El Centro Service Area Plan Section 4.5 – Library Facilities December 2024 Page 88
directly to the patron's home address. Once the borrower finishes reading the book, they simply return it to the library, where it is added to the permanent collection. Through grant funding, the library can fulfill reading requests while increasing the breadth and circulation of the library's holdings through community recommendations.
Recommended Funding
The General Fund will continue to cover the expenditures necessary to carry out library services.
The library will continue to apply for all possible funding opportunities from the State and will continue to accept donations of money or materials.
An update to the development impact fees study will bring such fees up to date and increase revenue for the City. Any increase in development impact fees for library facilities would increase funds available for large-scale development and improvement projects related to library facilities and services.
Enhanced Infrastructure Financing Districts (EIFDs) are empowered to provide financing for a broad range of infrastructure work, including traditional public works projects but also other capital infrastructure such as libraries.
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El Centro Service Area Plan Section 4.6 – Parks and Recreation Facilities December 2024 Page 90
4.6 Parks and Recreation Facilities
Parks, recreation, and open spaces (collectively called parkland) provide social, health, environmental, economic, and cultural benefits to a community, and improve the quality of life for residents of all ages. The City provides parks and recreation facilities to the public within its boundaries. Park facilities are typically provided by developers of residential property in accordance with Section 24, Article V of the City of El Centro Code of Ordinances. This ordinance was established in accordance with Section 66477 of the California Government Code (commonly known as the Quimby Act), which provides local jurisdictions throughout the State with the authority to establish provisions for acquisition of parkland in association with new development.
Payment of a park development fee is often accepted in lieu of land dedication. The acreage of land required for dedication or amount of park development fee is determined by the density of residential development dictated by the residential zoning designation applied to the site.
The Community Services Department (CSD) is responsible for overseeing City park facilities and services. Parks within the City jurisdiction are used by the public for various recreational activities, and include such amenities as athletic fields, hard court playgrounds, open space areas, picnic areas, swimming facilities, gymnasia, and skateboard facilities. City parks often contain restrooms and irrigation systems that are maintained by the Department.
In addition to operation and maintenance of facilities, CSD sponsors many youth and adult recreational programs at the City’s park facilities. Existing programs include swimming lessons, day camps, and various educational and recreational activities offered at the community centers.
Programs sponsored by the Department are offered to the public and often entail a participation fee to help pay for expenses.
I. Performance Standard
The Local Agency Formation Commission (LAFCo) requires that the parks and recreation section of the SAP maintain a minimum performance standard. The City’s Parks & Recreation Master Plan (2008) serves as a guide to the future development and improvement of parks and recreational facilities in El Centro. Its recommendations include increasing the parks and recreation standard (park acreage per 1,000 people) from three (3) acres to five (5) acres per 1,000 residents. The City of El Centro General Plan 2040 Land Use Element (LUE) incorporates the developed parkland standard recommended in the Parks and Recreation Master Plan of 5 acres per 1,000 residents.
Additionally, the Public Facilities Element of the General Plan presents goals to provide facilities within a one-half mile distance of all residential areas, expand existing facilities to meet Statewide and City standards, orient facilities toward special ethnic and age groups within the City and efficiently maintain the facilities.
According to the City, five (5) acres of developed public parkland is not achievable with the current property availability, however future development guided by the LUE can increase designated parkland to achieve that standard in the future. Currently, the SAP uses a performance standard for parks and recreational facilities of three (3) acres of developed parkland per 1,000 residents.
El Centro Service Area Plan Section 4.6 – Parks and Recreation Facilities December 2024 Page 91
II. Facility Planning and Adequacy Analysis
Inventory of Existing and Approved Facilities
The current inventory of park and recreation facilities includes parks, recreation, community center facilities, and school facilities that are available for limited public recreation use. Stormwater retention basins are not counted in parkland acreage. School recreation facilities with which the City has joint-use agreements for limited public use are counted at 25% of the developed recreational acreage. The City provides more than 160.6 acres of parks and recreation facility acreage, in the 20 parks, eight (8) recreation and community center facilities and 14 school recreation facilities within the City’s jurisdiction. The following list presents the names, acreages and building areas of the City’s park and recreation facilities, as shown in the General Plan Public Services Element and further described in the City of El Centro Parks & Recreation Facilities Master Plan (2008).
Table 4.6-1 Park Facilities and Acreage
PARK PARK
ACREAGE
RETENTION
BASIN
ACREAGE
Adams Park 9.33 0.0
Bucklin Park 20.0 0.0
Buena Vista Park 0.0 8.0
Carlos Aguilar Park 4.75 0.0
Countryside Park 2.0 5.9
Debbie Pitman Park 4.73 0.0
Desert Village Park 0.0 3.5
Farmer’s Park 1.29 0.0
First Responders Park 2.4 0.0
Frazier Field 3.55 0.0
Gomez Park 2.66 0.0
Leeper Park 3.71 3.7
Legacy Ranch Memorial Plaza 1.5 0.0
Lotus Park 3.85 3.9
McGee Park 5.31 0.0
Plank Park 3.62 0.0
Stark Field 11.44 0.0
Sunflower Park 13.0 0.0
Swarthout Field 15.49 0.0
Town Square 0.5 0.0
Wildflower Park 0.0 3.96
Subtotal 109.13 28.96
El Centro Service Area Plan Section 4.6 – Parks and Recreation Facilities December 2024 Page 92
Table 4.6-2 Recreation and Community Center Facilities and Acreage
RECREATION & COMMUNITY
CENTER FACILITY
FACILITY
ACREAGE
FACILITY SQ.
FT
Dr. Martin Luther King Jr. Sports
Pavilion 2.35 22,950
Conrad Harrison Youth Center 0.68 11,000
El Centro Adult Center 0.2 4,173
El Centro Aquatic Center 3.4 16,131
El Centro Community Center 2.5 8,450
Sidewinder Skate Park 2.24 24,000
Martin Luther King Jr. Sport Complex 0.67 29,200
Old Post Office Pavilion 0.23 10,000
Subtotal 12.27 125,904
Table 4.6-3 School Recreation Facilities and Acreage
SCHOOL RECREATION
FACILITY
FACILITY
ACREAGE
AVAILABLE
FACILITY
ACREAGE
NOT
AVAILABLE
Central Union High School 17.5 0.0
De Anza Elementary School 14.7 0.0
Desert Garden Elementary School 13.3 0.0
Harding School 8.1 0.0
Hedrick Elementary 10.9 0.0
Kennedy Elementary/Middle School 16.7 0.0
King Elementary School 0.0 12.2
Lincoln School 7.7 0.0
McKinley School 10.9 0.0
Southwest High School 16.5 0.0
Sunflower Elementary School & Field 0.0 4.2
Sunflower Park 16.7 0.0
Wilson Jr. High School 14.4 0.0
Washington Elementary School 9.4 0.0
subtotal 156.8 16.4
25% joint-use 39.2 4.1
TOTAL 160.6
The City constructed and opened the El Centro Aquatic Center in 2019 which features a 25-yard competition pool, an interactive children’s / recreational pool, an instructional / fitness pool, a lazy river, and state-of-the-art support buildings. The El Centro Aquatic Center finalized a master plan that included other recreation facilities, such as the Dr. Martin Luther King Jr. Sports Pavilion, an indoor sports complex, and the Sidewinder Skate Park, and beautified the Adams Avenue corridor.
El Centro Service Area Plan Section 4.6 – Parks and Recreation Facilities December 2024 Page 93
To administer and maintain the parks and recreation system, CSD currently employs seven fulltime staff members. Approximately two (2) temporary staff members work for the department to support recreational activities at various times throughout the year. The City is currently recruiting one (1) more full-time staff member. The administrative offices of CSD are located at 1249 W.
Main Street. CSD contracts with private companies for some maintenance work in City parks. See Figure 4-6 for a map of the existing Parks, Fields and Facilities within the City.
Adequacy of Existing Facilities
Applying the parkland goal of three (3) acres per 1,000 population, the City’s current population of 44,322 would require a parkland area of 132.97 acres, which is less than the existing park and recreation facility acreage of 160.6 acres, including parks, recreation facilities and the shared recreation facilities. Thus, the City operates with a parkland surplus of approximately 27.63 acres.
The surplus was calculated as follows:
44,322 existing residents x 3.0 acres / 1,000 population = 132.97 acres 160.6 existing acres – 132.97 demand acres = 27.63 surplus acres Future Demand for Facilities
The City currently operates at a surplus of parkland within its jurisdiction. In addition to the parkland required to meet current demands, future growth of the City will require acquisition of additional parkland to continue meeting its performance standard past 2035. The projected 2035 population of 52,009 residents would necessitate 156.03 acres or 4.57 less acres of public parkland than currently exists in the City’s jurisdiction.
Parkland is generally provided by developers as part of large residential or commercial developments within the City, and it is anticipated that this future demand would be met by such provision. CSD will also require funding throughout the planning period for maintenance and administration of the facilities and the various programs offered by the department. Demand for such funding will increase as additional parkland is developed and as existing parks experience increased utilization as a result of population growth within the City.
Updated in June of the City of El Centro General Plan Land Use Element (LUE) was updated in June of 2021 as a guide to policy makers, decision makers, the general public, and planners in the City regarding the desired pattern of land use and development through the 2040 planning period.
The LUE supports the City’s Parks and the Recreation Master Plan by designating parkland on the Land Use Policy Map and incorporates the developed parkland standard recommended in Parks and Recreation Master Plan of 5 acres per 1,000 residents. As the City experiences growth and development, parkland facilities will continue to expand accordingly to meet parkland standards.
El Centro Service Area Plan Section 4.6 – Parks and Recreation Facilities December 2024 Page 94
Opportunities for Shared Facilities
The City currently maintains joint-use agreements with the local school districts for the use and maintenance of athletic fields and park facilities associated with most of the schools in these districts. Such joint-use parks are available to students of these districts and City residents alike.
Whenever possible, CSD will maintain such existing relationships and will pursue similar relationships with these districts and other jurisdictions. The City generally adheres to the best practices established by the JPIA for the maintenance of ballfields and facilities by personnel.
Phasing
Table 4.6-4 below lists a breakdown of parkland demand phasing over the SAP planning period.
Table 4.6-4 Parkland Demand
Year Population Total Demand Difference
2020 44,322 132.97 acres 27.63 (surplus)
2025 47,769 143.31 acres 17.29 (surplus)
2030 50,513 151.54 acres 9.06 (surplus)
2035 52,009 156.03 acres 4.57 (surplus)
In order to adhere to the demand for parkland and continue meeting performance standards linked to expected population growth, the City will continue to require that new development include provision of additional public parks and recreational facilities to the maximum extent allowed by law, in accordance with Public Facilities Policy 1.2 of the General Plan. When developments are approved and processed within the City, attention should be paid to this policy and to Section 24, Article V of the City of El Centro Code of Ordinances to continue operating at a surplus of public parkland.
Provision of adequate parkland meeting the City’s existing and future demand will require adherence to these parkland provision requirements. The City plans to expand or provide additional services as fiscally possible. Any future expansion and construction of additional park facilities will be completed in phases as funding is made available.
El Centro Service Area Plan Section 4.6 – Parks and Recreation Facilities December 2024 Page 95
The El Centro Park and Recreation Facilities Master Plan identified 11 park and recreation facilities that are pending completion:
Table 4.6-5 Planned Parks and Recreation Facilities
Facility Facility Acreage Status
Adams Park (Dog Park) 1.4 acres Completed
Athletic Sports Complex
(Tournament Quality)
40 - 60 acres Feasibility Study
Completed
Buena Vista Park 2.3 acres Under Construction
Cultural and Performing Arts Center TBD Incomplete
Discovery Center TBD Incomplete
Environmental Education Facility
Adventure Playground
TBD Incomplete
Exploratorium TBD Incomplete
Golf Course (Links) TBD Incomplete
Gomez Park Expansion + 0.60 acres In Progress
Toddler Center TBD Incomplete
Trails and Connectivity TBD In Progress
III. Mitigation
In order for the City to provide to its residents adequate parkland that is efficiently managed and maintained as growth continues within the City and within the boundaries of the SOI, the City will implement the following measures:
• Continue to require the provision of parkland or the payment of a park development fee, in accordance with Section 24, Article V of the City of El Centro Code of Ordinances. As developments are processed within the City, provision of public parkland or collection of development fees should be enforced to maintain the surplus of public parkland. • Apply for grant funding from both public and private sources. • Offset operation costs by charging used fees where appropriate.
El Centro Service Area Plan Section 4.6 – Parks and Recreation Facilities December 2024 Page 96
• Continue to periodically review the performance of CSD through the preparation of annual reports. Such review will identify staffing and budgetary concerns as the amount of City parkland continues to grow.
• Review existing development impact fees for CSD services, identify necessary improvement to the current fee structure, and implement revised fee structure. • Implement incremental User Fee increases based on the recommended CPI financing mechanism to guide annual adjustments.
• Determine the projected revenue needs to sustain and improve parks and recreation services. This should take into account any anticipated increases in operating costs, maintenance requirements, or planned enhancements to facilities. • To address concerns regarding equitable distribution and community impact, implement a robust community engagement plan for leveraging Measure P funds, ensuring that residents have a role in prioritizing and shaping the projects supported by the initiative. • Update the Parks & Recreation Master Plan to ensure it is reflective of community needs regarding developed parkland and recreation facilities.
IV. Financing
Current Funding
The City receives funding for parks and recreation facilities including from the general fund, development impact fees, user fee charges, fundraisers and donations, and regional, state and federal grants. The State of California Urban Greening Grant Program and State Proposition 68 funds were used to design and develop Buena Vista Park and Gomez Park. The State’s Urban Greening Grant Program awarded the City $1,293,831 for Buena Vista Park and the State Prop 68 Grant allocated $5,700,000 for Gomez Park. Additionally, Measure P funds have been used to match State grants and build new facilities. Measure P has also been used to leverage Community Development Block Grant (CDBG) funds in qualifying areas.
The City constructed and opened the El Centro Aquatic Center in 2019. The $18 million project was funded by a Redevelopment Agency Tax Allocation and Revenue Bonds with Local Transportation Authority funding. To meet the diverse needs of area residents, the City of El Centro has developed a cost structure for using the aquatic center on a variety of levels from individual day use, family rates, summer passes, and annual membership along with rates for private parties and events.
With an investment of $2 million from Measure P funds, the City built First Responders Park which is the City’s first inclusive and accessible park for children of all abilities. It includes play structures, outdoor fitness equipment, seating areas, and a memorial wall honoring first responders.
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Maintenance fees for landscaping improvements along street rights-of-way are also collected from the Legacy Ranch Landscape and Lighting Maintenance District (LLMD), as well as from the Buena Vista LLMD and Town Center LLMD. The LLMD was created for maintenance and improvements for assets including drainage, sidewalks, and medians. In the case of Legacy Ranch, the LLMD can be used for park maintenance of the open space dedicated to the city by the developer. Maintenance includes landscaping, open grass field, playground equipment, and structural amenities like a covered picnic area and furnishings.
Cost Avoidance Opportunities
The City currently maintains joint-use agreements with the local school districts for the use and maintenance of athletic field and park facilities associated with most of the schools in these districts. These joint-use agreements save the City some of the operations and maintenance costs.
City policy requiring private developers to dedicate parkland and construct parks in conjunction with development projects eliminates substantial cost to the City for undertaking the purchase or dedication of land or the construction costs. The City will continue this cost avoidance measure.
The City routinely writes grant applications to rehabilitate existing park spaces and plan for the construction of new facilities. City staff should actively research grant programs and take note of application deadlines to acquire funding for facility improvements to meet community needs for parkland and recreation facilities. Competitive grant programs such as the Statewide Park Development and Community Revitalization Program and Outdoor Equity Grants Program support new parks and recreation opportunities in underserved communities across California.
Recommended Funding
The General Fund will continue to cover the expenditures necessary to carry out the Parks and Recreation services. To continue meeting performance standards and to accommodate the anticipated population increase, the City will continue to require that new development include provision of additional public parks and recreational facilities to the maximum extent, in accordance with Public Facilities Policy 1.2.
User fees were updated in 2019 and are charged by the following City Departments: Fire Department; Police Department; City Clerk; Library and Parks & Recreation. Planning & Zoning; Engineering; and Building & Safety. Fees increase at the beginning of each fiscal year based on the Consumer Price Index (CPI) with a cap of 3%. The incremental increases to City user fees and charges implemented by departments including Parks & Recreation represent a viable route to sustainably fund ongoing maintenance needs as well as future facilities expansion.
The CDBG Program is a federal initiative in the United States that provides funds to local governments to support a variety of community development activities that benefit low- and moderate-income individuals. CDBG funds can be allocated to enhance or construct new parks and recreational facilities such as playgrounds, sports fields, walking trails, picnic areas, and community centers. Local governments receiving these funds must adhere to regulations set by the U.S. Department of Housing and Urban Development (HUD). Additionally, the use of CDBG
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funds for parks and recreation should align with the overall goals and objectives outlined in the jurisdiction's Consolidated Plan, which is a comprehensive planning document that guides the use of CDBG funds over a multi-year period.
An update to the development impact fees study will bring such fees up to date and increase revenue for the City. Any increase in development impact fees for parks and recreation facilities would increase funds available for large-scale development and improvement projects related to parks and recreation. Development of a Capital Improvement Program for parks will provide guidance for the capital projects that will be needed, their timing of implementation, and the possible funding sources and mechanisms.
Land based funding mechanisms such as Mello-Roos Community Facilities Districts are possible for new development where there are few voters required to help fund park facilities and/or maintenance of parks, parkways and open space. Enhanced Infrastructure Financing Districts (EIFDs) are empowered to provide financing for a broad range of infrastructure work, including traditional public works projects but also other capital infrastructure such as parks and childcare facilities.
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El Centro Service Area Plan Section 4.6
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December 2024 Page 100
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El Centro Service Area Plan Section 4.7 – Transportation Facilities December 2024 Page 102
4.7 Transportation Facilities
The City is responsible for the development and maintenance of a system of public roadways and bicycle routes within their jurisdiction. The City’s transportation system links to those of the State and the County, as facilities of these other jurisdictions traverse the City. Development of new roads or improvement of existing roads is often accomplished by private developers when physical improvement of the City’s circulation system is deemed necessary due to anticipated increases in traffic from various development projects.
The General Plan includes a Mobility Element that discloses the City’s goals, policies, and performance criteria for a balanced, multimodal transportation system that presents the minimum design standards for City streets and provides a Planned Roadway Network that shows the anticipated development of the system as growth occurs within the City.
I. Performance Standard
The Mobility Element of the General Plan identifies performance criteria for the various types of roadways found in the local system. The criteria, which are summarized below in Table 4.7-1, are based on the graded scale “level of service” (LOS) classification system. The LOS system quantifies the effective operation of a particular roadway by determining the average daily traffic (ADT) capacity and how changes in ADT affect roadway service. LOS A represents effective service with little traffic congestion, while LOS F represents ineffective service with a great deal of traffic congestion.
While Vehicle Miles Traveled (VMT) now serves as the primary traffic impact metric for the California Environmental Quality Act (CEQA), the Mobility Element Policy 4.4 states Level of Service retains its significance as a critical benchmark for assessing traffic operations within the City. The City’s objective is to maintain all Mobility Element roadways and intersections at a threshold of LOS C. Any deviation from LOS C requires review and approval by the City Engineer, considering public impacts and right-of-way constraints. Except for Imperial Avenue between Ocotillo Drive and I-8 westbound ramps may have LOS E as acceptable due to right-of-way constraints, subject to City Engineer approval. If a development project is anticipated to present traffic conditions in excess of this threshold, the project would be required to implement physical improvements to address project-related traffic impacts to the circulation system.
In September 2013, the California state legislature adopted SB 743, which requires the development of an alternative transportation metric other than Level of Service (LOS) as part of the CEQA process. LOS, which is typically based upon vehicle delays at intersections during peak travel periods, is the standard transportation metric used in the Mobility Element. The alternative transportation metrics are intended to promote the reduction of greenhouse gas emissions, the development of multimodal transportation networks, and a diversity of land uses. Vehicle Miles Traveled (VMT) is an alternative that other jurisdictions are using in response to SB 743, based on the number of additional trips the development is anticipated to generate, reflecting the impact of land use, transportation network capacity, multimodal facilities, road connectivity, and system operations.
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Table 4.7-1 Circulation System Performance Criteria (LOS) Roadway
Functional
Classification
ADT Capacity
LOS A LOS B LOS C LOS D LOS E LOS F
6-Lane Arterial < 32,000
32,001-
38,000
38,001-
43,000
43,001-
49,000
49,001-
54,000
>
54,000
4-Lane Arterial < 22,000
22,001-
25,000
25,001-
29,000
29,001-
32,300
32,301-
36,000
>
36,000
2-Lane Arterial < 11,000
11,001-
12,500
12,501-
14,500
14,501-
16,000
16,001-
18,000
>
18,000
2-Lane Collector < 6,000
6,001-
7,500
7,501-
9,000
9,001-
10,500
10,501-
12,000
>
12,000
** LOS is not applied to residential streets since their primary purpose is to serve abutting lots, not carry through traffic. The number for residential streets is a generally accepted ADT threshold for LOS C operation.
II. Facility Planning and Adequacy Analysis
Inventory of Existing and Approved Facilities
The circulation system within the City is oriented in a north/south and east/west grid system. The major circulation facilities located within City limits include one freeway and several highways that are operated by the State through the Department of Transportation (Caltrans).
The State facilities traversing the City are Interstate 8 and State Route 86. State Route 111 is outside of the City limits, but currently serves as the eastern boundary of the City’s SOI. Interstate 8 is independent of City streets but includes on-ramps and off-ramps at Imperial Avenue, 4th Street, and Dogwood Avenue. Unlike Interstate 8, the State Routes within the City boundaries are intertwined with the grid of City-operated roadways. While the City is not responsible for maintaining these State roadways, upkeep and adequate circulation on such facilities affects traffic throughout the City-operated system.
City-operated roadway facilities include arterials, collector streets, residential streets, and alleys.
Arterials are six, four, or two-lane roadways, that are designed to carry moderate to heavier vehicular traffic volumes, while providing direct access to regional transportation corridors such as I-8 and SR-111. Their primary focus is on prioritizing vehicular mobility and network connections across the City while maintaining the safety of other modes. City-maintained arterials do not typically provide direct access to residential lots, whereas collector roads are designed to provide that essential connection. Collector roads include residential streets, residential loop streets, and cul-de-sacs. Collectors are two-lane roads that are smaller than arterials and can have turn pockets at larger intersections. Their primary purpose is to collect and distribute local traffic throughout the community while not providing direct access to the regional freeways or state routes. Lower speed limits and the addition of bicycle and pedestrian accommodations on collector roads makes it safer and more suitable for accommodating bicycle routes. Residential streets and alleys provide direct access to property by local traffic and are not meant to serve through traffic.
At one time, alleys were required within all residential, commercial, and industrial development in the City. This is no longer the case, but the City plans to maintain the existing alley network.
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The Active Transportation and Safe Routes to School Plan identifies the existing and previously proposed bicycle facilities provided throughout the City. The network consists of roughly 27 miles of Class I Multi-use Paths, Class II Bike Lanes, and Class III Bike Routes. Currently, there are no Class IV Separated Bikeways or Cycle Tracks within El Centro. Almost 90 percent of the existing facilities are shared bicycle routes located on collector and local streets. The City assessed the existing facilities to identify suitable locations for future infill projects that could provide upgrades to the facilities.
The City operates and maintains signalized and unsignalized intersections that control the flow of traffic. Any additional improvement projects required to accommodate anticipated development will necessitate further traffic studies to determine the necessary enhancements, in accordance with the Mobility Element requirements.
Adequacy of Existing Facilities
The City utilizes cumulative traffic analysis through the environmental review process for proposed large-scale development projects to assess the existing and long-term impacts to circulation facilities. The existing circulation system is adequate to accommodate the current needs of the City in that paved roadways properly link existing residential, commercial, and industrial development.
As discussed in detail as follows, the City has determined the need to implement circulation system improvements in the El Dorado Colonia area. This would accommodate anticipated development.
In addition to this improvement project under consideration, extension of roadways and creation of additional roadways will be needed as development continues to occur within the City limits and SOI boundaries.
Future Demand for Facilities
As residential, commercial, and industrial development continues within the City limits and SOI, the City will need to continue to upgrade and improve existing roadways and create new roadways in order to maintain a service level that is in keeping with the goals established in the General Plan.
Streets required to serve new development are typically provided by the developers as the project is constructed. The City has reviewed existing functional classifications and anticipated travel demands all while taking the existing built environment limitations into consideration to create the Planned Roadway Network Classifications.
In addition to the Planned Roadway Network Classifications, which are designed to accommodate the build-out traffic within the development tiers, the Mobility Element of the General Plan includes specific mobility improvement strategies. These strategies aim to address the City’s mobility needs by maximizing service efficiency, increasing person throughput, reducing congestion, and lowering parking demand. They also focus on providing quality information to the commuting public.
Other mobility strategies include Transportation Demand Management (TDM) programs and Transportation System Management (TSM) tools. TDM strategies, such as employer incentives,
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like rideshare programs, flexible work schedules, and parking management, are implemented to reduce commute-related vehicle miles traveled. The City also recognizes the significant role the built environment plays in enhancing transit access, prioritizing transit treatments, and reducing dependence on single occupancy vehicles. TSM utilizes emerging technologies for future mobility concepts and enhances traffic management and operations. Furthermore, the City emphasizes the importance of flexibility in response to evolving technology that impacts facility types and design treatments. This flexibility is evident in their efforts related to shared micro-mobility devices and Neighborhood Electric Vehicles.
The planned bicycle routes within the City are designed a seamless, safe, and comfortable for individuals of all skill levels. These classifications fall into four classifications: Class I Bike Path, Class II Bike Lane, Class III Bike Route, and Class IV Separated Bikeway or Cycle Track. The Mobility Element provides a Planned Bicycle Network map that details the expansion of existing facilities. The City's primary 4-Lane Arterials will be upgraded to feature Class IV Cycle Tracks, while in the central area of the City along the 2-Lane Collectors, there are plans for Class III Bike Routes and Enhanced Class II Bike Boulevards.
The City intends to expand and provide transportation facilities in the future to accommodate anticipated population growth. Certain projects, like the Imperial Avenue extension project, have already been approved as specific capital improvement projects and are listed below under the “Phasing” heading in this section. Additional expansion projects will be considered on a case-bycase basis as demand dictates.
El Dorado Colonia Circulation System:
The General Plan Land Use Element acknowledges that El Dorado Colonia is no longer classified as a colonia. The City has made efforts to construct the necessary infrastructure improvements in order to meet its goals of providing safe and efficient transportation facilities. The El Dorado Colonia is currently bisected by the east/west streets of El Dorado Avenue and Pico Road and the north/south streets of 12th Street and 8th Street. In order for development to occur within this area, a street system connecting to the surrounding grid system needs to be improved. The Land Use Element has planned for improvements to continue during the planning period. The Mobility Element has no improvements planned for this specific area.
Opportunities for Shared Facilities
While there are no real opportunities to share roadway facilities with any adjacent jurisdiction, the City’s system does not exist independently, and circulation within and through the City is mutually affected by the operation of the State and County circulation system. In order to maintain the best possible circulation within City limits, throughout the SOI, within the County, and the greater region as a whole, the City will continue to cooperate with the State, the County, and adjacent cities in monitoring the operation of the regional system and the implementation of necessary improvements. In accordance with General Plan policy, the City will also continue to cooperate with the Imperial County Transportation Commission to ensure that adequate bus service is available for all segments of the community.
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Phasing
Future expansion and construction of additional transportation facilities will occur in phases, with phasing decisions linked to traffic demand and available funds allowed. Improvement of the City’s circulation system will occur as needed in concurrence with development. The City will continue to require of developers the necessary roadway and intersection improvements to account for project-related trips and congestion. Necessary roadway infrastructure would be installed prior to the completion of development projects.
The 2016 SAP identified thirteen capital improvement transportation projects that would improve circulation and accommodate growth within the City. Since then, six (6) projects were completed, four (4) projects are on-going, and three (3) are not complete. The improvement projects that are complete are: El Dorado Colonia Street Improvement, Eastern Extension of Bradshaw Avenue, Interstate 8 and Imperial Avenue Interchange, Dogwood Avenue Bridge Improvements, La Brucherie Avenue Roadway Widening, and Undergrounding of North Date Canal.
The following list includes specific capital improvement transportation projects that have not been completed and were previously identified in the 2016 SAP.
1. Roadway Repaving and Enhancement (On-Going): Slurry and overlay several unspecified roadways within the City.
2. Extension of Imperial Avenue South to McCabe (On-Going): Design and construct the extension of Imperial Avenue south of Interstate 8 to McCabe Road.
3. Disabled Access Ramps (On-Going): Repair, replace, and install disabled access ramps at unspecified curb and intersection locations throughout the City.
4. Ross Avenue Roadway Widening: Acquire right-of-way and widen Ross Avenue between 1st and 3rd Street and align the railroad crossing with Ross Avenue.
5. Wake Avenue Extension: Engineer, design, acquire right-of-way, and construct Wake Avenue between 12th Street and La Brucherie Avenue. This project is in progress and is expected to be completed in FY 2 4.
6. Traffic Signs (On-Going): Install signs for street names, radar feedback, and directional indicators at unspecified locations throughout the City.
7. 8th Street Bridge Renovation: Design, engineer, and construct improvements to the 8th Street overpass bridge over Interstate 8 to widen from the current 2 lanes to 4 lanes.
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III. Mitigation
In order for the City to maintain adequate circulation and provide roadways that are sound and efficient, the City will implement the following measures. • Implement identified circulation system projects to improve circulation and accommodate growth within the City.
• Continue to periodically review the list of approved roadway capital improvement projects slated for implementation by the City to determine project status, need for revision of the program schedule, and budgetary needs.
• Review the existing development impact fees schedule for circulation and roadway projects, identify necessary improvement to the current fee structure, and implement the revised fee structure.
• Consider roadway capital improvements listed in the 2040 General Plan Mobility Element. • Develop and regularly update a Transportation Impact Fees (TIF) program to ensure adequate funding is allocated for the development, operation, and maintenance of the City’s transportation system across all travel modes.
The City has been continuously implementing the above mitigation measures since the 2016 SAP.
The 2040 General Plan’s Mobility Element includes future required roadway capital improvement projects. Additionally, while the Development Impact Fees have not been revised yet, a new fee study is planned in the near future to identify necessary improvements to the current fee structure.
IV. Financing
Current Funding
The General Fund is used to account for all revenues and expenditures necessary to carry out the Street & Maintenance services. Funding sources include development impact fees, local transportation authority, and the State gas tax. The gas tax is used for roadway maintenance and improvement and is allocated to local jurisdictions based on formulas that account primarily for population. The Imperial County Transportation Commission (ICTC) allocates Article 3 revenue from the Transportation Development Act (TDA) to each local jurisdiction in the County for nonmotorized transportation such as bicycle and pedestrian projects. Street and road funding from TDA is not provided.
The Imperial County Local Transportation Authority administers the local transportation sale tax (Measure D) that provides street and road funding for maintenance and capital improvement. LTA revenues bonds were issued for street related expenditures. Traffic fines and forfeitures are collected by the City for traffic control supplies and equipment. Capital roadway projects are funded from state transportation improvement program (STIP) revenue that are programmed by ICTC and submitted to the California Transportation Commission.
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STIP revenue is comprised of state and federal highway revenue sources and projects that receive funding are voted upon by the CTC. Many of these projects are tied to highway capacity, highway intersections and related projects.
Landscape and Lighting Maintenance Districts (LLMDs) are created for maintenance and improvements for assets including drainage, sidewalks, and median walkways. The City has three existing LLMDs created for Legacy Ranch, Buena Vista and Town Center developments. The Legacy Ranch development also created a Mello-Roos Community Facilities District NO. 2007-1 to issue bonds for the purpose of financing certain public improvements (streets, sewers, drains).
Cost Avoidance Opportunities
While there are no real opportunities to share roadway facilities with any adjacent jurisdiction, the City’s system does not exist independently, and circulation within and through the City is mutually affected by the operation of the State and County circulation system. In order to maintain the best possible circulation within City limits, throughout the SOI, and within the County and the greater region as a whole, the City will continue to cooperate with the State, the County, and adjacent cities in monitoring the operation of the regional system and the implementation of necessary improvements. In accordance with General Plan policy, the City will also continue to cooperate with the Imperial County Transportation Commission to ensure that adequate public transportation service is available for all segments of the community. Application to State and federal programs to receive funding for circulation and roadway projects also provides a significant opportunity to avoid direct cost to the City for large-scale development and improvement projects.
Recommended Funding
Growth in core transportation funding sources for future transportation projects are closely linked to economic growth. Economic stability and growth highly influence revenue sources such as the gas tax, Transportation Development Act Article 3, Measure D transportation funds, development impact fees, and State transportation revenue. Active Transportation Program (ATP) funds from Caltrans could be available for pedestrian and bicycle projects. The City’s ability to leverage local sources for additional State and Federal funds improves its ability to fund additional facilities.
An update to the development impact fees (DIFs) study will bring such fees up to date and increase revenue for the City. Any increase in development impact fees for transportation facilities would increase funds available for large-scale development and improvement projects.
Enhanced Infrastructure Financing Districts (EIFDs) are empowered to provide financing for a broad range of infrastructure work, including traditional public works projects but also other capital infrastructure such as transportation facilities.
The Mobility Element states the City’s intent to develop and regularly update a Transportation Impact Fees (TIF) program. A TIF program will provide adequate funding for the development, operation, and maintenance of the City’s transportation system across all travel modes. TIF programs provide funding for construction of transportation facilities needed to support traffic generated by new development and to meet state law requirements.
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El Centro Service Area Plan Section 4.8 – Wastewater Facilities December 2024 Page 110
4.8 Wastewater Facilities
The City owns, operates, and maintains a system of over 125 miles of wastewater collection pipelines, pump stations, and treatment facilities that serves approximately 8,000 residences, businesses, and public facilities within the City and the City SOI. Facilities within this system are developed and maintained by the Department of Public Works. The City anticipates undertaking an update to the Sewer Master Plan with a goal for adopting this update by 2024.
I. Performance Standard
In general, the City’s goal in the operation and maintenance of its wastewater facilities is to provide adequate service to every customer. The City utilizes several engineering criteria to determine the adequacy of existing wastewater facilities and the need for improvements to the system. These criteria consider the accommodation of flow volume and velocity, lift station capacity, and technical specifications that assure a properly designed system.
Wastewater treatment is generally regulated by the State of California. The City is held responsible to the Waste Discharge Requirements by the California Regional Water Quality Control Board.
The State Water Quality Board (SWQB) sets a performance standard for wastewater facilities not to exceed 85 percent capacity.
II. Facility Planning and Adequacy Analysis
Inventory of Existing and Approved Facilities
The City wastewater facilities include a collection of over 125 miles of sewer lines and pipelines that carry wastewater from residences and businesses to the Wastewater Treatment Plant located in the northern portion of the City along La Brucherie Avenue between the Central Drain and Cruickshank Drive. Treated water is carried east and discharges into the IID Drain System which eventually makes its way to the Alamo River. The City operates 15 pump stations within the collection system, including a station at the treatment facility and the Orange Avenue Regional Lift Station.
The City’s Wastewater Treatment Plant (WWTP) is a conventional primary/secondary plant followed by disinfection by ultraviolet (UV) irradiation. The original plant consisted of primary clarifiers followed by ponds. An activated sludge process replaced the ponds in 1972. The aeration basins have been further modified to replace mechanical turbine aeration with fine bubble aeration.
The plant was originally constructed with a chlorine contact basin for disinfection. The chlorination system has since been removed and replaced with UV facilities.
The rated capacity of the plant is 8.0 million gallons per day (mgd). This flow is for any 30-day reporting period. The maximum month flow in 2022 was 3.6 mgd. The average annual flow for this same period was 3.4 mgd.
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The City maintains an agreement with the County that limits the acreage of development south of I-8 that would contribute flow to the gravity pipeline along La Brucherie Avenue to 720 acres.
In 2018, Southern Pump Station 2 underwent relocation and expansion efforts, while concurrent upgrades were implemented at the Wastewater Treatment Plant (WWTP). These enhancements specifically included the installation of new barscreens and an upgraded aeration system. There were no additions to the existing staff during this operational and infrastructural upgrade.
Adequacy of Existing Facilities
The Wastewater Treatment Plant (WWTP) has the capacity to accommodate eight million gallons per day (mgd). Current generation from City wastewater customers averages approximately 3.4 mgd. The WWTP consistently meets Secondary Treatment standards and has adequate capacity to handle existing flows, and because the facility is operating at approximately 43 percent capacity, no expansions to accommodate additional capacity are planned. $15 million in energy efficiency improvements have been completed at the City’s Wastewater Treatment Plant since the 2016 SAP.
Future Demand for Facilities
The WWTP and delivery system will meet demand of growth for the next ten years. Planning must begin for the next expansion when the monthly flow reaches 6.4 mgd, or 80 percent of the plant’s capacity of the 8.0 mgd. Planned improvements to expand the WWTP and delivery system will be considered during the anticipated 2024 update of the Sewer Master Plan.
Low density housing that is planned to surround the City and minor industrial and commercial developments within the eastern portion of the City SOI will present additional demand on the City’s wastewater system.
The La Brucherie trunk sewer line has adequate capacity to serve future development in the southwestern portion of the service area. Other trunk sewers generally do not have available capacity to serve future development outside of the existing service area and improvements will be made on a project-by-project basis by developers. Capital Improvement Projects (CIP) are being constructed by the City.
It is anticipated that provision of wastewater collection to the ultimate service area will require additional treatment capacity and extension of the wastewater collection and transmission system.
The existing wastewater treatment plant is anticipated to be adequate treatment capacity for future demand.
In addition, all new development that occurs outside of the existing wastewater service area will require the developer to provide expanded wastewater services, primarily trunk sewers.
Opportunities for Shared Facilities
The City does not share wastewater treatment, storage, or distribution facilities with other jurisdictions, and there is no opportunity to share such facilities.
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Phasing
The phasing plan for adding new staff and facilities, particularly in the Southern Pump Station project, involves a comprehensive construction and staffing strategy aligned with the master plan to accommodate projected population growth. The project, expected to be completed in 2024, entails the construction of approximately 9,000 lineal feet of pipeline and a new sewer pump station at the northeast corner of Danenberg Drive and Farnsworth Lane near the city boundary in the southeastern region of the City. The 9,000 linear feet pipeline project is divided into three phases, with the first phase scheduled for completion in the 2024-25 fiscal year. The allocated $8 million investment is strategically phased to cover the costs associated with the construction and development of the Southern Pump Station project. This financial commitment is crucial for expanding wastewater capacity in specific areas along Dogwood Avenue, McCabe Road, and Farnsworth. The phased approach ensures that the Southern Pump Station project incrementally expands wastewater capacity, specifically catering to the needs of approximately 240 acres of land south of Interstate 8. As a part of the system’s infrastructure demands, the addition of an Instrumentation Technician position has been proposed to support the integration of new technology.
Facility improvements, specifically sewer line enhancements to boost capacity, will be phased on a project-by-project basis by developers. The City Engineer has approved design criteria to meet performance standards, ensuring compliance with the sewer master plan. Developers are conditioned according to this plan and are required to upsize as necessary to align with the established standards and accommodate increased capacity. This phased approach ensures that each development project contributes to the overall enhancement of the sewer system in alignment with the city's master plan and regulatory standards.
III. Mitigation
For the City to assure adequate service to its wastewater customers as development continues within the City boundaries and within the SOI, the City will implement the following measures:
• Implement improvement projects recommended in the Sewer Master Plan as funds become available.
• Implement wastewater system improvement projects identified in the City’s budget and capital improvement project program.
• Continue to periodically review the wastewater rate and financing structure to secure adequate funding for the implementation of projects and maintenance of existing facilities. • Review and update the wastewater rate and finance structure in 2024, aligning with the future sewer master plan, to ensure effective financial management of wastewater services.
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IV. Financing
Current Funding
Dynamic Consulting Engineers prepared a Water, Wastewater and Storm Water Rate Study Update in 2012 that determined the adequacy of the existing rate structure charged to City customers for wastewater service and recommended rate changes and other revenue sources to pay for wastewater facilities. Following the anticipated 2024 Sewer Master Plan, a rate update study is proposed to review wastewater rate and finance structure.
The City’s wastewater funds are operated as business enterprises with revenue generated through monthly service charges that fund wastewater projects and maintenance. Revenue accrued by such billing is placed in the Wastewater Fund to help finance personnel, maintenance, and improvements.
Operations, maintenance, salaries, and equipment purchases are funded by the City’s Wastewater Enterprise Fund. This fund is used to account for revenues and expenses associated with the collection and treatment of wastewater. Enterprise funds are used to account for operations that are financed and operated in a manner similar to private business enterprises. The City receives money in this fund by charging connection fees and maintenance fees to its wastewater customers.
The Wastewater Enterprise Fund is separate from the Wastewater Capacity Fee Fund and is not used to finance the engineering or construction of major improvement projects. The City receives money for the Wastewater Capacity Fee Fund used for major improvement projects by charging wastewater capacity fees for development projects and by receiving interest earned from such fees.
The Wastewater Stabilization fund receives excess revenues from the Wastewater Enterprise Fund.
Monies deposited into this fund can be withdrawn to assist the City in covering its income to debt service ratios.
The Legacy Ranch development also created a Mello-Roos Community Facilities District NO. 2007-1 to issue bonds for the purpose of financing certain public improvements (streets, sewers, storm drains).
Cost Avoidance Opportunities
The City often requires developers to construct wastewater-related infrastructure that will connect the specific development with the existing City wastewater system. This requirement helps the City avoid substantial costs associated with infrastructure development.
Recommended Funding
The City will continue to use the existing financing mechanisms described above to finance the City’s wastewater engineering, construction, operation, and maintenance. Bond measures may continue to be required to finance the large-scale improvements recommended within the full buildout timeframe. The City recently issued a large revenue bond that is backed by customer
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charges. Current funding sources, especially customer fees, will remain the largest source for wastewater treatment and sewer facility maintenance, improvements, and possible expansions.
The City can enhance wastewater construction projects using funds from the American Rescue Plan Act (ARPA) by directing investments toward critical infrastructure needs. These funds can be allocated to expand wastewater facilities, upgrade technology, ensure environmental compliance, and promote green infrastructure initiatives. Additionally, ARPA funds can support projects that prioritize community health and safety, create local jobs, and stimulate economic growth. Collaborative efforts with neighboring jurisdictions can be explored, and resilience planning for the wastewater system can be developed.
An updated wastewater study will be conducted that will identify funding sources to pay for the recommended improvements to the wastewater facility. Also, an update to the development impact fees study will bring such fees up to date and potentially increase revenue for the City based on development patterns. Any increase in development impact fees for wastewater facilities would increase funds available for large-scale development and improvement projects.
Enhanced Infrastructure Financing Districts (EIFDs) are empowered to provide financing for a broad range of infrastructure work, including traditional public works projects but also other capital infrastructure such as sewage facilities.
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El Centro Service Area Plan Section 4.9 – Water Facilities December 2024 Page 116
4.9 Water Facilities
The following section of the SAP contains information published in the Water Master Plan prepared by Carrollo Engineers in February 2008; the Water, Wastewater and Storm Water Rate Study Update from 2012 prepared by Dynamic Consulting Engineers, Inc. and the 2020 Urban Water Management Plan prepared by Psomas.
The City owns, operates, and maintains a system for the treatment, storage, and distribution of potable water that actively serves residences, businesses, and public facilities within the City and the City SOI. There are 10,458 current active and inactive service connections in the City’s water distribution system. All active connections (including temporary construction meters) are metered.
Included among the 10,458 service connections are 85 inactive connections where meters have been removed. Approximately 72 percent of the City’s metered water use in 2020 (excluding nonrevenue water) was residential use. Commercial/Institutional, industrial, and landscape irrigation account for the remaining 28 percent of water demands.
The City purchases all of its untreated water from the Imperial Irrigation District, which is conveyed to City facilities from the Colorado River via the District’s canal system. The raw water is then treated at the City’s water treatment plant, stored, and then pumped into the City’s water distribution system. City facilities are developed and maintained by the Department of Public Works.
I. Performance Standard
In general, the City’s performance goal in the operation and maintenance of its water facilities is to provide adequate potable water service to every customer. Potable water must meet or exceed water quality standards promulgated by the State Water Board.
The City utilizes several engineering evaluation criteria for determining the adequacy of water facilities to provide adequate quantity and quality of water service within the City and the need for improvements to the system. These criteria consider water system pressure, pipeline velocities, storage capacity, supply requirements, and booster station requirements. The criteria are developed using the typical planning criteria used in the systems of similar water utilities, local codes, engineering judgment, commonly accepted industry standards, and input from City of El Centro Staff. The “industry standards” are typically ranges of values that are acceptable for the criteria in question, and therefore, are used more as a check to confirm that the values being developed are reasonable.
Below is a summary of the planning and evaluation criteria used by the City in the Water Master Plan. The Evaluation Condition is the determined scenario for evaluation, which can include Maximum Day Demand (MDD), Peak Hour Demand (PHD), or Minimum Day Demand (MinDD).
The table on the following page presents the planning criteria which was used to evaluate the existing distribution system and its facilities and to address the existing system deficiencies, size future improvements and structure project phasing.
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Table 4.9-1 Water System Evaluation Criteria Summary
Evaluation
Condition
Value Unit
System Pressure
Maximum MinDD 80 psi
Minimum, without fire flow PHD 40 psi
Minimum, with fire flow MDD 20 psi
Pipeline Velocity
Existing pipelines (excl. hydrant runs) MDD 5 ft/s
New pipelines (≤ 12-inch diameter pipes) MDD 5 ft/s
New pipelines (≥ 16-inch diameter pipes) MDD 4 ft/s
PS suction pipelines MDD 8 ft/s
Pipeline Headloss
Existing pipelines (excl. hydrant runs) MDD 10 ft/kft
New pipelines MDD 5 ft/kft
Evaluation
Condition
Value Unit
Storage Volume
Operational Storage 30% of MDD MG
Fire Fighting Storage Max FF demand * duration MG
Emergency Storage 100% of MDD MG
Fire Flow Requirements
Rural Residential MDD 1,000 gpm gpm for 2 hours
Low Density Residential MDD 1,000 gpm gpm for 2 hours
Medium Density Residential MDD 2,000 gpm gpm for 2 hours High Density Residential MDD 3,000 gpm gpm for 3 hours
Commercial MDD 3,000 gpm gpm for 3 hours
Public MDD 3,000 gpm gpm for 3 hours
Civic MDD 3,000 gpm gpm for 3 hours
Industrial MDD 4,000 gpm gpm for 4 hours
Supply Requirements
Supply with largest source out of service Meet MDD for 7 days MG Supply with power outage Meet MDD for 6 hours MG
Supply with earthquake Meet MinDD for 14 days MG
Pipeline Breaks
Meet MDD with single
transmission main out of
service
≥ 40 psi
Pump Station Capacity
Under normal conditions Meet PHD with the largest
unit out of service gpm
Power outage Meet MDD with back-up
power only gpm
Earthquake conditions Meet ADD with the largest
PS out of service gpm
Distribution System
Pipeline life expectancy 75 Years
Minimum pipeline size (new pipes) 8 inches
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II. Facility Planning and Adequacy Analysis
Inventory of Existing and Approved Facilities
The current capacity of the City’s water system is approximately 21 million gallons per day (mgd).
The water system includes the Water Treatment Plant, four (4) treated water storage tanks, two (2) raw water storage reservoirs, two (2) booster pumping stations, and approximately 148 miles of pipeline. The City serves water to about 10,458 connections with an average day demand (ADD) of approximately 7.0 mgd and maximum daily demand (MDD) of 11 mgd.
The Water Treatment Plant is located south of I-8 at S. 8th Street and Danenberg Drive. Three of the four potable water storage tanks and a pumping facility consisting of four booster pumps are located at the treatment facility. The three storage tanks have a total capacity of 10 million gallons, and each of the four pumps have a capacity of 4,000 gallons per minute (gpm).
The water system also includes a fourth water storage tank and pumping facility located at La Brucherie Avenue and Barbara Worth Drive The water storage tank has a four-million gallon capacity and the two booster pumps have a 4,000 gpm capacity. This site has space reserved for the installation of a second four-million gallon storage tank.
Potable water is distributed from these treatment and storage facilities throughout the City by a system of large diameter pipelines. Principal pipelines range in diameter from 30” to 18” and are mostly contained within existing streets. Smaller pipelines with diameters of eight to 12 inches splitting off from these principal pipelines make up a majority of the distribution system.
Adequacy of Existing Facilities
According to the Water, Wastewater and Storm Water Rate Study Update 2012, the water demand has decreased even though the population has increased in the past 10 years. The average daily demand (ADD) on the City’s water system is approximately 7.0 million gallons per day in 2010; and so, the maximum daily demand (MDD) is now approximately 11 million gallons per day. The existing storage and conveyance capacity of 21 million gallons per day is sufficient for existing daily water demand and peak flow requirements. The system also has adequate capacity to accommodate anticipated near term development. Periodic improvements have been made to modernize the facilities and materials since the system was overhauled in the 1950s, including a major modification of the pumping system in 1994 and the Water Treatment Plant Expansion Project that was constructed in 2007. The system has never faced serious capacity concerns. The system will continue to require periodic improvements in addition to the expansion necessary to accommodate growth in the City and the City’s SOI, as discussed below.
The successful operation of the water system is closely tied to the personnel responsible for managing it. According to the Annual Comprehensive Financial Report as of June 2022, a total of
22.8 full-time employees worked for the water facilities, and the City deems this workforce as adequate to meet the system's needs. As a part of the system’s infrastructure demands, the addition of an Instrumentation Technician position has been proposed to support the integration of new technology.
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Future Demand for Facilities
Future water demand was determined in the Water Master Plan of 2008 using Water Demand Factors (WDFs) used to estimate the ADD for existing and potential development areas. Future water demand was determined by multiplying the WDF with the total number of acres of each land use category. Although WDFs are typically determined from a combination of geo-coded billing records and land use information using spatial GIS analysis, billing records were not available at the time of the Water Master Plan’s development. In place of billing records, existing water production and current population was used to calculate the WDFs.
According to the Water, Wastewater and Storm Water Rate Study Update 2012, connections to the water system will increase an estimated 1.0% each year beginning in 2013. The projected planning horizon scenario of a population of 52,009 for the year 2035 that includes infill growth within the City boundary and anticipated growth within the SOI. The existing storage and conveyance capacity of 21 million gallons per day is sufficient for the daily water demand and peak flow requirements through the planning horizon year 2035.
The 2020 Urban Water Management Plan provided a comparison between the supply and demand for projected years between 2025 and 2045, which is shown in Table 4.9-1. Given that 100 percent of the City’s demand is met through Colorado River water purchased from IID, and given the extreme reliability of that water source, IID will be able to meet El Centro’s demands in all projected years through 2045. Therefore, the Supply and Demand entries are the same in each year resulting in a zero difference in all years through 2045.
Table 4.9-2 Water Supply and Demand Comparison
Year Total Supply Total Demand Difference
2025 7,905 7,905 0
2030 8,143 8,143 0
2035 8,334 8,334 0
2040 8,755 8,755 0
2040 9,176 9,176 0
Opportunities for Shared Facilities
The City does not share water treatment, storage, or distribution facilities with other jurisdictions, and there is no opportunity to share such facilities other than for emergency cross-connection.
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Phasing
The future expansion of additional water facilities will be provided in phases according to demand, guided by the Water Master Plan. This approach ensures that the design criteria for system improvements align with the comprehensive strategy outlined in the Water Master Plan. To support this expansion, developers are required to oversize improvements as necessary, in strict adherence to the Water Master Plan's specifications. The City has not yet updated the Water Master Plan, as originally planned and budgeted for approval by 2018; however, the update is expected to commence and be completed in 2024.
The future expansion or construction of additional water facilities will be phased based on demand, with the phasing tied to factors such as population growth and available funds. The design criteria for system improvements performed by developers have been approved by the City Engineer to meet performance standards, with improvements aligned with the Water Master Plan, and developers are required to oversize as needed to meet these master plan standards.
III. Mitigation
In order for the City to assure adequate service to its water customers as development continues within the City boundaries and within the SOI, the City will implement the following measures. • Implement improvement projects recommended in the Water Master Plan, as funds become available and as deemed necessary by the Director of the Department of Public Works. • Update the Water Master Plan by 2024.
• Continue to implement water system improvement projects identified in the City’s annual budgets and the updated Water Master Plan to maintain compliance with State regulations. • Continue to periodically review the water rate and financing structure to assure adequate funding for the implementation of new projects and the maintenance of existing facilities to maintain compliance with State regulations.
• Require that system improvements conducted by the City or a private developer are designed to conform to relevant Federal, State, and local regulations.
IV. Financing
Current Funding
Dynamic Consulting Engineers prepared a Water, Wastewater and Storm Water Rate Study Update in 2012 that determined the adequacy of the existing rate structure charged to City customers for water service and recommended rate changes and other revenue sources to pay for water facilities. The City continues to receive its largest source of funding for the operation and
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maintenance of water treatment from customer fees. Following the anticipated 2024 Water Master Plan, a rate update study is proposed to review water rate and finance structure.
The City’s water funds are operated as business enterprises with revenue generated through monthly service charges that fund water projects and maintenance. Revenue accrued by such billing is placed in the Water Fund to help finance personnel, maintenance, and improvements.
Operations, maintenance, salaries, equipment purchases, and capital projects are funded by the City’s Water Enterprise Fund. This fund is used to account for revenues and expenses associated with the collection and treatment of water. Enterprise funds are used to account for operations that are financed and operated in a manner similar to private business enterprises. The City receives money in this fund by charging connection fees and maintenance fees to its water customers.
The Water Enterprise Fund is separate from the Water Capacity Fee Fund and is not used to finance the engineering or construction of major improvement projects. The City receives money for the Water Capacity Fee Fund used for major improvement projects by charging water capacity fees for development projects and by receiving interest earned from such fees.
The Water Stabilization Fund receives excess revenues from the Water Enterprise Fund. Monies deposited into this fund can be withdrawn to assist the City in covering its income to debt service ratios.
Cost Avoidance Opportunities
The City often requires developers to construct water-related infrastructure that will connect the specific development with the existing City water system. This requirement helps the City avoid substantial costs associated with infrastructure development.
Recommended Funding
Current funding sources, especially customer fees, will remain the largest source for water facility maintenance, improvements, and possible expansions. Bond issued against customer charges may continue to be required to finance the large-scale improvements recommended within the full buildout timeframe.
An update to the development impact fees study will bring such fees up to date and potentially increase revenue for the City based on development patterns. Any increase in development impact fees for water facilities would increase funds available for large-scale development and improvement projects.
Enhanced Infrastructure Financing Districts (EIFDs) are empowered to provide financing for a broad range of infrastructure work, including traditional public works projects and other capital infrastructure such as water facilities.
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In addition, it is recommended that the City maintain the required reserve funds so as to provide working capital for unscheduled repair and replacement of capital infrastructure. The 2012 Water Rate Study update specifically concluded that the City maintain a cash reserve in its Water Enterprise Fund is to pay for repair and replacement of portions of the system as they age and deteriorate. The study also suggested the City continue to increase its cash balance in the enterprise fund to accumulate appropriate levels for future repairs to treatment, storage and distribution infrastructure.
The City can utilize American Rescue Plan Act (ARPA) funds to enhance water construction projects by investing in critical infrastructure needs, including facility expansion, technology upgrades, and environmental compliance. The funds can also support projects focusing on community health, safety, job creation, and economic growth. Collaborative efforts with neighboring jurisdictions and resilience planning will further optimize the effectiveness of these initiatives. One of the key advantages of these funds is that they enable cities to access financial resources for essential water infrastructure investments that align with the community's highest priorities. This means that the City can direct these funds to address its specific needs and priorities while retaining the flexibility to apply additional project eligibility criteria that are tailored to their unique circumstances.
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El Centro Service Area Plan Section 4.10 – School Facilities December 2024 Page 124
4.10 School Facilities
Residents within the City of El Centro are served by four school districts that serve approximately 10,800 students in a total of 18 schools geographically dispersed throughout El Centro. These districts include the El Centro Elementary School District (ECESD), the McCabe Union Elementary School District (MUESD), the Central Union High School District (CUHSD), the Meadows Union School District (MUSD). One magnet school is also located within the City and operated by the ECESD. The Imperial County Office of Education (ICOE) serves the City’s alternative education needs and severely handicapped student population. The school districts and ICOE work together on classroom placements for these students. Although the school districts operate independent of the City government, cooperation between the City and school districts is essential in land use issues, shared use of facilities, and determining the location of future school sites.
I. Performance Standard
Although school districts are required to comply with numerous state and federal education performance standards that consider student test scores, teacher-to-student ratios, etc., the SAP focuses on performance standards that pertain to the land use and physical development of schools within the City. These performance standards originate from the School Facility Needs Assessments (SFNAs, also known as the School Facility Fee Justification Reports) that are prepared for the school districts by qualified consultants to determine development impact fees for residential, commercial, and industrial development projects.
Classroom student capacity is the basis for defining the other performance standards in the report.
Capacity is determined by multiplying the number of classrooms in each district by the district student loading standard. The classroom counts comply with the District’s State Allocation Boardapproved capacity for purposes of School Facility Program new construction eligibility. This capacity standard is then compared to the number of enrolled students per school. For the specific capacity numbers for each school district, please see the Adequacy of Existing Facilities section.
To assist in determining suitable future school locations, the City and school districts should agree to require the inclusion of a school site into a development or identify a site within City limits if a certain threshold number of units of new residential development is surpassed. Schools are typically built for a school year enrollment of 600 students.
The three school districts have their own student yield rates (average number of students per dwelling unit) that range from 0.21 to 0.66 students per dwelling unit. The State yield rate according to the Office of Public School Construction is 0.69 students per dwelling unit. In order to standardize the student yield rate, the SAP utilizes the state rate of 0.69 students per dwelling unit. Therefore, each school of 600 students supports an estimated 870 residential units. The estimated 870 units serves as the threshold number that would trigger a development to incorporate a school within the project site or identify a site within City limits.
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II. Facility Planning and Adequacy Analysis
Inventory of Existing and Approved Facilities
El Centro Elementary School District (ECESD)
The ECESD serves approximately 5,200 students in twelve campuses for grades K-8. The campuses consist of eight elementary schools, three middle schools, and one magnet school. These schools include Desert Garden, Harding, Hedrick, Lincoln, Martin Luther King Jr., McKinley, Sunflower, and Washington elementary schools; De Anza Middle, Kennedy Middle and Wilson Junior High schools; and De Anza Magnet School.
McCabe Union Elementary School District (MUESD)
The MUESD serves over 1,150 students in grades TK-8 and operates one contiguous campus (McCabe School) with students distributed in grades TK-3 and 4-8.
Central Union High School District (CUHSD)
The CUHSD currently serves over 4,000 students in five campuses for students in grades 9-12.
The campuses consist of two high schools, one continuation school, and one adult school. These schools include Southwest, Phoenix Rising, and Central Union High Schools (CUHS); Desert Oasis High School; and Central Union Adult School. CUHS recently constructed a STEM building with 32 teaching stations, comprising standard lecture classrooms and laboratories for biology, chemistry, bio-medical anatomy, and sciences.
Meadows Union School District (MUSD)
The MUSD serves approximately 370 students in grades TK-8 and operates one contiguous campus (Meadows Union School). Meadows Union School completed construction of an indoor athletic facility in 2019, a 13,000 sf gymnasium, which includes space for two classrooms.
Adequacy of Existing Facilities
Adequacy of existing facilities is determined by comparing school year student enrollment with the student teaching station (classroom) capacity according to methodology specified by the State Department of Education (Education Code Sections 17071.10, 17071.25). Portable classrooms are generally not included in the official calculation of space except when they meet the criteria specified in the State Education Code Section 17071.30. For kindergarten through 6th grade the student capacity is 25 students per teaching station. For Grades 7th through 12th the student capacity for each teaching station is 27 students per teaching station.
El Centro Elementary School District
Based on the State methodology as outlined in the 2022 School Facility Fee Justification Study, the capacity for the ECESD is 4,365 K-8th grade students. With a 2023/2024 school year enrollment of 5,198 students (833 students, 19% beyond capacity), the ECESD’s existing facilities are inadequate.
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McCabe Union Elementary School District
According to the 2023 School Facility Fee Justification Report, the MUESD’s total student capacity is 1,400 students, and the enrollment for the 2023/24 school year was 1,158 students.
MUESD categorizes classrooms into three grade tiers (K-3, 4-6, 7-8) with three respective student loading standards of 20, 24, and 27. (The K-3 and 4-6 grade groups of students are 1.0% beyond capacity, while the 7-8 grade groups are 29% below capacity).
Central Union High School District
According to the 2013 School Facility Fee Justification Report, CUHSD’s total capacity is 4,060 students. With a 2023/24 school year enrollment of 4,096 students (36 students, 1.0% beyond capacity), the CUHSD’s existing facilities are inadequate to accommodate future needs.
Meadows Union School District
Based on the State methodology, the capacity for the MUSD is 675 K-8th grade students. The 2023/24 school year enrollment of 370 students (305 students, 45% under capacity), the MUSD’s existing facilities are adequate and able to accommodate future needs.
Future Demand for Facilities
According to the Southern California Association of Governments, the population of El Centro is expected to increase from the current 44,322 (year 2020) to 52,009 by 2035, a projected growth of
17.4%. To accommodate this growth in population, each district evaluates the number of approved residential units within their respective district boundaries to determine the future demand for facilities in their school facility needs assessments/facility fee justification reports.
The acreage of elementary, middle and high school sites are calculated according to School Site Analysis and Development, 1998, California Department of Education guidelines as follows: 10 acres for an elementary school of 500 students, 25 acres for a middle school of 1,000 students, and 40 acres for a high school of 2,000 students.
El Centro Elementary School District
Based on the 2022 School Facility Fee Justification Report, the total residential units estimated to be built in the ECESD boundaries in the next five years is approximately 186 units (195,114 square feet). Based on the residential unit estimate, future students are projected to be a total of 79 additional K-8th grade students in the next 5 years.
McCabe Union Elementary School District
According to the 2023 School Facility Fee Justification Report, 313 new residential units are projected to be built within MUESD boundaries in the next five years. Based on this number of additional new units, the District estimates a total enrollment of 240 students. The estimated growth will cause the District to be at capacity. To accommodate this growth, the District plans to build additional Elementary and Middle Schools. In addition, the District may purchase or lease portable classrooms to use on existing campuses for interim student housing while permanent facilities are being constructed on new school sites.
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Central Union High School District
According to the 2022 Level I Developer Fee Study, 4,284 new residential units (7,739,004 square feet) are projected to be built within CUHSD boundaries in the next 25 years. Based on the 25- year estimate of new residential units to be built in the CUHSD boundaries, approximately 552 students are projected. Therefore, CUHSD would be over-capacity in the next 25 years by about 588 students To meet current needs and future growth, the District plans to modernize existing school facilities through upgrades, replacements, or the addition of new facilities. As enrollment increases, Ancillary facilities, administrative facilities and administrative staff will be required.
Meadows Union School District
The current enrollment of 370 students in MUSD represents 45% under the total capacity, indicating that there is available capacity for additional students. According to MUSD staff, the existing school facilities are deemed adequate and capable of accommodating future needs. MUSD also recently approved the addition of a new portable classroom, further increasing capacity.
Opportunities for Shared Facilities
The City and the School Districts have entered into Joint Use Agreements to allow for mutually beneficial use of playgrounds, sports fields and other amenities that serve the El Centro community. These agreements maximize the value of the public facilities that serve El Centro. The 2008 El Centro Parks & Recreation Facilities Master Plan describes the joint use agreements between the City, El Centro Elementary School District, and Central Union High School District that allow each party to program activities for both City and school-owned facilities. For example, a 2007 joint use agreement between the District and the City allows public use of the gymnasiums at Wilson Junior High School and Kennedy Middle School and multipurpose rooms, playing fields, restrooms and classrooms at various other schools within the District. The City in turn agrees to provide the Youth Center Parks and Sports Facilities for use by the District.
Joint use agreements between the City and ECESD for the shared use of Frazier Field and Sunflower Park establish a collaborative partnership between both entities to utilize these public spaces for various recreational and community-based purposes.
State-of-the-art facilities at the Dr. Martin Luther King, Jr. Sports Pavilion and the El Centro Aquatic Center reflect commitment to community development for residents. It is recommended for the City and school districts to explore future joint use agreements, fostering collaboration and maximizing the shared benefits of these recreational facilities.
Phasing
The phasing of new schools will be directly linked to the approval of new development and the issuance of building permits, while taking into consideration the school districts' boundaries.
ECESD formed Community Facilities District No. 2005-1 (the “District”) in May 2005, in anticipation of the need for school facilities within the Victoria Place development in the City of Imperial. The new school would be a TK-eighth-grade elementary school and provide a neighborhood school for the children living in the area. Measure C was approved in November
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2022, facilitating the construction of the New Victoria Ranch Division School. The number of students enrolled in ECESD impacts schools in El Centro, and the new school for Victoria Ranch will alleviate capacity demands for the population residing in El Centro. MUESD obtained approval for a TK/Kindergarten building comprising four classrooms, and the district plans to hire additional staff upon the completion of the building.
III. Mitigation
In order for the City to provide its residents adequate school facilities and to ensure that the school system is sufficiently expanded to accommodate growth within the City, the City will work with the school districts to:
• Support the local school districts by working with them to determine the most appropriate location and distribution for school facilities to serve the educational needs of the community and encourage equitable access.
• Collaborate with school districts to determine suitable locations for new school sites that are equitable, safe, healthy, technologically equipped, aesthetically pleasing, sustainable, and support optimal teaching and learning environment.
• Encourage the joint use of school facilities to provide a range of recreational and educational opportunities for residents.
• Provide opportunities for students to attend schools within their residential neighborhoods as well as choices in educational settings outside their neighborhoods. • Incorporate project planning and site selection to proactively inform land use policy decisions regarding residential development in proximity to existing school facilities.
IV. Financing
Current Funding
State funding and associated state school construction bond funds provide a basis for school facility funds. Local property tax shares, developer fees dedicated to schools, and local school district general obligation bonds provide the balance of facility financing. The ratio of state to local funding is approximately 35% state/65% local.
• General Obligation Bonds – are paid for out of property taxes and require approval of twothirds or 55 percent of its voters. o El Centro Elementary School District has three Measure Committees in place for overseeing the distribution of the general obligation bonds. The measures are Measure C, E, K, L and R.
o Measure C and E: Both approved in November 2022, funds totaling approximately $17,500,000 in bonds, may be utilized by ECESD to construct the Victoria Ranch Division School. The projects aim to establish a new elementary school, replace
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temporary portables with permanent classrooms. Additionally, the funds will be allocated to enhance student access to computers and modern technology, as well as to construct and modernize outdated classrooms and facilities. o Measure L: ECESD utilized Measure L funds, approved November of 2016, through the issuance of $22.1 million in general obligation bonds. The communitybacked measure aimed at addressing key educational needs, directing funds towards replacing temporary portables with permanent classrooms, improving student access to technology, and modernizing outdated facilities, ultimately to mitigate issues of student overcrowding.
o Central Union High School has a Citizens’ Oversight Committee to oversee the use of Measure K funds. CUHSD recently exhausted its bonding capacity upon the issuance of the GO Bond Series from 2016 and 2019.
o Measure K: Measure K funds, specifically $25 million from the 2016 election's $30-million bond Measure K, were used to contribute to the construction of the new STEM building at Central Union High School. The project also received financial support from various state funds. The total cost of the new STEM building amounted to approximately $38 million to ensure the completion of a state-of-theart STEM facility to serve residents in Imperial Valley. o Meadows Union School District has an independent Citizens’ Oversight Committee to oversee the use of Measure R funds.
o Measure R: Measure R funds, approved by voters in November 2016, were utilized to finance the construction of the new gymnasium at Meadows Union School. The total cost of the project is approximately $7.4 million, with a substantial portion, specifically $5.8 million, derived from the Measure R bond issue. The funds were dedicated to covering construction costs, ensuring that the new gymnasium meets the facility needs of MUSD as specified by the approved bond measure.
In 2013, a new funding formula for school finance known as the Local Control Funding Formula (LCFF) was enacted. For school districts and charter schools, the LCFF creates base, supplemental, and concentration grants in place of most previously existing K–12 funding streams, including revenue limits and most state categorical programs. The aim of the LCFF is to provide each agency with the means to help every student achieve their highest possible level of success. The State projected that full implementation of the LCFF would occur in the FY 2020-21. However, the 2018-19 Budget Act fully funded the remaining LCFF gap, therefore in FY 2019-20 was the first year of full implementation of the LCFF.
In 2022, Central Union High School District and McCabe Union Elementary School District both qualified for general assistance, the first tier that provides resources and assistance available to all local educational agencies. While El Centro Elementary School District and Meadows Union Elementary School District qualified for the second tier, differentiated assistance.
Just as important to the fiscal piece, a school district is mandated by legislation to create a Local Control and Accountability Plan to explain how it will meet annual goals for all students with specific activities to address state and local priorities. This includes specifically supporting underperforming pupils by attaching funds to meet the needs of a school district’s population of low income, English learners, and foster youth students.
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The districts need to meet pertinent requirements of State law regarding the collection of developer fees. State law gives school districts the authority to charge fees on new residential and commercial/industrial developments if those developments generate additional students and cause a need for additional school facilities. Government Code Section 65995 authorizes school districts to collect fees on future development of no more than $1.93 per square foot for residential construction and $0.31 for commercial/industrial construction (Level 1 fees).
Level 1 fees are adjusted every two years according to the inflation rate for Class B construction as determined by the State Allocation Board. Government Code Section 66001 requires that a reasonable relationship exist between the amount and use of the fees and the development on which the fees are to be charged. In order to collect the Level II and Level III Fees in excess of the statutory Level I Fee for constructing school facilities, the school district must meet the requirements listed in Government Code Section 65995.5.
Cost Avoidance Opportunities
School infrastructure and facilities are planned and funded independently from City of El Centro.
Schools that have been under-built in terms of meeting student to teacher ratios will remain a concern for funding. However, the school districts and the City have executed joint use agreements to share facility use and reduce costs for overlapping facilities. The school districts also have specific lease agreements with the City that were enacted in 1997 and 2003.
In addition, a Joint Powers Use Agreement was adopted on July 18, 2007 between the City and the El Centro Elementary School District regarding the joint operation and use of Recreation Facilities. The agreement allows programed activities to take place on both park and school grounds. A Facilities Use Request Agreement between the City and Central Union High School provides for the shared use of recreation facilities. It should be noted that the City pays the school district for operations and maintenance costs for use of the school facilities under the joint use agreement; however, the school districts do not pay for operations and maintenance costs for use of the City facilities.
Recommended Funding
In addition to development impact fees outlined by the State, the school districts can obtain other potential sources:
• General Obligation (GO) Bonds – are paid for out of property taxes and require approval of two-thirds or 55 percent of its voters. In California, school districts receive GO Bonds through a process involving voter approval and subsequent issuance by the school district.
The district assesses its infrastructure needs and develops a proposal outlining specific projects. After board approval, a local bond election is conducted, requiring a specified majority vote for approval. Upon voter approval, the district issues the bonds, which are purchased by investors. The funds acquired are used to implement approved projects, including construction and technology upgrades. Debt repayment is funded through local property taxes over several years.
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• Certificates of Participation (CoPs): Following the identification of capital needs, a school district’s governing board approves the decision to pursue CoPs, and a financial analysis is conducted to determine the required funding and assess the district's ability to make lease payments. Financial professionals collaborate with the district to structure the transaction, gaining necessary approvals from local authorities. Upon approval, the district issues CoPs to investors, raising funds for capital projects. Following project implementation, the district makes periodic lease payments over the agreed-upon term. Upon completion of payments, ownership of the funded assets typically transfers to the school district. • School Facility Program Funds – The California School Facility Program (SFP) involves a process where school districts determine eligibility for construction and modernization projects, submit applications to the California Department of Education, and, upon approval, receive state funding. The funding allocation considers factors like project scope and student population, and districts may need to provide a local match. Approved funds support project implementation, with districts adhering to compliance, reporting, and audit requirements to ensure transparent and efficient use of state resources for creating safe and modern learning environments.
• Parcel Tax – revenues are historically minor, used to supplement operating budgets and require approval by two-thirds of voters.
• Mello-Roos Community Facility Districts – uses a tax on property owners within a defined area to pay long-term bonds issued for specific public improvements and requires approval from two-thirds of the voters (or land owners if fewer than 12).
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4.11 Healthcare Facilities
Previous Service Area Plans (SAPs) for the City of El Centro or any other cities, did not include a Healthcare Section. As of December 31, 2024, the SAP Guidelines provided by Imperial LAFCO, and stated below, do not include Healthcare as a public service to be incorporated in the SAP:
“Requirements for Public Services
A complete description and analysis is provided of when and how each facility will be provided and financed based upon build out projections and phasing assumptions. These services include but are not limited to: Administration, Drainage, Fire, Law Enforcement, Library, Parks & Recreation, Schools, Transportation, Wastewater Treatment, Sewer and Water.
In some instances(i.e., schools) the City may not have any jurisdiction over a particular service provider. In these instances, LAFCO needs to be assured that the affected service provider will be able to accommodate the projected growth within an amended Sphere of Influence. The proposed Service Area Plan should include an agreement between the City/District and the affected service provider on when and how facilities and or services will be provided.” The City does not provide healthcare. Within the City of El Centro, healthcare is provided by a variety of doctors and clinics. El Centro Regional Medical Center (ECRMC) is an acute care hospital located within the City on property owned by the City. ECRMC is managed by the University of California San Diego (UCSD) pursuant to a joint powers agreements between the City, ECRMC and UCSD. Further information regarding ECRMC can be found on its website. In addition, the residents of El Centro may seek healthcare services from the other acute care hospital within the Imperial Valley, Pioneers Memorial Healthcare District (Pioneers), which also is a separate and independent special district located in the City of Brawley.
Effective on October 8, 2023, the Imperial Valley Health Care District (IVHD) was created pursuant to the provision of AB 918. By November 5, 2024, the IVHD may acquire ECRMC.
Therefore, whether or not that occurs, ECRMC, Pioneers, and Heffernan Memorial Healthcare District in the City of Calexico will be dissolved in to the IVHD which is a separate, independent healthcare district with a separate Board of Directors.
On October 8, 2023, the Imperial Valley Health Care District (IVHD) was created pursuant to the provision of AB 918. Pursuant to that law, IVHD already includes Heffernan Memorial Healthcare District and is negotiating with ECRMC and the City for possible acquisition of both ECRMC and, by operation of law, Pioneers. Therefore, once such transfers occur, healthcare will be provided by IVHD which is a separate, independent healthcare district with a separate Board of Directors.
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SECTION 5 – FINANCING
5.1 Introduction
This section of the SAP lists and describes the revenue sources and financing mechanisms that are currently utilized by the City to fund the development and operation of the various facilities and services discussed within Chapter 4 of this SAP. Revenue sources and financing mechanisms that are not currently used but that are being reviewed and considered by the City for future funding are also described.
5.2 Existing Revenue Sources
The following list presents various sources of revenue that are currently utilized by the City to accumulate finances necessary to develop and operate the various facilities and services discussed within the SAP. The revenues are separated between general fund revenue and special revenue, meaning they are typically restricted for specific uses. Complete budgetary information is available for viewing at the City Finance Department.
General Fund
Sales Tax
The City receives one percent of State sales tax charged for point-of-sale purchases made at businesses within the City boundaries. City general sales tax revenue is deposited into the General Fund, which is further discussed below. The City Finance Department estimates that approximately $16.4 million in sales tax revenue will be deposited into the General Fund during fiscal year (FY) 2022-23.
A separate countywide sales tax increase of one-half of one percent was originally approved by voters in 1989 for a 20-year duration. About 95% of the funds collected go directly to the cities and County to pay for critical road repair projects, and the remaining 5% is targeted for regional projects. The Measure D program is managed and administered by the Local Transportation Authority and was overwhelmingly approved by voters for an additional 40-years in November 2008. The City estimated that approximately $23,000 in Measure D funds are available in FY 2022-23.
In addition to Measure D, Measure P was approved by El Centro residents in November 2016.
That measure increased the sales tax rate by one-half of one percent citywide effective April 1, 2017. The horizon year for this sales tax sunsets in 2047. Funds from this tax are used toward major capital needs, focusing on improving and replacing important facilities needed by the City’s residents and employees. The sales tax revenue from Measure P is budgeted in FY 2022-23 is $7.3 million.
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Property Tax
The City levies a tax to owners of property within the City. This tax, collected annually by the Imperial County Treasurer-Tax Collector's Office, is deposited into the General Fund. The City Finance Department estimates that approximately $4.2 million in property tax revenue will be deposited into the General Fund during fiscal year 2022-23. Pursuant to a master tax agreement entered into between the City and the County, these two jurisdictions exchange property tax revenue when an annexation from the County to the City occurs. The City has started the negotiation process with the County of Imperial.
Property Tax In-Lieu of Vehicle License Fee (VLF)
The State backfills reduced motor vehicle license fees (VLF) with property tax revenue. Revenue growth is tied to the change in assessed property values through market activity and Proposition 13 guiding increases in annual assessed values. The City Finance Department estimates that approximately $5.2 million in in-lieu VLF revenue will be deposited in the General Fund during FY 2022-23.
Transient Occupancy Tax
Transient occupancy taxes (TOT) are levied on all individuals occupying their dwelling for 30 days or less. This is generally most applicable to room rentals at motels and hotels. The TOT rate is 10% of the room rental rate. Although the tax is collected for the City by the operators, it is a tax on the occupant, not the hotel or motel. It is anticipated that this tax revenue will continue to marginally increase for FY 2022-23 after declining in FY 2020 as a result of fewer people traveling in the COVID-19 pandemic. The City Finance Department estimates that approximately $2.5 million in TOT revenue will be deposited in the General Fund during FY 2022-23.
Other General Fund Revenue
The City collects other fees and taxes, totaling $982,600, that are deposited in the Other General Fund Revenue. They include Franchise Fees (FY 2022-23 estimate of $342,100), Business License Tax (FY 2022-23 estimate of $440,000), Fine and Forfeitures (FY 2022-23 estimate of $54,500), User Fees (FY 2022-23 estimate of $50,000) and other taxes (FY 2022-23 estimate of $96,000).
Certain public services and facilities operated by the City entail various user fees that are charged to patrons or other users on a fee-for-service basis. User fees are charged for services such as vehicle impound and release (ECPD), fire permit inspection and issuance (ECFD), summer day camp (Parks & Recreation), and late or damaged book fees (El Centro Public Library). Revenue generated by these fees is deposited into the General Fund. City services provided through the Planning Department, Building Department, and Engineering Department regarding project processing, permitting, and review also incur user fees that are deposited into the General Fund.
The User Fee Study was prepared for the City Finance Department in 2019. The analysis examined how the City could more efficiently utilize user fees to increase revenue and recover the costs of operating City facilities and services. The scope of the study encompassed a review and
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calculations of the user fees charged by the following City Departments: Fire Department; Police Department; City Clerk; Library and Parks & Recreation. Planning & Zoning; Engineering; and Building & Safety fees which are considered “development processing fees.” The report contained cost elements that are included in the calculations for the following fully burdened rates: salaries and benefits of personnel involved, operating costs applicable to fee operations, departmental support, supervision and administration overhead, internal service costs charged to each department, and indirect City-wide overhead costs calculated through the Cost Allocation Plan. In 2019, the City established and adopted the City rates, charges, and user fees for various government services along with an annual Consumer Price Index (CPI) escalator.
Special Revenue
Development Impact Fees
Jurisdictions often charge private developers various development impact fees to assure that the demand for and physical and financial impacts to public services and facilities caused by development projects are adequately addressed. Mitigation of project impacts can be satisfied through imposition of development impact fees.
The City adopted a development impact fee program in 1989 and included fees for the following categories:
• General Government Facilities
• Fire
• Library
• Parks and Recreation
• Police
• Streets
• Water and Wastewater Treatment
The fee structure is outlined in the Development Impact Fee Report, which was prepared in 1989 and revised in 1994. The report was further updated by Tischler-Bise in June 2006. Development impact fees are used to fund the capital costs of facilities borne by the impacts from new development. The fees cannot be used to fund an existing infrastructure deficiency. This revenue stream has declined significantly since the recession due to the slowdown in residential construction. Since the SAP was last updated, this revenue stream has seen a decrease and revenue for FY 2022-23 is projected to be $524,489.
Gasoline Tax
The State levies a tax on all in-state sales of gasoline. A portion of the revenue derived from this State tax is distributed by formula to local jurisdictions. The formula distribution is complex due to State budget activity making this revenue stream uncertain. Gas tax revenues are restricted by the State for street purposes only, therefore the City deposits money into a special fund. Projected revenue is $1.1 million in FY 2022-23.
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Local Bonds
Bonds are issued for Governmental Activities and for the Enterprise funds. Governmental activity bonds have been issued for specific capital projects whose revenue sources to repay the bonds are sales tax (Measure D) or Successor Agency – Debt Service Property Tax. The bonds for the Enterprise funds are used to finance the design, engineering, acquisition, and construction of certain repairs, renovations, extension, betterments and improvements to the City’s municipal water and wastewater system. The revenue sources to pay for these bonds are the water and wastewater user fees. Through the Community Facilities District, the City anticipates a revenue for FY 2022-23 is $110,430.
Other Transportation Funding Sources
The City receives funding for specific circulation and roadway projects from several state and federal programs. They include the following:
• State Transportation Improvement Program (STIP): Funds from this program are allocated for specific projects by programming of funds through the Imperial County Transportation Commission (ICTC). The City projects $0 in revenue for FY 2022-23. • Federal Highway Administration: Grant funds from this revenue program are applied to improve major thoroughfares in the City. They include the Highway Safety Improvement Program and Congestion Mitigation and Air Quality Program. Current roadway capital projects include Adams/La Brucherie, Euclid Avenue, and Buena Vista Avenue, as well as lighting and sidewalks. For FY 2022-23, the City projects a revenue of approximately $7.3 million.
• Transportation Development Act – Article 3: Article 3 funds are allocated by ICTC for specific projects related to pedestrian and bicycle mobility. The City projects $37,655 in revenue for FY 2022-23.
Community Development Block Grants
Housing and Urban Development (HUD) Entitlement funds are a revenue stream from Community Development Block Grant Entitlement Communities Grant. These funds are allocated by the federal government to eligible entitled local agencies for housing and community development purposes and for expanding economic opportunities for low and moderate income persons. These revenues are subject to adjustment both in the total amount and in the amount allocable for costs by the federal government in the future.
Entitlement Communities must develop an Annual Action Plan that outlines how they intend to use the funds in a way that aligns with CDBG program goals and statutory requirements. The funds aim to empower local communities to address their unique challenges and promote sustainable community development. Revenues for the City are estimated to be $108,045 in FY 2022-23.
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5.3 Future Revenue Sources
The following list presents sources of revenue that the City Finance Department could consider to increase their available financial resources.
Updated User Fees
The User Fee Study was prepared for the City in March of 2019. The study identifies potential increases to existing fees and also identified user fees that do not currently exist but that could feasibly be charged to increase revenue for the City and recover costs. Specific user fees included for services are provided by city administration, planning, public works and engineering, public library, ECPD, ECFD, and Parks & Recreation.
Updated Development Impact Fees
While the City currently charges development impact fees for administration, library, law enforcement, fire protection, streets, parks, recreation, and public facilities, the fee structures and the nexus analysis upon which the fees are based are dated. A new nexus evaluation and subsequent updated impact fees provide a source of revenue for the City to offset the infrastructure impact from new development.
Measure P
Measure P is expected to remain a reliable source of revenue for the City to use toward maintaining City services and facilities. The annual revenue from this tax is estimated to be approximately $5 million. Measure P is effective until June 30, 2047.
State and Federal Funding
Various government programs are available at the state and federal levels to assist local jurisdictions in financing public facilities and services. The City will continue to seek out such sources of revenue in the future. Most funding sources at the state level require an application requesting assistance and specifying the projects or purposes for which the funds can be used.
Financial assistance from the state can include grants, low interest loans, and matching funds.
An example of a new State program is the cap-and-trade program that funds various projects that reduce greenhouse gas emissions. Energy efficiency and clean energy projects include low-income weatherization and solar programs; while water use efficiency grants to local agencies help fund water conservation measures intended to reduce the amount of energy used to move, treat, and heat water. The Water Quality, Supply, and Infrastructure Improvement Act of 2014 (Proposition 1) authorizes the use of general obligation bonds for funding drought relief and critical water infrastructure projects.
At the federal level, financial assistance includes grants and federal matching funds for state run assistance programs.
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For funding programs that include both federal and state components, the Active Transportation Program (ATP) administered by Caltrans consolidates several programs related to improvement projects for pedestrians and bicycles. The Active Transportation Program was created in 2013 by Senate Bill 99 and Assembly Bill 101 to encourage increased use of active modes of transportation, such as biking and walking. The ATP consolidates various transportation programs; including the federal Transportation Alternatives Program, state Bicycle Transportation Account, and federal and state Safe Routes to School programs into a single program.
5.4 Existing Financing Mechanisms
The following are financing mechanisms currently utilized by the City.
General Fund
The General Fund is used to account for all revenues and expenditures necessary to carry out the basis governmental activities of the City that are not accounted for through other funds. For the City, the General Fund includes activities such as public protection, public works and facilities, parks and recreation, and community development.
Capacity Fee Funds
The City maintains capacity fee funds for the water and wastewater systems. These funds are comprised of charges to developers for implementing projects that would contribute to demand on the City’s water and wastewater facilities. The revenue is used to finance improvement projects for the respective facilities and is not used for personnel or other operational costs.
Enterprise Funds
The City maintains two major Enterprise Funds, the Water Fund and the Wastewater Fund. The Water Fund accounts for revenues and expenses associated with the treatment and distribution of potable water. The Wastewater Fund accounts for revenue and expenses associated with the collection and treatment of wastewater. Revenues come from water/wastewater user fees, connection fees, maintenance fees and interest. Bonds have been issued against Enterprise funds for infrastructure improvements.
Developer/Builder Contributions
Many of the improvements to municipal water, wastewater, drainage, and circulation systems that are required to serve new development within the City can be directly funded and constructed by the developer and/or builder through private funding sources and are not the responsibility of the City. Facilities earmarked for developer/builder funding are typically those that normally would have been imposed as a condition of approval of a tentative map under the City’s existing development review process. Requiring such contribution through a developer agreement can save the City significant amounts of expenses.
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Special Assessment Districts
Jurisdictions often form special assessment districts to achieve financial and operational efficiency in implementing improvements for a particular geographical location or a certain type or types of improvement. One type of assessment district is a Landscape and Lighting Maintenance District (LLMD) that is created for maintenance and improvements for assets including drainage, sidewalks, and median walkways. The Lighting and Landscaping districts ensure that ongoing maintenance related to the retention basin, green belts, lighting improvements and the operation and servicing of community parks. The Community Facilities District was set up to finance the public infrastructure facilities of the District. The City has three existing LLMDs created for the Legacy Ranch, Buena Vista, and Town Center Developments. The City expects to receive revenues of $37,003, $44,058 and $30,801 from these assessment districts, respectively in FY 2023-2024.
Community Facilities Districts
The 1982 Mello-Roos Community Facilities Act allows a district to establish community facilities districts that provide funding for provision of services and development of facilities. Such districts often involve taxes levied on the public that generate revenue that is deposited into special funds specifically for the respective service or facility instead of into the jurisdiction’s general fund.
Land based funding mechanisms such as Mello-Roos Community Facilities Districts are possible for new development where there are few voters required to help fund public infrastructure and/or services. The Legacy Ranch development created Mello-Roos Community Facilities District NO. 2007-1 to issue bonds for the purpose of financing certain public improvements (streets, sewers, storm drains).
Measure P
This measure increased the sales tax rate by one-half of one percent effective April 1, 2017. The purpose of the tax isto address major capital needs, focusing on improving and replacing important facilities needed by the City’s residents and employees. Funding is allocated toward maintaining City services and facilities, including police, fire protection, library, parks and recreation, senior programs, street maintenance and facility improvements.
Lease Revenue Bonds
Lease-revenue bonds are used in the State’s capital outlay program to finance projects. These bonds are paid through lease payments from the occupying department to the governmental financing entity, generally paid to the State Public Works Board. In May 2023, the City entered into a Lease Revenue Bond for the new police headquarters. The bond is commonly referred to as the Police Station Project Lease Revenue Bond. The Bonds were sold to institutional and retail investors across California and the United States. The proceeds of the bond financing, in conjunction with Measure P reserves, will be used to provide funding for the City’s new $38 million Police Headquarters building. While the expected cost of the new headquarters is $38 million, the Lease Revenue Bond is $40.8 million. The higher issuance amount than the actual project cost is to cover the capitalized interest account and a debt service reserve fund.
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5.5 Future Financing Mechanisms
In addition to the existing financing mechanisms listed above that the City will continue to utilize, a new financing mechanism was developed through recent legislation to recapture certain aspects of the former redevelopment fund process. SB 628 (Beall) was signed into law in November 2014 allowing for the creation of Enhanced Infrastructure Financing Districts or EIFDs. EIFDs are empowered to provide financing for a broad range of infrastructure work so long as a direct connection can be made between the needed infrastructure and its users.
Projects can include traditional public works such as roads and highways, bridges, parking facilities, transit stations, sewage and water facilities, flood control and drainage projects, solid waste disposal, parks, libraries, and child care facilities. EIFDs may also finance other items including brownfield restoration and environmental mitigation, military base reuse projects, affordable housing, private industrial buildings, transit oriented development projects, and projects carrying out sustainable communities strategies.
The current law requires a two-thirds vote to form an Infrastructure Financing District; an EIFD can be formed without a vote. The legislative body of a city or county may designate one or more proposed EIFDs including areas which are not contiguous as well as any portion of a former redevelopment project area. Once an EIFD is established, SB 628 would require the creation of a public financing authority responsible for putting together an infrastructure financing plan.
The financing plan would specify whether the district would be funded through tax increment financing, public or private loans, grants, bonds, assessments, fees or some combination thereof.
The issuance of tax increment bonds would require a voting threshold of only 55 percent for passage rather than the two-thirds majority now required except for school bonds.
Another financing tool recently signed into law is SB 614 (Wolk), which authorizes a city to include in its resolution of application an annexation development plan that would form or reorganize a special district to improve or upgrade structures, roads, sewer or water facilities, or other infrastructure to serve a disadvantaged, unincorporated community (DUC).
A DUC is defined as a community with an annual median household income that is less than 80% of the statewide annual median household income. The financing plan would be included in the existing LAFCO process. As a condition of annexation until January 1, 2025, tax increment financing could be used by the special district, such as a community services district, to fund infrastructure improvements in a DUC.
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5.6 Facility Financing
The following section provides a brief discussion of the funding sources used for the specific services and facilities included in Chapter 4 of the SAP. Any sources of funding that are not currently being utilized, as well as opportunities for cost avoidance, are identified.
General Government Facilities
Current Funding
The City receives funding for general government facilities primarily from the General Fund and development impact fees. The impact fees pay for capital costs of facilities while the General Fund pays for the maintenance and operations of the facilities.
Measure P serves as a pivotal funding mechanism for supporting general government facilities.
Approved by voters, Measure P allocates funds to enhance and maintain essential infrastructure and public services within the community. These funds are available for various projects, including the development and maintenance of government facilities.
User Fees constitute a significant source of current funding for general government facilities.
These fees are generated through charges levied on users who directly benefit from specific government services or facilities. The revenue generated from user fees is then reinvested into the maintenance, operation, and improvement of these facilities.
Cost Avoidance Opportunities
There are no cost savings opportunities for the City identified at this time.
Recommended Funding
The City will continue to use the General Fund for the maintenance and operation of the general government facilities. As the City continues to grow, any necessary expansion of the facilities or acquisition of additional property for general government facilities could be financed by issuing bonds or by collecting development impact fees. An updated Development Impact Fee Study would serve to evaluate fees and align revenues with capital projects that mitigate new growth through the expansion of public facilities and services. Any increase in development impact fees for general government facilities would increase the funds available to pay for specific large-scale development or improvement projects related to such facilities.
Drainage Facilities
Current Funding
Within the City and the SOI, facilities are mostly installed and funded by developers as projects are implemented. Development impact fees charged on new development for drainage facilities are also collected.
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The Legacy Ranch development also created a Mello-Roos Community Facilities District NO. 2007-1 to issue bonds for the purpose of financing certain public improvements (streets, sewers, storm drains).
Cost Avoidance Opportunities
The City is able to avoid some costs for the development of new drainage facilities by requiring developers to construct adequate facilities and retention basins on their projects.
The City can establish a drainage fee program based on a master drainage plan. It is recommended that the City update its Master Plan of Drainage to reflect the costs associated with specific drainage areas.
Recommended Funding
Funding responsibilities for project-related facilities shall remain with the developers and secured prior to construction. Improvements to centrally located City-maintained facilities are under guidance of the Department of Public Works Wastewater Division. The 2009 MPD identified the following existing and potential funding sources for maintenance and capital expenditures:
• General Fund
• Drainage Fees
• Stormwater Service Fees
• Development Impact Fees
• Federal Housing and Community Development Act of 1974 – Community Development Block Grant (CDBG) Program
• American Rescue Plan Act (ARPA) Funds
• FEMA Hazard Mitigation Grant Program (HMGP) Funds
• Enhanced Infrastructure Financing Districts (EIFDs)
• Landscape and Lighting Maintenance District (LLMD)
• Special Assessments
o Municipal Improvement Act of 1913
o Benefit Assessment Act of 1982
• Highway Improvement Projects
• Mello-Roos Community Facilities Act of 1982
• General Obligation Bonds
• Federal and State Funding
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Certain funding mechanisms, such as Special Assessments and Mello-Roos taxes, require voter approval from affected landowners to take effect, while others such as CDBG and highway funds may be used for drainage if a general relationship is established between the project and the program’s intent for the funds. Mello-Roos funding can be used for flood and storm protection services, including, but not limited to, the operation and maintenance of storm drainage systems, and sandstorm protection services. In addition, a Water, Wastewater and Storm Water Rate Study Update was completed in 2012, which determined the adequacy of the existing rate structure charged to City customers for storm water service and recommended rate changes and other revenue sources to pay for storm water facilities.
Enhanced Infrastructure Financing Districts (EIFDs) are empowered to provide financing for a broad range of infrastructure work, including traditional public works projects but also other capital infrastructure such as flood control and drainage projects.
Fire Facilities
Current Funding
The El Centro Fire Department operational and maintenance costs for facilities, equipment and personnel are financed by the General Fund. Revenues from user fees charged by the ECFD go into the General Fund and used to fund the ECFD programs. An updated User Fee Study was prepared in 2019 and fees were adopted in order to achieve full cost recovery for fire protection services. Development impact fees required of development projects generate revenue that is used for large-scale improvement and development projects related to fire facilities as a result of increased capacity.
Measure P allocates funds to enhance and maintain essential infrastructure and public services within the community. These funds are available for various projects, including the development and maintenance of fire protection facilities.
Cost Avoidance Opportunities
The ECFD operates and shall continue to operate under a mutual aid agreement with the County of Imperial Fire Department for as-needed assistance and backup. The two agencies also share a hazardous materials emergency response unit. The ECFD participates in a countywide joint purchase program. Further, ECFD conducts fire inspections while a private vendor conducts plan review of new structures which enables ECFD staff to focus on additional priorities.
Recommended Funding
The General Fund is used to account for all revenues and expenditures necessary to carry out the Fire Department services. Expansion or additions to the existing inventory of facilities could be funded through issuance of new bonds backed by the general fund to meet fire service protocol.
The Fire Department indicated the potential for developing a subscription-based EMS fee that could be part of the fee study update. Also, there could be a study of receiving reimbursement from insurance carriers for fire department response to incidents.
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An update to the development impact fees study will bring such fees up to date and potentially increase revenue for the City based on development patterns. Any increase in development impact fees for ECFD service or facilities would increase funds available for large-scale development and improvement projects.
The CPSM study recommended the City of El Centro and El Centro Fire Department should develop a long-range capital plan for funding the replacement of all fire apparatus and fire department support vehicles.
The City of El Centro is set to receive a substantial allocation of American Rescue Plan Act (ARPA) funds from the federal government, with flexible spending parameters. Specifically, the funding source can be utilized for public health and safety initiatives, personnel and administrative costs, revenue loss recovery, and infrastructure upgrades. As ECFD is a vital public health and safety service for the city, ARPA funds represent a potential source to strengthen the department's capabilities.
Land based funding mechanisms such as Mello-Roos Community Facilities Districts are possible for new development where there are few voters required to help fund fire infrastructure and/or fire protection services as well as ambulance and paramedic services.
Funding and resources for the future reconstruction of Fire Station No. 1 would come from a combination of impact fee funds and donation of land by developers undertaking projects in the relevant areas of the City.
Enhanced Infrastructure Financing Districts (EIFDs) are empowered to provide financing for a broad range of infrastructure work, including traditional public works projects but also other capital infrastructure such as fire facilities.
Law Enforcement
Current Funding
Funding for law enforcement is derived from many funding sources. Sources include the general fund, developer fees, and grants. The General Fund is used to account for all revenues and expenditures necessary to carry out the Police Department services. As a part of the revenue, the City receives Proposition 172 public safety tax revenue based on sales tax receipts, as well as cost recovery for judicial court appearances to provide testimony on cases.
Revenue from user fees charged by the ECPD is paid into the General Fund. An updated User Fee Study was prepared in 2019 and fees were adopted in order to achieve full cost recovery for law enforcement services. Parking enforcement revenue is also deposited for funding of police activities. Development impact fees required of development projects generate revenue that is used for large-scale improvement and development projects related to police facilities and services.
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The ECPD was awarded a $50,000 grant from the California Office of Traffic Safety through the National Highway Traffic Safety Administration to enhance and fund road safety programs.
Funds for the construction of the new police station, which were acquired from bonds issued in May of 2023, are included in the FY 2024 budget. Construction is expected to commence during the upcoming 2024 fiscal year. Measure P funds were also allocated to finance the construction and operational needs of the new police facility, ensuring a dedicated and sustainable financial source for enhancing law enforcement infrastructure and services.
Cost Avoidance Opportunities
While the ECPD cooperates with the Imperial County Sheriff’s Department for the provision of as-needed emergency backup services, the two agencies do not currently share any facilities and would not share any facilities in the future. Although there are no substantial cost avoidance opportunities for the ECPD, the department achieves cost savings through the leasing of equipment including computers and phone system. Non-sworn department staff are used where feasible in place of a sworn officer to conduct city business to reduce personnel cost. Further, school districts share the cost of School Resource Officers with the City.
Recommended Funding
The ECPD will continue to be funded by the General Fund, public safety grants and other sources.
The general fund remains a flexible funding source for both operations and maintenance, and capital expenses. Expansion or additions to the existing inventory of facilities could be funded through issuance of new bonds backed by the general fund to meet police service protocol. Grants such as those identified above, can be procured for specific operations while general fund and developer fees are available for capital facilities.
Increased user fees increase the revenues that are available for the General Fund to carry out the Police Department services. An updated User Fee Study was prepared in 2019 and fees were adopted in order to achieve full cost recovery for law enforcement services.
An update to the development impact fees study will bring such fees up to date and potentially increase revenue for the City based on development patterns. Any increase in development impact fees for ECPD service or facilities would increase funds available for large-scale development and improvement projects.
The City also may consider the establishment of a community facilities district for the ECPD to centralize funding for the Department and allow an efficient and effective means of financing Department needs. Land-based funding mechanisms such as Mello-Roos Community Facilities Districts are possible for new development where there are few voters required to help fund police infrastructure and/or police protection services.
Enhanced Infrastructure Financing Districts (EIFDs) are empowered to provide financing for a broad range of infrastructure work, including traditional public works projects but also other capital infrastructure such as police facilities.
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Grants such as those identified below, if capacity permits it, can be procured for specific operations while general fund and developer fees are available for capital facilities. • California Department of Justice Grants
• California Office of Emergency Services (Cal OES) Grants • Edward Byrne Memorial Justice Assistance Grant (JAG)
• Community Oriented Policing Services (COPS) Grants
• California Traffic Safety Grants
• California Endowment Grants
• California Community Foundation Grants
Library Facilities
Current Funding
The General Fund is used to account for all revenues and expenditures necessary to carry out library services. Development impact fees are levied for library facilities. Revenue generated by development impact fees are not placed in the General Fund but are used for specific library improvement projects. The library also accepts private donations material and funding grants to offset the costs of operation and to implement improvement projects.
The construction of El Centro's new $17 million public library facility was made financially achievable from funding from the voter-approved Measure P. Measure P allocated portions of a local transactions and use tax for funding allocated toward maintaining City services and facilities which included library facility improvements.
The El Centro Public Library applied for two CLLS literacy program grants potentially worth over $65,000 combined for 2023-2024. One proposal focused on general Adult Literacy while the other targeted English as a Second Language (ESL) learners. If awarded, each grant would provide around $33,000 over the 2023-2024 cycle to expand free community programming in these vital areas.
El Centro Public Library pursues California State Library Fund ZIP grants to support the ZIP Books direct mailing program. A recent application sought to renew $12,000 in ZIP project backing for 2023-2024 after already securing $8,000 for the current 2022-2023 fiscal year.
Revenue from user fees is paid into the General Fund. An updated User Fee Study was prepared in 2019 and fees were adopted in order to achieve full cost recovery for library services.
Cost Avoidance Opportunities
Through inter-library loan programs, the library shares resources with other libraries in the region which keeps costs down while providing acceptable services to City residents.
The El Centro Public Library offers Zip Books. Zip Books is a new patron-driven model for securing the books a customer wants to read. For speed and cost-efficiency, the patron’s request is
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delivered by Amazon directly to their home mailing address. When finished reading the item, the patron returns it to the library. The library also offers an e-book service for customers to download digital copies of reading materials.
Recommended Funding
The General Fund will continue to cover the expenditures necessary for library services. The library will continue to apply for all possible funding opportunities from the State and will continue to accept donations of money or materials.
An update to the development impact fees study will bring such fees up to date and increase revenue for the City. Any increase in development impact fees for library facilities would increase funds available for large-scale development and improvement projects related to library facilities and services.
Enhanced Infrastructure Financing Districts (EIFDs) are empowered to provide financing for a broad range of infrastructure work, including traditional public works projects but also other capital infrastructure such as libraries.
Parks and Recreation Facilities
Current Funding
The City receives funding for parks and recreation facilities including from the general fund, development impact fees, user fee charges, fundraisers and donations, and regional, state and federal grants. Proposition 84 (The Safe Drinking Water, Water Quality and Supply, Flood Control, River and Coastal Protection Bond Act of 2006) funds were used to build a skate park.
Maintenance fees for landscaping improvements along street rights-of-way are also collected from the Legacy Ranch Landscape and Lighting Maintenance District (LLMD), as well as from the Buena Vista and Town Center LLMDs. The LLMD was created for maintenance and improvements for assets including drainage, sidewalks, and median walkways. In the case of Legacy Ranch, the LLMD can be used for park maintenance of the open space dedicated to the city by the developer. Maintenance includes landscaping, open grass field, playground equipment, and structural amenities like a covered picnic area and furnishings.
The State’s Urban Greening Grant Program awarded the City $1,293,831 for Buena Vista Park and the State Prop 68 Grant allocated $5,700,000 for Gomez Park. Additionally, Measure P funds have been used to match State grants and build new facilities. With an investment of $2 million from Measure P funds, the City built First Responders Park. Measure P has also been used to leverage Community Development Block Grant (CDBG) funds in qualifying areas.
The City constructed and opened the El Centro Aquatic Center in 2019. The $18 million project was funded by a Redevelopment Agency Tax Allocation and Revenue Bonds with Local Transportation Authority funding.
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Cost Avoidance Opportunities
The City currently maintains joint-use agreements with the local school districts for the use and maintenance of athletic field and park facilities associated with most of the schools in these districts. These joint-use agreements save the City some of the operations and maintenance costs.
City policy requiring private developers to dedicate parkland and construct parks in conjunction with development projects eliminates substantial cost to the City for undertaking the purchase or dedication of land or the construction costs. The City will continue this cost avoidance measure.
The City routinely writes grant applications to rehabilitate existing park spaces and plan for the construction of new facilities. City staff should actively research grant programs and take note of application deadlines to acquire funding for facility improvements to meet community needs for parkland and recreation facilities. Competitive grant programs such as the Statewide Park Development and Community Revitalization Program and Outdoor Equity Grants Program support new parks and recreation opportunities in underserved communities across California.
With the recent construction and opening of the Dr. Marin Luther King, Jr. Sports Pavilion by the City of El Centro in December 2014 as part of a larger infrastructure investment that will include a skate park and aquatics center, the city and the school districts may evaluate future joint use agreements.
Recommended Funding
The General Fund will continue to cover the expenditures necessary to carry out the Parks and Recreation services. To maintain the current parkland surplus and to accommodate the anticipated population increase, the City will continue to require that new development include provision of additional public parks and recreational facilities to the maximum extent, in accordance with Public Facilities Policy 1.2.
User fees were updated in 2019 are charged by the Parks & Recreation Department. The incremental increases to City user fees and charges implemented by departments including Parks & Recreation represent a viable route to sustainably fund ongoing maintenance needs as well as future facilities expansion.
The CDBG Program is a federal initiative in the United States that provides funds to local governments to support a variety of community development activities that benefit low- and moderate-income individuals. CDBG funds can be allocated to enhance or construct new parks and recreational facilities such as playgrounds, sports fields, walking trails, picnic areas, and community centers.
An update to the development impact fees study will bring such fees up to date and increase revenue for the City. Any increase in development impact fees for parks and recreation facilities would increase funds available for large-scale development and improvement projects related to parks and recreation. Development of a Capital Improvement Program for parks will provide guidance for the capital projects that will be needed, their timing of implementation, and the possible funding sources and mechanisms.
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Land based funding mechanisms such as Mello-Roos Community Facilities Districts are possible for new development where there are few voters required to help fund park facilities and/or maintenance of parks, parkways and open space.
Enhanced Infrastructure Financing Districts (EIFDs) are empowered to provide financing for a broad range of infrastructure work, including traditional public works projects and other capital infrastructure such as parks and child care facilities.
Transportation Facilities
Current Funding
The General Fund is used to account for all revenues and expenditures necessary to carry out the Street & Maintenance services. Funding sources include development impact fees, local transportation authority, and the State gas tax. The gas tax is used for roadway maintenance and improvement and is allocated to local jurisdictions based on formulas that account primarily for population. The Imperial County Transportation Commission (ICTC) allocates Article 3 revenue from the Transportation Development Act (TDA) to each local jurisdiction in the County for nonmotorized transportation such as bicycle and pedestrian projects. Street and road funding from TDA is not provided.
The Imperial County Local Transportation Authority administers the local transportation sale tax (Measure D) that provides street and road funding for maintenance and capital improvement. LTA revenues bonds were issued for street related expenditures. Traffic fines and forfeitures are collected by the City for traffic control supplies and equipment. Capital roadway projects are funded from state transportation improvement program (STIP) revenue that are programmed by ICTC and submitted to the California Transportation Commission. STIP revenue is comprised of state and federal highway revenue sources and projects that receive funding are voted upon by the CTC. Many of these projects are tied to highway capacity, highway intersections and related projects.
Landscape and Lighting Maintenance Districts (LLMDs) are created for maintenance and improvements for assets including drainage, sidewalks, and median walkways. The City has three existing LLMDs created for Legacy Ranch, Buena Vista and Town Center developments. The Legacy Ranch development also created a Mello-Roos Community Facilities District NO. 2007-1 to issue bonds for the purpose of financing certain public improvements (streets, sewers, drains).
Cost Avoidance Opportunities
While there are no real opportunities to share roadway facilities with any adjacent jurisdiction, the City’s system does not exist independently, and circulation within and through the City is mutually affected by the operation of the State and County circulation system. In order to maintain the best possible circulation within City limits, throughout the SOI, and within the County and the greater region as a whole, the City will continue to cooperate with the State, the County, and adjacent cities in monitoring the operation of the regional system and the implementation of necessary
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improvements. In accordance with General Plan policy, the City will also continue to cooperate with the Imperial County Transportation Commission to ensure that adequate public transportation service is available for all segments of the community.
Application to State and federal programs to receive funding for circulation and roadway projects also provides a significant opportunity to avoid direct cost to the City for large-scale development and improvement projects.
Recommended Funding
Growth in core transportation funding sources for future transportation projects are closely linked to economic growth. Economic stability and growth highly influence revenue sources such as the gas tax, Transportation Development Act Article 3, Measure D transportation funds, development impact fees, and state transportation revenue. Active Transportation Plan funds from Caltrans could be available for pedestrian and bicycle projects. The City’s ability to leverage local sources for additional state and federal funds improves its ability to fund additional facilities.
An update to the development impact fees study will bring such fees up to date and increase revenue for the City. Any increase in development impact fees for transportation facilities would increase funds available for large-scale development and improvement projects.
Enhanced Infrastructure Financing Districts (EIFDs) are empowered to provide financing for a broad range of infrastructure work, including transportation facilities such as roads and highways, bridges, parking facilities, transit stations, and transit-oriented development projects.
A Transportation Impact Fee (TIF) program will provide adequate funding for the development, operation, and maintenance of the City’s transportation system across all travel modes. TIF programs provide funding for construction of transportation facilities needed to support traffic generated by new development and to meet state law requirements.
Wastewater Facilities
Current Funding
The City’s wastewater funds are operated as business enterprises with revenue generated through monthly service charges that fund wastewater projects and maintenance. Revenue accrued by such billing is placed in the Wastewater Fund to help finance personnel, maintenance, and improvements. Following the anticipated 2024 Sewer Master Plan, a rate update study is proposed to review wastewater rate and finance structure.
Operations, maintenance, salaries, and equipment purchases are funded by the City’s Wastewater Enterprise Fund. This fund is used to account for revenues and expenses associated with the collection and treatment of wastewater. Enterprise funds are used to account for operations that are financed and operated in a manner similar to private business enterprises. The City receives money in this fund by charging connection fees and maintenance fees to its wastewater customers.
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The Wastewater Enterprise Fund is separate from the Wastewater Capacity Fee Fund and is not used to finance the engineering or construction of major improvement projects. The City receives money for the Wastewater Capacity Fee Fund used for major improvement projects by charging wastewater capacity fees for development projects and by receiving interest earned from such fees.
The Wastewater Stabilization fund receives excess revenues from the Wastewater Enterprise Fund.
Monies deposited into this fund can be withdrawn to assist the City in covering its income to debt service ratios.
The Legacy Ranch development also created a Mello-Roos Community Facilities District NO. 2007-1 to issue bonds for the purpose of financing certain public improvements (streets, sewers, storm drains).
Cost Avoidance Opportunities
The City often requires developers to construct wastewater-related infrastructure that will connect the specific development with the existing City wastewater system. This requirement helps the City avoid substantial costs associated with infrastructure development.
Recommended Funding
The City shall continue to use the existing financing mechanisms described above to finance the City’s wastewater engineering, construction, operation, and maintenance. Bond measures may continue to be required to finance the large-scale improvements recommended within the full buildout timeframe. The City recently issued a large revenue bond that is backed by customer charges. Current funding sources, especially customer fees, will remain the largest source for wastewater treatment and sewer facility maintenance, improvements, and possible expansions.
An updated wastewater study will be conducted that will identify funding sources to pay for the recommended improvements to the wastewater facility. Also, an update to the development impact fees study will bring such fees up to date and potentially increase revenue for the City based on development patterns. Any increase in development impact fees for wastewater facilities would increase funds available for large-scale development and improvement projects.
Enhanced Infrastructure Financing Districts (EIFDs) are empowered to provide financing for a broad range of infrastructure work, including traditional public works projects but also other capital infrastructure such as sewage facilities.
Water Facilities
Current Funding
Dynamic Consulting Engineers prepared a Water, Wastewater and Storm Water Rate Study Update in 2012 that determined the adequacy of the existing rate structure charged to City customers for water service and recommended rate changes and other revenue sources to pay for water facilities. The City continues to receive its largest source of funding for the operation and
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maintenance of water facilities from customer fees. Following the anticipated 2024 Water Master Plan, a rate update study is proposed to review wastewater rate and finance structure.
The City’s water funds are operated as business enterprises with revenue generated through monthly service charges that fund water projects and maintenance. Revenue accrued by such billing is placed in the Water Fund to help finance personnel, maintenance, and improvements.
Operations, maintenance, salaries, equipment purchases, and capital projects are funded by the City’s Water Enterprise Fund. This fund is used to account for revenues and expenses associated with the collection and treatment of water. Enterprise funds are used to account for operations that are financed and operated in a manner similar to private business enterprises. The City receives money in this fund by charging connection fees and maintenance fees to its water customers.
The Water Enterprise Fund is separate from the Water Capacity Fee Fund and is not used to finance the engineering or construction of major improvement projects. The City receives money for the Water Capacity Fee Fund used for major improvement projects by charging water capacity fees for development projects and by receiving interest earned from such fees.
The Water Stabilization fund receives excess revenues from the Water Enterprise Fund. Monies deposited into this fund can be withdrawn to assist the City in covering its income to debt service ratios.
Cost Avoidance Opportunities
The City often requires developers to construct water-related infrastructure that will connect the specific development with the existing City water system. This requirement helps the City avoid substantial costs associated with infrastructure development.
Recommended Funding
Current funding sources, especially customer fees, will remain the largest source for water facility maintenance, improvements, and possible expansions. Bonds issued against customer charges may continue to be required to finance the large-scale improvements recommended within the full buildout timeframe.
An update to the development impact fees study will bring such fees up to date and potentially increase revenue for the City based on development patterns. Any increase in development impact fees for water facilities would increase funds available for large-scale development and improvement projects.
Enhanced Infrastructure Financing Districts (EIFDs) are empowered to provide financing for a broad range of infrastructure work, including traditional public works projects and other capital infrastructure such as water facilities.
In addition, it is recommended that the City maintain the required reserve funds to provide working capital for unscheduled repair and replacement of infrastructure. The 2012 water rate study update
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specifically concluded that the City maintain a cash reserve in its Water Enterprise Fund is to pay for repair and replacement of portions of the system as they age and deteriorate. The study also suggested the City continue to increase its cash balance in the enterprise fund to accumulate appropriate levels for future repairs to treatment, storage and distribution infrastructure.
The City can utilize American Rescue Plan Act (ARPA) funds to enhance water construction projects by investing in critical infrastructure needs, including facility expansion, technology upgrades, and environmental compliance. The funds can also support projects focusing on community health, safety, job creation, and economic growth. Collaborative efforts with neighboring jurisdictions and resilience planning will further optimize the effectiveness of these initiatives. One of the key advantages of these funds is that they enable cities to access financial resources for essential water infrastructure investments that align with the community's highest priorities. This means that the City can direct these funds to address its specific needs and priorities while retaining the flexibility to apply additional project eligibility criteria that are tailored to their unique circumstances.
1 11/2024/cdz/A24-0203/Reso/SAP2024
RESOLUTION NO. 24-___
A RESOLUTION OF THE CITY COUNCIL OF THE
CITY OF EL CENTRO APPROVING THE 2024
SERVICE AREA PLAN PREPARED FOR THE
IMPERIAL COUNTY LOCAL AGENCY FORMATION
COMMISSION (LAFCO)
WHEREAS, Section 56430 of the Cortese-Knox Local Government Reorganization Act of 2000 requires that LAFCOs conduct municipal service reviews, also known as Service Area Plans; and
WHEREAS, the Imperial County LAFCO has required the City of El Centro prepare a Service Area Plan for their review in conformance with Section 56430 of the Cortese-Knox Local Government Reorganization Act of 2000; and
WHEREAS, the Service Area Plan evaluates the services provided by the City of El Centro and provides a cursory review of services provided by others; and WHEREAS, a Service Area Plan update is necessary every five years in order to process annexations in the City; and
WHEREAS, the project is exempt from the California Environmental Quality Act per Section 15306, Class 6 which consists of basic data collection, research, experimental management, and resource evaluation activities, which do not result in serious or major disturbance to an environmental resource. These may be strictly for information gathering purposes, or as part of a study leading to an action which a public agency has not yet approved, adopted or funded.
NOW THEREFORE, THE CITY COUNCIL OF THE CITY OF EL CENTRO, CALIFORNIA, DOES HEREBY RESOLVE AS FOLLOWS:
1. The foregoing is true, correct, and adopted.
2. That the City Council does hereby approve the 2024 Service Area Plan, dated December 3, 2024.
PASSED AND ADOPTED at a regular meeting of the City Council of the City of El Centro, California, held on the 3rd day of December 2024.
CITY OF EL CENTRO
By:_____________________________
Tomás Oliva, Mayor
2 11/2024/cdz/A24-0203/Reso/SAP2024
ATTEST:
By: ___________________________
Norma Wyles, City Clerk
APPROVED AS TO FORM:
OFFICE OF THE CITY ATTORNEY
By:_____________________________
Elizabeth L. Martyn, City Attorney
STATE OF CALIFORNIA )
COUNTY OF IMPERIAL ) ss
CITY OF EL CENTRO )
I, Norma Wyles, City Clerk of the City of El Centro, California, do hereby certify that the foregoing Resolution No. 24-____ was duly and regularly adopted at a regular meeting of the City Council of the City of El Centro, California, held on the 3rd day of December, 2024, by the following vote:
AYES:
NOES:
ABSENT:
ABSTAINED:
By________________________________
Norma Wyles, City Clerk
City Council of the City of El Centro
1275 W. Main Street
El Centro, CA 92243
SUBMITTED
ACTION ITEM (ID # 2024-269)
Item: 8.
Meeting: 12/17/2024 11:30 AM
Department: Fire
Category: Action Item
Prepared by: Veronica Leal, Staff
Assisstant
Department Head: Joseph Bernal
DOC ID: 2024-269
Approval of the MOU between the El Centro Fire Dept. and Imperial County Public Health for ARPA-Funded Emergency Medical Reporting System Upgrades CITY MANAGER'S RECOMMENDATION:
Adopt Resolution No. 24- , RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
EL CENTRO APPROVING A MEMORANDUM OF UNDERSTANDING BETWEEN THE
CITY OF EL CENTRO FIRE DEPARTMENT AND THE COUNTY OF IMPERIAL
DEPARTMENT OF PUBLIC HEALTH
FISCAL IMPACT:
The fiscal impact to the City of El Centro is minimal, as the County of Imperial will reimburse up to $31,898.88 in eligible expenses through American Rescue Plan Act (ARPA) funding. These funds will cover costs associated with upgrading the Fire Department’s electronic medical reporting systems, staff training, and quality assurance monitoring. The City will ensure compliance with ARPA requirements and submit monthly invoices for reimbursement, with no significant financial burden anticipated for the general fund.
STRATEGIC PLANNING PROGRAM 2022-2027 RELATION:
Community Health, Safety & Welfare
DUE DILIGENCE CHECK FOR CONTRACTORS/CONSULTANTS: DID THE
DEPARTMENT VERIFY CURRENT EL CENTRO BUSINESS LICENSE,
CONTRACTOR'S LICENSE, REFERENCE CHECKES, INSURANCE, ETC.:
The MOU has been reviewed by the City Attorney for compliance and aligns with City policies. Up to $31,898.88 in project expenses will be reimbursed through ARPA funding, with clear invoicing and reporting procedures established. The Fire Department has assessed its capacity to implement upgrades, conduct training, and meet compliance requirements, ensuring successful coordination with the County of Imperial.
BACKGROUND:
The City of El Centro Fire Department and the Imperial County Department of Public Health seek to collaborate on enhancing emergency medical response and reporting systems through a Memorandum of Understanding (MOU). The MOU leverages funding from the American Rescue Plan Act (ARPA) to support upgrades to the Fire Department’s Electronic Medical Reporting Systems (EMRS). The upgrades aim to improve the efficiency and accuracy of medical reporting, facilitate real-time data collection, ensure compliance with federal, state, and local standards, and strengthen quality assurance monitoring.
The MOU establishes the roles and responsibilities of both parties, including the County’s oversight of ARPA funds and the Fire Department’s implementation of system upgrades, staff training, and reporting. This partnership represents a significant step in improving the region’s emergency medical response capabilities, aligning with the City’s commitment to
public health and safety.
DISCUSSION:
The proposed MOU outlines a framework for collaboration between the City of El Centro Fire Department and the Imperial County Department of Public Health, with a primary focus on enhancing emergency medical reporting systems. The key deliverables include upgrading the Fire Department’s EMRS, integrating data systems with the County, and conducting staff training to ensure effective implementation and compliance with regulatory standards.
The County, as the administrator of ARPA funds, will reimburse the Fire Department for allowable costs up to $31,898.88. Monthly reporting and detailed invoices will ensure transparency and alignment with funding guidelines. The Fire Department’s upgraded EMRS is expected to improve real-time data collection, strengthen decision-making in emergency response, and enhance quality assurance monitoring.
By entering into this MOU, the City positions itself as a leader in adopting innovative practices to improve emergency medical services. The partnership with the County ensures a unified approach to addressing public health needs and demonstrates a shared commitment to improving outcomes for residents. Approval of this MOU will enable the Fire Department to move forward with system upgrades, fostering greater efficiency and resilience in its operations.
CONCLUSION:
Adopt Resolution No. 24- , RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
EL CENTRO APPROVING A MEMORANDUM OF UNDERSTANDING BETWEEN THE
CITY OF EL CENTRO FIRE DEPARTMENT AND THE COUNTY OF IMPERIAL
DEPARTMENT OF PUBLIC HEALTH
ATTACHMENTS:
1. El Centro Completed Rev 12.4.24 (MOU-ECFD & ICPHD)
2. Resolution- MOU-ECFD & IC Public Health Dept
1 MEMORANDUM OF UNDERSTANDING
THIS MEMORANDUM OF UNDERSTANDING ("MOU") is made on _____________, 2024, by and between the Imperial County, Department of Public Health, ("COUNTY"), and the City of El Centro, Fire Department, ("Service Provider").
1. TERM
This MOU shall be in effect from December 1, 2024, until December 31, 2025, unless terminated sooner as provided herein.
2. RESPONSIBILITIES OF THE COUNTY
In accordance with provisions established by the County of Imperial American Rescue Plan Act (ARPA), the COUNTY is responsible for receiving and allocating ARPA funds, maintaining records and invoices using standard accounting practices, coordinating reporting requirements, and as necessary, arranging for fiscal audits.
3. RESPONSIBILITIES OF THE SERVICE PROVIDER
Service Provider shall perform services in accordance with Exhibit "A", Scope of Work, incorporated by this reference as though fully set forth herein, and in accordance with all applicable federal and state laws, regulations, policies and instructions, and any amendments or special conditions thereto.
4. HEALTH INSURANCE PORTAL AND ACCOUNTABILITY ACT OF 1996 (“HIPAA”) Both parties are subject to HIPAA as referenced in Attachment B, incorporated by reference as though fully set forth herein.
5. COMPENSATION
5.1 Funds will be made available by COUNTY to Service Provider only to the extent that funds are made available to the COUNTY.
5.2 COUNTY is obligated to pay Service Provider for all allowable costs (to the extent funds are made available to the COUNTY) pursuant to Exhibit “A”. COUNTY reserves the right to amend Exhibit “A” at any time, subject to review and approval of such modification by Service Provider.
5.3 Service Provider shall submit an invoice and all supporting detail to the COUNTY fifteen (15) days after the end of each month. The invoice and supporting detail shall be sufficient to determine that services provided are in accordance with Attachment “A” and Exhibit “A”.
5.4 COUNTY shall reimburse Service Provider after COUNTY has determined that services were provided acceptable. Reimbursement shall not be unreasonably delayed. Service Provider understands that funds available for projects associated with this agreement is not to exceed $31,898.88.
2 6. TERMINATION
6.1 If for any reason either party fails to satisfactorily fulfill its obligations under this MOU in a timely or proper manner, or if either party breaches any of the terms or conditions of the MOU, after having been given reasonable notice of an opportunity to cure such default, fails to take satisfactory corrective action within fifteen calendar days of written notice of the breach, then the non-breaching party shall have the right to terminate this MOU, by giving written notice of such termination within fifteen (15) calendar days before the effective date of such termination.
6.2 COUNTY may terminate this MOU without cause at any time by giving written notice to the Service Provider within thirty (30) calendar days before the effective date of such termination.
6.3 This MOU shall terminate upon the COUNTY terminating the ARPA funds or without cause by giving COUNTY thirty (30) calendar days prior written notice of the effective date of termination
6.4 The Service Provider shall be entitled to receive only compensation that has been earned prior to the effective date of termination.
7. LIABILITY
7.1 Service Provider shall assume financial liability for the proper administration of funds received pursuant to the MOU.
7.2 Service Provider agrees to reimburse COUNTY for any funds disbursed under this MOU which the COUNTY may determine to be disallowed or improperly spent by Service Provider.
8. INSURANCE
8.1 Service Provider agrees at its sole cost and expense to obtain and maintain in full force the following policies of insurance for the term of this MOU:
(a) Commercial General Liability coverage in the minimum amount of one million dollars ($1,000,000) per occurrence and two million dollars ($2,000,000) aggregate for any one accident, including personal injury, death and property damage.
(b) Automobile Liability coverage in a minimum amount of one million dollars ($1,000,000) combined single limit including owned, non-owned and hired vehicles. (c) To the extent required by law, Workers' Compensation coverage, in full compliance with California statutory requirements, for all employees of Service Provider and Employer's Liability in the minimum amount of one million dollars ($1,000,000).
8.2 Special Insurance Requirements All coverage required under paragraph 8.1 shall:
(a) Be procured from the California Joint Powers Insurance Authority, a municipal selfinsurance pool authorized to do business in California. (b) Be primary coverage as respects COUNTY and any insurance or self-insurance maintained by COUNTY shall be in excess of Service Provider's insurance coverage and shall not contribute to it.
3 (c) Name COUNTY as an additional insured on Commercial General Liability policy and provide that COUNTY may recover for any loss suffered by COUNTY by reason of Service Provider's negligence.
(d) Not be canceled, non-renewed or reduced in scope of coverage until after thirty (30) days written notice has been given to the COUNTY. However, Service Provider may not terminate such coverage until it provides COUNTY with proof that equal or better insurance has been secured and is in place. Cancellation or change without the prior written consent of the COUNTY shall, at the option of the COUNTY, be grounds for termination of this MOU.
8.3 Additional Insurance Requirements
(a) COUNTY is to be notified immediately of all insurance claims related to this MOU and/or this Project. COUNTY is also to be notified if any aggregate insurance limit is exceeded. (b) Deposit of Insurance Policy. Promptly on issuance, re-issuance, or renewal of any insurance policy required by this MOU, the Service Provider shall, if requested by COUNTY, provide COUNTY satisfactory evidence that insurance policy premiums have been paid together with a duplicate copy of the policy or a certificate evidencing the policy and executed by the insurance company issuing the policy or its authorized agent. (c) Service Provider agrees to provide COUNTY with the following insurance documents on or before the effective date of this MOU:
(1) Complete copies of certificates of insurance for all required coverages including any Thirty Days’ Notice of Cancellation Clause endorsement. (2) The documents enumerated in Paragraph 8.2 shall be sent to the following:
County of lmperial
Risk Management Department
940 Main Street, Suite 101
EI Centro, CA. 92243
And
Imperial County Department of Public Health
Attn.: Director
935 Broadway
El Centro, CA 92243
(d) The comprehensive or commercial general liability shall contain a provision of endorsements stating that such insurance:
(1) Includes contractual liability
(2) Does not contain a "pro rata" provision which looks to limit the insurer's liability to the total proportion that its policy limits bear to the total coverage available to the insured. (3) Does not contain an "excess only" clause which require the exhaustion of other insurance prior to providing coverage.
4 (4) Does not contain an "escape clause" which extinguishes the insurer’s liability if the loss is covered by other insurance.
(5). States that it is primary insurance and regards COUNTY as an additional insured and contains a cross-liability or severability of interest clause.
9. INDEMNIFICATION
9.1 Service Provider agrees to defend, indemnify, and hold harmless the County of lmperial, and their officers, agents and employees, from and against all claims, costs, demands, causes of action, suits, losses, expenses, or other detriment or liability arising from or out of Service Provider's negligence or wrongful acts in the performance of this MOU.
9.2 The COUNTY agrees to defend, indemnify, and hold harmless the Service Provider, its agents, officers and employees, from and against all claims, costs, demands, causes of action, suits, losses, expenses, or other detriment or liability arising from or out of COUNTY's negligence or wrongful acts in the performance of this MOU.
10. MISCELLANEOUS PROVISIONS
10.1 This MOU constitutes the entire agreement between the Service Provider and the COUNTY and there are no agreements, understanding, warranties, or representations between the parties except as provided herein.
10.2 The failure of either party to insist upon strict performance of any of the terms, covenants or conditions of this MOU in any one or more instances shall not be construed as a waiver or relinquishment for the future of any such terms, covenants or conditions, but all the same shall be and remain in full force and effect. No waiver of any term or condition of this MOU shall be a continuing waiver thereof.
10.3 The MOU shall not be binding or in force until it has been fully and properly signed by all the parties. Nothing in this MOU shall be binding upon the parties in any agreement that may be entered into in the future.
10.4 Any notice by either party to the other shall be delivered or sent by certified mail, return receipt requested, to the addresses set forth below:
COUNTY:
Attn.: Director
Imperial County Dept. of Public Health
935 Broadway
El Centro, CA 92243
PROVIDER:
Attn: City Manager
City of El Centro, Fire Department
1275 Main Street
El Centro, Ca. 92243
5 Either party may change its address for notice by providing the change in writing to the other party.
Notices shall be deemed effective on the date of delivery.
10.5 This MOU shall be governed by the laws of the State of California. This MOU is made and entered into in Imperial County, California. To the extent permitted by law, any action brought by either party with respect to this MOU shall be brought in a court of competent jurisdiction within said County.
Executed in Imperial County on the date first written above.
CITY OF EL CENTRO FIRE DEPT.
By: ___________________________
CEDRIC CESENA, CITY MANAGER
COUNTY OF IMPERIAL, DEPT. OF PUBLIC HEALTH
By: ___________________________
JANETTE ANGULO, DIRECTOR
APPROVED AS TO FORM:
ERIC HAVENS, COUNTY COUNSEL
By: __________________________
Beverly Barrett, Deputy County Counsel
EXHIBIT “A” - SCOPE OF WORK
EXHIBIT A: SCOPE OF WORK
1. Overview
The purpose of this Scope of Work is to outline the responsibilities of the SERVICE PROVIDER in relation to upgrades to electronic medical reporting systems. These upgrades are aimed at enhancing the SERVICE PROVIDER's medical response capabilities and improving quality assurance monitoring to align with federal, state, and local standards.
2. Project Objectives
The primary objectives of this project are as follows:
• Improve the efficiency and accuracy of medical reporting. • Facilitate real-time data collection and analysis to support decision-making in emergency medical response.
• Ensure compliance with relevant medical standards and regulations. • Strengthen the capacity for quality assurance monitoring.
3. Key Tasks and Deliverables
The SERVICE PROVIDER shall complete the following tasks within the term of this SERVICE AGREEMENT:
• Electronic Medical Reporting System Upgrade:
SERVICE PROVIDER will implement upgrades to its current electronic medical reporting system (EMRS) to ensure it is compliant with the latest regulatory requirements and capable of real-time data entry and reporting. The upgrade must be completed by the end of the contract period (December 31, 2025).
• Data Integration:
SERVICE PROVIDER shall ensure the upgraded EMRS integrates seamlessly with COUNTY’s reporting platforms and other relevant data systems, including but not limited to public health reporting databases and emergency medical services tracking systems. • Training and Support:
SERVICE PROVIDER will provide training for staff on the use of the upgraded system.
Training will focus on data entry, reporting, and ensuring compliance with quality assurance standards.
• Quality Assurance Monitoring:
SERVICE PROVIDER shall implement automated features within the upgraded EMRS that allow for continuous monitoring of medical response data. The system must flag discrepancies or areas requiring further review, ensuring a proactive approach to quality control.
• System Maintenance and Updates:
SERVICE PROVIDER will ensure regular maintenance of the upgraded EMRS, including updates to address system vulnerabilities, ensure optimal functionality, and remain aligned with emerging medical standards.
4. Reporting Requirements
SERVICE PROVIDER shall submit monthly reports to COUNTY detailing the following:
• Progress on system upgrades.
• Performance metrics, including system uptime and any encountered issues. • Summary of quality assurance findings and any corrective actions taken. • Number of staff trained and feedback on system usage.
5. Timelines
• System Upgrade Start Date: December 1, 2024
• Completion of System Upgrades: By December 31, 2025
• Staff Training Completion: No later than 60 days after system upgrades are implemented.
6. Evaluation and Approval
COUNTY shall review all deliverables and reports submitted by the SERVICE PROVIDER to ensure that the project meets the defined objectives. COUNTY may request additional information or revisions as necessary.
EXHIBIT “B”
ACCOUNTABILITY ACT OF 1996 (“HIPAA”)
EXHIBIT B: HIPAA Compliance Addendum
1. Definitions
• Protected Health Information (PHI): Individually identifiable health information that is created, received, maintained, or transmitted by either the COUNTY or the Service Provider in connection with services provided under this MOU. • Covered Entity: For the purposes of Exhibit B, the COUNTY. • Business Associate: For the purposes of Exhibit B, the Service Provider.
2. Permitted Uses and Disclosures of PHI
• The Service Provider may use or disclose PHI only as necessary to perform services under the MOU and as permitted by HIPAA regulations.
• Any use or disclosure of PHI by the Service Provider must be in accordance with HIPAA’s "minimum necessary" rule, limiting access to only the information needed for the task.
3. Obligations of the Service Provider
• Safeguards: The Service Provider shall implement appropriate administrative, physical, and technical safeguards to protect the confidentiality, integrity, and availability of PHI. This includes measures to protect against unauthorized access, use, or disclosure of PHI. • Training: The Service Provider shall ensure that any personnel who may access PHI are trained on HIPAA requirements and understand their responsibilities regarding PHI.
4. Breach Notification
• Reporting Breaches: The Service Provider shall notify the COUNTY within five (5) business days of discovering any breach of unsecured PHI. Notification must include information regarding the breach's nature, the PHI involved, the likely impact on affected individuals, and any mitigation efforts.
• Mitigation and Cooperation: The Service Provider agrees to mitigate any harmful effects resulting from the breach and to fully cooperate with the COUNTY in meeting any breach notification obligations.
5. Individual Rights
• Access to PHI: Upon request, the Service Provider will assist the COUNTY in providing individuals access to their PHI as required by HIPAA. This includes forwarding any individual requests for access received by the Service Provider to the COUNTY within five (5) business days.
• Amendment of PHI: If an individual requests an amendment to their PHI, the Service Provider will make the amendment upon the COUNTY’s instruction or as otherwise required by HIPAA.
6. Termination for Breach
• Material Breach: Either party may terminate the MOU if the other party fails to comply with the terms of this Exhibit B. In the event of a material breach by the Service Provider, the COUNTY may terminate the MOU immediately or provide an opportunity to cure, depending on the nature of the breach.
• Return or Destruction of PHI: Upon termination of the MOU, the Service Provider shall return or securely destroy all PHI in its possession. If it is infeasible to return or destroy the PHI, the Service Provider shall extend the protections of this Exhibit B to the retained PHI and limit further uses and disclosures.
7. Audits and Inspections
• The Service Provider agrees to allow the COUNTY or its designee to audit, inspect, or review records related to HIPAA compliance to ensure that PHI is adequately safeguarded and that HIPAA obligations are met.
8. Amendments to Comply with Law
• Compliance with Changes in Law: Both parties agree to amend this Exhibit B to comply with any changes to HIPAA regulations or other relevant laws that affect the obligations under Exhibit B.
EXHIBIT “C”
INVOICING AND BILLING REQUIREMENTS
Exhibit C: Invoicing and Documentation Requirements
1. Invoice Submission Timeline
• The Service Provider shall submit invoices for approved equipment and software purchases within fifteen (15) days following the purchase date or the end of each month during which the purchases were made.
2. Invoice Format and Required Information
• Each invoice must include the following details:
o Invoice Date and Invoice Number
o Purchase Date of each item
o Description of Item(s) Purchased, including specific product names, model numbers (if applicable), and intended purpose
o Cost Breakdown per item, with line-item costs for each piece of equipment or software purchased
o Total Amount Due for reimbursement
3. Supporting Documentation
• Invoices must be accompanied by supporting documents to verify that purchases align with the terms of this agreement and meet ARPA funding criteria. Required documentation includes, but is not limited to:
o Receipts or Purchase Invoices for each item
o Proof of Payment, such as a bank statement, cleared check, or credit card statement showing the expense was paid in full by the Service Provider o Justification Statement for each item, briefly explaining how it meets the objectives of the MOU and supports public health or emergency response capabilities
4. Compliance with Funding Requirements
• The Service Provider is responsible for ensuring that all reimbursed purchases meet ARPA funding guidelines. Any purchases not eligible under ARPA shall be excluded from the invoice, and the COUNTY reserves the right to deny reimbursement for items that do not meet these criteria.
5. Review and Approval Process
• The COUNTY will review each submitted invoice and supporting documentation to confirm that the purchases align with the objectives and criteria outlined in the MOU.
Reimbursement may be withheld if documentation is insufficient or if the items do not meet the agreed-upon terms.
6. Contact Information for Invoice Submission
• All invoices and accompanying documentation should be submitted to:
o Imperial County Department of Public Health
o Attn.: Accounts Payable
o 935 Broadway Ave.
o El Centro, CA 92243
o Email: [email protected] (if electronic submission is allowed)
12/2024/cdz/A24-0200/Reso/MOUCountyDeptofPublicHealth
RESOLUTION NO. 24 -
RESOLUTION OF THE CITY COUNCIL OF THE CITY OF EL
CENTRO APPROVING A MEMORANDUM OF UNDERSTANDING
BETWEEN THE CITY OF EL CENTRO FIRE DEPARTMENT AND
THE COUNTY OF IMPERIAL DEPARTMENT OF PUBLIC HEALTH
WHEREAS, the City of El Centro Fire Department and the County of Imperial Department of Public Health have identified an opportunity to collaborate on enhancing emergency medical reporting systems and quality assurance monitoring through funding provided under the American Rescue Plan Act (ARPA); and WHEREAS, a Memorandum of Understanding (MOU) has been developed to formalize this collaboration, outlining the responsibilities of each party, the scope of work, and terms for funding and implementation; and
WHEREAS, the MOU includes provisions for the City of El Centro Fire Department to upgrade its electronic medical reporting systems, integrate data platforms, and provide staff training to improve emergency medical response capabilities in alignment with federal, state, and local standards; and
WHEREAS, the City Council finds that entering into this MOU will enhance public health and safety by improving the efficiency, accuracy, and compliance of medical response services provided to the community; and
WHEREAS, the approval of this MOU is in the best interest of the City of El Centro and its residents.
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF EL CENTRO, CALIFORNIA, DOES HEREBY RESOLVE AS FOLLOWS:
1. That the foregoing is true, correct, and adopted hereby.
2. That the City Council does hereby approve the Memorandum of Understanding between the City of El Centro Fire Department and the County of Imperial Department of Public Health.
3. That the City Manager of the City of El Centro, California, is hereby authorized to sign said MOU, a copy of which is on file in the Office of the City Clerk, on behalf of the City of El Centro, California, and, along with the Fire Chief, to take the necessary steps to implement it.
PASSED AND ADOPTED at a regular meeting of the City Council of the City of El Centro, California held on day of , 2024.
12/2024/cdz/A24-0200/Reso/MOUCountyDeptofPublicHealth
CITY OF EL CENTRO
By _____________________
Tomás Oliva, Mayor
ATTEST:
By: _________________________
Norma Wyles, City Clerk
APPROVED AS TO FORM:
OFFICE OF THE CITY ATTORNEY
By: _________________________
Elizabeth L. Martyn, City Attorney
STATE OF CALIFORNIA )
COUNTY OF IMPERIAL ) ss
CITY OF EL CENTRO )
I, Norma Wyles, City Clerk of the City of El Centro, California, do hereby certify that the foregoing Resolution No. 24 - was duly and regularly adopted at a regular meeting of the City Council of the City of El Centro, California, held on the day of , 2024, by the following vote:
AYES:
NOES:
ABSENT:
ABSTAINED:
By: _________________________
Norma Wyles, City Clerk
City Council of the City of El Centro
1275 W. Main Street
El Centro, CA 92243
SUBMITTED
ACTION ITEM (ID # 2024-181)
Item: 9.
Meeting: 12/17/2024 11:30 AM
Department: Public Works
Category: Resolution
Prepared by: Catherine Gutierrez,
P.W. Analyst
Department Head: Abraham Campos
DOC ID: 2024-181
Award 2024 CDBG Sidewalk and ADA Curb Ramp Improvement Project CITY MANAGER'S RECOMMENDATION:
Adopt Resolution No. 24- ,RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
EL CENTRO AWARDING THE BID AND AUTHORIZING THE EXECUTION OF A CONTRACT FOR THE 2024 CDBG SIDEWALK AND ADA CURB RAMP
IMPROVEMENTS PROJECT
FISCAL IMPACT:
No impact to the General Fund. The engineer’s estimate for the project is $752,874.86 and is funded by currently budgeted CDBG and Measure P funding as follows:
CDBG Funds $626,686
Measure P $126,188.86
Total $752,874.86
STRATEGIC PLANNING PROGRAM 2022-2027 RELATION:
Environmental Sustainability & Infrastructure
DUE DILIGENCE CHECK FOR CONTRACTORS/CONSULTANTS: DID THE
DEPARTMENT VERIFY CURRENT EL CENTRO BUSINESS LICENSE,
CONTRACTOR'S LICENSE, REFERENCE CHECKES, INSURANCE, ETC.:
References were contacted with good reviews for the proposed bidder. Business license will be obtained prior to starting work.
BACKGROUND:
On April 16, 2024, the City Council approved the City's Community Development Block Grant (CDBG) 2024-2028 Consolidated Plan. This plan allocated $626,686 for crucial work activities, specifically the construction and reconstruction of sidewalks and ADA-compliant curb ramps at city intersections.
City staff completed the design phase for the 2024 CDBG Sidewalk and Ramps Improvement Project. The design was executed in-house, resulting in significant savings by avoiding outsourcing costs. The project encompasses the following key elements:
• Construction of 41 intersection ramps
• Construction of 1,920 linear feet of new or reconstructed sidewalk gap closures • Construction of 20 driveways
The targeted work areas include:
1. Between McGee Park and Gomez Park
2. Southeast of De Anza Elementary
3. Between Harding Elementary and Starkfield Park
On October 1, 2024, City Council approved the plans and specifications directing staff to advertise the project for public bidding.
DISCUSSION:
On November 14, 2024, City received two bids as follows:
Martin Construction, Inc. $684,431.86
Savi Construction, Inc. $731,424.50
In reviewing the bids, staff found both bidders had some discrepancies in their submittal.
Staff finds these discrepancies immaterial to the bid, as such staff recommends the award be made to the low bidder, Martin Construction and that Council waive any bid informalities.
This project reflects the City’s commitment to enhancing pedestrian infrastructure and aligns with the City Council’s directive to improve sidewalks throughout the community.
The total investment for this initiative is over $750,000, demonstrating the city’s dedication to creating safer, more accessible pathways for all residents.
CONCLUSION:
Adopt Resolution No. 24- ,RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
EL CENTRO AWARDING THE BID AND AUTHORIZING THE EXECUTION OF A CONTRACT FOR THE 2024 CDBG SIDEWALK AND ADA CURB RAMP
IMPROVEMENTS PROJECT
ATTACHMENTS:
1. Bid Sheet Results Project 2024 CDBG Sidewalk ADA Curb Ramp Improvments
2. Resolution 24 - Award Resolution
12/2024/A24-0215/Reso/BidAward_CDBGSidewalkADA
CurbRampImprovements
RESOLUTION NO. 24 -
RESOLUTION OF THE CITY COUNCIL OF THE CITY OF EL
CENTRO AWARDING THE BID AND AUTHORIZING THE
EXECUTION OF A CONTRACT FOR THE 2024 CDBG
SIDEWALK AND ADA CURB RAMP IMPROVEMENTS
PROJECT
WHEREAS, the plans and specifications have been adopted by the City Council of the City of El Centro, California (the “City Council”) and the notice inviting bids has been advertised as required by section 2-185.15 of the City of El Centro (the “City”)’s municipal code for the 2024 CDBG Sidewalk and ADA Curb Ramp Improvements Project (the “Project”); and WHEREAS, bids were received and opened on November 14, 2024, in accordance with law and the Director of Public Works/City Engineer has made a report thereon; and WHEREAS, the City Council has considered the report of the Director of Public Works/City Engineer and, as a result, has determined that two (2) firms submitted bids with Martin Construction, Inc., an active California corporation, submitting the lowest responsive and responsible Base Bid in the amount of six hundred eighty-four thousand, four hundred and thirtyone dollars, and eighty-six cents ($684,431.86); and WHEREAS, the City Council has determined to award the Base Bid in the total amount of six hundred eighty-four thousand, four hundred and thirty-one dollars, and eighty-six cents ($684,431.86); and
WHEREAS, the City Council finds that the award and approval of a contract for the Project will be in the best interest of the City.
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF EL CENTRO, CALIFORNIA, DOES HEREBY RESOLVE AS FOLLOWS:
1. That the foregoing is true, correct and adopted.
2. That the City Council hereby accepts the bid of Martin Construction, Inc., and waives any informality with regard to said bid.
3. That the City Council hereby rejects all other bids for the Project.
4. That the City’s City Manager is hereby authorized to sign a contract with Martin, Inc. for the construction of the Project in the total amount of six hundred eighty-four thousand, four hundred and thirty-one dollars, and eighty-six cents ($684,431.86), a copy of which is on file in the Office of the City Clerk, on behalf of the City.
5. That the City Council hereby establishes a construction contingency fund of 10.00% or sixty-eight thousand, four hundred and forty-three dollars, and zero cents ($68,443.00) for the Project.
12/2024/A24-0215/Reso/BidAward_CDBGSidewalkADA
CurbRampImprovements
6. That the City Manager is further authorized to approve and execute any change orders for the Project up to a single change order amount of sixty-eight thousand, four hundred and forty-three dollars, and zero cents ($68,443.00.00) individually or collectively, as needed for unanticipated construction contingencies and is required to report all change orders to the City Council as soon as practical.
7. That the City Council shall approve any change order that either individually exceeds the single change order amount or in combination with other approved change orders, exceed the amount established as the construction contingency fund for the Project as set forth herein.
PASSED AND ADOPTED at a regular meeting of the City Council of the City of El Centro, California held on day of , 2024.
CITY OF EL CENTRO
By _____________________
Tomás Oliva, Mayor
ATTEST:
By _____________________________
Norma Wyles, City Clerk
APPROVED AS TO FORM:
Office of the City Attorney
By________________________________
Elizabeth L. Martyn, City Attorney
STATE OF CALIFORNIA )
COUNTY OF IMPERIAL ) ss
CITY OF EL CENTRO )
I, Norma Wyles, City Clerk of the City of El Centro, California do hereby certify that the foregoing Resolution No. 24- was duly and regularly adopted at a regular meeting of the City Council of the City of El Centro, California, held on the day of , 2024, by the following vote:
AYES:
NOES:
ABSENT:
ABSTAINED:
By__________________________
Norma Wyles, City Clerk
City Council of the City of El Centro
1275 W. Main Street
El Centro, CA 92243
SUBMITTED
ACTION ITEM (ID # 2024-270)
Item: 10.
Meeting: 12/17/2024 11:30 AM
Department: City Clerk
Category: Action Item
Prepared by: Norma Wyles, City Clerk
Department Head: Tomás Oliva
DOC ID: 2024-270
Discussion and any necessary action regarding City Council Committee appointments.
CITY MANAGER'S RECOMMENDATION:
Approve Mayor appointments.
FISCAL IMPACT:
N/A
STRATEGIC PLANNING PROGRAM 2022-2027 RELATION:
DUE DILIGENCE CHECK FOR CONTRACTORS/CONSULTANTS: DID THE
DEPARTMENT VERIFY CURRENT EL CENTRO BUSINESS LICENSE,
CONTRACTOR'S LICENSE, REFERENCE CHECKES, INSURANCE, ETC.:
N/A
BACKGROUND:
N/A
DISCUSSION:
N/A
CONCLUSION:
Approve Mayor appointments.
ATTACHMENTS:
1. Appointments- Mayor Appointments-Committees-2025
Revised: 5/21/2024 – NW
CITY COUNCIL COMMITTEE APPOINTMENTS
MAYOR OLIVA
2025
COMMITTEE PRIMARY/ ALTERNATE
SCAG (Southern California Association of Governments) (League Appt) LAFCO (League Appt.)
AAA (Area Agency on Aging)- (League Appt.)
ICTC (Imperial County Transportation Commission)
LTA (Local Transportation Authority)
SAFE (Service Authority for Freeway Emergencies)
IVRMA (Imperial Valley Resource Management Agency)
CJPIA (California Joint Powers Insurance Authority)
ECRMC Board of Trustees
Air Pollution Control Advisory Board
Airport Advisory Committee
Imperial County Film Commission
Imperial Valley Regional Chamber of Commerce
(MPT-Rep/Mayor-Alt)
United Way-Emergency Food Shelter Program
Mexican Liaison
Citizen Advisory Committee
(Centinela State Prison)
IID 2 on 2
(Imperial Irrigation District)
AD HOC, COMMITTEES AND TASK FORCES CURRENT
Community Enhancement Task Force
Friends of Community Service Foundation Board
Task Force to End Homelessness
COVID-19 Pandemic Response & Economic Recovery Task
Force
Cannabis Task Force
Federal & State Funding Opportunities Task Force
Public Safety Task Force
Legislative Standing Committee
Project Advisory Committee
Censure Ad-Hoc Committee
MEASURE P WORKING GROUPS: CURRENT
IT & ADA Related Projects
Parks & Recreation Project
Operational Projects
Downtown Ad Hoc Committee
EVALUATION PANELS: CURRENT
City Attorney
City Clerk
City Manager
CALIFORNIA LEAGUE OF CITIES APPOINTMENTS CURRENT
City Council of the City of El Centro
1275 W. Main Street
El Centro, CA 92243
SUBMITTED
ACTION ITEM (ID # 2024-266)
Item: 11.
Meeting: 12/17/2024 11:30 AM
Department: City Clerk
Category: Action Item
Prepared by: Norma Wyles, City Clerk
Department Head: Tomás Oliva
DOC ID: 2024-266
Cancelling of the January 7, 2025, City Council meeting.
CITY MANAGER'S RECOMMENDATION:
Direction from City Council regarding the cancellation of the January 2, 2025, City Council meeting.
FISCAL IMPACT:
None
STRATEGIC PLANNING PROGRAM 2022-2027 RELATION:
DUE DILIGENCE CHECK FOR CONTRACTORS/CONSULTANTS: DID THE
DEPARTMENT VERIFY CURRENT EL CENTRO BUSINESS LICENSE,
CONTRACTOR'S LICENSE, REFERENCE CHECKES, INSURANCE, ETC.:
N/A
BACKGROUND:
Traditionally, the Council has modified its meeting schedule during the holiday season if there are no known time-sensitive matters requiring Council action. Advance notice of cancelled meetings allows Council members and staff to plan accordingly. Staff has indicated that there are currently no pending items requiring action on January 7, 2025.
DISCUSSION:
The council may select to cancel the meeting or not cancel the meeting. Should a matter require immediate Council direction or action, a special meeting could be called.
CONCLUSION:
Cancellation of the January 7, 2025, City Council meeting.
ATTACHMENTS:
None
City Council of the City of El Centro
1275 W. Main Street
El Centro, CA 92243
SUBMITTED
ACTION ITEM (ID # 2024-262)
Item: 12.
Meeting: 12/17/2024 11:30 AM
Department: City Clerk
Category: Informational Items
Prepared by: Norma Wyles, City Clerk
Department Head: Norma Wyles
DOC ID: 2024-262
Received and referred to Community Development Department, Applications for Alcoholic Beverage License - Abigail Sanchez-Castillo, Alebrije, 460 Broadway Ave., El Centro, CA 92243.
CITY MANAGER'S RECOMMENDATION:
FISCAL IMPACT:
STRATEGIC PLANNING PROGRAM 2022-2027 RELATION:
DUE DILIGENCE CHECK FOR CONTRACTORS/CONSULTANTS: DID THE
DEPARTMENT VERIFY CURRENT EL CENTRO BUSINESS LICENSE,
CONTRACTOR'S LICENSE, REFERENCE CHECKES, INSURANCE, ETC.:
BACKGROUND:
DISCUSSION:
CONCLUSION:
ATTACHMENTS:
1. Application for Alcoholic Beverage License - Alebrije
State of California Department of Alcoholic Beverage Control
APPLICATION FOR ALCOHOLIC BEVERAGE LICENSE
ABC 21 1 (6/99)
TO:Dcpartment of Alcoholic Beverage Control
34-160 GATEWAY DR.
STE 120
PALM DESERT, CA 92211
(760) 324-2027
DISTRICT SERVING LOCATION; PALM DESERT
File Number; 662121
Receipt Number;
Geographical Code; 1304
Copies Mailed Date; November 26, 2024
Issued Date:
2953930 RCUD CITV CLbRK’S
DEC 022024ph02.2S
First Owner: SANCHEZ CASTILLO, ABIGAIL
ALEBRUE
460 BROADWAY AVE
EL CENTRO, CA 92243-2416
Name of Business:
Location of Business:
County
Is Premises inside city limits
Mailing Address:(If different
from
premises address)
Type of liccnse(s):
Transferor’s license/name:
IMPERIAL
Yes Census Tract: 0115.00
2242 G WOO AVE
CALEXICO, CA 92231
Dropping Partner: Yes No 47
Secondary LT And CouiU License Type
47 - On-S;ile General Eating Place
Transaction Type Master
ORl Y
Transaction Description
ADD PRIMARY LICENSE TYPE
FEDERAL FINGERPRINTS
STATE FINGERPRINTS
ANNUAL FEE
License Type
Application Fee
■Application Fee
●Application Fee
47 - On-Sale General Ealing Plac
Fee Code Pup Date Fee
NA 0 09/1 1/24 S18,635.00
1 1/26/24
1 1/26/24
1 1/26/24
S96.00
,S 156.00
$1,450.00
NA 4
NA 4
P40 0
Total $20,337.00
Have you ever been convicted of a felony? No
Have you ever violated any provisions of the Alcoholic Beverage Control Act, or regulations of the Department pertaining to tlie Act? No
STATE OF CALIFORNIA County of IMPERIAL Date: September 10, 2024 Applicant Name(s)
SANCHEZ CASTILLO. ABIGAIL
KENDAL, DAVID HENRY
LOPEZ, BLANCA
LOPEZ FIGUEROA, LUIS MANUEL
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