El Centro City Council
December 17, 2024

AGENDA

CITY OF EL CENTRO

CITY COUNCIL
TUESDAY, DECEMBER 17, 2024
City Hall Special Meeting 11:30 AM
City Hall
Council Chambers
1275 Main Street
El Centro, CA 92243
Notice is hereby given that the Mayor of the City of El Centro has called a Special Meeting of the El Centro City Council to consider the item(s) on this agenda.

The public may attend in person. Any member of the public attending in person and wishing to make a comment is asked to complete a speaker slip and follow the instructions below regarding “Notice to the Public”. Any member of the public is invited to submit public comments in advance of the meeting to be answered at the meeting. Please email your questions to [email protected] or call 760-337-4515 by December 17, 2024.

COUNCIL MEMBERS, STAFF AND THE PUBLIC MAY ATTEND VIA ZOOM.

To participate and make a public comment in person, via Zoom or telephone, please raise your hand, speak up and introduce yourself.

Join Zoom Meeting:
https://us06web.zoom.us/j/4180375132?pwd=Rmo5UjZ1cWdyV1VoWUhSZWp6R0tVZz09&omn=82516435485 Optional dial-in number:

Meeting ID: 418 037 5132 Passcode: 5iHJYM
Public comments via zoom are subject to the same time limits as those in person.

Mayor and Council Members may be reached at (760) 336-8989 Mayor:

Mayor Pro-tem:

Council Members:

Tomás Oliva
Sonia Carter
Sylvia Marroquin
Claudia Camarena
Marty Ellett
City Manager: Cedric Ceseña
City Attorney: Elizabeth Martyn Evans
City Clerk: Norma Wyles
11:30 AM CLOSED SESSION - CONFERENCE ROOM "A":

ROLL CALL (OPEN SESSION)

CLOSED SESSION PUBLIC COMMENT:

Any member of the public wishing to address the City Council on any matter appearing in the Closed Session may do so at this time. Unless the Mayor extends the time limit, remarks shall be limited to three (3) minutes. Additional opportunities for Public Comments will be given during and at the end of the meeting.

CITY COUNCIL CLOSED SESSION:

CITY COUNCIL ADJOURNS INTO CLOSED SESSION
Closed Session Pursuant to Govt. Code Section 54957
Appointment of Interim City Manager
Closed Session Pursuant to Govt. Code Section 54957.6 - Salary Negotiations Negotiator: City Council
Negotiating with: Interim City Manager
Under negotiation: Salary, fringe benefits and terms
Closed Session Pursuant to Govt. Code Section 54956.8
Closed Session with Negotiator Regarding Real Property Transactions Property Address: 1415 Ross Ave. and related properties Negotiating with: IVHD and UCSD representatives
Under negotiation: Terms

NOTICE TO THE PUBLIC
This is a public meeting. If there is an item on the agenda on which you wish to be heard, you are asked to complete a blue speaker slip and submit it to the City Clerk prior to the start of the meeting. Persons wishing to address the Council are not required to identify themselves (Gov’t Code § 54953.3); however, this information assists the Mayor by ensuring that all persons wishing to address the Council are recognized and also assists the City Clerk in preparing the City Council meeting minutes.

When the item is announced and your name is called by the Mayor, please step to the podium and state your name for the record. Unless the Mayor extends the time, there is a three (3) minute time limit for each public presentation. If you wish to address the Council concerning any other matter not appearing on the agenda, you may do so during the public comment portion of the agenda. However, you may not show a visual presentation without review of that material. If you do so, you will be considered out of order. * Any information provided on the “Speaker Slip” is voluntary and will be public record. 5:00 PM - OPEN SESSION
ALL TIMES ARE APPROXIMATE AND MAY VARY:

CALL TO ORDER:

ROLL CALL BY CITY CLERK:

PLEDGE OF ALLEGIANCE:

INVOCATION:

CITY ATTORNEY REPORT ON CLOSED SESSION:
5:10 - 5:15 PM - (TIME MAY VARY) PUBLIC COMMENTS:

The City Council welcomes your input. At this time, members of the public may address the City Council on any matter not listed on the posted agenda. Pursuant to the Brown Act, no action will be taken on any issue brought forth under Public Comments. We ask that you please complete a “Speaker Slip” and submit it to the City Clerk prior to the start of the meeting. Although you are not required to identify yourself (Gov’t Code §54953.3); this information on the “Speaker Slip” assists the Mayor that all persons wishing to address the Council are recognized and also assists the City Clerk in preparing the City Council meeting minutes. Unless the Mayor extends the time, there is a three (3) minute time limit for each public presentation. * Any information provided on the “Speaker Slip” is voluntary and will be public record. 5:15-5:20 PM - CONSENT AGENDA (ITEMS 1-5):

1. Warrant Registers for November 2024

2. Approve Payroll Registers for the Month of November 2024.

3. Approval Treasure's Report for the month of November 2024.

4. Approval of City Council Minutes of November 19, 2024 and November 25, 2024.

5. Adopt Resolution No. 24- , RESOLUTION OF THE CITY COUNCIL OF THE CITY OF

EL CENTRO APPROVING VENDOR AGREEMENT WITH PARKSON CORPORATION FOR PURCHASE OF EQUIPMENT FOR WASTEWATER TREATMENT PLANT.

6. Adopt Resolution No.24- , RESOLUTION OF THE CITY COUNCIL OF THE CITY OF EL

CENTRO APPROVING AN AUTOMATIC AID AGREEMENT FOR FIRE PROTECTION AND RESCUE SERVICES.
5:20-5:50 PM - NEW BUSINESS:

7. Discussion and any Necessary Action Regarding Service Area Plan Update.

Presentation: Angel Hernandez, Community Development Director Recommendation:

Adopt 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)

8. Approval of the MOU between the El Centro Fire Dept. and Imperial County Public Health for ARPA-Funded Emergency Medical Reporting System Upgrades Presentation: Joseph Bernal, Fire Chief
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

9. Award 2024 CDBG Sidewalk and ADA Curb Ramp Improvement Project Presentation: Abraham Campos, Public Works Director/City Engineer 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

10. Discussion and any necessary action regarding City Council Committee appointments.

Presentation: Tomás Oliva, Mayor
Recommendation:

Approve Mayor appointments.

11. Cancelling of the January 7, 2025, City Council meeting.

Presentation: Tomás Oliva, Mayor
Recommendation:

Direction from City Council regarding the cancellation of the January 2, 2025, City Council meeting.

LEGISLATIVE ACTION:

INFORMATIONAL ITEMS:

12. Received and referred to Community Development Department, Applications for Alcoholic Beverage License - Abigail Sanchez-Castillo, Alebrije, 460 Broadway Ave., El Centro, CA 92243.
5:50-6:20 PM - TASK FORCE REPORTS AND MAYOR - COUNCIL MEMBER REPORTS:
6:20 -6:30 PM - CITY MANAGER REPORT:

ADJOURNMENT:

Materials related to an item on this Agenda submitted to the City Council after distribution of the agenda packet will be available for public inspection at the Office of the City Clerk, 1275 Main Street, El Centro, California 92243, Monday-Friday during normal business hours.

In compliance with the Americans with Disabilities Act, if you need special assistance to participate in this meeting, you should contact the office of the City Clerk at (760)337-4515.

Notification at least 48 hours prior to the meeting will enable the City to make reasonable arrangement to assure accessibility to this meeting.

City Council of the City of El Centro
1275 W. Main Street
El Centro, CA 92243

SUBMITTED
ACTION ITEM (ID # 2024-258)
Item: 1.

Meeting: 12/17/2024 11:30 AM
Department: Finance
Category: Action Item
Prepared by: Esmeralda Nunez,
Accounting Assistant
Department Head:

DOC ID: 2024-258
Warrant Registers for November 2024
CITY MANAGER'S RECOMMENDATION:

FISCAL IMPACT:

STRATEGIC PLANNING PROGRAM 2022-2027 RELATION:

Financial & Governance Stability & Sustainability
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. November 2024

City Council of the City of El Centro
1275 W. Main Street
El Centro, CA 92243

SUBMITTED
ACTION ITEM (ID # 2024-264)
Item: 2.

Meeting: 12/17/2024 11:30 AM
Department: Finance
Category: Action Item
Prepared by: Cristhian Zambrano,
Payroll Specialist
Department Head: Elizabeth Fuchen
DOC ID: 2024-264
Approve Payroll Registers for the Month of November 2024.

CITY MANAGER'S RECOMMENDATION:

Approve Payroll Registers for the Month of November 2024.

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. PAYROLL REGISTERS NOVEMBER 2024

City Council of the City of El Centro
1275 W. Main Street
El Centro, CA 92243

SUBMITTED
ACTION ITEM (ID # 2024-263)
Item: 3.

Meeting: 12/17/2024 11:30 AM
Department: Finance
Category: Informational Items
Prepared by: Nora Salas, Accountant
Department Head:

DOC ID: 2024-263
Approval Treasure's Report for the month of November 2024.

CITY MANAGER'S RECOMMENDATION:

FISCAL IMPACT:

STRATEGIC PLANNING PROGRAM 2022-2027 RELATION:

Financial & Governance Stability & Sustainability
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. Treasure's Report November 2024

CITY OF EL CENTRO
TREASURER’S REPORT

SCHEDULE OF INVESTMENTS
NOVEMBER 2024
Maturity Rate Market
Date Par tPcnP YTM Cost Value

GENERAL ACCOUNT
U.S. Savings and CD's
First Finl BK 32021SKR6
Goldman Sachs 38150VST7
Valley Natl BK 919853LE9
02/14/25 $
01/16/25 $
01/16/25 $
235,000 4.850
240,000 5.100
240,000 5.150

4.850 $

5.100 $

5.140 $
235,000 $
240,000 $
240,000 $
235,087
240,144
240,161
715,000 715,000 715,392
U.S. Corporate Obligations
Metro Cr Un Chelsea Mass 59161YBH8
Bank of China New York City 06428FZ26
Subtotal
03/11/25 $
03/17/25 $
245,000 5.650
235,000 5.150

5.630 $

5.140 $
245,000 $
235,000 $
245,799
235,353
480,000 480,000 481,151
U.S. Government Obligations
Federal Home Loan Bks 3130APZ81
Federal Home Loan Bks 3130AR3B5
Federal Home Loan Bks 3130AMGV8
Federal Home Loan Bks 3130AM2B7
Federal Home Loan Bks 3130AMQU9
Federal Home Loan Bks 3130AM2F8
Subtotal
12/16/24 $
02/25/25 $
02/26/25 $
04/29/25 $
06/16/25 $
04/29/26 $

1.250 $

1.750 $

0.630 $

0.630 $

0.640 $

1.180 $
750,000 $
750,000 $
750,000 $
750,000 $
750,000 $
750,000 $
750,000 1.250
750,000 1.750
750,000 0.625
750,000 0.625
750,000 0.625
750,000 1.125
748,995
748,515
743,198
740,730
737,970
716,678
4,500,000 4,500,000 4,436,085
Other Investments
Cash Equiv.

Local Agency InvesUnent Fund
Subtotal
$ 7,460,662
66,548,339
74,009,001

0.010

4.518

0.010

4.518
$ 7,460,662
$ 66,548,339
$ 7,460,662
$ 66,548,339
74,009,001 74,009,001
Subtotal 79.704.001 ’ 79,704,001 79,641,629
Bonds
S 1,928,561
6,660,694
38,256,214
Series B 0.010 S $ - 2007 Redevelopment
2021 Series A - Library Bond Project
2023 Series A - Police Station Project

0.010

0.010

0.010
1,928,561
6,660,694
38,256,214
1,928,561
6,660,694
38,256,214
$ 0.010 $ $
$ 0.010 $ $ 1 1 1
46,845,469 46,845,469 46,845,469
Total 126,549,469 126,549,469 126.487.097 £ £

CITY OF EL CENTRO
TREASURER’S REPORT

SCHEDULE OF INVESTMENTS
NOVEMBER 2024
Prior Fiscal
Year YTD
Same Period
This Fiscal
Month YTD
Interest Received
$ 20,637 $ 223,269 $
1,548,338
329,515
1,114,307
Other Investments
LAIF
Total 20,637 1,771,607 1,443,823
Balance
10/31/24
Balance
Change 11/30/24
Monthly Activity
General Accounts
U.S. Savings and CD's
U.S. Corporate Obligations
U.S. Government Obligations
Cash Equiv. & Other Investments
LAIF
715,000
1,215,000
6,000,000
6,507,360
66,548,339
715,000
480,000
4,500,000
7,460,662
66,548,339
(735,000)
(1,500,000)
953,303
$
$ 80,985,698 (1,281,698) 79,704,001
Trustee Accounts
Series B - 2007 Redevelopment
Library 2021 Bond Project
El Centro Police 2023 Bond Project
$ 1,928,553
6,660,665

38.121,217
46,710,434
$ 8 1,928,561
6,660,694

38.256.214
46,845,469

29.20 134,997
135,034
Total S 127,696,133 $ 126,549,469
I hereby certify that this report reflects the pooled investments of the City of El Centro and is in conformity with the Investment Policy of the City as adopted by the City Council on February 21,2001.

A copy of this Policy is available at the Office of the City Clerk. In the opinion of the undersigned, the City's expenditure requirements for the following six months, can be met from projected revenues and maturities of Investments listed herein.

Elizabeth Fuchen
Interim Finance Director

Cityof El Centro
Treasurer's Report
Summary of Investments
as of 11/30/2024
Investment Unrealized
Net increase
decrease
gain/loss Market Value
end of Period
percent
of total
income
Cost/Par to-date
715,000 392 715,392 1% 1 U.S. Savings and CD's
2 U.S Corporate Obligation _$ 480,000 1,151 481,151 1%
U.S. Government Obligati $ 4,500,000 (63,915) $ 4,436,085 6% $ 7,460,662 S 7,460,662 9% 4 Cash Equiv. & Other Inve:
5 LAIF $ 66,548,339 $ 66,548,339 83%
Total $ 79,704,001 S (62,372) $ 79,641,629 100%
(*) Investments 1 through 5
Investments are held to maturity redemption is at cost rendering no loss.

City Council of the City of El Centro
1275 W. Main Street
El Centro, CA 92243

SUBMITTED
ACTION ITEM (ID # 2024-272)
Item: 4.

Meeting: 12/17/2024 11:30 AM
Department: City Clerk
Category: Action Item
Prepared by: Norma Wyles, City Clerk
Department Head: Norma Wyles
DOC ID: 2024-272
Approval of City Council Minutes of November 19, 2024 and November 25, 2024.

CITY MANAGER'S RECOMMENDATION:

Approval of City Council Minutes of Novemer 19, 2024 and November 25, 2024.

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:

ATTACHMENTS:

1. 11-19-2024 Regular CC Minutes

2. 11-25-2024 Special Meeting CC Minutes

Book 37

REGULAR MEETING

EL CENTRO CITY COUNCIL

CITY HALL, COUNCIL CHAMBERS
1275 MAIN STREET, EL CENTRO, CA
TUESDAY, NOVEMBER 19, 2024, 11:30 A.M.

The El Centro City Council met in a regular session on Tuesday, November 19, 2024 at 11:42 a.m. in Conference Room A, El Centro City Hall, 1275 W. Main Street, El Centro, California for the purpose of closed session.

PRESENT: Council: Cardenas-Singh, Marroquin, Carter
City Clerk Wyles, City Manager Cesena, City Attorney Martyn Evans ABSENT: Council: Oliva (arrived at 11:405 a.m.), Garcia

CLOSED SESSION PUBLIC COMMENT
None

CITY COUNCIL CLOSED SESSION
Moved by Cardenas-Singh, second by Carter, to adjourn into closed session for:

CONFERENCE WITH REAL PROPERTY NEGOTIATORS – pursuant to Govt. Code Section 54956.8 El Centro Regional Medical Center, 1415 Ross Ave. and associated properties Agency negotiator: Ad Hoc Committee (Marroquin, Oliva), City Manager and City Attorney and designated consultants.

Under Negotiations: Price and Terms
Motion carried.

Closed Session concluded at 2:00 p.m.

City Council Reconvened at 6:00 p.m. for Open Session.

OPEN SESSION
The El Centro City Council met in a regular session on Tuesday, November 19, 2024 at 6:01 p.m. in Council Chambers, El Centro City Hall, 1275 Main Street, El Centro, California.

PRESENT: Council: Cardenas-Singh, Oliva, Marroquin, Carter City Clerk Wyles, City Manager Ceseña, City Attorney Martyn Evans ABSENT: Council: Garcia
Pledge of Allegiance to the flag of the United States of America was led by Council Member Oliva and Invocation was given by Council Member Carter.

Book 37

CITY ATTORNEY REORT ON CLOSED SESSION:

None
PUBLIC COMMENTS:

Gary Redfern
PRESENTATIONS AND ANNOUNCEMENTS BY MAYOR:

1. Proclamation for KXO Radio Appreciation Day – received by Gene Brister and Caroll Buckley.

CONSENT AGENDA (ITEMS 2-9):

Moved by Cardenas-Singh, second by Carter, approving consent items (# 2-9).

2. Approval of Warrant Registers for the month of October 2024.

3. Approval of Payroll Registers for the month of October 2024.

4. Approval of Treasurer’s Report for the month of October 2024.

5. Approval of City Council Minutes of November 4, 2024 and November 5, 2024.

6. Adoption of Resolution No. 24-81, RESOLUTION OF THE CITY COUNCIL OF THE CITY OF EL

CENTRO AMENDING THE CITY OF EL CENTRO CONFLICT OF INTEREST CODE BY UPDATING APPENDIX B.

7. Adoption of Resolution No. 24-82, RESOLUTION OF THE CITY COUNCIL OF THE CITY OF EL CENTRO ADOPTING UPDATED APPENDICES “B” AND “C” OF THE CONFLICT-OFINTEREST CODE FOR THE EL CENTRO REGIONAL MEDICAL CENTER BOARD OF TRUSTEES AND FOR HOSPITAL EMPLOYEES.

8. Adoption of Resolution No. 24-83, RESOLUTION OF THE CITY COUNCIL OF THE CITY OF EL CENTRO APPROVING AND AUTHORIZING THE PURCHASE OF A 2024 CATERPILLAR 416 BACKHOE FOR THE PUBLIC WORKS STREETS DIVISION.

9. Adoption of Resolution No. 24-84, RESOLUTION OF THE CITY COUNCIL OF THE CITY OF EL

CENTRO AUTHORIZING CITY OFFICERS TO DEPOSIT OR WITHDRAWAL OF MONIES IN THE LOCAL AGENCY INVESTMENT FUND.

AYES: Cardenas-Singh, Oliva, Marroquin, Carter
NOES: None
ABSENT: Garcia
ABSTAINED: None
PUBLIC HEARINGS:

10. This was the date and time set for a public hearing to considering an amendment to Chapter 4 of the City Code regarding Cardrooms. Presentation by Angel Hernandez, Community Development Director.

Book 37

Mayor Marroquin declared the public hearings opened and asked if anyone wished to speak in favor or opposition to come forward. A comment was received by Jay Carson. Mayor Marroquin closed the public hearing after no other comments were received and brought back to Council. Mayor Pro-Tem Cardenas-Singh asked a question regarding the changes for the City Code and the timeline for the change. Mayor Marroquin asked regarding the hours of operations and Mr. Hernandez answered their questions. Council member Oliva said the due diligence was done on the hours of operation and the code will be revisited in one year to see if these hours of operation are working out.

Moved by Oliva, second by Carter, approval of Ordinance No. 24-05, AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF EL CENTRO, AMENDING CHAPTER 4 “AMUSEMENTS” ARTICLE III “POOLROOMS, BOWLING ALLEYS AND CARD, ETC., ROOMS”, waive reading and approve as first reading and authorize City Clerk to place on the next agenda for second reading and adoption.

AYES: Cardenas-Singh, Oliva, Marroquin, Carter
NOES: None
ABSENT: Garcia
ABSTAINED: None

11. This was the date and time set for a public hearing to consider the recommendation of the Planning Commission regarding Zoning Ordinance Text Amendment 23-01 allowing cardrooms to operate in the CG-General Commercial Zone. Presentation by Angel Hernandez, Community Development Director.

Mayor Marroquin declared the public hearings opened and asked if anyone wished to speak in favor or opposition to come forward. A comment was received by Ray Carson, via Zoom. Mayor Marroquin closed the public hearing after no other comments were received and brought back to Council.

Moved by Oliva, second by Cardenas-Singh, approval of Ordinance No. 24-06, AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF EL CENTRO, AMENDING CITY CODE SECTION 29-61 OF DIVISION 3, ARTICLE II OF CHAPTER 29 RELATING TO CARDROOMS, waive reading and approve as first reading and authorize City Clerk to place on the next agenda for second reading and adoption.

AYES: Cardenas-Singh, Oliva, Marroquin, Carter
NOES: None
ABSENT: Garcia
ABSTAINED: None
NEW BUSINESS:

12. Moved by Cardenas-Singh, second by Marroquin, adoption of Resolution No. 24-85, RESOLUTION

OF THE CITY OF EL CENTRO, CALIFORNIA, AUTORIZING THE DONATION OF CERTAIN USED FIRE EQUIPMENT TO THE CITY OF MEXICALI, MEXICO.

AYES: Cardenas-Singh, Oliva, Marroquin, Carter
NOES: None
ABSENT: Garcia
ABSTAINED: None

Book 37

13. Annual Fiscal Year 2025 Final Budget – Item was deferred to December 3, 2024, City Council meeting.

14. Establishing priorities for 2025-2026 Community Development Block Funding Cycle. For direction only.

15. Moved by Cardenas-Singh, second by Carter, approving the appointment of Jeffrey Chan to the Planning Commission with term ending on October 3, 2026.

AYES: Cardenas-Singh, Oliva, Marroquin, Carter
NOES: None
ABSENT: Garcia
ABSTAINED: None

LEGISLATIVE
None

INFORMATION ITEM

12. Received and referred to Community Development Department, Application for Alcoholic Beverage License, Kasha Family LLC El Sol Market, 2299 W. Adams Ave., El Centro, CA 92243-6003.

13. Received Old City Library Electrical Emergency Repairs report.

TASK FORCE AND MAYOR & COUNCIL MEMBERS REPORTS
Mayor and Council Members reported on their activities since last City Council meeting and upcoming events.

CITY MANAGER REPORT
No report for this meeting.

ADJOURNMENT
With no further business, the meeting was adjourned at 7:38 p.m. __________________________
Norma Wyles, City Clerk
APPROVED BY:
________________________________
Sylvia Marroquin, Mayor

Book 37

SPECIAL MEETING

EL CENTRO CITY COUNCIL

CITY HALL
1275 MAIN STREET, EL CENTRO, CA
MONDAY, NOVEMBER 25, 2024, 9:00 A.M.

The El Centro City Council met in special meeting on Monday, November 25, 2024 at 9:06 a.m. in Conference Room A, 1275 Main Street, El Centro, California.

PRESENT: Council: Cardenas-Singh, Oliva, Marroquin, Garcia (via Zoom), Carter Deputy City Clerk Abbott, City Manager Ceseña, City Attorney Martyn Evans (via Zoom) MOTION TO GO INTO CLOSED SESSION:

Moved by Oliva, second by Carter to go into closed session at 9:06 a.m.

CLOSED SESSION PUBLIC COMMENT:

No comments were received.

CITY COUNCIL CLOSED SESSION

CONFERENCE WITH REAL PROPERTY NEGOTIATIORS
Property: El Centro Regional Medical Center, 1415 Ross Avenue, and associated properties Agency Negotiators: Ad Hoc Committee (Marroquin and Oliva), City Manager and City Attorney Under Negotiation: Price and Term

CITY ATTORNEY REPORT ON CLOSED SESSION
No reportable action.

ADJOURNMENT
With no further business to come before City Council, the meeting adjourned 11:30 p.m. ____________________________
Norma Wyles, City Clerk
APPROVED BY:
_________________________
Sylvia Marroquin, Mayor

City Council of the City of El Centro
1275 W. Main Street
El Centro, CA 92243

SUBMITTED
ACTION ITEM (ID # 2024-213)
Item: 5.

Meeting: 12/17/2024 11:30 AM
Department: Public Works
Category: Resolution
Prepared by: Elizabeth Zarate, Analyst
Department Head: Abraham Campos
DOC ID: 2024-213
Adopt Resolution No. 24- , RESOLUTION OF THE CITY COUNCIL OF THE CITY OF

EL CENTRO APPROVING VENDOR AGREEMENT WITH PARKSON CORPORATION FOR PURCHASE OF EQUIPMENT FOR WASTEWATER TREATMENT PLANT.

CITY MANAGER'S RECOMMENDATION:

Approve Resolution No. 24- , RESOLUTION OF THE CITY COUNCIL OF THE CITY OF

EL CENTRO APPROVING VENDOR AGREEMENT WITH PARKSON CORPORATION FOR PURCHASE OF EQUIPMENT FOR WASTEWATER TREATMENT PLANT.

FISCAL IMPACT:

This $600,000 purchase was approved through the FY 2025 budget process through wastewater enterprise funds in account 502-9521-710106. The cost is $579,322.61, which is within the approved budget.

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.:

The city has worked satisfactorily with the vendor, and it currently services city WWTP equipment.

BACKGROUND:

The City of El Centro Wastewater treatment facility operates two dewatering Parkson Presses. Parkson Press #1 was initially installed in 2001. Parkson Press #2 was installed in 2009. Parkson Press #1 has been recommended by staff to be replaced. The presses are used daily to dewater sludge from the digesters to maintain a current level. Approximately 20,000 gallons of digested sludge is processed daily through these Parkson Presses which can operate from 4-6 hours a day. Wear and tear has taken its toll on Parkson Press #1 due to the high corrosion environment it is consistently exposed to. Cost to continue to operate and maintain the press continues to rise. Failure to replace the dewatering press will eventually leave staff with one operation press and staff will not have the redundancy of having a backup press, which can result in digester backups in potential NPDES violations.

DISCUSSION:

The City's Wastewater Treatment Plant has an existing dewatering press that must be replaced; and during the Fiscal Year 2025 budget process was approved. The Public Works Director along with the Wastewater Treatment Plant staff met with Parkson Corporation to discuss this purchase. Pursuant to City Code Section 2-177 (a) (1), (3) and (4), no competitive bidding is required for the purchase of such equipment when compatible equipment is available only from one sole source, which in this case is Parkson Corporation which produced the original equipment. The submittal phase will be

approximately 6-8 weeks, and parts availability will be 28-32 weeks after receipt of the acceptable submittal package. Staff estimates that delivery of the dewatering press will be completed before June 2025. Staff recommends that the City Council approves the vendor agreement with Parkson Corporation.

CONCLUSION:

Approve Resolution No. 24- , RESOLUTION OF THE CITY COUNCIL OF THE CITY OF

EL CENTRO APPROVING VENDOR AGREEMENT WITH PARKSON CORPORATION FOR PURCHASE OF EQUIPMENT FOR WASTEWATER TREATMENT PLANT.

ATTACHMENTS:

1. Vendor Agreement

2. Exhibit A - El Centro, CA MP-1583 New Unit 11-22-24

3. Resolution - Agreement ParksonCorp

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CITY OF EL CENTRO

VENDOR AGREEMENT FOR EQUIPMENT PURCHASE AND RELATED SERVICES This VENDOR AGREEMENT FOR EQUIPMENT PURCHASE AND RELATED SERVICES (“AGREEMENT”) shall be effective on the last signature date set forth below (the “Effective Date”), by and between the City of El Centro, a municipal corporation (“CITY”), and Parkson Corporation (“VENDOR”).

RECITALS:

CITY has identified Vendor as the sole source for the equipment needed for the Wastewater Treatment Plant based upon the need for compatibility of equipment pursuant to City Code Section 2-177(a)(1) and 2-177(a)(3); and
City wishes to purchase from VENDOR the Magnum Press Sludge Dewatering System as set out herein; and
VENDOR represents and warrants that it is qualified to provide this equipment.

This Vendor Agreement supersedes Parkson’s Standard Conditions of Sale unless otherwise provided herein.

AGREEMENT:

I. SERVICES TO BE PERFORMED BY VENDOR
VENDOR will provide the equipment listed in Exhibit A, attached hereto and incorporated here by delivery to the City. VENDOR warrants that all work and services set forth in Exhibit A will be performed in a competent, professional and satisfactory manner and that any goods provided will meet CITY’S specifications as they are known to the VENDOR at the time of execution of this AGREEMENT. Where provisions of Exhibit “A” are inconsistent with this Agreement, the terms of this Agreement shall prevail.

II. TERM
Unless earlier terminated in accordance with Paragraph 4 below, the AGREEMENT will continue in full force and effect from the Effective Date until the date that the system is installed and accepted by City and thereafter for the Warranty period specified in Exhibit A. Upon mutual written AGREEMENT, the term of this AGREEMENT may be extended for an additional period as determined by the parties.

III. COMPENSATION
A. Vendor’s Fee
For equipment provided pursuant to this AGREEMENT, VENDOR will be paid in accordance with the provisions of Exhibit A; provided, however, that in no event will the

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total amount of money paid the VENDOR for the equipment contemplated by this AGREEMENT, exceed the sum of six hundred thousand dollars and no cents ($600,000.00) (“Agreement Sum”), unless otherwise first approved in writing by CITY.

B. Schedule of Payment
Provided the VENDOR is not in default under the terms of this AGREEMENT, upon presentation of an invoice, VENDOR will be paid as set out in Exhibit A.

IV. TERMINATION OF AGREEMENT
A. The CITY may at any time, for any reason, with or without cause, suspend or terminate this AGREEMENT, by serving upon the VENDOR at least ten calendar (10) days prior written notice. Upon receipt of said notice, the VENDOR immediately shall cease all work under this AGREEMENT, unless the notice provides otherwise. If the CITY suspends this AGREEMENT, such suspension shall not make void or invalidate this AGREEMENT.

B. In the event this AGREEMENT is terminated pursuant to this Section, the CITY shall pay to VENDOR according to Section IV(C). Upon termination of the AGREEMENT pursuant to this Section, the VENDOR will submit an invoice to the CITY pursuant to Section 3.

C. Notwithstanding the foregoing, in the event of a termination for convenience, or a termination for cause that is subsequently determined to have been without cause, the CITY shall compensate the VENDOR in accordance with the following schedule: (i) if this Order is cancelled after Vendor transmits its submittals, or if no such submittals are required, CITY shall pay VENDOR 10% of the Order value, unless (ii) this Order is cancelled more than four (4) calendar weeks after submittal approval/release for fabrication, in which case CITY shall pay VENDOR 75% of the Order value, unless (iii) this Order is cancelled more than eight (8) calendar weeks after submittal approval/release for fabrication, in which case CITY shall pay VENDOR 100% of the Order value.

V. FORCE MAJEURE
If any party fails to perform its obligations because of strikes, lockouts, labor disputes, embargoes, acts of God, inability to obtain labor or materials or reasonable substitutes for labor or materials, governmental restrictions, governmental regulations, governmental control, judicial orders, enemy or hostile governmental action, civil commotion, fire or other casualty, epidemics, pandemics or other causes beyond the reasonable control of the party obligated to perform, then that party’s performance shall be excused for a period equal to the period of such cause for failure to perform but there shall be no additional compensation.

VI. RETENTION OF FUNDS
VENDOR authorizes CITY to deduct from any amount payable to VENDOR under this AGREEMENT only any amounts the payment of which may be in dispute or that are

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necessary to compensate CITY for any losses, costs, liabilities, or damages suffered by CITY, and all amounts for which CITY may be liable to third parties, by reason of VENDOR’s acts or omissions in performing or failing to perform VENDOR’s obligations under this AGREEMENT. In the event that any claim is made by a third party, the amount or validity of which is disputed by VENDOR, or any indebtedness exists that appears to be the basis for a claim of lien, CITY may withhold from any payment due under this AGREEMENT, without liability for interest because of the withholding, an amount sufficient to cover the claim. The failure of CITY to exercise the right to deduct or to withhold will not, however, affect the obligations of VENDOR to insure, indemnify, and protect CITY as elsewhere provided in this AGREEMENT.

VII. CITY REPRESENTATIVE
Abraham Campos, Public Works Director, is designated as the “CITY Representative”, authorized to act in its behalf with respect to the work and services specified in this AGREEMENT and to make all decisions in connection with this AGREEMENT.

Whenever approval, directions, or other actions are required by CITY under this AGREEMENT, those actions will be taken by the CITY Representative, unless otherwise stated. The City Manager has the right to designate another CITY Representative at any time, by providing notice to VENDOR.

VIII. VENDOR REPRESENTATIVE(S)
The following principal(s) of VENDOR are designated as being the principal(s) and representative(s) of VENDOR authorized to act in its behalf with respect to the work specified in this AGREEMENT and make all decisions in connection with this AGREEMENT:

Matt Rebmann
Coombs-Hopkins Company
2011 Palomar Airport Road, Suite 303
Carlsbad, CA 92011
IX. INDEPENDENT CONTRACTOR
The VENDOR is, and at all times will remain as to CITY, a wholly independent contractor.

Neither CITY nor any of its officials, employees or agents will have control over the conduct of the VENDOR or any of the VENDOR’s employees, except as otherwise set forth in this AGREEMENT. The VENDOR may not, at any time or in any manner, represent that it or any of its agents or employees are in any manner agents or employees of CITY.

X. BUSINESS LICENSE – N/A
XI. OTHER LICENSES AND PERMITS

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VENDOR warrants that it has all professional, contracting and other permits and licenses required to undertake the work and/or provide the goods contemplated by this AGREEMENT.

XII. VENDOR’S ACCOUNTING RECORDS; OTHER PROJECT RECORDS Records of the VENDOR’s time pertaining to the project, and records of accounts between CITY and the VENDOR, will be kept on a generally recognized accounting basis.

VENDOR will also maintain all other records, including without limitation specifications, drawings, progress reports and the like, relating to the project. All records will be available to CITY during normal working hours. VENDOR will maintain these records for three (3) years after final payment.

XIII. INDEMNIFICATION
VENDOR shall indemnify, defend, and hold harmless the CITY, and its officers, employees and agents, from and against any and all third-party: causes of action, claims, liabilities, obligations, judgments, or damages, including reasonable legal counsels’ fees and costs of litigation (“claims”), directly caused by the VENDOR’s negligence under this AGREEMENT or out of the negligent operations conducted by VENDOR, , except for such loss or damage arising from the negligence or willful misconduct of the CITY. In the event the CITY indemnitees are made a party to any action, lawsuit, or other adversarial proceeding arising from VENDOR’s performance of this AGREEMENT, the VENDOR shall provide a defense to the CITY indemnitees or at the CITY’s option, reimburse the CITY indemnities their costs of defense, including reasonable legal fees, incurred in defense of such claims.

Payment by CITY is not a condition precedent to enforcement of this indemnity. In the event of any dispute between VENDOR and CITY, as to whether liability arises from the negligence of the CITY or its officers, employees, or agents, VENDOR will be obligated to pay for CITY’s defense until such time as a final judgment has been entered adjudicating the CITY as solely negligent. VENDOR will not be entitled in the absence of such a determination to any reimbursement of defense costs including but not limited to attorney’s fees, expert fees and costs of litigation.

Notwithstanding the foregoing, in the event that any accident, injury, damage, or death is due partially to the negligence of officer, employee or agent of the CITY, VENDOR’s duty to defend, indemnify, and hold harmless hereunder shall be proportionately reduced by the percentage of such negligence caused by or attributable to CITY. VENDOR’s duty to defend, indemnify, and hold harmless CITY shall not apply to the extent that any CITY member: (i) modifies the Goods or deliverables without VENDOR’s express written permission, (ii) combines the Goods with another product that has not been approved by VENDOR, or (iii) uses any Goods or deliverables other than in accordance with VENDOR’s written instructions.

XIV. LIMITATION OF LIABILITY

TO THE FULLEST EXTENT ALLOWABLE BY LAW, IN NO EVENT SHALL VENDOR, TO INCLUDE VENDOR’S OFFICERS, DIRECTORS, EMPLOYEES, AND AGENTS (“VENDOR GROUP”) OR CITY BE LIABLE FOR INDIRECT, INCIDENTAL,

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PUNITIVE, EXEMPLARY, SPECIAL OR CONSEQUENTIAL DAMAGES, WHETHER

IN CONTRACT OR TORT, EVEN IF COMPANY OR CITY HAS BEEN ADVISED OF THE POSSIBILITY OF SUCH DAMAGES. IN NO EVENT SHALL VENDOR GROUP’S

AGGREGATE LIABILITY FOR SUCH DAMAGES ARISING OUT OF, RESULTING

FROM, OR IN ANY WAY RELATED TO THIS AGREEMENT FROM ANY CAUSE OR CAUSES EXCEED THE PURCHASE ORDER PRICE. THIS LIMITATION OF LIABILITY IS CUMULATIVE AND NOT PER INCIDENT.

XV.NON-LIABILITY OF CITY OFFICERS AND EMPLOYEES
No officer or employee of CITY will be personally liable to VENDOR, in the event of any default or breach by the CITY or for any amount that may become due to VENDOR.

XVI. INSURANCE
Without limiting VENDOR’s indemnification of CITY, VENDOR shall obtain, provide and maintain at its own expense during the term of this AGREEMENT, policies of insurance of the type and amounts described below and in a form that is satisfactory to CITY.

General liability insurance. VENDOR shall maintain commercial general liability insurance, in an amount of $1,000,000 per occurrence, $2,000,000 general aggregate, for bodily injury, personal injury, and property damage. The policy must include contractual liability that has not been amended. Any endorsement restricting standard ISO “insured contract” language will not be accepted.

Automobile liability insurance. VENDOR shall maintain automobile insurance covering bodily injury and property damage for all activities of the VENDOR arising out of or in connection with Work to be performed under this AGREEMENT, including coverage for any owned, hired, non-owned or rented vehicles, in an amount of $1,000,000 combined single limit for each accident.

Workers’ compensation insurance as applicable in its jurisdiction. VENDOR shall maintain Workers’ Compensation Insurance (Statutory Limits) and Employer’s Liability Insurance (with limits of $1,000,000). VENDOR shall submit to CITY, along with the certificate of insurance, a Waiver of Subrogation endorsement in favor of CITY, its officers, agents, employees and volunteers.

Other provisions or requirements
Proof of insurance. VENDOR shall provide certificates of insurance to CITY as evidence of the insurance coverage required herein, along with a waiver of subrogation endorsement for workers’ compensation. Insurance certificates and endorsements must be approved by CITY’s Risk Manager prior to commencement of performance. Current certification of insurance shall be kept on file with CITY at all times during the term of this contract.

Duration of coverage. VENDOR shall procure and maintain for the duration of the contract insurance against claims for injuries to persons or damages to property, which may

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arise from or in connection with the performance of the Work hereunder by VENDOR, his agents, representatives, employees or subconsultants.

Primary/noncontributing. Coverage provided by VENDOR shall be primary and any insurance or self-insurance procured or maintained by CITY shall not be required to contribute with it. The limits of insurance required herein may be satisfied by a combination of primary and umbrella or excess insurance. Any umbrella or excess insurance shall contain or be endorsed to contain a provision that such coverage shall also apply on a primary and non-contributory basis for the benefit of CITY before the CITY’s own insurance or self-insurance shall be called upon to protect it as a named insured.

CITY’s rights of enforcement. In the event any policy of insurance required under this AGREEMENT does not comply with these specifications or is canceled and not replaced, CITY has the right but not the duty to cancel this AGREEMENT.

Acceptable insurers. All insurance policies shall be issued by an insurance company currently authorized by the Insurance Commissioner to transact business of insurance or is on the List of Approved Surplus Line Insurers in the State of California, with an assigned policyholders’ Rating of A- (or higher) and Financial Size Category Class VII (or larger) in accordance with the latest edition of Best’s Key Rating Guide, unless otherwise approved by the CITY’s Risk Manager.

Waiver of subrogation. All insurance coverage maintained or procured pursuant to this AGREEMENT shall be endorsed to waive subrogation against CITY, its elected or appointed officers, agents, officials, employees and volunteers or shall specifically allow VENDOR or others providing insurance evidence in compliance with these specifications to waive their right of recovery prior to a loss. VENDOR hereby waives its own right of recovery against CITY, and shall require similar written express waivers and insurance clauses from each of its subconsultants.

Enforcement of contract provisions (non estoppel). VENDOR acknowledges and agrees that any actual or alleged failure on the part of the CITY to inform VENDOR of noncompliance with any requirement imposes no additional obligations on the CITY nor does it waive any rights hereunder.

Requirements not limiting. Requirements of specific coverage features or limits contained in this Section are not intended as a limitation on coverage, limits or other requirements, or a waiver of any coverage normally provided by any insurance. Specific reference to a given coverage feature is for purposes of clarification only as it pertains to a given issue and is not intended by any party or insured to be all inclusive, or to the exclusion of other coverage, or a waiver of any type. If the VENDOR maintains higher limits than the minimums shown above, the CITY requires and shall be entitled to coverage for the higher limits maintained by the VENDOR. Any available insurance proceeds in excess of the specified minimum limits of insurance and coverage shall be available to the CITY.

Notice of cancellation. VENDOR agrees to oblige its insurance agent or broker and insurers to provide to CITY with a thirty (30) day notice of cancellation (except for nonpayment for which a ten (10) day notice is required) or nonrenewal of coverage for each required coverage.

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Additional insured status. General liability policies shall provide or be endorsed to provide that CITY and its officers, officials, employees, and agents shall be additional insureds under such policies. This provision shall also apply to any excess/umbrella liability policies.

Separation of insureds. A severability of interests provision must apply for all additional insureds ensuring that VENDOR’s insurance shall apply separately to each insured against whom claim is made or suit is brought, except with respect to the insurer’s limits of liability. The policy(ies) shall not contain any cross-liability exclusions.

CITY’s right to revise specifications. The CITY reserves the right at any time during the term of the contract to change the amounts and types of insurance required by giving the VENDOR ninety (90) days advance written notice of such change. If such change results in substantial additional cost to the VENDOR, the CITY and VENDOR may renegotiate VENDOR’s compensation.

Self-insured retentions. Any self-insured retentions must be declared to and approved by CITY. CITY reserves the right to require that self-insured retentions be eliminated, lowered, or replaced by a deductible. Self-insurance will not be considered to comply with these specifications unless approved by CITY.

Timely notice of claims. VENDOR shall give CITY prompt and timely notice of claims made or suits instituted that arise out of or result from VENDOR’s performance under this AGREEMENT, and that involve or may involve coverage under any of the required liability policies.

Additional insurance. VENDOR shall also procure and maintain, at its own cost and expense, any additional kinds of insurance, which in its own judgment may be necessary for its proper protection and prosecution of the Work.

SUBCONTRACTORS - Not applicable
XVII.Before VENDOR retains or hires a subcontractor to provide any work, labor, or services relative to this AGREEMENT, VENDOR must:

A. Present the name and identifying information of the subcontractor that will provide any work, labor, or services to CITY;
B. Present to the CITY the form of subcontract that will be used with the subcontractor for CITY’s approval, which approval will not be unreasonably withheld. Such subcontract AGREEMENT must include an indemnity agreement that is generally in accord with the indemnity obligations contained in Paragraph 13 of this AGREEMENT and must specifically name the CITY as an indemnified party; and C. Secure from the subcontractor evidence of insurance coverage that meets with this AGREEMENT including naming the CITY as an additional insured as required by this AGREEMENT, unless such requirement is waived in writing by the CITY Risk Manager as provided in Paragraph 17 below.

D. Require the Subcontractor to obtain a City business license, if required.

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XVIII. CONFLICT OF INTEREST
No officer or employee of the CITY may have any financial interest, direct or indirect, in this AGREEMENT, nor may any officer or employee participate in any decision relating to the AGREEMENT that effects the officer or employee’s financial interest or the financial interest of any corporation, partnership or association in which the officer or employee is, directly or indirectly interested, in violation of any law, rule or regulation.

No person may offer, give, or agree to give any officer or employee or former officer or employee, nor may any officer or employee solicit, demand, accept, or agree to accept from another person, a gratuity or an offer of employment in connection with any decision, approval, disapproval, recommendation, preparation or any part of a program requirement or a purchase request, influencing the content of any specification or procurement standard, rendering of advice, investigation, auditing, or in any other advisory capacity in any way pertaining to any program requirement, contract or subcontract, or to any solicitation or proposal.

XIX. NOTICE
All notices, requests, demands, or other communications under this AGREEMENT will be in writing. Notice will be sufficiently given for all purposes as follows:

A. Personal delivery. When personally delivered to the recipient; notice is effective on delivery.

B. First Class mail. When mailed first class to the last address of the recipient known to the party giving notice; notice is effective three mail delivery days after deposit in a United States Postal Service office or mailbox.

C. Certified mail. When mailed certified mail, return receipt requested; notice is effective on receipt, if delivery is confirmed by a return receipt.

D. Overnight delivery. When delivered by an overnight delivery service, charges prepaid or charged to the sender’s account; notice is effective on delivery, if delivery is confirmed by the delivery service.

E. Facsimile transmission. When sent by fax to the last fax number of the recipient known to the party giving notice; notice is effective on receipt. Any notice given by fax will be deemed received on the next business day if it is received after 5:00 p.m. (recipient’s time) or on a non-business day.

Addresses for purpose of giving notice are as follows:

To CITY: City of El Centro
1275 W. Main Street
El Centro, CA 92243
Attention: Abraham Campos

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To VENDOR: Parkson Corporation
1401 West Cypress Creek Road
Fort Lauderdale, FL 33309-1969
Name:

F. Any correctly addressed notice that is refused, unclaimed, or undeliverable because of an act or omission of the party to be notified, will be deemed effective as of the first date the notice was refused, unclaimed or deemed undeliverable by the postal authorities, messenger or overnight delivery service.

G. Either party may change its address or fax number by giving the other party notice of the change in any manner permitted by this AGREEMENT. Any change in address or fax number that is not provided to the other party will not void delivery of any notice under this AGREEMENT, and delivery to the last known address or fax number shall be deemed sufficient for notice under this AGREEMENT.

XX.PROHIBITION AGAINST ASSIGNMENT AND SUBCONTRACTING
This AGREEMENT and all exhibits are binding on the heirs, successors, and assigns of the parties. The AGREEMENT may not be assigned or subcontracted by either CITY or VENDOR without the prior written consent of the other.

XXI.INTEGRATION; AMENDMENT
This AGREEMENT represents the entire understanding of CITY and VENDOR as to those matters contained in it. No prior oral or written understanding will be of any force or effect with respect to the terms of this AGREEMENT. The AGREEMENT may not be modified or altered except in writing signed by both parties.

XXII.INTERPRETATION
The terms of this AGREEMENT should be construed in accordance with the meaning of the language used and should not be construed for or against either party by reason of the authorship of this AGREEMENT or any other rule of construction that might otherwise apply.

XXIII.SEVERABILITY
If any part of this AGREEMENT is found to be in conflict with applicable laws, that part will be inoperative, null and void insofar as it is in conflict with any applicable laws, but the remainder of the AGREEMENT will remain in full force and effect.

XXIV.TIME OF MATERIAL IMPORTANCE

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Time is of material importance in the performance of this AGREEMENT.

XXV.GOVERNING LAW; JURISDICTION
This AGREEMENT will be administered and interpreted under the laws of the State of California. Jurisdiction of any litigation arising from the AGREEMENT will be in a court of competent jurisdiction within the county in which CITY is located.

XXVI.COMPLIANCE WITH STATUTES AND REGULATIONS
VENDOR will be knowledgeable of and will comply with all applicable federal, state, county and city statutes, rules, regulations, ordinances and orders.

XXVII.WAIVER OF BREACH
No delay or omission in the exercise of any right or remedy by a nondefaulting party on any default will impair the right or remedy or be construed as a waiver. A party’s consent or approval of any act by the other party requiring the party’s consent or approval will not be deemed to waive or render unnecessary the other party’s consent to or approval of any subsequent act. Any waiver by either party of any default must be in writing and will not be a waiver of any other default concerning the same or any other provision of this AGREEMENT.

EXHIBITS
All exhibits identified in this AGREEMENT are incorporated into the AGREEMENT by this reference.

XXVIII. VENDOR’S AUTHORITY TO EXECUTE
The persons executing this AGREEMENT on behalf of the VENDOR warrant that (i) the VENDOR is duly organized and existing under the appropriate State laws; (ii) they are duly authorized to execute this AGREEMENT on behalf of the VENDOR; (iii) by so executing this AGREEMENT, the VENDOR is formally bound to the provisions of this AGREEMENT; and (iv) the entering into this AGREEMENT does not violate any provision of any other AGREEMENT to which the VENDOR is bound.

VENDOR: Parkson Corporation
By:
(Signature)

(Typed Name)
(Title)

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CITY: City of El Centro
________________________________
Cedric Ceseña, City Manager
ATTEST:
________________________________
Norma Wyles, City Clerk
APPROVED AS TO FORM:

CITY Attorney
_________________________________
Elizabeth L. Martyn, City Attorney
Attachments: Exhibit A Scope of Services

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EXHIBIT A

SCOPE OF SERVICES
[ATTACH VENDOR’S PROPOSAL OR OUTLINE SCOPE OF
SERVICES AGREED TO]

Quotation
NUMBER: B04000230 Rev 8 DATE: November 22, 2024
TO: El Centro WWTP
307 W. Brighton Ave
El Centro, CA 92243
Attn: Jose Flores
Tel: 760-337-4562
E-Mail: [email protected]
REF.: Project Name: El Centro WWTP
Project Location: El Centro, CA
Original Serial #: MP-1583
Rebuild #: B04000230

Parkson Corporation proposes the following information for a new Magnum Press to replace the old project number MP-1583
ITEM 1 OFFERINGS – NEW UNIT BUDGET PRICE

1.A New Unit Price (Model: MP1000-2.0)........................................$579,322.61 USD (Per Unit)

1. Equipment……………………………………………………$509,074.00 USD

2. Freight (Non-taxable).………………………………………$24,000.00 USD

3. Start-Up (Non-Taxable)……………………………………. $4,250.00 USD

4. Taxes (8.25%)………………………………………………..$41,998.61 USD

1.B Basis of Design: (Influent Description)
Application: Municipal Sludge
Temperature: Ambient

1.C Equipment Description:

1. The Magnum Press Sludge Dewatering System shall consist of a flocculator, sludge feed distributor, gravity dewatering section, pressure dewatering sections, internal piping, belt tracking and tensioning devices and variable-speed drive motors.

2. Spray Water Shut-Off Valve – One motorized spray water shut-off ball valve. Valve will close on external command or electrical failure.

3. New Control Panel

4. The unit shall be an in kind replacement of the existing unit.

1.D Materials of Construction:

1. Frame: A 36 carbon steel. Surface finish – SSPC-SP-5 blast followed by galvanizing by the flame sprayed zinc
method with a finish coat of epoxy paint. Total mil
thickness of coating system shall be 6–8 mils.

2. Feed box: 304 stainless steel

3. Feed box seals: PVC

4. Drive roll: Rubber covered carbon steel

5. Rolls: Rubber covered carbon steel

6. Screens: Polyester

7. Roll perforated plate: 304 stainless steel

8. Screen wash collecting trays: 304 stainless steel

9. Piping: PVC

10. Filtrate collecting trays: 304 stainless steel

11. Spray bars: 304 stainless steel (Appleton or equal, self-cleaning)

12. Double wiper bars: PVC sleeved

13. Spray nozzles: 304 stainless steel

14. Doctor blades: Polyethylene

15. Spray water piping and valves: Stainless steel

16. Covers: Fiberglass, white pigment

17. Flocculator tank: Fiberglass (120 gallon) with epoxy-painted carbon steel tank supports

18. Flocculator mixer: 304 stainless steel with epoxy-painted carbon steel supports

19. Manifold lube system

20. Polymer injection ring

21. Counterweighted check valve
ITEM 2 SCHEDULE / VALIDITY / PAYMENT TERMS (New Unit)

2.A. Schedule:

Submittal Phase: 6-8 weeks.

Parts Availability: 28-32 weeks after receipt of acceptable submittal package.

Dates are subject to confirmation upon receipt of written Purchase Order.

2.B. Validity:

Price is valid for thirty (30) calendar days from Quotation date, for shipment of Equipment within the timetable stated above.

2.C. Payment Terms:
50% net 30 days upon receipt of PO, 50% net 30 days upon shipment of unit. These terms are contingent upon credit approval.

ITEM 3 WARRANTY, DRAWINGS & MANUALS

3.A Mechanical Warranty:

As defined in Section XVI (see link under terms and conditions) Standard Conditions of Sale.

3.B Drawings and Installation, Operation and Maintenance (IO&M) Manuals:

1. Approval Drawings: Not required

2. Certified Drawings: Not required

3. IO&M Manuals: Not required
Manuals are available for $75 USD at time of order
TERMS AND CONDITIONS:

This Quotation is governed by and subject to Parkson’s Standard Conditions of Sale, which are incorporated by reference and accessible at: http://www.parkson.com/files/documents/Sales-conditions.pdf.

CLARIFICATIONS AND EXCEPTIONS:

Section _____:

BUYER/OWNER RESPONSIBILITY (NEW UNIT):
 Air supply of 100 psi (unless air compressor is included in this proposal).  Electric: 230/460V, 3 phase, 60 Hz.
 Unloading of unit when it arrives on site.
 Removal of old unit.
 Installing new unit
 Unloading/Installation will require a crane or hoist.  Readiness of the Equipment before requesting start-up service. Non-readiness may incur additional charges.
 Compatibility of Equipment materials of construction with process environment.  Electrical connection and interconnecting wiring.
 Interconnecting piping.
 Piping connections, platforms, gratings and railings unless stated otherwise.  Any other auxiliary equipment or service not detailed above.

NOTE REGARDING CA PREVALING WAGES: Parkson, as the original equipment manufacturer, will be servicing/reconditioning its own proprietary equipment, which service may contain our proprietary trade secrets and knowhow. No craft or trade would be appropriate for apprentices related to this work. If the awarding body requires apprenticeship coverage, then Parkson would need to amend its quoted pricing and completion time.

Please return one signed copy of this quotation and Purchase Order to Parkson Corporation at the address below. Refer to this quotation, date, and related correspondence.

Issued By: Marty Unger Accepted By: (Herein called the Buyer)

PARKSON CORPORATION
1401 West Cypress Creek Road
Fort Lauderdale, FL 33309-1969

Name: Marty Unger Name
Title: Regional Sales Manager
Telephone: 954-383-1757
E-Mail: [email protected]
Title:

Date: October 30, 2024 Date:

Enclosures:

Local Rep: Matt Rebmann
Coombs-Hopkins Company
2011 Palomar Airport Road, Suite 303
Carlsbad, CA 92011
Phone 760 579 9411
E-Mail: [email protected]
cc: Edna Sugden

11/2024/cdz/A24-0191/Reso/AgmntParksonCorp
RESOLUTION NO. 24 -

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF

EL CENTRO APPROVING A VENDOR AGREEMENT

WITH PARKSON CORPORATION FOR THE PURCHASE
OF EQUIPMENT FOR THE CITY’S WASTEWATER

TREATMENT PLANT
WHEREAS, the City Wastewater Treatment Plant’s existing dewatering press, must be replaced; and
WHEREAS, pursuant to City Code Section 2-177 (a) (1), (3) and (4), no competitive bidding is required for the purchase of such equipment when compatible equipment is available only from one sole source, which in this case is Parkson Corporation, which produced the original equipment; and
WHEREAS, it is necessary for the City Council of the City of El Centro, California (the “City Council”) to approve a Vendor Agreement with Parkson Corporation for the purchase of equipment relating to the Wastewater Treatment Plant (the “Agreement”); and WHEREAS, the City Council finds that its approval of the Agreement is in the best interests of the City of El Centro, California (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 does hereby approve the Agreement.

3. That the City Manager is hereby authorized to sign the Agreement on behalf of the City with Parkson Corporation for the equipment purchase in the total amount of five hundred seventy-nine thousand, three hundred and twenty-two dollars and sixty-one cents ($579,322.61), a copy which is on file in the Office of the City Clerk and to take any and all necessary action to implement this resolution.

PASSED AND ADOPTED at a regular meeting of the City Council of the City of El Centro, California held on day of , 2024.

11/2024/cdz/A24-0191/Reso/AgmntParksonCorp

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 # 2024-268)
Item: 6.

Meeting: 12/17/2024 11:30 AM
Department: Fire
Category: Resolution
Prepared by: Veronica Leal, Staff
Assisstant
Department Head: Joseph Bernal
DOC ID: 2024-268
Adopt Resolution No.24- , RESOLUTION OF THE CITY COUNCIL OF THE CITY OF

EL CENTRO APPROVING AN AUTOMATIC AID AGREEMENT FOR FIRE PROTECTION AND RESCUE SERVICES.

CITY MANAGER'S RECOMMENDATION:

Adopt Resolution No.24- , RESOLUTION OF THE CITY COUNCIL OF THE CITY OF

EL CENTRO APPROVING AN AUTOMATIC AID AGREEMENT FOR FIRE PROTECTION

AND RESCUE SERVICES
FISCAL IMPACT:

Fiscal impact would be generated in the event of an automatic aid incident. This cost is offset when automatic aid is received.

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.:

BACKGROUND:

The El Centro Fire Department, in partnership with the City of Imperial Fire, County of Imperial Fire, and American Medical Response (AMR), proposes a one-year pilot program for an automatic aid agreement to improve regional emergency response capabilities. This agreement establishes a framework for the immediate, coordinated dispatch of resources to specific high-priority incidents, including structure fires, roadway incidents with three or more patients, and technical rescue operations. Emergency medical calls are not included in this agreement.

The pilot program introduces an automatic aid system, which differs significantly from the existing mutual aid program. While mutual aid requires an active request by the Incident Commander after determining additional resources are needed, automatic aid ensures that pre-designated units from neighboring agencies are dispatched simultaneously with the local agency’s response, based on the incident type and location. This approach minimizes delays and ensures that critical resources arrive on scene faster, enhancing life safety and property protection during complex emergencies.

DISCUSSION:

The Automatic Aid Pilot Program seeks to improve response times, optimize resource deployment, and strengthen partnerships between participating agencies. Following the one-year trial period, the program's effectiveness and impact will be evaluated to determine its potential for permanent adoption.

By enabling quicker deployment of additional units, the automatic aid system is expected

to improve response efficiency and overall outcomes. The one-year pilot period will allow participating agencies to assess the program’s impact, collect operational data, and evaluate its feasibility for permanent implementation.

The Automatic Aid Agreements can positively influence ISO ratings by improving fire department capabilities in areas such as response times, available staffing, and apparatus deployment. For the City of El Centro, currently rated 3/3X, enhanced resource sharing through automatic aid could contribute to maintaining or potentially improving the city's Public Protection Classification (PPC) by demonstrating robust regional collaboration and effective use of resources during critical incidents.

CONCLUSION:

Adopt Resolution No. 24- , RESOLUTION OF THE CITY COUNCIL OF THE CITY OF

EL CENTRO APPROVING AN AUTOMATIC AID AGREEMENT FOR FIRE PROTECTION

AND RESCUE SERVICES
ATTACHMENTS:

1. Automatic Aid Agreement IMR-IMP-ECN-AMR 24.11.20

2. Resolution- Automatic Aid Agrmt

1 Central Zone Automatic Aid Pilot Program
Participating agencies:

El Centro Fire Department
Imperial County Fire Department
City of Imperial
American Medical Response (AMR)
January 1, 2025

2 AUTOMATIC AID AGREEMENT FOR EXCHANGE OF FIRE PROTECTION AND

SPECIALIZED RESCUE BETWEEN THE CITY OF EL CENTRO AND THE IMPERIAL COUNTY FIRE DEPARTMENT.

The purpose of this Automatic Aid agreement is to outline the procedures for carrying out an Automatic Aid response between the City of El Centro Fire Department (ECFD), the Imperial County Fire Department (ICFD), the City of Imperial, and American Medical Response (AMR). Together, ECFD, ICFD, and AMR are the “parties” and each is a party.

W I T N E S E T H
WHEREAS, the parties to this Agreement provide fire protection and rescue services within their respective jurisdictional limits; and
WHEREAS fire and rescue resources for the County of Imperial and City of Imperial are dispatched through Imperial County Sherriff Office dispatch center.

WHEREAS, fire and rescue resources for the City of El Centro are dispatched through the El Centro Police Department dispatch center.

WHEREAS, it is in the best interests of the County of Imperial, City of Imperial, and City of El Centro to provide the most expeditious response to suppress fires and mitigate emergencies; and
WHEREAS, each party is desirous of providing to the other a reasonable and reciprocal exchange of fire protection services on a day-to-day basis.

NOW, THEREFORE, in consideration of these mutual covenants, the parties hereto agree as follows:

3 1. Revisions
This Agreement may be revised or amended at any time by mutual agreement of the Fire Chiefs. All amendments to this Agreement shall be in writing and signed by the persons authorized to bind the parties thereto. Substantial reductions or modifications of services by any of the agencies shall because for reconsideration of the Agreement.

2. Term
The initial term of this automatic aid agreement shall be one (1) year commencing as of the date of execution hereof by all parties. Thereafter, the term of this automatic aid agreement shall automatically renew for successive one (1) year terms on the same terms and conditions. Any of the parties may terminate the agreement at any time with written notice to the other parties at least thirty (30) days prior to the date of intended withdrawal. Parties shall meet biannually to discuss revisions to the existing agreement.

3. Biannual Meetings
At such meetings, the Parties shall determine specific content for and application of performance evaluation methodology. Such methodology should include but not be limited to resource response times, identification of critical infrastructure, communication, and standards compliance.

4. Mutual Benefits
ICFD, City of Imperial, and ECFD intend that this Agreement will provide mutual benefits to each party. The Fire Chiefs of ICFD and ECFD are hereby authorized to identify and revise as they deem necessary any designated areas or types of response periodically as may be dictated by changing conditions and the requirements of mutual benefits to each party.

5. Incident Command
In those instances where the assisting Department arrives before the jurisdictional Department, the assisting Department will take the necessary action dictated by the situation. However, it is assumed that the jurisdictional Department will continue with a Chief Officer response after the arrival of the assisting Department. Overall command of the incident will be assumed by the jurisdictional Department upon its arrival at the scene. The assisting Department’s personnel will remain under the command of the Incident Commander. The highest-ranking officer of the assisting Fire Department at the incident, will become the Agency Representative (AREP) or Safety Officer. The resources of the assisting Department will be released from the scene as soon as practical by the jurisdictional Fire Department.

4 When it is deemed appropriate, the AREP may enter into Unified Command with the jurisdictional Department’s Incident Commander. A common and agreed upon communications plan shall be established and utilized by all resources and Incident Commanders.

6. Commitment of Resources
It is mutually understood and agreed that this agreement does not relieve a party from the necessity and obligation of using its own resources for furnishing fire and rescue service within any part of its own jurisdiction, and that the assisting party’s response to a request for aid will be dependent upon the existing emergency conditions within its own jurisdiction and the status of its resources.

7. Methods of Requesting Aid
All requests for aid shall be via the respective dispatch center. Persons assigned to the dispatch center for all Departments are authorized to send and receive such requests as per their respective operational procedures. Communication amongst respective command staff will dictate availability of resource types to insure the most appropriate apparatus type is staffed and available for automatic-aid service.

8. Intent of Agreement
The intent of this Agreement is to provide the agency in need with a more efficient and/or effective initial response to an emergency incident. As defined within National Fire Protection Association Standard 1710 (Organization and Deployment of Fire Suppression Operation by Career Fire Departments, (NFPA 1710)) automatic aid refers to a developed plan between two or more fire departments for an immediate joint response on first alarms. The intent of this agreement shall be to provide the respective parties the capacity to realize the goal of meeting NFPA 1710 recommended response for a single-family dwelling initial full alarm assignment and to other emergencies as defined by the respective Fire Chiefs. The agreed upon resources should only be utilized until the agency having responsibility is able to relieve the assisting agency with their own resources and/or obtain the appropriate emergency resources. If the agreed upon resources are not available, the assisting agency need not respond.

9. Fire Incident Reporting
Each agency is responsible for their own National Fire Incident Report (NFIRS). In the event both agencies arrive on scene, the jurisdictional department shall complete the “Fire Section” of the NFIRS report. In the event an assisting agency handles an incident in the jurisdictional department’s area of responsibility, the assisting agency shall complete the “Fire Section” of the NFIRS report, and the jurisdictional department will complete the NFIRS as “Aid Received”, if needed. If the jurisdictional department is not dispatched, then a NFIRS report is not necessary by the jurisdictional department.

5 Each agency shall be responsible for obtaining needed information to complete fire reports for incidents within their respective jurisdiction. Assisting units shall contact jurisdictional units to provide appropriate information for completion of fire reports.

10. Training
Joint training exercises will be conducted upon agreement by the parties (minimum of one per quarter). These training exercises shall be coordinated with ECFD and ICFD Command Staff. Prior to initiating the automatic-aid agreement, ICFD and ECFD will participate in a minimum of three training exercises with the objective of terminology standardization as well as apparatus and equipment familiarization. Training exercises should include the involvement of dispatch centers to assure cohesive communication.

11. Services by Imperial County Fire Department and City of Imperial ICFD and City of Imperial agree to provide a designated fire and rescue response, as jointly agreed upon by the Fire Chiefs of ICFD and ECFD, upon notification by ECFD to designated areas located within the jurisdiction of the City of El Centro.

12. Dispatch and Notification by El Centro Fire Department Upon receipt by ECFD of an alarm within a designated area located within the jurisdiction of the City of El Centro. ECFD, (as the jurisdictional Department) will dispatch its nearest available and appropriately designated fire or rescue response to that alarm, also notify AMR dispatch, as well as an ICFD fire dispatcher who will, in turn, dispatch the agreed-upon automatic-aid ICFD response.

13. Services by El Centro Fire Department
ECFD agrees to provide a designated fire and rescue response, as jointly agreed upon by the Fire Chiefs of ECFD and ICFD, upon notification by ICFD to designated areas located within the jurisdiction of Imperial County.

14. Dispatch and Notification by Imperial County Fire Department Upon receipt by ICFD of an alarm within a designated area located within the agreed upon automatic-aid geographic boundaries of Imperial County and in the City of Imperial, ICFD, (as the jurisdictional Department) will dispatch its nearest available and appropriately designated fire or rescue response to that alarm and notify an ECFD fire dispatcher who will, in turn, dispatch the agreed-upon automatic-aid ECFD response as well as AMR dispatch.

15. Amount and Type of Assistance
A. ECFD to ICFD and City of Imperial

6 Fire Response
Areas outside of the City of El Centro
Upon notification by ICFD, ECFD agrees to automatically dispatch the following resources to fire incidents within the areas defined below. Additional resources may be authorized by the ECFD Fire Chief or ICFD on-duty battalion Chief upon request.

Structure Fire Response
Initial Dispatch:
• Minimum of one (1) apparatus (Minimum crew of 3)
Fire Response (Non-Structure Fire)
Initial Dispatch:
• One (1) Engine (Minimum crew of 3)
Roadway incidents involving three (3) or more patients, fire, or technical rescue Upon notification, ECFD agrees to automatically dispatch the following resources to reported fire and rescue incidents to supplement/assist ICFD engine companies responding to designated freeway locations.

Initial Dispatch:
• One (1) Engine (Minimum crew of 3)
B. ICFD and City of Imperial to ECFD
Fire Response
Upon notification by ECFD, ICFD and City of Imperial agree to automatically dispatch the following resources to structure fires within the area defined as the jurisdiction of the City of El Centro. Additional resources may be authorized by the ICFD Fire Chief or onduty Chief upon request. Resources dispatched by Imperial County FD will be dictated by geographic location of the most appropriate apparatus with direction from ICFD command staff and may include an apparatus with crew contracted for service within the City of Imperial. In this case, ICFD apparatus will move-up from another ICFD station to provide dedicated City of Imperial coverage.

Structure Fire Responses
Initial Dispatch:

7 • Minimum of one (1) apparatus (Minimum crew of 3)
Fire Response (Non-Structure Fire)
Initial Dispatch
• One (1) Engine (Minimum crew of 3)
Roadway incidents involving three (3) or more patients, fire, or technical rescue Upon notification, ICFD agrees to automatically dispatch the following resources to reported fire and rescue incidents to supplement/assist ECFD engine companies responding to freeway incidents within the jurisdiction of the City of El Centro.

Initial Dispatch:
• One (1) Engine (Minimum crew of 3)
C. AMR to ECFD, ICFD, and City of Imperial
EMS Response
Upon notification of an incident defined by the aforementioned criteria, AMR agrees to automatically dispatch resources to assist responding fire agencies. Upon assignment from the IC, AMR responsibilities may include assignments such as the establishment of a rehabilitation station designated for incident personnel as well as provide emergency medical services and patient transport as needed within the incident. The AMR supervisor may assume the role of agency representative (AREP) and receive the assignment as medical group supervisor upon arrival. Additional resources may be authorized by the AMR supervisor or Operations Director upon request.

Initial Dispatch:
• One (1) ALS ambulance (crew of two)
• One (1) AMR supervisor

16. Communications System
The Parties agree to share the use of communication systems, radios, and radio frequencies for the execution of this Agreement. Sharing of the frequencies must be approved only by authorized personnel for each party and documented in the Incident Action Plan (IAP). The communications plan will be reviewed annually and included in the recurrent joint training exercise.

17. No Third-Party Benefit

8 This Agreement shall not be construed as, or deemed to be, an agreement for the benefit of anyone not a party hereto, and anyone who is not a party hereto shall not have a right of action hereunder for any cause whatsoever.

18. Hold Harmless
It is mutually understood and agreed that the party requesting assistance is not required to indemnify the party furnishing assistance as to liability or damage imposed by law upon the assisting party for any act or omission of the assisting party or its employees occurring in the performance of the services.

19. No Effect on Master Mutual Aid Agreement
It is mutually understood that this Agreement will in no way affect or have a bearing on the existing Master Mutual Aid Agreement.

9 IN WITNESS WHEREOF, the Parties hereto have executed this Automatic Aid Agreement as of the day and year first above written.

El Centro Fire Department:
_______________________
Name: Joseph Bernal
Title: Fire Chief
Date:

Imperial County Fire Department:
_______________________
Name: David Lantzer
Title: Fire Chief
Date:

City of Imperial:
________________________
Name: Robert Amparano
Title: Mayor
Date:

American Medical Response:
__________________________
Name: Brandon Walls
Title: Director of Operations
Date:

This Agreement will facilitate coordinated emergency response efforts among the Parties, enhancing public safety and resource efficiency.

12/2024/cdz/A24-0141/Reso/AutomaticAidAgreement
RESOLUTION NO. 24 -

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF EL

CENTRO APPROVING AN AUTOMATIC AID AGREEMENT

FOR FIRE PROTECTION AND RESCUE SERVICES
WHEREAS, the City of El Centro Fire Department (ECFD), Imperial County Fire Department (ICFD), City of Imperial, and American Medical Response (AMR) collectively provide essential fire protection, rescue, and emergency services within their respective jurisdictions; and
WHEREAS, it is in the best interest of the City of El Centro and its residents to ensure the most expeditious and effective emergency response through a formalized Automatic Aid Agreement among ECFD, ICFD, City of Imperial, and AMR; and WHEREAS, the proposed Automatic Aid Agreement outlines the procedures and conditions under which fire protection, roadway incident response, and technical rescue services will be provided across jurisdictional boundaries, improving response times and enhancing operational efficiency; and
WHEREAS, the Automatic Aid Agreement will support compliance with National Fire Protection Association (NFPA) standards and align with the City’s public safety priorities; and WHEREAS, the City Council finds that approval of said Agreement will be in the best interest of the City of El Centro, California, to further protect lives and property.

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 Automatic Aid Agreement for Fire Protection and Rescue Services.

3. That the City Manager of the City of El Centro, California, is hereby authorized to sign said Agreement, 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 the day of , 2024.

CITY OF EL CENTRO
By: _________________________
Tomás Oliva, Mayor

12/2024/cdz/A24-0141/Reso/AutomaticAidAgreement
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 # 2024-176)
Item: 7.

Meeting: 12/17/2024 11:30 AM
Department: Community Development
Category: Resolution
Prepared by: Angel Hernandez,
Community Development Director
Department Head: Angel Hernandez
DOC ID: 2024-176
Discussion and any Necessary Action Regarding Service Area Plan Update.

CITY MANAGER'S RECOMMENDATION:

Adopt 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) FISCAL IMPACT:

Not Applicable
STRATEGIC PLANNING PROGRAM 2022-2027 RELATION:

Financial & Governance Stability & Sustainability
DUE DILIGENCE CHECK FOR CONTRACTORS/CONSULTANTS: DID THE

DEPARTMENT VERIFY CURRENT EL CENTRO BUSINESS LICENSE,
CONTRACTOR'S LICENSE, REFERENCE CHECKES, INSURANCE, ETC.:

Not Applicable
BACKGROUND:

The Service Area Plan (SAP) outlines the City's public services and facilities, estimates the current and future demand, and describes how they may be developed or financed. The SAP is required to be updated every five years by cities and be approved by the Imperial County Local Agency Formation Commission (LAFCo). LAFCo is a countywide agency that regulates boundary changes and changes to the sphere of influence of cities and special districts in Imperial County. When evaluating these requests, the SAP is used to demonstrate the capacity and ability for local jurisdictions to accommodate future growth and demand resulting boundary changes. As it relates to the City of El Centro, an updated SAP is required prior to LAFCo reviewing any proposals to annex territory in to the City of El Centro.

On July 18, 2022 LAFCo notified the City that the 2016 Service Area Plan is required to be updated. At that time, City staff was updating the Zoning Code for consistency with the new land use designations, planned transportation network, and other elements and policies found in the El Centro 2040 General Plan Update. As a result of the pending changes to standards that would effect development staff proceeded with updating the SAP once the Zoning Code was adopted.

DISCUSSION:

The 2024 SAP includes a 10-year planning horizon to forecast growth and the estimated demand for the provision of public services from 2025 to 2035. Those city services include:
general government, drainage, fire, law enforcement, library, parks and recreation, transportation, wastewater, and water facilities. Each service is reviewed for performance standards, facility planning and adequacy, financing, and mitigation (recommendations) to

ensure that adequate facilities will be provided and maintained.

In addition to City services, the 2024 SAP includes discussion regarding school and healthcare facilities. In the 2016 edition of the SAP, LAFCo requested that discussion on schools be included in the document and a cursory review of the inventory of the existing schools, adequacy of the current facilities and future demands has also been included in this version of the SAP. Also at the request of LAFCo, a healthcare section was added to the 2024 SAP and discussion regarding the ongoing progress of the implementation of AB 918 by the Imperial Valley Healthcare District.

With the assistance of RICK Engineering, the Community Development Department began updating the SAP in 2023. The work involved gathering information from City department representatives regarding funding, facilities, and future projects and goals. Additionally, the project team and LAFCo staff met to review the scope of the SAP. Department representatives and LAFCo staff have also reviewed the SAP, and their comments and corrections have been incorporated into the final draft, attached hereto as Exhibit A - 2024 SAP.

CONCLUSION:

Adopt 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) ATTACHMENTS:

1. Exhibit A - SAP 2024

2. Exhibit B - Resolution SAP 2024

El Centro Service Area Plan Table of Contents
December 2024 Page i

TABLE OF CONTENTS

SECTION PAGE
SECTION 1 – EXECUTIVE SUMMARY..................................................................................... 1

1.1 Introduction ..................................................................................................................................1

1.2 Public Services and Facilities.......................................................................................................1

1.3 Financing Summary....................................................................................................................13 SECTION 2 – INTRODUCTION ................................................................................................ 16

2.1 Background on the City of El Centro .........................................................................................16

2.2 Purpose of the Service Area Plan ...............................................................................................16

2.3 Organization and Use of the Service Area Plan .........................................................................17 SECTION 3 – GROWTH AND PHASING PROJECTIONS.......................................................20

3.1 Existing Land Use ......................................................................................................................20

3.2 Planned Land Use.......................................................................................................................21

3.3 Projected Population Increase.....................................................................................................25

3.4 2040 Buildout Projections..........................................................................................................26 SECTION 4 – PUBLIC FACILITIES AND SERVICES..............................................................34

4.1 General Government Facilities...................................................................................................36

4.2 Drainage Facilities......................................................................................................................45

4.3 Fire Facilities..............................................................................................................................57

4.4 Law Enforcement Facilities........................................................................................................72

4.5 Library Facilities.........................................................................................................................82

4.6 Parks and Recreation Facilities...................................................................................................89

4.7 Transportation Facilities...........................................................................................................101

4.8 Wastewater Facilities................................................................................................................109

4.9 Water Facilities.........................................................................................................................115

4.10 School Facilities .......................................................................................................................123

4.11 Healthcare Facilities.................................................................................................................132 SECTION 5 – FINANCING....................................................................................................... 133

5.1 Introduction ..............................................................................................................................133

5.2 Existing Revenue Sources........................................................................................................133

5.3 Future Revenue Sources...........................................................................................................137

5.4 Existing Financing Mechanisms...............................................................................................138

5.5 Future Financing Mechanisms..................................................................................................140

5.6 Facility Financing.....................................................................................................................141

El Centro Service Area Plan Table of Contents
December 2024 Page ii

LIST OF TABLES

TABLES PAGE
3-1 Projected Population Increase ..........................................................................................25 3-2 2040 Buildout Projections................................................................................................27

4.1-1 General Government Facilities ........................................................................................38

4.3-1 Fire Personnel ..................................................................................................................58

4.3-2 Fire Equipment.................................................................................................................59

4.3-3 Average Response Times per Station ..............................................................................60

4.3-4 Average Response Times per Station for All Incidents ..................................................60

4.3-5 Incident Count by Major Incident Type ..........................................................................60

4.3-6 Mutual Aid Support Arrivals by Fire Station ..................................................................64

4.4-1 Sworn Police Personnel ..................................................................................................74

4.4-2 Non-Sworn Police Personnel ..........................................................................................74

4.4-3 Police Vehicles.................................................................................................................74

4.4-4 Police Demand .................................................................................................................76

4.6-1 List of Park Facilities and Acreage ..................................................................................90

4.6-2 List of Recreation & Community Center Facilities and Acreage ....................................91

4.6-3 List of School Recreation Facilities and Acreage ............................................................91

4.6-4 Parkland Demand.............................................................................................................93

4.6-5 Planned Park and Recreation Facilities ...........................................................................94

4.7-1 Circulation System Performance Criteria (LOS)...........................................................102

4.9-1 Water System Evaluation Criteria Summary.................................................................116

4.9-2 Water Supply and Demand Comparison........................................................................118

El Centro Service Area Plan Table of Contents
December 2024 Page iii

LIST OF FIGURES

FIGURES PAGE
3-1 Sphere of Influence Map....................................................................................................28 3-2 General Plan Land Use Map..............................................................................................30 3-3 Urban Development Program Tiers Map...........................................................................32 4-1 City of El Centro Organizational Chart .............................................................................39 4-2 Drainage Facilities Map.....................................................................................................46

4.3-1 Fire Station Zones Map......................................................................................................70

4.6-1 Parks, Fields and Facilities Map ........................................................................................99

El Centro Service Area Plan Table of Contents
December 2024 Page iv

LIST OF ACRONYMS AND ABBREVIATIONS
ADD Average Day Demand (water)
ADT Average Daily Traffic
ARPA American Rescue Plan Act
BMPs Best Management Practices
CEQA California Environmental Quality Act
CFD Community Facilities District
City City of El Centro
CIP Capital Improvement Program
CIPs Citizens in Police Services
County County of Imperial
CPI Consumer Price Index
CPSM Center for Public Safety Management
CSD Community Services Department
CUHSD Central Union High School District
DPR Department of Parks and Recreation
ECESD El Centro Elementary School District
ECFD El Centro Fire Department
ECPD El Centro Police Department
EIFD Enhanced Infrastructure Finance Districts
FEMA Federal Emergency Management Agency
FY Fiscal Year
GHG Greenhouse Gas Emissions
gpd gallons per day
gpm gallons per minute
HCD State Department of Housing & Community Development HCDA Housing and Community Development Act of 1974
HCM Highway Capacity Manual
HMGP Hazard Mitigation Grant Program
I-8 Interstate 8
ICAPCD Imperial County Air Pollution Control District
ICFD Imperial County Fire Department
ICOE Imperial County Office of Education
ICTC Imperial County Transportation Commission
IID Imperial Irrigation District
JRMP Jurisdictional Runoff Management Program
LAFCo Local Agency Formation Commission
LCFF Local Control Funding Formula
LLMD Landscape and Lighting Maintenance Districts
LOS Level of Service
MDD Maximum Daily Demand
mg million gallons
mgd million gallons per day
MHMP Multi-Jurisdictional Hazard Mitigation Plan

El Centro Service Area Plan Table of Contents
December 2024 Page v
MPD Master Plan of Drainage
MUESD McCabe Union Elementary School District
MUSD Meadows Union School District
MS4 Municipal Separate Storm Sewer System
NAAQS National Ambient Air Quality Standards
NAT No Action Taken
NFPA National Fire Protection Association
Non-res. Non-residential
NPDES National Pollution Discharge Elimination System
PAX Police Auxiliary
RHNA Regional Housing Needs Assessment
PLF Public Library Fund
RTP Regional Transportation Plan
RWQCB Regional Water Quality Control Board (Colorado River Basin) SAP Service Area Plan
SB Senate Bill
SSAB Salton Sea Air Basin
SCAG Southern California Association of Governments
SCS Sustainable Communities Strategy
STIP State Transportation Improvement Program
sf square feet
SOI Sphere Of Influence
SWMP Storm Water Management Program
SWPPP Stormwater Pollution Prevention Plan
SWRCB State Water Resources Control Board
TDA Transportation Development Act
TDS Total Dissolved Solids
TMDL Total Maximum Daily Load
TOT Transient Occupancy Tax
UDP Urban Development Program
USDA United States Department of Agriculture
UWMP Urban Water Management Plan
VLF Vehicle License Fee
VMT Vehicle Miles Traveled
WDF Water Demand Factors
WTP Water Treatment Plant
WWTP Wastewater Treatment Plant

El Centro Service Area Plan Table of Contents
December 2024 Page vi
This Page Intentionally Left Blank.

El Centro Service Area Plan Section 1 – Executive Summary December 2024 Page 1
SECTION 1 - EXECUTIVE SUMMARY

1.1 INTRODUCTION
The City of El Centro (City) is home to approximately 44,000 residents and serves as the center of commercial, general government, recreational, and cultural activities for much of the surrounding Imperial Valley region. Undeveloped land within the City’s boundaries and the City’s sphere of influence (SOI) boundaries is currently being developed for residential, commercial, public, and industrial uses. The City of El Centro General Plan (General Plan) guides the City’s growth.

This Service Area Plan (SAP) outlines the City’s existing public services and facilities, estimates the current and future anticipated demand for such facilities and services, and describes how necessary facilities and services will or may be developed and extended to meet demands. The SAP is intended to demonstrate the City’s intent and ability to provide adequate services to the SOI boundaries at the time of annexation. An approximately 10-year planning horizon is used to forecast growth, and the estimated demands and provision to meet demands are based on population projections for 2035.

The following is a brief summary of the existing resources, demands, financing mechanisms, and mitigation measures related to the nine public services and facilities topics examined in this SAP.

It should be noted that the following discussion is substantially abbreviated from that contained in the rest of the document and is not meant to replace the comprehensive discussion provided in Sections 2 through 5 of this SAP.

1.2 PUBLIC SERVICES & FACILITIES
General Government Facilities
The City’s general government facilities are comprised of approximately 26,800 square feet (sf) of building area in a centralized location on Main Street that is easily accessible to many City residents. The existing amount of office and meeting space is acceptable to accommodate current employees, customers, other users of the City’s general government facilities, and the future population. Based on performance standards set forth by the City and estimation of population projections, the existing administrative facilities encompassing 26,800 sf of space would accommodate the anticipated 2035 population. With 55 government personnel, the City currently satisfies the performance standard and the City is on track to accommodate future growth by 2035, in terms of adequate staffing.

It is not likely that growth within the SOI will demand that additional facilities be constructed in new locations, as the current central location will remain accessible to new development throughout the SOI. Currently, the City exceeds the performance standard for general government facility space for the existing population, which is essential for preparing for future population growth in the City and SOI. Improvements in technology, amount of general government personnel, and other facility enhancements will be necessary to accommodate population growth in the future, however there is no immediate necessity for extensive new facility construction.

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Mitigation
• Comply with the performance standards for City general government facilities and government personnel.
• Periodically review the general government facilities, services and personnel of the City through the preparation of annual reports. Such review will identify staffing and budgetary concerns as City growth continues to increase the demand on facilities, services, and staff.
• Continue to periodically review user fees charged for services of the Planning, Building and Engineering Divisions and implement annual fee adjustments proposed by the 2019 User Fee Study.
• Allocate Measure P funds strategically to finance necessary capital improvements toward maintaining City services and facilities, including police, fire protection, library, parks and recreation, senior programs, street maintenance and facility improvements.

Funding
• General Fund
• User Fees
• Development Impact Fees
• Measure P Revenue
Drainage Facilities
The City owns, operates, and maintains a system of drains that conveys storm water and urban runoff. The system is managed by the wastewater division of the Department of Public Works, and the City does not maintain a separate budget for drainage maintenance or improvements. To monitor and implement state stormwater programs, the City added an Environmental Compliance Division. Drainage issues are reviewed on a project-by-project basis. As a general policy, the City approves of the installation of retention basins on development projects. Several existing storm drains have inadequate capacity to convey runoff produced by a ten-year design storm event. The 2009 Master Plan of Drainage (MPD) identified ten locations that require improvements at existing deficient drainage facilities which includes extensions to the existing storm drains, the installations of a parallel storm drain, and the replacement of existing undersized systems. Drainage facilities will need improvement to accommodate increased demand as the City’s population grows. The City plans to update the MPD in 2024 using American Rescue Plan Act (ARPA) funds. The City has allocated ARPA funds to address critical infrastructure needs, enhance public safety, improve essential municipal services, and overall invest in long-term improvements that benefit residents.

In addition to updating the MPD, ARPA funding is allocated to support infrastructure improvements including the conversion of gas chlorine systems within Public Works, upgrading the electrical infrastructure at raw water structures, and improving the City’s water distribution through upgrades to the Southern Pump Station.

Mitigation

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• Continue implementation of the 2009 City of El Centro MPD and perform the identified high-priority drainage improvement projects.
• Update the MPD to identify the latest necessary drainage improvements and reestablish design criteria to achieve the ten-year frequency flood event performance standard. • Continue to require new roadways within the City boundaries and the City SOI boundaries to meet City requirements for provision of gutter features and slopes to properly convey storm flow.
• Continue to require that new development projects address potential drainage issues and provide adequate facilities to convey storm flow. For developments which drain into facilities of the City’s system, require the developer to consult with the Department of Public Works to ensure improvements are engineered and constructed to City standards. • Require compliance with construction permits for MS4 stormwater quality requirements. • Continue implementation of the City Storm Water Protection Program through enforcement of JRMP requirements and BMP standards for development projects. • Implement the adopted policies from the City of El Centro’s Implementation Program outlined in the 2021 Imperial County Multi-Hazard Mitigation Plan Update. • Develop and adopt a Hazard Mitigation Plan, which is required for state, local, tribal and territorial governments to receive funding for hazard mitigation projects or determine whether the existing MHMP of the County qualifies the City to apply for funding and and work with the County to implement hazard mitigation projects effectively.

Funding
• General Fund
• Development Impact Fees
• Legacy Ranch Community Facilities District (CFD)
• New facilities funded and installed by developers
• Wastewater Enterprise Fund
Fire Facilities
The City manages the El Centro Fire Department (ECFD), which provides fire response, suppression, prevention, and investigation; emergency medical response and advanced life support; community disaster preparedness; hazardous materials response and mitigation; confined

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space rescue services; and water rescue services within the City boundaries as well as to other jurisdictions pursuant to a mutual aid agreement.

The ECFD has three fire stations; one located in the center of the City, the other in the northwestern part, and the third near the southeastern boundary. In all, the ECFD has 41 uniformed personnel, three (3) non-uniformed personnel, and various vehicles and pieces of equipment.

Increased development within the City boundaries and City SOI boundaries will continue to place strain on the services, personnel, and equipment of the ECFD. As calls become more numerous with the increased density of the City and as land is annexed into the ECFD service area, the ECFD will experience an increase in emergency and non-emergency response times.

In September of 2017, the City retained services from the Center for Public Safety Management (CPSM) to complete a comprehensive analysis of the ECFD. The primary recommendation advised that the City consider replacement of Fire Station No. 1 with a contemporary facility to accommodate the evolving mission and needs of the ECFD. In June 2021, the ECFD initiated internal studies to establish a plan for a potential Fire Station No. 1 rebuild. In May 2023, a feasibility study for the proposed project was completed. The project awaits approval.

Mitigation
• Implement the measures from the updated mutual aid agreement to provide for systematic mobilization, organizational, and operation of fire, medical, and rescue resources with the County of Imperial and City of Yuma, to mitigate the effects of any disaster. • Develop plans annually to provide updated fire, medical and rescue service inventory of all personnel, apparatus, and equipment within the County of Imperial. • Collaborate between fire officials of local, area, regional and state agencies to facilitate communication for the interchange and dissemination of fire rescue data, directives, and information.
• In conformance with General Plan Public Facilities Policy 5.2, continue the periodic review of number of calls and response times to determine the adequacy of existing service and any need for improvement or additional resources.
• Design and implement a year-long workload monitoring program to determine the adequacy of the existing staffing standard of providing ten sworn and uniformed personnel to be available to respond to calls at any given time throughout the day or night. • Pursue additional finances to fund additional personnel, equipment, and vehicles for the ECFD as identified in the workload monitoring program.
• When the City determines the need, purchase land and construct Fire Station No. 4. The new station would be located east of La Brucherie Avenue and south of Wake Avenue.

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• Review existing development impact fees for ECFD services, identify necessary improvement to the current fee structure, and implement the revised fee structure. • Periodically review the mutual aid agreement with the ICFD for service within the SOI to maintain adequate and efficient protection to all areas within the City, the SOI, and the remainder of the unincorporated County land.
• Periodically review service area boundaries and service goals to maintain adequate and efficient protection to all areas within the City.
• Integrate recommendations from the 2018 Fire Operational & Administrative Analysis Report prepared by the CPSM.

Funding
• General Fund
• User Fees
• Development Impact Fees
• Measure P Revenue
Law Enforcement Facilities
The El Centro Police Department (ECPD) is the primary law enforcement agency that serves the citizens of the City and land within City boundaries. The ECPD primarily operates out of one main police station located within the Civic Center zone. Sworn officers of the ECPD patrol the city and respond to calls reporting crimes and emergencies and requesting law enforcement services within ECPD jurisdiction. Non-sworn personnel of the ECPD are responsible for various administrative tasks, animal control, and parking enforcement. Volunteer personnel of the ECPD supplement regular officers and non-sworn members of the Citizens in Police Services (CIPS) provide assistance in other areas of ECPD jurisdiction.

A new station is needed to accommodate the facilities required by the ECPD to provide law enforcement services to the residents, property and business owners, government and private business employees and customers, and visitors of El Centro. In November 2023, the City broke ground on the planned facility, which will be constructed in the same location as the previous police station, per the community’s request. The project is expected to be completed in early 2026.

As development continues to occur in the northern, western and southern portions of the City SOI and as City boundaries are extended, new stations or substations will be developed in the vicinity of new development to assure adequate patrol coverage and call response times. All stations must be adequately staffed by ECPD personnel. Prior to the construction of new stations or substations, the ECPD must hire new officers and staff to demonstrate adequate staffing.

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Mitigation
• Continue the periodic review of number of calls and response times to determine the adequacy of existing service and any need for improvement or additional resources. • In conformance with General Plan Public Facilities Policy 4.1, continue the periodic review of personnel, vehicles and equipment, and facilities to determine the adequacy of existing service and any need for additional resources.
• Design and implement a year-long workload monitoring program to determine the adequacy of the existing staffing standard of 1.75 sworn officers per 1,000 residents and to have a minimum of five police personnel on duty, including four responding officers and one supervising sergeant at any given period throughout the day and night. • Pursue additional finances to fund additional personnel, equipment, and vehicles for the ECPD.
• Obtain additional sworn personnel, non-sworn personnel, and vehicles to meet the existing and future deficit of officers identified according to the workload monitoring program. • Continue to promote the volunteer officer program to aid in meeting staffing needs. • When the ECPD is able to acquire additional personnel, the traffic enforcement unit will be instated. Implementing the traffic unit would require the ECPD to acquire additional vehicles.
• Identify land in the northern portion of the City SOI for an additional station or substation to accommodate anticipated development. Adequate staffing must be available in order to open such a station.
• Identify land in the southern portion of the City SOI for an additional station or substation to accommodate anticipated development. Adequate staffing must be available in order to open such a station.
• Review existing development impact fees for ECPD 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.

Funding
• General Fund
• User Fees

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• Development Impact Fees
• Grants

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Library Facilities
The City owns and operates the El Centro Public Library system. This system includes one main library and one satellite facility that is open to the public and used by a broad spectrum of community members. The Main Branch of the public library held its grand opening in November of 2022 and comprised a 19,811 sf building area. The new library features a 1,000 sf lobby that can be entered from both the front road and the parking lot, facilitating access for both patron vehicles and public transportation. On opposite sides of the building are two (2) outdoor, shaded courtyards: a 500 sf reading patio with access from the adult area and homework center, and a 1,600 sf patio that serves as overflow space from the community rooms. In analyzing future library resource needs, expansion of physical space is less urgent relative to other priorities. Since existing infrastructure falls within adequacy guidelines for projected population growth through 2035, focusing on growing library personnel, inventory of library volumes and access to public computersshould take precedence as more cost-feasible, impactful upgrades manageable in stages.

Mitigation
• Continue to periodically review the facilities and personnel of the El Centro Public Library system through the preparation of annual reports. Such review will identify staffing and budgetary concerns as City growth continues to increase the demand on library facilities and staff. Such review should also involve research and coordination with organizations such as the American Library Association, who have numerous resources and guidelines on the library facility, staff, library volumes, and technology. • Continue to utilize General Fund revenue as the primary source of financing for the El Centro Public Library System. Review the allocation of General Fund finances per State recommendation that local libraries receive five percent of local general fund resources. • Continue to apply for all possible library funding opportunities from the State. Re-apply for certification in the State Public Library Fund program when funds are allocated. • Review existing development impact fees for library services, identify necessary improvement to the current fee structure, and implement revised fee structure. • Continue to accept donations of money and supplies as a means of augmenting library services while conserving allocated finances.

Funding
• General Fund
• Development Impact Fees
• User Fees
• Measure P Revenue
• Donations
• Grants

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Park and Recreation Facilities
The Community Services Department (CSD) is responsible for overseeing parks and recreation facilities and services. Parks within the jurisdiction of the City are used by the public for various recreational activities. Parks include amenities such as athletic fields, hard court playgrounds, open space areas, picnic areas, swimming facilities, gymnasia, and skateboard facilities.

The City is currently operating with a surplus of parkland per its current parkland performance standard. To continue meeting parkland demand and to accommodate the anticipated population increase, the City will continue to require that new development include the provision of additional public parks and recreational facilities. Any future expansion and construction of additional park facilities will be completed in phases as funding is made available.

The City has made progress in advancing parkland and recreation facilities through recent initiatives, including the construction of the El Centro Aquatic Center and First Responders Park.

Mitigation
• 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. • 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.

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Funding
• Developer contribution of parkland and construction of parks • General Fund
• User Fees
• Development Impact Fees
• Measure P Revenue
• Community Development Block Grant (CDBG) Funds
• Donations
• Grants
• Bonds
• Legacy Ranch, Buena Vista and Town Center Landscape and Lighting Maintenance Districts (LLMDs)
Transportation Facilities
The City is responsible for the development and maintenance of a system of public roadways and bicycle routes within its jurisdiction. The City’s transportation system also links to various State and County facilities that traverse the city. The 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, which was updated in 2021, that discloses the City’s goals, policies, and performance criteria for a balanced, multimodal transportation system presenting design standards for City streets and a Planned Roadway Network, which shows the anticipated development of the system as growth occurs in the city.

The existing circulation system is generally adequate to accommodate the current needs of the city.

Paved roadways properly link existing residential, commercial, and industrial development. 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. Additional expansion projects will be considered on a case-by-case basis as demand dictates.

Mitigation
• 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.

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• 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 future roadway capital improvements listed in the 2040 General Plan Mobility Element.

Funding
• General Fund
• Development Impact Fees
• Local Transportation Authority (Imperial County Transportation Commission) • State Transportation Improvement Program
• State Gas Tax
• Legacy Ranch, Buena Vista and Town Center LLMDs
• Legacy Ranch CFD
• Transportation Development Act – Article 3 Fund
Wastewater Facilities
The City owns, operates, and maintains a system of approximately 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 existing wastewater service facilities are adequate to meet existing demands within the service area. The Wastewater Treatment Plant (WWTP) and delivery system will meet demand of growth for the next ten years.

Growth within the City will require repairs and improvements to the wastewater facilities throughout the City, including the extension of existing lines, construction of new loop lines, and construction or relocation of lift stations. $15 million in energy efficiency improvements have been completed at the City’s WWTP since the 2016 SAP. Planned improvements to expand the WWTP and delivery system will be considered for the anticipated 2024 update of the Sewer Master Plan.

Mitigation
• 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.

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• 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.

Funding
• Wastewater Capacity Fee Fund
• Wastewater Enterprise Fund
• Wastewater Stabilization Fund
• Legacy Ranch, Buena Vista and Town Center LLMDs
• Legacy Ranch CFD
Water Facilities
The City owns, operates, and maintains a system for the treatment, storage, and distribution of potable water resources that serves residences, businesses, and public facilities within the City and the City’s SOI. The City purchases all of its untreated water from the Imperial Irrigation District (IID), which is conveyed to City facilities from the Colorado River via the district’s canal system.

City facilities are developed and maintained by the Department of Public Works.

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. The system has never faced serious capacity concerns but will continue to require periodic improvements to accommodate growth in the City and the City’s SOI. The 2020 Urban Water Management Plan (UWMP) provided a comparison between the supply and demand for projected years between 2025 and 2045. According to the report, the Imperial Irrigation District (IID) will be able to meet El Centro’s demands in all projected years through 2045.

Mitigation
• 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.

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Funding
• Water Enterprise Fund
• Water Capacity Fee Fund
• Water Stabilization Fund
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 Meadows Union School District (MUSD), the McCabe Union Elementary School District (MUESD), and the Central Union High School District (CUHSD).

The adequacy of existing facilities is determined by comparing school year student enrollment with student teaching station (classroom) capacity. Per this analysis, several schools are overcapacity. To accommodate future population growth and increases in student enrollment, each school district prepares a school facility needs assessment/facility fee justification report. This report evaluates the number of potential new students generated from approved residential units from the City of El Centro within their respective district boundaries to determine the future demand for facilities. The phasing of new schools will be directly linked to the approval of new development and the issuance of building permits.

Mitigation
• 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.

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Funding
• General Obligation Bonds from property taxes
• State funding
• Development Impact Fees

1.3 FINANCING SUMMARY
Existing Revenue Sources
• Sales Tax
• Property Tax
• Motor Vehicle In-Lieu Fee
• Transient Occupancy Tax
• Development Impact Fees
• User Fees
• Gasoline Tax
• Local Bonds
• State Circulation/Roadway Funding Sources
• Community Development Block Grants
• Landscape and Lighting Maintenance Districts / Community Facilities Districts Future Revenue Sources
• Updated User Fees
• Updated Development Impact Fees
• Measure P
• State and Federal Funding
Existing Financing Mechanisms
• General Fund
• Capacity Fee Funds
• Enterprise Funds

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• Developer/Builder Contributions
• Special Assessment Districts
• Community Facilities Districts
• Measure P Revenue
• Lease Revenue Bonds
• Local/State/Federal Grants
Future Financing Mechanisms
• Special Assessment Districts
• Community Facilities Districts
• Enhanced Infrastructure Financing Districts
• SB 614
• Disadvantaged, Unincorporated Community (DUC) Designation

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El Centro Service Area Plan Section 2 – Introduction
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SECTION 2 – INTRODUCTION

2.1 Background on the City of El Centro
The City of El Centro (City) is located in the south-central portion of the County of Imperial (County), State of California (State). The City is located along Interstate Route 8 (I-8) between San Diego, California and Yuma, Arizona, and is situated approximately 10 miles north of the United States-Mexico border. State Route 86 (SR-86) traverses the City in a north-south direction.

Rail lines of the Southern Pacific Railroad traverse the city in a northwest-southeast direction.

The City is home to approximately 44,000 residents and serves as the center of commercial, general government, recreational, and cultural activities for much of the surrounding Imperial Valley region. Land within City boundaries comprises approximately 12 square miles. The City’s SOI contains land outside the existing boundaries of the City that is currently in the jurisdiction of the County but is planned for incorporation into the City boundaries in the future. The City and the City’s SOI encompass approximately 26 square miles, or about 16,500 acres of land.

The existing General Plan provides a structure for development and planning within the City and the City’s SOI. To guide planning within the area, the Land Use Element includes six major land use groupings: Residential, Commercial, Industrial, Mixed Use, Community Facilities, and Overlay. While the General Plan does not contain a specific agricultural land use designation, the City shares in the rich agricultural heritage of the surrounding region, and much of the land within the City’s SOI is still used for various agricultural purposes. The maintenance of agricultural uses is allowed within the General Plan’s Rural Residential land use designation. The General Plan does not foresee the permanent retention of large-scale agricultural operations within City limits, but the City generally maintains a policy of allowing small agricultural operations on certain land as it is transitioned from agricultural uses to other urban uses.

The City provides many public facilities and services to residents and businesses within its boundaries. The General Plan Public Facilities Element outlines the existing systems and future plans for the public provision of facilities and services such as parks, schools, libraries, fire protection, law enforcement, water and wastewater, and general government facilities. The General Plan Mobility Element discusses the system of public roadways maintained by the City and outlines future plans for the system’s expansion and improvement.

2.2 Purpose of the Service Area Plan
This SAP has been prepared for the City in accordance with the Cortese-Knox-Hertzberg Local Government Reorganization Act of 2000, which requires that a plan identifying the existing and projected demand for public facilities and services be prepared by all incorporated cities and special districts within the State. The 2000 legislation is implemented by Imperial County Local Agency Formation Commission (LAFCo), whose policy states that a city within the jurisdiction of Imperial County LAFCo must prepare an SAP in order for any formal annexation of land into the city’s boundaries take place.

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2.3 Organization and Use of the Service Area Plan
This SAP outlines the City’s existing public services and facilities, estimates the current and future anticipated demand for such facilities and services, and describes how necessary facilities and services will or may be developed and extended to meet demands. The SAP is intended to demonstrate the City’s intent and ability to provide adequate services to the SOI boundaries at the time of annexation.

An approximately 10-year planning horizon is used to forecast growth, and the estimated demands and provision to meet demands are based on population projections in five-year increments until 2035. The population projections used in this document was provided by the Southern California Association of Governments (SCAG). Projected population growth was placed into the structure and policies of the land use plan presented in the General Plan.

The document is organized into the following six chapters that satisfy the requirements set forth in the LAFCo guidelines:

Chapter 1.0 EXECUTIVE SUMMARY: Provides a brief summary of the SAP, highlighting key information regarding demand and financing.

Chapter 2.0 INTRODUCTION: Outlines the purpose and intent of the SAP and presents its layout to help the reader use the document. This chapter also provides background information on the City and of the planning documents that enabled the preparation of the SAP.

Chapter 3.0 GROWTH PROJECTIONS: Provides general information about projected population, current and future land use trends in the City and the City’s SOI, and the implications of these trends for the development of City services and facilities.

Chapter 4.0 FACILITIES AND SERVICES: Details the current and planned facilities and services, their current and projected adequacy, measures to ensure adequacy, and how such measures will be achieved and financed. An analysis of the following facilities and services are provided:
• Administration
• Drainage
• Fire
• Law Enforcement
• Library
• Parks and Recreation
• Circulation
• Wastewater
• Water

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Analysis for each public service and facilities area in the SAP is based on the standards developed by LAFCo. Each subchapter of Chapter 4 contains the following four sections:
• Performance Standard: A description of any standards or goals that have been adopted by the City to the review of the adequacy of service within the existing and future timeframes.
• Facility Planning and Adequacy Analysis: An inventory of the existing facilities, the adequacy of the facilities when compared to existing demands, the anticipated demand for facilities pursuant to growth of the City, and the phasing of the demand for facilities. • Financing: An explanation and identification of how services and facilities are currently being funded, including a per capita cost where available and applicable, and how future services and facilities may be funded.
• Mitigation: A series of recommendations to ensure that adequate facilities will be provided and proper levels of service will be maintained.

Figures are often provided within the various sections of Chapter 4 that show City maps and the relationship of existing and planned facilities to anticipated growth within City boundaries and the SOI. Figures for each service and facilities area are presented at the end of each section.

Chapter 5.0 FINANCING: Identifies all of the potential funding mechanisms for public services and facilities provision that are available to the City. This section presents potential funding sources and then identifies how each service or facility sector is currently funded and appropriate future funding opportunities, as well as cost saving opportunities.

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El Centro Service Area Plan Section 3 - Growth and Phasing Projections December 2024 Page 21
SECTION 3 – GROWTH AND PHASING PROJECTIONS

3.1 Existing Land Use
According to the 2020 U.S. Census, the City has a population of 44,322 residents and is the regional center for the greater Imperial Valley region, which has a population of approximately 179,702. As the regional center for the surrounding area and the seat of the County, the City provides general government services and many opportunities for shopping, dining, healthcare, recreational, and cultural activities. In addition to its residential, commercial, and general government uses, the City includes various agricultural and industrial operations.

The City’s incorporated area and Sphere of Influence (SOI) boundaries are shown in Figure 3-1.

In all, the total area consists of approximately 16,500 acres of land bound on the north by the Central Drain/Treshill Road, the south by West McCabe Road, the east by State Route 111, and the west by Austin Road. The City of Imperial is located directly north of the City’s northern SOI boundary. The unincorporated township of Heber is located directly south of the City’s southern SOI boundary.

Existing land use in the City is governed by the provisions of the City of El Centro Zoning Ordinance and is guided by the goals and policies presented in the General Plan. The Land Use Element of El Centro's General Plan was updated in June 2021 to reflect current demographic, economic, and environmental considerations, ensuring that the city's growth and development strategies are in line with contemporary needs and goals. By implementing the language of the General Plan Land Use Element, the City dictates what type of land uses are allowed throughout specific areas within its boundaries.

The General Plan Land Use Element lists the following land use designations: Rural Residential, Low Density Residential, Medium Density Residential, High Medium Density Residential, General Commercial, Neighborhood Commercial, Office Commercial, Heavy Commercial, Tourist Commercial, Downtown Commercial, Mixed Use, General Industrial, Light Industrial, Civic, and Public. Land use designations within the City and SOI boundaries are shown in Figure 3-2. In addition to the land use designations, the Land Use Element includes a series of overlays including: Single Family Neighborhood Overlay, El Centro Regional Medical Center (ECRMC) Overlay, Medical Office Overlay, and Mixed Use 2 Overlay. Certain areas are also overlaid as Special Planning Area – Master Planned Mixed Use, where development standards are guided by a Specific Plan if/when property is annexed into the City.

Much of the land surrounding the City is involved in agricultural uses, as farming has historically been a principal component of the region’s economy. The General Plan does not contain an exclusive agricultural land use designation, but agricultural uses are allowed within the Rural Residential designation. It is generally the City’s policy to allow continuation of existing agricultural activity on land while planning for the development of this land for other uses.

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3.2 Planned Land Use
Planning and development within the City and its SOI boundaries is guided by the goals and policies of the General Plan Land Use Element. Through the implementation of this element and the application of the land use designations detailed above, the City is able to foresee where and to what extent growth would occur within its boundaries and the SOI boundaries. Generally speaking, the City’s land use policy encourages infill development within the boundaries of existing developed areas instead of new development of agricultural lands or vacant lands. These residential policies intend to enhance access to existing facilities, increase utilization of public services and encourage walkability. Additional development in the outlying areas is not, however, precluded by any City policy and development often occurs as such. Overall, the objective for planned land uses is to accommodate anticipated population projections for the planning period while providing the community with a variety of housing opportunities at a range of densities, housing types, and affordability levels.

There are several areas outside of the City boundaries and within the jurisdiction of the County that are planned for future development and annexation into the City. It is assumed that all of the land within the City’s SOI will one day be annexed into the City proper. Some of the areas planned for annexation have already been developed for residential, industrial, or public uses, but remain unincorporated land within the County jurisdiction. The existing levels of public service and facilities provided in the potential annexation areas are identified by their categorization into one of the three growth level tiers of the Urban Development Program (UDP), which is described below. The General Plan does not provide a specific schedule for annexation of land into the City.

3.2.1 Urban Development Program
El Centro adopted an Urban Development Plan (UDP) to facilitate residential, industrial, and business growth in those areas where public services are available and to provide a variety of growth locations so that an adequate supply of developable land will maintain reasonable housing costs and promote economic development. The UDP is designed to create a community that is compact, pedestrian- and transit-oriented, that avoids the premature removal of land from agricultural production, and that enables the City to meet the public service and infrastructure needs of the existing and future residents.

The UDP divides the City and the SOI into three tiers of growth areas and delineates availability of land for growth, identifies the areas that will require more extensive planning, and ensures the provision of adequate public services and facilities, as described below. The three growth levels are not necessarily meant to provide a sequence of development, but to delineate areas where different levels of planning efforts would be necessary due to the greater or lesser extent of existing services and facilities.

The UDP includes a requirement that a Community Facilities Study be prepared for certain projects under review within the development areas. Community Facilities Studies, prepared at the expense of the project applicant, address existing conditions, anticipated needs, and financing plans for city sewer, water, drainage/flood control, and Circulation Element roadways affected by the prospective development.

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A Community Facilities Study is not required when: 1) an Environmental Impact Report or Mitigated Negative Declaration prepared for the project discusses the existing conditions and impacts to the relevant public services and utilities; 2) the project is a subdivision of five or fewer lots or a commercial or industrial development of five acres or less and the owner/subdivider does not own or control other contiguous property within the same Development Tier Subarea; and 3) the Initial Study prepared for the project does not conclude that the project may have a significant impact of public services and facilities or the project does not require sewer or water facilities.

Reimbursement agreements, improvement districts, and other public finance strategies may be used to cost-effectively provide needed public infrastructure, as deemed necessary by the City Council.

As identified in the General Plan Land Use Element, the three tiers of the UDP are as follows:

Development Tier I – Current Urban Service Area includes land within and adjacent to the present City Limits. In most cases, new development within this area can be served by gravity sewer lines to existing trunk sewers. Generally, existing water lines and reservoirs are also adequate to serve new development; however, easements and financial contributions to improve the ultimate wastewater and water systems may be required by developments within this tier.

Existing facilities for fire, police, schools, parks, library, medical, roads, and other City services are also in proximity to these areas, though service capacities are likely to be limited and improvements to existing facilities and/or new facilities may be needed to adequately accommodate new development. Subdivisions of land and commercial or industrial development within this area would usually follow existing standard procedures for zoning, subdivision, and environmental review, and, due to the general availability of services and facilities, would usually not require the preparation of a Community Facilities Study.

Development Tier II – Planned Urban Service Area includes land both within and adjacent to the City limits, but differs from Development Tier I in that public infrastructure to serve new development is more limited. Essential required improvements may include wastewater and water pump stations, water storage reservoirs, and sewer trunk lines or force mains. New schools, parks, roadway improvements, and fire stations may also be required to adequately serve development within Tier II areas. As with Tier I areas, additional service capacity for police, library, medical, and other City services may also be needed to accommodate new development. Preparation of a Community Facilities Study would be required for most development projects within Tier II areas unless otherwise exempted as described in the Community Facilities Study Requirements and Exemptions.

Development Tier III – Future Urban Service Area encompasses unincorporated lands that are generally not planned for development within at least the next ten years. However, identification of a parcel as Tier III does not necessarily preclude development within this timeframe. Rather, the Tier III label indicates that services and facilities are usually not available in the area and that subdivision of land and subsequent commercial or industrial development within this area would require that a Community Facilities Study be prepared, unless otherwise exempted.

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Development Tier Subarea establishes development projects proposed in the Development Tier III area to allow for the planning for water and sewer services through the preparation of a Community Facilities Study. This is not required for development in the Development Tiers I and II since the City’s Water and Sewer Master Plans delineate water and sewer improvements needed to serve those areas. The Water and Sewer Master Plans shall be used to evaluate the project’s water and sewer needs and the impact of those needs on the City’s water and sewer systems. The project drainage and flood control facilities shall be evaluated using whatever master plans are available from the City or other agency having jurisdiction over such matters. The project needs and impacts related to local and regional roadways are evaluated using the Mobility Element.

The three development tiers and their geographical association with the City and SOI boundaries are shown on Figure 3-3. There is some overlap between the City boundaries and the development tiers, as portions of the existing City proper are indicated as Tier I and Tier II areas. The area within the City limits that is considered developed and not within any of the development tiers is shown on Figure 3-3 with underlying aerial imagery.

3.2.2 Approved, Planned, and Proposed Development
While the General Plan identifies the general areas of the UDP that are planned for development as the City grows, there are several specific projects that either are under construction, have been approved by the City, are currently in the planning stages for implementation within the 2035 horizon, or which the City expects to be developed in the future. These future projects present an anticipated demand on some or all of the City’s services. The projects are listed below and are located within the City’s current boundaries.

Residential
Parkside Residential is a proposed 114-single family residential development located along the east side of 8th Street approximately 625 feet south of Horne Road. This site is outside of the City’s incorporated boundaries, and an annexation would accompany development of the project.

Willowbend is a proposed 134-single family residential development located along the west side of 4th Street approximately 630 feet south of Horne Road. This site is outside of the City’s incorporated boundaries, and an annexation would accompany development of the project. 6th Street and Spear Avenue Apartments is a multi-family apartment project that is located at the north-east corner of 6th Street and Spear Avenue. The project entails the construction of 288 affordable housing units.

La Brucherie Apartments is a proposed 177-unit multi-family apartment project that is located at the southeast corner of La Brucherie Avenue and West Main Street.

Town Center Village Phase IV Apartments is a multi-family project located at the northwest corner of North 8th Street and Bradshaw Avenue. The project at full completion will develop 180 total units. Currently there are 24 units constructed and 48 units that will begin construction.

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Lotus Ranch is a proposed 213-acre project that consists of 609 single-family units, a 10.8-acre park, and offsite improvements on La Brucherie Avenue south of Interstate 8. This project was annexed into the City of El Centro and began construction shortly thereafter in early 2018. There are currently 22 units constructed and 22 pending construction.

Mixed Use
Town Center Single Family and Industrial Park is a 102 single family unit subdivision and

17.3 acre industrial park project located at the north west corner of North 8th Street and Cruickshank Drive.

Commercial
Imperial Valley Commons consists of approximately 780,000 square feet of commercial/retail space located in the southeastern portion of the City south of the I-8 on Danenberg Drive and Dogwood Avenue.

City Projects
Police Station is located at 150 North 11th Street will be upgraded to a brand-new state of the art facility that at full completion will include two buildings that will be a combined 44,477 square feet. This will include a 32,671 square foot- 2 story building that will include a lobby, community meeting space, offices for administration, investigators, records and also patrol related functions such as report writing areas, lockers, and a fitness area. The remaining 11,806 square feet will house property and evidence, K-9 officer facilities, fingerprint laboratory, and other police support and storage function. As of February 2024, the construction has commenced and is expected to be completed in fiscal year 2025-2026.

South Imperial Avenue Extension Phases I and II will continue the connection from Interstate 8 to Danenberg Drive. The project is currently under construction which is expected to conclude in early 2024. The project will improve the quality of life of the Citizens of El Centro by providing the southern portion of the City additional access to housing, shopping centers, medical and governmental facilities.

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3.3 Projected Population Increase
In 2020, the Southern California Association of Governments (SCAG) adopted the “Connect SoCAL Technical Report: Demographics and Growth Forecast." The document provides detailed information and projections about population trends, demographics, and growth patterns in the Southern California region. In this report, SCAG forecasted that the City of El Centro population would increase to 58,800 residents in 2045. In September 2021, the U.S. Census Bureau reported that the population of El Centro in the 2020 Census was 44,322.

The population difference between 2020 and 2045 is 14,478. The year-to-year average growth rate was calculated by dividing the population difference by the number of years between 2020 and 2045, which is 25 years. With the calculated year-to-year average growth rate, population projections were generated for incremental years between 2020 and 2045. The results from using this methodology produced the population projections shown in Table 3-1.

Table 3-1 Projected Population Increase
Year Population
2020 44,322
2025 47,769
2030 50,513
2035 52,009
2040 56,104
2045 58,800
Source: SCAG
These estimates assume a constant year-to-year average growth rate, and actual population changes may vary due to various factors not accounted for in this calculation. An approximate 10-year time horizon was used for the purposes of this SAP, and the population projection for the year 2035, 52,009 residents, was utilized to evaluate future demand on public facilities and services.

State law specifies that the City must assess housing needs by reviewing the current housing market and identifying programs that will meet housing needs as part of the required Housing Element of the General Plan. Included in this evaluation is the City’s “Regional Housing Needs Allocation” (RHNA) which provides an estimate of the number of housing units that should be provided in the City to meet its share of new households in the region. The RHNA cycle period for compliance began on June 30, 2021 and extends through October 15, 2029 (before the 10-year time horizon for this SAP ends in 2035).

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SCAG is responsible for allocating the RHNA to individual jurisdictions based on the following State Department of Housing & Community Development (HCD) household income categories and County Area Median Income (AMI):
• Extremely Low Income – up to 30 percent of AMI
• Very Low Income – 31 to 50 percent of AMI
• Low Income – 51 to 80 percent of AMI
• Moderate Income – 81 to 120 percent of AMI
• Above Moderate Income – greater than 120 percent of AMI It should be noted that the current RHNA cycle utilized the most recent AMI, which was $47,622 in 2019. Therefore, SCAG assigned a RHNA of 3,442 units, in the following income distribution:
• Extremely Low Income: 500 units
• Very Low Income: 501 units
• Low Income: 490 units
• Moderate Income: 462 units
• Above Moderate Income: 1,489 units

3.4 2040 Buildout Projections
In June 2021, the City of El Centro completed the Land Use Element (LUE) of the El Centro General Plan Update 2040. This document provides a strategic framework for where and how growth will occur in the future. The Land Use Element is integrated with various city plans and programs such as the Service Area Plan, Parks and Recreation Master Plan, and Water Master Plan. These documents provide essential guidance and data for estimating the current and future demand for public facilities and services, allowing for comprehensive planning.

The Land Use Element 2040 Build-Out Projections, outlined in Table 3-2, estimate the potential future development of the city, including the number of housing units, population, and nonresidential development square footage. While total build-out at maximum capacity is not expected during the planning period for this Service Area Plan, these projections provide a basis for understanding the city's potential growth trajectory.

According to the U.S. Census Bureau’s 2021 American Community Survey 5-Year Estimates, the average household occupancy in the city of El Centro is 3.72 persons per household. Using the number of dwelling units for each land use designation outlined in the table below, projected population numbers for 2040 were calculated using the average household occupancy metric.

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Table 3-2 2040 Buildout Projections
Land Use Designations
Number of
Dwelling Units1
Non-Residential
Square Feet
(thousands)2
Population3
City SOI City SOI City SOI
Residential 18,152 29,318 --- --- 60,773 98,157
Commercial --- --- 10,454 570 --- ---
Industrial --- --- 11,103 8,346 --- ---
Mixed Use --- --- --- --- --- ---
Community Facilities --- --- 11,944 1,264 --- ---
Overlays 602 --- 396 --- 2,015 ---
Opportunity Areas 2,016 1,739 10,541 742 6,750 5,822
TOTAL 20,770 31,057 44,438 10,922 69,538 103,979
Notes: City = City of El Centro; SOI = Sphere of Influence 1 The number of dwelling units is based on average density at build-out, not maximum allowable density. 2 Shown in thousands of square feet. The non-residential development square footage is based on average intensity (average FAR) at build-out, not maximum allowable intensity. 3 Per buildout assumptions and average household size for El Centro. A 10% vacancy rate is assumed.

While this SAP utilizes an approximate 10-year planning horizon for the year 2035, 2040 Buildout Projections provided by the El Centro General Plan Update 2040 contributes valuable insights toward understanding how development potential can influence future population growth.

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SECTION 4 – PUBLIC FACILITIES AND SERVICES
The following chapter provides a detailed account of the various public services and facilities that are developed, maintained, and operated by the City. This section covers facilities and services for City administration, drainage, fire, law enforcement, library, parks and recreation, transportation and roadways, wastewater treatment and sewer, water and schools. For each of these facilities, an inventory of existing facilities is given and performance standards are identified (where applicable) to gauge the effectiveness and adequacy of the existing facilities. Demands for future facilities are discussed relative to projected growth outlined in Chapter 3. Where applicable, plans for future facilities are discussed. Discussion is presented regarding the current funding methods for each facilities area and the prospective sources of funding that could be used in the future. Finally, mitigation measures are presented that would aid the City in ensuring future adequacy and efficiency.

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El Centro Service Area Plan Section 4.1 – General Government Facilities December 2024 Page 37

4.1 General Government Facilities
The City owns and operates buildings that house general government services. These general government facilities are located in several centrally located buildings collectively known as City Hall, located at 1275 Main Street. There are currently three buildings in City Hall. The southeastern building houses the City Manager’s Office, City Attorney’s Office, and Human Resources. The northeastern building houses the Finance Department, City Clerk’s Office, Engineering Division of Public Works and the Community Development Department. The northwestern building consists of the Council Chambers. The City is divided into the following Departments: City Manager’s Office, City Attorney’s Office, Human Resources, City Clerk’s Office, Finance, Community Development, Community Services, and Public Works. Additional government offices and buildings that provide specialized functions are located at various locations throughout the City. Several state and federal government offices are located in El Centro, including the Bureau of Land Management, Federal Bureau of Investigation, U.S. Border Patrol, Social Security Administration, Employment Development Department, and the Department of Agriculture.

A brief description of each Department follows:

City Manager’s Office: The City Manager’s Office oversees the entire organization, with policy direction from City Council. The City Manager’s Office is also responsible for the preparation of the City’s periodic newsletter, social media accounts and the City’s website.

City Attorney’s Office: The City Attorney’s Office and its staff provide legal services to the City Council and all City departments. The Office provides a wide assortment of services to the City, such as representing the City in litigation, preparing ordinance and resolutions, reviewing and preparing contracts, advising the City on all legal affairs, and other legal matters as necessary.

Human Resources: The office of Human Resources is responsible for services which include staff recruitment; classification and compensation; benefit and retirement administration; employee relations; training and organizational development; employee assistance; employee recognition programs and policy and procedure development and interpretation.

City Clerk’s Office: The City Clerk’s office and its staff are under the direction of the City Council. The Office is generally charged with fulfilling public records requests, preparing agendas and minutes for the City Council, Successor Agency, and the Finance Authority.

Finance: The Finance Department manages the financial affairs of the City and Successor Agency to the Redevelopment Agency. Responsibilities include providing financial information to the City Manager and City Council regarding the fiscal affairs of the City, preparing the annual budget and Comprehensive Annual Financial Report, administering the payroll, accounts payable and accounts receivable programs, cashiering, business license administration, purchasing and utility billing.

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Community Development: The Community Development Department is responsible for coordinating long range planning and regulating private development in the City, which includes planning, zoning, code enforcement, and building inspections. The Department also issues building permits. This Department also coordinates the activities of the City’s Planning Commission. The Commission meets once monthly to review development projects and makes recommendations to the City Council.

Community Services: The Community Services Department (CSD) offers a wide variety of community services and oversees an array of City-owned facilities. The Community Services Department contains the following Divisions and facilities: Economic Development, Public Library, Parks and Recreation, Adult Center, Community Center, and Youth Center. The Economic Development Division is responsible for the City’s economic development and housing activities. The Public Library Division is tasked with managing the City’s public library and public library activities. The Parks and Recreation Division manages the City’s public parks and landscaping within City-owned right of ways. The Community Services Department is located at 1249 West Main Street, neighboring City Hall on the east side.

Public Works: The Department of Public Works is the largest department in the City. It is organized into six Divisions that provide a wide range of services needed by residents and businesses: Engineering, Street & Utility Maintenance, Environmental Compliance, Facility Maintenance, Water Treatment Plant, and the Wastewater Treatment Plant. The Engineering Division is tasked with overseeing private development and maintaining public infrastructure by providing professional engineering and inspection services . Street & Utility Maintenance is responsible for all local City streets as well as the storm sewer collection system, water distribution and sewage collection system. The Environmental Compliance Division oversees compliance with applicable State regulations and City ordinances related to Trash and Recycling, Stormwater, Sewer Pretreatment and Water Conservation. Facility Maintenance is a support division for all other departments in the City and has the responsibility of keeping the City’s buildings operating effectively and economically. The Water Treatment Division ensures that the local public water supply system continues to deliver safe and plentiful supply of drinking water to the public. The Wastewater Treatment Division ensures that wastewater is treated effectively and ensures compliance with state and federal water treatment requirements.

I. Performance Standard
The Local Agency Formation Commission (LAFCo) requires that the general government facilities section of the SAP include a performance standard that measures demand generated for square feet of facility. The performance standard is a range of 500 to 600 square feet of general government facility space per 1,000 residents. In interviews with City general government staff as part of the SAP process, it was determined that the current space is adequate to serve the staff and population. In November 2014, the City completed a $1.2 million dollar renovation of the City Council Chambers that included upgrades to meet Americans with Disabilities Act (ADA)

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requirements, new ventilation, enhanced lighting, and technology upgrades. The renovation allowed the City to improve existing general government facilities without having to add additional space. The performance standard range allows the City the flexibility to accommodate future growth and provide adequate service through a variety of enhancements without having to necessarily add additional space. In addition to the amount of square footage, the performance standard for providing personnel is a range of 0.75 to 1.0 full-time equivalent staff members per 1,000 residents. This standard is based on the current ratio of general government personnel employed at the City of El Centro to the current population.

II. Facility Planning and Adequacy Analysis
Inventory of Existing and Approved Facilities
The City’s general government facilities are located within what is known as the Civic Center zone; encompassing several blocks with a central location along Main Street, State Street and Broadway between Imperial Avenue and 8th Street. Along with City Hall and the Economic Development Building, the Civic Center zone also includes the El Centro Police Department (ECPD), whose facilities are discussed in Section 4.4 of this SAP. Several County buildings, including the Courthouse and general government facilities, as well as the El Centro Customer Service Center and the Bill Conduit Auditorium of the Imperial Irrigation District are also located in Civic Center, although these structures are not operated by the City. The following list provides an inventory of the square footage of the City general government facilities.

Table 4.1-1 General Government Facilities
Facility Size (Square Feet)
City Hall Building A (City Manager and
Human Resources) 4,800
City Hall Building B (City Clerk,
Community Development, and Finance) 10,700
City Hall Building C (City Council
Chambers) 2,500
Facility Maintenance Building 4,700
Economic Development Building 4,100
Total 26,800
The square footage totals listed above include the remodeling of the City Council Chambers which was completed in November 2014.

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Figure 4-1 City of El Centro Organizational Chart

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Adequacy of Existing Facilities
The existing City general government facilities are in acceptable condition and spacious enough to accommodate the scope and scale of City general government services. With 26,800 sf of building area of general government facility space and a population of 44,322 residents, the City meets the performance standard of 500 - 600 sf of general government facility space per 1,000 residents, currently providing 605 sf of general governmental space per 1,000 residents. The existing amount of office and meeting space is acceptable to accommodate current employees, customers, other users of the City’s general government facilities, and the future population.

Although the City was deeply affected by the recession that began in 2008, it did not layoff any City employees, thereby, continuing to provide adequate levels of service to the community.

According to City staff, 55 full-time equivalent general government employees work for the City, including the City Council, City Clerk’s office, City Manager’s office, Human Resources, City Attorney’s office, Information Technology, Engineering Division, Economic Development Department, Community Development Department, Finance and Facility Maintenance. With a population of 44,322 in 2020, the current staffing ratio is 1.24 employees per 1,000 residents, satisfying the performance standard range of 0.75 to 1.0 full-time equivalent employees per 1,000 residents.

Future Demand for Facilities
Increased development within the City boundaries and SOI will present increased demands on the City’s general government facilities as programs and personnel are added to serve the increase in population to 50,513 in 2030 and 52,009 in 2035. To meet the minimum performance standard for government facility square footage for the projected population of 52,009 residents by 2035, the City would need to provide approximately 26,000 sf government facility space. The existing administrative facilities encompassing 26,800 sf of space would accommodate this anticipated population. To meet the minimum performance standard for general government staff, the City would need to employ 39 full-time equivalent general government employees. Currently, with 34.5 government personnel, the City is on track to accommodate future growth by 2035, in terms of adequate staffing.

The existing general government facilities are centrally located in an area that is easily accessible to many City residents. Maintaining a centrally located City Hall within the Civic Center zone is an effective way to administer City programs and services and is in conformance with General Plan Public Services Policy 6.1. It is not likely that growth within the SOI will demand that additional facilities be constructed in new locations, as the current central location will remain accessible to new development throughout the SOI. Currently, the City exceeds the performance standard for general government facility space for the existing population, which is essential for preparing for future population growth in the City and SOI. Improvements in technology, amount of general government personnel, and other facility enhancements will be necessary to accommodate population growth in the future.

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When needed, future demands can be met by expanding existing structures. Should this not prove to be a feasible option, the City may consider purchasing additional land within the immediate vicinity of the City Hall, especially land within the adjacent Civic Center zone.

Opportunities for Shared Facilities
A publicly available conference room located in the City of El Centro Public Library is occasionally used for meetings when conference space is unavailable in City Hall buildings.

Phasing
The City does not currently have any plans for the construction or expansion of the general government facilities within the Civic Center. Any new or future expansion or construction of administrative facilities will be tied to population growth, available funds and budget considerations, strategic planning, and infrastructure and services requirements.

As the City grows, the expansion of general government facilities would likely occur within the existing City Hall building complex or the adjacent Civic Center zone. Maintaining a single, centrally located Civic Center will facilitate efficient operation of general government programs and services.

III. Mitigation
In order for the City to provide residents adequate general government services and to assure that future demands for services and facilities are properly identified and addressed, the City will implement the following measures:
• Comply with the performance standards for City general government facilities and government personnel.
• Periodically review the general government facilities, services and personnel of the City through the preparation of annual reports. Such review will identify staffing and budgetary concerns as City growth continues to increase the demand on facilities, services, and staff. • Continue to periodically review user fees charged for services of the Planning, Building and Engineering Divisions and implement annual fee adjustments proposed by the 2019 User Fee Study.
• Allocate Measure P funds strategically to finance necessary capital improvements toward maintaining City services and facilities, including police, fire protection, library, parks and recreation, senior programs, street maintenance and facility improvements.

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IV. Financing
Current Funding
The maintenance and operation of the City’s general government facilities and staffing for general government services is financed by the General Fund. The City charges user fees for performing various general government tasks, as well. The funds from these fees are deposited into the General Fund. The General Fund is further described in Section 5 of this SAP.

The City charges development impact fees for “other public facilities.” These fees may be partially used to fund large-scale development and improvement projects related to general government facilities. The City’s development impact fees program is described in Section 5 of this SAP.

In November of 2016, El Centro residents approved Measure P. This measure increased the sales tax rate by ½ of 1% effective April 1, 2017. The purpose of the tax was to address major capital needs, focusing on improving and replacing important facilities needed by the City’s residents and employees. The annual revenue from this tax is estimated to be approximately $5 million. Ballot language for Measure P indicated that funds would be allocated toward maintaining City services and facilities, including police, fire protection, library, parks and recreation, senior programs, street maintenance and facility improvements.

In March of 2019, the City of El Centro completed a User Fee Study to determine the full costs incurred by the City to support the various activities for which the City charges user fees and identify potential fee deficiencies. The total cost of each service included in this analysis was based on the full cost of providing City services, including direct salaries and benefits of City staff, direct departmental costs, and indirect costs from central service support. The proper identification of additional services (new or existing services) and creation of a consistent and comprehensive fee schedule was the primary objective of this study.

The fee schedule was adopted in 2019, updating 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 increase at the beginning of each fiscal year based on the Consumer Price Index (CPI) with a cap of 3%.

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 and general government staff. 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 collecting development impact fees.

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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.

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El Centro Service Area Plan Section 4.2 – Drainage Facilities December 2024 Page 46

4.2 Drainage Facilities
The City owns, operates, and maintains a system of drains that conveys storm water and urban runoff. The majority of the drainage system was constructed in “piecemeal” fashion. As areas in the City developed and streets were improved, the drainage system was extended or retrofitted to convey surface runoff from the development and streets. The system is managed by the wastewater division of the Department of Public Works, and the City does not maintain a separate budget for drainage maintenance or improvements.

I. Performance Standard
In April of 2009 the City drafted a Master Plan of Drainage (MPD) to establish drainage design criteria, identify the existing drainage deficient areas subject to localized flooding, and recommend drainage improvements that eliminate or reduce existing deficiencies to a level of insignificance.

The MPD also presents cost estimates and schedules for the design and construction of the recommended drainage improvements. Per the MPD, the performance standard for drainage facilities is intended to prevent flood conditions that would adversely affect residences, businesses, and facilities during a ten-year frequency storm event. The City’s Storm Water Ordinance details specific design standards for roadways and development, which include gutters and proper slopes from the centerline to the edge of the roadway to address drainage and prevent pooling.

The drainage system must conform to the specific standards set forth by National Pollutant Discharge Elimination System (NPDES) permit requirements, Municipal Separate Storm Sewer System (MS4) Storm Water Management Program (SWMP) requirements, Federal Emergency Management Agency (FEMA) requirements, and Imperial Irrigation District (IID) requirements.

The NPDES Phase II Final Rule prevents the release, or discharge, of pollutants to receiving water bodies. Administered by the State Water Resources Control Board (SWRCB) and the Regional Water Quality Control Board, Colorado River Basin (RWQCB), this rule mandates the regulation of stormwater discharges from small MS4s. SWRCB subsequently issued Order No. 2003‐0005‐ DWQ in 2003, establishing the previous Phase II Small MS4 General Permit, ensuring compliance with SWRCB performance standards for the City's drainage facilities.

Since the City was classified as a small MS4, the City updated its Jurisdictional Runoff Management Program (JRMP) in 2015 to meet SWMP requirements. The program identified new development and reporting requirements, as well as new stormwater quality design standards, establishing construction permit requirements fully enforceable via the City Code. The JRMP Post‐ Construction Storm Water Standards Manual identifies requirements to implement post‐ construction Best Management Practices (BMPs) applicable to certain development projects.

The City intends to update the Drainage Master Plan in 2024 using American Rescue Plan Act (ARPA) funds to identify recommended drainage improvements and reestablish design criteria to achieve the ten-year frequency flood event performance standard. The City also added the Environmental Compliance Division to monitor and implement State stormwater programs.

El Centro Service Area Plan Section 4.2
– Drainage Facilities
December 2024 Page 47

El Centro Service Area Plan Section 4.2 – Drainage Facilities December 2024 Page 48
II. Facility Planning and Adequacy Analysis
Inventory of Existing and Approved Facilities
In general, the City of El Centro drains in a north easterly direction and is tributary to the Salton Sea. According to the 2022 El Centro Annual Comprehensive Financial Report, the City owns and operates 36.9 miles of storm drains. Underground drainage facilities primarily exist in the downtown portion of the City. Some City-operated facilities drain into irrigation drains owned and operated by the Imperial Irrigation District (IID). Major improvements were last made to the drainage system in the 1980s. The inventory of drainage facilities are shown in Figure 4-2.

Contract Specification Special Provisions for all Capital Improvement Projects enforce compliance with NPDES requirements for all new developments and construction projects within the City.

Gutters are required in new streets within the City, with curbs required along the outside edges of the streets and a two percent slope required from the roadway’s center line to the curb. Gutters convey storm water and keep water from pooling in the roadway. The extensive drainage system begins at residence and businesses, flowing into streets, gutters, catch basins, curb inlets, pipes, channels, and rivers, eventually reaching the Salton Sea.

The City prepared a master plan for the drainage system in April of 2009 to provide comprehensive long-range plans for the implementation and performance of drainage facility improvements to align development with the City’s drainage requirements. Drainage issues are reviewed on a project-by-project basis. As a general policy, the City approves of the installation of detention basins on development projects following Detention Basin Design Criteria standards. Projects developed within the City often contain grass fields or vegetated areas into which developmentrelated flows drain and seep into the ground. Thus, drainage within the City is often self-contained within specific developments and may not flow into the larger, City-operated system.

Adequacy of Existing Facilities
According to the Master Plan of Drainage (MPD), several of the existing storm drains have inadequate capacity to convey the runoff produced by a ten-year design storm event. There are several causes for a deficient storm drain system: undersized catch basin inlets, undersized catch basin lateral, undersized mainlines and street slopes flatter than the desired minimum value. The 2016 Imperial County Emergency Operations Plan notes that, historically, the Gillett/Cannon Roads area receives the heaviest flooding. It is at a low elevation east of El Centro, south of East Evan Hewes Highway. Numerous residences and mobile homes are located in the inundation area.

Identification of high-priority flood areas in the City is critical for the implementation of necessary drainage improvements to avoid high-risk flooding events.

Ten high priority drainage projects were recommended to mitigate drainage deficiencies. Locations with chronic maintenance and confirmed flooded areas, flooded street areas of major arterials collectors and residential streets were identified to protect properties from a 10-year frequency storm. The entire storm drain system owned by the City was analyzed using the HYDRA routing software and using criteria on the following page to determine if a system component was deficient.

El Centro Service Area Plan Section 4.2 – Drainage Facilities December 2024 Page 49

1. Where a problem area has been identified by City maintenance crews.

2. Where a 10-year storm exceeded the full capacity of the existing mainline storm drain.

3. Where 10-year frequency storm exceeds the top of curb elevation.

Ten segments of drainage facilities located throughout the City were identified as inadequate and needing improvements to meet the ten-year storm event performance standard. According to the City, these select facility improvements were not performed since they were proposed by the 2016 SAP as mitigative measures to accommodate for future population growth within the Service Area.

Future Demand for Facilities
The MPD identified ten locations that require improvements at existing deficient drainage facilities. These improvements include extensions to the existing storm drains, installations of a parallel storm drain, and the replacement of existing undersized systems. These facilities will require improvements to accommodate increased demand as the City’s population grows. In addition, as the City continues to grow, additional impervious surface will be constructed over agricultural land or otherwise undeveloped land, disenabling storm water and urban runoff from seeping into the ground through its natural drainage mechanism. This will require consideration for additional drainage facilities to prevent flood conditions.

The City will allow the construction of drainage facilities in each development that contains the flows from the development. Since 2015, both private developments requiring municipal permits and public projects were required to follow BMP standards described in the Post-Construction Storm Water Standards Manual. Facilities would be constructed and funded by the developer to prevent the City from needing to construct further major improvements in most parts of the City boundaries and SOI boundaries.

With the increasing intensity and frequency of severe weather events, flooding remains a significant hazard for the City, particularly when it exceeds the capacity of existing drainage infrastructure. Severe weather events like Tropical Storm Hilary, which occurred in August 2023, can overwhelm the city's drainage system and impact the efficacy of stormwater conveyance.

Therefore, implementing capital improvements outlined in the Master Plan of Drainage (MPD) is crucial to mitigate these risks and enhance the city's resilience against future flood events.

In January 2021, Imperial County completed the Multi-Jurisdictional Hazard Mitigation Plan (MHMP) Update in partnership with local Planning Jurisdictions which included the County of Imperial, City of El Centro, City of Brawley, City of Calexico, City of Calipatria, City of El Centro, City of Holtville, City of Imperial, and the City of Westmorland. The purpose of the MHMP is to significantly reduce deaths, injuries, and other disaster losses caused by natural and human-caused hazards in Imperial County. The MHMP describes past and current hazard mitigation activities and outlines goals, strategies, and actions for reducing future disaster losses.

Drainage improvement projects are considered for funding through FEMA's Hazard Mitigation Grant Program (HMGP). This grant funding is available after a presidentially declared disaster.

El Centro Service Area Plan Section 4.2 – Drainage Facilities December 2024 Page 50
Following the declaration of Tropical Storm Hilary as a disaster in November 2023, Imperial County and its jurisdictions became eligible for HMGP funding. This program offers financial support to develop hazard mitigation plans and implement projects aimed at reducing the impact of future disasters on the community. To access HMGP funding, the City must develop and adopt a hazard mitigation plan. These plans are essential prerequisites for submitting hazard mitigation project applications to ensure eligibility for receiving funding for such initiatives. The City should determine if the existing MHMP prepared by the County qualifies the City to apply for funding and should work with the County to implement future hazard mitigation projects effectively.

Opportunities for Shared Facilities
The City requires retention basins be landscaped and include pedestrian pathways. Thus, retention basins may also serve recreational purposes. Lotus Park is an example of a retention basin that also includes soccer fields for use by the public. However, these retention basins are not officially included as City park space since their primary function is for drainage, and they become inaccessible during rainstorms. The developer is responsible for the costs associated with establishing a landscape and lighting maintenance district for the maintenance of the detention/retention basin and any other development amenities. Any necessary stormwater pumps shall be maintained by the Lighting and Landscape District.

Phasing
Phasing of storm drain improvements is outlined in the twenty-year storm drain Capital Improvement Program (CIP) from the MPD. The proposed CIP scheduled the design and construction of the top ten Priority 1 projects over a twenty-year period. The projects will be constructed in phases over time as necessary funds become available and will be based on development impacts.

As development continues within City boundaries and the SOI, close consideration will be given for storm water drainage issues to prevent water quality and flood conditions. Newly constructed roads associated with new development will be engineered to City standards to include gutters and adequate slope from the centerline to facilitate proper conveyance.

III. Mitigation
For the City to assure the adequate provision of storm water and urban runoff drainage within the City boundaries and within the SOI, the City will implement the following measures:
• Continue implementation of the 2009 City of El Centro MPD and perform the identified high-priority drainage improvement projects.
• Update the MPD to identify the latest necessary drainage improvements and reestablish design criteria to achieve the ten-year frequency flood event performance standard. • Continue to require new roadways within the City boundaries and the City SOI boundaries to meet City requirements for provision of gutter features and slopes to properly convey

El Centro Service Area Plan Section 4.2 – Drainage Facilities December 2024 Page 51
storm flow.
• Continue to require that new development projects address potential drainage issues and provide adequate facilities to convey storm flow. For developments which drain into facilities of the City’s system, require the developer to consult with the Department of Public Works to ensure improvements are engineered and constructed to City standards. • Require compliance with construction permits for MS4 stormwater quality requirements. • Continue implementation of the City Storm Water Protection Program through enforcement of JRMP requirements and BMP standards for development projects. • Implement the adopted policies from the City of El Centro’s Implementation Program outlined in the 2021 Imperial County Multi-Hazard Mitigation Plan Update. • Flooding Risk Reduction: Reduce the risk to the community from hazards related to flooding by requiring feasible mitigation of such impacts on existing, new development and redevelopment. Assess development proposals for potential hazards pursuant to the California Environmental Quality Act.
• Storm Drainage Facilities: Enforce the City’s Public Works Standards, which give specific requirements for design of drainage facilities to ensure that they are properly sized to handle storm runoff and flash floods. Require new development to provide adequate flood control facilities, if needed, to control runoff generated by the project.

Identify new public and private funding sources to fund needed improvements. • Flood Hazard Education: Promote programs and actions that educate the public about flood hazards and how to reduce the risks and losses associated with flooding. • Develop and adopt a Hazard Mitigation Plan, which is required for state, local, tribal and territorial governments to receive funding for hazard mitigation projects or determine whether the existing MHMP of the County qualifies the City to apply for funding and implement hazard mitigation projects effectively.

El Centro Service Area Plan Section 4.2 – Drainage Facilities December 2024 Page 52
IV. Financing
The 2009 MPD proposed a 20-year fee program encompassing both drainage facility improvements and annual operation/maintenance expenses. Currently, the city funds the Operations and Maintenance (O&M) and NPDES (National Pollutant Discharge Elimination System) maintenance of the existing storm drain system through wastewater rates. In 2009, the estimated annual O&M cost for drainage facilities was $300,000.

According to the 2009 MPD, the top ten Priority 1 projects were ranked from 1 to 10 with an estimated total cost of approximately $25 million (2009 dollars). Construction costs were based on 2009 unit costs. Design costs were estimated at 10% of the construction cost and the construction administration and inspection was also estimated at 20% of the construction cost. An additional 35% was added for catch basin inlets, manholes, junction structures, and other direct costs while a 20% contingency was added for unknowns such as utility relocation or subsurface conditions.

The analysis of the 20-year program involved three project scenarios, combining the top ten projects and priorities 1, 2, and 3. The cost estimation was done considering a typical 6,000 square foot high/medium density residential lot and a 160-acre development with an 80/20 split between residential and commercial areas. For the top 10 Priority 1 projects, the estimated annual cost without O&M is $25,096,066, rising to approximately $31,396,066 when including maintenance over the next 20 years. These figures translate to about $2,459,677 annually without O&M and roughly $3,069,968 annually with O&M factored in.

The proposed fee program encompassed improvement costs and annual O&M expenses to address the city's drainage facility needs over the 20-year period. Since the proposed scenario costs were calculated in 2009, construction costs and fees should be reviewed to account for potential escalation of the costs based on the Engineering News Record’s Construction Cost Index (ENRCCI). Because most of the recommended facilities are located in the existing public right-of-way or easements, right-of-way acquisition costs were not included. Since the 2009 MPD, the City has not implemented the 20-Year Fee Program or performed the proposed drainage facility improvements due to financial challenges experienced by the community in the 2008 recession.

Current Funding
The City of El Centro's Master Plan of Drainage outlines several financing strategies for funding the Capital Improvement Program:

General Fund: The City General Fund is comprised of revenues from various sources and serves as a traditional funding source for drainage facility construction and maintenance. While not designated for any specific purpose, these funds are versatile. However, due to the diverse public services funded by this pool, it faces significant demands, making allocation decisions challenging.

Development Impact Fees: Within the City and the SOI, drainage facilities are typically installed and funded by developers as projects are implemented. Developer fees for drainage facilities in the City are calculated based on the type of development and the percentage of impervious area. The fee is determined using the total cost of all deficiencies in drainage facilities, including those

El Centro Service Area Plan Section 4.2 – Drainage Facilities December 2024 Page 53
categorized as Priorities 1 through 3. This total cost serves as the basis for calculating the fee per acre. These developer fees, contribute to the Drainage Facility Capital Projects Fund, providing essential funding for addressing deficiencies and improving drainage infrastructure within the City.

Development impact fees charged on new development for drainage facilities are regularly collected however, according to the City, the collection amount and available funds is very low.

Mello-Roos Community Facilities Act (Act) of 1982: The 1982 Act authorizes local governments and developers to create Community Facilities Districts (CFDs) for the purpose of selling taxexempt bonds to fund public improvements and collect revenue for the service and maintenance of the areas in the CFD. Bonds are secured by these taxes, and approval requires a two-thirds vote from registered voters within the proposed district. The City established the Legacy Ranch CFD for the purpose of issuing bonds to finance public improvements for streets, sewers, storm drains.

It is essential to note that while these methods provide potential funding avenues, a comprehensive financial plan considering various sources is crucial for implementing the Master Plan of Drainage, given the diverse community needs and funding challenges.

Cost Avoidance Opportunities
Drainage Fees: Governed by the Subdivision Map Act, the City can establish a drainage fee program based on a master drainage plan. Developers, as a condition for final subdivision map approval, contribute fees proportionate to the required facilities' costs within specific drainage areas. This method, although limited due to the number of annual subdivisions, adds to the Drainage Facility Capital Projects Fund. This fund and the interest accruing shall be expended solely for the design and construction of the city's drainage facilities.

Development Impact Fees: The City is able to avoid costs for the development of drainage facilities by requiring developers to construct adequate facilities and retention basins on their projects. New drainage facilities and retention basins have been constructed solely for new developments.

Recommended Funding
Given the high cost of the drainage improvements identified in the 2009 MPD, it is likely that no single funding method will be sufficient to fully implement the MPD and the identified capital improvement projects. Therefore, it is recommended that the City consider various combinations of funding methods to implement the program, including General Fund monies, drainage fees, HCDA grants, special assessments, highway improvement projects, and general obligation bonds.

Funding responsibilities for project-related facilities shall remain with the developers and secured prior to construction. Improvements to the centrally located City-maintained facilities shall remain under the guidance of the wastewater division of the Department of Public Works. Each of these proposed funding sources are subject to extensive community debate and discussion. The number and timing of development projects is largely beyond the control of the City and, thus, the availability of funds is difficult to assure.

El Centro Service Area Plan Section 4.2 – Drainage Facilities December 2024 Page 54
Stormwater Service Fees: A Water, Wastewater and Storm Water Rate Study Update was completed in 2012 to determine 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. The City was contemplating the establishment of a stormwater fee to cover costs outlined in the Master Plan of Drainage from April 2009. Stormwater management has evolved from basic flood control to an integrated water resource management and environmental protection function. While the City currently doesn't charge a Stormwater Fee, expenses amounting to $300,000 annually are incurred for stormwater system operation and maintenance to comply with state regulations.

A previous proposal to implement a stormwater fee was deferred due to high anticipated costs, challenges in collection, and the need for resident approval through the Proposition 218 process.

Various factors, including impervious area, gross area, percentage imperviousness, and land use, are considered in designing stormwater service fees. Legal considerations are critical, differentiating between taxes and fees, with fees being related to specific services and based on the actual cost of the service provided. The implementation of user fee-based funding involves evaluating political, financial, legal, informational, and technical aspects, and fostering citizen and stakeholder participation is crucial in this process.

Development Impact Fees: Funding responsibilities for project-related facilities shall remain with the developers and must be secured prior to construction. Improvements to the centrally located City-maintained facilities shall remain under the guidance of the wastewater division of the Department of Public Works. However, according to the City, the collection amount and available funds from Development Impact Fees contributing to the Drainage Facility Capital Projects Fund is very low. It is recommended that the City prepare an updated Development Impact Fee Study to reflect current financial conditions and secure substantial funds to contribute to the CIP.

Federal Housing and Community Development Act (HCDA) of 1974: This Act offers federal grant funds for community development, making storm drains eligible for funding. To secure funds, the City must demonstrate that drainage facilities align with community development needs, providing housing and infrastructure for low and moderate-income families. When Congress passed the HCD Act of 1974, it broke down the barriers of prevailing practice - where under separate categorical programs, the Federal Government made decisions about every community development project undertaken by cities. The HCD Act departed from this model by creating the CDBG program.

Community Development Block Grant (CDBG) Program: Starting in 2004, the City of El Centro became an entitlement jurisdiction and started receiving CDBG Program funds directly from the U.S. Department of Housing and Urban Development (HUD). The primary objective of the CDBG Program is to develop viable communities through the provision of decent housing, a suitable living environment, and expanded economic opportunities. Eligible CDBG spending includes Public Services and Capital Improvement Projects (CIP) Public Facilities/Infrastructure.

American Rescue Plan Act Funds: ARPA funds are distributed nationwide by the U.S. Treasury Department to help cities mitigate the negative impacts of the COVID-19 pandemic. The local funding portion is equally divided between cities and counties. El Centro is a Community Development Block Grant (CDBG) entitlement jurisdiction, automatically qualifying a significant

El Centro Service Area Plan Section 4.2 – Drainage Facilities December 2024 Page 55
portion of the funding to the City. Funds can be used for public health and safety initiatives, personnel, administrative costs, and to offset revenue losses as well as infrastructure upgrades.

FEMA Hazard Mitigation Grant Program (HMGP): The President formally declared Tropical Storm Hilary a disaster for Imperial County, its cities, and special districts in November 2023. This made the City eligible for Federal Emergency Management Agency (FEMA) Hazard Mitigation Assistance (HMA) programs, including the Hazard Mitigation Grant Program (HMGP), Flood Mitigation Assistance (FMA), Building Resilient Infrastructure and Communities (BRIC), and Pre-Disaster Mitigation (PDM), opening avenues for securing financial support for flood mitigation efforts. It is strongly recommended that the City develop and adopt a Hazard Mitigation Plan. This plan is a prerequisite for state, local, tribal, and territorial governments to access funding for their hazard mitigation initiatives and will position the City to access funding opportunities for projects aimed at improving drainage facilities to mitigate flooding.

Enhanced Infrastructure Financing Districts (EIFDs): 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.

Landscape and Lighting Maintenance District (LLMD): The developer shall be responsible for the costs associated with establishing a landscape and lighting maintenance district for the maintenance of the detention/retention basin and any other development amenities. Any necessary stormwater pumps shall be maintained by the Lighting and Landscape District.

Special Assessments: Special assessments have a historical precedent in funding stormwater systems, apportioning costs based on direct and special benefits to specific properties. This methodology, applied to various public facilities, requires costs to be proportionate to benefits.

Benefits must be definable, measurable, and available within a practical timeframe. Unlike service fees, special assessments have stricter standards, needing precise and costly data to reflect individual property benefits accurately.

Special assessments work best for localized projects, like improving a specific channel benefiting few properties. They are less suitable for wide-area projects and unsuitable for facilities providing general community benefits. Special assessments create a lien on properties, ensuring debt service on bonds used for construction. Assessments can be initiated by property owner petitions or City Council action, involving public hearings and assessment ballot proceedings.

Municipal Improvement Act of 1913: The most commonly used procedural act for formation of an assessment district is the Municipal Improvement Act of 1913. The 1913 Act is most often used in conjunction with the Improvement Bond Act of 1915. Under the 1915 Act, all or a portion of the assessment is payable each year in an amount sufficient to pay the principal and interest on the bonds when due. The assessment is most often included on the property tax bill which is payable in the same manner and time as the general taxes of the public agency. Formation of an assessment district may be difficult where properties have already developed. Therefore, prior to undertaking the formation of an assessment district, the City should test property owner support.

El Centro Service Area Plan Section 4.2 – Drainage Facilities December 2024 Page 56
Benefit Assessment Act of 1982: The 1982 Act authorizes assessments to operate and maintain drainages, flood control, street lighting and street maintenance services and to install and improve drainage and flood control facilities. This Act permits the imposition of assessments on benefited properties to finance drainage and flood control services. Assessment districts, created under this Act, allow different assessment zones and need voter approval. The benefit is evaluated annually, with special taxes levied to fund the services.

Highway Improvement Projects: Gas tax monies, received directly by the City, can be utilized for roadway improvement drainage facilities. This funding source is applicable for integrating storm drain components into highway designs, ensuring flood prevention during significant storms.

El Centro Service Area Plan Section 4.2 – Drainage Facilities December 2024 Page 57
Mello-Roos Community Facilities Act (Act) of 1982: Local governments are forced to require developers to put in the necessary regional infrastructure for new home developments. The 1982 Act authorizes local governments and developers to create Community Facilities Districts (CFDs) to fund public improvements and collect revenue for the service and maintenance of the areas in the CFD. It is recommended to leverage CFDs to accommodate future growth and development.

General Obligation Bonds: General obligation bonds can be issued if the City's financial position supports the proposed debt service without levying ad valorem property taxes. Approval by twothirds of the electorate is necessary for these bonds.

Federal and State Funding: Federal and state funding for local stormwater management takes many forms, including technical support, facility construction, cooperative programs, and grants and loans for various purposes. Local governments are generally authorized to make use of federal and state government funding, such as the State Revolving Fund Loans financed by the Environmental Protection Agency (EPA) to achieve Clean Water Act (CWA) objectives, for various purposes including stormwater management, flood control, and water quality protection.

El Centro Service Area Plan Section 4.3 – Fire Facilities December 2024 Page 58

4.3 Fire Facilities
The City manages the El Centro Fire Department (ECFD). The ECFD provides emergency and disaster response to mitigate fire, emergency medical (EMS), hazardous materials (hazmat), and other incidents within its boundaries as well as to other jurisdictions pursuant to a mutual aid agreement. This also includes fire and EMS first response services, as well as ancillary services such as fire prevention, public education, and emergency management. ECFD services, capabilities, response times, staffing, fire station locations, external mutual aid assistance, apparatus, and information management systems. The mission of the ECFD is to protect life, property, and the environment through mitigation, preparedness, response, and recovery actions.

I. Performance Standard
The Public Facilities Element of the General Plan includes Public Facilities Goal 5, which states that the City “strives to ensure that adequate standards of fire protection are met by providing the ECFD with personnel, equipment, and facilities.” The ECFD has adopted standards for fire and emergency response performance based on the National Fire Protection Association Standard 1710 (2020 Edition) – Standard for the Deployment of Fire Suppression Operations, Emergency Medical Operations, and Special Operations to the Public by Career Fire Departments.

The ECFD standards require that they meet the response times listed below at least 90% of the time. All times are from the receipt of a dispatch notification for emergency service:

Turnout Times:

EMS 60 Seconds
Fire 80 Seconds
Special Operations 80 Seconds
Response Times*:

First Arriving Engine: 240 Seconds
Full Alarm Assignment: 480 Seconds
Basic Life Support with AED**: 240 Seconds
Advanced Life Support: 480 Seconds
* - Fire response times are for single family residences. ** - Automated External Defibrillator.

The ECFD also maintains a staffing standard providing that ten sworn and uniformed personnel will be available to respond to calls at any given time throughout the day or night. The ECFD provides services for a significant number of visitors and residents from nearby and distant jurisdictions that are conducting business, accessing public or private services, or just passing through El Centro.

El Centro Service Area Plan Section 4.3 – Fire Facilities December 2024 Page 59
While shifts are staffed with 13 per shift, the ECFD continues to operate with a minimum staffing level of 10 sworn personnel on duty a day. Minimum staff includes:
• 1 Battalion Chief
• 3 Fire Captains
• 3 Fire Engineers
• 3 Fire Fighters
While shifts are fully staffed (no vacation, sick days, misc. leave, etc.):
• 1 Battalion Chief
• 3 Fire Captains
• 3 Fire Engineers
• 6 Fire Fighters
II. Facility Planning and Adequacy Analysis
Inventory of Existing and Approved Facilities
The ECFD provides service within the City limits and, pursuant to a mutual aid agreement with other jurisdictions, other parts of Imperial County and California. The ECFD has three fire stations as shown in Figure 4.3-2. Fire Station No. 1 is centrally located within the City at 775 West State Street. Fire Station No. 2 is located near the City’s eastern boundary at 900 South Dogwood. Fire Station No. 3 is situated near the City’s Northwestern boundary at 1910 North Waterman Avenue.

The ECFD currently has 41 sworn uniformed personnel, 3 non-sworn or non-uniformed personnel, and several vehicles and pieces of equipment, as detailed below. The following table provides a breakdown of sworn uniformed personnel is presented that indicates the staffing of department positions and any relevant specializations within the department, or “collateral assignments”.

Table 4.3-1 Fire Personnel
Staff Number
Uniformed Personnel 41
Department Position Assignments:

Fire Chief and Director of Disaster Services 1
Battalion Chiefs 4
Fire Captains 9
Fire Engineers 9
Firefighters 18
Collateral Assignments:

Advanced Life Support Personnel (Paramedics) 17
Limited Advanced Life Support (Advanced EMT) 6
Hazardous Materials Tech. Specialists 18
Non-Uniformed Personnel (Admin) 3

El Centro Service Area Plan Section 4.3 – Fire Facilities December 2024 Page 60
Table 4.3-2 Fire Equipment
Apparatus/Fleet: Number
Fire Engine Type 1 4
Fire Engine WUI Type 1/3 1
Ladder Truck 1
Rescue Squad 1
Quick Response Vehicles 2
Mobile Air Machine 1
Incident Command Vehicle (Ford F-250) 4
Hazardous Materials Unit* 1
Urban Search and Rescue Type II** 1
Mobile Light and Generator** 1
Type 6 Fire Apparatus** 1
* - Shared through the Joint Powers Authority
** - Shared through Office of Emergency Services
Adequacy of Existing Facilities
ECFD prepares an annual report that includes response calls for the various services performed throughout the year. The annual report aids the City and the ECFD in periodically reviewing its performance and determining where additional resources are needed. Most recently, the ECFD logged an average response time of 5:30 for all emergency calls. The ECFD responded to 5,523 calls for service in 2022.

Response time, also known as total response time, is the time interval that begins when the call is received by the primary dispatch center and ends when the dispatched unit(s) arrives on the scene of the incident to initiate action. According to NFPA 1710, Standard for the Organization and Deployment of Fire Suppression Operations, Emergency Medical Operations, and Special Operations to the Public by Career Departments, 2020 Edition, the standard states that average response time shall be less than or equal to 240 seconds for the first arriving engine company 90 percent of the time. As shown in Table 4.3-4: the Average Response Times for Stations No. 1,2 and 3 for all incidents were all above the NFPA 1710 benchmark of 240 seconds or 4 minutes.

In September of 2017, the City of El Centro retained the Center for Public Safety Management (CPSM) to complete a comprehensive analysis of the city’s fire department. The Fire Operational & Administrative Analysis Report was designed to provide an unbiased report reviewing the services provided by the department. Utilizing information provided by the City, the ECFD and Imperial County, the report assessed ECFD’s existing service delivery performance through a comprehensive data analysis process.

The CPSM also developed several recommendations regarding the delivery of fire and first response EMS services. The number one recommendation stated that “The City of El Centro and El Centro Fire Department should consider replacing existing Fire Station No. 1 with a

El Centro Service Area Plan Section 4.3 – Fire Facilities December 2024 Page 61
contemporary facility to accommodate the evolving mission and needs of the department.” Additional recommendations also identified steps for short and mid-term for existing fire facilities.

To supplement the assessment of ECFD response times, the CPSM report also included a more conservative and stricter measure of total response time through the 90th percentile measurement to assess response times for 90 percent of calls. Observations from the report stated that the aggregate fire and EMS 90th percentile travel time was 4.8 minutes. Fire alone was 4.9 minutes, while EMS is 4.8 minutes, both slightly above the NFPA 1710 benchmark.

Table 4.3-3 lists Average Response Times per Station and Table 4.3-4 lists Average Response Times per Station for All Incidents for the ECFD in 2022.

Table 4.3-3 Average Response Times per Station (in minutes) Station EMS Fire
Station No. 1 4:59 4:37
Station No. 2 5:44 6:13
Station No. 3 5:17 3:50
Table 4.3-4 Average Response Times per Station for All Incidents (in minutes) Station
Dispatch to
En Route
Dispatch to
Arrive
Station No. 1 1:30 5:14
Station No. 2 1:52 5:50
Station No. 3 1:33 5:26
Table 4.3-5 Incident Count by Major Incident Type
Major Incident Type # of
Incidents
% of
Total
Rescue & Emergency Medical Service 3,779 68.42%
Good Intent Call 616 11.15%
Service Call 365 6.61%
False Alarm & False Call 363 6.57%
Fires 296 5.36%
Hazardous Condition (No Fire) 66 1.20%
Special Incident Type 31 0.56%
Overpressure Rupture, Explosion, Overheat (No Fire) 4 0.07% Severe Weather & Natural Disaster 3 0.05%
Total Calls for 2022 5,523 100%

El Centro Service Area Plan Section 4.3 – Fire Facilities December 2024 Page 62
Fire Station No. 1 is centrally-located within the city at 775 State Street. This facility is approximately 7,300 square feet and is staffed with 3 to 5 personnel depending on the staffing level for the day. Minimum staffing includes 1 Fire Captain, 1 Fire Engineer, and 1 Firefighter. Station No. 1 is equipped with the following complementary fire apparatus and emergency equipment:
• 2022 Pierce PUC Enforcer type 1 fire engine
• 2006 American La France Quint with 75ft aerial ladder (reserve status) • 2019 Ford XLT quick response vehicle (in-service dependent upon staffing) Recommendations which emerged from the 2018 CPSM analysis of the department highlighted the need to restructure ECFD priorities, specifically the need to replace Fire Station No. 1 with contemporary structure. More specifically, Fire Station No. 1 was built in 1946 and “…is in fair condition and is nearing the end of its useful life as an emergency services deployment facility.” Fire Station No. 2 borders the eastern boundary of El Centro and is located at 900 S. Dogwood Road. The facility is approximately 5,670 square feet and is staffed with 3 personnel including 1 Fire Captain, 1 Fire Engineer, and 1 Firefighter. Station No. 2 is equipped with the following complementary fire apparatus and emergency equipment:
• 2016 KME type 1 fire engine
• 2008 Pierce Arrow XT type 1 fire engine (reserve status) • OES Type II Urban Search and Rescue (USAR) trailer
• OES Mobile and light and Generator trailer
Constructed in 1989, Fire Station No. 2 was originally built to be a temporary station. This facility is a metal “Butler” type building. Although it has less immediate concerns than station 1, and thus for the immediate future remains functional as a fire station, long-term consideration will need to be given to the costs versus benefits of significantly renovating/upgrading this facility compared to replacing it with a new facility.

Fire Station No. 3 resides within the northwestern boundary of El Centro at 1910 N. Waterman Avenue and serves as headquarters for fire department administration staff. The facility is 18,000 square feet and is staffed at minimum by 4 personnel including 1 Duty Battalion Chief, 1 Fire Captain, 1 Fire Engineer, and 1 Firefighter. Station No. 3 is equipped with the following complementary fire apparatus and emergency equipment:
• 2020 Rosenbauer Timberwolf Wildland Urban Interface (WUI) fire engine type 1/3 • 2019 Ford F-250 Battalion Chief vehicle
• 2008 Pierce Arrow XT type 1 fire engine (reserve status) • 2010 Rosenbuaer Ford F-550 rescue squad (reserve status) • 2016 Chevy Silverado quick response vehicle (reserve status) • 2022 OES type 6 fire apparatus HME Ahrens-Fox
• 2019 Ford F-250 utility vehicle
• Mobile light and air machine

El Centro Service Area Plan Section 4.3 – Fire Facilities December 2024 Page 63
The Fire Chief, 1 Battalion Chief and 3 non-uniformed personnel are assigned to this facility Monday through Friday. Fire Department Administration Staff is equipped with one 2019 Ford F250 Fire Chief vehicle and one 2019 Jeep Cherokee staff vehicle.

According to the CPSM report, Fire Station No. 3 is in excellent condition and is rightfully the department’s showcase station. It serves as the ECFD’s administrative headquarters and houses the training and fire prevention functions. Fire Station No. 3 is equipped throughout with complete automatic fire suppression and fire detection systems. The administrative portion of the building contains technological and administrative attributes found in most administrative facilities today.

The station was completed in 2012 after the city received a rural development grant in 2009 for its construction. At the time the grant was originally applied for, significant new development was proposed for the area west of this station. However, many of the projects were cancelled during the economic downturn which occurred around that time. This contributes to the ECFD’s longterm preparation for future growth and development in and around the service area.

With the minimum staffing requirement at each of the fire stations listed above, there are at least ten sworn and uniformed personnel available to respond to calls at any given time throughout the City. This is consistent with and meets the ECFD staffing performance standard. Each station is also equipped with complementary fire apparatus and emergency equipment, ensuring that their respective service areas are adequately covered and prepared to respond to emergency calls. This distributed allocation of resources allows for rapid, effective response times no matter where an incident may occur throughout an around the City.

Future Demand for Facilities
The 2016 SAP stated that the ECFD responded to 4,122 calls for service in 2014. In 2022, the ECFD responded to 5,523 calls for service, amounting to a difference of 1,401 additional calls.

The annual growth rate in calls for ECFD from 2014 to 2022 was approximately 6.85%, therefore, the projected number of calls for ECFD in 2035 is approximately 12,645 calls.

Fire Station No. 3 was constructed and located in the northwestern portion of the City in anticipation of growth in the northern SOI. Development in the southern SOI area would include annexations to the City and to the service area of the ECFD, and would place new homes and businesses outside an area in which the ECFD is able to provide services.

Annexation of land beyond the existing service area would increase the response time for emergency and non-emergency calls due to the increase in distance required to arrive at the location of the emergency. As development within the current boundaries of the City increases, the ECFD relies on internal metrics and industry standards to develop plans for future demands for service.

In June 2021, ECFD initiated internal studies to establish a plan for a potential Fire Station No. 1 rebuild. In Fall 2022, in cooperation with El Centro Public Works and Arrington Watkins Architects, LLC, the creation of program documents and floor plan designs for a new Station No. 1 were completed. In May 2023, a feasibility study was completed. The project awaits approval.

El Centro Service Area Plan Section 4.3 – Fire Facilities December 2024 Page 64
Opportunities for Shared Facilities
A mutual aid agreement between the ECFD and the other jurisdictions in Imperial County and California for the provision of emergency services. The mutual aid agreement between all fire agencies within Imperial County received an update in 2019. The intent of the agreement is that “no community has the ability or resources sufficient to cope with any and all emergencies for which the potential exists. The plan is designed to meet the anticipated needs of local agencies within their zones, to access resources of other jurisdictions within Region VI, or beyond if necessary, to meet the needs of emergency incidents.” The ECFD responds to calls within the City limits and a portion of the SOI boundaries. As indicated in the updated mutual aid plan, the City of El Centro is located within Zone 2. Mutual resources for Zone 2 are as follows:
1st Alarm
• Local Responsible Agency (ECFD units)
2nd Alarm
• 1 Fire engine from City of Calexico
• 1 Fire engine from City of Holtville
• 1 Battalion Chief and 1 Fire Engine from the County of Imperial 3rd Alarm
• 1 Fire engine from City of Westmoreland
• 1 Fire engine from City of Brawley
• 1 Fire engine from Centinela State Prison
• 1 Fire engine form Naval Air Facility El Centro
4th Alarm
• 1 Fire Engine from Calipatria State Prison
• 1 Fire Engine from Calipatria City
• 1 Fire Engine from City of Yuma, AZ
• 1 Fire Engine from Rural Metro Yuma, AZ
5th Alarm
• OES Region Dispatch through El Centro Dispatch to request out of county resources The ECFD and other local agencies share a Hazardous Materials Unit managed through a multiagency Joint Powers Authority (JPA). ECFD continues to receive access to the Live Burn Trailer for training located at Imperial Valley College. ECFD maintains an agreement with the California State Office of Emergency Service (OES) that provides a Type II Urban Search and Rescue Trailer, Mobile Light and Generator, and a Type 6 Fire Apparatus. Resources support both local and state missions for emergency service. These agreements allow multiple agencies to utilize the equipment and share maintenance which aids in avoiding costs for all agencies involved.

El Centro Service Area Plan Section 4.3 – Fire Facilities December 2024 Page 65
The City shall continue to pursue this relationship with these agencies and the jurisdictions shall periodically review their service area boundaries and their service goals to maintain adequate and efficient protection to all areas within the City, the SOI, and the remainder of Imperial County.

Table 4.3-5 lists Mutual Aid Support Arrivals by Fire Station for the ECFD in 2022.

Table 4.3-6 Mutual Aid Support Arrivals by Fire Station Station No. of Arrivals
Station No. 1 3,050
Station No. 2 1,085
Station No. 3 1,288
All Stations 38
In 2018, the ECFD established a partnership with AMR (American Medical Response), an ambulance service provider, allowing them to co-locate at its three fire stations. Since the development of this recent partnership, Each ECFD station normally has a minimum of one paramedic on duty 24/7. The fire department responds to all medical emergencies in the city with either a fire suppression unit or a quick response squad.

Phasing
ECFD staffing relies on population, community expectations, critical tasking, benchmarking, risk analysis, workload of units, innovations, call demand, travel times, EMS demand, and ability to fund as primary metrics. While each component presents its own metrics of data, consensus opinion, and/or discussion points, aggregately they form the foundation for informed decision making geared toward the implementation of sustainable, data-supported, effective fire and EMS staffing and deployment models that fit the community’s profile, risk, and expectations.

Increased development within the City boundaries, SOI and jurisdictions within the mutual aid agreement will place additional demands on the services, personnel, and equipment of the ECFD.

As calls become more numerous with the increased density and intensity of development, the ECFD will experience an increase in demand for emergency and non-emergency service responses; making it more difficult for the ECFD to meet their performance standards.

According to ECFD staff, the need to plan and develop for Fire Station No. 4 persists. However, as identified previously, the priority shifted from developing Fire Station No. 4, to reevaluating and developing plans to address replacing Fire Station No. 1 with a contemporary facility.

Regardless, the ECFD will continue to gather data based on identified metrics to develop comprehensive plans addressing future needs for service expansion, including Fire Station No. 4.

As stated, the ECFD has seen a consistent increase in calls for service since the 2016 SAP.

The location for Fire Station No. 4 identified in the 2016 SAP (East of La Brucherie and South of Wake Avenue) remains consistent with projected service area needs, particularly with the planned extension of Imperial Avenue and the potential for heightened development near the City’s southern boundaries and sphere of influence. Public Facilities Goal 6 and Policy 6.2 of the General Plan remain pertinent to phasing for the ECFD.

El Centro Service Area Plan Section 4.3 – Fire Facilities December 2024 Page 66
III. Mitigation
In order for the City to assure adequate fire and emergency response service within its boundaries as development continues within the City boundaries and within the SOI, the City will implement the following measures:
• Implement the measures from the updated mutual aid agreement to provide for systematic mobilization, organizational, and operation of fire, medical, and rescue resources with the County of Imperial and City of Yuma, to mitigate the effects of any disaster. • Develop plans annually to provide updated fire, medical and rescue service inventory of all personnel, apparatus, and equipment within the County of Imperial. • Collaborate between fire officials of local, area, regional and state agencies to facilitate communication for the interchange and dissemination of fire rescue data, directives, and information.
• In conformance with General Plan Public Facilities Policy 5.2, continue the periodic review of number of calls and response times to determine the adequacy of existing service and any need for improvement or additional resources.
• Design and implement a year-long workload monitoring program to determine the adequacy of the existing staffing standard of providing ten sworn and uniformed personnel to be available to respond to calls at any given time throughout the day or night. The monitoring program should analyze and measure actual workload of uniformed personnel, including chiefs, captains, engineers and firefighters for each on-duty period or shift. • In addition to reviewing the number of calls and response times that are currently tracked, the monitoring program should be designed to measure the time used for the following:
 incident documentation
 apparatus and station maintenance
 training
 various administrative tasks
• The monitoring program should be used to evaluate the following:
 response time goals for calls for emergency service
 use of overtime to backfill minimum staffing slots due to personnel vacancies or personnel who are on various types of leave
 ability to cover the absence of one shift worker without requiring overtime  need to use budgeted overtime to cover staff vacancies when needed • The monitoring program should be used to make adjustments to staffing levels, either increasing or decreasing uniformed personnel for various shifts based on actual measured workloads.

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• Pursue additional finances to fund additional personnel, equipment, and vehicles for the ECFD as identified in the workload monitoring program.
• When the City determines the need, purchase land and construct Fire Station No. 4. The new station would be located east of La Brucherie Avenue and south of Wake Avenue. • Review existing development impact fees for ECFD services, identify necessary improvement to the current fee structure, and implement revised fee structure. • Periodically review the mutual aid agreement with the ICFD for service within the SOI to maintain adequate and efficient protection to all areas within the City, the SOI, and the remainder of the unincorporated County land.
• Periodically review service area boundaries and service goals to maintain adequate and efficient protection to all areas within the City.
• The 2018 CPSM report included the following recommendations:
 The City of El Centro conduct a Threat Hazard and Risk Assessment (THIRA) for the community that incorporates the top seven threats of earthquake, hazardous materials, fire, flooding, power outages, public health emergencies, and terrorism.
 Using VISION, conduct a community risk assessment and continually analyze/utilize the results in the categorization and pre-incident planning of target hazards, the planning of fire station locations, apparatus needs, and staffing and deployment models.
 ECFD develop an annual training and exercise schedule to educate, test, and gauge the effectiveness of the City’s Emergency Operations Plan (EOP).  ECFD develop and implement a Continuity of Operations Plan (COOP) that clearly defines how the agency will operate if staffing, resources, and/or facilities are compromised because of an emergency or unforeseen event.  Develop performance measures for each agency activity and implement a performance measurement system to be included in the department’s strategic plan and fiscal/budget documents.
 Develop a long-range capital plan for funding the replacement of all fire apparatus and fire department support vehicles.

El Centro Service Area Plan Section 4.3 – Fire Facilities December 2024 Page 68
IV. Financing
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 are used to fund the ECFD programs. The 2019 User Fee Study was intended to identify the cost of City and fire protection services, to provide information to help the City make informed decisions regarding the actual fee levels and charges. 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: This measure increased the sales tax rate by ½ of 1% effective April 1, 2017. The purpose of the tax was to 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. Since its adoption, Measure P funding has been used to finance major fire facility upgrade and replacement projects recommended by the CPSM report.

Cost Avoidance Opportunities
The ECFD operates and shall continue to operate under a mutual aid agreement with the County of Imperial County Fire Department for as-needed assistance and backup. This assures that people and property within the City, the SOI, and the rest of the County are covered by adequate fire and emergency response. The two agencies also share a hazardous materials emergency response unit.

The ECFD participates in a countywide joint purchase program. Further, the ECFD conducts fire inspections while a private vendor conducts plan review of new structures which enables the 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 ECFD 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.

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 City also may consider the establishment of a community facilities district for the ECFD to centralize funding for the Department and allow an efficient and effective means of financing Department needs.

El Centro Service Area Plan Section 4.3 – Fire Facilities December 2024 Page 69
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.

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.

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El Centro Service Area Plan Section 4.3
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El Centro Service Area Plan Section 4.4 – Law Enforcement Facilities December 2024 Page 73

4.4 Law Enforcement Facilities
The City operates the El Centro Police Department (ECPD), which is the primary law enforcement agency that serves the residents of the City as well as the property and business owners, government and private business employees and customers, and visitors within City boundaries.

Sworn officers of the ECPD patrol the City and respond to calls for crimes, emergencies, and other law enforcement services within their jurisdiction. Non-sworn personnel of the ECPD are responsible for various administrative tasks, animal control, and parking enforcement. Volunteer personnel of the ECPD provide assistance and supplement regular officers and non-sworn members of the Citizens in Police Services (CIPS).

The Chief of Police is responsible for administering and managing the El Centro Police Department. There are six divisions in the Police Department as follows:
• Administration Division
• Patrol Division
• Investigations Division
• Training and Recruitment Division
• Communications Division
• Records Division
I. Performance Standard
The General Plan for the City contains the goal of maintaining a staffing goal of 1.75 sworn officers per 1,000 City residents. In addition, the ECPD staffing goal is to have six (6) officers and one (1) sergeant per shift, including a minimum of four (4) responding officers and one (1) supervising sergeant at any given period throughout the day and night. However, sworn officer per 1,000 staffing goals lead to a one size fits all type analysis that has limited use in making comparisons with other cities and evaluating adequacy of the effectiveness of law enforcement.

Traditional law enforcement staffing level models have measured crime trends, officer’s percapita, minimum staffing levels per shift, authorized/budgeted levels, and workload-based models to make staffing decisions. El Centro currently uses a combination of officer’s per-capita and minimum staffing levels per shift, as described above. However, a better evaluation of law enforcement staffing adequacy is required to analyze and measure the actual workload of sworn patrol officers.

Officer workload measures the amount of time that an officer is able to spend on discretionary patrol time while not responding to calls for service and mandatory administrative activities.

Discretionary patrol time allows officers to make self-initiated stops to investigate suspicious activity when observed, talk with citizens to recommend crime prevention measures when appropriate and act as a deterrent to crime by just being visible on patrol.

El Centro Service Area Plan Section 4.4 – Law Enforcement Facilities December 2024 Page 74
The measurement of officer workload allows for the City to determine the actual levels of demand for police services and matches that demand with the supply of police resources. Use of this performance evaluation would require a complex data analysis that may be beyond the capacity of the ECPD, but it would provide a more accurate and reliable predictor of police staffing levels.

As a general guideline, law enforcement staffing levels should result in 60% of total sworn officers available for patrol activities and not more than 60% of patrol resources are used on calls for service and mandatory administrative activities.

The ECPD does not maintain response time goals but tracks and reviews response times on an annual basis to determine the adequacy of their service and any possible alterations or improvements to their methods that would reduce response time. The ECPD also tracks phone call quantities to determine annualized trends and adequacy of staffing. According to the 2022 CAFR, total calls to police in 2022 fiscal year were 30,876 and total number of 911 calls was 24,324.

The current average response times for the various categories of calls for service is:
• Priority One: 3:48 minutes
• Priority Two: 6:52 minutes
• Priority Three: 6:21 minutes
The ECPD performance standard for the number of non-sworn personnel is one non-sworn employee for every two sworn officers in order to adequately serve the City. This goal is used to assess the existing and future desired staffing levels of the ECPD in this document.

The ECPD performance standard for the number of vehicles is one patrol car (including both marked and unmarked cars) for every two sworn officers. This goal is used to assess the existing and future desired number of vehicles needed by the ECPD in this document.

II. Facility Planning and Adequacy Analysis
Inventory of Existing and Approved Facilities and Staff The main station of the ECPD is located within the Civic Center zone at 150 North 11th Street. The station consists of several buildings, constructed at different times for different purposes that have been remodeled and interconnected to house the various functions needed. The existing structure is planned to be replaced within the next two to three years.

The El Centro Police Department Reserve Unit was established to supplement and assist regular sworn police officers in their duties. This unit provides professional, sworn volunteer reserve officers who can augment regular staffing levels. The City does not pay salaries for volunteers but ECPD supplies volunteers with equipment, uniforms, weapons, vehicles, and communication equipment. ECPD assumes costs for training volunteers and maintaining acceptable training levels.

El Centro Service Area Plan Section 4.4 – Law Enforcement Facilities December 2024 Page 75
The following is a detailed list of ECPD’s sworn personnel, non-sworn personnel, and vehicles:

Table 4.4-1 Sworn Police Personnel
Title Personnel
Chief of Police 1
Deputy Chief 1
Commanders 1
Lieutenants 2
Sergeants 8
Police Officers 38
School Resource Officers 2
Total 53
The ECPD also employs 28 non-sworn personnel that are assigned to various services including records, communication, evidence, animal control, community service, computer information services, and parking enforcement.

Table 4.4-2 Non-Sworn Police Personnel
Title Number
Supervisor 3
Dispatcher 11
Animal Control Officer 2
Community Service Officer 3
Parking Enforcement 1
Staff Assistant 1
Secretarial Assistant 2
Maintenance 1
Records Clerk 4
Total 28
Table 4.4-3 Police Vehicles
Type Number
Marked Patrol Car 24
Unmarked Car 19
Parking Vehicle 1
Animal Control Vehicles 2
Truck 2
SWAT Armored Vehicle 1
Trailers 2
Sign Board/LPR Trailers 4
Total 55

El Centro Service Area Plan Section 4.4 – Law Enforcement Facilities December 2024 Page 76
Monthly monitoring and reporting are conducted for response times. Workloads are assessed by measuring calls for service per officer, with monthly reporting and monitoring. Plans for the implementation of a citizen volunteer program are in place, and a Police Explorer program has been implemented since the last SAP.

Adequacy of Existing Facilities and Staff
With 53 sworn officers, the ECPD is currently staffed at a ratio of approximately 1.2 officers per 1,000 residents. This rate was calculated as follows:
53 sworn officers / 44,322 residents x 1,000 residents = 1.2 officers per 1,000 residents This existing sworn officer ratio is below the established goal of 1.75 officers per 1,000 residents.

To meet the City’s established goal, the ECPD would need to employ 78 sworn officers.

Accordingly, the ECPD is currently operating at a deficit of 25 sworn officers when compared to the established goal.

Applying the goal of one non-sworn personnel for every two sworn officers, the projected existing demand of 78 sworn officers would necessitate 39 non-sworn personnel. As such, the ECPD is currently in deficit of 11 non-sworn employees.

Similar to the desired ratio of non-sworn staff to sworn officers, the ECPD would need one patrol vehicle for every two officers. That means that 39 patrol vehicles would be needed to accommodate 78 sworn officers. As the department currently has 24 patrol cars, they are in a deficit of 15 vehicles.

These deficits in sworn officers, non-sworn personnel, and patrol vehicles underscore challenges in meeting the city's public safety goals. Adequacy of existing facilities and staff may be a concern, potentially affecting the department's ability to effectively respond to the needs of the community and maintain public safety standards. Addressing these deficits could be crucial for enhancing the overall capacity and efficiency of the ECPD.

Future Demand for Facilities and Staff
The ECPD is currently understaffed and does not meet its staffing goal. In addition to supplementing the staff required to meet its staffing goal, the ECPD will require more patrol vehicles to provide adequate services to the City as the population grows. The projected 2035 population of 52,009 residents would necessitate 92 sworn officers, 46 non-sworn personnel and 46 patrol vehicles if the ECPD were to meet its staffing and patrol vehicle goals.

A new station is needed to accommodate the facilities needed by the ECPD to provide law enforcement services to the residents, property and business owners, government and private business employees and customers, and visitors of El Centro. In 2021, the conceptual design for a future police station was approved. In November 2023, the City broke ground on the planned stateof-the-art facility, which will be constructed in the same location as the previous police station, per the community’s request. The $49.7 million project is expected to be completed in early 2026.

The new facility will encompass two buildings totaling 44,477 square feet. The main building will

El Centro Service Area Plan Section 4.4 – Law Enforcement Facilities December 2024 Page 77
be two stories with 32,671 square feet and will include a public lobby, a community meeting/multipurpose space, offices for administration, investigations and records. The main building will also include an area for patrol-related functions, including lockers, a fitness area and an area for writing reports.

The second building is a support building of 11,806 square feet. The ground floor of this new area will house property and evidence, the K-9 unit, the fingerprint laboratory, and various police support and storage functions. The upper floor is proposed to house an indoor police firearms range depending on the overall cost of the project.

As development continues to occur in the northern, western, and southern portions of the City SOI and as the City boundaries are extended, new stations or substations will be developed in the vicinity of new development to assure adequate patrol coverage and response to calls. Stations must be adequately staffed by ECPD personnel, and the ECPD must hire new officers and staff and demonstrate that staffing is available prior to the construction of new stations or substations.

It should be noted that the ECPD provides services for a significant number of visitors and residents from nearby and distant jurisdictions that are conducting business, accessing public or private services, or just passing through El Centro.

Opportunities for Shared Facilities
When necessary, the ECPD cooperates with the Imperial County Sheriff’s Department for the provision of emergency backup services, but the two agencies do not currently share any facilities and would not share any facilities in the future.

The potential expansion or utilization of upcoming substations, including the one under consideration for placement at the Imperial Valley Mall, will depend on the establishment of shared facilities or partnerships.

Phasing
Table 4.4-4 below shows the numbers of sworn officers, non-sworn personnel, and patrol cars that would be required to meet the staffing and patrol vehicles goals pursuant to projected population increase through the 2035 planning horizon.

Table 4.4-4 Police Demand
Year Population Officers Non-Sworn Patrol Cars
2025 47,769 84 42 42
2030 50,513 88 44 44
2035 52,009 92 46 46

El Centro Service Area Plan Section 4.4 – Law Enforcement Facilities December 2024 Page 78
As development occurs in the northern portion of the City and the City SOI, the City will open a substation in a central northern location to serve additional development in this area. As development occurs in the southern portion of the City and the City SOI, the City will consider developing a station or substation to serve additional development in this area.

III. Mitigation
In order for the City to assure adequate law enforcement service within its boundaries as development continues within the City boundaries and within the SOI, the City will implement the following measures.
• Continue the periodic review of number of calls and response times to determine the adequacy of existing service and any need for improvement or additional resources. • In conformance with General Plan Public Facilities Policy 4.1, continue the periodic review of personnel, vehicles and equipment, and facilities to determine the adequacy of existing service and any need for additional resources.
• Design and implement a year-long workload monitoring program to determine the adequacy of the existing staffing standard of 1.75 sworn officers per 1,000 residents and to have a minimum of five police personnel on duty, including four responding officers and one supervising sergeant at any given period throughout the day and night. The monitoring program should analyze and measure the actual workload of sworn officers, including chiefs, commanders, sergeants and patrol officers for each on-duty period or shift. In addition to reviewing the number of calls and response times that are currently tracked, the monitoring program should be designed to measure amount of time that an officer is able to spend on discretionary patrol time while not responding to calls for service and mandatory administrative activities. Discretionary patrol time allows officers to make selfinitiated stops to investigate suspicious activity when observed, talk with citizens to recommend crime prevention measures when appropriate and act as a deterrent to crime by just being visible on patrol.
• The monitoring program should be used to evaluate the following;  response time goals for calls for emergency service,
 percentage of discretionary patrol time per shift and per year,  use of overtime to backfill minimum staffing slots due to personnel vacancies or personnel who are on various types of leave,
 ability to cover the absence of one shift worker without requiring overtime,  need to use budgeted overtime to cover staff vacancies when needed. • The monitoring program should be used to make adjustments to staffing levels that allow patrol officers to use 40% of their time for discretionary patrol time on their various shifts based on actual measured workloads.
• Pursue additional finances to fund ECPD personnel, equipment, and vehicles.

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• Obtain additional sworn personnel, non-sworn personnel, and vehicles to meet the existing and future deficit of officers identified according to the workload monitoring program. • Continue to promote the volunteer officer program to aid in meeting staffing needs. • When the ECPD is able to acquire additional personnel, the traffic enforcement unit will be instated. Implementing the traffic unit would require the ECPD to acquire additional vehicles.
• Identify land in the northern portion of the City SOI for an additional station or substation to accommodate anticipated development. Adequate staffing must be available in order to open such a station.
• Identify land in the southern portion of the City SOI for an additional station or substation to accommodate anticipated development. Adequate staffing must be available in order to open such a station.
• Review existing development impact fees for ECPD 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.

IV. Financing
Current Funding
Funding for law enforcement is derived from many funding sources. They 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 part of the revenue, the City receives Proposition 172 public safety tax revenue based on sales tax receipts, as well 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. The 2019 User Fee Study provided updated metrics and mechanisms for structuring User Fees based on CPI. 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.

The ECPD was awarded a $50,000 grant aimed at deterring unsafe behaviors and enhancing road safety. This funding supported increased patrols, DUI checkpoints, distracted driving enforcement, and targeted efforts to address dangerous driver behaviors. The grant also facilitated community presentations on traffic safety issues and collaborative enforcement initiatives with neighboring agencies. Officer training in Standard Field Sobriety Test (SFST), Advanced Roadside Impaired Driving Enforcement (ARIDE), and Drug Recognition Expert (DRE) is part of the program.

Running until September 2023, this initiative was funded by a grant from the California Office of Traffic Safety through the National Highway Traffic Safety Administration.

El Centro Service Area Plan Section 4.4 – Law Enforcement Facilities December 2024 Page 80
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 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 is 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.

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.

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: The California Department of Justice offers grants to law enforcement agencies for programs related to criminal justice, public safety, and victim services.

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California Office of Emergency Services (Cal OES) Grants: Cal OES provides grants to support emergency preparedness, response, and recovery efforts. Law enforcement agencies may access funding for equipment, training, and resources to enhance their capabilities during emergencies.

Edward Byrne Memorial Justice Assistance Grant (JAG): Administered by the U.S. Department of Justice, JAG grants provide funding to state and local law enforcement agencies to support a variety of initiatives, including equipment purchase, technology upgrades, and community programs.

Community Oriented Policing Services (COPS) Grants: The COPS program offers grants to law enforcement agencies to hire additional officers, enhance community policing efforts, and address specific public safety challenges.

California Traffic Safety Grants: Grants from the California Office of Traffic Safety (OTS) support law enforcement efforts to improve traffic safety. Funding may be allocated for DUI enforcement, distracted driving programs, and initiatives targeting specific traffic safety issues.

California Community Foundation Grants: Private foundations in California, such as the California Community Foundation, may offer grants to law enforcement agencies for community-oriented projects and programs.

California Endowment Grants: The California Endowment provides grants that focus on improving community health and well-being. Law enforcement agencies may access funding for initiatives that contribute to overall community safety.

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4.5 Library Facilities
The City owns and operates the El Centro Public Library system. This system includes one main library and one satellite facility that is open to the public which is used by a broad spectrum of community members. Services provided by the library include circulation of library materials such as books, magazines and audio/visual materials. Additional services include computer/internet access; reference service; shut-in service; inter-library loans; photo copy machines; tutoring programs; digital books; and income tax services for residents. With an El Centro Public Library card, users can access various databases from home and print items for free.

The El Centro Public Library also offers a robust selection of children's services. Materials available include picture books, early reader books, chapter books and novels across both fiction and non-fiction genres. The library also provides children's DVDs, read-along kits, and weekly story time sessions for preschool-aged children. Every year, the library hosts a Summer Reading Program centered around creative themes and activities to encourage children to continue growing their literacy skills while classes are not in session. The mission of the El Centro Library is to provide quality materials, programs, and access to current technology to meet the educational, informational, cultural, and recreational needs of the diverse local community.

I. Performance Standard
The Local Agency Formation Commission (LAFCo) requires that the library facilities section of the SAP maintain a performance standard measured in demand for square feet (sf). The performance standard for the City is a range of 300 to 600 sf of library facility space per 1,000 residents (0.30 to 0.60 sf of library facility space per capita). This standard is based on the current total square footage of library facilities and population and is consistent with the American Library Association’s (ALA) previous recommendation of 500 to 600 sf of library space per 1,000 residents.

The range provides the City flexibility in addressing current and future facility needs while considering changing demographics and increasing influence of technology. It should be noted however, that the ALA no longer sets quantitative, prescriptive standards for square footage and focuses instead on processes to develop outcome-based measures for libraries based on each community’s needs.

The performance standard for the number of volumes is a range of 2,500 to 2,750 per 1,000 residents (2.5 to 2.75 volumes per capita).

The performance standard for the number of public-access computers is 0.50 computers per 1,000 residents.

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II. Facility Planning and Adequacy Analysis
Inventory of Existing and Approved Facilities
The City maintains the Main Branch of the El Centro Public Library, which is located at 1198 N.

Imperial Avenue. The Main Branch of the public library held its grand opening November 14th, 2022 and comprised a 19,811 sf building area. The new library features a 1,000 sf lobby that can be entered from both the front road and the parking lot, facilitating access for both patron vehicles and public transportation. On opposite sides of the building are two (2) outdoor, shaded courtyards:
a 500 sf reading patio with access from the adult area and homework center, and a 1,600 sf patio that serves as overflow space from the community rooms.

The newly constructed library provides an array of available amenities designed to empower community enrichment for residents of all ages and needs. There are two (2) study rooms that accommodate 12-24 people, a designated teen room and four (4) study pods assigned for individual study. The facilities are intended for educational, informational, and training purposes. Two large community rooms are separated by a removable divider, one fitting 234 people and the other 232, which together can hold 466 people. These spaces are suitable for and available to host public events for the El Centro community.

The library consists of approximately 52,351 volumes including 50,767 books, 41 magazines, and 1,543 audio/visual materials, For public use, 15 computers are available for internet access or general word processing uses. The library employs a total of eight (8) full time permanent positions and two (2) temporary positions. In 2023, the City of El Centro hired a new library director who holds a Master’s Degree in Library and Information Science.

The City also offers a Satellite Library Branch at the El Centro Community Center at 375 South First Street. The branch, comprised of 1,008 sf, holds a collection of 1,032 volumes and four (4) computers. Available amenities and materials include computer areas, printing services, audiobooks, books, a children’s area, study table and a couch to relax and do homework. The branch is staffed by one full-time employee.

In Summer of 2023, the Satellite Library Branch underwent renovations and improvements including: review and replacement of the older book inventory with new materials; an upgrade to the children's area; installation of new, modern furniture; and the addition of a large exterior sign for improved public visibility.

Adequacy of Existing Facilities
El Centro Public Library facility opened to the public on November 10, 2022. The previous library structure was damaged in a 2010 earthquake and was demolished in 2016. Funding for the $17 million replacement building was provided through Measure P, approved by voters in 2016. Upon its completion, the modern new library earned top honors from the San Diego-Imperial chapter of the American Public Works Association for excellence in design and construction for public works projects. The design team incorporated sustainable strategies such as optimized building insulation, high-performance glazing, and energy-efficient mechanical and lighting systems.

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Based on the performance standard and existing population of 44,322 residents, the existing library facilities should be approximately between 13,300 and 26,600 sf to be considered adequate. With existing library facilities totaling 20,819 sf, the current capacity falls within the adequacy range calculated based on performance standards and resident population.

Considering the population and performance standard of 2.5-2.75 volumes per resident, the adequacy range for library facilities is between 110,805 to 121,885 volumes. With 53,383 volumes, the library's current collection falls short of the expected adequate range based on population and industry standards. It's worth considering whether this standard remains valid in the context of the increasing prevalence of online books.

For the existing resident population, performance standards would call for provision of 22 computers. With 19 public computers available between the main library and satellite branch, existing facilities are slightly inadequate in terms of number of computer stations. Adding a few more would help meet best practice recommendations for their population size.

According to library staff, there is a lack of storage, and need for three (3) temporary Library Pages, one temporary Custodian and a full time Children’s Librarian to adequately service the community’s needs.

Future Demand for Facilities
Increased development within the City boundaries and the SOI will present an increased demand on the personnel, services, and facilities of the public library. According to population projections the City is expected to increase from 44,322 to 52,009 residents by 2035. This growth will present the need for additional volumes, computers and personnel. Currently, El Centro's library facilities total 20,819 sf, while projections estimate a need for 15,600 to 31,200 sf for adequate service by 2035 based on population growth. The existing 53,383 volumes are lower than the called for 130,000 to 143,000 volumes in 2035. With 19 public computers, technology access lags behind the expected inventory of 26 computers in 2035.

Despite not having formal performance standards for library personnel, the City will require additional staff to align service capacity with projected demands by 2035. Given the community's strengthening identity as an educational hub, substantial resident population growth is expected to drive heightened utilization of library resources for learning, skill-building and training opportunities.

Opportunities for Shared Facilities
The El Centro Public Library features versatile community gathering spaces that provide expanded potential to inform and engage local residents through public programming. The library's community rooms have the meeting space, seating capacity and supporting amenities to readily host everything from municipal meetings to classes and cultural events. Similarly, the library's study rooms allow hands-on, technology-infused teaching and training tailored to smaller groups.

These spaces feature technology access, display monitors and program-oriented seating layouts.

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By coordinating schedules around core library hours, the community rooms and study spaces can become neighborhood hubs for civic engagement, community enrichment and informational sessions through public gatherings. Their central location coupled with accessibility to all residents enables delivering educational enrichment and purposeful programming.

Phasing
In analyzing future library resource needs, expansion of physical space is less urgent relative to other priorities. Given existing infrastructure already falls within adequacy guidelines for projected population growth through 2035, focusing on growing the library's inventory of material volumes and public computer access should take precedence as more cost-feasible, impactful upgrades.

Supplementing staffing levels will also prove vital not only toward meeting baseline service standards now but also sustaining quality patron experiences moving forward. Even without major structural changes, heightened demands from increased circulation, programming, computer usage and foot traffic from community growth will tax current personnel. Budgeting phased additions of specialized librarians, support staff and even part-time positions can make handling present needs and future expansions in traditional mediums and emerging offerings viable.

III. Mitigation
In order for the City to provide its residents adequate library services and to assure that the library system is sufficiently expanded to accommodate growth within the City and the boundaries of the SOI, the City will implement the following measures.
• Continue to periodically review the facilities and personnel of the El Centro Public Library system through the preparation of annual reports. Such review will identify staffing and budgetary concerns as City growth continues to increase the demand on library facilities and staff. Such review should also involve research and coordination with organizations such as the American Library Association, who have numerous resources and guidelines on the library facility, staff, the library’s collection, and technology. • Continue to utilize General Fund revenue as the primary source of financing for the El Centro Public Library System. Review allocation of General Fund finances in light of State recommendation that local libraries receive five percent of local general fund resources. • Continue to apply for all possible library funding opportunities from the State. Re-apply for certification in the State Public Library Fund program when funds are allocated. • Review existing development impact fees for library services, identify necessary improvement to the current fee structure, and implement revised fee structure. • Continue to accept donations of money and supplies as a means of augmenting library services while conserving allocated finances.

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IV. Financing
Current Funding
The General Fund is used to account for all revenues and expenditures necessary to carry out the 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.

Measure P: The construction of El Centro's new $17 million public library facility was made financially achievable as a result of pivotal funding from the voter-approved Measure P. Passed in November 2016, Measure P allocated portions of a local transactions and use tax for funding allocated toward maintaining City services and facilities, including police, fire protection, library, parks and recreation, senior programs, street maintenance and facility improvements.

California Library Literacy Services (CLLS): CLLS is a program of the California State Library.

It is supported by funds from the State of California, provided through the California Library Literacy and English Acquisition Service Program, and by local contributions to individual literacy programs. The Literacy Initiatives program is supported in whole or in part by the U.S. Institute of Museum and Library Services under the provisions of the Library Services and Technology Act, administered in California by the State Librarian. 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.

California State Library Fund: El Centro Public Library pursues California State Library Fund ZIP grants which support the innovative 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.

User Fees: 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 library also accepts private donations material and funding grants to offset the costs of operation and to implement improvement projects.

Cost Avoidance Opportunities
Through inter-library loan programs, the library shares resources with other libraries in the region which keep costs low while providing acceptable services to City residents. The library offers an e-book service for customers to download digital copies of reading materials. The library also offers an innovative service called ZIP Books where patrons can request books that are not currently in the library's catalog. The library will order the requested title online and have it shipped