Eastvale City Council
May 28, 2025

another location.

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

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

TO COUNTY:

Emergency Management Department
450 E. Alessandro Blvd.

Riverside, CA 92508
Attn: Emergency Services Manager

TO AGENCYCONTRACTOR
PARTY:

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

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

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

AGREED:

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

SCOPE OF SERVICE

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

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

1.1 The Unified Services Model: A Coordinated Approach to Emergency Management The Unified Services Model, as implemented by EMDUS, is a comprehensive and coordinated approach to emergency management that ensures all agencies, departments, and organizations will work together seamlessly at every stage of an emergency—before, during, and after a crisis.

This model promotes collaboration between Riverside County Departments, Special Districts, School Districts, Non-Governmental Organizations (NGOs), and nonprofits, creating a unified network that can effectively respond to and recover from emergencies. By integrating these diverse stakeholders, the Unified Services Model enables the efficient allocation of resources, enhances communication, and minimizes duplication of efforts. This collaborative framework strengthens the overall emergency management system, ensuring that all partners are aligned in their efforts to protect the community, reduce risk, and enhance resilience in the face of disasters. Through Unified Services, Agency wil be better equipped to handle complex emergencies, ensuring a more adaptive and coordinated response.

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

1.3 Strengthening Preparedness Through Training and Exercises Conducting joint training sessions and emergency drills is essential for ensuring that all partners involved in emergency response are well-prepared and able to collaborate effectively during a crisis. These exercises provide a valuable opportunity for responders to practice their roles, familiarize themselves with protocols, and identify potential gaps in their plans. By simulating realworld scenarios, training sessions help build trust and communication among all parties, including local agencies, first responders, and community organizations. Regularly scheduled drills ensure that everyone involved is capable of working together seamlessly under pressure, enhancing the overall efficiency and effectiveness of the emergency response. 1546
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1.4 The Importance of Unified Coordination in Emergency Response Unified coordination is essential for ensuring a seamless and effective emergency response. By streamlining communication and operations among local government entities, emergency services, and community partners, a unified approach fosters collaboration while minimizing the risk of confusion or duplication of efforts. This coordinated effort ensures that all parties are aligned toward common goals, with clearly defined roles and responsibilities for each entity involved.

Establishing a centralized system for decision-making and information sharing will enable Agency to respond quickly and efficiently to emergencies. Ultimately, this enhanced coordination improves the overall effectiveness of disaster response and recovery, ensuring that resources are utilized optimally and that communities are better protected during times of crisis.

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

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

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

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

2. STRENGTHENING EMERGENCY MANAGEMENT THROUGH STRATEGIC COLLABORATION

AND SPECIALIZED SUPPORT
EMDUS partners directly work with your leadership to provide specialized coordination and strategic guidance across all facets of emergency management. This collaboration streamlines critical operations, ensures compliance with industry standards, and delivers a fully unified program that enhances 1547
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preparedness, response, recovery, and mitigation efforts. By working with EMDUS, Agency will gain access to expertise and leadership that ensures a comprehensive, well-organized response to any emergency, such as:

2.1 Strengthening Emergency Response with Specialized Personnel Support EMDUS strengthens Agency's emergency response capacity by providing highly qualified, dedicated emergency management personnel who seamlessly integrate with your local agencies. Depending on your service level, EMDUS assigns an Emergency Services Coordinator (ESC) who oversee the overall management of emergency operations, while a backup Emergency Management Program Supervisor (EMPS) ensures continuity of leadership and decision-making in the absence of the ESC.

This dual support structure ensures that Agency remains well-prepared and responsive, improving the effectiveness and coordination of your emergency management efforts. By bolstering your team with EMDUS personnel, Agency enhances its resilience and capability to navigate any crisis.

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

By working with EMDUS, Agency enhances its emergency management capabilities while also benefiting from vital funding opportunities and a more resilient community.

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

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

3.1 Fiscal Recovery in Mitigation and Recovery Phases
Pre-disaster financial planning plays a vital role in ensuring agencies have the resources needed to respond effectively to emergencies. Establishing dedicated emergency funds and pre-arranged financial mechanisms allows for rapid response and recovery efforts. Conducting thorough risk assessments and cost-benefit analyses helps prioritize mitigation projects. Additionally, reducing financial exposure through risk transfer mechanisms, such as insurance and contingency funds, provides an added layer of financial security against unforeseen disasters. 1548
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3.2 Maximizing Financial Efficiency in Post-Disaster Recovery Maximizing the efficient use of federal and state funds is critical for agencies seeking financial stability post-disaster. By leveraging federal programs such as Federal Emergency Management Agency’s (FEMA) Public Assistance and Hazard Mitigation Grant Programs, agencies can offset the high costs associated with emergency response and recovery. Similarly, utilizing state disaster relief funds and insurance mechanisms provides additional financial support. Ensuring strict compliance with financial reporting requirements is necessary to maintain eligibility for future funding, avoid de-obligation, and ensure a steady stream of resources for ongoing recovery efforts.

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

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

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

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

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

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

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

5. BENEFITS OF COMPLIANCE WITH SEMS, NIMS, AND RELEVANT LAWS 1549
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Adherence to SEMS, NIMS, and relevant laws provides multiple benefits to agencies, including enhanced coordination and communication. Ensuring interoperability between local, state, and federal agencies during emergencies streamlines response efforts and reduces duplication. Strengthening mutual aid agreements and multi-agency coordination efforts enhances efficiency, ensuring that agencies can effectively manage emergency situations.

5.1 Expanding Funding Opportunities Through Compliance
Increased funding opportunities are another key benefit of compliance. Many federal and state disaster relief programs require adherence to SEMS and NIMS as a prerequisite for receiving funds.

AB 2140 allows local agencies to integrate their hazard mitigation plans into their general plans, making them eligible for additional financial relief. Demonstrating adherence to best practices also attracts grant funding and private investment, further bolstering financial resources.

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

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

5.4 Building Community Resilience and Economic Stability Through Effective Disaster Management
Community resilience and economic stability are vital outcomes of a well-executed disaster management strategy. When disaster response and recovery efforts are carried out efficiently, recovery times are significantly reduced, minimizing economic disruptions. This allows businesses to resume operations quickly, ensuring that local economies remain functional. In addition, strengthening infrastructure and investing in preparedness measures help lower the long-term costs associated with disaster recovery, alleviating the financial strain on agencies. Effective disaster management provides a solid foundation for economic recovery by safeguarding local businesses, maintaining workforce stability, and protecting tax revenue streams. As a result, communities are better equipped to remain financially viable and continue to thrive, even in the aftermath of a disaster, promoting sustained growth and stability in the long run. 1550
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5.5 Public Scrutiny, Loss of Confidence, and Political Fallout Failure to implement effective fiscal recovery and risk reduction measures can lead to significant public scrutiny, eroding trust in Agency. Poor financial recovery efforts can result in public outrage, creating pressure on leadership to justify their decisions and actions. Ineffective disaster management can also lead to political consequences, including loss of public office, diminished credibility, and reputational damage for staff and politicians. Moreover, failure to comply with state and federal regulations may trigger audits, funding withdrawal, and potential legal actions against the Agency.

5.6 Enhancing Fiscal Recovery and Risk Reduction Through Regulatory Compliance Agency’s commitment to adhering to the SEMS, NIMS, AB 2140, and national best practices plays a crucial role in strengthening its financial resilience and disaster recovery capabilities. By proactively integrating these frameworks into emergency management operations, agencies can ensure more efficient financial management, access critical funding opportunities, and minimize the risk of funding de-obligation. Compliance with these standards also streamlines disaster response and mitigation efforts, enabling agencies to respond swiftly and effectively to emergencies while reducing long-term recovery costs. Ultimately, these measures foster a more resilient and financially stable community, better equipped to withstand and recover from future disasters.

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

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

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

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

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

6.1.1 Land Use Planning - Land use planning and building codes play a critical role in disaster risk reduction by ensuring that developments align with safety regulations designed to minimize the impacts of natural and human-made disasters. Effective land use planning helps identify hazard-prone areas, guiding development away from regions susceptible to floods, earthquakes, wildfires, and other threats. By implementing zoning laws and 1551
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environmental assessments, agencies can control where and how structures are built, reducing vulnerabilities and enhancing community resilience.

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

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

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

6.1.5 Environmental Management - Environmental management plays a vital role in mitigating disaster risks by protecting and preserving natural resources that serve as natural barriers against hazards. Healthy ecosystems, such as wetlands, forests, and mangroves, help absorb floodwaters, reduce soil erosion, and buffer against extreme weather events.

Sustainable land-use practices, reforestation efforts, and pollution control measures contribute to long-term environmental resilience, minimizing the impact of disasters like droughts, landslides, and wildfires. Additionally, integrating environmental conservation into disaster planning ensures that communities not only reduce their vulnerability but also promote sustainable development. By safeguarding natural resources, environmental management strengthens resilience and enhances the ability to withstand and recover from disasters.

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

6.1.6.1 Building Resilient Infrastructure and Communities (BRIC) – The BRIC program is a federal hazard mitigation initiative administered by the Federal Emergency Management Agency (FEMA). Designed to reduce risks before 1552
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disasters occur proactively, BRIC provides funding and resources to support state, local, tribal, and territorial (SLTT) governments in strengthening community resilience against natural hazards.

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

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

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

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

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

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

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

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

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

COST SHARE OVERALL COST SHARE
Total Disaster Cost to Agency: $ 100,000,000.00
Federal Government Cost Share (75%) Pays: $ 75,000,000.00 State Government Cost Share Pays (75% of the remaining 25%): $ 18,750,000.00 Agency Cost Share Pays: $ 6,250,000.00
Agency compliant with AB 2140, no cost to the Agency: $ 0.00 Mitigation Conclusion: Strengthening Resilience Through Mitigation and Strategic Planning - Building a resilient foundation for communities requires a proactive and multi-faceted approach to 1553
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disaster mitigation, planning, and resource management. EMDUS plays a key role in enhancing long-term resilience by helping Agency identify vulnerabilities, develop hazard mitigation strategies, and secure essential funding through programs such as FEMA’s HMGP, BRIC, and FMA. By integrating land use planning, building codes, infrastructure resilience, community education, and environmental management, we ensure that communities are better prepared to face future hazards.

Through continuous support in grants coordination, compliance with state and federal regulations, and expert guidance, EMDUS helps agencies mitigate risks, reduce potential disaster impacts, and strengthen their financial capacity to respond to catastrophic events, ultimately fostering safer, more resilient communities.

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

6.2.1 Strategic Planning and Continuous Improvement – Plan development in emergency management is the structured process of creating, organizing, and refining comprehensive response strategies to address potential disasters and emergencies.

Plan Maintenance and Continuous Improvement by regularly reviewing and updating emergency plans based on new threats or incidents, policy changes, and technological advancements.

6.2.2 Specialized Readiness Training for Critical Roles – Specialized readiness training for critical roles focusing on high-risk, complex, or technical aspects of disaster response that require enhanced knowledge, hands-on practice, and often certifications to ensure effectiveness in real-world emergencies. Enhances operational effectiveness and ensures that responders execute their roles with precision under extreme conditions.

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

6.2.4 Validating Preparedness Through Exercises – Validating preparedness through exercises is a crucial component of emergency management, as it allows agencies to test, evaluate, and refine response plans, operational procedures, and interagency coordination in a controlled environment before a real-world disaster strikes. These exercises simulate various disaster scenarios, providing valuable insights into the effectiveness of response strategies and highlighting areas for improvement. By engaging in regular drills and tabletop exercises, agencies can identify gaps in communication, resource allocation, and decision-making processes, ensuring that teams are better prepared and more efficient when responding to actual emergencies. 1554
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This proactive approach strengthens overall readiness, reduces response times, and enhances the effectiveness of disaster management efforts.

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

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

Preparedness Conclusion: Strengthening Emergency Preparedness for Effective Response - Comprehensive preparedness is the cornerstone of effective emergency management, ensuring that Agencies are equipped to respond to disasters with efficiency and confidence. EMDUS supports this by providing strategic planning, specialized training, and exercises that improve operational readiness and resource coordination. Through continuous improvement of emergency plans, hands-on training for critical roles, and empowering communities through education, EMDUS strengthens public trust and ensures that response teams are always prepared for the unexpected.

Our commitment to validating preparedness through exercises and simulations further enhances response capabilities, ensuring that agencies are well-prepared to face real-world challenges.

Ultimately, these proactive measures foster a resilient and well-coordinated emergency management system that minimizes risks and improves disaster response outcomes.

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

6.3.1 Supporting Field Activities During a Catastrophic Event - During a catastrophic event, it is crucial for the Agency’s EOC to provide vital support to field activities, ensuring coordinated and effective response efforts. This includes managing and supporting operations like urban search and rescue, medical response, and evacuation planning, which require seamless communication and resource allocation. The EOC facilitates realtime information sharing, enabling first responders and partner agencies to make informed decisions quickly. Additionally, the EOC plays a key role in implementing public safety measures, such as sheltering displaced populations and activating alert and warning systems to keep the public informed and safe. This centralized coordination 1555
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ensures that field operations are well-supported and the overall response is efficient and organized. When disaster strikes, a swift and coordinated response is essential. Our 24/7 Duty Officer Program ensures immediate action, providing reliable emergency response around the clock. Backed by experienced personnel, strong agency partnerships, and advanced response equipment, we are committed to protecting communities with readiness and expertise.

6.3.2 Dedicated On-Call Duty Officers: Always Ready - EMDUS maintains a team of highly trained duty officers who are on standby 24/7, 365 days a year, ensuring that no emergency goes unanswered. Whether responding to natural disasters like wildfires and floods, or managing hazardous material spills and other critical incidents, our duty officers are always ready to assess the situation, mobilize resources, and coordinate an immediate response. With their expertise and availability around the clock, EMDUS ensures that communities receive timely, efficient assistance whenever emergencies arise, reinforcing public safety and rapid recovery.

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

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

6.3.4 Expert Emergency Operations Center (EOC) Management - In times of crisis, a wellcoordinated EOC serves as the backbone of an effective response, ensuring seamless communication and decisive action. EMDUS specializes in expert EOC management, transforming it into a centralized hub for coordination and operational efficiency. With Agency’s support, we help ensure the EOC is staffed with trained personnel in key roles, utilizing streamlined processes to maintain control in rapidly evolving situations. By enhancing organization, resource management, and real-time decision-making, our approach strengthens the EOC’s ability to respond effectively to any emergency, safeguarding communities and critical infrastructure.

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

6.3.6 Public Information and Crisis Communication - Effective communication is critical during emergencies, ensuring that the public receives timely, accurate, and actionable information. EMDUS’s Public Information & Crisis Communication Team collaborates with the Agency ’s Public Information Officer (PIO) to maintain clear and consistent 1556
Agreement No.

messaging across all platforms. This includes facilitating press briefings, managing social media updates, issuing emergency alerts, and coordinating with media and community leaders. By proactively addressing public concerns and preventing misinformation, our team helps build trust, enhance preparedness, and ensure that communities stay informed and responsive during crises.

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

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

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

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

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

6.4.4 Hands-On Support for Disaster Recovery and Operational Readiness - EMDUS provides hands-on support to ensure ongoing disaster recovery reimbursement success through continuous training, exercises, and maintaining operational readiness. This proactive approach enhances skills, fosters collaboration, and strengthens overall recovery efforts, ensuring communities are ready to bounce back quickly when disaster strikes.
1557
Agreement No.

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

6.4.6 Maximizing Disaster Recovery Funding - No agency is equipped with a dedicated budget for disaster response, and financial constraints often limit available resources.

EMDUS understands the importance of recovering funds spent during disaster events.

The Disaster Recovery process involves identifying, documenting, and submitting eligible expenses for reimbursement, ensuring that agencies are not left to bear the full financial burden of response and recovery efforts. This approach helps alleviate fiscal pressures and supports long-term resilience.

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

6.4.6.2 Turning Disaster Recovery into Financial Resilience - Successful disaster recovery not only aids in restoring communities but also leads to revenue generation by recouping funds spent on response and recovery efforts. By effectively leveraging reimbursement processes, agencies can recover costs and return critical resources to their budgets. This strengthens their financial resilience, ensuring that funds are available for future emergency response needs and helping maintain long-term preparedness and recovery capabilities.

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

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

7. Strengthening Leadership and Multi-Agency Coordination EMDUS goes beyond the essential phases of emergency management by offering expert leadership support to ensure streamlined and effective operations. We focus on establishing clear roles and responsibilities, defining the authority of emergency management personnel, and ensuring full 1558
Agreement No.

compliance with ICS, SEMS, and NIMS standards for seamless coordination. Our approach encourages strong collaboration across multiple agencies, including law enforcement, fire services, EMS, public health, public works, and local government—while also developing mutual aid agreements. We ensure efficient coordination with state and federal agencies, such as CalOES, FEMA, and DHS, for compliance and additional support when needed.

7.1 Access to Exclusive Resources - Partnering with EMDUS grants Agency access to exclusive resources, including automatic inclusion in critical projects such as the LHMP and EOP.

Additionally, Agency will benefit from opportunities for grant funding, disaster recovery resources, and specialized training programs. Your assigned ESC also serves as an EMD Duty Officer, bringing real-world expertise and applying best practices from large-scale incidents to enhance your emergency preparedness.

7.2 Commitment to Public Service Excellence - At EMDUS, our foremost priority is to serve the public with dedication, integrity, and efficiency. We are committed to delivering professional, transparent, and effective emergency management support to ensure that communities are wellprepared for any crisis. Our mission is to enhance the readiness of your agency by providing the necessary resources, expertise, and strategies to strengthen resilience and safeguard lives.

Through proactive planning, rapid response, and continuous collaboration, we strive to build a safer, more resilient future for all.

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

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

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

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

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

7.8 Annual Collaboration Meeting for Enhanced Partnership - EMD Executive staff values open communication and collaboration with the Agency’s Executive staff and believes that regular meetings are essential to maintaining a strong, productive relationship. Therefore, we propose meeting with members of the Executive staff at least once per year. These meetings will provide an opportunity to touch base on ongoing initiatives, discuss evolving needs or concerns, and ensure alignment in working toward shared goals. By fostering open dialogue, we can better understand 1559
Agreement No.

each other’s expectations, identify areas for improvement, and continuously work to exceed those expectations, thereby strengthening our partnership and enhancing overall effectiveness.

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

Let EMDUS strengthen your Operational Area’s readiness.

By choosing EMDUS, your Operational Area gains more than an emergency management provider—it gains a dedicated ally committed to protecting public safety, ensuring compliance, and enhancing disaster response and recovery capabilities. Let us handle the complexities of emergency management while you focus on leading your community with confidence.
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Agreement No.

EXHIBIT B

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

1. Summary of Compensation for EMDUS:

The chart below summarizes the annual rates the County will charge for services under this Agreement.

The Agency’s selected option is specified therein.

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

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

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

OPTIO
N
(X)
ITEM

DESCRIPTION

QUARTER
1 JUL-SEP

QUARTER
2 OCT-DEC
QUARTER 3

JAN-MAR

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

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

OPTIO
N
(X)
ITEM

DESCRIPTION

QUARTER
1 JUL-SEP

QUARTER
2 OCT-DEC
QUARTER 3

JAN-MAR

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

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

DESCRIPTION

QUARTER
1 JUL-SEP

QUARTER
2 OCT-DEC

QUARTER
3 JAN-MAR

QUARTER
4 APR-JUN
TOTAL
☐
Service
Level I
@ 100% (40 hrs/wk)
$ 48,750.00 $ 48,750.00 $ 48,750.00 $ 48,750.00 $
195,000.00
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Agreement No.

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

OPTION
(X)
ITEM

DESCRIPTION

QUARTER
1 JUL-SEP

QUARTER
2 OCT-DEC
QUARTER 3

JAN-MAR

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

2. Overtime or Extraordinary Costs – These are not included in the established rate. Overtime and extraordinary costs shall be calculated at 1.5 times the current employee rate for EMD staff.

They must receive prior approval from the Agency’s authorized agent and the employee's supervisor.

3. Fuel/Mileage:

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

4. Invoicing:

The County will invoice the Agency at the end of each quarter. The payment is due by the 20th of the following month as follows:  Quarter 1 (July 1- September 30) - due October 30th  Quarter 2 (October 1- December 31) - due January 30th  Quarter 3 (January 1- March 31) - due April 30th
 Quarter 4 (April 1 - June 30) - due July 30th

EXHIBIT C

WORKPLAN DEVELOPMENT AND IMPLEMENTATION

1. Agency Workplan Development and Implementation
Service
Level
Hours
Per Week
Total Weekly
Commitment
Estimated Completion
Time (52-Week Basis)
Additional Staff Required
to complete plan in 1 Year
(Agency)
100%
(Full-Time) 40 hours 1 FTE Min. 12 months 0 FTE
75%
(Part-Time High) 30 hours .75 FTE Min. 18 months Min. .25 FTE 50%
(Part-Time Moderate) 20 hours .50 FTE Min. 21 months Min. .50 FTE 25%
(Part-Time Low) 10 hours .25 FTE Min. 24 months Min. .75 FTE 1562
Agreement No.

This timeline has been designed to establish clear expectations for each Agency regarding developing emergency management plans. It assumes that full-time equivalent (100%) EMDUS personnel lead the process, with multiple departments contributing to specific sections. Following FEMA’s Comprehensive Preparedness Guide (CPG 101) and the California Office of Emergency Services Crosswalk, the process ensures compliance with federal and state emergency management standards while optimizing efficiency through interdepartmental collaboration. Given the full-time commitment of the EMDUS personnel and the engagement from multiple departments, the timeline duration is twelve (12) months. This structure allows for comprehensive research, iterative drafting, meaningful stakeholder engagement, and rigorous compliance review.

It balances the need for thorough planning with the expectation of timely completion, ensuring Agency meets the regulatory requirements while maintaining operational readiness; however, the information below may not consider significant interruptions or low participation levels from key staff in the planning process.

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

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

PHASE KEY ACTIONS ESTIMATED TIMELINE
Phase 1:

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

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

Months 3-4
Phase 3:

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

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

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

Writing the EOP –
Hazard-Specific
Annexes
Departments draft Hazard-Specific Annexes (e.g., Wildfires, Flooding, Rail Incidents, Hazardous Materials, Earthquakes):
- Integrate mitigation strategies and response protocols - Include mutual aid coordination and external agency response roles
Months 10-11
Phase 7: Conduct an EOP Planning Team review of the complete draft: Month 11 1563
Agreement No.

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

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

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

3. Emergency Operation Plan Development Phases & Timeline The table below outlines the distinct phases of the planning process, the key actions required within each phase to achieve its objectives, and the estimated timeline detailing the expected duration, sequence of phases, and milestones necessary to complete the Emergency Operations Plan (EOP). This planning framework can also be applied to other major plans, including but not limited to the Local Hazard Mitigation Plan (LHMP) and Continuity of Operations/Continuity of Government (COOP/COG) plans, etc.

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

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

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

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

Project Initiation &
Stakeholder
Engagement
Form the EOP Planning Team:

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

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

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

Months 4-6
Phase 3:

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

Writing the EOP –
Basic Plan
Emergency Manager drafts the Basic Plan (Purpose, Concept of Operations, Roles & Responsibilities): Months 9-10
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Agreement No.

- Develop organizational structure and incident command framework
Integrate emergency communication and coordination procedures Phase 5:

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

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

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

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

Training & Public
Outreach
Develop and deliver training for Agency staff, first responders, and key stakeholders:
- Conduct community preparedness outreach (CERT, businesses, schools)
- Plan annual exercises and drills to validate EOP procedures Ongoing after
adoption
To meet timeline expectations, it is essential for departments to actively participate and comply with established deadlines throughout the Emergency Operations Plan (EOP) process. Timely engagement ensures that critical information, resource assessments, and operational responsibilities are accurately documented and incorporated into the plan. Departments must provide input, review draft sections, and complete assigned tasks within designated timeframes to prevent delays that could impact overall preparedness and compliance with regulatory requirements. Consistent participation also allows for effective coordination between agencies, ensuring that dependencies and response capabilities are aligned. By adhering to deadlines, departments contribute to a structured, efficient planning process, ultimately strengthening the Agency’s ability to respond to and recover from emergencies. 1565

SUBMITTAL TO THE BOARD OF SUPERVISORS

COUNTY OF RIVERSIDE, STATE OF CALIFORNIA

MEETING DATE:

Tuesday, May 06, 2025
ITEM: 3.10
(ID # 27471)
FROM : EMERGENCY MANAGEMENT DEPARTMENT
SUBJECT: EMERGENCY MANAGEMENT DEPARTMENT: Approve the Emergency Management Partnership Agreement Template and Assistance by Hire Template, Authorize the Director of Emergency Management Department (EMD) to Execute Agreements with Entities in the County of Riverside for Emergency Coordinator Services, All Districts. [100% Local Funds].

RECOMMENDED MOTION: That the Board of Supervisors:

1. Approve the Emergency Management Partnership Agreement template and authorize the Emergency Management Department (EMD) Director, or his/her designee, to sign, on behalf of the County, agreements with entities in the County of Riverside, in substantially the same form as the attached Emergency Management Partnership Agreement template and as approved as to form by County Counsel, for Emergency Services Coordinator (ESC) Services from July 1, 2025 to June 30, 2028 or other period within that timeframe; and

2. Approve the Assistance by Hire Agreement template and authorize the Emergency Management Department (EMD) Director, or his/her designee, to sign, on behalf of the County, agreements with entities in the County of Riverside, in substantially the same form as the attached Assistance by Hire Agreement template and as approved as to form by County Counsel; and

3. Authorize the EMD Director, or his/her designee, to sign amendments to the agreements that stay within the intent and maximum term of the agreement, including allowing an entity to change between the options set forth in Exhibit B of the Emergency Management Partnership Agreement, as approved as to form by County Counsel; and

4. Approve the EMD Assistance by Hire (ABH) rates, attached hereto, for maximum hourly rate, overtime rate, and administrative costs, which will cover any overtime or extraordinary costs: (1) outside of the established rates set forth in Exhibit B (Payment Provisions) of the Agreement, and (2) for the invoicing of non-contract cities for services requested from EMD.

ACTION:
____________________________________________________________________________ 1566

SUBMITTAL TO THE BOARD OF SUPERVISORS COUNTY OF RIVERSIDE,

STATE OF CALIFORNIA

MINUTES OF THE BOARD OF SUPERVISORS
1567

SUBMITTAL TO THE BOARD OF SUPERVISORS COUNTY OF RIVERSIDE,

STATE OF CALIFORNIA

C.E.O. RECOMMENDATION: Approve
BACKGROUND:

Summary
On July 7, 2021, Item 3.10, the Board of Supervisors (Board) approved the Emergency Management Department (EMD) Partnership Agreement (Agreement) that allows the Emergency Management Department to offer direct Emergency Management Services to partners. The Partnership Agreement evaluates the need for a successful Emergency Management (EM) Program that includes all four phases of Emergency Management. The EM Services include but are not limited to four phases in Emergency Management: mitigation, preparedness, response and recovery.

On June 6, 2024, Item 3.14, the Board of Supervisors approved the Emergency Management Department (EMD) Partnership Agreements that allowed the Emergency Management Department an extension that was approved for an additional 1-year term.

This new Agreement serves to extend and refine the initial scope for a successful EM Program that includes all four phases of Emergency Management. With a basis on regulatory compliance and improved fiscal recovery and risk reduction, the EM Services include but are not limited to the four phases in Emergency Management of mitigation, preparedness, response and recovery.

There are four options for entities to choose from:

FINANCIAL DATA Current Fiscal Year: Next Fiscal Year: Total Cost: Ongoing Cost COST $ 0 $ 0 $ 0 $ 0
NET COUNTY COST $ 0 $ 0 $ 0 $ 0
SOURCE OF FUNDS: 100% Local Funds Budget Adjustment: No For Fiscal Year: 25/26-27/28
OPTION
(X)
ITEM

DESCRIPTION TOTAL
☐
Jurisdictional Service Level I
1 ESC $ 195,000.00
☐
Jurisdictional Service Level II
.75 ESC $ 146,250.00
☐ Jurisdictional Service Level III
.5 ESC $ 97,500.00
1568

SUBMITTAL TO THE BOARD OF SUPERVISORS COUNTY OF RIVERSIDE,

STATE OF CALIFORNIA

The above options allow each entity to create their ideal level of service while enabling the County to achieve a full cost recovery for services as they are provided. EMD is currently partnered with 14 entities, and the extension of this new agreement will allow those entities to continue the valuable work they have achieved in their respective EM Programs.

The Auditor-Controller’s Office (ACO) reviewed the proposed rates and determined that the rates recover the full cost of providing services to contracting entities. A full cost recovery rates analysis will need to be reviewed by the ACO at the end of the 3rd year of the agreement to ensure the following: 1) a reasonable methodology has been adopted to calculate the rate for services, and 2) the cost used to calculate the rates are an actual reflection of the full cost on an ongoing basis.

The actions before the Board include delegating authority to the EMD Director or his or her designee to execute agreements with entities in the County, consistent with the attached template Agreement, and to execute amendments to those agreements, to the extent an entity elects to change service options during the term of the agreement, as approved as to form by County Counsel. The attached template Agreement has been approved as to form by County Counsel.

Impact on Residents and Businesses
Emergency services personnel dedicated to serving the entities will enhance the preparedness and response capabilities of the entities and residents in case of an emergency or natural disaster.

Additional Fiscal Information
The Agreements do not cover any extraordinary costs, such as overtime. Assistance by Hire (ABH) rates attached hereto set forth the maximum hourly rate, overtime rate, and administrative costs, and they are in line with the current County of Riverside cost allocation plan. Approval of these rates will ensure the coverage of any overtime or extraordinary costs outside of the established rates set forth in Exhibit B (Payment Provisions) of the Agreement and the rates for invoicing non-contract entities for services requested from EMD.

ATTACHMENTS:
 EMD Partnership Agreement Template
☐
Jurisdictional Service Level IV
.25 ESC $ 48,750.00
1569

SUBMITTAL TO THE BOARD OF SUPERVISORS COUNTY OF RIVERSIDE,

STATE OF CALIFORNIA

 EMD Assistance by Hire (ABH) Agreement Template

1570

EXHIBIT D

EMDUS FUNCTIONAL MATRIX
JURISDICTIONAL SERVICE LEVEL(1)

SERVICE LEVEL I II III IV V

PERCENTAGE OF TIME ASSIGNED TO
JURISDICTION PER 40-HOUR WORKWEEK
100%
(40 hrs/wk)
75%
(30 hrs/wk)
50%
(20 hrs/wk)
25%
(10 hours)
Jurisdictions
that do not have a
contract with
Riverside County
EMD COST FOR SERVICE $ 195,000.00 $ 146,250.00 $ 97,500.00 $ 48,750.00 JURISDICTION FREQUENCY OF SERVICE LEVEL(2)

A B C D E F G H I K

MONTHLY
Once Every
Month

QUARTERLY
Once Every
Four Months

BIANNUAL
Once Every
Six Months
ANNUAL
Once Every
Year

BIENNIAL
Once Every
Two Years

TRIENNIAL
Once Every
Three Years

QUADRIENNIAL
Once Every
Four Years

QUINQUENNIAL
Once Every
Five Years
County Provided Template or
Sponsored
Training
As
Need Arises
DENOTE:
(1) Jurisdictional Service Level: I-V, Time Element per 40 Hour Work Week, and the Cost of Service (2) Jurisdictional Frequency of Service Level: A-I, Standard Frequency of the Occurrence of Production (*) As EMD staffing is available

FUNCTIONAL MATRIX OF RESPONSIBILITIES
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DESCRIPTION OF WORK - MITIGATION PHASE
Grants Management
Grants management" in emergency management refers to the process of administering and overseeing federal funds, typically provided by FEMA (Federal Emergency Management Agency), that are allocated to state, local, and tribal governments to enhance their emergency preparedness, response, and recovery capabilities through various grant programs like the Emergency Management Performance Grant (EMPG) - essentially managing the application, distribution, and accountability of these funds for disaster mitigation and related initiatives.

Level of Service I II III IV V

Application review: Assessing grant proposals submitted by eligible entities to ensure they meet program criteria. D D D I-K I-K
Award management: Distributing funds based on approved proposals and monitoring project implementation. D D D I-K I-K
Reporting and accountability: Grant recipients must properly document their activities and expenditures and submit regular reports to demonstrate program effectiveness. B B B I-K I-K
Compliance oversight: Monitoring adherence to grant guidelines and regulations to prevent misuse of funds. D D D I-K I-K
Overall, Grant Support from EMD D D D I-K I-K
Local Hazard Mitigation Plan
In emergency management, "Local Hazard Mitigation" refers to the process of identifying and taking proactive steps to reduce the potential damage and loss of life caused by natural disasters or other hazards within a specific local community, such as a city or county, by implementing preventative measures like land use planning, infrastructure improvements, and public education campaigns to minimize the impact of future disasters. As of 2028, new requirements in Local Hazard Mitigation plans within Emergency Management are likely to heavily focus on incorporating climate change impacts, including detailed analysis of projected extreme weather events like increased flooding, wildfires, heatwaves, and sea level rise, along with specific mitigation strategies to address these climate-driven hazards, potentially requiring nature-based solutions, community resilience building, and adaptation measures to vulnerable populations and infrastructure.

Level of Service I II III IV V

Risk Assessment: Identifying potential natural hazards (e.g., earthquakes, floods, wildfires). Mapping vulnerable areas and critical infrastructure. Assessing the potential impacts of each hazard (loss of life, property damage, economic disruption)

H & K H,K H,K I-K I-K

Capability Assessment: Evaluating existing resources available for mitigation (personnel, equipment, funding). Assessing the community's ability to respond to a disaster. Identifying potential partnerships with other agencies

H,K H,K H,K I-K I-K

Plan Maintenance involves regularly reviewing and updating the plan based on new information and changing conditions, monitoring the implementation of mitigation actions, and engaging the community in the planning process.

D D D D I-K

Public participation: Involving residents, businesses, and community leaders in planning to ensure their needs are addressed. H H H H I-K
Collaboration with other agencies: Coordinating with local, state, and federal agencies to leverage resources and expertise. H H H H I-K
Legal and regulatory framework: Understanding applicable laws and regulations related to hazard mitigation. H H H H I-K
Communication and education: Raising public awareness about hazards and mitigation strategies. H H H H I-K 1572

DESCRIPTION OF WORK - PREPAREDNESS PHASE
CA Emergency Services Act Compliance (New City or Non-Accredited City) Mandated by law, the CA Emergency Services Act compliance in emergency management refers to adhering to the regulations outlined in the California Emergency Services Act (ESA), which mandates how state and local agencies must prepare for, respond to, and recover from natural or man-made disasters, essentially requiring them to follow standardized procedures for emergency management within the state of California; this includes using the Standardized Emergency Management System (SEMS) for coordinated responses across different agencies and jurisdictions to be eligible for state disaster assistance funding. A key aspect of compliance is using the SEMS, a standardized system for coordinating emergency response activities across multiple agencies and jurisdictions. Local agencies must comply with the ESA to be eligible for state disaster assistance funding for emergency response costs.

Level of Services I II III IV V

Emergency Organization Coordination and Identification N/A N/A N/A N/A N/A
Signator to the California Master Mutual Aid Agreement N/A N/A N/A N/A N/A
Operational Area Agreement Review/Update N/A N/A N/A N/A N/A
Disaster Ordinance Review/Update N/A N/A N/A N/A N/A

Local Mutual Aid Agreement Review/Update N/A N/A N/A N/A N/A
Disaster Service Workers Volunteer Program N/A N/A N/A N/A N/A
Disaster Council Coordination N/A N/A N/A N/A N/A
Community Outreach
Community outreach in Emergency Management" refers to proactive efforts to engage with and educate members of a community about potential emergencies, disaster preparedness, and response plans, aiming to build trust, awareness, and collaboration between emergency management agencies and the public to ensure a more effective response during a crisis; essentially, it's about actively reaching out to the community to inform them about how to stay safe and prepared in emergency situations.

Level of Service I II III IV V

Raising awareness: Educating the public about potential hazards, emergency procedures, evacuation routes, and essential contact information. B, J C, J C, J I-K I-K

Communication strategies: Utilizing various communication channels like meetings, workshops, social media, local media, and community events to reach diverse populations. C, J C, J C, J I-K I-K
Identifying vulnerable populations: Recognizing and addressing the specific needs of groups that may be disproportionately impacted by emergencies, like seniors, people with disabilities, or low-income communities. D D D I-K I-K
Community engagement: Encouraging active participation from community members by involving them in planning processes, volunteer recruitment, and feedback loops. K K K I-K I-K
Public education campaigns: Providing information about disaster preparedness kits, family communication plans, and weather alerts D, K D, K D, K I-K I-K

Community training: Offering hands-on training in first aid and basic disaster response skills through the Community Emergency Response Team Training Program D D D I-K I-K

Partnering with local organizations: Collaborating with community groups, faith-based institutions, and businesses to disseminate information and mobilize resources D, K D, K D, K I-K I-K 1573

Continuity Of Government
Continuity of Government (COG) is a plan to ensure that a government can function during and after an emergency. It involves a coordinated effort between the executive, legislative, and judicial branches of government.

Level of Service I II III IV V

Essential Functions Identification: Prioritizing the most critical government operations that must continue during an emergency. D D D D I-K
Orders of Succession: Defining who will assume leadership roles if primary officials are unavailable. D D D D I-K
Delegation of Authority: Clearly outline which individuals are authorized to make decisions during a crisis. D D D D I-K
Continuity Facilities: Identifying alternate locations where essential functions can be carried out. D D D D I-K
Vital Records Management: Protecting and ensuring access to critical documents and data. D D D D I-K
Communication Systems: Maintaining reliable communication channels between leadership and personnel. D D D D I-K
Human Resources Planning: Identifying necessary personnel and their roles in continuity operations. D D D D I-K
Devolution of Authority: Transferring decision-making power to appropriate individuals based on the situation. D D D D I-K
Reconstitution Planning: Strategies to return to normal operations after an emergency. D D D D I-K Concept Of Operations
The Concept of Operations (CONOPS) section broadly explains the intent of the EOP. The CONOPS presents a clear picture of the sequence and scope of the planned emergency response, what should happen, when, and at whose direction.

Level of Service I II III IV V

Emergency plan goals D D D D I-K

Division of responsibilities D D D D I-K

The sequence of actions—before, during, and after the incident D D D D I-K
Requesting resources: (1) Who can request them, (2) Who will fill them, (3) How additional aid will be requested D D D D I-K
Direction and control activities D D D D I-K

Alert and warning processes D D D D I-K

Continuity of operations (COOP) matters D D D D I-K
Emergency Operation Plan
An Emergency Operations Plan (EOP) in Emergency Management is a detailed document that outlines the procedures, responsibilities, and coordinated actions an organization or community should take during an emergency or disaster. It provides a structured framework to minimize impacts, facilitate response efforts, and restore normal operations as quickly as possible.

Level of Service I II III IV V

Provide Template K K K K K

Administrative Planning Support & Guidance D, H D, H D, H I, K I, K
Plan Development D, H D, H D, H I, K I, K

Periodic Review/Update D, H D, H D, H I, K I, K

Staff Report & Resolution D, H D, H D, H I, K I, K

Departmental Coordination D, H D, H D, H I, K I, K

MASS CARE & SHELTER
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Mass care and shelter planning involves providing temporary housing, food, and small and large animal care to people affected by disasters. It also includes coordinating essential services and life-sustaining resources. Mass Care & Shelter Operations cover but are not limited to Care & Reception (C&R), Temporary Evacuation Point (TEP), Cooling or Warming Centers, Congregate Sheltering Short and Long-Term Housing, AB781 – Sheltering of Pets in California, etc.) Level of Service I II III IV V

Plan Development D, K D, K D, K D, K D, K

Provide Template I, K I, K I, K I, K I, K

Administrative Planning Support & Guidance D, K D, K D, K D, K J, K
Plan Development D, K D, K D, K D, K J, K

Periodic Review/Update D, K D, K D, K D, K J, K

Evacuation: Moving people away from danger to a safer location D, K D, K D, K D, K J, K
Human services: Providing services to disaster survivors D, K D, K D, K D, K J, K
Shelter-in-place: Staying in a safe place, such as your home, while taking precautions to protect yourself from the danger D, K D, K D, K D, K J, K
Mass care: Providing temporary housing, food, and first aid to people who need it K K K K K
Emergency assistance: Providing essential services and statutory programs to disaster survivors K K K K K Situational Awareness & Common Operating Picture (SA/COP) Situational Awareness (SA) is the comprehensive understanding of an unfolding incident, including its current state, potential hazards, and evolving conditions. At the same time, a "Common Operating Picture" (COP) is a shared view of that situation, ensuring all involved agencies and personnel have access to the same critical information in real-time, allowing for coordinated response efforts; essentially, it's a unified picture of the incident across all levels of response, enabling effective decision-making and collaboration.

Level of Service I II III IV V

Real-time updates: Both concepts rely on continuous monitoring and data collection to provide the most current information about an emergency K K K K K

Information sharing: A COP facilitates information sharing between different agencies and personnel involved in the response, ensuring everyone is on the same page K K K K K

Decision-making tool: By providing a clear picture of the situation, a COP empowers responders to make informed decisions based on the latest data K K K K K

Visual representation: Often, a COP is displayed visually through maps, diagrams, and data overlays on a shared platform, making it easily accessible and understandable K K K K K 1575

EMERGENCY OPERATIONS CENTER TRAINING & EXERCISING
An Emergency Operation Center (EOC) is a physical or virtual location from which leaders of a jurisdiction or organization coordinate information and resources to support incident management activities. EOC training courses present an overview of key NIMS principles relating to MACS, public information, resource management, mutual aid, and communication and information management. The EOC is a 24/7 self-sufficient operations hub geared towards training for disaster preparedness and coordinating relief and response efforts during major disasters. The EOC provides a total immersion in the incident-management training environment and allows supervisory-level responders a practical, simulated experience in managing a large-scale incident. Additionally, an Emergency Operations Center (EOC) is a component of the Multiagency Coordination System that plays a crucial role in emergency management. It coordinates and manages emergency response activities, such as hazard vulnerability assessments, physical site selection, mitigation considerations, information management systems, and training and exercises.

Provide Template I II III IV V

Administrative Planning Support & Guidance D, K D, K D, K D, K D, K
Plan Development F F F J J

Periodic Review/Update D, K D, K K K K

Departmental Coordination D,K D,K K K K

Training & Exercise Development & Delivery D, K D, K K K K  Standardized Emergency Management System Training D, K D, K K K K  National Incident Management System Training D, K D, K K K K  WebEOC Training D,K D,K K K K
 Alert & Warning Training C, K C, K C, K C, K C, K
 EOC Design & Development E, K E, K E, K E, K E, K
 EOC GAP Analysis D, K D, K D, K D, K I-K
 EOC Systems Testing A A A A I-K
 EOC Computers A A A A I-K
 EOC Video Displays A A A A I-K
 EOC Phones A A A A I-K
 EOC Radios A A A A I-K
 EOC Section-Specific Training D, K D, K D, K D, K D, K  EOC Section-Specific Functional Drill D, K D, K D, K D, K D, K  EOC Position-Specific Training D, K D, K D, K D, K D, K  EOC Position-Specific Functional Drill D, K D, K D, K D, K D, K  EOC Action Planning Process D, K D, K D, K D, K D, K
 EOC Functionality Training D, K D, K D, K D, K D, K
 EOC Resource Management D, K D, K D, K D, K D, K
 EOC Communications Training D, K D, K D, K D, K D, K
 EOC Transition - Response & Recovery D, K D, K D, K D, K D, K  EOC Drills D, K D, K D, K D, K D, K
 EOC Discussion D, K D, K D, K I-K I-K
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 EOC Tabletops Exercise D, K D, K D, K I-K I-K
 EOC Functional Exercise D, K D, K D, K I-K I-K
 EOC Full-Scale Exercises D, K D, K D, K I-K I-K
 EOC After Action D, K D, K D, K I-K I-K
 Volunteer Management D, K D, K D, K I-K I-K

DESCRIPTION OF WORK - RESPONSE PHASE

RESPONSE OPERATIONS
In emergency management, the Response Phase refers to the immediate and short-term actions taken to address the effects of an emergency or disaster. These activities aim to reduce personal injuries, casualties, damage to property, and recovery time. The Response Phase involves coordinating and managing resources using the Standardized Emergency Management System and Incident Command System.

Level of Service I II III IV V

Proficient in local response activities and able to assist in the coordination with other local, state, federal, private/non-profit partners K K K K K

Assist the jurisdiction in responding to incidents and disasters that require the use and operation of an Emergency Operations Center. K K K K K

Risk Assessment: Conduct a thorough risk assessment K K K K K
Emergency Response Team (ERT): Manage emergencies effectively K K K K K
Emergency Communication Plan: Develop a communication strategy K K K K K
Evacuation Plans and Procedures: Outline evacuation procedures D, K D, K D, K D, K I-K
Business Continuity Plan: Ensure business continuity during emergencies D, K D, K D, K D, K I-K
Training and Awareness Programs: Educate staff on emergency management D, K D, K D, K D, K I-K
Incident Documentation and Evaluation: Document and evaluate incidents D, K D, K D, K D, K I-K  Emergency Operations Plan (EOP) components include: D, K D, K D, K D, K I-K  Purpose and Scope: Define the purpose and scope of the EOP D, K D, K D, K D, K I-K  Roles and Responsibilities: Assign responsibilities to different roles D, K D, K D, K D, K I-K  Risk Assessment: Evaluate and address risks D, K D, K D, K D, K I-K  Prevention, Protection, Response, Recovery, and Mitigation: Address these areas in the EOP D, K D, K D, K D, K I-K 1577

DESCRIPTION OF WORK - RECOVERY PHASE

DISASTER RECOVERY PLANNING
Disaster recovery in emergency management involves long-term efforts to rebuild infrastructure, restore services, and help communities recover and rebuild after a disaster. It focuses on restoring, redeveloping, and revitalizing communities impacted by a disaster. The recovery phase aims to return a community to pre-disaster functioning levels.

Level of Service I II III IV V

Risk Assessment:

Identifying potential hazards and their potential impacts on the organization. D, K D, K D, K D, K I-K
Business Impact Analysis (BIA):

Determining which systems and functions are critical to operations and the consequences of their disruption. D, K D, K D, K D, K I-K
Recovery Strategies:

Establishing procedures for data backup, system restoration, and alternate site activation. J, K J, K J, K J, K J, K
Communication Plans:

Defining protocols for disseminating information to staff, stakeholders, and the public during a disaster. J, K J, K J, K J, K J, K
Roles and Responsibilities:

Assigning specific tasks to individuals within the organization during a recovery process. J, K J, K J, K J, K J, K
Testing and Training:

Regularly practicing the DRP to ensure effectiveness and familiarize staff with their roles and responsibilities. J, K J, K J, K J, K J, K
Recovery planning within a community is dependent on an active local government. Local governments are encouraged to: J, K J, K J, K J, K J, K
Provide leadership in recovery planning and prioritization of goals J, K J, K J, K J, K J, K
Determine need and deploy a Local Disaster Recovery Manager (LDRM) or equivalent J, K J, K J, K J, K J, K
Incorporate principles of post-disaster planning into the recovery process J, K J, K J, K J, K J, K
Coordinate with relevant regional planning organizations that provide resources and/or planning expertise J, K J, K J, K J, K J, K
Promote partnerships between nonprofit organizations, faith-based organizations, the private sector or other relevant organizations, and non-traditional and underserved populations throughout the recovery process J, K J, K J, K J, K J, K
Review pre-existing plans and cross-check against post-disaster planning priorities J, K J, K J, K J, K J, K
Implement a transparent, accountable system to manage recovery resources J, K J, K J, K J, K J, K
Manage overall recovery coordination at the local level K K K K K
Communicate post-disaster planning as well as organizational and operational needs to the State K K K K K
Lead an inclusive and accessible planning process, facilitating practices that comply with applicable laws, including civil rights mandates K K K K K

Enforce all applicable federal worker protection laws for workers employed to rebuild the impacted community. These federal laws include the Fair Labor Standards Act, Occupational Safety and Health Regulations, National Labor Relations Act, and the laws administered by the Equal Employment Opportunity Commission (EEOC)

K K K K K

Implement, coordinate, and manage awareness and outreach efforts to individuals with disabilities, individuals with limited English proficiency, seniors, children, and other members of underserved populations D, K D, K D, K D, K K
Disaster Recovery Process Training D D D D D
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DISASTER RECOVERY OPERATIONS
Disaster recovery operations in emergency management focus on restoring, redeveloping, and revitalizing communities impacted by a disaster. They involve strategies, procedures, and steps to ensure organizations can resume operations quickly and minimize negative impacts. These operations require a team effort at all government and private sector levels.

Level of Service I II III IV V

Issuance of Local Emergency Proclamation within State and Federal guidelines and timelines K K K K K
Ensures required accompanying documents to a Local Proclamation of an Emergency K K K K K
Ensure jurisdictional that a timely and accurate notification process up to the Operational Area K K K K K
Ensure local proclamation is ratified based on State and Federal guidelines and timelines K K K K K
Ensure local proclamation is renewed based on State and Federal guidelines and timelines K K K K K
Ensure local proclamation is terminated based on State and Federal guidelines and timelines K K K K K
Maintain situational awareness of Disaster Recovery pathways, type of Operational Area, State or Federal proclamation/declarations, guide the overall jurisdictional leadership impacts, the services that are available to the jurisdiction, the roles that other jurisdictional Departments play in the recovery process, and completion and closer of jurisdictional disaster projects

K K K K K

Coordinate and facilitate with State and Federal Agencies in conducting individual and/or joint Preliminary Damage Assessments (PDA) to determine losses and recovery needs from that disaster K K K K K
Participate with appropriate jurisdictional departments in required application briefings and kick-off meetings to obtain current recovery guidelines. K K K K K

Timely submittal of the “Request for Public Assistance” to ensure the jurisdiction is eligible to participate in the disaster recovery process and the preservation of jurisdictional reimbursement K K K K K
Ensure that the Recovery Scoping Meeting is scheduled in a timely meeting and that all jurisdictional department representatives are present K K K K K

Ensure the list of jurisdictional projects is submitted in a timely manner to preserve jurisdictional reimbursement K K K K K
Ensure all required reports are submitted based on the State and/or Federal timelines to preserve jurisdictional reimbursement K K K K K
Based on State and Federal timelines, the status of all completed work in all categories K K K K K
As a worst-case scenario, submit a time extension request(s) prior to the last approved project deadline K K K K K
Within State and Federal guidelines, notify the state and/or federal oversight entities of any project cost overruns K K K K K
Within State and Federal guidelines, notify the state and/or Federal oversight entities of any potential to appeal K K K K K
Within State and Federal guidelines, ensure that all documentation is submitted close-out K K K K K 1579

AGENDA STAFF REPORT
City Council Meeting

CONSENT CALENDAR
Agenda Item No. 11.13
May 28, 2025
Second Amendment to Professional Services Agreement with NBS for Special Financing Districts Administration
Prepared By:

Amanda Wells, Finance Director/City Treasurer
Recommended Action(s)
Staff recommends that the City Council:

1. Approve Amendment No. 2 to the Professional Services Agreement with NBS with a revised scope, term, and compensation for a total not-to-exceed amount of $770,000; and

2. Authorize the City Manager to execute all necessary documents.

Summary
Since the City's incep/on, NBS Government Finance Group (NBS) has provided services specific to special financing districts including benefits assessment districts (BAD), landscape maintenance districts (LMD), and community facility districts (CFD). Services have ranged from administra/on of the districts, district audit services, district forma/on services, and most recently landscape and ligh/ng district transfer services. On January 26, 2022 the City Council adopted a resolu/on to transfer Jurupa Community Services District (JCSD) ligh/ng maintenance district zones located within the City of Eastvale. Adop/on of the resolu/on ini/ated the process of transferring the districts to the City; at that point the City was responsible administra/on of the transferred zones including annual tax assessments. The City contracts for tax assessment administra/on with NBS. As a result of the transfers of districts, a new professional services agreement with NBS was approved, with a scope covering all special district administra/on services. At this /me the City is considering forming several Community Facility Districts (CFD) in areas under development. This first amendment to the professional services agreement amends the term, scope of work, and total 12363 Limonite Avenue | Suite 910 | Eastvale, CA 91752
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compensa/on to encompass CFD forma/on services in addi/on to annual administra/ve services for the newly formed districts. This second amendment adds addi/onal scope to account for annexa/on services for City Wide CFD 2024-2 and addi/onal annual administra/on services for the future annexed zones.

Background
This second amendment to the current professional services agreement for special district administra/on is required to include future CFD annexa/ons to the formed City Wide CFD 2024-2.

The original term was for three years plus two one-year extensions, staff wishes to extend the final extension through the end of the 2026-27 fiscal year, to align the agreement with the full fiscal year.

The scope will be amended to include CFD annexa/ons and administra/on of the newly formed districts. Finally, compensa/on will be adjusted to reflect cost es/mates for CFD annexa/ons and annual administra/on. Cost es/mates include annual Consumer Price Index (CPI) inflator, which staff es/mates at 10%. The new amendment includes a cap of $770,000, which includes con/ngencies from the original agreement. All administra/on, audi/ng, or forma/on services provided by NBS will be charged to the special district funds, as such there is no General Fund impact.

Without approval of this item, the city will be unable to annex future development into the city's City Wide CFD 2024-2. Without CFD annexa/ons of new development the city will not be able to collect levies to pay for the maintenance and opera/ons of cri/cal public infrastructure including but not limited to streets, curbs, guFers, sidewalks, street lights, traffic signals, and frontage landscape maintenance. Instead, the city will have to u/lize General Fund or Gas Tax funding, which may not be sufficient to pay for services, or reduce services.

Environmental
Not Applicable.

Strategic Plan Action - Priority Level: N/A | Target #: N/A | Goal #: N/A Not applicable, as Special Financing District forma/ons and administra/on are a necessity of daily city operations.

Fiscal Impact
The cost of administra/on services is charged directly to the special districts, which include the City's 3 LLMD's (2014-1, 2014-3, 2014-4), 11 zones under LLMD 89-1, BAD 2014-2, 90 JCSD transferred LMDs, and six CFDs and related zones (2017-1, 2017-2, 2019-1, 2020-1, 2024-1, 2024-2).

Accoun/ng for the districts is located within the city's fund structure, funds 300-499. As the new CFD's are annexed, annexa/on and administra/on expenditures will be charged to new funds created for the new districts and collected through annual levies.

Prior City Council/Commission Action
The previous NBS Government Finance Group agreements and addendums were approved administra/vely. Separate agreements were processed for specific services. The current agreement was approved by City Council on February 23, 2022 under item 11.8 and amended on November 8, 2023 under item 11.2.

Attachment(s)
12363 Limonite Avenue | Suite 910 | Eastvale, CA 91752
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Attachment 1 - Second Amendment to NBS Professional Services Agreement Attachment 2 - First Amendment to Professional Services Agreement Attachment 3 - Original Professional Services Agreement 12363 Limonite Avenue | Suite 910 | Eastvale, CA 91752
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4934-9507-9750 v1 -1-
Second Amendment to Agreement
This Second Amendment to Agreement (“Second Amendment”) is entered into this _____ day of ____________, 2025 by and between the City of Eastvale, a California general law city (“City”), and NBS Government Finance Group, a California Corporation (“Contractor”), as follows:

RECITALS
A. City and Contractor entered into an agreement for Special Financing District Administration Services on or about February 23, 2022 (“Agreement”) with a term limit of 5 years and compensation not-to-exceed $637,000.

B. On November 8, 2023, the City and Contractor executed the First Amendment to the Agreement to extend the term to June 30, 2028 for a total term of five years and four months, revise the scope of services, and amend the total compensation C. City and Contractor desire revise the scope to include work related to the fiscal impact analysis, cost estimation, and community facility district formation and annexations and additional annual administrative services for said districts, and amend the total compensation to $770,000.

OPERATIVE PROVISIONS
NOW, THEREFORE, in consideration of the promises made and recited herein, the parties do hereby enter into this Second Amendment which modifies and amends the Agreement as follows:

1. AMENDMENTS.
a. SCOPE OF SERVICES. Section 2, paragraph (a) of the Agreement is amended to add additional Services as set forth in Exhibit “A” “Scope of Services.”
b. COMPENSATION AND METHOD OF PAYMENT. Section 4, paragraph (a) of the Agreement is amended to increase the compensation not to exceed amount to seven hundred seventy thousand dollars ($770,000).

Exhibit “B” to the Agreement is amended in its entirety and is replaced with Exhibit “B” to this Second Amendment.

2. GENERAL PROVISIONS.
a. Remainder Unchanged. Except as specifically modified and amended in this Second Amendment, the Agreement remains in full force and effect and binding upon the parties.
b. Integration. This Second Amendment constitutes the entire understanding and agreement of the parties and supersedes all negotiations or previous agreements 1583
4934-9507-9750 v1 -2-
between the parties with respect to all or any part of the transaction discussed in this Second Amendment.
c. Effective Date. This Second Amendment shall not become effective until the date it has been formally approved and executed by the appropriate authorities of the City and Consultant.
d. Applicable Law. The laws of the State of California shall govern the interpretation and enforcement of this Second Amendment. e. References. All references to the Agreement include all their respective terms and provisions. All defined terms utilized in this Second Amendment have the same meaning as provided in the Agreement, unless expressly stated to the contrary in this Second Amendment.

IN WITNESS WHEREOF, the parties hereto have executed this Second Amendment to the Agreement on the date and year first written above.

CITY OF EASTVALE:
____________________________
Mark Orme, City Manager
APPROVED AS TO FORM:
________________________
Erica L. Vega, City Attorney
ATTEST:
____________________________
Marc Donohue, City Clerk
NBS Government Finance Group
___________________________
Michael Rentner, President & CEO
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Exhibit “A” Scope of Services
Community Facilities District Annexation Services

KICK-OFF MEETING, PROJECT SCHEDULE
• NBS will meet with City staff, legal counsel, and other interested parties to:
• Establish lines of communication
• Clarify the specific project goals and criteria that will meet the City’s preference • Identify and resolve any special circumstances regarding the annexation of property to the CFD
• Develop project schedules to meet legal requirements and provide for effective interaction of all involved parties
• Establish meeting dates consistent with schedule to achieve project milestones

LOCAL GOALS & POLICIES
NBS will review existing local goals and policies or assist the City in developing local goals and policies for the use of CFDs, as required by the Mello-Roos Community Facilities Act of 1982 (the “Act”).

DATA COLLECTION
NBS will gather and review data relevant to the annexation of property to the CFD. Data will be obtained from various sources, including City records, Assessor’s parcel maps, and County Assessor information.

CUSTOMIZED COST ESTIMATE
NBS will incorporate data relevant to estimating costs into an Excel-based Cost Estimation Tool. The set up will compile the annual maintenance costs, lifecycle of each improvement, replacement costs, cost escalation capabilities tied to appropriate indexes that will be used to arrive at the project cost estimate based on the inputs of improvement plans.

NBS will customize the ultimate deliverable to include the level of specificity desired by the City. The Cost Estimate Form will generally provide a summary of the improvements and costs in a format and with the specific details as identified by the City.

NBS will review plans to retrieve the types and quantities of improvements to be operated and maintained and services to be provided within the CFD. Those improvements will then be entered into the Cost Estimation Tool.

NBS will review the output of the Cost Estimation Tool to ensure both data accuracy of the calculations and reasonableness of the results. City of Eastvale Annexation Services & Release of Special Tax Lien 2

RATE AND METHOD OF APPORTIONMENT
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NBS will review the CFD Rate and Method of Apportionment as it relates to the property to be annexed to the CFD.

UNANIMOUS APPROVAL FORM
NBS will prepare and mail the unanimous approval form to all landowner electors within the territory of the proposed annexation to the CFD. Final form of the unanimous approval will be approved by City staff and legal counsel.

NOTICES AND BALLOTS
NBS will prepare and mail notices and ballots to all landowner electors within the territory of the proposed Community Facilities District. The notices and ballots will comply with “Proposition 218, The Right to Vote on Taxes Act”, the Act and all applicable provisions of the Elections Code. Final form of notices and ballots will be approved by City staff and legal counsel.

RESOLUTION
NBS will prepare the required resolution in accordance with the time schedule. The resolution will comply with the Act. Final form of the resolution will be reviewed and approved by legal counsel and the City.

ADDITIONAL CFD DOCUMENTS
NBS will prepare the Notice of Special Tax Lien in compliance with the Act. Final form of the Notice of Special Tax Lien will be approved by City staff and legal counsel.

Release of Special Tax Lien

AMENDED NOTICE OF SPECIAL TAX LIEN
NBS will prepare the Amended Notice of Special Tax Lien in compliance with the Act.

Final form of the Amended Notice of Special Tax Lien will be approved by City staff and legal counsel.

Community Facilities District (CFD) Annexation Services not in Future Annexation Area

KICK-OFF MEETING, PROJECT SCHEDULE
• NBS will meet with City staff, legal counsel, and other interested parties to:
• Establish lines of communication
• Clarify the specific project goals and criteria that will meet the City’s preference • Identify and resolve any special circumstances regarding the annexation of property to the CFD
• Develop project schedules to meet legal requirements and provide for effective interaction of all involved parties
• Establish meeting dates consistent with schedule to achieve project milestones

LOCAL GOALS & POLICIES
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NBS will review existing local goals and policies or assist the City in developing local goals and policies for the use of CFDs, as required by the Mello-Roos Community Facilities Act of 1982 (the “Act”).

DATA COLLECTION
NBS will gather and review data relevant to the annexation of property to the CFD. Data will be obtained from various sources, including City records, Assessor’s parcel maps, and County Assessor information.

DISTRICT BOUNDARIES
• NBS will make determinations of the property subject to the Special Tax • Establish boundaries for the CFD annexation, giving consideration to both the project area and peripheral lands
• Verify ownership based on last equalized tax roll

COST ESTIMATE
NBS will obtain the estimate of project costs and incidental expenses and prepare a total project Cost Estimate.

RATE AND METHOD OF APPORTIONMENT
NBS will review the CFD Rate and Method of Apportionment as it relates to the property to be annexed to the CFD.

MAPPING
NBS will prepare the Boundary Map and related documents and present to the City as required by the Act.

RESOLUTIONS AND ORDINANCE
NBS will prepare the required resolutions and ordinance in accordance with the time schedule. The resolutions and ordinance will comply with the Act. Final form of the resolutions and ordinance will be reviewed and approved by legal counsel and the City.

INTENT MEETING
NBS will present to City Council and the public regarding the CFD annexation process.

CFD REPORT
Based on the results of the aforementioned reviews, discussions and modifications, NBS will prepare a detailed written report including the Cost Estimate, the Rate and Method of Apportionment and the Boundary Map and present to the City, legal counsel, and property owners. NBS will file the Special Tax Report with the City Clerk. City of Eastvale Annexation Services & Release of Special Tax Lien 4

NOTICES AND BALLOTS
NBS will prepare and mail notices and ballots to all landowner electors within the territory of the proposed annexation to the CFD. The notices and ballots will comply with “Proposition 218, The Right to Vote on Taxes Act”, the Act and all applicable provisions 1587
4934-9507-9750 v1 -6-
of the Elections Code. Final form of notices and ballots will be approved by City staff and legal counsel.

PUBLIC HEARING
NBS will present all necessary testimony and respond to public comments regarding the district annexation proceedings.

ADDITIONAL CFD DOCUMENTS
NBS will prepare the Notice of Special Tax Lien in compliance with the Act. Final form of the Notice of Special Tax Lien will be approved by City staff and legal counsel.

City’s Responsibilities
The City shall furnish NBS with any pertinent information that is available to City and applicable to the Services. The City shall designate a person to act with authority on its behalf in respect to the Services. The City shall promptly respond to NBS’ requests for reviews and approvals of its work, and to its requests for decisions related to the Services.

City understands and agrees that NBS is entitled to rely on all information, data and documents (collectively, “Information”) supplied to NBS by City or any of its agents, contractors or proxies or obtained by NBS from other usual and customary sources including other government sources or proxies as being accurate and correct and NBS will have no obligation to confirm that such Information is correct and that NBS will have no liability to City or any third party if such Information is not correct. 1588
4934-9507-9750 v1 -7-
Exhibit “B” Compensation
Community Facilities District Formation and Annexation Services Fees Community Facilities District Formation and Annexation Services Limonite CFD Formation ....................................................................................... $21,500 Expenses ................................................................................................................ $1,500 Total Not to Exceed ............................................................................................... $23,000 Leal CFD Formation ............................................................................................. $21,500 Expenses................................................................................................................ $1,500 Total Not to Exceed .............................................................................................. $23,000 Schleisman Tract CFD Annexation (and additional annexations)........................... $5,500 Expenses .......................................................................................................................$0 Total Not to Exceed ................................................................................................ $5,500 Community Facilities District Annexation Services via Unanimous Approval in Future Annexation Area
CFD Annexation............................................................................. $6,500 per Annexation Release of Special Tax Lien
Per Release of Lien ................................................................................................. $1,500 Community Facilities District Annexation Services not in Future Annexation Area CFD Annexation............................................................................. $8,500 per Annexation Expenses ...................................................................................... Not To Exceed $1,000 LMD, BAD, and CFD Annual Administration (Non-Bonded) Fees

COMPENSATION FOR SERVICES ADMINISTRATION SERVICES
Project Name Base Fee Per Zone NTE Expenses
CFD No. 2017-1 (Goodman Commerce Center) $ 3,784.28 N/A $100.00 CFD No. 2017-2 (Sendero) $ 3,784.28 N/A $100.00
CFD No. 2019-1 (Cloverdale Estates) $ 3,784.28 N/A $100.00 CFD No. 2020-1 (Hamner Place) $ 3,784.28 N/A $100.00
CFD No. 2022-1 (Limonte CFD) $ 3,784.28 $772.50 $100.00 CFD No. TBD (Leal CFD) $ 4,635.00 $772.50 $100 per Zone BAD No. 2014 -2 (Tracts 32821 & 32821-1) $ 2,852.77 N/A $100.00 Illumination Dist. No.2 $ 5,821.97 N/A $100.00
LLMD No. 89-1C, Mult Zone $16,883.72 N/A $100.00
LLMD No. 2014-1 (Tract 36382) $ 1,921.25 N/A $100.00
LLMD No. 2014-3 (Tract 36423) $ 1,921.25 N/A $100.00
LLMD No. 2014-4 (Parcel Map 35865) $ 756.85 N/A $100.00 1589
4934-9507-9750 v1 -8-
LMD 2001-1 $16,883.72 N/A $100.00
LMD 2001-2 $14,554.93 N/A $100.00
LMD 2001-3 $17,465.92 N/A $100.00
LMD 98-2 $ 9,315.16 N/A $100.00
ENGINEER SIGNATURE AND STAMP OF ANNUAL ENGINEER’S REPORT –

OPTIONAL SERVICE
Fee per Report ..................................................................................................... $750.00

ANNUAL FEE INCREASES
Cost of living increases may be applied to the Administration services listed above on October 1 each year, beginning with the invoices issued on October 1, 2025. The COLA would be the actual cost of living increase based on the 12-month change from April/May to April/May in the U.S. Department of Labor, Bureau of Labor Statistics, Consumer Price Index for all urban consumers for the applicable region for the City’s location.

EXPENSES
Customary out-of-pocket expenses will be billed to the Client at actual cost to NBS. These expenses may include, but not be limited to, mailing fulfillment, postage, reproduction, telephone, travel, meals and various third-party charges for data, maps, and recording fees.

ADDITIONAL SERVICES
The following table shows our current hourly rates. Additional services authorized by the Client but not included in the scope of services will be billed at this rate or the then applicable hourly rate.

Title Hourly Rate
Senior Review $275
Director $250
Associate Director / Engineer $225
Senior Consultant $200
Consultant $175
Senior Project Analyst $165
Project Analyst $150
Project Resource Analyst $130
Clerical/Support $110
TERMS
Consulting services will be invoiced monthly. Expenses will be itemized and included in the next regular invoice. Fees for all other services will be invoiced upon completion of the task. If the project is prematurely terminated by either party, NBS shall receive payment for work completed. Payment shall be made within 30 days of submittal of an invoice. If payment is not received within 90 days simple interest will begin to accrue at the rate of 1.5% per month. Either party may cancel this contract with 30 days’ written notice.
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First Amendment to Agreement
This First Amendment to Agreement (" First Amendment") is entered into this 8th day of November, 2023 by and between the City of Eastvale, a California general law city City"), and NBS Government Finance Group, a California Corporation (" Contractor"), as follows:

RECITALS
A. City and Contractor entered into an agreement for Special Financing District Administration Services on or about February 23, 2022 (" Agreement") with a term limit of 5 years and compensation not -to -exceed $ 637, 000.

B. City and Contractor desire to amend the term limit and extend the term for four months, for a total term of 5 years and 4 months to include the entire fiscal year through June 30, revise the scope to include community facility district formations and additional annual administrative services for said districts, and amend the total compensation to $ 757, 000.

OPERATIVE PROVISIONS
NOW, THEREFORE, in consideration of the promises made and recited herein, the parties do hereby enter into this First Amendment which modifies and amends the Agreement as follows:

1. AMENDMENTS.
a. TERM OF AGREEMENT. Section 1, paragraph ( a) of the Agreement is amended to increase the total term of the agreement by four (4) months for a total term of five ( 5) years and four (4) months through June 30, 2028.
b. SCOPE OF SERVICES. Section 2, paragraph ( a) of the Agreement is amended to add additional Services as set forth in Exhibit " B" "Scope of Services."
c. COMPENSATION AND METHOD OF PAYMENT. Section 4, paragraph a) of the Agreement is amended to add additional costs as set forth in Exhibit " C" and to increase the total compensation of the agreement by an additional fifty one thousand five hundred dollars ($ 51,00) for district formation services and an additional forty four thousand nine hundred fifty dollars ($ 44, 950) for annual administrative services, and an additional contingency of twenty three thousand six hundred eighty four 23, 684) for a total not to exceed amount of seven hundred fifty seven thousand dollars ($ 757, 000).

2. GENERAL PROVISIONS.
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Marc Donohue, City Clerk
a. Remainder Unchanged. Except as specifically modified and amended in this First Amendment, the Agreement remains in full force and effect and binding upon the parties.
b. Integration. This First Amendment constitutes the entire understanding and agreement of the parties and supersedes all negotiations or previous agreements between the parties with respect to all or any part of the transaction discussed in this First Amendment.
c, Effective Date. This First Amendment shall not become effective until the date it has been formally approved and executed by the appropriate authorities of the City and Consultant.
d. Applicable Law. The laws of the State of California shall govern the interpretation and enforcement of this First Amendment. e. References. All references to the Agreement include all their respective terms and provisions. All defined terms utilized in this First Amendment have the same meaning as provided in the Agreement, unless expressly stated to the contrary in this First Amendment.

IN WITNESS WHEREOF, the parties hereto have executed this First Amendment to the Agreement on the date and year first written above.

CITY OF EASTVALE:

Mark Orme, City Manager
APPROVED AS TO FORM:

Erica L. Vega, Ci • torney
ATTEST:
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NBS Government Finance Group
Michael Rentner, President & CEO
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Exhibit " B" Scope of Services
Community Facilities District Formation

KICK- OFF MEETING, PROJECT SCHEDULE
NBS will meet with City staff, legal counsel, and other interested parties to:

Establish lines of communication
Clarify the specific project goals and criteria that will meet the City' s preference Identify and resolve any special circumstances regarding the formation of the CFD Develop project schedules to meet legal requirements and provide for effective interaction of all involved parties
Establish meeting dates consistent with schedule to achieve project milestones

LOCAL GOALS & POLICIES
NBS will review existing local goals and policies or assist the City in developing local goals and policies for the use of CFDs, as required by the Mello - Roos Community Facilities Act of 1982 ( the "Act").

DATA COLLECTION
NBS will gather and review data relevant to the formation of the CFD. Data will be obtained from various sources, including City records, Assessor' sparcel maps, and County Assessor information.

DISTRICT BOUNDARIES
NBS will make determinations of the property subject to the Special Tax Establish boundaries for the CFD, giving consideration to both the project area and peripheral lands
Verify ownership based on last equalized tax roll
Formulate concepts with viable alternatives for spreading costs reasonably within the CFD boundary

CUSTOMIZED COST ESTIMATE
NBS will incorporate data relevant to estimating costs into an Excel based Cost Estimation Tool. The set up will compile the annual maintenance costs, lifecycle of each improvement, replacement costs, cost escalation capabilities tied to appropriate indexes that will be used to arrive at the project cost estimate based on the inputs of improvement plans.

NBS will customize the ultimate deliverable to include the level of specificity desired by the City. The Cost Estimate Form will generally provide a summary of the improvements and costs in a format and with the specific details as identified by the City.

NBS will review plans to retrieve the types and quantities of improvements to be operated and maintained and services to be provided within the Landscape Maintenance District.

Those improvements will then be entered into the Cost Estimation Tool. 4-
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NBS will review the output of the Cost Estimation Tool to ensure both data accuracy of the calculations and reasonableness of the results.

RATE MODELING
NBS will analyze the property data and cost estimate to formulate concepts with viable alternatives for spreading costs reasonably within the CFD boundary, taking into account the overlapping debt, value to lien and overall tax burden on the property.

RATE AND METHOD OF APPORTIONMENT
NBS will formulate and present the Rate and Method of Apportionment to the City, legal counsel, the financial advisor and others, as appropriate.

MAPPING
NBS will prepare the Boundary Map and related documents and present to the City as required by the Act.

RESOLUTIONS AND ORDINANCE
NBS will prepare the required resolutions and ordinance in accordance with the time schedule. The resolutions and ordinance will comply with the Act. Final form of the resolutions and ordinance will be reviewed and approved by legal counsel and the City.

INTENT MEETING
NBS will present to City Council and the public regarding the CFD formation process, the analysis that led to the setting of CFD special tax rates, and the methodology developed for the special tax.

CFD REPORT
Based on the results of the aforementioned reviews, discussions and modifications, NBS will prepare a detailed written report including the Cost Estimate, the Rate and Method of Apportionment and the Boundary Map and present to the City, legal counsel, and property owners. NBS will file the Special Tax Report with the City Clerk.

NOTICES AND BALLOTS
NBS will prepare and mail notices and ballots to all landowner electors within the territory of the proposed Community Facilities District. The notices and ballots will comply with Proposition 218, The Right to Vote on Taxes Act", the Act and all applicable provisions of the Elections Code. Final form of notices and ballots will be approved by City staff and legal counsel.

PUBLIC HEARING
NBS will present all necessary testimony and respond to public comments regarding the district formation proceedings.

ELECTION
NBS will assist legal counsel in the preparation of the ballot materials for the landowner election.
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ADDITIONAL CFD DOCUMENTS
NBS will prepare the Notice of Special Tax Lien in compliance with the Act. Final form of the Notice of Special Tax Lien will be approved by City staff and legal counsel.

Community Facilities District Annexation Services

KICK- OFF MEETING, PROJECT SCHEDULE
NBS will meet with City staff, legal counsel, and other interested parties to:

Establish lines of communication
Clarify the specific project goals and criteria that will meet the City' s preference Identify and resolve any special circumstances regarding the annexation of property to the CFD
Develop project schedules to meet legal requirements and provide for effective interaction of all involved parties
Establish meeting dates consistent with schedule to achieve project milestones

LOCAL GOALS & POLICIES
NBS will review existing local goals and policies or assist the City in developing local goals and policies for the use of CFDs, as required by the Mello -Roos Community Facilities Act of 1982 ( the "Act").

DATA COLLECTION
NBS will gather and review data relevant to the annexation of property to the CFD. Data will be obtained from various sources, including City records, Assessor' sparcel maps, and County Assessor information.

CUSTOMIZED COST ESTIMATE
NBS will incorporate data relevant to estimating costs into an Excel based Cost Estimation Tool. The set up will compile the annual maintenance costs, lifecycle of each improvement, replacement costs, cost escalation capabilities tied to appropriate indexes that will be used to arrive at the project cost estimate based on the inputs of improvement plans.

NBS will customize the ultimate deliverable to include the level of specificity desired by the City. The Cost Estimate Form will generally provide a summary of the improvements and costs in a format and with the specific details as identified by the City.

NBS will review plans to retrieve the types and quantities of improvements to be operated and maintained and services to be provided within the Landscape Maintenance District.

Those improvements will then be entered into the Cost Estimation Tool.

NBS will review the output of the Cost Estimation Tool to ensure both data accuracy of the calculations and reasonableness of the results.

RATE AND METHOD OF APPORTIONMENT
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NBS will review the CFD Rate and Method of Apportionment as it relates to the property to be annexed to the CFD.

UNANIMOUS APPROVAL FORM
NBS will prepare and mail the unanimous approval form to all landowner electors within the territory of the proposed annexation to the CFD. Final form of the unanimous approval will be approved by City staff and legal counsel.

ADDITIONAL CFD DOCUMENTS
NBS will prepare the Notice of Special Tax Lien in compliance with the Act. Final form of the Notice of Special Tax Lien will be approved by City staff and legal counsel. 7-
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Exhibit " B" Compensation
Community Facilities District Formation and Annexation Services Fees Community Facilities District Formation and Annexation Services Limonite CFD Formation $ 21, 500
Expenses $ 1, 500
Total Not to Exceed $ 23, 000
Leal CFD Formation $ 21, 500
Expenses $ 1, 500
Total Not to Exceed $ 23, 000
Schleisman Tract CFD Annexation $ 5,00
Expenses $ 0
Total Not to Exceed $ 5,00

EXPENSES
Customary out-f- pocket expenses will be billed to the Client at actual cost to NBS. These expenses may include, but not be limited to, mailing fulfillment, postage, reproduction, telephone, travel, meals and various third -party charges for data, maps, and recording fees.

ADDITIONAL SERVICES
The following table shows our current hourly rates. Additional services authorized by the Client but not included in the scope of services will be billed at this rate or the then applicable hourly rate.

Title Hourly Rate
Director/ Senior Review $ 250
Associate Director / Engineer $ 225
Senior Consultant $ 200
Consultant $ 175
Project Analyst $ 150
Project Resource Analyst $ 130
Clerical/ Support $ 110
LMD, BAD, and CFD Annual Administration ( Non -Bonded) Fees

COMPENSATION FOR SERVICES ADMINISTRATION SERVICES
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Project Name
CFD No. 2017- 1 (Goodman Commerce Center)
CFD No. 2017- (Sendero)
CFD No. 2019- 1 (Cloverdale Estates)
CFD No. 2020- 1 (Hamner Place)
CFD No. 2022- 1 (Limonte CFD)
CFD No. TBD ( Leal CFD)
BAD No. 2014 - 2 ( Tracts 32821 & 32821- 1)
Illumination Dist. No. 2
LLMD No. 89- 1C, Mult Zone
LLMD No. 2014- 1 (Tract 36382)
LLMD No. 2014- 3 (Tract 36423)
LLMD No. 2014- 4 (Parcel Map 35865)
LMD 2001- 1
LMD 2001-
LMD 2001- 3
LMD 98- 2
Base Fee
3, 532. 75
3, 532. 75
3, 532. 75
3, 532. 75
3, 532. 75
4, 500. 0
2, 663. 15
5, 435. 00
15, 761. 50
1, 793. 55
1, 793. 55
706. 55
15, 761. 50
13, 587.0
16, 305. 00
8, 696. 00
Per Zone
N/ A
N/ A
N/ A
N/ A
N/ A
750. 00
N/ A
N/ A
N/ A
N/ A
N/ A
N/ A
N/ A
N/ A
N/ A
N/ A
NTE Expenses
100. 00
100. 00
100. 00
100. 00
100. 00
100 per Zone
100. 00
100. 00
100. 00
100. 00
100. 00
100. 00
100. 00
100. 00
100. 00
100. 00
ENGINEER SIGNATURE AND STAMP OF ANNUAL ENGINEER' SREPORT —

OPTIONAL SERVICE
Fee per Report $ 750. 00

ANNUAL FEE INCREASES
Cost of living increases may be applied to the Administration services listed above on October 1 each year, beginning with the invoices issued on October 1, 2024. The COLA would be the actual cost of living increase based on the 12 -month change from April/ May to April/ May in the U. S. Department of Labor, Bureau of Labor Statistics, Consumer Price Index for all urban consumers for the applicable region for the City' s location.

EXPENSES
Customary out-f- pocket expenses will be billed to the City at actual cost to NBS. These expenses may include, but not be limited to, mailing fulfillment, postage, reproduction, telephone, travel, meals and various third -party charges for data, maps, and recording fees.

ADDITIONAL SERVICES
The following table shows our current hourly rates. Additional services authorized by the City but not included in the scope of services will be billed at this rate or the then applicable hourly rate.

Title
Director
Associate Director / Engineer
Senior Consultant / Manager
Consultant
Financial Analyst
Clerical / Support
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Hourly Rate
250
225
200
175
150
110
1600
A-2022- 016

AGREEMENT FOR SERVICES
Special Financing District Annual Administration Professional Services This Agreement for Services (" Agreement") is entered into as of this 23rd day of February, 2022 by and between the City of Eastvale, a municipal corporation (" City") and NBS Government Finance Group, a California Corporation (" 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 direct negotiation 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.

D. The Parties agree that this Agreement shall supersede all previously executed agreements between the City and Contractor.

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 three (3) years with the option of extending for two ( 2) subsequent one ( 1) year terms 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 BE
1601
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 six hundred thirty-seven thousand dollars ($ 637,000), 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.
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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, 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 work, services, 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 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 3-
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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, unless such authority is expressly conferred under this Agreement or is otherwise expressly conferred in writing by City. 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 officers, employees, or agents except as set forth in this Agreement. Contractor shall not at any time or in any manner represent that Contractor or any of Contractor's officers, employees, or agents are in any manner officials, officers, employees or agents of City. c) Neither Contractor, nor any of Contractor' s officers, employees or agents, 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 may have to any such rights.

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 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. 4-
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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, color, religious creed, national origin, ancestry, sex, age, physical handicap, medical condition or marital 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, at 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 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. 5-
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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.

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. 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 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 1606
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, 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 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 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.
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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 " 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. 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. 1608
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: Amanda Wells, Finance Director/ City Treasurer
12363 Limonite Ave., Suite 910
Eastvale, CA 91752
To Contractor: NBS Government Finance Group
Attn: Adina McCargo, Director
32605 Temecula Parkway, Suite 100
WE
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Temecula, CA 92592
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 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 or services by Contractor shall not constitute a waiver of any of the provisions of this Agreement. 10-
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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).

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
Henry Garcia
Acting City Manager
11 -
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ATTEST:
arc DonoRiue
City Clerk

APPROVED AS TO FORM
C- cc -
Erica Vega
City Attorney

NBS GOVERNMENT FINANCE
GROUP
wl' 41ztyMichael Rentner
President & CEO
NOTE: CONTRACTOR' S SIGNATURES SHALL BE DULY NOTARIZED, AND

APPROPRIATE ATTESTATIONS SHALL BE INCLUDED AS MAY BE

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.
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ATTEST:

Marc
m
Donohue
City Clerk

APPROVED AS TO FORM
1 Erica Vega
City Attorney

NBS GOVERNMENT FINANCE
GROUP
Adina McCargo
Director
NOTE: CONTRACTOR' S SIGNATURES SHALL BE DULY NOTARIZED, AND

APPROPRIATE ATTESTATIONS SHALL BE INCLUDED AS MAY BE

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.
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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 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 C- 1
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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 C- 2
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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.

C- 3
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Exhibit A

SCOPE OF SERVICES
1972 Act Landscape and Lighting Maintenance District ( LIVID) and 1982 Act Benefit Assessment District ( BAD) Administration

DATABASE DEVELOPMENT
NBS will update the database with current County Assessor' s information including property owner names and addresses, and any other available data that will augment the existing database.

BUDGET PREPARATION
NBS will meet with City staff to review the district budget for the coming fiscal year. This budget will be based on historical costs and actual and/ or projected changes in costs and/ or improvements to be maintained. Cost categories may include but are not limited to capital improvements and maintenance costs, incidental costs ( engineering, legal, City administration) and reserve funds.

ASSESSMENT COMPUTATION AND RATE ANALYSIS
NBS will compute the assessment for each parcel within the district according to the Method of Assessment. NBS will provide an assessment summary which will include the maximum assessments and current year assessments, separated by zone and method of assessment categories, if applicable.

ENGINEER' S REPORT PREPARATION
NBS will prepare the annual Engineer' s Report and provide to City staff. The annual Engineer' s Report does not require a Registered Professional Engineer ( PE) signature and stamp unless an assessment increase, as defined by Proposition 218, occurs. The Report will consist of:

District background information.

A detailed and technically supported Method of Assessment.

A description of the improvements and services that are being funded by the District.

A cost estimate for the improvements and services being funded.

Copy or reference to the original District Diagram.

A table showing assessment levies by zone and method of assessment categories.

An Assessment Roll listing assessments by parcel or reference a complete roll on file with the City.

REPORT REVIEW AND APPROVAL
NBS will meet via conference call with City staffto review the Engineer' s Report for modifications and approval.

NOTICING AND RESOLUTION COORDINATION
NBS will coordinate activities to ensure that required tasks are completed within the scheduled time frame. NBS will assist the City ( or the City' s legal counsel) with preparation of any notice of public hearing or other meetings requiring publication. NBS will assist the City ( or the City' s legal counsel) with preparation of the staff report, all legal notices and the associated resolutions described below:

NBSCity of E e
Annual Special financing District Administration Page 1 1617
Resolution describing improvements, initiating proceedings, and ordering the engineer to prepare and file a report for the City.

Resolution preliminarily approving the Engineer' s Report.

Resolution of Intention declaring the intention of the City Council to levy and collect assessments and setting a date for the public hearing.

Resolution authorizing the placement of assessments on the secured property tax bills.

PUBLIC HEARING ATTENDANCE
NBS will attend the public hearing as requested by the City.

LEVY SUBMITTAL
NBS will submit the levy to the County Auditor -Controller in the required format. Assessments rejected by the County Auditor -Controller will be researched and resubmitted for collection on the County Tax Roll.

Any parcels that are not accepted by the County for collection will be invoiced with payment to be directed to the City.

MAINTAIN DISTRICT DATA
NBS will annually track all parcel changes to ensure that all changes are documented. Historical parcel change data will be maintained by NBS.

ANNUAL LEVY REPORT
NBS will provide an annual Levy Summary Report. The report will include a parcel listing with key rate identifiers and final levy amounts. Parcel and levy data can be provided via an emailed electronic file and printed, if desired.

CONSULTING SUPPORT
NBS shall provide a toll -free phone number for use by the City, other interested parties, and all property owners. NBS will be available to answer questions regarding the District and the ongoing collection of assessments. Bilingual staff is available to assist Spanish- speaking property owners.

Community Facilities District Administration ( Non -Bonded)

DATA COLLECTION
NBS will gather and review data pertinent to the administration of the Community Facilities District ( CFD).

Data will be obtained from various sources such as assessor' s parcel maps, building permits and county assessor information as determined to be necessary based on the requirements ofthe Rate and Method of Apportionment. NBS will maintain and periodically update a database of all parcels within the CFDs and relevant parcel information.

ADMINISTRATIVE COST RECOVERY
NBS will assist the City in identifying all costs associated with the administration of the CFD and recover those costs through the levy process as outlined in § 53317( e) and § 53340 of the Government Code of the State of California. Such costs may include but are not to be limited to: bank fees, legal fees, county tax collection fees, and costs and expenses of the City and its consultants related to administration of the CFD. w' 1 V BS City Annual of Eastvale Special Financing District Administration Page 2 1618

SPECIAL TAX REQUIREMENT
NBS will calculate the annual Special Tax Requirement that will include all necessary components as outlined in the Rate and Method of Apportionment, such as funds necessary for authorized services and maintenance, administrative expenses, collection costs for direct financing of services or facilities, and credits as determined from the analysis of the CFD funds.

LEVY CALCULATION
NBS will calculate the annual special tax levy for each parcel within the CFD following the guidelines established in the Rate and Method of Apportionment.

LEVY SUBMITTAL
NBS will submit the levy to the County Auditor -Controller in the required format by the County' s deadline.

Special Taxes rejected by the County Auditor -Controller will be researched and resubmitted for collection on the County Tax Roll. Any parcels that are not accepted by the County for collection will be invoiced directly to the parcel owner, with payment to be directed to the City.

SPECIAL TAX LEVY REPORT
NBS will provide an annual Special Tax Levy Report. This report will include a parcel listing with levy amounts and other parcel information, the details of the annual Special Tax Requirement, fund analysis, administrative expenses to be recovered, and status of the project and current issues affecting the CFD.

ADDITIONAL REPORTING
NBS will be a resource to the City by staying current and identifying any new legislation and reporting requirements as they relate to the CFD.

For each of the following reporting requirements, NBS will review all pertinent documents and obtain the information needed to:

Prepare the required reporting to the California State Controller' s Office California Government Code, Section 12463. 2, enacted as part of AB 2109. Provide to City staff for inclusion in the annual financial transaction report.

Assist in the filing of the SB 165 report to the City Council each year to comply with legislation that enforces additional reporting requirements. California Government Code, Sections 50075. 3 or 53411.

Prepare other reports as required by any State and/ or Federal disclosure reporting requirements pertaining to each CFD, as applicable, amended, or newly enacted and required. This may be subject to additional fee.

NOTICE OF SPECIAL TAX DISCLOSURE
NBS will provide Notice of Special Tax Disclosure notices to requesting parties as required by § 53340. 2 and 53341. 5 of the Government Code of the State of California. The fee of any Notice of Special Tax shall be billed to the party requesting the disclosure form.

CONSULTING SUPPORT
NBS will provide a toll -free phone number for use by the City, other interested parties, and property owners. Our staff will be available to answer questions regarding the CFD and ongoing collection of the special tax. Bilingual staff is available for Spanish- speaking property owners.

NBS Airy of
Special
le
V 7 Annual Special Financing District Administration Page 3 1619
Exhibit B

PROFESSIONAL FEES
LIVID and BAD Annual Administration
LIVID 89- 1C ( Zones 10, 33, 41, 79, 85, 111, 115, 116, 147, 151, and 156)......................................... $ 14, 500 Illumination District No. 2.................................................................................................................... $ 5, 000 LIVID98- 2............................................................................................................................................. $ 8, 000 LIVID2001- 1....................................................................................................................................... $ 14, 500 LIVID2001- 2....................................................................................................................................... $ 12, 500 LIVID2001- 3....................................................................................................................................... $ 15, 000 BAD 2014- 2 ( Tracts 32821 & 32821- 1)................................................................................................ $ 2, 450 LIVID 2014- 1( Tract 36382)................................................................................................................... $ 1, 650 LIVID 2014- 3 ( Tract 36423)................................................................................................................... $ 1, 650 LIVID 2014-4 (Tract 35865)...................................................................................................................... $ 650 Subtotal............................................................................................................................................. $ 75, 900 EstimatedExpensesM................................................................................................................... NTE $ 1, 000 Total.................................................................................................................................................. $ 75, 900 1) See description of expenses below
CFD Annual Administration (Non -Bonded)
CFD 2017- 1 ( Goodman Commerce Center) ....................

CFD 2017- 2( Sendero).....................................................

CFD 2019- 1( Cloverdale Estates) ....................................

CFD 2020- 1( Hamner Place) ............................................

CFD20224' I...................................................................

Subtotal..........................................................................

Estimated ExpensesM....................................................

Total............................................................................... 1) Anticipated to be formed by June 2022
2) See description of expenses below
ADDITIONAL OPTIONAL SERVICES — HOURLY RATES
3, 250
3, 250
3, 250
3, 250
3, 250
I................ $ 16, 250
NTE $ 500
16, 750
The following table shows our current hourly rates. Optional services authorized by the City but not included in the scope of services will be billed at this rate or the then applicable hourly rate. This may include attendance at additional meetings or other on -call consulting services, as requested.

NBSiCity of AnnualSpecial
Financing District Administration Page 4
1620
Title
Director
Hourly Rate
225
Associate Director / Engineer 210
Senior Consultant / Manager 175
Consultant 155
Analyst 130
Clerical / Support 105

ANNUAL FEE INCREASES
Cost of living increases may be applied to the services listed above in October each year, beginning with October 2023. The increase would be the actual cost of living increase based on the U. S. Department of Labor, Bureau of Labor Statistics, Consumer Price Index ( CPI) for all urban consumers for the City' s area. 1 -taAM
Administration services fees are for the first year, with possible CPI adjustment in subsequent years, as referenced above. Such fees will be invoiced at the beginning of each quarter. Expenses will be itemized and included in the next regular invoice. Fees for all other services will be invoiced upon completion of the task. Ifthe project is prematurely terminated by either party, NBS shall receive payment for work completed. Payment shall be made within 30 days of submittal of an invoice. If payment is not received within 90 days, simple interest will begin to accrue at the rate of 1. 5% per month. Either party can cancel administration contracts with 30 days' written notice.
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AGENDA STAFF REPORT
City Council Meeting

PUBLIC HEARINGS
Agenda Item No. 12.1
May 28, 2025
PLN24-20053 – Density Bonus Agreement, Tenta.ve Tract Map 39022, and Major Development Review for Warmington
Residential Development (CONTINUANCE)
Prepared By:

Jamie K. Cerda, AICP, Principal Planner
Recommended Action(s)
Staff recommends that the City Council take the following actions:

1. Find the project exempt from CEQA pursuant to CEQA Guidelines Sec'on 15183 based on the findings and conclusions provided in the Exemp'on Determina'on Report, a0ached hereto and the conclusion that the proposed project would not result in new or more severe impacts to the environment beyond what was previously evaluated and disclosed by the General Plan EIR (State Clearinghouse No. 20222080090);

2. Approve the Affordable Housing Agreement and Declaration of Restrictive Covenants between Warmington Residen'al California, Inc. and the City of Eastvale, and authorize the City Manager to execute;

3. Authorize City Manager or designee to execute Resale Restric'on Agreement and related documents between the City and initial homeowner(s) of affordable units;

4. Approve Ves'ng Tenta've Tract Map No. 39022 to subdivide three (3) exis'ng residen'al lots totaling 8.3-acres (7.9 net acres) into 76 residen'al lots, four (4) for water quality and open space purposes and five (5) for private street purposes, subject to conditions of approval; and

5. Approve Major Development Review for the master building architecture and site planning of 76 single-family residen'al lots, landscaping, and parking areas, subject to condi'ons of approval.
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Summary
The applicant, Warmington Residen'al California, Inc. is reques'ng approval of a density bonus agreement, Ves'ng Tenta've Tract Map (VTTM) No. 39022 to subdivide three (3) exis'ng residen'al lots totaling 8.3-acres (7.9 net acres)(proper'es addressed as 8312 Grapewin Street and 8330 Archibald Avenue) into 76 single-family residen'al lots, four (4) lots for water quality and open space purposes, and five (5) lots for private street purposes, as well as the master site planning and architecture of the 76 single-family residen'al homes with four (4) proposed as affordable to verylow income buyers.

As proposed, the project will u'lize waivers from development standards through a density bonus agreement pursuant to California Government Code sec'ons 65915 through 65918 and Eastvale Municipal Code (EMC) Sec'on 120.05.090. Addi'onally, the proposed project is subject to the provisions of Housing Accountability Act (HAA), which requires the City to approve the project at the density permi0ed by the General Plan land use designa'on for the subject site. The project requires approval by the City Council for the density bonus to allow up to 9.16 dwelling units per acre (du/ac). Staff recommends approval of the applicant’s requests as the project sa'sfies the intent of the Eastvale General Plan 2040’s Housing Element to promote the development of adequate housing to meet the City’s fair share of the region’s housing needs for all income segments of the population and the provisions of HAA and State Density Bonus Law.

Background
The Housing Accountability Act (“HAA”) (Government Code Sec'on 65589.5) prohibits the City from denying a housing development project, or condi'oning it to be a lower density, if the project complies with all applicable objec've general plan, zoning, and subdivision standards and criteria unless a wri0en finding is made supported by a preponderance of the evidence in the record that both the following condi'ons exist: (A) The housing development project would have a specific, adverse impact upon the public health or safety, and (B) There is no feasible method to sa'sfactorily mi'gate or avoid the specific, adverse impact other than disapproval of the project or condi'oning the project to be built at a lower density. The HAA defines a “specific, adverse impact” as “a significant, quan'fiable, direct, and unavoidable impact, based on objec've, iden'fied wri0en public health or safety standards, policies, or condi'ons as they existed on the date the applica'on was deemed complete.”
The HAA further clarifies that a project is deemed to be consistent with applicable zoning standards and criteria if it is consistent with all applicable general plan standards and criteria but the zoning for the site is inconsistent with the General Plan. The HAA also specifies that the receipt of a density bonus, incen'ves, concessions, waivers or reduc'ons of development standards under the Density Bonus Law is not a basis on which a proposed housing project can be found inconsistent with applicable standards.

On April 23, 2025, the City Council conducted a public hearing on the proposed residen'al development. At that mee'ng, City staff presented comprehensive informa'on regarding the project’s tenta've tract map, site planning, architectural design, landscaping, and density bonus requests. The presenta'on also included a discussion of the Housing Accountability Act's applicability to the project. A copy of the April 23, 2025, staff report can be found as A0achment 1 of this report.
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Following the presenta'on and public tes'mony, the City Council con'nued the item to the May 28, 2025 City Council mee'ng, to allow staff 'me to further analyze several health and safety concerns raised during the hearing. Chief among these concerns was the proximity of the project’s sole drive aisle to a signalized intersec'on at Archibald Avenue, an urban arterial roadway with high vehicle speeds, and Grapewin Street. The Council expressed concern that the loca'on of the primary access point could result in increased risk of traffic collisions, par'cularly from vehicles accelera'ng or decelerating in and out of the community at a location where line of sight visibility is hindered.

Addi'onal concerns included the close proximity of residen'al units to Archibald Avenue and the poten'al impacts to future residents. Council also requested that the applicant explore the possibility of conver'ng the proposed emergency vehicle access (EVA) connec'on to Grapewin Street into a full access point for residents. This would allow residents to u'lize the exis'ng signalized intersec'on at Archibald Avenue and Grapewin Street, poten'ally improving both ingress and egress safety. Lastly, parking concerns were raised by the City Council.

Analysis
Following the City Council's direc'on on April 28, 2025, staff ini'ated a focused review of the health and safety concerns associated with the project’s proposed circula'on and access design, par'cularly with respect to the proximity of the primary drive aisle to the signalized intersec'on at Archibald Avenue.

Access Proximity and Traffic Safety
Archibald Avenue is classified as an urban arterial roadway pursuant to the Eastvale 2040 General Plan with rela'vely high vehicle speeds and significant daily traffic volumes. The proposed main access point for the community is located 401 feet to a signalized intersec'on (i.e. Grapewin Street), which raised concerns by City Council about the poten'al for traffic conflicts related to turning movements, queuing, and accelera'on/decelera'on pa0erns. Included as A:achment 7 is a memorandum prepared by City’s Traffic Engineering consultant (i.e., Fehr & Peers) which analyzes several driveway access considera'ons including Riverside County Transporta'on Design Standards, right in/right out access, intersec'on control, and sight distance. In summary, Fehr & Peers found the project access sa'sfies local and state intersec'on distance considera'ons and proposes industry best prac'ces to manage access to the unsignalized driveway. As such, staff did not iden'fy any significant impacts to public health or safety.

Proximity of Residential Units to Archibald Avenue
Ten of the proposed residen'al lots rear on to Archibald Avenue with one (1) lot that sides onto Archibald Avenue. Of the eleven units adjacent to Archibald Avenue, Lot 10 has the smallest proposed setback from the public right-of-way at 12.3’ (rear setback). Included in the ul'mate rightof-way for Archibald Avenue is a 21’ meandering trail inclusive of a five (5) foot sidewalk and 16 feet of landscaping prior to the roadway; therefore, the nearest residen'al unit to the roadway of Archibald Avenue is 33.3’ (Lot 10). In review of the proposed project, staff iden'fied a number of proper'es throughout the City that side or rear on to Archibald Avenue, Limonite Avenue, and Hamner Avenue with setbacks less than Lot 10. More specifically, five (5) proper'es north of the project site and south of Chandler Street, side or rear onto Archibald Avenue with a setback distance less than Lot 10 (12.3’).
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The smallest setback found was located at 14193 Creek Sand Court with an eight-foot side yard setback which also includes a 21’ of meandering sidewalk and landscape to buffer the residen'al unit from the roadway. Similar to the exis'ng residen'al units found adjacent to urban arterials each of the proposed lots would be mi'gated from poten'al impacts by a six-foot-tall masonry wall and landscape buffer. For these reasons staff determines the loca'on of the residen'al units is consistent with similar exis'ng developments and will not have an adverse impact upon public health and safety.

Grapewin Street Access Option
At the Planning Commission’s direc'on, and reiterated at the April 23, 2025, City Council mee'ng, staff has asked the applicant to ini'ate discussions with the private property owner of Grapewin Street to explore the feasibility of conver'ng the proposed emergency vehicle access (EVA) into a full-access connec'on for residents. As illustrated in A:achment 8, the first 120 feet of Grapewin Street falls into the ownership of three different en''es (i.e., City of Eastvale, River Glen Maintenance Corpora'on, and Jurupa Community Services District). In order to obtain full access rights for the future residents of Warmington’s proposed community, the applicant must secure those rights with both River Glen Maintenance Corp and Jurupa Community Services District. If successful, this connec'on could offer an addi'onal ingress/egress point aligned with the exis'ng Grapewin/Archibald signal, which may reduce traffic volumes at the Archibald Avenue access and aid in overall circula'on and emergency response access. However, it is important to note that fullaccess to the Project from Grapewin is not required to meet any health or safety standards applicable to the project.

Parking
In addi'on to the items noted above, parking concerns were voiced by City Council at the April 23, 2025 City Council mee'ng. Pursuant to Sec'on 120.05.060 of the Eastvale Zoning Code, the project would exceed the City’s minimum parking requirement of 152 spaces (2 spaces per dwelling unit) by 162 parking spaces. Each proposed dwelling unit would include two (2) garage spaces and two (2) driveway spaces, for a total of 304 spaces, as well as an addi'onal 10 on-street parallel open/guest parking stalls. In addi'on to the City of Eastvale Municipal Code, the site is parked in compliance with California Government Code Sec'on 65915(p)(1)(B)(C) in that California Density Bonus Law allows 2.5 parking spaces per four or more bedroom units, inclusive of handicapped and guest parking.

To proac'vely address any neighborhood parking impacts that could result from the project, the Condi'ons of Approval for the DR include provisions requiring the following parking management prac'ces, to be incorporated into the final, recorded CC&Rs, and applicable throughout the life of the project:

Requiring onsite parking permits (such as s'ckers or hangtags) for any parking in the surface guest parking spaces;
Policies for maximum times vehicles may be parked in the surface guest spaces; Policies for towing unauthorized vehicles; vehicles parked in unauthorized loca'ons, such as fire lanes; vehicles parked in surface guest parking without a s'cker, hangtag, or other identifiers; and vehicles parked longer than any maximum guest parking timeframes allowed; Policies prohibi'ng the parking, storage, or driving of commercial vehicle, RV, boat, trailer, ATV, golf cart, or similar vehicle on-site;
Policies requiring all garages be used for the sole purpose of housing parked vehicles (i.e., not 12363 Limonite Avenue | Suite 910 | Eastvale, CA 91752
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for storage purposes); and
Policies authorizing rou'ne garage inspec'ons to ensure garages are available for vehicle parking
Based on the above, staff supports the proposed parking plan and does not an'cipate a parking shortage from the project.

Analysis Conclusion
As analyzed in the April 23, 2025, staff report, the General Plan land use designa'on and zoning for the project site are inconsistent. The City has applied the R-1 zoning district standards to the project, which is the zoning district most consistent with the Single-Family Law general plan land use designa'on for the site, as is allowed by the HAA. This project deviates from the applicable general plan and zoning standards only as permi0ed by the Density Bonus Law. Therefore, the project is deemed consistent with all applicable objec've General Plan, zoning and subdivision standards and criteria. Furthermore, the project has been reviewed by all relevant agencies and departments, including fire, and public works/engineering. No comments were received indica'ng that the project was inconsistent with any applicable, objec've, wri0en public health or safety standards; therefore, staff supports the applicants requests.

Environmental
Pursuant to California Environmental Quality Act (CEQA) Guidelines Sec'on 15183, because implementa'on of the proposed project would not result in impacts that are peculiar to the project site and the proposed project would not result in new or more severe impacts to the environment beyond what was previously evaluated and disclosed by the General Plan EIR, no addi'onal environmental review beyond a Sec'on 15183 Exemp'on Report is required for the proposed project. A Sec'on 15183 Exemp'on Report was prepared for the project and has been included as Attachment 7 of this report.

Strategic Plan Action - Priority Level: N/A | Target #: B | Goal #: E Diversify the housing stock with more options.

Fiscal Impact
Processing the proposed applica'ons will have li0le to no fiscal impact on the City as the project is funded by the applicant.

Prior City Council/Commission Action
On March 19, 2025, the Planning Commission took public tes'mony on the requested items and by a 5-0 vote, recommended the Eastvale City Council find that the project is exempt from CEQA based on the findings in the Exemp'on Determina'on Report and approve Ves'ng Tenta've Tract Map 39022, the Major Development Review and the Density Bonus Agreement with Warmington Residen'al to construct 76 single family residences with four units set aside for the very low-income category. The Planning Commission complimented the applicant on the proposed architecture of the homes and requested the applicant work with the property owners of Grapewin Street (private street) to obtain full ingress/egress access rights for their residential community.

On April 23, 2025, the City Council took public tes'mony on the requested items and by a 5-0 vote, con'nued the public hearing un'l May 28, 2025, to allow staff the opportunity to re-evaluate the 12363 Limonite Avenue | Suite 910 | Eastvale, CA 91752
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project for any poten'al health and safety issues and provide the applicant addi'onal 'me to secure full ingress/egress access rights to the proposed emergency vehicle access located at the project’s northwest boundary.

Attachment(s)
Attachment 1 - April 23, 2025 City Council Staff Report Attachment 2 - CEQA Exemption Report
Attachment 3 - Density Bonus Agreement
Attachment 4 - Resolution
Attachment 5 - Conditions of Approval (VTTM)
Attachment 6 - Conditions of Approval (MDR)
Attachment 7 - Grapewin Street Ownership Exhibit
Attachment 8 - Fehr & Peers Traffic Memorandum
Attachment 9 - PowerPoint 05.28.25
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AGENDA STAFF REPORT
City Council Meeting

PUBLIC HEARINGS
Agenda Item No. 12.1
April 23, 2025
PLN24-20053 – Density Bonus Agreement, Tenta.ve Tract Map 39022, and Major Development Review for Warmington
Residential Development
Prepared By:

Jamie K. Cerda, AICP, Principal Planner
Recommended Action(s)
Staff recommends that the City Council take the following actions:

1. Find the project exempt from CEQA pursuant to CEQA Guidelines Sec'on 15183 based on the findings and conclusions provided in the Exemp'on Determina'on Report, a0ached hereto and the conclusion that the proposed project would not result in new or more severe impacts to the environment beyond what was previously evaluated and disclosed by the General Plan EIR (State Clearinghouse No. 20222080090);

2. Adopt a Resolu'on Approving the Density Bonus, Ves'ng Tenta've Tract Map No. 39022, and to subdivide three (3) exis'ng residen'al lots totaling 8.3-acres (7.9 net acres) into 76 residen'al lots, four (4) for water quality and open space purposes and five (5) for private street purposes, subject to condi'ons of approval, and the Major Development Review for the master building architecture and site planning of 76 single-family residen'al lots, landscaping, and parking areas, subject to conditions of approval;

3. Approve the form of Density Bonus Agreement between Warmington Residen'al California, Inc. and the City of Eastvale and authorize the City Manager to execute;

4. Approve the form of Resale Restric'on Agreement and related documents between the City and ini'al homeowner(s) of affordable units and authorize the City Manager to execute Resale Restriction Agreements with the initial homebuyers of the four affordable units. 12363 Limonite Avenue | Suite 910 | Eastvale, CA 91752
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Summary
The applicant, Warmington Residen'al California, Inc. is reques'ng approval of a density bonus, Ves'ng Tenta've Tract Map (VTTM) No. 39022 to subdivide three (3) exis'ng residen'al lots totaling 8.3-acres (7.9 net acres)(proper'es addressed as 8312 Grapewin Street and 8330 Archibald Avenue) into 76 single-family residen'al lots, four (4) lots for water quality and open space purposes, and five (5) lots for private street purposes, as well as the master site planning and architecture of the 76 single-family residen'al homes with four (4) proposed as affordable to verylow income buyers.

As proposed, the project includes a density bonus and waivers of development standards under the State Density Bonus Law (California Government Code Sec'on 65915 through 65918) and Eastvale Municipal Code (EMC) Sec'on 120.05.090 because the project sets aside four (4) units for very-low income buyers. The EMC requires density bonuses to be approved by the City Council. The proposed density of the site is 9.16 dwelling units per acre (du/ac). The General Plan land use designa'on and zoning for the project site are inconsistent, however, a change of zone is not required for the project under the Housing Accountability Act (HAA), which allows housing development projects to proceed in such situa'ons if consistent with the General Plan land use designa'on. Staff is recommending approval of the applicant’s requests due to the project sa'sfying the intent of the Eastvale General Plan 2040’s Housing Element to promote the development of adequate housing to meet the City’s fair share of the region’s housing needs for all income segments of the popula'on and because the State Density Bonus Law does not give local agencies discre'on to deny a density bonus if an applicant has met all of the statutory criteria.

Background
Location
The 8.3-acre project site is located on three (3) exis'ng residen'al lots addressed as 8330 Archibald Avenue and 8312 Grapewin Street at the southeast corner of Archibald Avenue and Grapewin Street. The project site is bound by residen'al to the north, Vantage Point Church to the south, the Santa Ana Watercourse to the east and Archibald Avenue to the west.

Housing Accountability Act (HAA)
The applicant is proposing the subject development pursuant to the Housing Accountability Act (HAA) pursuant to Government Code Sec'on 65589.5 (A9achment 1). The HAA established the state’s overarching policy that a local government may not deny, reduce the density of, or make infeasible housing development projects, emergency shelters, or farmworker housing that are consistent with objec've local development standards. The HAA was originally enacted in 1982 to address local opposi'on to growth and change. Communi'es resisted new housing, especially affordable housing, and consequently, mul'ple levels of discre'onary review oIen prevented or delayed development. As a result, developers had difficulty ascertaining the type, quan'ty, and loca'on where development would be approved. The HAA was intended to overcome the lack of certainty developers experienced by limi'ng local governments’ ability to deny, make infeasible, or reduce the density of housing development projects.

The applica'on is subject to the HAA and, as such, the proposed development site will not be required to be rezoned, if found consistent with the objec've General Plan standards for the property. Moreover, the development is required to comply with the objec've Zoning Code 12363 Limonite Avenue | Suite 910 | Eastvale, CA 91752
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standards applicable to the property, but only to the extent that they facilitate the development at the density allowed by the General Plan. Although the project site is currently zoned A-1 Light Agriculture, City Staff has iden'fied the R-1 One-Family Dwelling zoning designa'on as the most closely consistent zone with the exis'ng General Plan land use designa'on for the purpose of establishing development standards for the project (per HAA).

State Density Bonus Law
The California Density Bonus law allows developers who meet the requirements of the state law to seek increases in base density in exchange for providing affordable units on site. To help make construc'ng on-site affordable units feasible, the law allows developers to seek up incen'ves/concessions and an unlimited number of development standard waivers if applica'on of the standards would physically preclude the development of the project at the density proposed.

The first version of the Density Bonus Law was adopted in 1979 and has since been amended at various 'mes. In early 2017, the law was amended to restrict the ability of local jurisdic'ons to require studies to “jus'fy” the density bonus. The Density Bonus Law provides that an agency "shall" approve a density bonus if the project sets aside the requisite number of units for sale or rent to qualifying households.

This project includes a density bonus but the applicant has not sought any incentives or concessions.

Waiver of Development Standards
Pursuant to HAA, the City has selected the One-Family Dwelling (R-1) development standards for the project. However, pursuant to the Density Bonus Law, the developer is seeking specific waivers from certain R-1 standards to facilitate development of the project at the density allowed under the Density Bonus Law. Table 1 outlines the waivers requested by the applicant.

Table 1: Requested Waivers
Item R-1 Standard Requested
Minimum Lot Size 7,200 square feet 2,805 square feet
Minimum Lot Width 60 feet 33 feet
Minimum Lot Depth 100 feet 80 feet
Side Interior Setback 5 feet 4 feet
Side Street Setback 10 feet 4 feet
Max Fence Height 6 feet

7.5' (1.5 retaining with 6' privacy
fence)
9' (3' retaining with 6' privacy
fence)
15' (9' retaining with 6' privacy
fence)
Street Width
32 feet curb to curb
50-foot right-of-way
26 feet curb to curb
34-foot right-of-way
(Modified County Standard 106,
given private streets)
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RDS-14 (PG 19)
For detached single-family
residential homes . . . 51 to 99
units: minimum of four different
floor plans
Three floor plans
RDG-7 (PG 20)
All projects of 10 or more
residential lots should include at
least one-single-story floor plan
Tow-story plan types (No singlestory model)
The Density Bonus Law requires the City to waive development standards that physically preclude the development of the project at the density proposed unless the City can make a finding of "specific, adverse impact," as defined by the HAA, upon the health or safety, or the waiver would violate State or federal law.

To ensure the housing units remain affordable according to the density and waivers that are being granted by the City, the applicant is required to enter into a Density Bonus Agreement (Attachment 8) with the City. The Density Bonus Agreement iden'fies the affordable units, and their household income limits, and other per'nent language such as the requirement for a resale restric'on agreement between the City and the ini'al homebuyers of the affordable units (A9achment 8.1).

The Density Bonus Law requires the City to ensure the affordable units that qualified the development for a density bonus are ini'ally sold to qualifying households at an affordable sales price and requires those ini'al buyers to enter into an equity sharing agreement that will apply in the event the home is sold. Details related to the Density Bonus Agreement are discussed under the Density Bonus Agreement section of this report.

Analysis
Tentative Tract Map No. 39022
The applicant has submi0ed an applica'on for Ves'ng Tenta've Tract Map (VTTM 39022) to subdivide three developed lots totaling 8.3 acres (7.9 net acres) into seventy-six (76) single family residen'al lots, four (4) lots for water quality and open space purposes and five (5) lots for private street purposes within the Single-Family-Low land use designa'on. At present, the project site is developed with a residential structure and livestock farm utilized for past agricultural purposes, all of which would be demolished with the development of the proposed tract.

Municipal Code requirements pertaining to subdivisions (Tract Maps and/or Parcel Maps) are governed by the Subdivision Map Act (State of California Government Code § 66410-66499.58), and Title 130 (Subdivision) of the Eastvale Municipal Code. Furthermore, all subdivision maps must comply with the provisions of the City General Plan, Zoning Code, and all other ordinances, statutes and laws pertaining to the use, sale, leasing or subdivision of land.

General Plan Consistency
The subject property is classified as Single-Family-Low in the Eastvale General Plan 2040. This classifica'on allows up to a maximum of eight (8) dwelling units per acre or a base density of 66 total dwelling units for the project site (8 du/ac x 8.3 ac ≈ 66 du). Pursuant to the California Density Bonus law, the density bonus is the number of units permi0ed to be built in addi'on to the “base density”, or the number of units that would be permi0ed to be built under generally applicable local requirements without a density bonus. The amount of the density bonus is set on a sliding scale, based upon the percentage of affordable units at each income level (A9achment 2- State Density 12363 Limonite Avenue | Suite 910 | Eastvale, CA 91752
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Bonus Law).

With the applicant’s u'liza'on of State Density Bonus law providing an affordable unit percentage of five percent (5%) or four (4) affordable units for the very low-income category or $51,250 annually, adjusted for a four-person household size (66 total du X 0.05 affordability rate ≈ 4 affordable du) the applicant is en'tled to a density bonus of twenty percent (20%) or an addi'onal fourteen (14) units above the base density of what would be permi0ed to be built under the General Plan without a density bonus; however, it should be noted that while the applicant is en'tled to construct 80 residen'al units under State Density Bonus Law (66 base units + 14 density bonus units = 80 allowable residential units), the applicant is requesting a total of only 76 residential units as part of this project.

Table 2: Density Bonus Calculation
Affordable Unit - 5% (4 unitsvery low income)*
Density Bonus Calculation Units Allowed
Base Density - Single Family Low 8.3 acres x8 du/ac 66 Units 20 Percent State Density Bonus (66 x 0.20) +14 units
Total Units
80 Units allowed, 76 units
proposed
*Affordable unit percentage is calculated excluding units added by a density bonus.

Vesting Tentative Tract Map No. 39022 ( Attachment 3) proposes a density of 9.16 du/ac (i.e., 76 residential lots ÷ 8.3 acres = 9.16 du/ac), exceeding the permitted density for the site per the General Plan (i.e., 8 du/ac); however, pursuant to State Density Bonus Law, units added by a density bonus (i.e., 14 additional units) are excluded from density calculation; therefore, the project has a proposed density of 7.9 du/ac (i.e., 66 base density units ÷ 8.3 acres = 7.9 du/ac); therefore consistent with the General Plan land use designation of Single-Family-Low.

Zoning Code Compliance
The property is zoned A-1 Light Agriculture. This designa'on is intended as an area for large lot single-family residential units with minimum lots sizes of 20,000 square feet.

As proposed, VTTM 39022 does not conform to the development standards of the A-1 zone in that the 76 proposed residen'al parcels do not sa'sfy the minimum lot size of 20,000 square feet, lot width of 100 feet, and lot depth of 150 feet. The smallest lots comprising VTTM 39022 have minimums of 2,805 square feet in size, 33 feet in width, and 80 feet in depth.

However, under the provisions of HAA, a housing development cannot be required to rezone the property if it is consistent with the objec've General Plan standards for the property. As stated above the proposed project complies with the standards of the Single-Family - Low General Plan land use designa'on. The proposed development also needs to comply with the objec've zoning code standards applicable to the property, but only to the extent they facilitate the development at the density allowed by the General Plan.

Since the development standards of the A-1 zone would preclude the development of the site at the density permi0ed by the General Plan, the applicant designed the community to reflect the 12363 Limonite Avenue | Suite 910 | Eastvale, CA 91752
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development standards of the R-1 zone outlined in Table 3.2-2 of the Eastvale Zoning Code to the greatest extent feasible and is formally reques'ng waivers from the development standards the project cannot satisfy in order to maintain the by-right density of eight (8) dwelling units/acre.

While the minimum lot size, width, and depth of the proposed lots do not meet all the minimum standards outlined in Table 3.2-2 of the Eastvale Zoning Code for the R-1 zone, the R-1 zone is the only zone designated for single family detached residen'al units. Although the proposed lots are unable to meet the minimum lot dimensions for the R-1 zone, the site planning of the community (i.e., plo\ng) does comply with the majority of the development standards for the R-1 zone. This will be discussed in greater detail later in this report. For these reasons, staff has determined that the project meets the intent of HAA.

Access and Circulation
Access to the tract is proposed via a single-entry driveway along Archibald Avenue with restricted right-in and right-out access. The entry road (i.e., Street “A”) would extend into the site a distance of approximately 140 feet where it intersects a loop road providing vehicular access to all units within the project. The entry road would include decora've paving treatment, community iden'fica'on signage, and enhanced landscape nodes at either side to create an a0rac've “grand entry.” A secondary emergency-only access is provided at the terminus of Street “E” connec'ng the project site with Grapewin Street (private street). Access would be restricted to emergency personnel only with the pos'ng of signage, a low height manual double swing gate with Knox box. All streets within the tract are proposed to be private and maintained by the Homeowners Association.

The streets are designed with a 26-foot paved sec'on and 4- foot sidewalk on either side within a 34-foot-wide right-of-way, which does not meet minimum street standards for public streets; however, the streets are proposed to be private and are designed to meet Riverside County Modified County Standard 106 for Private Streets. The Riverside County Fire Department has reviewed the proposed street design and Fire Lane Striping Plan to ensure adequate circula'on and is suppor've of the proposed design. Lastly, the City Engineer has reviewed the proposed project access and on-site circulation and did not cite any concerns with the proposed design.

Grading and Drainage
Site eleva'on ranges from approximately 578 feet to about 591 feet above mean sea level having a rela'vely flat to gently sloping terrain with surface drainage generally directed to the west. The Santa Ana River watercourse is located adjacent to the eastern site boundary with water surface elevation of approximately 540 feet above mean sea level.

Regional water quality regula'ons require storage and treatment of stormwater on-site to the maximum extent feasible in order to reduce pollutant loads, prior to discharge downstream.

Accordingly, the applicant’s Hydrology Report proposes the project will direct onsite flows towards the northwest corner of the project site via a series of gu0ers throughout the development. Surface flows in these proposed gu0ers will be captured via catch basins and conveyed via an onsite storm drain system into bioreten'on basins to treat the onsite runoff prior to discharging into a proposed storm drain line going north to Grapewin Street which connects into an existing drainage channel.

The Engineering Division has reviewed the proposed grading and drainage plan for the project and has not expressed any concerns regarding the proposed design. Standard condi'ons of approval have been suggested that require final grading and drainage plans and the final Water Quality 12363 Limonite Avenue | Suite 910 | Eastvale, CA 91752
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Management Plan (WQMP) to be reviewed and approved by the City Engineer prior to issuance of a grading permit.

Traffic
As the proposed project is consistent with the development density allowed on the project site by the General Plan, the proposed 76-unit residential project would not result in transportation impacts that are peculiar or more severe than those disclosed in the General Plan EIR adopted and cer'fied by the City Council on March 27, 2024. Further, the City Traffic Engineer has reviewed the project proposal and has determined that the surrounding public street circula'on system is designed to accommodate the level of development proposed. Addi'onally, the City Traffic Engineer is sa'sfied that the proposed project will not adversely impact traffic circula'on along the surrounding streets, nor will it compromise the level of traffic/pedestrian safety in the area.

Noise
In general, construc'on ac'vi'es on the project site would increase ambient noise levels in the vicinity on an intermi0ent but temporary basis. Noise levels during construc'on would fluctuate depending on the construc'on phase, equipment type and dura'on of use, distance between the noise source and receptors (i.e., neighboring residences and schools in the vicinity), and the presence or absence of barriers between the noise source and receptors. Staff notes that construc'on-related noise is exempt from the City’s noise control ordinance, provided that construc'on noise occurs between 6:00 a.m. and 6:00 p.m. June through September and between 7:00 a.m. and 6:00 p.m. October through May. Staff has also included a condi'on of approval reitera'ng allowable construc'on hours and emphasizing the sensi'vity of this issue to surrounding neighboring residents and the Vantage Point Church. It is an'cipated that the primary source of noise impacts to the project site would be traffic noise from Archibald Avenue that is adjacent to the west side of the project site.

Public Infrastructure
Implementa'on of the proposed project will result in addi'onal demand on exis'ng public services, including demand for fire and police services. However, this increase in demand can be accommodated by exis'ng service levels, and therefore would be less than a significant impact.

Addi'onally, the increase in demand to the u'li'es, i.e., water, gas, power, sewer, can be accommodated by exis'ng service levels as there is sufficient capacity to serve the project site under present condi'ons. Jurupa Valley Community Services District (JCSD) has provided a will-serve letter for the proposed project confirming availability of sufficient water supply to serve the project.

In addi'on, Riverside County Fire Department has reviewed the proposed site plan for fire/emergency access and did not iden'fy any significant issues of concern that would require further submi0als to Riverside County Fire Department subsequent to any approval of the project granted by the City. Riverside County Fire Department suggest applicable standard condi'ons of approval, which staff has included in the attached conditions of approval.

Schools
The proposed project would not include significant or unplanned popula'on growth as the proposed project is consistent with the General Plan. The project would be required to comply with SB 50 requirements, which allow school districts to collect impact fees from developers of new projects.

According to Sec'on 65997 of the California Government Code, payment of statutory fees is the exclusive method of mi'ga'ng environmental effects related to the adequacy of school facili'es. 12363 Limonite Avenue | Suite 910 | Eastvale, CA 91752
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Thus, upon payment of required fees by the applicant consistent with exis'ng State requirements, impacts would be less than significant. Furthermore, Corona-Norco Unified School District has provided the applicant a Will-Serve le0er confirming their availability to accept student enrollment from the proposed development (Attachment 14).

Parks and Recreation
In an effort to develop and maintain a comprehensive system of parks, recrea'on and natural open space lands that meet the ac've and passive recrea'on and open space needs of all residents and visitors, the Eastvale General Plan, specifically Policy CO-2.4, requires new residen'al developments to dedicate land and/or payment of in lieu fees consistent with state law. As outlined in Sec'on 130.20.020 of the Eastvale Municipal Code, applicants are required to provide three (3) acres of parkland per 1,000 residents within the subdivision. In the case of the subject project the applicant is required to provide a minimum of 0.68 acres of land for public parks and recrea'onal purposes.

This is calculated by the number of dwelling units in the subdivision (76 residen'al units) mul'plied by the average number of persons per dwelling unit (2.98 persons per detached single family residen'al unit) mul'plied by .003 (3 acres per 1,000 residents). As the proposed project will not offer any onsite public park and recrea'onal facili'es, the applicant will be required to remit necessary in lieu fees as a condi'on of approval. In lieu fees are calculated using the fair market value of the land divided by 8.3 (project site acreage) and mul'plied by 0.68 (parks and recrea'on land dedica'on requirement). Prior to recording the Final VTTM, the applicant will be required to pay the required fees ensuring Eastvale’s goal of a comprehensive system of parks, recrea'on and natural open space lands are available to all residents and visitors.

Major Development Review
In order to safeguard and enhance the appearance and quality of development in the City of Eastvale, Sec'on 120.02.010 of the Eastvale Zoning Code requires Major Development Review approval for any new single-family subdivision development. This scope of review is outlined in the aforementioned code section, and includes, but is not limited to, exterior design, materials, textures, colors, as well as ensuring the proposed structures will be property related to the site and to the surrounding site in order to prevent structures detrimental to the character of the buildings already established in the area. The proposed project has been reviewed for compliance with the applicable development standards and required findings for a Major Development Review as set forth in Sec'on 120.02.010 (C)(5) of the Eastvale Zoning Code. The required findings are detailed in Attachment 9 – Draft Resolution.

Architecture and Treatments
As proposed, the seventy-six (76) single-family homes are designed with quality urban design, architecture and landscaping. Based on staff’s review, the project is generally consistent with the Eastvale Design Guidelines except for the requested waivers discussed below.

The applicant is proposing three (3) different model home plans. The table below provides a summary description of the models proposed:

Table 3: Plan Summary
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Plan
Square
Footage
No. of Stories
No. of
Bedrooms
No. of
Bathrooms
Garage
Parking
Percentage
of Total
Project
Plan 1 1,905 sq. ft. 2
3 + loft (4
bedroom
option

2.5 2/421 sq. ft. 33%
Plan 2 2,075 sq. ft. 2
4+ loft (5
bedroom
option)

2.5 2/423 sq. ft. 33%
Plan 3 2.150 sq. ft. 2
3+ loft+ flex
(5 bedroom
option)
3 2/489 sq. ft. 34%
In addi'on to the three (3) different plan types, the following three (3) architectural styles are also proposed as part of the master architecture:

Cottage (34 percent of units)
Farmhouse (33 percent of units)
Monterey (33 percent of units)
Included in the development plans (A9achment 5) the applicant proposes a total of eight (8) different color schemes, seven (7) different trim and siding colors, and five (5) different roofing materials for the above models. Addi'onal architectural details include window shu0ers, wood siding, pronounced windowsills and ledges, and board and batten.

The variety of op'ons available to all plans will ensure that a rich diversity of colors and materials will be apparent throughout the community. The illustra've color eleva'ons contained within the project plan set provide further details regarding these proposed options.

Pursuant to the City of Eastvale’s Design Standards and Guidelines (RDS-14) for single-family residen'al tracts with 51 to 99 units, there shall be a total of four (4) different floor plans proposed by an applicant; however, the project proposed by the applicant is reques'ng a wavier from Residen'al Design Standard 14 and offering a total of three (3) floor plans. Staff has reviewed the proposal and given the fact that each of the three (3) plans are evenly distributed throughout the community with no one plan being predominate, the three (3) dis'nct architectural styles of the units, and the numerus roofing materials, and color and trim schemes there is enough varia'on in the tract to grant the waiver of the fourth-floor plan.

Additionally, the City of Eastvale’s Design Standards and Guidelines (RDG-7) requires all projects with ten (10) or more residen'al lots to include at least one single-story floor plan. The proposed project consists of 76 residen'al units with no single-story floor plan but rather three (3) two-story models.

To achieve the necessary density of eight (8) dwelling units an acre afforded by HAA and State Density Bonus Law the individual lot sizes of the project are forced to be smaller than most R-1 zoned proper'es in that they range from 2,805 to 5,777 square feet. The applicant’s proposed twostory models range in size from 1,950 – 2,150 square feet. Given the small lot size of Ves'ng Tenta've Tract Map 39022 and the fact that single-story floor plans have larger footprints than two12363 Limonite Avenue | Suite 910 | Eastvale, CA 91752 951.361.0900 | eastvaleca.gov
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story floor plans it would not be feasible to construct a compa'ble or desirable single-story model in the proposed tract; therefore, staff is supportive of the requested waiver.

Site Planning
Staff reviewed the site plan for each of the lots under considera'on as part of this Major Development Review. As noted above, the proposed development needs to comply with the objec've zoning code standards applicable to the property, but only to the extent they facilitate the development at the density allowed by the General Plan.

To create consistency with the surrounding single-family residen'al neighborhoods and in compliance with HAA, the applicant designed the community to the R-1 One-Family Dwelling development standards, to the greatest extent feasible. Apart from side yard setback standards, requested to be waived, all residen'al units are plo0ed in compliance with the standards applicable to the R-1 One-family Dwelling zone. As such, staff is suppor've of the proposed plo\ng as it meets the intent of HAA as well as creates a compa'ble development within an exis'ng developed por'on of the city.

Table: 4 Compliance with R-1 Development Standards
Compliance with R-1 One-Family Dwelling Residential Development Standards Standard Required Proposed Meets Standard
Front Setback 20 feet 20 feet Yes
Rear Setback 10 feet 10 feet Yes
Side Yard Setback
(Interior)
5 feet 4 feet No
Side Yard Setback
(Street side)
10 feet 4 feet No
Building Height 40 feet maximum 27 feet Yes
Off-Street Parking
2 covered spaces
minimum
2 covered spaces and 2
driveway spaces
Yes
As stated previously, pursuant to Government Code Sec'on 65915(e)(1), if a city development standard would physically prevent the project from being built at the permi0ed density, the developer may propose to have those standards waived or reduced. The applicant is reques'ng a one-foot reduc'on or waiver of the interior side yard setback from five (5) feet to four (4) which staff has evaluated and determined complies with California Building Code and does not pose a health and safety risk; that paired with the narrower lot width than typical R-1 zone property (33 feet versus 60 feet), staff supports the waiver request.

With regard to the request for a street side yard setback reduc'on from ten (10) feet to four (4), staff has determined that the loca'on of on-site parallel parking spaces and the presence of water quality management basins are the cause for non-compliance for each of the proper'es unable to meet the street side yard setback development standard. Given the compact development and limited street parking, staff would support keeping the on-site parallel parking stalls, and water quality basins and allow for the reduc'on of street side yard setbacks on impacted lots (i.e., lots 10, 25, 50, 55, 56, 62, 69, 70).
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Parking
Each proposed dwelling unit would include two (2) garage spaces and two driveway spaces, for a total of 304 spaces, as well as an addi'onal 10 on-street parallel open/guest parking stalls. Pursuant to Sec'on 120.05.060 of the Eastvale Zoning Code, the project would exceed the City’s minimum parking requirement of 152 spaces (2 spaces per dwelling unit) by 162 parking spaces. In addi'on, the site is parked in compliance with California Government Code Sec'on 65915(p)(1)(B)(C) in that California Density Bonus Law allows 2.5 parking spaces per four or more bedrooms, inclusive of handicapped and guest parking.

To proac'vely address any neighborhood parking impacts that could result from the project, the Condi'ons of Approval for the DR include provisions requiring the following parking management prac'ces, to be incorporated into the final, recorded CC&Rs, and applicable throughout the life of the project:

Requiring onsite parking permits (such as s'ckers or hangtags) for any parking in the surface guest parking spaces;
Policies for maximum times vehicles may be parked in the surface guest spaces; Policies for towing unauthorized vehicles; vehicles parked in unauthorized loca'ons, such as fire lanes; vehicles parked in surface guest parking without a s'cker, hangtag, or other identifiers; and vehicles parked longer than any maximum guest parking timeframes allowed; Policies prohibi'ng the parking, storage, or driving of commercial vehicle, RV, boat, trailer, ATV, golf cart, or similar vehicle on-site,
Policies requiring all garages be used for the sole purpose of housing parked vehicles (i.e., not for storage purposes); and
Policies authorizing rou'ne garage inspec'ons to ensure garages are available for vehicle parking.

Walls and Landscaping
The applicant proposes to construct tract perimeter fencing along the boundaries of the site. Sec'on 120.05.030 Table 5.3-1 of the Eastvale Zoning Code establishes the height and development standards for fences, walls and screens within residen'al zoning districts. Pursuant to Table 5.3-1 fencing is limited to a maximum of six feet (6’) in height. Given the unique loca'on, adjacent to the Santa Ana Riverbed, and the proposed site grading, the applicant’s preliminary Wall and Fence Plan (A9achment 6) proposes four (4) different condi'ons for the tract perimeter fencing, reques'ng a waiver from Section 120.05.030 for three (3) of the four (4) wall conditions.

The proposed fencing along the project’s western boundary (i.e., facing Archibald Avenue) would consist of a six-foot (6’) tall split face block with a tan concrete masonry unit (CMU) cap, consistent with the Zoning Code. The northern tract boundary or rear walls of Lots 12-24 range in height due to the proposed grade differences between the subject site and the property to the north. The northern wall is a combina'on retaining/privacy screen wall ranging in total height from nine feet (3’ retaining + 6’ privacy/screen) to fiIeen feet (9’ retaining + 6’ privacy/screen) as visible from the property to the north. The property owner to the north was approached by the applicant and made aware of the proposed development. To date no protest or concern has been received from the adjacent property owner. The applicant is reques'ng a waiver from the six-foot height limita'on to construct the northern wall.
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The fencing along the eastern tract boundary, like the northern boundary, varies in height due to its adjacency to the Santa Ana Riverbed. The proposed wall consists of a combina'on geo-grid block retaining wall ranging from 3.5’ in height to 14’ feet in height with a 6’ tall tubular steel “view” fence placed immediately above, as visible from the riverbed. The applicant is again reques'ng a waiver from the six-foot height limitation to accommodate the design.

Finally, the tract perimeter fencing along the southern boundary of the site, shared with Vantage Point Church, proposes a six foot (6’) tall split face block with tan CMU cap; however as one moves from west to east towards the Santa Ana Riverbed, the wall becomes a combina'on wall (retaining and privacy/screen wall) with a maximum of eight feet (8’) retaining and six feet (6’) for privacy fencing, as visible from the project site (i.e., future residents). Similar to those above, the applicant is reques'ng a waiver from Sec'on 120.05.030. Vantage Point Church was approached by the applicant and made aware of the proposed development. To date no protest or concern has been received from Vantage Point Church as the adjacent property owner.

In addi'on to the requested waivers for the tract perimeter fencing, the applicant requests two addi'onal waivers for interior fencing as well. To address the differences in grade, the rear yard interior walls of Lots 50-55 and 57-76 are proposed to be combina'on retaining/privacy screen walls with three feet (3’) of retaining and six feet (6’) of privacy fencing. The materials are proposed to be split face block with cream colored vinyl fencing. Lots 50-55 and Lots 63-69 are at a lower grade and would have the visual impact of a nine-foot (9’) tall wall while Lots 57-62 and Lots 70-76 with whom they share a rear wall with would be at a higher elevation and have a six-foot (6’) privacy fence.

As stated before, if a city development standard would physically prevent the project from being built at the permi0ed density, the developer may propose to have those standards waived or reduced according to Government Code Sec'on 65915(e)(1). In the case of the applicant’s Wall and Fence Plan, staff has reviewed the proposal and finds that the waivers are necessary to develop the site to the density permi0ed by right under the General Plan and HAA. The exis'ng site topography with developed single family residen'al property to the north approximately nine feet lower in eleva'on, the Santa Ana Riverbed greater than twenty feet lower in eleva'on, and the established Vantage Point Church approximately eight feet higher in eleva'on, is necessary to retain and stabilize the site via retaining walls as well as provide future residents the expected level of privacy (i.e., 6’ screen wall). The same jus'fica'on can be applied for the internal rear property line walls proposed as combina'on retaining/privacy screen wall reaching a maximum of nine feet (9’) in height. The exis'ng topography of the site leaves the eastern boundary at a slightly higher eleva'on than the western boundary; therefore a three foot (3’) retaining wall is necessary to have an effective site.

The applicant’s Preliminary Landscape Plans (A0achment 6) offers an enhanced landscaped frontage (i.e., Archibald Avenue) and entrance into the future residen'al community (i.e., Street “A”), crea'ng a sense of arrival. The frontage will be planted with Chinese Pistache, Southern Magnolia, California Pepper, and Australian Willow trees in addi'on to various shrubs such as Baby Bliss Flax Lily, ‘Hun'ngton Carpet’ Creeping Rosemary, Sunset Heaven ‘Golden Breath of Heaven’. Each of the project’s four (4) water quality basins are also proposed to be well landscaped for both u'litarian and aesthe'c purposes with Australian Willow trees, Berkely Sedge, Small Cape Rush, and Santa Barbara Dwarf Mexican Sage shrubs. Addi'onally, tract perimeter walls are also proposed to be clad in Boston Ivy to soIen the appearance of the block walls and provide addi'onal greening to the community. Finally, per the City of Eastvale’s Residential Design Standards and Guidelines, each lot is 12363 Limonite Avenue | Suite 910 | Eastvale, CA 91752
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required to plant a minimum of one (1) yard tree. To meet the Residen'al Design Standard the applicant proposes the following trees for both accent and screening purposes: Strawberry, Peppermint, and Fern Pine trees.

Overall, staff believes that the proposed landscape and wall plans are sa'sfactory. They are generally consistent with other approved tract wall/landscape plans and will ensure aesthe'c treatment of the tracts common areas and other perimeter (publicly visible) por'ons of the tract, and will support a high-quality community design, similar to other developments areas throughout the city. A final landscape plan will be reviewed during the building permit process to ensure that the details of the proposed landscape plan comply with the City landscape regulations.

Density Bonus Agreement
The Density Bonus Agreement for the project is provided as A9achment 8. The Agreement iden'fies the affordable units, and their household income limits, and other per'nent language such as the term of the agreement. The following summaries the salient sections within the Agreement.

Of the total units in the development, four (4) units are proposed to be affordable to households earning less than $51,250 (30-50 percent of the AMI, which is currently set at $97,500, adjusted for a four-person household size), as published by the California Department of Housing and Community Development (HCD). The applicant proposes all four (4) of the affordable units to be Plan 1 which consists of a 1,905 square foot, three-bedroom, two story unit with a two (2) car garage. The proposed units will be distributed throughout the 76-unit community and are required to be comparable to the market-rate units in their appearance, materials, and exterior and interior finishes, appliances, and fixtures.

Other terms and conditions of the Density Bonus Agreement include:

Homebuyers will be required to execute a Resale Restric'on Agreement with the City in which each restricted unit must be occupied as the homebuyer’s principal residence and requires equity sharing with the City if the unit is resold (Attachment 8.1).

Affordable units cannot be concentrated in one loca'on within the project site but instead dispersed throughout the project.

The City has the right to inspect the affordable units and documents.

Public Hearing Notification and Comment
The project requires a minimum 10-day public hearing no'fica'on period for property owners and tenants within a 600-foot radius of the project site. The public hearing no'ce was published in the Press Enterprise newspaper on April 13, 2025, for the City Council mee'ng on April 23, 2025, and mailing no'ces were mailed on April 10, 2025. The No'ce of Public Hearing and a map showing the proper'es that received no'fica'on are included as A9achment 12 and A9achment 13. As of this writing, staff has not received any correspondence on this project.

Environmental
Pursuant to California Environmental Quality Act (CEQA) Guidelines Sec'on 15183, because implementa'on of the proposed project would not result in impacts that are peculiar to the project site and the proposed project would not result in new or more severe impacts to the environment beyond what was previously evaluated and disclosed by the General Plan EIR, no addi'onal environmental review beyond a Sec'on 15183 Exemp'on Report is required for the proposed 12363 Limonite Avenue | Suite 910 | Eastvale, CA 91752
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project. A Sec'on 15183 Exemp'on Report was prepared for the project and has been included as Attachment 7 of this report.

Strategic Plan Action - Priority Level: N/A | Target #: B | Goal #: E Diversify the housing stock with more options.

Fiscal Impact
Processing the proposed applica'ons will have li0le to no fiscal impact on the City as the project is funded by the applicant.

Prior City Council/Commission Action
On March 19, 2025, the Planning Commission took public tes'mony of the requested items and by a 5-0 vote, recommended the Eastvale City Council find that the project is exempt from CEQA based on the findings in the Exemp'on Determina'on Report and approve Ves'ng Tenta've Tract Map 39022, the Major Development Review and the Density Bonus Agreement with Warmington Residen'al to construct 76 single family residences with four units set aside for the very low-income category. The Planning Commission complimented the applicant on the proposed architecture of the homes and requested the applicant work with the property owner of Grapewin Street (private street) to obtain full ingress/egress access rights for their residential community.

Attachment(s)
Attachment 1- Housing Accountability Act
Attachment 2 - State Density Bonus Law
Attachment 3 - VTTM 39022
Attachment 4 - Plot Plan
Attachment 5 - Architectural Development Plans
Attachment 6 - Preliminary Landscape Plans
Attachment 7 - CEQA Exemption Report
Attachment 8 - Density Bonus Agreement
Attachment 8.1 -Form Density Bonus Resale Restriction Agreement Attachment 9 - Resolution
Attachment 10 - Conditions of Approval (VTTM 39022)
Attachment 11 - Conditions of Approval (MDR)
Attachment 12 - Public Hearing Notice
Attachment 13 - Radius Map.

Attachment 14 - CNUSD Letter
Attachment 15 - PowerPoint
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CEQA EXEMPTION

DETERMINATION REPORT
PLN24‐20053 – Warmington Residential
Southeast Corner of Archibald Avenue and Grapewin Street (APNs 130‐070‐015, 130‐070‐021, 130‐080‐004)
Project Proponent:

Warmington Residential California, Inc.

Greg Ocasek
Lead Agency:

CITY OF EASTVALE
Community Development Department
12363 Limonite Avenue, Suite 910
Eastvale, CA 91752
February 2025
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PLN24‐20053 – Warmington Residential
City of Eastvale

1 INTRODUCTION
This Exemption Determination Report has been prepared pursuant to the requirements of the California Environmental Quality Act (CEQA) (California Public Resources Code, Sections 21000, et seq.) and the CEQA Guidelines (California Code of Regulations, Title 14, Sections 15000, et seq.).

CEQA Guidelines Section 15183, Projects Consistent with a Community Plan or Zoning, exempts from additional environmental review any project that is consistent with either the development density established by existing zoning, a community plan, or an existing general plan, for which an Environmental Impact Report (EIR) was previously certified, except as might be necessary to examine whether there are project‐specific significant effects which are peculiar to the project or its site. This streamlines the review of such projects and reduces the need to prepare repetitive environmental studies.

Pursuant to CEQA Guidelines Section 15183, a project cannot be exempt from CEQA if:
 project‐specific impacts “peculiar” to the project or its site exist;  there is a significant impact not evaluated in the prior EIR on the plan or zoning; and/or  previously identified impacts are found to be more severe based on new information not known when the prior EIR was certified.

Further, Section 15183(c) of the CEQA Guidelines states, “If an impact is not peculiar to the parcel or to the project, has been addressed as a significant effect in the prior EIR, or can be substantially mitigated by the imposition of uniformly applied development policies or standards … then an additional EIR need not be prepared for the project solely on the basis of that impact.” On March 27, 2024, the City of Eastvale (City) Council adopted the Eastvale General Plan 2040 (General Plan; City of Eastvale 2024a) and certified the Final EIR for the General Plan (State Clearinghouse No. 2022080090). The intent of this report is to document that: (1) implementation of the proposed PLN24‐ 20053 Warmington Residential project (project) would not result in impactsthat are peculiar to the project site; and (2) there would be no new or more severe impacts to the environment beyond what was previously evaluated and disclosed by the General Plan EIR. Accordingly, the proposed project would not trigger expanded environmental review, beyond this Section 15183 Exemption Report. 2 PROJECT DESCRIPTION

2.1 Project Location
The 8.3‐acre project site is located at 8312 Grapewin Street and 8330 Archibald Avenue in Eastvale in Riverside County, California, on Assessor’s Parcel Numbers (APNs) 130‐070‐015, 130‐070‐021, and 130‐ 080‐004. The project site is presently developed with a residence, horse training facility, and accessory structures (Figure 1). Residential development is adjacent to the north and west site boundary, with a church located to the south and the Santa Ana River and open space to the east. 1643
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FIGURE 1: PROJECT SITE

2.2 Project Characteristics
The project site is zoned as Light Agriculture (A‐1) and is designated as Single‐Family – Low (4.0‐8.0 dwelling units per acre) by the General Plan. The project proposes the development of 76 single‐family residences, which includes 4 very low‐income residences. The residences would be two stories and would range between three and four bedrooms. A total of 314 parking spaces would be provided via a combination of garage spaces, driveway spaces, and street spaces on the project site. The project also includes the provision of open space adjacent to the Santa Ana River. Refer to Appendix A, Project Site Plan, for the proposed layout of the project features.

With approval of the project applicant’s density bonus waiver on minimum lotsize, which is allowable due to the provision of very low‐income residential units, the proposed project would be consistent with the development density allowed on the project site by the General Plan. 1644
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3 ENVIRONMENTAL ANALYSIS
This section includes a discussion of the proposed project’s consistency with the General Plan EIR, per CEQA Guidelines Section 15183. This analysis is based on a desktop review of the project site and project‐ specific technical studies. This section includes a brief discussion of environmental impacts that would be similar to those disclosed in the General Plan EIR, as well as a more detailed analysis of potential project impacts that could be site specific, including biological resources, cultural and tribal cultural resources, paleontological resources, geology and soils, and hazards and hazardous materials.

3.1 Environmental Topics Considered but Not Discussed Further The following topics were considered but no peculiar impacts, and no new or more severe impacts beyond what was previously evaluated and disclosed by the General Plan EIR, were identified. As a result, there is no further discussion about these issues in this document.  Land Use and Planning: With approval of the project applicant’s density bonus waiver on minimum lot size, which is allowable due to the provision of very low‐income residential units, the proposed project would be consistent with the development density allowed on the project site by the General Plan. Therefore, the proposed project would not result in land use and planning impacts that are peculiar or more severe than those disclosed in the General Plan EIR.  Air Quality: Because the proposed project would be consistent with the development density allowed on the project site by the General Plan, neither construction nor operation of the proposed 76‐unit residential project would result in air quality impacts that are peculiar or more severe than those disclosed in the General Plan EIR.
 Energy and Greenhouse Gases: Because the proposed project would be consistent with the development density allowed on the project site by the General Plan, neither construction nor operation of the proposed 76‐unit residential project would result in energy or greenhouse gas impacts that are peculiar or more severe than those disclosed in the General Plan EIR.  Hydrology and Water Quality: The project contractor would be required to comply with federal,state, and local regulations to ensure the proposed project would not result in construction‐related hydrology or water quality impacts that are peculiar or more severe than those disclosed in the General Plan EIR. Additionally, implementation of a project‐specific stormwater management plan would ensure that project operation would not result in peculiar or more severe operational impacts than those disclosed in the General Plan EIR.
 Noise: The project contractor would be required to comply with the City’s Noise Ordinance, which restricts the timing on construction activities. Additionally, because the proposed project would be consistent with the development density allowed on the projectsite by the General Plan, construction and operation of the proposed 76‐unit residential project would not result in noise impacts that are peculiar or more severe than those disclosed in the General Plan EIR. 1645
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 Population and Housing: Because the proposed project would be consistent with the development density allowed on the projectsite by the General Plan, the proposed 76‐unit residential project would not result in population and housing impacts that are peculiar or more severe than those disclosed in the General Plan EIR.
 Public Services and Recreation: Because the proposed project would be consistent with the development density allowed on the projectsite by the General Plan, the proposed 76‐unit residential project would not result in public services or recreation impacts that are peculiar or more severe than those disclosed in the General Plan EIR.
 Transportation: Because the proposed project would be consistent with the development density allowed on the project site by the General Plan, the proposed 76‐unit residential project would not result in transportation impacts that are peculiar or more severe than those disclosed in the General Plan EIR.
 Utilities and Service Systems: Because the proposed project would be consistent with the development density allowed on the projectsite by the General Plan, the proposed 76‐unit residential project would not result in utilities and service systems impacts that are peculiar or more severe than those disclosed in the General Plan EIR.
 Effects Found Not to Be Significant in the General Plan EIR: Because the proposed project would be consistent with the development density allowed on the project site by the General Plan, the proposed 76‐unit residential project would not result in aesthetics, agriculture and forestry resources, paleontological resources, mineral resources, or wildfire impacts that are peculiar or more severe than those disclosed in the General Plan EIR.

3.2 Biological Resources
Summary of Findings in the General Plan EIR: Impacts to biological resources were analyzed in Section

3.2, Biological Resources, of the General Plan EIR. Eastvale is generally a highly developed area with limited natural open space, although sensitive vegetation communities, jurisdictional waters and wetlands, and special‐status plant and wildlife species occur (or have the potential to occur) within the City’s boundaries.

The most prominent natural resource within the City is the Santa Ana River and surrounding riparian and woodland habitat. The Santa Ana River forms the southern boundary of Eastvale and is an important local and regional open space resource. Portions of the City along the Santa Ana River, as well as the northernmost portion of the City, are included in the Western Riverside County Multiple Species Habitat Conservation Plan (MSHCP), of which the City is a signatory.

The General Plan EIR acknowledges that grading and construction activities associated with future development could impact sensitive biological resources. In accordance with MSHCP requirements, preparation of a project‐specific General Biological Resource Assessment for development proposals located in areas with the potential to contain special‐status species and/or sensitive habitat identified by the MSHCP would be required. Further, future development would be subject to compliance with relevant federal, state, and local requirements, including the federal and state Endangered Species Acts, Clean Water Act, Migratory Bird Treaty Act, California Fish and Code, and MSHCP policies. 1646
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The analysis in the General Plan EIR concluded that with implementation of the General Plan policies and the City’s preapplication review process (which includes a project‐specific General Biological Resource Assessment in areas with the potential to contain MSHCP‐identified special‐status species and/or sensitive habitat), as well as continued adherence to federal, state, and local regulations and requirements, implementation of the General Plan would result in less than significant impacts to biological resources.

Impacts Associated with the Proposed Project: A Biological Resources Assessment dated January 2025 (CSLS 2025a) and a Western Riverside County MSHCP Consistency Determination dated January 31, 2025 (CSLS 2025b) were prepared for the proposed project by Carlson Strategic Land Solutions (CSLS). These technicalstudies are included as Appendices B‐1 and B‐2 of thisreport,respectively.No sensitive vegetation communities, potentially jurisdictional areas, special‐status plant species (including MSHCP narrow endemic plants), or MSHCP riparian/riverine areas were observed on‐site during the general biological assessment and jurisdictional delineation conducted on March 28, 2024, or the narrow endemic plant assessment and surveys conducted on March 28, June 11 and 25, and July 16, 2024.

Regarding special‐status wildlife species, no burrowing owl (Athene cunicularia) were observed during the habitat assessment and focused burrowing owl surveys conducted March 28, June 11 and 25, July 16, and August 8, 2024.

A single special‐status wildlife species was detected audibly on site, Southern California rufous‐crowned sparrow (Aimophila ruficeps canescens), and two special‐status wildlife species were audibly detected off‐ site in the Santa Ana River, yellow‐breasted chat (Icteria virens) and yellow warbler (Setophaga petechia).

Six additional special‐status species have a low potential to occur but were not observed during the field surveys: glossy snake (Arizona elegans occidentalis), coastal whiptail (Aspidoscelis tigris stejnegeri), red‐ diamond rattlesnake (Crotalus ruber), tricolored blackbird (Agelaius tricolor), San Diego black‐tailed jackrabbit (Lepus californicus bennettii), and Stephens’ kangaroo rat (Dipodomys stephensi). Additionally,

2.25 acres of the eastern portion of the project site overlaps with the US Fish and Wildlife Service’s least Bell’s vireo (Vireo bellii pusillus) designated critical habitat map; however, the project site does not support any of the primary constituent elements needed for least Bell’s vireo life processes and successful reproduction.

The following standardized Site Development Conditions (SDCs) will be required for the proposed project:

SDC BIO‐1:   Biological Resources Monitoring. A qualified biological monitorshall be present to monitor all vegetation removal to ensure no direct impacts occur to wildlife species.

SDC BIO‐2:   Stephens’ Kangaroo Rat Mitigation Fee. Priorto issuance of the grading permit, the project applicant shall pay the Stephens’ kangaroo rat mitigation fee pursuant to City Ordinance No. 663, which requires a fee of $500 per gross acre.

SDC BIO‐3:   Preconstruction Nesting Bird Survey. Prior to ground disturbances that would impact potentially suitable nesting habitat for avian species, the project applicant shall adhere to the following:
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1. Vegetation removal activities shall be scheduled outside the nesting season (September 1 to February 14 for songbirds; September 1 to January 14 for raptors) to the extent feasible to avoid potential impacts to nesting birds protected by the Migratory Bird Treaty Act and California Fish and Game Code Sections 3503, 3503.5, and 3513.

2. Any construction activities that occur during the typical nesting season (February 15 to August 31 for songbirds; January 15 to August 31 for raptors) will require that all suitable habitat, on‐site and within 300 feet surrounding the site (as feasible), be thoroughly surveyed by a qualified biologist for the presence of nesting birds before commencement of ground disturbance activities. If active nests are identified, the qualified biologist would establish an appropriate buffer around the vegetation. All work within these buffers would be halted until the nesting effort is complete (i.e., the juveniles are surviving independent from the nest) as determined by the qualified biologist.

Work can resume within these areas when no other active nests are found.

Alternatively, a qualified biologist may determine that construction can be permitted within the buffer area and would develop a monitoring plan to prevent any impacts while the nest continues to be active (e.g., presence of eggs, chicks, or adult nesting behavior). Upon completion of the survey and any follow‐up construction avoidance management, a reportshall be prepared and submitted to City for mitigation monitoring compliance record keeping.

SDC BIO‐4:   Preconstruction Burrowing Owl Survey. In accordance with MSHCP species‐specific objective #6 for burrowing owl, a preconstruction survey for burrowing owl shall be conducted within 30 days priorto ground disturbance by a qualified biologist where suitable habitat is present within the study area (project site and surrounding 500‐foot buffer). If active burrowing owl burrows are detected during the breeding season (March 1 through August 31), all work within 300 feet of any active burrow will be halted until that nesting effort is finished as determined by a qualified biologist. Work can resume when no other active burrowing owl nesting efforts are observed. If active burrowing owl burrows are detected outside the breeding season (September 1 through February 28), then a Burrowing Owl Exclusion Plan shall be prepared by the project applicant and approved by the County of Riverside Environmental Programs Department in consultation with the California Department of Fish and Wildlife (CDFW). The Burrowing Owl Exclusion Plan shall be prepared in accordance with guidelines in the CDFW Staff Report on Burrowing Owl (2012) and the MSHCP, which allows for passive relocation (i.e., use of one‐way doors and collapse of burrows). Burrowing owl burrows shall be excavated with hand tools by a qualified biologist when determined to be unoccupied and backfilled to prevent reentry.

SDC BIO‐5:   Implement Standard Best Management Practices. To ensure consistency with the goals and objectives of the Western Riverside County MSHCP, the proposed project will adhere to MSHCP Appendix C, Standard Best Management Practices. 1648
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Conclusion: With implementation of SDC BIO‐1 through SDC BIO‐5 and compliance with the Western Riverside County MSHCP, the proposed project would not result in impacts to biological resources that are peculiar to the project site, and there are no new or more severe direct or cumulatively considerable impacts to the environment beyond what was previously evaluated and disclosed by the General Plan EIR.

Accordingly, the proposed project would not trigger additional environmental review.

3.3 Cultural and Tribal Cultural Resources
Summary of Findings in the General Plan EIR: Impacts to cultural resources and tribal cultural resources were analyzed in Section 3.3, Cultural Resources, and Section 3.12, Tribal Cultural Resources, of the General Plan EIR. No historic resources listed in the National Register of Historic Places or the California Register of Historical Resources occur within the City’s boundaries, although the City contains one locally historic resource, the Desi House. In accordance with Senate Bill 18 and Assembly Bill (AB) 52, the City notified local tribes about the General Plan on August 2, 2022. The Gabrielieño Tongva Indians of California, the Agua Caliente Band of Cahuilla Indians, and the Rincon Band of Luiseño Indians responded in August 2022 and declined consultation. The Gabrieleño Band of Mission Indians‐Kizh Nation also declined consultation for the General Plan but requested to be consulted for future ground‐disturbing development projects within the City.

The General Plan EIR acknowledges that grading and construction activities associated with future development could unearth unknown historical or archaeological resources and/or disturb human remains during ground‐disturbing activities. General Plan Policy CO‐6.4 requires a Phase I Cultural Resources Assessment for new development proposalsthat occur on native soils. Additionally, future site‐ specific development proposals subject to CEQA would be required to undergo government‐to‐ government consultation in accordance with AB 52 requirements, and would be required to implement any project‐specific SDCs to reduce impacts to tribal cultural resources. Further, future development would be subject to compliance with relevant federal, state, and local requirements, including California Health and Safety Code Section 7050.5 and California Public Resources Code Section 5097.98, which pertain to the treatment of human remains.

The analysis in the General Plan EIR concluded that with implementation of the General Plan policies and the City’s preapplication review process (which includes a project‐specific Cultural Resources Assessment for projects that could impact native soils and, if required, project‐specific AB 52 consultation), as well as continued adherence to applicable federal,state, and localregulations and requirements, implementation of the General Plan would result in less than significant impacts to cultural resources and tribal cultural resources.

Impacts Associated with the Proposed Project: A Phase I Cultural Resources Assessment and Built Environment Evaluation dated January 30, 2025 (VCS 2025) was prepared for the proposed project by VCS Environmental. This technical study is included as Appendix C of this report. The cultural resources records search indicated that a total of 20 cultural resource sites have been recorded within one mile of the project site. The records search also indicated that two previously recorded cultural resource sites occur on the project site. However, based on further review by VCS, it was discovered that these two cultural resource sites were incorrectly recorded as occurring within the project site; accordingly, no previously recorded 1649
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cultural resource sites occur on the projectsite (Attachment A of Appendix C‐2; VCS 2025). Additionally, the results of the Native American Heritage Commission’s Sacred Lands File search were negative for the presence ofsacred landsin the vicinity of the projectsite (VCS 2025). An evaluation of the built environment on the project site, comprising 14 buildings and structures built after World War II and before 2003, was conducted in October 2024 (refer to Attachment D in Appendix C of this report; Urbana Preservation & Planning, LLC 2024) . The property was evaluated as not eligible for inclusion in the California Register of Historical Resources or the National Register of Historic Places; therefore, it does not qualify as a historical resource under CEQA. No other culturalresources were observed on the projectsite during the field surveys.

Nonetheless, due to the proximity of the Santa Ana River to the project site and the presence of known archaeological sites along the river, it is assumed there is potential for the presence of buried cultural resources on‐site.

The following standardized SDCs will be required for the proposed project:

SDC CUL‐1: Cultural Resources Monitoring Plan. Prior to issuance of a grading permit, the project applicant shall provide written verification that a qualified archaeologist has been retained to develop and implement a Cultural Resources Monitoring Plan (CRMP). The CRMP shall address the details of all monitoring activities and procedures to be followed to reduce the impacts to cultural and historic resources to a less than significant level as well as addressing potential impacts to undiscovered buried archaeological resources associated with this project. The CRMP shall be reviewed by any consulting tribe(s) and reviewed and approved by the City.

SDC CUL‐2: Tribal Monitoring and Treatment Agreement. The project applicant shall provide for Native American monitoring during grading. The Native American monitor(s) shall work in concert with the archaeological monitor to observe ground disturbances and search for cultural materials. The City shall coordinate with the consulting tribe(s) to facilitate communications with the project developer/applicant so that all parties can develop a mutually acceptable Tribal Monitoring and Treatment Agreement, which will include the scope of monitoring, scheduling of monitors from individual consulting tribe(s), and the course of action for inadvertent discoveries.

SDC CUL‐3: Cultural Resources Worker Sensitivity Training. The project archaeologist and the consulting tribes(s) shall attend the pre‐grading meeting with the City, the construction manager, and any contractors, and will conduct a mandatory cultural resources worker sensitivity training. The training will include a brief review of the cultural sensitivity of the project site and the surrounding area; what resources could potentially be identified during earth‐moving activities; the requirements of the monitoring program; the protocols that apply in the event that inadvertent discoveries of cultural resources are identified, including who to contact and appropriate avoidance measures until the find(s) can be properly evaluated; and any other appropriate protocols.

SDC CUL‐4: Inadvertent Discovery. The protocols and stipulations that the contractor, City, consulting tribe(s), and project archaeologist will follow in the event of inadvertent 1650
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cultural resources discoveries, including any newly discovered cultural resource deposits that shall be subject to a cultural resources evaluation, include the following.

1. During the original cutting of previously undisturbed deposits, the archaeological and tribal monitors (if applicable) shall be on‐site, as determined by the consulting archaeologist, to monitor excavations. The frequency of inspections will depend upon the rate of excavation, the materials excavated, and the presence and abundance of artifacts and features. The consulting archaeologist shall have the authority to modify the monitoring program if the potential for cultural resources appears to be less than anticipated.

2. Isolates and clearly non‐significant deposits will be minimally documented in the field so the monitored grading can proceed.

3. In the event that previously unidentified cultural resources are discovered, the archaeologistshall have the authority to divert or temporarily halt ground disturbance operation in the area of discovery to allow for the evaluation of potentially significant cultural resources. The archaeologist shall contact the City at the time of discovery. The archaeologist, in consultation with the City, shall determine the significance of the discovered resources. The City must concur with the evaluation before construction activities will be allowed to resume in the affected area. For significant cultural resources, a research design and data recovery program to mitigate impacts shall be implemented by the consulting archaeologist and approved by the City before being carried out using professional archaeological methods. If any human bones are discovered, the County coroner and City shall be contacted. In the event that the remains are determined to be of Native American origin, the Most Likely Descendant (asidentified by the Native American Heritage Commission) shall be contacted in order to determine proper treatment and disposition of the remains.

4. Before construction activities are allowed to resume in the affected area, the artifacts shall be recovered, and features recorded using professional archaeological methods. The project archaeologist in consultation with the consulting tribe(s) shall determine the amount of material to be recovered for an adequate artifact sample for analysis.

SDC CUL‐5: Treatment of an Inadvertent Discovery. One or more of the following treatments, in order of preference, shall be used in the event of a cultural resources discovery:

1. Preservation‐in‐place. Avoidance, or preservation‐in‐place, involves leaving a resource where it was found with no development affecting its integrity.

Pursuant to Public Resources Code Section 21083.2(b), avoidance is the preferred method of preservation for archaeological and cultural resources. 1651
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2. Reburial on the project site in an area not subject to future disturbance.

Reburial of a resource shall include provisionsto protect the selected reburial area from any future impacts in perpetuity. Reburial shall not occur until all required cataloging and basic recording have been completed, with the exception of sacred items, burial goods, and Native American human remains. Any reburial process shall be culturally appropriate. The listing of contents and the location of the reburial shall be included in a confidential Final Monitoring Report (refer to SDC CUL‐6).

3. If preservation‐in‐place or reburial is not feasible, all cultural material collected during the grading monitoring program shall be processed and curated according to the current professional repository standards in a Riverside County curation facility that meets the Office of Historic Preservation Guidelines for the Curation of Archaeological Resources (California Office of Historic Preservation 1993). The collections and associated records shall be transferred, including title, and accompanied by payment of the fees necessary for permanent curation.

SDC CUL‐6: Final Monitoring Report. A Final Monitoring Report, documenting the field and analysis results and interpreting the artifact and research data within the research context, shall be completed and submitted to the satisfaction of the City prior to the issuance of any building permits. The report will include the California Department of Parks and Recreation’s Primary and Archaeological Site Forms. The Final Monitoring Report shall be filed with the City under a confidential cover and not subject to Public Records Request and a copy of the report shall be submitted to the consulting tribe(s).

Conclusion: With implementation of SDC CUL‐1 through SDC CUL‐6 and compliance with relevant federal, state, and local requirements, including California Health and Safety Code Section 7050.5 and California Public Resources Code Section 5097.98, the proposed project would not result in impacts to cultural resources or tribal cultural resources that are peculiar to the project site, and there are no new or more severe direct or cumulatively considerable impacts to the environment beyond what was previously evaluated and disclosed by the General Plan EIR. Accordingly, the proposed project would not trigger additional environmental review.

3.4 Paleontological Resources
Summary of Findings in the General Plan EIR: Impacts to paleontological resources were analyzed in Section 4.3, Geology and Soils, of the General Plan EIR. Portions of the City are designated as areas of high sensitivity for paleontological resources as mapped by the County of Riverside (City of Eastvale 2024b).

The General Plan EIR acknowledges that much of the future development would occur on already developed sites and would not be anticipated to unearth unknown paleontological resources.

The analysis in the General Plan EIR concluded that with implementation of the City’s preapplication review process (which includes a project‐specific paleontological resources study for projects, as 1652
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determined necessary by the City Community Development Department), implementation of the General Plan would result in less than significant impacts to paleontological resources.

Impacts Associated with the Proposed Project: A paleontological resources records search was conducted as part of the project‐specific Phase I Cultural Resources Assessment and Built Environment Evaluation dated January 30, 2025 (VCS 2025; refer to Attachment B in Appendix C). No paleontological resources are recorded on the project site or within one mile of the site. The geologic units underlying the project site consist of Holocene‐ and Pleistocene‐aged alluvial deposits. Pleistocene alluvial units are highly paleontologically sensitive, and any unknown fossil materials at the project site would likely be scientifically significant.

The following standardized SDCs will be required for the proposed project:

SDC PAL‐1: Paleontological Resources Impact Mitigation Program. Prior to the issuance of any grading permit, the project applicant shall provide written evidence to the City that the project applicant has retained a qualified paleontologist to develop and implement a Paleontological Resources Impact Mitigation Program (PRIMP) to guide monitoring procedures and establish protocols to follow in the event of a fossil discovery. The paleontologist shall be present at the pre‐grading conference, shall describe procedures for paleontological resource surveillance, and shall establish in the PRIMP, in cooperation with the project applicant and City, proceduresfor temporarily halting or redirecting work to permit sampling, identification, and evaluation of the fossils. If the paleontological resources are found to be significant, the paleontologist shall determine appropriate actions, in cooperation with the project applicant, which ensure proper exploration and/or salvage.

SDC PAL‐2: Post‐completion Discovery. If paleontological resources are uncovered and after completion of the project, the project applicant shall submit the paleontologist’s follow‐ up report for approval by the City. The report shall include the period of inspection, a catalogue and analysis of the fossils found, and the present repository of the fossils. The project applicant shall prepare excavated material to the point of identification. The project applicant shall offer excavated finds for curatorial purposes to the City or its designee, on a first refusal basis. These actions, as well as final mitigation and disposition of the resources, shall be subject to approval by the City. The project applicant shall make a one‐time payment of curatorial fees for the storage of these resources in perpetuity.

Conclusion: With implementation of SDC PAL‐1 and SDC PAL‐2, the proposed project would not result in impacts to paleontological resources that are peculiar to the project site, and there are no new or more severe direct or cumulatively considerable impacts to the environment beyond what was previously evaluated and disclosed by the General Plan EIR. Accordingly, the proposed project would not trigger additional environmental review.
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3.5 Geology and Soils
Summary of Findings in the General Plan EIR: Impacts to geology and soils were analyzed in Section 4.3, Geology and Soils, of the General Plan EIR. Earthquake risk is very high in western Riverside County (including Eastvale) due to the presence of two of California’s most active faults: the San Andreas Fault and the San Jacinto Fault. In the City, earthquake‐triggered geologic effects could include ground shaking, landslides, liquefaction, and subsidence. Future development would be required to comply with grading standards established in the City’s Municipal Code, as well as the City’s Building Code (Municipal Code Chapter 110.04) and the California Building Code. The General Plan includes several policies that would minimize risks to public health, safety, and welfare resulting from geologic and seismic hazards, including Policy S‐2.3, which requires proposed developments in areas of known or suspected seismic or other geologic hazards to submit a project‐specific geotechnical report and ensure appropriate SDCs are incorporated.

The analysis in the General Plan EIR concluded that with implementation of the General Plan policies and the City’s preapplication review process (which includes a project‐specific geotechnical report in areas of known or suspected seismic or other geologic hazards), as well as continued adherence to federal, state, and local regulations and requirements, implementation of the General Plan would result in less than significant impacts to geology and soils.

Impacts Associated with the Proposed Project: A project‐specific Geotechnical and Infiltration Evaluation (GeoTek 2024) isincluded as Appendix D of thisreport. Field exploration was conducted on March 26, 2024, and consisted of six geotechnical exploratory borings and two infiltration test borings on the project site.

Based on laboratory testing conducted on the borings, as well as review of published geologic maps, the project site was determined to be underlain by some surficial undocumented fill soils, disturbed soils, and some relatively loose/soft older alluvium. These site soils are not considered suitable forfoundation support; therefore, remedial grading, consisting of removal and recompaction of the upper site soils, would be necessary (GeoTek 2024).

The nearest known active fault to the project site is the Elsinore Fault zone (Chino section) located approximately 3.8 miles southwest. The project site is located within an area mapped by the County of Riverside as having a high to very high liquefaction potential hazard; accordingly, a liquefaction analysis was performed for the projectsite, which concluded that the projectsite has a relatively low liquefaction hazard potential. Further, the estimated lateral spread horizontal displacements are estimated to be negligible due to the low liquefaction hazard potential. Given the generally flat terrain on‐site, there is no potential for seismic‐induced landslides. Groundwater was not encountered within the exploratory borings, which were drilled to the maximum depth drilled of 47 feet below ground surface, although it is estimated the historical high groundwater depth is approximately 38 feet below existing grade on‐site (GeoTek 2024). Because the project would not require excavation approaching these depths, groundwater is not anticipated to be encountered during project construction.

Conclusion: With adherence to the City’s grading standards and Building Code, the California Building Code, and other applicable federal, state, and local regulations and requirements, the proposed project would not result in impacts to geology or soils that are peculiar to the project site, and there are no new 1654
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