Newspaper ad published on May 22, 2024, in the Compton Bulletin announcing a public participation meeting to receive input on the preparation of the draft 2024-2025 Action Plan.

Summary of Comments
Received All comments will be summarized here.

Summary of Comments
Not Accepted and
Reasons
All comments will be accepted.
1 URL if Applicable Not Applicable
Mode of Outreach Public Meeting
Target of Outreach Non-targeted/broad community; Non-English Speaking - Specify other language: Spanish; Persons with Disabilities; Residents of Public and Assisted Housing
Summary of Response
The City conducted a public participation meeting on December 14, 2023 to request the public to participate in discussions concerning housing and community development needs, priority non-housing community development needs, the City’s proposed strategies and actions for affirmatively furthering fair housing, the development of proposed activities primarily for low- and-moderate income individuals and families, a review of program performance, and how the HUD program funds may be used to meet those needs during the 2024 -2025 program year.

Summary of Comments
Received
All comments received were reviewed, accepted, and included in the draft 2024-2025 Action Plan. Please see Appendix section for all comments received.

Summary of Comments
Not Accepted and
Reasons
All comments were accepted.
2 URL if Applicable Not Applicable
Mode of Outreach Newspaper Ad3
Target of Outreach Non-targeted/broad community
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Summary of Response
Newspaper ad published on May 22, 2024, in the Compton Bulletin announcing a public hearing to receive comment on the draft 2024-2025 Action Plan. The notice invited agencies, non-profits, and residents to review the draft document and provide comment. In addition,agencies, non-profits, and residents were invited to attend the public hearing to provide oral comments before the City Council on June 25, 2024.

Summary of Comments
Received All comments will be summarized here.

Summary of Comments
Not Accepted and
Reasons
All comments will be accepted.

URL if Applicable Not Applicable
Mode of Outreach Public Hearing
Target of Outreach Minorities, Non-English Speaking - Specify other language: Spanish; Persons with Disabilities, Non- Targeted/Broad Community; Residents of Public and Assisted Housing Summary of Response The City will conduct a public hearing on June 26, 2024 to receive comments from agencies, non-profits and residents regarding the 2024-2025 Action Plan prior to City Council action and submission to HUD.

Summary of Comments
Received All comments will be summarized here.

Summary of Comments
Not Accepted and
Reasons
All comments will be accepted.
4 URL if Applicable Not Applicable
Table 4 – Citizen Participation Outreach
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Expected Resources
AP-15 Expected Resources – 91.220(c)(1,2)
Introduction
The City of Compton receives CDBG and HOME entitlement funding and the Grants Division administers the funding for the City. The City of will receive $1,302,913 in CDBG funds and $446,886.47 in HOME funds to address community development and housing needs.

Anticipated Resources
Expected Amount Available Year 1
Program
Source
of
Funds
Uses of
Funds Annual
Allocation:

Program
Income:

Prior Year
Resources
:

Total:

Expected
Amount
Available
Remainder
of Con
Plan
Narrative Description
CDBG Public -
Federal
Admin and
Planning
Public
Improvements
Public
Services
$1,302,913 $0.00 $0.00 $1,302,913 $0
The primary objective of the CDBG
program is to provide decent
housing, a suitable living
environment, and expanded
economic opportunities principally
for low- and moderate-income
persons and neighborhoods. All
prior year funds are currently
committed to active projects.

HOME Public -
Federal
Admin and
Planning
Public
Improvements
Public
Services
$446,886.47 $0.00 $0.00 $446,886.4
7 $0
The intent of the HOME Program is
to provide decent affordable
housing to low-income households,
expand the capacity of nonprofit
housing providers, strengthen the
ability of state and local
governments to provide housing,
and leverage private sector
participation. All prior year funds
are currently committed to active
projects.

Table 5 - Expected Resources – Priority Table
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Explain how federal funds will leverage those additional resources (private, state and local funds), including a description of how matching requirements will be satisfied The City of Compton will use a combination of public, including City general fund, and private funding to carry out activities identified in this plan. During this Consolidated Plan period, the City will also seek additional funding streams which are consistent with the goals of the Consolidated Plan.

Community Development programs are funded with general funds and CDBG. In addition, the leveraged funding from private and non-federal public sources are as follows:
Federal Resources: Continuum of Care (CoC) Program, HUD Veterans Affairs supportive Housing (HUD-VASH), Supportive Housing for the Elderly (Section 202), Supportive Housing for Persons with Disabilities (Section 811), Housing Opportunities for Persons with AIDS (HOPWA), Youthbuild, Federal Low-Income Housing Tax Credit Program.
State Resources: State Low-Income Housing Tax Credit Program, Building Equity and Growth in Neighborhoods Program (BEGIN), CalHome Program, Multifamily Housing Program (MHP), Housing Related Parks Grant, CalHFA Single and Multi-Family Program, Mental Health Service Act (MHSA) Funding. Local Resources: Los Angeles Homeless Services Authority (LAHSA), Housing Authority of the County of Los Angeles (HACLA), Los Angeles County Community Development Commission (LACDC), Southern California Home Financing Authority (SCHFA) Funding.
Private Resources: Federal Home Loan Bank Affordable Housing Program (AHP), Community Reinvestment Act Programs, United Way Funding, Private Contributions.

Matching Requirements
CDBG: The CDBG program does not have a match requirement.

HOME: HUD requires HOME recipients to match 25 percent of their HOME annual allocation in accordance with 24 CFR

92.222. However, certain recipients, such as the City, receive a match reduction from HUD due to fiscal distress, severe fiscal distress or Presidential disaster declarations. The City has received a 100 percent match reduction from HUD, and therefore, is required to match 0 percent of HOME funds using non-federal funds.

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If appropriate, describe publicly owned land or property located within the jurisdiction that may be used to address the needs identified in the plan The City of Compton will use a combination of public, including City general fund, and private funding to carry out activities identified in this plan. During this Consolidated Plan period, the City will also seek additional funding streams which are consistent with the goals of the Consolidated Plan.

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Annual Goals and Objectives
AP-20 Annual Goals and Objectives
Goals Summary Information
Sort
Order Goal Name Start
Year
End
Year Category Geographic
Area
Needs
Addressed Funding Goal Outcome Indicator
1 Program Administration 2024 2025 Planning &
Administration Citywide Planning &
Administration
CDBG:
$260,582.60
HOME:
$44,688.60
Other: Admin 2
2 CDBG Public Service
Operating 2024 2025 Public Services Citywide Public Services CDBG:
$127,600.00
Public Service Activities other than
Low-Moderate Income Housing
Benefit
840 Persons Assisted
3 Public Facility &
Infrastructure 2024 2025
Non-Housing
Community
Development
Citywide
Public
Infrastructure &
Facility
Improvements
CDBG:
$250,000
Public Facility or Infrastructure
Activities other than Low/Moderate
Income Housing Benefit:
750 Persons Assisted
4 CDBG Economic
Development 2024 2025 Economic
Development Citywide Economic
Development
CDBG
$464,730.40
10 Business Assisted
100 Jobs created/retained
5 Provide Affordable
Housing Preservation 2024 2025 Affordable
Housing Citywide Affordable
Housing
CDBG:
$200,000.00
Homeowner Housing Rehabilitated
10 Units Assisted
6 Provide Affordable
Housing Opportunities 2024 2025 Affordable
Housing Citywide Affordable
Housing
HOME:
$402,179.82
Rental Units Constructed
1 Unit Constructed
Direct Financial Assistance to
Homebuyers
3 Homebuyers Assisted
Table 6 – Goals Summary
Goal Descriptions
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Sort
Order
Goal Name Goal Description
1 Program Administration
Provides for administration and planning activities to develop housing and community development strategies and programs needed to carry out actions that address identified needs in the Consolidated Plan in accordance with HUD regulations. 2 CDBG Public Service
Operating
CDBG funds will be used to provide low- and moderate- income families with a range of public services necessary to prevent homelessness, assist special needs groups, and alleviate the effects of poverty.
3 Public Facility &
Infrastructure
CDBG funds will be used to improve public facilities and infrastructure to benefit low- and moderate- income residents in primarily residential neighborhoods and those with disabilities who need ADA accessibility improvements.
4 CDBG Economic
Development
Provide for the economic development needs of low- and moderate-income persons and neighborhood target areas.
5 Provide Affordable
Housing Preservation
HOME funds will be used to provide financial assistance to eligible first-time homebuyers earning less than 80 percent of the Area Median Income. In addition, a minimum of 15 percent of the annual HOME allocation will be set aside for the development of affordable units through a City designated Community Housing Development Organization (CHDO).
6 Provide Affordable
Housing Opportunities
Funds will be used to provide for the sustainability of decent housing through the rehabilitation of housing units and conducting lead-based paint testing and abatement in an effort to preserve the quality of the City’s existing affordable housing stock occupied by low- and moderate-income households. Marketing efforts will be targeted to the Census Tracts containing concentrations of older housing stock built prior to 1980.

Estimate the number of extremely low-income, low-income, and moderate-income families to whom the Annual Action Plan 28
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jurisdiction will provide affordable housing as defined by HOME 91.315(b)(2) Based on the City’s goals to Provide Affordable Housing Opportunities and Provide Affordable Housing Preservation, the City anticipates serving 14 extremely low or low-income households with financial assistance towards purchasing their first home and/or rehabilitating their home. HOME assisted units shall meet the requirements of 24 CFR 92.254.

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Projects
AP-35 Projects – 91.220(d)
Introduction
To address the high priority needs identified in the Strategic Plan to the 2020-2024 Consolidated Plan, the City will invest CDBG and HOME funds in projects that address administration and planning, provide affordable housing opportunities and preservation, improve infrastructure and public facilities, and provide fair housing and public services.

Additional details are provided in Section AP-38.

Projects
# Project Name
1 Administration and Planning
2 CDBG Public Service Operating
3 Public Facility & Infrastructure
4 CDBG Economic Development
5 Provide Affordable Housing Preservation
6 Provide Affordable Housing Opportunities
Table 7 - Project Information
Describe the reasons for allocation priorities and any obstacles to addressing underserved needs
During the 2024-2025 program year, the City has allocated 80% of its CDBG and HOME funds to activities that benefit low-and-moderate income persons. The Park Improvement Project will take place in primarily residential CDBG eligible Census Tract/Block Groups, whereas all other activities will be available citywide.

The primary obstacles to meeting the unserved needs of low- and moderate-income people include lack of funding from federal, state and other local sources, the high cost of housing that is not affordable to low-income people and the lack of availability of home improvement financing in the private lending industry. To address these obstacles, the City is investing CDBG and HOME funds through the 2024-2025 Action Plan in activities that provide financial assistance to low- and moderate-income persons in purchasing their first home and rehabilitating their existing homes, projects that provide public and neighborhood services to low-and moderate-income people and those with special needs, and projects that prevent homelessness. To address underserved needs, the City is allocating 80 percent of its CDBG and 90 percent of its HOME investments for 2024-2025 (excluding Administration) to projects and activities that benefit low- and moderate- income people.

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AP-38 Project Summary
Project Summary Information
Project Name Administration and Planning
Target Area Citywide
Goals Supported Administration and Planning
Needs Addressed Administration and Planning
Funding CDBG: $260,582.60
HOME: $44,688.65
Description
Provides for administration and planning activities to develop housing and community development strategies and programs needed to carry out actions that address identified needs in the Consolidated Plan in accordance with HUD regulations.

Target Date
Estimate the number and
type of families that will
benefit from the proposed
activities
Other – 2
Location Description Citywide
1 Planned Activities CDBG Administration: Funds will be used to administer the City’s CDBG program.

HOME Administration: Funds will be used to administer the City’s HOME program.

Project Name CDBG Public Service Operating
Target Area Citywide
Goals Supported Public Services
Needs Addressed Public Services
Funding CDBG: $127,600
Description
CDBG June 30, 2025funds will be used to provide low- and moderate- income families with a range of public services necessary to prevent homelessness, assist special needs groups, and alleviate the effects of poverty.

Target Date June 30, 2025
Estimate the number and
type of families that will
benefit from the proposed
activities
840 Persons Assisted
2 Location Description Citywide
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Planned Activities
Community Legal Aid SoCal – Domestic Violence Prevention Program:

The proposed activity Community Legal Aid SoCal (CLA SoCal) will utilize 2024-2025 CDBG funding from the City of Compton to support its Domestic Violence Prevention Project (DVPP) at the Los Angeles County Superior Courthouse in Compton and to provide free civil legal services to survivors of domestic violence who reside in Compton. • Funding Amount - $20,000
• Goal Outcome Indicator – Public Service Activities other than Low- Moderate Income Housing Benefit
• Unit of Measures – 115 Persons Assisted
The Children’s Clinic – Health Care and Wellness Program:

Will provide comprehensive health care and wellness services including but not limited to pediatric and adult health care services, mental/behavioral health services, medically assisted treatment for substance misuse, oral health care and more. • Funding Amount - $35,000
• Goal Outcome Indicator – Public Service Activities other than Low- Moderate Income Housing Benefit
• Unit of Measures – 400 Persons Assisted
EntreNous Youth Empowerment Services Program:

Provide case management and counseling services to support students in developing the skills they need to succeed in school, work, family, and community involvement. • Funding Amount - $35,000
• Goal Outcome Indicator – Public Service Activities other than Low- Moderate Income Housing Benefit
• Unit of Measures – 112 Persons Assisted
Fair Housing Foundation:

CDBG funds will be used to affirmatively further fair housing choice through the provision of fair housing education, counseling, anti-discrimination and landlord-tenant mediation services. • Funding - $10,000
• Goal Outcome Indicator – Public Service Activities other than Low-Moderate Income Housing Benefit
• Unit of Measures – 120 Persons Assisted
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Champions of Caring
The proposed activity called Sharing Connections Through Family Literacy will address the learning losses due to adverse living conditions and the effect it has on academic achievement for students and families without shelter. The program’s goal is to provide interactive/hands-on learning experience in the core areas of math and language for students in transitional living arrangements.
• Funding - $12,600
• Goal Outcome Indicator – Public Service Activities other than Low-Moderate Income Housing Benefit
• Unit of Measures – 120 Persons Assisted
Unearth and Empower Communities
The proposed activity called the Compton Mural Project trains youth in mural design about Compton history, the importance of civic engagement, using authentic youth voices to impact community and what social justice can look like through the lens of visual art. Youth work with local artists, community activists and Compton officials to plan, design and paint murals in the community, activating youth voices, narratives, and perspectives. • Funding - $15,000
• Goal Outcome Indicator – Public Service Activities other than Low-Moderate Income Housing Benefit
• Unit of Measures – 60 Persons Assisted
Project Name Public Facility & Infrastructure
Target Area CDBG Low-and Moderate-Income Census Tract/Block Groups Goals Supported Infrastructure and Public Facilities
Needs Addressed Infrastructure and Public Facilities
Funding CDBG: $250,000
Description
CDBG funds will be used to improve public facilities and infrastructure to benefit low- and moderate-income residents in primarily residential neighborhoods and those with disabilities who need ADA accessibility improvements.

Target Date June 30, 2025
Estimate the number and
type of families that will
benefit from the proposed
activities
750 Persons Assisted
3 Location Description CDBG Low-and Moderate-Income Census Tract/Block Groups Annual Action Plan 33
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Planned Activities
Park Improvement Project: Complete project improvements including but not limited to playground equipment installation, picnic and shade structure installation, restroom improvements, path of travel improvements, and ADA accessible improvement in primarily low- and moderate-income residential parks.
• Funding Amount - $250,000
• Goal Outcome Indicator – Public Facility or Infrastructure Activities other than Low- Moderate Income Housing Benefit
• Unit of Measures – 750 Persons Assisted
Project Name CDBG Economic Development
Target Area CDBG Low-and Moderate-Income Census Tract/Block Groups Goals Supported Economic Development
Needs Addressed Economic Development
Funding CDBG: $464,730.40
Description Provide for the economic development needs of low- and moderate-income persons and neighborhood target areas.

Target Date June 30, 2025
Estimate the number and
type of families that will
benefit from the proposed
activities
100 LMI Persons Assisted
10 Businesses Assisted
Location Description Citywide
4 Planned Activities
Business Façade Program
To assist businesses with façade improvement funds throughout the City. • Funding Amount - $250,000
• Goal Outcome Indicator – Businesses Assisted
• Unit of Measures – 10 Business Assisted
Employment Training Program
To assist individuals with employment training opportunities throughout the City. • Funding Amount - $214,730.40
• Goal Outcome Indicator – Jobs created/retained
• Unit of Measures – 100 Jobs created/retained
Project Name Provide Affordable Housing Preservation
Target Area Citywide5
Goals Supported Affordable Housing
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Needs Addressed Affordable Housing
Funding CDBG: $200,000
Description
Funds will be used to provide for the sustainability of decent housing through the rehabilitation of housing units and conducting lead-based paint testing and abatement in an effort to preserve the quality of the City’s existing affordable housing stock occupied by low- and moderate-income households. Marketing efforts will be targeted to the Census Tracts containing concentrations of older housing stock built prior to 1980.

Target Date June 30, 2025
Estimate the number and
type of families that will
benefit from the proposed
activities
10 Households Housing Unit
Location Description Citywide
Planned Activities
Housing Rehabilitation Program:

Provide financial assistance to eligible single-family homeowners with the rehabilitation of their home.
• Funding Amount - $200,000
•Goal Outcome Indicator – Homeowner Housing Rehabilitated •Unit of Measure – 10 Household Housing Units Assisted
Project Name Provide Affordable Housing Opportunities
Target Area Citywide
Goals Supported Affordable Housing
Needs Addressed Affordable Housing
Funding HOME: $402,197.82
Description
HOME funds will be used to provide financial assistance to eligible first-time homebuyers earning less than 80 percent of the Area Median Income. In addition, a minimum of 15 percent of the annual HOME allocation will be set aside for the development of affordable units through a City designated Community Housing Development Organization (CHDO).

Target Date June 30, 2025
6 Estimate the number and
type of families that will
benefit from the proposed
activities
1 Households Housing Unit
3 Households Assisted
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Location Description Citywide
CHDO Reserve:

Funds will be used to provide to an eligible CHDO for the construction of affordable housing.
• Funding Amount - $67,032.97
• Goal Outcome Indicator – Rental Units Constructed
• Unit of Measure – 1 Household Housing Unit
First Time Homebuyer Program:

Provide financial assistance to eligible households with the purchase of their first home. • Funding Amount - $335,164.85
• Goal Outcome Indicator – Direct Financial Assistance to Homebuyers •Unit of Measure – 3 Households Assisted
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AP-50 Geographic Distribution – 91.220(f)
Description of the geographic areas of the entitlement (including areas of low- income and minority concentration) where assistance will be directed The City of Compton receives entitlement program funds directly from HUD to assist low and moderate-income residents in low-income census tracts throughout the City. This assistance will be carried out through its public service programs and public facility and infrastructure improvement projects outlined within this plan.

Geographic Distribution
Target Area Percentage of Funds
Citywide 80%
Table 8 - Geographic Distribution
Rationale for the priorities for allocating investments geographically The City of Compton covers just over 10 square miles, with many areas of concentrated poverty.

Geographic distribution of funding is based on the needs assessment and market analysis research conducted by the City of Compton during its 2020-2024 Consolidated Plan period. The City relies on widely accepted data such as the American Community Survey, HUD’s low- and moderate-income summary data, and Federal Financial Institutions Examinations Council’s (FFIEC) data to determine areas throughout the community with concentrations of low and moderate-income communities. The City intends to fund activities in areas most directly impacted by the needs of low- and moderate-income residents and those with other special needs.

Program resources are allocated citywide based on low-mod areas which often coincide with areas of minority concentration. The assignment of priority levels is primarily a result of input from public and private agencies responding to the City’s Housing and Community Development Needs Survey, consultation interviews, and statistical data compiled from the Needs Assessment.

Eligible activities that received a high priority level in the Consolidated Plan will be funded during the remaining five-year Consolidated Plan period.

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Affordable Housing
AP-55 Affordable Housing – 91.220(g)
Introduction
During the 2024-2025 program year, the City of Compton will address the needs of homeless, non-homeless, and special-needs households. The City will acquire property for affordable housing units and continue to leverage grant funds for the first-time homebuyer program.

One-Year Goals for the Number of Households to be Supported Homeless 0
Non-Homeless 5
Special-Needs 0
Total 5
Table 9 - One-Year Goals for Affordable Housing by Support Requirement One-Year Goals for the Number of Households Supported Through Rental Assistance 0
The Production of New Units 1
Rehab of Existing Units 0
Acquisition of Existing Units 4
Total 5
Table 10 - One-Year Goals for Affordable Housing by Support Type Discussion
Due to limited opportunities and funding available to provide affordable housing opportunities, the City of Compton will continue to seek new partnerships in the upcoming program year to address the affordable housing needs in the community. The following programs will receive funding to address those needs:

Affordable Housing
(HOME CHDO): Funds will be used by a nonprofit Community Housing Development Organization (CHDO) to provide affordable housing opportunities for low- and moderate-income households to become homeowners through new construction or acquisition/rehabilitation/resale. Approximately one (1) household will be assisted. The city is currently seeking a qualified CHDO. (HOME First-Time Homebuyer Program): The City will provide financial assistance to income-eligible first-time homebuyers through the First-Time Homebuyer Program. Approximately four (4) households will be assisted.

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AP-60 Public Housing – 91.220(h)
Introduction
HUD administers Federal aid to local public housing agencies (PHAs) that manage the housing for low-income residents at rents they can afford. Public housing was established to provide decent and safe rental housing for eligible low-income families, the elderly, and persons with disabilities. The Compton Housing Authority (CHA) administers public housing and homeless programs for the City, but it does not own or maintain any HUD public housing developments. The CHA administers the Housing Choice Voucher program, which provides rental subsidies to very low-income families for decent, safe, and sanitary housing. In addition to providing rental subsidies to eligible households, the CHA also strives to promote personal, economic and social upward mobility of its clients to help them become more financially independent through the Family Self-sufficiency Program (FSS).

The City of Compton also falls within the service area of the Los Angeles County Development Authority (LACDA), who administers HUD public housing developments within the City and also provides some Housing Choice Vouchers for Compton residents.

As of the 2024-2025 program year, the LACDA administers 1,979 Project-Based Vouchers (PBV)across 54 properties. The LACDA has 1,988 additional PBVs in the pipeline across 43 projects, which are expected to become operational over the next 3 years.

Approximately 477 of these PBVs were committed in CY 2022 through NOFA 27, and outside of the NOFA by way of a previous competition that allows the LACDA to issue PBVs in accordance with 24 CFR 983.51.

Actions planned during the next year to address the needs to public housing The City of Compton will continue to support the efforts of the Compton Housing Authority (CHA) and the Los Angeles County Development Authority (LACDA), to address the needs of public housing residents by offering down-payment assistance programs to eligible public housing residents. Both agencies are working to increase the stock of affordable housing for special needs populations who face increasing barriers trying to find housing in the area’s private rental market.

Actions to encourage public housing residents to become more involved in management and participate in homeownership
The city provides several resources and services for foreclosure prevention and counseling. All public housing tenants must attend and satisfactorily complete the pre- assistance homeownership and housing counseling program before receiving homeownership assistance. Topics reviewed during this pre-assistance counseling include but are not limited to home maintenance (including landscaping), budgeting, Annual Action Plan 39
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money management, credit counseling, price negotiation, financing, loan approvals, and fair housing laws. The City of Compton will allocate HOME funds for its First-Time Homebuyer Program during the 2024-2025 program year. The program anticipates assisting approximately four (4) households.

If the PHA is designated as troubled, describe the manner in which financial assistance will be provided or other assistance
According to HUD’s Public Housing Agency Score (PHAS), the LACDA Nueva Maravilla scored 93, and South Bay Gardens scored 91, which designates them as high performers and does not consider them troubled or poorly performing.

AP-65 Homeless and Other Special Needs Activities – 91.220(i) Introduction
This section describes the one-year goals and activities for the City of Compton in assessing and serving the needs for homeless persons and special needs populations.

The City’s homeless strategy collaboratively addresses the essential needs for homeless and other special needs populations. The goal is to invest in activities that lead people experiencing homelessness to permanent housing as quickly as possible while offering a variety of intervention options that provide options to address the different needs.

The City of Compton collaborates with the Continuum of Care providers to strengthen the homeless governance structure and ensure services are provided to these populations.

LAHSA is a joint powers authority of the City and County of Los Angeles and serves as the lead coordinating agency for the Los Angeles CoC. To facilitate planning and administration of services, LAHSA adopted eight regional Service Planning Areas (SPAs).

The City of Compton is part of SPA 6-South Lo Angeles.

Describe the jurisdictions one-year goals and actions for reducing and ending homelessness including
Reaching out to homeless persons (especially unsheltered persons) and assessing their individual needs
The City of Compton coordinates with the County Sheriff’s Department to ensure homeless persons and persons threatened with homelessness are referred to shelters and social service agencies. The City also supports the efforts of the LAHSA, CoC, and its member organizations that address homelessness throughout the County and, more specifically, in the Service Planning Area (SPA) 6. During the 2024-2025 program year, the City will use CDBG funds to support local service providers and city-run programs Annual Action Plan 40
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that provide outreach services and assessments to homeless individuals and families.

The Grants Management Division will continue to provide an inventory of homeless services and facilities along with telephone numbers and agency contacts to City staff that interface with the public and offer referrals to individuals seeking assistance.

Los Angeles County has an online homeless outreach portal known as LA-HOP, www.la- hop.org, for homeless outreach requests. Any person with a mobile phone or computer can use it, and it offers multiple languages. If you encounter someone on the street who needs help, log into the portal, type in a location, or use the icon to show where the person is and then describe the situation (the more detailed, the better). After the request is submitted, it is assigned to an outreach team that is dispatched to the designated area to assess the individual and provide them with available resources.

Addressing the emergency shelter and transitional housing needs of homeless persons
The City of Compton will continue its efforts to address the emergency shelter and transitional housing needs of homeless persons by collaborating with agencies that provide shelter for the homeless. The City has implemented a zoning ordinance, which allows for emergency shelters and transitional housing, with or without discretionary approval in the Overlay zone per State Law. The City allocates 15 percent of its annual CDBG allocation to provide public and supportive services for the homeless, low- and moderate-income residents, as well as those with special needs. Homeless supportive services may include emergency shelter, rent relief and utility subsidies, and emergency food distribution.

Helping homeless persons (especially chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth) make the transition to permanent housing and independent living, including shortening the period of time that individuals and families experience homelessness, facilitating access for homeless individuals and families to affordable housing units, and preventing individuals and families who were recently homeless from becoming homeless again.

As an active member of the CoC, the City of Compton will continue to support its priorities to reduce homelessness throughout the County and within the City of Compton. The city will use its federal funds to further its goals of reducing homelessness. When feasible, the City will use its CDBG and HOME funds to promote homeownership opportunities and preserve the supply of affordable housing. It will also use its CDBG funds to help income- eligible households access various social services (i.e., case management, health services, food subsidies, senior services, homeless prevention services, etc.) and assistance programs.

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The City will continue its efforts to help homeless persons make the transition to permanent housing and independent living by collaborating with agencies that provide shelter for the homeless. A housing first model that works to connect people as quickly as possible to permanent housing and the care and support they need to stabilize and improve their quality of life. The primary goals are to help people obtain permanent housing quickly, increase their self-sufficiency, and remain stable. The city will also provide referrals to public assistance programs offered by other agencies to aid in preventing the recently homeless from becoming homeless again.

Helping low-income individuals and families avoid becoming homeless, especially extremely low-income individuals and families and those who are: being discharged from publicly funded institutions and systems of care (such as health care facilities, mental health facilities, foster care and other youth facilities, and corrections programs and institutions); or, receiving assistance from public or private agencies that address housing, health, social services, employment, education, or youth needs.

The main need is to link people with available housing opportunities as quickly as possible and support them in accessing subsidies and increasing their income to help them sustain their housing long-term. The City of Compton nonprofits coordinate with hospitals, courts, and other institutions to coordinate and plan the discharge of persons experiencing homelessness. During the next program year, Compton will continue to:
Improve coordination between mental health, physical health, and criminal justice systems to identify people at risk of homelessness and link them with support to prevent them from becoming literally homeless after discharge. Work with the local and state Department of Children Services and support their efforts to expand services for youth in existing foster care. Assist in identifying available prevention programs and developing a gap analysis that allows us to create a homeless prevention plan in the coming years.

Discussion
The CoC is collaborating with various nonprofit and community organizations to fill the gap, including funding a local winter shelter. Additional funds have been infused into the community through Project Roomkey to provide families with emergency motel vouchers and provide households with rapid rehousing assistance. This is most exemplified by the conversion of the Compton Travel Plaza Inn, which converted its 41 rooms into temporary shelter for homeless families during the COVID-19 pandemic. While Project Roomkey is ending, the work it inspired continues. LAHSA is currently overseeing the operation of 1,112 of the Project Homekey units secured by the County. Those units currently provide Annual Action Plan 42
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shelter and permanent housing to people experiencing homelessness throughout Los Angeles County.

In addition, the City will coordinate with local hospitals regarding Senate Bill No. 1152, which requires each hospital to have a written discharge planning policy and process that requires that the appropriate arrangements for post-hospital care are made before discharge for those patients likely to suffer adverse health consequences upon discharge if there is no adequate discharge planning. The bill would require a hospital to document specified information before discharging a homeless patient. The bill would require a hospital to develop a written plan for coordinating services and referrals for homeless patients with the county behavioral health agency, health care and social service agencies in the region, health care providers, and nonprofit social service providers, as available, to assist with ensuring appropriate homeless patient discharge. The bill would also require a hospital to maintain a log of homeless patients discharged and the destinations to which they were released after discharge. The bill would specify how its provisions are to be construed in relation to local ordinances, codes, regulations, or orders related to the homeless patient discharge processes and would exempt state hospitals under the jurisdiction of the State Department of State Hospitals from its provisions. This bill would impose a state-mandated local program to prevent a crime as a result of violating these requirements.

AP-75 Barriers to affordable housing – 91.220(j)
Introduction:

This section of the plan explains whether the cost of housing or the incentives to develop, maintain, or improve affordable housing is affected by policies that may affect land and other property, zoning ordinances, building codes, growth limits, and policies that affect the return on residential investment. These issues are presented based on programmatic experience and previous analyses and were explored as part of the City of Compton’s most recent Analysis of Impediments to Fair Housing Choice. Barriers or impediments to fair housing choice are caused when the incentive to develop affordable housing is removed due to excessive development costs and/or the lack of community commitment.

As a result of these barriers, housing developments are rendered economically infeasible or not affordable to low- and moderate-income households. For low- and moderate- income households, finding and maintaining decent, affordable housing is difficult due to the high cost of housing in Compton and throughout Southern California in general.

The city’s population has remained stable over the past few years; however, the poverty rate has increased significantly, increasing the demand for more decent and affordable housing units. During the needs assessment, stakeholders revealed that a barrier to affordable housing exists due to a lack of monetary resources necessary to develop and Annual Action Plan 43
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sustain affordable housing. Public policy and community issues potentially affect the cost of all development projects through land use ordinances, fees, and development standards. Economic, social, and physical barriers may also limit many residents’ access to adequate housing. These factors disproportionately impact lower- and moderate- income households due to their limited resources for absorbing the costs.

Actions it planned to remove or ameliorate the negative effects of public policies that serve as barriers to affordable housing such as land use controls, tax policies affecting land, zoning ordinances, building codes, fees and charges, growth limitations, and policies affecting the return on residential investment The City is committed to maintaining and enhancing policies that increase equal housing opportunities for low-income families and minorities. The 2024-2025 Action Plan outlines the investment of a significant portion of HOME funds to provide homeownership assistance to low-to-moderate-income homebuyers. In addition, supportive services will be funded through the CDBG grant to support low- and moderate-income residents. To maintain the City's commitment to prevent barriers to affordable housing, the City of Compton will continue to:
Conduct public outreach regarding the availability of housing and housing assistance, including ensuring that programs are culturally competent, translating housing application materials into Spanish, and maintaining bilingual staff to assist applicants and clients who are not English proficient.
Maintain flexibility in zoning & building requirements when appropriate to allow for infill housing development.
Maintain an Affirmative Marketing Plan to directly market newly developed City- assisted housing units to minority groups least likely to apply to homeownership programs.
Meet with local lenders and home builders to encourage the use of non-traditional client loan qualifying and loan products to better serve the needs of homebuyer households with challenges that preclude conventional qualification. Support local Continuum of Care efforts for homeless populations and provide ongoing support and technical assistance.
Work with local agencies that provide financial case management & credit counseling.

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Review and, when applicable, revise the Fair Housing ordinance, which ensures that fair housing options are available to its citizens. Monitor city-sponsored projects for equal access & compliance with the Fair Housing Act.
Monitor code compliance to HQS and Fair Housing standards. Hold periodic Public Hearings providing information & requesting public comment on affordable and fair housing issues.
Work with local housing service providers to conduct homebuyer & homeowner education.

AP-85 Other Actions – 91.220(k)
Introduction:

This section details the City of Compton’s plans to ensure safe and affordable housing for its residents, as well as plans to meet underserved needs, reduce poverty, develop institutional structure, and enhance coordination between public and private sector housing and community development agencies.

Actions planned to address obstacles to meeting underserved needs The City of Compton will continue to work with its community partners to assist low—and moderate-income residents in meeting underserved needs, such as employment services, childcare, health services, substance abuse counseling and treatment, education programs, services for senior citizens, services for people experiencing homelessness, and fair housing training. The City is investing CDBG and HOME funds during the 2024-2025 Action Plan to support projects and activities that align with these goals.

Actions planned to foster and maintain affordable housing The City of Compton will continue to foster and maintain the current affordable housing stock by utilizing CDBG and HOME funding for owner-occupied rehabilitation and first- time homebuyer programs. The City will also expand its efforts to actively pursue other funding mechanisms and partnerships for the development of affordable housing to leverage limited public dollars.

Actions planned to reduce lead-based paint hazards
Pursuant to 24 CFR Part 35, all rental and homeowner dwelling units that wish to receive federal assistance and were built prior to 1978 are tested for lead-based paint. These Annual Action Plan 45
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tests consist of visual inspections, lead screens, and full assessments. Additionally, when properties test positive for LPB hazards, interim controls are performed, and LBP clearances are provided.

The City of Compton will continue to implement countermeasures to minimize exposure to lead-based paint hazards in existing housing built prior to 1978 through its city- administered housing program. The city will provide all rehab clients and potential clients with the “Lead-Based Paint” pamphlet that describes the hazards of lead-based paint.

Actions planned to reduce the number of poverty-level families Poverty continues to be a significant challenge in the City of Compton, Los Angeles County, and across the nation. To address this challenge, the city will continue to support activities that promote the availability of affordable housing and provide essential services that directly benefit low- and moderate-income residents. The projects funded through CDBG will address the city’s goals and focus on helping all low-income households improve their economic status and remain above poverty levels.

In addition to these local efforts, the State of California has programs that assist families in poverty. CalWORKS, CalFresh (formerly food stamps), and Medi-Cal provide individuals and families with employment assistance, subsidies for food, medical care, childcare, and cash payments to meet basic needs such as housing, nutrition, and transportation. The City will provide residents with information to access and learn about these programs.

Actions planned to develop institutional structure
Compton staff works throughout the year to increase institutional structure, both within the City and throughout our partner agencies. The Grants Management Division provides technical assistance to subrecipients and City departments on federal grant management requirements, Davis-Bacon and Section 3 requirements, financial management, recordkeeping, and other grant management procedures. Staff maintains contact with partner agencies throughout the year, offering referrals for funding and training opportunities where appropriate.

Actions planned to enhance coordination between public and private housing and social service agencies
The City of Compton is heavily invested in collaborations throughout the community and is seeking to partner with multiple service providers to provide affordable, safe, and decent housing. Collaboration with public agencies and service providers in the City of Annual Action Plan 46
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Compton will afford the opportunity to serve the needs of underserved residents better.

The City will also continue to further its initiative to leverage funding to increase opportunities for low- and moderate-income residents to receive necessary services and access affordable housing options. Actions that the City will undertake during the 2024- 2025 program year to enhance coordination between public and private housing, health, and social service agencies include:
•Working with the LAHSA to provide homeless shelter and services. •Coordination with LACDA to provide information about Section 8 Housing Choice Vouchers.
•Coordinating with the County of Los Angeles Health Department, Childhood Lead Poisoning Prevention Program (CLPPP) to provide information about lead-based paint hazards.
•Funding a contract for fair housing services to provide fair housing and landlord/tenant complaint intake and mediation services to the residents of the City.
•Following the City's adopted General Plan developed in collaboration with Los Angeles County.
•Consult with and invite the participation of a wide variety of agencies and organizations involved in the delivery of housing and supportive services to low- and moderate-income residents in the City, particularly the low- and moderate- income areas.

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Program Specific Requirements
AP-90 Program Specific Requirements – 91.220(l)(1,2,4)
Introduction:

The City of Compton will adhere to all HUD regulations concerning the use of program income and forms of investment, particularly the low—and moderate-income benefit requirements for the CDBG program and the recapture/resale requirements for the HOME program.

The City publishes Notices of Funding Availability (NOFA) annually to solicit applications from eligible agencies to carry out programs and activities for low-to-moderate-income residents with CDBG public service funds. The First-Time Homebuyer Program and Housing Rehabilitation Program funds are awarded on a first-come, first-served basis to eliminate favoritism. These programs are advertised via flyers, notification on the City’s website, cold calls, and, if necessary, publication in a newspaper of general circulation.

The City will also conduct various workshops as necessary to inform the community of current events and opportunities for funding.

Program guidelines and applications may be obtained in person at the City’s Grants Division, located on the first floor of City Hall, or on the City’s website. Prospective subrecipients, beneficiaries, and developers may obtain more information on the Compton Grants Division website at www.comptoncity.org.

Community Development Block Grant Program (CDBG)
Reference 24 CFR 91.220(l)(1)

1. The total amount of program income that will have been received before the start of the next program year and that has not yet been reprogrammed
$0.00

2. The amount of proceeds from section 108 loan guarantees that will be used during the year to address the priority needs and specific objectives identified in the grantee's strategic plan
$0.00

3. The amount of surplus funds from urban renewal settlements $0.00

4. The amount of any grant funds returned to the line of credit for which the planned use has not been included in a prior statement or plan. $0.00

5. The amount of income from float-funded activities $0.00 Total Program Income $0.00
Annual Action Plan 48
OMB Control No: 2506-0117 (exp. 09/30/2021)
Projects planned with all CDBG funds expected to be available during the year are identified in the Projects Table. The following identifies program income that is available for use that is included in projects to be carried out.

HOME Investment Partnership Program (HOME)
Reference 24 CFR 91.220(l)(2)

1. A description of other forms of investment being used beyond those identified in Section 92.205 is as follows:

The City of Compton will not use any other forms of investment beyond those identified in Section 92.205.

2. A description of the guidelines that will be used for resale or recapture of HOME funds when used for homebuyer activities, as required in 92.254, is as follows:

The City of Compton will incorporate a recapture requirement into written agreements and long-term affordability covenants as required by 24 CFR 92.254 for all implemented HOME-assisted homebuyer activities. The First Time Homebuyer Program incorporates a recapture provision in accordance with 24 CFR §92.254(a)(5)(ii), enabling the homebuyer to sell the property to any willing buyer during the period of affordability while the City can recapture, from net proceeds, all or a portion of the direct HOME subsidy provided, as specified herein. The recapture provision is included in the recorded Loan Agreement and the recorded Second Deed of Trust entered into by and between the City and the homebuyer for each HOME- assisted property. Net Proceeds are defined as the sales price minus superior loan repayment (other than HOME funds) and any closing costs. Under no circumstances can the City recapture more than is available from the net proceeds of the sale.

3. A description of the guidelines for resale or recapture that ensures the affordability of units acquired with HOME funds? See 24 CFR 92.254(a)(4) are as follows:

Direct HOME Subsidy is defined as the amount of HOME assistance that enables the homebuyer to buy the unit. This includes down payment, closing costs, interest subsidies, or other HOME assistance provided directly to the homebuyer. In addition, Other CDBG Requirements

1. The amount of urgent need activities $0.00

2. The estimated percentage of CDBG funds that will be used for activities that benefit persons of low and moderate income. Overall Benefit - A consecutive period of one, two or three years may be used to determine that a minimum overall benefit of 70% of CDBG funds is used to benefit persons of low and moderate income. Specify the years covered that include this APP. The City will meet this requirement over the 2024-2025 CDBG program year. $0.00
Annual Action Plan 49
OMB Control No: 2506-0117 (exp. 09/30/2021)
direct subsidy includes any assistance that reduces the purchase price from fair market value to an affordable price. If HOME funds are used for the cost of developing a property and the unit is sold below fair market value, the difference between the fair market value and the purchase price is considered to be directly attributable to the HOME subsidy. The City’s Direct HOME Subsidy to the homebuyer transaction is made in exchange for a 15-year period of affordability. The City shall recapture all or a portion of the Direct HOME Subsidy from available Net Proceeds if the property is sold, voluntarily or involuntarily, during the 15-year period of affordability or if the property is not used as the homebuyer’s principal residence.

The amount to be recaptured shall be calculated using the reduction method. Under this method, the entire Direct HOME Subsidy is due and payable at 100% within the first five (5) years. Commencing on the sixth (6th) year subsequent to property acquisition, ten percent (10%) of the Direct HOME Subsidy provided will be forgiven annually if the homebuyer continues to live in the subject property.

In the event of foreclosure or if the homebuyer deeds the property in lieu of foreclosure, no forgiveness will be provided, and the City shall recapture the entire amount of Direct HOME Subsidy from available net proceeds. If the net proceeds are not sufficient to recapture the full Direct HOME Subsidy, the recapture amount shall be the amount available from net proceeds.

4. Plans for using HOME funds to refinance existing debt secured by multifamily housing that is rehabilitated with HOME funds along with a description of the refinancing guidelines required that will be used under 24 CFR 92.206(b), are as follows:

The City of Compton does not intend to use HOME funds under the 2024-2025 Action Plan to refinance existing debt secured by multifamily housing that is rehabilitated with HOME funds.

5. If applicable to a planned HOME TBRA activity, a description of the preference for persons with special needs or disabilities. (See 24 CFR 92.209(c)(2)(i) and CFR

91.220(l)(2)(vii)).

Not applicable.

Annual Action Plan 50
OMB Control No: 2506-0117 (exp. 09/30/2021)

6. If applicable to a planned HOME TBRA activity, a description of how the preference for a specific category of individuals with disabilities (e.g. persons with HIV/AIDS or chronic mental illness) will narrow the gap in benefits and the preference is needed to narrow the gap in benefits and services received by such persons. (See 24 CFR

92.209(c)(2)(ii) and 91.220(l)(2)(vii)).

Not applicable.

7. If applicable, a description of any preference or limitation for rental housing projects. (See 24 CFR 92.253(d)(3) and CFR 91.220(l)(2)(vii)). Note: Preferences cannot be administered in a manner that limits the opportunities of persons on any basis prohibited by the laws listed under 24 CFR 5.105(a).

Not applicable.

July 16, 2024
TO: HONORABLE MAYOR AND COUNCIL MEMBERS
FROM: MUNICIPAL WATER DEPARTMENT
SUBJECT: A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF COMPTON

AUTHORIZING THE CITY MANAGER TO ISSUE A PURCHASE ORDER

TO CAMINO REAL CHEVROLET FOR THE PURCHASE AND

INSTALLATION OF ANCILLARY VEHICLE EQUIPMENT FOR THE
NEWLY PURCHASED 2024 CHEVROLET SILVERADO 2500 HD
VEHICLES (5) IN THE AMOUNT OF SIXTY-SIX THOUSAND FIVE
HUNDRED NINE DOLLARS AND FORTY-ONE CENTS ($66,509.41).

SUMMARY
Adoption of the attached resolution will authorize the City Manager to issue a purchase order to Camino Real Chevrolet for the purchase and installation of ancillary vehicle equipment (IML locks, Tommy Gate, Light Bars, iPad Mounting Brackets, City of Compton decals) for the newly purchased 2024 Chevrolet Silverado 2500 HD vehicles (5) in the amount of Sixty-Six Thousand Five Hundred Nine Dollars and Forty-One Cents ($66,509.41).

BACKGROUND
The City Council of the City of Compton approved Resolution 26,041 on May 14, 2024 that allowed the Compton Municipal Water Department (CMWD) to purchase five (5) new 2024 Chevrolet Silverado 2500 HD utility vehicles for its Fleet.

The Chevrolet Silverado 2500 HD utility trucks will need ancillary vehicle equipment to maximize vehicle usage which includes: IML locks, Tommy Gate, Light Bars, iPad Mounting Brackets, City of Compton decals and mud flaps.

STATEMENT OF THE ISSUE
The Compton Municipal Water Department (CMWD) recently purchased five (5) 2024 Chevrolet Silverado 2500 HD utility vehicles from Camino Real Chevrolet. In that, it is necessary to supply and install ancillary vehicle equipment relevant to the day to day operations of the vehicles.

Staff contacted qualified vendors for quotes to supply and install the ancillary vehicle equipment and the results are as follows:

11.11.11.11. Staff Report El Camino Real Ancillary Vehicle Equipment July 16, 2024
2 Vendor Equipment Cost
Camino Real Chevrolet
Monterey Park
IML Locks, Tommy Gate,
Light Bar, iPad Mounting
Brackets, City of Compton
decals
$65,759.41
($66,509.41 -*$750 mud
flaps listed on quote)
J & L Recreation
Vehicle
IML Locks, Tommy Gate,
Light Bar, iPad Mounting
Brackets, City of Compton
decals
$69,697.68
Marathon Industries
Santa Clarita
IML Locks, Tommy Gate,
Light Bar, iPad Mounting
Brackets, City of Compton
decals
$67,800.00
*Note: The Department will include the purchase of mud flaps for all five (5) vehicles at $750.00.

The Camino Real Chevrolet dealership was the lowest quote for ancillary vehicle equipment supplies and installation.

The Camino Real Chevrolet dealership has been in business since March of 1976, 48 years. It is a family-oriented business with three generations of the family working at the dealership. Camino Real Chevrolet is located in Monterey Park, California and it boasts of Trust and Integrity, Family Spirit and Award-Winning Service.

Selecting Camino Real Chevrolet dealership to supply and install the ancillary vehicle equipment ensures the following:
Competitive pricing
Properly sized and installed equipment
No charge for pick-up or delivery (vehicles purchased and located at the dealership) Dealership provided warranty for products and installation

FISCAL IMPACT
Funds are available for this expenditure in Account 5000-880-000-4333 (Automotive Equipment) in the amount of Sixty-Six Thousand Five Hundred Nine Dollars and Forty- One Cents ($66,509.41).

RECOMMENDATION
Staff recommends that the City Council adopt the attached Resolution.

Staff Report El Camino Real Ancillary Vehicle Equipment July 16, 2024
3 JOSE GARFIAS, INTERIM GENERAL MANAGER

COMPTON MUNICIPAL WATER DEPARTMENT
APPROVED FOR FORWARDING:

WILLIE A. HOPKINS

CITY MANAGER
RESOLUTION NO. _____________

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF COMPTON

AUTHORIZING THE CITY MANAGER TO ISSUE A PURCHASE ORDER TO

CAMINO REAL CHEVROLET FOR THE PURCHASE AND INSTALLATION OF ANCILLARY VEHICLE EQUIPMENT FOR THE NEWLY PURCHASED 2024 CHEVROLET SILVERADO 2500 HD VEHICLES (5) IN THE AMOUNT OF SIXTY-

SIX THOUSAND FIVE HUNDRED NINE DOLLARS AND FORTY-ONE CENTS ($66,509.41).

WHEREAS, the City Council of the City of Compton approved Resolution 26,041 on May 14, 2024 that allowed the Compton Municipal Water Department (CMWD) to purchase five (5) new 2024 Chevrolet Silverado 2500 HD utility vehicles for its Fleet; and WHEREAS, the Chevrolet Silverado 2500 HD utility trucks will need ancillary vehicle equipment to maximize vehicle usage which includes: IML locks, Tommy Gate, Light Bars, iPad Mounting Brackets, City of Compton decals and mud flaps; and WHEREAS, Staff contacted qualified vendors to supply and install the ancillary vehicle equipment and the results are as follows; and
Vendor Equipment Cost
Camino Real Chevrolet
Monterey Park
IML Locks, Tommy Gate,
Light Bar, iPad Mounting
Brackets, City of Compton
decals
$65,759.41
($66,509.41 -*$750 mud
flaps listed on quote)
J & L Recreation
Vehicle
IML Locks, Tommy Gate,
Light Bar, iPad Mounting
Brackets, City of Compton
decals
$69,697.68
Marathon Industries
Santa Clarita
IML Locks, Tommy Gate,
Light Bar, iPad Mounting
Brackets, City of Compton
decals
$67,800.00
*Note: The Department will include the purchase of mud flaps for all five (5) vehicles at $750.00.

WHEREAS, the Camino Real Chevrolet dealership was the lowest quote for ancillary vehicle equipment supplies and installation; and
WHEREAS, selecting Camino Real Chevrolet dealership to supply and install the ancillary vehicle equipment ensures the following:
Competitive pricing
Properly sized and installed equipment
No charge for pick-up or delivery (vehicles purchased and located at the dealership) Dealership provided warranty for products and installation WHEREAS, funds are available for this expenditure in Account 5000-880-000-4333 (Automotive Equipment) in the amount of Sixty-Six Thousand Five Hundred Nine Dollars and Forty- One Cents ($66,509.41).

RESOLUTION NO. ________________

Page 2 ends

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

Section 1.That the City Manager is hereby authorized to establish a purchase order for Camino Real Chevrolet for the purchase and installation of ancillary vehicle equipment in the amount of Sixty-Six Thousand Five Hundred Nine Dollars and Forty-One Cents ($66,509.41).

Section 2. That funds for these expenditures are available in the Municipal Water Department fiscal year 2024-2025 budget in Account No. 5000-880-000-4333 - Automotive Equipment in the amount of Sixty-Six Thousand Five Hundred Nine Dollars and Forty-One Cents ($66,509.41).

Section 3. That copies of this Resolution shall be filed in the offices of the City Manager, City Controller, City Clerk, City Attorney and the Municipal Water Department Section 4. That the Mayor shall sign and the City Clerk shall attest to the adoption of this Resolution.

ADOPTED this _____________ day of ______________, 2024. ________________________________

MAYOR OF THE CITY OF COMPTON
ATTEST:
____________________________________

CITY CLERK OF THE CITY OF COMPTON

STATE OF CALIFORNIA )
COUNTY OF LOS ANGELES ) ss

That said Resolution was adopted by the following vote, to wit:

AYES: COUNCIL MEMBERS-
NOES: COUNCIL MEMBERS-
ABSTAIN: COUNCIL MEMBERS-
ABSENT: COUNCIL MEMBERS-
____________________________________

CITY CLERK OF THE CITY OF COMPTON

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RESOLUTIONNO. 26.041 i
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OC COMPTON AMENDING THE2423.2024 FISCAL YEAR BUDGET TO TRANSFER FUNDS BETWEEN ACCOUNTS IN THE AMOUNT OF THREE HUNDRED SEVENTY THOUSAND DOLLARS ($37O,OOO) AND TO AUTHORIZE THE CITY MANAGER TO ISSUE A PURCHASE ORDER TO CAMiNO REAL CHEVROLET FOR THE PROCUREMENT OF FLEE'IiVEHICLES ]N THE AMOUNT OF THREE HUNDRED TWO THOUSAND NINE HUNDRED FIFTY.FIVE DOLLARS AND srxTY-FtvE cENTS ($302,9s5.6s)
WHEREAS, The City of Compton's fleet is aging with the majority of the vehicleshaving been in service for over 10 years; and WHEREAS, in addition to age, the vehicles have been determined to be inadequate to meet the current needs of the Municipal Water Department; pnd I
WHEREAS, staff recommends replacing five (5) Service t-jtitity Venictes with five (5) new 2024 Chevrolet 2500 HD Vehicles in the amount of Three Hundred Two Thousand Nine Hundred Fifty-five Dollars and Sixty-Five Cents (g302,955.65); and WHEREAS, these vehicles will be used in daily V/ater operations which may include:
water well repair, fire hydrant maintenance/inspection, water meter reading and other water operations; and
WHEREAS, the purchased vehicles will need additional funds allocated for ancillary vehicle equipment (light bars, lift gates, labeling, tow hitches, etc.) to meet the needs of the Department, and whereby these vendors will be identified at a later date; and WHEREAS, local govemments rely on the utilization of Fleet Management to control vehicle costs, increase work productivity, monitor fuel efficiency and to comply with the State of California clean energy regulations; and
WHEREAS, Fleet Management best practices involve:
i
. Timely removal and replacement of vehicles I
. Utilization of preventative maintenance services to redu[e costs . Enforcement of driver safety to increase vehicle life i
o Minimize risk and increase productivity with suitable woik vehicles WHEREAS, the Municipal Water Department (Department) currently verifies that there are thirty-two (32) vehicles in the Water Department Fleet, of this number, 27 vehicles are operable and 5 vehicles are permanently inoperable; and I
WHEREAS, the Department understands for maximum productivity, service work vehicles have an average life span of five (5) to ten (10) years, and it is imperative to be proactive and replace vehicles that have exceeded their work life expectancy; and WHEREAS, the Municipal Water Department pfans fJ reptace five (5) to six (6) vehicles in the Water Fleet over the next five years; and I
WHEREAS, the Water Department staff contacted three (3) local Chevrolet dealers to obtain quotes for the Chevrolet Silverado 2500 HD:
]
Dealer Vehicle I Cost
Victorville Chevrolet Chevrolet 2500 HD I $69.331.12
Sierra Chevrolet Chevrolet 2500 HD $69,061.20
Camino Real
Chevrolet
Chevrolet 2500 HD $60,591.13
Camino Real Chevrolet proved to be the lowest most
vehicles are in stock and ready for delivery.
responsive bid and claims that the
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RESOLUTION NO. 26,041

Page 2 ends

WHEREAS, the Municipal Water Department
recommendations are cost neutral and do not have a
2024 Fiscal Year Budget, and
WHEREAS, to appropriately allocate funds,
necessary:

Decrease B udget Account
o 5000-860-000-4734
lncrease Budget Account
I
has q balanced budget and thet'negatirte impact on the Cih/s 2023- i
tne Jttowing budget transfer is
l
Maintenance/Repair (Pump) $370,000.

I
o 5000-880-000-4333 Automotive Eq{ripment $370,000.

NOW, THEREFORE, THE CITY COUNCIL OF THE t'" O' COMPTON DOES HEREBYRESOLVEAS FOLLOWS:

I
I
Section 1. That the City Manager is hereby authorized to make the following budget amendments to the Municipat water Department 2023-2024 Fibcal year budget:

I
Decrease appropriations in expenditure account: j
o 5000-860-0AO-4734 Maintenance/Rbpair (pump) $370,000. lncrease appropriations in expenditure account: I
o 5000-880-000-4333 Automotive Eqrlipment $370,000.

Section 2. That a purchase order is hereby authorized [o be estaotished for Camino Real Chevrolet for the procurement of Service Utility Vehibles (5 Chevrolet Silverado 2500HD) in the amount of Three Hundred Two Thousand Nl4e Hundred Fifty-Five Dollars and Sixty-Five Cents ($302,955.65) from account S000-880-OOp-+SSs.

Section 3. That the purchased vehicles will use additior]al funds allocated to account 5000-880-000-4333 for ancillary vehicle equipment (light bars, lift gates, tow hitches, etc.) to meet the needs of the Departdrent.
i
Section 4. That funds for these expenditures will be avjilable in the Municipal Water Department fiscal year 2023-2024 budget in Account lto. SOOd-aeO-000-4333 - Automotive Equipment in the amount of rhree Hundred seventy Thousand Dollars ($3zo.0oo).

I
Section 5. That copies of this Resolution shall be fiflO in the offices of the City Manager, city controller, city clerk, city Attorney and the Munlcipal water Department I
Section 6. That the Mayor shall sign and the City Cte[ sfratt attest to the adoption of this Resolution. I
ADOPTED this 14Lh day of 14AY
MA OF THiE
I
RESOLUTION NO.

Page 3 ends

ATTEST:
26 ,041

STATE OF CALIFORNIA

COUNTY OF LOS ANGELES

CITY OF COI,IPTON
l, Vernell McDaniel, City Clerk of the City of Compton, hereby certify that the foregoing Resolution was adopted by the City Council of the City of Compton, signed by the Mayor and attested by the City Clerk at a regular meeting thereof held on the 14t.h day of MAY ,2024
That said Resolution was aclopted by the follor,^ring vote, to wit:

AYES: COUNCIL MEMBERS. DUHART, SPICER, BOWERS, DARDEN, SHARIF NOES: COUNCIL MEMBERS- NoNE
ABSTAIN: COUNCIL MEMBERS. NONE
ABSENT: COUNCIL MEMBERS- NoNE
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CITY OF COMPTON
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July 16, 2024
TO: HONORABLE MAYOR AND CITY COUNCIL MEMBERS
FROM: RISK MANAGEMENT
SUBJECT: A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF COMPTON

AUTHORIZING THE CITY MANAGER TO AMEND THE

PROFESSIONAL SERVICES AGREEMENT WITH DUDEK TO

PERFORM CONTINUED CORRECTIVE REMEDIATION SERVICES AT
FIRE STATION 1 (the “Site”) IN ACCORDANCE WITH DIRECTIVES OF

THE LOS ANGELES REGIONAL WATER QUALITY CONTROL BOARD
FOR A TWO YEAR CONTRACT (FY 23-24 AND FY 24-25)

SUMMARY
This Resolution authorizes the City Manager to amend the professional services agreement with and issue a purchase order in the amount of $900,000.00 divided between FY 23-24 and FY 24-25 to Dudek for performance of corrective action remediation services at Fire Station No. 1.

BACKGROUND
The City’s Fire Station No. 1, located at 201 South Acacia Avenue was found to have groundwater contaminated with petroleum products that apparently leaked from underground gasoline storage tanks that were used to refill fire trucks. Remediation has been taking place at Fire Station No. 1 since 1998, but more aggressive action was ordered by the Regional Water Board in 2010. Additional, actions including active remediation were ordered in 2021.

Staff solicited proposals from environmental engineering firms and Dudek was awarded a contract pursuant to Resolution No. 23,241, adopted by the City Council on November 9, 2010, to review existing data, evaluate the effectiveness of the existing remediation system and prepare a Remedial Action Plan (“RAP”) for submission and approval of the Regional Board.

Pursuant to Los Angeles Regional Water Quality Control Board’s Directives of March 24, 2016, December 2, 2016, June 18, 2019 and State Water Resources Control Board’s review of September 19, 2017 and April 15, 2021, City Council has passed Resolution Nos. 23,880; 24,545; 24,998, and 25,163, and 25,376 to continue and escalate remediation at Fire Station 1.

12.12.12.12.12.12.12.12.12.12. Staff Report – Resolution Authorizing Contract Amendment (7th) Dudek – Groundwater Remediation at Fire Station No. 1
July 16, 2024

Page 2 of 3 ends

STATEMENT OF THE ISSUE
Currently, there is a need to continue remediation at Fire Station 1 in accordance with the March 24, 2016, December 2, 2016, June 18, 2019, December 27, 2021 and April 18, 2022 Directives of the Los Angeles Regional Water Quality Control Board and September 19, 2017 and April 15, 2021 review issued by the State Water Resources Control Board requiring cleanup continue at the “Site” until it is free of contaminants.

Specifically, they have directed the City to provide the following:

A. Database management and upload of historical data requested by Regional Board, JET Meetings by State Quality Resources Control Board B. Install and conduct soil vapor extraction remediation for free product (assumes 12 month operation)
C. Six months free product removal with skimmers and manual bailing D. Continue annual and semi-annual events (four sampling events) E. Exploratory soil boring and well installation to further assess subsurface conditions south of the CFD property, hazardous waste removal, Almond Street free product removal
F. Almond Street Chemical Injections (assume one injection event, 13 monitoring events required by RWQCB WDR permit)
Dudek is intimately knowledgeable of and familiar with the remediation efforts and status of the subject site, thus retaining their services will assure critical continuity on the project. Additionally, Dudek has assisted the City in complying with the various and numerous directives issued by the Regional Board in a manner satisfactory to the City and, more importantly, the Regional Board.

FINANCIAL IMPACT
Dudek has estimated the cost of materials and time for the events as directed by the Regional Board to be:
a.$16,000.00 - Materials and time for database management and upload of Regional Water Quality Control Board’s historical data
b.$300,000.00 – Materials and time to install and conduct soil vapor extraction remediation for free product (6 months)
c.$48,000.00 – Materials and time to continue free product removal with skimmers and manual bailing (6 months)
d.$180,000.00 – Materials and time for the annual and semi-annual groundwater sampling and reporting (four sampling events) Staff Report – Resolution Authorizing Contract Amendment (7th) Dudek – Groundwater Remediation at Fire Station No. 1
July 16, 2024

Page 3 of 3 ends

e. $113,000.00 – Materials and time to perform exploratory soil boring and well installation to further assess subsurface conditions south of the CFD property, hazardous waste removal, and Almond Street free product removal f.$143,000.00 – Materials and time to perform Almond Street chemical injections. Task includes one injection event and 13 monitoring events required by the RWQCB WDR permit.
g.$100,000.00 –10% contingency to reserve for future RWQCB requirements during the contract period

Funds for this expenditure in the amount of $900,000.00 are requested for the Risk Management Account No. 1004-610-000-4266 for Fiscal Year 2023-2024 and Account No. 6400-570-000-4266 for Fiscal Year 2024-2025.

The City has recently been awarded a category “A-1” status from the Underground Storage Tank Cleanup Fund (USTCF). The City is still on par to receive reimbursement for some of these expenditures, on a priority basis from the USTCF.

ALTERNATIVE
No alternative is proposed at this time. Should Council decide not to authorize the contract amendment, the Regional Board may impose fines and the City may be exposed to protracted litigation regarding the possible groundwater contamination.

RECOMMENDATION
Staff recommends the adoption of the attached Resolution.

DESMOND FLETCHER

RISK MANAGER
WILLIE A. HOPKINS, JR.

CITY MANAGER
RESOLUTION NO. ___________

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF COMPTON

AUTHORIZING THE CITY MANAGER TO AMEND THE PROFESSIONAL

SERVICES AGREEMENT WITH DUDEK TO PERFORM CONTINUED
CORRECTIVE ACTION SERVICES AT FIRE STATION 1 (the “Site”) IN

ACCORDANCE WITH DIRECTIVES OF THE LOS ANGELES REGIONAL

WATER QUALITY CONTROL BOARD REGARDING REMEDIATION AT
COMPTON FIRE STATION NO.1 ($450,000.00 FY 23-24 AND $450,000 FY 24-25) WHEREAS,the City’s Fire Station No. 1, located at 201 South Acacia Avenue was found to have groundwater contaminated with petroleum products that apparently leaked from underground gasoline storage tanks that were used to refill fire trucks; and WHEREAS, currently, there is a need to continue clean-up efforts at the “Site” to continue to comply with the March 24, 2016, December 2, 2016, June 18, 2019, December 27, 2021 and April 18, 2022 directives from the Regional Board and the September 19, 2017 and April 15, 2021 review from the State Water Resources Control Board and Council Resolution Nos. 23,880; 24,545; 24,998, 25,163 and 25,376 as the “Site” does not yet meet groundwater media-specific criteria; and
WHEREAS,there is a need to amend the Agreement with the Consultant to revise the scope of services and provide continued services required by the March 24, 2016, December 2, 2016, June 18, 2019, December 27, 2021 and April 18, 2022 directives issued by the Regional Board and the September 19, 2017 and April 15, 2021 review from the State Water Resources Control Board and provide for additional compensation for such services to be rendered; and
WHEREAS, there is a need to adopt amendment number seven (7). Section 26 of the original agreement provides that the Agreement may be amended by a written document executed by both parties.

WHEREAS,funding for this expenditure will be available in the Fiscal Year 2023- 2024 and Fiscal Year 2024-2025 budgets.

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

Section 1.That the City Manager, on the advice and approval of the City Attorney, is hereby authorized to enter into a Seventh (7 th) amendment to the Professional Services Agreement with Dudek to perform continued remedial work at the “Site”, specified within the March 24, 2016, December 2, 2016, June 18, 2019, December 27, 2021 and April 18, 2022 directives of the Los Angeles Regional Water Quality Control Board and the September 19, 2017 and April 15, 2021 review from the State Water Resources Control Board regarding the continuing remediation efforts at the Compton Fire Station No. 1 location.

Section 2.That funding in the amount of $900,000.00 for this expenditure will become available in the Risk Management Account No. 1004-610-000-4266 for Fiscal Year 2023-2024 and Account No. 6400-570-000-4266 for Fiscal Year 2024-2025 budget.

RESOLUTION NO. _____________
PAGE 2
Section 3.That a purchase order is authorized to be established in the amount of ($450,000 FY 23-24 AND $450,000 FY 24-25 TOTAL) $900,000.00 on behalf of Dudek.

Section 4.That copies of this Resolution shall be filed in the offices of the City Manager, City Controller, City Clerk and City Attorney.

Section 5.That the Mayor shall sign and the City Clerk shall attest to the adoption of this Resolution.

ADOPTED this _______ day of ____________, 2024.
________________________________

CITY MANAGER OF THE CITY OF COMPTON
ATTEST:
____________________________________

CITY CLERK OF THE CITY OF COMPTON

STATE OF CALIFORNIA )
COUNTY OF LOS ANGELES ) ss

CITY OF COMPTON )
I, Vernell McDaniel, City Clerk of the City of Compton, hereby certify that the foregoing Resolution was adopted by the City Council of the City of Compton, signed by the City Manager and attested to by the City Clerk at a regular meeting thereof held on the _______ day of ________________, 2024.

That said Resolution was adopted by the following vote, to wit:

AYES: COUNCIL MEMBERS –
NOES: COUNCIL MEMBERS –
ABSTAIN: COUNCIL MEMBERS –
ABSENT: COUNCIL MEMBERS –
____________________________________

CITY CLERK OF THE CITY OF COMPTON

FOURTH AMENDMENT

PROFESSIONAL SERVICES AGREEMENT

BETWEEN

CITY OF COMPTON
AND
DUDEK
This FOURTH AMENDMENT is entered into by and between the CITY OF COMPTON, a municipal corporation of the State of California (hereinafter referred to as “CITY”) and DUDEK (hereinafter referred to as “CONSULTANT”).

WHEREAS, in accordance with a 2012 Regional Board directive, on December 3, 2013, the City Council adopted Resolution No. 23,880, which authorized the City Manager to enter into a first (1 st) amendment to the agreement with Dudek to continue conducting annual and semi-annual groundwater samplings, destruction of 6 vapor extraction wells and rehabilitation of 4 monitoring wells; and
WHEREAS, pursuant to further directives issued by the Regional Board on June 22, 2015, on December 22, 2015, the City Council adopted Resolution No. 24,266, approving a second (2 nd) amendment to the agreement authorizing Dudek to perform additional cleanup, continue semi-annual and annual event, in-situ chemical oxidation inspection, a Health and Safety Workplan and updated Remedial Action Plan; and WHEREAS, pursuant to further directives issued by the Regional Board, on March 28, 2017, the City Council adopted Resolution No. 24,545, approving a third (3 rd) amendment to the agreement authorizing Dudek to perform continued cleanup at the remediation site; more specifically, provide an updated RAP for free product removal and evaluation, monthly over-purge events, continued passive remediation/free product removal and evaluation from wells MW-3, MW-8 and MW-17, destruction/abandonment of 50 remediation wells and continue annual and semi-annual sampling; and WHEREAS, March 24, 2016 and December 2, 2016 directives from the Regional Board and the September 19, 2017 review from the State Water Resources Control Board (“SWRCB”) require continuance of the clean up efforts, in that the SWRCB report indicates that the site does not meet groundwater media-specific criteria; that the contaminant plume is not stable or deceasing based on an upward trend in contaminant Fourth Amendment to Professional Services Agreement – Dudek Environmental Remediation Services/Fire Station #1
Risk Management/City Attorney’s Office
(Resolution No. ______)
2 concentrations; that free product is present off-site; in addition to other continuing issues; and
WHEREAS, there is a need to amend the Agreement with the Consultant to revise the scope of services to provide for implementation of the additional services required by the March 24, 2016 and December 2, 2016 directives issued by the Regional Board and the September 19, 2017 review from the State Water Resources Control Board and provide for additional compensation for such services to be rendered; and WHEREAS, Section 26 of the original Agreement provides that the Agreement may be amended by a written document executed by both parties.

NOW, THEREFORE, the parties do hereby mutually agree to amend the Agreement as follows:

AMENDMENTS

1.The parties agree to amend Section 1 – Services to be Rendered by Consultant of the original Agreement to include the following additional services to be performed by the Consultant pursuant to the March 24, 2016 and December 2, 2016 directives of the Los Angeles Regional Water Quality Control Board and the September 19, 2017 review from the State Water Resources Control Board:
a. Database management and upload of historical data requested by Regional Board b. Monthly over-purge events for 12 months
c. Active remediation/free product removal from wells MW-3, MW-4, MW-8, MW-15, MW-16, MW-17 and MW-18 for 12 months
d. Continue annual (2) and semi-annual (1) events (sampling)

2.The parties agree to amend Section 2 – Duration of Contract of the original Agreement to revise the duration of the contract by adding the provision that Consultant has began performing the additional services as provided for within this Fourth (4 th) Amendment, retroactively as of July 1, 2018, and shall continue to perform said services in a diligent and professional manner until the work required by the March 24, 2016 and December 2, 2016, directives of the Los Angeles Regional Water Control Board and the September 19, 2017 review from the State Water Resources Control Board are completed, the authorized additional compensation is exhausted or the original Agreement or this Fourth (4th) Amendment is terminated, whichever occurs sooner.

3.The parties agree to amend Section 3 – Compensation of the original Agreement to revise the maximum amount of compensation payable to Consultant for services performed and completed pursuant to this Fourth (4 th) Amendment by adding that City agrees to pay and Consultant agrees to accept as full and complete compensation for satisfactory performance of all additional services performed by the Consultant pursuant to the provisions of this Fourth (4th) Amendment the following maximum sums:

Fourth Amendment to Professional Services Agreement – Dudek Environmental Remediation Services/Fire Station #1
Risk Management/City Attorney’s Office
(Resolution No. ______)
3 a. Materials and time for database management and upload of Regional Board’s historical data - $8,000.00
b. Monthly over-purge events - $48,000.00
c. Active remediation/free product removal from wells MW-3, MW-4, MW-8, MW- 15, MW-16, MW-17 and MW-18 - $84,000.00
d. Material and time for the annual and semi-annual events - $120,000.00

4.Except as provided for above, all other terms and conditions of the original Agreement and any amendments thereto between the City and the Consultant all remain in effect.

IN WITNESS WHEREOF, the authorized representatives of the parties have executed this FOURTH AMENDMENT to the above-identified PROFESSIONAL SERVICES AGREEMENT.

DUDEK/CONSULTANT
By ________________________________ Dated: ______________ Joseph Monaco, President

CITY OF COMPTON
Recommended for Approval:

By ________________________________ Dated: ______________ Monica Turner, Risk Manager
Risk Management/City Attorney’s Office
Approved by:

Dated: ________________ By ________________________________ Cecil Rhambo, Jr., City Manager
Fourth Amendment to Professional Services Agreement – Dudek Environmental Remediation Services/Fire Station #1
Risk Management/City Attorney’s Office
(Resolution No. ______)
4 Approved as to form:

By _______________________________ Dated: ___________________ Craig J. Cornwell, City Attorney
ATTEST:

Dated: __________________ By______________________________ Alita Godwin, City Clerk

SEVENTH AMENDMENT MULTI-YEAR

PROFESSIONAL SERVICES AGREEMENT

BETWEEN

CITY OF COMPTON
AND
DUDEK
This SEVENTH AMENDMENT is entered into by and between the CITY OF COMPTON, a municipal corporation of the State of California (hereinafter referred to as “CITY”) and DUDEK (hereinafter referred to as “CONSULTANT”).

RECITALS
WHEREAS, the City’s Fire Station No. 1, located at 201 South Acacia Avenue, Compton (the “Site”), was found to have groundwater contaminated with petroleum products that apparently leaked from underground gasoline storage tanks that were used to fuel the fire trucks; and
WHEREAS, currently, there is a need to continue clean up efforts at the “Site” and continue to comply with the March 24, 2016, December 2, 2016,June 18, 2019 and December 27, 2021 directives from the Regional Board and the September 19, 2017 and April 15, 2021 review from the State Water Resources Control Board (“SWRCB”) as the ”Site” does not yet meet groundwater media- specific criteria; that the contaminant plume is not stable or deceasing based on an upward trend in contaminant concentrations; that free product is present off- site and in accordance with subsequent Regional Board directives, City Council adopted Resolution Nos. 23,880, 24,545, 24,998, 25,163 and 25,367 to escalate remediation at Fire Station 1; and
WHEREAS, there is a need to amend the Agreement with the Consultant to revise the scope of services and provide continued services required by the March 24, 2016 ,December 2, 2016, June 18, 2019 and December 27, 2021 directives issued by the Regional Board and the September 19, 2017 and April 15, 2021 review from the State Water Resources Control Board and provide for additional compensation for such services to be rendered; and WHEREAS, Section 26 of the original Agreement provides that the Agreement may be amended by a written document executed by both parties.

NOW, THEREFORE, the parties do hereby mutually agree to amend the Agreement as follows:

Seventh Amendment to Professional Services Agreement – Dudek Environmental Remediation Services/Fire Station #1
Risk Management/City Attorney’s Office
(Resolution No. ______)
2 AMENDMENTS

1.The parties agree to amend Section 1 – Services to be Rendered by Consultant of the original Agreement to include the following continued services to be performed by the Consultant pursuant to the March 24, 2016, December 2, 2016, June 18, 2019 and December 27, 2021 directives of the Los Angeles Regional Water Quality Control Board and the September 19, 2017 and April 15, 2021 review from the State Water Resources Control Board:

1. Database management and upload of historical data requested by Regional Board

2. Prepare an Interim Remedial Action Plan for soil vapor extraction and oxidant injection

3. Continue annual and semi-annual events (two sampling events)

2.The parties agree to amend Section 3 – Duration of Contract of the original Agreement to revise the duration of the contract by adding the provision that Consultant shall continue to perform said services in a diligent and professional manner until the work required by the March 24, 2016, December 2, 2016, June 18, 2019, and December 27, 2021 directives of the Los Angeles Regional Water Control Board and the September 19, 2017 and April 15, 2021 review from the State Water Resources Control Board are completed, the authorized additional compensation is exhausted or the original Agreement or this Seventh (7th) Amendment is terminated, whichever occurs sooner.

3.The parties agree to amend Section 4 – Compensation of the original Agreement to revise the maximum amount of compensation payable to Consultant for services performed and completed pursuant to this Seventh (7 th) Amendment by adding that City agrees to pay and Consultant agrees to accept as full and complete compensation for satisfactory performance of all additional services performed by the Consultant pursuant to the provisions of this Seventh (7th) Amendment the maximum sum of Nine Hundred Thousand Dollars ($900,000.00), FY 23-24 AND FY 24-25 allocated as follows:
a.$16,000.00 - Materials and time for database management and upload of Regional Water Quality Control Board’s historical data b.$300,000.00 – Materials and time to install and conduct soil vapor extraction remediation for free product (6 months)
c.$48,000.00 – Materials and time to continue free product removal with skimmers and manual bailing (6 months)
d.$180,000.00 – Materials and time for the annual and semi-annual groundwater sampling and reporting (four sampling events) Seventh Amendment to Professional Services Agreement – Dudek Environmental Remediation Services/Fire Station #1
Risk Management/City Attorney’s Office
(Resolution No. ______)
3 e.$113,000.00 – Materials and time to perform exploratory soil boring and well installation to further assess subsurface conditions south of the CFD property, hazardous waste removal, and Almond Street free product removal
f.$143,000.00 – Materials and time to perform Almond Street chemical injections. Task includes one injection event and 13 monitoring events required by the RWQCB WDR permit.
g.$100,000.00 –10% contingency to reserve for future RWQCB requirements during the contract period

4.Except as provided for above, all other terms and conditions of the original Agreement and any amendments thereto between the City and the Consultant all remain in effect.

IN WITNESS WHEREOF, the authorized representatives of the parties have executed this SEVENTH AMENDMENT to the above-identified PROFESSIONAL SERVICES AGREEMENT.

DUDEK/CONSULTANT
By ________________________________ Dated: ______________ Joseph Monaco, President

CITY OF COMPTON
Approved by:

Dated: ________________ By ________________________________ Willie A. Hopkins, Jr., City Manager
Approved as to form:

Seventh Amendment to Professional Services Agreement – Dudek Environmental Remediation Services/Fire Station #1
Risk Management/City Attorney’s Office
(Resolution No. ______)
4 By _______________________________ Dated: ___________________ Eric J. Perrodin, City Attorney
ATTEST:

Dated: __________________ By______________________________ Vernell McDaniel, City Clerk
July 16, 2024
TO: MAYOR AND CITY COUNCIL MEMBERS
FROM: MUNICIPAL WATER DEPARTMENT
SUBJECT: A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF COMPTON AMENDING THE MUNICIPAL WATER DEPARTMENT’S ARPA FISCAL
YEAR 2024-2025 BUDGET, AUTHORIZE THE CITY MANAGER TO

ACCEPT THE PROPOSAL SUBMITTED BY ENTERPRISE

AUTOMATION, ENTER INTO A THREE-YEAR SERVICE AGREEMENT

AND TO ISSUE A PURCHASE ORDER TO ENTERPRISE AUTOMATION

COMPANY FOR THE UPGRADE TO THE SUPERVISORY CONTROL

AND DATA ACQUISITION (SCADA) SYSTEM IN AN AMOUNT NOT TO

EXCEED ONE MILLION ONE HUNDRED THOUSAND FOUR ONE
HUNDRED FIVE DOLLARS ($1,104,105).

SUMMARY
Adoption of this resolution will authorize the City Manager to enter into a three-year service agreement, authorize an amendment to the Fiscal Year 2024-2025 Water Department Budget, and to issue a purchase order to Enterprise Automation company for the upgrade to the Supervisory Control and Data Acquisition (SCADA) system in an amount not to exceed One Million One Hundred Four Thousand One Hundred Five Dollars ($1,104,105).

BACKGROUND
Supervisory Control and Data Acquisition (SCADA) system is used to monitor every stage of the water treatment process, and it provides real-time information for analysis. The SCADA system can monitor water tank levels, chemical levels, ultraviolet intensity, and environmental conditions, as well as pumps, valves and filters.

The SCADA systems automates operational aspects of water operations so that water systems can be managed remotely through a central station located at the Water Operations Yard. In addition, it provides security benefits required pursuant to the American Water Infrastructure Act, as it gives water facilities the opportunity to react quickly to alarms and events that can be vital for water plant operations and security.

Overall, the SCADA system helps Water systems to optimize production and controls according to regulations within the industry.

13.13.13.13.13. Staff Report – Supervisory Control and Data Acquisition System Upgrade July 16, 2024, Page 2

STATEMENT OF THE ISSUE
The SCADA system currently in use at the City of Compton Yard has an old workstation that consists of servers, Windows 7 operating software and Ignition 7.8.5 SCADA software. The SCADA system relies on a radio communication network that is comprised of multiple wells, reservoir site, Metropolitan Water District (MWD) valve vaults and Pump stations.

The existing SCADA system is aging, and its reliability decreasing. This could adversely impact The City of Compton Water Department’s operations. The current radio system 900MHZ, GE MDS radio and the Modicon M340 PLCs were installed years ago.

This upgrade includes hardware replacement (parts) and software upgrade for field sites such as the well sites, reservoir and MWD connection vaults. The upgrade will improve the functionality and reliably of the SCADA system overall.

The City of Compton Municipal Water Department’s advertised a Request for Proposal (RFP) to qualified SCADA integrators on May 15, 2024 to seek the costs to upgrade to the SCADA system. The following responses were received on May 29, 2024:

Vendor Amount Rating
Control Automation Design $1,773,708.87 80% Cost 3 Years Enterprise Automation $1,104,105 95.6% Cost 3 Years
ProUsys $240,000 77% Cost 3 Years
SOAP Engineering $2,296,944. 79% Cost 3 Years
Even though ProUsys was the lowest bidder for this project at $240,000 for 3 years, the company failed to meet the criteria outlined in the Request for Proposal.

Enterprise Automation asserts that they are a trusted resource in providing controls system guidance design, implementation and support for 25 years. Their tagline is “Nothing Leaves Enterprise Untested”, which represents Enterprise Automation’s dedicated focus to getting things done right the first time.

Enterprise Automation submitted a detailed comprehensive bid that addressed “Scope of Work” as described in the Request for Proposal – Supervisory Control and Data Acquisition System Upgrade.
Proposal outlines work to be done over the contractual three-year period. The Company is conveniently located approximately 36 miles from the City. Proposal waives a normally charged $12,000/year for as needed support because of the volume of work to be done on the City’s SCADA system. Proposal includes the most mentioned completed SCADA upgrades with nearby cities/water districts; City of Fresno, City of San Mateo, South Coast Water District, Golden State Water Company and Carlsbad Water District.

Staff Report – Supervisory Control and Data Acquisition System Upgrade July 16, 2024, Page 3
Clients highly recommend their services.
Cost includes SCADA Upgrade, As Needed Support for Years 1,2, and 3.

FISCAL IMPACT
Note: In accordance with the Drinking Water State Revolving Fund Eligibility Handbook, this expense is eligible for American Rescue Plan Act (ARPA) funding under the following provision:

Examples of Other Capital Projects
Large capital purchases, such as
Supervisory Control and Data Acquisition (SCADA) systems.

The following budget amendments are necessary in order to open the purchase order and pay the contract for the Supervisory Control and Data Acquisition System Upgrade.

The amendments will not affect the balanced budget for Fiscal Year 2024-2025:
Appropriations shall come from ARPA Fund Balance, Fund 2810 which has sufficient funds to pay for this expenditure. Increase Appropriations in Budget Account
2810-860-009-4222 Computer Software $ 1,104,105.

Funds in the amount of One Million One Hundred Four Thousand One Hundred Five Dollars ($1,104,105) shall be available in the Compton Municipal Water Department’s Fiscal Year 2024-2025 budget in Account No. 2810-860-009-4222, and shall cover services for Fiscal Years 2024-2025, 2025-2026 and 2026-2027. Payments to the vendor shall be expended no later than December 31, 2026.

RECOMMENDATION
Staff recommends that Council adopt this resolution.

JOSE GARFIAS, INTERIM GENERAL MANAGER

GENERAL MANAGER

MUNICIPAL WATER DEPARTMENT
APPROVED FOR FORWARDING:

Staff Report – Supervisory Control and Data Acquisition System Upgrade July 16, 2024, Page 4
WILLIE A. HOPKINS

CITY MANGER
RESOLUTION NO. ___________

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF COMPTON AMENDING THE MUNICIPAL WATER DEPARTMENT’S ARPA FISCAL YEAR 2024-2025

BUDGET, AUTHORIZE THE CITY MANAGER TO ACCEPT THE PROPOSAL

SUBMITTED BY ENTERPRISE AUTOMATION, ENTER INTO A THREE-YEAR

SERVICE AGREEMENT AND TO ISSUE A PURCHASE ORDER TO ENTERPRISE

AUTOMATION COMPANY FOR THE UPGRADE TO THE SUPERVISORY

CONTROL AND DATA ACQUISITION (SCADA) SYSTEM IN AN AMOUNT NOT TO

EXCEED ONE MILLION ONE HUNDRED THOUSAND FOUR ONE HUNDRED FIVE DOLLARS ($1,104,105).

WHEREAS, the Supervisory Control and Data Acquisition (SCADA) system is used to monitor every stage of the water treatment process, and it provides real-time information for analysis; and
WHEREAS, the SCADA system can monitor water tank levels, chemical levels, ultraviolet intensity, and environmental conditions, as well as pumps, valves and filters; and WHEREAS the SCADA systems automates operational aspects of water operations so that water systems can be managed remotely through a central station located at the Water Operations Yard; and
WHEREAS, it provides security benefits required pursuant to the American Water Infrastructure Act, as it gives water facilities the opportunity to react quickly to alarms and events that can be vital for water plant operations and security; and WHEREAS, the SCADA system currently in use at the City of Compton Yard has an old workstation that consists of servers, Windows 7 operating software and Ignition 7.8.5 SCADA software; and
WHEREAS, the SCADA system relies on a radio communication network that is comprised of multiple wells, reservoir site, Metropolitan Water District (MWD) valve vaults and Pump stations; and
WHEREAS, the existing SCADA system is aging, and its reliability decreasing, this could adversely impact The City of Compton Water Department’s operations; and WHEREAS, The City of Compton Municipal Water Department’s advertised a Request for Proposal (RFP) to qualified SCADA integrators on May 15, 2024 to seek the costs to upgrade to the SCADA system.

WHEREAS, the following responses were received on May 29, 2024:

Vendor Amount Rating
Control Automation Design $1,773,708.87 80% Cost 3 Years Enterprise Automation $1,104,105 95.6% Cost 3 Years
ProUsys $240,000 77% Cost 3 Years
SOAP Engineering $2,296,944 79% Cost 3 Years
Even though ProUsys was the lowest bidder for this project at $240,000 for 3 years, the company failed to meet the criteria outlined in the Request for Proposal.

WHEREAS, Municipal Water Department staff thoroughly evaluated all proposals submitted and found in their opinion Enterprise Automation (Rating Score 95.6%) to be the most responsive bidder of the RFP – Supervisory Control and Data Acquisition System Upgrade: and
Resolution No.________________

Page 2 ends

WHEREAS, Enterprise Automation submitted a detailed comprehensive bid that addressed “Scope of Work” as described in the Request for Proposal – Supervisory Control and Data Acquisition System Upgrade.
Proposal outlines work to be done over the contractual three-year period. The Company is conveniently located approximately 36 miles from the City. Proposal waives a normally charged $12,000/year for as needed support because of the volume of work to be done on the City’s SCADA system. Proposal includes the most mentioned completed SCADA upgrades with nearby cities/water districts; City of Fresno, City of San Mateo, South Coast Water District, Golden State Water Company and Carlsbad Water District. Clients highly recommend their services.
Cost includes SCADA Upgrade, As Needed Support for Years 1,2, and 3.

WHEREAS, in accordance with the Drinking Water State Revolving Fund Eligibility Handbook, this expense is eligible for American Rescue Plan Act (ARPA) funding under the following provision:

Examples of Other Capital Projects
Large capital purchases, such as
Supervisory Control and Data Acquisition (SCADA) systems.

WHEREAS, the following budget transactions are necessary in order to transfer funds between ARPA accounts to pay the contract for the Supervisory Control and Data Acquisition System Upgrade.

The amendments will not affect the balanced budget for Fiscal Year 2024-2025:

The following budget amendments are necessary in order to open the purchase order and pay the contract for the Supervisory Control and Data Acquisition System Upgrade.

The amendments will not affect the balanced budget for Fiscal Year 2024-2025:
Appropriations shall come from ARPA Fund Balance, Fund 2810 which has sufficient funds to pay for this expenditure.
Increase Appropriations in Budget Account
2810-860-009-4222 Computer Software $ 1,104,105.

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

Section 1.That the City Manager is hereby authorized to amend the Municipal Water Department’s ARPA Fiscal Year 2024-2025 Budget as follows:
Appropriations shall come from ARPA Fund Balance, Fund 2810 which has sufficient funds to pay for this expenditure.
Increase Appropriations in Budget Account
2810-860-009-4222 Computer Software $ 1,104,105.

Resolution No.________________

Page 3 ends

Section 2. That the City Manager is hereby authorized to accept the proposal submitted by Enterprise Automation from the Request for Proposal released on May 15,2024 for the Supervisory Control and Data Automation (SCADA) System Upgrade.

Section 3. That the City Manager is hereby authorized to enter into a three-year contract with Enterprise Automation for the Supervisory Control and Data Automation (SCADA) System Upgrade for fiscal years 2024-2025, 2025-2026 and 2026-2027.

Section 4. That the City Manager is hereby authorized to establish a purchase order for Enterprise Automation in the amount of One Million One Hundred Four Thousand One Hundred Five Thousand Dollars ($1,104,105.) from Account number 2810-860-009- 4222 Computer Software,$ 1,104,105.

Section 5.That copies of this Resolution shall be filed in the offices of the City Manager, City Controller, City Clerk, City Attorney and the Municipal Water Department.

Section 6.That the Mayor shall sign and the City Clerk shall attest to the adoption of this Resolution.

ADOPTED this _____________ day of ______________, 2024. ________________________________

MAYOR OF THE CITY OF COMPTON
ATTEST:
____________________________________

CITY CLERK OF THE CITY OF COMPTON

STATE OF CALIFORNIA )
COUNTY OF LOS ANGELES ) ss

That said Resolution was adopted by the following vote, to wit:

AYES: COUNCIL MEMBERS-
NOES: COUNCIL MEMBERS-
ABSTAIN: COUNCIL MEMBERS-
ABSENT: COUNCIL MEMBERS-
____________________________________

CITY CLERK OF THE CITY OF COMPTON

Proposal Response for:

Supervisory Control and Data Acquisition
(SCADA) System Upgrade
v.1.0.0
EA PROJECT NUMBER: EA24COC192

Prepared for: City of Compton
On: May 29, 2024

Prepared by:

Alex Stipe
Sales Manager
Marshall McElroy
Automation Sales Representative
McKenna Anderson
Automation Sales Associate

Subject: Supervisory Control and Data Acquisition (SCADA) System Upgrade
Attention: Jose Garfias
Thank you for allowing us to present the following response to the City of Compton’s (the City) Request for Proposals (RFP) for the Supervisory Control and Data Acquisition (SCADA) System Upgrade Project.

As we understand it, the City is seeking a long -term partnership with a qualified consultant to provide both as needed urgent support and project -based SCADA design, implementation, and consultation services.

The City’s near-term goal is to reduce the imminent risk of a SCADA failure by:

1. Migrating to a secure and redundant server configuration

2. Upgrading to the latest version of Ignition

3. Establish a reliable and responsive technical support protocol for both urgent needs and future projects
Enterprise Automation (EA) has a proven track record of providing these services of a quality and consistency that meet and exceed those required by the RFP.

Through this project, not only will we address the immediate need to stabilize and remediate the Ignition SCADA system, but we will also help the City assess and fully document all aspects of the Operational Technology (OT) platform to identify key weaknesses and areas for improvement. This includes PLC programming, standardization, cybersecurity, networking, and data aggregation and analysis.

We are uniquely qualified to serve the City because:

1. We have successfully completed hundreds of municipal SCADA integration projects and over two dozen complete SCADA upgrade and replacement projects.

2. Our extensive staff of 55+ is less than 40 miles away from the City and can be on-site quickly.

3. We are among the most certified integrators in California in the City’s technologies:
a. Ignition Gold Certified
b. Schneider Electric Master Alliance Partners
c. Control System Integrators Association Certified

4. We have the backing of the globally recognized, award -winning design consulting firm Tetra Tech and can embed their specialists (cyber, process, etc.) on our project teams without additional contracts .

5. We specialize in multi- year urgent and as -needed SCADA services, which we’ve provided to over 25 municipalities.

We appreciate your review of our proposal and consideration of Enterprise Automation as your trusted partner. As the Sales Manager, I hereby submit this RFP response, inclusive of this proposal and separate, sealed estimate, both of which are valid for 90 days.

Sincerely, On behalf of,

Alex Stipe Luke Stephenson
Sales Manager Business Operations VP

SCADA System Upgrade RFP Response
EA Project Number: EA24COC192, v1.0.0

9050 Irvine Center Drive, Irvine CA 92618 USA
Tel 949-769-6000 Fax 949-769-6005
www.eaintegrator.com
RFP Response
Table of Contents
Page Number: 1 of 1

Table of Contents
Table of Contents .............................................................................................................................................. 1

1. Company Overview ................................................................................................................................... 1

1.1 Tetra Tech .......................................................................................................................................... 1

1.2 Our Services ....................................................................................................................................... 2

1.3 Certifications ..................................................................................................................................... 3

1.4 Our Clients .......................................................................................................................................... 4

2. Project Experiences .................................................................................................................................. 5

3. References .............................................................................................................................................. 10

3.1 Sweetwater Authority ................................................................................................................... 10

3.2 Encina Wastewater Authority ...................................................................................................... 10

3.3 City of Huntington Beach ............................................................................................................. 10

4. Approach to Work .................................................................................................................................. 11

4.1 New Client Initiation ...................................................................................................................... 11

4.2 SCADA Upgrade ............................................................................................................................. 13

4.3 As Needed and Urgent SCADA Integration Support ............................................................... 14

4.4 Project Management Systems and Processing ...................................................................... 15

4.5 Quality Assurance and Quality Control ...................................................................................... 17 Appendix A: Scope of Work .......................................................................................................................... 18 Appendix B: Schedule .................................................................................................................................... 19 Appendix C: Example Support Contract ..................................................................................................... 20 SCADA System Upgrade RFP Response
EA Project Number: EA24COC192, v1.0.0

9050 Irvine Center Drive, Irvine CA 92618 USA
Tel 949-769-6000 Fax 949-769-6005
www.eaintegrator.com
RFP Response
Company Overview
Page Number: 1 of 20

1. Company Overview
Enterprise Automation (EA) is a full-service integration and automation consulting firm located in Irvine, California. Since our humble beginnings and 3-person staff, over the past 25 years we have grown to over 50 individuals, the majority of whom are full-time, degreed engineers working from our local headquarters in Irvine, CA (about 40 miles from the City). Additionally, we have recently opened an office in Phoenix, AZ.

EA serves a variety of process-driven industries but specializes in systems that monitor and control the treatment, distribution, and storage of water and wastewater.

We focus on providing relationship-based and client -centric integration and on -call services, and our traditional systems integration services (including upgrading, maintain ing, and replacing SCADA and PLC systems ) are complemented by a suite of consulting services including but not limited to SCADA and OT network audits, master planning, cybersecurity, and budget management.

We have the experience, project management systems, and bandwidth to complete various projects/task orders in parallel and on an as -needed, on -call basis and have a long history of designing and implementing SCADA platforms and PLC hardware that provide lasting value, are easy to maintain, and experience little unexpected downtime.

1.1 Tetra Tech
Tetra Tech is a global leading provider of water-focused consulting and engineering services and has over 50 years of experience in the engineering industry. EA was acquired by Tetra Tech in 2021 and has since operated as a member of their Infrastructure East West (IEW) group, which provides architectural, engineering, and construction management services to municipal and private clients.

Tetra Tech is currently working with the City to provide design services at certain well and reservoir sites that need PFAS treatment and new equipment. This engagement provides EA a unique ability to support the City leveraging the tribal knowledge and experience that Tetra Tech has gained.

Through Tetra Tech , we have access to 500 global offices and can utilize any of their 27,000 employees as embedded team resources, providing unprecedented access to specialists in cyber security, water and wastewater, renewable energy, and hundreds of other disciplines.

Within Tetra Tech, EA still operate s as our own brand with independent management, and we maintain our focus on personal relationships that create long term value for our clients. “We are Project
Execution Specialists”

SCADA System Upgrade RFP Response
EA Project Number: EA24COC192, v1.0.0

9050 Irvine Center Drive, Irvine CA 92618 USA
Tel 949-769-6000 Fax 949-769-6005
www.eaintegrator.com
RFP Response
Company Overview
Page Number: 2 of 20

1.2 Our Services
For this important multi-year contract with the potential for a wide range of tasks, we believe that the City needs a consultant partner who can provide a wide range of services.

EA Areas of Expertise:

SCADA system standardization, architecture development, upgrades, modifications, maintenance, and optimization
• IC&E and SCADA Standards
• Virtualized SCADA server platform design and configuration • Mission critical deployments
As needed and urgent support
• 24x7 or 10x5
• Dedicated after-hours phone service
• Routine maintenance visits
OT network, server, and hardware configuration
• Router/switch configuration
• Network communications design and configuration
• Radio system troubleshooting, design and
configuration
SCADA IT support services
• Cybersecurity design, audits, and compliance
consulting (EPA, Department of Homeland Security,
etc.)
• Cybersecurity audits/investigations
• Domain server infrastructure design and configuration SCADA budgeting and Master Planning
Process data historian data management and digital transformation Local interface (HMI/OIT) configuration and programming Control panel design, procurement, and testing
PLC architecture design and programming
• Control strategy design and documentation
• PLC configuration, modifications, and conversions
Predictive analytics development/deployment consulting and solution services

SCADA System Upgrade RFP Response
EA Project Number: EA24COC192, v1.0.0

9050 Irvine Center Drive, Irvine CA 92618 USA
Tel 949-769-6000 Fax 949-769-6005
www.eaintegrator.com
RFP Response
Company Overview
Page Number: 3 of 20

1.3 Certifications
EA is experienced with the majority of PLC and SCADA manufacturers used in the water and wastewater industry, but have significant expertise with Ignition, Schneider Electric, AVEVA, Rockwell, VTScada, VMware, and Siemens solutions.

1.3.1 Inductive Automation – Ignition Gold Certified
EA is Gold Ignition certified, which is the second highest level of certification available from Inductive Automation. We have several certified and trained staff members, and subject matter experts available to support City projects.

Several major water districts, including Carlsbad Municipal Water District and Valley Center Municipal Water District, have trusted EA to overhaul their Ignition SCADA systems. We are currently replacing both Carlsbad and Valley Center’s entire water distribution SCADA system s with Ignition . These significant projects represent over $2.5M of our current portfolio.

Because we are Ignition certified, we can provide the City with software discounts.

1.3.2 Schneider Electric –Alliance Master Partner
As an early adopter and advanced user of Schneider Electric’s SCADA platforms, Modicon PLCs, and wide range of instrumentation and controls technologies, we have achieved significant status with their global brand and was awarded the highest systems integrator certification.

EA was the first Alliance Master Partner in the USA , the first systems integrator to earn Modicon PLC Modernization Certified credentials, and the firs t Water & Wastewater certified Alliance Partner. EA has 46 individual Schneider Electric certifications.

We have worked with over a dozen Southern California water entities that utilize Schneider Electric PLCs, ranging from modern M340s and M580s to legacy Quantums and Momentums.

1.3.3 CSIA Certification
Enterprise Automation has been a member of the Control System Integrators Association (CSIA) since 2004 and has been CSIA certified since 2017.

To achieve this status, through rigorous audits we have demonstrated excellence in Risk Management, Human Resources, Disaster Recovery Planning, IT infrastructure, Client Service and Support, and dozens of other operational categories that are required to qualify for the CSIA certification.

The CSIA Certified designation validates that we operate a business founded on integrity, a continual drive for self- improvement, and strict adherence to best practices and industry standards. It is a certification that gives our clients confidence in our work, and it is one of the many reasons our clients choose to keep working with us.

1.3.4 California Registered Engineers
We currently have 12 Registered Professional Engineers (PE) on staff. • 11 CA Control System PEs
• 1 CA Electrical PE

SCADA System Upgrade RFP Response
EA Project Number: EA24COC192, v1.0.0

9050 Irvine Center Drive, Irvine CA 92618 USA
Tel 949-769-6000 Fax 949-769-6005
www.eaintegrator.com
RFP Response
Company Overview
Page Number: 4 of 20

1.4 Our Clients
For 26 years, our team has focused on serving municipal water and wastewater clients in Southern California. In contrast to most of our peers in the industry, long term partnerships with municipal clients make up the majority of our portfolio.

Though we often initially work with clients on a single, short-term project, they regularly choose to develop long-term, value-driven relationships with us because of our highly detailed approach and timely execution of projects.

These clients have continued to engage with us because they recognize that we maximize the value of their assets and reduce their long-term cost of ownership. Additionally, for nearly a dozen of our clients, we have or are currently managing major standardization and upgrade programs.

We have provided a list of some our current municipal clients below, many of whom we have multi- year agreements with, some for as long as 19 years.

Municipal Clients First Year of
Service
No. Years Served Complete SCADA
Upgrade
Sweetwater Authority* 2005 19 
City of Fresno* 2008 16 
City of Huntington Beach* 2013 11 
Orange County Sanitation District* 2013 11
City of Santa Ana* 2014 10
Encina Wastewater Authority* 2017 7 
City of Long Beach 2018 6
City of Newport Beach* 2019 5
South Coast Water District* 2019 5 
City of San Mateo* 2020 4 
Golden State Water Company 2020 4 
Los Angeles County Sanitation District 2020 4
Irvine Ranch Water District 2022 2
Vallecitos Water District* 2022 2 
Carlsbad Municipal Water District 2023 1 
* indicates that a sole sourced MSA/PSA contract is in place

SCADA System Upgrade RFP Response
EA Project Number: EA24COC192, v1.0.0

9050 Irvine Center Drive, Irvine CA 92618 USA
Tel 949-769-6000 Fax 949-769-6005
www.eaintegrator.com
RFP Response
Project Experiences
Page Number: 5 of 20

2. Project Experiences
For many of our clients, EA is currently acting simultaneously as the integrator, consultant, and an extension of staff under either professional or master ser vices agreements. Through these contracts EA has provided a wide range of electrical and control system consultation, design, implementation, and maintenance.

Several recent and relevant contracts include:

Client
Municipal
WWW
On-Call
Services
SCADA
Modernization
Control System
Design
SCADA System
Integration
SCADA Deploy
and Startup
Field
Investigations
QA/QC
Cybersecurity
Services
Testing &
Commissioning
City of Carlsbad         
City of Fresno          
City of Huntington Beach          
City of Long Beach         
City of Newport Beach          
City of San Mateo          
City of Santa Ana          
Encina Wastewater
Authority          
Golden State Water
Company         
LACSD          
OC Sanitation District         
South Coast Water District          
Sweetwater Authority          
Vallecitos Water District          

SCADA System Upgrade RFP Response
EA Project Number: EA24COC192, v1.0.0

9050 Irvine Center Drive, Irvine CA 92618 USA
Tel 949-769-6000 Fax 949-769-6005
www.eaintegrator.com
RFP Response
Project Experiences
Page Number: 6 of 20
SCADA System Replacement Program
Encina Wastewater Authority
PROJECT LOCATION:

CLIENT BACKGROUND:

The Encina Wastewater Authority (EWA) is a public agency located in Carlsbad, California. EWA provides wastewater treatment services to more than 400,000 residents in northwestern San Diego County. EWA’s facilities and services are essential for protecting the local ocean environment, preserving public health, and providing recycled water resources for the region. Enterprise Automation has provided sole-sourced automation and integration services to EWA since 2017 as part of a five-year professional services agreement.

Through the existing PSA, EA was tasked with developing a new SCADA architecture and executing an implementation plan to replace four aging HMI platforms and 45+ PLCs. To date, EA has executed 52 unique projects with EWA towards this overall goal, upgradin g and virtualizing EWA’s SCADA system, upgrading the PLC network infrastructure, and developing new standards for the control system over these four main facilities.

PROJECT DESCRIPTION
EA developed a new Schneider Electric EcoStruxure Hybrid DCS system that maximized redundancy through virtualized infrastructure, redundant SCADA, Historian, and IO servers, and a plant-wide fiber ring. The plant was divided into four key process areas, each of which would be controlled by a redundant pair of M580 PLCs via X80 remote I/O. The network design used seven separate LANs to segregate PLC, IO, SCADA, and business data for maximized security and bandwidth optimization.

As a result of this program, EA has been able to:
• Significantly reduce unplanned plant downtime
• Implement standardized PLC and SCADA programming modules • Decrease maintenance and operations training time
• Execute phased controls upgrades at the Carlsbad Water Reclamation Facility with zero downtime
• Design and implement improvements to the existing controls hardware, PLC programs, and SCADA programs at EWA’s Digesters Area
• Rehabilitate EWA’s Pump Stations, complete with new control panels, PLC hardware and programs
6200 Avenida Encinas
Carlsbad, CA 92011
CLIENT CONTACT:

Scott McClelland
Assistant General Manager
 (760) 268-8837
 [email protected]
EA’s ROLE:

Systems integrator and automation
specialist

PROJECT DETAILS

Key Insights
-PLC Standardization
-SCADA Standardization
-Controls Upgrades
-New panels

Key Technologies
-TopView 6.36.1.1 R2
-Alllen Bradley
-Wonderware Historian
-Rockwell Historian
-Dell PowerEdge R640
-Modicon M580
-VMware vSphere 6.7

Project Metrics
-EA Services Value: $9.7M
-Contract Period: 2005- Present

SCADA System Upgrade RFP Response
EA Project Number: EA24COC192, v1.0.0

9050 Irvine Center Drive, Irvine CA 92618 USA
Tel 949-769-6000 Fax 949-769-6005
www.eaintegrator.com
RFP Response
Project Experiences
Page Number: 7 of 20
SCADA Upgrade Program
Sweetwater Authority
PROJECT LOCATION:

CLIENT BACKGROUND:

Sweetwater Authority provides water treatment and distribution to 200,000 people in a service area that covers 32 square miles near San Diego, California.

It is a publicly owned water agency governed by an elected Board of Directors.

Since 1977, Sweetwater Authority has provided its customers their water services and, over that period of time has sourced water from three primary sources: freshwater ground wells.

Since 2005, EA has executed 147 unique projects for SWA, manages an ongoing SCADA Master Plan, complete with annual and capital expense projects, and acts as an extension of staff to SWA’s water and wastewater group. Today, SWA and EA’s partnership has created one of the most standardized and robust automation platforms in the industry. In our partnership history, EA has helped plan, design, and implement controls upgrades at three of the Authority’s main facilities: Perdue Treatment Plant (30MGD), Groundwater Desalination Plant (10MGD), and National City Wells.

PROJECT DESCRIPTION
At the Perdue Treatment Plant, EA executed a series of improvements, including a chemical systems overhaul, raw water pump station retrofit, filtration retrofit, conversion to dissolved air floatation, fiber optics network upgrade, dam valve retrofit, automated WQ reporting, emergency operations center, and SCADA server replacement, virtualization, redundancy.

At the Groundwater Desalination Plant, EA designed and implemented a controls architecture which included 5 new local well control panels, 5 new plant panels, and 21 new local VFD control panels. EA additionally developed thorough documentation for the existing & new panels developed.

For the National City Wells, through a series of phased projects, EA executed an RTU Evolution project which redesigned and implemented the existing 3 PLC architecture with 2 new PLC control panels and an RIO panel. With the redesigned architecture, the chemical dosing pumps, booster stations, and well site controls are now on modern controls and act as a cohesive ‘plant’ rather than scattered controls systems.

As a result of EA’s partnership and continued efforts, SWA has trained and informed operators, systems have significantly less downtime, significant amounts of annual budgets usually s pent on maintenance can be spent on other projects. After 17 years of phased upgrades across SWA facilities, we have established ourselves as a key partner of Sweetwater Authority.

100 Lakewood Ave.

Chula Vista, CA 91910
CLIENT CONTACT:

Justin Brazil
Director of Water Quality
 (619) 409-6802
 [email protected]
EA’S ROLE:

Systems integrator and
automation consultant under PSA

PROJECT DETAILS
Key Insights
-Source control
-Change control
-Standards design
-SCADA Evolution
-Master/Annual Planning
-Annual Support Contract
-Full Distribution RTU
replacement

Key Technologies
-AVEVA Plant SCADA
-AVEVA Historian
-AVEVA Ampla
-Modicon PLCs
-Magelis OITs
-MDS Radios
-Cisco Networking Equipment
-MOXA firewalls
Project Metrics
-EA Services Value: $13.9M
-Contract Period: 2005- Present

SCADA System Upgrade RFP Response
EA Project Number: EA24COC192, v1.0.0

9050 Irvine Center Drive, Irvine CA 92618 USA
Tel 949-769-6000 Fax 949-769-6005
www.eaintegrator.com
RFP Response
Project Experiences
Page Number: 8 of 20
SCADA Upgrade
Golden State Water Company
LOCATION:

CLIENT BACKGROUND:

Golden State Water Company (the Company) is an investor -owned utility that operates throughout California. They deliver quality, reliable water to more than 1 million people in over 80 communities throughout California.

EA first began working with the Company in 2019 when the Company requested an assessment of one of their facilities. One of their locations had issues relating to their existing controls system infrastructure, and the Company asked EA to become familiar with the site conditions and infrastructure to be capable of helping with troubleshooting, upgrading, planning, and assisting in cases of emergency. During that assessment period, the Company began plans for the SCADA Upgrade program that EA has now completed.

PROJECT DESCRIPTION AND SOLUTION
The primary objective of this project was to establish new SCADA facilities and upgrade existing SCADA systems and SCADA system infrastructure.

Additionally, it was vital that EA implement a centralized control and monitoring system at the Customer Service Office. The Company needed a centralized control and monitoring system so that they could more efficiently run their facilities, and EA’s ability to program a centralized system allowed them to achieve their goal.

Part of this SCADA Upgrade project included upgrading Momentum PLCs to Modicon M340s, developing new OIT programs on the Company’s standardized Red Lion hardware, and configuring new screens for every site in the existing AVEVA System Platform galaxy using the Company’s OMI standards. EA ensured all programs had consistent tag names, memory address allocations, and structures. By standardizing each component of the SCADA Upgrade, EA laid the foundation for future projects to run smoothly. 1920 W Corporate Way
Anaheim, CA 92801
CLIENT CONTACT:

Zora Bindra
Project Manager
 (661) 321-6998
 [email protected]
RELEVANT TEAM MEMBERS:

Nicholas Blischak

PROJECT DETAILS

Key Insights
-SCADA Upgrade
-PLC Upgrade
-OIT programs

Key Technologies
-Upgrade from Momentum PLCs
to Modicon M340s
-OIT Red Lion Graphite HMI
-AVEVA System Platform Galaxy

Project Metrics
-EA’s Services Value- $715K
-Contract Period: 2019-Present

SCADA System Upgrade RFP Response
EA Project Number: EA24COC192, v1.0.0

9050 Irvine Center Drive, Irvine CA 92618 USA
Tel 949-769-6000 Fax 949-769-6005
www.eaintegrator.com
RFP Response
Project Experiences
Page Number: 9 of 20
SCADA Replacement Program
City of Huntington Beach
PROJECT LOCATION:

CLIENT BACKGROUND:

The City of Huntington Beach, California is a full service, predominantly residential city with a population of about 200,000 located in northwestern Orange County. The City owns and operates both the water utility and wastewater collection system serving its 200,000 citizens. Their assets include 27 sewer lift stations, 10 wells, 5 reservoirs, 16 flood stations, and 9 turnouts where imported water from Metropolitan Water District (MWD) is resold to several local cities and agencies. EA has executed 52 unique projects for the City since the first MSA awarded in 2013. The MSA defined a plan to develop thorough documentation, assist with the City’s existing SCADA platform, various site controls upgrades, and eventually replace the SCADA platform with a modern solution.

Prior to this replacement program, the City used Wonderware-based SCADA systems which had grown and evolved through the work of several previous integrators. With a mix of programming styles from the many different people who were involved over the years, the systems lacked a standard structure from the start. Years of “quick fixes” by multiple integrators added to the lack of general cohesion, making troubleshooting and incorporating new infrastructure difficult and time consuming. Existing systems still functioned on a day-to-day basis; however, the cost and difficulty of upkeep resulted in seeking new options.

PROJECT DESCRIPTION
To better meet the operational needs of the City, EA transitioned the Wonderware SCADA systems to VTScada. Instead of the usual up -front approach of writing and getting approval for a long and involved project specification, the City proposed a more agile methodology for the project. In - person, bi -weekly meetings were scheduled, which gave the City direct involvement in the development and more control over the process by enabling just-in-time decision making.

Before beginning the design, EA completed extensive reverse- engineering to classify the different types of screens and graphics, list the different tags, and understand the alarms. Once the existing process was documented, EA engineers created a strong set of standards for equipment such as pumps, valves and transmitters. When this step was complete, EA was able to templatize all site types. Once the templates were complete, EA executed a deliberate commissioning plan with a single site for each asset type, running the new system in parallel with the existing system for about six months. During this time, the City made direct comparisons between the new and existing systems and continued to work with EA to tweak and finalize the templates. 19001 Huntington St.

Huntington Beach, CA 92648
CLIENT CONTACT:

Bryan Arnado
Utilities Technology Coordinator
 (714) 536-5206
 [email protected]
EA’S ROLE:

Systems integrator and
automation consultant under PSA
PROJECT DETAILS:

Key Insights
-Source control
-Change control
-Standards design
-SCADA Replacement
-Master/Annual Planning
-Annual Support Contract
-Physical server to virtualized
platform conversion and
consolidation
-Complete platform software
upgrade
-Department of Homeland
Security Audit
Key Technologies
-VTScada
-VMWare ESXi virtualized
platform
-Modicon PLCs
-Magelis OITs
Project Metrics
-EA Services Value: $9.9M
-Contract Period: 2013- Present

SCADA System Upgrade RFP Response
EA Project Number: EA24COC192, v1.0.0

9050 Irvine Center Drive, Irvine CA 92618 USA
Tel 949-769-6000 Fax 949-769-6005
www.eaintegrator.com
RFP Response
References
Page Number: 10 of 20

3. References
Below are three (of several) municipal water references for clients who we have provided SCADA upgrade and on-call services to. We encourage you to contact each of them to learn how our multi-year partnerships have led to reduced downtime, improved operations, and cost savings.

3.1 Sweetwater Authority
Master Services Agreement
• Justin Brazil, Water Quality Director
• (619) 409-6802, [email protected]
• 100 Lakewood Ave.

Chula Vista, CA 91910

EA has been Sweetwater Authority’s primary systems integrator since 2005. Over this nearly two- decade relationship, EA has been responsible for two complete SCADA replacements (40+ distribution sites, 2 treatment plants, 1 desal facility) , the SCADA consultant for several capital improvement projects, and has played a large role in annual planning with the Authority to achieve their long-term SCADA goals.

3.2 Encina Wastewater Authority
Master Services Agreement
• Scott McClelland, General Manager
• (760) 268-8837, [email protected]
• 6200 Avenida Encinas
Carlsbad, CA 92011

Encina Wastewater Authority awarded EA a multi-year Master Services Agreement in 2017 with the primary intent to replace and consolidate 50+ PLCs into one and replace two obsolete SCADA systems. EA has since completed over 60 projects with the Authority and continues to upgrade and maintain their new and legacy SCADA systems. One of our recent projects is to replace their SCADA computing platform, which will be a critical step in the City of Compton’s transition to Ignition.

3.3 City of Huntington Beach
Professional Services Agreement
• Bryan Arnado, Utilities Technology Supervisor
• (714) 536-5206, [email protected]
• 19001 Huntington St.

Huntington Beach, CA 92648

The City of Huntington Beach and EA have completed almost 100 projects together since 2013.

During that time, EA has helped the City make major upgrades to their SCADA and OT resources and has maintained a suite of standards for PLC and SCADA configuration, control panel design, and instrumentation and controls specifications.

SCADA System Upgrade RFP Response
EA Project Number: EA24COC192, v1.0.0

9050 Irvine Center Drive, Irvine CA 92618 USA
Tel 949-769-6000 Fax 949-769-6005
www.eaintegrator.com
RFP Response
Approach to Work
Page Number: 11 of 20

4. Approach to Work
EA’s standard project methodology has produced consistently successful results for over two decades.

Our dedication to executing every project in this deliberate and methodical fashion is what sets us apart from our competitors and will allow us to provide continuous value for the City. Following is a summary of our approach to executing the requested services from this RFP and our methodologies to ensure consistently positive outcomes from each project EA executes.

This section covers both the SCADA System Upgrade P roject and our approach to multi -year professional services SCADA integration contracts.

4.1 New Client Initiation
During the initiation phase of a multi-year SCADA consulting contract, EA focuses heavily on:

1. Getting to know the client as an organization and developing rapport. a. A long -term SCADA Consulting partnership is only successful when we fully understand and advocate for our client’s best interest. It is critical that we understand the City’s processes, procurement and budgeting systems, and staff.

2. Evaluating the current state of technology and assets and identifying goals for the future. a. We need to understand where the City is and where the City wants and needs to be. b. Our primary goal is to ensure that the City not only gets the SCADA upgrade they need, but that they also get the SCADA updates and improvements, and close integrator partnership they want.

3. Establishing protocols for urgent support requests, bug tracking, nice -to-have feature requests, and transparent project management communications.

4.1.1 Goal Setting and Vision Planning
Following contract execution, EA’s project manager, architect, lead engineer, and project engineers will host a kickoff workshop with the City to discuss long -term vision, short-term goals, and immediate needs. The workshop will cover topics such as:
• Staff introductions and roles
• SCADA roadmap review and/or development
• Prioritization of identified projects (1-3 year horizon) • Initial budget allocation/planning
• Urgent support protocols and procedures
During this meeting, we will dedicate time to learn about the City’s operations and management structure and determine who the key stakeholders and decision makers are. This discussion will set the foundation for our relationship and help guide every decision we make moving forward.

SCADA System Upgrade RFP Response
EA Project Number: EA24COC192, v1.0.0

9050 Irvine Center Drive, Irvine CA 92618 USA
Tel 949-769-6000 Fax 949-769-6005
www.eaintegrator.com
RFP Response
Approach to Work
Page Number: 12 of 20

4.1.2 SCADA Tools
For new clients with multi -year on call contracts , we typically implement several tools, including Change Control and Source Control. We recommend the City consider implementing these regardless of whether EA is awarded the contract . If awarded, EA can set these systems up to ensure the City has a controlled file backup system for file integrity and disaster recovery (source control) and a system to request, approve, and document system changes (change control).

4.1.2.1 Change Control
A Change Control system is used to track change requests and work orders that are typically non- urgent and smaller projects that do not require significant coordination.

When implemented correctly, Change Control allows
engineers to log requests, develop solutions, obtain
authorization to implement the change, and log notes , all within a single interface.

Without a trusted Change Control management system, it
is very difficult to prevent ad-hoc SCADA modifications, which are usually made without any record of the nature of the change, the reason for the change, or authorization for the change.

Once the Change Control system is in place, we will log each of the City’s known change requests including repairs, modifications, upgrades, and bugs . We will then work with the City to prioritize and plan out their execution within a set schedule based on the City’s needs in our Closed Loop Project Management System.

4.1.2.2 Source Control
Another system we implement at the onset of any significant project is a well-documented and organized Source Control.

This tool, also known as revision or version control, is an encrypted repository for all configurations and design
documents. It has
strict management protocols that require
users to include a detailed log entry when they check -in and check-out items.

These systems make it easy to recover from hardware
failures, as the latest validated configuration is immediately accessible without any guess work. Source Control is
beneficial because it keeps track of all changes made to a program’s configuration , which means that a program’s most recent, functional configuration is easily recoverable in the event a disaster or bug corrupts the program . Rather than having to start from scratch, Source Control keeps the configurations safe.

EA Clients with Change Control
City of Fresno
City of Huntington Beach
City of Newport Beach
City of Palm Springs
City of Santa Ana
Encina Wastewater Authority
Sweetwater Authority
EA Clients with Source Control
City of Fresno
City of Huntington Beach
City of Long Beach
City of Santa Ana
Encina Wastewater Authority
Orange County Sanitation District
Sweetwater Authority
Western Municipal Water District
SCADA System Upgrade RFP Response
EA Project Number: EA24COC192, v1.0.0

9050 Irvine Center Drive, Irvine CA 92618 USA
Tel 949-769-6000 Fax 949-769-6005
www.eaintegrator.com
RFP Response
Approach to Work
Page Number: 13 of 20

4.2 SCADA Upgrade

4.2.1 Methodology
The approach for the SCADA Upgrade Project is based on our best practices and protocols that have been developed through decades of experience upgrading and modernizing dozens of SCADA systems. It is founded on industry best practices and partnerships with product developers and manufacturers.

To us, success means that we have reduced risk of future system failure , developed system documentation that will reduce the cost of future projects, or improved operations.

Our guiding principles are:

1. Planning always precedes execution

2. Client engagement and approval is required for all designs before implementation

3. All documentation requires a third -party peer review and/or Lead Engineer review, which leverages our proprietary stamping/signature process for accountability

4. Testing is completed in detailed phases:
• Documentation development – detailed testing documents, including a master checklist, are created and submitted to the client for review and approval • Internal Testing – detailed testing of each component against the applicable design document that can take up to several weeks; the intent is to catch and correct all bugs prior to commissioning

5. All testing documentation requires signatures verifying completion from the project manager and the testing team and is always provided to the client for transparency

6. All configurations and final design documentation is logged into the client’s source control system throughout development and at the completion of the project

7. Deployment planning includes procedures, checklists, and workshops with all operations, maintenance, and 3
rd party teams to ensure all potential risks are identified and mitigated

4.2.2 SCADA Upgrade
The detailed scope of work of how EA will upgrade the City’s current Ignition 7.8.5 program to 8.1 is included in Appendix A: Scope of Work. During this upgrade, at a high level, EA will:
• Upload the existing SCADA project onto the new VMs
• Upgrade existing SCADA project to Ignition 8.1
• Repair broken scripts/tagging as a result of the project conversion EA will approach this upgrade by importing pieces of the program one at a time (i.e. SCADA project, tags, scripts) to reduce risk of unintended program functionality breaks. EA will additionally utilize Ignition’s gateway backup feature to ensure the ability to roll back to the original version if required.

Once the potential risks have been mitigated, EA will proceed with the version upgrade . EA will address breaks that may occur during the upgrade to ensure functionality prior to onsite delivery.

SCADA System Upgrade RFP Response
EA Project Number: EA24COC192, v1.0.0

9050 Irvine Center Drive, Irvine CA 92618 USA
Tel 949-769-6000 Fax 949-769-6005
www.eaintegrator.com
RFP Response
Approach to Work
Page Number: 14 of 20

4.2.3 Server Upgrade
One of the most urgent aspects of the SCADA upgrade is
upgrading the City’s server hardware and implementing
redundancy. Because the City is currently running on their backup server, it is crucial that the servers are replaced immediately, as a failure of the backup would lead to significant downtime.

Though the City currently uses a physical computing platform, EA proposes the use of Virtual Machines (VMs) on the City’s servers, which the current best practice . A virtualized platform is far superior to a physical platform because it:

1. Allows one to implement multiple servers on a single piece of hardware

2. Provides for centralized maintenance and monitoring of all SCADA servers

3. Enables faster recoveries from hardware and software faults We have implemented a virtualized platform for nearly all of our clients over the past two decades.

These systems rarely experience unplanned extended downtime events.

4.3 As Needed and Urgent SCADA Integration Support
In addition to the SCADA System Upgrade, EA will provide as needed and urgent support through this contract. The scope of which typically includes:

1. Urgent support 10 hours a day 5 days a week (24x7 is an available option as well)

2. Change Request management and execution

3. Scheduled, preventative maintenance visits

4. Annual SCADA planning and budgeting meetings

5. Capital project support

6. Manufacturer support contract management and renewals

7. Priority support fee (credit provided for 3 years due to the volume of work in this contract)

8. Test platform hosting fee (3 years of hosting the City’s test platform at our office for remote troubleshooting, support, and future development)
We have attached a sample support contract in Appendix C for the City to review. This document will be completed collaboratively with the City at the initiation of this contract.

For the first year of support, EA has provided several examples of specific projects the City will find useful, including:
• A thorough investigation of the City’s remote sites
• The development of detailed system-wide network drawings to aid network troubleshooting, made possible by site investigations
• Maintenance procedure development to ensure consistent and through maintenance of the City’s remote sites

SCADA System Upgrade RFP Response
EA Project Number: EA24COC192, v1.0.0

9050 Irvine Center Drive, Irvine CA 92618 USA
Tel 949-769-6000 Fax 949-769-6005
www.eaintegrator.com
RFP Response
Approach to Work
Page Number: 15 of 20
EA has set aside a substantial quantity of support hours for the City to help them execute various projects that are most important to them. EA will help the City prioritize the list of projects that will have the most immediate impact and work within the City’s budget.

4.4 Project Management Systems and Processing

4.4.1 Budget Tracking
Our project teams continuously track and monitor hours expended and remaining in our custom Project Metrics Tracking System. This reporting and analysis tool integrates a front-end timesheet entry interface with our back -end resource management, portfolio planning, and accounting systems. It is reviewed daily.

For each task within a Task Authorization, the lead engineer will submit an Estimated Time to Completion (ETC) in our tracking system. ETCs are updated frequently and are based on current project conditions, the staff assigned, and account for known or potential risk scenarios. ETCs are also reviewed in a group setting on a regular basis during team check-in meetings. Once a month, the project manager will
develop and submit a project tracking report for the City for full transparency regarding schedule and budget.

On a daily basis, project engineers log time with detailed notes. As timesheet entries are submitted, remaining task budgets are compared to total expenditures and any projected overruns or excess budget is clearly identified. An example of the tracking system is shown below.

4.4.2 Closed Loop Project Management
We believe SCADA system owners should not have to manage their integrators. We aim to be the easiest consultant you work by maintaining clear and consistent communications and by providing predictive and reliable project management practices.

Our resource planning systems and tools allow us to answer, with certainty, how a small schedule change in any project today would affect the schedule and outcome of a completely different project, up to six months down the road, even across clients. The system works by integrating engineering resource monitoring, project scheduling, real -time task updates, and scope progress into a single, adaptive interface based on objective data.

SCADA System Upgrade RFP Response
EA Project Number: EA24COC192, v1.0.0

9050 Irvine Center Drive, Irvine CA 92618 USA
Tel 949-769-6000 Fax 949-769-6005
www.eaintegrator.com
RFP Response
Approach to Work
Page Number: 16 of 20
This proprietary closed-loop project management system empowers our project managers to make changes and adapt as the conditions change. This is the key to achieving milestones and foreseeing schedule conflicts and delays long before they occur. This tool is monitored daily, and our Project Managers will reach out immediately if they have detected a potential conflict or delay.

4.4.3 Project Management Tools
All major SCADA projects will have risk to mitigate, and those risks can be costly hinderances. Our Project Managers act as a conduit for communications to and from our clients so we can mitigate potential risks as much as possible.

We have standardized our communications protocols to systematize the process of keeping us and our clients’ project teams in sync. We believe that our clients should have clarity on project status, project budget status, and their schedule. Following are descriptions of four key tools that our Project Managers use to accomplish this.

4.4.3.1 Internal Team Check-ins
On a regular basis, typically weekly, EA’s PM and project team meet to discuss task progress, budget forecasting, the schedule, opportunities for efficiency and added value, and risk scenarios. We consider these formal meetings a critical component to our success as they facilitate team coordination and collaboration in an organized and controlled manner.

4.4.3.2 Risk Register
Risk mitigation must start before a project is initiated. We have found that if we challenge the project team to develop a list of potential risks upfront and maintain that list on a regular basis, preventative risk mitigation becomes ingrained in the project approach. It is one way that we
continually improve our methods and
integrate lessons learned from previous projects.
2 Engineering Estimated Time to Complete
Each project task “ETC” is updated at minimum weekly
by the lead engineer to reflect the actual remaining
effort, providing for accurate budget metrics in real time 1 Desired Schedule
Accounts for everything from seasonal plant loads,
ongoing capital improvement projects, annual budget
cycles, and facility uptime requirements
Resource Availability
Staff is assigned 32 billable hours per week across
various projects for the next several months. We adjust assignments on the fly to accommodate changes
3 Closed Loop Project Management System
SCADA System Upgrade RFP Response
EA Project Number: EA24COC192, v1.0.0

9050 Irvine Center Drive, Irvine CA 92618 USA
Tel 949-769-6000 Fax 949-769-6005
www.eaintegrator.com
RFP Response
Approach to Work
Page Number: 17 of 20

4.4.3.3 Bi-weekly updates
At a minimum of every other week, the PM and a key technical resource from Enterprise Automation provide each of our clients a summary of all ongoing activities. Via email , they detail the status of upcoming tasks, deadlines, and milestones while highlighting any key risks or potential budget conflicts. Schedule permitting and per client preference, we will host webinars/calls to discuss updates.

4.4.3.4 Project tracking report
Once a month, the PM will develop a project tracking report that details the current progress o f all tasks. It allows the client to see, on a per -task basis, how much budget will be required to complete a project and how EA has performed on completed objectives. It is easily compared to the original project estimate and empowers our clients to direct their budget according to their priorities.

4.5 Quality Assurance and Quality Control
We have a mandatory quality assurance and quality control program for all projects, especially for testing and inspection phases.

We maintain this program based on the concept of continually improving quality by:

1. Reducing variability

2. Increasing performance through standardization

3. Identifying and eliminating inefficiency and waste

4. Identifying and resolving problems early so they do not re-occur Every document, review, or other deliverable, whether draft or final, undergoes multiple formal review processes prior to submittal. Depending on the deliverable, we accomplish this through desk checks, peer reviews, lead reviews, and architect consultations. We use these methods to ensure that anything being delivered to the client has been reviewed by several qualified team members.

Our quality system approach applies the fundamental principles of the Plan -Do-Check-Act model of improvement. We understand it is critical that our deliverables and services fully meet our client’s goals and expectations in a cost-effective manner.

EA has not been responsible for an unexpected or missed milestone, deliverable, or startup in the past decade. We encourage you to ask our references.

SCADA System Upgrade RFP Response
EA Project Number: EA24COC192, v1.0.0

9050 Irvine Center Drive, Irvine CA 92618 USA
Tel 949-769-6000 Fax 949-769-6005
www.eaintegrator.com
RFP Response
Appendix A: Scope of Work
Page Number: 18 of 20
Appendix A: Scope of Work

210 Goddard Irvine CA 92618 USA
Tel 949-769-6000 Fax 949-769-6005
www.eaintegrator.com Page Number: 0 of 21

Scope of Work

SCADA System Upgrade
v.1.0.0
PROJECT NUMBER: EA24COC192
Prepared for: On:

City of Compton May 29, 2024

Prepared by:

Marshall McElroy
Reviewed by:

Alex Stipe

Address: 9050 Irvine Center Drive, Irvine, CA 92618

Phone: (949) 769-6000

Web: www.eaintegrator.com

SCADA System Upgrade Scope of Work
EA Project Number: EA24COC192, v1.0.0

9050 Irvine Center Drive, Irvine, CA 92618 USA
Tel 949-769-6000 Fax 949-769-6005
www.eaintegrator.com
Scope of Work
SCADA System Upgrade
Page Number: 1 of 20
History
Revision Date Description of Change Author Reviewed

1.0.0 May 29, 2024 Original MM AS

Table of Contents
History ............................................................................................................................................................. 1 Table of Contents .......................................................................................................................................... 1 Acronyms and Terms ................................................................................................................................... 2 1 Proposal Background ............................................................................................................................... 3 2 Project Goals .............................................................................................................................................. 3 3 Project Approach ...................................................................................................................................... 3 4 Assumptions .............................................................................................................................................. 4 5 Supporting Documentation ..................................................................................................................... 4 6 Scope of Work ........................................................................................................................................... 5

6.1 Project Management ....................................................................................................................... 5

6.2 Project Initiation ................................................................................................................................ 6 Project Initiation Deliverables ................................................................................................................. 6

6.3 Meetings ............................................................................................................................................. 7 Meetings Deliverables .............................................................................................................................. 7

6.4 Design ................................................................................................................................................. 7 Design Deliverables .................................................................................................................................. 9

6.5 Test and Development Platform .................................................................................................... 9 Test and Development Platform Deliverables .................................................................................. 10

6.6 SCADA Upgrade ............................................................................................................................. 10 SCADA Upgrade Deliverables .............................................................................................................. 10

6.7 Commissioning .............................................................................................................................. 11 Commissioning Deliverables ............................................................................................................... 11

6.8 Closeout .......................................................................................................................................... 12 Closeout Deliverables ............................................................................................................................ 12

6.9 As Needed Support Services for Years 1, 2, and 3 .................................................................. 13 As Needed Support Services for Years 1, 2, and 3 Deliverables ................................................... 13

6.10 Optional As Needed Support Services for Year 1 .................................................................... 14 As Needed Support Services for Year 1 Deliverables ..................................................................... 15 7 Assumptions & Clarifications .............................................................................................................. 16 8 Schedule .................................................................................................................................................. 18 9 Cost Estimate ......................................................................................................................................... 18

9.1 Materials .......................................................................................................................................... 18

9.2 As Needed Support Fee ................................................................................................................ 19

9.3 Travel ............................................................................................................................................... 19 10 Conclusion .......................................................................................................................................... 19 11 Terms & Conditions ........................................................................................................................... 20 Appendix A: Deliverables List ....................................................................................................................... 21 Client Deliverables ...................................................................................................................................... 21 Internal Deliverables .................................................................................................................................. 21 SCADA System Upgrade Scope of Work
EA Project Number: EA24COC192, v1.0.0

9050 Irvine Center Drive, Irvine, CA 92618 USA
Tel 949-769-6000 Fax 949-769-6005
www.eaintegrator.com
Scope of Work
SCADA System Upgrade
Page Number: 2 of 20
Acronyms and Terms
For the remainder of the document, the following acronyms will be used.

Term Description
BOM Bill of Materials
COC, the City City of Compton
CR SCADA Change Request
EA Enterprise Automation (Integrator)
PLC Programmable Logic Controller
SCADA Platform The collection of servers (hardware and software) that the SCADA system utilizes to collect, monitor, and interface with PLCs and other automation systems
PM Project Manager
SCADA Supervisory Control and Data Acquisition (refers to the entire automation system)
VM Virtual Machine, a

SCADA System Upgrade Scope of Work
EA Project Number: EA24COC192, v1.0.0

9050 Irvine Center Drive, Irvine, CA 92618 USA
Tel 949-769-6000 Fax 949-769-6005
www.eaintegrator.com
Scope of Work
SCADA System Upgrade
Page Number: 3 of 20
1 Proposal Background
The Compton Municipal Water Department (CMWD), a utilities department within the City of Compton (the City), currently owns and operates a Supervisory Control and Data Acquisition (SCADA) system located at the City of Compton Water Yard. The existing SCADA system is equipped with aging workstations, servers running the Windows 7 operating system, and utilizes Ignition 7.8.5 SCADA software. This SCADA system relies on a radio communication network that is comprised of multiple wells, reservoir sites, Metropolitan Water District (MWD) valve vaults and pump stations.

The City has released a Request for Proposal (RFP) for completion of a hardware and software upgrade related to the City’s SCADA platform. Specifically, the City is requesting a well-qualified firm to design and implement new server hardware, server software, and an upgrade of the existing Ignition software to most recent version of Ignition, 8.1.

In addition to this project, the City wants the selected firm to provide three years (with the option of an additional three-year renewal) of urgent and as needed support and maintenance for their SCADA assets.

This Scope of Work defines EA’s proposed workflow and deliverables for both the SCADA Upgrade and as-needed support services. Due to limited information on the inventory and detailed state at the City’s SCADA system at time of proposing, the scope of the as-needed services must be reviewed in detail with the City and potentially revised to fit their specific needs. 2 Project Goals
The goals of this project are to significantly enhance the overall performance and reliability of the City’s SCADA system. We will:

1. Design, configure, test, and deploy a new SCADA platform at the City’s Water Yard a. Provide new redundant server hardware and software
b. Upgrade the existing SCADA project to the latest version of Ignition 8.1 c. Decommission the existing SCADA platform

2. Provide reliable, transparent, and efficient SCADA consulting, design, integration, and implementation services on an as needed and urgent basis. 3 Project Approach
Our project approach is designed to:

1. Reduce overall project risk by implementing the new VMs in parallel with the existing SCADA platform before it’s decommissioned, to allow a side-by-side comparison.

2. Maximize client engagement at all necessary levels (operations, maintenance, and management) to ensure that the project deliverables meet the City’s needs.

3. Test everything where practical, prior to site deployment to reduce the probability of rework being necessary in the field.

SCADA System Upgrade Scope of Work
EA Project Number: EA24COC192, v1.0.0

9050 Irvine Center Drive, Irvine, CA 92618 USA
Tel 949-769-6000 Fax 949-769-6005
www.eaintegrator.com
Scope of Work
SCADA System Upgrade
Page Number: 4 of 20
4 Assumptions
Please see Section 7 for Assumptions and Clarifications. Note: many assumptions and clarifications listed must be considered in the context of the content in this scope, otherwise they may seem unclear or inconsistent.
5 Supporting Documentation
This scope was developed with support from the following documents:

1. REQUEST FOR PROPOSAL for SUPERVISORY CONTROL AND DATA ACQUISITION SYSTEM UPGRADE:

Compton 2024 Water Dept SCADA Up.pdf

2. SCADA RADIO SYSTEM AUDIT:
51072 - City of Compton - Radio Audit Summary (v0.3).PDF

SCADA System Upgrade Scope of Work
EA Project Number: EA24COC192, v1.0.0

9050 Irvine Center Drive, Irvine, CA 92618 USA
Tel 949-769-6000 Fax 949-769-6005
www.eaintegrator.com
Scope of Work
SCADA System Upgrade
Page Number: 5 of 20
6 Scope of Work
This section details the scope of work for tasks included in the separate sealed estimate, which is arranged to represent the expected order of execution.

At the bottom of each scope section will be a summary of the deliverables to be produced. • Client deliverables: items EA will produce and submit to the client • Internal deliverables: items EA will produce for internal use (available by request)

6.1 Project Management
EA will provide a dedicated project manager to be the main point of contact and steward all communication through EA. The PM has primary responsibility for this project’s scope, budget, and schedule.

The PM will prepare a project schedule, publish it, and periodically update it as the project unfolds. At the commencement of the project, the PM will submit the schedule to the City in electronic format.

Throughout the life of the project, the PM will perform all commercial, budget, and project tracking related updates. The labor estimate for project management is comprised of the “Initiation” sheet in the cost estimate, which has been delivered in a sealed envelope, plus a fixed percentage of all other engineering hours (as shown in the estimate).

For each workshop or meeting involving key project decisions, EA’s PM will draft and release meeting minutes with action items and dates assigned within one week.

Key Project Management Roles and Activities:

1. Primary point of contact, communications coordination

2. Project scheduling

3. Internal project team meeting coordination

4. Project status tracking (daily/weekly)

5. Project status communication with the City

6. Project invoices and tracking report (monthly)

7. Project coordination

8. Procurement oversight

6.1.1 PM Communications Plan

6.1.1.1 Project Status Updates
The PM will contact the City’s project manager a minimum once every other week, via email, to provide status updates for all ongoing tasks. This standard practice helps to maintain an open line of communication when current project activities do not require direct contact between EA and the City.

SCADA System Upgrade Scope of Work
EA Project Number: EA24COC192, v1.0.0

9050 Irvine Center Drive, Irvine, CA 92618 USA
Tel 949-769-6000 Fax 949-769-6005
www.eaintegrator.com
Scope of Work
SCADA System Upgrade
Page Number: 6 of 20

6.2 Project Initiation
The “Initiation” sheet in the estimate includes activities associated with starting the project. This includes setting up the project in our accounting, project tracking, and resource planning systems.

6.2.1 Execution Planning
At EA, Execution planning is a standard engineering activity where the engineers document the systematic process required to generate each deliverable. These plans are continually updated as engineering work is completed such that the team can accurately predict their future budget performance. This is an elementary activity of EA’s preparation and quality control process.

EA engineers (typically the Lead Engineer) will set up the execution plan templates prior to the kickoff meeting. Their templates are based on this scope and estimate.

Once the kickoff meetings are complete and mutual understanding of the scope is confirmed, EA will update and add more detail to the execution plans developed previously.

6.2.2 Internal Kickoff
Once a PM is assigned and an engineering team has been established, they will perform an internal team kickoff to review the following:

1. Customer history

2. Relevant parties involved.

3. Relevant documentation (specs, designs, etc....)

4. Project scope, budget, schedule, and risk areas
During or shortly after the internal kickoff, EA will develop a formal risk register to track known or potential project risks (commercial, technical, coordination, etc.) and mitigation strategies. The risk register will be updated on a regular basis throughout the life of a project and is available for client review at any time.

6.2.3 Project Kickoff Meeting
Following the internal kickoff meeting, EA will prepare for a formal kickoff meeting with the City.

We will release an agenda at least one week prior to the meeting. EA’s project team, including project engineers and the project manager, will attend the formal kickoff meeting.

Meeting minutes will be published containing action items with assigned responsibilities and due dates. EA will schedule the formal kickoff as soon as possible.

Project Initiation Deliverables
Client Deliverables

1. Kickoff meeting minutes

2. Project Schedule in Gantt format

Internal Deliverables

1. Execution plans
SCADA System Upgrade Scope of Work
EA Project Number: EA24COC192, v1.0.0

9050 Irvine Center Drive, Irvine, CA 92618 USA
Tel 949-769-6000 Fax 949-769-6005
www.eaintegrator.com
Scope of Work
SCADA System Upgrade
Page Number: 7 of 20

2. Initial risk register

6.3 Meetings

6.3.1 Team Check-in Meetings
Internal project team meetings between the EA PM and EA engineering staff are conducted regularly during all projects. These meetings are used to discuss overall project status, budget, schedule, scope, and risk scenarios. The risk register is updated as known risks are averted or mitigated and new risk scenarios are identified.

We consider these formal meetings are a critical component to the success of a project as they facilitate team coordination and collaboration in an organized and controlled manner.

Meetings Deliverables
Client Deliverables

1. None

Internal Deliverables

1. None

6.4 Design

6.4.1 Site Investigation
Prior to developing design documentation for the SCADA upgrade, EA will need to conduct an investigation of the existing SCADA platform to ensure EA’s team understands the functionality of the platform. EA will also review the configuration of Windows, Ignition front and back ends, tagging, templates, graphics, access names and application settings. Additionally, EA will collect program backups and documentation related to the SCADA platform.

Information gathered during this investigation will be crucial to developing a design for the SCADA upgrade at the City’s facilities.

6.4.2 Design Workshop
Following the investigation, EA will host a design workshop with the City. The intent of this workshop is to discuss the investigation findings, requirements for the SCADA upgrade as it relates to the existing program, and requirements for the upgrade in relation to the platform hardware and software.

6.4.3 SCADA Upgrade Design
Once EA’s investigation is complete and EA has gathered requirements for the SCADA upgrade, EA will document the upgrade process through a SCADA Upgrade Design specification. This document will detail the process for the SCADA version upgrade, requirements for the upgrade, and anticipated program updates related to scripting that may need to be completed during the upgrade.

SCADA System Upgrade Scope of Work
EA Project Number: EA24COC192, v1.0.0

9050 Irvine Center Drive, Irvine, CA 92618 USA
Tel 949-769-6000 Fax 949-769-6005
www.eaintegrator.com
Scope of Work
SCADA System Upgrade
Page Number: 8 of 20
Transitioning from Ignition 7.8.5 to Ignition 8.1 is a significant migration. Ignition has an installer to help with the upgrade process, but from past experience we anticipate some manual tagging/scripting updates will be required following the conversion.

6.4.4 Server Rack Physical Design
EA will develop a Server Rack Design specification to detail the requirements and plans for the new SCADA server rack to be installed in the City’s SCADA control room. The specification will include a firm hardware BOM and a basic network layout drawing for the rack.

EA will submit the Server Rack Design to the City for review and feedback. EA will be responsible for the procurement of the server rack hardware.

6.4.5 SCADA Platform Virtual Design
EA will develop a detailed Platform Design package which will document all aspects of the new SCADA platform. To reduce delays and startup risks, EA will leverage information gathered during the design workshop to establish the platform design entirely before procurement or configuration can occur.

Documents to be included in the Platform Design are:
• Active Directory security and group policy
• User roles and permissions matrix.
• Virtualization requirements (CPU, memory, storage).
• Infrastructure requirements (servers and networking). • Firewall rules and data flows
• IP addressing scheme.
• System architecture diagram and network layout.
• Software Installation Matrix.
• Licensing Requirements Specification.

Many of these documents will be developed based on EA’s library of pre-validated designs, and customized to the City’s specific needs. EA will submit the Platform Design Package for review and feedback.

6.4.6 50% Progress Meeting
EA will host a 50% progress meeting with the City during the design phase. The intent of the meeting is to review progress on all design documents around the 50% completion mark and ensure that EA aligns with the City’s expectations early in the design process. EA will additionally use the meeting to gather design feedback to make changes as needed.

6.4.7 100% Package Submittal
EA will conduct a 100% package review meeting with the City. This meeting will take place once EA has 100% draft design documents ready to review and discuss. EA will collect feedback and incorporate updates as needed.

SCADA System Upgrade Scope of Work
EA Project Number: EA24COC192, v1.0.0

9050 Irvine Center Drive, Irvine, CA 92618 USA
Tel 949-769-6000 Fax 949-769-6005
www.eaintegrator.com
Scope of Work
SCADA System Upgrade
Page Number: 9 of 20

6.4.8 Final Submittal
Once draft notes have been incorporated, EA will conduct a final submittal review meeting with the City. Here, EA will submit the final design documents to the City. EA will begin to implement the design once approved by the City.

Design Deliverables
Client Deliverables

2. Server Rack Design

3. Active Directory security and group policy

4. User roles and permissions matrix

5. Virtualization requirements

6. Infrastructure requirements

7. Firewall rules and data flows

8. IP addressing scheme

9. System architecture diagram and network layout

10. Software Installation Matrix

11. Licensing Requirements Specification

Internal Deliverables

1. Site investigation report

2. SCADA Upgrade Design documentation

6.5 Test and Development Platform
Following the design, the first step in the upgrade process is to assemble and configure the SCADA platform at EA’s office. The completed and tested platform will be delivered onsite during commissioning.

6.5.1 Test Platform Host Set Up and Configuration
Once the platform hardware arrives at EA’s office, EA will begin to unpack and set up the platform hardware. This includes the servers, switches, UPS, and other necessary hardware.

6.5.2 Set Up and Configure Virtual Machines
Once the hardware is properly set up and configured, EA will configure VMs as defined in the Platform Design. At the time of proposal development, it is unknown how many VMs will be needed, so EA is estimating effort based on four total VMs for the platform, which is a common configuration for an Ignition 8.1 system similar to the City’s. EA will desk check the setup of the VMs prior to formal testing.

6.5.3 Validate Test Platform Configuration
As part of our internal testing process, we will conduct thorough validation of the SCADA platform hardware and software configurations with a specific focus on critical aspects such as VM setup, SCADA System Upgrade Scope of Work
EA Project Number: EA24COC192, v1.0.0

9050 Irvine Center Drive, Irvine, CA 92618 USA
Tel 949-769-6000 Fax 949-769-6005
www.eaintegrator.com
Scope of Work
SCADA System Upgrade
Page Number: 10 of 20
domain operation, user security, and SCADA server redundancy. This meticulous verification process ensures the integrity and functionality of the system before its release, including confirming the installation of required software on all VMs.

Test and Development Platform Deliverables
Client Deliverables

1. None

Internal Deliverables

1. Test platform set up & configuration procedures

2. Procedure for setup & configuration of VMs

3. Test platform validation checklists

6.6 SCADA Upgrade
The configuration of the SCADA upgrade will be completed in three major steps:
• Upload the existing SCADA project onto the new VMs
• Upgrade existing SCADA project to Ignition 8.1
• Identify broken scripts/tagging as a result of the project conversion • Repair broken scripts/tagging
When uploading the existing project onto the new platform VMs, EA will first utilize Ignition’s gateway backup system as to not automatically trigger the automatic upgrade check (which could result in the program breaking and causing unexpected manual fixes). Once backed up, EA will import portions of the project one by one (tags, scripts, etc.) into the new VMs.

Once the project has been fully imported into the new VMs, EA will utilize Ignition’s installer tool to convert the program version from 7.8.5 to 8.1. As a result of this conversion, EA expects to make manual changes to ensure program functionality. This may include updates to scripts, tagging, and redundancy connection configuration. EA will attempt to identify these changes and their magnitude during the investigation/design process.

EA will not make changes to the program outside of the scope of fixing broken scripts and tagging found during the SCADA upgrade process. Requests for program changes will be tracked and executed through the City’s Change Request budget (CR).

SCADA Upgrade Deliverables
Client Deliverables

1. None

Internal Deliverables

1. SCADA Upgrade tasks completed
SCADA System Upgrade Scope of Work
EA Project Number: EA24COC192, v1.0.0

9050 Irvine Center Drive, Irvine, CA 92618 USA
Tel 949-769-6000 Fax 949-769-6005
www.eaintegrator.com
Scope of Work
SCADA System Upgrade
Page Number: 11 of 20

6.7 Commissioning

6.7.1 Preparation
In preparation for deployment, EA will develop deployment procedures and checklists to detail the plans for onsite commissioning. This documentation is vital to the success of the project as it ensures that deployment steps are not missed and that every element of deployment is accounted for. EA will submit these procedures and checklists to the City for review before they are used during deployment.

6.7.2 Deployment Planning Workshop
EA will host a deployment planning workshop with the City to discuss scheduling and coordination, potential downtime, startup sequencing, and the hardware and software installation and cutover. The intent of this workshop is to ensure that EA and the City agree on the execution plan and are working collaboratively during the deployment process.

6.7.3 Deploy
Once prepared, EA will arrive onsite to execute deployment procedures and checklists.

Specifically, deployment will include:
• Setup the server hardware onsite
• Verify platform networking is correct and site communications reflect normal operation • Cut over to the new VMs from the old platform
• Decommissioning existing platform
After the deployment is complete, the EA team will conduct ad-hoc testing to ensure that the system is working properly before they leave the site.

Commissioning Deliverables
Client Deliverables

1. Deployment planning workshop meeting minutes

2. Deployed SCADA configuration on new platform VMs

3. Deployment planning procedures and checklists

Internal Deliverables

1. None
SCADA System Upgrade Scope of Work
EA Project Number: EA24COC192, v1.0.0

9050 Irvine Center Drive, Irvine, CA 92618 USA
Tel 949-769-6000 Fax 949-769-6005
www.eaintegrator.com
Scope of Work
SCADA System Upgrade
Page Number: 12 of 20

6.8 Closeout

6.8.1 As-built Documentation
Following commissioning, EA will provide as-built documentation, including the platform specification and SCADA upgrade design specifications. This documentation should be kept in the City’s records and can be referenced during future projects.

Closeout Deliverables
Client Deliverables

1. As-built documentation

2. Project closeout meeting minutes

Internal Deliverables

1. None

SCADA System Upgrade Scope of Work
EA Project Number: EA24COC192, v1.0.0

9050 Irvine Center Drive, Irvine, CA 92618 USA
Tel 949-769-6000 Fax 949-769-6005
www.eaintegrator.com
Scope of Work
SCADA System Upgrade
Page Number: 13 of 20

6.9 As Needed Support Services for Years 1, 2, and 3
EA will provide the services below for each year of on call support. At the onset of the project, EA will develop a detailed support contract to document the scope of urgent and ongoing maintenance and support tasks.

6.9.1 On Call Support 10x5
EA offers 10x5 on-call support services, which means that EA will be available to support the City 10 hours a day 5 days a week (though a 24x7 support option is available and can be discussed with the City).

EA will provide the City with on call support in three forms:

1. Phone calls

2. Remote support

3. Onsite support.

EA will attempt to resolve the City’s concerns via a phone call first, then through remote support (accessing the City’s system remotely to troubleshoot), and then will go onsite if the issue cannot be resolved using the first two methods. This service is provided to help the City maintain uninterrupted operations and swiftly address issues as they arise.

6.9.2 CR Management
EA will manage the City’s change requests and frequently update the control list and system documentation. By managing the change requests, EA will be able to execute the changes in a timely manner and help the City progress their goals for modernizing and automating their SCADA system.

6.9.3 SCADA CR Execution
EA has allocated time to complete any desired change requests. EA will assist the City in maximizing the value of their available grant funding and aims to complete as many projects as practical to improve and modernize their SCADA system over the next 3 years.

All change requests will require formal authorization from the City prior to execution.

6.9.4 Scheduled Maintenance Visits
EA has included time to perform two maintenance visits per year for the City’s facilities. Utilizing the maintenance procedures developed in Year 1, EA will ensure each identified SCADA asset is in good condition and operating as expected. If any issues are found during these visits, EA will discuss them with the City and address the issue leveraging the CR process, when practical.

As Needed Support Services for Years 1, 2, and 3 Deliverables Client Deliverables

1. Update and maintain Change Control

Internal Deliverables

1. None
SCADA System Upgrade Scope of Work
EA Project Number: EA24COC192, v1.0.0

9050 Irvine Center Drive, Irvine, CA 92618 USA
Tel 949-769-6000 Fax 949-769-6005
www.eaintegrator.com
Scope of Work
SCADA System Upgrade
Page Number: 14 of 20

6.10 Optional As Needed Support Services for Year 1
In addition to our standard scope of services for ongoing maintenance and support, EA will provide the services below for the first year of on-call support.

These tasks are optional and provided as suggestions based on the information gathered from the City’s RFP and at the pre-proposal meeting. EA will work closely with the City to determine what tasks should be prioritized in year 1.

6.10.1 Source and Change Control Workshop
EA will meet with the City to discuss various processes and procedures for Source and Change control. Source Control is a controlled file backup system that maintains file integrity and disaster recovery, and Change Control is a system to request, approve, and document system changes.

Source Control is beneficial because it keeps track of all changes made to a program’s configuration, which means that a program’s most recent, functional configuration is easily recoverable in the event a disaster or bug corrupts the program. Rather than having to start from scratch, Source Control keeps the configurations safe.

Change Control is useful because it allows the City to keep an organized log of all the changes and updates they want to make to their system. Once changes are made, Change Control is updated, and the City can start a new project.

Because there are so many ways to manage Source and Change Control, EA will meet with the City to establish procedures that work best for them. EA is happy to provide recommendations to the City, though ultimately, they get to decide how these systems will work for them.

6.10.2 Source Control Implementation
Once EA and the City have settled on a procedure for Source Control, EA will gather the City’s SCADA backups and upload them to Source Control. EA will also collect and upload as-built documentation to Source Control. After these elements are in Source Control, anyone who wishes to access them must first check them out in order to make modifications. When a program or document is checked out, its most recent copy is saved, so modifications can be made to the new copy without the fear of losing the original documents and configurations.

6.10.3 Change Control Implementation
EA will work with the City to compile a list of changes they would like to make to their SCADA system. Once a list has been established, EA and the City will prioritize the projects, and EA will add them to Change Control in that order. Change Control will be used by EA and the City as a reference for which projects need to be completed, and it is also a place where the City can log requests, authorize new projects, and see notes left by EA engineers.

6.10.4 Site Investigations
EA will complete a detailed site investigation for 9 well sites, 5 reservoir sites, 3 pressure stations and 3 interchanges. During these investigations, EA will gather site-specific details and compare the site conditions to the current documentation. EA will also document the needs for each site, including the instrumentation that should be replaced.

SCADA System Upgrade Scope of Work
EA Project Number: EA24COC192, v1.0.0

9050 Irvine Center Drive, Irvine, CA 92618 USA
Tel 949-769-6000 Fax 949-769-6005
www.eaintegrator.com
Scope of Work
SCADA System Upgrade
Page Number: 15 of 20

6.10.5 Network Drawings
EA will develop detailed site network drawings for each site which will consists of:
• IP addresses
• Site & communications interface
• Overview for the sites
• Misc. site-specific details
The network drawings will create the foundation for EA and the City to improve communications between the sites. Once the network is mapped out, it will be easier to see where and why communications may have inconsistencies in current operation. With this knowledge, EA and the City will be able to develop a plan to fix the communication errors and provide the City with reliable communication.

6.10.6 Maintenance Procedure Development
To perform scheduled maintenance visits, EA will need to develop and execute hardware and software maintenance procedures. These procedures are essentially checklists that contain specific details of each site and what EA needs to review during each visit. The procedures will be reused for each visit, and EA anticipates that minor changes may need to be made to the procedures over time.

As Needed Support Services for Year 1 Deliverables
Client Deliverables

1. Source and Change Control Workshop meeting minutes

2. Process and procedures for Source and Change Control

3. Network drawings

Internal Deliverables

1. Site investigation notes

2. Hardware and software maintenance procedures

SCADA System Upgrade Scope of Work
EA Project Number: EA24COC192, v1.0.0

9050 Irvine Center Drive, Irvine, CA 92618 USA
Tel 949-769-6000 Fax 949-769-6005
www.eaintegrator.com
Scope of Work
SCADA System Upgrade
Page Number: 16 of 20
7 Assumptions & Clarifications
The following assumptions and clarifications were used in preparing this proposal:

1. EA is fully replacing the existing SCADA platform hardware and software with new redundant servers, running the latest stable version of Ignition.

2. EA will purchase hardware and software for the platform and SCADA application as detailed in Section 9. As these are early estimated budgets, EA has allocated an appropriate budget to procure hardware and software following the approved design.

Specific BOMs will be developed during the design phase.

3. We assume that no changes will be made to the existing SCADA tags, templates and graphics, or communications during the SCADA Upgrade Project. Updates to the existing program will be limited to fixing errors related to program scripting or items that prevent a successful upgrade. Any non-mandatory bug fixes can be addressed as a separate effort.

4. EA has received pricing for an annually renewing license for Ignition Vision 8.1, complete with a tag historian module, reporting module, and fully redundant. Additional budget may be required if a different direction (e.g. perpetual license) is required. a. This proposal does not include budget for renewal of Ignition for years 2 and 3.

This will need to be renewed on an annual basis by the City, but EA can assist with support renewal management if needed.

5. The SCADA Upgrade Scope and Budget were developed assuming that no work is required at the City’s water sites to complete the SCADA System Upgrade.

6. The upgraded SCADA application will be deployed in parallel to the existing system to allow for a burn-in period such that any discovered issues (upgrade-related only) can be addressed prior to decommissioning the old system.

7. EA will not be responsible for furnishing power and communication at the server rack. We assume 120VAC and network connections will be handled by others. EA also assumes that the space the server rack will be located in has sufficient environmental (HVAC) control.

8. Since there is no specific information available, EA has included platform hardware (including redundancy) as per EA’s standard offering. However, EA has provided an estimation for the hardware costs without knowledge for what exactly is needed, so prices are subject to change.

9. Due to the lack of specific information regarding the instrumentation needed for the field sites, we have allocated a lump sum cost to accommodate site instrumentation for the duration of the contract. Following a detailed investigation of each site, this budget will be updated and finalized.

10. New UPS hardware for each site has been incorporated in accordance with the specifications outlined in the RFP document.

11. EA is not affiliated with any hardware or software manufacturer. EA is not responsible for implementing new firmware updates or patches outside the scope of this project.

However, we may provide advice to our clients, who can choose to pursue our advice in the event that such an update is required.

SCADA System Upgrade Scope of Work
EA Project Number: EA24COC192, v1.0.0

9050 Irvine Center Drive, Irvine, CA 92618 USA
Tel 949-769-6000 Fax 949-769-6005
www.eaintegrator.com
Scope of Work
SCADA System Upgrade
Page Number: 17 of 20

12. EA will be utilizing software provided by a third-party vendor as part of their scope of work.

EA provides no warranty that the software is free from vendor caused defect or bugs. If during development, testing, or deployment a software issue is discovered that can be attributed to a vendor caused defect or bug, EA will attempt a reasonable amount of troubleshooting with the vendor to try and fix the issue. If the time spent goes beyond what EA deems is reasonable, EA will discuss possible solutions with the District, such as having the District’s SCADA staff continue with the vendor, or having EA continue on a T&M basis.

13. Unless specifically indicated in this scope of work, design documentation developed through this project will not be stamped by a professional engineer.

14. All submittals will be transmitted in electronic format (no hard copies will be provided).

15. Written approval (email or letter) from the City is required for all submittals within 10 business days of release by EA.

16. In order to maintain project flow and schedule, response to meeting requests is required within 5 business days.

17. Delays due to mechanical, electrical, or IT related issues, production scheduling constraints, or lack of system availability out of EA’s control that result in additional site time will be charged at EA’s standard hourly rates.

18. Lead-Time & Supply Chain Impacts: Due to the supply chain impacts imposed by the pandemic, all quoted hardware lead-times are subject to change without notice.

19. Unless otherwise stated above, hardware and software pricing does not include any sales tax, use tax, or applicable fees; please apply any taxes and/or fees as appropriate. Please note that all invoices will include sales tax where applicable.

20. EA shall provide cybersecurity services to the City in accordance with industry best practices and applicable laws and regulations.

21. The City acknowledges that no cybersecurity system is completely secure, and EA makes no guarantees regarding the prevention or detection of all cybersecurity threats.

22. EA shall not be liable for any losses or damages arising from a cybersecurity attack that occurs despite the provision of cybersecurity services.

23. The City shall be responsible for maintaining adequate backups and disaster recovery plans in case of a cybersecurity attack.

24. The City shall notify EA promptly in the event of a cybersecurity attack. If the City requests EA’s support, the City shall provide all necessary cooperation and information to assist in remediation.

25. The City shall indemnify and hold harmless EA from any claims, damages, or expenses arising from a cybersecurity attack that is caused by the City's negligence or misconduct.

SCADA System Upgrade Scope of Work
EA Project Number: EA24COC192, v1.0.0

9050 Irvine Center Drive, Irvine, CA 92618 USA
Tel 949-769-6000 Fax 949-769-6005
www.eaintegrator.com
Scope of Work
SCADA System Upgrade
Page Number: 18 of 20
8 Schedule
The PM will release an initial schedule upon project initiation. A preliminary project schedule has been included with the RFP response.
9 Cost Estimate
Work under this proposal is on a time and expenses basis and is an estimate made in good faith without consideration for delays and unknowns.

Enterprise Automation will continually track task progress against this estimate and will inform the City of any anticipated projected overruns. Any additional hours required to perform the specified tasks will be submitted to the City as a change order request. The decision to continue the work or consider alternative options will therefore remain with the City.

Approval of any change order by the City will be required prior to Enterprise Automation commencing or continuing the work task in question.

Billings will occur every month and will include engineer-hour break downs indicating hours expended, resources utilized, on a per task basis. Enterprise Automation will maintain an open line of communication with the City to discuss status of the work in progress, potential problems with scheduled work, changes in the estimated hours, and to coordinate up and coming tasks.

9.1 Materials
Budget has been included for EA to procure the following items, note this Bill of Materials is preliminary will change following the completion of the Platform Design:

SCADA Platform Hardware
• Server rack, 24U, mesh doors, standard dimensions
• UPS, 2U rack mount, 1500VA double conversion, with management • UPS battery expansion, 2U rack mount, 1500VA
• PDU, 0U vertical mount, 14x 5-15R
• Environmental monitor, rack mount
• Network switch, 24 port GE, 4 port SFP+, 5 years support • Firewall, 8 port GE, 2 port SFP, 900Mbps NGFW, 5 years support (UTP+OT) • Firewall, rack mount tray
• Multi-factor authentication token, mobile app, 10 users • Server, 1U rack mount, custom specification, 5 years support • Client workstation, custom specification, 5 years support • Monitor, 1080p, 27in
• UPS, desktop, 1500VA line interactive
• Miscellaneous hardware (cables, mounting, etc.)
SCADA System Upgrade Scope of Work
EA Project Number: EA24COC192, v1.0.0

9050 Irvine Center Drive, Irvine, CA 92618 USA
Tel 949-769-6000 Fax 949-769-6005
www.eaintegrator.com
Scope of Work
SCADA System Upgrade
Page Number: 19 of 20
SCADA Platform Software
• Ignition Vision 8.1, tag historian and reporting, redundant, basic support • Windows Server 2022 Standard, up to 16 cores and 2 VMs • Windows Server 2022 CAL, per-user or per-device
• SQL Server 2022 Standard, up to 2 cores
Additional Site Materials
• Power supply, 120VAC to 24VDC, 20A, DIN mount
• UPS, 24VDC, 20A, DIN mount
• Battery sensor board
• Battery, 12VDC, 26Ah
• Battery acid neutralizing mat, 12in x 8in
• Battery mounting hardware
• Unspecified Site Instrumentation (budget allocation per site)

9.2 As Needed Support Fee
Though we typically charge an annual support fee of $12,000, we have waived this due to the volume of work EA anticipates will accompany this three-year contract.

Additionally of note, on an annual basis, EA charges a test platform support fee. This allows EA to maintain a dedicated and isolated clone of the City’s SCADA system, allowing EA to provide rapid, remote troubleshooting and support. The Test Platform significantly reduces risk as it replicates the on-site conditions in a controlled environment where changes can be made without affecting production. This fee only covers EA’s overhead cost to provide this service, with zero profit added.

9.3 Travel
All travel will be billed at cost according to the U.S. General Services Administration (GSA) for hotel and per diem rates and the IRS standard mileage rate as of May 29, 2024. 10 Conclusion
I welcome any further discussion that may facilitate the refinement of this scope of work. Please contact me at (949) 769-6000 x 124 or alternatively on my cell phone at (949) 378-7087 with any questions.

Submitted by

Alex Stipe
Sales Manager

SCADA System Upgrade Scope of Work
EA Project Number: EA24COC192, v1.0.0

9050 Irvine Center Drive, Irvine, CA 92618 USA
Tel 949-769-6000 Fax 949-769-6005
www.eaintegrator.com
Scope of Work
SCADA System Upgrade
Page Number: 20 of 20
11 T erms & Conditions
Terms & Conditions will be established according to the contract established between EA and the City.

SCADA System Upgrade Scope of Work
EA Project Number: EA24COC192, v1.0.0

9050 Irvine Center Drive, Irvine, CA 92618 USA
Tel 949-769-6000 Fax 949-769-6005
www.eaintegrator.com
Scope of Work
Appendix A: Deliverables List

Appendix A: Deliverables List
Client Deliverables

1. Kickoff meeting minutes

2. Project Schedule in Gantt format

3. Server Rack Design

4. Active Directory security and group policy

5. User roles and permissions matrix

6. Virtualization requirements

7. Infrastructure requirements

8. Firewall rules and data flows

9. IP addressing scheme

10. System architecture diagram and network layout

11. Software Installation Matrix

12. Licensing Requirements Specification

13. Deployment planning workshop meeting minutes

14. Deployed SCADA configuration on new platform VMs

15. Deployment planning procedures and checklists

16. As-built documentation

17. Project closeout meeting minutes

18. Update and maintain Change Control

19. Source and Change Control Workshop meeting minutes

20. Process and procedures for Source and Change Control

21. Network drawings
Internal Deliverables

1. Execution plans

2. Initial risk register

3. Site investigation report

4. SCADA Upgrade Design documentation

5. Test platform set up & configuration procedures

6. SCADA Upgrade tasks completed

7. Site investigation notes

8. Hardware and software maintenance procedures

SCADA System Upgrade RFP Response
EA Project Number: EA24COC192, v1.0.0

9050 Irvine Center Drive, Irvine CA 92618 USA
Tel 949-769-6000 Fax 949-769-6005
www.eaintegrator.com
RFP Response
Appendix B: Schedule
Page Number: 19 of 20
Appendix B: Schedule

ID Task Name
1 EA24COC192 SCADA System Upgrade
2 3 Initiation
4 Project Setup
5 Execution Planning
6 Internal kickoff meeting
7 Project kickoff
8 Design Phase
9 Site investigation
10 Design workshop
11 SCADA Upgrade Design
12 Server Rack Design
13 Platform Design
14 50% Progress meeting
15 100% Package submittal
16 Final Submittal
17 COC Final Review
18 Testing and Platform Development
19 Test platform host set up and
configuration
20 Setup and configure VMs
21 Validate test platform configura
22 SCADA Upgrade
23 SCADA version upgrade
24 Commissioning
25 Deployment planning
26 Deployment planning workshop
27 Deploy
28 Closeout
29 As-built documentation
30 Project closeout meeting with
customer
31 PM
32 Project management
33 Team check-in meetings
34 35 Schedule Formatting Legend
36 EA tasks
37 EA submittals
38 Client/EA meetings
39 Client/external tasks
40 Construction/procurement lead tim
41 Commissioning
EA24COC192 SCADA System Upgrade
Initiation Initiation
Project Setup
Execution Planning
Internal kickoff meeting
Project kickoff
Design Phase
Site investigation
Design workshop
SCADA Upgrade Design
Server Rack Design
Platform Design
50% Progress meeting
100% Package submittal
Final Submittal
Testing and Platform
PM
Schedule Formatting Legend Schedule Formatting Legend
EA tasks
EA submittals
Client/EA meetings
Client/external tasks
Construction/procurement lead time
Commissioning

S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T Jun 16, '24 Jun 23, '24 Jun 30, '24 Jul 7, '24 Jul 14, '24 Jul 21, '24 Jul 28, '24 Aug 4, '24 Aug 11, '24 Aug 18, '24 Aug 25, '24 Sep 1, '24 Sep 8, '24 Sep 15, '24 EA24COC192 SCHEDULE SCADA System Upgrade 1.0.0.mpp Wed 5/29/24

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Compton City CouncilJuly 16, 2024

Compton City Council
July 16, 2024