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
August 21, 2024
6:30 p.m.
GENERAL 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. P er the 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.
PUBLIC PARTICIPATION
You may speak up to 5 minutes on an/each 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].
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.
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.
LAND ACKNOWLEDGMENT
We would like to acknowledge that the land we inhabit today was once known as Tovangaar, the home of the Gabrieleño- Tongva people. We show our respect to the Gabrieleño-Tongva people, as well as all Indigenous people, past, present, and future, and honor t heir labor as original caretakers of this land. We commit to uplifting the Gabrieleño-Tongva people, invite you to acknowledge the history, and join us in caring for this land.
Monterey Park City Council Agenda, August 21, 2024 - Page 2
CALL TO ORDER Mayor
FLAG SALUTE The Monterey Park Police Explorer
ROLL CALL Henry Lo, Vinh Ngo, Jose Sanchez, Thomas Wong, Yvonne Yiu
AGENDA ADDITIONS, DELETIONS, CHANGES AND ADOPTIONS
PUBLIC COMMUNICATIONS
STAFF COMMUNICATIONS:
• City Clerk’s Office
• Finance
• Police Department
[1.] PRESENTATION
1-A. WARE UPDATES
[2.] OLD BUSINESS – None.
[3.] CONSENT CALENDAR ITEM NOS. 3A-3H
All items under the Consent Calendar are considered by the City Council to be routine and will be enacted by one motion. Specific items may be removed from the Consent Calendar at the request of any member of the City Council for separate consideration.
3-A. MINUTES
It is recommended that the City Council consider:
(1) Approving the minutes from the special and regular meetings of May 1, 2024; and (2) Taking such additional, related, action that may be desirable.
3-B. MONTHLY INVESTMENT REPORT – JULY 2024
It is recommended that the City Council consider:
(1) Receiving and filing the monthly investment report; and (2) Taking such additional, related, action that may be desirable.
3-C. ACCEPTANCE OF $1.5 MILLION IN FEDERAL EARMARKED FUNDS FOR UPGRADES AT FIRE STATION 61
It is recommended that the City Council consider:
(1) Accepting $1.5 million in federal earmarked funds for Fire Station 61 design and remodeling upgrades;
(2) Adopting a Resolution to add Fire Station 61 upgrades to the Fiscal Year 2024-25 Capital Improvement Program;
(3) Authorizing the Finance Department to allocate $1.5 million in earmarked grant funding to the FY 2024-25 budget; and
(4) Taking such additional, related, action that may be desirable.
Monterey Park City Council Agenda, August 21, 2024 - Page 3
3-D. CONSIDERATION OF ADOPTION OF THE MONTEREY PARK ECONOMIC DEVELOPMENT
STRATEGIC PLAN
It is recommended that the City Council consider:
(1) Adopting the Monterey Park Economic Development Strategic Plan (the “EDSP”) to establish a framework for guiding the City’s economic development efforts over the next five years; and
(2) Taking such additional, related, action that may be desirable.
CEQA (California Environmental Quality Act):
The City reviewed the environmental impacts of the draft Resolution pursuant to the California Environmental Quality Act (Public Resources Code §§ 21000, et seq. “CEQA”) and the regulations promulgated thereunder (14 Cal. Code of Regs. §§ 15000, et seq., t he “CEQA Guidelines”). CEQA Guidelines §§ 15060(c)(2), 15061(b)(3), 15378, and 15308 exempt activities that will not result in a direct or reasonably foreseeable indirect physical change in the environment, activities where there is possibility that it may have a significant effect on the environment, activities that do not constitute a “project” as defined, and actions to protect the environment, respectively. This activity is for general policies and procedure-making intended to promote economic development. Any subsequent construction or development will be evaluated separately under the CEQA Guidelines. Accordingly, the draft Resolution is exempt from further review.
3-E. ONE-YEAR TIME EXTENSION FOR TENTATIVE MAP NO. 82607 (TM-20-03) – 126 NORTH NEW AVENUE, ALSO IDENTIFIED BY ASSESSOR’S PARCEL NUMBERS 5286 -019-013 AND 5286-019-014
It is recommended that the City Council consider:
(1) Adopting a resolution approving a time extension for Tentative Map No. 82607 (TM-20- 03); and
(2) Taking such additional, related, action that may be desirable.
CEQA (California Environmental Quality Act):
Pursuant to the California Environmental Quality Act (Public Resources Code §§ 21000, et seq., “CEQA”) and the regulations promulgated thereunder (14 Cal. Code of Regs. §§ 15000, et seq., the “CEQA Guidelines”), the Project is consistent with the Mitigated Negative Declaration and Mitigation Monitoring Program adopted by City Council on July 21, 2021 per Resolution No. 12259. No additional environmental review is necessary.
3-F. AGREEMENT FOR THE COLLECTION OF CIVIC WASTE
It is recommended that the City Council consider:
(1) Authorizing the City Manager to execute an agreement with Ware Disposal Inc., in a form approved by the City Attorney, for collecting Civic Waste for an annual amount of $194,000; (2) Appropriating $194,000 from Fund 506 – Building Maintenance to the FY 2024-25 Budget for waste collection services; and
(3) Taking such additional, related, action that may be desirable.
Monterey Park City Council Agenda, August 21, 2024 - Page 4
3-G. TRAFFIC SIGNAL AND COMMUNICATIONS PLAN AND DESIGN AGREEMENT It is recommended that the City Council consider:
(1) Receiving and filing the Traffic Signal Communications Plan, Adaptive Traffic/Traffic Responsive Control System Project – Phase 1;
(2) Authorizing the City Manager to execute an Amendment to Agreement 2381 -A with Advantec Consulting Engineers, for an additional amount of $689,654, for Phase 2 of the project to include preparation of the designs and plans for implementation of recommended improvements; and
(3) Taking such additional, related, action that may be desirable.
3-H. NOTICE OF COMPLETION – VARIOUS CAPITAL IMPROVEMENT PROJECTS It is recommended that the City Council consider:
(1) Receiving and filing the Notice of Completion recorded by the Public Works Director on July 23, 2024 accepting the City Parks Playground Replacements Project completed by R.E. Schultz Construction, Inc.; and
(2) Taking such additional, related, action that may be desirable.
[4.] PUBLIC HEARING
4-A. A PUBLIC HEARING TO CONSIDER INTRODUCTION AND FIRST READING OF ZONING CODE AMENDMENT NO 24-01 (ZCA-24-01), AN ORDINANCE AMENDING THE MONTEREY
PARK MUNICIPAL CODE TO IMPLEMENT THE HOUSING ELEMENT TO THE GENERAL PLAN
It is recommended that the City Council consider:
(1) Opening the public hearing and taking testimonial and documentary evidence; (2) After closing the public hearing and considering the evidence submitted during that public hearing, introducing and waiving first reading of Ordinance No. _____ amending the Monterey Park Municipal Code (“MPMC”) to implement the Housing Element under ZCA- 24-01; and
(3) Taking such additional, related, action that may be desirable.
CEQA (California Environmental Quality Act):
The City reviewed the environmental impacts of the proposed Ordinance pursuant to the California Environmental Quality Act (Public Resources Code §§ 21000, et seq. “CEQA”) and the regulations promulgated thereunder (14 Cal. Code of Regs. §§ 15000, et seq., the “CEQA Guidelines”). The previous CEQA documents adopted by the City Council (see, Resolution Nos. 12124 and 2022 -R2) adequately analyze the changes contemplated by this Ordinance. No additional CEQA review is required.
Monterey Park City Council Agenda, August 21, 2024 - Page 5
[5.] NEW BUSINESS
5-A. CONSIDERATION AND POSSIBLE ACTION TO INTRODUCE AND WAIVE FIRST READING
OF AN ORDINANCE ADOPTING AN ENGINEERING AND TRAFFIC SURVEY FOR
HELLMAN AVENUE BETWEEN ATLANTIC BOULEVARD AND NEW AVENUE, AND
REDUCING THE SPEED LIMIT ON HELLMAN AVENUE, BETWEEN GARFIELD AVENUE AND NEW AVENUE, FROM 35 MPH TO 30 MPH
It is recommended that the City Council consider:
(1) Introducing and waiving first reading for an Ordinance reducing the speed limit on Hellman Avenue, between Garfield Avenue and New Avenue, from 35 mph to 30 mph; and (2) Taking such additional, related, action that may be desirable.
CEQA (California Environmental Quality Act):
The City reviewed the environmental impacts of the proposed Ordinance pursuant to the California Environmental Quality Act (Public Resources Code §§ 21000, et seq.; “CEQA”) and the regulations promulgated thereunder (14 Cal. Code of Regs. §§ 15000, et seq., the “CEQA Guidelines”). CEQA Guideline § 15303 exempts activity that results in new construction or conversion of small structures. If adopted, the Ordinance revises the speed limit on Hellman Avenue, between Garfield Avenue, and New Avenue, which requi res installation of level street signage. Accordingly, the Ordinance is exempt from further review.
[6.] CITY COMMUNICATIONS (CITY COUNCIL)
[7.] FUTURE AGENDA ITEMS
[8.] CLOSED SESSION (IF REQUIRED; CITY ATTORNEY TO ANNOUNCE)
ADJOURN
City Council Staff Report
TO:
FROM:
The Honorable Mayor and City Council
SUBJECT: Minutes
RECOMMENDATION:
It is recommended that the City Council consider:
1. Approving the minutes from the special and regular meetings of May 1, 2024; and
2. Taking such additional, related, action that may be desirable.
EXECUTIVE SUMMARY:
None.
BACKGROUND:
None.
FISCAL IMPACT:
None.
Respectfully submit
ted, Prepared by:
Maychelle Yee
City Clerk
Helena Cho
Assistant Deputy City Clerk
Approved By:
Inez Alvarez
City Manager
ATTACHMENT(S):
1. Draft Minutes
Maychelle Yee, City Clerk
DATE: August 21, 2024
AGENDA ITEM NO: Consent Calendar - 3A
Staff Report
August 21, 2024
ATTACHMENT 1
Draft Minutes
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MI
SSION STATEMENT
The mission of the City of Monterey Park is to provide excellent services to enhance the quality of life for our entire community
MINUTES
MONTEREY PARK CITY COUNCIL
FINANCING AUTHORITY (MPFA)
HOUSING AUTHORITY (MPHA)
GEOLOGIC HAZARD ABATEMENT DISTRICT (GHAD)
SUCCESSOR AGENCY (SA)
SPECIAL MEETING
MAY 1, 2024
The C
ity 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, Wednesday, May 1, 2024 at 5:30 p.m.
CALL
TO ORDER:
Mayor Wong called the meeting to order at 5:36 p.m.
RO
LL CALL:
Deputy City Clerk Cindy Trang called the roll:
Counc
il Members Present: Henry Lo, Vinh Ngo, Jose Sanchez , Thomas Wong, Yvonne Yiu
Council Members Absent: None
AL
SO PRESENT: City Manager Inez Alvarez, City Attorney Karl Berger , Director of Human Resources and Risk Management Christine Tomikawa , Finance Manager Laura Borjon
VIR
TUALLY PRESENT: None
PUBL
IC COMMUNICATIONS: None.
1. OPE
N SESSION
1-A. LEG
ISLATIVE SUBPOENAS; AUTHORIZATION TO ISSUE LEGISLATIVE
SUBPOENAS TO OBTAIN MORE INFORMATION REGARDING THE
CONTINUED VIOLATIONS OF THE MONTEREY PARK MUNICIPAL CODE AND VARIOUS OTHER CODES AT 122 N. LINCOLN, MONTEREY PARK
122 N.
Lincoln Avenue., Monterey Park, CA 91754 (“Property”) (APN: 5255- 017- 018) is a two -story apartment complex with 26 individual rental units facing an interior courtyard. The registered owner is “Newmark 809, LLC ,” with Curt Wang as the Managing Member.
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May 1, 2024
On May 24, 2023, the City’s Code Compliance Division received a complaint from a resident of the Property that it was being used as a “boarding hotel,” and provided photographs from several units showing 6- 9 makeshift beds in the living room areas. These, among other violations of the Monterey Park Municipal Code (“MPMC”), blocked access to the front doors.
Subs
equently, a Monterey Park Fire Captain reported to Code Compliance that he observed the same conditions when responding to a medical call at the Property.
He further noted that the missing fire extinguishers, overcrowding, and blocked egress in apartment units presented a tremendous hazard to occupants should a fire occur.
Re
commendation: It is recommended that the City Council consider: (1) Adopting a Resolution authorizing the Mayor and City Clerk to issue legislative subpoenas for testimony and records related to a multi-family rental property located at 122 N. Lincoln Ave. for investigation regarding suspected illicit use of the property as a hotel and collection of unpaid transient occupancy taxes; and (2) Taking such additional, related, action that may be desirable.
Ac
tion Taken: The City Council carried over this item to the Regular City Council Meeting at 6:30 p.m. under New Business Agenda Item.
Moti
on: Moved by Council Member Lo and seconded by Council Member Yiu, motion carried by the following vote:
Aye
s: Council Members: Sanchez, Lo, Yiu, Ngo, Wong
Noes: Council Members: None
Absent: Council Members: None
Abstain: Council Members: None
Recusal: Council Members: None
2. CL
OSED SESSION
The City Council adjourned to Closed Session at 5:37 p.m. 2-A. CONFERENCE WITH LEGAL COUNSEL—ANTICIPATED LITIGATION Significant e xposure to litigation pursuant to Government Code section 54956.9(d)(2): one. Facts and Circumstances: No disclosure required per Government Code section 54956.9(e)(1) (not yet known to a potential plaintiff or plaintiffs).
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May 1, 2024
2-B. CONFERENCE WITH LABOR NEGOTIATORS, PURSUANT TO CALIFORNIA GOVERNMENT CODE § 54957.6
Cit
y Negotiators: Steve Berliner and Christine Tomikawa
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, and Service
Employees International Union, Local 721
RECO
NVENE & ADJOURNMENT
The City Council reconvened from Closed Session with all Council Members present.
The meeting was adjourned at 6:36 p.m.
Ac
tion Taken: No reportable action taken in Closed Session. ______
____________
Maychelle Yee
City Clerk
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MI
SSION STATEMENT
The mission of the City of Monterey Park is to provide excellent services to enhance the quality of life for our entire community
MI
NUTES
MONTEREY PARK CITY COUNCIL
FINANCING AUTHORITY (MPFA)
HOUSING AUTHORITY (MPHA)
GEOLOGIC HAZARD ABATEMENT DISTRICT (GHAD)
SUCCESSOR AGENCY (SA)
REGULAR MEETING
MAY 1, 2024
The C
ity 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 1, 2024 at 6:30 p.m.
CALL
TO ORDER:
Mayor Wong called the meeting to order at 6:42 p.m.
FL
AG SALUTE:
The Monterey Park Police Explorer led the flag salute.
RO
LL CALL:
City Clerk Maychelle Yee called the roll:
Counc
il Members Present: Henry Lo, Vinh Ngo, Jose Sanchez, Thomas Wong, Yvonne Yiu
Council Members Absent: None
AL
SO PRESENT: City Treasurer Amy Lee, City Manager Inez Alvarez, City Attorney Karl Berger, Assistant City Attorney Tim Campen, Assistant City Manager Diana Garcia, City Librarian Kristin Olivarez, Director of Public Works Shawn Igoe, Director of Recreation and Community Services Robert Aguirre, Community Development Director Jessica Serrano, Police Chief Scott Wiese, Interim Fire Chief Chris Thompson, Fire Marshall Jessica Estrella, Firefighter Thomas Castro, Fire Captain Benjamin Gomory, Fire Captain Justin Birre ll, Finance Manager Laura Borjon, Adult Literacy Coordinator Victor Castellanos, De puty City Clerk Cindy Tran g, Senior Code Compliance Officer Rey Lozano
VIR
TUALLY PRESENT: Director of Finance Martha Garcia
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May 1, 2024
AGENDA ADDITIONS, DELETIONS, CHANGES AND ADOPTIONS
City Manager Alvarez requested to move Agenda Item No. 1A from the Special City Council Meeting held at 5:30 p.m. to the Regular City Council Meeting under New Business. Mayor Wong requested to move Presentation Item No. 1A to be heard after Public Communications.
PUBL
IC COMMUNICATIONS
- Randy
e Kay voiced her concerns regarding traffic issues at the intersection of Chandler and Hellman Avenues . She stated that interim measures were suggested by the City Council, but she conveyed that no have been implemented. She said she spoke at the city’s Traffic Commission meeting and mentioned she gathered 1,000 petition signatures to place a stop sign at the intersection of Chandler and Hellman Avenues. She conveyed her recommendations to add flashing lights at the crosswalk for pedestrian safety. - Ces
ar Lopez, a Monterey Park Fire Explorer took the opportunity to thank the City Council, Monterey Park Fire Department and the City of Monterey Park for what Mr. Lopez referred to as an “opportunity of a lifetime” to be a Monterey Park Fire Explorer. He spoke about his goals after leaving the Fire Explorers Program and expressed his hope to return to Monterey Park in the future.
ST
AFF COMMUNICATIONS
Thi
s Item was heard after Agenda Item No. 1A.
- Fi
nance: Finance Manager Borjon provided information on two upcoming engagement workshops on May 7 at Sierra Vista Park and May 20 at Monterey Park Bruggemeyer Library. The engagement workshops will focus on Budget and Fiscal Stability.
- Fi
re Department: Interim Fire Chief Thompson shared upcoming Fire Department events, Community Emergency Response Team Training on May 4, 11, and 18; Blood Drive hosted by the Fire Department on May 29; Annual Fire Service Day on May 18 with a pancake breakfast for sale. The Monterey Park Fire Department celebrated their Centennial Anniversary. The department was awarded with the Meritorious Service Medal from the California Emergency Medical Services (EMS) Awards, which were presented to Fire Captain Benjamin Gomory and Fire Captain Justin Birrell for their bravery during the 2023 Monterey Park Mass Shooting incident.
- Libr
ary: Adult Literacy Coordinator Castellanos thanked everyone who attended the ribbon-cutting ceremony for the newly renovated Library Storytime Room. He informed the public that the library has an Asian American and Pacific Islander (AAPI) book list in honor of AAPI Heritage Month. Additionally, the library will host two workshops for National Mental Health Month on May 13 and May 18.
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May 1, 2024
Other upcoming events mentioned were, "Intro to Cosplay" event on May 4 followed by a "Comics and Games Day ”, Citizenship Workshop, and the first - ever K-Prom both on May 11, “Fix It Yourself Workshop" focused on DIY projects on May 24, and the Summer Reading Program, which will run from June 1 to July
31. - Public Works: Public Works Director Igoe invited the community to the city’s Public Works Open House e vent on May 23 at the City Yard in celebration of Public Works’ Week with this year’s theme being “Advancing Quality of Life for All”.
- Recreation and Community Services: Recreation and Community Services Director Aguirre thanked everyone for attending the ribbon cutting ceremony of the new playground facilities at Garvey Ranch Par k. He expressed gratitude to city staff and the Cherry Blossom committee for their hard work on a successful Cherry Blossom F estival. Director Aguirre announced a new way to reserve picnic shelters rentals and informed the public that online registration for swim lesson will begin on May 14. Director Aguirre provided information on upcoming events, The Monterey Park Birthday celebration on May 9 to May 12, Pride Parade and Festival on June 1, Monterey Park Night at Dodger Stadium on August 9, and the Hollywood Bowl trip on July 13. Director Aguirre encouraged participation from the community on the city’s Parks System Master Plan.
1. PR
ESENTATION
The matters listed under presentation are informational content and for discussion only.
1-A. CONGRESSWOMAN JUDY CHU’S ARTISTIC DISCOVERY AWARDS
CEREMONY HONOREES
This Item was heard after Public Communications.
Mayor Wong introduced Alhambra Unified School District Superintendent Denise R. Jaramillo , Assistant Principal Amy Wu, Art Teacher Jenny Tang, and Mark Keppel High School students Tiffany To and Jocelyn Alvarez. Mayor Wong thanked the students for partaking in the art competition and acknowledged their dedication to art . Jocelyn Alvarez’s art piece entitled “Revisiting Memories” took 3 rd place. The art piece paid tribute to those who have passed away from cancer and remember ed them for their joy . Tiffany To’s art piece entitled “Year of the Rabbit 2023” took 1 st place. The art piece paid tribute to those who passed from the mass shooting that took place in Monterey Park and signifie d her art to be a portrayal of all the light they brought to the community. A PowerPoint presentation was provided depicting the artwork.
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May 1, 2024
1-B. MPK COMMUNITY HEALING FUND UPDATE
This item was heard after Staff Communications.
City Treasurer Lee announced that the current MPK Community Healing Fund (“Fund”) has a balance of $45,251. She stated that the Fund currently has 3 active members and that there are individuals who have expressed their interest in joining. City Treasure Lee confirmed that new members will be finalized in the next couple of weeks. She conveyed that several grants have been administered to the Boys and Girls Club, the Monterey Park Fire Relief Fund, the Asian Youth Center, the Anti-Asian Hate Coalition, the 1-year Memorial Event, and the Victim Support Groups (small grants to up to 50 individuals).
1-C. STREET REHABILITATION UPDATE
Public Works Director Igoe provided information on a new program on the city’s Geographic Information System ( GIS) platform called “story mapping”. It will provide the public with information on the status of various construction projects throughout the city . Director Igoe updated Council Member s on statistics as follows: completed 25 miles of street overlay work, 13 miles of slurry work, 331 curb ramps, 22 bus pads, 37,000 square feet of sidewalk improvements. Director Igoe stated that upcoming construction projects will include : 2.8 miles street overlay work, 4.5 miles of slurry work, 0.2 miles of alley work, and development on the South end of town.
2. O
LD BUSINESS
2-A. ESTABLISHING AN AD HOC SUBCOMMITTEE OF THE CITY COUNCIL TO
DISCUSS THE CREATION OF AN INDEPENDENT MEMORIAL COMMITTEE FOR THE JANUARY 21, 2023 MASS CASUALTY INCIDENT
On January 21, 2023, the City of Monterey Park suffered a mass casualty incident that resulted in the loss of 11 lives, nine injured individuals, and left the community deeply affected. The City recognizes the need to honor the memory of the victims and create a space for healing and remembrance for the entire community.
Communities affected by similar tragedies often establish committees consisting of a diverse group of community members and stakeholders which consider the fundraising, location, community input and planning for permanent memorials.
The City Manager is proposing the establishment of an ad hoc subcommittee of two City Council members. This ad hoc subcommittee will be tasked with appointing members to a January 21 Memorial Committee and providing initial direction on the roles and respo nsibilities of the Memorial Committee, as well as the method and frequency by which the Committee should report to the City Council on its progress.
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May 1, 2024
Public Speakers:
- Tennille Pereira, Director of the Resiliency and Justice Center in Las Vegas , Nevada, was virtually present. She provided a PowerPoint p resentation on what the ad hoc subcommittee should consider when drafting their program. Ms. Pereira offered to support and guide the city’s ad hoc subcommittee when it forms.
Action Taken: Established an ad hoc subcommittee comprised of two members of the City Council, Mayor Wong and Council Member Lo, which will appoint and give initial direction to an independent Memorial Committee for the January 21, 2023 Mass Casualty Incident.
Motion: Moved by Mayor Pro Tem Ngo and seconded by Council Member Sanchez, motion carried by the following vote:
Ayes: Council Members: Sanchez, Lo, Yiu, Ngo, Wong
Noes: Council Members: None
Absent: Council Members: None
Abstain: Council Members: None
Recusal: Council Members: None
3. CO
NSENT CALENDAR ITEMS NOS. 3 B-3F
All items under the Consent Calendar are considered by the City Council to be routine and will be enacted by one motion. Specific items may be removed from the Consent Calendar at the request of any member of the City Council for separate consideration.
Consent Calendar Items were heard after Agenda Item No. 1A, which was a carryover item from the Special City Council Meeting held at 5:30 p.m. and place under New Business.
Action Taken: The City Council approved and adopted Agenda Item Nos. 3B, 3C, 3D, 3E, and 3F on Consent Calendar, excluding Agenda Item No s. 3A and 3G which was pulled for discussion, separate motion, reading resolutions and ordinances by the title only and waiving further reading thereof.
Motion: Moved by Council Member Lo and seconded by Mayor Pro Tem Ngo, motion carried by the following vote:
Ayes: Council Members: Sanchez, Lo, Yiu, Ngo, Wong
Noes: Council Members: None
Absent: Council Members: None
Abstain: Council Members: None
Recusal: Council Members: None
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May 1, 2024
3-A. PROFESSIONAL MUNICIPAL CLERKS WEEK RESOLUTION
The Office of the City Clerk is celebrating the week of May 5 - May 11, 2024 as Professional Municipal Clerks Week. This week, sponsored by the International Institute of Municipal Clerks (IIMC) and celebrated annually, honors and recognizes the Municipal Clerk profession as a vital part of local government celebrated throughout the world including the United States, Canada and 15 other countries. We are enlisting your support in the form of a resolution to honor Professional Municipal Clerks for providing support to the Council, departmental staff, other agencies, and residents of Monterey Park.
Public Speakers:
- City Clerk Yee voiced her appreciation to the City Clerk staff who work endlessly to provide services to the public, staff, and City Council.
Action Taken: The City Council approved Resolution No. 2024-R27 declaring the week of May 5-11, 2024 as Professional Municipal Clerks Week in Monterey Park.
Motion: Moved by Mayor Pro Tem Ngo seconded by Council Member Yiu, motion carried by the following vote:
Ayes: Council Members: Sanchez, Lo, Yiu, Ngo, Wong
Noes: Council Members: None
Absent: Council Members: None
Abstain: Council Members: None
Recusal: Council Members: None
Resolution No. 2024-R27
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF MONTEREY PARK DECLARING MAY 5 THROUGH MAY 11, 2024 AS PROFESSIONAL MUNICIPAL
CLERKS WEEK IN MONTEREY PARK
3 -B. AUTHORIZE THE CITY MANAGER TO EXTEND THE LICENSE AGREEMENT
WITH CHINATOWN SERVICE CENTER FOR USE OF THE SIERRA VISTA
COMMUNITY CENTER AS THE TEMPORARY SITE OF THE MPK HOPE
RESILIENCY CENTER
At the November 15, 2023, City Council meeting, City Council authorized the City Manager to extend a license agreement with Chinatown Service Center to utilize Sierra Vista Community Center as a temporary location for the MPK Hope Resiliency Center through June 30, 2024.
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May 1, 2024
Chinatown Service Center has identified a permanent Community Resiliency Center location and needs additional time to prepare the facility for operations.
While they work toward opening the permanent location, the City would like to extend the license agreement with Chinatown Service Center for an additional six months—until December 31, 2024—to provide mental health and wellness services to those impacted by the 2023 Monterey Park tragedy. The agreement can be terminated if the permanent location is ready for operations before the end of the term.
Staff is recommending City Council authorize the City Manager, or designee, to extend the license agreement term through December 31, 2024, in a form approved by the City Attorney, to use the Sierra Vista Community Center as a temporary Community Resiliency Center.
Action Taken: The City Council a uthorized the City Manager, or designee, to extend the license agreement, in a form approved by the City Attorney with Chinatown Service Center for the use of the Sierra Vista Community Center as the temporary MPK Hope Resiliency Center, on Consent Calendar.
3-C. URBAN AREA SECURITY INITIATIVE – AWARD OF CONTRACT TO ERIC
GARCIA, OF TGI OPERATIONS, LLC, FOR THE REGIONAL TRAINING
GROUP (RTG) FIRE SERVICE TRAINING OFFICER
The City of Los Angeles is a Subgrantee of the Homeland Security Program – Urban Area Security Initiative (UASI) that is provided by the U.S. Department of Homeland Security. Per the subrecipient agreement, the City of Los Angeles may enter into an agreement with the City of Monterey Park. A portion of the grant funds awarded to the City of Monterey Park will include salaries for a full -time Regional Training Group (RTG) Fire Training Officer position, for the Los Angeles Area Fire Chiefs Association (LAAFCA).
In accordance with the MPMC Chapter 3.20, staff completed a bidding process to identify a viable candidate for the RTG Fire Training Officer position. The position was advertised on the City’s website and through various websites related to firefighting. Only o ne candidate submitted a proposal and an interview was conducted to verify the candidate’s qualifications. The panel, comprised of current and retired fire chiefs, confirmed that Eric Garcia of TGI Operations, LLC., is qualified for the position. Mr. Garcia has over thirty years of experience with the Burbank Fire Department, holding every rank in the department over his career; including twelve years in fire management where he served as Chief Officer, Assistant Fire Chief and Fire Chief. Additionally, he has bachelor’s and master’s degrees in organizational leadership. Mr. Garcia’s work experience coupled with his education make him a prime candidate for the position.
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Staff recommends City Council authorize the City Manager to execute an agreement, in a form approved by the City Attorney with Eric Garcia of TGI Operations, LLC., for an amount to not exceed $600,000. The current grant funded position will span over three grant award years. The contract is contingent on the award of funds from the City of Los Angeles.
Action Taken: The City Council authorized the City Manager to execute a one year agreement in the amount of $200,000, with the option to extend for an additional two years, with Eric Garcia of TGI Operations, LLC., in a form approved by the City Attorney, to provide training and further develop response readiness of Los Angeles area fire agencies for incidents of national significance for an amount not to exceed $600,000 and a uthorized the Finance Department to appropriate $40,000 in grant funding to the FY 2023-2024 budget, on Consent Calendar.
3-D. RENEWAL OF THE ASSESSMENT DISTRICT FOR FISCAL YEAR 2024 -25
AND SCHEDULE A PUBLIC HEARING PURSUANT TO STREETS AND
HIGHWAYS CODE §§ 22500, ET SEQ.
In 1993, the City of Monterey Park (“City”) formed Citywide Maintenance District No. 93 -1 (“District”) under the Landscape and Lighting Act of 1972 (“Act”) to finance the operation and maintenance of public streetlighting and landscaping.
The Act requires the City to prepare an annual Engineer’s Report and hold a public hearing before the City Council approves the levy of assessments for the District on the property tax roll each fiscal year. The City has contracted with Francisco and Associates to prepare the annual Engineer’s Report and submittal of District assessments to the County of Los Angeles for inclusion on property tax bills. City staff recommends a public hearing be held on June 5, 2024. City Council may provide final approval of the Fiscal Year 2024-25 District assessments following the conclusion of the public hearing during the June 5, 2024, City Council meeting.
CEQA (California Environmental Quality Act):
The proposed action is exempt from review under the California Environmental Quality Act (Cal. Pub. Res. Code §§ 21000, et seq .; “CEQA”) and CEQA Guidelines (Cal. Code Regs. tit. 14, §§ 15000, et seq .) because it establishes, modifies, structures, restructures, and approves rates and charges for meeting operating expenses; purchasing supplies, equipment, and materials; meeting financial requirements; and obtaining funds for capital projects needed to maintain service within existing service areas. The proposed action, therefore, is categorically exempt from further CEQA review under CEQA Guidelines § 15273.
Action Taken: The City Council a dopted Resolution No. 2024-R28 initiating and declaring the City Council’s intent to levy and collect assessments for Fiscal Year 2024-25 in Citywide Maintenance District No. 93-1 pursuant to Streets and Highways Code §§ 22500, et seq. and setting a time and place for a public hearing to be held at the June 5, 2024 Regular City Council Meeting at 6:30 p.m. , on Consent Calendar.
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Resolution No. 2024-R28
RESOLUTION INITIATING AND DECLARING THE CITY COUNCIL’S INTENT TO LEVY AND COLLECT ASSESSMENTS FOR FISCAL YEAR 2024 -2025 IN CITYWIDE MAINTENANCE DISTRICT NO. 93-1 PURSUANT TO STREETS AND HIGHWAYS CODE § 22587 AND SETTING A TIME AND PLACE FOR A PUBLIC
HEARING
3-E. FIRST AMENDMENT TO PROFESSIONAL SERVICES AGREEMENT NO. 2395-
AC WITH FAIRBANK, MASLIN, MAULLIN, METZ AND ASSOCIATES TO
CONDUCT PUBLIC OPINION RESEARCH
On November 1, 2023, the City entered into an agreement with FM3 to provide public opinion research. FM3’s relevant experience conducting public opinion research has allowed decision makers to identify the priorities of the residents of Monterey Park. The City is requesting to amend the agreement to allow for additional public opinion research including residential surveys on land use and revenue measure research.
The City is requesting an amendment for an additional amount of $46,750 for a total not to exceed amount of $136,500.
Action Taken: The City Council authorized the City Manager to execute an amendment with Fairbank, Maslin, Maullin, Metz and Associates (FM3) in a form approved by the City Attorney; to conduct public opinion research for an amount not to exceed $136,500, on Consent Calendar.
3-F. PUBLIC WORKS WEEK RESOLUTION
The City is celebrating the week of May 19- 25, 2024, as Public Works Week in Monterey Park. This week marks the 64th annual National Public Works Week sponsored by the American Public Works Association, which recognizes Public Works professionals. The 2024 National Public Works Week theme is “Advancing Quality of Life for All”, highlighting the way public works professionals contribute to and enhance the quality of life in all the communities they proudly serve.
Action Taken: The City Council adopted Resolution No. 2024-R29 declaring the week of May 19 through 25, 2024 as Public Works Week in Monterey Park , on Consent Calendar.
Resolution No. 2024-R29
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF MONTEREY PARK DECLARING MAY 19 -25, 2024 AS PUBLIC WORKS WEEK IN MONTEREY PARK
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3-G. APPROVAL OF THE 2024 SEWER SYSTEM MANAGEMENT PLAN
The State Water Resources Control Board General Order WQ 2002- 01030DWQ adopted on June 5, 2023 requires all public sewer collection agencies have an updated SSMP approved by its governing body. The Public Works Director recommends that the City Council approve the updated 2024 SSMP.
CEQA (California Environmental Quality Act):
The 2024 Sewer System Management Plan (SSMP) was reviewed pursuant to the California Environmental Quality Act (“CEQA”) and the regulations promulgated thereunder (14 Cal. Code of Regs. § 15000, et seq .; the “CEQA Guidelines” ) Based upon that review, the SSMP is exempt from further review pursuant to CEQA Guidelines § 15301(c) (Existing Facilities) which exempts the operation, repair, maintenance, alteration of existing public or private structures which involve negligible or no expansion of existing or former use. CEQA Guidelines § 15301(c) notes that repair of existing highways and streets, sidewalks, gutters, and bicycle and pedestrian trails —like the proposed work — are exempt from CEQA if additional automobile lanes are not created.
Action Taken: The City Council approved the updated 2024 Sewer System Management Plan.
Motion: Moved by Mayor Pro Tem Ngo seconded by Council Member Sanchez , motion carried by the following vote:
Ayes: Council Members: Sanchez, Lo, Yiu, Ngo, Wong
Noes: Council Members: None
Absent: Council Members: None
Abstain: Council Members: None
Recusal: Council Members: None
4. PUBLIC HEARING – None.
5. NEW BUSINESS
This Item was carried over from the May 1, 2024 Special City Council Meeting held at 5:30 p.m.
T his Item was heard after Agenda Item No. 2A.
1-A. LEGISLATIVE SUBPOENAS; AUTHORIZATION TO ISSUE LEGISLATIVE
SUBPOENAS TO OBTAIN MORE INFORMATION REGARDING THE
CONTINUED VIOLATIONS OF THE MONTEREY PARK MUNICIPAL CODE AND VARIOUS OTHER CODES AT 122 N. LINCOLN, MONTEREY PARK
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May 1, 2024
122 N. Lincoln Avenue., Monterey Park, CA 91754 (“Property”) (APN: 5255- 017- 018) is a two -story apartment complex with 26 individual rental units facing an interior courtyard. The registered owner is “Newmark 809, LLC ,” with Curt Wang as the Managing Member.
On May 24, 2023, the City’s Code Compliance Division received a complaint from a resident of the Property that it was being used as a “boarding hotel,” and provided photographs from several units showing 6- 9 makeshift beds in the living room areas. These, among other violations of the Monterey Park Municipal Code (“MPMC”), blocked access to the front doors.
Subsequently, a Monterey Park Fire Captain reported to Code Compliance that he observed the same conditions when responding to a medical call at the Property.
He further noted that the missing fire extinguishers, overcrowding, and blocked egress in apartment units presented a tremendous hazard to occupants should a fire occur.
Discussion: City Manager Inez let Council Member s know that the individuals living on site were given resources. She mentioned that LA County is also involved in ensuring those living at the property have a place to go.
All Council Members raised concerns for human right violations and were in support of issuing Legal Subpoenas.
Action Taken: The City Counci l adopted Resolution No. 2024- R26 authorizing the Mayor and City Clerk to issue legislative subpoenas for testimony and records related to a multi -family rental property located at 122 N. Lincoln Ave. for investigation regarding suspected illicit use of the property as a hotel and collection of unpaid transient occupancy taxes.
Motion: Moved by Council Member Sanchez and seconded by Council Member Lo, motion carried by the following vote:
Ayes: Council Members: Sanchez, Lo, Yiu, Ngo, Wong
Noes: Council Members: None
Absent: Council Members: None
Abstain: Council Members: None
Recusal: Council Members: None
Resolution No. 2024-R26
A RESOLUTION AUTHORIZING THE CITY CLERK TO ISSUE LEGISLATIVE
SUBPOENAS FOR LEGISLATIVE FACT -FINDING RELATED TO UNPAID
TRANSIENT OCCUPANCY TAX
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May 1, 2024
6. CITY COMMUNICATIONS (CITY COUNCIL)
6-A. A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF MONTEREY PARK, CALIFORNIA, DECLARING AND RECOGNIZING THE MONTH OF MAY 2024
AS MENTAL HEALTH AWARENESS MONTH
Action Taken: The City Council took one motion to approve Agenda Items Nos. 6A-6D. The City Council approved Resolution No. 2024- R30 Declaring and Recognizing the Month of May 2024 as Mental Health Awareness Month.
Motion: Moved by Mayor Pro Tem Ngo and seconded by Council Member Yiu, motion carried by the following vote:
Ayes: Council Members: Sanchez, Lo, Yiu, Ngo, Wong
Noes: Council Members: None
Absent: Council Members: None
Abstain: Council Members: None
Recusal: Council Members: None
Resolution No. 2024-R30
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF MONTEREY PARK, CALIFORNIA, DECLARING AND RECOGNIZING THE MONTH OF MAY 2024 AS
MENTAL HEALTH AWARENESS MONTH
6-B. A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF MONTEREY PARK, CALIFORNIA, DECLARING AND RECOGNIZING THE MONTH OF MAY 2024
AS ASIAN AMERICAN, NATIVE HAWAIIAN, AND PACIFIC ISLANDER
HERITAGE MONTH
Action Taken: The City Council took one motion to approve Agenda Items Nos. 6A-6D. Motion recorded under Agenda Item No. 6A. The City Council adopted Resolution No. 2024-R31 Declaring and Recognizing the Month of May 2024 as Asian American, Native Hawaiian, and Pacific Islander Heritage Month.
Resolution No. 2024-R31
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF MONTEREY PARK, CALIFORNIA, DECLARING AND RECOGNIZING THE MONTH OF MAY 2024 AS
ASIAN AMERICAN, NATIVE HAWAIIAN, AND PACIFIC ISLANDER HERITAGE MONTH
6-C. A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF MONTEREY PARK DECLARING MAY 6, 2024, THE DAY OF INCLUSION OF THE 14 2 nd
ANNIVERSARY OF THE PASSAGE OF THE CHINESE EXCLUSION ACT
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May 1, 2024
Action Taken: The City Council took one motion to approve Agenda Items Nos. 6A-6D. Motion recorded under Agenda Item No. 6A. The City Council a dopted Resolution No. 2024-R32 Declaring May 6, 2024, The Day of Inclusion of the 142nd Anniversary of the Passage of the Chinese Exclusion Act.
Resolution No. 2024-R32
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF MONTEREY PARK DECLARING MAY 6, 2024, THE DAY OF INCLUSION OF THE 142 ND
ANNIVERSARY OF THE PASSAGE OF THE CHINESE EXCLUSION ACT
6-D. A RESOLUTION OF THE CITY COUNCIL OF MONTEREY PARK DECLARING MAY 7 AS NATIONAL DAY OF THE TEACHER AND MAY 6 THOUGH MAY 10
AS TEACHER APPRECIATION WEEK
Action Taken: The City Council took one motion to approve Agenda Items Nos. 6A-6D. Motion recorded under Agenda Item No. 6A. The City Council a dopted Resolution No. 2024-R33 Declaring May 7, 2024, as National Day of the Teacher and May 6-10, 2024 as Teacher Appreciation Week.
Resolution No. 2024-R33
A RESOLUTION OF THE CITY COUNCIL OF MONTEREY PARK DECLARING MAY 7 AS NATIONAL DAY OF THE TEACHER AND MAY 6 THOUGH MAY 10
AS TEACHER APPRECIATION WEEK
CITY COUNCIL COMMUNICATIONS
Council Member Sanchez stated that he attended the Taylor Swift Party event held at the Bruggemeyer Library on April 20, a pilgrimage of the Manzanar National History Site on April 27, the city’s Cherry Blossom Festival on April 28, and the ribbon cutting ceremony of the newly renovated Storytime Room at the Bruggemeyer Library. Council Member Sanchez wished everyone a Happy Mother’s Day.
Council Member Lo stated that he along with Mayor Wong attended the Meaningful Experiences & Relationships through Community Inclusion’s (MERCI) ribbon cutting ceremony for their new Community Garden on April 19. Council Member Lo announced that he attended the Community Engagement Workshop on Sustainability at Bella Vista Elementary School on April 23, Montebello’s 109 th
Anniversary of the Remembrance of the Armenian Genocide on April 27, the Mayor Meet Up event on April 29 to support Mayor Wong, the ribbon cutting ceremony for the new playground facilities at Garvey Ranch Park and the Economic Development Strategic Plan Session both held on April 25. Council Member Lo stated that he attended the city’s Cherry Blossom Festival and Earth Day event, City of Alhambra and City of San Gabriel’s event celebrating alternative modes of transportation, the grand opening of Top Golf in the City of Montebello,
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May 1, 2024
and the ribbon cutting ceremony of the Storytime Room at the Bruggemeyer Library.
Council Member Yiu mention ed that she attended many of the same events as other Council Members . She stated that she had a special tour of a Kroger’s facilities which is the parent company of Ralphs and Food For Less supermarkets on how they convert food waste into renewable energy . She also announced her attendance at the grand opening of Top Golf in the City of Montebello.
Mayor Pro Tem Ngo conveyed that he too attended the same events as other Council Members. He said that he along with Mayor Wong attended the League of California Cities Conference in Sacramento, California on April 18- 19. He mentioned that he attended several C ommunity Engagement Workshops held by the city, the Mayor Meet Up event , the Community Meetup for b usinesses, city’s Cherry Blossom Festival, grand opening of Top Golf in the City of Montebello, and the ribbon cutting ceremony of the Storytime Room at the Bruggemeyer Library.
Mayor Wong communicated that he too attended the same events as other Council Members. He said that he attended the League of California Cities Conference, the Marguerita Elementary School’s 1
st annual career night celebrating science,
technology, engineering, art and math ( STEAM), the ribbon cutting ceremony of the new playground facilities at Garvey Ranch, the ribbon cutting ceremony of the renovated Storytime Room at the Bruggemeyer Library, and the city’s Cherry Blossom Festival. He acknowledged that May is National Asian American & Pacific Islander Heritage Month and is looking forward to the many upcoming celebrations.
7. FUTURE AGENDA ITEMS
Council Member Lo requests a Resolution highlighting May as “Missing and Murdered Indigenous People (MMIP) Awareness Month,” highlighting justice for the Indigenous community.
8. CLOSED SESSION (IF REQUIRED; CITY ATTORNEY TO ANNOUNCE) None.
ADJOURNMENT
There being no further business for consideration, the meeting was adjourned at 9:53 p.m.
__________________________
Maychelle Yee
City Clerk
City Council Staff Report
DATE: Augu
st 21, 2024
AGENDA ITEM NO:
TO: The Honor
able Mayor and City Council
FROM: Amy Lee, City Treasurer
SUBJECT: Monthly Investment Report – July 2024
RECOMMEND
ATION:
It is recommended that the City Council consider:
1. Receiving and filing the monthly investment report; and
2. Taking such additional, related, action that may be desirable.
EXECUTIVE SUM
MARY:
As of July 31, 2024, invested funds for the City of Monterey Park total $93,364,041.73.
BACKGROUND
:
In accordance with the City’s Investment Policy, a monthly investment report is presented to the City Council showing the types of investments, dates and maturities, amounts of deposits, rates of interest, and the current market values for securities with maturity more than 12 months. The attached monthly investment report includes a summary investment report for the LA County Pooled Investment Fund, which displays the composition by type for the entire pooled investment fund.
Respectfully submitted by: Prepared by:
Amy Lee
City Treasurer
Martha Garcia
Finance Director
Approved by:
Inez Alvarez
City Manager
ATTACHME
NT:
1. Monthly Investment Report
Consent Calendar - 3B
Staff Report
August 21, 2024
ATTACHMENT 1
Monthly Investment Report
INVESTMENTS PORTFOLIO PROFILE:
TOTAL BALANCE AT 07/31/2024 93,364,041.73$
INVESTMENT COMPOSITION
(1) LA COUNTY POOLED INVESTMENT FUND ON DEMAND 4.190% 25,531,280.87$ (2) LOCAL AGENCY INVESTMENT FUND ON DEMAND 4.516% 35,266,553.18$ (3) CHANDLER ASSET MANAGEMENT 5.00% 25,211,207.68$
Purchase Maturity Interest
(4) CERTIFICATES OF DEPOSIT Date Date Rate
1 SALLIE MAE BANK 08/11/21 08/12/24 0.70% 245,000
2 TOYOTA FINANCIAL SAVINGS BANK 09/16/21 09/16/24 0.65% 245,000 3 SYNCHRONY BANK 09/17/21 09/17/24 0.65% 245,000
4 UBS BANK USA 09/22/21 09/23/24 0.65% 245,000
5 STATE BANK OF INDIA 10/18/21 10/18/24 0.70% 245,000
6 MEDALLION BANK UTAH 01/28/22 01/28/25 1.25% 245,000
7 PENTAGON FEDERAL UNION 01/31/22 01/31/25 1.25% 245,000 8 BEAL BANK 02/02/22 01/29/25 1.15% 245,000
9 VALLIANCE BANK 03/18/22 03/18/25 1.40% 245,000
10 STATE BANK OF TEXAS 03/25/22 03/25/25 1.45% 245,000 11 FIRST FED SAVINGS & LOAN 03/30/22 03/31/25 2.00% 245,000 12 LAFAYETTE FEDERAL CREDIT UNION 03/30/22 03/31/25 2.20% 245,000 13 COMENITY CAPITAL BANK 04/14/22 04/14/25 2.55% 245,000 14 AMERICU CREDIT UNION 04/21/22 04/21/25 2.30% 245,000 15 BALBOA THRIFT & LOAN 04/29/22 04/29/25 2.00% 245,000 16 FIRST TECHNOLOGY CREDIT UNION 08/05/22 08/05/24 3.25% 245,000 17 AUSTIN TELCO FEDERAL CREDIT UNION 12/16/22 12/16/24 5.00% 245,000 18 GREENWOOD MUNICIPAL FED CREDIT UNIO 01/27/23 01/27/25 4.80% 245,000 19 RAIZ CREDIT UNION 01/27/23 01/27/25 4.75% 245,000
20 WORKERS 01/27/23 01/27/25 4.70% 245,000
21 MANUF & TRADERS TRUST CO 01/31/23 01/31/26 4.25% 245,000 22 ALPINE BANK 01/31/23 01/31/25 4.55% 245,000
23 TECHNOLOGY FCU 02/10/23 02/24/25 5.00% 245,000
24 RED CROWN FCU 02/14/23 02/21/25 4.85% 245,000
25 UFIRST FEDERAL CREDIT UNION 02/15/23 02/25/25 4.85% 245,000 26 SEA COMM FEDERAL CREDIT UNION 02/23/23 03/03/25 4.90% 245,000 27 GLOBAL CREDIT UNION 05/02/23 05/12/25 4.85% 245,000 28 WESTERN ALLIANCE BANK 05/02/23 05/05/25 4.85% 245,000 29 PREFERRED BANK 09/03/23 09/03/24 4.16% 100,000
30 PREFERRED BANK 09/08/23 09/08/24 4.16% 150,000
31 BANK OF AMERICA 07/24/24 07/24/25 4.85% 245,000
32 FLASTAR BANK NA 07/25/24 01/26/26 4.85% 245,000
33 CONNEX CU 08/06/24 08/06/25 4.95% 245,000
Total CDs (32) 3.482% 7,355,000.00$
OTHER INFORMATION:
BANK BALANCE: (1)
$16,114,828.20
AVERAGE MATURITY DAYS 58
AVERAGE INTEREST RATE FOR THE MONTH 5.881%
THE CITY'S INVESTMENT HAS SUFFICIENT LIQUIDITY TO MEET THE CITY'S EXPENDITURE REQUIREMENTS FOR THE NEXT 180 DAYS. THE 180-DAY LIQUIDITY DISCLOSURE IS REQUIRED PER GOVERNMENT CODE 53646.
THERE HAVE BEEN NO VARIANCES TO THE INVESTMENT POLICY.
(1) Bank balance is maintained to cover outstanding warrants, payroll checks and on-going operating costs.
CITY OF MONTEREY PARK
INVESTMENT REPORT
JULY 31, 2024
Portfolio Characteristics
Portfolio
Average Modified Duration 1.85
Average Coupon Rate 3.81
Average Purchase YTM 5.00
Average Market YTM 4.67
Highest of S&P/Moody's/Fitch AA
Average Final Maturity 2.22
Average Life 1.91
Footnote: 1
Account Summary
Portfolio
Beginning Market Value 25,124,309.76
Ending Market Value 25,412,968.39
Beginning Accrued Balance 223,349.94
Ending Accrued Balance 209,875.44
Beginning Total Market Value 25,347,659.70
Ending Total Market Value 25,622,843.84
Beginning Current Par 25,424,311.32
Ending Current Par 25,491,011.74
Beginning Book Value 25,119,693.10
Ending Book Value 25,211,207.75
Beginning Original Cost 25,069,755.03
Ending Original Cost 25,141,220.89
Footnotes: 2,3,4,5,6
Top Issuers
Issuer % of Market Value
United States 40.78%
FHLMC 7.92%
Federal Home Loan Banks 7.16%
Farm Credit System 7.14%
Bank of America Credit Card Trust 1.49%
John Deere Owner Trust 1.49%
Hyundai Auto Receivables Trust 1.39%
American Express Credit Master Trust 1.37%
Apple Inc. 1.32%
State Street Corporation 1.19%
Footnotes: 2,7,8
Sector Allocation
Maturity Distribution
Credit Quality (Highest of S&P/Moody's/Fitch)
Portfolio Summary City of Monterey Park (405980)
07/01/2024 - 07/31/2024 Dated: 08/06/2024
1
1: * Weighted by: Market Value + Accrued. 2: * Weighted by: Ending Total Market Value. 3: * Formula Column: Beginning Accrued Balance = [Beginning Due and Accrued]+[Beginning Cash Mutual Fund Dividend Receivable]. 4: * Formula Column: Ending Accrued Balance = [Ending Due and Accrued]+[Ending Cash Mutual Fund Dividend Receivable]. 5: * Formula Column: Beginning Total Market Value = [Beginning Market Value]+([Beginning Due and Accrued]+[Beginning Cash Mutual Fund Dividend Receivable]). 6: * Formula Column: Ending Total Market Value = [Ending Market Value]+([Ending Due and Accrued]+[Ending Cash Mutual Fund Dividend Receivable]). 7: * Grouped by: Issuer. 8: * Groups Sorted by: % of Market Value.
Performance Review (Gross)
Portfolio Summary City of Monterey Park (405980)
07/01/2024 - 07/31/2024 Dated: 08/06/2024
2
City Council Staff Report
DATE: August 21, 2024
AGENDA ITEM NO:
TO: The Honorable Mayor and City Council
FROM: Chris Thompson, Fire Chief
SUBJECT: Acceptance of $1.5 million in Federal Earmarked Funds for Upgrades at Fire Station 61
RECOMMENDATION:
It is recommended that the City Council consider:
1. Accepting $1.5 million in federal earmarked funds for Fire Station 61 design and remodeling upgrades;
2. Adopting a Resolution to add Fire Station 61 upgrades to the Fiscal Year 2024- 25 Capital Improvement Program;
3. Authorizing the Finance Department to allocate $1.5 million in earmarked grant funding to the FY 2024-25 budget; and
4. Taking such additional, related, action that may be desirable.
EXECUTIVE SUMMARY:
The City of Monterey Park was notified in November 2023 that United States Senator Alex Padilla had secured $1.5 million in federal funding for upgrades at Fire Station 61.
The funding will be used to upgrade the living quarters at Fire Station 61.
BACKGROUND:
Fire Station 61 was constructed in the early 1970s and is over 50 years old. Due to its age, Station 61 is beginning to exceed its useful life. The living quarters are reminiscent of the time in which they were constructed, with communal showers and dorms. The federal funds will assist in both the design and remodeling of Station 61’s living quarters, which will include modernized accommodations and updates such as gender-inclusive showers and restrooms.
2024-25 STRATEGIC PLAN GOAL:
The $1.5 million in federal earmarked money meets the City’s strategic goal to maintain, build and modernize infrastructure and facilities to support the current and future needs of our city and community. The planned upgrades at Fire Station 61 aim to ensure the fire station has the needed facilities and amenities to protect staff and the community.
Consent Calendar - 3C
Staff Report
August 21, 2024
FISCAL IMPACT:
Staff is requesting the $1.5 million be appropriated to the FY 2024 -25 Capital Improvement Projects from Grant Funds for the design and construction of Fire Station 61 upgrades.
Respectfully submitted by: Prepared by:
Chris Thompson
Fire Chief
Rebecca Bojorquez
Principal Management Analyst
Reviewed by:
__________________________________
Martha Garcia
Director of Finance
Approved by: Approved as to form by: Karl H. Berger
Reviewed by:
Inez Alvarez
City Manager
Solange Fortenbach
Deputy City Attorney
ATTACHMENT:
1. Resolution
Staff Report
August 21, 2024
ATTACHMENT 1
Resolution
RESOLUTION NO.
A RESOLUTION AMENDING RESOLUTION NO. 2024-R48 TO ADD FIRE STATION 61 UPGRADES TO THE CAPITAL IMPROVEMENT PLAN (“CIP”)
AND FINDING SUCH AMENDMENT CONFORMS WITH THE GENERAL
PLAN.
BE IT RESOLVED by the City Council of the city of Monterey Park as follows:
SECTION 1:
The City Council finds and declares as follows:
A. Pursuant to Monterey Park Municipal Code (“MPMC”) § 2.56.020(B), the City Council is the Monterey Park Planning Agency for purposes of this Resolution.
B. The Fire Station 61 Upgrades were not previously included within the Capital Improvement Plan (“CIP”) as approved by Resolution No. 2024-R48 on June 18, 2024.
C. This Resolution amends Resolution No. 2024-R48 to add the Projects to the CIP.
D. The City reviewed this Resolution’s environmental impacts under the California Environmental Quality Act (Public Resources Code §§ 21000, et seq., “CEQA”), the regulations promulgated thereunder (14 Cal. Code of Regulations §§15000, et set., the “CEQA” Guidelines”), and the City’s Environmental Guidelines.
E. This Resolution is adopted based upon the entirety of the administrative record including, without limitation, the staff report submitted by the Fire Chief.
SECTION 2: Findings. Pursuant to Government Code § 65401, the City Council finds the CIP, as amended by adding Project, is consistent with the Monterey Park General Plan.
Amount other things the CIP meetings the following goals in the General Plan:
• Goal 1.0 of the Safety Element: Capacity to respond effectively to emergencies and is prepared for unavoidable disasters
• Goal 18.0 of the Safety Element: Provide residents and the business community with a high level of fire protection
SECTION 3: D
esign Immunity; City Engineer . The City Council wishes to obtain the immunities set forth in Government Code § 830.6 regarding the plans and construction of the Projects. Accordingly, in addition to the other projects in the CIP, the City Council authorizes the City Engineer to exercise discretionary approval for plans or designs for the Projects in advance of the construction or improvement as set forth in Resolution No. 2024-R48.
SECTION 4: Environmental Assessment . The City reviewed the environmental impacts of the Project under the California Environmental Quality Act (Public Resources Code §§ 21000, et seq. “CEQA”) and the regulations promulgated thereunder (14 Cal.
Code of Regs. §§ 15000, et seq., the “CEQA Guidelines”). CEQA Guidelines §§ 15060(c)(2), 15061(b)(3), and 15378 exempt activities that will not result in a direct or reasonably foreseeable indirect physical change in the environment, activities where there is possibility that it may have a significant effect on the environment, and activities that do not constitute a “project” as defined, respectively. This activity is primarily a legislative tool to assess legislative and budgetary priorities and does not approve any of the specific projects for construction, and therefore does not have the potential to have a significant effect on the environment. Accordingly, no further review is required.
SECTION 5: N
otice of Exemption. The Director of Public Works, or designee, is directed to file a Notice of Exemption in accordance with CEQA §§ 15062, and any other applicable law.
SECTION 6 : L
imitations. The City Council’s analysis and evaluation of the project is based on the best information currently available. It is inevitable that in evaluating a project that absolute and perfect knowledge of all possible aspects of the project will not exist. One of the major limitations on analysis of the project is the City Council’s lack of knowledge of future events. In all instances, best efforts were made to form accurate assumptions. Somewhat related to this are the limitations on the City's ability to solve what are in effect regional, state, and national problems and issues. The City must work within the political framework within which it exists and with the limitations inherent in that framework.
SECTION 7: S
ummaries of Information. All summaries of information in the findings, which precede this section, are based on the substantial evidence in the record. The absence of any particular fact from any such summary is not an indication that a particular finding is not based in part on that fact.
SECTION 8:
Construction. This Resolution must be broadly construed to achieve the purposes stated in this Resolution. It is the City Council’s intent that the provisions of this Resolution be interpreted or implemented by the City and others in a manner that facilitates the purposes set forth in this Resolution.
SECTION 9:
Severability. 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 10: E
lectronic 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 11: 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 her duly appointed deputy, may attest thereto SECTION 12: Effective Date. This Resolution will become effective immediately upon adoption and will remain effective unless repealed or superseded.
PASSED
AND ADOPTED this 21st day of August, 2024.
____________________________
Thomas Wong, Mayor
ATTE
ST:
______
________________________
Maychelle Yee, City Clerk
APPRO
VED AS TO FORM:
KARL H. BERGER, City Attorney
______
________________________
Solange Fortenbach, Deputy City Attorney
Consent Calender - 3D
Staff Report
August 21,2024
BACKGROUND:
With the City Council's support of economic development related efforts, the City began the process of updating the existing EDSP, which was adopted on August 4, 2010. On July 19, 2023, the City Council approved an agreement to engage The Natelson Dale Group consulting firm to assist the City in developing a new EDSP.
The EDSP development was a collaborative effort involving community engagement, stakeholder input, and analysis of Monterey Park's local economy and demography, economic data, and trends. The process began on December 5, 2023, with the creation of the EDSP Task Force consisting of stakeholders such as residents, business owners, realtors, brokers, developers, and partner agencies. A series of meetings were held with the EDSP Task Force, Economic Development Advisory Commission (EDAC), and the Business Improvement District Advisory Committee (BIDAC) and a business survey was launched to learn more about the areas of need for local businesses. Additionally, public workshops were held with community members to gather feedback on the City's economic development challenges and opportunities.
This input was used to inform the development of the EDSP's goals, strategies, and action items.
The EDSP draft was further refined through additional stakeholder meetings and a public review period from July 17 through 31, 2024.
The EDSP identifies key strategies across nine focus areas:
1. Marketing and Branding: Promote the City as a desirable place to live, work, and invest.
2. Development Friendliness: Streamline development processes and create a regulatory environment encouraging investment.
3. Business Attraction, Retention, and Expansion: Attract new businesses and investment to the City while supporting the growth and success of existing businesses.
4. Placemaking and Strategic Land Use: Enhance the City's physical infrastructure and create attractive public spaces that support economic activity.
5. Reinvent Retail: Shore up stronghold centers and support the evolution of the retail sector to adapt to changing consumer preferences and technologies.
6. Talent (Workforce) Retention & Attraction: Strengthen the local workforce through education, training, job placement programs and linkages to available local and regional partner assets.
7. Entrepreneurial Development: Foster a culture of entrepreneurship and provide resources to support the growth of new businesses.
8. Targeted Industry Attraction: Attract businesses in high-growth industries that align with the City's strengths and assets.
9. International Business Development: Expand the City's reach into global markets and attract foreign direct investments.
To facilitate the implementation of the EDS P's goals and objectives, a separate, dynamic Action Plan for staff has been developed. This Action Plan outlines specific, actionable
Staff Report
August21,2024
steps designed to produce measurable progress. It encompasses detailed action steps; identifies
resources and potential collaborators or partners, both within and external to Monterey Park, who can play a role in enhancing the City's economic vitality; and includes implementation tools to support the execution of the EDSP. The Action Plan serves as a living document, intended to evolve alongside the City's economic development efforts.
It will be updated as action items are completed, new initiatives arise, or modifications are needed to ensure the Plan remains effective.
2024-2025 STRATEGIC PLAN GOAL:
The EDSP supports the City's goal to strengthen our local economy and enhance housing opportunities by actively pursuing the objectives outlined in the EDSP to promote business growth and attract investment.
FISCAL IMPACT:
There is no immediate fiscal impact to adopting the EDSP. Staff will request any additional funding to carry out the strategic imperatives of the EDSP through the annual budget planning process.
Respectfully submitted by:
Jessica Serrano
Director of Community Development
Approved by:
ATTACHMENT:
Inez Alvarez
City Manager
Prepared by:
1l:ph Torres
Economic Development Manager
Reviewed by:
1. Economic Development Strategic Plan (EDSP)
2. EDSP Action Plan
Staff Report
August21,2024
ATTACHMENT 1
Economic Development Strategic Plan (EDSP)
MONTEREY PARK
ECONOMIC DEVELOPMENT
STRATEGIC PLAN
CITY OF MONTEREY PARK, CA
AUGUST 15, 2024
THE NATELSON DALE GROUP, INC.
CONTENTS
INTRODUCTION ................................................................................................................................... 1 Overview of the Strategic Planning Process ................................................................................... 2 Participating Stakeholders.............................................................................................................. 3 EXECUTIVE SUMMARY ......................................................................................................................... 6 EDSP Goals and Scope .................................................................................................................... 6 Overview of EDSP Initiatives .......................................................................................................... 8 Business Retention/Expansion/Attraction Targets ......................................................................... 9 Targeted Businesses by Theme Category ..................................................................................... 11 EDSP FOCUS AREAS (STRATEGIES) ..................................................................................................... 17 APPENDIX A: SWOT ASSESSMENT FROM STAKEHOLDERS .................................................................. 28 APPENDIX B: DEMOGRAPHIC AND ECONOMIC OVERVIEW ................................................................ 32 Census‐Based Demographic Profile .............................................................................................. 32 Population and Employment Forecasts (SCAG) ............................................................................ 34 Labor Force Data .......................................................................................................................... 35 Industry Mix ................................................................................................................................. 38 Taxable Sales Data ........................................................................................................................ 39 APPENDIX C: TARGET INDUSTRY/CLUSTER ANALYSIS ......................................................................... 41 Overview of Employment in Monterey Park ................................................................................ 42 Existing Important Clusters in Monterey Park and the Larger San Gabriel Valley and L.A. County Regions ......................................................................................................................................... 42 APPENDIX D: MARKET DEMAND FOR COMMERCIAL AND INDUSTRIAL LAND USES ............................ 53
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CITY OF MONTEREY PARK, CA | EDSP
INTRODUCTION
This document provides a strategic framework to guide the City of Monterey Park’s economic development policies and programs over the next five years. The Monterey Park Economic Development Strategic Plan (“EDSP”) is based on a comprehensive research and stakeholder input process and reflects consensus views on the most promising opportunities and the most pressing challenges facing Monter ey Park’s economy. While the EDSP places primary emphasis on initiatives that would be pursued by the City, it recognizes that a wide array of public‐ and private‐sector entities have roles in influencing the economic vitality of Monterey Park (“MPK”). In this regard, some of the recommended initiatives would be carri ed out through partnerships with other entities. Even for those action items in which the City’s role is essentially coordination, this function can take many forms and is often critical to solving problems that may not otherwise have a clear constituency or single responsible entity assigned to resolving them.
The recommended strategies re
cognize that Monterey Park is largely built out and, at this stage of its evolution as a city, has limited land capacity for new development. As such, the industry attraction potentials and real estate demand projections indicated in the technical studies must be interpreted cautiously. While there is theoretical demand to support new development, actual development is likely to be more modest bas
ed on land constraints and other market trends (e.g., the global reduction in the brick‐and‐mortar footprint of retail facilities). The EDSP anticipates that the City’s future economic development efforts will focus on “q uality over quantity.” This focus can include facilitating revitalization and/or reuse of older commercial properties, marketing to support high‐value tenant recruitment for vacant commercial and industrial space, and encouraging intensification of tenants with higher densities of high‐paying jobs.
The limited supply of developable land by no means suggests that economic development is a less important City function than it was in years past. In fact, it is arguably a higher priority now. Without proactiv
e economic development programming, the potential for economic stagnation is a real concern.
As such, it becomes vitally important to maximize the economic impact of Monter ey Park’s remaining land resources and to aggressively promote opportunities for redevelopment and infill projects. The EDSP reflects this recommended strategic approach.
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CITY OF MONTEREY PARK, CA | EDSP
OVERVIEW OF THE STRATEGIC PLANNING PROCESS
The recommended policies and program activities are based on an extensive planning process that includes the following components:
An analysis of Monterey Park’s existing and projected demographic profile provides an understanding of underlying trends that may affect economic growth potentials. Direct input from a cross‐section of the City’s econ omic development stakeholders (invited to serve on the EDSP Taskforce) via a series of workshop‐style meetings. One‐on‐one interviews with members of the Monterey Park City Council. A focused online survey of business owners to help identify challenges and opportunities businesses face.
Periodic briefings to the City’s Economic Development Advisory Commission (“EDAC”) and Business Improvem
ent District Advisory Commission (“BIDAC”).
Two community workshops (with Chinese and Spanish translation capacity provided) open to the general public and business community.
A focused evaluation of the potential to restructure the City’s Business Improvement District (“BID”) as a means of accelerating the revitalization of the Downtown area; this evaluation included a co
mbined study session of BIDAC and EDAC.
A review of the various public‐ and private‐sector entities involved in different aspects of economic development (or related activities).
An analysis to identify the industry groups, or “clusters,” that are the mos t important “engines” of the existing local and regional economies and the industry groups that are likely to offer the most attractive growth potentials in the future.
A real estate market analysis to identify potential future demand for retail, office, industrial, and hotel development in the City.
HOUSEHOL
D AND EMPLOYMENT GROWTH PROJECTIONS PERCENT CHANGE, 2019‐2035:
MONTEREY PARK, SGV REGIONS, AND LOS ANGELES COUNTY
Source: SCAG 2024 RTP/SCS Growth Projections; TNDG.
7.0%
6.4%
4.1%
4.5%
15.9%
15.8%
8.1%
7.0%
0% 2% 4% 6% 8% 10% 12% 14% 16% 18%
L.A. County
Upper SGV
SW SGV
Monterey Park
Households Employees
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CITY OF MONTEREY PARK, CA | EDSP
PARTICIPATING STAKEHOLDERS
The City of Monterey Park gratefully acknowledges the participation of the following individuals in the preparation of the EDSP:
Members of the Monterey Park City Council
Thomas Wong, Mayor (District 1)
Vinh T. Ngo, Mayor Pro Tem (District 5)
Yvonne Yiu, Council Member (District 2)
Henry Lo, Council Member (District 4)
Jose Sanchez, Council Member (District 3)
Members of Economic Development Advisory Committee (EDAC) Alexander Fung, Former Chairperson
Dora Leung, Chairperson
Amy Newman
Tomas Wong
Billy Yeung
Members of Business Improvement District Advisory Committee (BIDAC) Elizabeth Yang, Chairperson
Gene Jeng, Vice Chairperson
Jessy Li
Josephine Louie
Zhen Wu
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CITY OF MONTEREY PARK, CA | EDSP
Participants in EDSP Taskforce
Adrian Lee Property Owner, Prado Shopping Center
Alex Fung Chairperson, Economic Development Advisory Commission Alex Lai Property Manager, Longo Development
Arian Talehakimi President, Talehakimi Development Company Arthur Monreal Program Manager, LA County America’s Job Centers of California Bo Sivanunsakul Director, Business, Pacific Asian Consortium in Employment (PACE LA) Bob Machuca Senior Advisor, Re gional Government Services Caleb Kwok CFO, Greater Monterey Park Chamber of Commerce David Ballou Sales Executive, CoStar Group
Denise Jaramillo Superintendent, Alhambra Unified School District Donald Loewel Director, SBA Small Business Development Center Elizabeth Yang Attorney/Property Owner, Elizabeth Yang Law Offices Enrique Robles District Chief of Staff, Office of Congresswoman Judy Chu Gene Jeng
Business Owner, Martin Florist
Gigi Lee Field Representative, Office of Congresswoman Judy Chu Guss Kim Chief Operating Officer, Like Dreams
Jairi Sanchez Community Economic Development Coordinator, Build LACCD Jennifer Tang District Director, Mike Fong, California State Assembly John Bwarie CEO, Alhambra Chamber of Commerce
Jon Lin Manager, Community De velopment, Chinatown Service Center Joseph Lee Vice President, Commercial Brokerage, Carmichael International Service Ken Lee Vice President, Pacific Plaza Premier Development Group Kendra Madrid Dean, East Los Angeles College
Kevin Anderson Chief of Staff, Los Angeles County Department of Economic Opportunity Leonard Barrales Regional Manager, Los Angeles County Economic Development Corporati on Lillian Conroe Senior Permit Specialist, CA Governor’s Office Business & Economic Development Lilly Rocha Executive Director, Latino Restaurant Association Linda Lee Executive Vice President, Kidder Matthews Luis Portillo President & CEO, San Gabriel Valley Economic Partnership Michael Brody Director, Government Relations, Bank of the West Michael Hamner Architect, D. Michael Ha mner Architects Nina Hsu Realtor, Coldwell Banker George Realty
Pellson Lau Export Finance Manager, U.S. Small Business Administration (SBA) Peter Foo VP of Workforce Development, Los Angeles Area Chamber of Commerce Peter Ng CEO, Chinatown Service Center
Ray Jan CEO/Executive Director, Rosemead Chamber of Commerce Selina Luong Property Owner, 540 W. Garvey Avenue
Thomas Riebs
CEO, AXEL
William Lau President & CEO, Eastern International Bank Yoonho Cha E‐commerce Manager, Like Dreams
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CITY OF MONTEREY PARK, CA | EDSP
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CITY OF MONTEREY PARK, CA | EDSP
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EXECUTIVE SUMMARY
EDSP GOALS AND SCOPE
The EDSP focuses on the following major goals:
Expand economic opportunities for Monterey Park’s resident workforce; Nurture a culture of entrepreneurism in Monterey Park; Capitalize on Monterey Park’s highly strategic location within Greater Los Angeles; Reposition Monterey Park as a cultural/entertainment destination within the San Gabriel Valley and the larg
er Southern California region;
Leverage Monterey Park’s longstanding international connections to expand foreign direct investment and international tourism;
Revitalize Downtown Monterey Park;
Attract new investment in Monterey Park’s other commercial and industrial areas; Strengthen the City’s fiscal position by developing a base for strong sales and property tax in the City; and
Connect the City’s business development eff
orts to climate resilience initiatives (and related state and federal funding sources for R&D/innovation, renewable energy, clean tech, etc.).
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CITY OF MONTEREY PARK, CA | EDSP
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MAP OF MONTEREY PARK, SOUTHWEST SAN GABRIEL VALLEY, AND UPPER SAN GABRIEL IN SOUTHERN CALIFORNIA
Source: U.S. Census; OpenStreetMap; TNDG.
Whereas these goals largely revolve around attracting and retaining targeted development and business investment, the EDSP recognizes that the strength of the local business/development environment will ultimately depend on Monterey Park’s strategic attention to a range of “foundational” conditions such as:
The City’s reputation for business/development friendliness; The City’s ability to effectively eng age the vibrancy of its diverse resident population, business community, and property owners (some of which are not local); Land, zoning, and infrastructure capacity;
Entrepreneurial development resources;
Education/workforce development systems;
Placemaking initiatives that leverage Monterey Park’s unique culture, locational advantages, and sense of community;
Overall imag
e (i.e., the way the City is perceived by prospective visitors, developers, and business investors); and
Quality of life.
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CITY OF MONTEREY PARK, CA | EDSP
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OVERVIEW OF EDSP INITIATIVES
The EDSP is organized around nine major focus areas:
Focus Areas Roles in Securing EDSP Goals and Objectives
1. Marketing/Branding
Make outsiders (prospective visitors/consumers and
business/development investors) aware of opportunities in MPK; craft a consistent brand message and visual identity across all marketing channels
2. Development Friendliness
Reduce potential barriers to attracting new development by reviewing entitlement and permitting processes and related fee structures
3. Business Retention/Expansion
Direct outreach to Monterey Park firms to identify and respond to issues that are threats to long‐term viability and growth; retain/grow high‐paying jobs and increase tax base
4. Placemaking/Strategic Land Use
City‐led initiatives to pursue development‐driven placemaking in special focus areas; evaluate development potentials of surplus properties of churches, schools, etc.
5. Reinvent Retail
Shore up stronghold centers with support for retail attraction; consider promoting City‐sponsored demonstration project(s) as examples of existing shopping center revitalization
6. Talent (Workforce)
Retention/Attraction
Coordinate workforce development through linkages to available local and regional partner assets; help residents align with existing and emerging employment/business
opportunities
7. Entrepreneurial Development
Mostly serve in a coordination/clearinghouse capacity, drawing on the established programs of regional partners; focus on creating an innovative business environment attractive to prospective entrepreneurs
8. Targeted Industry Attraction City to take the lead, in‐house role in implementing a Monterey Park‐specific target industry program
9. International Business
Development
Systematic effort to attract foreign investment (e.g., focus on attracting EB‐5 investments; partner with overseas realtors)
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CITY OF MONTEREY PARK, CA | EDSP
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BUSINESS RETENTION/EXPANSION/ATTRACTION TARGETS
The EDSP target industry analysis (summarized in Appendix B) identifies the industry clusters that are currently growing or declining at three levels of geography: Monterey Park, San Gabriel Valley regions1, and the larger Los Angeles County region. The regional scale of the analysis recognizes that most Monterey Park residents work at jobs outside the City and, as such, their career prospects are largely tied to the performance of the overall regional economy. To the extent opportunities exist for Monterey Park to attract new jobs within th
e City itself, these opportunities are also likely be related to economic trends in the larger region.
The target industry analysis identified a total of 18 industry clusters that are of potential interest to Monterey Park as strategic targets. Among the 18 clusters, 11 are recommended as strategic targets in the EDSP. These targets are organiz
ed below in two categories:
Monterey Park’s existing core strengths. Strategic approach: retain and expand industry clusters identified as existing core strengths in Monterey Park
Regional (San Gabriel Valley and Los Angeles County) clusters. Strategic approach: tap into dominant regional industry clusters that are not currently well represented in Monterey Park (e.g., Information Technology and Analytical Instruments)
Strategic Approach
Priority Industry Cluster
Build on
Existing
Strength
Tap Into
Regional
Clusters
1. Local Health Services
2. Local Hospitality Establishments (includes restaurants)
3. Education and Knowledge Creation
4. Communications Equipment and Services
5. Distribution and Electronic Commerce
6. Information Technology and Analytical Instruments
7. Business Services
8. Marketing Design and Publishing
1 San Gabriel Valley regions refer to the two San Gabriel Valley County Census Divisions (CCDs). The CCDs include the Southwest San Gabriel Valley (SW SGV) and Upper San Gabriel Valley (Upper SGV) CCDs. The SW SGV region includes zip codes 90640, 91754, 91755, 91770, 91755, 91766, 91801, and 91803. The Upper SGV re gion includes zip codes 91006, 91007, 91008, 91010, 91016, 91024, 91706, 91731, 91732, 91733, 91775, and 91780.
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CITY OF MONTEREY PARK, CA | EDSP
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Strategic Approach
Priority Industry Cluster
Build on
Existing
Strength
Tap Into
Regional
Clusters
9. Performing Arts
10. Video Production and Distribution
11. Biotechnology/Health Sciences*
* Cluster identified in Summit Meeting #1, separate from pre‐defined clusters summarized in Appendix C (page 41)
Prioritization of Business Attraction Targets. The “Priority Industry Clusters” listed above include a range of possible business attraction targets that the EDSP process has preliminarily determined are feasible from a regional market perspective. That is, they are industries that are expected to grow and create jobs in the greater Southern California re gion. In some cases, they are industries which are not currently present in MPK but which nevertheless could be reasonable marketing targets for MPK based on the City’s locational and demographic (workforce) strengths. As the City considers implementing a marketing effort for business attraction, further screening these “aspirational” targets can help refine and prioritize the list. For near term marketing efforts, the City could consider focusing on existing strengths related to th e
visitor economy – especially retail/restaurant/entertainment business that can catalyze revitalization of the Downtown and other key commercial districts.
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CITY OF MONTEREY PARK, CA | EDSP
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SHARE OF EMPLOYMENT BY INDUSTRY IN MONTEREY PARK, 2022
Source: Lightcast industry employment data
Targeted Businesses by Theme Category
Based on the priority clusters identified above, the EDSP recommends that the City focus its business retention/expansion/attraction and entrepreneurial development efforts around four broad themes or categories of business activity:
1. Visitor Economy
2. Technology (including IT and Biotech) and Manufacturing
3. Professional/Creative
4. Trade/Distribution (including E‐commerce)
21.8%
16.9%
9.7%
8.5%
7.3%
7.3%
6.7%
4.5%
3.4%
3.1%
3.1%
2.6%
0% 5% 10% 15% 20% 25%
Health Care and Social Assistance
Government
Accommodation and Food Services
Retail Trade
Other Services (except Public Administration)
Finance and Insurance
Administrative and Support and Waste Management and…
Professional, Scientific, and Technical Services
Wholesale Trade
Transportation and Warehousing
Manufacturing
Educational Services
Utilities
Real Estate and Rental and Leasing
Construction
Information
Arts, Entertainment, and Recreation
Management of Co
mpanies and Enterprises
Agriculture, Forestry, Fishing and Hunting
Mining, Quarrying, and Oil and Gas Extraction
Monterey Park National Average
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CITY OF MONTEREY PARK, CA | EDSP
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As shown on the tables beginning on the next page, each of the four broad categories includes a range of specific industry/business types preliminarily determined to be viable targets for Monterey Park. The table also indicates the potential for each industry group to support the following areas of strategic focus:
Techn ology focus
Creation of higher paying jobs with career ladders
Placemaking value
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CITY OF MONTEREY PARK, CA | EDSP
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Visitor Economy (regional day visitors and international tourists) Targeted Business Types: Hospitality (hotels); Entertainment; Retail/ restaurant; Performing Arts
Selling Points /
Rationale
MPK is long established as one of Southern California’s prominent destinations for Asian cuisine. The success of Monterey Park Marketplace demonstrates MPK’s locational advantages for other types of regional‐ scale retail businesses; successful mixed‐use development on North Atlantic Boulevard (Atlantic Times Square, hotels, retail, movie theater) can potentially be repl icated in other parts of MPK.
Community stakeholders have expressed interest in diversifying MPK’s retail/restaurant offerings (e.g., to include representation of other ethnic cuisines, while continuing to support the community’s historic strengths).
Many MPK residents, businesses, and property owners, which can also potentially be leveraged to promote MPK as a destination for internation al visitors.
City's Potential
Strategic Roles
Public/private initiatives to create a “destination worthy” downtown; incentivizing higher‐density mixed‐use development in other key locations suitable for becoming community gathering places (with amenities attractive both to residents and visitors); preparation of Specific Plans for these special focus areas; marketing to support MPK’s positioning as a destination (this would include mark eting to prospective visitors; outreach to attract interest of the development community in key opportunity sites; and retail/restaurant tenant recruitment efforts).
Areas of Strategic Focus: Placemaking
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CITY OF MONTEREY PARK, CA | EDSP
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Technology and Manufacturing
Targeted Business Types: Information Technology; Biotech / Health Sciences; Communications Equipment and Services; Aerospace; “Nascent” Southern California Technology Industries (e.g. electric vehicles, virtual reality, robotics, cybersecurity); Data Centers Selling Points /
Rationale
MPK’s resident workforce includes a sizeable contingent of tech workers (many of whom currently commute to jobs outside MPK). MPK is proximate to internationally significant clusters of technology industries (e.g., biotech in Pasadena, IT in greater San Gabriel Valley, and aerospace in San Fernando Valley).
MPK is an established manufacturing location within the largest manufacturing cluster (Gre
ater Los Angeles) in the United States. A dual
focus on technology and manufacturing represents an opportunity to cross‐leverage two of MPK’s inherent strengths.
City's Potential
Strategic Roles
Land use planning (e.g., Specific Plans for special focus areas) to create development capacity and plan for infrastructure essential to targeted technology industries; feasibility studies for specialized concepts (such as a business incubator for biotech startups); marketing/networking within Southern California technology industries (and through commercial/industrial real estate professionals) to promote MPK as a strong location for target
ed firms; coordination with education/workforce
development system to ensure availability of training/internship programs responsive to the workforce needs of targeted firms.
Areas of Strategic Focus: Technology Focus; Professional Jobs
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CITY OF MONTEREY PARK, CA | EDSP
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Professional/Creative
Targeted Business Types: Local Health Services; Education and Knowledge Creation; Business Services; Marketing, Design, and Publishing; Video Production & Distribution; Music and Sound Recording
Selling Points /
Rationale
This group of industries includes a diverse mix of both local‐serving and “traded” (i.e., export‐oriented) sectors. The specific selling points differ by business type (but all generally contribute to an image of MPK as a creative/professional community):
MPK is established as a cluster of healthcare providers that serve a market be
yond the City boundaries; this cluster (anchored by Garvey Medical Center) can potentially be leveraged to attract other (complementary) service providers.
The “Education and Knowledge Creation” cluster is strongly anchored by East Los Angeles College (within MPK) and CSULA (just outside MPK). In addition to serving as critical w orkforce development partners and supporting an overall positive image for MPK, these institutions can potentially be directly leveraged to attract business/development opportunities (e.g., student‐oriented housing and retail/restaurant facilities).
Business Services include professional services such as law firms, accounting firms, etc. It is a strong growth cluster throughout the region and can be an important part of the business “ecosystem” as MPK attracts other industries/firms requiring th
ese services.
The other creative activities listed here (e.g., publishing, filmmaking, sound recording) are recommended targets based on MPK’s immediate proximity to the internationally renowned concentration of media/entertainment firms in Hollywood and portions of the San Fernando Valley.
City's Potential
Strategic Roles
Land use planning (e.g., Specific Plans for special focus areas) to create growth capacity for professional/creative industries; marketing/networking within the Greater Los Angeles media/entertainment industry to promote MPK as a potential location for targeted firms; and coordination with local/regional health care industry to nurture expansion opportunities in MPK.
Areas of Strategic Focus: Professional Jobs
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CITY OF MONTEREY PARK, CA | EDSP
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Trade/Distribution
Targeted Business Types: Import/Export; Distribution and Electronic Commerce Selling Points /
Rationale
The phenomenal growth of Southern California’s logistics industry over the past decade has largely been fueled by the ongoing growth of international trade flowing through the region’s two major ports (Los Angeles and Long Beach) and the resulting development of supporting distribution industries and infrastructure. The concurrent growth in e‐ comm
erce (which accelerated during the Covid‐19 pandemic) has also had significant economic impacts (including sales tax revenue) on some Southern California communities. While MPK does not have the land capacity to develop large logistics warehouses, the City could focus on attracting higher‐value aspects of trade/distribution (such as e‐commerce facilities with the potential to generate sales tax and technology‐or iented
firms serving the regional logistics industry).
A strategic focus on trade/distribution would cross‐leverage two of MPK’s core strengths:
Close international connections of MPK businesses, property owners and residents
Strategic location within the region and excellent freeway access (710, 60, and 10 freeways)
The trade/distribution cluster is also a good fit with the EDSP’s overall focus on technolog
y (robotics, for example, has direct applications in logistics facilities).
City's Potential
Strategic Roles
Land use planning to determine capacity (and thereby refine the focus of targeted business types); marketing through the commercial/industrial brokerage community to attract targeted business types; promotion of foreign direct investment (FDI); and providing export assistance services (through partners) to local firms.
Areas of Strategic Focus: Technology Focus
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CITY OF MONTEREY PARK, CA | EDSP
EDSP FOCUS AREAS (STRATEGIES)
The nine EDSP focus areas (as outlined in the tables beginning on the next page) are intended to provide a “roadmap” to guide activities and programs of the City’s Economic Development Division over approximately the next five years. As such, the Plan is intended to assist the City in aligning its program priorities to match the mar
ket opportunities and critical targeted objectives identified during this planning effort. Whereas the EDSP covers an ambitious range of economic development activities, the overall program recommendations reflect the following assumptions:
Some of the proposed strategies involve activities that the City is already undertaking to some extent or has at least anticipated, so they are not all new commitments ;
New activities/programs would be phased in over several years, and Consistent with existing practices, some of the strategies would be carried out in collaboration with various non‐City partner organizations (several of which will have participated in the development of this plan)
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CITY OF MONTEREY PARK, CA | EDSP
FOCUS AREA 1: Marketing/Branding
Brief Description of Program
The City will consider an economic development‐specific marketing program supporting the following objectives:
Exposure to targeted industry clusters within the region (to generate leads for business attraction);
Outreach to the existing MPK business community (to raise awareness of the City’s business assistance resources); Outreach to the regiona l development community (to promote major MPK development/investment opportunities); and
Specific focus on retail/restaurant tenant attraction, including destination (“entertainment/lifestyle”) businesses.
Potential “Gamechanger”
Programs or Projects
Annual outreach to the
commercial/industrial
development community,
such as a luncheon and site
tour to promote MPK as a
strong location for targeted
office/industrial tenant
types.
The overall marketing
program could be organized
around themes unique to
MPK (e.g., international
connections, food culture,
entrepreneurial mindset,
strategic location in Greater
Los Angeles, etc.).
Key Marketing “Selling Points” Identified in SWOT Analysis:
Strategic location in Los Angeles County
Established regional destination for ethnic cuisine
Excellent K‐12 schools and higher education (East Los Angeles College and California State University, Los Angeles)
Cost‐competitive business location close to downtown Los Angeles Longstandi ng business connections to international markets Premiere business park locations available
Access to regional public transit system
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CITY OF MONTEREY PARK, CA | EDSP
FOCUS AREA 2: Development Friendliness
Brief Description of Program
The City will consider systematically reviewing and strengthening key systems/policies relating to interactions with the business and development community. This may involve periodic reviews of entitlement and permitting processes and related fee structures.
Potential “Gamechanger”
Programs or Projects
Consider an aggressive
development streamlining
program (branded and promoted
with a name such as “Streamline
Monterey Park”).
The suggested review will ensure
the Zoning Code (permitted land
uses by zone) is aligned with
market demand, removing
potential obstacles to new
development.
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CITY OF MONTEREY PARK, CA | EDSP
FOCUS AREA 3: Business Retention/Expansion
Brief Description of Program
The City may consider a business retention/expansion (BRE) component of the EDSP that would focus on direct outreach to existing MPK firms to identify and systematically respond to issues threatening existing core industries’ long‐term viability and growth. These concerns might include, for example, the City’s level of business friendliness and global market cha nges impacting local businesses. The BRE effort could include the following objectives:
Increasing local visibility of the City’s
economic development program (i.e.,
raising the business community’s
awareness of assistance/ resources
available);
Expanding small business assistance
(including resources and services provided
through partners); and
Facilitating small business advocacy and
networking opportunities within the MPK
business community
Potential “Gamechanger” Programs or Projects
City can consider a branded business
outreach initiative supported by an online
business survey and/or business visitation
program.
City can explore the formation of a local
business alliance to help businesses gain
access to valuable resources, networking
opportunities, and a stronger voice to
advocate for their business needs.
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CITY OF MONTEREY PARK, CA | EDSP
FOCUS AREA 4: Placemaking / Strategic Land Use
Brief Description of Program
Placemaking is an umbrella term that encapsulates all
the tools used to create places that transform public spaces to strengthen the connections between people
and these places. In layperson’s words, placemaking refers to the creation of “there.” It’s the creation of places where people want to be on a Sa turday
afternoon or Sunday morning. Most of these places have not come about organically, but rather through strategic investment and curation. This strategy would
potentially include an arsenal of placemaking tools – some of which MPK already deploys – that if invested in could reinforce and foster a more cohesive business districts (e
.g., a “destination worthy” downtown).
Some of the key components of an overall placemaking strategy might include:
Exploring ideas for Downtown
repositioning;
Preparing of Specific Plans to promote
revitalization and create development
capacity in employment centers;
Marketing key “opportunity sites” to
developers;
Leveraging City‐owned property for
development and public facilities (e.g.,
downtown parking structure);
Prioritizing implementation of the City’s
General Plan, which all ows housing and
mixed‐use projects as development
catalysts;
Expand City’s role in addressing
homelessness.
Consider other ways to attract more
people to the downtown, including
dedicated bus/bike lanes; widening
sidewalks to allow for outdoor dining or
business display space; and
incentivizing vertical mixed‐use
development (i.e., housing on top of
ground‐floor com
mercial space).
Potential “Gamechanger” Programs or
Projects
• Consider generating a Downtown
Specific Plan.
• The potential for repositioning (and
geographically expanding)
Downtown BID with additional
funding.
• Consider promoting a catalyst
development project on City‐owned
downtown parking lot.
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CITY OF MONTEREY PARK, CA | EDSP
FOCUS AREA 5: Reinvent Retail
Brief Description of Program
This initiative would potentially serve multiple purposes:
Consider ways to help shopping centers negatively affected by global trends in the retail industries, such as the growth of e‐ commerce, the decline of certain major retailers, etc.; For centers with locational or configuration challenges, consider helping some repurpose underutiliz ed buildings or areas to other uses, such as residential or services, and others create more effective retail space (potentially in a mixed‐use format); Consider a focus on retail/restaurant attraction where local “gaps” exist; and
Potential
“Gamechanger”
Programs or Projects
Consider supporting
the concept of one or
more demonstration
project(s) (selected
through competitive
process) for shopping
center revitalization
and/or repositioning.
Identify retail locations
where support could
potentially be
warranted for
façade/streetscape
improvements.
Related Findings from SWOT Analysis:
Leakage of resident retail/restaurant spending (current weakness that can be reversed with new facilities)
Opportunity: Revitalize/redevelop older commercial centers Opportunity: Leverage success of Monterey Park Marketplace to attract additional regional‐ scale retail
Opportunity: Incorporate arts/entertainment into retail centers Globally, retail industry is retrenching rather than expanding (potential threat)
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CITY OF MONTEREY PARK, CA | EDSP
TAXABLE RETAIL SALES TRENDS (2015‐2022), MONTEREY PARK AND LARGER REGIONS
Source: CDFTA; TNDG
TAXABLE RETAIL SALES PER $1,000 IN AGGREGATE HOUSEHOLD INCOME (2022), MONTEREY PARK, SGV REGIONS, L.A. COUNTY, AND CALIFORNIA
Source: CDFTA; U.S. Census Bureau; TNDG.
Monterey Park
194
SW SGV
125
Upper SGV
129
LA County
138
CA
147
70 90
110
130
150
170
190
210
2015 2016 2017 2018 2019 2020 2021 2022
Index 2015 = 100
$426
$456
$500
$411 $408
$0
$100
$200
$300
$400
$500
$600
Monterey Park SW SGV Upper SGV LA County CA
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CITY OF MONTEREY PARK, CA | EDSP
FOCUS AREA 6: Talent (Workforce) Retention/Attraction
Brief Description of Initiative
This Focus Area is concerned with considering options for retaining and attracting a qualified workforce, through the following possible action themes:
Leverage East Los Angeles College programs and
proximity to California State University, Los Angeles
(providing a pool of future well‐educated workers);
Leverage resident skilled workers who curren tly commute to jobs outside MPK (potential workforce
for future firms/ industries);
Potential “Gamechanger” Programs or
Projects
Consider promoting MPK as an off‐campus
housing option for CSULA students (which
could mean focusing these development
opportunities in specific areas to
concentrate potential economic benefits).
Align Library's Career
Center programs with
EDSP target industries;
and
Develop more quality‐of‐
life enhancements (e.g.
entertainment/gathering
areas) attractive to
younger residents.
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CITY OF MONTEREY PARK, CA | EDSP
FOCUS AREA 7: Entrepreneurial Development
Brief Description of Initiative
The City, through a consortium approach (primarily promoting services and resources available through partner organizations), may consider ways to foster and support entrepreneurial activities. This effort could include, for example, focusing on positioning MPK as a strong location for startups in target industries/clusters (see Focus Area 8). In additi on, the City could consider the concept of promoting a culture of entrepreneurism among MPK’s residents employed in technology industries.
Potential “Gamechanger”
Programs or Projects
Consider convening a MPK
Tech Forum (public/ private
consortium focused on
networking within regional
technology industries).
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CITY OF MONTEREY PARK, CA | EDSP
FOCUS AREA 8: Targeted Industry Attraction
Brief Description of Program
Within MPK’s limiting remaining land/ development capacity (and opportunities for re‐ tenanting/repurposing existing underutilized buildings), the City can consider focusing its business development efforts on market‐feasible
industries/clusters (see list of possible
targets in the preceding section of the
EDSP) with the highest potential to:
Potential “Gamechanger” Programs or Projects
Consider conducting a feasibility study (competitive assessment) and business plan for potential incubator focused on biotech startups (which may also relate to Focus Area 7, Entrepreneurial Development).
Create/retain high‐paying
jobs;
Increase tax base; and
Contribute to sense of
place.
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CITY OF MONTEREY PARK, CA | EDSP
FOCUS AREA 9: International Business Development
Brief Description of Program
This Focus Area could include one or a combination
of the following components:
Consider attracting foreign direct investment
(FDI) to the City, leveraging existing
international connections in MPK, with possible
use of Federal EB‐5 program;
Potential “Gamechanger”
Programs or Projects
Consider establishing a Monterey
Park International Business Office
(City‐convened consortium to
promote international business
opportunities in MPK).
Consider designating target
industries focused on
import/export of goods, including
existing and new businesses to
MPK; and
Consider leveraging the City’s
“international character,” including
positioning MPK as a regional
destination for international
tourists.
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CITY OF MONTEREY PARK, CA | EDSP
APPENDIX A: SWOT ASSESSMENT FROM STAKEHOLDERS
The technical studies and stakeholder input provided the basis for identifying important strength‐ weakness‐opportunity‐threat (“SWOT”) factors affecting Monterey Park’s economic development potential. The most significant SWOT issues are on the table on the next two pages.
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CITY OF MONTEREY PARK, CA | EDSP
SWOT SUMMARY FOR
MONTEREY PARK ECONOMIC DEVELOPMENT STRATEGIC PLAN
Strengths Weaknesses
Strategic location within the dynamic greater
Los Angeles market (Monterey Park has
excellent freeway access to the region, close
proximity to Downtown Los Angeles)
Cost‐competitive business location (compared
to Los Angeles)
Ethnic/cultural diversity (which has long been
leveraged to attract new residents and foreign
investment)
Regional destina tion for Asian
cuisine/restaurants (and ethnic retail stores)
Excellent K‐12 schools and higher education –
East Los Angeles College (ELAC) and California
State University, Los Angeles (CSULA)
Strong sense of community and other smaller‐
town attributes, including
accessible/responsive City government (City
Council members committed to economic
development)
Very safe co mmunity
Relatively affordable housing (compared to
other Los Angeles area communities)
Free (un‐metered) parking on public streets;
private office buildings also have ample parking
provided at no charge, per City ordinance)
Several high‐profile business parks
No walkable downtown core (community is highly
car‐depe
ndent)
Other major commercial areas/centers are
currently underperforming
"Leakage" of resident retail/restaurant spending to
neighboring cities with more trendy
shopping/dining offerings)
Housing affordability is a challenge; City can take additional proactive measures to support more
affordable housing.
Potential community opposition to new
growth/development
Limited industrial buil ding space (and existing buildings are generally small and outdated) to
accommodate business expansion/attraction
Lack of housing capacity to attract large numbers of
new residents (i.e., workforce)
Zoning and land use policies are out of sync with current market demand (general perception that
the City's land use policies are too restrictive)
Relatively lo
w household income levels (limits
attractiveness to retail/restaurant businesses)
Lack of overall identity to people outside Monterey
Park (external lack of awareness of Monterey Park)
Lack of clear attraction for regional/international visitors
Developers and business owners express concerns
with the timing of the City’s approval and
permitting processes
Refle
cting the tight (post‐pandemic) job market,
the City is currently experiencing challenges filling
vacancies
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CITY OF MONTEREY PARK, CA | EDSP
SWOT SUMMARY FOR
MONTEREY PARK ECONOMIC DEVELOPMENT STRATEGIC PLAN
Opportunities Threats
Position Monterey Park as an international
tourism destination; attract additional hotels
Increase housing densities to create development
opportunities and more affordable housing
Attract additional high‐wage employment
opportunities for skilled residents who currently
commute to jobs outside Monterey Park
Revitalize/redevelop older retail centers and
commercial corridors to better align with
conte
mporary market trends
Leverage the success of Monterey Park
Marketplace (Costco‐anchored center developed
in 2018) to attract additional regional‐scale retail
businesses
Incorporate arts/entertainment into retail centers
Expand e‐commerce businesses (potential sales
tax generator)
Garfield Medical Center can potentially be a
catalyst for e xpanding healthcare sector
Expand (City‐led) focus on entrepreneurial
development (including promotion of tech
startups), which is a "natural fit" for Monterey Park's skilled resident population
Create a traditional downtown core
Repurpose under‐utilized City‐owned land for
economic development
Systematic effort to attract foreign in vestment (e.g., focus on attracting E‐5 investments; partner
with overseas realtors)
Target attraction of high‐value industries from the
larger region
Attract targeted firms from higher‐cost business locations within the greater Los Angeles area
Collaborate with area educational institutions
(CSULA, ELAC, and K‐12 school districts)
Expand City involvement with regional
infrastructure planning (to ensure that MPK gets a
“fair share) of investment in transportation and
utility infrastructure)
The retail industry (globally) is retrenching
rather than expanding, making it difficult to
revitalize older shopping centers with high
vacancy rates
Homeless population is a major issue
(requiring multi‐jurisdictional, integrated
approaches to effectively address)
Potential lack of engagement of property
owners in commercial areas needing
reinvestment (including ab sentee owners, in
some cases overseas)
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CITY OF MONTEREY PARK, CA | EDSP
TRAVEL DISTANCES (MILE RANGES) TO WORK: MONTEREY PARK, L.A. COUNTY, AND CALIFORNIA, 2021
Source: U.S. Census Bureau, Longitudinal Employer‐Household Dynamics (LEHD) program. Accessed at https://onthemap.ces.census.gov.
56.4%
28.9%
8.0%
6.7%
49.3%
30.1%
11.4%
9.2%
44.5%
26.5%
13.0%
16.1%
0%
10%
20%
30%
40%
50%
60%
Less than 10 miles 10 to 24 miles 25 to 50 miles Greater than 50 miles Monterey Park Los Angeles County CA
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CITY OF MONTEREY PARK, CA | EDSP
APPENDIX B: DEMOGRAPHIC AND ECONOMIC
OVERVIEW
Census-Based Demographic Profile
The following data are from the U.S. Census Bureau, American Community Survey (ACS) 5‐year estimates (2017‐2021). Data are provided for primarily the City of Monterey Park, the San Gabriel Valley2, Los Angeles County, and the State of California.
Household and Per Capita Income Levels. Figure 1 provides a summary of income and labor force‐related data from the ACS. In terms of household income ranges, Monterey Park’s largest share of households (17.6%) by income category occurs in the $50,000 to $74,999 range. Median ho usehold income in Monterey Park ($68,497) is lower than the median in all of the reference geographies. Similarly, Monterey Park’s average (as distinct from the median) household income level ($92,296) is also notably lower than the Upper SGV, the County, and the State.
FIGURE 1. CENSUS DATA ON INCO ME LEVELS – MONTEREY PARK, SGV REGIONS, L.A. COUNTY AND CALIFORNIA
Source: U.S. Census Bureau, 2017‐2021 American Community Survey 5‐Year Estimates; TNDG.
2 The San Gabriel Valley is made up of two Census County Divisions (CCDs) the Southwest San Gabriel Valley (SW SGV) and Upper San Gabriel Valley (Upper SGV).
68,497
70,476
77,186
76,367
84,097
92,296
91,732
105,733
109,499
119,149
31,995
30,617
33,779
37,924
41,276
$0
$20,000
$40,000
$60,000
$80,000
$100,000
$120,000
$140,000
Monterey Park SW SGV Upper SGV L.A. County CA
Median HH Income Mean HH Income Per Capita Income
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CITY OF MONTEREY PARK, CA | EDSP
Table 1 provides a summary of educational attainment levels from the ACS. The table shows that Monterey Park performs relatively well regarding educational attainment relative to the benchmark regions for certain variables. For the 18 to 24 years age category, the City has the highest share of the population (15.3%) with a bachelor’s degree or hi gher. The same finding applies to the 25 years and over age category: about 23% of the City is in the bachelor’s degree or higher category, above the shares in the benchmark regions. On the other hand, however, the City has the highest share of the population (25 years and over) with les
s than a 9th‐grade education (14.0%).
TABLE 1. CENSUS DATA ON EDUCATIONAL ATTAINMENT – MONTEREY PARK, SGV REGIONS, L.A. COUNTY, AND CALIFORNIA
Census Variable
Monterey
Park
SW
SGV
UPPER
SGV
LA.
COUNTY CA
Education %
Educational Attainment ‐ Population 18 to 24 Years
Less Than High School Graduate 7.3 8.4 11.1 10.5 10.0 High School Graduate (Includes Equivalency) 30.1 28.2 33.3 29.1 32.1 Some College or Associate's Degree 47.3 48.3 42.8 47.8 46.1 Bachelor's Degree or Higher 15.3 15.1 12.9 12.7 11.8 Educational Attainment ‐ Population 25 Years and Over
Less Than 9th Grade 14.0 13.9 13.0 11.7 8.7
9th to 12th Grade, No Diploma 7.0 8.7 8.3 8.2 7.1
High School Graduate (Includes Equivalency) 23.0 23.4 22.3 20.4 20.4 Some College, No Degree 15.1 16.1 16.5 18.6 20.5
Associate's Degree 7.3 7.4 6.9 7.0 8.0
Bachelor's Degree 23.0 21.4 21.8 22.1 21.9
Graduate or Professional Degree 10.6 9.0 11.2 11.9 13.4 Source: U.S. Census Bureau, 2017‐2021 American Community Survey 5‐Year Estimates; TNDG.
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CITY OF MONTEREY PARK, CA | EDSP
Population and Employment Forecasts (SCAG)
Table 2 below shows the most recent Southern California Association (SCAG) demographic and employment forecasts for the City of Monterey Park, SGV regions (available cities), and Los Angeles County. The table shows absolute and percentage growth rate projections (households and employment) for the 2019‐2035 and 2035‐2050 periods. These projections are from SCAG’s 2024 RTP/SCS (“Co nnect SoCal 2024”) locally reviewed growth projections.
The table shows that Monterey Park’s households are projected to grow relatively slower over the first 16‐year period (2019‐2035), with the City projected to add just over 1,400 households during this period.
In relative terms, the City is projected to in crease at about 44% of the Upper SGV and the entire County.
The City’s households are projected to grow slightly below the rate of the SW SGV. For the 2035‐2050 period, the City’s households are projected to grow slightly below the rate of the two SGV areas but well below the County’s growth rate.
Monter
ey Park is projected to add just over 1,200 employees over the first 16‐year period (2019‐2035), which is well below the employee growth rate in the Upper SGV area and the entire County. For the 2035‐ 2050 period, Monterey Park is projected to ad d about 224 employees, a growth rate similar to the SW SGV area and the entire County.
TABLE 2. SCAG REGIONAL GROWTH PROJECTIONS: MONTEREY PARK, SGV REGIONS, AND LOS ANGELES COUNTY (2019‐35 AND 2035‐50)
2019‐35 2035‐50
Area # Change % Change # Change % Change
Households
Monterey Park 1,442 7.0% 599 2.7%
SW SGV 7,890 8.1% 2,968 2.8%
Upper SGV 11,755 15.8% 2,765 3.2%
L.A. County 540,291 15.9% 205,784 5.2%
Employees
Monterey Park 1,221 4.5% 224 0.8%
SW SGV 5,232 4.1% 1,028 0.8%
Upper SGV 6,429 6.4% 2,058 1.9%
L.A. County 354,698 7.0% 46,557 0.9%
Source: SCAG 2024 RTP/SCS Growth Projections; TNDG.
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CITY OF MONTEREY PARK, CA | EDSP
Labor Force Data
Figure 2, on the following page, provides annual average unemployment rate estimates for Monterey Park, the SGV regions (selected cities3), and L.A. County for the 10‐year period from 2013 to 2022. As shown in the Figure below, during the later years of the recovery from the Great Recession (between 2014 and 2019), Monterey Park’s unemployment rates remained lower than those in L.A. County. As shown in the figure, all geographies exp erienced a similar trend in unemployment rates during this period. Due to the coronavirus pandemic, all evaluated geographies experienced a significant increase in unemployment rates, with Monterey Park experiencing the most significant increase (10.2 percentage points between 2019 and 2020). However, by 2022, the unemployment rate in Monterey Park had fallen all the wa y back to 2019 levels, with the City experiencing the lowest unemployment rate (4.1%) compared to all geographies.
FIGURE 2. UNEMPLOYMENT RATE ESTIMATES: MONTEREY PARK, SGV REGIONS, AND L.A.
COUNTY (2013‐22)
Source: Bureau of Labor Statistics (BLS), Local Area Unemployment Statistics (LAUS) program; TNDG.
3 The LAUS provides data the city and county levels of geography. Thus, the SW and Upper SGV regions are based on cities that are located in these two regions. The SW SGV includes the following cities: San Gabriel, Alhambra, Monterey Park, Montebello, and Rosemead. The upper SGV includes the following cities: Temple Cit y, Arcadia, Monrovia, and El Monte. 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
Monterey Park 8.7 7.3 5.9 4.9 4.3 4.2 4.1 14.3 8.5 4.1
SW SGV 8.0 6.7 5.5 5.0 4.5 4.2 4.1 13.6 8.6 4.3
Upper SGV 8.9 7.5 6.1 4.7 4.2 4.1 3.9 11.8 8.0 4.3
L.A. County 9.8 8.2 6.7 5.3 4.8 4.6 4.5 12.3 8.9 4.9
Monterey Park
SW SGV
Upper SGV
L.A. County
0 2
4 6
8 10
12 14
16 %
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CITY OF MONTEREY PARK, CA | EDSP
Figure 3, on the following page, provides travel distance ranges to work for the City’s labor force relative to regional and state benchmarks. Monterey Park’s resident labor force tends to have shorter‐distance commutes relative to the overall labor force in L.A. County and in the State. For example, Monterey Park has the largest share (56.4%) of residents who travel less than 10 miles to work. In addition, th e City has
the smallest shares (8.0%) of residents that have commute distances from 25 to 50 miles (8.0%) and greater than 50 miles (6.7%).
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CITY OF MONTEREY PARK, CA | EDSP
FIGURE 3. TRAVEL DISTANCES (MILE RANGES) TO WORK: MONTEREY PARK, L.A. COUNTY, AND CALIFORNIA, 2021
Source: U.S. Census Bureau, Longitudinal Employer‐Household Dynamics (LEHD) program. Accessed at https://onthemap.ces.census.gov.
56.4%
28.9%
8.0%
6.7%
49.3%
30.1%
11.4%
9.2%
44.5%
26.5%
13.0%
16.1%
0%
10%
20%
30%
40%
50%
60%
Less than 10 miles 10 to 24 miles 25 to 50 miles Greater than 50 miles Monterey Park Los Angeles County CA
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CITY OF MONTEREY PARK, CA | EDSP
Industry Mix
Along with the labor force measures presented in the previous section, this section provides industry employment data for the City of Monterey Park compared to the U.S. Figure 4 provides the share of employment by industry for Monterey Park‐based jobs in 2022 and the corresponding share in the U.S.
The maj or industry groupings correspond to 2‐digit NAICS4 codes industries. In terms of concentration of industry employment, Monterey Park is heavily represented in the Health Care and Social Assistance, Government, and Accommodation and Food Services, which account for close to one‐half (48.5%) of total employment in the City.
FIGURE 4. SHARE OF EMPLOYMENT BY INDUSTRY IN MONTEREY PARK, 2022
Source: Lightcast industry employment data
4 NAICS = North American Industry Classification System.
21.8%
16.9%
9.7%
8.5%
7.3%
7.3%
6.7%
4.5%
3.4%
3.1%
3.1%
2.6%
0% 5% 10% 15% 20% 25%
Health Care and Social Assistance
Government
Accommodation and Food Services
Retail Trade
Other Services (except Public Administration)
Finance and Insurance
Administrative and Support and Waste Management and…
Professional, Scientific, and Technical Services
Wholesale Trade
Transportation and Warehousing
Manufacturing
Educational Services
Utilities
Real Estate and Rental and Leasing
Construction
Information
Arts, Entertainment, and Recreation
Management of Co
mpanies and Enterprises
Agriculture, Forestry, Fishing and Hunting
Mining, Quarrying, and Oil and Gas Extraction
Monterey Park National Average
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CITY OF MONTEREY PARK, CA | EDSP
Taxable Sales Data
Figure 5 compares Monterey Park’s taxable retail sales performance relative to the SGV regions (available cities), Los Angeles County, and California. The figure normalizes the base year sales data (2015 = 100) to provide relevant comparisons among the individual geographies for the 7‐year period between 2015 and 2022. The 2022‐year value of 194 for Monter ey Park implies that Monterey Park’s taxable retail sales in 2022 were 194% of the 2015 level (i.e., sales increased by 94% between 2015 and 2022), the most significant increase compared to all benchmark regions.
FIGURE 5. TAXABLE RETAIL SALES TRENDS (2015‐2022), MONTEREY PARK, SGV REGIONS, L.A.
COUNTY, AN
D CALIFORNIA
Source: CDFTA; TNDG
The data also show Monterey Park slightly underperforms the SGV regions on one important taxable sales metric. Figure 6, on the following page, shows taxable sales per $1,000 in aggregate household income for the same geographies in 2022. At $426 per $1,000 in aggregate household income, Monterey Park is below the SGV regions but above the referen ce County and State figures.
Monterey Park
194
SW SGV
125
Upper SGV
129
LA County
138
CA
147
70 90
110
130
150
170
190
210
2015 2016 2017 2018 2019 2020 2021 2022
Index 2015 = 100
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CITY OF MONTEREY PARK, CA | EDSP
FIGURE 6. TAXABLE RETAIL SALES PER $1,000 IN AGGREGATE HOUSEHOLD INCOME (2022), MONTEREY PARK, SGV REGIONS, L.A. COUNTY, AND CALIFORNIA
Source: CDFTA; U.S. Census Bureau; TNDG.
$426
$456
$500
$411 $408
$0
$100
$200
$300
$400
$500
$600
Monterey Park SW SGV Upper SGV LA County CA
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CITY OF MONTEREY PARK, CA | EDSP
APPENDIX C: TARGET INDUSTRY/CLUSTER ANALYSIS
This section summarizes industry growth/retraction trends in Monterey Park, comparing the local economy’s recent and longer‐term performance to regional and national benchmarks. The study breaks down the local economy in terms of industry “clusters.” Clusters are groups of interrelated industry sectors whose growth potentials within a region tend to be clos ely aligned. The tendency of individual industries to co‐locate in clusters reflects linkages through supply‐chain relationships, as well as commonalities in terms of workforce requirements and infrastructure needs.
The clusters analyzed in this study are based on definitions (i.e., industry groupings) from the U.S. Cluster Mapping Project (Cluster Mapping Project), an eco nomic development initiative led by Harvard Business School’s Institute for Strategy and Competitiveness.
By the North American Industry Classification System (NAICS), the U.S. economy includes a total of approximately 1,100 individual industry sectors. The U.S. Cluster Mapping Project assigns each of these sectors to unique clusters, based on linkages thr ough supply‐chain relationships and commonalities in terms of workforce requirements and infrastructure needs. Nationally, the Cluster Mapping Project recognizes a total of 67 clusters, with 16 classified as “local” clusters and 51 classified as “traded” clusters.
Whereas local and traded clusters are both critically important components of a balanced ec onomy, they have distinct roles and characteristics, and these distinctions can be helpful in terms of planning economic development programs. Some of these distinctions are summarized as follows:
Local clusters typically form the core of a region’s economy; they primarily provide goods and services for the local (resident) population. The y tend to account for the majority of jobs in a region (in the case of Monterey Park, local clusters represent about 70% of total jobs), and support a high quality of life by ensuring the availability of a diverse range of goods and services. In Monterey Park, important local clusters include Local Community and Civic Organizati ons and Local Hospitality Services. These clusters account for one‐fourth (25%) of Monterey Park’s total jobs.
Traded clusters are “export‐oriented” in the sense that they include industries that are engaged in producing goods and services for end customers outside the region. Tra ded clusters account for about 30% of the jobs in Monterey Park and are especially important from an economic development perspective, given that they tend to have higher wages and higher “multiplier impacts” than local clusters. That is, they have a strong potential to inject new dollars into the local economy and thereby serve as “drivers” for broader eco nomic growth. In Monterey Park, important traded clusters include Education and Knowledge Creation and Insurance Services.
These two clusters account for about 55% of Monterey Park’s total jobs in traded clusters.
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CITY OF MONTEREY PARK, CA | EDSP
Overview of Employment in Monterey Park
Total current (2022) employment in the Monterey Park area (“Monterey Park”) is estimated at 34,151 jobs5. Of this total, 33,612 jobs are in industries that are included in either a “local” or “traded” cluster (as further defined below); the remaining 539 jobs are in miscellaneous industries not associated with specific clusters. The local clusters currently represent a total of 24,012 jobs in Monterey Park, while the traded clust
ers account for 9,599 jobs.
Existing Important Clusters in Monterey Park and the Larger San Gabriel Valley and L.A. County Regions
Table 3 lists all traded clusters that had 50 or more jobs in Monterey Park in 2022 and provides the following information about each listed cluster:
Total number of jobs in Monterey Park in 2022 (the latest full year for which data are available). Location quotient (compared to U.S. benchmark) in 2022. The lo cation quotient (LQ) measures how concentrated/important an industry cluster is in a region compared to national benchmarks.
An LQ value greater than 1.0 indicates that a cluster is more concentrated in the region than it is nationally. This is generally regarded as an indication that the region has a compa rative advantage relative to a particular cluster, although (especially for local clusters) an LQ below 1.0 can indicate a potential growth opportunity.
Average annual wage for jobs in Monterey Park6
Change in the number of jobs for the most recent 10‐year period, 2012‐2022 Table 4 provides the same data for local clusters that had more than 800 jobs in Monterey Park in 2023.
Tables 5 to 10 provide comparable data for the immediately surrounding San Gabriel Valley Census County Division (CCDs) and Los Angeles Cou
nty7. See Tables 5 to 10 for jobs thresholds for these larger benchmark reference regions.
Tables 11 and 12 summarize cluster job growth/retraction performance in Monterey Park, the SW SGV and Upper SGV regions, and Los Angeles County compared to national trends. This part of the study is based on a “shift‐share” analysis fo r each cluster that estimates an “expected” job change based on national trends. If Monterey Park (or benchmark region) has higher job growth (or experiences less severe job losses) compared to the expected change, it indicates that the local area (Monterey Park or benchmark
5 All employment data used in this analysis are from EMSI – a private data/modeling firm nationally regarded for its ability to provide detailed (6‐digit NAICS code) industry employment estimates for small areas of geography (zip codes). For purposes of this analysis, the Monterey Park area is defined by zip codes 91 754 and 91755. 6 Wage data are for jobs (not residents) based in the Monterey Park area. 7 The San Gabriel Valley CCDs include the Southwest San Gabriel Valley (SW SGV) and Upper San Gabriel Valley (Upper SGV) CCDs. The SW SGV region includes zip codes 90640, 91754, 91755, 91770, 91755, 91766, 91801, and 91803. The Upper SGV region includes zip codes 91006, 91007, 91008, 91010, 91016, 91024, 91706, 91 731, 91732, 91733, 91775, and 91780.
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CITY OF MONTEREY PARK, CA | EDSP
region) has performed better than national trends. Conversely, if Monterey Park/benchmark region has less job growth (or experiences more severe job losses) compared to the expected change, it indicates that the specific region has performed worse than national trends.
TABLE 3. SUMMARY CHARACTERISTICS AND TRENDS, MONTEREY PARK’S LARGEST TRADED CLUSTERS (LIST INCLUDES ALL CLUSTERS WITH MORE THAN 50 JOBS IN 2022) Traded Cluster Jobs LQ County
LQ*
Avg Ann
Wage ($)
10-Yr Job
Change
Education and Knowledge Creation 3,735 2.7 1.0 77,068 1,396 Insurance Services 1,515 4.9 0.5 133,549 -115
Business Services 989 0.4 0.9 124,773 -610
Distribution and Electronic Commerce 942 0.7 0.9 85,740 94 Hospitality and Tourism 305 0.5 0.8 51,773 -345
Marketing, Design, and Publishing 247 0.7 2.1 46,455 -119 Transportation and Logistics 243 0.5 1.2 80,834 119 Food Processing and Manufacturing 224 0.9 0.8 82,994 41 Aerospace Vehicles and Defense 214 1.7 2.7 149,167 161 Financial Services 207 0.5 0.7 174,292 -464
Performing Arts 177 1.3 3.9 97,327 -38
Printing Services 145 1.7 1.0 60,377 -109
Video Production and Distribution 77 1.0 12.9 137,586 14 Electric Power Generation and Transmission 71 2.1 0.8 218,832 43 Recreational and Small Electric Goods 59 1.4 1.2 157,566 -4 Furniture 59 0.7 1.0 58,649 26
Note: LQ = Location Quotient; 10-year job change is from 2012 to 2022. *County LQ provided for comparison purposes.
Source: U.S. Cluster Mapping Project; EMSI; The Natelson Dale Group, Inc. (TNDG).
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CITY OF MONTEREY PARK, CA | EDSP
TABLE 4. SUMMARY CHARACTERISTICS AND TRENDS, MONTEREY PARK’S LARGEST LOCAL CLUSTERS (LIST INCLUDES ALL CLUSTERS WITH MORE THAN 800 JOBS IN 2023) Local Cluster Jobs LQ County
LQ*
Avg Ann
Wage ($)
10-Yr Job
Change
Local Community and Civic Organizations 5,123 4.2 1.9 30,292 3,815 Local Hospitality Establishments 3,322 1.2 1.1 37,996 182 Local Health Services 2,860 0.8 0.9 82,286 -1,311
Local Commercial Services 2,770 1.3 1.2 68,312 -468 Local Personal Services (Non-Medical) 1,332 1.5 1.2 38,192 369 Local Government 996 0.9 1.0 151,142 654
Local Education and Training 993 0.5 0.9 85,523 584 Local Food and Beverage Processing and Distrib, 990 1.1 1.0 51,162 -133 Local Real Estate, Construction, and Development 952 0.4 0.8 76,189 6 Local Logistical Services 804 1.3 1.1 55,258 562
Note: LQ = Location Quotient; 10-year job change is from 2012 to 2022. *County LQ provided for comparison purposes.
Source: U.S. Cluster Mapping Project; EMSI; The Natelson Dale Group, Inc. (TNDG).
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CITY OF MONTEREY PARK, CA | EDSP
TABLE 5. SUMMARY CHARACTERISTICS AND TRENDS, SW SGV’S LARGEST TRADED CLUSTERS (LIST INCLUDES ALL CLUSTERS W/ MORE THAN 400 JOBS IN 2022) Traded Cluster Jobs LQ County
LQ*
Avg Ann
Wage ($)
10-Yr Job
Change
Business Services 6,358 0.7 0.9 136,880 -2,302
Distribution and Electronic Commerce 5,245 0.9 0.9 85,631 -33 Education and Knowledge Creation 4,832 0.8 1.0 74,082 1,453 Insurance Services 2,366 1.8 0.5 132,485 -183
Apparel 1,720 15.2 5.9 67,352 -974
Transportation and Logistics 1,328 0.7 1.2 80,437 197 Hospitality and Tourism 1,119 0.4 0.8 61,820 -1,093 Marketing, Design, and Publishing 988 0.6 2.1 63,434 -214 Electric Power Generation and Transmission 930 6.5 0.8 208,022 -262 Financial Services 929 0.5 0.7 205,443 -1,008
Food Processing and Manufacturing 673 0.6 0.8 83,242 -94 Communications Equipment and Services 628 2.5 1.3 106,598 -175 Performing Arts 505 0.9 3.9 71,471 8
Construction Products and Services 482 0.5 0.5 104,384 -283 Printing Services 443 1.3 1.0 59,324 -154
Furniture 441 1.3 1.0 59,661 245
Production Technology and Heavy Machinery 420 0.5 0.4 101,284 187
Note: LQ = Location Quotient; 10-year job change is from 2012 to 2022. *County LQ provided for comparison purposes.
Source: U.S. Cluster Mapping Project; EMSI; The Natelson Dale Group, Inc. (TNDG).
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CITY OF MONTEREY PARK, CA | EDSP
TABLE 6. SUMMARY CHARACTERISTICS AND TRENDS, SW SGV’S LARGEST LOCAL CLUSTERS (LIST INCLUDES ALL CLUSTERS WITH MORE THAN 4,000 JOBS IN 2022) Local Cluster Jobs LQ County
LQ*
Avg
Ann
Wage
($)
10-Yr
Job
Change
Local Community and Civic Organizations 24,110 4.7 1.9 27,892 19,036 Local Hospitality Establishments 15,515 1.4 1.1 36,728 2,258 Local Health Services 10,463 0.7 0.9 84,218 -5,710
Local Commercial Services 6,890 0.8 1.2 71,897 -1,256 Local Education and Training 6,831 0.9 0.9 74,059 1,581 Local Government 6,478 1.4 1.0 151,142 2,642
Local Food and Beverage Processing and Distribution 6,339 1.6 1.0 48,323 14 Local Personal Services (Non-Medical) 5,679 1.6 1.2 40,092 480 Local Real Estate, Construction, and Development 5,350 0.5 0.8 80,723 568 Local Retailing of Clothing and General Merchandise 4,677 1.2 0.9 48,723 235 Local Motor Vehicle Products and Services 4,621 1.1 0.9 69,540 142
Note: LQ = Location Quotient; 10-year job change is from 2012 to 2022. *County LQ provided for comparison purposes.
Source: U.S. Cluster Mapping Project; EMSI; The Natelson Dale Group, Inc. (TNDG).
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CITY OF MONTEREY PARK, CA | EDSP
TABLE 7. SUMMARY CHARACTERISTICS AND TRENDS, UPPER SGV’S LARGEST TRADED CLUSTERS (LIST INCLUDES ALL CLUSTERS W/ MORE THAN 600 JOBS IN 2022) Traded Cluster Jobs LQ County
LQ*
Avg Ann
Wage
10-Yr
Job
Change
Distribution and Electronic Commerce 10,116 1.3 0.9 92,098 661 Business Services 7,701 0.6 0.9 135,009 -789
Information Technology and Analytical Instruments 2,869 1.7 0.7 91,172 866 Education and Knowledge Creation 2,222 0.3 1.0 92,875 756 Marketing, Design, and Publishing 2,177 1.1 2.1 80,838 -139 Hospitality and Tourism 1,898 0.6 0.8 137,051 -1,196 Food Processing and Manufacturing 1,309 0.9 0.8 75,413 -866 Transportation and Logistics 1,140 0.5 1.2 83,341 -43 Performing Arts 1,070 1.5 3.9 196,409 403
Insurance Services 958 0.6 0.5 135,527 -208
Plastics 933 1.2 0.5 100,565 31
Metalworking Technology 932 1.9 0.9 78,752 -277
Financial Services 889 0.4 0.7 242,852 -935
Furniture 851 1.9 1.0 61,798 -442
Lighting and Electrical Equipment 749 2.1 0.6 101,343 39 Printing Services 678 1.5 1.0 64,387 -287
Textile Manufacturing 675 3.3 1.2 63,109 -177
Note: LQ = Location Quotient; 10-year job change is from 2012 to 2022. *County LQ provided for comparison purposes.
Source: U.S. Cluster Mapping Project; EMSI; The Natelson Dale Group, Inc. (TNDG).
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CITY OF MONTEREY PARK, CA | EDSP
TABLE 8. SUMMARY CHARACTERISTICS AND TRENDS, UPPER SGV’S LARGEST LOCAL CLUSTERS (LIST INCLUDES ALL CLUSTERS W/ MORE THAN 5,000 JOBS IN 2022) Local Cluster Jobs LQ County
LQ*
Avg
Ann
Wage
($)
10-Yr
Job
Change
Local Health Services 27,248 1.3 0.9 90,694 4,595
Local Hospitality Establishments 13,150 0.9 1.1 35,760 1,740 Local Real Estate, Construction, and Development 12,909 0.9 0.8 77,227 1,804 Local Community and Civic Organizations 12,525 1.9 1.9 32,374 6,799 Local Commercial Services 9,910 0.9 1.2 63,504 1,359 Local Education and Training 9,681 1.0 0.9 80,045 2,684 Local Food and Beverage Processing and Distribution 8,348 1.7 1.0 55,974 -507 Local Government 7,689 1.3 1.0 151,142 2,358
Local Logistical Services 6,047 1.8 1.1 53,564 2,248 Local Personal Services (Non-Medical) 5,791 1.2 1.2 39,298 -288 Local Retailing of Clothing and General Merchandise 5,168 1.0 0.9 47,934 -433
Note: LQ = Location Quotient; 10-year job change is from 2012 to 2022. *County LQ provided for comparison purposes.
Source: U.S. Cluster Mapping Project; EMSI; The Natelson Dale Group, Inc. (TNDG).
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CITY OF MONTEREY PARK, CA | EDSP
TABLE 9. SUMMARY CHARACTERISTICS AND TRENDS, LA COUNTY’S LARGEST TRADED
CLUSTERS
(LIST INCLUDES ALL CLUSTERS W/ MORE THAN 2,000 JOBS IN 2022) Traded Cluster Jobs LQ
Avg
Ann
Wage ($)
10-Yr
Job
Change
Business Services 97,433 1.13 177,954 650
Education and Knowledge Creation 72,609 1.40 132,052 8,779 Distribution and Electronic Commerce 55,558 0.80 99,621 1,881 Information Technology and Analytical Instruments 32,965 2.60 183,296 11,721 Automotive 27,855 3.42 128,564 24,176
Hospitality and Tourism 14,177 0.57 57,259 -1,473
Marketing, Design, and Publishing 14,160 0.92 122,141 -530 Food Processing and Manufacturing 10,828 1.09 86,996 2,411 Insurance Services 10,710 0.90 167,235 3,453
Transportation and Logistics 9,844 0.55 102,230 2,315
Financial Services 9,597 0.57 184,298 -3,874
Performing Arts 7,972 1.37 43,519 2,012
Medical Devices 7,255 2.46 180,576 2,516
Construction Products and Services 4,674 0.62 146,227 968 Production Technology and Heavy Machinery 4,192 0.54 126,394 808 Communications Equipment and Services 4,172 1.01 171,572 -2,480 Water Transportation 4,075 1.65 170,875 652
Oil and Gas Production and Transportation 3,380 0.78 265,257 -2,888 Lighting and Electrical Equipment 3,172 1.19 159,106 1,272 Biopharmaceuticals 3,071 1.15 199,460 -1
Video Production and Distribution 2,649 0.97 176,061 -290 Metalworking Technology 2,598 0.74 101,811 669
Plastics 2,330 0.45 86,250 328
Printing Services 2,206 0.71 79,057 -789
Note: LQ = Location Quotient; 10-year job change is from 2012 to 2022.
Source: U.S. Cluster Mapping Project; EMSI; The Natelson Dale Group, Inc. (TNDG).
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CITY OF MONTEREY PARK, CA | EDSP
TABLE 10. SUMMARY CHARACTERISTICS AND TRENDS, LA COUNTY’S LARGEST LOCAL CLUSTERS (LIST INCLUDES ALL CLUSTERS W/ MORE THAN 100,000 JOBS IN 2022) Local Cluster Jobs LQ Avg Ann
Wage ($)
10-Yr Job
Change
Local Health Services 563,781 0.9 92,535 88,012
Local Hospitality Establishments 477,802 1.1 35,974 83,826 Local Commercial Services 417,615 1.2 81,838 46,243
Local Community and Civic Organizations 378,416 1.9 35,151 205,454 Local Real Estate, Construction, and Development 341,391 0.8 84,777 59,006 Local Education and Training 281,384 0.9 81,492 30,914 Local Government 194,761 1.0 151,142 4,091
Local Personal Services (Non-Medical) 180,081 1.2 41,413 -8,616 Local Food and Beverage Processing and Distribution 157,057 1.0 51,186 -3,327 Local Motor Vehicle Products and Services 146,115 0.9 66,164 -3,285 Local Retailing of Clothing and General Merchandise 144,443 0.9 48,338 -7,894 Local Household Goods and Services 117,753 1.4 42,978 -8,740
Note: LQ = Location Quotient; 10-year job change is from 2012 to 2022.
Source: U.S. Cluster Mapping Project; EMSI; The Natelson Dale Group, Inc. (TNDG).
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CITY OF MONTEREY PARK, CA | EDSP
TABLE 11. JOB GROWTH/RETRACTION PERFORMANCE COMPARED TO NATIONAL TRENDS FOR LARGEST TRADED CLUSTERS, MONTEREY PARK, SGV REGIONS, AND L.A. COUNTY 2012-22 Growth Performance Based on Shift Share Analysis Traded Cluster Monterey Park SW SGV UPPER SGV L.A. COUNTY Aerospace Vehicles and Defense
Apparel
Business Services
Communications Equipment and Services
Construction Products and Services
Distribution and Electronic Commerce
Education and Knowledge Creation
Electric Power Generation and Transmission
Financial Services
Food Processing and Manufacturing
Furniture
Hospitality and Tourism
Information Technology and Analytical Instruments
Insurance Services
Lighting and Electrical Equipment
Marketing, Design, and Publishing
Metalworking Technology
Performing Arts
Plastics
Printing Services
Production Technology and Heavy Machinery
Recreational and Small Electric Goods
Textile Manufacturing N/A
Transportation and Logistics
Video Production and Distribution
Water Transportation
Note: " + " = growth performance better than expected; " - " worse than expected.
Source: U.S. Cluster Mapping Project; EMSI; The Natelson Dale Group, Inc. (TNDG).
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CITY OF MONTEREY PARK, CA | EDSP
TABLE 12. JOB GROWTH/RETRACTION PERFORMANCE COMPARED TO NATIONAL TRENDS FOR LARGEST LOCAL CLUSTERS, MONTEREY PARK, SGV REGIONS, AND L.A. COUNTY 2012-22 Growth Performance Based on Shift Share Analysis Local Cluster Monterey Park SW SGV UPPER SGV L.A.
COUNTY
Local Community and Civic Organizations
Local Hospitality Establishments
Local Health Services
Local Commercial Services
Local Personal Services (Non-Medical)
Local Government
Local Education and Training
Local Food and Beverage Processing and Distribution
Local Real Estate, Construction, and Development
Local Logistical Services
Local Retailing of Clothing and General Merchandise
Local Motor Vehicle Products and Services
Local Household Goods and Services
Note: " + " = growth performance better than expected; " - " worse than expected.
Source: U.S. Cluster Mapping Project; EMSI; The Natelson Dale Group, Inc. (TNDG).
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CITY OF MONTEREY PARK, CA | EDSP
APPENDIX D: MARKET DEMAND FOR COMMERCIAL AND
INDUSTRIAL LAND USES
As part of the EDSP process, TNDG completed a real estate market analysis to provide 22‐year forecasts of demand for new retail, office, and industrial space in Monterey Park (with buildout year projections for 2045). Table 13, below, provides an abbreviated summary of the market analysis (which is more fully documented in a separate rep
ort).
TABLE 13. SUMMARY OF POTENTIAL DEVELOPMENT OPPORTUNITIES IN MONTEREY PARK Land Use Existing Inventory/
Vacancy Rate
Potential Future
(22‐year) Demand in
Monterey Park
Nature of Projected
Development Opportunities
Retail
Monterey Park
1,300,000 SF
(6.8% vacant)
Western SGV
27,660,000 SF (3.2%
vacant)
553,000 SF
Projected demand is premised on recapture of
a portion of existing “leakage” of resident retail
spending to neighboring cities.
Significant amount of future City demand likely
to be absorbed by proposed retail
developments (e.g., future phases of Monterey
Park Market Place)
Office
Monterey Park
2,900,000 SF (16.2%
vacant)
San Gabriel Valley
36,300,000 SF
(6.5% vacant)
165,000 SF –
298,000 SF
In the larger Los Angeles region, office demand
has been significantly impacted by the
pandemic‐related increase in remote work.
The overall office vacancy rate in the County
stands at 15.4%
Although Monterey Park’s vacancy rate is in
line with the overall County rate, it’s about 2. 5
times the vacancy rate in the SGV submarket
Industrial
Monterey Park
1,800,000 SF
(3.9% vacant)
San Gabriel Valley
190,000,000 SF
(4.1% vacant)
102,000 SF –
203,000 SF
The San Gabriel Valley is a major player in the
industrial real estate market, with the region
account for about 20% of the total inventory in
the L.A. County Market.
Employment projections show SGV Industrial
demand to increase by ab out 10.2 million SF
over the study period; this analysis assumes
City of Monterey Park could capture 1‐2% of
the total).
Hotel
Monterey Park
Region
264 – 302 Rooms Monterey Park region projected to generated demand for 754 new hotel rooms over forecast
period
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CITY OF MONTEREY PARK, CA | EDSP
Land Use Existing Inventory/
Vacancy Rate
Potential Future
(22‐year) Demand in
Monterey Park
Nature of Projected
Development Opportunities
Room Supply –
759,200 (69.7%
Occupancy)
Los Angeles East
Room Supply –
4,380,097 (67.0%
occupancy)
City of Monterey Park is projected to account
for 35% to 40% of regional demand.
SF = square feet
Room Supply = number of rooms in a set of hotels multiplied by number of days in a calendar year Source: The Natelson Dale Group, Inc. (TNDG); CoStar; Smith Travel Research
Staff Report
August21,2024
ATTACHMENT 2
EDSP Action Plan
SUPPLEMENT TO MONTEREY PARK
ECONOMIC DEVELOPMENT STRATEGIC PLAN:
Potential Action Plan (for internal reference
by City Staff)
CITY OF MONTEREY PARK, CA
AUGUST 2024
THE NATELSON DALE GROUP, INC.
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CITY OF MONTEREY PARK, CA | POTENTIAL EDSP ACTION PLAN
POTENTIAL EDSP ACTION PLAN
Action Steps and Implementation Timeframes
Each EDSP Focus Area includes a list of possible Action Steps, which could be implemented over the next 5 years. The potential implementation timeframe for each suggested action item is provided on the tables.
It should be emphasized that the suggested Action Steps (and possible Year 1 milestones) are not intended to represent s pecific program or resource commitments by the City but are illustrative of the types of activities the City might pursue in support of the major objectives of each Focus Area.
FOCUS AREA 1: Marketing/Branding
Brief Description of Program
The City will consider an economic
development‐specific marketing program
supporting the following objectives:
Exposure to targeted industry clusters
within the region (to generate leads for
business attraction);
Outreach to the existing MPK business
community (to raise awareness of the City’s
business assistance resources);
Outreach to the regional development
community (to promote majo
r MPK
development/investment opportunities);
and
Specific focus on retail/restaurant tenant
attraction, including destination
(“entertainment/lifestyle”) businesses.
The overall marketing program could be
organized around themes unique to MPK
(e.g., international connections, food
culture, entrepreneurial mindset, strategic
location in Greater Los Angeles, etc.).
Potential “Gamechanger” Programs or
Projects
Annual ou
treach to the commercial/
industrial development community, such as
a luncheon and site tour to promote MPK as
a strong location for targeted office/
industrial tenant types.
Action Steps to Consider
Year 1
A. Consider expanding webpage for City’s Economic Development (ED) program reflecting marketing targets identified in EDSP and providing links to key programs and resources available through partner organizations.
B. Evaluate EDSP with partners to ensure that marketing targets (and associated "selling points") are optimally positioned within regional marketing initiatives (including partner websites, et
c.).
C. Consider convening a "Summit Meeting" of local civic organizations to unveil the EDSP and identify specific opportunities for engagement of civic organizations and other community leaders as "ambassadors" for Monterey Park's economic development program.
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CITY OF MONTEREY PARK, CA | POTENTIAL EDSP ACTION PLAN
FOCUS AREA 1: Marketing/Branding
D. Consider hosting a commercial/industrial broker luncheon and site tour to promote MPK as a strong location for targeted office/industrial tenant types (continue on annual basis).
E. Investigate options for professional marketing services to support design/implementation of new marketing/branding program for City’s economic development functions. This program could ultimately include the following comp onents:
o Industry‐specific marketing materials (target industry webpage, brochures, digital/print media);
o Advertising in selected/targeted media (general and industry‐specific); and o Marketing materials for selected industry events (e.g., ICSC).
Year 2
A. Consider a targeted marketing campaign (based on Step E above), initially focused on promoting site‐specific development/redevelopment opportunities and attracting targeted retail/restaurant tenants.
B. Evaluate possibility of organizing outreach events to support MPK placemaking efforts In conjunction with partners (potentially through an ad hoc taskforce).
Potential Resources
Economic development partners
Other Potential Implementation Tools/Investments
Professional marketing agency (with economic development expertise) (ILLUSTRATIVE) Year 1 Milestones/Checklist
Completion of expanded webpages for City's ED program. Research and staff report on recommendations for pursuing professional marketing services to develop and implement the EDSP marketing program. Civic Organizations Summit (initial meeting and plan for follow‐up engagement). Commercial/industrial broker luncheon and site tour (inaug ural event).
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CITY OF MONTEREY PARK, CA | POTENTIAL EDSP ACTION PLAN
FOCUS AREA 2: Development Friendliness
Brief Description of Program
The City will consider systematically reviewing
and strengthening key systems/policies relating
to interactions with the business and
development community. This may involve
periodic reviews of entitlement and permitting
processes and related fee structures.
The suggested review will ensure the Zoning
Code (permitted land uses by zone) is aligned
with mark
et demand, removing potential
obstacles to new development.
Potential “Gamechanger” Programs or
Projects
Consider an aggressive development
streamlining program (branded and
promoted with a name such as “Streamline
Monterey Park”).
Action Steps to Consider
Year 1
A. Consider establishing a "Business Concierge" program (staffed by City's existing Economic Development team) and supporting "Quick Response Team" (representatives of other City departments with permitting or project approval roles).
B. Consider review of City’s zoning code to identify potential obstacles to attracting new development.
Year 2
A. Evaluate options for establishing and publicizing branded program(s) for streamlined business permitting and development entitlements.
B. Consider hosting annual broker/developer appreciation event (could include a “customer satisfaction survey” to obtain ongoing feedback on ways City could improve business/development friendliness).
Potential Resources
Local business associations
Private sector partners
City advisory committees
(ILLUSTRATIVE) Year 1 Milestones/Checklist
Organize “Business Concierge” and “Quick Response Team” programs. Establish periodic repeatable process for conducting comparative survey of MPK’s business/development fees (comparison to fees in 5‐10 competitor cities in region).
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CITY OF MONTEREY PARK, CA | POTENTIAL EDSP ACTION PLAN
FOCUS AREA 3: Business Retention/Expansion
Brief Description of Program
The City may consider a business
retention/expansion (BRE) component of the
EDSP that would focus on direct outreach to
existing MPK firms to identify and
systematically respond to issues threatening
existing core industries’ long‐term viability and
growth. These concerns might include, for
example, the City’s level of business friendliness
and global market changes impacting local
businesses. The BR
E effort could include the
following objectives:
Increasing local visibility of the City’s
economic development program (i.e.,
raising the business community’s awareness
of assistance/ resources available);
Expanding small business assistance
(including resources and services provided
through partners); and
Facilitating small business advoca
cy and
networking opportunities within the MPK
business community.
Potential “Gamechanger” Programs or
Projects
City can consider a branded business
outreach initiative supported by an
online business survey and/or business
visitation program.
City can explore the formation of a local
business alliance to help businesses gain
access to valuable res
ources, networking
opportunities, and a stronger voice to
advocate for their business needs.
Action Steps to Consider
Year 1
A. Consider continuing to conduct periodic online surveys of MPK business community.
B. Consider creating an online (and printed) resource directory of City/partner assistance resources available to small businesses in MPK.
C. Evaluate options for an outreach strategy to maintain ongoing communication with key existing firms in retention/expansion clusters; outreach tactics could (for exampl e) include a mix of industry meetings/mixers, online surveys, site visits, and direct mail.
Year 2
A. Consider conducting needs assessment (via outreach in Step C) of firms receptive to business retention/ expansion assistance and developing customized responses (packaging of City and non‐City resources) to address specific needs of assisted firms.
B. Review options for more actively engaging EDAC and BIDAC members in City’s BRE efforts (e.g
., consider establishing a “business walk” or “business visitation” program whereby selected EDAC/BIDAC members would periodically visit local businesses to obtain direct feedback on challenges facing the local business community – especially with respect to issues that the City would be in a position to help address).
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CITY OF MONTEREY PARK, CA | POTENTIAL EDSP ACTION PLAN
FOCUS AREA 3: Business Retention/Expansion
Potential Resources
Local business associations
Economic development partners
Community‐based nonprofit
organizations
City advisory committees
(ILLUSTRATIVE) Year 1 Milestones/Checklist
Memorandum (staff generated) outlining in‐house plan for existing business outreach. Launch online business assistance Resource Directory.
FOCUS AREA 4: Placemaking / Strategic Land Use
Brief Description of Program
Placemaking is an umbrella term that
encapsulates all the tools used to create places
that transform public spaces to strengthen the
connections between people and these places.
In layperson’s words, placemaking refers to the
creation of “there.” It’s the creation of places where people want to be on a Saturday
afternoon or Sunday morning. Mos
t of these
places have not come about organically, but
rather through strategic investment and
curation. This strategy would potentially include
an arsenal of placemaking tools – some of which
MPK already deploys – that if invested in could
reinforce and foster a more co hesive business
districts (e.g., a “destination worthy”
downtown).
Some of the key components of an overall
placemaking strategy might include:
Exploring ideas for Downtown
repositioning;
Preparing of Specific Plans to promote
revitalization and create development
capacity in employment centers;
Marketing key “opportunity sites” to
developers;
Leveraging City‐own ed property for
development and public facilities (e.g.,
downtown parking structure);
Prioritizing implementation of the
City’s General Plan, which allows
housing and mixed‐use projects as
development catalysts;
Expand City’s role in addressing
homelessness.
Consider other ways to attract more
people to the downtown, including
dedicated bus/bike lanes; widening
sidewalks to allow for outdoor dining
or busines
s display space; and
incentivizing vertical mixed‐use
development (i.e., housing on top of
ground‐floor commercial space).
Potential “Gamechanger” Programs or
Projects
• Consider generating a Downtown
Specific Plan.
• The potential for repositioning (and
geographically expanding) Downtown
BID with additional fun ding.
• Consider promoting a catalyst
development project on City‐owned
downtown parking lot.
Action Steps to Consider
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CITY OF MONTEREY PARK, CA | POTENTIAL EDSP ACTION PLAN
FOCUS AREA 4: Placemaking / Strategic Land Use
Year 1
A. Consider retaining a BID consultant to recommend alternatives for expanding geographic boundaries and funding levels for Downtown BID.
B. Define options for interfacing with existing BIDAC and other stakeholders to outline potential programmatic and resource priorities for expanded BID.
Year 2
A. Based on outcomes of Steps A and B above, consider options for implementation of BID consultant’s recommendations.
Year 3 or later
A. Review options for repositioning marketing/branding of Downtown MPK consistent with priorities and geographic focus of a possible new BID.
Potential Resources
City advisory committees
Economic development partners
Local business associations
Private sector partners
(ILLUSTRATIVE) Year 1 Milestones/Checklist
Retain BID consultant to recommend alternatives for expanding geographic boundaries and funding levels for Downtown BID
FOCUS AREA 5: “Reinvent Retail”
Brief Description of Program
This initiative would potentially serve multiple
purposes:
Consider ways to help shopping centers
negatively affected by global trends in the
retail industries, such as the growth of e‐
commerce, the decline of certain major
retailers, etc.;
For centers with locational or configuration
challenges, consider helping some
repurpos
e underutilized buildings or areas
to other uses, such as residential or services,
and others create more effective retail
space (potentially in a mixed‐use format);
Consider a focus on retail/restaurant
attraction where local “gaps” exist; and
Identify retail locations where support
could potentially be warranted for
façade/streetscape imp
rovements.
Potential “Gamechanger” Programs or
Projects
Consider supporting the concept of one or
more demonstration project(s) (selected
through competitive process) for shopping
center revitalization and/or repositioning.
Action Steps to Consider
Year 1
A. Identify possible high‐priority commercial center(s) for revitalization and consider options for making initial contacts with property owners to assess their potential interest in major
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CITY OF MONTEREY PARK, CA | POTENTIAL EDSP ACTION PLAN
FOCUS AREA 5: “Reinvent Retail”
reinvestment in or redevelopment of the identified site(s); consider selecting a high‐ priority site as a “demonstration project” for shopping center revitalization (a demonstration project – if any – would be an action item in Year 3 or later, as described in Step H below).
B. Evaluate retail districts in most need of physical improv ements (e.g., façade/streetscape improvements) and review options for funding strategies to improve these areas.
C. Leveraging MPK’s strength as a hub for Asian cuisine, investigate feasibility of recruiting participating restaurants to organize various community initiatives, such as a “food crawl” to attract outside visitors to the City.
Year 2
A. Consider convening meeting with development community representatives (developers and real estate brokers engaged with the community and region) to identify perceptions of the prospects for various shopping center reuse uses such as: mixed‐use development, affordable housing (potentially helping fulfill the City’s RHNA obligations, and market‐rate housing).
B. Consider mee ting with potential developers to evaluate the feasibility of a “shared kitchen” facility that would function as an incubator space for new restaurant/food concepts in MPK. Ideally such a facility would be in a location where it could effectively serve as an “anchor tenant” for a shopping center/district oriented towards regional visitors.
C. Consider op
tions for engaging ownership of Marketplace shopping center to determine status of the entitled Phase 3 development and to consider ways the City could facilitate developing the remaining land consistent with its highest and best use under contemporary market conditions.
Year 3 or later
A. Evaluate options for funding and implementing a grant program for improvement of storefront façades in targeted revitalization areas (e.g., Garvey, Garfield, Atlantic).
B. Consider designing a demonstration project (presumably identified through the preceding processes, on a voluntary basis), for revitalization of an older shopping center. This type of project would include the application of available City incentives and assi stance resources (some of which may be targeted to specific uses, such as residential) to the extent practical.
Potential Resources
City advisory committees
Private sector partners
(ILLUSTRATIVE) Year 1 Milestones/Checklist
Define incentive programs/policies (including framework/guidelines for potential sales/property tax sharing agreements) that support revitalization and/or reuse of targeted shopping centers.
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CITY OF MONTEREY PARK, CA | POTENTIAL EDSP ACTION PLAN
FOCUS AREA 5: “Reinvent Retail”
(See Focus Area 4) Define strategy for reinvigorating MPK’s “storefront presence” through a comprehensive restructuring (including expanded geographic focus and funding) of the City’s Business Improvement District (BID)
FOCUS AREA 6: Talent (Workforce) Retention/Attraction
Brief Description of Initiative
This Focus Area is concerned with considering
options for retaining and attracting a qualified
workforce, through the following possible
action themes:
Leverage East Los Angeles College programs
and proximity to California State University,
Los Angeles (providing a pool of future well‐
educated workers);
Leverage resident skilled workers who
currentl
y commute to jobs outside MPK
(potential workforce for future firms/
industries);
Align Library's Career Center programs
with EDSP target industries; and
Develop more quality‐of‐life
enhancements (e.g. entertainment/
gathering areas) attractive to younger
residents.
Potential “Gamechanger” Programs or
Projects
Consider promoting MPK as an off‐campus
housing opt
ion for CSULA students (which
could mean focusing these development
opportunities in specific areas to
concentrate potential economic benefits).
Action Steps to Consider
Year 1
A. Consider facilitating periodic meetings of key workforce development partners; this action item would serve the following major purposes:
o Identify options for coordination of the various service providers related to workforce training (to ensure consistent dissemination of information about available programs/resources; and
o Identify options for facilitating useful connections between employer s and training organizations.
B. Consider creating webpage listing workforce development resources available through partner organizations.
Year 2
A. Consider conducting survey of MPK’s resident workforce to identify characteristics (commute distances, occupations, skills, adaptability to remote work, etc.) of MPK residents who work in other communities.
B. Based on workforce survey (possible Step C above), consider defining strategy to “re‐ capture” some portion of the resident workforce currently out‐co mmuting to other communities (as part of the MPK’s marketing, business attraction, target industry attraction, and entrepreneurial development strategies).
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CITY OF MONTEREY PARK, CA | POTENTIAL EDSP ACTION PLAN
FOCUS AREA 6: Talent (Workforce) Retention/Attraction
Potential Resources
Education and workforce development
partners
Economic development partners
Community‐based nonprofit
organizations
City advisory committees
(ILLUSTRATIVE) Year 1 Milestones/Checklist
Convene 1‐2 organization/coordination meetings of relevant partners to identify resources available to MPK workers and firms.
Create webpage listing workforce development resources available through workforce development partners identified above.
Define strategy for facilitating connections between MPK firms and partner resources (for training, etc.).
FOCUS AREA 7: Entrepreneurial Development
Brief Description of Initiative
The City, through a consortium approach
(primarily promoting services and resources
available through partner organizations), may
consider ways to foster and support
entrepreneurial activities. This effort could
include, for example, focusing on positioning MPK
as a strong location for startups in target
industries/clusters (see Focus Area 8). In addition,
the Cit
y could consider the concept of promoting a
culture of entrepreneurism among MPK’s
residents employed in technology industries.
Potential “Gamechanger” Programs or
Projects
Consider convening a MPK Tech Forum
(public/private consortium focused on
networking within regional technology
industries).
Action Steps to Consider
Year 1
A. Consider conducting meetings with regional partners to unveil EDSP target industry cluster program and identify targeted industries likely to offer significant entrepreneurial development opportunities; consider discussing and outlining potential implementation steps for launching “MPK Tech Forum” (public/private consortium focused on networking within regional technology industries).
B. Consider updating webpage summarizing City’s entrepr eneurial development opportunities and resources.
Year 2
A. In conjunction with regional partners, investigate options for organizing a local "startup network" workshop featuring presentations from partner organizations and providing networking opportunities for prospective startups.
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CITY OF MONTEREY PARK, CA | POTENTIAL EDSP ACTION PLAN
FOCUS AREA 7: Entrepreneurial Development
B. If warranted based on Step A above, consider launching MPK Tech Form and scheduling initial networking events.
Year 3 or later
A. Investigate options for key partner organizations establishing field offices in Monterey Park to support expanded focus on entrepreneurial development and startup assistance.
B. Initiate discussions with prospective partners to consider the concept of a “Center for Entrepreneurial Innovation,” potentially utilizing space at partner‐owned facilities to create an incubator to advanc e technology and innovation related entrepreneurial start‐ ups. This potential partnership could take advantage of existing resources in the region with dedicated space to help businesses start up (with the expectation that they would ultimately “graduate” into larger facilities, creating new jobs and technological discoveries).
Potential Resources
Economic development partners
Other government agencies
Education and workforce
development partners
(ILLUSTRATIVE) Year 1 Milestones/Checklist
Webpage summarizing entrepreneurial development resources (links). Preliminary discussions with partners about “MPK Tech Forum” consortium (to be implemented in Year 2 or later).
FOCUS AREA 8: Targeted Industry Attraction
Within MPK’s limiting remaining land/
development capacity (and opportunities for
re‐tenanting/repurposing existing underutilized
buildings), the City can consider focusing its
business development efforts on market‐
feasible industries/clusters (see list of possible
targets in the EDSP) with the highest potential
to:
Create/retain high‐paying jobs;
Increase tax base; and
Contribute to sense of place.
Potential “Gamechanger” Programs or
Projects
Consider conducting a feasibility study
(competitiv
e assessment) and business plan
for potential incubator focused on biotech
startups (which may also relate to Focus
Area 7, Entrepreneurial Development).
Action Steps to Consider
Year 1
A. Consider compiling database of existing MPK/SGV firms relevant to each targeted cluster identified in the EDSP
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CITY OF MONTEREY PARK, CA | POTENTIAL EDSP ACTION PLAN
FOCUS AREA 8: Targeted Industry Attraction
B. Based on Action Step A, investigate options for identifying key local firms that could form the nucleus of “industry resource groups” for targeted clusters. These groups could serve as the City’s “go to” resource for interaction with businesses in the clusters and could be relatively informal in structure. If pursued, the re source groups could provide a mechanism for the City to identify cluster‐specific networking opportunities, business expansion/retention needs, etc. Ideally, such resource groups would represent a cross section of the cluster in terms of firm size and mix of industries.
Year 2
A. Consider implementing marketing effort (see Focus Area 1) for identified business attraction targets.
B. Review options for customizing entrepreneurial development resources (see Focus Area 7) to maximize startup potentials in targeted industry clusters.
C. Review options for customizing workforce development resources (Focus Area 6) to ensure competitive pipeline of workers to meeting staffing needs of targeted industry clusters.
D. Consider op
tions for engaging with an expert to prepare a feasibility study (competitive assessment) and business plan for potential incubator focused on biotech startups.
Potential Resources
Economic development partners
Education and workforce development
partners
Other government agencies
(ILLUSTRATIVE) Year 1 Milestones/Checklist
MOU with partners for coordination on business attraction coordination (identification of regional targets relevant to MPK, etc.).
Memorandum (staff generated) outlining in‐house plan for existing business outreach.
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CITY OF MONTEREY PARK, CA | POTENTIAL EDSP ACTION PLAN
FOCUS AREA 9: International Business Development
Brief Description of Program
This Focus Area could include one or a
combination of the following components:
Consider attracting foreign direct
investment (FDI) to the City, leveraging
existing international connections in MPK,
with possible use of Federal EB‐5 program;
Consider designating target industries
focused on import/export of goods,
including ex
isting and new businesses to
MPK; and
Consider leveraging the City’s
“international character,” including
positioning MPK as a regional
destination for international tourists.
Potential “Gamechanger” Programs or
Projects
Consider establishing a Monterey Park
International Business Office (City‐convened
consortium to promote international
business opportunities in MPK).
Action Steps to Consider
Year 1
A. Consider options for creating a database of existing international businesses and industries in the City.
B. Consider conducting focus group meetings with existing internationally focused businesses to identify opportunities to: 1) support growth of businesses that might benefit from FDI along with those involved import/export activities; and 2) identify steps to make MPK a more attractive destinat
ion for international tourists.
C. Evaluate potential role of Federal EB‐5 program to attract FDI to MPK.
Year 2
A. Consider expanding City’s marketing plan to incorporate a specific focus on international tourism promotion; this promotion could also include marketing to secure new hotel development consistent with market demand.
Year 3 or later
A. Investigate options for assessing market feasibility for Business Conference Center for visiting (foreign) businesses.
B. Consider establishing a Monterey Park International Business Office in conjunction with other relevant partners; consider organizing a local annual “international business” workshop that could include presentations from partner organizations and provide networking opportunities for prospective int ernational firms.
Potential Resources
City advisory committees
Community‐based nonprofit
organizations
Economic development partners
(ILLUSTRATIVE) Year 1 Milestones/Checklist
Develop database of MPK firms with international connections. Focus group meetings with internationally‐focused businesses.
City Council Staff Report
DATE: August 21, 2024
AGENDA ITEM NO:
RECOMMENDATION:
It is recommended that the City Council consider:
1. Adopting a resolution approving a time extension for Tentative Map No. 82607 (TM-20-03); and
2. Taking such additional, related, action that may be desirable.
CEQA (California Environmental Quality Act):
Pursuant to the California Environmental Quality Act (Public Resources Code §§ 21000, et seq., “CEQA”) and the regulations promulgated thereunder (14 Cal. Code of Regs. §§ 15000, et seq., the “CEQA Guidelines”), the Project is consistent with the Mitigated Negative Declaration and Mitigation Monitoring Program adopted by City Council on July 21, 2021 per Resolution No. 12259. No additional environmental review is necessary.
EXECUTIVE SUMMARY:
Chateau Group USA (“Applicant”) submitted an application for a second one-year time extension to record the final subdivision map related to a 63-unit residential development with a subdivision of air rights for townhome purposes (“Whitmore Villas project”) . The Applicant timely filed this application on June 27, 2024 to extend the effectiveness of TM- 20-03 from July 21, 2024 to July 21, 2025.
BACKGROUND:
The Applicant applied for a second one-year time extension on June 27, 2024 in compliance with Monterey Park Municipal Code (“MPMC”) §§ 20.04.120(c) as it governs to extending tentative maps. If an extension is approved, TM-20-03 would expire on July 21, 2025. The Applicant indicated that it is requesting this extension to allow additional time to record the final map and anticipates completing construction by October 2025.
The following includes a chronology of actions related to TM-20-03:
- On July 21, 2021, City Council adopted Resolution No. 12259 approving TM-20-03 allowing for subdivision of 2.8 acres into two lots to develop 63 townhome units. The original approval was valid for 24 months from approval, ending July 21, 2023.
TO: Honorable Mayor and City Council
FROM: Jessica Serrano, Director of Community Development SUBJECT: One-Year Time Extension for Tentative Map No. 82607 (TM-20-03) – 126 North New Avenue, also identified by Assessor’s Parcel Numbers 5286-019-013 and 5286-019-014.
Consent Calendar - 3E
Staff Report
August 21, 2024
- On September 6, 2023, the City Council adopted Resolution No. 2023-R72 approving the first one-year extension request for TM-20-03 to July 21, 2024.
- On May 21, 2024, building permits were issued for Whitmore Villas project.
Construction is currently under way with grading work completed and footings for structures partially completed.
Pursuant to MPMC § 20.04.120(c), the City Council may “approve, conditionally approve or deny extension requests” with the total time of extensions not exceeding six years from the initial expiration. It is recommended that the City Council determine whether good cause for the extension exists.
2024-25 STRATEGIC PLAN GOAL:
Adopting a resolution approving a time extension for TM-20-03 would allow the Applicant to record a final subdivision map governing the Whitmore Villas project and advance the strategic plan goal to “Strengthen our local economy and enhance housing opportunities” by encouraging construction of housing units for the City’s housing stock.
FISCAL IMPACT:
No fiscal impacts are anticipated. The Applicant paid for required fees to process this request.
ATTACHMENTS:
1. TM-20-03 Applicant’s time extension request letter, dated June 25, 2024
2. Draft Resolution extending TM-20-03
Respectfully prepared and submitted
by:
Jessica Serrano
Director of Community Development
Approved by:
Reviewed by:
Inez Alvarez
City Manager
Karl H. Berger
City Attorney
Staff Report
August 21, 2024
ATTACHMENT 1
TM-20-03 – Applicant’s time extension request letter,
dated June 25, 2024
Staff Report
August 21, 2024
ATTACHMENT 2
Draft Resolution Extending TM-20-03
1 RESOLUTION NO.
A RESOLUTION APPROVING A ONE-YEAR EXTENSION FOR
TENTATIVE MAP NO. 82607 (TM-20-03) TO SUBDIVIDE AND
DEVELOP A 63-UNIT RESIDENTIAL DEVELOPMENT AT 126 NORTH
NEW AVENUE (ASSESSOR PARCEL NUMBERS 5286-019-013 AND
5286-019-014)
The City Council of the City of Monterey Park does resolve as follows:
SECTION 1: The City Council finds as follows:
A. On June 27, 2024, from Chateau Group USA (“Applicant”) submitted an application pursuant to Title 20 of the Monterey Park Municipal Code (“MPMC”) requesting a one-year time extension for Tentative Map No. 82607 (TM-20-03) to subdivide a 63-unit residential development at 126 North New Avenue, also identified by Assessor’s Parcel Numbers 5286-019-013 and 5286-019-014;
B. The proposed Project was reviewed by the City Planner for, in part, consistency with the General Plan and conformity with the MPMC;
C. In addition, the City reviewed the Project’s environmental impacts under the California Environmental Quality Act (Public Resources Code §§ 21000, et seq., “CEQA”) and the regulations promulgated thereunder (14 California Code of Regulations §§ 15000, et seq., the “CEQA Guidelines”); and
D. The City Planner completed review and scheduled the matter regarding the proposed Project before the City Council for August 21, 202 4 pursuant to MPMC § 20.04.120(c).
SECTION 2: Factual Findings and Conclusions . Based upon the entire administrative record and the evidence provided during the public hearing, the City Council finds as follows:
A. On July 21, 2021, City Council adopted Resolution No. 12259 approving TM- 20-03 allowing for subdivision of 2.8 acres into two lots to develop 63 townhome units. The original approval was valid until July 21, 2023; a subsequent approval in 20 23 (Resolution No. 2023 -R72) extended the tentative map to July 21, 2024.
B. On May 21, 2024, the Building Official issue building permits to commence construction for the Whitmore Villas project. Construction is currently under way with grading work completed and footings for structures partially completed.
C. On June 27, 2024, the Applicant timely filed a request to extend the tentative map a second time for one year. The addition al time would allow the Applicant to record a final map governing the subdivision of property allowing
2 for completion of the of 63 residential unit Whitmore Villa project.
SECTION 3: Environmental Assessment. Pursuant to the California Environmental Quality Act (Public Resources Code §§ 21000, et seq., “CEQA”) and the regulations promulgated thereunder (14 Cal. Code of Regs. §§ 15000, et seq., the “CEQA Guidelines”), the Project is consistent with the Mitigated Negative Declaration and Mitigation Monitoring Program adopted by City Council on July 21, 2021 under Resolution No. 12259 . No additional environmental review is necessary.
SECTION 4: Determination. The City Council approves the one-year extension for TM- 20-03 to July 21, 2025.
SECTION 5: Reliance on Record. Each and every one of the findings and determinations in this Resolution are based on the competent and substantial evidence, both oral and written, contained in the entire record relating to the Project. The findings and determinations constitute the independent findings and determinations of the City Council in all respects and are fully and completely supported by substantial evidence in the record as a whole.
SECTION 6: Summaries of Information. All summaries of information in the findings, which precede this section, are based on the substantial evidence in the record. The absence of any particular fact from any such summary is not an indication that a particular finding is not based in part on that fact.
SECTION 7: Notice. The City Clerk is directed to provide a copy of this Resolution to the Planning Commission and any other person requesting a copy.
SECTION 8: Effective Date. This Resolution becomes effective immediately upon adoption and memorializes the City Council’s final decision made on August 21, 2024.
Note that persons dissatisfied with the City Council’s decision may appeal it in accordance with application law to the Los Angeles Superior Court within 90 days of the City Council’s decisions.
PASSED AND ADOPTED this 21st day of August, 2024.
____________________________
Thomas Wong, Mayor
ATTEST:
________________________________
Maychelle Yee, City Clerk
________________________________
Karl H. Berger, City Attorney
City Council Staff Report
DATE: August 21, 2024
AGENDA ITEM NO:
TO: The Honorable Mayor and City Council
FROM: Shawn Igoe, Director of Public Works
SUBJECT: Agreement for the Collection of Civic Waste
RECOMMENDATION:
It is recommended that the City Council consider:
1. Authorizing the City Manager to execute an agreement with Ware Disposal Inc., in a form approved by the City Attorney, for collecting Civic Waste for an annual amount of $194,000;
2. Appropriating $194,000 from Fund 506 – Building Maintenance to the FY 2024-25 Budget for waste collection services; and
3. Taking such additional, related, action that may be desirable.
EXECUTIVE SUMMARY:
The City must make arrangements for the collection and disposal of solid waste generated at city-owned facilities and City right-of-ways. Accordingly, the City must enter into an agreement with one of the City’s approved commercial waste haulers for trash, recycling and organic waste services. It is recommended that the City Council authorize the City Manager to execute an agreement with Ware Disposal, Inc. for the collection of Civic Waste for an annual amount of $194,000, plus annual CPI adjustments for the Los Angeles-Long Beach-Anaheim region. The proposed agreement will renew annually until the term of the franchise agreements ends on August 31, 2031.
BACKGROUND:
The City has non-exclusive franchise agreements with Athens Services and Ware Disposal for the collection of commercial solid waste, which includes Civic Waste. Civic Waste is defined as all types of discarded materials generated by the City itself such as solid waste placed in City-owned garbage receptacles located in public areas including, without limitation, City public parks and right-of-ways, for disposal of waste generated by the public; solid waste generated at City Hall, the City Yard, water facilities, fire stations, police station, library, and recreation centers. The City obtained cost proposals for the collection of Civic Waste from both Athens Services and Ware Disposal, Inc.
Consent Calendar - 3F
Staff Report
August 21, 2024
Hauler Cost
Athens Services $38,364.01 per month
Ware Disposal Inc. $14,013.00 per month
It is recommended that the City Council authorize the City Manager to execute an agreement with Ware Disposal, Inc. for the collection of Civic Waste. Ware Disposal, Inc. provided the lowest monthly cost for solid waste, recycling, and organics recycling services to the City. A list of service levels for each facility including the frequency and monthly rate by location is included as Attachment 1.
2024-25 STRATEGIC PLAN GOAL:
The proposed agreement supports the City’s strategic goal to maintain, build and modernize infrastructure and facilities to support the current and future needs of our city and community.
FISCAL IMPACT:
The monthly cost for the collection of Civic Waste is approximately $14,013 per month. It is recommended that a 15% contingency be added for as needed roll-off services, for a total annual amount of $194,000, plus annual Consumer Price Index (CPI) adjustments.
CPI adjustments will be based on the average annual published CPI for all urban consumers in the Los Angeles-Long Beach-Anaheim region. An appropriation of $194,000 from Fund 506 – Building Maintenance to the FY 2024-25 budget is requested for the proposed agreement.
Respectfully submitted by: Reviewed by:
Shawn Igoe
Director of Public Works
Martha Garcia
Director of Finance
Approved by: Reviewed by:
Inez Alvarez
City Manager
Karl H. Berger
City Attorney
ATTACHMENT:
1. Ware Disposal Cost Proposal
Staff Report
August 21, 2024
ATTACHMENT 1
Ware Disposal Cost Proposal
City of Monterey Park City Facilities Cost Proposal Form Proposing Company:
Row Facility Address Service Description Quantity Frequency Total Cost 1 Street Cans Various locations Street cans from approximately 150 locations 150 6 days/week $39.00 Per Month $5,850.00 2 3-yd refuse bin 3 3x week $240.00 Per Month $720.00
3 65-gal organics cart 3 1x week $15.00 Per Month $45.00 4 City Hall 300 W Newmark Ave 3-yd refuse bin 3 3x week $240.00 Per Month $720.00 5 City of Monterey Park700 El Mercado Ave 3-yd refuse bin 1 2x week $180.00 Per Month $180.00 6 3-yd refuse bin 2 2x week $240.00 Per Month $480.00 7 10-yd inert roll-off 4 As needed $220.00 Per Pull N/A 8 30-yd refuse roll-off 1 4x week $3,810.00 Per Month $3,810.00 9 30-yd metal roll-off 2 As-needed $185.00 Per Pull N/A 10 4-yd refuse bin 1 1x week $120.00 Per Month $120.00
11 10 yd special waste bin for carbon waste disposal (1) 2 As-needed $220.00 Per Pull N/A 12 3-yd refuse bin 1 1x week $80.00 Per Month $80.00
13 65-gal organics cart 1 1x week $45.00 Per Month $45.00 14 3-yd refuse bin 2 1x week $80.00 Per Month $160.00
15 65-gal organics cart 1 1x week $45.00 Per Month $45.00 16 Garvey Ranch Park 781 S Orange Ave 3-yd refuse bin 1 1x week $80.00 Per Month $80.00 17 George Elder Park 1950 Wilcox Ave 3-yd refuse bin 1 1x week $80.00 Per Month $80.00 18 3-yd refuse bin 1 3x week $240.00 Per Month $240.00
19 65-gal organics cart 2 3x week $145.00 Per Month $290.00 20 Library 318 S Ramona 3-yd refuse bin 1 3x week $220.00 Per Month $220.00 21 3-yd refuse bin 3 3x week $220.00 Per Month $660.00
22 3-yd recycling bin 1 3x week $188.00 Per Month $188.00 23 10-yd inert roll off 1 As-needed $220.00 Per Pull N/A 24 10-yd special waste for asbestos pipe disposal (2) 1 As-needed $220.00 Per Pull N/A $14,013.00
(3) Contractor rates exclude City fees.
(4) Estimated Monthly Total Cost excludes "As needed" roll off services.
Contractor Rate per Unit (3)
(1) The City is requesting to obtain a few bins semi-annually to dispose of virgin carbon mixed with some dirt to keep its overflow pond clean at Delta Plant. The City estimates 2 bins or lowboys will be needed.
(2) Russell Reservoir requests special bins for hazmat materials (asbestos water pipe). The City replaces the asbestos water pipes about every 5 years or longer. The City does not fill the bin up too often due to low amount of disposal. The City required to have a locking sealed bin for the storage of the hazmat material.
Estimated Monthly Total City Facilities Cost (4):
Ware Disposal, Inc
Instructions: Provide Contractor rates for services in blue shaded boxes. Services include collection of solid waste, recycling, and organics recycling as required by law.
The Total Costs should automatically be calculated. Confirm accuracy of calculations.
Police Department 320 W Newmark Ave
Russell Reservoir 750 S. Russell Ave
Fire Station 704 Monterey Pass Rd
Langley Center 404 W Emerson Ave
Barnes Park 400 S McPherrin Ave
Delta Plant 2655 N Delta Ave,
Rosemead
Fire Station 2001 S Garfield Ave
Corporation Yard 751 S Alhambra Ave
City Council Staff Report
DATE: August 21, 2024
AGENDA ITEM NO:
TO: The Honorable Mayor and City Council
FROM: Shawn Igoe, Director of Public Works
SUBJECT: Traffic Signal and Communications Plan and Design Agreement RECOMMENDATION:
It is recommended that the City Council consider:
1. Receiving and filing the Traffic Signal Communications Plan, Adaptive Traffic/Traffic Responsive Control System Project – Phase 1;
2. Authorizing the City Manager to execute an Amendment to Agreement 2381-A with Advantec Consulting Engineers, for an additional amount of $689,654, for Phase 2 of the project to include preparation of the designs and plans for implementation of recommended improvements; and
3. Taking such additional, related, action that may be desirable.
EXECUTIVE SUMMARY:
The City received Measure R funds from the Los Angeles County Metropolitan Transportation Authority (“LACMTA”) for the Adaptive Traffic/Traffic Responsive Control System Project. In August 2023, City Council awarded a contract to Advantec Consulting Engineers to prepare Phase 1 of the City of Monterey Park’s Adaptive Traffic/Traffic Response Control Systems project. Following completion of Phase 1, staff requests City Council authorize the City Manager to execute an Amendment to Agreement 2381-A with Advantec Consulting Engineers, Inc., in an amount not to exceed $ 689,354, for the preparation of Phase 2 of the City of Monterey Park’s Adaptive Traffic/Traffic Responsive Control Systems project. The term of the Agreement would be extended through June 30, 2026.
BACKGROUND:
The City received funding from LACMTA to fund the development and construction of all infrastructure for the City of Monterey Park’s Adaptive Traffic/Traffic Responsive Control Systems project.
The proposed project involves providing technical expertise to provide professional engineering services for the preparation of plans, design, & related documents . The project is located along three major corridors of Atlantic Boulevard, Garfield Avenue and Garvey Avenue, in the San Gabriel Valley subregion. There are 35 signalized intersections along these three corridors. (See map below).
Consent Calendar - 3G
Staff Report
August 21, 2024
The City issued a Request for Proposals and selected Advantec Consulting Engineers to complete Phase 1 of the Project . Phase 1 consisted of preparing a Traffic Signal and Communications Plan report. This report provides an analysis of existing traffic signals, Intelligent Transportation System (ITS), and communications infrastructure and traffic operations. Based on the results of the existing conditions analysis, recommendations are provided that define the project traffic signal, ITS, and communications infrastructure and traffic operations improvements. The report also includes a cost analysis to determine if the recommended improvements can be implemented within the allocated funds from the grant. It was determined that the available allocated funds are adequate for the completion of the project.
The preparation of this report include d, without limitation, record research, inventory of the existing traffic signal, ITS, and communications infrastructure, traffic data collection, travel time data collection and analysis, user needs analysis, system requirements,
Staff Report
August 21, 2024
Concept-of-Operations (ConOps), Advanced Transportation Controller (ATC) and Advanced Traffic Management System (ATMS) upgrades, evaluation of Adaptive Traffic Control System (ATCS), Traffic Responsive Systems, recommended traffic signal, ITS, and communications improvements, infrastructure improvements, hardware/software upgrades, and connectivity to the LA County TMC including an alternatives analysis with engineering construction cost estimates. The results, which provide a roadmap to the design phase of the project (Phase 2), are summarized in the Traffic Signal and Communications Plan, Phase 1 (Attachment 1).
Following completion of the Traffic Signal and Communications Plan and development of the proposed scope of the project, Advantec provided the City with a proposal to complete Phase 2 of the project. Phase 2 consists of preparation of project plans, specifications, and estimates (PS&E) based on the approved improvements from Phase 1. This includes, without limitation, upgrading existing traffic signal controllers and cabinets, installing fiber optic cable and/or wireless radios, Ethernet switches, communication hubs, vehicle detection (loops/video), Closed Circuit Television (CCTV) camera systems, prepar ation and implementation of new traffic signal timing and traffic signal synchronization and fine- tuning, upgrading exising or new traffic management system, implement ation of an Adaptive Traffic Control System (ATC) and/or responsive traffic control plans, and other traffic signal equipment improvements (e.g. , Accessible Pedestrian Signals, and battery backup sytems), Left-Turn Phasing Upgrades at Atlantic Blvd & Hellman Ave, Emergency Vehicle Preepmption (Fire Station No. 62) at Garfield Ave & Elmgate Ave and ITS technologies as identified in Phase 1. This phase also consists of system software/license procurement, bid and construction support, system integration support, and final project report including a "before and after study" comparison analysis.
Staff recommends that the City Council receive and file the Traffic Signal and Communication Plan and authorize the City Manager to execute an Amendment to Agreement 2381-A with Advantec Consulting Engineers , for an additional amount of $689,654, to complete the design of the recommended improvements, Phase 2 of the Adaptive Traffic/Traffic Responsive Control System Project. The term of the Agreement would be extended through June 30, 2026.
2024-25 STRATEGIC PLAN GOAL
The completion of projects supports the City’s goal to maintain, build and modernize infrastructure and facilities to support the current and future needs of the City and community.
FISCAL IMPACT:
There are sufficient funds under CIP 96026 - Adaptive Traffic/Traffic Response Control Systems to award the proposed contract to Advantec Consulting Engineers.
Staff Report
August 21, 2024
Respectfully submitted by: Prepared by:
Shawn Igoe
Director of Public Works
Ziad Mazboudi
CIP Manager
Reviewed by:
Martha Garcia
Director of Finance
Approved by: Reviewed by:
Inez Alvarez
City Manager
Karl H. Berger
City Attorney
ATTACHMENT:
1. Traffic Signal and Communications Plan, Phase 1
2. Advantec Consulting Engineers Proposal for Phase 2
Staff Report
August 21, 2024
ATTACHMENT 1
Traffic Signal and Communications Plan, Phase 1
Link to Traffic Signal and Communications Plan
Staff Report
August 21, 2024
ATTACHMENT 2
Advantec Consulting Engineers Proposal, Phase 2
120
0 Roosevelt • Irvine • CA 92620 • (949) 861-4999 • www.advantec-usa.com Because
We Care! Be
cause We Care
Ju
ly 31, 2024
CITY OF MONTEREY PARK
320 West Newmark Avenue
Monterey Park, CA 91754
ATTN: Mr. Ziad Mazboudi, PE, LEED AP, (CIP Manager/Transtech)
SUBJECT: Proposal for City of Monterey’s Park’s Adaptive Traffic / Traffic Responsive Control System Project – Project No. 96026: PHASE 2 - Preparation of Plans, Specifications, and Estimates (PS&E), System Software License Procurement, Environmental Documentation and Clearance, Bid and Construction Support, System Integration Support, and Signal Timing and Coordination, and Final Project Report
Mr. Mazboudi,
ADVANTEC Consulting Engineers, Inc. (ADVANTEC), is pleased to submit our letter proposal to provide the City of Monterey Park with professional design services for the City's Adaptive Traffic / Traffic Responsive Control System Project, Phase 2 including, but not limited to the preparation of plans, specifications, and estimates (PS&E), system software license procurement, environmental documentation and clearance, bid and construction support, system integration support, signal timing and coordination, and the final project report including a "before and after study" comparison analysis.
Our design and signal timing services are based on the recommendations and cost analysis for the proposed improvements from Phase 1 - Traffic Signal and Communication Plan project report.
ADVANTEC appreciates the opportunity to submit this letter proposal and looks forward to working with the City. Our proposed scope of services, schedule, and fees are detailed in the "Phase 2: Scope of Work Program" and our "Fee Schedule" attached. If you have questions, please feel free to contact me at (714) 904-0067 or [email protected].
Sin
cerely,
ADVANTEC Consulting Engineers, Inc.
John Dorado, PE
Project Manager
City of M
onterey Park
Approve
d By: ______________________
Da
te: _____________________________
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| 1
PH
ASE 2: SCOPE OF WORK PROGRAM
Phase 2: Description of Work
Phase
2 consists of preparing project plans, specifications, and estimates (PS&E) based on the approved improvements from Phase 1. This includes, but not limited to, upgrading existing traffic signal controllers and cabinets, installing fiber optic cable and/or wireless radios, Ethernet switches, communication hubs, vehicle detection (loops/video), Closed Circuit Television (CCTV) camera systems, prepare and implement new traffic signal timing and traffic signal synchronization and fine-tuning, installing a new central ATMS at City Hall, upgrade ATMS for connectivity to LA County's Traffic Management Center (TMC), implement Adapative Traffic Control System (ATC) and/or responsive traffic control plans, and other traffic signal equipment improvements (e.g. Accessible Pedestrian Signals, battery backup sytems, etc.) and ITS technologies as identified in Phase 1. This phase also consists of system software/license procurement, environmental documentation and clearance, bid and construction support, system integration support, and final project report including a "before and after study" comparsion analysis.
Figure 1 below illustrates the proposed project improvements for Phase 2 of the project. ADVANTEC will prepare plans, specifications, and estimates (PS&E) based on the improvements shown including, but not limited to the additional work at intersections, such as, batterey backup systems, APS upgrades, retroreflective backplates, pedestrian countdown signal heads, service cabinets, left-turn phasing upgrades (Atlantic & Hellman), and emergency vehicle pre-emption improvements (Garfield & Elmgate, Fire Station No. 62), work at City Hall and modifications to LA County's traffic management system for connectivity, operations, and maitenance with the City.
Figure 1: Proposed Project Improvements
The following summarizes some of the primary project improvements shown in Figure 1 including additional work at intersections, work at City Hall, and modifications to LA County's traffic management system. ADVANTEC will
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| 2
prepare
our PS&E package based on these improvements, including other required improvements as we continue through the preliminary and final design phases.
1. Per corridor: Atlantic Boulevard, Garvey Avenue, and Garfield Avenue - 35 Signals a. Atlantic Boulevard - 15 signals
1) 72 Strand
Fiber Optic Cable (Approx. 14,500 LF)
2) Wire
less Radios - 2
3) CC
TV Cameras - 6
4) Video De
tection Systems - 15
5) T
ype "P" Traffic Signal Controller - 6
6) AT
C Controllers - 15
7) Battery Back-up
System - 5
8) Communication
Hub Cabinet - 2
9) APS Upgrades (per pu
sh button) - 68
10 ) Re
troreflective Backplates - 195
11 ) Re
place 8" Vehicle Signal Heads - 42
12 ) Pede
strian Countdown Signal Heads (Module Only) - 22
13 ) Ins
tall Type III Service Cabinet - 1
14 ) Atlantic Bou
levard at Hellman Avenue: Left-Turn Phasing Analysis and Left-Turn Phasing Upgrades (Traffic Signal Modification)
b. Garvey Avenue - 9 signals
1) 2"
HDPE Conduit (Approx. 8,000 LF)
2) 72 Strand
Fiber Optic Cable (Approx. 8,700 LF)
3) Wire
less Radios - 1
4) CC
TV Cameras - 4
5) Video De
tection Systems - 9
6) AT
C Controllers - 9
7) Communication
Hub Cabinet - 2
8) APS U
pgrades (per push button) - 62
9) Re
troreflective Backplates - 104
10 ) Pede
strian Countdown Signal Heads (Module Only) - 32
11 ) Ins
tall Type III Service Cabinet - 1
c. Garfield Avenue - 11 signals
1) 2"
HDPE Conduit (Approx. 1,850 LF)
2) 72 Strand
Fiber Optic Cable (Approx. 4,200 LF)
3) Wire
less Radios - 4
4) CC
TV Cameras - 3
5) Video De
tection Systems - 1
6) T
ype "P" Traffic Signal Controller - 2
7) AT
C Controllers - 8
8) Battery Back-up
System - 3
9) Communication
Hub Cabinet - 1
10 ) APS U
pgrades (per push button) - 50
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| 3
11 ) Re
troreflective Backplates - 5
12 ) Pede
strian Countdown Signal Heads (Module Only) - 23
13 ) Ins
tall Type III Service Cabinet - 1
14 ) G
arfield Avenue at Elmgate Avenue: Emergen
cy Vehicle Pre-emption (EVP)
improvements (T
raffic Signal Modification) for Fire Station No. 62
2. Communication Link to City Hall
1) 2" HDPE Conduit (Approx. 1,100 LF)
2) 72 Strand Fiber Optic Cable (Approx. 1,600 LF)
3) ATC Controllers - 1
4) Battery Back-up System (Ramona/Ped Xing) - 1
3. Improvement at other Monterey Park Signalized Intersections - 31 Signals 1) ATC Controllers - 28
2) Battery Back-up System - 13
3) Wireless Radios - 13
4) Cellular Modems - 16
4. City Hall Equipment (Central Traffic Management System Equipment and Local Operator Workstation) 1) Traffic Operator Workstation w/External Monitors
2) Workstation Updates - Access to Centracs ATMS, Adaptive Traffic Control System Access (Cloud- Based), and Video Management System (VMS) access
3) Core Switch, Server Rack, KVM, PSU, Firewall/ VPN Appliance 4) Video Management System (VMS) Server
5) Fiber distribution unit, fiber optic cables, and equipment
5. LA County Equipment/Upgrades (TMC)
1) Additional Traffic Controller Licenses (35)
a. Centracs Server Updates - System Mapping/Layouts/Configuration (Adding 35 intersections)
2) Adaptive Traffic Control Module Service Package
3) Core Switch
A detailed table, Table 1, is provided as an Attachment to this document. This table is based on our recommendations from Phase 1, Traffic Signal Communications Plan report, and includes additional equipment that will be required by the project.
Pha
se 2: Scope of Work
Phase 2 – Adapti
ve Traffic/Traffic Responsive Control Systems Project
This section provides ADVANTEC’s detailed approach and scope of work program to complete Phase 2 of City of Monterey Park’s Adaptive Traffic/Traffic Responsive Control Systems Project. We have developed our scope of work by task, subtask and deliverables for Phase 2 based on our recommendations from Phase 1, "Traffic Signal and Communication Plan" project report and as shown in Figure 1 and Table 1 (in the Attachments section), and as indicated in the RFP.
Please note that the Scope of Work for Phase 2 begins with Task 5. Tasks 1 through 4 are covered in Phase 1.
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Tas
k 5 – Design of all Proposed Traffic Signal Improvements Task 5.1.1 – Field Review
Field Review - ADVANTEC’s Senior Traffic Engineers/Field Technicians will conduct a thorough field review at each project signalized intersection and along the project area. Our field review will consist, but not limited to collecting the following:
All roadway features including curb lines, property lines, edges of pavement, edges of paved sidewalks, curb returns, curb ramps, driveways and bus pads
Traffic signal equipment and existing ITS equipment
Communication type and associated equipment (e.g. Ethernet switches, fiber distribution units, splice closures, fiber optic cable, terminal servers, fiber optic modems, wireless radio and equipment, twist-pair/copper cable, termination blocks, etc.)
Communication conduit sizes, pull boxes, conduit sweeps, and cables Nearby underground utilities, cabinets, sub-structures, basements and vaults; and nearby aboveground structures (including bus shelters), aboveground cable and permanent street furniture Other field conditions that might affect a design decision Roadway geometry and lane configurations, lengths of turn pockets, striping, street lighting, and power poles
Existing signal phasing and timing, speed limits, and major sources/sinks of traffic
Upon completion of the above items, ADVANTEC will identify potential constraints that may be encountered in relation to the proposed improvements. This information will be used to prepare base mapping and proposed improvements at the project improvements. This information will also be used as our foundation for our inventory and assessment of existing conditions, recommended improvements and preparation of the project plans.
Deliverables Task 5.1.1:
Data collection inventory matrix, project survey, field review notes, and photos.
Task 5.1.2 – Utility Coordination
Utility notification and coordination will be required to ensure quality design and help eliminate utility conflicts during construction. Utility notifications will be provided to the various utility owners within the sphere of the project; the notifications will be prepared using the City’s letterhead. ADVANTEC will request locations for existing and proposed underground and overhead utilities, including high risk utilities. The utility information provided by the agencies will be delineated on the plans based on their record drawings and our field review. The location of our proposed improvements will take into consideration the existing utilities. In the event of any utility conflicts, ADVANTEC will coordinate the relocation of all utilities affected by the project. Our goal is to locate their facilities prior to the start of construction of the project improvements. ADVANTEC will compile all utility coordination and information in a matrix format to include dates of notification, persons/utility notified and responses from the utility company. Letters will be sent to the utility companies requesting their review and verification of their facilities during the preliminary and final plan submittals to obtain their concurrence with the information shown on the plans. Copies of this information will be updated upon receipt and provided to the City of Monterey Park at the scheduled project meetings and/or as the information has been received. ADVANTEC will conduct utility coordination throughout the preliminary and final design phases of the project.
Please note ADVANTEC’s fees do not include fees or costs associated with the processing and collection of as-built plans or documentation from the utility companies. Typically, fees are waived when submitting utility requests using the City’s letterhead.
Deliverables Task 5.1.2:
Utility notification and coordination, utility letters, utility plans and utility coordination matrix.
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Tas
k 5.1.3 – SCE Coordination
ADVANTEC will coordinate with SCE for design and installation of a new service cabinet at locations with existing Type I service cabinets. ADVANTEC will coordinate with SCE to determine the service point location and feed to new traffic signal service cabinet/enclosure. This typically requires filling out a SCE costumer service request form and coordinating design requirements including potential design from SCE (conductors, conduit, pull boxes, etc. from the service point to the new service enclosure). To help expedite the process, this requires early coordination with SCE staff, and will be one of our first orders of work. Our coordination efforts under this task will minimize delays during construction.
Based on our recommendations for Phase 1, there are four (4) locations where we will removing existing and install new Type III service cabinets.
Deliverables Task 5.1.3:
SCE Coordination, SCE Costumer Service Forms and Permits for four (4) locations.
Task 5.1.4 – Left Turn Phasing Analysis - Atlantic Blvd at Hellman Ave A technical report will be prepared with introduction, purpose, study area, existing conditions, analysis methodologies, left turn phasing analysis and recommended improvements. We anticipate two submittals that include a draft and final format of the project report will be based on the City’s review and approval.
ADVANTEC will prepare a left-turn phasing at Atlantic Blvd/Hellman Ave to determine the recommended left-turn phasing, such as protected-permissive, protected, and/or to maintain existing permissive phasing. The analysis will be prepared using the latest Federal Highway Administration (FHWA) guidelines, and industry best practices. Based on our evaluation, the recommended left-turn phasing will be provided. This includes protected left-turn phasing and protected-permissive left-turn phasing for all directions.
The peak hour turning movement volumes including pedestrians and bicyclists and intersection collision history will be reviewed and documented in the study as part of the preparation of the left turn phasing analysis. It is assumed that the City will provide collision history data for the past three to five years.
ADVANTEC will use following traffic data that we recently collected for the City of Monterey Park. AM, Midday, and PM peak hour turning movement counts (vehicle, pedestrian, and bicycle) on a Tuesday, Wednesday, or Thursday.
Deliverables Task 5.1.4:
Draft and Final submittals for Left Turn Phasing Analysis at Atlantic Blvd and Hellman Ave.
Task 5.1.5 – Design Proposed Traffic Signal Improvements ADVANTEC will prepare preliminary improvement plans at each intersection showing traffic signal pole and equipment locations, and communications improvements for the City’s review and approval prior to final design.
After City’s approval of the preliminary improvement plans, ADVANTEC will advance the design to the final PS&E stages (60%, 90% and 100% Submittals). The fiber optic communication plans, traffic signal improvement plans, and ADA compliant pedestrian ramp details will conform to the City’s requirements and will be prepared in AutoCAD at 1"= 40' or 1”=20’ scale on 24”x36” City of Monterey Park title block. The PS&E will also be in conformance with the corresponding latest editions of Standard Specifications for Public Works Construction (Greenbook); American Public Works Association (APWA) Standard Plans for Public Works Construction; and Caltrans Standard Specifications and Standard Plans; California Manual on Uniform Traffic Control Devices (CAMUTCD) and applicable design standards.
All plans will be prepared by a registered Civil Engineer in the State of California.
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Based
on our assessment of the proposed improvements and details, we have determined this project will require approximately 77 plan sheets . The following table provides a breakdown of the number of sheets, the types of plans, and work or information associated with each plan per project.
Des
cription Scal
e No. Shee
ts
T
itlesheet No
scale 1
Cons
truction Notes and Legend No scale 1
Project Im
provements/Communications Schematic Plan No
scale 1
T
raffic Signal Improvement Plans - Upgrades along Atlantic, Garfield and Garvey (35 Locations - 1 per Sheet) 1:20 35
T
raffic Signal Improvement Plans - Minor Upgrades for other Signals Citywide (31
Signals - 4 Per Sheet) 1:
40 8
Fiber Optic Co
mmunication Plans 1:40 16
De
tail Sheet: Fiber assignment details No
scale 8
De
tail Sheet: Trenching, pull box placement, splice vaults, and conduit sweeps No scale 1 De
tail Sheet: Typical Traffic Signal Controller Cabinet and Communication Hub Layo
ut and Equipment Schematics No
scale 1
De
tail Sheet: Typical Retroreflective Backplate Replacement No scale 1 De
tail Sheet: Typical Pedestrian Head/Module Replacement and APS/PPB Re
placement No
scale 1
De
tail Sheet: Typical Video Detection Installation No scale 1 De
tail Sheet: Fiber Optic Routing and Connectivity to City Hall Server Room and Works
tation(s); and Workstation Detail (Desk, Computer, and Monitors); Improvement
Details for LA County TMC
No
scale 1
De
tail Sheet: Server Room Equipment Rack Details No
scale 1
TOT
AL 77
T
he following provides a brief description of each sheet with the exception of some detail sheets.
Title Sheet - ADVANTEC will prepare a project title sheet. The project Title Sheet will include project title, vicinity map, general notes, benchmark with basis of coordinates, dig alert information, list of utility companies with contact name and telephone number, sheet index, and legend of symbols.
Construction Notes and Legend - ADVANTEC will prepare a construction notes and legend sheet in accordance to the project improvements. The construction notes and legend sheet will include construction notes and legend associated with each plan sheet type (traffic signal , ITS, and communications improvements).
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Pr
oject Improvements/Communications
Schematic Plan - ADVANTEC will prepare a
detail sheet of the TMC equipment and
communication between existing equipment
and proposed enhancements for a fully
operational and control of field equipment.
This includes the project corridor that
illustrates the general location of each traffic
signal controller cabinet, ITS elements, field
communication hub cabinets, and
connection to each TMC including the
communications type and link. This is
important because it gives the City an “at a
glance” understanding of the
communication layout.
Traffic Signal Improvement Plans - ADVANTEC will prepare traffic signal improvement plans as necessary for the City per their requirements. The traffic signal improvement plans are provided due to the type of improvements that require adequate details of the project intersection, and to ensure it clearly shows the Contractor how to install and setup traffic signal, communication, and ITS equipment. The types of improvements typically include the combination of CCTV cameras, video detection systems, Ethernet Switches, advanced transportation controller (ATC) units, pedestrian push buttons, BBS, SPMs, conduit and pull box replacement, and other as indicated in the RFP. The plans will include all base mapping, as-built information and utilities, and all existing and proposed traffic signal, and ITS improvements including modified conductor schedules, construction notes, and any details necessary to facilitate the installation and construction of the project improvements. The traffic signal improvement plans will be prepared at 1”=20’ or 1”=40’ scale.
Due the miscellaneous traffic signal
improvements such as, batterey backup
systems, APS upgrades, retroreflective
backplates, pedestrian countdown
signal heads, service cabinets, etc.),
alon
g Atlantic, Garvey, and Garfield we
are assuming additional detail will be
requried, and we are proposing to show
one intersection per sheet at 1”=20’
scale, 35 signals for total of 35 sheets .
An example is shown to the right.
In addition, ADVANTEC will prepare
Traffic Signal Modification Plans for the
following intersections:
1. At Atlantic Boulevard and Hellman Avenue intersection for left-turn phasing improvements.
2. At the Garfield Avenue and Elmgate Avenue for Emergency Vehicle Pre-emption (EVP) improvements for Fire Station No. 62.
These two intersections are included the the sheet count mentioned above (total 35 sheets)and will be prepared at 1"=20' scale with additional details, such as pole schedule, conductor schedule, other pertinent information, details, and construction note to perform the work.
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Due
the minor traffic signal
improvements at the other signalized
intersection, 31 signals, we are
assuming less detail will be requried,
and we are proposing to show four (4)
intersections per sheet at 1”=40’ scale,
approximately 8 sheets. An example is
shown to the right.
Fiber Optic Communication Plans -
ADVANTEC will prepare the fiber optic
communication plans. The communications
plans will include all base mapping from our
field review, as-built information, and
utilities including the specified border, title
block, signature block, and construction
notes, and any construction details
necessary to facilitate the installation of the
project improvements. The communication
system plans will be prepared in AutoCAD at
1” =40’ scale with blow-ups at 1” =20’ scale
and in accordance with standards set forth
by each City. All plans will be prepared by a
registered Civil Engineer in the State of
California.
Detail Sheet: Fiber Optic Assignment Plans -
ADVANTEC will prepare a detail sheets for
fiber optic cable assignment details. This will
show how each strand is spliced and linked to
each traffic signal, communication hub, and
City’s TMC. This will be provided for each City
per the project improvements. It will show
the fiber strands that are not used and can be
reserved for future connections. This is a key
project component because it allows the City
to know how many fiber strands are being
used and its connection to each field
element. This information is critical to
trouble shooting, modifying and expanding
the system.
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Ot
her Detail Sheets - ADVANTEC will prepare other details sheets for the work related to the traffic signal improvements, ITS, and the fiber optic communications. This includes, but not limited to:
Trenching, pull box placement, splice vaults, and conduit sweeps Typical Traffic Signal Controller Cabinet and Communication Hub Layout and Equipment Schematics Typical Retroreflective Backplate Replacement
Typical Pedestrian Head/Module Replacement and APS/PPB Replacement Typical Video Detection Installation
Fiber Optic Routing and Connectivity to City Hall Server Room and Workstation(s); and Workstation Detail (Desk, Computer, and Monitors)
City Server Room Equipment Rack Details
Improvement Details for LA County TMC
Construction notes and other details will be provided to facilitate the project improvements.
Techni
cal Specifications - ADVANTEC will prepare the project Technical Specifications and Bid Documents for the proposed project and the associated improvements based on the City's requirements. The technical specifications will include a project description, preparation of bid schedules, bid item descriptions, payment methods, special provisions, technical specifications, and any specification detail sheets or standard plans.
ADVANTEC will also include specification requirements, defining the contractor testing and acceptance plan for the Ethernet communications network, and establishing performance metrics using industry-standard testing procedures. ADVANTEC will also include functional specifications for each City’s selected systems including requirements for the proposed hardware and software to fully installed, configured, integrated, tested, and commissioned to the manufacturer's specifications, and the project plans.
Construction Quantity Take-offs and Construction Cost Engineer’s Estimates - ADVANTEC will prepare construction quantity take-offs and construction cost engineer’s estimates for the proposed improvements. The unit costs will be based on current cost data and historical cost data associated with the identified bid items. Preliminary and final quantities and construction cost estimates will be provided to the City.
City and Agencies Encroachment Permits – ADVANTEC will coordinate, prepare and submit applications to conduct with cities and/or LA County that shares project intersections. We assume no-fee encroachment permits from each agency.
Deliverables Task 5.1.5:
Preliminary Plans Plan Set (Total of 59 sheets) – 30% Submittal (PDF) Project Plan Set (Total of 77 sheets) – Submittals will be provided at 60%, 90%, 100%, and Final. o This includes PDF and 2 sets of full size (24”x36”) bond copies will be provide with each submittal. o Final submittal will be one set of signed Mylars including PDF and AutoCAD files as requested. Technical Specifications – Submittals will be provided at 60%, 90%, 100% and Final. Technical specifications will be prepared using Microsoft Word (latest version) and provided to the City in Word and PDF formats for each submittal.
Construction Quantity Take-offs and Construction Cost Estimates – Submittals will be provided at 60%, 90%, 100% and Final.
City and County Agency Encroachment Permits
Task 5.2 – Develop Detailed Timing Sheets and Synchronization Plans ADVANTEC will gather ming sheets and conduct field measurements to assist in the review of the current traffic signal ming parameters (yellow, all-red, walk, flash-don’t-walk, bicycle minimum green, vehicle extension, etc.) for all 66 city traffic signals, and revise according to the latest guidelines of the California Manual on Uniform Traffic Control devices (CA-MUTCD) and L.A. County Department of Public Works (LACDPW).
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AD
VANTEC will develop Synchro models for 4 peak periods (AM, Midday, PM, and Saturday) that will include all three study corridors in one file. The models will include peak-hour intersec on turning movement (ITM) counts collected under Phase 1-Task 2, all the intersec on geometry (number of lanes, pocket lengths), arterial segment data (posted speeds, number of lanes, lane drops), traffic signal opera ons (phases, overlaps, phase restric ons) and traffic signal ming parameters.
ADVANTEC will analyze and select the appropriate cycle lengths for each corridor, corridor segment and me period, to maximize green bands, and minimize delay and stops. The cycle length search will iden fy the shortest possible cycle for each period that provides adequate green me for each movement and covers the pedestrian clearance mes (walk+”flash-don’t-walk”+yellow+red). Techniques such as lead-lag phasing, fixed/float force-offs and Max Green limits will be used to op mize traffic flow and signal opera ons. ADVANTEC will submit the recommended cycle length for City review and approval.
ADVANTEC will develop op mized signal mings using the results from Synchro/SimTraffic, in conjunc on with Tru- Traffic and recommend any changes to the signal phasing at each signalized intersec on that may improve the efficiency of opera ons. Tru-Traffic So ware will be used to augment and enhance green band throughput and, to incorporate specific off band coordinated traffic platoons into the corridor opera on as required by data analysis and field observa ons. ADVANTEC will submit Synchro files.
Upon approval of the optimized signal timings by City and LA County staff, ADVANTEC will prepare timing charts for each intersection on the project corridor showing the implementation-ready timing parameters, including approved basic timing, phase sequence, coordination patterns, action plans, day plans, schedule plans, and time of day functions.
ADVANTEC will prepare complete timing sheets for 66 traffic signals in the format corresponding to the proposed signal controller and as required by LA County and City staff. Timing sheets will contain all necessary parameters to configure and operate the new controller and enable communication with the central system. Any existing special timing and signal coordination plans will be translated to new controller format. All new signal synchronization plans developed for the 35 project intersections will be included in the new timing sheets. Timing sheets will be submitted to LA County and City for review and approval. ADVANTEC will revise the timing sheets according to staff comments and will submit the final version for city records.
Deliverables Task 5.2:
Signal Timing Sheets for all City intersections (66 Traffic Signals) Recommended signal synchronization plans for the 35 intersections in three corridors.
Task 6 – Environmental Analysis
Based on our coordination with the City, the City will prepare the categorical exemption letter/form for the project.
Please note: Since the City is completing this task, ADVANTEC does not have fees associated with this task, but this line item will be shown in the fee schedule for consistency with the RFP and these scope of services (without fees).
This is noted in the fee schedule as well.
Deliverables Task 6:
Categorical Exemption Letter/Form (By City)
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| 11
Tas
k 7 –Acquisition and Integration support for the Central Control System.
Task 7.1 – Traffic Signal/Adaptive System/ ITS System Vendor Selection and Acquisition/Procurement of System Software Licensing
ADVANTEC will assist the City with final selection of systems and procure system licensing. We are assuming this includes the following technologies:
1. Traffic Management System/Traffic Controller/Adaptive Systems
2. Ethernet Switches
3. Video Detection System
4. CCTV Camera System and Video Management Systems (VMS)
T
ECHNOL
OGY ASSES
SMENT, MEETI
NGS, DOCU
MENTATION, REC
OMMENDATIONS, AND
FEE ANALYSIS
Vend
or Meetings - Based on our shortlist of selected technologies and we hold in-person meetings with vendors to provide presentations regarding their systems. This will help the City select their preferred system.
For this task, we propose to conduct up to four (8) virtual meetings. This assumes shortlisting 4 technologies ( 1.
Traffic Management System/Traffic Controller/Adaptive Systems, 2. Ethernet Switch, 3. Video Detection, 4. CCTV Camera System/VMS), and meeting with two vendors per the same technology (total 8 meetings).
Evaluate Alternatives - Our evaluation of the off-the-shelf systems will be based on our selection criteria and ranking system that we developed with City staff. It is envisioned that our criterion will be assigned a weight (e.g., a number) to signify its importance in determining the selection of the system. The highest score will be associated with the criteria that are deemed the most important, and each subsequent criterion will have a lower score. The sum of each criterion will provide us with final scores. The system with the highest score will be the primary candidate. As part of the evaluation process, the ADVANTEC Team will invite the different manufacturers’ representatives to demonstrate their technologies to County staff. The goal of these meetings is to get a better understanding of each system’s features, system setup, software interface, and technical support directly from the manufacturers’ representatives and technical staff. After the presentations, a roundtable discussion will commence with City staff to further discuss the pros and cons of each system. This will help the City decide on a system that will best fit their current and future needs, and that will provide the highest return on investment.
Document the Results and Select System - ADVANTEC will compile all information that has been conducted and prepare a Needs Assessment Report to select and implement the preferred system. The proposed format of the report will include an introduction, purpose, goals, and objectives, assessment of current technologies, comparison analysis, cost analysis, ranking system and scoring criteria, summary analysis, and selection of the recommended system.
A
CQUISIT
ION/PROC
UREMENT
Based
on the results of the Technology Assessment, ADVANTEC will assist with the acquisition/procurement of necessary software licenses, including fixed fee and/or subscription-based fee for up to 5 (five) years. Ultimately, the warranties and subscription-based duration will be dependent on the City during the design phase. This assumes up to 4 technologies 1. Traffic Management System/Traffic Controller/Adaptive Systems, 2. Ethernet Switch/Network Monitoring System, 3. Video Detection System, 4. CCTV Camera System/VMS.
Central Advanced Traffic Management System (ATMS) and Adaptive Traffic Control System (ATCS) Licensing Purchasing/Procurement- ADVANTEC will coordinate with the Contractor, the ATMS Vendor, and ATCS Vendor for direct purchase/procurement of licensing for additional and/or new traffic signal controllers that will be added to each system. This also includes assisting with the purchase of warranties, annual service contracts, and training.
Based on the final quotes the ATMS and ATCS vendors provide during this process and per approval from the City,
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| 12
ADVANTEC
will purchase/procure the licensing, warranties, annual service contracts, and training. This includes preparing purchase orders, invoices, and delivery of services. Note: It is anticipated that purchase of licensing
Deliverables Task 7.1:
Technology Assessment, Meetings (8), Documentation, and Recommendations Procurement of necessary software licenses, including fixed fee and/or subscription-based fee (duration to be determined) for up to 4 technologies. This includes the ATMS and ATCS.
Task 7.2 – System Integration and Training
System Integration - ADVANTEC will coordinate with the contractor for installation and integration of all ITS systems and hardware/software/firmware. ADVANTEC will assist with the complete System Integration of all ITS equipment including Closed Circuit Television (CCTV) Cameras, Video Detection Cameras, and communications equipment (Ethernet Switches), and all related items at both the TMC/TOC and intersection levels. ADVANTEC will provide oversight and input regarding the configuration and integration of all devices implemented by the Contractor.
ADVANTEC will assist with finalizing system setup and preferences per the City and LA County to ensure all devices are working properly. Under this task ADVANTEC, will also prepare/update the City's IP address schema with Virtual Local Area Networks (VLAN) to integrate the new network switches, ATCs, and ITS elements. ADVANTEC will also include VLANs for future ITS elements.
We are assuming up to 6 days (48 hours) to be on site, and additional hours for coordination, meetings, and follow ups on action items (assuming up to 16 hours), and 4 hours for management.
Central Advanced Traffic Management System (ATMS) and Adaptive Traffic Control System (ATCS) System Integration and Implementation Assistance - ADVANTEC will provide system integration assistance for the setup, configuration, and implementation of the ATMS and ATCS systems. This includes, but is not limited to, coordination with the Contractor, the ATMS Vendor, and ATCS Vendor; and to provide assistance with integrating the traffic signal controllers to the ATMS and ATCS, and oversight of intersection mapping, graphics configuration and detection setup for each intersection that is added to each system.
Training - Prior to system acceptance and the beginning of the warranty period, ADVANTEC will schedule the selected vendor(s) for multiple training sessions for City staff to get familiar with the new system and functionality.
This includes training for the ATMS, ATCS, Video Detection System, CCTV, Video Management System (VMS) training.
Deliverables Task 7.2:
System Integration and Oversight for all ITS Equipment. We are assuming up to 6 days (48 hours) to be on site, and additional hours for coordination, meetings, and follow ups on action items (assuming up to 16 hours), and 4 hours for management. This also includes preparation and/or updating the Citywide IP Addressing Schema with VLANs.
System Integration and Implementation Assistance for the Central Advanced Traffic Management System (ATMS) and Adaptive Traffic Control System (ATCS).
Training for ATMS, ATCS, Video Detection System, CCTV and VMS. We are assuming up to 2 days (16 hours) to be on site and/or virtually.
Task 7.3 – Acceptance Test Plan
The purpose of this ATP test will be to validate the performance of the system under live operating conditions for the City of Monterey Park and at the LA County TMC.
ADVANTEC will prepare and develop acceptance testing procedures that will facilitate project acceptance, project close out, to validate the system goals and objectives identified under the Concept of Operations task. This will include a punch list to verify all systems functionality, control, operations, and management are working as intended.
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| 13
Del
iverables Task 7.3:
Develop and provide acceptance testing procedures.
Develop and provide punch list.
Task 8 – Limited Construction Support
ADVANTEC will provide construction support during the Bidding/Preconstruction, Construction, and Post- Construction Phases limited to the following:
Bidding Assistance
a. Assist City staff in response to RFIs and issuance of Addendums to the bid package as necessary during the bidding process
b. Attend the Pre-Bid meeting
c. Assist City staff in evaluating bid responses
Construction Support
d. Attend the Pre-Construction meeting
e. Respond to RFIs to address the contractor’s question f. Review submittals and shop drawings for approval during construction g. Assist City staff to conduct final inspection upon project completion h. Prepare and finalize As-built drawings from Contractor provide redline plans
Deliverables Task 8:
Bidding Assistance: Attend pre-bid meeting, respond to RFI's, and evaluate bid responses. Construction Support: Attend pre-construction meeting, respond to RFI's, assist with changes, and shop drawing reviews
Prepare and finalize as-built drawings (77 Sheets)
Task 9 – Project Close Out – “Implementation” of new signal timing in the local controllers including fine tuning, system integration support, Completion of Before/After Study.
Task 9.1 – Implementation of Recommended Signal Timing
Synchronization Plans - ADVANTEC will implement new signal timings either through the central traffic signal system/ATMS or direct implementation at the intersection controller units. Updated timing sheets containing the most current controller timing will be placed within the controller cabinet and will be time/date stamped and signed by our Traffic Engineer.
ADVANTEC will ascertain that all traffic signal controllers are programmed to reference the same time synchronized time source and that reference for all cycle length calculation is 12:00 AM (midnight).
ADVANTEC will fine-tune the 4 coordination plans (AM, Midday, PM, and Saturday) in the field and record all changes. Fine-tuning will be conducted during times and days that are representative of the times and days for which coordination plans were developed. ADVANTEC will utilize Tru-Traffic software on a mobile device and use the floating car method to fine-tune the corridor operation and verify integrity of system intersection clocks.
Traffic Responsive - ADVANTEC will set up and fine-tune the Traffic Responsive parameters for each corridor. We will set up counting stations and define thresholds and triggers for the 4 synchronization timing plans. Implementation of Traffic Responsive Operation (TRO) – TRO consists of measuring traffic volumes along the corridor and selec ng a synchroniza on plan, from a predefined set of programs, that best matches the measured traffic flow levels and direc onality. ADVANTEC will define the detec on points along the corridor and define thresholds and triggers (in terms of volumes, occupancy, me of day, etc.) that will be used to select the synchroniza on plans, and also be used to start and end each plan.
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| 14
ADV
ANTEC will set up and implement the Traffic Responsive parameters for each corridor. We will monitor and fine-tune the TRO for a period of one month.
Adaptive System Support - ADVANTEC will assist the Adaptive System vendor to fine-tune the operation and parameters for the selected corridor. ADVANTEC will monitor the Adaptive System operation to verify that the system is responding to changes in traffic volumes along the corridor. We will also conduct travel runs along the corridor to verify how effective the signal synchronization is under Adaptive Operations.
Deliverables Task 9.1:
Final ming sheets with fine-tuned synchroniza on plans for 35 signals.
Task 9.2 – System Acceptance
Project Close-out - In line with the System Integration and ATP plan listed in Task 7.3, the ADVANTEC Team will assist the City with confirming all the ITS elements are online and 100% communicating with the ATMS before project acceptance.
ADVANTEC will be present during the final acceptance tests and approvals. ADVANTEC will meet with the Contractor, the vendor, and the systems integrator at the City of Monterey Park (assuming three days) and at the County (assuming one day).
If the system fails, it will require a minimum of two weeks of continuous operations prior to final acceptance.
ADVANTEC will coordinate with agency Traffic Engineering and/or inspection staff on a weekly basis to check-in on progress, respond to any discrepancies and quality of workmanship.
We are assuming up to 4 days (32 hours), ADVANTEC will be on site, and additional hours for coordination, meetings, and follow ups on action items (assuming up to 8 hours, and 4 hours for management).
Deliverables Task 9.2:
Project Close-Out
o We are assuming attendance up to 4 days (32 hours) to be on site, and additional hours for coordination, meetings, and follow ups on action items (assuming up to 8 hours, and 4 hours for management).
Task 9.3 – Perform After Study
ADVANTEC will conduct Travel me studies to measure the effec veness of the project improvements and ming plans. We will conduct a set of travel me studies to measure the traffic condi ons prior to the development and AFTER implementa on of new ming plans.
Travel- me data and video will be collected using the floa ng car method, and a mobile device with GPS receiver and Tru-traffic so ware. ADVANTEC will conduct up to seven (7) runs in each direc on for each of the weekday ming plans (AM, Mid-day, and PM) and a weekend (Saturday Mid-day), representa ve of the mes and days for which synchroniza on plans were developed. Measures of Effec veness (MOE) will include, travel me, average speed, number of stops per mile, number of intersec ons traversed on green vs. stopped by red (Greens per Red), Corridor Synchroniza on Performance Index (CSPI), fuel consump on reduc on, pollu on reduc on, and other per nent items.
Following the implementa on of all system and ming enhancements, and with City approval, ADVANTEC will schedule “A er” travel me studies to measure the effec veness of the project.
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| 15
AD
VANTEC will conduct an “A er” study representa ve of the mes and days for which synchroniza on plans were developed. The “A er” study will be conducted in the same manner and contain the same MOE’s as the “Before” study in order to evaluate the improvements of the synchroniza on plans.
ADVANTEC will prepare a memorandum comparing the results of the “Before” and “A er” field study with reference to the specific MOE’s. The report will include data on total project cost along with a one-year and three-year projec on on benefit to cost.
Greenhouse Gases (GHG) emissions calcula ons will be performed and incorporated into the memorandum and Final Report.
ADVANTEC will be available to present the results of “A er” to City staff.
BEFORE/AFTER SYNCHRONIZED VIDEO - ADVANTEC will record videos of each Before and A er travel me run for all four me periods and made available to the ci es. We will prepare synchronized videos of “Before” and “A er” runs for AM peak and PM peak using representa ve runs (average results). The videos will be synchronized and show side by side the “Before” and “A er” runs and will include a diagram/map showing the loca on of the study vehicle also s
ynchronized with the videos.
Del
iverables Task 9.3:
A er Study
Before and A er Synchronized Video
9.4 Prepare “Before”/“A er” Study Report ADVANTEC will prepare a “Before” and “A er” Study Report containing an execu ve summary, and include complete documenta on of the project tasks, such as:
Project scope, objec ves, loca ons, findings, and recommenda ons Data collected: counts, travel me studies, and project benefits achieved in terms of fuel savings, travel me, and other measurable parameters For each intersec on: lane configura ons, signal phasing, turning movement data, and implemented cycle lengths for all peak periods
All work performed for system construc on and signal ming op miza on Implementa on schedule and improvements accomplished, including dates Procedures for con nuing maintenance, surveillance, and evalua on of the coordinated signal system
The report will document all planned and programmed improvements on the study corridor as well as recommenda ons for further infrastructure improvements that would likely improve the corridor signal coordina on project results. The report will provide recommenda ons with cost and benefit es mates for future improvements to traffic signal infrastructure (signal controllers, vehicle detec on, communica ons, etc.), intersec on capacity (appropriate signal phasing, lane geometrics, and allevia on of physical bo lenecks that curtail arterial capacity), and traffic management strategies. ADVANTEC will update the Project Report per City comments and submit a final version with all appendices in electronic and hard copies.
Deliverables Task 9.4:
Before/A er Study Project Report.
Task 10 – Project Management
Project Management activities will be provided throughout the duration of the project, including the two-year time period allocated for monitoring and maintaining the system after construction of improvements, development and implementation of the coordination signal timing plans. This task includes day-to-day project management, such as meetings, progress reports, tracking of schedules, invoicing, and overall administration of the project. ADVANTEC will act as an extension of City staff at meetings with the City’s project management team. ADVANTEC will prepare
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| 16
a
detailed budget and schedule for all tasks, providing specific project milestones for review and approval by the City. We will include expected meetings, product submittal dates, critical path items, and a detailed flow chart for the project tasks.
ADVANTEC will lead a Project Kick-Off Meetings with City staff and all stakeholders. The meeting will be used to discuss the Scope of Work, project schedule, and budget; coordination with other agencies, and gather available information. ADVANTEC will discuss specific data collection needs, Traffic Signal Timing Optimization software, and construction considerations and required/optional procurement methodologies. Administrative items will include invoicing and reporting of monthly expenses. Following the kick-off meeting, ADVANTEC will set up biweekly meetings to coordinate with City staff on a consistent basis.
ADVANTEC will lead monthly project meetings with City staff and stakeholders, to ensure that proper input is being received and included in the work effort. ADVANTEC will prepare agendas, discuss the progress and direction of the work, and prepare meeting notes. ADVANTEC will submit monthly invoices, including a progress report, third-party invoices, schedule, and other documentation as requested by City. ADVANTEC will keep a running record of project cost and scope changes and/or any deviations from awarded contract. ADVANTEC will operate and maintain a file- sharing portal to be used for project correspondence, file transfer, and schedule management. ADVANTEC will assist the City to prepare, coordinate, and submit all necessary reporting and close-out documentation in compliance with METRO requirements on behalf of the City. We assume up to six (6) virtual and/or in-person PDT mee ngs.
Deliverables Task 10:
Project Management and Administra on Mee ngs - Kick-off mee ng a endance, biweekly mee ngs, and seven (7) virtual and/or in-person PDT mee ngs.
Monthly progress reports, project schedule updates, mee ng agendas, mee ng minutes, and ac on item matrices.
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| 17
PHA
SE 2: PROJECT SCHEDULE
Effe
ctive scheduling and cost control are critical activities throughout this Project. ADVANTEC has developed an innovative approach to accomplish the objectives of completing project as early as possible which will result in time and project cost savings. The ADVANTEC Team has the resources available to meet or accelerate the project deadline. The ADVANTEC Team is well versed in responding to projects that have important deadlines relative to funding constraints or public delivery commitment. The ADVANTEC Project Team will commit to delivering Phase 2 withi
n approximately 5 months and all associated work shown in our project schedule below.
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| 18
PHA
SE 2: FEE SHCHEDULE
Com
pensation for our personnel directly engaged for the work outlined in "Scope of Work" will be billed per the fee schedule attached.
As shown, compensation for our personnel directly engaged for the work outlined in "Scope of Work" will be for $689,354. We will not exceed the budgeted amount without your written authorization.
In summary: Our fees for Phase 1 is $182,778, with the addition of Phase 2 fees, $689,354, the total fees equals $872
,132.
Dat
e: 07/31/24
Ta
sk
Carlos
Ortiz John Dorado Jose Guedes John Cox Ryan Miller Jonathan Delgado
Madeleine
Ortiz
Project
Engineer
Associate
Engineer
Assistant
Engineer
Other
Direct
Costs
Rate $375 $315 $250 $200 $180 $180 $180 $160 $145 $125
PHAS
E 2: Design (PS&E) and Traffic Signal Timing and Coordination
5.1 Design of all Proposed Traffic Signal Improvements $ 35,395 $
18,366 53,761$
5.1.1 Field
Review 2 8 16 12 24 40 44 $950 146 23,360$
$420 $18,366 236 $41,726
5.1.2 Utility Coo
rdination 1 8 16 25 3,755$
25 $3,755
5.1.3 S
CE Coordination (4
Locations) 2 16 4 $160 22 4,170 $ 22 $4,170
5.1.4 Left Turn Phasing Analysis 2 24 26 4,110 $ 26 $4,110
5.1.5 Design Proposed Traffic Signal Improvements $
258,875 $
66,920 $325
,795
Titlesheet & Costs for
Printing Plan Set 1 1 10 $6,200 12 7,945 $
12 $7,945
Construction Notes and
Legend 1 1 8 10 1,655 $ 10 $1,655
Project Improvements
Schematic Plan 1 4 12 17 2,775 $ 17 $2,775
Traffic Signal Improvement
Plans - (35 Sheets)
28 16 42 42 80 180 200 588 91,040 $ $66,920 996 $157,960 Traffic Signal Improvement
Plans - Minor Upgrades (8
Sheets)
8 24 128 160 22,840 $ 160 $22,840
Fiber
Optic Communication
Pla
ns
(16 Sheets) 20 40 40 120 120 340 53,900 $ 340 $53,900 Detail Sheet: Fiber
assignment Details
(8 Sheets) 8 20 80 108 19,320 $ 108 $19,320
Fee P
roposal
City of Monterey Park
Adaptive Traffic/Traffic Responsive Control Systems Project (No. 96026) PHASE 2: Design (PS&E) and Traffic Signal Timing and Coordination S
upport
Other Direct
Costs
(ADVANTEC)
ADVANTEC
Total Hours
ADVANTEC
Total Cost
SupportProject
Director
Project
Manager
Key Support Key Support Key SupportKey Support
Total
Hours
Sub-Consultant
Total Cost
Project
Manager
Senior
Engineer Counts
Unlimited
(Traffic
Data
Collection)
Total Cost
Mark Thomas
120
0 Roosevelt
Irvine, CA 92620
Dat
e: 07/31/24
Ta
sk
Carlos
Ortiz John Dorado Jose Guedes John Cox Ryan Miller Jonathan Delgado
Madeleine
Ortiz
Project
Engineer
Associate
Engineer
Assistant
Engineer
Other
Direct
Costs
Rate $375 $315 $250 $200 $180 $180 $180 $160 $145 $125
Fee P
roposal
City of Monterey Park
Adaptive Traffic/Traffic Responsive Control Systems Project (No. 96026) PHASE 2: Design (PS&E) and Traffic Signal Timing and Coordination S
upport
Other Direct
Costs
(ADVANTEC)
ADVANTEC
Total Hours
ADVANTEC
Total Cost
SupportProject
Director
Project
Manager
Key Support Key Support Key SupportKey Support
Total
Hours
Sub-Consultant
Total Cost
Project
Manager
Senior
Engineer Counts
Unlimited
(Traffic
Data
Collection)
Total Cost
Mark Thomas
120
0 Roosevelt
Irvine, CA 92620
Detai
l Sheet: Trenching,
pull box placement, splice
vaults, and conduit sweeps
1 1 10 12 1,745 $ 12 $1,745
Detail Sheet: Typical Traffic
Signal Controller Cabinet
and Comm Hub Layout and
Equipment Schematics 2 6 16 24 4,150 $ 24 $4,150
Detail Sheet: Typical
Retroreflective Backplate
Replacement 1 4 18 23 3,285 $ 23 $3,285
Detail Sheet: Typical
Pedestrian Head and
APS/PPB Replacement 1 2 12 15 2,175 $ 15 $2,175
Detail Sheet: Typical Video
Detection Installation 1 2 8 11 1,675 $ 11 $1,675 Detail Sheet: FO Routing to
City Hall, Server Room,
Workstation(s); LA County
TMC 4 8 20 32 5,900 $ 32 $5,900
Detail Sheet: Server Room
Equipment Rack Details 4 8 32 44 7,980 $ 44 $7,980 Technical Specifications 8 16 48 72 14,360 $ 72 $14,360 Engineer’s Estimates
4 6 8 8 36 36 98 14,900$
98 $14,900
City an
d Partner Agencies
Encroachment Permits 2 8 8 18 3,230 $ 18 $3,230
Dat
e: 07/31/24
Ta
sk
Carlos
Ortiz John Dorado Jose Guedes John Cox Ryan Miller Jonathan Delgado
Madeleine
Ortiz
Project
Engineer
Associate
Engineer
Assistant
Engineer
Other
Direct
Costs
Rate $375 $315 $250 $200 $180 $180 $180 $160 $145 $125
Fee P
roposal
City of Monterey Park
Adaptive Traffic/Traffic Responsive Control Systems Project (No. 96026) PHASE 2: Design (PS&E) and Traffic Signal Timing and Coordination S
upport
Other Direct
Costs
(ADVANTEC)
ADVANTEC
Total Hours
ADVANTEC
Total Cost
SupportProject
Director
Project
Manager
Key Support Key Support Key SupportKey Support
Total
Hours
Sub-Consultant
Total Cost
Project
Manager
Senior
Engineer Counts
Unlimited
(Traffic
Data
Collection)
Total Cost
Mark Thomas
120
0 Roosevelt
Irvine, CA 92620
5.2 Dev
elop Detailed Timing Sheets and Synchronization Plans $ 61,700 $
- 61,700$
Dat
a gathering and Field
Review/ Measurements 1 4 30
32 $500 67 11,855 $ 67 $11,855
Review and revise traffic
signal timing parameters 1 4 30
32 67 11,355 $ 67 $11,355
Network Modeling -
Develop Sync Plans (35
intersections)
1 30 40
44 115 21,395 $ 115 $21,395
Prepare timing sheets for
66 intersections 1 20 30 44 95 17,095 $ 95 $17,095
6 Environmental Analysis** No Fees from ADVANTEC Team. City will complete these services. $
- $
-
7 Ac
quisition and Integration support for the Central Control System $ 56,430 $
- $56,430
Tech
nology Assessment,
Meetings (8),
Documentation,
Recommendations, and
Fee Analysis 20 12 40 72 15,900 $ 72 $15,900
Acquisition/Procurement
of ATMS, ATCS, VMS, and
ot
her ITS Software Licenses 4 24 28 6,060 $
28 $6,060
7.2 System Integration and
Training 8 84 92 19,320 $ 92 $19,320
ATMS and ATCS System
Integration Assistance 8 40 48 10,520 $ 48 $10,520
7.3 Acceptance Test Plan
2 20 22 4,630$
22 $4,630
Dat
e: 07/31/24
Ta
sk
Carlos
Ortiz John Dorado Jose Guedes John Cox Ryan Miller Jonathan Delgado
Madeleine
Ortiz
Project
Engineer
Associate
Engineer
Assistant
Engineer
Other
Direct
Costs
Rate $375 $315 $250 $200 $180 $180 $180 $160 $145 $125
Fee P
roposal
City of Monterey Park
Adaptive Traffic/Traffic Responsive Control Systems Project (No. 96026) PHASE 2: Design (PS&E) and Traffic Signal Timing and Coordination S
upport
Other Direct
Costs
(ADVANTEC)
ADVANTEC
Total Hours
ADVANTEC
Total Cost
SupportProject
Director
Project
Manager
Key Support Key Support Key SupportKey Support
Total
Hours
Sub-Consultant
Total Cost
Project
Manager
Senior
Engineer Counts
Unlimited
(Traffic
Data
Collection)
Total Cost
Mark Thomas
120
0 Roosevelt
Irvine, CA 92620
8 Limited
Construction Support $
24,240 $
- $24,240
8.1 Bid
Support 8 8 4 $80 20 4,840$
20 $4,840
8.2 Constru
ction Support 16 24 36 24 $80 100 19,400$
100 $19,400
9 Proj
ect Close Out $
126,680 $
- $
2,880 129,560$
9.1 Imp
lementation of
Recommended Signal
Timing - $
Synchronization Plans 1 20 60 44 125 22,495$
125 $22,495
Traffic
Responsive
Implementation 1 40 80 44 165 31,095 $ 165 $31,095
Adaptive System Support 1 40 80 84 205 36,895 $ 205 $36,895
9.2 System Acceptance
Project Close Out 4 40 44 9,260$
44 $9,260
9.3 Perform
After Study 1 8 40 8 57 10,675$
$2,880 57 $13,555
9.4 “Be
fore” and “After”
Study Project Report 4 8 40 40 92 16,260 $ 92 $16,260 10 Project Management
(Phase 2) 4 36 20 24 20 36 140 32,720 $ $5,148 164 $37,868 Total Hours 4 220 194 396 378 217 254 248 816 630 3,357 522 3,879 Total Cost 1,500 $ 69,300 $ 48,500 $ 79,200 $ 68,040 $ 39,060 $ 45,720 $ 39,680 $ 118,320 $ 78,750 $ 7,970 $ 596,040 $ 420 $ 90,434 $ 2,880 $ $689,354 Other Direct Costs include mileage and printing fees. SUMMMARY OF FEES ADVANTEC 596,040 $
M
ark Thomas 90,434 $
Counts Unlimited $ 2,880
TOTAL 689,354 $
TOTAL
FEE (Not-To-Exceed) $689
,354
AT
TACHMENT- Page | 1
A
TTACHMENT
Tab
le 1: Proposed Project Improvements
AT
TACHMENT- Page | 2
Table
1 summarizes project improvements shown in Figure 1 including additional work at intersections, work at City Hall and modifications to LA County's traffic management system. These improvements are based on our recommendations from Phase 1, and are summarized by the following:
1. Per corridor: Atlantic Boulevard, Garvey Avenue, and Garfield Avenue - 35 Signals
2. Communication Link to City Hall
3. Improvement at other Monterey Park Signalized Intersections - 31 Signals
4. City Hall Equipment (Central Traffic Management System Equipment and Local Operator Workstation)
5. LA County Equipment (TMC)
Table 1: Proposed Project Improvements
Item
No. ITEM DESCRIPT
ION QUA
NTITY UNIT
Atl
antic Boulevard (Hellman Avenue to Avenida Cesar Chavez Riggin Street) - 15 Signals 1 72 SM
FO Cable (Includes slack at pull boxes and splice vault) 14,320 LF 2 12 SM
FO Drop Cable 900 LF
3 CC
TV Cameras 6 EA
4 Video De
tection System 15 EA
5 T
ype P Controller Cabinet and Foundation 6 EA
6 334
Hub Cabinet and Foundation 2 EA
7 AT
C Controller 15 EA
8 Malfunction
Monitoring Unit (MMU) 15 EA
9 Battery Back-up
System 5 EA
10 Et
hernet Edge Switch 15 EA
11 Agg
regate (HUB) Ethernet Switch 2 EA
12 Patch
Panel 15 EA
13 144
Port Fiber Distribution Unit (FDU) - Inside HUB 2 EA
14 Re
place Existing Pull Boxes (#6) 17 EA
15 Re
move Existing Pull Boxes and connect conduit to conduit 17 EA 16 Splice
Vault 15 EA
17 Splice
Enclosure 15 EA
18 Wire
less Radio Antenna 2 EA
19 APS U
pgrades (per push button) 68 EA
20 Re
troreflective Backplates 195 EA
21 Re
place 8" Vehicle Signal Heads 42 EA
22 Pede
strian Countdown Signal Heads (Module Only) 22 EA
23 Ins
tall Type III Service Cabinet 2 EA
24 Atlantic Bou
levard at Hellman Avenue: Left-Turn Phasing Upgrades 1 EA Garvey Avenu
e (Atlantic Boulevard to New Avenue) - 9 Signals
1 2"
HDPE Conduit 8,000 LF
AT
TACHMENT- Page | 3
Item
No. ITEM DESCRIPT
ION QUA
NTITY UNIT
2 72 SM
FO Cable (Includes slack at pull boxes and splice vaults) 8,670 LF 3 12 SM
FO Drop Cable 540 LF
4 CC
TV Cameras 4 EA
5 Video De
tection System 9 EA
6 AT
C Controller 9 EA
7 Malfunction
Monitoring Unit (MMU) 9 EA
8 Et
hernet Edge Switch 9 EA
9 Patch
Panel 9 EA
10 Pull Boxes (#6)
13 EA
11 Re
place Existing Pull Boxes (#6) - EA
12 Re
move Existing Pull Boxes and connect conduit to conduit - EA 13 Splice
Vault 9 EA
14 Splice
Enclosure 9 EA
15 Wire
less Radio Antenna 1 EA
16 APS U
pgrades (per push button) 62 EA
17 Re
troreflective Backplates 104 EA
18 Pede
strian Countdown Signal Heads (Module Only) 32 EA
19 Ins
tall Type III Service Cabinet 1 EA
Garfiel
d Avenue (Hellman Avenue to Riggin Street) - 11 Signals 1 2"
HDPE Conduit 1,855 LF
2 72 SM
FO Cable (Includes slack at pull boxes and splice vaults) 4,180 LF 3 12 SM
FO Drop Cable 420 LF
4 CC
TV Cameras 3 EA
5 Video De
tection System 1 EA
6 De
tector Loops (20 loops/intersection) 9 LS
7 T
ype P Controller Cabinet and Foundation 2 EA
8 334
Hub Cabinet and Foundation 1 EA
9 AT
C Controller 8 EA
10 Malfunction
Monitoring Unit (MMU) 11 EA
11 Battery Back-up
System 3 EA
12 Et
hernet Edge Switch 11 EA
13 Agg
regate (HUB) Ethernet Switch 1 EA
14 Patch
Panels 7 EA
15 144
Port Fiber Distribution Unit (FDU) - Inside HUB 1 EA
16 Re
place Existing Pull Boxes 6 EA
17 Pull Boxes (#6)
4 EA
AT
TACHMENT- Page | 4
Item
No. ITEM DESCRIPT
ION QUA
NTITY UNIT
18 Splice
Vault 7 EA
19 Splice
Enclosure 7 EA
20 Wire
less Radio Antenna 4 EA
21 Ce
ll Modem 2 EA
22 APS U
pgrades (per push button) 50 EA
23 Re
troreflective Backplates 10 EA
24 Re
place 8" Vehicle Signal Heads 5 EA
25 Pede
strian Countdown Signal Heads (Module Only) 12 EA
26 Ins
tall Type III Service Cabinet 1 EA
27 Eme
rgency Vehicle Pre-emption (EVP) Upgrade for Fire Station No. 62 at Garfield Avenue and Elmgate Avenue signal 1 EA
Com
munication Link to City Hall
1 2"
HDPE Conduit 1,100 LF
2 3"
Rigid Steel Conduit into Building 10 LF
3 45 De
gree 3" L.B. 1 EA
4 72 SM
FO Cable (Includes slack at pull boxes and splice vaults) 1,600 LF 5 12 SM
FO Drop Cable (to TS Signal) 60 LF
6 AT
C Controller (Ramona/Ped Xing) 1 EA
7 Malfunction
Monitoring Unit (MMU) (Ramona/Ped Xing) 1 EA
8 Battery Back-up
System (Ramona/Ped Xing) 1 EA
9 Et
hernet Edge Switch (Ramona/Ped Xing) 1 EA
10 Pull Boxes (#6)
3 EA
11 Splice
Vault 2 EA
12 Splice
Enclosure 1 EA
Other
Monterey Park Signalized Intersections - 31 Signals
1 AT
C Controller 28 EA
2 Et
hernet Edge Switch 13 EA
3 Battery Back-up
System 13 EA
4 Wire
less Radio Antenna 13 EA
5 Ce
ll Modem 16 EA
Ci
ty Hall Equipment (Central Traffic Management Equipment) 1 T
raffic Operator Workstation w/External Monitors 1 EA
2 Se
rver Updates - System Mapping/Layouts/Configuration (Adding 35 intersections) 1 EA
3 Core
Switch 1 EA
4 Se
rver Rack, KVM, PSU 1 EA
5 Firewall/ VPN Applian
ce 1 EA
AT
TACHMENT- Page | 5
Item
No. ITEM DESCRIPT
ION QUA
NTITY UNIT
6 Video Manage
ment System (VMS) Server 1 EA
LA
County Equipment (TMC)
1 Additio
nal Traffic Controller Licenses (35) 1 LS
2 Adap
tive Traffic Control Module Service Package 1 LS
3 Core
Switch 1 EA
Note
: Please note that these improvements are from the Phase 1 "planning" stage, and may be subject to change based on our findings from our design phase (Phase 2).
City Council Staff Report
DATE: August 21, 2024
AGENDA ITEM NO:
TO: The Honorable Mayor and City Council
FROM: Shawn Igoe, Director of Public Works
SUBJECT: Notice of Completion – Various Capital Improvement Projects RECOMMENDATION:
It is recommended that the City Council consider:
1. Receiving
and filing the Notice of Completion recorded by the Public Works Director on July 23, 2024 accepting the City Parks Playground Replacements Project completed by R.E. Schultz Construction, Inc.; and
2. Taking such additional, related, action that may be desirable.
EXECUTIVE SUMMARY:
Pursuant to City Council Resolution No. 11701, the Public Works Director is authorized to
record a Notice of Completion for Capital Improvement Projects (“CIP”). The City recently completed CIP 95018, 95019, 95020, 95021, 95022, and 95024 – City Parks Playground Replacement Project . Upon completion, the work was inspected and approved by the City Engineer. It is recommended that the City Council receive and file the Notice of Completion recorded by the Public Works Director for these projects.
BACKGROUND:
On August 16,
2023, City Council awarded a contract to R.E. Schultz Construction, Inc. for CIP 95018, 95019, 95020, 95021, 95022, and 95024—City Park Playground Replacement. The work included several park improvements including the installation of pour-in-place surfacing, demolition and installation of new playground equipment and sidewalk improvements around the playground area at Sequoia Park, Garvey Ranch Park, Bella Vista Park and Highland Park. The final cost of the project was $1,990,570.58. 2024-25 STRATEGIC PLAN GOAL:
The completion of projects supports the City’s goal to maintain, build and modernize infrastructure and facilities to support the current and future needs of the City and community.
FISCAL IMPACT:
Consent Calendar - 3H
Staff Report
August 21, 2024
The combined budget for the City Park Playground Replacement project CIPs 95018, 95019, 95020, 95021, 95022, and 95024 was $1,986,700. The final cost for the project was $1,990,570.58 . Due to project time delays, the final cost for Construction Management and Inspection Services was higher than originally anticipated.
Respectfully submitted by: Reviewed by:
Shawn Igoe
Director of Public Works
Martha Garcia
Director of Finance
Approved by: Reviewed by:
Inez Alvarez
City Manager
Karl H. Berger
City Attorney
ATTACHMENT(S):
1. Notice of Completion – City Parks Playground Replacement
Staff Report
August 21, 2024
ATTACHMENT 1
Notice of Completion
City Parks Playground Replacement
Recording Requested by
and When Recorded Mail To:
Gity Glerk, City Hall
320 W. Newmark Ave
Monterey Park, GA
NOTICE OF COMPLETION OF CONSTRUCTION PROJECT
Project Name : City Parks Playground Replacement Project Project No. : Specification No. 2023-007.
Take notice pursuant to Civil Code $ 3093, ef seg. that:
1. The undersigned is an officer of the owner of the interest stated below in the property hereinafter described.
2. The full name of the owner is: Citv of Monterev Park
3. The full address of the owner is: 320 W Newmark Ave, Monterev Park. CA. 91754
4. The nature of the interest of the owner is: ln Fee
5. 10.
7 8
9 A work of improvement on the property hereinafter described was completed and field reviewed by the City Engineer on July 231h,2024. The work done consisted of demolition and installation of new playgrounds at Sequioa Park, Garvey Ranch Park, Bella Vista Park, and Highland Park, including 2,890 SF of Sidewalk, 20LF of Curb & Gutter and 2 Curb Ramps around the play areas at mentioned playgrounds.
The name of the Contractors for such work of improvement were: R.E Schultz Construction. lnc.
The property on which said work of improvement was completed is in the City of Monterey Park, County of Los Angeles, State of California, and is described as follows:
Sequoia Park. Garvev Ranch Park, Bella Vista Park. and Hiohland Park.
The street address of said property is: Various Locations for each plavqround.
This Notice of Completion is being recorded in accordance with Resolution No. 11701 (adopted November 5,2014) City of
Dated: ) 0 i'/
Public irector
VERIFICATION
l, the undersigned, say: I am the Public Works Director for the City Monterey Park, the declarant of the foregoing Notice of Completion; I have read said Notice of Completion and know the contents thereof; the same is true of my own knowledge.
I declare under penalty of perjury the foregoing is true and correct.
Executed on Julv 23,2024 at Monterey Park, California.
City of
Pu
City Council Staff Report
DATE: August 21, 2024
AGENDA ITEM NO:
TO: The Honorable Mayor and City Council
FROM: Jessica Serrano, Director of Community Development SUBJECT: A public hearing to consider introduction and first reading of Zoning Code Amendment No 24-01 (ZCA-24-01), an Ordinance amending the Monterey Park Municipal Code to implement the Housing Element to the General Plan
RECOMMENDATION:
It is recommended that the City Council consider:
1. Opening the public hearing and taking testimonial and documentary evidence;
2. After closing the public hearing and considering the evidence submitted during that public hearing, introducing and waiving first reading of Ordinance No. _____ amending the Monterey Park Municipal Code (“MPMC”) to implement the Housing Element under ZCA-24-01; and
3. Taking such additional, related, action that may be desirable.
CEQA (California Environmental Quality Act):
The City reviewed the environmental impacts of the proposed Ordinance pursuant to the California Environmental Quality Act (Public Resources Code §§ 21000, et seq. “CEQA”) and the regulations promulgated thereunder (14 Cal. Code of Regs. §§ 15000, et seq., the “CEQA Guidelines”). The previous CEQA documents adopted by the City Council (see, Resolution Nos. 12124 and 2022-R2) adequately analyze the changes contemplated by this Ordinance. No additional CEQA review is required.
BOARD/COMMISSION REVIEW:
On July 23, 2024, the Planning Commission reviewed the proposed Ordinance and adopted a resolution recommending that the City Council adopt the Ordinance amending the MPMC to implement the Housing Element under ZCA-24-01, with a 4-0 vote.
EXECUTIVE SUMMARY:
The Housing Element (“HE”) plans the housing growth, development and redevelopment within the City. ZCA-24-01 proposes to implement the HE by amending Title 21 to the MPMC including changes to residential density limits, multi-family residential parking standards, regulations for supportive housing, emergency shelters, and group housing.
Public Hearing - 4A
Staff Report
August 21, 2024
BACKGROUND
TYPE OF ACTION (LEGISLATIVE; QUASI-JUDICIAL; OR ADVISORY)
Decision-Making Body: In considering approval of the “Zone Ordinance Text Amendment,” the City Council is the decision-making body and the Planning Commission is an advisory body to the City Council. The Planning Commission recommendation to the City Council, however, plays an important role in the approval process and should include the factual and legal basis for the Planning Commission’s findings. The City Council can then consider those findings when making its own determination.
For the proposed text amendment, the City Council must make the findings in MPMC §
21.38.050:
• That the proposed text amendment is consistent with the goals, policies, and objectives of the General Plan;
• That the proposed text amendment will not adversely affect surrounding properties; and
• That the proposed text amendment promotes public health, safety, and general welfare and serves the goals and purposes of the MPMC’s zoning regulations.
These findings are included in the draft Ordinance; the facts upon which these findings rely are also included with the draft documents.
ANALYSIS
The California State Department of Housing and Community Development (HCD) certified the Housing Element on March 30, 2023. Government Code § 65583(c) requires that cities include programs which set forth a schedule of actions the local government is undertaking or intends to undertake to implement the policies and achieve the goals and objectives of the Housing Element. Included in the Housing Element, were several programs which proposed consistency between the General Plan and zoning regulations to help encourage a variety of housing types.
ZCA-24-01 proposes several actions that will help bring consistency between the General Plan and the MPMC. A summary of the proposed Ordinance is detailed below:
Changes to Residential Density
Program 7 of the HE requires reconciliating residential densities with the R -3 zone.
Currently, the Land Use and Urban Design Element (LUE) and HE provide that the High Density Land Use category has a density of 30 units per acre. The MPMC, however, only allows up to 25 units per acre in the R-3 zone (High Density Residential). The proposed Ordinance removes Table 21.08(F) from the MPMC which results in the default densities
Staff Report
August 21, 2024
being those in the LUE.
Changes to Parking Standards
Program 5 of the HE seeks to allow flexibility in development standards to facilitate the development of affordable housing. The City’s current parking requirements may be perceived as a constraint to the creation of housing. ZCA-24-01 proposes changes to parking standards found in the MPMC, by decreasing parking requirements for multiple family developments. Reducing par king requirements for multiple family developments will allow for more flexibility in design and reduction in construction costs, which will assist in the creation of housing units. Below is a summary of parking requirement changes in relation to the creation of multi-family housing:
Multifamily Dwelling: per unit*
Multiple Family Existing Requirement Proposed Requirement 2 or fewer
bedrooms* 2 enclosed spaces +
1 guest parking space/2 dwelling
1 space
3 bedrooms* 2 spaces +
1 guest space/4 dwelling units
4 bedrooms* 2 enclosed spaces +
1 guest parking space/1 dwelling
2 spaces +
1 guest space/ 4 dwelling units
5 bedrooms* 3 enclosed spaces +
1 guest parking space/1 dwelling
3 spaces +
1 guest space/ 4 dwelling units
6 or more
bedrooms*
3 enclosed spaces +
1 space/bedroom (over 5) +
1 guest space/1 dwelling
3 spaces +
1 space/bedroom (over 5) +
1 guest space/4 dwelling units
In addition to the changes indicated above, ZCA -24-01 also implements California law which limits the City’s ability on imposing minimum parking requirements for development projects within a ½ mile of a major transit stop.
Emergency Shelters
Program 4 of the HE provides for the housing of special needs populations, including homeless individuals seeking emergency shelter. While emergency shelters are currently regulated in the MPMC, they are only permitted in the Office Professional Non-McCaslin Business Park (“O-P”) zone. ZCA-24-01 proposes the following changes in relation to emergency shelters:
• Allows emergency shelters within the High -Density Residential (“R-3”) zone, in addition to the O-P zone.
Staff Report
August 21, 2024
• Updates development and operational standards for emergency shelters, with the largest change involving parking requirements. To comply with California law, parking requirements must be based on the number of staff rather than beds spaces at an emergency shelter.
Supportive Housing
As part of Program 4 of the Housing Element, supportive housing is being amended to comply with California law. Supportive housing is considered ministerially but must comply with all requirements of the underlying zone and require a covenant to impose an affordability restriction. Further, parking for such uses will be required at the following ratios:
# of Bedrooms Parking Requirement
3 of fewer bedrooms 2 enclosed garage spaces +
guest space/2 dwelling units or 0.3 spaces for each bed in a dormitory housing
4 or more bedrooms 2 enclosed garage spaces +
guest space/ 1 dwelling unit or 0.3 spaces for each bed in a dormitory housing
2024-25 STRATEGIC PLAN GOAL:
The proposed code amendments meet the 2024-25 Strategic Plan Goal to “Strengthen our local economy and enhance housing opportunities” by achieving the goals and programs set forth in the HE and reducing development standards to allow greater flexibility to facilitate the construction of housing units.
LEGAL NOTIFICATION:
The legal notice of this hearing was posted at City Hall, Monterey Park Bruggemeyer Library, and Langley Center and published in Monterey Park Press on August 8, 2024, with affidavits of posting on file.
FISCAL IMPACT:
There are no identifiable fiscal impacts associated with adopting the Ordinance itself (other than costs associated with codifying the Ordinance).
Respectfully submitted and prepared
by:
Jessica Serrano, Director of
Community Development
Staff Report
August 21, 2024
Approved by: Reviewed by:
Inez Alvarez
City Manager
Karl H. Berger
City Attorney
ATTACHMENTS:
1. Ordinance No. ____ amending the Monterey Park Municipal Code
2. Notice of Determination