Form SL 00 00 10 18 Page 20 of 22 © 2018, The Hartford (May include copyrighted material of Insurance Services Office, Inc., with its permission) (2) Under which the insured, if an architect, engineer or surveyor, assumes liability for an injury or damage arising out of the insured's rendering or failure to render professional services, including those listed in (1) above and supervisory, inspection, architectural or engineering activities.
13. "Leased worker" means a person leased to you by a labor leasing firm under an agreement between you and the labor leasing firm, to perform duties related to the conduct of your business. "Leased worker" does not include a "temporary worker".
14. "Loading or unloading" means the handling of property:
a. After it is moved from the place where it is accepted for movement into or onto an aircraft, watercraft or "auto";
b. While it is in or on an aircraft, watercraft or "auto"; or c. While it is being moved from an aircraft, watercraft or "auto" to the place where it is finally delivered; but "loading or unloading" does not include the movement of property by means of a mechanical device, other than a hand truck, that is not attached to the aircraft, watercraft or "auto".
15. "Mobile equipment" means any of the following types of land vehicles, including any attached machinery or equipment:
a. Bulldozers, farm machinery, forklifts and other vehicles designed for use principally off public roads; b. Vehicles maintained for use solely on or next to premises you own or rent; c. Vehicles that travel on crawler treads;
d. Vehicles, whether self-propelled or not, on which are permanently mounted:
(1) Power cranes, shovels, loaders, diggers or drills; or (2) Road construction or resurfacing equipment such as graders, scrapers or rollers; e. Vehicles not described in a., b., c., or d. above that are not self-propelled and are maintained primarily to provide mobility to permanently attached equipment of the following types:
(1) Air compressors, pumps and generators, including spraying, welding, building cleaning, geophysical exploration, lighting and well servicing equipment; or
(2) Cherry pickers and similar devices used to raise or lower workers; f. Vehicles not described in a., b., c., or d. above maintained primarily for purposes other than the transportation of persons or cargo.
However, self-propelled vehicles with the following types of permanently attached equipment are not "mobile equipment" but will be considered "autos":
(1) Equipment, of at least 1,000 pounds gross vehicle weight, designed primarily for:
(a) Snow removal;
(b) Road maintenance, but not construction or resurfacing; or (c) Street cleaning;
(2) Cherry pickers and similar devices mounted on automobile or truck chassis and used to raise or lower workers; and
(3) Air compressors, pumps and generators, including spraying, welding, building cleaning, geophysical exploration, lighting and well servicing equipment.
However, “mobile equipment” does not include any land vehicle that is subject to a compulsory or financial responsibility law or other motor vehicle insurance or motor vehicle registration law where they are licensed or principally garaged. Land vehicles subject to a compulsory or financial responsibility law or other motor vehicle insurance law or motor vehicle registration law are considered “autos”.
16. "Occurrence" means an accident, including continuous or repeated exposure to substantially the same general harmful conditions.
17. "Personal and advertising injury" means injury, including consequential "bodily injury", arising out of one or more of the following offenses:
Form SL 00 00 10 18
© 2018, The Hartford (May include copyrighted material of Insurance Services Office, Inc., with its permission) a. False arrest, detention or imprisonment;
b. Malicious prosecution;
c. The wrongful eviction from, wrongful entry into, or invasion of the right of private occupancy of a room, dwelling or premises that a person or organization occupies, committed by or on behalf of its owner, landlord or lessor; d. Oral, written, electronic, or any other manner of publication of material that slanders or libels a person or organization or disparages a person's or organization's goods, products or services; e. Oral, written, electronic, or any other manner of publication of material that violates a person's right of privacy; f. Copying, in your "advertisement", a person’s or organization’s "advertising idea" or style of "advertisement"; or g. Infringement of copyright, slogan, or title of any literary or artistic work, in your "advertisement".
18. "Pollutants" means any solid, liquid, gaseous or thermal irritant or contaminant, including smoke, vapor, soot, fumes, acids, alkalis, chemicals and waste. Waste includes materials to be recycled, reconditioned or reclaimed.
19. "Products-completed operations hazard";
a. Includes all "bodily injury" and "property damage" occurring away from premises you own or rent and arising out of "your product" or "your work" except:
(1) Products that are still in your physical possession; or (2) Work that has not yet been completed or abandoned. However, "your work" will be deemed to be completed at the earliest of the following times:
(a) When all of the work called for in your contract has been completed. (b) When all of the work to be done at the job site has been completed if your contract calls for work at more than one job site.
(c) When that part of the work done at a job site has been put to its intended use by any person or organization other than another contractor or subcontractor working on the same project.
Work that may need service, maintenance, correction, repair or replacement, but which is otherwise complete, will be treated as completed.
The "bodily injury" or "property damage" must occur away from premises you own or rent, unless your business includes the selling, handling or distribution of "your product" for consumption on premises you own or rent. b. Does not include "bodily injury" or "property damage" arising out of:
(1) The transportation of property, unless the injury or damage arises out of a condition in or on a vehicle not owned or operated by you, and that condition was created by the "loading or unloading" of that vehicle by any insured; or
(2) The existence of tools, uninstalled equipment or abandoned or unused materials.
20. "Property damage" means:
a. Physical injury to tangible property, including all resulting loss of use of that property. All such loss of use shall be deemed to occur at the time of the physical injury that caused it; or b. Loss of use of tangible property that is not physically injured. All such loss of use shall be deemed to occur at the time of "occurrence" that caused it.
As used in this definition, "electronic data" is not tangible property.
21. "Suit" means a civil proceeding in which damages because of "bodily injury", "property damage" or "personal and advertising injury" to which this insurance applies are alleged. "Suit" includes:
a. An arbitration proceeding in which such damages are claimed and to which the insured must submit or does submit with our consent; or
b. Any other alternative dispute resolution proceeding in which such damages are claimed and to which the insured submits with our consent.
Form SL 00 00 10 18
© 2018, The Hartford (May include copyrighted material of Insurance Services Office, Inc., with its permission)
22. "Temporary worker" means a person who is furnished to you to substitute for a permanent "employee" on leave or to meet seasonal or short-term workload conditions.
23. "Unmanned aircraft" means an aircraft that is not:
a. Designed;
b. Manufactured; or
c. Modified after manufacture;
to be controlled directly by a person from within or on the aircraft.
24. "Volunteer worker" means a person who:
a. Is not your "employee";
b. Donates his or her work;
c. Acts at the direction of and within the scope of duties determined by you; and d. Is not paid a fee, salary or other compensation by you or anyone else for their work performed for you.
25. "Your product":
a. Means:
(1) Any goods or products, other than real property, manufactured, sold, handled, distributed or disposed of by:
(a) You;
(b) Others trading under your name; or
(c) A person or organization whose business or assets you have acquired; and (2) Containers (other than vehicles), materials, parts or equipment furnished in connection with such goods or products.
b. Includes:
(1) Warranties or representations made at any time with respect to the fitness, quality, durability, performance or use of "your product"; and
(2) The providing of or failure to provide warnings or instructions. c. Does not include vending machines or other property rented to or located for the use of others but not sold.
26. "Your work":
a. Means:
(1) Work or operations performed by you or on your behalf; and (2) Materials, parts or equipment furnished in connection with such work or operations. b. Includes:
(1) Warranties or representations made at any time with respect to the fitness, quality, durability, performance or use of "your work"; and
(2) The providing of or failure to provide warnings or instructions.
THIS ENDORSEMENT CHANGES THE POLICY. PLEASE READ IT CAREFULLY. Form SL 30 26 10 18
© 2018, The Hartford
(May include copyrighted material of Insurance Services Office, Inc., with its permission)
HIRED AUTO AND NON-OWNED AUTO LIABILITY
This endorsement modifies insurance provided under the following:
BUSINESS LIABILITY COVERAGE FORM
Except as otherwise stated in this endorsement, the terms and conditions of the Policy apply.
A. Amended Coverage:
The following is added to Section A. COVERAGES:
Coverage is extended to "bodily injury" and "property damage" arising out of the use of a "hired auto" or "non-owned auto".
B. The following changes are made to Section B. EXCLUSIONS:
1. Exclusion g. Aircraft, Auto Or Watercraft does not apply to a "hired auto" or a "non-owned auto".
2. Exclusion e. Employer’s Liability does not apply to "bodily injury" to domestic "employees" not entitled to workers’ compensation benefits or to liability assumed by the insured under an "insured contract".
3. Exclusion f. Pollution is deleted and replaced by the following:
(1) "Bodily injury" or "property damage" arising out of the actual, alleged or threatened discharge, dispersal, seepage, migration, release or escape of "pollutants":
(a) That are, or that are contained in any property that is:
(i) Being transported or towed by, handled, or handled for movement into, onto or from, the covered "auto";
(ii) Otherwise in the course of transit by or on behalf of the "insured"; or (iii) Being stored, disposed of, treated or processed in or upon the covered "auto". (b) Before the "pollutants" or any property in which the "pollutants" are contained are moved from the place where they are accepted by the insured for movement into or onto the covered "auto"; or (c) After the "pollutants" or any property in which the "pollutants" are contained are moved from the covered "auto" to the place where they are finally delivered, disposed of or abandoned by the insured.
Paragraph (a) above does not apply to fuels, lubricants, fluids, exhaust gases or other similar "pollutants" that are needed for or result from the normal electrical, hydraulic or mechanical functioning of the covered "auto" or its parts, if:
(i) The "pollutants" escape, seep, migrate, or are discharged or released directly from an "auto" part designed by its manufacturer to hold, store, receive, or dispose of such "pollutants"; and (ii) The "bodily injury" and "property damage" does not arise out of the operation of any equipment listed in Paragraphs 15.f.(2) and 15.f.(3) of the definition of "mobile equipment".
Paragraphs (b) and (c) above do not apply to accidents that occur away from premises owned by or rented to an "insured" with respect to "pollutants" not in or upon a covered "auto" if:
(i) The "pollutants" or any property in which the "pollutants" are contained are upset, overturned or damaged as a result of the maintenance or use of a covered "auto"; and (ii) The discharge, dispersal, seepage, migration, release or escape of the "pollutants" is caused directly by such upset, overturn or damage as a result of the maintenance or use of a covered "auto".
4. The following exclusion is added:
Fellow employee
Coverage does not apply to "bodily injury" to any fellow "employee" of the insured arising out of the operation of an "auto" owned by the insured in the course of the fellow "employee’s" employment.
THIS ENDORSEMENT CHANGES THE POLICY. PLEASE READ IT CAREFULLY. Form SL 30 26 10 18
© 2018, The Hartford
(May include copyrighted material of Insurance Services Office, Inc., with its permission)
5. The following exclusion is added:
Care, Custody Or Control
Coverage does not apply to "property damage" involving property owned or transported by the insured or in the insured’s care, custody or control.
C. With respect to "hired auto" and "non-owned auto" coverage, Section C. WHO IS AN INSURED is deleted and replaced by the following:
1. The following are insureds:
a. You.
b. Your "employee" while using with your permission:
(1) An "auto" you hire or borrow; or
(2) An "auto" you don’t own, hire or borrow in your business or personal affairs; or (3) An "auto" hired or rented by your "employee" on your behalf and at your direction. c. Anyone else while using a "hired auto" or "non-owned auto" with your permission except:
(1) The owner or anyone else from whom you hire or borrow an "auto". (2) Someone using an auto while he or she is working in a business of selling, servicing, repairing, parking or storing "autos" unless that business is yours.
(3) Anyone other than your "employees", partners (if you are a partnership), members (if you are a limited liability company), or a lessee or borrower or any of their "employees", while moving property to or from an "auto".
(4) A partner (if you are a partnership), or a member (if you are a limited liability company) for an "auto" owned by him or her or a member of his or her household.
d. Anyone liable for the conduct of an insured described above but only to the extent of that liability.
D. With respect to the operation of a "hired auto" or "non-owned auto" covered by this endorsement, the following changes are made to Section E. LIABILITY AND MEDICAL EXPENSES CONDITIONS:
1. The following condition is added:
Other Insurance
a. Except for any liability assumed under an "insured contract" the insurance provided by this endorsement is excess over any other collectible insurance.
However, if your business is the selling, servicing, repairing, parking or storage of "autos", the insurance provided by this endorsement is primary when covered "bodily injury" or "property damage" arises out of the operation of a customer’s "auto" by you or your "employee". b. When this endorsement and any other endorsement, coverage part, or policy covers on the same basis, either excess or primary, we will pay only our share. Our share is the proportion that the Limit of Insurance of our endorsement bears to the total of the limits of all the endorsements, coverage parts, and policies covering on the same basis.
2. The following condition is added:
Two Or More Coverage Parts, Endorsements, Or Policies Issued By Us If this endorsement and any other endorsement, coverage part or policy issued to you by us or any company affiliated with us apply to the same accident, the aggregate maximum Limit of Insurance under all the endorsements, coverage parts, or policies shall not exceed the highest applicable Limit of Insurance under any one endorsement, coverage part, or policy. This condition does not apply to any endorsement, coverage part, or policy issued by us or an affiliated company specifically to apply as excess insurance over this endorsement.
THIS ENDORSEMENT CHANGES THE POLICY. PLEASE READ IT CAREFULLY. Form SL 30 26 10 18
© 2018, The Hartford
(May include copyrighted material of Insurance Services Office, Inc., with its permission)
3. The following condition is added:
Financial Responsibility Laws
a. With respect to a “hired auto” or “non-owned auto” to which this insurance applies, when this endorsement is certified as proof of financial responsibility for the future under the provisions of any motor vehicle financial responsibility law, the insurance provided by this endorsement for "bodily injury" liability and "property damage" liability will comply with the provisions of the law to the extent of the coverage and limits of insurance required by that law.
b. With respect to a “hired auto" or “non-owned auto” to which this insurance applies, we will provide any liability, uninsured motorists, underinsured motorists, no-fault or other coverage required by any motor vehicle law. We will provide the required limits for those coverages.
E. The following changes are made to Section F. LIABILITY AND MEDICAL EXPENSES DEFINITIONS:
1. The following definition is added:
"Hired auto" means any "auto" you lease, hire, rent or borrow. This does not include any auto you lease, hire, rent or borrow from any of your "employees", your partners (if you are a partnership), members (if you are a limited liability company),, or your "executive officers" or members of their households.
This does not include a long-term leased "auto" that you insure as an owned "auto" under any other auto liability insurance policy or a temporary substitute for an "auto" you own that is out of service because of its breakdown, repair, servicing or destruction.
2. The following definition is added:
"Non-owned auto" means any "auto" you do not own, lease, hire, rent or borrow which is used in connection with your business. This includes:
a. "Autos" owned by your "employees" your partners (if you are a partnership), members (if you are a limited liability company), or your "executive officers", or members of their households, but only while used in your business or your personal affairs.
b. Customer’s "auto" that is in your care, custody or control for service.
THIS ENDORSEMENT CHANGES THE POLICY. PLEASE READ IT CAREFULLY. Form SL 90 13 10 18 Page 1 of 1 © 2018, The Hartford (May include copyrighted material of Insurance Services Office, Inc., with its permission)
NOTICE OF CANCELLATION TO CERTIFICATE HOLDER(S)
This policy is subject to the following additional Conditions:
A. If this policy is cancelled by the Company, other than for non-payment of premium, notice of such cancellation will be provided at least thirty (30) days in advance of the cancellation effective date to the certificate holder(s) with mailing addresses on file with the agent of record or the Company.
B. If this policy is cancelled by the company for non-payment of premium, or by the insured, notice of such cancellation will be provided within ten (10) days of the cancellation effective date to the certificate holder(s) with mailing addresses on file with the agent of record or the Company.
If notice is mailed, proof of mailing to the last known mailing address of the certificate holder(s) on file with the agent of record or the Company will be sufficient proof of notice.
Any notification rights provided by this endorsement apply only to active certificate holder(s) who were issued a certificate of insurance applicable to this policy’s term.
Failure to provide such notice to the certificate holder(s) will not amend or extend the date the cancellation becomes effective, nor will it negate cancellation of the policy. Failure to send notice shall impose no liability of any kind upon the Company or its agents or representatives.
10 Form: SC 00 01 10 18
Your policy includes the liability coverages listed below. The limits in the right-hand column show the maximum amount we’ll pay.
FORM NUMBER FORM NAME LIMIT OF INSURANCE
BUSINESS LIABILITY COVERAGE FORM
Damage To Premises Rented To You Limit $1,000,000
General Aggregate Limit $2,000,000
Liability and Medical Expenses Limit $1,000,000
Medical Expenses Limit $10,000
Personal and Advertising Injury Limit $1,000,000
Products-Completed Operations Aggregate Limit $2,000,000 SL 00 00 10 18
Property Damage Liability Deductible No Deductible
ADDITIONAL BUSINESS LIABILITY COVERAGES
SL 30 42 10 18 ADDITIONAL INSURED - DESIGNATED PERSON OR
ORGANIZATION
SL 30 43 10 18 ADDITIONAL INSURED - MANAGERS OR LESSORS OF
PREMISES
SL 30 36 10 18 ADDITIONAL INSURED - OWNERS, LESSEES OR
CONTRACTORS - COMPLETED OPERATIONS
SL 30 40 10 18 ADDITIONAL INSURED - STATE OR GOVERNMENTAL
AGENCY OR SUBDIVISION OR POLITICAL
SUBDIVISION - PERMITS OR AUTHORIZATIONS
SL 30 32 06 21 BLANKET ADDITIONAL INSURED BY CONTRACT Included1 SL 30 23 10 18 ELECTRONIC MEDIA LIABILITY Included1
SL 30 26 10 18 HIRED AUTO AND NON-OWNED AUTO LIABILITY Included1 SL 30 22 10 18 TENANT'S LEGAL LIABILITY COVERAGE $1,000,000 1 Included in Business Liability Limit(s)
ADDITIONAL INSUREDS SCHEDULES
Form Number Form Name
Additional Insured Name
and Address
Location
Costa Mesa Sanitary District
290 PAULARINO AVE, COSTA
MESA, CA 92626
SL 30 40 10 18 ADDITIONAL INSURED - STATE N/A
OR GOVERNMENTAL AGENCY OR
SUBDIVISION OR POLITICAL
SUBDIVISION - PERMITS OR
AUTHORIZATIONS
COUNTY OF VENTURA AND
SPECIAL DISTRICTS
800 S VICTORIA AVE, VENTURA,
CA 93009
N/A
SL 30 43 10 18 ADDITIONAL INSURED -
MANAGERS OR LESSORS OF
PREMISES
MISSION SPRINGS WATER
DISTRICT
66575 2ND ST, DESERT HOT
SPRINGS, CA 92240
N/A
11 Form: SC 00 01 10 18
ADDITIONAL INSUREDS SCHEDULES
Form Number Form Name
Additional Insured Name
and Address
Location
CITY OF LAQUINTA
78-495 CALLE TAMPICO, LA
QUINTA, CA 92253
LOC 1
CITY OF MISSION VIEJO
200 CIVIC CENTER, MISSION
VIEJO, CA 92691
LOC 1
SL 30 36 10 18 ADDITIONAL INSURED - OWNERS,
LESSEES OR CONTRACTORS -
COMPLETED OPERATIONS
EASTERN MUNICIPAL WATER
DISTRICT
PO BOX 8300, PERRIS, CA 92572
LOC 1
City of El Cajon IT'S ELECTED AND
APPOINTED OFFICIALS,
OFFICERS, EMPLOYEES, AND
VOLUNTEERS
200 CIVIC CENTER WAY, EL
CAJON, CA 92020-3916
N/A
CITY OF BRAWLEY, ITS
OFFICERS, EMPLOYEES, AGENTS
AND VOLUNTEERS
400 MAIN STREET, BRAWLEY, CA
92227
N/A
SL 30 42 10 18 ADDITIONAL INSURED -
DESIGNATED PERSON OR
ORGANIZATION
City of Los Alamitos
3191 KATELLA AVE, LOS
ALAMITOS, CA 90720
N/A
ALL OTHER BUSINESS LIABILITY FORMS
Form Number Form Name
SL 20 06 10 18 EXCLUSION - NUCLEAR ENERGY LIABILITY
SL 20 78 10 18 EXCLUSION - SILICA - BUSINESS LIABILITY COVERAGE FORM SL 90 13 10 18 NOTICE OF CANCELLATION TO CERTIFICATE HOLDER(S) * Price is subject to fees and surcharges. For more details, refer to Page 13 BUSINESS LIABILITY COVERAGE PREMIUM: $1,079*
Attachment A
GOVERNMENT CLIENTS SERVICES (continued)
CSMFO/
GFOA Successor Housing
Government Client Years Served Awards Agency Authority
Crestline Village Water District 04/30/96 to 04/30/24
Crestline-Lake Arrowhead Water 06/30/98 to 06/30/24
San Bernardino Valley Muni Water District 06/30/04 to 06/30/24 Elsinore Valley Municipal Water District 06/30/15 to 06/30/24 Yes Pine Cove Water District 06/30/10 to 06/30/24
Consolidated Fire Agencies 06/30/14 to 06/30/24
Successor Agency to the County of SB 06/30/14 to 06/30/24 Capistrano Bay Community Services
District 06/30/13 to 06/30/24
Ventura County Public Fin Authority 06/30/12 to 06/30/24 Nipomo Community Services District 06/30/16 to 06/30/24 Yes San Diego Workforce Partnership 06/30/16 to 06/30/24
Rubidoux Community Services District 06/30/16 to 06/30/24 Upper San Gabriel Valley MWD 06/30/19 to 06/30/24 Yes
Chino Basin Desalter Authority 06/30/19 to 06/30/24 Yes Mountains Recreation and Conservation 06/30/19 to 06/30/24 Palos Verdes Peninsula Transit Authority 06/30/19 to 06/30/24 West Basin Municipal Water District 06/30/20 to 06/30/24 Yes ldyllwild Water District 06/30/11 to 06/30/24
Hig Bear Area Regional Wastewater 06/30/12 to 06/30/24 Yes Mojave Water Agency 06/30/19 to 06/30/24 Yes
Rosamond Community Services District 06/30/15 to 06/30/24 Rossmoor Community Services District 06/30/05 to 06/30/24 Rim of the World Park & Rec. District 06/30/06 to 06/30/24 Heartlands Communications Fae Auth 06/30/07 to 06/30/24 Heartlands Fire Training Authority 06/30/07 to 06/30/24 San Joaquin Regional Rail Commission 06/30/22 to 06/30/24 East Valley Water District 06/30/22 to 06/30/24
Leucadia Wastewater District 06/30/22 to 06/30/24
Las Virgenes Municipal Water District 06/30/22 to 06/30/24 u Pomona Valley Transportation Auth 06/30/22 to 06/30/24 Crestline Sanitation District Accounting support
Running Springs Water District Accounting support
Phelan Pinon Hills Community Services
District Accounting support
March Joint Powers Authority Accounting support
V
v
RFP for Audit Services
Firm 1 2 3 4 5 6 7
Davis Farr
Gruber &
Associates
Eddie and Payne
LLP
Lance, Soll &
Lunghard, LLP
Moss, Levy &
Hartzheim, LLP
Rogers,
Anderson,
Malody & Scott,
LLP
White Nelson
Diehl Evans
Evaluation Criteria
1. Licensing X X X X X X X
2. Qualifications X X X X X X X
3. References X X X X X X X
4. Timeliness Commitment X X X X X
5. Thoroughness of Approach X X X X X X X
6. Understanding of Scope of Audit X X X X X X X
7. Maximum Fees X X X X X X X
8. Experience w. Govt. Audits X X X X X X X
9. Quality of staff X X X X X X X
10. Adequacy of proposed staffing plan X X X X X X X
Total Hours 370 260 NA NA 215 209 255
Not T Exceed 2019-20 2020-21 2021-22 2022-23 2023-24
Davis Farr
City Audit/Related Reports $ 32,000 $ 32,000 $ 32,640 $ 33,390 $ 34,050 Gann limit Review $ 500 $ 500 $ 510 $ 520 $ 530
Single Audit/Related Reports $ 7,100 $ 7,100 $ 7,240 $ 7,380 $ 7,520 Total Not-To-Exceed $ 39,600 $ 39,600 $ 40,390 $ 41,290 $ 42,100 $ 119,590 $ 83,390 $ 202,980
Total w/o Single Audit $ 32,500 $ 32,500 $ 33,150 $ 33,910 $ 34,580 $ 98,150 $ 68,490 $ 166,640 7
Gruber & Associates
City Audit/Related Reports $ 21,215 $ 21,639 $ 22,072 $ 22,513 $ 22,963 Gann limit Review $ 550 $ 561 $ 572 $ 583 $ 595
Single Audit/Related Reports $ 985 $ 1,005 $ 1,025 $ 1,046 $ 1,067 Total Not-To-Exceed $ 22,750 $ 23,205 $ 23,669 $ 24,142 $ 24,625 $ 69,624 $ 48,767 $ 118,391
Total w/o Single Audit $ 21,765 $ 22,200 $ 22,644 $ 23,096 $ 23,558 $ 66,609 $ 46,654 $ 113,263 2
Eddie and Payne LLP
City Audit/Related Reports $ 25,355 $ 26,120 $ 26,900 $ 27,710 $ 28,540 Gann limit Review $ 570 $ 590 $ 610 $ 630 $ 650
Single Audit/Related Reports $ 3,875 $ 3,990 $ 4,110 $ 4,230 $ 4,360 Total Not-To-Exceed $ 29,800 $ 30,700 $ 31,620 $ 32,570 $ 33,550 $ 92,120 $ 66,120 $ 158,240
Total w/o Single Audit $ 25,925 $ 26,710 $ 27,510 $ 28,340 $ 29,190 $ 80,145 $ 57,530 $ 137,675 3
Lance, Soll & Lunghard, LLP
City Audit/Related Reports $ 27,290 $ 27,840 $ 28,400 $ 28,970 $ 29,550 Gann limit Review $ 470 $ 480 $ 490 $ 500 $ 510
Single Audit/Related Reports $ 4,880 $ 4,980 $ 5,080 $ 5,180 $ 5,280 Total Not-To-Exceed $ 32,640 $ 33,300 $ 33,970 $ 34,650 $ 35,340 $ 99,910 $ 69,990 $ 169,900
Total w/o Single Audit $ 27,760 $ 28,320 $ 28,890 $ 29,470 $ 30,060 $ 84,970 $ 59,530 $ 144,500 6
Moss, Levy & Hartzheim, LLP
City Audit/Related Reports $ 24,250 $ 24,500 $ 24,750 $ 25,000 $ 25,250 Gann limit Review $ 495 $ 500 $ 505 $ 510 $ 515
Single Audit/Related Reports $ 3,500 $ 3,500 $ 3,500 $ 3,500 $ 3,500 Discount $ (3,000) $ (3,005) $ (3,010) $ (3,015) $ (3,020) Total Not-To-Exceed $ 25,245 $ 25,495 $ 25,745 $ 25,995 $ 26,245 $ 76,485 $ 52,240 $ 128,725
Total w/o Single Audit $ 21,745 $ 21,995 $ 22,245 $ 22,495 $ 22,745 $ 65,985 $ 45,240 $ 111,225 1
Rogers, Anderson, Malody & Scott, LLP
City Audit/Related Reports $ 26,240 $ 26,240 $ 27,280 $ 27,280 $ 28,320 Gann limit Review $ 530 $ 530 $ 550 $ 550 $ 570
Single Audit/Related Reports $ 3,000 $ 3,000 $ 3,200 $ 3,200 $ 3,300 Total Not-To-Exceed $ 29,770 $ 29,770 $ 31,030 $ 31,030 $ 32,190 $ 90,570 $ 63,220 $ 153,790
Total w/o Single Audit $ 26,770 $ 26,770 $ 27,830 $ 27,830 $ 28,890 $ 81,370 $ 56,720 $ 138,090 4
White Nelson Diehl Evans
City Audit/Related Reports $ 26,750 $ 26,750 $ 27,550 $ 28,380 $ 29,230 Gann limit Review $ 450 $ 450 $ 460 $ 470 $ 480
Single Audit/Related Reports $ 3,120 $ 3,120 $ 3,210 $ 3,310 $ 3,410 Total Not-To-Exceed $ 30,320 $ 30,320 $ 31,220 $ 32,160 $ 33,120 $ 91,860 $ 65,280 $ 157,140
Total w/o Single Audit $ 27,200 $ 27,200 $ 28,010 $ 28,850 $ 29,710 $ 82,410 $ 58,560 $ 140,970 5
Opening:
Craig Koehler
Ryan Phelps - witness
RFP Response Cost Comparison Attachment 2
(Not To Exceed)
Firm 2025 2026 2027
Total 3
Years 2028 2029 Total
Rogers, Anderson, Malody & Scott, LLP $ 57,700 $ 59,730 $ 61,860 $ 179,290 $ 63,480 $ 65,200 $ 307,970 The Pun Group $ 60,000 $ 63,000 $ 66,150 $ 189,150 $ 69,458 $ 72,930 $ 331,538
City of Los Alamitos
CITY COUNCIL AGENDA REPORT
MEETING DATE: March 24, 2025 ITEM NUMBER: 11D
To: Mayor Shelley Hasselbrink & Members of the City Council Presented By: Emeline Noda, Director of Recreation & Community Services Subject: Resolution No. 2025-09 - 2025 Legislative Platform
SUMMARY
The City of Los Alamitos' 2025 Legislative Platform provides program procedures for the City to effectively participate in the legislative process.
RECOMMENDATION
Adopt Resolution No. 2025-09, entitled, “A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF LOS ALAMITOS, CALIFORNIA, APPROVING THE CITY OF LOS ALAMITOS 2025 LEGISLATIVE PLATFORM."
BACKGROUND
Legislative advocacy increases the City’s success in achieving its goals and objectives. The 2025 Legislative Platform confirms the City Council’s position on high-priority issues with the potential to directly or indirectly impact the City, thereby establishing guidelines to actively pursue pending legislation through monitoring and communications activities. With active involvement from the City’s Executive Team, under the leadership of the City Manager and assisted by the Director of Intergovernmental Affairs, the City aims to adopt the Legislative Platform biennially, in alignment with the Legislature’s Legislative Cycle. This biennial process will enable the City Council to revise the Legislative Platform with updated priorities and newly adopted policies. The last time the City’s Legislative Platform was updated by the City Council was on January 21, 2020.
DISCUSSION
The City of Los Alamitos recognizes the importance of protecting the City’s interests at the Local, State and Federal levels. In order to efficiently participate in the legislative process on behalf of the citizens of Los Alamitos, the City has revised and updated the Legislative Platform to reflect current policy issues and priorities. The general philosophy of the Legislative Platform is to protect local control; oppose unfunded mandates; promote economic development and assist businesses and enhance community partners and stakeholders; and to protect, stabilize and increase the City’s revenue sources.
The benefits of the plan include:
Streamlined Decision-Making Process
• Provides clear guidelines adopted by the City Council based on the City’s priorities; guides the City Manager and staff in streamlining the letter approval and advocacy process for legislative issues and priorities.
• Expedites the City’s internal process and empowers the City Manager and staff to advocate on important issues in real-time to meet legislative deadlines.
Consistent Advocacy
• Ensures the City maintains a unified stance on key issues, enhancing the effectiveness of advocacy efforts.
• Empowers City Council with information on current legislative issues and priorities.
Local Control
• Helps preserve local control on critical issues by clearly stating the City’s positions to County, State, and Federal Representatives on matters affecting local governance and the quality of life for residents.
Fiscal Protection and Stability
• Supports policy that promotes financial independence and stability, and protects the City’s revenue base from unfunded mandates.
Funding Opportunities
• Enhances the City’s ability to successfully compete for Regional, State and Federal funding for various projects and services citywide.
City Leadership
• Strengthens the City’s reputation and enhances collaboration with stakeholders by: 1.
Leading in local government advocacy efforts; 2. Establishing the City as a leader among cities in Orange County; 3. Fortifying the City’s external network statewide and in Washington D.C.; and 4. Enhancing regional collaboration for greater success.
The platform will serve as the cornerstone for a focused advocacy strategy, acting as a reference guide for legislative and policy positions. Once the updated Legislative Platform is adopted by the City Council, it will provide direction and policy guidelines to the City Manager and staff throughout the year on high-priority areas for the City. The Executive Team will receive periodic updates throughout the year to stay informed on legislative issues and policies, ask questions, and provide feedback.
The platform outlines legislative priorities in the areas of Fiscal and Organizational Stability; Corridor Revitalization and Economic Development; Housing; Environmental Quality; Public Safety & Homeland Security; Revenue and Taxation; Transportation and Infrastructure; Partnership with the Joint Forces Training Base; Workforce Development; Public Health; Land Use; Parks and Open Space, and Community Engagement and Strong Regional Partnerships.
It identifies policy areas at the County, Regional, State and Federal levels. Each City Department was provided time to review and recommend modifications to the draft 2025 Legislative Platform prior to City Council consideration.
In addition, various resources were considered, including the previously adopted 2035 Los Alamitos General Plan, end-of-year Legislative Reports, the 2020 Los Alamitos Legislative Platform, the City’s Organizational Values, and platforms adopted by the League of California Cities and the County of Orange.
FISCAL IMPACT
None.
Attachment: 1. Resolution 2025-09 - 2025 Legislative Platform
2. Exhibit A - 2025 Legislative Platform
RESOLUTION NO. 2025-09
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF LOS
ALAMITOS, CALIFORNIA, APPROVING THE CITY OF LOS
ALAMITOS 2025 LEGISLATIVE PLATFORM
WHEREAS, the Legislative Action Plan consists of Legislative Program Procedures and the Legislative Platform for 2025; and
WHEREAS, the Program Procedure develops a framework and reference guide for legislative positions and objectives that provides advocacy and engagement guidelines for the City Council and Staff; and
WHEREAS, the City of Los Alamitos recognizes the importance of protecting the City’s interest in the local, state and federal legislative system; and WHEREAS, in order to efficiently participate in the legislative process, on behalf of the citizens of Los Alamitos, the City has established the City of Los Alamitos 2025 Legislative Platform; and
WHEREAS, the general philosophy of the legislative program is to protect local control; actively oppose legislation and ballot initiatives that threaten the public’s safety; oppose unfunded mandates; promote economic development and partnerships; and, to protect, stabilize and increase the City’s revenue sources.
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF LOS ALAMITOS DOES RESOLVE AS FOLLOWS:
SECTION 1. That the recitals set forth are true and correct and are incorporated herein as if set forth in full.
SECTION 2. The City Council hereby approves the attached City of Los Alamitos 2025 Legislative Platform (Exhibit A).
SECTION 3. The City Clerk shall certify as to the adoption of this Resolution.
PASSED, APPROVED, AND ADOPTED this 24th day of March, 2025. ________________________________
Shelley Hasselbrink, Mayor
ATTEST:
____________________________________
Windmera Quintanar, MMC, City Clerk
CC RESO 2025-09
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, California, do hereby certify that the foregoing resolution was adopted at a regular meeting of the City Council held on the 24th day of March, 2025, by the following vote to wit:
AYES: COUNCILMEMBERS:
NOES: COUNCILMEMBERS:
ABSENT: COUNCILMEMBERS:
ABSTAIN: COUNCILMEMBERS:
________________________________
Windmera Quintanar, MMC, City Clerk
2025-2026
LEGISLATIVE PLATFORM
2025 LEGISLATIVE PLATFORM
2025-2026
LEGISLATIVE PLATFORM Citywide Vision
2 Los Alamitos is an attractive, dynamic, and modern city renowned for its world-class schools, parks, and recreation facilities, as well as the nationally-recognized UCI Health - Los Alamitos.
The City is comprised of well-maintained neighborhoods that enjoy strong identities, generate civic pride, and collectively offer wide range of places to live.
Los Alamitos hosts a town center that defines the popular image of the City and offers multiple places for the residents, workers, and students of Los Alamitos to meet friends, stroll, enjoy great food, and shop.
The City is home to successful businesses that provide the City with a diversity of tax revenue and fiscal support, helping ensure Los Alamitos is economically viable and sustainable.
Los Alamitos maintains a system of streets and trails that are safe for everyone and every form of transportation, be they children, families, workers, or customers who walk, bike, ride transit, or drive.
In order to sustain this high quality of life, the City must maintain a robust advocacy program to support its priorities, objectives, and goals.
This Legislative Platform confirms the City Council’s position on current issues with the potential to directly or indirectly impact the City, thereby establishing guidelines to actively pursue pending legislation through monitoring and communications activities. The following are the guiding principles and policy statements that will allow City staff to address 2025 legislative and regulatory issues in a timely manner, without precluding the consideration of additional legislative and budget issues that may arise during the legislative session. This Legislative Platform is to be updated every two years, in conjunction with the two-year legislative cycle.
2025-2026
LEGISLATIVE PLATFORM Mission, Vision and Values
3 The fundamental components of the City’s Legislative Platform are based on the following mission, vision, values, strategic priorities, and goals.
PRIORITIES AND GOALS:
Los Alamitos’ mission is to deliver
exceptional City services that
foster quality of life for residents,
economic vitality for businesses,
and public safety.
Our Mission
Maintaining an adaptive City
government focused on effective
governance, local control,
workforce development, and
strong fiscal policies.
Fiscal and
Organizational
Sustainability
Sustaining a safe and thriving City
with low crime, high community
standards for health and wellness,
and the protection of City assets.
Public Safety &
Healthy Community
Supporting innovative programs
and services that promote quality
of life and fostering partnerships
with policy makers and stakeholders
in order to advance City priorities.
Community Engagement
& Strong Regional
Partnerships
Encourage development, proactively
plan for growth, and engage the
business community to further
transform the City into an economic
hub and regional destination.
Economic
Development
& Financial Strength
Plan, fund, build and maintain
reliable and cost-effective
infrastructure to best address
the unique needs of the City.
Infrastructure
To ensure Los Alamitos’ small town
ambiance, high quality of life, and
economic vitality are maintained
and strengthened.
Our Vision
• Service to the Community
• Integrity
• Fiscal Responsibility
• Teamwork
• Transparency
• Strong Community Involvement
• Visionary
Our Values
2025-2026
LEGISLATIVE PLATFORM About this Legislative Platform
In order to continue improving the local quality of life while contributing to the greater goals of the region, the City of Los Alamitos will advocate for policy priorities and funding opportunities outlined in this Legislative Platform. This Legislative Platform, adopted by the Los Alamitos City Council, will establish the City’s position on matters of priority and importance to the City. The Platform is designed to be flexible and nimble, allowing staff to proactively and immediately engage, advocate and influence the Legislature where possible and as necessary at all levels of government.
By adopting this Platform, staff will actively collaborate with Federal, State, Regional and local elected officials and their respective staff, partners, and stakeholders to implement the goals and deliverables outlined by the City Council.
This platform supplements and aligns with existing City Council established goals and policies adopted in various documents such as the General Plan, and approved Resolutions. Given the ever-changing political atmosphere, the Legislative Platform shall be reviewed regularly and updated on a two-year basis in conjunction with the legislative cycle.
The Legislative Platform shall be published and disseminated widely to promote transparency and awareness among the public.
Streamline the ability of City staff to act on legislation, policy, or funding opportunities that either impact or benefit the City.
Identify and support Federal, State and regional legislation, regulatory policies and funding programs that align with the Legislative Platform.
Identify and oppose, Federal, State and Regional proposals or policies that do not align with the Platform.
Authorize the City Manager and staff to prepare position letters and Resolution language that supports, opposes, or directs staff to work with the author on proposed legislation.
Authorize the City Manager and staff to actively and regularly brief and correspond with elected officials and their respective staff, regulatory partners and stakeholders to advance policy priorities and funding opportunities.
Authorize the City Manager and staff, with coordination with the City Council, to invite elected officials, regulatory partners and stakeholders to attend and participate in City community events and programming.
For emerging issues or situations not outlined in the Legislative Platform, City Staff will work with the City Council for further direction.
GOALS OF THE LEGISLATIVE PLATFORM
4
2025-2026
LEGISLATIVE PLATFORM
5 Representatives
LOS ALAMITOS CITY COUNCIL
Shelley Hasselbrink
Mayor
Tanya Doby
Mayor Pro Tem
Emily Hibard
Council Member
Gary Loe
Council Member
Jordan Nefulda
Council Member
ELECTED REPRESENTATIVES
Tri Ta
Assemblymember
District 70
Tony Strickland
U.S. Senator
District 36
Derek Tran
Representative
District 45
Janet Nguyen
Orange County Board
Supervisor District 1
2025-2026
LEGISLATIVE PLATFORM
6 Federal and State Priorities
2025 FEDERAL PRIORITIES
Elevate EV Charging - Partner with the State Legislature, the Governor’s Office, utilities and manufacturers to establish EV charging options.
Department of Energy Grant Funding – Seek Federal Funding for EV charging of residential personal vehicles and other E-mobility modes of transportation.
Pine Street Downtown Revitalization – Promote economic vitality by building strong support amongst elected officials, property owners, businesses, and Regional partners to establish joint vision, goals and further funding for the Pine Street Revitalization Project.
Transportation Services – Seek funding to establish robust shared door-to-door services to improve and increase safe mobility and increase community social connectivity.
Advance a Sustainable, Multi-Modal Future in the City’s Main Corridors – Work with various State agencies to support and fund initiatives advancing sustainable, vibrant, and accessible corridors in the City, including safe routes to schools, safe E-bike mobility, and an Active Transportation Plan.
Parks and Recreation Master Plan – Secure funding or favorable policy outcomes to improve access to parks and open spaces. Proactively seek out funding opportunities and submit legislative language that specifically provides resources to expand and improve park space. Address Senior Services Master Plan infrastructure and services. Successfully secure the certification of Tree City USA.
Regional Emergency Operations Center (EOC) – Establish a Regional EOC by collaborating with the State Legislature, the County of Orange and the Los Alamitos Joint Forces Training Base to provide increased access to resources to the City and the region.
Regional Emergency Operations Center (EOC) - Establish a Regional EOC by collaborating with the Federal Government, the State of California, the County of Orange and the Los Alamitos Joint Forces Training Base to provide increased access to resources to the City and the region.
Transportation – Seek Federal funding for the City’s clean fleet transition of light and heavy duty vehicles, and coordinate funding requests with corridor cities to submit Regional requests ($1-3 million each) to Congressional representatives along the project corridor.
Secure Federal Infrastructure Improvement Funds – Remain competitive and proactive in securing Federal Infrastructure Investment and Jobs Act (IIJA) funding to improve bridges, roadways, transit services, water quality, civic assets, and broadband access in the City, and roads including Katella Avenue, Los Alamitos Blvd., Cerritos Avenue, Bloomfield Street, and Lexington Drive. 2025 STATE PRIORITIES
2025-2026
LEGISLATIVE PLATFORM
7 Los Alamitos Location
The City of Los Alamitos is located in the northwest section of Orange County, bordering on the Los Angeles County line. Situated at the junction of the 605, 405, and 22 Freeways, the City is easily accessible from all points and is ideally positioned in West Orange County, adjacent to the cities of Long Beach, Cypress, Seal Beach, and Garden Grove. Los Alamitos encompasses 4.3 square miles. Los Alamitos is built along two great corridors in Orange County, Katella Avenue (East-West Regional Arterial). Los Alamitos has a small town feel without the traffic and density and boasts a diversified economic base consisting of light industry, manufacturing, commercial businesses, and many restaurants.
Los Alamitos is also home to the Los Alamitos Joint Forces Training Base, the premier Joint Training Site in the National Guard which takes up roughly half of the land area within the City boundaries. With state-of-the-art infrastructure and subject matter experts to facilitate the units in achieving Readiness Metrics for their respective Commands.
LONG BEACH
STANTON
WESTMINSTER
GARDEN GROVE
SEAL BEACH
LA PALMA
LAKEWOOD
CYPRESS
ROSSMOOR
SIGNAL HILL
CERRITOS LOS ALAMITOS
HAWAIIAN
GARDENS
1 2 3 4 5
DISTRICTS
605
2 4
5 3
City of Long Beach
1 Los Angeles County
City of
Cypress
City of Cypress
City of Seal Beach
City of Los Alamitos
City of Garden Grove
LaurelPark
Los Alamitos High School
Los Alamitos Elementary
School
McAuliffe
Middle
School
St. Hedwig
Catholic
School
Oak Middle
School
Roberts
Park
Soroptimist Park
Little Cottonwood Park
Labourdette Park
Sterns
Park
Orville R. Lewis Jr.
Park
Stansbury
Park
Coyote
Creek
Park
2025-2026
LEGISLATIVE PLATFORM
8 Regional and Local Priorities
REGIONAL PRIORITIES
Ensure Safe and Efficient Delivery of Water and Energy – The City is committed to offering its residents access to safe and clean water and affordable, sustainable and reliable energy programs.
The City supports the County’s efforts to require the State or Federal government to fully reimburse the County for all costs related to mandated programs.
The City supports proposals that encourage utilizing technology and innovation to streamline City services.
Strengthen Local Transportation Circuits and Connections – Coordinate support and advocacy of the Los Alamitos Citywide EV Transportation Program with the intent of future connectivity to bordering communities such as Seal Beach, Rossmoor, and Cypress. Seek financial support from the Southern California Association of Governments (SCAG) and the Orange County Council of Governments (OCCOG).
Regional Emergency Operations Center (EOC) – The City will work with County of Orange and the Los Alamitos Joint Forces Training Base to introduce a secondary Emergency Operations Center for the County of Orange to monitor legislation that impacts design/construction of emergency buildings, fire vehicles, or 911 technology systems
Maintain Strong Public Safety Support Among the Three Communities – Maintain regular communication and coordination, and public safety support with cities of Los Alamitos, Seal Beach, and the Community of Rossmoor.
Elevate role as Regional partner and destination city – The City will continue to collaborate and seek out opportunities to partner with SCAG, County of Orange, transportation providers, governing boards, and stakeholders to elevate the Regional benefits of the City’s citywide revitalization efforts.
LOCAL PRIORITIES
The City supports efforts that maintain local discretionary control over its governance issues, delivery of services, and its sphere of influence over County unincorporated land. This includes having flexibility to administer local funding and programs, as well as maintaining decision-making authority over local land use.
Strengthen Collaboration with the Los Alamitos Unified School District – Continue to partner with LAUSD to improve educational aspirations and career pathways for local youth while also identifying opportunities to expand the availability of park facilities in the City.
Embrace Technology and Policy Solutions to Promote Public Safety – Incorporate technological solutions in addition to policies that can bolster public safety, reduce instances of disruptive events, and improve the quality of life of residents.
Support Businesses and Economic Development – Coordinate with local business leaders to ensure Los Alamitos remains an attractive place to do business while working together to implement the City’s community wide corridor revitalization program.
Strengthen Collaboration with Los Alamitos Joint Forces Training Base – Continue to foster the City’s partnership and collaboration with the Los Alamitos Joint Forces Training Base, preserve and promote the City’s role in future opportunities for joint-use civilian and public safety activities, and proactively address the Base’s future needs.
OC
County
2025-2026
LEGISLATIVE PLATFORM
9 Public Safety
SUPPORT
Advocating for Inclusive Public Safety Policies – Support policies intended to promote public safety that prioritize the well-being of all members of the community. Advocate for an inclusive approach to public safety that safeguards the rights and security of every resident.
Championing Equitable Public Safety Reforms – Strongly support equitable public safety reforms aimed at reducing liability to cities, enhancing public safety, and fostering stronger community relations with peace officers. Advocate for reforms that build trust between law enforcement and the community.
Promoting proposals intended to address retail theft and vandalism – Advocate for proposals that are intended to address retail theft, sale of stolen goods, and vandalism of businesses, catalytic converters through increased penalties and supervision for serial offenses or organized crime.
Promoting technology that improves the effectiveness and efficiency of public safety officers – Seek technology and funding that improves the efficiency of the City’s Public Safety efforts.
Holistic Approach to Homelessness, Mental Health, and Drug Rehabilitation – Support tools and resources intended to address homelessness, mental health, and drug rehabilitation, working in partnership with public safety authorities. Advocate for a comprehensive and compassionate approach that addresses the root causes of these challenges.
Eliminating Access to Illegal Firearms – Advocate for laws intented to eliminate access to illegal firearms, contributing to the reduction of gun-related violence and promoting community safety.
Promoting Youth Intervention Programs – Promote efforts intended to support the importance of youth intervention programs. Advocate for proactive measures that address the underlying factors contributing to youth intervention and prioritize the well-being of young community members.
Addressing Various Public Safety Issues – Support access to resources that address issues such as graffiti, damage to public and private property, theft, domestic violence, human trafficking, and the sale of illegal controlled substances such as fentanyl. Prioritize comprehensive solutions that enhance community safety and well-being.
Local Regulation of Fines in School Zones – Advocate for the ability of local governments to regulate fines for traffic violations in school zones to protect youth. Prioritize measures that ensure the safety of children in school areas.
Bolstering Emergency Preparedness and Communication – Support activities that bolster emergency preparedness and the implementation of statewide-integrated public safety communications systems between local, State, and Federal law enforcement, fire, and emergency medical response. Advocate for coordinated efforts to enhance response capabilities and communication during emergencies. Support for the establishment for the Regional EOC. • Support measures that reduce false or abusive use of 911 requests for services.
Wildfire Prevention & Suppression – Support increased State funding of CALFIRE, Contract Counties, cities, and other sources of funding for staffing and pre-positioning of resources during high threat periods (winds, drought, flooding). • Support funding of aerial resources for both fire suppression and incident awareness and assessment. • Support funding for fuel reduction to reduce fire ignitions and loss of life during wildfires.
Fireworks and Community Safety
• Support legislation and budget proposals that streamline enforcement, licensing, and disposal of fireworks or explosive material.
• Support legislation and funding for fire safety, drowning prevention, and child car seat safety programming.
2025-2026
LEGISLATIVE PLATFORM
Arson
• Support stronger penalties and efforts to prosecute arson crimes.
Disaster Recovery & UASI
• Support funding for Urban Area Security Initiative (UASI) and other Department of Homeland Security grants that address regional or national threats, emergency preparedness, and communication.
Basic Life Support/Advanced Life Support & Transport
• Support measures that increase Medi-CAL reimbursement to fire departments for ambulance transport and paramedic treatment.
• Support measures that increase County and City authority to exercise local oversight and administration of the EMS system, including the design of service areas and contracting for service.
SUPPORT
EMERGENCY MEDICAL SERVICES AND 911 SYSTEM
Public Safety
OPPOSE
Limiting Law Enforcement Flexibility in Deployment – Oppose any proposals that present barriers or remove the ability for law enforcement to deploy less-than-lethal methods or tactics. Advocate for the preservation of a range of options that prioritize both safety and deescalation in law enforcement responses. Oppose any legislative efforts to remove tools and/or funding that improves the City’s Public Safety efforts.
Increased Costs and Risks for Local Governments
– Actively oppose proposals or policies that would increase costs or transfer risks associated with law enforcement and public safety to local governments. Advocate for responsible allocation of resources and fair distribution of responsibilities to maintain the financial stability of the City.
External Mandates with Local Cost Implications
– Strongly oppose Federal/State/County mandates on infractions/ violations/crimes that shift the responsibility and/or cost burden to the City. Advocate for policies that ensure responsible governance and protect local budgets from undue financial strain.
Challenges to Local Control Over Roadways and Traffic Flow – Oppose proposals that would reduce or bypass local
control of roadways and the flow of traffic on public right of way.
Advocate for the preservation of local decision-making authority to ensure effective traffic management and community safety.
Withholding Illegal Firearm Information from Local Law Enforcement – Strongly oppose policies that would prevent local law enforcement from being notified about known individuals prohibited from owning or possessing a firearm. Advocate for robust communication channels that support law enforcement efforts to ensure community safety.
Basic Life Support/Advanced Life Support & Transport – Oppose mandated training or services by local EMS agencies without funding or cost recovery mechanisms.
SEEK FUNDING FOR
• Public safety services, programs, and
community safety measures as they
often account for the largest share of
General Fund expenditures.
• Emergency preparedness and training.
• Public health and social services
intended to address homelessness
outreach and prevention.
• Youth development/intervention
programs.
• Public safety technology that protects
communities from violence, nuisance
events, and crime.
• Mental health service programs.
• The expansion of community watch
programs.
• Training and development —
opportunities and training programs to
provide enhanced education, training,
and certification programs to enhance
employees’ abilities in the ever-changing
work environment.
10
2025-2026
LEGISLATIVE PLATFORM Public Health
SUPPORT
Equitable Distribution of Health Resources – Advocate for initiatives that address disparities and prioritize the health and safety of all community members.
Expanding Mental Health Access and Crisis Intervention Services – Strongly support policies and programs intended to significantly expand access to mental health counseling and crisis-intervention services for young members of the community. Advocate for comprehensive mental health resources that cater to the needs of the community and promote overall well-being.
Expanding Access to Social and Public Services – Support proposals intended to expand access to social and public services, particularly for seniors in isolation. Prioritize initiatives that provide crucial support and resources to those in need, fostering a more inclusive and compassionate community.
Improving Access to Local Food Programs – Advocate for efforts to expand access to local food programs. Support initiatives that promote nutritional well-being and reduce disparities in food access within the community.
Supporting Essential Distribution of Resources – Support programs aimed at efficiently distributing food, drinking water, and other necessities. Advocate for initiatives that ensure the basic needs of residents are met, promoting resilience and community well-being through Serve Los Al non-profit organizations.
Promoting Active Lifestyles and Health – Advocate for policies intended to actively promote lifestyles that reduce obesity and associated illnesses. Support community-wide efforts to encourage physical activity, healthy living, and the prevention of health-related issues.
Treating Drug Rehabilitation as a Public Health Priority – Advocate for policies that focus on regulating sober living facilities in neighborhoods. Support comprehensive approaches that prioritize rehabilitation, treatment, and support for those affected by substance abuse, contributing to a healthier and safer community. Sober Living Home: AB2081, Chapter 376, Section 11831.5 & AB2574, Chapter 410, Section 11833.05.
SEEK FUNDING FOR
• Community health and wellness programs and
services focusing on seniors.
• Programs addressing veterans, drug rehabilitation,
mental health services. and homelessness.
11
2025-2026
LEGISLATIVE PLATFORM Fiscal and Organizational
Sustainability
GOVERNANCE
SUPPORT
Championing Local Autonomy – Advocate strongly for the retention of local control, empowering cities to formulate policies that intricately cater to the unique needs of their communities. Uphold the belief that local governance fosters tailored solutions for the diverse and dynamic challenges faced by the City.
Securing Financial Backing for Local Governments – Prioritize the protection and expansion of funding eligibility for local governments, encompassing tax revenues, block grants, and formula-based funding allocations. Ensure financial support is robust to bolster the City’s capacity to address local priorities.
Empowering Local Representation in Decision-Making Bodies – Actively pursue efforts to enhance and fortify local representation on Regional commissions, task forces, and governing boards. Strive for an inclusive decision-making process that accurately reflects the perspectives within the community.
Local Input in Water Resource and Energy Planning – Advocate for the ability of local governments to actively participate in and provide input on statewide water resource and energy utility planning decisions.
Ensure that local voices play a crucial role in shaping policies that directly impact the City’s sustainability and resource management.
Empowering Local Voices in Redistricting – Support amending redistricting lines to amplify local and sub-regional voices at County, State, and Federal levels. Work towards a representation framework that better reflects and addresses the distinct needs and aspirations of the City.
Fostering Civic Engagement for Strategic Development – Actively promote civic engagement among residents and businesses, encouraging participation and soliciting feedback for the ongoing development of strategic initiatives and programs. Ensure that the community remains actively involved in shaping the City’s future.
Creating Supportive Work Environments – Champion policies that promote a positive work environment, emphasizing career advancement, development, and training opportunities for the City’s workforce. Strive for an atmosphere that nurtures professional growth and employee well-being.
Continuing Financing to Finance Pension Obligations – Continue to pay down Pension Obligations and ensure fiscal responsibility and sustainability in meeting long-term financial commitments.
Open Government Policies – Support policies that uphold transparency by promoting open meetings, accessible public records, and clear communication to ensure residents have the information they need about City decisions and actions.
Advocating for Ethics and Accountability – Support initiatives that advocate for strong ethical standards and accountability measures to maintain public trust including promoting fair and transparent elections and ethical conduct among public officials.
Electoral Process Advocacy – Support election-related activities, voter education campaigns and programs, and measures that enhance the integrity of the electoral process.
Advancing Comprehensive Environmental Standards – Support policies intended to significantly improve and fund local air quality standards, reduce greenhouse gas emissions, mitigate pollutants, promote clean water delivery, expand climate resiliency, and advance zero emissions technology, all with robust local input.
Advocate for holistic approaches that prioritize health and well being and community involvement.
Encouraging Sustainable Building Practices – Support proposals intended to actively advance the design and delivery of sustainable and cost-effective buildings, businesses, and manufacturing centers without additional burdens or delays. Advocate for sustainable practices that minimize ecological footprints and contribute to a more environmentally conscious community with local input.
12
2025-2026
LEGISLATIVE PLATFORM
OPPOSE
Fiscal and Organizational
Sustainability
Incentivizing Energy Efficiency Investments – Support programs that provide tax credits, grants, loans, and other financial incentives to assist residents, businesses, and local governments investing in energy-efficient equipment, technologies, and fuel-efficient, low to zero emissions vehicles. Advocate for economic incentives that drive responsible and sustainable energy practices.
Reasonable CEQA Reforms that Streamline Locally Supported Projects – Advocate for reforms of California Environmental Quality Act (CEQA) that can further streamline projects and infrastructure that has received local support and demonstrated minimal or mitigated impacts, especially for climate resiliency projects.
Supporting Clean Alternative Energy Adoption – Strongly support efforts intended to promote the use and purchase of clean alternative energy from renewable resources. Advocate for initiatives that accelerate the transition towards sustainable and renewable energy sources within the community.
Promoting Water Conservation and Climate- Resilient Landscapes – Support efforts to promote water conservation and climate-based landscape developments. Advocate for policies that enhance community resiliency.
Wildfire Mitigation and Resiliency
• Support the use of state and federal funds for wildfire mitigation, defensible space, and suppression efforts (i.e., California State Greenhouse Gas Reduction Funds, Federal Forestry, and other land management agencies). • Support legislation to increase cost recovery responding to emergency incidents at institutional facilities that are exempt from contributing to local tax base.
• Support legislation to increase cost recovery responding to emergency incidents resulting from illegal activity. • Support efforts to address vacancies and staffing concerns at the United States Forest Service (USFS) to ensure Federal partners can support State and Regional incidents. • Support policy updates that reflect the Orange County Fire Authority’s ability to operate the Quick Reaction Force program at night.
13 Preemption of Local Control - Advocate for a robust defense of local autonomy and the preservation of community input in decisions that directly impact the City’s development and well-being. Stand against interventions in matters of zoning, land use, transportation, facilities, development, utilities, and service delivery that exceed the requirements of National Environmental Protection Act (NEPA), CEQA, and analogous environmental protection and assessment statutes.
Diminishment of Local Governance Authority – Oppose legislation or policies seeking to diminish local control in matters such as taxation, revenue generation, roadway safety, contract services, and administration. Uphold the City’s autonomy in decision-making to ensure responsiveness to local needs.
Unfunded Mandates – Strongly resist the expansion and introduction of new unfunded mandates on services and resources administered by the City. Advocate for fiscal responsibility and equitable allocation of resources to maintain the City’s capacity to provide essential services.
Overstepping Local Input – Oppose efforts to bypass local input on bills and proposals that could significantly impact the City’s ability to provide services, resources, and effective governance. Advocate for inclusive decision-making processes that consider the unique needs of the local community.
Balancing State Budgets at the Expense of Local Programs – Oppose efforts that would reduce or reallocate funds intended for local services and programs to balance State budgets. Advocate for the protection of funds earmarked for local initiatives, ensuring the City’s financial stability.
Conflict with Local Ordinances – Vigilantly defend against measures that conflict with the City’s ordinances regulating the sale and delivery of goods and services. Uphold the integrity of local regulations to protect the community’s well-being and interests.
2025-2026
LEGISLATIVE PLATFORM
Efforts to bypass Local Representation in Governing Boards – Oppose State measures or initiatives that would limit the participation of local governments on air quality, water, natural resource, utility, energy, waste disposal, and similar governing boards. Advocate for robust local representation to address regional concerns.
Impacts to Worker Protections – Oppose policies that broaden definitions of injury under worker’s compensation.
Advocate for fair and clear definitions that ensure the protection and well-being of the City’s workforce.
Additional Fiscal Liabilities – Oppose policies that mandate additional responsibility for providing fringe benefits to employees. Advocate for policies that balance employee welfare with the City’s fiscal sustainability, ensuring a fair and sustainable benefit framework.
Limiting Government Policies – Oppose any efforts that reduces or eliminates civic participation opportunities. 14 SEEK FUNDING FOR • Design and planning of EV Chargers. • New and ongoing funding for climate-related
plans, programs and projects.
• Community engagement initiatives, educational
materials, and outreach programs to inform
residents about local government process, services,
elections, and opportunities for civic engagement.
• Implement robust cybersecurity measures to
protect the City’s sensitive and historical information. • Public meeting technology and resources that
enhance accessibility for public meetings, such
as providing live streaming, closed captioning,
or interpretation services.
• The implementation of the City’s Climate Action Plan. • Transitioning City Fleet towards low-emissions fuels
and zero emissions systems.
• Zero waste, recycling programs, organics recycling
infrastructure and processing facilities.
• Distribution of clean energy generation equipment
and storage for residents.
• Clean vehicle replacement and energy efficient
appliance initiatives.
• Energy efficient upgrades at City facilities and
equipment.
Fiscal and Organizational
Sustainability
2025-2026
LEGISLATIVE PLATFORM
15 FACILITIES AND PARKS:
5 Oak Gymnasium and Field
10821 Oak Street
6 Stansbury Park
3711 Toland Avenue
7 Laurel Park
10862 Bloomfield Avenue
8 Soroptimist Park
10822 Pine Street
9 Labourdette Park
4401 Howard Avenue
10 Sterns Park
3871 Farquhar Avenue
11 Little Cottonwood Park
4000 Farquhar Avenue
12 Orville R. Lewis Jr. Park
3662 Kempton Drive
13 McAuliffe Field
4112 Cerritos Avenue
14 Coyote Creek Park
10821 Oak Street
15 MWR Aquatic Training
Center at JFTB
11360 Valley Forge Ave. #44,
Los Alamitos
1 City Hall
3191 Katella Avenue
2 Police Department
3201 Katella Avenue
3 Community Center
10911 Oak Street
Building 2
10909 Oak Street
3 Roberts Park
10911 Oak Street
4 Los Alamitos Museum
11062 Los Alamitos Blvd.
Land Use and
Financial Strength
2025-2026
LEGISLATIVE PLATFORM
16 SUPPORT
PARKS AND OPEN SPACES
Park and Recreation Funding Prioritization – Advocate for legislation that prioritizes additional funding for cities for parks and recreation. Strive for a legislative framework that recognizes and addresses the importance of community parks and promoting equitable resource allocation.
Mitigate Park Loss – Proactively propose legislation that prioritizes and provides additional funding for cities enacting a Climate Action Plan. Emphasize the importance of proactive measures to mitigate the loss of local recreational spaces due to State or Federal housing requirements.
Innovative Funding Solutions – Advocate for favorable legislation and full funding eligibility to effectively leverage private, non-traditional funding sources, alternative financing options, and innovative project delivery methods.
Empower the City to proactively advance the design and construction of City parks, greenspace, bike, and walking trails through sustainable funding mechanisms.
Funding for E-Bike Mobility – Champion legislative proposals that actively seek funding for electric vehicle mobility to broaden the definitions of bike trails to include micro electric vehicle mobility devices. Promote policies that align with evolving transportation trends, fostering inclusivity and sustainability in urban mobility.
Enriching Public Spaces – Actively support programs that not only provide additional consideration for funding but also actively integrate art, culture, and the rich historical elements of the City into public spaces. Enhance the vibrancy and character of public areas, making them reflective of the community’s identity.
Sustainable Urban Greening and Watershed Programs – Advocate for comprehensive urban greening and watershed programs, promoting sustainability and environmental resilience, creating healthier and more livable urban environments.
Innovative Deployment of Urban Spaces – Champion proposals that facilitate the dynamic deployment of non-traditional park spaces, such as plazas and parklets. Encourage creativity and innovation in utilizing urban spaces to meet diverse recreational and community needs.
Expanding Per Capita Funds for Sustainable Maintenance – Advocate for the expansion of eligibility for Per Capita funds, specifically for the ongoing operations and maintenance of park facilities. Ensure a sustainable financial foundation to uphold the quality and accessibility of essential recreational spaces over the long term.
OPPOSE
Loss of Vital Resources for Community Well-being – Oppose any attempts to reduce funding or restrict eligibility for local governments concerning resources designated for parks, urban greening, and open spaces. Uphold the City’s commitment to preserving and enhancing these essential resources that contribute to the well-being and quality of life for residents.
Land Use and
Financial Strength
2025-2026
LEGISLATIVE PLATFORM
17 SEEK FUNDING FOR
• The revitalization, maintenance, programming,
operation and expansion of parks and open
spaces and City recreational facilities as land
becomes available.
• Shovel-ready projects that can be submitted as
funding requests to expand or revitalize park space
through Community Project Funding Requests within
the Federal Appropriations process, the State Budget
development process and through competitive
grants at all levels of government.
• Urban greening, beautification and sustainable
native landscaping projects through the Federal and
State Grant Programs and through Department of
Parks and Recreation.
• Urban Forest Promotion and Expansion.
• Wildfire, Resiliency, and Sustainability Initiatives.
Land Use and
Financial Strength
2025-2026
LEGISLATIVE PLATFORM
18 Strategic Corridor Revitalization Programs – Advocate for robust programs that not only streamline but also provide funding for the revitalization of key corridors such as Los Alamitos Blvd., Katella Ave., Cerritos Ave., and Bloomfield St. corridors. Emphasize the importance of preserving the City’s character, identity, and culture while enhancing these vital urban spaces.
Innovative Funding Approaches for Corridor Revitalization – Champion favorable legislation that ensures full funding eligibility, allowing the City to leverage private, non-traditional funding sources, alternative financing options, and innovative project delivery methods. This approach is crucial for advancing the design and construction, and implementation of the Katella Ave., and Lexington Dr. Revitalization Project.
Financial Support for Development Initiatives – Advocate for funding and financing programs aimed at attracting new development. Prioritize resources that stimulate economic growth, job creation, and overall community advancement.
Promoting Clean Technology Industries and EV Charging Stations – Support efforts to attract, retain, and establish clean technology industries and manufacturing, including the establishment of EV Charging Stations and available alternative clean fuel options. Advocate for policies that position the City as a hub for innovation and sustainable technology.
Equitable Sales Tax Reform – Advocate for efforts encouraging sales tax reform to achieve a more equitable distribution of e-commerce and internet generated sales tax among cities. Prioritize destination based sales tax policies that ensure fair revenue distribution benefiting the local community. Potential AB98 Warehouse Bill Update.
Property Tax Reform for Critical Infrastructure – Advocate for property tax reform that allows cities to capture a greater share of property taxes to fund critical infrastructure, services, and economic development activities. Seek a fair and sustainable approach to resource allocation for the City’s essential needs.
Expansion of Tax Increment and Special Tax Financing Districts – Support efforts to expand tax increment and special tax financing districts, facilitating County property tax sharing for economic development activities and community revitalization. Emphasize the importance of collaborative approaches to drive economic growth and improve community well-being.
Creative Planning for Growth – Advocate for efforts encouraging the development of underutilized space, promoting creative planning for growth and proactively seeking potential available land. Prioritize initiatives that optimize land use to support sustainable and inclusive community development.
Promoting Economic Opportunities through Public- Private Partnerships (P3) – Support P3s that assist the City in creating economic opportunities for its residents and business community. Emphasize collaborative approaches that leverage the strengths of both public and private sectors for mutual benefit and community advancement.
Support ongoing efforts of CPUC to establish a fee – Similar to PEG (Public Education Government) fees to wireless phone carriers.
SUPPORT
Corridor Revitalization and
Economic Development
2025-2026
LEGISLATIVE PLATFORM
19 Corridor Revitalization and
Economic Development
SEEK FUNDING FOR
• The design and construction of the revitalization of
Los Alamitos Blvd., Katella Ave., Cerritos Ave.,
Bloomfield St., and Lexington Dr.
• The design and construction of EV Charging Stations
and available alternative clean fuel options.
• Development projects within proximity to other
project sites to take advantage of economies of scale
and revitalize corridors rather than individual sites.
Unnecessary Hurdles for Small Businesses – Oppose any measures that introduce additional barriers of entry for small businesses. Advocate for a regulatory environment that actively supports and encourages the growth of small businesses, eliminating unnecessary obstacles to their success.
Challenges to Local Autonomy in Land Use Decision-Making – Strongly oppose State mandates, policies or legislation that attempt to preempt local land use authority and control. Defend the City’s autonomy to make informed land use decisions that are reflective of the unique needs, character, and aspirations of the local community, especially when dealing with newly acquired land.
External Interference in Development Guidelines – Vigilantly oppose any legislation seeking to shift parking, zoning, or development guidelines away from local control. Advocate for the retention of local decision making authority to ensure that development aligns seamlessly with the City’s vision and maintains the well-being of its residents.
Mandates impacting City Plans – Oppose proposals that would overstep local control and development of general plans, specific plans, transportation elements, and similar master planning documents.
OPPOSE
2025-2026
LEGISLATIVE PLATFORM
20 Erosion of Workforce Development Programs – Oppose any proposals that seeks to limit, reduce, or eliminate critical workforce development programs, including but not limited to the Workforce Innovation and Opportunity Act, Sunburst Youth Academy and California Job Challenge. Advocate staunchly against any measures that undermine the vital initiatives designed to empower individuals, foster skill development, and create pathways to sustainable employment.
Expanding the Definition of Public Works – Oppose proposals that can expand the State definition of Public Works, therefore impacting the City’s flexibility to contract and deliver services while significantly increasing the cost to deliver these services.
Comprehensive Financial Recovery Programs – Advocate for robust financial recovery programs aimed at supporting residents, small businesses, and individuals seeking employment opportunities. Prioritize initiatives that comprehensively address the diverse economic challenges faced by the community.
Holistic Workforce Development Initiatives – Champion workforce development initiatives, programs, and activities that go beyond conventional approaches. Support initiatives that not only create job opportunities but also actively promote the creation of a skilled workforce, incorporating residents and prioritizing support for the veteran community.
Strategic Partnerships for Clean Technology Workforce Development – Advocate for strategic partnerships with local trade and local educational institutions to implement cutting-edge clean technology workforce development, training, and apprenticeship programs. Emphasize collaboration to ensure that the local workforce is equipped with the skills needed in the evolving landscape of clean technology industries.
SUPPORT
OPPOSE
Workforce Development
Championing Innovative and Collaborative Housing Policies – Advocate for forward-thinking and collaborative policies that not only reduce the cost of housing but also stimulate mixed use & economic development. Support measures that foster innovation in housing solutions and encourage partnerships for sustainable and inclusive community development.
Maintaining Local Control for Effective Housing Governance – Support efforts that maintain local control, allowing flexibility in local housing governance to best address the specific needs of the community. Advocate for policies that empower the City to tailor housing solutions to the unique challenges and aspirations of its residents.
Urgent Relief through Rental Assistance Programs – Support programs and non-profits that swiftly provide emergency rental relief for both tenants and property owners. Prioritize measures that ensure the stability of housing for residents & property owners facing financial challenges, contributing to the overall well-being of the community.
SUPPORT
SEEK FUNDING FOR
• Ongoing support of Student Mentoring programs.
• Workforce Development Programs aimed to assist
individuals improving their skills and career options,
which may include training, education, and job
placement programs.
• Establishing and maintaining local hire programs,
including training for a skilled workforce specifically designed to meet the local business needs.
HOUSING
2025-2026
LEGISLATIVE PLATFORM
21 Holistic Solutions for Homelessness – Advocate for the continued support of non-profit temporary shelters for the unhoused and permanent supportive housing solutions tailored to the needs of adults and youth at risk of homelessness, with robust local input. Emphasize comprehensive strategies that address the root causes of homelessness and prioritize the dignity of those affected.
Promoting Mixed-Income Housing in Corridor Revitalization – Champion policies that actively advance the design and construction of mixed-income housing developments and transit-oriented developments within the City’s corridor revitalization efforts. Prioritize initiatives that not only enhance housing options but also preserve the unique identity and culture of the City.
Support for Mixed-Income Housing and Residential Designations – Advocate for broad support for mixed income housing and designated residential areas. Emphasize the importance of diverse housing options that cater to different income levels, fostering inclusive and sustainable residential communities.
The City shall continue to work with the Housing Authority to promote low and very low housing and increase the number of households served as additional vouchers become available.
Preserve affordable housing units and increase assistance for affordable housing construction are ways in which the City can ensure current and future residents have the opportunity to obtain affordable housing and prevent displacement.
The City will encourage residents to participate in energy conservation incentive programs through the utility companies (Southern California Gas and Southern California Edison). To promote efficient use of energy resources, the City supports offering additional incentives and/or developing other strategies.
The City encourages housing provisions to meet the needs of those with additional needs, including, but not limited to, elderly households, persons with disabilities, including those with developmental disabilities, families with children, the homeless, and all other segments of the community.
To maximize the efficiency and effectiveness of existing and estimated future local resources, the City seeks partnerships with developers and applicable outside agencies to develop affordable housing, including public/ private partnerships. The City shall evaluate the effectiveness of its current partnerships with developers and outside agencies. Based on its findings, the City will seek ways to expand and foster partnerships and increase cooperation in order to provide additional housing opportunities for lower-income households.
SUPPORT
Housing
SEEK FUNDING FOR
• Emergency assistance to help secure housing for
communities experiencing or at risk of being
unhoused. Non-profit temporary housing programs
with the partnerships of non-profits.
• The design and construction of mixed-use
developments, mixed-income housing and complete
streets as part of corridor revitalization projects.
• The implementation of Federal or State mandated
programs that impact housing or zoning.
• Revitalization programs for residential housing.
• Rental Assistance Programs to provide rental
assistance to qualified tenants in privately owned
rental housing.
• First-time Home Ownership Programs to assist
qualified first-time homebuyers.
Challenges to Local Land Use Control and Authority – Strongly oppose any efforts that seek to preempt or undermine
local land use control and authority. Advocate vehemently for the preservation of the City’s autonomy in making
decisions that directly impact the development and
character of the community.
Unfunded Mandates on Housing, Zoning, and Land Use –
Oppose any imposition of unfunded mandates,
particularly in matters of housing, zoning, land use, and pricing. Advocate for fair and equitable allocation of
resources to support local initiatives without burdening the City with financial obligations it cannot bear.
Preserving Local Control in Parking Management – Actively resist policies and programs that aim to restrict local control in managing parking, especially in the context of housing, Transit-Oriented Developments, and mixed-use
developments. Uphold the importance of local
decision-making to ensure effective management aligned
with the City’s unique needs and priorities.
OPPOSE
2025-2026
LEGISLATIVE PLATFORM
22 TRANSPORTATION & INFRASTRUCTURE
Strategic Partnerships for Regional Infrastructure – Foster enduring partnerships with neighboring cities, regional agencies, and stakeholders to collaboratively present funding requests. Prioritize advancing vital infrastructure projects, such as the Los Alamitos Blvd., Katella Ave., Cerritos Ave., Bloomfield St., and Lexington Dr. project, for the overall benefit of the Region.
Holistic Approach to Mobility and Safety – Advocate for policies that holistically improve safety, mobility, and address overdue road and bridge enhancements. Encourage the adoption of measures that not only enhance transit services and reliability but also promote multi-modal, shared transportation, and active transportation options.
Expanding Funding Eligibility for Critical Infrastructure – Champion legislative proposals that expand the eligibility criteria for funding critical infrastructure and State-of-good-repair projects within the City. Seek inclusive language to ensure broader access to necessary funds.
Streamlined Design and Construction Processes – Initiate programs aimed at streamlining the design and construction phases of Complete Streets and Active Transportation Program. Emphasize the importance of efficient processes that contribute to the timely realization of essential projects and corridors.
SUPPORT
OPPOSE
Oppose detrimental measures – Oppose policies that stand in direct conflict with the City’s corridor revitalization and mobility enhancement projects and initiatives.
Leveraging Diverse Funding Sources – Pursue favorable legislation that allows full funding eligibility and facilitates the utilization of private, non-traditional funding sources, alternative financing options, and innovative project delivery methods. This approach will expedite infrastructure development within the City.
Coordinated Regional Transportation Integration – Actively coordinate with Federal, State, Regional, and local partners to explore transportation circuit integration which would connect the City to the larger Regional transportation network. Ensure that such efforts contribute to a seamless, efficient and well-integrated Regional transit system.
Closing the Digital Divide – Implement policies and programs geared towards accelerating broadband accessibility, with a prioritization of public places. Address the digital divide in underserved communities by ensuring reliable and affordable access to internet utilities and technology, thus fostering inclusivity and equal access to information.
Promoting Sustainable Transportation – Spearhead programs aimed at advancing alternative modes of transportation.
Focus on addressing first/last mile connections and reducing vehicle miles traveled (VMTs).
Infrastructure
2025-2026
LEGISLATIVE PLATFORM
23 Infrastructure
SEEK FUNDING FOR • The design and construction of complete street and active transportation projects such as the Bloomfield
Active Transportation Project.
• Transportation projects that can be competitive
for funding requests through the California
Transportation Commissions, California State
Transportation (CalSTA) Agency, Caltrans, and
Orange County and all other sources of State and
County funding.
• State of Good Repair projects on roadways and
bridges to address damaged roads caused by
freight and logistics and Distribution Center vehicles. • Study, design and implementation of American
with Disabilities Act (ADA) plans for accessibility
upgrades to City owned assets, public right of
way, facilities and parks.
• Planning, design, construction, and deployment of
Electric Vehicle (EV) charging stations.
• Design of the Los Alamitos Blvd., Katella Ave.,
Cerritos Ave., Bloomfield St., Lexington Dr., and Pine
Street Projects.
• The implementation of a Citywide EV Transportation
Program and for an increase in Regional
transportation network connections between
Los Angeles and Orange County.
• Eligible projects under the Infrastructure Investment and Jobs Act (IIJA) grant programs and all other
Federal sources of funding.
• Security, fiber optic, broadband and maintenance
projects at City facilities.
• Unfunded projects identified in the City’s Seven-Year Capital Improvement Plan (CIP).
• City water infrastructure project under IIJA
(Infrastructure Investment Job Act) including
but not limited to drinking water, wastewater,
stormwater, and reclaimed water projects.
• The development of comprehensive roadway safety
plans and implementation projects for Safe Routes
to School and Complete Streets Program through
the Federal Safe Streets and Roads for All (SS4A)
Grant Program.
2025-2026
LEGISLATIVE PLATFORM
WATER, SEWER, STORM DRAIN & ENERGY
SUPPORT
OPPOSE
Cost Pass-Through to Ratepayers – Oppose any measures that attempt to pass through costs of fines and penalties incurred by utility corporations directly to ratepayers. Advocate staunchly against any attempts to burden residents with the financial consequences of corporate misconduct, ensuring that accountability is appropriately placed.
Challenges to Municipal Autonomy in Rate Setting – Strongly oppose policies that aim to restrict the City from adjusting user rates or imposing any limitations on its rights toward rate setting. Assertively defend the City’s autonomy in making informed decisions about user rates and related policies, safeguarding the ability to act in the best interests of the community.
Lowering the Cost of Water – Strongly support efforts aimed at lowering the cost of delivering water. Prioritize initiatives that streamline processes and technologies to ensure cost-effective and efficient water delivery systems.
Transparency and Fairness in Utility Charges – It is important for transparency and fairness to scale back ratepayers’ costs, while simultaneously staying on track to achieve climate action goals. The prevention of new and increased charges and the development of a methodology that is transparent and developed through the public process is led by the Power Charge Indifference Adjustment (PCIA). We support fair and transparent utility charge structures that consider the interest and concerns of Los Alamitos.
Expanding Electrification Infrastructure Responsibly – Support programs intended to expand electrification infrastructure. Advocate for responsible and sustainable expansion, ensuring that electrification efforts align with resiliency goals and community needs.
Ensuring Clean and Safe Drinking Water – Support programs that streamline infrastructure projects dedicated to providing clean, safe drinking water. Commit to the well-being of residents by investing in initiatives that guarantee access to essential resources.
Enhancing Water Reliability and Security – Support proposals aimed at not only improving but also fortifying the reliability and security of water supplies and storage. Advocate for proactive measures that ensure the resilience of the City’s water infrastructure.
Equitable Energy and Utility Policies for Low-Income Households – Support policies that prioritize and provide low-income households with reduced energy and utility rates, rebates, or subsidies. Emphasize the importance of equity in ensuring that all residents have access to essential services.
Valuing Recycled and Reused Water as a Resource – Advocate for policies that explicitly recognize recycled and reused water as a valuable resource. Promote sustainable practices that contribute to the conservation and efficient use of water in the community.
24 Infrastructure
2025-2026
LEGISLATIVE PLATFORM
25 SEEK FUNDING FOR
• Water Conservation Programs, including rebates,
incentives, and regulations that encourage
water-efficient behaviors and products.
• High priority storm water capital projects.
• Sewer Infrastructure Improvements.
• Water Infrastructure Improvement Projects.
• Dedicated operations and maintenance funding
for City utility facilities.
• Low-Income household utility bill relief and outreach through community events.
• Energy delivery, storage, and electrification
infrastructure and partnering with all utility partners.
Infrastructure
2025-2026
LEGISLATIVE PLATFORM Community Engagement
& Strong Regional Partnerships
PROGRAMMING & OUTREACH
SUPPORT
26 SEEK FUNDING FOR
• The Senior Services Master Plan, and senior, veteran
and disabled wellness programming and community
services.
• The Park and Recreation Master Plan and expansion
of open space, gathering space, and athletic sports
facilities and services offered.
• Implementation of art, culture, patriotism and historic preservation programs.
• Educational opportunities for all residents within
the City.
Empowering Multicultural Community Engagement – Support efforts to actively engage residents of the City through intentional and robust multicultural community programming. Advocate for initiatives that foster inclusivity, celebrate diversity, and strengthen the social fabric of the community.
Supporting Senior, Veteran, and Disabled Communities – Strongly support efforts to engage and provide community services for the senior population, veterans, and disabled communities within the City. Support implementation of the City’s Senior Services Master Plan. Advocate for comprehensive programs that ensure the well-being, dignity, and inclusion of these valuable community members.
Support Development of the County of Orange Veterans Cemetery – Room for City collaboration with community partners to see the fruition & successful completion of the Orange Veterans Cemetery.
Developing Premier Athletic Recreation and Learning Opportunities – Support efforts to develop world-class athletic recreation, sports, and outdoor learning programming. Advocate for inclusive opportunities that enhance the quality of life, public health, athletic sports opportunities, and community enrichment outcomes for all residents of the City.
Support planning, design, and implementation of the CIty’s Park and Recreation Master Plan.
Integrating Art, Culture, Patriotism and History into Community Programming – Strongly support programs that actively integrate art, culture, patriotism, and the rich historical elements of the City into community programming. Advocate for initiatives that celebrate the unique identity of the community, fostering a sense of pride and connection among residents.
Increasing Citizen Engagement – Advocate for initiatives that foster citizen participation, such as multi-linguistic public forums and town hall meetings, and online platforms to involve the community in the decision-making processes and to increase transparency.
Senior Services Master Plan – The City continues to champion the five overall goals and objectives of California’s Master Plan for Aging. As the state’s over-50 population grows, the City believes it is imperative to implement effective strategies that provide a proactive approach to supporting older adults navigating complex systems of care. Continue support received for Senior Grocery Program.
2025-2026
LEGISLATIVE PLATFORM
CITYOFLOSALAMITOS.ORG
CITY OF LOS ALAMITOS
3191 Katella Avenue
Los Alamitos, CA 90720
(562) 431-3538
City of Los Alamitos
CITY COUNCIL AGENDA REPORT
MEETING DATE: March 24, 2025 ITEM NUMBER: 11E
To: Mayor Shelley Hasselbrink & Members of the City Council Presented By: Ron Noda, Development Services Director
Subject: Request for Additional Appropriation of Funds for Labourdette Park Project (CIP 24/25-02)
SUMMARY
This item requests authorization to appropriate additional funds in the amount of $650,000 for the Labourdette Park Project (CIP 24/25-02).
RECOMMENDATION
Appropriate an additional $650,000 to the Labourdette Park Project (CIP 24/25-02) from the General Fund, which will result in a project total of $1,350,000.
BACKGROUND
The Labourdette Park Project (CIP 24/25-02) was approved with an initial budget of $700,000, funded by $400,000 from the General Fund and $300,000 from the Community Development Block Grant (CDBG). The project scope includes the design, construction, and purchase of playground and exercise equipment.
DISCUSSION
Following the initial project design and allocation, various underlying challenges have impacted the project. Chief among them is the park's underlying ownership. As the Council is aware, the City leases this property from Golden State Water (GSW). GSW's ownership has resulted in additional infrastructure needs, architectural design revisions, and increased construction management due to GSW's underground infrastructure. These challenges have been further complicated by additional regulatory processes and filings that are now required by the federal and state governments.
A schedule of the additional appropriations needed to complete the project is provided below.
An appropriation of $650,000 from the General Fund is being requested.
FISCAL IMPACT
This project is in need of additional appropriations. It is requested an appropriation of $650,000 from the General Fund to fund this project. The breakdown of additional appropriations is below:
Marjani Builders, Inc. Contract $336,826
Construction Contingency
(approximately 25%)
$184,174
Construction Management and
Inspection
$110,000
Labor Compliance Management $19,000
Total $650,000
Attachment: None
City of Los Alamitos
CITY COUNCIL AGENDA REPORT
MEETING DATE: March 24, 2025 ITEM NUMBER: 11F
To: Mayor Shelley Hasselbrink & Members of the City Council Presented By: Ron Noda, Development Services Director
Subject: Resolution No. 2025-07 - Caltrans Local Assistance Procedures Manual
SUMMARY
This item recommends adopting Caltrans Local Assistance Procedures Manual (LAPM) Chapter 10 Consultant Selection - Section 10.1: Federally Funded Architectural and Engineering (A&E) Contracts.
RECOMMENDATION
Adopt Resolution No. 2025-07, entitled, "A RESOLUTION OF THE CITY COUNCIL OF THE
CITY OF LOS ALAMITOS, CALIFORNIA, ADOPTING CALTRANS LOCAL ASSISTANCE PROCEDURES MANUAL CHAPTER 10: CONSULTANT SELECTION."
BACKGROUND
Title 23 Code of Federal Regulations allows Caltrans Division of Local Assistance (DLA) to prescribe the policies and procedures for engineering and design related services, also known as Architectural and Engineering (A&E). While the Federal Highways Administration expectation is to achieve a 100% compliance rate with Caltrans procedures, past Local Agencies process review findings have shown a significant lack of, or incomplete A&E procurement policies and procedures. Non-compliance on this matter can result in a loss of funds and/or other sanctions.
DISCUSSION
The City is responsible for constructing transportation projects in its jurisdiction that are State and Federally funded. Due to limited staffing and expertise, certain services, including A&E services, are contracted out to qualified consulting firms. DLA’s policies and procedures for A&E services reside in the Local Assistance Procedures Manual (LAPM) Chapter 10 Consultant Selection. The City accepts compliance responsibility when receiving Federal or State funds from DLA and by signing the 2009 Master Agreement for Federal-Aid Projects, the City can continue receiving Federal and State transportation funding. DLA requires local cities to adopt LAPM Chapter 10 policies and procedures for procuring, managing, and administrating A&E consultant contracts for all Federal consultant contracts. The City's current policies and procedures are aligned with the LAPM, but to meet this requirement, the City must adopt a City Resolution showing that the City is adopting Caltran's LAPM Chapter 10. Failure to do so could result in non-compliance during a project audit. It may result in loss of funds and jeopardize future opportunities to receive federal and state funds.
FISCAL IMPACT
The City will follow the Caltrans Division of Local Assistance LAPM for A&E services on all federal and state-funded projects. Funding for capital improvement project A&E services is included in the project budgets, typically the Capital Improvement Project list that is reviewed and approved annually by the City Council.
Attachment: 1. Resolution 2025-07 - Caltrans Local Assistance Procedures Manual
RESOLUTION NO. 2025-07
A RESOLUTION OF THE CITY COUNCIL OF THE CITY
OF LOS ALAMITOS, CALIFORNIA, ADOPTING
CALTRANS LOCAL ASSISTANCE PROCEDURES
MANUAL CHAPTER 10: CONSULTANT SELECTION
WHEREAS, the City of Los Alamitos is responsible for constructing transportation projects that are state and federally funded; and WHEREAS, in order to comply with the Federal regulations and due to limited staffing and expertise, certain services, including Architectural and Engineering (A&E), are contracted out to qualified firms; and WHEREAS, the Federal regulations set forth standards for procuring and administering A&E contracts; and
WHEREAS, the provisions of the Brooks Act (40 United States Code, Section 1104) require local agencies to award federally funded engineering and design-related contracts, otherwise known as A&E contracts, on the basis of fair and open competitive negotiations, demonstrated competence, and professional qualifications (23 CFR 31.201-3); and
WHEREAS, pursuant to 23 CFR 172.5 (b), local agencies shall develop and sustain organizational capacity and provide the resources necessary for the procurement, management, and administration of engineering and design-related consultant services, reimbursed in whole or in part with Federal-Aid Highway Program funding as specified in 23 U.S.C. 106(g)(4)(A); and WHEREAS, the provision 23 CFR 172.5 (b)(1) requires local agencies to adopt written policies and procedures for the procurement, management, and administration of engineering and design-related consultation services in accordance with applicable Federal and State laws and regulations; and WHEREAS, the City of Los Alamitos has developed additional policies, dated March 24, 2025, to ensure avoidance of interested policies for compliance with Federal regulations on the procurement and administration of A&E contracts.
CC RESO 2025-07
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF LOS
ALAMITOS DOES RESOLVE AS FOLLOWS:
SECTION 1. That the recitals set forth are true and correct and are incorporated herein as if set forth in full.
SECTION 2. The Local Assistance Procedures Manual (LAPM) Chapter 10, Consultant Selection, dated March 24, 2025, or as amended in future updates, is approved and adopted.
SECTION 3. The A&E services Administration and Procurement Policies developed by the City of Los Alamitos for State and Federal Funded Projects dated March 24, 2025, are approved and adopted.
SECTION 4. Authorizes the City Manager to approved amendments to the City’s adopted A&E Services Administration and Procurement Policies in consultation with the Federal Highways Administration.
PASSED, APPROVED, AND ADOPTED this 24th day of March, 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 )
Commented [MD1]: What local polices are being adopted?
The resolution title and staff report only mention adoption of the LAPM Chapter 10.
If there are local A&E policies being adopted, they should be included with the staff report and/or this resolution.
CC RESO 2025-07
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 24th of March, 2025, by the following vote, to wit:
AYES: COUNCILMEMBERS:
NOES: COUNCILMEMBERS:
ABSENT: COUNCILMEMBERS:
ABSTAIN: COUNCILMEMBERS:
Windmera Quintanar, MMC, City Clerk
City of Los Alamitos
CITY COUNCIL AGENDA REPORT
MEETING DATE: March 24, 2025 ITEM NUMBER: 11G
To: Mayor Shelley Hasselbrink & Members of the City Council Presented By: Ron Noda, Development Services Director
Subject: Resolution No. 2025-08 - Standard Specifications and Engineering Standards for Construction
SUMMARY
This item recommends adopting the 2024 Standard Specifications for Public Works Construction, commonly known as the "Green Book," as the City's Public Works construction standards.
RECOMMENDATION
Approve Resolution No. 2025-08, entitled, "A RESOLUTION OF THE CITY COUNCIL OF LOS
ALAMITOS, CALIFORNIA APPROVING STANDARD SPECIFICATIONS AND ENGINEERING STANDARDS FOR CONSTRUCTION."
BACKGROUND
The Standard Specifications for Public Works Construction was originally published in 1967 and is commonly known as the "Greenbook". The 2024 Edition is the 20th edition of the set of guidelines set by the State of California. The original edition took four years to compile, with the City and the County of Los Angeles as the major contributors to the effort. To date, more than 200 cities, counties and agencies have adopted the Greenbook as their standard for public works construction.
In January 1996, Public Works Standards, Inc., a mutual benefit corporation, was formed to oversee the updates and publication of the Greenbook every three years. The Corporation's Board of Directors comprises members of the American Public Works Association (APWA), Associated General Contractors of California, the Engineering Contractors Association, the Southern California Contractors Association and BNI Publications (publisher of the book).
DISCUSSION
The Greenbook is designed to aid in furthering uniformity of plans and specifications in public works construction as well as to promote more competitive bidding by private contractors. It provides specifications that have general applicability to public works projects. The Greenbook is comprised of nine sections: General Provisions, Construction Materials, Construction Methods, Existing Improvements, Pipeline System Rehabilitation, Temporary Traffic Control, Street Lighting and Traffic Signal Systems, Landscaping and Irrigation, and Asphalt Concrete Recycling. The City has been using the book as the City's public works construction standards for many years and staff is seeking to formally adopt the 2024 Greenbook standards. The
Standards will be the foundation for the City's Capital Improvement Projects plans and specifications going forward.
FISCAL IMPACT
None.
Attachment: 1. Resolution 2025-08 - Standard Specification and Engineering Standards for Construction
RESOLUTION NO. 2025-08
A RESOLUTION OF THE CITY COUNCIL OF THE
CITY OF LOS ALAMITOS, CALIFORNIA,
APPROVING STANDARD SPECIFICATIONS AND
ENGINEERING STANDARDS FOR
CONSTRUCTION
WHEREAS, the City of Los Alamitos Development Services
Department and Public Works are responsible for maintaining Standard Specifications and Engineering Standards, establishing quality requirements and contract conditions for construction; and WHEREAS, the Standard Specifications and Engineering Standards must be periodically updated to allow for construction practices and contract law changes.
NOW, THEREFORE THE CITY COUNCIL OF THE CITY OF LOS
ALAMITOS DOES RESOLVE AS FOLLOWS:
SECTION 1. That the recitals set forth are true and correct and are incorporated herein as if set forth in full.
SECTION 2. The 2024 Standard Specifications and Engineering Standards, copies of which are on file in Development Services, are hereby approved.
SECTION 3. Previous editions of the Standard Specifications and Engineering Standards are hereby superseded, and the 2024 Standard Specifications and Engineering Specifications approved herein shall be applicable to all projects advertised and approved following the approval of these standards, except as expressly provided below.
SECTION 4. The Director of Development Services is authorized to release for advertising the previous Standard Specifications, currently pending projects that are deemed by the Director of Development Services substantially complete with design at the time of this adoption. The City Council affirms its approval of the Standard Specifications as applicable to those projects.
CC RESO 2025-08
PASSED, APPROVED, AND ADOPTED this 24th day of March,
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 24th of March, 2025, by the following vote, to wit:
AYES: COUNCILMEMBERS:
NOES: COUNCILMEMBERS:
ABSENT: COUNCILMEMBERS:
ABSTAIN: COUNCILMEMBERS:
Windmera Quintanar, MMC, City
Clerk
City of Los Alamitos
CITY COUNCIL AGENDA REPORT
MEETING DATE: March 24, 2025 ITEM NUMBER: 11H
To: Mayor Shelley Hasselbrink & Members of the City Council Presented By: Ron Noda, Development Services Director
Subject: Orange County Transit Authority Project V Extension
SUMMARY
The City of Los Alamitos is requesting an extension for the Orange County Transit Authority (OCTA) Project V - Community-Based Transit Circulator Program Project.
RECOMMENDATION
Authorize the City Manager to sign and submit a letter to the Orange County Transit Authority (OCTA) requesting an extension in the Project V - Community-Based Transit Circulator Project.
BACKGROUND
The Orange County Transportation Authority’s (OCTA) Board of Directors approved Measure M2 funding for the City of Los Alamitos’ Community-Based Transit Circulator Program for $1,930,472 on September 12, 2024 through the Comprehensive Transportation Funding Programs (CTFP) Community-Based Transit/Circulators Program (Project V) 2024 call for projects. Project V is meant to fill in the gaps in those areas that have less frequent or limited service with funding targeted at supporting various types of needs for transit services, including special events, local circulators, commuter rail feeders, seasonal demands, demandresponsive, and shared-ride-hailing services that better suit local needs in areas not fully served by regional transit. The on-demand category refers to shared mobility solutions that typically respond to user-initiated requests for transportation, such as ride-hailing and microtransit. On-demand services are eligible for up to $296,000 annually (with annual escalation over the next six years) and require a 50 percent local match.
DISCUSSION
The tentative timeline for the project is outlined below:
• Present request for proposal (RFP) to the City Council for approval - April 2025 • Award RFP - June 2025
• Awarded Vendor begins onboarding, outreach, and mobilization - July to December 2025
• Launch of Community-Based Transit Circulator Program - January 2026 The request for an extension is required to document that the City is actively engaged in the
process of an RFP, therefore being eligible to receive the grant amount of $1,930,472.
FISCAL IMPACT
None.
Attachment: 1. OCTA Extension Request
March 17, 2025
Adriann Cardoso
Community Based Transit Circulators Program (Project V) Orange County Transportation Authority
550 S Main Street
Orange, CA 92868
Dear Adriann Cardoso,
The City of Los Alamitos requests an extension for the Los Alamitos On-Demand Service Citywide EV Transportation Program. The Request for Proposal (RFP) for the project is scheduled to be presented at the April 28, 2025 City Council meeting with the anticipated awarding at the June 16, 2025 City Council meeting. After the RFP is awarded, the City will work with the vendor to process all documents needed to begin service. Please feel free to contact me at [email protected] if you have any questions.
Thank you,
Chet Simmons
City Manager
City of Los Alamitos
CITY COUNCIL AGENDA REPORT
MEETING DATE: March 24, 2025 ITEM NUMBER: 12A
To: Mayor Shelley Hasselbrink & Members of the City Council Presented By: Irving Montenegro Jr., Manager
Ron Noda, Development Services Director
Subject: Resolution No. 2025-10 - Economic Development Strategic Plan (EDSP)
SUMMARY
The City of Los Alamitos Economic Development Strategic Plan is a five-year (2025-2030) plan with four core goals. Included in the plan are strategic priorities, several sub-priorities, and actions that support these goals, and they were developed through the collaboration of City Council members, city staff, and community stakeholders. A draft Economic Development Strategic Plan report is provided.
RECOMMENDATION
1. Receive the presentation of the Los Alamitos Economic Development Strategic Plan (EDSP); and,
2. Discuss the EDSP; and,
3. Provide comments and directions regarding any needed revisions to the EDSP; or,
4. If no revisions are required, adopt Resolution No. 2025-10, entitled, "A RESOLUTION OF
THE CITY COUNCIL OF THE CITY OF LOS ALAMITOS, CALIFORNIA, ADOPTING THE
CITY OF LOS ALAMITOS ECONOMIC DEVELOPMENT STRATEGIC PLAN DATED MARCH 24, 2025".
BACKGROUND
Economic Development is vital as it helps communities grow, improves quality of life, creates jobs, enhances economic vitality, and promotes sustainable economic growth. The Development Services Department, along with Economic Development Consultant Jacob Green and Associates, have prepared a comprehensive Five-Year (2025-2030) Economic Development Strategic Plan (EDSP) for immediate implementation. During the course of this past year, Jacob Green and Associates conducted various discussions with key stakeholders in the City of Los Alamitos, including interviews with City Council, to gain critical insight into the needs of the community and vision for future economic interests. Additionally, Jacob Green and Associates produced community surveys at community events like Spring Carnival, conducted SWOT analysis and workshops during Good Morning, Los Alamitos, and contributed to broad discussion and planning with Community Partners and City Staff.
DISCUSSION
The City of Los Alamitos Five-Year (2025-2030) Economic Development Strategic Plan (EDSP) consists of a thoughtful yet digestible roadmap with attainable milestones and markers. The EDSP recognizes the need for a proactive and strategic approach to citywide economic development initiatives and objectives necessary for successful implementation. The process of developing the plan involved analyzing current conditions, identifying opportunities and strengths, and setting goals for the future. At the core of the EDSP are four overarching goals supported by four strategic objectives and several specific sub-priorities and actions, all of which align well with current City standards and initiatives such as the Town Center Mixed Use Plan, General Plan, and Active Transportation Plan.
Economic Development Goals
1. Development styles and mixed uses that keep finances stable, supporting ongoing and improved public investment in the community’s quality of life.
2. Local economy that stimulates jobs and promotes housing for Los Alamitos residents.
3. Creation of distinctive shopping and entertainment corridors and districts that attract consumer spending by residents, workers, and regional visitors.
4. An economic development mindset which is integrated throughout the City.
Strategic Objectives
1. Build on past successes and established strengths within the Los Alamitos Community.
2. Optimize Los Alamitos as a business-friendly environment.
3. Enhancement of the City's revenue base and exploration of innovative approaches to leverage private development investment in the community.
4. Constantly building towards the future for sustainable growth, resilience, and prosperity.
Sub-Priorities and Actions
1. Town Center Mixed-Use Strategic Plan (Pine Street District).
2. Existing improvements to the Civic Center Campus.
3. Business engagement and networking (Business Stakeholder Alliance)
4. Commitment to ongoing economic development programs, initiatives, and events.
5. Exploration of opportunity sites.
This plan is intended for collaborative use by City officials, staff, existing community stakeholders and potential economic development partners. It highlights the natural attractions of some of the City's pristine community landmarks, such as the Los Alamitos Unified School District, celebrating its reputation for an outstanding education system; its vast offering of multiage Recreation and Community Services programs, events, and activities; the safety of the community provided by the Los Alamitos Police Department and its partners including Orange County Fire Authority (OCFA), and commitment to the community's healthcare needs through full-service acute care via UCI Health (Los Alamitos), which also serves as the City's largest employer.
FISCAL IMPACT
None. Funding requests for upcoming programs and initiatives will require the Council's feedback and approval through the City Council process.
Attachment: 1. Resolution 2025-10 - Economic Development Strategic Plan (EDSP)
2. Exhibit A-Los Alamitos Economic Development Strategic Plan
RESOLUTION NO. 2025-10
A RESOLUTION OF THE CITY COUNCIL OF THE CITY
OF LOS ALAMITOS, CALIFORNIA, ADOPTING THE
CITY OF LOS ALAMITOS ECONOMIC DEVELOPMENT
STRATEGIC PLAN DATED MARCH 24, 2025
WHEREAS, the City of Los Alamitos began formulating an Economic Development Strategic Plan (EDSP) with the goal of developing a framework for a proactive and strategic approach to citywide economic development initiatives and objectives; and
WHEREAS, the resulting EDSP will assist the Council in its deliberation regarding programs, infrastructure, initiatives, and planning related to economic development; and
WHEREAS, the adoption of the EDSP will also allow the City to pursue grants related to implementation of economic development related projects and initiatives; and
WHEREAS, the City Council received a presentation, considered and provided directions on the EDSP on March 24, 2025.
NOW, THEREFORE THE CITY COUNCIL OF THE CITY OF LOS
ALAMITOS DOES RESOLVE AS FOLLOWS:
SECTION 1. That the recitals set forth are true and correct and are incorporated herein as if set forth in full.
SECTION 2. The City Council hereby adopts and approves the City of Los Alamitos Economic Development Strategic Plan (EDSP), which is attached hereto as Exibit “A.”
SECTION 3. The City Manager is authorized to apply for and submit applications for grant programs to support the implementation of the EDSP and is authorized to submit any supporting documentation and execute any amendments thereto, as may be required in furtherance of said grant applications.
PASSED, APPROVED, AND ADOPTED this 24th day of March, 2025.
CC RESO 2025-10
________________________________
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 24th of March, 2025, by the following vote, to wit:
AYES: COUNCILMEMBERS:
NOES: COUNCILMEMBERS:
ABSENT: COUNCILMEMBERS:
ABSTAIN: COUNCILMEMBERS:
Windmera Quintanar, MMC, City Clerk
Economic
Development
Strategic
Plan
2025
TABLE OF CONTENTS - 1
Message to Community
Acknowledgements
Executive Summary
Introduction
Vision and Goals
Strategic Planning Methodology
Strategic Objectives and Priorities
Ongoing Strategic Plan Management
2 3
4 5
8 10
14 25
MESSAGE TO COMMUNITY - 2
Dear Los Alamitos Community,
It is with great excitement and anticipation that we present the Los Alamitos Five-Year Economic Development Strategic Plan. This project is the result of dedicated work, honest assessment, meaningful engagement, and a deep-rooted commitment to serving every member of our small but vibrant community. Los Alamitos is more than just a City - it is a destination where you can raise a family, start your career, develop lifelong friends, support locally owned shops, and get to know your neighbors. Los Alamitos celebrates its proud history through a variety of collaborative and city-run services and embraces its diverse population with an unrelenting spirit to provide the highest quality of life for all who call this city their home.
As stewards of this small town, our responsibility to set a thoughtful path forward is profound. This is not just about implementing projects and programs. It is about building trust, fostering collaboration, nurturing local partnerships, and ensuring that Los Alamitos retains its small-town charm while being recognized as a prime location for businesses, families, and individuals alike.
In developing this strategic plan, we listened carefully to our residents, business owners, stakeholders, and City employees. The result is a strategic roadmap that travels from the present to future destinations grounded in principles of modern community planning, listing our small town for future challenges and opportunities in an ever-changing local and regional economy. This blueprint provides a flexible yet actionable framework for economic growth while preserving what makes Los Alamitos special.
We extend our heartfelt gratitude to our entire community for your engagement, support, and partnership with the Development Services Department throughout this process. Together, we are shaping the future of Los Alamitos while preserving our small-town character, enhancing community pride, and showcasing our town as a welcoming place for businesses and investment.
As we embark on this exciting new journey ahead, your City Council invites you to remain engaged, hold us accountable, and see this plan come to fruition. This goes beyond just a Strategic Plan; it is a shared vision for ensuring that our small-town community thrives, one that celebrates business success, fosters prosperity, and continues to enhance the quality of life that makes Los Alamitos a truly special place to live, work, and play.
Respectfully,
Los Alamitos City Council
Shelley Hasselbrink
Mayor
Tanya Doby
Mayor Pro Tem
Jordan Nefulda
Councilmember
Emily Hibard
Councilmember
Gary Loe
Councilmember
ACKNOWLEDGEMENTS - 3
This plan would not be possible if not for the contributions of our professional staff, elected leaders, City departments and community partners. It is truly an honor to serve our community.
Strategic Plan Committee
Chet Simmons - City Manager
Ron Noda - Deputy City Manager & Development Services Director Irving Montenegro, Jr. - Development Services Manager
Elisha Boothe - Economic Development Supervisor
Gabriela Martinez - Development Services Department Secretary The development of the Plan included extensive outreach efforts to obtain as much public input as possible. This information was utilized in the preparation of the SWOT (Strengths, Weaknesses, Opportunities, Threats) Analysis, which is contained in this Plan. The Plan Committee and consulting team met with many community partners and stakeholders, as well as hosted community events, listed as follows:
Individual Interviews with Community Partners and Stakeholders - Week of March 3, 2024.
Plan Presentation at "Good Morning, Los Alamitos" Event - March 26, 2024.
Opportunity for Public Input at "Los Alamitos Spring Fair" - March 30, 2024.
Community Partner/Stakeholder Survey - February 26, 2024 - April 8, 2024.
EXECUTIVE SUMMARY - 4
The City of Los Alamitos City Council presents its 2024-2029 Economic Development Strategic Plan, a comprehensive and forward-looking economic and business development roadmap that will help shape the future of the community that we love and serve. In concert with the General Plan, this plan serves as a guiding document, outlining our goals and objectives, as well as the strategic priorities to achieve success over the next five years.
At the core of this Strategic Plan are 4 overarching goals, supported by 4 strategic objectives, 5 strategic priorities and several specific sub-priorities/actions. These goals encompass the City Council’s commitment to trust, public engagement, quality of service, accountability, community growth, and business success. By implementing this plan, we aim to sharpen the focus of our economic development efforts and ensure growth and continuing success of our community.
Central to our strategic approach is the recognition of the importance of collaboration and inclusivity, as we actively engage with our business community stakeholders and community members to develop a plan that aligns with their needs and aspirations.
By fostering a collaborative relationship between the City and the community, we aim to foster a spirit of partnership and thriving business environment for all.
This Strategic Plan serves as a measure of our commitment to transparency and accountability. It will guide our resource allocation and ensure that we are utilizing our capabilities and capacities efficiently and effectively. With this plan as our compass, we are confident in our ability to community a vision for private investors and businesses wishing to do business in the City of Los Alamitos.
In conclusion, the Los Alamitos Economic Development Strategic Plan 2024-2029 is a comprehensive guide for optimizing and acting on economic growth opportunities, starting now and continuing for the next five years. This plan is intended for collaborative use by City officials, staff, and existing community stakeholders, as well as potential economic development partners. The following Community Overview and discussion of the Community Vision and Economic Development Goals will provide a common base of understanding for current and future partners to grow the local economy and create a brighter future for Los Alamitos.
INTRODUCTION - 5
Location and Setting
The City of Los Alamitos is in a very advantageous position for economic development in Southern California. Located on the western edge of Orange County, Los Alamitos is flanked by regional transportation corridors I-605 on its western boundary and I-405 just south of the City limit. The City is four square miles in area, and half of its land area is dedicated to the Joint Forces Training Base – Los Alamitos (JFTB-Los Al), which has a close relationship with the City. JTFB-Los Al hosts several annual community events and makes recreation facilities available to the public when not in use for military training. JTFB-Los Al is also a major employer in Los Alamitos, with 850 fulltime employees, supporting approximately 6,000 National Guard and Reserve troops.
Population
The current full-time population of the City is approximately 11,500 and has remained quite stable at this level since 2000, as illustrated in the following table from the 2021 General Plan Housing Element.
One reason for the long-time stability of the population is that Los Alamitos is a mature city, with virtually no vacant land available for new development. Very little growth in housing has been possible over the years because the City is essentially “built out”. The following table from the 2015 General Plan illustrates the mix of existing land uses at the time. Note that the land use areas are expressed as percentages rounded to whole numbers, and the totals don’t add up to 100% due to the exclusion of the JFTB-Los Al. Vacant land is represented in the table with a small amount less than 0.5% and therefore rounded to 0%.
Purpose
The purpose of this plan is to establish a strategy for the City of Los Alamitos to facilitate and participate in economic development in the current five-year period from 2024 – 2029. This strategic plan will recommend specific actions for the City to identify and guide development interests, initiate partnerships, and incentivize property improvements to expand the tax base and enhance the quality of life in Los Alamitos.
INTRODUCTION - 6
Education and Recreation Assets
The community of Los Alamitos is multigenerational, active, and invested in the community. Boasting outstanding education
provided by the Los Alamitos Unified School
District, the City attracts parents to live and
work in the community to take advantage of
the educational opportunities for their
children. This significant demographic unit of
families with children is a priority for the City,
which offers an array of recreation services
and family-oriented events.
Professional Service and Employment
The City is also home to UCI Health – Los
Alamitos, a full-service acute care hospital,
part of a health care network serving Orange
and Los Angeles Counties. With over 1,000
employees, the medical center is the largest
employer in the City, which acts as a magnet
for professional and medical services. Retail
businesses thrive on commercial corridors in
Los Alamitos, and manufacturing and
technical businesses also have a strong
presence, as exemplified by Arrowhead
Products, Mittera, and Epson America.
General Plan Land Use Element Chart 1. Los Alamitos, Detailed Existing Land Use Breakdown by Acreage (without JFTB-Los Al)
INTRODUCTION - 7
Community Pride and Support
Given its strategic location, its many community assets, programs, events and job-rich business sector, Los Alamitos is truly a great place to live, work and play. Residents and leaders of Los Alamitos are proud of the community, and the reminder to shop, eat, play, stay and support local businesses is prominent in the City.
VISION AND GOALS - 8
Los Alamitos Vision For the Future
The Los Alamitos community is well-developed with safe, attractive neighborhoods, a diverse, job-rich business sector, and many community assets that make Los Alamitos a great place to live and do business. These conditions may be attributed in part to City leadership adopting and being guided by a clear vision for the future of the community. The current expression of this vision for the future is the Citywide Vision statement in the Los Alamitos 2035 General Plan. This Citywide Vision is comprised of several declarative statements about the ideal long-term future condition of the City in the horizon year of 2035. Each statement addresses a different element of community life, as follows:
Economic Development Goals
The Los Alamitos 2035 General Plan contains an optional policy element to guide economic development. Like the Citywide Vision and all other elements of the General Plan, the Economic Development Element has a long-range planning horizon of 2035. There are four goals stated in the Economic Development Element:
Goal #1 - Development patterns and a mix of uses that provide a fiscal balance sufficient to continue and increase public investment in the community’s quality of life.
Goal #2 - A local economy that provides jobs for Los Alamitos residents and improves the region’s balance of jobs and housing.
Goal #3 - Distinctive shopping and entertainment corridors and districts that attract consumer spending by residents, workers, and regional visitors.
Goal #4 - An economic development mindset integrated throughout the communuity and City Hall.
Citywide Vision
Los Alamitos is an attractive, dynamic, and modern city renowned for its world-class schools, parks, and recreation facilities as well as a nationally-recognized medical center.
The City is comprised of well-maintained neighborhoods that enjoy strong identities, generate civic pride, and collectively offer wide range of places to live.
Los Alamitos hosts a town center that defines the popular image of the City and offers multiple places for the residents, workers, and students of Los Alamitos to meet friends, stroll, enjoy great food, and shop.
The City is home to successful businesses that provide the City with a diversity of tax revenue and fiscal support, helping ensure Los Alamitos is economically sustainable.
Los Alamitos maintains a system of streets and trails that are safe for everyone and every form of transportation - be they children, families, workers, or customers who walk, bike, ride transit, or drive.
Source: Los Alamitos 2035 General Plan
VISION AND GOALS - 9
Foundation for an Economic Development Strategy
It could be argued that every aspect of the Citywide Vision depends on successful economic development. However, this Economic Development Strategic Plan will focus on the vision of a vibrant town center and the vision of a successful business environment that provides economic sustainability.
To make The City's vision for the community more actionable, it is essential to translate broad goals into specific, achievable steps. This involves developing a clear and detailed strategic plan that outlines priorities, sets measurable objectives, and allocates resources effectively. Engaging with stakeholders and the community throughout the process ensures that the vision aligns with residents' needs and fosters broad support. Regular progress reviews, transparency, and adaptability are also crucial, allowing the City to stay on course and make necessary adjustments. By focusing on actionable strategies, the City can turn its vision into tangible outcomes that enhance the quality of life for its citizens.
The City Council and City staff understand that the entire “City Team” has a responsibility, both individually and collectively, to promote and market the City as a good place to do business. This mindset translates into good customer service for every resident, business and visitor to the City.
STRATEGIC PLANNING METHODOLOGY - 10
Information Gathering
The inception of this Economic Development Strategic Plan was guided by a comprehensive process designed to leverage robust community engagement, City Council input, and insights from stakeholders in the local economy. Information was gathered utilizing best practices for engagement, including face-to-face interviews, anonymous surveys open to all residents, and community outreach events, including a stakeholder workshop held at a Good Morning Los Alamitos event. These inputs, along with extensive input from City staff and field observations were synthesized in a Strengths, Weaknesses, Opportunities and Threats (SWOT) analysis.
Project Life Cycle
STRATEGIC PLANNING METHODOLOGY - 11
Strengths
Los Alamitos is widely regarded as a tight-knit community with a small town “feel”.
Excellent schools, several major local employers, stable and responsive city government and a wide array of community events make the City highly desirable as a place to live and raise a family. The City also has a good reputation for being businessfriendly, especially in its efforts to support local small businesses with promotions like “Los Al Bucks” and the “Mayor’s Business Spotlight”.
Weaknesses
Typical weaknesses of mature cities in Southern California are notable in Los Alamitos.
There isn’t much vacant land available for development. Along with the scarcity of vacant land, there is a lack of public gathering space and public parking in developed areas of the City. Major streets carry heavy traffic, and improvements are needed to enhance parking, walking and biking. Infrastructure throughout the City is aging, in need of maintenance, repair, and in some cases rebuilding. New housing development has slowed due to limited building sites, which keeps housing costs high.
Commercial property maintenance and proactive improvements are lacking in some areas, which may be attributed to absentee property owners.
Opportunities
Residents and other stakeholders engaged in the SWOT analysis were quite optimistic about economic development opportunities in Los Alamitos. Even adverse conditions may be viewed as opportunities to change things for the better. For instance, the lack of vacant properties for development was identified as a weakness, but people see many opportunities for additional infill development or redevelopment on commercial corridors of the City. People also see room for improvement in engagement between the Chamber of Commerce and the Los Alamitos business community. This was identified as an opportunity to fund and grow business partnerships. With this community feedback in mind, this strategic plan will highlight specific opportunities for development, public improvements, public-private partnerships for economic development and actions to enhance economic conditions in the City. There are very few vacant properties in the City, but there are several sites identified in this plan that have potential for redevelopment or additional use. Public Private partnership opportunities exist for the City to work with property owners and developers to redevelop properties or add development to underutilized sites.
Strengths, Weaknesses, Opportunities and Threats (SWOT) Analysis Identifying and studying SWOT is an effective way to gain an understanding of existing conditions, as well as potential changes for better or worse. Analysis of existing conditions in this format helps frame the analysis in terms of strategic recommendations for next steps that will:
LEVERAGE STRENGTHS
ADDRESS WEAKNESSES
CAPITALIZE ON OPPORTUNITIES
MITIGATE THREATS
The information gathering phase of the SWOT analysis of this EDSP revealed several common themes and commonly held views about conditions influencing economic development in Los Alamitos. Following are some highlights:
STRATEGIC PLANNING METHODOLOGY - 12
Threats
Los Alamitos is a small community where public safety, community services and quality of life are the highest priorities. However, compliance with state and federal laws and regulatory requirements takes a significant amount of time and resources.
This threatens the pursuit of economic development. Homelessness is a regional threat to the quality of life in local communities. Participants in the SWOT analysis cited this growing problem as something that needs attention in many areas, including commercial properties suitable for economic development. Another threat identified in an interview was the potential loss of what makes Los Alamitos special in the pursuit of economic opportunities. This is tied to the general threat of competition from surrounding cities for economic development. The City needs to stand out by highlighting the community strengths as well as its development opportunities.
Strength-Building Recommendations
The recommendations presented in this EDSP are proposed to build on the City’s strengths, work on or work around its weaknesses and take advantage of opportunities, all while guarding against potential threats to the City’s economic success. In addition to the specific actions detailed in this plan as strategic priorities, the following general recommendations will be helpful in addressing economic development weaknesses and maximizing economic development opportunities.
These practices are recommended to improve the competitive advantage of Los Alamitos in the areas of economic development and business retention:
1. Time business outreach visits to maximize benefits. If City actions will affect commercial properties, the Business Visitation Program staff should be informed, and plan their visits accordingly. Well-timed visits in addition to standard forms of notice are truly appreciated. Example situations:
When Neighborhood Preservation is initiating action to gain compliance with maintenance standards.
When a scheduled road improvement or a special event will impact access to the property.
2. Focus public improvements to leverage private investment. The need for public infrastructure improvement far exceeds available funding. Capital improvement programs (CIPs) identify many projects with a tentative schedule spanning several years. When adjustments to the CIP schedule can complement private development, the positive impacts of both public and private improvements are enhanced. Open communication and flexible timing are essential to this cooperation. Example situations:
If a private development is responsible for some off-site improvements to an intersection slated for substantial improvements in the CIP, adjusting the CIP project schedule to coincide with the private development delivers a better development project and more complete intersection improvements.
If a street pavement overlay project is scheduled for a block where a new development is about to break ground, delaying the pavement project until the development is completed will prevent damage to the new pavement by utility connections for the development project.
STRATEGIC PLANNING METHODOLOGY - 13
3. Offer flexible standards and procedures to incentivize exceptional infill development. One way to stand out to a developer among potential host cities is to show willingness to be flexible to achieve a mutually beneficial outcome. Infill development is often constrained by limited space to provide the desired development as well as required parking and landscape areas. With all development, time is essential. Examples of flexibility incentives:
On existing developed sites, permit removal of low-value landscape area to replace with building space or additional parking and high-value trees.
Approve off-site parking or shared parking agreements if pedestrian access is good and the economic benefit warrants the inconvenience.
Streamline development review procedures for high-priority projects.
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Strategic Objectives
Build on the Established Strengths of the Los Alamitos Community and Past Successes Building on established strengths as a strategic objective involves leveraging the core competencies, assets, and capabilities that the City has already developed and refined.
By focusing on areas where the City has proven success, we can optimize resources, enhance efficiency, and reduce risks associated with venturing into unfamiliar territories. This approach allows for the deepening of expertise, fostering innovation within known domains, and sustaining competitive advantages. Moreover, it will enable the City to maximize the value of its existing strengths, while also creating a solid foundation for exploring new opportunities and scaling future growth.
This Economic Development Strategic Plan (“EDSP”) does not envision a major change in Los Alamitos’ economic development direction. By building on our established strengths and celebrating past successes, the City will sharpen its focus and create a robust, dynamic, and inclusive economy that meets the needs of today and anticipates the opportunities of tomorrow.
Optimize Los Alamitos as a Business-Friendly Environment A business-friendly environment is crucial for a city because it stimulates economic growth, attracts investment, and creates job opportunities for residents. By fostering conditions that support business development—such as streamlined regulations and robust infrastructure—a city can encourage the establishment and expansion of enterprises. This, in turn, enhances the local economy, increases the tax base, and improves public services. Additionally, a business-friendly environment can draw talent and innovation to the area, making the City more competitive and vibrant. Ultimately, this leads to a higher quality of life for citizens and contributes to the long-term sustainability and prosperity of the community.
The City’s objective is to enhance and build on Los Alamitos’ reputation as having a premier business-friendly environment, fostering economic growth and innovation by streamlining regulatory processes, enhancing infrastructure, and offering robust support services. The aim is to attract and retain diverse enterprises by providing a competitive and welcoming landscape that encourages investment, entrepreneurship, and sustainable development. The City’s local and small-town feel provides the opportunity for a more “hands-on” approach to engaging with the existing business community and inviting new business and development investment in the community.
The “My City - My Los Al” marketing awareness program is an excellent example of this approach and sets the City apart from others.
Enhance the City’s Revenue Base and Explore Innovative Approaches to Leverage Private Development Investment in the Community
Los Alamitos is committed to strengthening its revenue base through strategic initiatives and innovative partnerships. The City aims to foster a robust economic environment by exploring and implementing creative approaches that leverage private development investment. By collaborating with private sector stakeholders, the City will drive sustainable growth, enhance public services, and ensure long-term financial stability for the community. Efforts will focus on attracting new businesses, supporting local enterprises, and optimizing land use to maximize revenue opportunities while maintaining the City's unique character and quality of life. By way of the annual work plan and budgeting process, the City will prioritize financial resources for maximum benefit to the community.
STRATEGIC OBJECTIVES AND PRIORITIES - 15
Look Ahead, Plan, and Build for the Future
It is important for the City to look ahead and plan for the future to ensure sustainable growth, resilience, and the well-being of its residents. By anticipating challenges such as population fluctuations, environmental changes, and technological advancements, the City can develop strategies to address potential issues before they arise. Forwardlooking planning enables the City to invest in infrastructure, services, and policies that will meet future needs, fostering a thriving, adaptable community. This proactive approach not only enhances the quality of life for current residents but also prepares the City to remain competitive and vibrant in the years to come.
Los Alamitos aims to foster a sustainable, inclusive, and innovative community that thrives on forward-thinking urban planning, resilient infrastructure, and equitable access to resources. By prioritizing environmental stewardship, economic vitality, and social well-being, the City envisions a future where all residents enjoy a high quality of life, diverse opportunities, and a vibrant, interconnected urban environment. This commitment guides all efforts to create a city that is not only prepared for the challenges of tomorrow but also poised to seize its opportunities, ensuring a dynamic and prosperous future for generations to come.
Strategic Priorities
Town Center Mixed Use Strategic Plan/Pine Street District Building on the existing Town Center Mixed Use Plan and successes already established hosting community events and numerous activities on Pine Street, the City will focus on the following specific implementation actions/step(s):
To incentivize private investment, the City will evaluate and update the Zoning Code and development standards as they apply to the Pine Street District to promote the widest range of possible land uses, consistent with the Town Center Strategic Plan.
The City will implement a comprehensive hardscape improvement program for Pine Street, including paving enhancements, wayfinding and a banner program to specifically delineate the Pine Street District as a central gathering place and focus for the City.
The City shall further evaluate and implement public improvements along Katella Avenue at/near the intersection with Pine Street, to emphasize the pedestrian/vehicular connection at this location and calm traffic along this section of Katella Avenue.
The City will conduct a feasibility study to determine the potential for establishing a Business Improvement District (BID) for the Pine Street District. BIDs can be a source of funds that can enhance baseline services already provided by the City.
To further attract business to the Pine Street District, the City will evaluate and establish programs to incentivize specific business investment, such as a restaurant equipment assistance program and/or a business façade improvement program.
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Existing Civic Center Campus
The City is proceeding with specific projects in the Civic Center area to improve and/or make better use of existing facilities. The renovation of the existing Community Center is underway. Future projects include renovations and improvements to the existing City Hall complex. The City will focus on the following specific implementation actions/step(s):
The City will continue to implement improvements to existing Civic Center facilities and embark on new projects as appropriate.
As part of this effort, the City will consider moving some operations off-site and/or re-purposing existing facilities. All projects are focused on making best use of existing facilities and ensuring optimal service delivery as well as fostering a sense of pride in the community. A further purpose is to increase access and use by members of the public and modernize technology for the public to process registrations and permits.
Business Engagement and Networking
The City has a robust outreach and marketing program focused on communication with residents, businesses, and commercial property owners. It is a goal of the City to grow those efforts, with specific focus on business awareness, attraction, retention and marketing. The City will focus on the following specific implementation actions/step(s):
To expand interaction and engagement with business, the City will grow its Monthly Business Visit program. City staff will visit approximately 5 – 10 businesses per month. Further, the City will seek to partner with the Chamber of Commerce to participate in this program, to assist in expanding the reach of the program and interact with as many businesses as possible.
To further facilitate business engagement and connection in the community, the City will establish a Business Alliance Commission that will create a nexus for businesses to support one another and establish clear channels of communication.
This Alliance will convene on a regular basis to discuss and promote all Los Alamitos businesses and recommend allocation of resources to assist businesses in Los Alamitos. In connection with this effort and to fund programming and related efforts, the City will evaluate current business license fees and implement modifications to these fees as appropriate.
The City will explore new business assistance programs to add value, with particular focus on small business. Examples include targeted exterior façade and signage improvement programs, as well as educating/assisting businesses with access to business resources such as social media and attracting new employees.
To increase awareness of the importance of business success in the community, the City will pursue growing the Mayor’s Business Spotlight Program. This information will be shared via the City’s social media platforms.
The City will maintain all current business engagement and networking programs, all of which seek to connect with existing and new business and bring awareness to the priorities of the City Council with respect to business success in the community.
These programs and initiatives are noted as follows:
Mayor’s Business Spotlight - serves as a complimentary initiative aimed at highlighting the diverse array of local businesses within the City of Los Alamitos. Each month, a select business will be featured in an informal on camera interview with the Mayor sharing the business’ history, unique service, and reasons for calling Los Alamitos as their home. Businesses may inquire for interest, otherwise the selection of businesses is based on the various Shop Local Campaign pillars: Eat, Shop, Play, Stay, and Support Local.
STRATEGIC OBJECTIVES AND PRIORITIES - 17
Business Visitation Program - Economic Development Personnel will conduct five to 10 business visits each month building rapport and trust through purposeful dialogue. Additionally, the visits will consist of evaluation of business concerns surrounding key elements such as safety, marketing, attraction, accessibility, and support.
Good Morning/Evening, Los Alamitos - this annual business and community engagement affair invites residents, business owners, stakeholders, and partners to attend and learn about City projects, programs, and resources.
Offered twice a year, this program increases interest through meaningful dialogue and information shared by City Personnel, including the City Manager.
New Business Welcome Program - in partnership with the Chamber of Commerce and through the initial process of new businesses establishing their business license, the Economic Development team will meet and greet with new businesses in town providing them with a welcome packet which includes City swag, key service and resource information, City publications, and multiple references to common concerns.
Parklet Series - in concert with the City’s Town Center Mixed Use Plan and intent to revitalize and reimagine the future Downtown, Pine Street is the hub for community events, economic vitality, and high pedestrian traffic flow. Each spring and summer, a portion of Pine Street will be sectioned off with a parklet that invites patrons to convene, shop, and dine while events take place.
Nites on Pine - in an effort to increase visibility and vibrancy on Pine Street, this lively street fair will feature live music, a free kid’s zone, gourmet food trucks, and creative pop-up retail vendors. Scheduled monthly on the 3rd Saturday, all of Pine Street will be enclosed to provide an intimate and fun ambiance for those in attendance.
Revive Façade Improvement Grant Program - this program is designed for brick and mortar storefronts and commercial establishments to invest in their property through improvements to their façade, address outdated repairs for their business, replace old structures and landscaping, and otherwise freshen the aesthetics for greater shopping experience and customer appeal.
Pine StrEATS - the Economic Development Division partners with Recreation and Community Services Department in the Celebrate Los Al event each fall by providing a grant opportunity of up to $5,000 for Los Alamitos based restaurants. This grant covers all costs related to event personnel and supplies, including marketing expenses aimed at promoting their business during the event. The goal is to encourage residents to try the selected food offerings from each participating business and highlight some of the hidden gems in the City.
Discover Los Alamitos - in partnership with a City consultant who shines a light on the inspiring stories behind local businesses through engaging and meaningful social media content. Discover Los Alamitos will feature businesses across various sectors surrounding the Shop Local Campaign: eat, shop, play, stay, support local. This initiative is designed to connect residents and visitors with the heart of Los Alamitos, helping to uncover hidden gems while boosting economic growth and community engagement.
Legacy Business Program - this program, conducted two times per year, recognizes and promotes the longevity of a Los Alamitos business that has been located in the City for 25 or more years.
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Strategic Development Opportunity Sites
As part of this Economic Development Strategic Plan effort, the City will implement a special focus of attention on the following opportunity sites, which represent potential opportunities for either new development or re-positioning/expansion of existing development.
4411 Katella Avenue
4411 Katella Avenue currently is home to Arrowhead Products, a long-standing Los Alamitos-based business and a market leader in providing creative engineering solutions in the fields of aerospace engineering and rocket propulsion. The company employs approximately 600 people and is located at 4411 Katella Avenue. This approximately 28-acre site represents both mid and long-range opportunities for business expansion and/or infill development.
In the context of economic development and exploration of all potential opportunities for this important site, the City seeks to establish a regular and on-going dialogue with company representatives, to discuss options for business expansion, potential mixed use development, and infill residential development specifically at the northern portion of the site. It is the goal of the City that these discussions focus on outcomes with are mutually beneficial to the Company and the City. The following implementation/action step(s) will be pursued by the City in connection with this specific site:
Engage Company Representatives: City staff will engage with company representatives to discuss the site area of interest, exchange ideas for approaches to addressing future development of the site, and agree upon a schedule for regular and on-going dialogue concerning the site.
Conduct Assessment for Potential Site Development: City will propose that the parties conduct a development site assessment, summarizing site development potential, and what, if any, land use regulation changes might be necessary to achieve mutually identified goals for the site.
Develop a Strategic Vision and Master Plan: The parties will create a detailed vision for the site, outlining the desired land use, density, and design principles. This should be guided by the City’s and company’s broader strategic objectives and incorporate sustainable development practices. A master plan should be developed to serve as a roadmap for the project.
Identification of Disposition and Development Plan. The parties will mutually develop an approach to potential disposition and development of the site, to achieve mutually agreed-upon goals. This plan will reference the agreed-upon scope of development for the site, and will further identify the means by which the site might be developed, either by current ownership, or by way of the sale/lease to another entity.
4141 Katella Avenue
Currently the 1.32-acre site houses the Davita Center and is located at 4141 Katella Avenue. Current land use at the site is medical services. The City seeks to position this site for future in-line commercial/retail development, with the potential for a highquality drive-thru restaurant use at the southeast corner of the site. The following implementation/action step(s) will be pursued by the City in connection with this specific site:
The City will conduct an assessment of current land use regulations and development standards as they apply to the site and make recommendations for necessary amendments to facilitate the type and intensity of development for the site.
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10862 Bloomfield Street
The City is in the very early stages of exploring the possibility of making this very welllocated 9.275-acre site available for infill mixed-use or residential development. Should the site be made available for development, all park acreage lost would be replaced and enhanced at another location in the City. The City Council and staff are mindful of this very important community asset and will seek to obtain community input at critical junctures during this process. The following implementation/action step(s) will be pursued by the City in connection with this specific site:
The City will form an ad-hoc stakeholder group that will meet on a regular basis to explore alternatives as they relate to the possible development of the park site and replacement of the park acreage at another location. The results of the ad-hoc committee’s work will be presented to the City Council at a public forum.
Joint Forces Training Base
The City values its long-standing partnership with the command staff at the Joint Forces Training Base (JFTB-Los Al). The association between JFTB-Los Al and the City go handin-hand; as Southern California and the City of Los Alamitos have grown, the physical presence of the Base and its operations have been a hallmark of the history and story of the City.
Most importantly, the City seeks to expand the regular dialogue between the two entities. Existing partnerships, such as the joint-use agreement for City park space at Little Cottonwood Park and LAYB ballfields, and the use of JFTB-Los Al facilities for City and regional events have benefitted the local community in numerous ways. The City looks forward to exploring other partnership opportunities which can be of benefit to the City and to JFTB-Los Al operations. The following implementation/action step(s) will be pursued by the City in connection with this important community partnership:
The City will take the lead to establish a regular schedule of meetings/consultations with command staff at JFTB-Los Al, to ensure that on-going communication and dialogue is in place, and to set the stage for enhancing partnership opportunities between the two entities.
5030 - 5090 Katella Avenue
Located at the southwest corner of Katella Avenue and Siboney Street, this 2.40-acre site is currently occupied by a mix of commercial and professional office uses. The site represents an important redevelopment opportunity given its adjacency to major commercial retail and restaurant uses on Katella Avenue in Los Alamitos and in the nearby City of Cypress. The City seeks to position this site for a potential new mixed use development. Consistent with this objective, the City will work to enhance dialogue with the property owner and/or representatives toward this end. The following implementation/action step(s) will be pursued by the City in connection with this specific site:
The City will conduct an assessment of current land use regulations and development standards as they apply to the site and make recommendations for necessary amendments to facilitate the desired type and intensity of development for the site.
The City seeks to establish a
regular and on-going dialogue
with Arrowhead Products
company representatives, to
discuss options for business
expansion, potential mixed use
development, and infill
residential development
specifically at the northern
portion of the site.
Area of potential future
infill residential
development.
STRATEGIC OBJECTIVES AND PRIORITIES - 20
4411 KATELLA AVENUE
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K A T E L L A A V E
The City seeks to position this site
for future in-line commercial/retail
development, with the potential for
a high-quality drive-thru restaurant
at the southeast corner of the site.
STRATEGIC OBJECTIVES AND PRIORITIES - 21
4141 KATELLA AVENUE
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R
K A T E L L A A V E
STRATEGIC OBJECTIVES AND PRIORITIES - 22
10862 BLOOMFIELD STREET
The City is in the very early stages of
exploring the possibility of making
this site available for infill mixed-use
or residential development. Should
the site be made available for future
development, all park acreage lost
would be replaced and enhanced at
another location in the City.
K A T E L L A A V E
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The City seeks to expand
the regular dialogue
between representatives
of the two entities. Using
the existing partnerships
and joint-use agreements
as a foundation, the City
looks forward to exploring
other partnership
opportunities which can
be of benefit both to the
City and to Base
operations.
STRATEGIC OBJECTIVES AND PRIORITIES - 23
JOINT FORCES TRAINING BASE
The City seeks to position
this site for a potential new
mixed-use development,
should it be redeveloped at
some point in the future.
STRATEGIC OBJECTIVES AND PRIORITIES - 24
5030 - 5090 KATELLA AVENUE
K A T E L L A A V E
S I B
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Y
S
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ONGOING STRATEGIC PLAN MANAGEMENT - 25
Los Alamitos City Council
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