Los Alamitos City Council
February 18, 2025

SPC24-05
SECTION D – Page 7

CONTRACT INFORMATION AND DOCUMENT
relating to or claimed to be in connection with or relating to the work performed under this AGREEMENT.

If CONTRACTOR is a joint venture or partnership, each venturer or partner shall be jointly and severally liable for any and all of the duties and obligations of CONTRACTOR that are assumed under or arise out of this AGREEMENT. Each of such venturers or partners waives notice of the breach or non-performance of any undertaking or obligation of CONTRACTOR contained in, resulting from or assumed under this AGREEMENT, and the failure to give any such notice shall not affect or impair such venturer’s or partner’s joint and several liability hereunder.

ARTICLE VIII: Binding Effect
AGENCY and CONTRACTOR each binds itself, its partners, successors, assigns, and legal representatives to the other party hereto and to its partners, successors, assigns, and legal representatives in respect of all covenants, agreements, and obligations contained in the Contract Documents. This AGREEMENT is not assignable nor the performance of either party’s duties delegable without the prior written consent of the other party. Any attempted or purported assignment or delegation of any of the rights of obligations of either party without the prior written consent of the other shall be void and of no force and effect.

ARTICLE IX: Dispute Resolution
A. In the event of a dispute arising out of the terms of this AGREEMENT, including any action brought to declare the rights granted herein or to enforce any of the terms of this AGREEMENT, the party prevailing in such dispute shall be entitled to all reasonable costs and litigation expenses actually incurred, including fees of attorneys and expert witnesses.

Any court action arising out of this AGREEMENT shall be filed in the Los Angeles County Superior Court. Any alternative dispute resolution proceeding arising out of this AGREEMENT shall be heard in the City of Los Angeles or the City of Los Alamitos, California.

B. AGENCY shall have full authority to compromise or otherwise settle any claim relating to this AGREEMENT or any part hereof at any time. AGENCY shall provide timely notification to CONTRACTOR of the receipt of any third-party claim relating to this AGREEMENT. AGENCY shall be entitled to recover its reasonable costs incurred in providing the notification required by this section.

C. This AGREEMENT is further subject to the provisions of Article 1.5 (commencing at Section 20104) of Division 2, Part 3 of the Public Contract Code regarding the resolution of public works claims of less than $375,000. Article 1.5 mandates certain procedures for the filing of claims and supporting documentation by Contractor, for the response to such claims by the Agency, for a mandatory meet and confer conference upon the request of Contractor, for mandatory nonbinding mediation in the event litigation is commenced, and for mandatory judicial arbitration upon the parties’ failure to resolve the dispute through mediation. This AGREEMENT hereby incorporates the provisions of Article

1.5 as though fully set forth herein.

SPC24-05
SECTION D – Page 8

CONTRACT INFORMATION AND DOCUMENT
ARTICLE X: Independent Contractor
CONTRACTOR is and shall at all times remain as to AGENCY, a wholly independent contractor. Neither AGENCY nor any of its agents shall have control of the conduct of CONTRACTOR or any of CONTRACTOR’s employees, except as herein set forth.

CONTRACTOR shall not at any time or in any manner represent that it or any of its agents or employees are in any manner agents or employees of AGENCY.

ARTICLE XI: Taxes
CONTRACTOR is responsible for paying all retail, sales and use, transportation, export, import, special or other taxes and duties applicable to, and assessable against any work, materials, equipment, services, processes and operations incidental to or involved in this AGREEMENT. The CONTRACTOR is responsible for ascertaining and arranging to pay such taxes and duties. The prices established in this AGREEMENT shall include compensation for any taxes the CONTRACTOR is required to pay by laws and regulations in effect as of the execution of this AGREEMENT.

ARTICLE XII: Notices
All notices and communications shall be sent in writing to the parties at the following addresses:

AGENCY: Chris Kelley, City Engineer CONTRACTOR: [INSERT CONTACT] CITY OF LOS ALAMITOS CONTRACTOR’S BUSINESS NAME
3191 Katella Avenue Mailing Street Address
Los Alamitos, CA 90720 City, State Zip Code
ARTICLE XIII: Entire Agreement
This AGREEMENT supersedes any and all other agreements, either oral or written, between the parties and contains all of the covenants and agreements between the parties pertaining to the work of improvements described herein. Each party to this AGREEMENT acknowledges that no representations, inducements, promises or agreements, orally or otherwise, have been made by any party, or anyone acting on behalf of any party, which are not embodied herein, and that any other agreement, statement or promise not contained in this AGREEMENT shall not be valid or binding. Any modification of this AGREEMENT will be effective only if signed by the party to be charged.

The benefits and obligations of this AGREEMENT shall inure to and be binding upon the representatives, agents, partners, heirs, successors and assigns of the parties hereto. This AGREEMENT shall be construed pursuant to the laws of the State of California.

SPC24-05
SECTION D – Page 9

CONTRACT INFORMATION AND DOCUMENT
ARTICLE XIV: Authority to Contract
The signatories hereto represent that they are authorized to sign on behalf of the respective parties they represent and are competent to do so, and each of the parties hereto hereby irrevocably waives any and all rights to challenge signatures on these bases.

ARTICLE XV: General Provisions
A. All reports, documents or other written material (“written products” herein) developed by CONTRACTOR in the performance of this Agreement shall be and remain the property of AGENCY without restriction or limitation upon its use or dissemination by AGENCY. CONTRACTOR may take and retain copies of such written products as desired, but no such written products shall be the subject of a copyright application by CONTRACTOR.

B. In the performance of this Agreement, CONTRACTOR shall not discriminate against any employee, subcontractor, or applicant for employment because of race, color, creed, religion, sex, marital status, sexual orientation, national origin, ancestry, age, physical or mental disability, medical condition or any other unlawful basis.

C. The captions appearing at the commencement of the sections hereof, and in any paragraph thereof, are descriptive only and for convenience in reference to this Agreement.

Should there be any conflict between such heading, and the section or paragraph at the head of which it appears, the section or paragraph hereof, as the case may be, and not such heading, shall control and govern in the construction of this Agreement. Masculine or feminine pronouns shall be substituted for the neuter form and vice versa, and the plural shall be substituted for the singular form and vice versa, in any place or places herein in which the context requires such substitution(s).

D. The waiver by AGENCY or CONTRACTOR of any breach of any term, covenant or condition herein contained shall not be deemed to be a waiver of such term, covenant or condition or of any subsequent breach of the same or any other term, covenant or condition herein contained. No term, covenant or condition of this Agreement shall be deemed to have been waived by AGENCY or CONTRACTOR unless in writing.

E. Each right, power and remedy provided for herein or now or hereafter existing at law, in equity, by statute, or otherwise shall be cumulative and shall be in addition to every other right, power, or remedy provided for herein or now or hereafter existing at law, in equity, by statute, or otherwise. The exercise, the commencement of the exercise, or the forbearance of the exercise by any party of any one or more of such rights, powers or remedies shall not preclude the simultaneous or later exercise by such party of any of all of such other rights, powers or remedies.

IN WITNESS WHEREOF the parties hereto for themselves, their heirs, executors, administrators, successors, and assigns do hereby agree to the full performance of the covenants herein contained and have caused this AGREEMENT to be executed in duplicate by setting hereunto their names, titles, hands, and seals this Xth day of Month, 20XX (Council Action Date Here)

SPC24-05
SECTION D – Page 10

CONTRACT INFORMATION AND DOCUMENT
CONTRACTOR: Contractor’s Business Name
__________________________________________
Contractor’s Sign Name, Title
Contractor’s License No. XXXXXX
Subscribed and sworn to this _______ day of _________, 20__.

NOTARY PUBLIC ______________________________________________ (SEAL) AGENCY: ______________________________ __________
Mayor Date
City of Los Alamitos
ATTESTED: ______________________________ __________
Windmera Quintanar, MMC, City Clerk Date
City of Los Alamitos

APPROVED AS
TO FORM: ______________________________ __________
Michael S. Daudt, City Attorney Date
City of Los Alamitos
( E X E C U T E I N D U P L I C A T E )

SPC24-05
SECTION D – Page 11

CONTRACT INFORMATION AND DOCUMENT

PAYMENT BOND

STRIPING IMPROVEMENTS ON KATELLA AVENUE

IN THE CITY OF LOS ALAMITOS, CALIFORNIA
WHEREAS, the City of Los Alamitos, as AGENCY has awarded to Contractor’s Business Name, as CONTRACTOR, a contract for the above-stated project;
AND WHEREAS, CONTRACTOR is required to furnish a bond in connection with the contract, to secure the payment of claims of laborers, mechanics, material persons, and other persons as provided by law; NOW THEREFORE, we, the undersigned CONTRACTOR and SURETY, are held and firmly bound unto AGENCY in the sum of [DESCRIBE VERBALLY; 100% OF TOTAL CONTRACT AMOUNT—TO BE INSERTED BY CONTRACTOR]Dollars ($XXX,XXX.XX) which is one hundred percent (100%) of the total contract amount for the above-stated project, for which payment well and truly to be made we bind ourselves, our heirs, executors and administrators, successors and assigns, jointly and severally, firmly by these presents.

THE CONDITIONS OF THIS OBLIGATION IS SUCH that if CONTRACTOR, its heirs, executors, administrators, successors, assigns or subcontractors, shall fail to pay any of the persons named in Civil Code Section 3181, or amounts due under the Unemployment Insurance Code with respect to work or labor withheld, and to pay over to the Employment Development Department from the wages of employees of the CONTRACTOR and its subcontractors pursuant to Section 13020 of the Unemployment Insurance Code, with respect to such work and labor, that the surety or sureties herein will pay for the same in an amount not exceeding the sum specified in this bond, otherwise the above obligation shall be void. In case suit is brought upon this bond, SURETY will pay reasonable attorneys’ fees to the plaintiffs and AGENCY in an amount to be fixed by the court. This bond shall inure to the benefit to any of the persons named in Civil Code Section 3181 as to give a right of action to such persons or their assigns in any suit brought upon this bond.

The SURETY hereby stipulates and agrees that no change, extension of time, alteration or addition to the terms of the contract or the specifications accompanying it shall in any manner affect SURETY’s obligations on this bond. The SURETY hereby waives notice of any such change, extension, alteration or addition and hereby waives the requirements of Section 2845 of the Civil Code as a condition precedent to any remedies AGENCY may have.

IN WITNESS WHEREOF the parties hereto have set their names, titles, hands, and seals this day of ________________, 20__.

Contractor* Contractor’s Signer’s Name, Title
Contractor’s Business Name
Mailing Street Address
City, State, Zip Code
Telephone #
Surety* _________________________________________________ _________________________________________________
_________________________________________________
________________________________________________
*Provide CONTRACTOR and SURETY name, address and telephone number and the name, title, address and telephone number for the respective authorized representatives. Power of Attorney must be attached.

Subscribed and sworn to this___ day of _____________________, 20__.

NOTARY PUBLIC......................................................................................................... .........................................................................................................................................(SEAL) (E X E C U T E I N D U P L I C A T E)

SPC24-05
SECTION D – Page 12

CONTRACT INFORMATION AND DOCUMENT

FAITHFUL PERFORMANCE BOND

STRIPING IMPROVEMENTS ON KATELLA AVENUE
SPECIFICATION NO. CIP 24/25-07

IN THE CITY OF LOS ALAMITOS, CALIFORNIA
KNOW ALL PERSONS BY THESE PRESENTS That Contractor’s Business Name, hereinafter referred to as “CONTRACTOR” as PRINCIPAL, and
, a corporation duly organized and doing business under and by virtue of the laws of the State of California and duly licensed for the purpose of making, guaranteeing, or becoming sole surety upon bonds or undertakings as Surety, are held and firmly bound unto the CITY OF LOS ALAMITOS, CALIFORNIA, hereinafter referred to as the “AGENCY” in the sum of [DESCRIBE VERBALLY; 100% OF TOTAL CONTRACT AMOUNT—TO BE INSERTED BY CONTRACTOR]Dollars ($XXX,XXX.XX); which is one hundred percent (100%) of the total contract amount for the above stated project; lawful money of the United States of America for the payment of which sum, well and truly to be made, we bind ourselves, our heirs, executors, administrators, assigns and successors, jointly and severally, firmly by these presents.

THE CONDITIONS OF THIS OBLIGATION ARE SUCH, that whereas CONTRACTOR has been awarded and is about to enter into a Contract with AGENCY to perform all work required pursuant to the contract documents for the project entitled: STRIPING IMPROVEMENTS ON KATELLA AVENUE CONTRACT which Contract is by this reference incorporated herein, and is required by AGENCY to give this Bond in connection with the execution of the Contract; NOW, THEREFORE, if CONTRACTOR and his or her Subcontractors shall well and truly do and perform all the covenants and obligations of the Contract on his or her part to be done and performed at the times and in the manner specified herein including compliance with all Contract specifications and quality requirements, then this obligation shall be null and void, otherwise it shall be and remain in full force and effect; PROVIDED, that any alterations in the work to be done, or in the material to be furnished, which may be made pursuant to the terms of the Contract, shall not in any way release CONTRACTOR or the Surety thereunder, nor shall any extensions of time granted under the provisions of the Contract release either CONTRACTOR or said Surety, and notice of such alterations of extensions of the Contract is hereby waived by said Surety.

In the event suit is brought upon this Bond by AGENCY and judgment is recovered, said Surety shall pay all costs incurred by AGENCY in such suit, including a reasonable attorney’s fee to be fixed by the Court.

IN WITNESS WHEREOF the parties hereto have set their names, titles, hands, and seals this_____day of , 20__
Contractor* Name, Title of Signer
Contractor’s Business Name
Mailing Street Address
City, State, Zip Code
Telephone #
SURETY*………………………………………….

*Provide CONTRACTOR and SURETY name, address and telephone number and the name, title, address and telephone number for their respective authorized representatives. Power of Attorney must be attached.

SPC24-05
SECTION D – Page 13

CONTRACT INFORMATION AND DOCUMENT
Subscribed and sworn to this___ day of ______________ , 20__ NOTARY PUBLIC...................................................................................................(SEAL) (E X E C U T E I N D U P L I C A T E)

SPC24-05
SECTION D – Page 14

CONTRACT INFORMATION AND DOCUMENT

MAINTENANCE BOND

STRIPING IMPROVEMENTS ON KATELLA AVENUE
SPECIFICATION NO. CIP 24/25-07

IN THE CITY OF LOS ALAMITOS, CALIFORNIA
KNOW ALL PERSONS BY THESE PRESENTS THAT WHEREAS, the City of Los Alamitos, as AGENCY has awarded to Contractor’s Business Name, as CONTRACTOR, a contract for the abovestated project.

AND WHEREAS, CONTRACTOR is required to furnish a bond in connection with the contract guaranteeing maintenance thereof;
NOW, THEREFORE, we, the undersigned CONTRACTOR and SURETY, are held firmly bound unto AGENCY in the sum of DESCRIBE VERBALLY; 50% OF TOTAL CONTRACT AMOUNT—TO BE INSERTED BY CONTRACTOR]Dollars ($XXX,XXX.XX), which is fifty percent (50%) of the total contract amount for the above-stated project to be paid to AGENCY, its successors and assigns, for which payment well and truly to be made, we bind ourselves, our heirs, executors and administrators, successors and assigns, jointly and severally, firmly by these presents.

THE CONDITIONS OF THIS OBLIGATION ARE SUCH that if CONTRACTOR shall remedy without cost to AGENCY any defects which may develop during a period of one (1) year from the date of recordation of the Notice of Completion of the work performed under the contract, provided such defects are caused by defective or inferior materials or work, then this obligation shall be void; otherwise it shall be and remain in full force and effect. In case suit is brought upon this bond, SURETY will pay reasonable attorneys’ fees to the AGENCY in an amount to be fixed by the court.

IN WITNESS WHEREOF the parties hereto have set their names, titles, hands, and seals this____ day of
......................................., 20__.

Contractor* Contractor’s Signer’s Name, Title
Contractor’s Business Name
Mailing Street Address
City, State, Zip Code
Telephone #
SURETY* ______________________________________________
______________________________________________
______________________________________________
______________________________________________
*Provide CONTRACTOR and SURETY name, address and telephone number and the name, title, address and telephone number for their respective authorized representatives. Powers of Attorney must be attached.

Subscribed and sworn to this ............ day of..............................., 20__.

NOTARY PUBLIC................................................................................................... ..................................................................................................................................(SEAL) (EXECUTE IN DUPLICATE)

SPC24-05
SECTION D – Page 15

CONTRACT INFORMATION AND DOCUMENT
WORKERS’ COMPENSATION INSURANCE CERTIFICATE
The Contractor shall execute the following form as required by the California Labor Code, Sections 1860 and 1861:

I am aware of the provisions of Section 3700 of the Labor Code which require every employer to be insured against liability for workers’ compensation or to undertake self-insurance in accordance with the provisions of that code, and I will comply with such provisions before commencing the performance of the work of this contract.

DATE: Contractor’s Business Name .
(Contractor)
By:
(Signature)
(Title)
Attest:

By:
(Signature)
(Title)
Note: See Section 5 Legal Relations and Responsibilities, Subsection 5-4 of the Standard Specifications for insurance carrier rating requirements.

SPC24-05
SECTION D – Page 16

CONTRACT INFORMATION AND DOCUMENT

ENDORSEMENTS TO INSURANCE POLICY

Name of Insurance Company:

Policy Number:

Effective Date:

The following endorsements are hereby incorporated by reference into the attached Certificate of Insurance as though fully set forth thereon:

1. The naming of an additional insured as herein provided shall not affect any recovery to which such additional insured would be entitled under this policy if not named as such additional insured, and

2. The additional insured named herein shall not be held liable for any premium or expense of any nature on this policy or any extensions thereof, and

3. The additional insured named herein shall not by reason of being so named be considered a member of any mutual insurance company for any purpose whatsoever, and

4. The provisions of the policy will not be changed, suspended, canceled or otherwise terminated as to the interest of the additional insured named herein without first giving such additional insured twenty (20) days’ written notice.

5. Any other insurance held by the additional insured shall not be required to contribute anything toward any loss or expense covered by the insurance, which is referred to by this certificate.

6. The company provided insurance for this certificate is a company licensed to do business in the State of California with a Best’s rating of A+ VIII or greater.

It is agreed that the City of Los Alamitos, its officers and employees, are included as Additional Insureds under the contracts of insurance for which the Certificate of Insurance is given.

Authorized Insurance Agent
Date:

SPC24-05
SECTION D – Page 17

CONTRACT INFORMATION AND DOCUMENT

STATEMENT REGARDING INSURANCE COVERAGE

STRIPING IMPROVEMENTS ON KATELLA AVENUE
SPECIFICATION NO. CIP 24/25-07

IN THE CITY OF LOS ALAMITOS, CALIFORNIA
The undersigned representative of Bidder hereby certifies that he/she has reviewed the insurance coverage requirements specified in 5.4 LIABILITY INSURANCE of Section E, Standard Specifications. Should Bidder be awarded the contract for the work, the undersigned further certifies that Bidder can meet all of these specification requirements for insurance including insurance coverage of his/her subcontractors.

NAME OF BIDDER: ........................................................................................................

MAILING ADDRESS: ........................................................................................................ ........................................................................................................ ........................................................................................................

AUTHORIZED SIGNATURE: ........................................................................................................

TITLE: ........................................................................................................

DATE: ........................................................................................................

SPC24-05
SECTION D – Page 18

CONTRACT INFORMATION AND DOCUMENT
STATEMENT REGARDING CONTRACTOR’S LICENSING LAWS

STRIPING IMPROVEMENTS ON KATELLA AVENUE
SPECIFICATION NO. CIP 24/25-07

IN THE CITY OF LOS ALAMITOS, CALIFORNIA
[Business & Professions Code § 7028.15]
[Public Contract Code § 20103.5]
I, the undersigned, certify that I am aware of the following provisions of California law and that I, or the entity on whose behalf this certification is given, hold a currently valid California contractor’s license as set forth below:

Business & Professions Code § 7028.15:
a) It is a misdemeanor for any person to submit a bid to a public agency to engage in the business or act in the capacity of a contractor within this state without having a license therefor, except in any of the following cases:
(1)The person is particularly exempted from this chapter. (2)The bid is submitted on a state project governed by Section 10164 of the Public Contract Code or on any local agency project governed by Section 20104 [now § 20103.5] of the Public Contract Code.
b) If a person has been previously convicted of the offense described in this section, the court shall impose a fine of 20 percent of the price of the contract under which the unlicensed person performed contracting work, or four thousand five hundred dollars ($4,500), whichever is greater, or imprisonment in the county jail for not less than 10 days nor more than six months, or both.

In the event the person performing the contracting work has agreed to furnish materials and labor on an hourly basis, “the price of the contract” for the purposes of this subdivision means the aggregate sum of the cost of materials and labor furnished and the cost of completing the work to be performed.
c) This section shall not apply to a joint venture license, as required by Section 7029.1.

However, at the time of making a bid as a joint venture, each person submitting the bid shall be subject to this section with respect to his/her individual licenser. d) This section shall not affect the right or ability of a licensed architect, land surveyor, or registered professional engineer to form joint ventures with licensed contractors to render services within the scope of their respective practices. e) Unless one of the foregoing exceptions applies, a bid submitted to a public agency by a contractor who is not licensed in accordance with this chapter shall be considered nonresponsive and shall be rejected by the public agency. Unless one of the foregoing exceptions applies, a local public agency shall, before awarding a contract or issuing a purchase order, verify that the contractor was properly licensed when the contractor submitted the bid. Notwithstanding any other provision of law, unless one of the foregoing exceptions applies, the registrar may issue a citation to any public officer or employee of a public entity who knowingly awards a contract or issues a purchase order to a contractor who is not licensed pursuant to this chapter. The amount of civil penalties, appeal, and finality of such citations shall be subject to Sections 7028.7 to 7028.13, inclusive. Any contract awarded to, or any purchase order issued to, as contractor who is not licensed pursuant to this chapter is void. f) Any compliance or noncompliance with subdivision (e) of this section, as added by Chapter 863 of the Statutes of 1989, shall not invalidate any contract or bid awarded by a public agency during which time that subdivision was in effect.

SPC24-05
SECTION D – Page 19

CONTRACT INFORMATION AND DOCUMENT
g) A public employee or officer shall not be subject to a citation pursuant to this section if the public employee, officer, or employing agency made an inquiry to the board for the purposes of verifying the license status of any person or contractor and the board failed to respond to the inquiry within three business days. For purposes of this section, a telephone response by the board shall be deemed sufficient.

Public Contract Code § 20103.5:

In all contracts subject to this part where federal funds are involved, no bid submitted shall be invalidated by the failure of the bidder to be licensed in accordance with the laws of this state.

However, at the time the contract is awarded, the contractor shall be properly licensed in accordance with the laws of this state. The first payment for work or material under any contract shall not be made unless and until the Registrar of Contractors verifies to the agency that the records of the Contractors’ State License Board indicate that the contractor was properly licensed at the time the contract was awarded. Any bidder or contractor not so licensed shall be subject to all legal penalties imposed by law, including, but not limited to, any appropriate disciplinary action by the Contractors’ State License Board. The agency shall include a statement to that effect in the standard form of pre-qualification questionnaire and financial statement. Failure of the bidder to obtain proper and adequate licensing for an award of a contract shall constitute a failure to execute the contract and shall result in the forfeiture of the security of the bidder.

Contractors License Number: _____________________________________________ License Expiration Date: _____________________________________________ Authorized Signature: _____________________________________________ Date: _____________________________________________

SPC24-05
SECTION E – Page 1

STANDARD SPECIFICATIONS

SECTION E

STRIPING IMPROVEMENTS ON KATELLA AVENUE
SPECIFICATION NO. CIP 24/25-07

IN THE CITY OF LOS ALAMITOS, CALIFORNIA

STANDARD SPECIFICATIONS

SPC24-05
SECTION E – Page 2

STANDARD SPECIFICATIONS

STANDARD SPECIFICATIONS

STRIPING IMPROVEMENTS ON KATELLA AVENUE
SPECIFICATION NO. CIP 24/25-07

IN THE CITY OF LOS ALAMITOS, CALIFORNIA
0-1 STANDARD SPECIFICATIONS
Except as hereinafter amended, the provisions of the 2021 Edition of the “Green Book,” Standard Specifications for Public Works Construction (“SSPWC”), with the latest Supplements, prepared and promulgated by the Southern California Chapters of the American Public Works Association and the Associated General Contractors of America, and these modifications thereto are adopted as the “Standard Specifications” for the Agency. These Standard Specifications will be numbered as Sections 0 through 800 per the SSPWC.
0-2 NUMBERING OF SECTIONS
The numbering of sections and subsections in these amendments and modifications are compatible with the numbering of sections in the SSPWC.
0-3 AMENDMENTS AND MODIFICATIONS
The following sections of the SSPWC are amended as provided herein. In the event of any inconsistencies between the amendments outlined herein and the SSPWC, these amendments shall control.
1-2 TERMS AND DEFINITIONS
Add the following:

Agent—Shall include persons and companies, other than the Contractor, retained by the City to perform design and construction services in relation to the Work.

Acceptance—The Agency’s formal written acceptance of a project that has been completed in all respects in accordance with the plans and specifications and any modifications thereof.

City—The City of Los Alamitos, California, as the Agency and Owner.

City Council—City Council of the City of Los Alamitos, California.

Construction Manager—Persons and/or company retained by the City to perform construction management services.

Design Engineer—Persons and/or company retained by the City to perform engineering design services.

Due Notice—A written notification, provided in due time, of a proposed action, where the contract requires such notification within a specified time (usually 48 hours or two working days) prior to the commencement of the contemplated action.

Engineer—The City Engineer of the City of Los Alamitos, or his/her authorized representative.

SPC24-05
SECTION E – Page 3

STANDARD SPECIFICATIONS
Geotechnical Engineer—Person licensed to practice Soils Engineering or Geotechnical Engineering pursuant to the laws of the State of California and retained by the Agency during construction.

Prompt—The briefest interval of time required for a considered reply, including time required for approval by a governing body.

Standard Plans—“Standard Plans for Public Works Construction” - Latest edition of the Southern California Chapter of the American Public Works Association.

State Standard Specifications (“SSS”)—Standard Specifications prepared by the State of California, Business and Transportation Agency, Department of Transportation.

State Standard Plans (“SSP”)—Standard Plans prepared by State of California, Business and Transportation Agency, Department of Transportation.

Working Days—Any days, except: (1) Saturdays, Sundays, legal holidays on which Los Alamitos City Hall is closed for business; (2) days when work is suspended by the Engineer for reasons unrelated to the performance of the contractor, and provided in Subsections 6-3 and 6-3.1; and (3) days determined to be non-working in accordance with Section 6-3 “Time of Completion”. 1-3.3 INSTITUTIONS
Add the following:

AGCA Associated General Contractors of America
ASME American Society of Mechanical Engineers
CRSI Concrete Reinforcing Steel Institute
CSI Construction Specifications Institute
NFPA National Fire Protection Association
SSS State of California Standard Specifications, latest edition, Department of Transportation SSP State of California Standard Plans, latest edition, Department of Transportation.

SSPWC Standard Specifications for Public Works Construction, as specified in Subsection 0-1 1-6 BIDDING AND SUBMISSION OF THE BID
1-6.2 SUBCONTRACTOR LISTING
Replace the third paragraph with the following:

Subcontracting of more than one-half of one percent of the work for which no Subcontractor was designated in the original Bid will be allowed only in cases of public emergency or necessity and only after the Engineer makes a written finding of circumstances constituting public emergency or necessity.

Delete the fourth paragraph and replace with the following:

SPC24-05
SECTION E – Page 4

STANDARD SPECIFICATIONS
The Contractor must obtain written consent of the City Council to substitute a Subcontractor designated in the original Bid, to permit any subcontract to be assigned or transferred, or to otherwise allow a subcontract to be performed by anyone other than the originally designated Subcontractor.

Delete the fifth paragraph and replace with the following:

A violation of any of the above provisions will be considered a violation of the Contract, and the City may cancel the Contract and collect appropriate damages or assess the Contractor a penalty of not more than ten (10) percent of the subcontract involved.

Add the following:

If subcontracted work is not being performed in a satisfactory manner, the City will notify the Contractor of the need to take corrective action and the Engineer may report the facts to the City Council. Upon order by City Council and the Contractor’s receipt of written instructions from the Engineer, the Subcontractor shall immediately be removed from the Work and may not again be employed on the Work.
1-7 AWARD AND EXECUTION OF THE CONTRACT
1-7.1 GENERAL
Add the following:

The City reserves the right to reject any or all proposals.

The Contract will be awarded, if at all, to the lowest responsible and responsive Bidder determined as provided on the Proposal Form, whose proposal complies with all the requirements prescribed. Such award, if made, will be made within the number of days stated in the proposal form. Refusal or failure to deliver the executed contract, bonds, or insurance in the form provided in the Contract and approved by the Agency’s attorney within the time provided herein shall be cause, at the Agency’s option, for the annulment of the award and forfeiture of the bid security. In such event, the Agency may successively award the Contract to the next lowest responsible and responsive Bidder until a properly executed Contract, bonds, and insurance is obtained, or it may at any time reject all remaining bids and proceed as provided by law. The refusal or failure of a successive lowest responsible and responsive Bidder to execute the Contract may, at the Agency’s option, result in an annulment of the award to that Bidder and the forfeiture of that Bidder’s bid security. The periods of time specified above within which the award of the Contract may be made shall be subject to extension for such further period as may be agreed upon in writing between the Agency and the concerned Bidder.

The Agency reserves the right to waive any irregularities.

Within ten (10) calendar days after the date of the Notice of Award, the Contractor shall execute and return the following contract documents to the Agency:

Contract Agreement (in duplicate)
Faithful Performance Bond (in duplicate)
Maintenance Bond (in duplicate)
Payment Bond (in duplicate)
Public Liability and Property Damage Insurance Certificate (two original) Additionally Insured Endorsement
Workers’ Compensation Insurance Certificate (two original)

SPC24-05
SECTION E – Page 5

STANDARD SPECIFICATIONS
A corporation to which an award is made may be required, before the Contract agreement is executed by the Agency, to furnish evidence of its corporate existence, of its right to enter into contracts in the State of California, and that the officers signing the contract and bonds for the corporation have the authority to do so.
1-7.2 CONTRACT BONDS
Add the following:

The PAYMENT BOND shall remain in force until thirty-five (35) days after the date of recordation of the Notice of Completion. The FAITHFUL PERFORMANCE BOND shall remain in force until the date of recordation of the Notice of Completion. The MAINTENANCE BOND shall remain in force until one (1) year after the date of recordation of the Notice of Completion.

All bonds must be accompanied by a Power of Attorney
SECTION 2 – SCOPE OF THE WORK
2-1 WORK TO BE DONE
Add the following:

Any plan or method of work suggested by the Agency or the Engineer to the Contractor but not specified or required, if adopted or followed by the Contractor in whole or in part, shall be used at the risk and responsibility of the Contractor; and the Agency and the Engineer shall assume no responsibility therefore and in no way be held liable for any defects in the work which may result from or be caused by use of such plan or method of work.

The work includes, but is not necessarily limited to, the following items as shown on the plans and specified in these Special Provisions:

The City of Los Alamitos proposes to re-stripe the existing strip with paint on Katella Avenue from I-605 to Walker Street (East City limit). Conflicting striping removals raised pavement marker removal/replacement, and curb marking re-painting are excluded from the scope of the project. 2-2 PERMITS
Replace first paragraph with the following:

Prior to the start of any work, the Contractor shall apply for and receive any applicable City, County, State, and Federal permits.
2-3 RIGHT-OF-WAY
Add the following:

When the Contractor arranges for additional work areas and facilities temporarily required by him/her, he/she shall provide the Agency with proof that the additional work areas and/or facilities have been left in a condition satisfactory to the owner(s) of said work areas and/or facilities prior to acceptance of the work.

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STANDARD SPECIFICATIONS
2-4 COOPERATION AND COLLATERAL WORK
Add the following:

Contractor shall coordinate his/her work so as to minimize disruption to ongoing or scheduled private development projects in the project area.
2-7 CHANGES INITIATED BY THE AGENCY
2-7.1 GENERAL
Add the following:

All final locations determined in the field, and any deviations from the Plans and Specification, shall be marked in red on the documents to show the as-built conditions. Contractor shall maintain a complete and accurate record of all changes of construction from that shown in these plans and specifications for the purpose of providing a basis for construction record drawings. No changes shall be made without prior written approval of the Engineer. Upon completion of the Project, Contractor shall deliver this record of all construction changes to the Engineer along with a letter which declares that other than these noted changes “the Project was constructed in conformance with the Contract Documents”. Final payment will not be made until this requirement is met.

As the figured dimensions shown on the drawings and in the specifications of the Contract may not in every case agree with scaled dimensions, the figured dimensions shall be followed in preference to the scaled dimensions, and drawings to a large scale shall be followed in preference to the drawings to a small scale. Should it appear that the work to be performed, or any related matter, are not sufficiently detailed or explained in the Contract documents, the Contractor shall apply to the Engineer for such further explanations as necessary, and shall conform to such further explanations provided by the Engineer as part of the Contract to the extent that it is consistent with the terms of the Contract.

Caution: The engineer preparing these plans will not be responsible or liable for unauthorized changes to or uses of these plans. All changes to the plans must be approved in writing by the Engineer.

SECTION 3 – CONTROL OF THE WORK
3-3 SUBCONTRACTORS
Replace the first paragraph with the following:

All persons engaged in the Work, including Subcontractors and their employees, will be considered employees of the Contractor. The Contractor will be held responsible for their work. The Agency will deal directly and solely with the Contractor and make all payments to the Contractor. 3-5 INSPECTION
Add the following:

The Agency shall inspect for compliance with requirements for 8-hour days and 40-hour weeks on normal working days. The Contractor shall reimburse the Agency, at rates established by the Agency, for any additional inspection, including inspection on legal holidays.

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STANDARD SPECIFICATIONS
3-10 SURVEYING
3-10.1 GENERAL
Add the following:

The Contractor shall be responsible for all survey and layout of work.

The line and grades for construction will be parallel to and offset from the position of the work. From the established lines and grades, the Contractor shall extend the necessary lines and grades for construction of the work and shall be responsible for the correctness of same. 3-12 WORK SITE MAINTENANCE
3-12.1 General
Add the following Subsection:
3-12.1.1 WORK AREA APPEARANCE
The Contractor shall maintain a neat appearance to the Work.

All unsuitable construction materials and rubbish and debris shall be regularly removed from the job site, be transported to a suitable location, and be disposed of in a proper and legal manner.

In any area visible to the public, the following shall apply:

1. Broken concrete and debris developed during clearing and grubbing shall be disposed of weekly.

2. The Contractor shall furnish trash bins for all debris from structure construction. All debris shall be placed in trash bins daily.

3. Forms or false work that are to be re-used shall be neatly stacked concurrent with their removal.

4. Forms and false work that are not to be re-used shall be disposed of with their removal.

5. Wash down from concrete trucks shall be at one location. Concrete from wash down procedures shall be removed from the site weekly.
3-12.3 NOISE CONTROL
Add the following:

A noise level limit of 85 dba at a distance of fifty (50) feet shall apply to all construction equipment on or related to the job, whether owned by the Contractor or not. The use of excessively loud warning signals shall be avoided except in those cases where required for the protection of personnel.

The Contractor shall arrange and maintain a secure storage site for all equipment and materials. All equipment and unused materials shall be returned to this site at the end of each work day. 3-12.6 WATER POLLUTION CONTROL

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STANDARD SPECIFICATIONS
3-12.6.1 General
Add the following:

This item shall consist of preparation, implementation and compliance with a storm water pollution prevention plan (SWPPP) for the project, if applicable. 3-12.6.2 BEST MANAGEMENT PRACTICES (BMPs)
Add the following:

All storm water pollution prevention measures shall be in accordance with the submitted SWPPP. In the event circumstances during the course of construction require changes to the original SWPPP, a revised plan shall be promptly submitted to the Agency’s representative in each instance. No responsibility shall accrue to the Agency as a result of the plan or as a result of knowledge of the plan. All work installed by the Contractor in connection with the SWPPP but not specified to become a permanent part of the project shall be removed and the site restored in so far as practical to its original condition prior to completion of construction or when directed by the Agency’s representative. 3-12.6.5 PAYMENT
Add the following:

Unless otherwise indicated in the Special Provision, measurement and payment for Storm Water Pollution Prevention Measures, as described herein, shall be included in the items of Work requiring storm water pollution prevention measures as indicated in the project Special Provisions. Such payment shall be considered full compensation for all labor, materials, tools, and equipment for completion, and implementation and compliance with the SWPPP.
3-13 COMPLETION, ACCEPTANCE, AND WARRANTY
3-13.3 WARRANTY
Add the following:

The Contractor shall warrant and guarantee the entire Work and all parts thereof, including that performed and constructed by subcontractors, and others employed directly or indirectly on the Work, against faulty or defective materials, equipment or workmanship for the maximum period provided by law. In addition thereto, for a period of one (1) year commencing on the date of acceptance of the Work, the Contractor shall, upon the receipt of notice in writing from the Agency, promptly make all repairs arising out of defective materials, workmanship or equipment and bear the cost thereof. The Agency is hereby authorized to make such repairs and the Contractor and Surety shall bear the cost thereof if, ten (10) days after the giving of such notice to the Contractor, the Contractor has failed to make or undertake with due diligence the repairs; provided, however, that, in the case of an emergency where, in the opinion of the Agency, delay could cause serious loss or damage, repairs may be made without notice being sent to the Contractor or Surety, and all expense in connection therewith shall be charged to the Contractor and Surety.

For the purpose of this article “Acceptance of the Work” shall mean the acceptance of the Work by the Agency in accordance with Subsection 3-13.2 but not for the purpose of extinguishing any covenant or agreement or agreement on the part of the Contractor to be performed or fulfilled under this Contract, which has not in fact been performed or fulfilled at the time of such acceptance all of such covenants and agreements, shall continue to be binding on the Contractor until they have been fulfilled.

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STANDARD SPECIFICATIONS
The effective date of Acceptance of the Work and commencement of the Guarantee shall be the date of acceptance of the Notice of Completion by the City Council.

Add the following subsection to Subsection 3-13:
3-13.3.4 General Guaranty
The Contractor shall remedy any defects in the Work and pay for any damage to other work resulting therefrom, which shall appear within a period of one year from the date of final acceptance of the Work unless a longer period is specified. The Agency will give notice of observed defects with reasonable promptness.

SECTION 4 – CONTROL OF MATERIALS
4-1 GENERAL
Add the following:

The Contractor and all subcontractors, suppliers, and vendors shall guarantee that the entire Work will meet all requirements of this Contract as to the quality of materials, equipment, and workmanship. The Contractor, at no cost to the Agency, shall make any repairs or replacements made necessary by defects in materials, equipment, or workmanship that become evident within one year after the date of recordation of the Notice of Completion. Within this one year period, the Contractor shall also restore to full compliance with the requirements of this Contract any portion of the Work which is found not to meet those requirements. The Contractor shall defend, indemnify, and hold the Agency, its officers, agents, and employees harmless from claims of any kind due to injuries or damages arising, directly or indirectly, from said defects or noncompliance.

The Contractor shall make all repairs, replacements, and restorations within thirty-five (35) days after the date of the Engineers’ written notice.

If, in the opinion of the Engineer, the defective work is not of sufficient magnitude or importance to make the work dangerous or undesirable, or if, in the opinion of the Engineer, the removal of such work is impractical or will create conditions which are dangerous or undesirable, the Agency shall have the right and authority to retain such work instead of requiring it to be removed and reconstructed, but will make such deductions thereof in the payments due or to become due to the Contractor as the Agency may deem just and reasonable.
4-4 TESTING
Replace the third and fourth sentences of the first paragraph with the following:

Except as elsewhere specified, the Agency will bear the cost of testing material and/or workmanship which meet or exceed the requirements indicated in the Standard Specifications and the Special Provisions. The Contractor shall bear the cost of all other tests, including the retesting of material or workmanship that fails to pass the first test.
4-6 TRADE NAMES
Replace the third sentence of the second paragraph with the following:

Approval of equipment and materials offered as equivalents to those specified must be obtained prior to the opening of bids as set forth in the Instructions to Bidders.

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STANDARD SPECIFICATIONS
Add the following:

Along with information supplied by the Contractor regarding equivalency of the proposed item, the Contractor shall clearly identify all deviations from the specified item. Deviations discovered by the Engineer after acceptance of an “or equal” item which were not identified by the Contractor with his/her submittal shall be cause for rejection of the “or equal” item. Contractor shall be due no additional compensation in time or money for acceptance or rejection of a proposed “or equal” item and subsequent replacement with the item specified. Contractor shall pay cost to Agency for items requiring more than two submittals and analysis of any shop drawing which requires more than a general review of an “or equal” item.

SECTION 5 – LEGAL RELATIONS AND RESPONSIBILITIES
5-3 LABOR
5-3.1 General
Add the following:

The Contractor shall ensure unlimited access to the job site for all Equal Opportunity Compliance officers.

Every Contractor and Subcontractor shall keep an accurate record showing the name, occupation, and the actual per diem wages paid to each worker employed by him/her in connection with the public work. The record shall be kept open at all reasonable hours to the inspection of the body awarding the Contract and to the Division of Labor Law Enforcement.

Add the following Subsection:
5-3.4.1 OVERTIME AND SHIFT WORK
The Contractor may establish overtime and shift work as a regular procedure only with the written permission of the Engineer. Such permission may be revoked at any time. No work other than overtime and shift work established as a regular procedure shall be done between the hours of 4:00 p.m. and 7:30 a.m., nor on Saturdays, Sundays or legal holidays, except such work as is necessary for the proper care and protection of the work already performed or except in case of an emergency.

All costs for overtime inspection, except those occurring as a result of overtime and shift work established as a regular procedure, shall be paid by the Contractor. Overtime inspection shall include inspection required during holidays observed by the AGC and Trade Unions, Saturdays, Sundays, and any weekday between the hours of 4:00 p.m. and 7:30 a.m.. Such costs will include but will not necessarily be limited to engineering, inspection, general supervision and other overhead expenses that are directly chargeable to the overtime work. The Agency shall deduct all such charges from payments due the Contractor. 5-4.2 GENERAL LIABILITY INSURANCE
Replace Subsection 5-4.2 with the following:
5-4.2.1 GENERAL. CONTRACTOR and AGENCY agree that Agency, its employees, agents and officials should, to the extent permitted by law, be fully protected from any loss, injury, damage, claim, lawsuit, cost, expense, attorneys fees, litigation costs, defense costs, court costs or any other cost arising out of or in any way related to the performance of this Agreement. Accordingly, the provisions of this

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STANDARD SPECIFICATIONS
indemnity provision are intended by the parties to be interpreted and construed to provide the fullest protection possible under the law to the Agency. CONTRACTOR acknowledges that AGENCY would not have entered into this Agreement in the absence of the commitment of CONTRACTOR to indemnify and protect AGENCY as set forth here.
5-4.2.2 To the full extent permitted by law, CONTRACTOR shall defend, indemnify and hold harmless AGENCY, its employees, agents and officials, from any liability, claims, suits, actions, arbitration proceedings, administrative proceedings, regulatory proceedings, losses, expenses or costs of any kind, whether actual, alleged, or threatened, actual attorneys fees incurred by AGENCY, court costs, interest, defense costs including expert witness fees and any other costs or expenses of any kind whatsoever without restriction or limitation incurred in relation to, as a consequence of, arising out of or in any way attributable actually, allegedly or impliedly, in whole or in part to the performance of this Agreement. All obligations under this provision are to be paid by CONTRACTOR as they are incurred by the AGENCY. 5-4.2.3 Without affecting the rights of AGENCY under any provision of this agreement or this section, CONTRACTOR shall not be required to indemnify and hold harmless AGENCY as set forth above for liability attributable to the sole fault of AGENCY, provided such sole fault is determined by agreement between the parties or the findings of a court of competent jurisdiction.

This exception will apply only in instances where the AGENCY is shown to have been solely at fault and not in instances where CONTRACTOR is solely or partially at fault or in instances where AGENCY’s fault accounts for only a percentage of the liability involved. In those instances, the obligation of CONTRACTOR will be all-inclusive and AGENCY will be indemnified for all liability incurred, even though a percentage of the liability is attributable to the conduct of the AGENCY. 5-4.2.4 CONTRACTOR acknowledges that its obligation pursuant to this section extends to liability attributable to AGENCY, if that liability is less than the sole fault of AGENCY. CONTRACTOR has no obligation under this Agreement for liability proven in a court of competent jurisdiction or by written agreement between the parties to be the sole fault of AGENCY. 5-4.2.5 The obligations of CONTRACTOR under this or any other provision of this Agreement will not be limited by the provisions of any workers compensation act or similar act. CONTRACTOR expressly waives its statutory immunity under such statutes or laws as to AGENCY, its employees, agents and officials.
5-4.2.6 CONTRACTOR agrees to obtain executed indemnity agreements with provisions identical to those as set forth here in this section from each and every subcontractor, sub-tier contractor or any other person or entity involved by, for, with or on behalf of CONTRACTOR in the performance or subject matter of this Agreement. In the event CONTRACTOR fails to obtain such indemnity obligations from others as required here, CONTRACTOR agrees to be fully responsible according to the terms of this section.
5-4.2.7 Failure of AGENCY to monitor compliance with these requirements imposes no additional obligations on AGENCY and will in no way act as a waiver of any rights hereunder. This obligation to indemnify and defend AGENCY as set forth herein is binding on the successors, assigns or heirs of CONTRACTOR and shall survive the termination of this Agreement or this section. 5-4.2.8 CONTRACTOR agrees to provide insurance in accordance with the requirements as set forth here. If CONTRACTOR uses existing coverage to comply with these requirements and that coverage does not meet the requirements set forth herein, CONTRACTOR agrees to amend, supplement or endorse the existing coverage to do so. The following coverages will be provided by CONTRACTOR and maintained on behalf of AGENCY and in accordance with the requirements set forth herein.

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STANDARD SPECIFICATIONS
5-4.2.9 Commercial General Liability/Umbrella Insurance. Primary insurance shall be provided on ISOCGL form No. CG 00 01 11 85 or 88. Total limits shall be not less than two million dollars ($2,000,000.00) per occurrence for all coverages and two million dollars ($2,000,000.00) general aggregate. AGENCY and its officers, agents and employees shall be named as additional insureds using ISO additional insureds endorsement form CG 20 10 11 85 (in no event will AGENCY accept an endorsement form with an edition date later than 1990). Coverage shall apply on a primary noncontributing basis in relation to any other insurance or self-insurance, primary or excess, available to AGENCY or any employee or agent of AGENCY. Coverage shall not be limited to the vicarious liability or supervisory role of any additional insured. Umbrella Liability Insurance (over primary) shall apply to bodily injury/property damage, personal injury/advertising injury, at a minimum, and shall include a “drop down” provision providing primary coverage above a maximum of $25,000.00 self-insured retention for liability not covered by primary policies but covered by the umbrella policy. Coverage shall be following form to any underlying coverage. Coverage shall be provided on a “pay on behalf” basis, with defense costs payable in addition to policy limits. There shall be no cross-liability exclusion.

Policies shall have concurrent starting and ending dates.

Each policy of insurance shall contain a clause prohibiting cancellation, modification or lapse without thirty (30) days prior written notice having been given to the City. All insurance policies shall be subject to approval by the City Attorney and certificates evidencing such policies shall be provided to the City concurrently with the filing of all required bonds.

5.4.2.10 Business Auto/Umbrella Liability Insurance. Primary coverage shall be written on ISO Business Auto Coverage form CA 00 01 06 92 including symbol 1 (Any Auto). Limits shall be no less than two million dollars ($2,000,000.00) per accident. Starting and ending dates shall be concurrent. If CONTRACTOR owns no autos, a non-owned auto endorsement to the General Liability policy drafted above is acceptable.
5-4.3 WORKERS’ COMPENSATION INSURANCE
Replace Subsection 5-4.3 with the following:
5-4.3.1 Workers’ Compensation/Employers’ Liability shall be written on a policy form providing workers’ compensation statutory benefits as required by law. Employers’ liability limits shall be no less than one million dollars per accident or disease. Employers’ liability coverage shall be scheduled under any umbrella policy described above. Unless otherwise agreed, this policy shall be endorsed to waive any right of subrogation as respects the AGENCY, its officers, agents or employees. 5-4.3.2 CONTRACTOR and AGENCY further agree as follows:
5-4.3.2.1 This Section supersedes all other sections and provisions of this Agreement to the extent that any other section or provision conflicts with or impairs the provisions of this Section. 5-4.3.2.2 Nothing contained in this Section is to be construed as affecting or altering the legal status of the parties to this Agreement. The insurance requirements set forth in this Section are intended to be separate and distinct from any other provision in this Agreement and shall be interpreted as such. 5-4.3.2.3 All insurance coverage and limits provided pursuant to this Agreement shall apply to the full extent of the policies involved, available, or applicable. Nothing contained in this Agreement or any other agreement relating to the AGENCY or its operations limits the application of each insurance coverage.
5-4.3.2.4 Requirements of specific coverage features or limits contained in this Section are not intended as a limitation on coverage, limits or other requirements, or a waiver of any coverage normally provided by any insurance. Specific reference to a given coverage feature is for purposes of clarification

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STANDARD SPECIFICATIONS
only and is not intended by any party to be all-inclusive, or to the exclusion of other coverage, or a waiver of any type.
5-4.3.2.5 For purposes of insurance coverage only, this Agreement shall be deemed to have been executed immediately upon any party hereto taking any steps that can be deemed to be in furtherance of or towards performance of this Agreement.
5-4.3.2.6 All general or auto liability insurance coverage provided pursuant to this Agreement, or any other agreements pertaining to the performance of this Agreement, shall not prohibit CONTRACTOR, and CONTRACTOR’s agents, officers or employees from waiving the right of subrogation prior to a loss.

Contractor hereby waives all rights of subrogation against AGENCY. 5-4.3.2.7 Unless otherwise approved by AGENCY, CONTRACTOR’s insurance shall be written by insurers authorized to do business in the State of California and with a minimum “Best’s” Insurance Guide rating of “A+VIII.” Self-insurance will not be considered to comply with these insurance specifications.
5-4.3.2.8 In the event any policy of insurance required by this Agreement does not comply with these requirements or is canceled and not replaced, AGENCY has the right but not the duty to obtain the insurance it deems necessary, and any premium paid by AGENCY will be promptly reimbursed by CONTRACTOR. Upon CONTRACTOR’s failure to make such reimbursement within 30 days of written demand, AGENCY may deduct that sum from any monies due CONTRACTOR hereunder or otherwise. 5-4.3.2.9 CONTRACTOR agrees to provide evidence of the insurance required herein, satisfactory to AGENCY, consisting of certificate(s) of insurance evidencing all of the coverages required and an additional insured endorsement to CONTRACTOR’s general liability and umbrella liability policy (if any) using ISO form CG 20 10 11 85. Certificate(s) are to reflect that the insurer will provide 30 days’ notice of any cancellation of coverage. CONTRACTOR agrees to require its insurer to modify such certificates to delete any exculpatory wording stating that failure of insurer to mail written notice of cancellation imposes no obligation, and to delete the word “endeavor” with regard to any notice provisions. CONTRACTOR agrees to provide complete copies of policies to AGENCY upon request. 5-4.3.2.10 CONTRACTOR shall provide proof that policies of insurance required herein expiring during the term of this Agreement have been renewed or replaced with other policies providing at least the same coverage. Such proof shall be furnished within 72 hours of the expiration of the coverages. 5-4.3.2.11 Any actual or alleged failure on the part of AGENCY or any other additional insured under these requirements to obtain proof of insurance required under this Agreement in no way waives any right or remedy of AGENCY or any additional insured, in this or any other regard. 5-4.3.2.12 CONTRACTOR agrees to require all subcontractors or other parties hired for this project to provide general liability insurance naming as additional insureds all parties to this Agreement.

CONTRACTOR agrees to obtain certificates evidencing such coverage and make reasonable efforts to ensure that such coverage is provided as required here. CONTRACTOR agrees to require that no contract used by any subcontractor, or contracts CONTRACTOR enters into on behalf of AGENCY, will reserve the right to charge back to AGENCY the cost of insurance required by this Agreement.

CONTRACTOR agrees that upon request, all agreements with subcontractors or others with whom CONTRACTOR contracts on behalf of AGENCY will be submitted to AGENCY for review. Failure of AGENCY to request copies of such agreement will not impose any liability on AGENCY, its officers, agents, or employees.
5-4.3.2.13 If CONTRACTOR is a Limited Liability Company, general liability coverage must be amended so that the Limited Liability Company and its Managers, Affiliates, employees, agents and other persons necessary or incidental to its operations are insureds.

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STANDARD SPECIFICATIONS
5-4.3.2.14 CONTRACTOR agrees to provide immediate notice to AGENCY of any claim or loss against CONTRACTOR that includes AGENCY as a defendant. AGENCY assumes no obligation or liability by such notice, but has the right (but not the duty) to monitor the handling of any such claim or claims.
5-7 SAFETY
Add the following:

At the pre-construction meeting, the Contractor shall submit his/her complete construction schedule to the Engineer for approval. The Contractor shall submit requests for changes in the schedule to the Engineer for approval at least forty-eight (48) hours prior to the scheduled Work.

Add the following Subsection 5-8 Project Information Sign:
5-8 PROJECT INFORMATION SIGN
Work specified in this section includes providing all materials and performing all operations to fabricate, install, modify and/or relocate Project Information Signs, and as specified in these Special Provisions.

Submit a shop drawings for all sign panels, and the Manufacturer’s data for the Sign Panels.

MATERIALS
A. Project Information Signs shall be constructed per Caltrans specifications for aluminum single sheet and laminated panel signs.

B. Sign Posts shall be constructed of wood and shall conform to the provisions of section 56-2.02B, Caltrans.

C. Mounting Hardware shall be furnished by the Contractor and shall conform to the provisions of section 56-2.02D, Caltrans.

D. To properly provide for changing traffic conditions, the Contractor shall be prepared to furnish on short notice (within 48 hours) additional sign panels, posts and mounting hardware. The Contractor shall make arrangements with a supplier who is able, on a daily basis, to furnish such items on short notice.

INSTALLATION
A. For this contract, Zero (0) Project Information Sign(s) are required and shall be installed, relocated or modified as directed by the City Engineer and shall conform to the provisions of sections 56-2.03, and 56-

2.04, Caltrans.

B. All signs shall have breakaway features as detailed in Standard Plan RS2, “Roadside Sign Details,” Caltrans.

C. Signs to be removed and/or relocated as directed by the City Engineer shall be installed at the new location on the same day said sign is removed from its previous location.

D. The location of each sign shall be as directed by the City Engineer or his designee.

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STANDARD SPECIFICATIONS
Project information sign should be installed in a way to have bottom of sign at least 7 feet above the ground.

The project information signs shall be erected five (5) working days prior to the start of work.

The sign shall show the project name, funding source, and City logo. The sign shall list the names of the City Manager, City Council, Director of Development Services, and City Engineer. Contractor shall submit a mock-up to the City for review prior to manufacturing sign. The Contractor shall revise all misspellings and any other corrections on the sign at no extra cost to the City.

Upon completion of the project, City shall keep all of the Project Information Signs.

Measurement and payment for Project Information Sign shall be at the unit bid price per each (EA) and shall include full compensation for furnishing all labor, materials, tools, equipment, and incidentals for doing all work involved in construction of these items and no additional compensation will be allowed therefore.

SECTION 6 – PROSECUTION AND PROGRESS OF THE WORK
6-1 CONSTRUCTION SCHEDULE AND COMMENCEMENT OF THE WORK
Add the following:

Prior to issuing the Notice to Proceed, the Engineer will schedule and conduct a pre-construction meeting with the Contractor to review the proposed construction schedule and delivery dates, arrange utility coordination, discuss construction methods, and clarify inspection procedures. 6-2 PROSECUTION OF THE WORK
Replace the last sentence of first paragraph with the following:

Should the Contractor fail to take the necessary steps to fully accomplish said purposes, after orders of the Engineer to do so, the Agency may suspend the work in whole or in part, until the Contractor takes said steps at no cost to the Agency.

Add the following:

The Contractor shall submit monthly progress reports to the Engineer by the tenth day of each month.

The report shall include an updated construction schedule. Any deviations from the original schedule shall be explained. Progress payments will be withheld pending receipt of any outstanding reports. 6-3 TIME OF COMPLETION
Add the following subsection:
6-3.3 WORKING DAY
The Contractor’s activities shall be confined to night work between 10:00 p.m. and 5:00 a.m. Monday through Friday. In addition, the Contractor shall not perform any Work on Saturday, Sunday, or on Agency-designated holidays. Agency-designated holidays are listed in TABLE 1 – AGENCYDESIGNATED HOLIDAYS below. Deviation from these hours will be permitted upon approval of the Engineer, except in emergencies involving immediate hazard to persons or property.

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STANDARD SPECIFICATIONS
Deviations from these hours will not be permitted without the prior consent of the Engineer, except in emergencies involving immediate hazard to persons or property. In the event of either a requested or emergency deviation, inspection service fees will be charged against the Contractor. Service fees will be calculated at overtime rates including benefits, overhead, and travel time; and will be deducted from the amounts due the Contractor.

Failure of the Contractor to adhere to working day requirements will result in damages being sustained by the City. Such damages are, and will continue to be, impracticable and extremely difficult to determine.

For each OCCURRENCE of a working day or hours violation, as provided herein, the Contractor shall pay to the Agency, or have withheld from monies due to it, the sum of $1,000.00.

TABLE 1 – AGENCY-DESIGNATED HOLIDAYS
New Year’s Day
Martin Luther King, Jr. Day
President’s Day
Memorial Day
Independence Day
Labor Day
Veteran’s Day
Thanksgiving Day
Day after Thanksgiving
Christmas Eve
Christmas Day

EXECUTION OF THE CONTRACT SHALL CONSTITUTE AGREEMENT BY THE AGENCY AND CONTRACTOR THAT $1,000 PER VIOLATION IS THE MINIMUM VALUE OF THE COST AND

ACTUAL DAMAGED CAUSED BY FAILURE OF THE CONTRACTOR TO LIMIT

PERFORMANCE OF THE WORK BETWEEN THE ALLOTTED TIMES, THAT SUCH SUM SHALL

NOT BE CONSTRUED AS A PENALTY, AND THAT SUCH SUM MAY BE DEDUCTED FROM PAYMENTS DUE THE CONTRACTOR IF SUCH DELAY OCCURS.
6-4 DELAYS AND EXTENSION OF TIME
6-4.1 GENERAL
Add the following Subsections:
6-4.1.1 Notice of Delays
Whenever the Contractor foresees any delay in the prosecution of the work, and in any event immediately upon the occurrence of any delay which the Contractor regards as unavoidable, he/she shall notify the Engineer in writing of the probability of the occurrence of such delay and its cause so that the Engineer may take immediate steps to prevent, if possible, the occurrence or continuance of the delay, or, if prevention is not possible, may determine whether the delay is to be considered avoidable or unavoidable, how long it continues, and to what extent it will delay the prosecution and completion of the work. It will be concluded that any and all delays which have occurred in the prosecution and completion of the work have been avoidable delays, except such delays as shall have been called to the attention of the Engineer at the time of their occurrence and found by him/her to have been unavoidable. The Contractor shall make no claims for any delay not called to the attention of the Engineer at the time of its occurrence as an unavoidable delay.

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STANDARD SPECIFICATIONS
6-4.1.2 Avoidable Delays
Avoidable delays in the prosecution or completion of the work shall include all delays which in the opinion of the Engineer would have been avoided by the exercise of care, prudence, foresight, and diligence on the part of the Contractor of his/her subcontractors. The following shall be considered avoidable delays within the meaning of the contract: 1) Delays in the prosecution of parts of the work which may in themselves be unavoidable but do not necessarily prevent or delay the prosecution of other parts of the work or the completion of the whole work within the time herein specified; 2) Reasonable loss of time resulting from the necessity of submitting samples of materials and drawings to the Engineer for approval and from performing tests of materials, measurements, and inspections; 3) Reasonable interference of other contractors employed by the Agency and/or other contractors working in the area which do not necessarily prevent the completion of the whole work within the time agreed upon; 4) Delays resulting from inaccurate or incomplete shop drawing submittals; and 5) Interference of other contractors performing concurrent work.
6-4.1.3 Extension of Time
In case the work is not completed in the time specified, including such extensions of time as may have been granted for unavoidable delays, the Contractor will be assessed damages for delay in accordance with Paragraph 6-9. The Agency, however, shall have the right to grant an extension of time for avoidable delay if it is deemed in his/her best interest to do so. During such extension of time, the Contractor will be charged for engineering and inspection services and other costs as provided in Paragraph 6-4.2.1 but will not be assessed damages pursuant to Paragraph 6-9. 6-4.2 EXTENSIONS OF TIME
Add the following Subsection:
6-4.2.1 Compensation to Agency for Extension of Time
Compensation for extension of time for avoidable delay granted pursuant to Paragraph 6-4.1.3 shall be the actual cost to the Agency for engineering, inspection, general supervision, and overhead expenses which are directly chargeable to the work and which accrue during the period of such extension, except that the cost of final inspection and preparation of the final estimate shall not be included. 6-4.4 WRITTEN NOTICE AND REPORT
Replace Subsection 6-4.4 with the following:

Requests for an extension of time must be delivered to the Agency within ten (10) consecutive calendar days following the date of the occurrence that caused the delay. The request must be submitted in writing and must state the cause of the delay, the date of the occurrence causing the delay, and the amount of additional time requested. This shall be included as part of a revised construction schedule required in Section 6-1. Requests for extensions of time shall be supported by all evidence reasonably available or known to the Contractor, which would support the extension of time requested. Requests for extensions of time, which are not received within the time specified above, shall result in the forfeiture of the Contractor’s right to receive any extension of time requested.

If the Contractor is requesting an extension of time because of weather, he/she shall supply daily written reports to the Agency’s representative describing such weather, and the work that could not be performed that day because of such weather or conditions resulting therefrom and that he/she otherwise would have performed.

SPC24-05
SECTION E – Page 18

STANDARD SPECIFICATIONS
6-9 LIQUIDATED DAMAGES
Replace Subsection 6-9 Liquidated Damages with the following:
6-9 FORFEITURE DUE TO DELAY
The Contractor shall complete all or any designated portion of the Work called for under the Contract within the time set forth in Part C (Proposal) of these Specifications.

In accordance with Government Code 53069.85, and all other applicable law, the Contractor agrees to forfeit and pay the Agency the amount of Five Hundred Dollars ($500.00) per day for each and every day of unauthorized delay beyond the completion date, which shall be deducted from any monies due the Contractor. This payment shall be considered liquidated damages. Contractor agrees that such liquidated damages are reasonable under the circumstances existing at the time of execution of the contract, that such liquidated damages are to compensate Agency for losses that are difficult to measure and that such damages are not a penalty.

Failure of the Contractor to perform any covenant or condition contained in the Contract Documents within the time period specified shall constitute a material breach of this Contract entitling the Agency to terminate the Contract unless the Contractor applies for, and receives, an extension of time in accordance with the procedures set forth in Section 6-4.

Failure of the Agency to insist upon the performance of any covenant or conditions within the time period specified in the Contract Documents shall not constitute a waiver of the Contractor’s duty to complete performance within the designated periods unless the Agency has executed a waiver in writing.

The Agency’s agreement to waive a specific time provision or to extend the time for performance shall not constitute a waiver of any other time provision contained in the Contract Documents.

Failure of the Contractor to complete performance promptly within the additional time authorized in a waiver or extension of time agreement shall constitute a material breach of this Contract entitling the Agency to terminate this agreement.

The Contractor shall not be deemed in breach of this Contract and no forfeiture due to delay shall be made because of any delays in the completion of the Work due to unforeseeable causes beyond the control and without the fault or negligence of the Contractor provided the Contractor requests an extension of time in accordance with the procedures set forth in Section 6-4. Unforeseeable causes of delay beyond the control of the Contractor shall include acts of God, acts of a public enemy, acts of the government, acts of the Agency, or acts of another contractor in the performance of a contract with the Agency, fires, floods, epidemics, quarantine restrictions, strikes, freight embargoes, and weather, or delays of subcontractors due to such causes, or delays caused by failure of the owner of a utility to provide for removal or relocation of existing utility facilities. Delays caused by actions or neglect of Contractor or his/her agents, servants, employees, officers, subcontractors, directors, or of any party contracting to perform part of all of the Work or to supply any equipment or materials shall not be excusable delays. Excusable delays (those beyond the Contractor’s control) shall not entitle the Contractor to any additional compensation. The sole recourse of the Contractor shall be to seek an extension of time.

Add the following Subsections:
6-10 DISPUTES AND CLAIMS

SPC24-05
SECTION E – Page 19

STANDARD SPECIFICATIONS
6-10.1 GENERAL
Any and all decisions made on appeal pursuant to this Subsection 6-10 shall be in writing. Any “decision” purportedly made pursuant to this Subsection 6-10 that is not in writing shall not be binding upon the Agency and should not be relied upon by the Contractor.

Nothing in this subsection shall be considered as relieving the Contractor from his/her duty to file the notice required under Subsection 6-11 or other duties required by the Contract Documents. 6-10.2 ADMINISTRATIVE REVIEW
Request for review made to the Construction Inspector or Project Engineer may be either oral or written.

Request for review made to the City Engineer shall be made in writing with supporting evidence attached.

The Contractor shall submit each request for review within twenty-one (21) calendar days of receipt of the decision that he/she is requesting.

Prior to demand for arbitration, the Contractor shall exhaust his/her administrative remedies by attempting to resolve his/her dispute or claim with Agency`s staff in the following sequence:

1. Project Engineer

2. City Engineer
Should the Project Engineer fail to address the Contractor’s request for review of a disputed decision within fourteen (14) calendar days after receiving such request, the Contractor may proceed directly to the City Engineer. At the option of the Agency, the person to whom the request for review is directed may elect to take such request to a higher level and the Contractor’s request shall be deemed to be properly submitted to such higher level.

The City Engineer shall address disputes or claims within twenty eight (28) calendar days after receiving such request and all necessary supporting data. The City Engineer’s decision on the dispute or claim shall be the Agency’s final decision.
6-10.3 ARBITRATION
Claims and disputes arising under or related to the performance of the contract shall be resolved in arbitration unless the Agency and the Contractor agree in writing, after the claim or dispute has arisen, to waive arbitration and to have the claim or dispute litigated in court of competent jurisdiction. Arbitration shall be conducted, to the extent feasible, pursuant to Chapter 3 (Sections 301-393, inclusive) of Division 2 of Title 1 of the California Code of Regulations except those references therein to the “State Contract Act” shall be construed to mean “applicable law” and “Public Agency”, or “Department” shall be construed to mean “Agency” as defined in Subsection 1.2. The arbitration decision shall be decided under and in accordance with California law, supported by substantial evidence, and in writing, contain the basis for the decision, findings of fact, and conclusions of law.

Arbitration shall be initiated by a Demand for Arbitration. The Contractor shall request a Demand for Arbitration not later than one hundred eighty (180) calendar days after the date of the final written decision of the Agency on the claim or dispute.

All contracts valued at more than $15,000 between the Contractor and his/her Subcontractors and Suppliers shall include a provision that the Subcontractors and Suppliers shall be bound to the Contractor to the same extent that the Contractor is bound to the Agency by all terms and provisions of the Contract, including these arbitration provisions.

SPC24-05
SECTION E – Page 20

STANDARD SPECIFICATIONS
6-11 NOTICE OF POTENTIAL CLAIM
The Contractor shall not be entitled to the payment of any additional compensation for any cause, including any act, or failure to act, by the Engineer, or the happening of any event, thing or occurrence, unless the Contractor shall have given the Engineer due notice in writing, of the potential claim as hereinafter specified, provided, however, that compliance with this Subsection 6-11 shall not be a prerequisite as to any claim that is based on differences in measurements or errors of computation as to the Contract quantities.

Additionally, this Subsection 6-11 shall not supersede the specific notice and protest requirements of Subsection 2-9 “Changed Conditions” and Subsection 6-3.2 “Contract Time Accounting” respectively.

A written notice of potential claim shall set forth the reasons the Contractor believes additional compensation will or may be due, the nature of the costs involved, and, insofar as possible, the amount of the potential claim. A notice as above required must have been given to the Engineer prior to the time that the Contractor shall have performed the Work giving rise to the potential claim for additional compensation, if based on an act or failure to act by the Engineer, or in all other cases within fifteen (15) days after the happening of the event, thing or occurrence giving rise to the potential claim.

It is the intention of this Subsection 6-11 that differences between the parties arising under and by the virtue of the Contract be brought to the attention of the Engineer at the earliest possible time in order that such matters may be settled, if possible, or other appropriate action promptly taken. The Contractor hereby agrees that he/she shall have no right to additional compensation for any claim that may be based on any such act, failure to act, event, thing or occurrence for which no written notice of potential claim as herein required was filed.

SECTION 7 – MEASUREMENT AND PAYMENT
7-3 PAYMENT
7-3.2 PARTIAL AND FINAL PAYMENT
Replace the last paragraph of this subsection with the following:

The closure date for periodic progress payments will be the twenty-fifth day of each month. Authorization to pay is commonly received on the second Wednesday of the following month. The Agency requires four to six weeks to review all progress payments, issue payment checks, present progress payment to Council for approval, and release payment to contractor. However, payments will be withheld pending receipt of any outstanding reports required by the Contract Documents. In addition, the final progress payment will not be released until the Contractor returns the control set of plans and specifications showing the as-built conditions.

The full five (5) percent retention will be deducted from all payments. The final retention will be authorized for payment thirty-five (35) days after the date of recordation of the Notice of Completion.

The Contractor may substitute securities for any monies withheld by the Agency to ensure performance under the Contract as provided in Public Contract Code Sections 10263 and 22300. 7-3.3 DELIVERED MATERIALS
Replace Subsection 7-3.3 with the following:

Materials and equipment delivered but not incorporated into the Work will not be included in the estimate for progress payment.

SPC24-05
SECTION E – Page 21

STANDARD SPECIFICATIONS
7-3.4 Mobilization
Replace Subsection 7-3.4 with the following:

Mobilization and demobilization shall consist of preparatory work and operations including, but not limited to, those necessary for the movement of personnel, equipment, materials, and incidentals to the project site necessary for work on the project and for all other work and operations which must be performed or costs incurred including bonds, insurance, and financing prior to beginning work on the various contract items on the project site. Mobilization shall also include the time, materials, and labor to move the necessary construction equipment to and from the site, supervisory time on the job by the Contractor’s personnel to keep the construction site in a safe condition, and all other related work as required at all times and for all non-working days during the construction period. The Contractor is responsible for securing an adequate storage site for equipment and materials.

Contractor shall provide traffic control per California Temporary Traffic Control Handbook.

Contractor must maintain access for visitors to the properties. One driveway must always remain open and accessible.

Payment for Mobilization shall be included in the other items of work and shall be considered full compensation and include but not be limited to, obtaining all business licenses and permits, as required for the entire project, from all related agencies, including, but not limited to, utility companies, private and public agencies and the City of Los Alamitos; and complying with the requirements specified in those licenses and permits; coordination, field office facility, implementation of Best Management Practices, and incidentals necessary to perform all related items of work.

SPC24-05
SECTION F – Page 1

SPECIAL PROVISIONS
PART 6 – TEMPORARY TRAFFIC CONTROL
600 ACCESS
600-1 General
Add the following:

The Contractor will be required to maintain at least one lane of traffic in each direction through the project area at all times in a manner satisfactory to the Engineer in the form of an engineered traffic control plan. The engineered traffic control plans must be signed by a California registered civil and/or traffic engineer. The plan is a required submittal for review at the pre-construction meeting.

All traffic control on the project shall be implemented by a sub-contractor who specializes in Traffic Control and is approved by the City Engineer.

All drop-offs on the pavement over 1 inch in height that are perpendicular to the direction of traffic, including driveway approach, and will remain overnight shall be ramped with temporary AC pavement. The cost to construct temporary AC pavement shall be included in price paid for other items of work, and no additional payment thereof.

All open trenches shall be covered with non-skid steel plates or temporary asphalt pavement before and after work hours, unless otherwise directed by the Engineer.

Add the following Subsection:
600-1.1 Parking Restrictions and Posting for Tow Away
No Parking signs, posted by the Contractor, shall be of heavy card stock and not less than 1.75 square feet of surface area on the face. Background color shall be white and letters shall be printed in red water resistant ink except day, date, and time of restriction may be printed in black water resistant ink. The signs shall be printed with the words “Tow Away” and “No Parking” with a character height of not less than 2.75 inches and a stroke width of not less than

0.5 inches. The day, dated, and time of the particular restriction shall be printed or attached below the above mentioned wording in characters of not less than 2.0 inches in height and 0.4 inches in stroke width. The day of the week shall be written out or properly abbreviated with three to four letters; date or dates or restriction shall be listed completely; the beginning and ending times shall be clearly listed on the sign.

Signs shall be mounted such that the wording “No Parking” are at an elevation at least three feet above the adjacent flowline. Signs may be tied with string to trees and power poles, taped to existing sign poles, or mounted to stakes or barricades as provided by the Contractor. The signs shall be placed as needed to control the parking of cars within the construction zone; signs shall be placed at intervals of 75 feet or less along each side of the roadway.

Signs shall be posted and maintained by the Contractor for a period of 72 hours prior to the restrictions becoming effective. The Contractor may only post parking restrictions that are effective for the duration of the Work. Upon completion of the Work, the Contractor shall promptly and completely remove and dispose all signs, stakes, and barricades. The Contractor shall promptly reset or replace all damaged or defective signs.

SPC24-05
SECTION F – Page 2

SPECIAL PROVISIONS
The Contractor shall be fully responsible for the adequate removal of all parked cars. The Contractor shall coordinate the removal of all vehicles with the Los Alamitos Police Department. The Contractor shall notify the Police Department Communications Center upon posting of the parking restrictions for a particular street. For removal of parked vehicles, the Contractor shall notify the Police Department Communications Center not less than two hours prior to the needed removal, stating the address nearest the parked vehicle, make, model, color and license number. The City shall not be responsible for any delay or additional costs associated with the removal of parked cars that obstruct the construction operation.

If a vehicle owner successfully contests a towing citation in court, and their citation is dismissed for causes related to the Contractor’s failure to perform the requirements of this section, the Contractor shall reimburse the City for the cost of any claims associated with the towing citation.

DEVIATIONS FROM THE REQUIREMENTS OF THIS SUBSECTION WILL BE PERMITTED ONLY ON PRIOR CONSENT OF THE ENGINEER. FAILURE OF THE

CONTRACTOR TO ADHERE TO THE REQUIREMENTS OF THIS SUBSECTION, OR

FAILURE OF THE CONTRACTOR TO COMPLETE HIS DAILY SCHEDULE ONCE “TEMPORARY NO PARKING” SIGNS HAVE BEEN POSTED, WILL RESULT IN DAMAGES BEING SUSTAINED BY THE CITY. SUCH DAMAGES ARE, AND WILL

CONTINUE TO BE, IMPRACTICABLE AND EXTREMELY DIFFICULT TO DETERMINE. FOR EACH OCCURRENCE OF A VIOLATION, AS PROVIDED HEREIN,

THE CONTRACTOR SHALL PAY TO THE AGENCY, OR HAVE WITHHELD FROM MONIES DUE TO IT, THE SUM OF $1,000.00.

EXECUTION OF THE CONTRACT SHALL CONSTITUTE AGREEMENT BY THE AGENCY AND CONTRACTOR THAT $1,000.00 PER VIOLATION IS THE MINIMUM

VALUE OF THE COST AND ACTUAL DAMAGE CAUSED THAT SUCH SUM SHALL

NOT BE CONSTRUED AS A PENALTY, AND THAT SUCH SUM MAY BE DEDUCTED FROM PAYMENTS DUE THE CONTRACTOR.
600-1.2 STREET CLOSURE, DETOURS, BARRICADES
Add the following:

All traffic control barricades, signs and devices used by the Contractor shall, as a minimum, conform to the “Manual of Traffic Controls for Construction and Maintenance Work Zones,” adopted by and in current use by the State of California, Department of Transportation.

Channelization devices shall be spaced no greater than fifty (50) feet apart. The Contractor shall take additional precautions as he/she may find necessary under the circumstances.

Should the Contractor fail to provide adequate traffic control or safety barricades, and in the event a responsible individual cannot be located or refuses to perform, the Agency will at its option place needed devices or engage a private firm to place and maintain said barricades, which will be charged to the Contractor directly.

Temporary traffic channelization shall be accomplished with delineators. Temporary striping will not be allowed unless specifically permitted by the Engineer. The Contractor shall prepare any plans that may be required for temporary striping to the satisfaction of the Engineer. In no event will temporary striping be allowed on finished pavement surfaces which are to remain.

Full street closures will not be allowed prior to City Council approval.

SPC24-05
SECTION F – Page 3

SPECIAL PROVISIONS
601-1.3 Measurement and Payment.

Measurement and Payment for Traffic Control shall be included in various other bid items and shall be considered full compensation and include but not limited to furnishing all labor, tools, material, equipment, signage, TTC zone devices, channelizing devices, changeable message sign, and incidentals for doing all work involved in preparing traffic control plans and implementing traffic control, and no additional compensation will be allowed therefore.

SPC24-05
SECTION G – Page 1

SPECIAL PROVISIONS

SECTION G

STRIPING IMPROVEMENTS ON KATELLA AVENUE
SPECIFICATION NO. CIP 24/25-07

IN THE CITY OF LOS ALAMITOS, CALIFORNIA

SPECIAL PROVISIONS

STRIPING
All equipment, materials, and components for striping and the installation thereof, shall conform to the latest edition of the Caltrans Standard Plans, and Standard Specifications, Section 84, "Markings", unless otherwise noted in these Special Provisions and on the Plans. These Plans and Specifications are hereinafter referred to as State Standard Plans and State Standard Specifications. Copies of these documents are available from Caltrans, District 12 office at 7150 E 4TH St #100, Santa Ana, California 92705 or from Caltrans, 6002 Folsom Boulevard, Sacramento, California 95819, (916) 445-3520.

All materials required for the completion of work as shown on the Plans shall be provided by the Contractor.

SECTION 84 - MARKINGS
84-2 TRAFFIC STRIPES AND PAVEMENT MARKINGS
84-2.02 Materials.
84-2.02A General. Traffic stripes, pavement markings, crosswalks, and arrow markings shall be paint, two-coats (2) and shall be applied over existing stripes and or pavement markings, crosswalks, unless otherwise shown on the Plans. 84-2.02G Paint. Traffic striping shall be paint, two coats (2)_including crosswalks, arrows and other pavement legends. Paint shall be ready-mixed rapid dry type.

Ready-mixed paints shall be suitable for use on either asphalt concrete or Portland cement concrete.
84-2.03 Construction.
84-2.03A General. The Contractor shall furnish the necessary control points for all striping and markings and shall be responsible for the completeness and accuracy thereof to the satisfaction of the Engineer.

The Contractor shall establish all traffic striping between these points by stringline or other method to provide striping that will vary less than ½-inch in 50-feet from the specified alignment.

When no previously applied figures, markings, or traffic striping are available to serve as a guide, suitable layouts shall be spotted in advance of the permanent paint application.

Traffic lines may be spotted by using a rope as a guide for marking spots every 5-feet, by

SPC24-05
SECTION G – Page 2

SPECIAL PROVISIONS
using a marking wheel mounted on a vehicle, or by any other means satisfactory to the Engineer.

The Contractor shall mark or otherwise delineate the traffic lanes in the new roadway or portion of roadway, or detour before opening it to traffic.

The Contractor shall provide an experienced technician to supervise the location, alignment, layout, dimensions, and application of the paint.

Spotting shall be completed prior to the removal of any existing stripes. Existing stripes and markings shall be removed prior to painting new stripes and markings, but in no case shall any section of street be left without the proper striping for more than 24 hours, or over weekends or holidays.
84-2.03B Application of Traffic Stripes and Pavement Markings. 84-2.03B(6) Paint. Paint shall be applied in two coats.

The second coat of paint shall be applied no less than 24 hours from application of the first coat.

Each coat of paint shall include glass beads, Type 2.
84-2.04 Payment. Payment for striping details and pavement markings shall be included in the lump sum price bid for striping, and shall include full compensation for furnishing all labor, materials, tools, equipment, and incidentals, and for doing all the work involved in completing the operations as shown on the plans, and as specified in these specifications and the special provisions, and as directed by the Engineer. No additional compensation shall be allowed.

SPC24-05
APPENDIX – Page 1

STRIPING GENERAL NOTES R E V I S I O N S R E F E R E N C E S 2401 East Katella Ave, Suite 450, Anaheim, California 92806 714/978-8200 fax 714/978-8299 USER: LAvila
FILE: W:\WE-CA\Los Alamitos, City of\112181 - Katella Re-Stripe\900-PS&E\901-Plans\PL-TITL.dwg DATE: Jan 27, 2025 - 12:55pm Know what'sbelow. Callbefore you dig. R

LEGEND STRIPING GENERAL NOTES STRIPING CONSTRUCTION NOTES R E V I S I O N S R E F E R E N C E S 2401 East Katella Ave, Suite 450, Anaheim, California 92806 714/978-8200 fax 714/978-8299 USER: LAvila
FILE: W:\WE-CA\Los Alamitos, City of\112181 - Katella Re-Stripe\900-PS&E\901-Plans\PL-STRIPE-01-KATELLA AVE 01_additional.dwg DATE: Jan 27, 2025 - 12:53pm Know what'sbelow. Callbefore you dig. R

LEGEND STRIPING GENERAL NOTES STRIPING CONSTRUCTION NOTES R E V I S I O N S R E F E R E N C E S 2401 East Katella Ave, Suite 450, Anaheim, California 92806 714/978-8200 fax 714/978-8299 USER: LAvila
FILE: W:\WE-CA\Los Alamitos, City of\112181 - Katella Re-Stripe\900-PS&E\901-Plans\PL-STRIPE-01-KATELLA AVE 01.dwg DATE: Jan 27, 2025 - 12:55pm Know what'sbelow. Callbefore you dig. R

LEGEND STRIPING GENERAL NOTES STRIPING CONSTRUCTION NOTES R E V I S I O N S R E F E R E N C E S 2401 East Katella Ave, Suite 450, Anaheim, California 92806 714/978-8200 fax 714/978-8299 USER: LAvila
FILE: W:\WE-CA\Los Alamitos, City of\112181 - Katella Re-Stripe\900-PS&E\901-Plans\PL-STRIPE-02-KATELLA AVE 02.dwg DATE: Jan 27, 2025 - 12:56pm Know what'sbelow. Callbefore you dig. R

LEGEND STRIPING GENERAL NOTES STRIPING CONSTRUCTION NOTES R E V I S I O N S R E F E R E N C E S 2401 East Katella Ave, Suite 450, Anaheim, California 92806 714/978-8200 fax 714/978-8299 USER: LAvila
FILE: W:\WE-CA\Los Alamitos, City of\112181 - Katella Re-Stripe\900-PS&E\901-Plans\PL-STRIPE-03-KATELLA AVE 03.dwg DATE: Jan 27, 2025 - 12:56pm Know what'sbelow. Callbefore you dig. R

LEGEND STRIPING GENERAL NOTES STRIPING CONSTRUCTION NOTES R E V I S I O N S R E F E R E N C E S 2401 East Katella Ave, Suite 450, Anaheim, California 92806 714/978-8200 fax 714/978-8299 USER: LAvila
FILE: W:\WE-CA\Los Alamitos, City of\112181 - Katella Re-Stripe\900-PS&E\901-Plans\PL-STRIPE-04-KATELLA AVE 04.dwg DATE: Jan 27, 2025 - 12:57pm Know what'sbelow. Callbefore you dig. R

LEGEND STRIPING GENERAL NOTES STRIPING CONSTRUCTION NOTES R E V I S I O N S R E F E R E N C E S 2401 East Katella Ave, Suite 450, Anaheim, California 92806 714/978-8200 fax 714/978-8299 USER: LAvila
FILE: W:\WE-CA\Los Alamitos, City of\112181 - Katella Re-Stripe\900-PS&E\901-Plans\PL-STRIPE-05-KATELLA AVE 05.dwg DATE: Jan 27, 2025 - 12:57pm Know what'sbelow. Callbefore you dig. R

City of Los Alamitos

CITY COUNCIL AGENDA REPORT
MEETING DATE: February 18, 2025 ITEM NUMBER: 11L
To: Mayor Shelley Hasselbrink & Members of the City Council Presented By: Ron Noda, Development Services Director
Subject: Notice of Completion (NOC) for the Los Alamitos Police Department Vehicle Canopy Project (CIP No. 23/24-07)

SUMMARY
The Los Alamitos Police Department Vehicle Canopy Project (CIP No. 23/24-07) has been completed. It is recommended that City Council accept the work as completed and direct filing of the Notice of Completion (NOC).

RECOMMENDATION

1. Accept the completion of construction by Buckley Building, Inc., DBA Outdoor Shade Concepts for Los Alamitos Police Department Vehicle Canopy Project (CIP No. 23/24-07); and,

2. Authorize the City Clerk to record the Notice of Completion/Final Report with the County Recorder’s Office.

BACKGROUND
The Los Alamitos Police Department has faithfully served the residents day in and day out, living by the motto “Every Hour, Every Day”. In addition to its service to local residents, the Department regularly assists neighboring agencies when called upon. The walkways officers use to access their vehicles are exposed to the elements, which can be challenging in various weather conditions. The newly constructed canopy now offers much-needed protection, shielding officers from rain and heat as they transition between their vehicles and the building.

This coverage helps keep both officers and their vehicles dry and cool, enhancing comfort and functionality year-round.

DISCUSSION
The Los Alamitos Police Department Vehicle Canopy Project has been completed, with all work inspected and found acceptable. It is recommended to formally accept the work, per the procedures for processing the Notice of Completion/Final Report, as outlined by the California Public Contract Code.

FISCAL IMPACT
The project had a total budget of $104,764 from the FY 2023-2024 Capital Improvement Project (CIP) list. Funding for the service was expended out of Account No. 25-570-5503.2306.

The total cost of the project was $95,240.00.

Attachment: 1. Notice of Completion (NOC) for the Los Alamitos Police Department Vehicle Canopy Project (CIP No. 23/24-07)

RECORDING REQUESTED BY
AND MAIL TO:

City Clerk
City of Los Alamitos
3191 Katella Avenue
Los Alamitos, CA 90720
No Consideration SPACE ABOVE THIS LINE FOR RECORDER

NOTICE OF COMPLETION NO RECORDING FEE PURSUANT TO
GOVERNMENT CODE SECTION 6103
for
Los Alamitos Police Department Vehicle Canopy Project (CIP No. 23/24-07) NOTICE IS HEREBY GIVEN THAT:

1. The undersigned are owners or corporate officers of the interest or estates stated below in property hereinafter described.

2. The full name of the owner is: City of Los Alamitos, 3191 Katella Avenue, Los Alamitos, CA 90720

3. The work consisted of :

The City of Los Alamitos hired a contractor to install a canopy over the walkways used by officers at the Police Department. The canopy was added to provide shelter from the elements as officers move between their vehicles and the building. This improvement ensures that officers are better protected from rain and heat, contributing to a more comfortable and efficient work environment year-round.

4. The work was completed on 1/16/2025

5. The contractor was: Buckley Building, Inc. DBA Outdoor Shade Concepts Dated 2/18/2025
Britney Ramirez, Management Analyst, City of Los Alamitos

VERIFICATION BY CORPORATION OWNER

STATE OF CALIFORNIA )
) SS

COUNTY OF ORANGE )
I, Ron Noda, Deputy City Manager of Los Alamitos, a Municipal Corporation, and that he executed the foregoing Notice of the aforesaid interest or estates in the property therein described; and verify on behalf of the City of Los Alamitos; that the contents thereof, and the facts therein stated are true.

Ron Noda, Deputy City Manager
Dated: 2/18/2025

City of Los Alamitos

CITY COUNCIL AGENDA REPORT
MEETING DATE: February 18, 2025 ITEM NUMBER: 12A
To: Mayor Shelley Hasselbrink & Members of the City Council Presented By: Craig Koehler, Director of Finance
Subject: Mid-Year General Fund Budget Review and Financial Update for Fiscal Year 2024-25

SUMMARY
This report provides the Council with a review of the Mid-Year General Fund budget for the Fiscal Year 2024-25 and a projection for the fiscal year ending June 30, 2025.

RECOMMENDATION

1. Review the Mid-year General Fund budget for the Fiscal Year 2024-25 and the projection for the Fiscal Year ending June 30, 2025.

2. Provide direction and comments.

BACKGROUND
On May 20, 2024, the City Council approved and adopted a balanced budget for Fiscal Year 2024-25, which included operating revenues of $23,631,833 and operating expenditures of $21,521,050, excluding transfers. The Mid-Year report for Fiscal Year 2024-25 was reviewed and discussed with the Budget Standing Committee at a Special Meeting held on February 10, 2025.

DISCUSSION
According to HdL’s January 2025 Sales Tax Trends and Beacon Economics Winter 2025 edition, interest rates, overall consumer spending, and gas pump prices remain the strongest economic drivers. These drivers affect consumers' credit, spending, and travel.

For spending, Bank America card data suggests that consumers are making about the same number of transactions as last year but spending fewer dollars. However, credit card balances for 3rd quarter 2024 grew to a record high of $1.17 trillion.

At the Federal level, the Federal Reserve reduced interest rates by 100 bps in 2024, and December’s cut moved benchmark rates down a full percentage point since September 2024. The Federal has left interest rates unchanged as of the latest meeting on January 29, 2025. It is halting further rate cuts as inflation appears more persistent, and there is concern that the President’s economic agenda might create pressure on prices.

Sales tax and revenue are expected to remain flat for the remainder of Fiscal Year 2024-

25. Other policy changes by Washington’s new administration may have major ripple

effects on California’s economy in the near future. From international moves such as tightening immigration and imposing tariffs to domestic shifts like eliminating EV tax credits, the resulting impacts could be far-reaching, assuming the policies pass. Staff will closely monitor policy shifts within the State and Federal levels for any resulting impacts that may affect the city.

It is important to note that this mid-year report represents a snapshot in time and reflects recorded information through December 31, 2024, or six months of the fiscal year, and a projection of Fiscal Year 2024-25. It will provide the Budget Standing Committee and City Council with an update on the financial status of the City’s General Fund at mid-year and a projection for Fiscal Year 2024-25.

General Fund Revenues
The financial summary below depicts the Adopted Budget for Fiscal Year 2024-25, actual General Fund revenues through December 31, 2024, and a projection to June 30, 2025.

Property Taxes, Sales and Use Taxes, and Measure Y Local Sales Taxes are Los Alamitos's three largest revenue sources and comprise approximately 61% of all revenue generated and collected by the City. Property Taxes remain one of the largest revenue sources for the City, and the majority are received in December and April, following the payment due dates. For secured property taxes, the first installment is due November 1 and is delinquent after December 10; the second is due February 1 and delinquent after April 10. The City receives approximately $0.10 for each $1.00 of property tax that is generated and distributed by the county.

A report received from HdL at the end of 2024 indicated a preliminary net value change in property values up by 5.25% over the 2023-24 tax roll, indicating that property taxes are continuing an upward trend. Residential properties comprise 57.2% of all values in the City and grew by $90.6 million (5.3%). Industrial properties added another $20 million.

Unsecured values also increased by $51.2 million (27.3%). Residential prices have continued to respond to lower inventory amidst higher interest rates. From January through

August 2024, the median sale price of a detached single-family residential home in Los Alamitos was $1.26 million. This represents a slight decrease of $40K (3.7%) over the prior year.

Sales & Use Taxes
A report from HdL, dated January 14, 2025, reported data for the 3rd quarter 2024 ending September 2024. Sales were up slightly 0.6%, net of aberrations, compared to the county and state, showing a decline of 2.3% for the same period in 2023. The projection for Fiscal Year 2024-25 is $3.7 million, 1.2% lower than the Adopted Budget.

Measure Y (Local Sales Tax)
Following the passage of Measure Y, Los Alamitos is now benefiting from an additional

1.5% sales tax. This has now become the largest source of revenue, accounting for approximately 24% of total revenues collected by the City. Fiscal Year 2024-25 projections are $6.1 million, representing a 0.6% increase from the Adopted Budget.

The Other Taxes category includes Sales Tax, Measure Y Local Sales Tax, and Business Licenses, which is projected to be $487,000 higher than the Adopted Budget, primarily due to higher projected revenue for business licensing activity.

Utility Users Tax
Utility Users Tax (UUT) is a usage tax imposed on utilities, including electricity, natural gas, telephone, and water. The rates for Los Alamitos are currently 6%, except for telecommunications, which is 5%. The projections for Fiscal Year 2024-25 are trending higher than the Adopted Budget and could potentially produce an additional $250,000.

Fines & Forfeitures
Fines & Forfeitures include red light cameras, parking fines, and other moving violations.

Red Light Cameras
The red-light camera systems were fully functional for the fiscal year and included the installation of additional approaches. The projected revenue for Fiscal Year 2024-25 is expected to exceed the prior fiscal year.

Parking Fines/Moving Violations
These positions, including motor patrol, are now fully staffed and operational. Revenue collected from Fines & Forfeitures is related to adhered enforcement and helps offset the Police Department’s various programs and operations.

Use of Money & Property (Investment Earnings)
The City’s investment portfolio and earnings align with the budget, and final investment earnings depend on market changes and interest rates.

General Fund Expenditures
Department expenditures are trending in line with the Adopted Budget. City Attorney, Developmental Services, and Non-Departmental reflect the most significant variances. In addition, additional appropriations for General Fund transfers to other funds (50, 52, 53) are being requested, as detailed below.

City Council
Council department expenditures are projected to align with the Adopted Budget.

Administration (City Manager, City Clerk, Human Resources) Administration department expenditures are projected to be in line with the Adopted Budget.

Finance
The Finance Department is fully staffed with the exception of the Part-Time Clerical Assistant and is being augmented by contract staffing. Finance expenditures are projected to be below budget for Fiscal Year 2024-25 by $150,000, primarily due to salary savings for the Finance Manager's partial year and lower projected contractual services.

City Attorney
Due to higher unanticipated expenditures, the City’s legal expenditures are above what was originally budgeted. An estimate is typically developed at the time of budget adoption, and the actual costs are unknown. An additional appropriation of $60,000 is being requested to close the gap in the overall budget for additional costs for the legal budget for ligation and other legal matters.

Police
The Police department budget is projected to have potential savings, reflecting lower parttime costs in Emergency Preparedness and lower costs in the K-9 Division, which is in its partial year of operation.

Development Services
Development Services expenditures are projected to exceed the Adopted Budget. An additional Code Enforcement Officer was hired, which is reflected in the Neighborhood Preservation division. Additional appropriations are being requested to purchase a Modular Building ($332,000) and a City Access Control System ($155,000) that the Council approved in November. There is also an offset in the Economic Development Division with

the position frozen for the balance of Fiscal Year 2024-25. The appropriation requested for Development Services is $432,000.

Recreation
Recreation expenses are projected to be under budget by approximately $242,000, primarily due to lower expenditures for Sports classes (Youth Basketball, Adult Soccer, and Volleyball) and supply costs for Special Events.

Non-Departmental
Non-departmental costs are not included in other departmental expenses. They consist of contractual services, pre-employment expenses, credit card fees, health insurance costs for retirees, and capital expenditures funded by the General Fund. Expenditures are projected to exceed the Adopted Budget by $124,000, primarily due to higher contractual costs and credit card fees. An additional appropriation is requested to close the gap.

Other Funds
Vehicle Equipment Replacement (Fund 50)
An additional appropriation of $200,000 in General Fund transfer is requested to close the budget gap due to higher expenditures for vehicle repairs and replacement costs and treatment of leasing costs due to the new GASB reporting guidelines.

Facility Street Parks (Fund 52)
An additional appropriation of $675,000 in General Fund transfer is being requested to cover expenditures on the Community Center Roof project approved by the Council in October 2023 and the portion that the Facility Street Parks Fund funded. FEMA is expected to reimburse the City for the repairs to the Community Center Roof.

Technology Replacement (Fund 53)
An additional appropriation of $200,000 in General Fund transfer is being requested to close the budget gap due to actual expenditures exceeding the budget for equipment ($87,000 consisting of $33,000 ALPR and $44,000 PD radios), computers, and software (i.e., MS products $47,000), and additional service contract time in connection with the cyber breach that occurred.

General Fund revenues for Fiscal Year 2024-25 are projected to exceed expenditures, including additional proposed appropriations, resulting in a surplus.

FISCAL IMPACT
If approved by the Council, the additional cost appropriations for consideration are summarized below:

Attachment: None

City of Los Alamitos

CITY COUNCIL AGENDA REPORT
MEETING DATE: February 18, 2025 ITEM NUMBER: 12B
To: Mayor Shelley Hasselbrink & Members of the City Council Presented By: Emeline Noda, Director of Recreation & Community Services Subject: Adoption of the Senior Services Master Plan

SUMMARY
This item for Council consideration is an update on the Senior Services Master Plan project approved at the October 16, 2023 Regular Council meeting. A draft Senior Services Master Plan report is provided.

RECOMMENDATION

1. Receive the presentation of the Senior Services Master Plan (SSMP); and,

2. Discuss the SSMP; and,

3. Provide comments and direct Staff regarding any needed revisions to the SSMP; or,

4. If no changes are required, adopt Resolution No. 2025-04, entitled, "A RESOLUTION OF

THE CITY COUNCIL OF THE CITY OF LOS ALAMITOS, CALIFORNIA, ADOPTING THE CITY OF LOS ALAMITOS SENIOR SERVICES MASTER PLAN DATED FEBRUARY 18, 2025".

BACKGROUND
Implementing a Senior Services Master Plan can significantly enhance the well-being of older residents and instill the values of the City of Los Alamitos' visionary efforts to create an ideal community for residents to thrive and age well. By providing best-in-class service to our community, Los Alamitos demonstrates that every age is cared for, especially our older adult population, as their current and future needs are anticipated with thoughtful consideration. By initiating this Senior Services Master Plan, as one of the first in Orange County, the City Council is planning well for residents to age with grace and confidence and showing that their community prioritizes health, safety, community engagement and social connection, inclusivity, mobility, accessibility, resource awareness, and infrastructure investment that will enhance the overall quality of life for older adults. The Senior Services Master Plan will assist the Council in its deliberations regarding strategically investing in and supporting programs, projects, infrastructure decisions, and community plans aimed at addressing the needs of the older adult population age 50+ for the next 20 years.

At the October 16, 2023, Regular City Council meeting, the City Council voted unanimously for staff to move forward with formulating a Senior Services Master Plan (SSMP), including allocating funds to hire a consultant to develop the plan. In December 2023, consultant

Gerofusion was selected to lead the project with the following goals: identifying key community groups, leading collaborations and outreach to the community, identifying and leading focus groups, developing and implementing an SSMP community-wide survey, collecting and analyzing data, and developing the final report. Additionally, a Senior Advisory Advocate Committee was formed to assist in guiding the project while providing community feedback, including participation by current Mayor Shelley Hasselbrink, Parks, Recreation and Cultural Arts Commissioner Janet Gallagher, as well as representatives from the Police Department, Orange County Fire Authority (OCFA) and other senior services providers in the local area.

Extensive marketing and public outreach included flyers, press releases, business posters, website notifications, weekly E-news ads, CitizenLab outreach, social media outreach, focus groups, announcements at senior-focused classes and programs within the Recreation and Community Services Department, Council announcements, and Parks, Recreation and Cultural Arts Commission announcements. Throughout 2024, six focus groups were held in various areas of the community, including at the Balance and Fitness class, Royal Oak Mobile Home Park (senior community), at several citywide special events, and at a local restaurant.

Local businesses displayed project posters and survey information to patrons.

DISCUSSION
Gerofusion presented preliminary findings of the survey results in October 2024 to the Senior Advisory Advocate Committee. The final report was developed in December 2024. The draft SSMP was presented to the Senior Advisory Committee on January 29, 2025 and to the Parks, Recreation & Cultural Arts Commission on February 5, 2025, receiving approval to move forward for review and consideration by the City Council, from both the Committee and the Commission.

The Senior Services Master Plan (SSMP) will serve as a guideline for programming and infrastructure needs for the next 20 years for the population age 50 and older. An extensive list of recommendations are found in the document in Recommended Actions Section 7.3. These strategies are designed to preserve and enhance the impactful aging-related services currently in place, while fostering sustainable growth, cost-effective practices, innovative solutions, and equitable access. By addressing the evolving needs of the senior population, these actions will ensure that Los Alamitos remains resilient, adaptive, and prepared to meet the challenges and opportunities of an aging population.

The City Council is requested to review the findings of the survey and focus groups and consider these recommendations to chart the course of how Los Alamitos will progress in the next few decades to best serve the needs of its largest growing population.

FISCAL IMPACT
Funding for the formulation of the Senior Services Master Plan was approved by City Council in October 2023. Additional funding requests for future program expansion based on the report findings and Council priorities is dependent upon Council feedback and approval of report recommendations outlined in Chapter 7 of the Senior Services Master Plan.

Attachment: 1. Resolution No. 2025-05 - Senior Services Master Plan

2. Exhibit A - 2025 Senior Services Master Plan

RESOLUTION NO. 2025-04

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF

LOS ALAMITOS, CALIFORNIA, ADOPTING THE CITY OF

LOS ALAMITOS SENIOR SERVICES MASTER PLAN
DATED FEBRUARY 18, 2025
WHEREAS, in 2023 the City of Los Alamitos began formulating a Senior Services Master Plan (SSMP) with the goal of developing a framework and guideline for programs, projects and infrastructure decisions and community plans aimed at addressing the needs of the population age 50 and older; and,
WHEREAS, the resulting SSMP will assist the Council in its deliberations regarding programs, infrastructure, projects and plans related to the older adult population; and,
WHEREAS, the adoption of the SSMP will also allow the City to pursue grants related to the implementation of senior-related programs and projects; and, WHEREAS, the City Council received a presentation, considered and provided direction on the SSMP on February 18, 2025.

NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF LOS ALAMITOS DOES RESOLVE AS FOLLOWS:

SECTION 1: The City Council hereby adopts and approves the City of Los Alamitos Senior Services Master Plan (SSMP), which is attached hereto as Exhibit “A”.

SECTION 2: The City Manager hereby authorized and directed to apply for and submit applications for grant programs to support the implementation of the SSMP, and is authorized to submit any supporting documentation, and execute any amendments thereto, as may be required in furtherance of said grant applications.

SECTION 3. The City Clerk shall certify as to the adoption of this Resolution.

PASSED, APPROVED, AND ADOPTED this 18th day of February, 2025. ____________________________
Shelley Hasselbrink, Mayor

CC RESO 2025-04

ATTEST:
______________________________
Windmera Quintanar, MMC, City Clerk
APPROVED AS TO FORM:
_______________________________
Michael S. Daudt, City Attorney

STATE OF CALIFORNIA )
COUNTY OF ORANGE ) ss

CITY OF LOS ALAMITOS )
I, Windmera Quintanar, CMC, City Clerk, of the City of Los Alamitos, do hereby certify that the foregoing Resolution was adopted at a regular meeting of the City Council held on the 18th day of February, 2025, by the following vote, to wit:

AYES: COUNCILMEMBERS:

NOES: COUNCILMEMBERS:

ABSENT: COUNCILMEMBERS:

ABSTAIN: COUNCILMEMBERS:
________________________________________
Windmera Quintanar, MMC, City Clerk

SENIOR

SERVICES

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“Helping us shape Los Alamitos’ future
for the next 20 years”

2 2025

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TABLE OF CONTENTS
3 1. INTRODUCTION

1.1 Purpose

1.2 Study Area

1.3 Local, State, and National Demographics

1.4 General Aging Trends in the U.S.

1.5 Importance of the Senior Services Master Plan

1.6 Primary Guidance

1.7 Applicable Legislation

1.8 Executive Summary

2. COMMUNITY VIEWS

2.1 Community Respondents

2.2 Methodological Overview

2.3 Focus Groups

2.4 Online Survey

2.5 Demographic Comparison: Los Alamitos Population vs Survey Respondents

3. CORE THEMES: SURVEY RESULTS & KEY INSIGHTS

3.1 Data Overview

3.2 Community Engagement & Social Connectivity

3.3 Governance & Participation

3.4 Health & Wellness

3.5 Housing & Living Situation

3.6 Recreation & Lifelong Learning

3.7 Safety & Infrastructure

3.8 Caregiving

3.9 Transportation & Mobility

3.10 Diversity/Inclusivity

4. EXPLORING PATTERNS & CONNECTIONS

4.1 Inferential Findings (Regression Analyses)

4.2 Interconnected Themes

5. PRIMARY TAKEAWAYS

6. FUNDING SOURCES & CONSIDERATIONS

6.1 Funding Considerations

6.2 Diverse Funding Sources

7. STRENGTHS, GAPS, & RECOMMENDED ACTIONS

7.1 Strengths: Los Alamitos is a City with Pride, Strength, and Vision

7.2 Gaps: Opportunities to Enhance Los Alamitos as a Community for All

7.3 Recommended Actions

7.4 Summary

7.5 Implementation Plan

1.1 Purpose
As the City of Los Alamitos looks to the future, this Senior Services Master Plan serves as a blueprint for promoting active, engaged, and supported aging. By prioritizing the needs and aspirations of its aging residents, as well as non-residents who utilize its services, Los Alamitos reaffirms its commitment to being a community that thrives at every stage of life.

1.2 Study Area
Los Alamitos, located in Orange County, California, is bordered by Cypress, Garden Grove, Seal Beach, and Long Beach in Los Angeles County, and covers approximately 4 square miles. A key feature of Los Alamitos is the Joint Forces Training Base (JFTB), which occupies nearly half of the City’s land area. The base plays a vital role in military and emergency response coordination, including disaster preparedness, and its recent solar microgrid project enhances energy resilience and sustainability (California National Guard, 2023). The presence of the base offers opportunities for collaboration to support community preparedness and cohesion.

Adjacent to Los Alamitos in Seal Beach is Leisure World, a nationally recognized gated community for active adults aged 55 and older. Established in 1962 as the nation’s first planned retirement community, Leisure World mirrors the “cozy town” atmosphere of Los Alamitos. Many Leisure World residents utilize resources and services in Los Alamitos, underscoring the importance of considering non-residents in planning and outreach efforts. Similarly, residents from neighboring communities like Rossmoor, Garden Grove and Cypress frequently engage with Los Alamitos’ amenities, reflecting the interconnected nature of the region.

Adding to this regional interconnectedness is Los Alamitos’ proximity to Long Beach, a City with a growing aging population and a strong focus on supporting its older residents. Through its “Long Beach Age-Friendly Initiative,” Long Beach addresses the needs of older adults by improving housing, transportation, healthcare, and safety. Additionally, Long Beach participates in the Purposeful Aging Los Angeles (PALA) Initiative, a groundbreaking partnership between the City and County of Los Angeles. PALA exemplifies a large-scale effort to create age-friendly environments through collaboration and shared resources.

These initiatives in neighboring cities highlight the regional commitment to addressing the needs of older adults and underscore the importance of Los Alamitos’ own Senior Services Master Plan. With its strong economic base and diverse community, Los Alamitos has the opportunity to tailor strategies to its specific demographics and build a cohesive, age-friendly community. The Master Plan ensures that the needs of both residents and non-residents who utilize local services-such as Leisure World and surrounding communities-are thoughtfully addressed. By drawing inspiration from successful initiatives like PALA and the Long Beach Age-Friendly Initiative, Los Alamitos can position itself as a leader in fostering inclusivity, accessibility, and quality of life for its aging population. 4 CHAPTER 1 • INTRODUCTION
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LONG BEACH

STANTON

WESTMINSTER

GARDEN GROVE

SEAL BEACH

LA PALMA

LAKEWOOD

CYPRESS

ROSSMOOR

SIGNAL HILL

CERRITOS LOS ALAMITOS

HAWAIIAN

GARDENS

5 1.3 Local, State, and National Demographics
Los Alamitos has a population of nearly 12,000 residents, with 31% under the age of 18 and 14% aged 65 or older.

1.3.1. Demographic Comparison: Los Alamitos vs. California (2023 Census) Los Alamitos differs from California in several key demographic areas. The City has a larger proportion of children (31% under 18) compared to the state average (22.5%), while the proportion of older adults aged 65+ is slightly below the state average (14% vs. 15.2%). Los Alamitos also has a higher proportion of women (53%) compared to California overall (50.3%). In terms of racial and ethnic composition, Los Alamitos has a larger White population (54.3%) compared to California (34.7%) and a smaller proportion of Hispanic residents (32% vs. 40.2%). The proportion of Asian residents in Los Alamitos (16%) closely aligns with the state average (15.9%).

Income and housing disparities are evident. Los Alamitos has a higher median household income (over $100,000) compared to California’s median ($91,905). Despite a high median income, 9% of Los Alamitos residents live in poverty, highlighting economic disparities within the community. Moreover, the homeownership rate in Los Alamitos is lower than the state-wide rate (43% vs. 55.6%), while housing values are significantly higher, with an average home value of $940,000 compared to the state’s median of $659,300.

Technology access in Los Alamitos is higher, with 98% of households having a computer and 94% with broadband internet, compared to California’s 95.2% and 89.5%, respectively. Educational attainment is also stronger in Los Alamitos, with 94% of residents having at least a high school diploma and 45% holding a bachelor’s degree or higher, surpassing state averages (84.4% and 35.5%, respectively).

While health insurance coverage is strong in California, Los Alamitos shows a gap, with 11% of its residents uninsured, compared to 7% statewide.

This comparison highlights how Los Alamitos has a more affluent, well-educated, and technologically equipped population than the state average, but it also reveals disparities in homeownership and health insurance coverage. The City’s unique age distribution, with a larger share of children, reflects family-oriented community dynamics, distinguishing it from broader state trends.

Los Alamitos California United States
Residents 65+ 14% 15.2% 16.8%
Female 53% 50.3% 50.8%
White 54.3% 34.7% 61.6%
Hispanic 32% 40.2% 18.7%
Asian 16% 15.9% 6.0%
African American
Median Income $100,000+ $91,905 $80,610
Home Owners 43% 55.6% 65%
Avg. Home Value $940,000 $659,300 $303,400
Avg. Household Size 2.77 2.86 2.54
Own Computer 98% 95.2% 94.8%
Have Internet 94% 89.5% 89.7%
Bachelor’s + 45% 35.5% 35%
Lack Health Insurance 11% 7% 9.5%
Veteran <4% 4.3% 6.1%
Live in Poverty 9% 12% 11.1%
Population
4% 6% 14.4%

6 1.4 General Aging Trends in the U.S.

The United States is experiencing a significant demographic shift as the population ages. By 2030, older adults are projected to make up nearly 20% of the population, a sharp increase from 12% in 2000. This growth is driven by increased life expectancy and the aging of the Baby Boomer generation (U.S. Census Bureau, 2020). Advances in medicine, technology, and public health have extended life expectancy, with many individuals now living into their 80s, 90s, and beyond. While this progress reflects advancements in healthcare and quality of life, it also brings challenges such as managing chronic health conditions and ensuring adequate support systems for older adults (National Institute on Aging, 2022).

The aging population is becoming more socially, ethnically, and culturally diverse. Hispanic, African American, and Asian populations among those aged 65 and older are growing rapidly, reflecting broader demographic changes in the U.S. (Pew Research Center, 2021). This shift is mirrored in younger generations, which are even more diverse. As these younger populations age, planning for their unique needs and experiences will be critical to ensuring inclusivity.

Anticipating these demographic changes now allows for the development of systems, services, and infrastructure that are culturally competent and adaptable, creating a foundation for equitable aging in the future.

As people live longer, the prevalence of chronic health conditions increases. Nearly 80% of older adults have at least one chronic condition, and about 60% have two or more, including diabetes, heart disease, and dementia (Centers for Disease Control and Prevention, 2021). These conditions often limit mobility, independence, and quality of life, creating growing demand for healthcare services, assistive technologies, and long-term care solutions.

Many older adults continue to participate in the workforce, with increasing numbers choosing to delay retirement. This trend is reshaping traditional retirement patterns and reflects a desire for financial stability, personal fulfillment, and continued engagement (Bureau of Labor Statistics, 2023). However, economic disparities persist.

Rising healthcare costs, limited retirement savings, and housing insecurity affect a significant portion of the aging population, contributing to financial instability for some older adults (National Council on Aging, 2022).

Family caregiving is an essential component of support for older adults. Nearly 53 million Americans provided unpaid care to an adult or child in 2020, with many of these caregivers supporting aging family members (AARP, 2021). While caregiving can be rewarding, it often leads to stress and financial strain, particularly for those balancing caregiving with other responsibilities. The increasing reliance on family caregivers underscores the need for expanded resources and support systems to help mitigate these challenges.

Social connections are a key factor in healthy aging. Loneliness and social isolation are associated with poorer physical health, mental well-being, and higher mortality risks (Holt-Lunstad et al., 2015). Older adults with strong social networks experience better health outcomes and greater emotional resilience. Engaging in meaningful relationships and activities contributes significantly to overall well-being.

Aging in place remains a priority for most older adults, with many expressing a desire to remain in their own homes as they grow older (AARP, 2023). This preference highlights the importance of accessible housing, transportation options, and environments that support independence. Aging in place is associated with improved mental health and a sense of stability and familiarity, factors that are critical to quality of life as individuals age.

Gender differences in aging highlight unique challenges for women. Women tend to live longer than men, resulting in a higher proportion of older women. This longevity often leads to increased caregiving responsibilities, higher rates of widowhood, and a greater likelihood of living alone (Administration for Community Living, 2021). Additionally, women are more likely to face financial insecurity in later life due to wage disparities and time spent out of the workforce for caregiving roles.

Technology is becoming an increasingly important part of the aging experience. Older adults are adopting technologies such as telehealth, smart home devices, and digital tools for social connection. These innovations can improve access to healthcare, enhance safety, and reduce social isolation (Pew Research Center, 2022). However, barriers such as the digital divide and technology accessibility remain significant challenges. 2025

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7 The concept of positive aging emphasizes resilience, purpose, and continued contributions to society. It has long been established that older adults who engage in lifelong learning, volunteering, and purposeful activities experience better mental health, greater life satisfaction, and improved physical health (Rowe & Kahn, 1998). Encouraging opportunities for older adults to maintain a sense of purpose is key to promoting positive aging.

Intergenerational dynamics are also a defining feature of aging trends. Relationships between generations are evolving, in part due to an increase in multigenerational households and collaborative caregiving arrangements.

These relationships provide opportunities for mutual support, shared learning, and greater understanding across age groups, which can strengthen family bonds and enhance societal cohesion (National Academies of Sciences, Engineering, and Medicine, 2016).

1.5 Importance of the Senior Services Master Plan
Implementing a Senior Services Master Plan can significantly enhance the well-being of older residents and the overall community. Often referred to as “age-friendly” initiatives, these plans focus on creating inclusive, accessible, and supportive environments for individuals of all ages. By addressing critical areas such as health, community engagement, economic contributions, and sustainable development, these initiatives benefit not just older adults but entire cities.

Many older adults prefer to remain in their homes and communities as they age, making “aging in place” a priority for City planning. To support this, cities must invest in accessible housing, reliable transportation, health services, and programs that foster connection and independence. Research shows that elder-friendly transportation, accessible health services, and green spaces encourage active lifestyles, making it easier for older residents to access medical care, stay physically active, and maintain their health. These features also reduce loneliness and depression, contributing to a higher quality of life and a sense of belonging within the community.

Accessible infrastructure, such as safe sidewalks and public buildings, plays a vital role in enabling older adults to engage fully in community life. This not only reduces social isolation but also fosters stronger community connections and increases overall satisfaction among residents. Older adults, in turn, enrich their communities through volunteerism, mentorship, and civic engagement. Their resilience, wisdom, and leadership are invaluable assets, and age-friendly initiatives that encourage these contributions foster intergenerational connections and strengthen the social fabric of the City.

The economic impact of an aging population underscores the importance of a Senior Services Master Plan.

Older adults contribute significantly to local economies through employment, spending, and volunteerism. By addressing their needs and ensuring equitable access to resources, cities can tap into this economic potential while also promoting sustainability. Features like walkable neighborhoods and accessible public spaces benefit all residents, creating a more livable and vibrant community for generations to come.

However, challenges remain. Economic disparities continue to affect many older adults, particularly in areas such as housing affordability, healthcare costs, and financial insecurity. A Senior Services Master Plan must prioritize solutions to these issues while also addressing the growing demand for caregiving. Families often shoulder the burden of caregiving, which can lead to significant strain. Cities can support caregivers by providing respite care, training programs, and resources that strengthen caregiving networks and improve outcomes for both caregivers and care recipients.

Inclusivity is a cornerstone of effective planning for an aging population. While survey data in Los Alamitos may reflect a predominantly homogenous group, the City’s younger families are becoming increasingly diverse. Anticipating and preparing for this demographic shift is essential. Prioritizing culturally competent services and multilingual resources ensures that all residents, regardless of background, can access the support they need and feel included in the community.

The rapid growth and evolving characteristics of the aging population reflect broader societal changes that will continue to shape health, economics, and social dynamics. Understanding these trends is essential for preparing to address the challenges and opportunities that come with an aging society.

Inclusivity is a cornerstone of effective planning for an aging population

8 Research highlights the transformative impact of the Senior Services Master Plan. Cities that adopt such initiatives often see improved health outcomes among older residents, greater social connections, and stronger local economies.

By fostering intergenerational solidarity and prioritizing sustainable development, these plans create more inclusive, equitable, and resilient communities. For cities like Los Alamitos, these benefits underscore the importance of acting now to prepare for the future.

Ultimately, supporting older adults is not just about addressing challenges-it’s about recognizing their immense value and ensuring that every resident has the opportunity to thrive. Cities that invest in infrastructure, healthcare, and social services to meet the needs of older adults will also benefit younger generations, creating stronger, more resilient communities for all.

1.6 Primary Guidance
A successful Senior Services Master Plan leverages a range of resources from local, national, and international organizations to ensure its initiatives are comprehensive and evidence-based. The World Health Organization’s (WHO) Global Age-Friendly Cities and Communities framework provides a foundation with eight key domains, such as housing and social inclusion, that promote healthy aging. AARP’s Livable Communities initiative offers practical tools and case studies tailored to U.S. communities, while the Orange County Office on Aging provides localized data, strategies for stakeholder engagement, and connections to regional networks. Nationally, the Centers for Disease Control and Prevention (CDC) supports efforts through its Healthy Aging Program, and the National Institutes of Health (NIH), through its National Institute on Aging (NIA), contributes research, funding, and public health frameworks to guide aging initiatives. Additionally, the Gerontological Society of America (GSA) provides cutting-edge research and best practices, and local universities bring academic expertise to the planning process. By integrating these diverse resources, a City can create a Senior Services Master Plan that is both scientifically grounded and tailored to the unique needs of its older residents.

1.7 Applicable Legislation
Key policies and legislation at the state and federal levels address aging, healthcare, disability, and related areas:

1.7.1. County of Orange
• Orange County Strategic Plan on Aging: A county-led initiative, the plan focuses on coordinating services, increasing awareness, and addressing gaps in care for aging populations.

The Senior Services Master Plan addresses goals that pertain to the well-being, inclusivity, and quality of life for aging adults and their families. 2025

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9 1.7.2. State of California
• Master Plan for Aging (MPA): California’s MPA serves as a comprehensive “blueprint” to prepare for demographic changes, emphasizing the health and well-being of older Californians and individuals with disabilities. It outlines five ambitious goals and twenty-three strategies to build a California for all ages by 2030. • Older Americans Act (OAA) State Plan (2021-2025): Administered by the California Department of Aging, this plan provides vital services related to nutrition, health, wellness, and caregiver support for older adults. It identifies specific goals to enhance the quality of life for seniors across the state. • SB 1249 (Roth): Mello-Granlund Older Californians Act: This bill updates the Mello-Granlund Older Californians Act, enhancing the California Department of Aging’s role in developing home- and community-based services to support older adults in maintaining independence
• SB 37 (Caballero): Older Adults and Adults with Disabilities Housing Stability Act: This bill proposes rental stabilization subsidies to help older adults and people with disabilities access or retain housing, aiming to prevent homelessness among these populations.
• AB 570 (Santiago): Dependent Parent Health Care Coverage: Effective January 1, 2022, this law requires health insurance policies to offer dependent coverage to qualifying parents or stepparents, expanding healthcare access for older adults.
• Lanterman Developmental Disabilities Act: This act grants individuals with developmental disabilities the right to services and supports that enable them to live more independently, emphasizing the state’s responsibility to support these individuals.

1.7.3. Federal Level
• Older Americans Act (OAA): A foundational piece of federal legislation, the OAA supports a range of services for older adults, including nutrition programs, caregiver support, and community service employment. It aims to enhance the well-being and independence of older individuals across the nation. • Americans with Disabilities Act (ADA): This civil rights law prohibits discrimination against individuals with disabilities in all areas of public life, ensuring equal access to employment, education, transportation, and public accommodations
• Medicare and Medicaid Programs: Established in 1965, these federal programs provide health coverage to older adults (Medicare) and low-income individuals, including those with disabilities (Medicaid), ensuring access to essential healthcare services.

These policies and legislative measures collectively strive to support the aging population, enhance healthcare access, protect the rights of individuals with disabilities, and promote inclusive community engagement at various governmental levels.

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1.8 Executive Summary
The City of Los Alamitos’ Senior Services Master Plan provides a resident-driven forward-thinking strategy to promote active, engaged, and supported aging for residents and non-residents alike. Nestled in Orange County, California, Los Alamitos is a small City with a strong economic foundation, deep community connections, and regional assets like the Joint Forces Training Base (JFTB). Its proximity to neighboring communities, including Leisure World, Rossmoor, and Long Beach, underscores the City’s role as a central hub for collaborative and inclusive aging services. Furthermore, Los Alamitos has the highest number of nonprofits per capita in Orange County, a unique asset that strengthens its capacity to forge partnerships and enhance aging services. Inspired by present data and emerging trends, the plan addresses core areas—health, housing, transportation, social engagement, and equity—while anticipating evolving demographic, technological, and economic trends.

This Master Plan leverages a biopsychosocial wellness approach to ensure that aging services address the whole person—physically, emotionally, and socially. By prioritizing person-centered services and integrating best practices in community development, along with cutting-edge technology, the City can continue to be committed to creating a thriving, inclusive, and sustainable future where residents of all ages feel supported and valued.

Assessment and Findings
A comprehensive needs assessment was conducted, combining focus groups, surveys, and demographic analysis.

Below are some key findings that highlight critical themes to focus on as the City moves forward in its growth efforts. • Loneliness and mental health needs: Loneliness and social isolation, particularly among the Old Group (OG, 70+), emerge as significant challenges, impacting emotional resilience and overall health. Enhanced mental health services, such as group therapy, mindfulness programs, and aging-related stress workshops, are essential to address these needs.
• Community engagement and inclusivity: Social connectivity and tailored programs, such as intergenerational initiatives and wellness workshops, are critical for fostering emotional resilience and reducing isolation. • Mobility and accessibility: The OG faces challenges with transportation, walkability, and housing modifications, while the Moderately-Old Group (MG, 60—70) struggles with caregiving burdens and financial strain.

Expanded transportation options, walkable infrastructure, and affordable housing solutions are priorities. • Resource awareness and participation: Younger residents (YG, under 60) show satisfaction with City services but lower awareness of resources. This highlights the need for targeted digital outreach campaigns and advocacy training to ensure equitable access.
• Infrastructure and governance: Investments in sidewalks, crosswalks, age-friendly lighting, and hybrid civic engagement (e.g., virtual town halls) are vital for fostering inclusivity and transparency. • Equity considerations: Demographic disparities in survey responses—overrepresentation of retirees, homeowners, and highly educated individuals—underscore the need for further outreach to underserved groups, including Hispanic residents, non-English speakers, and those facing food insecurity.

Strengths and Gaps:

Among the strengths of Los Alamitos is its strong foundation of leadership, community pride, and invested City planners.

There are several unique and defining assets, such as its proximity to the Joint Forces Training Base, CSU Long Beach, Leisure World, the Long Beach VA, and local hospitals. Additionally, Los Alamitos has the most non-profits, per capita, in Orange County, which is valuable for supporting successful aging. Such partnerships can increase specialized service offerings, shared programming, and collaborative advocacy and grant writing.

Areas for growth that need to be addressed include enhancing wellness programming, including mental health services, cultural inclusivity, lifelong learning partnerships, caregiver support, and transportation. 10 EXECUTIVE SUMMARY

Given its strengths and ability to address the gaps, the City is in a strong position to bring Los Alamitos to the forefront and serve as a blueprint for other cities.

Recommendations
• Funding sources for sustainability: The report outlines diverse funding opportunities, including local budgets, state and federal grants, and partnerships with nonprofits, universities, and private foundations. These resources can support critical initiatives like affordable housing, transportation, mental health services, and age-friendly infrastructure.
• Create a Municipal Case Manager to connect residents with healthcare, housing, caregiver support, and mental health services, including group counseling and stress management workshops. • Enhance wellness opportunities by adding pickleball courts and arthritis-friendly fitness classes; partner with local entities to offer aqua aerobics.
• Collaborate with key institutions: Build relationships with CSU Long Beach, local hospitals, and faith-based organizations to offer lifelong learning opportunities, health screenings, and emergency preparedness training. • Forge partnerships with local nonprofits: With the highest number of nonprofits per capita in Orange County, Los Alamitos can harness these organizations to expand volunteer opportunities, create specialized programs for older adults, and provide critical health and wellness resources. • Expand cultural and intergenerational programming through monthly events celebrating diverse traditions and activities, pairing older adults with youth for storytelling, gardening, or crafting. • Promote accessible communication by expanding multilingual outreach efforts and digital literacy training. • Develop state-of-the-art infrastructure, such as senior-focused community centers with adaptable facilities for programming, intergenerational engagement, and high-tech support. • Introduce transportation innovations, including regional shuttles and expanded walkability initiatives. • Advance affordable housing solutions, including co-housing models, senior-specific developments, and accessory dwelling units (ADUs).
• Expand emergency preparedness by partnering with JFTB and first responders for tailored plans, drills, and emergency kit distributions for older adults.
• Launch a technology assistance program to pair students with older adults for training on online safety, fraud prevention, and digital tools.
• Address climate resilience with heat relief strategies, disaster plans, and infrastructure improvements to protect aging residents during extreme weather.
• Promote equity and inclusivity through multicultural events, multilingual resources, and diverse representation in governance.

Conclusion
Los Alamitos can address critical gaps while fostering a thriving, inclusive community. By capitalizing on its regional influence, leveraging its unique assets, and aligning with funding sources, the City can position itself as a model for age-friendly living. Taken together, these strategies can enhance the quality of life for residents and non-residents, attract new opportunities, and amplify Los Alamitos’ reputation as a desirable place to live, work, and thrive for people of all ages.
11

12 CHAPTER 2 • COMMUNITY VIEWS

2.1 Community Respondents
In our analysis, we compared the responses of Los Alamitos residents with those of non-residents who utilize the City’s services and resources. Many of these non-residents come from neighboring communities such as Rossmoor, Seal Beach, Cypress, Garden Grove, and Long Beach, as discussed above, while others reported residing in areas further south in Orange County. This diverse respondent pool provided valuable insights into the broader reach and impact of Los Alamitos’ services. By examining the experiences and perceptions of both residents and non-residents, we were able to identify trends and patterns that highlight commonalities, as well as key differences, in their needs and priorities.

2.2 Methodological Overview
To best identify and target the issues most relevant to Los Alamitos residents, we employed a multi-tiered data-collection approach where each phase would inform the next. We began by reviewing existing City and county-level data, employed a series of focus groups, and then conducted an in-depth resident survey.

The primary objective of this data collection undertaking was to determine what key stakeholders think regarding the following main topics, derived from the literature and/or of interest to City officials:
• Mobility, safety, community, health & wellness, resource access • Sense of community support (for community members)
• Limitations of current services
• Primary needs/goals/issues
• Current perceptions of aging (including diversity issues) • Vision for the future

2.3 Focus Groups

2.3.1. Focus Group Recruitment
Community Members
The primary stakeholders of interest are community members over the age of 50, so we requested participation from individuals representing the following populations:
• Residents aged 50+
• Mix of people currently using services as well as those who are not

Special effort to include:
• People living alone
• People living with dementia
• Veterans
• People aging with disabilities
• Optimal agers
• Caregivers
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There’s something special about
a City where neighbors still
know each other.
- Los Alamitos Resident
“
“

13 Senior Advisory Advocates
Recognizing the important role played by community members directly serving the older population, we also requested participation from a variety of community professionals in a leadership or senior advocacy position. The City has an established Senior Advisory Advocate Committee made up of stakeholders from several of the following groups:
• Mayor/Council Members
• Recreation/Parks, Recreation & Cultural Arts Commissions Leaders • PCPs/Geriatricians
• Police/Fire Officials
• Care Facility Administrators
• Senior Living Administrators (e.g., Royal Oak, Laurel Park Manor) • Activity Instructors
• Local Hospitals Representatives
• Chamber of Commerce Representatives
Focus group participants were recruited through open invitation calls (community members) and formal letters from the City’s Recreation & Community Services department (senior advocates). Potential participants were then contacted by email and registered for a focus group session. Each session lasted approximately 90 minutes.

2.3.2. Focus Group Questions
Community Members
Using data from previous Los Alamitos surveys and the most recent Orange County strategic plan, coupled with established findings from the scientific literature, we identified a number of key questions to ask of Community Members and Senior Advisory Advocates. The questions for the Community Members were grounded in best practices for community engagement and aligned with research on age-friendly initiatives. 1) Do you feel Los Alamitos is equipped to help you age successfully? 2) What do you feel the City is doing well?
3) What do you think the City could improve upon?
4) If the City were to receive a sizable amount of money, where do you think they could best spend the money to enhance the lives of seniors?
5) Diversity considerations? Intergenerational connections? By addressing these areas, the City can gain insights to enhance infrastructure, services, and policies, ensuring an inclusive and supportive environment for older adults and fostering connections across all generations.

Senior Advisory Advocates
The questions for the Senior Advisory Advocate Committee were designed to gain the unique insights of professionals on committee, ensuring that recommendations are grounded in real-world experience. 1) Do you feel Los Alamitos is equipped to help your clients/patients/constituents age successfully? 2) What do you feel the City is doing well?
3) What do you think the City could improve upon?
4) How could the City better support YOU in your quest to serve aging individuals? Age-friendly-ness? By focusing on systemic strengths, gaps, and support structures, the City can take actionable steps toward becoming an inclusive, age-friendly community that supports both seniors and the individuals and organizations working on their behalf.

14 2.3.3. Focus Group Sessions
Community Members
Tuesday, March 12, 2024, 11:00am-12:30pm, American Legion. This session was held after a City-sponsored Balance & Fitness class. Eight community members participated.

Monday, March 25, 2024, 10:00-11:30am; Royal Oak Mobile Park Clubhouse. Eighteen community members participated.

Senior Advisory Advocate Committee
Thursday, March 14, 2024, 4:00-5:30pm, City Council Chambers. Seven senior advocates participated.

Wednesday, April 10, 2024, 4:00-5:30pm, Community Center. Nine senior advocates participated.

2.3.4. Focus Group Results
Thematic analysis of the topics covered across the four focus group sessions revealed several emerging areas of relevance:
• Advocacy
• Communication/Outreach/Information Dissemination
• Community Engagement
• Education/Classes
• Food/Housing/Aging-in-Place
• Intergenerational Programming
• Network of Services
• Safety/Walkability
• Social Interaction
• Technology
• Transportation
• Wellness & Disease Prevention

2.4 Online Survey

2.4.1. Online Survey Design
The focus-groups, coupled with in-depth interviews with City officials, revealed recurring patterns and concerns among respondents. These initial findings highlighted shared priorities, challenges, and opportunities, which informed the development of a comprehensive questionnaire. City staff and members of the Senior Advisory Advocate Committee provided feedback on a draft, and then approved the final survey. The final survey (93 questions) was translated from English to both Spanish and Korean and then back-translated to ensure accuracy. All three language versions were then loaded into Qualtrics, the survey platform used to collect responses. Qualtrics then provided both a URL and a QR code unique to the survey.

2.4.2. Online Survey Sample Recruitment
The target sample included Los Alamitos residents ages 50 and over, though non-residents who participated in Los Alamitos recreational and/or educational activities were encouraged to participate, as well. The City’s Recreation & Community Services Department created posters and postcards; businesses and classes hung posters advertising the survey and postcard-sized leaflets were distributed at all community events. The survey was also widely publicized on the City’s website and quarterly Recreation Brochures. The survey went live with a formal kick-off at the City’s Summer Concert Series on June 27, 2024 and closed on September 13, 2024. For ease of participation, City staff made iPads available at numerous educational and recreational events to enable on-site participation. The time to complete the survey ranged from 5-113 minutes, with an average of 21.85 minutes. 2025

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15 2.4.3. Online Survey Responses
A total of 201 respondents completed the online survey, though nearly 300 attempted at least part of it. The results were analyzed to determine trends in the experiences and
perceptions of those that completed the survey. The
survey respondent pool differs from the general Los Alamitos population in that respondents are more likely to be female, older, more educated, wealthier, and homeowners. These
differences could shape the perspectives reflected in the survey, especially on issues related to housing, health, transportation, and civic engagement.

2.5 Demographic Comparison:

Los Alamitos Population vs Survey
Respondents
The survey respondent pool differs from
the general Los Alamitos population
in several key ways. Respondents are
more likely to be female, older, more
educated, wealthier, and homeowners.

These differences could shape the
perspectives reflected in the survey,
especially on issues related to
housing, health, and civic engagement.

As discussed later in this report, future
surveys could seek to increase
participation from underrepresented
groups, such as renters, younger
residents, and Hispanic communities.

It is worth noting that although
the survey sample includes some
non-residents, it offers valuable insights
into the demographics of individuals
who engage with and benefit from Los
Alamitos programs and services. The
resulting data allow us to identify
broader focus areas, ultimately leading
to the final set of themes that guide our
understanding and recommendations
for a Senior Services Master Plan for the
City of Los Alamitos.

Los Alamitos
Census
Survey
Respondents
Key Takeaway
Gender 53% female 79% female Survey respondents skew
more female
Racial/Ethnic
Composition

54.3% White, 32%
Hispanic
74% White,
11% Hispanic
Hispanic underrepresented
Educational
Attainment
45% with bachelor’s
degree or higher
74% with bachelor’s
degree or higher
More educated survey
respondents
Retirement 14% aged 65+ 58% retired Retired individuals overrepresented
Primary Language 29% speak nonEnglish 11% speak nonEnglish Non-English speakers underrepresented
Homeownership 43% homeowner 84% homeowner Homeowners
overrepresented
Food Insecurity No data 15% food insecure Food insecurity exists despite affluence
Military Service 4% of residents 6% of respondents Slightly more veterans in the survey
Categories

16 CHAPTER 3 • CORE THEMES

SURVEY RESULTS & KEY INSIGHTS

3.1 Data Overview
It is important to acknowledge that while the survey achieved a good response rate, the data showed limited variability, and the respondent pool was not highly diverse. Combined with low statistical power, this posed challenges for conducting robust statistical analyses. Nevertheless, through descriptive and inferential analyses, we identified patterns and trends that, while not always reaching statistical significance, still provide meaningful and actionable insights. Importantly, these findings align with broader research on the needs of aging adults, reinforcing their relevance and applicability. They offer valuable perspectives on the experiences and perceptions of community members who utilize its services and resources, highlighting key areas for consideration and future planning.

3.1.1. Residents vs. Non-Residents
To ensure a comprehensive understanding of community needs and perspectives, data were collected from both residents (73.1%) and non-residents (26.9%), reflecting the broader impact of Los Alamitos’ offerings on the surrounding region. Before embarking on age-related analyses, we wanted to first understand the impact resident status had on key variables.

Analysis of the responses from residents and non-residents highlighted both shared priorities and notable differences, offering valuable insights for planning and resource development. Both groups expressed strong interest in intergenerational programs, proactive health behaviors like screenings and check-ups, and recreational opportunities, reflecting shared enthusiasm for community engagement and wellness initiatives. Satisfaction with the diversity and quality of recreational services was similarly positive among both groups, emphasizing the importance of maintaining these programs.

Differences emerged in perceptions of resource accessibility and participation patterns. Residents reported more challenges in accessing local resources and expressed a stronger preference for in-person learning. These findings suggest potential gaps in accessibility that, if addressed, could improve resident satisfaction and participation. In contrast, non-residents viewed Los Alamitos’ resources more favorably and rated community-based education programs as more effective. Non-residents also showed strong interest in training opportunities to better support aging clients, indicating an appetite for educational programs that Los Alamitos could expand upon.

Despite these differences, residents demonstrated higher overall engagement in local community events and forums. However, their caregiving responsibilities-particularly for children and grandchildren-were significantly greater, potentially impacting their availability and stress levels. Both groups expressed moderate satisfaction with access to information about Los Alamitos projects, though residents were more likely to seek out neighborhood forums to discuss community issues, highlighting their desire for interactive and localized communication strategies.

The findings from this analysis offer a deeper understanding of how Los Alamitos serves not only its immediate population but also a wider regional community. By enhancing resource accessibility, supporting caregivers, and refining communication strategies to align with preferences for in-person engagement, Los Alamitos can strengthen resident satisfaction while continuing to appeal to non-residents. Expanding popular initiatives like intergenerational activities and wellness programs and building on non-residents’ interest in education and training will further solidify Los Alamitos’ role as a vital hub for community resources. 2025

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I exercise in Los Alamitos because
I want to be with my friends.
- Los Alamitos Resident
“
“

17 3.1.2. Age Groups
To gain a more nuanced understanding of the experiences of aging individuals in the community, we grouped the entire sample (residents and non-residents) into three distinct age groups:
a. Young Group (YG): <60 years
b. Middle Group (MG): 60-70 years
c. Old Group (OG): >70 years
These groupings are informed by general definitions of “aging” commonly used in gerontological research, while also taking into account the sample size within each category. In general, ensuring comparable group sizes is crucial for producing accurate, reliable, and statistically significant research outcomes. Similar group sizes enhance statistical power, reduce sampling error, and allow for fair comparisons. This approach provides more stable estimates, prevents smaller groups from disproportionately influencing results, and supports conclusions that are more representative of the broader population. With that said, the data collected from respondents for this survey exhibited limited variability, which may affect the ability to detect statistically significant differences between groups.

While the data collected are not longitudinal, and thus we cannot report on age-related changes over time, collected cross-sectional data offers a valuable snapshot of the experiences, perceptions, and needs of different age groups within Los Alamitos. Overall, by breaking the sample into these groups, we can better identify patterns and trends, by age group, and overall findings regardless of age.

The majority of participants feel somewhat connected
to their community, with the OG feeling the lowest level of connection overall.

The majority of participants frequently get outside
their homes. Compared to the other two groups, the
OG are more likely to go outside only when completely
necessary.

3.2 Community Engagement & Social Connectivity
Survey Results

18 Many respondents are satisfied with the accessibility of information regarding Los Alamitos projects and
developments; the middle group was the most likely to
express dissatisfaction
Signage and information are viewed as accessible by
about half of all age groups, with the bulk of the balance having no opinion.

The majority of participants occasionally or frequently have friends, family, or guests visit their homes. The
oldest group is more likely than the other groups to
report rarely having visitors.

The majority of respondents feel that Los Alamitos is
effective in fostering community involvement; the
younger group perceives the initiatives as most
effective, whereas a few in the middle group feel the
City is not effective at all.
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19 This pattern suggests that while information
dissemination is generally effective for the YG group,
there may be gaps in reaching the MG and OG groups.

Although the majority of respondents report little
trouble accessing resources or services, a small number within each age group report inaccessibility.

Respondents largely agree that engagement
contributes positively to Los Alamitos’ well-being, with the MG being slightly less optimistic.

For the youngest group of respondents (<60), the
quarterly brochure, City website, and street banners
were the most common ways they learned about City
events. For the middle group (60-70), the quarterly
brochure, City website, social media, flyers and street banners were mentioned. For the oldest group (70+), the quarterly brochure, flyers and City website were most
mentioned. Phone calls were not mentioned at all by the two younger age groups.

For the youngest group (<60), quarterly brochures, the
City website, street banners, and social media were
the most mentioned ways they would like to receive
information. For the middle group (60-70), quarterly
brochures, flyers, the City Website, and street banners were most preferred for information. For the oldest
group (70+), there was nearly equal preference from
the City website, flyers, and the quarterly newsletter.

LATV3, phone calls, and door-to-door contact were not
frequently mentioned.

20 Most respondents did not have thoughts about the support provided to those in need, though among those with an opinion, more were satisfied than not, particularly among the older age group.

Social isolation is infrequent across all groups, with the MO reporting the least isolation and the OG slightly
more.

Respondents are generally satisfied with social
activities, with the MG expressing the highest
satisfaction.
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21 About half of all respondents seek more opportunities for social interaction, although the MG expresses
relatively less interest in additional opportunities than the other age groups
When asked about the types of interactions desired,
the two most commonly mentioned opportunities for
interaction were those involving other older adults
(25%, 23% and 35%, for <60, 60-70, and 70+ groups,
respectively) and recreation (42%, 18%, and 21% for <60, 60-70, and 70+ groups, respectively). The only group to not mention children was the 60-70 age group.

While respondents find zoom convenient, most prefer
in-person meetings, except for the YG who are split
50/50 in terms of preference.

When asked about the types of interactions desired,
the two most commonly mentioned opportunities for
interaction were those involving other older adults
(25%, 23% and 35%, for <60, 60-70, and 70+ groups,
respectively) and recreation (42%, 18%, and 21% for <60, 60-70, and 70+ groups, respectively). The only group to not mention children was the 60-70 age group.

22 The findings suggest that residents view Los
Alamitos positively in areas like inclusivity, engagement, and social opportunities, although there is room for
improvement in perceptions of local authority
responsiveness and inclusivity. Social isolation is low overall, but the OG report slightly higher isolation and less satisfaction with social activities, indicating a
potential need for targeted outreach and support for this group. Additionally, while most residents know whom to
contact in emergencies, ensuring consistent awareness
across all age groups remains important. Efforts to
enhance community engagement and inclusivity,
especially for the OG, can further improve quality of life in Los Alamitos.

Desire for participation in Los Alamitos programs
and activities is higher among the YG and MG group
than it is for the OG This may reflect barriers such as physical limitations or less perceived relevance of the programs. These findings highlight an opportunity to
enhance outreach and accessibility, especially for the
OG group, while maintaining and potentially expanding
engagement efforts for the YG and MG groups to
sustain their involvement.

The interest in senior advocate assistance was quite
varied with some respondents extremely likely to seek
out assistance and others not at all likely. Notably, the younger age group was more likely than the other
two groups. In terms of interest in being trained as an advocate, again, the younger group was much more
interested than the other groups. Overall, respondents were more interested in using an advocate than training to become one.
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The City does so much, but I think
a lot of people still don’t know
what’s available.
- Los Alamitos Resident
“
“

23 KEY INSIGHTS
Community engagement and social connectivity are essential for successful aging, with research indicating, for example, that socially active older adults have a 50% lower risk of developing dementia compared to those who are isolated (National Institute on Aging, 2020). The findings reveal unique patterns across age groups, highlighting the importance of tailored strategies to meet diverse needs. The old-group (OG) face challenges with mobility, often leaving their homes only when necessary, but compensate by hosting more frequent home visitors. This highlights the importance of fostering home-based opportunities, such as developing a visiting companion program or expanding home-delivered services like mobile libraries or virtual social gatherings, to keep this group socially connected.

Meanwhile, the middle-group (MG) report feeling less connected or impacted by community initiatives compared to other groups, suggesting a need for programs like wellness workshops or hobby-based classes that align with their life-stage priorities. Younger residents (YG) express satisfaction with the City’s initiatives but show lower awareness of available resources, underscoring the importance of targeted outreach campaigns using social media or other digital platforms to improve awareness.

While Los Alamitos is generally seen as inclusive, the findings suggest areas for improvement in ensuring equal engagement across all demographics. Social isolation, though infrequent, is slightly higher among the OO, who also report lower satisfaction with social activities. Enhancing accessible and enjoyable social programs, such as gentle fitness classes or small-group gatherings, can better meet their needs and improve quality of life. Participation interest is higher among the YG and MG groups, reflecting generational differences in how community offerings are perceived.

Offering intergenerational programs or recreational activities that appeal to multiple age groups could strengthen connections and foster a sense of inclusivity. Communication preferences also vary widely, with younger groups favoring digital channels like websites and social media, while older groups rely more on traditional methods like flyers and brochures. A multifaceted communication strategy that combines these methods can ensure equitable access to information and services.

Advocacy interest also shows generational differences, with the YG expressing greater interest in both using and being trained as advocates. Establishing advocacy training programs for younger residents could empower them to engage in community-driven initiatives and increase awareness of aging-related issues. The OG, who are most likely to benefit from these resources, need targeted support to reduce isolation and increase their engagement in community life.

The MG group’s lower satisfaction with community involvement efforts suggests an opportunity to adapt programming and outreach to better address their priorities and challenges.

Respondents are generally more satisfied than not
regarding how their tax dollars are being spent by the
City, with MG and OG slightly less satisfied than the YG.

3.3 Governance & Participation
Most respondents believe the City seeks input from
residents when making decisions, and this is especially true among the YG.

Community connections promote physical health, emotional resilience, and a strong sense of belonging, key for successful aging.

24 Over half of YG and MG are likely to participate in
community discussions/meetings; OG are less likely to
participate than the other groups.

Many respondents know whom to call if their neighbor
has an emergency, with the MG and OG showing slightly
better awareness than the YG.

Satisfaction with the responsiveness of local authorities is moderate, with the YG reporting slightly higher
satisfaction than the MG and OG.

Nearly all participants believe sustainability
initiatives are at least slightly important, with YG and OG responding a bit more strongly than MG.
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I wish the shopping experience
was easier for older adults in
Los Alamitos.
- Los Alamitos Resident
“
“

25 The majority of respondents feel the City is at least adequately addressing sustainability concerns, though
15-20% of each age group believe concerns are poorly
addressed.

Opinions are mixed regarding the degree to which
businesses are accommodating to older adults, with
the MG and OG reporting a bit more negatively.

KEY INSIGHTS
Governance and participation are essential to fostering trust, equity, and inclusivity in decision-making processes that impact the quality of life for residents of all ages. For aging adults specifically, over 80% of older adults believe inclusive policies are critical for their ability to age in place, and research reveals that communities with high civic participation see a 30% reduction in social isolation among older adults (AARP, 2022; National Institute on Aging, 2020). The findings reveal distinct differences in perceptions and engagement across age groups, offering valuable insights into how governance can better support successful aging.

Younger residents (YG) feel that the City seeks their input when making decisions, reflecting a moderately positive perception of engagement efforts. In contrast, the middle group (MG) group holds a more neutral stance, with less confidence that their input is actively sought, potentially reflecting a gap in engagement strategies tailored to their needs. The old-old (OG) group reports closer to “somewhat agree,” suggesting they perceive slightly greater efforts to include their input, possibly due to targeted outreach or their reliance on community services. These findings highlight a need for more inclusive and visible opportunities for participation to foster greater trust and involvement across all age groups. Develop targeted outreach initiatives, such as focus groups or surveys, to better understand and address the priorities of the MG group.

While over half of the YG and MG groups are likely to attend community meetings, the OG are less likely to participate, potentially due to mobility challenges, health concerns, or perceived irrelevance of such initiatives. Provide alternative participation options, such as virtual meetings or accessible venues, to ensure meaningful engagement for OG residents. Additionally, conduct regular community feedback sessions to strengthen relationships between residents and local authorities.

Respondents expressed mixed perceptions about the extent to which businesses in Los Alamitos are age-friendly. Many older adults indicated that while some businesses are accommodating, there is room for improvement in ensuring accessibility, inclusivity, and senior-specific services. Interest in training to better serve aging customers is highest among the YG, followed by moderate interest from the MG, and minimal interest from the OG. Collaborate with local businesses to implement age-friendly training programs for their staff, focusing on the YG and MG as key participants, There are distinct differences in perceptions and engagement across age groups.

26 while developing alternative outreach to engage the OG. These programs could include physical accessibility improvements, staff sensitivity training, and tailored offerings such as senior discounts or age-specific programming.

Satisfaction with the responsiveness of local authorities, including EMT and police, is moderate across all age groups, with YG reporting slightly higher satisfaction than the MG and OG. Responsiveness and trust in emergency services are critical for fostering feelings of safety and security, particularly for older adults. Expand emergency preparedness education using both digital tools and traditional methods to ensure residents across all age groups are well-informed and prepared. This education should extend beyond calling 911 and include knowledge of how to contact neighbors, family members, or other trusted individuals in emergencies.

Opportunities for improving accessibility, communication, and business practices to better serve the needs of residents, particularly older adults, were also identified. Strengthen inclusivity and transparency in governance processes by implementing visible initiatives, such as public forums, outreach campaigns, and regular updates on community decisions.

Survey Results
The YG primarily describe their quality of life as ranging from “good” to “very good.” Similarly, the majority of MG rate their quality of life and health as “good” or better. Although OG are less likely to endorse “excellent” for both quality of life and health, the majority still report “good” or better.

3.4 Health & Wellness
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27 Responses vary across the three age groups and
align with age-related health trends. The YG and MG
mostly report that health problems limit their activities “a little” or “not at all.” The OG group, on the other hand, demonstrates greater variability, with more
respondents reporting that health problems limit their
activities “quite a bit” or “extremely.”
All groups report low levels of food insecurity. Most YG and MG indicate they “rarely” or “never” worry about
having access to food. In contrast, OG report slightly
more occasions where they experience concern about
having enough food, suggesting a marginally higher
level of food-related challenges.

These findings suggest a clear progression, where the
impact of health problems on daily activities intensifies with age, aligning with the general trajectory of health decline in later life. Despite these limitations, the OG still reports a fairly high quality of life, highlighting the potential resilience and adaptation to health challenges in this group.

Regarding care-receiving, all groups report receiving
some care, though over 86% for each group report they
do not. Interestingly, all three age groups are relatively similar, failing to show increased care receipt with age.

All three age groups have an average income
exceeding $70,000, with the YG reporting the highest
mean income, followed by the MG, with the OG group
earning the lowest mean income. While all three age
groups, on average, report relatively low difficulty
paying bills, there is a small percentage of the MG (5%) who report “extreme difficulty.”

28 The majority of respondents expect to engage in
proactive health screenings as they age, though a small minority (~10%) of YG and OG report being unlikely to do so.

The majority of respondents anticipate using City
resources or services at some point in the future; the
highest negative response rate is among OG.

Utilization of resources and services to support healthy aging is infrequent across all groups, with the OG being the most frequent users and the YG the least.

The YG group reported more favorable views than the MG or OG regarding effectiveness of community based programs.

Overall, awareness of Los Alamitos resources and services for healthy aging is moderate to low across all groups, with the OG demonstrating slightly higher awareness.
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29 KEY INSIGHTS
The findings reflect a generally positive quality of life across all age groups, with the majority rating their health and well-being as “good” or better. Young group (YG) and middle group (MG) residents benefit from relatively stable health, caregiving roles, and financial stability, while the old group (OG) demonstrate resilience and adaptability despite experiencing more physical limitations, as well as financial and health challenges. This highlights the importance of addressing both physical health and emotional well-being across the lifespan. Expand programs that support emotional resilience and foster social connections, such as senior mentoring, intergenerational events, and facilitated discussion groups, to enhance quality of life for all age groups. GIven that some respondents in the MG report having major financial difficulty, likely attributed to the “sandwich generation” phenomenon, increased economic support for this age group is key.

Health challenges and functional limitations become more pronounced with age, particularly for the OG, whose daily activities are increasingly restricted. Despite this, the OG report a high quality of life, emphasizing their capacity for adaptation and their reliance on support systems. Provide in-home care, mobility aids, and community-based rehabilitation programs to help OG residents maintain independence and functionality.

Care-receiving patterns remain consistent across age groups, with over 86% of respondents reporting they do not currently receive care. For YG and MG, this reflects transitional challenges such as balancing caregiving responsibilities and emerging health issues associated with the “sandwich generation.” Develop caregiver support networks, respite care services, and educational workshops to alleviate the strain on YG and MG caregivers and proactively address their evolving health needs.

Food insecurity is low across all groups, though OG report slightly higher levels of concern, indicating marginally greater challenges. Collaborate with local food banks, expand home delivery services, and target outreach to homebound OG residents to reduce food-related challenges and improve stability.

Awareness and utilization of aging-related resources and services are moderate to low across all groups, with OG demonstrating slightly higher engagement than YG and MG. This suggests that outreach efforts resonate more with older adults actively seeking services, while younger groups may not perceive these resources as relevant. Implement tailored communication strategies, such as digital campaigns for YG and MG and traditional media like brochures for OG, to improve awareness and accessibility.

Perceptions of the effectiveness of health education programs and aging services vary. YG rate these services more favorably, while MG and OG express less satisfaction, indicating potential misalignment with their needs. Conduct needs assessments and involve MO and OG residents in program development to ensure that health programs and services are better aligned with their expectations and priorities. Highlighting the immediate and long-term benefits of City programs can also encourage greater engagement among OG residents, who are less likely to anticipate using these services.

Awareness and utilization of aging-related resources and services are moderate to low across all age groups.

I wish the food distribution was more often.
- Los Alamitos Resident
“
“

30 Survey Results
Respondents report low satisfaction in housing
availability, with MG being the most dissatisfied

3.5 Housing & Living Situation
Similarly, respondents do not believe the City is
planning and managing aging-related housing well.

Again, MG are more dissatisfied than their YG and OG
counterparts.

KEY INSIGHTS
Housing availability and effective planning are critical for successful aging, as they directly impact older adults’ ability to age in place, maintain independence, and access community-based support. The findings reveal low satisfaction with housing availability across all age groups, with the middle group (MG) expressing the greatest dissatisfaction.

Similarly, respondents do not believe the City is adequately planning or managing aging-related housing, with the MO group again being the most dissatisfied. This highlights significant gaps in housing options and planning strategies, which may create barriers to safe and stable living conditions for older residents.

Low satisfaction with housing availability suggests a mismatch between residents’ needs and the housing options currently offered. Expanding affordable and accessible housing options, including units designed with aging adults in mind, can help address these gaps. Additionally, dissatisfaction with aging-related housing planning indicates a need for greater transparency and collaboration in housing initiatives. Engaging residents, particularly the MG group, in housing discussions through public forums or surveys can ensure their perspectives are reflected in future plans.

Developing programs that integrate home modifications, transportation services, and in-home care assistance can enhance safety and independence for aging residents. Furthermore, partnerships with developers and organizations that specialize in age-friendly housing can bring innovative solutions, such as Accessory Dwelling Units (ADUs) or senior-focused housing projects, to the community. 2025

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Affordable housing isn’t just
a young family issue; it’s
a senior issue, too.
- Los Alamitos Resident
“
“
For older adults to age in place successfully, they must also have access to community-based support services that complement their housing needs.

31 Survey Results
Participation in Los Alamitos programs and activities is higher among the YG and MG groups. More than 20% of
OG report never having participated.

3.6 Recreation & Lifelong Learning
The YG report the highest level of engagement for
their children or grandchildren, which may reflect their active involvement in family life and their likely role in facilitating participation in community programs.

The MG and OG report lower engagement, possibly
reflecting that their grandchildren are older, live further away, or are less likely to utilize Los Alamitos amenities.

Factors preventing participation in Los Alamitos events or programs were examined by age group. The youngest
group (<60) were most likely to mention time, followed by interest, caregiving, cost, and parking. The middle group (60-70) mentioned time, followed by cost, interest and
parking/caregiving. The oldest group (70+) indicated
time, then access, followed by interest/parking.

32 Interest in intergenerational programs is highest among the YG, which suggests that intergenerational initiatives would likely resonate most with younger older adults
and could be tailored to better engage middle and
older age groups by addressing specific barriers
and highlighting the benefits of cross-generational
interaction.

Perceptions of the diversity and quality of
recreational program offerings in Los Alamitos are
generally positive across all groups, with the OG
expressing slightly higher satisfaction overall. This
suggests that current programs are meeting
expectations for most residents but could benefit from
enhancements to appeal more broadly, particularly to
the YG and MG groups. Expanding program options and
ensuring they are accessible and relevant to all age
groups could further improve satisfaction.

Children and grandchildren of the YG appear to
have the highest engagement with Los Alamitos
programs, amenities, and facilities, while those of the MG and OG are less engaged. To increase engagement,
targeted initiatives could focus on activities that appeal to families of the MG and OG groups, emphasizing
intergenerational opportunities and accessibility.

The YG expresses the highest interest in
participating in intergenerational programs, which
likely reflects their active roles in caregiving or community engagement, making intergenerational programs highly
relevant to them. The MG and OG groups show much less
interest, which may reflect competing responsibilities
or a perception that intergenerational programs are
less aligned with their current priorities or needs. It could also indicate potential barriers, such as physical limitations.

All age groups report a high willingness to
participate in classes offered outside of the Los
Alamitos Community Center. This suggests that they are
open to a variety of venues for educational or recreational opportunities. OG reports a slightly lower willingness to participate in other locations compared to the YG and MG.

This could be due to physical limitations, transportation challenges, or a preference for familiar options.
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33 About half of all respondents report participating in activities or programs in other cities. This is slightly more common for the MG and slightly less common for the YG.

The majority of respondents expressed enjoyment with
the City’s parks, with little difference among age groups.

In terms of where their interests lie, the youngest
group (<60) is most interested in education/classes, a
recreation center, and senior services. The middle
group (60-70) is most interested in senior services,
education/classes, and an older adult specific gym. The oldest group (71+) is most interested in senior services, a recreation center, and education/classes.

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KEY INSIGHTS
Recreation and lifelong learning are key contributors to successful aging, fostering physical health, mental stimulation, and meaningful social connections; studies show that older adults who regularly engage in recreational and educational activities are 25% less likely to experience cognitive decline and report higher levels of overall life satisfaction (National Institute on Aging, 2020). Additionally, intergenerational programs not only support older adults’ cognitive and emotional health but also help reduce ageism among youth.

These findings underline the value of investing in recreational services and lifelong learning opportunities that can be tailored to meet diverse community needs. Participation is highest among the youngest and middle (YG and MG) groups, while more than 20% of the old group (OG) report never having participated in City programs. This gap underscores the importance of addressing barriers to participation, such as physical limitations, access challenges, and perceived relevance of activities for older adults. Offering transportation support, providing programs closer to home, and creating activities designed specifically for the OG can help bridge this gap.

Factors preventing participation differ by age group, with time constraints being the most commonly cited across all demographics. Younger groups (YG and MG) also mentioned costs, caregiving responsibilities, and parking as barriers, while the OG emphasized physical access and parking challenges. Ensuring programs are affordable, accessible, and flexible can encourage greater participation. Additionally, targeting initiatives to include family-friendly and intergenerational activities could appeal to YG participants, who report the highest engagement with their children or grandchildren. Meanwhile, programs that focus on cross-generational interaction could be adapted to meet the needs of the MG and OG, addressing barriers such as physical limitations and competing priorities.

Perceptions of the diversity and quality of recreational programming are generally positive, with slightly higher satisfaction among the OG. However, expanding the range of options to include education, senior-specific gyms, and recreation centers can better serve the diverse interests of all groups. The YG express the most interest in education and classes, while the MG and OG prioritize senior services and facilities tailored to their needs. Developing a broader range of recreational and educational opportunities that align with these preferences could enhance satisfaction and participation Citywide.

Interest in intergenerational programs is highest among the YG, reflecting their active roles in caregiving and family engagement. The MG and OG groups express less interest, likely due to competing responsibilities or physical limitations, but these barriers could be mitigated with accessible program designs and by emphasizing the mutual benefits of cross-generational connections. Expanding opportunities for intergenerational activities can strengthen community ties while providing valuable learning and social experiences for participants of all ages.

The willingness of all age groups to participate in programs outside the Community Center suggests that offering recreational and educational activities in varied locations could increase accessibility and engagement. However, the OO shows slightly lower willingness, likely due to transportation or comfort with familiar venues. Ensuring programs are held in accessible and convenient locations, with transportation options for those who need them, could improve participation among this group.

There is value in investing in recreational services and lifelong learning opportunities that can be tailored to meet diverse community needs.

We need a space that feels like
ours where we can gather,
learn, and relax.
- Veteran Los Alamitos Resident
“
“

35 KEY INSIGHTS
Safety and infrastructure are foundational to successful aging, as they directly impact residents’ physical well-being, mobility, and overall quality of life. The findings reveal that residents across all age groups—YG, MG, and OG— generally feel “moderately to very safe” in Los Alamitos, reflecting a strong sense of security within the community. A safe environment is crucial for encouraging outdoor activities, social engagement, and independent living, particularly for older adults. Maintaining this high level of perceived safety is essential for fostering trust and well-being among residents. Continuing efforts to enhance public safety measures, such as regular neighborhood patrols, visible law enforcement, and community watch programs, can sustain and build upon this positive perception.

Enhancing public safety measures will sustain and build upon existing positive perceptions.

The Los Alamitos Police Department developed a Volunteer In Policing program in 2023 with the purpose of engaging community volunteers in supporting the Department through residential patrols, community events, clerical assistance and a variety of other support services. The Los Alamitos Police Department is committed to fortifying the VIPs program to support future programs and partnerships within the Senior Services Master Plan The majority of respondents also rate the City’s roads and infrastructure as somewhat or extremely good, highlighting the importance of maintaining quality infrastructure for mobility and accessibility. Well-maintained roads, sidewalks, and public spaces support the independence of older adults by reducing physical hazards and improving ease of movement. Expanding efforts to repair or upgrade aging infrastructure, particularly in areas frequently used by older adults, can ensure continued mobility and access. Adding age-friendly features, such as well-marked crosswalks, adequate lighting, and accessible ramps, can further enhance the usability of public spaces and reinforce the City’s commitment to an age-friendly community.

In 2021, the City of Los Alamitos approved an Active Transportation Plan (ATP) with the goal of establishing a bike and pedestrian-friendly environment throughout Los Alamitos as well as incorporating transit best practices throughout the community. Using ActiveOC, a plan developed by the Orange County Transportation Authority (OCTA), the ATP will address bicycle and pedestrian safety, regional connections and additional transportation projects.

Survey Results
Regarding perceptions of safety in Los Alamitos, all
age groups - YG, MG, and OG - generally report feeling
“moderately to very safe,” indicating a consistent sense of security across age groups in this community.

3.7 Safety & Infrastructure
The majority of respondents rate the City’s roads and
infrastructure as somewhat or extremely good.

36 Caregiving responsibilities decrease significantly with age, reflecting life stage transitions and shifting caregiving roles. The YG group bears the greatest caregiving burden, particularly for children and grandchildren, balancing dual responsibilities across generations. In contrast, the MG and OG groups show reduced caregiving commitments, likely due to shifts in family dynamics, physical limitations, or changes in dependence patterns. This trend underscores the impact of life stage on caregiving responsibilities and the importance of targeted support for individuals in higher-burden groups, especially the YG, to alleviate potential stress and maintain well-being.

KEY INSIGHTS
This trend underscores the impact of life stage on caregiving responsibilities and the importance of targeted support for individuals in high-burden groups, especially the young group, to alleviate potential stress and maintain well-being. The increased caregiving role among residents could impact their time availability, stress levels, and overall engagement with community resources, highlighting a potential area for targeted support or resources to aid caregiving families within the community.

Caregiving responsibilities decrease significantly with age, reflecting life state transitions and shifting caregiving roles.

The young group bears the greatest caregiving burden, particularly for children and grandchildren, balancing dual responsibilities across generations.

Regarding caregiving for a spouse, parent(s), and/or
other adults, the majority of all three groups report they are “not at all responsible”, though nearly 50% of the YG report they are “somewhat” or “fully” responsible.

Survey Results
Regarding caregiving for children and/or grandchildren, the YG provides the most care overall, averaging nearly 54 hours per week. This aligns with their stage in life, where they may be actively supporting aging parents
and adult children or grandchildren, reflecting a dual
caregiving burden. Their high time commitment reflects
the fact that 72% report being “somewhat” to “fully”
responsible. In contrast, the MG reports being
“somewhat” (30%) to “fully” (8%) responsible” and
spending significantly fewer hours on caregiving
(19 hours per week). The OG reports the least caregiving responsibility, as nearly 80% report they are “not at all” responsible and report providing 15 hours of care per
week to their children and/or grandchildren.

3.8 Caregiving
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Targeted support for high-burden groups will reduce stress and improve well-being,

37 Survey Results
Regarding transportation as a barrier, the YG and
MG groups report similar experiences, with most
indicating they “never” face transportation
challenges. In contrast, the OG group is more likely to report “sometimes” encountering transportation
barriers, likely reflecting age-related declines in
mobility, reliance on others for transportation, or
limitations in access to transportation services.

3.9 Transportation & Mobility
Regardless of age, less than half of each age group
showed interest in a free- or low-cost shuttle. OG were slightly more likely to endorse possible usage, but a
large minority of each age group said they likely would never utilize such a service.

The vast majority of respondents believe Los Alamitos
is at least moderately walkable. Whereas over a third
of each age group believe the City is “highly walkable”, fewer than 10% say it is “not walkable”.

38 KEY INSIGHTS
Transportation and mobility are essential components of successful aging, enabling older adults to access essential services, maintain social connections, and participate in community life. Limited access to reliable transportation can lead to increased social isolation, decreased physical and mental health, and reduced independence among older adults. For instance, a study found that 5.7% of adults aged 65 and older lacked reliable transportation for daily living in the past 12 months, which can hinder their ability to attend medical appointments, engage in social activities, and access necessary resources. Furthermore, research indicates that adults in fair or poor health are more likely to lack reliable transportation, exacerbating health disparities. Specifically, 33% of adults with Medicaid in fair or poor health reported lacking reliable transportation in the last 12 months, highlighting the critical need for accessible transportation options to support the well-being of older adults.

The findings reveal that transportation barriers are minimal for the youngest (YG) and middle group (MG) groups, with most reporting they “never” face challenges. However, the old group (OG) group is more likely to report “sometimes” encountering transportation barriers. This likely reflects age-related declines in mobility, reliance on others for transportation, or limited access to transportation services. Addressing these challenges is critical to ensuring the OG can maintain independence and stay actively engaged in the community. Expanding transportation options, such as ride-share partnerships, accessible shuttle services, or volunteer driver programs, could help mitigate these barriers and provide reliable alternatives for older adults.

The vast majority of respondents view Los Alamitos as at least moderately walkable, with over a third of each age group rating the City as “highly walkable.” Walkability plays a crucial role in promoting physical activity and providing access to nearby amenities. However, though less than 10% of respondents currently believe the City is “not walkable,” there is definitely room for improvement. Enhancing walkability through well-maintained sidewalks, clear signage, pedestrian-friendly lighting, and strategically placed crosswalks can ensure all residents feel safe and confident navigating their neighborhoods on foot.

Interest in a free- or low-cost shuttle service was relatively low across all age groups, with the OG showing slightly more interest but a significant minority indicating they would not use such a service. This suggests that while additional transportation options may not appeal universally, targeting transportation initiatives to those who would benefit most, such as the OG or residents with mobility challenges, could still have a meaningful impact.

Survey Results
Respondents across all age groups perceive
Los Alamitos as moderately inclusive, with the OG
expressing slightly more positive views.

3.10 Diversity/Inclusivity
The vast majority of respondents feel Los Alamitos is
either very, or at least moderately, age-friendly.
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39 Opinions regarding inclusivity in Los Alamitos range from highly inclusive to not at all inclusive, with “neutral” being the most common response across all age groups. YG
were most likely to have an opinion, and among those
not reporting neutrality, responses skewed toward the
inclusivity.

KEY INSIGHTS
Research shows that communities with higher inclusivity and diversity are linked to better mental health outcomes, stronger social networks, and improved overall well-being for residents. For example, studies from the AARP Livable Communities initiative highlight that age-friendly and inclusive communities promote greater social engagement and reduce isolation, particularly among older adults. In Los Alamitos, perceptions of inclusivity and age-friendliness play a critical role in shaping the quality of life for residents and ensuring that everyone, regardless of age or background, has equitable access to opportunities and resources.

The findings indicate that respondents across all age groups perceive Los Alamitos as moderately inclusive, with the old group (OG) expressing slightly more positive views. A community that values inclusivity promotes social cohesion, reduces isolation, and ensures that residents of all backgrounds and abilities feel respected and valued.

Strengthening initiatives that celebrate diversity and inclusivity—such as multicultural events, accessible programming, and community forums—can build on these perceptions and foster a more unified community.

The majority of respondents view Los Alamitos as either very or moderately age-friendly, reflecting a positive foundation for addressing the needs of older adults. However, opinions on inclusivity vary widely, with responses ranging from “highly inclusive” to “not at all inclusive,” and “neutral” being the most common. Younger residents (YG) are more likely to express a definitive opinion, often skewing toward inclusivity. This variation highlights the need to ensure that inclusivity efforts are visible and resonate with residents across all age groups. Increasing awareness of inclusivity initiatives and providing opportunities for residents to engage in discussions about diversity and belonging can help address neutral perceptions and build stronger community bonds.

Age-friendly communities thrive when inclusivity is evident not only in attitudes but also in actions. For example, adopting age-friendly business practices, ensuring accessibility in public spaces, and providing intergenerational programs that bring diverse groups together can make inclusivity more tangible for residents. By proactively addressing perceptions of inclusivity, Los Alamitos can ensure that all residents feel welcome, valued, and empowered to contribute to the community’s growth and vitality.

Targeted transportation initiatives are critical to those with mobility challenges

40 4.1 Inferential Findings (Regression Analyses)
Presented below are insights drawn from regression analyses offering a comprehensive understanding of the relationships between different factors and how they influence one another. Regression analyses can reveal whether factors like income are associated with access to healthcare or the extent to which improvements in transportation are associated with reduced social isolation. This method is a powerful tool for research and decision-making because it allows researchers to:
• Identify key influences: Determine which factors have the strongest impact on a given issue. • Make predictions: Estimate how changes in one factor could affect outcomes in another area. • Guide decisions: Provide data-driven evidence to prioritize resources and develop strategies that deliver the greatest positive impact.

In the current context, regression analyses and related research verify that interconnected themes—such as community engagement, health, and transportation—are linked, highlighting how progress in one area can amplify benefits across others. These insights identify opportunities to address gaps while creating ripple effects that enhance multiple aspects of community life. By combining the data-driven findings from regression analyses with evidence-based practices from the literature, Los Alamitos can prioritize strategies that maximize resources, address diverse needs, and foster an inclusive, age-friendly environment.

Presented below are examples of statistically significant regression analyses, as obtained from the current data.

4.2 Interconnected Themes

4.2.1 Advocacy and Community Engagement Regression Analysis Findings • Older adults are generally less interested in participating in community programs. • People who are more aware of the available resources tend to be more interested in engaging with those programs.

Why This Matters: Understanding which demographic factors predict community engagement can inform targeted outreach efforts. For example, if younger seniors (ages 55-64) are less engaged, the City could develop age-specific programming or personalized invitations. This analysis could also highlight whether education or awareness of City resources increases engagement, suggesting that information campaigns or educational outreach could boost participation. (Reference other models in other cities/states with an attractive country club experience for younger seniors).

4.2.2 Social Interaction and Isolation Regression Analysis Findings • Individuals who express greater interest in intergenerational programs report higher levels of social isolation.

Why This Matters: Social isolation significantly impacts the health and well-being of older adults, affecting mental health, physical health, and overall quality of life. These findings suggest that those most isolated may see intergenerational programs as an avenue to build connections and reduce loneliness.

4.2.3 Food, Housing and Aging-in-Place Regression Analysis Findings • Higher-income individuals are less satisfied with housing-related services. • Homeowners are also less satisfied compared to renters. • For food insecurity:
• Lower-income individuals report higher levels of food insecurity. • Caregivers report more food insecurity, likely due to financial or time constraints. • Transportation barriers are marginally significant in predicting food insecurity.

Why This Matters: Understanding the predictors of housing dissatisfaction and food insecurity is critical for designing effective interventions. The finding that higher-income individuals and homeowners are less satisfied suggests that their expectations or unique challenges may not align with current services. For Los Alamitos, this highlights the need to engage these groups to understand and address their specific concerns.

CHAPTER 4 • EXPLORING

PATTERNS & CONNECTIONS
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41 For food insecurity, identifying lower-income individuals and caregivers as particularly vulnerable underscores the importance of targeted support. These insights could guide the City to expand income-based food assistance programs, offer caregiver-specific resources, or provide subsidies for healthy meals. Additionally, the role of transportation barriers suggests the value of investing in delivery services or shuttles to improve access to food for those who are underserved.

4.2.5 Transportation Accessibility Regression Analysis Findings • Income and physical health problems are significantly correlated with transportation barriers. • Those who perceive transportation as a barrier are more likely to express interest in using free or low-cost transportation options.

Why This Matters: Identifying who faces transportation barriers is essential for optimizing shuttle services and transportation programs. If certain demographics (e.g., low-income or physically disabled seniors) have higher transportation barriers, the City can invest in targeted transportation services (like shuttles or ride-sharing subsidies) for those groups.

4.2.6 Intergenerational Programming Regression Analysis Findings • Those with children or grandchildren not already engaged in community activities are also more interested in intergenerational programs.
• Older adults are more likely to express interest in intergenerational programming.

Why This Matters: Intergenerational programming has been shown to reduce isolation and strengthen community ties.

This analysis would help identify which factors predict interest in intergenerational activities, guiding marketing and program design. For instance, if respondents with grandchildren are more likely to participate, the City could create “grandparent-grandchild” events and promote them accordingly.

4.2.7 Community Engagement Regression Analysis Findings • Higher educational attainment predicts a greater willingness to participate. • A stronger sense of connectedness to the community is also positively associated with participation.

Why This Matters: This analysis identifies which factors influence participation in City-led initiatives, which is essential for civic engagement and participatory governance. If respondents prefer online meetings but older residents prefer in-person sessions, the City may consider hybrid options to maximize engagement.

4.2.8 Satisfaction with Los Alamitos Regression Analysis Findings • Awareness of available services strongly predicts overall satisfaction. • Perception of safety also significantly influences satisfaction with City services.

Why This Matters: By understanding what drives satisfaction with City services, Los Alamitos can prioritize resources for the programs that matter most. If satisfaction is heavily influenced by transportation or social connection, the City could focus on enhancing these areas to boost overall satisfaction and ensure that services are meeting resident needs.

4.2.9 Perceptions of Safety Regression Analysis Findings • Condition of roads was a marginally significant predictor of neighborhood safety perceptions. • No other factors showed a significant correlation with safety perception.

Why This Matters: This analysis identifies factors that affect perceived safety. If older adults who have lived in the City for fewer years feel less safe, then outreach and community connection programs could be designed for new residents. Additionally, improving road conditions could marginally enhance the perception of safety among residents, underscoring the importance of maintaining infrastructure quality.

42 Descriptive and inferential findings underscore the importance of addressing key factors that impact the well-being of Los Alamitos residents across age groups, emphasizing tailored strategies to meet diverse needs. Community engagement and social connectivity emerge as critical components for successful aging, reducing risks such as isolation and its associated health impacts. Programs like intergenerational initiatives and wellness workshops not only foster connections across age groups but also build resilience and emotional well-being. However, gaps in awareness of available resources, particularly among residents under age 70, highlight the need for targeted outreach campaigns using both digital and traditional communication strategies.

Equity remains a foundational goal in these recommendations, with initiatives designed to address disparities across racial, socioeconomic, and age groups. Tailored programming and infrastructure improvements aim to ensure inclusivity by considering the unique challenges faced by underrepresented communities. For instance, culturally specific events, multilingual resources, and collaborations with local organizations can help amplify voices that are often overlooked, fostering a community that values diversity and shared participation.

The City’s infrastructure and transportation systems are also critical in promoting independence and accessibility for older adults. While transportation barriers are less prevalent among younger residents, the old group face significant challenges. Expanding transportation options, such as shuttle services or volunteer driver programs, coupled with walkability enhancements like age-friendly lighting and improved sidewalks, ensures all residents can fully engage with their community. Importantly, addressing these issues not only improves quality of life but also strengthens the local economy, as older adults participate more actively in community events, local businesses, volunteering, and recreational activities.

Safety and governance are other pivotal areas for improvement. Respondents across age groups express a moderate sense of safety, with road conditions playing a key role in shaping perceptions. Investments in infrastructure upgrades and neighborhood safety programs can build trust and encourage outdoor activities. Similarly, civic engagement initiatives, such as hybrid town halls and focus groups, can bridge generational gaps, ensuring that all voices— particularly those of residents over age 70—are heard and valued in decision-making processes. These efforts further promote equity by removing barriers to participation and fostering greater transparency in governance.

Future-proofing the City’s programming and infrastructure is essential to meet the evolving needs of its residents.

Demographic changes, advances in technology, and shifts in community preferences demand adaptable strategies. For example, incorporating flexible program models that accommodate both in-person and virtual participation can help sustain engagement as trends change. Similarly, infrastructure planning should anticipate future demands, ensuring that upgrades remain relevant and effective for decades to come.

Recreation and lifelong learning are essential for maintaining physical health, cognitive engagement, and emotional resilience. While participation is high among adults under age 70, residents over 70 face barriers such as limited mobility and transportation access. Addressing these challenges through transportation support, localized programs, and tailored activities can bridge the participation gap. Intergenerational programming holds particular promise in fostering inclusivity and reducing ageism while simultaneously addressing isolation and improving social cohesion.

The recommendations also recognize the economic benefits of a more inclusive and age-friendly Los Alamitos. By improving accessibility, expanding resource utilization, and fostering community engagement, the City can position itself as a regional leader in aging services. These changes not only enhance the quality of life for residents but also attract new businesses, increase participation in local commerce, and strengthen the overall economic vitality of the area.

In summary, these findings highlight interconnected opportunities that address present gaps while laying the groundwork for a thriving, equitable, and adaptable community. By aligning initiatives with the values of inclusivity and adaptability, Los Alamitos can build a sustainable future that meets the diverse needs of its residents, ensuring that progress in one area amplifies benefits across others.

CHAPTER 5 • PRIMARY TAKEAWAYS
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43 CHAPTER 6 • FUNDING

SOURCES & CONSIDERATIONS

6.1 Funding Considerations
When seeking funding for age-related services for a City, understanding the larger context is essential for developing a strategic approach. The demand for such services is increasing as the population ages, driven by longer life expectancies and the aging of the Baby Boomer generation. This demographic shift places greater responsibility on local governments to provide critical services such as healthcare access, housing support, transportation, recreation, and social engagement for older adults. Aligning funding requests with these broader societal priorities enhances their appeal to potential funders.

6.1.1 The Role of Demographics and Data
A comprehensive understanding of a City’s demographics forms the foundation of a strong funding proposal. Funders expect evidence of need, making it essential to gather data on the size, diversity, and specific challenges faced by the local older adult population. For Los Alamitos, this includes, for example, economic disparities such as a 9% poverty rate despite a higher-than-average median income. Additionally, 11% of residents lack health insurance, compared to 7% statewide, underscoring the need for healthcare access initiatives.

The proximity of Leisure World, a nationally recognized active adult community, and the engagement of non-residents from nearby cities like Cypress and Seal Beach also shape funding considerations. Demonstrating the broader regional impact of Los Alamitos’ programs—benefiting both residents and non-residents—strengthens the case for funding.

Moreover, leveraging Los Alamitos’ higher educational attainment and strong technological infrastructure (98% broadband access) positions the City to attract innovative grants for aging-related technology solutions.

6.1.2 Alignment with Policies and Legislation
Successful funding efforts often align with existing state and federal priorities. Policies such as California’s Master Plan for Aging and the federal Older Americans Act (OAA) provide frameworks for addressing aging-related challenges, including promoting healthy aging, combating social isolation, and increasing access to community-based services.

Los Alamitos can also align its funding strategies with the Orange County Master Plan for Aging, ensuring that proposed initiatives complement regional efforts rather than duplicate them. Additionally, the City can draw inspiration from successful programs like Long Beach’s Age-Friendly Initiative and the Purposeful Aging Los Angeles (PALA) Initiative, emphasizing collaborations that improve housing, transportation, and healthcare for older adults.

6.1.3 Collaboration and Partnerships
Collaborative projects are often prioritized by funders as they demonstrate broad community support, efficient resource use, and a shared commitment to impactful solutions. Los Alamitos is uniquely positioned to partner with the Joint Forces Training Base (JFTB), capitalizing on its robust emergency preparedness infrastructure.

By collaborating on shared grant opportunities, the City can address the specific needs of aging veterans while enhancing overall community resilience.

Partnerships with organizations such as Meals on Wheels, local healthcare providers, businesses, and advocacy groups further strengthen funding proposals by showcasing a networked approach to addressing aging-related challenges.

These collaborations not only enhance the reach of proposed programs but also underscore Los Alamitos’ role as a leader in creating integrated, community-focused solutions for older adults.

44 2025

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From community feedback, it is evident that residents would like local businesses to adopt more age-friendly practices, such as accessible entrances, senior discounts, and services tailored to mobility, health, and recreational needs.

Encouraging businesses to meet these needs not only improves the daily lives of aging residents but also benefits the City in several key ways:
• Economic Growth: Age-friendly businesses foster customer loyalty, encouraging increased patronage and contributing to a thriving local economy.
• Community Appeal: A reputation as an age-friendly City enhances Los Alamitos’ attractiveness as a place to live, visit, and engage, promoting tourism and intergenerational connections. • Enhanced Well-being: When older adults feel valued and accommodated, their community participation grows, reducing social isolation and fostering stronger ties.
• Alignment with Broader Goals: Promoting age-friendly businesses complements the City’s efforts to create an inclusive environment, further solidifying Los Alamitos’ leadership in aging services.

By actively fostering collaborations with local businesses and encouraging them to tailor their offerings to aging clients, Los Alamitos can build a stronger, more inclusive community while advancing its economic and social goals.

6.2 Diverse Funding Sources
Effective funding strategies leverage multiple sources, including government grants, philanthropic organizations, private sector contributions, and local revenue. Each funding source has unique priorities, application processes, and reporting requirements. Los Alamitos can tap into:

6.2.1 Local Funding Sources
• City Budgets and General Funds: Allocating specific portions of the budget for senior centers, transportation, and recreational programs.
• Public-Private Partnerships: Collaborating with businesses and community organizations to co-fund projects. • Community Foundations: Organizations like the Orange County Community Foundation offer grants benefiting older adults.

6.2.2 State Funding Sources
• California Department of Aging (CDA): Administers funds through the Older Americans Act and state programs for aging services.
• Senior Services Master Plan Initiatives: Supports funding for housing, transportation, and healthcare. This includes resources for Accessory Dwelling Units (ADUs), which provide affordable housing options for multigenerational families or caregivers. California has prioritized ADU development by offering streamlined approval processes and financial incentives for municipalities to support these projects. • Statewide Tax Measures: Bonds or targeted taxes can fund senior services. • Home Modification Grants: State programs aligned with California’s Master Plan for Aging offer funding to retrofit homes for older adults. These grants help with installing safety features like ramps, grab bars, and other modifications to enable aging in place.

45 6.2.3 Federal Funding Sources
• Older Americans Act (OAA): Provides funding for nutrition programs, caregiver support, and in-home services. • HUD’s Section 202 Supportive Housing for the Elderly: Addresses affordable housing needs, including funding for new construction and renovation of senior housing.
• Centers for Medicare & Medicaid Services (CMS): Funds healthcare access initiatives for older adults. • Community Development Block Grants (CDBG): Federal grants that cities can use for housing, infrastructure, and services benefiting older adults. These grants may also support home modifications that enhance accessibility and safety for aging residents.

6.2.4 Private and Nonprofit Funding
• Philanthropic Organizations: Foundations like the AARP Foundation and the Robert Wood Johnson Foundation fund aging-related projects.
• Corporate Sponsorships: Companies can support health, wellness, and technology initiatives for older adults. • Local Nonprofits: Collaborations with groups like Meals on Wheels enhance service delivery. • University Collaborations: Researchers and local cities can partner on grant initiatives aimed at supporting aging residents. There are several funding opportunities to consider:
• NextFifty Initiative’s Changing Aging Grants: These grants support a wide range of initiatives, including research, pilot projects, and direct services that benefit older adults. Eligible applicants include governmental entities and institutions of higher education, making it suitable for university-City partnerships. • John A. Hartford Foundation Grants: This foundation funds projects that improve the care of older adults. Their grants often support collaborations between academic institutions and community organizations, focusing on aging-related research and program development.
• Administration for Community Living (ACL) Grants: The ACL offers funding opportunities aimed at supporting older adults and individuals with disabilities. Universities can partner with local governments to apply for these grants, particularly those focusing on community-based services and supports. • National Institute on Aging (NIA) Grants: The NIA provides funding for research on aging, including community-based participatory research. Faculty can partner with local cities to develop proposals that address the health and well-being of aging populations.
• California Mental Health Services Authority (CalMHSA) Impact Grants: These grants assist community-based organizations in providing mental health prevention support, services, and resources to underserved communities.

University faculty can partner with local governments to apply for these grants, focusing on mental health initiatives that benefit older adults.

6.2.5 Revenue-Generating Opportunities
• Paid Programming: Modest fees for senior center memberships, fitness classes, or transportation services. • Events and Activities: Ticketed events, such as community gatherings or wellness expos, that engage older adults and generate sustainable funding.

By combining diverse funding sources, leveraging regional partnerships, and aligning with broader state and federal priorities, Los Alamitos is well-positioned to meet the needs of its residents. Drawing on its unique assets and implementing immediate steps, the City can create sustainable, impactful programs that enhance the quality of life for its aging community while maintaining its vibrant, family-oriented character.

46 7.1 Strengths: Los Alamitos is a City with Pride, Strength, and Vision

7.1.1 A Strong Foundation for Growth and Engagement
Los Alamitos stands out as a City with a robust economic foundation creating an ideal platform for innovation and development. Residents participate in shaping the community, demonstrating enthusiasm for intergenerational programs, proactive health behaviors like screenings and check-ups, and a variety of recreational opportunities. This collective commitment to wellness and engagement underscores a shared vision of inclusivity and progress, ensuring that Los Alamitos remains a thriving and welcoming environment for all.

7.1.2 Small-Town Charm, Strong Leadership, and Strategic Planning Cherished for its small-town charm, Los Alamitos is a community where many residents have lived for decades, fostering deep connections and a strong sense of belonging. This enduring attachment to the City enriches its culture and creates a close-knit, supportive environment where individuals of all ages feel valued. The City’s emphasis on inclusivity is evident in its local events, forums, and recreational opportunities, which bring neighbors together and strengthen community ties.

Leadership plays a central role in the City’s success. A committed City Council prioritizes initiatives that enhance residents’ quality of life, while the Recreation and Community Services Department delivers diverse programming that appeals across generations. The police and other first responders (e.g., fire) are highly engaged, ensuring safety and security remain central to community well-being. Together, these entities form a cohesive framework that supports the City’s goals for inclusivity and connection.

Additionally, Los Alamitos places a strong emphasis on planning, economic development, public works, and safety, with significant investments in street and park projects. These priorities are not only essential to the City’s infrastructure but also critical to the development of a comprehensive Senior Services Master Plan. Safe, accessible streets and parks foster mobility and outdoor engagement for older adults, while strategic planning ensures sustainable growth that adapts to the evolving needs of residents.

Residents and non-residents express satisfaction with the diversity and quality of recreational services, reflecting the City’s ability to meet various interests and needs. Furthermore, residents and non-residents participate in local events and forums, showcasing their civic engagement

7.1.3 Community Spirit
A unique and defining feature of Los Alamitos is the deep pride in its diverse community. For example, anchored by the presence of the Joint Forces Training Base (JFTB), the City has cultivated strong relationships with veterans and active military members, celebrating their contributions and ensuring they remain a vital part of the community. Events like St.

Isidore Historical Plaza’s annual salute to veterans and active military, and regular “Celebrate Los Al” events, exemplify this commitment, fostering gratitude and recognition for their service. Special events for older adults, including the Senior Prom and Senior Expo reflects Los Alamitos intentional commitment to aging.

7.1.4 Geographic Location
Los Alamitos’ geographic location further amplifies its potential as a central hub for successful aging. Positioned near neighboring cities with a shared commitment to supporting older adults, Los Alamitos is uniquely situated to leverage partnerships and resources that enhance quality of life for its residents. Its proximity to key assets such as Leisure World, a nationally recognized active adult community, and CSU Long Beach, home to a robust gerontology program and the Osher Lifelong Learning Institute (OLLI), opens avenues for collaborative programs, workshops, and research initiatives. The nearby VA Long Beach Healthcare System and the Joint Forces Training Base (JFTB) provide additional opportunities to support aging veterans and foster connections to healthcare, recreation, and community services.

The City’s existing classes and enrichment programs for all ages are numerous and diverse and reflect its commitment to lifelong learning. Expanding these offerings through partnerships with institutions like CSU Long Beach and the JFTB can solidify Los Alamitos’ role as a leader in aging services while fostering intergenerational understanding and community pride.

CHAPTER 7 • STRENGTHS,

GAPS, & RECOMMENDED ACTIONS
2025

SENIOR SERVICES

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47 Its strategic location positions Los Alamitos as an ideal regional hub for innovative aging initiatives. The City is well-equipped to lead multi-City collaborations, offer shared transportation services, and host intergenerational and cross-community events. Its accessibility to these resources ensures that Los Alamitos can act as a blueprint for age-friendly living, benefiting not only its residents but also the broader region.

7.2 Gaps: Opportunities to Enhance Los Alamitos as a Community for All While Los Alamitos has numerous strengths and the foundation to serve as a model City for aging services, some gaps remain that need to be addressed. These areas of improvement include opportunities to enhance cultural inclusivity, wellness programming, lifelong learning partnerships, caregiver support, transportation, and regional collaborations.

7.2.1 Cultural Inclusivity and Multicultural Programming Los Alamitos lacks robust multicultural events or classes that celebrate and teach about diverse traditions, such as festivals, food tastings, or arts workshops centered around different cultures. These programs foster inclusivity and appeal to the City’s growing diverse population.

7.2.2 Wellness and Outdoor Activities
While fitness classes are available, other activities, many of which are offered from adjacent cities, like water exercise classes, aqua therapy, or outdoor walking groups, are not offered by Los Alamitos. These are especially appealing to older adults who enjoy low-impact activities with social benefits. Pickleball, a rapidly growing sport among older adults, is notably absent and would be a popular addition. JFTB Gym Recreation providing indoor pickleball courts. Call for expansion of indoor and outdoor options due to popularity and growing trend

7.2.3 Cross-City Collaborations
Relatedly, there is little evidence of formal collaborations between cities to create region-wide programming for older adults, such as shared events or pooled transportation for multi-City access to activities.

7.2.4 Lifelong Learning Opportunities
A partnership with the Osher Lifelong Learning Institute based out of the California State University Long Beach campus was solidified in January 2025. This collaboration will expand access to expert-led classes, workshops, and research-based aging initiatives.

7.2.5 Caregiver Support Services
Caregiver support programs, such as respite care services, stress management workshops, or peer support groups for those caring for family members, are missing.

7.2.6 Transportation Accessibility
Transportation services specifically for older adults, such as subsidized rides for events or medical appointments, are underutilized or limited in reach.

7.2.7 Health and Nutrition Services
Programs addressing chronic condition management, cooking classes for specific diets (e.g., low-sodium or diabetic-friendly), and group-based health initiatives are scarce in the area.

7.2.8 Mental Wellness Activities
While there are fitness and recreational options, creative outlets like art therapy, mindfulness sessions, or group mental health workshops focusing on aging-related stress and isolation are limited.

Los Alamitos has a great sense of community, but I’d love more opportunities to connect with other residents. - Los Alamitos Resident
“
“

48 7.2.9 Housing
Many Los Alamitos residents are “house rich, cash poor,” struggling with bills, home maintenance, and rising costs despite high property values, reflecting a growing need for affordable housing. Older adults face additional challenges in aging in place, including a lack of accessible housing features, affordability concerns, and safety risks due to mobility or health limitations.

7.3 Recommended Actions
Drawing on a comprehensive analysis of study findings—encompassing both descriptive and inferential insights, as well as a deep understanding of local, state, and national aging-related trends, as well as analysis of community strengths, gaps, and available grant opportunities—the following recommendations are put forth. These strategies are designed to preserve and enhance the impactful aging-related services currently in place, while fostering sustainable growth, cost-effective practices, innovative solutions, and equitable access. By addressing the evolving needs of residents and non-residents alike, these actions will ensure that the community of Los Alamitos remains resilient, adaptive, and prepared to meet the challenges and opportunities of an aging population.

Note: although activities are outlined within specific timeframes, they are intended to be ongoing, evolving efforts that will continue to grow and support future initiatives in the years that follow.

7.3.1 Year 1
Municipal Case Manager Position
• Coordinate mental health programs like art therapy, mindfulness, and social activities to prevent crises and lower healthcare costs.
• Work directly with Volunteer in Police Services (VIPs) and the Senior Citizen Advisory Council (SCAC). • Identify and address needs early to prevent crises and reduce reliance on emergency services. • Assist clients in navigating healthcare, securing housing, and accessing social services for better health outcomes and reduced public resource use.
• Connect isolated individuals to community resources and create personalized social engagement plans. • Provide caregiver support through peer groups, stress management workshops, and respite care connections. • Ensure transportation access for medical care, home-based services, and health education to promote independence.
• Facilitate veteran-focused support groups and wellness programs to enhance community engagement. • Help residents with home modifications and explore affordable housing options like ADUs or multigenerational living.

Infrastructure and Space Expansion
• Collaborate with City planners to identify suitable locations for community center expansions or new facilities dedicated to senior programming.
• Seek funding through grants and partnerships to secure resources for these expansions, ensuring accessibility and adaptability for future needs.
• Forge strong partnerships with healthcare providers to offer on-site health screenings and wellness workshops at community centers or City offices.

Collaborations and Partnerships (Health and Lifelong Learning) • Begin forging relationships with CSUF, leveraging its resources like OLLI for workshops, lectures, and lifelong learning programs.
• Identify faculty for applied research and recruit students for internships in program development, outreach, and tech support for older adults.
• Collaborate with local hospitals, religious institutions, and businesses to expand health screenings, wellness workshops, and senior-friendly business practices.
• Begin conversations with neighboring cities or organizations to expand the reach and sustainability of services.

Caregiver Support/Caregiver Relief Programs
• IInitiate workshops focusing on stress management, peer support, and respite care for caregivers. • Partner with nonprofits and faith-based organizations to provide short-term caregiving relief during these workshops.
• Partner with nonprofits and faith-based organizations to offer short-term caregiving relief, such as respite care services during workshops or community events.
• Develop a structured caregiver support program that includes stress management resources, peer support networks, and access to temporary care services.
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49 • Technology Assistance Program to assist with caregiving and health managment, such as lessons on how to use smartphones to communciate health status and needs.

Veteran-Focused Initiatives
• Develop a lecture series led by veterans, sharing experiences and addressing themes like mental wellness, health, and community engagement.
• Create storytelling or mentoring programs where veterans can share their history with younger generations.

Free Hobby-based and Lifelong Learning/Recreational Programming • Partner with local experts, artists, and organizations: Collaborate with art studios, dance instructors, gardening clubs, and other local professionals to offer free workshops and classes tailored to seniors’ interests, such as painting, music, cooking, or gardening.
• Organize regular community events: Host engaging activities like movie nights, trivia contests, or group nature walks to promote social interaction and encourage seniors to explore new hobbies in a relaxed and welcoming environment.
• Increase promotion of events and programs: Launch a targeted marketing campaign using social media, community newsletters, local newspapers, and flyers at senior centers and libraries to ensure all seniors are aware of the free programs available to them. Include testimonials from participants to inspire others to join.

Citywide Transportation Program Free for Seniors
• Ensure vehicles are ADA-compliant: Equip all vehicles with features that support easy entry/exit and accommodate mobility aids, ensuring accessibility for seniors with diverse needs. • Forge collaborations with on-demand ride services: Partner with companies like Uber to offer flexible, convenient, and subsidized transportation options tailored to seniors’ needs.

Funding/Hire a Grant Writer
• Hire a grant writer and program evaluator
• Secure exploring local, state, federal, private, and non-profit funding sources, as well as revenue-generating opportunities.

7.3.2 Years 2-4
Fitness and Wellness Expansion
• Maximize Infrastructure and Space Expansion (year 1) with the development of a Wellness Center including a fitness center, café, classroom and meeting spaces, and outdoor green spaces. • Expand classes and recreation offerings, such as pickleball courts targeting older adults. • Partner with local pools or health clubs to introduce water-based fitness classes, such as aqua yoga or arthritis-friendly aerobics.

Senior Club Celebrations
• Initiate monthly cultural events featuring diverse traditions, such as food demonstrations, dance or music performances, and history talks.
• Offer classes on learning new languages, cultural cooking, or art traditions to foster inclusivity and community engagement.

Fire and First Responders Training Collaboration
• Launch shared training programs involving the City’s Fire Department, Police, local healthcare providers, and community leaders.
• Focus on enhancing response protocols for older adults, particularly in areas like mobility challenges, chronic illness, and mental health crises.
• Include joint drills and workshops that encourage collaboration between first responders and health professionals, fostering a cohesive and effective response network.

Age Friendly Business Program
• Offer Age-Friendly Business Certification & Training
• Create an Age-Friendly Business Directory & Recognition Program • Provide Financial or Marketing Incentives for Participation • Pilot an age-friendly initiative with at least five local businesses, encouraging accessibility improvements, discounts, and tailored services.

50 7.3.3 Years 4-5+
Establish a Sister City Relationship
• Delegations, joint research initiatives, and virtual forums enable City leaders, residents, and community organizations to exchange ideas and best practices in aging-related services. • Gain access to innovative practices, such as aging-friendly urban designs, multi-functional community centers, and intergenerational engagement programs.
• Discover creative policies that support aging populations, including long-term care models, disaster • preparedness plans, and initiatives to combat social isolation. • Collaborative projects such as international festivals, mentorship programs, and shared community activities could foster a stronger sense of belonging and mutual understanding.

Senior Home Assessments
• Define eligibility requirements and assessment criteria for safety and accessibility upgrades. • Partner with licensed contractors, occupational therapists, and nonprofits to conduct assessments and modifications.
• Identify federal, state, and local grants to fund home improvements. • Establish a clear application process with tiered grants based on need and project urgency. • Promote the program through senior centers, healthcare providers, and community events. • Conduct home assessments and prioritize modifications for high-risk seniors. • Track project impact and gather participant feedback for continuous improvement.

7.3.4 Future Considerations
Intergenerational Program
• Create a buddy program pairing older adults with youth or young professionals for mentorship, storytelling, and mutual skill-building activities.
• Start small-scale storytelling, mentoring, or co-learning programs pairing older adults with youth for activities like gardening, cooking, or crafting.
• Design family-friendly programs that bring multiple generations together for shared experiences.

Neighborhood Ambassador Program
• Develop a program where local residents volunteer to act as neighborhood ambassadors, helping older adults access City resources, navigate services, and stay socially connected. • Ambassadors can provide check-ins, help coordinate transportation, and act as liaisons between residents and City services.

Outdoor Adventures with Partner Organizations
• Partner with outdoor organizations to lead accessible activities like nature walks for older adults. • Include transportation options, provided by partner organizations, to ensure all participants can engage in these activities regardless of mobility challenges.

Crisis Housing Assistance
• Partner with community organizations to develop supportive housing programs and resources, ensuring that any displaced residents facing housing challenges are securely placed in appropriate accommodations. 2025

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MASTER PLAN

51 7.4 Summary
Los Alamitos has the opportunity to build on its strengths and address identified gaps in innovative ways. These steps mark the beginning of an ongoing process to enhance the City’s services, programs, and overall appeal. Immediate actions will create a strong foundation, while long-term initiatives will guide the City toward sustainable growth and innovation.

By embracing these strategies, Los Alamitos will be poised for growth, attracting new residents and retaining its current population with its reputation for delivering the best services and programming. Additionally, the City will draw non-residents who seek out its exceptional resources, programs, and services. Los Alamitos will solidify its standing as a desirable place to live, work, and thrive—where people of all ages and backgrounds feel supported, connected, and empowered. This process ensures that Los Alamitos continues to evolve as a forward-thinking, inclusive, and vibrant community well into the future.

TIMELINE GOALS ESTIMATED COST
YEARS
1-2
FY 24-25 budgeted vacant part-time position
will be converted to Case Manager position.
(Note: We recommend phasing in a second
Case Manager)
Municipal Case Manager Position
TBD
Caregiver Support/Caregiver Relief Programs TBD
Veteran-Focused Initiatives No cost
$50,000 annually (10% increase in years 2-4
for additional programming)
Hobby-based & Lifelong Learning,
Recreational Programming for Older Adults
Collaborations and Partnerships
(Health and Lifelong Learning)
Citywide Transportation Program Free for Seniors Grant funding secured Funding/Hire a Grant Writer TBD
Infrastructure and Facility Expansion TBD
YEARS
4-5+
TBD
TBD
Sister City Program
Senior Home Assessments & Grant Program
YEARS
2-4 TBD
TBD
$52,000 annually ($12,000-programming,
$40,000 part-time staff to administer) Senior Club Celebrations Fitness and Wellness Expansion TBD
Fire & First Responder Collaboration
Age-friendly Business Program
These steps mark the beginning of an ongoing process to enhance the City’s services, programs, and overall appeal.

7.5 Implementation Plan

GeroFusion is honored to present the Los Alamitos Senior Services Master Plan. We are grateful for the opportunity to support the City’s mission to create a community that fosters well-being, inclusivity, and quality of life for aging adults and their families.

This report reflects the insights, experiences, and perceptions of Los Alamitos residents and non-residents who utilize its resources and services. We extend our sincere gratitude to the community members who participated in focus groups, the Senior Advisory Advocate Committee for their guidance and feedback, and survey respondents who shared their perspectives. Their contributions have been invaluable in shaping the recommendations and strategies outlined in this Senior Services Master Plan.

As the City of Los Alamitos looks to the future, we hope this report serves as a blueprint for promoting active, engaged, and supported aging. By prioritizing the needs and aspirations of its aging residents, Los Alamitos reaffirms its commitment to being a community that thrives at every stage of life.

Melanie Horn Mallers, Ph.D., CPG
[email protected]
Laura Zettel-Watson, Ph.D., CPG
[email protected]

City of Los Alamitos

CITY COUNCIL AGENDA REPORT
MEETING DATE: February 18, 2025 ITEM NUMBER: 12C
To: Mayor Shelley Hasselbrink & Members of the City Council Presented By: Chelsi Wilson, Administrative Services Manager Subject: Annual Retention Goals & Performance Achievement Bonus for Executive Management and Middle Management Non-Represented Employees

SUMMARY
This report recommends adoption of a resolution adding Section 32 (Annual Retention Goals & Performance Achievement Bonus) to the Salary and Benefit Resolution for Non-Represented Employees.

RECOMMENDATION
Adopt Resolution No. 2025-05, entitled, "A RESOLUTION OF THE CITY COUNCIL OF CITY OF LOS ALAMITOS, CALIFORNIA, ADDING SECTION 32 (ANNUAL RETENTION GOALS &

PERFORMANCE ACHIEVEMENT BONUS) TO THE SALARY AND BENEFIT RESOLUTION FOR NON-REPRESENTED EMPLOYEES."

BACKGROUND
An Annual Retention Goals & Performance Bonus is a key tool for employee retention and directly ties compensation to individual and City performance. This incentive helps to reinforce a culture of achievement and motivates employees to maintain high productivity. The promise of a bonus creates a sense of ownership and alignment with our City goals, improving employee satisfaction and engagement. It also signals to employees that their contributions are valued and rewarded, which can increase loyalty and reduce turnover.

To further strengthen workforce retention, an Annual Retention Goals & Performance Achievement Bonus plan is being proposed in order to celebrate those employees that reach career milestones, exceed their personal achievements and continue their service to the City of Los Alamitos.

DISCUSSION
If approved, Resolution No. 2025-05 would add Section 32 (Annual Retention Goal & Performance Achievement Bonus) to the Salary and Benefit Resolution for Non-Represented Employees to read as follows:
"Effective February 18, 2025, at the end of completing the first year of service with the City of Los Alamitos and each calendar year of service following, Executive Management may be entitled to receive up to a $15,000, and Middle Management may be entitled to receive up to a

$7,000, Retention Goals & Performance Achievement Bonus for each evaluation thereafter where he/she earns at least a meets expectations (or equivalent) rating on his/her performance evaluation and meets all goals and expectations. This Annual Retention Goals & Performance Bonus is at the sole discretion of the City Manager and will take into account not only the performance of the employee, but the financial health of the City.

The parties understand that the Annual Retention Goals & Performance Achievement Bonus is not PERSable and will not be reported as pensionable compensation."

FISCAL IMPACT
The estimated cost for Fiscal Year 2025-26 would not exceed $140,000 for the proposed Annual Retention Goals & Performance Bonus.

Attachment: 1. Resolution 2025-05 - Annual Retention Goals & Performance Achievement Bonus

2. Resolution 2024-26 - Salaries and Benefits for Non-Represented Employees

3. Resolution 2024-13 - Salaries and Benefits for Non-Represented Employees

RESOLUTION NO. 2025-05

A RESOLUTION OF THE CITY COUNCIL OF THE CITY

OF LOS ALAMITOS, CALIFORNIA, ADDING SECTION
32 (ANNUAL RETENTION GOALS & PERFORMANCE

ACHIEVEMENT BONUS) TO THE SALARY AND

BENEFIT RESOLUTION FOR NON-REPRESENTED

EMPLOYEES
WHEREAS, on April 29, 2024, the City of Los Alamitos City Council adopted Resolution No. 2024-13 amending and restating the Salaries and Benefit Resolution for Non-Represented Employees; and
WHEREAS, on July 22, 2024, the City of Los Alamitos City Council adopted Resolution No. 2024-26 amended the Salaries and Benefit Resolution to add the job descriptions for the following full-time positions: Executive Assistant, Senior Management Analyst, Human Resources Analyst, Administrative Analyst, and Administrative Services Director and updating the Executive Management and Non-Represented Employees salary schedule; and,
WHEREAS, the City now desires to add Section 32 (Annual Retention Goals & Performance Achievement Bonus) to the Salaries and Benefit Resolution for Non-Represented Employees.

NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF LOS
ALAMITOS DOES RESOLVE AS FOLLOWS:

SECTION 1. The City Council of the City of Los Alamitos, California, finds that the above recitals are true and correct.

SECTION 2. Section 32 (Annual Retention Goals & Performance Achievement Bonus) is hereby added to the Salaries and Benefit Resolution for Non-Represented Employees to read as follows:
“SECTION 32. Annual Retention Goals & Performance Achievement Bonus.

Effective February 18, 2025, at the end of completing the first year of service with the City of Los Alamitos and each calendar year of service following, Executive Management may be entitled to receive up to a $15,000, and Middle Management may be entitled to receive up to a $7,000, Retention Goals & Performance Achievement Bonus for each evaluation thereafter where he/she earns at least a meets expectations (or equivalent) rating on his/her performance evaluation and meets all goals and expectations. This Annual Retention Goals & Performance Bonus is

CC RESO 2025-XX

at the sole discretion of the City Manager and will take into account not only the performance of the employee, but the financial health of the City.

The parties understand that the Annual Retention Goals & Performance Achievement Bonus is not PERSable and will not be reported as pensionable compensation.”
SECTION 3. The City Clerk shall certify as to the adoption of this Resolution.

PASSED, APPROVED, AND ADOPTED this 18th day of February, 2025. ________________________________
Shelley Hasselbrink, Mayor
ATTEST:
______________________________
Windmera Quintanar, MMC, City Clerk
APPROVED AS TO FORM:
_______________________________
Michael S. Daudt, City Attorney

STATE OF CALIFORNIA )
COUNTY OF ORANGE ) ss

CITY OF LOS ALAMITOS )
I, Windmera Quintanar, MMC, City Clerk, of the City of Los Alamitos, do hereby certify that the foregoing Resolution was adopted at a regular meeting of the City Council held on the 18th day of February, 2025, by the following vote, to wit:

CC RESO 2025-XX

AYES: COUNCILMEMBERS:

NOES: COUNCILMEMBERS:

ABSENT: COUNCILMEMBERS:

ABSTAIN: COUNCILMEMBERS:
________________________________________
Windmera Quintanar, MMC, City Clerk

RESOLUTION NO. 2024-26

A RESOLUTION OF THE CITY COUNCIL OF THE CITY

OF LOS ALAMITOS, CALIFORNIA, APPROVING JOB

DESCRIPTIONS FOR EXECUTIVE ASSISTANT,

SENIOR MANAGEMENT ANALYST, HUMAN

RESOURCES ANALYST, ADMINISTRATIVE ANALYST,

AND ADMINISTRATIVE SERVICES DIRECTOR AND

UPDATING THE EXECUTIVE MANAGEMENT AND

NON-REPRESENTED EMPLOYEES SALARY

SCHEDULE
WHEREAS, on April 29, 2024 the City of Los Alamitos City Council adopted Resolution 2024-13 amending and restating the Salaries and Benefit Resolution for Executive Management and Non-Represented Employees; and WHEREAS, the City now desires to amend the Salaries and Benefit Resolution for Non-Represented Employees to add the job descriptions for the following full-time positions: Executive Assistant, Senior Management Analyst, Human Resources Analyst, Administrative Analyst, and Administrative Services Director; and,
WHEREAS, the City now desires to update the Non-Represented Employees Salary Schedule to include the new Executive Assistant, Senior Management Analyst, Human Resources Analyst, Administrative Analyst, and Administrative Services Director positions.

NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF LOS
ALAMITOS DOES RESOLVE AS FOLLOWS:

SECTION 1. The City Council of the City of Los Alamitos, California, finds that the above recitals are true and correct.

SECTION 2. Section 3, Subsection C. of Salaries and Benefit Resolution for Non-Represented Employees is hereby amended and restated to read:

C. EMPLOYEE OR NON-REPRESENTED EMPLOYEE: Except as
otherwise specified in this Resolution, any person regularly employed by the City of Los Alamitos in one or more full-time positions of Executive Management, Middle Management or Confidential Employees.

1. Executive Management employees are the following positions:

City Clerk/Director of Communications, City Clerk, Finance Director, Administrative Services Director, Administrative Services Manager, Police Chief, Development Services
Docusign Envelope ID: FE162EFA-C423-47F0-B8D6-ACE74C4E7418

CC RESO 2024-26

Director, Recreation and Community Services Director,
Assistant City Manager, and City Manager.

2. Middle Management employees are the following positions:

Recreation Manager, Development Services Manager, Police Captain, Public Services Superintendent, Support Services Manager, Finance Manager.

3. Confidential employees are the following positions: Public Works Supervisor, Recreation Supervisor, Assistant to the City Manager, Deputy City Clerk, Benefits Coordinator/Executive Assistant, Economic Development Supervisor, Senior
Management Analyst, Human Resources Analyst, Management Analyst, Administrative Analyst, and Executive Assistant.

SECTION 3. The City Council approves the job descriptions for Executive Assistant (Exhibit A), Senior Management Analyst (Exhibit B), Human Resources Analyst (Exhibit C), Administrative Analyst (Exhibit D), and Administrative Services Director (Exhibit E).

SECTION 4. The City Council amends and restates the Non-Represented Employees Salary Schedule to include Executive Assistant, Senior Management Analyst, Human Resources Analyst, Administrative Analyst, and Administrative Service Director effective July 22, 2024, attached hereto as (Exhibit F).

SECTION 5. The City Clerk shall certify as to the adoption of this Resolution.

PASSED, APPROVED, AND ADOPTED this 22nd day of July, 2024. ________________________________
Jordan B. Nefulda, Mayor
ATTEST:
______________________________
Windmera Quintanar, MMC, City Clerk
Docusign Envelope ID: FE162EFA-C423-47F0-B8D6-ACE74C4E7418

CC RESO 2024-26

APPROVED AS TO FORM:
_______________________________
Michael S. Daudt, City Attorney

STATE OF CALIFORNIA )
COUNTY OF ORANGE ) ss

CITY OF LOS ALAMITOS )
I, Windmera Quintanar, MMC, City Clerk, of the City of Los Alamitos, do hereby certify that the foregoing Resolution was adopted at a regular meeting of the City Council held on the 22nd day of July, 2024, by the following vote, to wit:

AYES: COUNCILMEMBERS: Doby, Hasselbrink, Hibard, Murphy, Nefulda NOES: COUNCILMEMBERS: None
ABSENT: COUNCILMEMBERS: None
ABSTAIN: COUNCILMEMBERS: None
________________________________________
Windmera Quintanar, MMC, City Clerk
Docusign Envelope ID: FE162EFA-C423-47F0-B8D6-ACE74C4E7418

EXHIBIT F

CITY OF LOS ALAMITOS EXECUTIVE MANAGEMENT & NON-REPRESENTED EMPLOYEES

SALARY SCHEDULE
EFFECTIVE JULY 22, 2024

CODE CLASSIFICATION TITLE CATGY/FLSA STEP A STEP B STEPC STEPD STEPE 212 Administrative Analyst C-E HOURLY 40.87 42.91 45.05 47.31 49.67 MONTHLY 7,083.37 7,437.54 7,809.41 8,199.88 8,609.88
ANNUAL 85,000.41 89,250.43 93,712.95 98,398.60 103,318.53 213 Human Resources Analyst C-E HOURLY 43.02 45.17 47.43 49.80 52.29 220 Management Analyst MONTHLY 7,456.18 7,828.98 8,220.43 8,631.46 9,063.03 ANNUAL 89,474.11 93,947.82 98,645.21 103,577.47 108,756.34 225 Senior Mangement Analyst C-E HOURLY 45.17 47.43 49.80 52.29 54.90 MONTHLY 7,828.98 8,220.43 8,631.46 9,063.03 9,516.18
ANNUAL 93,947.82 98,645.21 103,577.47 108,756.34 114,194.16 310 Benefits Coordinator/Executive Asst C-E HOURLY 36.33 38.15 40.06 42.06 44.16 MONTHLY 6,297.41 6,612.28 6,942.89 7,290.04 7,654.54
ANNUAL 75,568.90 79,347.34 83,314.71 87,480.44 91,854.47 315 Executive Assistant A-E HOURLY 31.17 32.73 34.36 36.08 37.89 MONTHLY 5,402.73 5,672.86 5,956.51 6,254.33 6,567.05
ANNUAL 64,832.72 68,074.35 71,478.07 75,051.97 78,804.58 324 Recreation Supervisor C-E HOURLY 40.36 42.38 44.49 46.72 49.05 326 Economic Development Supervisor MONTHLY 6,995.29 7,345.05 7,712.31 8,097.92 8,502.82 328 Public Works Supervisor ANNUAL 83,943.48 88,140.65 92,547.68 97,175.07 102,033.82 951 Deputy City Clerk
330 Assistant to the City Manager C-E HOURLY 46.50 48.83 51.27 53.84 56.53 MONTHLY 8,060.83 8,463.87 8,887.07 9,331.42 9,797.99
ANNUAL 96,729.98 101,566.48 106,644.81 111,977.05 117,575.90 340 Finance Manager MM-E HOURLY 53.49 56.17 58.98 61.92 65.02 355 Recreation Manager MM-E MONTHLY 9,272.02 9,735.62 10,222.40 10,733.52 11,270.19 362 Administrative Services Manager A-E ANNUAL 111,264.19 116,827.40 122,668.77 128,802.21 135,242.32 365 Development Services Manager MM -E
370 City Clerk A-E HOURLY 47.58 49.96 52.46 55.09 57.84 MONTHLY 8,248.03 8,660.43 9,093.46 9,548.13 10,025.53
ANNUAL 98,976.38 103,925.20 109,121.46 114,577.54 120,306.41 373 City Clerk/ Director of Communication A-E HOURLY 49.97 52.47 55.09 57.85 60.74 MONTHLY 8,661.74 9,094.83 9,549.57 10,027.05 10,528.40
ANNUAL 103,940.93 109,137.97 114,594.87 120,324.62 126,340.85

EXHIBIT F

CITY OF LOS ALAMITOS EXECUTIVE MANAGEMENT & NON-REPRESENTED EMPLOYEES

SALARY SCHEDULE
EFFECTIVE JULY 22, 2024

CODE CLASSIFICATION TITLE CATGY/FLSA STEP A STEPB STEPC STEPD 380 Support Services Manager MM-E HOURLY 56.56 59.39 62.36 65.47 MONTHLY 9,803.66 10,293.85 10,808.54 11,348.97
ANNUAL 117,643.97 123,526.17 129,702.47 136,187.60
405 Finance Director A-E HOURLY 61.35 67.49 73.56 78.71 MONTHLY 10,634.83 11,698.32 12,751.16 13,643.75
ANNUAL 127,617.98 140,379.78 153,013.96 163,724.94
390 Police Captain MM-E HOURLY 70.68 74.21 77.92 81.82
MONTHLY 12,250.37 12,862.89 13,506.03 14,181.33
ANNUAL 147,004.42 154,354.64 162,072.37 170,175.99
400 Administrative Services Director A-E HOURLY 65.02 68.27 71.68 75.27 MONTHLY 11,270.17 11,833.67 12,442.08 13,046.63
ANNUAL 135,242.00 142,004.09 149,305.00 156,559.51
410 Development Services Director A-E HOURLY 67.65 74.42 81.11 86.79 MONTHLY 11,726.21 12,898.83 14,059.72 15,043.90
ANNUAL 140,714.50 154,785.95 168,716.68 180,526.85
430 Recreation & Community Svcs Director A-E HOURLY 64.43 70.88 77.25 82.66 MONTHLY 11,168.35 12,285.19 13,390.85 14,328.21
ANNUAL 134,020.22 147,422.25 160,690.25 171,938.57
440 Police Chief A-E HOURLY 74.95 82.45 89.87 97.06
MONTHLY 12,991.68 14,290.85 15,577.02 16,823.19
ANNUAL 155,900.16 171,490.18 186,924.29 201,878.24
500 City Manager A-E City Manager salary is set by contract with the City Council.

Employment Category Ealc l.aboc Standards Ai;t Classification A= AtWill E = Exempt from overtime
C = Confidential
MM= Mid-management
STEP E

68.75 11,916.41
142,996.98

85.80 14,871.68
178,460.18

85.91 14,890.40
178,684.79

79.03 13,698.96
164,387.49

94.60 16,397.86
196,774.26

90.10 15,617.75
187,413.04
104.82
18,169.04
218,028.49

EXHIBIT F

CITY OF LOS ALAMITOS EXECUTIVE MANAGEMENT & NON-REPRESENTED EMPLOYEES

SALARY SCHEDULE
EFFECTIVE JULY 1, 2025

3.0% Increase

CODE CLASSIFICATION TITLE CATGY/FLSA STEP A STEP B STEPC STEPD STEP E 212 Administrative Analyst C-E HOURLY 42.09 44.20 46.41 48.73 51.16 MONTHLY 7,295.87 7,660.66 8,043.69 8,445.88 8,868.17
ANNUAL 87,550.42 91,927.94 96,524.34 101,350.55 106,418.08 213 Human Resources Analyst C-E HOURLY 44.31 46.52 48.85 51.29 53.86 220 Management Analyst MONTHLY 7,679.86 8,063.85 8,467.05 8,890.40 9,334.92 ANNUAL 92,158.34 96,766.25 101,604.56 106,684.79 112,019.03 225 Senior Mangement Analyst C-E HOURLY 46.52 48.85 51.29 53.86 56.55 MONTHLY 8,063.85 8,467.05 8,890.40 9,334.92 9,801.67
ANNUAL 96,766.25 101,604.56 106,684.79 112,019.03 117,619.98 310 Benefits Coordinator/Executive Asst C-E HOURLY 37.42 39.29 41.26 43.32 45.49 MONTHLY 6,486.33 6,810.65 7,151.18 7,508.74 7,884.17
ANNUAL 77,835.96 81,727.76 85,814.15 90,104.86 94,610.10 315 Executive Assistant C-E HOURLY 32.10 33.71 35.40 37.17 39.02 MONTHLY 5,564.81 5,843.05 6,135.20 6,441.96 6,764.06
ANNUAL 66,777.70 70,116.58 73,622.41 77,303.53 81,168.71 324 Recreation Supervisor C-E HOURLY 41.57 43.65 45.83 48.12 50.53 326 Economic Development Supervisor MONTHLY 7,205.15 7,565.41 7,943.68 8,340.86 8,757.90 328 Public Works Supervisor ANNUAL 86,461.78 90,784.87 95,324.11 100,090.32 105,094.83 951 Deputy City Clerk
330 Assistant to the City Manager C-E. HOURLY 47.90 50.29 52.81 55.45 58.22 MONTHLY 8,302.66 8,717.79 9,153.68 9,611.36 10,091.93
ANNUAL 99,631.88 104,613.48 109,844.15 115,336.36 121,103.18 340 Finance Manager MM-E HOURLY 55.10 57.85 60.74 63.78 66.97 355 Recreation Manager MM-E MONTHLY 9,550.18 10,027.69 10,529.07 11,055.52 11,608.30 362 Administrative Services Manager A-E ANNUAL 114,602.12 120,332.22 126,348.83 132,666.28 139,299.59 365 Development Services Manager MM-E
370 City Clerk A-E HOURLY 49.01 51.46 54.04 56.74 59.57 MONTHLY 8,495.47 8,920.25 9,366.26 9,834.57 10,326.30
ANNUAL 101,945.68 107,042.96 112,395.11 118,014.86 123,915.61 373 City Clerk/ Director of Communication A-E HOURLY 51.47 54.04 56.75 59.58 62.56 MONTHLY 8,921.60 9,367.68 9,836.06 10,327.86 10,844.26
ANNUAL 107,059.16 112,412.11 118,032.72 123,934.36 130,131.07

EXHIBIT F

CITY OF LOS ALAMITOS EXECUTIVE MANAGEMENT & NON-REPRESENTED EMPLOYEES

SALARY SCHEDULE
EFFECTIVE JULY 1, 2025

3.0% Increase

CODE CLASSIFICATION TITLE CATGY/FLSA STEP A STEPB STEPC STEPD STEPE 380 Support Services Manager MM-E HOURLY 58.26 61.17 64.23 67.44 70.81 MONTHLY 10,097.77 10,602.66 11,132.80 11,689.44 12,273.91 ANNUAL 121,173.29 127,231.95 133,593.55 140,273.23 147,286.89 405 Finance Director A-E HOURLY 63.20 69.51 75.77 81.08 88.37 MONTHLY 10,953.88 12,049.26 13,133.70 14,053.06 15,317.83 ANNUAL 131,446.52 144,591.18 157,604.38 168,636.69 183,813.99 390 Police Captain MM-E HOURLY 72.80 76.44 80.26 84.27 88.48 MONTHLY 12,617.88 13,248.77 13,911.21 14,606.77 15,337.11 ANNUAL 151,414.55 158,985.28 166,934.54 175,281.27 184,045.33 400 Administrative Services Director A-E HOURLY 66.97 70.32 73.84 77.53 81.40 MONTHLY 11,608.27 12,188.68 12,798.12 13,438.03 14,109.93 ANNUAL 139,299.26 146,264.22 153,577.43 161,256.30 169,319.12 410 Development Services Director A-E HOURLY 69.68 76.65 83.55 89.40 97.44 MONTHLY 12,077.99 13,285.79 14,481.52 15,495.22 16,889.79 ANNUAL 144,935.93 159,429.52 173,778.18 185,942.65 202,677.49 430 Recreation & Community Svcs Director A·E HOURLY 66.37 73.00 79.57 85.14 92.81 MONTHLY 11,503.40 12,653.74 13,792.58 14,758.06 16,086.29 ANNUAL 138,040.83 151,844.91 165,510.96 177,096.72 193,035.43 440 Police Chief A-E HOURLY 77.20 84.92 92.56 99.97 107.97 MONTHLY 13,381.43 14,719.57 16,044.34 17,327.88 18,714.11 ANNUAL 160,577.16 176,634.88 192,532.02 207,934.58 224,569.35 500 City Manager A-E City Manager salary is set by contract with the City Council.

Employment Category Faic I.a bot Stam:laul:; Act Cla:;sification A= AtWill E = Exempt from overtime
C = Confidential
MM = Mid-management

CODE
212
213
220
225
310
315
324
326
328
951
330
340
355
362
365
370
373

EXHIBIT F

CITY OF LOS ALAMITOS EXECUTIVE MANAGEMENT & NON-REPRESENTED EMPLOYEES

CLASSIFICATION TITLE
Administrative Analyst
Human Resources Analyst
Management Analyst
Senior Mangement Analyst
Benefits Coordinator/Executive Asst
Executive Assistant
Recreation Supervisor
Economic Development Supervisor
Public Works Supervisor
Deputy City Clerk
Assistant to the City Manager
Finance Manager
Recreation Manager
Administrative Services Manager
Development Services Manager
City Clerk
City Clerk/ Director of Communication

SALARY SCHEDULE
EFFECTIVE JULY 1, 2026

3.0% Increase

CATGY/FLSA
C-E
C-E
C-E
C-E
C-E
C-E
C-E
MM -E
MM-E
A-E
MM-E
A-E
A-E
HOURLY

MONTHLY
ANNUAL
HOURLY

MONTHLY
ANNUAL
HOURLY

MONTHLY
ANNUAL
HOURLY

MONTHLY
ANNUAL
HOURLY

MONTHLY
ANNUAL
HOURLY

MONTHLY
ANNUAL
HOURLY

MONTHLY
ANNUAL
HOURLY

MONTHLY
ANNUAL
HOURLY

MONTHLY
ANNUAL
HOURLY

MONTHLY
STEP A

43.35 7,514.74
90,176.93

45.64 7,910.26
94,923.09

47.92 8,305.77
99,669.24

38.54 6,680.92
80,171.04

33.07 5,731.75
68,781.03

42.82 7,421.30
89,055.63

49.34 8,551.74
102,620.84

56.75 9,836.68
118,040.18

50.48 8,750.34
105,004.05

53.01 9,189.24

STEPB STEPC

45.52 47.80
7,890.48 8,285.01
94,685.78 99,420.07

47.92 50.31
8,305.77 8,721.06
99,669.24 104,652.70

50.31 52.83
8,721.06 9,157.11
104,652.70 109,885.34

40.47 42.49
7,014.97 7,365.71
84,179.59 88,388.57

34.72 36.46
6,018.34 6,319.26
72,220.08 75,831.08

44.96 47.20
7,792.37 8,181.99
93,508.41 98,183.84

51.80 54.39
8,979.32 9,428.29
107,751.88 113,139.48

59.59 62.57
10,328.52 10,844.94
123,942.19 130,139.30

53.01 55.66
9,187.85 9,647.25
110,254.25 115,766.96

55.67 58.45
9,648.71 10,131.14
STEPD

50.19 8,699.26
104,391.07

52.83 9,157.11
109,885.34

55.47 9,614.97
115,379.60

44.62 7,734.00
92,808.00

38.28 6,635.22
79,622.64

49.56 8,591.09
103,093.03

57.11 9,899.70
118,796.45

65.70 11,387.19
136,646.26

58.44 10,129.61
121,555.31

61.37 10,637.70
STEP E

52.70 9,134.22
109,610.62

55.47 9,614.97
115,379.60

58.24 10,095.72
121,148.58

46.85 8,120.70
97,448.40

40.19 6,966.98
83,603.77

52.04 9,020.64
108,247.68

59.97 10,394.69
124,736.27

68.98 11,956.55
143,478.58

61.36 10,636.09
127,633.07

64.44 11,169.58
ANNUAL 110,270.93 115,784.48 121,573.70 127,652.39 134,035.01

EXHIBIT F

CITY OF LOS ALAMITOS EXECUTIVE MANAGEMENT & NON-REPRESENTED EMPLOYEES

SALARY SCHEDULE
EFFECTIVE JULY 1, 2026

3.0% Increase

CODE CLASSIFICATION TITLE CATGY/FLSA STEP A STEPB STEPC STEPD STEPE 380 Support Services Manager MM-E HOURLY 60.00 63.00 66.15 69.46 72.94 MONTHLY 10,400.71 10,920.74 11,466.78 12,040.12 12,642.12 ANNUAL 124,808.49 131,048.91 137,601.36 144,481.42 151,705.49 405 Finance Director A-E HOURLY 65.09 71.60 78.04 83.51 91.02 MONTHLY 11,282.49 12,410.74 13,527.71 14,474.65 15,777.37 ANNUAL 135,389.92 148,928.91 162,332.51 173,695.79 189,328.41 390 Police Captain MM-E HOURLY 74.98 78.73 82.66 86.80 91.14 MONTHLY 12,996.42 13,646.24 14,328.55 15,044.98 15,797.22 ANNUAL 155,956.98 163,754.83 171,942.58 180,539.70 189,566.69 400 Administrative Services Director A-E HOURLY 68.98 72.43 76.05 79.85 83.85 MONTHLY 11,956.52 12,554.35 13,182.06 13,841.17 14,533.22 ANNUAL 143,478.23 150,652.14 158,184.75 166,093.99 174,398.69 410 Development Services Director A-E HOURLY 71.77 78.95 86.05 92.08 100.36 MONTHLY 12,440.33 13,684.37 14,915.96 15,960.08 17,396.48 ANNUAL 149,284.01 164,212.41 178,991.53 191,520.93 208,757.82 430 Recreation & Community Svcs Director A-E HOURLY 68.36 75.19 81.96 87.70 95.59 MONTHLY 11,848.50 13,033.36 14,206.36 15,200.80 16,568.87 ANNUAL 142,182.06 156,400.26 170,476.28 182,409.62 198,826.49 440 Police Chief A·E HOURLY 79.52 87.47 95.34 102.97 111.21 MONTHLY 13,782.87 15,161.16 16,525.67 17,847.72 19,275.54 ANNUAL 165,394.48 181,933.93 198,307.98 214,172.62 231,306.43 500 City Manager A-E City Manager salary is set by contract with the City Council.

Employment Category Falt Lal!ot Standan!s Act Qlassitl!;atlon A= AtWill E = Exempt from overtime
C = Confidential
MM = Mid-management

EXHIBIT F

CITY OF LOS ALAMITOS EXECUTIVE MANAGEMENT & NON-REPRESENTED EMPLOYEES

CODE CLASSIFICATION TITLE
212 Administrative Analyst
213 Human Resources Analyst
220 Management Analyst
225 Senior Mangement Analyst
310 Benefits Coordinator/Executive Asst
315 Executive Assistant
324 Recreation Supervisor
326 Economic Development Supervisor
328 Public Works Supervisor
951 Deputy City Clerk
330 Assistant to the City Manager
340 Finance Manager
355 Recreation Manager
362 Administrative Services Manager
365 Development Services Manager
370 City Clerk
373 City Clerk/ Director of Communication

SALARY SCHEDULE
EFFECTIVE JULY 1, 2027

4.0% Increase

CATGY/FLSA
C-E
C-E
C-E
C-E
C-E
C-E
C-E
MM-E
MM-E
A-E
MM-E
A-E
A-E
HOURLY

MONTHLY
ANNUAL
HOURLY

MONTHLY
ANNUAL
HOURLY

MONTHLY
ANNUAL
HOURLY

MONTHLY
ANNUAL
HOURLY

MONTHLY
ANNUAL
HOURLY

MONTHLY
ANNUAL
HOURLY

MONTHLY
ANNUAL
HOURLY

MONTHLY
ANNUAL
HOURLY

MONTHLY
ANNUAL
HOURLY

MONTHLY

STEP A STEPB STEPC STEPD STEPE

45.09 47.34 49.71 52.20 54.81
7,815.33 8,206.10 8,616.41 9,047.23 9,499.59
93,784.01 98,473.21 103,396.87 108,566.71 113,995.05

47.46 49.83 52.33 54.94 57.69
8,226.67 8,638.00 9,069.90 9,523.40 9,999.57
98,720.01 103,656.01 108,838.81 114,280.75 119,994.79

49.83 52.33 54.94 57.69 60.57
8,638.00 9,069.90 9,523.40 9,999.57 10,499.54
103,656.01 108,838.81 114,280.75 119,994.79 125,994.53

40.09 42.09 44.19 46.40 48.72
6,948.16 7,295.56 7,660.34 8,043.36 8,445.53
83,377.88 87,546.78 91,924.12 96,520.32 101,346.34

34.39 36.11 37.92 39.81 41.80
5,961.02 6,259.07 6,572.03 6,900.63 7,245.66
71,532.27 75,108.88 78,864.33 82,807.54 86,947.92

44.53 46.75 49.09 51.55 54.12
7,718.15 8,104.06 8,509.27 8,934.73 9,381.47
92,617.86 97,248.75 102,111.19 107;216.75 112,577.59

51.31 53.88 56.57 59.40 62.37
8,893.81 9,338.50 9,805.42 10,295.69 10,810.48
106,725.67 112,061.96 117,665.06 123,548.31 129,725.72

59.02 61.97 65.07 68.32 71.74
10,230.15 10,741.66 11,278.74 11,842.68 12,434.81
122,761.79 128,899.88 135,344.87 142,112.12 149,217.72

52.50 55.13 57.88 60.78 63.82
9,100.35 9,555.37 10,033.14 10,534.79 11,061.53
109,204.21 114,664.42 120,397.64 126,417.52 132,738.40

55.14 57.89 60.79 63.83 67.02
9,556.81 10,034.65 10,536.39 11,063.21 11,616.37
ANNUAL 114,681.77 120,415.86 126,436.65 132,758.48 139,396.41

EXHIBIT F

CITY OF LOS ALAMITOS EXECUTIVE MANAGEMENT & NON-REPRESENTED EMPLOYEES

SALARY SCHEDULE
EFFECTIVE JULY 1, 2027

4.0% Increase

CODE CLASSIFICATION TITLE CATGY/FLSA STEP A STEPS STEPC STEPD STEPE 380 Support Services Manager MM-E HOURLY 62.40 65.52 68.80 72.24 75.85 MONTHLY 10,816.74 11,357.57 11,925.45 12,521.72 13,147.81 ANNUAL 129,800.83 136,290.87 143,105.41 150,260.68 157,773.71 405 Finance Director A-E HOURLY 67.69 74.46 81.17 86.85 94.66 MONTHLY 11,733.79 12,907.17 14,068.82 15,053.64 16,408.46 ANNUAL 140,805.52 154,886.07 168,825.81 180,643.62 196,901.55 390 Police Captain MM-E HOURLY 77.98 57.90 63.15 67.73 73.70 MONTHLY 13,516.27 14,192.09 14,901.69 15,646.77 16,429.11 ANNUAL 162,195.26 170,305.03 178,820.28 187,761.29 197,149.36 400 Administrative Services Director A-E HOURLY 71.74 75.33 79.09 83.05 87.20 MONTHLY 12,434.78 13,056.52 13,709.35 14,394.81 15,114.55 ANNUAL 149,217.36 156,678.23 164,512.14 172,737.75 181,374.64 410 Development Services Director A-E HOURLY 74.64 82.11 89.50 95.76 104.38 MONTHLY 12,937.95 14,231.74 15,512.60 16,598.48 18,092.34 ANNUAL 155,255.37 170,780.91 186,151.19 199,181.77 217,108.13 430 Recreation & Community Svcs Director A-E HOURLY 71.09 78.20 85.24 91.20 99.41 MONTHLY 12,322.44 13,554.69 14,774.61 15,808.83 17,231.63 ANNUAL 147,869.34 162,656.27 177,295.34 189,706.01 206,779.55 440 Police Chief A-E HOURLY 82.70 90.97 99.15 107.09 115.65 MONTHLY 14,334.19 15,767.61 17,186.69 18.,561.63 20,046.56 ANNUAL 172,010.26 189,211.28 206,240.30 222,739.52 240,558.69 500 City Manager A-E City Manager salary is set by contract with the City Council.

Employment Category Falc Labor Standards Ai;t Cl;issification A= AtWill E = Exempt from overtime
C = Confidential
MM= Mid-management