Eastvale City Council
December 13, 2023

PROJECT TYPE: Capital Improvements Project
PROJECT NAME: Civic Center Project (Phase 1)
PROJECT DESCRIPTION: A design build project to construct a Phase 1 of the Civic Center Project, which includes approximately 50,000 square foot City Hall, a 25,000 square foot library, a police station with an associated parking garage, a park, and a civic plaza.

PROJECT STATUS: A consultant was procured to perform architectural, engineering, and interior design on May 10, 2023.

PROJECT SCHEDULE: Tentative milestones:
• Start architectural, engineering, and interior design: May 11, 2023; • Construction Document Completion (100% design): June 30, 2024; • Start Construction: December 1, 2024;
• Complete Construction: November 30, 2026;
PROJECT MAP:

194

EASTVALE PUBLIC WORKS

PROJECT UPDATES

PROJECT TYPE: Capital Improvements Project
PROJECT NAME: Limonite Gap Closure
PROJECT DESCRIPTION: Project will connect from 2,450 LF east of Hellman Ave to Archibald Avenue. The total length of the proposed project is approximately 3,200 LF including a bridge over the Cucamonga Creek. Both road and bridge will serve 4 lanes of traffic including bicycle and pedestrian facilities.

PROJECT STATUS: Construction Management service procured.

Contraction contract was awarded to Ortiz on July 26, 2023.

A notice to proceed was issued to Ortiz on August 30, 2023.

PROJECT SCHEDULE: Construction activities began on September 5, 2023 with a construction duration of 260 working days.

PROJECT MAP:

Proposed Limonite Ave Bridge
Proposed Pedestrian Bridge
195

EASTVALE PUBLIC WORKS

PROJECT UPDATES

PROJECT TYPE: Capital Improvements Project
PROJECT NAME: Improvement of Bike Network Connectivity/ATP Trails PROJECT DESCRIPTION: Project will design and construct nearly 5 miles of trails running along Scholar Way and Harrison Avenue. The project will provide dedicated space for people to bike and walk from north Eastvale to the Santa Ana River Trail on the south.

PROJECT STATUS: Design contract was awarded to Mark Thomas. 30% plans and specifications have been delivered.

PROJECT SCHEDULE: Mark Thomas is going to start Phase 2 efforts consisting of developing construction documents.

PROJECT MAP:

196

EASTVALE PUBLIC WORKS

PROJECT UPDATES

PROJECT TYPE: Capital Improvements Project
PROJECT NAME: Local Roadway Safety Plan (LRSP)
PROJECT DESCRIPTION: Project will identify and prioritize potential traffic safety improvements in the City as well as providing foundational information for submittal of future grant application.

PROJECT STATUS: Consultant was procured to prepare the report. Working on the background and data collection to reflect the City’s current policy and existing safety measure and most recent crash data.

PROJECT SCHEDULE: The draft report is currently under review and it is anticipated to be taken for receive and file in December 2023.

PROJECT MAP:

197

EASTVALE PUBLIC WORKS

PROJECT UPDATES

PROJECT NAME: Citywide Retroreflective Backplate on Traffic Signal Indicator PROJECT DESCRIPTION: Project will design and install retroreflective backplate borders along backplates of traffic signal indicators at 39 signalized intersections to improve the visibility of signals.

PROJECT STATUS: Construction contract was awarded on January 11, 2023 Council meeting, and construction management service has been procured.

Contractor is working on necessary permits and ordering materials.

PROJECT SCHEDULE: Construction is complete.

PROJECT MAP:

198

EASTVALE PUBLIC WORKS

PROJECT UPDATES

PROJECT TYPE: Capital Improvements Project
PROJECT NAME: Traffic Signal Dilemma Zone Detection and Mitigation PROJECT DESCRIPTION: Project will install advanced dilemma zone detection system and associated equipment in existing traffic signal cabinets at 16 signalized intersections to modify signal timing to improve safety for motorists approaching intersections.

PROJECT STATUS: Construction contract was awarded on September 13, 2023 Council meeting, and construction management service has been procured.

The contractor is working on necessary permits and ordering materials.

PROJECT SCHEDULE: Construction Award- September 13, 2023 The construction field work is estimated to commen ce in Q1 2024.

PROJECT MAP:

199

EASTVALE PUBLIC WORKS

PROJECT UPDATES

PROJECT TYPE: Capital Improvements Project
PROJECT NAME: ADA Transition Plan
PROJECT DESCRIPTION: Program includes preparation and implementation of an ADA Self Evaluation Plan as required under the Americans with Disabilities Act (ADA). Future year funding will support removal of ADA barriers as identified in the Plan. Annual program to provide improvements focusing on ADA accessibility, including curb ramps and sidewalks throughout the City.

PROJECT STATUS: Proposals are under review.

200

EASTVALE PUBLIC WORKS

PROJECT UPDATES

PROJECT TYPE: Capital Improvements Project
PROJECT NAME: Archibald Avenue/Limonite Avenue Widening Project PROJECT DESCRIPTION: Street widening and safety project for Archibald Avenue from the City of Ontario limits south of the SCE easement, including the intersection at Limonite Avenue and portions of Limonite Avenue east and west of the intersection. The project looks to improve safety and overall circulation in conjunction with the improvements associated with the Homestead and Merge developments, and Limonite Gap Project. Components of the project include, but are not limited to, coordinating with SCE to relocate SCE high-tension support structures.

PROJECT STATUS: • Installation of new transmission poles is completed. • Existing poles were removed mid-July, allowing the Developers to start coordinating their construction schedules.
• Widening and street improvements started on Septemb er 11, 2023 with an anticipated completion by end of the year.

PROJECT MAP:

LIMONITE AVE

ARCHIBALD AVE
201

EASTVALE PUBLIC WORKS

PROJECT UPDATES

PROJECT TYPE: Commercial Development
PROJECT NAME: The Merge
PROJECT LOCATION: Northeast corner of Limonite Avenue and Archibald Avenue PROJECT DESCRIPTION: Improvements includes 26 gross acres.

PROJECT STATUS: Onsite and offsite improvements ongoing Grading completed for Pad 2
Developer is also responsible for improvements along Archibald Avenue which are currently underway.

PROJECT MAP:

ARCHIBALD AVE

LIMONITE AVE
202

EASTVALE PUBLIC WORKS

PROJECT UPDATES

PROJECT TYPE: Commercial Development
PROJECT NAME: The Ranch by Transwestern
PROJECT NUMBER: PW19-11322
PROJECT LOCATION: East end of Limonite Avenue west of the Cucamonga Creek PROJECT DESCRIPTION: Improvements include 20 gross acres including 2 light industrial warehouses.

PROJECT STATUS: Onsite and offsite improvements have been completed, the City and Developer are working together to close out the project.

PROJECT MAP:

CUCAMONGA CREEK

HELLMAN AVE
203

EASTVALE PUBLIC WORKS

PROJECT UPDATES

PROJECT TYPE: Commercial Development
PROJECT NAME: Homestead
PROJECT NUMBER: PW20-10052
PROJECT LOCATION: Northwest corner of Limonite Avenue and Archibald Avenue PROJECT DESCRIPTION: Improvements include 55.86 gross acres consisting of six industrial buildings
PROJECT STATUS: Onsite and offsite improvements ongoing Developer is also responsible for improvements along Archibald Avenue which are currently underway.

PROJECT MAP:

LIMONITE AVE

ARCHIBALD AVE
204

EASTVALE PUBLIC WORKS

PROJECT UPDATES

PROJECT TYPE: Commercial Development
PROJECT NAME: Vantage Point Church
PROJECT NUMBER: PW15-1174
PROJECT LOCATION: Northeast corner of Archibald Avenue and Prado Basin Park Road PROJECT DESCRIPTION: Improvements include development of an approximate ly 85,000 sq. ft. church which includes a sanctuary, classrooms, cafe, and a bookstore on 10.43 acres.

PROJECT STATUS:

Phase 2 is anticipated to start soon, and the improvements will include the widening of Archibald Ave. Vantage Point Church has started working with City Staff to apply for the encroachment permit.

PROJECT MAP:

205

EASTVALE PUBLIC WORKS

PROJECT UPDATES

PROJECT TYPE: Commercial Development
PROJECT NAME: Hamner Place
PROJECT NUMBER: PW18-10712
PROJECT LOCATION: East of Hamner Avenue and Schleisman Road PROJECT DESCRIPTION: Improvements include 21.48 gross acres.

PROJECT STATUS: Onsite improvement ongoing
Heroes just opened onsite, the archway has been erected Hardscape is complete for the 7/11
PROJECT MAP:

HAMNER AVE
206

EASTVALE PUBLIC WORKS

PROJECT UPDATES

PROJECT TYPE: Commercial Development
PROJECT NAME: The Ranch (Parcel 14)
PROJECT NUMBER: PW20-10007
PROJECT LOCATION: East of Limonite Avenue west of the Cucamonga Creek PROJECT DESCRIPTION: Improvements include the development of 61,000 square foot industrial building.

PROJECT STATUS: Developer is working on utilities, as well as curb, gutter and asphalt work.

PROJECT MAP:

CUCAMONGA CREEK
207

EASTVALE PUBLIC WORKS

PROJECT UPDATES

PROJECT TYPE: Residential Development
PROJECT NAME: Eastwalk/ Leal
PROJECT NUMBER: PW22-1004
PROJECT LOCATION: Northwest corner of Limonite Avenue and Hamner Avenue PROJECT DESCRIPTION: 158.6 acre development that will include approximately 2500 residential units as well as plans for future commercial development PROJECT STATUS: Mass Grading is complete for Phase 1 of the project, Contractor and City are working on getting the Rough Grading plans completed to start the next step of the project, and coordinating utility plans to start the sewer onsite .

PROJECT MAP:

HAMNER AVENUE

SCHOLAR WAY
58 TH STREET

LIMONITE AVENUE
208

AGENCY GRANT NAME PROJECT NAME GRANT AWARD MATCH DUE DATE STATUS California Transportation
Commission/California
Department of Transportation
ATP: Active Transportation Project Cycle 4 Improvement of Bike Network Connectivity $ 6,471,000.00 $ 1,620,000.00 Grant request has been
approved. The project is
currently under design.

California Transportation
Commission/California
Department of Transportation
LPP: Local Partnership Program Limonite Gap Closure Project 9,475,000.00 $ - $ Grant request has been
approved. Allocation for
construction funds was
requested and approved.

California Department of
Transportation
HSIP: Highway Safety Improvement
Program Cycle 10
Advanced Dilemma Zone Detection
712,800.00 $ - $ CON allocation was approved.

The project will be advertised for
construction soon.

California Department of
Transportation
HSIP: Highway Safety Improvement
Program Cycle 10
Retroflective Backplate for Signals
278,100.00 $ - $ Construction contract was
awarded in January 2023. Under
Construction
California Department of
Resources Recycling and
Recovery
CalRecycle: Rubberized Pavement Grant
TRP 13
Annual Overlay Project
$ 174,999.00 $ - March 30, 2024 Grant request has been
approved. Extension request
submitted.

South Coast AQMD Mobile
Source Air Pollution Reduction
SCAQMD/MSRC Contract ML18064 Electric Medium Duty Vehicle Purchase $ 51,722.00 $ 51,722.00 April 1, 2023 Extension to be submitted based
on lack on inventory.

South Coast AQMD Mobile
Source Air Pollution Reduction
SCAQMD/MSRC Contract ML16040 Electric Vehicle Charging Stations $ 12,500.00 $ 12,500.00 July 5, 2023 Under design
U.S. Department of Housing
and Urban Development
Community Development Block Grant TBD $ 196,130.00 $ - June 30, 2024 CAL FIRE Resource Management Grant City of Eastvale Urban Forestry Management $ 249,925.00 $ 60,024.00 March 30, 2024 Under design USDOT: Department of
Transportation
Congressman Calvert: 2023 Transportation
and Infrastructure Appropriations Bill Limonite Gap Pedistrian Bridge 1,600,000.00 $ 400,000.00 $ Riverside County
Transportation Commission
2023 Western Riverside County Regional
Arterials Limonite Gap Closure 13,500,000.00 $ $ 13,500,000.00

AGENCY GRANT NAME PROJECT NAME GRANT AWARD MATCH ANNOUNCE DATE STATUS California Department of
Resources Recycling and
Recovery
CalRecycle Rubberized Pavement (TRP)
Grant Program Annual Overlay Project
Up to $250,000 December 2023 Application in review

PUBLIC WORKS GRANTS SUMMARY

GRANTS AWARDED

GRANTS IN PROGRESS
209

AGENDA STAFF REPORT

City Council Meeting

CONSENT CALENDAR

Agenda Item No. 12.6
December 13, 2023
2024 City Council and Commissions Meeting/Holiday Schedule Prepared By:

Marc A. Donohue, City Clerk/Communications Director
Recommended Action(s)
Staff recommends that the City Council approve the 2024 City Council/Commissions and Holiday Schedule.

Summary
This item is submi#ed for approval of the regular mee&ng schedule for the City Council, Planning Commission, Public Safety Commission, and Finance Commi#ee for calendar year 2024. Currently, the Eastvale City Council meets on the second and fourth Wednesday of the month at 6:30 p.m., the Planning Commission meets every third Wednesday of the month at 6:00 p.m., the Public Safety Commission meets every fourth Tuesday of the month at 6:00 p.m., and the Finance Commi#ee meets every third Tuesday of the month at 4:30 p.m.

Background
Due to several holidays, the following City Council and Commission mee&ngs have been adjusted and/or cancelled:

1 .

November 27, 2024 – Cancelled due to the Thanksgiving Holiday – City Council 2 .

December 24, 2024 – Cancelled due to City Hall Holiday Closure – Public Safety Commission 3 .

December 25, 2024 – Cancelled due to City Hall Holiday Closure – City Council

Consistent with past prac&ces, the proposed 2024 mee&ng schedule includes going dark for the first mee&ng in July for the City Council and going complete dark for the month of August for City Council, Planning Commission, Public Safety Commission, and the Finance Committee. 12363 Limonite Avenue | Suite 910 | Eastvale, CA 91752 951.361.0900 |
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If needed, a special mee&ng of the City Council and Commissions may be called if an urgency item needed to be addressed.

Environmental
Not Applicable.

Strategic Plan Action - Priority Level: N/A
| Target #: N/A
| Goal #: N/A
Not Applicable.

Fiscal Impact
Not Applicable.

Prior City Council/Commission Action
Not Applicable.

Attachment(s)
Attachment 1 - 2024 Meeting Schedule

Attachment 2 - 2024 Holiday Schedule

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2024 MEETING SCHEDULE

CITY OF EASTVALE

CITY COUNCIL, COMMISSIONS, AND

FINANCE COMMITTEE

MEETING
DATE

MEETING TYPE TIME AGENDA

DISTRIBUTION

JANUARY
Selection of Commission Chair and Vice Chair
10 City Council 6:30 pm 01/05
16 Finance Committee 4:30 pm 01/12
17 Planning Commission 6:00 pm 01/12
23 Public Safety Commission 6:00 pm 01/19
24 City Council 6:30 pm 01/19

FEBRUARY
14 City Council 6:30 pm 02/09
20 Finance Committee 4:30 pm 02/16
21 Planning Commission 6:00 pm 02/16
27 Public Safety Commission 6:00 pm 02/23
28 City Council 6:30 pm 02/23
MARCH
13 City Council 6:30 pm 03/08
19 Finance Committee 4:30 pm 03/15
20 Planning Commission 6:00 pm 03/15
26 Public Safety Commission 6:00 pm 03/22
27 City Council 6:30 pm 03/22
APRIL
10 City Council 6:30 pm 04/05
16 Finance Committee 4:30 pm 04/12
17 Planning Commission 6:00 pm 04/12
23 Public Safety Commission 6:00 pm 04/19
24 City Council 6:30 pm 04/19
MAY
08 City Council 6:30 pm 05/03
15 Planning Commission 6:00 pm 05/10
21 Finance Committee 6:00 pm 05/17
22 City Council 6:30 pm 05/17
28 Public Safety Commission 6:00 pm 05/24
JUNE
12 City Council 6:30 pm 06/07
18 Finance Committee 4:30 pm 06/14
19 Planning Commission 6:00 pm 06/14

212
2024 MEETING SCHEDULE

CITY OF EASTVALE

CITY COUNCIL, COMMISSIONS, AND

FINANCE COMMITTEE

MEETING
DATE

MEETING TYPE TIME AGENDA

DISTRIBUTION
JUNE
25 Public Safety Commission 6:00 pm 06/21
26 City Council 6:30 pm 06/21
JULY
DARK City Council N/A N/A
16 Finance Committee 4:30 pm 07/12
17 Planning Commission 6:00 pm 07/12
23 Public Safety Commission 6:00 pm 07/19
24 City Council 6:30 pm 07/19
AUGUST
DARK City Council N/A N/A
DARK Finance Committee N/A N/A
DARK Planning Commission N/A N/A
DARK Public Safety Commission N/A N/A
DARK City Council N/A N/A

SEPTEMBER
11 City Council 6:30 pm 09/06
17 Finance Committee 4:30 pm 09/13
18 Planning Commission 6:00 pm 09/13
24 Public Safety Commission 6:00 pm 09/20
25 City Council 6:30 pm 09/20

OCTOBER
09 City Council 6:30 pm 10/04
15 Finance Committee 4:30 pm 10/11
16 Planning Commission 6:00 pm 10/11
22 Public Safety Commission 6:00 pm 10/18
23 City Council 6:30 pm 10/18

NOVEMBER
13 City Council 6:30 pm 11/08
19 Finance Committee 4:30 pm 11/15
20 Planning Commission 6:00 pm 11/15
DARK City Council N/A N/A
26 Public Safety Commission 6:00 pm 11/22

213
2024 MEETING SCHEDULE

CITY OF EASTVALE

CITY COUNCIL, COMMISSIONS, AND

FINANCE COMMITTEE

DECEMBER
Election of Mayor & Mayor Pro Tem
11 City Council 6:30 pm 12/06
18 Planning Commission 6:00 pm 12/13
DARK Finance Committee N/A N/A
DARK Public Safety Commission N/A N/A
DARK City Council N/A N/A

214

CITY OF EASTVALE
2024 Holiday Schedule

HOLIDAY DESIGNATED DAY OBSERVED ON
“Martin Luther King Jr. Day” January 15, 2024 January 15, 2024 “President’s Day” February 19, 2024 February 19, 2024
“Memorial Day” May 27, 2024 May 27, 2024
“Independence Day” July 4, 2024 July 4, 2024
“Labor Day” September 2, 2024 September 2, 2024
“Veteran’s Day” November 11, 2024 November 11, 2024
“Thanksgiving Day” November 28, 2024 November 27, 2024
“Day After Thanksgiving” November 29, 2024 November 28, 2024 “Christmas Eve Day” December 24, 2024 December 24, 2024 “Christmas Day” December 25, 2024 December 25, 2024
“New Year’s Day” January 1, 2025 January 1, 2025

CITY HALL CLOSED TO THE GENERAL PUBLIC

December 23, 2024 – January 1, 2025

Please Note: City Hall is closed every Friday. If a holiday falls on a Friday or Saturday, City Hall is closed the previous Thursday. If a holiday falls on a Sunday, City Hall is closed the following Monday.

215

AGENDA STAFF REPORT

City Council Meeting

CONSENT CALENDAR

Agenda Item No. 12.7
December 13, 2023
Approval of Professional Services Agreement with Bureau Veritas Technical Assessments LLC for Prepara/on of an American with Disabilities Act (ADA) Self-Evaluation Report and Transition Plan Prepared By:

Jimmy Chung, Public Works Director/City Engineer
Recommended Action(s)
Staff recommends that the City Council:

1 .

Approve the Professional Services Agreement with Bureau Veritas Technical Assessments LLC in the amount of $298,783.80 plus a 10% con1ngency of $29,878.20 for a total amount of $ 328,662.00 for prepara1on of an American with Disabili1es Act (ADA) Self-Evalua1on Report and Transition Plan (CIP No. 91007); and
2 .

Approve and Adopt Resolu1on 23-XX Amending the 2023-24 Fiscal Year Capital Improvement Budget for project 91007 "Citywide Americans with Disabilities Act Transition Plan" 3 .

Authorize the City Manager to execute all necessary documents.

Summary
On July 26, 1990, Congress enacted the Americans with Disabili1es Act (ADA) Public Law 101-336 (42 U.S.C. Sec. 12101 et seq.) which broadly protects the right of individuals with disabili1es in employment, access to state and local government services, places of public accommoda1on, transporta1on, and other areas of public life. Title II of the ADA relates to nondiscrimina1on on the basis of disability in state and local government, providing that no qualified person with a disability be excluded from par1cipa1on in or be denied the benefits of the services, programs, or ac1vi1es of a public en1ty. Implemen1ng regula1ons for Title II were issued on July 26, 1991 and became 12363 Limonite Avenue | Suite 910 | Eastvale, CA 91752 951.361.0900 |
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effective on January 26, 1992.

The ADA requires state and local governments to ensure access to civic life for all individuals, not only regarding physical accessibility, but also in the delivery of government programs, services, ac1vi1es, and employment. The law require public en11es to conduct a self-evalua1on of all programs, services and facili1es. Jurisdic1ons with more than 50 employees are required to establish an ADA transi1on plan addressing structural or programma1c barriers. The City recently surpassed this employee count threshold.

The City wishes to retain a subject maIer expert to conduct a comprehensive City self-evalua1on and generate an ADA Transi1on Plan. This would iden1fy exis1ng physical barriers to accessibility as well as describe the steps to be taken, along with es1mated costs, to ensure that City facili1es and public right-of-way elements are made accessible to all individuals. The ADA Transi1on Plan shall be a living document to be used for the City to fulfill the legal obliga1on to remove barriers that limit access for people with disabilities to City programs and services.

Background
The City of Eastvale has solicited proposals from consul1ng firms to provide a comprehensive evalua1on of Americans with Disabili1es Act (ADA) accessibility compliance in three areas: City policies and prac1ces, and City buildings, and public right-of-way facili1es. The ADA Transi1on Plan will provide the City of Eastvale a mul1-phased roadmap to efficiently mi1gate the deficiencies and achieve ADA compliance, which will be done in subsequent phases. This project will consist of conduc1ng a self-evalua1on and preparing an ADA Transi1on Plan to include iden1fied physical barriers to accessibility, the methods to improve accessibility, the es1mated costs to remediate the identified barriers, and a schedule to achieve ADA compliance.

A request for proposal (RFP) was adver1sed on the City's website and PlanetBids on June 13, 2023.

On July 13, 2023, the City received three (3) responses to the RFP. The evalua1on team of City staff reviewed the proposals and ranked each based on the qualifica1ons of the firm, understanding and approach/work plan, demonstrated technical ability, past performance, and cost.

In the evalua1on process, Bureau Veritas was determined to be the best firm available for this project. Bureau Veritas has extensive experience in providing comprehensive citywide ADA surveys and evalua1ons, as well as the development of ADA transi1on plans. They have provided similar services to a variety of other jurisdic1ons and public agencies including the ci1es of Chino Hills, Pomona, and Ranch Cucamonga with 1mely delivery of services. Bureau Veritas possesses the necessary background and qualifications the City is seeking for this project.

Staff recommends that the City Council approve the Professional Services Agreement with Bureau Veritas in the amount of $298,783.80 plus a 10% con1ngency of $29,878.20 for a total amount of $ 328,662.00 for the prepara1on of the American with Disabili1es Act (ADA) Self-Evalua1on Report and Transition Plan. Staff hopes to complete the Transition Plan by June 30, 2024.

Environmental
Pursuant to Sec1on 15378 of the CEQA Guidelines, the item is not considered a project, thus, no environmental review is required.
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Strategic Plan Action - Priority Level: 2
| Target #: E
| Goal #: E
Create walkable spaces in private development. Create a walkable community.

Fiscal Impact
The total fiscal impact for the contract is $328,662. The fiscal year 2023-24 budget includes appropriations for the project totaling $242,320
in Gas Tax Fund and CDBG.

Approval of the Professional Services Agreement will require a budget resolu1on in the amount of $282,472 in the Measure A Fund, account number 210-510-6660, project number 91007-0000. Fund balance is available to be appropriated in the Measure A fund. The Measure A fund balance is anticipated to be net positive at the end of the fiscal year.

Fund
Account
2023-24
Adopted
Budget
Additional
Appropriations
Total
Amended
Budge
t
Gas Tax
Fund
200-
510-
6690-
91007-
0000
46,190
0 46,190
CDBG
250-
510-
6690-
91007-
0000
196,130
(196,130)
0 Measure
A Fund
210-
510-
6660-
91007-
0000
0 282,472
282,472
Total

242,320.00
86,342.00
328,662.00

Prior City Council/Commission Action
There is no prior City Council/Commission Action on this item.

Attachment(s)
Attachment 1 - PSA with BV

Attachment 2.1 - Exhibit A to PSA

Attachment 2.2 - Exhibit B to PSA

Attachment 3 - Budget Resolution 23-XX

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- 1 -

AGREEMENT FOR SERVICES

BETWEEN

THE CITY OF EASTVALE, CALIFORNIA
AND

BUREAU VERITAS TECHNICAL ASSESSMENTS, LLC

This Agreement for Services (“Agreement”) is entered into as of this ____ day of _________, 2023 by and between the City of Eastvale, a municipal corporation (“City”) and Bureau Veritas Technical Assessments, LLC (“Contractor”). City and Contractor are sometimes hereinafter individually referred to as “Party” and hereinafter collectively referred to as the “Parties.”

RECITALS
A. City has sought, by request for proposals the performance of the services defined and described particularly in Section 2 of this Agreement.

B. Contractor, following submission of a proposal for the performance of the services defined and described particularly in Section 2 of this Agreement, was selected by the City to perform those services.

C. The Parties desire to formalize the selection of Contractor for performance of those services defined and described particularly in Section 2 of this Agreement and desire that the terms of that performance be as particularly defined and described herein.

OPERATIVE PROVISIONS
NOW, THEREFORE, in consideration of the mutual promises and covenants made by the Parties and contained here and other consideration, the value and adequacy of which are hereby acknowledged, the Parties agree as follows:

SECTION 1. TERM OF AGREEMENT.

Subject to the provisions of Section 20 "Termination of Agreement" of this Agreement, the Term of this Agreement is for one year commencing on the date first ascribed above.

SECTION 2. SCOPE OF SERVICES.

Contractor agrees to perform the services set forth in Exhibit “A” “Scope of Services” (hereinafter, the “Services”) and made a part of this Agreement by this reference.

SECTION 3. ADDITIONAL SERVICES.

Contractor shall not be compensated for any work rendered in connection with its performance of this Agreement that are in addition to or outside of the Services unless such additional services are authorized in advance and in writing in accordance with Section 26 “ Administration and Implementation” or Section 28 “Amendment” of this 219
- 2 -

Agreement. If and when such additional work is authorized, such additional work shall be deemed to be part of the Services.

SECTION 4. COMPENSATION AND METHOD OF PAYMENT.
(a) Subject to any limitations set forth in this Agreement, City agrees to pay Contractor the amounts specified in Exhibit “B” “Compensation” and made a part of this Agreement by this reference. The total compensation, including reimbursement for actual expenses, shall not exceed three hundred and twenty eight thousand six hundred and sixty two dollars ($328,662.00), unless additional compensation is approved in writing in accordance with Section 26 “Administration and Implementation” or Section 28 “Amendment” of this Agreement.
(b) Each month Contractor shall furnish to City an original invoice for all work performed and expenses incurred during the preceding month. The invoice shall detail charges by the following categories: labor (by sub-category), travel, materials, equipment, supplies, and subcontractor contracts. Subcontractor charges shall be detailed by the following categories: labor, travel, materials, equipment and supplies. If the compensation set forth in subsection (a) and Exhibit “B” include payment of labor on an hourly basis (as opposed to labor and materials being paid as a lump sum), the labor category in each invoice shall include detailed descriptions of task performed and the amount of time incurred for or allocated to that task. City shall independently review each invoice submitted by the Contractor to determine whether the work performed and expenses incurred are in compliance with the provisions of this Agreement. In the event that no charges or expenses are disputed, the invoice shall be approved and paid according to the terms set forth in subsection (c). In the event any charges or expenses are disputed by City, the original invoice shall be returned by City to Contractor for correction and resubmission.
(c) Except as to any charges for work performed or expenses incurred by Contractor which are disputed by City, City will use its best efforts to cause Contractor to be paid within thirty (30) days of receipt of Contractor’s correct and undisputed invoice. (d) Payment to Contractor for work performed pursuant to this Agreement shall not be deemed to waive any defects in work performed by Contractor.

SECTION 5. INSPECTION AND FINAL ACCEPTANCE.

City may inspect and accept or reject any of Contractor’s work under this Agreement, either during performance or when completed. City shall reject or finally accept Contractor’s work within sixty (60) days after submitted to City. City shall reject work by a timely written explanation, otherwise Contractor’s work shall be deemed to have been accepted. City’s acceptance shall be conclusive as to such work except with respect to latent defects, fraud and such gross mistakes as amount to fraud. Acceptance of any of Contractor’s work by City shall not constitute a waiver of any of the provisions of this Agreement including, but not limited to, Section 16 “Indemnification” and Section 17 “Insurance.”
SECTION 6. OWNERSHIP OF DOCUMENTS.
220
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All original maps, models, designs, drawings, photographs, studies, surveys, reports, data, notes, computer files, files and other documents prepared, developed or discovered by Contractor in the course of providing the Services pursuant to this Agreement shall become the sole property of City and may be used, reused or otherwise disposed of by City without the permission of the Contractor. Upon completion, expiration or termination of this Agreement, Contractor shall turn over to City all such original maps, models, designs, drawings, photographs, studies, surveys, reports, data, notes, computer files, files and other documents.

If and to the extent that City utilizes for any purpose not related to this Agreement any maps, models, designs, drawings, photographs, studies, surveys, reports, data, notes, computer files, files or other documents prepared, developed or discovered by Contractor in the course of providing the Services pursuant to this Agreement, Contractor’s guarantees and warranties in Section 9 “Standard of Performance” of this Agreement shall not extend to such use of the maps, models, designs, drawings, photographs, s tudies, surveys, reports, data, notes, computer files, files or other documents.

All final work product developed by Contractor in the course of providing the Services pursuant to this Agreement shall become the sole property of City and may be used, reused or otherwise disposed of by City without the permission of the Contractor. Upon completion, expiration or termination of this Agreement, Contractor shall turn over to City all such final work product if paid for by the City. This provision specifically excludes Contractors’ work notes and drafts, which are owned by Contractor, not City.

SECTION 7. CONTRACTOR'S BOOKS AND RECORDS.
(a) Contractor shall maintain any and all documents and records demonstrating or relating to Contractor’s performance of the Services. Contractor shall maintain any and all ledgers, books of account, invoices, vouchers, canceled checks, or other documents or records evidencing or relating to the Services, including expenditures and disbursements charged to City pursuant to this Agreement. Any and all such documents or records shall be maintained in accordance with generally accepted accounting principles and shall be sufficiently complete and de tailed so as to permit an accurate evaluation of the services provided by Contractor pursuant to this Agreement. Any and all such documents or records shall be maintained for three (3) years from the date of execution of this Agreement and to the extent required by laws relating to audits of public agencies and their expenditures. In accordance with California Government Code Section 8546.7, if the total compensation in Section 4 exceeds ten thousand dollars ($10,000.00), this Agreement and the Contractor 's books and records related to this Agreement shall be subject to the examination and audit of the State Auditor, at the request of City or as part of any audit of the City, for a period of three (3) years after final payment under the Agreement.
(b) Any and all records or documents required to be maintained pursuant to this section shall be made available for inspection, audit and copying, at any time during regular business hours, upon request by City or its designated representative. Copies of 221
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such documents or records shall be provided directly to the City for inspection, audit and copying when it is practical to do so; otherwise, unless an alternative is mutually agreed upon, such documents and records shall be made available at Contractor’s address indicated for receipt of notices in this Agreement.
(c) Where City has reason to believe that any of the documents or records required to be maintained pursuant to this section may be lost or discarded due to dissolution or termination of Contractor’s business, City may, by written request, require that custody of such documents or records be given to the City. Access to such documents and records shall be granted to City, as well as to its successors -in-interest and authorized representatives.

SECTION 8. INDEPENDENT CONTRACTOR.
(a) Contractor is and shall at all times remain a wholly independent contractor and not an officer, employee or agent of City. Contractor shall have no authority to bind City in any manner, nor to incur any obligation, debt or liability of any kind on behalf of or against City, whether by contract or otherwise.
(b) The personnel performing the Services under this Agreement on behalf of Contractor shall at all times be under Contractor’s exclusive direction and control. Neither City, nor any elected or appointed boards, officers, officials, employees or agents of City, shall have control over the conduct of Contractor or any of Contractor’s personnel.

Contractor shall not at any time or in any manner represent that Contractor or any of Contractor’s personnel are in any manner officials, officers, or employees of City. (c) Neither Contractor, nor any of Contractor’s personnel shall obtain any rights to retirement, health care or any other benefits which may otherwise accrue to City’s employees. Contractor expressly waives any claim Contractor, its officers, employees, agents or subcontractors, may have to any such rights. Contractor’s indemnity obligations in Section 16 “Indemnification” of this Agreement include the obligation to indemnify the City from and against any liability that may arise related to claims that Contractor, its officers, employees, agents or subcontractors, are entitled to retirement, health care or any other benefits that accrue to City employees. This provision shall survive the expiration or earlier termination of this Agreement.

SECTION 9. STANDARD OF PERFORMANCE.

Contractor represents and warrants that it has the qualifications, experience and facilities necessary to properly perform the Services required under this Agreement in a thorough, competent and professional manner. Contractor shall at all times faithfully, competently and to the best of its ability, experience and talent, perform all Services. In meeting its obligations under this Agreement, Contractor shall employ, at a minimum, generally accepted standards and practices utilized by persons engaged in p roviding services similar to the Services required of Contractor under this Agreement. In addition to the general standards of performance set forth this section, additional specific standards of performance and performance criteria may be set forth in Exhibit “A” “Scope of Work” that shall also be applicable to Contractor’s work under this Agreement. Where 222
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there is a conflict between a general and a specific standard of performance or performance criteria, the specific standard or criteria shall prevail over the general.

SECTION 10. COMPLIANCE WITH APPLICABLE LAWS; PERMITS AND LICENSES.

Contractor shall keep itself informed of and comply with all applicable federal, state and local laws, statutes, codes, ordinances, regulations and rules in effect during the term of this Agreement. Contractor shall obtain any and all licenses, permits and authorizations necessary to perform the Services set forth in this Agreement. Neither City, nor any elected or appointed boards, officers, officials, employees or agents of City, shall be liable, at law or i n equity, as a result of any failure of Contractor to comply with this section.

SECTION 11. PREVAILING WAGE LAWS
It is the understanding of City and Contractor that California prevailing wage laws do not apply to this Agreement because the Agreement does not involve any of the following services subject to prevailing wage rates pursuant to the California Labor Code or regulations promulgated thereunder: Construction, alteration, demolition, installation, or repair work performed on public buildings, facilities, streets or sewers done under contract and paid for in whole or in part out of public funds. In this context, “construction" includes work performed during the design and preconstruction phases of construction including, but not limited to, inspection and land surveying work.

SECTION 12. NONDISCRIMINATION.

Contractor shall not discriminate, in any way, against any person on the basis of race, religious creed, color, national origin, ancestry, physical disability, mental disability, medical condition, genetic information, marital status, sex, gender, gender identity, gender expression, age, sexual orientation, or military and veteran status in connection with or related to the performance of this Agreement.

SECTION 13. UNAUTHORIZED ALIENS.

Contractor hereby promises and agrees to comply with all of the provisions of the Federal Immigration and Nationality Act, 8 U.S.C.A. §§ 1101, et seq., as amended, and in connection therewith, shall not employ unauthorized aliens as defined therein. Should Contractor so employ such unauthorized aliens for the performance of the Services, and should the any liability or sanctions be imposed against City for such use of unauthorized aliens, Contractor hereby agrees to and shall reimburse City for the cost of all such liabilities or sanctions imposed, together with any and all costs, including attorneys' fees, incurred by City.

SECTION 14. CONFLICTS OF INTEREST.
(a) Contractor covenants that neither it, nor any officer or principal of its firm, has or shall acquire any interest, directly or indirectly, which would conflict in any manner with the interests of City or which would in any way hinder Contractor’s performance of the Services. Contractor further covenants that in the performance of this Agreement, no 223
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person having any such interest shall be employed by it as an officer, employee, agent or subcontractor without the express written consent of the City Manager. Contractor agrees to at all times avoid conflicts of interest or the appearance of any conflicts of interest with the interests of City in the performance of this Agreement. (b) City understands and acknowledges that Contractor is, as of the date of execution of this Agreement, independently involved in the performance of non -related services for other governmental agencies and private parties. Contractor is unaware of any stated position of City relative to such projects. Any future position of City on such projects shall not be considered a conflict of interest for purposes of this section. (c) City understands and acknowledges that Contractor will perform non - related services for other governmental agencies and private Parties following the completion of the Services under this Agreement. Any such future service shall not be considered a conflict of interest for purposes of this section.

SECTION 15. CONFIDENTIAL INFORMATION; RELEASE OF INFORMATION. (a) All information gained or work product produced by Contractor in performance of this Agreement shall be considered confidential, unless such information is in the public domain or already known to Contractor. Contractor shall not release or disclose any such information or work product to persons or entities other than City without prior written authorization from the City Manager, except as may be required by law.
(b) Contractor, its officers, employees, agents or subcontractors, shall not, without prior written authorization from the City Manager or unless requested by the City Attorney of City, voluntarily provide declarations, letters of support, testimony at depositions, resp onse to interrogatories or other information concerning the work performed under this Agreement. Response to a subpoena or court order shall not be considered "voluntary" provided Contractor gives City notice of such court order or subpoena.
(c) If Contractor, or any officer, employee, agent or subcontractor of Contractor, provides any information or work product in violation of this Agreement, then City shall have the right to reim bursement and indemnity from Contractor for any damages, costs and fees, including attorney's fees, caused by or incurred as a result of Contractor’s conduct.

Contractor shall promptly notify City should Contractor, its officers, employees, agents or subcontractors, be served with any summons, complaint, subpoena, notice of deposition, request for documents, interrogatories, request for admiss ions or other discovery request, court order or subpoena from any party regarding this Agreement and the work performed thereunder. City retains the right, but has no obligation, to represent Contractor or be present at any deposition, hearing or similar proceeding. Contractor agrees to cooperate fully with City and to provide City with the opportunity to review any response to discovery requests provided by Contractor. However, this right to review any such response does not imply or mean the right by City to control, direct, or rewrite said 224
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response. Contractor shall not be held criminally or civilly liable under any Federal or State trade secret law for the disclosure of a trade secret that is made in confidence to a Federal, State, or local government official or to an attorney solely for the purpose of reporting or investigating a suspected violation of law or for the disclosure of a trade secret that is made in a complaint or other document filed in a lawsuit or other proceeding, if such filing is made under seal.

SECTION 16. INDEMNIFICATION.
(a) Indemnification for Professional Liability. Where the law establishes a professional standard of care for Contractor’s services, to the fullest extent permitted by law, Contractor shall indemnify, protect, defend and hold harmless City and any and all of its officials, employees and agents (“Indemnified Parties”) from and against any and all liability (including liability for claims, suits, actions, arbitration proceedings, administrative proceedings, regulatory proceedings, losses, expenses or costs o f any kind, whether actual, alleged or threatened, including attorneys ’ fees and costs, court costs, interest, defense costs, and expert witness fees) arise out of, are a consequence of, or are in any way attributable to, in whole or in part, any negligent or wrongful act, error or omission of Contractor, or by any individual or entity for which Contractor is legally liable, including but not limited to off icers, agents, employees or sub contractors of Contractor, in the performance of professional services under this Agreement. (b) Indemnification for Other than Professional Liability. Other than in the performance of professional services and to the full extent permitted by law, Contractor shall indemnify, protect, defend and hold harmless City, and any and all of its employees, officials and agents from and against any liability (including liability for claims, suits, actions, arbitration proceedings, administrative proceedings, regulatory proceedings, losses, expenses or costs of any kind, whether actual, alleged or threatened , including attorneys’ fees and costs, court costs, interest, defense costs, and expert witness fees), where the same arise out of, are a consequence of, or are in any way attributable to, in whole or in part, the performance of this Agreement by Contractor, or by any individual or entity for which Contractor is legally liable, including but not limited to off icers, agents, employees or subcontractors of Contractor.
(c) Indemnification from Subcontractors. Contractor agrees to obtain executed indemnity agreements with provisions identical to those set forth in this section from each and every subcontractor or any other person or entity involved by, for, with or on behalf of Contractor in the performance of this Agreement naming the Indemnified Parties as additional indemnitees. In the event Contractor fails to obtain such indemnity obligations from others as required herein, Contractor agrees to be fully responsible according to the terms of this section. Failure of City to monitor compliance with these requirements imposes no additional obligations on City and will in no way act as a waiver of any rights hereunder. This obligation to indemnify and defend City as set forth herein is binding on the successors, assigns or heirs of Contractor and shall survive the termination of this Agreement or this section.
(d) City’s Negligence. The provisions of this section do not apply to claims occurring as a result of City’s sole negligence. The provisions of this section shall not 225
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release City from liability arising from gross negligence or willful acts or omissions of City or any and all of its officials, employees and agents.

SECTION 17. INSURANCE.

Contractor agrees to obtain and maintain in full force and effect during the term of this Agreement the insurance policies set forth in Exhibit “C” “Insurance” and made a part of this Agreement. All insurance policies shall be subject to approval by City as to form and content. These requirements are subject to amendment or waiver if so approved in writing by the City Manager. Contractor agrees to provide City with copies of required policies upon request.

SECTION 18. ASSIGNMENT.

The expertise and experience of Contractor are material considerations for this Agreement. City has an interest in the qualifications and capability of the persons and entities who will fulfill the duties and obligations imposed upon Contractor under this Agreement. In recognition of that interest, Contractor shall not assign or transfer this Agreement or any portion of this Agreement or the performance of any of Contractor’s duties or obligations under this Agreement without the prior written consent of the City.

Any attempted assignment shall be ineffective, null and void, and shall constitute a material breach of this Agreement entitling City to any and all remedies at law or in equity, including termination of this Agreement pursuant to Section 20 “Te rmination of Agreement.” City acknowledges, however, that Contractor, in the performance of its duties pursuant to this Agreement, may utilize subcontractors.

SECTION 19. CONTINUITY OF PERSONNEL.

Contractor shall make every reasonable effort to maintain the stability and continuity of Contractor’s staff and sub contractors, if any, assigned to perform the Services. Contractor shall notify City of any changes in Contractor’s staff and subcontractors, if any, assigned to perform the Services prior to and during any such performance.

SECTION 20. TERMINATION OF AGREEMENT.
(a) City may terminate this Agreement, with or without cause, at any time by giving thirty (30) days written notice of termination to Contractor. In the event such notice is given, Contractor shall cease immediately all work in progress. (b) Contractor may terminate this Agreement for cause at any time upon thirty (30) days written notice of termination to City.
(c) If either Contractor or City fail to perform any material obligation under this Agreement, then, in addition to any other remedies, either Contractor, or City may terminate this Agreement immediately upon written notice. (d) Upon termination of this Agreement by either Contractor or City, all property belonging exclusively to City which is in Contractor’s possession shall be returned to City. 226
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Contractor shall furnish to City a final invoice for work performed and expenses incurred by Contractor, prepared as set forth in Section 4 “Compensation and Method of Payment” of this Agreement. This final invoice shall be reviewed and paid in the same manner as set forth in Section 4 “Compensation and Method of Payment” of this Agreement.

SECTION 21. DEFAULT.

In the event that Contractor is in default under the terms of this Agreement, the City shall not have any obligation or duty to continue compensating Contractor for any work performed after the date of default. Instead, the City may give notice to Contractor of the default and the reasons for the default. The notice shall include the timeframe in which Contractor may cure the default. This timeframe is presumptively thirty (30) days, but may be extended, though not reduced, if circumstances warrant. During the period of time that Contractor is in default, the City shall hold all invoices and shall, when the default is cured, proceed with payment on the invoices. In the alternative, the City may, in its sole discretion, elect to pay some or all of the outstanding invoices during the period of default. If Contractor does not cure the default, the City may take necessary steps to terminate this Agreement under Section 20 “Termination of Agreement.” Any failure on the part of the City to give notice of the Contractor’s default shall not be deemed to result in a waiver of the City’s legal rights or any rights arising out of any provision of this Agreement.

SECTION 22. EXCUSABLE DELAYS.

Contractor shall not be liable for damages, including liquidated damages, if any, caused by delay in performance or failure to perform due to causes beyond the control of Contractor. Such causes include, but are not limited to, acts of God, acts of the public enemy, acts of federal, state or local governments, acts of City, court orders, fires, floods, epidemics, strikes, embargoes, and unusually severe weather. The term and price of this Agreement shall be equitably adjusted for any delays due to such causes.

SECTION 23. COOPERATION BY CITY.

All public information, data, reports, records, and maps as are existing and available to City as public records, and which are necessary for carrying out the Services shall be furnished to Contractor in every reasonable way to facilitate, without undue delay, the Services to be performed under this Agreement.

SECTION 24. NOTICES.

All notices required or permitted to be given under this Agreement shall be in writing and shall be personally delivered, or sent by certified mail, postage prepaid and return receipt requested, addressed as follows:

To City: City of Eastvale
Attn: Community Development Director
12363 Limonite Ave., Suite 910
227
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Eastvale, CA 91752
To Contractor: Bureau Veritas Technical Assessments, LLC Attn: Erik Piller
220 Technology Drive
Irvine, CA 92618

Notice shall be deemed effective on the date personally delivered or, if mailed, three (3) days after deposit of the same in the custody of the United States Postal Service.

SECTION 25. AUTHORITY TO EXECUTE.

Each of the signatories hereto represents and warrants that he or she is competent and authorized to enter into this Agreement on behalf of the Party for whom he or she purports to sign. Each Party hereto agrees to defend, indemnify, and hold harmless the other Parties hereto against all claims, suits, actions, and demands, including necessary expenses of investigation and reasonable attorneys' fees and costs, arising out of claims that its signatory was not competent or so authorized to execute this Agreement.

SECTION 26. ADMINISTRATION AND IMPLEMENTATION.

This Agreement shall be administered and executed by the City Manager or his or her designated representative. The City Manager shall have the authority to issue interpretations and to make amendments to this Agreement, including amendments that commit additional funds, consistent with Section 28 “Amendment” and the City Manager’s contracting authority under the Eastvale Municipal Code.

SECTION 27. BINDING EFFECT.

This Agreement shall be binding upon the heirs, executors, administrators, successors and assigns of the Parties.

SECTION 28. AMENDMENT.

No amendment to or modification of this Agreement shall be valid unless made in writing and approved by the Contractor and by the City. The City Manager shall have the authority to approve any amendment to this Agreement if it does not exceed the amount that may be approved administratively pursuant to the Eastvale Municipal Code . The Parties agree that the requirement for written modifications cannot be waived and that any attempted waiver shall be void. The City’s City Manager may, but is not required t o, make minor amendments not affecting substantive terms without further authorization from the City Council. The City Council hereby authorizes the City Manager to execute any such amendments as required by this Agreement or that do not otherwise reduce City’s rights under this Agreement. All other amendments shall be approved by the City Council.

SECTION 29. WAIVER.

Waiver by any Party to this Agreement of any term, condition, or covenant of this 228
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Agreement shall not constitute a waiver of any other term, condition, or covenant. Waiver by any Party of any breach of the provisions of this Agreement shall not constitute a waiver of any other provision nor a waiver of any subsequent breach or violatio n of any provision of this Agreement. Acceptance by City of any work by Contractor shall not constitute a waiver of any of the provisions of this Agreement.

SECTION 30. LAW TO GOVERN; VENUE.

This Agreement shall be interpreted, construed and governed according to the laws of the State of California. In the event of litigation between the Parties, venue in state trial courts shall lie exclusively in the County of Riverside, California. In the event of litigation in a U.S. District Court, venue shall lie exclusively in the Central District of California, in Riverside.

SECTION 31. ATTORNEYS FEES, COSTS AND EXPENSES.

In the event litigation or other proceeding is required to enforce or interpret any provision of this Agreement, the prevailing Party in such litigation or other proceeding shall be entitled to an award of reasonable attorney's fees, costs and expenses, in addition to any other relief to which it may be entitled.

SECTION 32. ENTIRE AGREEMENT.

This Agreement, including the attached Exhibits "A" through "C", is the entire, complete, final and exclusive expression of the Parties with respect to the matters addressed therein and supersedes all other agreements or understandings, whether oral or wri tten, or entered into between Contractor and City prior to the execution of this Agreement. No statements, representations or other agreements, whether oral or written, made by any Party which are not embodied herein shall be valid and binding.

SECTION 33. SEVERABILITY.

If any term, condition or covenant of this Agreement is declared or determined by any court of competent jurisdiction to be invalid, void or unenforceable, the remaining provisions of this Agreement shall not be affected thereby and the Agreement shall be read and construed without the invalid, void or unenforceable provision(s).

SECTION 34. CONFLICTING TERMS.

Except as otherwise stated herein, if the terms of this Agreement conflict with the terms of any Exhibit hereto, or with the terms of any document incorporated by reference into this Agreement, the terms of this Agreement shall control.

IN WITNESS WHEREOF, the Parties hereto have executed this Agreement on the date and year first-above written.
[SIGNATURES ON FOLLOWING PAGE]

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CITY OF EASTVALE
___________________________
Mark Orme
City Manager
ATTEST:
___________________________
Marc Donohue
City Clerk

APPROVED AS TO FORM
_______________________________
Erica Vega
City Attorney
[CONTRACTOR NAME]
Bureau Veritas Technical
Assessment, LLC

__________________________
Erik Piller
Senior Vice President

230

A-1

EXHIBIT "A"

SCOPE OF SERVICES

231

C-1
EXHIBIT "B"

COMPENSATION

232

C-1
EXHIBIT "C"

INSURANCE

A. Insurance Requirements. Contractor shall provide and maintain insurance, acceptable to the City, in full force and effect throughout the term of this Agreement, against claims for injuries to persons or damages to property which may arise from or in connection with the performance of the S ervices by Contractor, its agents, representatives or employees. Insurance is to be placed with insurers with a current A.M.

Best's rating of no less than A:VII.

Contractor shall provide the following scope and limits of insurance:

1. Minimum Scope of Insurance. Coverage shall be at least as broad as:

(1) Commercial General Liability. Insurance Services Office form Commercial General Liability coverage (Occurrence Form CG 0001).

(2) Automobile. Insurance Services Office form number CA 0001 (Ed. 1/87) covering Automobile Liability, including code 1 "any auto" and endorsement CA 0025, or equivalent forms subject to the written approval of the City.

(3) Workers’ Compensation. Workers' Compensation insurance as required by the Labor Code of State of California covering all persons providing Services on behalf of the Contractor and all risks to such persons under this Agreement.

(4) Professional Liability . Professional liability insurance appropriate to the Contractor’s profession. This coverage may be written on a “claims made” basis, and must include coverage for contractual liability. The professional liability insurance required by this Agreement must be endorsed to be applicable to claims based upon, arising out of or related to Services performed under this Agreement. The insurance must be maintained for at least three (3) consecutive years following the completion of Contractor’s services or the termination of this Agreement. During this additional three (3) year period, Contractor shall annually and upon request of the City submit written evidence of this continuous coverage.

2. Minimum Limits of Insurance . Contractor shall maintain limits of insurance no less than:

(1) Commercial General Liability. $1,000,000 general aggregate for bodily injury, personal injury and property damage.

(2) Automobile. $1,000,000 per accident for bodily injury and property damage. A combined single limit policy with aggregate limits in an amount of 233

C-2
not less than $2,000,000 shall be considered equivalent to the said required minimum limits set forth above.

(3) Workers' Compensation. Workers' Compensation as required by the Labor Code of the State of California of not less than $1,000,000 per occurrence.

(4) Professional Liability. $1,000,000 per occurrence.

B. Other Provisions . Insurance policies required by this Agreement shall contain the following provisions:

1. All Policies. Each insurance policy required by this Agreement shall be endorsed and state the coverage shall not be suspended, voided, cancelled by the insurer or either Party to this Agreement, reduced in coverage or in limits except after 30 days' prior written no tice by certified mail, return receipt requested, has been given to City.

2. Commercial General Liability and Automobile Liability Coverages.

(1) City, and its respective elected and appointed officers, officials, and employees and volunteers are to be covered as additional insureds as respects: liability arising out of activities Contractor performs; products and completed operations of Contractor; premises owned, occupied or used by Contractor; or automobiles owned, leased, hired or borrowed by Contractor. The coverage shall contain no special limitations on the scope of protection afforded to City, and their respective elected and appointed officers, officials, or employees.

(2) Contractor’s insurance coverage shall be primary insurance with respect to City, and its respective elected and appointed, its officers, officials, employees and volunteers. Any insurance or self -insurance maintained by City, and its respective elected and appointed officers, officials, employees or volunteers, shall apply in excess of, and not contribute with, Contractor’s insurance.

(3) Contractor’s insurance shall apply separately to each insured against whom claim is made or suit is brought, except with respect to the limits of the insurer's liability.

(4) Any failure to comply with the reporting or other provisions of the insurance policies, including breaches of warranties, shall not affect coverage provided to City, and its respective elected and appointed officers, officials, employees or volunteers.

3. Workers' Compensation Coverage . Unless the City Manager otherwise agrees in writing, the insurer shall agree to waive all rights of subrogation 234

C-3
against City, and its respective elected and appointed officers, officials, employees and agents for losses arising from work performed by Contractor.

C. Other Requirements. Contractor agrees to deposit with City, at or before the effective date of this Agreement, certificates of insurance necessary to satisfy City that the insurance provisions of this contract have been complied with. The City may require that Contractor furnish City with copies of original endorsements effecting coverage required by this Exhibit “C”. The certificates and endorsements are to be signed by a person authorized by that insurer to bind coverage on its behalf. City reserves the right to inspect complete, certified copies of all required insurance policies, at any time.

1. Contractor shall furnish certificates and endorsements from each subcontractor identical to those Contractor provides.

2. Any deductibles or self -insured retentions must be declared to and approved by City. At the option of City, either the insurer shall reduce or eliminate such deductibles or self -insured retentions as respects City or its respective elected or appointed officers, officials, employees and volunteers, or the Contractor shall procure a bond guaranteeing payment of losses and related investigations, claim administration, defense expenses and claims.

3. The procuring of such required policy or policies of insurance shall not be construed to limit Contractor’s liability hereunder nor to fulfill the indemnification provisions and requirements of this Agreement.

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20 APPROACH
Bureau Veritas will conduct a kick-off meeting with the City to define communication channels, define the scope of work, and to review the facility and program lists. Discussions will include recent and proposed capital improvements and
available programs at each of the facilities. Bureau Veritas will note public use patterns and prioritization of the facilities and programs.

Prior to the kick-off meeting, Bureau Veritas will provide a pre-assessment questionnaire for each site and other
documentation. Documents requested, if readily available, are:
• Prior accessibility transition plans or self-evaluations • Site plans / floor plans
• Identification of any/all historic structures
• Description of each facility’s purpose
• As-built drawings (with dates of construction)
• Current reasonable accommodation policy
• Intersection / street / curb plans / previous sidewalk survey
The initial discussions with the City staff will include the following elements:
• Roles and lines of communication between and within
both the City and Bureau Veritas.
• Protocols for interaction between all parties throughout the project: Contact information should include the office and cell numbers for a minimum of 2+ contacts with the
appropriate City staff and Bureau Veritas.
• Field assessment logistics: Normally, Bureau Veritas does not require escorts to perform the field assessments,
except where escorts may be required within restricted
areas. Outline areas of City’s highest priority for any assessment to be completed during any training phases,
likely complexity of assessment data processing, efficient workflow each day of the assessment, and City requests. • Facility mapping.
• Protocol for handling paths not clearly designated on the map, not collected due to construction, or otherwise deemed inaccessible. (PROW Survey)
• Strategies for connectivity between isolated urbanized areas. (PROW Survey)
Field schedules and facility management interviews will be conducted once the schedule is approved by the City.

Once the field schedule is approved, Bureau Veritas will deploy trained accessibility assessors with backgrounds in Landscape Architecture, Architecture, Engineering, and Building Systems for facility assessments. All field resources assigned have been professionally trained in accessibility assessments and have performed numerous assessments.

Program Access and Policy Review
Bureau Veritas is experienced with the program access
test defined in Title II 35.150(b) , and realizes that not all amenities are required to be accessible. Bureau Veritas’s goal is to assist the City in providing the most economically viable improvements for its users. Through consultation with staff, stakeholder surveys and our field observations, Bureau Veritas will provide barrier removal recommendations
to improve the amenities necessary to comply with the
applicable standards to provide program access.

An assessment of the City’s programs will be performed. The United States Department of Justice defines “programs” as the “programs, services and facilities” of a Title II entity. The current status of the City’s programs as defined by the DOJ will be evaluated through discussions with City staff and a review of documentation. The goal mandated by Title II of the ADA is to ensure that individuals with disabilities are not excluded from services, programs, and activities because buildings are inaccessible or other assistance is not available.

Steps needed to make programs accessible to disabled
individuals will be detailed, such as, providing sign language interpreters to enable an individual with a disability to obtain the service, or providing benefits at an alternative accessible location in order to ensure that individuals with disabilities receive the benefits or services.

Bureau Veritas will meet with the designated representatives of the City to gather information from the various departments regarding the access opportunities or problems which have arisen in the past. Bureau Veritas will evaluate the issues and experiences with respect to the provision of services to people with disabilities.

A program survey will address issues with respect to the delivery of accessible programs and services. A policy and program review provides a greater scope of information
about structural changes required for barrier removal.

The list of public programs and methods of communication with the public has not been provided to Bureau Veritas as part of the City’s request for a proposal. As such, Bureau Veritas has limited the review of said programs and
communications to sixty (60) man hours. Bureau Veritas will work with the City to prioritize the review to those programs with the highest impact to the community.

It is possible that the program assessment will determine that providing full access to a given program, service or activity is simply not possible. In such a case, Bureau Veritas will work with the City to determine if providing full access to the program would be an “undue financial and
VI. PROJECT WORK PLAN AND SCHEDULE
236
21 administrative burden.” Determinations regarding a finding of an “undue financial and administrative burden” require specific documentation as set forth in the Title II regulations.

Public Outreach
Community engagement is an essential part of creating a successful Transition Plan and Policy Procedure Guideline.

BV with work with the city to seek input from Staff, the general public, and the accessible community. This input is critical for understanding how facilities are actually being used and how to increase usability. Early engagement
increases community awareness, engagement after the
draft Transition Plan increases buy-in from the community, especially those advocating for accessibility.

The community engagement results and the City’s ADA
Compliance Team’s advice will be incorporated into the
Transition Plan. The Transition Plan can establish phases of barrier removal, without a calendar timeframe. To the extent that a facility, program, service, or activity is not going to be fully accessible to and usable by people with disabilities in the immediate future, we will work with the ADA Compliance Team to determine the best interim procedure or policy
in order to enhance accessibility to the maximum extent possible.

Bureau Veritas has experience with public outreach,
including public input to the transition plan. Public outreach must be conducted prior to development of the Transition Plan, in order to determine user priorities and program opinion. Bureau Veritas will arrange for and conduct a
public outreach meeting for the community at large. Bureau Veritas will reach out to local disability rights and service organizations for their valuable community input.

Bureau Veritas’s goal is to assist the City in providing the most economically viable improvements for its users. The results of the initial public outreach and the advice of the City’s ADA Compliance Team will be incorporated into the Transition Plan. Bureau Veritas will provide barrier removal recommendations to improve the amenities necessary to
comply with the applicable standards to provide program access.

The ADA requires that a public entity solicit and allow for the participation of interested persons in the development of a Transition Plan. The public outreach effort for the Draft Transition Plan will include advertisements in local newspapers in the weeks leading up to a public meeting
for presentation of the draft Transition Plan. It will be the responsibility of the City to post notice of the public meeting on the City website.

Examples of survey results from public sessions are included at the bottom of the page.

OPTION: Review of Website Accessibility
The ADA applies to Title III public accommodations’
websites, regardless of whether there is a specific regulation or technical standard in the ADA standards.

In a 2018 letter to Congress regarding business owned
websites, the Department of Justice (DOJ) noted, as it has in the past with other elements, spaces, or technologies for which there are no technical accessibility specifications, that the absence of a technical standard does not “serve as a basis for noncompliance” with the ADA’s general obligation to ensure equal access to goods and services. Rather, it means that public accommodations have “flexibility” in how to facilitate that access.

FEATURE
% OF

RESPONDENTS
WHO RATED
FEATURE NO. 1
% OF

RESPONDENTS
WHO RATED
FEATURE NO. 2
% OF

RESPONDENTS
WHO RATED
FEATURE NO. 3
% OF

RESPONDENTS
WHO RATED
FEATURE NO. 4
% OF

RESPONDENTS
WHO RATED
FEATURE NO. 5
Public Restrooms 60% 0% 40% 0% 0%
Accessible Seating 20% 30% 20% 20% 0%
Accessible Routes 20% 30% 10% 20% 20%
Entrances / Doorways 0% 10% 20% 40% 30%
Parking Accommodations 0% 10% 10% 40% 40%
Note: Highest percentages are highlighted.  Percentages are rounded numbers.

PUBLIC SURVEY RESULTS FOR CITY BUILDINGS
237
22 Existing website standards and guidelines can help web developers create and maintain accessible websites. DOJ has often referred to the Web Content Accessibility Guidelines (WCAG 2.0), developed by the Web Accessibility Initiative (WAI), as a way of measuring the accessibility of websites.

Bureau Veritas will analyze and evaluate the client’s website for accessible content, including use of the WAVE web
accessibility evaluation tool or similar technology. Applying the current WCAG version (currently 2.1), Bureau Veritas will determine barriers to accessibility within the client’s website and present appropriate barrier removal.

This review is limited to up to 7 templated pages and forms that are representative to your website and those general edits will need to be remedied throughout the entire site.

Facility Assessments
An experience accessibility field observer will visit each property to observe the general condition of the site, facility interior, facility exterior improvements, and review available documents in order to familiarize themselves with each
site’s specific accessibility issues. Bureau Veritas will conduct a walk-through visit of each facility in order to observe and identify physical accessibility deficiencies and formulate recommendations to eliminate the physical barriers.

As a part of the assessment process, Bureau Veritas will meet with a City representative in order to gain a clear understanding of the overall features and programs,
property condition, and completion dates of additions and/ or renovations, either on-site as part of the individual site assessment or at client offices reviewing the entire client inventory. Areas to be observed include all interior and exterior features of the property, including parking lots, amenities, sidewalk/pathways, recreational assets, exterior access ramps, all interior areas accessible to the public, and employee areas.

The field observer will develop recommendations
based on the walk-through visit and interviews with City representatives and Bureau Veritas’s vast experience
gained on similar properties previously evaluated. The field observer may also question others who are knowledgeable of the property’s physical condition and operation, or of similar systems to gain comparative information to use in evaluation of the property.

The field observer will review documents and information provided by City that could aid Bureau Veritas’s knowledge of the subject property’s physical improvements, extent and type of use, and/or assist in identifying material discrepancies between reported information and observed conditions.

During the walk-through, the observer will utilize a field checklist based on the 2010 ADA Standards for Accessible Design, which are the current ADA accessibility guidelines (ADAAG), as well as any more stringent accessibility standards defined by the State of California and local accessibility codes.

The field observer will utilize a digital level, measuring tape, door pressure gauge, light and sound meters, and
digital camera or an iPad with equivalent capability to evaluate existing elements to determine if barriers are present. The observer will identify and prioritize any existing improvements not in accordance with ADA, state, and local accessibility requirements, in the order of preference advised by the Department of Justice in Title II requirements, or as modified through agreement with the City and by public
survey results, such as:
• Physical access to the property
• Access to interior public areas
• Access to common areas, including recreation facilities and other observable space
• Access to restrooms; and
• Removal of remaining barriers
The Bureau Veritas team will assess exterior areas and
interior common areas that are defined as areas of public accommodation, as well as the employee areas defined by the City. Bureau Veritas will identify existing non-compliant conditions, including but not limited to, the elements
specified below (if applicable):
• Space allowance/ranges
• Accessible routes, vestibules, corridors
• Protruding object
• Ground/floor surfaces
• Loading zones
• Curb ramps
• Ramps
• Stairs
• Elevators
• Platform lifts
• Windows
• Doors
• Hardware
• Work surfaces
• Entrances and exits
• Drinking fountains and water coolers
• Water closets
• Toilet stalls
• Urinals
238
23 • Lavatories and mirrors
• Bathtubs
• Shower stalls
• Toilet rooms
• Bathrooms
• Dressing/fitting rooms
• Sinks
• Storage
• Handrails, grab bars, and tub/shower seats
• Controls and operating mechanisms
• Alarms (visual, audible)
• Detectable warnings
• Signage (Braille, visual)
• Telephones
• Switches and outlets
• Seating and tables
• Assembly areas
• Parking
• Sidewalks and walkways
• Playgrounds and play areas
• Pools/aquatic facilities
• Recreational assets
If proposed solutions to the identified barriers to accessibility would place an undue administrative or financial burden on the City, Bureau Veritas will discuss these solutions in advance with City staff. Bureau Veritas will provide an order of magnitude (pre-planning level) estimate for all items of work necessary to bring each facility into compliance. All estimates will be based upon current year costs without escalation. Escalation factors can be included if preferred by the City.

PRIORITY RANKING AND CLASSIFICATION
The analysis will include all barriers to be ranked by Priority Classes. The five classes below are DOJ recommended but can be altered to meet your specifications and needs:

Priority 1: Accessible Approach and Entrances – An
entity providing accommodation to the public is
required to take measures to provide access to a place
of public accommodation from public sidewalks,
parking, or public transportation. These measures
include, for example, installing an entrance ramp,
correcting tripping hazards or lessening the slope of a curb ramp. At least one route of travel to each amenity or feature should be safe and accessible for everyone,
including people with disabilities.

Priority 2: Elements along the Accessible Route –
Barriers which occur along the path of travel shall be
removed, where such a barrier is easily accomplishable.

Examples include moving items within reach range,
widening doors, installing accessible door hardware,
and removing high-pile carpeting.

Priority 3: Restroom Facilities – Barrier removal may
include widening of toilet stalls, installation of grab bars. replacement of sinks and drinking fountains.

Priority 4: Access to All Other Features and Amenities – Measures are required to provide access to other areas.

This priority is for items not required for basic access in the other three higher priorities.

Priority 5: Employee-Only Areas – Employee-only
areas are designated as the lowest priority, as a method of placing public spaces as a higher priority for barrier removals.

Public Rights-of-Way Evaluation
Prior to initiating the public right-of-way portions of the contract, Bureau Veritas (BV) will confirm the list of sidewalks, streets and curb cuts that will be analyzed.

BV will systematically survey the sidewalk and street
crossing surface environment for compliance with state, local, and Federal accessibility standards. BV will document changes in level, horizontal openings, upheavals, and other pathway events that may pose a barrier or potential hazard in the sidewalk and street crossing environment. Any major impediments and obstructions will be recorded.

BV will measure the grade and cross slope of each element of the curb ramp. The barriers of each curb ramp or the lack of a curb ramp will be documented. BV will capture deficiency data for transit stops, signalized intersections, and un- signalized intersections, including access to pedestrian pushbuttons and the condition and presence of crosswalk markings.

The PROW survey will begin in those priority areas that received the highest rank and will then extend to the other areas which are part of the rights-of-way list. This evaluation will identify and record any gaps in connectivity, potential safety hazards, obstructions, missing curb ramps, and
general noncompliance with accessibility regulations,
including the following:
• Assessment of the Pedestrian Right of Way (Sidewalks) • Assessment of Curb Ramps
• Assessment of Pedestrian Crossings, Signalized
Intersections, Un-signalized Intersections
239
24 Public Rights of Way Assessment Process (PROWAP)
Technology
The BV team will utilize a proprietary PROWAP engineered by PathVu to efficiently and accurately assess the
conditions that exist in the sidewalk environment within the City’s jurisdiction. An assessment coordinator utilizes pathMet, a pushcart system, along each sidewalk corridor, which systematically evaluates the sidewalk surface
and environment for compliance with state and federal
accessibility standards. The system automates the process of discovering and documenting changes in level, horizontal openings, upheavals, or other pathway events that may pose a barrier or potential hazard in the sidewalk environment.

The PROWAP system provides spatial information about
the features discovered, including GPS data, a digital
image, and the distance along the stroll path. BV is able to provide an objective high-resolution data that inventories and characterizes sidewalk conditions. The collection
device is engineered to meet ASTM standard E3028 with
the output providing a route accessibility index allowing for prioritization based upon the customer’s needs.

Data collection for curb ramps is also effectively streamlined by use of the curbMet tool. The curb ramp data collection tool is used to measure the grade and cross slope of each element of the curb ramp. Once the dimension measurement portion of the curb ramp assessment is finished, the entire assessment is complete, the data output is analyzed and indexed based on the customer’s needs.

PROW Deliverable
The sidewalk data collected is integrated, along with various 3rd party data, into the pathVu data analytics platform and is processed to provide a characterization of a span of the sidewalk. Condition, grade, and curb ramp information
are all combined to provide a comprehensive view of a
walkability network and enables engineering firms and
municipalities can use to prioritize and spec the sidewalk repairs and upgrades. Reports from both data collection tools are combined and presented to the customer in GIS and Shapefiles.

The sidewalk and street crossing reports will include the following:
• Conversion of field data into the agreed upon format for import and use by the City.
• Spreadsheet data in Microsoft Excel format that contains a worksheet with the collected data for each feature type assessed, as well as a worksheet that contains the best path of travel data.
• Relatable tables (including GPS coordinates) in a file that contain the results of the assessment.

Transition Plan
The field assessment data and costs, programs assessment, and the public rights-of-way data and costs will be brought together in one document to form the Transition Plan. Once the assessments of the programs, buildings, facilities, and parks are complete, data will be analyzed and prioritized.

The Transition Plan document will include all identified barriers to accessibility, associated costs for barrier removal, and tentative solutions.

Solutions will be discussed with City staff and presented to stakeholders, as needed. Once all facility assessments have been completed, a Draft Transition Plan will be prepared. The Transition Plan will provide a framework for full compliance with the accessibility regulations.

The Transition Plan process comprises the following
components:
• Identification of physical and programmatic barriers in facilities under the City’s jurisdiction.
• Determination of the barrier removal remedy and an
order of magnitude estimate of the cost of the barrier
removal required to eliminate the physical barrier or
discriminatory practice.
240
25 • Assignment of priority level to the barrier removal. • Formulation of the Transition Plan within the parameters of projected fiscal year budget constraints.

Within the Transition Plan, Bureau Veritas notes work that shall remove physical and programmatic barriers in existing facilities, and communication barriers structural in nature, where such removal is able to be carried out without much difficulty or expense. This document will outline in detail the steps required for the City to achieve accessibility compliance. Where the Transition Plan identifies work which will take longer than one year to complete, a multi-year schedule with priorities will be provided.

Results of the initial public outreach and the advice of the City’s ADA Compliance Team will be incorporated into the Transition Plan. The Transition Plan can establish phases of barrier removal, without a calendar timeframe. To the extent that a facility, program, service, or activity is not going to be fully accessible to and usable by people with disabilities in the immediate future, we will work with the ADA Compliance Team to determine the best interim procedure or policy
in order to enhance accessibility to the maximum extent possible.

Bureau Veritas will meet with the ADA Compliance Team
to present a Draft Transition Plan and gain its input
and commentary on the Draft Transition Plan prior to
presentation to the community.

The ADA requires that a public entity solicit and allow for the participation of interested persons in the development of a Transition Plan. The public outreach effort for the Draft Transition Plan will include advertisements in local newspapers in the weeks leading up to a public meeting
for presentation of the draft Transition Plan. It will be the responsibility of the City to post notice of the public meeting on the City website. Following the public meeting, Bureau Veritas will meet with the ADA Compliance Team to review all applicable commentary and to make choices regarding the draft final plan to be presented to the City. Regular maintenance or rehabilitation projects and that accessibility projects are blended into other scheduled work, when
possible.

Following the review and inclusion of public comments
in the Transition Plan, Bureau Veritas will submit the Final Transition Plan in printed and electronic copies to the designated parties and stakeholders. The Final Transition Plan will include an executive summary, and a description of how the entire self-evaluation and transition planning process was conducted. Bureau Veritas will present the Final Transition Plan to the City at a scheduled meeting. Along with the Transition Plan and a summary, Bureau Veritas will prepare a PowerPoint presentation that will explain how the Transition Plan was formed, the choices which were made with respect to accessibility solutions, the manner in which budget decisions were made, and the benefits that the
implementation of the Transition Plan will bring to the City.

Facilities Diagrams
We will produce as-needed diagrams for the ADA Transition plan of the various building interiors and exteriors that will note the location of architectural barriers. In most cases this will consist of an overlay over existing floorplans, blueprints, and CAD drawings. Our drawings will not be original as- built quality, but basic diagrams to delineate the location of barriers.
241
26 Deliverables
The deliverables are:
• Facility ADA Assessments- individual facility reports • Public Rights-of-way Assessments- individual rights-of- way reports
• Program Access and Policy Review
• Public Outreach Meetings (2) and Public Survey
• Transition Plan
The facility assessment and program assessment reports are provided in electronic format and are typically represented in three formats:
• Word® document converted to an Adobe PDF, with
photographic images of barriers and GPS positioning of
exterior barriers.
• Excel® spreadsheet with code references, existing
conditions, barrier resolution, and cost data.
• Cloud-based database ADA AssetCALC™.

Bureau Veritas will provide an ADA report for each facility assessment with a description of each barrier observed
and recorded, and will define the location, recorded
measurements, barrier description, applicable ADAAG/
state/local code reference, viable corrective action, priority, and order of magnitude (pre-planning level) cost estimate of repair. Color photographs of each barrier are included with the barrier record. Barriers will be identified and presented by individual facility.

Each report will include an executive summary, including a summary cost table identifying the estimated cost to correct each facility. The Public Rights-of-Way (PROW) reports will be provided with all of the collected and derived data in a spreadsheet format compatible with Microsoft Excel and
as a file geodatabase that is compatible with GIS products.

The PROW data is separated into two primary data sets; the Segment Data that contains surface information, and the Feature Data.

Line data and point data can be spatially displayed via the GPS information recorded for the stations and features they contain. Segment Summary data is a table of information about each segment that is derived from the collected data.

Feature data is separated into three different tables. The first is the spatial feature summary that contains the spatial location and type information for each feature collected.

The second feature is a table created for each individual feature type collected contain the specific attribute data for that feature type. The third table is the compliance table that derives the compliance of each feature based on a series of queries comparing the collected data and the minimum
requirements of the Draft Guidelines for Pedestrian Facilities in the Public Right-of-Way (PROWAG). Both the feature
data and compliance data can be joined or related to the spatial feature summary table via a unique ID that the PROW software generates.

Bureau Veritas will use our web-based database, ADA
AssetCALC™ for the facility assessments, and for components of the Transition Plan. ADA AssetCALC™ will provide the City with the ability to generate cost tables for all facilities, or for each individual facility. Similar types of barriers can be queried within the ADA AssetCALC™ database across all
facilities, with the resulting ability to improve purchasing and contracting power. Barriers can be ranked by priority for removal. Photos will be uploaded to ADA AssetCALC™ to be viewed as a photo log or individually, when reviewing a specific barrier. Bureau Veritas will provide a Transition Plan, which will include the program access report, presented in a Word document converted to an Adobe PDF, with the data
exportable to an Excel format. Bureau Veritas will provide an electronic draft of the reports for review, including text, tables, digital photos, field notes, and supporting documentation.

Final reports will be provided after all City comments have been addressed.
242
27 Data Management Solution - ADA
AssetCALC™ Software
Bureau Veritas is providing access, at no additional charge, to ADA AssetCALC™ for a period of one year. This platform streamlines the Capital Planning and ADA Transition Planning process by compiling funding requirements for barriers and creating budget models based on project priority, life cycle maintenance, and repair requirements.

The City is not required to utilize this software as we will provide hardcopy reports and we can export the data to
Excel and Word formats. We have included ADA AssetCALC™ licenses for one (1) year with unlimited users. If the City wishes to use the software after the initial year, the annual license fee will be $3,500.

ADA AssetCALC™ is a web-based SQL database platform
that enables users to query, edit, and analyze their facility accessibility and condition data to plan immediate and
short-term barrier repairs, and budget capital expenditures throughout the lifecycle of a single building or an entire portfolio. The system unites Bureau Veritas’ experienced field data collection methods with advanced planning and reporting tools, construction cost library, location mapping features, digital photo management, and document storage.

ADA AssetCALC™ will provide the City with the ability to list, prioritize, query, and track deficiencies recorded through the Self-Assessment Process. It is easy to use, and populated with accessibility requirements pertinent to the City. Bureau Veritas recognizes that budgets change and the Transition Plan must be able to account for unplanned occurrences.

ADA AssetCALC™ provides a process to complete work on
those barriers that have been corrected over time. Reports can be queried instantaneously to reflect the barriers
corrected. ADA AssetCALC™ provides the ability to track progress over time.

Prior to populating the database, Bureau Veritas will work with the City to establish required attributes and data points associated with each asset. This will include a discussion of the relative priority of the asset requiring barrier removal.

This will include all City physical assets and will be grouped in a hierarchy based on site location, asset group, and function.

Bureau Veritas will utilize ADA AssetCALC™ to track physical accessibility needs associated with the Implementation/ Transition Plan. The database contains a capital planning and transition planning module in which accessibility
construction projects may be established, including barrier removal priorities. It will provide the City with a consolidated database of capital projects related to barrier removal.

Capabilities of ADA AssetCALC™ include, but are not limited to:
• Microsoft.net web-enabled software
• Customizable fields, groupings, and reporting
• Reports, charts and graphs to forecast capital needs for individual buildings and construction projects
• Progress reports and tracking of the corrective measure progress
• Capital budget planning tools to assign and track
progress over fiscal years
• Corrective action work completed/progress complete
• Access to the observed site conditions of barriers with photographs and GPS positions of exterior barriers
• Updateable cost library makes budgets more accurate
over time
• Customizable priority framework and search tools to help decision makers
• Export tools to take data to other applications, including Microsoft Excel
• Repository for storing and searching documents related to buildings and component
• ADA compliance library to plan and track accessibility improvements
• Administrative tools for managing user access
ADA AssetCALC™‘ reporting can include GPS coordinates for locations of each exterior barrier on a satellite map. Bureau Veritas, in conjunction with Google Earth imaging, provides the most recent satellite mapping. Each exterior barrier is indicated by its own GPS marker.

Screenshots and a live demonstration are available upon request.
243
28 Observation Input / Barrier Detail Screen
244
29 Interactive GPS map with numbered icons
Work Completed/Verified Report
245
30 Barri-
er ID Type
Barrier
Prior-
ity
Detail GPS Lat/
Long
Location
Desc Ref. # Quantity Cost Unit Total
59893
Building
Entrance-
Doors
1 The
maneuvering
clearance at
the entry door
is not
compliant

34.603538
-118.153558
Main
building
entrance
CBC
Chap
11B-
404.2
1 1750 EA 1,750
59867
Bathrooms/
Bathing
Rooms/
Shower
Rooms-
Sinage
3 The women's
restroom does
not have
compliant
signage at the
door

Women's
public
restroom
CBC
216.2,
703.1,
703.2,
703.5
1 110 EA $ 110
ADA AssetCALC Summary Cost Table
The ADA AssetCALC™ cost estimating database is based on both Whitestone Research and RS Means data, and further customized with proprietary cost tables developed by
Bureau Veritas, based on historical and localized actual costs.

Bureau Veritas maintains and updates the cost estimating system with information received from the field. Through ADA project management and construction monitoring
work, Bureau Veritas has current cost data from hundreds of in-progress construction and rehabilitation projects. This data allows Bureau Veritas to calculate costs based on local conditions to maintain a cost database that is typically more current than Whitestone Research and RS Means’ models.

Typically, barrier removal planning level cost estimates are based upon the removal of the specific element, for example, a parking stall or curb ramp. In some site-specific instances, barrier removal may affect an area beyond the specific
location of the barrier. Grading plans based on field surveys using land surveyor instrumentation, or architectural plans requiring wall relocation could result in significantly different material quantities and subsequent higher project costs.

The database contains standardized order of magnitude
cost estimates for barrier removal for use in prioritizing the work in the Transition Plan. At the implementation stage, it is anticipated a detailed specification will be prepared and bids will be generated to establish planning level costs.

ADA AssetCALC™ cost estimates are pre-planning level,
order of magnitude barrier removal cost estimates. Cost tables, similar to the ones detailed in the table below, will be provided for each facility/site.
246
31 Bureau Veritas has the required resources to perform the project in a timely manner. The proposed schedule below is open to discussion between the City of Eastvale and Bureau Veritas.

Proposed Schedule
ID Task Name Start
1 Finalize Contract and Notice to Proceed Mon 5/22/23
2 Program Planning / Scheduling Mon 5/22/23
3 Kickoff Meeting with Eastvale Staff Mon 5/29/23
4 Progress Meetings / Updates Mon 9/19/22
12 Self Evaluation Assessments - PROW / Facilities Tue 5/30/23 13 Team 1 - Facilities Assessments Tue 5/30/23
14 Team 1 - PROW Surveys Tue 5/30/23
15 Team 2 - PROW Surveys Tue 6/6/23
16 Team 3 - PROW Surveys Tue 6/13/23
17 Self Evaluation Reports - Facilities / PROW Mon 6/5/23 18 Draft Reports and Costs to Eastvale Staff (Rolling Delivery) Tue 8/8/23 19 Prioritization and Costing, GIS Tue 8/8/23
20 City Staff Review of Facility Data and Costs Mon 6/5/23 21 City Staff Review of PROW Data and Costs Tue 7/25/23 22 Programs / Policy Review - Stakeholder Outreach Tue 6/6/23 23 Surveys to Departments Tue 6/6/23
24 Policy / Program Review / Web Review Thu 6/15/23
25 Review Staff Surveys Thu 6/29/23
26 Staff Webinar on ADA Program Findings Mon 7/3/23
27 Prepare Report on Program / Policy Review Tue 7/4/23 28 Eastvale Staff Review of Programs Report Wed 7/12/23 29 Transition Plans (Facilities & PROW) Mon 8/28/23
30 Priority Development Meeting Mon 8/28/23
31 First Draft - Transition Plan Submission Tue 8/29/23 32 Eastvale Staff Review of First Draft - Transition Plan Thu 9/7/23 33 Public Outreach - Draft Transition Plan Wed 9/13/23
34 Second Draft - Final Transition Plan Submission Thu 9/14/23 35 Eastvale Staff Review of Second Draft - Transition Plan Thu 9/21/23 36 Final Transition Plan Revisions Thu 9/28/23
37 Final Transition Plan Presentation to Eastvale Wed 10/11/23 38 ADA AssetCALC Software Training Wed 10/11/23
39 Public Outreach - Final Transition Plan Review (TBD) Wed 10/18/23 5/22
5/29
7/3
8/28
9/13
10/11
10/11
10/18
5/14 5/21 5/28 6/4 6/11 6/18 6/25 7/2 7/9 7/16 7/23 7/30 8/6 8/13 8/20 8/27 9/3 9/10 9/17 9/24 10/1 10/8 10/15 10/22 10/29 1 June July August September October Nove
Task
Split
Milestone
Summary
Project Summary
External Tasks
External MileTask
Inactive Task
Inactive Milestone
Inactive Summary
Manual Task
Duration-only
Manual Summary Rollup
Manual Summary
Start-only
Finish-only
Progress
Split

Project: City of Eastvale
Date: Wed 7/12/23
247

July 13, 2023
RFP Name
BUREAU VERITAS | ERIK PILLER
220 TECHNOLOGY DRIVE | IRVINE, CA 92618
P 800.733.0660 | [email protected]

CITY OF EASTVALE

COST PROPOSAL

ADA SELF-EVALUATION AND TRANSITION PLAN
ATTN: JIMMY CHUNG, CITY ENGINEER
248

COST PROPOSAL
The following fees include all costs associated with travel, lodging, car rental, food, tools, equipment, and all other miscellaneous expenses applicable to the work related to the City's project.

Bureau Veritas Fee Breakdown
PROGRAM MANAGEMENT $7,180.00

ADA TITLE II SURVEY & INDIVIDUAL REPORTS

FACILITY SURVEYS

FACILITY REPORTS
$13,116.00
$6,946.00
$6,170.00
TRANSITION PLAN $12,510.00
PUBLIC RIGHTS-OF-WAY SURVEY / REPORTING $238,877.80
PROGRAM AND POLICY REVIEW $9,560.00
PUBLIC OUTREACH MEETINGS (2) $3,840.00
CAD DIAGRAMS $4,800.00
OPTION: WEBSITE REVIEW $8,900.00
TOTAL $298,783.80

HOURLY BREAKDOWN
Team Role Estimated Hours Rate ($)
Program Manager 122 $140.00
Project Manager I 45 $120.00
Project Manager II (RA/CASp) 101 $130.00
PROW Assessor 984 $120.00
Technical Report Reviewer 82 $115.00
Quality Control Manager 72 $135.00
Administrative 31 $80.00
Software / Database $2,000.00
PathVu Shipping / Storage $1,500.00
Expenses $30,233.50
BV will submit a monthly invoice inclusive of all services performed during that period. The per site fee will be established per the schedule of values provided at the program kick-off, and invoiced at the billing milestones stated below. Invoices will be payable within 30 days of receipt:

Completion of onsite assessments: 50% of per site fee Delivery of Draft Reports: 45% of per site fee Delivery of Final Reports: 5% of per site fee Upon receipt of each monthly invoice, the amount due per billing milestone is fully collectible. Please forward payments to: Accounting Department, Bureau Veritas Technical Assessments LLC, PO Box 74007289, Chicago, IL 60674-7289 or contact [email protected] to pay via credit card or to receive wiring instructions. Please ensure that BV Proposal #162010.23P or invoice number is clearly identified on all payments and correspondence for proper credit.

Please submit all draft comments to BV within 60 days of draft delivery. Unless otherwise communicated, BV will consider all drafts approved for finalization after 60 days, and the remaining balance due will be invoiced. 249
RESOLUTION NO. 23-XX

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF EASTVALE, CALIFORNIA, AMENDING ITS FISCAL YEAR 2023-24 CAPITAL IMPROVEMENT BUDGET FOR THE

CITYWIDE AMERICANS WITH DISABILITIES ACT TRANSITION PLAN PROJECT WHEREAS the budget for fiscal year 2023-24 of the City of Eastvale has been adopted by this Council in its original form, and said budget will need to be amended at times to fulfill the goals of the City; and
WHEREAS, the City departments may not exceed their appropriations by character of expense, with character of expense being defined as personnel services, services and supplies, capital outlay, debt service and transfers, without the consent of the City Manager; and WHEREAS, the City Manager may transfer appropriations between accounts, departments, programs, and funds, as long as those appropriations do not exceed the grand total budget approved by Council.

NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF EASTVALE DOES HEREBY FIND, DETERMINE, AND RESOLVE AS FOLLOWS:

SECTION 1. AUTHORIZE AN APPROPRIATION IN THE MEASURE A FUND, STREETS EXPENDITURE ACCOUNT NO. 210-510-6660-91007-0000 IN THE AMOUNT OF $282,472.00 FOR THE CITYWIDE AMERICANS WITH DISABILITIES ACT TRANSITION PLAN PROJECT.

PASSED, APPROVED AND ADOPTED this 13th day of December 2023. __________________________________________
Mayor
APPROVED AS TO FORM: ATTEST:
__________________________________________ __________________________________________ Erica Vega Marc A. Donohue, MMC
City Attorney City Clerk/Communications Director
250

STATE OF CALIFORNIA)
COUNTY OF RIVERSIDE) §

CITY OF EASTVALE )

I, Marc A. Donohue, City Clerk/Communications Director of the City of Eastvale, California, do hereby certify that the foregoing City Council Resolution No. 23-XX, was duly adopted by the City Council of the City of Eastvale, California, at a meeting held on the 13 th day of December 2023, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:
____________________________________
Marc A. Donohue, MMC
City Clerk/Communications Director
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AGENDA STAFF REPORT

City Council Meeting

CONSENT CALENDAR

Agenda Item No. 12.8
December 13, 2023
Award of Contract for Professional Services Agreement for Community Services Event (Miracle at Riverview)
Prepared By:

Enswins Cordero, Community Services Manager
Recommended Action(s)
Staff recommends that the City Council approve the Professional Services Agreement in the amount of $58,275.00 with Bringing Home Christmas for professional snow, ligh'ng, and decora'on services; and authorize the City Manager to execute the Agreement.

Summary
The Community Services Division is responsible for the planning and implementa'on of all City community events. The City needs professional and technical services to advance the goals and policies of the City Council that are outlined in the City’s Strategic Plan. The plans for the Miracle at Riverview Holiday event (2-day event) includes offering mul'ple snow play and snow slide areas, snow cannons, and holiday ligh'ng, props, and decora'ons. Staff is recommending that the City Council approve the professional services agreement with Bringing Home Christmas in the amount of $58,275. for professional snow, lighting, and decoration services.

Because the total amount of purchase orders exceeds $50,000, City staff is reques'ng approval from City Council for aforementioned services, which is budgeted for in FY 23-24.

Background
The Miracle at Riverview Holiday Event (formerly Miracle at Citrus) is an annual two-day community event hos'ng thousands of guests, over 30 food-retail-info vendors, and which provides unique seasonal event ameni'es for families to enjoy. This purchase order is for the execu'on of services to 12363 Limonite Avenue | Suite 910 | Eastvale, CA 91752
951.361.0900 |
eastvaleca.gov
252
provide mul'ple snow play/slide areas, snow cannons and decora'ons for Miracle at Riverview event operations.

Environmental
Approval of the agreements is not a project subject to review under the California Environmental Quality Act.

Strategic Plan Action - Priority Level: 3
| Target #: D
| Goal #: A
Collaborate to provide cultural, diverse events and celebrations (including cuisine).

Fiscal Impact
This agreement is budgeted in the fiscal year 2023-24 Community Services account (100-720-6415).

Prior City Council/Commission Action
On June 14, 2023, City Council approved and adopted a budget resolu'on amending the 2023-24 Fiscal Budget by $644,785 for the con'nued development and implementa'on of community events and celebrations.

Attachment(s)
Attachment 1 - PSA - Bringing Home Christmas

Attachment 2 - Exhibit A/B to PSA

12363 Limonite Avenue | Suite 910 | Eastvale, CA 91752
951.361.0900 |
eastvaleca.gov
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AGREEMENT FOR SERVICES

BETWEEN

THE CITY OF EASTVALE, CALIFORNIA
AND

BRINGING HOME CHRISTMAS

This Agreement for Services (“Agreement”) is entered into as of this day of , 20 by and between the City of Eastvale, a municipal corporation (“City”) and Bringing Home Christmas (“Con tractor”). City and Contractor are sometimes hereinafter individually referred to as “Party” and hereinafter collectively referred to as the “Parties.”

RECITALS
A. City has sought , by obtaining informal quotes and direct negotiations the performance of the services defined and described particularly in Section 2 of this Agreement.

B. Contractor, following submission of a proposal for the performance of the services defined and described particularly in Section 2 of this Agreement, was selected by the City to perform those services.

C. The Parties desire to formalize the selection of Contractor for performance of those services defined and described particularly in Section 2 of this Agreement and desire that the terms of that performance be as particularly defined and described herein.

OPERATIVE PROVISIONS

NOW, THEREFORE, in consideration of the mutual promises and covenants made by the Parties and contained here and other consideration, the value and adequacy of which are hereby acknowledged, the Parties agree as follows:

SECTION 1. TERM OF AGREEMENT.

Subject to the provisions of Section 20 "Termination of Agreement" of this Agreement, the Term of this Agreement is for one year commencing on the date first ascribed above.

SECTION 2. SCOPE OF SERVICES & SCHEDULE OF PERFORMANCE.

(a) Scope of Services . Contractor agrees to perform the services set forth in Exhibit “A” “Scope of Services” (hereinafter, the “Services”) and made a part of this Agreement by this reference.

(b) Schedule of Performance. The Services shall be completed pursuant to the schedule specified in Exhibit “A.” Should the Services not be completed pursuant to that schedule, the Contractor shall be deemed to be in Default of this Agreement. The City, in its sole discretion, may choose not to enforce the Default provisions of this Agreement and may instead allow Contractor to continue performing the Services. 254
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SECTION 3. ADDITIONAL SERVICES.

Contractor shall not be compensated for any work rendered in connection with its performance of this Agreement that are in addition to or outside of the Services unless such additional services are authorized in advance and in writing in accordance with Section 26 “Administration and Implementation” or Section 28 “Amendment” of this Agreement. If and when such additional work is authorized, such additional work shall be deemed to be part of the Services.

SECTION 4. COMPENSATION AND METHOD OF PAYMENT.

(a) Subject to any limitations set forth in this Agreement, City agrees to pay Contractor the amounts specified in Exhibit “B” “Compensation” and made a part of this Agreement by this reference. The total compensation, including reimbursement for actual expenses, shall not exceed fifty -eight thousand two hundred and seventy five dollars ($58,275.00), unless additional compensation is approved in writing in accordance with Section 26 “Administration and Implementation” or Section 28 “Amendment” of this Agreement.

(b) Each month Contractor shall furnish to City an original invoice for all work performed and expenses incurred during the preceding month. The invoice shall detail charges by the following categories: labor (by sub-category), travel, materials, equipment, supplies, and subcontractor contracts. Subcontractor charges shall be detailed by the following categories: labor, travel, materials, equipment and supplies. If the compensation set forth in subsection (a) and Exhibit “B” include payment of labor on an hourly basis (as opposed to labor and materials being paid as a lump sum), the labor category in each invoice shall include detailed descriptions of task performed and the amount of time incurred for or allocated to that task. City shall independently review each invoice submitted by the Contractor to determine whether the work performed and expenses incurred are in compliance with the provisions of this Agreement. In the event that no charges or expenses are disputed, the invoice shall be approved and paid according to the terms set forth in subsection (c). In the event any charges or expenses are disputed by City , the original invoice shall be returned by City to Contractor for correction and resubmission.

(c) Except as to any charges for work performed or expenses incurred by Contractor which are disputed by City, City will use its best efforts to cause Contractor to be paid within thirty (30) days of receipt of Contractor’s correct and undisputed invoice.

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

SECTION 5. INSPECTION AND FINAL ACCEPTANCE.

City may inspect and accept or reject any of Contractor’s work under this Agreement, either during performance or when completed. City shall reject or finally accept Contractor’s work within sixty (60) days after submitted to City. City shall reject work by a timely written explanation, otherwise Contractor’s work shall be deemed to 255
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have been accepted. City’s acceptance shall be conclusive as to such work except with respect to latent defects, fraud and such gross mistakes as amount to fraud. Acceptance of any of Contractor’s work by City shall not constitute a waiver of any of the provisions of this Agreement including, but not limited to, Section 16 “Indemnification” and Section 17 “Insurance.”

SECTION 6. OWNERSHIP OF DOCUMENTS.

All original maps, models, designs, drawings, photographs, studies, surveys, reports, data, notes, computer files, files and other documents prepared, developed or discovered by Contractor in the course of providing the Services pursuant to this Agreement shall become the sole property of City and may be used, reused or otherwise disposed of by City without the permission of the Contractor. Upon completion, expiration or termination of this Agreement, Contractor shall turn over to City all such original maps, models, designs, drawings, photographs, studies, surveys, reports, data, notes, computer files, files and other documents.

If and to the extent that City utilizes for any purpose not related to this Agreement any maps, models, designs, drawings, photographs, studies, surveys, reports, data, notes, computer files, files or other documents prepared, developed or discovered by Contractor in the course of providing the Services pursuant to this Agreement, Contractor’s guarantees and warranties in Section 9 “Standard of Performance” of this Agreement shall not extend to such use of the maps, models, designs, drawings, photographs, studies, surveys, reports, data, notes, computer files, files or other documents.

All final work product developed by Contractor in the course of providing the Services pursuant to this Agreement shall become the sole property of City and may be used, reused or otherwise disposed of by City without the permission of the Contractor. Upon completion, expiration or termination of this Agreement, Contractor shall turn over to City all such final work product if paid for by the City. This provision specifically excludes Contractors’ work notes and drafts, which are owned by Contractor, not City.

SECTION 7. CONTRACTOR'S BOOKS AND RECORDS.

(a) Contractor shall maintain any and all documents and records demonstrating or relating to Contractor’s performance of the Services. Contractor shall maintain any and all ledgers, books of account, invoices, vouchers, canceled checks, or other documents or records evidencing or relating to the Services, including expenditures and disbursements charged to City pursuant to this Agreement. Any and all such documents or records shall be maintained in accordance with generally accepted accounting principles and shall be sufficiently complete and detailed so as to permit an accurate evaluation of the services provided by Contractor pursuant to this Agreement. Any and all such documents or records shall be maintained for three (3) years from the date of execution of this Agreement and to the extent required by laws relating to audits of public agencies and their expenditures. In accordance with California Government Code Section 8546.7, if the total compensation in Section 4
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exceeds ten thousand dollars ($10,000.00), this Agreement and the Contractor's books and records related to this Agreement shall be subject to the examination and audit of the State Auditor, at the request of City or as part of any audit of the City, for a period of three (3) years after final payment under the Agreement.

(b) Any and all records or documents required to be maintained pursuant to this section shall be made available for inspection, audit and copying, at any time during regular business hours, upon request by City or its designated representative. Copies of such documents or records shall be provided directly to the City for inspection, audit and copying when it is practical to do so; otherwise, unless an alternative is mutually agreed upon, such documents and records shall be made available at Contractor’ s addres s indicated for receipt of notices in this Agreement.

(c) Where City has reason to believe that any of the documents or records required to be maintained pursuant to this section may be lost or discarded due to dissolution or termination of Contractor’s business, City may, by written request, require that custody of such documents or records be given to the City. Access to such documents and records shall be granted to City, as well as to its successors -in-interest and authorized representatives.

SECTION 8. INDEPENDENT CONTRACTOR.

(a) Contractor is and shall at all times remain a wholly independent contractor and not an officer, employee or agent of City. Contractor shall have no authority to bind City in any manner, nor to incur any obligation, debt or liability of any kind on behalf of or against City, whether by contract or otherwise.

(b) The personnel performing the Services under this Agreement on behalf of Contractor shall at all times be under Contractor’s exclusive direction and control. Neither City, nor any elected or appointed boards, officers, officials, employees or agents of City, shall have control over the conduct of Contractor or any of Contractor’s personnel.

Contractor shall not at any time or in any manner represent that Contractor or any of Contractor’s personnel are in any manner officials, officers, or employees of City.

(c) Neither Contractor, nor any of Contractor’s personnel shall obtain any rights to retirement, health care or any other benefits which may otherwise accrue to City’s employees. Contractor expressly waives any claim Contractor, its officers, employees, agents or subcontractors, may have to any such rights. Contractor’s indemnity obligations in Section 16 “Indemnification” of this Agreement include the obligation to indemnify the City from and against any liability that may arise related to claims that Contract or, its officers, employees, agents or subcontractors, are entitled to retirement, health care or any other benefits that accrue to City employees. This provision shall survive the expiration or earlier termination of this Agreement.

SECTION 9. STANDARD OF PERFORMANCE.

Contractor represents and warrants that it has the qualifications, experience and facilities necessary to properly perform the Services required under this Agreement in a 257
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thorough, competent and professional manner. Contractor shall at all times faithfully, competently and to the best of its ability, experience and talent, perform all Services. In meeting its obligations under this Agreement, Contractor shall employ, at a minimum, generally accepted standards and practices utilized by persons engaged in providing services similar to the Services required of Contractor under this Agreement. In addition to the general standards of performance set forth this section, additional specific standards of performance and performance criteria may be set forth in Exhibit “A” “Scope of Work” that shall also be applicable to Contractor’s work under this Agreement. Where there is a conflict between a general and a specific standard of performance or performance criteria, the specific standard or criteria shall prevail over the general.

SECTION 10. COMPLIANCE WITH APPLICABLE LAWS; PERMITS AND LICENSES.

Contractor shall keep itself informed of and comply with all applicable federal, state and local laws, statutes, codes, ordinances, regulations and rules in effect during the term of this Agreement. Contractor shall obtain any and all licenses, permits and authorizations necessary to perform the Services set forth in this Agreement. Neither City, nor any elected or appointed boards, officers, officials, employees or agents of City, shall be liable, at law or in equity, as a result of any failure of Contractor to comply with this section.

SECTION 11. PREVAILING WAGE LAWS

It is the understanding of City and Contractor that California prevailing wage laws do not apply to this Agreement because the Agreement does not involve any of the following services subject to prevailing wage rates pursuant to the California Labor Code or regulations promulgated thereunder: Construction, alteration, demolition, installation, or repair work performed on public buildings, facilities, streets or sewers done under contract and paid for in whole or in part out of public funds. In this context, “construction" includes work performed during the design and preconstruction phases of construction including, but not limited to, inspection and land surveying work.

SECTION 12. NONDISCRIMINATION.

Contractor shall not discriminate, in any way, against any person on the basis of race, religious creed, color, national origin, ancestry, physical disability, mental disability, medical condition, genetic information, marital status, sex, gender, gender identity, gender expression, age, sexual orientation, or military and veteran status in connection with or related to the performance of this Agreement.

SECTION 13. UNAUTHORIZED ALIENS.

Contractor hereby promises and agrees to comply with all of the provisions of the Federal Immigration and Nationality Act, 8 U.S.C.A. §§ 1101, et seq., as amended, and in connection therewith, shall not employ unauthorized aliens as defined therein. Should Contractor so employ such unauthorized aliens for the performance of the Services, and should the any liability or sanctions be imposed against City for such use 258
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of unauthorized aliens, Contractor hereby agrees to and shall reimburse City for the cost of all such liabilities or sanctions imposed, together with any and all costs, including attorneys' fees, incurred by City.

SECTION 14. CONFLICTS OF INTEREST.

(a) Contractor covenants that neither it, nor any officer or principal of its firm, has or shall acquire any interest, directly or indirectly, which would conflict in any manner with the interests of City or which would in any way hinder Contractor’s performance of the Services. Contractor further covenants that in the performance of this Agreement, no person having any such interest shall be employed by it as an officer, employee, agent or subcontractor without the express written consent of the City Manager. Contractor agrees to at all times avoid conflicts of interest or the appearance of any conflicts of interest with the interests of City in the performance of this Agreement.

(b) City understands and acknowledges that Contractor is, as of the date of execution of this Agreement, independently involved in the performance of non- related services for other governmental agencies and private parties. Contractor is unaware of any stated position of City relative to such projects. Any future position of City on such projects shall not be considered a conflict of interest for purposes of this section.

(c) City understands and acknowledges that Contractor will perform non- related services for other governmental agencies and private Parties following the completion of the Services under this Agreement. Any such future service shall not be considered a conflict of interest for purposes of this section.

SECTION 15. CONFIDENTIAL INFORMATION; RELEASE OF INFORMATION.

(a) All information gained or work product produced by Contractor in performance of this Agreement shall be considered confidential, unless such information is in the public domain or already known to Contractor. Contractor shall not release or disclose any such information or work product to persons or entities other than City without prior written authorization from the City Manager, except as may be required by law.

(b) Contractor, its officers, employees, agents or subcontractors, shall not, without prior written authorization from the City Manager or unless requested by the City Attorney of City, voluntarily provide declarations, letters of support, testimony at depositions, response to interrogatories or other information concerning the work performed under this Agreement. Response to a subpoena or court order shall not be considered "voluntary" provided Contractor gives City notice of such court order or subpoena.

(c) If Contractor, or any officer, employee, agent or subcontractor of Contractor, provides any information or work product in violation of this Agreement, then City shall have the right to reimbursement and indemnity from Contractor for any damages, costs and fees, including attorney's fees, caused by or incurred as a result of Contractor’s conduct.
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Contractor shall promptly notify City should Contractor, its officers, employees, agents or subcontractors, be served with any summons, complaint, subpoena, notice of deposition, request for documents, interrogatories, request for admissions or other discovery request, court order or subpoena from any party regarding this Agreement and the work performed thereunder. City retains the right, but has no obligation, to represent Contractor or be present at any deposition, hearing or similar proceeding. Contract or agrees to cooperate fully with City and to provide City with the opportunity to review any response to discovery requests provided by Contractor. However, this right to review any such response does not imply or mean the right by City to control, direct, or rewrite said response. Contractor shall not be held criminally or civilly liable under any Federal or State trade secret law for the disclosure of a trade secret that is made in confidence to a Federal, State, or local government official or to an attorney solely for the purpose of reporting or investigating a suspected violation of law or for the disclosure of a trade secret that is made in a complaint or other document filed in a lawsuit or other proceeding, if such filing is made under seal.

SECTION 16. INDEMNIFICATION.

(a) Indemnification for Professional Liability. Where the law establishes a professional standard of care for Contractor’s services, to the fullest extent permitted by law, Contractor shall indemnify, protect, defend and hold harmless City and any and all of its officials, employees and agents (“Indemnified Parties”) from and against any and all liability (including liability for claims, suits, actions, arbitration proceedings, administrative proceedings, regulatory proceedings, losses, expenses or costs of any kind, whether actual, alleged or threatened, including attorneys’ fees and costs, court costs, interest, defense costs, and expert witness fees) arise out of, are a consequence of, or are in any way attributable to, in whole or in part, any negligent or wrongful act, error or omission of Contractor, or by any individual or entity for which Contractor is legally liable, including but not limited to officers, agents, employees or subcontractors of Contractor, in the performance of professional services under this Agreement.

(b) Indemnification for Other than Professional Liability. Other than in the performance of professional services and to the full extent permitted by law, Contractor shall indemnify, protect, defend and hold harmless City, and any and all of its employees, officials and agents from and against any liability (including liability for claims, suits, actions, arbitration proceedings, administrative proceedings, regulatory proceedings, losses, expenses or costs of any kind, whether actual, alleged or threatened, inc luding attorneys’ fees and costs, court costs, interest, defense costs, and expert witness fees), where the same arise out of, are a consequence of, or are in any way attributable to, in whole or in part, the performance of this Agreement by Contractor, or by any individual or entity for which Contractor is legally liable, including but not limited to officers, agents, employees or subcontractors of Contractor.

(c) Indemnification from Subcontractors. Contractor agrees to obtain executed indemnity agreements with provisions identical to those set forth in this section from each and every subcontractor or any other person or entity involved by, for, with or on behalf of Contractor in the performance of this Agreement naming the Indemnified Parties as additional indemnitees. In the event Contractor fails to obtain 260
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such indemnity obligations from others as required herein, Contractor agrees to be fully responsible according to the terms of this section. Failure of City to monitor compliance with these requirements imposes no additional obligations on City and will in no way act as a waiver of any rights hereunder. This obligation to indemnify and defend City as set forth herein is binding on the successors, assigns or heirs of Contractor and shall survive the termination of this Agreement or this section.

(d) City’s Negligence . The provisions of this section do not apply to claims occurring as a result of City’s sole negligence. The provisions of this section shall not release City from liability arising from gross negligence or willful acts or omissions of City or any and all of its officials, employees and agents.

SECTION 17. INSURANCE.

Contractor agrees to obtain and maintain in full force and effect during the term of this Agreement the insurance policies set forth in Exhibit “C” “Insurance” and made a part of this Agreement. All insurance policies shall be subject to approval by City as to form and content. These requirements are subject to amendment or waiver if so approved in writing by the City Manager. Contractor agrees to provide City with copies of required policies upon request.

SECTION 18. ASSIGNMENT.

The expertise and experience of Contractor are material considerations for this Agreement. City has an interest in the qualifications and capability of the persons and entities who will fulfill the duties and obligations imposed upon Contractor under this Agreement. In recognition of that interest, Contractor shall not assign or transfer this Agreement or any portion of this Agreement or the performance of any of Contractor’s duties or obligations under this Agreement without the prior written consent of th e City.

Any attempted assignment shall be ineffective, null and void, and shall constitute a material breach of this Agreement entitling City to any and all remedies at law or in equity, including termination of this Agreement pursuant to Section 20 “Termination of Agreement.” City acknowledges, however, that Contractor, in the performance of its duties pursuant to this Agreement, may utilize subcontractors.

SECTION 19. CONTINUITY OF PERSONNEL.

Contractor shall make every reasonable effort to maintain the stability and continuity of Contractor’s staff and subcontractors, if any, assigned to perform the Services. Contractor shall notify City of any changes in Contractor’s staff and subcontractors, if any, assigned to perform the Services prior to and during any such performance.

SECTION 20. TERMINATION OF AGREEMENT.

(a) City may terminate this Agreement, with or without cause, at any time by giving thirty (30) days written notice of termination to Contractor. In the event such notice is given, Contractor shall cease immediately all work in progress. 261
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(b) Contractor may terminate this Agreement for cause at any time upon thirty (30) days written notice of termination to City.

(c) If either Contractor or City fail to perform any material obligation under this Agreement, then, in addition to any other remedies, either Contractor, or City may terminate this Agreement immediately upon written notice.

(d) Upon termination of this Agreement by either Contractor or City, all property belonging exclusively to City which is in Contractor’s possession shall be returned to City.

Contractor shall furnish to City a final invoice for work performed and expenses incurred by Contractor, prepared as set forth in Section 4 “Compensation and Method of Payment” of this Agreement. This final invoice shall be reviewed and paid in the same manner as set forth in Section 4 “Compensation and Method of Payment” of this Agreement.

SECTION 21. DEFAULT.

In the event that Contractor is in default under the terms of this Agreement, the City shall not have any obligation or duty to continue compensating Contractor for any work performed after the date of default. Instead, the City may give notice to Contractor of the default and the reasons for the default. The notice shall include the timeframe in which Contractor may cure the default. This timeframe is presumptively thirty (30) days, but may be extended, though not reduced, if circumstances warrant. During the period of time that Contractor is in default, the City shall hold all invoices and shall, when the default is cured, proceed with payment on the invoices. In the alternative, the City may, in its sole discretion, elect to pay some or all of the outstanding invoices during the period of default. If Contractor does not cure the default, the City may take necessary steps to terminate this Agreement under Section 20 “Termination of Agreement.” Any failure on the part of the City to give notice of the Contractor’s default shall not be deemed to result in a waiver of the City’s legal rights or any rights arising out of any provision of this Agreement.

SECTION 22. EXCUSABLE DELAYS.

Contractor shall not be liable for damages, including liquidated damages, if any, caused by delay in performance or failure to perform due to causes beyond the control of Contractor. Such causes include, but are not limited to, acts of God, acts of the public enemy, acts of federal, state or local governments, acts of City, court orders, fires, floods, epidemics, strikes, embargoes, and unusually severe weather. The term and price of this Agreement shall be equitably adjusted for any delays due to such causes.

SECTION 23. COOPERATION BY CITY.

All public information, data, reports, records, and maps as are existing and available to City as public records, and which are necessary for carrying out the Services shall be furnished to Contractor in every reasonable way to facilitate, without undue delay, the Services to be performed under this Agreement.
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SECTION 24. NOTICES.

All notices required or permitted to be given under this Agreement shall be in writing and shall be personally delivered, or sent by certified mail, postage prepaid and return receipt requested, addressed as follows:

To City: City of Eastvale
Attn: Mark Orme
12363 Limonite Ave., Suite 910
Eastvale, CA 91752

To Contractor: Bringing Home Christmas
Attn: Dan Borgstrom
2173 Clancy Court
Simi Valley, CA 93065

Notice shall be deemed effective on the date personally delivered or, if mailed, three (3) days after deposit of the same in the custody of the United States Postal Service.

SECTION 25. AUTHORITY TO EXECUTE.

Each of the signatories hereto represents and warrants that he or she is competent and authorized to enter into this Agreement on behalf of the Party for whom he or she purports to sign. Each Party hereto agrees to defend, indemnify, and hold harmless the other Parties hereto against all claims, suits, actions, and demands, including necessary expenses of investigation and reasonable attorneys' fees and costs, arising out of claims that its signatory was not competent or so authorized to execute this Agreement.

SECTION 26. ADMINISTRATION AND IMPLEMENTATION.

This Agreement shall be administered and executed by the City Manager or his or her designated representative. The City Manager shall have the authority to issue interpretations and to make amendments to this Agreement, including amendments that commit additional funds, consistent with Section 28 “Amendment” and the City Manager’s contracting authority under the Eastvale Municipal Code.

SECTION 27. BINDING EFFECT.

This Agreement shall be binding upon the heirs, executors, administrators, successors and assigns of the Parties.

SECTION 28. AMENDMENT.

No amendment to or modification of this Agreement shall be valid unless made in writing and approved by the Contractor and by the City. The City Manager shall have 263
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the authority to approve any amendment to this Agreement if the total compensation under this Agreement, as amended, would not exceed the City Manager’s contracting authority under the Eastvale Municipal Code. The Parties agree that the requirement for written modifications cannot be waived and that any attempted waiver shall be void. The City’s City Manager may, but is not required to, make minor amendments not affecting substantive terms without further authorization from the City Council. The City Council hereby authorizes the City Manager to execute any such amendments as required by this Agreement or that do not otherwise reduce City’s rights under this Agreement. All other amendments shall be approved by the City Council.

SECTION 29. WAIVER.

Waiver by any Party to this Agreement of any term, condition, or covenant of this Agreement shall not constitute a waiver of any other term, condition, or covenant. Waiver by any Party of any breach of the provisions of this Agreement shall not constitute a waiver of any other provision nor a waiver of any subsequent breach or violation of any provision of this Agreement. Acceptance by City of any work by Contractor shall not constitute a waiver of any of the provisions of this Agreement.

SECTION 30. LAW TO GOVERN; VENUE.

This Agreement shall be interpreted, construed and governed according to the laws of the State of California. In the event of litigation between the Parties, venue in state trial courts shall lie exclusively in the County of Riverside, California. In the event of litigation in a U.S. District Court, venue shall lie exclusively in the Central District of California, in Riverside.

SECTION 31. ATTORNEYS FEES, COSTS AND EXPENSES.

In the event litigation or other proceeding is required to enforce or interpret any provision of this Agreement, the prevailing Party in such litigation or other proceeding shall be entitled to an award of reasonable attorney's fees, costs and expenses, in addition to any other relief to which it may be entitled.

SECTION 32. ENTIRE AGREEMENT.

This Agreement, including the attached Exhibits "A" through "C", is the entire, complete, final and exclusive expression of the Parties with respect to the matters addressed therein and supersedes all other agreements or understandings, whether oral or written, or entered into between Contractor and City prior to the execution of this Agreement. No statements, representations or other agreements, whether oral or written, made by any Party which are not embodied herein shall be valid and binding.

SECTION 33. SEVERABILITY.

If any term, condition or covenant of this Agreement is declared or determined by any court of competent jurisdiction to be invalid, void or unenforceable, the remaining provisions of this Agreement shall not be affected thereby and the Agreement shall be read and construed without the invalid, void or unenforceable provision(s). 264
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SECTION 34. CONFLICTING TERMS.

Except as otherwise stated herein, if the terms of this Agreement conflict with the terms of any Exhibit hereto, or with the terms of any document incorporated by reference into this Agreement, the terms of this Agreement shall control.

IN WITNESS WHEREOF, the Parties hereto have executed this Agreement on the date and year first-above written.

CITY OF EASTVALE

Mark Orme
City Manager

ATTEST:

Marc Donohue
City Clerk

APPROVED AS TO FORM

Erica Vega
City Attorney

By:

Name:

Its:

NOTE: CONTRACTOR’S SIGNATURES SHALL BE DULY NOTARIZED, AND

APPROPRIATE ATTESTATIONS SHALL BE INCLUDED AS MAY BE
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REQUIRED BY THE BYLAWS, ARTICLES OF INCORPORATION, OR OTHER RULES OR REGULATIONS APPLICABLE TO CONTRACTOR’S BUSINESS ENTITY.

CORPORATIONS AND LLCS MUST SUBMIT DOCUMENTATION SHOWING THAT

THE INDIVIDUAL SIGNING ON ITS BEHALF HAS THE AUTHORITY TO EXECUTE THIS CONTRACT.
266

EXHIBIT "A"

SCOPE OF SERVICES

See Attachment “B”
267

EXHIBIT "B"

COMPENSATION

See Attachment “B”
268
B-1

269
C-1
EXHIBIT "C"

INSURANCE

A. Insurance Requirements. Contractor shall provide and maintain insurance, acceptable to the City, in full force and effect throughout the term of this Agreement, against claims for injuries to persons or damages to property which may arise from or in connection with the performance of the Services by Contractor, its agents, representatives or employees. Insurance is to be placed with insurers with a current A.M.

Best's rating of no less than A:VII.

Contractor shall provide the following scope and limits of insurance:

1. Minimum Scope of Insurance. Coverage shall be at least as broad as:

(1) Commercial General Liability. Insurance Services Office form Commercial General Liability coverage (Occurrence Form CG 0001).

(2) Automobile. Insurance Services Office form number CA 0001 (Ed. 1/87) covering Automobile Liability, including code 1 "any auto" and endorsement CA 0025, or equivalent forms subject to the written approval of the City.

(3) Workers’ Compensation. Workers' Compensation insurance as required by the Labor Code of State of California covering all persons providing Services on behalf of the Contractor and all risks to such persons under this Agreement.

(4) Professional Liability . Professional liability insurance appropriate to the Contractor’s profession. This coverage may be written on a “claims made” basis, and must include coverage for contractual liability. The professional liability insurance required by this Agreement must be endorsed to be applicable to claims based upon, arising out of or related to Services performed under this Agreement. The insurance must be maintained for at least three (3) consecutive years following the completion of Contractor’s services or the termination of this Agreement. During this additional three (3) year period, Contractor shall annually and upon request of th e City submit written evidence of this continuous coverage.

2. Minimum Limits of Insurance. Contractor shall maintain limits of insurance no less than:

(1) Commercial General Liability. $1,000,000 general aggregate for bodily injury, personal injury and property damage.

(2) Automobile. $1,000,000 per accident for bodily injury and property damage. A combined single limit policy with aggregate limits in an amount of 270
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not less than $2,000,000 shall be considered equivalent to the said required minimum limits set forth above.

(3) Workers' Compensation. Workers' Compensation as required by the Labor Code of the State of California of not less than $1,000,000 per occurrence.

(4) Professional Liability. $1,000,000 per occurrence.

B. Other Provisions. Insurance policies required by this Agreement shall contain the following provisions:

1. All Policies. Each insurance policy required by this Agreement shall be endorsed and state the coverage shall not be suspended, voided, cancelled by the insurer or either Party to this Agreement, reduced in coverage or in limits except after 30 days' prior written notice by certified mail, return receipt requested, has been given to City.

2. Commercial General Liability and Automobile Liability Coverages.

(1) City, and its respective elected and appointed officers, officials, and employees and volunteers are to be covered as additional insureds as respects: liability arising out of activities Contractor performs; products and completed operations of Contractor; premises owned, occupied or used by Contractor; or automobiles owned, leased, hired or borrowed by Contractor. The coverage shall contain no special limitations on the scope of protection afforded to City, and their respective elected and appointed officers, officials, or employees.

(2) Contractor’s insurance coverage shall be primary insurance with respect to City, and its respective elected and appointed, its officers, officials, employees and volunteers. Any insurance or self -insurance maintained by City, and its respective elected and appointed officers, officials, employees or volunteers, shall apply in excess of, and not contribute with, Contractor’s insurance.

(3) Contractor’s insurance shall apply separately to each insured against whom claim is made or suit is brought, except with respect to the limits of the insurer's liability.

(4) Any failure to comply with the reporting or other provisions of the insurance policies, including breaches of warranties, shall not affect coverage provided to City, and its respective elected and appointed officers, officials, employees or volunteers.

3. Workers' Compensation Coverage. Unless the City Manager otherwise agrees in writing, the insurer shall agree to waive all rights of subrogation 271
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against City, and its respective elected and appointed officers, officials, employees and agents for losses arising from work performed by Contractor.

C. Other Requirements. Contractor agrees to deposit with City, at or before the effective date of this Agreement, certificates of insurance necessary to satisfy City that the insurance provisions of this contract have been complied with. The City may require that Contractor furnish City with copies of original endorsements effecting coverage required by this Exhibit “C”. The certificates and endorsements are to be signed by a person authorized by that insurer to bind coverage on its behalf. City reserves the right to inspect complete, certified copies of all required insurance policies, at any time.

1. Contractor shall furnish certificates and endorsements from each subcontractor identical to those Contractor provides.

2. Any deductibles or self -insured retentions must be declared to and approved by City. At the option of City, either the insurer shall reduce or eliminate such deductibles or self -insured retentions as respects City or its respective elected or appointed officers, officials, employees and volunteers, or the Contractor shall procure a bond guaranteeing payment of losses and related investigations, claim administration, defense expenses and claims.

3. The procuring of such required policy or policies of insurance shall not be construed to limit Contractor’s liability hereunder nor to fulfill the indemnification provisions and requirements of this Agreement.
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Thank you for continued support!
Designer: Direct Contact: E-Mail:

Dan Borgstrom 805-404-0801 [email protected] 11 / 24 / 2023
Name: City of Eastvale - Community Services Phone: 951-703-4435 Address: 13200 Citrus Street City: Eastvale
Zip Code: 92880 E-Mail: [email protected]
Assistant: Asst Phone:

Name Price QTY Subtotal
Complete Snowfall Package -
Provide commercial grade snowfall
machines at varying strategic locations
throughout event. Includes installation,
on-site tech staff and operations team for
the duration of each night.
$15,000.00 1 $15,000.00
Fresh Blown Snow - Includes a
minimum of 50 tons (30 tons on initial
install with 20 ton refresh on day two).

Includes additional haybales used to
create slides.
$25,000.00 1 $25,000.00













273
Thank you for continued support!
Holiday Decor, Props, Christmas
Trees & Festive Lighting - Bringing
Home Christmas to decorate entrance,
strategic common areas and train ride,
using clear and multi-color lighting,
props, lit Christmas trees and festive lit
garland
$18,275.00 1 $18,275.00
Complimentary Premium Light Upgrade -
No Charge Per Dan B.
$0.00 1 $0.00
Includes: All Materials, Installation, Digital Timer System, Complete Season Service, Unsolicited Maintenance Checks & Timely Removal
- Fully Licensed and Insured.
- Great Pride in Craftsmanship & Customer Service
-
Quality you can trust!
Subtotal $58,275.00
Total $58,275.00
Snow load-in and setup required by 12/16 (2:00 p.m.)
Snow refresh on 12/17 between 11:00 a.m.-3:00 p.m.

Snow cannon operations begin at 5:30 p.m.













274

AGENDA STAFF REPORT

City Council Meeting

CONSENT CALENDAR

Agenda Item No. 12.9
December 13, 2023
Surplus City Hall Property
Prepared By:

Marc A. Donohue, City Clerk/Communications Director
Recommended Action(s)
Staff recommends that the City Council declare outdated City Hall property as surplus and authorize the destruction of surplus property.

Summary
Assets of the City that are no longer useable, no longer of value, or are surplus maybe be sold, donated, recycled, or in any other way disposed of.

Eastvale Municipal Code sec$on 4.06.110 allows for surplus supplies or equipment to be auc$oned or sold. The proposed list of surplus property has li+le to no value and is recommended to be destroyed.

Since the municipal code does not allow for destruc$on of surplus property to be approved by the Finance Director, staff is seeking City Council approval to declare the proposed equipment as surplus and approve their destruction.

Background
Not applicable.

Environmental
All items on the proposed list will be destroyed via e-waste disposal.

Strategic Plan Action - Priority Level: N/A
| Target #: N/A
| Goal #: N/A 12363 Limonite Avenue | Suite 910 | Eastvale, CA 91752 951.361.0900 |
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Not applicable.

Fiscal Impact
Not applicable.

Prior City Council/Commission Action
Not applicable.

Attachment(s)
Attachment 1 - Surplus Equipment List

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BRAND MODEL SERIAL
Dell Optiplex  7040 HVHQPD2
Dell Optiplex  7050 GGP51M2
Dell Optiplex  7060 BDH8KQ2
Dell Optiplex  7060 BD854KQ2
Dell Optiplex  3020 6GWDM52
Dell Optiplex  7050 6YDN0M2
HP Pavilion  HPE MXX12202RR
HP V1910 ‐48G switch CN20BX51P1
Adtran 48  port switch LBADTN1601AA375
Fortinet FireGate  100D FG100D3G16800577
Dell Precision  3510 J0MBPC2
Dell Precision  3510 2PSBPC2
HP ProBook  650 CNU420DL1F
HP ProBook  650 CNU4249JXW
Microsoft Surface  pro 2140791653
Apple Macbook  pro W80340PEATM
Dell XPS GXC50X2
Dell XPS 9G1R362
ASUS EP121 B30KAS007828
Epson WF ‐100 printer UTHK053075
Apple iPad
DMRP589MFK14
HP OfficeJet  150 MY434C10C1
Epson WF ‐100 printer UTHK010094
Magic NVR NVST  IP5832F 3R ‐IPM32R16P
NVR TVST  PVTY‐04 TA04A ‐D16‐0275
N/A Dome  security cameras  17 total
Samsung  Computer Monitor N/A
277

AGENDA STAFF REPORT

City Council Meeting

CONSENT CALENDAR

Agenda Item No. 12.10
December 13, 2023
Adoption of Revised Personnel Policies and Procedures Manual Prepared By:

Erica Vega, City Attorney
Recommended Action(s)
Staff recommends that the City Council adopt a resoluon approving the updated Personnel Policies and Procedures Manual.

Summary
The Personnel Policies and Procedures Manual (Manual) serves as a comprehensive guide outlining the rights, responsibilies, and expectaons of all employees within the organizaon. It also establishes a framework for consistent and fair treatment of employees while promong a posive and producve work environment. The Manual serves several crucial purposes including providing clear and consistent guidelines for employees and ensuring everyone understands their rights, benefits, and responsibilies. It also ensures compliance with applicable employment laws, regulaons, and industry standards, thereby reducing the risk of legal issues and disputes. By outlining employee rights and benefits, the Manual empowers employees to make informed decisions about their careers within the organization.

Background
The City Council has adopted a Personnel Policies and Procedures Manual applicable to all City Employees. The Human Resources & Risk Management Division along with the City A/orney’s Office periodically bring edits to the City Council for consideraon. The last Manual was revised on January 28, 2021. The City Council reviewed the proposed new Personnel Policies & Procedures Manual at its October 25, 2023 meeng and provided direcon to staff to incorporate certain changes and for the revised Manual to be brought back on consent calendar for adopon. Specifically, Council directed that three proposed changes related to merit increases not move forward, that bereavement leave 12363 Limonite Avenue | Suite 910 | Eastvale, CA 91752 951.361.0900 |
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be increased from 3 to 5 days as required by State law but that the 4th and 5th days of leave be unpaid (employee may use their accruals), and that paid Jury Duty leave be capped at 20 days. As these changes relate to compensaon, the Council desired that they be considered as a part of the classificaon and compensaon study that is currently underway rather than moving forward with those changes at this time.

Environmental
N/A
Strategic Plan Action - Priority Level: N/A
| Target #: G
| Goal #: N/A
Organizational Development
Fiscal Impact
The overall cost to implement these proposed changes will have a maximum budgetary impact of $16,500 annually, the General Fund will be impacted. Budget for the value only items is already included in the annual posion budgeng processed by Finance, changes to these benefits is an indirect cost affecting work productivity and is not an additional direct cost to the city.

Item
Fiscal Impact
"Value" Only
Jury Duty Leave-20 days

9,320.55
On-Call Pay
7,168.20

Total
$7,168.20
$9,320.55

Prior City Council/Commission Action
The City Council first adopted the City’s Personnel Policies and Procedures Manual in 2013 by Resoluon 13-14. Eight revisions have occurred since then, with the most recent occurring in January 2021 by Resolution 21-02.

Attachment(s)
Attachment 2 - Final Version Personnel Manual

Attachment 1 - Resolution 23-XX Adopting Revised Personnel Manual

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4878-6104-8460 v1

CITY OF EASTVALE PERSONNEL

POLICIES AND PROCEDURES
MANUAL
October 26, 2023
Adopted by Resolution 13-14
Revised by Resolution 15-01
Revised by Resolution 17-69
Revised by Resolution 17-75
Revised by Resolution 18-12
Revised by Resolution 18-41
Revised by Resolution 18-69
Revised by Resolution 19-27
Revised by Resolution 21-02
Revised by Resolution 23-XX
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TABLE OF CONTENTS
Page
INTRODUCTION ........................................................................................................................1 ORGANIZATION ........................................................................................................................2 DEFINITIONS .............................................................................................................................3 CHAPTER 1 - EMPLOYMENT ...................................................................................................6 SECTION 1.1 EQUAL EMPLOYMENT OPPORTUNITY .................................................6 SECTION 1.2 POLICY PROHIBITING DISCRIMINATION, HARASSMENT, AND RETALIATION..........................................................................................6 SECTION 1.3 DISABLED APPLICANTS AND EMPLOYEES..........................................6 SECTION 1.4 ACCOMMODATION FOR SINCERELY HELD RELIGIOUS BELIEF .................................................................................................................7 SECTION 1.5 LACTATION ACCOMMODATION ............................................................8 SECTION 1.6 RECRUITMENT/SELECTION OF EMPLOYEES ......................................9 SECTION 1.7 MEDICAL EXAMINATIONS ....................................................................12 SECTION 1.8 NEPOTISM AND CONSENSUAL ROMANTIC RELATIONSHIPS ..........13 SECTION 1.9 PROBATION...........................................................................................17 SECTION 1.10 PERFORMANCE EVALUATION AND PERFORMANCE
IMPROVEMENT PLANS........................................................................18 SECTION 1.11 OUTSIDE EMPLOYMENT, ACTIVITY, OR ENTERPRISE / CONFLICT OF INTEREST.....................................................................19 SECTION 1.12 TRAINING OF EMPLOYEES................................................................21 SECTION 1.13 POLITICAL ACTIVITIES OF PUBLIC EMPLOYEES.............................22 SECTION 1.14 USE OF CAMERAS, VIDEO SURVEILLANCE, AND GPS SYSTEMS ..............................................................................................22 SECTION 1.15 USE OF CITY TECHNOLOGICAL RESOURCES.................................22 SECTION 1.16 MANAGEMENT PREROGATIVES .......................................................22 SECTION 1.17 ACCEPTANCE OF GIFTS....................................................................23 SECTION 1.18 TELECOMMUTING ..............................................................................23 SECTION 1.19 EMPLOYEE’S HOME ADDRESS AND STATUS OF DRIVER’S LICENSE – DUTY TO UPDATE .............................................................23 SECTION 1.20 PERSONAL APPEARANCE, GROOMING AND DRESS CODE ..........24 SECTION 1.21 NEWS MEDIA RELATIONS..................................................................25 SECTION 1.22 ATTENDANCE AND PUNCTUALITY....................................................25 SECTION 1.23 TOBACCO, E-CIGARETTE, VAPING POLICY .....................................25 SECTION 1.24 PERSONNEL RECORDS .....................................................................26 281
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CHAPTER 2 – CLASSIFICATION AND COMPENSATION......................................................29 SECTION 2.1 EMPLOYEE CLASSIFICATIONS/AUTHORIZED POSITIONS................29 SECTION 2.2 WORKWEEK AND SCHEDULES ...........................................................30 SECTION 2.3 PAYROLL PROCESSING.......................................................................32 SECTION 2.4 REST AND MEAL PERIODS – NON-EXEMPT (HOURLY) EMPLOYEES .........................................................................................34 SECTION 2.5 OVERTIME COMPENSATION/COMPENSATORY TIME OFF...............34 SECTION 2.6 BI-LINGUAL PAY....................................................................................35 SECTION 2.7 TEMPORARY ASSIGNMENTS ..............................................................36 SECTION 2.8 CALL BACK PAY....................................................................................37 SECTION 2.9 ON CALL (STANDBY) PAY ....................................................................37 SECTION 2.10 CAR ALLOWANCE...............................................................................37 SECTION 2.11 PHONE ALLOWANCE..........................................................................37 SECTION 2.12 SALARY AND WAGE SCHEDULES.....................................................37 SECTION 2.13 ADVANCEMENT WITHIN THE SCHEDULE.........................................38 SECTION 2.14 CHANGES IN EMPLOYMENT STATUS...............................................38 SECTION 2.15 TRAVEL EXPENSES............................................................................40 SECTION 2.16 EDUCATIONAL EXPENSE REIMBURSEMENT...................................40 CHAPTER 3 EMPLOYEE BENEFITS ......................................................................................41 SECTION 3.1 HOLIDAYS..............................................................................................41 SECTION 3.2 WINTER HOLIDAY CLOSURE...............................................................41 SECTION 3.3 INSURANCE BENEFITS ........................................................................42 SECTION 3.4 RETIREMENT BENEFITS ......................................................................43 SECTION 3.5 TEMPORARY PART-TIME EMPLOYEES ..............................................43 CHAPTER 4 - LEAVE OF ABSENCE ......................................................................................44 SECTION 4.1 GENERAL INFORMATION.....................................................................44 SECTION 4.2 VACATION .............................................................................................44 SECTION 4.3 SICK LEAVE...........................................................................................46 SECTION 4.4 FAMILY CARE AND MEDICAL LEAVE; PREGNANCY DISABILITY LEAVE; MILITARY FAMILY LEAVE; NEW PARENT LEAVE .................47 SECTION 4.5 CIVIL AIR PATROL LEAVE ....................................................................47 SECTION 4.6 CRIME VICTIMS’ LEAVE........................................................................48 SECTION 4.7 VICTIMS OF DOMESTIC VIOLENCE OR SEXUAL ASSAULT...............48 SECTION 4.8 MILITARY LEAVE...................................................................................48 SECTION 4.9 ORGAN AND BONE MARROW DONATION LEAVE..............................48 282
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SECTION 4.10 SCHOOL ACTIVITIES/SCHOOL APPEARANCE LEAVE .....................48 SECTION 4.11 VOLUNTEER FIREFIGHTERS, RESERVE

PEACE OFFICERS, AND EMERGENCY RESCUE PERSONNEL
LEAVE 49
SECTION 4.12 VOTING LEAVE....................................................................................50 SECTION 4.13 PERSONAL LEAVE OF ABSENCE WITHOUT PAY.............................50 SECTION 4.14 JURY DUTY OR WITNESS APPEARANCE LEAVE.............................51 SECTION 4.15 MANAGEMENT LEAVE........................................................................51 SECTION 4.16 BEREAVEMENT LEAVE ......................................................................52 SECTION 4.17 INDUSTRIAL ILLNESS AND/OR INJURY LEAVE ................................52 SECTION 4.18 FITNESS FOR DUTY LEAVE AND EXAMINATION .............................53 CHAPTER 5 – EMPLOYEE CONDUCT, DISCIPLINE AND DISCIPLINARY APPEALS.........55 SECTION 5.1 GENERAL POLICY STATEMENT ..........................................................55 SECTION 5.2 TYPES OF DISCIPLINARY ACTIONS....................................................55 SECTION 5.3 GROUNDS FOR DISCIPLINARY ACTION .............................................56 SECTION 5.4 DISCIPLINING AUTHORITY...................................................................58 SECTION 5.5 MAJOR AND MINOR DISCIPLINE .........................................................58 SECTION 5.6 DISCIPLINARY PROCEDURES.............................................................59 SECTION 5.7 APPEAL PROCEDURES........................................................................61 SECTION 5.8 PLACEMENT ON PAID ADMINISTRATIVE LEAVE PENDING DETERMINATION OF DISCIPLINARY ACTION....................................63 SECTION 5.9 TIME EXTENSIONS ...............................................................................64 SECTION 5.10 DELIVERY OF NOTICES .....................................................................64 SECTION 5.11 DISCIPLINARY RECORDS ..................................................................64 CHAPTER 6 – EMPLOYEE SAFETY.......................................................................................65 SECTION 6.1 DRUG- AND ALCOHOL-FREE WORKPLACE .......................................65 SECTION 6.2 EMPLOYEE SAFETY .............................................................................65 CHAPTER 7 – SEPARATION FROM EMPLOYMENT AND FURLOUGH................................67 SECTION 7.1 RESIGNATION/RETIREMENT ...............................................................67 SECTION 7.2 LAYOFF..................................................................................................67 SECTION 7.3 ABANDONMENT OF EMPLOYMENT ....................................................69 SECTION 7.4 FURLOUGH AND REDUCTION OF HOURS..........................................69 ACKNOWLEDGEMENT OF RECEIPT.....................................................................................71 283
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INTRODUCTION
This Personnel Policies and Procedures Manual (“Manual”) applies to all employees of the City of Eastvale (“City”) and to others as indicated. An “employee” is generally defined as an individual whose work is within the usual course of the City’s business, and directed and controlled, or is subject to the direction or control, by the City with respect to the final results of the work and the details of when, where and how the work is to be done. This Manual contains Employment Policies of the City. Each City employee is responsible for knowing and understanding its contents. In addition, each City employee is responsible for knowing, understanding, and adhering to any specific departmental policy.

Violations of the provisions of this Manual may be addressed as a performance matter and be grounds for disciplinary action. A violation will not make disciplinary action mandatory but will be given such weight as the City determines to be appropriate in view of all the circumstances Except as otherwise provided, any duties, responsibilities, powers, and authority granted by this Manual or the Personnel Ordinance to any person may be delegated, in writing, to another employee at the discretion of the delegating individual.

Nothing in this Manual shall be deemed to create a vested contractual right for any employee.

Amendments and revisions shall become effective upon adoption by the City Council, or at a later date specified by the City Council when adopting the amendments and revisions. If the terms and provisions of this Manual are inconsistent or in conflict with the terms and provisions of any prior City Personnel Policies and Procedures, resolutions, regulations, and/or policies governing the same subject, the terms of this Manual will prevail and such inconsistent or conflicting provisions or prior rules, resolutions, regulations, and/or policies are hereby repealed.

The City Manager is authorized to issue written guidelines to implement and enforce this Manual, and to make adjustments to avoid or eliminate inequities resulting from its application. Such guidelines shall have the City’s best interests as their paramount concern, and shall be consistent with applicable state and federal guidelines. The City Manager may delegate any of the powers and duties conferred upon the City Manager as the Personnel Officer to any other officer or employee of the City or may recommend that such powers and duties shall be performed under contract.

In the event of a conflict between this Manual and an Administrative Policy or a Department’s policy or procedure, this Manual shall control.

When any local, state, or federal ordinance, regulation, or law that is incorporated in this Manual or upon which this Manual relies is amended, this Manual shall be deemed amended in conformance with those amendments.

If any section, subsection, sentence, clause, or phrase of this Manual is found to be illegal by a court of competent jurisdiction, such findings shall not affect the validity of the remaining portions of this Manual.
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ORGANIZATION
The City was incorporated as a City on October 1, 2010. The City is governed by a City Council, consisting of five (5) persons, each elected for a term of four (4) years. The City Council generally meets twice a month, on the 2nd and 4th Wednesday of each month, unless otherwise directed by the City Council.

The City Council adopts policies and specifies what City services are to be provided to City residents. Some of the services that the City provides includes public safety services (Police [through contract with the Riverside County Sheriff’s Department] and Fire [through contract with CalFire]), Building and Safety Services, Animal Control (through contract with Riverside County), Planning and Public Works.

The City Council’s policies are implemented by the City Manager, who is directly responsible to the City Council for the administration and implementation of the Council policies and priorities.

To assist the City Manager, the City employs a staff of administrative, technical and field personnel. The City further utilizes contractors to provide a number of City services. Contractors are not City employees.

The City’s activities and services are divided into functional departments, with Department Heads assigned to each department.
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DEFINITIONS
General Definition: All words and terms used in this Manual and in any personnel policies or procedures are intended to be defined as they are normally and generally defined in the field of personnel administration, unless a specific definition is provided in this Manual.

Specific Definitions:

Acting Appointment: An interim appointment of a current City employee by the City Manager to temporarily perform the full duties of a position with a higher maximum base rate of pay.

City: The City of Eastvale.

City Council: The City Council of the City of Eastvale.

Class/Class of position/Classification: All positions sufficiently similar in duties, authority, qualifications, and responsibility, to permit grouping under a common title in the application with equity of common standards of selection, transfer, demotion, and salary.

Compensation: The salary, wage, allowance, and all other forms of valuable consideration earned by or paid to any employee by reason of service in any position, but does not include expenses authorized and incurred incidental to employment.

Classified Service: means the offices, positions and employments in the service of the City which are included or which may hereafter be included under the classified service system by ordinance, except the following: 1) Elected officers; 2) Members of appointed boards, commissions and committees; 3) Persons engaged under contract to supply expert, professional, or technical services for a definite period of time; 4) Volunteer personnel; 5) City Manager; 6) City Attorney; 7) Department heads; and 8) Employees serving in hourly, temporary, provisional, part-time, or seasonal appointments.

City Manager: The City Manager of the City of Eastvale or designee.

Days: Calendar days unless stated otherwise in these Rules.

Domestic Partner/Registered Domestic Partner: Means a member of a registered domestic partnership under California law.

Eligibility List: A list that contains the names of successful applicants according to their relative performance in the examination process and other terms set forth in this Manual. The applicants may be ranked in descending final ratings based on average scores through the interview process.

Eligibles: Persons who have taken an open-competitive examination or promotional examination and have qualified for placement on an eligibility list. 286
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Full-Time Employees: Employees who hold budgeted positions that normally require a 40-hour work week or that have been approved by the City Council to be a full- time position.

Furlough: Temporary, involuntary, non-disciplinary employee absence from duty that may be implemented by the City in addition to, or as an alternative to, layoff or other cost saving measures. Furlough time does not constitute a break in service for purposes of these Rules.

Human Resources and Risk Management Director: The Human Resources and Risk Management Director or designee.

Job Description: A written description of a class, identifying factors and conditions which are essential characteristics of the class, including the title, examples of duties and responsibilities which are typical of positions in the class, any factors or conditions which distinguish it from other classes, and necessary or desirable qualifications to perform the duties of positions in the class.

Lay-Off: The separation of employees from the active work force due to lack of work or funds, or organizational changes, or to the abolition of positions by the City Council for any of those reasons.

Management: means the group of full-time, at-will appointments, exempt –executive employees appointed by the City Manager and including the City Manager.

Part-Time Employees: Employees who hold positions normally requiring fewer than 40 hours worked per week or fewer than 80 hours worked per pay period. Part-time employees are not subject to the terms and conditions of the following sections of this Manual: 1) Section 1.6 Recruitment; 2) Section 1.9 Probation; 3) Section 1.18 Telecommuting; 4) Section 2.6 Bi-lingual Pay; 5) Section 2.7 Temporary Assignments; 6) Section 2.8 Call Back Pay; 7) Section 2.9 On Call (Standby) Pay; 8) Section 2.10 Car Allowance; 9) Section 2.11 Phone Allowance; 10) Section 3.1 Holidays; 11) Section 3.4 Retirement; 12) Section 4.2 Vacation; 13) Section 4.3 Sick Leave; 14) Section 4.13 Personal Leave of Absence without Pay; 15) Section

4.14 Jury Duty; 16) Section 4.16 Bereavement Leave; and 17) Chapter 5.

Personnel Officer: The City Manager is the Personnel Officer for all City employees, except for all positions for which appointing authority is reserved by the City Council or as otherwise provided in the Municipal Code. The City Manager may delegate their appointing authority to a Department Head Position: A group of duties and responsibilities assigned to an employee.

Probationary Period: An integral part of the selection process during which an employee is required to demonstrate fitness for his/her position based on actual performance of the duties of the position.

Reclassification: The reassignment of one position in a class to a different class by the City Manager in accordance with this Manual.
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Reemployment List: A list of names of laid off employees, who may have reinstatement rights, for a specific classification or position.

Regular Full Time or Regular Part Time Employee: An employee in the classified service who has successfully completed the probationary period and has been retained in accordance with this Manual.

Resignation: The voluntary separation of a City employee from the City service. A written resignation is accepted upon receipt by the City and may not be withdrawn except by authorization of the City Manager when it is deemed that the City’s best interests are served by permitting resignation withdrawal.

Salary Rate/Base Salary Rate: The dollar amount paid to an employee in accordance with the salary range for the employee’s class, exclusive of any overtime compensation, stipends, premium pay, or other wage augments.

Temporary Employee: A person who is employed by the City for a limited period of time for a specified, limited purpose. Temporary Employees may not work more than 1,000 hours per fiscal year, and full-time Temporary Employees may not work for longer than 6 continuous months. Temporary Employees are eligible for only those benefits required by applicable State and Federal laws. Temporary Employees are at-will employees and may be separated from employment at any time with or without cause. Temporary Employees are not subject to the terms and conditions of the following sections of this Manual: 1) Section 1.6 Recruitment; 2) Section 1.9 Probation; 3) Section 1.18 Telecommuting; 4) Section 2.6 Bi-lingual Pay; 5) Section 2.7 Temporary Assignments; 6) Section 2.8 Call Back Pay; 7) Section 2.9 On Call (Standby) Pay; 8) Section 2.10 Car Allowance; 9) Section 2.11 Phone Allowance; 10) Section 3.1 Holidays; 11) Section 3.4 Retirement; 12) Section 4.2 Vacation; 13) Section 4.3 Sick Leave; 14) Section 4.13 Personal Leave of Absence without Pay; 15) Section 4.14 Jury Duty; 16) Section 4.16 Bereavement Leave; and 17) Chapter 5.
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6 CHAPTER 1 - EMPLOYMENT
SECTION 1.1 EQUAL EMPLOYMENT OPPORTUNITY
The City is an equal opportunity employer and makes employment decisions on the basis of merit.

The City wants to have the best available persons in every job. The City’s policy prohibits unlawful discrimination based on race, religious creed, color, national origin, ancestry, sex, age over 40, physical or mental disability, medical condition, pregnancy (including childbirth and related medical conditions or disabilities), sexual orientation, marital status, gender identity, gender expression, genetic characteristics or information, military or veteran’s status, reproductive health decision making, and/or any other category protected by federal and/or state law. It also prohibits unlawful discrimination based on the perception that anyone has any of those characteristics, or is associated with a person who has or is perceived as having any of those characteristics, and any other basis protected by federal, state or local law or ordinance or regulation. The City is committed to treating all employees equally and fairly regardless of these actual or perceived characteristics or associations. All such discrimination is prohibited. This policy applies to all City employees, applicants, interns, volunteers and persons providing services pursuant to a contract.

SECTION 1.2 POLICY PROHIBITING DISCRIMINATION, HARASSMENT, AND RETALIATION The City’s policy prohibits unlawful harassment and discrimination based upon an applicant or employee’s race, genetic information, religion, creed, color, sex, gender, gender identity, gender expression, sexual orientation, national origin, ancestry, military or veteran status, marital status, pregnancy, reproductive health decision-making, childbirth, breastfeeding, or a related medical condition, age over 40, medical condition, physical or mental disability or any other classification protected under state, federal, or local law.

The City also prohibits unlawful harassment and discrimination based on the perception that anyone has any of those characteristics, or is associated with a person who has or is perceived as having any of those characteristics. In addition, the City prohibits retaliation because of the applicant or employee’s opposition to a practice he/she reasonably believes to constitute employment discrimination or harassment or because of his/her employee’s participation in an employment investigation, proceeding or hearing.

Applicants or employees who believe they have been harassed, discriminated against, or retaliated against, should report that conduct in accordance with the City’s complaint procedures.

Applicants and employees should review the City’s complete Policy Prohibiting Discrimination, Harassment and Retaliation Policy.

SECTION 1.3 DISABLED APPLICANTS AND EMPLOYEES
The City has a commitment to ensure equal opportunities for disabled applicants and City employees. Every reasonable effort will be made to provide an accessible work environment for such employees and applicants. Employment practices (e.g., hiring, training, testing, transfer, promotion, compensation, benefits, and disciplinary action) will not discriminate against disabled employees or applicants. The City provides employment-related reasonable accommodations to qualified individuals with disabilities within the meaning of the California Fair Employment and Housing Act ("FEHA") and the Americans with Disabilities Act ("ADA"). 289
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7 1.3.1 Request for Accommodation
An applicant or employee who desires a reasonable accommodation to perform essential job functions should make such a request in writing to Human Resources and Risk Management.

The request must identify: a) the job-related functions at issue; and b) the desired accommodation(s). Reasonable accommodation can include, but is not limited to job restructuring, reassignment to a vacant position for which the employee is qualified, and making facilities accessible. In accordance with applicable law, the City may permit use of accrued leave or authorize a temporary unpaid leave as a reasonable accommodation, if such leave is reasonably expected to result in the employee’s return to work, with or without additional reasonable accommodation.

1.3.2 Reasonable Documentation of Disability
Following receipt of the request, Human Resources and Risk Management may require additional information, such as reasonable documentation of the existence of a disability or additional explanation as to the effect of the disability on the employee’s ability to perform the employee’s essential functions, but will not require disclosure of diagnosis or genetic history.

1.3.3 Interactive Process
The City will engage in the interactive process, as defined by the FEHA and ADA, to determine whether an applicant or employee is able to perform the essential functions of the position sought or currently held. During this process, the City will examine potential reasonable accommodations that will make it possible for the employee or applicant to so perform. Such interactive process will include a meeting with the employee or applicant, the City, their representatives (if any), and, if necessary, the employee or applicant’s health care provider.

1.3.4 Case-by-Case Determination
The City determines, in its sole discretion, whether reasonable accommodations(s) can be made, and the type of reasonable accommodations(s) to provide. The City will not provide an accommodation that would pose an undue hardship upon the City or that is not required by law.

The City will inform the employee of any decisions made under this section in writing.

1.3.5 Fitness for Duty Leave
While the City is engaged in the interactive process with an employee, the City may require that the employee be placed on a fitness for duty leave in accordance with Section 4.18.

SECTION 1.4 ACCOMMODATION FOR SINCERELY HELD RELIGIOUS BELIEF The City will make reasonable accommodations to the known sincerely held religious beliefs of a person during the hiring process and in the course of employment, if the accommodation would resolve a conflict between the person’s religious beliefs, unless doing so would impose an undue hardship on the City. The following procedure shall apply:

1.4.1 Procedure for Requesting a Religious Accommodation.

If a person believes that a religious accommodation is necessary, the person should submit a request for accommodation to Human Resources and Risk Management. This request may be 290
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8 made orally or in writing, however the City encourages written requests. Such requests should include the following relevant information:
a. A description of the accommodation requested;
b. The reason the accommodation is necessary; and
c. A description as to how the accommodation will resolve the conflict between the person’s religious beliefs or practices and the City’s application or employment requirements for the corresponding position.

Upon receiving the request, the City will invite the person to a meeting to explore potential accommodations that could resolve the conflict between the person’s religious beliefs and the City’s application or employment requirements for the corresponding position. The City may provide the person’s requested accommodation or may provide an alternative reasonable accommodation based on the City’s discretion, to the extent that an effective accommodation is available without imposing undue hardship on the City.

SECTION 1.5 LACTATION ACCOMMODATION
a. In accordance with applicable state and federal law, an employee who needs to express breast milk for the employee’s infant child will be permitted to take a reasonable amount of break time for that purpose, as a lactation accommodation. The break time must, if possible, run concurrently with any break time already provided to the employee. For non-exempt employees, break time that takes place outside of authorized paid rest time is unpaid. To the extent that break time would seriously disrupt the City’s operations, the City may limit the employee’s use of such time.
b. An employee seeking lactation accommodation must contact Human Resources and Risk Management by email, or via other written communication. The City will respond via email or other written document within a reasonable period of time to acknowledge the request.

Before implementing a lactation accommodation, the City will request input from the employee and the employee’s supervisor(s) regarding the anticipated timing of lactation break(s) and proposed location(s) for taking lactation breaks.
c. Following such a request, the City will provide written details to the employee regarding the terms of the lactation accommodation, which will include:
(i) Identification of a space, other than a bathroom, that is in close proximity to the employee’s work area, is safe, clean, free of hazardous materials, and that is shielded from view and free from intrusion while the employee is expressing milk. (A) The City will also ensure that the space contains a place to sit and a surface to place a breast pump and personal items and contains access to electricity or alternative devices (such as extension cords or charging stations) needed to operate an electric or battery-powered breast pump.
(B) If the designated space is a room that may also be used for purposes other than lactation, the City will ensure that the use of the room for expression of milk will take priority over other uses.
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9 (ii) Identification of a sink with running water and a refrigerator (or other cooling device suitable for storing expressed milk) that are in close proximity to the employee’s work area and that will be accessible for the employee’s use.

SECTION 1.6 RECRUITMENT/SELECTION OF EMPLOYEES
All persons considered for employment with the City shall be qualified to perform the duties of the position for which they may be employed. No individual who has served as an elected or appointed member of a legislative body of the City will be considered for employment with the City unless that individual is no longer serving as an elected or appointed official of the City and a period of one year has passed since their service as an elected or appointed official terminated.

As set forth in greater detail below, all new employees may, depending upon the job applied for, be required to undergo fingerprinting, background check, medical and/or psychological exams, polygraphs, and pre-employment drug testing before reporting for work. All employees shall be required to sign an Oath of Office pursuant to State law.

All new employees must provide and maintain necessary documentation to prove identity and the right to work in the United States in accordance with Federal and State Immigration and Naturalization laws (per I-9 Form). Failure to provide such documentation will result in disqualification from selection and/or grounds for immediate termination.

These steps establish a procedure for all phases of the employment process for regular full time and regular part- time employees. The City Manager, or designee, will administer and coordinate the hiring process for all position vacancies to ensure compliance with contractual, legal and equal employment opportunity requirements. All such hiring efforts are conducted in the spirit of equal opportunity and non- discrimination.

All regular full-time and regular part-time City appointments and promotions shall be based on merit and fitness and will be determined by the results of any or all of the following testing procedures: written test, practical skills examination, and/or oral interview.

1.6.1 Internal Recruitment
The City Manager, or designee, may first consider recruitment from within the City. Recruiting from within the City is considered an internal recruitment and must be recommended by the Department Head and approved by the City Manager.

It is the policy of the City to recruit from within the City organization whenever feasible and consistent with the City’s interests of developing and retaining talent. Electronic job-flyers will be prepared and disseminated to employees informing them of current openings, and qualified employees are encouraged to apply.

Full-time and part-time employees interested in internal opportunities shall follow the procedures below:
a. Employee(s) may submit a completed City Employment Application to Human Resources and Risk Management, by the position’s stated closing date. A supplemental questionnaire may also be required, as noted on the electronic job flyer. 292
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10 b. The Human Resources and Risk Management Director will notify the employee(s) if he/she will be interviewed or tested for the position. c. After successfully completing the selection process, and upon the City Manager’s approval, the selected employee(s) will be notified of their appointment to the position(s). d. Open Recruitment
e. If an internal recruitment is not recommended or approved, the Human Resources and Risk Management Director, will seek candidates through a recruitment open to internal and external candidates.

The Human Resources and Risk Management Director will determine the best method for seeking candidates through open recruitment, including, but not limited to any of the following procedures:
job announcements in print and online, mailing lists and/or advertisements through professional associations and related outreach.

1.6.2 Examination Process
Examinations shall be conducted to assist with the selection of qualified candidates. Test selection techniques will examine the qualifications of the candidates. Tests may include, but are not limited to, written tests, personal interviews, performance tests, physical agility tests, evaluation of daily work performance, work samples, or any combination of these. All examinations given will be job related and designed to determine a candidate’s knowledge, skills, and abilities to perform the essential job functions.

Pre- employment physical, medical, psychological, drug and alcohol tests may be given as part of any examination if required for performing the essential job functions. Any such examinations will be performed only after a conditional offer of employment has been made.

The City Manager, or designee, will ensure that all examination results remain confidential and that reasonable accommodations are made in examinations for persons with disabilities under the ADA and/or FEHA, when needed.

1.6.3 Interview Process
The employment interview is a significant part of the selection process. The interviewer’s function is to discover a candidate’s knowledge, skills, and abilities to perform the essential job functions.

Certain guidelines must be observed to ensure compliance with State and Federal laws and to maximize the reliability of the interview process.

Interview questions must be job-related and designed to measure a candidate’s job knowledge, experience and education necessary to perform the essential job functions.

All interview panel members, if utilized by the City Manager, will be informed of the position responsibilities and requirements and each panel member must independently rate candidates using an objective measurement scale developed by the City.

Only the most highly rated candidate (s) will be considered for final evaluation and review. 293
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11 1.6.4 Reference Check
Before an offer of employment is extended, the City shall conduct a reference check on any candidate. The purpose of the reference check is to verify prior employment duties, dates of employment, performance record, attendance record, and any other pertinent information.

1.6.5 Criminal Conviction History
Except as otherwise required by law, the City will only inquire about criminal conviction history after it has issued a conditional offer of employment. Applicants who receive a conditional offer of employment may be requested to be fingerprinted and/or undergo a background screening, as part of the examination process. Refusal of an applicant or employee to be fingerprinted, failure to report for fingerprinting or failure to provide such information as is necessary to conduct a background check will be sufficient cause for disqualification for employment or termination from employment.

1.6.6 Rejection
The City may reject an applicant, at any point in the recruitment or hiring process, under any of the following circumstances:
a. The applicant does not possess the minimum qualifications required for the position;
b. The applicant failed to submit a complete application; c. The applicant has made any false statement, misrepresentation, or omission of any material fact, or who had practiced, or attempted to practice, any deception or fraud in the person’s application;
d. The applicant has not signed the application under penalty of perjury; e. The applicant did not submit the application in a timely manner; f. The applicant has otherwise violated provisions of these Rules; or g. The applicant has demonstrated other reasons which would indicate that the applicant is unfit for the position.

Applicants disqualified from further participation in the selection process will be promptly notified to permit submission of additional information provided that the time limit for receiving applications has not expired. Notice will be e-mailed to the last known e-mail address; it will be the applicant’s responsibility to keep the applicant’s current e-mail address on file. Whenever an application is rejected, Human Resources and Risk Management will e-mail notice of such rejection to the applicant.

In addition, applicants with the least desirable background or qualifications among a large number of applicants may be denied further participation in the selection process through an evaluation of their qualifications, thus providing a reasonable number of the best qualified candidates for consideration.
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12 1.6.7 Candidate Notification
After references are verified and a decision to provide a conditional job offer is made, the City will notify the selected candidate, in writing, and make an employment offer, contingent upon passing required health screening as defined in Section 1.7 below and successful completion of a criminal history check as provided in Section 1.6.5 above, as may be applicable. Once the candidate successfully completes the medical examination and criminal history check, as may be applicable, all other candidates, if any, will be notified in writing that they were not selected for the position and that they will remain on the eligibility list for a one year period.

SECTION 1.7 MEDICAL EXAMINATIONS
Following a conditional offer of employment, prospective employees may be required to complete a job related pre-employment medical examination. The City may require that employees take a psychological and/or a medical examination, as it deems necessary in order to determine employees to be mentally and physically capable of performing the essential functions of the job.

Conditional offers of employment are made contingent upon passing this medical examination, however, the City will make reasonable accommodations to the special needs of any disabled individual as required by law. A licensed health care provider chosen by the City will perform such examination without cost to the prospective employee. The prospective employee will be required to complete a medical history questionnaire and a medical records release as necessary to facilitate the examination. The health care provider will indicate the employee’s fitness for employment on the examination form. Depending on the essential functions of a position, a medical examination may be required for:
a. Applicants who have received a conditional offer of employment; b. Employees seeking a transfer from one position requiring general physical abilities to another position requiring physical abilities of a more different nature; c. Employees returning to work from a medical leave of absence. The physician conducting the medical examination will be supplied with a current job description indicating the essential functions of the position; or
d. When a supervisor observes or receives a reliable report of an employee’s possible lack of fitness for duty. Observations and reports may be based on, but are not limited to, employee’s own self-report of potential unfitness, dexterity, coordination, alertness, speech, vision acuity, concentration, response to criticism, interactions with the public, co-workers, and supervisors.

1.7.2 Confidentiality.

The results of all medical examinations will be kept confidential. Examination results for newly hired employees and employees transferring to another position will be kept in the employee’s confidential medical file. No employee will hold any position in which the employee is not able to perform the essential functions of the job, with or without reasonable accommodation. 295
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13 1.7.3 Regulatory Compliance.

Certain employees are subject to regulations issued by the Department of Transportation and/or the California Department of Motor Vehicles. All such employees must meet the standards set forth in those regulations as part of the hiring process and as part of continued employment.

SECTION 1.8 NEPOTISM AND CONSENSUAL ROMANTIC RELATIONSHIPS

1.8.1 Nepotism
a. Definitions:
(i) Applicant. A person who applies for a position at the City and is not a Current Employee.
(ii) Change of Status. A change in the legal status or personnel status of one or more Current Employees.
(A) Changes in legal status include but are not limited to marriage, divorce, separation, or any such change through which a Current Employee becomes a Family Member or ceases to be a Family Member of another Current Employee. (B) Changes in personnel status include but are not limited to promotion, demotion, transfer, resignation, retirement or termination of a Current Employee who is a Family Member of another Current Employee.
(iii) Current Employee. A person who is presently a City employee, or an elected or appointed City official.
(iv) Direct Supervision. One or more of the following roles, undertaken on a regular, acting, overtime, or other basis shall constitute Direct Supervision:
(A) Occupying a position in an employee’s line of supervision; or (B) Functional supervision, such as a lead worker, crew leader, or shift supervisor; or
(v) Participating in personnel actions including, but not limited to, appointment, transfer, promotion, demotion, layoff, suspension, termination, assignments, approval of merit increases, evaluations, and grievance adjustments.
(vi) Family Member. A spouse, domestic partner, parent, parent-in-law, step- parent, legal guardian, sister, step-sister, sister-in-law, brother, step-brother, brother-in-law, child, step-child, legal ward, daughter-in-law, son-in-law, grandchild, or grandparent. (vii) Prohibited Conduct. Conduct by Family Members including, but not limited to, one or more of the following:
(A) Participation directly or indirectly in the recruitment or selection process for a position for which a Family Member is an Applicant. 296
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14 (B) Direct Supervision of a Family Member that does not comply with limitations set forth in this policy;
(C) Conduct by one or more Family Members that has an adverse effect on supervision, safety, security or morale.
b. Applicants for Employment.
(i) Right to Apply. No qualified Applicant may be denied the right to file an application for employment and compete in the examination process. However, consistent with this policy, the City may reasonably regulate, condition, or prohibit the employment of an Applicant. (ii) Disclosure of Relationship. Each Applicant is required to disclose the identity of any Family Member who is a Current Employee. (iii) Review of Human Resources and Risk Management Director. For each Applicant who has a Family Member who is a Current Employee, the Human Resources and Risk Management Director shall assess whether any of the following circumstances exist:
(A) Business reasons of supervision, safety, security or morale warrant the City’s refusal to place the Applicant under Direct Supervision by the Family Member; or (B) Business reasons of supervision, security, or morale that involve potential conflicts of interest or other hazards that are greater for Family Members than for other employees, which warrant the City’s refusal to permit employment of Family Members in the same department, division, or facility.
(iv) Decision of the Human Resources and Risk Management Director. If the Human Resources and Risk Management Director determines that either of the above circumstances exist, the Human Resources and Risk Management Director shall exercise his or her discretion to either reject the Applicant or consider the Applicant for employment in a position that does not present either of the above circumstances. (A) Following examination, if the Applicant is successfully certified as eligible pursuant to Section 1.6.7, he or she may be employed in a position for which the Human Resources and Risk Management Director has determined that neither circumstance exists pursuant to Section 1.8.1.b.iii above.
(B) When an eligible Applicant is refused appointment by virtue of this section, his or her name shall remain on any employment list that has been created for openings in the same classification. For each opening, the Human Resources and Risk Management Director shall make a determination consistent with Section 1.8.1.b.iii above. c. Guidelines for Current Employees.
(i) Employees shall report a Change of Status to the Human Resources and Risk Management Director within a reasonable time after the effective date of the Change of Status. Wherever feasible, Employees shall report a Change of Status in advance of the effective date.
297
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15 (ii) Within thirty days from receipt of notice, the Human Resources and Risk Management Director shall undertake a case-by-case consideration and individualized assessment of the particular work situation to determine whether the Change of Status has the potential for creating an adverse impact on supervision, safety, security, or morale. (A) The Human Resources and Risk Management Director shall consult with the affected Department Head to make a good faith effort to regulate, transfer, condition or assign duties in such a way as to minimize potential problems of supervision, safety, security, or morale.
(B) Notwithstanding the above provisions, the City retains the right to exercise its discretion to determine that the potential for creating an adverse impact on supervision, safety, security, or morale cannot be sufficiently minimized and to take further action as set forth in Section 1.8.1.d.ii below.
d. Monitoring by Department Head.
(i) Following a Change of Status or new hire of a Family Member, affected Department Heads shall reasonably monitor and regulate both Family Members’ conduct and performance for a period of one year from the date of the Human Resources and Risk Management Director’s determination. The Department Head shall document these actions.

Successive Department Heads may re-visit such a determination at their discretion. (ii) If the Department Head determines, subject to any applicable requirements of due process, that an employee has engaged in Prohibited Conduct, the Department Head shall re-visit the Human Resources and Risk Management Director’s determination. Depending on the severity of the Prohibited Conduct, the Department Head may recommend that the Human Resources and Risk Management Director take one or more of the following additional measures:
(A) Transfer one of the Family Members to a similar position that would not be in violation of this policy. The transfer will be granted provided the Family Member qualifies and there is an opening to be filled. There can be no guarantee that the new position will be within the same classification or at the same salary level. (B) If the situation cannot be resolved by transfer, one of the Family Members must separate from City employment. If one of the employees does not voluntarily resign, the employee with primary responsibility for the Prohibited Conduct will be discharged. (iii) Department Heads who receive complaints from other employees that one or more Family Members has engaged in Prohibited Conduct shall respond in accordance with existing complaint and disciplinary procedures, where applicable. (iv) Where situations exist prior to the effective date of this policy that may be in conflict with this policy , every effort shall be made to reasonably address the situation so as to avoid any future conflict.
e. Appeal of Human Resources and Risk Management Director Determination.

Current Employees and Applicants affected by the application of this policy, may appeal the action to the Human Resources and Risk Management Director within ten days of the action. The Human Resources and Risk Management Director shall hear the individual’s concerns and issue a written decision within 30 days of receipt of the individual’s appeal. An individual who is dissatisfied with 298
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16 the Human Resources and Risk Management Director’s decision may appeal to the City Manager within five days of receipt of the Human Resources and Risk Management Director’s decision.

The City Manager shall hear the individual’s concerns and issue a written decision within 30 days of the receipt of the individual’s appeal. The decision of the City Manager is final, and no other appeal may be had unless the employee is entitled to further administrative appeal under other provisions of this Manual.
f. Employee Complaints. Employees who believe that they have been adversely affected by Prohibited Conduct by one or more Family Member should submit complaints to a Department Head or to the Human Resources and Risk Management Director. g. Savings Clause. Should any provision of this policy, or any application thereof, be unlawful by virtue of any federal, state, or local laws and regulations, or by court decision, such provision shall be effective and implemented only to the extent permitted by such law, regulation or court decision, but in all other aspects, the provisions of this Article shall continue in full force and effect.

1.8.2 Consensual Romantic Relationships Between Employees a. General. Consensual romantic or sexual relationships between City employees can lead to misunderstandings, complaints of favoritism, adverse effects on employee morale, and possible claims of sexual harassment during or after termination of the relationship. As a result, such relationships present existing or potential conflicts that adversely affect efficient operation of the City. Relationships that present an actual conflict under this Section are therefore prohibited.
b. Application. This section shall apply to all City employees, regardless of gender or sexual orientation, who have a romantic or sexual relationship with another City employee. The provisions of Section 1.8.1 regarding nepotism shall govern employees who marry or become domestic partners with another City employee.
c. Definition of Conflict. For purposes of this section, a conflict exists if business issues of supervision, safety, security, and/or morale would be impacted by a romantic or sexual relationship between two employees.
d. Supervisor’s Duty to Report. If a romantic or sexual relationship exists between a Supervisor and another employee (including another Supervisor), the Supervisor shall promptly disclose the relationship to the Human Resources and Risk Management Director and request a determination as to whether the relationship presents a conflict. The disclosure must identify the names and positions of both employees. A Supervisor’s failure to comply with this section shall be grounds for discipline up to and including termination. e. Determination by Human Resources and Risk Management Director. Within five working days, the Human Resources and Risk Management Director shall issue a written determination as to whether the relationship presents a conflict, and is thereby prohibited. The Human Resources and Risk Management Director, in consultation with the City Manager, shall have exclusive discretion in making the determination.
f. Resolution of Conflicts. Subject to limitations imposed by the Municipal Code and applicable provisions of this Manual, the City Manager or designee will attempt in good faith to work with the Supervisor and the other employee to consider options to eliminate the conflict, 299
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17 including removing the Supervisory authority that created the conflict, reassignment, transfer or voluntary demotion of a Supervisory employee, or where the City Manager or designee determines that modification of a Supervisor’s assignment is not feasible, reassignment, transfer or voluntary demotion of a non-Supervisory employee. The City Manager or designee retains discretion to determine that the conflict may be resolved via voluntary resignation or termination only.
g. Prohibited On-Duty Conduct. All City employees are prohibited from engaging in intimate, physical, or other conduct in furtherance of a romantic or sexual relationship with another City employee at City facilities or assigned work locations, including off-site meetings, conferences, and similar activities. Such conduct is further prohibited during work hours.

Moreover, upon termination of a sexual or romantic relationship with another City employee, employees are prohibited from engaging in behavior that adversely affects the working conditions of any City employee. In general, all employees are expected to observe appropriate standards of workplace conduct in their interactions with other City employees. h. Complaints. Employees who believe that they have been adversely affected by romantic or sexual relationships between City employees should follow the complaint procedures provided under the City’s Policy Against Harassment, Discrimination, and Retaliation. The complaint procedures are available to all employees regardless of their past or present participation in a romantic or sexual relationship with another City employee.

SECTION 1.9 PROBATION
The probationary period is an integral part of the employment process and provides the opportunity to observe the employee’s work and assist the employee’s adjustment to the new position. This section only applies to regular full-time and regular part-time classifications. This section does not apply to at-will management employees.

1.9.1 Duration
All regular employees shall serve probationary periods, and all newly hired employees will serve a minimum one-year probationary period. Employees promoted into a higher-level position shall serve a six-month promotional probationary period. Probationary periods may be extended in accordance with this Manual and as permissible by law.

1.9.2 Rejection of Probationer
When initially hired into a full-time position, every person hired by the City shall be considered probationary until either granted regular status by the City Manager, upon recommendation of the Department Head, or by default at the conclusion of one year. Probationary employees do not have property or vested rights to their position with the City and are considered at-will employees.

During the probationary period, an employee may be rejected at any time by the City Manager without cause and without the right of appeal. Notification of rejection in writing shall be served on the probationer and a copy shall be filed with the Human Resources and Risk Management Office.

1.9.3 Extensions
a. Prior to the end of any probation period, the probation period may be extended by a maximum of twelve (12) additional months with the approval of the City Manager, or designee. 300
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18 b. Periods of time off work during unpaid absences will automatically extend the probationary period by the number of days of the absence. Further, periods of time on paid leave exceeding 20 consecutive working days will extend the probationary period by a corresponding number of days.
c. The employee will be notified in writing of such an extension.

1.9.4 Rejection from Promotional Probation or Employee Initiated Transfer Any employee rejected during the probationary period following a promotional appointment shall be reinstated to the position from which the employee was promoted if it remains vacant, unless:
a. Charges are filed and the employee is discharged in the manner provided in these rules for positions in the classified service;
b. No vacancy exists for the classification to which the employee would revert; or c. No funding is available in the classification to which the employee would revert.

If there is no vacancy in the employee’s prior position or a similar position or if no such position is funded, the employee may request to be placed on a reemployment list.

1.9.5 Probationary Period Following Demotion, Transfer, Reinstatement or Reemployment a. Demotion. A new 12-month probationary period will be required following demotion, unless waived by the City Manager. When an employee demotes from one department to another department, a new probationary period will be served in the new department. b. Transfer. A new 12-month probationary period will be required following transfer, unless waived by the City Manager. When an employee transfers from one department to another department, a new probationary period will be served in the new department. c. Reinstatement. A new 12-month probationary period will be required upon reinstatement to a position, unless specifically waived in writing by the City Manager d. Reemployment. Persons appointed to positions by reemployment must serve a new 6-month probationary period, unless the appointment is to the same class in the same department where the person previously successfully completed a probationary period.

SECTION 1.10 PERFORMANCE EVALUATION AND PERFORMANCE IMPROVEMENT PLANS
The purpose of the performance evaluation is to accurately assess the employee’s overall job performance, and to set goals with the employee that further job knowledge and enhance skills and abilities. Performance Improvement Plans may be implemented based on the Department Head’s sole discretion, are not disciplinary in nature, and aim to assist employees better perform their job duties.

1.10.1 Performance Evaluation
All regular full-time employees regular part-time employees, and part-time employees will receive a comprehensive performance evaluation from their immediate supervisor annually. The 301
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19 evaluation period may be extended if the employee takes a leave of absence. Newly hired City employees, who are subject to a probationary period, may receive an optional performance evaluation during the probationary period, generally six (6) months after the hire date at the City Manager’s sole discretion. In the event more than one (1) person supervises an employee, all supervisors are required to participate in the performance evaluation process. Except for the optional performance evaluation during the probationary period, employees may be eligible for a merit increase in conjunction with their annual performance review.

At-will management positions may receive an optional performance evaluation at the City Manager’s discretion.

Performance evaluations will be prepared on a City performance evaluation form, discussed with the employee, and placed in the employee’s personnel file where it can be examined by the employee at reasonable times upon request. An employee may receive additional performance appraisals from time to time whenever it is considered appropriate by the employee’s supervisor(s). Employees will be required to submit their self-evaluation, accomplishments and goals to their supervisor, prior to the preparation of the performance evaluation.

An employee may file a written response to a performance evaluation, regardless of the overall rating, within thirty (30) working days, which will be placed with the evaluation in the employee’s personnel file. The written response shall be prepared by the employee on their own time. City time and resources may not be used to prepare the written response. There is no requirement for management to respond in writing to the employee’s written response. Performance evaluations provided under this section are not subject to appeal or grievance.

1.10.2 Performance Improvement Plans
An employee’s Department Head, or designee, may place an employee on a Performance Improvement Plan (“PIP”) to correct an employee’s failure to meet departmental performance expectations on consistent basis. The PIP is designed to clarify performance expectation for employees. It is a supplement to, not a replacement for, an employee’s job description detailing the employee’s job duties. A PIP will provide employees, among other things, with the following:
1) specific areas for improvement; 2) recommendations regarding strategies to improve the employee’s job performance; 3) periodic evaluation of the employee’s adherence to the PIP; and 4) timeline indicating the PIP’s duration. At the conclusion of a PIP period, one of the following will occur: 1) the PIP will be concluded because the employee has successfully met the expectations; 2) the PIP will be extended; or 3) disciplinary action will be taken.

SECTION 1.11 OUTSIDE EMPLOYMENT, ACTIVITY, OR ENTERPRISE / CONFLICT OF

INTEREST
As a public agency, the City must be particularly sensitive to real, potential, or perceived conflicts of interest. The City expects all employees to adhere to the highest ethical and professional standards. City employees are employed on the condition that employment with the City is their primary employment and that they shall not engage in any employment, activity or enterprise for compensation which is inconsistent, incompatible or in conflict with his/her duties, functions or responsibilities as a City employee. The purpose of this policy is to establish guidelines for City employees regarding dual employment or outside activities that may conflict with City employment.

No City employee shall use his/her name as an employee of the City to seek benefit from any commercial or business enterprise. No employee shall approve or utilize the name, uniform or 302
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20 prestige of the City, or any City department, for any such purpose. Because of their knowledge and expertise, outside employment or other income opportunities may become available to City employees. If an employee is considering such an opportunity, he or she must fully disclose the employment opportunity to the City and to have it carefully reviewed to avoid conflict of interest.

Failure to disclose outside employment or potential business opportunities that may create a conflict of interest is grounds for disciplinary action up to and including termination.

Employees shall notify the City Manager in writing if they are considering the following:
a. Simultaneous employment by any other employer;
b. Participation in an outside business on their own or with others; or c. Involvement in any other outside activity where they receive any form or amount of compensation.

The City Manager or designee shall determine if a conflict exists. If a conflict of interest or scheduling problem exists, the City may terminate the employee’s City employment unless the employee elects to resign from the other employment or outside activity.

An employee’s outside employment, activity or enterprise may be prohibited if it:
a. Involves the use of City time, facilities, equipment and supplies, the badge, uniform prestige or influence of his/her City department or employment for private gain or advantage. b. Involves receipt or acceptance by the employee of any money or other consideration from anyone other than the City for the performance of an act which the employee would be required or expected to render in the regular course or hours of his/her City employment or as a part of his/her duties as a City employee.
c. Involves the performance of an act in other than his/her capacity as a City employee which may later be subject directly or indirectly to the control, inspection, review or audit, or enforcement of any other employee to the department by which he/she is employed. d. Involves such time demands as would render performance of his/her duties as a City employee less efficient.

Procedure for obtaining approval:
a. The employee shall request authorization of outside employment from the employee’s Department Head, or designee by completing the Authorization for Outside Employment Form prior to entering into the requested outside employment. b. The employee’s Department Head, or designee shall authorize outside employment in accordance with this policy. In the event a request for outside employment is denied, written comments will be provided to the employee. c. The employee’s Department Head, or designee shall furnish the requesting employee a copy of the Authorization for Outside Employment indicating approval/denial and forward a copy to the employee’s personnel file.
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21 d. The employee may appeal the decision determining that the outside employment or activity is prohibited to the City Manager by submitting a written appeal to the City Manager within ten days of such determination. Failure of the employee to submit a timely written appeal shall waive the employee’s right to such appeal. The written appeal shall include reasons that the employee believes the determination that the outside employment/activity is not prohibited under this policy.
e. Within ten days of receiving the employee’s written appeal, the City Manager shall issue a decision either affirming or reversing the determination regarding the employee’s outside employment/activity. The City Manager’s decision shall be final and binding and not subject to any further appeal. An employee who continues outside employment/activity after a determination that such outside employment/activity is prohibited is subject to disciplinary action, including and up to termination of employment.

Every public employee who makes or influences governmental decisions is required to submit a Statement of Economic Interest, also known as the Form 700. The Form 700 provides transparency and ensures accountability. It provides necessary information to the public about an employee’s personal financial interests to ensure that officials are making decisions in the best interest of the public and not enhancing their personal finances, and it serves as a reminder to the employee of potential conflicts of interest so the official can abstain from making or participating in governmental decisions that are deemed conflicts of interest. The City shall determine positions which fall under the above requirements and notify employees accordingly for submittal of initial and annual statements.

SECTION 1.12 TRAINING OF EMPLOYEES

1.12.1 Policy
a. Subject to Department Head approval, City employees are eligible to request specialized training such as conferences, seminars, special courses, etc. at the City’s expense when job related, and where such training also provides a benefit to the City. Training programs may include lectures, courses, demonstrations, webinars, professional association sponsored meetings, or such other examples for the purpose of improving the effectiveness and increasing the knowledge of employees in the performance of their respective duties.

Participation and approval for training shall be at the Department Head’s sole discretion and subject to the limitations of the City’s budgeted resources. The City Manager, Department Heads, and Supervisors shall strive to ensure that employee training resources are distributed in an equitable manner, while taking into consideration the business necessity of the City for achieving various training needs. Costs associated with training may include registration, lodging, meals, and transportation, on a case- by-case basis. Means of transportation will be recommended and approved by the City Manager in accordance with the City’s administrative policies on Travel and Reimbursement, as they may be amended from time to time.

1.12.2 Mandatory Training
Employees may be required to attend mandatory trainings periodically as determined by the City Manager.
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22 SECTION 1.13 POLITICAL ACTIVITIES OF PUBLIC EMPLOYEES The political activities of City employees are governed by the provisions of Government Code Section 3201, et. seq. In addition and pursuant to Section 3201, City employees are not permitted to participate in any political activity while in the uniform of his/her employment unless on official City business. Further, City employees are not permitted to conduct or engage in any political activity or purpose during those hours that he/she should be discharging the duties of his/her position.

SECTION 1.14 USE OF CAMERAS, VIDEO SURVEILLANCE, AND GPS SYSTEMS The City utilizes video surveillance and camera systems in the workplace for business purposes including the safety and security of employees. Such cameras and video systems are located in open areas and lobbies. Employees do not have an expectation of privacy related to the City’s use of these cameras and video surveillance.

The City also maintains GPS devices on all City vehicles. Employees do not have an expectation of privacy related to the City’s use of these GPS devices.

SECTION 1.15 USE OF CITY TECHNOLOGICAL RESOURCES
City employees shall adhere to the City’s administrative policy on Use of City Technological Resources, as such administrative policy may be amended from time to time.

SECTION 1.16 MANAGEMENT PREROGATIVES
The City retains, whether exercised or not, solely and exclusively, all express and inherent rights and authorities with respect to determining the level of, and the manner in which, the City’s activities are conducted, managed and administered. These management rights include, but are not limited to the following:
a. The right and authority to schedule work and/or overtime work. b. The right to direct work. An employee’s job description does not restrict the type of work to which the employee can be assigned.
c. The right to discipline or to discharge employees, where applicable, subject to the procedures set forth in these Rules.
d. The right to determine assignments and to establish methods and processes by which assignments are performed.
e. The right to transfer employees within departments and to positions outside a department in a manner most advantageous to the City.
f. To evaluate employees and to schedule when an employee’s performance evaluation will occur.
g. The right to determine the compensation and benefits that will be paid or provided to employees.
h. The right to make employment decisions.
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23 SECTION 1.17 ACCEPTANCE OF GIFTS
Employees shall adhere to the Political Reform Act and Fair Political Practices Commission (FPPC) regulations with respect to the acceptance and reporting of gifts, and with the City’s administrative policy on Ticket and Pass Distribution, as it may be amended from time to time.

Employees shall not accept compensation of any sort from anyone other than the City as consideration for the performance of an act which the employee would be required or expected to render in the regular course or hours of his/her City employment or as part of his/her duties as a City employee.

Employees who are designated under the Political Reform Act and the City’s Conflict of Interest Code to provide an economic interest disclosure shall submit the required FPPC Form 700 upon entering office, annually, and upon exiting office, under the direction and coordination of the City Clerk, or designee.

SECTION 1.18 TELECOMMUTING
The City maintains a stand-alone Telecommuting Policy, employees should refer to the stand- alone policy for details regarding suitable telecommute work arrangements. As more detailed in the stand-alone policy, some positions are ineligible for telecommuting and are exclusively in- person.

SECTION 1.19 EMPLOYEE’S HOME ADDRESS AND STATUS OF DRIVER’S LICENSE –

DUTY TO UPDATE

1.19.1 Home Address and Related Changes
All City employees shall notify Human Resources and Risk Management regarding any change in their home address, telephone number, email address, and emergency contact information.

1.19.2 Driver’s License Changes
a. The possession of a valid California Driver’s License is a requirement for all City employment positions. Convictions of certain offenses or administrative action by the Department of Motor Vehicles may restrict or prohibit an employee’s ability to drive City vehicles or operate City equipment. Therefore, all such employees shall promptly notify their supervisor, and the supervisor shall ensure that Human Resources and Risk Management is immediately updated on any change, temporary or permanent, in Driver’s License status. b. These changes will be reported in writing directly to Human Resources and Risk Management. The changes will be recorded in the employee’s personnel file. . c. Changes in Driver’s License Status will be evaluated by the employee’s department head on a case-by-case basis to determine whether the employee can fulfill the essential duties of the position, as a result of a change involving temporary suspension or full revocation.
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24 SECTION 1.20 PERSONAL APPEARANCE, GROOMING AND DRESS CODE The appearance employees project to the public and others they come in contact with while at work directly reflects on the City. In the interest of presenting a professional image to the public, the City requires all employees to observe good habits of dress, grooming, and personal hygiene.

Subject to the CROWN Act, employees must always maintain a professional image. a. Non-uniformed employees are required to dress each day in business casual dress.

Business casual wear is a style of dress which projects a professional, business-like image while still permitting employees to wear more casual and relaxed clothing. Business casual does not include play wear, leisure wear, or beach wear. Clothing and footwear should be clean and in good repair. It may not be faded, torn, frayed, or revealing. (i) Examples of appropriate business casual wear include, but are not limited to, khaki, “Docker type”, gabardine, or wool slacks; polo, collared, or short-sleeved dress shirts; twin sets; sweaters; casual dresses and skirts; and loafer, flat, or dress sandals. (ii) Examples of inappropriate clothing include, but are not limited to, sweat pants, overalls, t-shirts (other than those provided by the City), sweatshirts (other than those provided by the City), halter tops, tops that are backless or have a low-cut neckline, any shirt with inappropriate language or artwork, athletic shorts, mini-skirts, clothing that is transparent or see- through; dresses with spaghetti straps, or flip flops. (iii) Upon the approval of an employee’s Department Head, an employee may wear casual attire on a day other than a designated casual dress day, if the employee has been assigned a task that would be unsuited to business casual or formal business attire. b. Formal Business Attire. Employees should always consider each day’s activities when determining what to wear. If an employee is representing the City at a meeting (including City Council and Commission meetings), formal business attire should be worn. c. Grooming. As part of the professional image presented to the public by the City, employees should appear for work in a clean, well-groomed manner. d. Uniforms. Uniformed employees are expected to wear their uniforms when performing normal work activities, regardless of the time of day or day of the week. All uniforms are still expected to be clean and in good repair. Uniformed employees shall not wear their uniforms while off duty, except during brief stops to and from work and during breaks, such breaks and brief stops do not include time an employee spends running personal errands. Employees may be eligible for a uniform allowance depending on their job classification. e. Tattoos. Employees may not display via tattoo, branding, or other form of body art (“collectively tattoo”) any obscene or offensive images, phrases, or expressions (including profanity and nudity) during their work shift if such material is, or may become visible to others during the employee’s work activities while on duty. Employees who have a tattoo, shall reasonably ensure that is not displayed in violation of this requirement by completely covering the tattoo with a skin-toned patch, long-sleeved uniform shirt, or other material approved by their respective department head. Employees with tattoos that are not prohibited but which the employee chooses not to display, may use similar covering options. Purchase of optional or mandatory covering options may be an appropriate use of uniform allowance for eligible employees.
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25 f. Safety. The City may impose additional restrictions on an employee’s attire or grooming when there are safety concerns. Any such restrictions shall be issued in writing. g. Exceptions. The City Manager may grant exceptions to this policy if requested by an employee as a reasonable accommodation on the grounds that the application of this policy would infringe on an employee’s protected characteristics as set forth in Section 1.1 of this Manual, or any other legally protected status.

SECTION 1.21 NEWS MEDIA RELATIONS
From time-to-time, the City, its officials and employees are contacted by representatives of the news media, including press, radio and television. The ultimate authority and the individual responsible for the release of information to the media on behalf of the City is the City Manager.

Any media requests for information on behalf of the City shall be referred to the City Manager or his or her designee. At no time shall a City employee make any comment or release any information to the media on behalf of the City without prior approval from the City Manager or his or her designee.

SECTION 1.22 ATTENDANCE AND PUNCTUALITY
a. Attendance. Employees shall be in attendance on time at their workstation or location. Employees will make every effort to schedule personal appointments outside their working hours. Employee adherence to the rules governing attendance, leaves of absence and tardiness will be reviewed and evaluated during the employee’s annual performance evaluation.

All supervisors will keep track of employee attendance records, which will be reported to Human Resources and Risk Management.
b. Tardiness. It is the responsibility of the employee to arrive at work on or before the assigned time each day. If for some reason beyond the control of the employee, it is not possible for the employee to come to work on time, arrangements in advance with the Department Head must be made at the earliest possible time. In no case will repeat tardiness be tolerated. c. General Absences. Pre-authorized vacations, floating holidays, authorized compensatory time off, authorized paid/unpaid leaves of absence due to bona fide illness or injury, jury duty, bereavement, or other City leaves are the only types of absences permitted. All others will be considered a violation of this Manual.
d. Unauthorized Absences.

An employee who is absent for a full shift without authorization may be considered on an unauthorized leave of absence. An unauthorized leave of absence may be grounds for disciplinary action or a determination of job abandonment under these Rules.

SECTION 1.23 TOBACCO, E-CIGARETTE, VAPING POLICY
Employees shall not smoke, or use tobacco, e-cigarettes, or vape in any City facility or vehicle, or within twenty feet of any City facility, or while on duty in City uniforms. A violation of this policy shall result in disciplinary action.
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26 SECTION 1.24 PERSONNEL RECORDS

1.24.1 Establishment
An employee’s official personnel file will contain all records concerning personnel actions taken, including, but not limited to, performance evaluations, benefit enrollment forms, educational courses taken, and all employment related documents that give a complete employment history.

The City Manager or designee shall keep personnel records confidential to the extent permitted by law. Personnel files may be viewed by the employee upon request. Employee medical information shall be kept in files separate from the official personnel file. Likewise, any grievances filed by an employee as well as documents reflecting a review of such grievances shall be maintained in separate confidential files.

1.24.2 Maintenance
Employees are required to inform the Human Resources and Risk Management Director, or designee, of any changes in name, address, telephone number, marital status, family status, beneficiary, or other information on file. This ensures that state and federal withholding statements, insurances and retirement records are correct. Employees may be liable for any costs incurred by the City as a result of inaccurate personnel information.

1.24.3 Release of Information Concerning City Personnel To ensure personnel information is appropriately and accurately disseminated, the Human Resources and Risk Management Director, or designee will authenticate personnel reference checks and employment verifications, and confidentially handle financial inquires originating from banks, credit unions, etc. regarding current and past City employees. Responses to third party inquiries, including financial inquiries, will be released only upon written employee authorization.

1.24.4 Procedures for Release of Information
a. All outside inquiries and reference checks shall be in writing and shall be forwarded to the Human Resources and Risk Management Director, or designee for response. The Human Resources and Risk Management Director or designee may consult with the City Attorney as to the release of the requested information. All calls for reference checks should be referred to the Human Resources and Risk Management Director.
b. Financial information will be released only after a written request has been submitted to the Human Resources and Risk Management Director or designee by the entity requesting the information, and the employee has executed a written approval to release the requested information. The Human Resources and Risk Management Director, shall verify the authenticity of the written approval to release the requested information prior to releasing an employee’s financial information.
c. The Human Resources and Risk Management Director or designee shall comply with applicable Federal and State laws regarding release of public employee information and shall consult with the City Attorney whenever there are questions concerning the release of an employee’s information. Nothing in this section shall be construed as prohibiting the City from releasing information required by law, including but not limited to a subpoena or court order. 309
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27 d. Any employee who receives a request for a personal reference by a former or current employee is required to forward that request to the Human Resources and Risk Management Director. Only the City Manager and the Human Resources and Risk Management Director or their designees are authorized to provide references for former or current employees on behalf of the City. No other employee is authorized to provide such written or verbal references or recommendations for former or current employees. Further, no other employee is authorized to respond to questions from persons outside the City about former or current employees regarding their work performance.

1.24.5 Employees with Access to Confidential Information In performing their duties, employees may have access to confidential information, including employees’ personnel files and the personal, financial and medical information of other City employees. In addition, some City employees will be involved in some communications with the City Attorney’s Office which can be protected by the Attorney-Client privilege. Employees with such access are required to keep such information confidential.

1.24.6 Personnel/Payroll Files – Right to Inspect
a. California law provides that current and former employees (or a representative) have the right to inspect and receive a copy of the personnel files and records that relate to the employee's performance or to any grievance concerning the employee. b. Inspections shall be allowed at reasonable times and intervals, but not later than 30 calendar days from the date the City receives a written request. Upon a written request from a current or former employee, or a representative, the City shall provide a copy of the personnel records, at a charge not to exceed the actual cost of reproduction, not less than 30 calendar days from the date the City receives the request.
c. To facilitate the inspection, the City shall (1) maintain a copy of each employee's personnel records for a period of not less than three years after termination of employment, (2) make a current employee's personnel records available for inspection, and if requested by the employee or representative, provide a copy at the place where the employee reports to work, or at another location agreeable to the employer and the requester. If the employee is required to inspect or receive a copy at a location other than the place where he or she reports to work, no loss of compensation to the employee is permitted, (3) make a former employee's personnel records available for inspection, and if requested by the employee or representative, provide a copy at the location where the employer stores the records, unless the parties mutually agree in writing to a different location. The City is not required to make those personnel records or a copy available at a time when the employee is actually required to render service to the employer, if the requester is the employee.
d. The City shall take reasonable steps to verify the identity of a current or former employee or an authorized representative. Prior to making records available for inspection or providing a copy of those records, the City may redact the name, or any other personally identifying information of any other employee contained in the subject employee’s personnel files. e. The right to inspect personnel files and records does not apply to records relating to the investigation of a possible criminal offense, letters of reference, or ratings, reports, or records that (a) were obtained prior to the employee’s employment, 310
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28 f. were prepared by identifiable examination committee members, or (c) were obtained in connection with a promotional exam.
g. The City shall permit current and former employees to inspect or copy payroll records pertaining to that current or former employee.
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29 CHAPTER 2 – CLASSIFICATION AND COMPENSATION
SECTION 2.1 EMPLOYEE CLASSIFICATIONS/AUTHORIZED POSITIONS Authorized full-time and part-time positions, with classification titles and pay ranges specified, shall be established from time to time upon adoption of a resolution by the City Council. The job descriptions for such positions shall be approved by the City Manager or his or her designee and revised as deemed necessary or desirable. Unless otherwise stated, the following definitions shall apply for purposes of Authorized Positions under this Manual:
a. Regular Full-time Employee: A full-time non-management employee who is appointed to a position for a six-month or longer term, who has successfully completed his or her probationary period in their position in the classified service and is occupying a classified position established on a continuing basis, and is employed to work at least 2080 hours per year on a regular schedule, and is eligible for the City’s retirement program and full benefits. Such positions are designated as “general” on the City’s adopted Salary Schedule. b. Regular Part-time Employee: A part-time non-management employee who is appointed to a position for a six-month or longer term, who has successfully completed his or her probationary period in their position in the classified service and is occupying a classified position established on a continuing basis, and is employed to work a minimum of 30 hours per week, and less than 2080 hours per year, and is eligible for the City’s retirement program and half the benefits of a regular full-time employee. Such positions are designated as “general” on the City’s adopted Salary Schedule.
c. Temporary Part-time Employee: A part-time non-management employee who is employed to work 29 hours per week or less. Such positions are designated as “part-time” on the City’s adopted Salary Schedule. Employees hired in this category are excluded from receiving benefits, except as otherwise expressly provided under this Manual or as required by law, and serve at the will of the City Manager. Those temporary part-time employees who are assigned such hours that result in an accumulation of 1,000 hours within the fiscal year, shall become eligible for participation in the City’s retirement program. . Paid Interns shall be included in this category, as well as temporary or seasonal employees.
d. Probationary Employee: Every new employee in a regular full-time or part-time position shall serve a probationary period of twelve (12) months, exclusive of time off for leaves of absence as hereinafter permitted. The probationary employee will be evaluated periodically during the probationary period and is subject to dismissal, with or without cause, at the discretion of the City Manager. The termination can be exercised at any time during the probationary period.

Effective on the first day following completion of the probationary period, if the employee’s performance has been satisfactory and the City Manager approves his/her retention, the employee shall be considered thereafter a full-time or part-time regular employee of the city.

Probationary employees are also deemed “Disaster Service Workers” per Section 2.1.i. below. e. Exempt Employee: An employee who is exempt from the overtime provisions under applicable law.
f. Non-Exempt Employee: An employee who is covered by the overtime provisions under applicable law.
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30 g. “At-Will” Employee: A full-time management employee who is not included in the classified service. Such positions are designated as “management” on the City’s adopted Salary Schedule. Employees who are hired pursuant to Federal/State/County/Regional agency funding assisted programs are at-will employees and subject to termination when program funding terminates. An “at-will” employee may be dismissed by the City Manager at any time with or without reason and without prior notice or right of appeal. While many sections of this Manual apply to “at-will” employees, others shall not, and inclusion of those sections does not change the status of “at-will” employees. Nothing in this Manual or in any document or statement shall limit the right to terminate an “at-will” employee without prior notice, without any reason, and without a right to appeal the termination decision.
h. Volunteer/Unpaid Interns: An individual who accepts an unpaid position with the City to perform specific tasks. A volunteer or unpaid intern is not an employee, and can be released at any time and for any reason without the right of appeal. i. Disaster Service Workers: The protection of the health and safety, and preservation of lives and property of the citizens of the City of Eastvale from the effects of natural, manmade, or war-caused emergencies which result in conditions of disaster or in extreme peril to life, property and resources is of paramount City importance requiring the responsible efforts of public and private agencies and individual citizens. In furtherance of the exercise of the power of the City in protection of its citizens and resources, ALL City employees are hereby declared to be Disaster Service Workers subject to such disaster service activities as may be assigned to them by their superiors or by law.

SECTION 2.2 WORKWEEK AND SCHEDULES

2.2.1 General Policy
a. The City’s standard workweek for all employees begins at 12:00 a.m. each Monday and ends at the following Sunday at 11:59 p.m. The City may establish additional standard workweek schedules to accommodate other unique circumstances. b. City Hall’s normal operating hours are 7:30 a.m. to 5:30 p.m., Monday through Thursday. City Hall is closed every Friday.
c. Depending on City requirements, some employees may be required to work different schedules, which may include working outside of City Hall’s normal operating hours.

Each employee’s scheduled hours of work will be determined based on staffing requirements to meet the needs of the City and our business objectives. Therefore, the City reserves the right to schedule employees to work an earlier or later schedule. d. Variations in work schedules may be approved by the City Manager, however, must be requested and approved in writing prior to the employee making any changes to their schedule. Such requests will be evaluated as to their impact on the needs of the City, and to ensure appropriate and adequate staff coverage, in considering the request for a modified schedule.
e. The City reserves the right to change an employee’s work schedule to meet the needs of the City.
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31 2.2.2 Full-time Exempt (Salaried) Employees Work Schedule Exempt (salaried) employees are generally expected to maintain the same work schedule and office hours as non-exempt employees unless pre-authorized by the employees’ pertinent Department Head. The City will consider the need for exempt employees to have some flexibility in the work schedule, to the extent that exempt employees demonstrate that they are meeting the requirements of their position (including any supervisory obligations), and that a minimum of forty (40) hours per week is achieved, which shall include use of approved leaves from time banks (e.g. sick leave, vacation leave, etc.). Variances in the employee’s regular schedule must be discussed and approved in advance by the pertinent Department Head. In all cases, the business needs of the City and its residents must be a top priority. Any perceived abuse of the City’s flexibility, and/or failure of the exempt employee to fully perform their job duties or to fulfill the required forty (40) hours will result in the loss of privilege for flexibility. Exempt employees shall not receive less than forty (40) hours per week compensation as salaried employees, except as permitted by law. Such instances should be discussed with the Human Resources and Risk Management Director for appropriate review and handling.

Exempt employees shall work extra hours as needed to perform their duties, to attend special events, and/or to attend meetings after hours as required by the pertinent Department Head.

Exempt employees receive management leave in recognition of the extra hours they are expected to work.

2.2.3 Regular Full-time Non-Exempt (Hourly) Employees Work Schedule All full-time non-exempt (hourly) employees shall work one of the following assigned shifts: 1) 7:30 a.m. – 6:00 p.m. with an unpaid thirty-minute (30) meal period; 2) 7:00 a.m. – 5:30 p.m. with an unpaid thirty (30) minute meal period; or 3) 7:00 a.m. – 6:00 p.m. with an unpaid one (1) hour meal period. Other variations may be authorized by the pertinent Department Head on a case- by-case basis, subject to City Manager approval.

2.2.4 Part-time Non-Exempt (Hourly) Employees Work Schedule All part-time non-exempt (hourly) employees shall work designated hours as established by their supervisors and department heads, and shall be eligible for rest and meal breaks consistent with the rules for full-time non-exempt employees.

2.2.5 Make-up Time for Non-Exempt (Hourly) Employees
a. Make-up time is available for all regular full-time, regular part-time, and temporary part-time employees who are paid on an hourly basis (non-exempt, as defined under section 2.1(f) above).
b. The City does not require employees to work make up time. Make-up time allows a non-exempt employee to voluntarily request time off for a personal obligation and to make up the time on another day in the same workweek.
c. Notwithstanding the foregoing, non-exempt employees will be paid overtime when more than forty (40) hours are worked in a workweek. Sick leave, vacation leave, holidays, management leave, or other leaves are not hours worked and shall not be counted towards the calculation of overtime.
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32 d. Requests must be submitted in writing to the employee’s immediate supervisor.

The employee’s immediate supervisor will review the employee’s request and discuss with the Department Head. The request must be approved in advance by the employee’s supervisor and Department Head prior to performing any make- up time. Please note that the City cannot guarantee make-up time will be approved or provided.
e. Advance notice is required in order that the City may plan for work coverage.

Employees are required to provide the City with seventy-two (72) hours’ notice, except in the case of emergencies. Same-day requests are discouraged, and will be considered on a case-by-case basis and in emergency situations.
f. Any perceived abuse of the City’s flexibility (e.g. failure to provide advance notice on a recurring basis) will result in denial of make-up time request.

2.2.6 Special Events, City Council Meetings, and Commission Meetings All employees may be required to work special events i.e. EEK!Vale, Miracle Holiday Event, National Night Out, and other similar events, and may be required to attend City Council, Commission and/or other meetings. Compensation for such hours worked shall be provided consistent with this Manual as required by law.

SECTION 2.3 PAYROLL PROCESSING

2.3.1 General Information
The City processes payroll on a bi-weekly basis with twenty-six (26) pay periods in each calendar year. Payday will be the Thursday following the close of the pay period and is paid on Thursday by direct deposit.

2.3.2 New Hires and Employee Changes
Human Resources and Risk Management provides all applicable new hire personnel forms to each new employee, and prepares the Personnel Action Form (PAF) for all newly hired employees. Personnel Action Forms are also required for any employee changes including, but not limited to, position change, salary increase, benefit change, etc. The Personnel Action Form identifies programs and account numbers the employee’s time will be charged to and must be approved by the City Manager, Finance Director, and Department Head. Human Resources and Risk Management enters new employee data into the payroll system. The Human Resources and Risk Management Director, reviews the entries for completeness and accuracy.

2.3.3 Time Sheets
a. All Non-Exempt Employees:
(i) All-time records, including time sheets, represent legal documents that are used to accurately record working time and to compensate employees properly. All non-exempt employees shall record accurately all exact time worked. (ii) To ensure the accuracy of all-time records, non-exempt employees will input their own time into the electronic timesheet system and acknowledge that they recorded all 315
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33 hours worked accurately, received all rest and meal periods as required under this Manual, and reported any injuries or on the job illnesses to their supervisor. (iii) Non-exempt employees must ensure that the time sheets are submitted on the day and prior to the cut-off time designated by the City. (iv) Under no circumstances shall a Supervisor or employee input time on behalf of another employee. Limited exceptions to this may be granted by Human Resources and Risk Management in the case of an emergency or absence. Where so authorized, employees may instead provide their time sheet information via written/email communication. b. Exempt Employees: All exempt (salaried) employees must complete time sheets in order to record regular time worked and exception hours (e.g. sick leave, vacation, etc.). c. Supervisors:
(i) Supervisors shall review and address potential issues in time entries.

Supervisors shall approve each time sheet via the electronic timesheet system, attesting to the completion of such review and that the time recorded reflects all work performed by the employee of which the supervisor was reasonably aware.
(A) To carry out this duty, supervisors are responsible for daily monitoring of the following for non-exempt employees:
• Start time for each workday;
• Start time for each meal period;
• End time for each meal period;
• End time for each workday;
• Whether a meal period is taken (if no meal period is taken, this must be stated);
• All actual time taken as paid leave; and
• Any additional time during which work is performed, including work performed outside the regular shift.

2.3.4 Deductions
Any benefit or insurance deductions associated with payroll will be withheld from the first and second paycheck of each month. Cafeteria cash outs will be paid in two equal payments on the first and second paycheck of each month. With bi-weekly pay periods, there are two (2) months during the year that a third paycheck will be received. There will not be any benefit/insurance deductions taken on the third paycheck of a month.

2.3.5 Issuance of Paychecks
After all entries have been verified and applicable corrections made, payroll checks are processed.

The paychecks are scanned and kept in a secure location until payday. The Human Resources and Risk Management distributes pay stubs to all employees on pay day. 316
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34 2.3.6 Final Payment upon Separation of Employment
Human Resources and Risk Management prepares and processes the final paycheck including payoff for unused accrued vacation and any other vested leave with a provision for cash payout at termination under this Manual. After receipt of the approved Personnel Action Form and approved time sheet, the City Manager reviews the calculations and proof list before providing approval for issuing an employee’s final paycheck.

SECTION 2.4 REST AND MEAL PERIODS – NON-EXEMPT (HOURLY) EMPLOYEES a. Employees whose total daily work time is at least 3.5 hours must take a mandatory paid rest period of fifteen (15) minutes. A fifteen (15) minute rest period is mandatory for every four (4) hours worked, or “major fraction thereof.” As much as practicable, the rest break should be taken in the middle of the work period.
b. Employees who work more than five (5) hours must take an unpaid, off-duty meal period of at least thirty (30) minutes.
c. Employees who work more than ten (10) hours are entitled to a second unpaid meal break.

In the event that an employee cannot be completely relieved of all duties during a meal break, the employee will be paid during the meal break, and such time shall constitute hours worked. d. Employees should refrain from taking rest and meal breaks at their desks to ensure that a bona fide, uninterrupted rest and meal break has been taken. e. Rest breaks are treated as hours worked, and are paid as time worked. f. Rest and meal breaks may not be saved or used at another time or to make up a late arrival, or to shorten the workday. Rest breaks shall not be combined with meal periods to provide an extended meal period.
g. Rest and meal breaks may not be taken within one (1) hour of starting time, or quitting time unless special circumstances make this desirable, and in which case prior approval shall be obtained from the employee’s immediate supervisor. h. Non-exempt employees must accurately record each meal period on the timecard.

Each meal break must be at least 30 minutes long.
i. Supervisors are responsible for ensuring that employees are provided the opportunity for rest and meal breaks in accordance with these rules. Supervisors are also responsible for scheduling meal and rest breaks to provide for appropriate coverage of work.

SECTION 2.5 OVERTIME COMPENSATION/COMPENSATORY TIME OFF Non-exempt (hourly) employees who work more than forty (40) hours in a workweek shall be compensated at the rate of one and one-half (1.5) times the employee’s regular rate of pay, either as paid time at one and one-half (1.5) times the regular rate of pay or as compensatory time off accrued at the rate of one and one-half (1.5) times the regular rate of pay for all hours worked in excess of forty (40) in any workweek. For the purposes of this policy, holidays, sick leave usage, 317
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35 vacation leave usage, and other pre- scheduled time off shall not be considered work time, towards the calculation of overtime.

The following provisions apply to Compensatory Time Off (CTO):
a. Non-exempt employees may choose to be compensated for overtime work through compensatory time off (CTO) at the rate of one and one-half hours CTO per overtime hour worked, instead of receiving cash payment. The decision to receive overtime pay or CTO credit must be made at the end of the workweek in which the overtime is worked, at the employee’s option, provided that the employee has not accrued the maximum CTO allowed under this policy and subject to approval by the Department Head and/or City Manager or designee. b. Employees may accrue CTO up to a maximum of 60 (equivalent to 40 hours of worked overtime). If an employee reaches this maximum limit they will be paid for all overtime worked until the CTO balance has been reduced below 60 hours. c. Employees who request to use accrued CTO will be permitted to use the CTO within a reasonable period after making the request so long as the use of CTO does not unduly disrupt the operations of the City as determined by the Department Head. Employees may not be forced to use compensatory time already held, but may be encouraged to reduce the amount of accrued hours.
d. Employees may not convert unused CTO to cash-out pay except at termination of employment or upon change in eligibility for CTO accrual. Unused CTO shall be paid out at the rate of pay required by the Fair Labor Standards Act (“FLSA”). The rate of pay required by the FLSA is the higher of (i) the average regular rate received by the employee during the last 3 years of employment, or (ii) the final regular rate received by the employee.

SECTION 2.6 BI-LINGUAL PAY
Regular full-time and regular part time employees who are certified as bi-lingual by the City in accordance with these provisions and who are routinely and consistently assigned to provide bi- lingual services in positions requiring communication skills in languages other than English are eligible for bilingual pay. Bi-lingual pay may be suspended for employees who are on a leave of absence from the City. The City may pro-rate the employee’s bi-lingual pay based on the length of the leave of absence.

Eligible regular full-time employees may receive an additional $100.00 per month for bi-lingual services, and eligible regular part-time employees may receive an additional $50.00 per month.

The City Manager will be the final authority to determine which positions are eligible to receive bi- lingual pay, to assign and approve bi-lingual pay, and to remove bi-lingual pay from employees based on business necessity. Each Department Head will be able to provide recommendations to the City Manager regarding the languages needed and the total number of staff to provide services to the public. Employees being considered for bi-lingual services shall be required to pass a bi-lingual proficiency test for both speaking and writing skills. Human Resources and Risk Management will arrange for the testing, as required. Employees who pass the tests, and are considered certified, shall receive their bi-lingual pay effective the pay period following certification.

To the extent permitted by law, the value of the compensation for bi-lingual pay is considered special compensation and shall be reported as such to CalPERS pursuant to Title 2 CCR, Section 571(a)(4) (for Classic Members) or Title 2 CCR Section 571.1(b)(3) (for New Members) 318
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36 – Special Assignment Pay. Bi-lingual pay shall be reported to CalPERS periodically when earned, on a per pay period basis. However, the City makes no representations or guarantees whatsoever with respect to whether CalPERS shall include said bi-lingual pay as compensation for purposes of benefit determination and CalPERS shall make the sole determination as to inclusion.

SECTION 2.7 TEMPORARY ASSIGNMENTS
Employees may be temporarily assigned higher or lower duties without a change in pay and such action shall not be deemed as a transfer, demotion, promotion, or reclassification. In all cases where periodic or regular variations in assignments occur because of seasonal or operational needs, the nature of the duties, the work schedule or a position from which the incumbent is on extended leave of absence, such variations shall be considered as incidental to the position.

2.7.1 Acting Assignment to Higher Position
Acting appointments may be used to fill positions that are vacant or that are temporarily vacant, such as when an employee is on an extended leave of absence. a. Whenever the needs of the City require an employee to temporarily perform the duties of a higher classification than that in which the employee is currently employed for a period of more than twelve (12) consecutive working days, the employee shall receive the salary rate of the higher class in which the employee is performing the required duties. In such cases, the employee shall be paid at an appropriate step of the current salary schedule of the higher classification which will assure an increase of not less than 5% greater than the salary of the employee’s current position, but in no case shall such salary exceed the top salary step of the higher classification. The higher salary rate payable shall commence on the thirteenth working day following the temporary reassignment to the performance of duties of the higher classification.

The requirement for the performance of duties of the higher classification shall be placed in writing by the City Manager, or the City Manager’s designee, following recommendation by the affected Department Head. No employee shall be required to perform any of the duties of a higher classification unless that employee is deemed to possess the minimum qualification of the higher classification by the City Manager, or the City Manager’s designee, as recommended by the affected Department Head.
b. The employee assigned to perform the duties of a higher classification shall not serve for more than ninety (90) working days in a higher classification whenever a vacancy exists without the announcement by the City Manager, or the City Manager’s designee, of an approved examination as otherwise provided in this Manual. In no case shall an employee serve more than 960 hours in a fiscal year or six (6) total months, whichever comes first, in a higher classification without successfully passing the examination.
c. An employee appointed in an acting capacity shall be eligible to receive performance increases in the permanent position during the acting appointment but shall not be entitled to performance increases in the position which the employee holds in an acting capacity.

If successful in being promoted, the period of time of service in the higher classification shall be credited for the promoted employee toward the required period of probation for the higher classification as otherwise required in these rules.
d. The City Manager, or the City Manager’s designee, shall obtain the employee’s written consent for the temporary performance of any of the duties of the higher classification beyond a period of twelve (12) working days, prior to an employee assuming or continuing the 319
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37 duties and compensation of a higher classification, which consent shall clearly state that it is understood that employee’s salary rate will revert to the salary rate in the employee’s permanent position upon the expiration of the need for the performance of the duties of the higher classification.

SECTION 2.8 CALL BACK PAY
Call back duty occurs when a non-exempt employee is ordered to return to duty on a non- regularly scheduled work shift. Call back does not occur when an employee is held over from his/her prior shift or is working prior to his/her regularly scheduled shift. An employee called back to duty shall be credited with a minimum of two (2) hours work commencing at the time of the call or contact. Any call back lasting two (2) hours or less shall result in a credit for two (2) hours worked. A subsequent call received during a call back shall not result in an additional two (2) hours minimum call back pay, but shall be paid as actual time worked.

SECTION 2.9 ON CALL (STANDBY) PAY
Non-exempt (hourly) employees may be assigned to twenty-four (24) hours on call duty on a week- end, holiday or non-scheduled work day, or on call duty between regularly scheduled work shifts, requiring the employee to respond to emergency calls. Response to emergency calls shall occur within sixty (60) minutes from the time the employee receives the communication.

Response calls may require the employee to report back to work.

An employee serving on-call under this section shall receive two hours of the employee’s regular rate of pay per on-call assignment, regardless of the on-call assignment duration. . Said compensation is exclusive of any other compensation that may be provided for time worked. Non- working on-call hours shall not count as hours worked, however, compensation for such hours shall count towards calculating the employee’s regular rate of pay.

SECTION 2.10 CAR ALLOWANCE
The City Manager may approve a car allowance, not to exceed $300 per month, for select at-will employees as determined appropriate by the City Manager. There is no right to a car allowance and the City Manager may reduce or eliminate a previously approved car allowance at any time.

At-will employees who receive a car allowance shall do so in lieu of receiving a mileage reimbursement from the City for use of their personal vehicle for City-related travel.

SECTION 2.11 PHONE ALLOWANCE
The City Manager shall designate those positions requiring either the issuance of a cell phone for the conduct of City business, or the provision of a cell phone allowance in the amount of $40 per month, when designated employees use their own phone.

SECTION 2.12 SALARY AND WAGE SCHEDULES
The salary and wage schedule for authorized full-time and part-time positions shall be established from time to time upon adoption of a resolution by the City Council.

The City complies with all applicable state and federal laws regarding equal pay. Compensation to employees shall be based upon job classification and defined factors including education, training, experience, consequence of action, essential functions/duties and responsibilities, 320
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38 judgment/decision-making, and supervision received and exercised. In all cases, wages shall not be based on factors prohibited by law.

SECTION 2.13 ADVANCEMENT WITHIN THE SCHEDULE

2.13.1 Merit Increases
The City Manager shall effect such merit-based advances as the City Manager may deem advisable based upon the employee's ability, proficiency, and performance within the authorized salary range.

Employees who receive a rating of less than satisfactory (i.e. needs improvement) shall not be eligible for a salary increase for the rating period. When sustained improvement has been observed, the Department Head may prepare and submit an interim performance evaluation and recommend a salary increase to the City Manager.

2.13.2 Special Merit Increases
The City Manager, upon recommendation from a Department Head, may approve a Special Merit Increase for an eligible employee. Department Heads shall discuss such instances with the City Manager and prepare a memorandum to document superior, outstanding and meritorious performance warranting such special monetary recognition. Such increases shall not exceed 5% and are subject to the approval of the City Manager. Special Merit Increases shall typically occur outside the employee’s normal rating period. An employee receiving a Special Merit Increase shall remain eligible for their normal merit increase at the prescribed evaluation period. Special Merit Increases shall be rare exceptions, not the rule, and may not exceed the maximum of the established salary range.

SECTION 2.14 CHANGES IN EMPLOYMENT STATUS

2.14.1 Transfer
The City Manager, may, at any time, transfer an employee from one position to another position in the same or comparable class. A comparable class is one with essentially the same maximum salary limits, involves the performance of similar duties, and requires substantially the same basic qualifications. Transfer shall not be used to effectuate a promotion, demotion, advancement, or reduction, each of which may be accomplished only as provided in this Manual. No person shall be transferred to a position for which he/she does not possess the minimum qualifications.

2.14.2 Promotion
A promotion is the appointment of an employee from one classification to a classification having a higher base salary range. A promoted employee shall receive the entrance rate of the new range or a five percent (5%) increase in salary, whichever is greater, provided that no employee is thereby advanced above the final step of the higher base salary range. The promotion effective date shall be the first day of the pay period following the approval of the appointment. 321
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39 2.14.3 Reclassification
An employee whose position has been reclassified from one class to another class, which has a higher base salary range, shall be placed at the entrance point of the new range or at a step within the range that is not less than 5% and not more than 10% increase in salary. Ensuing merit increases will be due one (1) year from the date of the adopted reclassification. Reclassified employees are not required to serve a probationary period.

2.14.4 Demotion
A demotion is the appointment of an employee from one classification to a classification having a lower maximum rate of pay.
a. An employee demoted for disciplinary reasons shall be placed on the same step within the base salary range of the class to which demoted. b. A promotional probationary employee who is returned to former classification during the probationary period shall be placed on the same step within the base salary range or the former classification that the employee was on at time of promotion. No credit shall be granted for time spent at the promoted level for next step advance due date. c. An employee demoted for non-disciplinary reasons shall be retained at the same salary rate, provided that the salary rate does not exceed the maximum of the salary range of the demoted class. With the approval of the City Manager, the employee may be “Y-rated” (rate of pay is frozen at the rate of pay immediately prior to the demotion). The rate of pay of an employee that is Y-rated will not change until the employee’s classification salary scale and step equals or exceeds their Y-rated level.
d. An employee who voluntarily demotes from one classification to a classification with a lower maximum salary range shall be placed within the new salary range.

2.14.5 Suspension
The City Manager may suspend, and approve the recommendation of a Department Head, to suspend an employee at any time for just cause, in accordance with Chapter 5 of this Manual.

2.14.6 Reinstatement
With the approval of the City Manager, a regular employee who has resigned with a good record may be reinstated within one (1) year to his/her former position, if vacant, or to a vacant position in the same, comparable, or lesser class provided he/she possesses the minimum qualifications for the position.

Reinstated employees do not retain any benefits or rights previously earned by virtue of his/her former employment unless approved by the City Manager. The employee will be appointed as a new employee and serve a new probationary period, unless specifically waived in writing by the City Manager. No credit for former employment shall be granted in computing salary, vacation, or other benefits except on the specific recommendation of the City Manager at the time of reinstatement unless otherwise required by law. The employee shall have a new hire date that is applicable to all benefits, including retirement and retirement health benefits, unless otherwise required by law.
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40 SECTION 2.15 TRAVEL EXPENSES
The City’s administrative policies on Travel and Reimbursement, as they may be amended from time to time, shall serve to provide policy related to this topic.

SECTION 2.16 EDUCATIONAL EXPENSE REIMBURSEMENT
The City will provide all employees with educational expense reimbursement for courses which relate to their job duties or the completion of a degree in a field related to City operations, subject to City Manager approval, at the City Manager’s sole discretion. An employee may be reimbursed for up to $2,500 per fiscal year, not to exceed a cumulative total of $10,000 for full-time employees and $5,000 for part-time employees. Note: Reimbursement under this section do not encompass expenses related to any certificates or licenses that are required as provided in an employee’s job description. Such expenses are directly reimbursed to the employee and are not subject to the requirements for reimbursement under this section.

To be eligible for reimbursement under this section, an employee must satisfactorily complete 12 months of employment prior to qualifying for course approval and subsequent reimbursement. If eligible, an employee must do the following to obtain reimbursement: 1) receive course approval prior to registration from Human Resources and Risk Management, Department Head, and City Manager; 2) provide Human Resources with evidence of satisfactory ("C" grade or better) completion of the approved course. Human Resources and Risk Management shall, at its own sole discretion, make a determination as to whether the evidence provided by the employee of satisfactory course completion is sufficient; 3) submit receipts for tuition, enrollment fees, and/or books within 60 days of course completion; and 4) sign a form agreeing to repay the City the reimbursed amount if the employee voluntarily separates from the City or is terminated for cause within 24 months of the date of the reimbursement.

If there is insufficient funding to pay for all pending or anticipated future reimbursement requests, the City Manager may devise a fair and equitable manner for allocating the funds available amongst the eligible employees.
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41 CHAPTER 3 EMPLOYEE BENEFITS
SECTION 3.1 HOLIDAYS
All regular full-time employees, regular part-time employees, at-will full time employees, and full- time and part-time employees who are in their probationary period, shall have the following holidays as time off with pay:

1. January 1st, known as “New Year’s Day”

2. The third Monday in January, known as “Martin Luther King Jr. Day”

3. The third Monday in February, known as “Presidents’ Day”

4. The fourth Monday in May, known as “Memorial Day”

5. July 4th, known as “Independence Day”

6. The first Monday in September, known as “Labor Day”

7. November 11th, known as “Veteran’s Day”

8. The fourth Thursday in November, known as “Thanksgiving Day”

9. The day after Thanksgiving Day

10. December 24th, known as “Christmas Eve Day”

11. December 25th, known as “Christmas Day”

12. One (1) floating holiday.

The City Council may approve additional paid holiday(s) for employees in any given fiscal year from time to time by resolution.

In the event a holiday falls upon a Friday or Saturday, the prior workday will be taken in lieu of the holiday; in the event a holiday falls upon a Sunday, the following workday will be taken in lieu of the holiday. Holidays occurring during an employee’s vacation shall be treated as a paid holiday.

Employees who are absent from work on a holiday due to unpaid leave of any form, shall not receive reimbursement or payment for the missed holiday.

All regular part-time employees and regular part-time employees who are in their probation period shall receive the defined holidays as time off with pay at one-half (1/2) (e.g. 5 hours paid holiday).

Floating holidays will be provided at the beginning of the calendar year. Floating holidays not used during the calendar year in which they are provided will be converted to vacation time and treated in the same manner as provided in Section 4.2 of this Manual, including counting toward an employee’s maximum vacation accrual and the vacation buy-back provisions.

SECTION 3.2 WINTER HOLIDAY CLOSURE
City Hall closes to the public during the winter holiday period beginning December 17 through January 1 of each year (actual dates may vary depending on the day of the week the holiday falls).

Certain City operations may continue during this Winter Holiday Closure while others will not, as determined appropriate by the City Manager.

In conjunction with the City paid holidays, including December 24th, December 25th, December 31st, and January 1st, employees not required to work during all or a portion of the Winter Holiday Closure will be required to use their accrued leave time (vacation, compensatory, management leave, or floating holiday time) to equal the remainder of their regular work schedule hours/days during the Winter Holiday Closure.
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42 The City Manager may approve an employee’s ability to work during the Winter Holiday Closure based on the City’s needs and at the City Manager’s sole discretion. .

If an employee is ordered to return to duty during the Winter Holiday Closure, the time called back during regular work hours will be deducted from the leave hours being used.

SECTION 3.3 INSURANCE BENEFITS
All employees in regular full-time or regular part-time positions, shall be eligible for the City’s insurance benefits which may include medical, dental, vision, life, short-term and long-term disability insurance policies including Accidental Death and Dismemberment (AD&D), or, alternatively in a recognized cafeteria plan approved by the City Council. These benefits may be increased or decreased from time to time. The City reserves the right to change carriers and/or eliminate any type of coverage at its absolute discretion. No employee has any vested right to any type of insurance coverage or benefits.

3.3.1 Cafeteria Plan
New employees who are hired between the first and the 14th day of the month shall be eligible for the full amount of the City’s cafeteria plan contribution for the first month of employment. Those new employees hired on or after the 15th of the month shall be eligible to receive one-half (1/2) of the City’s cafeteria plan contribution for the first month of employment.

The current City contribution towards the cafeteria plan for full-time employees is $1,600.00 per month. Regular part-time employees receive $800.00 per month. City Council may amend the amount provided as contribution under this section from time to time by resolution.

Employees hired before December 1, 2017, are eligible to receive up to 100% of their unused cafeteria allowance as a cash out benefit on monthly basis, such cash out amount is divided equally between the first and second paycheck of each month. Employees hired on or after December 1, 2017, are eligible to receive up to 50% of their unused cafeteria allowance as a cash out benefit on monthly basis, such cash out amount is divided equally between the first and second paycheck of each month.

3.3.2 Life Insurance
Life insurance coverage shall be provided by the City for eligible employees and elected officials as follows:

Level 1 – City Manager and Management – 2x annual salary to a maximum of $400,000.

Level 2 – All Other Eligible Employees – 2x annual salary with a minimum of $100,000.

Employees who are eligible for management leave under Section 4.15 shall be considered management employees for the purposes of life insurance benefits.

Life insurance premiums for eligible employees are paid for by the City. Short Term Disability Insurance and Long-Term Disability Insurance
The City does not participate in the State of California’s Disability Insurance (SDI) program which includes the paid family leave program. Employees remain eligible for “unpaid” family and medical leave as provided by State and Federal leave laws. Employees should refer to the City’s Family 325
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43 Care and Medical Leave, Pregnancy Disability Leave, and Military Family Leave Policy for additional details, including eligibility and use of accrued leave to receive pay during leave.

The City’s Short-Term Disability plan provides a maximum benefit period of 83 days, and the Long-Term Disability program goes into effect after 90 days. The City uses a third-party company as the plan administrator. Additional plan information, including elimination periods, and the monthly benefit amounts may be obtained from Human Resources and Risk Management. Short- Term and Long-Term disability insurance premiums for eligible employees are paid for by the City.

SECTION 3.4 RETIREMENT BENEFITS
Eligible employees shall be members of the California Public Employees' Retirement System (CalPERS). The City is a member of CalPERS. Eligible employees are required to participate in accordance with the rules of CalPERS. Employees pay the full amount of the employee’s contribution to CalPERS. Retirement health insurance benefits are provided to retirees in compliance with the Public Employees’ Medical and Hospital Care Act (PEMHCA) and City Council Resolution No. 2011-

03. The City shall pay no more than the monthly minimum employer contribution prescribed by Government Code section 22892 and Resolution No. 2011-03 toward retiree health benefits.

Except as otherwise provided by law, employees not eligible for membership in CalPERS, shall be enrolled in the Accumulation Program for Part-Time and Limited-Service Employees (APPLE) in lieu of enrollment in the federal Social Security Retirement System. APPLE-enrolled employees will pay 3.75% of salary into the program and the City will match that amount. Accumulated funds in APPLE will earn interest on contributions. More information about APPLE can be received from Human Resources and Risk Management.

SECTION 3.5 TEMPORARY PART-TIME EMPLOYEES
Employees of the City designated as temporary part-time (less than 20 hours per week and no more than 1000 hours in a fiscal year) are non-benefitted and shall be compensated on an hourly basis as specified by the position classification in which they are assigned. Temporary Part-time employees are not eligible for participation in any benefit program established by the City, except as required by State or Federal law or as otherwise expressly provide for in this Manual. 326
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44 CHAPTER 4 - LEAVE OF ABSENCE
SECTION 4.1 GENERAL INFORMATION
Generally, but not always, leaves of absences are unpaid. Employees have certain rights to substitute accrued paid leave for unpaid leave.

The City will continue to pay the City-sponsored premium portion of the employee health/medical benefits as required by law.

For more detailed information regarding the types of leave, eligibility for leave, payment for leave, and the length of leave normally authorized, see the individual descriptions of each type of leave that follows.

SECTION 4.2 VACATION
All full-time employees accrue vacation time as defined below. All regular part-time employees will accrue vacation hours at one- half (1/2) the rates below. Temporary part—time employees do not accrue vacation.

4.2.1 Amount of Vacation
a. Fifty-nine (59) or fewer months of continuous service: Each employee working in continuous service of fifty-nine (59) or fewer months shall earn 80 hours of paid vacation per year.

Vacation shall be earned on a prorated basis for time worked, and employees earn vacation leave accruals on per pay-period basis.
b. Sixty (60) to one hundred twenty (120) months of continuous service: Each employee working in continuous service for sixty (60) to one hundred nineteen (119) months shall earn 120 hours of paid vacation per year. Vacation shall be earned on a prorated basis for time worked, and employees earn vacation leave accruals on per pay-period basis. Additionally, an employee shall receive a one-time credit of forty (40) hours of vacation to their vacation leave accrual balance on the pay-period immediately following the start of their sixtieth month of continuous service.
c. One hundred twenty (120) or more months of continuous service: Each employee working in continuous service for one hundred twenty (120) months or more shall earn 160 hours of paid vacation per year. Vacation shall be earned on a prorated basis for time worked, and employees earn vacation leave accruals on per pay-period basis. Additionally, an employee shall receive a one-time credit of forty (40) hours of vacation to their vacation leave accrual balance on the pay-period immediately following the start of their one hundred twentieth (120) month of continuous service.

To attract and retain experienced at-will management employees and reflect their accruals for other comparable years of experience in a managerial at-will position, the City Manager may authorize an experienced at-will management employee to accrue paid vacation at a higher rate than what applies to other newly-hired employees at the time the at-will management employee is hired or at the time of their performance evaluation via a Personnel Action Form (PAF). However, the rate of accrual for newly- hired at-will management employees shall not exceed what is provided to employees with one hundred twenty (120) or more months of continuous service. 327
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45 4.2.2 Use of Vacation
a. Employees shall be eligible to use vacation as it is accrued. Employees are not eligible to advance vacation time to use vacation leave before it is accrued. b. Employees shall request use of vacation at least fourteen (14) days in advance.

Requests that are less than fourteen (14) days in advance will only be considered on a case-by- case basis, and in emergency situations.
c. All requests for use of vacation must be approved by the employee’s supervisor and the relevant Department Head.
d. Upon termination of employment, employees shall be compensated for accrued unused vacation at their then current pay rate.
e. The City will not allow for accrual of vacation time in excess of 300 hours. Any and all time accrued beyond that will be paid out at the regular rate of pay. The City Manager reserves the right to allow overages in special circumstances.

4.2.3 Vacation Sell-Back
a. Employees who have been employed with the City of Eastvale for a minimum of one (1) year and have used a minimum of forty (40) hours of vacation or management leave during the pertinent calendar year, may elect to sell-back accrued, but unused, vacation hours.

An employee may request to sell-back a minimum of ten (10) hours, up to a maximum of forty (40) hours, not more than two (2) times in a calendar year. An employee may not sell-back more than eighty (80) accrued unused vacation hours in any calendar year. To sell vacation hours, an employee must have a minimum remaining balance of forty (40) hours of vacation leave accrual after the sale of said vacation hours. The employee will be compensated for such vacation sell- back hours at the salary rate in effect for that employee at the time the hours are paid. b. Vacation accruals for which the employee receives compensation will be deducted from the employee’s accumulated total.
c. Any employee who has been given a disciplinary reduction in pay, disciplinary demotion, or suspension, shall be excluded from the use of this provision for sixty (60) calendar days from the date of the implementation of the disciplinary action. d. An employee desiring to sell back vacation hours under this section, must make a written request to the City Manager for approval. All vacation sell back requests will be processed in the payroll cycle following the date the request was approved whenever possible, or the following payroll cycle.
e. The City Manager reserves discretion to inactivate this provision based on the City’s financial ability to pay.
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46 SECTION 4.3 SICK LEAVE

4.3.1 Sick Leave Accruals
a. All full-time employees will accrue paid sick leave at the rate of 90 hours for each 12 months of the employee's active service. Full time employees are credited 3.46 hours towards their sick leave per pay period. Any such leave accrued but unused in any year shall be accumulated for the employee to use in succeeding years up to a maximum accumulation of five (5) years or 450 hours. An employee who reaches the maximum accumulation shall cease accruing sick leave until his/her balance is under the maximum accumulation. Upon termination for any cause other than retirement, sick leave time is forfeited. If an employee retires from City service, sick time may be converted to years of service as regulated by the California Public Employees’ Retirement System (CalPERS). If sick time is not converted to years of service, it is forfeited.
b. All regular and probationary part-time employees will accrue paid sick leave at the rate of 45 hours for each 12 months of the employee’s active service. Regular and probationary part-time employees are credited 1.73 hours towards their sick leave per pay period. Any such leave accrued but unused in any year shall be accumulated for the employee to use in succeeding years up to a maximum accumulation of five (5) years or 225 hours. An employee who reaches the maximum accumulation shall cease accruing sick leave until his/her balance is under the maximum accumulation. Upon termination for any cause other than retirement, sick leave time is forfeited. However, if the City rehires an employee within twelve (12) months of termination, the employee shall receive a credit for accrued unused sick leave that the employee had at termination. If an employee retires from City service, sick time may be converted to years of service as regulated by the California Public Employees’ Retirement System (CalPERS). If sick time is not converted to years of service, it is forfeited. c. All temporary part-time employees who work 30 or more days within a year shall receive 24 hours of sick leave in their sick leave bank immediately upon commencement of employment. Employees who qualify for sick leave under this subsection are entitled to use accrued sick days beginning on the 90th day of employment. Unused sick leave at the end of the calendar year may not be carried forward and sick leave may not be cashed out. Thereafter, at the beginning of each subsequent calendar year, the employee shall begin the year with 24 hours of leave time in their sick leave bank.

4.3.2 Sick Leave Usage
The following are permitted uses of sick leave:
a. Diagnosis, care, or treatment of an existing health condition of an employee or a member of the employee’s Immediate Family. For the purposes of this section, Immediate Family member means any of the following: A child, a parent, a spouse, a registered domestic partner, a grandparent, a grandchild, a sibling, or a designated person. b. Preventative care for an employee or an employee’s Immediate Family member. c. For employees who are victims of domestic violence, sexual assault, or stalking, leave taken for the purposes described in Labor Code sections 230(c) and 230.1(a). 329
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47 Sick leave may be used upon an employee's oral or written request. If the need for paid sick leave is foreseeable, an employee must provide “reasonable” advance notice. If not, the employee must provide notice to their supervisor “as soon as practicable” or within one-half (1/2) hour of the beginning of their work shift of each sick day, or prior to leaving the worksite when becoming ill during the work shift. Failure to provide notice in accordance with this policy may be cause for disciplinary action. Eligibility of sick leave usage shall commence when accrued. Observed holidays occurring during sick leave shall not be counted as days of sick leave.

Vacation leave may not be used in lieu of paid sick leave unless employee’s sick leave accrual has been exhausted, and the employee receives approval from their supervisor. .

4.3.3 Annual Sick Leave Buy-Back
Employees may receive compensation for unused sick leave, per calendar year as follows:
a. Full-time employees and regular part time employees may be eligible to sell back accrued sick leave provided that they, following any sale of such hours to the City, maintain a minimum of forty-eight (48) hours of accrued unused sick leave. b. A full time or regular part time employee desiring to sell back accrued sick leave to the City must make a written request to the City Manager for approval during the first two weeks of January each calendar year.
c. Compensation for unused accumulated sick leave, processed under this section, will only be paid the second pay period in February of each year at the employee’s current rate of pay, based on a buy-back rate of 50% for each hour that the City buys back. (e.g., 40 hours of sick leave sold back to the City will be cashed out at 20 hours.) d. The City Manager reserves discretion to inactivate this provision based on the City’s financial ability to pay.
e. Employees are not eligible to sell-back accrued unused sick leave under this section upon termination of employment, which includes disciplinary termination, resignation, retirement, layoff, “at-will” or probationary separation.

SECTION 4.4 FAMILY CARE AND MEDICAL LEAVE; PREGNANCY DISABILITY LEAVE; MILITARY FAMILY LEAVE; NEW PARENT LEAVE
The City provides employees with family care and medical leave, pregnancy disability leave, and military family leave. Information about these leaves is set forth in a separate administrative policy.

SECTION 4.5 CIVIL AIR PATROL LEAVE
The City will provide employees with leave as required by the Civil Air Patrol Employment Protection Act. Employees who are also volunteer members of the Civil Air Patrol are annually entitled to up to 10 days of leave for Civil Air Patrol duty to respond to an emergency operation mission. The employee must have been a City employee for at least 90 days before the beginning of leave. Generally, leave for a single emergency cannot exceed 3 days. Leave is unpaid.

Employees may use available vacation leave. The employee must provide written certification of the need for leave from the proper Civil Air Patrol.
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48 SECTION 4.6 CRIME VICTIMS’ LEAVE
Employees are allowed time off from work to attend judicial proceedings related to a violent felony, serious felony, or felony theft or felony embezzlement (as defined in Labor Code 230.2), if the employee, an immediate family member (which includes spouse, child, stepchild, brother, stepbrother, sister, stepsister, mother, stepmother, father, or stepfather) of the employee, registered domestic partner of the employee, or the child of a registered domestic partner is a crime victim. The employee can use available sick leave, compensatory time off, or vacation leave for crime victims’ leave.

SECTION 4.7 VICTIMS OF DOMESTIC VIOLENCE OR SEXUAL ASSAULT Employees who are the victims of domestic violence or sexual assault can take time off, as required by law, to obtain relief, such as a temporary restraining order, a restraining order, or other court-ordered relief, to help ensure the safety of the victim or the victim’s child. Employees can use available vacation time or compensatory time off for this type of leave.

Unless not feasible, employees are expected to provide reasonable advanced notice of the need for leave and to supply documentation supporting the leave request.

SECTION 4.8 MILITARY LEAVE
Military Leave will be provided in accordance with state and federal law. All employees must notify their department head as soon as practicable of their need for military leave. When possible, the employee must also present a copy of their military orders prior to taking military leave. The department head must immediately notify the Human Resources and Risk Management Director about the employee’s need for military leave.

SECTION 4.9 ORGAN AND BONE MARROW DONATION LEAVE
Employees who are donating an organ are entitled to up to 30 business days of paid leave in a one (1) -year period. Employees who are donating bone marrow are entitled to five (5) business days of paid leave in a one (1) -year period. Group health insurance is maintained during the leave period.

For leave under this section, a year is measured as 12 consecutive months from the date leave begins. These leaves do not run concurrently with CFRA leave. Eligible employees are those employees who have been employed by the City for least a 90-day period before the leave begins.

Employees who take bone marrow donation leave must take up to five (5) days of accrued sick leave or vacation time. Employees who take organ donor leave may take up to two (2) weeks of accrued sick leave or vacation time. Prior to taking a leave under this section, an employee shall provide a written verification to the City that the employee is an organ or bone marrow donor and that there is a medical necessity for the leave.

SECTION 4.10 SCHOOL ACTIVITIES/SCHOOL APPEARANCE LEAVE
The City will grant a leave of absence to an employee who is the parent, guardian, or grandparent of a child, in accordance with the following provisions. a. Permissible Purposes:
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49 (i) To participate in the activities of the child’s primary or secondary school or licensed childcare provider;
(ii) To find, or to enroll, or reenroll the child in, a primary or secondary school or licensed childcare provider.
(iii) To address an emergency, such as:
(A) A request from childcare provider or school that the child be picked up.
(B) A provision in the attendance policy for the childcare provider or school, other than a planned holiday, that prohibits the child from attending. (C) Closure or unexpected unavailability of the childcare provider or school, other than during planned holidays.
(D) A natural disaster, including, but not limited to, fire, earthquake, or flood.
(iv) To appear at the school of a suspended child pursuant to a request made by the child’s school under California Education Code section 48900.1. b. An employee may take up to 40 hours of leave per calendar year, but no more than eight hours in one calendar month. However, no limit shall be placed on the amount of leave taken under Section 4.10(a)(iv). If more than one City employee requests leave in connection with the same child, only the first employee to provide notice is entitled to receive leave. The second employee may also be permitted to take a simultaneous leave of absence if the second employee obtains written supervisory approval. The amount of leave available is fixed at a maximum of 40 hours per calendar year, regardless of the number of children, grandchildren, or wards that an employee may have.
c. An employee must provide reasonable advance notice of the need for leave and must make all reasonable efforts to schedule the leave so as not to unduly disrupt the operations of the City. If an emergency makes such notice impossible, the employee shall notify the employee’s Department Head as soon as possible. Employees returning from leave are required to provide written verification from the school or childcare provider of the employee’s need for leave at the specific time and date. If an employee fails to provide sufficient verification, the City may determine that the leave time was unauthorized.
d. Leave under this section is unpaid. However, an employee may choose to use any accrued vacation time when taking leave under this section.

SECTION 4.11 VOLUNTEER FIREFIGHTERS, RESERVE PEACE OFFICERS, AND

EMERGENCY RESCUE PERSONNEL LEAVE
No employee shall be disciplined for taking time off to perform emergency duty as a volunteer firefighter, reserve peace officer, or emergency rescue personnel. If an employee is an official volunteer firefighter, reserve peace officer, or emergency rescue personnel, the employee shall alert their supervisor about the potential to take time off for emergency duty. When taking time off for emergency duty, the employee is required to alert their supervisor before doing so when 332
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50 possible. Further, employees are entitled to take a leave of up to fourteen (14) days per calendar year for fire or law enforcement training. Employees may use their accrued vacation leave or take unpaid leave time.

SECTION 4.12 VOTING LEAVE
Employees of the City are expected to vote prior to or following their assigned working hours. If an employee does not have sufficient time outside regular working hours to vote at statewide elections, the employee may take off such working time as will enable the employee to vote. A maximum of two hours may be taken with pay. To receive time off for voting, the employee must notify the employee’s Department Head in advance. Employees who need Voting Leave, must take such leave at the beginning or end of the employee’s work shift, based on the needs of the Department and the employee’s schedule. The exact amount of time off work and the scheduling of time off shall be decided between the employee and the employee’s Department Head.

Employees who use Voting Leave are required to present a voter’s receipt to their Department Heads.

SECTION 4.13 PERSONAL LEAVE OF ABSENCE WITHOUT PAY

4.13.1 Request for Leave.

Upon the request of the employee, a leave of absence without pay may be granted by the City Manager to an employee.
a. An employee shall not be entitled to a leave of absence under this section as a matter of right, but only upon good and sufficient reason. b. Request for leave of absence without pay shall be made in writing to Human Resources and Risk Management, and shall state specifically the reason for the request, the date when it is desired to begin the leave, and the probable date of return. Human Resources and Risk Management will transmit the request to the City Manager. In evaluating the leave request, the City Manager may request further reasonable documentation in support of the employee’s request for a leave of absence without pay, including confirmation that the employee is reasonably expected to return to work with the City upon conclusion of the authorized leave period, in accordance with applicable laws.
c. Mandatory Exhaustion of Paid Leaves. If an employee is requesting a leave of absence for medical reasons, the employee is required to first fully exhaust all of employee’s paid leaves to be eligible to receive a leave of absence without pay. If an employee is requesting a leave of absence for non-medical personal reasons, the employee is required to fully exhaust all of the employee’s paid leaves, except sick leave, in order to be eligible to receive a leave of absence without pay.
d. Authority to Grant a Leave of Absence Without Pay. The City Manager may grant an employee a leave of absence without pay for a period not to exceed six months. After three months, the leave of absence may be extended if so authorized by the City Manager. Extensions of leaves of absence will not be granted unless, in the judgment of the City Manager, the City would not experience undue hardship from the employee’s continued absence, or the particular circumstances would otherwise justify the extension. The approval or rejection of the City Manager will be in writing, final, and not subject to any appeal. 333
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51 e. Return to Work. Upon expiration of a regularly approved leave, the employee will be reinstated in the position held at the time leave was granted, provided such position continues to exist. An employee on leave who fails to report to duty promptly at its expiration will be subject to disciplinary action for being on an unauthorized absence and may trigger Job Abandonment provisions under Section 7.3.

4.13.2 Conditions of Leave.

A leave of absence without pay granted by the City Manager shall not be construed as a break in continuous service or employment, and rights accrued at the time leave is granted shall be retained by the employee. A person granted such leave shall not accrue any paid leaves of absence (vacation, sick leave), shall not receive increases in salary and other similar benefits, and shall not be eligible to receive cafeteria contributions and reimbursements during the period of absence, unless required by law. An employee reinstated after leave of absence without pay shall receive the same step in the salary range he/she received when he began his/her leave of absence. Time spent on such leave without pay shall not count toward service for increases within the salary range, and the employee’s salary anniversary date shall be set forward one month for each thirty (30) consecutive days taken.

SECTION 4.14 JURY DUTY OR WITNESS APPEARANCE LEAVE
Every employee of the City who is called to jury duty will be granted leave to perform the same.

Upon receipt of a jury duty summons, employees must promptly notify their supervisor and provide a copy of the notice to their supervisor or department head. Further, an employee who is ordered or subpoenaed to appear as a witness in any judicial proceeding during their normally scheduled work hours will be given leave to fulfill their obligation. An Employee requesting leave to appear as a witness pursuant to an order or subpoena must provide verification of their witness obligation to their supervisor or department head. The City may require any employee on leave under this section to report to duty during regularly scheduled work hours if such scheduled work hours are outside of two hours of the employee’s required jury duty service or subpoena to appear as a witness.

Any regular full-time employee or regular part-time employee, who is required to serve as a juror or subpoenaed as a witness in any State or Federal court, or any administrative board or tribunal, shall be entitled to up to twenty (20) days of their base pay while performing services as a juror or a witness for the duration of such service; provided that any such employee shall be required to pay over to the City any amount he/she receives for jury fees, exclusive of approved travel and subsistence.

SECTION 4.15 MANAGEMENT LEAVE
At-will management employees, as shown on the City’s approved Salary Schedule, are authorized a maximum of eighty (80) hours of management leave (time off with pay) each calendar year. Such employees shall receive management leave according to the following schedule:
a. During first calendar year as an at-will management employee: the at-will management employee shall be credited twenty (20) hours at the beginning of each calendar quarter beginning with the employee’s date of hire as an at-will management employee until the end of the same calendar year.
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52 b. During the second calendar year as an at-will management employee: the at-will management employee shall be credited management leave according to the following schedule during their second calendar year as an at-will management employee:
(i) January 1 until the end of the quarter encompassing the employee’s anniversary date as an at-will management employee: the at-will management employee shall be credited twenty (20) hours for each calendar quarter starting with January 1 until the end of the quarter encompassing the employee’s anniversary date as an at-will management employee. (ii) quarter following the quarter encompassing the employee’s anniversary date as an at-will management employee until the end of the second calendar year as an at-will management employee: the at-will management employee shall be credited the remaining management leave amount for the second calendar year as a lump sum credit. c. During the third calendar year and each subsequent calendar year thereafter as an at-will management employee: the at-will management employee shall be credited their annual eighty (80) hours of management leave on January 1.

Management leave hours not used within the calendar year in which they are credited are forfeited and not subject to cash out. At-will management employees shall receive cash out of any unused accrued management leave at termination of employment.

SECTION 4.16 BEREAVEMENT LEAVE
An Employee is eligible to receive leave under this section if the employee has been employed by the City for at least thirty days prior to commencement of leave. If an employee loses an immediate family member, as defined in this section below, the employee will be allowed time off of up to five (5) days. Three (3) of the days provided as leave under this Section shall be paid time off. Employees may use available leave accruals to receive pay for the remaining two (2) days of leave under this Section. Leave days under this section need not be consecutive, but shall be completed within three months of the date of death of the immediate family member.

For the purposes of this section, an immediate family member means: a spouse, domestic partner, child, parent, sibling, grandparent, grandchild, parent-in-law, or foster children or legal wards and legal guardians. An employee must inform the employee’s supervisor prior to commencing bereavement leave. In administering this section, the City may require verification of death within 30 days of the first day of the leave. Any documentation provided by the employee to support leave under this section shall be maintained as confidential.

SECTION 4.17 INDUSTRIAL ILLNESS AND/OR INJURY LEAVE

4.17.1 Industrial Illness/Injury Leave.

The City will grant a leave of absence to any employee who is unable to work due to an industrial illness/injury.
a. Duration. Leave duration under this section shall continue until: a) the City determines that the employee is released to return to work by the employee’s health care provider without restrictions; b) the employee’s health care provider releases employee to work with restrictions, and the City determines that it has a reasonable accommodation for the restrictions; or c) the City receives evidence, which the City deems satisfactory, from the employee’s health 335
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53 care provider that the employee is unable to return with or without restrictions. The City may also terminate a leave of absence under this section if the employee retires from City employment or the employee fails to cooperate in good faith in the interactive process with the City to determine whether reasonable accommodation is available to return to work. b. Coordination. If leave under this section is also designated as FMLA/CFRA leave of absence, the employee may coordinate any unused accumulated sick and vacation hours with any workers’ compensation insurance, long term disability, and any other wage replacement benefits, up to an amount equal to the employee’s regular salary. Employee taking leave under this section that is not designated as FMLA/CFRA, shall coordinate unused accumulated sick hours with workers’ compensation insurance, long term disability, and any other benefits provided to the employee, up to an amount equal to the employee’s regular salary.

SECTION 4.18 FITNESS FOR DUTY LEAVE AND EXAMINATION
Employees are expected to report to work fit for duty, which means able to perform their job duties in a safe, appropriate, and effective manner, free from adverse effects of physical, mental, emotional, and/or personal issues. This section is intended to provide a safe environment and protect the health and welfare of employees and the public. If an employee feels that the employee is not fit to perform the employee’s duties, the employee must notify the employee’s supervisor immediately.
a. Reasons for Fitness for Duty Leave. In the discretion of the City, an employee may be placed on a paid Fitness for Duty Leave and/or ordered to participate in a fitness for duty examination in any of the following situations:
(i) An employee returns from a medical leave of absence of more than five working days.
(ii) An employee is involved in the interactive process with the City to determine whether there is a reasonable accommodation for the employee’s medical or mental condition.
(iii) Supervisor observes or receives a reliable report of an employee’s possible lack of fitness for duty. Observations and reports may be based on, but are not limited to, employee’s own self-report of potential unfitness, dexterity, coordination, alertness, speech, vision acuity, concentration, disproportionate response to criticism, and inappropriate or uncharacteristic interactions with the public, co-workers, and supervisors. (iv) Fitness for duty examinations based on a reasonable suspicion that an employee is under the influence of impairing drugs or alcohol shall be conducted in accordance with the City’s Alcohol and Drug Policy.
b. Procedures for Ordering a Fitness for Duty Examination. When a Supervisor becomes aware of or observes behavior that makes the Supervisor reasonably suspect that the employee may not be fit for duty, the Supervisor, shall refer the employee to Human Resources and Risk Management who will determine if a fitness for duty examination is appropriate, and, if so, will schedule the employee for a fitness for duty examination. If the circumstances warrant it, the Department Head may place the employee on paid leave pending the results of the employee’s fitness for duty examination. The examination shall be paid for by the City. 336
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54 c. Procedure Following Receipt of Examination Results. The doctor examining the employee shall be limited to finding the employee “fit for duty” or “fit for duty with restrictions” or “unfit for duty.” In the case of finding an employee fit for duty, the doctor may issue work restrictions. In no case shall the doctor reveal the underlying cause of the fitness or unfitness for duty without the employee’s permission.
(i) Fit for Duty. If the doctor finds the employee is fit for duty, the employee shall return to work immediately and perform all duties of the employee’s position. (ii) Fit for Duty with Restrictions. If the doctor finds the employee is fit for duty with restrictions, the doctor shall specifically enumerate what restrictions are necessary and for how long those restrictions are necessary. The City shall then evaluate those restrictions, and determine if the City can reasonably accommodate those restrictions. If the employee’s restrictions are based on a disability as defined by the ADA and/or FEHA, the City shall engage in the interactive process as required by law.
(iii) Unfit for Duty. If the employee is found to be unfit for duty, the employee shall not be permitted to work. The employee may request a leave of absence in accordance with the appropriate applicable provision(s) of this Manual. If the employee can provide certification of fitness for duty prior to the exhaustion of all paid and unpaid leave that the employee is entitled to under this Manual, the employee shall be returned to work. However, if such certification is from the employee’s own health care provider, the City may request a second opinion from a doctor of its choosing and at its cost to evaluate the employee under the requirements of this section. If the two certifications conflict, a third opinion will be sought from a doctor chosen by the City and the employee, at the expense of the City. The opinion of fit or unfit rendered by the third doctor shall be binding. If the employee’s restrictions are based on a disability as defined by the ADA and/or FEHA, the City shall engage in the interactive process as required by law. 337
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55 CHAPTER 5 – EMPLOYEE CONDUCT, DISCIPLINE AND DISCIPLINARY APPEALS SECTION 5.1 GENERAL POLICY STATEMENT
Regular full-time and regular part-time employees in the classified service of the City may not be suspended, demoted, dismissed, or reduced in pay for disciplinary reasons, without just cause.

This Chapter 5 of this Manual does not apply to probationary employees, “at-will” employees, and temporary part-time employees.

Discipline may be necessary when this Manual or standalone City policies are violated, or City expectations are not met, including an employee’s failure to satisfactorily perform assigned job duties. The causes for disciplinary action against an employee may include, but are not limited to, the following:

SECTION 5.2 TYPES OF DISCIPLINARY ACTIONS
While the City maintains a progressive disciplinary system, the City may impose discipline at any level that is appropriate for the employee’s action up to and including termination.

5.2.1 Verbal Reprimand.

An employee may be verbally reprimanded about his/her inappropriate behavior. The supervisor may make a brief notation regarding the date and substance of the verbal reprimand in the personnel file. If an employee’s conduct does not improve, reference to the verbal reprimand may be made in a subsequent written reprimand or performance evaluation. The procedures in Sections 5.6 and 5.7 are inapplicable to verbal reprimands. Verbal reprimands are not subject to any employee appeal or grievance.

5.2.2 Written Reprimand.

An employee may receive written notification indicating the City is dissatisfied with the employee’s services or conduct and that further disciplinary measures may be taken if the behavior is not corrected. The written reprimand may include details about 1) the date and time of the conduct underlying the reprimand, 2) what occurred and/or the nature of the violation, and 3) what the employee must do to correct the situation. The written reprimand must be signed by the employee and the employee’s supervisor or department head and then filed with Human Resources and Risk Management. If the employee refuses to sign the written reprimand, their refusal must be noted on the written reprimand. Once issued, the employee will receive one copy of the fully executed written reprimand and a second copy will be placed in the employee’s personnel file.

The procedures in Sections 5.6 and 5.7 are inapplicable to written reprimands. Written reprimands are not subject to any employee appeal or grievance.

5.2.3 Suspension.

An employee may be suspended without pay for disciplinary reasons.

5.2.4 Disciplinary Reduction in Pay.

An employee’s pay rate within their pay range and class may be reduced for disciplinary reasons. 338
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56 5.2.5 Disciplinary Demotion.

An employee may be demoted from a position in one class to a position in another class having a lower maximum pay rate for disciplinary reasons. The demotion may be permanent or temporary.

5.2.6 Dismissal.

An employee may be dismissed from City service for disciplinary reasons.

SECTION 5.3 GROUNDS FOR DISCIPLINARY ACTION
Discipline will not be imposed except upon a showing of just cause, which may include, but shall not be limited to the following:

1. Fraud. To secure employment by providing false documents or knowingly make false statements or significant omissions, either orally or in writing, on a City employment application or in any supporting documents.

2. Incompetence. Failure to perform some or all of the job duties; unsatisfactory, inefficient, or careless work; the inability or refusal to improve work performance in accordance with written or verbal direction after a reasonable time period.

3. Neglect of Duty. Failure to perform one or more essential duties required of the employee’s position; unauthorized sleeping while on duty; intentional, negligent or reckless behavior resulting in spoilage or waste of City property; sabotage of City property, equipment, vehicles or work product; failing to take reasonable action while on duty or when required by law.

4. Poor performance. Substandard job performance.

5. Inability to maintain qualification. failure of an employee to maintain minimum job qualifications.

6. Insubordination. Willful failure to conform to a supervisor’s legitimate requests and directions; refusing to comply with reasonable work assignments made by a supervisor.

7. Alcohol or Drug Use. Any violation of the City’s Drug- and Alcohol-Free Workplace Policy.

8. Absence Without Leave. Being away from work during assigned duty hours without permission, tardiness, failure to return from leave, and/or improper use of leave.

9. Discourteous Treatment of Others. Disparaging remarks that discredit a co- worker or disrupt or subvert the good order, efficiency and discipline of the City or any department thereof; engaging in gossip or rumor mongering or other behavior which creates discord and disharmony in the workplace; engaging in bullying behavior; general discourteous, uncooperative, or offensive treatment of employees, contractors, the public or others doing business with the City. 339
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57 10. Conduct that is Unbecoming a City Employee. Conduct which tends to discredit the City, whether on duty, off-duty in uniform or on City property.

11. Improper or Unauthorized Use of City Property. Using City telephone, or computer equipment for personal use or gain; using City equipment or City vehicles for personal use or gain; unauthorized possession of, loss of, or damage to any City property; theft or removal of any City property; violating the California Vehicle Code while operating a City vehicle; operating City vehicles or equipment or privately- owned vehicles on City business without a current driver’s license; involvement in preventable traffic accident while on duty.

12. Conflict of Interest/Employment/Activity/Enterprise. Outside employment, activity or enterprise not authorized by the City Manager.

13. Gifts. Acceptance of any gift or other form of remuneration, in addition to the employee’s regular compensation, for the actions performed in the normal course of the employee’s assigned duties, in violation of applicable laws, regulations and/or policies.

14. Falsifying Records. Falsifying, modifying, or altering City reports or records, including timesheets, or making misleading entries or statements, or failing to disclose material facts, or destroying or mutilating any City record or other document.

15. Dishonesty. The lack of honesty, deceit, and willful misrepresentation of facts.

16. Unethical Behavior. Failure of any employee to report any activities on his/her part where such activities may result in criminal prosecution or result in discipline under this policy; failure of any employee to report official contacts by any law enforcement agency; concealing or attempting to conceal defective work; the exercise of authority for any improper purpose; making false, misleading or malicious statements to a supervisor or which harm or destroy the reputation, authority or official standing of a co-worker; using a badge, uniform, identification card or other City property for personal gain or other improper purpose; attempted or actual theft of City property or the property of others.

17. Discrimination and Harassment and/or Sexual Harassment. Discrimination or harassment in violation of the City’s Policy Prohibiting Discrimination, Harassment, and Retaliation.

18. Safety. Violating safety rules; failing to wear required safety equipment; tampering with safety equipment; failing to report any on-the job or work-related accident or injury within 24 hours; engaging in reckless behavior that endangers self or safety or that of a co-worker or member of the public; threatening or engaging in acts of violence, engaging in horseplay, while on duty, or off-duty in uniform or on City property; unauthorized possession of a weapon, firearm or explosive while on duty, or off-duty in uniform or on City property, during working hours, or while acting in the capacity of a City employee; smoking/vaping/using e-cigarettes outside of designated smoking areas.
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58 19. Security. Unauthorized access to confidential information or records; unauthorized release of confidential information or records; unauthorized access into secured City offices, City buildings, or both; providing unauthorized access into City offices or City buildings to third parties, whether co-workers or members of the public; negligently misplacing security access codes, keys, electronic keys or cards that provide access to secured City offices or City buildings; loitering on City property.

20. Convictions. The conviction of either a misdemeanor or a felony where the conviction has a nexus (as reasonably determined by the City in its sole discretion) with the employee’s duties. The conviction shall be conclusive evidence of the misconduct having occurred for disciplinary purposes. A plea or verdict of guilty, or a conviction showing a plea of Nolo Contendere is deemed to be a conviction for disciplinary purposes.

21. Threats. Threatening, intimidating or coercing co-workers or members of the public while on duty, or while off-duty in uniform or on City property.

22. Interference. Interfering with investigations conducted by the City, its management or designated agents of the City.

23. Obscene Language. Obscene or abusive language toward a co-worker, a member of the public, or other person while on duty, or while off-duty in uniform or on City property.

24. Supervisor Obligations. Failure of a supervisor to ensure that subordinates comply with the written rules, regulations, policies and procedures of the City or any department thereof; failure of a supervisor to report misconduct of a subordinate to his/her supervisor or to document such misconduct; discriminatory treatment of subordinates.

25. Gambling. Gambling on City property or during work hours.

26. Violation of Rules. Violation of this Manual or any of the City’s policies, ordinances, and resolutions. This also includes violations of rules, regulations, or orders established by the employee’s supervisor or department head.

SECTION 5.4 DISCIPLINING AUTHORITY
The employee’s Department Head shall be the Disciplining Authority. For employees in the classified service who report directly to the City Manager, the City Manager shall be the Disciplining Authority.

The Disciplining Authority may issue proposed discipline, may serve as the Skelly Officer, and may impose discipline. The Disciplining Authority may not serve also serve as the Appeal Officer.

SECTION 5.5 MAJOR AND MINOR DISCIPLINE

5.5.1 Major Discipline.

Major discipline is defined to include dismissal, suspension of five (5) or more days, reduction in pay, or involuntary demotion.
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59 5.5.2 Minor Discipline.

Minor discipline is defined to include verbal reprimand, written reprimand, and suspension of four (4) days or less.

SECTION 5.6 DISCIPLINARY PROCEDURES

5.6.1 For disciplinary action more severe than a written reprimand, the following procedures apply: Written Notice of Intent to Discipline (“Skelly Notice”).

When the Disciplining Authority determines that an employee has committed an act or omission that justifies discipline more severe than a written reprimand, the Disciplining Authority or his/her designee shall provide the employee with written notice of the proposed disciplinary action. Such notice shall include:
a. A statement which clearly defines the intent to take action, the proposed action to be taken, and the proposed effective beginning and ending time of intended action. b. A statement of the specific grounds and particular facts upon which the proposed disciplinary action will be taken.
c. A copy of all written materials, reports, or documents upon which the intended action is based.
d. A statement that the employee will be afforded the right to respond to the Notice of Intent, either verbally, in writing, or both within five business days upon receipt of the intended disciplinary action, to the designated Skelly Officer.
e. A statement that if the employee fails to respond in the time frame specified will constitute a waiver of the right to respond.
f. If personally delivered, the employee’s signature on the Notice of Intent will acknowledge receipt of said notice by the employee. If the employee refuses to sign, it will be noted as such on the Notice of Intent. The signature documentation on the Notice of Intent will acknowledge that the employee received the Notice of Intent.

5.6.2 Employee Response/Pre-Disciplinary (“Skelly”) Conference.

Within five business days after the employee has been served with the Notice of Intent, the employee will have the right to respond, verbally or in writing, at the employee’s option, to the Skelly Officer. If, within the five business days response period, the employee does not provide a written or verbal response, the proposed action of the City will be considered conclusive and will take effect as set forth in the Notice of Intent. Prior to the expiration of the five business days, the response date may be adjusted by mutual agreement, but unreasonable delay will not be tolerated.

The employee’s response will be fully considered before the City issues any final notice of disciplinary action. During the Skelly Conference, the employee will be given a full opportunity to respond to the Notice of Intent. This is not intended to be an adversarial hearing. The employee will not be accorded the opportunity to cross-examine City witnesses, or to present a formal case in opposition to the proposed discipline.
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60 Should the Skelly Officer determine that the employee’s response warrants further investigation, the Skelly Officer may delay the implementation or modification of the proposed disciplinary action until such time as the further investigation is completed. In the event the investigation produces facts that warrant more severe disciplinary action than originally proposed, the Skelly Officer will re-implement the Written Notice of Intent to Discipline procedures, above.

5.6.3 Written Notice of Final Disciplinary Action.

The Skelly Officer has the authority, after considering the employee’s response and additional investigation, if any, to modify, revoke, or impose the proposed disciplinary action.

If the Skelly Officer decides to modify the proposed action, the Skelly Officer will notify the employee by either issuing a revised Notice of Intent (for more severe disciplinary action than originally proposed) or a Notice of Imposition (for less severe disciplinary action than originally proposed). The Notice of Imposition will also include the effective date of any disciplinary action issued. The decision of the Skelly Officer is final and shall be imposed.

If the Skelly Officer decides to revoke the disciplinary action, the Skelly Officer will advise the employee in writing, and the original intent to impose disciplinary action will be discarded and no record made in the employee’s personnel file. The decision of the Skelly Officer is final and shall be imposed.

If the Skelly Officer decides to implement the discipline as originally proposed in the Notice of Intent, the Skelly Officer will notify the employee in writing by providing him/her with a Notice of Imposition. The Notice of Imposition will also include the effective date of any disciplinary action issued. The decision of the Skelly Officer is final and shall be imposed.

The employee will be advised in writing of any right of appeal The Notice of Imposition or other final decision of the Skelly Officer will be delivered to the employee in accordance with Section

5.10, and shall include the following details:
a. The disciplinary action imposed;
b. The grounds upon which the disciplinary action is based; c. The specific acts or omissions that constitute the basis for the disciplinary action; d. Notice of the employee’s right to appeal the Department Head’s decision to the City Manager, if identified as an appealable decision;
e. Copies of all materials upon which the disciplinary action is based; f. Notice of the employee’s right to review and copy anything contained in his or her personnel file;
g. Where applicable, notice that failure to file an appeal within a specified time frame will constitute a waiver of the right to appeal.
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61 SECTION 5.7 APPEAL PROCEDURES

5.7.1 Minor Discipline.

There is no appeal for minor discipline.

5.7.2 Major Discipline.

Any employee who has received a Notice of Decision imposing major discipline shall be entitled to request an evidentiary appeal of the imposition of discipline. Such appeal shall provide all rights afforded by due process under the law, including the employee’s right to call witnesses, cross examine witnesses, and present evidence in support of the employee’s appeal. a. Request for Appeal Hearing. An employee wishing to appeal any major discipline shall have ten (10) calendar days after receipt of the Notice of Imposition to submit a written and signed request for appeal hearing. The employee’s request for appeal must be addressed to the City Manager and shall identify the subject matter of the appeal, the grounds for the appeal, and the relief desired by the employee. All appeal hearings shall be conducted in private unless the employee requests a public hearing.
b. Scheduling of Appeal Hearing. The City Manager shall schedule the appeal hearing within a reasonable time after the designation of an Appeal Officer, considering the availability of the Appeal Officer, the employee, and any witnesses. c. Appeal Officer.
(i) When a person other than the City Manager was the Disciplining Authority, the City Manager may choose to act as the Appeal Officer and conduct the hearing himself/herself and make the final decision.
(ii) When a person other than the City Manager was the Disciplining Authority, the City Manager may, at the City Manager’s sole discretion, refer the hearing to an outside Appeal Officer, who will be selected by contacting the California State Mediation and Conciliation Service. The California State Mediation and Conciliation Service shall be requested to submit a list of seven persons qualified to act as an Appeal Officer to the City and the employee. Within ten days following receipt of the list of Appeal Officers, the parties shall meet to select the Appeal Officer. The parties shall alternately strike one name from the list of hearing officers (the right to strike the first name to be determined by lot) until one name remains, and that person shall be the Appeal Officer.
(iii) When the City Manager was the Disciplining Authority, the City Manager shall refer the hearing to an outside Appeal Officer by contacting the California State Mediation and Conciliation Service. The California State Mediation and Conciliation Service shall be requested to submit a list of seven persons qualified to act as Appeal Officers to the City and the employee. Within ten days following receipt of the list of Appeal Officers, the parties shall meet to select the Appeal Officer. The parties shall alternately strike one name from the list of Appeal Officers (the right to strike the first name to be determined by lot) until one name remains, and that person shall be the Appeal Officer. . .
d. Representation and Employee Appearance at Appeal Hearing. The employee is entitled to be represented by counsel or other representative at the appeal hearing. However, an 344
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62 employee who requests an appeal hearing must be present during the appeal hearing. Failure to be present shall constitute a waiver of the employee’s right to an appeal. Waiver will not occur if the employee can demonstrate good cause for his/her failure to be present within three (3) working days from the date the employee fails to appear. e. Conduct of Appeal Hearing. The proceedings before the Appeal Officer shall be conducted as follows:
(i) All parties shall have the following rights:

1. To call and examine witnesses;

2. To introduce evidence;

3. To cross examine opposing witnesses on any matter relevant to the issue, even if the matter is not covered in the direct examination;

4. To impeach any witness regardless of which party first called him/her to testify;

5. To rebut the evidence against them; and

6. To present oral and written arguments
(ii) The City shall have the burden of proof at the appeal hearing and shall be required to prove the charges against the employee by a preponderance of the evidence. (iii) The party imposing discipline shall be permitted to make an opening statement.
(iv) The appealing party shall then be permitted to make an opening statement. (v) The party appealing from such disciplinary action may then open the appealing party’s defense and offer evidence in support of the appealing party’s position; the employee bears the burden of proof and the burden of producing evidence for any affirmative defenses asserted.
(vi) The parties may then, in order, respectively offer rebutting evidence only, unless the Appeal Officer for good reason, permits them to offer evidence upon their original case (vii) Closing arguments shall be permitted at the discretion of the Appeal Officer; and Written briefs may be permitted at any point in the proceedings at the discretion of the Appeal Officer.
(viii) The appeal hearing shall not be conducted in accordance with the technical rules relating to evidence and witnesses, but shall be conducted in a manner most conducive to the determination of the truth. Any relevant evidence may be admitted if it is the sort of evidence on which responsible persons are accustomed to rely in the conduct of serious affairs, regardless of the existence of any common law or statutory rules
(ix) which might make improper admission of such evidence over objection in a court of law. The Appeal Officer’s decision shall not be invalided by any informality in the proceedings.
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63 (x) Hearsay evidence may be used for the purpose of explaining any direct evidence but shall not be sufficient in and of itself to support a finding, unless it would be admissible over objections in civil actions.
(xi) The Appeal Officer shall not take testimony from one (1) party outside the presence of the other.
(xii) The rules of privilege shall be effective to the same extent that they are now or hereafter may be recognized in civil actions.
(xiii) Irrelevant evidence and unduly repetitious evidence shall be excluded. (xiv) The Appeal Officer shall determine the relevancy, weight, and credibility of testimony and evidence.
(xv) The Appeal Officer shall have the power to exclude any witnesses. f. Appeal Officer’s Decision. Within thirty (30) days after the close of the hearing, a written statement of decision, containing findings of fact, shall be issued by the Appeal Officer.

The Appeal Officer shall have the authority to recommend affirming, revoking, or reducing the Disciplinary Action imposed against the employee. The Appeal Officer may not provide for discipline more stringent that than that imposed by the City. The Appeal Officer shall present their advisory opinion to the City Manager, the City Manager shall have an additional fifteen (15) days to consider the advisory opinion and any written objections to the advisory opinion filed by the parties before the City Manager must issue a final decision. The parties shall have seven (7) days from the date the advisory opinion is issued to file written objections with the City Manager.

The City Manager’s decision constitutes a final and binding resolution of any Disciplinary Action, and no further appeal shall be permitted within the City’s administrative process. A copy of the City Manager’s final decision shall be provided to the employee.

In cases where the City Manager was the Disciplining Authority, The Appeal shall provide advisory decision to the City Council, who will then make their final decision to ratify or modify the Appeal Officer’s decision at their next regularly scheduled City Council meeting. City Council’s decision shall be final and binding on the parties.

Notwithstanding the above, the Appeal Officer shall not have binding authority to add, modify, or subtract from the Personnel Policies and Procedures Manual, or any resolutions, ordinances, or policies adopted by the City. Further, the Appeal Officer shall not have the authority or power to render a binding decision that requires the City to expend additional funds, to hire additional personnel, to buy additional equipment or supplies, or to pay wages or benefits not specifically provided for in the Personnel Rules, or any resolutions, ordinances, or policies adopted by the City. The Appeal Officer shall not have the authority to require the City to perform any other action that would violate state or federal laws.

SECTION 5.8 PLACEMENT ON PAID ADMINISTRATIVE LEAVE PENDING DETERMINATION

OF DISCIPLINARY ACTION
An employee may be placed on an Administrative Leave with Pay to allow the City time to investigate potential allegations of misconduct, while the Disciplinary Action is in process, or when the City Manager determines that it is in the best interest of the City. The employee must be 346
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64 available by telephone during his/her normal working hours and able to report to the City within sixty (60) minutes if directed to do so. The employee may also be required to provide an email address that may be used for written communications. When an employee is placed on Administrative Leave with Pay during an investigation, the City may direct him/her to not discuss the alleged violation or the Disciplinary Action with anyone, except a representative of his/her choice. Failure to remain available as provided in this section will be a separate and independent ground for Disciplinary Action, unless the employee has requested and received authorization to use vacation, sick, or other leave time for the time in question. This section is not intended to prevent the employee from communicating with his/her representative of choice, including legal counsel.

SECTION 5.9 TIME EXTENSIONS
Any time limitations or requirements as set forth under this Chapter may be extended or changed by mutual written agreement of the parties.

SECTION 5.10 DELIVERY OF NOTICES
When notice is required under this Chapter, the notice shall be given to the affected employee either by delivery of the notice to the employee in person; or if the employee is not available for personal delivery, by sending by overnight delivery, or by placing the notice in the United States mail, first Class, postage paid, and by Certified Mail, return receipt requested, in an envelope addressed to the employee’s last known home address. It shall be the responsibility of the employee to inform the City, in writing, of his/her current home address and of any change in such address, and the information so provided shall constitute the employee’s “last known home address”. Such personal delivery or mailing shall be presumed to provide actual notice to the employee.

SECTION 5.11 DISCIPLINARY RECORDS
Original copies of all written records pertaining to disciplinary actions shall be maintained in the employee’s confidential personnel file.
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65 CHAPTER 6 – EMPLOYEE SAFETY
SECTION 6.1 DRUG- AND ALCOHOL-FREE WORKPLACE
It is the policy of the City to maintain a workplace that is free from the effects of alcohol and drugs.

The City’s policy on a drug and alcohol-free workplace is set forth in a separate administrative policy.

SECTION 6.2 EMPLOYEE SAFETY

6.2.1 General Safety
Employee safety is of utmost concern and each employee is expected to exercise safe work practices for his/her own benefit and the benefit and welfare of his/her co-workers. The City’s Injury and Illness Prevention Program provides more specific information regarding workplace safety. Each employee is responsible for reviewing and complying with the Injury and Illness Prevention Program.

6.2.2 Entering and Leaving the Premises
At the time of hire, employees will be advised about the proper entrances and exits for employees, as well as unauthorized areas, if any. Employees should not be in City work areas except for their regularly scheduled or overtime shifts or attendance at a City authorized meeting. For insurance purposes, unescorted or unauthorized visitors in our facilities is prohibited. If an employee is expecting visitors, such as clients, customers or friends, the employee should notify his/her supervisor. Certain employees are authorized to arm and disarm the building alarms, and they will be given instruction on the alarms and codes. Employees are expected to abide by these rules at all times. Failure to do so may lead to disciplinary action, including and up to termination of employment.

6.2.3 Security Checks – Packages/Parcels
The City may exercise its right to inspect all packages and parcels entering and leaving our premises.

6.2.4 Parking Lot
Employees are encouraged to use the parking areas designated for our employees. Please keep in mind that the parking spaces adjacent to or in front of our building(s) are for customers and visitors only. Employees are reminded to lock their car every day and park within the specified areas.

Courtesy and common sense in the parking lot will help eliminate accidents, personal injuries, and damage to employee vehicles. Remember that the area around all buildings, especially the City’s administration building, has a great deal of pedestrian walking activity - please maintain a safe driving speed at all times. If an employee should damage another car while parking or leaving, he/she must immediately report the incident, along with the license numbers of both vehicles and any other pertinent information he/she may have, to his/her supervisor. 348
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66 The City cannot be and is not responsible for any loss, theft or damage to an employee’s vehicle or any of its contents.

6.2.5 Security
Maintaining the security of City buildings and vehicles is every employee's responsibility. Develop habits that ensure security as a matter of course. For example:
 Always keep cash properly secured. If you are aware that cash is insecurely stored, immediately inform the person responsible.
 Know the location of all alarms and fire extinguishers and familiarize yourself with the proper procedure for using them, should the need arise.  Note and promptly report suspicious circumstances or persons about the premises. 349
CHAPTER 7 – SEPARATION FROM EMPLOYMENT AND FURLOUGH
SECTION 7.1 RESIGNATION/RETIREMENT
An employee wishing to resign is asked to submit a written notice two weeks prior to leaving. The notice should include the reasons for resignation and the effective date. The last day of employment shall not fall on a paid holiday. Employees contemplating retirement should contact Human Resources and Risk Management at least 90 days prior to their anticipated retirement date. Employees will not be considered as “retired” from the City for purposes of any terms or conditions for City “retirees” unless the employee resigns from City service and also retires with CalPERS in accordance with applicable statutes, rules, and regulations.

Prior to leaving, the Human Resources and Risk Management Director, will arrange an exit interview to collect issued items, where the employee will be expected to return all City property, including keys to City facilities or work areas, uniforms, equipment and the City Employee Identification Card.

SECTION 7.2 LAYOFF

7.2.1 General Policy
Whenever, in the judgment of the City Manager, and subject to City Council approval by resolution, it becomes necessary to abolish any position or employment, the employee holding such position or employment may be laid off without disciplinary action and without the right of appeal. The City Manager will determine the class and number of positions to be affected, and the layoff date.

Action under this section may be taken for any of the following reasons:
a. Lack of Work;
b. Budgetary Reasons;
c. Elimination of Programs;
d. Elimination of Services; or
e. Any other legitimate reason as determined by the City Manager

7.2.2 Order of Layoff
In each class of positions, employees will be laid off according to employment status in the following order: temporary, part-time, probationary, then regular. Temporary, part-time, and probationary employees will be laid off according to the needs of the service as determined by the City Manager. In cases where there are two or more regular employees in the class from which the layoff is to be made, such employees will be laid off on the basis of the most recent performance evaluation, with the employee with the least satisfactory performance being laid off first. In cases where their most recent performance evaluations are equal, the employee with less seniority will be laid off first. For purposes of layoff, “seniority” is defined as total time employed by the City from the employee’s date of hire to present. 350

7.2.3 Vacancy and Demotion
Except as otherwise provided, whenever there is a layoff, the City Manager may, but is not required to, first demote an employee identified for lay-off to a vacancy, if any, within the department in a lower class for which the employee is qualified. Secondly, employees may request to demote to a vacant position within the organization. An employee who is offered a demotion has the right to refuse the demotion without losing his/her right to be placed on a reemployment list.

7.2.4 Recall List
The name of every regular employee who is laid off, transferred, or demoted to a classification in the same department for longer than one (1) pay period due to layoff, shall be placed on the Recall List maintained by Human Resources and Risk Management.

Vacancies to be filled within a department shall be offered, first in order of performance, to individuals named on the Recall List who at the time of the layoff, held a position in the same regular full time job classification or in the same regular part time job classification within the department as the vacancy to be filled. Individual names may be removed from the Recall List by the Human Resources and Risk Management representative, for any of the following reasons:
a. The expiration of one (1) year from the date of placement on the List. b. Reemployment with the City in a regular full-time position in a department other than that from which the employee was laid off.
c. Failure to respond within fourteen (14) calendar days of mailing of a certified letter regarding availability for employment.
d. Failure to report to work within fourteen (14) calendar days of mailing of a certified letter containing a notice of reinstatement to a position absent mitigating circumstances. e. Request in writing to the City Manager to be removed from the List.

7.2.5 Status on Re-employment
A regular employee who has been laid off and is reemployed in a regular position within one (1) year from the date of his/her layoff or termination shall be entitled to:
a. Restoration of seniority accrued prior to and during layoff. b. Credit for all service prior to layoff for the purpose of determining the rate of accrual of vacation leave.
c. Placement in the salary range at the same job classification in the same department from which he/she was laid off.
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SECTION 7.3 ABANDONMENT OF EMPLOYMENT

7.3.1 Determination and Notification
When an employee has been absent without authorization from work for more than three workdays, and in the opinion of the Department Head the employee has abandoned his/her position, the Department Head shall notify the City Manager. The City Manager, or designee, shall notify the employee that the City has determined he/she has abandoned his/her position and that the employee has four working days upon receipt of the notice to contact the City regarding his/her intent to return to work. The notice shall also advise the employee that failure to contact the City within the four-day period shall be deemed an automatic resignation effective on the fifth day.

Such notice shall be in writing and sent by regular U.S. mail, via overnight delivery, certified mail, or personal service to the last address listed in the employee’s personnel records.

7.3.2 Employee’s Response
Where an employee fails to respond within four working days to the notice of abandonment of position, the employee may be considered to have abandoned his/her position of employment with the City. Abandonment of position shall constitute an automatic resignation from the City service.

If the employee contacts the City within the four-day period, the employee may avoid automatic resignation as provided in this section, however, the employee may still be subject to disciplinary action.

7.3.3 Circumstances When Abandonment Occurs
Abandonment of position may include, but is not limited to:
a. Where an employee fails to return to his/her employment upon conclusion of any authorized leave of absence;
b. Where an employee fails to properly notify by telephone, verbally, or in writing his/her immediate Supervisor of absence due to sickness or injury, except as otherwise required by law; or
c. Where an employee fails to appear for work without notification or express agreement between the Supervisor and the employee as to the use of any leave time set forth under the City’s personnel policies, except as otherwise required by law.

SECTION 7.4 Furlough And Reduction Of Hours

7.4.1 Determination and Notification
The City may implement a furlough or temporary reduction of scheduled hours whenever, in the judgment of the City Council, it becomes necessary to take such actions. The City Manager will consult with affected Department Heads to determine the number of affected employees and will notify affected employees in writing of their selection for furlough or temporary reduction of hours.

Such written notice will include the start and end date, the resulting reduction in pay, and any other applicable terms and conditions. Affected employees are not entitled to appeal their selection through either disciplinary appeal or grievance procedures. Affected employees may not 352
use accrued, paid leave time during designated furlough time or to supplement reduced work hours.

7.4.2 Status While on Furlough
Affected employees may not use accrued, paid leave time during designated furlough time or to supplement reduced work hours. Affected employees will be deemed to remain in paid status for purposes of accrual of leave, seniority, and other eligibility for benefits, and will not be considered to have a break in service for purposes of these Rules. Furlough or reduced schedule time will not be considered “hours worked” for purposes of overtime and will not be counted towards completion of probationary periods under these Rules.
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ACKNOWLEDGEMENT OF RECEIPT
Each employee shall verify that he/she has been given a copy of this manual. The acknowledgement shall be dated and signed by the employee and the original maintained in the employee’s personnel file.

I have been given a copy of the City of Eastvale’s (“City”) Personnel Policies and Procedures Manual (“Manual”). This Manual applies to all employees of the City and to others as indicated.

I understand that it is my responsibility to read the Manual and to comply with its provisions. I also understand as a City employee, I must maintain my City badge on my person at all times while performing City business.

I further understand that the Manual contains important information governing my employment with the City, including regulations and obligations that are expected of me as a City employee.

Furthermore, I understand that I am obligated under the California Constitution that I am declared to be a Disaster Service Worker, as outlined in Government Code 3102, and as further defined in this Manual under Section 2.1.i.

I understand that my failure to comply with these policies may result in disciplinary action, up to and including termination. If I have questions concerning these policies, I will bring them to the attention of my supervisor, department head, or Human Resources and Risk Management.

I understand that because it is not possible to anticipate every situation that may arise in the workplace and because laws and programs change, the City reserves the right to modify, supplement, rescind, or revise any provisions of this Manual (other than the employment at-will provisions and provisions compelled by law), at any time as it deems necessary or appropriate in its sole discretion.

I understand that nothing in this Manual is intended to create a contract of employment with the City, or to create an expectation of continued employment for any specified term.

I understand that the original of this acknowledgement of receipt will be placed in my personnel file.

Dated:

Signature
Employee’s Name
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RESOLUTION NO. 23-XX

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF EASTVALE, CALIFORNIA, AMENDING THE CITY’S PERSONNEL POLICIES AND PROCEDURES MANUAL WHEREAS, the City of Eastvale’s Personnel Policies and Procedures Manual (“Personnel Rules”) is the official document containing the employment policies of the City; and WHEREAS, the Personnel Rules are a living document that is reviewed and updated as necessary or desirable to ensure the City’s employment policies are in compliance with applicable laws and regulations and to ensure the City is able to attract and retain top talent; and
WHEREAS, the Personnel Rules were last updated on January 28, 2021, by Resolution 21-

02. NOW, THEREFORE, the City Council of the City of Eastvale does hereby resolve, determine, and order as follows:

SECTION 1. The above recitals are true and correct and are incorporated as a material part of this resolution
SECTION 2. The Personnel Policies and Procedures Manual attached hereto as Exhibit “A” and incorporated herein by reference is adopted and shall take effect on December 18, 2023. Any and all prior approved versions of the Personnel Policies and Procedures Manual shall no longer be of any force and effect as of December 18, 2023.

PASSED, APPROVED AND ADOPTED this 13th day of December 2023. __________________________________________
Christian Dinco
Mayor
APPROVED AS TO FORM: ATTEST:
__________________________________________ __________________________________________ Erica Vega Marc A. Donohue, MMC
City Attorney City Clerk/Communications Director
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STATE OF CALIFORNIA )
COUNTY OF RIVERSIDE ) §

CITY OF EASTVALE )

I, Marc A. Donohue, City Clerk/Communications Director of the City of Eastvale, California, do hereby certify that the foregoing City Council Resolution No. 23-XX, was duly adopted by the City Council of the City of Eastvale, California, at a meeting held on the 13 th day of December 2023, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:
____________________________________
Marc A. Donohue, MMC
City Clerk/Communications Director
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AGENDA STAFF REPORT

City Council Meeting

CONSENT CALENDAR

Agenda Item No. 12.11
December 13, 2023
Contract Award for Storm Drain Catch Basins Cleaning Services Prepared By:

Jimmy Chung, Public Works Director/City Engineer
Recommended Action(s)
Staff recommends that the City Council:

1 .

Approve a three-year Services Agreement with Sweeping Corp. of America for a total not-to- exceed amount of $308,736.91 for Storm Drain Catch Basins cleaning project; 2 .

Determine that compliance with the formal bidding procedures is not in the best interests of the city pursuant to EMC Section 4.06.080(i); and
3 .

Authorize the City Manager to execute all necessary documents.

Summary
The City currently maintains approximately 1,158 storm drain catch basins, 342 basket filters, and 6 connector pipe screens throughout the public right of way and City owned proper:es. As part of the City's Municipal Stormwater Permit, debris must be rou:nely removed from the catch basins. In addi:on, the City is responsible for maintaining records regarding the types and volumes of material removed. Debris removal was last completed in January 2022. In order to sa:sfy the MS4 permit requirement, the City is required to clean out 100% of the City maintained catch basins every two (2) years with a minimum of 10% cleaned each year. 100% of catch basins must be cleaned before June 30, 2024.

Background
As part of the recent Request for Proposals (RFP), staff requested that contractors provide a per- catch-basin cost for debris removal. The scope of work includes removing the debris from catch 12363 Limonite Avenue | Suite 910 | Eastvale, CA 91752 951.361.0900 |
eastvaleca.gov
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basins, collec:ng and disposing of debris at a legal disposal site, applying markers, and compiling with the required NPDES maintenance logs aEer each cleaning. The logs include the type and volume of material collected and must be submiFed to the City following each service. Before and after photos are also provided to the City to document the work performed.

A Request for Proposals (RFP) was adver:sed on the City's website and PlanetBids. The City received two (2) formal responses to the RFP. The staff reviewed and evaluated them based on the demonstra:on of technical competency, project approach, and proposed cost. AEer the staff review process was completed, the decision was made to not accept either proposals due to the proposed costs being more expensive than acceptable. Staff reached out to other vendors, contractors, and resources for the proposed service. City's current street sweeping vendor submiFed a quote that was significantly lower and more acceptable than the two proposals obtained through PlanetBids.

Staff recommends award of contract to Sweeping Corp. of America (SCA). SCA currently provides street sweeping service on arterial, collector, and residen:al roadways and has proven themselves a knowledgeable and reliable contractor. SCA also currently provides similar services to the Ci:es of Rialto, Indian Wells, and Hollywood.

The three year contract is broken down as follows:

Year
Amount
10%
Contingency
Total
2023-24
$142,721.46
$14,272.15
$156,993.61
2024-25
68,974.23
6,897.42
75,871.65
2025-26
68,974.23
6,897.42
75,871.65
Grand
Total
$280,669.92
$28,066.99
$308,736.91

Environmental
This item is not subject to environmental review under the California Environmental Quality Act (CEQA) pursuant to CEQA Guidelines Sec:on 15060(c)(2) (the ac:vity will not result in a direct or reasonably foreseeable indirect physical change in the environment) and sec:on 15060 (c)(3) the ac:vity is not a "project" as defined in Sec:on 15378). CEQA Guidelines Sec:on 15378 (b)(2), (4), and () excludes "con:nuing administra:ve or maintenance ac:vi:es," "government fiscal ac:vi:es which do not involve any commitment to any specific project which may result in a poten:ally significant physical impact on the environment, "and" organiza:onal or administra:ve ac:vi:es of governments that will not result in direct or indirect physical changes to the environment' from its definition of "project."

Even if this item were a "project," the removal of debris from storm drain catch basins is categorically exempt from the CEQA pursuant to CEQA Guidelines Sec:on 15301. This Class 1 exemp:on allows for maintenance and repair of topographical features with negligible or no expansion. The project will perform maintenance work on exis:ng storm drain catch basins. The work being performed is within the exis:ng right-of-way areas and will not expand the capacity of the catch basins.

None of the excep:ons to the categorical exemp:ons set forth in State CEQA Guidelines Sec:on 12363 Limonite Avenue | Suite 910 | Eastvale, CA 91752 951.361.0900 |
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15300.2 applies to the proposed project because the proposed project: (1) and successive projects of the same type in the same place over :me will not have cumula:vely significant impacts; (2) will not have a significant impact due to unusual circumstances; (3) is not located in a uniquely sensi:ve environment; (4) is not located within a highway officially designated as a state scenic highway; (5) is not located on a hazardous waste site; (6) would not have a cumula:ve impact; and (7) would not have a significant substan:al adverse change in the significance of a historical resource. Therefore, the Class 1 exemp:on applies, and the excep:ons do not, and no further environmental review is required.

Strategic Plan Action - Priority Level: N/A
| Target #: N/A
| Goal #: N/A
N/A
Fiscal Impact
Total fiscal impact for the current fiscal year is $156,993.61. There is adequate budget in FY23-24 Annual Opera:ng budget within the General Fund and Gas Tax Fund. Future fiscal years will require $75,871.65 for both 2024-25 and 2025-26; budget will be appropriated during future budget processes.

Fund
Account
2023-24
Budget
General
100-510-
6435
$105,000
Gas Tax
200-510-
6435
76,000
Prior City Council/Commission Action
There was no prior City Council/Commission Action on this item.

Attachment(s)
Attachment 1 - Catch Basin Cleaning Form Agreement

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AGENDA STAFF REPORT

City Council Meeting

CONSENT CALENDAR

Agenda Item No. 12.12
December 13, 2023
Adoption of the 2023 Local Roadway Safety Plan (LRSP)
Prepared By:

Jimmy Chung, Public Works Director/ City Engineer
Recommended Action(s)
Staff recommends that the the City Council:

1 .

Approve the 2023 Local Roadway Safety Plan (LRSP); and
2 .

Approve and adopt Resolu-on No. 23-XX, A Resolu-on of the City Council of the City of Eastvale, approving the 2023 Local Roadway Safety Plan (LRSP) and pledging to take ac-on to improve safety.

Summary
The City of Eastvale Local Roadway Safety Plan (LRSP) is a comprehensive safety assessment of Eastvale’s roadway network. The plan includes an analysis of six years of crash data throughout the city, including summaries of overall pa4erns and trends, as well as a detailed breakdown of collisions for each intersec-on and roadway segment in the city. The plan outlines areas with the highest safety risk. It proposes countermeasures to improve safety at 12 select loca-ons and the associated costs and poten-al funding sources for these improvements. Adop-ng this plan makes the City of Eastvale eligible for future Highway Safety Improvement Plan (HSIP) funding. The report is complete, and a final copy (Attachment 1) is included for reference.

Background
Summary of the LRSP report
The City of Eastvale hired Kimley-Horn to complete the LRSP, which builds off the City’s Systemic Safety Analysis Report (SSAR), completed in 2020. Each city and county in the State of California is 12363 Limonite Avenue | Suite 910 | Eastvale, CA 91752 951.361.0900 |
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required to complete an LRSP every five years to be eligible for Highway Safety Improvement Program (HSIP) funding. The LRSP covers a wide variety of roadway safety issues citywide and considers all modes of transporta-on. The report analyzes six years of crash data (January 2017 through December 2022), which includes the five years of collision data (January 2015 to December 2019) analyzed in the SSAR. This allows for easy comparison of the two safety reports and highlights where safety performance has changed due to improvements in Eastvale since 2020 or changing traffic pa4erns. Using quan-ta-ve analysis and stakeholder input from local agencies, 12 case study loca-ons were selected throughout the City. ACer field reviews of these loca-ons, countermeasures to improve safety were developed for each of these loca-ons, with costs and cost-effec-veness figures provided for each of these. Poten-al sources of funding for these improvements are also provided in the LRSP.

Key findings of the report are:
• There were 1,989 crashes in Eastvale during the study period, including nine (9) fatali-es and 34 serious injuries.
• During the study period, total crashes peaked in 2019, and have declined since then. • The most common cause of collisions in Eastvale was speeding, followed by improper turning and right-of-way violations.
• Aggressive driving was a contributing factor in nearly 24% of collisions. • Crashes involving younger drivers (25 or younger) accounted for 26% of collisions. • There were 64 and 63 pedestrian and bicyclist-involved collisions during the study period, respectively.
• 1.7% of collisions occurred in work zones.

Based on these findings, the report found that the following “emphasis areas” provide the opportunity to reduce the largest number of traffic injuries with strategic investment:

1. Aggressive Driving

2. Younger Drivers

3. Work Zones

The 12 case study locations selected as part of this analysis were:

1. Segment: Citrus Street from County Fair Drive to Scholar Way

2. Segment: Scholar Way from Schleisman Road to Citrus Street

3. Signalized Intersection: Harrison Avenue and Star Ruby Avenue

4. Unsignalized Intersection: Cedar Creek Road and Schleisman Road

5. Signalized Intersection: Sumner Avenue and 65th Street

6. Signalized Intersection: Sumner Avenue and Limonite Avenue

7. Signalized Intersection: Hamner Avenue and Swan Lake

8. Segment: Hamner Avenue from Swan Lake to Eastvale Gateway

9. Segment: Limonite Avenue from Planetary Road to I-15 Center Line

10. Signalized Intersection: Eastvale Gateway and Limonite Avenue

11. Segment: 68th Street from Wells Springs Road to I-15 NB Lanes

12. Signalized Intersection: Hamner Avenue and Citrus Street Safety countermeasures were proposed for each of these loca-ons were developed. The applicable safety measures vary by location, but may include:
• Installing or upgrading crosswalks 12363 Limonite Avenue | Suite 910 | Eastvale, CA 91752 951.361.0900 |
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• Installing bike lanes along roadway or through intersections • Improving signal timing
• Making pavement with supplementary warning messages • Installing retroreflective backplates to signals
• Installing raised medians
• Installing speed feedback signage
• Installing curb extensions
• Installing pedestrian crossing beacons
• Implementing leading pedestrian intervals

When applying for poten-al funding sources, the City could combine several projects for efficiency and administrative cost savings if more than one application is awarded funding.

Grant Funding
Staff is recommending two City Council Ac-ons. Approval of the LRSP and pledging to eliminate traffic deaths by 2050. These ac-ons will provide eligibility for two grant programs: State Highway Safety Improvement Program (HSIP) funds and Federal Safe Streets for All (SS4A) funds. The HSIP and SS4A grant funding programs require a LRSP or Ac-on Plan. For purposes of the grant funding, an LRSP is an Ac-on Plan. Addi-onally, the SS4A Federal grant program requires addi-onal items, including a pledge to an eventual goal of elimina-ng traffic deaths in the community. Therefore, the pledge has been included in the recommenda-on. The recommended 2050 date for achieving this goal matches the Federal Highway Administra-on (FHWA) goal date. Staff believes it is already the City’s desire to reduce fatali-es and serious injuries and the recommenda-on aligns with that as a pledge and not as a stated goal or requirement.

Environmental
Adop-on of the LRSP is expected to have minimal environmental impacts in the City of Eastvale.

Safety improvements may result in reduc-ons in speeding and crashes, raising the overall a4rac-veness of biking and walking in the City, which would have slight reduc-on in vehicle miles traveled (VMT) and greenhouse gas emissions. Individual projects will be evaluated for CEQA impacts as they are funded and implemented.

Strategic Plan Action - Priority Level: 1
| Target #: E
| Goal #: A
Enhance mobility and connectivity.

Fiscal Impact
Comple-on of this report enables the City to pursue state and federal safety grants for transporta-on safety enhancements. Many of these grants do require local matching funds. Council will be notified of grant pursuits that would include contributions from the City's General Fund.

Prior City Council/Commission Action
The Council approved the prior Systemic Safety Analysis report which was ac-ve for the 5 years (up to 2025). Funding opportuni-es allowed staff to conduct this update now which will extend the life of the safety plan through the end of 2028.

Attachment(s)
Attachment 1 - Local Roadway Safety Plan - Final report 12363 Limonite Avenue | Suite 910 | Eastvale, CA 91752
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Attachment 2 - Systemic Safety Analysis Reporting Program (SSARP) - Final report

Attachment 3 - Resolution 23-XX - Draft

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Eastvale LRSP
CITY OF EASTVALE Local Roadway Safety Plan
(LSRP)
Local
Roadway
Safety Plan
(LSRP)

CITY OF EASTVALE
NOVEMBER 2023
413

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CITY OF EASTVALE Local Roadway Safety Plan
(LSRP)

Table of Contents
Executive Summary ................................ ................................ ................................ ................................ . 1

1. Introduction................................ ................................ ................................ ................................ .......... 1

2. Vision and Goals ................................ ................................ ................................ ................................ . 2

3. Process ................................ ................................ ................................ ................................ ............... 3

3.1 Guiding Manuals ................................ ................................ ................................ ............................ 4

3.1.1 Local Roadway Safety Manual ................................ ................................ ................................ . 4

3.1.2 Highway Safety Manual ................................ ................................ ................................ ........... 4

3.2 Analysis Techniques ................................ ................................ ................................ ...................... 5

3.2.1 Collision Analysis ................................ ................................ ................................ ..................... 5

3.2.2 Network Screening Analysis ................................ ................................ ................................ ..... 6

3.3 Future Analysis ................................ ................................ ................................ .............................. 6

4. Safety Partners ................................ ................................ ................................ ................................ .... 7

4.1 Stakeholder Meeting and Workshop ................................ ................................ ............................... 7

4.2 Field Visit Meeting ................................ ................................ ................................ .......................... 7

5. Existing Efforts................................ ................................ ................................ ................................ ..... 8

6. Data Summary................................ ................................ ................................ ................................ ... 12

6.1 Roadway Network ................................ ................................ ................................ ........................ 12

6.2 Count Data ................................ ................................ ................................ ................................ ... 12

6.3 Collision Data ................................ ................................ ................................ ............................... 12

7. Crash Safety Trends ................................ ................................ ................................ .......................... 16

7.1 All Collisions................................ ................................ ................................ ................................ . 16

7.2 Fatalities ................................ ................................ ................................ ................................ ...... 17

7.3 Injury Levels ................................ ................................ ................................ ................................ . 17

7.4 Cause of Collision ................................ ................................ ................................ ........................ 17

7.5 Vulnerable Users ................................ ................................ ................................ .......................... 18

7.5.1 Pedestrian Collisions................................ ................................ ................................ .............. 18

7.5.2 Bicycle Collisions ................................ ................................ ................................ ................... 19

7.6 Other Significant Trends ................................ ................................ ................................ ............... 20

7.7 Collision Network Screening Analysis Results ................................ ................................ .............. 21

7.8 Statewide Comparison ................................ ................................ ................................ ................. 27

8. Best Practices Evaluation and Emphasis Areas ................................ ................................ ................. 28 414

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8.1 Best Practices Evaluation ................................ ................................ ................................ ............. 28

8.2 Emphasis Areas ................................ ................................ ................................ ........................... 32

8.2.1 Emphasis Area #1: Aggressive Driving ................................ ................................ ................... 32

8.2.2 Emphasis Area #2: Younger Drivers................................ ................................ ....................... 33

8.2.3 Emphasis Area #3: Work Zones ................................ ................................ ............................. 33

9. Countermeasure Toolbox................................ ................................ ................................ ................... 35

9.1 Infrastructure Improvements ................................ ................................ ................................ ......... 35

9.1.1 Countermeasure Selection Process ................................ ................................ ....................... 35

9.1.2 Safety Project Case Studies ................................ ................................ ................................ ... 35

9.2 City-wide Countermeasure Toolbox ................................ ................................ .............................. 37

10. Funding Sources & Next Steps ................................ ................................ ................................ ........ 41

10.1 Funding ................................ ................................ ................................ ................................ ...... 41

10.1.1 Highway Safety Improvement Program ................................ ................................ ................ 41

10.1.2 Caltrans Active Transportation Program ................................ ................................ ............... 41

10.1.3 California Senate Bill 1 ................................ ................................ ................................ ......... 42

10.1.4 California Office of Traffic Safety Grants ................................ ................................ ............... 42

10.1.5 SCAG Sustainable Communities Program................................ ................................ ............ 43

10.1.6 Safe Streets and Roads for All (SS4A) Grant Program ................................ ......................... 43

10.1.6 Infrastructure Investment and Jobs Act................................ ................................ ................. 44

10.2 Next Steps ................................ ................................ ................................ ................................ . 44

10.2.1 Monitoring ................................ ................................ ................................ ............................ 44

10.2.2 Analysis Update ................................ ................................ ................................ ................... 44

10.2.3 Implementation Strategies ................................ ................................ ................................ .... 45 Appendix A – Analysis Results ................................ ................................ ................................ .............. 47 Appendix B – Case Study Sheets ................................ ................................ ................................ .......... 56 Appendix C – Eastvale SSAR Case Study Sheets ................................ ................................ ................. 57

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LIST OF FIGURES
Figure 1: Functional Roadway Classification ................................ ................................ .......13 Figure 2: Fatal and Severe Injury Collisions (2017-2022) ................................ .....................14 Figure 3: All Collisions (2017-2022) ................................ ................................ .......................15 Figure 4: Collision Type by Year (2017-2022) ................................ ................................ ........16 Figure 5: Collisions by Injury Levels (2017-2022) ................................ ................................ .17 Figure 6: Cause of Collisions (2017-2022) ................................ ................................ .............18 Figure 7: Pedestrian & Bicycle Collisions (2017-2022) ................................ .........................20 Figure 8: Collision Network Screening Analysis Results: Intersections & Roadway Network (2017-2022) ................................ ................................ ................................ ...............21

LIST OF TABLES
Table 1: Review of Existing City Plans ................................ ................................ ....................8 Table 2: Existing City Projects ................................ ................................ ............................... 11 Table 3: Analysis Results: Intersections ................................ ................................ ...............23 Table 4: Analysis Results: Segments ................................ ................................ ....................25 Table 5: Comparison of Statewide and Eastvale Fatal & Severe Injury Crashes (2009- 2018) ................................ ................................ ................................ ................................ ........27 Table 6: Summary of Opportunities for Best Practices ................................ ........................28 Table 7: General Citywide Safety Countermeasure Toolbox ................................ ...............38 Table 8: Analysis Results – Intersections ................................ ................................ .......48 Table 9: Analysis Results: Roadway Segments ................................ ................................ ...54

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Executive Summary
The City of Eastvale (City) Local Roadway Safety Plan (LRSP) identifies the most important traffic safety challenges in the City to inform and guide further safety evaluation of the City’s transportation network. The underlying analysis include type of crash, certain locations, and notable relationships between current efforts and crash history. The LRSP analyzes crash data on an aggregate basis as well as at specific locations to identify high rate of crashes, high-risk areas, as well as city-wide trends and patterns. The LRSP builds off of the city’s Systemic Safety Analysis Report (SSAR), which was completed in October 2020. The analysis of crash history throughout the City’s transportation network allows for opportunities to:

1. Identify factors in the transportation network that inhibit safety for all roadway users,

2. Improve safety at specific high-crash locations identified in this report, and reduce serious injury and fatal collisions, and,

3. Develop safety measures using the four E’s of safety: Engineering, Enforcement, Education, and Emergency Response to encourage
safer driver behavior and better severity outcomes.

With this LRSP, the City continues its safety efforts by identifying areas of emphasis and systemic
recommendations to enhance safety.

The City’s vision is to enhance the transportation network and reduce traffic fatalities and serious injury related crashes, and the goals for the City of Eastvale include the following:

Goal #1: Identify areas with a high risk for crashes,
Goal #2: Illustrate the value of a comprehensive safety program and the systemic process,
Goal #3: Plan future safety improvements for near-, mid- and long-term, and,
Goal #4: Define safety projects for HSIP and other
program funding consideration.

This LRSP analyzes the most recent available crash data (January 1, 2017 – December 31, 2022) and recent
roadway improvements to assess historic trends, patterns, and areas of increasing concern.

Further, the collision history was analyzed to identify locations with large numbers of collisions, higher severity 1,989 6-year
collisions
9Fatalities
34 Serious
Injuries
48%
Occurred at
Signalized
Intersections
33%
Occurred at
Unsignalized
Intersections
35%
Due to
Agressive
Driving

4.9% Impaired
Driving

6.4%
Involving
Pedestrians &
Bicyclists
Source: Eastvale Collision Database (2018-2022)
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collisions, or unusual collision patterns. Using a network screening process, locations were identified within the City that will most likely benefit from safety enhancements. Using historic collision data, local collision risk factors were derived for the entire roadway network. These risk factors were used to develop a toolbox of engineering and non-infrastructure safety measures to proactively address roadway characteristics and related behaviors that contribute to motor vehicle collisions with active transportation users.

Emphasis areas were developed by revisiting the vision and goals developed at the onset of the planning process and comparing them with the trends and patterns identified in the crash analysis, particularly by comparing the City’s safety performance against statewide safety challenge areas.

Emphasis Area #1: Young Drivers
Emphasis Area #2: Aggressive Driving
Emphasis Area #3: Work Zones
The following 12 case study locations were chosen to be representative of the corridor and intersection configurations throughout the City.

1. Segment: Citrus Street from County Fair Drive to Scholar Way

2. Segment: Scholar Way from Schleisman Road to Citrus Street

3. Signalized Intersection: Harrison Avenue and Star Ruby Avenue

4. Unsignalized Intersection: Cedar Creek Road and Schleisman Road

5. Signalized Intersection: Sumner Avenue and 65th Street

6. Signalized Intersection: Sumner Avenue and Limonite Avenue

7. Signalized Intersection: Hamner Avenue and Swan Lake

8. Segment: Hamner Avenue from Swan Lake to Eastvale Gateway

9. Segment: Limonite Avenue from Planetary Road to I-15 Center Line

10. Signalized Intersection: Eastvale Gateway and Limonite Avenue

11. Segment: 68th Street from Wells Springs Road to I-15 NB Lanes

12. Signalized Intersection: Hamner Avenue and Citrus Street These locations were identified through the analysis process based on their crash rates, crash patterns, stakeholder suggestions, and their different characteristics and functions. The purpose of this was to provide the most insight into potential systemic safety countermeasures that the City can explore further to achieve the most cost-effective safety benefits. Countermeasures were subjected to a benefit/cost assessment and scored according to their potential return on investment. These case studies can be used to select the most appropriate countermeasure, and to potentially phase improvements over the longer-term. The potential benefit of these countermeasures at locations with similar design characteristics can then be extrapolated 418

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regardless of crash history, allowing for proactive safety enhancements that can prevent future safety challenges from developing. Additionally, this information can be used to help the City apply for grants and other funding opportunities to implement these safety improvements. These opportunities were assembled into the “countermeasure toolbox” shown below (Copy of Table 7).
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CITY OF EASTVALE
Citywide Countermeasure Toolbox (Copy of Table 7)
ID Potential Countermeasures Where to apply? CRF Per Unit Cost Unit
NS06
Install/upgrade larger or additional stop
signs or other intersection
warning/regulatory signs
Intersections with patterns of rear-end,
right-angle, or turning collisions related to
lack of driver awareness of presence of
intersection.
15% $2,400 per sign
NS11 Improve sight distance to intersection
(Clear Sight Triangles)
Intersections with restricted sight distance
and patterns of crashes related to lack of
sight distance where sight distance can be
improved by clearing roadside obstructions
without major reconstruction of the
roadway
20%
Varies;
$600 per
tree for
trimming, up
to $2.5M
per
intersection
for curb
extensions
Varies based
on what
needs to be
cleared:

Trees,
signage, or
buildings.

NS17 Install right-turn lane Intersections with high-volume and high- speed major approaches 20% $42,000 per
intersection
NS20PB
Install/upgrade pedestrian crossing at
uncontrolled locations (signs and markings
only)
Intersections with high pedestrian activity
and significant vehicular traffic; especially
intersections with school crossings or right
turn pockets
25% $34,800 per location
NS21PB
Install/upgrade pedestrian crossing at
uncontrolled locations (with enhanced
safety features)
Intersections with high pedestrian activity
where speed limit is 35 mph or less and
sufficient sight distance is available
35% $50,000 per location
R08 Install raised median
Areas where broadsides are common, and
where there is desire to restrict left turn
movements
25% $1,068 per linear
foot
R14 Road diet (lane reconfiguration) Areas where wide lanes or number of lanes encourage high speeds 30% $79,200 per mile
R32PB Update bike lane through intersection to
avoid right turning vehicles
Intersections where bike lanes exist and
lack protection for cyclists 35% $30,000 per mile
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CITY OF EASTVALE
ID Potential Countermeasures Where to apply? CRF Per Unit Cost Unit
R33PB Install buffered/separated bike lanes
Areas with wide outside lanes that can be
repurposed to include a bike lane and
additional buffered space
45% $84,000 per mile
R34PB Install sidewalk or pathway to avoid walking
along roadway
Areas with pedestrian activity that does not
follow the street network (e.g. though
parking lots, to schools, between points of
interest)
80% $420
per linear
foot of 4’
wide
sidewalk
R35PB Install high visibility crosswalks at
signalized intersections
Intersections with high pedestrian activity,
prior incident history, and outdated or
incomplete crosswalks
35% $26,400 per
crosswalk
R37PB Install Rectangular Rapid Flashing Beacon
(RRFD)
Midblock locations 1500+ feet away from
an existing signal with significant
pedestrian demand where speed limit is up
to 35 mph
35% $54,000 per
intersection
S02
Improve signal hardware; lenses, back
plate with retroreflective borders, mounting,
size, and number
Signalized intersections where signals
heads are not equipped with these
features
15% $26,400 per
intersection
S03 Improve signal timing (coordination,
phasing, red, yellow, operation)
Signalized intersections with a history of
broadside and rear-end crashes, and is
not maximized for yellow and all red time.

Coordination can be applied for speed
management on corridors with signals
placed close enough together to develop
vehicle platoons
15% $14,400 per
intersection
S07 Provide protected left turn phase (left turn
lane already exists)
Signalized intersections with existing left
turn pockets that currently have a high
frequency of angle crashes involved left
turning, opposing through vehicles, and
non-motorized road users.
30% $45,600 per
intersection
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CITY OF EASTVALE
ID Potential Countermeasures Where to apply? CRF Per Unit Cost Unit
S10 Install speed feedback signage
Areas where speeding is a pattern, or
areas with wide lanes but low posted
speed limits
30% $10,200 per sign
S12 Install raised median on approaches
Intersections with a history of turning
movement collisions as a result of
insufficient access control
25% $1,068
per linear
foot of a 10’
wide median
opening
S17PB Install pedestrian countdown signal heads Signals without countdown indicators 25% $43,680 per intersection
S18PB Install pedestrian crossing Locations with no controlled crossing for significant distances 35% $74,400 per
intersection
S20PB Refresh limit lines
Intersections where the limit line has
faded, making it difficult to see, or where
the limit line and crosswalk are not
separated
15% $40,200 per approach
S21PB
Modify signal phasing to implement a
Leading Pedestrian Interval (LPI) with new
controller
Signalized Intersections – especially those
with high pedestrian activity and high right-
turn volumes
60% $45,600 per
intersection
-* Curb Extension/Bulb-Out Intersections with high pedestrian activity 5% $2M to 2.5M per intersection
-* Reconfigure lane Locations where existing lane widths encourage high speeds 5% $90,000 per mile
CMF
1717
Mark pavement with supplementary
warning messages and directional
indicators
Locations where additional striping or
warning messages can bring additional
awareness of areas of high rates of
collision to drivers
30% $8,500
Lump sum
cost,
assumes 12
markings
CMF
5252 Implement longer pedestrian intervals
Intersections with high pedestrian activity,
especially those with high volumes of
elderly or disabled
51% $2,000 per
intersection
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*These countermeasures are not included in the Local Roadway Safety Manual, so a low Crash Reduction Factor (CRF) was assumed.

Near-term action items were identified to accelerate the City’s achievement towards the goals and vision of this LRSP. The City could consider:
• Actively seeking funding opportunities to improve safety for all modal users, • Collaborating with safety partners & neighboring municipalities as improvements are made to create a cohesive transportation network, and
• Regularly evaluating transportation safety programs and capital improvements to design a safer transportation network in Eastvale.

The City will regularly monitor and update the analysis performed in this plan. A full plan update should be completed five years from the City Council’s adoption of this plan in order to maintain eligibility for HSIP funding.

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1. Introduction
Located in northwestern Riverside County, the City of Eastvale is a suburban enclave with a population of about 71,000. Eastvale is a culturally vibrant community with a thriving economy that contains the largest school district in the county. Based on the University of California Berkeley’s Transportation Injury Mapping System (TIMS) and California Department of Transportation (Caltrans) Vehicle Operation Cost Parameters, Eastvale’s economic losses due to traffic injuries amounted to approximately $178M from 2017 to 2022. This report identifies factors associated with the most vehicle crashes particular to the City and proposes matching countermeasures to reduce or eliminate those crashes.

This Local Road Safety Plan (LRSP) identifies emphasis areas to inform and guide further safety evaluation of the City’s transportation network. The emphasis areas include the type of crash, certain locations, and notable relationships between current efforts and crash history.

The LRSP analyzes crash data on an aggregate basis as well as at specific locations to identify high-crash locations, high-risk locations, and city-wide trends and patterns. The analysis of crash history throughout the City’s transportation network allows for the following opportunities:

1. Identify factors in the transportation network that inhibit safety for all roadway users,

2. Improve safety at specific high-crash locations, and

3. Develop safety measures using the four E’s of safety (Engineering, Enforcement, Education, and Emergency Response) to encourage safer driver behavior and better severity outcomes.

This document serves as a companion document to Eastvale’s Systemic Safety Analysis Report (SSAR), completed in October 2020. Similar to the LRSP, the SSAR used collision data and stakeholder input to propose systemic improvements to the City’s transportation network, including traffic signal coordination, advanced dilemma zone detection, retroreflective backplates, and leading pedestrian intervals at signalized intersections. The SSAR also proposed six locations with high collision rates and where stakeholders noted specific improvements could be made.

Eastvale has taken steps to enhance all modal safety throughout the City, and with this LRSP, Eastvale is continuing to prioritize safety in its planning processes. The Office of Traffic Safety (OTS) most recently ranked Eastvale 10th of 105 peer cities for total fatal and injured crashes after normalizing for population and VMT in 2019. These rankings do not account for the City’s position along major regional commuter routes and the amount of non-local traffic traversing city limits. With number one in the OTS crash rankings considered the highest, or “worst,” this positions the City at well below average for roadway safety performance. This LRSP analyzes the most recent range of Crossroads crash data from January 1, 2017 to December 31, 2022, and roadway improvements to assess historic trends, patterns, and areas of increasing concern.

The intent of the LRSP is to:
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• Create a greater awareness of road safety and risks,
• Identify countermeasures which may reduce the number of fatal and severe-injury crashes, • Develop lasting partnerships,
• Provide support for grant/funding applications, and
• Prioritize investments in traffic safety.

2. Vision and Goals
The Eastvale LRSP evaluates the transportation network as well as non-infrastructure programs and policies within the City. Mitigation measures are evaluated using criteria to analyze the safety of road users (drivers, bicyclists, and pedestrians), the interaction of modes, the influences on the roadway network from adjacent municipalities, and the potential benefits of safety countermeasures. Through historical data and trends, proactive identification and safety opportunities can be identified and implemented without relying solely on a reaction and response to crashes as they occur.

As cities across the country have implemented LRSPs and systemically addressed the conditions leading to fatal and severe-injury crashes, the Federal Highway Administration (FHWA) has found that LRSPs effectively improve safety. LRSPs provide a locally developed and customized roadmap to directly address the most common safety challenges in the given jurisdiction. This project’s vision, goals, and objectives have been established to reflect discussions with Eastvale staff, various stakeholders identified by City staff, and a review of existing plans/policies in the area.

Goal #1: Identify areas with a high number of crashes.

Objectives:
• Identify intersections and segments that would most benefit from mitigation. • Identify areas of interest with respect to safety concerns for vulnerable users (pedestrians and bicyclists).

Goal #2: Illustrate the value of a comprehensive safety program and the systemic process.

Objectives:
• Demonstrate the systemic process’ ability to identify locations with higher risk for crashes based on present characteristics closely associated with severe crashes. • Demonstrate, through the systemic process, the gaps and data collection activities that can be improved upon.

Goal #3: Plan future safety improvements for near-, mid- and long-term.

Objectives:
• Identify safety countermeasures for specific locations (case studies). • Identify safety countermeasures that can be applied city-wide. 425

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Goal #4: Define safety projects for a future Highway Safety Improvement Plan (HSIP) and other program funding consideration.

Objectives:
• Create the outline for a prioritization process that can be used in this and forth-coming cycles to apply for funding.
• Use the systemic process to create Project Case Studies. • Use Case Studies to apply for HSIP and other funding consideration. • Demonstrate the correlation between the proposed safety countermeasures with the Vision Zero Initiative and the California State Highway Safety Plan.

3. Process
The primary goal for the City of Eastvale and their safety partners is to provide safe, sustainable, and efficient mobility choices for their residents and visitors. Through the development and implementation of this LRSP, the City will continue its collaboration with safety partners to identify and discuss safety issues within the community.

Guidance on the LRSP process is provided at both the national (FHWA) and state (Caltrans) level, and both agencies have developed a general framework of data and recommendations for conducting an LRSP.

FHWA encourages the following:
• The establishment of a working group (stakeholders) to participate in developing an LRSP • A review of crash, traffic, and roadway data to identify areas of concern • The identification of goals, priorities, and countermeasures to recommend improvements at spot locations, systemically, and comprehensively
Caltrans guidance follows a similar outline with the following steps:
• Establish leadership
• Analyze the safety data
• Determine emphasis areas
• Identify strategies
• Prioritize and incorporate strategies
• Evaluate and update the LRSP
This LRSP documents the results of data and information obtained, including the preliminary vision and goals for the LRSP, existing safety efforts, initial crash analysis, and developed emphasis areas. The LRSP recommendations consider the four E's of traffic safety defined by the California Strategic Highway Safety Plan (SHSP): Engineering, Enforcement, Education, and Emergency Response.
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3.1 Guiding Manuals
This section describes the analysis process undertaken to evaluate safety within Eastvale at a systemic level. This report identifies specific locations within the City that will benefit from safety enhancements and derives crash risk factors based on historic crash data using a network screening process. The outcome will inform the identification and prioritization of engineering and non-infrastructure safety measures by addressing certain roadway characteristics and related driving behaviors contributing to c rashes. This process uses the latest national and state best practices for statistical roadway analysis described.

3.1.1 Local Roadway Safety Manual
The Local Roadway Safety Manual: A Manual for California’s Local Road Owners (Version 1.6, April 2022) encourages local agencies to pursue a proactive approach when identifying and analyzing safety issues and preparing to compete for project funding opportunities. A proactive approach is the analyzation of safety in an entire roadway network through either a one-time network-wide analysis or a routine analysis of the roadway network.1 According to the Local Roadway Safety Manual (LRSM), “the California Department of Transportation (Caltrans) – Division of Local Assistance is responsible for administering California’s federal safety funding intended for local safety improvements.” To provide the most beneficial and competitive funding approach, the analysis leading to countermeasure selection should focus on both intersections and roadway segments, and maintain consideration of roadway characteristics and traffic volumes. The result should reflect a list of locations that are most likely to benefit from cost-effective countermeasures, preferably prioritized by benefit/cost ratio. The manual suggests using a mixture of quantitative and qualitative measures to identify and rank locations using both crash frequency and crash rates.

These findings should then be screened for crash type and severity patterns to determine the cause of crashes and the potential effective countermeasures. Qualitative analysis should include field visits and a review of existing roadway characteristics and devices. The specific roadway context can then be used to assess conditions that may decrease safety at the site and at systematic levels.

Countermeasure selection should be supported using Crash Modification Factors (CMFs).

These factors are a peer reviewed product of research quantifying the expected rate of crash reduction expected from a given countermeasure. If more than one countermeasure is under consideration, the LRSM provides guidance on appropriate application of CMFs.

3.1.2 Highway Safety Manual
The American Association of State Highway and Transportation Officials (AASHTO) Highway Safety Manual (HSM), published in 2010, presents a variety of methods for quantitatively

1 Local Roadway Safety Manual (Version 1.5) 2020. Page 5. 427

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estimating crash frequency or severity at a variety of locations.2 This four-part manual is divided into the following parts: A) Introduction, Human Factors, and Fundamentals, B) Roadway Safety Management Process, C) Predictive Method, and D) Crash Modification Factors.

In Chapter 4 Part B of the HSM, the “Network Screening Process” is a tool for an agency to analyze the entire network and identify/rank locations that are most likely or least likely to realize a reduction in the frequency of crashes.

The HSM identifies five steps in this process:3

1. Establish Focus: Identify the purpose or intended outcome of the network screening analysis.

This decision will influence data needs, the selection of performance measures, and the screening method that can be applied.

2. Identify Network and Establish Reference Populations: Specify the types of sites or facilities being screened (i.e., segments, intersections, geometrics) and identify groupings of similar sites or facilities.

3. Select Performance Measures: There are a variety of performance measures available to evaluate the potential to reduce crash frequency at a site. In this step, the performance measure is selected as a function of the screening focus and the data and analytical tools available.

4. Select Screening Method: There are three principal screening methods described in this chapter (i.e., ranking, sliding window, peak searching). Each method has advantages and disadvantages; the most appropriate method for a given situation should be selected.

5. Screen and Evaluate Results: The final step in the process is to conduct the screening and analysis, and evaluate the results.

The HSM provides several statistical methods for screening roadway networks and identifying high risk locations based on overall crash histories. After identifying the total number of crashes, this study uses a method referred to as “Critical Crash Rate” to analyze the data.

3.2 Analysis Techniques

3.2.1 Collision Analysis
The initial steps of a collision analysis involve establishing sub-populations of roadway segments and intersections that have similar characteristics. For this LRSP, intersections were grouped by their control type ( signalized and unsignalized), and segments were grouped by their roadway category (primary arterial, secondary arterial, collector, local). Individual collision rates were then calculated for each sub-population. The population level collision rates were used to assess the

2 AASHTO, Highway Safety Manual, 2010, Washington D.C., http://www.highwaysafetymanual.org/Pages/About.aspx
3 AASHTO. Highway Safety Manual. 2010. Washington, DC. Page 4-2. 428

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number of collisions at a specific location. These sub -populations were also used to determine typical collision patterns to highlight locations where an unusual number of specific collision types occurred.

3.2.2 Network Screening Analysis
The network screening process lists intersections and roadway segments by the number of collisions over the analysis period, and identifies areas with a higher number of a given collision- type than would be expected for the location.

The different collisions were organized by the following categories:

1. Collision injury (fatal, serious injury, other visible injury, complaint of pain, property damage only),

2. Collision type (broadside, rear-end, sideswipe, head-on, hit object, overturned, bicycle, pedestrian, other),

3. Environmental factors (lighting, wet roads), and

4. Driver behavior (impaired, aggressive, and distracted driving).

3.3 Future Analysis
The City plans to conduct regular collision monitoring as described in Section 10.2. The City will then refresh the analysis and update the LRSP every 5 years to maintain eligibility for HSIP funding, as described in Section 10.2.

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4. Safety Partners
Local stakeholders were included in the development of this report to ensure the local perspective was maintained at the forefront of planning efforts. A stakeholder group of City staff and external partners consisted of representatives from the Riverside County Sheriff’s Department (RCSD), Riverside County Fire Department (RCFD), Corona-Norco Unified School District (CNUSD), Eastvale Chinese American Association (ECAA), California Highway Patrol (CHP), and members of the public.

The local stakeholders were called together to offer insight on the safety issues present in the City’s transportation network. After the initial network screening and safety analysis, the stakeholder group met to discuss potential countermeasures and challenge areas through virtual field visits. The summaries of the field visit meetings are outlined below.

4.1 Stakeholder Meeting and Workshop
The virtual stakeholder meeting and workshop was conducted on March 21, 2023. At the meeting, stakeholders from a variety of organizations, such as City staff, the city planning commission, local schools, and the Riverside Transit Agency were introduced to the project and provided an overview of the data used, the required outputs, and the potential outcomes of the study. Like the SSAR, the stakeholder group explored potential safety improvements and provided input on safety measures that could be included in the city-wide countermeasure toolbox. Stakeholders indicated that their main concern is safety around schools, and that they prefer countermeasures that improve pedestrian safety and minimize crashes.

4.2 Field Visit Meeting
The first field visit was conducted on March 28, 2023. At the meeting, stakeholders, including City officials and the Riverside County Sheriff’s Department (RCSD), toured the 12 case study locations around the city, and provided qualitative information regarding crash patterns, potential causes, and potential remedies of each site.

In addition to the overview, stakeholders were asked to provide local insight and knowledge at 12 “case study” locations that were identified after the initial network screening and crash analysis process. Potential countermeasures were recommended, and emphasis/challenge areas were discussed, with speeding being identified as a major factor in collisions throughout the City.

Stakeholder feedback was reviewed and incorporated into the study process for the development of this LRSP, along with reviewing the projects identified in the SSAR to ensure that efforts conducted as part of this LRSP would not conflict with and further these previously- identified projects.
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5. Existing Efforts
Plans, policies, and projects that were recently completed, planned, or on-going were compiled at the start of the LRSP process to gain perspective on the existing efforts for transportation-related improvements within the City. High-level key points regarding transportation improvements and safety-related topics were identified to inform decision making in this LRSP.

Table 1 outlines the relevant existing City plans and their improvements and funding sources.

Table 2 outlines the relevant existing City projects and their timelines.

Table 1: Review of Existing City Plans
Document
Name
Document
Status Agency Document
Description Transportation Policies/Improvements Funding Sources Eastvale SSAR
Report
Adopted
2020
City of
Eastvale
Safety
Analysis
Report
• Evaluates the safety performance of the City’s roadway system for all road users
• Analyzes collision data on an aggregate basis to identify high-risk roadway characteristics, and at the site-specific level where collisions were concentrated
• Includes potential traffic safety improvements and programs that can be implemented throughout the City, and some
specific to certain corridors and intersections
• City of Eastvale
• Caltrans HSIP Grant
2012 City of
Eastvale
General Plan
Adopted
June 2012
City of
Eastvale
Long-Term
Planning
• Outlines the City’s plans for the future including addressing areas of improvement, such as connectivity, land use
patterns, and viability
• Addresses creating facilities and programs to encourage the public to lead a more active lifestyle and increase their physical activity (LU-7)
• Creates a mix of land uses which benefit the residents, including the changing demographics (LU-2)
• Improves the City’s roadway network to be able to
accommodate higher traffic volumes, as well as
accommodate vulnerable road users, such as cyclists and pedestrians
• Improves facilities to create a more walkable and bikeable community (DE-5)
• City of Eastvale
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Document
Name
Document
Status Agency Document
Description Transportation Policies/Improvements Funding Sources • Encourages schools, recreational centers, and day care centers to be easily accessible by public transportation (HC- 12)
• Develop a citywide trails system, which residents may use for travel, recreation, and exercise (OS-3)
I-15 Corridor
Specific Plan
Adopted
February
2012
City of
Eastvale
Corridor
Specific Plan
• Outlines further development guidelines for planning areas of the city that are not built out
• Ensures that land use will support the citywide transportation network
• Includes plans for circulation, maintenance, and
transportation demand management
• Bus stop improvements
• Rideshare vehicle loading areas
• Bicycle parking and shower facilities
• Provide a coordinated land use pattern
• Roadway and street improvements to accommodate higher traffic volumes
• Design commercial areas with easy access for public
transportation users
• Integrate bicycle and pedestrian trails into the transportation network
• Information center for transportation alternatives for residents to encourage alternatives to driving
• Utilize consistent streetscapes on major streets throughout the City
• City of Eastvale
• Community Facilities
District (CFD)
• Homeowners
Association
• Commercial
Associations
• School District
The Ranch at
Eastvale
Specific Plan
Adopted
October
2015
City of
Eastvale
Specific Area
Plan
• Improve connectivity between business areas in order to encourage travel by walking or cycling
• Create a mix of retail, business park, and light industrial uses, which will benefit residents, business owners, and visitors
• Install stormwater management devices, which are both functional and aesthetically pleasing to appeal to both business owners and visitors
• Illuminate pedestrian walkways, streets, and bikeways for both visibility and safety
• Limonite Avenue will have a raised landscaped median Main entrance to the business park will be off of Limonite Avenue • Directional signs will be placed throughout to help visitors locate what they need
• Developer
• Private Maintenance
Association
• Owner
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Document
Name
Document
Status Agency Document
Description Transportation Policies/Improvements Funding Sources Bicycle Master
Plan
Adopted
February
2016
City of
Eastvale
Specific Area
Plan
• Recommend bicycle improvement types including Class I through Class V bike lanes
• Recommend multi-use paths (Class I) along utility
easements, flood control channels, or undeveloped areas such as along Harrison Road
• Recommend buffered Class II bike lanes along collector or arterial streets
• Recommend bicycle routes or bicycle boulevards (Class III) for local roads and low-stress facilities
• Provide safe routes to transit improvements to encourage residents to utilize the transit system
• Improve/add bicycle facilities, such as bike racks, corrals, and lockers to encourage residents to cycle rather than drive • Implement safe routes to school program to reduce obesity and encourage children to walk or cycle to school
• Federal Grants (eg.

Surface
Transportation
Program,
Recreational Trails
Program, etc.)
• State Grants (eg.

Active Transportation
Program, Vehicle
Registration Fees,
etc.)
• Local Funds (eg.
parking meters,
Transient Occupancy
Tax, SB-821, etc.)
• Private Funding
Sources (eg. grants
from foundations,
donations, etc.)
Leal Master
Plan
Adopted
December
2017
City of
Eastvale
Specific Area
Plan
• Significant online public outreach campaign resulted in thousands of responses from residents as to ideas for the project site
• Intends to be used as the basis for establishing development standards and evaluating proposed projects for the Leal property
• Provide multiple access points for visitors
• On-street parking, landscaped bulb-outs, and special paving treatments
• Wider sidewalks adjacent to retail stores to increase pedestrian comfort with trees for shade and outdoor seating • Installing furnishing such as benches, lighting, bicycle racks, • Improve facilities improve access, safety, and comfort for pedestrians and cyclists, especially along all major roadways • Land uses such as lifestyle center, general commercial, commercial office, hotel, civic center, and residential • Owner
• Developer
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Table 2: Existing City Projects
Project
Name Timeline Transportation Policies/Improvements Funding Sources Safety and Connectivity
Project Along Harrison
Avenue and Scholar
Way
Ongoing, Construction to
start in late 2023
• Bicycle connectivity along Harrison Ave and Scholar Way • New 5-mile trail for biking, walking, running, etc.
• Landscape to enhance the trail corridor
• Trash and recycle bins, shade options, and lighting
• Seating along the trail
• Potential areas for artwork
• ATP Grant
• Gas Tax
• Measure A
Traffic Signal
Synchronization Currently Ongoing
• Coordination of signals along Limonite Ave
• The City is seeking out funding to synchronize other arterials, including Archibald, Hamner, Citrus, Schleisman, and Scholar • Measure A
• Gas Tax
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6. Data Summary
This section describes the data sources used for the analysis process of this LRSP.

6.1 Roadway Network
The California Department of Transportation (Caltrans) California Road System (CRS) GIS database was used to build the base roadway network used for this analysis. Intersections and roadway segments were divided into control and classification categories so that each set could have its own crash rates and be compared with similar facilities or control type. Functional classifications were imported from the City’s General Plan and confirmed by City staff.

Information on intersection traffic control was provided by the City and included in the analysis network. The collision analysis requires each intersection to be classified by type: Signalized or unsignalized. Figure 1 illustrates the City of Eastvale’s roadway functional classification and locations of signalized intersections as used for this study.

6.2 Count Data
Vehicular count data is used as part of the analysis process to evaluate the impact of traffic and understand the natural hierarchy of the roadway network. Count data utilized for this project was pulled from various studies and elements. For locations without volume or count data, other resources were utilized to identify a reasonable assumption for individual corridors and classification types. The traffic volume information allowed the team to assess locations for risk as well as review locations with the highest number of collisions.

6.3 Collision Data
Collision data was collected from Crossroads Software for the period of January 1, 2017 through December 31, 2022. Six years of data were utilized, instead of the standard three years, to provide more history to evaluate trends or patterns. Analysis of the raw collision data is the first step in understanding the specific and systemic challenges faced throughout the City.

Analyzing the six years of data provided insight on the collision trends and patterns detailed in Section 7. The locations of fatal and severe injury collisions are displayed in Figure 2. The locations of all collisions are displayed in Figure 3.
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Figure 1: Functional Roadway Classification
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Figure 2: Fatal and Severe Injury Collisions (2017-2022) 437

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Figure 3: All Collisions (2017-2022)
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7. Crash Safety Trends
The analysis was conducted using a network screening process for the City-maintained roadway system based on collision records spanning from January 1, 2017 through December 31, 2022. This section contains the results of the analysis, which includes the evaluation of Eastvale’s fatal and serious injury (generally denoted as K+SI) collisions, statewide K+SI collisions, pedestrian collisions, bicycle collisions, collision severity levels, and collision causes.

The collision data is presented over the next few sections in an easily comprehensible format to compare types of collisions, severity level, and cause of collisions, showing areas where additional focus is needed.

7.1 All Collisions
This report utilized collision data for a six-year period to provide a better understanding of trends and to reflect the patterns in crashes that have occurred on city streets. Data used for this report was extracted from Crossroads Software. Collision data from January 1, 2017 through December 31, 2022, as reported to Crossroads from the local enforcement, indicates that there were 1,989 collisions recorded within Eastvale during this time

During this period, the most common occurring collision types were rear-ends (32%) and broadsides (26%), which is typical of many cities, as shown in Figure 4. This mirrors the results of the SSAR, which also indicate that rear-ends were the most common collision type in Eastvale.

Source: Eastvale Crossroads Database (201 7-2022)
Figure 4: Collision Type by Year (2017-2022)
0 50
100
150
200
250
300
350
400
450
2017 2018 2019 2020 2021 2022
Overturned
Not Stated
Vehicle - Pedestrian
Other
Head-On
Hit Object
Sideswipe
Broadside
Rear-End
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7.2 Fatalities
During the study period, nine fatal collisions occurred. There were two fatalities as a result of driving under the influence, one due to improper turning, two from pedestrian violations, one from failure to obey traffic signals and signs, and three fatalities from other miscellaneous causes. This is compared to the SSAR, which analyzed data from 2015 through2019, during which there were six fatal collisions. Four of these occurred between 2017 and 2019, and are therefore included as part of the LRSP analysis.

7.3 Injury Levels
As shown in Figure 5, 61% of the collisions reported during the time-period resulted in property damage only. Fatalities and severe injuries totaled 2.2% of all collisions.

Source: Eastvale Crossroads Database (2017 – 2022)

Figure 5: Collisions by Injury Levels (2017-2022)

7.4 Cause of Collision
As shown in Figure 6, the highest recorded cause of collisions in Eastvale during this time- period was unsafe speed at 26% and improper turning at 18%. This was followed by auto right- of-way (R/W) violations and other improper driving at roughly 12% each. This is similar to the results of the SSAR, which indicated that the top crash types were unsafe speed at 27% and improper turning at 19%.

61.34%

26.19%

10.31%

1.71% 0.45%
Property Damage Only
Complaint of Pain
Other Visible Injury
Severe Injury
Fatal
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Source: Eastvale Crossroads Database (2017 – 2022)
Figure 6: Cause of Collisions (2017-2022)

7.5 Vulnerable Users

7.5.1 Pedestrian Collisions
During the six-year study period from January 1, 2017 to December 31, 2022, 64 pedestrian- involved collisions occurred. This resulted in five fatalities, four severe injuries, and 47 collisions with some form of reported injury or pain, compared to two fatalities and three serious injuries to pedestrians reported in the SSAR. Of the collisions, 26% occurred at night, with three of them occurring in a location noted as having no streetlights. Of the three, two were at the intersection of River Road and Baron Drive and one was at the intersection of 65th Street and Cedar Creek.

Other potential countermeasures, such as roadway markings or retroreflective signage, could be added if streetlights were infeasible at these locations. Figure 7 shows the locations of pedestrian and bicycle collisions during the study period.

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7.5.2 Bicycle Collisions
During the study period, 63 collisions involving bicycles were reported. Of these, none were fatal and six resulted in severe injuries. This is compared to zero fatalities and one serious injury reported in the SSAR. The collision history shows that 87% of the collisions occurred during daylight and 21% of these collisions were attributed to auto R/W violations. Figure 7 shows the location of pedestrian and bicycle collisions during the study period.

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Figure 7: Pedestrian & Bicycle Collisions (2017-2022)

7.6 Other Significant Trends
• Fifteen collisions resulted in a severe injury to pedestrian or bicyclists. This accounts for approximately 35% of the city’s overall severe injuries. • Two hundred and thirteen collisions involved drivers who had been drinking, accounting for roughly 10.7% of all crashes.
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7.7 Collision Network Screening Analysis Results
Figure 8 below shows the results of the collision network screening analysis, with the number of collisions at both intersections, and mid-block roadway segments. Section 3.2.2 contains an explanation of the process for which a collision network screening analysis occurs.

Figure 8: Collision Network Screening Analysis Results: Intersections & Roadway Network (2017-2022)

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Table 3 is broken into two parts. The first part of the table shows the top 10 signalized intersection locations with the greatest number of crashes within the City. The second part of the table follows the same concept, but for the top 10 unsignalized intersection locations with the greatest number of crashes within the City. Table 5 also follows suit, showing the top 10 Eastvale roadway segments locations with the greatest number of crashes within the city. Both tables organize collisions by collision type, but also include the total number of collisions at each intersection and segment overall. See Appendix A for a full list of analysis results for all intersection and segment locations.

To be statistically significant, only locations where three or more collisions occurred are represented. At locations with two or less collisions, random chance can account for crash history as much or more than specific roadway characteristics.

Per guidance from the Local Roadway Safety Manual (LRSM), each sub-population of locations was ranked according to the number of collisions. The remaining columns total collisions by type, to evaluate each sub-population and understand what proportion of crashes in the City are of a particular type. The citywide proportion was compared with the local intersection or segment specific proportion to determine which locations have more of a given crash type than would be expected when considering the City average. For this study, three categories of ranges were highlighted: light gray (70-80%), medium gray (80-90%), and dark gray (90-100%).

Each percentage represents the probability that the crash type highlighted is disproportionately represented on this segment/intersection as compared to other characteristically similar locations within the City of Eastvale. These locations may have a higher proportion of this crash type than their counterparts and could be used as indicators for related factors.

Table 3 and Table 4 Column Definitions:
• Total Collisions: The number of collisions observed at the intersection or segment from January of 2017 through December of 2022.
• Collision Severity: Fatal, Serious Injury, Other Visible Injury, Complaint of Pain and PDO (Property Damage Only): The number of crashes of each severity that occurred during the study period.
• Type: Broadside, Sideswipe, Rear-End, Head-On, Hit Object, Overturned, Other, Pedestrian, Bicycle: The number of these types of collisions that occurred at this location in the study period.
• Other: The number of miscellaneous collision types (mostly single vehicle) that occurred at this location in the study period.
• Conditions/Behavior: Aggressive, Distracted, Impaired, Dark, Wet: The number of the collisions with this factor identified as the cause of collision. 445

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Table 3: Analysis Results: Intersections
Top 10 Signalized Intersections
in Eastvale with the Greatest
Number of Crashes
Total
Number
of
Crashes
Severity Crash Type Bike or
Ped
Driver
Behaviors
Condi-
tions
Fatal
Serious Injury
Other Visible Injury
Complaint of Pain
PDO
Broadside
Sideswipe
Rear-End
Head-On
Hit Object
Overturned
Other
Pedestrian
Bicycle
Aggressive
Distracted
Impaired
Dark
Wet
Hamner Ave & Limonite Ave 55 0 0 3 16 36 14 13 23 1 2 1 1 0 0 19 5 3 0 4 Eastvale Gateway & Limonite Ave 54 0 2 3 14 35 8 12 29 3 2 0 0 0 0 21 2 1 0 2 Archibald Ave & Schleisman Rd 33 0 0 4 10 19 8 9 9 3 1 0 1 1 1 11 2 2 0 1 Archibald Ave & Limonite Ave 30 1 0 2 4 23 4 6 16 1 2 1 0 0 1 13 1 2 0 1 Sumner Ave & 65th St 30 0 0 7 8 15 19 3 1 6 0 0 0 1 0 4 1 0 0 0 Sumner Ave & Schleisman Rd 28 0 0 0 10 18 3 2 20 0 2 0 0 0 2 16 3 1 0 3 Hamner Ave & Riverboat Dr 26 0 0 0 10 16 5 2 14 3 2 0 0 0 0 16 3 0 2 2 Harrison Ave & Schleisman Rd 23 0 1 7 4 11 11 2 8 0 0 0 0 1 0 16 2 0 0 0 Sumner Ave & Limonite Ave 22 0 2 3 6 11 5 2 7 4 2 0 1 1 0 12 1 3 0 1 Hamner Ave & 68th St 20 0 0 3 16 36 14 13 23 1 2 1 1 0 0 19 5 3 0 4

= 90-100% probability that crash type is over-
represented
= 80-90% probability that crash type is over -represented = 70-80% probability that crash type is over -represented The number in each box represents the number of crashes at the corresponding intersection based on the type of collision.

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Table 4: Analysis Results: Intersections (cont.)
Intersection
Total
Number
Of
Crashes
Severity Crash Type Bike or
Ped
Driver
Behavior
Condit-
ions
Fatal
Serious Injury
Other Visible Injury
Complaint of Pain
PDO
Broadside
Sideswipe
Rear-End
Head-On
Hit Object
Overturned
Other
Pedestrian
Bicycle
Aggressive
Distracted
Impaired
Dark
Wet
Unsignalized Intersections
Cedar Creek Rd & Schleisman Rd 16 0 1 1 11 3 8 1 4 2 1 0 0 0 1 4 0 0 0 0 Sumner Ave & 68th St 11 0 0 3 6 2 8 1 1 0 0 0 0 1 0 2 0 0 0 1 Hall Ave & Chandler St 10 0 0 1 6 3 7 1 1 0 0 0 1 0 0 3 0 0 0 0 Hamner Ave & 58th St 9 0 1 1 5 2 6 0 2 0 1 0 0 0 0 2 0 2 0 0 River Rd & Baron Dr 8 3 0 2 2 1 2 0 3 0 1 0 0 2 0 3 1 0 2 0 Wells Spring St & 68th St 8 0 0 2 2 4 5 1 2 0 0 0 0 0 0 6 0 0 0 4 Scholar Way & 65th St 6 0 0 2 3 1 5 0 0 0 0 0 0 1 2 3 0 0 0 0 Northview St & Citrus St 6 0 0 1 3 2 1 1 3 1 0 0 0 0 0 3 0 0 0 2 Hamner Ave & Mississippi Dr 6 0 0 1 2 3 4 0 2 0 0 0 0 0 0 2 1 0 0 2 Selby Ave & Chandler St 5 0 0 1 1 3 3 0 0 1 1 0 0 0 0 0 0 1 0 1

= 90-100% probability that crash type i s over-
represented
= 80-90% probability that crash type is over -represented = 70-80% probability that crash type is over-represented 1Equivalent Property Damage Only Crashes

The number in each box represents the number of crashes at the corresponding intersection based on the type of collision.

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Table 5: Analysis Results: Segments
Facility Limits Crash
Type
EPDO
1 Severity Crash Type Bike or
Ped
Driver
Behavior Conditions
Fatal
Serious Injury
Other Visible Inj.

Complaint of Pain
PDO
Broadside
Sideswipe
Rear-End
Head-On
Hit Object
Overturned
Other
Pedestrian
Bicycle
Aggressive
Distracted
Impaired
Dark
Wet
Arterial Total
Collisions

Limonite Ave Eastvale Gtwy - I-15 SB Ramps 44 134 0 0 4 10 30 6 8 26 1 3 0 0 0 0 22 2 2 0 0 Limonite Ave I-15 SB Ramps - East City Limits 26 56 0 0 0 6 20 3 2 19 2 0 0 0 0 0 17 1 0 1 2 Hamner Ave Eastvale Gtwy - Swan Lake 19 64 0 0 2 5 12 5 4 7 0 3 0 0 0 0 9 1 0 0 0 Cantu-Galleano Ranch Rd I-15 SB Off Ramp - I-15 SB On Ramp 15 204 0 1 0 5 9 3 1 11 0 0 0 0 0 0 11 1 0 0 0 Hamner Ave Cantu-Galleano Ranch Rd - Goodman Rd 11 31 0 0 0 4 7 4 2 3 0 0 0 0 2 0 5 2 1 0 0 Limonite Ave Hamner Ave - Eastvale Gtwy 10 30 0 0 1 2 7 1 4 4 0 1 0 0 0 0 5 0 0 0 1 Limonite Ave Archibald Ave - Sendero Ave 8 23 0 0 0 3 5 0 1 6 0 1 0 0 0 0 6 0 0 0 0 Schleisman Rd Archibald Ave - Marketplace Entrance 8 37 0 0 3 0 5 4 0 3 0 1 0 0 0 1 3 0 0 0 1 Cantu-Galleano Ranch Rd Goodman Way - I-15 SB Off Ramp 8 28 0 0 0 4 4 0 0 8 0 0 0 0 0 0 7 1 0 0 0 Hamner Ave Limonite Ave - Oakdale Rd 7 27 0 0 1 2 4 6 0 1 0 0 0 0 0 0 1 0 0 0 0 Collector
Citrus St Vista Del Rio - Cleveland Ave 10 204 0 1 1 4 4 2 2 6 0 0 0 0 0 1 6 0 0 0 0 Sumner Ave Limonite Ave - Linnea St 3 18 0 0 1 1 1 0 1 2 0 0 0 0 0 0 2 1 0 0 0 Local
Orange St Vista Del Rio - Scholar Way 3 3 0 0 0 0 3 1 1 0 0 0 0 1 0 0 0 0 0 0 0 Oakdale St Limonite Ave - Onyx Ct 3 3 0 0 0 0 3 2 1 0 0 0 0 0 0 0 0 0 0 0 1 448

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= 90-100% probability that crash type is over-
represented
= 80-90% probability that crash type is over -represented = 70-80% probability that crash type is over -represented 1Equivalent Property Damage Only Crashes

The number in each box represents the number of crashes at the corresponding intersection based on the type of collision.

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7.8 Statewide Comparison
A comparison of Eastvale’s fatal and severe injury collision data from 2009 to 2018 was compared to the California’s (State) fatal and severe injury collision data from 2009 to 2018 (the most recent statewide data available). These numbers may vary slightly from those mentioned previously, due to the differences in the years of the study period. Table 5 shows where Eastvale’s collision rates are higher or lower than those of the State.

Table 6: Comparison of Statewide and Eastvale Fatal & Severe Injury Crashes (2009- 2018)
Challenge Area Statewide % Eastvale % Percentage
Difference
Percentage of Fatal &Serious Injury Crashes are Higher in Eastvale Young Drivers 13.1% 22.9% 9.8%
Aggressive Driving 33.1% 40.6% 7.5%
Work Zones 1.4% 5.2% 3.8%
Lane Departure 43.3% 46.9% 3.6%
Commercial Vehicles 6.4% 7.3% 0.9%
Impaired Driving 25.3% 26.0% 0.8%
Occupant Protection 14.2% 14.6% 0.4%
Percentage of Fatal &Serious Injury Crashes are Lower in Eastvale Distracted Driving 5.0% 3.1% -1.9%
Intersections 23.6% 20.8% -2.8%
Bicyclists 8.3% 5.2% -3.1%
Motorcyclists 21.0% 17.7% -3.3%
Aging Drivers 12.4% 6.3% -6.1%
Pedestrians 19.2% 11.5% -7.8%
Driver Licensing* 24.7% 0.0% -24.7%
*Available for Fatal Only
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8. Best Practices Evaluation and Emphasis Areas

8.1 Best Practices Evaluation
Table 7 identifies existing plans and policies that were recently completed, are planned, or are on-going within the City of Eastvale. The intent of this review is to provide an idea of the types of strategies, in place or encouraged by the City, that may impact the safety analysis process. It will also identify opportunity areas where the City could adopt non-infrastructure countermeasures. This table also ties each topic and enhancement to the emphasis areas that are laid out in Section 8.2.

Table 7: Summary of Opportunities for Best Practices
Topic Current Status Implement or
Enhance Emphasis Area
Speed Surveys/Speed
Limits
Eastvale has 48 street
segments where speed
surveys are conducted to
establish a reasonable and
effective speed limit. The
survey is updated as
required by law. A bulk of
streets were surveyed and
updated in 2021.

Continue to update as required by
California Vehicle Code; review
new guidance from Assembly Bill

43. In cases where speed
continues to be a challenge, thus
preventing the enforcement of
desirable speed limits, consider
roadway design characteristics
that might support lower speeds.

All
Traffic Calming
Policies
There are internal guidelines
addressing traffic calming
related requests.

Continue to enact feasible traffic
calming implementations
throughout the City and establish
a monitoring program to
determine which traffic calming
measures are most effective, with
the least inconvenience to local
roadway users.

All
Traffic Impact Fees
The County of Riverside
assesses TUMF fees. There
are developer impact fees to
help build traffic signals and
RBBD funds for roadways
and bridges.

Consider developing a Nexus
study to identify needs associated
with potential redevelopment
needed to achieve City’s RHNA
housing targets. Project list could
include needed safety
improvements.

All
Traffic Safety
Education
The City hosts a bicycle
safety and education event
annually. There is also a
non-infrastructure
component to the active
transportation plan.

Consider work with Riverside
County Sheriff’s Department and
school districts to develop an
educational series for pedestrian,
bicycle, and young driver safety.

All
Program for Reviewing
Crash Activity
The City meets with the
Sheriff’s department to
review SWITRS and
Crossroads data as needed.

As part of the LRSP monitoring
program, develop a process for
periodic review of City crash
trends to identify what solutions
are working best.

All
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Topic Current Status Implement or
Enhance Emphasis Area
Crossroads/RMS
Database Updates
Subject to the County’s
contract with Crossroads.

Consider hosting a crash
database that can be updated
periodically from the Riverside
County Sheriff’s database,
allowing City staff instant access
to crash information.

All
Sobriety/Seatbelt
Checks Yes, as needed.

Look for opportunities for City staff
to be more engaged in the
selection of enforcement
campaigns.Align City messaging
and safety priorities to provide
consistent messaging to roadway
users.

All
City Law Enforcement
Coordinate with
Adjacent Jurisdictions
Riverside County Sheriff
provide law enforcement
services in the City.

Riverside County Sheriff
also provides services to
Norco and Jurupa Valley.

Continue to discuss enforcement
priorities with neighboring
jurisdictions to develop a more
coordinated and deliberate
approach to inter-agency
operations.

All
Coordination of Transit
Providers and City
Staff
Yes, the City is regularly
involved.

Continue coordination; work to
identify areas for improvements.

Prioritize stop area improvements
based on overall passenger
volumes - impact to more
vulnerable users (seniors, youth,
persons with disabilities).

All
Inventory of Regulatory
and Safety Signage
City has a bike master plan,
but this was completed
before the SSAR prior to
2020. This will be updated
as part of the Active
Transportation Plan.

General plan update will
include updated facilities
proposed as part of the
adopted plan.

Conduct periodic road sign safety
audits to ensure signage is in
good condition, has appropriate
reflectivity, and is up to date with
current MUTCD and local sign
standards
All
Emergency Response
and City Transportation
Planning

Emergency response is
included as part of the
development review
process, but they are not
included regularly. The City
currently does not have a
permanent traffic engineer.

Consider engaging emergency
response in transportation
planning and safety-related
coordination processes regularly if
possible; incorporate professional
development opportunities to
avoid limitations on potentially
effective safety countermeasures
based on personal biases and
anecdotal experience.

All
Local Health Agencies
and City Transportation
Planning
Only when applying for
grants.

Consider cross-promotion of City
programs such as ‘See and Be
Seen’ to further promote healthy
lifestyle choices through active
transportation and safer
transportation behaviors.

All
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Topic Current Status Implement or
Enhance Emphasis Area
Resident Feedback
Yes, GoGov is a portal
where residents can submit
concerns using MyEastvale
app.

Continue to seek out resident
feedback and build in more active
outreach through City events, and
other opportunities, to directly
solicit resident feedback in
addition to the request tracker.

All
Maintenance of
Roadway Surfaces
Yes, there are annual paving
projects, and street
sweeping is done biweekly.

There currently aren’t many
parking restrictions involving
sweeping, and the City is
interested in reviewing
these.

Consider monitoring City’s
pavement needs to gradually
improve overall pavement
condition index (PCI) Prioritize
maintenance of bicycle corridors
and surfaces used by two-
wheeled vehicles.

All
Transportation Demand
Management
Policies/Programs
No. These are not actively
used or managed.

Consider developing localized
incentives for employers in the
City to provide alternative
commute schedules and modes.

All
Use of overlays,
specific plans,
redevelopment areas to
encourage infill
development to reduce
VMT
Yes, the city has a specific
plan for I-15. The City has
recently been successful in
attracting more dining
options, minimizing trips
taken out of the City.

Continue this process; identify
areas where infill development will
require safety improvements.

All
Program for Installing
Wayfinding Signage
No adopted program.

Installation has been
requested by a third party,
and it gets approval from
Planning and Public Works.

Consider developing citywide
branded wayfinding signage to
help drivers and other roadway
users navigate the City, find
parking or other resources with
less distraction.

All
Traffic Safety Audit
Program No program at this time.

Establish and maintain a high
injury network that will help the
City prioritize roadway segments
for in depth safety audits as part
of a routine program. The City can
allocate a defined set of resources
to maintain the plan at a
comfortable pace and revisit the
prioritized list as segments are
completed.

All
Warrants for Traffic
Control Devices
No, the City does not have
local warrants.

Continue to use California
MUTCD standards where
appropriate. Consider local
warrant if MUTCD is not sufficient
All
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Topic Current Status Implement or
Enhance Emphasis Area
Access Management
Policy for Major and
Secondary Roadways
The City has an I-15 corridor
specific plan, focused on
facilitating multimodal
movement throughout the
areas near I-15,but not for
access to local land use
other than standard
practices and design
standard requirements.

Consider developing additional
local guidelines for property
access on major roadways that
will provide clear guidance on
where medians and other controls
should exist, and what types of
streets and driveways warrant
gaps.

All
Signal Timing
Coordination
The City is currently working
on a traffic signal system
upgrade, which will include
coordination timing. There
isn’t an ongoing program to
adjust timing unless
identified in the development
traffic study.

Utilize coordinated signals to
manage excessive speeds and
dangerous driving.

All
Complete Streets
Policy
The city has a brief section
in the general plan, but is
likely to recommend it in the
new plan update.

Identify obsolete high-capacity
intersection designations and
evaluate potential lane reduction
strategies and allocation of space
for other transportation modes.

Vulnerable Road
Users
Safe Routes to School
Funding
The City receives SB821
and ATP funds. The SB821
funds are sidewalk
improvements not
specifically from safe routes
to school, as some have
been from adjacent schools.

The city did receive ATP
funding.

Continue to seek potential funding
through state and federal
programs.

Vulnerable Road
Users
City Enforcement on
Bicycle Rules
The City enforces bicycle
helmet usage and riding on
sidewalks when possible.

The City is considering
updating its jaywalking
ordinances to comply with
new state law.

Establish rotating enforcement
targets for high visibility
campaigns, when feasible, to
address specific behavior
challenges with the goal of
improving the long-term culture of
safety in the City.

Vulnerable Road
Users
Transit Vehicles
Accommodation of
Bicycles
Yes, transit vehicles
accommodate bicycles.

Continue to accommodate
bicycles on transit to promote
multi-modal trips and continue to
focus on first/last mile active
transportation connections with
bus stops, particularly related to
roadway crossings.

Vulnerable Road
Users
Bicycle and Pedestrian
Master Plans
Yes, Bicycle Master Plan,
Active Transportation Plan in
progress.

Continue to update master plans
to reflect changing trends and
focus on plan implementation.

Ensure coordination between
planning, engineering, and
maintenance teams to avoid
missed opportunities to fund and
implement changes as part of
routine City operations.

Vulnerable Road
Users
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Topic Current Status Implement or
Enhance Emphasis Area
General Plan
Addresses Multimodal
Traffic Safety
City is updating the general
plan; multimodal safety will
be a topic.

Regularly assess progress and
areas for improvement.

Vulnerable Road
Users
Inventory of Bicycle,
Pedestrian, Parking,
and other facilities
City has a bike master plan,
but this was completed
before the SSAR prior to
2020. This will be updated
as part of the Active
Transportation Plan.

General plan update will
include updated facilities
and will be proposed as part
of the adopted plan.

The City could make an
interactive map part of its public
facing website and designate an
active transportation coordinator
that adds new facilities as they are
planned, and flag them as “open”
when they come online
Vulnerable Road
Users
Regular Collection of
Traffic / Bicycle /
Pedestrian Volumes
Only collected a s a
requirement for grants and
specific projects, and when
updating speed surveys.

The City is installing bike
counters on corridors
identified in the Active
Transportation Plan for data
collection.

Consider implementing a City
policy that requires bicycle and
pedestrian volumes as part of
future traffic counts.

Vulnerable Road
Users

8.2 Emphasis Areas
Emphasis areas represent crash factors that are common in the City and provide the opportunity to reduce the largest number of traffic injuries with strategic investment. Emphasis areas were developed by revisiting the vision and goals of this planning process and comparing them with the trends and patterns identified in the crash analysis.

8.2.1 Emphasis Area #1: Aggressive Driving
Description: Aggressive driving, as defined by the Caltrans Strategic Highway Safety Plan (SHSP), includes several behaviors such as speeding, tailgating, and ignoring traffic signals and signs. Aggressive driving behaviors (unsafe speed or following too closely) accounted for 468 crashes or 24% of collisions within the City of Eastvale.

Potential Goals for Emphasis Area #1:
• Reduce the number of crashes due to aggressive driving in the City • Identify hot spots and priority corridors for aggressive driving • Apply for funding and implement countermeasures to address aggressive driving Potential Strategies for Emphasis Area #1:
• Continue to update speed limits with additional flexibility given by Assembly Bill 43. In cases where speed continues to be a challenge, preventing the enforcement of desirable speed limits, consider roadway design characteristics that might support lower speeds. 455

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• Implement traffic calming improvements and establish a monitoring program to determine which measures are most effective
• Install additional regulatory signage
• Upgrade pavement markings to make intersections more visible • Enhance roadway and intersection striping
• Reduce intersection size or number of lanes
These strategies will be further evaluated by the City, Sheriff’s Department, and community organizations. Funding sources for these strategies may include Highway Safety Implementation Programs (HSIP), Office of Traffic Safety (OTS), Senate Bill 1 (SB1), or Safe Streets for All (SS4A) grant programs.

8.2.2 Emphasis Area #2: Young er Drivers
Description: Younger Drivers are defined as those below 25 years of age. Younger Drivers accounted for 522 crashes or 26% of collisions within the City of Eastvale.

Goals for Emphasis Area # 2:
• Reduce the number of crashes where young drivers are at fault • Identify hot spots and priority corridors for collisions involving younger drivers • Apply for funding and implement countermeasures to address collisions involving younger drivers
Strategies for Emphasis Area # 2:
• Implement new and continue current driver education campaigns, including partnering with local schools
• Increase enforcement on cell phone usage while driving • Increase enforcement on seat belt usage
• Install improvements that reduce conflicts that add to driver workload • Provide more advanced warning for traffic control devices • Install speed reduction infrastructure
• Review traffic circulation near high schools
• Use “Slow Down” indicators near high schools and other areas frequented by younger drivers
These strategies will be implemented by the City, law enforcement, and community organizations. Funding sources for these strategies may include HSIP, OTS, Senate Bill 1 (SB1), or Safe Streets for All (SS4A) grant programs.

8.2.3 Emphasis Area #3: Work Zones
Description: Collisions within work zones were more common in Eastvale than the statewide average. During the period of 2017-2022, 34 collisions occurred in work zones, accounting for

1.7% of collisions in the city.
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Potential Goals for Emphasis Area #3:
• Reduce work zone crashes and injuries
• Reduce speed through work zones
• Identify traffic control opportunities for work zones that will further reduce conflicts with moving vehicles
Potential Strategies for Emphasis Area #3:
• Review and update City’s traffic control guidance for work zones • Increase speed and aggressive driving enforcement in work zone areas • Provide additional warning signs near and within work zones • Monitor active work zones within the City for compliance with traffic control standards • Review detour options to direct traffic away from work zone areas These strategies will be further evaluated by the City, while partnering with Caltrans, Southern California Association of Governments (SCAG), San Gabriel Valley Council of Governments (SGVCOG), Los Angeles County Sheriff’s Department, and other community partners. Funding sources for these strategies may include HSIP, Active Transportation Program (ATP), OTS, SB1, and SS4A grant programs.

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9. Countermeasure Toolbox
This section provides information on general identified issues, crash reduction factors, improvements, and countermeasures identified for the City of Eastvale, as well as for specific project locations identified as part of this analysis. Countermeasures for each of the Safety Project Case Studies are based on data analysis, stakeholder input, and site visits.

9.1 Infrastructure Improvements

9.1.1 Countermeasure Selection Process
Part D of the Highway Safety Manual (HSM) provides information on crash modification factors (CMFs) for roadway segments, intersections, interchanges, special facilities, and road networks.

CMFs are used to estimate the safety effects of highway improvements, specifically to compare and select highway safety improvements. A CMF less than 1.0 indicates that a treatment has the potential to reduce crashes. A CMF greater than 1.0 indicates that a treatment has the potential to increase crashes. A Crash Reduction Factor (CRF) is directly connected to the CMF and is “mathematically defined as (1 – CMF) (the higher the CRF, the greater the expected reduction in crashes) 4”. CMFs can help decision makers weigh potential alternative projects, but also are only one measure of a project's value and should be considered part of a larger decision-making process. Furthermore, it is important to note that not all CMFs are as reliable as others. The Federal Highway Administration (FHWA) maintains a federal depository of CMFs and includes a star rating system to help users determine which CMFs are bolstered by the best and most thorough research. Key factors to consider when applying CMFs include:

1. Selection of an appropriate CMF,

2. Estimation of crashes without treatment,

3. Application of CMFs by type and severity, and

4. Estimation of the combined effect for multiple treatments.

Examples of safety countermeasures can be found through several sources. This report utilizes the countermeasures found in the California LRSM and on the CMF Clearinghouse (CMF CH) website. Countermeasures for each of the safety project case studies are based on the data analysis and site visits. Additional countermeasures were identified for the high-level issues on a city-wide level and are discussed in Section 9.2 City-Wide Countermeasure Toolbox.

9.1.2 Safety Project Case Studies
From the city-wide analysis,12 project case study locations were selected for further evaluation and countermeasure development. For each of these locations, safety project case studies were developed to provide a balanced understanding of common safety patterns at a variety of location types that can be used to associate countermeasures with specific roadway

4 Local Roadway Safety Manual (Version 1.5) 2020. Page 27. 458

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configurations and conditions. These locations were identified through the analysis process based on their crash histories, stakeholder engagement, observed crash patterns, and different characteristics to provide the most insight into potential systemic safety countermeasures, which the City can analyze further to achieve the most cost-effective safety benefits.

A Safety Project Case Study was developed for each of the following locations:

1. Segment: Citrus Street from County Fair Drive to Scholar Way

2. Segment: Scholar Way from Schleisman Road to Citrus Street

3. Signalized Intersection: Harrison Avenue and Star Ruby Avenue

1. Unsignalized Intersection: Cedar Creek Road and Schleisman Road

2. Signalized Intersection: Sumner Avenue and 65th Street

3. Signalized Intersection: Sumner Avenue and Limonite Avenue

4. Signalized Intersection: Hamner Avenue and Swan Lake

5. Segment: Hamner Avenue from Swan Lake to Eastvale Gateway

6. Segment: Limonite Avenue from Planetary Road to I-15 Center Line

7. Signalized Intersection: Eastvale Gateway and Limonite Avenue

8. Segment: 68th Street from Wells Springs Road to I-15 NB Lanes

9. Signalized Intersection: Hamner Avenue and Citrus Street The following pages summarize conditions at each location, and potentially beneficial countermeasures. Countermeasures were subjected to a benefit/cost assessment and scored according to their potential return on investment. These case studies can be used to select the most appropriate countermeasure, and to potentially phase improvements over the longer-term.

The potential benefit of these countermeasures at locations with similar design characteristics can then be extrapolated regardless of crash history, allowing for proactive safety enhancements that can prevent future safety challenges from developing. The case study sheets can also be used to position the City for future grant funding opportunities.

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9.2 City -wide Countermeasure Toolbox
This evaluation considered citywide trends to identify countermeasures that would likely provide the most benefit with widespread implementation. Table 8 outlines the general citywide safety project opportunities, which is also referred to as the “Countermeasure Toolbox”. Within the toolbox, the description of the countermeasure along with its Local Roadway Safety Manual (LRSM) ID number is listed. The next column indicates the Crash Reduction Factor (CRF).

CRFs are “multiplicative factors used to estimate the expected reduction in number of crashes after implementing a given countermeasure at a specific site (the higher the CRF, the greater the expected reduction in crashes).” For each of these countermeasures, a planning level benefit/cost analysis was completed.

Applying the benefit/cost at the citywide level was estimated assuming some randomness in crash distribution. The location characteristics, such as whether there is a traffic signal and the type of crash, were used at the citywide level to calculate an average cost of crashes that the countermeasure might reduce. The benefit per location was then factored out to a 20-year lifecycle savings, with an opinion of project probable cost (OPCC) for the initial installation costs and a per-year maintenance cost estimate. The costs shown in Table 8 should be considered initial planning costs using 2022 dollars and not assumed final.

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Table 8: General Citywide Safety Countermeasure Toolbox ID Potential Countermeasures Where to apply? CRF Per Unit Cost Unit
NS06 Install/upgrade larger or additional stop signs or other intersection warning/regulatory signs
Intersections with patterns of rear-end,
right-angle, or turning collisions related
to lack of driver awareness of presence
of intersection
15% $2,400 Per sign
NS11 Improve sight distance to intersection (clear
sight triangles)
Intersections with restricted sight
distance, and patterns of crashes
related to lack of sight distance, where
sight distance can be improved by
clearing roadside obstructions without
major reconstruction of the roadway
20%
Varies;
$600 per
tree for
trimming, up
to $2.5M
per
intersection
for curb
extensions
Varies based
on what
needs to be
cleared:
trees,
signage, or
buildings.

NS17 Install right-turn lane Intersections with high-volume and high-speed major approaches 20% $42,000 Per
intersection
NS20PB
Install/upgrade pedestrian crossing at
uncontrolled locations (signs and markings
only)
Intersections with high pedestrian
activity and significant vehicular traffic,
especially intersections with school
crossings or right turn pockets
25% $34,800 Per location
NS21PB
Install/upgrade pedestrian crossing at
uncontrolled locations (with enhanced safety
features)
Intersections with high pedestrian
activity where the speed limit is 35 mph
or less and sufficient sight distance is
available
35% $50,000 Per location
R37PB Install rectangular rapid flashing beacon
(RRFD)
Midblock locations 1500+ feet away
from an existing signal with significant
pedestrian demand where the speed
limit is up to 35 mph
35% $54,000 Per
intersection
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ID Potential Countermeasures Where to apply? CRF Per Unit Cost Unit
S02
Improve signal hardware: lenses, back plate
with retroreflective borders, mounting, size, and
number
Signalized intersections where signal
heads are not equipped with these
features
15% $26,400 Per
intersection
S03 Improve signal timing (coordination, phasing,
red, yellow, operation)
Signalized intersections with a history
of broadside and rear-end crashes,
and is not maximized for yellow and all
red time; coordination can be applied
for speed management on corridors
with signals placed close enough
together to develop vehicle platoons
15% $14,400 Per
intersection
S07 Provide protected left turn phase (left turn lane
already exists)
Signalized intersections with existing
left turn pockets that currently have a
high frequency of angle crashes
involving left turning, opposing through
vehicles, and non-motorized road
users
30% $45,600 Per
intersection
S12 Install raised median on approaches
Intersections with a history of turning
movement collisions as a result of
insufficient access control
25% $1,068
Per linear
foot of a 10’
wide median
opening
S17PB Install pedestrian countdown signal heads Signals without countdown indicators 25% $43,680 Per intersection
S18PB Install pedestrian crossing Locations with no controlled crossing for significant distances 35% $74,400 Per
intersection
S21PB Modify signal phasing to implement a Leading
Pedestrian Interval (LPI) with new controller
Signalized intersections – especially
those with high pedestrian activity and
high right-turn volumes
60% $45,600 Per
intersection
-* Curb Extension/Bulb-Out Intersections with high pedestrian activity 5% $2M to 2.5M Per
intersection
-* Reconfigure lane Where existing lane widths encourage high speeds 5% $90,000 Per mile
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ID Potential Countermeasures Where to apply? CRF Per Unit Cost Unit
CMF
1717
Mark pavement with supplementary warning
messages and directional indicators
Locations where additional striping or
warning messages can bring additional
awareness of areas with high rates of
collision to drivers
30% $8,500 Per mile
CMF
5252 Implement longer pedestrian intervals
Intersections with high pedestrian
activity, especially those with a high
volume of elderly or disabled
51% $2,000 Per
intersection
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10. Funding Sources & Next Steps

10.1 Funding
Competitive funding resources are available to assist in the development and implementation of safety projects in Eastvale. The City should continue to seek available funding and grant opportunities from local, state, and federal resources to accelerate their ability to implement safety improvements throughout Eastvale. This section provides a high-level introduction to some of the main funding programs and grants for which the City can apply.

10.1.1 Highway Sa fety Improvement Program
The Highway Safety Improvement Program (HSIP) is a federal program that apportions funding as a lump sum for each state, which is then divided among apportioned programs. These flexible funds can be used to preserve or improve safety conditions and performance for: any projects on Federal-aid highway, bridge projects on any public road, projects involving facilities for non-motorized transportation, and other types of projects. Safety improvement projects eligible for this funding include:
• New or upgraded traffic signals
• Upgraded guard rails
• Pedestrian warning flashing beacons
• Marked crosswalks
• Other projects listed in the Caltrans Local Road Safety Manual (LRSM) In addition, some improvements do not need a benefit-cost analysis conducted for them,, but there is a funding cap and improvements are subject to funding availability. These improvements include installing or upgrading pedestrian crossings, bike infrastructure, and edge lines (up to $250,000) and installing or upgrading guardrails (up to $1,000,000). The City can apply for HSIP funding for these projects with relative ease.

California’s local HSIP focuses on infrastructure projects with nationally recognized crash reduction factors. Normally, HSIP call-for-projects is made at an interval of one to two years.

The applicant must be a city, a county, or a tribal government federally recognized within the State of California.

Additional information regarding this program at the federal level can be found online at:
https://safety.fhwa.dot.gov/hsip/. California specific HSIP information – including dates for upcoming calls for projects - can be found at: Local Highway Safety Improvement Program (HSIP) | Caltrans. HSIP Cycle 11 applications were just concluded and projects were approved in March 2023.

10.1.2 Caltrans Active Transportation Program
Created in 2013, Caltrans Active Transportation Program (ATP) is a statewide funding program that consolidates several federal and state programs. The ATP funds projects that encourage 464

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increased mode share for walking and bicycling, improved mobility and safety for non-motorized users, enhanced public health, and decreased greenhouse gas emissions. Projects eligible for this funding include:
• Bicycle and pedestrian infrastructure projects
• Bicycle and pedestrian planning projects (e.g., safe routes to school) • Non-infrastructure programs (education and enforcement) This program funding is provided annually. The ATP call for projects typically comes out in the spring. Information on this program and cycles can be found online at: Active Transportation Program (ATP) | Caltrans.

10.1.3 California S enate Bill 1
The California Senate Bill 1 (SB1) is a landmark transportation investment bill created to rebuild California by fixing neighborhood streets, freeways, and bridges in communities across California. SB1 funds are targeted toward transit,congested trade, and commuter corridor improvements.

California’s state-maintained transportation infrastructure will receive roughly half of SB1 revenue: $26 billion. The other half will go towards local roads, transit agencies, and an expansion of the state’s growing network of pedestrian and cycle routes. Each year, this new funding will be used to tackle deferred maintenance needs both on the state highway system and the local road system, including:
• Local Street and Road Maintenance and Rehabilitation: $1.5 billion o This funding is dedicated to improving local road maintenance, rehabilitating, and/or safety through projects such as restriping and repaving.
• Bike and Pedestrian Projects: $100 million
o This will go to cities, counties, and regional transportation agencies to build or convert more bike paths, crosswalks, and sidewalks. It is a significant increase in funding for these projects through the ATP.
• Local Planning Grants: $25 million

10.1.4 California Office of Traffic Safety Grants
This program has funding for projects related to traffic safety, including transportation safety education and encouragement activities. Grants applications must be supported by local crash data (such as the data analyzed in this report) and must relate to the following priority program areas:
o Alcohol Impaired Driving
o Distracted Driving
o Drug-Impaired Emergency Medical Services
o Motorcycle Safety
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o Occupant Protection
o Pedestrian and Bicycle Safety
o Police Traffic Services
o Public Relations, Advertising, and Marketing Programs o Roadway Safety and Traffic Records

10.1.5 SCAG Sustainable Communities Program
This program is an innovative instrument for promoting local jurisdictional efforts to test local planning tools. The Sustainable Communities Program (SCP) provides direct technical assistance to SCAG member jurisdictions to complete planning and policy efforts to implement the regional Sustainable Communities Strategies (SCS). Grants are available in the following three categories:
• Integrated Land Use
o Sustainable Land Use Planning
o Transit Oriented Development (TOD)
o Land Use & Transportation Integration
• Active Transportation
o Bicycle Planning
o Pedestrian Planning
o Safe Routes to School Plans
• Green Region
o Natural Resource Plans
o Climate Action Plans (CAPs)
o Green House Gas (GHG) Reduction programs

10.1.6 Safe Streets and Roads fo r All (SS4A) Grant Program This program has allocated $1 billion annually for the next 4 years for local cities, counties, MPOs, and other roadway owners (except for state DOTs) for safety improvement grants pertaining to safety planning, education, enforcement, and roadway improvements. This program is not benefit/cost based. Evaluation criteria is oriented to the project’s alignment with the Safe Systems approach. There is a 20% local match requirement (can be in-kind contribution via staff billable hours). Planning grants are open to any eligible agency and implementation grants are open to agencies with a completed safety plan, such as a Local Roadway Safety Plan (LRSP). Planning grants are expected to range from $100,000 to $1 million and implementation grants are expected to range from $1 million to $20 million.

Implementing an LRSP, and the City’s adoption of a Vision Zero resolution, makes the City eligible to apply for SS4A implementation grants.
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10.1.6 Infrastructu re Investment and Jobs Act
In November 2021, the President signed into law the $1.2 trillion Infrastructure Investment and Jobs Act. In addition to the SS4A grant program described above, this law provides billions of dollars in additional funding for improvements and investment in the transportation sector nationwide. The law provides $30 billion in funding over 5 years for competitive RAISE grants for transportation projects, as well as additional funding for repair and environmental mitigation projects. As these grant programs continue to be developed, City can position itself by identifying potential projects and programs to pursue. There are opportunities to pair this funding with local, independent funds, such as City capital expenditures, or during right-of-way maintenance activities.

10.2 Next Steps
Once the LRSP has been completed, the City can plan to regularly review and monitor collision data for trends and changes, as well as update the LRSP every five years. The City can also plan to prioritize and implement certain improvements that were identified in this plan.

10.2.1 Monitoring
The City can plan to regularly monitor the success of the LRSP and its related implementations by performing the bulleted steps below. The City can also meet with the Sheriff Department quarterly to discuss roadway safety issues and compare data to the latest collision analysis. • Pull yearly collision data from Crossroads’ database to determine year-over-year trends. • Utilize Crossroads or GIS software to review the number of collisions occurring at specific locations. Locations where improvements have been made should receive priority for monitoring.
• Based upon changes in collision activity, determine efficacy of improvements and adjust strategies going forward.

10.2.2 Analysis Update
Every five years the City should perform a major update to the analysis and the LRSP by performing the bulleted steps below. This update would maintain the City’s eligibility for HSIP grant funding. This analysis should continue to focus on both systemic and location-specific safety needs.

1. Obtain updated Statewide Integrated Traffic Records System (SWITRS) collision data from Crossroads’ database.

2. Use Excel software to update the collision trend analysis completed in Section 7; continue to compare new collision to historic trends.

3. Update the roadway shapefile with any new or upgraded roadways.

4. Update the intersection shapefile with any new or upgraded intersections.

5. Re-run the GIS collision tool to determine the number of collisions at intersections and roadways within the updated study period. The City can plan to run the collision tool for all 467

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collisions, as well as the collision types identified in Section 3.2.2 Network Screening Analysis.

6. Update the collision analysis performed in this report, including the collision analysis tables shown in Section 7.7 Collision Network Screening Analysis Report.

7. Review the Collision Toolbox to determine if any additional countermeasures should be considered for implementation in the ity.

10.2.3 Implementation Strategies
The opportunities identified in this report provide systemic and location-specific countermeasures that can be implemented within the City. Implementation will be dictated by funding and available resources. This guidance is preliminary and subject to change. Over the near-term and mid-term, the City can concentrate its efforts on the following emphasis areas. • Young Drivers
• Aggressive Driving
• Work Zones
Analysis conducted at the citywide level indicated that these factors were some of the most frequent influences contributing to collisions within the City. The countermeasure opportunities previously discussed in this report for both systemic and project-specific improvements can be used as a basis for developing projects at locations where addressing these focus areas would be the most beneficial. Projects that address these focused areas citywide can be developed with a high benefit-to-cost ratio (by applying citywide collision rates), allowing competitive projects to be developed even at sites with little to no direct collision history, but with conditions that might contribute to future collisions. For location-specific improvements, the City can utilize benefit-to-cost ratio calculations to help prioritize projects as funding and resources become available. The countermeasure toolbox in Table 7 also identified a potential prioritization timeline for each improvement, based on cost, effectiveness, and feasibility.

This project prioritization process will help the City be ready for the funding opportunities identified in Section 10.1. Coordination with City departments will be key in the completion of these implementations.

The City can also plan to implement the non-engineering improvements identified throughout this report, including actions related to enforcement, education, and emergency services. These actions will require coordination with internal and external stakeholders, such as City departments, law enforcement, local government organizations, and local community organizations. Early buy-in and engagement from these stakeholders will be key to the success of these actions.

To aid in these actions, the City can assemble a ‘Task Force’ of representatives from different City departments, such as Public Works, Development Services, and Public Safety. This task 468

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force will be instrumental in the monitoring, analysis update, project development, and project implementation outlined in this plan.

The City has completed this LRSP to guide the process of future transportation safety improvements for years to come. In addition to the actions identified in the implementation plan, the City can perform the following to guide the success of this LRSP and the safety efforts overall:
• Work with state and partner agencies on implementation of large-scale programs and policies;
• Incorporate safety analysis findings in future updates of safety programs; and • Monitor statewide safety priorities, guidance, and funding opportunities.

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Appendix A – Analysis Results

470

= 90-100% probability that crash type if
over-represented
= 80-90% probability that crash type is
over-represented
= 70-80% probability that crash type is
over-represented

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Table 9: Analysis R esult s – Intersections
Intersection
Total Collisions
Fatal
Serious Injury
Other Visible Injury
Complaint of Pain
PDO
Broadside
Sideswipe
Rear End
Head On
Hit Object
Overturned
Other
Pedestrian
Bicycle
Aggressive
Distracted
Impaired
Dark
Wet
Signalized Intersections
Hamner Ave & Limonite Ave 55 0 0 3 16 36 14 13 23 1 2 1 1 0 0 19 5 3 0 4 Eastvale Gateway & Limonite Ave 54 0 2 3 14 35 8 12 29 3 2 0 0 0 0 21 2 1 0 2 Archibald Ave & Schleisman Rd 33 0 0 4 10 19 8 9 9 3 1 0 1 1 1 11 2 2 0 1 Archibald Ave & Limonite Ave 30 1 0 2 4 23 4 6 16 1 2 1 0 0 1 13 1 2 0 1 Sumner Ave & 65th St 30 0 0 7 8 15 19 3 1 6 0 0 0 1 0 4 1 0 0 0 Sumner Ave & Schleisman Rd 28 0 0 0 10 18 3 2 20 0 2 0 0 0 2 16 3 1 0 3 Hamner Ave & Riverboat Dr 26 0 0 0 10 16 5 2 14 3 2 0 0 0 0 16 3 0 2 2 Harrison Ave & Schleisman Rd 23 0 1 7 4 11 11 2 8 0 0 0 0 1 0 16 2 0 0 0 Sumner Ave & Limonite Ave 22 0 2 3 6 11 5 2 7 4 2 0 1 1 0 12 1 3 0 1 Hamner Ave & 68th St 20 0 0 3 16 36 14 13 23 1 2 1 1 0 0 19 5 3 0 4 Hamner Ave & Limonite Ave 55 0 2 3 14 35 8 12 29 3 2 0 0 0 0 21 2 1 0 2 Eastvale Gateway & Limonite Ave 54 0 0 4 10 19 8 9 9 3 1 0 1 1 1 11 2 2 0 1 Archibald Ave & Schleisman Rd 33 1 0 2 4 23 4 6 16 1 2 1 0 0 1 13 1 2 0 1 Archibald Ave & Limonite Ave 30 0 0 7 8 15 19 3 1 6 0 0 0 1 0 4 1 0 0 0 Sumner Ave & 65th St 30 0 0 0 10 18 3 2 20 0 2 0 0 0 2 16 3 1 0 3 Sumner Ave & Schleisman Rd 28 0 0 0 10 16 5 2 14 3 2 0 0 0 0 16 3 0 2 2 471

= 90-100% probability that crash type if
over-represented
= 80-90% probability that crash type is
over-represented
= 70-80% probability that crash type is
over-represented

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Intersection
Total Collisions
Fatal
Serious Injury
Other Visible Injury
Complaint of Pain
PDO
Broadside
Sideswipe
Rear End
Head On
Hit Object
Overturned
Other
Pedestrian
Bicycle
Aggressive
Distracted
Impaired
Dark
Wet
Hamner Ave & Riverboat Dr 26 0 1 7 4 11 11 2 8 0 0 0 0 1 0 16 2 0 0 0 Harrison Ave & Schleisman Rd 23 0 2 3 6 11 5 2 7 4 2 0 1 1 0 12 1 3 0 1 Sumner Ave & Limonite Ave 22 0 0 3 16 36 14 13 23 1 2 1 1 0 0 19 5 3 0 4 Hamner Ave & 68th St 20 0 2 2 8 8 4 2 10 0 0 0 3 0 4 7 1 2 0 0 Hamner Ave & Bellegrave Ave 20 0 0 2 9 9 3 4 12 1 0 0 0 0 0 13 1 0 0 1 Harrison Ave & Limonite Ave 19 0 0 1 7 11 5 2 11 0 1 0 0 0 0 11 2 1 0 1 Hamner Ave & Swan Lake 19 0 1 1 5 12 4 4 9 1 0 0 0 0 2 9 0 1 0 1 Hamner Ave & Amberhill Ave 17 0 0 3 7 7 4 0 11 0 2 0 0 0 0 14 1 1 0 0 Cornerstone Dr & Mission Blvd 17 0 0 3 7 7 10 3 4 0 0 0 0 0 0 9 0 0 0 3 Scholar Way & Schleisman Rd 16 0 0 6 6 4 9 1 2 0 1 0 1 2 3 8 2 0 0 0 Aldergate Dr & Schleisman Rd 16 0 0 1 6 9 6 1 4 2 2 0 1 0 0 9 0 1 0 0 Hamner Ave & Citrus St 14 0 1 1 4 8 3 1 9 1 0 0 0 0 0 6 0 0 0 1 Kenton Pl & Schleisman Rd 14 0 0 2 5 7 0 0 10 0 3 0 0 1 0 8 0 2 0 1 Scholar Way & 68th St 14 0 0 4 2 8 11 1 1 1 0 0 0 0 1 5 1 0 0 0 Goodman Way & Cantu-Galleano Ranch
Rd 13 0 0 1 2 10 3 3 5 0 2 0 0 0 0 5 0 0 0 0
Archibald Ave & Soleil Dr 11 0 0 2 4 5 3 3 4 1 0 0 0 0 0 6 0 0 0 0 Cleveland Ave & Citrus St 11 0 0 2 5 4 2 2 3 0 3 0 0 0 0 3 0 2 0 0 Archibald Ave & Smith River Rd 10 0 0 1 4 5 2 2 4 0 1 0 1 0 0 4 1 0 0 0 472

= 90-100% probability that crash type if
over-represented
= 80-90% probability that crash type is
over-represented
= 70-80% probability that crash type is
over-represented

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Intersection
Total Collisions
Fatal
Serious Injury
Other Visible Injury
Complaint of Pain
PDO
Broadside
Sideswipe
Rear End
Head On
Hit Object
Overturned
Other
Pedestrian
Bicycle
Aggressive
Distracted
Impaired
Dark
Wet
Harrison Ave & 65th St 10 0 0 0 4 6 8 1 0 1 0 0 0 0 0 7 0 0 0 2 Scholar Way & Limonite Ave 10 0 0 2 4 4 5 1 3 0 1 0 0 0 3 6 1 0 0 1 Hamner Ave & 65th St 10 0 0 2 2 6 6 0 2 0 2 0 0 0 0 8 1 0 0 0 Archibald Ave & Whispering Hills Dr 9 0 0 3 4 2 2 0 4 0 1 0 0 2 0 3 1 1 0 0 Moon Flower Dr & Schleisman Rd 9 0 0 2 3 4 6 0 1 0 1 0 0 1 1 0 1 1 0 1 Sumner Ave & Citrus St 9 0 1 1 4 3 3 0 3 0 1 0 1 1 2 4 1 1 0 2 Granja Vista del Rio & Citrus St 9 0 0 4 4 1 4 0 2 2 0 0 0 0 2 3 2 0 0 0 Archibald Ave & 65th St 8 0 0 1 2 5 2 1 2 1 2 0 0 0 0 3 0 1 0 0 Hamner Ave & Oakdale St 8 0 0 0 5 3 3 3 0 0 1 0 0 0 3 3 1 1 0 0 Archibald Ave & Hidden Water Rd 6 0 0 0 0 6 2 0 2 0 2 0 0 0 0 4 0 0 0 0 Archibald Ave & Chandler St 6 0 0 0 1 5 2 1 0 1 2 0 0 0 1 0 0 1 0 0 Cloverdale Marketplace & Limonite Ave 6 0 0 1 3 2 4 0 2 0 0 0 0 0 0 5 1 0 0 0 Hamner Ave & Riverside Dr 6 0 0 1 2 3 1 3 1 0 0 1 0 0 0 1 0 0 0 0 Archibald Ave & Corbin Dr 5 0 0 2 0 3 2 1 0 0 2 0 0 0 0 2 1 0 0 1 Harrison Ave & Star Ruby Ave 5 0 1 0 1 3 1 0 3 0 1 0 0 0 1 4 0 0 0 3 Homecoming Dr & Bellegrave Ave 5 0 0 0 3 2 1 0 4 0 0 0 0 0 0 4 0 0 0 0 Harrison Ave & Citrus St 4 0 0 1 0 3 0 0 1 0 3 0 0 0 0 1 1 1 0 1 Scholar Way & Baltimore St 4 0 0 0 1 3 3 0 1 0 0 0 0 0 0 0 0 0 0 1 473

= 90-100% probability that crash type if
over-represented
= 80-90% probability that crash type is
over-represented
= 70-80% probability that crash type is
over-represented

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Intersection
Total Collisions
Fatal
Serious Injury
Other Visible Injury
Complaint of Pain
PDO
Broadside
Sideswipe
Rear End
Head On
Hit Object
Overturned
Other
Pedestrian
Bicycle
Aggressive
Distracted
Impaired
Dark
Wet
Hamner Ave & Eastvale Gateway 4 0 0 2 0 2 1 2 0 0 1 0 0 0 0 2 1 0 0 0 Gypsum Creek Dr & Schleisman Rd 3 0 0 0 2 1 2 0 0 1 0 0 0 0 0 2 0 1 0 1 Archibald Ave & Chandler St 3 0 0 0 0 3 0 1 2 0 0 0 0 0 0 1 0 0 0 0 Harrison Ave & Whispering Hills Dr 3 0 0 1 1 1 0 0 1 0 2 0 0 0 0 1 0 1 0 0 Scholar Way & Orange St 3 0 0 0 1 2 1 1 1 0 0 0 0 0 1 1 0 0 0 0 Hamner Ave & Oakdale St 3 0 0 0 2 1 0 0 3 0 0 0 0 0 0 1 0 1 0 0 Unsignalized Intersections
Cedar Creek Rd & Schleisman Rd 16 0 1 1 11 3 8 1 4 2 1 0 0 0 1 4 0 0 0 0 Sumner Ave & 68th St 11 0 0 3 6 2 8 1 1 0 0 0 0 1 0 2 0 0 0 1 Hall Ave & Chandler St 10 0 0 1 6 3 7 1 1 0 0 0 1 0 0 3 0 0 0 0 Hamner Ave & 58th St 9 0 1 1 5 2 6 0 2 0 1 0 0 0 0 2 0 2 0 0 River Rd & Baron Dr 8 3 0 2 2 1 2 0 3 0 1 0 0 2 0 3 1 0 2 0 Wells Spring St & 68th St 8 0 0 2 2 4 5 1 2 0 0 0 0 0 0 6 0 0 0 4 Scholar Way & 65th St 6 0 0 2 3 1 5 0 0 0 0 0 0 1 2 3 0 0 0 0 Northview St & Citrus St 6 0 0 1 3 2 1 1 3 1 0 0 0 0 0 3 0 0 0 2 Hamner Ave & Mississippi Dr 6 0 0 1 2 3 4 0 2 0 0 0 0 0 0 2 1 0 0 2 Selby Ave & Chandler St 5 0 0 1 1 3 3 0 0 1 1 0 0 0 0 0 0 1 0 1 Cedar Creek Rd & 65th St 5 0 0 1 2 2 1 0 3 0 0 0 0 1 0 3 1 0 1 1 474

= 90-100% probability that crash type if
over-represented
= 80-90% probability that crash type is
over-represented
= 70-80% probability that crash type is
over-represented

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Intersection
Total Collisions
Fatal
Serious Injury
Other Visible Injury
Complaint of Pain
PDO
Broadside
Sideswipe
Rear End
Head On
Hit Object
Overturned
Other
Pedestrian
Bicycle
Aggressive
Distracted
Impaired
Dark
Wet
Country Fair Dr & Citrus St 5 0 0 1 1 3 1 0 2 1 1 0 0 0 1 2 0 0 0 2 Carrollton Pl & Citrus St 5 0 0 0 4 1 5 0 0 0 0 0 0 0 1 0 1 0 0 0 Tarah St & 68th St 5 1 0 1 1 2 1 0 2 0 0 0 0 2 0 3 0 0 0 0 Hall Ave & River Rd 4 0 1 1 1 1 0 0 1 1 2 0 0 0 0 1 0 1 1 1 Annika Way & Florence St 4 0 0 0 2 2 2 1 1 0 0 0 0 0 0 1 0 0 0 0 Soaring Bird Ct & Citrus St 4 0 0 0 0 4 0 1 2 0 1 0 0 0 0 2 0 0 0 0 Sumner Ave & Cool Meadow Dr 4 0 0 0 3 1 3 0 0 0 1 0 0 0 0 0 0 0 0 0 Scholar Way & Rimmon Rd 4 0 0 1 2 1 1 0 2 0 0 0 0 1 1 2 0 0 0 1 Anjou St & Limonite Ave 4 0 0 0 1 3 0 2 2 0 0 0 0 0 0 2 1 0 1 1 Whitewell Rd & Edgewood Dr 3 0 0 0 2 1 2 0 0 1 0 0 0 0 0 0 0 0 0 0 Fuller Ranch Rd & River Rd 3 1 0 1 0 1 0 0 1 1 1 0 0 0 0 1 0 0 0 0 Coffeeberry Dr & Tiger Lily Ct 3 0 0 1 0 2 0 0 1 0 1 0 1 0 0 1 1 0 0 0 Retama St & 65th St 3 0 1 1 0 1 1 0 0 0 1 0 0 1 1 0 0 0 0 0 Harrison Ave & Chandler St 3 0 0 0 0 3 0 0 0 0 3 0 0 0 0 2 0 1 0 0 Harrison Ave & Golden Bit St 3 0 0 1 2 0 2 1 0 0 0 0 0 0 0 0 0 0 0 0 Shadyside Way & Citrus St 3 0 0 0 0 3 0 0 0 0 0 0 2 0 1 0 0 1 0 0 Little River Rd & Schleisman Rd 3 0 0 0 2 1 3 0 0 0 0 0 0 0 0 0 1 0 0 0 Cedar Creek Rd & Starflower St 3 0 0 1 0 2 1 1 1 0 0 0 0 0 1 0 1 1 0 0 475

= 90-100% probability that crash type if
over-represented
= 80-90% probability that crash type is
over-represented
= 70-80% probability that crash type is
over-represented

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Intersection
Total Collisions
Fatal
Serious Injury
Other Visible Injury
Complaint of Pain
PDO
Broadside
Sideswipe
Rear End
Head On
Hit Object
Overturned
Other
Pedestrian
Bicycle
Aggressive
Distracted
Impaired
Dark
Wet
Cedar Creek Rd & Forest Wind St 3 0 0 0 0 3 0 0 2 0 1 0 0 0 0 1 0 0 0 0 Mayfield St & Citrus St 3 0 0 0 0 3 0 0 2 0 1 0 0 0 0 2 0 0 0 0 Swiss Ct & 68th St 3 0 0 1 2 0 0 0 0 0 3 0 0 0 0 1 0 0 0 0 Angus St & 68th St 3 0 0 0 1 2 2 0 0 1 0 0 0 0 0 0 0 0 0 0 Badminton St & Caxton St 3 0 0 0 0 3 0 2 0 0 0 0 1 0 0 0 0 0 0 0 Corridor Dr & Mission Blvd 3 0 0 0 0 3 0 1 1 0 1 0 0 0 0 0 0 0 0 0

476

= 90-100% probability that crash type if
over-represented
= 80-90% probability that crash type is
over-represented
= 70-80% probability that crash type is
over-represented

1Equivalent Property Damage Only Crashes

Local Roadway Safety Plan
(LSRP)

CITY OF EASTVALE
City of Eastvale
Local Road Safety Plan | Final

November 2023 54
Table 10: Analysis Results: Roadway Segments
Facility Limits
Total Collisions
EPDO1
Fatal
Serious Injury
Other Visible Injury
Complaint of Pain
PDO
Broadside
Sideswipe
Rear End
Head On
Hit Object
Overturned
Other
Pedestrian
Bicycle
Aggressive
Distracted
Impaired
Dark
Wet
Arterial
Limonite Ave Eastvale Gtwy - I-15 SB Ramps 44 134 0 0 4 10 30 6 8 26 1 3 0 0 0 0 22 2 2 0 0 Limonite Ave I-15 SB Ramps - East City Limits 26 56 0 0 0 6 20 3 2 19 2 0 0 0 0 0 17 1 0 1 2 Hamner Ave Eastvale Gtwy - Swan Lake 19 64 0 0 2 5 12 5 4 7 0 3 0 0 0 0 9 1 0 0 0 Cantu-Galleano Ranch Rd I-15 SB Off Ramp - I-15 SB On Ramp 15 204 0 1 0 5 9 3 1 11 0 0 0 0 0 0 11 1 0 0 0 Hamner Ave Cantu-Galleano Ranch Rd - Goodman Rd 11 31 0 0 0 4 7 4 2 3 0 0 0 0 2 0 5 2 1 0 0 Limonite Ave Hamner Ave - Eastvale Gtwy 10 30 0 0 1 2 7 1 4 4 0 1 0 0 0 0 5 0 0 0 1 Limonite Ave Archibald Ave - Sendero Ave 8 23 0 0 0 3 5 0 1 6 0 1 0 0 0 0 6 0 0 0 0 Schleisman Rd Archibald Ave - Marketplace Entrance 8 37 0 0 3 0 5 4 0 3 0 1 0 0 0 1 3 0 0 0 1 Cantu-Galleano Ranch Rd Goodman Way - I-15 SB Off Ramp 8 28 0 0 0 4 4 0 0 8 0 0 0 0 0 0 7 1 0 0 0 Hamner Ave Limonite Ave - Oakdale Rd 7 27 0 0 1 2 4 6 0 1 0 0 0 0 0 0 1 0 0 0 0 Archibald Ave Corbin Dr - Wind River Rd 5 15 0 0 0 2 3 0 1 1 0 3 0 0 0 0 2 0 1 1 0 Archibald Ave Limonite Ave - North City Limits 5 39 0 0 3 1 1 2 0 0 0 3 0 0 0 0 0 0 1 0 0 Milliken Ave Pomona Fwy Ramp - Pomona Fwy Ramp 5 10 0 0 0 1 4 0 0 5 0 0 0 0 0 0 3 0 0 0 0 Archibald Ave Private Driveway - Wind River Rd 4 187 0 1 2 0 1 0 0 0 0 4 0 0 0 0 1 0 3 0 0 Hamner Ave Riverside Dr - Samantha Dr 4 24 0 0 1 2 1 0 0 3 0 1 0 0 0 0 3 0 0 1 2 Cantu-Galleano Ranch Rd I-15 S Ramp - I-15 Underpass 4 9 0 0 0 1 3 0 0 3 1 0 0 0 0 0 3 0 0 0 0 Hamner Ave Bellgrave Ave - Amberhill Ave 3 8 0 0 0 1 2 0 1 2 0 0 0 0 0 0 2 0 0 0 0 477

= 90-100% probability that crash type if
over-represented
= 80-90% probability that crash type is
over-represented
= 70-80% probability that crash type is
over-represented

1Equivalent Property Damage Only Crashes

Local Roadway Safety Plan
(LSRP)

CITY OF EASTVALE
City of Eastvale
Local Road Safety Plan | Final

November 2023 55
Facility Limits
Total Collisions
EPDO1
Fatal
Serious Injury
Other Visible Injury
Complaint of Pain
PDO
Broadside
Sideswipe
Rear End
Head On
Hit Object
Overturned
Other
Pedestrian
Bicycle
Aggressive
Distracted
Impaired
Dark
Wet
Hamner Ave Amberhill Ave - 58th St 3 181 1 0 1 1 0 0 0 2 0 0 0 0 1 0 1 0 1 0 0 Hamner Ave Riverboat Dr - 68th St 3 23 0 0 1 2 0 3 0 0 0 0 0 0 0 0 0 0 0 0 0 Limonite Ave Sumner Ave - Mulan St 3 176 0 1 1 0 1 1 0 1 0 0 0 0 1 0 0 0 1 0 0 Limonite Ave Cloverdale Marketplace - Hamner Ave 3 18 0 0 1 1 1 0 0 2 0 0 1 0 0 0 2 1 0 0 0 River Rd Hall Rd - Fuller Ranch Rd 3 167 0 1 0 0 2 0 0 0 0 2 0 1 0 0 0 0 1 0 0 Schleisman Rd Moonflower Dr - Harrison Ave 3 3 0 0 0 0 3 0 3 0 0 0 0 0 0 0 0 0 0 0 0 Collector
Citrus St Vista Del Rio - Cleveland Ave 10 204 0 1 1 4 4 2 2 6 0 0 0 0 0 1 6 0 0 0 0 Sumner Ave Limonite Ave - Linnea St 3 18 0 0 1 1 1 0 1 2 0 0 0 0 0 0 2 1 0 0 0 Local
Orange St Vista Del Rio - Scholar Way 3 3 0 0 0 0 3 1 1 0 0 0 0 1 0 0 0 0 0 0 0 Oakdale St Limonite Ave - Onyx Ct 3 3 0 0 0 0 3 2 1 0 0 0 0 0 0 0 0 0 0 0 1

478

City of Eastvale
Local Road Safety Plan | Final

November 2023 56
CITY OF EASTVALE Local Roadway Safety Plan
(LSRP)
Appendix B – Case Study Sheets

479
Case Study Sheet: Location #1
Project Location, Description & Maps
Project Name: Eastvale LRSP
Agency Name: City of Eastvale
Segment: Citrus Street – County Fair Drive to Scholar Way Example of Similar Segments: Schleisman Road – Harrison Avenue to Cedar Creek Road

ROADWAY

SEGMENT
SOP
1 480
Project Location, Description & Maps
Collision Data
Total Collisions 16
Fatal and Severe Injury
Collisions 1
Top 3 Collision Types (%) Rear-end (44%)
Broadside (25%)
Head-On (19%)
Dark Collisions 3
Impaired Collisions 0
Collisions Involved With
Vehicular Pedestrian Bicycle
12 1 3
Case Study Sheet: Location #1
Field Visit Notes
• Cars cut into school drop-off/ pick-up queue at County Fair Dr • Drivers do not obey movement restriction at Granja Vista Del Rio • Shared bike lane at Scholar Way and Citrus St is on right side of RT lane • Crashes occurred during drop-off/pick-up times
Collision Data
Lighting Yes
Median No
Highest Posted Speed
Limit 45 MPH
481
Countermeasure Evaluation
Potential
Countermeasures
Crash Reduction
Factor
(LRSM/CMF ID)
20 Year Safety
Benefit
Total 20-Year Costs Safety Related B/C
Ratio
Connect the
northeast corner
sidewalk with a
dedicated pathway
to school buildings
80%
(R34PB) $2,109,120 $315,000 6.70
Update bike lane
through intersection
to avoid right
turning vehicles
35%
(R32PB) $1,201,865 $38,400 31.30
Mark pavement with
supplementary
warning messages
30%
(CMF 1717) $1,030,170 $8,500 121.20
Improve signal
timing
(coordination)
15%
(S03) $515,085 $14,400 35.77
Case Study Sheet: Location #1
482
Potential
Countermeasures
Crash Reduction
Factor
(LRSM/CMF ID)
20 Year Safety
Benefit
Total 20-Year Costs Safety Related B/C
Ratio
Improve signal
hardware; back
plate with
retroreflective
borders
15%
(S02) $395,460 $26,400 14.98
Install high visibility
crosswalk
15%
(R35PB) $915,915 $90,000 10.18
Close off County Fair
Dr for left turns
5%
(Custom) $131,820 $1,500 87.88
Enforcement of
school pick-up and
drop off
5%
(Custom) $131,820 $60 per officer per
hour N/A
Case Study Sheet: Location #1
483
Case Study Sheet: Location #2
Project Location, Description & Maps
Segment: Scholar Way – Schleisman Road to Citrus Street Example of Similar Intersections: Sumner Avenue – Citrus Street to Schleisman Road Project Name: Eastvale LRSP
Agency Name: City of Eastvale

ROADWAY

SEGMENT
SOP
2 484
Case Study Sheet: Location #2
485
Project Location, Description & Maps
Collision Data
Total Collisions 14
Fatal and Severe Injury
Collisions 0
Top 3 Collision Types (%) Broadside (29%)
Rear-end (21%)
Hit Object/ Vehicle-
Pedestrian (14)
Dark Collisions 3
Impaired Collisions 1
Collisions Involved With
Vehicular Pedestrian Bicycle
12 2 1
Field Visit Notes
• Cars get stuck in pedestrian scramble at Mustang Way frequently • Queueing present during school drop-off/ pick-up
• City has ATP project putting a Class I bike lane on the west side and a median Case Study Sheet: Location #2
Collision Data
Lighting Yes
Median No
Highest Posted Speed
Limit 35 MPH
486
Case Study Sheet: Location #2
Countermeasure Evaluation
487
Potential
Countermeasures
Crash Reduction
Factor
(LRSM/CMF ID)
20 Year Safety
Benefit
Total 20-Year Costs Safety Related B/C
Ratio
Install Class I path
along roadway
80%
(R34PB) $140,080 $1,344,000 0.10
Install raised median 25%
(S12) $217,325 $160,200 1.36
Add additional
signage indicating
turn restrictions
15%
(NS06) $130,395 $42,000 3.10
Improve signal
timing
(coordination, all
red)
15%
(S03) $130,395 $72,000 1.81
Enforcement of
traffic at pick-up and
drop-off times
5%
(Custom) $43,465 $60 per officer per
hour N/A
Case Study Sheet: Location #2
488
Case Study Sheet: Location #3
Project Location, Description & Maps
Intersection: Harrison Avenue & Star Ruby Avenue
Example of Similar Intersections: Sumner Avenue & Cool Meadow Drive / Aspen Leaf Lane

SIGNALIZED

INTERSECTION
Project Name: Eastvale LRSP
Agency Name: City of Eastvale
3 489
Project Location, Description & Maps
Collision Data
Total Collisions 4
Fatal and Severe Injury
Collisions 1
Top 3 Collision Types (%)
Rear-End (50%)
Broadside/ Hit Object (25%)
Dark Collisions 2
Impaired Collisions 0
Collision Data
Number of Approaches 4
Crosswalk Condition Crosswalk on all
approaches
Control Type Signalized
Intersection
Lighting Yes
Highest Posted Speed Limit 45 MPH
Collisions Involved With
Vehicular Pedestrian Bicycle
3 0 1
Field Visit Notes
• Faded crosswalk
• Class I bike lanes to be built on Harrison Ave
• No U-turn restriction on all approaches
• Speeding witnessed – driver observed at 56 mph during site visit Case Study Sheet: Location #3
490
Countermeasure Evaluation
Potential
Countermeasures
Crash Reduction
Factor
(LRSM/CMF ID)
20 Year Safety
Benefit
Total 20-Year Costs Safety Related B/C
Ratio
Install Speed
Feedback signage
30%
(S10) $689,250 $30,600 22.52
Install high visibility
crosswalk
25%
(S18PB) $547,500 $74,400 7.36
Improve sight
distance to
intersection (curb
extension)
20%
(NS11) $459,500 $140,000 3.28
Improve signal
timing &
coordination
15%
(S03) $344,625 $14,400 23.93
Improve signal
hardware (Back
plates and signal
head)
15%
(S02) $344,625 $26,400 13.05
Case Study Sheet: Location #3
491
Case Study Sheet: Location #4
Project Location, Description & Maps
Intersection: Cedar Creek Road & Schleisman Road
Example of Similar Intersections: Harrison Avenue & Northfork Drive STOP
STOP

UNSIGNALIZED

INTERSECTION
Project Name: Eastvale LRSP
Agency Name: City of Eastvale
4 492
Project Location, Description & Maps
Collisions Involved With
Vehicular Pedestrian Bicycle
11 0 0
Case Study Sheet: Location #4
Collision Data
Number of Approaches 4
Crosswalk Condition Crosswalk on 2
approaches
Control Type Side Street Stop
Controlled
Lighting Yes
Highest Posted Speed Limit 45 MPH
Collision Data
Total Collisions 11
Fatal and Severe Injury
Collisions 0
Top 3 Collision Types (%) Broadside/ Rear-End (36%)
Head-On (18%)
Hit Object (9%)
Dark Collisions 5
Impaired Collisions 0
Field Visit Notes
• Majority of crashes happened during evening rush hour • All Rear-End crashes happened between 4-6 PM
• Speeding witnessed – driver observed traveling at 62 MPH – speed limit is 45 493
Case Study Sheet: Location #4
Countermeasure Evaluation
Potential
Countermeasures
Crash Reduction
Factor
(LRSM/CMF ID)
20 Year Safety
Benefit
Total 20-Year Costs Safety Related B/C
Ratio
Install Speed
feedback Signage
S10
(35%) $244,830 $20,400 12.00
Install Bike Lane R32PB
(35%)
No relevant crash
history $76,800 -
Install Curb
Extension/Bulb-Out 5% $40,805 $140,000 0.29
Reconfigure Lanes
(11 feet) 5% $40,805 $4,000 10.20
Evaluate for Signal
Warrant N/A $40,805 $10,000 N/A
Evaluate for
Pedestrian Signal
Beacon
N/A $40,805 $10,000 N/A
494
Case Study Sheet: Location #5
Project Location, Description & Maps
Intersection: Sumner Avenue & 65th Street
Example of Similar Intersections: Harrison Avenue & Schleisman Road Project Name: Eastvale LRSP
Agency Name: City of Eastvale

SIGNALIZED

INTERSECTION
5 495
Project Location, Description & Maps
Collision Data
Total Collisions 25
Fatal and Severe Injury
Collisions 0
Top 3 Collision Types (%) Broadside (60%)
Head-On (20%)
Sideswipe (12%)
Dark Collisions 12
Impaired Collisions 0
Collision Data
Number of Approaches 4
Crosswalk Condition Crosswalk on all
approaches
Control Type Signalized
Intersection
Lighting Yes
Highest Posted Speed Limit 50 MPH
Collisions Involved With
Vehicular Pedestrian Bicycle
24 1 0
Field Visit Notes
• High number of left-turn crashes
• Currently operates with permissive left turns
• Reflective borders to be added to signals
Case Study Sheet: Location #5
496
Countermeasure Evaluation
Potential
Countermeasures
Crash Reduction
Factor
(LRSM/CMF ID)
20 Year Safety
Benefit
Total 20-Year
Costs
Safety Related B/C
Ratio
Modify signal phasing to
implement a Leading
Pedestrian Interval (LPI)
60%
(S21PB) $48,540 $45,600 1.06
Provide protected left turn
phase
30%
(S07) $473,910 $45,600 10.39
Install high visibility
crosswalk
25%
(S18PB) $20,225 $74,400 0.27
Improve signal timing
(coordination, phases, all
red, operation)
15%
(S03) $236,955 $14,400 16.46
Improve signal hardware
(retroreflective borders)
15%
(S02) $236,955 $26,400 8.98
Refresh limit lines 15%
(S20PB) $12,135 $40,200 0.30
Update pavement markings
(striping maintenance)
10%
(S09) $157,970 $32,400 4.88
Implement longer
pedestrian intervals
5%
(CMF 5252) $4,045 $10,000 0.40
Case Study Sheet: Location #5
497
Case Study Sheet: Location #6
Project Location, Description & Maps
Intersection: Sumner Avenue & Limonite Avenue
Example of Similar Intersections: Archibald Avenue & Chandler Street Project Name: Eastvale LRSP
Agency Name: City of Eastvale

SIGNALIZED

INTERSECTION
6 498
Project Location, Description & Maps
Collision Data
Total Collisions 16
Fatal and Severe Injury
Collisions 1
Top 3 Collision Types (%) Rear-End (38%)
Broadside (19%)
Sideswipe/Head-On/Hit
Object (13%)
Dark Collisions 4
Impaired Collisions 2
Collisions Involved With
Vehicular Pedestrian Bicycle
15 1 0
Field Visit Notes
• New shopping mall constructed southeast of intersection in 2018 • City changed the yellow and all red timing phasing in 2021 Case Study Sheet: Location #6
Collision Data
Number of Approaches 4
Crosswalk Condition Crosswalk on all
approaches
Control Type Signalized
Intersection
Lighting Yes
Highest Posted Speed Limit 50 MPH
499
Countermeasure Evaluation
Potential
Countermeasures
Crash Reduction
Factor
(LRSM/CMF ID)
20 Year Safety
Benefit
Total 20-Year Costs Safety Related B/C
Ratio
Reduce SB receiving
lane to 11 feet with
buffered bike lane
(Reconfigure Lane)
35%
(R14) $893,790 $79,200 11.29
Install pedestrian
countdown signal
heads
25%
(S17PB) $547,500 $43,680 12.53
Modernize
pedestrian push
buttons
25%
(S18PB) $547,500 $74,400 7.36
Install right-turn
lane
20%
(NS17) $595,860 $42,000 14.19
Install Curb
Extension/Bulb-out 5% $148,965 $2,500,000 0.06
Case Study Sheet: Location #6
500
Case Study Sheet: Location #7
Project Location, Description & Maps
Intersection: Hamner Avenue & Swan Lake Avenue
Example of Similar Intersections: Hamner Ave & Eastvale Gateway Project Name: Eastvale LRSP
Agency Name: City of Eastvale

SIGNALIZED

INTERSECTION
STOP
7 501
Project Location, Description & Maps
Collision Data
Total Collisions 16
Fatal and Severe Injury
Collisions 1
Top 3 Collision Types (%) Rear-end (44%)
Sideswipe (25%)
Broadside (19%)
Dark Collisions 6
Impaired Collisions 1 Collisions Involved With
Vehicular Pedestrian Bicycle
14 1 1
Field Visit Notes
Case Study Sheet: Location #7
Collision Data
Number of Approaches 3
Crosswalk Condition Crosswalk on
southbound and
westbound
approaches
Control Type Signalized
Lighting Yes
Highest Posted Speed Limit 45 MPH
• New development project to the west of intersection, which may change traffic flow at this location 502
Countermeasure Evaluation
Case Study Sheet: Location #7
Potential
Countermeasures
Crash Reduction
Factor
(LRSM/CMF ID)
20 Year Safety
Benefit
Total 20-Year Costs Safety Related B/C
Ratio
Install speed feedback
signage
30%
(S10) $1,446,060 $20,400 70.89
Install high visibility
crosswalk
25%
(S18PB) $26,875 $74,400 0.36
Install right turn lane 20%
(NS17) $571,300 $42,000 13.60
Install/upgrade warning
signs
15%
(NS06) $428,475 $33,600 12.75
Improve signal timing
(all yellow, all red)
15%
(S03) $428,475 $14,400 29.76
503
Case Study Sheet: Location #8
Project Location, Description & Maps

ROADWAY

SEGMENT
SOP
Segment: Hamner Ave – Swan Lake Ave to Eastvale Gateway Example of Similar Segments: Schleisman Road – Sumner Avenue to Scholar Way Project Name: Eastvale LRSP
Agency Name: City of Eastvale
8 504
Project Location, Description & Maps
Collision Data
Total Collisions 18
Fatal and Severe Injury
Collisions 0
Top 3 Collision Types (%) Rear-End (39%)
Broadside (28%)
Sideswipe (22%)
Dark Collisions 10
Impaired Collisions 0
Collisions Involved With
Vehicular Pedestrian Bicycle
18 0 0
Field Visit Notes
• Median on Hamner Ave to move after development is built west of corridor • Traffic queuing due to shopping center
• This area will develop into downtown Eastvale and want to emphasize mixed use through infrastructure planning Case Study Sheet: Location #8
Collision Data
Lighting No
Median Near shopping center
Highest Posted Speed
Limit 45 MPH
505
Countermeasure Evaluation
Case Study Sheet: Location #8
Potential
Countermeasures
Crash Reduction
Factor
(LRSM/CMF ID)
20 Year Safety
Benefit
Total 20-Year Costs Safety Related B/C
Ratio
Install high visibility
crosswalks when the
redesign is complete
35%
(NS21PB)
No relevant crash
history $50,000 -
Install speed feedback
signage
30%
(S10) $230,340 $20,400 11.29
Improve sight distance
to intersection (Trim
vegetation)
20%
(NS11) $153,560 $5,000 30.71
Improve signal hardware
(Backplates)
15%
(S02) $115,170 $26,400 4.36
Install/upgrade larger
intersection
warning/regulatory signs
15%
(NS06) $115,170 $33,600 3.43
506
Case Study Sheet: Location #9
Project Location, Description & Maps
Project Name: Eastvale LRSP
Agency Name: City of Eastvale ROADWAY

SEGMENT
SOP
Segment: Limonite Avenue – Planetary Road to I -15 Center Line Example of Similar Segment: Bellegrave Ave – Homecoming to I-15 Center Line STOP
9 507
Project Location, Description & Maps
Collision Data
Total Collisions 39
Fatal and Severe Injury
Collisions 0
Top 3 Collision Types (%) Rear-End (75%)
Broadside (15%)
Sideswipe (8%)
Dark Collisions 9
Impaired Collisions 1
Collision Data
Lighting Yes
Median Yes
Highest Posted Speed
Limit 45 MPH
Collisions Involved With
Vehicular Pedestrian Bicycle
39 0 0
Field Visit Notes
• Recent implementation of the median has shown a reduction in sideswipe crashes • Speeding observed on corridor
Case Study Sheet: Location #9
508
Countermeasure Evaluation
Case Study Sheet: Location #9
Potential
Countermeasures
Crash Reduction
Factor
(LRSM/CMF ID)
20 Year Safety
Benefit
Total 20-Year Costs Safety Related B/C
Ratio
Reconfigure lanes
(make narrower)
35%
(R14) $458,220 $12,000 38.19
Formalize #4 lane
with raised medians
25%
(R08) $381,850 $8,364 27.39
Expand median
along segment
25%
(R08) $381,850 $854,400 0.45
Reconfigure lanes 5% $76,370 $4,720 16.18
Install gateway-style
signage
5%
(Custom) $76,370 $75,000+ -
509
Case Study Sheet: Location #10
Project Location, Description & Maps
Project Name: Eastvale LRSP
Agency Name: City of Eastvale
Intersection: Eastvale Gateway & Limonite Avenue
Example of Similar Intersections: Schleisman Road & Moonflower Drive

SIGNALIZED

INTERSECTION
10 510
Project Location, Description & Maps
Collision Data
Total Collisions 44
Fatal and Severe Injury
Collisions 1
Top 3 Collision Types (%) Rear-End (57%)
Sideswipe (23%)
Broadside (11%)
Dark Collisions 9
Impaired Collisions 1
Collisions Involved With
Vehicular Pedestrian Bicycle
44 0 0
Field Visit Notes
• Faded striping
• Rear-Ends comprise a large portion of crashes
Case Study Sheet: Location #10
Collision Data
Number of Approaches 4
Crosswalk Condition Crosswalk at all
approaches but
westbound
Control Type Signalized
Lighting Yes
Highest Posted Speed Limit 45 MPH
511
Countermeasure Evaluation
Potential
Countermeasures
Crash Reduction
Factor
(LRSM/CMF ID)
20 Year Safety
Benefit
Total 20-Year Costs Safety Related B/C
Ratio
Modify signal phasing
(Leading Pedestrian
Interval)
60%
(S21PB)
No relevant crash
history $45,600 -
Reconfigure lanes
(excess space in outer
lane)
35%
(R14) $1,208,310 $59,400 20.34
Install high visibility
crosswalk
35%
(S18PB)
No relevant crash
history $74,400 -
Add wayfinding lane
legends
30%
(CMF 1717) $1,208,310 $6,000 201.39
Install crosswalk on
eastern approach
25%
(S18PB)
No relevant crash
history $18,600 -
Improve signal timing
(coordination)
15%
(S03) $604,155 $14,400 41.96
Improve signal
hardware; back plate
with retroreflective
borders
15%
(S02) $604,155 $26,400 22.88
Case Study Sheet: Location #10
512
Case Study Sheet: Location #11
Project Location, Description & Maps
Project Name: Eastvale LRSP
Agency Name: City of Eastvale ROADWAY

SEGMENT
SOP
Segment: 68th Street – Wells Spring Street to I -15 Bridge Example of Similar Segment: Schleisman Road– Dairy Street/Raymond Drive to Hamner Avenue STOP
11 513
Project Location, Description & Maps
Collision Data
Total Collisions 6
Fatal and Severe Injury
Collisions 1
Top 3 Collision Types (%) Vehicle-Pedestrian/ Rear-End
(33%)
Broadside/ Sideswipe (17%)
Dark Collisions 1
Impaired Collisions 0
Collision Data
Lighting Yes
Median No
Highest Posted Speed
Limit 45 MPH
Collisions Involved With
Vehicular Pedestrian Bicycle
4 2 0
Field Visit Notes
• Residents stated that Wells Spring St crossing feels unsafe for children in the area • Queuing for rush hour/ school rush along corridor
• Wide corridor
Case Study Sheet: Location #11
514
Countermeasure Evaluation
Case Study Sheet: Location #11
Potential
Countermeasures
Crash Reduction
Factor
(LRSM/CMF ID)
20 Year Safety
Benefit
Total 20-Year Costs Safety Related B/C
Ratio
Install cantilevered
sidewalk on bridge
80%
(Custom) $1,962,480 $1,300,000 1.51
Install buffered bike lane 45%
(R33PB) $1,049,535 $42,000 24.99
Install bike lane on bridge 35%
(R33PB) $583,075 $42,000 19.44
Implement a road diet to
constrain roadway
30%
(R14) $735,930 $39,600 18.58
Complete crosswalks
Wells Spring, upgrade to
high-visibility
25%
(S18PB) $583,075 $37,200 15.67
Install pedestrian crossing 25%
(S18PB) $583,075 $74,400 7.84
Install raised median on
approaches (S.I.) (Extend
median to restrict turns)
25%
(S12) $613,275 $640,800 0.96
515
Countermeasure Evaluation
Case Study Sheet: Location #11
Potential
Countermeasures
Crash Reduction
Factor
(LRSM/CMF ID)
20 Year Safety
Benefit
Total 20-Year Costs Safety Related B/C
Ratio
Install raised median 25%
(S12) $613,275 $1,281,600 0.48
Install right-turn lane
(NS.I.)
20%
(NS17) $490,620 $42,000 11.68
Install gateway signage 5%
(Custom) $122,655 $75,000 1.64
Curb Extension/Bulb-Out 5% $122,655 $60,000 2.04
Create right-in/right-out
at Tarah Street
5%
(Custom) $122,655 $106,800 1.15
Close off Tarah Street
using K-rail
25%
(Custom) $613,275 $$3,300 185.84
516
Case Study Sheet: Location #12
Project Location, Description & Maps
Project Name: Eastvale LRSP
Agency Name: City of Eastvale
Intersection: Hamner Avenue & Citrus Street
Example of Similar Intersections: Sumner Ave and Limonite Ave

SIGNALIZED

INTERSECTION
12 517
Project Location, Description & Maps
Collision Data
Total Collisions 12
Fatal and Severe Injury
Collisions 1
Top 3 Collision Types (%) Rear-End (67%)
Broadside (17%)
Head-On/ Sideswipe (8%)
Dark Collisions 4
Impaired Collisions 0
Collisions Involved With
Vehicular Pedestrian Bicycle
12 0 0
Field Visit Notes
• This intersection is owned by Norco and on the border of Eastvale city limits • At the time of site visit there was construction and is planned to be finished at the end of 2023 • The City should wait and see results before any re-investment Case Study Sheet: Location #12
Collision Data
Number of Approaches 4
Crosswalk Condition All approaches
Control Type Signalized
Lighting Yes
Highest Posted Speed Limit 45 MPH
518
Countermeasure Evaluation
Potential
Countermeasures
Crash Reduction
Factor
(LRSM/CMF ID)
20 Year Safety
Benefit
Total 20-Year Costs Safety Related B/C
Ratio
Install pedestrian
crossing
(High visibility)
35%
(S18PB)
No relevant crash
history $74,400 -
Continue Citrus Street
Bike Facilities (Install
Bike lane)
35%
(R32PB)
No relevant crash
history $76,800 -
Mark pavement with
supplementary warning
messages
30%
(CMF 1717) $761,730 $2,400 317.39
Improve signal timing
(coordination)
15%
(S03) $380,865 $14,400 26.45
Improve signal
hardware; back plate
with retroreflective
borders
15%
(S02) $380,865 $26,400 14.43
Install/upgrade
intersection warning
signs
15%
(NS06) $380,865 $33,600 11.34
Case Study Sheet: Location #12
519

City of Eastvale
Local Road Safety Plan | Final

November 2023 57
CITY OF EASTVALE Local Roadway Safety Plan
(LSRP)
Appendix C – Eastvale SSAR Case Study Sheets

520
Project Template: Location #1 (Intersection Project Type) Project Name: Sumner Avenue @ Blossom Way/
Dancy Street
Agency Name: City of Eastvale
Contact Name: Craig Bradshaw
Email: [email protected]
Prepared by: Kimley-Horn
Checked by: Jason Melchor, P .E.

Date: October 26, 2020
Project Location Description & Maps:

Road: Sumner Ave and Road: Blossom Way/Dancy St
Examples of Similar Intersections: Scholar Way and 65th St; Scholar Way and Merry Meadows Dr; Cedar Creek Rd and Kiwi Ave Traffic and Geometric Data:

Traffic Data
Number of Approaches 4
Pedestrian Activity High
Crosswalk Condition Good
Control Type All-Way Stop
Lighting Yes
Highest Posted Speed Limit 45
Raised Median N/A
Proximity to School > 1 mile
Proximity to Transit Stop > 1 mile
Proximity to Parks Next to intersection
Collision Data
Total Collisions 2
Fatality and Injury Collisions Fatal - 0
Serious Injury - 0
Complaint of Pain - 2
Pedestrian Action (Percentage) N/A
Bicycle Factor (Percentage) N/A
Total Nighttime Collisions 1
Wet Surface Collisions 0
Drug and Alcohol Related
Collisions 0
Number of Pedestrian/Cyclist
under 15 0
Number of Pedestrian/Cyclist
over 65 0

INTERSECTION
Collision Breakdown
Veh vs. Ped Veh vs. Bike
0 0
NNN
STOP
Blossom Way/Dancy St
Sumner Ave
521
Countermeasure Evaluation
Collision
Type Potential Countermeasures
CMF
(Crash Modification
Factor)
20 Year
Safety Benefit
20 Year Rough
Estimate Cost1
Safety Related
B/C
All Install LED Stop Sign (NS06) 0.85 $97,080 $12,000 8.09 Install traffic signal (NS03) 0.70 $194,160 $820,000 0.24 Pedestrian
&
Bicycle
Extend bike lanes (R32PB) 0.65 - $11,000 -
Install High Visibility Crosswalk
(NS07) 0.75 - $24,000 -
Install Rectangular Rapid Flashing
Beacon (RRFB) (NS22PB) 0.65 - $115,000 -
Additional Notes:
• Sumner Avenue will be expanded to enhance its connection with Haven Avenue to the north - this will likely result in higher future traffic volumes
• 1 Includes maintenance, updates, and replacements (e.g. signal timing, equipment maintenance, etc.) 522
Project Template: Location #2 (Intersection Project Type) Project Name: Limonite Avenue @ Hamner
Avenue
Agency Name: City of Eastvale
Contact Name: Craig Bradshaw
Email: [email protected]
Prepared by: Kimley-Horn
Checked by: Jason Melchor, P .E.

Date: October 26, 2020
Project Location Description & Maps:

Road: Limonite Ave and Road: Hamner Ave
Examples of Similar Intersections: Archibald Ave and Schleisman Ave; Limonite Ave and Sumner Ave; Hamner Ave and Bellegrave Ave
Traffic and Geometric Data:

Traffic Data
Number of Approaches 4
Pedestrian Activity Medium
Crosswalk Condition Good
Control Type Signalized
Lighting Yes
Highest Posted Speed Limit 45
Raised Median All Approaches
Proximity to School < 1 mile
Proximity to Transit Stop 500’ n/o intersection
Proximity to Parks > 1 mile
Collision Data
Total Collisions 55
Fatality and Injury Collisions Fatal - 0
Serious Injury - 0
Visible Injury - 2
Complaint of Pain - 16
Pedestrian Action (Percentage) Crossing in Crosswalk
(100%)
Bicycle Factor (Percentage) N/A
Total Nighttime Collisions 24
Wet Surface Collisions 3
Drug and Alcohol Related
Collisions 8
Number of Pedestrian/Cyclist
under 15 0
Number of Pedestrian/Cyclist
over 65 0

INTERSECTION
Collision Breakdown
Veh vs. Ped Veh vs. Bike
1 0
NNN
523
Countermeasure Evaluation
Collision Type Potential Countermeasures
CMF
(Crash Modification
Factor)
20 Year
Safety Benefit
20 Year Rough
Estimate Cost2
Safety Related
B/C
All Retroreflective borders on traffic
signal back-plates (S02) 0.85 $1,242,661 $14,000 88.76 All Advanced Dilemma Zone
Detection (S04) 0.60 $3,313,763 $88,500 37.44
All Signal coordination (S03) 0.85 $1,242,661 $50,000 24.85 Pedestrian
&
Bicycle
Leading Pedestrian Interval
(S21PB) 0.40 $226,080 $16,000 14.13
All Add westbound receiving lane
(CMF ID: 7566) 0.341
1 $5,459,425 $440,000 12.41
Additional Notes:
• Highest total collision activity in the City
• Highly congested
• 1Source: http://www.cmfclearinghouse.org/detail.cfm?facid=7566 • 2 Includes maintenance, updates, and replacements (e.g. signal timing, equipment maintenance, etc.) 524
Project Template: Location #3 (Intersection Project Type) Project Name: Scholar Way @ 65th Street
Agency Name: City of Eastvale
Contact Name: Craig Bradshaw
Email: [email protected]
Prepared by: Kimley-Horn
Checked by: Jason Melchor, P .E.

Date: October 26, 2020
Project Location Description & Maps:

Road: Scholar Way and Road: 65th St
Examples of Similar Intersections: Sumner Ave and Blossom Way/Dancy St; Scholar Way and Merry Meadows Dr; Cedar Creek Rd and Kiwi Ave
Traffic and Geometric Data:

Traffic Data
Number of Approaches 4
Pedestrian Activity High
Crosswalk Condition Good
Control Type All-Way Stop
Lighting Yes
Highest Posted Speed Limit 40
Raised Median N/A
Proximity to School < 1 mile
Proximity to Transit Stop < 1 mile
Proximity to Parks Next to intersection
Collision Data
Total Collisions 10
Fatality and Injury Collisions Fatal - 0
Serious Injury - 0
Visible Injury - 3
Complaint of Pain - 5
Pedestrian Action (Percentage) Crossing in Crosswalk
(100%)
Bicycle Factor (Percentage) 3 bicycle collisions (30%)
Total Nighttime Collisions 2
Wet Surface Collisions 0
Drug and Alcohol Related
Collisions 0
Number of Pedestrian/Cyclist
under 15 4
Number of Pedestrian/Cyclist
over 65 0

INTERSECTION
Collision Breakdown
Veh vs. Ped Veh vs. Bike
2 3

CHANDLER ST

HAMNER AVE
65TH ST

RIVER RD

HARRISON AVE

SCHOLAR WAY

HELLMAN AVE

SCHLEISMAN RD

LIMONITE AVE
68TH ST

CITRUS ST

ARCHIBALD AVE

SUMNER AVE

BELLEGRAVE AVE
Esri, HERE, Garmin, (c) OpenStreetMap contributors, and the GIS user community 0 0.5 10.25 Miles
´
NNN
STOP
525
Countermeasure Evaluation
Collision Type Potential Countermeasures
CMF
(Crash Modification
Factor)
20 Year
Safety Benefit
20 Year Rough
Estimate Cost2
Safety Related
B/C
All Add Advanced Limit Lines (NS07) 0.75 $858,003 $7,000 122.57 All LED Stop Sign (NS06) 0.85 $514,802 $24,000 21.45
Bicycle Add Green Paint for Bike Lanes
(NS07) 0.75 $236,501 $14,000 16.89
Pedestrian Install High Visibility Crosswalk
(NS07) 0.75 $223,201 $24,000 9.30
All Install traffic signal (NS03)
3 0.70 $3,157,451 $820,000 3.85
All Convert intersection to
roundabout (CMF ID: 7867)
3 0.381 $2,127,847 $2,250,000 0.95
Additional Notes:
• No crossing guard at this intersection
• 1Source: http://www.cmfclearinghouse.org/detail.cfm?facid=7867 • 2 Includes maintenance, updates, and replacements (e.g. signal timing, equipment maintenance, etc.) • 3 Intersection type would be determined by an Intersection Control Evaluation (ICE) 526
Project Template: Location #4 (Segment Project Type)
Project Name: Schleisman Rd Segment
Agency Name: City of Eastvale
Contact Name: Craig Bradshaw
Email: [email protected]
Prepared by: Kimley-Horn
Checked by: Jason Melchor, P .E.

Date: October 26, 2020
Project Location Description & Maps:

Segment: Schleisman Road from Scholar Way to Hamner Avenue Traffic and Geometric Data:

Traffic Data
Number of Lanes 6
Pedestrian Activity Medium
Midblock Crossing No
Lighting Yes
Highest Posted Speed Limit 45 MPH
Raised Median Yes
Proximity to School < 1/2 mile
Proximity to Transit Stop <1 mile
Proximity to Parks < 1 mile
Collision Data
Total Collisions 13
Fatality and Injury
Collisions
Fatal Injury - 0
Serious Injury - 0
Visible Injury - 1
Complaint of Pain - 7
Pedestrian Action
(Percentage)
Crossing In Crosswalk
(100%)
Bicycle Factor
(Percentage)
3 bicycle collision (23%)
Total Nighttime Collisions 4
Wet Surface Collisions 1
Drug and Alcohol Related
Collisions 2
Number of Pedestrian/
Cyclist under 15 4
Number of Pedestrian/Cyclist
over 65 0

INTERSECTION
Collision Breakdown
Veh vs. Ped Veh vs. Bike
1 3
N
N

SEGMENT
527
Countermeasure Evaluation
Collision
Type Recommendation Potential Countermeasures
CMF (Crash
Modification
Factor)
20 Year
Safety
Benefit
20 Year Rough
Estimate Cost1
Safety
Related
B/C
Pedestrian
& Bicycle
Pedestrain mid-
block crossings
(signange & striping)
Install pedestrian crossing at
uncontrolled locations (signs
and markings only) (NS20PB)

0.75 $323,600 $22,000 14.71
Pedestrian
& Bicycle
Buffered bike lanes Install Separated Bike Lanes
(R33PB)
2 0.55 $582,480 $55,0003 10.59
Pedestrian
& Bicycle Curb extensions
Install/upgrade pedestrian
crossing at uncontrolled
locations (with enhanced
safety features) (R35PB)

0.65 $453,040 $200,000 2.27
Pedestrian
& Bicycle Install HAWK
3 Install Pedestrian Signal
(including Pedestrian Hybrid
Beacon (HAWK)) (NS23PB)

0.45 $711,920 $820,000 0.87
All Roundabout
Convert intersection to
roundabout (from signalized)
CMF ID: 4194
4 0.815 $589,077 $3,750,000 0.16
• 1 Includes maintenance, updates, and replacements (e.g. signal timing, equipment maintenance, etc.) • 2 Assumes striping only (not raised median)
• 3 High-Intensity Activated Crosswalk; also known as Pedestrian Hybrid Beacon (PHB) • 4 Intersection type would be determined by an Intersection Control Evaluation (ICE) • 5 Source: http://www.cmfclearinghouse.org/detail.cfm?facid=4194 528
Project Template: Location #5 (Intersection Project Type) Project Name: Sumner Avenue @ Citrus Street
Agency Name: City of Eastvale
Contact Name: Craig Bradshaw
Email: [email protected]
Prepared by: Kimley-Horn
Checked by: Jason Melchor, P .E.

Date: October 26, 2020
Project Location Description & Maps:

Road: Sumner Ave and Road: Citrus St
Examples of Similar Intersections: Scholar Way and Citrus St; Scholar Way and Orange St; Harrison Ave and Whispering Hills Dr Traffic and Geometric Data:

Traffic Data
Number of Approaches 4
Pedestrian Activity High
Crosswalk Condition Good
Control Type Signalized
Lighting Yes
Highest Posted Speed Limit 45
Raised Median S leg
Proximity to School < 1 mile
Proximity to Transit Stop At intersection
Proximity to Parks < 1 mile
Collision Data
Total Collisions 12
Fatality and Injury Collisions Fatal - 0
Serious Injury - 0
Complaint of Pain - 4
Pedestrian Action (Percentage) N/A
Bicycle Factor (Percentage) 3 bicycle collisions (25%)
Total Nighttime Collisions 4
Wet Surface Collisions 2
Drug and Alcohol Related
Collisions 1
Number of Pedestrian/Cyclist
under 15 0
Number of Pedestrian/Cyclist
over 65 0

INTERSECTION
Collision Breakdown
Veh vs. Ped Veh vs. Bike
0 3
NNN
529
Countermeasure Evaluation
Collision Type Potential Countermeasures
CMF
(Crash Modification
Factor)
20 Year
Safety Benefit
20 Year Rough
Estimate Cost1
Safety Related
B/C
All
Install flashing beacon as
advanced warning (S10) 0.70 $516,000 $10,000 51.60
Install dynamic/variable speed
warning signs (R26) 0.70 $516,000 $11,000 46.91
Retroreflective borders on traffic
signal back-plates (S02) 0.85 $258,000 $14,000 18.43
Advanced Dilemma Zone
Detection (S04) 0.60 $688,000 $88,500 7.77
Signal coordination (S03) 0.85 $258,000 $50,000 5.16
Additional Notes:
• 1 Includes maintenance, updates, and replacements (e.g. signal timing, equipment maintenance, etc.) 530
Project Template: Location #6 (Intersection Project Type) Project Name: Archibald Avenue @ Schleisman
Road
Agency Name: City of Eastvale
Contact Name: Craig Bradshaw
Email: [email protected]
Prepared by: Kimley-Horn
Checked by: Jason Melchor, P .E.

Date: October 26, 2020
Project Location Description & Maps:

Road: Archibald Ave and Road: Schleisman Rd
Examples of Similar Intersections: Hamner Ave and Limonite Ave; Limonite Ave and Sumner Ave; Hamner Ave and Bellegrave Ave Traffic and Geometric Data:

Traffic Data
Number of Approaches 4
Pedestrian Activity High
Crosswalk Condition Good
Control Type Signalized
Lighting Yes
Highest Posted Speed Limit 50
Raised Median All approaches
Proximity to School < 1 mile
Proximity to Transit Stop 1 mile
Proximity to Parks < 1 mile
Collision Data
Total Collisions 33
Fatality and Injury Collisions Fatal - 0
Serious Injury - 0
Visible Injury - 4
Complaint of Pain - 14
Pedestrian Action (Percentage) Crossing in Crosswalk
(100%)
Bicycle Factor (Percentage) 1 bicycle collisions (3%)
Total Nighttime Collisions 11
Wet Surface Collisions 2
Drug and Alcohol Related
Collisions 3
Number of Pedestrian/Cyclist
under 15 0
Number of Pedestrian/Cyclist
over 65 0

INTERSECTION
Collision Breakdown
Veh vs. Ped Veh vs. Bike
1 1
NNN
531
Countermeasure Evaluation
Collision Type Potential Countermeasures
CMF
(Crash Modification
Factor)
20 Year
Safety Benefit
20 Year Rough
Estimate Cost1
Safety Related
B/C
All Install flashing beacon as
advanced warning (S10) 0.70 $2,281,565 $10,000 228.16
All Retroreflective borders on traffic
signal back-plates (S02) 0.85 $1,140,782 $14,000 81.48
All Advanced Dilemma Zone
Detection (S04) 0.60 $3,042,086 $88,500 34.37
Pedestrian
&
Bicycle
Leading Pedestrian Interval
(S21PB) 0.40 $373,442 $16,000 23.34
All Signal coordination (S03) 0.85 $1,140,782 $50,000 22.82 Additional Notes:
• Pedestrian crossing clearance time is 44 seconds
• All red time is 2 seconds
• Pedestrian countdown timers being added
• 1 Includes maintenance, updates, and replacements (e.g. signal timing, equipment maintenance, etc.) 532
Prepared by
Prepared for
Systemic Safety Analysis Report

FOR THE CITY OF EASTVALE
October 2020
533
Systemic Safety Analysis
Report
for the City of Eastvale

October 2020 ‐ FINAL
Prepared By:

534
______________________________________________________________________________________________________ City of Eastvale
Systemic Safety Analysis Report (SSAR)
2 October 2020 | FINAL REPORT

EXECUTIVE SUMMARY
E.1 WHAT IS A SYSTEMIC SAFETY ANALYSIS REPORT
This Systemic Safety Analysis Report (SSAR) proactively evaluates the safety performance of the City of Eastvale’s roadway system for all road users (drivers, bicyclist, and those traveling on foot). The purpose is to identify features of roadways and intersections that are most commonly associated with collisions which allows for consideration of safety improvements and programs to address those features proactively rather than responding to collisions as they occur. The SSAR analyzes collision data both on an aggregate basis to identify high-risk roadway characteristics, and at the site-specific level where collisions were concentrated. This SSAR includes potential traffic safety improvements and programs that can be implemented throughout the City, and some that are specific to major corridors and intersections.

This SSAR will help develop and prioritize these safety measures along major corridors and intersections.

E.2 PROJECT PURPOSE AND OVERVIEW
According to the California Office of Traffic Safety’s latest rankings, in 2017 Eastvale was listed 67th of the 106 California cities with populations between 50,000 to 100,000 residents which means it had slightly fewer than average traffic injuries and fatalities that year. The City of Eastvale is taking a proactive approach to improve upon its transportation network through the development and implementation of this SSAR.

The City of Eastvale’s collision history was analyzed to identify locations with elevated risk of collisions either through their collision histories, or their similarities to other locations that do have more active collision patterns. Using a network approach, locations within the City that will most likely benefit from safety enhancements were identified. These outcomes then informed the identification and prioritization of safety focused capital projects and programs that address certain roadway characteristics and related behaviors that have contributed to citywide collisions. Once higher risk locations were identified, potential safety measures were evaluated based on their likelihood of reducing risk and their cost effectiveness.

E.3 KEY FINDINGS
From 2015 to 2019, there were 1,766 total reported collisions on city streets. The following map shows where collisions that occurred over the past five years were concentrated. Within this time period, there were a total of 6 fatal collisions and 20 collisions resulting in serious injury. The corridor of Limonite Avenue from Hamner Avenue to the I-15 interchange has the highest collision activity. Most collision activity throughout the city is heavily concentrated at or within 250 feet of intersections. Rear end collisions were consistently the most common collision type,
accounting for 33% of all collisions. Aggressive
driving (i.e. unsafe speed, following too closely,
following too closely, and disobeying traffic signals
and signs) was a factor in 35% of all collisions within the city.

E.4 STAKEHOLDER INPUT
Two focus group meetings were held with representatives from various agencies and advocacy groups via web-conference. The first meeting introduced the purpose and goals of the study, presented the key findings, and took input on locations that would make good case-studies for more in-depth study. The Limonite Avenue & Eastvale Gateway
Case Study Location
535
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Systemic Safety Analysis Report (SSAR)
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second meeting explored the findings of the case studies, potential safety improvements, and took input on candidate safety measures that could be included in the city-wide toolbox.

Intersection and Mid-Block Collisions (2015 – 2019)
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E.5 SAFETY MEASURE OPPORTUNITIES
Each intersection and roadway segment in the City was classified by number of collisions, relative collision frequency, and how often specific types of collisions, severities, roadway conditions, and driver behaviors were recorded. From this list, a set of intersections and roadway segments in the City were chosen as case studies based on a combination of collision patterns and input from the public. These locations were chosen to represent a wide range of characteristics and collision patterns that were seen commonly in the City. These case studies were used to identify potential improvements that would reduce collisions at not only these locations, but other similar streets and intersections in the City.

A traffic safety toolbox was developed for the City. The traffic safety measures are called “countermeasures” because they are meant to improve safety by offsetting or countering the systemic or specific condition by which the collisions are occurring. The toolbox was finalized by conducting case study reviews at the following locations in addition to the review of citywide collision trends:

Roadway Segments
 Limonite Avenue – Hamner Avenue to I-15 Interchange
 Schleisman Road – Scholar Way to Hamner Avenue
Signalized Intersections
 Sumner Avenue & 65 th Street
 Sumner Avenue & Citrus Street
 Archibald Avenue & Schleisman Road
Unsignalized Intersections
 Sumner Avenue & Blossom Way / Dancy Street
 Scholar Way & 65 th Street
 Cedar Creek Road & Schleisman Road
Traffic Safety Toolbox
Countermeasures that were identified through the case studies, public outreach, and in response to citywide collision trends were selected to address
characteristics associated with collisions on a
systemic basis. While available resources do not allow
for wholesale implementation of most systemic
countermeasures, they can be gradually implemented
through updates during maintenance cycles, grant
funding, and as part of City discretionary projects. The systemic improvements described in this report have
been evaluated for their ability to improve safety
conditions for intersections and roadways within the
City of Eastvale. This process is enhanced by non-engineering initiatives to improve roadway safety through education, enforcement, emergency services, policies, and programs as identified in the Local Road Safety Plan (LRSP).

The countermeasures listed in Table 1 below include low-cost and higher-cost items that can be implemented in phases where appropriate. The crash modification factor indicates how effective the countermeasure is at reducing collisions. A value of 0.0 would indicate that it would prevent all future collisions, while a value of 1.0 would indicate that it has no effect on collisions:

Table 1 – Traffic Safety Toolbox
Scholar Way & 65th Street
Case Study Location
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Systemic Safety Analysis Report (SSAR)
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Countermeasure Collision Reduction %
Vehicle
Advanced dilemma zone detection 40%
Install traffic signal 30%
Protected left turn phase 30%
Signal ahead warning signs 30%
Limit lines 25%
Roundabout (from signalized) 19%
Upgrade to LED stop sign 15%
Improve signal timing (coordination) 15%
Retroreflective heads 15%
Intersection warning signs 15%
Physical channelization of right-turn 13%
Roundabout (from all-way stop) 5%
Speed feedback sign 5%
Lane indicators 2%
Decorative intersections Qualitative
Pedestrian
Leading pedestrian interval 60%
Pedestrian HAWK1 55%
Pedestrian refuge island 45%
Crosswalk lighting 40%
Continental crosswalk 40%
In-ground flashers 40%
Pedestrian scramble 40%
Colored bicycle lanes 39%
Curb extensions 37%
Pedestrian bulbouts 35%
RRFB2 35%
Pedestrian countdown signal 25%
Crosswalks 8%
Crossing guard Qualitative
Bicycle
Separated bike lanes 45%
Bike lanes 35%
Bicycle box 15%

1. High Intensity Activated Crosswalk (HAWK)

2. Rectangular Rapid Flashing Beacon (RRFB)

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E.6 TRAFFIC SAFETY TOOLBOX IMPLEMENTATION
This systemic-level toolbox provides the City with a wide variety of countermeasures that address different collision types, roadway/intersection geometries, and behavioral issues as described in the previous sections. Though this toolbox was created in response to data-driven analysis on specific high- collision locations, these countermeasures can be applied to other similar facilities and to other traffic safety issues over time.

E.6.1 HIGHWAY SAFETY IMPROVEMENT PROGRAM (HSIP) CYCLE 10 PROJECT

SELECTION
The following 4 countermeasures were identified as potential citywide safety projects for the City of Eastvale:

1. Traffic Signal Coordination

2. Dilemma Zone Detection

3. Retroreflective Signal Heads

4. Leading Pedestrian Intervals
Each project addresses different traffic safety concerns, including aggressive driving (i.e. speeding, tailgating, and disobeying traffic signals/signs) and pedestrian/bicyclist collisions. Each of these improvement types has been shown to reduce collisions and are all eligible for grant funding through Caltrans’ HSIP. The estimated cost of traffic collisions that would be saved through these improvements has been compared to the cost of implementation. Each of them has benefits that significantly exceed the cost, as shown in Table 2. According to Caltrans guidelines for funding, the project costs must be above $100,000 but below $10,000,000 – the proposed projects are all within that range. Due to all these factors, not only are the projects eligible, they are also highly competitive.

Table 2 – HSIP Project Benefit-Cost Ratios
HSIP Project Total Collision
Reduction Benefit Total Project Cost Benefit/Cost
Ratio
Traffic Signal Coordination $ 11,736,701 $ 618,150 19.0 Dilemma Zone Detection $ 23,471,618 $ 708,000 33.2 Retroreflective Signal Heads $ 11,736,701 $ 276,120 42.5 Leading Pedestrian Interval $ 7,418,659 $ 343,970 21.6

Traffic Signal Coordination
The objective of traffic signal coordination is to allow traffic to proceed along the road with fewer and shorter stops at red signals. This can also be used to manage speeds and reduce fuel consumption related to stopping and starting. Reduced stops also lowers the risk of rear-end collisions. To make this work, signals need to be linked through fiber optic or other communications infrastructure. The 39 signalized intersections along the city’s major corridors (Limonite, Hamner, Schleisman, and Archibald) were chosen due to their high traffic volumes, high collision activity (especially rear-ends and broadsides), and many instances of aggressive driving. The HSIP funding eligibility is 50% for Signal Coordination projects. The City has match funding set aside for traffic signal improvements.

Advanced Dilemma Zone Detection
Often when drivers traveling on high-speed road are approaching a signalized intersection where the light just turned yellow, they are faced with the decision to stop or proceed. Whichever decision the driver makes can result in rear-end collisions associated with unsafe stopping or angle collisions due to illegally 539
__________________________________________________________________________________________________ City of Eastvale
Systemic Safety Analysis Report (SSAR)
October 2020 | FINAL REPORT 7
continuing into the intersection during the red phase. The dilemma zone is dynamic, meaning its location varies depending on the speed of the traveling vehicles.

The Advanced Dilemma Zone Detection system reduces the number of drivers that are put into that decision point by adjusting the start time of the yellow-signal phase earlier or later, based on observed vehicle locations and speeds. The system uses comprehensive detection equipment to measure the speed, location, and length of vehicles to estimate when the fewest number of vehicles will be in the dilemma zone. Figure 1 shows the dilemma zone locations for vehicles traveling at higher and lower speeds, as well as the location of the Dilemma Zone Detector trap (800 – 1,000 feet from intersection stop bar). Traffic safety in the city would benefit from the installation of Dilemma Zone Detection systems due to the high concentration of speeding and other aggressive driving behaviors seen in the collision data from 2015 to 2019. This is especially true for the major corridors throughout the city, specifically Hamner Avenue, Limonite Avenue, Archibald Avenue, and Schleisman Road. The HSIP funding eligibility is 100% for Dilemma Zone Detection projects.

Figure 1 – Advanced Dilemma Zone Detection Design

Source: FHWA
Retroreflective Backplates
Retroreflective items have surfaces that reflect light back to the source, making it more visible particularly when it is dark. Retroreflective borders along the backplates of signal heads, shown in Figure 2, improve the visibility of the illuminated face of the signal and are more conspicuous both during the day and at night. Adding a retroreflective border to existing signal backplates is a very low-cost safety treatment that is easy to implement systemwide. Traffic safety in the city would benefit from the installation of retroreflective borders on existing signal heads, especially at the signalized intersections along higher- speed corridors (i.e. Hamner Avenue, Limonite Avenue, Archibald Avenue, and Schleisman Road). The HSIP funding eligibility is 100% for Retroreflective Signal Head projects.

Figure 2 – Example of Signal Head with Retroreflective Borders along Backplate 540
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Systemic Safety Analysis Report (SSAR)
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Source: FHWA
Leading Pedestrian Interval
Leading Pedestrian Intervals (LPIs) can be programmed into traffic signals to prioritize crossing pedestrians, making them more visible to turning vehicles. LPIs typically give pedestrians a 3- to 7- second head start before motorists traveling in the parallel direction can proceed through the intersection.

This head start allows pedestrians time to establish their presence in the crosswalk before motorists can begin turning. This increases the likelihood of drivers yielding and improves the overall safety of the intersection. Figure 3 shows an example rendering of an LPI phase. The City of Eastvale currently has a Pedestrian Countdown Head Improvement Project funded by a previous HSIP cycle. The city would benefit from adding LPI phases at the same 44 signalized intersections chosen in that plan. The HSIP funding eligibility is 100% for Leading Pedestrian Interval projects.

Figure 3 – Leading Pedestrian Interval (LPI)

Source: FHWA
E.7 CONCLUSION
This Systemic Safety Analysis Report is the foundation upon which to build a citywide safety improvement program. The toolbox and project concepts included in the document provide the opportunity to proactively address safety concerns without relying on collisions to occur before identifying safety challenges. This document also prepares the City to pursue safety implementation funding through the Highway Safety Improvement Program (HSIP) as well as other state and federal funding programs.

Further development of a Local Road Safety Plan is advised to expand the findings of this document and toolbox beyond infrastructure-based countermeasures.
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Table of Contents
Executive Summary ...................................................................................................................................... 2 E.1   What is A Systemic Safety Analysis Report .................................................................................. 2 E.2   Project Purpose and Overview ...................................................................................................... 2 E.3   Key Findings .................................................................................................................................. 2 E.4   Stakeholder Input .......................................................................................................................... 2 E.5   Safety Measure Opportunities ....................................................................................................... 4 E.6   Traffic Safety Toolbox Implementation ......................................................................................... 6 E.6.1   Highway Safety Improvement Program (HSIP) Cycle 10 Project Selection ......................... 6 E.7   Conclusion ..................................................................................................................................... 8 1  Introduction .......................................................................................................................................... 13

1.1  Purpose ....................................................................................................................................... 13

1.2  Goals & Objectives ...................................................................................................................... 14 2  Existing Conditions .............................................................................................................................. 15

2.1  Brief Overview of City .................................................................................................................. 15

2.2  Plans & Policies........................................................................................................................... 15

2.3  Existing Facilities ......................................................................................................................... 16

2.3.1  Roadway Network ................................................................................................................... 16

2.3.2  Bicyle & Pedestrian Network ................................................................................................... 18

2.3.3  Transit Network ....................................................................................................................... 20 3  Data Utilized in Analysis Process ........................................................................................................ 21

3.1  Roadway Network ....................................................................................................................... 21

3.2  Collisions ..................................................................................................................................... 21 4  Stakeholder Engagement .................................................................................................................... 23

4.1  Virtual Stakeholder Workshops ................................................................................................... 23

4.1.1  Kickoff ...................................................................................................................................... 23

4.1.2  Countermeasure Development ............................................................................................... 23 5  Data Analysis ....................................................................................................................................... 23

5.1  Guiding Materials ........................................................................................................................ 23

5.1.1  Local Roadway Safety Manual ................................................................................................ 23

5.1.2  Highway Safety Manual .......................................................................................................... 24

5.2  Analysis Techniques ................................................................................................................... 25

5.2.1  Collision Analysis .................................................................................................................... 25

5.3  Site Visits ..................................................................................................................................... 25

5.4  Results ........................................................................................................................................ 26 543
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5.4.1  Data Analysis Summary .......................................................................................................... 26

5.4.2  Highest Occurring Collision Types .......................................................................................... 34

5.4.3  High Collision Intersections and Corridors .............................................................................. 34

5.5  Benefit to Cost Ratio Process ..................................................................................................... 37

5.5.1  Benefit/Cost Ratio ................................................................................................................... 37

5.5.2  Cost Calculation ...................................................................................................................... 38 6  Infrastructure Toolbox .......................................................................................................................... 38

6.1  Countermeasure Selection Process............................................................................................ 38

6.1.1  Crash Modification Factors ..................................................................................................... 38

6.2  Case Study Locations – Project Development ............................................................................ 39

6.3  Prioritized Projects ...................................................................................................................... 52

6.3.1  Traffic Signal Coordination ...................................................................................................... 52

6.3.2  Advanced Dilemma Zone Detection ....................................................................................... 53

6.3.3  Retroreflective Backplates ...................................................................................................... 55

6.3.4  Leading Pedestrian Interval .................................................................................................... 56 7  Best Practices Opportunities ............................................................................................................... 59 8  Action Plan ........................................................................................................................................... 61

8.1  Implementation Strategies .......................................................................................................... 61

8.1.1  Near- & Mid-Term Focus Areas .............................................................................................. 61

8.2  Prioritization Process .................................................................................................................. 63

8.3  Future Analysis............................................................................................................................ 63

8.4  Funding Opportunities ................................................................................................................. 64

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Table of Figures
Figure 1 – Advanced Dilemma Zone Detection Design ................................................................................ 7 Figure 2 – Example of Signal Head with Retroreflective Borders along Backplate ...................................... 7 Figure 3 – Leading Pedestrian Interval (LPI) ................................................................................................ 8 Figure 4 – Functional Classification ............................................................................................................ 17 Figure 5 – Existing Bicycle Facilities Map ................................................................................................... 19 Figure 6 – RTA Transit Routes in Eastvale ................................................................................................. 20 Figure 7 – Intersection and Mid-block Collisions (2015-2019) .................................................................... 22 Figure 8 - Collisions by Cause .................................................................................................................... 26 Figure 9 – Count of Injury/Damage by Type ............................................................................................... 27 Figure 10 – Fatal and Serious Injury Collision Locations ............................................................................ 28 Figure 11 – Pedestrian-Involved Collision Locations .................................................................................. 30 Figure 12 – Bicycle-Involved Collision Locations ........................................................................................ 31 Figure 13 – Aggressive Driving Collision Locations .................................................................................... 33 Figure 14 - Collisions by Type .................................................................................................................... 34 Figure 15 – Advanced Dilemma Zone Detection Design ............................................................................ 53 Figure 16 – Example of Signal Head with Retroreflective Borders along Backplate .................................. 55 Figure 17 – Leading Pedestrian Interval (LPI) ............................................................................................ 56

Table of Tables
Table 1 – Traffic Safety Toolbox ................................................................................................................... 4 Table 2 – HSIP Project Benefit-Cost Ratios ................................................................................................. 6 Table 3 – Action of Pedestrian in Collision ................................................................................................. 29 Table 4 – Top Intersection Based on Collisions Only ................................................................................. 34 Table 5 – Top Segments Based on Collisions Only ................................................................................... 35 Table 6 – Collisions by Severity for Signalized Intersections along Major Corridors .................................. 53 Table 7 – Traffic Signal Coordination Benefit/Cost Ratio ........................................................................... 53 Table 8 – Collisions by Severity for Signalized Intersections with 5 or more Rear-End Collisions ............ 54 Table 9 – Dilemma Zone Detection System Benefit/Cost Ratio ................................................................. 55 Table 10 – Collisions by Severity for Signalized Intersections along Major Corridors................................ 56 Table 11 – Retroreflective Signal Head Benefit/Cost Ratio ........................................................................ 56 Table 12 – Collisions by Severity for 44 Signalized Intersections in Pedestrian Countdown Head Improvement Project ................................................................................................................................... 57 Table 13 – Leading Pedestrian Interval Benefit/Cost Ratio ........................................................................ 58

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1 INTRODUCTION

1.1 PURPOSE
This Systemic Safety Analysis Report (SSAR) proactively evaluates the City of Eastvale’s transportation network using criteria focused on identifying factors that negatively impact safety on all modes, with special attention paid to pedestrian and bicyclist safety. The SSAR analyzes collision data on an aggregate basis to identify high-risk roadway characteristics to provide systemic improvements, rather than responding to locations as collisions occur. This approach acknowledges that collision rates at specific locations are not a definitive indicator of safety challenges and that countermeasures should be, to the greatest extent possible, implemented proactively to prevent collisions from occurring.

The SSAR was developed to identify safety challenges for all modes including pedestrians and bicyclists.

The SSAR includes an analysis of roadways and intersections within the City of Eastvale.

Countermeasures were developed specific to signalized intersections, non-signalized intersections, and roadway segments. The SSAR began with a review of all public corridors and intersections within or adjacent to the city limits of Eastvale to ensure a complete network screening process to determine city- wide collision rates and comparative collision patterns. As analysis of the study area was conducted, locations with the highest potential to benefit from improvements were advanced for further analysis. This process is discussed in more detail in the Analysis section of this report. 546
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1.2 GOALS & OBJECTIVES
This project proactively evaluates the transportation network using guidance from the Local Roadway Safety Manual and Caltrans’ Systemic Safety Analysis Report Program Guidelines. Mitigation measures were evaluated using criteria to analyze the safety of road users (drivers, bicyclist, and pedestrians), the interaction of modes, influences on the roadway network from adjacent municipalities, and the potential benefits of safety countermeasures. The benefits from performing this level of traffic safety evaluation have been shown to make local agencies more competitive for state and federal funding for safety projects, and better address the fact that more than half of all traffic collisions occur on local roads.

A review of the goals and objectives that were developed through previous planning projects (i.e.

Eastvale General Plan and Eastvale Bicycle Master Plan) was used to inspire the development of goals and objectives for this traffic safety study. The Goals and Objectives for this project have been identified as follows:

Goal #1: Identify areas with a high risk for collision.

Objectives:
a) Identify intersections and segments in need of mitigation. b) Identify areas of interest with respect to safety concerns for pedestrians and bicyclists.

Goal #2: Develop a systemic process, which can be used to incorporate safety improvements into regular maintenance and reconstruction projects.

Objectives:
a) Demonstrate the systemic process’ ability to ident ify locations with higher risk for collisions based on present characteristics closely associated with severe collisions. b) Demonstrate, through the systemic process, t he gaps and data collection activities that can be improved upon.
c) Integrate a process for incorporating future planned improvements to the street and highway system based on land use and forecasted traffic volumes in the systemic process.

Goal #3: Analyze safety data to identify vehicle-related transportation enhancements to impact safety
Objectives:
a) Evaluate risk and collision history to identify safety countermeasures. b) Identify systemic improvements that can be implemented at loca tions of similar characteristics to help reduce vehicular collisions.
c) Identify traffic operations as well as infrastruc ture countermeasures for vehicular collisions. d) Identify countermeasures that may help to reduce the number of fatal collisions resulting from a particular collision type.

Goal #4: Analyze safety data to enhance bicyclist and pedestrian infrastructure to impact safety
Objectives:
a) Evaluate risk and collision history to identify safety countermeasures. b) Identify systemic impr ovements that can be implemented at locations with similar characteristics to improve bicycle and pedestrian infrastructure to encourage increased use by all age groups. c) Identify non-infrastru cture improvements (policies and programs) that can be implemented to encourage safe behaviors
d) Encourage increased walking for recreational and other purposes by developing an interconnected, safe, convenient, and visually attractive pedestrian circulation system. 547
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Goal #5: Identify non-infrastructure opportunities for the City Objectives:
a) Identify existing policies and programs within the City that can be integrated into safety improvements
b) Identify existing programs within the City and where there is potential to develop programs to increase awareness of bicycle and walking benefits and to encourage residents to bicycle and walk to work, shopping, school, and for recreation.

Goal #6: Identify funding for future safety projects
Objectives:
a) Create the outline for a prioritization process that can be used in this and forth-coming cycles to apply for HSIP and other grant program funding.
b) Use the systemic pr ocess to create Project Sheet Templates and apply for HSIP funding consideration.
c) Demonstrate the correlation between the proposed safety countermeasures with the Vision Zero Initiative and the California State Highway Safety Plan. d) Identify funding sources that can be used for safety projects as they relate to construction of transportation facilities.
e) Develop a coordination system for interagency discussion regarding transportation plans and funding programs.
2 EXISTING CONDITIONS

2.1 BRIEF OVERVIEW OF CITY
The city of Eastvale was incorporated in 2010 and is one of the newest cities in Western Riverside County. The city has a population of over 73,700 residents (CA Department of Finance) and is bordered by the cities of Chino to the west and Jurupa Valley to the east. Between the city’s proximity to the Ontario International Airport and its positioning between Interstate 15 and State Routes 60, 71, 83, and 91, Eastvale is easily accessible to residents and visitors alike. According to the California Office of Traffic Safety’s latest rankings, in 2017 Eastvale was listed 67th of the 106 California cities with populations between 50,000 to 100,000 residents, which means it had slightly fewer than average traffic injuries and fatalities that year. The total number of collisions in the analysis period for this study have an economic cost equivalent of over $120,000,000. The city of Eastvale is taking a proactive approach to improve upon its transportation network through the development and implementation of this SSAR.

2.2 PLANS & POLICIES
Existing plans, policies, recently completed plans, and planned or on-going projects within the City of Eastvale were reviewed as part of the existing conditions. High-level key points regarding transportation improvements and safety-related topics were included in the review. The following identify some of the more recent plans and projects that were used as a reference in the analysis process.  Eastvale General Plan (2012)
 Eastvale Bicycle Master Plan (2016)
 Eastvale Five-Year Capital Improvement Program (2019)  Eastvale Complete Streets Safety Assessment (2017)
 Riverside Transit Agency Short Range Transit Plan (2019)  The Ranch at Eastvale Specific Plan (2015)
 Leal Master Plan (2017)
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 Eastvale I-15 Corridor Specific Plan (2012)
 Goodman Commerce Center at Eastvale Specific Plan (2018)  Interstate 15/Limonite Avenue Inte rchange Improvements Project (2015)

2.3 EXISTING FACILITIES
This section inventories the existing transportation system in the City if Eastvale. This inventory was used to create groups of similar roadways and intersections that were compared with each other for safety analysis and that would likely need different approaches to improving safety. Local neighborhood streets have different functionals than multi-lane arterials and will have their own set of appropriate safety improvements.