Monterey Park City Council
July 6, 2022

CITY COUNCIL OF MONTEREY PARK

THE CITY COUNCIL ACTING ON BEHALF OF THE SUCCESSOR AGENCY OF THE FORMER

REDEVELOPMENT AGENCY, THE HOUSING AUTHORITY, THE MONTEREY PARK FINANCING

AUTHORITY AND THE MONTEREY PARK GEOLOGIC HAZARD ABATEMENT DISTRICT AGENDA

REGULAR CITY COUNCIL MEETING

MONTEREY PARK CITY HALL COUNCIL CHAMBERS
320 W. NEWMARK AVENUE, MONTEREY PARK, CA 91754
Wednesday
July
6, 2022
6:30 p.m.

GENE

RAL INFORMATION
Documents related to an Agenda item are available to the public in the City Clerk’s Office located at 320 West Newmark Avenue, Monterey Park, CA 91754, during normal business hours and the City’s website at http://www.montereypark.ca.gov/AgendaCenter/City-Council-17.

The public
may watch the meeting live on the city’s cable channel MPKTV (AT&T U -verse, channel 99 or Charter Communications, channel 182) or by visiting the city’s website at http://www.montereypark.ca.gov/133/City-Council-Meeting-Videos.

PUBLI

C PARTICIPATION
You may speak up to 5 minutes on Agenda item. You may combine up to 2 minutes of time with another person’s speaking. No person may speak more than a total of 10 minutes. The Mayor and City Council may change the amount of time allowed for speakers. Written Communication will be accepted up to 24 hours before the meeting via email to [email protected].

Per t
he Americans with Disabilities Act, if you need special assistance to participate in this meeting, please call City Hall at (626) 307-1359 for reasonable accommodation at least 24 hours before a meeting.

Council Chambers are wheelchair accessible.

CALL TO
ORDER Mayor
FLAG SALUTE The Monterey Park Fire Explorers
ROLL CALL Peter Chan, Hans Liang, Henry Lo, Yvonne Yiu
AGE

NDA ADDITIONS, DELETIONS, CHANGES AND ADOPTIONS

MISSION STATEMENT
The mission of the City of Monterey Park is to provide excellent services to enhance the quality of life for our entire community.

PUBLIC COMMUNICATIONS:

While all comments are welcome, the Brown Act does not allow the City Council to take action on any item not on the agenda. The Council may briefly respond to comments after Public Communications is closed. Persons may, in addition to any other matter within the City Council's subject-matter jurisdiction, comment on Agenda Items at this time. If you provide public comment on a specific Agenda item at this time, however, you cannot later provide comments at the time the Agenda Item is considered.

STAFF COMMUNICATIONS:
• Recreation and Community Services Department
[1.] PRESENTATION – NONE.
[2.] OLD BUSINESS
2 -A. 2022 CITY HALL CARPET REPLACEMENT – REJECT ALL SUBMITTED BIDS AND ADOPT

A RESOLUTION AUTHORIZING THE CITY MANAGER TO EXECUTE A PUBLIC WORKS CONTRACT WITH JJJ FLOOR COVERING, INC. WITHOUT THE NEED FOR ADDITIONAL

BIDDING TO COMPLETE THE CITY HALL CARPET REPLACEMENT PROJECT It is recommended that the City Council consider:
(1) Rejecting all submitted bids submitted pursuant to the solicitation authorized via Resolution N
o. 2022-R13;
(2)
Adopting a Resolution authorizing the City Manager to execute a Public Works contract with JJJ Floor Covering, Inc., in the amount of $189,910.09, without the need for additional bidding to complete the City Hall Carpet Replacement project; (3) Authorizing the Director of Public Works to approve change orders and contingency up to $9,496, or 5% of the contract amount;
(4) Appropriating an additional $9,407 from the General Fund for this project; and (5) Taking such additional, related, action that may be desirable.

CEQA (California Environmental Quality Act):

Since the proposed work is a minor alteration to an existing public facility, this project is Class 1 Categorically Exempt pursuant to the California Environmental Quality Act (CEQA). [3.] CONSENT CALENDAR ITEM NOS. 3A-3J
3-A. MINUTES
It is recommended that the City Council consider:
(1) Approving the minutes from the regular and special meetings of May 18, 2022, and the special meeting of May 25, 2022; and
(2) Taking such additional, related, action that may be desirable.

Monterey Park City Council Agenda, July 6, 2022 - Page 2 3-
B. CITY OF MONTEREY PARK RATIFYING MEMBERSHIP IN PUBLIC RISK INNOVATION, SOLUTIONS, AND MANAGEMENT (“PRISM”) RISK MANAGEMENT POOL It is recommended that the City Council consider:
(1) Adopting a Resolution approving the City of Monterey Park’s membership in Public Risk Innovation, Solutions, and Management (“PRISM”) joint powers risk management pool; and
(2) Taking such additional, related, action that may be desirable. 3-C
. ACCEPTANCE OF A DONATION IN THE AMOUNT OF $113,333.33 ON BEHALF OF THE

CITY OF MONTEREY PARK FOR THE BRUGGEMEYER LIBRARY
It is recommended that the City Council consider:
(1) Accepting a donation in the amount of $113,333.33 of behalf of the City of Monterey Park for the Bruggemeyer Library
(2) Authorizing the City’s Management Services Department to appropriate $20,000 of this donation to the FY22-23 budget; and
(3) Taking such additional, related, action that may be desirable. 3-D
. PURCHASE OF TWO AUTOMATED LICENSE PLATE READER SYSTEMS FROM 2020

URBAN AREA SECURITY INITIATIVE GRANT
It is recommended that the City Council consider:
(1) Waiving bidding requirements pursuant to Monterey Park Municipal Code Section

3.20.050 (2) and (4), and Authorizing the City Manager to execute an agreement with Motorola Solutions, Inc., in a form approved by the City Attorney, not to exceed $76,252.00 for the purchase of two Mobile Automated License Plate Reader Systems (ALPR); and (2) Taking such additional, related, action that may be desirable. 3-E
. CANNABIS TAX FUND GRANT PROGRAM (CTFGP) FUNDING FISCAL YEAR 2022/2023 It is recommended that the City Council consider:
(1) Accepting grant funds and authorize the City Manager to execute an agreement, in a form approved by the City Attorney, with the California Highway Patrol in the amount of $87,173.42 for the Cannabis Tax Fund Grant Program (CTFGP); (2) Authorizing the City’s Management Services Department to allocate $82,713.42 in grant funding to the FY22-23 budget; and
(3) Taking such additional, related, action that may be desirable. 3-F. A
RESOLUTION DECLARING THE MONTH OF JULY AS “PARKS MAKE LIFE BETTER”

MONTH IN THE CITY OF MONTEREY PARK
It is recommended that the City Council consider:
(1) Adopting a Resolution declaring the month of July as “Parks Make Life Better” Month in the City of Monterey Park; and
(2) Taking such additional, related, action that may be desirable.

Monterey Park City Council Agenda, July 6, 2022 - Page 3 3-G
. AWARD OF PROFESSIONAL SERVICES AGREEMENT TO KIMLEY- HORN FOR THE

PREPARATION OF A LOCAL ROAD SAFETY PLAN (LRSP)
It is recommended that the City Council consider:
(1) Authorizing the City Manager to execute a Professional Services Agreement, in a form approved by the City Attorney, with Kimley-Horn, in an amount not to exceed $49,978, for the preparation of a Local Road Safety Plan (LRSP); and (2) Taking such additional, related, action that may be desirable. 3-H
. TRAFFIC SIGNAL IMPROVEMENTS – RECEIVE AND APPROPRIATE ADDITIONAL HIGHWAY SAFETY IMPROVEMENT PROGRAM (HSIP) CYCLE 7 GRANT FUNDS AND

ISSUE TASK ORDER TO TRANSTECH ENGINEERS
It is recommended that the City Council consider:
(1) Authorizing the City Manager to receive and appropriate an additional $100,000 in Highway Safety Improvement Program (HSIP) Cycle 7 Grant Funds; (2) Authorizing a Task Order to Transtech Engineers, in an amount not to exceed $100,000, for Construction Engineering Services for the HSIP Cycle 7 Traffic Signal Improvement project; and
(3) Taking such additional, related, action that may be desirable.

CEQA (California Environmental Quality Act):

The proposed project is categorically exempt from the requirements of the California Environmental Quality Act (CEQA) pursuant to 14 California Code of Regulations §15301 as a Class 1 categorical exemption (Existing Facilities). The project results in minor alterations to existing public facilities involving no significant expansion of the existing use. The Project is not anticipated to have any significant impacts with regards to traffic, noise, air quality or water quality.
3-I
. AWARD OF CONTRACT TO STETSON ENGINEERS, INC. FOR ANALYSIS AND

REPORTING SERVICES RELATED TO POTABLE WATER TREATMENT
It is recommended that the City Council consider:
(1) Authorizing the City Manager to execute a three- year Agreement, in a form approved by the City Attorney, with Stetson Engineers, Inc. for professional services in an amount not to exceed $80,000 annually;
(2) Taking such additional, related, action that may be desirable. 3-J
. APPROVAL OF THE SIXTH AMENDMENT TO SA ASSOCIATES’ PROFESSIONAL

SERVICES AGREEMENT FOR THE CENTRALIZED GROUNDWATER TREATMENT SYSTEM
It is recommended that the City Council consider:
(1) Authorizing the City Manager to execute the Sixth Amendment, in a form approved by the City Attorney, to the Professional Services Agreement with SA Associates for construction management of the Centralized Groundwater Treatment System, for an amount not to exceed $60,000;
(2) Taking such additional, related, action that may be desirable.

Monterey Park City Council Agenda, July 6, 2022 - Page 4 [4.] PUBLIC HEARING
4-A. PUBLIC HEARING AND APPROVAL OF THE 2022 -2023 ANNUAL ACTION PLAN AS

REQUIRED BY THE COMMUNITY DEVELOPMENT BLOCK GRANT, AND HOME

INVESTMENT PARTNERSHIPS PROGRAMS
It is recommended that the City Council consider:
(1) Opening the public hearing to receive testimonial and documentary evidence; (2) Approve the One- year Action Plan (Action Plan) for Fiscal Year 2022- 2023 for the Community Development Block Grant ("CDBG"), and HOME Investment Partnerships ("HOME") Programs;
(3) Direct staff to prepare and transmit the final documents to the U.S. Department of Housing and Urban Development ("HUD");
(4) Authorize the City Manager, or his designee, to take all actions necessary or desirable to implement the Annual Action Plan, and Subrecipient Agreements; and (5) Taking such additional, related, action that may be desirable. [5.] NEW BUSINESS
5-A. INITIATIVE PETITION FOR HEALTHCARE WORKER MINIMUM WAGE ORDINANCE It is recommended that the City Council consider:
(1) Adopting Resolution No. _____ which certifies the Petition as qualifying for the ballot based upon the City Clerk’s certification;
(2) Decide whether to adopt the Petition (verbatim), order an election or request a report in accordance with Elections Code § 9214;
(3) If the City Council seeks to adopt the Petition, adopt Ordinance No. ____, adding a new Chapter 6.40 to the Monterey Park Municipal Code (“MPMC”) commencing at Section

6.40.020 and entitled “Healthcare Worker Compensation”; (4)
If the City Council seeks to order an election, adopt Resolution No. ____ adding an initiative to the ballot for the previously called November 8, 2022 Regular Municipal Election;
(5) Adopt Resolution No. _____ establishing regulations for ballot arguments; (
6) If desirable, designate a councilmember to draft a ballot argument on the City’s behalf; (7) If desirable, adopt Resolution No. ____ directing the City Attorney to prepare an impartial analysis;
and
(
8) Taking such additional, related, action that may be desirable. [6.] CITY COMMUNICATIONS (CITY COUNCIL)
[7.] FUTURE AGENDA ITEMS
[8.] CLOSED SESSION (IF REQUIRED; CITY ATTORNEY TO ANNOUNCE) A
DJOURN

Monterey Park City Council Agenda, July 6, 2022 - Page 5 City Council Staff Report
DATE: July 6, 2022
AGENDA ITEM NO:

TO: The Honorable Mayor and City Council
FROM: Anthony Antich, Interim Director of Public Works
SUBJECT: 2022 City Hall Carpet Replacement – Reject All Submitted Bids and Adopt a Resolution authorizing the City Manager to execute a Public Works contract with JJJ Floor Covering, Inc. without the need for additional bidding to complete the City Hall Carpet Replacement project RECOMMENDATION:

It is recommended that the City Council consider:

1. Rejecting all submitted bids submitted pursuant to the solicitation authorized via Resolution No. 2022-R13;

2. Adopting a Resolution authorizing the City Manager to execute a Public Works contract with JJJ Floor Covering, Inc., in the amount of $189,910.09, without the need for additional bidding to complete the City Hall Carpet Replacement project;

3. Authorizing the Director of Public Works to approve change orders and contingency up to $9,496, or 5% of the contract amount;

4. Appropriating an additional $9,407 from the General Fund for this project; and

5. Taking such additional, related action that may be desirable.

CEQA (California Environmental Quality Act):

Since the proposed work is a minor alteration to an existing public facility, this project is Class 1 Categorically Exempt pursuant to the California Environmental Quality Act (CEQA).

EXECUTIVE SUMMARY
On March 16th, 2022, the City Council adopted Resolution No. 2022-R13 approving the design and plans for the City Hall Carpet Replacement Project and authorizing the solicitation of bids for the City Hall Carpet Replacement project. The public bid opening for this project was held on April 12, 2022. Only one bid was received from Empire Today LLC. Staff recommends rejection of all bids due to it being unresponsive. In order to minimize additional cost, staff is also recommending that the City Council adopt a resolution authorizing the City Manager to execute a Public Works contract with JJJ Floor Covering, Inc. without the need for additional bidding to complete the City Hall Carpet Replacement project in the amount of $189,910.09, plus 5% contingency.

Old Business - 2A

Staff Report

July 6, 2022

BACKGROUND
The carpeting in City Hall facilities has been in place and routinely maintained for over 30 years. Typically, the average life span of commercial-grade carpet is 10 to 15 years. After decades of prolonged wear and tear, the carpet reached the end of its useful service life and requires replacement. This project, the 2022 City Hall Carpet Replacement consists of removing approximately 21,000 square feet of existing carpet and installing new carpet over clean sound floors in City of Monterey Park City Hall.

The public works bid was opened on April 12
th, 2022, and included the following bid:

RANK BIDDER BASE BID
AMOUNT
1 Empire Today LLC $216,289.41
The bid
submitted by Empire Today LLC was the only bid for the 2022 City Hall Carpet Replacement project. One addendum was issued for the 2022 City Hall Carpet Replacement project which was not acknowledged by the contractor in its submitted bid.

Additionally, the contractor was required to submit references minimum from three public agencies or minimum from two public agencies plus two private entities. Staff performed a bid analysis determined that two of the bid ders’ public references were for the same project; therefore, it should have been listed as one. Empire Today, LLC’s bid is nonresponsive as it did not meet bid requirements.

Since April 2021, the City has been unsuccessful to secure a contractor to complete the City Hall Carpet Replacement Project via competitive bidding under the Public Contract Code. To accelerate the process for delivering this project, the Interim Public Works Director identified JJJ Floor Covering, Inc. as being qualified for completing the Project .

The quote submitted by JJJ Floor Covering, Inc. is for a total of $189,910.09 and follows all plans and specifications as per the 2022 City Hall Carpet Installation bid package. JJJ Floor Covering, Inc. is registered with the Department of Industrial Relations , has the required insurance and bonding, is properly licensed, and is prepared to execute the City’s standard agreement for public works projects.

Based upon the City’s lack of success in securing a qualified contractor via bidding, it is improbable that any other private contractor can construct the project for a lesser amount and seeking additional bids for the project would cost the City both time and money, resulting in an unnecessary delay to the project. Therefore, staff recommends that the City Council adopt a resolution authorizing the City Manager to execute a Public Works contract with JJJ Floor Covering, Inc. without the need for additional bidding to complete the City Hall Carpet Replacement project in the amount of $189,910.09, plus 5% contingency.

Staff Report

July 6, 2022

FISCAL IMPACT
This project has been budgeted in the
FY22-23 Capital Improvement Plan (CIP) as
Project No.95015 and will be funded with General Funds. An additional appropriation of $9,407 from the General Fund is needed to award this contract.

Respectfully submitted and prepared by: Reviewed by:

Anthony Antich
Interim Director of Public Works
Martha Garcia
Director of Management Services
Approved by: Reviewed by:

Ron Bow
City Manager
Karl H. Berger
City Attorney

ATTACHMENT

1. Empire Today LLC Proposal

2. JJJ Flooring Covering, Inc. Proposal

3. Resolution

Staff Report
July 6, 2022
ATTACHMENT 1
Empire Today LLC Proposal

City of Monterey Park_____________________________________________________________________________________________Specification No. 2022-002 APPENDIX 4 - PRODUCT SPECIFICATION BATISTE II (BTT)_____________________________________________________________________________________________Page A4.2

City of Monterey Park_____________________________________________________________________________________________Specification No. 2022-002 APPENDIX 4 - PRODUCT SPECIFICATION BATISTE II (BTT)_____________________________________________________________________________________________Page A4.3

City of Monterey Park__________________________________________________________________________________________________________________________________Specification No. 2022-002 APPENDIX 5. CITY HALL CARPET EXHIBITS__________________________________________________________________________________________________________________________________Page A5.2

City of Monterey Park________________________________________________________________________________________________________________________________________________________________________________________________________________________Specification No. 2022-002 APPENDIX 5. CITY HALL CARPET EXHIBITS________________________________________________________________________________________________________________________________________________________________________________________________________________________Page A5.3

City of Monterey Park________________________________________________________________________________________________________________________________________________________________________________________________________________________Specification No. 2022-002 APPENDIX 5. CITY HALL CARPET EXHIBITS________________________________________________________________________________________________________________________________________________________________________________________________________________________Page A5.3

Willis Towers Watson Northeast, Inc.
c/o 26 Century Blvd
P.O. Box 305191
Nashville, TN 372305191 USA
Empire Today, LLC
333 Northwest Ave
Northlake, IL 60164
Evidence of Insurance.

SEE ATTACHED
Empire Today LLC
333 Northwest Avenue
Northlake, IL 60164
11/30/2021
1-877-945-7378 1-888-467-2378
[email protected]
Starr Specialty Insurance Company 16109
Travelers Casualty Insurance Company of Am
Ohio Casualty Insurance Company
19046
24074
W22970000
A
1,000,000
300,000
5,000
1,000,000
2,000,000
2,000,000
1000100058211 04/15/2021 04/15/2022
A
1,000,000
04/15/202204/15/20211000198136211
A 5,000,000
1000589624E211 04/15/2021 04/15/2022 5,000,000
100 0002741
A 1,000,000
04/15/2021 04/15/2022 1,000,000
1,000,000
B Excess Liability $10,000,000 xsZUP-21P40481-21-NF 04/15/2021 04/15/2022 232455321883741SR ID: BATCH:
$5,000,000
Willis Towers Watson Certificate Center

Staff Report
July 6, 2022
ATTACHMENT 2
JJJ Floor Covering Quote

4831-A PASSONS BLVD. PICO RIVERA, CA. 90660
Tel. (562) 692-9008 Fax (562) 692-5979 website: jjjfloorcovering.com

Pico Rivera * San Diego * Sacramento
License #327775
DIR# 1000003812 SB 785 Compliant

PROJECT: Monterey Park Civic Center

DATE: May 21, 2022

PROPOSAL: Demo and disposal of existing carpet and base. Minor prep of floors to receive new carpet tiles. Furnish and Install carpet tile (using manufacturers recommended adhesive to maintain warranties) using lift system and 4” Johnsonite base. Minor prep and tax included; major prep and skim coating excluded. Price based on normal working hours.

50% DEPOSIT REQUIRED FOR MATERIALS.

PRICE: $189,910.09

INSTALLER Supplied Products
Style Color Size Back Qty Price UOM Amount

Style/Color Size Back Qty Price UOM Amount
TDTR DISTRICT TBD 24X24 NX 2648.00 15.80 SY
E1334 EFC NEXUS A1334 MODADHSV GAL4 AH 23.00 104.55 EA41838.402404.65 Total Material

INSTALLER PROVIDED GOODS AND SERVICES
Qty Uom Price Amount

Install Carpet Tile & Kinetex - Direct Glue Down 2638.00 SY 10.80 28490.40 Install Only - 2 1/2" or 4" Base 1200.00 LF 2.40 2880.00 Demo/Remove Existing Broadloom Carpet 2638.00 SY 6.78 17885.64 Supply 4" Cove Base (100 LF min) 1200.00 LF 1.38 1656.00 Furniture Lift Using Lift System 660.00 HR 48.00 31680.00 Minor Floor Prep (Materials & Labor) 25875.00 SF 1.56 40365.00 Small Job Trip Fee 1.00 EA 1800.00 1800.00
Overtime Rates - After 5 PM Mon. -Fri. & Saturday 45% 100.00 HR 129.60 12960.00 Increase
Other Services 1.00 EA 2100.00 2100.00
TOTAL INSTALLER PROVIDED PRODUCTS & SERVICES 139817.04
UFS 5850.00
TOTAL MISC CHARGES 5850.00
TOTAL AGREEMENT AMOUNT 189910.09

J J J FLOOR COVERING, INC.

UNION
__________________________________________ BONDABLE Jon Graham (ext. 125)[email protected] MBA/SBA/WBE

ACCEPTANCE OF PROPOSAL: The above prices, specifications, and conditions are satisfactory and are hereby ACCEPTED. You are authorized to do the work as specified.

Customer:_________________________________________Signed:______________________________________________Date:_________

Staff Report
July 6, 2022
ATTACHMENT 3
Resolution

RESOLUTION NO. XXX

A RESOLUTION AUTHORIZING THE CITY MANAGER TO EXECUTE A

STANDARD PUBLIC WORKS AGREEMENT WITH JJJ FLOOR
COVERING, INC. WITHOUT THE NEED FOR ADDITIONAL BIDDING TO

COMPLETE THE CITY HALL CARPET REPLACEMENT PROJECT

The City Council does resolve as follows:

SECTION 1: The City Council finds and declares as follows:

A. Since approximately April 2021, the City sought various means for completing the City Hall Carpet Replacement Project (the “Project”);

B. On March 16, 2022, the City Council adopted Resolution No. 2022- R13 which approved plans and specifications for the City Hall Carpet Replacement Project and authorized the solicitation of bids in accordance with the Public Contracts Code;

C. On April 12, 2022, the City received one bid from Empire Today, LLC for the Project. After performing due diligence, the Interim Public Works Director determined that the bid was nonresponsive for the reasons set forth in the staff report accompanying this Resolution, dated July 6, 2022;

D. On April 20, 2022, the City Council terminated the COVID-19 Local Emergency which caused the City to return to “normal” operating procedures including, without limitation, purchasing and public works procurement regulations;

E. The City has sought multiple times to secure a contractor via competitive bidding under the Public Contract Code. To accelerate the process for delivering the Project, the Interim Public Works Director identified JJJ Floor Covering, Inc. (the “Contractor”), as being qualified for completing the Project;

F. Ordinarily, the City would need to comply with the competitive bidding requirements set forth in the California Public Contracts Code for this type of project;

G. The purpose of such bidding requirements is to guard against favoritism, improvidence, extravagance, fraud and corruption, to prevent waste of public funds, and to obtain the best economic result for the public;

H. The facts and circumstances of this Project, however, demonstrate that competitive bids would be unavailing or would not produce an advantage, and the advertisement for competitive bid would thus be

undesirable and impractical for the following reasons:

1. While the only bid received by the City on April 12th was unresponsive, it showed that – had the bid been responsive – the bidder would have charged $216,289 for the Project;

2. The Contractor’s bid is $189,910, which is $26,379 less than the April 12th unresponsive bid. Consequently, the intent behind competitive bidding in California is met, i.e., the City is receiving a better price for the Project;

3. The Contractor is registered with the Department of Industrial Relations (“DIR”); has the required insurance and bonding; is properly licensed; and is prepared to execute the City’s standard agreement for public works projects;

4. Based upon the City’s lack of success in securing a qualified contractor via bidding, it is improbable that any other private contractor can construct the Project for a lesser amount; and

5. Seeking additional bids for the Project would cost the City both time and money, resulting in an unnecessary delay to the Project.

I. In waiving the competitive bid requirements otherwise required by the Public Contract Code, the City Council takes note of the analysis and decisions set forth in Graydon v. Pasadena Redevelopment Agency (1980) Cal.App.3d 631; Hodgeman v. City of San Diego (1942) 53 Cal.

App.2nd 610; Orange County Water Dist. v. Bennett (1958) 156 Cal.

App.2nd 745; and Los Angeles G&E Corp. v. City of Los Angeles (1922) 188 Cal. 307.

SECTION 2: Environmental Assessment. The Project is categorically exempt from the requirements of the California Environmental Quality Act (CEQA) pursuant to 14 California Code of Regulations § 15301 as a Class 1 categorical exemption (Existing Facilities). The project results in minor alterations to existing public facilities involving no significant expansion of the existing use. The project is not anticipated to have any significant impacts with regard to traffic, noise, air quality, or water quality. There are adequate utilities and public services to serve the project.

SECTION 3: Actions; Authorizations. The City Council takes the following actions:

A. All bids submitted pursuant to the solicitation authorized via Resolution No. 2022-R13 are rejected as being unresponsive;

B. The City Manager is authorized to execute a standard public works agreement with the Contractor for completion of the Project in a form approved by the City Attorney without the need for additional bidding;

and

C. The City Manager, or designee, is authorized to execute change orders – in accordance with the terms of the public works agreement – as necessary to complete the Project.

SECTION 4: Electronic Signatures. This Resolution may be executed with electronic signatures in accordance with Government Code §16.5. Such electronic signatures will be treated in all respects as having the same effect as an original signature.

SECTION 5: If any part of this Resolution or its application is deemed invalid by a court of competent jurisdiction, the City Council intends that such invalidity will not affect the effectiveness of the remaining provisions or applications and, to this end, the provisions of this Resolution are severable.

SECTION 6: This Resolution will become effective immediately upon adoption.

PASSED, APPROVED, AND ADOPTED this 6th day of July, 2022.

____________________________________
Henry Lo, Mayor

ATTEST:

______________________________
Vincent D. Chang, City Clerk

APPROVED AS TO FORM:

______________________________
Karl H. Berger, City Attorney

City Council Staff Report
DATE: July 6, 2022

AGENDA ITE
M NO:

TO: The Honorable Mayor and City Council
FROM: Vincent D. Chang, City Clerk
SUBJECT: Minutes
RECOMMENDATION:

It is reco mmended that the City Council consider:

1. Approving the minutes from the regular and special meetings of May 18, 2022, and the special meeting of May 25, 2022; and

2. Taking such additional, related, action that may be desirable.

EXECUTIVE SUMMARY:

None.

BACKGROUND:

None.

FISCAL IMPACT:

None.

Respectfully submitted,
Prepared by:

Vincent D. Chang
City Clerk
Viridiana Martinez
Senior Clerk Typist
Approved By:

Ron Bow
City Manager
ATTACHMENT(S):

1. Draft Minutes
Consent Calendar - 3A

ATTACHM
ENT 1
Draft Minutes

Staff Report
July 6, 2022

MINUTES

MONTEREY PARK CITY COUNCIL

FINANCING AUTHORITY (MPFA)

HOUSING AUTHORITY (MPHA)

GEOLOGIC HAZARD ABATEMENT DISTRICT (GHAD)

SUCCESSOR AGENCY (SA)

SPECIAL MEETING
MAY 18, 2022

The City Council, the Financing Authority (MPFA), the Housing Authority (MPHA), the Geologic Hazard Abatement District (GHAD), and the Successor Agency (SA) of the City of Monterey Park held a Special Meeting of the Council in Room 266, Second Floor of City Hall located at 320 West Newmark Avenue in the City of Monterey Park on Wednesday, May 18, 2022 at 5:30 p.m.

CALL TO ORDER:

Mayor Lo called the meeting to order at 5:30 p.m.

ROLL CALL:

Deputy City Clerk Cindy Trang called the roll:

Council Members Present: Peter Chan, Hans Liang, Henry Lo, Yvonne Yiu Council Members Absent: None

ALSO PRESENT: City Manager Ron Bow, City Attorney Karl Berger , Assistant City Manager Inez Alvarez , Director of Human Resources and Risk Management Christine Tomikawa, Director of Management Services Martha Garcia

ORAL AND WRITTEN COMMUNICATIONS – None.

1. CLOSED SESSION
The City Council adjourned to Closed Session at 5:30 p.m.

1A. CONFERENCE WITH LABOR NEGOTIATORS, PURSUANT TO CALIFORNIA GOVERNMENT CODE § 54957.6
City Negotiators: Steve Berliner , Esq. from Liebert Cassidy & Whitmore (the City’s special counsel for labor matters) and Christine Tomikawa, Director of Human Resources and Risk Management
Employee
Organizations:

Confidential Employees' Association, Firefighters' Association, Mid - Management Association, Police Captains' Association, Police Officers' Association, Police Officers' Mid -Management Association, Professional Chief Officers' Association, an d Service Employees International Union, Local 721

RECONVENE & ADJOURNMENT
The City Council reconvened from Closed Session with all Council Members present. The meeting was adjourned at 6:20 p.m.

Action Taken: No reportable action taken.

__________________
Vincent D. Chang
City Clerk

MINUTES

MONTEREY PARK CITY COUNCIL

FINANCING AUTHORITY (MPFA)

HOUSING AUTHORITY (MPHA)

GEOLOGIC HAZARD ABATEMENT DISTRICT (GHAD)

SUCCESSOR AGENCY (SA)

REGULAR MEETING
MAY 18, 2022

The City Council, the Financing Authority (MPFA), the Housing Authority (MPHA), the Geologic Hazard Abatement District (GHAD), and the Successor Agency (SA) of the City of Monterey Park held a Regular Meeting of the Council in the Council Chamber, located at 320 West Newmark Avenue in the City of Monterey Park, Wednesday, May 18, 2022 at 6:30 p.m.

CALL TO ORDER:

Mayor Lo called the meeting to order at 6:30 p.m.

FLAG SALUTE:

The Monterey Park Police Explorers led the Flag Salute

ROLL CALL:

City Clerk Vincent Chang called the roll:

Council Members Present: Peter Chan, Hans Liang, Henry Lo, Yvonne Yiu Council Members Absent: None.

ALSO PRESENT: City Manager Ron Bow, City Attorney Karl Berger, Assistant City Manager Inez Alvarez, Police Chief Kelly Gordon, Director of Recreation and Community Services Robert Aguirre, Director of Human Resources and Risk Management Christine Tomikawa, Interim Director of Public Works Anthony Antich, Principal Man agement Analyst Xochitl Tipan, Principal Human Resources Analyst Alicia Ramirez, Police Lieutenant Paul Yniguez, Police Sergeant Brenda Iglesias, Police Corporal Alice Porter, Police Officer Izzy Flores, Police Office Delon Lam, Police Officer Tony Huynh, Recreation and Community Services Supervisor Guillermo Chavez, Assistant Deputy City Clerk Helena Cho, Community Communications Coordinator Randy Ishino

VIRTUALLY PRESENT : Fire Chief Matt Hallock, Director of Management Services Martha Garcia, City Librarian Diana Garcia, Economic Development Manager Joseph Torres, Police Lieutenant Bob Hung

AGENDA ADDITIONS, DELETIONS, CHANGES AND ADOPTIONS

City Manager Bow requested moving Public Hearing Item No. 4A after Presentation Item No. 1A.

P

UBLIC COMMUNICATIONS

- Delario Robinson inquired about City Finances and grants.

- Kailia Garfield shared additional information regarding water conservation and water saving rebates available to Monterey Park residents through the San Gabriel Municipal Water District.

- Vinh T. Ngo inquired about adding a stop sign to the T -intersection located on Pomelo and Graves.

- Paul Isozaki gave suggestions to City Council on being more neighborly and praised Former Council Member Fred Sornoso for everything he did for the City.

He also inquired about creating community walks or community clean up events in honor of Former Council Member Fred Sornoso.

- Jennifer Tang thanked City staff and Council for considering the return of the Spirit Bus. She expressed her support for Council taking action on making City streets safer for residents. Tang suggested City Council consider studying alternate Spirit Bus route that would increase rider share.

- Nancy Acrui thanked City Council for allowing the voters of District 3 to elect their City Council Member in the upcoming November election.

- Maychelle Yee inquired about the City’s future water conservation plans.

- Angie Chu inquired about installing an Olympic size swimming pool in Monterey Park.

STAFF COMMUNICATIONS

Human Resources and Risk Management Director Tomikawa introduced Principal Human Resources Analyst Alicia Ramirez.

Recreation and Community Services Director Aguirre shared his appreciation to everyone that attended the Cinco De Mayo event and the Happy Birthday Monterey Park Play Days event. He invited the community to attend the Memorial Day Celebration on May 30
th, the 2nd Annual San Gabriel Valley Pride & Parade Festival on June 4th, and the Jr. MLB Homerun Derby on June 11th.

1 . PRESENTATION
Matters listed under presentation are for informational content and discussion only.

1A. NEIGHBORHOOD ENGAGEMENT TEAM

Police Chief Gordon gave a PowerPoint presentation on the Police Department’s Neighborhood Engagement Team and introduced the assigned personnel to the team.

2. OLD BUSINESS
- None.

3. CONSENT CALENDAR ITEMS NOS. 3A-3K
Matters listed under consent calendar are considered to be routine, ongoing business and are enacted by one motion unless specified.

Consent calendar was heard after Item No. 4A.

Action Taken: The City Council approved and adopted Item Nos. 3B, 3C, 3D, 3E, 3F, 3H, 3I, and 3K on Consent Calendar, excluding Item Nos. 3A, 3G, and 3J which were pulled for discussion and separate motion, reading resolutions and ordinances by the title only and waiving further reading thereof.

3A. MONTHLY INVESTMENT REPORT – APRIL 2022

As of April 30, 2022 invested funds for the City of Monterey Park is $84,788,372.50.

Public Speaker

- City Treasurer Leon gave an update on the City’s monthly investments and inquired about moving idle funds to the County pool.

Action Taken: By consensus, the City Council received and filed the April monthly investment report.

3B. MINUTES

Approving the minutes from the regular meetings of April 6, 2022 and April 20, 2022 and the special meeting of April 20, 2022.

Action Taken: The City Council approved the minutes from the regular meetings of April 6, 2022 and April 20, 2022 and the special meeting of April 20, 2022 on Consent Calendar.

3 C. WAIVE FURTHER READING AND ADOPT AN ORDINANCE AMENDING MONTEREY PARK MUNICIPAL CODE § 2.82.60 REGULATING THE

APPOINTMENT PROCEDURES FOR BOARDS, COMMISSIONS AND

COMMITTEES

The Ordinance was introduced and received first reading at the May 4, 2022 City Council meeting. The original staff report, from May 4, 2022, is attached to the staff report for reference. Second reading and adoption of this Ordinance is recommended. If adopted, the Ordinance will take effect in 30 days.

Action Taken: The City Council waived the second reading and adopted Ordinance No. 2221 on Consent Calendar.

Ordinance No. 2221 : AN ORDINANCE AMENDING SECTIONS OF THE MONTEREY PARK MUNICIPAL CODE CHAPTER 2.82.60 REGULATING THE

APPOINTMENT PROCEDURES FOR BOARDS, COMMISSIONS AND

COMMITTEES

3D. WAIVE FURTHER READING AND ADOPT AN UNCODIFIED ORDINANCE

APPROVING A MONTEREY PARK POLICE DEPARTMENT MILITARY

EQUIPMENT USE POLICY IN ACCORDANCE WITH CALIFORNIA ASSEMBLY BILL 481

The first reading and introduction of the Ordinance took place at the May 4, 2022, City Council meeting. The original staff report (from May 4, 2022) is attached to the staff report for reference. Second reading and adoption of this Ordinance is recommended; it will take effect in 30 days.

Action Taken: The City Council waived second reading and adopting the Ordinance No. 2222 on Consent Calendar.

Ordinance No. 2222: AN ORDINANCE ADOPTING A MILITARY EQUIPMENT

USE POLICY

3E.

AUTHORIZE THE EXECUTION OF AN AGREEMENT WITH ENDEAVOR

ADVANCED SOLUTIONS FOR THE FACILITIES SECURITY AND

SURVEILLANCE PROJECT, PHASE II

The City of Monterey Park’s current security surveillance system is an antiquated patchwork of cameras from various vendors and not currently meeting the security needs of the City. Many of the city owned properties and fac ilities do not have security camera coverage.

Action Taken: The City Council authorized the City Manager to execute an agreement with Endeavor Advanced Solutions of Long Beach, in a form approved by the City Attorney, to install two hundred and forty -eight (248) Verkada cameras,

as
sociated networks, and electrical services at the various designated sites for $770,000.00; and authorized staff to utilize the remaining $56,350.14 of the appropriated budget, as a contingency for expenses related to the Facilities Security and Surveillance Project on Consent Calendar.

3F. ADOPT A RESOLUTION CONFIRMING AND EXTENDING A LOCAL EMERGENCY FOR THE GOODVIEWS ABATEMENT PROJECT (“GAP”)

On May 4, 2022, the City Council adopted various resolutions to, among other things, recover a portion of the City’s costs associated with implementing the Goodviews Abatement Project (“GAP”). Representatives of the property owner, Center Int’l Investments, Inc. (“CII”), provided public comment during that meeting.

Those comments were, at best, misleading and, at worst, outright fabrications.

While the City Council is well- aware of the actual history regarding the GAP, we thought it prudent for the matter to be fully within the public record, i.e., the City Council’s meeting agenda, and to be posted on the City’s dedicated GAP website.

Additionally, such comprehensive information also gives the City Council an opportunity to extend the local emergency related to the GAP – which it first made by resolution last June and then extended in April – pursuant to California law. This reporting requirement was suspended during the statewide declaration of emergency implemented by the Governor in 2020. Now, however, the reporting and extension requirements resumed following the City Council’s termination of a local emergency related to the COVID-19 Pandemic in April.

Action Taken: The City Council adopted Resolution No. 2022-R34 confirming and extending a local emergency for the GAP on Consent Calendar.

Resolution No. 2022-R34: A RESOLUTION CONFIRMING AND EXTENDING A LOCAL EMERGENCY FOR THE GOODVIEWS ABATEMENT PROJECT (“GAP”)

BASED UPON THE REPOR T SUBMITTED PURSUANT TO GOVERNMENT CODE § 8630

3G. ADOPT A RESOLUTION APPROVING THE DESIGN AND PLANS AND

AUTHORIZING THE MONTEBELLO UNIFIED SCHOOL DISTRICT TO

CONSTRUCT IMPROVEMENTS AT THE GEORGE ELDER COMMUNITY
CENTER

The City of Monterey Park and Montebello Unified School District have a joint -use agreement for the use of the George Elder Community Center. Each party has the right to make improvements to the center at their own expense with the approval of the other entity. The Montebello Unified School District prepared pro forma bid specifications for certain improvements at the George Elder Community Center including updates to the fire alarm system and a renovation of the restrooms. Those specifications require approval by the California Division of State Architect but are sufficient to determine that the proposed improvements for the George Elder

C
ommunity Center may be reviewed by City staff. City staff including the Building Official, City Engineer and Fire Marshal, have reviewed the pre-construction design and plans for the Project and agree with the District that the project may be constructed following the approval by the California Division of State Architect.

Before submitting its design to the State Architect, the Montebello Unified School District needs a Resolution providing authorization to proceed from the City of Monterey Park.

Action Taken: The City Council a dopted Resolution No. 2022-R35 to provide an approval of the design and plans pursuant to government code §830.6, and authorized the Montebello Unified School District to construct improvements at the George Elder Community Center.

Motion: Moved by Council Member Chan and seconded by Council Member Liang, motion carried by the following vote:

Ayes: Council Members: Yiu, Chan, Liang, Lo
Noes: Council Members: None

Absent: Council Members: None
Abstain: Council Members: None

Resolution No. 2022-R35: A RESOLUTION APPROVING THE DESIGN AND PLANS PURSUANT TO GOVERNMENT CODE § 830.6, WAIVING CITY BID

REQUIREMENTS, AND AUTHORIZING THE MONTEBELLO UNIFIED SCHOOL

DISTRICT TO CONSTRUCT IMPROVEMENTS AT THE GEORGE ELDER

COMMUNITY CENTER

3H. TREE MEMORIAL PROGRAM RECOMMENDATION FOR 2022

Nominations for the Tree Memorial Recognition Program were advertise d and accepted during the month of March 2022. The Recreation and Community Services Department received a nomination application for Sharon Woo.

Subsequently, t he Tree Memorial Program Committee consisting of three Community Participation Commissioners and two Recreation and Parks Commissioners met to review the nomination of Sharon Woo and discuss her consideration for a Tree Memorial based on the criteria established in Resolution Nos. 10485 and 11484 (Attachment A in the staff report).

The Committee reviewed the nominee’s application. After reviewing the information provided on the nomination application for Sharon Woo (Attachment B in the staff report), the committee voted unanimously to recommend City Council approves to honor Sharon Woo with a Tree Memorial for her service and positive impact on the Monterey Park Community.

A
ction Taken: The City Council approved to honor Sharon Woo with a memorial tree on Consent Calendar.

3I. PROFESSIONAL SERVICES AGREEMENT WITH JOHN L. HUNTER &

ASSOCIATES FOR STORM WATER PROGRAM MANAGEMENT AND USED OIL

RECYCLING GRANT

John L. Hunter and Associates (JLHA) has administered the City’s Stormwater program since 1995. The proposed agreement would allow the company to continue to provide professional services for the implementation of the City’s Storm Water Program and Used Oil Recycling Grant.

Action Taken: The City Council authorized the City Manager to execute an agreement with John L. Hunter & Associates, in a form approved by the City Attorney, for professional services for the implementation of the City’s Storm Water Program and Used Oil Recycling Grant on Consent Calendar.

3J. THIRD AMENDMENT TO AGREEMENT NO. 1636-A WITH FIRST TRANSIT, INC

FOR FIXED-ROUTE TRANSIT SERVICE

The City’s fixed-route transportation service, Spirit Bus, was suspended in 2020 as a result of the Covid-19 pandemic. Prior to its suspension, the Spirit Bus contractor, First Transit, had been operating the system on a month-to-month agreement, after its contract with the City expired on June 30, 2019. The City recommends amending the First Transit agreement to resume Spirit Bus Services for one year with the option to extend for an additional one-year term. This will allow the City to continue evaluating its fixed- route system while continuing to provide this service to the Monterey Park community.

Public Speaker

- Dora Leung, Board President of the Greater Monterey Park Chamber of Commerce expressed support in renewing the City’s Spirit Bus contract and encouraged City staff to add new bus routes that would increase rider share.

- City Clerk Chang received, filed, and read into the record forty -four written communications in support of reinstating the Spirit Bus and suggesting a study of alternate routes to increase rider share. City Clerk Chang also announced that the Clerk’s office received an additional six untimely written communications, which were received and filed as part of the records.

Action Taken: The City Council authorized the City Manager to execute the Third Amendment to Agreement No. 1636-A with First Transit, Inc, in a form approved by the City Attorney, for fixed route transit service in an amount not to exceed $1,075,000.

Mo
tion: Moved by Council Member Chan and seconded by Council Member Yiu , motion carried by the following vote:

Ayes: Council Members: Yiu, Chan, Liang, Lo
Noes: Council Members: None

Absent: Council Members: None
Abstain: Council Members: None

3K. ACTIVE TRANSPORTATION PROGRAM (ATP) CYCLE 4 GRANT

The City was awarded $1,367,000 from the California Department of Transportation Active Transportation Program (ATP) Cycle 4 for the Monterey Park School and Crosswalk Safety Enhance Project. Staff requests the C ity accept the grant funds and authorize the City’s Management Services Department allocate $155,000 in grant funds to the City’s FY21-22 budget for the planning and design phase.

Action Taken: The City Council accepted grant funding in the amount of $1,367,000 from the California Department of Transportation Active Transportation Program (ATP) Cycle 4 for the Monterey Park School and Crosswalk Safety Enhancement Project; and authorized the City’s Management Services Department to allocate $155,000 in grant funding to the FY21-22 budget on Consent Calendar.

4. PUBLIC HEARING

4A. PUBLIC HEARING AND APPROVAL OF THE SUBSTANTIAL AMENDMENT TO THE 2021-2022 HUD ANNUAL ACTION PLAN TO RECEIVE AND ADMINISTER

THE HOME INVESTMENT PARTNERSHIPS PROGRAM (HOME)- AMERICAN

RESCUE PLAN PROGRAM

The U.S. Department of Housing and Urban Development provides funding to states, counties and cities in the form of Community Development Block Grant (CDBG) and HOME Investment Partnerships (HOME) funds.

In 2021, the American Rescue Plan Act was enacted by Congress. The American Rescue Plan (ARP) provides funds to assist individuals or households who are homeless, at risk of homelessness, and other vulnerable populations, by providing housing, rental assistance, supportive services, and non -congregate shelter, to reduce homelessness and increase housing stability across the country. These grant funds will be administered through HUD’s HOME Investment Partnerships Program (HOME-ARP). Since the City of Monterey Park is an Entitlement City, the City is eligible to receive HOME-ARP funds.

Before Monterey Park can receive these funds, the City must develop a HOME-ARP Allocation Plan that meets the requirements in the HOME-ARP Notice.

To receive its HOME-ARP allocation, the City of Monterey Park must:
• Engage in consultation with at least the required organizations

•
Provide for public participation including a 15-day public comment period and one public hearing, at a minimum; and,
• Develop a plan that meets the requirements in the HOME-ARP Notice.

This item was heard after Item No. 1A.

Action Taken: The City Council opened the public hearing at 7:43 p.m. with there being no testimonial and documentary evidence; 2) closed the public hearing at 7:44 p.m. and approved the Substantial Amendment to the 2021-2022 One-year Action Plan (Action Plan) to include the HOME -ARP Program(“HOME-ARP”); 3) directed staff to prepare and transmit the final documents to the U.S. Department of Housing and Urban Development ("HUD"); and 4) authorized the City Manager, or his designee, to take all actions necessary or desirable to implement the HOME -ARP Programs, and Subrecipient Agreements.

Motion: Moved by Council Member Chan and seconded by Council Member Yiu , motion carried by the following vote:

Ayes: Council Members: Yiu, Chan, Liang, Lo
Noes: Council Members: None

Absent: Council Members: None
Abstain: Council Members: None

5. NEW BUSINESS

5A. RESOLUTION ADOPTING A COMPLETE STREETS POLICY PURSUANT TO THE CALIFORNIA COMPLETE STREETS ACT OF 2008

If approved, the proposed action would establish a citywide Complete Streets Policy providing guiding principles and practices for planning, designing, constructing, operating, and maintaining transportation improvements that encourage walking, bicycling, and transit use while promoting safe operations for all commuters.

Additionally, adopting a Complete Streets Policy will maintain the City’s eligibility for future Federal and State grant funding including Metro capital grant f unding programs such as the Call for Projects and ExpressLanes Net Toll Revenue Re- Investment Grant Program.

Public Speaker

- Vincent Chang, Board President of the Greater Monterey Park Chamber of Commerce expressed support in renewing the City’s Spirit Bus contract and encouraged City staff to add new bus routes that would increase rider share.

Action Taken: The City Council adopted Resolution No. 2022- R36 establishing a Complete Streets Policy.

Mo
tion: Moved by Council Member Chan and seconded by Council Member Liang, motion carried by the following vote:

Ayes: Council Members: Yiu, Chan, Liang, Lo
Noes: Council Members: None

Absent: Council Members: None
Abstain: Council Members: None

Resolution No. 2022-R36: A RESOLUTION ADOPTING A COMPLETE STREETS POLICY IN ACCORDANCE WITH GOVERNMENT CODE §§ 65040.2 AND 65302

6. CITY COMMUNICATIONS (CITY COUNCIL)

Council Member Yiu shared her experience applying for and using TSA precheck.

Council Member Chan shared his experience applying for & using TSA precheck.

He reported that he attended the Happy Birthday Monterey Park Play Days event and Cinco De Mayo event. He also reported that he attended City of El Monte’s API Heritage Month event with Council Member Yiu and Fire Service Day at Fire Station

62. Council Member Chan reported that he attended the Metro Service Council meeting and announced that his last meeting as member of Metro Service Council will be in June.

Council Member Liang reported that he attended the Cinco De Mayo event and reported that he attended the celebration recognizing volunteers. He also reported that he attended Fire Service Day at Fire Station 62.

Mayor Lo thanked the community for attending the Happy Birt hday Monterey Park Play Days event. He also proposed organizing a Friendly Fred Walk or Friendly Fred Bulky Item Pick Up Day in honor of former Council Member Fred and his dedication to keeping the City clean.

7. FUTURE AGENDA ITEMS
None.

8. CLOSED SESSION (IF REQUIRED; CITY ATTORNEY TO ANNOUNCE) None.

ADJOURNMENT
There being no further business for consideration, the meeting was adjourned at 8:42 p.m.

__________________________
Vincent D. Chang
City Clerk

MINUTES

MONTEREY PARK CITY COUNCIL

FINANCING AUTHORITY (MPFA)

HOUSING AUTHORITY (MPHA)

GEOLOGIC HAZARD ABATEMENT DISTRICT (GHAD)

SUCCESSOR AGENCY (SA)

SPECIAL MEETING
MAY 25, 2022
Th
e City Council, the Financing Authority (MPFA), the Housing Authority (MPHA), the Geologic Hazard Abatement District (GHAD), and the Successor Agency (SA) of the City of Monterey Park held a Special Meeting of the Council in the Council Chamber located at 320 West Newmark Avenue in the City of Monterey Park on Wednesday, May 25, 2022, at 6:30 p.m.

CALL
TO ORDER:

Council Member Liang called the meeting to order at 6:30 p.m.

FL
AG SALUTE:

Council Member Liang
RO
LL CALL:

City Clerk Vincent Chang called the roll:

Counc
il Members Present: Peter Chan, Hans Liang, Yvonne Yiu
Henry Lo arrived at 7:15 p.m.

Council Members Absent: None
AL
SO PRESENT: City Manager Ron Bow, City Treasurer Joseph Leon, City Attorney Karl Berger, Assistant City Manager Inez Alvarez, Fire Chief Matt Hallock , Director of Human Resources and Risk Management Christine Tomikawa, Director of Management Services Martha Garcia, Director of Recreation and Community Services Robert Aguirre, City Librarian Diana Garcia, Interim Director of Public Works Anthony Antich, Interim Director of Community and Economic Development Steve Sizemore, Fire Division Chief Ryan Weddle, Recreation and Community Services Supervisor Guillermo Chavez, Recreation and Community Services Supervisor Orlando Muro, Senior Librarian Kristin Olivarez, Senior Librarian Reference Deborah Niblick, Planning Manager Jessica Serrano, IT Manager Stanley Ardon, Public Works Manager Chris Reyes, Economic Development Manager Joseph Torres, Principal Management Analyst Xochitl Tipan, Principal Management Analyst Angela Loera, Principal Human Resources Analyst Alicia Ramirez, Deputy City Clerk Cindy Trang, Administrative Secretary Gwen Kishida, Adult Literacy Coordinator Victor Castellanos, Community Communications Coordinator Randy Ishino
VI
RTUALLY PRESENT : Police Chief Kelly Gordon, Police Captain Scott Wiese, Management Analyst Andrew Lee, Housing Consultant Deborah Sottek

AG
ENDA ADDITIONS, DELETIONS, CHANGES AND ADOPTIONS – None.

PUBLIC COMMUNICATIONS

- Robert Gonzalez, Water Quality Authority Representative, introduced himself to the Council and offered to give a presentation regarding the duties of the Water Quality Authority.

NEW BUSINESS

1. FISCAL YEAR 2022-2023 BUDGET

Consideration and possible action regarding the Fiscal Year 2022- 2023 Budget. Staff will present a brief overview of policy issues, financial prospect and economic development, challenges/solutions, goals and strategies associated with the budget including, without limitation, the following matters

• City 2022-2023 spending plan overview;
• Proposed staffing changes to reflect efficient core staffing mix; • Proposed capital improvement projects;
• Goals and Objectives presented by all departments.

Council may r aise other development, policy, capital project and potential budget adjustment items for consideration as part of the Budget .

RECESSED AND RECONVENED
The City Council recessed at 8:45 p.m. and reconvened with all Council Members present at 8:54 p.m.

Recommendation: The City Council should consider: (1) receiving and filing the Preliminary Budget documentation for Fiscal Year 2022-2023; and (2) alternatively, take such additional, related, action that may be desirable.

Action Taken: The City Council received and filed the Preliminary Budget documentation for the Fiscal Year 2022-2023 Budget report.

ADJOURNMENT
There being no further business for consideration, the meeting was adjourned at 10:17 p.m.

_______
___________________
Vincent D. Chang
City Clerk

City Council Staff Report
DATE: July 6, 2022
AGENDA ITEM NO:

TO: The Honorable Mayor and City Council
FROM: Christine Tomikawa, Director of Human Resources & Risk Management SUBJECT: City of Monterey Park ratifying membership in Public Risk Innovation, Solutions, and Management (“PRISM”) risk management pool.

RECOMMENDATION:

It is recommended that the City Council consider:

1. Adopting a Resolution approving the City of Monterey Park’s membership in Public Risk Innovation, Solutions, and Management (“PRISM”) joint powers risk management pool; and

2. Taking such additional, related, action that may be desirable.

EXECUTIVE SUMMARY:

City Council authorized the City
Manager to move forward with negotiating quotes for the City’s excess insurance coverage and programs. On June 22, 2022, PRISM and City staff finalized coverage options and final quotes. The City of Monterey Park will participate in the PRISM join powers risk management pool effective July 1, 2022.

BACKGROUND:

Staff provided
extensive data and information, worked with PRISM insurance representatives to provide the underwriters with a historical picture of the City’s liability program, workers’ compensation program, property, and auto experience in order to finalize the City’s coverage options with PRISM. The chart shows the estimated cost for similar coverage with ICRMA and PRISM.

PRISM ICRMA
Liability Program $3,400,000 $3,112,124
Property Program $292,005 $310,829
Auto Program $128,385 $44,947
Workers’ Compensation $499,491 $740,672
Cyber $32,208 $13,058
Other $7,323 $9,371
TOTAL: $4,359,412 $4,231,001
Consent Calendar - 3B

Staff Report

July 6, 2022

The Resolution authorizes the City of Monterey Park’s membership in PRISM joint powers risk pool. The above coverage from PRISM membership is effective July 1, 2022.

FISCAL IMPACT:

None. Fiscal Year 2022-2023 Human Resources and Risk Management Department budget accounted for the final quote for coverage in the PRISM joint powers risk management pool.

Respectfully submitted by:

Christine Tomikawa
Director of Human Resources & Risk
Management

Approved by:

Reviewed by:

Ron Bow
City Manager
Karl H. Berger
City Attorney

ATTACHMENT(S):

1. Proposed Resolution for PRISM membership

A
TTACHMENT 1
Proposed Resolution for PRISM Membership

Staff Report
July 6, 2022
[/Users/karlberger/Desktop/20220628MP - PRISM Resolution.docx] June 28, 2022
-1-
RESOLUTION NO. ____

A RESOLUTION JOINING THE PUBLIC RISK INNOVATION,
SOLUTIONS AND MANAGEMENT (“PRISM”), A JOINT POWERS

AUTHORITY OPERATING PURSUANT TO A JOINT POWERS
AGREEMENT AS AMENDED JUNE 30, 2022 AND APPOINTING
REPRESENTATIVES TO PRISM.

The City Council of the city of Monterey Park resolves as follows:

SECTION 1: The City Council finds and declares as follows:

A. Government Code § 6500, et seq., allows two more public entities to exercise joint powers common to the contracting parties via a joint powers agreement; B. The City of Monterey Park applied for and was admitted as a member of the Public Risk Innovation, Solutions and Management (“PRISM”) joint powers authority for the purpose of jointly funding and establishing excess and other insurance programs as determined by PRISM’s members;
C. PRISM determined that each member of the joint powers authority designate representatives to act on the member’s behalf in matters relating to PRISM; and
D. It is in the public interest for the City to joint PRISM.

SECTION 2: Authorization. The City Council approves becoming a member of PRISM and authorizes the Mayor to execute the PRISM Joint Powers Agreement.

SECTION 3: Representation. Christine Tomikawa, the City’s Human Resources and Risk Management Director is appointed as the City’s primary representative. The City Manager is authorized to designate an alternate to Ms. Tomikawa as needed.

SECTION 4: Regular Reporting to the City Council. The individuals appointed by this Resolution are authorized to represent the City while acting as PRISM delegates. Such authority includes the power to vote for the City on matters presented to the PRISM Governing Board. These representatives are directed to keep the City Council regularly informed regarding PRISM proceedings.

SECTION 5: This Resolution may be executed with electronic signatures in accordance with Government Code of the State of California §16.5. Such electronic signatures will be treated in all respects as having the same effect as an original signature.

[/Users/karlberger/Desktop/20220628MP - PRISM Resolution.docx] June 28, 2022
-2-
SECTION 6: The City Clerk is directed to certify the adoption of this Resolution. This Resolution supersedes all previous resolutions regarding the same subject-matter.

SECTION 7: This Resolution will become effective immediately upon adoption.

PASSED AND ADOPTED this ___ day of ______________, 2022.

________________________________
Henry Lo, Mayor
ATTEST:

Vincent D. Chang, City Clerk

APPROVED AS TO FORM:

____________________________
Karl H. Berger, City Attorney

City Council Staff Report
DATE: July 6, 2022
AGENDA ITEM NO:

TO: The Honorable Mayor and City Council
FROM: Diana Garcia, City Librarian
SUBJECT: Acceptance of a Donation in the Amount of $113,333.33 on Behalf of the City of Monterey Park for the Bruggemeyer Library
RECOMMENDATION:

It is recommended that the City Council consider:

1. Accepting a donation in the amount of $113,333.33 on behalf of the City on Monterey Park for the Bruggemeyer Library

2. Authorizing the City’s Management Services Department to appropriate $20,000 of this donation to the FY22-23 budget; and

3. Taking such additional, related, action that may be desirable.

EXECUTIVE SUMMARY:

Pursuant to Resolution No. 11776, the City Council may accept donations with a value estimated at $25,000 or greater (Attachment 1). It is requested that the City Council accept a donation from the estate of Mr. Robert G. Low in the amount of $113,333.33 on behalf of the City of Monterey Park for the Bruggemeyer Library.

BACKGROUND:

On June 21, 2022 the Library received a copy of the Order of Final Distribution from the estate of Mr. Robert G. Low. In his will, Mr. Low left $113,333.33 to the Library, subject to these terms and conditions: “For supplementing the regularly budgeted funds for the purchase of books for children and young readers, and to improve, encourage, and expand reading skills and literary interests for the purchase of only books and not for the purchase of computers, tapes or videos.”
FISCAL IMPACT:

If accepted, the donation will be deposited into the Library Fund 112. An amount of $20,000 will be appropriated to the FY 2022-23 budget for the purchase of children’s books.

Consent Calendar - 3C

Staff Report

July 6, 2022

Respectfully submitted by: Reviewed by:

Diana Garcia
City Librarian

Martha Garcia
Director of Management Services

Approved by:

Reviewed by:

Ron Bow
City Manager
Karl H. Berger
City Attorney

ATTACHMENT(S):

1. Order of Final Distribution from the Low Estate

2. Resolution No. 11776

A
TTACHMENT 1
Order of Final Distribution from the Low Estate

Staff Report
July 6, 2022

A
TTACHMENT 2
Resolution No. 11776

Staff Report
July 6, 2022
RESOLUTION NO. 11776

A RESOLUTION ESTABLISHING POLICIES AND PROCEDURES FOR

ACCEPTING CONTRIBUTIONS, DONATIONS, GIFTS, BEQUESTS, AND DEVISES FOR PUBLIC PURPOSES.

The City Council of the City of Monterey Park does hereby resolve as follows SECTION 1: The City Council finds and declares as follows Community members seeking to improve the City's services, contribute to the construction of important public facilities, or othenruise seeking to enhance the City frequently seek to make contributions, donations, gifts, bequests, or devises (collectively, "donations") to the City; A review of the City's documents show that there are no existing policies for accepting such generous donations;
It is in the public interest for the City to establish policies for accepting donations so that persons making such donations may take appropriate tax deductions, the City uses donations for the purpose for which they were intended, and so the City's administration has clear direction regarding what kinds of donations should be accepted;
The City Council, or its designee, may accept or reject any donation for any public purpose. In doing so, the City may keep or dispose such donations or use them in the manner required by the donor; Unless otherwise specified by the donor, the City may use donations in any manner it chooses to promote the public interest;
Contributions to the City may be tax deductible as a charitable contribution if the donation is made exclusively for a public purpose (26 U.S.C. S 170(cX1)). For example, without limitation, art education is a legitimate public purpose (Government Code S 15813).

SECTION 2: Definitions. Unless the contrary is stated or clearly appears from the context, the following definitions will govern the construction of the words and phrases used in this chapter.
"City manager" means the city manager or designee;
"Donation" means a contribution, donation, gift, bequest or devise of personal or real property, but not personal services. Donations may be solicited or unsolicited by the City;
A
B
c
D
E
F
A.

B.

Resolution No. 11776

"Donor" means a person, including a corporate entity, making a donation to the City for a public purpose.

SECTION 3: Authority. Pursuant to Government Code S 37354, the city manager is authorized to accept donations in accordance with this Resolution and with applicable administrative policíes and procedures that may be promulgated by the city manager.

SECTION 4: Donations. The City will accept the following donations, upon the recommendation of the city manager:

Property donations. Donations consisting of pecuniary, real or personal property with a fair market value of less than $25,000 shall receive a written confirmation from the City.

Donations valued over $25,000. At the discretion of the City Council, the City Council may accept donations with a value estimated at $25,000 or greater.

SECTION 5: Use of Donations. Pursuant fo Government Code S 37355, the city manager may direct the use of donations unless a donor designated a donation for a particular use. lf a donation must be used for a particular use, the city manager must ensure that the City uses the donations in the manner required by the donor.

SECTION 6: Charitable Contribution. Pursuantto 26 U.S.C. $ 170(c)(1), donations made to the City may be tax deductible if made for a public purpose. Upon accepting or declining a donation, the city manager will provide donors with a written statement that includes the following information in accordance with lnternal Revenue Code S 1.170A- 13:

Name of donor;
Description of donation;
Date of receipt;
For personal or real property, the location of property; Use of property by the City;
Whether the property is being used for exclusively public purposes; and That the City accepted or declined the donation.
c.

A.

B
A.

B.
c.

D.

E.

F.

G.

Resolution No. 11776

SECTION 8: This
remain effective u
Resolution will become effective immediately upon adoption and will nless superseded or repealed.

PASSED AND ADOPTED this Sth day of August, 2O1S
ang,
ATTEST:

Vincent

APPROVED AS
Mark D. Hensl c
H. Berger, istant City Attorney
State of California )
County of Los Angeles) ss.

City of Monterey Park )
l, Vincent D. Chang, Cíty Clerk of the City of Monterey Park, California, do hereby certify that the foregoing Resolution No. 11776 was duly and regularly adopted by the City Council of the City of Monterey Park at a meeting held on the Stn Oay ot August, 2015, by the following vote:

Ayes: Council Members: Lam, Real Sebastian, lng, Chan, Liang Naes: Council Members: None

Absent: Council Members: None
Abstain: Council Members: None
Dated this 5th day of August, 2015
Vincent D. Chang, erk
rkc
By:

City of Monterey ifornia

City Council Staff Report
DATE: July 6, 2022
AGENDA ITEM NO:

TO: The Honorable Mayor and City Council
FROM: Kelly Gordon, Chief of Police
SUBJECT: Purchase of Two Automated License Plate Reader Systems from 2020 Urban Area Security Initiative Grant
RECOMMENDATION:

It is recommended that the City Council consider:

1. Waiving bidding requirements pursuant to Monterey Park Municipal Code Section

3.20.050 (2) and (4), and Authorizing the City Manager to execute an agreement with Motorola Solutions, Inc., in a form approved by the City Attorney, not to exceed $76,252.00 for the purchase of two Mobile Automated License Plate Reader Systems (ALPR); and

2. Take such additional, related, action that may be desirable.

EXECUTIVE SUMMARY:

The Monterey Park Police Department was awarded $76,252 in federal grant funding through the 2020 Urban Areas of Security Initiative (UASI) for the procurement and installation of two mobile automated license plate reader systems (ALPR). The City of Los Angeles, the UASI Administrative Agent, will reimburse the City of Monterey Park for the equipment and installation of the system.

BACKGROUND:

The City was awarded grant funding through the 2020 Urban Area Security Initiative (UASI) to purchase two ALPR Systems. MPPD’s four ALPR systems exceeded their useful life. Motorola will no longer service or repair MPPD’s existing ALPR System.

MPPD’s current technology infrastructure supports Motorola Solutions Inc. products and software. Reconfiguration and support for the system and replacement equipment for the integrated system are available only from Motorola Solutions, Inc. This implementation would require 100% integration with existing technological infrastructure operating on that proprietary system.

Motorola’s ALPR Systems are the law enforcement standard in Los Angeles County with approximately 37 police agencies in Los Angeles County utilizing such ALPR Systems.

These ALPR Systems are in use throughout California and the Nation.

Staff is requesting that the City Council waive bidding requirements pursuant to Monterey Park Municipal Code Section 3.20.050 (2) and (4) for the procurement of two ALPR Consent Calendar - 3D

Staff Report
July 6th, 2022

Systems. The purchase will be reimbursed by the 2020 USAI Grant program through the City of Los Angeles.

FISCAL IMPACT:

The total cost is funded through the
2020 UASI grant. The initial expenditure will be paid
from account number 3333103-5311 2020 UASI Grant and the City of Los Angeles, the UASI Administrative Agent, will reimburse the City of Monterey Park.

Respectfully submitted by: Prepared by:

Kelly Gordon
Chief of Police
Tim Wisniewski
Police Sergeant
Approved by: Reviewed by:

Ron Bow
City Manager
Karl H. Berger
City Attorney
ATTACHMENT(S):

1. Motorola Solutions Inc. Quote
Tim Wisniewski

ATTACHMENT 1
Motorola Solutions Inc. Quote

Staff Report
July 6, 2022

City Council Staff Report
DATE: July 6, 2022
AGENDA ITEM NO:

TO: The Honorable Mayor and City Council
FROM: Kelly Gordon, Chief of Police
SUBJECT: Cannabis Tax Fund Grant Program (CTFGP ) Funding Fiscal Year 2022/2023
RECOMMENDATION:

It is recommended that the City Council consider:

1. Accepting grant funds and authorize the City Manager to execute an agreement, in a form approved by the City Attorney, with the California Highway Patrol in the amount of $87,173.42 for the Cannabis Tax Fund Grant Program (CTFGP);

2. Authorizing the City’s Management Services Department to allocate $82,713.42 in grant funding to the FY22-23 budget; and

3. Taking such additional, related, action that may be desirable.

EXECUTIVE SUMMARY:

The City of Monterey Park Police Department was notified of an award of $82,713.42 from the Department of California Highway Patrol (CHP) Cannabis Tax Fund Grant Program (CTFGP). The police department will utilize the grant funding to reduce and mitigate the impacts of impaired driving in our community.

BACKGROUND:

With the passage of Proposition 64, Adult Use of Marijuana Act (AUMA), California voters mandated the State set aside funding for the California Highway Patrol (CHP) to award grants to local governments and qualified non profit organizations, as described in Revenue and Taxation Code Section 34019(f)(3)(B).

The Cannabis Tax Fund Grant Program marks an important step toward reducing impaired driving crashes, increas ing public awareness surrounding the dangers of impaired driving, and making California’s roadways a safer place to travel.

In 2020, the City of Monterey Park experienced a total of 596 traffic collisions and five fatalities. The CTFGP grant supports the Monterey Park Police Department’s efforts to reduce the number of traffic collisions involving impaired driving.

The Monterey Park Police Department’s CTFGP total grant allocation is $82,713.42.

Consent Calendar - 3E

Staff Report

July 6, 2022

FISCAL IMPACT:

Staff requests approval for the Management Services Department to appropriate $82,713.42 grant funding to the FY22-23 budget. There is no fiscal impact to the general fund.

Respectfully submitted by: Reviewed by:

Kelly Gordon
Chief of Police

Martha Garcia
Director Management Services

Approved by:

Reviewed by:

Ron Bow
City Manager
Karl H. Berger
City Attorney

ATTACHMENT:

1. Conditional Approval Letter for CTFGP Funding

ATTACHMENT 1
Conditional Approval Letter for CTFGP Funding

Staff Report
July 6, 2022
601 North 7th Street
Sacramento, CA 95811
(916) 843-3330
(800) 735-2929 (TT/TDD)
(800) 735-2922 (Voice)

June 10, 2022

Traffic Sergeant Peter Yung
Monterey Park Police Department
320 West Newmark Avenue
Monterey Park, CA 91754

Dear Traffic Sergeant Yung:

On behalf of the California Highway Patrol (CHP), it is my pleasure to inform you, the Monterey Park Police Department, is conditionally approved for Cannabis Tax Fund Grant Program (CTFGP) funding in the amount of $82,713.42. The purpose of this grant funding is to help your agency reduce and mitigate the impacts of impaired driving in your community.

All grant awards, including any adjustments to requested funding, were made by the Department based on the merits of the Grant Application, scale of operation, and in accordance with the Request for Application (RFA) requirements and associated regulations.

The official Grant Agreement for signature is forthcoming. In order to execute your Grant Agreement, please provide documentation from a local governing body, authorizing your organization to receive this grant funding, to the Cannabis Grants Unit, by email at [email protected], as soon as possible.

Refer to California Code of Regulations Title 13, Division 2, Chapter 13, Section 1890.13(g) for additional information.

The CHP looks forward to partnering with you and your agency on this project in an effort to make California’s roadways a safer place to travel. If you have any questions, please feel free to contact the Cannabis Grants Unit at (916) 843-4360.

Sincerely,

K. M. DAVIS, Chief
Enforcement and Planning Division

City Council Staff Report
DATE: July 6, 2022
AGENDA ITEM NO:

TO: Honorable Mayor and Members of the City Council
FROM: Robert Aguirre, Director of Recreation & Community Services SUBJECT: A Resolution Declaring the Month of July as “Parks Make Life Better” Month in the City of Monterey Park
RECOMMENDATION:

It is recommended that the City Council consider:

1. Adopting a Resolution declaring the month of July as “Parks Make Life Better” Month in the City of Monterey Park; and

2. Taking such additional, related, action that may be desirable.

EXECUTIVE SUMMARY:

During the month of July, the Recreation and Community Services Department is celebrating "Parks Make Life Bette r” month. By designating July as "Parks Make Life Better" month, the City of Monterey Park, Recreation and Community Services Department urges all residents to enjoy and recognize the social, physical, mental, economic, environmental, and community benefits derived from our parks, which provide something of value to everyone. As we observe "Parks Make Life Better" month, we recognize the vital contributions of our employees and volunteers who contribute to making parks and recreation facilities a great place to visit. These dedicated staff and volunteers keep our parks clean and safe for visitors, coordinate and organize special events, child care, summer day camp, swim lessons, educational classes, senior activities, and health and fitness programs. They ensure that parks and recreation facilities are safe and accessible places for all to enjoy.

BACKGROUND:

The National Recreation and Park Association (NRPA) and California Parks and Recreation Society (CPRS) are organizations dedicated to advancing park, recreation and conservation efforts that enhance quality of life for all people. The NRPA and CPRS encourage the promotion of healthy lifestyles, recreation initiatives, and conservation of natural and cultural resources. Since 1985, the NRPA and CPRS have recognized the month of July as "Parks Make Life Bette/' month in California and nationally as "Parks and Recreation" month. Cities, counties and other agencies recognize the importance of thriving, local park systems as providing an opportunity for all people to lead healthy, active lifestyles, and the preservation of great community places.

Consent Calendar - 3F

Staff Report
July 6, 2022

FISCAL IMPACT:

None.

Respectfully submitted by:

Robert Aguirre
Director of Recreation & Community Services
Approved by:

Ron Bow
City Manager
ATTACHMENT:

1. Resolution

Staff Report
July 6, 2022

ATTACHMENT 1
Resolution

RESOLUTION NO.

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF MONTEREY PARK DECLARING THE MONTH OF JULY 2022 AS

PARKS MAKE LIFE BETTER MONTH

BE IT RESOLVED by the Council of the City of Monterey Park as follows:

SECTION 1: The City Council finds as follows:

A. Parks and Recreation promotes physical, emotional and mental health and wellness through organized and self-directed fitness, play, and activity; and B. Parks and Recreation supports the economic vitality of communities by partnering with local businesses and non-profits, and offering events for resident’s engagement; and
C. Parks and Recreation creates memorable experiences through youth sports and enrichment activities, teen centers and programs, senior activity centers, adult fitness and enrichment programs, free community events, and beyond ; and D. Parks and Recreation fosters social cohesiveness in communities by celebrating diversity, providing spaces to come together peacefully, modeling compassion, promoting social equity, connecting social networks, and ensuring all people have access to its benefits; and Parks and Recreation supports human development and endless learning opportunities that foster social, intellectual, physical and emotional growth in people of all ages and abilities; and E. Parks and Recreation supports human development and endless learning opportunities that foster social, intellectual, physical and emotional growth in people of all ages and abilities; and
F. Parks and Recreation strengthens community identity by providing facilities and services that reflect and celebrate community character, heritage, culture, history, aesthetics and landscape; and Parks and Recreation sustains and stewards our natural resources by protecting habitats and open space, connecting people to nature, and promoting the ecological function of parkland; and
G. Parks and Recreation facilitates community problem and issue resolution by providing safe spaces to come together peacefully and serving as key points of service, helping our communities heal both physically and emotionally; and H. Parks and Recreation sustains and stewards our natural resources by protecting habitats and open space, connecting people to nature, and promoting the ecological function of parkland; and
I.

Parks and Recreation supports safe, vibrant, attractive, progressive communities that make life better through positive alternatives offered in their recreational opportunities; and
J. Parks and Recreation remains versatile and innovative in providing vital services to communities through local, national, or global emergencies, all while adhering to guidelines set forth by governing agencies; and

Resolution No.

The California Park & Recreation Society has released a statewide public awareness campaign, “Parks Make Life Better!®” to inform citizens of the many benefits of utilizing parks, facilities, programs, and services; now, therefore, be it resolved that the citizens of California recognize the importance of access to local parks, trails, open space, and facilities for the health, wellness, development, inspiration, and safety of all Californians; and be it further resolved, that we declare the month of July 2022 as “Parks Make Life Better!®” Month.

SECTION 2: Electronic Signatures . This Resolution may be executed with electronic signatures in accordance with Government Code §16.5. Such electronic signatures will be treated in all respects as having the same effect as an original signature.

SECTION 3: Recordation. The Mayor, or presiding officer, is authorized to sign this Resolution signifying its adoption by the City Council of the City of Monterey Park and the City Clerk, or his duly appointed deputy, may attest thereto.

SECTION 4: Effective Date. This Resolution will become effective immediately upon adoption and will remain effective unless repealed or superseded.

PASSED AND ADOPTED this ___ day of ______________, 2022. ________________________________
Henry Lo, Mayor
Attest:
__________________________
Vincent D. Chang, City Clerk

City Council Staff Report
DATE: July 6, 2022
AGENDA ITEM NO:

TO: The Honorable Mayor and City Council
FROM: Anthony Antich, Interim Director of Public Works
SUBJECT: Award of Professional Services Agreement to Kimley-Horn for the preparation of a Local Road Safety Plan (LRSP)
RECOMMENDATION:

It is recommended that the City Council consider:

1. Authorizing the City Manager to execute a Professional Services Agreement, in a form approved by the City Attorney, with Kimley-Horn, in an amount not to exceed $49,978, for the preparation of a Local Road Safety Plan (LRSP); and

2. Taking such additional, related, action that may be desirable.

EXECUTIVE SUMMARY:

The City was awarded grant funding from the California Department of Transportation for the Monterey Park Local Roadway Safety Plan (LRSP). The City released a Request for Proposals (RFP) and received one bid from Kimley-Horn for the preparation of the City’s LRSP. Staff requests City Council approval to enter into an agreement with Kimley-Horn, in an amount not to exceed $49,978, for the preparation of the City’s LRSP.

BACKGROUND:

The City was awarded grant funding from the California Department of Transportation for the Monterey Park Local Roadway Safety Plan (LRSP). The LRSP is a planning document that identifies and analyzes roadway safety problems and concerns and leads to recommendations for potential roadway safety improvements. Such improvements are intended to reduce or eliminate safety issues identified by the plan.

The City released a Request for Proposals (RFP) and received one proposal from Kimley- Horn for the preparation of the City’s LRSP by the April 20th deadline.

RANK PROPOSER BASE BID
AMOUNT
1 Kimley-Horn $49,977.29
Staff requests City Council’s approval to enter into an agreement with Kimley-Horn, in an amount not to exceed $49,978, for the preparation of the City’s LRSP. The City recently awarded Kimley-Horn a contract for a separate project, which when combined with the Consent Calendar - 3G

Staff Report

July 6, 2022
LRSP project, exceeds the City Manager’s signature authority of $60,000. Both projects are unrelated, and Kimley-Horn was selected as the most responsive bidder for each project based on the RFP process.

FISCAL IMPACT:

Funds for this contract are budgeted as part of Capital Improvement Project (CIP) No. 96037 and will be funded through grant funding from the California Department of Transportation.

Respectfully submitted by: Reviewed by:

Anthony Antich
Interim Director of Public Works
Martha Garcia
Director of Management Services
Approved by: Reviewed by:

Ron Bow
City Manager
Karl H. Berger
City Attorney
ATTACHMENT:

1. Kimley-Horn Proposal

ATTACHMENT 1
Kimley-Horn Proposal

Staff Report
July 6, 2022
Mo
nterey Park | TRTS96017.2022 i
April 20, 2022
City of Monterey Park
City Clerk
320 West Newmark Avenue
Monterey Park, CA 91754
RE: Request for Proposals for Preparation of a Local Road Safety Plan (LRSP) (Proposal # 8171745)
Dear Members of the Selection Committee:

The City of Monterey Park (City) is seeking the assistance of a qualified consultant in the preparation of a Local Roadway Safety Plan (LRSP). As an industry leader in safety, Kimley-Horn is well-qualified and dedicated to providing unique consulting services to the City for your LRSP. We bring the established experience to develop an LRSP that is tailored to your local procedures, desires, and issues while maintaining accordance with state and federal guidelines. The following benefits prove that Kimley-Horn is well-suited to support the City on this project:

Familiarity with LRSPs. Kimley-Horn is devoted to supporting local agencies in recommending safety enhancements in areas throughout California. Our team’s knowledge ranges from traffic safety planning and engineering to bicycle and pedestrian facility planning, safety, and design. We have completed LRSPs and Systemic Safety Analysis Reports (SSARs), Strategic Highway Safety Plan (SHSP) projects, Road Safety Audits (RSAs), Safety Management Plans (SMPs), data collection and crash analysis, and design of safety countermeasures throughout the country, including for the cities of Santa Clarita, Artesia, Lancaster, Ventura, Anaheim, San Clemente, Seal Beach, Costa Mesa, Eastvale, Chino, Perris, Goleta, Palm Desert, La Quinta, Santa Cruz, and Sunnyvale as well as the counties of Imperial and Ventura. We are currently preparing an LRSP for the City of Rosemead. Our previous experience and lessons learned from these projects have afforded us the information to develop effective and cost-efficient LRSPs. Kimley-Horn’s familiarity with the LRSP process will assure your project is accomplished successfully.

Tailored Solutions. Our firm’s diverse experience in safety-related projects has allowed us to develop a fine-tuned approach to safety. We will deliver innovative techniques to generate the best results for the City, providing you with a prioritized list of low-cost safety improvements that can be applied not only at challenging segments, but also throughout the City. This can be used and applied toward Highway Safety Improvement Plan (HSIP) grants for application—another area Kimley-Horn has significant experience in and can provide solutions for the City’s needs.

Local Management and Commitment to Your Success. Through our established past, Kimley-Horn proves that we are dedicated to surpassing expectations and serving local cities alike. Project manager and point of contact Kyle McGowan, AICP brings more than 6 years of professional traffic safety management experience, along with experience completing many LRSPs, to the proposed project. Kyle’s experience in supporting and leading transportation planning and engineering projects is evidence of his continued success with LRSPs. For this endeavor, Kyle will be supported by principal-in-charge Jean Fares, P.E., who brings 30 years of professional traffic and transportation engineering experience to the project, along with QC/QA reviewer Darryl DePencier, AICP, GISP, RSP2B, project engineer Jason Melchor, P.E., and project analysts Amanda Forsans and Zander Dally. Kimley-Horn will pair our in-house, certified team with Crossroads 660 South Figueroa Street
Suite 2050
Los Angeles, CA 90017
TEL 213.261.4040

Mo
nterey Park | TRTS96017.2022 ii
Software, Inc., a California-based software development company specializing in software for traffic divisions of police departments and traffic engineering departments, to provide Data Collection services on the project.

Kimley-Horn is committed to providing you high-level, professional services and is excited for the opportunity to further enhance the safety of the City’s streets from our local downtown Los Angeles office.

We intend to perform the services requested and concur that all elements of the RFP have been reviewed and understood. Should you have any questions about our proposal or necessitate any additional information, please contact our project manager Kyle McGowan, AICP at kyle.mcgowan@kimley- horn.com or at the address listed above.

Sincerely,
KIMLEY-HORN AND ASSOCIATES, INC.

Kyle McGowan, AICP Jean Fares, P.E.*
Project Manager/Point of Contact Senior Vice President/Principal-in-Charge *As a Senior Vice President of the firm, Jean Fares, P.E. has the authority to bind Kimley-Horn and execute agreements on behalf of the firm

Mo
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Contents
Introduction (Section 1) ................................................................................................................................. 5 Project Analysis (Section 2) .......................................................................................................................... 6 Objective, Scope, Nature of Proposed Program (Section 3) ...................................................................... 12 Work Program (Section 4) ........................................................................................................................... 13 Methodology (Section 5) ............................................................................................................................. 19 Project Management (Section 6) ................................................................................................................ 24 Assigned Personnel (Section 7) .................................................................................................................. 25 Schedule (Section 8) ................................................................................................................................... 32 Program Monitoring (Section 9) .................................................................................................................. 33 City Resources (Section 10) ....................................................................................................................... 34 Subcontractors (Section 11)........................................................................................................................ 35 Contractor Capability and References (Section 12) ................................................................................... 36 Alternative Proposals (Section 13) .............................................................................................................. 41 Conflict of Interest (Section 14) ................................................................................................................... 41 Fee Proposal ............................................................................................................................................... 41

Mo
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Introduction (Section 1)
Firm Overview
Kimley-Horn, a corporation, is a full-service
engineering, planning, and environmental
consulting firm providing a comprehensive range
of services to public and private clients
throughout the United States. Founded in
1967, our company has grown from a small
group of traffic engineers and transportation
planners to a multidisciplinary firm of more
than 5,500 in 99 offices nationwide. Our 11
California offices, including local offices in
Downtown Los Angeles, Orange, Riverside,
and San Diego, have more than 580
engineers, planners, designers, and
technicians—affording us the depth of
resources (financial, equipment, labor, and
capacity) reasonably necessary to staff and
execute virtually any assignment in response to the
City’s needs for this LRSP.

Our growth during the past five decades is the result of the firm’s commitment to integrity and dedication to providing quality services. Today, we are one of the highest-ranked engineering, planning, and environmental consulting firms in the U.S. According to Engineering News-Record, our firm now ranks 15th in the country as of 2021. We provide our clients with the local knowledge and responsiveness of a small organization, backed by the depth of resources only a national firm could offer.

Our organizational structure is comprised of our local office practice leaders, technical and project support staff; a regional leader; production managers; and business, human resource, and marketing managers.

This structure has led to financial stability within the firm. In addition, we uphold a disciplined focus on business fundamentals operate the firm conservatively, and our internal controls and business standards—promoted by our leadership team—are intended to keep our foundation strong. We have an untapped $10 million operating line of credit available for short-term cash flow needs. The firm’s cash flow continues to be very robust, and we have no history of credit problems or bankruptcy. Kimley-Horn has more than acceptable resources and lines of credit to help acquire a successful partnership and project.

Kimley-Horn does not have any conditions (e.g., bankruptcy, pending litigation, planned office closures, impending merger, etc.) that may impede in our ability to provide these services. Kimley-Horn’s continued growth and stability over the past 55 years is the direct result of our firm’s commitment to integrity and devotion to providing quality services. The Kimley-Horn team is committed to providing the City with high- quality solutions that will surpass your expectations.

Mo
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Project Analysis (Section 2)
The City of Monterey Park is taking a major step towards enhanced roadway safety through the development of an LRSP. This plan will help the City identify the factors that contribute most to local traffic collisions and will better position the City for safety funding from state and federal grant programs.

Kimley-Horn has extensive experience with the California HSIP including the development of the HSIP Implementation Plan at the statewide level, and recently over $30M in successful HSIP grants in Cycle

10. The goal of the LRSP is to develop countermeasures that can be systemically implemented to reduce the risk of collisions on City streets. Kimley-Horn’s approach builds that toolbox using three separate processes.

1. Identify Citywide emphasis areas such as impaired driving or active transportation that represent a large proportion of traffic injuries

2. Identify site-specific case studies that are representative of other locations in the City for a more detailed audit and focused countermeasures

3. A review of citywide policies, programs, resources, and practices that may have an impact on traffic safety, and then the identification of opportunities to align with safety best practices This study is important because, in addition to the trauma of injury and loss of life, economic losses in the City of Monterey Park due to traffic injuries on City streets were nearly $245M from 2016 through 2020 according to SafeTREC’s Traffic Injury Mapping System (TIMS) and Caltrans HSIP Cost Parameters. The Office of Traffic Safety (OTS) most recently ranked Monterey Park 21 of 105 peer cities in 2019 for traffic injuries after normalizing for population and vehicle miles traveled (VMT) which suggests that the City is in the highest quartile for traffic injuries. The OTS ranking for several categories is listed in Table 1. The City scores better in every category that OTS tracks relative to its overall injury score, suggesting that injury- producing crashes in the City are not concentrated in any of those specific categories. Speed related and impaired young drivers are the poorest performing of the ranked categories.

Mo
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Kimley-Horn is the lead consultant supporting Caltrans’ Strategic SHSP and current HSIP Implementation Plan. The SHSP outlines statewide priorities and emphasis areas that when comparing fatalities and serious injuries over the last ten years against statewide trends for SHSP challenge areas, Monterey Park crashes more often involved pedestrians, intersections, and bicyclists. Fewer involved lane departures, aggressive driving, or motorcycles. Table 2 shows the statewide fatal and severe injury collisions in comparison to data from the City of Monterey Park.

Collisions involving pedestrians and aging drivers, as well as collisions at intersections were higher than the statewide average. Kimley-Horn will identify potential countermeasures that address these collision patterns.

Kimley-Horn has analyzed the TIMS data for the City from 2016 to 2020. Our preliminary analysis explored the following collision categories:

Mo
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Collision Severity

3.5% of the injury collisions from 2016-2020 resulted in a fatality or severe injury. A majority of the injury collisions resulted in minor injuries only. Table 3 shows the breakdown of injury collisions by injury severity.

C
ollision Type
The most common types of collisions in the City were broadsides and rear ends totaling 58.2% of crashes in the city. A full breakdown of the collision types is shown in Table 4.

Mo
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Primary Collision Factor
The most common factors that led to collisions in the City were unsafe speed, right-of-way violations, and improper turning accounting for almost two-thirds of all injury crashes. A full breakdown of the primary collision factors is shown in Table 5.

Mo
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Collision ‘Involved With’
Nearly 70% of the injury collisions in the city were between two or more moving motor vehicle, followed by 11% with pedestrians, and 7% with fixed objects. However, there were also several crashes with bicycles and parked motor vehicles. Pedestrian crashes in particular resulted in a higher rate of more severe injuries. Table 6 shows a full breakdown of the collisions, what object they were involved with, and the distribution of their injury levels.

Mo
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Figure 1 and Table 7 show the concentration of injury crashes in Monterey Park and highlights the 10 most economically impactful intersections in the City.

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Objective, Scope, Nature of Proposed Program (Section 3) Our team uses custom GIS-based tools to evaluate
the roadway system and intersections using
Highway Safety Manual statistical methods. This
allows for independent evaluation of intersections
by control type, and roadways by function. Our
team then applies additional statistics to rate each
location for crash severity, crash type patterns,
driver behavior factors, and roadway conditions.

Our analysis procedures are outlined in the exhibit
below.

Kimley-Horn works closely with Crossroads allowing
us to seamlessly input their data outputs of the most
recent available crash data. Our custom in-house
software can process the Crossroads crash records
to provide a ranked order of intersections and
roadway segments by crash activity consistent with
the Local Roadway Safety Manual, provide a
statistical evaluation of crash rates for each location relative to citywide norms, and highlight locations with unusually high crash severities or crash patterns that can help diagnose safety challenges.

Kimley-Horn’s approach to LRSP development centers on the creation of a countermeasure toolbox that includes items that address both infrastructure and driver behavior. A combination of crash history, roadway characteristics, and stakeholder feedback is used to determine which countermeasures that will be most likely to have the most safety benefit relative to cost for the City. The toolbox is then used to produce three products as part of the LRSP.

1. City-wide Systemic Infrastructure Projects: Serious injury crashes in Monterey Park are more likely to involve aggressive driving than in other parts of California. The LRSP would likely include a number of low-cost systemic countermeasures such as signal coordination, narrower travel lanes, and speed feedback signs.

2. Local Infrastructure Projects: for example, the intersection of Atlantic Bl and Emerson Ave has had the most-costly injury count between 2016 and 2020 according to the TIMS dataset with 19 injury crashes over a five-year period, two of which were severe. 6 pedestrians were injured, and 7 of the crashes were broadsides. The LRSP would likely consider installing leading pedestrian intervals, and retroreflective back plating to improve signal head visibility.

3. Non-Infrastructure Projects: Serious injury and fatal crashes in Monterey Park are more commonly associated with impaired driving. The LRSP could explore opportunities to get additional OTS or other state grants for enforcement campaigns and educational initiatives. The team might also evaluate lighting and other roadway features that can reduce the harm associated with impaired driving.

The following scope of services outlines how Kimley-Horn will build off of the City’s current plans to provide a well-rounded framework for an ongoing safety improvement program. The LRSP will be structured to make the City more competitive for grant funding, better able to identify and prioritize safety needs, and encourage safer driving practices for its residents.

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Work Program (Section 4)
Task 1 – Project Management & Meetings
Task 1.1 – Kick-off Meeting and Project Administration
Kimley-Horn will prepare an agenda and conduct a project kick-off meeting to review and refine the project methodology and schedule and to establish a Project Development Team (PDT) with key City staff, which we will maintain close and consistent communication through regular PDT status meetings to discuss plan development and project progress. Meetings can be held either virtually or in-person, based on City preference.

Kimley-Horn will assist the City in providing administrative support to make sure the project is compliant with the Caltrans Local Assistance Procedure Manual guidelines.

Kimley-Horn has established internal quality control processes that include multiple levels of review before deliverables are submitted to a client, including a designated quality control officer that is not part of the core project team to provide objective feedback from the perspective of someone external to the project. Kimley-Horn recommends in-person meetings, if conditions allow, at the following project milestones:

1. Project Kick-Off

2. Selection of High-Collision Sites for Project Development

3. Field Review Debrief

4. Project Recommendations
Additionally, Kimley-Horn will hold a short bi-weekly project progress meeting with the City project manager to discuss the current status of the project and to make decisions about project direction as alternative courses emerge.

During our kick-off meeting, we will identify safety partners/stakeholders who should be included in future project communications. We value representation from the local community, businesses, non-profit organizations, local transportation providers, City’s Public Works department, Monterey Park Police Department, Monterey Park Fire Department, local school districts, and health and safety agencies when creating a well-rounded safety plan.

Task 1.2 – Identify Stakeholders
Kimley-Horn will work with the City to identify stakeholders that will be engaged throughout the LRSP process. Key stakeholders will include those identified during the kick-off meeting in Task 1.

Task 1.3 – Identify Project Goals and Objectives
We will work with City staff to establish goals and objectives after completing the comprehensive data analysis with a focus on improving traffic and pedestrian safety. We will establish the emphasis areas.

The team will identify safety challenges specific to the City of Monterey Park that are elevating the risk of traffic injuries. The goals and objectives will be structured to meet the needs of the LRSP Program, provide optimal support of statewide funding priorities, and incorporate Priority Safety Strategies, Infrastructure Safety Projects, and Behavioral Safety Strategies and feedback from stakeholders and City staff. Each goal will be associated with a set of objectives that will help determine the prioritization of plan recommendations.

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Task 1.4 – Stakeholder Meetings
Kimley-Horn will work with the City to reach out to safety partners/stakeholders from the contact list developed. Up to three Stakeholder meetings will be hosted, either virtually or in-person (as COVID restrictions allow), to allow for two-way communication and feedback on the materials communicated. The meeting will provide an overview of the LRSP process, identify/establish safety goals, objectives, strategies, and emphasis areas, inform those present on the results found during the crash analysis, and outline the draft countermeasures and potential solutions. Stakeholders will be utilized for their local insight on the area, any challenges or opportunities they may know of, and their knowledge of “near-miss crashes.” Any potential additions or changes to the recommended countermeasures, based on the feedback received during this meeting, will be discussed with the City. The group will prioritize plans for implementation and be able to review and comment on the draft and final LRSP before recommending approval of the document to be adopted by the City Council.

Task 1 Deliverables:
 Project Kick-off Meeting
 Project Update Meeting Agenda & Notes
 Monthly Progress Reports
 Stakeholder Identification List
 Draft Project Goals and Objectives
 Stakeholder Meetings
 Field Visit Package (crash diagrams, note sheets, site visit maps)  Field Notes
 Attendance at Traffic Advisory Committee Meetings
Task 2. Review of Existing Planning Documents
Task 2.1 – Literature Review
We will conduct a literature review of existing plans published by the City, including the General Plan.

Documents produced by San Gabriel Valley Council of Governments, SCAG, and Caltrans will also be reviewed to identify projects, policies, and programs that are in place or recommended that might be of value to this analysis. Our team is already familiar with Caltrans procedures and guidance on the development of SSARs and LRSPs and will provide a summary as part of this task.

Task 2.2 – Best Practices Analysis
Kimley-Horn will work with City staff to identify programs and policies within the City that are most supportive of safety, which ones could be updated to better align with current best practices, and where there are opportunities for new initiatives that would likely support safer roads and better driving behaviors. Kimley-Horn staff will collect the needed information by providing the City with a list of questions in advance and will conduct an interview with City staff to finalize the responses.

Task 2 Deliverables:
 Question List of Current Practices for City
 Technical Memorandum #1: Existing Plans and Programs

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Task 3. Data Collection & Analysis
Task 3.1 – Data Analysis
Kimley-Horn will perform a comprehensive data analysis review. Our approach to safety analysis includes statistical network screening using Highway Safety Manual Methods. These methods are selected to identify locations with higher-than-expected collision activity that can be reviewed to identify roadway and intersection characteristics associated with higher risk. These methods also review a variety of collision characteristics to identify locations where specific types of collisions are over-represented. This helps to diagnose safety factors that are leading to elevated numbers of collisions.

The first screening step is to develop critical crash rates for segments and intersections in the City.

Average crash rates are developed for intersections based on control type, and roadway segments based on functional classification. A statistical threshold is then established based on daily traffic volumes for each segment and intersection. The difference between the actual crash rate and the critical crash rate for each location can then be used to estimate the relative risk faced by users of the given intersection or segment. This method builds on the High Collision or High Injury Networks that essentially mirror High Traffic networks to provide deeper insight into potential low-cost safety measures. Roadways and intersections with lower classifications will also be identified, allowing the LRSP to broach risk factors associated with those roadways.

The second screening step focuses on crash type over-representation. City-wide data is used to determine the typical collision type mix for each of the functional classifications and intersection control types. Then the mixture is reviewed for each segment and intersection to highlight those with high concentrations of a specific collision factor. Factors analyzed would include:
 Fatal Collisions
 Fatal + Serious Injury
Collisions
 Broadside Collisions
 Rear-End Collisions
 Sideswipe Collisions
 Head-On Collisions
 Single Vehicle Collisions
(run off road, fixed object,
parked vehicle, other)
 Bicycle Collisions
 Pedestrian Collisions
 Wet/Slippery Road
Collisions
 Nighttime Collisions
 Collisions Involving
Alcohol/Drugs
 Collisions Involving
Driver Inattention
 Collisions Involving
Speeding/Aggressive
Driving
The resulting list would include both the number of collisions for each factor and the probability that any excess is not random.

Kimley-Horn will provide an inventory of sites including all roadway segments and intersections with three or more collisions (needed for statistical evaluation) ranked by the overall number of collisions per Local Roadway Safety Manual Guidance. Kimley-Horn will then recommend up to 10 locations for further evaluation and potential project development based on the amount of collision activity, collision severity, unusual collision patterns, and site variability to maximize the potential number of systemic factors, and mitigations identified. We will identify potential conflicts between vehicles, pedestrians, and bicycles.

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Task 3.2 Roadway Characteristics Inventory
Kimley-Horn will obtain available data on roadway functional classification, intersection control, schools, parks, transit stops, and other roadway characteristics that impact safety. Available traffic volume data will also be collected from the City.

Task 3.3 – Field Tour
At up to 10 identified high collision locations (key corridors and intersections) identified in Task 2, field assessments with City staff will be conducted to collect additional information to better match roadway characteristics with collision activity, allowing the team to diagnose issues and develop systemic recommendations. Deficiencies per the Highway Design Manual and other regulatory and guidance documents will be identified at these locations.

Task 3 Deliverables:
 Technical Memorandum #2: City-wide Safety Background and Trends  List of Intersection and Segments with Statistically Analyzable Collision Activity  Citywide Safety Trends and Recommended Focus Areas
 Crash Diagrams for High Crash Locations
 List of Potential Local Countermeasures
Task 4. Countermeasure Development
Task 4.1 – Develop Priority Criteria and Priority Areas Kimley-Horn will work with the City and stakeholders to develop priority criteria and identify priority areas that will be used to develop the countermeasures in Task 4.2. These countermeasures will address these priority areas and will align with state and federal countermeasures that have been identified to assist in reducing fatal and injury collisions.

Task 4.2 – Identify Countermeasures
The identification of the potential projects will be developed by examining the crash data and determining the appropriate countermeasures improvements to roadway segments. The team will prepare a toolbox of systemic safety mitigations that can be applied citywide, or on key parts of the network.

Countermeasures will include a mixture of infrastructural improvements, educational initiatives, law enforcement strategies, emergency response, policy updates, coordination activities, and other items that will contribute to the overall tapestry of roadway safety in the City. We will identify safety measures that are appropriate, cost-efficient, and proven effective countermeasures by the US Department of Transportation and the FHWA.

The toolbox will be developed in three steps:

1. The site visit locations will be used as case studies. Solutions that emerge from those will be associated with the conditions they are addressing and added to the toolbox.

2. The team will identify up to three safety emphasis areas for the City based on collision trends and patterns that can be looked at holistically to identify broader strategies that can be employed to address them.

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3. The best practices review will be used to identify actions the City can take to improve the safety environment.

An implementation plan will be developed for inclusion in the LSRP report that will help the City prioritize improvements and identify potential funding sources while remaining responsive to funding opportunities for HSIP and related grants, including evolving needs as plan implementation progresses.

Task 4.3 – Develop Priority Projects
Kimley-Horn will provide recommendations for operational safety improvements and develop project sheets for up to five high crash locations to improve roadway, traffic, and pedestrian safety. The sheets will profile the existing safety performance of the location, will include an aerial photo and map, and will outline potential countermeasures that had been identified through the safety analysis and workshop tasks and been approved by the City. Each countermeasure will also have a reported benefit/cost. These sheets will provide the City with a scalable overview of the most cost-effective safety options at each location based on the level of resources available, allowing for phased implementation of multiple countermeasures, or to go straight to implementation of the most cost-effective solutions. Projects will be reviewed and recommended for available grants.

Task 4 Deliverables:
 List of Priority Criteria and Priority Areas
 Safety Countermeasure Toolbox
 Up to Ten (10) Project Sheets Including List of Potential Projects  Cost estimates, mapping, and cost/benefit ratio of proposed safety improvements Task 5. Implementation Program
Projects will be analyzed on their potential to reduce crash activity. Projects with the greatest and most cost-efficient crash reduction potential will be prioritized. Short-term, medium-term, and longer-term projects will be identified based on their cost and likelihood of reducing crashes.

The Kimley-Horn team will work with the City to develop an action plan and provide guidance for securing funding to address recommendations and achieve the goals and objectives identified for the LRSP.

This plan will also include a program for updates to the LRSP and an` analysis procedure that City staff can use to update the network screening results to determine the effectiveness of countermeasures that have been implemented and to establish new priorities as existing ones are addressed and as roadway conditions and driver expectations change.

The implementation plan will include the recommendations for education and enforcement programs for City consideration and future HSIP/OTS grants.

Task 5: Deliverables:
 3 Project Packages for Grant Applications
 Technical Memorandum #3: Implementation Plan
 Two Cycle 11 HSIP Applications

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Task 6. LSRP Development
Task 6.1 – Draft LRSP
Kimley-Horn will prepare a Draft LRSP to document the findings of the previous tasks. The draft report will be submitted to the City for review and comment, and we will assist in circulating the Draft LRSP to identified stakeholders for review. Kimley-Horn will collect a consolidated set of comments from City staff and stakeholders to refine the report into a final document. Kimley-Horn will submit a 60% draft submittal and an 85% draft submittal of the LRSP report.

Task 6.2 – Final LRSP
Kimley-horn will respond to all comments and incorporate feedback received on the Draft LRSP into the Final LRSP. This document will guide the City’s effort to improve transportation safety and reduce the number of incidents and the severity of those incidents on our transportation systems.

The LRSP will be a living document and analysis methods will be clearly outlined to facilitate future updates as the City completes projects, gets new collision data, as needs and priorities change, and seeks funding in future cycles after this report has reached its lifespan of up to five years per LRSP guidelines.

Kimley-Horn, along with City staff, will take the lead on plan adoption and present the Final LRSP to City Council.

Task 6 Deliverables:
 60% Draft LRSP
 85% Draft LRSP
 Final LRSP

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Methodology (Section 5)
The following section describes analysis methodology undertaken to evaluate safety at a systemic level.

Using a network screening process, a list of locations within the City that will most likely benefit from safety enhancements will be identified. Using historic collision data, collision risk factors for the entire network are derived. The outcomes will inform the identification and prioritization of engineering and non- infrastructure safety countermeasures that address certain roadway characteristics and related behaviors that contribute to motor vehicle collisions with active transportation users.

Existing Guidance
This process uses the latest National and State best practices for statistical roadway analysis described as follows:

Local Roadway Safety Manual
The purpose of the Local Roadway Safety Manual: A Manual for California’s Local Road Owners (Version

1.5, April 2020) is to encourage local agencies to pursue a proactive approach to identifying and analyzing safety issues when preparing to compete for project funding opportunities. A proactive approach is defined as analyzing the safety of the entire roadway network through either a one-time network-wide analysis or by routine analyses of the roadway network.

According to the Local Roadway Safety Manual (LRSM), “The California Department of Transportation (Caltrans) Division of Local Assistance is responsible for administering California’s federal safety funding intended for local safety improvements.”
To provide the most benefit and to be competitive for funding, the analysis leading to countermeasure selection should focus on both intersections and roadway segments and be considerate of roadway characteristics and traffic volumes. The result should be a list of locations that are most likely to benefit from cost-effective countermeasures, preferably prioritized by benefit/cost ratio. The manual suggests using a mixture of quantitative and qualitative measures to identify and rank locations that considers both crash frequency and crash rates. These findings should then be screened for patterns such as crash types and severity to aid in the determination of issues causing higher numbers of crashes and the potential countermeasures that could be most effective. Qualitative analysis should include field visits and a review of existing roadway characteristics and devices. The specific roadway context can then be used to assess what conditions may increase safety risk at the site and systematic level.

Countermeasure selection should be supported using Crash Modification Factors (CMFs). These factors are the peer reviewed product of before and after research that quantifies the expected rate of collision reduction that can be expected from a given countermeasure. If more than one countermeasure is under consideration, the LRSM provides guidance on how to apply CMFs appropriately.

Highway Safety Manual
“The AASHTO Highway Safety Manual (HSM), published in 2010, presents a variety of methods for quantitatively estimating crash frequency or severity at a variety of locations.” This four-part manual is divided as follows:

A. Introduction, Human Factors, and Fundamentals
B. Roadway Safety Management Process
C. Predictive Method
D. Crash Modification Factors

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Chapter 4 of Part B of the HSM discusses the network screening process. The network screening process is a tool for an agency to analyze their entire network and identify/rank locations that (based on the implementation of a countermeasure) are most likely to least likely to realize a reduction in the frequency of collisions.

The HSM identifies five steps in this process:

1. Establish Focus. Identify the purpose or intended outcome of the network screening analysis.

This decision will influence data needs, the selection of performance measures and the screening method that can be applied.

2. Identify Network and Establish Reference Populations. Specify the types of sites or facilities being screened (i.e., segments, intersections, geometrics) and identify groupings of similar sites or facilities.

3. Select Performance Measures. There are a variety of performance measures available to evaluate the potential to reduce crash frequency at a site. In this step, the performance measure is selected as a function of the screening focus and the data and analytical tools available.

4. Select Screening Method. There are three principal screening methods described in this chapter (i.e., ranking, sliding window, peak searching). Each method has advantages and disadvantages; the most appropriate method for a given situation should be selected.

5. Screen and Evaluate Results. The final step in the process is to conduct the screening and analysis and evaluate the results.

The HSM provides several statistical methods for screening roadway networks to identify high risk locations based on overall collision histories. In addition to identifying the total number of collisions, this study uses a method referred to as Critical Crash Rate to analyze the data.

Analysis Techniques
Collision and Network Screening Analysis
Intersections and roadways were analyzed using four collision metrics:
 Number of Collisions
 Critical Crash Rate (HSM Ch. 4)
 Probability of Specific Crash Types Exceeding Threshold Proportion (HSM Ch. 4)  Equivalent Property Damage Only (HSM Ch. 4)
The initial steps of the collision analysis established sub-populations of roadway segments and intersections that have similar characteristics. For this study, intersections were grouped by their control type (Signalized or Unsignalized) and segments by their roadway category (Major Arterial, Primary Arterial, Secondary Arterial, Collector Arterial, Local). Individual collision rates were calculated for each sub-population. The population level crash rates were then used to assess whether a specific location has more or fewer crashes than expected. These sub-populations were also used to determine typical crash patterns to help identify locations where unusual numbers of specific crash types are seen.

The network screening process ranks intersections and roadway segments by the number of crashes that occurred at each one over the analysis period, and then identifies areas that had more of a given type of crash than would be expected for that type of location. These included the following crash type factors:

1. Collision injury (fatal, serious injury, other visible injury, complaint of pain, property damage only)

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2. Collision type (broadside, rear-end, sideswipe, head-on, hit object, overturned, bicycle, pedestrian, other)

3. Environmental factors (lighting, wet roads)

4. Driver behavior (aggressive)

5. Driver impairment.

With these additional factors, the locations were further analyzed and assigned a new rank.

From the results of the network screening analyses, a short-list of locations was chosen based on crash activity, crash severity, crash patterns, location type, and area to provide the greatest variety of locations covering the widest range of safety opportunities for safety toolbox development. The intent is to populate the safety toolbox with mitigation measures that will be applicable to most of the crash activity in the city.

Ten locations will ultimately be selected for mitigation analysis.

Statistical Performance measures
Critical Crash Rate (CCR)
Reviewing the number of collisions at a location is a method used to understand the cost to society incurred at the local level; however, it does not give a complete indication of the level of risk for those who use that intersection or roadway segment daily. The Highway Safety Manual describes the Critical Crash Rate method which provides a statistical review of locations to determine where risk is higher than that experienced by other similar locations. It is also the first step in analyzing for patterns that may suggest systemic issues that can be addressed at that location, and proactively at others to prevent new safety challenges from emerging.

The Critical Crash Rate compares the observed crash rate to the expected crash rate at a location based on facility type and volume using a locally calculated average crash rate for the specific type of intersection or roadway segment being analyzed. Based on traffic volumes and a weighted citywide crash rate for each facility type, a critical crash rate threshold is established at the 95% confidence level to determine locations with higher crash rates that are unlikely to be random. The threshold is calculated for each location individually based on its traffic volume and the crash profile of similar facilities.

C
CR Data Needs
CCR can be calculated using:
 Daily entering volume for intersections, or VMT for roadway segments  Intersection control types to separate them into like populations 1 Source: Highway Safety Manual

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 Roadway functional classification to separate them into like populations  Collision records in GIS or tabular form including coordinates or linear measures CCR Strengths
 Reduces low volume exaggeration
 Considers variance
 Establishes comparison threshold
CCR Methodology
The process of analyzing the CCR and comparing locations (separately by intersections and segments) is a multi-step process. The first step in the process undertaken to develop initial rankings of locations is to establish a city-wide crash rate for each facility population. These populations are broken into two categories with sub-categories:

Intersection:
 Signalized
 Unsignalized
Roadway Classification:
 Major Arterial
 Minor Arterial
 Secondary
 Collector
 Local
The individual crash rate for each location was then calculated based on the associated traffic volume.

This volume was either collected through data count resources or calculated based on the roadway classification. The next step was to establish a Significance Threshold. This Threshold was used to determine what level of exceedance (how much the crash rate exceeded the critical crash rate) a location must have based on traffic volume to provide a high level of confidence that the collision occurring at the location is not random. For this study, a confidence level of 95% was used. The local crash rates were then compared to Significance Threshold to see if each location exceeded the expected CCR and if so, by how much. After this analysis was completed, the locations were ranked by their categories according to that level of exceedance.

Equivalent Property Damage Only (EPDO)
The equivalent property damage only (EPDO) method is described in the Highway Safety Manual. This method assigns weighting factors to crashes based on injury level (severe, injury, property damage only) to develop a property damage only score. In this analysis, the injury crash costs were calculated for each location (based on the latest Caltrans injury costs). This figure is then divided by the injury cost for a property damage only crash. The resulting number is the equivalent number of property damage only crashes at each site. This figure allows all locations to be compared based on injury crash costs. (Highway Safety Manual, Chapter 4).

The Highway Safety Manual describes the methodology for determining the probability that crash type is greater than an identified threshold proportion. This helps to identify locations where a crash type is more likely to occur.

EPDO Data Needs
The probability of a specific crash type can be determined using collisions records with location data, and classifications of the locations (intersections or segments) studied.

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EPDO Strengths
 Can be used as a diagnostic tool
 Considers variance in data
 Not affected by selection bias
The HSM methodology first determines the frequency of a specific collision type at an individual location, then determines the observed proportion of that collision type relative to all collision types at that location.

A threshold proportion is then determined for the specific collision type; HSM suggests utilizing the proportion of the collision type observed in the entire reference population (e.g. throughout the entire City of Chino).

These proportions are then utilized to determine the probability that the proportion of a specific crash type is greater than the long-term expected proportion of that crash type. 2 Source: Highway Safety Manual

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Project Management (Section 6)
Kimley-Horn is a full-service engineering, planning, and environmental consulting firm providing a comprehensive range of services to public and private clients throughout the United States. Founded in 1967, our company has grown
from a small group of traffic engineers and transportation planners to a multidisciplinary firm of more than 5,500 in 99 offices nationwide. Our 11 California offices include an office in Downtown Los Angeles which will serve as our home office for this LRSP.

Our organizational structure is comprised of our local office practice leaders, technical and project support staff; a regional leader; production managers; and business, human resource, and marketing managers.

This structure has led to financial stability within the firm. In addition, we uphold a disciplined focus on business fundamentals operate the firm conservatively, and our internal controls and business standards—promoted by our leadership team—are intended to keep our foundation strong.

Kimley-Horn’s approach to starting a project includes many tasks: develop a comprehensive work plan and project scope including phased tasks; identify scheduling, manpower, and materials requirements; establish a schedule showing key project tasks, milestones, and regular progress meetings; customize the work plan according to client needs and project schedule and budget; and secure a commitment from the various quality reviewers needed for our quality control and assurance plan. By the nature of its requirements, Kimley-Horn’s project management system produces deliverables that are common to nearly all projects:
 Progress reports that highlight all task-related activities and allow identification and resolution of problems or issues before they affect schedule and budget  Regular and concise technical reports that summarize the findings of each specific task so that all project team members can continually evaluate the project’s progress  Reports and results of public meetings and workshops
 Ongoing electronic communications among all members of the project team, including email and (if desired) an internet home page to allow anyone in the project area or across the nation to keep up with the progress of the project and upcoming meetings and activities  User-friendly invoices so you can stay up to date on all project management activities  Timely meeting summaries and notes to document the progress of the project A Project Work Plan will be developed at the onset of the project. The Project Work Plan will contain the project scope, schedule, and budget and will identify team member roles and responsibilities. The Project Work Plan will be provided to project team members so that we are working toward the same goals and everyone understands their roles. Subconsultants will be managed using formal subcontracts specifying required deliverables, budget, and schedule. The team will be managed to engage technical specialists to address specific project issues at appropriate phases of the project such that the team organization is transparent to the City.

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Assigned Personnel (Section 7)
Our project team is unsurpassed in local knowledge and relevant experience and has been structured to provide strong support to the City of Monterey Park. Notably, our team will be managed by Kyle McGowan, AICP, a successful Kimley-Horn project manager with over six years of experience on traffic safety projects. Kyle and his team have a thorough knowledge of the LRSP process and extensive experience coordinating communications between stakeholder groups and City staff throughout plan development. Kyle will serve as your point of contact and will maintain a close working relationship with City staff throughout the duration of the project. He will oversee a team of well-qualified individuals as well as one subconsultant, who are experienced in safety planning and engineering.

Kimley-Horn will pair our in-house, certified team with Crossroads Software, Inc. (Crossroads), a California-based software development company specializing in software for traffic divisions of police departments and traffic engineering departments. Their systems produce and track traffic citation, traffic collision, and DUI arrest documents. With over 30 years of experience, Jeff Cullen will work alongside Kimley-Horn to collect data for this project as the Crossroads team has done on many projects across California.

Kimley-Horn has the required license to perform the scope of services for this project. Specific information regarding relevant individual licenses can be found in the resumes section below. These resumes also outline the education, credentials, training, and related experience of our team members. Our team has the availability necessary to support the City throughout the term of this contract.

The organizational chart below delineates the roles and responsibilities of our personnel on this pursuit.

Full resumes are provided for our key personnel beginning on the following page.

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Kyle McGowan, AICP
Kyle has more than six years of experience in the
traffic engineering field. His experience providing
engineering design support includes crash and
roadway analyses, document review, and data
collection. Kyle has also been involved in the
implementation of Goods Movement, Connected
Vehicle, and Integrated Corridor Management (ICM) projects in southern California, where he utilized ArcGIS and design skills to prepare reports and maps of ITS infrastructure improvements. He is proficient with Synchro, Adobe Creative Suite, and SPSS.

Relevant Experience
 City of Santa Clarita, SSAR, Santa Clarita, CA – Analyst  City of Santa Clarita, LRSP, Santa Clarita, CA – Analyst  City of Eastvale, SSAR, Eastvale, CA – Analyst
 City of Perris, LRSP, Perris, CA – Analyst
 City of Palm Desert, LRSP, Palm Desert, CA – Analyst
 City of Goleta, Traffic Safety Study for the SSARP/LRSP, Goleta, CA – Analyst  City of Chino, Engineering & Traffic Survey – Project Manager  City of Seal Beach, LRSP, Seal Beach, CA – Analyst
 County of Imperial, SSAR for Varied Roadways, Imperial County, CA – Analyst  City of Indio, LRSP, Indio, CA – Analyst
 County of Mono, SSAR, Mono County, NV – Analyst
 City of Inglewood, Stadium Alternative Mitigation Measure: Intelligent Transportation Systems (ITS) Improvements, Inglewood, CA – Analyst
 LA Metro, Arterial ITS Inventory Tool Expansion (ITS First), Los Angeles County, CA – Analyst  LA Metro, Los Angeles County Regional ITS Architecture (RITSA) Update, Los Angeles, CA – Analyst
 City of Santa Clarita, ITS Phase VII, Santa Clarita, CA – Analyst  San Diego Association of Governments (SANDAG), San Diego and Western Riverside Counties Regional Park & Ride Strategy, San Diego/Western, Riverside, CA – Analyst Professional Credentials
 Master of Urban
Planning, University of
Southern California
 Bachelor of Science,
Urban and Regional
Planning, University of
Arizona
 American Institute of
Certified Planners
#33483

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Jean Fares, P.E.

Jean has more than 30 years of professional
experience in the fields of traffic and
transportation engineering, including systematic
safety analysis, traffic signal design, signal
system design, traffic signal timing, traffic
operations, signing and marking plans
preparation, and traffic control plans. In addition to signal design and corridor signal operations, Jean has extensive experience with ITS technologies.

Relevant Experience
 City of Santa Clarita, SSAR, Santa Clarita, CA – Project Manager  City of Santa Clarita, LRSP, Santa Clarita, CA – Project Manager  City of Perris, LRSP, Perris, CA – QC/QA Manager
 City of Palm Desert, LRSP, Palm Desert, CA – Project Manager  City of Goleta, Traffic Safety Study for the SSARP/LRSP, Goleta, CA – QC/QA Manager  County of Ventura, LRSP, Ventura County, CA – Principal-in-Charge  City of Ventura, SSAR, Ventura, CA – Project Engineer  City of Chino, On-Call Traffic Engineering Services, Chino, CA – Project Manager  City of Seal Beach, LRSP, Seal Beach, CA – Principal-in-Charge  County of Imperial, SSAR for Varied Roadways, Imperial County, CA – Project Manager  City of Glendale, On-Call Traffic Engineering Services, Glendale, CA – Project Manager  City of Thousand Oaks, On-Call Traffic Engineering Services, Thousand Oaks, CA – Project Manager  City of Culver City, On-Call Traffic Engineering Services, Culver City, CA – Project Manager  City of Downey, On-Call Traffic Engineering Services, Downey, CA – Project Manager  County of Los Angeles, On-Call Traffic Engineering Services, Los Angeles County, CA – Project Manager
 City of Palmdale, On-Call Signal Design Services, Palmdale, CA – Project Manager  City of Agoura Hills, On-Call Traffic Engineering, Agoura Hills, CA – Project Director  City of Porterville, On-Call Civil and Traffic Engineering, Porterville, CA – Project Manager  County of Riverside, On-Call Traffic Engineering Services, Riverside County, CA – Project Manager  City of La Quinta, SSAR, La Quinta, CA – Project Manager  City of Indio, LRSP, Indio, CA – Project Manager
Professional Credentials
 Bachelor of Science,
Architecture, California
State Polytechnic
University, Pomona
 Professional Engineer
in CA #TR2097

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Darryl dePencier, AICP, GISP, RSP 2B
Darryl has been conducting transportation
safety for more than 15 years. He has
developed tools to root out the spatial
relationships between crash events to
determine the factors and conditions that
increase the probability of vehicle crashes. His
experience ranges from establishing safety policy language to network screening, crash site engineering reviews and developing countermeasure toolboxes. Darryl also conducts statistical analyses of crash activity using methods presented in the Highway Safety Manual, the Local Roadway Safety Manual, and customized analyses for unusual locations or conditions. He has worked on studies at the statewide, regional, local, and site-specific levels that include guidance documents, LRSPs, safety thresholds and audits, and local countermeasure recommendations.

Relevant Experience
 City of Artesia, LRSP, Artesia, CA – Project Manager
 City of Santa Clarita, SSAR, Santa Clarita, CA – Project Planner  City of Anaheim, LRSP, Anaheim, CA – Project Planner
 City of Eastvale, SSAR Eastvale, CA – Project Manager  City of Perris, LRSP, Perris, CA – Project Manager
 City of Palm Desert, LRSP, Palm Desert, CA – Project Planner  City of Imperial Beach, LRSP, Imperial Beach, CA – Project Planner  City of Goleta, Traffic Safety Study for the SSAR/LRSP, Goleta, CA – Project Planner  City of Santa Cruz, LRSP, Santa Cruz, CA – Project Manager  Caltrans, Strategic Highway Safety Plan (SHSP) Update and Implementation, Statewide, CA – Project Planner
 Caltrans, Safety Performance Measure Target Setting Analysis, Statewide, CA – Project Planner  County of Ventura, LRSP, Ventura County, CA – Project Manager  City of Ventura, SSAR, Ventura, CA – Project Manager
 City of Lancaster, SSARP, Lancaster, CA – Project Manager  City of Seal Beach, LRSP, Seal Beach, CA – Project Planner  City of La Quinta, SSAR, La Quinta, CA – Project Planner  County of Imperial, SSAR for Varied Roadways, Imperial County, CA – Project Planner  County of San Joaquin, SSAR, San Joaquin County, CA – Project Planner Professional Credentials
 Master of Science,
Urban Spatial Analysis,
University of
Pennsylvania
 Bachelor of Science,
Geography, Carleton
University, Ottawa
 Certificate, Geographic
Information Systems,
Algonquin College,
Ottawa
 American Institute of
Certified Planners
#026552
 Geographic Information
Systems Professional
#59317
 Road Safety
Professional
1 #273
 Road Safety
Professional2B #17

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Jason Melchor
Jason is a professional engineer with more than
20 years of experience in traffic engineering and
transportation planning. He has worked with
clients in Orange, Los Angeles, Riverside, and
San Diego Counties to complete systemic
safety studies, traffic impact studies, and
perform the technical analysis for a variety of safety projects, transportation planning projects, parking studies, transit analysis, site plan reviews, and circulation studies. His traffic engineering experience includes traffic signal design, signing and striping, traffic control, and signal interconnect design plans. He has acted as in-house staff for the cities of Irvine and Huntington Beach to review development studies and design plans. In this role, Jason worked directly with developers and City staff to provide comments on plan and document submittals.

Jason also has experience working with a variety of traffic engineering software programs and computer design packages.

Relevant Experience
 City of Seal Beach, LRSP, Seal Beach, CA
 City of Anaheim, LRSP, Anaheim, CA
 City of Palm Desert, LRSP, Palm Desert, CA
 City of Perris, LRSP, Perris, CA
 City of Goleta, Traffic Safety Study for SSAR, Goleta, CA  City of Santa Cruz, LRSP, Santa Cruz, CA
 County of Ventura, LRSP, Ventura County, CA
 City of La Quinta, SSAR, La Quinta, CA
 City of Eastvale, SSAR, Eastvale, CA
 City of Ventura, SSAR, Ventura, CA
 City of Santa Clarita, SSAR, Santa Clarita, CA
 County of Imperial, SSAR for Varied Roadways, Imperial County, CA  RCTD, Horizontal Curve Assessment, Riverside County, CA  City of Santa Ana, Santa Ana Boulevard and 5th Street Bikeway, Santa Ana, CA  City of Anaheim, Gene Autry Way Improvements, Anaheim, CA Professional Credentials
 Bachelor of Science,
Civil Engineering,
Specialization in
Transportation,
University of California,
Irvine
 Professional Engineer
in California #C65218
 Institute of
Transportation
Engineers (ITE),
Member
 Orange County Traffic
Engineering Council,
Member

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Amanda Forsans
Amanda’s background is in civil engineering
and applied mechanics backed by successful
internship experience and knowledge of
engineering methods, principles,
specifications, and standards. She has
experience working on LRSPs in the Southern California region and is very familiar with analysis required for these projects.

Relevant Experience
 City of Santa Clarita, LRSP, Santa Clarita, CA – Analyst  County of Ventura, LRSP, Ventura County, CA – Analyst  City of Seal Beach, LRSP, Seal Beach, CA – Analyst
 City of Costa Mesa, LRSP, Costa Mesa, CA – Analyst
 City of Indio, LRSP, Indio, CA – Analyst
Zander Dally
Zander has technical skills in Mapping and
Spatial Analysis, Graphic Design, Travel
Demand Modeling, and Statistical Analysis. He
is knowledgeable in ArcGIS (ArcPro, ArcMap,
ArcScene, ArcCatelog, Story Map), Adobe
Creative Cloud (Photoshop, InDesign,
Illustrator), SketchUp, Canva, Bentley CUBE, IBM SPSS Statistics, and Microsoft Excel. Zander has previous experience working on LRSPs and similar transportation projects.

Relevant Experience
 City of Costa Mesa, LRSP, Costa Mesa, CA – Analyst
 City of Seal Beach, LRSP, Seal Beach, CA – Analyst
 City of Roseville, LRSP, Roseville, CA – Analyst
 City of Tracy, LRSP, Tracy, CA – Analyst
 City of Santa Maria, LRSP, Santa Maria, CA – Analyst
 San Gabriel Valley Council of Governments, San Gabriel Valley Transit Feasibility Study, Los Angeles County, CA – Analyst
 Los Angeles County Metropolitan Transportation Authority (Metro), North Hollywood to Pasadena BRT, Los Angeles County, CA – Analyst
Professional Credentials
 Bachelor of Science,
Civil Engineering,
McGill University
Professional Credentials
 Master of Science,
Urban and Regional
Planning, Florida State
University
 Bachelor of Science,
International Relations,
Florida State University

Mo
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Jeff Cullen
With more than 30 years of experience
in the fields of traffic/transportation,
computer applications, and software development, Jeff brings an ability to develop powerful yet practical programming/hardware solutions to each project. Some of his accomplishments in the area of computer applications for transportation engineering include:
 Designing, developing, and implementing software packages for traffic collision and citation reporting and analysis; traffic signal design; graphics and mapping; radar speed study analysis and summary; license plate matching; traffic signal timing and coordination; and transportation planning  Using the Microsoft Windows-based Crossroads Software Collision Database package to design and implement application database systems for more than 430 agencies throughout California, Nevada, and Washington, including the cities of Los Angeles, Ventura, Long Beach, Redmond, Fresno, Stockton, and Las Vegas; the counties of Riverside, Los Angeles, Ventura, San Diego, Santa Clara, San Bernardino, and Santa Clara; and many others
 Developing a full-featured Traffic Control Device Inventory System using Microsoft Access complete with GIS mapping and work order tracking capabilities
Supplementing Jeff’s vast experience in computer systems and software development is hands-on involvement analyzing and summarizing data (utilizing Crossroads Software systems) and preparing traffic signal, preliminary engineering, and final design plans for numerous projects utilizing various design packages.

Relevant Experience
 City of Santa Clarita, LRSP, Santa Clarita, CA – Data Collection  City of Santa Clarita, Citywide SSAR, Santa Clarita, CA – Data Collection  City of Anaheim, LRSP, Anaheim, CA – Data Collection
 City of Perris, LRSP, Perris, CA – Data Collection
 City of Palm Desert, LRSP, Palm Desert, CA – Data Collection  City of Imperial Beach, LRSP, Imperial Beach, CA – Data Collection  City of Goleta, Traffic Safety Study for the SSAR/LRSP, Goleta, CA – Data Collection  City of Santa Cruz, LRSP, Santa Cruz, CA – Data Collection  City of Ventura, SSAR, Ventura, CA – Data Collection
 City of Indio, LRSP, Indio, CA – Data Collection
 City of La Quinta, SSAR, La Quinta, CA – Data Collection  County of Imperial, SSAR for Varied Roadways, Imperial County, CA – Data Collection Professional Credentials
 Bachelor of Science,
Computer Science with
Mathematics, California
State University,
Fullerton

Schedule (Section 8)
Kimley-Horn understands the importance of the project schedule and is dedicated to completing this project on time. We understand that the sooner this project is completed, the sooner the action plan can move forward, and the City can more effectively implement projects that reduce fatal and serious injury collisions. Our team has a proven track record of completing projects on schedule and we recognize a major factor in successful projects is adhering to all established deadlines. This ensures that projects stay on track in the review cycle, avoid delays, and that project funding is used prudently and efficiently. Kimley-Horn’s proposed schedule of work is presented below.

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Program Monitoring (Section 9)
At Kimley-Horn, quality is in our DNA; we make sure all our projects go through a thorough quality control process. We start at the milestone date and back calculate critical paths and create realistic, manageable project schedules.

Work Planning. Kimley-Horn creates a work plan for every project. The work plan is a living document that shows the specific steps and the effort needed to reach each milestone. Budget hours are included for quality for each task because we believe quality is part of the deliverable, not an afterthought. This tool is initially used to estimate the budget and labor effort needed and then can be used to create a “look ahead” schedule.

Milestones/Castaheads. Milestones and Castaheads are internal tools that Kimley-Horn uses to track the workload of staff. These tools allow us to shift resources throughout the firm as necessary to meet project deadlines. Since Kimley-Horn is a one-profit-center firm, there is no need to get formal requests from a different office to pull in resources. These tools help us pull in the right people with the right experience to finish the project. We can easily integrate team members from around the firm into the project without having to sign an inter-office teaming agreement or deal with any other internal red tape. This is where Kimley-Horn is unique; we can provide the local touch of a smaller firm while also providing the resources of a national firm.

Quality Control/Quality Assurance (QC/QA). At Kimley-Horn, projects have an internal QC/QA manager assigned at the beginning of the project to provide independent overview. The QC/QA manager is typically a senior staff member who is not involved in the day-to-day responsibilities of the project, but who is qualified to conduct quality control reviews. The reviewer’s duties include checking project deliverables (i.e., reports or design plans), and review and approve all work products before they are submitted to the City.

Efforts to Achieve Client Satisfaction
Beyond Kimley-Horn’s internal controls to meet client deadlines, communication is an important aspect of meeting your satisfaction. We know that your time is extremely valuable, and thus we make every attempt to optimize your time when needed. We value face-to-face meeting opportunities at key and critical milestones, including design submittals, presentations of guidance documents and major project assumptions, and addressing crucial project issues that may affect the project schedule or cost. We have found that these face-to-face meetings are valuable and have resulted in more effective and efficient communication. When faced with complexities and challenges, our approach is to present ideas and recommendations to help you resolve them quickly and cost-effectively.

We are not shy about asking how we are doing. In fact, Kimley-Horn performs client quality calls to gather honest feedback about what we can do better. It is critical to communicate early and often to make sure we are meeting your expectations.

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City Resources (Section 10)
Minimal City staff resources will be required to supplement Kimley-Horn activities on this project.

Kimley-Horn will work with Crossroads Software, Inc. to obtain all required collision data from statewide and City collision databases. Kimley-Horn staff will clean and analyze the collision data and provide the analysis in a presentable format to City staff. Kimley-Horn will work with City staff to obtain all other required data for the analysis process. Kimley-Horn will prepare agendas, presentations, and other meeting materials for all project update and stakeholder meetings. City staff is expected to attend project update meetings, stakeholder meetings, and the field tour. City staff is also expected to review and comment on project deliverables such as technical memos, case study sheets, and the draft LRSP report.

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Subcontractors (Section 11)
Kimley-Horn will pair our in-house, certified team with Crossroads Software, Inc. (Crossroads), a California-based software development company specializing in software for traffic divisions of police departments and traffic engineering departments. Their systems produce and track traffic citation, traffic collision, and DUI arrest documents. With over 30 years of experience, Jeff Cullen will work alongside Kimley-Horn to collect data for this project as the Crossroads team has done on many projects across California.

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Contractor Capability and References (Section 12)
Experience and Qualifications
Our proposed project team brings technical knowledge and partners that will enhance the progress of an accurate and effective LRSP. In summary, the Kimley-Horn team offers specialists for the following service areas to support you in this endeavor:

Traffic Engineering
Our team brings comprehensive traffic engineering experience in traffic engineering and operations and traffic studies and analyses, including the evaluation of operational characteristics, safety, capacity, circulation, flow, and access. Our traffic engineers are highly-trained and capable in using software—including VISSIM, CORSIM, HCS+, Synchro/SimTraffic, SIDRA Intersection, Signal 2020, and Transyt-7F—to evaluate the operating conditions for existing or proposed roadway configurations. In addition, our staff has the ability to translate these analyses into easy-to-understand content for the general public, as well as public officials and other stakeholders. Detailed services we provide include:
 Safety studies
 High accident location
studies
 Access-Egress and
internal circulation
studies
 Speed, classification, and
volume studies
 Origin-Destination
studies
 Traffic calming studies
and cut-through analysis
 Data collection
 Collision analysis
 Freeway, arterial, and
intersection capacity
analysis
 Interchange justification/
modification reports
 Traffic
simulation/animation
 Sidewalk needs studies
 Asset inventory
 Traffic Impact Analysis
(TIA) studies
 Roundabout feasibility
studies
 Median modification
studies
 Maintenance of traffic
plans
 Expert testimony
LRSP
Kimley-Horn understands that an LRSP is a proactive approach to safety analysis. Existing crash patterns show part of the safety picture, but only show us where crashes have occurred, not necessarily where conditions that elevate the risk of crashes exist. An LRSP is intended to identify high crash locations within a city or county and diagnose what conditions might contribute to that elevated crash activity. The LRSP then identifies countermeasures that can be applied systemically throughout the city or county where those conditions exist to remove those higher risk conditions before crashes occur.

We recognize that an LRSP is not fixed in its scope or breadth and that each jurisdiction faces unique safety challenges, driver behavior patterns, and historical roadway development. Our approach is to explore what is normal within the City of Monterey Park. In an effort to provide completeness and to set safety benchmarks customized for the City, our approach will be to:
 Refine the work plan with City staff
 Conduct a citywide network screening to establish crash rate benchmarks for intersections and roadway segments
 Identify locations with the highest crash volumes and highest risk factors based on network screening (from the designated corridors and intersections)
 Map crash patterns at higher crash locations

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 Conduct field review of higher crash locations
 Identify countermeasures that would likely reduce crashes  Establish template projects and benefit/cost assessments to produce short, medium, and long-term projects that the City can pursue funding for
 Actively engage with stakeholders
 Focus on driver behavior factors as well as roadway engineering Bicycle and Pedestrian Planning
We prioritize implementable solutions that enable safe and comfortable access for multimodal users, accounting for bicyclists and pedestrians of various ages and abilities. Our bicycle and pedestrian planning experience includes municipal, regional, and statewide plans, corridors, and wayfinding studies. We have successfully actualized countless on-street bikeway, sidewalk, and greenway designs as well as innovative operational studies such as for in-road bicycle detection systems.

We are frequently asked to take our bicycle and pedestrian planning projects from design to construction administration, demonstrating our clients’ trust in the quality of our project delivery and resulting product.

Traffic Data Collection
Our team members are skilled at using manual and advanced technology to collect traffic data.

Based on the need, our team can capture field data with basic methods or through the use of portable GPS devices that allow digital photo linking capabilities and direct importation into GIS mapping and software such as ESRI ArcGIS. We take care to obtain accurate data because it is the basis for a traffic study. Often, some data (such as accident reports or recent traffic counts) can be obtained from existing sources. However, if new data is needed, Kimley-Horn knows the criteria for data collection, documentation, and compilation.

Grant Writing
Our planning studies are geared toward practical, community-based solutions that meet the objectives of many grant programs. We have a consistent record of winning grants from the Active Transportation Program (ATP), Smart Growth Program, and HSIP. With our recent experience completing the statewide HSIP implementation plan, we have the most direct pipeline to obtaining funding. In the past few years alone, we have helped clients secure more than $200 million for the implementation of various projects. We can harness our experience to assist the City with understanding deadlines, application processes, and scoring criteria associated with grant funding. Identifying projects through the LRSP is an important first step; getting them funded and built is key to actualizing change.

Caltrans Knowledge
Kimley-Horn has completed projects in more than 70 municipalities in California, many of which involved some level of coordination with Caltrans. As a result, we have developed a clear understanding of standards, procedures, and local assistance programs. Our established relationships with Caltrans staff in various districts, including District 7, and our experience on the ongoing SHSP project will prove useful to future LRSPs. Kimley-Horn and the proposed team offer insights to navigating regulatory challenges, codes, procedures, and infrastructure requirements.

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Project Experience
Kimley-Horn has vast consecutive experience working with local and state agencies to develop their safety projects across California (demonstrated by the map below). Project manager Kyle McGowan has over six years of safety experience alone. The following pages describe the applicable experience of the proposed team along with client references to demonstrate the depth of familiar projects and quality of Kimley-Horn’s services within California.

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City of Santa Clarita, SSAR/LRSP, Santa Clarita, CA
Kimley-Horn developed a bicycle and pedestrian-focused SSAR for the City of Santa Clarita. The report focused on the locations and factors involved with bicycle and pedestrian crashes in the City and included a toolbox of countermeasures specifically tailored to improving bicycle and pedestrian safety. Kimley- Horn is also developing an LRSP focused on all roadway users. This plan uses a statistical evaluation of citywide crash data to identify emphasis areas that the City can focus on safety resources to reduce traffic injuries. The plan includes a broader countermeasure toolbox of engineering, policy, program, and enforcement measures that the City can draw from.

Project Team: Darryl dePencier, Project Planner; Jean Fares, Project Manager; Kyle McGowan, Analyst City of Perris, LRSP, Perris, CA
Kimley-Horn assisted the City of Perris with their LRSP to help prioritize the most effective ways to improve traffic safety for all users, as part of a statewide goal to reduce traffic injuries and fatalities. The LRSP addressed safety through roadway improvements, measures to modify driver behavior, and improved emergency response. The LRSP resulted in a set of data-driven recommendations, coupled with input from key stakeholders representing the four E’s of safety included in the SHSP; engineering, enforcement, education, and emergency services.

Project Team: Darryl dePencier, Project Manager; Jason Melchor, Project Engineer; Kyle McGowan, Analyst City of Palm Desert, LRSP, Palm Desert, CA
Kimley-Horn developed an LRSP for the City of Palm Desert that identified the trends and patterns for traffic collisions in the City and included a customized toolbox of countermeasures that address the most common local challenges that align with statewide funding priorities.

Project Team: Darryl dePencier, Project Manager; Jean Fares, Principal-in-Charge; Kyle McGowan, Analyst City of Artesia, LRSP, Artesia, CA
Kimley-Horn is working with the City of Artesia to develop an LRSP that uses local crash histories to identify trends and patterns within the City that will inform the development of a customized countermeasure toolbox. The plan will identify locations with higher crash rates, higher crash costs, and crash patterns to determine the physical roadway characteristics and driver attributes that contribute to the largest number and highest severity of crashes.

Project Team: Darryl dePencier, Project Manager; Jason Melchor, Project Engineer City of Anaheim, LRSP, Anaheim, CA
The City of Anaheim received grant funding from Caltrans to conduct an LRSP to help the City identify and prioritize the most effective ways to improve traffic safety for all users, as part of a statewide goal to reduce traffic injuries and fatalities. The LRSP addresses safety through roadway improvements, measures to modify driver behavior, and improved emergency response. The LRSP has resulted in a set of data-driven recommendations, coupled with input from key stakeholders representing the four E’s of safety included in the SHSP: engineering, enforcement, education, and emergency services. Kimley-Horn is developing the LRSP for the City, which includes a customized toolbox of countermeasures that address the most common local challenges that align with statewide funding priorities.

Project Team: Darryl dePencier, Project Planner; Jason Melchor, Project Manager

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City of Eastvale, SSAR, Eastvale, CA
Kimley-Horn provided engineering services to prepare an SSAR with a focus on addressing safety concerns for vehicular and pedestrian patterns associated with available collision data for the most recent three- or five-year period for which data is available. The goal was to provide the City with an overall understanding of available traffic data and safety analysis to identify areas with a high risk for collisions that will allow the City to plan for future safety improvements for the short, mid, and long-term.

Project Team: Darryl dePencier, Project Manager; Jason Melchor, Project Engineer City of Imperial, LRSP, Imperial Beach, CA
Kimley-Horn provided traffic safety services to prepare an LRSP, including a citywide traffic collisions analysis identifying safety issues throughout the City’s road network. The overall goal of this project was to provide the City with a detailed understanding of high-risk locations for collisions and identify engineering, education, and enforcement countermeasures that would allow the City to plan for future safety improvements for the immediate, mid-range, and long-term. This document provided guidance on selecting projects that will be well defined for future grant cycles. The project involved partnership with Crossroads and detailed crash data analysis to identify the number of collisions collision risk factors and rates, collision types and severity, crash rates, and various environmental variables. Based on the findings for Imperial Beach having more frequent vulnerable user crashes (pedestrian, bicycle, motorcycle), infrastructure and non-infrastructure countermeasure recommendations to reduce the likelihood of future crashes were identified. The project also included public outreach and involvement to get feedback from residents.

Project Team: Darryl dePencier, Project Planner
City of Santa Cruz, LRSP, Santa Cruz, CA
Kimley-Horn is developing an LRSP for the City of Santa Cruz. The plan includes an evaluation of best safety practices and common safety challenges in the City. Our efforts included a field tour with key stakeholders while applying the necessary social distancing and safety measures. We accompanied the field investigation with successful virtual stakeholder meetings to gather additional stakeholder input. We have also included a customized toolbox of countermeasures that address the most common local challenges that align with statewide funding priorities.

Project Team: Darryl dePencier, Project Manager
Caltrans, Safety Performance Management Target Setting Analysis, Statewide, CA Kimley-Horn was selected for this project to assist Caltrans in coordinating with stakeholders across the state—including state agencies, MPOs, and tribal governments—to establish annual Safety Performance Measure Targets (SPMTs). Under the FAST Act, Caltrans is required to establish annual safety targets for each of the following five performance measures: 1) number of fatalities, 2) rate of fatalities, 3) number of serious injuries, 4) rate of serious injuries, and 5) number of non-motorized fatalities and non-motorized serious injuries. The project successfully set a process to assess roadway safety to assist with the planning on how to most effectively allocate safety funding. This project included stakeholder coordination and the development of a safety performance measure target dashboard developed with Tableau software. Some aspects of this dashboard are now available within the California SHSP Crash dashboard at https://shsp.dot.ca.gov/.

Project Team: Darryl dePencier, Project Planner

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Alternative Proposals (Section 13)
We have no alternative proposals to provide.

Conflict of Interest (Section 14)
At the time of writing this proposal, Kimley-Horn has no known conflicts of interest that would impact our ability to complete the scope of work outlined in the RFP.

Fee Proposal
Per the RFP, our fee proposal has been submitted in a separate sealed envelope.

City Council Staff Report
DATE: July 6, 2022
AGENDA ITEM NO:

TO: The Honorable Mayor and City Council
FROM: Anthony Antich, Interim Director of Public Works
SUBJECT: Traffic Signal Improvements – Receive and Appropriate Additional Highway Safety Improvement Program (HSIP) Cycle 7 Grant Funds and Issue Task Order to Transtech Engineers
RECOMMENDATION:

It is recommended that the City Council consider:

1. Authorizing the City Manager to receive and appropriate an additional $100,000 in Highway Safety Improvement Program (HSIP) Cycle 7 Grant Funds;

2. Authorizing a Task Order to Transtech Engineers, in an amount not to exceed $100,000, for Construction Engineering Services for the HSIP Cycle 7 Traffic Signal Improvement project; and

3. Taking such additional, related, action that may be desirable.

CEQA (California Environmental Quality Act):

The proposed project is categorically exempt from the requirements of the California Environmental Quality Act (CEQA) pursuant to 14 California Code of Regulations §15301 as a Class 1 categorical exemption (Existing Facilities). The project results in minor alterations to existing public facilities involving no significant expansion of the existing use. The Project is not anticipated to have any significant impacts with regards to traffic, noise, air quality or water quality.

EXECUTIVE SUMMARY:

The City was awarded a grant from Caltrans Highway Safety Improvement Program (HSIP) Cycle 7 for traffic signal improvements, CIP Project No. 96004. The City was recently awarded an additional $100,000 from Caltrans for this project. Staff recommends receiving and appropriating the additional funding for construction phase. Additionally, staff recommends issuing a Task Order under the City’s On-call Engineering Agreement 2282-A with Transtech Engineers, in an amount not to exceed $100,000, for the required Construction Engineering Services. Staff recommends transferring $100,000 of Measure R Funds from construction phase to construction engineering phase to pay for the required services.

BACKGROUND:

Consent Calendar - 3H

Staff Report

July 6, 2022
The City was awarded a grant from Caltrans Highway Safety Improvement Program (HSIP) Cycle 7 for traffic signal improvements at three downtown intersections: (1) Garfield Avenue and Hellman Avenue; (2) Garfield Avenue and Emerson Avenue; and (3) Alhambra Avenue and Hellman Avenue. The plans, specifications and estimates (bid package) was prepared by KOA Corporation in compliance with HSIP grant scope to improve the overall traffic safety and signal operations at these intersections. The signal improvements include installation of left-turn phasing as well as improvements to bring crosswalks and ADA ramps into compliance with appropriate standards.

The City was awarded a total of $832,500 from Caltrans HSIP Cycle 7 grant for Traffic Signal Improvements CIP Project No. 96004. A local match of $301,050 from Measure R Local Return funds has also been budgeted for a total project budget of $1,133,550.

The City was recently awarded an additional $100,000 from Caltrans for this project. Staff recommends receiving and appropriating the addi tional funding for construction phase.

Caltrans HSIP projects require Construction Engineering services including a Resident Engineer and Construction Manager to maintain required Caltrans compliant construction records throughout the term of the project. Additionally, the Resident Engineer and Construction Manager will be needed to assist with the City’s process reviews (audit) by Caltrans, required for federal project compliance.

Staff recommends issuing a Task Order, under the City’s On-call Engineering Agreement 2282-A, to Transtech Engineers in an amount not to exceed $100,000 for the required Construction Engineering Services. Transtech has supported the City since the application phase of the HSIP Cycle 7 grant and is able to provide both a Resident Engineer and Construction Manager to this project. Additionally, they will provide field inspections and field reviews as needed during project. Staff recommends transferring $100,000 of Measure R Funds from construction phase to construction engineering phase.

FISCAL IMPACT:

Staff recommends receiving and appropriating $100,000 in HSIP Funds to Capital Improvement Project No. 96004.

Below is the project funds breakdown:

Caltrans HSIP
Funds (Federal)
Caltrans HSIP
Local Match
(Measure R)
Measure R Local
Funds
TOTAL
Construction Contract +
10% contingency
$932,500 $103,611 $97,439 $1,133,550
Construction Engineering
Services
$0 $0 $100,000 $100,000
TOTAL $932,500 $103,611 $197,439 $1,233,550

Staff Report

July 6, 2022
Respectfully submitted by: Reviewed by:

Anthony Antich
Interim Director of Public Works
Martha Garcia
Director of Management Services
Approved by: Reviewed by:

Ron Bow
City Manager
Karl H. Berger
City Attorney
ATTACHMENT:

1. Caltrans Additional Funds – Form E-76

ATTACHMENT 1
Caltrans Additional Funds - Form E-76

Staff Report
July 6, 2022

City Council Staff Report
DATE: July 6, 2022
AGENDA ITEM NO:

TO: The Honorable Mayor and City Council
FROM: Anthony Antich, Interim Director of Public Works
SUBJECT: Award of Contract to Stetson Engineers, Inc. for analysis and reporting services related to potable water treatment
RECOMMENDATION:

It is recommended that the City Council consider:

1. Authorizing the City Manager to execute a three-year Agreement, in a form approved by the City Attorney, with Stetson Engineers, Inc. for professional services in an amount not to exceed $80,000 annually;

2. Taking such additional, related, action that may be desirable.

EXECUTIVE SUMMARY:

Stetson Engineers, Inc. has assisted the City in complying with regulations governing potable water treatment for over 25 years. Annual contracts were previously up to $60,000. New California law, however, will require additional assistance from this Company. Staff is requesting a three-year Professional Services Agreement with Stetson Engineers, Inc. for an amount not to exceed $80,000 annually.

BACKGROUND:

Stetson Engineers, Inc. has provided professional services to the City since 1997. The firm is a water resources specialist that is headquartered in California. It is currently contracted by the Main San Gabriel Basin Watermaster for water supply, water quality and management.

The work that the firm provides to the City includes analysis and reporting to the State Water Resources Control Board (SWRCB) to meet National Pollutant Discharge Elimination System (NPDES) compliance and Division of Drinking Water (DDW) water quality standards. Because of Stetson’s familiarity with the City’s complex treatment system, the the Public Works Department is also request ing its assistance with meeting new mandates for water purveyors such as Environmental Protection Agency ’s (EPA) polyfluoroalkyl substances (PFAS) testing, and the California’s water conservation program (e.g., Water Annual Assessment).

Staff is requesting City Council approval to execute a three-year Agreement with Stetson Engineers, Inc. for professional services to the Water Division for an amount not to exceed $80,000 annually.

Consent Calendar - 3I

Staff Report
July 6, 2022

FISCAL IMPACT:

The cost for the Agreement with Stetson Engineers is included in the adopted budget.

Funds that are used for these services are Water Operations and Water Treatment (401 and 402).

Respectfully submitted by: Prepared by:

Anthony Antich
Interim Director of Public Works
Richard Gonzales
Water Utility Manager
Reviewed by:

Martha Garcia
Director of Management Services
Approved by: Reviewed by:

Ron Bow
City Manager
Karl H. Berger
City Attorney

ATTACHMENT

1. Stetson Engineers Scope of Work

Staff Report
July 6, 2022
ATTACHMENT 1
Stetson Engineers Scope of Work

SCOPE OF WORK
Stetson Engineers Inc. (Stetson) is pleased to assist the City of Monterey Park (City) prepare
the monthly reports for the City to submit to the State Water Resources Control Board, Division
of Drinking Water (DDW). Stetson has considerab le experience in the review and preparation of water quality data reports, including the Consumer Confidence Reports
that Stetson prepares annually for the City, which utilize information from the City’s monthly DDW reports. Stetson also prepares the monthly letter reports
to DDW for the raw water quality data collected by Stetson for the City, through the Main San Gabriel Basin Watermaster. Stetson’s proposed scope of work includes (
1) review the monthly water quality data and operation data provided by the City for completeness, and (2) tabulate the monthly water quality data and operation data provided by the City, in the DDW report format, as provided by the City. It is requested the City provide all the water quality data and operation data in a spreadsheet format, along with all supporting laboratory reports, at least two weeks prior
to a monthly mutually-agreed due date with City staff. The completed DDW monthly reports will be provided to the City in a spreadsheet format, and will be transmitted via e-mail to the City for review and signature. The City is responsible for signing and transmitting the monthly reports to DDW. Stetson is available to assist the City transmit the City-signed monthly reports to DDW, if necessary.

J:\08‐
Marketing\08‐003\Monterey Park,  City of\Monthly DDW Reports\EXHIBIT B ‐ City of Monterey Park PSA.docx

Standard Billing Rate Schedule
Professional Fees

Principal $237.00 Per Hour
Special Project Director $237.00 Per Hour
Project Manager, Senior $206.00 Per Hour
Supervisor I $206.00 Per Hour
Supervising Soil Scientist $191.00 Per Hour
Supervisor II $191.00 Per Hour
Supervisor III $185.00 Per Hour
Senior I $165.00 Per Hour
Senior II $149.00 Per Hour
Senior III $134.00 Per Hour
Construction Manager $134.00 Per Hour
Construction Manager / Oversight $118.00 Per Hour
Senior Construction Inspector $118.00 Per Hour
Senior Field Geologist $134.00 Per Hour
Senior Associate $128.00 Per Hour
Associate I $122.00 Per Hour
Associate II $116.00 Per Hour
Associate III $111.00 Per Hour
Associate Soil Scientist $111.00 Per Hour
Senior Assistant $103.00 Per Hour
Assistant I $98.00 Per Hour
Assistant II $93.00 Per Hour
Assistant Soil Scientist $93.00 Per Hour
Assistant III $88.00 Per Hour
GIS Manager $122.00 Per Hour
GIS Specialist I $101.00 Per Hour
GIS Specialist II $91.00 Per Hour
Technical Illustrator $88.00 Per Hour
AutoCAD Technician $88.00 Per Hour
Soil Technician $77.00 Per Hour
Aide I $72.00 Per Hour
Aide II $62.00 Per Hour
Aide III $57.00 Per Hour
Project Coordinator I $134.00 Per Hour
Project Coordinator II $98.00 Per Hour
Project Coordinator III $88.00 Per Hour
Contract Management $103.00 Per Hour
Administrative I $72.00 Per Hour
Administrative II $67.00 Per Hour
Administrative III $62.00 Per Hour

Effective January 1, 2019

Direct Expense Rates

Expense Description Billing Rate
Fax $0.30 / Page
Mileage $* / Mile
Reproduction: Black & White (In-House) $0.15 / Page
Reproduction: Color - 8.5" x 11" (In-House) $0.89 / Page Reproduction: Color - 11" x 17" (In-House) $1.89 / Page Plotter Reproduction (In-House) $1.50 / Sq. Ft.

Specialty Computer Expense (In-House) $15.00 / Hour 4x4 Truck with Drill Rig $150.00 / Day
Survey Equipment $120.00 / Day

Notes:
1) * Mileage is billed at the current IRS approved mileage rate and may be subject to change . 2) Subcontractor services will be charged at cost plus 10% administration fee. 3) All other project reimbursable expenses (i.e., telephone, commercial transportation, meals, lodging, postage, outside reproduction, etc.) will be billed at cost. 4) Testimony fees are 150% of standard rates and apply to depositions, court time and time spent on stand -by at attorney's request. Travel time and preparation time is charged at standard rates. Stetson Engineers Inc. authorizes only staff at associate classification or higher to testify as expert witnesses.

City Council Staff Report
DATE: July 6, 2022
AGENDA ITEM NO:

TO: The Honorable Mayor and City Council
FROM: Anthony Antich, Interim Director of Public Works
SUBJECT: Approval of the Sixth Amendment to SA Associates’ Professional Services Agreement for the Centralized Groundwater Treatment System RECOMMENDATION:

It is recommended that the City Council consider:

1. Authorizing the City Manager to execute the Sixth Amendment, in a form approved by the City Attorney, to the Professional Services Agreement with SA Associates for construction management of the Centralized Groundwater Treatment System, for an amount not to exceed $60,000;

2. Taking such additional, related, action that may be desirable.

EXECUTIVE SUMMARY:

SA Associates has an agreement with the City to provide construction management services for the Centralized Groundwater Treatment System. The project was augmented to incorporate a polyfluoroalkyl substances (PFAS) removal system which has extended the completion of the project. Staff is requesting the approval of the Sixth Amendment to the Professional Services Agreement to include additional construction management services for an amount not to exceed $60,000.

BACKGROUND:

On January 4, 2017, City Council awarded SA Associates a Professional Services Agreement for construction management of the Centralized Groundwater Treatment System (CGTS) project. Engineering staff solicited proposals from four on-call general engineering firms for the work and SA Associates was determined to have the most experience in water treatment . The cost of the CGTS design-build project was nearly $8.3M, and the cost of the construction management contract with SA Associates was $100,000.

On February 3, 2021, City Council approved the Fourth Amendment to the Professional Services Agreement with SA Associates for additional construction management and technical support for the polyfluoroalkyl substances (PFAS) removal system that would be incorporated into the CGTS. The Fourth Amendment included a subcontractor - Trussell Technologies (an expert in advanced technologies in water treatment) - to work with the Division of Drinking Water to obtain a permit not only for the new PFAS removal system but for the CGTS.

Consent Calendar - 3J

Staff Report
July 6, 2022

The CGTS/PFAS project was planned to be completed in late spring of this year . The revised completion date is before the end of this calendar year. SA Associates’ cost to continue to provide construction management services for the extended construction period is $52,000.

SUMMARY OF SA ASSOCIATES’ AMENDMENTS
Original Agreement $100,000 Construction Management for CGTS Amendment 1 $6,000 Compaction & Materials Testing
Amendment 2 $10,000 Electrical Inspections
Amendment 3 $122,000 Extended Soils Analysis/Construction Management Amendment 4 $194,000 Construction Management for PFAS System Amendment 5 $44,000 Compaction & Materials Testing (PFAS) Amendment 6 $60,000 Extended Construction Management (PFAS) TOTAL $536,000
Staff is requesting that City Council approve the Sixth Amendment to the Professional Services
Agreement with SA Associates for an amount not to exceed $60,000 ($52,000+$8,000 contingency).

FISCAL IMPACT:

The cost for the Sixth Amendment to SA Associates’ Agreement is included in the adopted budget. Funds that would be used for these services are Water Operations and Water Treatment (401 and 403).

Respectfully submitted by: Prepared by:

Anthony Antich
Interim Director of Public Works
Richard Gonzales
Water Utility Manager
Reviewed by:

Martha Garcia
Director of Management Services
Approved by: Reviewed by:

Ron Bow
City Manager
Karl H. Berger
City Attorney
ATTACHMENT 1: SA Associates Proposal

Staff Report
July 6, 2022
ATTACHMENT 1
SA Associates Proposal

June 6, 2022
Richard Gonzales
Water Utility Manager
City of Monterey Park
320 West Newmark Avenue
Monterey Park CA 91754-2896
Subject: Proposal for Centralized Groundwater Treatment System (CGTS) Facility Amendment: Additional Construction Management and Inspection Services Dear Richard:

Currently, construction at the CGTS facility is on hold until the DDW gets close to provid ing the permit to operate the plant. The schedule breakdown is as follows:

Start of Construction …………………………… July, 2021
Original Construction Completion Date ……… April, 2022
Anticipated Construction Completion Date: ..... August, 2022 With our current invoice of May 19, 2022, we have expended 100% of the budget. Once construction starts up again in June or July, we estimate an additional 2 to 3 months of construction activity, including commissioning of the CGTS Facility.

SCOPE OF WORK
Provide additional Construction Manageme nt and Inspectio n Services. This is a continuation of the services we are currently providing.

FEE
Our fee
to provide the additional services is $52,000 on a time and materials basis. This is based on an additional 12 weeks (3 months) at approximately 24 hours per week plus some administrative time. A fee breakdown, along with our Hourly Charge Rate and Expense Reimbursement Schedule, is attached.

Thank you for your consideration.

Very truly yours,
Shahnawaz Ahmad, P.E.

President
626.821.3456
[email protected]

CITY OF MONTEREY PARK

AMENDMENT

CENTRALIZED GROUNDWATER TREATMENT SYSTEM

ADDITIONAL CONSTRUCTION MANAGEMENT AND INSPECTION SERVICES

FEE BREAKDOWN

HOURLY CHARGE RATE AND EXPENSE REIMBURSEMENT SCHEDULE
Principal-in-Charge......................................................................................................... $225.00 Project Manager............................................................................................................ $180.00 Engineer………………....................................................................................................$135.00 Construction Inspector………………………………………………………………..……… $135.00 Secretary……………...................................................................................................... $ 84.00 Reimbursable In-House Costs:

Photo Copies ................................................................................................................ $ 0.15/each Blueprints .......................................................................................................................$ 0.50/S.F.

Delivery Service, Express Mail ...................................................................................... Cost+15% Vehicle mileage, between engineer's office and project site and/or client offices, will be billed at $0.62
per mile.

NOTE: All rates are effective to December 31, 2022
Task PM Engr. Des. Insp. Sec. Total
(SA) (HM) (RG) Hours $

1. Inspection 288 288 38,880

2. Administration 48 24 72 12,816
Direct Costs 304
TOTAL 48 0 0 288 24 360 52,000

City Council Staff Report
DATE: July 6, 2022
AGENDA ITEM NO:

TO: The Honorable Mayor and City Council
FROM: Martha Garcia, Director of Management Services
SUBJECT: Public Hearing and approval of the 2022-2023 Annual Action Plan as required by the Community Development Block Grant, and HOME Investment Partnerships Programs.

RECOMMENDATION:

It is recommended that the City Council consider:

1. Opening the public hearing to receive testimonial and documentary evidence;

2. Approve the One-year Action Plan (Action Plan) for Fiscal Year 2022-2023 for the Community Development Block Grant ("CDBG"), and HOME Investment Partnerships ("HOME") Programs;

3. Direct staff to prepare and transmit the final documents to the U.S. Department of Housing and Urban Development ("HUD");

4. Authorize the City Manager, or his designee, to take all actions necessary or desirable to implement the Annual Action Plan, and Subrecipient Agreements; and

5. Take such additional, related, action that may be desirable.

EXECUTIVE SUMMARY:

The U.S. Department of Housing and Urban Development provides funding to states, counties and cities in the form of Community Development Block Grant (CDBG) and HOME Investment Partnerships (HOME) funds. Since the City of Monterey Park is an Entitlement City, the City is eligible to receive both CDBG and HOME funds which it has for many years.

Before Monterey Park can receive these funds, federal regulations require that a Consolidated Plan (i.e., five-year plan) be adopted by the City that serves as the federal planning document for those jurisdictions receiving CDBG and HOME Investment Partnerships HOME Program funds. The Consolidated Plan was adopted by the City Council in 2020. In addition, federal regulations also require the adoption of an Annual Action Plan to the Consolidated Plan that operates on a single program year established by the City (i.e., July 1, 2022 through June 30, 2023). As required by federal requirements, the City will submit its One Year Annual Action Plan to the U.S. Department of Housing and Urban Development (HUD) by the statutory deadline of August 16, 2022.

The City of Monterey Park views the Annual Action Plan requirements as an opportunity to reassess its housing needs and priorities, as well as its programs and resources in a Public Hearing - 4A

Staff Report

July 06, 2022

manner that will best meet the affordable housing and community development challenges of the Monterey Park community. The estimated City entitlement for FY 2022- 23 is $602,926 in CDBG funding and $338,882 in HOME funding.

BACKGROUND:

The City of Monterey Park is a federal entitlement grant recipient of CDBG and HOME funds from the U.S. Department of Housing and Urban Development (HUD). As part of the process to receive funding, the City must undertake development of a Consolidated Plan and Annual Action Plan. It is called a Consolidated Plan because it consolidates the application process for HUD's four (4) entitlement grants into one consolidated plan and application. The four grants are: CDBG, HOME, Housing Opportunities for Persons with AIDS (HOPWA), and Emergency Solutions Grant (ESG). All four grants are driven by an entitlement formula process set by the federal governmen t. The City is eligible to participate in two (2) of these programs: CDBG and HOME.

In order to receive the FY 2022-23 allocations, the City must comply with the following requirements of the Consolidated Plan final rule regarding pre-submission requirements:

► Fulfill citizen participation requirements by conducting a public hearing to receive citizen input regarding annual funding needs;
► Publish a Draft Annual Action Plan for a 30-day comment period in order to receive citizen input regarding the final document; and ► Conduct a public hearing adopting the final Annual Action Plan.

HUD requires every state and local government that receives CDBG and HOME funding to prepare a five-year comprehensive plan which brings community needs and resources together to achieve statutory goals, and thereby address decent housing, create a suitable living environment and expand economic opportunities for the city's residents, particularly for low- and moderate- income persons. As an Entitlement Community, the City of Monterey Park is required to prepare and submit a five-year Consolidated Plan that serves as the federal planning document for receiving CDBG and HOME Program funds. The City completed its 2020-2024 Consolidated Plan in 2020.

Every year, the City is also required to prepare and submit an Annual Action Plan to HUD which serves to update and delineate efforts in the program year ahead toward meeting the priorities established by the City in its Consolidated Plan. The Annual Action Plan operates on a single program year established by the City (i.e., July 1, 2022 through June 30, 2023), whereas the Consolidated Plan covers a five-year planning period (July 1, 2020 through June 30, 2025).

CDBG Program

In reviewing the CDBG recommendations, it would be appropriate for the City Council to remember that only three broad funding categories are considered eligible under CDBG

Staff Report

July 06, 2022

regulations. A project must either provide benefits to low- or moderate-income persons, eliminate slum or blighted conditions, or satisfy an urgent need. In addition, of the CDBG funds received, no more than 15% ($90,438) of the annual grant amount can be used for social service activities; no more than 20% ($120,585) of the grant amount can be used for Planning and Administrative services; and at least 70% of all funds must be used for low-to-moderate income activities.

The Annual Action Plan continues to include funds for the Administration, and Fair Housing services.

HOME Program

In reviewing the HOME funds recommendations, it would be appropriate for the City Council to remember that no more than 10% ($33,888) can be used for Planning and Administrative services. At least 15% ($50,833) must be set aside for CHDO, as constituted under the regulations. The balance of funds can only be used for housing activities. Unexpended amounts were carried over from prior year budgets for Owner- Occupied Rehabilitation Loans.

In accordance with CDBG and HOME Program regulations, the proposed PY 2022-2023 One Year Action Plan proposed activities and funding are as follows:

CDBG ACTIVITIES
Administration $120,585
Fair Housing $25,000
Langley Center Restrooms $457,341
Total 2022-2023 Allocation $602,926

HOME ACTIVITIES
Administration $33,888
Homeowner/Rental Rehabilitation $254,161
CHDO Project $50,883
Total 2022-2023 Allocation $338,882

The public notice was published on June 3, 2022, in the Monterey Park Progress newspaper to inform the public of the 30-day public review period and July 6, 2022, Public Hearing for discussions on the 2022-2023 Annual Action Plan. The documents were available for public review from June 3, 2022 through July 5, 2022. At the time of preparing this staff report, City staff has not received any written comments concerning the Annual Action Plan. HUD requires that cities prepare and adopt a One-year Action Plan, which provides for the expenditure of CDBG, and HOME.

Staff Report

July 06, 2022
FISCAL IMPACT:

There is no fiscal impact to the General Fund.

Respectfully submitted by:

Martha Garcia
Director of Management Services
Approved by: Reviewed by:

Ron Bow
City Manager
Karl H. Berger
City Attorney
ATTACHMENT 1:

1. 2022-2023 Annual Action Plan

A
TTACHMENT 1
2022-2023 Annual Action Plan

Staff Report
July 6, 2022
Annual Action Plan
2022-2023

City of Monterey Park
320 West Newmark Avenue
Monterey Park, CA 91754

Table of Contents
Executive Summary ................................................................................................................................................ 1 AP-15 Expected Resources – 91.220(c)(1,2) ................................................................................................... 4 AP-20 Annual Goals and Objectives .................................................................................................................. 9 AP-35 Projects – 91.220(d) ............................................................................................................................... 13 AP-38 Project Summary ..................................................................................................................................... 15 AP-50 Geographic Distribution – 91.220(f) ................................................................................................... 19 AP-55 Affordable Housing – 91.220(g) ........................................................................................................... 21 AP-60 Public Housing – 91.220(h) ................................................................................................................... 22 AP-65 Homeless and Other Special Needs Activities – 91.220(i) ............................................................ 23 AP-75 Barriers to affordable housing – 91.220(j) ......................................................................................... 25 AP-85 Other Actions – 91.220(k) .................................................................................................................... 28 AP-90 Program Specific Requirements – 91.220(l)(1,2,4) .......................................................................... 31

Appendix:

Appendix A – Citizen Participation ...................................................................................................................................... 33 Appendix B – SF424 Forms and Certifications ................................................................................................................. 34

Executive Summary

1. Introduction
As a condition for the City of Monterey Park (City) to receive Community Development Block Grant (CDBG) and HOME Investment Partnership (HOME) funds, the City must submit a five-year Consolidated Plan (Con Plan) outlining the jurisdiction's housing and community development needs and priorities, and an Annual Action Plan identifying how the jurisdiction plans to allocate its US Department of Housing and Urban Development (HUD) funding allocations to address those priority needs. This report utilizes HUD’s current standard template for producing the 2 022–2023 Annual Action Plan directly within HUD's Integrated Disbursement and Information System (IDIS).

2. Summary of the objectives and outcomes identified in the Plan Needs Assessment Overview The primary objective of the CDBG Program is the developm ent of viable urban communities, which is achieved by providing the following General Objective Categories. The City of Monterey Park incorporated outcome measures for activities in accordance with the Federal Register Notice dated March 7, 2006, which require the following Performance Measure Objectives/Outcomes to be associated with each activity funded:

General Objective Categories - Activities will meet one of the following:
• Decent Housing (DH)
• A Suitable Living Environment (SL)
• Economic Opportunity (EO) General
Outcome Categories - Activities will meet one of the following:
• Availability/Accessibility (1)
• Affordability (2)
• Sustainability (3)
The City of Monterey Park has a range of housing and community development needs. CDBG funds alone are not adequate to address the myriad of needs identified during the public outreach process and summarized in the Needs Assessment of this Consolidated Plan. Recognizing the national objectives of the CDBG program and specific program regulations, the City intends to use CDBG funds to coordinate programs, services, and projects to create a decent and suitable living environment to benefit low- and moderate-income households and those with special needs. Needs which have been determined to be a High Priority level will receive funding during the Five-Year Consolidated Plan. The Low Priority Need may be funded based on the availability of funds. The priorities for the FY 2020 -2024 Consolidated Plan

established in consultation with residents and communit y groups will be prioritized in the following order.

High Priority
• Improve, Maintain, and Expand Affordable Housing
• Promote Equal Housing Opportunity
• Support Economic Development Opportunities
• Planning and Administration

3. Evaluation of past performance
The City has made progress meeting Con Plan goals and priority needs. Many of the activities performed have contributed to stabilizing the City's low--income neighborhoods and improved the living conditions of low- to moderate-income families and individuals. Overall, the strategies and goals outlined in the Con Plan are evaluated and reported out annually through the Consolidated Annual Performance Evaluation Report (CAPER) process. The CAPER covers a program year (July 1st-June 30th) and is prepared by the City’s Housing Department.

The City has made progress meeting Con Plan goals and priority needs. Many of the activities performed have contributed to stabilizing the City's low--income neighborhoods and improved the living conditions of low- to moderate-income families and individuals.
• Major activities focused on preservation of the City’s affordable housing stock through renovations performed on owner -occupied housing. The scope of the renovations varied depending on the program and household needs with improvements ranging from basic health and safety improvements to full scale renovation projects eliminating blighted conditions.

• Housing Choice Vouchers (Section 8) administered by the Los Angeles County Development Authority (LACDA) on behalf of the City of Monterey Park, offered tenant assistance for those qualifying low- to moderate-income residents.

• Housing, supportive services, and case management were provided to homeless persons through several of the City's County partners such as Los Angeles Homeless Service Authority.

• The City’s subrecipient, Housing Rights Center, continued to assist the City in meeting its obligations to affirmatively further fair housing choice within Monterey Park.

The most recent past performance evaluation and reporting can be found in the FY 20 20–2021 Comprehensive Annual Performance Evaluation Report (CAPER). This report provides both summary and details of resources, distribution, and accomplishments for CDBG and HOME funded programs.

4. Summary of public comments

The Annual Action Plan was made available for public review from June 3, 2022, through July 5, 2022. The City prepared a notice announcing the Draft Action Plan was available for public review on the City’s website and at the Monterey Park City Hall. The notice was published in the local newspaper. The notice also indicated the date, time, and location of the City Council public hearing for adoption of the Annual Action Plan and included:
• The amount of CDBG/HOME assistance expected to be received during the plan duration; • The range of activities that are proposed under the Action Plan using CDBG and HOME funds.

No written or oral comments were received.

5. Summary of comments or views not accepted and the reasons for not accepting them

No written comments or views were not accepted.

6. Summary
Examination of 2011 -2015 American Community Survey (A CS) 5 -Year Estimates and the 2011 -2015 Comprehensive Housing Affordability Strategy (CHAS) data, in addition to local data, as well as consultation with citizens and stakeholders revealed high priority needs to be addressed through the investment of an anticipated CDBG and HOME funds over the five -year period of the Consolidated Plan.

The investment of CDBG and HOME funds in eligible activities shall be guided principally by the goals of the Strategic Plan. Activities submitted for consideration in response to any solicitation or Notice of Funds Availability (NOFA) process must conform with one of the Strategic Plan strategies and the associated action-oriented, measurable goals to receive consideration for CDBG and HOME funds.

Expected Resources
AP-15 Expected Resources – 91.220(c)(1,2)
Introduction
The City of Monterey Park’s 2022-2023 Annual Action Plan is based on priorities established by the City’s Five-Year Consolidated Plan. The 2022-2023 Annual Action Plan is the third year of the five-year strategy for 2020 through 2024. The Five-Year Consolidated Plan combines two Federal Department of Housing and Urban Development (HUD) Programs: Community Development Block Grant (CDBG) and HOME Investment Partnerships (HOME).

The City’s Management Services Department, coordinates, manages plans, submits, and implements the process. The Department continues to be involved in activities which enhance the coordination between public and non-profit, private housing providers, and health and service agencies.

The 2022-2023 Annual Action Plan serves as the City’s blueprint for providing decent affordable housing to lower-income households, providing suitable living environments, expanding economic opportunities, and expanding the capacity of nonprofit housing providers to the citizens of Monterey Park. This strategic plan sets forth goals, objectives, and performance benchmarks for measuring and establishing a framework for progress. This program year the City anticipates receiving a CDBG allocation of approximately $602,926 and approximately $338,882 in HOME funds.

The proposed plan includes the following initiatives under CDBG funding: General Administration, Public Facility Improvement, and Fair Housing. The funds serve extremely low to moderate-income residents.

HOME funded activities include General Administration, and Homeowner/Renter occupied Rehabilitation Program. The populations served are low to moderate-income residents.

Anticipated Resources
Program Source
of
Funds
Uses of Funds Expected Amount Available Year 3 Expected Amount
Available
Remainder
of ConPlan
$
Narrative Description
Annual
Allocation:
$
Program
Income:
$
Prior Year
Resources:
$
Total:
$
CDBG public -
federal
Acquisition
Admin and
Planning
Economic
Development
Housing
Public
Improvements
Public Services 602,926 0 0 602,926 1,205,852
The Year 3 amount used is the 2022 amount. The expected amount for the remainder of the Con Plan is simply the Year 3 amount multiplied by 2. Also, the Program Income figure is zero, but changes in programming could potentially create Program Income. Prior Year resources listed are an estimate only based on existing resources and an approximation of expenditures to be made between the writing of the Action Plan and the end of the 2021 Program Year.

HOME public -
federal
Acquisition
Homebuyer
assistance
Homeowner
rehab
Multifamily
rental new
construction
Multifamily
rental rehab
New
construction for
ownership
TBRA
338,882 0 0 338,882 677,764
The Year 3 amount used is the 2022 amount. The expected amount for the remainder of the Con Plan is simply the Year 3 amount multiplied by 2. Also, the Program Income figure is zero, but changes in programming could potentially create Program Income. Prior Year resources listed are an estimate only based on existing resources and an approximation of expenditures to be made between the writing of the Action Plan and the end of the 2021 Program Year.

Table 60 - Expected Resources – Priority Table

Explain how federal funds will leverage those additional resources (private, state and local funds), including a description of how matching requirements will be satisfied The City of Monterey Park and HUD share a mutual interest in leveraging HUD resources to the maximum extent possible to deliver high -quality affordable housing, neighborhood improvement programs, supportive services, and economic development.

Entitlement Funds
Leverage, in the context of CDBG funding, means bringing other local, state, and federal financial resources to maximize the reach and impact of the City’s U.S. Department of Housing and Urban Development (HUD) funded programs. HUD, like many other federal agencies, encourages the recipients of federal monies to demonstrate that efforts are being made to strategically leverage additional funds to achieve greater results. Leverage is also a way to increase project efficiencies and benefit from economies of scale that often come with combining sources of funding for similar or expanded scopes. Funds will be leveraged if financial commitments toward the costs of a project from a source other than the originating HUD program are documented.

Other Federal Grant Programs
In addition to the entitlement dollars listed above, the federal government has several other funding programs for community development and affordable housing activities. These include: The Section 8 Housing Choice Voucher Program, Section 202, the Affordable Housing Program (AHP) through the Federal Home Loan Bank, and others.

It should be noted that in most cases the City would not be the applicant for these funding sources as many of these programs offer assistance to affordable housing developers rather than local jurisdictions.

State Housing and Community Development Sources
In California, the Department of Housing and Community Development (HCD) and the California Housing Finance Agency (CalHFA) administer a variety of statewide public affordable housing programs that help nonprofit affordable housing developers. Examples of HCD’s programs include the Multifamily Housing Program (MHP), Affordable Housing Innovation Fund (AHIF), Building Equity and Growth in Neighborhoods Program (BEGIN), and CalHOME. Many HCD programs have historically been funded by one-time State bond issuances and, as such, are subject to limited availability of funding. CalHFA offers multiple mortgage loan programs, down payment assistance programs, and funding for the construction, acquisition, and rehabilitation of affordable ownership units. The State also administers the federal Low- Income Housing Tax Credit (LIHTC) program, a widely used financing source for affordable housing projects. As with the other federal and state grant programs discussed above, the City would either

competitively apply or affordable housing developers could apply for funding through these programs for particular developments in the City.

County and Local Housing and Community Development Sources There are a variety of countywide and local resources that support housing and community development programs. Some of these programs help local affordable housing developers and community organizations while others help directly to individuals. The Mortgage Credit Certificates (MCC) Program helps first-time homebuyers by allowing an eligible purchaser to take 20 percent of their annual mortgage interest payment as a tax credit against federal income taxes. The County administers the MCC Program on behalf of the jurisdictions, including Monterey Park.

The City will use its excess match carried over from prior years to fulfill its HOME match obligation. HOME regulations allow the excess match to be carried over and applied to future HOME project match liability.

If appropriate, describe publicly owned land or property located within the jurisdiction that may be used to address the needs identified in the plan The City does not own land or property located within the jurisdiction that may be used to address the needs identified in the plan.

Discussion
Not Applicable.

Annual Goals and Objectives

AP-20 Annual Goals and Objectives
Goals Summary Information
Goals Summary Information
Goal Category Geographic Area Needs Addressed Funding Housing Strategy
Goal #1
Affordable Housing N/A Affordable Housing – Rental Assistance

CDBG $ 0
HOME $ 0
Start Year: 2022
End Year: 2023
Outcome:

Affordability
Objective:

Provide decent affordable housing
Description:

Expand affordable rental housing opportunities, particularly for low-income persons.

Goal Outcome Indicator Quantity Unit
Tenant-based rental assistance/Rapid Rehousing 0 Households assisted

Housing Strategy
Goal #2
Affordable Housing N/A Affordable Housing - Rehabilitation of Existing Units CDBG $ HOME $ 254,161
Start Year: 2022
End Year: 2023
Outcome:

Affordability
Objective:

Provide decent affordable housing
Description:

Preserve existing rental and owner-occupied housing resources.

Goal Outcome Indicator Quantity Unit
Residential Rehabilitation 3 Household housing units

Goal Category Geographic Area Needs Addressed Funding Housing Strategy
Goal #3
Affordable Housing N/A Affordable Housing – Production of new units CDBG $ 0 HOME $ 50,883
Start Year: 2022
End Year: 2023
Outcome:

Affordability
Objective:

Provide decent affordable housing
Description:

Increase affordable homeownership opportunities, particularly for low- and moderate-income persons.

Goal Outcome Indicator Quantity Unit
1 Household Housing Units
Homeless Strategy Homeless N/A Homelessness - Outreach Homelessness - Emergency/Transitional Shelter
Homelessness - Rapid Re-Housing
Homelessness - Prevention
CDBG $ 0
HOME $ 0
Start Year: 2022
End Year: 2023
Outcome:

Availability/Accessibility
Objective:

Create suitable living environments
Description:

Preserve and improve the supply of supportive housing and public services for the homeless and homelessness prevention servic es.

Goal Outcome Indicator Quantity Unit
Public service activities other than Low/Moderate Income Housing Benefit 0 Persons assisted Homeless Person Overnight Shelter 0 Persons assisted
Homelessness Prevention 0 Persons assisted

Special Needs
Strategy
Non-Homeless Special Needs N/A Community Development - Public Services CDBG $ 0 HOME $ 0
Start Year: 2022
End Year: 2023
Outcome:

Availability/Accessibility
Objective:

Create suitable living environments
Description:

Provide supportive services for special needs populations.

Goal Outcome Indicator Quantity Unit
Public service activities other than low/moderate income housing benefit

0 Persons assisted

Goal Category Geographic Area Needs Addressed Funding Fair Housing Strategy Non-Housing Community
Development
N/A Community Development - Public Services CDBG $ 25,000 HOME $ 0
Start Year: 2022
End Year: 2023
Outcome:

Availability/Accessibility
Objective:

Create suitable living environments
Description:

Continue to implement the Fair Housing laws by providing funding for further fair housing.

Goal Outcome Indicator Quantity Unit
Public service activities other than low/moderate income housing benefit 250 Persons assisted

Community
Development
Strategy Goal #1
Non-Housing Community
Development
N/A Community Development - Public Infrastructure CDBG $ 0 HOME $ 0
Start Year: 2022
End Year: 2023
Outcome:

Availability/accessibility
Objective:

Create suitable living environments
Description:

Provide needed public infrastructure improvements in target lower- and moderate-income neighborhoods.

Goal Outcome Indicator Quantity Unit
Public Facility or Infrastructure Activities other than Low/Moderate Income Housing Benefit
0 Persons assisted
Other 0 Public facilities

Community
Development
Strategy Goal #2
Non-Housing Community
Development
N/A Community Development - Public Facilities CDBG $ 457,341 HOME $ 0
Start Year: 2022
End Year: 2023
Outcome:

Availability/accessibility
Objective:

Create suitable living environments
Description:

Provide for new community facilities and improve the quality of existing community facilities to serve lower - and moderate-income neighborhoods.

Goal Outcome Indicator Quantity Unit
Other

1 Public facilities

Goal Category Geographic Area Needs Addressed Funding Community
Development
Strategy Goal #3
Non-Housing Community
Development
N/A Community Development - Public Services CDBG $ 0
HOME $ 0
Start Year: 2022
End Year: 2023
Outcome:

Availability/accessibility
Objective:

Create suitable living environments
Description:

Provide needed community services to serve lower and moderate-income residents.

Goal Outcome Indicator Quantity Unit
Public service activities other than low/moderate income housing benefit 0 Persons assisted

Community
Development
Strategy Goal #4
Non-Housing Community
Development
N/A Community Development - Economic Development CDBG $ 0 HOME $ 0
Start Year: 2022
End Year: 2023
Outcome:

Availability/accessibility
Objective:

Create suitable living environments
Description:

Expand the City’s economic base and promote greater employment opportunities.

Goal Outcome Indicator Quantity Unit
Businesses Assisted
Repayment of Section 108 loan

0 Businesses Assisted
Businesses Assisted

Table 61 – Annual Goals

Projects
AP-35 Projects – 91.220(d)
Introduction
The Action Plan focuses on activities to be funded with the two federal entitlement grants CDBG and administered by the Department of Housing and Urban Development (HUD). Housing and community development needs in the City are extensive and require the effective and efficient use o f limited funds. HUD allocates CDBG and HOME funding to eligible jurisdictions on a formula basis, using factors such as population, income distribution, and poverty rate.

CDBG Program - CDBG is an annual grant to cities to assist in the development of viable communities by providing decent housing, a suitable living environment, and expanded economic opportunities, principally to persons of low -and moderate-income. There is a wide range of activities that are eligible under CDBG Programs. CDBG grantees are responsible for ensuring that each eligible activity meets one of three national objectives:

1. Benefiting low and moderate income persons;

2. Aid in the prevention or elimination of slums or blight; and

3. Meet an urgent need that the grantee is unable to finance on its own.

The City is anticipating receiving approximately $602,926 in PY 2022-2023 CDBG funds. The City will be using $0 program income, and $0 carryover from prior years.

HOME Program - HOME funds are awarded annually as formula grants to participating jurisdictions (PJs) The program's flexibility allows local governments to use HOME funds for grants, direct loans, loan guarantees or other forms of credit enhancement, rental assistance or security deposits. HOME is designed to create affordable housing to low-income households. The program was designed to reinforce several important values and principles of community development.

The City is anticipating receiving approximately $338,882 in PY 2022-2023 HOME funds. The City will be using approximately $0 in carryover funds from prior years.

Projects
# Project Name
1 Langley Center Restrooms
2 Fair Housing
3 CDBG Administration
4 HOME Administration
5 Residential Rehabilitation
6 CHDO Project
Table 1 – Goals Description

Describe the reasons for allocation priorities and any obstacles to addressing underserved needs
Based on the Strategic Plan, the City is allocating a majority of its non -administrative CDBG and HOME funds for program year 202 2-2023 to projects and activities that benefit low - and moderate -income people throughout the City.

The primary obstacles to meeting the underserved needs of low- and moderate-income people include lack of funding from federal, state, and other local sources and the high cost of housing that is not affordable to low -income residents. Th e projects selected for funding represent programs designed to meet needs identified as high within the consolidated plan. Funding is limited, so not all projects requesting funding were able to be funded. The City strives to have a broad spectrum of programs to meet the needs of as many populations throughout Monterey Park as possible.

Project Summary Information
1 Project Name Langley Center Restrooms
Target Area Langley Center
Goals Supported Community Development Strategy
Goal #4
Needs Addressed Community Development - Public
Facilities
Funding HOME: $457,341
Description Work on restrooms at Langley
Center
Target Date 6/30/2023
Estimate the number and type of
families that will benefit from the
proposed activities

1 Location Description Langley Center
Planned Activities
2 Project Name Fair Housing
Target Area Citywide
Goals Supported Fair Housing Strategy
Needs Addressed Community Development – Public
Services
Funding CDBG: $25,000
Description HRC will assist the City in taking
actions to affirmatively further fair
housing. HRC will handle housing
discrimination complaints or
tenant/landlord counseling.

Target Date 6/30/2023

Estimate the number and type of
families that will benefit from the
proposed activities
250
Location Description Citywide
Planned Activities HRC will assist the City in taking
actions to affirmatively further fair
housing. HRC will handle housing
discrimination complaints or
tenant/landlord counseling.

3 Project Name CDBG Administration
Target Area Citywide
Goals Supported Planning and Administration
Needs Addressed N/A
Funding CDBG: $120,585
Description CDBG Administration
Target Date 6/30/2023
Estimate the number and type
of families that will benefit
from the proposed activities
N/A
Location Description Citywide
Planned Activities The project is a priority because it is necessary for the proper
administration of the CDBG
program including oversight of the
subrecipients and implementation
of the citizen participation process.

4 Project Name HOME Administration
Target Area Citywide
Goals Supported Planning and Administration
Needs Addressed Planning and Administration

Funding HOME: $33,888
Description HOME Administration.

Target Date 6/30/2023
Estimate the number and type
of families that will benefit
from the proposed activities
N/A
Location Description Citywide
Planned Activities This project is a priority because it is necessary for the proper
administration of the HOME
program including oversight of the
CHDO projects and implementation
of the citizen participation process.

5 Project Name Homeowner/Renter Rehabilitation
Program
Target Area Citywide
Goals Supported Housing Strategy Goal #2
Needs Addressed Affordable Housing - Rehab of
Existing Units
Funding HOME: $254,161
Description Homeowner/Renter Rehabilitation
Program
Target Date 6/30/2023
Estimate the number and type of
families that will benefit from the
proposed activities

N/A
Location Description Citywide
Planned Activities This program provides deferred
loans/grants to qualified
homeowners/renters for rehab on
their properties. The loan is due
and payable when title is
transferred, or property is
refinanced or sold. The property

must be brought up to certain
housing standards as part of the
rehab assistance. Qualified
households must have an annual
income at or less that 80% of the
area median income.

6 Project Name CHDO Project
Target Area Citywide
Goals Supported Housing Strategy Goal #3
Needs Addressed Affordable Housing – Production of
new units
Funding CDBG: $50,883
Description If the City finds a CHDO it will fund
an affordable housing project.

Target Date 6/30/2023
Estimate the number and type of
families that will benefit from the
proposed activities

N/A
Location Description Citywide
Planned Activities TBD

AP-50 Geographic Distribution – 91.220(f)
Description of the geographic areas of the entitlement (including areas of low-income and minority concentration) where assistance will be directed Not applicable. The City has not established specific target areas to focus the investment of CDBG funds.

Geographic Distribution
Target Area Percentage of Funds

Table 2 - Geographic Distribution

Rationale for the priorities for allocating investments geographically The City seeks to disburse federal entitlement dollars strategically within low-and moderate-income (LMI) census tracts; however, no specific neighborhoods are targeted for expenditure of funds. Investments in public facilities and services serving special needs populations and primarily low - and moderate-income persons will be made throughout the City. The City will evaluate each eligible project and program based on urgency of needs, availability of other funding sources and financial feasibility. Residential rehabilitation assistance will be available to income-qualified households citywide.

Discussion
Unless otherwise specified, all the City’s HUD-funded housing and community development programs are generally available to eligible low- and moderate-income persons citywide. To prevent the concentration of low -income persons, City housing programs are marketed and available throughout the City . The programs are not directed to any one geographical area but rather the extremely low - to moderate- income (0 to 80 percent of the MFI) persons and families. The City wants to promote a balanced and integrated community and is committed to helping throughout the City.

An area benefit is an activity that meets the identified needs of low- and moderate -income persons residing in an area where at least 51 percent of the residents are low- and moderate-income persons. The benefits of this type of activity are available to all persons in the area regardless of income. The City seeks to disburse federal entitlement dollars strategically within low-and moderate-income (LMI) census tracts; however, no specific neighborhoods are targeted for expenditure of funds. Investments in public facilities and services serving special needs populations and primarily low - and moderate-income persons will be made throughout the City. The City will evaluate each eligible project and program based on urgency of needs, availability of other funding sources and financial feasibility. Residential rehabilitation assistance will be available to income-qualified households citywide.

HUD provides estimates of the number of persons that can be considered Low- , Low- to Moderate-, and Low-, Moderate-, and Medium-income persons based on special tabulations of data from the 2011–2015 ACS five-year estimates. LMI percentages are calculated at various principal geographies provided by the Census Bureau. Because timely use of this data is required by regulation, any changes to the City's existing service area boundaries would need to be approved by the City Council. Each year, through the adoption of the City's Annual Action Plan, the City Council approves the service area boundaries as the City's official low- and moderate-income "Target Areas" and "Deteriorating Areas".

The City has traditionally used 100 percent of its CDBG resources to benefit these special areas and/or to operate programs available exclusively to low - and moderate-income people (whereas HUD regulations only require a minimum 70 percent low/mod benefit level for CDBG activities). To continue to achieve this high ratio of low/mod benefit for its CDBG resources, and because of the compelling need to assist these special areas, the City will continue to direct CDBG resources to these special geographic areas.

Affordable Housing
AP-55 Affordable Housing – 91.220(g)
Introduction
The tables below delineate the affordable housing goals by population type and program type for FY 2022-23. The City will utilize several programs to achieve these goals.

One Year Goals for the Number of Households to be Supported Non-Homeless 250
Total 250
Table 3 - One Year Goals for Affordable Housing by Support Requirement

One Year Goals for the Number of Households Supported Through Rental Assistance 0
The Production of New Units 0
Rehab of Existing Units 3
Acquisition of Existing Units 0
Total 3
Table 4 - One Year Goals for Affordable Housing by Support Type

Discussion
Based on the Strategic Plan, the City is allocating 100 percent of its non -administrative CDBG funds for program year 2022-2023 to projects and activities that benefit low- and moderate-income people.

AP-60 Public Housing – 91.220(h)
Introduction
There are no public housing units in the City. The Los Angeles County Development Authority (LACDA) provides rental unit assistance to City residents through the Federal Section 8 Voucher program. The primary objective of this program is to assist low-income (0-50 percent of Median Income) individuals and households in making rents affordable. The following tables are based on the number of public housing and Section 8 Housing Choice Vouchers (HCV) offered by LACDA in their unincorporated areas and the cities in Los Angeles County that do not have their own Housing Authority. There is a total of 21,087 Vouchers provided to County residents of which 1,138 are assigned to the elderly, 184 to homeless individuals, and 534 to disabled individuals. Specifically, Monterey Park annually receives approximately 432 housing vouchers. The largest percentage of Voucher recipients, outside of Whites, is African American individuals.

Actions planned during the next year to address the needs to public housing There are no public housing units in the City of Monterey Park; therefore, this section does not apply.

Actions to encourage public housing residents to become more involved in management and participate in homeownership
LACDA manages a resident engagement process with their public housing. However, there is no public housing in the City.

If the PHA is designated as troubled, describe the manner in which financial assistance will be provided or other assistance
There is no public housing authority in the City of Monterey Park. The City relies on the County of Los Angeles Housing Authority, to address public housing needs and OCHA is not designated as troubled.

Discussion
See discussion above.

AP-65 Homeless and Other Special Needs Activities – 91.220(i) Introduction
The City is located within the Los Angeles Homeless Services Authority (LAHSA) Continuum. The continuum provides oversight of federal homeless assistance dollars and collaborates with local communities to provide the best service to our residents who are homeless. The Los Angeles Continuum conducts quarterly community meetings and the public is invited. However, for the 202 2-23 program year, and for the foreseeable future, the City of Monterey Park will not receive enough funds from HU D to address the needs of the homeless. The City of Monterey Park will continue to participate in LAHSA’s annual homeless count to identify the needs in the community. The Community Service Bureau of the Monterey Park Police Department has dedicated employees who reach out to the homeless individuals in the community guiding them to the regional services provided by LAHSA.

Describe the jurisdictions one -year goals and actions for reducing and ending homelessness including
Reaching out to homeless persons (especially unsheltered persons) and assessing their individual needs
The City will continue its efforts in the prevention and reduction of homelessness by supporting the LAHSA and its outreach programs and providing referrals to public assistance programs offered by the County. If additional CDBG funds become available, the City will reconsider funding public service agencies that assist in the prevention and reduction of homelessness.

Addressing the emergency shelter and transitional housing needs of homeless persons The City will continue its efforts in addressing the by collaborating with agencies that provide shelter for the homeless. If additional CDBG funds become available, the City will reconsider funding public service agencies that assist in the emergency shelter and transitional housing needs of homeless persons.

Helping homeless persons (especially chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth) make the transition to permanent housing and independent living, including shortening the period of time that individuals and families experience homelessness, facilitating access for homeless individuals and families to affordable housing units, and preventing individuals and f amilies who were recently homeless from becoming homeless again
The City will continue its efforts in helping homeless persons make the transition to permanent housing and independent living by collaborating with agencies that provide shelter for the homeless. The City will also provide referrals to public assistance programs offered by other agencies to aid in preventing the

recently homeless from becoming homeless again.

Helping low-income individuals and families avoid becoming homeless, especially extremely low-income individuals and families and those who are: being discharged from publicly funded institutions and systems of care (such as health care facilities, mental health facilities, foster care and other youth facilities, and corrections programs and institutions); or, receiving assistance from public or private agencies that address housing, health, social services, employment, education, or youth needs
The City will continue its efforts in helping low -income individuals and families avoid becoming homeless. The City will also provide referrals to public assistance programs offered by other agencies in the County.

Discussion
Please see above.

AP-75 Barriers to affordable housing – 91.220(j)
Introduction:

Constraints to the provision of adequate and affordable housing can be posed by market, governmental, infrastructure and environmental factors. These constraints may result in housing that is not affordable to low- and moderate- income households or may render residential construction economically infeasible for developers. Constraints to housing production significantly impact households with lower incomes and special needs.

Lack of Affordable Housing Funds: The availability of funding for affordable housing has been severely affected by the dissolution of redevelopment in California. Although there are other funding sources for affordable housing such as four percent and nine percent Low Income Housing Tax Credits, HOME, CalHOME, and the Multifamily Housing Program, it is unclear if additional affordable housing projects can be financed since affordable housing projects typically require multiple funding sources. The City is proactive in considering and seeking additional funding sources that will facilitate the construction of affordable housing, development of jobs, and improvement of the quality of life.

Environmental Protection: State law (California Environmental Quality Act, California Endangered Species Act) and federal law (National Environmental Protection Act, Federal Endangered Species Act) regulations require environmental review of proposed discretionary projects (e.g., subdivision maps, use permits, etc.). Costs resulting from the environmental review process may also add to the cost of housing.

Local Residential De velopment Policies and Regulations: Some portions of the City are subject to development constraints due to the presence of hillsides, seismic hazards, or other special circumstance.

These constraints affect the development of all housing, not just affordable housing. The City has revised the General Plan and updated the zoning ordinance to facilitate the provision of affordable housing and sustainable development.

Planning and Development Fees: Development fees and taxes charged by local governments also contribute to the cost of housing. Application processing fees in the City of Monterey Park have not been increased since 2010 and are currently being updated.

Permit and Processing Procedures: The processing time required to obtain approval of developme nt permits is often cited as a contributing factor to the high cost of housing. Unnecessary delays add to the cost of construction by increasing land holding costs and interest payments.

State Prevailing Wage Requirements: The State Department of Industr ial Relations (DIR) expanded the kinds of projects that require the payment of prevailing wages. Prevailing wage adds to the overall cost of development.

Davis-Bacon Prevailing Wages: A prevailing wage must be paid to laborers when federal funds are used to pay labor costs for any project over $2,000 or on any multi-family project over eight units. The prevailing wage is usually higher than competitive wages, raising the cost of housing production and rehabilitation activities. Davis -Bacon also adds to housing costs by requiring documentation of the prevailing wage compliance.

In general, residential developers interviewed for the 2014-21 Housing Element update and the preparation of this Consolidated Plan reported that the City’s public policies are not a constraint to new housing production.

Actions it planned to remove or ameliorate the negative effects of public policies that serve as barriers to affordable housing such as land use controls, tax policies affecting land, zoning ordinances, building codes , fees and charges, growth limitations, and policies affecting the return on residential investment
Affordable Housing Development Incentives
The City addresses the regional need for more affordable housing through support for the development of new housing units, to increase the supply of affordable housing in the City. For- profit and non-profit housing developers play an important role in providing affordable housing. The City provides financial assistance through participation in the HOME and CDBG programs and offers a variety of development incentives to encourage affordable housing development, such as:
• Continue to implement land use policy that encourages new housing development and affordable housing through density bonuses.
• Assist in the development of new affordable housing units during the 2014-2021 Housing Element through the provision of technical assistance.
• Explore ways to expedite affordable housing developments through the Design Review Board process.

• Investigate and develop list of available incentives/concessions for affordable development within 3 years of adoption of the Housing Element.

• Explore funding available through County of Los Angeles CDC, HCD, and HUD at the request of interested developers. Potential funding programs may include single- and multi-family housing rehabilitation programs and homeownership programs administered by HCD.

• Evaluate and assess residual property taxes distribution under the Redevelopment Dissolution Laws and consider setting aside a portion into an Affordable Housing Fund to assist in development of new units affordable to lower-income households.

• Continue to encourage the development of adequate housing to meet the needs of extremely low-income households and persons with special needs (such as the elderly , victims of domestic

violence, and the disabled).
• Continue to facilitate housing opportunities for special needs persons by allowing emergency shelters as a permitted use in the Industrial Zone.

The responsible agency is the City’s Community and Economic Development Department, and the funding source will be the departmental budget.

Section 8 Rental Assistance
Renter overpayment is a significant issue in Monterey Park, as in all Southern California. The City addresses this need through support for efforts to increase Section 8 Housing Choice Voucher funding.

There are no public housing units in the City. The Los Angeles County Development Authority (LACDA) provides rental unit a ssistance to City residents through the Federal Section 8 Voucher program. The primary objective of this program is to assist low-income (0-50 percent of Median Income) individuals and households in making rents affordable. The following tables are based on the number of public housing and Section 8 Housing Choice Vouchers (HCV) offered by LACDA in their unincorporated areas and the cities in Los Angeles County that do not have their own Housing Authority. There is a total of 21,087 Vouchers provided to Co unty residents of which 1,138 are assigned to the elderly, 184 to homeless individuals, and 534 to disabled individuals. Specifically, Monterey Park annually receives approximately 432 housing vouchers. The largest percentage of Voucher recipients, outside of Whites, is African American individuals.

The Housing Choice Voucher Rental Assistance program extends rental subsidies to very low -income households, as well as elderly and disabled persons. The subsidy represents the difference between 30 percent of the monthly income and the allowable rent determined by the Housing Choice voucher program. The HACoLA coordinates Housing Choice Voucher rental assistance on behalf of the City.

AP-85 Other Actions – 91.220(k)
Introduction:

The City of Monterey Park will provide for a variety of actions that will take place during the next year to address obstacles to meeting underserved needs, foster and maintain affordable housing, evaluate and reduce the number of housing units containing lead-based paint hazards, reduce the number of poverty- level families develop institutional structure, enhance coordination between public and private agencies.

This section discusses the City's underserved needs and institutional structure for delivering housing and community development activities.

Actions planned to address obstacles to meeting underserved needs Efforts to address obstacles to meeting underserved needs will include:
• The City will obtain data from the Housing Authority of the County of Los Angeles on the number of Section 8 households assisted by race, ethnicity, age, and disability status. The City will compare who is being served to the demographic characteristics of the community. In this way, the City will be able to estimate more precisely underserved populations. • The City will encourage and support the efforts of the Housing Authority of the County of Los Angeles to seek additional Section 8 Housing Choice Vouchers. • The City will encourage and support the efforts of non- profit housing development corporations to seek funding from federal, state, and local sources for special needs housing.

Actions planned to foster and maintain affordable housing Monterey Park's annual CDBG and HOME entitlement allocations are limited. The City's HOME rehabilitation program assists with fostering and maintaining affordable housing to low - and moderate- income individuals and families with their housing needs. Another important element in the City’s approach to decent housing is the use of Section 8 Rental Vouchers administere d through the County of Los Angeles Housing Authority.

Actions planned to reduce lead-based paint hazards
The City will increase lead-based paint (LBP) awareness and abatement in its assisted housing programs.

LBP awareness and abatement are key initiatives within the City’s Housing Element and CDBG/HOME programs. The City’s goal is to make certain that each tenant, landlord, and property owner is fully aware of the dangers, symptoms, and methods of testing, treatment, and prevention of LBP poisoning. The City will address the problem of LBP hazard by implementing the residential rehabilitation program for evaluating and reducing lead hazards during repair and renovation of older housing stock. All applicants eligible for services through the residential rehabilitation program receive the most updated version of the Environmental Protection Agency's (EPA) Protect Your Family from Lead in Your Home. When a

property built before 1978 is approved for grant -funded repairs that may disturb lead -based paint, an inspection test is ordered. When containment and/or abatement are necessary, the homeowner is required to use a contractor certified in lead -safe work practices by the state of California. The City distributes information warning people about the need to maintain buildings, which may contain LBP, as well as other programs to encourage home maintenance, will further aid in mitigating LBP hazards in the City of Monterey Park. The City will adhere to Federal guidelines for reduction activities with LBP.

Actions planned to reduce the number of poverty-level families While the City has no control over many of the factors affecting poverty, it may be able to assist those living below the poverty line. The City supports other governmental, private, and non -profit agencies involved in providing services to low- and moderate-income residents and coordinates efforts with these groups where possible to allow for more efficient delivery of services.

During the Consolidated Plan period, the City will continue to implement its strategy to help impoverished families achieve economic independence and self-sufficiency. The City's anti- poverty strategy utilizes existing County job training and social service programs to increase employment marketability, household income, and housing options. As funds become available, the City will consider allocating CDBG funds to public service agencies that offer supportive services in the fight against poverty.

Improved employment opportunities are important in reducing the number of pe ople living in poverty.

The City addresses this issue by increasing resident's employability through training and increasing the number of higher paying local jobs. The City will coordinate with Mexican American Opportunity Foundation, Management Career Solutions, West San Gabriel WorkSource, and Asian Youth Center, and Chinatown Service Center in conjunction with the Employment Development Department, East Los Angeles Community College, and the County of Los Angeles Community Development Commission. These agencies provide job search services such as workshops, computer classes, phones, fax, computers with internet access, job leads, newspapers, and a resource library for job seekers aged 18 and above. Similarly, employers use some of these agencies to recru it and advertise job openings as well as for job fairs, bringing together top local companies and job seekers.

During the Consolidated Plan period, the City's Economic and Community Development Department will foster economic growth by encouraging economic development opportunities that result in:

1. A jobs/housing balance established through quality employment opportunities for residents;

2. An invigorated economic base through increased sales tax generation; and

3. Economic wealth by attracting external monies to the local economy.

As funding availability permits, the City will consider assistance to public agencies and nonprofit organizations providing neighborhood housing services, supportive services to the homeless, older adults with physical or mental impairment, the mentally ill, victims of domestic violence, and households with

abused children, in addition to other services The City will also continue coordinating with public agencies providing job training, life skills training, lead po isoning prevention and remediation, and other community education programs.

Actions planned to develop institutional structure
The City’s Management Services Department is the key department involved in the 5- year Consolidated Plan and Annual Action Plan process. The Management Services Department is responsible for administration of the CDBG and HOME programs, including the Annual Action Plan, CAPER, and program monitoring.

Additionally, the City will focus on:
• Strengthening the working relationship with the Housing Authority of the County of Los Angeles by providing input to and coordinating with that organization. Efforts to strengthen the institutional structure will involve review of the five -year and annual plans of the Housing Authority of the County of Los Angeles, encouraging the Authority to conduct outreach to local landlords, providing information to the Authority on the location of housing suitable for disabled persons, and other similar considerations.
• Developing a working alliance with private institutions such as local lenders and associations of Realtors. Local lenders may be a source of referrals for applicants to the Residential Rehabilitation Program. Local associations of Realtors may help the City to develop ways of increasing homeownership among all populations.

Actions planned to enhance coordination between public and private housing and social service agencies
The City has developed an inventory of public and private housing, health, and social services agencies. The City regularly updates the inventory and maintains a point of contact for each agency. Additionally, the City will obtain the agency -specific 5-Year Consolidated and 1 -Annual Action Plans and maintain these plans in a resource binder to facilitate coordination in future program years.

Discussion:

See discussion above.

Program Specific Requirements
AP-90 Program Specific Requirements – 91.220(l)(1,2,4)
Introduction:

CDBG Program - CDBG is an annual grant to cities to assist in the development of viable communities by providing decent housing, a suitable living environment, and expanded economic opportunities, principally to persons of l ow-and moderate-income. There is a wide range of activities that are eligible under CDBG Programs. CDBG grantees are responsible for ensuring that each eligible activity meets one of three national objectives:

4. Benefiting low and moderate income persons;

5. Aid in the prevention or elimination of slums or blight; and

6. Meet an urgent need that the grantee is unable to finance on its own.

The City is anticipating receiving approximately $602,926 in PY 2022-2023 CDBG funds. The City does not have program income.

HOME Program - HOME funds are awarded annually as formula grants to participating jurisdictions (PJs) The program's flexibility allows local governments to use HOME funds for grants, direct loans, loan guarantees or other forms of credit enhancement, rental assistance or security deposits. HOME is designed to create affordable housing to low-income households. The program was designed to reinforce several important values and principles of community development.

The City is anticipating receiving approximately $338,882 in PY 2022-2023 HOME funds. The City does not have any program income available, has no repayments planned and does not have any recaptured funds in local account.

Community Development Block Grant Program (CDBG)
Reference 24 CFR 91.220(l)(1)
Projects planned with all CDBG funds expected to be available during the year are identified in the Projects Table. The following identifies program income that is available for use that is included in projects to be carried out.

1. The total amount of program income that will have been received before the start of the next program year and that has not yet been reprogrammed 0

2. The amount of proceeds from section 108 loan guarantees that will be used during the year to address the priority needs and specific objectives identified in the grantee's strategic plan. 0

3. The amount of surplus funds from urban renewal settlements 0

4. The amount of any grant funds returned to the line of credit for which the planned use has not been included in a prior statement or plan 0

5. The amount of income from float-funded activities 0
Total Program Income: 0

Other CDBG Requirements

1. The amount of urgent need activities 0

2. The estimated percentage of CDBG funds that will be used for activities that benefit persons of low and moderate income. Overall Benefit - A consecutive period of one, two or three years may be used to determine that a minimum overall benefit of 70% of CDBG funds is used to benefit persons of low and moderate income. Specify the years covered that include this Annual Action Plan. 100.00%

HOME Investment Partnership Program (HOME)
Reference 24 CFR 91.220(l)(2)

1. A description of other forms of investment being used beyond those identified in Section 92.205 is as follows:

The City does not use HOME funds in any other manner than those described in Section 92.205.

2. A description of the guidelines that will be used for resale or recapture of HOME funds when used for homebuyer activities as required in 92.254, is as follows:

In PY 2022-2023, the City does not plan to use HOME funds for homebuyer down payment assistance. However, some homebuyers that were assisted in prior years may decide to sell their homes during the upcoming program year. In that event, the City will enforce the resale and recapture guidelines.

3. A description of the guidelines for resale or recapture that ensures the affordability of units acquired with HOME funds? See 24 CFR 92.254(a)(4) are as follows:

Not applicable since the City will not implement any HOME assisted homebuyer activities.

4. Plans for using HOME funds to refinance existing debt secured by multifamily housing that is rehabilitated with HOME funds along with a description of the refinancing guidelines required that will be used under 24 CFR 92.206(b), are as follows:

The City has no plans for using HOME funds to refinance existing debt secured by multifamily housing that is rehabilitated with HOME funds.

APPENDIX A
2022-2023 ANNUAL ACTION PLAN
JULY 1, 2022 THROUGH JUNE 30, 2 023

Citizen Participation
To be Inserted in Final Draft

HLR MEDIA, LLC - MONTEREY PARK PRESS - LEGAL QUOTES 626-301-1010
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CITY OF MONTEREY PARK

COMBINED NOTICE OF PUBLIC REVIEW/

COMMENT PERIOD AND
PUBLIC HEARING FOR THE DRAFT FY 2022-23

ANNUAL ACTION PLAN

NOTICE IS HEREBY GIVEN that the City of Monterey Park has prepared its draft One-Year Action Plan (2022-2023).

Each year, the City of Monterey Park has participated in a variety of grant programs sponsored by the U.S. Department of Housing and Urban Development (HUD). HUD programs have included the Community Development Block Grant (CDBG), and HOME
Investment Partnerships (HOME) programs.

The City of Monterey Park has prepared its draft 2022-2023 Annual Action Plan as required by the U.S. Department of Housing and Urban Development (HUD). The Action Plan functions as an annual application for federal funds under the HUD formula grant programs, specifically, the CDBG and HOME. The City will receive approximately $602,926 dollars in CDBG and $338,882 dollars in HOME funds from HUD to fund eligible projects during Program Year 2022-2023.

Monterey Park proposes the utilization of CDBG, and HOME funds to implement the programs listed below:

PUBLIC REVIEW/COMMENT PERIOD
The publication of this notice is the beginning of the 30-day public review/comment period required under Federal Regulation 24 CFR

91.105(b)(2). The draft Annual Action Plan (FY 2022-23), as required by HUD, will be available for public review from June 3, 2022, to July 5, 2022 (30-Day Public Review). During the public review/comment period, the draft document is available for public inspection on the City’s website at https://www.montereypark.ca.gov/231/Federal- HUD-CDBG-Program. In addition, copies of the Action Plan may be obtained by contacting Management Services Department and/or written comments may be submitted prior to the public hearing to Management Services Department, 320 West Newmark Avenue, Monterey Park, California, telephone number (626) 307-1385.

PUBLIC HEARING
A public hearing to solicit comments on the draft 2022-2023 Action Plan will be held on July 6, 2022, at 6:30 p.m. in the City Council Chambers located at Monterey Park City Hall, 320 West Newmark Avenue, Monterey Park. In addition, the draft One-Year Action Plan (2022-23) will be presented to the City Council for approval on that date.

At this meeting, the City Council will (1) receive public comment on the draft One-Year Action Plan (2022-23), and (2) approve the submission of these documents to the Department of Housing and Urban Development (HUD). All interested persons are invited to attend the public hearing to comment on the City's draft documents.

Remote public participation is allowed in the following ways:

Observing the City Council meeting: The public may watch the meeting live on the City’s cable channel MPKTV (AT&T U-verse, Channel 99 or Charter Communications, channel 182) or by visiting the city’s website at http://www.montereypark.ca.gov/133/City- Council-Meeting-Videos.

Comments on Meeting: Comments on a documents will be accepted via email to [email protected] during the meeting, before the close of public comment, and read into the record during public comment, when feasible. We request that written communications be limited to not more than 50 words. Public comment may be submitted via telephone during the meeting, before the close of public comment, by calling (877) 853-5247 or (888) 788-0099 and entering Zoom Meeting ID: Please view the July 6, 2022, City Council agenda to obtain the Zoom ID number, then press pound (#). When prompted to enter participation ID number press pound (#) again. If participants would like to make a public comment they will enter “*9” then the Clerk’s office will be notified, and you will be in the rotation to make a public comment.

Americans with Disabilities Act (ADA): The City of Monterey Park, in complying with the Americans with Disabilities Act (ADA), requests individuals who require special accommodations to access, attend and/or participate in the City meeting due to disability, to please contact the City Clerk’s Office by email mpclerk@montereypark. ca.gov at least 6 hours prior to the scheduled special meeting to ensure assistance is provided. Assistive listening devices are available.

Important Disclaimer: When a participant calls in to join the meeting, their name and/or phone number will be visible to all participants.

Note that all public meetings will be recorded.

Publish June 02, 2022

MONTEREY PARK PRESS

APPENDIX B
2022-2023 ANNUAL ACTION PLAN
JULY 1, 2022 THROUGH JUNE 30, 2 023

SF 424 Forms and Certifications
To be Inserted in Final Draft

City Council Staff Report
DATE: July 6, 2022
AGENDA ITEM NO:

TO: The Honorable Mayor and City Council
FROM: Vincent D. Chang, City Clerk
SUBJECT: Initiative Petition for Healthcare Worker Minimum Wage Ordinance RECOMMENDATION:

It is recommended that the City Council consider:

1. Adopting Resolution No. _____ which certifies the Petition as qualifying for the ballot based upon the City Clerk’s certification;

2. Decide whether to adopt the Petition (verbatim), order an election or request a report in accordance with Elections Code § 9214;

3. If the City Council seeks to adopt the Petition, adopt Ordinance No. ____, adding a new Chapter 6.40 to the Monterey Park Municipal Code (“MPMC”) commencing at Section 6.40.020 and entitled “Healthcare Worker Compensation”;

4. If the City Council seeks to order an election, adopt Resolution No. ____ adding an initiative to the ballot for the previously called November 8, 2022 Regular Municipal Election;

5. Adopt Resolution No. _____ establishing regulations for ballot arguments;

6. If desirable, designate a councilmember to draft a ballot argument on the City’s behalf;

7. If desirable, adopt Resolution No. ____ directing the City Attorney to prepare an impartial analysis; and

8. Taking such additional, related, action that may be desirable.

BACKGROUND
On February 11, 2022, the City Clerk received a Notice of Intent to Circulate a Petition and a Request for Title and Summary for the proposed initiative filed by proponent Hortencia Armendariz, a Monterey Park resident. Subsequently, the Notice was published in the Monterey Park Progress and the proponent began circulation of the petition.

New Business - 5A

Staff Report

July 6, 2022
The signed Petition was filed with the City Clerk on May 11, 2022. Upon receiving the Petition, the City Clerk (as the City’s Elections Official1) forwarded it to the County of Los Angeles Registrar of Voters for verification of the signatures. The Elections Code allows the City Clerk up to thirty days “excluding Saturdays, Sundays, and holidays” to examine the Petition for sufficiency.2
Attached as Attachment 1 to this Staff Report is the Los Angeles County Registrar- Recorder’s report on the signature verification. Based on that report, there are sufficient signatures on the petition to qualify for a Special Election. Accordingly, attached as Attachment 2 is the City Clerk’s “Certificate of Sufficiency of Initiative petition entitled the “INITIATIVE REQUIRING PERSONS EMPLOYING PART-TIME AND FULL-TIME

HEALTHCARE WORKERS INCLUDING, WITHOUT LIMITATION, CLINICIANS,

NURSES, CERTIFIED NURSING ASSISTANTS, AIDES, TECHNICIANS,

MAINTENANCE WORKERS, JANITORIAL OR HOUSEKEEPING STAFF PERSONS,

GROUNDSKEEPERS, GUARDS, FOOD SERVICE WORKERS, LAUNDRY

WORKERS, PHARMACISTS, NONMANAGERIAL ADMINISTRATIVE WORKERS,

AND BUSINESS CLERICAL WORKERS (BUT NOT MANAGERS OR SUPERVISORS) TO PAY A MINIMUM HOURLY WAGE OF $25 TO BE INCREASED ON AN ANNUAL BASIS.”
Upon being presented with the City Clerk’s certification, the City Council may generally take one of three actions:3

1. Adopt the Petition, without alteration, at the regular meeting during which the City Clerk’s certification is presented, or within 10 days of that regular meeting;

2. Place the matter on the ballot for a special or regular election at which the Petition, without alteration, would be submitted to a vote; or

3. Order a report to be prepared regarding the impacts of the Petition upon the City to be returned within a reasonable time, but not later than 30 days after the City Clerk’s certification.
4 Such a report can include information regarding the
Petition’s fiscal impact; limitations on city actions; whether it would result in increased infrastructure costs or savings to current residents and businesses; impact on the City’s ability to attract and retain business and employment; and any other matter the City Council requests. When the report is presented to the City Council, the City Council must either adopt the ordinance within 10 days or order an election.
5 1 Elections Code § 320 (subsequent citations to an undesignated code are to the Elections Code). 2 §§ 9115 and 9266.
3 § 9215.
4 § 9212.
5 § 9212.

Staff Report

July 6, 2022

Pursuant to Elections Code § 9215 the Council may place the Petition on a ballot for an election within 88 to 103 days from the date that the Council decides to set the matter for election. Practically, this means that the next available election date is November 8, 2022.

If the City Council wishes to authorize one of its members to draft an argument, it may do so by minute order. The Council does not have to make such a designation. Please note that public resources, including staff time, cannot be used in opposing or supporting any initiative or referendum once a petition qualifies for the ballot.

Accordingly, the City Council may not designate a staff member to prepare ballot arguments.

The Council may also, but is not required to, direct the City Attorney to prepare an impartial analysis of the proposed ordinance. The analysis must show both the effect of the measure on existing law and its operation. The analysis cannot exceed 500 words and must precede the arguments for and against the measure on the sample ballot.

Staff prepared the necessary Resolutions relating to the calling of the election, ordering the City Attorney to prepare an impartial analysis, and allowing for rebuttal arguments.

Additionally, a Resolution was prepared which allows for the Council to designate Council Members to prepare arguments regarding the Petition.

FISCAL IMPACT

The cost of implementing the Petition – if adopted by the City Council or the voters – is unknown. It is estimated that the cost of placing this matter onto the November 8, 2022 ballot is $30,000.

Respectfully submitted and prepared by:

Vincent D. Chang
City Clerk

Approved by:

Reviewed by:

Ron Bow
City Manager
Karl H. Berger
City Attorney

Staff Report

July 6, 2022

ATTACHMENTS

1. Los Angeles County Registrar-Recorder’s report on the signature verification

2. City Clerk’s “Certificate of Sufficiency of Initiative petition entitled the “Healthcare Worker Minimum Wage Ordinance”

3. Draft Ordinance

4. Draft Resolutions

Staff Report
July 6, 2022
ATTACHMENT 1

Los Angeles County Registrar-Recorder’s report on the signature verification

Staff Report
July 6, 2022
ATTACHMENT 2

City Clerk’s “Certificate of Sufficiency of Initiative petition entitled the “Healthcare Worker Minimum Wage Ordinance”

CITY OF MONTEREY PARK

320 West Newmark Avenue • Monterey Park • California 91754-2896 www.montereypark.ca.gov

City Council
Peter Chan
Hans Liang
Henry Lo
Yvonne Yiu

City Clerk
Vincent D. Chang

City Treasurer
Joseph Leon

CERTIFICATE OF SUFFICIENCY

OF PETITION

I, Vincent D. Chang, City Clerk of the City of Monterey Park, California, do hereby certify the following:

An initiative petition (the “Petition”) was filed with me on February 11, 2022. The petition was forwarded to the Los Angeles County Registrar of Voters, where the petition signatures were fully examined and verified pursuant to Elections Code § 9114.

The number of registered voters in the City of Monterey Park, as reported to the Secretary of State on January 4, 2022 is 31 ,805. Pursuant to Elections Code § 9215, the Petition is considered sufficient if signed by at least 10% of the voters of the City, or 3,181.

The results of the examination by the Registrar of Voters were as follows:

1. Number of signatures filed by proponent (raw count): 4,216

2. Number of signatures verified: 4,216

a. Number of signatures found sufficient: 3,272 b. Number of signatures found not sufficient: 944 Insufficient because of DUPLICATE 166

The full signature verification performed by the Registrar of Voters shows the percentage of valid petition signatures is 10%. Since the Petition has sufficient signatures to qualify it for the ballot, and because it may otherwise substantial ly comply with the Elections Code, I certify the Petition to be sufficient.

I hereby set my hand and official seal this 13
th day of June, 2022 at Monterey Park,
California.

__________________________
VINCENT D. CHANG
City Clerk

Staff Report
July 6, 2022
ATTACHMENT 3

Draft Ordinance

ORDINANCE NO.

AN ORDINANCE ADOPTING AN INITIATIVE ENTITLED “AN INITIATIVE

REQUIRING PERSONS EMPLOYING PART-TIME AND FULL-TIME

HEALTHCARE WORKERS INCLUDING, WITHOUT LIMITATION,

CLINICIANS, NURSES, CERTIFIED NURSING ASSISTANTS, AIDES,

TECHNICIANS, MAINTENANCE WORKERS, JANITORIAL OR

HOUSEKEEPING STAFF PERSONS, GROUNDSKEEPERS, GUARDS,

FOOD SERVICE WORKERS, LAUNDRY WORKERS, PHARMACISTS,

NONMANAGERIAL ADMINISTRATIVE WORKERS, AND BUSINESS

CLERICAL WORKERS (BUT NOT MANAGERS OR SUPERVISORS) TO
PAY A MINIMUM HOURLY WAGE OF $25 TO BE INCREASED ON AN
ANNUAL BASIS. ” AND CODIFYING THAT INITIATIVE INTO A NEW CHAPTER 6.40 IN THE MONTEREY PARK MUNICIPAL CODE
ENTITLED “HEALTHCARE WORKER COMPENSATION.”

The city council of the city of Monterey Park does ordain as follows:

SECTION 1: Adoption. In accordance with Elections Code § 9215, the City Council adopts the initiative attached as Exhibit “A,” and incorporated by reference, submitted by the people (the “Petition”).

SECTION 2: Codification. The Petition is added to the Monterey Park Municipal Code (“MPMC”) as a new Chapter 6.40 commencing at Section 6.40.020 and entitled “Healthcare Worker Compensation.”

SECTION 3: Amendment. A new Section 6.40.010 is added to the MPMC to read as follows:

“6.40.010. Voter Approval Required. Except for this Section, the regulations set forth in this chapter were adopted pursuant to Elections Code § 9214(A). Consequently, this chapter may not be amended except by a vote of the people or as otherwise provided by the Elections Code.”

SECTION 4: Validity. If any part of this Ordinance or its application is deemed invalid by a court of competent jurisdiction, the city council intends that such invalidity will not affect the effectiveness of the remaining provisions or applications and, to this end, the provisions of this Ordinance are severable.

SECTION 5: Electronic Signatures. This Resolution may be executed with electronic signatures in accordance with Government Code §16.5. Such electronic signatures will be treated in all respects as having the same effect as an original signature.

SECTION 6: Recordation. The City Clerk is directed to certify the passage and adoption of this Ordinance; cause it to be entered into the City of Monterey Park’s book of original ordinances; make a note of the passage and adoption in the records of this meeting; and,

Resolution Report

July 6, 2022

within 15 days after the passage and adoption of this Ordinance, cause it to be published or posted in accordance with California law.

SECTION 7: Effective Date. This Ordinance will become effective on the 10th day following its adoption. It may not be amended except by a vote of the people.

PASSED AND ADOPTED this 6th day of July, 2022.

____________________________
Henry Lo, Mayor

ATTEST:

____________________________
Vincent D. Chang, City Clerk

APPROVED AS TO FORM:

____________________________
Karl H. Berger, City Attorney

Ordinance No.

An ordinance proposed by initiative petition to add Chapter 5.92 to Title 5 of the Monterey Park Municipal Code, establishing the "Healthcare Workers Minimum Wage Ordinance."

THE PEOPLE OF THE CITY OF MONTEREY PARK
DO ORDAIN AS FOLLOWS:

SECTION 1. Name.

This measure shall be known as the'oHealthcare Workers Minimum Wage Ordinance." SECTION 2. Chapter 5.92, entitled HEALTHCARE WORKERS I\dINIMUM WAGE, is added to Title 5 of the Monterey Park Municipal Code, to read:

5.92.010 Findings and purposes.

This Ordinance, adopted by the People of the City of Monterey Park, makes the following findings and has the following purposes:
(a) The purpose of this Ordinance is to establish a minimum wage for covered healthcare workers within the City of Monterey Park.
(b) The City of Monterey Park needs a sufficient healthcare workforce to ensure that healthcare facilities that provide necessary care to residents and visitors offer consistent timely, high-quality care. Hospitals, health systems, and clinics are facing staffing shortages that could jeopardize the availability of care in our city. Healthcare job vacancies are rising as workers on the frontlines deal with the emotional, mental, and physical fallout of providing healthcare during a pandemic. Workforce shortages across industries also mean that the healthcare industry is competing with other economic sectors to fill critical non-clinical positions such as for cleaning staff, food service workers, and IT administrators. With rising housing costs, healthcare workers are being forced to live further from their places of work, increasing their stress and leading to retention challenges. While healthcare workers are experiencing unprecedentedly difficult working conditions and burnout, the healthcare industry received billions of dollars in stimulus funds during the pandemic and many CEOs were paid compensation packages in the millions. The healthcare industry needs to fairly compensate workers who are sacrificing every day to care for their patients. Raising the minimum wage will help address retention challenges and workforce shortages affecting healthcare facilities in Monterey Park, and will fairly compensate healthcare workers for their contributions and sacrifices.

5.92.020 Definitions.

The following definitions shall apply to this chapter:
"City" means the City of Monterey Park.
'6Covered Healthcare Facility" means the following types of facilities, provided that they are privately owned and are located within the boundaries of the City:
(1) A licensed general acute care hospital as defined in Section I250(a) of the California Health and Safety Code, including a distinct part of any such hospital.

I
Exhibit A

(2) A clinic, as defined in Section 1206(d) of the California Health and Safety Code, that is conducted, operated, or maintained as an outpatient department of a general acute care hospital or acute psychiatric hospital.
(3) A licensed acute psychiatric hospital as defined in Section 1250(b) of the California Health and Safety Code, including a distinct part of any such hospital. (4) A licensed chronic dialysis clinic as described in Section 0Oa@)Q) of the California Health and Safety Code.
(5) A licensed psychiatric health facility as defined in Section 1250.2 of the California Health and Safety Code.
(6) All facilities that are part of an Integrated Healthcare Delivery System. "Covered Physician Group" means a medical group practice, including a professional medical corporation as defined in Section 2406 of the California Business and Professions Code, another form of corporation controlled by physicians and surgeons, a medical partnership, or an independent practice association, provided that the group includes a total of l0 or more physicians.
"Employee" has the same meaning as in Section 2775 of the California Labor Code. ooEmployer" means any Person, including a corporate officer or executive, who directly or indirectly or through any other Person, including through the services of a temporary service, staffing agency, or similar entity, employs or exercises control over the wages, hours or working conditions of any Employee.
"Ifealthcare Worker" means an Employee who is employed to work at or by a Covered Healthcare Facility to provide patient care, healthcare services, or services supporting the provision of healthcare. ooHealthcare Worker" includes a clinician, professional, non- professional, nurse, certified nursing assistant, aide, technician, maintenance worker, janitorial or housekeeping staffperson, groundskeeper, guard, food service worker, laundry worker, pharmacist, nonmanagerial administrative worker and business office clerical worker, but does not include a manager or supervisor. A "Healthcare Worker" works at a Covered Healthcare Facility only if that individual's primary work assignment is physically located at one or more such facilities; for example, delivery workers employed principally outside a Covered Healthcare Facility are not Healthcare Workers for purposes of this chapter unless employed by such a facility.
oolntegrated Healthcare Delivery System" means a system that includes both of the following: (1) one or more hospitals and(2) Covered Physician Groups, health care service plans, medical foundation clinics, or other facilities or entities, where the hospital or hospitals and other facilities or entities are related through:
(1) Parent/subsidiary relationships, common ownership or control, or common boards of directors and shared senior management; or
(2) A contractual relationship in which affiliated Covered Physician Groups or medical foundation clinics contract with a health care service plan, hospital or other part of the system, all operating under a common trade name; or
2