AGENDA
Garden Grove City Council
Tuesday, September 23, 2025
6:30 PM
Community Meeting Center
11300 Stanford Avenue
Garden Grove, California 92840
Stephanie Klopfenstein
Mayor
Joe DoVinh
Mayor Pro Tem – District 4
George S. Brietigam
Council Member – District 1
Phillip Nguyen
Council Member – District 2
Cindy Tran
Council Member – District 3
Yesenia Muñeton
Council Member – District 5
Ariana Arestegui
Council Member – District 6
Meeting Assistance: Any person requiring auxiliary aids and services, due to a disability, to address the City Council, should contact the City Clerk's Office 72 hours prior to the meeting to arrange for accommodations. Phone: (714) 741-5040.
Agenda Item Descriptions: Are intended to give a brief, general description of the item. The City Council may take legislative action deemed appropriate with respect to the item and is not limited to the recommended action indicated in staff reports or the agenda.
Documents/Writings: Any revised or additional documents/writings related to an item on the agenda distributed to all or a majority of the Council Members within 72 hours of a meeting, are made available for public inspection at the same time (1) in the City Clerk's Office at 11222 Acacia Parkway, Garden Grove, CA 92840, during normal business hours; (2) on the City's website as an attachment to the City Council meeting agenda; and (3) at the Council Chamber at the time of the meeting.
Public Comments: Members of the public who attend the meeting in -person and would like to address the City Council are requested to complete a pink speaker card indicating their name and address, and identifying the subject matter they wish to address. This card should be given to the City Clerk before the meeting begins. General comments are made during "Oral Communications" and should be limited to matters under consideration and/or what the City Council has jurisdiction over. Persons wishing to address the City Council regarding a Public Hear ing matter will be called to the podium at the time the matter is being considered.
Manner of Addressing the City Council: After being called by the Mayor, you may approach the podium, it is requested that you state your name for the record, and proceed to address the City Council. All remarks and questions should be addressed to the City Council as a whole and not to individual Council Members or staff members. Any person making impertinent, slanderous, or profane remarks or who becomes boisterous while addressing the City Council shall be called to order by the Mayor. If such conduct continues, the Mayor may order the person barred from addressing the City Council any further during that meeting.
Time Limitation: When any group of persons wishes to address the City Council on the same subject matter, the Mayor may request a spokesperson be chosen to represent the group, so as to avoid unnecessary repetition. At the City Council's discretion, a limit on the total amount of time for public comments during Oral Communications and/or a further limit on the time allotted to each speaker during Oral Communications may be set.
PLEASE SILENCE YOUR CELL PHONES DURING THE MEETING.
1
AGENDA
ROLL CALL: COUNCIL MEMBER BRIETIGAM, COUNCIL MEMBER NGUYEN, COUNCIL MEMBER TRAN, COUNCIL MEMBER MUÑETON, COUNCIL MEMBER ARESTEGUI, MAYOR PRO
TEM DOVINH, MAYOR KLOPFENSTEIN
INVOCATION
PLEDGE OF ALLEGIANCE TO THE FLAG OF THE UNITED STATES OF AMERICA
PRESENTATIONS
1. Community Spotlight in recognition of the Garden Grove Unified School District for winning the 68th Annual CASTO School Bus Safety Roadeo.
[Item 345/2025]
2. Legislative update from Orange County Supervisor Janet Nguyen, First District.
[Item 349/2025]
ORAL COMMUNICATIONS (TO BE HELD SIMULTANEOUSLY WITH OTHER
LEGISLATIVE BODIES)
RECESS
CONDUCT OTHER LEGISLATIVE BODIES' BUSINESS
RECONVENE
CONSENT ITEMS (WILL BE ACTED ON SIMULTANEOUSLY WITH ONE MOTION
UNLESS SEPARATE DISCUSSION AND/OR ACTION IS REQUESTED BY A
COUNCIL MEMBER)
3. Adoption of a Proclamation recognizing September as National Service Dog Month. (Action Item)
[Item 344/2025]
4. Adoption of a Proclamation designating October 5th through October 11th, 2025, as Fire Prevention Week. (Action Item)
[Item 335/2025]
5. Adoption of a Proclamation recognizing October as Domestic Violence Awareness Month. (Action Item)
[Item 347/2025]
6. Adoption of a Proclamation recognizing October as Pregnancy and Infant Loss Awareness Month. (Action Item) [Item 336/2025]
2
7. Approval of out-of-state travel for Council members to participate in a Water Inspection Trip with the Municipal Water District of Orange County (MWDOC). (Action Item)
[Item 355/2025]
8. Award a contract to Bucknam Infrastructure Group, Inc. to provide a City-wide Pavement Management Program for Fiscal Year 2025/26 – 2029/30. (Cost: Not to exceed: $133,166)(Action Item)
[Item 343/2025]
9. Authorization to amend an existing emergency purchase order with General Pump Company for water well casing thickness evaluation and pump testing for Well No.
26. (Cost: $70,123)(Action Item)
[Item 333/2025]
10. Authorization for the issuance of a purchase order to Advanced Healthstyles Fitness Equipment, dba Advanced Exercise to purchase fitness equipment for the Police Department. (Cost: $67,529.29)(Action Item)
[Item 329/2025]
11. Receive and file warrants. (Action Item)
[Item 351/2025]
12. Approval to waive full reading of ordinances listed. (Action Item)
[Item 361/2025]
PUBLIC HEARINGS (MOTION TO APPROVE WILL INCLUDE ADOPTION OF EACH
RESOLUTION UNLESS OTHERWISE STATED)
13. Acceptance of Fiscal Year 2024-25 Consolidated Annual Performance and Evaluation Report. (Action Item)
[Item 337/2025]
14. Introduction and first reading of an an Ordinance approving Zoning Text Amendment No. A-045-2025 to amend Title 9 of the Garden Grove Municipal Code (GGMC) to add definitions, special operating conditions, and parking standards to allow Substance Abuse Treatment Centers as a conditionally permitted use for properties zoned M-1 (Limited Industrial)
Entitled: AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF GARDEN GROVE
AMENDING PROVISIONS OF THE LAND USE CODE RELATING TO SUBSTANCE ABUSE TREATMENT CENTERS. (Action Item)
[Item 309/2025]
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ITEMS FOR CONSIDERATION
15. Authorization for the issuance of purchase orders to Motorola, AT&T, Talley, and Goserco Inc. to build out the new Emergency Communications Center as part of the public safety facility. (Cost: $1,423,200) (Action Item)
[Item 324/2025]
MATTERS FROM THE MAYOR, CITY COUNCIL MEMBERS AND CITY MANAGER
16. Discussion on adopting a Proclamation recognizing October as Breast Cancer Awareness Month as requested by Mayor Klopfenstein.
[Item 346/2025]
ADJOURNMENT
The next Regular Meeting is scheduled for Tuesday, October 14, 2025, at 5:30 p.m. in the Community Meeting Center, 11300 Stanford Avenue, Garden Grove, California, 92840.
Happy Birthday Council Member Brietigam!
4 Item 344/2025
Final
City of Garden Grove
INTER-DEPARTMENT MEMORANDUM
To:
Lisa L. Kim From: Lizabeth Vasquez
Dept:
City Manager Dept: City Clerk
Date: 9/23/2025
Subject: Adoption of a Proclamation recognizing September as National Service Dog Month. (Action Item)
OBJECTIVE
For the City Council to adopt a Proclamation recognizing September as National Service Dog Month.
BACKGROUND/DISCUSSION
National Service Dog Month is celebrated every September to recognize the vital role service dogs play in the lives of people with disabilities and to highlight the importance of supporting organizations that train and advocate for these animal companions. In support of such advocacy, at the September 9, 2025 City Council meeting, Mayor Klopfenstein introduced a Proclamation recognizing September as National Service Dog Month in Garden Grove, which was approved by the City Council to be adopted at a subsequent meeting.
FINANCIAL IMPACT
There is no financial impact.
RECOMMENDATION
It is recommended that the City Council:
Adopt a Proclamation recognizing September as National Service Dog Month
ATTACHMENT(S)
1. Proclamation
5 Proclamation
September as National Service Dog Month
WHEREAS, We believe in the joyful, transformative power of the human- canine bond and inclusivity of all citizens;
WHEREAS, In the United States, 70 million adults have a disability and only 16,000 service dogs from accredited training programs exist nationwide and the need is growing;
WHEREAS, Canine Companions created the service dog for people with physical disabilities 50 years ago in 1975, creating a new kind of support for disability;
WHEREAS, Canine Companions is a nonprofit organization that enhances the lives of people with disabilities by providing expertly-trained service dogs and ongoing support to ensure quality partnerships, free of charge;
WHEREAS, Canine Companions and their servic e dogs empower people with disabilities to lead life with greater independence by providing best- in- class training, ongoing follow up services and a deeply committed community of support;
WHEREAS, National Service Dog Month aims to educate our community about the benefits of service dogs and the laws protecting their handlers;
WHEREAS, The City of Garden Grove, California continues to work toward becoming an inclusive community in which all citizens, and their tra ined service dogs, are embraced.
NOW, THEREFORE, the Garden Grove City Council does hereby proclaim September 2025 as National Service Dog Month in recognition of service dogs and the adults and children with disabilities in our community ; and, encourage all citizens to celebrate service dogs and be respectful of the rights to safe access in our community afforded to the adults, children and veterans who lead more independent lives because of their assistance.
September 23, 2025
6 Item 335/2025
Final
City of Garden Grove
INTER-DEPARTMENT MEMORANDUM
To:
Lisa L. Kim From: Chief Covey
Dept:
City Manager Dept: OCFA
Date: 9/23/2025
Subject: Adoption of a Proclamation designating October 5th through October 11th, 2025, as Fire Prevention Week. (Action Item)
OBJECTIVE
For the City Council to approve the proclamation designating October 5-11, 2025, as Fire Prevention Week.
BACKGROUND/DISCUSSION
Since 1922, there has been a public observance of Fire Prevention Week. In 1925, President Calvin Coolidge proclaimed Fire Prevention Week a national observance, making it the longest-running public health observance in the country. During Fire Prevention Week, children and adults learn how to prevent fires and what safeguards to take if a fire starts.
Firefighters and community educators provide lifesaving public education to prevent fires from starting and drastically decrease injuries and casualties caused by fires.
Fire Prevention Week is observed each year during the week of October 9th in commemoration of the Great Chicago Fire, which began on October 8, 1871, and caused devastating loss of life and damage. This horrific blaze killed more than 250 people, left 100,000 homeless, destroyed more than 17,400 structures, and burned more than 2,000 acres of land.
This year, Fire Prevention Week will be observed October 5-11, 2025. This year’s campaign, “Charge into Fire Safety: Lithium -Ion Batteries in Your Home” strives t o educate everyone about how to buy, charge, and dispose of them safely. We encourage Orange County residents to check their alarm systems and to support the public safety activities and efforts during Fire Prevention Week.
FINANCIAL IMPACT
There is no financial impact.
7 Item 335/2025
RECOMMENDATION
It is recommended that the City Council:
Adopt the attached Proclamation designating October 5-11, 2025, as Fire Prevention Week in Garden Grove.
ATTACHMENT
Proclamation
8 Proclamation
Fire Prevention Week
WHEREAS, lithium-ion batteries are increasingly used in everyday devices such as smartphones, tablets, laptops, e -cigarettes, e-bikes, power tools, and kids toys, making them a common presence in homes and workplaces; and
WHEREAS, lithium-ion battery fires can spread rapidly, release toxic gases, and are difficult to extinguish, creating unique dangers for both residents and first responders; and
WHEREAS, proper handling, storage, and disposal of lithium -ion batteries, along with public awareness of safe charging practices, can greatly reduce the risk of fires and injuries; and
WHEREAS, Orange County residents are responsive to public education and outreach measures and can take personal steps to increase their safety from fire, especially in their homes; and
WHEREAS, the 2025 Fire Prevention Week theme, “Charge into Fire Safety:
Lithium-Ion Batteries in Your Home” strives to educate everyone about how to buy, charge, and dispose of them safely.
NOW, THEREFORE BE IT RESOLVED , that the Garden Grove City Council does hereby declare October 5-11, 2025, as “Fire Prevention Week” and urge Orange County residents to practice safe lithium-ion battery habits. Only buy products that meet safety standards ; c harge devices safely ; dispose and recycle batteries responsibly; and support the many public safety activities and efforts of Orange County Fire Authority during Fire Prevention Week 2025.
September 23, 2025
9 Item 347/2025
Final
City of Garden Grove
INTER-DEPARTMENT MEMORANDUM
To:
Lisa L. Kim From: Lizabeth Vasquez
Dept:
City Manager Dept: City Clerk
Date: 9/23/2025
Subject: Adoption of a Proclamation recognizing October 2025 as Domestic Violence Awareness Month. (Action Item)
OBJECTIVE
For the City Council to adopt a Proclamation recognizing October as Domestic Violence Awareness Month.
BACKGROUND/DISCUSSION
Since 2020, the City Council has annually adopted a Proclamation recognizing October as Domestic Violence Awareness Month (DVAM). This year’s DVAM campaign is “With Survivors, Always.” This theme allows communities to explore what it mean s to be in partnership with survivors and work towards safety, support and solidarity.
During Domestic Violence Awareness Month (DVAM) serves as an opportunity to raise awareness for survivors of abuse and their loved ones , victim advocates, and allied professionals. Communities come together through various events to mourn the lives lost to domestic violence, but also to celebrate the progress that has been made to end this epidemic. Adoption of an annual Proclamation validates the support of the City Council to bring awareness to the community and foster empathy for those suffering.
FINANCIAL IMPACT
There is no financial impact.
RECOMMENDATION
It is recommended that the City Council:
Adopt a Proclamation recognizing October as Domestic Violence Awareness Month.
ATTACHMENT
Proclamation
10 Proclamation
Domestic Violence Awareness Month - October 2025
WHEREAS, October is annually recognized as National Domestic Violence Awareness Month;
WHEREAS, domestic violence knows no boundaries and affects women, men and children of every age, background and belief;
WHEREAS, domestic violence weakens the foundation of our community and impacts the lives of families and future generations;
WHEREAS, stopping the cycle of violence requires not only the strength and courage of survivors, but also the support and involvement of all members of the community;
WHEREAS, domestic violence programs in California provide essential, lifesaving services for survivors, their children, and communities; WHEREAS, Domestic Violence Awareness Month provides an opportunity for citizens to learn about preventing domestic violence and show support for the numerous organizations and individuals who provide critical advocacy, services, and assistance to victims; and
WHEREAS, during Domestic Violence Awareness Month we reaffirm our dedication to working together to end domestic violence.
NOW, THEREFORE, the Garden Grove City Council, does hereby proclaim October 2025, as Domestic Violence Awareness Month and urge the residents of our community to work together towards safety, support, and solidarity to eliminate domestic violence from our community.
September 23, 2025
11 Item 336/2025
Final
City of Garden Grove
INTER-DEPARTMENT MEMORANDUM
To:
Lisa L. Kim From: Lizabeth Vasquez
Dept:
City Manager Dept: City Clerk
Date: 9/23/2025
Subject: Adoption of a Proclamation recognizing October as Pregnancy and Infant Loss Awareness Month. (Action Item)
OBJECTIVE
For the City Council to adopt a Proclamation recognizing October as Pregnancy and Infant Loss Awareness Month.
BACKGROUND/DISCUSSION
Beginning in 2022, and annually thereafter, the City Council has adopted a Proclamation recognizing October as Pregnancy and Infant Loss Awareness Month to promote greater awareness and supp ort for the estimated 1 in 4 individuals and families whose lives are irrevocably altered by the death of their children during pregnancy, at birth, and in infancy.
Advocates believe that a formalized day of observation increases public awareness and promotes greater research and understanding to aide in the creation and establishment of programs, resources and services to support and provide assistance to survivors of infant loss and their families.
FINANCIAL IMPACT
There is no financial impact.
RECOMMENDATION
It is recommended that the City Council:
Adopt a Proclamation recognizing October as Pregnancy and Infant Loss Awareness Month.
ATTACHMENT
1. Proclamation
12 Proclamation
October as Pregnancy and Infant Loss Awareness Month
WHEREAS, Tens of thousands of families across the United States experience Pregnancy and Infant Loss; and
WHEREAS, this devastating tragedy often occurs suddenly, without warning, as a result of miscarriage, stillbirth, preterm birth, Sudden Infant Death Syndrome (SIDS), accident, or other causes or complications; and WHEREAS, Pregnancy and infant loss is a common experience that has historically been complicated by broadly applied soci al and cultural taboos to stay silent, a condition that the World Health Organization advocates reversing in favor of open expression; and
WHEREAS, the City of Garden Grove wishes to acknowledge the profound grief experienced by families who suffer the death of a baby; and WHEREAS, even the shortest of lives are valuable and the grief of those who mourn the loss of these lives should not be trivialized or stigmatized; WHEREAS, the 15th day of October is recognized as a day of remembrance and awareness of pregnancy and infant loss;
WHEREAS, recognizing Pregnancy and Infant Loss Remembrance Day and Month is an opportunity to increase awareness, promote research and greater understanding, and provide community to those who have experienced pregnancy or infant loss; and
WHEREAS, a month of remembrance honors the lives of children taken far too soon and supports grieving parents, grandparents, siblings and other family members whose lives are forever altered by the heartbreak of losing a child.
NOW, THEREFORE, the Garden Grove City Council does proclaim October as Pregnancy and Infant Loss Awareness Month in Garden Grove , and encourages individuals and communities to meet the needs of bereaved mothers, fathers, and family members.
September 23, 2025
13 Item 355/2025
Final
City of Garden Grove
INTER-DEPARTMENT MEMORANDUM
To:
Lisa L. Kim From: Matthew West
Dept:
City Manager Dept: City Manager
Date: 9/23/2025
Subject: Approval of out-of-state travel for Council members to participate in a Water Inspection Trip with the Municipal Water District of Orange County (MWDOC). (Action Item)
OBJECTIVE
For the City Council to approve overnight travel for Council members to participate in a Water Inspection Trip of the Hoover Dam and Colorado River Aqueduct with the Municipal Water District of Orange County.
BACKGROUND
Each year, local, county, and state elected officials, community and business leaders, educators, and industry professionals are invited to participate in inspection trips to major water facilities across California. Hosted by the Municipal Water District of Southern California and the Municipal Water District of Orange County, these hands-on tours offer a behind-the- scenes look at the challenges of water supply, water quality, conservation, and more. These inspection trips are engineered to educate community leaders and stakeholders about the planning and procurement of our water supply and the significant issues involved in the delivery and management of this vital resource.
DISCUSSION
The MWDOC Water Inspection Trip to the Hoover Dam and Colorado River Aqueduct will take place from October 2 -4, 2025, and will provide education on California’s extensive water supply system, including water treatment plants, pumping stations, reservoirs, aqueducts, and water reclamation plants.
FINANCIAL IMPACT
There is no financial impact as the trip is paid for by Metropolitan Water District of Southern California.
14 Item 355/2025
RECOMMENDATION
It is recommended that the City Council:
Approve out-of-state travel for Council members to participate in a Water Inspection Trip to the Hoover Dam and Colorado River Aqueduct with the Municipal Water District of Orange County (MWDOC) from October 2-4, 2025.
By: Shawn Park, Assistant to the City Manager
15 Item 343/2025
Final
City of Garden Grove
INTER-DEPARTMENT MEMORANDUM
To:
Lisa L. Kim From: William E. Murray
Dept:
City Manager Dept: Public Works
Date: 9/23/2025
Subject: Award a contract to Bucknam Infrastructure Group, Inc. to provide a City-wide Pavement Management Program for Fiscal Year 2025/26 – 2029/30. (Cost: Not to exceed: $133,166)(Action Item)
OBJECTIVE
For City Council to award a contract to Bucknam Infrastructure Group, Inc. to collect, update, and manage road condition data for the City-wide Pavement Management Program (PMP) for Fiscal Years 2025/26 to 2029/30.
BACKGROUND
The Engineering Division and Street Division of Public Works utilize a PMP to determine maintenance needs for the City’s network of arterial and local streets. A major requirement of the PMP is to generate condition assessment of the City’s street network. Arterial streets, collector streets, and residential streets are surveyed for quantity and severity of different types of pavement distresses. These measurements help determine the condition of the streets and prioritize the road rehabilitation and maintenance required.
DISCUSSION
The City of Garden Grove’s entire street network consists of about 360 centerline miles of road totalling a near 67 million square feet of flexible pavements. MPAH/arterial streets comprise approximately 16 million square feet . Local streets which include collector and residential, comprise approximately 51 million square feet.
The Measure M2 program allocates tax revenues to specific OCTA improvement projects including freeways, local streets & roads, and transit areas. In order to continue receiving Measure M2 funding , a pavement inventory, assessment and projected rehabilitation or replacement data must be collected and submitted to OCTA every two (2) years. Collection of our street condition data is a critical step in qualifying for grant funds from OCTA and is necessary in the setting of projected maintenance priorities and strategies.
The proposed contract provides for the preparation of a pavement evaluation and provide a PMP report to OCTA every two years. The report will be in conformance with the OCTA 16 Item 343/2025
Countywide Pavement Management Plan Guideline dated April 2025 (or latest edition during the terms of agreement).
Public Works invited qualified firms to submit written proposals to provide PMP services. The following firms responded to the City’s request for proposals:
Bucknam Infrastructure Group (Bucknam)
GMU Pavement Engineering (GMU)
Nichols Consulting Engineers (NCE)
The proposals were evaluated by Engineering staff from Public Works. The selection process is based on experience of the firm on similar projects, qualifications of the team , firm’s knowledge and understanding of the project, availability, and customer service experience provided by their respective references . Based on the tallied scores from the three evaluators and a second round interview evaluation process, B ucknam was determined as the most qualified firm.
The term of this service agreement will be for a period of four (4) years from full execution of agreement, with option to extend said agreement in FY 29/30 for an additional two years, for a total performance period of six (6) years. No work will be performed in FY 26/27 and 28/29. Bucknam submitted their fee proposal that was reviewed and evaluated by Public Works for a price breakdown of $44,388.67 per biennial cycle.
The anticipated contract schedule is as follows:
Award signed contract - October 14, 2025
Notice to Proceed - October 20, 2025
End of the 5-year contract - October 20, 2030
FINANCIAL IMPACT
This Professional Services Agreement will have a six year term with a total not to exceed amount of $133,166. Costs will be incurred at a rate of $44,388.67 per biennial cycle for work completed in FY25/26, FY27/28, and FY29/30.
Funding is available for this project in the Public Works Department’s existing general fund budget.
RECOMMENDATION
It is recommended that the City Council:
Award a contract to Bucknam Infrastructure Group Inc., in the amount not to exceed $133,166 ($44,388.67 biennial ly for Fiscal Years 2025/26 t hrough 2029/30), to collect, update, and manage road condition data for the City-wide Pavement Management Program (PMP); and
17 Item 343/2025
Authorize the City Manager, or designee, to execute the agreement, execute amendments for optional years as recommended by staff , and make minor modifications as appropriate thereto, on behalf of the City.
By: Mark Uphus, P.E.
Sr. Civil Engineer
ATTACHMENT(S)
1. Agreement
2. Consultant Proposal
18 CONSULTANT AGREEMENT
THIS AGREEMENT is made this 23rd day of September 2025, by the CITY OF GARDEN GROVE, a municipal corporation, (“CITY”), and BUCKNAM INFRASTRUCTURE GROUP, INC., a California Corporation (‘‘CONSULTANT”).
RECITALS
The following recitals are a substantive part of this Agreement:
1. This Agreement is entered into pursuant to Garden Grove Council authorization dated September 23, 2025.
2. CITY desires to utilize th e services of CONSULTANT to provide On-Call Construction Inspection Services.
3. CONSULTANT is qualified by virtue of experience, training, education and expertise to accomplish services.
AGREEMENT
THE PARTIES MUTUALLY AGREE AS FOLLOWS:
1. Term of Agreement: The term of the agreement shall be for a period of four (4) year s from the date of the agreement, with an option to extend said agreement an additional two (2) years, for a total performance period of six (6) years. This agreement may be term inated by the City without cause. In such event, the City will compensate Contractor for work performed to date in accordance with proposal which is attached as Attachment A as is hereby incorporated by reference. Contractor is required to present evidence to support work performed.
2. Services to be Provided: The services to be performed by CONSULTANT shall consist of the services as further specified in CONSULTANT’S proposa l attached hereto as Exhibit “A” and incorporated herein by reference. CONSULTANT agrees that is provision of Services under this agreement shall be within accepted accordance with customary and usual practices in CONSULTANT’S profession. By executing this Agreement, CONSULTANT warrants that it has carefully considered how the work sho uld be performed and fully understands the facilities, difficulties, and restrictions attending performance of the work under this agreement.
3. Compensation. CONSULTANT shall be compensated as follows:
3.1 Amount. Compensation under this Agreement shall be per fee schedule included in the Proposal.
19 2
3.2 Not to Exceed. Compensation under this Agreement shall not exceed $133,166.00.
3.3 Payment. For work under this Agreement, payment shall be made per monthly invoice. For extra work not a part of this Agreement, a written authorization by CITY will be required.
3.4 Records of Expenses. CONSULTANT shall keep complete and accurate records of payroll costs, travel and incidental expenses. These records will be made available at reasonable times to CITY.
3.5 Termination. CITY and CONSULTANT shall each have the right to terminate this Agreement, without cause, by giving thirty -(30) days written notice of termination to the other party. If CITY terminates the project, then the provisions of paragraph 3 shall apply to that portion of the work completed.
4. Insurance Requirements
4.1 Commencement of Work CONSULTANT shall not commence work under this Agreement until all certificates and endorsements have been received and approved by the CITY. A ll insurance required by this Agreement shall contain a Statement of Obligation on the part of the carrier to notify the CITY of any material change, cancellation, or termination at least thirty (30) days in advance.
4.2 Workers Compensation Insurance For the duration of this Agreement, CONSULTANT and all subcontractors shall maintain Workers Compensation Insurance in the amount and type required by law, if applicable. The insurer shall waive its rights of subrogation against the CITY, its officers, officials, agents, employees, and volunteers.
4.3 Insurance Amounts CONSULTANT shall maintain the following insurance for the duration of this Agreement:
a) Commercial general liability in the amount of $1,000,000 per occurrence; (claims made and modified occurrence policies are not acceptable); Insurance companies must be admitted and licensed in California and have a Best’s Guide Rating of A-, Class VII or better, as approved by the CITY;
b) Automobile liability in the amount of $1,000,000 per occurrence; (claims made and modified occurrence policies are not
acceptable) Insurance companies must be admitted and licensed in California and have a Best’s Guide Rating of A -, Class VII or better, as approved by the CITY.
20 3
c) Professional liability in the amount of $1,000,000 per occurrence; Insurance companies must be acceptable to CITY and have an AM Best’s Guide Rating of A-, Class VII or better, as approved by the CITY. If the policy is written on a “claims made” basis, the policy shall be continued in full force and effect at all times during the term of the agreement, and for a period of three (3) years from the date of the completion of services provided. In the event of termination, cancellation, or material change in the policy, professional/consultant shall obtain continuing insurance coverage for the prior acts or omissions of professional/consultant during the course of performing services under the term of the agreement. The coverage shall be evidenced by either a new policy evidencing no gap in coverage , or by obtaining separate extended “tail” coverage with the present or new carrier.
An Additional Insured Endorsement, ongoing and completed operations, for the policy under section 4.3 (a) shall designate CITY, its officers, officials, employees, agen ts, and volunteers as additional insureds for liability arising out of work or operations performed by or on behalf of the CONSULTANT. CONSULTANT shall provide to CITY proof of insurance and endorsement forms that conform to city’s requirements, as approved by the CITY.
An Additional Insured Endorsement for the policy under section 4.3 (b) shall designate CITY, its officers, officials, employees, agents, and volunteers as additional insureds for automobiles owned, lease, hired, or borrowed by CONSULTANT. CONSULTANT shall provide to CITY proof of insurance and endorsement forms that conform to CITY’s requirements, as approved by the CITY.
For any claims related to this Agreement, CONSULTANT’s insurance coverage shall be primary insurance as respects to C ITY, its officers, officials, employees, agents, and volunteers. Any insurance or self - insurance maintained by the CITY, its officers, officials, employees, agents, or volunteers shall be excess of the CONSULTANT’s insurance and shall not contribute with it.
If CONSULTANT maintains higher insurance limits than the minimums shown above, CONSULTANT shall provide coverage for the higher insurance limits otherwise maintained by the CONSULTANT.
5. Non-Liability of Officials and Employees of the CITY . No o fficial or employee of CITY shall be personally liable to CONSULTANT in the event of any default or breach by CITY, or for any amount, which may become due to CONSULTANT.
6. Non-Discrimination. CONSULTANT covenants there shall be no discrimination against any person or group due to race, color, creed, religion, 21 4
sex, marital status, age, handicap, national origin or ancestry, in any activity pursuant to this Agreement.
7. Independent Contractor. It is understood and agreed that CONSULTANT, including CO NSULTANT’s employees, shall act and be independent contractor(s) and not agent(s) or employee(s) of CITY, and that no relationship of employer-employee exists between the parties. CONSULTANT’s assigned personnel shall not obtain or be entitled to any righ ts or benefits that accrue to, or are payable to, CITY employees, and CONSULTANT shall so inform each employee organization and each employee who is hired or retained under this Agreement. CITY is not required to make any deductions or withholdings from the compensation payable to CONSULTANT under the provisions of this Agreement, and is not required to issue W -2 Forms for income and employment tax purposes for any of CONSULTANT’s assigned personnel.
CONSULTANT hereby expressly assumes all responsibility and liability for the payment of wages and benefits to its assigned personnel, and all related reporting and withholding obligations. CONSULTANT hereby agrees to indemnify and hold CITY harmless from any and all claims or liabilities that CITY may incur arising from any contention by any third party, including, but not limited to, any employee of CONSULTANT or any federal or state agency or other entity, that an employer -employee relationship exists by reason of this Agreement, including, without limita tion, claims that CITY is responsible for retirement or other benefits allegedly accruing to CONSULTANT’s assigned personnel.
8. Compliance With Law. CONSULTANT shall comply with all applicable laws, ordinances, codes and regulations of the federal, state and local government.
CONSULTANT shall comply with, and shall be responsible for causing all contractors and subcontractors performing any of the work pursuant to this Agreement, if any, to comply with, all applicable federal and state labor standards, including, to the extent applicable, the prevailing wage requirements promulgated by the Director of Industrial Relations of the State of California Depa rtment of Labor. The City makes no warranty or representation concerning whether any of the work performed pursuant to this Agreement constitutes public works subject to the prevailing wage requirements.
10. Disclosure of Documents. All documents or other information developed or received by CONSULTANT are confidential and shall not be disclosed without authorization by CITY, unless disclosure is required by law.
11. Ownership of Work Product. All documents or other information developed or received by CONSULTANT shall be the property of CITY. CONSULTANT shall provide CITY with copies of these items upon demand or upon termination of this Agreement.
12. Conflict of Interest and Reporting . CONSULTANT shall at all times avoid conflict of interest or appearance of conflict of interest in performance of this Agreement.
22 5
13. Notices. All notices shall be personally delivered or mailed to the below listed addresses, or to such other addresses as may be designated by written notice.
These addresses shall be used for delivery of service of process.
(a) Address of CONSULTANT is as follows:
_________
_________
_________
_________
(b) Address of CITY is as follows (with a copy to):
Engineering:
Mark Uphus City Attorney
City of Garden Grove City of Garden Grove
P.O. Box 3070 P.O. Box 3070
Garden Grove, CA 92840 Garden Grove, CA 92840
14. CONSULTANT’S Proposal . This Agreement shall include CONSULTANT’S proposal, Exhibit “A” hereto, which shall be incorporated herein. In the event of any inconsistency between the terms of the proposal and this Agreement, this Agreement shall govern.
15. Licenses, Permits and Fees. At its sole expense, CONSULTANT shall obtain a Garden Grove Business License , all permits and licenses as may be required by this Agreement.
16. Familiarity With Work . By executing this Agreement, CONSULTANT warrants that: (1) it has investigate d the work to be performed ; (2) it has investigated the site of the work and is aware of all conditions there; and (3) it understands the facilities, difficulties and restrictions of the work under this Agreement. Should CONSULTANT discover any latent or unknown conditions materially differing from those inherent in the work or as represented by CITY, it shall immediately inform CITY of this and shall not proceed, except at CONSULTANT’S risk, until written instructions are received from CITY.
17. Time of Essence. Time is of the essence in the performance of this Agreement.
18. Limitations Upon Subcontracting and Assignment . The experience, knowledge, capability and reputation of CONSULTANT, its principals and employees were a substantial inducement fo r CITY to enter into this Agreement. CONSULTANT shall not contract with any other entity to perform the services required without written approval of the CITY. This Agreement 23 6
may not be assigned voluntarily or by operation of law, without the prior written approval of CITY. If CONSULTANT is permitted to subcontract any part of this Agreement, CONSULTANT shall be responsible to CITY for the acts and omissions of its subcontractor as it is for persons directly employed. Nothing contained in this Agreement shall create any contractual relationship between any subcontractor and CITY. All persons engaged in the work will be considered employees of CONSULTANT. CITY will deal directly with and will make all payments to CONSULTANT.
19. Authority to Execute. The persons executing this Agreement on behalf of the parties warrant that they are duly authorized to execute this Agreement and that by executing this Agreement, the parties are formally bound.
20. Indemnification. To the fullest extent permitted by law, CONSULTANT agrees to protect, defend, and hold harmless CITY and its elective or appointive boards, officers, agents, and employees from any and all claims, liabilities, expenses, or damages of any nature, including attorneys' fees, for injury or death of any person, or damages of any nature, including interference with use of property, arising out of, or in any way connected with the negligence, recklessness and/or intentional wrongful conduct of CONSULTANT, CONSULTANT'S agents, officers, employees, subco ntractors, or independent contractors hired by CONSULTANT in the performance of the Agreement. The only exception to CONSULTANT'S responsibility to protect, defend, and hold harmless CITY, is due to the negligence, recklessness and/or wrongful conduct of CITY, or any of its elective or appointive boards, officers, agents, or employees.
This hold harmless agreement shall apply to all liability regardless of whether any insurance policies are applicable. The policy limits do not act as a limitation upon the amount of indemnification to be provided by CONSULTANT.
21. Modification. This Agreement constitutes the entire agreement between the parties and supersedes any previous agreements, oral or written. This Agreement may be modified only by subs equent mutual written agreement executed by CITY and CONSULTANT.
22. Waiver. All waivers of the provisions of this Agreement must be in writing by the appropriate authorities of the CITY and CONSULTANT.
23. California Law. This Agreement shall be const rued in accordance with the laws of the State of California. Any action commenced about this Agreement shall be filed in the central branch of the Orange County Superior Court.
24. Interpretation. This Agreement shall be interpreted as though prepared by both parties
24 7
25. Preservation of Agreement . Should any provision of this Agreement be found invalid or unenforceable, the decision shall affect only the provision interpreted, and all remaining provisions shall remain enforceable.
[SIGNATURES ON FOLLOWING PAGE]
25 8
IN WITNESS THEREOF, these parties hereto have caused this Agreement to be executed as of the date set forth opposite the respective signatures.
“CITY”
CITY OF GARDEN GROVE
Dated: , 2025 By:
City Manager
ATTEST "CONSULTANT"
BUCKNAM INFRASTRUCTURE GROUP,
INC.
By:
City Clerk Title:
Dated: , 2025 Dated: , 2025
APPROVED AS TO FORM:
If CONSULTANT/CONTRACTOR is a
corporation, a Corporate Resolution
and/or Corporate Seal is required. If
a partnership, Statement of
Partnership must be submitted to
CITY
Garden Grove City Attorney
Dated: , 2025
26 PROPOSAL TO PROVIDE PROFESSIONAL ENGINEERING
SERVICES FOR THE 2025-2028 PAVEMENT MANAGEMENT
PROGRAM IN THE CITY OF GARDEN GROVE, CA
City of Garden Grove, CA
July 10, 2025
Submitted by:
Bucknam Infrastructure Group, Inc.
27 Table of Contents
City of Garden Grove TOC
Pavement Management Program
Section Page
Table of Contents, Cover Letter
Firm Profile.................................................................. 1-1 Bucknam Firm Profile / Qualifications ............................................ 1-1 Delineation of Bucknam Infrastructure Group’s Strengths ............ 1-1
Project Understanding / Scope of Work ...................... 2-1 Project Understanding & Approach ................................................ 2-1 Critical Path Method (CPM) Project Schedule ................................ 2-4 Pavement Management Program Scope of Work .......................... 2-4
Project Team ............................................................... 3-1 Bucknam Project Team / Key Staff Members ................................. 3-1 Organization Chart .......................................................................... 3-3 Resumes .......................................................................................... 3-4
References .................................................................. 4-1 Relevant PMP Project Experience ................................................... 4-1
Fee Proposal (Separate Document) .................................. 5-1 Proposed Fee .................................................................................. 5-1 Bucknam Hourly Rate Schedule ...................................................... 5-2
3 5
1 2
4 28
July 10, 2025
Mr. Mark Uphus
Public Works - Engineering
City of Garden Grove
11222 Acacia Parkway
Garden Grove, CA 92840
Subject: Proposal to Provide Professional Engineering Services for the 2025- 2028 Pavement Management Program in the City of Garden Grove, CA
Dear Mr. Uphus:
It is our pleasure to submit our proposal to assist the City of Garden Grove in the proactive, continued management of your Pavement Management Program (PMP). With the City seeking to move toward stronger infrastructure management methodologies through advanced pavement inspections, zone maintenance, Capital Improvement Programming (CIP), asset management correlation , and accurate GIS publication, Bucknam Infrastructure Group has identified a proactive and cost -efficient method to assist the City in updating your essential PMP. Our team will focus our long-term PMP knowledge, extensive Garden Grove - Orange County experience and GIS/GPS technologies to optimize the City’s maintenance dollars by implementing a manageable and reliable PMP methodology.
Four key factors deliver an accurate PMP; 1) segment true area accuracy, 2) up -to-date work history, 3) reliable PCI’s and 4) relevant unit costs. Bucknam utilized these key factors while serving as the City’s consultant for the recent 2025 Alley & Parking Lot PMP Services ; o ur project team can be relied upon again to deliver these essential services to the City based upon the following factors:
Relevant and accurate PMP services based on Bucknam’s ongoing work with numerous Orange County, Los Angeles and San Diego local agencies such as:
o 21 Orange County local agencies; 60% of Orange County local agencies (e.g .
Santa Ana, Stanton, Orange, Westminster, Cypress, Placentia, Fullerton, Buena Park, Huntington Beach, Costa Mesa, Tustin, La Palma)
o Recent OCTA Pavement Preservation Program project where Bucknam assessed and generated a countywide 10 -yr economic forecast for all 35 Orange County local agencies (MicroPAVER/StreetSaver assessments) o 38 Los Angeles County local agencies (43%);
o 20 San Diego/Inland Empire local agencies; and
o Army Corps of Engineers ASTM D6433 compliant surveying, reporting and pavement analysis on an annual basis;
Our project manager has worked within the SoCal Pavement Management industry for over twenty -seven (27) years and has worked extensively with MicroPAVER PMP software through turn -key data conversion projects to long -term, proactive pavement CIP scheduling that relies on accurate and cost-efficient CIP recommendations;
29 Project/engineering experience that brings the understanding that MicroPAVER results are not set in stone; we proactively use the available data to enhance budget forecasting and CIP/O&M project planning;
Cost effective management methodologies, from the project kickoff through final reporting, gained through our Project Manager’s experience and applied through the use of Bucknam’s MyRoads® dynamic PMP-GIS web-portal;
As Project Manager, my goal is not just to meet the requirements of this project but establish a living document that will be used throughout the term of the CIP as well as implement achievable long-term infrastructure management goals in coordination with City schedules.
Offeror: Bucknam Infrastructure Group, 3548 Seagate Way, Suite 230, Oceanside, CA 92056; Company FID # 45-2723662 (S-Corp)
Mr. Peter Bucknam (Project Manager) will be providing day -to-day operational / management services and deliverables; he is authorized to sign the agreement for this contract. He can be contacted at 760-216-6529 (work) 714-501-1024 (cell) or email at [email protected]. Mr. Steve Bucknam, P.E. (Principal) will be responsible for all project oversight ([email protected]).
By selecting Bucknam Infrastructure Group, Inc., the City of Garden Grove will continue to receive a strong, knowledgeable, innovative, and communicative team with the experience to implement a cost -effective pavement management program. Our handpicked pavement management professionals are committed to delivering quality services to the City. We have already scheduled time for your project and eagerly await our kick -off meeting with City staff and you. Our proposal is a firm offer for a period of 90 days following the submission of the proposal and shall become part of the contract agreement.
Respectfully submitted,
Bucknam Infrastructure Group, Inc.
Peter J. Bucknam
President/Project Manager
30 Firm Profile
City of Garden Grove 1-1
Pavement Management Program
Bucknam Firm Profile / Qualifications
Bucknam Infrastructure Group, Inc.
(est. 2011, S -Corporation) has a full-
service office in Southern California and
is committed to building stronger
relationships with government organizations through frequent communication and team building. We build long- term partnerships with agencies that expect and require accuracy, efficiency, and integrity in all aspects of community services. Our experienced staff is committed to ensuring that immediate and long-term goals are met and are a top priority in the development of pavement management, infrastructure management, financial, geographic information systems (GIS), and facility management projects.
Our full-service Infrastructure Management - GIS Division provides comprehensive engineering and infrastructure /GIS management services, as well as database management, pavement / ROW field inspection services, and GIS automation and management.
Our extensive professional service offerings include:
Regarding Pavement Management Programs, our firm is currently assisting 75+ local agencies comply with Orange, LA, SD, San Bernardino and Inland Empire County ’s pavement reporting requirements.
In addition to the extensive knowledge and experience of our infrastructure management professionals, the Bucknam team provides a broad scope of administrative, inspection, civil engineering, and GIS services to public agencies.
We look forward to working with you on your project. Our handpicked management professionals are committed to delivering quality services to the City. Our office is located in Oceanside, CA 3548 Seagate Way, Suite 230 (12 employees).
Delineation of Bucknam Infrastructure Group’s Strengths As Bucknam approaches twenty-seven (27) years of pavement management experience, our firm is distinct and unique in the fact that we have continued to improve upon our long- term local agency client based throughout Orange County. Building and establishing long- term client relationships through PMP management is a clear delineation of our professional services.
31 Firm Profile
City of Garden Grove 1-2
Pavement Management Program
Bucknam’s experience and qualifications directly related to this project and other key delineation strengths include:
• Served as the City’s consultant for the recent 2025 Alley & Parking Lot PMP Services; • Currently providing PMP services for 21 of the 35 Orange County local agencies in the past two years (60%) (e.g. Santa Ana, Stanton, Orange, Westminster, Cypress, Placentia, Fullerton, Buena Park, Huntington Beach, Costa Mesa, Tustin, La Palma); • Currently providing PMP services to 3 8 of the 88 Los Angeles County local agencies in the past two years (43%);
• Bucknam now implements Cloud -based Artificial Intelligence (AI) Learning Technology to calculate pavement section AC/PCC True Area SF quantities; • Implementing the Garden Grove MyRoads® – PMP mapping (web -based access/use); requires no GIS software to view your PMP online (See Task 4.6 within Scope of Work); • Staff / Firm is certified through OCTA and MTC for use and management of MicroPAVER / StreetSaver
o Bucknam is ASTM D6433 certified through OCTA until June, 202 7 for PMP services/inspections to local agencies;
• Focused managers / field technicians that perform infrastructure management services at cost-competitive rates and deliver quality products; • Local presence (Oceanside office) allows our firm to be on -site within one hour to respond to Garden Grove’s requests and needs;
• Proven Orange County PMP economic ROI regarding long -term Pavement CIP’s recommendations, implementation, maintenance applications and increased PCI’s
32 Project Understanding / Scope of Work
City of Garden Grove 2-1
Pavement Management Program
Project Understanding & Approach
As the City of Garden Grove infrastructure matures, the City’s staff is striving to update the City’s Pavement Management Program (PMP) through cost effective condition surveys, engineering cost evaluation, Arterial CIP and “neighborhood” budgetary reporting and work history updates within the PMP database. Bucknam’s experience through adherence to scope, schedule and cost have proven itself over the past twenty -seven (27) years of PMP service to Southern California local agencies.
The City requires a team that will continue to not only survey the defined sections using cost - conscious methodologies but will create a comprehensive program that includes the enhancement of your multi -year PMP CIP, neighborhood maintenance, essential data for PS&E bid document preparation, MyRoads® publication and the knowledge of the inner workings of your MicroPAVER PMP software.
Bucknam will provide these services through our proactive and accurate update of your PMP; we will address the City’s primary goals of:
• Updating MicroPAVER with 2025 maintenance data, segmentation improvements and inspections;
• Enhancing the Garden Grove PMP database with 2024 to 2026 work history data entries;
• Surveying approx. 145 miles of Arterial / Collector & 1/3 of Local sections during FY 2025-26;
o Verifying / Updating pavement centerline and metric data (PMP vs. GIS); o Generating 2025-26 Pavement Condition Index (PCI) ratings for each segment; • Developing a proactive preventative slurry seal / overlay rehabilitation schedules based on existing/current capital funding allocations;
• Establishing solid recommendations for current / future maintenance and rehabilitation needs;
• Utilizing the City’s existing /current funding to generate a five (5) year Capital Improvement Program (CIP);
• Recommending alternative maintenance budgets that demonstrate realistic return -on- investments (ROI), i.e., increase PCI and maintain PCI models, etc. • Implementing the Garden Grove MyRoads® PMP web-portal application
We have defined detailed phases to the scope of work in accordance to the City’s RFP;
1. Project Implementation
2. Client Satisfaction
3. Project Schedule
4. Scope of Work (Major Tasks)
33 Project Understanding / Scope of Work
City of Garden Grove 2-2
Pavement Management Program
1) Project Implementation
TASK 1.1: Project Kickoff
The first step in updating a successful pavement management program truly resides in frequent communication and timely scheduled data updates. For the City of Garden Grove , it will be essential to establish, up front, the Public Works Department-Engineering division’s pavement management priorities. Our team will set up a Project Kickoff meeting with City staff (i.e. Mr.
Mark Uphus /PMP Team ) to discuss and review in detail the expectations of the project, technical approach, section ID / GIS management & surveys, district/ zone maintenance, MicroPAVER upgrades & use, deliverables within the scope of work and the review of schedule.
This effort will build consensus between the Public Works and Engineering staff as well as build stronger Arterial CIP and L ocal neighborhood maintenance programs that complement large Public Works CIP projects and annual maintenance projects.
Additional key topics to be discussed will include the review and assessment of the existing MicroPAVER pavement plan/data; its current and future use, MyRoads®, survey areas based on recent maintenance work and schedules, new construction, data quality and condition, current pavement procedures, historical expenditure levels and desired service levels. Bucknam currently has access to the City’s most recent MicroPAVER database (Nov. 2024) and will be utilized for project set up.
Deliverable: Meeting minutes, revised project schedule (if necessary)
TASK 1.2: Project Status Meetings - Quality Control Program Status Meetings and Progress Reports
• Minimum of three meetings during the project (kickoff, committee, City Council and status meetings) – minimum of eight (8) hours; Field review meetings; additionally bi- monthly progress status reports will be delivered to the City project manager.
Quality Control (QC)
We will use a statistical sampling approach for measuring the quality of our field technician’s work. In this manner, 10 percent of the original annual surveys will be re -surveyed by an independent survey crew, supervised by a field supervisor, and the results will be compared to the original surveys (this will include a total of 15 miles of QC). Our QC process involves checking the field crews’ work in a “blind study” fashion. This will ensure that all field personnel are properly collecting distresses and pavement quantities for all street segments. PCI variance reporting will be performed where previous PCI data will be compared to newly inspected 2025- 26 PCI data; if PCI’s vary more than ten (10) points per year Bucknam staff will assess the potential cause through unrecorded work history, accelerated pavement deterioration, etc.
Bucknam will record/log any discrepancies between the previous and current PMP databases (any corrections/changes to the database shall not be made without prior City staff approval).
Since we are collecting distress information on our field MobileRater t ablets with the Garden Grove PMP database live, our staff will perform several quality control tests within MicroPAVER using a sample set of the City of Garden Grove’s street distress data. This will ensure that all system and analysis settings as well as City recommendations and standards are being followed.
34 Project Understanding / Scope of Work
City of Garden Grove 2-3
Pavement Management Program
Over the past two years, Bucknam has submitted fifty (50 +) OCTA/METRO compliant reports for Orange and LA County municipalities, they include:
Our surveys follow the accepted ASTM D6433 procedure requirements. A copy of the QA/QC plan utilized by our staff during the project will be submitted along with the PMP certification documents. Our staff attends the OCTA PMP Distress Training Classes held each year, 2011 thru 2025.
In May 2025 our staff was acknowledged as “qualified inspectors and firm” to prepare PMP’s compliant with the OCTA Countywide Pavement Management Guidelines (this certification/compliance runs through June 2027).
Additionally, Bucknam was selected by the Orange County Transportation Authority (OCTA) in 2022 to perform a 10 -year Pavement Management Plan analysis on ALL 35 Orange County local agencies PMP’s.
2) Client Satisfaction
TASK 2.1: Project Deliverables
Shown throughout our Scope of Work, each Task is summarized with project deliverables. Client satisfaction will derive from frequent communication with the Project Manager and key staff members from the Public Works department. Project success is created by delivering on three main factors;
1) Adherence to scope tasks and deliverables
2) Performing to the standard set by the Project Schedule; and 35 Project Understanding / Scope of Work
City of Garden Grove 2-4
Pavement Management Program
3) Controlling costs.
Our Project Manager will follow each of these factors throughout the duration of the project .
Bucknam’s experience through adherence to scope, schedule and budget have proven itself over the past twenty-seven (27) years of PMP service to Southern California local agencies.
Deliverable: Project Status Updates, as stated in Task 1.2
3) Project Schedule
TASK 3.1: Workflow / Project Schedule
Our project schedule shows each major task identified in our scope of work, as well as quality control milestones and meetings. Bucknam currently has ample staff to apply to this project in order to meet an aggressive schedule ( two field technicians will drive the proactive schedule ; Sept. 25’ thru Mar 26’ ). See key milestone dates from the project schedule below which will be utilized:
4) Scope of Work (Major Tasks)
TASK 4.1: Update Maintenance and Rehabilitation Activities The City will provide Bucknam with a complete listing of all major work (overlay, slurry, etc.) in hard copy/digital format to Bucknam for updating specific section work histories and PCI ratings.
Bucknam will review all maintenance and rehabilitation projects completed and/or scheduled by the City since the last PMP update in 202 4; this will include work history updates on arterials and locals. Our staff will enter the necessary work history updates as mentioned above (i.e. data entry of maintenance / rehabilitation activities) into your MicroPAVER database.
Deliverable: Update PMP data, Work History report
36 Project Understanding / Scope of Work
City of Garden Grove 2-5
Pavement Management Program
TASK 4.2: Pavement Condition Surveys
First and foremost, the assessment of the City’s pavement segmentation is one of the key priorities for this project. With t wo years between major inspections , it will be essential to verify that all PMP segmentation is up-to-date and that section true area SF quantities are verified, accurate and reliable.
This will be completed by utilizing Bucknam ’s
cloud-based learning technology (AI) to
correctly quantify square footages for each
pavement section (see sample). Bucknam’s use
of cloud-based learning technology is initiated
by providing the AI with the City of Garden
Grove most recent aerial image; in doing so,
AC and PCC pavement true areas are calculated. These calculations are possible due to the cloud-based learning tech’s inherent working knowledge of how to recognize edge-of- pavement, surface types, medians, bus pads and AC/PCC surface limits. This ability will allow Bucknam to obtain the necessary quality control measurements for defined Garden Grove PMP segments and to perform segment true area SF variance reports. This will in turn create more accurate PCI’s, engineering project cost estimations, total centerline / square footage s of the network as well as for unique pavement segments. We will review/assess new and/or missing streets previously excluded from the last PMP update and create the necessary segmentation within the Garden Grove PMP database + GIS links.
Once the pavement segmentation has been assessed and verified, the necessary inspections will be performed. Our survey methodology will include the following approach based on ASTM D6433 guidelines:
1. Walking - All sections are surveyed through “two -pass test” walking methodologies.
AC/PCC distress types will be collected based upon actual surface conditions and physical characteristics of the segment.
Surveying methods will be conducted by remaining consistent with ASTM D6433 & the Army Corp of Engineers AC/PCC sampling guidelines while being flexible to current City requirements.
All sample locations are observed through walking surveys; samples areas will cover a minimum of 20% of the total section area and will be 2,500 SF +/ - 1,000 SF in size. The following Garden Grove pavement sections are to be surveyed for the upcoming PMP updates:
• FY 2025-26 - The inspection of 145 miles of Arterial & Local (1/3) segment miles will be performed.
• FY2026-27 - The inspection of 73 miles of Local (1/3) segment miles will be performed. • FY 2027-28 - The inspection of 145 miles of Arterial & Local (1/3) segment miles will be performed.
Our use of MicroPAVER tablet units allows our staff to collect pavement data with the City of Garden Grove ’s MicroPAVER database live in the field. Updated PMP data/inspections are transferred immediately to the Bucknam’s PMP Dashboard and can be reviewed at any time for quality control and management. Our Tablet methodology sets us apart from the competition since we are using a paper -less inventory process to enter data; this in turn generates cost 37 Project Understanding / Scope of Work
City of Garden Grove 2-6
Pavement Management Program
savings to enhance the project schedule and other portions of the project such as True Area SF calcs, CIP reporting, MicroPAVER training and on-call services.
Roadway Verification Survey - A listing of the field attribute data that is updated/verified during the survey for the pavement management database is listed below (OCTA survey guidelines will be followed):
2. Field Attribute Data (updated and/or verified)
• Street name, from/to, indicating the assigned limits of the section • Street ranking indicating arterial, collector, local, # of lanes, surface type (AC, PCC) • Historical PCI tracking from previous inspections and 2025-26 PCI inspections • Segment quantities, indicating the length, width and area of the section
3. Conditional data will be evaluated for all street segments and will include:
• ASTM D6433 20 AC & 19 PCC distresses by type, severity and extent • Sampling/conditional data typically pulled from within edge -of-pavement to edge-of pavement
• PCI ratings (0-100), taking into account the surface condition, level of distress We welcome staff members from the City of Garden Grove to join our surveys. All pavement data will be entered into the City’s MicroPAVER licensed software (purchased through this contract). All items listed above will be maintained by our staff for the duration of this project.
4. Section Distress and PCI Reporting
Upon 50% and 100% completion of the required condition surveys, we will prepare draft PCI Reports and PCI GIS maps that document the conditions of all pavement segments. This report will provide the necessary data for Bucknam and the City to use and determine projected street rehabilitation and maintenance project locations.
The City and our staff will review the PCI reports to ensure that all inventory data is correct and the project is running smoothly. Our PCI Reporting will include:
• PCI Report – Sorted by Name (A to Z), PCI Order (0-100), Zone (1, 2, 3); • Work history report; and
• GIS Maps presenting PCI’s by section.
Once the City has reviewed, assessed and commented on the draft report, we will address all requested revisions and deliver the final reports.
Deliverable: Citywide PCI reports, compliant OCTA PCI reports, PCI Variance report
DEVELOP RECOMMENDED IMPROVEMENT PROGRAM
TASK 4.3: Maintenance and Rehabilitation Assessment / Priorities We will assist the City in developing the most cost- effective preventive maintenance and rehabilitation strategies necessary to achieve the desired level of serviceability. This will be 38 Project Understanding / Scope of Work
City of Garden Grove 2-7
Pavement Management Program
accomplished by meeting with the City to discuss and strategize maintenance /rehabilitation activities that are currently being used by the City. Based on the City’s current AC & PCC applications, and other maintenance practices used, we will conduct an historical and prospective analysis on the conditional and financial impact these practices have on the pavement network.
We will update the Garden Grove MicroPAVER “decision tree” that will be used to generate pavement recommendations that match current fiscal year maintenance /rehabilitation approaches/City practices. This will be accomplished by assessing/updating the unique and individual PCI ranges and deterioration curves within PMP software based on functional class (i.e. arterial, collector and local) and age. Our staff will review the Garden Grove deterioration curves that have been developed based on historical pavement condition, inspection, surface type, and road class data.
All maintenance practices/unit costs and scheduled projects will be integrated into the PMP and will be derived from the most recent construction bids. We will account for inflation rates when long-term revenue projections are made. Our Project Manager/Principal will work closely with the City in defining sound engineering- based repair and rehabilitation strategies for each fiscal year and for each defined PMP zone within the network. Once the repair/rehabilitation strategies have been defined, a 5-year Arterial/Local Forecast Maintenance & Rehabilitation (FMR) recommendations will be generated. The required seven-year OCTA reporting will follow.
The recommended budget scenarios will be identified on the basis of several criteria:
• Minimization inconveniences for Garden Grove residents by providing more efficient annual CIP/rehabilitation plans
• Assessment and review of the City’s Pavement CIP
• Present pavement conditions; Desired levels of service and available resources • Projected / Forecasted PCI’s per section
• Cost benefit of individual strategies (minimum of three (3) scenarios) • Scheduling with the City’s major CIP projects (water, sewer, etc.) • Budgetary findings/recommendations that satisfy OCTA guidelines • Local “Neighborhood Zone” fiscal year reporting/improvement scheduling • Future routine maintenance needs based on projected deterioration rates The primary emphasis of this task is to maximize the scheduling of street maintenance using the most cost-effective strategies available and taking into account a life-cycle cost analysis.
TASK 4.4: Citywide CIP / OCTA Compliance Budget Reports We will deliver the Final Report to the City which will be essential for staff reference and use as well as being presented in a way that is beneficial for elected officials/upper management. This report will assist the City in complying with OCTA guidelines and submittal requirements. The report will be prepared in a format that uses the information delivered by MicroPAVER in conjunction with the information and analysis performed by our team. The report will provide the City with information on:
Identify present performance status of the entire network (section by section) as well as historical PCI performance;
39 Project Understanding / Scope of Work
City of Garden Grove 2-8
Pavement Management Program
Current inventory and pavement conditions indices (PCI) for all road classes; Bucknam will identify standing water locations and implement these findings within the Final Report;
Projected / feasible annual rehabilitation programs for street maintenance for a 5 -yr period (Forecast Maintenance Reports FY 2026-2033) that show the largest return on investment and acceptable levels of service;
o This will include a minimum of four (3) total scenarios; Modeling and comparison of budget scenarios typically include:
o Current City proposed PMP budget; FY 2026-31;
o Maintain PCI for 5 years;
o Increase PCI within 5 years;
o Internal City 5-Year Arterial/Local CIP
Each scenario will focus on o ptimizing the citywide PCI while staying within the City’s annual budget forecast;
Strategies and recommendations for the City’s CIP/maintenance programs and procedures, including a preventive maintenance schedule; Recommended action plan for future PMP updates and Arterial/Collector & Local survey schedules
Representation of forecasted scenarios within GIS mapping Supporting documentation required by OCTA;
A detailed breakdown of deferred maintenance (backlog); and Assist the City with its Local Match Reduction (LMR) in conformance with OCTA Ordinance No. 3, defined as a PCI of 75 or higher; optimize how the City’s current overall weighted PCI of 68 can reach this goal.
Deliverable: One (1) digital copy of the Final Pavement PMP Report (.pdf), will be sent to the City and final digital copies of the project related GIS files. 40 Project Understanding / Scope of Work
City of Garden Grove 2-9
Pavement Management Program
TASK 4.5: PMP – GIS Mapping
As an enhancement and proactive approach to this project, our staff will update the Pavement - GIS link between MicroPAVER, MyRoads® and the City’s GIS Enterprise . Bucknam will need access to the 2024 PMP-GIS shapefile; this will allow our staff to immediately utilize the file and prepare for internal PMP editing, survey and reporting. The maps described below will be incorporated into the City’s Final PMP report:
• PCI condition values for every section
• Work History identifications
• 5-yr Arterial / Local Rehabilitation and Slurry Seal Programs • Functional classification and surface type maps
Once the Pavement Segmentation Report is finalized , we will update the necessary MicroPAVER-GIS linkages. By using the unique Street ID’s within MicroPAVER and the City’s ESRI PMP shapefile ID’s, we will update the one -to-one match for each pavement section in the GIS.
Our staff will coordinate all project deliveries with the Public Works and the GIS division to ensure that the most current and accurate PMP -GIS maps are represented within the City’s GIS enterprise.
Deliverable: Complete GIS files/themes based on list above (project .mxd/shapefiles).
Bucknam 2025 Garden Grove
Parking Lot / Alley PMP project
41 Project Understanding / Scope of Work
City of Garden Grove 2-10
Pavement Management Program
TASK 4.6: Garden Grove MyRoads® PMP Web-Portal
Garden Grove MyRoads® Web- Portal -
Bucknam’s MyRoads® is a great match for
the Garden Grove PMP today and the
future. MyRoads® brings your PMP data to
life within a dynamic dashboard! Bucknam
has shown the Santa Ana MyRoads®
account in active use!
Bucknam now provides all our PMP clients
with a unique and agency driven
“MyRoads®” web -portal that provides
instantaneous access to your pavement
management database. This “dashboard”
allows users to toggle through individual
sections via GIS mapping selections, zone
queries, rank selection, PCI ranges, etc. to
review all section metrics, latest/previous
inspections, work histories generate filtered
PCI reports and identify potential maintenance costs based upon your unique needs.
This tool will be accessed by City staff simply through a Username/Password methodology. As changes are made to the Garden Grove PMP database the MyRoads® dataset is changed to reflect work history edits, PCI inspections and section changes.
In summary, MyRoads® allows the user to perform the following dynamic functions:
• Query specific pavement segment(s) to view current/historic PCI, work history inspection;
• Filter for pavement sections within a defined zone, PCI range and/or functional class; • Select a pavement section or grouping of sections through the on-board GIS tool; • Enter slurry, overlay & reconstruction unit costs to determine preliminary cost of maintenance and resulting citywide PCI
o Display critical street / sidewalk / ROW assets along pavement section(s) that are critical to Engineering Bid development and solicitation (ADA ramps, utilities, manholes, trees, etc.
• Displays all final GIS project maps (PCI, work history, 5-yr forecasted maintenance, etc.) • Bucknam will train Garden Grove staff in the simple use of the MyRoads® dashboard.
Deliverable: PMP software training, field and internal technical support
Sample 2024 Santa Ana MyRoads® Account
42 Project Understanding / Scope of Work
City of Garden Grove 2-11
Pavement Management Program
OPTIONAL SERVICES
Task 4.7: ArcGIS Online (AGOL) Pothole Tracking System
Bucknam has developed a proactive solution to enhance the current approach to managing pavement maintenance activities, specifically as it relates to identifying and tracking the repair of potholes. We have outlined below our approach that will allow City staff to continuously access/query pothole data and monitor maintenance progress through a fully customizable ArcGIS Online (AGOL) Dashboard. The Dashboard mirrors the City’s existing repair methodology and serves as a tool for City staff to accomplish these efforts internally.
With many Cities receiving pothole data from a variety of sources, including staff inspections and resident service requests, there is a growing need to centralize and track this data in a meaningful way. A clear understanding of pothole locations, repair timelines, and recurring trouble areas is essential to increasing maintenance efficiency and reducing roadway safety risks and liability.
Bucknam will work closely with key City staff to assess existing pothole data. If the City does not have pothole data, Bucknam can collect this through our manual pavement survey methodology. Once this information is reviewed and finalized, it will be integrated and published into the City’s ArcGIS Online account. Bucknam will then design a Dashboard interface that allows staff to interact with the data in real time. The Dashboard will allow City staff to visualize pothole locations on a dynamic map, query attributes such as repair status and dates of repair, and assign maintenance personnel to the specific pothole locations. Users will be able to filter data by zones, neighborhoods, or user -defined project areas. Additionally, potholes marked as repaired will be reflected in real time in the Dashboard metrics, ensuring accurate tracking of work
history. This solution
provides a scalable
tool to support day -
to-day operations
and long- term
pavement planning.
Beyond potholes,
Bucknam has
successfully
implemented this
same management
approach for
sidewalk distresses,
curb markings,
signage, ADA ramps, and more. This solution is shown as an optional service within our proposed fee below.
Above is a screenshot of the City of Lakewood’s AGOL Pothole Dashboard and its corresponding mobile field application in active use and maintained by Bucknam. 43 Project Team
City of Garden Grove 3-1
Pavement Management Program
Project Team
The Bucknam pavement management team’s local agency expertise is demonstrated through:
Our experience of managing pavement projects over the past twenty-seven years; Assisting cities comply with Orange County PMP Propositions/Measures; Implementing MicroPAVER/StreetSaver throughout Southern California; Extensive Orange, Los Angeles, San Diego and Inland Empire PMP project management experience;
Our understanding of public works projects from the “ City” side through City Engineer and Public Works Director experience;
Implementing a realistic, proactive and sustainable PMP methodology that matches your agencies needs and goals.
Bucknam will bring our extensive experience to the City of Garden Grove by building upon our knowledge and
understanding of your PMP goals. Mr. Peter Bucknam’s
pavement team includes twelve (12) dedicated, qualified managers, GIS and field technicians that have served under his management for over twenty-seven years on PMP projects. Our office is located in Oceanside, CA 3548 Seagate Way, Suite 230.
His team of inspectors will update your PMP through sound Army Corps of Engineers – ASTM inspection methodologies. Mr. Bucknam’s experience covers the implementation and management of infrastructure management programs that exceed 65,500 miles of pavement for more than 75 cities and 750+ PMP projects.
Bucknam – Key Project Team / Experience
PETER BUCKNAM, Project Manager, will be responsible for the day-to-day management, daily performance of the project , conditional review and provide budgetary modeling / analysis. He has managed 750+ pavement management projects over the past 27 years in the Southern California region and will be the Project Manager fo r Garden Grove’s PMP project.
Within this time, he has served as project manager for over seventy-five agencies in Southern California. Peter is committed to the project from the receipt of the notice -to-proceed through completion and furthermore he is a PMP software trainer on MicroPAVER /StreetSaver and has performed numerous training sessions for local agencies. He has performed numerous training workshops covering software’s such as MicroPAVER and StreetSaver. He brings his expertise to cities through converting, implementing, updating, and enhancing pavement management programs; this covers 20+ years (16 with Bucknam Infrastructure Group, 5 with Bucknam & Associates and 5 with Berryman and Henigar).
For example, Mr. Bucknam recently completed and provided a 10 -yr Pavement Management Plan for the Orange County Transportation Authority (OCTA) which covered all 35 local agencies datasets, PCI evaluations, unit cost/annual revenue allocations and GIS. A Countywide evaluation that projected PMP needs for each agency and the County itself through 2032! All key personnel will be
available for the project; n o
key person designated to
this project will be removed
or replaced w/o prior
written consent from the
44 Project Team
City of Garden Grove 3-2
Pavement Management Program
Mr. Bucknam will bring new, fresh and proactive recommendations to this project and will identify realistic program management and fiscal goals to assist the City in its upcoming CIP.
Garden Grove will continue to receive recommendations that are sound and achievable, rather than timid or unrealistic.
STEVE BUCKNAM, P.E., Principal-in-Charge, will be responsible for the overall performance of the project and will provide quality assurance review. Mr. Steve Bucknam is a licensed Civil Engineer (LIC #20903) and will oversee all tasks for this project. Mr. Bucknam is a former Deputy City Manager for Public Works and City Engineer of Norwalk, and City Engineer in Arcadia and Pacifica, California. He has over 4 5 years of professional experience and has managed street maintenance, reconstruction and improvement programs . He has developed and administered Street maintenance and improvement programs in those cities as well as the City of Newport Beach where he served as Design Division head. He has extensive experience in capital program planning, pavement construction and budgeting for street improvement programs.
AARON SUTTON, GIS Manager, will oversee all GIS and PMS data migration prior and during the project. He drives all GIS creation, PMS mapping, editing and deliverables for the project and is our key staffer for the ArcGIS Online web -hosting services that we provide. Mr. Sutton has been involved with over 65 pavement management projects within Orange, Los Angeles, San Bernardino, Riverside, San Diego counties.
AARON COHODAS, Field Technician , will be a supportive field surveyor for this project. His responsibilities will include surveying, quality control, and working with our management staff to ensure the updated PMP database is complete. Mr. Cohodas has been involved with over 90 pavement management projects and brings his wealth of PMP software, GIS and inspection experience to this project. Aaron is a certified ASTM D6433-20 inspector.
NIKO BUSTAMANTE, Field Technician , will be a supportive field surveyor for this project.
His responsibilities will include surveying, quality control, and working with our management staff to ensure the updated PMP database is complete. Mr. Bustamante has been involved with over 70 pavement management projects and brings his wealth of PMP software, GIS and inspection experience to this project. Niko is a certified OCTA/ASTM D6433 inspector.
CADE BUCKNAM, Field Technician , will be a supportive field surveyor for this project. His responsibilities will include surveying, quality control, and working with our management staff to ensure the updated PMP database is complete. He has been involved with over 30 pavement management projects and brings his wealth of PMP inspection, GIS and software experience to this project. Cade is a certified OCTA/ASTM D6433 inspector.
With multiple technicians on this project, that are trained in the Army Corps of Engineers survey methodology and available to begin work immediately, our survey schedule will be expedited.
Our team will be able to survey the 145 centerline miles of Arterial/Collectors & 1/3 of the Local network within 6 weeks due to our experience, availability and manpower.
45 Project Team
City of Garden Grove 3-3
Pavement Management Program
Team Organization Chart
Resumes on the following pages
46 Peter J. Bucknam / Project Manager
Director of Infrastructure Management – GIS
EDUCATION
B.A., Geography – Urban Planning, San Diego State University, 1997
PROFESSIONAL DATA
Member, American Public Works Association
Member, Maintenance Superintendents Association
Chair, Transportation Committee, Inland Empire Report Card (ASCE) – 2005/06 & 2008/09 Co-Chair, Member APWA Committee for Street and Technology 2003-2015 Certificate of Professional Development – ASTM D6433-18; MicroPAVER Certificate of Completion – OCTA MicroPAVER / StreetSaver Distress Training (2011 thru 2023) NASSCO – Certificate, National Pipeline Assessment Certification Program (PACP)
QUALIFICATIONS / EXPERIENCE OVERVIEW
Peter Bucknam is an expert in infrastructure project management, pavement management-training, planning, resource management, implementation and program management. He has over twenty years’ experience in the area of infrastructure asset management and Geographic Information Systems. Mr. Bucknam has managed a wide range of Pavement Management infrastructure project tasks including the collection and input of PMP - ROW conditional survey data, preparation of Public Works capital improvement program projections and reports, infrastructure/software needs assessments, GIS/GPS data collection, data conversion and quality control.
Mr. Bucknam has performed infrastructure management services to over 70+ local agencies and is currently serving as project manager for numerous pavement management programs throughout Southern California.
He has personally served as project manager for 750+ PMP projects throughout Riverside, San Diego, San Bernardino, Orange and Los Angeles counties. He has worked with over 20 San Diego/Inland Empire County cities, 36 of the 88 Los Angeles cities and he is currently working with 21 of the 35 Orange County agencies regarding Measure M2 StreetSaver/MicroPAVER compliance.
His project level and management experience covers: pavement/sidewalk management, Traffic Control Device Inventories (TCDI), GIS implementation, Traffic Signal surveys, Right -of-Way (ROW) surveys, and ADA survey/compliance. In managing over 700+ infrastructure projects in the past twenty-six years, Mr. Bucknam has used a diverse amount of software to assist local agencies implement infrastructure management programs and GIS Enterprises. These programs include MicroPAVER, MTC StreetSaver, Zoom’s GPSVision, CartéGraph, ESRI products, Crossroads, Lucity, Energov, Spillman, GBA Master Series, and MapInfo.
Prior to joining Bucknam Infrastructure Group, Inc. , Mr. Bucknam served as Director of Infrastructure Management-GIS with an Engineering consulting firm where he managed numerous public works infrastructure/ROW projects ranging from surveying, maintenance life -cycles, cost & benefit analysis, financing and construction cost estimating. This included researching, surveying, converting and implementing multiple phase pavement management projects which provided better management practices, data efficiencies an d GIS functionality within local governments and maintenance facilities. In addition, he provided technical (software) support for the on -going citywide PMP projects as well as developing capital improvement plans/budgets for integrating Tablet -GIS data management functionality into future maintenance efforts.
47 SAMPLE OF PETER BUCKNAM’S PROJECT MANAGEMENT EXPERIENCE (1997-2025) • 2024-25 Pavement Management Program (Alleys/Parking Lots), City of Garden Grove • 2025 GIS Services Program (Potholes, Signs, Sidewalks, City of Lakewood • 2025 Pavement Management Program, City of Lawndale
• 2025 Pavement Management Program, City of Fullerton
• 2025 Pavement Management Program, City of El Segundo
• 2025 Pavement Management Program, City of Covina
• 2025 Pavement Management Program, City of Bell
• 2025 Pavement Management Program, City of Big Bear Lake • 2025 Pavement Management Program/GIS Services, City of Fountain Valley • 2025 Pavement Management Program, City of Signal Hill • 2025 Pavement Management Program, City of Barstow
• 2025 Pavement Management Program, City of Murrieta
• 2025 Pavement Management Program, City of Diamond Bar • 2025 Pavement Management Program, City of Cypress
• 2025 Pavement Management Program, City of Brea
• 2025 Pavement Management Program, City of Santa Ana
• 2025 Pavement Management Program, City of Tustin
• 2025 Pavement Management Program, City of Glendora
• 2025 Pavement Management Program, City of San Juan Capistrano • 2025 Pavement Management Program, City of Perris
• 2025 Pavement Management Program, City of La Habra
• 2024 Pavement Management Program, City of Temple City • 2024 Pavement Management Program, City of Bellflower
• 2024 Pavement Management Program, City of Downey
• 2024 Pavement Management Program, City of Rancho Palos Verdes • 2024 Pavement Management Program, City of Menifee
• 2024 GIS Support Services, City of Alhambra
• 2024 GIS Support Services, City of Duarte
• 2024 Sidewalk Mngt. / GIS Support Services, City of Lakewood • 2024 Pavement Management Program, City of Vista
• 2024 Pavement Management Program, Indian Wells CC, FAMD #1 • 2022-27 Pavement Management Program, City of Indian Wells • 2024 Pavement Management Program, City of Monrovia
• 2024 Pavement Management Program, City of Whittier
• 2024 Pavement Management Program, City of Vista
• 2024-29 Pavement Management Program, City of Ontario
• 2019-24 Pavement Management Program, City of Ontario
• 2024-29 Sidewalk Management Program, City of Ontario (OMUC) • 2023 Sidewalk Management Program-Pilot Study, City of Ontario (OMUC) • 2024 Pavement Management Program, City of Gardena
• 2023-24 Sidewalk-ROW Management Program, City of Lakewood • 2024 Pavement Management Program, City of Manhattan Beach • 2023-24 Sidewalk Management Program, City of Fullerton • 2024 Pavement Management Program, City of La Palma
• 2023-24 GIS Enterprise Support Services, City of Fountain Valley 48 • 2024 Pavement Management Program, City of Laguna Beach • 2024 Pavement Management Program, City of Westminster • 2024 Pavement Management Program, City of Norwalk
• 2024 Pavement Management Program, City of Buena Park
• 2024 Pavement Management Program, City of Duarte
• 2023 Pavement Management Program, City of Santa Ana
• 2023 Pavement Management Program, City of Orange
• 2023 Pavement Management Program, City of RSM
49 1
C. Stephen Bucknam, Jr., P.E., Principal-in-Charge
EDUCATION
B.S., Civil Engineering, Loyola University of Los Angeles, 1967 M.S., Environmental Engineering, Loyola University of Los Angeles, 1972
PROFESSIONAL DATA
Registered Professional Engineer, States of California (No.20903) and Washington (No.17310) California State Community College Teaching Credential
Fellow, American Society of Civil Engineers
Former, City Engineer, Deputy City Manager, City of Norwalk Member, Board of Directors – Urban Water Institute
Life Member, American Public Works Association
Member, Water Environment Foundation
Member, University of California Irvine, Civil & Environmental Engineering Affiliates Honorary Member, Chi Epsilon
EXPERIENCE OVERVIEW
Over forty years’ experience in the administration, management, planning, design and construction management of public works and development programs and projects including: water and wastewater projects, pavement management programs, transportation, drainage, including: program management, master planning, infrastructure planning and maintenance programming, environmental studies, street, highway, alley, storm drain, water and sewer system design, rate studies, emergency planning, facilities design, groundwater studies, wells, reservoirs, site studies, pump stations, lift stations, intergovernmental negotiations and agreements, hydrology, treatment facilities, building design, grants, regulatory permitting, system appraisals, R/W negotiations, acquisitions and documentation, project management, production control, operations studies, capital improvement programming and budgeting, hydroelectric projects, underground utilities, assessment districts, surveying, mapping, legal testimony to public boards, commissions and councils, and direction of technical advisory committees to joint powers agencies and water districts.
Transportation / Streets – Highways - Traffic
Served as Contract City Engineer for the City of Arcadia responsible for long range advanced planning of the City’s transportation engineering program. Directed the preparation of the City’s Transportation Master Plan which identified, consistent with the City’s General Plan the transportation related needs under these requirements so of AB 1600 nexus constraints.
Acted as Principal in charge over a Pacific Coast Highway (SR -1)/Newport Boulevard (SR-55) interchange, City of Newport Beach. Project involves a study of various alternatives, conventional and unconventional, for improvements to the existing interchange.
Restraints include limited right -of-way, environmental challenges (e.g., Newport channel bridge widening, "Arches" liquor store and restaurant property acquisition, and existing bridge aesthetics), and potential hazardous waste issues. Alternatives were evaluated and selected to include in the PSR. Included project coordination with various agencies and sub consultants, and oversight of concept geometries, cost estimating, and report preparation.
50 2
Conceptual study, Project Study Report, and Project Report for I -710/Firestone Boulevard interchange modification and Firestone Boulevard improvements for City of South Gate. Also involved a feasibility study which included preparation of a traffic study, conceptual plans for several types of interchanges, construction cost estimates, and preliminary Caltrans Project Study Report. Prepared ISTEA National Highway System funding application for authorization and appropriation. Coordination with Caltrans District 7.
Mr. Bucknam has served as the working Principal / Civil Engineer for all pavement management related projects that Bucknam has performed. This includes projects listed below:
• 2024-25 Pavement Management Program (Alleys/Parking Lots), City of Garden Grove • 2025 GIS Services Program (Potholes, Signs, Sidewalks, City of Lakewood • 2025 Pavement Management Program, City of Lawndale
• 2025 Pavement Management Program, City of Fullerton
• 2025 Pavement Management Program, City of El Segundo
• 2025 Pavement Management Program, City of Covina
• 2025 Pavement Management Program, City of Bell
• 2025 Pavement Management Program, City of Big Bear Lake • 2025 Pavement Management Program/GIS Services, City of Fountain Valley • 2025 Pavement Management Program, City of Signal Hill • 2025 Pavement Management Program, City of Barstow
• 2025 Pavement Management Program, City of Murrieta
• 2025 Pavement Management Program, City of Diamond Bar • 2025 Pavement Management Program, City of Cypress
• 2025 Pavement Management Program, City of Brea
• 2025 Pavement Management Program, City of Santa Ana
• 2025 Pavement Management Program, City of Tustin
• 2025 Pavement Management Program, City of Glendora
• 2025 Pavement Management Program, City of San Juan Capistrano • 2025 Pavement Management Program, City of Perris
• 2025 Pavement Management Program, City of La Habra
• 2024 Pavement Management Program, City of Temple City • 2024 Pavement Management Program, City of Bellflower
• 2024 Pavement Management Program, City of Downey
• 2024 Pavement Management Program, City of Rancho Palos Verdes • 2024 Pavement Management Program, City of Menifee
• 2024 GIS Support Services, City of Alhambra
• 2024 GIS Support Services, City of Duarte
• 2024 Sidewalk Mngt. / GIS Support Services, City of Lakewood • 2024 Pavement Management Program, City of Vista
51 3
• 2024 Pavement Management Program, Indian Wells CC, FAMD #1 • 2022-27 Pavement Management Program, City of Indian Wells • 2024 Pavement Management Program, City of Monrovia
• 2024 Pavement Management Program, City of Whittier
• 2024 Pavement Management Program, City of Vista
• 2024-29 Pavement Management Program, City of Ontario
• 2019-24 Pavement Management Program, City of Ontario
• 2024-29 Sidewalk Management Program, City of Ontario (OMUC) • 2023 Sidewalk Management Program-Pilot Study, City of Ontario (OMUC) • 2024 Pavement Management Program, City of Gardena
• 2023-24 Sidewalk-ROW Management Program, City of Lakewood • 2024 Pavement Management Program, City of Manhattan Beach • 2023-24 Sidewalk Management Program, City of Fullerton • 2024 Pavement Management Program, City of La Palma
• 2023-24 GIS Enterprise Support Services, City of Fountain Valley • 2024 Pavement Management Program, City of Laguna Beach • 2024 Pavement Management Program, City of Westminster • 2024 Pavement Management Program, City of Norwalk
• 2024 Pavement Management Program, City of Buena Park
• 2024 Pavement Management Program, City of Duarte
• 2023 Pavement Management Program, City of Santa Ana
• 2023 Pavement Management Program, City of Orange
• 2023 Pavement Management Program, City of RSM
• 2023 Pavement Management Program, City of Laguna Hills • 2023 Pavement Management Program, City of Del Mar
• 2023 Pavement Management Program, City of Fountain Valley • 2023 Pavement Management Program, City of Compton
• 2023 Pavement Management Program, City of Lomita
• 2023 Pavement Management Program, City of Coronado
• 2023 Pavement Management Program, Orange County Water District • 2023 Pavement Management Program, City of Huntington Beach • 2023 Pavement Management Program, City of Lake Elsinore • 2023 Pavement Management Program, City of Placentia
• 2023 Sign Management Program, City of Placentia
• 2023 Pavement Management Program, City of Norwalk
• 2023 PMP Program Management, Inland Empire Utilities Agency • 2021-23 Pavement Preservation Plan, OCTA
• 2023 Pavement Management Program, City of Fullerton
52 References
City of Garden Grove 4-1
Pavement Management Program
Relevant PMP Project Experience
The following project experience presents our description of work, its relevance in completing similar projects for numerous other agencies, OCTA Measure M2 PMP compliance, Proposition C / LA County METRO compliance, PMP software training expertise, and the broad knowledge of our pavement project team. Our project team brings over 75 years of public/private engineering and data management experience to the City of Garden Grove . This includes over 750+ PMP projects covering turnkey projects, simply training of Agency staff with pavement management methods, County Measure/Proposition compliancy, financial strategies and Capital Improvement Programs. Over the past twenty -seven (27) years, we have worked on numerous projects similar to Garden Grove’s current RFP. We have listed five (5) long -term pavement management projects identical to the task descriptions listed in your RFP:
Bucknam Infrastructure Group, Inc.
Citywide Pavement Management Program
City of Rancho Santa Margarita (2000-2027)
Mr. Wilson Leung, Principal Engineer - (949) 635-1800 ext. 6506 22112 El Paseo, Rancho Santa Margarita, CA 92688 [email protected]
Mr. Peter Bucknam has managed the City of RSM’s pavement management program for over twenty -three (23) years since the City incorporated and we were recently award the 2024-27 PMP contract this summer. Over the twenty years Mr. Bucknam h as overseen 20+ phases of pavement survey, built the City’s Pavement-GIS layer and assisted the City in sustaining one of the highest weighted PCI’s in Orange County .
Additionally, our firm converted all pavement data from MicroPAVER to StreetSaver (2012) based on the use of the program from surrounding agencies and its integration into the City’s GIS Intranet program.
Residential maintenance zone management is now the focus of the program where our project team is performing survey, coring and the reorganization of the City’s slurry/cape seal zones to create a more attainable, proactive residential maintenance program.
Citywide Pavement Management Program
City of Huntington Beach (FY 2001-2025)
Mr. Tom Herbel, City Engineer – (714) 374-1732
17371 Gothard St, Huntington Beach, CA 92647 [email protected]
Over the past twenty -three years, our Project Manager (Mr. Peter Bucknam) has overseen/managed nine (11) biennial PMP projects for the City of Huntington Beach. The City has over 450 miles of streets to maintain and proactive manage. Bucknam has assisted the City staff with biennial surveys, GIS development and PMP compliance reporting resulting in annual PCI increases and reduction of deferred overlay maintenance. Bucknam was awarded the FY 2023 -24 PMP update where we will be performing 315 miles of survey (MPAH + a portion of their Locals), implementation of MyRoads ® web-portal PMP and the 53 References
City of Garden Grove 4-2
Pavement Management Program
use of IBM -Watson SF calculations for AC / PCC pavements. Bucknam utilizes the most current ESRI ArcGIS Pro, ArcGIS Online, ArcMap for the management of the City’s pavement, sidewalk and utility datasets; as well as within Bucknam’s MyRoads® GIS web-portal app.
Citywide Pavement Management Program
City of Fountain Valley (1998-2025)
Mr. Temo Galvez, Deputy Director/City Engineer – (714) 593-4517 10200 Slater Avenue, Fountain Valley, CA 92708 [email protected]
Mr. Peter Bucknam has managed the City of Fountain Valley’s pavement management program for over twenty-six (26) years recently finished the 2024 biennial update for MPAH for Measure M2 compliance. Over the 20+ years Mr. Bucknam has overseen sixteen phases of pavement survey, built the City’s Pavement-GIS layer and assisted the City in accomplishing the overlay of more than 90 % of the City’s arterial network. Our team assisted the City in implementing an Intranet ArcServer Intranet GIS to assist the City in managing all it GIS assets . Our firm converted all pavement data from CarteGraph to MicroPAVER (2005) based on the use of the program from surrounding agencies and its integration into the City’s GIS Intranet program.
Residential maintenance zone management is now the focus of the program where our project team is performing survey and management of the City’s residential zones to create a more attainable, proactive residential rehabilitation program. Additionally, our staff has performed a citywide arterial and collector pavement management study, sign, catch basin, and curb marking inventory for the City using the Digital Roadway Imaging shown in our scope of work . Bucknam serves as the City’s on -site GIS Program Manager where we support all GIS services within all departments; this contract runs through FY 2024. Bucknam utilizes the most current ESRI ArcGIS Pro, ArcGIS Online, ArcMap for the management of the City’s 70+ GIS layers (i.e. traffic signalization, catch basin, manhole, sidewalk, pavement, sign and utility datasets; as well as within Bucknam’s MyRoads® GIS web-portal app.
Citywide Pavement Management Program-GIS
City of Placentia (2021-2025)
Mr. Chris Tanio, Director of Public Works - (714) 993-8132 401 E. Chapman Ave., Placentia, CA 92870 [email protected]
In 202 4, Bucknam was contracted to perform a citywide pavement management inventory for the City of Placentia. This project consisted off a complete turn -key effort in “re -segmenting” the City’s PMP network, validating previous PCI inspection data, performing an ASTM D6433 based survey, updating StreetSaver and GIS integration.
Bucknam’s corrected and validated all MPAH and Local Street segmentation, published and delivered a common -sense, realistic OCTA Measure M2 compliant report that demonstrated achievable PMP applications / schedules. In working with Public Works staff Bucknam was able to quickly and accurately implement a pavement management program that was well- received by staff. Additionally, 54 References
City of Garden Grove 4-3
Pavement Management Program
our services included a complete evaluation of the City’s PMP budget, short-term and long-term budgetary analysis (Actual, Maintain and Increase PCI budgets) and GIS services that linked the City’s StreetSaver data to the City’s GIS enterprise.
Citywide Pavement Management Program-GIS
City of Ontario (2001 thru 2030)
Mr. Tricia Maruki, PE, Assistant City Engineer – (909) 395-2188 303 East “B” Street, Ontario, CA 91764 [email protected]
Bucknam has been working with the City of Ontario and its PMP since 2001; this covers over fourteen phases of inspection (all MicroPAVER), reporting and GIS management. Our services cover annual pavement inspections, CIP/maintenance budget analysis and reporting. Over the past twenty years our services have assisted the City in increasing their overall weighted PCI from the low 60’s to the high 70’s. The City includes almost 600+ miles of streets. Our Project Manager has worked with the City since 2001 and has worked with five different City project managers in regard to the PMP; this trust comes from our adherence to project deliveries, cost management and proactive PMP goals.
Bucknam utilizes the most current ESRI ArcGIS Pro, ArcGIS Online, ArcMap for the management of the City’s pavement and utility datasets; as well as within Bucknam’s MyRoads ® GIS web- portal app. Bucknam is now under a five-year contract until FY 2030.
Historical PMP tracking of an agency ’s conditions (PCI’s) truly reflects how the PMP is being managed; shown below is the City of Ontario’s historical PCI from 2004 to 2024. Bucknam has been working with Ontario since 1998 and has been an essential part of long -term success shown.
55 Fee Proposal
City of Garden Grove 5-1
Pavement Management Program
Proposed Fee
Task Items 1 through 4 can be accomplished on a time and materials , not-to-exceed basis in accordance with the standard hourly rate schedule attached. Bucknam has provided our fee proposal within the required separate document cover.
56 Fee Proposal
City of Garden Grove 5-1
Pavement Management Program
Proposed Fee
Task Items 1 through 4 can be accomplished on a time and materials , not-to-exceed basis in accordance with the standard hourly rate schedule attached. Our anticipated fee is projected to be $133,166 for the duration of the contract . We have included our fee schedule below for the City’s consideration.
Should the City desire to increase the service level above the hours outlined above for the Task items 1 through 4 or require other services not described herein, a fee adjustment would be negotiated and mutually agreed upon by both parties.
57 Fee Proposal
City of Garden Grove 5-2
Pavement Management Program
Standard Hourly Rate Schedule
Category Rate
Principal $ 331
Pavement Management Project Manager 235
Senior Project Manager 225
Management Analyst 190
Project Engineer / Planner 180
Sr. Engineer / GIS Manager / Sr. Inspector 175
Assistant Engineer / Sr. Technician / GIS Analyst 162
CADD Operator 125
Field / GIS Technician 115
Administrative Assistant 105
Clerical / Word Processing 105
Reimbursables
Mileage $0.81/mile
Subconsultant Services Cost + 15%
Reproduction Cost + 15%
Travel & Subsistence Cost + 15%
Fees & Permits Cost + 15%
Computer Services (External) Cost + 15%
Rates Effective 7/1/25
58 Item 333/2025
Final
City of Garden Grove
INTER-DEPARTMENT MEMORANDUM
To:
Lisa L. Kim From: William E. Murray
Dept:
City Manager Dept: Public Works
Date: 9/23/2025
Subject: Authorization to amend an existing emergency purchase order with General Pump Company for water well casing thickness evaluation and pump testing for Well No. 26. (Cost: $70,123)(Action Item)
OBJECTIVE
To receive City Council approval to amend an existing emergency purchase order with General Pump Company for water well casing thickness evaluation and pump testing the well.
BACKGROUND
Last February, Well No. 26 experienced a high volume of sand infiltration affecting the lower east side of the City. The City received reports on affected areas North of Westminster Avenue, South of Garden Grove Blvd, East of Brookhurst Street and West of Lewis Street.
This included reports of water quality issues involving sand sediment, murky and discolored water. The City’s water quality met all state and federal primary drinking health standards throughout the incident. City staff responded by shutting down the well and flushing the affected areas through fire hydrants. Well No. 26 is a critical resource for meeting daily demands should additional wells be potentially shut down for PFAS water contamination.
Staff determined a contractor would need to be hired to inspect the well and identify the cause of sand infiltration. In March, staff reached out to General Pump Company to start performing diagnosis work by pulling the well for initial video inspection and identifying any potential well casing defects. The invoice received for this work was in the amount of $32,180.
This invoice has been paid. In April, the contractor scrubbed the well and airlifted some debris from the bottom of the well in addition to performing another video inspection to locate areas that may need patching on the well casing. The invoice received for this work was in the amount of $65,490.
DISCUSSION
Following this inspection, the contractor has performed additional work involving well casing thickness evaluation and pump testing to determine where sand infiltration is occurring and other associated work. This completes the investigation process to determine the overall 59 Item 333/2025
condition of the well and the extent of sand infiltration. The invoices received for this work were in the amount of $70,123. Staff is reviewing reports generated during this process to determine next steps involved in repairing Well No. 26. The invoices for the additional work will be taken to Council for approval at a later date.
The continued operation of Well N o. 26 is needed to supply water to the east and central areas within the City. Because this work involves well casing patchwork, inspections, and pump reinstallation, it qualifies as emergency work.". Failure to conduct this emergency work will result in the inability to pull groundwater from the well, hence, affecting the safety, health and property of the community at large.
Garden Grove Municipal Code Section 2.50.060 (B) allows for bidding procedures to be dispensed under an emergency situation. The r epair of Well No. 26 qualifies as emergency work due to the urgent need for quick restoration to protect the safety, health and property of the community at large. Therefore, staff is seeking to designate these costs as emergency repairs and issue an emergency purchase order.
FINANCIAL IMPACT
The total cost of water well casing thickness evaluation and pump testing of the well is in the amount of $70,123. This amount will be funded from the Fiscal Year 2025 -26 Water utility operating budget. There is no impact to the General Fund.
RECOMMENDATION
It is recommended that the City Council:
Approve to dispense of the bidding process per Municipal Code Section
2.50.060, for emergency repairs of Well No. 26; and
Approve and authorize the Finance Director , or designee, to issue an amendment to existing emergency purchase order in the amount of $ 70,123 to General Pump Company for water well casing thickness evaluation and pump testing of Well No. 26.
By: Samuel Kim, P.E.
Deputy Public Works Director/
Water Services Manager
ATTACHMENT(S)
1. Invoice 1
2. Invoice 2
3. Invoice 3
60 159 N. ACACIA STREET, SAN DIMAS, CALIFORNIA 91773
INVOICE
32569
PROJECT:
BILL TO:
NON-TAXABLE AMOUNT:
TAXABLE AMOUNT:
SALES TAX:
AMOUNT DUE:
DUE DATE: TERMS:
LICENSE:
WELL 26
CITY OF GARDEN GROVE
BOX 3070
11222 ACACIA PARKWAY
GARDEN GROVE CA 92642
496765
07/24/2025
VERBAL
15,000.00
0.00 0.00
15,000.00
30DY
06/24/2025
INVOICE NO.
INVOICE DATE
PHONE: (909) 599-9606 FAX: (909) 599-6238
SALESPERSON: SALES TAX CODE:
JOB NO:
CUSTOMER NO.
10801
16461
217
1215
INVOICE TOTAL:
RETENTION:
AMOUNT PAID:
15,000.00
0.00 0.00
ATTN: VICTOR YERGENSON/ROBERT BERMUNDEZ
NONE CONTRACT NO.
Description Amount
WORK PERFORMED 6/16 TO 6/20
SHOP LABOR
PREP CRANE AND TOOLING FOR EMT CRANE ASSIST 750.00
OUTSIDE SERVICE
EMT-24 CASING INTEGRITY SURVEY 10,370.00
DOWNHOLE VIDEO SURVEY OF EXTERNAL CAMERA PORT 1,280.00
FIELD LABOR
EMT-24 SURVEY CRANE ASSIST
MOBILIZE TO SITE AND SET UP CRANE.
ASSIST WITH SHEAVE POINT FOR EMT EQUIPMENT
CLEAN SITE AND DEMOBILIZE CRANE.
1-MAN CREW AND STINGER CRANE 2,600.00
CUSTOMER P.O.
61 159 N. ACACIA STREET, SAN DIMAS, CALIFORNIA 91773
INVOICE
32722
PROJECT:
BILL TO:
NON-TAXABLE AMOUNT:
TAXABLE AMOUNT:
SALES TAX:
AMOUNT DUE:
DUE DATE: TERMS:
LICENSE:
WELL 26
CITY OF GARDEN GROVE
BOX 3070
11222 ACACIA PARKWAY
GARDEN GROVE CA 92642
496765
09/11/2025
VERBAL
7,240.00
0.00 0.00
7,240.00
30DY
08/12/2025
INVOICE NO.
INVOICE DATE
PHONE: (909) 599-9606 FAX: (909) 599-6238
SALESPERSON: SALES TAX CODE:
JOB NO:
CUSTOMER NO.
10801
16461
217
1215
INVOICE TOTAL:
RETENTION:
AMOUNT PAID:
7,240.00
0.00 0.00
ATTN: VICTOR YERGENSON/ROBERT BERMUNDEZ
NONE CONTRACT NO.
Description Amount
WORK COMPLETED 8/1 TO 8/11
FIELD LABOR
REDEVELOPMENT VIA SAND TESTING
MOBILIZE TO SITE.
PERFORM STARTUP AND ENSURE PROPER PUMP OPERATION
REDEVELOP WELL VIA TEST PUMP AND SURGING (INCLUDES UP TO 40 HOURS)
PERFORM ROSSUM SAND TEST AT VARIOUS FLOW RATES
PERFORM DYNAMIC VIDEO DURING TEST PUMPING TO VISUALIZE SAND PRODUCTION 1 PUMP MECHANIC AND SERVICE TRUCK 8,200.00
CREDIT FOR INVOICE 32569 UNABLE TO PERFORM CAMERA PORT SURVEY -960.00 CUSTOMER P.O.
62 159 N. ACACIA STREET, SAN DIMAS, CALIFORNIA 91773
INVOICE
32636
PROJECT:
BILL TO:
NON-TAXABLE AMOUNT:
TAXABLE AMOUNT:
SALES TAX:
AMOUNT DUE:
DUE DATE: TERMS:
LICENSE:
WELL 26
CITY OF GARDEN GROVE
BOX 3070
11222 ACACIA PARKWAY
GARDEN GROVE CA 92642
496765
08/15/2025
VERBAL
47,883.00
0.00 0.00
47,883.00
30DY
07/16/2025
INVOICE NO.
INVOICE DATE
PHONE: (909) 599-9606 FAX: (909) 599-6238
SALESPERSON: SALES TAX CODE:
JOB NO:
CUSTOMER NO.
10801
16461
217
1215
INVOICE TOTAL:
RETENTION:
AMOUNT PAID:
47,883.00
0.00 0.00
ATTN: VICTOR YERGENSON/ROBERT BERMUNDEZ
NONE CONTRACT NO.
Description Amount
WORK COMPLETED 7/15 TO 7/16
SHOP LABOR
PULL TEST PUMP EQUIPMENT FROM STOCK
CLEAN, ASSEMBLE, AND PREP TEST PUMP FOR INSTALL
PREP CRANE AND TOOLING FOR FIELD ACTIVITIES 6,750.00
RENTAL EQUIPMENT
COMPLETE TEST PUMP ASSEMBLY W/ DYNAMIC CAMERA ACCESS
TEMPORARY DISCHARGE PIPING, METERS, PUMPS, HOSES, AND VALVES TEMPORARY VFD AND ELECTRICAL CABLES 15,893.00
FIELD LABOR
INSTALL TEST PUMP
MOBILIZE TO SITE AND SETUP CRANE
INSTALL TEST PUMP EQUIPMENT
INSTALL TEMPORARY DISCHARGE LINE
WIRE TEMPORARY VFD TO ONSITE POWER SOURCE
PREP FOR STARTUP AND REDEVELOPMENT.
CLEAN SITE AND DEMOBILIZE.
4-MAN CREW, 40T CRANE, SUPPORT RIG, AND FLATBED TRUCK 25,240.00 CUSTOMER P.O.
63 Item 329/2025
Final
City of Garden Grove
INTER-DEPARTMENT MEMORANDUM
To:
Lisa L. Kim From: Chief El-Farra
Dept:
City Manager Dept: Police
Date: 9/23/2025
Subject: Authorization for the issuance of a purchase order to Advanced Healthstyles Fitness Equipment, dba Advanced Exercise to purchase fitness equipment for the Police Department. (Cost: $67,529.29)(Action Item)
OBJECTIVE
To seek City Council approval to purchase new fitness equipment from Advanced Healthstyles Fitness Equipment, dba Advanced Exercise through the Sourcewell competitive bid program, Contract #052324-LFF.
BACKGROUND
The California Board of State and Community Corrections Officer Wellness and Mental Health Grant Program, established in the 2022 Budget Act (Assembly Bill 178, Chapter 45, Statutes of 2022), provides $50 million for city and county law enforcement agencies to improve officer wellness and expand mental health resources.
The funding distribution included the allocation of funds to 394 agencies throughout the State of California. Law enforcement agencies received a portion of the funds based on the number of eligible Peace Officers, with the Garden Grove Police Department receiving $122,162.38.
These funds are designed to improve officer wellness and expand mental health resources and can be used to purchase fitness equipment.
DISCUSSION
The City Council accepted the California Board of State and Community Corrections (BSCC) Officer Wellness and Mental Health Grant Program funds in the amount of $122,162.38 at the City Council meeting on June 13, 2023.
The Police Department has utilized grant funds on mental health services and resources and is requesting to purchase fitness equipment with the remaining grant funds.
Sourcewell nationally solicits, evaluates, and awards contracts through a competitive bid process. Advanced Healthstyles Fitness Equipment is an authorized commercial reseller for 64 Item 329/2025
Life Fitness with Sourcewell Cooperative Purchasing Contract #052324-LFF, which meets the City’s procurement policy as a piggyback contract per G arden Grove Municipal Code
2.50.060(E). Advanced Healthstyles Fitness Equipment will deliver and install the fitness equipment.
FINANCIAL IMPACT
The purchase of the fitness equipment will be funded by grant funds received from the BSCC Officer Wellness and Mental Health Grant Program. Any overage, if any, beyond the grant amount will be covered in the Department’s Fiscal Year 2025-26 operating budget.
RECOMMENDATION
It is recommended that the Garden Grove City Council:
Approve to dispense of the bidding process per Municipal Code 2.50.060(E), piggy-back purchase through an approved cooperative purchasing contract; Authorize the use of Life Fitness’s Sourcewell Cooperative Purchasing Contract #052324-LFF; and
Authorize the Finance Director, or designee, to issue a purchase order in the amount of $67,529.29 to Advanced Healthstyles Fitness Equipment, dba Advanced Exercise for the purchase, delivery, and installation of the fitness equipment.
ATTACHMENT(S)
1. Advanced Exercise Proposal #089886-R4
2. Life Fitness Sourcewell Pricing Information
3. Authorized Sourcewell Reseller - Advanced Exercise
65
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73 Life Fitness #052324-LFF
Pricing for contract #052324-LFF offers Sourcewell participating agencies the following discounts:
• Discount range for fitness equipment is 10-35% off MSRP. • Within the cardio product category for all brands, there will be an added volume discount. Quantities of 1-4 total cardio units will carry a 30% discount while volumes of 5 or more total cardio units will carry a 35% discount (US only).
74 January 1, 2025
Dear Advanced Exercise Customer:
The purpose of this letter is to advise you that Advanced Exercise is an authorized commercial fitness reseller for Life Fitness cardiovascular, Life Fitness strength, and Hammer Strength equipment, and ICG branded products and supplies (collectively, the “LF Products”) in the vertical market(s) in the Arizona, Arkansas, California, Colorado, Kansas, Oklahoma, Missouri, Nebraska, Nevada, Texas, Utah, Wyoming, and New Mexico territories (the “Territory”). These markets include, but are not limited to corporate, multi-housing, education, police/fire, recreation centers, country clubs, and local or State municipalities. LF Products purchased from a ny other reseller may have a n invalid warranty, as Life Fitness cannot confirm or guarantee the integrity of such LF Products. Advanced Exercise will also provide Life Fitness’s standard service, including maintenance and warranty coverage, for LF Products serviced within the Territory.
Advanced Exercise is fully authorized to partic ipate under any Life Fitness agreement with Sourcewell, within all of their Territory.
Life Fitness has enjoyed a longstanding relationship with Advanced Exercise and believes that you will be pleased with the sales, service and support provided by their team.
If you have any questions, please feel free to co ntact me at (847)288-5919 or [email protected]. Thank you for your interest in Life Fitness and our products, Sincerely,
Matt Elsesser
Director, Distribution Business
75 Item 351/2025
Final
City of Garden Grove
INTER-DEPARTMENT MEMORANDUM
To:
Lisa L. Kim From: Patricia Song
Dept:
City Manager Dept: Finance
Date: 9/23/2025
Subject: Receive and file warrants. (Action Item)
OBJECTIVE
For the City Council to receive and file the warrants.
BACKGROUND/DISCUSSION
Attached are the warrants recommended to be received and filed.
FINANCIAL IMPACT
Items listed in the warrants are budgeted.
RECOMMENDATION
It is recommended that the City Council:
Receive and file the warrants.
ATTACHMENT(S)
1. 09122025
76 Deputy Finance DirectorSamuel Fandrich
77 78
79 80
81 82
83 84
85 86
87 88
89 90
91 92
93 94
95 96
97 Item 337/2025
Final
City of Garden Grove
INTER-DEPARTMENT MEMORANDUM
To:
Lisa L. Kim From: Ursula Luna-Reynosa
Dept:
City Manager Dept: Economic Development and
Housing
Date: 9/23/2025
Subject: Acceptance of Fiscal Year 2024-25 Consolidated Annual Performance and Evaluation Report. (Action Item)
OBJECTIVE
To request the City Council conduct a Public Hearing regarding the City of Garden Grove’s Fiscal Year 2024-25 Consolidated Annual Performance and Evaluation Report (CAPER) and recommend its transmittal to the U.S. Department of Housing and Urban Development (HUD).
BACKGROUND
Title I of the National Affordable Housing Act of 1990 requires jurisdictions that receive Community Development Block Grant (CDBG), HOME Investment Partnership Program (HOME) and Emergency Solutions Grant (ESG) funding to assess the activities implemented during its previous program year through an annual CAPER.
DISCUSSION
The CAPER details how the City of Garden Grove (City) carried out the projects and activities identified in the previously approved FY 2024 -25 Annual Action Plan (AAP). The CAPER provides narrative descriptions and financial information on specific activities, and evaluates the City’s progress toward the priority objectives addressing housing and community needs, as outlined in the 5-Year Consolidated Plan. The reporting period for the CAPER is from July 1, 2024 through June 30, 2025.
During FY 2024-25, the City utilized Federal funding to expand or preserve affordable housing opportunities, improve low -income neighborhoods through public infrastructure improvements, and assist special needs groups such as senior citizens, homeless and those who are at-risk of becoming homeless. The City assisted approximately 18,146 low-income individuals through various programs and services. Highlights of FY 2024 -25 accomplishments include:
Created and retained 18 jobs, provided assistance to 12 childcare businesses, and helped 108 families access childcare through the Boost Program; 98 Item 337/2025
Provided 24 businesses with technical assistance and assisted 2 businesses with expansion loans through the MicroBiz Program;
Provided rental assistance and wrap around supportive services to 24 homeless or at-risk households through the Homeless Emergency Assistance and Rental Transition Program;
Provided response and outreach to 6,055 homeless individuals through the Special Resource Team, which included 1,053 referrals to service and 67 street exits.
Provided 180 homeless individuals with street outreach, homeless prevention, rapid rehousing and emergency shelter services;
Assisted 3,100 low-income residents through infrastructure development; Assisted 20 low-income residents with home improvement grants; and Assisted 7,478 individuals with fair housing services.
The City was awarded Coronavirus Aid, Relief, and Economic Security (CARES) Act funding in April 2020, and HOME American Rescue Plan (HOME -ARP) funding in September 2021 by HUD. The CARES Act and HOME -ARP funding expenditures are shown in the FY 2024 -25 CAPER. In total, the City expended an additional $134,839.28 in CDBG CARES Act and HOME- ARP funding in FY 2024-25 to develop and expand programs in response to the Coronavirus.
Per the HU D approved Citizen Participation Plan, the City is required to make the CAPER available to the public for review and comment for a minimum of 30 days. A public notice was published in English, Spanish and Vietnamese newspapers announcing the public comment period, which began on August 22, 2025 and will conclude at the end of City Council’s September 23, 2025 meeting. All public comments received are included in the final submission of the CAPER to HUD.
RECOMMENDATION
It is recommended that the City Council:
Conduct a Public Hearing for the Fiscal Year 2024-25 Consolidated Annual Performance and Evaluation Report (CAPER); and
Accept the report and direct its transmission to the U.S. Department of Housing and Urban Development (HUD).
ATTACHMENT(S)
1. FY 2024-25 CAPER
99 PERFORMANCE PERIOD: JUL Y 1, 2024 /hyphen.case JUNE 30, 2025
CITY OF GARDEN GROVE
FY 2024 - 2025
CONSOLIDATED
ANNUAL PERFORMANCE
& EVALUATION REPORT
100
Persons Served
18,146 Individuals
Affordable Housing
46 Units
Public Improvements
3,100 Individuals
Homeless Assistance
180 Individuals
Meals Provided
43,054 Meals
Public Services
6,925 Individuals
Business Assistance
26 businesses
Community Outreach
& Education
7,478 Individuals
2024-25 Consolidated Annual Performance Evaluation Report (CAPER) 2024 Project Expenditures
During FY 2024-25, the City of Garden Grove utilized a total of $2,309,792 in HUD grant funds to benefit low/moderate income residents through a variety of programs and services.
$1,735,293 in CDBG funding was used to benefit low-income residents through housing rehabilitation, senior services, fair housing activities, and infrastructure improvements.
$311,886 in HOME funding was used to develop affordable
housing and provide rental assistance to low-income households. $127,773 in ESG funding was used to provide homeless services through street outreach, emergency shelter, and rental assistance. $75,782 in CDBG CARES Act funding was used to provide
administration and supportive services to those affected by COVID-19.
$59,058 HOME-ARP funding was used to provide housing,
services, and shelter to individuals experiencing homelessness.
CITY OF GARDEN GROVE
Contact Dana Yang, Program Specialist, for more information. (714) 741-5131 [email protected]
Performance Period: July 1, 2024 – June 30, 2025
View the full CAPER at ggcity.org/neighborhood-improvement/reports Business
Assistance
$361,212
PUBLIC
IMPROVEMENTS
$665,099
Affordable
Housing
$395,566
Homeless
Services
$127,773
PUBLIC
SERVICES
$311,565
Administration
$448,577
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TABLE OF CONTENTS
C
R-05 Goals & Outcomes ............................................................................................................................. 3 CR-10 Racial & Ethnic Composition ............................................................................................................. 8 CR-15 Resources & Investments .................................................................................................................. 9 CR-20 Affordable Housing ..........................................................................................................................15 CR-25 Homeless and Other Special Needs.................................................................................................17 CR-30 Public Housing .................................................................................................................................20 CR-35 Other Actions ..................................................................................................................................21 CR-40 Monitoring ......................................................................................................................................26 CR-45 CDBG … ............................................................................................................................................28 CR-50 HOME ……………………………………………………………………………………………………………………………………….29 CR-58 Section 3 …………………………………………………………………………………………………………………………………...31 CR-60 ESG …… ............................................................................................................................................33 CR-65 Persons Assisted ..............................................................................................................................36 CR-70 ESG Assistance Provided and Outcomes .........................................................................................37 CR-75 Expenditures ……………………………………………………………………………………………………………………………. 38 Attachments
A
ttachment 1: FY 2024-25 CAPER Public Participation
Attachment 2: FY 2024-25 Project Locations Map
Attachment 3: PR - 26 CDBG Financial Report Summary
Attachment 4: HOME Monitoring Protocols
Attachment 5: FY 2024-25 ESG SAGE Repor
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CR-05 - Goals and Outcomes
Progress the jurisdiction has made in carrying out its strategic plan and its action plan. 91.520(a) This could be an overview that includes major initiatives and highlights that were proposed and executed throughout the program year.
The Fiscal Year (FY) 2024 -25 Consolidated Annual Performance Evaluation Report (CAPER) captures the expenditures, accomplishments, and progress made on the strategies and goals outlined in the approved 2020-2025 Consolidated Plan for HUD Programs (Con Plan).
The FY 2019-20 Annual Action Plan (AAP) was amended to include Coronavirus Aid, Relief, and Economic Security (CARES) Act funding that the City of Garden Grove was awarded in April 2020. The CARES Act funding and expenditures are shown in the FYs 2019-20, 2020-21, 2021-22, 2022- 23, 2023-24, and 2024 -25 CAPERs. Accomplishments for the CARES Act funding will not be reported until the expenditure deadline is reached and/or the activities have been closed out in IDIS. No CARES Act projects will be closed out in the FY 2024-25 CAPER.
The FY 2021-22 AAP was amended to include HOME American Rescue Plan (HOME -ARP) funding that the City of Garden Grove was awarded in September 2021. The HOME-ARP funding and expenditures are shown in the FY 2024-25 CAPER. Accomplishments for the HOME-ARP funding will not be reported until the expenditure deadline is reached and/or the activities have been closed out in IDIS.
The CAPER outlines achievements in affordable housing, homel ess services, and community development programs. The City of Garden Grove's HUD Programs include:
• Community Development Block Grant (CDBG)
• HOME Investment Partnership (HOME)
• Emergency Solutions Grants (ESG)
The FY 2024-25 CAPER covers the time period from July 1, 2024, to June 30, 2025, and is the fourth annual report of the Con Plan period. It also includes activities funded in previous fiscal years with accomplishments reported during FY 2024-25.
The Con Plan includes the following high priority Goals that are the basis for the activities previously approved in the FY 2024-2025 AAP:
1. Provide decent and affordable housing;
2. Address the needs of homeless individuals;
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3. Provide community and supportive services;
4. Address public facilities and infrastructure needs;
5. Promote economic development and employment; and
6. Provide for planning and administration activities.
Comparison of the proposed versus actual outcomes for each outcome measure submitted with the consolidated plan and explain, if applicable, why progress was not made toward meeting goals and objectives. 91.520(g) Categories, priority levels, funding sources and amounts, outcomes/objectives, goal outcome indicators, units of measure, targets, actual outcomes/outputs, and percentage completed for each of the grantee’s program year goals.
Goal Category Source /
Amount
Indicator Unit of
Measure
Expected
–
Strategic
Plan
Actual –
Strategic
Plan
Percent
Complete
Expec
ted –
Progr
am
Year
Actual –
Program
Year
Percent
Complete
Address Public
Facilities and
Infrastructure
Needs
Non-
Homeless
Special Needs
Non-Housing
Community
Development
CDBG:
$699,164
Public Facility or
Infrastructure
Activities other
than
Low/Moderate
Income Housing
Benefit
Persons
Assisted 35,000 29,425 84.07% 2,335 3,100 132.76% Address the
Needs of
Homeless
Individuals
Homeless ESG: $0
Tenant-based
rental assistance /
Rapid Rehousing
Households
Assisted 15 22 146.67% 4 0 0.00% Address the
Needs of
Homeless
Individuals
Homeless ESG:
$36,000
Homeless Person
Overnight Shelter
(Interval House
and IF)
Persons
Assisted
435 438 100.69% 30 70 233.33%
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Address the
Needs of
Homeless
Individuals
Homeless ESG:
$42,875
Homelessness
Prevention
(Mercy House)
Persons
Assisted
130 90 69.23% 21 39 185.71%
Address the
Needs of
Homeless
Individuals
Homeless ESG:
$46,000
Other
(VOALA)
Other 1000 386 38.60% 37 71 191.89%
Promote
Economic
Development
and
Employment
Non-Housing
Community
Development
CDBG:
$270,199
Jobs
created/retained
(Boost and
Microbiz)
Jobs 20 95 475.00% 4 4 100.00%
Promote
Economic
Development
and
Employment
Non-Housing
Community
Development
CDBG:
$370,199
Businesses
assisted (Boost
and Microbiz)
Businesses
Assisted 0 88 12 14 116.67%
Provide
Community and
Supportive
Services
Homeless
Non-
Homeless
Special Needs
Non-Housing
Community
Development
CDBG:
$281,565
Public service
activities other
than
Low/Moderate
Income Housing
Benefit
(Special Resource
Team, Senior
Center, and Meals
on Wheels)
Persons
Assisted
3,500 9,967 285% 690 1,923 278.70%
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Provide Decent
and Affordable
Housing
Affordable
Housing
Homeless
Non-
Homeless
Special Needs
CDBG: $ /
HOME: $
Rental units
constructed
Household
Housing
Unit
5 0 0.00% 0 0 0
Provide Decent
and Affordable
Housing
Affordable
Housing
Homeless
Non-
Homeless
Special Needs
CDBG: $ /
HOME: $
Rental units
rehabilitated
Household
Housing
Unit
10 8 80.00% 0 0 0
Provide Decent
and Affordable
Housing
Affordable
Housing
Homeless
Non-
Homeless
Special Needs
CDBG:
$135,000
Homeowner
Housing
Rehabilitated
(Home Repair
Program)
Household
Housing
Unit
200 93 46.50% 20 20 100.00%
Provide Decent
and Affordable
Housing
Affordable
Housing
Homeless
Non-
Homeless
Special Needs
HOME:
$250,000
Tenant-based
rental assistance /
Rapid Rehousing
(HEART)
Households
Assisted 134 204 152% 10 24 240.00%
Table 1 - Accomplishments – Program Year & Strategic Plan to Date
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Assess how the jurisdiction’s use of funds, particularly CDBG, addresses the priorities and specific objectives identified in the plan, giving special attention to the highest priority activities identified.
During FY 2024-25, the City expended CDBG funds to meet the priority needs identified in the Con Plan through the following actions:
1. Address Public Facilities/Infrastructure Needs
• The Monroe Street Rehabilitation Project was completed in FY 2024-25 and assisted approximately 3,100 individuals.
2. Address the Needs of Homeless Individuals
• The City was able to assist approximately 180 individuals (105 households) through our homeless non-profit service providers.
3. Promote Economic Development and Employment
• Through the MicroBiz and Boost Programs, the City was able to create and retain a total of 6 low-income employees, and assisted 14 businesses.
4. Provide Community and Supportive Services
• The Garden Grove Police Department's Special Resource Team completed 1,053 referrals by providing street outreach and essential services.
• The H. Louis Lake Senior Center enrolled 668 new seniors into their programs. • Meals on Wheels of Orange County provided home-delivered and congregate meals to 202 new seniors.
5. Provide Decent and Affordable Housing
• The Home Repair Program assisted 20 low-income Garden Grove residents with rehabilitation services for their homes. • The City assisted 24 homeless and at-risk households through the HEART Program.
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CR-10 - Racial and Ethnic composition of families assisted Describe the families assisted (including the racial and ethnic status of families assisted).
91.520(a)
CDBG HOME
White 491 76
Black or African American 17 6
Asian 334 16
American Indian or American Native 2 0
Native Hawaiian or Other Pacific Islander 12 0
Total 856 98
Hispanic 185 68
Not Hispanic 671 30
Describe the clients assisted (including the racial and/or ethnicity of clients assisted with ESG) HESG
American Indian, Alaska Native, or Indigenous 0
Asian or Asian American 28
Black, African American, or African 36
Hispanic/Latina/e/o 100
Middle Eastern or North African 14
Native Hawaiian or Pacific Islander 0
White 74
Multiracial 108
Client doesn't know 0
Client prefers not to answer 0
Data not collected 0
Total 360
Table 2 – Table of assistance to racial and ethnic populations by source of funds Narrative
The City of Garden Grove identifies priority needs and offers services and programs to eligible households regardless of race or ethnicity. This table is generated by the HUD CAPER template, and the information reported reflects demographic information provided by participants in the HUD reporting system.
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CR-15 - Resources and Investments 91.520(a)
Identify the resources made available
Source of Funds Source Resources Made
Available
Amount Expended
During Program Year
CDBG public - federal 1,841,985 1,811,074
HOME public - federal 618,863 311,886
ESG public - federal 162,656 127,774
Table 3 - Resources Made Available
Narrative
The CDBG, HOME, and ESG resources made available in FY 2024 -25 included carryover funds from prior years.
During FY 2024- 2025, the City expended a total of $2,309,792.03 in HUD grant funds on activities previously approved in prior year AAPs.
• $1,735,292.53 in CDBG funds on administration, public services, capital projects, and homeowner rehabilitation.
• $311,886.33 in HOME funds on administration, affordable housing, and tenant based rental assistance.
• $127,773.89 in ESG funds on administration and homeless service activities. • $75,781.78 in CARES Act funding (CDBG -CV and CDBG -CV3) on administration and services for individuals affected by the Coronavirus (COVID-19).
• $59,057.50 in HOME-ARP funding on administration and planning.
HOME-ARP funds were awarded to the City of Garden Grove in September 2021. The HOME-ARP funding and expenditures are shown in the FY 2024 -25 CAPER. Accomplishments for the HOME-ARP funding will not be reported until the expenditure deadline is reached and/or the activities have been closed out in IDIS.
HUD entitlement grant funds not expended during FY 2024 -25 will be carried over and programmed in future AAPs.
Identify the geographic distribution and location of investments Target Area Planned Percentage of
Allocation
Actual Percentage of
Allocation
Narrative Description
Citywide 59% 65% Citywide Table 4 – Identify the geographic distribution and location of investments
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Narrative
Consistent with HUD goals for the CDBG, HOME, and ESG programs, the City utilized these funds for the benefit of low and moderate-income residents and neighborhoods.
The attached FY 2024 -25 AAP Project Locations Map (Attachment 2) shows the location of completed projects with specific addresses.
As identified on the Project Locations Map, several programs were made available to individuals from low or moderate-income households throughout the community, regardless of their place of residence, such as meal delivery to homebound seniors, services to the homeless, and housing rehabilitation grants. 110
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Leveraging
Explain how federal funds leveraged additional resources (private, state and local funds), including a description of how matching requirements were satisfied, as well as how any publicly owned land or property located within the jurisdiction that were used to address the needs identified in the plan.
The City implemented activities and utilized CDBG funds consistent with the FY 2024-25 AAP. The City secured and utilized HUD funds and leveraged funding consistent with the resource allocation plan. Throughout FY 2024 -25, the City did not take any actions that hindered the implementation of the Con Plan or AAP.
Subrecipients for FY 2024 CDBG funds were required to detail all secured and unsecured funding sources in their proposals. Each agency was asked to identify all project funding sources at the time of contract execution and again at project closeout. The ESG program requires all sub - recipients to provide a 100% match on grant funds.
The HOME program requires a 25% match for each HOME dollar invested, and excess match may be credited for use in future years. The total mat ch credit arising from affordable housing bond proceeds may not constitute more than 25% of a Participating Jurisdiction's (PJ) total annual contribution toward its match obligation. Match credits in excess of 25% of a PJ's total annual match obligation may be carried over to subsequent fiscal years and be applied to future year’s obligations.
The City did not utilize publicly owned land or property to address the needs identified in the Con Plan and AAPs. In March 1996, the City completed the Bayfort Apar tments, which is a HOME - eligible affordable housing project that was bond- financed and that exceeded the annual total match obligation of 25% (See Table 5, below).
Fiscal Year Summary – HOME Match
1. Excess match from prior Federal fiscal year $2,134,712
2. Match contributed during current Federal fiscal year $5,074
3. Total match available for current Federal fiscal year (Line 1 plus Line 2) $2,139,785
4. Match liability for current Federal fiscal year $20,294
5. Excess match carried over to next Federal fiscal year (Line 3 minus Line 4) $2,119,491
Table 5 – Fiscal Year Summary - HOME Match Report
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Match Contribution for the Federal Fiscal Year
Project No. or
Other ID
Date of
Contribution
Cash
(non-Federal
sources)
Foregone
Taxes, Fees,
Charges
Appraised
Land/Real
Property
Required
Infrastructure
Site
Preparation,
Construction
Materials,
Donated labor
Bond
Financing
Total Match
16/01/NON 03/02/1996 $15,221 0 0 0 0 $5,074 $20,294
Table 6 – Match Contribution for the Federal Fiscal Year
HOME MBE/WBE report
Program Income – Enter the program amounts for the reporting period Balance on hand at
begin-ning of reporting
period
$
Amount received during
reporting period
$
Total amount expended
during reporting period
$
Amount expended for
TBRA
$
Balance on hand at end
of reporting period
$
$0.00 $170,203 $168,824 $168,824 $1,379
Table 7 – Program Income
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Minority Business Enterprises and Women Business Enterprises – Indicate the number and dollar value of contracts for HOME projects completed during the reporting period Total Minority Business Enterprises White Non-
Hispanic Alaskan
Native or
American
Indian
Asian or
Pacific
Islander
Black Non-
Hispanic
Hispanic
Contracts
Dollar
Amount $250,000 0 0 0 0 $250,000
Number 1 0 0 0 0 1
Sub-Contracts
Number 0 0 0 0 0 0
Dollar
Amount 0 0 0 0 0 0
Total Women
Business
Enterprises
Male
Contracts
Dollar
Amount $250,000 $250,000 0
Number 1 1 0
Sub-Contracts
Number 0 0 0
Dollar
Amount 0 0 0
Table 8 - Minority Business and Women Business Enterprises
Minority Owners of Rental Property – Indicate the number of HOME assisted rental property owners and the total amount of HOME funds in these rental properties assisted Total Minority Property Owners White Non-
Hispanic Alaskan
Native or
American
Indian
Asian or
Pacific
Islander
Black Non-
Hispanic
Hispanic
Number 5 0 1 0 0 4
Dollar
Amount $9,419,259 0 $172,500 0 0 $9,246,759
Table 9 – Minority Owners of Rental Property
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OMB Control No: 2506-0117 (exp. 09/30/2021)
Relocation and Real Property Acquisition – Indicate the number of persons displaced, the cost of relocation payments, the number of parcels acquired, and the cost of acquisition Parcels Acquired 0 0
Businesses Displaced 0 0
Nonprofit Organizations
Displaced 0 0
Households Temporarily
Relocated, not Displaced 0 0
Households
Displaced
Total Minority Property Enterprises White Non-
Hispanic Alaskan
Native or
American
Indian
Asian or
Pacific
Islander
Black Non-
Hispanic
Hispanic
Number 0 0 0 0 0 0
Cost 0 0 0 0 0 0
Table 10 – Relocation and Real Property Acquisition
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CR-20 - Affordable Housing 91.520(b)
Evaluation of the jurisdiction's progress in providing affordable housing, including the number and types of families served, the number of extremely low-income, low-income, moderate-income, and middle-income persons served.
One-Year Goal Actual
Number of Homeless households to be
provided affordable housing units 10 9
Number of Non-Homeless households to be
provided affordable housing units 20 35
Number of Special-Needs households to be
provided affordable housing units 0 0
Total 30 44
Table 11 – Number of Households
One-Year Goal Actual
Number of households supported through
Rental Assistance 10 24
Number of households supported through
The Production of New Units 0 0
Number of households supported through
Rehab of Existing Units 20 20
Number of households supported through
Acquisition of Existing Units 0 0
Total 30 44
Table 12 – Number of Households Supported
Discuss the difference between goals and outcomes and problems encountered in meeting these goals.
The rehabilitation of existing units is accomplished through the administration of the Home Repair Program and the completion of the Stuart Drive permanent supportive housing development. Due to the nature of the Home Repair Program, it is common for a number of the grants to be delayed and carry over into the following FY. Home Repair Program projects that were not completed in FY 2024 -25 (6 total projects) will have their accomplishments recorded in the FY 2025-26 CAPER.
Discuss how these outcomes will impact future annual action plans.
The City of Garden Grove is committed to providing high-quality, affordable housing for its residents. The City is in constant contact with developers to produce affordable housing projects and, as funds become available, these projects will be included in future AAPs. 115
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Include the number of extremely low-income, low-income, and moderate-income persons served by each activity where information on income by family size is required to determine the eligibility of the activity.
Number of Households Served CDBG Actual HOME Actual
Extremely Low-income 0 23
Low-income 20 1
Moderate-income 0 0
Total 20 24
Table 13 – Number of Households Served
Narrative Information
Using CDBG and HOME funds, the City was able to assist a total of forty-four (44) low-income households with housing-related services.
• The Home Repair Program is designed to assist Garden Grove residents who qualify at or below the "low-income" limit, which is 80% of the Orange County area median income. Through this program, the City assisted twenty (20) low-income residents with funds t o rehabilitate their homes.
• HOME funding for the HEART Program allowed the City to serve a total of twenty -four (24) homeless households with rental assistance and supportive services.
Additionally, the City expended a total of $127,773.89 in ESG funds to assist homeless individuals with housing solutions.
• $42,874.23 in ESG funds was used to keep 13 households (39 individuals) from losing their primary residence via homeless prevention services.
• $67,820.66 in ESG funds was used to provide 141 individuals with street outreach and emergency shelter services.
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CAPER 17
OMB Control No: 2506-0117 (exp. 09/30/2021)
CR-25 - Homeless and Other Special Needs 91.220(d, e); 91.320(d, e); 91.520(c) Evaluate the jurisdiction’s progress in meeting its specific objectives for reducing and ending homelessness through:
Reaching out to homeless persons (especially unsheltered persons) and assessing their individual needs
During FY 2024-25, the City of Garden Grove was awarded $178,182 in ESG funds to address homelessness issues throughout the City. The funds were made available to various service providers offering different types of eligible homeless programs. The services included emergency shelters, essential services, homeless prevention, and homeless outreach.
The City of Garden Grove provided $46,000 to Volunteers of America of Los Angeles to support a Street Outreach Program. The services provided through the Street Outreach Program were directed towards deploying basic needs support to unsheltered individuals in Garden Grove. This activity created opportunities for sub-recipients to informally engage and assess unsheltered individuals within their peer and community setting. Volunteers of America of Los Angeles was able to provide essential outreach services to 71 homeless residents in FY 2024-25.
City staff f ocused the majority of resources on helping service providers maintain emergency shelter operations for homeless individuals and families, provide essential services such as case management and career counseling, and support homeless prevention programs th rough transitional housing. The City provided $51,000 in ESG funding to Interval House and Illumination Foundation for emergency shelter and essential services, which included community outreach and education programs to individuals at risk of domestic vio lence. With the Garden Grove ESG funding for emergency shelter, Interval House and Illumination Foundation were able to free up their nonfederal resources to provide homeless outreach services, homeless prevention education, and domestic violence safety outreach to the population at risk of homelessness, which included 70 individuals in Garden Grove.
The City of Garden Grove Police Department’s Special Resource Team (SRT), funded through the City’s general fund, also implemented street outreach programs for the homeless. The SRT focused on providing resources to help reduce the number of homeless individuals as well as reducing the police responses involving the homeless and mentally ill. The Police Department also partnered up with Orange County Mental Hea lth agencies to provide resources and assistance to homeless individuals that the SRT encounters.
Addressing the emergency shelter and transitional housing needs of homeless persons Of the $178,182 of ESG funds, the City allocated $51,000 for emergency shelter. These funds provided different levels of homeless/client programs, including chronically homeless services, domestic violence, winter armory, child care, and rental assistance.
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ESG funds also supported Interval House in maintaining its Domestic Violence Shelter Program and Illumination Foundation in maintaining its Family Emergency Shelter. Over 70 individuals from Garden Grove were given emergency shelter and were provided support services which included a safe living environment. Case management was provided to ensure that the clients were rapidly rehoused in decent and affordable permanent housing.
Helping low-income individuals and families avoid becoming homeless, especially extremely low-income individuals and families and those who are: likely to become homeless after being discharged from publicly funded institutions and systems of care (such as health care facilities, mental health facilities, foster care and other youth facilities, and corrections programs and institutions); and, receiving assistance from public or private agencies that address housing, health, social services, employment, education, or youth needs The City of Garden Grove committed $42,874 in ESG funds to Mercy House for homeless prevention services. Mercy House assisted 13 families (39 individuals) through their Homeless Prevention Program, providing rental assistance and case management services to keep Garden Grove families from becoming homeless. Other ESG sub-recipient organizations, such as Interval House, have made great efforts to assist victims from becoming homeless after the completion of temporary housing programs. Staff at Interval House conduct follow -up case management for their domestic violence victims and make referrals to Garden Grove Housing Authority for Section 8 vouchers for permanent housing.
In FY 2024 -25, the Garden Grove Housing Authority worked with Thomas House, Mercy House, and Interval House in providing Section 8 vouchers to qualified residents coming from the shelter programs. Under the voucher program, individuals or families with a voucher are able to find and lease a unit and only have to pay a portion of the rent. The program further assists low -income individuals and families to avoid becoming homeless.
Every jurisdiction receiving McKinney-Vento Homeless Assistance Act funds must develop and implement a Discharge Coordination Policy. The County of Orange assists people discharged from publicly funded institutions or systems of care (such as health care facilities, foster c are or other youth facilities, or correction programs and institutions). This assistance prevents homelessness resulting from discharge.
The City will refer people discharged from public institutions to the County of Orange for additional resources.
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CAPER 19
OMB Control No: 2506-0117 (exp. 09/30/2021)
Helping homeless persons (especially chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth) make the transition to permanent housing and independent living, including shortening the period of time that individuals and families experience homelessness, facilitating access for homeless individuals and families to affordable housing units, and preventing individuals and families who were recently homeless from becoming homeless again
As part of the efforts to provide housing for the homeless and those at risk of homelessness, the City of Garden Grove awarded HOME funds to service providers who provide rental assistance through the Homeless Emergency Assistance and Rental Transition (HEART) Program. Interval House administered the program during FY 2024-2025 and assisted 24 households over a 12-month period by providing a portion of a household’s rent (including security and utility deposits) while offering services to achieve self- sufficiency.
119
CAPER 20
OMB Control No: 2506-0117 (exp. 09/30/2021)
CR-30 - Public Housing 91.220(h); 91.320(j)
Actions taken to address the needs of public housing
The City of Garden Grove does not have any units of Public Housing.
Actions taken to encourage public housing residents to become more involved in management and participate in homeownership
The City of Garden Grove does not have any units of Public Housing.
Actions taken to provide assistance to troubled PHAs
The City of Garden Grove does not have any units of Public Housing. 120
CAPER 21
OMB Control No: 2506-0117 (exp. 09/30/2021)
CR-35 - Other Actions 91.220(j)-(k); 91.320(i)-(j)
Actions taken to remove or ameliorate the negative effects of public policies that serve as barriers to affordable housing such as land use controls, tax policies affecting land, zoning ordinances, building codes, fees and charges, growth limitations, and policies affecting the return on residential investment. 91.220 (j); 91.320 (i) Market and governmental factors pose barriers to the provision of adequate and affordable housing.
These factors tend to disproportionately impact lower- and moderate-income households due to their limited resources for absorbing the costs. Garden Grove works to remove barriers to affordable housing by implementing a Housing Element that is consistent with California law and taking actions to reduce costs or provide off-setting financial incentives to assist in the production of safe, high-quality, affordable housing. The City is committed to removing governmental constraints that hinder the production of housing and offers a “one -stop” streamlined permitting pro cess to facilitate efficient entitlement and building permit processing.
The City of Garden Grove has instituted additional actions aimed at reducing the impact of the public sector’s role in housing costs. City efforts to remove barriers to affordable housing include:
• Conduct periodical analysis and revision of the zoning code aimed at developing flexible zoning provisions in support of providing an adequate supply of desirable housing, such as mixed -use zoning standards and updates to the Housing Element.
• Add provision of affordable housing projects through acquisition and rehabilitation activities and new construction of affordable housing units.
• Establishment of a streamlined service counter to reduce process time. • Incentivize density bonuses for affordable projects.
• Continued assessment of existing policies, procedures, and fees to minimize unnecessary delays and expenses to housing projects.
• Streamline construction and/or conversion of Accessory Dwelling Units (ADU's).
In addition, the City updated its Analysis of Impediments to Fair Housing Choice (AI) Report in March 2020 in coordination with other local jurisdictions. This report identifies any potential impediments to fair housing and establishes a Fair Housing Action Plan to outline steps to overcom e any identified impediments.
Actions taken to address obstacles to meeting underserved needs. 91.220(k); 91.320(j) The major obstacle to meeting under -served needs is the lack of adequate funding, especially for affordable housing activities. With the dissolution of redevelopment in California and reduced State and Federal funding levels, the City's ability to address the extensive needs in the community is seriously compromised. The City will strive to leverage available funds, to the greatest extent possible, to overcome obstacles in meeting under -served needs. The City has adopted its 2021 -2028 Housing Element, which 121
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includes a commitment to annually pursue State, Federal, and other funding opportunities to increase the supply of safe, decent, affordab le housing in Garden Grove for lower- income households (including extremely low- income households), such as seniors, disabled, the homeless, and those at risk of homelessness.
Actions taken to reduce lead-based paint hazards. 91.220(k); 91.320(j) The City has an aggressive policy to identify and address lead -based paint hazards in all HUD -funded housing rehabilitation projects. The City considers all housing rehabilitation an opportunity to address potential lead hazards. We, therefore, require lead paint t esting for 100% of the City’s HUD -funded residential rehabilitation programs where paint will be disturbed in properties built before 1978.
Loan/grant recipients are required to obtain a lead -based paint inspection prior to commencement of work as well as a post-rehabilitation clearance test if the work disturbed areas where lead contamination had been found. Because the additional costs of lead hazard testing and remediation can be prohibitively expensive for low- income homeowners, the City uses CDBG funds to cover the costs of the lead paint inspection and, if necessary, any lead paint interim controls and lead clearance testing in conjunction with any CDBG-funded housing rehabilitation grants or loans. During FY 2024-25, the City funded sixteen (16) lead-based paint initial inspections and eleven (11) clearance inspections in administration of the Home Repair Program.
Actions taken to reduce the number of poverty-level families. 91.220(k); 91.320(j) Garden Grove continues to look for ways to expand economic activities to include all people and provide programs to those people who are less fortunate. In the past, the City has focused on the creation of jobs for low- and moderate-income persons through economic development in the Harbor Boulevard area.
Through the Con Plan and associated AAP, the City seeks to create and retain permanent jobs that are available to and/or filled by low - and moderate-income people. In addition, other essential elements of the City’s anti-poverty strategy include:
• Section 8 Housing Choice Voucher Program;
• Housing Choice Voucher Family Self Sufficiency Program; • Economic development programs;
• Anti-crime programs;
• Housing rehabilitation programs;
• Creation of affordable housing;
• Job training and employment development; and
• Transitional housing and homeless service programs.
Through these programs, the City is working to reduce the number of families living below the poverty line. The goals and strategies contained in the Con Plan for funding housing, community development, and community services activities often directly address poverty issues through provision of funding or services, or indirectly through the creation of jobs as several of the CDBG, HOME, and ESG funded service 122
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providers offer job training as a component of their programs.
In addition, the City will annually allocate up to 15% of its CDBG funds to public service agencies that offer supportive services in an effort to reduce poverty.
Actions taken to develop institutional structure. 91.220(k); 91.320(j) Successful program implementation requires coordination, both internally and with outside agencies. The City makes changes, as needed, to its staff assignments to address the administrative, planning, and reporting needs of CDBG, HOME, and ESG funds. Project manageme nt improvements have included strengthened project eligibility review and staff training of regulatory compliance and procedures. The City of Garden Grove Neighborhood Improvement Division of the Economic Development and Housing Department serves as the lead agency in administration and compliance of CDBG, HOME, and ESG Programs and grant management. The Neighborhood Improvement Division coordinates activities related to CDBG, HOME, and ESG funds, including coordination of internal departments, outside agen cies, and grant recipients.
The City's ongoing efforts in its institutional structure include strengthening project designs through negotiating stronger and more specific performance goals for project contracts. This includes ongoing education and technical assistance for program stakeholders, including fellow City Departments implementing HUD -funded programs, outside contractors, the Neighborhood Improvement and Conservation Commission, the City Council, and the public in general regarding the overall objectives and eligible and ineligible uses of each of our HUD funds.
The City also amended the Citizen Participation Plan to make it more readable and to officially designate the City Council as the public hearing body and worked closely with the Neighborhood Improvement and Conservation Commission to deepen their understanding of the CDBG, HOME, and ESG Programs.
Capacity-building is another component in development of the City's institutional structure. In addition to in-house training and developmen t of improved management systems, the City will continue to participate in all HUD training offered locally. To gather more information, build staff knowledge, and seek regional solutions to regional problems, the City participates in regional efforts such as the Orange County Continuum of Care for the Homeless.
Actions taken to enhance coordination between public and private housing and social service agencies. 91.220(k); 91.320(j)
Housing, supportive services, and community development activities were del ivered by a number of public agencies, non -profit entities, and private organizations. The City of Garden Grove continued to function in a coordinating role between local non -profit service providers and other County, State, and Federal organizations, as w ell as regional agencies and plans such as the Orange County Continuum of Care (CoC).
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To enhance coordination, the City participated in regional planning groups and forums to foster collaboration with other agencies and organizations. Through collaboration , the City identified common goals and strategies to avoid overlaps in services and programs and identify potential for leveraging resources. The City also continued to work with a wide range of public and community social service agencies to meet and addr ess the various needs of the community. The City utilized the services of 211 Orange County, whose mission is to help people in the community find the help they need by eliminating the barriers to finding and accessing social services.
Identify actions tak en to overcome the effects of any impediments identified in the jurisdictions analysis of impediments to fair housing choice. 91.520(a) The City of Garden Grove is required to undertake an analysis of impediments to fair housing that may be prevalent in t he community and to develop an action plan to address impediments. The City, in collaboration with other Orange County communities, participated in producing a five -year analysis of impediments to fair housing. The final product was the 2020 -2024 Orange Co unty Regional Analysis of Impediments to Fair Housing Choice (Regional AI). The following are the private sectors impediments:
• Housing Discrimination
• Discriminatory Advertising
• Denial of Reasonable Accommodation
• Hate Crimes
• Unfair Lending
During FY 2024- 2025, the City of Garden Grove undertook several programs/actions (on its own or in cooperation with a fair housing provider) to overcome the impediments to fair housing choices identified in the Regional AI. Garden Grove contracted with Fair Housing Foundat ion (FHF) to provide comprehensive educational and enforcement programs for City residents. The FHF understands the private sector and is well equipped to analyze impediments, describe appropriate actions, and to follow- through on those actions.
During FY 2024-25, the FHF assisted a total of 7,478 individuals with the following services:
1. Fair Housing Outreach and Education
• Planned Agency Meetings at various locations throughout the City; • Organized booths at various events throughout the City; • Distributed literature at various locations throughout the City (including flyers and press releases); • Facilitated management trainings at City Hall;
• Presented programs at various locations throughout the City; and • Coordinated landlord/tenant workshops at City Hall.
2. General Housing Counseling & Resolution
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• Responded to inquiries regarding general housing issues. In addition, FHF screens, inputs data, counsels, pursues habitability cases, provides unlawful detainer assistance, conducts mediations, and provides appropriate referrals.
3. Discrimination Services
• Responded to inquiries regarding discrimination, complaints, screening, and counseling services.
4. Landlord/Tenant Services
• Responded to and assisted in the mediation of disputes between landlords and tenants. 125
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CR-40 - Monitoring 91.220 and 91.230
Describe the standards and procedures used to monitor activities carried out in furtherance of the plan and used to ensure long -term compliance with requirements of the programs involved, including minority business outreach and the comprehensive planning requirements Although the City’s HUD -funded activities and strategies have been very successful, we strive for continuous improvements in our housing, homeless prevention, neighborhood improvement, and public service priority needs, as well as our grant administration, compliance, and monitoring. During FY 2024 - 2025, the City continued to improve its project, fiscal, and other administrative management systems to ensure compliance with CDBG, HOME, and ESG program and comprehensive planning requirements through the following measures and accomplishments:
The City’s Economic Development and Housing and Finance Departments worked toget her over the last six months to prepare for the FY 2024 -25 CAPER and the FY 2025 -2026 AAP. Through several brainstorming meetings with managers and staff from both teams, the City has achieved comprehensive training for key staff in both departments on HUD program financial administration and using IDIS.
Economic Development and Housing staff have been working with Finance staff to educate them on HUD requirements. This cooperation will improve the timeliness of HUD fund drawdowns, establish better procedures and schedules for aligning the City’s general budget planning and the HUD AAP process, the City’s general ledger and IDIS records, and for handling remaining funds at the end of the program year.
City Staff annually monitors all HOME funded projects in accordance with the City's Monitoring Plan for HOME Rental Projects and the HOME Final Rule. See Attachment 4 for the City's HOME Monitoring Policy.
In an effort to ensure up-to-date knowledge of HUD programs and policies, staff members invested over 50 ho urs in training, workshops, webinars, or technical assistance sessions sponsored by HUD or by outside agencies, but with direct relevance to the HUD program implementation. Topics of the trainings included Coronavirus Aid, Relief, and Economic Security (CA RES) Act funding, HOME American Rescue Plan, Financial Management, Analysis of Impediments, HMIS, HOME activities, IDIS, sub -recipient management, CDBG and Environmental Training.
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Citizen Participation Plan 91.105(d); 91.115(d)
Describe the efforts to provide citizens with reasonable notice and an opportunity to comment on performance reports.
The City’s effort to provide citizens with reasonable notice and an opportunity to comment on performance reported in the Draft FY 2024 -25 CAPER follows the pr ocess outlined in the Citizen Participation Plan.
The Draft CAPER was made available for public review online at https://ggcity.org/neighborhood - improvement, and all public comments were directed to staff via email. The 30-day public review and comment pe riod for the FY 2024 -25 CAPER was from August 22, 2025, through September 23, 2025.
Notices for the public hearing were published in local English, Spanish and Vietnamese newspapers on August 22, 2025. The City held public hearings to receive public commen ts regarding the FY 2024 -25 CAPER at the September 8, 2025 Neighborhood Improvement and Conservation Commission meeting, and at the September 23, 2025, Garden Grove City Council meeting. The public notices that were published are included in Attachment 1.
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CR-45 - CDBG 91.520(c)
Specify the nature of, and reasons for, any changes in the jurisdiction’s program objectives and indications of how the jurisdiction would change its programs as a result of its experiences.
The City of Garden Grove CDBG program did not have any significant changes to the Consolidated Plan goals.
Does this Jurisdiction have any open Brownfields Economic Development Initiative (BEDI) grants?
No
[BEDI grantees] Describe accomplishments and program outcomes during the last year.
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CR-50 - HOME 24 CFR 91.520(d)
Include the results of on- site inspections of affordable rental housing assisted under the program to determine compliance with housing codes and other applicable regulations Please list those projects that should have been inspected on-site this program year based upon the schedule in 24 CFR §92.504(d). Indicate which of these were inspected and a summary of issues that were detected during the inspection. For those that were not inspected, please indicate the reason and how you will remedy the situation.
Please list those projects that should have been inspected on -site this program year based upon the schedule in 24 CFR §92.504(d). Indicate which of these were inspected and a summary of issues that were detected during the inspe ction. For those that were not inspected, please indicate the reason and how you will remedy the situation.
The Garden Grove Housing Authority (GGHA) conducts Housing Quality Standard (HQS) inspections of Tenant Based Rental Assistance units, HOME restricted units, Density Bonus units, and Housing Successor units to determine compliance with Federal, State, and local housing standards.
Provide an assessment of the jurisdiction's affirmative marketing actions for HOME units. 24 CFR 91.520(e) and 24 CFR 92.351(a)
All HOME funded affordable housing projects must adopt affirmative marketing procedures and submit the affirmative marketing plan to the City. During annual monitoring, overall performance related to fair housing and non-discrimination is monitored to ensure fair housing compliance.
Refer to IDIS reports to describe the amount and use of program income for projects, including the number of projects and owner and tenant characteristics During FY 2024-25, the City expended $170,203 in Program Income on t he HEART Program. The HEART Program provides rental assistance and supportive services for literally homeless individuals and individuals at-risk of homelessness.
Describe other actions taken to foster and maintain affordable housing. 24 CFR 91.220(k) (STATES ONLY: Including the coordination of LIHTC with the development of affordable housing). 24 CFR 91.320(j)
Section 8 funds: The Garden Grove Housing Authority administers the Section 8 Program for the City, and provides rent subsidies to 2,337 Garden Grove households.
Density Bonus: Th e City of Garden Grove works with housing developers to assist in the development of affordable housing projects through the execution of Density Bonus Affordable Housing Agreements. The 129
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City currently monitors three (3) density bonus affordable housing projects totaling 15 affordable units.
Redevelopment Agency: The City of Garden Grove currently monitors 11 affordable housing projects, totaling 640 affordable units previously assisted with former Low and Moderate Housing funds.
HOME-A merican Rescue Plan Funding: The City received a HOME-ARP allocation from HUD on September 20, 2021 in the amount of $3,037,211. The City dedicated approximately $1.3 Million towards the development of permanent supportive housing and another $1.3 Million to tenant based rental assistance (TBRA) activites through the approved HOME-ARP Allocation Plan. On November 16, 2023, the City released a NOFA to select the operator for the TBRA program, and the contract was awarded to Illumination Foundation will be starting operations of the program in FY 2024-25. On December 1, 2023, the City released an RFP for affordable and permanent supportive housing developments and is currently negotiating with several developers on potential projects.
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CR-58 – Section 3
Identify the number of individuals assisted and the types of assistance provided Total Labor Hours CDBG HOME ESG HOPWA HTF
Total Number of Activities 1 0 0 0 0
Total Labor Hours 1,542
Total Section 3 Worker Hours 231
Total Targeted Section 3 Worker Hours 0
Table 14 – Total Labor Hours
Qualitative Efforts - Number of Activities by Program CDBG HOME ESG HOPWA HTF Outreach efforts to generate job applicants who are Public Housing Targeted Workers 1
Outreach efforts to generate job applicants who are Other Funding Targeted Workers. 1
Direct, on-the job training (including apprenticeships). 1 Indirect training such as arranging for, contracting for, or paying tuition for, off-site training.
Technical assistance to help Section 3 workers compete for jobs (e.g., resume assistance, coaching).
Outreach efforts to identify and secure bids from Section 3 business concerns.
Technical assistance to help Section 3 business concerns understand and bid on contracts.
Division of contracts into smaller jobs to facilitate participation by Section 3 business concerns.
Provided or connected residents with assistance in seeking employment including: drafting resumes,preparing for interviews, finding job opportunities, connecting residents to job placement services.
Held one or more job fairs.
Provided or connected residents with supportive services that can provide direct services or referrals.
Provided or connected residents with supportive services that provide one or more of the following: work readiness health screenings, interview clothing, uniforms, test fees, transportation.
Assisted residents with finding child care.
Assisted residents to apply for, or attend community college or a four year educational institution.
Assisted residents to apply for, or attend vocational/technical training.
Assisted residents to obtain financial literacy training and/or coaching.
Bonding assistance, guaranties, or other efforts to support viable bids from Section 3 business concerns.
Provided or connected residents with training on computer use or online technologies.
Promoting the use of a business registry designed to create opportunities for disadvantaged and small businesses.
Outreach, engagement, or referrals with the state one -stop system, as designed in Section 121(e)(2) of the Workforce Innovation and Opportunity Act.
Other.
Table 15 – Qualitative Efforts - Number of Activities by Program 131
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Narrative
The prime contractor and subcontractors for the Monroe Street Rehablitation Project did not meet the requirements for the number of Section 3 Workers and Targeted Section 3 Workers working on the project. Staff received confirmation that the contractor has an active apprenticeship program that provides on the job training.
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CR-60 - ESG 91.520(g) (ESG Recipients only)
ESG Supplement to the CAPER in e-snaps
For Paperwork Reduction Act
1. Recipient Information—All Recipients Complete
Basic Grant Information
Recipient Name GARDEN GROVE
Organizational DUNS Number 009596495
UEI
EIN/TIN Number 956005848
Indentify the Field Office LOS ANGELES
Identify CoC(s) in which the recipient or
subrecipient(s) will provide ESG
assistance
Santa Ana/Anaheim/Orange County CoC
ESG Contact Name
Prefix Mr
First Name Tim
Middle Name
Last Name Throne
Suffix
Title Sr. Program Specialist
ESG Contact Address
Street Address 1 11222 Acacia Parkway
Street Address 2
City Garden Grove
State CA
ZIP Code 92840-
Phone Number 7147415144
Extension
Fax Number
Email Address [email protected]
ESG Secondary Contact
Prefix Ms
First Name Monica
Last Name Covarrubias
Suffix
Title Sr. Project Manager
Phone Number 7147415788
Extension
Email Address [email protected]
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2. Reporting Period—All Recipients Complete
Program Year Start Date 07/01/2024
Program Year End Date 06/30/2025
3a. Subrecipient Form – Complete one form for each subrecipient Subrecipient or Contractor Name: INTERVAL HOUSE
City: Long Beach
State: CA
Zip Code: 90803, 4221
DUNS Number: 113510176
UEI:
Is subrecipient a victim services provider: N
Subrecipient Organization Type: Other Non-Profit Organization ESG Subgrant or Contract Award Amount: 21000
Subrecipient or Contractor Name: MERCY HOUSE TRANSITIONAL LIVING CENTERS City: Santa Ana
State: CA
Zip Code: 92702, 1905
DUNS Number: 879797165
UEI:
Is subrecipient a victim services provider: N
Subrecipient Organization Type: Other Non-Profit Organization ESG Subgrant or Contract Award Amount: 42874.23
Subrecipient or Contractor Name: Illumination Foundation City: Orange
State: CA
Zip Code: 92867, 5548
DUNS Number: 829919047
UEI:
Is subrecipient a victim services provider: N
Subrecipient Organization Type: Other Non-Profit Organization ESG Subgrant or Contract Award Amount: 15000
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Subrecipient or Contractor Name: Volunteers of America
City: Los Angeles
State: CA
Zip Code: 90010, 2619
DUNS Number: 072928041
UEI:
Is subrecipient a victim services provider: N
Subrecipient Organization Type: Other Non-Profit Organization ESG Subgrant or Contract Award Amount: 77485
Subrecipient or Contractor Name: Orange County United Way City: Irvine
State: CA
Zip Code: 92614,
DUNS Number:
UEI:
Is subrecipient a victim services provider: N
Subrecipient Organization Type: Other Non-Profit Organization ESG Subgrant or Contract Award Amount: 4880
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CR-65 - Persons Assisted
CR-65 is replaced by the FY 2024-25 ESG Sage Report, which is located in Attachment #5.
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CR-70 – ESG 91.520(g) - Assistance Provided and Outcomes
8. Shelter Utilization
Number of New Units - Rehabbed 0
Number of New Units - Conversion 0
Total Number of bed-nights available 24,820
Total Number of bed-nights provided 20,088
Capacity Utilization 80.93%
Table 14 – Shelter Capacity
9. Project Outcomes Data measured under the performance standards developed in consultation with the CoC(s)
All sub-recipients of ESG funds were required to use homeless/client certification forms during the intake process to ensure all clients serviced were qualified and are residents of the City of Garden Grove. In addition, sub -recipients were also required t o submit completed quarterly reports for monitoring purposes. During the aforementioned process, City staff addressed concerns and/or discrepancies within the reports and made sure corrections were made at the early stages of the FY. The capacity of utilization for shelter was approximately 80.93% (20,088 bed nights provided).
In addition, City staff consulted with the CoC and attended meetings with various County subcommittees to discuss issues, concerns, and best practices for meeting the needs of the hom eless population. Staff also formed an OC Collaborative consisting of neighboring jurisdictions receiving ESG funds (Anaheim, Santa Ana, Irvine, and the County of Orange) and established a shared Request for Proposal (RFP) that was utilized to fund service providers for program year 2024. The OC Collaborative created uniform ESG guidelines that are utilized amongst all service providers within the County. These guidelines include a homeless at-risk assessment and a homeless certification form. Creating these guidelines helped promote a cohesive effort between the neighboring Cities in addressing homelessness and also assisted service providers to stay compliant with HUD’s regulations.
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CR-75 – Expenditures
11. Expenditures
11a. ESG Expenditures for Homelessness Prevention
Dollar Amount of Expenditures in Program Year
2022 2023 2024
Expenditures for Rental Assistance $7,070 $13,359 $28,973 Expenditures for Housing Relocation and
Stabilization Services - Financial Assistance 0 $330 $2,286 Expenditures for Housing Relocation &
Stabilization Services - Services $12,925 $6,311 $11,615 Expenditures for Homeless Prevention under
Emergency Shelter Grants Program 0 0 0
Subtotal Homelessness Prevention $19,995 $20,000 $42,874 Table 15 – ESG Expenditures for Homelessness Prevention
11b. ESG Expenditures for Rapid Re-Housing
Dollar Amount of Expenditures in Program Year
2022 2023 2024
Expenditures for Rental Assistance $4,433 $1,756 0
Expenditures for Housing Relocation and
Stabilization Services - Financial Assistance $8,895 0 0 Expenditures for Housing Relocation &
Stabilization Services - Services $7,906 $985 0
Expenditures for Homeless Assistance under
Emergency Shelter Grants Program 0 0 0
Subtotal Rapid Re-Housing $21,234 $2,741 0
Table 16 – ESG Expenditures for Rapid Re-Housing
11c. ESG Expenditures for Emergency Shelter
Dollar Amount of Expenditures in Program Year
2022 2023 2024
Essential Services $56,235 $46,379 $31,001
Operations $9,824 $5,491 $6,116
Renovation 0 0 0
Major Rehab 0 0 0
Conversion 0 0 0
Subtotal $66,059 $51,870 $37,117
Table 17 – ESG Expenditures for Emergency Shelter
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11d. Other Grant Expenditures
Dollar Amount of Expenditures in Program Year
2022 2023 2024
Street Outreach $34,673 $50,000 $30,704
HMIS $5,121 $5,094 $4,880
Administration $12,802 $12,733 $12,199
Table 18 - Other Grant Expenditures
11e. Total ESG Grant Funds
Total ESG Funds
Expended
2022 2023 2024
430,096 $159,884 $142,438 $127,774
Table 19 - Total ESG Funds Expended
11f. Match Source
2022 2023 2024
Other Non-ESG HUD Funds 0 0 0
Other Federal Funds 0 0 0
State Government 0 $30,000 0
Local Government $16,769 $67,827 $17,079
Private Funds $41,485 0 $58,991
Other $101,630 $44,611 $51,704
Fees 0 0 0
Program Income 0 0 0
Total Match Amount $159,884 $142,438 $127,774
Table 20 - Other Funds Expended on Eligible ESG Activities
11g. Total
Total Amount of Funds
Expended on ESG
Activities
2022 2023 2024
860,192 $319,768 $284,876 $255,548
Table 21 - Total Amount of Funds Expended on ESG Activities
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At
tachment #1
F
Y 2024-25 CAPER Public Participation
140
PUBLIC NOTICE
CITY OF GARDEN GROVE
2024-25 CONSOLIDATED ANNUAL PERFORMANCE
AND EVALUATION REPORT (CAPER)
The City of Garden Grove’s (City) Economic Development and Housing Department, in accordance with U.S. Department of Housing and Urban Development (HUD) regulations, has prepared its Draft FY 2024-25 Consolidated Annual Performance and Evaluation Report (CAPER). The report describes and assesses the housing, economic, and community development activities undertaken by the City over the period from July 1, 2024, through June 30, 2025.
Opportunity for Public Review and Comment
Public hearings are to be held in the Garden Grove Community Meeting Center located at 11300 Stanford Avenue, Garden Grove, California, 92840, and are scheduled as follows:
Garden Grove Neighborhood Improvement and Conservation Commission – Monday, September 8, 2025, at 6:30 p.m.
Garden Grove City Council – Tuesday, September 23, 2025, at 6:30 p.m.
From August 22, 2025 through September 23, 2025, the City’s FY 2024-2025 CAPER will be available for public review at the following location:
Please visit the City’s website at https://ggcity.org/neighborhood- improvement/reports to review the draft FY 2024-25 CAPER, and please submit comments electronically to Dana Yang at [email protected].
The Economic Development and Housing Department will accept written and verbal comments until 3:00 p.m. on September 2 3, 202 5. Please direct any questions or comments to Dana Yang, at (714) 741-5131 or by email at [email protected].
/s/ Lizabeth Vasquez, CMC
City Clerk
Date:
Publish: August 22, 2025
141
T
HÔNG BÁO
THÀNH PHỐ GARDEN GROVE
BÁO CÁO ĐÁNH GIÁ VÀ THÀNH TÍCH HỢP NHẤT
HÀNG NĂM CAPER 2024-25 (CAPER)
Thành phố Garden Grove, Ban Phát triển Kinh tế và Gia cư, theo quy định của Bộ Phát triển Đô thị và Nhà ở Hoa Kỳ (HUD), đã chuẩn bị Bản thảo Báo Cáo Đánh Giá và Thành Tích Hợp Nhất Hàng Năm CAPER 2024-25 (CAPER).
Báo cáo mô tả và đánh giá các hoạt động phát triển nhà ở, kinh tế và cộng đồng do Thành phố thực hiện trong khoảng thời gian trong giai đoạn từ ngày 1 tháng Bảy, 2024 đến hết ngày 30 tháng Sáu, 2025.
Cơ Hội Để Công Chúng Xem Duyệt Và Nhận Xét
Ph
iên điều trầ n công khai sẽ được tổ chức tại Garden Grove Community Meeting Center, tọa lạc tại 11300 Stanford Avenue, Garden Grove, California, 92840 vào các ngày sau đây:
Ủ
y Ban Cải Thiện và Bảo Tồn Hàng Xóm (Neighborhood Improvement and Conservation Commission, NICC) vào Thứ Hai, ngày 8 tháng Chín, 2025 lúc 6:30 chiều.
Và buổi họp Hội Đồng Thành Phố Garden Grove vào ngày Thứ Ba, 24 tháng Chín, 2025 lúc 6:30 chiều.
B
ản thảo CAPER niên khoá 2024-2025 sẽ có sẵn để công chúng nhận xét từ ngày 2 2 tháng Tám, 202 5 đến ngày 2 3 tháng Chín, 202 5 qua nhiều hình thức:
Tại
website của Thành phố https://ggcity.org/neighborhood-
improvement/reports để xem bản thảo . Vui lòng gởi những góp ý đến cô Dana Yang qua email [email protected].
C
ác nhận xét n ê n g ở i đ ế n s ớ m v à k h ô n g t r ễ h ơ n T h ứ B a , n g à y 23 tháng Chín, 2025, lúc 3:00 giờ chiều đến Ban Phát triển Kinh tế và Cộng đồng. Vui lòng gửi câu hỏi hoặc góp ý đến cô Dana Yang, ở số (714) 741-5131, hoặc qua email [email protected].
/s/Lizabeth Vasquez, CMC
Thư Ký Thành Phố
Ngày:
Ngày công bố: 22 tháng Tám, 2025
142
AVISO PÚBLICO
CIUDAD DE GARDEN GROVE
DESEMPEÑO ANUAL CONSOLIDADO E INFORME DE
EVALUACIÓN (CAPER) 2024-25
El Departamento de Desarrollo Económico y de Vivienda de la Ciudad de Garden Grove (Ciudad), de acuerdo con las regulaciones del Departamento de Vivienda y Desarrollo Urbano de los EE. UU (HUD, por sus siglas en inglés) ha preparado su Anteproyecto del Desempeño Anual Consolidado e Informe de Evaluación (CAPER, por sus siglas en inglés) del AF 2024-25. El informe describe y evalúa las actividades de vivienda, económicas, y de desarrollo comunitario realizadas por la Ciudad durante el periodo del 1 de julio de 2024 al 30 de junio de 2025.
Oportunidad de Revisión y Comentarios Públicos
Las audiencias públicas se llevarán a cabo en el Centro de Reuniones Comunitarias de Garden Grove ubicado en 11300 Stanford Avenue, Garden Grove, California, 92840, y están programadas de la siguiente manera:
Comisión de Conservación y Mejora del Vecindario de Garden Grove – Lunes 8 de septiembre de 2025, a las 6:30 p.m.
Ayuntamiento de Garden Grove – Martes 23 de septiembre de 2025, a las 6:30 p.m.
Desde el 22 de agosto de 2025 hasta el 23 de septiembre de 2025, el CAPER del AF 2024-2025 CAPER de la Ciudad estará disponible para revisión pública en la siguiente ubicación:
Por favor, visite el sitio web de la Ciudad es https://ggcity.org/neighborhood- improvement/reports para revisar el anteproyecto CAPER del AF 2024-25, y envíe sus comentarios electrónicamente a Dana Yang a [email protected].
El Departamento de Desarrollo Económico y Comunitario aceptará comentarios escritos y orales hasta las 3:00 p.m. del 23 de septiembre de 2025. Por favor, dirija cualquier pregunta o comentario a Dana Yang, al (714) 741-5131 o por correo electrónico a [email protected].
/s/ Lizabeth Vásquez, CMC
Secretaria de la Ciudad
Fecha: 18 de agosto de 2025
Publicar: 22 de agosto de 2025
143
CAPER 41
OMB Control No: 2506-0117 (exp. 09/30/2021)
At
tachment #2
F
Y 2024-25 Project Locations Map
144
ATTACHMENT 2: FY 2024-25 Project Locations
Citywide Programs
- Home Repair Program
- Meals on Wheels
- Fair Housing Foundation
- Tenant Based Rental Assistance
- MicroBiz Program
- Special Resource Team (SRT)
- Homeless Services (ESG)
- Workforce Activation and
Readiness Program (CV)
- BOOST Program
Specific Project Locations
1. H. Louis Lake Senior Center
2. Monroe Street Rehab
LEGEND
= CDBG Eligible Area
@ 80% Area Median Income
145
CAPER 42
OMB Control No: 2506-0117 (exp. 09/30/2021)
Attachment #3
PR-26 – CDBG Financial Summary
146
Office of Community Planning and Development DATE: 08-21-25 U.S. Department of Housing and Urban Development TIME: 17:40 Integrated Disbursement and Information System PAGE: 1 PR26 - CDBG Financial Summary Report
Program Year 2024
GARDEN GROVE , CA
Metrics
Grantee GARDEN GROVE , CA
Program Year 2,024.00
PART I: SUMMARY OF CDBG RESOURCES
01 UNEXPENDED CDBG FUNDS AT END OF PREVIOUS PROGRAM YEAR 0.00 02 ENTITLEMENT GRANT 1,877,100.00
03 SURPLUS URBAN RENEWAL 0.00
04 SECTION 108 GUARANTEED LOAN FUNDS 0.00
05 CURRENT YEAR PROGRAM INCOME 195,198.61
05a CURRENT YEAR SECTION 108 PROGRAM INCOME (FOR SI TYPE) 0.00 06 FUNDS RETURNED TO THE LINE-OF-CREDIT 0.00
06a FUNDS RETURNED TO THE LOCAL CDBG ACCOUNT 0.00
07 ADJUSTMENT TO COMPUTE TOTAL AVAILABLE 0.00
08 TOTAL AVAILABLE (SUM, LINES 01-07) 2,072,298.61
PART II: SUMMARY OF CDBG EXPENDITURES
09 DISBURSEMENTS OTHER THAN SECTION 108 REPAYMENTS AND PLANNING/ADMINISTRATION 1,193,903.43 10 ADJUSTMENT TO COMPUTE TOTAL AMOUNT SUBJECT TO LOW/MOD BENEFIT 0.00 11 AMOUNT SUBJECT TO LOW/MOD BENEFIT (LINE 09 + LINE 10) 1,193,903.43 12 DISBURSED IN IDIS FOR PLANNING/ADMINISTRATION 375,403.96 13 DISBURSED IN IDIS FOR SECTION 108 REPAYMENTS 0.00
14 ADJUSTMENT TO COMPUTE TOTAL EXPENDITURES 0.00
15 TOTAL EXPENDITURES (SUM, LINES 11-14) 1,735,292.53
16 UNEXPENDED BALANCE (LINE 08 - LINE 15) 337,006.08
PART III: LOWMOD BENEFIT THIS REPORTING PERIOD
17 EXPENDED FOR LOW/MOD HOUSING IN SPECIAL AREAS 0.00
18 EXPENDED FOR LOW/MOD MULTI-UNIT HOUSING 0.00
19 DISBURSED FOR OTHER LOW/MOD ACTIVITIES 1,193,903.43 20 ADJUSTMENT TO COMPUTE TOTAL LOW/MOD CREDIT 0.00
21 TOTAL LOW/MOD CREDIT (SUM, LINES 17-20) 1,193,903.43 22 PERCENT LOW/MOD CREDIT (LINE 21/LINE 11) 100.00%
LOW/MOD BENEFIT FOR MULTI-YEAR CERTIFICATIONS
23 PROGRAM YEARS(PY) COVERED IN CERTIFICATION PY: PY: PY:
24 CUMULATIVE NET EXPENDITURES SUBJECT TO LOW/MOD BENEFIT CALCULATION 0.00 25 CUMULATIVE EXPENDITURES BENEFITING LOW/MOD PERSONS 0.00 26 PERCENT BENEFIT TO LOW/MOD PERSONS (LINE 25/LINE 24) 0.00% PART IV: PUBLIC SERVICE (PS) CAP CALCULATIONS
27 DISBURSED IN IDIS FOR PUBLIC SERVICES 281,565.00
28 PS UNLIQUIDATED OBLIGATIONS AT END OF CURRENT PROGRAM YEAR 0.00 29 PS UNLIQUIDATED OBLIGATIONS AT END OF PREVIOUS PROGRAM YEAR 0.00 30 ADJUSTMENT TO COMPUTE TOTAL PS OBLIGATIONS 0.00
31 TOTAL PS OBLIGATIONS (LINE 27 + LINE 28 - LINE 29 + LINE 30) 281,565.00 32 ENTITLEMENT GRANT 1,877,100.00
33 PRIOR YEAR PROGRAM INCOME 185,715.64
34 ADJUSTMENT TO COMPUTE TOTAL SUBJECT TO PS CAP 0.00
35 TOTAL SUBJECT TO PS CAP (SUM, LINES 32-34) 2,062,815.64 36 PERCENT FUNDS OBLIGATED FOR PS ACTIVITIES (LINE 31/LINE 35) 13.65% PART V: PLANNING AND ADMINISTRATION (PA) CAP
37 DISBURSED IN IDIS FOR PLANNING/ADMINISTRATION 375,403.96 38 PA UNLIQUIDATED OBLIGATIONS AT END OF CURRENT PROGRAM YEAR 0.00 39 PA UNLIQUIDATED OBLIGATIONS AT END OF PREVIOUS PROGRAM YEAR 0.00 40 ADJUSTMENT TO COMPUTE TOTAL PA OBLIGATIONS 0.00
41 TOTAL PA OBLIGATIONS (LINE 37 + LINE 38 - LINE 39 +LINE 40) 375,403.96 42 ENTITLEMENT GRANT 1,877,100.00
43 CURRENT YEAR PROGRAM INCOME 195,198.61
44 ADJUSTMENT TO COMPUTE TOTAL SUBJECT TO PA CAP 0.00
45 TOTAL SUBJECT TO PA CAP (SUM, LINES 42-44) 2,072,298.61 46 PERCENT FUNDS OBLIGATED FOR PA ACTIVITIES (LINE 41/LINE 45) 18.12% LINE 17 DETAIL: ACTIVITIES TO CONSIDER IN DETERMINING THE AMOUNT TO ENTER ON LINE 17 No data returned for this view. This might be because the applied filter excludes all data.
LINE 18 DETAIL: ACTIVITIES TO CONSIDER IN DETERMINING THE AMOUNT TO ENTER ON LINE 18 No data returned for this view. This might be because the applied filter excludes all data. 147
Plan
Year
IDIS
Project
IDIS
Activity
Voucher
Number
2024 1 785 6966126
2024 3 792 6966126
2024 3 792 7003335
2024 3 792 7033362
2024 3 792 7056170
2024 3 793 6966126
2024 3 793 7003335
2024 3 793 7033362
2024 3 793 7056170
2024 3 794 6966126
2024 3 794 7003335
2024 3 794 7033362
2024 3 794 7056170
2024 5 788 6966126
2024 5 788 7003335
2024 5 788 7033362
2024 5 788 7056170
2024 6 786 7003335
2024 6 786 7056170
2024 6 787 7003335
2024 6 787 7033362
2024 6 787 7056170
Total
Plan
Year
IDIS
Project
IDIS
Activity
Voucher
Number
Activity to
prevent,
prepare for,
and respond
to
Coronavirus
Activity Name Grant Number Fund
Type
2024 3 792 6966126 No CDBG - Meals on Wheels B24MC060505 EN 2024 3 792 7003335 No CDBG - Meals on Wheels B24MC060505 EN 2024 3 792 7033362 No CDBG - Meals on Wheels B24MC060505 EN 2024 3 792 7056170 No CDBG - Meals on Wheels B24MC060505 EN 2024 3 793 6966126 No CDBG - Senior Center B24MC060505 EN 2024 3 793 7003335 No CDBG - Senior Center B24MC060505 EN 2024 3 793 7033362 No CDBG - Senior Center B24MC060505 EN 2024 3 793 7056170 No CDBG - Senior Center B24MC060505 EN
2024 3 794 6966126 No CDBG - Special Resource Team B24MC060505 EN 2024 3 794 7003335 No CDBG - Special Resource Team B24MC060505 EN 2024 3 794 7033362 No CDBG - Special Resource Team B24MC060505 EN 2024 3 794 7056170 No CDBG - Special Resource Team B24MC060505 EN
No Activity to prevent, prepare for, and respond to Coronavirus Total
Plan
Year
IDIS
Project
IDIS
Activity
Voucher
Number
2024 2 789 6966126
2024 2 789 7003335
2024 2 789 7033362
2024 2 789 7056170
2024 2 790 6966126
2024 2 790 7003335
2024 2 790 7033362
2024 2 790 7056170
2024 2 791 6966126
2024 2 791 7003335
2024 2 791 7033362
2024 2 791 7056170
Total
CDBG - Administration 21A $6,745.60
CDBG - Indirect Costs 21B $3,966.66
CDBG - Fair Housing 21D $11,246.19
CDBG - Meals on Wheels 05A LMC $5,000.00
CDBG - Senior Center 05A LMC $33,396.51
CDBG - Special Resource Team 05Z LMA $27,001.70
LINE 19 DETAIL: ACTIVITIES INCLUDED IN THE COMPUTATION OF LINE 19 Activity Name Matrix
Code
National
Objective Drawn Amount
CDBG - Monroe Street Rehab 03K LMA $665,098.65
03K Matrix Code 03K$665,098.65
CDBG - Meals on Wheels 05A LMC $5,000.00
CDBG - Meals on Wheels 05A LMC $5,000.00
CDBG - Meals on Wheels 05A LMC $5,000.00
CDBG - Senior Center 05A LMC $43,202.68
CDBG - Senior Center 05A LMC $35,163.09
CDBG - Senior Center 05A LMC $35,840.72
05A Matrix Code 05A$167,603.00
CDBG - Special Resource Team 05Z LMA $33,356.69
CDBG - Special Resource Team 05Z LMA $28,320.34
CDBG - Special Resource Team 05Z LMA $25,283.27
05Z Matrix Code 05Z$113,962.00
CDBG - Home Repair Program 14A LMH $37,669.65
CDBG - Home Repair Program 14A LMH $32,787.51
CDBG - Home Repair Program 14A LMH $23,182.36
14A Matrix Code 14A$127,794.92
CDBG - Home Repair Program 14A LMH $34,155.40
CDBG - Boost Program 18C LMCMC $83,568.47
CDBG - MicroBiz Program 18C LMCMC $12,235.00
CDBG - MicroBiz Program 18C LMCMC $96,500.00
CDBG - Boost Program 18C LMCMC $16,431.53
CDBG - MicroBiz Program 18C LMCMC $76,695.00
18C Matrix Code 18C$285,430.00
$1,359,888.57
LINE 27 DETAIL: ACTIVITIES INCLUDED IN THE COMPUTATION OF LINE 27 Matrix
Code
National
Objective
Drawn Amount
05A LMC $5,000.00
05A LMC $5,000.00
05A LMC $5,000.00
05A LMC $43,202.68
05A LMC $35,163.09
05A LMC $5,000.00
05A LMC $35,840.72
05A Matrix Code 05A$167,603.00
05Z LMA $33,356.69
05A LMC $33,396.51
05Z LMA $28,320.34
05Z LMA $25,283.27
05Z Matrix Code 05Z$113,962.00
05Z LMA $27,001.70
$281,565.00
$281,565.00
LINE 37 DETAIL: ACTIVITIES INCLUDED IN THE COMPUTATION OF LINE 37 Activity Name Matrix
Code
National
Objective Drawn Amount
CDBG - Administration 21A $136,019.26
CDBG - Administration 21A $82,013.33
CDBG - Administration 21A $96,825.81
21A Matrix Code 21A$321,604.00
CDBG - Indirect Costs 21B $7,933.32
CDBG - Indirect Costs 21B $5,949.99
CDBG - Indirect Costs 21B $5,949.99
21B Matrix Code 21B $23,799.96
CDBG - Fair Housing 21D $7,091.75
$375,403.96
CDBG - Fair Housing 21D $7,198.81
CDBG - Fair Housing 21D $4,463.25
21D Matrix Code 21D $30,000.00
148
CAPER 43
OMB Control No: 2506-0117 (exp. 09/30/2021)
At
tachment #4
H
OME Monitoring Protocols
149
(P:Neigh-Im\HUD Admin\HOME\HOME Monitoring Protocol Exhibit II)
ATTACHMENT 4: HOME Monitoring Protocols
This attachment to the City of Garden Grove’s (City) Monitoring Plan is prepared to establish protocols for monitoring HOME Investment Partnerships Act (HOME) assisted rental housing projects The City is responsible to the U.S. Department of Housing and Urban Development (HUD) for monitoring HOME-assisted rental projects throughout the period of affordability to ensure that HOME -assisted rental projects are monitored adequately for continued compliance wi th federal and state regulations.
Monitoring guidelines are intended to assist City monitoring staff in making informed judgments about asset management, HOME Investment Partnerships Act (HOME) Program compliance and management efficiency of HOME-assisted rental projects.
The primary document used to monitor projects is the Regulatory Agreement. An exhibit of the Affordable Housing Agreement (AHA) or the Disposition and Development Agreement (DDA), a Regulatory Agreement is executed by the owner and the City or the City’s Redevelopment Agency (Agency) and recorded as a lien on the project in the official records of Orange County.
The Monitoring Process
Monitoring of HOME -assisted housing developments will be scheduled following the annual publicatio n of HOME Investment Partnerships Act (HOME) rents and income limits by the U.S. Department of Housing and Urban Development (HUD), which typically occurs between March and May.
Monitoring will occur at two levels:
Annually, a desk audit will be performe d wherein the owner/property manager will submit information certifying household sizes, household incomes and rents for all HOME-restricted units; and
Periodically, an on -site visit will be conducted, which will include a property inspection and an in -depth review of all the HOME and federal cross -cutting requirements, e.g., affirmative marketing and tenant selection procedures,
150
(P:Neigh-Im\HUD Admin\HOME\HOME Monitoring Protocol Exhibit II)
On-site monitoring will occur whenever developments are inspected to ensure compliance with the City’s property standards. Wh ile the City has the prerogative to monitor on -site more frequently, especially if a project is at risk because of outstanding findings or insufficient capacity, inspections and site visits will typically occur in accordance with the HOME Final Rule at 24 CFR 92.504(d):
Total No. of Units Minimum Schedule
1 – 4 units every 3 years
5 – 25 units every 2 years
26+ units annually
The following steps are to be taken when conducting a desk audit:
1. A monitoring letter (Exhibit 1: Annual Monitoring Letter) will be sent to the Owner/Property Manager transmitting the project’s Annual Compliance Report and certification and recertification forms along with the new HOME rents, income limits, Garden Grove Housing Authority utility allowance schedule and a fo rm for calculating HOME rents.
2. The Owner/Property Manager is to submit the new rent schedule and the completed Annual Compliance Report ( Exhibit 2: Project Compliance Report ) accompanied by income certification or recertification forms (Exhibit 3: Ten ant Income
Certification/Recertification Form) for each household occupying a HOME-designated unit.
3. A Monitoring Summary letter will be provided to the Owner/Property Manager that serves as the formal notification of the results of the monitoring. All n egative conclusions will be considered a finding or concern with a specific required corrective action. A copy is retained in the Project monitoring file.
A “finding” is a deficiency in project performance evidencing an unmet statutory or regulatory requirement.
A “concern” relates to project performance requiring improvement before becoming a finding.
4. The Owner/Property Manager is to provide a written response within 30 days of the date of the Monitoring Summary letter.
151
(P:Neigh-Im\HUD Admin\HOME\HOME Monitoring Protocol Exhibit II)
5. Upon completion of all correct ive actions, a letter is sent to the Owner/Property Manager stating that the monitoring findings and concerns have been closed. A copy is retained in the Project monitoring file.
The following steps are to be taken when monitoring on-site:
1. A pre-monitoring letter ( Exhibit 1.1: Monitoring Letter -Site Visitation) will be sent to the Owner and property manager at least two weeks in advance of the monitoring visit. The letter will detail the salient terms of the Project’s Regulatory Agreement that will be the source of monitoring and provide the Owner/Property Manager with the new HOME rents, income limits, Garden Grove Housing Authority utility allowance schedule and a form for calculating HOME rents.
2. Upon arrival, an entrance interview will be conduc ted to make sure that the owner and/or manager thoroughly understand the purpose, scope and schedule for the monitoring.
3. A detailed record will be prepared of information reviewed and conversations held with the Owner/Property Manager during the monitoring visit, using a checklist (Exhibit 4: File Checklist) and questionnaire (Exhibit 4.1: Monitoring Questionnaire) of HOME Program requirements. The information gathered will serve as a basis for conclusions to be included in the Monitoring Summary letter a nd follow-up.
4. After the monitoring visit, a Monitoring Summary letter will be forwarded to the Owner/ Property Manager that serves as the formal notification of the results of the monitoring. All negative conclusions will be considered a finding or conc ern with a specific required corrective action. If relevant, the letter may stipulate steps initiated by the Owner/Property Manager to correct areas of noncompliance or nonperformance. A copy will be retained in the Project monitoring file.
A “finding” is a deficiency in project performance evidencing an unmet statutory or regulatory requirement.
A “concern” relates to project performance requiring improvement before becoming a finding.
152
(P:Neigh-Im\HUD Admin\HOME\HOME Monitoring Protocol Exhibit II)
5. The Owner/Property Manager is to provide a written response with in 30 days of the date of the Monitoring Summary letter.
6. Upon completion of all corrective actions, a letter is sent to the Owner/Property Manager stating that the monitoring findings and concerns have been closed. A copy is retained in the Project monitoring file.
Monitoring files
The City’s monitoring files will contain the following documents per project per year:
1. Copies of monitoring checklists and forms;
2. Copy of the Regulatory Agreement and Promissory Note;
3. Copy of monitoring letters to the Owner/ Property Manager (Summary letter and Clearance letter);
4. Copies of the project’s Management Plan;
5. Copy of rent roll information submitted by the Owner/Property Manager;
6. Copy of the project’s residential lease;
7. Utility Allowance schedules;
8. If applicable, rep orts to confirm the owner’s compliance with lead - based paint requirements;
9. Reports of property and unit inspections;
10. Project Compliance Reports submitted by the Owner/Property Manager;
11. Copy of tenant certification /recertification forms
12. Confirmation of ins urance coverage submitted by the property owner or management agent;
13. Confirmation of affirmative marketing compliance for projects with 5 or more HOME-assisted units;
14. Current claim for property tax exemption*;
15. Independent Copy of Residual Receipts Report; and
16. Audit*.
*Required for a Community Housing Development Organization (CHDO) only.
153
(P:Neigh-Im\HUD Admin\HOME\HOME Monitoring Protocol Exhibit II)
On-Site Monitoring
The City will conduct periodic on-site reviews of each HOME-assisted rental project to verify the following:
1. Continued income eligibility
The City will ascertain if the owner is correctly calculating income using the 24 CFR Part 5 definition, inclusive of asset calculations and use of appropriate verification forms, and if households are low-income or very low-income.
The City will also r eview tenant files to determine if the Owner/Property Manager annually re -certifies the income of each household occupying a HOME -assisted unit, and that the tenancy still meets the HOME income requirements. Though not a HOME requirement, the recertificati on should commence 120 days before the anniversary date and should be completed by the tenant’s recertification anniversary date.
2. Continued occupancy eligibility
For projects with five or more HOME -assisted units, a minimum of 20% of HOME -assisted units must continue to be occupied by very low-income households paying low HOME rents for the term of affordability, in accordance with the income limits published annually by HUD.
3. HOME Rents
Maximum monthly rents of HOME -assisted units may not ex ceed Low HOME and High HOME rent limits as published annually by HUD. HOME rents include a tenant utility allowance generally provided by the local housing authority.
When tenants receive additional subsidy through tenant-based rental assistance programs such as Section 8, additional requirements apply. Under the HOME Program, the total gross rent (for tenants receiving Section 8 assistance) includes the tenant’s share of rent, the subsidy payment, and the utility allowance . The total of these three amo unts can not exceed the allowable HOME rent. Any issues of non -compliance must be corrected by the Owner/ Property Manager by reducing the gross rent (tenant share, subsidy, and utility allowance) to the allowable HOME rent effective the next interim or annual recertification.
154
(P:Neigh-Im\HUD Admin\HOME\HOME Monitoring Protocol Exhibit II)
Very low-income residents receiving project-based rental subsidies are subject to rents allowable under the federal or State project - based rental subsidy program, not the HOME rent limits.
4 Rents for over-income tenants
Over-income tenants (those with incomes over 80% of the area median) in HOME -assisted fixed units must pay the lesser of the amount payable by the tenant under State or local law (rent control) or 30% of the household’s adjusted income for rent. There is no rent cap for “fixed” units.
Over-income tenants in HOME-assisted floating units must pay 30% of their adjusted income for rent. However, the rent may not exceed the market rent for comparable, unassisted units in the neighborhood.
5. Property Standards
The Final Rule allows for inspection, using Housing Quality Standards at 24 CFR 982.201, of a sufficient sample of HOME - assisted units in a multi-family development, rather than inspection of each and every HOME-assisted unit in the development. The City will inspect 15 to 20 percent of the HOME-assisted units in a project including a minimum of one unit in every building. If consistent compliance problems are found, more units should be inspected.
Housing Quality Standards at 24 CFR 982.201 will be the co de used to inspect rental units. A separate inspection checklist will be completed for each HOME -assisted unit ( Exhibit 5: HQS Inspection form).
6. Affirmative Marketing
Owners/Property Managers of Developments with five or more HOME-Assisted Units are required to maintain an Affirmative Marketing Plan (Exhibit 6: Affirmative Marketing/Fair Housing Marketing Report and Exhibit 6.1: Race and Ethnic Data Reporting Form) and to implement the following affirmative marketing procedures in marketing the development:
155
(P:Neigh-Im\HUD Admin\HOME\HOME Monitoring Protocol Exhibit II)
Advertisements placed in newspapers with the broadest possible circulation, including foreign language newspapers in areas with a high percentage of non-English speaking residents.
Place the Fair Housing logo on all advertisements and marketin g materials.
Prominently display Fair Housing posters at rental offices.
7. Tenant Protection Provisions
a. Project Lease
The HOME Final Rule 24 CFR 92.253 (a) states that the “Lease between a tenant and an owner of rental housing assisted with HOME funds must be for not less than one year, unless by mutual agreement between the tenant and owner.”
The City will verify that the sample lease does not include any of the following lease provisions (Exhibit 7: Illegal Lease Provisions) are prohibited under the HOME Final Rule at 24 CFR 92.253(b):
i. Agreement by tenant to be sued, to admit guilt, or to a judgment in favor of the owner in a lawsuit in connection with the lease.
ii. Agreement by tenant that owner may take, hold or sell personal property of household members without notice to the tenant and a court decision on the rights of the parties.
This prohibition, however, does not apply to an agreement by the tenant concerning disposition of personal property remaining in the housing unit after the tenant has moved out of the unit. The owner must dispose of this personal
property in accordance with State law.
iii. Agreement by tenant not to hold the owner or the owner’s agents legally responsible for any action or failure to act, whether intentional or negligent
iv. Agreement of the tenant that the owner may institute a lawsuit without notice to tenant.
v. Agreement by tenant that the owner may evict tenant or household members without instituting a civil court
proceeding in which the tenant has the opportunity to
present a defense, or before a court decision on the rights of the parties.
vi. Agreement by tenant to waive any right to a trial by jury. vii. Agreement by tenant to waive tenant’s right to appeal, or to otherwise challenge in court, a court decision in connection with the lease.
viii. Agreement by tenant to pay attorney’s fees or other legal costs even if the tenant wins in a court proceeding by the 156
(P:Neigh-Im\HUD Admin\HOME\HOME Monitoring Protocol Exhibit II)
owner against the tenant. The tenant, however, may be
obligated to pay costs if the tenant loses.
b. Tenant Selection;
Under 24 CFR 92.253 (d), an owner of rental housing assisted with HOME funds must adopt written tenant selection policies and criteria that:
Are consistent with the purpose of providing housing for very low-income and low-income families;
Are reasonably related to program eligibility and the applicants’ ability to perform the obligations of the lease; Provide for the selection of tenants from a written waiting list in the chronological order of their application, insofar as is practicable;
Give prompt written notification to any rejected applicant of the grounds for any rejection.
The City will review the Owner’s tenant selection plan to ensure that tenants are selected for occupancy in accordance with HOME regulations and established management policies. The selection plan should include:
Citizenship/immigration status requirements. The owner should describe how citizenship/immigration requirements are implemented. Currently, there are no HOME restrictions on the use of assisted housing by non-citizens.
Social Securi ty number requirements. Requirements for providing SSNs, allowing extended time to provide proof of SSNs and procedures used when an individual has no SSN, must be described.
Procedures for taking applications and selecting from the waiting list, such as the following:
.
o Selection of tenants must be based on order of
application.
o The plan must include policies for notification to tenant applicants of eligibility for residency, and based on
turnover history for units in the development, the
approximate date when a unit may be available.
157
(P:Neigh-Im\HUD Admin\HOME\HOME Monitoring Protocol Exhibit II)
o The plan description must include maintenance of a
waiting list of applicant households eligible to occupy assisted units and units designated for various income levels, and the methods of advertising used to announce opening and closing of the waiting list.
o The plan must define each preference adopted for use
in the property and any rating, ranking, or combining of the preferences the owner has established that will
affect the order in which applicants are selected from
the waiting list. The plan should also describe the
acceptable sources of information to verify the
qualification for preferences.
o The plan must describe the procedures used by the
owner to meet the income targeting requirements.
o Policy for opening, closing and maintaining the waiting list.
158
(P:Neigh-Im\HUD Admin\HOME\HOME Monitoring Protocol Exhibit II)
APPENDIX
Exhibit 1: Sample Annual Monitoring Letter
Exhibit 1.1: Sample Annual Monitoring Letter – Site
Visitation
Exhibit 2: Project Compliance Certification
Exhibit 2.1: Project Compliance Report
Exhibit 3: Tenant Income Certification
Exhibit 3.1: Tenant Income Recertification
Exhibit 4: File Checklist
Exhibit 4.1: Monitoring Questionnaire
Exhibit 5: Housing Quality Standards (HQS) Form
Exhibit 6: Affirmative Marketing/Fair Housing
Marketing Report
Exhibit 6.1: Race and Ethnic Data Reporting Form
Exhibit 7: Illegal Lease Provisions
Exhibit 1: Sample Annual Monitoring Letter
159
(P:Neigh-Im\HUD Admin\HOME\HOME Monitoring Protocol Exhibit II)
-----, 200-
[Developer Name
Address]
SUBJECT: MONITORING OF [Project name]
Dear ----:
As you may know, development of the [Project name] included the use of federal HOME Investment Partnerships Act (HOME) funds from the City of Garden Grove (City). As a consequence, the City is required to annually monitor the project. This letter serves to transmit the following information you are to submit to the City within 30 days of this letter:
Project Compliance Report;
Certificate of Continuing Project Compliance; and
Tenant Certification/Recertification Forms.
Within 30 days receipt of the aforementioned documents, the City will notify you in writing of the results of the monitoring and set forth any findings or concerns the a timeframe for a written response and corrective action.
This letter further serves to relay the following attachments for your use:
Copy of the Regulatory Agreement;
HOME Rent Limits
Utility Allowance
HOME Rent Calculation Form
Please direct your questions or comments to Michael Salazar at (714) 741-5144 or via e-mail at [email protected].
Sincerely,
Susan Emery, Director
Community Development Department
cc: [Property Manager]
Attachments:
Certificate of Continuing Project Compliance
160
(P:Neigh-Im\HUD Admin\HOME\HOME Monitoring Protocol Exhibit II)
Compliance Report
Certification/Recertification Forms
HOME Rent Limits
Utility Allowance
HOME Rent Calculation Form
161
(P:Neigh-Im\HUD Admin\HOME\HOME Monitoring Protocol Exhibit II)
Exhibit 1.1: Sample Monitoring Letter-Site Visitation
-----, 200-
[Developer Name
Address]
SUBJECT: MONITORING OF [Project name]
Dear ----:
As you may know, development of the [ Project name] included the use of federal HOME Investment Partnerships Act (HOME) funds from the City of Garden Grove.
As a consequence, the City is required to annually monitor the project and, as part of the City Monitoring Plan, to periodically conduct a site insp ection and review project documents. This letter serves to notify you that the City has scheduled a monitoring visit of the [ Project name] on --, --- 200- at --- a.m. at the office of the on -site property manager and to memorialize the information you are to provide to City representatives. Michael Salazar will hold an entrance interview on ---- with you and any representative(s) designated by the owner.
Mr. Salazar will then review project documents and tenant files to ascertain whether the project re mains in compliance with HOME requirements, e.g., rents, tenant income eligibility, occupancy eligibility, property standards, affirmative marketing and fair housing and lease terms. Accompanying Mr. Salazar will be Gil Jelkin, who will need access to ins pect the --- HOME-designated units to determine that the units comply with federal Housing Quality Standards (HQS), local and state codes.
The following information should be available at the time of monitoring:
Your key staff to assist during the monitoring and the unit inspections; Copy of the Regulatory Agreement;
Copy of monitoring letters (both initial summary letter and subsequent clearance letter);
Tenant files of tenants occupying HOME units with documentation evidencing income/asset certificati on compliance by the property owner or management agent;
Copies of the project’s Management Plan and Management Agreement, including tenant selection procedures and the project waiting list; Copy of rent roll information submitted by the owner or manageme nt agent;
Copy of the project’s residential lease;
Utility Allowance schedules;
162
(P:Neigh-Im\HUD Admin\HOME\HOME Monitoring Protocol Exhibit II)
Reports of past property and unit inspections conducted by the City; Project Compliance Reports submitted by the property owner or management agent;
Confirmation of insurance c overage submitted by the property owner or management agent; and
Affirmative marketing plan and fair housing procedures.
Attached is the Project Compliance Report that Mr. Salazar will review with you, as well as a copy of the same Report that was submitted on -----.
Following this meeting, the City will then transmit the preliminary results of the monitoring visit, which provides you with an opportunity to correct any misunderstandings, provide additional information that may be needed and set forth the actions being undertaken to correct areas of noncompliance. Within 30 days of the --- monitoring visit, the City will notify you in writing of the results of the monitoring and set forth any findings or concerns and the timeframe for a written response and corrective action.
Please direct your questions or comments to Michael Salazar at (714) 741-5144 or via e-mail at [email protected].
Sincerely,
Susan Emery, Director
Community Development Department
cc: [Property Manager]
Attachments:
Certificate of Continuing Project Compliance
Compliance Report
Certification/Recertification Forms
Management Questionnaire
HOME Rent Limits
Utility Allowance
HOME Rent Calculation Form
163
(P:Neigh-Im\HUD Admin\HOME\HOME Monitoring Protocol Exhibit II)
Exhibit 2: Project Compliance Certification
CERTIFICATE OF CONTINUING PROJECT COMPLIANCE
Reporting Period: July 1, ____ to June 30, ____
Project:_______________________________________________________ Total Number of Units in Project:
Total Number of Units/Percent Restricted to Income Eligible Tenants:
The undersigned, having executed an Agreement with the City of Garden Grove (City) and having received certain funds from the City for the purpose of financing a multifamily housing project referenced herein, does hereby certify the following during the preceding fiscal year.
The minimum number of restricted units in the Project were occupied or held available for families who were income eligible in accordance with the Agreement.
The minimum number of restricted units in the Project were occupied or held available for income eligible families. The contract rents (rent plus utility allowance) charged for restricted units occupied by the eligible tenants did not exceed the limits prescribed in the Agreement.
The income of tenants in all qualifying uni ts has been reviewed and verified, and falls within the applicable qualifying income limits. The representations set forth herein are true and correct to the best of the undersigned’s knowledge and belief.
No default exists under the Agreement; e.g., Proje ct complies with the occupancy standards and property standards set forth in the Agreement.
Attached is an occupancy report listing the number of each unit occupied by eligible tenants, names of eligible tenants, number of occupants in the unit, annual income, move-in date and monthly contract rent. Also attached is a copy of a tenant statement and certification for each tenant continuously residing in a restricted unit during the reporting period.
164
(P:Neigh-Im\HUD Admin\HOME\HOME Monitoring Protocol Exhibit II)
All documents related to the Agreement funding t he above Project are located at the following address: __________________________________
See separate file for formatted Project compliance Certification
Address City State Zip Code
__________________________
Printed Name
__________________________
Signature
__________________________
Title
__________________________
Date
165
(P:Neigh-Im\HUD Admin\HOME\HOME Monitoring Protocol Exhibit II)
Exhibit: 3: Income Certification
TENANT INCOME CERTIFICATION
__ Initial Certification __ Annual Recertification __Other
PROPERTY NAME: COUNTY:
PROPERTY ADDRESS: UNIT NUMBER:
1. HEAD-OF-HOUSE NAME 2. NUMBER OF BEDROOMS
ASSETS
FAMILY
MEMBER
ASSET DESCRIPTION
CURRENT CASH VALUE OF
ASSETS
ACTUAL INCOME FROM
ASSETS
3. NET CASH VALUE OF ASSETS…………………… 3.
4. TOTAL ACTUAL INCOME FROM
ASSETS........................................................
4. 5. IF LINE 3 IS GREATER THAN $5,000, MULTIPLY LINE BY _____ (PASSBOOK RATE) AND ENTER RESULTS HERE; OTHERWISE, LEAVE BLANK
5.
166
(P:Neigh-Im\HUD Admin\HOME\HOME Monitoring Protocol Exhibit II)
TENANT INCOME CERTIFICATION
__ Initial Certification __ Annual Recertification __Other
ANTICIPATED ANNUAL INCOME
FAMILY
MEMBERS
A. WAGES/
SALARIES
B. BENEFITS/
PENSIONS
C. PUBLIC
ASSISTANCE
D. OTHER INCOME E. ASSET INCOME
ENTER THE
GREATER OF
LINES 4 OR 5
FROM ABOVE
IN FIELD “E”
6. TOTALS A. B. C. D. E.
7. ENTER TOTAL OF ITEMS FROM 6A. THROUGH 6E.
THIS IS ANNUAL INCOME.
7. ________________________________________ ___ ______________________
SIGNATURE OF OWNER/ REPRESENTATIVE DATE
167
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Exhibit: 3.1: Income Recertification
RECERTIFICATION OF ANNUAL INCOME BY TENANT FAMILY
Tenant Name: __________________________
Address & Unit #:__________________________
Telephone: __________________________
Household Information
Household Size (total number in household): ______
Household members (list): ____________________
____________________ ____________________ ____________________
____________________
____________________
____________________
____________________
____________________
____________________
Income Information
Salary: $____________
Social Security: $____________
Other (Please specify):
________________ $_____________
________________ $_____________
Annual (gross) income (total of all household members):
$_______________
I/we certify this information is complete and accurate. I/we agree to provide upon request, documentation on all income sources to (Name of PJ and/or Property Owner/Manager)
168
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___________________________ _________________________
Tenant Signature Date
--------------------------Property Owner’s Signature Only----------------------- I hereby certify that the above information agrees with the rental applications and documents presented by the above applicants, and that I have reviewed and attached documentation and the above information is true and correct to the best of my knowledge and belief.
/ /
Owner’s Signature Position/Title Date
WARNING: Title 18, Section 1001 of the U.S. Code states that a person is guilty of a felony for knowingly and willingly making false or fraudulent statements to any department of the United States Government.
For Property Management Personnel Only
Did staff use at least one of the following methods to verify information? ___Yes ___No, if no why?
Circle the method used:
1. Two (2) paycheck stubs form the tenant’s two (2) most recent pay periods
2. A copy of an income tax return from the tenant for the most recent tax year in which a return was filed.
3. An income verification certification from the employer of the tenant.
4. An income verification certification from the Social Security Administration and/or California Department of Social Services if the tenant receives assistance from such agencies.
5. A credit report from a commercial credit report agency.
169
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6. An alternate form of income certification reasonably requested by the Owner, if none of the abo ve forms of verification is available to the Owner.
Documentation
Did staff make a copy of the documentation and file in each tenant file?
A copy of proof of income in file ______Yes ______No If no, why?
170
CAPER 44
OMB Control No: 2506-0117 (exp. 09/30/2021)
Attachment #5
FY 2024-25 ESG Sage Report
171
Step 1: Dates
7/1/2024 to 6/30/2025
Step 2: Contact Information
First NameTimothy
Middle Name
Last NameThrone
Suffix
Title
Street Address 111222 Acacia Parkway
Street Address 2
City Garden Grove
State California
ZIP Code 92840
E-mail Address [email protected]
Phone Number(714)741-5144
Extension
Fax Number
Submission Overview: ESG: CAPER
Report:CAPER Period:7/1/2024 - 6/30/2025 Your user level here:Data Entry and Account Admin 8/18/25, 11:36 AM Sage: Reports: Submission Overview: ESG: CAPER https://www.sagehmis.info/secure/reports/filterpages/galactic.aspx?reportID=310&client_ID=78895&157.4340=156366&iid=156366&autoexecute=true&Medium=true 1/7172 Step 4: Grant Information
Emergency Shelter Rehab/Conversion
Did you create additional shelter beds/units through an ESG-funded rehab project No Did you create additional shelter beds/units through an ESG-funded conversion project No Data Participation Information
Are there any funded projects, except HMIS or Admin, which are not listed on the Project, Links and Uploads form? This includes projects in the HMIS and from VSPNo 8/18/25, 11:36 AM Sage: Reports: Submission Overview: ESG: CAPER https://www.sagehmis.info/secure/reports/filterpages/galactic.aspx?reportID=310&client_ID=78895&157.4340=156366&iid=156366&autoexecute=true&Medium=true 2/7173 Step 5: Project Outcomes
Project outcomes are required for all CAPERS where the program year start date is 1-1-2021 or later. This form replaces the narrative in CR-70 of the eCon Planning Suite.
From the Action Plan that covered ESG for this reporting period copy and paste or retype the information in Question 5 on screen AP-90: “Describe performance standards for evaluating ESG.” The performance standards for evaluating ESG are described in the Protocols for Administration of The Emergency Solutions Grant, included in Appendix C.
These ESG Protocols call out the responsibilities of the subrecipients, and how the City will be monitoring compliance with federal regulations. Additionally, the protocols go overthe following items:
-Summary of Eligible Components, Activities and Expenses-ESG Subgrantee Report-ESG Eligibility Evaluation-Subrecipient Agreement and Contract Requirements-Monitoring Notification Letter: On-Site Visit-Annual Monitoring Notification Letter: Desk Audit-Monitoring Checklist and Requirements Based on the information from the Action Plan response previously provided to HUD:
1. Briefly describe how you met the performance standards identified in A-90 this program year. If they are not measurable as written type in N/A as the answer.
The City of Garden Grove conducts desk monitoring every two years to ensure the City's subrecipients are in compliance with HUD ESG regulations. During FY 2022-23, the Cityconducted desk monitoring of all ESG and ESG-CV subrecipients to ensure they are abiding by the "Protocols for Administration of The Emergency Solutions Grant" document.
Additionally, City Staff reviews each quarterly report thoroughly prior to processing the invoice for payment. The City has protocols in place to ensure expenses being reimbursedare eligible ESG expenses, and the ESG matching requirements are met. The City maintains hard files in addition to electronic files to ensure backup documentation is accessible.
2. Briefly describe what you did not meet and why. If they are not measurable as written type in N/A as the answer.
Service providers left $42,874.23 in FY 23-24 ESG entitlement funding unexpended last year and the City prioritized spending down prior year funds in FY 24-25. As a result, the Cityleft $27,348.23 in FY 24-25 ESG funds unallocated to spend down the prior year resources. The City expended a total of $127,773.89 in ESG funding during FY 24-25.
Approximately $50,408.11 in FY 24-25 funds were left unexpended as a result of the City's street outreach, emergency shelter and rapid rehousing providers not finding eligibleclient matches in the Coordinated Entry System. The $77,756.34 in FY 24-25 entitlement funds that were left unexpended or unallocated will be carried over and programmed foruse in FY 25-26.
OR
3. If your standards were not written as measurable, provide a sample of what you will change them to in the future? If they were measurable and you answered above type in N/A as the answer.
N/A
8/18/25, 11:36 AM Sage: Reports: Submission Overview: ESG: CAPER https://www.sagehmis.info/secure/reports/filterpages/galactic.aspx?reportID=310&client_ID=78895&157.4340=156366&iid=156366&autoexecute=true&Medium=true 3/7174 ESG Information from IDIS
As of 8/15/2025
2024E24MC060505$162,656.00 $114,079.00 $41,477.79$121,178.219/6/2024 9/6/2026 2023E23MC060505$169,786.00 $169,786.00 $156,441.46$13,344.54 9/14/20239/14/2025 2022E22MC060505$170,698.00 $170,698.00 $170,698.00$0 10/24/202210/24/2024 2021E21MC060505$173,143.00 $173,143.00 $173,143.00$0 9/15/20219/15/2023 2020E20MC060505$174,721.00 $174,721.00 $174,721.00$0 8/12/20208/12/2022 2019E19MC060505$177,733.00 $177,733.00 $177,733.00$0 9/17/20199/17/2021 2018E18MC060505$168,709.00 $168,709.00 $168,709.00$0 8/7/2018 8/7/2020 2017E17MC060505$173,899.00 $173,899.00 $173,899.00$0 9/22/20179/22/2019 2016E16MC060505$174,447.60 $174,447.60 $174,447.60$0 8/30/20168/30/2018 2015E15MC060505$175,880.00 $175,880.00 $175,880.00$0 8/19/20158/19/2017 Total $2,022,668.23 $1,974,091.23 $1,888,145.48$134,522.75 2024 2023 2022 2021 2020 2019 2018 2017 2016
Non-COVID Non-COVID
Non-COVID Non-COVID
Expenditures Yes Yes No No No No No No No
FY2024 Annual ESG Funds for FY2023 Annual ESG Funds for Homelessness Prevention
Rental Assistance 28,972.86
Relocation and StabilizationServices - Financial Assistance 2,286.45 Relocation and StabilizationServices - Services 11,614.92 Hazard Pay (unique activity)
Landlord Incentives (uniqueactivity)
Volunteer Incentives (uniqueactivity)
Training (unique activity)
Homeless PreventionExpenses 0.00 42,874.23
FY2024 Annual ESG Funds for FY2023 Annual ESG Funds for Rapid Re-Housing
Rental Assistance
Step 6: Financial Information
FY Grant Number Current Authorized Amount Funds Committed By Recipient Funds Drawn Balance RemainingObligation DateExpenditure Deadline 8/18/25, 11:36 AM Sage: Reports: Submission Overview: ESG: CAPER https://www.sagehmis.info/secure/reports/filterpages/galactic.aspx?reportID=310&client_ID=78895&157.4340=156366&iid=156366&autoexecute=true&Medium=true 4/7175 Non-COVID Non-COVID
Non-COVID Non-COVID
Relocation and StabilizationServices - Financial Assistance Relocation and StabilizationServices - Services
Hazard Pay (unique activity)
Landlord Incentives (uniqueactivity)
Volunteer Incentives (uniqueactivity)
Training (unique activity)
RRH Expenses 0.00 0.00
FY2024 Annual ESG Funds for FY2023 Annual ESG Funds for Emergency Shelter
Essential Services 31,001.06
Operations 6,115.62
Renovation
Major Rehab
Conversion
Hazard Pay (unique activity)
Volunteer Incentives (uniqueactivity)
Training (unique activity)
Emergency Shelter Expenses 37,116.68 0.00
FY2024 Annual ESG Funds for FY2023 Annual ESG Funds for Temporary EmergencyShelter
Essential Services
Operations
Leasing existing real propertyor temporary structures
Acquisition
Renovation
Hazard Pay (unique activity)
Volunteer Incentives (uniqueactivity)
Training (unique activity)
Other Shelter Costs
Temporary Emergency ShelterExpenses
FY2024 Annual ESG Funds for FY2023 Annual ESG Funds for 8/18/25, 11:36 AM Sage: Reports: Submission Overview: ESG: CAPER https://www.sagehmis.info/secure/reports/filterpages/galactic.aspx?reportID=310&client_ID=78895&157.4340=156366&iid=156366&autoexecute=true&Medium=true 5/7176 Non-COVID Non-COVID
Non-COVID Non-COVID
Non-COVID Non-COVID
Street Outreach
Essential Services 30,703.98
Hazard Pay (unique activity)
Volunteer Incentives (uniqueactivity)
Training (unique activity)
HandwashingStations/Portable Bathrooms(unique activity) Street Outreach Expenses 30,703.98 0.00
FY2024 Annual ESG Funds for FY2023 Annual ESG Funds for Other ESG Expenditures
Cell Phones - for persons inCoC/YHDP funded projects(unique activity) Coordinated Entry COVIDEnhancements (uniqueactivity)
Training (unique activity)
Vaccine Incentives (uniqueactivity)
HMIS 4,880.00
Administration 12,199.00
Other Expenses 17,079.00 0.00
FY2024 Annual ESG Funds for FY2023 Annual ESG Funds for Total Expenditures 84,899.66 42,874.23
Match 84,899.66 42,874.23
Total ESG expendituresplus match 169,799.32 85,748.46
Total expenditures plus match for all years 255,547.78
8/18/25, 11:36 AM Sage: Reports: Submission Overview: ESG: CAPER https://www.sagehmis.info/secure/reports/filterpages/galactic.aspx?reportID=310&client_ID=78895&157.4340=156366&iid=156366&autoexecute=true&Medium=true 6/7177 Total regular ESG plus COVID expenditures brought forward $84,899.66$42,874.23$0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Total ESG used for COVID brought forward $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Total ESG used for regular expenses which requires a match$84,899.66$42,874.23$0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Match numbers from financial form $84,899.66$42,874.23$0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Match Percentage 100.00%100.00%0% 0% 0% 0% 0% 0% 0% 0%
FY2024FY2023FY2022FY2021FY2020FY2019FY2018FY2017FY2016FY2015Match Source Other Non-ESG HUD Funds
Other Federal Funds
State Government
Local Government 17,079.00
Private Funds 16,116.6842,874.23
Other
Fees
Program Income
Total Cash Match 33,195.6842,874.23 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Non Cash Match51,703.98
Total Match 84,899.6642,874.23 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Step 7: Sources of Match
Step 8: Program Income
Program income is the income received by the recipient or subrecipient directly generated by a grant supported activity. Program income is defined in 2 CFR §200.307. More information isalso available in the ESG CAPER Guidebook in the resources tab above.
Did the recipient earn program income from any ESG project during the program year? No FY2024 FY2023 FY2022FY2021FY2020FY2019FY2018FY2017FY2016FY2015 8/18/25, 11:36 AM Sage: Reports: Submission Overview: ESG: CAPER https://www.sagehmis.info/secure/reports/filterpages/galactic.aspx?reportID=310&client_ID=78895&157.4340=156366&iid=156366&autoexecute=true&Medium=true 7/7178 CAPER Aggregator 2.0
Grant List
Jurisdiction Type Start Date End Date Current Statu s
ESG: Garden Grove - CA CAPER 7/1/202 4 6/30/2025 Submitted Q04a: Project
Please select details mode in the filters above to
Q05a: Report
Category Count of Clients for DQ Count of Clients
Total Number of Persons Served 110 180
Number of Adults (Age 18 or Over) 54 124
Number of Children (Under Age 18) 56 56
Number of Persons with Unknown Age 0 0
Number of Leavers 97 97
Number of Adult Leavers 49 49
Number of Adult and Head of Household Leavers 49 49
Number of Stayers 13 83
Number of Adult Stayers 5 75
Number of Veterans 0 5
Number of Chronically Homeless Persons 7 41
Number of Youth Under Age 25 3 4
Number of Parenting Youth Under Age 25 with 3 3
Number of Adult Heads of Household 38 105
Number of Child and Unknown-Age Heads of 0 0
Heads of Households and Adult Stayers in the 0 0
Q06a: Data Quality:
Client Doesn't Information Missin
g Data Issues Total % of Issue Rat e
Name 0 0 0 0 0%
Social Security Number 21 1 0 22 20.00%
Date of Birth 0 0 0 0 0%
Race/Ethnicity 0 0 0 0 0%
Overall Score 0 0 0 22 20.00%
Q06b: Data Quality:
Data Element Client Doesn't Information Missin g Data Issues Total % ofIssue Rat e Veteran Status 0 0 0 0 0%
Project Start Date 0 0 0 0 0%
Relationship to Head of Household 0 0 0 0 0%
Enrollment CoC 0 0 0 0 0%
Disabling Condition 0 0 0 0 0%
Q06c: Data Quality:
Data Element Client Doesn't Information Missin g Data Issues Total % ofError Rate Destination 0 5 0 5 5.15%
Income and Sources at Start 0 0 0 0 0%
Income and Sources at Annual Assessment 0 0 0 0 0
Income and Sources at Exit 0 0 0 0 0%
Q06d: Data Quality:
Entering into project type Count of Total Records Missing Timein Institution Missing Timein Housing ApproximateDate Number of Times Number of Months % of ES-EE, ES-NbN, SH, Street Outreach 32 0 0 0 0 0 0
TH 0 0 0 0 0 0 0
PH (All) 0 0 0 0 0 0 0
CE 0 0 0 0 0 0 0
SSO, Day Shelter, HP 22 0 0 0 0 0 0
Total 54 0 0 0 0 0 0
Q06e: Data Quality:
Time forRecordEntry Number of ProjectStart Number of ProjectExit Record s 03 0 days 1 3
1-3 Days 53 39
4-6 Days 5 19
7-10 Day
s 41 7
11+ Days 30 16
Q06f: Data Quality:
Data Element # of Record s # ofInactive Records % ofInactive Records Contact (Adults and Heads of Household in 0 0 0
Bed Night (All Clients in ES - NbN) 0 0 0
Q07a: Number of
Total Without Childre n With Children and With Only Children Unknown Household Adults 124 80 44 0 0
Children 56 0 56 0 0
Client Doesn't Know/Prefers Not to Answer 0 0 0 0 0
Data Not Collected 0 0 0 0 0
Total 180 80 100 0 0
For PSH & RRH – the total persons served who 0 0 0 0 0
Q07b: Point-in-Time
Total Without Childre
n With Children and With Only Children Unknown Household January 71 44 27 0 0
April 63 49 14 0 0
179
July 24 4 20 0 0
October 45 23 22 0 0
Q08a: Households
Total Without Childre n With Children and With Only Children Unknown Household Total Households 105 73 32 0 0
For PSH & RRH – the total households served 0 0 0 0 0
Q08b: Point-in-Time
Total Without Childre
n With Children and With Only Children Unknown Household January 51 43 8 0 0
April 54 48 6 0 0
Jul
y 82 6 0 0
October 29 21 8 0 0
Q09a: Number of
Number of Persons Contacted All Persons Contacted First contact – NOT staying on First contact – WAS First contact – Worker Once 0 0 0 0
2-5 Times 0 0 0 0
6-9 Times 0 0 0 0
10+ Times 0 0 0 0
Total Persons Contacte
d 00 0 0
Q09b: Number of
Number of Persons Engaged All Persons Contacted First contact – NOT staying on First contact – WAS First contact – Worker Once 0 0 0 0
2-5 Contacts 0 0 0 0
6-9 Contacts 0 0 0 0
10+ Contacts 0 0 0 0
Total Persons Engage
d 00 0 0
Rate of Engagement 0 0 0 0
Q11: Age
Total Without Childre n With Children and With Only Children Unknown Household Under 5 16 0 16 0 0
5-12 26 0 26 0 0
13-17 14 0 14 0 0
18-24 7 3 4 0 0
25-34 31 16 15 0 0
35-44 34 19 15 0 0
45-54 27 21 6 0 0
55-64 18 16 2 0 0
65+ 7 5 2 0 0
Client Doesn't Know/Prefers Not to Answer 0 0 0 0 0
Data Not Collected 0 0 0 0 0
Total 180 80 100 0 0
Q12: Race and
Total Without Childre
n With Children and With Only Children Unknown Household American Indian, Alaska Native, or Indigenous 00 0 0 0
Asian or Asian American 14 6 8 0 0
Black, African American, or African 18 6 12 0 0
Hispanic/Latina/e/
o 50 10 40 0 0
Middle Eastern or North African 7 2 5 0 0
Native Hawaiian or Pacific Islande
r 00 0 0 0
White 37 33 4 0 0
Asian or Asian American & American Indian, 0 0 0 0 0
Black, African American, or African & American 0 0 0 0 0 Hispanic/Latina/e/o & American Indian, Alaska 2 2 0 0 0 Middle Eastern or North African & American 0 0 0 0 0
Native Hawaiian or Pacific Islander & American 0 0 0 0 0 White & American Indian, Alaska Native, or 2 2 0 0 0
Black, African American, or African & Asian or 0 0 0 0 0 Hispanic/Latina/e/o & Asian or Asian American 0 0 0 0 0 Middle Eastern or North African & Asian or Asian 1 1 0 0 0 Native Hawaiian or Pacific Islander & Asian or 0 0 0 0 0 White & Asian or Asian American 0 0 0 0 0
Hispanic/Latina/e/o & Black, African American, 2 1 1 0 0 Middle Eastern or North African & Black, African 0 0 0 0 0 Native Hawaiian or Pacific Islander & Black, 0 0 0 0 0
White & Black, African American, or African 3 1 2 0 0
Middle Eastern or North African & 0 0 0 0 0
Native Hawaiian or Pacific Islander & 1 1 0 0 0
White & Hispanic/Latina/e/
o 41 15 26 0 0
Native Hawaiian or Pacific Islander & Middle 0 0 0 0 0
White & Middle Eastern or North African 2 0 2 0 0
White & Native Hawaiian or Pacific Islande
r 00 0 0 0
Multiracial – more than 2 races/ethnicity, with 0 0 0 0 0 Multiracial – more than 2 races, where no option 0 0 0 0 0 Client Doesn't Know/Prefers Not to Answer 0 0 0 0 0
Data Not Collected 0 0 0 0 0
Total 180 80 100 0 0
Q13a1: Physical and
Total Person
s Without Children Adults in HH with Children in HH with With Children and With Only Children Unknown Mental Health Disorder 39 32 7 0 0 0 0
Alcohol Use Disorder 1 1 0 0 0 0 0
Drug Use Disorder 29 28 1 0 0 0 0
Both Alcohol Use and Drug Use Disorders 2 2 0 0 0 0 0
Chronic Health Condition 29 18 9 2 0 0 0
180
HIV/AIDS 1 1 0 0 0 0 0
Developmental Disability 20 12 2 6 0 0 0
Physical Disability 28 23 5 0 0 0 0
Q13b1: Physical and
Total Person s Without Children Adults in HH with Children in HH with With Children and With Only Children Unknown Mental Health Disorder 10 3 7 0 0 0 0
Alcohol Use Disorder 0 0 0 0 0 0 0
Drug Use Disorder 1 0 1 0 0 0 0
Both Alcohol Use and Drug Use Disorders 0 0 0 0 0 0 0
Chronic Health Condition 11 2 7 2 0 0 0
HIV/AIDS 0 0 0 0 0 0 0
Developmental Disabilit
y 82 1 5 0 0 0
Physical Disability 10 4 6 0 0 0 0
Q13c1: Physical and
Total Person s Without Children Adults in HH with Children in HH with With Children and With Only Children Unknown Mental Health Disorder 31 29 2 0 0 0 0
Alcohol Use Disorder 1 1 0 0 0 0 0
Drug Use Disorder 28 28 0 0 0 0 0
Both Alcohol Use and Drug Use Disorders 2 2 0 0 0 0 0
Chronic Health Condition 15 15 0 0 0 0 0
HIV/AIDS 1 1 0 0 0 0 0
Developmental Disabilit
y 12 10 1 1 0 0 0
Physical Disability 19 19 0 0 0 0 0
Q14a: History of
Total Without Childre n With Children and With Only Children Unknown Household Yes 31 16 15 0 0
No 93 64 29 0 0
Client Doesn't Know/Prefers Not to Answer 0 0 0 0 0
Data Not Collected 0 0 0 0 0
Total 124 80 44 0 0
Q14b: Most recent
Total Without Childre
n With Children and With Only Children Unknown Household Within the past three months 15 4 11 0 0
Three to six months ago 3 1 2 0 0
Six months to one year 1 1 0 0 0
One year ago, or more 12 10 2 0 0
Client Doesn't Know/Prefers Not to Answer 0 0 0 0 0
Data Not Collected 0 0 0 0 0
Total 31 16 15 0 0
Q15: Living Situatio
n
Total Without Childre n With Children and With Only Children Unknown Household Homeless Situations
Place not meant for habitation 89 68 21 0 0
Emergency shelter, including hotel or motel paid 12 2 10 0 0 Safe Haven 0 0 0 0 0
Subtotal - Homeless Situation
s 101 70 31 0 0
Institutional Situations
Foster care home or foster care group home 0 0 0 0 0
Hospital or other residential non-psychiatric 0 0 0 0 0 Jail, prison, or juvenile detention facilit
y 11 0 0 0
Long-term care facility or nursing home 0 0 0 0 0
Psychiatric hospital or other psychiatric facilit
y 00 0 0 0
Substance abuse treatment facility or detox 0 0 0 0 0
Subtotal - Institutional Situation
s 11 0 0 0
Temporary Situations
Transitional housing for homeless persons 0 0 0 0 0
Residential project or halfway house with no 0 0 0 0 0
Hotel or motel paid for without emergency 0 0 0 0 0
Host Home (non-crisis) 0 0 0 0 0
Staying or living in a friend’s room, apartment, 0 0 0 0 0 Staying or living in a family member’s room, 0 0 0 0 0
Subtotal - Temporary Situation
s 00 0 0 0
Permanent Situations
Rental by client, no ongoing housing subsidy 22 9 13 0 0 Rental by client, with ongoing housing subsidy 00 0 0 0 Owned by client, with ongoing housing subsidy 00 0 0 0
Owned by client, no ongoing housing subsidy 00 0 0 0
Subtotal - Permanent Situations 22 9 13 0 0
Client Doesn't Know/Prefers Not to Answer 0 0 0 0 0
Data Not Collected 0 0 0 0 0
Subtotal - Other Situation
s 00 0 0 0
TOTAL 124 80 44 0 0
Q16: Cash Income -
Income at Star t Income at Latest Income at Exit for
No income 62 0 18
$1 - $15
0 60 0
$151 - $250 20 2
$251 - $500 18 0 3
$501 - $1000 12 0 4
$1,001 - $1,500 10 0 2
$1,501 - $2,000 90 1 0
$2,001+ 4 0 10
Client Doesn't Know/Prefers Not to Answer 1 0 0
181
Data Not Collected 0 0 0
Number of Adult Stayers Not Yet Required to 0 75 0
Number of Adult Stayers Without Required 0 0 0
Total Adult
s 124 75 49
Q17: Cash Income -
Income at Star t Income at Latest Income at Exit for
Earned Income 17 0 18
Unemployment Insurance 2 0 2
Supplemental Security Income (SSI) 7 0 2
Social Security Disability Insurance (SSDI) 4 0 1
VA Service-Connected Disability Compensation 0 0 0
VA Non-Service Connected Disability Pension 0 0 0
Private Disability Insuranc
e 00 0
Worker's Compensation 0 0 0
Temporary Assistance for Needy Families (TANF) 9 0 10
General Assistance (GA) 20 0 2
Retirement Income from Social Security 2 0 2
Pension or retirement income from a former job 0 0 0
Child Support 2 0 5
Alimony and other spousal support 0 0 0
Other Source 5 0 1
Adults with Income Information at Start and 0 0 49
Q19b: Disabling
AO: Adult with Disabling AO: Adult without Disabling AO: Total Adult s AO: % with Disabling AC: Adult with AC: Adult without AC: Total Adult s AC: % with UK: Adult with UK: Adult without UK: Total Adults UK: % with Disabling Condition Earned Income 0 3 3 0% 11 4 1 5 6.67% 00 0 0
Unemployment Insurance 1 1 2 50.00% 00 0 0 00 0 0
Supplemental Security Income (SSI) 1 0 1 100.00% 10 1 100.00% 00 0 0 Social Security Disability Insurance (SSDI) 1 0 1 100.00% 00 0 0 00 0 0 VA Service-Connected Disability Compensation 0 0 0 0 00 0 0 00 0 0 VA Non-Service-Connected Disability Pension 0 0 0 0 00 0 0 00 0 0 Private Disability Insurance 00 0 0 00 0 0 00 0 0
Worker's Compensation 0 0 0 0 00 0 0 00 0 0
Temporary Assistance for Needy Families (TANF) 0 0 0 0 55 1 0 50.00% 00 0 0 General Assistance (GA) 1 0 1 100.00% 10 1 100.00% 00 0 0 Retirement Income from Social Security 0 0 0 0 11 2 50.00% 00 0 0 Pension or retirement income from a former job 0 0 0 0 00 0 0 00 0 0 Child Support 0 0 0 0 05 5 0% 00 0 0
Alimony and other spousal support 0 0 0 0 00 0 0 00 0 0 Other source 0 0 0 0 10 1 100.00% 00 0 0
No Sources 2 1 3 66.67% 41 1 1 5 26.67% 00 0 0
Unduplicated Total Adults 5 5 10 11 28 39 0 0 0
Q20a: Type of Non-
Benefit at Start Benefit at Latest Benefit at Exit for
Supplemental Nutrition Assistance Program 90 0 25
Special Supplemental Nutrition Program for 5 0 4
TANF Child Care Services 0 0 0
TANF Transportation Services 0 0 0
Other TANF-Funded Services 0 0 0
Other Source 0 0 0
Q21: Health Insurance
At Start At Annual Assessmentfor At Exit for Leavers
MEDICAID 109 0 57
MEDICARE 20 0 1
State Children’s Health Insurance Program 17 0 17
Veteran's Health Administration (VHA) 2 0 0
Employer-Provided Health Insurance 2 0 0
Health Insurance obtained through COBRA 0 0 0
Private Pay Health Insurance 0 0 0
State Health Insurance for Adults 25 0 21
Indian Health Services Program 0 0 0
Other 15 0 0
No Health Insurance 8 0 2
Client Doesn't Know/Prefers Not to Answer 1 0 0
Data Not Collected 1 0 0
Number of Stayers Not Yet Required to Have an 0 83 0
1 Source of Health Insurance 153 0 94
More than 1 Source of Health Insurance 17 0 1
Q22a2: Length of
Total Leavers Stayers
0 to 7 day
s 53 2
8 to 14 days 31 2
15 to 21 days 12 5 7
22 to 30 days 74 3
31 to 60 days 48 38 10
61 to 90 days 22 12 10
91 to 180 days 37 23 14
181 to 365 days 44 9 35
366 to 730 days (1-2 Yrs) 2 2 0
731 to 1,095 days (2-3 Yrs
) 00 0
1,096 to 1,460 days (3-4 Yrs) 00 0
1,461 to 1,825 days (4-5 Yrs) 00 0
More than 1,825 days (> 5 Yrs) 0 0 0
Total 180 97 83
Q22c: Length of Time
Total Without Childre
n With Children and With Only Children Unknown Household 7 days or less 0 0 0 0 0
8 to 14 day
s 00 0 0 0
15 to 21 days 00 0 0 0
22 to 30 days 00 0 0 0
182
31 to 60 days 00 0 0 0
61 to 90 days 00 0 0 0
91 to 180 days 00 0 0 0
181 to 365 days 00 0 0 0
366 to 730 days (1-2 Yrs) 0 0 0 0 0
Total (persons moved into housing) 0 0 0 0 0
Average length of time to housing
0 0 0 0 0
Persons who were exited without move-in 0 0 0 0 0
Total person
s 00 0 0 0
Q22d: Length of
Total Without Childre n With Children and With Only Children Unknown Household 7 days or less 5 2 3 0 0
8 to 14 day
s 33 0 0 0
15 to 21 days 12 9 3 0 0
22 to 30 days 75 2 0 0
31 to 60 days 48 9 39 0 0
61 to 90 days 22 4 18 0 0
91 to 180 days 37 12 25 0 0
181 to 365 days 44 34 10 0 0
366 to 730 days (1-2 Yrs) 2 2 0 0 0
731 days or more 0 0 0 0 0
Total 180 80 100 0 0
Q22e: Length of Time
Total Without Childre
n With Children and With Only Children Unknown Household 7 days or less 27 0 27 0 0
8 to 14 day
s 40 4 0 0
15 to 21 days 40 4 0 0
22 to 30 days 20 2 0 0
31 to 60 days 00 0 0 0
61 to 90 days 50 5 0 0
91 to 180 days 16 0 16 0 0
181 to 365 days 50 5 0 0
366 to 730 days (1-2 Yrs) 4 0 4 0 0
731 days or more 2 0 2 0 0
Total 69 0 69 0 0
Not yet moved into housin
g 00 0 0 0
Data not collected 1 0 1 0 0
Total persons 70 0 70 0 0
Q22f: Length of Time
American Indian, Alaska Asian or Asian American Black, African Hispanic/ Latina/e/ o Middle Eastern or Native Hawaiian or White At Least 1 Race and Multi-racial Unknown (Don’t Persons Moved Into Housing 0 0 0 0 0 0 0 0 0 0
Persons Exited Without Move-In 0 0 0 0 0 0 0 0 0 0
Average time to Move-In
0 0 0 0 0 0 0 0 0 0
Median time to Move-In Cannot calculate Cannot calculate Cannot calculate Cannot calculate Cannot calculate Cannot calculate Cannot calculate Cannot calculat e Cannot calculate Cannot calculate Q22g: Length of Time
American Indian, Alaska Asian or Asian American Black, African Hispanic/ Latina/e/ o Middle Eastern or Native Hawaiian or White At Least 1 Race and Multi-racial Unknown (Don’t Persons Moved Into Housing 0 8 8 31 0 0 3 19 0 0
Persons Not Yet Moved Into Housing 0 0 0 0 0 0 0 0 0 0
Average time to Move-In
0 1.25 45.75 62.71 0 0 321 225 0 0
Median time to Move-In Cannot calculate Cannot calculate Cannot calculate Cannot calculate Cannot calculate Cannot calculate Cannot calculate Cannot calculat e Cannot calculate Cannot calculate Q23c: Exit Destination
Total Without Childre n With Children and With Only Children Unknown Household Homeless Situations
Place not meant for habitation (e.g., a vehicle, an 0 0 0 0 0 Emergency shelter, including hotel or motel paid 8 1 7 0 0 Safe Haven 0 0 0 0 0
Subtotal - Homeless Situation
s 81 7 0 0
Institutional Situations
Foster care home or foster care group home 0 0 0 0 0
Hospital or other residential non-psychiatric 0 0 0 0 0 Jail, prison, or juvenile detention facilit
y 00 0 0 0
Long-term care facility or nursing home 0 0 0 0 0
Psychiatric hospital or other psychiatric facilit
y 00 0 0 0
Substance abuse treatment facility or detox 0 0 0 0 0
Subtotal - Institutional Situation
s 00 0 0 0
Temporary Situations
Transitional housing for homeless persons 0 0 0 0 0
Residential project or halfway house with no 0 0 0 0 0
Hotel or motel paid for without emergency 2 0 2 0 0
Host Home (non-crisis) 0 0 0 0 0
Staying or living with family, temporary tenure 1 0 1 0 0 Staying or living with friends, temporary tenure 2 0 2 0 0 Moved from one HOPWA funded project to 0 0 0 0 0
Subtotal - Temporary Situation
s 50 5 0 0
Permanent Situations
Staying or living with family, permanent tenure 7 0 7 0 0 Staying or living with friends, permanent tenure 0 0 0 0 0 Moved from one HOPWA funded project to 0 0 0 0 0
Rental by client, no ongoing housing subsid
y 69 9 60 0 0
Rental by client, with ongoing housing subsidy 20 2 0 0 Owned by client, with ongoing housing subsidy 00 0 0 0
Owned by client, no ongoing housing subsidy 00 0 0 0
Subtotal - Permanent Situations 78 9 69 0 0
183
Other Situations
No Exit Interview Completed 5 0 5 0 0
Other 0 0 0 0 0
Deceased 1 0 1 0 0
Client Doesn't Know/Prefers Not to Answer 0 0 0 0 0
Data Not Collected 0 0 0 0 0
Subtotal - Other Situations 60 6 0 0
Total 97 10 87 0 0
Total persons exiting to positive housing 79 10 69 0 0
Total persons whose destinations excluded them 1 0 1 0 0 Percentage 82.29
% 100.00% 80.23% 0 0
Q23d: Exit
Total Without Childre n With Children and With Only Children Unknown Household GPD TIP housing subsidy 0 0 0 0 0
VASH housing subsid
y 00 0 0 0
RRH or equivalent subsidy 0 0 0 0 0
HCV voucher (tenant or project based) (not 0 0 0 0 0
Public housing unit 0 0 0 0 0
Rental by client, with other ongoing housing 2 0 2 0 0
Housing Stability Vouche
r 00 0 0 0
Family Unification Program Voucher (FUP) 0 0 0 0 0
Foster Youth to Independence Initiative (FYI) 0 0 0 0 0 Permanent Supportive Housing 0 0 0 0 0
Other permanent housing dedicated for 0 0 0 0 0
TOTAL 20 2 0 0
Q23e: Exit
Total American Indian, Alaska Asian or Asian Black, African Hispanic/ Latina/e/ o Middle Eastern or North Native Hawaiian White At Least 1 Race Multi-racial (does not Unknown (Don’t Know, Homeless Situations 8 0 0 2 2 0 0 0 3 1 0
Institutional Situations 00 0 0 0 0 0 0 0 0 0
Temporary Housing Situations 5 0 0 0 0 0 0 1 4 0 0
Permanent Housing Situations 78 0 8 11 32 5 0 3 16 3 0
Other 6 0 0 1 4 0 0 0 1 0 0
Total 97 0 8 14 38 5 0 4 24 4 0
Q24a: Homelessness
Total
Without Children With Children and With Only Children Unknown Household Able to maintain the housing they had at project 39 9 30 0 0 Able to maintain the housing they had at project 0 0 0 0 0 Able to maintain the housing they had at project 0 0 0 0 0 Able to maintain the housing they had at project 0 0 0 0 0 Moved to new housing unit--With on-going 0 0 0 0 0
Moved to new housing unit--Without an on- 0 0 0 0 0
Moved in with family/friends on a temporary 0 0 0 0 0
Moved in with family/friends on a permanent 0 0 0 0 0
Moved to a transitional or temporary housing 0 0 0 0 0
Client became homeless – moving to a shelter or 0 0 0 0 0 Jail/prison 0 0 0 0 0
Deceased 0 0 0 0 0
Client Doesn't Know/Prefers Not to Answer 0 0 0 0 0
Data not collected (no exit interview completed) 0 0 0 0 0 Total 39 9 30 0 0
Q24d: Language of
Language Response (Top 20 Languages Total Persons Requiring Language Name1 367 7 Spanish
175 1 Farsi
Different Preferred Language 0
Total 8
Q25a: Number of
Total
Without Children With Children and Unknown Household
Chronically Homeless Veteran 4 4 0 0
Non-Chronically Homeless Veteran 1 1 0 0
Not a Veteran 119 75 44 0
Client Doesn't Know/Prefers Not to Answer 0 0 0 0
Data Not Collected 0 0 0 0
Total 124 80 44 0
Q26b: Number of
Total
Without Children With Children and With Only Children Unknown Household Chronically Homeless 41 34 7 0 0
Not Chronically Homeless 139 46 93 0 0
Client Doesn't Know/Prefers Not to Answer 0 0 0 0 0
Data Not Collected 0 0 0 0 0
Total 180 80 100 0 0
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Item 309/2025
Final
City of Garden Grove
INTER-DEPARTMENT MEMORANDUM
To:
Lisa L. Kim From: Niki Wetzel
Dept:
City Manager Dept: Community Development
Date: 9/23/2025
Subject: Introduction and first reading of an an Ordinance approving Zoning Text Amendment No. A-045-2025 to amend Title 9 of the Garden Grove Municipal Code (GGMC) to add definitions, special operating conditions, and parking standards to allow Substance Abuse Treatment Centers as a conditionally permitted use for properties zoned M-1 (Limited Industrial), entitled:
AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF GARDEN GROVE
AMENDING PROVISIONS OF THE LAND USE CODE RELATING TO SUBSTANCE ABUSE TREATMENT CENTERS. (Action Item)
OBJECTIVE
To transmit a recommendation from the Planning Commission to the City Council to take the following actions: (i) to introduce and conduct the first reading of an Ordinance approving Zoning Amendment No. A -045-2025 to add definitions, special operating conditions, and parking standards to allow Substance Abuse Treatment Centers as a conditionally permitted use for properties zoned M-1 (Limited Industrial).
BACKGROUND
City Staff has received inquiries to establish Substance Abuse Treatment Centers in the City.
However, Garden Grove’s Municipal Code lacks regulations for these types of uses. While these uses provide a valuable service to the community, they can be associated with negative impacts on surrounding properties. Therefore, the public health, safety, and welfare may be negatively impacted without adequate regulation of such uses.
On December 20, 2023, the City Council adopted Urgency Ordinance No. 2949 (Attachment 3), an urgency measure establishing a 45 -day moratorium prohibiting the issuance of any new license, approval or entitlements related to new Substance Abuse Treatment Centers in order to protect the public health, safety, and welfare of the community.
On January 23, 2024, the City Council adopted Urgency Ordinance No. 2950 (Attachment 4), extending the temporary moratorium for an additional ten (10) months and 15 days (for a total of one year), in order to provide staff with sufficient time to study and analyze possible 185
Item 309/2025
regulations, identify appropriate location s, and determine the process for approval of Substance Abuse Treatment Centers.
On November 12, 2024, the City Council adopted Urgency Ordinance No. 2959 (Attachment 5), extending the temporary moratorium for an additional 12 months from December 19, 2024, through December 19, 2025, in order to allow Staff to study and consider enactment of zoning measures to appropriately update the City’s Municipal Code and zoning regulations.
After careful research, the City is proposing an Amendment to Title 9 of the Garden Grove Municipal Code to add definitions, special operating conditions and development standards, and parking standards to allow Substance Abuse Treatment Centers as a conditionally permitted use for properties zoned M-1 (Limited Industrial).
On August 21, 2025, the Planning Commission held a public hearing to consider approval of the proposed Amendment. No members of the public spoke regarding the Amendment, and no written comments were received. By a vote of 5 -1, with one Planning Commissioner absent, the Planning Commission adopted Resolution No. 6124 -25 recommending that the City Council adopt an ordinance approving Amendment No. A-045-2025.
DISCUSSION
The following summary presents proposed amendments to Title 9 of the Municipal Code to address possible negative impacts associated with Substance Abuse Treatment Centers. The proposed amendments will allow the City to regulate these centers in appropriate zones and will also include reasonable regulations intended to continue to protect the public health, safety and welfare of the community.
In part, proposed changes include:
Updates to definitions for "medical, dental, and related hea lth services support facilities” and "prescription pharmacy” to clarify that these uses are not considered “substance abuse treatment centers” to allow precision in the application and interpretation of existing definitions.
Add one definition for “subst ance abuse treatment centers” to indicate that these facilities are intended to operate in an outpatient manner and allow for couns eling services for persons with substance abuse disorders. The definition would indicate that medications to assist with cravings or withdrawal symptoms may also be administered at these facilities.
Establish Substance Abuse Treatment Centers as a conditionally permitted use in the M-1 (Limited Industrial) zone to ensure land use compatibility resulting in the protection of sensitive uses. Requiring a Conditional Use Permit will allow the City to impose appropriate conditions of approval related to the operational conditions of these facilities to allow regulation and limit potential negative impacts to the surrounding area.
Establish the following Special Operating Conditions and Development Standards:
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Item 309/2025
o For consistency with the City’s treatment of location restrictions to sensitive uses for other uses with potential impacts to the surrounding area, restrict Substance Abuse Treatment Centers to at least 500 feet of any "R" zoned property, any property with a residential overlay, any property occupied by a residential use, any Planned Unit Development unless it is amended to expressly allow the use, any public or private school facility, grades K through 12, any property developed with a child day care center, any property occupied by a community meeting center, a public park, or a public library.
o To prevent an overconcentration of Substance Abuse Treatment Centers to minimize potential impacts, restrict their location to a minimum distance of 500 feet from any other similar use within or outside the City limits. o Allow the hearing body to impose conditions of approval via the Conditional Use Permit process addressing safety, hours of operation, and security requirements to mitigate against potential nuisance or public safety concerns. Establish new parking standards for Substance Abuse Treatment Centers as five (5) parking spaces per 1,000 square feet of gross floor area, consist ent with neighboring cities surveyed as part of Staff’s analysis.
A full discussion of the Amendment is found in the August 21, 2025, Planning Commission Staff Report (Attachment 2).
Environmental Review:
The proposed amendments are purely regulatory changes which, by themselves, have no physical effect on the environment. The potential impacts of future development that might be facilitated by the amendments need not be considered if the nature of the future development is not reasonably foreseeable. (Aptos Council v. County of Santa Cruz (2017) 10 Cal.App.5th 266, 294.) The City is not aware of any affected parcel owner who would submit an application for a substance abuse treatment center. As a result, the amendments are not subject to CEQA at this time. When a particular Substance Abuse Treatment Center is proposed, it will be subject to review for compliance with CEQA.
FINANCIAL IMPACT
None.
RECOMMENDATION
It is recommended that the City Council:
Conduct a Public Hearing; and
Introduce and conduct the first reading of an Ordinance approving Amendment No.
A-045-2025.
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Item 309/2025
ATTACHMENT(S)
1. Attachment 1: Draft City Council Ordinance for Amendment No. A-045-2025
2. Attachment 2: Planning Commission Staff Report dated August 21, 2025, with associated Resolution and Minute Excerpt
3. Attachment 3: Urgency Ordinance No. 2949, adopted December 20, 2023
4. Attachment 4: Urgency Ordinance No. 2950, adopted January 23, 2024
5. Attachment 5: Urgency Ordinance No. 2959, adopted November 12, 2024
188
ORDINANCE NO. __
AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF GARDEN GROVE
AMENDING PROVISIONS OF THE LAND USE CODE RELATING TO
SUBSTANCE ABUSE TREATMENT CENTERS.
City Attorney Summary
This Ordinance amends provisions of the City’s Land Use Code, Title 9 of the Garden Grove Municipal Code, pertaining to substance abuse treatment centers, conditionally approving the use in the M -1 (Limited Industrial) Zone, and establishing regulations applicable thereto.
THE CITY COUNCIL OF THE CITY OF GARDEN GR OVE HEREBY ORDAINS AS FOLLOWS:
SECTION 1: Subdivision (C) of Section 9.04.060 of Chapter 9.04 of Title 9 of the Garden Grove Municipal Code is hereby amended to revise and add definitions as follows (additions shown in bold/italics; deletions shown in bold/strikeout):
"Medical, dental, and related health services support facilities" means an office or health facility providing diagnosis, treatment, or care to patients exclusively as outpatients. Care may include, but is not limited to, the provision of medical, surgical, dental, mental health, rehabilitation, podiatric, optometric, or chiropractic. “Substance abuse treatment centers” shall not be considered “medical, dental, and related health services support facilities.”
"Prescription pharmacy" means an establishment where the predominant activity is the preparation and dispensing of drugs and medicines. “Substance abuse treatment centers” shall not be considered a “prescription pharmacy.”
“Substance Abuse Treatment Centers” are facilities or clinics that operate outpatient treatment, whether or not counseling services are provided, for persons with a substance abuse disorder by employing medicines such as methadone, suboxone, subutex, and vivitrol, which eliminate cravings and withdrawal symptoms that may occur when individuals with various
substance dependence stop using their substance of abuse.
SECTION 2: The section pertaining to “Offices and Related Uses” under the “COMMERCIAL” land use designation of Table 1 of Section 9.16.020.030 of Chapter
9.16 of Title 9 of the Garden Grove Municipal Code is hereby amended as follows (additions shown in bold/italics; deletions shown in bold/strikeout):
189
Garden Grove City Council
Ordinance No. ___
Offices and Related Uses
O-P C-1 C-2 C-3 M-1 M-P O-S
Additional
Regulations
and Comments
Administration/
Business P P P [-] [-] [-] [-]
Banks/
Financial
Institution
P P P P P [-] [-]
Medical, Dental
and Related
Health Service
Support Facilities
P P P [-] C [-] [-]
Prescription
Pharmacy P P P P [-] [-] [-]
Professional
And
Clerical
P P P [-] [-] [-] [-]
Public Utility
(Commercial) P P P P P [-] [-]
Substance
Abuse
Treatment
Centers
[-] [-] [-] [-] C [-] [-]
See Section
9.16.020.050.B
E
(Substance
Abuse
Treatment
Centers)
SECTION 3: Subdivision (BE) of Section 9.16.020.050 of Chapter 9.16 of Title 9 of the Garden Grove Municipal Code is hereby amended as follows (additions shown in bold/italics; deletions shown in bold/strikeout):
BE. Supermarket. Subject to conditions of approval as outlined in Section 9.08.080. Substance Abuse Treatment Centers. Such uses shall require a conditional use permit and shall be subject to the following conditions:
1. Abandonment. A conditional use permit for a Substance Abuse Treatment Center shall be considered to be null and void if the establishment ceases operation for 180 or more consecutive days.
2. Location Restrictions.
190
Garden Grove City Council
Ordinance No. ___