AGENDA ITEM #9.6
Utility Agreement between the City of Indio and the Indio Water Authorit... Page 78 of 106 Utility Agreement No. IND-1101-5-IWA
ATTACHMENT 1
UTILITY AGREEMENT NO. IND-1101-5-IWA
AGENDA ITEM #9.6
Utility Agreement between the City of Indio and the Indio Water Authorit... Page 79 of 106 Utility Agreement No. IND-1101-5-IWA
City of Indio
UTILITY AGREEMENT
County
Route
P.M.
Project #
Riverside N/A N/A BR1101
Fed. Aid. No. BRLKS-5275(024)
Owner's File
FEDERAL PARTICIPATION: On the Project : Yes
On the Utilities: No
UTILITY AGREEMENT NO. IND-1101-5-IWA
The City of Indio hereinafter called "City" proposes to construct a new bridge over a low water crossing at the Coachella Valley Stormwater Channel, constructing of scour protection improvements, and various roadway and drainage improvements, on Avenue 44 in the City of Indio, Riverside County, California.
And: The Indio Water Authority
hereinafter called "Owner," owns and maintains potable water facilities; within the limits of City’s project that requires relocation of said facilities to accommodate City’s project.
It is hereby mutually agreed that:
I. WORK TO BE DONE:
(a) In accordance with Notice to Owner No. IND-1101-5-IWA, dated 03/16/2022, the City shall relocate Owner's water lines as shown on Owner's Plan titled Avenue 44 Bridge Water Utilities , dated 03/16/2022, which plans are included in City's Contract Plans for the improvement of the Avenue 44 Bridge Project which, by this reference are made a part hereof. City shall adjust approximately eight (8) water valves; relocate one (1) fire hydrant; and remove one (1) fire hydrant with corresponding valves within the project limits as determined by the City’s Contract Plans and the engineer in the field.
(b) Deviations from the Owner’s plan described above initiated by either the City or the Owner, shall be agreed upon by both parties hereto under a Revised Notice to Owner. Such Revised Notices to Owner, approved by the City and agreed to/acknowledged by the Owner, w ill constitute an approved revision of the Owner’s Plan described above and are hereby made a part hereof. No work under said deviation shall commence prior to written execution by the Owner of the Revised Notice to Owner.
Changes in the scope of the work will require an amendment to this Agreement in addition to the revised
AGENDA ITEM #9.6
Utility Agreement between the City of Indio and the Indio Water Authorit... Page 80 of 106 Utility Agreement No. IND-1101-5-IWA
Notice to Owner. Owner shall have the right to inspect the work by the City's contractor during construction. Upon completion of the work by the City, Owner agrees to accept ownership a nd maintenance of the constructed facilities and relinquishes to the City ownership of the replaced facilities, except in the case of liability determined pursuant to Water Code 7034 or 7035.
II. LIABILITY FOR WORK
(a) The existing facilities described in Section I above will be relocated at 0% City’s expense and 100% Owner’s expense in accordance with the following proration: Franchise Agreement.
III. PERFORMANCE OF WORK
(a) Owner shall have access to all phases of the relocation work to be performed by the City, as described in Section 1 above, for the purpose of inspection to ensure that the work is in accordance with the specifications contained in the Highway Construction Contract; however, all questions regarding the work being performed will be directe d to the City’s Resident Engineer for their evaluation and final disposition.
(b) Owner agrees to perform the herein described work, excepting that work being performed by the City’s highway contractor, with its own forces and to provide and furnish all neces sary labor, materials, tools, and equipment required therefore, and to prosecute said work diligently to completion.
(c) Work performed by City’s contractor is a public work under the definition of Labor Code Section 1720(a) and is therefore subject to prevailing wage requirements; but, work performed directly by Owner’s employees falls within the exception of Labor Code Section 1720(a)(1) and does not constitute a public work under Section 1720(a)(2) and is not subject to prevailing wages. The City shal l verify compliance with this requirement in the administration of its contracts referenced above.
IV. PAYMENT FOR WORK
(a) The City shall perform the work under Section 1 above at the expense of the Owner except as hereinafter provided.
(b) The Owner shall pay its share of the actual cost of said work included in the City's highway construction contract within 90 days after receipt of the City’s bill; compiled on the basis of the actual bid price of said contract. The estimated cost to Owner for the work being performed by the City’s highway contractor is $ 672,699.40.
(c) In the event actual final relocation costs as established herein are less than the sum of money advanced by Owner to the City, the City hereby agrees to refund to Owner the difference between said actual cost and the sum of money so advanced. In the event that the actual cost of relocation exceeds the amount of money advanced to City, in accordance with the provisions of this Agreement, Owner hereby agrees to reimburse the City said deficient cost s upon receipt of an itemized bill as set forth herein.
AGENDA ITEM #9.6
Utility Agreement between the City of Indio and the Indio Water Authorit... Page 81 of 106 Utility Agreement No. IND-1101-5-IWA
V. GENERAL CONDITIONS
(a) It is understood that said highway is a Federal aid highway and accordingly, 23 CFR, Chapter 1, Part 645 is hereby incorporated into this Agreement.
(b) In addition, the provisions of 23 CFR 635.410, Buy America, are also incorporated into this agreement. The Buy America requirements are further specified in Moving Ahead for Progress in the 21st Century (MAP-21), section 1518; 23 CFR 635.410 requires that all manufacturing processes have occurred in the United States for steel and iron products (including the application of coatings) installed on a project receiving funding from the FHWA.
(c) Owner understands and acknowledges that this project is subject to the requirements o f the Buy America law (23 U.S.C., Section 313) and applicable regulations, including 23 CFR 635.410 and FHWA guidance. Owner hereby certifies that in the performance of this Agreement, for products where Buy America requirements apply, it shall use only such products for which it has received a certification from its supplier, or provider of construction services that procures the product certifying Buy America compliance. This does not include products for which waivers have been granted under 23 CFR 635.410 or other applicable provisions or excluded material cited in the Department’s guidelines for the implementation of Buy America requirements for utility relocations issued on December 3, 2013.
(d) If, in connection with Owner’s performance of the Work hereu nder, the City provides to Owner any materials that are subject to the Buy America Rule, the City acknowledges and agrees that the City shall be solely responsible for satisfying any and all requirements relative to the Buy America Rule concerning the mate rials thus provided (including, but not limited to, ensuring and certifying that said materials comply with the requirements of the Buy America Rule).
(e) The City further acknowledges that Owner, in complying with the Buy America Rule, is expressly relying upon the instructions and guidance (collectively, “Guidance”) issued by the City and its representatives concerning the Buy America Rule requirements for utility relocations within the State of California. Notwithstanding any provision herein to the contrary, Owner shall not be deemed in breach of this Agreement for any violations of the Buy America Rule if Owner’s actions are in compliance with the Guidance.
IN WITNESS WHEREOF, the above parties have executed this Agreement the day and year above written.
City of Indio Indio Water Authority (IWA)
By: By:
Bryan H. Montgomery Reymundo Trejo P.E.
City Manager IWA General Manager
Date: Date:
AGENDA ITEM #9.6
Utility Agreement between the City of Indio and the Indio Water Authorit... Page 82 of 106 City of Indio
City Council
March 16, 2022
STAFF REPORT
To: City Council
From: Bryan H. Montgomery, City Manager
Prepared by: Roxanne Diaz, City Attorney
Subject: Reconsideration of the circumstances of the COVID -19 state of emergency and determine that the legislative bodies of the City of Indio will continue to hold meetings via teleconferencing pursuant to the findings set forth in Government Code Section 54953(e)(3).
RECOMMENDATION:
City Council has (i) reconsidered the circumstances of the COVID -19 state of emergency; and (2) finds that the state of emergency continues to directly impact the ability of the members of the City’s legislative bodies to meet safety in person and Cal OHA continues to recommend measures to promote social distancing.
SUMMARY:
To continue to have the ability to meet remotely pursuant Government Code Section 54953(e) (AB 361), the City Council must make certain finings no later than 30 days after teleconferencing for the first time pursuant to AB 361, and every 30 days thereafter. The City Council reconsiders the findings it previously made and then makes a determination of whether the State’s COVID -19 declared state of emergency continues to impact the ability of all of the members of the City’s legislative bodies from meeting sa fely in person and as a result of the state of emergency, meeting in person presents imminent risks to the health and safety of attendees. Accordingly, the City Council has previously held that the City's legislative bodies may continue to use virtual tele conferenced meetings in compliance with Government Code Section 54953(e).
BACKGROUND INFORMATION:
The City Council and its legislative bodies have met remotely throughout the pandemic to protect the health and safety of the public and staff. The factual circumstances exist for the City’s legislative bodies to continue to hold meetings pursuant to AB 361. The state of emergency is still in effect and the City Council has previously reconsidered the findings and determined that the state of emergency continues to directly impact the ability of members of the City's legislative bodies to meet safely in person.
While the Delta variant was the prevailing variant, the Omicron variant has taken over and has been the dominant variant for the last several months.. The Omicron positive case rate and death rate has been on a downward trend and cases have dropped/ The California universal mask mandate ended in mid-February and on March 11, 2022, the K-12 mask mandate in schools will be lifted. That said, local health officials continue to be concerned that Riverside County's vaccination rates are far below statewide standards. In addition, Cal OSHA Emergency Temporary Standards continue to recognize AGENDA ITEM #9.7
Reconsideration of the circumstances of the COVID-19 state of emergency ... Page 83 of 106 the importance of social distancing and states that the fact that particles containing the virus can travel more than six feet, especially indoors, training and instruction should be given to employees in that regard as well as inform that physical distancing, face coverings, increased ventilation indoors, and respiratory protection decrease the spread of COVID -19 and are most effective when used in combination.
Given that the universal mask mandate has recently been lifted and that the mask mandate at schools will be lifted on March 11th, it remains prudent that we monitor and continue the flexibility of a hybrid format will allow the continuation of the City’s business so that Council or Commission meetings would not have to be cancelled should members have health concerns or are sick and would provide the flexibility to each member of a legislative body to determine for themselves based on their own health matters whether attending a meeting will be risk to their health and safety or to those attending the meeting.
Even if the City Council continues to make the findings as required, the City Council and each of the City’s commissions can continue to meet in person and the chambers can continue to stay open. This determination does not require that meetings only be held remotely. This determination, however, would allow the City to make adjustments if needed (temporarily closing the chambers to the public) should COVID-19 cases rise or new variants threaten the health and safety of the public including staff and members of the City’s legislative bodies.
In conclusion, by reconsidering the circumstances of the state of emergency created by the COVID19 pandemic and finding that the state of emergency continues to directly impact the ability of the members to meet safely in person, the public meetings of the City of Indio can continue to be conducted by Zoom for the next 30 days.
APPROVAL(S):
Roxanne Diaz, City Attorney Approved - 10 Feb 2022
Rob Rockwell, Asst. City Manager & Dir. Of Finance Approved - 11 Feb 2022 Bryan H. Montgomery, City Manager Approved - 11 Feb 2022
AGENDA ITEM #9.7
Reconsideration of the circumstances of the COVID-19 state of emergency ... Page 84 of 106 City of Indio
City Council
March 16, 2022
STAFF REPORT
To: City Council
From: Bryan H. Montgomery, City Manager
Prepared by: Scott Trujillo, Deputy City Manager
Subject: Adopt Resolution No. 10270 of the City Council of the City of Indio accepting a Management 2021 Year Fiscal Emergency under grant $21,154 the Performance Grant Program.
RECOMMENDATION:
Adopt Resolution No. 10270 accepting a $21,154 grant under the Fiscal Year 2021 Emergency Management Performance Grant Program
SUMMARY:
The Emergency Operations Center Manager requests that the City Council adopt the attached Resolution (Attachment A), authorizing the City of Indio to accept a Fiscal Year 2021 Emergency Management Performance Grant (EMPG) in the amount of $21,154 for the acquisition of emergency operations center related equipment and supplies.
BACKGROUND INFORMATION:
The Emergency Management Performance Grant Program (EMPG) plays an important role in the implementation of the National Preparedness System by sup porting the building, sustainment, and delivery of the core capabilities essential to achieving the National Preparedness Goal (the Goal) of a secure and resilient nation.
The Fiscal Year 2021 Emergency Management Performance Grant Program (FY21 EMPG) funding will be used to provide emergency management equipment and supplies.
Governing body approval is required to accept Fiscal Year 2021 Emergency Management Performance Grant Program (FY21 EMPG) funding.
FINANCIAL DETAIL:
Current FY Financial
Impact:
$21,154 In current year budget: Yes
Current FY General
Fund Impact:
FY21/22 Budget adjustment: No
Future FY Financial
Impact:
$0 For fiscal year: N/A
Source of funds: FY21 EMPG Account number: 239-402315
AGENDA ITEM #9.8
Resolution No. 10270, accepting a $21,154 grant under the Fiscal Year 20... Page 85 of 106
ATTACHMENTS:
FY21 EMPG Resolution 03.16.22
APPROVAL(S):
Roxanne Diaz, City Attorney Approved - 09 Mar 2022
Liberty Urban, Finance Manager Approved - 10 Mar 2022
Bryan H. Montgomery, City Manager Approved - 10 Mar 2022
AGENDA ITEM #9.8
Resolution No. 10270, accepting a $21,154 grant under the Fiscal Year 20... Page 86 of 106
ATTACHMENT A
RESOLUTION NO. 10270
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF INDIO ACCEPTING A $21,154 GRANT UNDER THE FY21 EMERGENCY MANAGEMENT PERFORMANCE GRANT
WHEREAS, the City of Indio has been awarded $21,154 in grant funds available through the FY21 Emergency Management Performance Grant administered by the Riverside County Emergency Management Department (“Grant”); and WHEREAS, the City of Indio will use the awarded funding for the purchase of emergency management related equipment and supplies.
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF INDIO,
CALIFORNIA, DOES HEREBY RESOLVE AS FOLLOWS:
Section 1. The above recitals, and each of them, are true and correct.
Section 2. The City Council hereby authorizes and appoints the City Manager or his designee as agent of the City to accept the Grant and to execute and submit all documents, including but not limited to, applications, agreements, amendments, and payment requests, which may be necessary for administration of the Grant.
Section 3. The City Clerk shall certify to the adoption of this resolution.
PASSED, APPROVED AND ADOPTED this 16th day of March 2022, by the following vote:
AYES:
NOES:
ABSENT:
ABSTAIN:
Waymond Fermon, MAYOR
ATTEST:
_________________________
CYNTHIA HERNANDEZ, CMC
CITY CLERK
APPROVED AS TO FORM:
_________________________
ROXANNE DIAZ
CITY ATTORNEY
AGENDA ITEM #9.8
Resolution No. 10270, accepting a $21,154 grant under the Fiscal Year 20... Page 87 of 106 City of Indio
City Council
March 16, 2022
STAFF REPORT
To: City Council
From: Bryan H. Montgomery, City Manager
Prepared by: Bryan H. Montgomery, City Manager
Subject: Review and provide further input for the development of the 2022-24 Strategic Plan for the City
RECOMMENDATION:
Review and provide input for the 2022-24 Strategic Plan.
SUMMARY:
To ensure the continued success for the City of Indio, this Strategic Plan serves as an action plan for our future by:
Describing a Vision of what we want Indio to become
Establishing a
Mission Statement that describes our purpose
Committing to Value s and Ethics that describe
our character
Outlining of Strategic Areas of Focus
Setting forth specific Goals and Action
Items to help achieve those Goals This Plan will provide the principal guidance for the preparation of the City budget, program objectives and performance measures. It also provides direction on how we allocate resources, establish policy and progressively guide the affairs of the City organization.
Practically, the Plan is a tool for the City Council and City Staff to effectively and e fficiently meet the needs of our growing and dynamic community.
BACKGROUND INFORMATION:
The draft 2022-24 Strategic Plan has been discussed at a handful of meetings over the last several months and input has been solicited from the community through surveys and social media posts. As we gear up for the preparation of the next fiscal year budget, it is time to help confirm the key priorities and overall goals of the City Council. Most importantly, specific action items should be identified that, if accomplished, will help achieve those goals.
Upon my hire as Indio's City Manager, the City Council placed great emphasis on "getting things done." The vernacular used now is "Getting Stuff Done" and is highlighted with the acronym "G.S.D." The draft Strategic Plan provides a structured framework that will help City staff focus its efforts and provides accountability to staying focused on the Council's priorities and making sure things are getting done - G.S.D.
Staff seeks further confirmation from the City Council of the Areas of Focus, the Goals and the specific Action Items to help accomplish those goals (the current draft is attached). This direction will guide us in preparing a final document and the draft budget for the upcoming fiscal year. That bud get preparation will also include a prioritization discussion for the one-time monies that are available.
ALTERNATIVES:
AGENDA ITEM #10.1
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ATTACHMENTS:
Attachment 1 -StrategicPlan2022-24 DRAFT.pdf
AGENDA ITEM #10.1
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2022-2024
~~ D R A F T ~~
AGENDA ITEM #10.1
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To ensure the continued success for the City of Indio, this Strategic Plan serves as an action plan for our future by:
Describing a Vision of what we want Indio to become
Establishing a Mission Statement that describes our purpose Committing to Values and Ethics that describe our character Outlining of Strategic Areas of Focus
Setting forth specific Goals and Action Items to help achieve those Goals
This Plan will provide the principal guidance for the preparation of the City budget, program objectives and performance measures. It also provides direction on how we allocate resources, establish policy and progressively guide the affairs of the City organization. Practically, the Plan is a tool for the City Council and City S taff to effectively and efficiently meet the needs of our growing and dynamic community. This Plan is created through the hard work and contributions of the City Council and City Staff and with input from the community . City Staff will provide regular progress updates as the Plan is implemented.
VViissiioonn
The City of Indio is recognized as a vibrant Desert community where people live, work, play, shop, visit and thrive.
MMiissssiioonn
The City of Indio’s public servants provide outstanding municipal services to enhance the quality of life for our residents, visitors and businesses by promoting growth and prosperity.
EEtthhiiccss
City employees and officials are expected to demonstrate the highest standards of personal integrity, honesty and conduct in all activities in order to inspire public confidence. We must preserve and protect the public trust in all of our activities.
CCoorree VVaalluueess
Honesty and Integrity Fiscal Responsibility Exceptional Service Cooperation & Collaboration Community Involvement Open & Honest Communication Effectiveness & Efficiency
AGENDA ITEM #10.1
Review and provide further input for the development of the 2022-24 Stra... Page 91 of 106 3 PUBLIC SAFETY
Take all possible and prudent steps to
provide for continued effective and
efficient police, fire and ambulance service,
emergency planning; and coordinate with
others that provide public safety services.
BUSINESS & JOB GROWTH
Work aggressively to attract and retain
business by encouraging quality retail
development and by facilitating the
location of job/career producing industries
to Indio.
COMMUNITY INFRASTRUCTURE
(STREETS, BRIDGES, INTERCHANGES, STORM
DRAINS, PARKS, WATER LINES AND SYSTEMS,
ELECTRICAL & BROADBAND ) -- Focus on
both the financial and operational aspects
of the City’s Capital Improvement Program,
constructing and maintaining streets,
traffic signals, bridges, parks, water
systems and other related infrastructure to
meet the needs of our growing community.
COMMUNITY BEAUTIFICATION
Identify and implement projects that will
beautify our community, increase
desirability of commercial and residential
properties, and encourage residential
homeowners and business owners to
invest in landscaping and the cleanup of
their properties.
DOWNTOWN & HIGHWAY 111
REVITALIZATION
Facilitate the continued development and
redevelopment of the Downtown; and,
beautify and enhance the Highway 111
corridor.
FESTIVALS, EVENTS, ARTS &
CULTURE
Provide for high-quality festivals, inclusive
community events and actively promote
art and culture projects and activities.
COMMUNITY OUTREACH,
COMMUNICATION & PARTICIPATION
Nurture existing relationships and continue
to foster collaboration with community
partners. Strides will continue to
communicate with and engage the
community in all aspects of local
government.
FINANCIAL & ENVIRONMENTAL
SUSTAINABILITY AND OPERATIONAL
EXCELLENCE
Ensure fiscally sound operations by
continuously evaluating our processes to
maintain cost -effective public services.
Guide policy decisions with environmental
sustainability in mind. Our City Council
and lean Staff Team will foster confidence
by demonstrating a POLITE,
PROFESSIONAL and PROGRESSIVE
demeanor in all interactions.
AARREEAASS OOFF FFOOCCUUSS && GGOOAALLSS
AGENDA ITEM #10.1
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4 Area of Focus #1: PPUUBBLLIICC SSAAFFEETTYY
GOAL: Take all possible and prudent steps to provide for continued effective and efficient police, fire and ambulance service, emergency planning; and coordinate with others that provide public safety services.
AACCTTIIOONN IITTEEMMSS::
1.a. Complete Phase 1 of Public Safety Campus
1.b. Implement a new state-of-the-art Body-Worn Camera system 1.c. Go-live with our new Computer-Aided Dispatch and Records Management System 1.d. Conduct an evidence-based assessment from CAD-RMS for patrol deployment with the goal of matching our deployment model with workload and demand 1.e. Finalize written protocols for and continue and refine the Quality of Life team’s efforts to address homeless issues and concerns
1.f. Protect our staff and the public from the dangers of fentanyl by implementing a Naloxone program
1.g. Create a formal recruitment program for new hires using modern, relevant technology and video story-telling, including a college campus initiative. 1.h. Present a comprehensive plan for the transition to the Riverside County Public Safety Enterprise Communications (PSEC) system
1.i. Enhance traffic control unit and increase speed enforcement efforts, including the placement of five more solar-powered radar speed limit notification signs. 1.j. Update and adopt a comprehensive Emergency Operations Plan. 1.k. Develop and conduct an annual table top training exercise. 1.l. Establish Community Emergency Response Team (CERT) Training Program. 1.m. Provide for building and occupant life safety by completing annual business inspections regardless of occupancy type.
1.n. Fully implement new Short-Term Rental ordinance and monitoring program 1.o. Post at least two positive Police stories/press releases each week.
Area of Focus #2: BBUUSSIINNEESSSS && JJOOBB GGRROOWWTTHH GOAL: Work aggressively to attract and retain business by encouraging quality retail development and by facilitating the location of job/career producing industries to Indio.
AACCTTIIOONN IITTEEMMSS:
2.a. Create and implement a 5-Year Economic Development Work Plan
AACCTTIIOONN IITTEEMMSS
AGENDA ITEM #10.1
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5 2.b. Develop a jobs to housing balance action plan to increase the overall number of available family-wage jobs in the City reducing the need for residents to commute outside of the City for employment. The action plan will establish a goal of reducing the current percentage of employees that work outside the City from 74 % of the population to 50% over a 10-year period.
2.c. Continue to work with The Retail Coach to market the City’s opportunity sites to retailers, restaurants and hoteliers and provide quarterly updates 2.d. Finalize the Disposition and Development Agreement with the Haagen Company for the expansion of the Indio Grand Market Place.
2.e. Annually reach out and check in with 25% of current and future major employers and top sales tax producers.
2.f Coordinate an annual manufacturing tour with the local real estate brokerage community to encourage & promote new industrial development and job creation. 2.g. Complete and adopt the Zoning Code Update (a.k.a. Unified Development Code) thereby aligning the City’s land use and development standards with the adopted General Plan 2040. 2.h. Refresh SHOP LOCAL campaign to educate and inform the public about the small actions they can take during various seasons to boost their revenue base. 2.i. Provide fiscal/regulatory/both? incentives provided to new or current businesses to integrate INDIO and branding into their own marketing materials. 2.j.Explore opportunities for cannabis businesses.
Area of Focus #3: CCOOMMMMUUNNIITTYY IINNFFRRAASSTTRRUUCCTTUURREE
STREETS, BRIDGES, INTERCHANGES, STORM DRAINS,
PARKS, WATER LINES AND SYSTEMS, ELECTRICAL &
BROADBAND
GOAL: Focus on both the financial and operational aspects of the City’s Capital Improvement Program, constructing and maintaining streets, traffic signals, bridges, parks, water systems and other related infrastructure to meet the needs of our growing community.
AACCTTIIOONN IITTEEMMSS::
3.a. Facilitate Monroe Interchange Project for bid in late 2023. 3.b. Get Jackson Interchange Project to “shovel-ready” status by late 2023. 3.c. Establish a City Council approved Pavement Condition Index (PCI) rating of 70 for all public streets to prioritize and direct capital investments in street maintenance and operations.
AGENDA ITEM #10.1
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6 3.d. Prepare plans and bid City Hall and Library project in late 2022. 3.e. Coordinate with Imperial Irrigation District to ensure upgrades and maintenance of the electrical infrastructure are meeting the needs of the community. 3.f. Purchase the 3.1 -acre property on Monroe Street for the future expansion of the Dr. C arreon electrical substation.
3.g. Complete Fiber Master Plan project and pursue short- term and long -term implementation actions for enhanced broadband delivery and access. 3.h. Establish a citywide 5 -Year Capital Improvements Plan and an associated capita l infrastructure investment policy that aligns with the City’s economic development goals that targets and directs public infrastructure investments in key areas of the City to support enhanced and increased opportunities for business growth and development.
Approved CIP projects for 2022-24:
• Indio Blvd N/B Over Coachella Valley Storm Water Channel • Ave 44 Low Water Crossing
• Madison Street Improvements from Highway 111 to Avenue 48 • Rancho Los Coyotes Pavement Improvements
• Avenue 50 Widening (Jefferson Street - Jackson Street) • Jefferson Street Widening (Avenue 38 - Avenue 40)
• Shields Road Connection
• Herbert Hoover Elementary Pedestrian Improvements
• Avenue 50 and Jackson Street Improvements
• Monroe and Avenue 41 Traffic Signal
• South Jackson Park ADA Improvements
• Civic Center Storm Drain Program
• Highway 111 and Jefferson Improvements
• Indio Sports Park
3.i. Evaluate programmatic investment opportunities for the Indio Transportation Center based on the Council-adopted Multi-Modal Study to support its future multi-modal evolution including as a rail service train station.
3.j. Complete the groundwater management plan as required by state law and oversee the implementation of the plan.
3.k. Update and replace street signage for consistency with new Citybranding program. 3.l. Implement an asset management program for the management, maintenance and operations of City-wide infrastructure.
3.m. Rehabilitate Well T and Well 2C.
3.n. Complete the drilling phase of a a new groundwater well 3.o. Implement treatment technologies at Plant 3 to address changing State regulations such as Chromium 6.
3.p. Fully implement Sustainable Groundwater Management Act (SGMA) actions including groundwater monitoring and reporting.
3.q. Explore long-term water supply opportunities by collaborating with Coachella Valley agencies and complete feasibility of a recycled water replenishment project.
AGENDA ITEM #10.1
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7 3.r. Prepare an annual Consumer Confidence Report (CCR) to inform customers about Indio Water Authority’s water quality and the agency’s commitment to safeguarding water supply. 3.s. Complete the replacement of 15 fire hydrants consistent with the latest industry standards.
3.t Complete the design bid package for the replacement of Plant 2 Booster Pump Station Facility.
3.u. Complete the design bid package for the Westward Ho Drive Pipeline Storm -water Crossing at Plant 4.
3.v. Complete the preliminary design report to upgrade the downtown Indio water infrastructure.
3.w. In partnership with the Desert Recreation District, improve and activate parks completing a minimum of 2 improvement and activation projects per fiscal year for the next 5 fiscal years.
3.x. Develop plan for location of pickleball courts.
Area of Focus #4: CCOOMMMMUUNNIITTYY BBEEAAUUTTIIFFIICCAATTIIOONN
GOAL: Identify and implement projects that will beautify our community, increase desirability of commercial and residential properties, and encourage residential homeowners and business owners to invest in landscaping and the cleanup of their properties.
AACCTTIIOONN IITTEEMMSS::
4.a. Establish a “Keep Indio Beautiful” or similar program for community beautification. 4.b. Evaluate the feasibility of a residential façade improvement program for targeted areas of the City to improve the exterior facades of eligible residential structures thereby improving the look and appearance of the property, the surrounding neighborhood and the City.
4.c. Create and implement a Commercial Beautification and Facade Improvement Grant Program for major north-south and east west com mercial corridors focusing Year 1 efforts on Monroe Street, Year 2 efforts on Highway 111 and Year 3 efforts on Jackson Street. 4.d. Develop and implement a partnership with a local paint store to sponsor the repainting of block walls along key north/south and east/west corridors in the City. 4.e. Establish a quarterly rotating “Clean the City” / “Indio Cares” / “I love Indio” event in different parts of the City to facilitate individual property cleanups by property owners and
AGENDA ITEM #10.1
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8 neighborhoods utilizing Cit y staff support and volunteer support from individual volunteers, youth groups and church groups.
4.f. Reinstate the Better Neighborhoods Programs (BNP) as part of beautification program and complete a minimum of 1 capital infrastructure beautification pro ject in the City during the next 5 years.
4.g. Refresh landscape medians with consistent look on all major arterial roads with a minimum of 1 median approved per fiscal quarter over the next 5 fiscal years. 4.h. Design, fabricate and install new ART/SIGNAGE at key gateways into the City. 4.i. Enhance and expand the current banner program to all connector and above designated streets throughout the City.
4.j. Install new wayfinding signs throughout the City 4.k. Prepare and adop t City o rdinance requiring enforceable property m aintenance standards for commercial and multi-family properties.
4.l. Re-introduce the collaboration with Women’s Club of Indio’s Yard of the Month program. 4.m. Implement Instagram contest for beautification projects in the community . 4.n. Increase code enforcement related to signage along main corridors such as Hwy 111 and Indio Blvd.
Area of Focus #5: DDOOWWNNTTOOWWNN && HHIIGGHHWWAAYY 111111 RREEVVIITTAALLIIZZAATTIIOONN
GOAL: Facilitate the continued development and redevelopment of the Downtown; and, beautify and enhance the Highway 111 corridor.
AACCTTIIOONN IITTEEMMSS::
5.a. Pursue the marketing and sale of a minimum of three (3) City -owned properties for the development of 300 market rate and workforce housing units in Downtown. 5.b. Prepare and issue a Request for Proposal (RFP) for t he Skarna property for a vertical mixed-use residential/commercial development with required ground floor retail space on Miles Avenue.
5.c. Hold monthly “Second Saturday” event in the Downtown. 5.d. Plan, program and implement a Downtown beautification p rogram to paint, provide blade sign s and add flowers on City and privately - owned properties on Miles Avenue and Oasis Street
5.e. Activate empty City-owned storefronts with interim window-wraps and public art. 5.f. Plan, design and construct the downtown “living room” park and entertainment venue. 5.g. Prepare and implement a Downtown Branding, Identity, and Wayfinding Program including identity , gateway and directional signage along adjacent major streets and
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9 gateways entering the Downtown, as well as directional signage to key downtown destinations including public parking facilities.
5.h. Refresh and update holiday lighting starting with 2022 holiday season 5.h. Adopt and implement a façade improvement program for businesses in Downtown and along Highway 111.
5.i Develop a short-term and long-term parking management plan for Downtown addressing off-street public and private parking facilities and on-street parking management. 5.j. Develop a Downtown business attractor program to work with owners of private property to aggressively attract local small businesses to locate or relocate in Downtown. 5.k. Complete and adopt the Highway 111 Corridor Specific Plan and implement short- term, mid-term and long -term actions identified by the Plan particularly in the areas of physical improvements and housing production and employment production. 5.l. Include pedestrian and cycling friendly spaces along 111. Designated bike lanes. Design area to improve walkability along 111 businesses/corridor. 5.m. Create a Downtown history walk of the City of Indio. 5.n. Market and promote the Hwy 111 Specific Plan to developers and site selectors by exposing the development opportunities and facilitate new development along the Highway 111 corridor.
5.o. Working closely with the Retail Coach, prepare a gap analysis and retail match list specific to downtown to use as a recruitment hit list to occupy empty storefronts. 5.p. Market and promote the Downtown Specific Plan to developers and site selectors by exposing the development opportunities and facilitate new development in downtown. 5.q. Complete demolition of all abandoned buildings: the church and Berger Building.
Area of Focus #6: FFEESSTTIIVVAALLSS,, EEVVEENNTTSS,, AARRTTSS && CCUULLTTUURREE
GOAL: Provide for high- quality festivals, inclusive community events and actively promote art and culture projects and activities.
AACCTTIIOONN IITTEEMMSS::
6.a. Facilitate successful Coachella, Stagecoach and other large Festivals. 6.b. Hold monthly Downtown Events – “Second Saturday” Art Walks, Tequilas and Tapas (Summer) Desert SpookFest (Fall), Wine and Chocolate (Winter) and Downtown Beer Festival (Spring).
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10 6.c. Work with GoldenVoice to increase the number of large festivals to the 5 maximum allowed events in the City to create multiple capture opportunities for visitors, business activity and market awareness.
6.d. Prepare and adopt and Arts and Culture Master Plan for the City to provide a framework for the direction of arts and culture in the City over a 10-year planning period to ensure arts and culture’s relevancy, sustainability and enhancement in the Indio community. 6.e. Re-establish the “Art in the Square Chalk Festival” in Downtown Indio. 6.f. Facilitate and expand each year the annual International Tamale Festival 6.f. Work with Desert Theatreworks to establish an annual Performance Art Festival held at and around the IPAC to experience unscripted, unrehearsed and thought-providing work from local, national and international artists.
6.g. Develop an updated City-wide murals program to guide fiscal investments, management, maintenance and operations of public and private murals. 6.h. Bring new art pieces to visible areas throughout the City, especially Downtown and at entries to the community
6.i. Set up shop for Indio branding swag to be sold/distributed in key locations around the City for community pride and name recognition. Hire a person or contractor to arrange for inventory and strategic deployment of branding swag.
6.j. Evaluate the potential for increased City-sponsored community events. Potential community events could include but not limited to Veteran’s Day, Holiday Festival, Juneteenth Celebration.
6.k. Participate directly in public and private planning efforts for the year-round utilization of the County Fairgrounds to ensure that City goals and interests are represented and that future public and private investments reflect these interests 6.l. Facilitate Latin American Rhythm Festival in Downtown on November 11 through 13, 2022 to include art, dance, cuisine and music.
6.m. Establish a staff special events review team to ensure coordination, advance notice and proper review of proposed event to conform to City policies.
Area of Focus #7: CCOOMMMMUUNNIITTYY OOUUTTRREEAACCHH,, CCOOMMMMUUNNIICCAATTIIOONN
AANNDD EEDDUUCCAATTIIOONN
GOAL: Nurture existing relationships and continue to foster collaboration with community partners. Strides will continue to communicate with and engage the community in all aspects of local government.
AACCTTIIOONN IITTEEMMSS::
7.a. Return all phone calls and emails same day or within 24 hours (or next business day). 7.b. Complete a new, user friendly, refreshed City website.
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11 7.c. Coordinate regular updates to the City Council from partner agencies. 7.d. Continue building cooperative relationships with representatives of service clubs and other community groups and extend offers to have staff and/or Councilmembers attend their meetings.
7.f. Establish virtual or in-person English/Spanish Town Hall series that will focus on hot topics in the community giving citizens and businesses an important to talk with City representatives to gather feedback and provide information. 7.g. Establish an Indio Leadership Academy that will provide a look into the workings of the City and engage participants in a hands-on overview of City government. 7.i Ensure transparent communications of City projects via Tyler Munis. 7.j. Provide uniform City literature in both English and Spanish. 7.k. Complete customer Web-Portal offering access to water conservation tools. 7l. Develop a “Grow Your Own” program to create talent pipelines by collaborating with local education institutions, community groups, and businesses to establish programs such as internships, apprenticeships, and job shadowing.
7.m. Create a “I love Indio” app in partnership with the Greater Coachella Valley Chamber of Commerce that helps residents and visitors quickly access info for restaurants, shopping, services, and events.
7.n. Establish a speaking circuit for City officials to be guest speakers at schools (i.e. career day), service clubs, and HOAs.
Area of Focus #8: FFIINNAANNCCIIAALL && EENNVVIIRROONNMMEENNTTAALL SSTTAABBIILLIITTYY AANNDD
OOPPEERRAATTIIOONNAALL EEXXCCEELLLLEENNCCEE
GOAL: We will ensure fiscally sound operations by continuously evaluating our processes to maintain cost -effective public services. Our City Council and lean Staff Team will foster confidence by demonstra ting a POLITE, PROFESSIONAL and PROGRESSIVE demeanor in all interactions.
AACCTTIIOONN IITTEEMMSS::
8.a. Conduct a comprehensive organizational analysis to assess and identify the appropriate long-term corporate culture, the optimal service delivery model (s) for the City and the most appropriate and efficient allocation of Department and employee focuses and resources. 8.b. Establish a 5-year plan forecasting and comply with City budget administration policies 8.c. Facilitate biennial Community-Council-Staff Strategic Planning Sessions 8.d. Continue coordination with contracted grant writer to explore and apply for grants
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12 8.e. Submit the annual budget to the California Society of Municipal Finance Officers (the CSFMO) for consideration for the Excellence in Budgeting Award. 8.f. Continue compliance with Government Finance Officers Association criteria for the Certificate of Achievement for Excellence in Financial Reporting. 8.g. Continue emphasis of the 3P’s of Public Service: Polite, Professional, Progressive. 8.h. Ensure City Council and advisory commission meetings are professional, business-like, civil and maintain good decorum.
8.i. Establish an annual legislative setting process with the City Council to identify the City’s key regional, county, state and federal legislative priorities. 8.j. Develop and implement program for each Councilmember in meeting with County Supervisor, State Assembly member and Senator at least once per year. 8.k. Implement a comprehensive GIS based land management system that allows for data sharing across departments and ease of use for the City’s constituents. 8.l. Develop the needed policies and procedures to qualify for the Municipal Information Systems Association of California Excellence in Technology Practices Award.
8.m. Establish an employee recognition and appreciation program to include acknowledgements, awards, events, peer-to-peer initiative surveys, etc. 8.n. Research the process of becoming a certified “Great Place to Work” employer. 8.o. Conduct finance policy reviews and updates every five years. 8.p. Update the budget management policy.
8.q. Create an Unfunded Liability policy.
8.r. Update the fund balance/reserve policy.
8.s. Develop a leadership competency framework to create development programs for emerging and current leadership staff.
8.t. Create a benefits survey to discover staff satisfaction with current programs and learn about value-added programs that meet our diverse workforce needs. 8.u. Review and update personnel rules and regulations and human resources-related policies to align with the City’s mission and values.
8.v. Expand citywide and Department-specific mandated safety training programs to ensure the wellbeing of staff and mitigate risks.
8.w. Develop an internal human resources customer satisfaction survey to monitor service quality to our internal business partners.
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13 CCOONNCCLLUUSSIIOONN
This document is a concise, coherent, focused plan that will serve to guide us in our efforts to improve the community. Indio will continue to experience population growth and has a very bright fut ure. The challenge we face is establish ing projects and programs the resident s’ want that improve their quality of life, while “keep ing pace” in maintaining and improving the critical municipal services that we already provide – all with a budget that is smaller than most communities of our size . Our efforts will make Indio an even better place to live, work and enjoy a great quality of life.
Simply put, to achieve the goals and objectives of this Plan and the overall vision of even a better Indio , we will need the tireless efforts and professional expertise of City staff, the support and participation of the community, and the political courage and leadership of the City Council.
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City Council
March 16, 2022
STAFF REPORT
To: City Council
From: Bryan H. Montgomery, City Manager
Prepared by: Kevin H. Snyder, Dir. Of Community Development Subject: Public Hearing to Solicit Input from the Public and City Council regarding the Preparation of the City's FY22/23 Annual Action Plan as necessary to receive an allocation of CDBG Funds
RECOMMENDATION:
Conduct the Public Hearing.
SUMMARY:
This Public Hearing serves as the first of two (2) public hearings the City is required to conduct as part of the preparation and approval process for the City's Annual Action Plan, which serves as the City's application to the U.S. Department of Housing a nd Urban Development (HUD) for an allocation of Community Development Block Grant (CDBG) funds. Although HUD has not announced the allocation amount for FY22/23 as of the date of the preparation of this staff report, the City has been advised to utilize the amount of $875,000 for planning and preliminary discussion purposes. The purpose of this subject Public Hearing is to solicit public input regarding proposed programs, projects/activities during the period of July 1, 2022 through June 30, 2023 (FY22/23) as presented in the staff report.
BACKGROUND INFORMATION:
Since Fiscal Year 2009-2010 (FY09/10), the City has received a direct annual allocation of Community Development Block Grant (CDBG) funding from HUD. In order to receive funding, the City must submit an Annual Action Plan to HUD by mid-May of each year. Preparation of the Annual Action Plan requires the City to follow a public participation process in accordance with the City’s adopted Citizen Participation Plan (CPP). Consistent with the City’s CPP, this public hearing is the first of two public hearings that the City is required to conduct in order to meet HUD’s public participation requirements.
CDBG Priority Areas as Identified by Consolidated Plan 2019-2024 In June 2019, the City Council approved a 5 -Year Consolidated Plan as required by HUD, that identified the established priorities for the City’s use of CDBG funding during the term of the Consolidated Plan. This upcoming program year represents Program Year 4 (of 5) of the Consolidated Plan. (Each year, funding and programs are individually represented and described in an Annual Action Plan.)
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The Consolidated Plan identified five (5) essential types of priorities that need to be addressed over the 5-year implementation period. They are as follows:
• Public infrastructure improvement projects in residential neighborhoods such as street light improvement, street rehabilitation projects, curb and sidewalk repairs, and other infrastructure. (These projects could be programs that can be undertaken through the Better Neighborhoods Program or through other City efforts undertaken by the Public Works Department.);
• Home improvement and energy-efficiency programs for low to moderate-income residents;
• Job-training, job-creation/retention, and business assistance;
• Fair and affordable housing programs, especially targeting extremely low- and low-income households, including home-ownership programs; and,
• Increased public services through local non-profits, particularly services and programs for homeless families and individuals.
The Consolidated Plan also identified several target populations, which include extremely low-income and low-income households, homeless persons, seniors and frail elderly, youth, and persons with disabilities.
Funded activities listed in the Annual Acti on Plan must be consistent with the funding priorities identified moderate to low benefit principally the and Plan Consolidated in must -income households/individuals. Considering these requirements, as well as preliminary direction and support received fro m the City Council during the March 2, 2022, regular Council meeting, Staff has summarized the recommended utilization of the Fiscal Year 22/23 CDBG allocation in this report.
Upon receiving notification from HUD of the City's official allocation, staff wi ll modify the level of funding to respective activities accordingly. The final project/activity funding levels will be considered by the Council in May.
The recommended projects/activities as presented in this report place an emphasis on utilizing a majority of the CDBG allocation to complete urgently needed public infrastructure improvements in CDBG-eligible residential neighborhoods. These improvements will have a significant impact in the target neighborhoods and will result in the maximum benefit to the community and specifically low/moderate income residents once addressed. As publicly discussed during the City Council Meeting held on March 2, 2022, street rehabilitation, ADA ramp upgrades, and other concrete/asphalt improvements would be completed i n two adjoining neighborhoods known as the Zalay Ranch and Park Paseo neighborhoods. They are located east of Clinton St., west of Monroe St., and directly south of Miles Ave.
The City Manager reviewed and approved the following recommendations.
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List of Projects/Activities to be included in the City’s Annual Action Plan for FY22/23 (FY2022 Projected Annual Allocation: $875,000):
Following is a brief summary of each of the proposed funded projects/activities that have been included in the draft Annual Action Plan:
Administration: The administrative costs allowance (subject to a 20% cap) is $175,000. The funds will be utilized to support personnel costs, internal service fee charges, consulting services, and other operating expenses. This amount will be adjusted to be 20% of the final yearly allocation once the funding is confirmed by HUD.
Public Services (subject to 15% cap): The proposed funding, in the total amount of $59,200, will fund two (2) agencies that provide services to individuals/households in Indio. Inland Fair Housing & Mediation Board (IFHMB) provides fair housing and landlord/tenant mediation services that help prevent housing discrimination and displacement. The Indio Senior Center will provide meals to Indio senior citizens through its Meals on Wheels Program.
Other local agencies (Coachella Valley Rescue Mission, Martha's Village & Kitchen, and FIND Food Ban k) that have traditionally provided services to the homeless and food insecure individuals/residents will be considered for funding from an alternate allocation of available CARES Act Supplemental Community Development Block Grant Coronavirus (CDBG-CV) Funds.
That funding will be considered via a separate action that will be presented to Council later in May 2022, and would undergo a Substantial Amendment public consultation process prior to approval.
Public Infrastructure — Neighborhood Revitalization: The Public Works Department would utilize $641,000 to complete urgently needed public infrastructure improvements in CDBG-eligible residential neighborhoods. The improvements would include street rehabilitation/reconstruction, sidewalk installation, America ns with Disabilities Act (ADA) curb ramp upgrades and/or other improvements that will have a significant impact in a neighborhood and that result in the maximum benefit to the community and residents once addressed. The funding will also be used to fund soft costs such as engineering, project/construction management, inspection services, and/or consultant services such as Davis-Bacon Act labor compliance services.
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The City Council and community will have additional opportunities to consider the proposed FY22/23 projects/activities and level of funding prior to the final approval of the Annual Action Plan duri ng the second and final public hearing to be held tentatively on May 4, 2022. The required notice for the March 16 public hearing was published as required in the Desert Sun. The Draft Annual Action Plan will be available for public review virtually via the City’s Website from April 2, 2022 to May 2, 2022.
FINANCIAL DETAIL:
Current FY Financial
Impact:
N/A In current year budget: N/A
Current FY General
Fund Impact:
N/A Budget adjustment: N/A
Future FY Financial
Impact:
$875,000 For fiscal year: 22/23
Source of funds: CDBG Account number: Fund 230
Additional Financial Details:
The anticipated expenditures associated with these CDBG funded activities will be programmed in the City’s budget for next fiscal year. Because the CDBG grant is a reimbursable grant program, the City will be reimbursed throughout the year as the City incurs expenses.
APPROVAL(S):
Kevin H. Snyder, Dir. Of Community Development Approved - 09 Mar 2022 Bryan H. Montgomery, City Manager Approved - 09 Mar 2022
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