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· Community meetings
o Saturday, March 12, 2022
o Wednesday, March 16, 2022
· Online surveys - 205 received
· Community discussion
o Parks Arts and Community Services Commission - March 24, 2022 As this is a valued community asset, an open, competitive and transparent RFP process to ensure the selection of a professional and experienced tennis center operator was paramount. In addition to public outreach, staff contacted both staff and vendors from neighboring cities that operate Tennis Centers similar to the Costa Mesa Tennis Center, including Fountain Valley, Fullerton, Huntington Beach, and Newport Beach, as well as other southern California cities, including Burbank, Fremont, Los Angeles, and Torrance.
On September 20, 2022, the proposed scope of services was reviewed and approved by City Council with modifications and direction regarding the differentiation of responsibilities and revenue structure.
These changes were included in the RFP, which was posted on December 8, 2022, with RFP proposals due on January 25, 2023.
ANALYSIS:
The Costa Mesa Tennis Center is a vital amenity for the Costa Mesa Community. The twelve courts at the CMTC are the only city owned tennis courts in Costa Mesa. For that reason, the CMTC is the primary location for all public court time, as well as lessons, tournaments, and programs. Therefore, it is critical that the CMTC meet the needs of the tennis community by providing a quality facility, a variety of program opportunities, and experienced staff that can also successfully manage the facility.
The operator will be responsible for the coordination and management of the public use of the tennis courts. It will be the responsibility of the Operator to provide a variety of classes, programs, tournaments, community events, and competitions for patrons, including year-round competitive and social programs that are available to all Costa Mesa residents.
The Finance Department’sPurchasing staff issued an RFP in accordance with the City of Costa Mesa Municipal Code Chapter V. Finance, Article 2. Section 2-167 Formal Bidding Process.
Purchasing staff has been the main contact for communication with all bidders throughout the RFP process, hosting a pre-bid meeting, answering questions via Planetbids, and requesting clarifying questions from the bidders to ensure the evaluation team could evaluate proposals in a fair, equitable, and unbiased format. A total of nine (9) proposals were submitted in accordance with the RFP guidelines. Staff from the Finance Department reviewed all proposals to ensure each one met the criteria identified in the scope of the RFP. After this initial review, a rating panel consisting of management staff from the City Manager's Office, Finance, Public Works, and Parks and Community Services Departments reviewed and evaluated all proposals. Each panelist submitted individual scores for the following qualitative factors:
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File #: 23-1295 Meeting Date: 7/18/2023
· Qualifications of the Proposer/Organization and Key Personnel · Approach to providing the requested scope of services · Innovative and/or creative approaches to providing services to the community that include additional efficiencies and/or increased performance capabilities · Cost Sharing
All ratings were submitted to the Finance Department for tallying. Upon completion of this process, it was determined that three (3) of the proposals received higher scores and therefore were more qualified than the remaining six (6). These three (3) proposals were submitted by the following bidders:
· Agape Tennis Academy
· Hard Court Tennis
· Top Seed Tennis Academy
Staff began the next procurement phase, which includes the preparation of the interview phase of the RFP review process. In doing so, additional clarifying financial information was requested from the three (3) proposing organizations, to ensure a more direct comparison of the proposals and their financial capabilities, backing, and history. Interviews were then scheduled and held on May 22, 2023.
The three bidders were also informed that they should be prepared to present to the evaluation committee their best and final proposal. Bidders were also asked to bring the team who will be managing the Tennis Center, if awarded. Each bidder was allotted one (1) hour to present their business model, and showcase why they are the best operator for the City of Costa Mesa.
Upon completion of the interviews, all panelists were asked to score the presentations, separate from the proposal scoring. Ratings were given for the following categories:
· Grasp of the project
· Approach
· Qualifications and Experience
· Communication
· Quality of Presentation
After a tally of the scores and a brief deliberation, staff prepared a recommendation to bring forward to City Council for the award of an operator agreement to Agape Tennis Academy.
Agape Tennis Academy was founded in 2012 with a mission to enrich lives and communities through a tennis mission that drives their team to improve the quality of life in the communities they serve whether through coaching young leaders on the courts or collaborating with the community with
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whether through coaching young leaders on the courts or collaborating with the community with service events. Agape has five core values which they incorporate in all they do: Honesty, Excellence, Attitude, Responsibility, and Teamwork (HEART). Agape's innovative programming sets them apart.
Their team enjoys developing new programs and creating fun opportunities to connect people through activities at the Tennis Center.
Agape leads a successful social media outlet that is utilized to market and communicate with players, increase brand awareness, and connect with the local community. Due to different age groups being active on different social media platforms, Agape maintains a social media presence on multiple platforms to ensure the broadest reach; such as Facebook, Instagram and YouTube.
Agape understands the City's objectives for operations of the Costa Mesa Tennis Center (CMTC) and has demonstrated the ability to:
Track Financial and Key Statistics:
· Use point of sale (POS) registers and provide verifiable, full disclosure of financial and program data using Club Automation's POS functionality and reporting capabilities. Club Automation is used to manage all sales, reservations, registrations, and payments. Club Automation allows guests to register and make payments online. · Prepare and submit an annual report to the City's Director of Parks and Community Services.
This report will include notable highlights and data and statistics of operations such as attendance, activities, improvements, programs, and trends. · Provide designated City personnel monthly reports for gross receipts (this report will indicate the amount payable to the City and will accompany each required monthly payment) and revenue and expenses (this report will accompany the monthly rental payment); these reports and payments will be due on or before the 15th of the month following the closing month (e.g., by February 15th for the month of January). Agape acknowledges that the City will assess a 1% penalty for any late payments.
· Provide designated City personnel with Club Automation user privileges so the City has access to on-demand reports and information (note that City access will be provided in a manner that protects guests' personal information).
Tennis Center Operations:
· Agape partners with USTA to provide league tennis for players and is frequently invited to attend various continuing education workshops. Agape is a member of multiple professional tennis associations, resulting in keen awareness of industry best practices and marketing trends in tennis and pickleball play, that will benefit CMTC operations. · Conduct routine surveys and convene an advisory board at CMTC as a method of gathering and incorporating patron feedback and ensuring client satisfaction. · Accommodate walk-in players and accept court reservations by phone, in-person, and online via Agape's Customer Relationship Management (CRM) system, Club Automation. · Operate a pro shop at CMTC that provides sales of tennis and pickleball equipment, sports apparel, and accessories.
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Concessions:
· Provide concessions for CMTC patrons as well as skatepark and Bark Park patrons that range from vending machine offerings to coffee, smoothies, yogurt, protein bars, popcorn, chips, and other snacks.
· Provide concessions for special events by bringing in food trucks, ice cream trucks, and similar vendors to expand concessions options.
Programs:
· Provide quality programs and services that accommodate all ages, player abilities, and user groups and that optimize court use/balance of recreational and competitive play. Tennis programs will include private and group lessons, opportunities for recreational and league play, tournaments, court rentals, clinics and drills, and camps and special events for various age and user groups.
· Provide tennis programming that maximizes court use, promotes community engagement, and grows revenue.
· Agape proposes to use all 12 courts for open tournaments no more than four times per calendar year, and Agape will obtain City approval for days/times of tournament play.
Community Outreach & Events:
· Provide scholarships, fee assistance programs, and Costa Mesa resident programs (with City approval) that will include a minimum of four free one-hour tennis lesson clinics per year for both youth and adult participants, a discount program for youth group lessons, and a minimum of 48 hours of free drop-in open court time per quarter for Costa Mesa residents. · Will offer discounted rates for special populations such as older adults and disadvantaged youth and will ensure access for special populations such as youth with disabilities who otherwise would not be exposed to tennis or pickleball play. · Work collaboratively with local nonprofits to create instructional and recreational tennis and pickleball opportunities for youth.
· Provide outreach services to local non-profit organizations to create opportunities for both instruction and play.
· Agape Tennis foundation develops, enriches and empowers individuals through free tennis opportunities through partnerships with Big Brother Big Sisters and Boys and Girls Club of America.
· Conduct ongoing community outreach and promotion of CMTC and its programs.
Marketing and Hours of Operation:
· Coordinate an innovative team that will market, advertise and expand services at the Costa Mesa Tennis Center, making it a premiere tennis recreation destination in Orange County. This includes creating an effective team comprised of current, incumbent, and new staff, as they have successfully done with multiple new contracts and offering new, unique, and extensive program offerings to include new leagues, camps, and events for both tennis and pickleball. · Establish operating hours that maximize the public’sability to access the center’sfacility and programs, including creating priority access for Costa Mesa residents and organizations.
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The Agape Tennis Academy stood out for these factors, as well as for their highly qualified team of staff that have extensive experience in specific programs areas, including instruction, tournaments, and pickleball. This complement of staff, along with a dedicated experienced facility manager, will provide users of the facility quality programs that can engage Costa Mesa players of all ages and abilities.
Finally, Agape Tennis Academy is open to hiring tennis professionals or administrators formerly associated with CMTC to ensure a smooth and efficient transfer.
ALTERNATIVES:
The City Council may choose to:
Reject the staff recommendation to award and agreement to Agape Tennis Academy and direct staff to work with a different operator; or reject all proposals and start the procurement process again.
Both options will require the City to continue the month to month contract with the current interim operator.
FISCAL REVIEW:
Upon Council approval to move forward with Agape Tennis Academy, City staff will begin to negotiate the terms and conditions and the City’s financial share and cost to the tennis center patrons.
LEGAL REVIEW:
The City Attorney's Office has reviewed this staff report.
CITY COUNCIL GOALS AND PRIORITIES:
This item supports the following City Council Goal:
· Strengthen the Public’s Safety and Improve the Quality of Life CONCLUSION:
Staff has concluded the Request for Proposals process. The recommended operating agreement for the management and operation of the Costa Mesa Tennis Center has been provided, including the following key elements:
1. Award an operating agreement to Agape Tennis Academy for the Management and Operation of the Costa Mesa Tennis Center.
2. Authorize City Manager or her designee to negotiate the terms and conditions for the financial share between the City and Agape Tennis Academy.
3. Authorize the City Manager and the City Clerk to execute the operating agreement and future amendment to the agreement within City Council authorized limits.
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CITY OF COSTA MESA
Agenda Report
77 Fair Drive
Costa Mesa, CA 92626
File #: 23-1285 Meeting Date: 7/18/2023
TITLE:
AUTHORIZE THE USE OF SOURCEWELL’S NATIONAL COOPERATIVE AGREEMENT WITH
WHP TRAININGTOWERS FOR THE PURCHASE OF A PRE-FABRICATED TRAINING TOWER AT FIRE STATION NO. 4
DEPARTMENT: PUBLIC WORKS DEPARTMENT/ENGINEERING DIVISION PRESENTED BY: RAJA SETHURAMAN, PUBLIC WORKS DIRECTOR
CONTACT INFORMATION: SEUNG YANG, P.E., CITY ENGINEER, (714) 754-5633 RECOMMENDATION:
Staff recommends the City Council:
1. Authorize the use of Sourcewell’sNational Cooperative Agreement No. 011822-JHK with WHP Trainingtowers for the purchase and installation of a pre-fabricated training tower at Fire Station No. 4 in the amount of $2,178,190.05.
2. Authorize an additional ten percent (10%) contingency of $217,819.05 for unforeseen costs.
ENVIRONMENTAL DETERMINATION:
The proposed action is exempt from the California Environmental Quality Act (CEQA) because it is not a “project”under Section 15378(b)(5) of CEQA Guidelines. The action involves an organizational or administrative activity of government that will not result in the direct or indirect physical change in the environment. In addition, the proposed action is exempt under Section 15301 relating to the operation, repair, maintenance, permitting, and/or minor alteration of existing public facilities.
BACKGROUND:
In 2022, the Governor's Office of Emergency Services (Cal OES) earmarked funding for Costa Mesa Fire and Rescue in the amount of $2,500,000. The purpose of this funding is to upgrade the existing training tower facility at Fire Station No. 4, located at 2300 Placentia Avenue, which has exceeded its useful life and is no longer compliant with current standards.
The funding has been allocated in the adopted FY 2022-23 City Capital Improvement Program (CIP) budget, including $1,100,000 from the Capital Improvements fund. The site plan and schematic of the proposed training tower are shown in Attachment 2.
The project will replace the existing training tower facility built in 1966 with a new tower structure and slab on grade pavement.
The project is divided into two phases. The first phase, which is before the City Council, include the
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The project is divided into two phases. The first phase, which is before the City Council, include the purchase of a prefabricated tower, together with its installation inside the Fire Station No. 4 grounds.
The second phase will include a separate structure with restrooms and showers, asphalt and miscellaneous pavement to be newly constructed with a concrete slab on grade improvements.
ANALYSIS:
The scope of work for this project includes the fabrication, delivery, and installation of a custom training tower at Fire Station No. 4.
The purchase and procurement of the training tower and its installation must be expedited in order to meet the spending requirements imposed by this earmark.
Based on purchasing guidelines, Section 2-167 of the Costa Mesa Municipal Code, formal bidding procedures are enacted for purchases and services amounting to $50,001 or more.
However, the purchase and installation of the training tower for Fire Station No. 4 can be expedited per Costa Mesa Municipal Code Section 2-165(6). Sourcewell meets all the requirements outlined in the City of Costa Mesa’sPurchasing Policy and all requirements set forth by the State of California regarding regional cooperative purchasing agreements. Sourcewell established an approved vendor list following a nationwide competitive bid process. This process confirms that the City still receives the lowest available pricing, and meets the competitive bid process requirements. The City has utilized Sourcewell successfully for several previous related purchases, and WHP Trainingtowers is an authorized Sourcewell contractor. The quote for the training tower and installation is included in Attachment 1.
Therefore, Public Works staff requests authorization to execute Sourcewell’sCooperative Agreement with WHP Trainingtowers, for the purchase of one (1) prefabricated training tower, delivery, and installation.
ALTERNATIVES:
The City Council could choose not to authorize the use of Sourcewell’s National Cooperative Agreement with WHP Trainingtowers. This action is not recommended as there could be significant delays in the procurement of this training tower. In addition, funding deadlines might not be met if this Sourcewell cooperative agreement is not authorized, which may result in jeopardizing future state funding opportunities
FISCAL REVIEW:
Funding for this project is available from State Grant Fund (231) and Capital Improvements Fund (401) in Fiscal Year 2022-23 Adopted Budget.
LEGAL REVIEW:
The City Attorney’s Office has reviewed this report and approves it as to form.
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CITY COUNCIL GOALS AND PRIORITIES:
This item supports the following City Council Goals:
· Strengthen the Public’s Safety and Improve the Quality of Life · Maintain and Enhance the City’s Infrastructure, Facilities, Equipment and Technology CONCLUSION:
Staff recommends the City Council:
1. Authorize the use of Sourcewell’sNational Cooperative Agreement No. 011822-JHK with WHP Trainingtowers (Attachment 1) for the purchase and installation of a pre-fabricated training tower at Fire Station No. 4 in the amount of $2,178,190.05.
2. Authorize an additional ten percent (10%) contingency of $217,819.05 for unforeseen costs.
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June 29th, 2023 Ref. Number: Q-2317988 (via email)
Kelley Needham, Managing Partner
PBK-WLC
8163 Rochester Avenue, Suite 100
Rancho Cucamonga, CA 91730
909-238-7030
[email protected]
Re: WHP Trainingtowers™ Sourcewell Contract Number 011822-JHK City of Costa Mesa Sourcewell Agency Number 2173
Fire Training Tower
Dear Mr. Needham:
We are pleased to provide you with the following Sourcewell proposal for a CUSTOM HIGH RISE FIVE-STORY WHP training simulator utilizing WHP contract number 011822-JHK and the City of Costa Mesa member number 2173. The simulator would consist of a structure that would approximate the following:
1. Section A will be a Four-Story Tower with a Five-Story Enclosed Stair Tower approximately 35’-10” W x 11’-8” L with varying roof heights. The tower will be 20'-9" W x 11’-8" L x 44'-0" H with a 15’-1” W x 11’-8” L x 54’-0” H stair tower. a. Three (3) interior floors (2nd, 3rd, 4th) tower
b. Two (2) flat roofs with concrete working surface and 48” H parapet walls. c. Four (4) 3’-0” single swing gates with wear plates attached to create a door look, one (1) on the tower roof at the stair landing and three (3) on the stair tower roof d. Ten (10) rappelling anchors on the stair tower roof
e. One (1) vertical ladder from the tower roof up to the stair tower roof f. One (1) five-story interior stair with welded stair railing g. One (1) five-story exterior stair with welded stair railing h. One (1) forcible entry door
i. Three (3) removable in-line confined space props. One (1) on each elevated floor of the tower. Each floor opening will have an attic hatch cover as well as a floor door to cover the openings when not in use.
j. Seven (7) 3' x 7’ plate steel doors with continuous hinges and hardware k. Five (5) 3' x 7’ burn room plate steel doors with continuous hinges and hardware ATTACHMENT 1
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l. One (1) 3’ x 4’ burn window opening with latching shutter m. Three (3) 3’ x 4’ window openings with latching shutter n. One (1) five-story galvanized standpipe with FDC and 2-head sprinkler run o. One (1) 11’ x 12’ Class A burn room protected with a Padgenite Interlock™ liner system on 3rd floor
p. One (1) 49”x49” pallet style burn crib
q. One (1) 11’ x 12’ Class B burn room protected with a Padgenite Interlock™ liner system on 4th floor (Class B prop below in subcontract) r. One (1) viewing window
2. Section B will be a Two-Story Residential/Industrial section approximately 21'-11" W x 35'-0" L x 24’-0” H.
a. One (1) split parapet/gable roof, 5/12 and 9/12 un-equal pitch with perimeter welded guardrail
b. Two (2) 8’-0” chain gates, one (1) on each face of the residential/industrial gabled roof
c. One (1) 8’x8’ chopout
d. One (1) 4’x8’ chopout
e. One (1) attic space provided between the gabled roof and the second floor f. One (1) breachable floor/ceiling into attic
g. One (1) 3' x 3' framed window opening with latching shutter at exterior gabled end of the attic
h. One (1) 4’x7’ cantilevered balcony
i. One (1) inset corner balcony with railing and door
j. Three (3) over-window rappelling anchors with bail out props k. Nine (9) 3' x 4' framed window openings with latching shutters l. One (1) 6' x 4' double window with latching shutters m. One (1) 6' x 7' exterior plate steel door and hardware n. Three (3) 3' x 7' exterior plate steel door and hardware o. One (1) forcible entry door
p. Two (2) 3' x 7' burn room plate steel doors and hardware q. One (1) two-story interior stair with welded stair railing r. One (1) 4’x38’ exterior balcony with stair and welded stair railing s. One (1) 8’x7’ sectional garage door
t. One (1) garage door prop
u. One (1) Denver drill window prop
v. One (1) breachable window prop
w. One (1) breachable wall prop
x. One (1) window security (rebar) prop
y. One (1) maze starter kit
z. One (1) 30,000 CFM wireless smoke machine with ten (10) 3” manifold smoke runs aa. One (1) 12’ x 12’ Class A burn room protected with a Padgenite Interlock™ liner system
bb. One (1) 49”x49” pallet style burn crib
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3. Section C will be a One-Story Annex approximately 21'-11" W x 14'-6" L x 10'-0" H. a. Sloped roof with 8’x8’ chopout
b. Two (2) 3' x 4' framed burn window openings with latching shutters c. One (1) 3' x 7' exterior burn room plate steel door and hardware d. Entire room shall be protected with a Padgenite Interlock™ liner system e. One (1) Class A Two-Shelf burn crib with hood
f. One (1) 49”x49” pallet style burn crib
g. One (1) Class A Kitchen Stove Prop
h. One (1) Data Logger GL240 wireless temperature monitoring system. The pyrometer includes six (6) thermocouples and one (1) NEMA box
4. Additional Items Included in Subcontract:
a. Foundation Design, Slab on Grade, Slab on Deck
b. One (1) KFT Kidde Class B Prop
Sourcewell
MSRP Applied Discount
Materials are: $926,179.00 $833,561.10
Freight is: $109,542.00 $104,064.90
Set Up Fee is: $801,199.00 $761,139.05
Subcontract Concrete SOG and SOD are: $298,300.00 $298,300.00 Subcontract (Kidde Class B Prop and Controls) are: $181,125.00 $181,125.00 Total: $2,329,724.00 $2,178,190.05
10% Off Materials, 5% off Freight and Set Up Fee
All pricing is in US Dollars and is valid for 30 days. It is the policy of WHP Trainingtowers™ to provide a reasonable cost estimate for your budgeting purposes. It is not uncommon in the construction industry to offer cost estimates that are for low end or stripped-down structures. WHP believes the cost estimate should reflect a training simulator that meets OSHA safety requirements, is of the highest quality, and will meet the expectations of the customer.
Schedule: We would require 2-4 weeks to prepare conceptual drawings after award of the contract or purchase order and 18-20 weeks for delivery after receipt of approved drawings. If the foundation is in place the erection would be complete approximately 15-17 weeks after delivery of building. Some optional items such as brick exteriors will require more time to complete erection as well as weather conditions.
Design Criteria: Pricing is based on the following structural design criteria per IBC 2012:
1. Live Loads- (a) Roof: 100 psf (b) Floor: 100 psf (c) Attic: 100 psf
2. Wind Loads- (a) Speed: 115 mph (b) Exposure: C
3. Seismic Loads- (a) Coefficient Ss [max]: 131 (b) Coefficient S1 [max]: 47 (c) Site Class D
4. Soil Capacity- Minimum 1500 lbs/sq.ft.
*Requirements exceeding these loads may result in additional costs. 625
Exclusions: We exclude from our proposal: bonds, taxes, permits, special insurance requirements if any, field painting of exterior handrails and stairs, mechanical, electrical, fire protection systems, elevator cab, winter conditions, site work, excavation, engineering layout and general condition items and any other miscellaneous fees.
Terms: For materials a deposit of 25% on the building package is due on receipt of order (signing of contract). Balance of payment on materials due on delivery to site. No retention on materials. Labor will be billed monthly. Invoices not in dispute over 30 days will be assessed 1 ½ % per month on balances in excess of 30 days. Financing is available through lease purchase programs.
We hope you find the proposal acceptable. If we can provide you with further information please feel free to call.
Sincerely,
Capt. Rob Van Bibber (Ret.)
WHP Trainingtowers™
California State License Number: 865784
Approval
Print Name________________________________
Signature_________________________________
Date_____________________________________
Tax Exempt
Number__________________________________
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JOANN STREET
PLACENTIA AVENUE
EXISTING
SLIDING
SECURITY
GATE
EXISTING
SLIDING
SECURITY
GATE
REMODELED
AMBULANCE
STORAGE /
PROPOSED
DIRTY CLASSROOM
EXISTING
VISITORS
PARKING
PROPOSED
CREW PARKING STALLS WITH
NEW CARPORT AND
SOLAR PANEL, TYP.
EXISTING
F.H.
EXISTING
F.H.
PROPOSED
DRAFT PIT
PROPOSED
BATHROOM
ADDITION
RELOCATED
EXISTING
PROP
RELOCATED
EXISTING
PROP
PROPOSED
PREFABRICATED
TRAINING
TOWER
TRENCH DRAIN, TYP.
PROPOSED
ABOVE
GROUND
PUMP
BUILDING
PROPOSED
UNDERGROUND
RECOVERY
TANK
TRENCH DRAIN, TYP.
TRENCH DRAIN, TYP.
TRENCH DRAIN, TYP.
EXISTING
FIRE STATION No. 4
PROPOSED
CREW PARKING STALLS WITH
NEW CARPORT AND
SOLAR PANEL, TYP.
EXISTING
CLASSROOM
PROPOSED
COVERED
PATIO
PROPOSED
FLASH-OVER
PROP
PROPOSED
OUTDOOR
SHOWERS
RELOCATED
EXISTING
PROP
PROPOSED
F.H.
0'10' 20' 40'80'
N
PROPOSED SITE PLAN
COSTA MESA FIRE TRAINING TOWER
06/07/2023
PLAN NORTHCOSTA MESA FIRE & RESCUE DEPARTMENT
COSTA MESA FIRE STATION No. 4
STAGE 1
STAGE 2
Attachment 2
627
CITY OF COSTA MESA
Agenda Report
77 Fair Drive
Costa Mesa, CA 92626
File #: 23-1297 Meeting Date: 7/18/2023
TITLE:
RESOLUTION FOR EXCEPTION TO THE 180-DAY WAIT PERIOD PURSUANT TO GOVERNMENT CODE SECTIONS 7522.56 AND 21221, FOR THE REHIRE OF EMERGENCY
SERVICES MANAGER BRENDA EMRICK
DEPARTMENT: CITY MANAGER’S OFFICE / HUMAN RESOURCES DIVISION PRESENTED BY: CITY MANAGER’S OFFICE / HUMAN RESOURCES DIVISION CONTACT INFORMATION: KASAMA LEE, HUMAN RESOURCES MANAGER, (714)754-5169
RECOMMENDATION:
Staff recommends the City Council:
Adopt by resolution the exception to the 180-Day Wait Period pursuant to Government Code Sections 7522.56 and 21221(h) (Attachment I) to retain the services of retired Emergency Services Manager Brenda Emrick
BACKGROUND:
Emergency Services Manager Brenda Emrick retired from the City of Costa Mesa effective July 14, 2023. Her continued services are necessary because of critical needs related to the City’s emergency services and disaster preparedness programs.
ANALYSIS:
Section 7522.56 of the Government Code requires that post-retirement employment commence no earlier than 180 days after the retirement date, but a public agency may hire a retired annuitant prior to the expiration of the 180 days following his/her retirement, if the nature of the employment and the appointment is necessary to fill a critically needed position before 180 days have passed and while the City is recruiting for a permanent appointee.
This interim appointment is limited to 960 hours per fiscal year and the compensation paid to retirees cannot be less than the minimum nor exceed the maximum monthly base salary paid to other employees performing comparable duties. This appointment does not include any other benefit, incentive, or compensation in lieu of benefit or other form of compensation in addition to an hourly rate.
A recruitment to fill the Emergency Services Manager position was opened in March 2023; however,
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A recruitment to fill the Emergency Services Manager position was opened in March 2023; however, the selected candidate from this recruitment declined the position. The Human Resources Division is continuing to recruit for this position. While the position is vacant, Ms. Emrick’sservices are required to assist in performing the functions of this important position. Ms. Emrick provides vital services for the City’semergency services and disaster preparedness programs including maintaining the City’s Emergency Operations Plan and the City’sEmergency Operations Center (EOC). Her services are imperative while the City conducts a search for her replacement. Further, she will assist with the transition and training when her replacement comes on board. Ms. Emrick will also be able to assist with other special projects such as coordination of emergency preparedness training and tabletop exercises, assisting with the coordination and management of various community risk reduction community outreach and programs and training of new employees.
This interim appointment complies with the CalPERS guidelines regarding retired annuitants.
ALTERNATIVES:
Do not approve the recommendation action(s) and direct staff accordingly.
FISCAL REVIEW:
The hourly rate paid will be $66.12. No other benefits will be provided. The salary falls within the base salary range for the position of Emergency Services Manager and complies with the CalPERS guidelines regarding retired annuitants. Ms. Emrick will work no more than 960 hours per fiscal year.
Should she work up to the 960-hour limitation during the fiscal year, her maximum earnings would be $63,475. Funding will come from salary savings from her vacant position.
LEGAL REVIEW:
The attached resolution has been reviewed by the City Attorney’s Office and approved as to form CITY COUNCIL GOALS AND PRIORITIES:
This item supports the City’s Strategic Plan Goals to Strengthen the Public’s Safety and Improvement the Quality of Life.
CONCLUSION:
Staff recommends that the City Council adopt Resolution No. 2023-XX, granting an exception to the 180-day wait period pursuant to Government Code Sections 7522.56 and 21221(h).
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Attachment 1
Resolution No. 2023-xx Page 1 of 4
RESOLUTION NO. 2023-xx
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF COSTA MESA, CALIFORNIA, FOR AN EXCEPTION TO THE 180 -DAY WAIT PERIOD PURSUANT TO GOVERNMENT CODE SECTIONS 7522.56 AND 21221(h)
THE CITY COUNCIL OF THE CITY OF COSTA MESA HEREBY FINDS A ND DECLARES AS FOLLOWS:
WHEREAS, in compliance with Government (Gov.) Code section 7522.56 of the Public Employees’ Retirement Law , the City Council of the City of Costa Mesa must provide CalPERS this certification resolution when hiring a retiree before 1 80 days has passed since his or her retirement date; and
WHEREAS, Brenda S. Emrick (SSN XXX -XX-XXXX) retired from the City of Costa Mesa in the position of Emergency Serv ices Manager effective July 1 4, 2023 ; and
WHEREAS, Gov. Code Section 7522.56 requires that post -retirement employment commence no earlier than 180 days after the retirement date, which is January 11, 2024, without this certification resolution; and WHEREAS, Gov. Code Section 7522.56 provides that this exception to the 180 day wait period sh all not apply if the retiree accepts any retirement -related incentive; and
WHEREAS, the City Council, the City o f Costa Mesa and Brenda S. Emrick certify that Brenda S. Emrick has not and will not receive a Golden Handshake or any other retirement-related incentive; and
WHEREAS, an appointment under Gov. Code section 21221(h) requires the retiree to be appointed on an interim basis to a vacant position requiring specialized skills during recruitment for a permanent appointment; and WHEREAS, the governing b ody has authorized the search for a permanent appointment on March 14, 2023; and
WHEREAS, the City Council hereby appoints Brenda S. Emrick as an interim appointment retired annuitant to the vacant position of Emergency Services Manager for the City of Costa Mesa under Gov. Code section 21221(h), effective July 30, 2023; and
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Attachment 1
Resolution No. 2023-xx Page 2 of 4
WHEREAS, this Gov. Code section 21221 (h) appointment shall only be made once and therefore will end on December 31, 2023; and
WHEREAS, the entire employment agreement , contract or ap pointment document between Brenda S. Emrick and the City of Costa Mesa has been reviewed by this body and is attached herein; and
WHEREAS, no matters, issues, terms or conditions related to this employment and appointment have been or will be placed on a consent calendar; and WHEREAS, the employment shall be limited to 960 hours per fiscal year for all CalPERS employers; and
WHEREAS, the compensation paid to retirees cannot be less than the minimum nor exceed the maximum monthly base salary paid to other em ployees performing comparable duties, divided by 173.333 to equal the hourly rate; and WHEREAS, the maximum base salary for this position is $1 2,636 per month and the hourly equivalent is $ 72.90, and the minimum base salary for this position is $ 9,429 per month and the hourly equivalent is $54.40; and
WHEREAS, the hourly rate paid to Brenda S. Emrick will be $66.12; and WHEREAS, Brenda S. Emrick has not and will not receive any other benefit, incentive, compensation in lieu of benefit or other form of compe nsation in addi tion to this hourly pay rate.
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF COSTA MESA HEREBY RESOLVES as follows:
SECTION 1. The City Council of the City of Costa Mesa hereby certifies the nature of th e appointment of Brenda S. Emrick as described herein and detailed in the attached employment agreement and that this appointment is necessary to fill the vacant and critically needed position of Emergency Services Manager for the City of Costa Mesa by July 30, 2023 because of critical needs related to the City’s emergency services and disaster preparedness programs , during recruitment of a permanent appointee.
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Attachment 1
Resolution No. 2023-xx Page 3 of 4
PASSED AND ADOPTED this 18th day of July, 2023.
_____________________________
John Stephens, Mayor
ATTEST: APPROVED AS TO FORM:
________________________ _____________________________ Brenda Green, City Clerk Kimberly Hall Barlow, City Attorney 632
Attachment 1
Resolution No. 2023-xx Page 4 of 4
THIS PAGE IS RESERVED FOR THE CITY CLERK’S OFFICE.
STATE OF CALIFORNIA )
COUNTY OF ORANGE ) ss
CITY OF COSTA MESA )
I, BRENDA GREEN, City Clerk of the City of Costa Mesa, DO HEREBY CERTIFY that the above and foregoing is the original of Resolution No. 2023-xx and was duly passed and adopted by the C ity Council of the City of Costa Mesa at a regular meeting held on the 18th day of July, 2023, by the following roll call vote, to wit:
AYES: COUNCIL MEMBERS:
NOES: COUNCIL MEMBERS:
ABSENT: COUNCIL MEMBERS:
IN WITNESS WHEREOF, I have hereby set my hand and affixed the seal of the City of Costa Mesa this 19th day of July, 2023.
___________________________
Brenda Green, City Clerk
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CITY OF COSTA MESA
Agenda Report
77 Fair Drive
Costa Mesa, CA 92626
File #: 23-1203 Meeting Date: 7/18/2023
TITLE:
CITY COUNCIL DIRECTION REGARDING POTENTIAL BEHAVIORAL HEALTH UNIT AT COSTA
MESA BRIDGE SHELTER THROUGH GRANT FUNDED PARTNERSHIP WITH COUNTY DEPARTMENTS: CITY MANAGER’S OFFICE, PUBLIC WORKS DEPARTMENT, FINANCE
DEPARTMENT
PRESENTED BY: LORI ANN FARRELL HARRISON, CITY MANAGER, NATE ROBBINS,
NEIGHBORHOOD IMPROVEMENT MANAGER, RAJA SETHURAMAN, PUBLIC WORKS
DIRECTOR, CAROL MOLINA, FINANCE DIRECTOR
CONTACT INFORMATION: NATE ROBBINS, NEIGHBORHOOD IMPROVEMENT MANAGER, (714)754-5274
RECOMMENDATION:
City Council direction and authorization is requested regarding the following:
1. Potential joint application with the Orange County Health Care Agency to the California Department of Health Care Services for Behavioral Health Bridge Housing Program funds to create a new 50 bed Behavioral Health Unit at the Costa Mesa Bridge Shelter for individuals with Serious Mental Illness (SMI) or Substance Use Disorder (SUD), and appropriate all awarded funds to the Housing Authority’s Shelter Budget.
2. Allocation of up to $1.27 million in American Rescue Plan Act funds as the City’sportion of gap financing to undertake and complete the $5.0 million in capital improvements needed to convert 15,000 square ft. of existing warehouse space in Unit B of the Bridge Shelter for a new Behavioral Health Unit, including $3.75 million in capital grant funding from the County for this purpose.
3. Authorize the City Manager or her designee to execute agreements and amendments to agreements to bring the Bridge Shelter Expansion Project to fruition.
BACKGROUND:
Costa Mesa Bridge Shelter
In March 2019, the City Council approved the purchase and renovation of the building located at 3175 Airway Avenue as the future location of the Costa Mesa Bridge Shelter. While the entire building consists of over 27,000 square-feet of floor space, the Bridge Shelter currently occupies one-half of the building (Unit B), with the other half of the building (Unit A) being leased to a local business by the City. The Bridge Shelter is currently funded for a total of 88 beds. The total cost of operating the existing bed capacity at the Shelter is approximately $2.6 million per year.
In November 2020, the cities of Costa Mesa and Newport Beach (“Cities”) entered into a
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In November 2020, the cities of Costa Mesa and Newport Beach (“Cities”) entered into a Memorandum of Understanding (MOU) to share the costs of developing and operating the 72 beds originally funded for the Bridge Shelter at that time. Later, in June 2023, the MOU was amended to increase Shelter capacity to 88 total beds. As a result, 25 of the Shelter’sbeds are set aside for exclusive use by Newport Beach clients, 60 beds are allocated for exclusive use by Costa Mesa clients, as well as three (3) beds for emergency use by both Cities.
Recent State Legislation
On August 31, 2022, Senate Bill 1338 (SB 1338) was passed into law enacting the Community Assistance, Recovery, and Empowerment (CARE) Act, which authorizes the creation of a voluntary CARE agreement, or a court-ordered CARE plan, and implements services to provide behavioral health care to adults diagnosed with Serious Mental Illness (SMI) and/or Substance Use Disorder (SUD).
Behavioral Health Bridge Housing Program
On September 6, 2022, Assembly Bill 179 (AB 179) was signed into law authorizing amendments to the Budget Act of 2022. Included in the amendments was the creation of the Behavioral Health Bridge Housing (BHBH) Program via reallocation of $1.5 billion to the Department of Health Care Services (DHCS) for allocation to counties to support planning, implementation and infrastructure costs for the CARE Act. The primary focus of the BHBH Program is to assist individuals experiencing homelessness who have serious behavioral health conditions that prevent them from accessing resources and securing permanent housing.
On February 24, 2023, the DHCS released a Request For Applications (RFA), which made available $907 million to the 58 county Behavioral Health Agencies in California, including up to $31.6 million available to the Orange County Health Care Agency (OCHCA).
The OCHCA has expressed interest in collaborating with the City of Costa Mesa (City) to augment behavioral health beds and services for individuals diagnosed with SMI and/or SUD through the expansion of the Bridge Shelter through the creation of a new 50 bed unit in the currently leased warehouse portion (Unit A) of the facility.
ANALYSIS:
Behavioral Health generally refers to the effect of one’sbehaviors and emotions on their overall well- being, with a specific focus on mental health and substance use disorders. According to the Substance Abuse and Mental Health Services Administration (SAMHSA) 20% of adults in the U.S. have a clinically significant mental health or substance use disorder. Further, as identified in the 2022 Point In Time (PIT) Count, of the 4,996 adults experiencing homelessness in Orange County, 33% (1,633 people) report struggling with substance use and 29% (1,445 people) are diagnosed with a mental health disorder. As seen in the statistics above, mental health and substance use disorders affect all people regardless of housing status, yet many people fail to receive treatment due to the cost and scarcity of behavioral health services.
While the City has a comprehensive system of care for those experiencing homelessness, one of the
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While the City has a comprehensive system of care for those experiencing homelessness, one of the last remaining gaps is the provision of behavioral health services. The absence of high-quality behavioral health care means barriers to employment and housing remain unaddressed, which significantly reduces a client’s chances of securing and retaining permanent housing.
The BHBH Program provides funding to expand infrastructure and services to augment the behavioral health system for those diagnosed with SMI and/or SUD. Specifically, the BHBH Program provides formula grant funding for the creation and ongoing operation of permanent or interim housing units, coupled with wrap-around behavioral health services. Approved capital improvement projects are eligible to receive up to $75,000 per behavioral health bed created, as well as operating subsidies for the provision of supportive services once the beds are made available to those in need, through June 30, 2027.
Project Overview
The Behavioral Health Unit Project contemplates the creation of 50 new behavioral health beds and associated service offices through construction of the current warehouse space in the second half of the building (i.e., Unit A), as well as the installation of an elevator and tenant improvements to office space currently located on the second floor of the Shelter (i.e., Unit B).
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Project Budget - Capital Improvements
The BHBH Program provides capital grants of up to $75,000 per bed to expand behavioral health infrastructure. The creation of 50 behavioral health beds could make available as much as $3,750,000 to undertake the necessary improvements. The estimated cost to complete the Project is $5,020,000 and consists of the following scope:
As seen in the table above, an appropriation of up to $1,270,000 in City funds is required to complete the proposed capital improvements.
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Capital Improvement Timeline
The BHBH program contains the following infrastructure requirements:
“Complete all bridge housing start-up infrastructure activities and make beds available within 1 year of contract execution. Grantees that make beds available within 90 and 180 days will receive a competitive advantage in future rounds of BHBH Program funding, based on the number of beds made available within these time frames.” Clearly, the State’sobjective is to help facilitate the quick expansion of bridge housing opportunities for SMI and SUD populations by restricting funding opportunities to projects that can be completed in one year. However, the realistic estimated time to complete construction for such a project is 32 months, with a projected completion date of March 14, 2026, and consists of the following action items:
Action Item
Duration
(Days)
Estimated
Completion
City Council Approval 1 July 18, 2023
Prepare and Publish A&E* Services RFP 21 August 8, 2023 A&E Services RFP Posting Duration 30 September 7, 2023
A&E Services Proposal Evaluation Committee Review 21 September 28, 2023 A&E Services Fee Negotiations and Staff Report Prep 21 October 19, 2023 A&E Services City Council Award 45 December 3, 2023
A&E Services PSA Execution 30 January 2, 2024
Floor Plan and Utility Scoping Phase 45 February 16, 2024 Environmental and Planning Division Zoning Phase 60 April 16, 2024 A&E Design Phase 180 October 13, 2024
Construction Management RFP Phase (Concurrent) 0 October 13, 2024 A&E Design Permitting 45 November 27, 2024
Construction Bidding and City Council Award Phase 120 March 27, 2025 Construction PWA Execution 30 April 26, 2025
Construction Phase 270 January 21, 2026
Close Out Phase 21 February 11, 2026
Building, Fire, and State Department Occupancy Approval10 February 21, 2026 Furnishings Phase 21 March 14, 2026
TOTAL 971 March 14, 2026
*Architectural & Engineering
A compressed timeline is not feasible as the above estimated timeline is already aggressive and
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A compressed timeline is not feasible as the above estimated timeline is already aggressive and considers all requirements of project implementation in accordance with the State’sPublic Works Contract Code requirements. The project implementation already assumes the use of consultants and contractors, as needed. However, there is still a need for staff oversight and management to ensure that the project is implemented in accordance with City, County and State standards. This oversight has to be provided by the City’sPublic Works Department and the City Engineer, as the individuals licensed and qualified to conduct such oversight.
Potential Impact to the Current Approved and Budgeted CIP The City Council approved the 2023-24 Capital Improvement Program (CIP) with a total of 46 projects with approximately $31.1 million in funding (see Attachment). The CIP adopted by the City Council does not include this Behavioral Health Shelter project. In addition, there are 90 projects that are ongoing from prior fiscal years with total funding of approximately $55.6 million that are in different stages of development and still underway. As the current CIP includes numerous projects with state and county grant funding, staff proposed a priority ranking of projects during the budget making progress to ensure that grant projects can be implemented within stated timelines, referred to as “Phase 1” CIP projects.
It is important to note, that a decision to pursue the grant funding for a new 50 bed Behavioral Health Project at the Bridge Shelter, even if required timelines were amended by the County or State (which is not likely given State legislation and intent), there will need to be a re-assignment of staff from other approved CIP projects, including grant-funded projects, to this project, as there is significant overlap in the timelines for completion of all of these projects. Again, this would need to be done even with the hiring of an expert construction management contractor to oversee the project, in tandem with the City’s engineers.
This would potentially significantly impact the delivery of the following projects based on current State grant expiration deadlines:
· Fire Station 4 Training Tower (grant project with 2024 deadline) · Fairview Park Mesa Restoration (grant project with 2025 deadline) · Fairview Park Bluff Stabilization (grant project with 2025 deadline) · Newport Boulevard Frontage Road Rehabilitation (ongoing project) · Storm Drain Master Plan (ongoing project)
Given current resources, it is anticipated the above projects could be significantly delayed and/or a potential loss of grant funding. Other ongoing projects and newly approved CIP projects may experience delays with the addition of this major project. While this is a unique grant opportunity, the required capital infrastructure timelines are problematic.
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Project Budget - Shelter Operations
The BHBH Program provides ongoing operating subsidies for the provision of shelter services to individuals occupying a BHBH bed. Unlike the formula grant utilized to determine one’saward of capital funds, operating funds are negotiated based on the actual costs associated with operating the BHBH beds. The current annual cost to operate the 88 beds at the existing Bridge Shelter is approximately $2.6 million which includes Shelter operations, kitchen operations, and facility maintenance/utilities. At a later date and contingent upon an award of capital funds, if approved, an MOU with the OCHCA would be executed for an annual award of approximately $1.9 million to a shelter operator to offset the cost of operating the 50 Behavioral Health beds. Per State Guidelines, the funding would begin upon the completion of the project, which is projected at March of 2026 and would expire on June 30, 2027. The City would need to identify a structural ongoing source of funding after this date in order to continue the program. The County has expressed a verbal commitment to work with the City to help secure grants and other funding sources to help offset future costs once this funding expires.
Project Budget - Additional Services
The BHBH Program provides ongoing funding for the provision of specific services to guests occupying BHBH beds, including: rental assistance for both supportive housing and specialized care facilities (i.e., detox and sober living), financial assistance to purchase essential household items upon securing a housing unit, as well as the potential to hire an additional Outreach Worker to engage unsheltered individuals diagnosed with SMI and/or SUD. The City anticipates requesting an additional estimated $280,000 per year to offset the cost of providing these additional services.
Shelter Operations
It is anticipated the Project would have little effect on the day-to-day operations of the existing 88 beds in Unit B of the Shelter. However, while the Cities will maintain control over nearly all aspects of the guest selection process, CARE Court participants referred to the Bridge Shelter will receive first priority for entry into the Program. Further, beds that are unable to be filled by local clients must be made available to non-Costa Mesa/Newport Beach residents experiencing homelessness within the Central Service Planning Area (SPA). Both CARE Court and Non-Costa Mesa/Newport Beach clients exiting the Shelter will be transported back to their city of origin and the newly-vacant bed will, once again, be made available for occupancy by a Costa Mesa/Newport Beach client, assuming no CARE Court participant is on a waiting list for placement.
Mental illness and substance use pose significant barriers to accessing services, including emergency shelter. As a result, many individuals suffering from SMI and/or SUD are unable to thrive in a shelter setting absent behavioral health care. The incorporation of additional office space at the Shelter avails the opportunity for local providers to coordinate on-site delivery of behavioral health services, thus rendering the Shelter a more viable option for many who may have never accessed the resource. Further, current guests of the Shelter diagnosed with SMI and/or SUD will be transitioned to a BHBH bed, which will decrease the rate of recidivism and greatly improve the likelihood of guests achieving a positive outcome.
The Behavioral Health Bridge Shelter Project provides an opportunity to use grant funds to
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The Behavioral Health Bridge Shelter Project provides an opportunity to use grant funds to significantly reduce the City’scost of expanding the Shelter, increases overall Shelter capacity by 50 beds, expands the Shelter’sservice model to make the resource available for a broader range of unsheltered clientele, and augments services available to current guests who may otherwise have left their behavioral health conditions untreated.
ALTERNATIVES:
The City Council can direct staff to pursue alternative funding options to increase capacity from 88 to 100 beds and/or provide Behavioral Health Services at the existing Bridge Shelter (Unit B).
FISCAL REVIEW:
The Fiscal Year 2023-24 Amended Budget for the Homeless Services and Shelter Program totals $3.9 million. Of this amount, the City of Newport Beach contributes $1.3 million, State grant funding of $821,579, and the balance amount of $1.8 million is covered by the General Fund and fund balances. The County of Orange has designated up to $8.6 million in Round One Behavioral Health Bridge Housing funds to cover program service expenses for individuals occupying a BHBH bed; however, funding ends on June 30, 2027. Based on the construction schedule, the shelter expansion portion would not be open for new clients until March 2026. As a result, program funding would not be made available to the City until the program expenditures start which is currently estimated in March 2026 at the earliest. Based on the estimated $1.9 million in annual costs to manage the Behavioral Health Program, the City may receive $2.1 million of funding for the first twelve months of operation (including a 3% CPI). In that case, the funding may only cover the first fourteen months of operations since funding lapses on June 30, 2027.
Thereafter, the City can apply to continue funding in Round Two, however, at this time there are no funds set aside for Round Two. If no other funding source were available, the City’sGeneral Fund contribution would grow by at least $2.2 million, assuming contracts increase 3% per year, for an estimated total of $4.0 million for the City’s Bridge Shelter Program.
Based on the City of Costa Mesa’sfinancial outlook of the General Fund, it is unknown at this time if there would be sufficient available funds to cover this cost, among other fixed cost increases.
Finally, the legislation language specifically states that the construction must be finalized within one year of the contract approval date. Since this stringent construction schedule is not feasible, the City could risk the $3.8 million in grant funds for any construction costs expended. While we have received assurances that this is not likely the case, we have not been able to secure such a commitment in writing; hence the precaution.
LEGAL REVIEW:
The City Attorney’s office has reviewed this report and approved it as to form.
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CITY COUNCIL GOALS AND PRIORITIES:
This item supports the following City Council Goals:
· Diversify, Stabilize and Increase Housing to Reflect Community Needs · Strengthen the Public’s Safety and Improve the Quality of Life CONCLUSION:
City Council direction and authorization is requested regarding the following:
1. Potential joint application with the Orange County Health Care Agency to the California Department of Health Care Services for Behavioral Health Bridge Housing Program funds to create a new 50 bed Behavioral Health Unit at the Costa Mesa Bridge Shelter for individuals with Serious Mental Illness (SMI) or Substance Use Disorder (SUD), and appropriate all awarded funds to the Housing Authority’s Shelter Budget.
2. Allocation of up to $1.27 million in American Rescue Plan Act funds as the City’sportion of gap financing to undertake and complete the $5.0 million in capital improvements needed to convert 15,000 square ft of existing warehouse space in Unit B of the Bridge Shelter for a new Behavioral Health Unit, including $3.75 million in capital grant funding from the County for this purpose.
3. Authorize the City Manager or her designee to execute agreements and amendments to agreements to bring the Bridge Shelter Expansion Project to fruition.
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Gas Tax
(HUTA)
Fund
Park Dev.
Fees Fund
Drainage
Fund
No. 201 208 209
1 Building Modification Projects
2 City Hall - 1st Floor Finance Security & Efficienc y Reconfiguration 3 Civic Center - Painting, Carpet Replacement, and M iscellaneous Improvements 4 Corp Yard- Installation of HVAC Rooftop Unit
5 Costa Mesa Country Club Grounds Improvements
6 Costa Mesa Country Club Modernization
7 Fire Station 2 Reconstruction
8 Fire Station 3 Replacement Fuel Tank
9 Fire Stations - Minor Projects at Various Fire Sta tions 10 Police Department - Carpet Replacement & Interior and Exterior Repaint 11 Westside Police Sub-Station Improvement Design
TOTAL FACILITIES -$ - $ - $ Next Category
12 Balearic Community Center Asphalt Surfacing
13 Brentwood Park Improvements 400,000 $
14 Fairview Park - Educational Hubs and Signage 90,000 $ 15 Fairview Park - Fencing, Signage, and Trail Resto ration 150,000 $ 16 Fairview Park - Mesa Restoration & Cultural Resou rce Preservation CA-ORA-58 17 Fairview Park - Pump Station and Wetlands Recircu lation System 18 Fairview Park - West Bluff Stabilization and Res toration 19 Jack Hammett Sports Complex LED Retrofit
20 Shalimar Park Improvements
21 Tennis Center Improvements
22 TeWinkle Athletic Complex Improvements
23 TeWinkle Bark Park LED Retrofit
24 TeWinkle Park Lake Repairs
25 Ketchum-Libolt Park Expansion
26 Lions Park Café
27 TeWinkle Skate Park Expansion
28 Park Sidewalk / Accessibility Program
29 Various Parks - Playground Repairs and Replacemen t
TOTAL PARKS -$ 640,000 $ - $
Next Category
30 Parkway & Medians Improvement Program
31 Westside Restoration Project
TOTAL PARKWAY & MEDIANS -$ - $ - $ Next Category
32 Citywide Alley Improvements
33 Citywide Catch Basin and Water Quality Improvemen t Project 40,000 $
34 Citywide Street Improvements
35 Fairview Road Rehabilitation Project (RMRA)
TOTAL STREETS -$ - $ 40,000 $ Next Category
Category/Project Title
FACILITIES
PARKS
PARKWAY & MEDIANS
STREETS
644
Traffic
Impact Fee
Fund
Gas Tax
(RMRA)
Fund
Capital
Improve. Fund
Measure M2
Regional
Fund
Measure M2
Fairshare
Fund
Golf Course
Improv. Fund Grant Fund
214 251 401 415 416 413 230/231/232 Total
282,800 $ 282,800 $
250,000 $ 250,000 $
150,000 $ 150,000 $
125,000 $ 125,000 $
300,000 $ 300,000 $
400,000 $ 400,000 $
1,000,000 $ 1,000,000 $
275,000 $ 275,000 $
150,000 $ 150,000 $
500,000 $ 500,000 $
400,000 $ 400,000 $
-$ - $ 3,532,800 $ - $ - $ 300,000 $ - $ 3,832,800 $ 150,000 $ 150,000 $
400,000 $
90,000 $
150,000 $
2,000,000 $ 2,000,000 $
500,000 $ 500,000 $
2,000,000 $ 2,000,000 $
900,000 $ 900,000 $
1,000,000 $ 1,000,000 $
320,000 $ 320,000 $
1,150,000 $ 1,150,000 $
130,000 $ 130,000 $
2,000,000 $ 2,000,000 $
1,200,000 $ 1,200,000 $
1,200,000 $ 1,200,000 $
2,000,000 $ 2,000,000 $
50,000 $ 50,000 $
50,000 $ 50,000 $
-$ - $ 250,000 $ - $ - $ - $ 14,400,000 $ 15,290,000 $ 175,000 $ 175,000 $
200,000 $ 200,000 $
-$ - $ 200,000 $ - $ 175,000 $ - $ - $ 375,000 $ 100,000 $ 100,000 $
160,000 $ 200,000 $
900,000 $ 2,000,000 $ 2,900,000 $
2,780,829 $ 2,780,829 $
-$ 2,780,829 $ 900,000 $ 160,000 $ 2,100,000 $ - $ - $ 5,980,829 $ Capital Improvement Projects by Funding Source
Proposed Fiscal Year 2023-24
CAPITAL IMPROVEMENT PROGRAM
645
Gas Tax
(HUTA)
Fund
Park Dev.
Fees Fund
Drainage
Fund
No. 201 208 209 Category/Project Title
36 Adams Avenue at Pinecreek Drive Improvements
37 Adams Avenue Bicycle Facility Project from Fairvi ew to Harbor 38 Adams Avenue Undergrounding Project
39 Baker Street at Babb Street Signal Modifications
40 Bicycle and Pedestrian Infrastructure Improvement s
41 Citywide Bicycle Trail Wayfinding Signage
42 Citywide Class II, III and IV Bicycle Projects
43 Citywide Neighborhood Traffic Improvements
44 Fairview Road at Belfast Avenue New Traffic Signa l
400,000 $
45 Fairview Road Improvement Project from Fair to Ne wport 46 Safe Routes to School Action Plan
TOTAL TRANSPORTATION 400,000 $ - $ - $ Next Category
400,000 $ 640,000 $ 40,000 $
TRANSPORTATION
Total One-Year Capital Improvement Projects
646
Traffic
Impact Fee
Fund
Gas Tax
(RMRA)
Fund
Capital
Improve. Fund
Measure M2
Regional
Fund
Measure M2
Fairshare
Fund
Golf Course
Improv. Fund Grant Fund
214 251 401 415 416 413 230/231/232 Total
Capital Improvement Projects by Funding Source
Proposed Fiscal Year 2023-24
CAPITAL IMPROVEMENT PROGRAM
600,000 $ 600,000 $ 1,200,000 $
500,000 $ 500,000 $
1,250,000 $ 1,250,000 $
240,000 $ 240,000 $
50,000 $ 50,000 $
50,000 $ 50,000 $
200,000 $ 200,000 $
75,000 $ 75,000 $
200,000 $ 600,000 $
650,000 $ 650,000 $
157,618 $ 630,472 $ 788,090 $
2,000,000 $ - $ 1,532,618 $ - $ 1,040,000 $ - $ 630,472 $ 5,603,090 $ 2,000,000 $ 2,780,829 $ 6,415,418 $ 160,000 $ 3,315,000 $ 300,000 $ 15,030,472 $ 31,081,719 $ 647
No. Proj # Project Name Budget Actuals
Remaining
Balance
1 200009 Corp Yard Fleet Shop Epoxy Floor 75,000 $ - $ 75,000$ 2 200013 Fire Station #2 Reconstruction 2,150,000 57,571 2,092,429 3 200040 HVAC R eplacement at Various Facilities 530,000 315,797 214,203 4 200062 Building Maintenance Projects 3,328,336 3,128,238 200,098 5 200066 PD-Removal Underground Fuel Tank 125,000 1,268 123,732 6 200072 Fire Station #1 Dehumidifier Install 250,000 - 250,000 7 200077 City Hall Cast Iron Drain Repipe 328,000 56,348 271,652 8 200080 City Hall Training Room 480,000 8,420 471,580 9 200085 IT Department Relocation 235,000 831 234,169 10 200091 City Hall- Elevators Modernization 707,712 586,327 121,385 11 200094 Range Remodel/Update 2,448,550 336,582 2,111,968 12 200097 Electric Vehicle Fleet and Infrastructure 676,908 470,383 206,525 13 200099 Finance Security & Efficiency Reconfiguration 305,000 53,641 251,359 14 210004 Fire Stations - Minor Proj ects at Various Stations 300,000 251,635 48,365 15 210005 Citywide Parking Study 135,000 121,461 13,539 16 210010 Citywide Community Choice Energy Study 150,000 - 150,000 17 210012 City Hall-Paint, Carpet & Misc. Improvements 200,000 146,915 53,085 18 210013 Fire Station 4 Training Tower & Grounds
Reconstruction
3,600,000 - 3,600,000
19 210014 Fire Station 6 Roof Replacement 192,500 - 192,500 20 210015 Police Dept - Emergency Comm Facilities Remodel 330,000 - 330,000 21 210016 Police Dept - Parking Lot Reconfiguration 203,500 - 203,500 22 210017 Police Dept - Structural Foundation Repair 330,000 - 330,000 23 300005 Adams Ave Imp RMRA 2,278,862 - 2,278,862 24 300008 Wilson Street Improvements 1,835,000 606,965 1,228,035
CAPITAL IMPROVEMENT PROGRAM (CONTINUED)
Ongoing Capital Improvement Projects
Remaining Balances as of 3/13/23
TOTAL ALL FUNDS
648
No. Proj # Project Name Budget Actuals
Remaining
Balance
CAPITAL IMPROVEMENT PROGRAM (CONTINUED)
Ongoing Capital Improvement Projects
Remaining Balances as of 3/13/23
TOTAL ALL FUNDS
25 300148 Citywide Bicycle Rack Improvements 250,000 71,518 178,482 26 300162 I-405 Improvements 644,400 576,511 67,889 27 300163 Citywide Neighborhood Traffic Improvements 487,800 374,689 113,111 28 300169 Newport Blvd Improvement - Victoria /22nd to 19th 1,178,820 89,926 1,088,894 29 300171 SB Newport Blvd Improvement (Mesa to Victoria) 1,965,652 92,331 1,873,321 30 300172 Pavement Mitigation I -405 Project 661,980 - 661,980 31 300173 Newport Blvd Improvement NB (22nd to Bristol) &SB (Bristol to Mesa)
2,134,145 89,616 2,044,529
32 300174 Adams at Pinecreek Improvements 937,453 99,738 837,715 33 300177 CDBG Westside Street Improvements- Wilson Street 857,000 - 857,000 34 300178 Sunflower Ave Rehab ilitation Project 2,570,782 - 2,570,782 35 300179 Adams Ave Active Transportation Project 1,250,000 - 1,250,000 36 300180 Bicycle Safety Education- 16 Schools 150,000 - 150,000 37 300181 Fairview Road Improvement Project 581,116 - 581,116 38 350030 Westside Restoration Project 725,000 110,651 614,349 39 360003 Citywide Bicycle Trail Wayfinding Signage 75,000 21,748 53,252 40 370010 Mesa Del Mar Multimodal Access 300,000 4,071 295,929 41 370039 Baker/Placentia /19th/ Victoria Traffic Signal Synchronization
2,216,000 904,477 1,311,523
42 370056 Bear Street Traffic Signal Synchronization 636,253 596,706 39,547 43 370057 Red Hill Ave Traffic Si gnal Synchronization 66,080 - 66,080 44 370059 W.19th Wallace Ave Traffic Signal 330,000 30,922 299,078 45 400012 Citywide Alley Improvements 3,573,019 2,533,908 1,039,111 46 400015 Citywide Street Improvements 38,051,440 27,534,888 10,516,552 47 450009 West 19th Bicycle Lanes and Route 397,710 339,498 58,212 48 450010 Citywide Class II, III and IV Bicycle Projects 1,020,461 23,134 997,327 649
No. Proj # Project Name Budget Actuals
Remaining
Balance
CAPITAL IMPROVEMENT PROGRAM (CONTINUED)
Ongoing Capital Improvement Projects
Remaining Balances as of 3/13/23
TOTAL ALL FUNDS
49 450013 Adams Ave Multi-Purpose Trail 325,000 150,781 174,219 50 450014 Adams Ave Bicycle Facility Project 132,547 114,712 17,835 51 450015 Bicycle/Pedestrian Infrastructure Improvements 400,000 26,873 373,127 52 450016 Mesa/Santa Ana Bicycle Facility Improvements 100,000 - 100,000 53 450017 MV/Peterson Pl Class II Bicycle Facility 100,000 - 100,000 54 470002 West 18th & Wilson Crosswalks 400,000 24,684 375,316 55 500009 New Sidewalk / Missing Link Program 891,525 691,525 200,000 56 500010 Parkway Maintenance Program Citywide 1,675,000 465,091 1,209,909 57 500017 Priority Sidewalk Repair 400,000 246,268 153,732 58 550008 Citywide Catch Basin Insert and Water Quality Improvement
273,213 217,330 55,883
59 550011 Citywide Storm Drain Improvements - Fairview Park Storm
353,055 - 353,055
60 550011 Citywide Storm Drain Improvements 2,395,842 1,150,149 1,245,693 61 550021 Bristol Street Storm Drain Diversion Project 1,848,500 1,782,976 65,524 62 550022 Westside Storm Drain Improvements 1,600,000 74,351 1,525,649 63 550023 Placentia Ave. Stormwater Quality Trash Full-Capture System
385,000 - 385,000
64 700021 Wilson TeWinkle Park Bridge Repairs 200,000 22,902 177,098 65 700027 TeWinkle Park - Skate Park Expansion 170,000 37,841 132,159 66 700054 Westside Park Development 250,000 - 250,000 67 700080 Park Security Lighting Replacement 299,880 237,629 62,251 68 700106 Various Parks - Sidewalk Replacement 64,686 - 64,686 69 700110 Open Space Master Plan Update 275,000 183,408 91,592 70 700111 Various Parks Rehab Parking Lots 70,000 - 70,000 71 700115 Jack Hammett Sports Complex ADA Improvements 2,776,652 2,361,037 415,615 72 700128 Park Sidewalk Acce ssibility Program 190,000 46,000 144,000 650
No. Proj # Project Name Budget Actuals
Remaining
Balance
CAPITAL IMPROVEMENT PROGRAM (CONTINUED)
Ongoing Capital Improvement Projects
Remaining Balances as of 3/13/23
TOTAL ALL FUNDS
73 700129 Shalimar Park Improvements 250,000 - 250,000 74 700132 Fairview Park - Vernal Pool Restoration 317,378 140,047 177,331 75 700133 Canyon Park Inventory Management & Restoration 60,000 - 60,000 76 700134 Fairview Park Fence Sign Trail 150,000 5,898 144,102 77 700135 Fairview Park Master Plan Update 250,000 - 250,000 78 700137 TeWinkle Park Lakes Repairs 132,475 90,300 42,175 79 700139 Ketchum-Libolt Park Expansion 1,297,520 - 1,297,520 80 700140 Costa Mesa Tennis Center Improvements 300,000 - 300,000 81 700141 Costa Mesa Country Club Modernization 350,000 - 350,000 82 700142 Brentwood Park Improvements 250,000 - 250,000 83 700143 Butterfly Gardens 100,000 - 100,000 84 700144 Fairview Park-Pump Station & Westlands
Recirculation System
155,000 56,190 98,810
85 700145 Shalimar Park Expansion 1,000,000 - 1,000,000 86 700146 Various Parks - Playground Repair and Replacement 50,000 5,911 44,089 87 800015 Lions Park Proj ects & NCC- Library Development 38,835,504 38,384,155 451,349 88 800029 EOC Equipment Update 150,000 9,644 140,356 89 800030 Senior Center Fire Alarm Panel 71,500 - 71,500 90 800031 Westside Police Sub-Station Improvements 211,125 - 211,125 Total Ongoing Capital Improvement Projects 141,760,881$ 86,162,416 $ 55,598,465 $ 651