Agenda packet — Hawthorne City Council, June 9, 2026 (part 2 of 3)

1. Landscape - Limit landscape irrigation to specific times.

2. Other - Customers must repair leaks, breaks, and malfunctions in a timely manner.

3. Landscape - Restrict or prohibit runoff from landscape irrigation.

4. Prohibit application of potable water to outdoor landscapes within 48 hours of measurable rainfall. (Landscape - Other landscape restriction or prohibition).

5. Other - Prohibit use of potable water for washing hard surfaces.

6. Other – Require automatic shut off hoses (Other - Require automatic shut off hoses).

7. CII - Lodging establishments must offer opt out of linen service.

8. CII - Restaurants may only serve water upon request.

9. No watering of landscape of newly constructed homes and buildings in a manner inconsistent with regulations or other requirements established by the California Building Standards Commission, the Department of Housing and Community Development, or other State agency (Landscape - Other landscape restriction or prohibition).

10. Prohibit Potable Water Use for Decorative Water Features that do not Recirculate Water (Water Features - Restrict water use for decorative water features, such as fountain).

Yes
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X Is the Supplier completing this table using the standard six levels? Shortage
Level
Demand
Reduction
Actions
How much is this going to
reduce the shortage gap?
Additional Explanation or Reference
(OPTIONAL)
Penalty,
Charge, or
Other
Enforcement?
Volume or
Percentage
Shortage Gap
Reduction Value
AF
1 Other -- --

1. Expand Public Information Campaign.

2. Water Bill Inserts (Improve Customer Billing).

3. Promote online water waste reporting (Expand Public Information Campaign).

4. Expand Rebates or Giveaways of Plumbing Fixtures and Devices. (Provide Rebates on Plumbing Fixtures and Devices).

5. Expand Rebates for Landscape irrigation Efficiency (Provide Rebates for Landscape irrigation Efficiency).

6. Expand CII Water Use Surveys (Offer Water Use Surveys).

7. Expand Res Water Use Surveys (Offer Water Use Surveys).

No
2 Other Percentage 20%

1. Continue with Shortage Level 1 restrictions and prohibitions except where superseded by more stringent restrictions and prohibitions.

2. Landscape - Limit landscape irrigation to specific days.(b)

3. CII - Prohibit the use of non-recirculating systems in all new conveyer car wash and commercial laundry systems (CII – Other CII restriction or prohibition).

4. Prohibit the use of single pass cooling systems in new connections (Other).

Yes
2 Other -- --

1. Continue with Shortage Level 1 actions except where superseded by more stringent actions.

2. Water Efficiency Workshops, Public Events (Other).

Yes
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1. Continue with Shortage Level 2 restrictions and prohibitions except where superseded by more stringent restrictions and prohibitions.

2. Other - Prohibit use of potable water for construction and dust control.

3. Prohibit use of potable water for street washing (Other)

4. Prohibit Filling Ornamental Lakes or Ponds (Other water feature or swimming pool restriction).

Yes
3 Other -- --

1. Continue with Shortage Level 2 actions except where superseded by more stringent actions.

2. Home or Mobile Water Use Reports (Expand Public Information Campaign).

3. Decrease Frequency and Length of Line Flushing (Decrease Line Flushing).

4. Reduce System Water Loss.

5. Increase Water Waste Patrols/Enforcement (Increase Water Waste Patrols).

6. Implement Drought Rate Structure and Customer Water Budgets (Res)(Implement or Modify Drought Rate Structure or Surcharge).

7. Implement Drought Rate Structure and Customer Water Budgets (CII) (Implement or Modify Drought Rate Structure or Surcharge).

Yes
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1. Continue with Shortage Level 3 restrictions and prohibitions except where superseded by more stringent restrictions and prohibitions.

2. Prohibit vehicle washing except with recirculated water or lowvolume systems (Other - Prohibit vehicle washing except at facilities using recycled or recirculating water).

3. Prohibit use of water for recreational purposes such as water parks and the filling of pools (Other water feature or swimming pool restriction).

Yes
5 Other Percentage 50%

1. Continue with Shortage Level 4 restrictions and prohibitions except where superseded by more stringent restrictions and prohibitions.

2. Require net zero demand increase on new water service connections (Moratorium or Net Zero Demand Increase on New Connections).

3. Prohibit single-pass cooling systems (Other).

Yes
5 Other -- --

1. Continue with Shortage Level 4 actions except where superseded by more stringent actions.

2. Require Pool Covers (Pools and Spas - Require covers for pools and spas).

Yes
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1. Continue with Shortage Level 5 restrictions and prohibitions except where superseded by more stringent restrictions and prohibitions.

2. Moratorium on new water service connections (Moratorium or Net Zero Demand Increase on New Connections).

3. Landscape - Prohibit all landscape irrigation.

Yes
Notes:
(a) In certain cases water use restrictions and consumption reduction actions implemented by the System Operator are not specifically called out in DWR’s provided demand reduction actions list. The most appropriate DWR provided demand reduction action is included in italics in parenthesis. (b) Watering restricted to no more than 3 days/week in Shortage Level 2 and Shortage Level 3; no more than 2 days/week in Shortage Level 4; no more than 1 day/week in Shortage Level 5.
(c) Residential water budgets of up to 30% for Shortage Level 3, up to 40% for Shortage Level 4, up to 50% for Shortage Level 5, up to 60% for Shortage Level 6.
(d) CII water budgets of up to 10% for Shortage Level 3, up to 20% for Shortage Level 4, up to 30% for Shortage Levels 5 and 6. 2025 Urban Water Management Plan
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Chapter 9
Demand Management Measures
This chapter describes the demand management measures (DMMs) implemented by the current System Operator (also referred to herein as the “System Operator”) to promote efficient water use and support long-term water supply reliability in the City of Hawthorne’s service area (also referred to herein as the “Hawthorne System”). These measures are organized in accordance with the categories identified in the Urban Water Management Planning Act and reflect both longstanding conservation practices and more recent programmatic developments. The System Operator centrally administers its conservation programs for all the systems it operates (including the Hawthorne System).

Demand management plays a central role in the System Operator’s resource planning strategy.

As discussed in earlier chapters, historical reductions in per capita water use in the Hawthorne System have been driven by a combination of metering, conservation-oriented rate design, customer programs, and passive savings associated with plumbing codes and appliance efficiency standards. The measures described in this chapter build on those foundations and represent the primary tools available to manage future demand growth.  CWC § 10631 (e)
Provide a description of the supplier’s water demand management measures. This description shall include all of the following:
(1) (A) For an urban retail water supplier, as defined in Section 10608.12, a narrative description that addresses the nature and extent of each water demand management measure implemented over the past five years. The narrative shall describe the water demand management measures that the supplier plans to implement to achieve its water use targets pursuant to Section 10608.20. (B) The narrative pursuant to this paragraph shall include descriptions of the following water demand management measures:
(i) Water waste prevention ordinances.
(ii) Metering.
(iii) Conservation pricing.
(iv) Public education and outreach.
(v) Programs to assess and manage distribution system real loss. (vi) Water conservation program coordination and staffing support. (vii) Other demand management measures that have a significant impact on water use as measured in gallons per capita per day, including innovative measures, if implemented. 2025 Urban Water Management Plan
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This chapter also provides important context for the State’s Making Conservation a California Way of Life (MCCWL) regulation, which establishes new water use efficiency standards and performance requirements that extend beyond the Senate Bill (SB) X7-7 framework. While compliance with MCCWL-related Urban Water Use Objectives (UWUOs) is addressed in Chapter 5, many of the actions required to support future compliance—particularly expanded conservation programs, enhanced reporting, and implementation of Commercial, Industrial, and Institutional (CII) performance measures—are described in this chapter.

This chapter describes both the measures currently in place and the institutional, staffing, and regulatory considerations that influence the System Operator’s ability to expand conservation activities for the Hawthorne System.

9.1 Water Waste Prevention Ordinances
The City of Hawthorne has the authority within Chapters 8.60.010 through 8.60.150 (Ord. 2080 § 1, 2014; Ord. 2093 § 1, 2015) of the City of Hawthorne Municipal Code prohibiting the waste of water. A copy of the ordinances is included in Appendix G. Prohibited water waste practices include, but are not limited to, the following:
• Application of potable water to landscapes in a manner that results in runoff onto adjacent property, non-irrigated areas, sidewalks, roadways, parking lots, or structures. • Use of a hose to wash vehicles—including cars, trucks, buses, boats, aircraft, and trailers— unless the hose is equipped with a shut-off nozzle or similar device that immediately stops water flow when not in use.

During water shortage conditions additional water use restrictions and penalties may apply, which may include the following:
• Limitations on outdoor irrigation, including restrictions on time of day and frequency of watering.
• Requirements to repair leaks, breaks, or malfunctions within five business days of written notification by the System Operator.
• Application of potable water to driveways, sidewalks, and other hardscapes. • Use of potable water in water features unless the feature operates as a recirculating system.
• Application of potable water to outdoor landscapes during and within 48 hours following measurable rainfall.
• Serving drinking water in eating or drinking establishments unless requested by the customer.
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• Irrigation of ornamental landscaping on public street medians. • Irrigation of landscapes at newly constructed homes or buildings using potable water in a manner inconsistent with requirements established by the California Building Standards Commission or the Department of Housing and Community Development. • Requirements for hotels and motels to provide guests with the option to decline daily laundering of towels and linens, with clear and prominent notice provided in each guest room.
• Limitations on filling ornamental lakes or ponds.
• Use of potable water for street cleaning, except for initial wash-down associated with construction activities.
• Use of potable water for construction-related purposes, such as dust control or backfill consolidation, unless no alternative water source or method is available.

These measures form a key component of the System Operator’s overall demand management strategy and support compliance with state water conservation regulations.

9.2 Metering
All services in the Hawthorne System are metered. Meters are read monthly and are subject to routine maintenance and calibration to ensure accuracy. Customers are billed monthly based on metered water use.
 CWC § 526 (a)
Notwithstanding any other provision of law, an urban water supplier that, on or after January 1, 2004, receives water from the federal Central Valley Project under a water service contract or subcontract … shall do both of the following:
(1) On or before January 1, 2013, install water meters on all service connections to residential and nonagricultural commercial buildings constructed prior to January 1, 1992, located within its service area. (2) On and after March 1, 2013, or according to the terms of the Central Valley Project water contract in operation, charge customers for water based on the actual volume of deliveries, as measured by a water meter.  CWC § 527 (a)
(a) An urban water supplier that is not subject to Section 526 shall do both of the following:
(1) Install water meters on all municipal and industrial service connections located within its service area on or before January 1, 2025.
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9.3 Conservation Pricing
The System Operator’s water rates are set by the City of Hawthorne. The City employs a two-part tariff structure comprised of a monthly service charge and a volumetric charge for each hundred cubic feet (CCF) of water use. Effective January 1, 2026, the monthly service charge for a standard 5/8 x 3/4-inch meter was $25.64 and the volumetric charge was $6.2468 per CCF. The System Operator additionally offers a 20 percent senior discount applicable to quantity rates and 5/8 x 3/4 inch meter or 3/4 meter service charge.25

9.4 Customer Conservation Programs
The System Operator has a long-standing water-use efficiency program designed to reduce water use across residential and non-residential customer classes, which is offered to customers of the System Operator. The program includes landscape conversion incentives, irrigation equipment rebates, indoor device rebates, and customer education resources. Core programs available to residential customers are summarized below. Additional programs are offered to non-residential customers, and program offerings may be adjusted over time based on system-specific needs and program performance.

9.4.1 Current Customer Conservation Programs
The System Operator currently offers residential customers a range of water-use efficiency rebates, support services, and educational resources, including the following:

Turf Replacement
• Turf replacement rebates of up to $3 per square foot for removal of turf and conversion to California-friendly, low-water-use landscaping with efficient irrigation.

Irrigation Equipment Rebates
• Smart Landscape Tune-Up: A free, site-specific irrigation assessment that includes approved repairs to existing irrigation systems and installation of high-efficiency sprinkler nozzles and smart irrigation controllers, as appropriate. • Smart irrigation controllers: Rebates of $125 per controller for weather- and soil-based irrigation controllers that adjust watering schedules based on site conditions. • High-efficiency sprinkler nozzles: Rebates of $5 per nozzle for replacing conventional spray nozzles with high-efficiency nozzles that apply water more uniformly. 25Conservation pricing assessed from:
https://www.calwater.com/docs/rates/rates_tariffs/rd/Hawthorne_(unregulated)/20260101-Hawthorne.pdf 2025 Urban Water Management Plan
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Indoor Device Rebates
• High-efficiency clothes washers: Rebates of $150 per washer for eligible models that use substantially less water than standard washers.
• MaP Premium high-efficiency toilets: Rebates of $50 per toilet for models using 1.1 gallons per flush or less.
• Conservation kits: Free kits containing water-saving plumbing devices, such as highefficiency showerheads, faucet aerators, hose nozzles, leak detection tablets, and educational materials.

Online Resources
• The System Operator maintains a suite of online water-use efficiency resources to help customers understand and adopt water-saving practices.

School Education
• The System Operator’s school education program includes the Aqua Adventures, A Splash of Creativity, H2Oath, and Water Smart Grant programs. The System Operator’s Teacher Toolkit provides teachers with practical guidance and teaching rubrics for helping students learn about resource sustainability and the importance of using water wisely.

These programs are implemented through a combination of in-house staff and contracted service providers. The System Operator conducts ongoing outreach and customer engagement to promote awareness and participation. In addition, customer service representatives are trained to assist customers with high water use or billing concerns by directing them to appropriate conservation programs and educational resources. As mentioned above, these programs are all offered to residential customers of the System Operator.

9.4.2 Future Customer Conservation Programs
The System Operator understands that its conservation programming must be adapted to the new MCCWL regulatory requirements. For instance, meeting the rigorous outdoor water use standards will require transitioning substantial amounts of turf area to more water efficient landscaping. Therefore, outdoor conservation measures, including turf replacement incentives and support services, will need to be prioritized to drive future water savings. While targeted indoor efficiency measures have also been retained to maximize water savings, the focus remains heavily on outdoor improvements.

Achieving continued water savings requires a rapid market transformation towards landscape efficiency. Typically, market transformations can span decades as they require shifting both 2025 Urban Water Management Plan
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consumer behaviors and supply chain dynamics, even with incentives. Early adopters have already made necessary adjustments, but many property owners have not yet embraced this change. Landscape transformation represents a significant departure from traditional practices, often perceived as complex and undesirable by many. Overcoming this resistance and encouraging participation will be challenging.

A crucial aspect is convincing customers that embracing landscape efficiency enhances, rather than detracts from, the value of their property. The traditional view equates lush, green lawns with success and economic status. Therefore, changing this deep-seated perception to appreciate the aesthetics and benefits of water-sustainable landscaping is essential.

Given the urgency to transform landscapes without the luxury of time, the System Operator faces several challenges that require:
• Robust customer education.
• High levels of customer motivation.
• Accessibility to landscape design and plant knowledge. • Considerable labor investment.
• Significant financial resources.

To increase customer engagement, the System Operator's programs must offer compelling incentives, clear communication about the required processes, and substantial support to guide customers through these changes. Table 9-1 outlines the key barriers to successful deployment of landscape transformation programs.
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Table 9-1. Barriers and Customer Requirements of Landscape Transformation Programs Landscape Transformation Barriers Customer Requirements • Customers lack motivation to reduce their
water use.
• Most customers are unaware of, or
overwhelmed by, landscape efficiency
programs.
• Landscape efficiency solutions must be
“customized” for each property.
• Water suppliers do not currently have a
deep understanding of their customers.
• Agencies do not possess the resources to
uniquely target and engage their
customers.
• Customers desire to have a beautiful
landscape.
• Each customer has a different vision of
what comprises landscape beauty.
• Most customers have considered
converting their lawn, but they need help
to accomplish this.
• Customers confirmed that design support
is the most important need.
• Incentives are necessary to pull the trigger
on converting their lawn.
• There are a number of misperceptions that
disconnect the customer from their actual
water usage. They believe most water is
used indoors; that they already have
efficient equipment; and saving money is
the main driver.

Many water users currently do not prioritize landscape water efficiency, lacking both understanding of its urgency and motivation to implement drastic changes.

The System Operator's strategy is to significantly enhance education about the need for outdoor water use reduction and how to achieve it. Fortunately, studies indicate a growing customer interest in aesthetically pleasing, water-efficient landscaping. Many property owners consider turf removal but require assistance to proceed. Time and cost are significant barriers.

To effectively encourage this shift, the System Operator must not only convince customers of the necessity of these changes but also provide them with extensive support—from design assistance to continuous engagement and resources. Additionally, incentives must be compelling enough to convince customers of the value of investing in these changes.

Success will depend on expanding education, services, and incentives to accelerate market transformation. To support this enhanced program structure, the System Operator must accordingly increase its staff, marketing efforts, operational support, and budget to meet these elevated service demands.

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impact. Together, these measures represent a comprehensive portfolio that—subject to adequate staffing and funding—is intended to support compliance with the MCCWL regulation.

The measures summarized in Table 9-2 are representative of the System Operator’s current conservation approach. As program performance is evaluated and technologies evolve, the System Operator may refine this portfolio by modifying, replacing, or adding measures to ensure continued effectiveness and cost-efficient water savings.

Table 9-2. Representative Conservation Measures with Significant Savings Potential Conservation Measure Remaining Potential Reasoning for Selecting Home Water Budgets All single-family homes • Identifies customers with inefficient usage, thus allowing better targeting
of programs and assistance.
• Provides a foundational step in
educating customers with powerful
and personal information that
identifies site-specific efficiency
opportunities.
• As an educational tool alone, shown
to reduce water use.

Outdoor Efficiency
Turf Replacement All properties with
remaining turf
• Required measure for meeting
landscape and irrigation standards.
• Huge remaining opportunity.
• Long lifespan measure.

Sprinkler Tune-up All properties with
remaining turf
• Nearly all irrigation systems need
repair.
• Repairs are necessary before
efficiency upgrades are made
otherwise new products will not work
as designed.
• High customer demand.

Smart Controllers All properties with
irrigation
• High customer receptivity due to
technical aspect of device.
• Reduces overwatering by providing
the appropriate amount of water
based on the local weather.

Pressure Regulating Spray
Heads
All properties with popup
spray heads
• Millions of non-pressure regulating
spray heads.
• Reduces water use due to high water
pressure and low head drainage.

High Efficiency Sprinkler
Nozzles
All properties with popup
spray heads
• Millions of high flow nozzles are
available for retrofit.
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Conservation Measure Remaining Potential Reasoning for Selecting • Solution for customers electing to
keep turf.
• Reduces runoff.
• High cost effectiveness.
• Generally easy retrofit.

Indoor Efficiency
Premium Efficiency Toilets Nearly 50% of existing
fixtures are 1.6 GPF or
above
• Reliable 25-year life of water savings.
• Easy retrofit.

High Efficiency Clothes
Washers
All single-family homes
and multi-family in-unit
washers
• Customers prefer high efficiency
models.
• Easy to administer.
• Washers have 10–12-year life

9.4.3 CII Performance Measures
The MCCWL regulation requires urban retail water suppliers to implement a suite of actions intended to improve CII water use efficiency. These actions include converting certain mixed-use meters (MUMs) serving large landscaped areas to dedicated irrigation meters (DIMs), installing approved in-lieu technologies where DIM installation is not pursued, and implementing a broad set of CII best management practices (BMPs). The MCCWL regulation also requires suppliers to classify all CII accounts using a prescribed framework and to identify and catalog large, disclosable buildings.

Importantly, implementation of CII Performance Measures is required regardless of whether a supplier is otherwise projected to comply with its UWUO. As a result, compliance with these requirements will require substantial staffing, technical, and financial resources independent of UWUO compliance outcomes. The following subsections summarize the primary CII Performance Measure requirements applicable to the Hawthorne System.

DIM or In-Lieu Technology Installation
The MCCWL regulation requires the City to install DIMs or implement approved in-lieu technologies at all CII sites served by MUMs that irrigate one-half acre or more of landscaped area.

Installation of DIMs involves significant cost and logistical complexity for both City and its customers. Activities include site assessments, permitting, meter and backflow device installation, account setup, integration of additional meter reads, and ongoing maintenance and calibration. In recognition of these challenges, the regulations allow suppliers to satisfy the requirement through adoption of approved in-lieu technologies. 2025 Urban Water Management Plan
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Approved in-lieu technologies include the following:

1. Water budget–based rate structures

2. Water budget–based management approaches not tied to rates

3. Hardware upgrades that enhance irrigation performance, including technologies that allow identification of outdoor water use, smart irrigation controllers, and pressureregulated spray heads

4. Remote sensing technologies

5. Landscape plant palette transformation programs, including green infrastructure such as swales or rain gardens that reduce irrigation demand

6. Other efficient water use technologies, subject to demonstration of improved water use efficiency
For sites utilizing in-lieu technologies, the regulations further require the System Operator to provide education and communication services, irrigation system maintenance support (including audits and testing), and site-specific irrigation scheduling guidance. As a result, the System Operator will be required to take on an active role in supporting irrigation management at CII sites with large, landscaped areas. In addition, the System Operator must calculate landscape water budgets for these sites using prescribed methodologies by June 30, 2029.

CII Account Classification
The MCCWL regulation requiresthe System Operator to classify all CII accounts using a regulatory classification system that includes U.S. Environmental Protection Agency’s (EPA’s) 19 ENERGY STAR Portfolio Manager property types, along with additional categories for water recreation facilities, vehicle washes, and commercial laundries. Following classification, the System Operator must identify customers whose water use falls within the 80th to 97.5th percentiles within each category to support targeted delivery of BMPs.

CII Disclosable Buildings
Under the MCCWL regulation, the System Operator is required to identify all disclosable buildings within its service area and provide water use reports upon request. Disclosable buildings are defined as non-manufacturing buildings exceeding 50,000 square feet.26 Identification of these buildings was required by January 1, 2025, and by January 1 every year thereafter.

Upon request by a building owner or authorized agent, the System Operator must provide water use reports compatible with the EPA’s ENERGY STAR Portfolio Manager Data Exchange Services. 26 For the precise definition of a disclosable building, see California Code of Regulations, title 20, section 1683. 2025 Urban Water Management Plan
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Reports must include detailed monthly and aggregated usage data for at least the preceding twelve months for each meter serving the building.

Compliance with this requirement will require development of new processes and reporting systems capable of integrating billing data with EPA reporting platforms. Meeting these requirements will necessitate coordinated effort across the System Operator’s conservation, billing, and information technology departments.

CII BMPs
The MCCWL regulations require implementation of CII BMPs for customers in the highest wateruse percentiles. The System Operator must implement one BMP from each category (five total) for customers in the 80th percentile of usage and two BMPs from each of five categories (ten total) for customers in the 97.5th percentile of usage. The categories of BMPs include outreach and education, incentives, landscape practices, collaboration and coordination, and operational practices, with a range of eligible actions specified in the regulations.

Selection and implementation of BMPs will be guided by customer characteristics, site conditions, and feasibility, and will require substantial program oversight, customer coordination, and tracking.

CII Performance Measures and UWUO Compliance
While the CII Performance Measures are an integral component of the MCCWL regulatory framework, water savings achieved through these measures do not directly contribute toward meeting the City’s UWUO reduction targets. Under the regulations, CII Performance Measures contribute to UWUO compliance only through reductions in water use measured by DIMs. The System Operator does not currently utilize a DIM meter classification, and DIM water use is therefore not a component of the System Operator’s UWUO calculation. As a result, although implementation of CII Performance Measures is mandatory and expected to yield water use efficiency benefits, the associated water savings will not be credited toward UWUO compliance for the City.

9.5 Water Loss Management
The System Operator currently conducts annual distribution system water loss audits using the American Water Works Association (AWWA) Free Water Audit Software and reports the results to the California Department of Water Resources.
27 27 Completed water audits may be accessed at: https://wuedata.water.ca.gov/ 2025 Urban Water Management Plan
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To guide ongoing water loss management, the System Operator has developed a Water Loss Control Compliance Plan and a Water Loss Control Policy. These documents provide a framework for:
• Meeting current and future state water loss standards and regulatory requirements; • Improving audit data quality and validation scores; and • Identifying and implementing cost-effective water loss control actions.

The System Operator has also conducted a comprehensive assessment comparing the City’s current and projected distribution system water loss to applicable water loss standards. The results show that the distribution system real loss rates exceed the state-established efficient water loss standards applicable to the Hawthorne System pursuant to SB 555 (see Table 4-6).

Achieving the necessary reductions in real water loss will depend on the ability to implement water loss management programs in the Hawthorne System.

9.6 Water Conservation Program Staffing
The current System Operator’s Conservation Department, whom administers its conservation programs for all the systems it operates, is currently staffed by nine full-time equivalent (FTE) positions. In light of mandated UWUO reductions and the extensive reporting and performance requirements associated with the MCCWL regulation, the System Operator has identified a need to expand its conservation program staffing. While the use of consultants could provide shortterm support, the ongoing and long-term nature of the regulatory requirements makes exclusive reliance on temporary staffing impractical. In particular, the data analysis, program tracking, and reporting obligations associated with the MCCWL framework require sustained institutional knowledge and continuity that are best supported through permanent staff.

The System Operator’s staffing strategy therefore emphasizes strengthening internal capacity to manage conservation programs, lead outreach and customer engagement efforts, support customers, oversee ongoing CII activities, and fulfill reporting and compliance obligations.

Consultants are expected to continue to play a targeted role by providing short-term, specialized expertise as needed, allowing flexibility while maintaining a strong in-house program foundation.

9.7 Summary and Implementation Considerations
The System Operator has developed and implemented a comprehensive suite of DMMs in the Hawthorne System that address each category identified in the Urban Water Management Planning Act. These measures include water waste prevention and enforcement, universal metering, conservation-oriented pricing, public education and outreach, active management of distribution system water losses, and a broad portfolio of customer conservation programs. 2025 Urban Water Management Plan
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Collectively, these actions have contributed to substantial long-term reductions in per capita water use and have positioned the City well relative to historical conservation benchmarks.

Looking ahead, demand management will play an increasingly important role in meeting the requirements of the MCCWL regulation and supporting water supply reliability. While many conservation-driven reductions are already embedded in the System Operator’s baseline demand projections—through authorized programs, plumbing codes and appliance standards, and implementation of conservation rates—additional actions are anticipated to be needed in future years to comply with MCCWL requirements.
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Chapter 10
Plan Adoption, Submittal, and Implementation
This chapter provides information on the public hearing, the adoption process for the Urban Water Management Plan (UWMP) and Water Shortage Contingency Plan (WSCP), the adopted UWMP and WSCP submittal process, plan implementation, and the process for amending the adopted UWMP or WSCP. This chapter includes the following sections:

10.1 Inclusion of All 2025 Data

10.2 Notice of Public Hearing

10.3 Public Hearing and Adoption

10.4 Plan Submittal

10.5 Public Availability

10.6 Notification of Public Utilities Commission

10.7 Amending an Adopted UWMP or Water Shortage Contingency Plan

10.1 Inclusion of All 2025 Data
This UWMP includes the water use and planning data for the entire calendar year of 2025, per the California Department of Water Resources’ (DWR’s) 2025 UWMP Guidebook.  CWC § 10621 (b)
Every urban water supplier required to prepare a plan pursuant to this part shall, at least 60 days before the public hearing on the plan required by Section 10642, notify any city or county within which the supplier provides water supplies that the urban water supplier will be reviewing the plan and considering amendments or changes to the plan. The urban water supplier may consult with, and obtain comments from, any city or county that receives notice pursuant to this subdivision.
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10.2 Notice of Public Hearing
Prior to adopting the Plan, the City of Hawthorne (City) held a public hearing to present information on the City’s 2025 UWMP and WSCP on May 26, 6:00 PM.

Relevant entities were notified of the UWMP and WSCP review at least 60 days prior to the public hearing, including: (1) cities and counties, and (2) the public. These same entities were noticed again with the specific date, time and location of the hearing at least two weeks prior to the public hearing. The notice to the public, as specified in Government Code 6066, and letters to relevant agencies can be found in Appendix C and Appendix B, respectively.

10.2.1 Notice to Cities and Counties
Table 10-1 lists the cities, counties and agencies that were notified. Copies of these letters are provided in Appendix B.
 CWC § 10642
Each urban water supplier shall encourage the active involvement of diverse social, cultural, and economic elements of the population within the service area prior to and during the preparation of both the plan and the water shortage contingency plan. Prior to adopting either, the urban water supplier shall make both the plan and the water shortage contingency plan available for public inspection and shall hold a public hearing or hearings thereon. Prior to any of these hearings, notice of the time and place of the hearing shall be published within the jurisdiction of the publicly owned water supplier pursuant to Section 6066 of the Government Code. The urban water supplier shall provide notice of the time and place of a hearing to any city or county within which the supplier provides water supplies. Notices by a local public agency pursuant to this section shall be provided pursuant to Chapter 17.5 (commencing with Section 7290) of Division 7 of Title 1 of the Government Code. A privately owned water supplier shall provide an equivalent notice within its service area. After the hearing or hearings, the plan or water shortage contingency plan shall be adopted as prepared or as modified after the hearing or hearings.
 CWC § 10631 (a) A plan shall be adopted in accordance with this chapter that shall do all of the following:

Urban water suppliers shall coordinate with local or regional land use authorities to determine the most appropriate land use information, including, where appropriate, land use information obtained from local or regional land use authorities, as developed pursuant to Article 5 (commencing with Section 65300) of Chapter 3 of Division 1 of Title 7 of the Government Code.
2025 Urban Water Management Plan
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April 2026
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Table 10-1. Notification to Cities and Counties (DWR Table 10-1) City Name 60 Day Notice
Drop Down (yes/no)
Notice of Public Hearing
Drop Down (yes/no)
Add additional rows as needed
City of Hawthorne Yes Yes
County Name
Drop Down List
60 Day Notice
Drop Down (yes/no)
Notice of Public Hearing
Drop Down (yes/no)
Add additional rows as needed
Los Angeles County Yes Yes
Notes:
(a) In addition to notifying the Cities and Counties above, the System Operator additionally notified West Basin Municipal Water District, Los Angeles Sanitation Districts, Metropolitan Water District of Southern California, and the Water Replenishment District of Southern California.

10.2.2 Notice to the Public
Notification to the public and to cities and counties also provided instructions on how to view the 2025 UWMP and WSCP prior to the hearing, the revision schedule, and contact information of the UWMP and WSCP preparer. A copy of this notice is included in Appendix C.

10.3 Public Hearing and Adoption
 CWC § 10608.26
(a) In complying with this part, an urban retail water supplier shall conduct at least one public hearing to accomplish all of the following:
(1) Allow community input regarding the urban retail water supplier’s implementation plan for complying with this part.
(2) Consider the economic impacts of the urban retail water supplier’s implementation plan for complying with this part.
(3) Adopt a method, pursuant to subdivision (b) of Section 10608.20, for determining its urban water use target.  CWC § 10621 (b)
Every urban water supplier required to prepare a plan pursuant to this part shall, at least 60 days before the public hearing on the plan required by Section 10642, notify any city or county within which the supplier provides water supplies that the urban water supplier will be reviewing the plan and considering amendments or changes to the plan. The urban water supplier may consult with, and obtain comments from, any city or county that receives notice pursuant to this subdivision.
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The deadline for public comments on the UWMP and WSCP was May 29, 2026, three days after the public hearing. The final Plan was formally adopted by the City of Hawthorne’s City Council and was signed by City of Hawthorne’s Mayor, on MM DD, 2026, and was submitted to DWR within 30 days of approval. Appendix H presents a copy of the signed Resolution of Plan Adoption. Appendix B contains the following:
• Letters sent to and received from various agencies regarding this plan; and, • Correspondence between the System Operator and participating agencies.

10.4 Plan Submittal
This UWMP and WSCP were submitted to DWR within 30 days of adoption and by the July 1, 2026 deadline. The submittal was done electronically through DWR’s Water Use Efficiency Data Portal, an online submittal tool. The adopted UWMP and WSCP were also sent to the California State Library and to the cities and counties listed in Table 10-1 no later than 30 days after adoption.

10.5 Public Availability
 CWC § 10621 (f)
(1) Each urban water supplier shall update and submit its 2020 plan to the department by July 1, 2021.  CWC § 10635 (c)
The urban water supplier shall provide that portion of its urban water management plan prepared pursuant to this article to any city or county within which it provides water supplies no later than 60 days after the submission of its urban water management plan.
 CWC § 10644 (a)
(1) An urban water supplier shall submit to the department, the California State Library, and any city or county within which the supplier provides water supplies a copy of its plan no later than 30 days after adoption. Copies of amendments or changes to the plans shall be submitted to the department, the California State Library, and any city or county within which the supplier provides water supplies within 30 days after adoption. (2) The plan, or amendments to the plan, submitted to the department pursuant to paragraph (1) shall be submitted electronically and shall include any standardized forms, tables, or displays specified by the department.  CWC § 10645
(a) Not later than 30 days after filing a copy of its plan with the department, the urban water supplier and the department shall make the plan available for public review during normal business hours. (b) Not later than 30 days after filing a copy of its water shortage contingency plan with the department, the urban water supplier and the department shall make the plan available for public review during normal business hours.
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On or about MM DD, 2026, an electronic version of the draft 2025 UWMP and WSCP were made available for review by visiting System Operator’s website:
https://www.calwater.com/conservation/uwmp2025.

10.6 Notification of Public Utilities Commission
At the time of preparation, System Operator is regulated by the California Public Utilities Commission. The System Operator included the previous UWMP and WSCP as part of its past General Rate Case Filings.

10.7 Amending an Adopted UWMP or Water Shortage Contingency Plan If either the 2025 UWMP or WSCP are amended, each of the steps for notification, public hearing, adoption and submittal will also be followed for the amended Plan or WSCP.  CWC § 10621 (c)
An urban water supplier regulated by the Public Utilities Commission shall include its most recent plan and water shortage contingency plan as part of the supplier’s general rate case filings.  CWC § 10644 (b)
If an urban water supplier revises its water shortage contingency plan, the supplier shall submit to the department a copy of its water shortage contingency plan prepared pursuant to subdivision (a) of Section 10632 no later than 30 days after adoption, in accordance with protocols for submission and using electronic reporting tools developed by the department.
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2025 Urban Water Management Plan
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Appendix A: UWMP Act Checklist
California Water Service 2025 Urban Water Management Plan Retail
(x = required)
Wholesale
(x = required)
2025 Guidebook
Location
Water Code
Section Summary as Applies to UWMP Subject Relevant Submittal Table 2025 UWMP Location x x Chapter 1 10615
A plan shall describe and evaluate sources of supply,
reasonable and practical efficient uses, reclamation and demand management activities.

Introduction and overview n/a Chapter 1 - Chapter 10
x x Chapter 1 10630.5
Each plan shall include a simple description of the
Supplier’s plan including water availability, future
requirements, a strategy for meeting needs, and other
pertinent information. Additionally, a Supplier may also choose to include a simple description at the beginning of each chapter.

Plan preparation n/a Section 1.6
x x Section 2.1 10620(b) Every person that becomes a Supplier shall adopt UWMP within one year after it has become a Supplier. Plan preparation n/a Section 2.4 x n/a Section 2.5 10644
Supplier shall report the Public Water Systems number,
volume of delivered water, and number of connections that are included in this UWMP.

Plan preparation 2-1 Section 2.1
Table 2-1
x x Section 2.5 10644
Supplier shall report if this UWMP is an individual UWMP and whether the Supplier belongs to a regional UWMP or
regional alliance.

Plan preparation 2-2 Section 2.3
Table 2-2
x x Section 2.5 10644
Supplier shall report whether the data is in fiscal or
calendar years and the units of measure used for reporting water volumes.

Plan preparation 2-3 Section 2.4
Table 2-3
x x Section 2.4 10642
Provide supporting documentation that the Supplier has
encouraged active involvement of diverse social, cultural, and economic elements of the population within the service area prior to and during the preparation of the plan and contingency plan.

Plan preparation n/a
Section 2.5.2
Section 10.2
Appendix C
x x Section 2.4.2 10620(d)(3)
Coordinate the preparation of its plan with other
appropriate agencies in the area, including other Suppliers that share a common source, water management
agencies, and relevant public agencies, to the extent
practicable.

Plan preparation n/a
Section 2.5
Section 10.2
Appendix B

Page 1 ends

California Water Service 2025 Urban Water Management Plan Retail
(x = required)
Wholesale
(x = required)
2025 Guidebook
Location
Water Code
Section Summary as Applies to UWMP Subject Relevant Submittal Table 2025 UWMP Location x n/a Section 2.4.1 10631(h)
Retail Suppliers will include documentation that they have provided their Wholesale Supplier(s)—if any—with water
use projections from that source.

Plan preparation 2-4 R
Section 2.5.1
Table 2-4
Section 4.5
n/a x Section 2.4.1 10631(h)
Wholesale Suppliers will provide their Suppliers with
identification and quantification of the existing and planned sources of water available from the Wholesale Supplier to the Supplier during various water year types.

Plan preparation 2-4 W N/A
x x Chapter 3.0 10631(a) Describe the Supplier service area. System description n/a Chapter 3 x x Section 3.3 10631(a) Describe the climate of the Supplier’s service area. System description n/a Section 3.3 Figure 3-2
x x Section 3.4.1 10631(a) Provide the current and projected service area populations for 2030, 2035, 2040, 2045 and optionally 2050. System description 3-1 Section 3.4 Table 3-1
x x Section 3.4.2 10631(a) Describe other social, economic, and demographic factors affecting the Supplier’s water management planning. System description n/a Section 3.4Table 3-2 x x Section 3.5 10631(a)
Describe the land uses within the service area… include the current and projected land uses within the existing or
anticipated service area affecting the Supplier’s water management planning. Describe the land uses within the
service area.

System description and
baselines n/a Section 3.5
Table 3-1
x Optional Sections 4.2.3 and

4.2.4 10631(d)(1) Quantify past, current, and projected water use, identifying the uses among water use sectors. System water use 4-1 and 4-2 Section 4.2
Table 4-1
Table 4-2

Page 2 ends

California Water Service 2025 Urban Water Management Plan Retail
(x = required)
Wholesale
(x = required)
2025 Guidebook
Location
Water Code
Section Summary as Applies to UWMP Subject Relevant Submittal Table 2025 UWMP Location x Optional Section 4.3.1 10631(d)(3)(A) Report the distribution system water loss for each of the five years preceding the plan update. System water use 4-5 Section 4.3.1
Table 4-5
x n/a Section 4.3.2 10631(d)(3)(C) Retail Suppliers shall provide data to show the distribution loss standards were met. System water use 4-6
Section 4.3.2
Table 4-6
x n/a Section 4.2.5.4 10631.1(a) Include projected water use needed for lower income housing projected in the service area of the Supplier. System water use 4-3 Section 4.2.2Table 4-3 x n/a Section 4.2.5.3 10631(d)(4)(A) In projected water use, include estimates of water savings from adopted codes, plans, and other policies or laws. System water use 4-3 Section 4.2.3(1) Table 4-4
x n/a Section 4.2.5.3 10631(d)(4)(B) Provide citations of codes, standards, ordinances, or plans used to make water use projections. System water use 4-3 Section 4.2.3(1) Table 4-4
x n/a Section 4.2.5.3 10631(d)(4)(B)(ii)
To the extent that a Supplier reports the information
described in subparagraph (A), an urban water Supplier
shall… Indicate the extent that the water use projections consider savings from codes, standards, ordinances, or
transportation and land use plans. Water use projections that do not account for these water savings shall be noted of that fact.

System water use 4-3 Section 4.2.3(1)
Table 4-4
x x Section 4.2.5.6 10635(b) Demands under climate change considerations must be included as part of the drought risk assessment. System water use n/a Section 4.4
Section 7.5
Table 4-7
Table 7-5
n/a x Section 5.1 10608.36
Wholesale Suppliers shall include an assessment of present and proposed future measures, programs, and policies to help their Retail Suppliers achieve targeted water use
reductions.

Baselines and targets n/a N/A

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California Water Service 2025 Urban Water Management Plan Retail
(x = required)
Wholesale
(x = required)
2025 Guidebook
Location
Water Code
Section Summary as Applies to UWMP Subject Relevant Submittal Table 2025 UWMP Location x n/a Section 5.2 10608.4
Retail Suppliers shall report on their compliance in meeting their water use targets. Reporting requirements will vary depending on whether the Supplier:
- Was considered an urban retail water supplier in 2020, - Met its 2020 target in 2020, or
- Was part of a merger or consolidation since 2020.

Chapter 5 Subsections 5.2.1, 5.2.2, and 5.2.3 address each of these situations.

Baselines and targets 5-1 Chapter 5
Table 5-1
x x Section 6.1 10631(b)(2)
When multiple sources of water supply are identified,
describe the management of each supply in relationship to other identified supplies.

System supplies n/a Section 6.9
Table 6-9
x x
Sections 6.1 and

6.2 10631(b)(1)
Provide a discussion of anticipated supply availability under a normal, single dry year, and a drought lasting five years, as well as more frequent and severe periods of
drought, including changes in supply due to climate
change.

System supplies n/a Chapter 7
x x Section 6.2.2 10631(b)(4)(C)
Indicate whether groundwater is an existing or planned
source of water available to the Supplier. If groundwater is identified as an existing or planned source of water…
(include) a detailed description and analysis of the
location, amount and sufficiency of groundwater pumped
by the Supplier for the past five years.

Water supplies and recycled
water 6-1 Section 6.2Table 6-1
x x Section 6.2.2 10631(b)(4)(A)
Indicate whether a groundwater sustainability plan or
groundwater management plan has been adopted by the
Supplier or if there is any other specific authorization for groundwater management. Include a copy of the plan or
authorization.

System supplies n/a Section 6.2
x x Section 6.2.2 10631(b)(4)(B) Describe the groundwater basin. System supplies n/a Section 6.2.1 x x Section 6.2.2 10631(b)(4)(B)
Indicate if the basin has been adjudicated and include a copy of the court order or decree and a description of the amount of water the Supplier has the legal right to pump.

System supplies n/a Section 6.2.1
x x Section 6.2.2 10631(b)(4)(B)
For unadjudicated basins… (include) information as to
whether DWR has identified the basin as a high- or
medium-priority basin in the most current official
departmental bulletin…
Water supplies and recycled
water n/a Section 6.2.1

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California Water Service 2025 Urban Water Management Plan Retail
(x = required)
Wholesale
(x = required)
2025 Guidebook
Location
Water Code
Section Summary as Applies to UWMP Subject Relevant Submittal Table 2025 UWMP Location x x Section 6.2.2 10631(b)(4)(B)
For unadjudicated basins… describe efforts by the Supplier to coordinate with sustainability or groundwater agencies to achieve sustainable groundwater conditions.

Water supplies and recycled
water n/a Section 6.2.3
x x Section 6.2.2. 10631(b)(4)(C)
If groundwater is identified as an existing or planned
source of water… (include) a detailed description and
analysis of the location, amount and sufficiency of
groundwater pumped by the Supplier for the past five
years.

System supplies n/a Section 6.2.5
Table 6-1
x x Section 6.2.2 10631(b)(4)(D)
Provide a detailed description and analysis of the amount and location of groundwater that is projected to be
pumped.

System supplies 6-9 Section 6.9
Table 6-9
x x Section 6.1 10631(b)
Identify and quantify the existing and planned sources of water available for 2025, 2030, 2035, 2040, 2045 and
optionally 2050.

System supplies 6-8 and 6-9 Section 6.9
Table 6-9
x x Section 6.2.7 10631(c) Describe the opportunities for exchanges or transfers of water on a short-term or long-term basis. System supplies n/a Section 6.7 x n/a Section 6.2.5 10633(a)
Describe the wastewater collection and treatment systems in the Supplier’s service area with quantified amount of collection and treatment and the disposal methods.

System supplies (recycled
water) 6-2 Section 6.5.2Table 6-2
x x Section 6.2.5 10633(b)
Describe the quantity of treated wastewater that meets
recycled water standards, is being discharged, and is
otherwise available for use in a recycled water project.

System supplies (recycled
water) 6-3 Section 6.5.2
Table 6-3
x x Section 6.2.5 10633(c) Describe the recycled water currently being used in the Supplier's service area.

System supplies (recycled
water) 6-4 Section 6.5.3Table 6-4

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California Water Service 2025 Urban Water Management Plan Retail
(x = required)
Wholesale
(x = required)
2025 Guidebook
Location
Water Code
Section Summary as Applies to UWMP Subject Relevant Submittal Table 2025 UWMP Location x x Section 6.2.5 10633(d)
Describe and quantify the potential uses of recycled water and provide a determination of the technical and economic feasibility of those uses.

System supplies (recycled
water) 6-4 Section 6.5.3Table 6-4
x x Section 6.2.5 10633(e)
Describe the projected use of recycled water within the Supplier's service area at the end of 5, 10, 15, and 20 years, and describe the actual use of recycled water in comparison to uses previously projected.

System supplies (recycled
water) 6-4 and 6-5
Section 6.5.3
Table 6-4
Table 6-5
x x Section 6.2.5 10633(f)
Describe the actions that may be taken to encourage the use of recycled water and the projected results of these actions in terms of acre-feet of recycled water used per year.

System supplies (recycled
water) 6-6 Section 6.5.4Table 6-6
x x Section 6.2.5 10633(g) Provide a plan for optimizing the use of recycled water in the Supplier's service area.

System supplies (recycled
water) n/a Section 6.5.4
Table 6-6
x x Section 6.2.6 10631(g) Describe desalinated water project opportunities for longterm supply. System supplies 6-7 Section 6.6 x x Section 6.2.10 10631(f)
Describe the expected future water supply projects and
programs that may be undertaken by the water Supplier to address water supply reliability in average, single-dry, and for a period of drought lasting five consecutive water
years.

System supplies 6-7 Section 6.8
Table 6-7
x x
Section 6.3 and
Appendix O 10631.2(a) The UWMP must include energy information, as stated in the code, that a Supplier can readily obtain.

System suppliers, energy
intensity O-1A, O-1B, O-1C, and O-2 Section 6.11Table 6-10 x Section 7.1 10634
Provide information on the quality of existing sources of water available to the Supplier and the manner in which water quality affects water management strategies and
supply reliability.

Water supply reliability
assessment n/a Section 7.1.2

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California Water Service 2025 Urban Water Management Plan Retail
(x = required)
Wholesale
(x = required)
2025 Guidebook
Location
Water Code
Section Summary as Applies to UWMP Subject Relevant Submittal Table 2025 UWMP Location x x Section 7.2 10635(a)
Service Reliability Assessment: Assess the water supply reliability during normal, dry, and a drought lasting five consecutive water years by comparing the total water
supply sources available to the Supplier with the total projected water use over the next 20 years.

Water supply reliability
assessment 7-2, 7-3, and 7-4
Section 7.2
Section 7.3
Table 7-1
Table 7-2
Table 7-3
Table 7-4
x x Section 7.2.3 10620(f)
Describe water management tools and options to
maximize resources and minimize the need to import
water from other regions.

Water supply reliability
assessment n/a Section 7.4
x x Section 7.3 10635(b)
Provide a drought risk assessment as part of information considered in developing the demand management
measures and water supply projects.

Water supply reliability
assessment n/a Section 7.5Table 7-5
x x Section 7.3 10635(b)(1)
Include a description of the data, methodology, and basis for one or more supply shortage conditions that are
necessary to conduct a drought risk assessment for a
drought period that lasts five consecutive years.

Water supply reliability
assessment n/a Section 7.5.1
x x Section 7.3 10635(b)(2) Include a determination of the reliability of each source of supply under a variety of water shortage conditions.

Water supply reliability
assessment n/a Section 7.5.2
x x Section 7.3 10635(b)(3)
Include a comparison of the total water supply sources
available to the Supplier with the total projected water use for the drought period.

Water supply reliability
assessment 7-5 Section 7.5Table 7-5
x x Section 7.3 10635(b)(4)
Include considerations of the historical drought hydrology, plausible changes on projected supplies and demands
under climate change conditions, anticipated regulatory changes, and other locally applicable criteria.

Water supply reliability
assessment n/a Section 7.5Table 7-5
x x Chapter 8 10632(a) Provide a water shortage contingency plan (WSCP) with specified elements below.

Water shortage contingency
planning n/a Appendix H

Page 7 ends

California Water Service 2025 Urban Water Management Plan Retail
(x = required)
Wholesale
(x = required)
2025 Guidebook
Location
Water Code
Section Summary as Applies to UWMP Subject Relevant Submittal Table 2025 UWMP Location x x Chapter 8 10632(a)(1) Provide an analysis of water supply reliability (from Guidebook Chapter 7) in the WSCP.

Water shortage contingency
planning n/a Appendix F (Chapter 2)
x x Section 8.2 10632(a)(2)(A)
Provide the written decision-making process and other
methods that the Supplier will use each year to determine its water reliability.

Water shortage contingency
planning n/a Appendix F (Chapter 3)
x x Section 8.2 10632(a)(2)(B)
Provide data and methodology to evaluate the Supplier’s water reliability for the current year and one dry year pursuant to factors in the code.

Water shortage contingency
planning n/a Appendix F (Chapter 3)
x x Section 8.3 10632(a)(3)(A)
Define six standard water shortage levels of 10%, 20%,
30%, 40%, 50% shortage, and greater than 50%
shortage. These levels shall be based on supply conditions, including percent reductions in supply, changes in
groundwater levels, changes in surface elevation, or other conditions. The shortage levels shall also apply to a
catastrophic interruption of supply.

Water shortage contingency
planning n/a Appendix F (Chapter 4)
x x Section 8.3 10632(a)(3)(B)
Suppliers with an existing WSCP that uses different water shortage levels must cross reference their categories with the six standard categories.

Water shortage contingency
planning 8-1 Appendix F (Chapter 4)
x x Section 8.4 10632(a)(4)(A)
Suppliers with WSCPs that align with the defined shortage levels must specify locally appropriate supply
augmentation actions.

Water shortage contingency
planning 8-2 Appendix F (Section 5.2)
x x Section 8.4 10632(a)(4)(B) Specify locally appropriate demand reduction actions to adequately respond to shortages.

Water shortage contingency
planning 8-3 Appendix F (Section 5.1)
x x Section 8.4 10632(a)(4)(C) Specify locally appropriate operational changes. Water shortage contingency planning 8-2 Appendix F (Section 5.3)

Page 8 ends

California Water Service 2025 Urban Water Management Plan Retail
(x = required)
Wholesale
(x = required)
2025 Guidebook
Location
Water Code
Section Summary as Applies to UWMP Subject Relevant Submittal Table 2025 UWMP Location x x Section 8.4 10632(a)(4)(D)
Specify additional mandatory prohibitions against specific water use practices that are in addition to State-mandated prohibitions are appropriate to local conditions.

Water shortage contingency
planning Table 8-3 Appendix F (Section 5.4, Table 5-1)
x x Section 8.4 10632(a)(4)(E) Estimate the extent to which the gap between supplies and demand will be reduced by implementation of the action.

Water shortage contingency
planning 8-2 and 8-3 Appendix F (Section 5.1, Section 5.2, Section 5.7, Table 5-1) x x Section 8.4.6 10632.5 The UWMP shall include a seismic risk assessment and mitigation plan. Water shortage contingency plan n/a Appendix F (Section 5.6) x x Section 8.5 10632(a)(5)(A)
Suppliers must describe that they will inform customers, the public and others regarding any current or predicted water shortages.

Water shortage contingency
planning n/a Appendix F (Chapter 6)
x x Section 8.5 10632(a)(5)(B),
10632(a)(5)(C)
Suppliers must describe that they will inform customers, the public and others regarding any shortage response
actions triggered or anticipated to be triggered and other relevant communications.

Water shortage contingency
planning n/a Appendix F (Chapter 6)
x n/a Section 8.6 10632(a)(6) Retail Supplier must describe how it will ensure compliance with and enforce provisions of the WSCP.

Water shortage contingency
planning n/a Appendix F (Chapter 7)
x x Section 8.7 10632(a)(7)(A) Describe the legal authority that empowers the Supplier to enforce shortage response actions.

Water shortage contingency
planning n/a Appendix F (Chapter 8)
x x Section 8.7 10632(a)(7)(B)
Provide a statement that the Supplier will declare a water shortage emergency per Water Code Chapter 3. Water
Shortage Emergencies .

Water shortage contingency
planning n/a Appendix F (Chapter 8)

Page 9 ends

California Water Service 2025 Urban Water Management Plan Retail
(x = required)
Wholesale
(x = required)
2025 Guidebook
Location
Water Code
Section Summary as Applies to UWMP Subject Relevant Submittal Table 2025 UWMP Location x x Section 8.7 10632(a)(7)(C)
Provide a statement that the Supplier will coordinate with any city or county within which it provides water for the possible proclamation of a local emergency.

Water shortage contingency
planning n/a Appendix F (Chapter 8)
x x Section 8.8 10632(a)(8)(A)
Describe the potential revenue reductions and expense
increases associated with activated shortage response
actions.

Water shortage contingency
planning n/a Appendix F (Chapter 9)
x x Section 8.8 10632(a)(8)(B)
Provide a description of mitigation actions needed to
address revenue reductions and expense increases
associated with activated shortage response actions.

Water shortage contingency
planning n/a Appendix F (Chapter 9)
x n/a Section 8.8 10632(a)(8)(C)
Retail Suppliers must describe the cost of compliance with Water Code Chapter 3.3, Excessive Residential Water Use During Drought.

Water shortage contingency
planning n/a Appendix F (Chapter 9)
x n/a Section 8.9 10632(a)(9)
Retail Suppliers must describe the monitoring and
reporting requirements and procedures that ensure
appropriate data are collected, tracked, and analyzed for purposes of monitoring customer compliance.

Water shortage contingency
planning n/a Appendix F (Chapter 10)
x x Section 8.10 10632(a)(10)
Describe reevaluation and improvement procedures for
monitoring and evaluation the WSCP to ensure risk
tolerance is adequate and appropriate water shortage
mitigation strategies are implemented.

Water shortage contingency
planning n/a Appendix F (Chapter 11)
x n/a Section 8.11 10632(b)
Analyze and define water features that are artificially supplied with water, including ponds, lakes, waterfalls, and fountains, separately from swimming pools and spas.

Water shortage contingency
planning n/a Appendix F (Section 5.1.1, Table 5-1)
x x Section 8.12 10632(c)
Make available the WSCP to customers and any city or
county where it provides water within 30 days after
adoption of the plan.

Water shortage contingency
planning n/a Appendix F (Chapter 12)

Page 10 ends

California Water Service 2025 Urban Water Management Plan Retail
(x = required)
Wholesale
(x = required)
2025 Guidebook
Location
Water Code
Section Summary as Applies to UWMP Subject Relevant Submittal Table 2025 UWMP Location x n/a Sections 9.1 10631(e)(1)
Retail Suppliers shall provide a description of the nature and extent of each demand management measure
implemented over the past five years. The description will address specific measures listed in code.

Demand management measures n/a Chapter 9
n/a x Sections 9.2 10631(e)(2)
Wholesale Suppliers shall describe specific demand
management measures listed in code, their distribution
system asset management program, and Supplier
assistance program.

Demand management measures n/a N/A
x n/a Chapter 10 10608.26(a)
Retail Suppliers shall conduct a public hearing to discuss adoption, implementation, and economic impact of water
use targets (recommended to discuss compliance).

Plan adoption, submittal, and
implementation n/a Section 2.5.2Section 10.3
x x Section 10.2.1 10621(b)
Notify, at least 60 days prior to the public hearing, any city or county within which the Supplier provides water that the Supplier will be reviewing the UWMP and considering
amendments or changes to the plan.

Plan adoption, submittal, and
implementation 10-1 Section 2.5.2Section 10.3
x x Section 10.4 10621(f) Each urban water Supplier shall update and submit its 2025 plan to DWR by July 1, 2026.

Plan adoption, submittal, and
implementation n/a Section 2.4Section 10.4
x x Sections 10.2.2,

10.3, and 10.5 10642
Provide supporting documentation that the Supplier made the UWMP and WSCP available for public inspection,
published notice of the public hearing, and held a public hearing about the UWMP and WSCP.

Plan adoption, submittal, and
implementation n/a Chapter 10Appendix C
x x Section 10.2.2 10642
The Supplier is to provide the time and place of the
hearing to any city or county within which the Supplier provides water.

Plan adoption, submittal, and
implementation 10-1
Section 10.2.1
Table 10-1
Appendix B
x x Section 10.3.2 10642 Provide supporting documentation that the UWMP and WSCP has been adopted as prepared or modified.

Plan adoption, submittal, and
implementation n/a Section 10.3Appendix H

Page 11 ends

California Water Service 2025 Urban Water Management Plan Retail
(x = required)
Wholesale
(x = required)
2025 Guidebook
Location
Water Code
Section Summary as Applies to UWMP Subject Relevant Submittal Table 2025 UWMP Location x x Section 10.4 10644(a) Provide supporting documentation that the Supplier has submitted their UWMP to the California State Library.

Plan adoption, submittal, and
implementation n/a Section 10.4
x x Section 10.4 10644(a)(1)
Provide supporting documentation that the Supplier has
submitted their UWMP to any city or county within which the Supplier provides water no later than 30 days after adoption.

Plan adoption, submittal, and
implementation n/a Section 10.4
x x
Sections 10.4.1 and

10.4.2 10644(a)(2) The UWMP, or amendments to the UWMP, submitted to DWR shall be submitted electronically.

Plan adoption, submittal, and
implementation n/a Section 10.4
x x Section 10.7.2 10644(b) If revised, submit a copy of the WSCP to DWR within 30 days of adoption.

Plan adoption, submittal, and
implementation n/a Section 10.7
x x Section 10.5 10645(a)
Provide supporting documentation that, not later than 30 days after filing a copy of its UWMP with DWR, the Supplier has or will make the plan available for public review during normal business hours.

Plan adoption, submittal, and
implementation n/a Section 10.5
x x Section 10.5 10645(b)
Provide supporting documentation that, not later than 30 days after filing a copy of its WSCP with DWR, the Supplier has or will make the plan available for public review during normal business hours.

Plan adoption, submittal, and
implementation n/a Section 10.5
x x Section 10.6 10621(c)
If Supplier is regulated by the Public Utilities Commission, include its plan and contingency plan as part of its general rate case filings.

Plan adoption, submittal, and
implementation n/a Section 10.6

Page 12 ends

2025 Urban Water Management Plan
City of Hawthorne
April 2026
Printed 4/29/2026 Page B-1
EKI Environment & Water, Inc.

M.Cubed
Appendix B: Correspondence
• UWMP and WSCP Notice of Preparation
• System Operator Mailing List
• UWMP and WSCP Public Draft Comments
Dear XXXX,
We hope that this note finds you well. California Water Service (Cal Water) is beginning the process of updating our Urban Water Management Plans (UWMP) and Water Shortage Contingency Plans (WSCP) and wanted to ensure you had the pertinent information to participate in the process, which is included in the following notification.

These plans are a critical component of the steps we are taking to meet the current and future water supply needs of our customers, and to elevate our urban water use efficiency.

To develop well-rounded plans, we are requesting data from the partners that serve our customers to ensure the plans are representative of the communities we serve. The specific data points we are seeking can be found below the following notice.

At your earliest convenience, please confirm you have received this Notice of Preparation. If you have any questions, need any additional information, or would like to find time to meet virtually with our team to discuss this further, please reach out at your convenience.

Notice of Preparation of Urban Water Management Plan and Water Shortage Contingency Plan – 2025 Update
The Urban Water Management Planning Act (California Water Code §10608–10656) requires that California Water Service Company (Cal Water) update its Urban Water Management Plan (UWMP) and associated Water Shortage Contingency Plan (WSCP) every 5 years. The updated UWMP and WSCP are due by July 1, 2026.

Cal Water is currently reviewing its existing UWMP and associated WSCP, which were updated in 2021, and considering revisions to the documents. Coordination with water suppliers, cities, counties, and community organizations in the region is an important part of the preparation of Cal Water’s UWMP and WSCP. We invite your agency’s participation in this revision process. We are available to discuss the assumptions used in the development of the plans including available water supply, water demands, land use, as well as other aspects of the plans.

A draft of the 2025 UWMP and WSCP will be made available for public review and a public hearing will be scheduled in 2026. In the meantime, if you would like more information regarding Cal Water’s 2020 UWMP and WSCP and the schedule for updating these documents, or if you would like to participate in the preparation of the 2025 UWMP and WSCP, please contact Jake Lam at:

Jake Lam
Associate Engineer
California Water Service
[email protected]
DATA REQUEST – Help Develop Our UWMP and WSCP
We’re seeking to coordinate with community partners to ensure we develop a UWMP and associated WSCP that are reflective of our communities. We’d like to begin this partnership today and ask that you provide the following information to Jake Lam ([email protected]):
 Description of current land use
 GIS files for land use and zoning
 Population growth projections
 Most recent General Plans
We are looking to gather this information by XXXX XX, XXXX.

Once again, we thank you for your continued partnership. If you have any questions, need any additional information, or would like to find time to meet virtually with our team to discuss this further, please reach out at your convenience.

Sincerely,
Kevin McCusker
Director of Government & Community Affairs
About Cal Water
California Water Service provides safe, clean, and affordable water utility service to more than 2 million people statewide. What sets Cal Water apart is its commitment to enhancing the quality of life for its customers and communities. Guided daily by their promise to provide quality, service, and value, the utility’s employees lead the way in working to protect the planet, care for people, and operate with the utmost integrity. Integral to Cal Water’s strategy is investing responsibly in infrastructure, sustainability initiatives, and community well-being. The utility has been named one of “America’s Most Responsible Companies” and the “World’s Most Trustworthy Companies” by Newsweek and a Great Place to Work®.

More information is available at
https://link.edgepilot.com/s/4069251c/_CvANuC690u9lTiwQCmjDg?u=http://www.calwaterdifference.c om/.

Name Position (if known) Agency Other Agency Affiliation (if applicable) Angie Reyes English Councilmember City of Hawthorne
Eduardo Sarmiento City Clerk City of Huntington Park
Mr. Mark Waronek Councilmember City of Lomita
Cindy Segawa Mayor City of Lomita
Mark Waronek Councilmember City of Lomita
James Gazeley Councilmember City of Lomita
Andrew Vialpando City Manager City of Lomita
Dean Logan Registrar-Recorder/County Clerk Los Angeles County Janice Hahn District 4 Supevisor Los Angeles County
Hilda Solis District 1 Supervisor Los Angeles County
Ms. Amy Bodek Director of Regional Planning Los Angeles County Mr. Adam Ariki Deputy Director of Department of Public Works Water Resource Los Angeles County Shari Afshari Deputy Director, Public Contracting and Asset Management Los Angeles County Bill Winter Assistant Deputy Director, Sewer Maintenance Division Los Angeles County Holly Mitchell Supervisor Los Angeles County
Kathryn Barger Supervisor Los Angeles County
Mr. Earle Hartling Water Recycling Coordinator Los Angeles County Santiation Districts Ms. Victoria Conway Departmental Engineer Los Angeles County Santiation Districts Mr. Raymond Tremblay Facilities Planning Department Head Los Angeles County Santiation Districts Mr. Brad Coffey Manager of Water Resources Metropolitan Water District of Southern California Esther Rojas Manager of Watermaster & Water Resources Water Replenishment District of Southern California Jackie Ramirez Analyst Water Replenishment District of Southern California Mr. Rob Beste Assistant General Manager Water Replenishment District of Southern California Mr. EJ Caldwell General Manager West Basin Municipal Water District 2025 Urban Water Management Plan
City of Hawthorne
April 2026
Printed 4/29/2026 Page C-1
EKI Environment & Water, Inc.

M.Cubed
Appendix C: Public Meeting Notice
• Public Meeting Notice of Intent
• Proof of Publication
• Public Meeting Presentation
2025 Urban Water Management Plan
City of Hawthorne
April 2026
Printed 4/29/2026 Page D-1
EKI Environment & Water, Inc.

M.Cubed
Appendix D: General Plan Land Use Map
6812
7082
5855
6735
6741
6735
6187 6473
6810
6187
6187
6187
6741
6741
7122
6741
6735
5855
5855
6187 7534
7376
5855
6741
5855
6735
7376
5855
7376
6473
67356187
5855
6735 6735
6187
7376
6741
5855
5855
5855
6735
6187
7376
5855
6919
6966
7376
6187 6187
7534
6741
6187 6187
7534 6187
6187
5855
7376
6741
6741
6735
5855
7376
6966
7376
6735
6735
7376
5855
5855
6315
6735
6741
6735
7534
6966
6966
6966
6966
6187
67417534
6741
6966
7376
6735
6741
6741
6741
6741
6735
6315
6966
6788
7376
6966 7171
6966
6315
6741
7534
6315
6966
6764
5855

DOWNTOWN HAWTHORNE SPECIFIC PLAN

CENTURY BUSINESS CENTER SPECIFIC PLAN

PACIFIC GLEN SPECIFIC PLAN

AVIS AV

S AVIATION BLVD

W ROSECRANS AV

JACK NORTHROP BL

METRO GREEN LINE

MARINE AV
W 134TH PL
W 137TH PL
W 138TH ST
W 134TH ST
W 137TH ST
W 140TH ST
W 135TH ST
W 139TH ST
W 136TH ST
W 131ST ST
W 129TH ST
W 133RD ST
W 141ST ST
W 130TH ST

S WILTON PL
112TH ST

PRAIRIE AV

INGLEWOOD AV

WISEBURN AV

HAWTHORNE BLVD
118TH PL

W IMPERIAL HWY
I-105 GLENN ANDERSON FREEWAY

ERIEL AV

S HAWTHORNE BLVD
140TH ST

CHERRY AV
142ND ST
131ST ST
137TH ST
134TH PL
138TH PL
135TH ST
136TH ST
116TH ST
129TH ST

LEMOLI AV

BURL AV
115TH ST

SIMMS AV
118TH ST

RUTHELEN AV

HUDSPETH ST

UNION PACIFIC RAILROAD
137TH PL
134TH ST

BUFORD AV

WILKIE AV

STACY ST
121ST ST
141ST ST
W 145TH ST

LA CIENEGA BL
123RD PL
123RD ST

BURLINGTON NORTHERN SANTA FE RAILROAD
122ND ST
133RD ST
W 142ND PL

CERISE AV
117TH PL
W 119TH PL

ARDATH AV

S ST ANDREWS PL

CHADRON AV

HAAS AV

DEHN AV

JUDAH AV

ISIS AV S OCEAN GATE AV
147TH PL

YORK AV
149TH PL (PVT)

SUNDALE AV
W 115TH PL

MANOR DR

CASIMIR AV
139TH ST

GALE AV

BIRCH AV

CHANERA AV

BUR NI AV

CERISE AV (PVT)
W 126TH ST

OCEAN (PVT)
W 125TH ST

HINDRY AV
119TH PL

CEDAR AV

TAHOE AV

CRENSHAW BLVD

MENLO AV
I-405 SAN DIEGO FREEWAY
144TH PL
144TH ST

ACACIA AV

YUKON AV
120TH ST

STRAND (PVT)

TARRON AV
W 119TH ST

HAWTHORNE AL
W 124TH ST
146TH ST
147TH ST
W 120TH ST
132ND PL

OCEANGATE AV
138TH ST
126TH ST
148TH ST

MANSEL AV

ATKINSON AV

RUTHBAR DR
W 123RD PL
117TH ST
113TH ST

OXFORD AV
W 118TH ST

CHADRON AV (PVT)
W 147TH ST

TRURO AV

DALESIDE AV

FIRMONA AV

S MANSEL AV
145TH ST
W 115TH ST
W 123RD ST

FREEMAN AV

FONTHILL AV

CIMARRON AV

BROADWAY
W 116TH ST
W 117TH ST
129TH PL

SPINNING AV

RAMONA AV

BODGER AV
152ND ST
W 132ND ST

S VAN NESS AV
142ND PL

GALLI ST
W 122ND ST

CORDARY AV

CHRISTOPHER AV

K NI GSDALE AV
137THST
141ST PL

S GREVILLEA AV

S FIRMONA AV

S BURIN AV

CLYDEPARK AV
139TH PL
135TH PL

ROSELLE AV

COURT WY

GREVILLEA AV

CRANBROOK AV

WEBER WY (PVT)
149TH ST

S MANOR DR
W 121ST ST

DOTY AV

S TRURO AV

FLORWOOD AV

HAWTHORNE WY
132ND ST

GERKIN AV

W EL SEGUNDO BLVD

EUCALYPTUS AV

LEMOLI WY (PVT)

UNION AV (PVT)

LARCH AV

PALM DR (PVT)

LISSO ST
W 118TH PL

S CONDON AV

HANSWORTH AV

SHOUP AV

DAPHNE AV

CONDON AV

SI SI AV (PVT)

COSTA DR
130TH ST

BART AV

MISSION AV (PVT)

CENTRAL AV (PVT)
148TH PL

SAINT ANDREWS WY (PVT)

S HAWTHORNE WY

MICHU LN

JEFFERSON AV
119TH ST
W 111TH PL

HEATHER WY

LOGANSIDE DR

OAKMONT LN (PVT)

WASHINGTON AV

PURCHE AV

DALEROSE AV

ROSSBURN AV

GRIDER AV

PACIFIC TERRACE (PVT)

CYPRESS KNOLL LN (PVT)

FELTON AV
W 142ND ST

BOARDWALK (PVT)

SAINT AUGUSTA LN (PVT)

HIGH ST (PVT)

CORAL DR (PVT)

GLEN EAGLES DR (PVT)

DELAFIELD AV

S FREEMAN AV

SLAYTON ST

PINE VALLEY DR (PVT)

KORNBLUM AV

GLASGOW PL
142ND ST
W 118TH ST
137TH ST
W 119TH ST

LEMOLI AV

KORNBLUM AV

FONTHILL AV
141ST ST

BROADWAY
131ST ST

TAHOE AV

INGLEWOOD AV
W 135TH ST

FIRMONA AV

GALE AV

WASHINGTON AV

KORNBLUM AV

CHADRON AV

FONTHILL AV

W ROSECRANS AV
W 117TH ST
139TH ST

CIMARRON AV

YUKON AV
129TH ST
119TH ST

W IMPERIAL HWY
130TH ST
137TH PL

CORDARY AV
134TH ST

TRURO AV

DALESIDE AV

CRENSHAW BLVD
135TH ST

SUNDALE AV

DOTY AV
122ND ST

INGLEWOOD AV

BODGER AV
136TH ST
117TH ST

GREVILLEA AV
119TH PL
115TH ST
132ND ST
119TH ST

HINDRY AV
134TH PL
W 119TH ST

JUDAH AV JUDAH AV

PRAIRIE AV
134TH ST

GREVILLEA AV

TRURO AV
126TH ST

W EL SEGUNDO BLVD
139TH ST

KORNBLUM AV
W 118TH ST

GRIDER AV

CRENSHAW BLVD

MANOR DR

ARDATH AV
W 118TH ST

OCEANGATE AV

LEMOLI AV
W 116TH ST
W 118TH ST

CONDON AV
140TH ST

PRAIRIE AV

MARINE AV

W IMPERIAL HWY
W 117TH ST
W 118TH ST
132ND ST
123RD ST
W 115TH ST

CHADRON AV

DOTY AV

HAAS AV

DOTY AV
140TH ST
135TH ST

YUKON AV

PURCHE AV

CERISE AV

CERISE AV (PVT)
149TH ST
145TH ST
W 116TH ST

YORK AV

GALE AV
126TH ST

DOTY AV
W 120TH ST
134TH ST

FONTHILL AV
W 115TH ST

UNION PACIFIC RAILROAD

KORNBLUM AV KORNBLUM AV

FELTON AV

CORDARY AV

RAMONA AV

DALEROSE AV

FREEMAN AV

HAAS AV
147TH ST
134TH ST
134TH PL

CORDARY AV

GREVILLEA AV
141ST ST
120TH ST

S VAN NESS AV

DOTY AV

INGLEWOOD AV
129TH ST
117TH ST
W 116TH ST
138TH ST

CRANBROOK AV
142ND ST

W ROSECRANS AV
W 132ND ST
118TH PL

DOTY AV
W 116TH ST
118TH ST
W 118TH ST
134TH ST

SHOUP AV

CEDAR AV

SIMMS AV

DOTY AV
139TH ST
132ND ST

FONTHILL AV
130TH ST
141ST ST
MANSEL AV 132ND ST

BROADWAY
119TH ST
W 115TH ST

LARCH AV

GLASGOW PL

PRAIRIE AV
138TH ST

DAPHNE AV
136TH ST

BURIN AV
W 120TH ST
133RD ST

YUKON AV

METRO GREEN LINE
147TH ST

HINDRY AV

W EL SEGUNDO BLVD

TARRON AV
W 147TH ST

MANOR DR

FLORWOOD AV
117TH ST
W 117TH ST
133RD ST

TRURO AV

KORNBLUM AV

JEFFERSON AV

SPINNING AV
138TH ST

KORNBLUM AV
117TH ST
W 117TH ST
W 118TH PL
131ST ST

CIMARRON AV
W 116TH ST

DOTY AV

ISIS AV

BURLINGTON NORTHERN SANTA FE RAILROAD
130TH ST

W EL SEGUNDO BLVD

PRAIRIE AV

EUCALYPTUS AV

HAWTHORNE BLVD

HINDRY AV
W 116TH ST 116TH ST

METRO GREEN LINE

MENLO AV
146TH ST

BODGER AV

CERISE AV (PVT)

YUKON AV

FLORWOOD AV
I-105 GLENN ANDERSON FREEWAY
137TH ST
133RD ST

BIRCH AV

OXFORD AV
126TH ST

GREVILLEA AV

WILKIE AV
133RD ST

TRURO AV
139TH ST
120TH ST
136TH ST

CORDARY AV
130TH ST

CENTRAL PARK SPECIFIC PLAN

WILLOW GLEN SPECIFIC PLAN
PRESTIGE VILLAGE S. P.

C TI Y DR (PVT)

PARK PL (PVT)

MANHATTAN CT (PVT)

ALMERTENS PL

PINE HURST LN (PVT)
W 120TH ST

RAMONA AV

DELAFIELD AV

W EL SEGUNDO BLVD

RAMONA AV
Hawthorne, California
Land Uses of the General Plan and Specific Plans
0 500 1,000 2,000 3,000 4,000
Feet
1 inch = 500 feet
© 2011-2019, City of Hawthorne Planning Department
Updated: June 17, 2019

WISEBURN
(LOS ANGELES COUNTY)

LAWNDALE

EL CAMINO VILLAGE
(LOS ANGELES COUNTY)

REDONDO BEACH

MANHATTAN BEACH

EL SEGUNDO

DEL AIRE
(LOS ANGELES COUNTY)
LENNOX
(LOS ANGELES COUNTY)

INGLEWOOD

GARDENA

LOS ANGELES COUNTY
1:6,000
ATHENS
(LOS ANGELES COUNTY)
.

LOS ANGELES
Land Uses
65 CNEL 2012 Noise Contour
65 CNEL 2017 Noise Contour
General Plan
Low Density Residential
Medium Density Residential
High Density Residential
Local Commercial
General Commercial
Regional Commercial
Industrial
General Industrial
Open Space
Public Facilities
Specific Plans*
Specific Plan - Residential
Specific Plan - Commercial
Specific Plan - Mixed Commercial
Specific Plan - Hospitality Commercial
Specific Plan - Industrial
Specific Plan - Public/Quasi Public
Specific Plan - Other
Specific Plan Overlay
Sphere of Influence
Planned - Low Density Residential
Planned - Medium Density Residential
Planned - Regional Commercial
Planned - General Commercial
Planned - Industrial
Planned - Gneral Industrial
Planned - Open Space
* See adopted specific plan for allowable densities, descriptions of allowable uses, and underlying land uses.

Be aware that the land use designations depicted on the general plan map may not completely reflect the direction provided in the adopted specific plans.

Greenline Mixed Use SP
By: M. Majcherek
2025 Urban Water Management Plan
City of Hawthorne
April 2026
Printed 4/29/2026 Page E-1
EKI Environment & Water, Inc.

M.Cubed
Appendix E: Historical and Projected Service Area Population, Services, Sales, and Production
June 2026
Water Supply/Demand Analysis Projections Summary
California Water Service
City of Hawthorne
California Water Service - City of Hawthorne
Water Supply/Demand Analysis and Projections Summary
Table 1. Historical & Projected Population
GROUP

YEAR TYPE HOUSEHOLD QUARTERS TOTAL
2000 Historical 45,470 256 45,726
2001 Historical 45,455 262 45,717
2002 Historical 45,440 268 45,708
2003 Historical 45,424 274 45,699
2004 Historical 45,409 280 45,690
2005 Historical 45,394 287 45,681
2006 Historical 45,379 293 45,671
2007 Historical 45,364 299 45,662
2008 Historical 45,348 305 45,653
2009 Historical 45,333 311 45,644
2010 Historical 45,318 317 45,635
2011 Historical 45,355 317 45,672
2012 Historical 45,392 317 45,709
2013 Historical 45,428 318 45,746
2014 Historical 45,465 318 45,783
2015 Historical 45,502 318 45,820
2016 Historical 45,539 318 45,857
2017 Historical 45,576 318 45,894
2018 Historical 45,612 319 45,931
2019 Historical 45,649 319 45,968
2020 Historical 45,686 319 46,005
2021 Historical 45,725 319 46,044
2022 Historical 45,726 319 46,045
2023 Historical 45,709 319 46,028
2024 Historical 45,715 319 46,034
2025 Historical 45,720 319 46,039
2030 Projected 46,201 322 46,523
2035 Projected 46,687 326 47,012
2040 Projected 47,178 329 47,507
2045 Projected 47,674 333 48,007
2050 Projected 48,176 336 48,512
2025 to 2050
Compound Annual Growth Rate (CAGR) 0.2%

Page 1 of 20 ends

California Water Service - City of Hawthorne
Water Supply/Demand Analysis and Projections Summary
Table 2. Historical & Projected Services

YEAR TYPE SFR-M SFR-F MFR COM IND GOV IRR OTH REC TOTAL 2000 Historical 4,638 0 781 477 0 11 0 1 18 5,926
2001 Historical 4,512 0 787 554 0 52 0 3 18 5,926
2002 Historical 4,500 0 785 557 0 59 0 4 17 5,922
2003 Historical 4,493 0 780 553 0 61 0 6 19 5,911
2004 Historical 4,520 0 783 559 0 61 0 5 19 5,947
2005 Historical 4,534 0 781 571 0 61 0 4 19 5,970
2006 Historical 4,535 0 780 574 1 61 0 2 19 5,972
2007 Historical 4,541 0 780 584 1 62 0 5 19 5,991
2008 Historical 4,535 0 780 584 2 63 0 4 19 5,986
2009 Historical 4,525 0 779 577 2 65 0 2 19 5,968
2010 Historical 4,540 0 780 574 2 67 0 2 21 5,987
2011 Historical 4,502 0 833 579 2 69 0 2 22 6,009
2012 Historical 4,509 0 837 584 2 72 0 2 21 6,027
2013 Historical 4,520 0 849 584 2 75 0 2 21 6,052
2014 Historical 4,581 0 860 588 2 75 0 4 21 6,131
2015 Historical 4,660 0 866 586 1 75 0 4 21 6,212
2016 Historical 4,657 0 868 583 1 75 0 2 21 6,207
2017 Historical 4,662 0 869 589 2 74 0 4 21 6,222
2018 Historical 4,666 0 868 586 2 70 0 7 22 6,220
2019 Historical 4,680 0 868 586 2 67 0 3 22 6,228
2020 Historical 4,692 0 868 584 2 67 0 3 22 6,238
2021 Historical 4,694 0 869 581 2 67 0 4 22 6,238
2022 Historical 4,696 0 869 584 2 68 0 2 22 6,243
2023 Historical 4,689 0 869 581 2 68 0 3 22 6,233
2024 Historical 4,686 0 869 578 2 67 0 3 22 6,227
2025 Historical 4,683 0 870 577 2 68 0 4 22 6,225
2030 Projected 4,732 0 879 577 2 68 0 4 22 6,283
2035 Projected 4,782 0 888 577 2 68 0 4 22 6,342
2040 Projected 4,832 0 897 577 2 68 0 4 22 6,402
2045 Projected 4,883 0 907 577 2 68 0 4 22 6,462
2050 Projected 4,934 0 916 577 2 68 0 4 22 6,523
2025 to 2050
Compound Annual Growth Rate (CAGR) 0.2%
SFR-M = Single-Family Metered COM = Commercial IRR = Irrigation SFR-F = Single-Family Unmetered (Flat Service) IND = Industrial OTH = Other/Miscellaneous MFR = Multi-Family GOV = Government REC = Recycled

Page 2 of 20 ends

California Water Service - City of Hawthorne
Water Supply/Demand Analysis and Projections Summary
Table 3. Historical & Projected Service Shares

YEAR TYPE SFR-M SFR-F MFR COM IND GOV IRR OTH REC TOTAL 2000 Historical 78.3% 0.0% 13.2% 8.1% 0.0% 0.2% 0.0% 0.0% 0.3% 100.0% 2001 Historical 76.2% 0.0% 13.3% 9.3% 0.0% 0.9% 0.0% 0.1% 0.3% 100.0% 2002 Historical 76.0% 0.0% 13.3% 9.4% 0.0% 1.0% 0.0% 0.1% 0.3% 100.0% 2003 Historical 76.0% 0.0% 13.2% 9.4% 0.0% 1.0% 0.0% 0.1% 0.3% 100.0% 2004 Historical 76.0% 0.0% 13.2% 9.4% 0.0% 1.0% 0.0% 0.1% 0.3% 100.0% 2005 Historical 76.0% 0.0% 13.1% 9.6% 0.0% 1.0% 0.0% 0.1% 0.3% 100.0% 2006 Historical 75.9% 0.0% 13.1% 9.6% 0.0% 1.0% 0.0% 0.0% 0.3% 100.0% 2007 Historical 75.8% 0.0% 13.0% 9.7% 0.0% 1.0% 0.0% 0.1% 0.3% 100.0% 2008 Historical 75.8% 0.0% 13.0% 9.8% 0.0% 1.0% 0.0% 0.1% 0.3% 100.0% 2009 Historical 75.8% 0.0% 13.1% 9.7% 0.0% 1.1% 0.0% 0.0% 0.3% 100.0% 2010 Historical 75.8% 0.0% 13.0% 9.6% 0.0% 1.1% 0.0% 0.0% 0.4% 100.0% 2011 Historical 74.9% 0.0% 13.9% 9.6% 0.0% 1.2% 0.0% 0.0% 0.4% 100.0% 2012 Historical 74.8% 0.0% 13.9% 9.7% 0.0% 1.2% 0.0% 0.0% 0.4% 100.0% 2013 Historical 74.7% 0.0% 14.0% 9.6% 0.0% 1.2% 0.0% 0.0% 0.3% 100.0% 2014 Historical 74.7% 0.0% 14.0% 9.6% 0.0% 1.2% 0.0% 0.1% 0.3% 100.0% 2015 Historical 75.0% 0.0% 13.9% 9.4% 0.0% 1.2% 0.0% 0.1% 0.3% 100.0% 2016 Historical 75.0% 0.0% 14.0% 9.4% 0.0% 1.2% 0.0% 0.0% 0.3% 100.0% 2017 Historical 74.9% 0.0% 14.0% 9.5% 0.0% 1.2% 0.0% 0.1% 0.3% 100.0% 2018 Historical 75.0% 0.0% 14.0% 9.4% 0.0% 1.1% 0.0% 0.1% 0.4% 100.0% 2019 Historical 75.1% 0.0% 13.9% 9.4% 0.0% 1.1% 0.0% 0.1% 0.4% 100.0% 2020 Historical 75.2% 0.0% 13.9% 9.4% 0.0% 1.1% 0.0% 0.0% 0.4% 100.0% 2021 Historical 75.3% 0.0% 13.9% 9.3% 0.0% 1.1% 0.0% 0.1% 0.4% 100.0% 2022 Historical 75.2% 0.0% 13.9% 9.3% 0.0% 1.1% 0.0% 0.0% 0.4% 100.0% 2023 Historical 75.2% 0.0% 13.9% 9.3% 0.0% 1.1% 0.0% 0.0% 0.4% 100.0% 2024 Historical 75.3% 0.0% 14.0% 9.3% 0.0% 1.1% 0.0% 0.0% 0.4% 100.0% 2025 Historical 75.2% 0.0% 14.0% 9.3% 0.0% 1.1% 0.0% 0.1% 0.4% 100.0% 2030 Projected 75.3% 0.0% 14.0% 9.2% 0.0% 1.1% 0.0% 0.1% 0.4% 100.0% 2035 Projected 75.4% 0.0% 14.0% 9.1% 0.0% 1.1% 0.0% 0.1% 0.3% 100.0% 2040 Projected 75.5% 0.0% 14.0% 9.0% 0.0% 1.1% 0.0% 0.1% 0.3% 100.0% 2045 Projected 75.6% 0.0% 14.0% 8.9% 0.0% 1.1% 0.0% 0.1% 0.3% 100.0% 2050 Projected 75.6% 0.0% 14.0% 8.8% 0.0% 1.0% 0.0% 0.1% 0.3% 100.0% SFR-M = Single-Family Metered COM = Commercial IRR = Irrigation SFR-F = Single-Family Unmetered (Flat Service) IND = Industrial OTH = Other/Miscellaneous MFR = Multi-Family GOV = Government REC = Recycled

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Table 4. Historical & Projected Sales in Acre-Feet
YEAR TYPE SFR-M SFR-F1 MFR COM IND GOV IRR OTH REC TOTAL 2000 Historical 2,657 0 1,694 433 0 70 0 0 95 4,950
2001 Historical 2,465 0 1,770 585 0 137 0 7 94 5,059
2002 Historical 2,375 0 1,716 586 0 128 0 3 123 4,931
2003 Historical 2,308 0 1,688 677 0 111 0 13 93 4,890
2004 Historical 2,343 0 1,662 595 0 125 0 3 113 4,841
2005 Historical 2,250 0 1,626 613 0 96 0 1 120 4,706
2006 Historical 2,245 0 1,602 622 1 106 0 4 108 4,688
2007 Historical 2,286 0 1,537 616 1 114 0 17 101 4,671
2008 Historical 2,209 0 1,492 589 5 104 0 3 89 4,491
2009 Historical 2,085 0 1,414 542 4 85 0 1 98 4,229
2010 Historical 1,951 0 1,340 563 10 83 0 2 84 4,032
2011 Historical 1,887 0 1,406 571 13 87 0 2 84 4,049
2012 Historical 1,918 0 1,426 560 13 90 0 4 99 4,111
2013 Historical 1,928 0 1,436 571 16 81 0 3 113 4,146
2014 Historical 1,876 0 1,431 599 14 93 0 5 108 4,124
2015 Historical 1,699 0 1,410 589 14 73 0 2 99 3,886
2016 Historical 1,627 0 1,345 580 15 75 0 1 109 3,751
2017 Historical 1,626 0 1,354 596 17 74 0 3 103 3,772
2018 Historical 1,650 0 1,352 665 18 83 0 3 97 3,868
2019 Historical 1,596 0 1,285 654 23 63 0 1 88 3,711
2020 Historical 1,689 0 1,302 577 26 62 0 1 95 3,752
2021 Historical 1,613 0 1,241 612 22 63 0 1 110 3,663
2022 Historical 1,503 0 1,213 635 23 70 0 1 97 3,542
2023 Historical 1,439 0 1,191 599 27 69 0 1 65 3,392
2024 Historical 1,455 0 1,221 607 24 87 0 2 70 3,466
2025 Historical 1,465 0 1,233 615 24 71 0 7 89 3,505
2030 Projected 1,419 0 1,188 584 25 74 0 4 75 3,367
2035 Projected 1,399 0 1,172 565 25 71 0 4 75 3,311
2040 Projected 1,390 0 1,163 549 25 69 0 4 75 3,275
2045 Projected 1,386 0 1,160 536 25 68 0 4 75 3,253
2050 Projected 1,388 0 1,161 524 25 66 0 4 75 3,242
2025 to 2050
Compound Annual Growth Rate (CAGR) -0.3%
SFR-M = Single-Family Metered COM = Commercial IRR = Irrigation SFR-F = Single-Family Unmetered (Flat Service) IND = Industrial OTH = Other/Miscellaneous MFR = Multi-Family GOV = Government REC = Recycled
1 SFR-F sales is an estimate.

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California Water Service - City of Hawthorne
Water Supply/Demand Analysis and Projections Summary
Table 5. Historical & Projected Sales Shares
YEAR TYPE SFR-M SFR-F1 MFR COM IND GOV IRR OTH REC TOTAL 2000 Historical 54% 0% 34% 9% 0% 1% 0% 0% 2% 100%
2001 Historical 49% 0% 35% 12% 0% 3% 0% 0% 2% 100%
2002 Historical 48% 0% 35% 12% 0% 3% 0% 0% 2% 100%
2003 Historical 47% 0% 35% 14% 0% 2% 0% 0% 2% 100%
2004 Historical 48% 0% 34% 12% 0% 3% 0% 0% 2% 100%
2005 Historical 48% 0% 35% 13% 0% 2% 0% 0% 3% 100%
2006 Historical 48% 0% 34% 13% 0% 2% 0% 0% 2% 100%
2007 Historical 49% 0% 33% 13% 0% 2% 0% 0% 2% 100%
2008 Historical 49% 0% 33% 13% 0% 2% 0% 0% 2% 100%
2009 Historical 49% 0% 33% 13% 0% 2% 0% 0% 2% 100%
2010 Historical 48% 0% 33% 14% 0% 2% 0% 0% 2% 100%
2011 Historical 47% 0% 35% 14% 0% 2% 0% 0% 2% 100%
2012 Historical 47% 0% 35% 14% 0% 2% 0% 0% 2% 100%
2013 Historical 47% 0% 35% 14% 0% 2% 0% 0% 3% 100%
2014 Historical 45% 0% 35% 15% 0% 2% 0% 0% 3% 100%
2015 Historical 44% 0% 36% 15% 0% 2% 0% 0% 3% 100%
2016 Historical 43% 0% 36% 15% 0% 2% 0% 0% 3% 100%
2017 Historical 43% 0% 36% 16% 0% 2% 0% 0% 3% 100%
2018 Historical 43% 0% 35% 17% 0% 2% 0% 0% 3% 100%
2019 Historical 43% 0% 35% 18% 1% 2% 0% 0% 2% 100%
2020 Historical 45% 0% 35% 15% 1% 2% 0% 0% 3% 100%
2021 Historical 44% 0% 34% 17% 1% 2% 0% 0% 3% 100%
2022 Historical 42% 0% 34% 18% 1% 2% 0% 0% 3% 100%
2023 Historical 42% 0% 35% 18% 1% 2% 0% 0% 2% 100%
2024 Historical 42% 0% 35% 18% 1% 3% 0% 0% 2% 100%
2025 Historical 42% 0% 35% 18% 1% 2% 0% 0% 3% 100%
2030 Projected 42% 0% 35% 17% 1% 2% 0% 0% 2% 100%
2035 Projected 42% 0% 35% 17% 1% 2% 0% 0% 2% 100%
2040 Projected 42% 0% 36% 17% 1% 2% 0% 0% 2% 100%
2045 Projected 43% 0% 36% 16% 1% 2% 0% 0% 2% 100%
2050 Projected 43% 0% 36% 16% 1% 2% 0% 0% 2% 100%
SFR-M = Single-Family Metered COM = Commercial IRR = Irrigation SFR-F = Single-Family Unmetered (Flat Service) IND = Industrial OTH = Other/Miscellaneous MFR = Multi-Family GOV = Government REC = Recycled
1 SFR-F sales is an estimate.

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California Water Service - City of Hawthorne
Water Supply/Demand Analysis and Projections Summary
Table 6. Historical & Projected Sales Per Service in Gallons/Service/Day YEAR TYPE SFR-M SFR-F1 MFR COM IND GOV IRR OTH REC TOTAL 2000 Historical 511 0 1,938 810 0 5,651 0 231 4,727 746 2001 Historical 488 0 2,009 944 0 2,356 0 1,927 4,693 762 2002 Historical 471 0 1,951 940 0 1,948 0 553 6,505 743 2003 Historical 459 0 1,932 1,093 0 1,621 0 2,133 4,367 738 2004 Historical 463 0 1,895 950 0 1,834 0 582 5,341 727 2005 Historical 443 0 1,858 959 0 1,409 0 279 5,668 704 2006 Historical 442 0 1,833 968 505 1,551 0 1,954 5,082 701 2007 Historical 449 0 1,760 943 706 1,646 0 3,330 4,757 696 2008 Historical 435 0 1,709 900 2,773 1,489 0 615 4,190 670 2009 Historical 411 0 1,620 840 2,304 1,158 0 320 4,589 633 2010 Historical 384 0 1,533 876 4,376 1,100 0 905 3,512 601 2011 Historical 374 0 1,507 882 5,849 1,117 0 619 3,391 602 2012 Historical 380 0 1,521 856 5,842 1,121 0 1,961 4,174 609 2013 Historical 381 0 1,510 873 6,984 960 0 1,132 4,807 612 2014 Historical 366 0 1,485 908 6,118 1,106 0 1,133 4,590 601 2015 Historical 326 0 1,454 897 11,664 869 0 410 4,217 558 2016 Historical 312 0 1,383 889 9,397 888 0 315 4,629 540 2017 Historical 311 0 1,391 903 7,490 891 0 728 4,298 541 2018 Historical 316 0 1,391 1,015 8,074 1,051 0 390 3,942 555 2019 Historical 304 0 1,322 997 10,449 836 0 331 3,569 532 2020 Historical 321 0 1,339 883 11,716 826 0 369 3,836 537 2021 Historical 307 0 1,275 942 9,996 849 0 300 4,466 524 2022 Historical 286 0 1,246 971 10,462 928 0 339 3,937 507 2023 Historical 274 0 1,223 921 12,262 914 0 285 2,630 486 2024 Historical 277 0 1,254 939 10,524 1,164 0 560 2,856 497 2025 Historical 279 0 1,265 953 10,606 934 0 1,565 3,615 503 2030 Projected 268 0 1,206 904 11,131 968 0 804 3,034 478 2035 Projected 261 0 1,178 875 11,131 937 0 804 3,034 466 2040 Projected 257 0 1,157 851 11,131 911 0 804 3,034 457 2045 Projected 253 0 1,142 829 11,131 888 0 804 3,034 449 2050 Projected 251 0 1,131 811 11,131 868 0 804 3,034 444 2025 to 2050
Compound Annual Growth Rate (CAGR) -0.5%
SFR-M = Single-Family Metered COM = Commercial IRR = Irrigation SFR-F = Single-Family Unmetered (Flat Service) IND = Industrial OTH = Other/Miscellaneous MFR = Multi-Family GOV = Government REC = Recycled
1 SFR-F sales is an estimate.

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California Water Service - City of Hawthorne
Water Supply/Demand Analysis and Projections Summary
Table 7. Historical & Projected Per Capita Water Use in Gallons/Person/Day T YEAR TYPE SFR-M SFR-F1 MFR COM IND GOV IRR OTH REC TOTAL 2000 Historical 52 0 33 8 0 1 0 0 2 97
2001 Historical 48 0 35 11 0 3 0 0 2 99
2002 Historical 46 0 34 11 0 2 0 0 2 96
2003 Historical 45 0 33 13 0 2 0 0 2 96
2004 Historical 46 0 32 12 0 2 0 0 2 95
2005 Historical 44 0 32 12 0 2 0 0 2 92
2006 Historical 44 0 31 12 0 2 0 0 2 92
2007 Historical 45 0 30 12 0 2 0 0 2 91
2008 Historical 43 0 29 12 0 2 0 0 2 88
2009 Historical 41 0 28 11 0 2 0 0 2 83
2010 Historical 38 0 26 11 0 2 0 0 2 79
2011 Historical 37 0 27 11 0 2 0 0 2 79
2012 Historical 37 0 28 11 0 2 0 0 2 80
2013 Historical 38 0 28 11 0 2 0 0 2 81
2014 Historical 37 0 28 12 0 2 0 0 2 80
2015 Historical 33 0 27 11 0 1 0 0 2 76
2016 Historical 32 0 26 11 0 1 0 0 2 73
2017 Historical 32 0 26 12 0 1 0 0 2 73
2018 Historical 32 0 26 13 0 2 0 0 2 75
2019 Historical 31 0 25 13 0 1 0 0 2 72
2020 Historical 33 0 25 11 1 1 0 0 2 73
2021 Historical 31 0 24 12 0 1 0 0 2 71
2022 Historical 29 0 24 12 0 1 0 0 2 69
2023 Historical 28 0 23 12 1 1 0 0 1 66
2024 Historical 28 0 24 12 0 2 0 0 1 67
2025 Historical 28 0 24 12 0 1 0 0 2 68
2030 Projected 27 0 23 11 0 1 0 0 1 65
2035 Projected 27 0 22 11 0 1 0 0 1 63
2040 Projected 26 0 22 10 0 1 0 0 1 62
2045 Projected 26 0 22 10 0 1 0 0 1 60
2050 Projected 26 0 21 10 0 1 0 0 1 60
2025 to 2050
Compound Annual Growth Rate (CAGR) -0.5%
SFR-M = Single-Family Metered COM = Commercial IRR = Irrigation SFR-F = Single-Family Unmetered (Flat Service) IND = Industrial OTH = Other/Miscellaneous MFR = Multi-Family GOV = Government REC = Recycled
1 SFR-F sales is an estimate.

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California Water Service - City of Hawthorne
Water Supply/Demand Analysis and Projections Summary
Table 8. Historical & Projected Non-Revenue Water (NRW) in Acre-Feet1

AUTHORIZED APPARENT REAL RECYCLED

YEAR TYPE UNBILLED USE LOSS
REAL

LOSS LOSS TOTAL
2000 Historical 124
2001 Historical -55
2002 Historical 186
2003 Historical 20
2004 Historical 272
2005 Historical 328
2006 Historical 94
2007 Historical 172
2008 Historical 194
2009 Historical 155
2010 Historical 198
2011 Historical 147
2012 Historical 323
2013 Historical 318
2014 Historical 611
2015 Historical 278
2016 Historical 10 93 167 -2 268
2017 Historical 10 94 122 -2 224
2018 Historical 10 96 17 0 123
2019 Historical 17 93 95 0 205
2020 Historical 13 94 93 0 199
2021 Historical 14 91 53 0 158
2022 Historical 9 88 129 0 225
2023 Historical 8 85 166 0 259
2024 Historical 8 86 136 0 231
2025 Historical 8 86 143 0 238
2030 Projected 9 87 106 0 201
2035 Projected 9 88 107 0 203
2040 Projected 9 88 108 0 205
2045 Projected 9 89 109 0 207
2050 Projected 9 90 110 0 209
1 Total non-revenue water estimates are available prior to 2016, calculated as total water production less metered sales and estimated unmetered customer water use. Starting in 2016, non-revenue water estimates come from the Water Loss Report for the District that is filed annually with the Department of Water Resources.

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California Water Service - City of Hawthorne
Water Supply/Demand Analysis and Projections Summary
Table 9. Historical & Projected Non-Revenue Water in GCD1, 2 Ta

AUTHORIZED APPARENT REAL RECYCLED

YEAR TYPE SERVICES UNBILLED USE LOSS
REAL

LOSS LOSS TOTAL
2000 Historical 6,194 18
2001 Historical 6,193 -8
2002 Historical 6,190 27
2003 Historical 6,178 3
2004 Historical 6,216 39
2005 Historical 6,240 47
2006 Historical 6,242 14
2007 Historical 6,262 25
2008 Historical 6,256 28
2009 Historical 6,238 22
2010 Historical 6,257 28
2011 Historical 6,280 21
2012 Historical 6,300 46
2013 Historical 6,326 45
2014 Historical 6,408 85
2015 Historical 6,493 38
2016 Historical 6,512 1 13 23 0 37
2017 Historical 6,435 1 13 17 0 31
2018 Historical 6,484 1 13 2 0 17
2019 Historical 6,270 2 13 14 0 29
2020 Historical 6,492 2 13 13 0 27
2021 Historical 6,500 2 12 7 0 22
2022 Historical 6,505 1 12 18 0 31
2023 Historical 6,509 1 12 23 0 35
2024 Historical 6,533 1 12 19 0 32
2025 Historical 6,506 1 12 20 0 33
2030 Projected 6,567 1 12 14 0 27
2035 Projected 6,629 1 12 14 0 27
2040 Projected 6,691 1 12 14 0 27
2045 Projected 6,754 1 12 14 0 27
2050 Projected 6,818 1 12 14 0 27
1 GCD = gallons/connection/day, calculated with total connections (active + inactive) 2 Total non-revenue water estimates are available prior to 2016, calculated as total water production less metered sales and estimated unmetered customer water use. Starting in 2016, non-revenue water estimates come from the District's Water Loss Report filed annually with the Department of Water Resources.

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California Water Service - City of Hawthorne
Water Supply/Demand Analysis and Projections Summary
Table 10. Projected Baseline and Adjusted Potable Demand in Acre-Feet 2030 2035 2040 2045 2050
Baseline Potable Water Demand 3,644 3,675 3,706 3,737 3,769 Demand Adjustments
Passive Conservation -116 -202 -270 -324 -369
Active Conservation 0 0 0 0 0
Water Service Cost Growth -17 -32 -48 -62 -77
Household Income Growth 18 36 54 73 91
Water Loss Management -37 -37 -38 -38 -38
Total Adjustments -151 -236 -301 -352 -393
Adjusted Potable Water Demand 3,494 3,439 3,405 3,386 3,376 Table 11. Projected Single-Dry-Year and Multi-Dry-Year Demand in Acre-Feet 2030 2035 2040 2045 2050
Normal Year 3,568 3,514 3,480 3,460 3,451
Single-Dry-Year 3,623 3,568 3,533 3,513 3,504
Multi-Dry-Year 3,657 3,601 3,566 3,546 3,536

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California Water Service - City of Hawthorne
Water Supply/Demand Analysis and Projections Summary
California Water Service - City of Hawthorne
Water Supply/Demand Analysis and Projections Summary
Table 12. Historical & Projected Demand in Acre-Feet
YEAR TYPE SALES NRW1
DEMAND2GPCD3
2000 Historical 4,950 124 5,074 99
2001 Historical 5,059 -55 5,003 98
2002 Historical 4,931 186 5,118 100
2003 Historical 4,890 20 4,909 96
2004 Historical 4,841 272 5,113 100
2005 Historical 4,706 328 5,034 98
2006 Historical 4,688 94 4,783 93
2007 Historical 4,671 172 4,843 95
2008 Historical 4,491 194 4,685 92
2009 Historical 4,229 155 4,384 86
2010 Historical 4,032 198 4,230 83
2011 Historical 4,049 147 4,196 82
2012 Historical 4,111 323 4,434 87
2013 Historical 4,146 318 4,464 87
2014 Historical 4,124 611 4,735 92
2015 Historical 3,886 278 4,163 81
2016 Historical 3,751 268 4,020 78
2017 Historical 3,772 224 3,996 78
2018 Historical 3,868 123 3,991 78
2019 Historical 3,711 205 3,915 76
2020 Historical 3,752 199 3,951 77
2021 Historical 3,663 158 3,821 74
2022 Historical 3,542 225 3,767 73
2023 Historical 3,392 259 3,651 71
2024 Historical 3,466 231 3,697 72
2025 Historical 3,505 238 3,742 73
2030 Projected 3,367 201 3,568 68
2035 Projected 3,311 203 3,514 67
2040 Projected 3,275 205 3,480 65
2045 Projected 3,253 207 3,460 64
2050 Projected 3,242 209 3,451 64
2025 to 2050
Compound Annual Growth Rate (CAGR) -0.3% -0.5%
1 Non-Revenue Water (NRW)
2 Demand is equal to the sum of water sales and non-revenue water. 3 Gallons per capita per day.

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Table 13. Historical Water Production in Acre-Feet
YEAR TYPE WELLS SURFACE PURCHASED RECYCLED1 OTHER2
TOTAL
2000 Historical 772 0 4,208 95 0 5,074
2001 Historical 568 0 4,329 106 0 5,003
2002 Historical 843 0 4,152 123 0 5,118
2003 Historical 0 0 4,817 93 0 4,909
2004 Historical 298 0 4,703 113 0 5,113
2005 Historical 491 0 4,424 119 0 5,034
2006 Historical 0 0 4,664 118 0 4,783
2007 Historical 223 0 4,520 100 0 4,843
2008 Historical 8 0 4,574 103 0 4,685
2009 Historical 0 0 4,287 98 0 4,384
2010 Historical 0 0 4,146 84 0 4,230
2011 Historical 6 0 4,111 79 0 4,196
2012 Historical 1,141 0 3,203 91 0 4,434
2013 Historical 1,865 0 2,495 104 0 4,464
2014 Historical 2,025 0 2,605 105 0 4,735
2015 Historical 1,814 0 2,250 99 0 4,163
2016 Historical 1,617 0 2,296 107 0 4,020
2017 Historical 1,314 0 2,581 101 0 3,996
2018 Historical 1,254 0 2,739 97 0 4,090
2019 Historical 794 0 3,077 88 0 3,959
2020 Historical 498 0 3,359 95 0 3,952
2021 Historical 452 0 3,259 110 0 3,821
2022 Historical 326 0 3,346 97 -2 3,768
2023 Historical 404 0 3,182 65 -2 3,649
2024 Historical 370 0 3,242 70 -2 3,681
2025 Historical 1,156 0 2,777 89 -9 4,013
1 Includes water from recycling and desalter supply sources. 2 Other water may include leased and wheeled water, as well as backwash and wastewater from treatment plant operation. Negative volumes represent production that has not entered the distribution system.

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California Water Service - City of Hawthorne
Water Supply/Demand Analysis and Projections Summary
YEAR TYPE WELLS SURFACE PURCHASED RECYCLED1 OTHER2
TOTAL
2000 Historical 15% 0% 83% 2% 0% 100%
2001 Historical 11% 0% 87% 2% 0% 100%
2002 Historical 16% 0% 81% 2% 0% 100%
2003 Historical 0% 0% 98% 2% 0% 100%
2004 Historical 6% 0% 92% 2% 0% 100%
2005 Historical 10% 0% 88% 2% 0% 100%
2006 Historical 0% 0% 98% 2% 0% 100%
2007 Historical 5% 0% 93% 2% 0% 100%
2008 Historical 0% 0% 98% 2% 0% 100%
2009 Historical 0% 0% 98% 2% 0% 100%
2010 Historical 0% 0% 98% 2% 0% 100%
2011 Historical 0% 0% 98% 2% 0% 100%
2012 Historical 26% 0% 72% 2% 0% 100%
2013 Historical 42% 0% 56% 2% 0% 100%
2014 Historical 43% 0% 55% 2% 0% 100%
2015 Historical 44% 0% 54% 2% 0% 100%
2016 Historical 40% 0% 57% 3% 0% 100%
2017 Historical 33% 0% 65% 3% 0% 100%
2018 Historical 31% 0% 67% 2% 0% 100%
2019 Historical 20% 0% 78% 2% 0% 100%
2020 Historical 13% 0% 85% 2% 0% 100%
2021 Historical 12% 0% 85% 3% 0% 100%
2022 Historical 9% 0% 89% 3% 0% 100%
2023 Historical 11% 0% 87% 2% 0% 100%
2024 Historical 10% 0% 88% 2% 0% 100%
2025 Historical 29% 0% 69% 2% 0% 100%
1 Includes water from recycling and desalter supply sources. 2 Other water may include leased and wheeled water, as well as backwash and wastewater from treatment plant operation. Negative volumes represent production that has not entered the distribution system.

Table 14. Historical Water Production Shares

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California Water Service - City of Hawthorne
Water Supply/Demand Analysis and Projections Summary
0 10,000
20,000
30,000
40,000
50,000
60,000
2000 2005 2010 2015 2020 2025 2030 2035 2040 2045 2050
Figure 1. Population
Historical Projected
0 1,000
2,000
3,000
4,000
5,000
6,000
7,000
2000 2005 2010 2015 2020 2025 2030 2035 2040 2045 2050
Figure 2. Service Connections
Historical Projected

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California Water Service - City of Hawthorne
Water Supply/Demand Analysis and Projections Summary
0 1,000
2,000
3,000
4,000
5,000
6,000
2000 2005 2010 2015 2020 2025 2030 2035 2040 2045 2050
Figure 3. Sales (AF)
Historical Projected
0 100
200
300
400
500
600
700
800
900
2000 2005 2010 2015 2020 2025 2030 2035 2040 2045 2050
Figure 4. Sales/Service (Gal/Service/Day)
Historical Projected

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California Water Service - City of Hawthorne
Water Supply/Demand Analysis and Projections Summary
SFR-F
SFR-M = Single-Family Metered COM = Commercial IRR = Irrigation SFR-F = Single-Family Unmetered (Flat Service) IND = Industrial OTH = Other/Miscellaneous MFR = Multi-Family GOV = Government REC = Recycled
1 Difference between the production and sales data series in Figure 5 is non-revenue water. 0 20
40 60
80 100
120
2000 2005 2010 2015 2020 2025 2030 2035 2040 2045 2050
Figure 5. Per Capita Water Use (Gal/Person/Day)1
Historical Sales Projected Sales Historical Production Projected Production 0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
2000 2005 2010 2015 2020 2025
Figure 6. Water Sales Shares

SFR-M SFR-F MFR COM IND GOV IRR OTH REC

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California Water Service - City of Hawthorne
Water Supply/Demand Analysis and Projections Summary
151 236 301 352 393
4% 6% 8% 9% 10%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
2000 2005 2010 2015 2020 2025
Figure 7. Water Production Shares

WELLS SURFACE PURCHASED RECYCLED OTHER
0 500
1,000
1,500
2,000
2,500
3,000
3,500
4,000
2030 2035 2040 2045 2050
Figure 8. Potable Demand Projection Conservation Adjustment Projected Potable Demand Conservation Adjustments

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California Water Service - City of Hawthorne
Water Supply/Demand Analysis and Projections Summary
Water Supply Assessment (WSA) Information
% of WSA Demand
WSA Added to Projection1
No WSAs
1 Percent of WSA demand considered to be additive to regional growth forecast.

Table 15. WSA Demand Treated as Additive to Regional Growth Projections

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California Water Service - City of Hawthorne
Water Supply/Demand Analysis and Projections Summary
Compound Annual Growth Rates (CAGR)
Table 16. Historical Service Growth
2020 to 2015 to 2010 to 2005 to
Class 2025 2025 2025 2025
SFR1

0.0% 0.0% 0.2% 0.2%
MFR 0.0% 0.0% 0.7% 0.5%
COM -0.2% -0.2% 0.0% 0.0%
IND 0.0% 6.3% 0.0% 0.0%
GOV 0.4% -1.0% 0.1% 0.6%
IRR 0.0% 0.0% 0.0% 0.0%
OTH 5.8% 1.3% 3.6% -0.1%
REC 0.0% 0.5% 0.2% 0.8%
1 Total metered and unmetered single-family services
Table 17. Historical Growth between Decennial Censuses
2010 to 2000 to 1990 to
Series 2020 2020 2020
Population 0.08% 0.03% 0.69%
Total Housing Units 0.31% 0.14% 0.20%
Occupied Housing Units 0.42% 0.16% 0.31%
Table 18. Regional Growth Forecasts from Land Use Planning Entities Source: SCAG RTP 2015-50 Forecasts
Range: 2015-2050
Series CAGR
Population 0.21%
Housing 0.21%
Employment 0.20%

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California Water Service - City of Hawthorne
Water Supply/Demand Analysis and Projections Summary
Table 19. Historical Service Growth
Projection Override
Time Series Basis CAGR CAGR1
Population Land Use Entity Regional Population Forecast CAGR 0.21% Services
SFR Land Use Entity Regional Housing Forecast CAGR 0.21% MFR Land Use Entity Regional Housing Forecast CAGR 0.21% COM Land Use Entity Regional Population Forecast CAGR 0.00% 0.00% IND Land Use Entity Regional Population Forecast CAGR 0.00% 0.00% GOV Land Use Entity Regional Population Forecast CAGR 0.00% 0.00% IRR Land Use Entity Regional Population Forecast CAGR 0.00% 0.00% OTH Land Use Entity Regional Population Forecast CAGR 0.00% 0.00% REC Land Use Entity Regional Population Forecast CAGR 0.00% 0.00% SFR = Single-Family IND = Industrial OTH = Other/Miscellaneous MFR = Multi-Family GOV = Government REC = Recycled
COM = Commercial IRR = Irrigation
1 If value is present, then the demand model uses this value instead of the Basis value.

Compound Annual Growth Rates (CAGR) Used in Demand Projections

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California Water Service - City of Hawthorne
Water Supply/Demand Analysis and Projections Summary
2025 Urban Water Management Plan
City of Hawthorne
April 2026
Printed 4/29/2026 Page F-1
EKI Environment & Water, Inc.

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Appendix F: Water Shortage Contingency Plan
City of Hawthorne
April 2026

PUBLIC REVIEW DRAFT
Water Shortage
Contingency Plan 2025
Quality. Service. Value

2025 Water Shortage Contingency Plan
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April 2026
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Chapter 1
Introduction
California Water Service (Cal Water) served as the System Operator for the City of Hawthorne Public Water System (Hawthorne System) during the creation of the 2025 Urban Water Management Plan (UWMP or Plan) and Water Shortage Contingency Plan (WSCP). As the System Operator, Cal Water developed the plans in accordance with California Department of Water Resources’ (DWR’s) requirements, and the 2025 UWMP Guidebook. Cal Water system operations will end on August 1, 2026, at which time a new System Operator for the City of Hawthorne (City) is expected to take over operations.

This document describes the WSCP for the City. The WSCP includes the levels of response to a water shortage caused by drought or by supply interruptions caused by infrastructure failure, regulatory mandate, or catastrophic human-caused or natural events. The primary objective of the WSCP is to ensure that the City has in place the necessary resources and management responses needed to protect health and human safety, minimize economic disruption, and preserve environmental and community assets during water supply shortages and interruptions.

Specifically, this WSCP includes the following chapters:

Chapter 1 - Introduction
Chapter 2 - Water Supply Reliability Analysis
Chapter 3 - Annual Water Supply and Demand Assessment Procedures Chapter 4 - Water Shortage Levels
Chapter 5 - Shortage Response Actions
 CWC § 10640
(a) Every urban water supplier required to prepare a plan pursuant to this part shall prepare its plan pursuant to Article 2 (commencing with Section 10630). The supplier shall likewise periodically review the plan as required by Section 10621, and any amendments or changes required as a result of that review shall be adopted pursuant to this article.
(b) Every urban water supplier required to prepare a water shortage contingency plan shall prepare a water shortage contingency plan pursuant to Section 10632. The supplier shall likewise periodically review the water shortage contingency plan as required by paragraph (10) of subdivision (a) of Section 10632 and any amendments or changes required as a result of that review shall be adopted pursuant to this article.  CWC § 10632.3
It is the intent of the Legislature that, upon proclamation by the Governor of a state of emergency under the California Emergency Services Act (Chapter 7 (commencing with Section 8550) of Division 1 of Title 2 of the Government Code) based on drought conditions, the board defer to implementation of locally adopted water shortage contingency plans to the extent practicable.
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Chapter 6 - Communication Protocols
Chapter 7 - Compliance and Enforcement
Chapter 8 - Legal Authorities
Chapter 9 - Financial Consequences of WSCP
Chapter 10 - Monitoring and Reporting
Chapter 11 - WSCP Refinement Procedures
Chapter 12 - Plan Adoption, Submittal, and Availability 2025 Water Shortage Contingency Plan
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April 2026
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Chapter 2
Water Supply Reliability Analysis
As described in Chapter 6 of the City’s 2025 Urban Water Management Plan (UWMP or Plan), the City currently purchases water from the West Basin Municipal Water District (WBMWD), pumps groundwater from the adjudicated West Coast Basin of the Los Angeles Groundwater Basin (California Department of Water Resources [DWR] Basins No. 4-011.03) and uses recycled water from WBMWD.

Chapter 7 of the City’s 2025 UWMP demonstrates that the supplies available to the City are considered highly reliable in extended drought conditions, and are expected to continue to be sufficient to meet projected City demands in all hydrologic conditions evaluated, including an extended five-year drought period. Although water shortage conditions are not expected to arise due to drought, this WSCP addresses potential water shortage conditions resulting from any cause (e.g., droughts, impacted distribution system infrastructure, regulatory-imposed shortage restrictions, catastrophic events, etc.).
 CWC § 10632 (a) (1) The analysis of water supply reliability conducted pursuant to Section 10635. 2025 Water Shortage Contingency Plan
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April 2026
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Chapter 3
Annual Water Supply and Demand Assessment Procedures
On an annual basis, an Annual Water Supply and Demand Assessment (AWSDA) will be conducted to identify whether there is likely to be a water shortage condition in the coming year, assuming it is dry. Each element of the AWSDA is described below.  CWC § 10632 (a) (2)
The procedures used in conducting an annual water supply and demand assessment that include, at a minimum, both of the following:
(A) The written decision-making process that an urban water supplier will use each year to determine its water supply reliability.
(B) The key data inputs and assessment methodology used to evaluate the urban water supplier’s water supply reliability for the current year and one dry year, including all of the following:
(i) Current year unconstrained demand, considering weather, growth, and other influencing factors, such as policies to manage current supplies to meet demand objectives in future years, as applicable. (ii) Current year available supply, considering hydrological and regulatory conditions in the current year and one dry year. The annual supply and demand assessment may consider more than one dry year solely at the discretion of the urban water supplier.
(iii) Existing infrastructure capabilities and plausible constraints. (iv) A defined set of locally applicable evaluation criteria that are consistently relied upon for each annual water supply and demand assessment.
(v) A description and quantification of each source of water supply.  CWC § 10632.1
An urban water supplier shall conduct an annual water supply and demand assessment pursuant to subdivision (a) of Section 10632 and, on or before July 1 of each year, submit an annual water shortage assessment report to the department with information for anticipated shortage, triggered shortage response actions, compliance and enforcement actions, and communication actions consistent with the supplier’s water shortage contingency plan. An urban water supplier that relies on imported water from the State Water Project or the Bureau of Reclamation shall submit its annual water supply and demand assessment within 14 days of receiving its final allocations, or by July 1 of each year, whichever is later.  CWC § 10632.2
An urban water supplier shall follow, where feasible and appropriate, the prescribed procedures and implement determined shortage response actions in its water shortage contingency plan, as identified in subdivision (a) of Section 10632, or reasonable alternative actions, provided that descriptions of the alternative actions are submitted with the annual water shortage assessment report pursuant to Section 10632.1. Nothing in this section prohibits an urban water supplier from taking actions not specified in its water shortage contingency plan, if needed, without having to formally amend its urban water management plan or water shortage contingency plan.
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1. Evaluation Criteria
The Evaluation Criteria that will be used to identify whether the City is likely to experience a water shortage in the coming year include:
a. Purchased Water Available Supply - Because the City purchases potable water from WBMWD, the evaluation of City supplies for a particular year will be based largely on information provided by WBMWD.
i. Should the System Operator not receive information from WBMWD by June 1st of each year, the System Operator will assume supply availability in line with prior recent drought year availability.
b. Supply Well Operational Constraints - A comparison of groundwater level elevations to well operational depths to identify the need to (1) lower pump depths or (2) site and drill additional supply wells.
c. Recycled Water Availability - Because the City receives recycled water from WBMWD, the System Operator will base its evaluation of available supplies for a particular year based on current recycled water supply and demand within the Hawthorne System in coordination with WBMWD.
d. Treatment and Distribution System Constraints - An assessment of the probabilities of facility and infrastructure outages and the degree to which they could limit the System Operator’s ability to access, convey, or treat adequate supplies, including any planned maintenance or capital improvements over the next year that could affect its ability to provide sufficient supply to meet demands. e. Local Regulatory Conditions - Evaluation of: (1) any new Water Replenishment District of Southern California (WRD) policies that could trigger a change in the City’s adjudicated water rights to the West Coast Basin, or (2) any new limitations on well permitting that could limit the ability to deepen existing supply wells or drill new supply wells.
f. State Regulatory Conditions- Evaluation of any state-mandated drought or water use restrictions.

In the spring prior to the submittal date, these Evaluation Criteria will be assessed by System Operator staff with detailed knowledge of operations, well conditions, and local WRD activities. The data used to support the AWSDA may include, but are not limited to, supply capacity, supply and pump capacity, firm capacities, tank storage capacity, groundwater level measurements, water quality, system demand, and zone demand. 2025 Water Shortage Contingency Plan
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April 2026
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2. Water Supply
As described above, the City obtains its supplies from purchases (WBMWD), pumped groundwater from the West Coast Basin, and recycled water from WBMWD. As discussed in Chapter 7 of the City’s 2025 UWMP, these supplies are projected to be sufficient to serve future demands. The only identified potential constraints on water supply are the operational limitations and/or potential local regulatory conditions identified in the Evaluation Criteria above.

3. Unconstrained Customer Demand
The demand forecast described in Chapter 4 of the City’s 2025 UWMP yields the anticipated annual unconstrained water demand, (i.e., the expected water use in the absence of shortage-caused reductions in water use) to support the AWSDA. During a drought cycle, unconstrained demand typically increases due to higher-than-normal air temperatures and lower-than-normal precipitation. The supply reliability analysis and Drought Risk Assessment presented in Chapter 7 of the City’s 2025 UWMP accounts for this anticipated shift in unconstrained water demand, and as discussed above, even with these increases in demand, the available supply (i.e., purchased water, recycled water, and groundwater) is expected to be sufficient to meet these demands.

4. Planned Water Use for Current Year Considering Dry Subsequent Year The System Operator will evaluate the anticipated supplies for the current year, assuming that the following year will be dry, as defined above, using the identified Evaluation Criteria. Barring changes in supply availability per the Evaluation Criteria, the assumed dry subsequent year is not expected to affect the manner in which the System Operator will utilize its available supplies in the current year, and the planned water use for the current year will equal the unconstrained demand.

5. Other Factors
As identified under the Evaluation Criteria above, local regulatory conditions could potentially limit the availability of supplies. Therefore, the System Operator will evaluate the development of new regulatory constraints in the spring of each year and assess their potential impacts on supply availability or related factors (e.g., mandated demand reductions). If such constraints are identified, the System Operator will develop a plan to address these constraints and mitigate potential effects and implement the appropriate water shortage level of action per Chapter 5, below.

Consistent with California Water Code (CWC) § 10632.1, the System Operator will complete and submit an AWSDA to DWR by July 1st of each year.
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Chapter 4
Water Shortage Levels
Consistent with the requirements of CWC § 10632(a)(3), this WSCP is based on the six water Shortage Levels shown in Table 4-1. These Shortage Levels are intended to address shortages caused by any condition, including the catastrophic interruption of water supplies.

Table 4-1. Water Shortage Contingency Plan Levels (DWR Table 8-1) ☒ Check the box if the Supplier uses the
Standard six levels of water shortage.

Standard Shortage
Levels
Percent Shortage
Range
Suppliers Shortage
Levels
Percent Shortage
Range
1 Up to 10%
2 Up to 20%
3 Up to 30%
4 Up to 40%
5 Up to 50%
6 >50%
Notes:

Shortage response actions for each of these Shortage Levels are identified and discussed in Chapter 5.
 CWC § 10632 (a) (3)
(A) Six standard water shortage levels corresponding to progressive ranges of up to 10, 20, 30, 40, and 50 percent shortages and greater than 50 percent shortage. Urban water suppliers shall define these shortage levels based on the suppliers’ water supply conditions, including percentage reductions in water supply, changes in groundwater levels, changes in surface elevation or level of subsidence, or other changes in hydrological or other local conditions indicative of the water supply available for use. Shortage levels shall also apply to catastrophic interruption of water supplies, including, but not limited to, a regional power outage, an earthquake, and other potential emergency events.
(B) An urban water supplier with an existing water shortage contingency plan that uses different water shortage levels may comply with the requirement in subparagraph (A) by developing and including a cross-reference relating its existing categories to the six standard water shortage levels. 2025 Water Shortage Contingency Plan
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April 2026
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Chapter 5
Shortage Response Actions
This chapter describes the response actions the System Operator will take to deal with the shortages associated with each of the six Shortage Levels enumerated in Chapter 4. As discussed above, the existing City water supplies are expected to be able to serve 100% of future demands under all hydrologic conditions evaluated. However, inasmuch as the System Operator may have to implement shortage response actions to comply with state mandates, local regulatory changes, or respond to catastrophic events, it is important to carefully identify and describe the anticipated necessary actions.

5.1 Demand Reduction
The combinations of demand-reduction actions required to resolve the shortages associated with each of the six Shortage Levels are based on System Operator’s experiences in dealing with past drought-related shortages and also include other actions deemed appropriate to achieve the required demand reductions. In order to evaluate and ensure that the right actions would be implemented with the proper level of intensity, the System Operator employed the Drought Response Tool (DRT), an Excel spreadsheet model developed by EKI Environment and Water, Inc. (EKI).

The DRT provides a quantitative framework that allows the System Operator to systematically estimate the monthly and cumulative annual demand reductions expected to result from particular combinations of drought response actions and associated implementation rates. Data  CWC § 10632 (a) (4)
Shortage response actions that align with the defined shortage levels and include, at a minimum, all of the following:
(A) Locally appropriate supply augmentation actions.
(B) Locally appropriate demand reduction actions to adequately respond to shortages. (C) Locally appropriate operational changes.
(D) Additional, mandatory prohibitions against specific water use practices that are in addition to state-mandated prohibitions and appropriate to the local conditions.
(E) For each action, an estimate of the extent to which the gap between supplies and demand will be reduced by implementation of the action.
 CWC § 10632 (b)
For purposes of developing the water shortage contingency plan pursuant to subdivision (a), an urban water supplier shall analyze and define water features that are artificially supplied with water, including ponds, lakes, waterfalls, and fountains, separately from swimming pools and spas, as defined in subdivision (a) of Section 115921 of the Health and Safety Code.
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inputs to the DRT include total production, sector-specific water use, population, and assumptions regarding the split between indoor and outdoor water use for each customer sector (class).

For each drought response action, the user specifies:
• The customer class(es) and end use(s) that are affected; • The percent savings for those end use(s) for each account that implements the action based on evaluations reported in the literature, or where such studies are not available, on best estimates based on System Operator experience; and • The percentage of accounts assumed to implement the action, which is presumed to be the result of the intensity level of System Operator program implementation, including but not limited to marketing and enforcement activities.

Based on the foregoing inputs, the DRT calculates the resulting monthly savings. The System Operator adjusted the combination of actions and implementation levels to achieve the targeted savings levels at each of the six Shortage Levels.

In order to evaluate the robustness of the DRT, the System Operator modeled the actions implemented during the height of the last drought for a subset of its systems, and found that the modeled water shortage reductions were generally consistent with the observed responses. In short, the DRT is a robust, transparent tool that can be used to tie a particular set of shortageresponse actions to an expected reduction in demand.

For each of the Shortage Levels, the modeling targeted the following demand reduction targets:
• 10% for Shortage Level 1,
• 20% for Shortage Level 2,
• 30% for Shortage Level 3,
• 40% for Shortage Level 4,
• 45% for Shortage Level 5, and
• 50% for Shortage Level 6.

The key DRT inputs and outputs for each of the six water Shortage Levels are reproduced in Attachment A.

Table 5-1 showsthe water shortage reduction actions, savings assumptions, and implementation rates that are required for the Hawthorne System to achieve the targeted annual demand reductions for each of the Shortage Levels. At each Shortage Level, there are two types of demand-reduction actions identified:
• Restrictions on customer water usage; and,
• Consumption reduction actions by the System Operator to encourage decreased water usage.
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The total demand reductions are governed by a set of user-specified constraints to ensure that usage levels do not endanger health and safety or result in unacceptable economic impacts. The DRT will not permit estimated usage reductions to violate these constraints, regardless of the demand reduction actions selected. For most water systems, including the Hawthorne System, the following default constraints are used:
• A minimum residential indoor per capita daily usage of 25 gallons, • A maximum residential outdoor usage reduction of 100%, • A maximum Commercial, industrial, and institutional (CII) indoor usage reduction of 30 percent, and
• A maximum CII outdoor usage reduction of 100%.

Many actions are implemented across a number of Shortage Levels, some at increasing implementation levels. Therefore the actions are listed as a row under the first Shortage Level at which they are implemented, and the implementation rate is shown under each Shortage Level column heading at the right. The unit savings represent a percentage savings of the end uses indicated in the table.

Because of the DRT logic described above, the format of Table 5-1 differs from that of the default DWR table.

5.1.1 Defining Water Features
As required by CWC §10632, the System Operator distinguishes between “decorative water features” such as ponds, lakes, and fountains that are artificially supplied with water and “recreational water features” such as swimming pools and spas. Prohibitions on water use for decorative water features are listed separately from those for recreational water features (see Table 5-1).
 CWC § 10632 (b)
For purposes of developing the water shortage contingency plan pursuant to subdivision (a), an urban water supplier shall analyze and define water features that are artificially supplied with water, including ponds, lakes, waterfalls, and fountains, separately from swimming pools and spas, as defined in subdivision (a) of Section 115921 of the Health and Safety Code.
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Table 5-1. Demand Reduction Actions to Achieve Required Savings (DWR Table 8-3) Water Shortage Response Action End Use(s)
End
Use
Savings
Implementation by Shortage Level
Penalty,
Charge, or
Other
Enforcement? 1 2 3 4 5 6
Shortage Level 1: Minimal Shortage
Water Use Restriction (a)
Landscape - Limit landscape irrigation to
specific times Irrigation 10% 75% Yes
Other - Customers must repair leaks, breaks,
and malfunctions in a timely manner Leaks 100% 40% 85% 85% 85% 85% 85% Yes Landscape - Restrict or prohibit runoff from
landscape irrigation Irrigation 3% 30% 40% 50% 75% 75% 75% Yes Prohibit application of potable water to
outdoor landscapes within 48 hours of
measurable rainfall
(Landscape - Other landscape restriction or
prohibition)
Irrigation 20% 30% 40% 50% 50% 100% Yes
Other - Prohibit use of potable water for
washing hard surfaces Misc. Outdoor 17% 30% 40% 50% 75% 75% 75% Yes Other - Require automatic shut-off hoses
(Other - Require automatic shut of hoses) Misc. Outdoor 17% 50% 50% 50% 75% 75% 75% Yes CII - Lodging establishments must offer opt
out of linen service Fixtures & Appliances 0.5% 50% 75% 75% 75% 75% 75% Yes CII - Restaurants may only serve water upon
request Fixtures & Appliances 0.5% 75% 75% 75% 75% 75% 75% Yes 2025 Water Shortage Contingency Plan
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Water Shortage Response Action End Use(s)
End
Use
Savings
Implementation by Shortage Level
Penalty,
Charge, or
Other
Enforcement? 1 2 3 4 5 6
No watering of landscape of newly
constructed homes and buildings in a manner
inconsistent with regulations or other
requirements established by the California
Building Standards Commission, the
Department of Housing and Community
Development, or other State agency
(Landscape - Other landscape restriction or
prohibition)
Irrigation 50% 0.2% 0.2% 0.2% 0.2% 0.2% Yes
Prohibit Potable Water Use for Decorative
Water Features that do not Recirculate Water
(Water Features - Restrict water use for
decorative water features, such as fountains)
Misc. Outdoor 50% 50% 75% 75% 75% 75% 75% Yes
Consumption Reduction
Expand Public Information Campaign All 0.5% 50% 50% 50% 50% 50% 75% No Water Bill Inserts
(Improve Customer Billing) All 0.5% 100% 100% 100% 100% 100% 100% No Promote online water waste reporting
(Expand Public Information Campaign) All 10% 0.1% 0.2% 0.2% 0.3% 0.5% 0.5% No Expand Rebates or Giveaways of Plumbing
Fixtures and Devices
(Provide Rebates or Giveaways of Plumbing
Fixtures and Devices)
All 10% 1% 1% 2% 3% 5% 5% No
Expand Rebates for Landscape Irrigation
Efficiency
(Provide Rebates for Landscape Irrigation
Efficiency)
All 10% 1% 1% 2% 3% 5% 5% No
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Water Shortage Response Action End Use(s)
End
Use
Savings
Implementation by Shortage Level
Penalty,
Charge, or
Other
Enforcement? 1 2 3 4 5 6
Offer CII Water Use Surveys
(Offer Water Use Surveys) All CII uses 5% 1% 1% 1% 2% 2% 4% No Offer Res Water Use Surveys
(Offer Water Use Surveys) All Residential Uses 5% 1% 1% 1% 2% 2% 4% No Shortage Level 2: Moderate Shortage
Restrictions
Landscape - Limit landscape irrigation to
specific days Irrigation 15%-79% (b) 80% 20% 50% 50% Yes Prohibit the use of non-recirculating systems
in all new conveyer car wash and commercial
laundry systems
(Other)
Fixtures & Appliances 50%
See
note
(c)
See
note
(c)
See
note
(c)
See
note
(c)
See
note
(c)
Yes
Consumption Reduction
Water Efficiency Workshops, Public Events
(Other) All Residential Uses 5% 25% 25% 50% 50% 75% No
Shortage Level 3: Severe Shortage
Restrictions
Other - Prohibit use of potable water for
construction and dust control Misc. Outdoor 100% 1% 1% 1% 1% Yes Prohibit use of potable water for street
washing
(Other - Prohibit use of potable water for
washing hard surfaces)
Misc. Outdoor 100% 1% 1% 1% 1% Yes
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Water Shortage Response Action End Use(s)
End
Use
Savings
Implementation by Shortage Level
Penalty,
Charge, or
Other
Enforcement? 1 2 3 4 5 6
Prohibit Filling Ornamental Lakes or Ponds
(Water Features - Restrict water use for
decorative water features, such as fountains)
(Other water feature or swimming pool
restriction)
Misc. Outdoor 100% 1% 1% 1% 1% Yes
Consumption Reduction
Home or Mobile Water Use Reports
(Expand Public Information Campaign) All 5% 15% 50% 50% 50% No Decrease Frequency and Length of Line
Flushing
(Decrease Line Flushing)
Non Revenue Water 25% 50% 50% 50% 50% No
Reduce System Water Loss Non Revenue Water 100% 10% 40% 40% 75% No Increase Water Waste Patrols/Enforcement
(Increase Water Waste Patrols) All 10% 1% 2% 4% 5% No
Implement Drought Rate Structure and
Customer Water Budgets (Res)
(Implement or Modify Drought Rate Structure
or Surcharge)
All Residential Uses 30%-
60% (c) 35% 35% 35% 50% Yes
Implement Drought Rate Structure and
Customer Water Budgets (CII)
(Implement or Modify Drought Rate Structure
or Surcharge)
All CII uses 10%-
30% (d) 35% 35% 35% 50% Yes
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Water Shortage Response Action End Use(s)
End
Use
Savings
Implementation by Shortage Level
Penalty,
Charge, or
Other
Enforcement? 1 2 3 4 5 6
Shortage Level 4: Critical Shortage
Water Use Restrictions
Prohibit vehicle washing except with
recirculated water or low-volume systems
(Other - Prohibit vehicle washing except at
facilities using recycled or recirculating water)
Misc. Outdoor 10% 50% 50% 50% Yes
Prohibit use of water for recreational
purposes such as water parks and the filling
of pools
(Other water feature or swimming pool
restriction)
Misc. Outdoor 100% 1% 1% 1% Yes
Shortage Level 5: Emergency Shortage
Water Use Restrictions
Require net zero demand increase on new
water service connections
(Moratorium or Net Zero Demand Increase on
New Connections)
All 100% 0.2% 0.2% Yes
Prohibit single-pass cooling systems
(Other) Cooling 50% 20% 20% Yes
Consumption Reduction Actions
Require Pool Covers
(Pools and Spas - Require covers for pools and
spas)
Misc. Outdoor 28% 10% 10% Yes
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Water Shortage Response Action End Use(s)
End
Use
Savings
Implementation by Shortage Level
Penalty,
Charge, or
Other
Enforcement? 1 2 3 4 5 6
Shortage Level 6: Extreme Shortage
Water Use Restrictions
Moratorium on new water service
connections
(Moratorium or Net Zero Demand Increase on
New Connections)
All 100% 0.2% Yes
Landscape - Prohibit all landscape irrigation Irrigation 100% 75% Yes Cumulative Annual Savings 10% 20% 30% 40% 45% 50%
Notes:
(a) In certain cases water use restrictions and consumption reduction actions implemented by the System Operator are not specifically called out in DWR’s provided demand reduction actions list. The appropriate DWR provided demand reduction action is included in italics in parenthesis. (b) Watering restricted to no more than 3 days/week in Shortage Level 2 and Shortage Level 3; no more than 2 days/week in Shortage Level 4; no more than 1 day/week in Shortage Level 5.
(c) Implementation rates are not currently well understood and are therefore not presented. These rates will be evaluated through additional study of this water use restriction.
(d) Residential water budgets of up to 30% for Shortage Level 3, up to 40% for Shortage Level 4, up to 50% for Shortage Level 5, up to 60% for Shortage Level 6.
(e) CII water budgets of up to 10% for Shortage Level 3, up to 20% for Shortage Level 4, up to 30% for Shortage Levels 5 and 6. 2025 Water Shortage Contingency Plan
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5.2 Supply Augmentation
As indicated in Table 5-2, the System Operator has not identified any specific supply augmentation actions to assist in resolving future water shortages but are currently assessing potential options. As identified in Chapter 3, the System Operator may consider deepening or drilling new wells if necessary due to declining groundwater levels or purchasing additional supplies from WBMWD as needed. However, the System Operator considers these actions to be operational changes (described in Section 5.3), rather than accessing a new supply source.

Table 5-2. Supply Augmentation and Other Actions (DWR Table 8-2) ☒ Is the Supplier completing this table using the standard six levels? (yes/no) Shortage Level
Supply
Augmentation
Methods and
Other Actions by
Water Supplier
How much is this going to reduce the
shortage gap? Additional
Explanation or
Reference
(OPTIONAL)
Volume or
Percentage
Shortage Gap
Reduction Value
AF
See note (a) See note (a) See note (a) See note (a) See note (a) Notes:
(a) The System Operator evaluates water supply augmentation projects on an on-going basis. At this time, the System Operator does not have supply augmentation projects planned specifically to address water shortage conditions.

5.3 Operational Changes
As discussed above in Chapter 3, the primary operational change that the System Operator will consider in the Hawthorne System is extracting groundwater from new wells following identification of this need as part of the AWSDA, or related process. As identified in Table 5-1, the System Operator will also decrease the frequency and length of line flushing under Shortage Level 3 and beyond. The System Operator will also evaluate the potential benefits of altering other maintenance cycles and expediting infrastructure repairs to improve system efficiency, to the extent feasible.

5.4 Mandatory Restrictions
The water shortage response actions included in Table 5-1 include a variety of mandatory customer water use restrictions that will be necessary to achieve the targeted demand reductions for the different Shortage Levels. The types of restrictions and the manner and degree of enforcement for these restrictions vary by Shortage Level, and are discussed in Chapter 7. 2025 Water Shortage Contingency Plan
City of Hawthorne
April 2026
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5.5 Emergency Response Plan
The City has an Emergency Response Plan (ERP) in place that coordinates the overall response to a disaster within the Hawthorne System.

The ERP addresses the System Operator‘s responsibilities in emergencies associated with natural disaster, human-caused emergencies, and technological incidents. It provides a framework for coordination of response and recovery efforts within the System Operator’s organization in cooperation with local, state, and federal agencies, as well as other public and private organizations. The ERP establishes an emergency organization to direct and control operations during a period of emergency by assigning responsibilities to specific personnel.

The ERP does the following:
• It conforms to the State mandated Standardized Emergency Management System (SEMS) and the National Incident Management System (NIMS), and it effectively structures emergency response at all levels in compliance with the Incident Command System (ICS). • It establishes response policies and procedures, while providing the System Operator clear guidance related to emergency planning.
• It describes and details procedural steps necessary to protect lives and property. • It outlines coordination requirements.
• It provides a basis for unified training and response exercises to ensure compliance.

The System Operator has installed backup power generators at some of its well sites, booster sites, and pump storage sites that can be operated in the event of a system wide power outage.

A complete loss of power has never been experienced, but the generators have been used in the past to overcome localized outages.

The City has three emergency interties with Golden State Water Company, as discussed in Section

6.7.3 of the City’s 2025 UWMP.
2025 Water Shortage Contingency Plan
City of Hawthorne
April 2026
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5.6 Seismic Risk Assessment and Mitigation Plan
The City’s ERP includes information on various hazards and a related fault map overlying the Hawthorne System. The Los Angeles County Emergency/Disaster Plans and Annexes, which includes additional discussion of area earthquake risk and mitigation, can be found at:
https://ceo.lacounty.gov/emergencydisaster-plans-and-annexes.

5.7 Shortage Response Action Effectiveness
Table 5-1 above shows the effectiveness of the specific demand-reduction actions and implementation levels necessary for the System Operator to achieve the targeted savings for each water Shortage Level. The bottom row indicates the total annual cumulative savings expected to be reached at each water Shortage Level. Additional details, including anticipated savings on a month-by-month basis are provided in the DRT inputs and outputs included in Attachment A.
 CWC § 10632.5
(a) In addition to the requirements of paragraph (3) of subdivision (a) of Section 10632, beginning January 1, 2020, the plan shall include a seismic risk assessment and mitigation plan to assess the vulnerability of each of the various facilities of a water system and mitigate those vulnerabilities. (b) An urban watersuppliershall update the seismic risk assessment and mitigation plan when updating its urban water management plan as required by Section 10621.
(c) An urban water supplier may comply with this section by submitting, pursuant to Section 10644, a copy of the most recent adopted local hazard mitigation plan or multihazard mitigation plan under the federal Disaster Mitigation Act of 2000 (Public Law 106-390) if the local hazard mitigation plan or multihazard mitigation plan addresses seismic risk.
2025 Water Shortage Contingency Plan
City of Hawthorne
April 2026
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Chapter 6
Communication Protocols
The System Operator intends to escalate communication to customers and stakeholders, as needed, throughout any water shortage situation to help ensure they are aware of current conditions, any water use restrictions that are in effect, and the many ways the System Operator can help them reduce the Hawthorne System’s water use. The System Operator’s outreach efforts may include multiple channels, including bill messages, bill inserts, direct mail, email, letters, social media, print, radio, music streaming services, TV, over-the-top media, movie theatre advertising, and group presentations.

These efforts will expand on the current the System Operator outreach efforts and will be customized to the needs at the time of the shortage to ensure a proper channel mix so that the maximum audience is reached as efficiently as possible.  CWC § 10632 (a) (5)
Communication protocols and procedures to inform customers, the public, interested parties, and local, regional, and state governments, regarding, at a minimum, all of the following:
(A) Any current or predicted shortages as determined by the annual water supply and demand assessment described pursuant to Section 10632.1.
(B) Any shortage response actions triggered or anticipated to be triggered by the annual water supply and demand assessment described pursuant to Section 10632.1. (C) Any other relevant communications.
2025 Water Shortage Contingency Plan
City of Hawthorne
April 2026
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Chapter 7
Compliance and Enforcement
Schedule 14.1 includes specific Enforcement provisions that take effect upon activation. When Schedule 14.1 is activated, its Enforcement section supersedes the Enforcement provisions in Rule 14.1, and enforcement of the applicable requirements will be administered in accordance with the enforcement procedures described in Schedule 14.1 for the period it remains in effect.

7.1 Water Use Restrictions
In accordance with Rule 14.1, the System Operator is currently authorized to take the following actions to enforce the water use restrictions:

First Violation: The System Operator shall provide the customer with a written notice of violation. In addition, the System Operator is authorized to take the following actions:
a) If the customer currently receives service through a metered connection, install a real-time water measurement device on the customer’s service line and provide the customer with access to information from the device. The cost of the device, including installation and on-going operating costs, may be billed to the customer, and nonpayment may result in discontinuation of service. b) If the customer does not currently receive service through a metered connection, install a water meter on the customer’s service line, charge the customer for water use pursuant to the System Operator’s metered service tariffs and rules, and install a real-time water measurement device on the customer’s service line and provide the customer with access to information from the device. The cost of the device, including installation and ongoing operating costs, may be billed to the customer, and nonpayment may result in discontinuance of service.

Second Violation: If the System Operator verifies that the customer has used potable water for non- essential, wasteful uses after having been notified of the first violation, the System Operator shall provide the customer with a second written notice of violation and is authorized to install a flow-restricting device on the customer’s service line. The System Operator shall not be held liable for any injuries, damages, and/or consequences arising from the installation of a flow-restricting device.
 CWC § 10632 (a) (6) For an urban retail water supplier, customer compliance, enforcement, appeal, and exemption procedures for triggered shortage response actions as determined pursuant to Section 10632.2. 2025 Water Shortage Contingency Plan
City of Hawthorne
April 2026
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In June 2021 the System Operator submitted an update to Rule 14.1 and Schedule 14.1 to the CPUC for approval, to align with the restrictions identified in this WSCP. Rule 14.1 and Schedule

14.1 were approved by the CPUC in July 2021. Rule 14.1 and Schedule 14.1 are discussed in more detail in Chapter 8. The current versions of Rule 14.1 and Schedule 14.1 can be found on the System Operator website.

The passage of Assembly Bill 1572 includes both regulatory responsibilities and customer-facing obligations relating to the prohibition of potable water for irrigating non-functional turf.

7.2 Non-Essential, Wasteful Uses
In the event that more stringent measures are needed, implementation of Schedule 14.1 would be requested. The System Operator is currently authorized to take the following actions when its personnel verify a customer is using potable water for non-essential, wasteful uses.

First Violation: The System Operator shall provide the customer with a written notice of violation. In addition, the System Operator is authorized to take the following actions:

A. If the customer currently receives service through a metered connection, install a real- time water measurement device on the customer’s service line and provide the customer with access to information from the device. The cost of the device, including installation and ongoing operating costs, may be billed to the customer, and nonpayment may result in discontinuance of service.

B. If the customer does not currently receive service through a metered connection, install a water meter on the customer’s service line, charge the customer for water use pursuant to the System Operator’s metered service tariffs and rules, and install a real-time water measurement device on the customer’s service line and provide the customer with access to information from the device. The cost of the device, including installation and ongoing operating costs, may be billed to the customer, and nonpayment may result in discontinuance of service.

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ii. If Shortage Level 2 is in effect, $50
iii. If Shortage Level 3 is in effect, $100
iv. If Shortage Level 4 is in effect, $200
v. If Shortage Level 5 is in effect, $400
vi. If Shortage Level 6 is in effect, $800
B. At its sole discretion, waive the waste of water penalty if the customer participates in a water use evaluation provided by the System Operator and/or provides documentation to the System Operator proving that a drip irrigation system, micro spray irrigation system, high-efficiency sprinkler system, or properly programmed smart irrigation controller has been installed, after a notice of violation was delivered, and is in use at the customer’s service address.

Third Violation: If the System Operator verifies that the customer has used potable water for non- essential, wasteful uses after having been notified of the second violation, the System Operatorshall provide the first and second violations above, the System Operator is authorized to take the following actions:

A. Apply the following waste of water penalties, which are in addition to any other charges authorized by this Schedule or other System Operator tariffs. i. If Shortage Level 1 is in effect, $50
ii. If Shortage Level 2 is in effect, $100
iii. If Shortage Level 3 is in effect, $200
iv. If Shortage Level 4 is in effect, $400
v. If Shortage Level 5 is in effect, $800
vi. If Shortage Level 6 is in effect, $1,600
B. At its sole discretion, waive the waste of water surcharge if the customer participates in a water use evaluation provided by the System Operator and/or provides documentation to the System Operator proving that a drip irrigation system, micro spray irrigation system, high- efficiency sprinkler system, or properly programmed smart irrigation controller has been installed, after notice of violations have been delivered, and is in use at the customer’s service address.

Fourth Violation: If the System Operator verifies that the customer has used potable water for non- essential, wasteful uses after having been notified of the third violation, the System Operator shall provide the customer with a fourth written notice of violation. 2025 Water Shortage Contingency Plan
City of Hawthorne
April 2026
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In addition to actions set forth in previous violations prescribed above, the System Operator is authorized to install a flow- restricting device on the customer’s service line.

Egregious Violations: Notwithstanding the foregoing framework for penalties, customers who the System Operator has verified are egregiously using potable water for nonessential, wasteful uses are subject to having a flow- restricting device installed on their service line. After providing the customer with one notice of egregious violation, either by direct mail or door hanger, which documents the egregious use of potable water for non-essential, wasteful uses and explains that failure to correct the violation may result in the installation of a flow-restricting device on the customer’s service line.

7.3 Drought Surcharges
Water budgets and associated drought surcharges are included as actions in Table 5-1. The System Operator may implement such actions through the implementation of Schedule 14.1. 2025 Water Shortage Contingency Plan
City of Hawthorne
April 2026
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Chapter 8
Legal Authorities
The City of Hawthorne has the authority within Chapters 8.60.010 through 8.60.150 (Ord. 2080 § 1, 2014; Ord. 2093 § 1, 2015) of the City of Hawthorne Municipal Code prohibiting the waste of water.

The current System Operator is a public water utility that is regulated by the CPUC. As such, it does not have the authority to adopt resolutions or ordinances. Rule 14.1, as filed with the CPUC, serves as the System Operator’s restrictions on non-essential, wasteful uses of potable water. In the event that more stringent measures are required, the System Operator may request the addition of Schedule 14.1 which serves as the City’s WSCP and includes leveled mandatory reductions and drought surcharges. The System Operatorshall coordinate with any city or county within which it provides water supply services for the possible proclamation of a local emergency as defined in Section 8558 of the Government Code and to ensure consistency with local resolutions and ordinances.

On June 14, 2021, the current System Operator filed its current Schedule 14.1 with the CPUC which became effective on July 14th, 2021.
1 Schedule 14.1 lays out the leveled mandatory
reductions and drought surcharges. This filing is consistent with Resolution W‐5034, adopted by the Commission on April 9, 2015, ordering compliance with requirements of the State Water Resources Control Board (SWRCB).

For the current System Operator, Schedule 14.1 is an extension of Rule 14.1. The compliance and enforcement information presented in Chapter 7 is based on the current versions of both Rule

14.1 and Schedule 14.1. In the event of a determination of a water shortage the System Operator shall declare a water shortage emergency in accordance with the Water Code Chapter 3 1 For reference, the current versions of Rule 14.1 and Schedule 14.1 are included as Attachment B.  CWC § 10632 (a) (7)
(A) A description of the legal authorities that empower the urban water supplier to implement and enforce its shortage response actions specified in paragraph (4) that may include, but are not limited to, statutory authorities, ordinances, resolutions, and contract provisions. (B) A statement that an urban water supplier shall declare a water shortage emergency in accordance with Chapter 3 (commencing with Section 350) of Division 1.
(C) A statement that an urban water supplier shall coordinate with any city or county within which it provides water supply services for the possible proclamation of a local emergency, as defined in Section 8558 of the Government Code.
2025 Water Shortage Contingency Plan
City of Hawthorne
April 2026
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(commencing with Section 350) of Division 1 and implement the WSCP at the appropriate Shortage Level.
2025 Water Shortage Contingency Plan
City of Hawthorne
April 2026
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Chapter 9
Financial Consequences of WSCP
In 2008, the CPUC approved the creation of a Water Revenue Adjustment Mechanism (WRAM) and Modified Cost Balancing Accounts (MCBA). The goals of the WRAM and MCBA are to sever the relationship between sales and revenue to remove the disincentive to reduce water use. The WRAM and MCBA are designed to be revenue neutral in order to ensure that both the utility and ratepayers are neither harmed nor benefitted.

In 2020, the CPUC ordered that regulated water utilities may not include the continuation of the WRAM and MCBA in their next general rate case filing but may propose the use of a MontereyStyle Revenue Adjustment Mechanism and Incremental Cost Balancing Account. As such, as of 2023 the WRAM and MCBA are no longer in place for the System Operator.

During a water shortage, the System Operator will file for a Drought Memorandum Account, or similar, to track incremental shortage-related expenses to be reviewed by the CPUC for future recovery in rates. The System Operator will also file for a Drought Lost Revenue Memorandum Account, or similar, to track reduced sales to be reviewed by the CPUC for future recovery in rates.

Both the Drought Memorandum Account and Drought Lost Revenue Memorandum Account are mechanisms that have been approved by the CPUC in previous droughts.  CWC § 10632 (a) (8)
A description of the financial consequences of, and responses for, drought conditions, including, but not limited to, all of the following:
(A) A description of potential revenue reductions and expense increases associated with activated shortage response actions described in paragraph (4).
(B) A description of mitigation actions needed to address revenue reductions and expense increases associated with activated shortage response actions described in paragraph (4). (C) A description of the cost of compliance with Chapter 3.3 (commencing with Section 365) of Division 1. 2025 Water Shortage Contingency Plan
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April 2026
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Chapter 10
Monitoring and Reporting
During the period 2014-16, in order to effectively respond to the drought, the System Operator realigned its organizational structure to ensure sufficient resources were available to implement its WSCP. The day-to-day implementation was overseen by the System Operator’s Director of Drought Management & Conservation, with the assistance of the Drought Response Project Manager. The Director of Drought Management & Conservation reported to a team of the then System Operator’s Officers (Steering Committee), including the President & CEO, the Vice President of Corporate Communications & Community Affairs, the Vice President of Customer Service & Information Technology, the Vice President of Operations, and the Vice President of Continuous Improvement.

Reporting to the Director of Drought Management & Conservation was a team of functional leads, each responsible for managing individual portions of the System Operator’s Plan. This team included the Director of Customer Service, the Water Conservation Manager, the Manager of Corporate Communications, the Water Supply Manager, and the Government & Community Relations Manager.

The System Operator will implement a similar structure to effectively manage future water shortages.

This structure includes regular meetings with reporting on items such as:
• Aggregate customer demands,
• Customer compliance with water use restrictions,
• Current and projected water supply conditions,
• Customer outreach activities,
• Customer service inquiries, and
• Operations activities (e.g., water flushing activities, leak repairs, etc.).  CWC § 10632 (a) (9) For an urban retail water supplier, monitoring and reporting requirements and procedures that ensure appropriate data is collected, tracked, and analyzed for purposes of monitoring customer compliance and to meet state reporting requirements.
2025 Water Shortage Contingency Plan
City of Hawthorne
April 2026
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Chapter 11
WSCP Refinement Procedures
The System Operator utilizes an adaptive management process to regularly assess and determine adjustments and changes to the implementation of the WSCP.  CWC § 10632 (a) (10) Reevaluation and improvement procedures for systematically monitoring and evaluating the functionality of the water shortage contingency plan in order to ensure shortage risk tolerance is adequate and appropriate water shortage mitigation strategies are implemented as needed. 2025 Water Shortage Contingency Plan
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April 2026
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Chapter 12
Plan Adoption, Submittal, and Availability
The deadline for public comments on the WSCP was June 12, 2026, three days after the public hearing. The final WSCP was formally adopted by the City of Hawthorne’s City Council and was signed by City of Hawthorne’s Mayor, on MM DD, 2026. The City’s 2025 UWMP includes a copy of the signed Resolution of UWMP and WSCP Adoption and contains the following:
• Letters sent to and received from various agencies regarding the UWMP and WSCP; and, • Correspondence between the System Operator and participating agencies.

The City’s 2025 UWMP and WSCP were submitted to DWR within 30 days of adoption and by the July 1, 2026 deadline. The submittal was done electronically through DWR’s Water Use Efficiency Data Portal, an online submittal tool. The adopted WSCP was also sent to the California State Library and to the cities and counties listed in Table 10-1 of the City’s 2025 UWMP.

On MM DD, 2026, electronic versions of the draft 2025 UWMP and WSCP were made available for review on by visiting the current the System Operator’s website:
https://www.calwater.com/conservation/uwmp2025.
 CWC § 10632 (c) The urban water supplier shall make available the water shortage contingency plan prepared pursuant to this article to its customers and any city or county within which it provides water supplies no later than 30 days after adoption of the water shortage contingency plan.

Attachment A
Key Drought Response Tool Tables and Charts
Agency Name Hawthorne
Total Population Served 46,392
Conservation Goal (%) 10%
Drought Shortage Level Shortage Level 1
Number of Residential Accounts 5,556
Number of Commercial, Industrial, and
Institutional (CII) Accounts 649
Number of Dedicated Irrigation Accounts 0
Baseline Year(s) 2024
Percentage of Residential Indoor Use
During Minimum Month (%) 98%
Percentage of CII Indoor Use
During Minimum Month (%) 87%
Comments
Enter Agency Information
City of Hawthorne
1 - Home
Track production and water savings against the conservation target.

Navigation
Download and read the guide before using this Tool
Enter agency information
Enter Baseline Year production and use
Review and confirm entered information
Select Drought Response Actions and input estimated water savings and implementation rates.

Review estimated water production and compare estimated savings to conservation target.

Drought Response Tool
Home Input Baseline
Year Water Use
Baseline Year
Water Use
Profile
Drought
Response
Actions
Estimated
Water Savings
Drought
Response
Tracking
1 - HOME
2 - INPUT BASELINE

YEAR WATER USE
3 - BASELINE YEAR

WATER USE
4 - DROUGHT

RESPONSE ACTIONS
5 - ESTIMATED

WATER SAVINGS
6 - DROUGHT

RESPONSE TRACKING

USER'S GUIDE
Worksheet 1 - Home

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Date Printed: 4/23/2026
Drought Response Tool
© 2015 Erler & Kalinowski, Inc.

City of Hawthorne
1 - Home
Drought Response Tool
Home Input Baseline
Year Water Use
Baseline Year
Water Use
Profile
Drought
Response
Actions
Estimated
Water Savings
Drought
Response
Tracking
For questions about this tool or for additional information, contact:

Anona Dutton, P.G., C.Hg.
[email protected]
(650) 292-9100
Disclaimer: This electronic file is being provided by EKI Environment & Water Inc. (EKI; fomerly Erler & Kalinowski, Inc.) at the request of (CLIENT). The Drought Response Tool was transmitted to CLIENT in electronic format, on a CD dated [DATE] (Original Document). Only the Original Document, provided to, and for the sole benefit of, CLIENT constitutes EKI’s professional work product. An electronic copy of the Drought Response Tool is provided to CLIENT’s Customer Agencies, for use only by CLIENT-designated Customer Agencies. The Drought Response Tool is copyrighted by EKI. All rights are reserved by EKI, and content may not be reproduced, downloaded, disseminated, published, or transferred in any form or by any means, except with the prior written permission of EKI. Customer Agencies may use the Drought Response Tool for reviewing potential drought response alternatives. The delivery to, or use by, Customer Agencies of the Drought Response Tool does not provide rights of reliance by Client Agencies or other third parties without the express written consent of EKI and subject to the execution of an agreement between such Customer Agency or other third party and EKI. EKI makes no warranties, either express or implied, of the electronic media or regarding its merchantability, applicability, compatibility with the recipients’ computer equipment or software; of the fitness for any particular purpose; or that the electronic media contains no defect or is virus free. Use of EKI’s Drought Response Tool, other electronic media, or other work product by Client Agency or others shall be at the party’s sole risk. Further, by use of this electronic media, the user agrees, to the fullest extent permitted by law, to defend, indemnify and hold harmless EKI, CLIENT, and their officers, directors, employees, and subconsultants against all damages, liabilities or costs, including reasonable attorneys’ fees and defense costs, arising from any use, modification or changes made to the electronic files by anyone other than EKI or from any unauthorized distribution or reuse of the electronic files without the prior written consent of EKI. © 2015 Erler & Kalinowski, Inc.

Worksheet 1 - Home

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Date Printed: 4/23/2026
Drought Response Tool
© 2015 Erler & Kalinowski, Inc.

Units: (af)
Residential CII Dedicated Irrigation Non-Revenue
Total 3,611 2,676 720 0 215
Total Indoor 2,916 2,361 555 -- --
Total Outdoor 480 315 165 0 --
Total Non-Revenue 215 -- -- -- 215
Total Indoor % 81% 88% 77% 0% --
Total Outdoor % 13% 12% 23% 100% --
Total Non-Revenue % 6% -- -- -- 100%
3 - Baseline Year (2024) Water Use Profile
Hawthorne
Baseline Year (2024) Annual Water Use Summary
Water Use (af)
Water Use Comments
A summary of your Baseline Year water use by sector and major end use category is shown below. Select the units in which your production and use data are displayed.

Total Production
(af)
Residential
74%
CII
20%Dedicated
Irrigation
0%
Non-Revenue
6%
Baseline Year (2024) Percent Annual Water Use
by Sector
Residential CII Dedicated Irrigation Non-Revenue
88%
77%
81%
12%
23%
100%
13%
100%
6%
0 500
1,000
1,500
2,000
2,500
3,000
3,500
4,000
Residential CII Dedicated Irrigation Non-Revenue Total
(af)
Baseline Year (2024) Annual Water Use by Sector and End Use Indoor Outdoor Non-Revenue
Annual Water
Drought Response Tool
Home Input Baseline Year
Water Use
Baseline Year
Water Use Profile
Drought Response
Actions
Estimated Water
Savings
Drought Response
Tracking
Worksheet 3 - Baseline Year Water Use Profile

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Date Printed: 4/23/2026
Drought Response Tool
© 2015 Erler & Kalinowski, Inc.
3 - Baseline Year (2024) Water Use Profile
Hawthorne
Drought Response Tool
Home Input Baseline Year
Water Use
Baseline Year
Water Use Profile
Drought Response
Actions
Estimated Water
Savings
Drought Response
Tracking
0 50
100
150
200
250
300
350
400
January February March April May June July August September October November December (af)
Baseline Year (2024) Monthly Total Water Use by Sector
Residential CII Dedicated Irrigation Non-Revenue
Water Use
0 50
100
150
200
250
300
350
400
January February March April May June July August September October November December (af)
Baseline Year (2024) Monthly Indoor vs. Outdoor Water Use Indoor Outdoor Non-Revenue
Water Use
Worksheet 3 - Baseline Year Water Use Profile

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Date Printed: 4/23/2026
Drought Response Tool
© 2015 Erler & Kalinowski, Inc.

Units: (af)
Month
Baseline Year
(2024) Production
(af)
Estimated Drought
Year Production
(af)
Estimated Potential
Monthly Savings
Potential
Cumulative
Savings Conservation Goal Comments
January 301 271 10% 10% 10%
February 277 248 10% 10% 10%
March 276 251 9% 10% 10%
April 272 246 9% 10% 10%
May 279 253 9% 10% 10%
June 298 267 10% 10% 10%
July 340 302 11% 10% 10%
August 296 266 10% 10% 10%
September 346 306 11% 10% 10%
October 311 279 10% 10% 10%
November 303 271 10% 10% 10%
December 312 280 10% 10% 10%
Hawthorne
Estimated Monthly Water Use and Savings Summary
5 - Estimated Water Savings - Shortage Level 1
This provides a summary of the estimated production relative to Baseline Year production and potential water savings, assuming implementation of selected actions at the water savings and implementation rates indicated in the Drought Response Actions worksheet. Select the units that your production data are displayed in. 10% 10%
9% 9% 9%
10%
11%
10%
11%
10% 10% 10% 10% 10% 10% 10% 10% 10% 10% 10% 10% 10% 10% 10% Conservation Goal,
10%
0%
2%
4%
6%
8%
10%
12%
14%
January
February
March
April
May
June
July
August
September
October
NovemberDecember
Estimated Potential Monthly Water Savings
Estimated Potential Monthly Savings Potential Cumulative Savings 0 50
100
150
200
250
300
350
400
January
February
March
April
May
June
July
August
September
October
NovemberDecember
(af)
Baseline Year(s) Production vs. Estimated Production
Baseline Year (2024) Production (af) Estimated Drought Year Production (af) Production
Drought Response Tool
Home Input Baseline Year
Water Use
Baseline Year Water
Use Profile
Drought Response
Actions
Estimated Water
Savings
Drought Response
Tracking
Worksheet 5 - Estimated Water Savings

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Date Printed: 4/23/2026
Drought Response Tool
© 2015 Erler & Kalinowski, Inc.

Agency Name Hawthorne
Total Population Served 46,392
Conservation Goal (%) 20%
Drought Shortage Level Shortage Level 2
Number of Residential Accounts 5,556
Number of Commercial, Industrial, and
Institutional (CII) Accounts 649
Number of Dedicated Irrigation Accounts 0
Baseline Year(s) 2024
Percentage of Residential Indoor Use
During Minimum Month (%) 98%
Percentage of CII Indoor Use
During Minimum Month (%) 87%
Comments
Enter Agency Information
City of Hawthorne
1 - Home
Track production and water savings against the conservation target.

Review estimated water production and compare estimated savings to conservation target.

Drought Response Tool
Home Input Baseline
Year Water Use
Baseline Year
Water Use
Profile
Drought
Response
Actions
Estimated
Water Savings
Drought
Response
Tracking
1 - HOME
2 - INPUT BASELINE

YEAR WATER USE
3 - BASELINE YEAR

WATER USE
4 - DROUGHT

RESPONSE ACTIONS
5 - ESTIMATED

WATER SAVINGS
6 - DROUGHT

RESPONSE TRACKING

USER'S GUIDE
Worksheet 1 - Home

Page 1 of 3 ends

Date Printed: 4/23/2026
Drought Response Tool
© 2015 Erler & Kalinowski, Inc.

Units: (af)
Month
Baseline Year
(2024) Production
(af)
Estimated Drought
Year Production
(af)
Estimated Potential
Monthly Savings
Potential
Cumulative
Savings Conservation Goal Comments
January 301 241 20% 20% 20%
February 277 221 20% 20% 20%
March 276 224 19% 20% 20%
April 272 219 19% 20% 20%
May 279 226 19% 19% 20%
June 298 238 20% 20% 20%
July 340 269 21% 20% 20%
August 296 238 20% 20% 20%
September 346 272 21% 20% 20%
October 311 249 20% 20% 20%
November 303 242 20% 20% 20%
December 312 249 20% 20% 20%
Hawthorne
Estimated Monthly Water Use and Savings Summary
5 - Estimated Water Savings - Shortage Level 2
This provides a summary of the estimated production relative to Baseline Year production and potential water savings, assuming implementation of selected actions at the water savings and implementation rates indicated in the Drought Response Actions worksheet. Select the units that your production data are displayed in. 20%
20%
19%
19% 19%
20%
21%
20%
21%
20% 20% 20%
20% 20%
20% 20% 19% 20%
20% 20%
20% 20% 20% 20%
Conservation Goal,
20%
18%
18%
19%
19%
20%
20%
21%
21%
22%
January
February
March
April
May
June
July
August
September
October
NovemberDecember
Estimated Potential Monthly Water Savings
Estimated Potential Monthly Savings Potential Cumulative Savings 0 50
100
150
200
250
300
350
400
January
February
March
April
May
June
July
August
September
October
NovemberDecember
(af)
Baseline Year(s) Production vs. Estimated Production
Baseline Year (2024) Production (af) Estimated Drought Year Production (af) Production
Drought Response Tool
Home Input Baseline Year
Water Use
Baseline Year Water
Use Profile
Drought Response
Actions
Estimated Water
Savings
Drought Response
Tracking
Worksheet 5 - Estimated Water Savings

Page 3 of 3 ends

Date Printed: 4/23/2026
Drought Response Tool
© 2015 Erler & Kalinowski, Inc.

Agency Name Hawthorne
Total Population Served 46,392
Conservation Goal (%) 30%
Drought Shortage Level Shortage Level 3
Number of Residential Accounts 5,556
Number of Commercial, Industrial, and
Institutional (CII) Accounts 649
Number of Dedicated Irrigation Accounts 0
Baseline Year(s) 2024
Percentage of Residential Indoor Use
During Minimum Month (%) 98%
Percentage of CII Indoor Use
During Minimum Month (%) 87%
Comments
Enter Agency Information
City of Hawthorne
1 - Home
Track production and water savings against the conservation target.

Review estimated water production and compare estimated savings to conservation target.

Drought Response Tool
Home Input Baseline
Year Water Use
Baseline Year
Water Use
Profile
Drought
Response
Actions
Estimated
Water Savings
Drought
Response
Tracking
1 - HOME
2 - INPUT BASELINE

YEAR WATER USE
3 - BASELINE YEAR

WATER USE
4 - DROUGHT

RESPONSE ACTIONS
5 - ESTIMATED

WATER SAVINGS
6 - DROUGHT

RESPONSE TRACKING

USER'S GUIDE
Worksheet 1 - Home

Page 1 of 3 ends

Date Printed: 4/23/2026
Drought Response Tool
© 2015 Erler & Kalinowski, Inc.

Units: (af)
Month
Baseline Year
(2024) Production
(af)
Estimated Drought
Year Production
(af)
Estimated Potential
Monthly Savings
Potential
Cumulative
Savings Conservation Goal Comments
January 301 211 30% 30% 30%
February 277 193 30% 30% 30%
March 276 195 30% 30% 30%
April 272 191 30% 30% 30%
May 279 197 30% 30% 30%
June 298 208 30% 30% 30%
July 340 237 30% 30% 30%
August 296 208 30% 30% 30%
September 346 240 31% 30% 30%
October 311 218 30% 30% 30%
November 303 212 30% 30% 30%
December 312 218 30% 30% 30%
Hawthorne
Estimated Monthly Water Use and Savings Summary
5 - Estimated Water Savings - Shortage Level 3
This provides a summary of the estimated production relative to Baseline Year production and potential water savings, assuming implementation of selected actions at the water savings and implementation rates indicated in the Drought Response Actions worksheet. Select the units that your production data are displayed in. 30%
30%
30% 30% 30%
30%
30%
30%
31%
30%
30% 30%
30% 30%
30%
30% 30%
30%
30% 30%
30% 30% 30% 30%
Conservation Goal,
30%
29%
29%
29%
30%
30%
30%
30%
30%
31%
31%
January
February
March
April
May
June
July
August
September
October
NovemberDecember
Estimated Potential Monthly Water Savings
Estimated Potential Monthly Savings Potential Cumulative Savings 0 50
100
150
200
250
300
350
400
January
February
March
April
May
June
July
August
September
October
NovemberDecember
(af)
Baseline Year(s) Production vs. Estimated Production
Baseline Year (2024) Production (af) Estimated Drought Year Production (af) Production
Drought Response Tool
Home Input Baseline Year
Water Use
Baseline Year Water
Use Profile
Drought Response
Actions
Estimated Water
Savings
Drought Response
Tracking
Worksheet 5 - Estimated Water Savings

Page 3 of 3 ends

Date Printed: 4/23/2026
Drought Response Tool
© 2015 Erler & Kalinowski, Inc.

Agency Name Hawthorne
Total Population Served 46,392
Conservation Goal (%) 40%
Drought Shortage Level Shortage Level 4
Number of Residential Accounts 5,556
Number of Commercial, Industrial, and
Institutional (CII) Accounts 649
Number of Dedicated Irrigation Accounts 0
Baseline Year(s) 2024
Percentage of Residential Indoor Use
During Minimum Month (%) 98%
Percentage of CII Indoor Use
During Minimum Month (%) 87%
Comments
Enter Agency Information
City of Hawthorne
1 - Home
Track production and water savings against the conservation target.

Review estimated water production and compare estimated savings to conservation target.

Drought Response Tool
Home Input Baseline
Year Water Use
Baseline Year
Water Use
Profile
Drought
Response
Actions
Estimated
Water Savings
Drought
Response
Tracking
1 - HOME
2 - INPUT BASELINE

YEAR WATER USE
3 - BASELINE YEAR

WATER USE
4 - DROUGHT

RESPONSE ACTIONS
5 - ESTIMATED

WATER SAVINGS
6 - DROUGHT

RESPONSE TRACKING

USER'S GUIDE
Worksheet 1 - Home

Page 1 of 3 ends

Date Printed: 4/23/2026
Drought Response Tool
© 2015 Erler & Kalinowski, Inc.

Units: (af)
Month
Baseline Year
(2024) Production
(af)
Estimated Drought
Year Production
(af)
Estimated Potential
Monthly Savings
Potential
Cumulative
Savings Conservation Goal Comments
January 301 182 40% 40% 40%
February 277 166 40% 40% 40%
March 276 173 38% 39% 40%
April 272 169 38% 39% 40%
May 279 174 38% 39% 40%
June 298 178 40% 39% 40%
July 340 196 42% 39% 40%
August 296 180 39% 39% 40%
September 346 195 44% 40% 40%
October 311 185 40% 40% 40%
November 303 180 41% 40% 40%
December 312 185 41% 40% 40%
Hawthorne
Estimated Monthly Water Use and Savings Summary
5 - Estimated Water Savings - Shortage Level 4
This provides a summary of the estimated production relative to Baseline Year production and potential water savings, assuming implementation of selected actions at the water savings and implementation rates indicated in the Drought Response Actions worksheet. Select the units that your production data are displayed in. 40%
40%
38%
38% 38%
40%
42%
39%
44%
40% 41% 41%
40% 40%
39% 39% 39% 39%
39% 39%
40% 40% 40% 40%
Conservation Goal,
40%
34%
35%
36%
37%
38%
39%
40%
41%
42%
43%
44%
January
February
March
April
May
June
July
August
September
October
NovemberDecember
Estimated Potential Monthly Water Savings
Estimated Potential Monthly Savings Potential Cumulative Savings 0 50
100
150
200
250
300
350
400
January
February
March
April
May
June
July
August
September
October
NovemberDecember
(af)
Baseline Year(s) Production vs. Estimated Production
Baseline Year (2024) Production (af) Estimated Drought Year Production (af) Production
Drought Response Tool
Home Input Baseline Year
Water Use
Baseline Year Water
Use Profile
Drought Response
Actions
Estimated Water
Savings
Drought Response
Tracking
Worksheet 5 - Estimated Water Savings

Page 3 of 3 ends

Date Printed: 4/23/2026
Drought Response Tool
© 2015 Erler & Kalinowski, Inc.

Agency Name Hawthorne
Total Population Served 46,392
Conservation Goal (%) 45%
Drought Shortage Level Shortage Level 5
Number of Residential Accounts 5,556
Number of Commercial, Industrial, and
Institutional (CII) Accounts 649
Number of Dedicated Irrigation Accounts 0
Baseline Year(s) 2024
Percentage of Residential Indoor Use
During Minimum Month (%) 98%
Percentage of CII Indoor Use
During Minimum Month (%) 87%
Comments
Enter agency information
Enter Baseline Year production and use
Review and confirm entered information
Select Drought Response Actions and input estimated water savings and implementation rates.

Review estimated water production and compare estimated savings to conservation target.

Enter Agency Information
City of Hawthorne
1 - Home
Track production and water savings against the conservation target.

Navigation
Download and read the guide before using this Tool
Drought Response Tool
Home Input Baseline
Year Water Use
Baseline Year
Water Use
Profile
Drought
Response
Actions
Estimated
Water Savings
Drought
Response
Tracking
1 - HOME
2 - INPUT BASELINE

YEAR WATER USE
3 - BASELINE YEAR

WATER USE
4 - DROUGHT

RESPONSE ACTIONS
5 - ESTIMATED

WATER SAVINGS
6 - DROUGHT

RESPONSE TRACKING

USER'S GUIDE
Worksheet 1 - Home

Page 1 of 3 ends

Date Printed: 4/23/2026
Drought Response Tool
© 2015 Erler & Kalinowski, Inc.

Units: (af)
Month
Baseline Year
(2024) Production
(af)
Estimated Drought
Year Production
(af)
Estimated Potential
Monthly Savings
Potential
Cumulative
Savings Conservation Goal Comments
January 301 167 44% 44% 45%
February 277 152 45% 45% 45%
March 276 163 41% 44% 45%
April 272 159 42% 43% 45%
May 279 164 41% 43% 45%
June 298 163 45% 43% 45%
July 340 174 49% 44% 45%
August 296 167 44% 44% 45%
September 346 170 51% 45% 45%
October 311 169 46% 45% 45%
November 303 164 46% 45% 45%
December 312 169 46% 45% 45%
Hawthorne
Estimated Monthly Water Use and Savings Summary
5 - Estimated Water Savings - Shortage Level 5
This provides a summary of the estimated production relative to Baseline Year production and potential water savings, assuming implementation of selected actions at the water savings and implementation rates indicated in the Drought Response Actions worksheet. Select the units that your production data are displayed in. 44% 45%
41% 42% 41%
45%
49%
44%
51%
46% 46% 46% 44% 45% 44% 43% 43% 43% 44% 44% 45% 45% 45% 45% Conservation Goal,
45%
0%
10%
20%
30%
40%
50%
60%
January
February
March
April
May
June
July
August
September
October
NovemberDecember
Estimated Potential Monthly Water Savings
Estimated Potential Monthly Savings Potential Cumulative Savings 0 50
100
150
200
250
300
350
400
January
February
March
April
May
June
July
August
September
October
NovemberDecember
(af)
Baseline Year(s) Production vs. Estimated Production
Baseline Year (2024) Production (af) Estimated Drought Year Production (af) Production
Drought Response Tool
Home Input Baseline Year
Water Use
Baseline Year Water
Use Profile
Drought Response
Actions
Estimated Water
Savings
Drought Response
Tracking
Worksheet 5 - Estimated Water Savings

Page 3 of 3 ends

Date Printed: 4/23/2026
Drought Response Tool
© 2015 Erler & Kalinowski, Inc.

Agency Name City of Hawthorne
Total Population Served 46,392
Conservation Goal (%) 50%
Drought Shortage Level Shortage Level 6
Number of Residential Accounts 5,556
Number of Commercial, Industrial, and
Institutional (CII) Accounts 649
Number of Dedicated Irrigation Accounts 0
Baseline Year(s) 2024
Percentage of Residential Indoor Use
During Minimum Month (%) 98%
Percentage of CII Indoor Use
During Minimum Month (%) 87%
Comments
Enter Agency Information
City of Hawthorne
1 - Home
Track production and water savings against the conservation target.

Review estimated water production and compare estimated savings to conservation target.

Drought Response Tool
Home Input Baseline
Year Water Use
Baseline Year
Water Use
Profile
Drought
Response
Actions
Estimated
Water Savings
Drought
Response
Tracking
1 - HOME
2 - INPUT BASELINE

YEAR WATER USE
3 - BASELINE YEAR

WATER USE
4 - DROUGHT

RESPONSE ACTIONS
5 - ESTIMATED

WATER SAVINGS
6 - DROUGHT

RESPONSE TRACKING

USER'S GUIDE
Worksheet 1 - Home

Page 1 of 3 ends

Date Printed: 4/23/2026
Drought Response Tool
© 2015 Erler & Kalinowski, Inc.

Units: (af)
Month
Baseline Year
(2024) Production
(af)
Estimated Drought
Year Production
(af)
Estimated Potential
Monthly Savings
Potential
Cumulative
Savings Conservation Goal Comments
January 301 152 49% 49% 50%
February 277 138 50% 50% 50%
March 276 152 45% 48% 50%
April 272 147 46% 48% 50%
May 279 152 46% 47% 50%
June 298 148 50% 48% 50%
July 340 154 55% 49% 50%
August 296 152 49% 49% 50%
September 346 149 57% 50% 50%
October 311 153 51% 50% 50%
November 303 148 51% 50% 50%
December 312 153 51% 50% 50%
City of Hawthorne
Estimated Monthly Water Use and Savings Summary
5 - Estimated Water Savings - Shortage Level 6
This provides a summary of the estimated production relative to Baseline Year production and potential water savings, assuming implementation of selected actions at the water savings and implementation rates indicated in the Drought Response Actions worksheet. Select the units that your production data are displayed in. 49% 50%
45% 46% 46%
50%
55%
49%
57%
51% 51% 51% 49% 50% 48% 48% 47% 48% 49% 49% 50% 50% 50% 50% Conservation Goal,
50%
0%
10%
20%
30%
40%
50%
60%
January
February
March
April
May
June
July
August
September
October
NovemberDecember
Estimated Potential Monthly Water Savings
Estimated Potential Monthly Savings Potential Cumulative Savings 0 50
100
150
200
250
300
350
400
January
February
March
April
May
June
July
August
September
October
NovemberDecember
(af)
Baseline Year(s) Production vs. Estimated Production
Baseline Year (2024) Production (af) Estimated Drought Year Production (af) Production
Drought Response Tool
Home Input Baseline Year
Water Use
Baseline Year Water
Use Profile
Drought Response
Actions
Estimated Water
Savings
Drought Response
Tracking
Worksheet 5 - Estimated Water Savings

Page 3 of 3 ends

Date Printed: 4/23/2026
Drought Response Tool
© 2015 Erler & Kalinowski, Inc.

Attachment B
CPUC Rule and Schedule 14.1

CALIFORNIA WATER SERVICE COMPANY
1720 North First Street
San Jose, CA 95112
(408) 367-8200
Revised Cal. P.U.C. Sheet No. 12558-W
Cancelling Cal. P.U.C. Sheet No. 10746-W
Rule No. 14.1 Page 1

A) APPLICABILITY

1. This rule applies to all of California Water Service’s regulated ratemaking areas in California, as well as Grand Oaks Water.

B) GENERAL INFORMATION

1. All expenses incurred by California Water Service to implement Rule 14.1, and Schedule

14.1, that have not been considered in a General Rate Case or other proceeding shall be accumulated by Cal Water in a separate memorandum account, authorized by the Commission, for disposition as directed or authorized from time to time by the Commission.

C) DEFINITIONS
For the purposes of this Rule, the following terms have the meanings set forth in this section.

1. “Commercial nursery” means the use of land, buildings or structures for the growing and/or storing of flowers, fruit, trees, ornamental trees, vegetable plants, shrubs, trees and similar vegetation for the purpose of transplanting, for use as stock or grafting, and includes the retail sale or wholesale distribution of such items directly from the premises/lot.

2. “Drip irrigation system” means a non-spray, low-pressure, and low volume irrigation system utilizing emission devices with a precipitation or flow rate measured in gallons per hour (GPH), designed to slowly apply small volumes of water at or near the root zone of plants or other landscaping.

3. “Flow rate” means the rate at which water flows through pipes, valves, and emission devices, measured in gallons per minute (GPM), gallons per hour (GPH), inches per hour (IPH), hundred cubic feet (Ccf), or cubic feet per second (CFS).

4. “Flow-restricting device” means valves, orifices, or other devices that reduce the flow of potable water through a service line, which are capable of providing the premise with a minimum flow rate of 0.5 gallons per minute.

5. “High-efficiency sprinkler systems” means an irrigation system with emission devices, such as sprinkler heads or nozzles, with a precipitation or flow rate no greater than on IPH.

6. “Irrigation” means the application of potable water by artificial means to landscape. (C)
(L)
(T)
(T)
(D)
(C)
(C)
(L)
This tariff has been approved by the California
Public Utilities Commission and is effective 7/14/2021.

CALIFORNIA WATER SERVICE COMPANY
1720 North First Street
San Jose, CA 95112
(408) 367-8200
Revised Cal. P.U.C. Sheet No. 12559-W
Cancelling Cal. P.U.C. Sheet No. 10745-W
Rule No. 14.1 Page 2

7. “Irrigation system” means the components of a system meant to apply water to an area for the purpose of irrigation, including, but not limited to, piping, fittings, sprinkler heads or nozzles, drip tubing, valves, and control wiring.

8. “Landscape” means all of the outdoor planting areas, turf areas, and water features at a particular location.

9. “Measurable rainfall” means any amount of precipitation of more than one-quarter of an inch (0.25”).

10. “Micro spray irrigation system” means a low-pressure, low-volume irrigation system utilizing emission devices that spray, mist, sprinkle, or drip with a precipitation or flow rate measured in GPH, designed to slowly apply small volumes of water to a specific area.

11. “Ornamental landscape” means shrubs, bushes, flowers, ground cover, turf, lawns, and grass planted for the purpose of improving the aesthetic appearance of property, but does not include crops or other agricultural products or special landscape areas.

12. “Ornamental turf” means a ground cover surface of grass that can be mowed and is planted for the purpose of improving the aesthetic appearance of the property, but does not include crops or other agricultural products or special landscape areas.

13. “Plumbing fixture” means a receptacle or device that is connected to a water supply system, including, but not limited to, pipes, toilets, urinals, showerheads, faucets, washing machines, water heaters, tubs, and dishwashers.

14. “Potable water” means water supplied by Cal Water which conforms to the federal and state standards for human consumption.

15. “Properly programmed” means a smart irrigation controller that has been programmed according to the manufacturer’s instructions and site-specific conditions.

16. “Real-time water measurement device” means a device or system that provides regularly updated electronic information regarding the customer’s water use.

17. “Runoff” means water which is not absorbed by the soil or landscape to which it is applied and flows from the landscape onto other areas.

18. “Smart irrigation controller” means an automatic device used to remotely control valves that operate an irrigation that has been tested by an American National Standards Institute accredited third-party certifying body or laboratory in accordance with the Environmental Protection Agency’s WaterSense program (or an analogous successor program), and certified by such body or laboratory as meetings the performance and efficiency requirements of such program, or the more stringent performance and efficiency requirements of another similar program.
(L)
(C)
(C)
(L)
This tariff has been approved by the California
Public Utilities Commission and is effective 7/14/2021.

CALIFORNIA WATER SERVICE COMPANY
1720 North First Street
San Jose, CA 95112
(408) 367-8200
Revised Cal. P.U.C. Sheet No. 12560-W
Cancelling Cal. P.U.C. Sheet No. 10744-W
Rule No. 14.1 Page 3

19. “Special landscape area” means an area of landscape dedicated solely to edible plants and areas dedicated to active play such as parks, sports fields, golf courses, and where turf provides a playing surface.

20. “Turf” means a ground cover surface of grass that can be mowed.

21. “Water feature” means a design element where open, artificially supplied water performs an aesthetic or recreation feature, including, but not limited to, ponds, lakes, waterfalls, fountains, and streams.

22. “Water use evaluation” means an evaluation of the efficiency of indoor water-using devices, including, but not limited to, measurement of flow rates for all existing showerheads, faucets, and toilets, inspection for leaks, and providing written recommendations to improve the efficiency of the indoor water-using fixtures and devices and/or an evaluation of the performance of an irrigation system, including, but not limited to, inspection for leaks, reporting of overspray or runoff, and providing written recommendations to improve the performance of the irrigation system.

D) ENFORCEMENT
This Rule establishes certain restrictions on the use of potable water. Violating the restrictions set forth is declared a non-essential, wasteful use of potable water. Cal Water is authorized to take the following actions when its personnel verify a customer is using potable water for non-essential, wasteful uses. No person shall have any right or claim in law or in equity against Cal Water because of, or as a result of, any matter or thing done or threatened to be done pursuant to the restrictions on using potable water for nonessential, wasteful uses.

1. FIRST VIOLATION
Cal Water shall provide the customer with a written notice of violation. In addition, Cal Water is authorized to take the following actions:
a) If the customer currently receives service through a metered connection, install a real-time water measurement device on the customer’s service line and provide the customer with access to information from the device. The cost of the device, including installation and on-going operating costs, may be billed to the customer, and nonpayment may result in discontinuation of service. b)
(L)
(T)
(T)
(C)
(N)
(L)(N)
This tariff has been approved by the California
Public Utilities Commission and is effective 7/14/2021.

CALIFORNIA WATER SERVICE COMPANY
1720 North First Street
San Jose, CA 95112
(408) 367-8200
Revised Cal. P.U.C. Sheet No. 12561-W
Cancelling Cal. P.U.C. Sheet No. 10743-W
Rule No. 14.1 Page 4

1. FIRST VIOLATION (continued)
b) If the customer does not currently receive service through a metered connection, install a water meter on the customer’s service line, charge the customer for water use pursuant to Cal Water’s metered service tariffs and rules, and install a real-time water measurement device on the customer’s service line and provide the customer with access to information from the device. The cost of the device, including installation and ongoing operating costs, may be billed to the customer, and nonpayment may result in discontinuance of service.

2. SECOND VIOLATION
If Cal Water verifies that the customer has used potable water for non-essential, wasteful uses after having been notified of the first violation, Cal Water shall provide the customer with a second written notice of violation and is authorized to install a flow-restricting device on the customer’s service line. Cal Water shall not be held liable for any injuries, damages, and/or consequences arising from the installation of a flowrestricting device.

3. NOTICES OF VIOLATION:
a) Unless otherwise specified, written notices of violation provided to customers pursuant to this Rule shall document the verified violation and alert the customer to the fact that future violations of the restricted uses of potable water may result in a real-time water measurement device being installed on the customer’s service line at the customers expense, the installation of a flow-restricting device on the customer’s service line, or the discontinuation of the customer’s service. b) If Cal Water elects to install a flow-restricting device on a customer’s service line, the written notice shall document the steps the customer must take in order for the flow-restricting device to be removed, and shall explain that after the flowrestricting device is removed, it may be reinstalled, without further notice, if the customer is again verified by Cal Water to be using potable water for non-essential, wasteful uses.

4. FLOW RESTRICTING DEVICE CONDITIONS
The installation of a flow-restricting device on a customer’s service line is subject to the following conditions:
(L)
(N)
(N)
(T)
(T)
(T)
(T)
(T)
(T)
(T)
(L)
This tariff has been approved by the California
Public Utilities Commission and is effective 7/14/2021.

CALIFORNIA WATER SERVICE COMPANY
1720 North First Street
San Jose, CA 95112
(408) 367-8200
Revised Cal. P.U.C. Sheet No. 12562-W
Cancelling Cal. P.U.C. Sheet No. 10742-W
Rule No. 14.1 Page 5

4. FLOW RESTRICTING DEVICE CONDITIONS (continued)
a) The device shall be capable of providing the premise with a minimum flow rate of

0.5 gallons per minute.
b) The device may only be removed by Cal Water, and only after a minimum three-day period has elapsed.
c) Any tampering with the device may result in the discontinuation of the customer’s water service and the customer being charged for any damage to Cal Water’s equipment or facilities and any required service visits. d) After the removal of the device, if Cal Water’s personnel verify that the customer is using potable water for non-essential, wasteful uses, Cal Water may install another flow-restricting device without prior notice. This device shall remain in place until water supply conditions warrant its removal. If, despite the installation of the device, Cal Water’s personnel verifies that the customer is using potable water for non-essential, wasteful uses, then Cal Water may discontinue the customer’s water service, as provided in its Rule No. 11.

5. FLOW RESTRICTING DEVICE REMOVAL CHARGES
The charge to customers for removal of a flow-restricting device installed pursuant to this Rule is $100 during normal business hours, and $150 for the device to be removed outside of normal business hours.

E) WASTEFUL USES OF WATER
Except where necessary to address an immediate health or safety need or to comply with a term or condition in a permit issued by a state or federal agency, customers are prohibited, at all times, from using potable water for the following actions, as each is declared a nonessential, wasteful use of water:
a) Outdoor Irrigation Restrictions
(i) Irrigating ornamental landscape with potable water is prohibited during the hours between 8:00 a.m. and 6:00 p.m.
(ii) The foregoing irrigation restriction does not apply to:
(1) Landscape irrigation zones that exclusively use drip irrigation systems and/or micro spray irrigation systems;
(L)
(C)
(C)
(T)
(T)
(T)
(T)
(C)
(L) (C)
This tariff has been approved by the California
Public Utilities Commission and is effective 7/14/2021.

CALIFORNIA WATER SERVICE COMPANY
1720 North First Street
San Jose, CA 95112
(408) 367-8200
Revised Cal. P.U.C. Sheet No. 12563-W
Cancelling Cal. P.U.C. Sheet No. 10741-W
Rule No. 14.1 Page 6

NON-ESSENTIAL, WASTEFUL USES OF POTABLE WATER (C)
(Continued)
(To be inserted by utility) Issued By (To be inserted by CPUC) Advice Letter 2412 Greg A. Milleman Date Filed
Decision Vice President Effective
Resolution
E) WASTEFUL USES OF WATER (continued)
a) Outdoor Irrigation Restrictions (continued)
(ii) The foregoing irrigation restriction does not apply to: (continued) . . .
(2) Irrigating ornamental landscapes with the use of a hand-held bucket or similar container, with a continuously monitored hose which is fitted with an automatic shut-off nozzle or device attached to it that causes it to cease dispensing water immediately when not it use or monitored, or for the express purpose of adjusting or repairing an irrigation system. b) Obligation to Fix Leaks, Breaks, or Malfunctions: All leaks, breaks, or other malfunctions in the customer’s plumbing fixtures and/or irrigation system must be repaired within five (5) business days of written notification by Cal Water, unless other arrangements are made with Cal Water.
c) Prohibited Uses of Water: Customers are prohibited from using potable water for the following actions:
(i) The application of potable water to landscapes in a manner that causes runoff such that water flows onto adjacent property, non-irrigated areas, private and public walkways, roadways, parking lots, or structures; (ii) The use of a hose that dispenses potable water to wash vehicles, including cars, trucks, buses, boats, aircraft, and trailers, whether motorized or not, except where the hose is fitted with a shut-off nozzle or device attached to it that causes it to cease dispensing water immediately when not in use; (iii) The application of potable water to driveways and sidewalks; (iv) The use of potable water in a water feature, except where the water is part of a recirculating system;
(v) The application of potable water to outdoor landscapes during and within forty-eight (48) hours after measurable rainfall (see Definitions); (vi) Irrigation outside of newly constructed homes and buildings with potable water in a manner inconsistent with regulations or other requirements established by the California Building Standards Commission, the Department of Housing and Community Development, or other state agency. (vii) The serving or drinking water other than upon request in eating and drinking establishments, including but not limited to restaurants, hotels, cafes, cafeterias, bars, or other public places where food or drink are served and/or purchased;
(L)
(C)
(L) (C)
This tariff has been approved by the California
Public Utilities Commission and is effective 7/14/2021.

CALIFORNIA WATER SERVICE COMPANY
1720 North First Street
San Jose, CA 95112
(408) 367-8200
Revised Cal. P.U.C. Sheet No. 12564-W
Cancelling Cal. P.U.C. Sheet No. 10740-W
Rule No. 14.1 Page 7

F) ADOPTION OF SCHEDULE NO. 14.1 - STAGED MANDATORY REDUCTIONS AND DROUGHT

SURCHARGES

1. Addition of Schedule No. 14.1
If, in the opinion of Cal Water, more stringent water conservation measures are required due to supply conditions or government directive, Cal Water may request the addition of Schedule No. 14.1 – Staged Mandatory Reductions and Drought Surcharges, via a Tier 2 advice letter.
a) Cal Water may not activate Schedule No. 14.1 until it has been authorized to do so by the California Public Utilities Commission, as delegated to its Division of Water and Audits.
b) A Schedule No. 14.1 that has been authorized by the California Public Utilities Commission shall remain dormant until triggered by specific conditions detailed in the Schedule No. 14.1 tariff and Cal Water has requested and received authorization for activating a stage by the California Public Utilities Commission. c) Notice of the Tier 2 advice letter and associated public participation hearing, if required, shall be provided to customers through a bill insert or a direct mailing, as set forth in Subsection 5 (Public Notice) below.
d) Cal Water shall comply with all requirements of Sections 350-358 of the California Water Code.
e) The Tier 2 advice letter requesting the addition of a Schedule No. 14.1 shall include, but not be limited to:
(i) A proposed Schedule No. 14.1 tariff, which shall include but not be limited to:
(1) Applicability;
(2) Territory applicable to;
(L)
(C)
(C)
(D)
(T)
(T)
(T)
(L)
This tariff has been approved by the California
Public Utilities Commission and is effective 7/14/2021.

CALIFORNIA WATER SERVICE COMPANY
1720 North First Street
San Jose, CA 95112
(408) 367-8200
Revised Cal. P.U.C. Sheet No. 12565-W
Cancelling Cal. P.U.C. Sheet No. 10739-W
Rule No. 14.1 Page 8

1. Addition of Schedule No. 14.1 (continued)
e) The Tier 2 advice letter requesting the addition of a Schedule No. 14.1 shall include, but not be limited to: (continued)
(i) A proposed Schedule No. 14.1 tariff, which shall include but not be limited to:
(continued)
. . .
(3) A detailed description of each stage (the number of stages requested for a ratemaking area may vary depending on the specifics of the water shortage event);
(4) A detailed description of the trigger(s) that activates each stage; (5) A detailed description of each water use restriction for each stage of water budgets;
(6) Water use violation levels, written warning levels, associated penalties, if applicable, and exception procedures;
(7) Conditions for the installation of a flow-restricting device; (8) Charges for the removal of a flow-restricting device; and (9) Special conditions.
(ii) Justification for, and documentation and calculations in support of the water budgets.

2. Conditions for Activating Schedule No. 14.1
Cal Water may file a Tier 1 advice letter to request activation of a particular stage of Schedule No. 14.1 tariff if:
a) Cal Water, the California Public Utilities Commission, wholesale water supplier, or other government agency declares an emergency requiring mandatory water budgets, mandatory water rationing, or mandatory water allocations; or b) A government agency declares a state of emergency in response to severe drought conditions, earthquake or other catastrophic event that severely reduces Cal Water’s water supply; or
c) Water supplies are projected to be insufficient to meet normal customer demand by Cal Water; or
d) A water supply shortage or threatened shortage exists; or e) Cal Water is unable to achieve water conservation targets set by itself or a governing agency; or
(L)
(T)
(T)
(T)
(T)
(T)
(T)
(C)
(L)(C)
This tariff has been approved by the California
Public Utilities Commission and is effective 7/14/2021.

CALIFORNIA WATER SERVICE COMPANY
1720 North First Street
San Jose, CA 95112
(408) 367-8200
Revised Cal. P.U.C. Sheet No. 12566-W
Cancelling Cal. P.U.C. Sheet No. 10738-W
Rule No. 14.1 Page 9

2. Conditions for Activating Schedule No. 14.1 (continued) . . .
f) Water conservation targets set by itself or a governing agency are insufficient; or g) Cal Water chooses to subsequently activate a different stage of the Schedule No.

14.1 tariff.

3. Activating Schedule No. 14.1
The Tier 1 advice letter requesting activation of a stage of the Schedule No. 14.1 tariff shall:
a) Include, but not be limited to, a justification for activating the particular stage of Staged Mandatory Reductions and Drought Surcharges, as well as the period during which the particular stage will be in effect.
b) Be accompanied by the customer notification measures detailed in sub-section 5 (Public Notice) below.

4. De-Activating Schedule No. 14.1
When Schedule No. 14.1 is activated and Cal Water determines that water supplies are again sufficient to meet normal demands, and mandatory water use reductions are no longer necessary, Cal Water shall seek the approval of the California Public Utilities Commission, via a Tier 1 advice letter, to de-activate the particular stage of mandatory water use reductions that had been authorized.

5. Public Notice
a) When Cal Water requests the addition of Schedule No. 14.1 via a Tier 2 advice letter, it shall provide notice of the Tier 2 advice letter and associated public hearing to customers through bill inserts or direct mailing, and it shall comply with all requirements of Sections 350-358 of the California Water Code (CWC), including but not limited to the following:
(i) In order to be in compliance with both General Order 96-B and CWC, notice shall be provided via both newspaper and bill insert or direct mailing; (ii) One notice shall be provided for each advice letter filed that includes both notice of the filing of the Tier 2 advice letter as well as the details of the public hearing (date, time, place, etc.);
(L)
(C)
(C)
(T)
(T)
(T)
(T)
(L)
This tariff has been approved by the California
Public Utilities Commission and is effective 7/14/2021.

CALIFORNIA WATER SERVICE COMPANY
1720 North First Street
San Jose, CA 95112
(408) 367-8200
Revised Cal. P.U.C. Sheet No. 12567-W
Cancelling Cal. P.U.C. Sheet No. 10737-W
Rule No. 14.1 Page 10

NON-ESSENTIAL, WASTEFUL USES OF POTABLE WATER (C)
(To be inserted by utility) Issued By (To be inserted by CPUC) Advice Letter 2412 Greg A. Milleman Date Filed
Decision Vice President Effective
Resolution
F) ADOPTION OF SCHEDULE NO. 14.1 - STAGED MANDATORY REDUCTIONS AND DROUGHT SURCHARGES (continued)

5. Public Notice (continued)
a) When Cal Water requests the addition of Schedule No. 14.1 via a Tier 2 advice letter, it shall provide notice of the Tier 2 advice letter and associated public hearing to customers through bill inserts or direct mailing, and it shall comply with all requirements of Sections 350-358 of the California Water Code (CWC), including but not limited to the following: (continued)
. . .
(iii) The public meeting shall be held after the Tier 2 advice letter is filed, and before the Commission authorizes the addition of Schedule No. 14.1 to the tariff, except in cases of emergency water shortages approved by the Commission;
(iv) Cal Water shall consult with Division of Water and Audits staff prior to filing advice letter, in order to determine details of the public meeting. b) In the event that Schedule No. 14.1 is triggered, and Cal Water requests activation through the filing of a Tier 1 advice letter, Cal Water shall notify its customers and provide each customer with a summary of Schedule No. 14.1 by means of bill insert or direct mailing. Notification shall take place prior to imposing any penalties associated with this plan. If activation of Schedule No. 14.1 occurs one year or more since the public hearing associated with adding Schedule No. 14.1 to its tariffs, then Cal Water shall conduct a public hearing pursuant to California Water Code Section 351 prior to activating a stage of the tariff.
c) During the period that a stage of Schedule No. 14.1 is activated, Cal Water shall provide customers with updates in at least every other bill regarding its water supply status and the results of customers’ conservation efforts. (L)
(C)
(T)
(T)
(L)
This tariff has been approved by the California
Public Utilities Commission and is effective 7/14/2021. 2025 Urban Water Management Plan
City of Hawthorne
April 2026
Printed 4/29/2026 Page G-1
EKI Environment & Water, Inc.

M.Cubed
Appendix G: City of Hawthorne Water Waste Prevention Ordinance ORDINANCE NO. 2080

AN ORDINANCE OF THE CITY COUNCIL OF THE
CITY OF HAWTHORNE ADDING CHAPTER 8.60 TO
TITLE 8 HEALTH AND SAFETY OF THE

HAWTHORNE MUNICIPAL CODE ADOPTING A

WATER CONSERVATION PROGRAM
WHEREAS, article X, section 2 of the California Constitution declares that waters of the State are to be put to beneficial use, that waste, unreasonable use, or unreasonable method of use of water be prevented, and that water be conserved for the public welfare; and WHEREAS, conservation of current water supplies and minimization of the effects of water supply shortages that are the result of drought are essential to the public health, safety and welfare; and
\VHEREAS, regulation of the time of certain water use, manner of certain water use, design of rates, method of application of water for certain uses, installation and use of watersaving devices, provide an effective and immediately available means of conserving water; and WHEREAS, California Water Code sections 375 et seq. empower any public entity which supplies water at retail or wholesale to adopt and enforce a water conservation program to reduce the quantity of water used by those within its service area after holding a public hearing and making appropriate findings of necessity for the adoption of a water conservation program; and
WHEREAS, Water Code section 375, subdivision (c) defines "public entity" to include a city, county, special district, water authority, or any other municipal public corporation or district; and
WHEREAS, pursuant to Water Code section 376 and Government Code 6061, the City of Hawthorne must publish in a newspaper of general circulation any ordinance or resolution adopting a water conservation program within 10 days after its adoption; and WHEREAS, Water Code section 377 establishes that, from the publication of an ordinance or resolution pursuant to section 376 until the repeal of the ordinance or end of the emergency, it is a misdemeanor punishable by up to 30 days in county jail and/or a fine of up to $500 for any person to violate a requirement of the water conservation program; and WHEREAS, the adoption and enforcement of a comprehensive water conservation program will allow the City of Hawthorne to delay or avoid declaring a water shortage emergency pursuant to Water Code section 350; and
WHEREAS, after Ordinance is adopted, the City Council may thereafter adopt a resolution proclaiming or declaring a drought emergency; and WHEREAS, on September 23, 2014, the City of Hawthorne held a public hearing and made appropriate findings of necessity for the adoption of a water conservation program NOW, THEREFORE, BE IT ORDAINED by the City Council of the City of Hawthorne, as follows:

Section 1.

Title 8 as follows:

The Hawthorne Municipal Code is amended by adding Chapter 8.60 to Chapter 8.60 Water Conservation Program

8.60.010 Short Title.

This chapter shall be known as the "Water Conservation Ordinance" of the City.

8.60.020 Purpose
This chapter is enacted for the purpose of conservation of current water supplies and minimization of the effects of water supply shortages that are the result of drought in order to protect and preserve public health, safety and welfare.

8.60.021 Contingent Enforcement
These regulations are to be implemented upon resolution proclaiming or declaring a local drought emergency and shall remain in effect for the duration ofthe emergency or until repeal of this ordinance.

8.60.022 Water Use Restrictions
a. Stop washing down paved surfaces, including but not limited to sidewalks, driveways, parking lots, tennis courts, or patios, except when it is necessary to alleviate safety or sanitation hazards.
b. Stop water waste resulting from inefficient landscape irrigation, such as runoff, low head drainage, or overspray, etc. Similarly, stop water flows onto non- targeted areas, such as adjacent property, non-irrigated areas, hardscapes, roadways, or structures. c. Irrigate residential and commercial landscape before 10 a.m. and after 6 p.m. only.
d. Use a hand-held hose equipped with a positive shut-off nozzle or bucket to water landscaped areas, including trees and shrubs located on residential and commercial properties that are not irrigated by a landscape irrigation system. e. Irrigate nursery and commercial grower's products before 10 a.m. and after 6 p.m. only. Watering is permitted at any time with a hand-held hose equipped with a positive shut-off nozzle, a bucket, or when a drip/micro-irrigation system/equipment is used. Irrigation of nursery propagation beds is permitted at any time. Watering oflivestock is permitted at any time. f. Use re-circulated water to operate ornamental fountains. g. Wash vehicles using a bucket and a hand-held hose with positive shut-off nozzle, mobile high pressurellow volume wash system, or at a commercial site that re- circulates (reclaims) water on-site. Avoid washing during hot conditions when additional water is required due to evaporation.
h. Serve and refill water in restaurants and other food service establishments only upon request.
i. Offer guests in hotels, motels, and other commercial lodging establishments the option of not laundering towels and linens daily.
j. Repair all water leaks within five (5) days of notification by the City of Hawthorne unless other arrangements are made with the Code Enforcement Department. k. Use recycled or non-potable water for construction purposes when available.

8.60.023 Penalties
Pursuant to Water Code section 377 it is unlawful for any person to violate any provision or to fail to comply with any of the requirements of the Water Conservation Program. Any person who shall violate or fail to comply with any provision or requirement of this chapter shall be guilty of a misdemeanor punishable by up to 30 days in county jail and/or a fine of up to $500.

SECTION 2. If any provision, clause, sentence or paragraph of this Ordinance or the application thereof to any person or circumstance shall be held invalid, such invalidity shall not affect the other provisions of this Ordinance which can be given effect without the invalid provisions or application, and to this end the provision of this Ordinance are declared to be severable.

SECTION 3. The City Attorney is authorized to make any non-substantive or clerical changes to this ordinance.

SECTION 4. The City Clerk shall certify to the passage and adoption of this Ordinance and shall cause the same to be published once in a newspaper of general circulation, published and circulated in the City of Hawthorne, or if there is none, she shall cause it to be posted in at least three public places in the City of Hawthorne, California. The City Clerk is also directed to 2025 Urban Water Management Plan
City of Hawthorne
April 2026
Printed 4/29/2026 Page H-1
EKI Environment & Water, Inc.

M.Cubed
Appendix H: Resolution To Adopt
RESOLUTION NO. 8610

A RESOLUTION OF THE CITY COUNCIL, OF THE CITY

OF HAWTHORNE, STATE OF CALIFORNIA, ADOPTING
THE CITY OF HAWTHORNE’S 2025 URBAN WATER

MANAGEMENT PLAN (UWMP) AND AUTHORIZING ITS

FILING WITH THE CALIFORNIA DEPARTMENT OF
WATER RESOURCES.

WHEREAS, the Urban Water Management Planning Act (the Act, California Water Code Section 10610 et. seq.) requires that every urban water supplier that supplies water for municipal purposes to more than 3,000 customers prepare an Urban Water Management Plan (UWMP) every five years, the primary objective of which are to plan for the efficient management and use of the water supply; and
WHEREAS, the City of Hawthorne is an urban water supplier within the meaning of the Act; and
WHEREAS, the California Water Service Company has prepared the 2025 Urban Water Management Plan to meet the requirements of the Act in accordance with the guidelines published by the California Department of Water Resources and is made available for public review; and
WHEREAS, the 2009 Act requires that the State of California reduce daily per capita water use by twenty percent by the year 2020, and that urban water suppliers identify baseline water usage and set community water use target in the UWMP; and WHEREAS, the Act requires Plans to be reviewed at least once every five years, and requires cities to make any amendments or changes to the UWMP which are indicated by the review; and
WHEREAS, the City of Hawthorne adopted its last UWMP on June 22, 2021; and WHEREAS, a new UWMP must be adopted by the Council, after public review and hearing, and filed with the California Department of Water Resources within thirty days of adoption; and
WHEREAS, the City of Hawthorne has prepared and circulated for public review a draft 2025 UWMP, and a properly noticed public hearing regarding UWMP was held by the City Council on June 9,2026; and
WHEREAS, the California Water Service published notice of the public hearing of its intent to adopt an urban water management plan. The City also posted notice of the public hearing on June 9,2026. The draft Urban Water Management Plan (attached as Exhibit “A”) has been made available in both the City Clerk’s Department and Engineering Department since June 1, 2026.

NOW, THEREFORE BE IT RESOLVED that the City Council of the City of Hawthorne, California:

Section 1. All the recitals in Resolution No. 8610 are true and correct.

Section 2. The City Council of the City of Hawthorne finds that the City is in conformance with all applicable requirements of the Urban Water Management Planning Act.

Section 3. The City Council of the City of Hawthorne hereby adopts the City’s 2025 Urban Water Management Plan and orders it to be kept on file in the office of the City Clerk.

Section 4. The City Manager is hereby authorized and directed to file the 2025 Urban Water Management Plan with the California Department of Water Resources within thirty days after the date this Resolution is adopted.

Section 5. The City Clerk shall certify to the adoption of this Resolution of the City Council of the City of Hawthorne and shall cause this Resolution and his certification to be entered in the Book of Resolutions of the Council of the City.

Section 6. This resolution shall be in full force and effect immediately upon its passage and adoption thereof.

Section 7. The City Attorney is authorized to make minor typographical changes to this Resolution that does not change the substance of this Resolution.

PASSED, APPROVED AND ADOPTED this 9th day of June, 2026.

ALEX VARGAS, Mayor
City of Hawthorne, California
ATTEST:

DAYNA WILLIAMS-HUNTER, City Clerk
City of Hawthorne, California
APPROVED AS TO FORM:

DAVID CACERES, City Attorney
City of Hawthorne, California
Exhibit A
California Water Service
2020 Urban Water Management Plan

CALIFORNIA NEWSPAPER SERVICE BUREAU
CNS

D A I L Y J O U R N A L C O R P O R A T I O N
To the right is a copy of the notice you sent to us for publication in the THE DAILY BREEZE. Please read this notice carefully and call us with any corrections. The Proof of Publication will be filed with the County Clerk, if required, and mailed to you after the last date below. Publication date(s) for this notice is (are):

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CALIFORNIA WATER SERVICE CO
1720 NORTH FIRST STREET
SAN JOSE, CA 95112
GOV2 Government Legal Notice (2Pub)
UWMP HAW 2026
05/06/2026 , 05/13/2026
BUSINESS JOURNAL, RIVERSIDE (951) 784-0111
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Notice Type:

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COPY OF NOTICE
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An invoice will be sent after the last date of publication. If you prepaid this order in full, you will not receive an invoice.

NOTICE OF INTENT TO ADOPT

AN URBAN WATER

MANAGEMENT PLAN AND

WATER SHORTAGE

CONTINGENCY PLAN

AND HOLD A PUBLIC MEETING

TO RECEIVE COMMENTS ON

THE PROPOSED PLANS

CALIFORNIA WATER SERVICE
-- CITY OF HAWTHORNE

PUBLIC WATER SYSTEM
California Water Code (CWC)
sections 10610 through 10656, known
as the "Urban Water Management
Planning Act’’ (Act), require all urban water suppliers that provide water for municipal purposes either directly or indirectly to more than
3,000 customers or supply more than
3,000 acre-feet of water annually to
prepare an Urban Water Management Plan (UWMP) at least
once every five years.

UWMPs support a water supplier's
long-term resource planning to
ensure that adequate water supplies
are available to meet existing and
future water demands under defined
conditions. The UWMP must
describe and evaluate sources of
supply, reasonable and practical
efficient uses, reclamation, and
demand management activities. The
components of the plan may vary
according to an individual
community or area's characteristics
and its capabilities to efficiently use
and conserve water. The UWMP
must also address measures for
residential, commercial, governmental, and industrial water demand management. Further, Section 10632 of the CWC
requires that every urban water
supplier shall prepare and adopt a
Water Shortage Contingency Plan
(WSCP) as part of its plan (UWMP).

Section 10632.2 provides that,
‘‘An urban water supplier shall
follow, where feasible and
appropriate, the prescribed
procedures and implement
determined shortage response
actions in its water shortage contingency plan...or reasonable alternative actions, provided that
descriptions of the alternative actions are submitted with the annual water shortage assessment report pursuant to Section 10632.1.’’
The WSCP will be incorporated as an appendix of the UWMP.

California Water Service (Cal
Water) currently operates the
Hawthorne system, which is located
in Los Angeles County and serves the City of Hawthorne. The City of Hawthorne is defined urban water
supplier. As the System Operator,
Cal Water is preparing an update to its UWMP that will address water service conditions in the Hawthorne
system. Cal Water intends to adopt and file that UWMP plan, and the incorporated WSCP, as required with the Department of Water Resources, the California State
Library, and any applicable city or
county within which Cal Water
provides service no later than 30
days after adoption.

Schedule of upcoming actions: On or about May 10, 2026, an electronic copy of the draft 2025
UWMP and WSCP will be available
for review. After a public review
period, a public meeting to receive
comments on the draft UWMP and
WSCP for the Hawthorne system
will be held on June 9, 2026, at 6:00
p.m., in the Hawthorne City Hall,
which is located at 4455 W. 126th
Street, Hawthorne, CA 90250.

Interested parties wishing to provide comment on the plans can access the public meeting at:
www.youtube.com/hawthornecom
munitytelevision
The UWMP, WSCP, and additional
information on the public meeting
are available at:
www.calwater.com/conservation/u
wmp2025
If you are unable to attend the
scheduled public meeting but want
to provide comments regarding the
proposed UWMP or WSCP, you may
send your comments through the
inquiry form, located at the Cal
Water website URL above. Cal
Water will receive comments on the
draft 2025 UWMP and WSCP
through June 12, 2026.

Please share this notice with others
who may have interest in this
matter.
5/6, 5/13/26
CNS-4037543#

THE DAILY BREEZE
AGENDA ITEM NO. 19.

CITY OF HAWTHORNE
City Council

AGENDA BILL
For the meeting of 06/09/2026
Originating Department: Public Works
City Manager:Department Head:

SUBJECT:

PUBLIC HEARING AND RESOLUTION NO. 8611 - A RESOLUTION OF THE CITY COUNCIL

OF THE CITY OF HAWTHORNE, CALIFORNIA, ADOPTING DEVELOPMENT IMPACT FEES,

APPROVING THE DEVELOPMENT IMPACT FEE NEXUS STUDY, AND ESTABLISHING AN

EFFECTIVE DATE PURSUANT TO THE MITIGATION FEE ACT (GOVERNMENT CODE SECTION 66000, ET SEQ.)
RECOMMENDED MOTION:

Staff recommends that the City Council open and close the public hearing and approve Resolution No. 8611.

DISCUSSION:

Development Impact Fees are one-time fees imposed on new development to ensure that growth contributes its fair share toward the cost of public facilities and infrastructure needed to serve new residents, businesses, and visitors. These fees help fund capital improvements such as transportation facilities, parks, public safety facilities, public buildings, and other infrastructure required to accommodate future development.

The City's existing Development Impact Fees were last reevaluated and updated in 2010 through Ordinance No. 1972. Since that time, construction costs, land values, infrastructure needs, and development projections have changed significantly. To ensure compliance with California law and maintain an equitable fee structure, the City retained DTA Finance to prepare an updated Development Impact Fee Nexus Study.

The Nexus Study evaluates the relationship between future development and the demand for public facilities and infrastructure improvements. The study identifies the proportional share of infrastructure costs attributable to new development and establishes a legally supportable basis for the proposed fee updates. The updated study analyzed projected growth within the City and evaluated future capital improvement needs associated with that growth. The study calculated development impact fees based on current construction costs, planned infrastructure investments, and anticipated development activity. The study proposes to increase the following fees: Police, Parks, Transportation and Sewer; and add two additional fees: Storm Drain and City Administration.

The proposed fee updates are intended to:

Ensure new development contributes its fair share toward infrastructure improvements.

Maintain compliance with the requirements of the California Mitigation Fee Act (Government Code Section 66000, et seq.).

Provide funding for transportation, public facilities, parks, public safety, and other capital improvements necessitated by growth.

Reduce the financial burden on existing residents and businesses by allocating growth-related costs to new development.

The proposed fees are supported by the findings contained in the Nexus Study and are reasonably related to the impacts generated by new development.

ECONOMIC DEVELOPMENT STRATEGIC PLAN:

This is part of Objective 2.1 in the City's Economic Development Strategic Plan to re-evaluate and update the City's Development Impact Fees.

FISCAL IMPACT:

None. Revenue generated from the updated fees will be deposited into separate Development Impact Fee accounts and extended in those types of expenditures (i.e. parks fees are spent on park improvements). The updated fees are expected to help offset the cost of growth-related infrastructure improvements and reduce reliance on existing City funding sources.

NOTICING PROCEDURE:

Notice of the June 9, 2026 public hearing was posted on the Hawthorne city website on May 4, 2026, and published in the Herald Tribute on May 7, 2026, and May 14, 2026, pursuant to the manner in Government Code Sections 66018 and 66019 of the Mitigation Fee Act. Further, 72 hours posted notice pursuant to the Ralph M. Brown Act was also provided.

ATTACHMENTS
Resolution 8611
Development Impact Fee Justification Study

1 RESOLUTION NO. 8611

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF

HAWTHORNE, CALIFORNIA, ADOPTING

DEVELOPMENT IMPACT FEES, APPROVING THE

DEVELOPMENT IMPACT FEE NEXUS STUDY, AND

ESTABLISHING AN EFFECTIVE DATE PURSUANT TO

THE MITIGATION FEE ACT (GOVERNMENT CODE
SECTION 66000 ET SEQ)
WHEREAS, the City of Hawthorne is authorized under Government Code Section 66000 et seq. (“Mitigation Fee Act”) to impose development impact fees on new development to finance public facilities and infrastructure needed to serve such development; and
WHEREAS, the City desires to ensure that new development pays its proportional share of the cost of public facilities and infrastructure necessary to serve growth and maintain acceptable service levels; and
WHEREAS, Ordinance No. 1972 was approved on June 8, 2010, adopting a revised schedule of Development Impact Fees to be charged to developers in connections with new developments; and
WHEREAS, the City wishes to revise the Development Impact Fee Schedule to reflect changes signed into law by Assembly Bill No. 602, and so hired a consultant, DTA (“DTA”) on March 11, 2025 to prepare the “City of Hawthorne Development Impact Fee Justification Study” and recommend updated and amended Development Impact Fees; and WHEREAS, the City has obtained a “City of Hawthorne Development Impact Fee Justification Study” dated March 28, 2026, prepared by DTA (“Nexus Study”), which identifies the public facilities and infrastructure needs attributable to new development and establishes a reasonable relationship between the need for the facilities and the type of development project on which the fees will be imposed; and WHEREAS, the Nexus Study provides documentation to support the City’s compliance with the Mitigation Fee Act, including identification of the purpose of the fees, the use to which the fees will be put, the reasonable relationship between the fee and the type of development, the reasonable relationship between the need for the public facility and the development, and the reasonable relationship between the amount of the fee and the cost of the public facility attributable to the development; and WHEREAS, Government Code Section 66001 requires the City to identify the purpose of the fee, the use to which the fee will be put, the reasonable relationship between the fee’s use and the type of development project, the reasonable relationship between the need for the public facility and the development, and the reasonable relationship between

2 the amount of the fee and the cost of the public facility attributable to the development project; and
WHEREAS, Government Code Section 66016.5(a)(7) requires that all studies shall be adopted at a public hearing with at least 30 days’ notice, and the local agency shall notify any member of the public that requests notice of intent to begin an impact fee nexus study of the date of the hearing; and
WHEREAS, the City duly published notice of the Nexus Study as described above on May 4, 2026 and conducted a public hearing on June 9, 2026, at which time the public was invited to make oral and written presentations as part of the regularly scheduled meeting before the adoption of this resolution; and
WHEREAS, Government Code Sections 6062(a), and 66018, require two publications of notice for 10 days in a newspaper regularly published once a week or oftener, with at least five days intervening between the dates of the first and last publication; and
WHEREAS, the City published such notices as required by Government Code Sections 6062(a), and 66018, on May 7, 2026, and May 21, 2026; and WHEREAS, pursuant to Government Code Section 66018, this Resolution shall take effect no sooner than sixty (60) days following its adoption.

NOW THEREFORE, THE CITY COUNCIL OF THE CITY OF

HAWTHORNE HEREBY FINDS, DETERMINES AND RESOLVES AS
FOLLOWS:

SECTION 1. The City Council of the City of Hawthorne, California hereby incorporates by reference above recitals and finds that they are true and correct.

SECTION 2. The City Council hereby receives, accepts, and approves the City of Hawthorne Development Impact Fee Justification Study dated March 28, 2026, prepared by DTA, attached hereto as Exhibit “A” and incorporated herein by reference.

SECTION 3. The City Council hereby adopts the development impact fees as set forth in Exhibit “A”, attached hereto and incorporated herein by reference. The Development Impact Fees shall be imposed on new development within the City of Hawthorne as authorized under the Mitigation Fee Act.

SECTION 4. The City Clerk shall certify to the adoption of this Resolution and shall cause this resolution and this certification to be entered in the Book of resolutions of the Council of the City of Hawthorne.

3 SECTION 5. Effective Date. The development impact fees established by this Resolution shall be effective on the sixtieth (60th) day following the adoption of this Resolution, consistent with Government Code Section 66017 and 66018.

SECTION 6. The City Clerk shall certify as to the adoption of this resolution.

PASSED, APPROVED AND ADOPTED this 9th day of June, 2026. _____________________________
ALEX VARGAS, Mayor
City of Hawthorne, California
ATTEST:
________________________________
DAYNA WILLIAMS-HUNTER, City Clerk
City of Hawthorne, California

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DEVELOPMENT IMPACT FEE

JUSTIFICATION STUDY

CITY OF HAWTHORNE
Report Date: May 16, 2026
www.FinanceDTA.com 18201 Von Karman Avenue, Suite 220
Irvine, CA 92612

CITY OF HAWTHORNE

DEVELOPMENT IMPACT FEE JUSTIFICATION STUDY
Prepared for:

City of Hawthorne
4455 W, 126th Street
Hawthorne, CA 90250
Attention: Akbar Farokhi
TABLE

OF CONTENTS

SECTION PAGE
EXECUTIVE SUMMARY ................................................... 1 A Organization of the Fee Study ......................................... 1 B DIF Summary ....................................................................... 2 INTRODUCTION .............................................................. 3

LEGAL REQUIREMENTS TO JUSTIFY
DEVELOPMENT IMPACT FEES ...................................... 5 DEMOGRAPHICS ........................................................... 10 A Existing Residential Land Uses ...................................... 12 B Existing Non-Residential Land Uses ............................. 12 C Future Residential Land Uses (2040) ............................ 13 D Future Non-Residential Land Uses (2040) .................. 14 METHODOLOGY USED TO CALCULATE FEES ........ 15
A Standards-Based Fee Methodology .............................. 15 B Plan-Based Fee Methodology ........................................ 15 C Capacity-Based Fee Methodology ................................ 15 D Summary of Fee Methodology ....................................... 16 E Allocation of Benefit ........................................................ 17 CALCULATION OF FEES.............................................. 20 A City Administration DIFs .................................................20 B Police DIFs .......................................................................... 27 C Parks Development DIFs ................................................. 34 D Transportation DIFs..........................................................40 E Sewer DIFs .......................................................................... 45 F Storm Drain Fees ............................................................... 52 SUMMARY OF FEES ...................................................... 59 IMPLEMENTATION OF FEE SCHEDULE ................... 60
A The Collection of DIFs ..................................................... 60 B The Assignment and Expenditure of Fee Revenue ... 61
C Exemptions, Reductions, and Waivers ......................... 62 D Developer Improvement Credits ................................... 62 E Existing Development Credit ......................................... 62 F Annual Reporting and Accounting of Fees ................. 62 G Refunding Policy ............................................................... 63 H Annual Update of the CIP ............................................... 64 I Administration Costs of Fee Implementation ............ 65 J Indexing of DIFs ................................................................ 65 K Updating the Impact Fee Study ..................................... 65 L Administering a Fee Program ........................................ 66

APPENDICES

APPENDIX A FEE DERIVATION WORKSHEETS

APPENDIX B INVENTORY AND FACILITIES NEEDS
LIST

APPENDIX C PROPERTY INVENTORY FOR LAND

ACQUISITION COSTS
1 SECTION I

EXECUTIVE SUMMARY

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EXECUTIVE SUMMARY
In order to adequately plan for new development and identify the public facilities and costs associated with mitigating the direct and cumulative impacts of new development, DTA was retained by the City of Hawthorne, CA (the “City”) to update the existing impact fee program by preparing a new Assembly Bill (“AB”) 1600 fee justification study (the “Fee Study”). The previous fee justification study was completed in 2010. The categories of Development Impact Fees (“DIFs” or “Fees”) to be determined in this Fee Study include City Administration, Police, Parks, Transportation, Sewer, and Storm Drain fees at levels identified by the various City departments as being necessary to meet the needs of new development. The purpose of this Fee Study is to ensure that all new development pays its “fair share” of the cost of new infrastructure through the development fee program by establishing a nexus between anticipated development and the City's public facilities needs through 2040. This Fee Study is intended to comply with Section 66000 et seq. of the Government Code, which was enacted by the State of California in 1987, by identifying additional public facilities required by new development (“Future Facilities”) and determining the level of fees that may be imposed to pay the costs of the Future Facilities. The Future Facilities and associated construction costs are identified in the Facilities Inventory and Needs List, which is included in the Fee Study's appendix. A description of the methodology used to calculate the fees is included in Section V.

A Organization of the Fee Study
This Fee Study will be presented in the following eight (8) sections:

Section I contains an Executive Summary and provides a brief introduction to the Fee Study and includes an overview of the proposed DIFs.

Section II is an Introduction that includes a brief description of City surroundings and background information on DIF funding.

Section III provides an overview of the legal requirements for implementing and imposing the DIF amounts identified in the Fee Study and satisfies the nexus requirements for each facility included as part of this Fee Study. Also included is a discussion of the findings and requirements necessary to be satisfied when establishing, increasing, or imposing a fee as a condition of new development.

Section IV includes a discussion of land use characteristics and demand variables of projected new development, such as the number of housing units and the number of non-residential building square feet, assuming current growth trends in residential and non-residential development projected through 2040.

Section V contains a description of the methodology used to determine the Fees for Future Facilities and presents the fees for each of the land use types.

Section VI presents the calculation of the Fees for each land use.

Section VII presents a summary of the Fees.
2 SECTION I

EXECUTIVE SUMMARY

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Section VIII presents recommendations for the adoption and administration of the Fees.

This Fee Study also includes an appendix section presenting the calculations and other relevant material used to determine the fees generated in this Fee Study, as noted below Appendix A includes the calculations used to determine the various Fee levels; Appendix B includes the Facilities Inventory List and Needs List used to determine the various Fee levels; and
Appendix C includes the Property Inventory for Land Acquisition Costs.

B DIF Summary
Per the results of this Fee Study, the total DIF amounts required to finance new development’s share of Future Facilities are identified in Table ES-1 below. Fees presented in this Fee Study represent the maximum DIFs that the City may charge under the statutory requirements of Government Code Section 66000 et seq. Residential fees are listed on a per-square-foot basis and are defined as living space, excluding non-living spaces such as garages and patios. Non-residential fees are listed per room for hotels and per square foot for other non-residential development.

Table ES-1: DIF Summary
Land Use 1,2,3 City
Admin. Police Sewer Parks Storm Drain Trans.

Residential (per sq. ft.) $0.89 $2.58 $0.73 $0.47 $0.55 $1.14 Hotel (per room) $222.16 $643.00 $81.29 $0.00 $111.74 $591.83 Commercial/Retail (per 1,000 sq. ft.) $208.91 $1,786.94 $81.29 $0.00 $974.80 $3,585.52 Office (per 1,000 sq. ft.) $392.97 $1,568.40 $81.29 $0.00 $820.88 $1,571.69 Industrial (per 1,000 sq. Ft) $87.00 $471.17 $81.29 $0.00 $923.49 $705.59 Institutional/Other (per 1,000 sq. ft.) $759.12 $2,140.46 $81.29 $0.00 $872.19 $470.39 Notes:

1. Residential fees are for single-family residences, multi-family residences, and mobile homes and are per square foot to comply with California AB 602. The square footage for the residential units refers to living space and excludes garages and patios.

2. Hotel Fees are per room.

3. Other Non-Residential fees are per square foot.

The DIFs proposed in this Fee Study are based on Facilities costs in 2025 dollars. It is appropriate for the City to apply an annual cost escalator to these fee levels to account for inflation in acquisition and construction costs. DTA further recommends that, after adoption, the above Fees be reviewed each year and include a provision for an annual adjustment based on the current California Construction Cost Index (“CCCI”). This construction cost index is based on the Building Cost Index (“BCI”) average for Los Angeles, as produced by Engineering News-Record (“ENR”).
3 SECTION II

INTRODUCTION

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INTRODUCTION
Located in southwestern Los Angeles County, Hawthorne is approximately 5 miles from the Los Angeles International Airport and approximately 15 miles south of downtown Los Angeles. Lennox and Inglewood border it to the north, Gardena and Athens to the east, Lawndale and Redondo Beach to the south, and Manhattan Beach and El Segundo to the west. It encompasses approximately 6.1 square miles and is home to an estimated population of over 85,653 people.

In order to adequately plan for new development and identify the public facilities and costs associated with mitigating the direct and cumulative impacts of new development, DTA was retained by the City of Hawthorne, CA (the “City”) to update the existing impact fee program by preparing a new Assembly Bill (“AB”) 1600 fee justification study (the “Fee Study”). The previous fee justification study was completed in 2010. The purpose of this Fee Study is to ensure that all new development pays its “fair share” of the cost of new infrastructure through the development fee program. The categories of Development Impact Fees (“DIFs” or “Fees”) to be determined by this Fee Study include City Administration, Police, Parks, Transportation, Sewer and Storm Drain fees at levels identified by the various City departments as being necessary to meet the needs of new development and to establish a nexus between the anticipated development and public facilities needs for the City through 2040.

This Fee Study is intended to comply with Section 66000 et seq. of the Government Code, which was enacted by the State of California in 1987, by identifying additional public facilities required by new development (“Future Facilities”) and determining the level of fees that may be imposed to pay the costs of the Future Facilities. The Future Facilities and associated construction costs are identified in the Facilities Inventory and Needs List, which is included in the Fee Study's appendix. A description of the methodology used to calculate the fees is included in Section V.

Fees generated in this Fee Study are one-time fees typically paid prior to the issuance of a building permit and imposed on development projects by local agencies responsible for regulating land use. These fee amounts, to be determined, will be set at levels deemed necessary to meet the needs of new development through 2040.

Fees are calculated to fund the cost of facilities needed to meet the needs of new development. Many of the calculations and totals presented in this Fee Study are rounded to several decimal places and may not sum due to rounding in the tables provided throughout the Fee Study.
4 SECTION II

INTRODUCTION

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Fees are calculated to fund the cost of facilities needed to meet the needs of new development. The steps followed in the Fee Study include:

1. Demographic Assumptions: Identify future growth that represents the increased demand for Facilities;

2. Facility Needs and Costs: Identify current and planned facilities inventory to determine Level of Service (“LOS”) requirements and determine the Facilities required to support new development and the costs of such facilities;

3. Cost Allocation: Allocate costs of Facilities on a per-equivalent-dwelling-unit or equivalent-benefit-unit basis; and

4. Fee Schedule: Calculate the Fee amount per square foot for residential development, per room for lodging, and per square foot for non-residential development.
5 SECTION III

LEGAL REQUIREMENTS TO JUSTIFY

DEVELOPMENT IMPACT FEES

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LEGAL REQUIREMENTS TO JUSTIFY DEVELOPMENT IMPACT FEES
The City has identified the need to impose DIFs to pay for City Administration, Police, Parks, Transportation, Sewer, and Storm Drain fees. The Fees will finance eligible facilities on the current Inventory and Needs Lists at levels identified by the City as appropriate for new development or based on current LOS. Upon the adoption of the Fee Study and required legal documents by the City Council, all new development will be required to pay its “fair share” of the cost of eligible facilities through these Fees. The Fees are established pursuant to AB 1600, as described below.

Prior to World War II, development in California was held responsible for very little of the cost of public infrastructure. Public improvements were financed primarily through jurisdictional General Funds and utility charges. It was not uncommon during this period for speculators to subdivide tracts of land without providing any public improvements, expecting the closest city to eventually annex a project and provide public improvements and services.

However, starting in the late 1940s, the use of DIFs grew with the increased planning and regulation of new development. During the 1960s and 1970s, the California Courts broadened the right of local governments to impose fees on developers for public improvements not located on project sites. With the passage of Proposition 13, limits on general revenues for new infrastructure have resulted in new development being held responsible for a greater share of public improvements, and both the use of and the levels of DIFs have grown substantially.

Higher fee levels were undoubtedly driven, in part, by the need to offset the decline in funding for infrastructure development from other sources.

The imposition of DIFs is an authorized method of financing the public facilities necessary to mitigate the impacts of new development, as these fees provide funding to maintain an agency's existing LOS for an increased service population. A fee is “a monetary exaction, other than a tax or special assessment, which is charged by a local agency to the applicant in connection with approval of a development project for the purpose of defraying all or a portion of the cost of public facilities related to the development project...” (California Government Code, Section 66000). A fee may be levied for each type of capital improvement required for new development, with payment of the fee due prior to the start of construction of a dwelling unit or non-residential building (or prior to the expansion of existing buildings of these types).

Fees are often due at final map recordation, issuance of a Certificate of Occupancy, or, more commonly, at the time a building permit is issued.

AB 1600, which created Section 66000 et seq. of the Government Code, was enacted by the State of California in 1987. This Fee Study is intended to meet the nexus or benefit requirements of AB 1600, which mandates that there is a nexus between the fees imposed, the use of the fees, and the development projects on which the fees are imposed.

A Government Code Section 66001
In 2006, Government Code Section 66001 was amended to clarify that a fee cannot include costs attributable to existing deficiencies but may fund costs to maintain the existing LOS or to 6 SECTION III

LEGAL REQUIREMENTS TO JUSTIFY

DEVELOPMENT IMPACT FEES

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meet an adopted LOS consistent with the General Plan. Section 66000 et seq. of the Government Code requires all public agencies to satisfy the following requirements when establishing, increasing, or imposing a fee as a condition of new development:

1. Identify the purpose of the fee [Government Code Section 66001(a)(1)];

2. Identify the use to which the fee will be put [Government Code Section 66001(a)(2)];

3. Determine that there is a reasonable relationship between the fee’s use and the type of development on which the fee is to be imposed [Government Code Section 66001(a)(3)];

4. Determine how there is a reasonable relationship between the need for the public facility and the type of development project on which the fee is to be imposed [Government Code Section 66001(a)(4)]; and

5. Discuss how there is a reasonable relationship between the amount of the fee and the cost of the public facility or portion of the public facility attributable to the development on which the fee is imposed.

The sections below present each of the five requirements listed above as they relate to the imposition of the proposed fees.

A.1 Purpose of the Fee [Government Code Section 66001(A)(1)] New residential and non-residential development within the City will generate additional residents, employees, and visitors who will require additional public facilities. Land for these facilities will have to be acquired, and public facilities and equipment will have to be expanded, constructed, or purchased to meet this increased demand.

This Fee Study has been prepared in response to the projected direct and cumulative effects of future development. Each new development will contribute to the need for new public facilities. Without future development, none of the new public facilities on the Needs Lists would be necessary, as the existing facilities are adequate for the City’s present population. In instances where facilities would be built regardless of new development, the costs of such facilities have been allocated to new and existing development based on their respective level of benefit.

The proposed DIF will be charged to all future development in the City, irrespective of location. Even future “infill” development projects contribute to impacts on public facilities because they are an integral component of a much larger network of development throughout the City. First, the property owners and/or the tenants associated with any new development in the City can be expected to place additional demands on City facilities funded by the fee. Second, the availability of residents, employees, and customers throughout the City has a growth-inducing impact, without which some of the “infill” development would not occur. As a result, all development projects in the City contribute to the cumulative impacts of development.
7 SECTION III

LEGAL REQUIREMENTS TO JUSTIFY

DEVELOPMENT IMPACT FEES

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The DIF will be used for the acquisition, installation, and construction of public facilities identified on the Needs Lists, as well as for appropriate administrative costs to mitigate the direct and cumulative impacts of new development in the City. In addition, the fee will be used for the expansion, enhancement, or improvement of existing facilities to mitigate the direct and cumulative impacts of new development.

A.2 The Use to Which the Fee is to be Put [Government Code Section 66001(A)(2)]
The fee will be used for the acquisition, installation, and construction of the public facilities identified in the Needs Lists, included in Appendix B of the Fee Study, as well as other appropriate costs to mitigate the direct and cumulative impacts of new development in the City. The fee will provide a source of revenue to the City to allow for the acquisition, installation, and construction of public facilities, which in turn will maintain the current standard of service, preserve the quality of life in the City, and protect the health, safety, and welfare of the existing and future residents, visitors, and employees.

A.3 Determine That There is a Reasonable Relationship Between the Fee’s Use and the Type of Development Project Upon Which the Fee is Imposed (Benefit Relationship) [Government Code Section 66001(A)(3)] The reasonable relationship findings required by Government Code section 66001 are satisfied through category-specific demand metrics selected to reflect the manner in which different forms of development consume public facility capacity.

Depending on the fee category, the Fee Study allocates costs based on building area, dwelling-unit characteristics, service population, hotel rooms, utility meter size, wastewater connection demand, traffic demand, impervious area, or other measures reasonably correlated with facility impacts. Although no single metric is appropriate for all public facility systems, each metric used in this Study is intended to serve as a reasonable proxy for the burden the applicable type of development places on the corresponding facility category.
8 SECTION III

LEGAL REQUIREMENTS TO JUSTIFY

DEVELOPMENT IMPACT FEES

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A.4 Determine How There is a Reasonable Relationship Between the Need for the Public Facility and the Type of Development Project Upon Which the Fee is Imposed (Impact Relationship) [Government Code Section 66001(A)(4)]
The reasonable relationship findings required by Government Code section 66001 are satisfied through category-specific demand metrics selected to reflect the manner in which different forms of development consume public facility capacity.

A.5 The Relationship Between the Amount of the Fee and the Cost of the Public Facilities Attributable to the Development Upon Which the Fee is Imposed (“Rough Proportionality” Relationship) [Government Code Section 66001(A)]
The reasonable relationship findings required by Government Code section 66001 are satisfied through category-specific demand metrics selected to reflect the manner in which different forms of development consume public facility capacity. Depending on the fee category, the Fee Study allocates costs based on building area, dwelling-unit characteristics, service population, hotel rooms, utility meter size, wastewater connection demand, traffic demand, impervious area, or other measures reasonably correlated with facility impacts. Although no single metric is appropriate for all public facility systems, each metric used in this Study is intended to serve as a reasonable proxy for the burden the applicable type of development places on the corresponding facility category.

B AB 602
The impact fees included herein were defined by the requirements of AB 602, which was approved by the California State Legislature and signed into law by Governor Newsom in 2021.

Among the significant impacts of AB 602 are the following:

On or after January 1, 2022, fee justification studies must identify the existing LOS for each public facility, identify the proposed new LOS, and (if the proposed new LOS is greater than the existing LOS) include an explanation of why the new LOS is necessary.

For housing development projects, Nexus Studies adopted after July 1, 2022, must calculate the amount of fees based on the square footage of proposed units of the 9 SECTION III

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development, unless the local agency demonstrates that another metric is more appropriate. The bill would require that a “local agency that calculated fees proportionally to the square footage of the proposed units be deemed to have used a valid method to establish a reasonable relationship between the fee charged and the burden posed by development.” This would also apply to multi-family residences.

The bill also requires the Department of Housing and Community Development (“HCD”), on or before January 1, 2024, to create a Nexus Study template that may be used by local jurisdictions to calculate their fees. The bill requires that the template includes a method to calculate the feasibility of building housing at a given fee level. The template must be completed by 2024. Local jurisdictions will have the option (not required) to use the HCD template.

The bill authorizes any member of the public, including an applicant for a development project, to submit evidence that the city, county, or other local agency had failed to comply with the Mitigation Fee Act. The bill requires the legislative body of the city, county, or other local agency to consider any timely submitted evidence and authorize the legislative body to change or adjust the proposed fee or fee increase, as specified.

If a Nexus Study supports the increase of an existing fee, the local agency shall review the assumption of the Nexus Study supporting the original fee and evaluate the amount of the fees collected under the original fee.

Large jurisdictions (county population greater than 250,000) and cities within those counties must adopt a Capital Improvement Plan (“CIP”) as part of the Nexus Study.

Nexus Studies shall be updated at least every 8 years from the period beginning January 1, 2023.

Importantly, AB 602 does not apply to (i) water and sewer connection and capacity charges, (ii) school fees, and (iii) Mello-Roos or other taxes. These other fees, taxes, and charges are subject to their own statutory accountability measures. 10 SECTION IV

DEMOGRAPHICS

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DEMOGRAPHICS
To determine the facilities needed to serve new development and establish fee amounts to fund such facilities, DTA has researched and reviewed material containing information about future land use development within the City through 2040. For the purposes of this Fee Study, DTA assumed a single category for all residential land uses (e.g., single-family, multi-family, and mobile homes). For non-residential land uses within the City, DTA categorized these as hotel, commercial/retail, office, industrial, and institutional/other, and are summarized in detail in the following section.

Elements from the City’s General Plan Update (the “General Plan”), demographics and numbers from the California Department of Finance, the US Census, and total square footage generated by the CoStar Real Estate Software Platform (“CoStar”) were used as estimates for the number of housing units, hotel rooms and non-residential building square feet to be built within the City. The City’s land use decisions will also affect properties within its sphere of influence (“SOI”). California law requires that a General Plan “cover the territory within the boundaries of an adopted City, as well as any land outside its boundaries which in the planning agency’s judgment bears relation to its planning.” Additionally, information from the General Plan and estimates produced by DTA were utilized to project the additional land uses resulting from new development in the City.

Notably, DTA attempted to use metrics (e.g., average household size, square footage) to standardize existing demographics against the projections in the General Plan. Future residents and employees will create additional demand for facilities that existing public facilities cannot adequately serve. To accommodate new development in an orderly manner while maintaining the current quality of life in the City, the facilities on the Facility Needs List (presented in the Appendix), as reviewed and approved by City staff, will need to be constructed.

For facilities needed to mitigate demand from new development, costs have been allocated to new development only. In those instances when it has been determined that the new facilities will serve both existing and new development, facility costs have been allocated based on proportionate benefit [see the Equivalent Dwelling Unit (“EDU”) and Equivalent Benefit Unit (“EBU”) discussion in Section V.

Table 1, presented below, summarizes the land uses covered in this Fee Study. As indicated, the Fee Study will determine Fees for six (6) specific land use categories, specifically residential, hotel, commercial/retail, office, industrial, and institutional/other. Notably, the table below illustrates typical land uses for each category and is not a comprehensive list of all the City’s potential land uses.
11 SECTION IV

DEMOGRAPHICS

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Table 1: Summary of Land Use Categories
Land Use Classification Fee
Study Definition
Residential
Single-Family
One unit detached: Single-family homes that are not attached to any other housing unit; and
One unit attached: Single-family homes that are attached to other housing units by a wall (aka firewall) extending from the ground to the roof, such as duplexes, row houses, or townhouses.

Multi-Family
Two or more units attached: Residential buildings containing units built one on top of another and those built side-by-side, which do not have a ground-to-roof wall (e.g., firewall) and or have common facilities (i.e., attic, basement, heating plant, plumbing, etc.

Mobile Homes
A movable dwelling that is 8 feet or more wide and 40 feet or more long, designed to be towed on its own chassis, with transportation gear integral to the unit when it leaves the factory, and does not require a permanent foundation. (US Census Definition).

Accessory Dwelling Units (“ADUs”)
ADUs or JADUs, shall be subject to the fee consistent with State Law.

Hotel Includes hotels, motels, spas, and resorts
Commercial/Retail
Includes, but is not limited to, buildings used for the following:

Retail;
Service-oriented business activities, wineries/vineyards, and car washes; Department stores, discount stores, furniture/appliance outlets, home improvement centers, and shopping centers;
Entertainment centers; and
Grocery stores and storage facilities.

Office
Includes, but is not limited to, buildings used for the following:

Business/professional offices;
Medical/dental offices;
Office parks, research parks, and business parks; and
General Office Buildings.

Industrial
Includes. but is not limited to. buildings used for the following:

Light manufacturing, warehouse/distribution, and logistics wholesaling; Wholesale and warehouse retail;
Food processing;
Industrial park; and
Industrial/light industrial.

Institutional/Other
Includes, but is not limited to. buildings used for the following:

Professional urgent care and private hospitals, and rehabilitation centers; Private schools, trade and vocational schools, and veterans’ organizations; and Rehabilitation centers, assisted living, and memory care facilities, houses of worship. 12 SECTION IV

DEMOGRAPHICS

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Demographic data from the US Census Bureau, The Nielsen Company (“Nielsen,” a leading information, measurement, and data analytics company), and the California Department of Finance were used to estimate the existing number of housing units and the population in the City. DTA attempted to use metrics (e.g., average household size, square footage) to standardize existing demographics against DTA’s projections.

A Existing Residential Land Uses
According to information from the 2025 California Department of Finance, the US Census Bureau, and Nielsen, the City currently has 85,653 residents in 31,746 housing units. The residential persons-per-unit figure of 2.70 listed was derived from data published by the California Department of Finance in 2025. Specifically, the 2.70 residents-per unit estimate for the City includes units that are currently vacant. As a result, this figure is lower than the California Department of Finance's calculated figure of 2.77 residents per unit, which includes only occupied housing units. Table 2, presented below, summarizes the existing demographics for the City’s residential land uses.

Table 2: Existing Residential Development
1 Residential Land Use Existing
Residents Existing Housing Units Residents per Unit
Residential 85,653 31,746 2.70
Total 85,653 31,746 2.70
Note:

1. Numbers may not sum due to rounding.

B Existing Non-Residential Land Uses
The existing non-residential square footage was compiled and estimated using the CoStar Real Estate Software Platform. In addition, the employees per square foot for non-residential land use was based on information published in Nielsen’s Employment Profiles by North American Industrial Classification System (“NAICS”) Codes 2025. NAICS is the standard used by Federal statistical agencies in classifying business establishments for the purpose of collecting, analyzing, and publishing statistical data related to the U.S. business economy. The number of non-residential building square footage presented below in Table 3 is considered “existing non-residential development.”
As shown in the table below, the City has approximately 16,619,773 total square feet of existing non-residential development and 1,720 hotel rooms. Per Nielsen’s Employment Profiles (2025), the City has 18,633 employees in these non-residential sectors, specifically 222 in hotels, 6,889 in commercial/retail, 4,660 in office, 4,476 in industrial, and 2,386 in institutional/other employees. These numbers were based on existing employee data and existing square footage data, generating employee-per-thousand-square-foot factors (“EPSFs”) of 0.13 for hotels, 1.25 for commercial/retail, 2.35 for offices, 0.52 for industrial, and 4.54 for the institutional/other sectors. These EPSF numbers are presented in detail in Appendix A. 13 SECTION IV

DEMOGRAPHICS

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Table 3: Existing Non-Residential Development
1 Non-Residential Land Use Existing
Employees
2 Existing
Building
Square Feet
Existing
Hotel
Rooms
Employees per
Square Feet
Hotel 222 1,720 0.13
Commercial/Retail 6,889 5,512,000 1.25
Office 4,660 1,982,168 2.35
Industrial 4,476 8,600,224 0.52
Institutional/Other 2,386 525,381 4.54
Total 18,633 16,619,773 1,720 N/A
Notes:

1. Numbers may not sum due to rounding.

2. This excludes public sector employees
C Future Residential Land Uses (2040)
Using population projections based on the Los Angeles County Association of Governments (“SBCAG”) Regional Growth Forecast 2050, Los Angeles County, DTA determined that the City is expected to grow by 1,374 residential units by the end of the 2040 build-out period in this Fee Study. According to the Regional Housing Needs Allocation (“RHNA”) guidelines, the City has a total allocation of 1,374 units for the 2023 to 2031 planning period. The projected residential growth used over the build-out period to generate the number of residents and future housing units is shown below. As indicated in Table 4, over the 15- year build-out period, this is a compounded residential unit annual growth rate (CAGR) of

1.44%
Table 4: Projected Residential Development over Build-Out Period 1 Residential Land Use Future Residents Future Housing Units Residents per Unit Residential 3,707 1,374 2.70
Total 3,707 1,374 2.70
Note:

1. Numbers may not sum due to rounding.

To comply with AB 602, DTA worked with City staff to determine the average square footage for both single-family and multi-family residences. Using building permit information from 2020 to 2025 provided by the City, DTA calculated that the combined average residential square footage per unit was 1,011 square feet across single-family and multi-family residences. This includes living space and excludes non-living spaces such as garages and patios. Based on the total anticipated future residential development of 1,374 units, this results in a total of 1,389,501 sq. ft. of future residential development, as shown in the table below.
14 SECTION IV

DEMOGRAPHICS

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Table 5: Future Residential Development sq. ft.

Category Total
Projected Residential Units 1,374
Average sq. ft. per Unit 1,011
Total Residential sq. ft. 1,389,501
D Future Non-Residential Land Uses (2040)
To generate the 2040 non-residential build-out square footage totals presented in this Fee Study, DTA used a normalized growth rate of 0.37% for each non-residential sector. Based on the EPSF derived above, this translates to approximately 954,313 square feet of nonresidential development and 99 hotel rooms over the build-out period. This is presented in Table 6 for each of the non-residential categories below.

Table 6: Projected Non-Residential Development over Build-Out Period 1 Non-Residential Land Use Future
Employees
Future
Building
Square Feet
Future Hotel
Rooms
Employees per
Room/Square Foot
Hotel 13 99 0.13
Commercial Retail 396 316,501 1.25
Office 268 113,817 2.35
Industrial 257 493,828 0.52
Institutional/Other 137 30,168 4.54
Total 1,057 954,313 99 N/A
Note:

1. Numbers may not sum due to rounding.
15 SECTION V

METHODOLOGY USED TO

CALCULATE FEES

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METHODOLOGY USED TO CALCULATE FEES
There are several accepted methodologies for calculating fees, but they all rely on determining the cost of needed improvements and assigning those costs equitably across various types of development. In determining a reasonable nexus for each specific type of public facility, DTA utilized the methodologies described below, depending upon the data and information available from the City and its current infrastructure policies.

A Standards-Based Fee Methodology
The methodology used to establish the DIFs outlined in this Fee Study for City Administration, Police, Parks, and Sewer facilities is based on “standards,” with costs derived from the existing LOS. This Standards-Based Methodology establishes a generic unit cost for capacity, which is then applied to each land use in accordance with the existing LOS.

The LOS is based on the existing number of applicable units, such as square feet of building space, acres of land, or residents per facility. This standard is not based on cost but rather on a standard of service. The Standards-Based Methodology ensures that City facilities are appropriately developed and sized so that future residents and employees do not reduce LOS by unduly burdening the infrastructure system, which could lead to decay and deterioration. This methodology offers several advantages, including not requiring knowledge of the cost of a specific facility, the capacity or service level provided by the current system, or a commitment to a specific facility size.

B Plan-Based Fee Methodology
The methodology used to establish the DIFs outlined in this Fee Study for Transportation and Storm Drain fees is based on a “plan,” such as a Master Plan of Facilities, CIP, or General Plan, which identifies a finite set of improvements to be implemented. These Facility Plans generally identify a finite set of facilities needed by the public agency and are developed based on assessments of facility needs prepared by staff and/or outside consultants and adopted by the public agency’s legislative body. Using this plan-based approach, specific costs can be projected and assigned to all planned land uses, often with a time period in mind that reflects projected new development. Using population, units, and residential and non-residential square footage, it is possible to assign a cost allocation percentage for both new and existing development. In preparing an impact fee analysis, facility costs attributable to future development can then be allocated to each land-use class in proportion to the demand generated by each type of development.

C Capacity-Based Fee Methodology
Another method of fee assessment used is based on the “capacity” of a service or system, such as a water tank, a sewer plant, or a storm drain. This kind of fee is not dependent on a particular land use plan (i.e., amount or intensity) but rather is based on a rate or cost per unit of capacity that can be applied to any type of development, as long as the system has adequate capacity. This fee is useful when the costs of the facility or system are unknown at the outset. However, it requires that the capacity used by a particular land-use type be measurable or estimable and that the information be available. Capacity-based Fees are 16 SECTION V

METHODOLOGY USED TO

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assessed based on the demand rate per unit. Although this methodology is not used to calculate any fees in this Fee Study, the description is provided to help the City understand the various methodologies available for calculating fees.

D Summary of Fee Methodology
In this Fee Study, the Standards-based LOS methodology, based on a City facilities inventory, is used to generate fees for City Administration, Police, and Parks, and a Planbased methodology is used to generate fees for Transportation and Storm Drain. This is summarized in Table 7 below.

Table 7: Fee Methodology (by Fee Category Type)
Fee Category Methodology Basis of Methodology
City Administration Standards-Based Fee Existing Standard Police Standards-Based Fee Existing Standard
Parks Standards-Based Fee Target Standard
Transportation Plan-Based Needs List
Sewer Standards-Based Fee Existing Standard
Storm Drain Plan-Based Needs List
For Fee calculations using the Plan-Based approach, the City has provided DTA with the list of Future Facilities to be included in the Fee Study (the “Needs List”). For the purposes of the City’s DIF program, the Needs List is intended to be the official public document identifying the facilities eligible to be financed, in whole or in part, through the imposition of a DIF on new development within the City. The Needs List is organized by facility element (or type) and includes cost information, as outlined in Table 8 below.

Table 8: Description of Needs List Cost Sections
Column Title Contents Source
Total Cost for Facility The total estimated facility value, including engineering, design, construction, land acquisition, and equipment (as applicable). City Offsetting Revenues to
New and Existing
Development
Share of total offsetting revenues allocated to new and existing development. City
Net Cost to City The difference between the total cost and the offsetting revenues. Calculated by DTA Percent of Cost
Allocated to New
Development
Net cost is allocated to new development based on its share of facilities.

Calculated by DTA
and the City
Net Cost Allocated to
New Development
The net cost to the City is multiplied by the allocated cost percentage for new development. Calculated by DTA
Policy Background or
Objective Identifies the policy source or rationale for facility need. City General Plan, CIP, City Staff 17 SECTION V

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The facilities included on the Needs List for each Fee (presented in Appendix B) are provided by the City and reflect either the City’s goals of maintaining and improving a specific area, or they are part of a more formal policy document, such as a General Plan, Master Plan, CIP, or other official policy or document, etc. Specific estimated facility costs are provided by the City and used as a basis for determining the allocation of revenues between new and existing development. DTA surveyed City staff and comparable developments to determine the required facilities needed to serve new development, using this information as a starting point for its fee calculations.

E Allocation of Benefit
E.1 EDUs and EBUs
The methodologies employed in this Fee Study use EDUs and EBUs to identify and quantify the benefits of certain facilities and to ensure that an equitable portion of the total facilities costs is allocated to future growth, based on the proportion of need generated by that growth. Specifically, EDUs are generated in the demographic section of this Fee Study and are used to generate the land use calculations. EDUs are a means of quantifying different land uses by their equivalence to a residential dwelling unit, with equivalence measured by the potential infrastructure use or benefit for each type of public facility. In this Fee Study, EDUs are used as the basis for allocating funds to City Administration, Police, and Parks. In contrast, for Transportation, Sewer, Storm Drain, EBUs are used to allocate costs to future growth and generate fees.

Table 9: Basis of Allocation (by Fee Category Type)
Fee Category Basis of Allocation of Benefit (EDU/EBU) Factor City Administration Persons Served (Residents, Employees) Police Modified Persons Served (Residents, Employees, Visitors) Parks Acres per 1,000 Residents
Transportation Peak Hour Trips
Sewer Sewer Generation Rates (Gallons per Day)
Storm Drain Runoff Coefficient (Stormwater Impervious Acres) Finally, a summary of the EDUs/EBUs applied in the Fee Study is presented in the table below.

18 SECTION V

METHODOLOGY USED TO

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Table 10: EBUs/EBUs
1 Facility Type EBU/EDU Existing Projected Total
City Administration EDU 35,582 1,594 37,176
Police EDU 39,116 1,797 40,914
Parks EDU 31,746 1,374 33,120
Transportation EBU 5,155,638 227,506 5,383,143
Sewer EBU 1,491 74 1,566
Storm Drain EBU 478,033 23,750 501,783
Note:

1. Sewer usage rates per gallon and storm drains used runoff coefficients to determine fee calculations, so this methodology differs from the projected EDU/EBUs presented in the other categories.

E.2 Persons Served
For many of the facilities considered in this Fee Study, service population (or Persons Served) will be used to allocate benefits among fee categories. For the purposes of this Fee Study, the Persons Served calculations are based on the number of residents per dwelling unit (i.e., persons per household) and the number of employees per 1,000 Sq. Ft. generated by each land use class. Notably, the Persons Served (or service population) is:

Based on residents, plus 50% of employees.

This service population estimate accounts for the fact that residents generally have access to facilities for 16 hours per day, while employees have access for 8 hours per day.

Notably for Parks, the calculation of the number of Persons Served is based on residents only.

E.3 Peak Hour Trips
Transportation Impact Fees were calculated for each of the six (6) land use categories: residential, hotel, commercial/retail, office, industrial, and institutional/other, based on the number of ADTs generated by each land use. ADTs are published by the Institute of Transportation Engineers’ (“ITE’s”) Publication Trips Generation, 10th Edition. The ADT generation rates are per dwelling unit (for residential units), per 1,000 building square feet for each category of non-residential development, and per room for hotels. Per the ITE, a trip or trip end is a single or one-direction person or vehicle movement with either the origin or the destination existing or entering) inside a study site. In technical terms, a trip has an origin and a destination at its respective ends (known as trip ends). Each trip ends is part of a trip.

For trip site generation, the focus is on the trips entering and exiting a single site.

Specifically, ADTs are the total number of trips, both inbound and outbound, within a 24-hour weekday period, generated by a particular use or development. 19 SECTION V

METHODOLOGY USED TO

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E.4 Sewer Generation (Gallons per Day)
The methodology used to allocate sewer facilities costs to future development is relative wastewater generation. Sewer Fees were calculated for each of the six (6) land use categories based on the wastewater rates provided by the City.

E.5 Stormwater Runoff Coefficients
The methodology used to allocate drainage costs to future development is relative runoff contribution. Storm Drain Fees were calculated for each of the land use categories based on the runoff rates, measured in terms of the relative contribution of runoff (i.e., the EBU factor - see Section V) generated by each land use. Specifically, the reasonable relationship used to allocate storm drain costs between existing, converted use, and future development is relative runoff contribution. The Rational Method of computing runoff rates was used in the form of Q = C x I x A, where “Q” is equal to runoff volume, “C” is the ratio of impervious area to total area studied, “I” is rainfall intensity, and “A” is Area, in acres of the study area. A runoff factor, “C” of

1.00, indicates a totally impervious site, where every drop of rain would find its way to the public streets as runoff. However, it can be shown that only the relative contribution of runoff needs to be considered when computing a unit of runoff (Q/A), where only the runoff factor and acreage are taken into account. This is the assumption used in this calculation.

The following sections present the reasonable relationship of benefit, impact, and proportionality tests for each fee element (i.e., City Administration facilities, Police facilities, Parks facilities, Transportation facilities, Sewer facilities, and Storm Drain facilities, as well as the analysis undertaken to apportion costs for each type of facility. More detailed fee calculation worksheets for each facility type are included in Appendix A.
20 SECTION VI

CALCULATION OF FEES

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CALCULATION OF FEES
A City Administration DIFs
A.1 City Administration (Nexus Requirement AB 1600)
The City element includes the facilities necessary to provide basic City Administration services and facilities services throughout the City. The facilities in this section are defined as buildings, land, vehicles, property, and equipment; basically, any capital asset with a life of 5 years or longer. The proposed DIF discussed in this section, if adopted, would be imposed, collected, and spent on the acquisition of land, construction, and expansion of existing City facilities to accommodate new growth. The fees collected from the new development will be used exclusively for City Administration purposes. All new development within the City contributes to the direct and cumulative impacts on City Administration facilities, necessitating new facilities to accommodate growth.

Table 11 below illustrates how the City Administration Facilities Fee meets the requirements of AB 1600 regarding the use of the fee, the types of development funded or partially funded by fee revenue, the reasonable relationship to the need for facilities, and proportionality requirements.
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CALCULATION OF FEES

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Table 11: City Administration Facilities Element
AB 1600 Code
Section Description Justification
66001(a)(1) Identify the purpose of the Fee.

Provide a revenue source that will provide funds to construct or enhance City Administration facilities that will mitigate the impacts of new residential and non-residential development on the City’s Administration facilities.
66001(a)(2) Identify the use to which the Fee is to
be put.

Construction and expansion of city hall buildings, supporting City Administration facilities, public works office, libraries, garage facilities, vehicles, equipment, and parking facilities. 66001(a)(3)
Demonstrate how there is a
reasonable relationship between the
Fee’s use and the type of development
project on which the Fee is imposed.

New residential and non-residential development in the City will generate additional residents and employees, thus
increasing the need for City Administration facilities. The equipment, vehicles, buildings, and parking used to provide these services will have to be enhanced, expanded,
constructed, or purchased to meet this increased demand and maintain the current LOS to the City.
66001(a)(4)
Demonstrate how there is a
reasonable relationship between the
need for the public facilities and the
type of development project on which
the Fee is imposed.

The additional residents and employees from the new
development will impact the demand for general
administration facilities. Expanded or enhanced city hall buildings, supporting government administration facilities, public works offices, garages, vehicles, equipment, and parking facilities are needed to mitigate the impacts of additional residents and employees. If City Administration facilities are not constructed, expanded, or enhanced, overall general services provided to City residents and employees will suffer.
66001(b)
Demonstrate a reasonable relationship
between the Fee amount and the cost
of the public facility.

The City Administration fee is based on the cost of providing new city hall buildings, supporting government administration facilities, public works offices, libraries, garage facilities, equipment, vehicles, field operations buildings, and parking facilities. The fee is based on the cost of providing new materials at the same level as those provided to existing residents and employees.

Table 12 below identifies the current inventory for City Administration Facilities.

As noted previously, all furniture, fixtures, and equipment have been consolidated into a single (1) integrated unit, including departmental equipment such as furniture modules and other equipment, to simplify data representation. 22 SECTION VI

CALCULATION OF FEES

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Table 12: City Administration Inventory as of 2025
Facility Quantity
Buildings (Square Feet) 16,500
Land (Acres) 2.10
Vehicles (Number) 5.00
Equipment (Integrated Unit) 1.00
A.2 Calculation Methodology
The City Administration Fee was calculated using the Standards-Based Methodology discussed in Section V. For future development to receive the same LOS as exists today, the City will need to acquire or construct additional public building facilities, vehicles, and equipment. Assuming the City’s growth through 2040, the City will need to acquire or construct additional infrastructure to maintain the existing LOS.

A.3 LOS
As stated earlier in Section III, in September of 2021, the Governor of California signed AB 602, which provides new statewide requirements for local jurisdictions seeking to impose DIFs on development projects. Among these new requirements is that, when applicable, a Nexus study shall identify the existing LOS for each public facility, identify the proposed new LOS, and explain why the new LOS is necessary. The LOS used to calculate the City Administration Fees in this section is the existing LOS as defined as the relationship between the replacement cost of City Administration facilities (as described in this section) and the City’s existing EDUs as discussed in Section V. The current LOS is calculated by dividing the total inventory of a facility type, as noted above, by the existing number of EDUs within the City. As indicated below, the existing LOS for every 1,000 EDUs is 464 square feet of building space. The same LOS methodology applies to land, vehicles, and integrated equipment, as presented in Table 13 below.

Table 13: City Administration Current LOS as of 2025
Facility Type Facility Units per 1,000
EDUs
Buildings (Square Feet) 464
Land (Acres) 0.06
Vehicles (Number) 0.14
Equipment (Integrated Unit) 0.02
23 SECTION VI

CALCULATION OF FEES

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The facility units generated in the table above are used to determine future City Administration buildings, land, vehicles, etc., funded by new development in 2040, and are presented in Table 14 below. The mathematics behind these calculations is presented in detail in Appendix A.

Table 14: Future City Administration Facility Units in 2040 Facility Type
Number of Facility
Units Funded by New
Development
Buildings (Square Feet) 739
Land (Acres) 0.09
Vehicles (Number) 0.22
Equipment (Integrated Unit) 0.05
Notably, construction and acquisition costs depend on the real estate market at the time of development. Location, land demand, encumbrances, comparable acquisitions, and construction costs are among the many variables that influence appraisals and negotiations. Each facility will have its own location and improvement requirements. However, DTA was able to determine general cost estimates, on a per-square-foot basis, for City Administration facilities based on historical and current data available and input from the City. These cost estimates were then applied to the future facility units.

Table 15: City Administration Total Costs in 2040 1
Facility Type
Facility Units
Funded by New
Development
Cost Per Unit
Total Facility Cost
for Future
Development
Buildings (Square Feet) 739 $863 $637,648
Land (Acres) 0.09 $0.00 $0.00
Vehicles (Number) 0.22 $62,027 $13,896
Equipment (Integrated Unit) 0.05 $17,552,356 $786,437
Less: Offsetting Revenue $0.00
Equals: Total Facilities Cost $1,437,981
Total Future EDUs 1,594
Cost per EDU $902
Note:

1. Numbers may not sum due to rounding.
24 SECTION VI

CALCULATION OF FEES

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A.4 Offsetting Revenues
In calculating DIFs, it is important to consider any offsetting revenue in the City Administration facilities calculation total, as any existing account balance or other offsetting funds must be subtracted from the facilities cost total. As this is a new fee to the City, there are no current offsetting revenues.

A.5 City Administration Fee Calculations
Once the total future facility cost has been determined, the maximum calculated fee for each land use category can be determined. This is done by dividing the total future facility cost by the projected City Administration EDUs, yielding a perEDU rate of $902, as shown above. As discussed in Section III, per the directive of AB 602, for housing development projects, nexus studies adopted after July 1, 2022, will no longer be on a per-unit basis, but will be calculated based on the square footage of proposed units of the development, unless the local agency demonstrates that another metric is more appropriate.

The Residential Fee per Sq. Ft. was determined by multiplying the cost per EDU ($902) by the total number of residential EDUs (1,374), resulting in a total amount funded from residential property of $1,239,330. This result was then divided by the total anticipated residential square footage of 1,389,501, yielding a fee per square foot of $0.89. Details of this calculation are shown in the table below.

Table 16: Residential City Administration Costs Financed by Fees Summary per Land Use Category
1 Land Use Type EDUs per Unit Number of
Projected Units Calculation Total EDUs
Residential 1.00 1,374 1,374
Total EDUs [a] 1,374
Total Cost per EDU [b] $902
Total Fees [c] = [a] x [b] $1,239,330
Total Residential Sq. Ft. [d] 1,389,501
Total Cost per Residential Sq. Ft. [e] = [c]/[d] $0.89
Note:

1. Numbers may not sum due to rounding.

Similarly, the Non-residential Fee per 1,000 Sq. Ft. was determined by multiplying the cost per EDU of $902 by the total number of non-residential EDUs applicable to each land use type. The table below summarizes the fee amounts per 1,000 Sq.

Ft. and the total cost financed by Fees imposed on non-residential land uses. 25 SECTION VI

CALCULATION OF FEES

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Table 17: Non-Residential City Administration Costs Financed by Fee Summary per Land Use Category 1
Land Use Type EDUs per 1,000
Non-Res. Sq. Ft.1
Fee per 1,000 Non-Res.

Sq. Ft.

Number of Projected
Non-Res. Sq. Ft.

Costs Financed by
Fees
[a] [b] = [a] x [$/EDU] [c] [d] = [c] x [b]
Hotel 0.25 $222 99 $21,941
Commercial/Retail 0.23 $209 316,501 $66,121
Office 0.44 $393 113,817 $44,727
Industrial 0.10 $87 493,828 $42,961
Institutional/Other 0.84 $759 30,168 $22,901
Total $198,651
Note:

1. Numbers may not sum due to rounding.

A.6 Proposed Fees
A summary of the proposed City Administration Fees is presented in Table 18 below. The Fees recommended in this Fee Study reflect the maximum justifiable Fee level that the City may impose on new residential and non-residential development under the statutory requirements of Government Code Section 66000 et seq.

Table 18: City Administration Costs Financed by Fees Summary per Land Use Category Land Use Type
Residential Fee per
Sq. Ft./per 1,000 NonRes. Sq. Ft.

Number of Projected
Res Sq. Ft., and NonRes. Sq. FtCosts Financed by Fees
Residential $0.89 1,389,501 $1,239,330
Hotel $222 99 $21,941
Commercial/Retail $209 316,501 $66,121
Office $393 113,817 $44,727
Industrial $87 493,828 $42,961
Institutional/Other $759 30,168 $22,901
Total $1,437,981
A.7 Administrative Fee
There is also an administrative portion of the DIF, which is an administrative fee that funds the City’s costs of implementing and collecting the DIFs, including but not limited to calculation and collection of the fees, revenue and cost accounting of the fees collected, fee justification analysis, and preparation of any mandated reports. Per the City’s request, the administrative component of the DIF is 26 SECTION VI

CALCULATION OF FEES

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calculated at 2% of the total impact fees collected in addition to the fees charged to new development, which is a customary industry standard. The calculated DIFs, including the 2% administrative fee, are presented in Table 19 below.

Table 19: City Administration Fee Summary (Includes 2.0% Administration Cost) Land Use Maximum
Fees
Residential (Per Sq. Ft.) $0.89
Hotel $222
Commercial/Retail (Per Sq. Ft.) $209
Office (Per Sq. Ft.) $393
Industrial (Per Sq. Ft.) $87
Institutional/Other (Per Sq. Ft.) $759
A.8 DIF Annual Cost Escalation Recommendations
The fees recommended within this Fee Study reflect the maximum justifiable fee level that may be imposed on new development under the statutory requirements of Government Code Section 66000 et. seq. As the DIFs proposed in this Fee Study are based on Facilities costs in 2025 dollars, it is appropriate for the City to apply an annual escalator to these fee levels to account for inflation in acquisition and construction costs. DTA further recommends that, after adoption, the above Fees be reviewed each year and include a provision for an annual adjustment based on the current CCCI. This construction cost index is based on the BCI indices produced by the ENR.
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B Police DIFs
B.1 Police Facilities (Nexus Requirement AB 1600)
The Police Facilities element includes those facilities used by the City Police Department to maintain police services. The fees collected from the new development will be used exclusively for Police Department purposes. All new development within the City contributes to the direct and cumulative impacts on Police Department facilities and necessitates new facilities to accommodate growth. The facilities, equipment, and vehicles used to provide these services will have to be purchased or replaced to meet this increased demand. Thus, a reasonable relationship exists between the need for Police Facilities and the impact of residential and non-residential development.

Table 20 below illustrates how the police fee will meet the requirements of AB 1600 regarding the use of the fee, the types of development funded or partially funded by fee revenue, the reasonable relationship to the need for facilities, and the proportionality requirements.
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Table 20: Police Facilities Element
AB 1600 Code
Section Description Justification
66001(a)(1) Identify the purpose of the Fee.

Provide a revenue source that will provide funds to
acquire vehicles, property, and equipment, and
additional facilities that will mitigate the impacts of new residential and non-residential development on the
City’s Police facilities.
66001(a)(2) Identify the use to which the Fee is
to be put.

Expansion or enhancement of police headquarters or
substations, purchase of additional police vehicles,
property, and equipment.
66001(a)(3)
Demonstrate how there is a
reasonable relationship between
the Fee’s use and the type of
development project on which the
Fee is imposed.

New residential and non-residential developments in the City will generate additional residents and employees,
thereby increasing the need for trained police personnel.

Buildings, vehicles, property, and equipment used to
provide these services will have to be purchased or
enhanced to meet this increased demand and maintain
the same LOS to the City.
66001(a)(4)
Demonstrate how there is a
reasonable relationship between
the need for the public facilities
and the type of development
project on which the Fee is
imposed.

The additional residents and employees from the new
development will impact the demand for police vehicles, property, and equipment. Expanded or enhanced police
stations, vehicles, and equipment would be needed to
mitigate the impacts of the additional residents and
employees. If additional buildings, vehicles, and
equipment are not acquired, then the overall public
safety LOS in the City would suffer.
66001(b)
Demonstrate a reasonable
relationship between the Fee
amount and the cost of the public
facility.

The police fee is based on the cost of providing
expanded/enhanced buildings and purchasing
additional vehicles, property, and equipment at the
same levels as provided to existing residents.

The table below identifies the current inventory for Police facilities. Notably, all furniture, fixtures, and equipment have been consolidated into a single integrated unit, including departmental equipment such as furniture modules and other equipment, to simplify data representation.

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Table 21: Police Facilities Inventory as of 2025
Facility Quantity
Buildings (Square Feet) 12,919
Land (Acres) 1.30
Vehicles, Furniture, Fixtures, & Equipment (One Integrated Unit) 1.00 B.2 Calculation Methodology
The Police Fee was calculated using the Standards-Based Methodology discussed in Section V. For future development to receive the same LOS as exists today, the City will need to acquire or construct additional Police facilities and purchase new vehicles and equipment. Assuming the City’s growth over the next 16 years, the City will need to acquire or construct additional infrastructure to maintain the existing LOS.

B.3 LOS
As stated earlier in Section III, in September of 2021, the Governor of California signed AB 602, which provides new statewide requirements for local jurisdictions seeking to impose DIFs on development projects. Among these new requirements is that, when applicable, a Nexus study shall identify the existing LOS for each public facility, identify the proposed new LOS, and explain why the new LOS is necessary. The LOS used to calculate the Police Fee in this section is the existing LOS as defined as the relationship between the replacement cost of Police Facilities (as described in this section) and the City’s existing EDUs as discussed in Section V. The current LOS is calculated by dividing the total inventory of a facility type, as noted above, by the existing number of EDUs within the City. As indicated below, the existing LOS for every 1,000 EDUs is 330 square feet of building space. The same LOS methodology applies to land, vehicles, and integrated equipment, as presented in Table 22 below.

Table 22: Police Facilities Current LOS as of 2025
Facility Type Facility Units per 1,000
EDUs
Buildings (Square Feet) 330
Land (Acres) 0.03
Vehicles, Furniture, Fixtures, & Equipment (One Integrated Unit) 0.03 The facility units generated in the table above are used to determine future Police Facility Units (buildings, land, vehicles, and equipment) funded by new development by 2040. This is presented in Table 23 below. The mathematics behind these calculations is presented in detail in Appendix A. 30 SECTION VI

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Table 23: Police Future Facilities Required to Maintain the Current LOS by 2040 Facility Type
Number of Facility
Units Funded by New
Development
Buildings (Square Feet) 594
Land (Acres) 0.06
Vehicles, Furniture, Fixtures, & Equipment (One Integrated Unit) 0.05 Notably, construction and acquisition costs depend on the real estate market at the time of development. Location, land demand, encumbrances, comparable acquisitions, and construction costs are among the many variables that influence appraisals and negotiations. Each facility will have its own location and improvement requirements. However, DTA determined general cost estimates, on a per-square-foot basis, for Police facilities based on available historical and current data. It’s also important to note that building costs for public safety facilities are somewhat higher than those for conventional structures, as they must be built to a higher standard and are expected to see higher levels of use (24-hour use). These cost estimates were then applied to the future facility units.

Please see Table 24 below for additional details regarding the costs for Police facilities.

Table 24: Police Total Facilities Costs in 2040 1
Facility Type
Facility Units
Funded by New
Development
Cost Per
Unit
Total Facility Cost for
Future Development
Buildings (Square Feet) 594 $7,025 $4,169,524
Land (Acres) 0.06 $0.00 $0.00
Vehicles, Furniture, Fixtures, &
Equipment (One Integrated Unit) 0.05 $23,937,437 $1,099,810 Less: Offsetting Revenue $321
Equals: Total Facilities Cost $4,691,833
Total Future EDUs 1,797
Cost per EDU $2,611
Note:

1. Numbers may not sum due to rounding.

B.4 Offsetting Revenues
In calculating DIFs, it is important to consider any offsetting revenue in the Police Facilities calculation total, as any existing account balance or other offsetting funds must be subtracted from the facilities cost total. As this is a new fee to the City, there are no current offsetting revenues.
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B.5 Police Facilities Fee Calculation
Once the total future facility cost has been determined, the maximum calculated fee for each land use category can be determined. This is done by dividing the total future facility cost by the projected Police Facilities EDUs, yielding a per-EDU rate of $2,611, as shown above. As discussed in Section II, per the directive of AB 602, for housing development projects, nexus studies adopted after July 1, 2022, will no longer be on a per-unit basis, but will be calculated based on the square footage of proposed units of the development, unless the local agency demonstrates that another metric is more appropriate.

Again, the Residential Fee per sq. ft. was determined by multiplying the cost per EDU ($2,611) by the total number of residential EDUs (1,374), resulting in a total amount funded from residential property of $3,587,002. This result was then divided by the total anticipated residential square footage of 1,389,501 to yield a per-square-foot fee of $2.58. Details of this calculation are shown in the table below.

Table 25: Residential Police Facilities Costs Financed by Fees Summary per Land Use Category 1
Land Use Type EDUs per Unit Number of
Projected Units Calculation Total EDUs
Residential 1.00 1,374 1,374
Total EDUs [a] 1,374
Total Cost per EDU [b] $2,611
Total Fees [c] = [a] x [b] $3,587,002
Total Residential sq. ft. [d] 1,389,501
Total Cost per Residential sq. ft. [e] = [c]/[d] $2.58
Note:

1. Numbers may not sum due to rounding.

Similarly, the non-residential Fee per 1,000 sq. ft. was determined by multiplying the cost per EDU of $2.661 by the total number of non-residential EDUs applicable to each land use type. The table below summarizes the Fee amounts per 1,000 sq. ft. and the total cost financed by Fees imposed on non-residential land uses.

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Table 26: Non-Residential Police Facilities Costs Financed by Fees Summary per Land Use Category 1
Land Use Type EDUs per 1,000
Non-Res. Sq. Ft.
1 Fee per 1,000
Non-Res. Sq. Ft
Number of
Projected NonRes. Sq. Ft.

Costs Financed
by Fees
[a] [b]= [a] x [$/EDU] [c] [d] = [c] x [b]
Hotel 0.25 $643 99 $63,504
Commercial/Retail 0.23 $1,787 316,501 $565,568
Office 0.44 $1,568 113,817 $178,510
Industrial 0.10 $471 493,828 $232,677
Institutional/Other 0.84 $2,140 30,168 $64,573
Total $1,104,832
Note:

1. Numbers may not sum due to rounding.

B.6 Proposed Fees
A summary of the proposed Police Fees is presented in Table 27 below. The Fees recommended in this Fee Study reflect the maximum justifiable Fee level that the City may impose on new residential and non-residential development under the statutory requirements of Government Code Section 66000 et seq.

Table 27: Police Facilities Costs Financed by Fees Summary per Land Use Category Land Use Type
Residential Fee per Sq.

Ft./ Non- Residential
Fee per Room/per
1,000 Non-Res. Sq. Ft.

Number of Projected
Res Sq. Ft./ Rooms /
Non-Res. Sq. Ft
Costs Financed
by Fees
Residential $2.58 1,389,501 $3,587,002
Hotel $1,787 99 $63,504
Commercial/Retail $1,568 316,501 $565,568
Office $471 113,817 $178,510
Industrial $2,140 493,828 $232,677
Institutional/Other $1,787 30,168 $64,573
Total $4,161,833
Note:

1. Numbers may not sum due to rounding.

B.7 Administrative Fee
There is also an administrative portion of the DIF, which is an administrative fee that funds the City’s costs of implementing and collecting the DIFs, including but 33 SECTION VI

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not limited to calculation and collection of the fees, revenue and cost accounting of the fees collected, fee justification analysis, and preparation of any mandated reports. Per the City’s request, the administrative component of the DIF is calculated at 2% of the total impact fees collected in addition to the fees charged to new development, which is a customary industry standard. The calculated DIFs, including the 2% administrative fee, are presented in Table 28 below.

Table 28: Police Fee Summary (Includes 2.0% Administration Cost) Land Use Maximum Fees
Residential (Per Sq. Ft.) $2.58
Hotel $643
Commercial/Retail (Per Sq. Ft.) $1,787
Office (Per Sq. Ft.) $1,568
Industrial (Per Sq. Ft.) $471
Institutional/Other (per Sq. Ft.) $2,140
B.8 DIF Annual Cost Escalation Recommendations
The fees recommended within this Fee Study reflect the maximum justifiable fee level that may be imposed on new development under the statutory requirements of Government Code Section 66000 et. seq. As the DIFs proposed in this Fee Study are based on Facilities costs in 2025 dollars, it is appropriate for the City to apply an annual escalator to these fee levels to account for inflation in acquisition and construction costs. DTA further recommends that, after adoption, the above Fees be reviewed each year and include a provision for an annual adjustment based on the current CCCI. This construction cost index is based on the BCI indices produced by the ENR.

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C Parks Development DIFs
C.1 Parks Development Facilities Fees (Nexus Requirement AB 1600) The Parks Development Facilities element will serve Hawthorne residents by providing facilities and enhancing the community’s appeal and quality of life. The types of facilities described in this section include Neighborhood Parks and Community Parks, which are covered in this fee category. The fee covers the construction of park improvements and enhancements to park facilities. It is important to note that AB 1600 Park Fees are intended to expand, enhance, and improve existing facilities to meet the demands of new growth. The Fee Study includes a component for developing new park facilities to serve new residential development in the City through 2040.

Improving the overall quality of life for residents and providing excellent parks are important for a city's well-being. Not only do parks make the community more attractive to residents (providing a stronger market base for local businesses), but they can also directly influence a city's fiscal base by attracting commercial and industrial businesses.

Table 29 below illustrates how the Parks facilities Fee meets the requirements of AB 1600 with regard to the use of the Fee, the type of development funded or partially funded by the Fee revenue, the reasonable relationship to the need for facilities, and proportionality requirements.

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Table 29: Park Land Facilities
Description Justification
Identify the purpose of the Fee.

Provide a revenue source that will provide funds for parks and expand/enhance facilities, trail facilities, natural areas, trail corridors, vehicles, and equipment that will mitigate the impact of new residential development on the City’s Parks facilities.

Identify the use to which the Fee is to
be put.

Acquisition/enhancement/expansion of land for park
facilities, and the further development of existing parkland.

Demonstrate how there is a
reasonable relationship between the
Fee’s use and the type of
development project on which the
Fee is imposed.

New residential development in the City will increase the population, thereby increasing the need for park facilities.

Park facilities and equipment used to provide these services will have to be expanded or enhanced to meet this increased demand and maintain the same LOS to the City.

Demonstrate how there is a
reasonable relationship between the
need for the public facilities and the
type of development project on
which the Fee is imposed.

The additional residents from the new development will
impact the demand for park facilities. New enhanced park facilities are needed to mitigate the impact of the additional residents. If additional park facilities are not constructed, the LOS will decline, and the overall quality of life for City residents will suffer.

Demonstrate a reasonable
relationship between the Fee amount
and the cost of the public facility.

The park facilities fee (which can also include land costs) is based on the cost of providing park facilities. The fee is based on the cost of providing new park facilities at the same levels as provided to existing residents.

The table below identifies the current inventory for Parks facilities. Notably, using information provided by the City, DTA has determined that the City has a total of

48.24 acres of usable parkland, as shown in Table 30 below.

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Table 30: Current Park Facilities Inventory
Park Inventory Acres
118th Street Mini Park 0.15
Betty Ainsworth Sports Park 4.33
Eucalyptus Park 4.00
Hawthorne Memorial 1.90
Holly Glen Park 2.00
Jim Thorpe Park 8.90
Ramona Park 1.80
Bicentennial Park 0.91
Glasgow Park 4.65
Hawthorne Pool 1.00
Holly Park 10.30
Memorial Park and Dog Park 6.80
Zela Davis Park 0.50
New Build (105 Fwy, El Segundo Blvd., Kornblue and Inglewood Ave.) 1.00 Total 48.24
C.2 Calculation Methodology
The Parks Fee was calculated using the standards-based methodology discussed in Section V. For future development to receive the same LOS as exists today, the City will need to construct or enhance park facilities and equipment. Assuming the City’s growth over the next 16 years, the City will need to acquire or construct additional infrastructure to maintain the existing LOS. Additionally, this fee was only allocated to residential development and excluded non-residential development.

C.3 LOS
As stated in Section III, in September of 2021, the Governor of California signed AB 602, which provides new Statewide requirements for local jurisdictions seeking to impose DIFs on development projects. Among these new requirements is that, when applicable, a Nexus Study shall identify the existing LOS for each public facility, identify the proposed new LOS, and explain why the new LOS is necessary. The LOS used to calculate the Parks Fee in this section is the existing LOS, defined as the relationship between the cost of park facilities (as described in this section) and the City’s existing EDUs, as discussed in Section V.

The standards-based LOS ensures that City facilities are appropriately developed and sized so that future residents do not reduce the LOS by unduly burdening the infrastructure system, leading to decay and deterioration. This methodology offers several advantages, including the ability to operate without knowing the size or cost of a specific facility. Another advantage of this methodology is that it does not involve the planning of any future facilities. This methodology assigns 37 SECTION VI

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100% of the Fees to new development and allows the City to apply the Fee revenue to any Fee-eligible project.

As stated, the City currently has 48.24 acres of parks, and to maintain consistency with the City’s objective, the proposed park fees are calculated at 1.52. Notably, despite the identified standard, the City intends to maintain the targeted standard (per the General Plan) of 3.0 acres per 1,000 residents. This standard, based on

2.70 residents per EDU, equates to 8,094 acres per 1,000 EDUs and is used to determine future Parks Facility Units (i.e., acres of parks) funded by new development in 2040. This is achieved by multiplying the target standard of 3.0 acres per 1,000 EDUs by the projected EDU count of 1,374, resulting in 11.12 acres to be funded by new development. This is presented in Table 31 below.

Table 31: Park Future Facilities in 2040
Facility Type
Number of Facility
Units Funded by New
Development
Parks (Acres) 11.12
Based on the cost per unit of $104,903 (this amount excludes the value of land because the City is built out and does not expect to purchase additional land for parks) and the required acreage of Parks from new development of 11.12, the total costs of new park land acquisition and park development are approximately $1,166,973 to maintain the existing LOS. Details of this calculation are shown in Table 32 below.

Table 32: Park Total Facilities Costs in 2040 1
Facility Type Facility Units Funded
by New Development Cost Per Unit
2 Total Facility Cost
for Future
Development
Parks (Acres) 11.12 $104,903 $1,166,973
Offsetting Revenue $520,290
Total Facilities Cost $646,683
Total Future EDUs 1,374
Cost per EDU $471
Notes:

1. May not sum due to rounding.

2. The Cost per Unit is the total Property/Equipment and Vehicle amount of $5,061,819 divided by the total land acreage of 48.24.
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C.4 Offsetting Revenues
According to information obtained by DTA, there are offsetting revenues that need to be considered in the total park facilities calculation. As of the end of June 2025, the City had a negative balance of $520,290 in its current Park account, which is counted as offsetting revenue in the DIF calculation.

C.5 Park Facilities Fee Calculation
Once the total future facility cost has been determined, the maximum calculated Fee for each land use category can be generated. This is done by dividing the total future facility cost by the projected Park Facilities EDUs, yielding a per-EDU rate of $646,683, as shown below. As discussed in Section II, per the directive of AB 602, for housing development projects, Nexus Studies adopted after July 1, 2022, will no longer be on a per-unit basis and will instead be calculated based on the square footage of proposed units of the development, unless the local agency demonstrates that another metric is more appropriate.

The residential Fee per Sq. Ft. was determined by multiplying the cost per EDU ($471) by the total number of residential EDUs (1,374), resulting in a total amount funded from residential property of $646,683. This result was then divided by the total anticipated residential square footage, 1,389,501, to yield a fee per square foot of $0.47. Details of this calculation are shown in Table 33 below.

Table 33: Park Facilities Costs Financed by Fees Summary per Land Use Category 1 Land Use Type EDUs per Unit Number of
Projected Units
Conversion
Factor Total EDUs
Residential 1.00 1,374 1,374
Total EDUs [a] 1,374
Total Cost per EDU [b] $471
Total Costs Financed by Residential Fees [c] = [a] x [b] $646,683 Total Residential sq. ft. [d] 1,389,501
Total Fee per Residential sq. ft. [e] = [c]/[d] $0.47
Note:

1. May not sum due to rounding.

C.6 Proposed Fees
A summary of the proposed Park Fees is presented in Table 34 below. The Fees recommended within this Fee Study reflect the maximum justifiable Fee level that may be imposed on new residential development by the City under the statutory requirements of Government Code Section 66000 et. seq.
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Table 34: Park Facilities Costs Financed by Fees Summary per Land Use Category Residential Res. Fee per Sq. Ft. Projected Res. Sq. Ft. Costs Financed by Fees Residential $0.47 1,389,501 $646,683
Total $646,683
Note:

1. Residential Fees are per square foot.

C.7 Administration Fee
There is also an administrative portion of the DIF, which is an administrative fee that funds the City’s costs of implementing and collecting the DIFs, including but not limited to calculation and collection of the fees, revenue and cost accounting of the fees collected, fee justification analysis, and preparation of any mandated reports. Per the City’s request, the administrative component of the DIF is calculated at 2% of the total impact fees collected in addition to the fees charged to new development, which is a customary industry standard. The calculated DIFs, including the 2% administrative fee, are presented in Table 35 below.

Table 35: Park Facilities Fee Summary (Includes 2.0% Administration Costs).

Land Use Calculated Fees
Residential (per sq. ft.) $0.47
C.8 DIF Annual Cost Escalation Recommendations
The Fees recommended within this Fee Study reflect the maximum justifiable Fee level that may be imposed on new residential development. As the DIFs proposed in this Fee Study are based on Future Facilities costs in 2025 dollars, it is appropriate for the City to apply an annual escalator to these Fee levels to account for inflation in acquisition and construction costs. DTA further recommends that, after adoption, the above Fees be reviewed annually and include a provision for an annual adjustment based on the current CCCI. This CCI is based on the average of ENR's BCI cost indices.
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D Transportation DIFs
D.1 Transportation Facilities (Nexus Requirement AB 1600) The City’s goal is to improve the City's streets over the build-out horizon.

Improvements for each street will focus on roadway and interchange improvements, signal installation, multi-model projects, and additional miscellaneous projects. This additional infrastructure support is necessary to provide safe and efficient vehicular access throughout the City. The proposed DIF is to help meet the transportation demand of new development through 2040. The City identified the need for the transportation infrastructure and equipment, as described in Table 36 below.

The DIF will provide revenue to the City to fund the acquisition, installation, and construction of needed transportation facilities, which, in turn, will both preserve the quality of life in the City and protect the health, safety, and welfare of existing and future residents and employees.

The table below illustrates how the transportation fee meets the requirements of AB 1600 regarding the use of fees, the types of development funded or partially funded by fee revenue, the reasonable relationship to the need for facilities, and the proportionality requirements.
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Table 36: Transportation Facilities Nexus Requirement
AB 1600 Code
Section Description Justification
66001(a)(1) Identify the purpose of the Fee.

Provide a revenue source that will provide funds to
expand/enhance various transportation projects,
including interchange improvements, on/off ramps,
traffic signals, and other infrastructure that will
mitigate the impact of new development on the City's
transportation system.
66001(a)(2) Identify the use to which the Fee
is to be put.

Fund or partially fund the construction of interchange
improvements, on/off ramps, traffic signals, and other
infrastructure projects within the City limits.
66001(a)(3)
Demonstrate how there is a
reasonable relationship between
the Fee’s use and the type of
development project on which
the fee is imposed.

New residential and non-residential development will
generate additional traffic on City streets. The Fee
revenue will be used to expand/enhance
transportation projects that new residents and
employees will use. A Fee imposed on new residential
and non-residential development is a reasonable
method for mitigating the impacts of such new
development and any resulting increase in LOS above
and beyond the current LOS that is required to meet
the plans approved by the City.
66001(a)(4)
Demonstrate how there is a
reasonable relationship between
the need for the public facilities
and the type of development
project on which the Fee is
imposed.

The additional traffic volumes generated by new
development will impact current levels of congestion.

New interchange improvements, on- and off-ramps,
traffic signals, and other infrastructure are needed to mitigate the impact of increased traffic volumes. If the proposed projects are not constructed in concert with
new development, the City's transportation system
will experience higher traffic volumes and increase the level of congestion to a condition well below City
standards.
66001(b)
Demonstrate how there is a
reasonable relationship between
the amount of the Fee and the
cost of the public facility.

Project costs are allocated to new development based
on the percentage of traffic volume generated by new
development to the total traffic volume at build-out.

The specific fee imposed on the various land uses are
based on the relative trip generation rate as compared
to a residential unit (baseline rate or EDU factor).

Identification of the facilities to be financed is a critical component of any DIF program. In the broadest sense, the purpose of impact fees is to protect public health, safety, and general welfare by providing adequate public facilities. It’s important to note that, for Transportation Facilities, the City provided DTA with the list of Future Facilities to be included in the Fee Study (the “Needs List”).

Please refer to Section V for details on the Needs List. 42 SECTION VI

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Table 37 below summarizes the Transportation Needs List. The facilities cost presented below is based on estimates provided by the City.

Table 37: Transportation Facilities Costs
Transportation Services Facilities Facility Cost
Traffic Project $50,950,000
Traffic Signal Projects $19,090,000
Total $70,040,000
D.2 Calculation Methodology
The Transportation Facilities Fee was calculated using the Standards-Based Methodology discussed in Section V. For future development to receive the same LOS as exists today, the City will need to acquire or construct additional Transportation Facilities and equipment. Assuming the City’s growth over the next 15 years, the City will need to acquire or construct additional infrastructure to maintain the existing LOS. The LOS ensures that City facilities are appropriately developed and sized so that future residents and employees do not reduce the LOS by unduly burdening the infrastructure system, leading to decay and deterioration.

Table 38: Transportation Facilities Cost Allocation Summary Development Type ADT (EBUs) Percentage Allocated Facility Cost Allocation Existing Development 478,033 95.27% $66,724,900
New Development 23,750 4.73% $3,315,100
Total 501,783 100.00% $70,040,000
Cost per Unit of Runoff 1 $140
Note:

1. Some figures may not sum due to rounding.

D.3 LOS
As stated earlier in Section III, in September of 2021, the Governor of California signed AB 602, which provides new statewide requirements for local jurisdictions seeking to impose DIFs on development projects. Among these new requirements is that, when applicable, a Nexus study shall identify the LOS for each public facility, propose a new LOS, and explain why the new LOS is necessary. The LOS used to calculate the Transportation DIFs in this section is the existing LOS, as defined by the relationship between the replacement cost of Transportation Facilities (as described in this section) and the City’s existing water usage, as discussed in Section IV.
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D.4 Offsetting Revenues
Currently, there are no offsetting revenues in the City’s Sewer Facilities account to subtract from the total facilities cost.

D.5 Transportation Facilities Fee Calculation
For purposes of this Study, the LOS is estimated as (i) the replacement cost of the City’s existing Transportation Facilities (identified above), divided by (ii total daily trips in the City. In other words, the LOS is the current replacement cost of transportation facilities per cost per trip. This is presented below and presented in detail in Appendix A.

Table 39: Current Transportation Inventory as of 2025
Inventory Quantity
Total Existing Facilities $66,724,900
Total Daily Trips 478,033
Cost per Trip $140
D.6 Transportation Facilities Fee Calculation
The residential Fee per Sq. The fee was determined by first multiplying the cost per trip of $140 by the average residential daily trips of 8.24, resulting in a fee per unit of $11,322. The per-unit fee is multiplied by the 1,374 units projected over the build-out period, resulting in a total cost of $1,580,316. This result was divided by the total anticipated residential square footage of 1,389,501 to generate a residential Fee per square foot of $1.14. Details of this calculation are shown in Table 40 below.

Table 40: Residential Transportation Fee Calculation
Non-Residential Land Use Category Conversion Fee
Calculation
ADTs [a] 8.24
Cost per Trip [b] $140
Fee per Unit [c] = [a] x [b] $1,150
Projected Units [d] 1,374
Total Costs [e] = [c] x [d] $1,580,316
Projected Square Feet [f] 1,389,501
Residential Fee per sq. ft. [g] $1.14
Similarly, the non-residential Fee per room and per 1,000 sq. ft. was determined by multiplying the cost per trip by $140 by the total number of ADTs applicable to each land use type as presented in Table 41. For commercial/retail, office, industrial, and institutional/other, the total generated was divided by 1,000 to 44 SECTION VI

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calculate the fee per 1,000 square feet. The table below summarizes the Fee amounts per hotel room and other non-residential development per 1,000 sq. ft.

Table 41: Non-Residential Transportation Fee Calculation Non-Residential Land Use
Category ADTs Fee per Unit/Rooms
Fee per
Unit/1,000 Sq. Ft
Cost Financed by
Fees
[a] [b]=[a]x$140 [c] [d] = [b] x [c]/ 1,000
Hotel (Per Room) 4.24 $592 99 $58,451
Commercia/ Retail (Per sq.
ft.) 25.69 $3,586 316,501 $1,134,819
Office (Per sq. ft.) 11.26 $1,572 113,817 $178,885
Industrial (Per sq. ft.) 5.06 $706 493,828 $348,439
Institutional/Other (Per sq.
ft.) 3.37 $470 30,168 $14,191
D.7 Proposed Fees
A summary of the proposed Transportation Fees is presented in Table 42 below.

The Fees recommended in this Fee Study reflect the maximum justifiable Fee level that the City may impose on new residential and non-residential development under the statutory requirements of Government Code Section 66000 et seq.

Table 42: Non-Residential Transportation Fee Calculation (Maximum Allowable Fees) Land Category Transportation Fee
Residential (Per Sq. Ft.) $1.14
Hotel (Per Room) $592
Commercial Retail (Per Sq. Ft) $3,586
Office (Per Sq. Ft) $1,572
Industrial (Per Sq. Ft) $706
Institutional/Other (Per Sq. Ft.) $470
D.8 DIF Annual Cost Escalation Recommendations
The DIFs proposed in this section are based on facility costs in 2025 dollars. It is appropriate for the City to apply an annual escalator to these fee levels to account for inflation in acquisition and construction costs. DTA further recommends that, after adoption, the above Fees be reviewed annually and include a provision for an annual adjustment based on the current CCCI. This CCI is based upon the BCI average as produced by ENR.

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E Sewer DIFs
E.1 Sewer Facilities (Nexus Requirement AB 1600)
The Sewer Facilities element includes the facilities necessary to ensure adequate wastewater distribution and treatment throughout the City. The proposed DIFs discussed in this section, if adopted, would be imposed, collected, and spent on the construction of new facilities, or expansion/enhancement of existing City facilities to accommodate new growth, and the fees collected from the new development will be used exclusively for such purposes. All new development within the City contributes to the direct and cumulative impacts on sewer facilities and necessitates new facilities to accommodate growth. The Sewer element includes the facilities necessary to provide basic wastewater collection and treatment throughout the City.

Table 43 below illustrates how the Sewer DIF will meet the requirements of AB 1600 with regard to the use of the Fee, the types of development funded or partially funded by fee revenue, the reasonable relationship to the need for facilities, and the proportionality requirements.
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CALCULATION OF FEES

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Table 43: Sewer Facilities
AB 1600 Code
Section Description Justification
66001(a)(1) Identify the purpose of the Fee.

Provide a revenue source to pay for the
construction/expansion of sewer facilities such as trunk mains, basins, and equipment that will mitigate the
impacts of new development on the City’s Sewer
facilities.
66001(a)(2) Identify the use to which the Fee
is to be put.

Revenue from this fee will be used to construct and
expand/enhance new sewer facilities, such as landfill
flare modifications, trunk mains, basins, and equipment to provide general sewer collection and treatment
services.
66001(a)(3)
Demonstrate how there is a
reasonable relationship between
the Fee’s use and the type of
development project on which
the Fee is imposed.

New residential and non-residential development will
generate additional residents and employees,
increasing demand for Sewer facilities. Sewer Fees
collected from new development will be used
exclusively for construction-related costs associated
with these projects. Fees imposed on new residential
and non-residential development are a reasonable
means of mitigating the impacts of new development
and any resulting increase in LOS beyond the current
LOS required to meet the plan approved by the City.
66001(a)(4)
Demonstrate how there is a
reasonable relationship between
the need for the public facilities
and the type of development
project on which the Fee is
imposed.

New residential and non-residential development in
the City’s Sewer Service Area will generate additional
residents and employees, who will increase the need to
collect and treat sewage generated by such new
development. New sewer infrastructure, such as trunk
mains, basins, and equipment, is needed to collect and
treat sewer generated from new developments in the
City’s Sewer Service Area.
66001(b)
Demonstrate a reasonable
relationship between the Fee
amount and the cost of the public
facility.

The cost of the proposed facilities is based on
projected sewer generation from the various land uses.

The fee amount for each land use is calculated based
on the relative contribution of the Citywide sewer flow from that land use.

It’s important to note that for Sewer Facilities, the City provided DTA with the list of Future Facilities to be included in the Fee Study (the “Needs List”). Please refer to Section V for details on the Needs List. Table 44 summarizes the Needs List below. The facilities presented below are based on estimates provided by the City.
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Table 44: Sewer Facilities Needs List
Transportation Services Facilities Facility Cost
Sewer Pipe Replacement, Broadway from Ramona
Ave. to Hawthorne Way $7,000,000
Sewer Pipe replacement, Marine Ave. from Cordary
Ave. to Yukon Ave. $3,800,000
Sewer Pipe replacement, Isis Ave. from 135th St to
137th St. $2,000,000
Sewer Pipe replacement, 120th St. from Kornblum
Ave. to Yukon Ave. $4,000,000
Sewer Pipe replacement, Doty Ave. from 139th St. to
Rosecrans Ave. $2,000,000
Sewer Pipe replacement, Prairie Ave. from 120th St.
to Alley (N. of Broadway). $3,200,000
Sewer Pipe CIPP rehabilitation $4,000,000
Total $26,000,000
E.2 Calculation Methodology
Sewer Fees were calculated for each of the six (6) land use categories based on the generation rate, measured in terms of the number of gallons per day (“GDP”), (i.e., the EBU factor - see Section V) generated by each land use. Total GPDs were calculated by applying these generation rates to the various dwelling unit counts and non-residential square feet identified in the demographics section of this Fee Study. As discussed in Section V, flow generation rates (i.e., gallons per day per acre) for residential units and non-residential development are published in the City’s Sewer System Master Plan.

All proposed sewer facilities were sized to meet the needs of both existing and future residents and employees. Therefore, the costs of these facilities have been allocated between existing and new development based on their respective percentages of build-out EBUs. As illustrated in Table 45 below, 95.77% of the costs will be allocated to existing development, and 4.23% to new development.

Based on this allocation between new and existing development, $1,098,827 of the $26,000,000 in sewer facilities costs would be funded by the Fee imposed on new development. The remaining $24,901,173 must be funded through other sources to be determined by the City.
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Table 45: Sewer Facilities Cost Allocation Summary
Development Type Gallons Per Day
(GPD)
Percentage Allocated to New
Development Facility Cost Allocation
Existing Development 5,155,638 95.77% $24,901,173
New Development 227,506 4.23% $1,098,827
Total 5,383,143 100.00% $26,000,000
Cost per Unit of GDP $4.83
Sewer generation is directly related to water demand. Interior water usage (excluding landscape irrigation, which is considered a component of water demand) generally constitutes half (and often more) of the total water demand for a residential unit. To determine the Sewer Fees, DTA calculated the number of GPDs expected through 2040 based on the expected residential and nonresidential growth in the City. As shown in Table 46 below, the analysis estimates that up to 227,506 additional GPDs would be generated by land use growth. This is explained in detail in Appendix A.

Table 46: Sewer Generation by Land Use 1
Land Use Type Projected GPD Fees per Generation Rate 1 Cost Financed Residential 209,782 $737 $1,013,226
Hotel 1,662 $81.00 $8,028
Commercial/Retail 5,327 $81.00 $25,727
Office 1,916 $81.00 $9,252
Industrial 8,311 $81.00 $40,142
Institutional/Other 508 $81.00 $2,452
Total $1,098,827
Notes:

1. Projected GPDs per unit for residential and per 1,000 Square Feet for non-residential.

2. Total may not sum due to rounding
E.3 LOS
As stated earlier in Section III, in September of 2021, the Governor of California signed AB 602, which provides new statewide requirements for local jurisdictions seeking to impose DIFs on development projects. Among these new requirements is that, when applicable, a Nexus Study shall identify the existing LOS for each public facility, identify the proposed new LOS, and explain why the new LOS is necessary. The LOS used to calculate the Sewer DIFs in this section is the existing LOS, as defined by the relationship between the replacement cost of Sewer Facilities (as described in this section) and the City’s existing usage, as discussed in Section IV.
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E.4 Offsetting Revenues
Currently, there are no offsetting revenues in the City’s Sewer Facilities account to subtract from the total facilities cost.

E.5 Sewer Facilities Fee Calculation
As discussed in Section III, per the directive of AB 602, for housing development projects, nexus studies adopted after July 1, 2022, will no longer be on a per-unit basis, but will be calculated based on square footage of proposed units of the development, unless the local agency demonstrates that another metric is more appropriate.

The Fee per sq. ft. was determined by first multiplying the cost per EBU of $0.39 by the total number of residential EBUs (683,746), resulting in the total amount funded from residential property of $264,212. This result was then divided by the total anticipated residential square feet (5,842,858) to generate the Fee per square foot of $0.05. Details of this calculation are shown in the table below.

Table 47: Residential Sewer Facilities Costs Financed by Fees Summary per Land Use Category 1
Land Use Type GPDs per Unit Number of
Projected Units Calculation Total GPDs
Residential 153 1,374 209,782
Total Residential [a] 209,782
Total Cost per EBU [b] $4.83
Total Fees [c] = [a] x [b] $1,013,226
Total Residential Sq. Ft. [d] 1,389,501
Total Cost per Residential Sq. Ft. [e] = [c]/[d] $0.73
Note:

1. Numbers may not sum due to rounding.

Similarly, the Fee per 1,000 sq. ft. was calculated by multiplying the cost per EBU ($0.73) by the total number of non-residential EBUs for each land use type. The table below summarizes the Fee amounts per 1,000 Sq. Ft. and the total cost financed by Fees imposed on non-residential land uses.

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Table 48: Non-Residential Sewer Facilities Costs Financed by Fee Summary per Land Use Category 1
Land Use Type EBUs per 1,000
Non-Res. Sq. Ft.1
Fee per 1,000
Non-Res. Sq. Ft.

Number of Projected
Non-Res. Sq. Ft.

Costs Financed by
Fees
[a] [b] = [a] x EBU [c] [e] = [c] x [b]
Hotel 1,662 $81.00 99 $8,028
Commercial/Retail 5,327 $81.00 316,501 $25,727
Office 1,916 $81.00 113,817 $9,252
Industrial 8,311 $81.00 493,828 $40,142
Institutional/Other 508 $81.00 30,168 $2,452
Total $85,601
Note:

1. Numbers may not sum due to rounding.

E.6 Proposed Fees
The proposed Sewer Fee amounts are summarized in Table 49 below.

Table 49: Sewer Facilities Costs Financed by Fees Summary per Land Use Category 1 Land Use Type
Residential Fee per
Sq. Ft./per 1,000
Non-Res. Sq. ft.

Number of Projected
Res Sq. Ft./
Non-Res. Sq. Ft
Costs Financed
by Fees
Residential $0.73 1,389,501 $1,013,226
Hotel $81.00 99 $8,028
Commercial Retail $81.00 316,501 $25,727
Office $81.00 113,817 $9,252
Industrial $81.00 493,828 $40,142
Institutional/Other $81.00 30,168 $2,452
Total $1,098,827
Note:

1. Numbers may not sum due to rounding.

E.7 Administrative Fee
There is also an administrative portion of the DIF, which is an administrative fee that funds the City’s costs of implementing and collecting the DIFs, including but not limited to calculation and collection of the fees, revenue and cost accounting of the fees collected, fee justification analysis, and preparation of any mandated reports. Per the City’s request, the administrative component of the DIF is calculated at 2% of the total impact fees collected in addition to the fees charged to new development, which is a customary industry standard. 51 SECTION VI

CALCULATION OF FEES

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Table 50: Sewer Fee Summary with 2.0% Administrative Fee Land Use Fee Schedule
Residential $0.73
Hotel $81.00
Commercial Retail $81.00
Office $81.00
Industrial $81.00
Institutional/Other $81.00
E.8 DIF Annual Cost Escalation Recommendations
The fees recommended within this Fee Study reflect the maximum justifiable fee level that may be imposed on new development under the statutory requirements of Government Code Section 66000 et. seq. As the DIFs proposed in this Fee Study are based on Facilities costs in 2024 dollars, it is appropriate for the City to apply an annual escalator to these fee levels to account for inflation in acquisition and construction costs. DTA further recommends that, after adoption, the above impact fees be reviewed each year and include a provision for an annual adjustment based on the current CCCI. This construction cost index is based on the ENR-compiled average BCI for Los Angeles. 52 SECTION VI

CALCULATION OF FEES

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F Storm Drain Fees
F.1 Storm Drain Facilities (Nexus Requirement AB 1600)
The Storm Drain Facilities element will serve the residents of the City by providing facilities that ensure proper water drainage in those areas susceptible to stormwater runoff. Storm Drain Facilities include those used by the City to provide storm drainage services to residents and employees within the City's boundaries. The Storm Drain Fee will include facilities and expansions necessary to handle storm drain runoff from new development through build-out by the year 2040.

Table 51 below illustrates how the Storm Drain Facilities Fee meets the requirements of AB 1600 regarding the use of the Fee, the types of development funded or partially funded by Fee revenue, the reasonable relationship to the need for the facilities, and proportionality requirements.

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CALCULATION OF FEES

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Table 51: Storm Drain Facilities Nexus Requirement
AB 1600 Code
Section Description Justification
66001(a)(1) Identify the purpose of the Fee.

Provide a revenue source that will provide funds to construct and expand/enhance storm drain improvements that will
mitigate the impacts of new development on the City's storm drain system.
66001(a)(2) Identify the use to which the Fee
is to be put.

Fund or partially fund the construction and expansion of storm basins, laterals, tributary drains, and related projects within the City limits.
66001(a)(3)
Demonstrate how there is a
reasonable relationship between
the Fee’s use and the type of
development project on which
the fee is imposed.

New residential and non-residential development will generate additional storm drain needs in the City. The Fee revenue will be used to construct and expand storm drain basins, laterals, tributary drains, and related improvements. Storm drain fees collected from new development will be used exclusively for construction-related costs associated with these projects. Fees imposed on new residential and non-residential development are a reasonable means of mitigating the impacts of such development and any resulting increase in LOS beyond the current LOS required to meet the City-approved plans.
66001(a)(4)
Demonstrate how there is a
reasonable relationship between
the need for the public facilities
and the type of development
project on which the Fee is
imposed.

Storm Drain Fee revenue will go towards new facilities and improvements necessary to mitigate storm drain runoff from new development. The construction and expansion of storm drain basins, laterals, tributary drains, and related improvements are needed to ensure proper drainage of stormwater runoff and protect the City from flooding.
66001(b)
Demonstrate a reasonable
relationship between the Fee
amount and the cost of the public
facility.

Project costs are allocated to new development based on the stormwater and impervious runoff generated per acre. The specific Fee imposed on various land uses is based on
stormwater runoff coefficients relative to a residential unit (the baseline rate, or EDU factor).

For Storm Drain Facilities, the City has provided DTA with the list of Future Facilities to be included in the Fee Study (the “Needs List”). Please refer to Section V for details on the Needs List. Table 52 below summarizes the Needs List. The facilities presented below are based on estimates provided by the City.

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CALCULATION OF FEES

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Table 52: Storm Drain Facilities Costs
Storm Drain Facilities Facility Cost
Holly Park Infiltration System $6,900,000
132nd St from Hawthorne Blvd. to Prairie Ave. $2,300,000 J Northrop Ave from Prairie Ave to Crenshaw Blvd. $1,150,000 Citywide Stormwater Catch Basin Trash TMDL compliance $2,300,000 Citywide MS4 permit-related Project - Green Street LID $23,000,000 Storm Drain Facilities Subtotal $35,650,000
Offsetting Revenues $657,194
Storm Drain Facilities Total $34,992,806
F.2 Offsetting Revenues
In calculating DIFs, it is important to consider any offsetting revenue in the City Storm Drain calculations total, as any existing account balance or other offsetting revenue funds must be subtracted from the facilities cost total. Currently, $657,194 is in the Storm Drain Facilities account and must be subtracted from the total facilities cost, as indicated in Table 52 above.

F.3 LOS
As stated earlier in Section III, in September of 2021, the Governor of California signed AB 602, which provides new statewide requirements for local jurisdictions seeking to impose DIFs on development projects. Among these new requirements is that, when applicable, a Nexus study shall identify the existing LOS for each public facility, identify the proposed new LOS, and explain why the new LOS is necessary. This section examines the LOS for Storm Drain facilities to ensure sufficient system-wide capacity to direct storm drain runoff at storm recurrence intervals as dictated by City policy, from both new and existing developments.

The list of projects to be built by the City (and presented in detail in Appendix B of this study) details the planned facilities needed to provide the required services to the City and outlines the criteria for designing a system to serve both existing and future development. The portion of the fee associated with existing Storm Drain facilities reflects the current LOS and would be applied to new development. Notably, the future facilities have been identified by the City (in its CIP) as those required to serve both new and existing development; therefore, any increase in LOS above the current LOS would be required to meet the plan approved by the City.
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CALCULATION OF FEES

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F.4 Calculation Methodology
Storm Drain Fees were calculated for each of the six (6) land use categories based on the runoff rates, measured in terms of the relative contribution of runoff (i.e., the EBU factor - see Section V) generated by each land use. Specifically, the reasonable relationship used to allocate storm drain costs between existing, converted use, and future development is relative runoff contribution. A rational method of computing runoff rates was used in the form of Q = C x I x A, where “Q” is equal to runoff volume, “C” is the ratio of impervious area to total area studied, “I” is rainfall intensity, and “A” is Area, in acres of the study area. A runoff factor, “C” of 1.00, indicates a totally impervious site, where every drop of rain would find its way to the public streets as runoff. However, it can be shown that only the relative contribution of runoff needs to be considered when computing a unit of runoff (Q/I), in which only the runoff factor and acreage are taken into account. This is the assumption used in this calculation.

Total Runoff was calculated by applying these runoff factors to the estimated acreage attributable to the various dwelling unit counts and non-residential square feet identified in the demographics section of this Fee Study. As discussed in Section V, runoff factors per acre for residential units and non-residential development are based on numbers provided by the City Staff and from the 2020 Cal Trans Design Highway Design Manual Chapter 810 Hydrology, and reviewed with the City.

All proposed Storm Drain facilities were sized to meet the needs of both existing and future residents and employees. To determine the Storm Drain Fees, DTA calculated the total runoff expected through 2040 based on the anticipated residential and non-residential growth in the City. The current total runoff for all land uses was determined to be 1,491 EBUs, with 74 projected EBUs. These calculations are presented in detail in Appendix A. The costs of these facilities have been allocated between existing and new development based on their respective percentages of build-out EBUs. As illustrated in Table 53 below,

95.25% of the costs will be allocated to existing development, and 4.75% to new development. Based on this allocation between new and existing development, $1,663,020 of the planned Storm Drain facilities costs would be funded by the Fee imposed on new development. The remaining $33,329,786 must be funded through other sources to be determined by the City.

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CALCULATION OF FEES

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Table 53: Storm Drain Facilities Cost Allocation Summary Development Type Stormwater
Runoff (EBUs) Percentage Allocated Facility Cost Allocation Existing Development 1,491 95.25% $33,329,786
New Development 74 4.75% $1,663,020
Total 1,566 100.00% $34,992,806
Cost per Unit of Runoff 1 $22,349
Note:

1. Some figures may not sum due to rounding.

F.5 Floor Area Ratios (“FARs”) and Runoff Coefficients
To generate the Storm Drain Fees, DTA calculated the total runoff expected through 2040 based on the anticipated residential and non-residential growth in the City. To do this, residential development was calculated using dwelling units per acre, and non-residential development was calculated using floor area ratios (FAR) listed in the City’s General Plan, with information reviewed and provided by the City.

In addition, runoff coefficients were estimated for each land use. Runoff coefficients are used to calculate the volume of water that will flow from the surface during a storm event. They represent the fraction of rainfall that becomes surface runoff and are used to estimate peak flow rates for drainage systems. A coefficient of 0 means all rainfall is absorbed or lost, while a coefficient of 1 signifies all rainfall becomes runoff. Essentially, runoff coefficients help determine how much water a drainage system needs to handle. Runoff coefficients generally vary by project, but in this Study, they are based on current Municipal Separate Storm Sewer System (“MS4”) guidelines and Caltrans Highway Design Manual Hydrology numbers. The calculations explaining this in detail are presented in Appendix A at the end of this study.

F.6 Storm Drain Facilities Fee Calculation
The Storm Drain fees are calculated based on the amount of impervious surface area on a property. Impervious surfaces are hard surfaces, such as buildings, driveways, patios, and parking lots, that prevent rainwater from soaking into the ground, leading to increased stormwater runoff. This runoff needs to be managed to prevent flooding and protect water quality. In this analysis, storm drain fees are based on impervious surface area (square feet).

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CALCULATION OF FEES

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Table 54: Projected Storm Drain Usage by Land Use
Land Use Category Runoff Rate
Coefficient "C"
Cost per Unit Runoff
Allocation Rate
(Cost per Acre)
Total Acres Cost Financed
[a] [b] = [a] x $22,349 [c] [d] = [b] x [c]
Residential 0.50 $11,174 68.7 $767,672
Hotel 0.75 $16,761 0.70 $11,036
Commercial Retail 0.95 $21,231 14.50 $308,524
Office 0.80 $17,879 5.20 $93,430
Industrial 0.90 $20,114 22.70 $456,046
Institutional/Other 0.85 $18,996 1.40 $26,312
Total New Development $1,663,020
The Storm Drain Fee per acre was determined by first multiplying the runoff coefficient of each land use by the cost per unit runoff of $22,349 from Table 53 and generating a fee per acre as indicated in Table 54 above. This calculation is repeated for each of the six land uses listed above. The residential fee calculations per square foot, hotel fee calculations per room, and additional non-residential fees per square foot are presented in Table 55 below.

Table 55: Storm Drain Fee Calculation
Land Use Category Per sq. ft.for Res / per 1000 Sq. Ft
for Non Res Square Feet Cost Financed
[a] = Cost per Acre/43,560 or
[a] = Cost per Acres/43,560 x 1,000
[b] = Total Acres x 43,560
or [b] = Total acres x
43,560 / 1000
[c] = [a] x [b] or
[c] = [a] x [b]/1,000
Residential (per sq. ft.) $0.55 1,389,501 $767,672
Hotel (per room) $111.74 98,763 $11,036
Commercial Retail (per sq.
ft.) $974.80 316,501 $308,524
Office (per sq. ft.) $820.88 113,817 $93,430
Industrial (per sq. ft.) $923.49 493,828 $456,046
Institutional/Other (per sq.
ft.) $872.19 30,168 $26,312
Total New Development $1,663,020
F.7 Proposed Fees
A summary of the proposed Storm Drain Fees is presented in Table 56 below.

CALCULATION OF FEES

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Table 56: Storm Drain Fee Summary
Land Use Fee per Sq. Ft/Room
Residential (per sq. ft.) $0.55
Hotel (per room) $111.74
Commercial Retail (per sq. ft.) $974.80
Office (per sq. ft.) $820.88
Industrial (per sq. ft.) $923.49
Institutional/Other (per sq. ft.) $872.19
F.8 DIF Annual Cost Escalation Recommendations
The DIFs proposed in this section are based on facility costs in 2025 dollars. It is appropriate for the City to apply an annual escalator to these fee levels to account for inflation in acquisition and construction costs. DTA further recommends that, after adoption, the above Fees be reviewed annually and include a provision for an annual adjustment based on the current CCCI. This CCI is based upon the BCI average as produced by ENR.
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SUMMARY OF FEES

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SUMMARY OF FEES
The total proposed fee is to finance the new development’s share of the costs of new facilities, summarized below.

Table 57: Proposed DIF Summary
Land Use 1,2,3 City
Admin. Police Sewer Parks Storm Drain Trans.

Residential (per Sq. Ft.) $0.89 $2.58 $0.73 $0.47 $0.55 $1.14 Hotel (per room) $222.16 $643.00 $81.29 $0.00 $111.74 $591.83 Commercial/Retail (per 1,000 Sq. Ft.) $208.91 $1,786.94 $81.29 $0.00 $974.80 $3,585.52 Office (per 1,000 sq. ft.) $392.97 $1,568.40 $81.29 $0.00 $820.88 $1,571.69 Industrial (per 1,000 sq. ft) $87.00 $471.17 $81.29 $0.00 $923.49 $705.59 Institutional/Other (per 1,000 sq. ft.) $759.12 $2,140.46 $81.29 $0.00 $872.19 $470.39 Notes:

2. Hotel Fees are per Room.

3. Other Non-Residential fees are per square foot.

At the time of permit issuance, new development shall pay the appropriate fee for each facility category, and the City shall deposit the funds in a separate account dedicated to the construction of the proposed facilities in accordance with Government Code Section 66006(a).

Future development may result from intensification and/or redevelopment of existing land uses. Each such redevelopment project will be evaluated to calculate the applicable fees for the proposed development, taking into account previously mitigated development.

As stated in Section VI, fees recommended within this Fee Study reflect the maximum justifiable level that may be imposed on new development under the statutory requirements of Government Code Section 66000 et seq. As the DIFs proposed in this Fee Study are based on Facilities costs in 2025 dollars, it is appropriate for the City to apply an annual escalator to these fee levels to account for inflation in acquisition and construction costs. DTA further recommends that, after adoption, the above Fees be reviewed each year and include a provision for an annual adjustment based on the current CCCI. This CCI is based upon the BCI average for Los Angeles as produced by ENR.
60 SECTION VIII

IMPLEMENTATION OF FEE

SCHEDULE

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IMPLEMENTATION OF FEE SCHEDULE
In addition to the legal requirements outlined in Section III, this Fee Study presents several recommendations for adopting and administering the DIFs. All recommendations presented in this section are based on the Mitigation Fee Act (Government Code §66000 et seq.), also referred to as the “Act,” which provides specific requirements for establishing and administering DIF programs. The Act also mandates procedures for administering impact fee programs, including the collection and accounting of impact fees, the issuance of refunds, mandatory updates, and reporting requirements.

At the time the City imposes an impact fee, Government Code 66020 requires a written statement of the fee amount and a written notice of a 90-day period during which the fee can be protested. Prior to the enactment of Section 66020, a developer could not challenge the validity of fees imposed on a residential development without refusing to pay them.

Under these circumstances, developers were required to pay disputed fees before they could be challenged. Section 66020 was drafted to correct that problem.

The various subparts of Section 66020 permit a procedure that allows a developer to pay the fees under protest, obtain the relevant building permit, and then proceed with the project while pursuing an action to challenge the fees. If the action is successful, the fees will be refunded with interest. However, failure to protest the imposition of the fee during the allowed period may deprive the fee payer of the right to any subsequent legal challenges. Any challenges must be filed within 90 days of enactment. The subsequent sections provide specific guidelines for implementing DIFs.

A The Collection of DIFs
According to Government Code Section 66007, any local agency that imposes any fees or charges on a residential development for the construction of public improvements or facilities shall not require the payment of those fees or charges, notwithstanding any other provision of law, until the date of the final inspection, or the date the Certificate of Occupancy is issued, whichever occurs first.

However, utility service fees may be collected upon receipt of a utility service application.

If the residential development contains more than one dwelling, the local agency may determine whether the fees or charges shall be paid on a pro rata basis for each dwelling when (i) it receives its final inspection or Certificate of Occupancy, (ii) on a pro rata basis when a certain percentage of the dwellings have received their final inspection or Certificate of Occupancy, or (iii) on a lump sum basis when the first dwelling in the development receives its final inspection or Certificate of Occupancy, whichever of the three occur first. 61 SECTION VIII

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An exception allows DIFs to be collected earlier if they are used to reimburse the agency for expenditures already incurred or for public improvements or facilities for which funds have already been appropriated. If any fee or charge specified is not fully paid prior to the issuance of a building permit for construction, the local agency issuing the building permit may require the property owner, or lessee if the lessee’s interest appears of record, as a condition of issuance of the building permit, to execute a contract to pay the fee or charge, or applicable portion.

Statutory restrictions in place for residential development at the time at which fees may be collected do not apply to non-residential development. In cases where the fees are not collected upon the issuance of building permits, Sections 6607(c)(1) and (2) provide that the City may require the property owner of a non-residential development to execute a contract to pay the fee and subsequently record that contract as a lien against the property owner.

In addition, pursuant to Government Code Section 65852.2(f), ADUs are exempt from incurring impact fees from local agencies, special districts, and water corporations if such a unit is less than 750 square feet. If an ADU is 750 square feet or larger, impact fees shall be charged proportionately in relation to the square footage of the ADU to the square footage of the primary dwelling unit. Furthermore, the water capital improvement fee, water supply fee, and sewer capital improvement fee shall not apply to any ADU created within the existing space of a single-family residence or accessory structure, including, but not limited to, a studio, pool house, or other similar structure. Please note that for the purpose of this Fee Study, future ADUs are included in the build-out projections, but some of these units may not be required to pay an impact fee. As a result, the City may not be able to collect the full amount of costs as shown in the Needs Lists included herein.

B The Assignment and Expenditure of Fee Revenue
According to Section 66006, if a local agency requires the payment of a fee specified in connection with the approval of a development project, the local agency receiving the fee shall deposit it with the other fees for the improvement to be funded in a separate capital facilities account or fund in a manner to avoid any commingling of the fees with other revenues and funds of the local agency, except for temporary investments, and expend those fees solely for the purpose for which the fee was collected.

Any interest income earned in the capital facilities account or fund shall also be deposited in that account or fund and shall be expended only for the purpose for which the fee was originally collected.

Common practice is to maintain separate funds or accounts for impact fee revenues by facility category (e.g., streets, park improvements), but not for individual projects. DTA recommends continuing that approach.

DIF revenue should not be spent on any infrastructure, property, or equipment needed to mitigate an existing deficiency.
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C Exemptions, Reductions, and Waivers
If a project has characteristics that indicate its impact on a particular public facility or infrastructure system will be significantly and permanently smaller than the average impact used to calculate impact fees in this study, the fees should be reduced accordingly. The City may voluntarily waive or reduce fees that would otherwise apply to a project to promote goals such as affordable housing or economic development. However, implementing this policy may not increase costs for other development projects and is permitted only if other revenue sources offset any such costs.

D Developer Improvement Credits
If the City maintains a policy that requires a developer, as a condition of project approval, to construct facilities for which impact fees have been or will be charged, the impact fee imposed on that development project for that type of facility must be adjusted to reflect a credit for such dedication or construction. Furthermore, the impact fee imposed on that development project for that type of facility must be adjusted to reflect a credit for the cost of the facilities or improvements constructed by the developer. If circumstances allow a developer to dedicate land, buildings, or other valuable considerations in lieu of paying fees, the City maintains the discretion to accept or reject such offers. It may negotiate the terms under which an offer would be accepted.

E Existing Development Credit
If a project involves replacement, redevelopment, or intensification of existing development, impact fees should be applied only to the portion of the project that represents a net increase in demand for relevant facilities, using the demand measure used in this study to calculate that fee. Since residential service demand is typically estimated per dwelling unit, an addition to a single-family dwelling unit would not normally be subject to an impact fee if it does not increase the number of dwelling units in the structure. In any project that results in a net increase in the number of dwelling units, the added units would normally be subjected to impact fees. A similar analysis can be applied to non-residential development using a demand measure on which impact fees are based.

F Annual Reporting and Accounting of Fees
AB 1600 requires that both general law and charter cities account for every fee that they collect under its terms. Funds collected for each capital facility or service shall be deposited in separate accounts and not commingled with any other funds for other impact fees. While funds are accrued for individual capital facilities, the City must keep track of each fund and provide an annual report. Section 66006 requires that for each separate account or fund established, the local agency shall, within 180 days after the last day of each fiscal year, make available to the public the following information for the fiscal year:

1. A brief description of the type of fee in the account or fund;

2. The amount of the fee;
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3. The beginning and ending balance of the account or fund;

4. The amount of the fees collected, and the interest earned;

5. An identification of each public improvement on which fees were expended and the amount of the expenditure on each improvement, including the total percentage of the cost of the public improvement that was funded with fees;

6. An identification of an approximate date by which the construction of the public improvement will commence if the local agency determines that sufficient funds have been collected to complete financing on an incomplete public improvement, as identified in Paragraph (2) of Subdivision (a) of Section 66001, and the public improvement remains incomplete;

7. A description of each interfund transfer or loan made from the account or fund, including the public improvement on which the transferred or loaned fees will be expended, and, in the case of an interfund loan, the date on which the loan will be repaid and the rate of interest that the account or fund will receive on the loan; and

8. The amount of refunds made pursuant to Subdivision (e) of Section 66001 and any allocations pursuant to Subdivision (f) of Section 66001.

The City must review the information made available at the next regularly scheduled public meeting, no less than 15 days after it is made available. Notice of the time and place of the meeting, including the address where this information may be reviewed, should be mailed at least 15 days prior to the meeting to any interested party who files a written request with the local agency for mailed notice of the meeting.

G Refunding Policy
Under the Mitigation Fee Act, the Government Code §66000 et seq., each DIF must be deposited in a separate capital facilities account and may be expended only for the purposes for which it was collected. For all unexpended fees, the agency must make findings every 5 years that:

1. Identify the purpose to which the fee will be put;

2. Demonstrate a reasonable relationship between the unexpended balance and the purpose for which the fee was charged;

3. Ascertain the sources and funding for any as-yet-incomplete public improvements; and

4. Designate the approximate date the agency expects the funding for uncompleted improvements to be deposited in the account [§66001(d)(1)]. The Act provides that “if the findings are not made as required by [the Act], the local agency shall refund the money in the account” to the current owners of the properties for which the fees were paid [§66001(d)(2)].
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Failure to make the findings specified in the Mitigation Fee Act requires a refund of all unexpended DIFs. When sufficient funds have been collected to complete financing of the public improvements contained in the CIP, the public agency shall identify "an approximate date by which the construction of the public improvement will be commenced" within 180 days of collecting the required funds (Gov. Code §66001(e)]. Failure to comply with this requirement also mandates the return of the collected funds, as stated above.

In addition, pursuant to Government Code Section 65852.2(f), ADUs are exempt from incurring impact fees from local agencies, special districts, and water corporations if such a unit is less than 750 square feet. If an ADU is 750 square feet or larger, impact fees shall be charged proportionately in relation to the square footage of the ADU to the square footage of the primary dwelling unit. Furthermore, as mentioned earlier, the water improvement fee, water supply fee, and sewer fee shall not apply to any accessory dwelling unit created within the existing space of a single-family residence or accessory structure, including, but not limited to, a studio, pool house, or other similar structure.

This report does not address, nor has DTA been asked to determine, whether any current or proposed DIFs are valid under the U.S. Constitution’s Fifth Amendment Takings Clause.

In Sheetz v. County of El Dorado (2024) ___U.S.___, the U.S. Supreme Court held that its decisions in Nollan v. California Coastal Comm’n (1987) 483 U.S. 825 and Dolan v. City of Tigard (1994) 512 U.S. 374 apply to legislatively imposed conditions on land use permits.

However, the Supreme Court left it to the California appellate court on remand to address the validity of the traffic impact fee at issue and to determine how to apply Nollan/Dolan in this context. DTA cannot predict how courts will resolve such issues in the future and is providing no services or guarantees of any kind concerning the validity of any impact fees under the U.S. Constitution’s Fifth Amendment Takings Clause.

H Annual Update of the CIP
It is common for jurisdictions to prepare a CIP in conjunction with a fee program. In fact, AB 1600 encourages the use of the CIP to assist in scheduling and implementing services and improvements funded through impact fees (Gov. Code §66002). A good CIP establishes a schedule of improvements necessary to accommodate the projected growth. The CIP must indicate the approximate size, location, availability time, and estimated costs of all improvements to be financed through fees [Gov. Code §66002(a)]. To create a usable CIP, a municipality must have an accurate understanding of its current service baseline and projected growth. This requires an understanding of when, where, and how growth may occur within the area. The more information collected about future growth, the more comprehensive and accurate the CIP will be. A CIP can also help a municipality determine when new public improvements or the expansion of existing ones are needed relative to the timing of new development.
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If the public agency adopts a CIP, it must be updated annually [Govt. Code §66002(b)]. A 10-day published notice is provided pursuant to Government Code §65090 and is also provided to any city or county that may be significantly affected by the CIP. If a CIP is used as the basis for identifying the use of impact fees, it must be adopted and updated annually by a governing body resolution at a public hearing. In the absence of a CIP, an alternative approach is to identify improvements in other public documents, such as General Plans, land use studies, and other relevant documents.

I Administration Costs of Fee Implementation
The cost of implementing the DIFs is not included in the fees themselves and must be determined by the City. To recover the periodic costs of updating the fee studies, implementing the program, ongoing staff costs, managing the updates, and preparing annual and 5-year updates required by the Mitigation Fee Act, an administration fee may be added to the Fees calculated in this Fee Study. DTA recommends that these expenses be handled administratively and passed on to applicants through user fees for processing. The calculation of the administrative cost for each fee in this study is presented in each respective fee section and in the Executive Summary.

J Indexing of DIFs
The DIFs presented in this report are based on current facility costs provided by the City and should be adjusted annually to account for inflation. The purpose of the adjustment is to account for future cost escalations for land, equipment, vehicles, and construction. DTA recommends that after adoption, the fee be reviewed annually and adjusted using a reliable index, such as the ENR BCI, which is generally used as the primary basis for indexing construction costs. Ordinarily, land costs make up a significant portion of the fees and do not lend themselves to traditional cost indexes. As such, land costs should be adjusted to changes in local land prices.

K Updating the Impact Fee Study
As stated in Section III, AB 602 was signed into law in September of 2021 by the Governor of California, and it provides new Statewide requirements for local jurisdictions seeking to impose DIFs on development projects. Among these requirements is that Nexus Studies shall be updated at least every 8 years, effective January 1, 2023. However, DTA concurs with the generally accepted policy that 5 years is a good rule of thumb for fee updates, particularly because the required 5-Year findings (see above) can be approved simultaneously. In some instances, fees may remain valid for a longer period of time if the City’s land use and facility plans do not change. A case in point is a municipality at or near full build-out capacity. However, a dynamic, growing municipality facing significant changes in land use would do itself a disservice if it maintained the current fee structure for too long without a fee study to update the current rates. 66 SECTION VIII

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L Administering a Fee Program
Creating and administering an impact fee program can be a labor-intensive process that requires considerable preparation and training, and should not be undertaken more often than necessary. A well-planned fee program can generate sufficient funds to mitigate the impacts of future development. Conversely, a poorly planned fee can result in either collecting too little money and being forced to pay for public facilities required by future development through the City's General Fund, or collecting too much money based on an unsupported fee program, thereby exposing the City to a fee challenge or a requirement to refund unexpected proceeds.

All personnel involved in the process, including those from accounting, capital budgeting, and project management, as well as any other relevant area, must be fully aware of the distinction between impact fees and other fees, such as user fees, and of the guidelines and restrictions governing the expenditure of Fee revenues. The building Fees generated in this report are related to specific facility improvements and cost estimates provided by the City.

The fees must be expended accordingly and withstand any challenges, demonstrating that the funds have been properly directed in accordance with the AB 1600 guidelines.

APPENDIX A
City of Hawthorne
Development Impact Fee Justification Study

FEE DERIVATION

WORKSHEETS
I. Inventory of Existing Facilities
Facility Facility Units Quantity
Buildings Square Feet 16,500
Land Acres 2.06
Vehicles Vehicle 5
Equipment & Property Integrated Unit 1
II. Existing Facility Standard [a] [b] [c] = [a] / ([b] / 1,000) Existing Facility Units per
Facility Type Facility Units Quantity EDUs* 1,000 EDUs
Buildings Square Feet 16,500 35,582 464
Land Acres 2.1 35,582 0.058
Vehicles Vehicle 5 35,582 0.141
Equipment & Property Integrated Unit 1 35,582 0.028
III. Future Facility Standard [a] [b] [c] = [a] x [b]
Facility Units Future Facilities Units Funded
Facility Type Facility Units per 1,000 EDUs EDUs by New Development Buildings Square Feet 464 1,594 739
Land Acres 0.058 1,594 0.092
Vehicles Vehicle 0.141 1,594 0.22
Equipment & Property Integrated Unit 0.028 1,594 0.045
IV. Summary Cost Data [a] [b] [c] = [a] x [b] [d] = [c] / 1594 Facility Units Funded Total Facility Cost for Cost
Facility Type Facility Units by Future Development Cost Per Unit Future Development per EDU Buildings Square Feet 739 $863 $637,648 $399.97
Land Acres 0.092 $0 $0 $0.00
Vehicles Vehicle 0.224 $62,027 $13,896 $8.72
Equipment & Property Integrated Unit 0.045 $17,552,356 $786,437 $493.30 Offsetting Revenue $0 $0.00
Total NA NA $1,437,981 $902
V. Residential Fee Calculation
Land Use Type EDUs per Unit No. of Projected Units Total EDUs Residential 1.00 1,374 1,374
[a] 1,374
[b] $902
[c] = [a] x [b] $1,239,330
[d] 1,389,501
[e] = [c] / [d] $0.89
VI. Non-Residential Fee Calculation
EDUs per Room/ Fee per Room / Rooms / Costs Financed
Land Type 1,000 Non-Res. Sq. Ft. per 1,000 Non-Res Sq. Ft. Non-Res. Sq. Ft. by Fees [a] [b] = [a] x 902 [c] [d] = ([c] / 1,000) x [b]
Hotel 0.25 $222 99 $21,941
Commercial Retail 0.23 $209 316,501 $66,121
Office 0.44 $393 113,817 $44,727
Industrial 0.10 $87 493,828 $42,961
Institutional / Other 0.84 $759 30,168 $22,901
Total NA NA NA $198,651
VII. Fee Calculation Summary
Res. Fee per Sq. Ft./
per Room / Projected Res. Sq. Ft./ Costs Financed
Land Type per 1,000 Non
‑
Res Sq. Ft. Rooms/Non-Res. Sq. Ft. by Fees
Residential $0.89 1,389,501 $1,239,330
Hotel $222 99 $21,941
Commercial Retail $209 316,501 $66,121
Office $393 113,817 $44,727
Industrial $87 493,828 $42,961
Institutional / Other $759 30,168 $22,901
Total NA NA $1,437,981
Land Use Fees
Residential $0.89
Hotel $222
Commercial Retail $209
Office $393
Industrial $87
Institutional / Other $759
Total Fees
Total Residential Sq. Ft.

Total Fee per Residential Sq. Ft.

Total Residential EDUs
APPENDIX A-1

CITY OF HAWTHORNE, CA

ADMINISTRATION FEE CALCULATION
Total cost per EDU
Appendix A, Page 1
I. Inventory of Existing Facilities
Facility Facility Units Quantity
Buildings Square Feet 12,919
Land Acres 1.29
Vehicles, Equip & Property Integrated Unit 1
- - -
II. Existing Facility Standard [a] [b] [c] = [a] / ([b] / 1,000) Existing Facility Units per
Facility Type Facility Units Quantity EDUs* 1,000 EDUs
Buildings Square Feet 12,919 39,116 330
Land Acres 1.3 39,116 0.033
Vehicles, Equip & Property Integrated Unit 1 39,116 0.026 - - 0 39,116 0.000
III. Future Facility Standard [a] [b] [c] = [a] x [b]
Facility Units Future Facilities Units Funded
Facility Type Facility Units per 1,000 EDUs EDUs by New Development Buildings Square Feet 330 1,797 594
Land Acres 0.033 1,797 0.059
Vehicles, Equip & Property Integrated Unit 0.026 1,797 0.05 - - 0.000 1,797 -
IV. Summary Cost Data [a] [b] [c] = [a] x [b] [d] = [c] / 1797 Facility Units Funded Total Facility Cost for Cost
Facility Type Facility Units by Future Development Cost Per Unit Future Development per EDU Buildings Square Feet 594 $7,025 $4,169,524 $2,320.00
Land Acres 0.059 $0 $0 $0.00
Vehicles, Prop & Equip Integrated Unit 0.046 $23,937,437 $1,099,810 $611.96 - - - $0 $0 $0.00
Offsetting Revenue $577,501 $321.33
Total NA NA $4,691,833 $2,611
V. Residential Fee Calculation
Land Use Type EDUs per Unit No. of Projected Units Total EDUs Residential 1.00 1,374 1,374
[a] 1,374
[b] $2,611
[c] = [a] x [b] $3,587,002
[d] 1,389,501
[e] = [c] / [d] $2.58
VI. Non-Residential Fee Calculation
EDUs per Room/ Fee per Room / Rooms / Costs Financed
Land Type 1,000 Non-Res. Sq. Ft. per 1,000 Non-Res Sq. Ft. Non-Res. Sq. Ft. by Fees [a] [b] = [a] x 2611 [c] [d] = ([c] / 1,000) x [b]
Hotel 0.25 $643 99 $63,504
Commercial Retail 0.68 $1,787 316,501 $565,568
Office 0.60 $1,568 113,817 $178,510
Industrial 0.18 $471 493,828 $232,677
Institutional / Other 0.82 $2,140 30,168 $64,573
Total NA NA NA $1,104,832
VII. Fee Calculation Summary
Res. Fee per Sq. Ft./
per Room / Projected Res. Sq. Ft./ Costs Financed
Land Type per 1,000 Non
‑
Res Sq. Ft. Rooms/Non-Res. Sq. Ft. by Fees
Residential $2.58 1,389,501 $3,587,002
Hotel $643 99 $63,504
Commercial Retail $1,787 316,501 $565,568
Office $1,568 113,817 $178,510
Industrial $471 493,828 $232,677
Institutional / Other $2,140 30,168 $64,573
Total NA NA $4,691,833
Land Use Fees
Residential $2.58
Hotel $643
Commercial Retail $1,787
Office $1,568
Industrial $471
Institutional / Other $2,140
Total Residential Sq. Ft.

Total Fee per Residential Sq. Ft.

APPENDIX A-1

CITY OF HAWTHORNE, CA

POLICE FEE CALCULATION
Total Residential EDUs
Total cost per EDU
Total Fees
Appendix A, Page 1
I. Inventory of Existing Park Facilities
Facility Facility Units Quantity
Parks Acres 48.24
II. Existing Facility Standard [a] [b] [c] = [a] / ([b] / 1,000) Existing Facility Units per
Facility Type Facility Units Quantity EDUs 1,000 EDUs
Parks Acres 48.24 31,746 1.520
III. Targeted Standard [a] [b] [c] = [a] x [b]
Acres per Residents per Facility Units per
Facility Type 1,000 Residents EDU 1,000 EDUs
Parks 3.00 2.70 8.094
IV. Future Facility Standard [a] [b] [c] = [a] x [b]
Facility Units Future Facilities Units Funded
Facility Type Facility Units per 1,000 EDUs * EDUs by New Development Parks Acres 8.094 1,374 11.121
* Utilizing Targeted Standard per City's General Plan.

V. Summary Cost Data [a] [b] [c] = [a] x [b] [d] = [c] / 1374 Facility Units Funded Total Facility Cost for Cost
Facility Type Facility Units by Future Development Cost Per Unit Future Development per EDU Parks Acres 11.121 $104,930 $1,166,973 $849
Offsetting Revenue $520,290 $379
Total $646,683 $471
VI. Residential Fee Calculation
Land Type EDUs per Unit No. of Projected Units TOTAL EDUs Residential 1.00 1,374 1,374
[a] 1,374
[b] $471
[c] = [a] x [b] $646,683
[d] 1,389,501
[e] = [c] / [d] $0.47
VII. Fee Calculation Summary
Res. Fee per Sq. Ft./
per Room / Projected Res. Sq. Ft./ Costs Financed
Land Type per 1,000 Non
‑
Res Sq. Ft. Rooms/Non-Res. Sq. Ft. by Fees
Residential $0.47 1,389,501 $646,683
Total NA NA $646,683
Land Use Fees
Residential (per SF) $0.47
Total Fees
Total Residential Sq. Ft.

Total Fee per Residential Sq. Ft.

APPENDIX A-1

HAWTHORNE, CALIFORNIA

PARKS FEE CALCULATION
Total Residential
Total cost per EDU
Appendix A, Page 1
I. Existing EBU Calculation
Trip Generation
Rate per Unit/ Number of Existing Average Daily Trips EBUs Land Use Type per 1,000 Non-Res. S.F. Existing Units Non-Residential S.F. (Per Unit/1,000 SF) Residential 8.24 31,746 261,587
Hotel 4.24 1,720 7,293
Commercial Retail 25.69 5,512,000 141,590
Office 11.26 1,982,168 22,319
Industrial 5.06 8,600,224 43,474
Institutional / Other 3.37 525,381 1,771
Total NA NA NA 478,033
II. Future EBU Calculation
Trip Generation
Rate per Unit/ Number of Future Average Daily Trips EBUs Land Use Type per 1,000 Non-Res. S.F. Future Units Non-Residential S.F. (Per Unit/1,000 SF) Residential 8.24 1,374 11,322
Hotel 4.24 99 419
Commercial Retail 25.69 316,501 8,130
Office 11.26 113,817 1,282
Industrial 5.06 493,828 2,496
Institutional / Other 3.37 30,168 102
`` NA NA NA 23,750
III. Proposed Facilities Cost
Facility
Facility Cost
Regional Traffic Facilities Cost $70,040,000
Offsetting Revenues $0
Total Facilities Cost $70,040,000

IV. Allocation of Facilities to Existing and New Development (based on Daily Trips) Average Daily Trips Percentage of Facility
Development Trips (EBUs) Cost Allocated Cost
Existing Development 478,033 95.27% $66,724,900
New Development 23,750 4.73% $3,315,100
Total Facilities Cost 501,783 100.00% $70,040,000
V. Allocation of Facilities to New Development (based on New EDUs) Facility Cost Facilities
Projected Allocated to Cost Per
Facility Daily Trips New Development Daily Trip
Multi Model Facilities Cost 23,750 $3,315,100 $140
Total Facilities Cost per Daily Trip 23,750 3,315,100 $140 VI. Transportation Impact Fees and Cost Financed by Fees per Unit/per 1,000 Non-Res. S.F.

Projected Fee per Unit / Fees per 1,000 Cost Financed
Land Use Type Daily Trips per Room Non-Res. S.F. by Impact Fees Residential 8.24 $1,150 $1,580,316
Hotel 4.24 $592 $58,451
Commercial Retail 25.69 $3,586 $1,134,819
Office 11.26 $1,572 $178,885
Industrial 5.06 $706 $348,439
Institutional / Other 3.37 $470 $14,191
Initial Allocation to New Development $3,315,100
Total Allocated to Existing Development $66,724,900
Total Facilities Costs $70,040,000
VII. Transportation Residential Fee Calculation
Land Type EDUs per Unit No. of Projected Units Total EDUs Residential 8.24 1,374 11,322
[a] 11,322
[b] $140
[c] = [a] x [b] $1,580,316
[d] 1,389,501
[e] = [c] / [d] $1.14
VIII. Transportation Non-Residential Fee Calculation
Res. Fee per Sq. Ft./
Projected per Room / Projected Res. Sq. Ft./ Costs Financed Land Type Daily Trips per 1,000 Non Res Sq. Ft. Rooms/Non-Res. Sq. Ft. by Fees [a] [b] = [a] x 140 [c] [d] = ([c] / 1,000) x [b]
Hotel 4.24 $592 99 $58,451
Commercial Retail 25.69 $3,586 316,501 $1,134,819
Office 11.26 $1,572 113,817 $178,885
Industrial 5.06 $706 493,828 $348,439
Institutional / Other 3.37 $470 30,168 $14,191
Total $1,734,784
IX. Transportation Fee Calculation Summary
Res. Fee per Sq. Ft./
per Room / Projected Res. Sq. Ft./ Costs Financed
Land Type per 1,000 Non
‑
Res Sq. Ft. Rooms/Non-Res. Sq. Ft. by Fees
Residential $1.14 1,389,501 $1,580,316
Hotel $592 99 $58,451
Commercial Retail $3,586 316,501 $1,134,819
Office $1,572 113,817 $178,885
Industrial $706 493,828 $348,439
Institutional / Other $470 30,168 $14,191
Total NA NA $3,315,100
Land Use Fees
Residential $1.14
Hotel $592
Commercial Retail $3,586
Office $1,572
Industrial $706
Institutional / Other $470
Total Residential Sq. Ft.

Total Fee per Residential Sq. Ft.

APPENDIX A-1

HAWTHORNE, CA

TRANSPORTATION FEE CALCULATION
Total Residential
Total cost per EDU
Total Fees
III. Proposed Facilities Cost
Facility
Facility Cost
Sewer Facilities Cost $26,000,000
Offsetting Revenues $0
Total Facilities Cost $26,000,000

IV. Allocation of Facilities to Existing and New Development (based on Wastewater Generation) Wastewater Percentage of Facility
Development Generation (GPDs) Cost Allocated Cost
Existing Development 5,155,638 95.77% $24,901,173
New Development 227,506 4.23% $1,098,827
Total Facilities Cost 5,383,143 100.00% $26,000,000
V. Allocation of Facilities to New Development (based on New EDUs) Facility Cost Facilities
Projected Allocated to Cost Per
Facility GDPs New Development GDP
Sewer Facilities Cost 227,506 $1,098,827 $4.83
Total Facilities Cost per GDP 227,506 1,098,827 $4.83
VI. Sewer Impact Fees and Cost Financed by Fees per Unit/per 1,000 Non-Res. S.F.

Projected Fee per Unit / Fees per 1,000 Cost Financed
Land Use Type GDPs per Room Non-Res. S.F. by Impact Fees Residential 209,782.32 $737.43 $1,013,226
Hotel 1,662.18 $81 $8,028
Commercial Retail 5,326.71 $81 $25,727
Office 1,915.54 $81 $9,252
Industrial 8,311.12 $81 $40,142
Institutional / Other 507.72 $81 $2,452
Initial Allocation to New Development $1,098,827
Total Allocated to Existing Development $24,901,173
Total Facilities Costs $26,000,000
VII. Sewer Residential Fee Calculation
Land Type GPDs per Unit No. of Projected Units Total GPDs Residential 152.68 1,374 209,782
[a] 209,782
[b] $4.83
[c] = [a] x [b] $1,013,226
[d] 1,389,501
[e] = [c] / [d] $0.73
VIII. Sewer Non-Residential Fee Calculation
Res. Fee per Sq. Ft./
Projected per Room / Projected Res. Sq. Ft./ Costs Financed Land Type GDPs per 1,000 Non Res Sq. Ft. Rooms/Non-Res. Sq. Ft. by Fees [a] [b] = [a] x $4.83 [c] [d] = ([c] / 1,000) x [b]
Hotel 1,662.18 $81 99 $8,028
Commercial Retail 5,326.71 $81 316,501 $25,727
Office 1,915.54 $81 113,817 $9,252
Industrial 8,311.12 $81 493,828 $40,142
Institutional / Other 507.72 $81 30,168 $2,452
Total $85,601
IX. Sewer Fee Calculation Summary
Res. Fee per Sq. Ft./
per Room / Projected Res. Sq. Ft./ Costs Financed
Land Type per 1,000 Non
‑
Res Sq. Ft. Rooms/Non-Res. Sq. Ft. by Fees
Residential $0.73 1,389,501 $1,013,226
Hotel $81 99 $8,028
Commercial Retail $81 316,501 $25,727
Office $81 113,817 $9,252
Industrial $81 493,828 $40,142
Institutional / Other $81 30,168 $2,452
Total NA NA $1,098,827
Land Use Fees
Residential $0.73
Hotel $81
Commercial Retail $81
Office $81
Industrial $81
Institutional / Other $81
Total Residential Sq. Ft.

Total Fee per Residential Sq. Ft.

APPENDIX A-1

HAWTHORNE, CA

SEWER FEE CALCULATION
Total Residential
Total cost per EDU
Total Fees
APPENDIX A-1

CITY OF HAWTHORNE, CA

STORM DRAIN FEE CALCULATION
Table 1
Existing Units/SQ ft. Units per Acre / FAR Developed Acreage Single Family Residential 31,746 20.0 1,587
Hotel 1,720 150.00 0.0
Commercial Retail 5,512,000 0.50 253.1
Office 1,982,168 0.50 91.0
Industrial 8,600,224 0.50 394.9
Institutional / Other 525,381 0.50 24.1
Table 2
I Run off Rate Coeffificiant Calculation
Runoff Rate Current
Land Use Category Coefficient "C" Developed Acreage Total Unit Runoff Single Family Residential 0.50 1,587 794
Hotel 0.75 11 9
Commercial Retail 0.95 253 240
Office 0.80 91 73
Industrial 0.90 395 355
Institutional / Other 0.85 24 21
2,362 1,491
Table 3
Build out thru 2040 Units/SQ ft. Units per Acre / FAR Future Developed Acreage Single Family Residential 1,374 20.00 69
Hotel 98,763 150.00 0.0
Commercial Retail 316,501 0.50 15
Office 113,817 0.50 5
Industrial 493,828 0.50 23
Institutional / Other 30,168 0.50 1
Table 4
I Run off Rate Coeffificiant Calculation
Runoff Rate Future
Land Use Category Coefficient "C" Total Unit Runoff
Single Family Residential 0.50 69 34
Hotel 0.75 1 0
Commercial Retail 0.95 15 14
Office 0.80 5 4
Industrial 0.90 23 20
Institutional / Other 0.85 1 1
113 74
Table 5
Allocation by
Land Use Category Total Unit Runoff (EBUs) Percentage New Development Costs Existing Development 1,491 95.25% $33,329,786
New Development 74 4.75% $1,663,020
Total 1,566 100.00% $34,992,806
Cost per Unit of Runoff $22,349
Table 6
[a] [b] = [a] x Cost per Unit Runoff [c] [d] = [b] x [c] Single Family Residential 0.50 $11,174 69 $767,672
Hotel 0.75 $16,761 1 $11,036
Commercial Retail 0.95 $21,231 15 $308,524
Office 0.80 $17,879 5 $93,430
Industrial 0.90 $20,114 23 $456,046
Institutional / Other 0.85 $18,996 1 $26,312
Total New Development $1,663,020
Table 7
Single Family Residential $11,174
Hotel $16,761
Commercial Retail $21,231
Office $17,879
Industrial $20,114
Institutional / Other $18,996
[a] = Acres / 43,560 or [a] =
Acres/43,560 x 1,000
[b] = Total Acres x 43,560 or [b] = Total acres x
43,560 / 1000
[c] = [a] x [b] or [c]
= [a] x [b] / 1,000
Single Family Residential $0.55 1,389,501 $767,672
Hotel (per Sq. Ft.) $111.74 98,763 $11,036
Commercial Retail (Per Sq. Ft.) $974.80 316,501 $308,524 Office (Per Sq. Ft.) $820.88 113,817 $93,430
Industrial (Per Sq. Ft.) $923.49 493,828 $456,046
Institutional / Other (Per Sq. Ft.) $872.19 30,168 $26,312 $1,663,020
Land Use Fees
Single Family Residential $0.55
Hotel (per Sq. Ft.) $111.74
Commercial Retail (Per Sq. Ft.) $974.80
Office (Per Sq. Ft.) $820.88
Industrial (Per Sq. Ft.) $923.49
Institutional / Other (Per Sq. Ft.) $872.19
Cost Financed
Cost Financed
Land Use Category Fee per Acre
` Per SF for Res / per 1000
Sq. Ft for Non Res Square Feet
Future Developed Acreage
Land Use Category Ruinnoff Rate Coefficient "C" Cost per Unit Runoff Allocation Rate per Acre Total Acres Appendix A, Page 1

APPENDIX B
City of Hawthorne
Development Impact Fee Justification Study

INVENTORY AND

FACILITIES NEEDS
LIST

Inventory Type Replacement Value Basis Total Basis Cost per Basis Buildings $14,231,573.21 Square Feet 16,500 $862.52
Land $0.00 Acres 2.06 $0.00
Vehicles $310,133.82 Vehicle 5.00 $62,026.76
Equipment & Property $17,552,356.24 Integrated Unit 1 $17,552,356.24 Fee Category Inventory Type
Year Constructed/
Acquired Description Basis Amount (Basis) Original Cost Current
Replacement
Value per Basis
Estimated
Replacement
Value
Administration Buildings NA City Hall Square Feet 16,500.00 $862.52 $14,231,573.21 Administration Land NA City Hall Acres 2.06 $0.00 $0.00 Administration Equipment & Property NA HP ProDesk 600 G1 SFF Integrated Unit 0.00007 $1,211.00 Administration Equipment & Property NA ProLiant DL120 Gen9 Integrated Unit 0.00007 $1,283.00 Administration Equipment & Property NA ProLiant DL360p Gen8 Integrated Unit 0.00018 $3,085.00 Administration Equipment & Property NA HP Z420 Workstation Integrated Unit 0.00016 $2,768.00 Administration Equipment & Property NA System x3550 M5 -[5463AC1]- Integrated Unit 0.00044 $7,699.00 Administration Equipment & Property NA Aruba JL325A Switch Integrated Unit 0.00015 $2,599.00 Administration Equipment & Property NA HP EliteDesk 800 G5 Desktop Mini Integrated Unit 0.00007 $1,200.00 Administration Equipment & Property NA HP EliteDesk 800 G2 DM 35W Integrated Unit 0.00007 $1,200.00 Administration Equipment & Property NA HP Elite Mini 800 G9 Desktop PC Integrated Unit 0.00007 $1,200.00 Administration Equipment & Property NA HP ProDesk 400 G6 Desktop Mini PC Integrated Unit 0.00007 $1,211.00 Administration Equipment & Property NA HP ProDesk 400 G6 Desktop Mini PC Integrated Unit 0.00007 $1,211.00 Administration Equipment & Property NA HP EliteDesk 800 G5 Desktop Mini Integrated Unit 0.00007 $1,200.00 Administration Equipment & Property NA HP EliteDesk 800 G3 DM Integrated Unit 0.00007 $1,200.00 Administration Equipment & Property NA HP Elite Mini 800 G9 Desktop PC Integrated Unit 0.00007 $1,200.00 Administration Equipment & Property NA Latitude 5540 Integrated Unit 0.00009 $1,628.06 Administration Equipment & Property NA HP ProBook 440 14 inch G9 Notebook PC Integrated Unit 0.00006 $1,121.00 Administration Equipment & Property NA HP ProBook 440 14 inch G9 Notebook PC Integrated Unit 0.00006 $1,121.00 Administration Equipment & Property NA Microsoft Surface Pro 6 Tablet Integrated Unit 0.00007 $1,298.00 Administration Equipment & Property NA HP EliteDesk 800 G3 DM 35W Integrated Unit 0.00007 $1,200.00 Administration Equipment & Property NA HP EliteDesk 800 G5 Desktop Mini Integrated Unit 0.00007 $1,200.00 Administration Equipment & Property NA Latitude 5540 Integrated Unit 0.00009 $1,628.06 Administration Equipment & Property NA HP EliteDesk 800 G5 Desktop Mini Integrated Unit 0.00007 $1,200.00 Administration Equipment & Property NA HP Elite Mini 800 G9 Desktop PC Integrated Unit 0.00007 $1,200.00 Administration Equipment & Property NA HP EliteDesk 800 G5 Desktop Mini Integrated Unit 0.00007 $1,200.00 Administration Equipment & Property NA HP Elite Mini 800 G9 Desktop PC Integrated Unit 0.00007 $1,200.00 Administration Equipment & Property NA HP Elite Mini 800 G9 Desktop PC Integrated Unit 0.00007 $1,200.00 Administration Equipment & Property NA Latitude 5540 Integrated Unit 0.00009 $1,628.06 Administration Equipment & Property NA Latitude 5540 Integrated Unit 0.00009 $1,628.06 Administration Equipment & Property NA HP EliteDesk 800 G3 DM 35W Integrated Unit 0.00007 $1,200.00 Administration Equipment & Property NA HP EliteDesk 800 G5 Desktop Mini Integrated Unit 0.00007 $1,200.00 Administration Equipment & Property NA HP Elite Mini 800 G9 Desktop PC Integrated Unit 0.00007 $1,200.00 Administration Equipment & Property NA HP Elite Mini 800 G9 Desktop PC Integrated Unit 0.00007 $1,200.00 Administration Equipment & Property NA Microsoft Surface Pro 6 Tablet Integrated Unit 0.00007 $1,298.00 Administration Equipment & Property NA HP EliteDesk 800 G5 Desktop Mini Integrated Unit 0.00007 $1,200.00

ADMINISTRATION FACILITIES INVENTORY

CITY OF HAWTHORNE, CA
APPENDIX B-1
Inventory Type Replacement Value Basis Total Basis Cost per Basis Buildings $14,231,573.21 Square Feet 16,500 $862.52
Land $0.00 Acres 2.06 $0.00
Vehicles $310,133.82 Vehicle 5.00 $62,026.76
Equipment & Property $17,552,356.24 Integrated Unit 1 $17,552,356.24 Fee Category Inventory Type
Year Constructed/
Acquired Description Basis Amount (Basis) Original Cost Current
Replacement
Value per Basis
Estimated
Replacement
Value

ADMINISTRATION FACILITIES INVENTORY

CITY OF HAWTHORNE, CA
APPENDIX B-1
Administration Equipment & Property NA HP EliteDesk 800 G5 Desktop Mini Integrated Unit 0.00007 $1,200.00 Administration Equipment & Property NA HP EliteDesk 800 G3 DM 35W Integrated Unit 0.00007 $1,200.00 Administration Equipment & Property NA HP EliteDesk 800 G3 DM 35W Integrated Unit 0.00007 $1,200.00 Administration Equipment & Property NA HP ProDesk 400 G6 Desktop Mini PC Integrated Unit 0.00007 $1,211.00 Administration Equipment & Property NA Generator (City Hall) Integrated Unit 0.00855 $150,000.00 Administration Equipment & Property NA HP Elite Mini 800 G9 Desktop PC Integrated Unit 0.00007 $1,200.00 Administration Equipment & Property NA HP EliteDesk 800 G2 DM 35W Integrated Unit 0.00007 $1,200.00 Administration Equipment & Property NA HP Elite Mini 800 G9 Desktop PC Integrated Unit 0.00007 $1,200.00 Administration Equipment & Property NA HP Elite Mini 800 G9 Desktop PC Integrated Unit 0.00007 $1,200.00 Administration Equipment & Property NA HP ProBook 440 14 inch G9 Notebook PC Integrated Unit 0.00006 $1,121.00 Administration Equipment & Property NA HP EliteDesk 800 G5 Desktop Mini Integrated Unit 0.00007 $1,200.00 Administration Equipment & Property NA HP EliteDesk 800 G4 DM 65W (TAA) Integrated Unit 0.00007 $1,200.00 Administration Equipment & Property NA HP Elite Mini 800 G9 Desktop PC Integrated Unit 0.00007 $1,200.00 Administration Equipment & Property NA HP Elite Mini 800 G9 Desktop PC Integrated Unit 0.00007 $1,200.00 Administration Equipment & Property NA HP EliteDesk 800 G2 DM 35W Integrated Unit 0.00007 $1,200.00 Administration Equipment & Property NA HP EliteDesk 800 G5 Desktop Mini Integrated Unit 0.00007 $1,200.00 Administration Equipment & Property NA HP EliteDesk 800 G5 Desktop Mini Integrated Unit 0.00007 $1,200.00 Administration Equipment & Property NA HP EliteDesk 800 G5 Desktop Mini Integrated Unit 0.00007 $1,200.00 Administration Equipment & Property NA HP EliteDesk 800 G5 Desktop Mini Integrated Unit 0.00007 $1,200.00 Administration Equipment & Property NA HP EliteDesk 800 G3 DM 35W Integrated Unit 0.00007 $1,200.00 Administration Equipment & Property NA HP ProBook 440 14 inch G9 Notebook PC Integrated Unit 0.00006 $1,121.00 Administration Equipment & Property NA HP Elite Mini 800 G9 Desktop PC Integrated Unit 0.00007 $1,200.00 Administration Equipment & Property NA HP Elite Mini 800 G9 Desktop PC Integrated Unit 0.00007 $1,200.00 Administration Equipment & Property NA HP Elite Mini 800 G9 Desktop PC Integrated Unit 0.00007 $1,200.00 Administration Equipment & Property NA HP Elite Mini 800 G9 Desktop PC Integrated Unit 0.00007 $1,200.00 Administration Equipment & Property NA HP EliteDesk 800 G2 DM 35W Integrated Unit 0.00007 $1,200.00 Administration Equipment & Property NA HP ProBook 440 14 inch G10 Notebook PC Integrated Unit 0.00006 $1,121.00 Administration Equipment & Property NA HP ProBook 440 14 inch G9 Notebook PC Integrated Unit 0.00006 $1,121.00 Administration Equipment & Property NA HP EliteDesk 800 G2 DM 35W Integrated Unit 0.00007 $1,200.00 Administration Equipment & Property NA HP EliteDesk 800 G5 Desktop Mini Integrated Unit 0.00007 $1,200.00 Administration Equipment & Property NA HP EliteDesk 800 G5 Desktop Mini Integrated Unit 0.00007 $1,200.00 Administration Equipment & Property NA HP EliteDesk 800 G6 Desktop Mini PC Integrated Unit 0.00007 $1,211.00 Administration Equipment & Property NA HP Elite Mini 800 G9 Desktop PC Integrated Unit 0.00007 $1,200.00 Administration Equipment & Property NA HP EliteDesk 800 G3 DM 35W Integrated Unit 0.00007 $1,200.00 Administration Equipment & Property NA HP EliteDesk 800 G5 Desktop Mini Integrated Unit 0.00007 $1,200.00 Administration Equipment & Property NA HP EliteDesk 800 G3 DM 35W Integrated Unit 0.00007 $1,200.00 Inventory Type Replacement Value Basis Total Basis Cost per Basis Buildings $14,231,573.21 Square Feet 16,500 $862.52
Land $0.00 Acres 2.06 $0.00
Vehicles $310,133.82 Vehicle 5.00 $62,026.76
Equipment & Property $17,552,356.24 Integrated Unit 1 $17,552,356.24 Fee Category Inventory Type
Year Constructed/
Acquired Description Basis Amount (Basis) Original Cost Current
Replacement
Value per Basis
Estimated
Replacement
Value

ADMINISTRATION FACILITIES INVENTORY

CITY OF HAWTHORNE, CA
APPENDIX B-1
Administration Equipment & Property NA HP EliteDesk 800 G3 DM 35W Integrated Unit 0.00007 $1,200.00 Administration Equipment & Property NA HP EliteDesk 800 G5 Desktop Mini Integrated Unit 0.00007 $1,200.00 Administration Equipment & Property NA HP EliteDesk 800 G3 DM 35W Integrated Unit 0.00007 $1,200.00 Administration Equipment & Property NA HP Elite Mini 800 G9 Desktop PC Integrated Unit 0.00007 $1,200.00 Administration Equipment & Property NA HP EliteDesk 800 G4 DM 35W (TAA) Integrated Unit 0.00007 $1,200.00 Administration Equipment & Property NA HP EliteDesk 800 G5 Desktop Mini Integrated Unit 0.00007 $1,200.00 Administration Equipment & Property NA Surface Pro 7 Integrated Unit 0.00007 $1,298.00 Administration Equipment & Property NA HP Elite Mini 800 G9 Desktop PC Integrated Unit 0.00007 $1,200.00 Administration Equipment & Property NA HP Elite Mini 800 G9 Desktop PC Integrated Unit 0.00007 $1,200.00 Administration Equipment & Property NA HP EliteDesk 800 G3 DM 35W Integrated Unit 0.00007 $1,200.00 Administration Equipment & Property NA HP EliteDesk 800 G3 DM 35W Integrated Unit 0.00007 $1,200.00 Administration Equipment & Property NA HP EliteDesk 800 G4 DM 35W (TAA) Integrated Unit 0.00007 $1,200.00 Administration Equipment & Property NA HP EliteDesk 800 G3 DM 35W Integrated Unit 0.00007 $1,200.00 Administration Equipment & Property NA HP EliteDesk 800 G3 DM 35W Integrated Unit 0.00007 $1,200.00 Administration Equipment & Property NA HP Elite Mini 800 G9 Desktop PC Integrated Unit 0.00007 $1,200.00 Administration Equipment & Property NA HP Compaq Pro 6305 SFF Integrated Unit 0.00006 $1,124.00 Administration Equipment & Property NA HP EliteDesk 800 G3 DM 35W Integrated Unit 0.00007 $1,200.00 Administration Equipment & Property NA HP ProDesk 400 G6 Desktop Mini PC Integrated Unit 0.00007 $1,211.00 Administration Equipment & Property NA City Yard Equipment Costs Integrated Unit 0.40678 $7,140,000.00 Administration Equipment & Property NA Community Center Equipment Costs Integrated Unit 0.20396 $3,580,000.00 Administration Equipment & Property NA Oak Mesa Preschool Equipment Costs Integrated Unit 0.03675 $645,000.00 Administration Equipment & Property NA Veterans Hall Equipment Costs Integrated Unit 0.12221 $2,145,000.00 Administration Equipment & Property NA City Hall Equipment Costs Integrated Unit 0.21507 $3,775,000.00 Administration Vehicles 2018 18 ESCAPE SE Vehicle 1 $36,582.00 $46,671.35 Administration Vehicles 2011 11-F150 PICKUP Vehicle 1 $51,420.00 $77,723.49 Administration Vehicles 2023 23 F-150 Vehicle 1 $65,230.00 $67,513.05 Administration Vehicles 2019 19 RANGER PICK-UP Vehicle 1 $40,716.00 $50,712.88 Administration Vehicles 2023 23 F-150 Vehicle 1 $65,230.00 $67,513.05 Inventory Type Replacement Value Basis Total Basis Cost per Basis Buildings $90,750,000.00 Square Feet 12,919 $7,024.54
Land $0.00 Acres 1.29 $0.00
Vehicles, Equip & Property $23,937,437.00 Integrated Unit 1.00 $23,937,437.00 -
$114,687,437.00
Fee Category Inventory Type
Year Constructed/
Acquired Description Basis Amount (Basis) Original Cost Current
Replacement
Value per Basis
Estimated
Replacement
Value
Police Buildings NA Public Safety Building Square Feet 12,919.00 $1,211.01 $90,750,000.00 Police Land NA Public Safety Building Acres 1.29 $0.00 $0.00 Police Vehicles, Equip & Property NA Law Enforcement Vehicle Fleet Integrated Unit 0.35781 $8,565,000.00 Police Vehicles, Equip & Property NA Speciality Equipment Integrated Unit 0.15 $3,518,900.00 Police Vehicles, Equip & Property NA Speciality Equipment Integrated Unit 0.000797704 $19,095.00 Police Vehicles, Equip & Property NA Speciality Equipment Integrated Unit 0.000608085 $14,556.00 Police Vehicles, Equip & Property NA Speciality Equipment Integrated Unit 0.006721898 $160,905.00 Police Vehicles, Equip & Property NA Forensic Specialist Assign Equip Integrated Unit 0.00067 $16,094.00 Police Vehicles, Equip & Property NA Sworn Officer Assigned Equip Integrated Unit 0.00073 $17,380.00 Police Vehicles, Equip & Property NA Speciality Equipment Integrated Unit 0.00067 $16,013.00 Police Vehicles, Equip & Property NA Sworn Officer Assigned Equip Integrated Unit 0.00368 $88,071.00 Police Vehicles, Equip & Property NA Speciality Equipment Integrated Unit 0.00187 $44,798.00 Police Vehicles, Equip & Property NA Speciality Equipment Integrated Unit 0.00427 $102,240.00 Police Vehicles, Equip & Property NA Sworn Officer Assigned Equip Integrated Unit 0.00335 $80,280.00 Police Vehicles, Equip & Property NA Speciality Equipment Integrated Unit 0.01410 $337,521.00 Police Vehicles, Equip & Property NA Sworn Officer Assigned Equip Integrated Unit 0.00061 $14,487.00 Police Vehicles, Equip & Property NA Speciality Equipment Integrated Unit 0.01333 $319,127.00 Police Vehicles, Equip & Property NA Sworn Officer Assigned Equip Integrated Unit 0.00087 $20,887.00 Police Vehicles, Equip & Property NA Sworn Officer Assigned Equip Integrated Unit 0.00097 $23,124.00 Police Vehicles, Equip & Property NA Speciality Equipment Integrated Unit 0.00249 $59,608.00 Police Vehicles, Equip & Property NA Speciality Equipment Integrated Unit 0.04738 $1,134,081.00 Police Vehicles, Equip & Property NA Tactical Medicine Program Integrated Unit 0.00915 $219,056.00 Police Vehicles, Equip & Property NA Sworn Officer Assigned Equip Integrated Unit 0.00160 $38,399.00 Police Vehicles, Equip & Property NA Speciality Equipment Integrated Unit 0.00682 $163,152.00 Police Vehicles, Equip & Property NA Sworn Officer Assigned Equip Integrated Unit 0.03237 $774,790.00 Police Vehicles, Equip & Property NA Speciality Equipment Integrated Unit 0.00512 $122,603.00 Police Vehicles, Equip & Property NA Sworn Officer Assigned Equip Integrated Unit 0.13368 $3,200,000.00 Police Vehicles, Equip & Property NA Speciality Equipment Integrated Unit 0.12209 $2,922,500.00 Police Vehicles, Equip & Property NA Sworn Officer Assigned Equip Integrated Unit 0.00208 $49,710.00 Police Vehicles, Equip & Property NA Sworn Officer Assigned Equip Integrated Unit 0.03346 $800,880.00 Police Vehicles, Equip & Property NA Sworn Officer Assigned Equip Integrated Unit 0.03340 $799,580.00 Police Vehicles, Equip & Property NA Sworn Officer Assigned Equip Integrated Unit 0.01231 $294,600.00 $114,687,437.00
APPENDIX B-1

CITY OF HAWTHORNE, CA

POLICE FACILITIES INVENTORY
Inventory Type Replacement Value Basis Total Basis Cost per Basis Property/Equipment $4,486,279 Integrated Unit 1 $4,486,278.56 Land $0 Acres 48.24 $0.00
Vehicle $575,540 Vehicle 11 $52,321.84
$5,061,819 $4,538,600.39
$104,929.91 per kuda this is correct to use in calculation E32 Fee Category Inventory Type
Year Constructed/
Acquired Description Basis Amount (Basis) Original Cost Current
Replacement
Value per Basis
Estimated
Replacement
Value
Parks Property/Equipment 2002 E-825 Integrated Unit 4,727 $11,472 Parks Property/Equipment 2002 E-825 Integrated Unit 4,727 $11,472.49 Parks Property/Equipment 2019 LOADER/BACK HOE Integrated Unit 126,000 $176,544.04 Parks Property/Equipment 2021 BC1000XL CHIPPER Integrated Unit 41,852 $49,262.33 Parks Property/Equipment Aerator Integrated Unit 4,500 $4,500 Parks Property/Equipment 425 Tractor & Snow Blower Integrated Unit 9,227 $9,227 Parks Property/Equipment TB-45 Integrated Unit 619 $619 Parks Property/Equipment Vacuum Sweeper Integrated Unit 900 $900 Parks Property/Equipment 2023 SC802 STUMP CUTTER Integrated Unit 88,672.46 $88,672.46 Parks Property/Equipment Log Splitter Integrated Unit
Parks Property/Equipment Leaf Blower Integrated Unit 955 $955 Parks Property/Equipment Pro Traffic Controller Integrated Unit 4,000 $4,000 Parks Property/Equipment 250 G Portable Welder Integrated Unit 3,471 $3,471 Parks Property/Equipment 2022 GS-3246 Integrated Unit 28,472.20 $31,182.75 Parks Property/Equipment NA 118th Street Mini Park Integrated Unit 0.15 $410,000 Parks Property/Equipment NA Eucalyptus Park Integrated Unit 4.13 Parks Property/Equipment NA Hawthorne Memorial Integrated Unit 1.21 $250,000 Parks Property/Equipment NA Holly Glen Park Integrated Unit 2.07 $528,000 Parks Property/Equipment NA Jim Thorpe Park Integrated Unit 8.71 Parks Property/Equipment NA Ramona Park Integrated Unit 1.69 $528,000 Parks Property/Equipment NA Bicentennial Park Integrated Unit 0.91 Parks Property/Equipment NA Glasgow Park Integrated Unit 4.65 Parks Property/Equipment NA Hawthorne Pool Integrated Unit 1.26 Parks Property/Equipment NA Holly Park Integrated Unit 10.59 $528,000 Parks Property/Equipment NA Marine Sports Park Integrated Unit 7.11 Parks Property/Equipment NA Zela Davis Park Integrated Unit 0.74 Parks Property/Equipment
New Build between 105 Fwy, El Sugundo
Blvd., Kornblue and Inglewood Ave. Integrated Unit 1.00 $1,850,000 Parks Land NA 118th Street Mini Park Acres 0.15 $0 $0.00 Parks Land NA Betty Ainsworth Sports Park Acres 4.33 $0 $0.00 Parks Land NA Eucalyptus Park Acres 4.00 $0 $0.00
Parks Land NA Hawthorne Memorial Acres 1.90 $0 $0.00
Parks Land NA Holly Glen Park Acres 2.00 $0 $0.00
Parks Land NA Jim Thorpe Park Acres 8.90 $0 $0.00
Parks Land NA Ramona Park Acres 1.80 $0 $0.00
Parks Land NA Bicentennial Park Acres 0.91 $0 $0.00
Parks Land NA Glasgow Park Acres 4.65 $0 $0.00
APPENDIX B-1

CITY OF HAWTHORNE, CA

PARKS FACILITIES INVENTORY
Inventory Type Replacement Value Basis Total Basis Cost per Basis Property/Equipment $4,486,279 Integrated Unit 1 $4,486,278.56 Land $0 Acres 48.24 $0.00
Vehicle $575,540 Vehicle 11 $52,321.84
$5,061,819 $4,538,600.39
$104,929.91 per kuda this is correct to use in calculation E32 Fee Category Inventory Type
Year Constructed/
Acquired Description Basis Amount (Basis) Original Cost Current
Replacement
Value per Basis
Estimated
Replacement
Value
APPENDIX B-1

CITY OF HAWTHORNE, CA

PARKS FACILITIES INVENTORY
Parks Land NA Hawthorne Pool Acres 1.00 $0 $0.00
Parks Land NA Holly Park Acres 10.30 $0 $0.00
Parks Land NA Memorial Park and Dog Park Acres 6.80 $0 $0.00 Parks Land NA Zela Davis Park Acres 0.50 $0 $0.00
Parks Land
New Build between 105 Fwy, El Sugundo
Blvd., Kornblue and Inglewood Ave. Acres 1.00 $1,349,948 Parks Vehicle 2008 F-350 Vehicle 29,200 $31,980
Parks Vehicle 2000 Boom Truck Vehicle 124,731 $200,105
Parks Vehicle 2002 F-150 XLT Vehicle 23,097 $35,363
Parks Vehicle 2002 F-350 Util. Dump Vehicle 34,753 $53,209 Parks Vehicle 2002 F-350 Util. Dump Vehicle 34,753 $53,209 Parks Vehicle 2002 F-150 XL Vehicle 20,219 $30,957
Parks Vehicle Trailer #20-006 Vehicle 2,000 $2,000
Parks Vehicle 1998 Trailer Vehicle 3,919 $10,020
Parks Vehicle 2015 F550 landscape truck Vehicle 72,300.00 $110,696 Parks Vehicle 2015 fusion Vehicle
Parks Vehicle 2023 RANGER FX4 Vehicle 48,000.00 $48,000 $6,411,766.78
Facility Name Total Cost for Facility Off-setting Revenues Net Cost to City TRANSPORTATION (Projects over next 20 years) Costs per City Projects
El Segundo Blvd Project Phase II $7,000,000
Imperial Highway Project (Inglewood to Prairie) $3,800,000 El Segundo Blvd Project Phase I $2,000,000
Rosecrans Ave Project (Inglewood to Aviation) $4,000,000 Rosecrans Ave Signal and Intersection Capacity Enhancement Project (Prairie to Crenshaw) $2,000,000
120th (Crenshaw to Felton) $3,200,000
Crenshaw Blvd Project $4,000,000
North East Hawthorne Project $4,300,000
120th Street $3,200,000
Moneta Gardens $4,600,000
Hawthorne Mobility $2,350,000
Jack Northrop Project $3,000,000
Van Ness Avenue Project $1,500,000
135th Street Mobility Project $2,000,000
Inglewood Ave Project $4,000,000
Total $50,950,000
Traffic Signal Projects
Imperial Hwy @ Freeman Ave/I-105 $1,725,000
Imperial Hwy @ Ramona Ave $345,000
Imperial Hwy @ Inglewood Ave $230,000
135th St @ Yukon Ave $460,000
135th St @ Doty Ave $460,000
135th St @ Lemoli Ave $345,000
Crenshaw Blvd @ 120th St $345,000
Crenshaw Blvd @ Rocket Road $345,000
Crenshaw Blvd @ Jack Northrop Ave $345,000
Crenshaw Blvd @ Innovative Way $345,000
Crenshaw Blvd @ El Segundo Blvd $345,000
Crenshaw Blvd @ Rosecrans Ave $345,000
Rosecrans Ave @ Prairie Ave $1,150,000
Rosecrans Ave @ Doty Ave $460,000
Rosecrans Ave @ Yukon Ave $460,000
Rosecrans Ave @ Cerise Ave: $460,000
Rosecrans Ave @ Lemoli Ave $460,000
Rosecrans Ave @ Crenshaw Blvd $460,000
Rosecrans Ave @ Hawthorne Blvd $460,000
Rosecrans Ave @ Inglewood Ave $1,150,000
Rosecrans Ave @ Ocean Gate Ave $460,000
Rosecrans Ave @ Hindry Ave $460,000
Rosecrans Ave @ Isis Ave $460,000
Rosecrans Ave @ Aviation Blvd $460,000
El Segundo Blvd @ Ramona Ave $230,000
El Segundo Blvd @ Van Ness Ave $460,000
135th St @ Isis Ave $345,000
Inglewood Ave @ El Segundo Blvd $460,000
Inglewood Ave @ 130th St $460,000
Inglewood Ave @ 132nd St $460,000
Inglewood Ave @ 135th St $460,000
Inglewood Ave @ 138th St $460,000
Inglewood Ave @ Rosecrans Ave $460,000
Van Ness Ave @ 116th St $460,000
Van Ness Ave @ 120th St $460,000
Van Ness Ave @ El Segundo Blvd $460,000
Jack Northrop Ave @ Prairie Ave $460,000
Jack Northrop Ave @ Space X Driveway $460,000
Jack Northrop Ave @ Space X Driveway (2) $460,000
Total $19,090,000
GRAND TOTAL $70,040,000
APPENDIX B-1

CITY OF HAWTHORNE, CA

TRANSPORTATION FACILITIES NEEDS LIST
Facility Name Total Cost for Facility Off-setting Revenues Net Cost to City SEWER (Projects over next 20 years) Costs per City
Projects
Sewer Pipe Replacement, Broadway from Ramona Ave. to Hawthorne Way $7,000,000 Sewer Pipe replacmenet, Marine Ave. from Cordary Ave. to Yukon Ave. $3,800,000 Sewer Pipe replacmenet, Isis Ave. from 135th St to 137th St. $2,000,000 Sewer Pipe replacement, 120th St. from Kornblum Ave. to Yukon Ave. $4,000,000 Sewer Pipe replacement, Doty Ave. from 139th St. to Rosecrans Ave. $2,000,000 Sewer Pipe replacement, Prairie Ave. from 120th St. to Alley(N. of Broadway). $3,200,000 Sewer Pipe CIPP rehabilitation $4,000,000
GRAND TOTAL $26,000,000
(Planned Projects)
APPENDIX B-1

CITY OF HAWTHORNE, CA

SEWER FACILITIES NEEDS LIST
Facility Name Total Cost Policy Background
Holly Park Infilration System $6,900,000 Per City CIP
132nd St from Hawthorne Blvd. to Prarie Ave. $2,300,000 Per City CIP J Northrop Ave from Prairie Ave to Crenshaw Blvs. $1,150,000 Per City CIP Citywide Stormwater Catch Basin Trash TMDL compliance $2,300,000 Per City CIP Citywide MS4 permit related Project - Green Street LID $23,000,000 Per City CIP Subtotel $35,650,000
Offsetting Revenue $657,194
Total $34,992,806
APPENDIX B-1

CITY OF HAWTHORNE, CA

STORM DRAIN FACILITIES NEEDS LIST
(Planned Projects)
Appendix B, Page 1

APPENDIX C
City of Hawthorne
Development Impact Fee Justification Study

PROPERTY

INVENTORY FOR

LAND ACQUISITION
COSTS
APPENDIX C-1
City of Hawthorne, CA

LAND INVENTORY
Property Location Last Sale Date Acres Total Price Price/Acre 3239 W Rosecrans Ave 11/15/2024 0.36 1,600,000 $4,444,333 13429 Kornblum 7/30/2024 0.44 1,070,000 $2,431,818
14150 Lemoli Ave 5/1/2024 0.18 750,000 $4,188,470
11605 Hawthorne Blvd 12/8/2023 0.45 3,750,000 $8,318,065 3555 W Rosecrans Ave 7/25/2019 0.52 1,125,000 $2,178,000 4979 W 147th St 11/8/2018 0.45 1,000,000 $2,207,506
3450 W El Segundo Blvd 10/11/2018 0.17 675,000 $3,915,313 4365 W Rosecrans Ave 8/22/2016 0.34 1,100,000 $3,282,602 13000 Weber Way 3/28/2016 0.20 249,500 $1,242,530

3.11 11,319,500 $3,642,373
www.FinanceDTA.com
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IRVINE, CA 92612
PHONE: (800) 969-4DTA
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AGENDA ITEM NO. 20.

CITY OF HAWTHORNE
City Council

AGENDA BILL
For the meeting of 06/09/2026
Originating Department: Finance
City Manager:Department Head:

SUBJECT:

Receive and File Investment Activity Agreed-Upon Procedures Report.

RECOMMENDED MOTION:

Staff recommends that the City Council receive and file the Agreed-Upon Procedures Report regarding the City's investment activity for the period November 1, 2022, through November 30, 2025.

DISCUSSION:

The City engaged an independent accounting firm to perform agreed-upon procedures related to the City's investment activity, including transactions involving the Local Agency Investment Fund (LAIF), MBS investment accounts, related bank account activity, and authorized account users.

The procedures included testing investment purchases, reinvestments, maturities, distributions, transfers of funds, City Council-authorized investment activity, accounting entries, and approval documentation. The engagement was conducted in accordance with attestation standards established by the American Institute of Certified Public Accountants (AICPA) and Government Auditing Standards.

ECONOMIC DEVELOPMENT STRATEGIC PLAN:
.

FISCAL IMPACT:

None.

NOTICING PROCEDURE:
72 Hours posted notice pursuant to the Ralph M. Brown Act.

ATTACHMENTS
Investment Activity AUP Report
Tel. 909-889-0871 | www.ramscpa.net | 735 E. Carnegie Dr. Suite 100, San Bernardino, CA 92408

CERTIFIED PUBLIC ACCOUNTANTS
- 1 -
Independent Accountant’s Report
To the Honorable Mayor and Members of the City Council
City of Hawthorne, California
We have performed the procedures enumerated below on the investment activity review for the City of Hawthorne for the period November 1, 2022 through November 30, 2025. The City of Hawthorne’s (the City) management is responsible for the data presented.

The City has agreed to and acknowledged that the procedures performed are appropriate to meet the intended purpose of reviewing the investment activity for the City for the period November 1, 2022 through November 30, 2025. This report may not be suitable for any other purpose. The procedures performed may not address all the items of interest to a user of this report and may not meet the needs of all users of this report and, as such, users are responsible for determining whether the procedures performed are appropriate for their purposes.

The procedures and the associated findings are attached.

We were engaged by the City to perform this agreed-upon procedures engagement and conducted our engagement in accordance with attestation standards established by the AICPA and the standards applicable to attestation engagements contained in Government Auditing Standards issued by the Comptroller General of the United States. We were not engaged to and did not conduct an examination or review, the objective of which would be the expression of an opinion or conclusion, respectively, on the investment activity for the City for the period November 1, 2022 through November 30, 2025. Accordingly, we do not express such an opinion or conclusion. Had we performed additional procedures, other matters might have come to our attention that would have been reported to you.

We are required to be independent of the City and to meet our other ethical responsibilities, in accordance with the relevant ethical requirements related to our agreed-upon procedures engagement.

This report is intended solely for the use of the specified users listed above and is not intended to be and should not be used by anyone other than the specified parties.

San Bernardino, California
May 28, 2026
- 2 -
Procedures Performed and Findings
Obtain copy of monthly statements for MBS and LAIF investment accounts from November 1, 2022 through November 30, 2025 and perform the following:

For investment purchases: differentiate between reinvestment activity and new purchases.

1. For reinvestments and new purchases, make a selection of transactions: Ensure that Finance makes all entries in the accounting system.

LAIF
MBS
Reviewed the following months: January 2023, 2024, and 2025; April 2023, 2024, and 2025; July 2023, 2024, and 2025; and October 2023, 2024, and 2025.

Reviewed the following months: March 2023, August 2023, September 2023, December 2023, January 2024, March 2024, July 2024, September 2024, October 2024, November 2024, December 2024, January 2025, February 2025, March 2025, May 2025, June 2025, September 2025, and October 2025.

No new City deposits noted. Increase in those months are related to investment income not purchases/reinvested. All transactions reviewed agreed to the journal entries posted by the City.

For reinvestments and new purchases transactions selected, agreed monthly statement activities to the monthly MBS journal entries. Note: the City post's monthly activity.

Findings:

No exceptions were noted.

2. For reinvestments and new purchases in MBS, determine if MBS sends emails for approval, and obtain the emailed approvals.

MBS Reviewed the following months: March 2023, August 2023, September 2023, December 2023, January 2024, March 2024, July 2024, September 2024, October 2024, November 2024, December 2024, January 2025, February 2025, March 2025, May 2025, June 2025, September 2025, and October 2025.

For reinvestments and new purchases selected, reviewed the MBS submitted and MBS approval emails sent from MBS
account representative to Finance Director and City Treasurer.

Findings:

No exceptions were noted.
- 3 -

3. For reinvestments and new purchases in LAIF, review transfer amount and entries posted. Agree from the checking account to the investment account.

We reviewed transactions to LAIF from November 1, 2022 through November 30, 2025, no new investments noted.

Findings:

No exceptions were noted.

For maturing investments and distributions:

1. Make a selection of disbursements per the statements and agree distributions were deposited into the City checking account. (For example: any matured investments not reinvested or monthly investment income).

LAIF
MBS
Reviewed the following months: January 2023, 2024, and 2025; April 2023, 2024, and 2025; July 2023, 2024, and 2025; and October 2023, 2024, and 2025.

Reviewed the following months: August 2023, November 2023, March 2024, April 2024, July 2024, September 2024, December 2024, February 2025, March 2025, April 2025, May 2025, June 2025, and July 2025.

Disbursements from the accounts made once the City reached the maximum investments into LAIF allowable. Distributions were traced to General bank account deposits.

Selected income distributions selected were traced to General bank account deposits.

Findings:

No exceptions were noted.

- 4 -
For new funds transferred to investment accounts (deposits): On a test basis, agree approved amounts by City Council to MBS and LAIF investment activity.

1. Trace activity from checking accounts to investment accounts.

LAIF
MBS
Deposits in March 2024. City council approved increased investment up to $5.5 million per the March 26, 2024 meeting minutes.

Deposits in February 2025. City council approved increased investment up to $10 million per the February 25, 2025 meeting minutes.

Reviewed the following months: January 2023, 2024, and 2025; April 2023, 2024, and 2025; July 2023, 2024, and 2025; and October 2023, 2024, and 2025.

No new City deposits noted. Increase in those months are related to investment income not funds transferred.

Findings:

No exceptions were noted.

Obtain authorized users for City’s cash accounts (BMO)

1. Review authorized signers and those with actual online sign in privileges at BMO.

Reviewed authorized users for BMO and previously Bank of the West.

Findings:

No exceptions were noted.

AGENDA ITEM NO. 21.

CITY OF HAWTHORNE
City Council

AGENDA BILL
For the meeting of 06/09/2026
Originating Department: Housing
City Manager:Department Head:

SUBJECT:

Fiscal Year 2026/27 Blanket Purchase Orders for the Housing Department.

RECOMMENDED MOTION:

Staff recommends the Council approve fiscal year 2027/27 Blanket Purchase Orders (BPO’s) for supplies and services in a total amount not to exceed $4,753,911.

DISCUSSION:

Fiscal Year 2026-2027
Request #1 - Vendor: LDM Associates, Inc
Purchase Order Amount Not to Exceed: $709,624.37
The City Council approved the Consultant Company hired to administer the CDBG and HOME programs and provide Construction Management. Costs include regular CDBG/HOME and HOMEARP special program awards. A corresponding BPO is required to pay for the services associated with this existing agreement.

Request #2 - Vendor: Fair Housing Foundation (Fair Housing Services) Purchase Order Amount Not to Exceed: $30,000
The CDBG Sub-recipient is under contract to actively promote fair housing in the City of Hawthorne. A corresponding BPO is required to pay for the services associated with this existing agreement.

Request #3 - Vendor: Family Promise of the South Bay
Purchase Order Amount Not to Exceed: $21,000
The CDBG Sub-recipient is under contract to provide shelter and case management in the City of Hawthorne. A corresponding BPO is required to pay for the services associated with this existing agreement.

Request #4 - Vendor: Catholic Charities (St. Margaret Center) Purchase Order Amount Not to Exceed: $21,000
The CDBG Sub-recipient is under contract to actively offer emergency assistance in the City of Hawthorne. A corresponding BPO is required to pay for the services associated with this existing agreement.

Request #5 - Vendor: The Richstone Family Center
Purchase Order Amount Not to Exceed: $21,000
The CDBG Sub-recipient is under contract to actively provide behavioral health services in the City of Hawthorne. A corresponding BPO is required to pay for the services associated with this existing agreement.

Request #6 - Vendor: New Star Justice Center
Purchase Order Amount Not to Exceed: $21,000
The CDBG Sub-recipient is under contract to provide domestic violence services in the City of Hawthorne. A corresponding BPO is required to pay for the services associated with this existing agreement.

Request #7 - Vendor: South Bay Workforce Investment Board (SBWIB) Teen Center Purchase Order Amount not to Exceed: $91,082
The CDBG Sub-recipient is under contract to provide tutoring, fitness and career guidance for teens and young adults within the City of Hawthorne. A corresponding BPO is required to pay for the services associated with this existing agreement.

Request #8- Vendor: Alley Project
Purchase Order Amount not to Exceed: $237,175
Approved contractors are selected by the Public Works Department to repair alleyways in the City of Hawthorne. A corresponding BPO is required to pay for the services associated with this existing agreement.

Request #9- Vendor: Section 108 Loan (and Interest)
Purchase Order Amount not to Exceed: $555,000
Approved loan and interest repayment by the Housing Department for eligible projects within the City of Hawthorne. A corresponding BPO is required to pay for the loan and interest associated with this existing agreement.

Request #10 - Vendor: Contract Services for HOME Affordable Housing Development Purchase Order Amount not to Exceed: $572,516.99
Approved contractors are selected by the Housing Department to build or rehab acquired residential property for Affordable Housing. A corresponding BPO is required to pay for the services associated with this existing agreement.

Request #11 - Vendor: Various contractors for the Housing Rehabilitation Program Purchase Order Amount not to Exceed: $800,000
Approved contractors are selected by residents under the HRP to perform construction work on their homes. A corresponding BPO is required to pay for the services associated with this existing agreement.

Request #12 - Vendor: Various contractors for the Commercial Facade Program Purchase Order Amount not to Exceed: $401,692
Approved contractors are selected by the City for building or business owners under the CRP to perform rehabilitation or design work on or for eligible businesses. A corresponding BPO is required to pay for the services associated with this existing agreement.

Request #13 - Vendor: Various contractors for the HOME CHDO Set-aside Purchase Order Amount not to Exceed: $112,704
Funding available to non-profit agencies to purchase residential property to provide housing and resources to low-income families. A corresponding BPO is required to pay for the services associated with this existing agreement.

Request #14 - Vendor: Harris & Associates
Purchase Order Amount not to Exceed: $40,012
The vendor provides services related to state-required reporting for the Housing Department. A corresponding BPO is required to pay for the services associated with this existing agreement.

Request #15 - Vendor: LA CADA
Purchase Order Amount not to Exceed: $1,078,689.97
The vendor provides site management services for the Bridge of Hope Community Housing Project. A corresponding BPO is required to pay for the services associated with this existing agreement.

Request #16 - Vendor: MRI Software Inc.

Purchase Order Amount not to Exceed: $41,414
The vendor provides services related to data storage, scanning, and online services for the Housing Choice Voucher Program. A corresponding BPO is required to pay for the services associated with this existing agreement.

ECONOMIC DEVELOPMENT STRATEGIC PLAN:

None.

FISCAL IMPACT:

Funds for each of the above requested BPOs, which total $4,753,911, are included in the approved 26/27 CDBG and HOME Annual Action Plan and approved budget.

NOTICING PROCEDURE:
72 Hours posted notice pursuant to the Ralph M. Brown Act.

ATTACHMENTS
Housing Blanket Purchase Order list 26-27
137 LDM
138 CDBG Subrecipient
139 CDBG Subrecipient
140 CDBG Subrecipient
141 CDBG Subrecipient
142 CDBG Subrecipient
143 CDBG Subrecipient
145 CDBG Public Facilities
146 CDBG - Public Services Programs
147
148 Home Affordable Housing Development
149 Various Contractors (HRP)-HOME
150 Commercial Façade Rehabilitation Grant/Loan - Various vendors CDBG 152 Home CHDO Set-aside
156 LA CADA
Harris & Associates
MRI
727-4801-000-40514
727-4842-000-45394
789-4801-000-40514
789-4842-712-0-0-45455
789-4862-725-0-0-40514
789-4802-710-40514
727-4830-717-0-0-47754
789-4801-125-40514
727-4801-000-44704
727-4850-711-44714
727-4850-711-44724
727-4850-711-44954
727-4850-711-44974
727-4850-711-44994
727-4830-717-0-0-47754
727-4860-722-0-0-48204
727-4860-722-0-0-48354
789-4862-725-0-0-40514
789-4842-712-0-0-45354
727-4842-000-45394
789-4802-710-40514
789-4861-125-0-0-44824
462-4601-113-0-0-40514
810-4401-000-0-0-40514
490-4720-000-40514
Contract Services - CDBG Administrative Services $ 203,443.00 Contract Services - Commercial Rehabilitation Program (CRP -CDBG) $ 100,000.00 Contract Services - HOME Administration $ 49,243.00
Contract Services - Housing Rehab Program (HRP-HOME) $ 200,000.00 Contract Services - HOME Affordable Housing Development $ 66,000.00 Contact Services - HOME CHDO $ 35,000.00
Contract Services - Alley Improvement LC $ 10,000.00
Contract Services - HOME ARP Administration $ 25,000.00 Contract Services - CPF Administration $ 20,938.37
Fair Housing Foundation $ 30,000.00
Family Promise $ 21,000.00
St, Margaret Emerg Asst $ 21,000.00
The Richstone Family Center $ 21,000.00
New Star Family Justice Center $ 21,000.00
SBWIB - Teen Center $ 91,082.00
Alley Project $ 237,175.00
Section 108 Loan $ 500,000.00
Interest $ 55,000.00
Contract Services - Contractors $ 572,516.99
Contract Services - Rehabilitation Loan - HRP Contractors, Lead Tech Environm $ 800,000.00 Contract Services $ 401,692.00
Contract Service - CHDO $ 112,704.00
Contract Services $ 1,078,689.97
Contract Services $40,012
Contract Services $41,414
Housing Total $ 4,753,910.74
AGENDA ITEM NO. 22.

CITY OF HAWTHORNE
City Council

AGENDA BILL
For the meeting of 06/09/2026
Originating Department: Housing
City Manager:Department Head:

SUBJECT:

Harris and Associates Professional Services Agreement for Housing Services to the Housing Department.

RECOMMENDED MOTION:

1. Approve the Professional Services Agreement with Harris and Associates for the period of one year from 07/1/2026 to 06/30/2027 to provide professional services necessary for housing services.

2. Authorize the City Manager, or designee, to execute, amend, and keep a record of documents necessary to administer the Fiscal Year 2026-2027 Professional Services Agreement with Harris and Associates.

3. Authorize the Department of Finance to establish a blanket purchase order for Harris and Associates not to exceed $40,012 in administrative fees.

DISCUSSION:

Harris staff will assist City staff with the following activities on an as-needed basis:

Housing Compliance and Advisory Services
Harris will provide advisory services including project management, coordination and other services to staff on affordable housing compliance, as needed and as requested by staff.

Housing Authority and SB 341 Reports
Harris will prepare the Housing Authority Annual Report and the Senate Bill 341 Report on the Lowand Moderate-Income Housing Asset Fund (“LMIHAF”), for Fiscal Year 2025-26 as required by State law. The Senate Bill (“SB”) 341 Report can be partially or fully funded by the LMIHAF as applicable, given administrative spending limits. The proposed budget does not include Harris’ attendance at City Council meetings to approve the reports, in line with what has been done in past years. Harris will also submit these reports to the State of California Department of Housing and Community Development (“HCD”).

ECONOMIC DEVELOPMENT STRATEGIC PLAN:

None
FISCAL IMPACT:

Harris will provide services on a time-and-materials basis based on a not-to-exceed budget of $40,012 including meetings and coordination.

NOTICING PROCEDURE:
72 Hours posted notice pursuant to the Ralph M. Brown Act.

ATTACHMENTS
26-27 Harris and Associates Housing Services Agreement

AGREEMENT BETWEEN THE CITY OF HAWTHORNE AND HARRIS & ASSOCIATES FOR HOUSING

SERVICES TO THE CITY HOUSING DEPARTMENT
THIS AGREEMENT is made and effective as of July 1, 2026, between the City of Hawthorne ("City") and Harris & Associates ("Consultant"). In consideration of the mutual covenants and conditions set forth herein, the parties agree as follows:

1. TERM
This Agreement shall commence on July 1, 2026, for various Housing Services to the City Housing Department as specified and set forth in Exhibit A, attached hereto and incorporated herein. This agreement shall remain and continue in effect until tasks described herein are completed, but in no event later than June 30, 2027, unless sooner terminated pursuant to the provisions of this Agreement.

2. SERVICES
Consultant shall perform the tasks described and set forth in Exhibit A, attached hereto and incorporated herein as though set forth in full.

3. PERFORMANCE
Consultant shall at all times faithfully, competently, and to the best of its ability, experience, and talent, perform all tasks described herein. Consultant shall employ, at a minimum, generally accepted standards and practices utilized by persons engaged in providing similar services as are required of Consultant hereunder in meeting its obligations under this Agreement.

4. CITY MANAGEMENT
The City Manager shall represent City in all matters pertaining to the administration of this Agreement, review and approval of all products submitted by Consultant, but not including the authority to enlarge the Tasks to Be Performed or change the compensation due to Consultant.

The City Manager shall be authorized to act on City's behalf and to execute all necessary documents, which enlarge the Tasks to Be Performed or change Consultant's compensation.

5. COMPENSATION
(a) The City agrees to pay Consultant in accordance with the payment rates and terms and the schedule of payment as set forth in Exhibit A, attached hereto and incorporated herein by this reference as though set forth in full, based upon a time and materials or a flat fee, as detailed in Exhibit A.
(b) Consultant shall not be compensated for any services rendered in connection with its performance of this Agreement, which are in addition to those set forth herein, unless such additional services are authorized in advance and in writing, by the City Manager. Consultant shall be compensated for any additional services in the amounts and in the manner as agreed to by City Manager and Consultant at the time City's written authorization is given to Consultant for the performance of said services.
(c) Consultant will submit invoices for actual services performed. Payment shall be made within forty-five (45) days of receipt of each invoice as to all non-disputed fees. If the City disputes any of Consultant's fees it shall give written notice to Consultant within thirty (30) days of receipt of an invoice of any disputed fees set forth on the invoice.

6. SUSPENSION OR TERMINATION OF AGREEMENT WITHOUT CAUSE (a) The City may at any time, for any reason, with or without cause, suspend or terminate this Agreement, or any portion hereof, by serving upon the consultant at least fifteen (15) days prior written notice. Upon receipt of said notice, the Consultant shall immediately cease all work under this Agreement, unless the notice provides otherwise. If the City suspends or terminates aportion of this Agreement, such suspension or termination shall not make void or invalidate the remainder of this Agreement.
(b) In the event this Agreement is terminated pursuant to this Section, the City shall pay to Consultant the actual value of the work performed up to the time of termination, provided that the work performed is of value to the City. Upon termination of the Agreement pursuant to this Section, the Consultant will submit an invoice to the City. (c) Consultant may terminate this Agreement for cause if the City fails to cure a material default in performance within a period of 30 days, or such longer period as Consultant may allow, after receipt from Consultant of a written termination notice specifying the default in performance.

In the event of termination for cause by Consultant, the City will pay Consultant for all services performed up to and including the effective date of termination.

7. DEFAULT OF CONSULTANT
(a) The Consultant's failure to comply with the provisions of this Agreement shall constitute a default. In the event that Consultant is in default for cause under the terms of this Agreement, City shall have no obligation or duty to continue compensating Consultant for any work performed after the date of default and can terminate this Agreement immediately by written notice to the Consultant. If such failure by the Consultant to make progress in the performance of work hereunder arises out of causes beyond the Consultant's reasonable control, and without fault or negligence of the Consultant, it shall not be considered a default. (b) If the City Manager or his/her delegate determines that the Consultant is in default in the performance of any of the terms or conditions of this Agreement, he/she shall cause to be served upon the Consultant a written notice of the default. The Consultant shall have ten (10) days after service upon it of said notice in which to cure the default by rendering a satisfactory performance.

In the event that the Consultant fails to cure its default within such period of time, the City shall have the right, notwithstanding any other provision of this Agreement, to terminate this Agreement without further notice and without prejudice to any other remedy to which it may be entitled at law, in equity or under this Agreement.

8. OWNERSHIP OF DOCUMENTS
(a) Consultant shall maintain complete and accurate records with respect to sales, costs, expenses, receipts, and other such information required by City that relate to the performance of services under this Agreement. Consultant shall maintain adequate records of services provided in sufficient detail to permit an evaluation of services. All such records shall be maintained in accordance with generally accepted accounting principles and shall be clearly identified and readily accessible. Consultant shall provide free access to the representatives of City or its designees at reasonable times to such books and records; shall give City the right to examine and audit said books and records; shall permit City to make transcripts therefrom as necessary; and shall allow inspection of all work, data, documents, proceedings, and activities related to this Agreement. Such records, together with supporting documents, shall be maintained for a period of three (3) years after receipt of final payment.
(b) Upon completion of, or in the event of termination or suspension of this Agreement, and provided that Consultant has been paid in full for services rendered hereunder, all original documents, designs, drawings, maps, models, computer files, surveys, notes, and other documents prepared in the course of providing the services to be performed pursuant to this Agreement shall become the sole property of the City and may be used, reused, or otherwise disposed of by the City without the permission of the Consultant. Any reuse without written verification or adaptation by Consultant for the specific purpose intended will be at City's sole risk and without liability or legal exposure to Consultant.

9. INDEMNIFICATION
When the law establishes a professional standard of care for Consultant's Services, to the fullest extent permitted by law, Consultant shall indemnify, and hold harmless City and any and all of its officials, employees ("Indemnified Parties") from and against any and all losses, liabilities, damages, costs and expenses, including reasonable attorney's fees and costs to the extent same are caused by any negligent act, error or omission of Consultant, its officers, agents, employees or subconsultants (or any entity or individual that Consultant shall bear the legal liability thereof) in the performance of professional services under this Agreement. With respect to the design of public improvements, the Consultant shall not be liable for any injuries or property damage resulting from the reuse of the design at a location other than that specified in Exhibit A without the written consent of the Consultant.

To the extent that the Consultant's services are subject to California Civil Code 2782.8, the above indemnity, including the cost to defense, shall be limited to the extent required by Civil Code Section 2782.8.

10. INSURANCE
(a) Consultant shall maintain in-force: Commercial General Liability and Professional Liability Insurance. During the term of this Agreement, Consultant shall maintain in full force and effect a policy of public liability insurance with minimum coverage of $2,000,000 in accordance with the requirements provided by City to Consultant. Consultant shall also maintain in-force; Professional Liability Insurance (and/or Errors & Omissions Insurance) with minimum limits of liability of $2,000,000 per claim against an injury, death, loss or damages because of wrongful or negligent acts or omissions by the named insured.
(b) Contractor shall maintain in-force Workers' Compensation and Employer's Liability Insurance as required by the California Labor Code. Evidence of coverage shall take the form of a Certificate of Insurance or a California Certificate to Self-Insure. Acceptable minimum limits for this coverage are: Workers' Compensation; Statutory in California; Employer's Liability:
$1,000,000.
(c) Consultant shall maintain in-force: Automobile Liability in an amount not less than $1,000,000 combined single limit per accident for bodily injury and property damage. (d) Certificates of Insurance. Contractor shall furnish to City evidence of any insurance required by this Agreement. A Certificate of Insurance from an insurer admitted or authorized to do business in the State of California will be provided, indicating that the respective policy(s) meets the following requirements: (1) The City, its officers, employees, and agents shall be named as additional insured on the General Liability Insurance; (2) Insurance shall not be canceled or terminated without 30 days written notice to City or 10 day notice for non-payment of the premium; (3) General Liability shall be primary and any insurance held by City for its own protection shall be excess and shall be effective only upon exhaustion of Contractor's insurance; (4) Insurance shall be maintained for the duration of the Agreement, including any period extended beyond the expiration date of this Agreement required to complete performance as stipulated in this Agreement and all amendments thereto. (e) To the extent permitted by law, Consultant's total aggregate liability arising out of or relating to this Agreement shall not exceed $4,000,000 or the total compensation received by Consultant under this Agreement, whichever is greater.

11. INDEPENDENT CONSULTANT
(a) Consultant is and shall at all times remain as to the City a wholly independent Consultant. The personnel performing the services under this Agreement on behalf of Consultant shall at all times be under Consultant's exclusive direction and control. Neither City nor any of its officers, employees, or agents shall have control over the conduct of Consultant or any of Consultant's officers, employees, or agents, except as set forth in this Agreement. Consultant shall not at any time or in any manner represent that it or any of its officers, employees, or agents are in any manner officers, employees, or agents of the City. Consultant shall not incur or have the power to incur any debt, obligation, or liability whatever against City, or bind City in any manner. (b) No employee benefits shall be available to Consultant in connection with the performance of this Agreement. Except for the fees paid to Consultant as provided in the Agreement, City shall not pay salaries, wages, or other compensation to Consultant for performing services hereunder for City. City shall not be liable for compensation or indemnification to Consultant for injury or sickness arising out of performing services hereunder.

12. LEGAL RESPONSIBILITIES
The Consultant shall keep itself informed of applicable State and Federal laws and regulations, which in any manner affect those employed by it or in any way affect the performance of its service pursuant to this Agreement. The Consultant shall at all times observe and comply with all such laws and regulations pursuant to sound professional practices. The City, and its officers and employees, shall not be liable at law or in equity occasioned by negligent failure ofthe Consultant to comply with this Section.

13. UNDUE INFLUENCE
Consultant declares that no undue influence or pressure is used against or in concert with any officer or employee of the City in connection with the award, terms or implementation of this Agreement, including any method of coercion, confidential financial arrangement, or financial inducement. No officer or employee of the City will receive compensation, directly or indirectly, from Consultant, or from any officer, employee or agent of Consultant, in connection with the award of this Agreement or any work to be conducted as a result of this Agreement. Violation of this Section shall be a material breach of this Agreement entitling the City to any and all remedies at law or in equity.

14. NO BENEFIT TO ARISE TO LOCAL EMPLOYEES
No member, officer, or employee of City, or their designees or agents, and no public official who exercises authority over or responsibilities with respect to the services associated with the project (“Project”) during his/her tenure or for one year thereafter, shall have any interest, direct or indirect, in any agreement or sub agreement, or the proceeds thereof, for work to be performed in connection with the Project performed under this Agreement.

15. RELEASE OF INFORMATION/CONFLICTS OF INTEREST
(a) All information gained by Consultant in performance of this Agreement shall be considered confidential and shall not be released by Consultant without City's prior written authorization.

Consultant, its officers, employees, agents, or sub-consultants, shall not without written authorization from the City Manager or unless requested by the City Attorney, voluntarily provide declarations, letters of support, testimony at depositions, response to interrogatories, or other information concerning the work performed under this Agreement or relating to any project or property located within the City. Response to a subpoena or court order shall not be considered "voluntary" provided Consultant gives City notice of such court order or subpoena. (b) Consultant shall promptly notify City should Consultant, its officers, employees, agents, or subconsultants be served with any summons, complaint, subpoena, notice of deposition, request for documents, interrogatories, request for admissions, or other discovery request, court order, or subpoena from any person or party regarding this Agreement and the work performed thereunder or with respect to any project or property located within the City. City retains the right, but has no obligation, to represent Consultant and/or be present at any deposition, hearing, or similar proceeding. Consultant agrees to cooperate fully with City and to provide the opportunity to review any response to discovery requests provided by Consultant.

However, City's right to review any such response does not imply or mean the right by City to control, direct, or rewrite said response.

16. NOTICES
The Parties shall submit in writing all notices and correspondence that this Agreement requires or permits, and shall deliver the notices and correspondence to the places set forth below. The parties may give notice by: (a) personal delivery; (b) U.S. mail, first class postage prepaid; (c) "Certified" U.S. mail, postage prepaid, return receipt requested; (d) facsimile or (e) email.

CITY: Vontray Norris, City Manager
City of Hawthorne
4455 West 126th Street
Hawthorne, CA 90250
CONSULTANT: Harris & Associates
Dima Galkin, Director
101 Progress, Suite 250
Irvine, CA 92618

17. ASSIGNMENT
The Consultant shall not assign the performance of this Agreement, nor any part thereof, nor any monies due hereunder, without prior written consent of the City. Because of the personal nature of the services to be rendered pursuant to this Agreement, only Consultant staff shall perform the services described in this Agreement.

18. LICENSES
At all times during the term of this Agreement, Consultant shall have in full force and effect, all licenses required of it by law for the performance of the services described in this Agreement.

19. GOVERNING LAW
The City and Consultant understand and agree that the laws of the State of California shall govern the rights, obligations, duties, and liabilities of the parties to this Agreement and also govern the interpretation of this Agreement. Any litigation concerning this Agreement shall take place in the municipal, superior, or federal district court with jurisdiction over the City.

20. ENTIRE AGREEMENT
This Agreement contains the entire understanding between the parties relating to the obligations of the parties described in this Agreement. All prior or contemporaneous agreements, understandings, representations, and statements, oral or written, are merged into this Agreement and shall be of no further force or effect. Each party is entering into this Agreement based solely upon the representations set forth herein and upon each party's own independent investigation of any and all facts such party deems material.

21. AUTHORITY TO EXECUTE THIS AGREEMENT
The person or persons executing this Agreement on behalf of Consultant warrants and represents that he/she has the authority to execute this Agreement on behalf of the Consultant and has the authority to bind Consultant to the performance of its obligations hereunder.

IN WITNESS WHEREOF, the parties hereto have caused this Agreement to be executed the day and year first above written.

CITY OF HAWTHORNE CONSULTANT
Vontray Norris, City Manager Dima Galkin, Director
City of Hawthorne Harris & Associates
Approved as to Form:

David Caceres, City Attorney
City of Hawthorne

EXHIBIT A
Harris & Associates Proposal for Fiscal Year 2026-27 Housing Services – Housing Department
101 Progress, Suite 250, Irvine, CA 92618  (949) 236-1778  WeAreHarris.com May 21, 2026
Kimberly Pipkins, Housing Department Director
City of Hawthorne
4455 W. 126th Street
Hawthorne, CA 90250
PROPOSAL: FISCAL YEAR 2026-27 HOUSING SERVICES – HOUSING DEPARTMENT Dear Ms. Pipkins,
We are pleased to present this proposal for Harris and Associates (“Harris”) to provide the City of Hawthorne (“City”) Housing Department with various Housing Services.

This proposal is a continuation of work that Harris has been doing with the City for over five years. As requested by City staff, this proposal separates work into separate contracts to streamline invoicing.

Dima Galkin, Director, will serve as the Principal in Charge for the work. Dima has more than a decade of experience in providing affordable housing and municipal finance consulting services, including assistance with budgeting and accounting for City budgets, housing, and successor agency operations. Kyle Westra will serve as the Project Manager. Dima has managed housing services for the City for over five years.

The following outlines our proposed Scope of Work and Proposed Fees to provide these services.

SCOPE OF WORK
As State housing requirements and reporting obligations continue to evolve, the City’s Housing Department faces increasing administrative and compliance responsibilities. Harris’ ongoing support is intended to provide continuity, technical expertise, and responsive assistance to help the City efficiently manage these obligations.

Harris staff will assist City staff with the following activities on an as-needed basis:

Task 1: Housing Compliance and Advisory Services
Harris will provide advisory services to staff on affordable housing compliance, as needed and as requested by staff. Services may include guidance regarding affordable housing regulatory requirements, implementation considerations, reporting obligations, funding compliance, and other housing-related policy or programmatic matters as requested by City staff.

Task 2: Housing Authority and SB 341 Reports
Harris will prepare the Housing Authority Annual Report and the Senate Bill 341 Report on the Low- and ModerateIncome Housing Asset Fund (“LMIHAF”), for Fiscal Year 2025-26 as required by State law. The Senate Bill (“SB”) 341 Report can be partially or fully funded by the LMIHAF as applicable, given administrative spending limits. The proposed budget does not include Harris’ attendance at City Council meetings to approve the reports, in line with Harris & Associates, Inc. 2 of 3
what has been done in past years. Harris will also submit these reports to the State of California Department of Housing and Community Development (“HCD”).

Deliverables:
• One (1) draft and one (1) final Housing Authority Annual Report (due October 1, 2026) • One (1) draft and one (1) final Senate Bill 341 Report (due April 1, 2027) • Submission of both the Housing Authority Annual Report and the SB 341 Report to HCD on the City’s behalf
Task 3: Project Management and Coordination
This task reflects the effort spent on coordination with City staff via email and calls, monitoring task schedules, and other duties such as invoicing throughout the duration of the contract term. Harris will:
• Oversee and coordinate all aspects of the project, ensuring alignment, timely completion of deliverables, and efficient resource allocation;
• Manage project timelines, monitor progress, resolve any issues that arise, facilitate communication with the client, provide regular updates, and ensure that the project stays on track and within scope; and • Implement best practices in project management to drive successful outcomes while adapting to any changes in project requirements or priorities.

Task 4: Other As-Needed Services
Harris will provide other housing services as needed and as requested by City staff.

SCHEDULE
The term of this contract will be from July 1, 2026 to June 30, 2027, unless otherwise extended by mutual agreement or terminated earlier, either by the City or by Harris. Individual assignments will be scheduled based on applicable considerations, such as timing for the City’s budgeting process.

PROPOSED FEES
Harris will provide services on a time-and-materials basis based on a not-to-exceed budget of $40,012.00, including meetings and coordination.

Director Project
Manager
Deputy
Project
Manager
Analyst Total
Task Billing Rate $258 $221 $204 $156
1 Housing Compliance Advisory Services 6 10 20 20 $ 10,958.00 2 Housing Authority and SB 341 Reports 4 0 20 62 $ 14,784.00 3 Project Management and Coordination 5 0 25 5 $ 7,170.00 4 Other As-Needed Services 5 10 10 10 $ 7,100.00
Total: 20 20 75 97 $ 40,012.00
Harris & Associates, Inc. 3 of 3
Time spent on tasks will be billed in accordance with Harris’ 2026 billing rates:

The hourly rates shown above adjust annually beginning January 1, 2027, not to exceed 4% per year. Out-ofpocket fees paid on behalf of the City for filing required reports or to obtain data from the County or other sources will be invoiced with a 3% markup. Miscellaneous costs, including mileage, phone calls, postage, etc., are included in the hourly rates and are not charged separately.

We appreciate the opportunity to continue working with the City of Hawthorne. Please feel free to contact us if you have any questions.

Sincerely,
Harris & Associates, Inc.

Dima Galkin Kyle Westra
Director, Community Development + Housing Deputy Project Manager, Community Development + Housing (949) 969-8001  [email protected] (949) 536-2502  [email protected] Job Title Hourly Rate for Services
Vice President $324
Senior Director $280
Director $258
Senior Project Manager $239
Project Manager $221
Deputy Project Manager $204
Senior Analyst $167
Analyst $156
City of Hawthorne
SCHEDULE OF PROFESSIONAL FEES AND EXPENSES (2026)
Out of pocket fees paid on behalf of the City for filing of required reports or to obtain data from the County or other sources will be invoiced at actual cost plus 3% markup. Miscellaneous costs, including mileage, phone calls, postage, etc., are included in the hourly rates.

AGENDA ITEM NO. 23.

CITY OF HAWTHORNE
City Council

AGENDA BILL
For the meeting of 06/09/2026
Originating Department: Public Works
City Manager:Department Head:

SUBJECT:

Agreement between the City of Hawthorne and Kimley-Horn and Associates for Design Services for Crenshaw Blvd Improvement Project (Crenshaw Blvd & 120th St).

RECOMMENDED MOTION:

Staff recommends that the City Council approve the agreement with Kimley-Horn and Associates and authorize the City Manager or his designee to enter into and execute the agreement and make any minor amendments.

DISCUSSION:

Public Works issued a Request for Proposals (RFP) to assist with design services for Crenshaw Blvd & 120th St as part of the overall Crenshaw Blvd Improvement Project. The City received one proposal from a qualified transportation firm with relevant experience. After a thorough evaluation from City staff, it was determined that Kimley-Horn and Associates was the best fit for the project due to their extensive knowledge of the City's priorities, familiarity with the project location, and previous support with planning, transportation and other City projects.

ECONOMIC DEVELOPMENT STRATEGIC PLAN:

This project is a result of the City working closely with funding and regulatory agencies to support and improve our infrastructure.

FISCAL IMPACT:

None. The estimated not-to-exceed cost of $320,013 for design services of Crenshaw Blvd & 120th St will be funded through Measure M and Maxine Waters Community Project Funding.

NOTICING PROCEDURE:
72 Hours posted notice pursuant to the Ralph M. Brown Act.

ATTACHMENTS
Agreement for Crenshaw Blvd & 120th St
1 AGREEMENT FOR CRENSHAW BLVD IMPROVEMENT PROJECT
(CRENSHAW BLVD & 120TH ST)
THIS AGREEMENT is made and effective as of June 9, 2026 between the City of Hawthorne, a municipal corporation ("City") and Kimley-Horn and Associates ("Consultant"). In consideration of the mutual covenants and conditions set forth herein, the parties agree as follows:

1. TERM
This Agreement shall commence on June 9, 2026, and shall remain and continue in effect on an as needed basis unless sooner terminated pursuant to the provisions of this Agreement.

2. SERVICES
The Consultant shall perform the tasks described and set forth in Exhibit A, attached hereto and incorporated herein as though set forth in full as part of its services. The Consultant may be asked to provide additional services if necessary during the term of this Agreement.

3. PERFORMANCE
The Consultant shall at all times faithfully, competently and to the best of his/her ability, experience, and talent, perform all tasks described herein. The Consultant shall employ, at a minimum, generally accepted standards and practices utilized by persons engaged in providing similar services as are required of the Consultant hereunder in meeting its obligations under this Agreement.

4. PAYMENT
(a) The City agrees to pay the Consultant in accordance with the payment rates and terms and the schedule of payment as set forth in Exhibit A, attached hereto and incorporated herein by this reference as though set forth in full, based upon actual time spent on services indicated in Exhibit A of this Agreement unless additional payment is approved as provided in this Agreement. (b) The Consultant shall not be compensated for any services rendered in connection with its performance of this Agreement which are in addition to those set forth herein, unless such additional services are authorized in advance and in writing by the Director of Public Works/City Engineer. The Consultant shall be compensated for any additional services in the amounts and in the manner as agreed to by the Director of Public Works/City Engineer and at the time the City's written authorization is given to the Servicer Provider for the performance of said services.
2 (c) The Consultant will submit invoices for actual services performed. Payment shall be made within thirty (30) days of receipt of each invoice as to all nondisputed fees. If the City disputes any of Consultant’s fees it shall give written notice to the Consultant within thirty (30) days of receipt of an invoice of any disputed fees set forth on the invoice.

5. SUSPENSION OR TERMINATION OF AGREEMENT WITHOUT CAUSE (a) The City may at any time, for any reason, with or without cause, suspend or terminate this Agreement, or any portion hereof, by serving upon the Consultant at least ten (10) days prior written notice. Upon receipt of said notice, the Consultant shall immediately cease all work under this Agreement, unless the notice provides otherwise. If the City suspends or terminates a portion of this Agreement such suspension or termination shall not make void or invalidate the remainder of this Agreement.
(b) In the event this Agreement is terminated pursuant to this Section, the City shall pay to the Consultant the actual value of the work performed up to the time of termination, provided that the work performed is of value to the City. Upon termination of the Agreement pursuant to this Section, the Consultant will submit an invoice to the City.

6. DEFAULT OF CONSULTANT
(a) The Consultant’s failure to comply with the provisions of this Agreement shall constitute a default. In the event that the Consultant is in default for cause under the terms of this Agreement, City shall have no obligation or duty to continue compensating the Consultant for any work performed after the date of default and can terminate this Agreement immediately by written notice to the Consultant. If such failure by the Consultant to make progress in the performance of work hereunder arises out of causes beyond the Consultant's control, and without fault or negligence of the Consultant, it shall not be considered a default. (b) If the Director of Public Works/City Engineer or his delegate determines that the Consultant is in default in the performance of any of the terms or conditions of this Agreement, he/she shall cause to be served upon the Consultant a written notice of the default. The Consultant shall have ten (10) days after service upon it of said notice in which to cure the default by rendering a satisfactory performance. In the event that the Consultant fails to cure its default within such period of time, the City shall have the right, notwithstanding any other provision of this Agreement, to terminate this Agreement without further notice and without prejudice to any other remedy to which it may be entitled at law, in equity or under this Agreement.
3 7. OWNERSHIP OF DOCUMENTS
(a) The Consultant shall maintain complete and accurate records with respect to sales, costs, expenses, receipts, and other such information required by City that relate to the performance of services under this Agreement. The Consultant shall maintain adequate records of services provided in sufficient detail to permit an evaluation of services. All such records shall be maintained in accordance with generally accepted accounting principles and shall be clearly identified and readily accessible. The Consultant shall provide free access to the representatives of City or its designees at reasonable times to such books and records; shall give City the right to examine and audit said books and records; shall permit City to make transcripts therefrom as necessary; and shall allow inspection of all work, data, documents, proceedings, and activities related to this Agreement. Such records, together with supporting documents, shall be maintained for a period of three (3) years after receipt of final payment.
(b) Upon completion of, or in the event of termination or suspension of this Agreement, all original documents, designs, drawings, maps, models, computer files, surveys, notes, and other documents prepared in the course of providing the services to be performed pursuant to this Agreement shall become the sole property of the City and may be used, reused, or otherwise disposed of by the City without the permission of the Consultant.

8. INDEMNIFICATION
When the law establishes a professional standard of care for Consultant Services, to the fullest extent permitted by law, The Consultant shall indemnify, protect, defend and hold harmless City and any and all of its officials, employees and agents (“Indemnified Parties”) from and against any and all losses, liabilities, damages, costs and expenses, including attorney’s fees and costs to the extent same are caused by any negligent or wrongful act, error or omission of the Consultant, its officers, agents, employees or sub Consultant (or any entity or individual that Consultant shall bear the legal liability thereof) in the performance of professional services under this Agreement.

9. INSURANCE
A) The Consultant shall maintain in-force: Professional Liability Insurance.

Consultant shall maintain in-force; Professional Liability Insurance (and/or Errors & Omissions Insurance) with minimum limits of $2,000,000 per occurrence and $4,000,000 general aggregate for loss or damages because of wrongful or negligent acts or omissions by named insured.

B) The Consultant shall maintain in-force Workers’ Compensation and Employer’s Liability Insurance as required by the California Labor Code.

Evidence of coverage shall take the form of a Certificate of Insurance or a California Certificate to Self-Insure. Acceptable minimum limits for this 4 coverage are: Workers’ Compensation; Statutory in California; Employer’s Liability: $1,000,000.

C) Certificates of Insurance. The Consultant shall furnish to Customer evidence of any insurance required by this Agreement. A Certificate of Insurance from an insurer admitted to do business in the State of California will be provided, indicating that the respective policy(s) meets the following requirements: (1) The City, its officers, and employees shall be named as additional insured on the General Liability Insurance; (2) Insurance shall not be canceled or terminated without 30 days written notice; (3) General Liability shall be primary and any insurance held by City for its own protection shall be excess and shall be effective only upon exhaustion of the Consultant’s insurance; (4) Insurance shall be maintained for the duration of the Agreement, including any period extended beyond the expiration date of this Agreement required to complete performance as stipulated in this Agreement and all amendments thereto.

10. INDEPENDENT CONSULTANT
(a) The Consultant is and shall at all times remain as to the City a wholly independent Consultant. The personnel performing the services under this Agreement on behalf of the Consultant shall at all times be under the Consultant’s exclusive direction and control. Neither City nor any of its officers, employees, or agents shall have control over the conduct of the Consultant or any of Consultant's officers, employees, or agents, except as set forth in this Agreement.

The Consultant shall not at any time or in any manner represent that it or any of its officers, employees, or agents are in any manner officers, employees, or agents of the City. The City Provider shall not incur or have the power to incur any debt, obligation, or liability whatever against City, or bind City in any manner. (b) No employee benefits shall be available to the Consultant in connection with the performance of this Agreement. Except for the fees paid to the Consultant as provided in the Agreement, City shall not pay salaries, wages, or other compensation to the Consultant for performing services hereunder for City. City shall not be liable for compensation or indemnification to the Consultant for injury or sickness arising out of performing services hereunder.

11. LEGAL RESPONSIBILITIES
The Consultant shall keep itself informed of State and Federal laws and regulations which in any manner affect those employed by it or in any way affect the performance of its service pursuant to this Agreement. The Consultant shall at all times observe and comply with all such laws and regulations. The City, and its officers and employees, shall not be liable at law or in equity occasioned by failure of the Consultant to comply with this Section.
5 12. UNDUE INFLUENCE
The Consultant declares and warrants that no undue influence or pressure is used against or in concert with any officer or employee of the City of Hawthorne in connection with the award, terms or implementation of this Agreement, including any method of coercion, confidential financial arrangement, or financial inducement. No officer or employee of the City of Hawthorne will receive compensation, directly or indirectly, from the Consultant, or from any officer, employee or agent of the Consultant, in connection with the award of this Agreement or any work to be conducted as a result of this Agreement. Violation of this Section shall be a material breach of this Agreement entitling the City to any and all remedies at law or in equity.

13. NO BENEFIT TO ARISE TO LOCAL EMPLOYEES
No member, officer, or employee of City, or their designees or agents, and no public official who exercises authority over or responsibilities with respect to the Project during his/her tenure or for one year thereafter, shall have any interest, direct or indirect, in any agreement or sub-agreement, or the proceeds thereof, for work to be performed in connection with the Project performed under this Agreement.

14. RELEASE OF INFORMATION/CONFLICTS OF INTEREST
(a) All information gained by the Consultant in performance of this Agreement shall be considered confidential and shall not be released by the Consultant without City's prior written authorization. The Consultant, its officers, employees, agents, or sub Consultants, shall not without written authorization from the City Manager or unless requested by the City Attorney, voluntarily provide declarations, letters of support, testimony at depositions, response to interrogatories, or other information concerning the work performed under this Agreement or relating to any project or property located within the City.

Response to a subpoena or court order shall not be considered "voluntary" provided the Consultant gives City notice of such court order or subpoena. (b) The Consultant shall promptly notify City should Consultant, its officers, employees, agents, or sub Consultants be served with any summons, complaint, subpoena, notice of deposition, request for documents, interrogatories, request for admissions, or other discovery request, court order, or subpoena from any person or party regarding this Agreement and the work performed thereunder or with respect to any project or property located within the City. City retains the right, but has no obligation, to represent the Consultant and/or be present at any deposition, hearing, or similar proceeding. The Consultant agrees to cooperate fully with City and to provide the opportunity to review any response to discovery requests provided by the Consultant. However, City's right to review any such response does not imply or mean the right by City to control, direct, or rewrite said response.
6 15. ASSIGNMENT
The Consultant shall not assign the performance of this Agreement, nor any part thereof, nor any monies due hereunder, without prior written consent of the City because of the personal nature of the services to be rendered pursuant to this Agreement.

16. LICENSES
At all times during the term of this Agreement, the Consultant shall have in full force and effect, all licenses required of it by law for the performance of the services described in this Agreement.

17. GOVERNING LAW
The City and Consultant understand and agree that the laws of the State of California shall govern the rights, obligations, duties, and liabilities of the parties to this Agreement and also govern the interpretation of this Agreement. Any litigation concerning this Agreement shall take place in the municipal, superior, or federal district court with jurisdiction over the City of Hawthorne.

18. ENTIRE AGREEMENT
This Agreement contains the entire understanding between the parties relating to the obligations of the parties described in this Agreement. All prior or contemporaneous agreements, understandings, representations, and statements, oral or written, are merged into this Agreement and shall be of no further force or effect. Each party is entering into this Agreement based solely upon the representations set forth herein and upon each party's own independent investigation of any and all facts such party deems material.

19. AUTHORITY TO EXECUTE THIS AGREEMENT
The person or persons executing this Agreement on behalf of the Consultant warrants and represents that he/she has the authority to execute this Agreement on behalf of the Consultant and has the authority to bind the Consultant to the performance of its obligations hereunder.
7 IN WITNESS WHEREOF, the parties hereto have caused this Agreement to be executed the day and year first above written.

CITY OF HAWTHORNE: CONSULTANT:

By:

VONTRAY NORRIS Name:

City Manager Title:

City of Hawthorne Kimley-Horn and Associates

APPROVED AS TO FORM: ATTEST:
_________________________ _____________________________

DAVID CACERES DAYNA WILLIAMS-HUNTER
City Attorney City Clerk
City of Hawthorne City of Hawthorne
8 EXHIBIT A
Proposal

PROPOSAL FOR THE

PREPARED FOR

CITY OF HAWTHORNE
CRENSHAW BLVD & 120TH ST

CRENSHAW BLVD IMPROVEMENT PROJECT
PROPOSAL FOR THE A. TABLE OF CONTENTS CRENSHAW BLVD IMPROVEMENT PROJECT CRENSHAW BLVD & 120TH ST City of Hawthorne  TRCALONG015571.2026 1
A. TABLE OF CONTENTS
A. Table of Contents ............................................................................................................................................................................................1 B. Cover Letter ....................................................................................................................................................................................................2 C. Key Project Staff and Qualifications ...............................................................................................................................................................3 D. References....................................................................................................................................................................................................18 E. Cost and Fee Schedule.................................................................................................................................................................................22 Appendices .......................................................................................................................................................................................................22 PROPOSAL FOR THE CRENSHAW BLVD IMPROVEMENT PROJECT CRENSHAW BLVD & 120TH ST City of Hawthorne  TRCALONG015571.2026 2
May 26, 2026
Dweejal (DJ) Torado, PE, TE
City of Hawthorne
City Clerk’s Office
4455 West 126th Street
Hawthorne, CA 90250
RE: Proposal for the Crenshaw Blvd Improvement Project (Crenshaw Blvd & 120th St) Dear Mr. Torado and Members of the Selection Committee:

The City of Hwathorne’s (City) Crenshaw Boulevard Improvement Project will transform a critical halfmile corridor along Crenshaw Boulevard, from W. 120th Street to W. 118th Place, into a safe, connected, and welcoming gateway by delivering new bicycle and pedestrian infrastructure at the I-105 interchange and closing the first- and last-mile gap between the Dominguez Channel and the LA Metro Crenshaw Rail Station. Kimley-Horn and Associates, Inc. (Kimley-Horn) is proud to present this proposal, and offers the City three distinct advantages that will make this project a success:

We Understand the City and the Importance of This Project. Since 2022, proposed project manager Laura Forinash, PE, TE and the Kimley-Horn has supported the City across planning, engineering, and transportation projects, giving our team a strong working knowledge of the City’s priorities, staff, and this corridor specifically. Locally, this project builds on the City’s newly adopted Active Transportation Plan and enhances one of Hawthorne’s primary gateways, with the added goal of having improvements in place ahead of the 2028 Olympic and Paralympic Games. Regionally, the Dominguez Channel is a critical north-south active transportation spine in the South Bay, and this project closes one of the most important first- and lastmile gaps in that network. Our familiarity with both the local context and regional significance of this project positions Kimley-Horn to hit the ground running on day one.

We Have Identified the Risks and Have a Plan to Address Them. Maintaining the project’s eligibility for the Caltrans Encroachment Permits Office Process (EPOP) pathway is essential to meeting the project schedule. In our proposal, we have identified three specific risks that could redirect the project into the more time-intensive QMAP or DEER processes: right-of-way constraints, construction costs within Caltrans right-of-way (ROW), and nonstandard design features at the I-105 undercrossing. For each, we have developed targeted strategies to address these issues early in design and keep the project on track for timely construction. We have experience securing design exceptions for nonstandard features while maintaining the encroachment permit process.

We Have Assembled a Team with the Right Experience. Project manager Laura Forinash, PE, TE has assembled a team with direct experience across the three areas most critical to this project’s success:
Complete Streets and Active Transportation Design. On the Nutwood Avenue Bicycle and Pedestrian Mobility Improvements for the City of Fullerton, civil design lead Brandon Chen, PE and traffic signal lead Ryan Calad, PE, TE are delivering bicycle and pedestrian enhancements along a constrained urban corridor. On the Broadway-Manchester Active Transportation Equity Project, signing and striping lead Sowmya Chandrasekhar, PE, TE, PTOE delivered a 2.8-mile complete streets corridor with Class IV cycle tracks, High-Intensity Activated Crosswalk (HAWK) signals, and bus boarding islands. Caltrans Coordination and Project Delivery. On the Rancho Road/US 101 Bicycle and Pedestrian Improvements for the City of Thousand Oaks, Caltrans District 7 coordination lead Nicole Dias, PE secured the required encroachment permit and coordinated signal modifications at both the northbound and southbound ramp intersections.
Placemaking and Gateway Design. Active transportation lead Naomi Germain, PE, TE and landscape lead Randall Kopff, PLA led preliminary engineering for SANDAG’s North Park Mid-City Bike Corridors, where our team transformed San Diego’s urban core through streetscape enhancements and placemaking elements that gave four bikeway corridors a cohesive neighborhood identity.

The recently completed Avenue J/SR 14 (SR 138) Interchange project for the City of Lancaster best demonstrates all three areas, where engineering lead Eugene Huang, PE delivered buffered bike lanes, multimodal safety improvements, and new ramp connections from SR 14 to local streets, in close coordination with LA Metro and Caltrans District 7, with gateway and landscape elements throughout.

We appreciate the opportunity to submit this proposal and look forward to the possibility of continuing our work with the City on this important project. Please contact Laura Forinash, PE, TE or Sri Chakravarthy, PE, TE with any questions.

Sincerely,
KIMLEY-HORN AND ASSOCIATES, INC.

Laura Forinash, PE, TE Sri Chakravarthy, PE, TE*
Project Manager Principal-in-Charge/Senior Vice President [email protected] [email protected] 562.549.2186 213.261.4037
180 E Ocean Boulevard 25152 Springfield Court
Suite 1200, Long Beach, CA 90802 Suite 200, Santa Clarita, CA 91355 As Senior Vice President, Sri Chakravarthy, PE, TE is authorized to execute agreements and bind Kimley-Horn to contracts.

Kimley-Horn certifies that this proposal is valid for 90 days from May 26, 2026.

Kimley-Horn certifies that our team complies with nondiscrimination requirements of the State and Federal Government.

Kimley-Horn acknowledges receipt of the Question and Answers released on May 19, 2026.

B. COVER LETTER
»180 E Ocean Boulevard
Suite 1200
Long Beach, CA 90802
TEL 562.549.2200
PROPOSAL FOR THE CRENSHAW BLVD IMPROVEMENT PROJECT CRENSHAW BLVD & 120TH ST City of Hawthorne  TRCALONG015571.2026 3

1. Company and Staff Qualifications and Experience
Kimley-Horn is a North Carolina C Corporation that offers engineering, planning, and environmental consulting services to public and private clients nationwide. Since our founding in 1967, Kimley-Horn has grown from a small group of engineers and planners to a firm of over 9,800 employees in 148 offices nationwide, including 17 in California, with over 550 Southern California staff, focused on meeting the planning and design needs of local public entities. Our continued growth and stability over the past 59 years is the direct result of our commitment to integrity and dedication to providing quality services to our clients. We provide our clients with the local knowledge and responsiveness of a small organization, backed by the depth of resources only a national firm could offer. Today, we are one of the highest ranked planning and engineering consulting firms in California, and placed 8th on Engineering News-Record’s 2025 list of top design firms, representing the combined efforts and quality of our staff, who are committed to providing client-focused service and technical excellence in everything we do.

Our team has planned and designed thousands of miles of active transportation, roadway/corridor, and intersection projects involving multimodal facilities, among other services. As a fully integrated, multidisciplined consulting firm, we offer the following in-house services:
Complete Streets
Bicycle/Pedestrian
Electrical Design
Traffic Engineering and Safety
Traffic Signals
Americans With Disabilities Act
(ADA) Compliance
Green Infrastructure and Drainage
Landscaping and Irrigation Design
Traffic Analysis and Operations
Electrical and Lighting
Utility Coordination
Intelligent Transportation Systems (ITS)
Constructability
Public Outreach
Complete Streets and Multimodal Corridor Design
Kimley-Horn has extensive experience delivering corridor-wide multimodal improvements that reallocate roadway space to enhance safety and comfort while maintaining mobility. We are passionate about projects that improve safety and access for additional modes of transportation, and our team’s recent work includes road diets, protected intersections, buffered and separated bicycle facilities, transit improvements, sidewalk widening, pedestrian bulb-outs, Rectangular Rapid Flashing Beacon (RRFB) installations, coordinated signing and striping modifications, integrated stormwater enhancements, and streetscape improvements. Our team members have led numerous pedestrian and bicycle planning and design projects throughout the country, and are leaders in Complete Streets projects, having coauthored authored ITE’s Designing Walkable Urban Thoroughfares and developed plans using best practices like NACTO’s Urban Street Design Guidelines.

2. Organizational Chart
Kimley-Horn has assembled a multidisciplinary team of engineers, landscape architects, and active transportation specialists with direct experience delivering projects of this type and complexity in Los Angeles County. Project manager Laura Forinash, PE, TE will serve as the City’s primary point of contact, managing day-to-day activities and all deliverables from kickoff through final PS&E. She is supported by principal-in-charge Sri Chakravarthy, PE, TE and QC/QA manager Sarmad Farjo, PE , both bringing over 20 years of experience with complex infrastructure projects in Los Angeles County and through the Caltrans approval process. Engineering lead Eugene Huang, PE will oversee technical PS&E delivery, while dedicated staff with established relationships at Caltrans District 7, LA Metro, and LACFCD will manage agency coordination. Urban design and landscape lead Randall Kopff, PLA brings over 25 years of experience delivering gateway, placemaking, and corridor landscape improvements for public agencies across California. An organizational chart identifying all key personnel is provided below, with full resumes in the Appendices.

C. KEY PROJECT STAFF AND QUALIFICATIONS

PRINCIPAL-IN-CHARGE
Sri Chakravarthy, PE, TE

QC/QA MANAGER
Sarmad Farjo, PE
Civil Design
Brandon Chen, PE
Freddy Quijada, PE
Joshua Castro
Active Transportation
Naomi Germain, PE, TE
Matt Stewart, PE, TE
Risha Karim, EIT
Drainage and Water Quality
Heidi McMacken, PE, CFM
Alissa Maxon, PE
Amy Esswein, PE
Utilities
Michael Choi, PE, LEED AP
Aaron So, EIT, ENV SP, LEED
Green Associate
Right-of-Way Impacts
Brandon Friedman, PE
Eric Gutierrez, ENV SP
Structural/Retaining Wall
Andy Sanford, PE
Rosalyn Cho
Signing and Striping
Sowmya Chandrasekhar,

PE, TE, PTOE
Charis Ahn, PE
Bryant Ocegueda
Traffic Signals
Ryan Calad, PE, TE
Angelo Pastelin, PE
Juan Madrid, EIT
Urban Design and Landscape
Randall Kopff, PLA
Michael Madsen, PLA, CLIA
Gabriela Nivar

PROJECT MANAGER
Laura Forinash, PE, TE

CITY OF

HAWTHORNE
Bold = Key Staff
DATA COLLECTION AND PS&E
EXISTING CONDITION
Data Collection Lead
Brandon Chen, PE
Roadway/Survey/As-Builts
Aaron So, EIT, ENV SP, LEED
Green Associate
Traffic
Angelo Pastelin, PE

STAKEHOLDER ENGAGEMENT
Caltrans District 7
Nicole Dias, PE
LA Metro
Patrick Wong, CPTED
LA County Flood Control
Danh Duong, PE, QSD/P
Engineering Lead
Eugene Huang, PE
PROPOSAL FOR THE CRENSHAW BLVD IMPROVEMENT PROJECT CRENSHAW BLVD & 120TH ST City of Hawthorne  TRCALONG015571.2026 4
Team Availability
Kimley-Horn understands the importance of team continuity and commitment in terms of its impact on quality and timeliness. The members of our project team were selected using two criteria: their experience with similar projects and their availability to assume major technical and project management responsibilities for this project. Kimley-Horn uses a proactive management system, known as “cast-aheads” to detail every project’s personnel needs and determine each staff person’s availability. Based upon review of our team’s projected workload, we are confident that the proposed Kimley-Horn team has ample time to dedicate to the City and is in an excellent position to give top priority in assisting you in your design needs in a timely manner. Through collaboration within this already well-established team, we are confident in our ability to provide you with quality service. The following table identifies our team’s availability and current project commitments, including all existing committed hours (represented as %), to serve the City for the full duration of this project.

Name and Availability Current Project Commitments
Laura Forinash, PE, TE – 70% City of Hawthorne, On-Call and Parking Study (20%) City of Agoura Hills, Kanan Road and Agoura Road Intersection (10%) Brandon Chen, PE – 85% City of Fullerton, Nutwood Avenue Bicycle and Pedestrian (10%) City of Santa Ana, Warner Avenue Phase 2 Improvements (5%) Naomi Germain, PE, TE – 70% City of South Pasadena, Huntington and Fremont Corridor (20%) City of Culver City, Better Overland Project(10%)
Sowmya Chandrasekhar, PE, TE, PTOE – 65% City of Bakersfield, Niles and Monterey Complete Streets (15%) City of Buena Park, Orangethorpe Complete Streets Planning (20%) Randall Kopff, PLA – 70% City of Vista, N. Santa Fe Corridor Landscaping and Irrigation (20%) City of Oakland, Parks and Recreation Master Plan (10%) Sri Chakravarthy, PE, TE – 50% City of Rancho Cucamonga, Traffic Signal Synchronization (30%) City of Malibu, Pacific Coast Highway Roundabouts (20%) Angelo Pastelin, PE – 80% SpaceX, Jack Northrop Pedestrian Improvements (10%) City of Hawthorne, Citywide Parking Study (10%)
Freddy Quijada, PE – 90% City of Los Angeles, Mission Mile Sepulveda PS&E (10%) Matt Stewart, PE, TE – 75% City of Agoura Hills, On-Call Traffic Engineering (20%) City of Malibu, Pacific Coast Highway Pedestrian Crossings (5%) Heidi McMacken, PE, CFM – 70% City of Los Angeles, Mission Mile Sepulveda PS&E (20%) Ventura County, Hueneme Road Widening (10%)
Amy Esswein , PE – 90% City of Los Angeles, Mission Mile Sepulveda PS&E (5%) Ventura County, Hueneme Road Widening (5%)
Brandon Friedman, PE – 80% City of Los Angeles, Mission Mile Sepulveda PS&E (20%) Rosalyn Cho – 90%
City of Banning, Hargrave Grade Separation (5%)
San Manuel Band of Mission Indians, SR 210/Victoria Avenue Interchange PA&ED (5%)
Bryant Ocegueda – 90% MTC, Marin County Transit Signal Priority (5%) City of Hawthorne, General Plan Update (5%)
Gabriela Nivar – 90% City of Agoura Hills, Kanan Road and Agoura Road Intersection (5%) City of Cudahy, Salt Lake Avenue Corridor (5%)
Danh Duong, PE, QSD/P – 70% Raising Canes Alhambra, LACFCD Coordination (15%) Culver City Ivy Station, LACFCD Coordination (15%)
Name and Availability Current Project Commitments
Sarmad Farjo, PE – 70% City of Monterey Park, Monterey Pass Road Complete Streets (30%) Eugene Huang, PE – 90% City of Monterey Park, Monterey Pass Road Complete Streets (10%) Andy Sanford, PE – 40% UDOT, Mountain View Corridor (35%) Rancho Mission Viejo, Bucker Way Bridge (25%)
Ryan Calad, PE, TE – 70% LA County, Pedestrian Feasibility Plan (10%) LA County, Mulholland Highway Vision Zero Analysis and Design (20%) Nicole Dias, PE – 50% City of Los Angeles, Mission Mile Sepulveda PS&E (50%) Aaron So, EIT, ENV SP, LEED Green Associate – 85% City of Pasadena, Transit Operations and Maintenance Facility (10%) LA Metro, Rail to Rail Active Transportation Corridor (5%) Juan Madrid, EIT – 90% City of Hawthorne, Citywide Parking Study (5%) SANDAG, Advancing Border Connectivity (5%)
Joshua Castro – 90% City of Los Angeles, Mission Mile Sepulveda PS&E (5%) City of Bakersfield, Niles and Monterey Complete Streets (5%) Risha Karim, EIT – 90% SCAG, Regional ITS Architecture Update (5%) CARTA, Program Advisory Services (5%)
Alissa Maxon, PE – 80% City of Los Angeles, Mission Mile Sepulveda PS&E (15%) Ventura County, Hueneme Road Widening (5%)
Michael Choi, PE, LEED AP – 70% City of Los Angeles, Mission Mile Sepulveda PS&E (30%) Eric Gutierrez, ENV SP – 90% City of Malibu, PCH Las Flores and Rambla Intersection (5%) Rose Bowl Operating Company, Plumbing Infrastucture (5%) Charis Ahn, PE – 85% City of Irvine, Flashing Yellow Arrow Phase 2 (10%) City of Oxnard, Oxnard Blvd US 101 Improvements (5%)
Michael Madsen, PLA, CLIA – 70% City of Monterey Park, Memorial Park (30%) Patrick Wong, CPTED – 50% City of Pasadena, Transit Operations and Maintenance Facility (35%) Metrolink, EV Charging in Various Cities (15%)
PROPOSAL FOR THE CRENSHAW BLVD IMPROVEMENT PROJECT CRENSHAW BLVD & 120TH ST Task Description Resource Deliverables Jul-26 Aug-26 Sep-26 Oct-26 Nov-26 Dec-26 Jan-27 Feb-27 Mar-27 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 5 1 Project Management, Coordination & Administration

1.1 Project Design Team Meetings KHA / City Meeting agendas, meeting minutes (9 PDT meetings)

1.2 Project Management, Invoicing & Schedule KHA Monthly invoices, progress reports, updated schedules

1.3 Agency Coordination KHA Agency coordination documentation, meeting notes LA Metro meetings (2) LA Metro LA Metro coordination meeting notes LACFCD meeting (1) LACFCD LACFCD coordination meeting notes

1.4 Permit Applications & Caltrans Approvals KHA / Caltrans Permit applications, Caltrans encroachment permit 2 Data Collection

2.1 Records Research KHA Records research summary, as-built drawings compilation

2.2 Survey Review KHA Survey review memo, field survey data

2.3 Field Investigation KHA Field investigation report, site photos

2.4 Geotechnical Coordination KHA / City's Consultant Geotechnical coordination memo, pavement recommendations 3 Preliminary Engineering (30% Design)

3.1 Base Map Development KHA Base map (CAD files)

3.2 30% Plan Development KHA 30% Design Plans (roadway, drainage, traffic, landscape)

3.3 Stakeholder Coordination & Geometric Approval KHA / City / LACFCD / Metro / Inglewood Geometric Approval Drawings (GAD), stakeholder sign-off MILESTONE: 30% Design Approval Approved 30% Design Package 4 Design Plans & Approvals (PS&E)

4.1a Engineering Plans - 75% Submittal KHA 75% PS&E package (plans, specifications, estimate)

4.1b Engineering Plans - Final Submittal KHA Final PS&E package (100% plans, specs, estimate) MILESTONE: Final Design Approval Approved Final Design Package 2 Additional Tasks

5.1 Utility Verification & Coordination KHA / Utilities Utility verification letters, potholing results, relocation plans

5.2 Right-of-Way Requirements KHA Right-of-way requirements exhibit, legal descriptions MILESTONE: Project Complete Complete Project Documentation Package Work Period Agency Review Milestone
City of Hawthorne | TRCALONG015571.2026 5

3. Project Schedule
Our proposed schedule—which details key tasks, including milestone timeframes for primary deliverables—is provided below. This schedule assumes a Notice to Proceed of July 2026 and is anticipated to be completed by March 2027 before the 2028 Olympic and Paralympic Games. Our intent is to review this draft schedule with the City at the start of the project so that all parties are on board with the timeline.

PROPOSAL FOR THE CRENSHAW BLVD IMPROVEMENT PROJECT CRENSHAW BLVD & 120TH ST City of Hawthorne  TRCALONG015571.2026 6

4. Project Approach
Project Understanding
The Crenshaw Boulevard Improvement Project focuses on improvements along Crenshaw Boulevard between W. 120th Street and W. 118th Place, including the complex I-105 ramp intersections. This corridor serves as a critical regional connection with high vehicular volumes, constrained geometry, and significant multimodal conflicts. The Project was originally envisioned through the City’s Crenshaw Active Transportation Plan, which identified multimodal improvements to enhance safety and connectivity. As part of ongoing on-call support, Kimley-Horn advanced this vision and identified key constructability constraints, most notably the limited vertical clearance beneath the I-105 overcrossing, which eliminates the possibility of signalization for mid-block crossings. In response, our team developed a refined concept that maintains the intent of the Active Transportation Plan while addressing these constraints. This includes one-way cycle tracks along Crenshaw Boulevard connecting the LA Metro Crenshaw Rail Station to W. 120th Street, with safety improvements at the I-105 ramp terminals to reduce conflicts; a two-way cycle track along W. 120th Street with protected intersection treatments and a dedicated bicycle signal to facilitate the east-west to north-south transition; and a connection to the Dominguez Channel, a Class I bikeway and major spine of the South Bay bicycle network. The Project is designed to improve safety, enhance multimodal access to transit, reduce unsafe crossings, and create a gateway corridor with placemaking elements that reinforce City identity.

Project Approach
Kimley-Horn’s approach is centered on three key focus areas:
COORDINATION PLANNING DESIGN
This framework ensures the Project advances efficiently to construction-ready plans, specifications, and estimates (PS&E) while proactively managing risk and maintaining schedule.

Coordination
Effective coordination will be an essential part in delivering this project successfully to meet the needs of the stakeholders and the community. Coordination is critical to advancing a project that spans multiple jurisdictions and includes improvements within Caltrans right-of-way (ROW).

City Coordination
Laura Forinash PE, TE will maintain continuous coordination with City staff through project development team (PDT) meetings, regular updates, and an active tracking of schedule, deliverables, and decisions. With regular presence at City Hall, Laura provides immediate responsiveness and realtime issue resolution.

Agency Coordination
We will coordinate closely with the City of Hawthorne, Caltrans District 7, LA Metro, and Los Angeles County Flood Control District (LACFCD) through structured PDT meetings and targeted coordination workshops to resolve issues early and avoid delays.

Planning
Coordination
Design
Stakeholders
Agencies
Consensus
Visionary

CRENSHAW BOULEVARD

IMPROVEMENT PROJECT
Technical
Practical
Standards
Creative
Analysis

ITERATIVE

COMPROMISE

BALANCE
PROPOSAL FOR THE CRENSHAW BLVD IMPROVEMENT PROJECT CRENSHAW BLVD & 120TH ST City of Hawthorne  TRCALONG015571.2026 7
Caltrans Approval Strategy
Securing Caltrans approval is a key critical path item. Our strategy is to pursue a Caltrans Encroachment Permit through the Encroachment Permits Office Process (EPOP) while proactively mitigating risks that could trigger escalation to the Quality Management Assurance Program (QMAP)/Design Engineering Evaluation Report (DEER) processes and pose risk to completing construction before the 2028 Olympics and Paralympics Games. Kimley-Horn has proactively reviewed Caltrans Form TR 0416 and identified the project-specific risks summarized in the Caltrans EPOP Risk Table below, along with our strategies to mitigate them.

Table 1. Caltrans EPOP Risk Table
Risk to
EPOP
Project-Specific
Consideration Kimley-Horn Strategy
Nonstandard
Design Features
Constrained geometry at I-105
undercrossing may limit full Caltrans
standard compliance lane widths
and shoulders.

Identify nonstandard elements early and
coordinate with District 7 to prepare design
exception documentation.

Kimley-Horn has successfully applied
this strategy on past projects involving
nonstandard features, including
most recently on the McKinley
Grade Separation Project for the
City of Corona.

Structural
Constraints
Limited ROW in the northwest corner
of the Crenshaw Boulevard and
120th Street intersection may affect
retaining wall type and trigger a nonstandard design.

Advance Type Selection evaluation early
and coordinate with Caltrans to confirm
acceptable wall types.

Kimley-Horn successfully applied this
strategy on the City of Brea’s SR 90
at SR 57 Southbound On-Ramp DEER/
PSR-PDS project in coordination with
Caltrans District 12.

Cost Thresholds
in Caltrans ROW
Construction costs within the Caltrans
ROW may exceed $1 million.

Kimley-Horn will proactively manage
Caltrans ROW costs to help keep the work
within the EPOP threshold by applying
value engineering within Caltrans ROW to
refine the scope and control costs, tracking
scope and cost estimates separately by
jurisdiction, and preparing separate plan
sets for City and Caltrans improvements.

Planning
The Kimley-Horn team’s planning will be the visionary and data-driven foundation for the Project.

Based on our understanding of the Project, we have developed Corridor Concept Plan and Key Improvements showing the City’s conceptual alignment developed by Kimley-Horn. While we understand there will not be a formal planning/preliminary engineering phase and the City wants to advance directly to PS&E, we will share our recommendations with the City to determine the best approach for addressing identified constraints and opportunities and refining the concept plan to better support the Project’s goals.

We understand the importance of complete and detailed base documents to support the Project. Our team will document existing corridor conditions through field survey, including ROW research and mapping. We will coordinate encroachment permits with the City and Caltrans early for geotechnical work to help maintain the project schedule. We will also review City- and utility agency-provided record documents associated with the corridor and supplement the survey with record underground utility information.

Kimley-Horn will conduct a site visit to observe existing conditions and identify any additional survey or utility investigation needed to support design. We understand the importance of assessing utility conflicts and adjustments that may involve agreements with utility companies, as well as the time required to coordinate relocations if needed. Following the existing conditions review, the base documents will go through our detailed QC/QA process and be delivered to the City to support advancement of the concept to 30% preliminary design.

At the 30% preliminary design stage, Kimley-Horn will refine the concept and confirm the following key project elements:
Geometry and multimodal layout
Pedestrian control at ramps
Drainage approach
Utility conflicts
ROW constraints
Completion of the 30% design will allow the City and key stakeholders to review the refined concept and provide concurrence before the Project advances into final PS&E.

Design
The Kimley-Horn team’s design will build on the coordination and planning efforts, using these earlystage tasks to understand existing conditions, physical constraints, and gather stakeholder input early.

We understand that securing agreement on the preliminary design is critical to project success and maintaining the schedule, and once the City approves the approach, we will advance into final design with a strong QC/QA process focused on minimizing construction change orders.

PROPOSAL FOR THE CRENSHAW BLVD IMPROVEMENT PROJECT CRENSHAW BLVD & 120TH ST N

CITY OF HAWTHORNE
LA Metro Park and Ride Lot
Dominguez Channel
Metro Station

CITY OF INGLEWOOD
M
KEY IMPROVEMENT:

BICYCLE FACILITIES & MULTIMODAL CONNECTIVITY
Ø Key Opportunity: Improve SB and NB bicycle connectivity along Crenshaw Blvd (W. 120th St to 118th Pl) to enhance multimodal access between the Dominguez Channel, regional transit, and surrounding destinations.

Ø Identified Constraints: Maintaining sufficient vehicle travel lane widths, accommodating transit operations and truck turning movements, and minimizing impacts to existing curb lines and Caltrans right-of-way to reduce construction costs.

Ø Design Strategies: Evaluate corridor reconfiguration opportunities, reduced right-turn lane widths, and floating transit boarding island concepts to accommodate separated bicycle facilities while maintaining safe vehicle operations and minimizing reconstruction impacts where feasible.

Ø Key Opportunity: Enhance pedestrian safety and accessibility through upgraded ADA curb ramps, high-visibility crosswalk striping, protected corner treatments, improved sidewalk width and condition, and enhanced designated crossing locations throughout the corridor.

Ø Identified Constraints: Maintaining transit and truck turning movements, minimizing ROW impacts, and accommodating existing grading, utility, and retaining wall considerations within constrained Caltrans ROW.

Ø Design Strategies: Evaluate geometric modifications and protected corner treatments that improve pedestrian visibility and reduce pedestrian-vehicle conflict areas while maintaining acceptable transit and truck turning operations. Sidewalk and ADA improvements will be coordinated to minimize grading impacts, retaining wall modifications, and additional ROW requirements where feasible.

KEY IMPROVEMENT:

PEDESTRIAN SAFETY & ACCESSIBILITY
Ø Key Opportunity: Enhance corridor aesthetics and reinforce City identity through upgraded landscape, hardscape, decorative screening, and gateway features along the Crenshaw Boulevard corridor and I-105 interchange approaches.

Ø Identified Constraints: Limited available ROW, existing utility infrastructure, Caltrans coordination requirements, and long-term maintenance considerations for landscape and hardscape improvements.

Ø Design Strategies: Evaluate opportunities for enhanced landscape treatments, decorative median and frontage improvements, monument signage, and low-maintenance hardscape elements that improve corridor character and multimodal experience while minimizing maintenance and construction impacts.

KEY IMPROVEMENT:

GATEWAY, LANDSCAPE & CORRIDOR ENHANCEMENTS
Project Understanding – Corridor Concept Plan and Key Improvements City of Hawthorne | TRCALONG015571.2026 8

CRENSHAW BLVD
W 120TH ST
W 118TH PL
W 120TH ST
105
105
There is opportunity to enhance intersection safety through protected corner treatments or geometric modifications that reduce conflicts, shorten pedestrian crossing distances, and improve walk times. Since Crenshaw Blvd is identified as a truck route, truck turning templates will be evaluated and mountable curb elements will be considered to ensure accommodation of large vehicle movements.

Maintain driveway access while providing vertical
bicycle separation along 120th Street; temporary
easements and coordination with LACFCD may be
required. This can be achieved by adjusting the cycle
track limits or incorporating a mountable curb to
allow maintenance vehicle access.

Incorporate a City monument sign
that establishes a strong gateway
identity and sense of arrival, with
adaptable features to support future
events such as LA28.

Incorporate decorative
median fencing to channel
pedestrian movements
toward designated
crossings and enhance
overall corridor safety.

PROPOSAL FOR THE CRENSHAW BLVD IMPROVEMENT PROJECT CRENSHAW BLVD & 120TH ST City of Hawthorne  TRCALONG015571.2026 9
Complete Street Design Considerations
The Kimley-Horn team is very familiar with delivering bicycle and pedestrian projects with agencies throughout Southern California. Our design experience will help develop a project that strengthens first- and last-mile connections between the Crenshaw Station and the Dominguez Channel and encourages walking and bicycling to access these destinations. The key to our complete streets approach is controlling conflict points and clearly delineating travel patterns, as noted below and on the following pages.

We will prioritize treatments that resolve conflict points and improve safety:
Pedestrian control at ramp terminals, including upgrading the existing uncontrolled or flashing beacon crossings to RRFBs, High-Intensity Activated Crosswalks (HAWK), or pedestrian signals
Protected intersection treatments at Crenshaw Boulevard and 120th Street to improve visibility and reduce turning conflicts
Dedicated bicycle signal phases to reduce conflicts between bicyclists and vehicles Separation of pedestrian and bicycle movements to clarify travel paths and improve safety Floating bus islands beneath the undercrossing with the bikeway ramped up to bus island grade to improve passenger access
ADA and Accessibility
The constrained northeast and southeast corners
of Crenshaw Boulevard and 120th Street may
require non-traditional curb ramp solutions to
avoid ROW impacts. At the southeast corner,
ramp improvements may otherwise require
taking land from the SpaceX parking lot, making
parking preservation an important design
consideration. Kimley-Horn has extensive
experience developing custom directional curb
ramp solutions in constrained spaces that remain
compliant with applicable ADA standards and
ordinances, including Caltrans requirements,
Standard Plans for Public Works Construction
(SPPWC), and Public Right-of-Way Accessibility
(PROWAG), while minimizing ROW impacts and
avoiding unnecessary effects on surrounding infrastructure.

Kimley-Horn will focus on the following key elements throughout design development in coordination with the City and stakeholders:

Our team recommends implementing dedicated bicycle crossings and signal phases for the Class IV and Class I bicycle crossings. This image illustrates Kimley-Horn’s recent experience implementing this on the Santa Ana Boulevard and 5th Street Protected Bike Lane project.

Constrained southeast corner of Crenshaw Boulevard
and W. 120th Street
This image demonstrates how Kimley-Horn designed double curb ramps into constrained areas.

PROPOSAL FOR THE CRENSHAW BLVD IMPROVEMENT PROJECT CRENSHAW BLVD & 120TH ST City of Hawthorne  TRCALONG015571.2026 10
Retaining Wall Design
At the northbound Crenshaw
Boulevard to eastbound I-105
ramp, Kimley-Horn will evaluate
retaining wall options through a
Type Selection Report (TSR) during
preliminary design to confirm the most
appropriate structural approach for
this constrained location.

Kimley-Horn’s structural and retaining
wall specialist, Andy Sanford, PE,
has extensive experience designing
retaining walls for roadway widenings near and beneath existing bridges on projects throughout Southern California. His involvement will support early evaluation of feasible wall types, close coordination with Caltrans, and resolution of structural considerations critical to securing approvals. We understand that the retaining wall approach will be a key factor in maintaining the project schedule and efficiently advancing the Project into final PS&E.

Urban Design and Gateway Features
This Project presents a strong opportunity to create a gateway entry that reflects the City’s identity and leaves a lasting impression on residents and visitors. As one of the main entry points into Hawthorne, this interchange will experience high visibility and traffic volumes due to its proximity to major entertainment destinations in Inglewood. Kimley-Horn will draw on our experience from similar projects to develop an urban design and landscape theme during preliminary design that can engage stakeholders, build consensus, and carry through into final PS&E.
Decorative fences on Crenshaw Boulevard to reinforce corridor character and help deter unsafe midblock pedestrian crossings
Gateway monument sign concepts that mark this key entry into the City and create a memorable sense of arrival
Landscape and greenway elements that provide shade, reduce heat island effects, and reflect community priorities identified through Kimley-Horn’s work on the Hawthorne General Plan Update Customizable gateway and placemaking elements that give the City opportunities to incorporate temporary theming, branding, or celebratory features during major regional events, such as displaying the City’s LA28 custom logo or other event-specific elements during the Olympics, Paralympics, or the 2027 Super Bowl
Kimley-Horn designed ground anchor walls at the I-10/Sunset Avenue Interchange Railroad Grade Separation, successfully gained Caltrans approvals, and avoided impacts to the existing bridge abutments.

Constrained northeast corner of Crenshaw Boulevard and W. 120th Street PROPOSAL FOR THE CRENSHAW BLVD IMPROVEMENT PROJECT CRENSHAW BLVD & 120TH ST City of Hawthorne  TRCALONG015571.2026 11
Task 1.1: Project Design Team Meetings
Kimley-Horn will coordinate and attend monthly PDT meetings with City staff and stakeholder representatives. We anticipate that up to nine PDT meetings will be needed up to completion of the Final PS&E package. Kimley-Horn will develop notices and agendas for each meeting and distribute them to the City project manager and other PDT attendees. Detailed meeting minutes will be provided after each meeting. An action list and a status of Project deliverables will be updated and made available for each PDT meeting.

Task 1.1 Deliverables
Draft and final meeting schedule
Nine meeting agendas
Nine meeting minutes with action items list for each monthly PDT meeting Task 1.2: Project Management, Invoicing, and Schedule
Kimley-Horn will develop a detailed Project baseline target schedule upon receipt of a Notice to Proceed (NTP) from the City, which encompasses milestones, major activities, detailed agency review periods, and deliverables to the City for review and comment. Kimley-Horn will update the Project schedule monthly and include it with each PDT meeting package. Kimley-Horn will provide monthly invoices along with a description of services. We’ve assumed a project schedule of nine months (July 2026 - March 2027) with the understanding that construction shall begin in 2027.

Task 1.2 Deliverables
Baseline target schedule
Monthly progress reports
Monthly invoices
Task 1.3: Agency Coordination
Kimley-Horn will coordinate with LA Metro regarding design features that may affect access to the Crenshaw Rail Station and adjacent Park and Ride Lot. This task includes communication via email and phone, as well as up to two coordination meetings with LA Metro staff. In addition, this task includes up to one coordination meeting with the Los Angeles County Flood Control District (LACFCD) regarding drainage and stormwater infrastructure considerations associated with the proposed improvements.

Task 1.3 Deliverables
Two LA Metro Focus meeting agendas and notes
One LACFCD meeting agenda and notes
Task 1.4: Permit Applications & Caltrans Approvals
It is assumed the project can be processed through Caltrans’ standard encroachment permit review process. Additional scope may be required if Caltrans requests enhanced review, design exception documentation, or supplemental engineering analyses.

Kimley-Horn will assist the City with coordination and consultation with the Caltrans District 7 Encroachment Permit Engineer during preliminary design to confirm the appropriate Caltrans approval pathway and to seek confirmation that the Project may be processed under EPOP. Kimley-Horn will develop a Caltrans encroachment permit submittal package and assist the City in applying for the Encroachment Permit through the Caltrans Encroachment Permit System (CEPS) and coordinating review with the District 7 Encroachment Permits Office. Application fees are assumed to be paid by the City.

Improvements on Crenshaw Boulevard within Caltrans ROW and approaching the I-105 ramp connections will be evaluated against applicable Caltrans HDM criteria. Kimley-Horn will coordinate with Caltrans District 7 to confirm applicable design criteria and identify any potential nonstandard features requiring further evaluation.

The City is assumed to take the lead on direct coordination with Caltrans, including agency communications related to approvals and permit processing. Kimley-Horn’s role is limited to providing technical support, preparing submittal materials, and responding to review comments. Kimley-Horn attend up to three meetings with Caltrans staff in support of the encroachment permit review process.

Limited support for minor permit review comments is assumed. Additional engineering analyses, formal design exception documentation, or supplemental review cycles requested by Caltrans shall be considered additional services. The Caltrans encroachment permit submittal package is anticipated to include the following items not previously identified in the scope of services:
TR 0416 Application Form
TR 0100 Application Form
City-approved/completed
Environmental Documentation
Coordinate Owner Authorization
Letter with the City
OPCC for improvements in the Caltrans ROW
Task 1.4 Deliverables
TR 0416 and TR 0100 application forms
Owner Authorization Letter
Caltrans OPCC
Comment Response Matrix for
Caltrans approvals
Three Caltrans meeting agendas and notes

5. Scope of Work
Task 1: Project Management, Coordination, and Administration PROPOSAL FOR THE CRENSHAW BLVD IMPROVEMENT PROJECT CRENSHAW BLVD & 120TH ST City of Hawthorne  TRCALONG015571.2026 12
Task 2.1: Records Research
Kimley-Horn will review readily available project documentation provided by the City and other agencies, including as-built drawings, utility records, ROW maps, traffic signal plans, aerial imagery, and previous studies relevant to the Project.

Task 2.2: Survey Review
The Kimley-Horn team will review the City-provided topographic survey for general completeness and consistency with the Project needs. It is assumed that the survey was prepared in accordance with applicable Caltrans Encroachment Permit requirements. Any revisions, supplemental survey work, or ROW engineering required to meet Project or permitting needs shall be provided by others at the City’s direction and expense. The surveyor of record is assumed to provide a signed and stamped PDF Survey Control Map for inclusion in the Project records.

The survey is assumed to include boundary information based on available record data, including roadway centerlines, Assessor Parcel Numbers, and easements of record as shown on the latest County maps. Kimley-Horn will rely on the surveyor of record for the accuracy of boundary and title information.

Any title reports or easement documentation for private property are assumed to be provided by the City.

Task 2.3: Field Investigation
Kimley-Horn will perform site reconnaissance and field verification using the City-provided survey to document existing surface conditions within the Project limits. This effort will include observation of drainage features, concrete and asphalt repairs, non-ADA compliant improvements, utility features, and other visible elements not shown on the survey provided. Field notes and photographs will be collected for design development and pre-construction reference.

At traffic signal locations, Kimley-Horn will collect and review available records for each Project intersection, including traffic signal plans, interconnect and bus priority communication plans, controller cabinet inventories, and other relevant information. Kimley-Horn will coordinate with Caltrans, LA County Public Works, and the City to obtain traffic signal as-builts and access permission for equipment inventory at the I-105 ramp intersections and the Crenshaw Boulevard and 120th Street intersection.

Task 2.3 Deliverables
Field notes
Site photographs
Task 2.4: Geotechnical Coordination
Kimley-Horn will coordinate with the City’s on-call geotechnical consultant to support subsurface investigations needed for pavement section design for bus pads and potential retaining wall design.

The City’s on-call geotechnical consultant will be responsible for performing the field investigations, including drilling and sampling, and for developing geotechnical recommendations for pavement structural sections and retaining wall design in the southeast corner of the Crenshaw Boulevard and 120th Street intersection. Kimley-Horn’s role will be limited to coordination and integration of geotechnical recommendations into the Project design. It is assumed that the City’s on-call geotechnical consultant will complete all work in accordance with applicable Caltrans standards and requirements and will obtain any permits necessary for geotechnical data collection.

Task 2: Data Collection
Existing bus pad adjacent to the Crenshaw Station bus stop. The Project will include replacement of the existing bus pads, requiring coordination with the City’s on-call geotechnical consultant for pavement section recommendations.

PROPOSAL FOR THE CRENSHAW BLVD IMPROVEMENT PROJECT CRENSHAW BLVD & 120TH ST City of Hawthorne  TRCALONG015571.2026 13
Kimley-Horn will advance the previously developed concept plan to the 30% design level by incorporating survey data, as-built information, existing utilities, ROW information, and proposed pavement structural sections. The 30% design will be developed to obtain stakeholder concurrence and geometric design approval from the City, LA Metro, and LACFCD. For Caltrans, while they will not accept 30% submittals, the plan will be used to confirm the encroachment permit requirements during our meeting (Task 1.4).

Task 3.1: Base Map Development
Utilizing available information, as-builts, survey, and field investigation data, Kimley-Horn will develop base plans/CAD base files for the Project corridor. The base plans will show centerline, ROW, relevant existing street improvements, utilities, landscape, and existing traffic controls within the Project area.

Task 3.1 Deliverables
Electronic file base maps in PDF and AutoCAD format
Task 3.2: 30% Plan Development
Building upon the previously developed concept plan and incorporating the developed base map, KimleyHorn will develop a 30% plan set suitable for stakeholder review and geometric approval. The 30% plans will define the proposed horizontal geometry, typical sections, ROW impacts, preliminary utility conflicts, drainage approach, and overall design intent. Separate plan sets will be developed for City and Caltrans in accordance with each agency’s standards and submittal requirements. Kimley-Horn assumes that Caltrans will not review the Caltrans plan set; the Caltrans plan set is provided for City review only.

City Plan Set (City ROW): Applies to the intersection of 120th Street & Crenshaw Boulevard and improvements along 120th Street.

The City 30% plan set will include:

Sheet Type Scale # of Sheets
Title Sheet NTS 1
Survey Control Plans Provided by the City and stamped and signed by surveyor - Street Improvement Plans 40 2
Typical Section NTS 1
Signing & Striping Plans 50 2
Total 6
Caltrans Plan Set (Caltrans ROW): Applies to Crenshaw Boulevard between 120th Street and 118th Street. Includes work at Caltrans ramps termini and under the I-105 overcrossing.

The Caltrans 30% plan set will include:

Sheet Type Scale # of Sheets
Title Sheet NTS 1
Survey Control Plans Provided by the City and stamped and signed by surveyor - Layout 50 1
Typical Section NTS 2
Signing & Striping 50 1
Total 5
Kimley-Horn will address one round of consolidated City comments on the 30% submittal. Kimley-Horn will develop an updated Opinion of Probable Construction Cost (OPCC) based on the 30% design.

Task 3.2 Deliverables
City and Caltrans 30% Plan Sets in PDF format
30% OPCC in PDF format
30% City Comments Response Matrix
Task 3.3: Stakeholder Coordination and Geometric Design Approval Kimley-Horn will conduct individual meetings with LA Metro, Caltrans, LACFCD, and the City to present the 30% plans and obtain concurrence on the proposed geometric design. These are separate meetings from Task 1.3. This phase will confirm:
Acceptance of proposed roadway geometry
Retaining wall limits
Drainage strategy
ROW impacts
Major utility conflicts
Agreement to advance to PS&E
Consistency with upcoming projects
Caltrans encroachment permit requirements
Applicable agency standards and guidance
Kimley-Horn will incorporate one round of consolidated stakeholder comments and develop a refined 30% plan set reflecting agreed-upon revisions.

Task 3.3 Deliverables
Meeting materials
Refined 30% Plan Set in PDF format
30% Stakeholders Comments Response Matrix
Task 3: Preliminary Engineering (30% Design)
PROPOSAL FOR THE CRENSHAW BLVD IMPROVEMENT PROJECT CRENSHAW BLVD & 120TH ST City of Hawthorne  TRCALONG015571.2026 14
Task 4: Design Plans & Approvals
As with the 30% Preliminary Engineering, the Plans, Specifications, and Estimate (PS&E) phase will be developed as two separate plan sets to reflect the different review agencies: City and Caltrans. Each plan set will be developed in accordance with the applicable agency’s standards and submittal requirements.

Task 4.1: Engineering Plans
Based on the approved 30% Plans from the City, Kimley-Horn will provide 75% and Final Plans to the City for review and comment. The City will review both Caltrans and City plan sets during the 75% and Final submittal. It is assumed that Caltrans will only review the Final Plan set.

The plans will be developed in accordance with the City of Hawthorne, Caltrans Standards Plans, Standard Specifications for Public Works Construction, and the CA MUTCD on 22” x 36”, full-size sheets using AutoCAD 2024 drafting software.

The 75% and Final Plan sets within City ROW will include:

Sheet Type Scale # of Sheets
Title Sheet NTS 1
General Notes NTS 1
Survey Control Plans Provided by the City and stamped and signed by surveyor - Typical Sections NTS 1
Street Improvement Plans 40 2
Construction Details Var. 2
Signing & Striping Plans 50 2
Signing & Striping Details 50 1
Traffic Signal Plans 20 1
Traffic Signal Details Var. 1
Total 12
Title Sheet: Kimley-Horn will develop a title sheet showing the vicinity map, sheet index, legend, utility contacts, and other Project information.
General Notes: Kimley-Horn will develop a General Notes sheet with construction notes and applicable City notes for street improvement, traffic signal, signing and striping, and storm drain. Typical Sections: Kimley-Horn will develop a section sheet showing existing and proposed lane configuration, bikeway sections, roadway sections, ROW limits, curb and gutter types, and sidewalk. One section along 120th Street east of Crenshaw Boulevard will be provided. Street Improvement Plans: Kimley-Horn will develop roadway plan sheets depicting proposed bikeway, sidewalk, and street improvements, including street bearing and distance information, ROW widths, street widths, locations of existing and proposed overhead and underground utilities (based on available information), applicable construction notes, and top-of-curb and gutter flow lines where applicable.
Construction Details: Kimley-Horn will develop construction detail sheets for the two curb ramps at the southeast corner of the 120th Street and Crenshaw Boulevard intersection, as well as a driveway detail for the Dominguez Channel entrance. Signing and Striping Plans and Details Sheets: Kimley-Horn will develop signing and striping plans showing proposed signing and striping at the intersection of 120th Street and Crenshaw Boulevard as well as improvements along 120th Street. Striping and signing plans will comply with City standards and CA MUTCD.
Traffic Signal and Detail Sheets: Kimley-Horn will develop traffic signal plans for the signal modification to the Crenshaw Boulevard and 120th Street intersection, including modifications necessary to accommodate the proposed two-way cycle track.

The 75% and Final Plan sets within Caltrans ROW will include:

Sheet Type Scale # of Sheets
Title Sheet NTS 1
Survey Control Plans Provided by the City and stamped and signed by surveyor - Typical Section NTS 2
Layout & Profile 50 2
Construction Details Var 3
Drainage Plan 50 1
Drainage Profiles 10 3
Water Pollution/
Erosion Control Plan 50 1
Landscape & Hardscape Plan 50 1
Landscape & Hardscape Detail Var. 3
Signing & Striping 50 1
Signing & Striping Details Var. 1
Traffic Signal Plans 20 2
Traffic Signal Details Var. 1
Total 22
PROPOSAL FOR THE CRENSHAW BLVD IMPROVEMENT PROJECT CRENSHAW BLVD & 120TH ST City of Hawthorne  TRCALONG015571.2026 15
Title Sheet: Kimley-Horn will develop a title sheet including the project title, vicinity map, sheet index, legend, applicable agency contacts, and other standard project information for work within Caltrans ROW.
Typical Sections Sheets: Kimley-Horn will develop typical section sheets illustrating existing and proposed sidewalk, median, roadway, curb and gutter, and sidewalk configurations within Caltrans ROW. Typical sections will show widths, slopes, surface treatments, and transitions associated with the proposed improvements. Three typical sections along Crenshaw Boulevard will be provided. Layouts and Profile: Kimley-Horn will develop layout and limited profile plan sheets depicting proposed sidewalk, median, curb ramp, curb extension, floating bus islands and associated improvements within Caltrans ROW. Plan sheets will show street geometry, curb and gutter, sidewalk improvements, medians, crosswalk modifications, drainage features, and existing and proposed utilities based on available record information. Profiles will be limited to areas affected by sidewalk widening, drainage modifications, and retaining wall construction. Construction Details: Kimley-Horn will develop construction detail sheets for non-standard, project-specific conditions associated with the proposed improvements within Caltrans ROW, including sidewalk, curb ramp, median, drainage, and retaining wall interfaces as applicable.

Standard details will be referenced from applicable Caltrans Standard Plans and City Standard Plans and will not be reproduced in the construction details unless required. Drainage Plans: Kimley-Horn will develop drainage plan sheets illustrating existing and proposed drainage facilities within Caltrans ROW, including catch basin locations, drainage flow paths, and proposed drainage modifications associated with the Project. Kimley-Horn will develop drainage profile sheets to support proposed catch basin modifications and relocations. Profiles will show storm drain connections that require modification due to the relocation or modification of adjoining catch basins.
Water Pollution and Erosion Control Sheets: Kimley-Horn will develop Caltrans-format water pollution and erosion control plans in accordance with Caltrans Standard Plans within the Caltrans ROW at the I-105 ramps. Erosion control measures will be refined and finalized pending coordination and confirmation during initial coordination with Caltrans. Landscape and Hardscape Plan and Details Sheets: Kimley-Horn will develop landscape and hardscape plan sheets illustrating proposed median treatments, hardscape elements, and associated improvements within Caltrans ROW, including fencing and landscape elements along Crenshaw Boulevard where applicable. Detail sheets will include construction plans for gateway monument signage.
Signing and Striping Plans and Details Sheets: Kimley-Horn will develop signing and striping plans showing proposed signing and striping along Crenshaw Boulevard. Striping and signing plans will comply with City standards, CA MUTCD, and Caltrans Standard Plans. Traffic Signal and Detail Sheets: Kimley-Horn will develop traffic signal plans for controlled pedestrian movements at the following ramps: I-105 eastbound on-ramp, northbound Crenshaw Boulevard to westbound I-105 on-ramp, and southbound Crenshaw Boulevard to westbound I-105 on-ramp.

Kimley-Horn assumes that Caltrans will not review the 75% Caltrans plan set; the Caltrans plan set is provided for City review only.

Through our review of the Project scope and site conditions, Kimley-Horn identified several plan sheets necessary for a comprehensive design set that were not explicitly included in the RFP. These additional sheets are captured under Task 5.1.

Task 4.1 Deliverables
City Plans at 75% and Final levels of completeness.
Caltrans Plans at 75% and Final levels of completeness Electronic files in AutoCAD 2024 C3D and PDF plans (final plans will be sealed and signed) Response to previous review comments from the City via a comment resolution matrix for each submittal
Response to previous review comments from Caltrans via a comment resolution matrix PROPOSAL FOR THE CRENSHAW BLVD IMPROVEMENT PROJECT CRENSHAW BLVD & 120TH ST City of Hawthorne  TRCALONG015571.2026 16
Task 5.1: Caltrans Plan Set - Additional Sheets
The plan sheets listed under this task were not explicitly included in the RFP but were identified by Kimley-Horn as necessary to deliver a comprehensive and constructible PS&E package.

Sheet Type Scale # of Sheets
Drainage Details Var. 2
Retaining Wall Plan & Elevation Var. 1
Retaining Wall Details Var. 1
Total 4
Drainage Details Sheets: Kimley-Horn will develop drainage detail sheets illustrating proposed catch basin modifications, relocations, connections, and related drainage improvements within Caltrans ROW.

It is anticipated that six of the seven existing catch basins within the Project limits will require relocation or modification.

Retaining Wall Plan and Elevation, and Detail Sheets: Kimley-Horn will develop Caltrans-format retaining wall plan and elevation sheets for a localized retaining wall required to support sidewalk widening within Caltrans ROW along Crenshaw Boulevard beneath the I-105 overcrossing. The retaining wall is anticipated to be limited in length and height and intended solely to retain existing slopes impacted by street improvements. Kimley-Horn will develop retaining wall detail sheets illustrating wall sections, reinforcement, footing details, and associated structural elements. Structural design will be limited to the retaining wall and does not include bridge or roadway structural elements.

Task 5.2: Utility Verification and Coordination
Kimley-Horn will request and review available utility records from utility owners within the Project area to support development of the proposed improvements. During preliminary and final design, KimleyHorn will identify apparent utility conflicts based on available record information and coordinate with the City and utility owners regarding potential impacts to existing facilities. Anticipated utility adjustments or relocations identified through coordination with utility owners will be incorporated into the PS&E documents, as appropriate.

Task 5.2 Deliverables
Utility Agency Tracking List
Task 5.3: ROW Requirements
Kimley-Horn will develop a ROW needs exhibit based on the 75% plans, which will identify acquisitions, easements, and encroachments based on existing property boundaries and anticipated ROW needs required to construct the Project improvements and utility relocations.

It is assumed the City will provide Title Reports for the impacted properties and that the City will lead acquisition and negotiations. It is also assumed that ROW needs will not vary after the 75% submittal.

Plats maps and legal descriptions are excluded and assumed to be provided by the City.

Task 5.3 Deliverables
ROW needs exhibit
Task 5. Additional Tasks
PROPOSAL FOR THE CRENSHAW BLVD IMPROVEMENT PROJECT CRENSHAW BLVD & 120TH ST City of Hawthorne  TRCALONG015571.2026 17
The following assumptions were made when developing the scope of work based on what we anticipate being required for the Project. If any of these assumptions change, we would need to re-evaluate our scope of work. Any work not specifically provided in the scope of work is excluded. Excluded work is not meant to be limited by the following:
It is assumed that design will be confirmed at the 30% phase and will not materially change thereafter. Significant changes in scope after 30% approval may require an amendment. It is assumed that a Categorical Exemption (CE) will apply, with the City acting as the lead agency and completing the CE in-house. Environmental services are excluded from this scope of work. Scope does not include a Hazardous Materials Report in support of the City completed Categorical Exemption.
Scope does not include a Drainage Report, Hydrology, or Hydraulics Analysis. Detailed hydrologic or hydraulic modeling (e.g., HEC-RAS, storm drain system capacity analysis) is excluded. Scope does not include a Water Quality Management Plan (WQMP) City will coordinate approvals and encroachment permits with Caltrans for geotechnical investigation, surveys, and construction.
Street lighting plans are excluded from this scope of work. It is assumed that Caltrans approvals will be processed through the EPOP, and that approvals will not be processed through the Project Delivery QMAP. It is assumed that the City will provide timely right-of-entry for access to private properties.
A Stormwater Pollution Prevention Plan (SWPPP) is excluded. A Traffic Management Plan (TMP) and lane closure report is excluded. Traffic control plans are excluded.
A Caltrans Stormwater Data Report (SWDR) is excluded. Design for modifications to existing dry utilities such as electrical, gas, communication, cable, etc. is assumed to be provided by others. Utility relocations by others will be shown for coordination purposes only. Final utility design, relocation plans, and service change design are excluded unless specifically noted.
Utility companies’ fees, and City and other Agencies’ permit fees, are excluded. Necessary permits for tasks stated herein, such as the geotechnical and field survey work, are assumed to be no-fee permits from the City.
We have assumed responding to one round of consolidated non-conflicting comments for the 30% geometric approval design phase submittal.
An Intersection Control Evaluation, Intersection Safety and Operational Assessment Process, and additional traffic elements are not included. Traffic analysis, traffic modeling, VISSIM analysis, signal warrant studies, and traffic forecasting are excluded. No coordination with the City of Inglewood is expected, as the City has coordinated with the City of Inglewood’s consultant and removed any proposed improvements that overlapped with their latest Crenshaw Boulevard project.
Coordination with existing businesses and private property owners is assumed to be conducted by the City. It is assumed the City will provide Title Reports for the impacted properties. It is also assumed that ROW needs will not vary after the 75% submittal. Plats maps and legal descriptions are excluded and will be provided by the City or by Kimley-Horn for additional fees. Environmental Mitigation Monitoring is not included in this scope of services. The City’s on-call geotechnical consultant will perform test borings and provide geotechnical recommendations for pavement structural sections and retaining wall design. It is assumed that the City or its geotechnical consultant will obtain any permits required for geotechnical data collection within Caltrans ROW.
Subsurface Utility Engineering, potholing, and utility quality level upgrades are excluded. Retaining wall design is assumed to be limited to one wall at the northbound Crenshaw Boulevard to Eastbound I-105 on-ramp ramp location. Additional walls, redesign due to changed geotechnical recommendations, or alternative wall types are not included. ADA compliance is limited to areas directly impacted by the proposed improvements. Corridorwide ADA upgrades beyond the project limits are excluded. Construction support services (RFI responses, submittal review, construction staking, site visits during construction, as-builts, record drawings, and post-construction certifications) are excluded. Public outreach, community meetings, and preparation of public presentation materials are excluded.
Permit processing beyond the Caltrans Encroachment Permit described herein (e.g., LACFCD permits, utility permits, environmental permits, or construction permits) is excluded unless specifically noted.

Assumptions and Exclusions
PROPOSAL FOR THE CRENSHAW BLVD IMPROVEMENT PROJECT CRENSHAW BLVD & 120TH ST City of Hawthorne  TRCALONG015571.2026 18
City of Fullerton, Nutwood Avenue Bicycle and Pedestrian Mobility Improvements, Fullerton, CA
Client Contact: Michael Plotnik, City Traffic Engineer | michael.plotnik@cityoffullerton. com | 714.738.6864
Scope of Work: Kimley-Horn is currently developing bicycle and pedestrian enhancements along Nutwood Avenue
from North Placentia Avenue to State College Boulevard, which is currently designated as a Class III bicycle facility along the majority of the corridor. The project proposes to address the long-awaited priority connectivity gap along the Brea Mall-California State University Fullerton-Santa Ana River Trail Corridor across SR 57, which has been ranked as the number one, Tier 1 priority on the Orange County Transportation Authority (OCTA) Fourth Supervisorial District Regional Bikeway Corridor prioritization list since 2012. The project will connect several large residential developments east of SR 57 with the university campuses, Fullerton Transportation Center, Downtown Fullerton, recreation, entertainment, and employment centers west of SR 57. The project, along with the proposed pedestrian/bicycle bridge at the Nutwood Avenue and Commonwealth Avenue intersection, will also provide critical connectivity for student housing and recent developments between Chapman Avenue and Nutwood Avenue.

Project Dates: 2025-Present
City of Thousand Oaks, Rancho Road/US 101 Bicycle and Pedestrian Improvements, Thousand Oaks, CA
Client Contact: Nader Heydari, Public Works Director | [email protected] | 805.449.2400 Scope of Work: Kimley-Horn worked with the City to improve sidewalk and bicycle connectivity. The City ranked this project as a high priority based on pedestrian traffic volumes, construction difficulties, and proximity to schools and public facilities with missing sidewalk. The project included new sidewalk, curb ramps, and restriping Class II bike lanes along Rancho Road. Bicycle buffers and green pavement markings were used to enhance awareness.

A traffic signal was added at the southbound Caltrans on/off ramp intersection. Additional traffic signal modifications were included at the northbound Caltrans on-/off-ramps. The project required a Caltrans encroachment permit, Permit Engineering Evaluation Report (PEER) forms, environmental Preliminary Environmental Study (PES) and CEQA/NEPA documents. Kimley-Horn provided civil, traffic, landscaping, and environmental services.

Project Dates: 2016-2023
Relevance to Project:
Active transportation design
across a state highway (SR 57)
Caltrans Encroachment Permit
One-way cycle track
Bike signals
Constrained urban corridor
Relevance to Project:
Class II Bike Lanes
Caltrans Encroachment Permit
Bike signals at US-101 Ramps
D. REFERENCES
Kimley-Horn values the long-lasting, trusted relationships we have developed with our clients, and much of our success over the last 59 years is directly related to our efforts to provide consistent, high quality, and timely services. As trusted advisors, our firm works diligently on behalf of our clients, as demonstrated by the projects provided on the following pages. We encourage you to contact our clients directly regarding our team’s work history and quality of service.

PROPOSAL FOR THE CRENSHAW BLVD IMPROVEMENT PROJECT CRENSHAW BLVD & 120TH ST City of Hawthorne  TRCALONG015571.2026 19
City of Lancaster, Avenue J/SR 14 (SR 138) Interchange PSR-PDS, PA&ED and PS&E, Lancaster, CA
Client Contact: Nicholas Godin, City Engineer | [email protected] | 661.723.6262 Scope of Work: Kimley-Horn provided preliminary
engineering, obtained environmental clearance, and
completed final design to implement one mile of Class II buffered bike lanes and convert the SR 14/Avenue J partial interchange into a full interchange to improve safety and operations. Funded through Measure R Highway Equity
Funds, the project required close coordination with LA Metro and Caltrans District 7. Kimley-Horn’s services include:
Development of three alternatives in the Project
Study Report-Project Development Support (PSR-PDS)
phase to evaluate improvements for multimodal safety/
channelization and new on and off-ramp connections
from SR 14 to local streets
Completion of NEPA and CEQA environmental documents with supporting technical studies during the Project Approval and Environmental Document (PA&ED) phase Phase 1: Local streets implementation of Class II bike lanes, new medians, pavement rehabilitation, sidewalks, signal modifications, and ADA upgrades for curb ramps and driveways Phase 2: Caltrans implementation of two new ramps, two ramp realignments, one ramp removal, one ramp widening, infiltration trenches, landform graphics, and complex storm drain systems Provide funding agreement and FTIP updates to LA Metro for Measure R funding Kimley-Horn completed PS&E in 2020 and continues to provide design support during construction.

The City completed construction of Phase 1 in April 2022. Phase 2 is anticipated to be completed in spring 2026.

Project Dates: 2018-Present
City of Bakersfield, Monitor Street School Corridor Active Transportation Improvements, Bakersfield, CA
Client Contact: Gavin Grimes, Civil Engineer III | [email protected] | 661.852.7016 Scope of Work: To create a safer corridor for all users along a 3-mile stretch of Monitor Street from South High School to Golden Valley High School, Kimley-Horn is
implementing improvements such as protected intersections, raised bike path, traffic calming, enhanced pedestrian
crossings, improved signage and lighting, more resilient pavement markings, ADA modifications, median
modifications, and sidewalk improvements. Following the preliminary study, Kimley-Horn will work with the City of Bakersfield to engage local stakeholders and community members to gather input and feedback on the conceptual designs. Once outreach and preliminary engineering is complete, our team will identify available grant funding opportunities and compile the information in a report to the City.

Project Dates: 2023-2026
Relevance to Project:
Class II buffered bike lanes
adjacent to freeway
interchange
New and realigned Caltrans
ramp connections
Caltrans District 7 and LA
Metro coordination
Corridor landscape and
landform elements
Relevance to Project:
One-way cycle tracks
Protected intersections
Enhanced pedestrian
crossings with RRFBs
Proyecto De Mejora Del Transporte Activo (ATIP por su abreviación en inglés)

EAST PLANZ RD

CALCUTTA DR

CAMILE CT

S UNION AVE

KYNER AVE

FAIRVIEW RD

ADELAIDE AVE

PANAMA LN

IVY TRAE LN

BERKSHIRE RD

EVADONNA RD

BERRYESSA CT

HOSKING AVE

CAPITOLA DR

SOUTH H ST
Leon H. Ollivier
Escuela Intermedia

ASTORIA AVE

PACHECO RD

WHITE LN

MERRIMAC AVE
Greenfi eld Escuela
Comunitária

PLANTATION AVE
South
Escuela Secundaria
Prosperity
Escuela Primaria
Greenfi eld
Escuela
Secundaria
Horizon
Escuela
Primaria
Golden Valley
Escuela
Secundaria

MONITOR ST
Raff aello Palla
Escuela Primaria
Valle Verde
Escuela
Primaria

CORREDOR DE ESCUELA DE LA CALLE MONITOR

HOJA INFORMATIVA
¡NECESITAMOS
TUS
COMENTARIOS!
Transforma la calle de Monitor Street a un
corredor más seguro para todos los usuarios,
incluyendo a los más vulnerables - los estudiantes
de edad escolar - mediante la implementación de
mejoras como la calma del tráfico, la mejora de
los cruces peatonales, mejora de la señalización y
iluminación, más marcas de pavimento resistentes,
modificaciones de la ADA, modificaciones en la
mediana y mejoras en las aceras.

Â 2.8 millas
Â 9 escuelas
Â 6 intersecciones señalizadas
Â 20 pares de autobús
VISIÓN DEL PROYECTO
INFORMACIÓN DEL CORREDOR
¡Por favor escanea
el código QR!
Coleccionar data y
involucrar la comunidad
Otoño 2023
Seleccionar y
priorizar soluciones
Invierno 2023
Finalizar los conceptos y
solicitar la financiación
de la subvención
Primavera 2024
Recibir notificación
de la concesión de la
subvención
Otoño 2024
Inicio de la
construcción (previsto)
Verano 2026
Comenzar el diseño
y la documentación
ambiental
Verano 2024

HORARIO DEL PROYECTO
CONTACTO: Gavin Grimes, P.E. | Ingeniero Civil III, Entrega avanzada de proyectos | Departamento de Obras Públicas | Ciudad de Bakersfield | [email protected] Corredor de Calle Monitor
Escuela Secundaria
Escuela Intermedia
Elementary Primaria
Intersección Señalizada
Active Transportation Improvements Project (ATIP)

MONITOR STREET SCHOOL CORRIDOR
CONTACT: Gavin Grimes, P.E. | Civil Engineer III, Advanced Project Delivery, Public Works Department | City of Bakersfield | [email protected]

SHARE YOUR

THOUGHTS

PROJECT DESIGN OPTIONS
WHAT WOULD YOU LIKE TO SEE ALONG MONITOR STREET?
¿QUÉ TE GUSTARÍA VER A LO LARGO DE MONITOR STREET?
One-Way Protected Bike Lane
Carril de bicicletas protegido de un solo sentido
Rectangular Rapid Flashing Beacon (RRFB)
Luz intermitente de aviso
Curb Bulb-Outs
Extension de bordillo
Pinchpoint
Puntos de estrechamiento
Bus Bulbs
Bordillo para buses
Raised Intersection (Only applies to locations north of White Lane) Intersecciones elevadas (solo se aplica a ubicaciones al norte de White Lane) Bus Stop Improvements
Mejoras en las paradas de autobús
Midblock Crosswalks
Cruces peatonales a mitad de cuadra
Pedestrian Hybrid Beacon (PHB)
Luz intermitente de aviso de peatones
Two-Way Cycle Track
Carril de bicicletas de doble sentido
Pedestrian Lighting
Iluminación peatonal
Ribbon Sidewalk
Acera de cinta
Put a sticker on what you like
(Pon una pegatina en lo que te gusta)
PROPOSAL FOR THE CRENSHAW BLVD IMPROVEMENT PROJECT CRENSHAW BLVD & 120TH ST City of Hawthorne  TRCALONG015571.2026 20
City of Bakersfield, Niles and Monterey Complete Streets, Bakersfield, CA Client Contact: Paul Archer, Assistant Director of Public Works | [email protected] | 661.326.3350
Scope of Work: Along a 1.2-mile stretch of both Niles Street and Monterey Street in the neighborhood of East Bakersfield, Kimley-Horn is transforming the area into complete streets corridors while reducing travel lane widths and implementing curb extensions to provide a traffic calming effect and enhance pedestrian awareness and safety. To do so, we are implementing improvements such as traffic calming, enhanced pedestrian crossings, improved signage and lighting, more resilient pavement markings, ADA modifications, median modifications, and sidewalk improvements.

Hawthorne City CouncilJune 9, 2026

Hawthorne City Council
June 9, 2026