Norco City Council
August 2, 2023

AGENDA
City Council
Wednesday, August 2, 2023
City Council Chamber – Norco City Hall
2820 Clark Avenue, Norco, CA 92860
CALL TO ORDER 4:00 PM
ROLL CALL Robin Grundmeyer, Mayor
Kevin Bash, Mayor Pro Tem
Katherine Aleman, Council Member
Berwin Hanna, Council Member
Greg Newton, Council Member

WORKSHOP
A. Presentation of Public Works Operational Assessment Project Report for the City of Norco.

RECOMMENDATION:

The City Council is encouraged to accept the Public Works Operational Assessment Project Report and provide feedback regarding the recommendations provided by Raftelis.

Staff Report - Pdf
B. Review of the findings and recommendation of the Temescal Avenue School Circulation Study
RECOMMENDATION:

Provide staff with feedback regarding the recommendations provided in the Temescal Avenue School Circulation Study.

Staff Report - Pdf

CLOSED SESSION
Conference with Labor Negotiator
Agency designated representatives: City Manager Sassoon Employee organization: Utility Workers Union of America, AFL-CIO Local 606 RECONVENE PUBLIC SESSION 7:00 PM

REPORT OF ACTION(S) TAKEN IN CLOSED SESSION
PLEDGE OF ALLEGIANCE Mayor Robin Grundmeyer
INVOCATION Pastor Samuela Tuihalamaka
Beacon Hill Assembly of God
City Council Agenda - August 2, 2023

1. CITY COUNCIL REPORTS ON REGIONAL BOARDS

2. CONSENT CALENDAR
All items listed under the Consent Calendar are considered to be routine and may be enacted by one motion. Prior to the motion to consider any action by the presiding governmental body, any public comments on any of the Consent Items will be heard. There will be no separate action unless members of the governmental body or the audience request specific items be removed from the Consent Calendar. Items removed from the Consent Calendar will be separately considered under Item 3 of the Agenda.

2.A. Waive Reading of all Ordinance Adoptions on this Agenda and Read by Title Only.

RECOMMENDATION:

Waive reading, by title only, of all Ordinances and Resolutions. Said Ordinances and Resolutions which appear on the agenda shall be determined to have been read by title and further reading waived.

Staff Report - Pdf

2.B. Approval of City Council Regular Meeting Minutes
RECOMMENDATION:

Approve the City Council Regular Meeting Minutes of July 19, 2023.

Staff Report - Pdf

2.C. Approval and Adoption of Resolution Authorizing Submittal of Grant Application for the 2023 Federal Transit Administration (FTA) Section 5310 Call for Projects.

RECOMMENDATION:

Adopt Resolution No. 2023-50, authorizing submittal of grant application for the 2023 Federal Transit Administration (FTA) Section 5310 – Enhanced Mobility of Seniors and Individuals with Disabilities Program call for projects.

Staff Report - Pdf

City Council Agenda - August 2, 2023

2.D. Declaring Water Conservation Shortage Response Level 1 - Watch Condition
RECOMMENDATION:

Adopt Resolution 2023-51 lowering the City's water conservation measures from Level 2 to Level 1, restricting certain water uses in the City of Norco, California.

Staff Report - Pdf

2.E. Amendment to the Public Asset Dedication Criteria Policy RECOMMENDATION:

Approve the Amendment to the Public Asset Dedication Criteria Policy Staff Report - Pdf

2.F. Authorization to increase contract amount for the FY 2022-23 Residential Street Overlay Project
RECOMMENDATION:

Approve additional contract amount of $6,000 for the FY 2022-23 Residential Street Overlay Project.

Staff Report - Pdf

2.G. Acceptance of Storm Drain Easement Dedications for the Citation Drive Storm Drain Project
(APN's 123-160-005, 123-160-032 & 123-160-033)
RECOMMENDATION:

Accept the offers of dedication of the public storm drain easements on 2510 Citation Drive (APN 123-160-032), 2490 Citation Drive (APN 123-160-033) and APN 123-160-005 (Citation Drive), authorize the Mayor to sign the Certificates of Acceptance and direct the City Clerk to file the Certificates of Acceptance with the County of Riverside Recorder’s Office.

Staff Report - Pdf

2.H. Sublease agreement of property for purpose of negotiating a cell tower at SilverLakes.

RECOMMENDATION:

Approve the Cell Tower Agreement between the City of Norco and SilverLakes.

Staff Report - Pdf

City Council Agenda - August 2, 2023

2.I. Acceptance of the 2022-23 Equestrian Trail Fence Project (Various Locations) as Complete
RECOMMENDATION:

Accept the 2022-23 Equestrian Trail Fence Project (Various Locations) as complete and authorize the City Clerk to file the Notice of Completion with the County of Riverside.

Staff Report - Pdf

3. ITEM(S) PULLED FROM CONSENT CALENDAR

4. PUBLIC COMMENTS
This is the time when persons wishing to address the presiding governmental body regarding the Consent Calendar, Legislative Matters or items within the subject matter jurisdiction of the legislative body. Please submit a speaker card to the Meeting Clerk. Please limit comments to three minutes or less. The Ralph M. Brown Act limits the governmental body’s ability to respond to comments on non-agendized matters at the time such comments are made. The governmental body shall not discuss or act relative to any general public comment.

5. DISCUSSION / ACTION ITEM(S)
Order of Presentation for Discussion Items:

1. Staff Report Presentation

2. Council Questions of Staff

3. Public Comment

4. Council Discussion and Action

5.A. Consider and adopt a policy on the selection of Mayor and Mayor Pro Tempore
RECOMMENDATION:

Adopt a policy on the selection of Mayor and Mayor Pro Tempore.

Staff Report - Pdf

6. PUBLIC HEARING(S)
Order of Presentation for Public Hearing Items:

1. Staff Report Presentation

2. Council Questions of Staff

3. Open Public Hearing
a. Public Comment

4. Close Public Hearing

5. Council Discussion and Action

City Council Agenda - August 2, 2023

6.A. Confirming the Report of Costs for Spring and Fall Weed Abatement, Fiscal Year 2022-23
RECOMMENDATION:

Adopt Resolution No. 2023-52, confirming the Report of Costs for abatement of weeds and hazardous vegetation as a public nuisance and imposing special assessment liens on vacant parcels within the City.

Staff Report - Pdf

6.B. ITEM HAS BEEN CONTINUED TO AUGUST 16, 2023
Public Hearing for First Reading:

Ordinance and Code Amendments to the Norco Municipal Code, Title 1 – "General Provisions", Chapter 1.05 – ”Administrative Citations”, to align with Government Code 36900, Norco Municipal Code, Title 6 – “Health and Sanitation”., Chapter 6.22 – “Public Nuisance Abatement”, and Norco Municipal Code amend Title 15 – “Building and Construction”, Chapter 15.01 - Administrative Provisions for Title 15", to adopt the International Property Maintenance Code 2021, replacing the current Chapter 15.06 – “Housing Code”, allowing Dangerous Building Abatement.

Staff Report - Pdf

7. CITY COUNCIL / STAFF COMMUNICATIONS

8. ADJOURNMENT
In compliance with the Americans with Disabilities Act, any person who requires a modification or accommodation in order to participate in this meeting is encouraged to contact the City Clerk’s Office at (951) 270-5623 or [email protected] at least 48 hours prior to the meeting so that reasonable arrangements can be made to ensure accessibility. Staff reports are on file in the City Clerk’s Office. Any writings or documents provided to a majority of the presiding governmental body regarding any item on this agenda will be available for public inspection at the City Clerk’s Office during normal business hours at Norco City Hall, located at 2870 Clark Avenue in Norco. The meeting is recorded.

City Council

STAFF REPORT
Date: August 2, 2023 Agenda Item:

A.

To: Honorable Mayor and City Council Members
Prepared By: Chad Blais, Public Works Director
Department: Public Works
SUBJECT:

Presentation of Public Works Operational Assessment Project Report for the City of Norco.

RECOMMENDATION:

The City Council is encouraged to accept the Public Works Operational Assessment Project Report and provide feedback regarding the recommendations provided by Raftelis.

SUMMARY:

The City engaged Raftelis to provide professional services to conduct an operational assessment of the Public Works department to evaluate the overall performance and efficiency of the Department to meet the daily needs of the City. Raftelis has completed its review of the department and submitted its Public Works Operational Assessment Project Report to the City.

BACKGROUND:

In early 2023, staff made a request to City Council to accept a proposal to conduct Water, Sewer, and Recycled Water Rate Study. After some discussion on the topic, City Council elected to defer on the rate study until staff could hire a consultant to conduct an assessment of the water and sewer operations to ensure that the overall efficiency of the department is functioning at an optimal level, resources are being allocated effectively, and general expenditures for staffing, maintenance and capital improvement projects have sufficient financial support to meet actual needs. On March 15, 2023, the City Council approved a professional services contract with Raftelis to conduct an Operational Assessment on the Public Works Department.

In July 2023, Raftelis submitted its Public Works Operational Assessment Project Report to the Director of Public Works for review (see attached report). Please note the recommendations were solely developed by Raftelis and were not influenced by any direct feedback from the Director. In fact, the recommendations were developed, in part,

by Raftelis conducting direct interviews with most of the field and office staff to obtain staff level feedback about the organization.

Raftelis has developed thirteen (13) recommendations covering areas of concerns such as water and sewer utility operations; policy and regulatory compliance; and engineering and capital improvement. While some of the recommendations are actually already being implemented, the remaining recommendations will be used as benchmarks for future operational and budget discussions. The Director was pleased to read the Raftelis report did not find any glaring operational or financial inefficiencies within the department. More importantly, Raftelis stated "Staff were found to be a dedicated team that take pride in their work and care about providing a high level of service". A copy of the assessment report will be provided to all staff and discussion/feedback meeting conducted with office and field staff. The City Council is encouraged to accept the Public Works Operational Assessment Project Report and provide feedback regarding the recommendations provided by Raftelis.

FISCAL IMPACT:

There is no immediate financial impact by accepting the Public Works Operational Assessment Project Report. However, some of the recommendations provided by Raftelis do involve the addition of support staff positions, which would have a resulting cost impact to the Public Works budget if implemented. Any such recommendation(s) for additional staffing will be evaluated as part of future annual budget processes. Any recommendation related to funding capital infrastructure replacement would be analyzed as part of a future rate study.

RELATIONSHIP TO STRATEGIC PLAN:

Completion of a Public Works Operational Assessment Project Report is consistent with Strategic Direction #5 – Infrastructure and Asset Management: Ensure timely preservation, replacement, improvement and acquisition of infrastructure and capital assets.

REVIEWED AND APPROVED BY:

Certified as to Availability of Funds: Lisette Free, Finance Director Approved by: Lori Sassoon, City Manager
Approved as to Form: Harper and Burns, LLC, City Attorney ATTACHMENT(S):

Norco Public Works Assessment - Project Report

CITY OF
Norco
Public Works Operational Assessment
Project Report / July 2023

CITY OF NORCO PUBLIC WORKS OPERATIONAL ASSESSMENT

19 Garfield Place, Suite 500 Cincinnati, OH 45202
www.raftelis.com
July 21, 2023
Chad Blais
Public Works Director
City of Norco
2870 Clark Ave.

Norco, CA 92860
Subject: Public Works Operational Assessment
Dear Mr. Blais,
We are pleased to provide this operational assessment for the City of Norco Public Works Department. This study was undertaken to evaluate operations and identify opportunities to enhance efficiency and effectiveness in providing service to the community. This report summarizes our analysis of resources, structure, staff perceptions, and industry best practices to develop recommendations on staffing, operations, communication, and process.

The City of Norco is fortunate to be staffed with employees who care deeply about the community and are passionate about meeting customer expectations. There is much good work already being done and the recommendations in this report are intended to build upon these strengths into the future.

We are confident that the recommendations in this report will provide a useful framework to address your current and future needs. Thank you for the opportunity to work with City of Norco.

Sincerely,
Scott Parker
Senior Manager
Brian Kirsch, Ph.D.

Senior Consultant
Ben Kittelson
Senior Consultant

CITY OF NORCO PUBLIC WORKS OPERATIONAL ASSESSMENT

CITY OF NORCO PUBLIC WORKS OPERATIONAL ASSESSMENT
Table of Contents
EXECUTIVE SUMMARY ........................................................................1 INTRODUCTION.....................................................................................3 BACKGROUND AND METHODOLOGY.......................................................... 3 ABOUT THE CITY OF NORCO PUBLIC WORKS DEPARTMENT ................. 3 Staffing..............................................................................................................................5 Budget...............................................................................................................................5 ANALYSIS AND RECOMMENDATIONS...............................................7 Water and Sewer Utility Operations ...............................................................................7 Policy and Regulatory Compliance ..............................................................................16 Engineering and Capital Improvement.........................................................................21 CONCLUSION......................................................................................25

CITY OF NORCO PUBLIC WORKS OPERATIONAL ASSESSMENT
List of Tables
Table 1: List of Report Recommendations...............................................................................2 Table 2: Public Works Authorized Staffing, FY2019 to FY2023 ..............................................5 Table 3: Public Works Expenditures by Division, FY2019 to FY2023 ....................................6 Table 4: Public Works Expenditures by Category, FY2019 to FY2023...................................6 Table 5: Completed Water Quality Work Orders, 2018 to 2022.............................................10 Table 6: Example Lift Station Preventative Maintenance Program ......................................11 Table 7: Completed Work Orders by Category, 2018 to 2022 ...............................................15 Table 8: Meter Related Work Orders Completed by Administrative Compliance Coordinators, 2018 to 2022......................................................................................................17 Table 9: Completed Water Main Break and Leak Work Orders, 2018 to 2022 .....................21 Table 10: Recommended Personnel Changes and Estimated Cost Impact ........................25 List of Figures
Figure 1: Norco Public Works Department Organizational Chart, 2023.................................4 Figure 2: Completed Break and Leak Work Orders by Asset Type, 2018 to 2022...............14

PUBLIC WORKS OPERATIONAL ASSESSMENT 1
Executive Summary
The City of Norco (City) hired Raftelis to conduct an organizational assessment of the Department of Public Works (Department), including its operations, resources, and staffing. The Department operates and maintains the City’s water and sewer utilities, stormwater infrastructure, streets, and trails. In general, the Department was found to be efficient, innovative, and cost-effective in the maintenance of its utility systems. Staff were found to be a dedicated team that take pride in their work and care about providing a high level of service. The Department should be commended for its approach to preventative maintenance and the acumen of field staff in delivering a wide variety of services that includes everything from street sign replacement to water main repairs to responding to issues on horse trails. The diverse responsibilities of the Department also means that its maintenance workers always have work to do and are not just waiting around for the need for their work to occur. In other words, the Department accomplishes what work should be done in the most efficient manner possible for them. All of this is a reflection of the openness of leadership to new ideas and dedication of the staff who are operating the system.

Like almost all local government operations, however, there are areas with both room for improvement and in need of more resources. The recommendations identified by the project team are organized into three categories in this report: Water and Sewer Utility Operations, Policy and Regulatory Compliance, and Engineering and Capital Improvement. The primary goal of each is to reduce risks to the Department’s operations and infrastructure by aligning with best practices and improving the effectiveness of current and future staff. Recommended operational improvements include establishing a routine inspection cycle for lift stations and a replacement program for water meters. This should continually enhance the preventative maintenance of the City's assets and ensure quality service to customers as the infrastructure ages. Additionally, current water treatment staff are at capacity as they operate the treatment system around the clock with reliance on remote monitoring and operation of the treatment plant.

Increasing Water Quality Control Technician staffing and assessing the cybersecurity of the SCADA system will reduce operational risk for the City. Finally, the Department uses a flexible staffing model to ensure it can handle peaks in workload; standardizing tools and equipment across vehicles will improve the efficiency of staff in responding to water leaks and breaks.

As the regulatory environment in the State of California strengthens, more demand is placed on the Public Works Department to ensure that the City's infrastructure and services are in compliance. These demands have also increased as the City has invested in its stormwater infrastructure, which requires routine inspection and monitoring.

Both scenarios result in a need for additional capacity to address the new regulatory compliance workload while ensuring that core utility operations are continued.

The City has been investing in its capital infrastructure through new stormwater infrastructure and replacement and rehabilitation of items like water mains and lift stations as they approach the end of their useful life. This investment will need to continue to ensure the City can provide excellent service to customers. To do this, the City must have the capacity to effectively deliver those projects in a timely manner. The planned scope of the current capital program will require increased staff capacity to effectively plan, manage, and inspect capital projects. Additional project management capacity will ensure projects are delivered on time and within budget, while investing in construction inspection capacity will ensure the infrastructure being built is of high quality and will serve the Norco community well into the future.

The following table lists the recommendations outlined in more detail in this report.

2 CITY OF NORCO
Table 1: List of Report Recommendations
Number Recommendation
Water and Sewer Utility Operations
1 Increase capacity for water treatment and supply management by adding an additional or converting an existing position to a Water Quality Control Technician.
2 Conduct a cybersecurity review of the Department's SCADA system. 3 Maintain current water system flushing and valve exercising programs and monitor the need for a targeted flushing program associated with dead-end mains.
4 Establish a routine inspection cycle for lift stations and hot spots. 5 Establish a meter replacement program to proactively address failing meters. 6 Ensure tools and equipment are standardized across vehicles to improve efficiency of crews in responding to water leaks and breaks.
7 Monitor Utility Maintenance Worker staffing to ensure adequate capacity to support maintenance programs.

Policy and Regulatory Compliance
8 Increase staffing capacity to meet growing workload demands associated with regulatory compliance. 9 Monitor turnover and recruitment efforts and revise the standby response time expectations if needed. 10 Establish a process for entering new assets and revising location of assets in GIS.

Engineering and Capital Improvement
11 Continue planning and investing in water and sewer systems through the Capital Improvement Program. 12 Increase project management capacity to support CIP implementation. 13 Consider insourcing CIP project inspection.

PUBLIC WORKS OPERATIONAL ASSESSMENT 3
Introduction
Background and Methodology
The City of Norco, California engaged Raftelis to perform an operational assessment of the Public Works Department. This report is the result of an agreed upon scope of work between the City and Raftelis. The purpose of this study was to analyze water, sewer, street maintenance, and other Public Works operations to determine the optimal organizational structure, staffing needed, and work planning and execution processes. To accomplish this, the project team conducted in-person interviews with most Public Works staff as well as site tours of Public Works facilities. The project team reviewed and analyzed data and information provided by the City including budget information, performance measures, workload data, inventories, and other pertinent information relating to operations and administration. This resulted in a series of recommendations to improve the effectiveness of staff and allow them to meet the service level expectations of the community.

About the City of Norco Public Works Department
The City of Norco Public Works Department is responsible for the maintenance and operation of the City's core infrastructure. This includes 122 miles of water main, 109 miles of sewer main, 12 lift stations, a water treatment plant, and three groundwater wells. The water distribution system provides approximately 6.0 million gallons per day (MGD) of water to 7,471 water customers; in addition to groundwater from the City's wells, treated water is also purchased from the Arlington Desalter Facility, Chino Desalter Authority, City of Corona, and City of Riverside.

The wastewater collection system collects approximately 1.9 MGD of wastewater from 6,963 sewer customers. The City does not operate a wastewater treatment plant, but Norco owns 2.7 MGD of treatment capacity at the Western Riverside County Regional Wastewater Authority.

In addition to utility infrastructure, staff are responsible for maintaining 104 miles of pedestrian and equestrian trails throughout the City, which includes trail maintenance and fence maintenance. Staff monitor and maintain the City's stormwater infrastructure, including regulatory compliance and reporting. Public Works is responsible for performing reactive maintenance on more than 100 miles of streets. The Public Works Department also performs engineering services for the City of Norco. Staff perform plan reviews associated with the use of City right-of-way and connection to the water and wastewater systems. Engineering staff perform long term planning for infrastructure, manage capital projects, and inspect construction.

The Public Works Department has worked to be more efficient through the use of contracting. Many maintenance activities are performed by contractors, allowing staff to prioritize issues submitted by residents and utility customers.

The Department has contracted out major preventative maintenance activities, including water system flushing and valve exercising, sewer main cleaning and video inspection, routine equestrian trail maintenance, street tree trimming, traffic signal maintenance, construction inspection, street sweeping, and support for GIS and SCADA software systems.

In other utilities, such activities are the first to be abandoned in a downward reactive maintenance spiral. Within the water industry, a common resourcing model is to provide sufficient resources for the base workload and to contract out for surge in demand. A problem with this model is that most utilities are under-staffed and under-resourced relative to their workload. Unfortunately, preventative maintenance activities for conveyance infrastructure are often the first things cut from utility operations. Over time, many utilities find themselves in a vicious cycle in which the workload associated with reactive maintenance overwhelms staff, who do not have the time or resources to conduct preventative maintenance. This then leads to more corrective maintenance.

4 CITY OF NORCO
In Norco, on the other hand, the resourcing model is to contract out the base workload (e.g., sewer-line cleaning) and to handle surge demands (e.g., line breaks or leaks) in-house with a pooled flexible staffing approach. Because these preventative maintenance activities are contracted out, they are assured to be done, keeping reactive maintenance needs in check relative to what they would be should those activities not be done. Public Works operates a small groundwater treatment plant but purchases most of its treated drinking water from outside water treatment agencies. The Department conveys its sewage to a Joint Powers Authority treatment agency, of which the City is a member.

In the FY2023 adopted budget, the Public Works Department had 22 full time equivalent (FTE) employees to support all maintenance, operation, and engineering activities. Raftelis was onsite in the spring, shortly following Council approval of a mid-year staffing increase of two new Utility Maintenance Worker positions. This change was made after Council deliberation over an internal assessment of workload needs. The following figure shows the organizational structure for the Public Works Department.

Director of Public
Works

1.0 FTE
Public Works
Superintendent

1.0 FTE
Utility Maintenance
Worker

10.0 FTE
Deputy Public
Works Director /
City Engineer

1.0 FTE
Public Works
Supervisor

1.0 FTE
Permit Technician

2.0 FTE
Water Quality
Control Technician

2.0 FTE
Sewer Collections
Technician

2.0 FTE
Inspector
(Contractor)

1.0 FTE
Adminsitrative
Compliance
Coordinator

2.0 FTE
Associate Civil
Engineer

1.0 FTE
Figure 1: Norco Public Works Department Organizational Chart, 2023 The Department is led by the Director of Public Works and staff are generally organized into two divisions:
engineering and operations. Two Administrative Compliance Coordinator positions report to the Director and are tasked with three core areas: meter maintenance and troubleshooting, inspection and regulatory compliance associated with the sewer system and stormwater system, and special projects such as GIS, annual reporting, creating educational materials, and compliance with State solid waste regulations.

The engineering function is led by the Deputy Public Works Director / Deputy City Engineer. The duties of the City Engineer are performed by a contractor who is part of a larger engineering firm that provides additional expertise for the City. Day to day engineering tasks are performed by the Deputy Director and Associate Engineer, which include plan review for new construction, capital improvement program (CIP) project management, and long-term planning.

PUBLIC WORKS OPERATIONAL ASSESSMENT 5
Two Permit Technician positions provide customer service to developers and other customers with engineering or utility related questions. The Permit Technicians also provide general administrative support to the Department.

Public Works operations are led by the Public Works Superintendent with support from the Public Works Supervisor; together they provide day to day guidance and training for field staff as well as supporting work planning, prioritization, and troubleshooting. There are 10 Utility Maintenance Workers that perform reactive and corrective maintenance, and special project work, on water, wastewater, street, and trail infrastructure. Two Water Quality Control Technicians manage the treatment plant and monitor the flow and water supply in the system. Two Sewer Collections Technicians primarily perform monitoring and maintenance on the wastewater collection system. All frontline staff are required to have a State of California Grade I Water Distribution Certification, Water Quality Control Technicians are also required to have treatment certification, and Sewer Collections Technicians must also have Sewer Collections certification.1 This staffing approach gives the Department flexibility in being able to assign all staff to water leak or main break calls.

STAFFING
Total staffing for the Public Works Department has increased by three FTEs in the last five fiscal years, or 16%. Two positions were added in FY2022 with the creation of a second Administrative Compliance Coordinator position and an Associate Civil Engineer position. A second Permit Technician position was added in FY2023 by converting a part time position to full time. The only other personnel change in the last five years was the conversion of a Senior Civil Engineer position into the Deputy Director of Public Works / Deputy City Engineer Position in FY2021. The following table shows the authorized staffing level by position from FY2019 to FY2023.

Table 2: Public Works Authorized Staffing, FY2019 to FY2023 Position FY2019
Adopted
FY2020
Adopted
FY2021
Adopted
FY2022
Adopted
FY2023
Amended
Percent Change
FY2019 to
FY2023
Director of Public Works 1.0 1.0 1.0 1.0 1.0 0%
Deputy Director of Public
Works/Deputy City Engineer 0.0 0.0 1.0 1.0 1.0 100%
Senior Civil Engineer 1.0 1.0 0.0 0.0 0.0 -100%
Associate Civil Engineer 0.0 0.0 0.0 1.0 1.0 100%
Public Works Superintendent 1.0 1.0 1.0 1.0 1.0 0%
Public Works Supervisor 1.0 1.0 1.0 1.0 1.0 0%
Inspector II 1.0 1.0 1.0 1.0 1.0 0%
Utility Maintenance Workers
(I, II, III) 8.0 8.0 8.0 8.0 10.0 25%
Water Quality Control
Technician I/II 2.0 2.0 2.0 2.0 2.0 0%
Sewer Technician I/II 2.0 2.0 2.0 2.0 2.0 0%
Permit Technician 1.0 1.0 1.0 1.0 2.0 100%
Administrative Compliance
Coordinator 1.0 1.0 1.0 2.0 2.0 100%
Total 19.0 19.0 19.0 21.0 24.0 26%
BUDGET
The largest drivers of Public Works expenses are the two utility operations, Water Operations and Sewer Operations, which made up $12.3 million and $6.4 million respectively of the $21.6 million budget in FY2023. Total Public Works expenditures have increased by 38%, or $5.9 million since FY2019. The increase is primarily due to rising 1 Memorandum of Understanding Between City of Norco and Utility Works Union of America Local 606, July 1, 2022 to June 30, 2023, Page 5, https://www.norco.ca.us/home/showpublisheddocument/1409/638040421626930000

6 CITY OF NORCO
costs for Water Operations, which increased by approximately $3.6 million due to the rising cost of purchasing treated water. Engineering Division expenditures increased by 108% due to rising costs associated with contractual services. The City also received a grant to support urban forestry work beginning in FY2020. The following table shows expenditures by Division from FY2019 to FY2023.

Table 3: Public Works Expenditures by Division, FY2019 to FY20232 Division FY2019
Actual
FY2020
Actual FY2021 Actual FY2022 Budget
FY2023
Budget
Percent
Change FY2019
to FY2023
Water Operations $8,722,048 $10,479,718 $10,299,147 $11,903,592 $12,343,892 42% Sewer Operations $5,389,425 $4,652,800 $5,593,572 $6,042,811 $6,358,358 18% Street Maintenance $672,203 $736,176 $746,966 $607,680 $872,317 30% Engineering $611,762 $698,030 $754,508 $1,181,079 $1,273,143 108% Inspection $120,475 $109,252 $9,020 $205,920 $200,600 67% Storm Drain $101,909 $147,065 $108,851 $173,475 $170,356 67% Parkway Maintenance $75,539 $95,314 $81,509 $94,106 $102,642 36% Urban Forest Grant $0 $4,145 $32,325 $241,273 $297,273 - Total $15,693,361 $16,922,500 $17,625,898 $20,449,936 $21,618,581 38% Looking at expenditures by type, the largest category of spending is for Operations and Utilities, which has increased by $2.15 million since FY2019. This category includes the cost to purchase treated water for distribution to customers. Contractual and Professional Services is the next largest driver of spending; it has increased by $1.7 million over the last five fiscal years. The following table shows Public Works expenditures by type from FY2019 to FY2023.

Table 4: Public Works Expenditures by Category, FY2019 to FY20233 Expenditure Category FY2019
Actual
FY2020
Actual
FY2021
Actual
FY2022
Budget
FY2023
Budget
Percent
Change FY2019
to FY2023
Salaries and Benefits $1,830,517 $1,981,671 $2,062,151 $2,382,691 $2,491,520 36% Employee Related
Expenditures $26,431 $27,778 $21,588 $45,900 $45,900 74% Supplies and Services $515,455 $310,030 $419,865 $895,095 $504,250 -2% Maintenance and
Rentals $277,051 $271,196 $263,942 $450,600 $485,600 75% Operations and
Utilities $5,632,381 $7,013,242 $6,580,441 $7,098,400 $7,784,300 38% Contractual and
Professional Services $3,365,691 $3,465,518 $4,273,765 $4,485,426 $5,080,373 51% Miscellaneous $3,194,722 $2,471,682 $3,142,574 $4,106,933 $3,923,255 23% Internal Service Fund
Charges $589,659 $1,037,195 $595,359 $592,987 $737,179 25% Capital Outlay $3,250 $85,985 $8,010 $128,000 $308,000 9377% Transfers $258,204 $258,204 $258,204 $263,913 $258,204 0% Total $15,693,361 $16,922,501 $17,625,899 $20,449,945 $21,618,581 38% 2&3 City of Norco: FY2023 Adopted Budget, pg. 275; FY2022 Adopted Budget, pg. 277; FY2021 Adopted Budget, pg. 273.

PUBLIC WORKS OPERATIONAL ASSESSMENT 7
Analysis and
Recommendations
The Public Works Department has done an excellent job in adopting industry best practices and working to improve operations through technology and contracting. As the City works to manage its infrastructure and ensure excellent customer service, there are opportunities to enhance preventative maintenance, reliability, regulatory compliance, and capital planning. In some areas there is a need for additional staffing capacity while others will require changes to processes or procedures. Currently, there is a need for changes in three areas: Water and Sewer Utility Operations, Policy and Regulatory Compliance, and Engineering and Capital Improvement.

WATER AND SEWER UTILITY OPERATIONS
The Department has worked to perform preventative maintenance and provide excellent customer service while keeping costs to customers low. The Department should be commended for the work they have already done on the water and sewer utilities, but there are further enhancements that can be made to reduce risk, improve effectiveness, and ensure sufficient staffing capacity to meet customer expectations.

Recommendation 1: Increase capacity for water treatment and supply management by adding an additional or converting an existing position to a Water Quality Control Technician.

The City of Norco's primary water supply is treated groundwater purchased from the Western Municipal Water District and the Chino Desalter Authority. Given the cost of the purchased water, there is an incentive to produce treated water locally at a reduced cost. As part of this strategy, the City expanded its own groundwater treatment facility, which came online two years ago.

Currently, the Public Works Department employs two Water Quality Control Technicians, who are the Department’s only certified water treatment operators. The Water Quality Control Technicians’ primary specialty is the operation of the Department’s groundwater treatment plant. However, their overarching role is the provision of adequate water supply to the City through local water production and the scheduling of water deliveries from wholesale suppliers. This role is of critical importance, and several factors complicate this work.

First, as part of a negotiation to receive reduced rates, the Department agreed to only request adjustments to its rate of water purchases once per day. These purchases are made in blocks known as "trains" where one train is equal to 1,500 gallons per minute (GPM) of water. Water deliveries have always been measured in trains, but prior to the most recently negotiated rate, the Water Quality Control Technicians could adjust delivery rates multiple times per day. The 1,500 GPM of one train is equivalent to 2.16 MGD. Purchasing water in units of trains is not a precise method considering that the City reports its water demand was 6.37 MGD in FY2022, 6.37 MGD in FY2021, and

6.04 MGD in FY2019 making one train roughly equal to 34% to 36% of average demand.4 Water demand is also seasonally variable, with demand in July roughly twice that of demand in December.

Second, the capacity of the groundwater treatment plant represents just a fraction of the City’s total demand. Annual groundwater production levels have varied in recent years, but in FY2021 and FY2022, local groundwater production has represented between 20% and 25% of the City’s total supply. If the Water Quality Control 4 Water demand data according to "Annual Water Production Summary" report provided by the City.

8 CITY OF NORCO
Technicians do not order enough water from wholesale suppliers on a given day by a wide margin, they cannot expect production rates from local water supplies will make up the difference. Moreover, the Department’s treatment plant has experienced shutdowns and extended periods of non-operation due to mechanical failures. At the time of Raftelis’ visit to the Department in April 2023, the plant had not been operating for several weeks due to a malfunctioning breaker that took time to locate and replace. Thus, the Water Quality Control Technicians have less of a buffer for mistakes in ordering trains of water during periods of scheduled (or worse, unscheduled) treatment plant shutdowns and must anticipate daily demand when making their daily order of water.

Like the rest of the Department, Water Quality Control Technicians work four nine-hour shifts Monday to Thursday, even though the water system must be operated 24/7. One of the two operators is always on “lead” and is responsible for monitoring the system, adjusting reservoir levels, making the daily call to adjust the number of trains of water being delivered, and troubleshooting any issues or changing operating parameters at the treatment plant.

Additionally, they also serve rotations as First and Second Standby.

Given the critical role that the Water Quality Control Technicians play in the City, the constant monitoring required by the water system, and the time required to recruit, hire, and train new staff members, the Department is exposed to a certain level of operational risk by the simple fact that there are only two Water Quality Control Technicians. If just one of them were to leave, the remaining Water Quality Control Technician would be unable to take time off until a new position was recruited, hired, and sufficiently trained on the water system. Water treatment operators are in high demand in the water industry, and while recent pay adjustments have greatly improved the Department’s ability to fill positions, this sort of scenario could easily cause burnout in the remaining Water Quality Control Technician, potentially leading them to look for other work that does not have such extensive off-shift duties. While the Department is fortunate to have two dedicated individuals in this role currently, vacancies do happen.

To better address its operational risk, the Department should add a third Water Quality Control Technician. This recommendation is somewhat unusual in that most front-line staffing recommendations are based upon meeting identified workload needs. In this case, a third Water Quality Control Technician is being recommended for the purpose of risk reduction to operate the system. The current Water Quality Control Technicians already assist the Utility Maintenance Workers in other maintenance tasks. It is expected that the addition of a third Water Quality Technician would result in their additional capacity being available to the Department for other maintenance activities.

Expected cost: According to data provided by the City, a vacant position is budgeted at Step 10 of the 2022 salary schedule. Therefore, the expected salary cost for a Water Quality Control Technician I is expected to be $72,859; including the cost of benefits, the total cost of the new position is expected to be $84,028. 5 If a currently vacant Utility
Maintenance Worker is converted to a Water Quality Control Technician I the expected cost impact would be $9,759.

Recommendation 2: Conduct a cybersecurity review of the Department's SCADA system.

As discussed in Recommendation 1, the water system is staffed only 36 hours per week but is monitored around the clock. This monitoring is conducted using a system known as Supervisory Control and Data Acquisition, or SCADA, which allows for the remote monitoring and operation of water and sewer systems. SCADA is a standard technology within the utility industry. Without it, operators would have to regularly visit each piece of equipment physically to know its operating status.
5 Benefits estimate includes employer cost of Medicare, Social Security, and California Public Employees' Pension Reform Act (PEPRA).

PUBLIC WORKS OPERATIONAL ASSESSMENT 9
At most larger utilities, SCADA operations are conducted at a computer terminal, usually with multiple computer monitors, which allow operators to monitor and control water or wastewater plant, water distribution, or wastewater collection systems. Given the need for remote access to the system for the majority of the time (as opposed to just during staffed, in-person operations), the Water Quality Technicians have City-issued cell phones installed with TeamViewer, the Department’s SCADA software. Through TeamViewer, the Water Quality Control Technicians have full operational control capabilities with these cell phones.

While there are no hard and fast guidelines within the water industry, given the critical service of providing clean water combined with the threat of hacking, it is rare to find utilities that allow SCADA control capabilities through remote devices. More typically, access allowed through remote devices is usually limited to viewing-only privileges.

In recent years, attempted hacking of utilities has become more prevalent, and the consequence of a successful breach of a SCADA system could destroy equipment and infrastructure and have direct consequences to human health.

Unfortunately, successful hacking of utilities, while generally not publicized, does occur.

The project team understands why the Department has allowed the remote control of its SCADA system. In its absence the Department would likely require round-the-clock staffed operations of its water system and sewersystem, which would require a minimum of four additional operators. The Department has also taken steps to ensure the integrity of its SCADA system through strategies such as two factor authentication (2FA). However, given the potentially severe consequences of a successful hack of its SCADA system, it is recommended that the Department conduct a comprehensive SCADA assessment, with an explicit focus on cybersecurity.

In developing this recommendation, the project team spoke with the City’s IT Manager and learned that a SCADA cybersecurity assessment had been included as part of the City’s recent Technology Master Plan. This is an important investment to best protect the City’s assets.

Expected Cost: $25,000 - $50,000, as identified in the Technology Master Plan.

Recommendation 3: Maintain current water system flushing and valve turning programs and monitor the need for a targeted flushing program associated with dead-end mains.

The Public Works Department is responsible for the operations and maintenance of 122 miles of water main, 1,440 hydrants, and the 2,777 valves in the system that allow the City to provide water service to its customers. While the Water Quality Control Technicians monitor the treatment process, overall supply, and demand in the system, the Utility Maintenance Workers perform reactive and preventative maintenance on the system. This includes responding to issues submitted by customers such as water main breaks or leaks as well as proactive repair of valves and meters.

The American Water Works Association (AWWA) is a nonprofit organization of water supply professionals that provides best practices research and benchmarking information for water and wastewater utilities. 6 AWWA's best
management practices include regular flushing of water distribution systems as well as a valve exercising program.

These practices help to maintain the distribution system for utilities and improve water quality for customers.

AWWA recommends that valves be exercised regularly and that 100% of valves be tested at least every five years, but critical valves should be exercised more frequently.7Inoperable valves identified during an exercising program should be replaced or repaired. Water system flushing is an important best practice because it cleans any buildup that has developed on the inside of water pipes and reduces turbidity in drinking water. This can be an important 6 American Water Works Association (AWWA), About Us, https://www.awwa.org/About-Us 7 American Water Works Association (AWWA), AWWA G200-15 Distribution Systems Operation and Management, 2015

10 CITY OF NORCO
maintenance strategy for utilities working to align with lead and copper standards or who receive complaints about water quality or discoloration.

The Public Works Department has done an excellent job with routine flushing of the water distribution system. In 2017, the City began working with a contractor, Wachs Water Services, to perform routine flushing and assess and exercise hydrants and valves in the water system on a two-year cycle; this contract was renewed in 2021 and goes through 2025.
8 Half of the system is flushed annually, and valves associated with that half of the system are tested and exercised. Inoperable valves are identified and reported to Public Works staff, who then perform repairs or replacements. This is a high level of service and should be maintained.

According to staff, there are dead-end mains in the water distribution system that create water quality issues and customer complaints. Dead-end mains are a common maintenance problem in the water industry because the flow through the mains in those areas of the system is not as high and, as a result, sediment or debris can settle in those areas. This can result in water quality issues where customers notice discolored or cloudy water. Routine flushing can address these issues, but in some systems dead-end mains require more frequent flushing than a two-year cycle.

In order to address water quality complaints, dead-end mains can require monthly or even bi-weekly flushing to bring turbidity levels down to the utility's standards.

The project team reviewed the Public Works Department work order data for the last five years to evaluate the workload associated with water quality complaints. The number of water quality associated work orders has decreased by more than 56% since 2018. This reduction is likely due to two factors: the replacement of aging main line infrastructure and the commitment the City has made toward routine flushing and valve exercising since 2017, which shows the importance of continuing to focus on these preventative maintenance programs and the replacement of infrastructure . The following table shows the number of completed water quality related work orders by type from 2018 to 2022.

Table 5: Completed Water Quality Work Orders, 2018 to 2022 Water Quality Work Orders 2018 2019 2020 2021 2022 Annual Average 2018 to 2022
Discolored Water Complaint 20 6 52 6 14 19.6
Taste or Odor Complaint 3 1 2 1 3 2.0
Pressure Complaint 7 5 11 15 13 10.2
Other Water Quality Complaint 11 7 5 8 6 7.4
Water Quality Related Maintenance 44 31 15 1 1 18.4
Total 85 50 85 31 37 57.6
Although overall water quality issues have decreased since 2018, the City still received 37 such complaints in 2022 or approximately three per month; 17 of these complaints were related to discolored water, taste, or odor. The details on the cause of the water quality complaints were unavailable, but these complaints are possibly the work order types that frontline staff associate with dead-end mains. Further monitoring and analysis is necessary to determine if deadend mains are causing water quality complaints.

The City should maintain its current practice of routine water system flushing and valve turning, which are in line with industry best practices standards. Based on the data available, the commitment to these preventative maintenance programs has had a significant impact on the water quality for customers. Water quality complaints should be reviewed by location and compared against system features to see if there is a relationship between 8 City of Norco, City Council Meeting, Agenda Item 2.G., June 16, 2021

PUBLIC WORKS OPERATIONAL ASSESSMENT 11
complaints and dead-end mains. The Public Works Department should continue to monitor water quality complaints and, if they remain flat or increase over the next one to two years, it may be appropriate to pursue further proactive action through a dead-end main flushing program.

Expected cost: No direct cost, staff time from Department leadership will be necessary to monitor water quality related work orders and determine if dead-end main flushing is necessary. Implementing a dead-end main flushing program will reduce capacity for Utility Maintenance Workers to respond to reactive work orders.

Recommendation 4: Establish a routine inspection cycle for lift stations and hot spots.

Water and wastewater utilities’ operations are often divided between two broad functions: treatment and conveyance. Wastewater treatment for Norco is performed by a separate joint powers authority (JPA) in partnership with nearby agencies, therefore the Department’s operations are oriented towards conveyance. The preventative maintenance needs of conveyance systems are more simplistic than what is required at treatment facilities, but these systems still require substantial attention. For water conveyance systems, the primary preventative maintenance activity is the system flushing and exercising of valves. For wastewater conveyance systems, the primary preventative maintenance activity is the jet cleaning and video inspection of the lines. In Norco, all these preventative maintenance efforts are conducted through external contracts.

The major preventative maintenance activity within the wastewater collection system that remains in-house is lift station maintenance. There is no indication of inadequate preventative maintenance being performed currently; however, there is no recorded list of activities or checks that should be made when a lift station is visited. Through its contracted maintenance activities in the water distribution and wastewater collection systems, the Department has identified its required levels of service by defining the frequency or rate at which these activities are to take place.

In its lift stations, however, these formally defined levels of service do not exist.

The Department should develop preventative maintenance levels of service for its lift stations. It should determine what maintenance activities should be performed and at what frequency at its lift stations. It can be as simple as creating an automatically populated work order in Lucity, the city’s work order management system, that contains a checklist of all activities to be done each time a lift station is visited. The Department may wish to set up several different levels of maintenance checklists. For instance, the Department could establish a “routine” maintenance checklist for each visit containing routine activities, and a separate work order for more complex, less frequent preventative maintenance activities that may occur on a quarterly or annual basis. The following table shows an example preventative maintenance program for lift station related tasks by their recommended frequency.

Table 6: Example Lift Station Preventative Maintenance Program Frequency Task
Daily / Weekly
• Visually/audibly inspect the lift station
• Record pump hours for each pump. Check for uneven pump run times.
• Wash down the wet well
• Check for sand and sludge accumulation
• Check for indication of high water levels
• Inspect lights and alarm systems
• Complete inspection form
Monthly
• Visually inspect each pump for proper pumping (run each pump by manual control, watch level rise and fall)
• Pump down wet well to lowest point, and make visual inspection • Inspect wet well floats
• Exercise suction and discharge valves
• Test backup generator for reliability
• Complete inspection form

12 CITY OF NORCO
Frequency Task
Quarterly
• Remove excessive grit & grease with VAC truck
• Test generators, under load, for 15-30 minutes
• Inspect pumps (visually check pumps and piping for defects, record amperage readings for each pump)
• Floats should be cleaned and inspected
Annually
• Inspect electrical equipment (wiring, connections, components) for corrosion, or moisture
• Wet wells should be pumped and cleaned
• Submersible level sensors (if applicable) should be cleaned • Inspect and clean check valves
• Pull pumps and perform pump inspection (check wear, oil, and coolant)
Other Duties • Respond to all lift station alarms
• Keep surrounding area of lift station clean
Detailed records of these tasks and their results should be recorded and filed in the city’s work order system . It is also appropriate to have two operators present when conducting lift station operation and maintenance activities for safety considerations. Maintenance of electrical equipment should be performed by a qualified electrician (which the city currently contracts for maintenance) and any staff member entering a confined space should be trained and follow proper protocols.

The Department is in the midst of a multi-year effort to replace an old lift station model known colloquially as “doghouses.” The doghouse lift stations are known for their lack of reliability and the difficulty in servicing them.

Their replacements will provide greater equipment standardization across the lift stations, among other benefits. This greater level of standardization provides an opportunity to develop these preventative maintenance levels of service for all lift stations, based on a single, established level of service. Establishing these proscribed maintenance activities will provide several other benefits to the Department, including:
• Improved awareness of what maintenance activities are being conducted • Greater accountability for completion of maintenance activities • Better labor allocation as the Department learns what staffing needs are required to meet established levels of service
• Reduced risk to the Department’s wastewater infrastructure Expected cost: No direct cost; however, more of the Sewer Technicians' staff time will need to be dedicated to routine inspection and maintenance activities, reducing their capacity to assist with other reactive work orders.

Recommendation 5: Establish a meter replacement program to proactively address failing meters.

The Department utilizes an advanced metering technology known as Automated Metering Infrastructure (AMI).

AMI meters communicate with fixed base stations, which enables near real-time monitoring of water usage and can be a powerful tool in leak detection and water conservation. Meters, like most infrastructure, have an expected usable life, and water utilities often replace their meters via a large capital project, as opposed to doing so through a continuous replacement program that replaces meters as they malfunction.

A comprehensive meter replacement program, where the utility plans for a complete replacement of all meters in the system over a period, provides numerous benefits to the utility. It allows for better work planning than a continuous replacement program, as run-to-failure replacement models will inevitably result in fluctuating workload rates.

Comprehensive replacement also enables better and more efficient communication with customers, which is important as meter replacement activities frequently result in customers being in contact with work crews.

PUBLIC WORKS OPERATIONAL ASSESSMENT 13
Comprehensive replacement protects against revenue losses from aging meters. Finally, comprehensive replacement programs provide a better opportunity for single technology adoption across the meter inventory than run-to-failure replacement. The drawback to a comprehensive meter replacement approach is that they require an intensive financial investment and, due to the short-lived nature of the asset, typically require cash financing, which means that funding must be built up rather than borrowed.

The Department last replaced its meters in 2009 and 2010. The expected useful life for meters ranges from 10 to 20 years depending on the operating environment, condition, and maintenance of the meters. According to data provided by the City, the most recent test was conducted in September 2019. Of the 19 meters tested, they averaged

99.7% accuracy across low, middle, and high flow settings. This is a good level of accuracy and suggests that meters were not in need of immediate replacement. Nevertheless, the City's meters have entered an expected replacement age.

The Department has identified a comprehensive meter replacement program as a capital project within the CIP currently anticipated to occur over five years beginning in FY2026, which the project team supports since the meters will be nearing the end of their expected useful life. We further recommend that the Department proactively plan for this project. Much of the utility industry has been saddled with supply chain bottlenecks since the COVID-19 pandemic, and one of the most widespread and persistent bottlenecks has been AMI meters, with delays being measured in years. Given the industry-wide backlog and unmet demand, the Department should work to proactively source its new meters well in advance of their expected installation. Going forward, and even as this generation of meters are replaced, the Department should continue with a regular meter testing program oriented around testing the largest meters in its system as a revenue protection strategy.

Expected cost: According to the City's draft FY2024-2028 Capital Improvement Program, meter replacement is expected to cost $1.6 million annually and according to staff it will take five fiscal years to replace all meters for a total cost of $8 million.

Recommendation 6: Ensure tools and equipment are standardized across vehicles to improve efficiency of crews in responding to water leaks and breaks.

The City of Norco Public Works Department is responsible for a wide range of operation and maintenance activities, and staff are expected to perform everything from water repairs to equestrian trail maintenance, pothole patching, lift station repairs, and hydrant replacements. Rather than taking a specialization approach where the same workgroup performs the same function each day, each frontline staff member is cross-trained and expected to complete any of the tasks for which the Department is responsible.

This means that all Utility Maintenance Workers, Water Quality Control Technicians, and Sewer Technicians may be asked to install street signs one day, repair fencing the next, and react to water leaks or breaks as needed. All staff are required to have a State of California Grade I Water Distribution Certification, so that they can respond to water leaks or breaks. During interviews with frontline staff, they noted consistently that leaks and breaks are a workload driver and staff reported that they can be pulled into a break or leak job at any moment as breaks and leaks occur.

The project team reviewed work order data and the City completed an average of 262 leak and break work orders per year over the last five years across service lines, water mains, and hydrants. These work orders have increased since 2018, with 353 occurring in 2022. This is a common issue for utilities with aging infrastructure and, although the City has been implementing a robust water mainline capital improvement replacement plan, it will take time for those investments to be felt in the reactive maintenance workload. The following table shows the completed break and leak work orders by asset type from 2018 to 2022.

14 CITY OF NORCO
Figure 2: Completed Break and Leak Work Orders by Asset Type, 2018 to 2022 According to staff there is some seasonality to the leaks and breaks, with more occurring in the summer months when water demand is highest. The project team reviewed work orders by month and there is some increase in summer months, particularly in 2022, but in previous years leaks and breaks were fairly consistent month to month.

On average (since 2018), the lowest month had approximately 15 leak and break work orders and the highest had 29 such work orders. However, looking at work orders by day, there are instances each year when multiple breaks or leaks occur on the same day, and as many as eight have occurred in one day. In 2022, there were 86 such days with multiple breaks or leaks and 48 of those days had three or more leaks or breaks.

The Department's current staffing approach where all staff are cross trained and certified to respond to leaks or breaks provides a significant benefit to the City because they have the flexibility to adjust staffing focus on days when there are multiple breaks or leaks, or times of the year when there more of these call types. Although there can be some cost savings associated with specialization, the Department would lose this flexibility, and the cost of not being able to respond quickly to leaks or breaks in a timely manner outweighs any potential savings. It should be noted that the Department does utilize outside contractors to assist in emergency situations on an as needed basis.

According to staff, not all the Department's vehicles that crews use on job sites are equipped with the same tools and materials. This presents two issues: first, because staff are cross trained and expected to perform multiple duties, they are not always doing the same thing each day and reportedly the beginning of most workdays is spent running down the tools, equipment, and materials staff will need over the course of the day. Second, when multiple leaks or breaks occur on the same day and the same tools and equipment are needed on different job sites, staff reported that it is common to have to go to other job sites to get the tools or materials they need. This is particularly an issue for leaks or breaks, which all staff are expected to perform, but can require specialized tools or materials that are not stocked on every vehicle.

The Department should review the equipment, materials, and tools on each vehicle used by crews on job sites and work to establish a consistent baseline across all vehicles. In particular, the Department should work to have the tools and materials needed to respond to most water leaks and breaks available on all vehicles used by frontline staff.

It is unrealistic to expect each vehicle have every possible tool or material needed for any job, but making the most commonly used tools and equipment more available is reasonable. Over time, as the Department replaces vehicles, 116 97
128 140
201
119
83 89 88
123 12
19 26 40
29 0
50 100
150
200
250
300
350
400
2018 2019 2020 2021 2022
Completed Break and Leak Work Orders
Service Laterals Water Mains Hydrants and Hydrant Laterals

PUBLIC WORKS OPERATIONAL ASSESSMENT 15
it is also an opportunity to review the replacement to create consistency in storage and features to further enhance standardization across vehicles. Making these changes will improve the efficiency and effectiveness of staff in responding to work orders.

Expected cost: Unknown. A cost estimate should be part of identifying the baseline of tools and materials needed across all Public Works fleet vehicles. There will be some increase marginal costs for fleet replacement vehicles if it is determined that larger vehicles or more storage is necessary to create consistency in tools and materials.

Recommendation 7: Monitor Utility Maintenance Worker staffing to ensure adequate capacity to support maintenance programs.

As discussed in the Introduction section of this report, the Public Works Department has worked to be efficient and cost effective by contracting key preventative maintenance programs. These routine, repetitive tasks are important to maximizing the life of assets and would otherwise need to be completed by City staff. This approach allows Public Works maintenance staff to focus on reactive work that has a high amount of visibility with the community and impacts overall perceptions of customer service. These tasks, such as equestrian trail fence repair, pothole patching, or fixing leaks or breaks, will always be a workload driver.

The project team reviewed work order information from the City's Lucity software system to review the reactive workload managed by Public Works. Over the past five years there has been a yearly average of more than 6,000 work orders completed across 14 categories. The largest category is work orders associated with DigAlert, which is a request from developers and property owners to mark the location of underground utilities before digging. Work orders associated with water meters are the next largest category followed by water system maintenance and street maintenance work. The following table shows the number of completed work orders, excluding work completed by or referred to contractors, from 2018 to 2022.

Table 7: Completed Work Orders by Category, 2018 to 2022 Category 2018 2019 2020 2021 2022 Average 2018 to
2022
DigAlert N/A 7 3,921 3,212 3,235 2,593.8
Water Meters 1,644 2,345 2,917 1,299 1,846 2,010.2
Water Maintenance 911 966 375 354 393 599.8
Street Maintenance 348 446 336 276 314 344.0
Public Works General 205 451 406 145 169 275.2
Sewer Maintenance 293 195 101 207 126 184.4
Parkway/Trail Maintenance 173 265 204 130 126 179.6
Inspections 44 108 61 215 128 111.2
Fleet Maintenance 101 103 120 103 105 106.4
Tree Maintenance 130 96 115 65 57 92.6
Water Treatment 253 131 26 7 4 84.2
Water Quality 85 50 85 31 37 57.6
Stormwater Management 21 41 34 17 14 25.4
Water Pumps, Reservoirs,
and Wells 40 26 16 8 2 18.4
Total 4,248 5,230 8,717 6,069 6,556 6,682.8
This reactive workload is an important component of the work done by the Public Works Department, but it is also balanced with special projects and repairs. These special projects might be asset replacements, like a recent effort to update all street signs in the City, or performing traffic control in association with special events or parades. The

16 CITY OF NORCO
Department must also repair or replace equipment like valves or meters as malfunctioning equipment is identified.

According to staff, however, the Department's capacity for these projects and repairs is limited due to the large reactive workload. The sign replacement program has been delayed and, although staff receive a list of water valves that need to be repaired or replaced from a contractor, these are completed as time and resources permit.

In addition, several of the recommendations included in this report will have an impact on the overall capacity of Public Works maintenance staff. As discussed in Recommendation 4, there is a need to establish a routine inspection cycle for lift stations and wastewater system hot spots. This will require additional staff time to complete, and the Sewer Technicians currently help address reactive work orders that the Department receives. Dedicating more time toward wastewater infrastructure inspection and maintenance will reduce the Department's overall capacity for reactive work orders. Additionally, as discussed in Recommendations 3 and 5, the meter replacement program and a potential dead-end main flushing program will require additional staffing capacity to implement.

At the time Raftelis conducted its study, there were only eight Utility Maintenance Workers included in the FY2023 budget. Since then, two additional Utility Maintenance Worker positions were added mid-year and one additional position was added as part of the FY2024 budget. The previous staffing capacity was not sufficient to meet the Department's workload demands and the recommended changes in this report will have impacts on capacity. Raftelis supports this investment in additional staffing and would have made a similar recommendation in the absence of these newly approved positions. However, once staffing has achieved this new level and staff have had a chance to gain experience, the Department should reassess this new staffing level for sufficiency and adjust staffing accordingly.

Expected cost: The salary cost for a vacant Utility Maintenance Worker I position is expected to be $64,397; including the cost of benefits, the total cost of a new position is expected to be $74,269. 9 The additional three positions
added between the FY2023 mid-year change and the FY2024 adopted budget will have an estimated $222,807 cost impact.

POLICY AND REGULATORY COMPLIANCE
As the regulatory environment in the State of California has become more stringent, it has required additional attention and work from staff to implement regulations and ensure the City stays in compliance. There is a need to continue investing in this area as the Public Works Department takes on the impacts of new regulatory areas. There are also internal policies and procedures that should be reviewed and potentially updated to reflect the current realities of work order management and staff recruitment.

Recommendation 8: Increase staffing capacity to meet growing workload demands associated with regulatory compliance.

There are two Administrative Compliance Coordinators (ACCs) within the Public Works Department who are responsible for a wide range of programs and tasks. According to staff, the positions were originally created to follow up on faulty, malfunctioning, or failing meters to reduce the number of estimated readings used during the billing process and to administer the water utility's backflow program. Over time their scope of responsibility increased to include other areas that did not have a clear home within the organization. Both staff work in each area, backing up one another and working together to handle the workload as needed. Currently, the ACCs are responsible for maintenance of water meters, administration of the backflow program, National Pollution Discharge Elimination System (NPDES) compliance, sewer discharge compliance, and trash recycling compliance. 9 Benefits estimate includes employer cost of Medicare, Social Security, and California Public Employees' Pension Reform Act (PEPRA).

PUBLIC WORKS OPERATIONAL ASSESSMENT 17
Meter-related tasks continue to be a primary workload driver for the ACCs. In Norco, ACCs troubleshoot, respond to high or low meter reads, investigate meters that are not transmitting, and perform repairs or replacements on meters as needed. According to data provided by the City, the number of meter-related work orders has increased over the last five years and on average ACCs complete more than 660 meter related work orders per year. The largest category of work orders is for AMI meter failures; these types of issues have increased since 2018 as the meters in the water distribution system age and approach the end of their useful life. The second most common work order type is the need to verify meter reads either due to a high reading, low reading, or no reading. The following table shows the meter related work orders completed by ACCs by issue type from 2018 to 2022.

Table 8: Meter Related Work Orders Completed by Administrative Compliance Coordinators, 2018 to 202210
Issue 2018 2019 2020 2021 2022 Annual Average
2018 to 2022
AMI Failure 332 183 259 412 527 342.6
Broken Meter Box, Valve, Lid, or Line 4 6 1 0 1 2.4
Customer Disconnection or
Reconnection 1 13 3 10 39 13.2
Verify Meter Read 27 223 476 314 388 285.6
Replace or Install Meter 1 18 12 8 9 9.6
Other Meter Issue 9 13 6 16 23 13.4
Total 374 456 757 760 987 666.8
These meter-related tasks are time-consuming because they must be completed as part of each billing cycle. The City does monthly billing for water service and there are four geographic cycles, meaning one cycle is completed each week in a given month. Staff estimate that collectively they spend approximately 25-30 hours a week on meter-related tasks and work orders.

In addition to their meter-related work, the ACCs are responsible for regulatory compliance duties and the inspection and reporting associated with State and Federal regulations. They also manage the City's cross connection control program and backflow device inspection program. This is an important administrative program that supports the integrity of the water distribution system and reduces the risk of untreated water entering into it. Their work includes managing the database of businesses with backflow testers, monitoring inspections, and sending notices to ensure businesses comply. They are also beginning the work to create a fats, oil, and grease (FOG) program to reduce the amount of those substances, which often cause backups that can lead to sanitary sewer overflows (SSOs), from entering the wastewater collection system. Although the City has not adopted a formal FOG program, they are mapping where grease traps and other devices are in the City in anticipation of starting one.

Recently, the ACCs took on the responsibility for two other regulatory areas. First, they now perform inspections related to the City's NPDES on stormwater infrastructure. This includes inspecting more than 100 sites annually.

They also participate in a regional stormwater group with neighboring jurisdictions. The State of California finalized regulations in 2020 on managing organic waste, which requires local governments to reduce the amount of organic waste going to landfills.11 The ACCs have been working with other staff to understand the regulations and are developing strategies for ensuring Norco is in compliance with the new regulations. 10 Summary of water meter related work orders completed by Administrative Compliance Coordinators. 11 State of California, CalRecycle, Climate Pollutant Reduction Strategy, https://calrecycle.ca.gov/organics/slcp/

18 CITY OF NORCO
The current pooled staffing approach to managing the diverse workload of the ACCs has several benefits. First, one specific area may not have enough work associated with it to justify a full-time position, so creating silos would be an inefficient use of staffing resources. Second, by pooling the duties and responsibilities, the Department has crosstrained staff on these diverse topics so, if an individual employee is out of the office or left the organization, there is backup and the other ACC can fill in or cover the additional duties. Third, this approach provides staffing flexibility and allows the ACCs to work together when there is a spike in workload associated with one area. For example, staff work together on verifying meter reads or collecting readings from meters that did not transmit, completing the work more quickly together than one person could alone. Compared to if the work was assigned to specialized personnel, the ACCs can handle spikes in workload associated with things like regulatory deadlines or seasonal changes in the utility system.

Despite the gains in efficiency derived from the model outlined above, the workload associated with these positions continues to increase to the point that staff have a hard time keeping up with all the duties for which they are responsible. As the regulatory environment in the State of California continues to evolve, more attention and work will be necessary to ensure the City manages and complies with new regulations. As mentioned previously, the workload associated with NPDES inspections and compliance was not originally part of the scope of the positions, and as the City has made investments in stormwater infrastructure, the workload associated with this area has increased substantially. New regulations related to solid waste represent a new work area that will fall under their purview. Finally, the Department will have a difficult time fully developing and implementing a FOG program, which is a best practice in the wastewater industry, without additional capacity.

The ACC positions were created out of necessity and have grown and adapted out of necessity. The first ACC was hired with an intent to focus largely on meter-related issues. Over time, the scope of the ACCs’ responsibilities has grown as these individuals were shown to be capable of handling this broad range of responsibilities which the Department otherwise lacked the capacity to address. Their workload and the Department’s demand for their skillset has only grown over time. In larger utilities, at least one person would be responsible for each of the areas of responsibility currently tended to by the ACCs. Finding single individuals with the skills and expertise to handle this broad portfolio has been fortuitous for the Department, and it is aware of what a challenge recruiting additional individuals to fill this role will be. Further, the market rates necessary to attract and retain skilled talent will be considerable.

Looking forward, the City should create a position to deal with the increased workload. Essentially, two paths exist to meet this need. First, the City could relieve some of the workload associated with meters by hiring an individual focused solely on their maintenance and upkeep, such as a Meter Technician or equivalent position. In this scenario, the position would work for and with the ACCs, who could provide supervision to the new position and assist in meter maintenance and upkeep when necessary. This would give the ACCs additional capacity to focus on their other, ever-expanding duties associated with regulatory compliance and monitoring work. A Meter Technician position should be less expensive than adding another ACC. The second alternative would be to hire another ACC.

The benefit of this approach would be a continuation of all the efficiencies and staffing flexibility mentioned above, and provide more capacity to meet regulatory compliance goals, which continue to expand and change. The downside would be the anticipated cost of hiring an individual with the necessary skills to perform all of the duties assigned to this group.

Expected cost: The salary cost for a vacant Administrative Compliance Coordinator position is expected to be $68,332 based on the Norco General Employees Association classification and salary ranges; including the cost of

PUBLIC WORKS OPERATIONAL ASSESSMENT 19
benefits, the total cost of the new position is expected to be $78,807.12 The City does not have a Meter Technician or equivalent job classification, but the salary likely would be similar to a Utility Maintenance Worker I and the cost inclusive of both salary and benefits for a vacant position is $74,269.

Recommendation 9: Monitor turnover and recruitment efforts and revise the standby response time expectations if needed.

To respond to issues or calls outside of regular business hours, the Public Works Department has a standby procedure. There are two frontline staff members who serve as First Standby and Second Standby from Thursday at 6:30 am through Thursday at 6:30 am of the following week. The First Standby employee is required to respond to any after-hours call within 30 minutes and the Second Standby must report within one hour.13 This is a high level of service and provides excellent after-hours service to the community.

During staff interviews there was discussion around this response time expectation and the difficulty in meeting these requirements. According to interviews with multiple City staff, based on the 30-minute response time expectation and the realities of driving in the area, staff must either live within Norco City limits or stay nearby when they are the First Standby. Even for staff that live within City limits, the 30-minute response time provides very little flexibility for their personal lives when assigned this duty.

The recognition of the difficulty of these response requirements among more seasoned staff is likely due to the high amount of turnover in frontline staff the Department experienced over the past two years. In 2022, 33% of frontline positions turned over and in 2021 50% of positions did. This turnover meant there were fewer employees who could serve on standby, which resulted in the remaining staff doing it more frequently. It must be noted that Norco recently took important steps to address turnover and employee retention by increasing salaries and adding to staffing. This appears to have had a positive impact and improved employee morale and attracting experienced candidates to open positions.

The standby response time expectations, however, could still present some challenges to the organization’s retention and recruitment efforts. If neighboring jurisdictions have lengthier response time expectations, this could lead to staff who live further away from Norco seeing them as a better option. The pool of potential applicants for vacant positions could also be affected. Simply put, there are fewer potential applicants within a 30-minute driving radius of the City than a 60-minute or two-hour driving radius.

The City should compare the costs of turnover, recruitment, and training for vacant frontline positions in Public Works against the service level of 30-minute response time on after-hours calls. If over time the applicant pool shrinks or employees leave due to the standby procedure, it may be appropriate to revise the response time expectations.

However, changing this standard does have a tradeoff with customer service. Increasing response times means that after-hours calls or issues will not be addressed as quickly as they currently are. Balancing the competing values of high customer service and recruiting and retaining talented staff is ultimately a policy decision and should be discussed and adopted by City Council.

Expected cost: There is no direct cost expected with this recommendation. 12 Benefits estimate includes employer cost of Medicare, Social Security, and California Public Employees' Pension Reform Act (PEPRA).
13 Memorandum of Understanding Between City of Norco and Utility Works Union of America Local 606, July 1, 2022 to June 30, 2023, Page 10, https://www.norco.ca.us/home/showpublisheddocument/1409/638040421626930000

20 CITY OF NORCO
Recommendation 10: Establish a process for entering new assets and revising location of assets in GIS.

The Public Works Department work order management system, Lucity, works in conjunction with GIS, which allows staff to map work orders and assets in the field. This gives field employees the ability to find the location of assets or equipment that need to be repaired or maintained. Historically, GIS system support and management of the associated database has been handled by an external contractor for the City of Norco. According to staff, this arrangement has worked well in the past because there is no capacity within the City's Information Technology Department to perform this work in-house. The City is currently in the process of finding a new contractor to perform these duties.

Unfortunately, employees report that the GIS data is not always accurate to the actual location of assets in the field.

For example, the GIS system may say the location of a water valve or meter is in one place, but maintenance staff find it several feet from that location. In addition, as-built drawings are not being entered into GIS. Any new construction or changes to the water or sewer systems from capital improvement projects are not being captured in GIS. This problem has impacts in both the short and long-term. In the short term, it means that current staff are not working with accurate data when performing repair or maintenance activities. In the long-term, the lack of accurate data in the system will compound when institutional knowledge is lost via retirements and other circumstances force the agency to rely on the accuracy of the system for operational information and decision making.

Establishing base asset knowledge, or the asset register, "is the foundation for enabling most (asset management) functions," according to the International Infrastructure Management Manual (IIMM).14 Knowing the current state of assets and their location is critical to all maintenance management and planning. It is the first step in asset management and understanding whether infrastructure can meet the demands for service now and in the future.

Accurate asset data is the foundation for infrastructure management, maintenance management and planning, establishing asset value, measuring work performance, and identifying and addressing asset health.

In order to ensure the ongoing accuracy of GIS data, the City should establish a process to revise the location of assets based on what maintenance staff experience in the field. The process should be outlined and communicated to maintenance staff and Public Works Department leadership should ensure the inconsistencies they find are updated in GIS. Essentially, a field data corrections process should be created to assure that adjustments are made when maintenance staff find that an asset is in a different place in the field compared to GIS. It may be appropriate to create a Lucity work order type for these issues, where frontline staff can detail the asset and actual location and that work order can then be assigned to the GIS contractor. Tracking these tasks in Lucity will also allow Department leadership to have visibility of these issues and track the time it takes to address them.

In addition, capturing as-built information from new construction and capital projects, and entering it into both the GIS database and linking associated file types into the GIS attribute tables should be an expectation of the new GIS contractor. Engineering staff should work with the contractor once they are selected to identify the data needed and an appropriate timeline for entering as built information into GIS.

Revising GIS data and entering as built information into GIS in a timely manner should be a performance expectation of the GIS contractor. Clear turnaround times and expectations should be established, and the contractor should be held accountable for meeting those expectations. 14 New Zealand Asset Management Support (NAMS) and Institute of Public Works Engineering of Australia (IPWEA), Quick Guide to the International Infrastructure Management Manual, p. 7.

PUBLIC WORKS OPERATIONAL ASSESSMENT 21
Expected cost: Unknown. Adding a new requirement to the GIS contractor may cause an increase in the per year contract cost. Staff time from both frontline staff and Department leadership will also be necessary to implement the process and ensure changes are made by the GIS contractor.

ENGINEERING AND CAPITAL IMPROVEMENT
A robust capital improvement program is key to ensuring the long-term viability of water and sewer utilities.

Maintenance practices can extend the useful life of assets, but capital rehabilitation and replacement is also necessary to provide high-quality service to customers in the long run. Additional capacity for project management and inspection will ensure proper construction of capital projects, which will serve customers for years and decades to come.

Recommendation 11: Continue planning and investing in water and sewer systems through the Capital Improvement Program (CIP) and increase the capital planning horizon.

At the time of this Organizational Assessment, the Department was producing its first five-year capital improvement program (CIP). The current CIP identifies 23 total capital projects, 17 of which are mainline replacements.

Interviews with Utility Maintenance Workers and other staff frequently involved discussions of main breaks and leaks, and centered on their frequency, cost, and disruption to life. While no data exists to track the cause of overtime, it is likely that breaks and leaks are the leading cause of overtime needs outside of daily rounds conducted by the individual on first standby. Main breaks and leaks are also likely the most expensive reactive maintenance cost incurred by the Department.

According to data provided by the City, in the five-year period of 2018 to 2022, the Department repaired 502 leaks and breaks on its 122 miles of mains, which equates to an annual rate of 82.3 leaks and breaks per 100 miles of pipeline each year. The following table shows the number of completed work orders addressing leaks and breaks on water mains from 2018 to 2022.

Table 9: Completed Water Main Break and Leak Work Orders, 2018 to 2022 Water Main Breaks
and Leaks 2018 2019 2020 2021 2022
2018 to 2022 Average
per 100 Miles of Water
Main15
Breaks 36 14 15 10 19 15.4
Leaks 83 69 74 78 104 66.9
Total 119 83 89 88 123 82.3
The American Water Works Association (AWWA) publishes Utility Benchmarking: Performance Management for Water and Wastewater, which is an industry survey of common benchmarking metrics. The AWWA reports that in 2022, the median utility experiences approximately 18.8 leaks and breaks per 100 miles of pipe, and utilities in the 25th percentile reported 36.1 leaks and breaks per 100 miles of pipe. The City’s water distribution system integrity is significantly degraded compared to even utilities representing the 25th percentile. This can also be a sign of poor asset condition and reflects a specific need related to capital reinvestment. The cost of replacing these assets can be substantial and can increase significantly depending on asset location, size and criticality.

To respond to this apparent need, Norco Public Works will likely need to commit more money to replacing these assets. Due to the cost of this endeavor, the Department should extend their CIP planning horizon to at least ten years. Given the nature (often long-lived) and cost (usually quite expensive) of water and sewer capital assets and 15 Metric calculated using 122 miles of main.

22 CITY OF NORCO
that the time from capital project inception to groundbreaking can routinely take a minimum of three to five years, a ten-year time horizon provides a better opportunity to identify, refine and prioritize future projects. A longer financial planning window gives a utility more time to strategize and appropriate resources necessary to reinvest in the infrastructure. This is especially true when deciding to build a plan around debt or cash financing of certain capital projects. For this reason, the Department should not only continue its capital planning process, but also expand its planning horizon to at least ten years.

Expected cost: Unknown, but project estimates should be presented annually to City Council with the CIP as part of the budgeting process.

Recommendation 12: Increase project management capacity to support CIP implementation.

All water and wastewater utilities have a need for engineering services, but there is no single model for how utilities obtain those services. At one extreme are utilities that conduct nearly all engineering activities in-house, including design. At the other extreme are those utilities that outsource all of their engineering needs. Depending on size, most utilities rely heavily on external engineering firms for design needs, while maintaining some project or construction management capacity in-house. Ultimately, no matter the service delivery model for Norco, one of the primary engineering functions related to capital project delivery is project management. In this context, the "engineering" function of the utility coordinates with the external design engineer during the design phase of a project and then coordinates with the construction contractor during the construction phase. Ultimately, the project manager is responsible for a capital project being completed correctly, on time, and within budget.

As stated in the previous recommendation, the Department has an ambitious and growing CIP; it also has limited engineering capacity. In FY2023, the Department is overseeing 92 projects with a total expected expenditure of over $32 million. To deliver this plan, there are three positions that are focused on capital project delivery, the Public Works Director, Deputy Public Works Director and the Associate Engineer. These three positions are not only responsible for all capital project delivery within the Department, but they are also responsible for several other duties, including plan review and addressing questions and requests from residents and developers. Insufficient engineering staffing can lead to increased project risk in the form of delays and cost overruns.

The current scope and magnitude of capital project delivery combined with other customer service-related duties is greater than should be expected of three individuals. The City should increase engineering staff to create additional project management capacity for the Department. This should be at least one and up to two positions. The additional staffing could be in the form of either engineers or project managers. A project manager would not necessarily have the same skillset as an engineer but could be trained and certified in project management and likely have a lower salary. An engineer would likely have a broader skill set, but unless the Department is willing to pay a premium for an experienced engineer, it would likely be hiring a less experienced individual. In the short term, hiring a project manager would likely be a more cost-effective strategy to expand project management capacity with an experienced individual.

Expected cost: Dependent upon job classifications used and number of positions added the cost impact will vary.

The City does not have a Project Manager or equivalent job classification, but the salary would likely be less than the expected salary for an Associate Civil Engineer. The salary cost for a vacant Associate Civil Engineer position is expected to be $95,862 based on the Norco Middle Management, Professional, and Confidential classification and salary ranges, including the cost of benefits the total cost of a new position is expected to be $110,558. 16 The high
16 Benefits estimate includes employer cost of Medicare, Social Security, and California Public Employees' Pension Reform Act (PEPRA).

PUBLIC WORKS OPERATIONAL ASSESSMENT 23
end of the expected cost impact would be $221,116 for two Associate Civil Engineer positions, but it is recommended the City start with adding one position.

Recommendation 13: Consider insourcing CIP project inspection.

Along with project management (Recommendation 12) a second vital role in the capital project delivery process is the role of inspector. This position is critical to protecting the City’s investments in its infrastructure as the inspector is often the only representative of the City that will lay eyes on an asset as it is being constructed but before it is put into service. The inspector ensures that the City’s capital projects are completed to specifications using correct materials and construction techniques.

An inspector is of most value as an ongoing monitor of the construction process. It need not provide constant supervision of a construction project, but it should observe each step. Catching problems – and catching them early – is the value that inspectors bring to the City. The role of inspector is maximally important in jurisdictions such as California where the Department is required to award construction contracts to the lowest responsible bidder. The city appears to be in the midst of dealing with poor construction quality of year’s past, particularly related to water mains. Anecdotally, at least some of the current main replacement projects are on 50-year-old pipes that should have lasted 100 years but for a lack of inspection when they were first installed. This circumstance underscores the critical role that inspectors play and justifies making an investment in inspection now so that it can pay dividends decades into the future.

Presently, the Department has outsourced its inspection work and does not employ its own inspectors, and to be clear, this assessment did not find fault with the quality or capability of the current contract inspectors. Rather, there is concern about the amount of time that the inspectors are able to spend on each project now and when more projects are planned in the future. Public Works expects to spend over $6 million per year for the next five years in pipeline projects alone. Protecting that investment through adequate inspection is a relatively small expense with potential payoffs for decades to come.

As the workload demand increases, it is recommended that the Department consider bringing at least some inspection in-house. As the system continues to be rehabilitated and expand, in house inspectors can not only enforce construction standards and assure quality-control during construction, and establish direct lines of communication with operations and maintenance staff who will ultimately maintain the infrastructure once the construction project is finished. This would assist in assuring that the mistakes of the past are not repeated, the current system can be more efficiently and effectively maintained, and future designs are improved from the insights gained by utility staff.

The Department may choose to focus the in-house inspectors' time and efforts on either the most specialized projects at the most critical locations or on more routine inspection matters, such as new customer connections. It is likely, given the large amount of capital projects ongoing, that there will still be a need for external contract inspectors. This is a not uncommon model, where the baseline of inspection needs is met with internal resources and “surge” (or specialized) demands are met with contract inspectors. There will be an initial and ongoing cost to the Department in hiring more in-house staff, but the net benefits to the Department should result in reduced risk for change orders in the short term and early capital failure in the long run.

Expected cost: The salary cost for a vacant Public Works Inspector I position is expected to be $76,548; including the cost of benefits, the total cost of a new position is expected to be $88,283. 17 There may be some additional cost
associated with the need for contract inspectors during surges in demand. 17 Benefits estimate includes employer cost of Medicare, Social Security, and California Public Employees' Pension Reform Act (PEPRA).

24 CITY OF NORCO
This page intentionally left blank to facilitate two-sided printing.

PUBLIC WORKS OPERATIONAL ASSESSMENT 25
Conclusion
The purpose of this organizational assessment was to determine if changes to process, policy, technology, and staffing were necessary to support the City of Norco Public Works Department in its efforts to continue providing excellent service to the community and its customers. The recommendations offered by the project team are intended to reduce risks to the Department’s operations and infrastructure by aligning with best practices and improving the effectiveness of current and future staff. Ultimately, they should aid in improving water and sewer operations, regulatory compliance, and long-term capital planning, as well as the policy and procedure changes necessary to support, equip, recruit, and retain talented frontline staff. Four additional full-time positions are recommended to meet this goal.

The following table shows the recommended personnel changes and estimated cost impact. For recommendations where two position classifications or options are possible, the more expensive salary or option is included to show the high-end range of the potential cost impact.

Table 10: Recommended Personnel Changes and Estimated Cost Impact Recommendation Estimated Salary
and Benefits Cost
Water Quality Control Technician I to support water treatment and supply management. $84,028 Administrative Compliance Coordinator or Meter Technician to create capacity for regulatory compliance and monitoring. $78,807
Associate Civil Engineer or Project Manager to support capital project management. $110,558 Public Works Inspector I to support capital project inspection and quality control. $88,283 Total Estimated Personnel Cost $361,676
In addition to these personnel cost impacts, there are anticipated operational and capital cost impacts associated with the recommendations identified in this report. There is a one-time cost associated with conducting a cybersecurity assessment of the Department's SCADA system estimated to be between $25,000 and $50,000. The Department has estimated that replacing water meters will have an $8 million cost over five fiscal years, which has been included in the CIP beginning in FY2026. There is also expected to be a one-time cost associated with standardizing tools and materials across vehicles used by frontline staff, but that cost impact is unknown as of the time of this assessment.

Increasing the requirements on the City's GIS contractor may result in an annual cost increase relative to current operations, but that impact is unknown due to the nature of what would be included in the contracting agreement.

The remaining recommendations included in this report are either not anticipated to have a cost impact or the impact will be on staff time.

Overall, our analysis indicates that the Public Works Department has both highly skilled and knowledgeable employees who take great pride in their work and are committed to providing excellent community service. By implementing the changes recommended in this report, we believe that the level of service Norco’s citizens expect will continue into the future.

City Council

STAFF REPORT
Date: August 2, 2023 Agenda Item:

B.

To: Honorable Mayor and City Council Members
Prepared By: Chad Blais, Public Works Director
Department: Public Works
SUBJECT:

Review of the findings and recommendation of the Temescal Avenue School Circulation Study
RECOMMENDATION:

Provide staff with feedback regarding the recommendations provided in the Temescal Avenue School Circulation Study.

SUMMARY:

School traffic issues are a challenge in many communities, and solutions require collaboration and creative problem-solving approaches. The completion of the Temescal Avenue School Circulation Study and getting consensus on the future solutions is an important first step toward addressing these challenges. RKA will be providing a presentation regarding the results of the study and staff is seeking City Council feedback.

BACKGROUND:

Temescal Avenue is the central travel corridor for three schools: Norco Elementary, Norco Intermediate, and Norco High School. Over the years, especially at the beginning of the school year, the City gets frequent complaints from residents, parents, and the school district regarding excessive traffic creating congestion, illegal parking, long delays in pickup of kids, etc. With the recent elimination of busing for high school and junior high kids, the amount of vehicle traffic has significantly increased. The school district reached out to the City to seek assistance to determine if any adjustments to the roadway could be implemented to alleviate traffic.

The City Manager and the Corona Unified School District came to an agreement that in order to develop potential remedies, the existing conditions must be properly documented and analyzed via a traffic study. RKA developed a proposal to conduct the traffic study and both the City and School District agreed to each pay 50% of the cost. RKA began the work in January 2023 and completed the Temescal Avenue School Circulation Study in June 2023. RKA will be providing an overview of the recommendations of the study and

seeking City Council comments and suggestions. Council is not being asked to commit to any of the recommendations at this time.

FISCAL IMPACT:

The recommendations in the report do not have any estimated costs included. Any recommendations and associated costs that Council might consider implementing will be discussed as part of future budget discussions.

RELATIONSHIP TO STRATEGIC PLAN:

This item supports Strategic Plan item 1.4, which is to strengthen traffic safety in the community.

REVIEWED AND APPROVED BY:

Certified as to Availability of Funds: Lisette Free, Finance Director Approved by: Lori Sassoon, City Manager
Approved as to Form: Harper and Burns, LLC, City Attorney ATTACHMENT(S):

Temescal Avenue School Circulation Study

City of Covina
Landscape Maintenance
City of Norco
and
Corona-Norco Unified School District
Temescal Avenue School Circulation
Study
June 12, 2023
RKA Consulting Group
398 Lemon Creek Drive
Suite E
Walnut, CA 91789

2 | P a g e

TEMESCAL AVENUE SCHOOL CIRCULATION STUDY
City of Norco
And
Corona-Norco Unified School District
Project Certification
The City of Norco, working in conjunction with the Corona-Norco Unified School District, tasked RKA Consulting Group to perform a Traffic Engineering Study related to the impact of vehicles associated with the drop-off and pick-up of students at three schools along Temescal Avenue, within the City of Norco.

In November, 2022, RKA Consulting Group provided the City with a proposal to perform this task, and at the Norco City Council Meeting held on December 21, 2022, the proposal was accepted and a contract awarded to RKA Consulting Group for the study.

The attached report is the culmination of the findings and recommendations performed by Mr. David Gilbertson, Contract City Engineer for the City of Norco, with assistance by Mr. John Leveillee, Municipal Services Engineer with RKA. Both Mr. Gilbertson and Mr. Leveillee are registered Professional Engineers and Registered Traffic Engineers in the State of California.

3 | P a g e

TEMESCAL AVENUE SCHOOL CIRCULATION STUDY
City of Norco
And
Corona-Norco Unified School District
Introduction

BACKGROUND
School traffic issues are a challenge in many communities, and solutions require collaboration and creative problem-solving approaches. Temescal Avenue, along with the surrounding streets and neighborhoods, are impacted by the compounding effect of having three schools (Norco Intermediate, Norco High, and Norco Elementary) in very close proximity to one another. In order to fully comprehend the impacts generated by the traffic associated with the schools and in order to get a consensus on the future solutions to address these challenges, this study gathered data concerning the current issues including 1) obtaining vehicular, pedestrian, and bicycle volumes at all of the major intersections and street segments (see Appendix); 2) performing field observations during both the morning and afternoon peak times; and 3) conducting interviews with school personnel (faculty, crossing guards) at each of the schools.

TEMESCAL AVENUE
The three schools (Norco Intermediate, Norco High, and Norco Elementary) are all located on Temescal Avenue between First Street and Fourth Street (See Exhibit A). Temescal Avenue is a two-lane roadway along this corridor and the current pavement width accommodates a Two-Way Continuous Left Turn Lane (TWCLTL) a.k.a. “Center Turn Median” in front of each of the schools. In front of Norco Elementary School, there are no formal street improvements (curb & gutter, sidewalk) with an equestrian trail adjacent to the school (west side). In front of Norco High School, curb & gutter and sidewalk exists adjacent to the school (east side) with an equestrian trail on the opposite side of the street (west side). In front of Norco Intermediate School, curb & gutter exists on both sides of the street with sidewalk adjacent to the school along the east side only.

BELL SCHEDULES
The hours for each of the schools is as follows:

Norco Elementary
8:45am to 2:42pm (Kindergarten)
8:45am to 2:57pm (1st – 6
th Grade)
Norco High
7:35am to 8:24am (Period 0*)
8:30am to 3:34pm (Periods 1 through 6)
Norco Intermediate
7:55am to 2:23pm

NORCO ELEMENTARY SCHOOL

DR RESERVOIR CORONA AV

RAQUEL TEMESCAL AV

LORI CT

RIDGECREST AV

STAYNER WY

CORONA AV

SECOND ST

FIRST ST
CURTIS

WILLOW DR PINTO LN RD

FIRST ST TEMESCAL AV

GARDEN GROVE AV

DAUGHERTY RD

KINGMAN DR

HILLSIDE LN

BUCKBOARD LN
DR

THIRD ST CITATION DR

LA QUINTA WY

RESERVOIR DR
TEM

AL TONTO BAR LN

HILLSIDE AVHILLSIDE AV HILLSIDE AV NORCO INTERMEDIATE SCHOOL NORCO HIGH SCHOOL

TEMESCAL AV

5 | P a g e
Norco Elementary School

OBSERVATIONS

SUMMARY
Overall, the drop-off and pick-up of students at the Elementary School is efficient. It is much more organized than most schools, however the impact to Temescal Avenue is significant, especially to those motorists who are just trying to pass by the school during the morning and afternoon peak periods of the day.

In general, the morning drop-off periods are more efficient than the afternoon periods for all of the schools.

This is due to the fact that the parents drop-off their children right before school commences and they leave the campus soon after. For the afternoon pick-up, the parents arrive well before school ends and then wait until their children arrive to the vehicle before leaving the campus area.

Existing Conditions
Improvements were recently completed on the campus to enlarge the queuing length for the on-site drop-off and pick-up lane and to expand the parking lot in the front of the campus (See Exhibit B).

Crossing guards are utilized at both of the two (2) existing crosswalks. Push-button operated flashing warning signs identify each of the pedestrian crossings for both directions of travel. The school buses share the same on-site drop-off/pick-up lane as the parents. The kindergarten learning center is on the south end of the campus. Parents entering the campus on foot from the north of the campus typically weave through the parked vehicles in the front parking lot as there is not a direct pedestrian pathway from Temescal Avenue to the front entrance to the campus except for along the perimeter of the parking lot. Parents accessing the campus on foot from the south utilize the existing equestrian pathway at the southerly exit driveway (See Exhibit C). The southerly pedestrian pathway to the school campus is constricted at the join to the City’s equestrian trail due to a significant grade difference and the need for a barrier railing to avoid the tripping hazard caused by the grade change.

Parking on the westerly side of Temescal Avenue from the existing flood control channel to the northern limits of the school is restricted to a 20-minute time limit, however, all the signs are missing. No Parking is posted on the opposite side of Temescal Avenue from the school in front of 1624 and 1675 Temescal Avenue.

Existing Condition – Morning Drop-Off (8:15am to 8:45am) • The single on-site drop-off/pick-up lane at the front of the school is over-taxed and parents are forced to queue outside of the school grounds.
• Parents that are waiting for space in the on-site drop-off/pick-up lane are forced to queue in the southbound travel lane and the northbound center turn median of Temescal Avenue. • The front parking lot is at maximum capacity on most days and it was observed that some of the school faculty utilize Raquel Road (a cul-de-sac street across from the school) for daily parking rather than use the rear parking lot. Consequently, the rear parking lot appears to be underutilized. • Parents park on both sides of Temescal Avenue to drop-off their students. The parents that park along the west side of Temescal Avenue tend to block traffic because the parkway width is inadequate to fit the vehicle and the vehicle encroaches into the southbound travel lane. The parents that park along the east side of Temescal Avenue tend to find other locations to park during inclement weather due to an uneven and muddy shoulder.

6 | P a g e
• The south crosswalk is utilized three (3) times as much as the north crosswalk, presumably by parents and children living nearby or parents who park south of the school to walk their children to the campus.
• A larger percentage of the vehicles come from the south of the campus (First Avenue) and then exit northbound towards Second Avenue.
• The peak drop-off period lasts approximately 20 minutes.

Existing Condition – Afternoon Release/Pick-up (2:40pm to 3:30pm) • The students (kindergarten and elementary) are only released from the campus by the faculty to parents or another adult.
• Kindergarten students are released at 2:40 pm. Many parents park off-site and then walk to the campus and leave the campus in the southerly direction, to either walk home or return to their vehicle parked south of the campus.
• Other kindergarten parents utilize the on-site pick-off lane and have special placards for their vehicles so that their kindergarten children can be walked to the vehicle by school personnel. • Most of the kindergarten students have left the campus by the time the elementary students are released at 3:00pm.
• There are long queues of vehicles on Temescal Avenue and in the on-site pick-up lane. • The southbound travel lane is blocked by these queued vehicles, while the northbound vehicles utilize the center turn median to queue.
• The southbound motorists that are not part of the school traffic must utilize the center turn median to pass the southbound “queued” vehicles and then quickly shift back to the southbound travel lane before they reach the northbound queue blocking the center turn median south of the school. • Parents also park along Temescal Avenue and Raquel Road, then walk to the campus to retrieve their children. These parents primarily utilize the north crosswalk to enter the campus. • The single on-site drop-off/pick-up lane is slow moving and takes nearly 30 minutes to clear. • There is a back-up at the Second Street intersection in the northbound direction, but it clears fairly quickly. There does not appear to be much conflict with the Norco High traffic, as the high school releases at 3:30pm.

9 | P a g e

RECOMMENDATIONS
School District Property Recommendations
The main hinderance to efficient vehicle traffic flow through the campus is the single on-site drop-off/pick-up lane as it does not have sufficient capacity to handle the large volume of vehicles, and thereby forces the parents to queue onto Temescal Avenue. A potential solution would be to add a secondary drop-off/pick-up lane in the rear of the school for those students being retrieved by parents in vehicles (See Exhibit D). The front drop-off/pick-up lane would primarily be for the kindergarten students and the secondary lane in the rear would primarily be for the elementary students. An expansion of the existing asphalt area in the rear of the campus to relocate the faculty parking area would be required, however the large queueing area afforded by this modification would greatly improve the current queueing situation on Temescal Avenue. The secondary drop-off/pick-up lane would be approximately 700 feet long and could provide for the stacking of 28 to 30 additional vehicles.

On-site pedestrian access should be improved by constructing a defined pedestrian pathway through the front parking lot from Temescal Avenue to the front entrance of the campus. This primarily can be accomplished with striping improvements across the parking lot. In addition, the southerly constricted pedestrian pathway should be reconfigured to allow a wider pedestrian pathway to and from the campus (See Exhibit E) and eliminating the constriction in the pathway.

City Right-of-Way Recommendations
The most serious traffic safety issue is the queuing of southbound vehicles that block the travel lane. This can be remedied with the construction of a separate right-turn turn lane into the school campus (See Exhibit F). There appears to be sufficient right-of-way on the west side of Temescal Avenue and it is estimated that the turn pocket should be a minimum of 400 feet long; however, the ultimate length of this turn pocket would be dependent on any on-campus improvements. In order to provide the separate turn pocket, Temescal Avenue would need to be widened an additional 5 feet of pavement width to provide a 10-foot wide turn pocket. The existing equestrian trail width would be decreased to 7-feet wide for the length of the turn pocket. In addition, there are several SCE power poles along this segment of Temescal Avenue which would decrease the clear width of the trail even further to a width of approximately 5 to 6 feet.

In addition to the right turn-lane, it is recommended to construct additional pavement widening on both sides of Temescal Avenue in front of the school. This would allow a shift of the striped lanes to the east by a few feet. This would allow parents to fully utilize the shoulder area on the west side of Temescal Avenue for parking without hindering the travel lanes.

It is also recommended to restore the missing 20-minute parking signs along the west side of Temescal Avenue.

The northbound traffic utilizes the existing center turn median to queue for the afternoon pick-up. This appears to be working effectively; however, the following improvements would improve the situation:
• The existing center turn median between the two school driveways should be restriped to a northbound left-turn pocket.
• Enhance the existing “Keep Clear” zone on Temescal Avenue at the southerly exit driveway and install a new “Keep Clear” zone at the northerly entrance driveway on Temescal Avenue. • The existing center turn median southerly of the existing driveway should be extended further to the south of the campus (See Exhibit G). This would require pavement widening along the east side of

10 | P a g e
Temescal Avenue between the south end of the campus and First Avenue. The exact limits for the extension of the center turn median may need to be extended all the way to First Avenue but would be dependent on any on-campus improvements.

15 | P a g e
Norco Intermediate School

OBSERVATIONS

SUMMARY
Overall, the drop-off and pick-up of students at Norco Intermediate is the most efficient of the three schools observed. In general, the morning drop-off period is more efficient than the afternoon period since the parents’ drop off their children right before school commences and then leave the campus soon after. For the afternoon pick-up, the parents arrive well before school ends and then wait until their children arrive to the vehicle before leaving the campus area.

Existing Conditions
An examination of recent aerial photographs reveals that improvements were recently completed to enlarge the queuing length for the on-site drop-off/pick-up lane. The recent addition of the gymnasium and associated parking lot expansion provides ample parking for staff and visitors (See Exhibit H). However, numerous parents do not utilize the on-site drop-off/pick-up lane but prefer to park on the nearby residential streets adjacent to the campus.

Crossing guards are utilized at one of the two existing crosswalks closest to the campus (Curtis Drive and Ridgecrest Avenue intersections). The crosswalk near Ridgecrest Avenue at the south end of the campus property does not utilize a crossing guard. The crosswalk at Curtis Drive is an uncontrolled mid-block crosswalk, but it is staffed with a crossing guard during the morning and evening student times, and has push-button operated flashing warning signs identifying each of the pedestrian crossings for both directions of travel. The school buses share the same on-site drop-off / pick-up lane as the parents.

Parking on the easterly side of Temescal Avenue in front of the school campus is restricted to a 20-minute time limit. No Parking (red curb) is posted on the east side of Temescal Avenue between the principal school driveways directly in front of the campus.

Existing Condition – Morning Drop-Off (7:30am to 8:00am) • The single on-site drop-off/pick-up lane in front of the school works efficiently. There are some parents that have to queue onto Temescal Avenue at the entrance (both directions), however the parents tend to be courteous to each other and allow parents to alternate their entry into the school from each direction.
• Some parents park on Temescal Avenue to quickly drop off students. However, some of the parents tend to park too close to the driveway openings which presents a sight distance and clearance issue.

Occasionally, parents will make mid-block U-turns on Temescal Avenue to exit the school area due to the wide width of Temescal Avenue in front of the school. • The subdivision across the street from the school (Ridgecrest Avenue, Curtis Drive, and Reservoir Drive) is heavily congested with parents who park and then let their children walk to school across Temescal Avenue at the designated crosswalk to enter the school grounds. • The peak drop-off period lasts less than 15 minutes.

Existing Condition – Afternoon Release (2:24pm to 2:40pm) • Students are released promptly at 2:24pm with minimal school personnel supervision.

16 | P a g e
• Students exiting the campus utilize two gates at the front of the campus. The northerly gate, which is adjacent to one of the classrooms, discharges students along the east side of Temescal Avenue where they then meet their parents that are parked along Temescal Avenue (both sides). • Most of the students utilize the second gate where they meet up with their parents utilizing the onsite drop-off/pick-up lane or utilize the crosswalk at the Curtis Drive intersection. • The crosswalk provides access to parents parked on the west side of Temescal Avenue but primarily for the parents parked on Curtis Avenue, Ridgecrest Drive, and Reservoir Drive in the adjacent subdivision.
• The No Parking zone directly in front of the campus between the principal school driveways are sometimes ignored by the parents during this time.
• The traffic flow in the on-site pick-up lane is very efficient and it clears by 2:40pm. • Minor delays occurred at the intersection of Temescal Avenue and Fourth Street, and at the intersection of Reservoir Drive and Temescal Avenue, but they were minor and cleared relatively quickly.

18 | P a g e

RECOMMENDATIONS
School District Property Recommendations
It is recommended that the school district provide an informational flyer to the parents communicating the benefits and efficiency of the on-site drop-off/pick-up lane in hopes of encouraging more parents to utilize it rather than the adjacent neighborhood for retrieving their students.

City Right-of-Way Recommendations
There are some minor street improvements along Temescal Avenue that are recommended to assist in a more orderly traffic flow in and around the school campus. • Add 10’ of red curb on either side of the main driveway entrance to provide improved vehicular mobility into the school property with improved sight distance. • Enforce the “No Parking” zone directly in front of the school, especially during the afternoon student release.
• A “Keep Clear” zone should be striped on Temescal Avenue at both the entrance and exit driveways. • Eliminate a portion of the 20-minute parking and restrict all parking (during school hours) along the easterly side of Temescal Avenue southerly of the main driveway entrance. This would allow parents in the queue to access the on-site drop-off/pick-up lane to stack along the curb line instead of in the northbound driving lane. That way, the northbound driving lane would be clear for nonschool traffic wanting to bypass the school. • Construct full pedestrian pathway improvements (sidewalk) on one side of the streets in the residential neighborhood surrounding the school west of Temescal Avenue as they currently do not have any defined pedestrian pathways and students are forced to walk in the street (See Exhibit I).

There is sufficient parkway width along these streets, however, several of the existing properties along these streets have constructed fences and walls that encroach into the parkway that would require relocation.

20 | P a g e
Norco High School

OBSERVATIONS

SUMMARY
In general, the morning drop-off period is more efficient than the afternoon period since the parents’ drop off their children right before school commences and then leave the campus soon after. For the afternoon pickup, the parents arrive well before school ends and then wait until their children arrive to the vehicle before leaving the campus area. The pick-up of students at the High School is a very difficult process. The lack of any substantial on-site drop-off/pick-up lane forces vehicles to queue along all lanes of Temescal Avenue adjacent to the school. Consequently, parents that are tardy literally park in any space they feel that they can fit their vehicle into and have no issue with blocking traffic until the student gets to their vehicle.

Exacerbating the issues is the fact that the faculty is allowed to park in the second lane of the parental onsite drop-off/pick-up lane (posted as “No Parking”) which is assigned for student pick-up. In addition, portions of Temescal Avenue north of the main school entrance are currently posted as “20-minute” parking and it seems that vehicles (faculty) are utilizing this area for all-day parking as well. There appears to be minimal enforcement of these parking restrictions.

The intersection at Temescal Avenue and Second Street is the area which is causing the most issues. The vehicular volumes approaching this intersection is triple of any other intersection or street segment in the “school zone” during both the morning and afternoon peak periods (see traffic counts in the Appendix).

During the afternoon release, the traffic conditions adjacent to Norco High would render any emergency vehicle response to the front of the school or any of the residences along the west side of Temescal Avenue nearly impossible.

Existing Conditions
The students arrive and depart the High School through several different transportation modes. A high percentage of the students are conveyed by their parents, however many of the students drive themselves to the campus and utilize the south parking facility for their daily parking needs. A small percentage of students walk or ride their bikes to school. There are smaller buses that tend to utilize the visitor parking area adjacent to the Performing Arts Center.

There are two (2) existing crosswalks on Temescal Avenue in front of the school campus. Push-button operated flashing warning signs identify each of the pedestrian crossings for both directions of travel. No crossing guards are utilized at the high school. As mentioned above, the bus drop-off/pick-up area seems to be concentrated at the visitor parking area, while the parental on-site drop-off/pick-up lane is located immediately north of the High School entrance in front of the Science building (See Exhibit J).

Parking on the easterly side of Temescal Avenue in front of the school campus and on the opposite side of the street is restricted to a 20-minute time limit.

Senate Bill 328 was adopted in 2019 that mandates that schools must start later in California. Beginning this school year, intermediate schools now must start no earlier than 8 a.m. and high schools must start no earlier

21 | P a g e
than 8:30 a.m. This has caused issues at Norco High School because the start of the on-campus sports programs conflicts with the congestion created by the later termination of classes in the afternoon.

Existing Condition – Morning Drop-Off (7:30am to 8:30am) • The parental on-site drop-off/pick-up lane at the front of the campus has dual lanes but is still very short. As previously mentioned, the second lane at this parental on-site drop-off area in front of the Science building is often being utilized for staff parking instead of used as the assigned student dropoff lane. Therefore, the parental drop-off/pick-up lane in over-taxed due to the relatively short length and a portion of it being utilized for faculty parking and parents are forced to queue outside of the school grounds on Temescal Avenue.
• Parents waiting for the on-site drop-off/pick-up lane block the single northbound travel lane of Temescal Avenue and the southbound center turn median.
• Temescal Avenue in front of the school reaches capacity as parents attempt to drop off their students as quickly as possible but are unable to exit the school area due to heavy congestion. • Southbound vehicles (students) on Temescal Avenue utilize the center turn lane to reach the driveway entrance to the southerly student parking lot. A few of these vehicles were observed to exceed the posted speed limit as they approached the driveway entrance. • The large parking lot at the south side of the campus appears to be under-utilized. • The intersection at Temescal Avenue and Second Street reaches capacity very quickly, with lengthy queueing delays.
• The heavily congested traffic conditions make for a difficult situation for the few students who choose to walk to school or ride their bicycles to school.
• The traffic patterns for students driving to school and for parents attempting to drop off their students are comingled and this only exacerbates the congestion. • The peak drop-off period lasts approximately 30-to-40-minutes.

Existing Condition – Afternoon Release (3:00pm to 4:15pm) • Parents picking up their students begin to queue along Temescal Avenue and line-up in the on-site drop-off/pick-up lane at 2:45pm. Some utilize the same visitor parking area in front of the Performing Arts Center for queuing until it reaches maximum capacity. • Prior to school release, the curbside parking area on Temescal Avenue adjacent to the school reaches full capacity. In addition, the northbound travel lane queues with vehicles waiting to utilize the on-site drop-off/pick-up lane.
• The center turn median for southbound traffic is queued nearly to Third Street with vehicles waiting to turn left into the on-site drop-off/pick-up lane.
• By 3:15pm, Temescal Avenue is hard to negotiate for motorists on Temescal Avenue that are not part of the school traffic as they must weave in and out of the center turn median to pass the “queued” vehicles.
• Students are released promptly at 3:34pm without any faculty supervision. • A majority of the students exit the campus utilizing the gates at the front of the school where they meet up their parents utilizing the on-site drop-off/pick-up lane, and at the vehicles parked along Temescal Avenue. Parents even stop in the middle of the travel lanes to allow students to enter the vehicle.
• Some students utilize the crosswalk in front of the school, however this is a safety issue as there is no crossing guard present at the crosswalk and the motorists are hesitant to yield the right-of-way. • The southbound traffic approaching the Second Street intersection is queued up beyond the school driveways within 10 minutes of the student’s release, and soon after, Temescal Avenue is at complete “grid-lock” in the southbound direction.

22 | P a g e
• Traffic along the northbound direction of Temescal Avenue flows slightly better and seems to clear by 3:50pm.
• The queue for the southbound vehicles at the Second Street intersection takes approximately 45 minutes after the student release to clear.

24 | P a g e

RECOMMENDATIONS
School District Property Recommendations
The High School does not have sufficient room on the westerly side of the school fronting Temescal Avenue to develop a larger on-site drop-off/pick-up lane that would be sufficient to serve the large student population of the school.

An alternative would be to reconfigure the large on-site student/faculty parking lot on the south side of the campus to create a secondary drop-off/pick-up lane where the vehicles enter from Temescal Avenue and exit onto Second Street near the Hillside Avenue intersection (See Exhibit K). This secondary drop-off/pickup lane must be large enough to accommodate enough queuing to alleviate the congestion currently experienced along Temescal Avenue. The lane must have a physical separation from the faculty and student parking areas to prevent the comingling of the vehicular path of travel. A separate driveway for entering and exiting the campus that serves the faculty and student parking areas would be needed on Temescal Avenue.

The new drop-off/pick-up lane would be approximately 750 feet long and would allow for 30 vehicles to queue.

Unfortunately, the creation of this new lane would reduce the total number of parking spaces in this lot by approximately 102 spaces which would have a significant impact to the parking available for daily use and for large sporting events that occur after normal school hours. However, since the south parking lot seems to be under-utilized during school hours, this may not be an insurmountable obstacle.

Repositioning or providing additional resources such as campus security and school police to enforce existing parking regulations around the campus would also improve the situation.

City Right-of-Way Recommendations
Street improvements along Temescal Avenue would benefit the flow of traffic in and around the high school campus more than at any other school along Temescal Avenue:
• It is recommended to widened and reconfigure the intersection at Temescal Avenue and Second Street to accommodate turn pockets for the highest turn movements including additional widening of Temescal Avenue and Second Street to accommodate the lengthy approach and departure lanes leaving the intersection (See Exhibit L). A preliminary investigation indicates the widening could be accommodated within the existing right-of-way; however, the acquisition of additional right-of-way (corner cut-off) at one of the corners would allow for safer pedestrian and equestrian movements.

These improvements would reduce the existing equestrian trail width to approximately 6 or 8 feet within the extents of the street widening improvements. • If the widening of the Temescal Avenue and Second Street intersection is not a viable alternative, some minor widening along the easterly side of Temescal Avenue between the school campus and Second Avenue is recommended (See Exhibit M). This would provide additional space for vehicle stacking in the northbound direction which would free up the northbound travel lane and provide a more orderly movement of traffic. There is sufficient right-of-way for these improvements. • A “Keep Clear” zone should be striped on Temescal Avenue at both the entrance and exit driveways. • Add 10’ of red curb on either side of the main driveways to provide improved vehicular mobility into the school property with improved sight distance.
• Enforce the 20-minute limited parking zones adjacent to the campus, especially during the afternoon student release.

28 | P a g e
Conclusions
A significant impact to surrounding streets from school traffic is not an uncommon phenomenon. It occurs at nearly every school across the State, as most schools lack the necessary “extra” real estate to accommodate the two peak periods of traffic on their campuses. The issue became exponentially worse years ago when budgetary constraints reduced or eliminated the ability of school districts to provide bus service for their students. Unfortunately, local jurisdictions are rarely consulted on the placement of schools, and school districts have few if any funding sources available for the required street improvements to mitigate their traffic impacts.

The situation on Temescal Avenue is unique in that there are three schools located in close proximity to each other, all sharing a common roadway as their main point of access. The Norco School District has done an admirable job of staggering the bell schedules for each school so that the traffic impact between schools is minimized. During the course of this study, there was no observed direct traffic impact created from one school which impacted another school. That being said, the residual traffic impact from the Elementary School at the intersection of Temescal Avenue and Second Street has an impact to those parents travelling to the High School, especially during the afternoon student pick-up times. If there are changes to the bell schedules for minimum days or other special events, the potential traffic conflicts could be worsened.

The traffic situation along the Temescal Avenue corridor which was the subject of this study is not ideal.

However, it is important to consider that the worse traffic conditions are limited to the two peak periods associated with student drop-off and pick-up. There is little to no background traffic along Temescal Avenue outside of these periods, and none to consider when school is not in session. This needs to be considered when examining the costs of potential solutions to remedy a situation which occurs for approximately 60 minutes in the morning and 90 minutes in the afternoon.

Throughout this study, we have identified several cost-effective solutions at each of the schools which could improve the safety and traffic conditions for the students, parents, and surrounding property owners.

We have also identified several recommendations which could make the overall drop-off and pick-up situation more efficient at each campus. It is important to remember that each entity involved in this situation has their own interests at heart, however through an open discourse between all parties, an agreement may be reached balancing individual interests and budgetary considerations.

29 | P a g e
Summary of Recommendations

ELEMENTARY SCHOOL
E-1. Additional drop-off/pick-up lane constructed on the side and rear of the school. Requires a significant amount of new paving and a loss of play area.

E-2. Improve pedestrian access across the front parking lot. This can be accomplished by restriping portions of the parking lot. Could lose a couple of existing parking stalls.

E-3. Improve pedestrian access from the equestrian trail at the south end of the campus. The transition from the equestrian trail could be re-graded, with improvements and a realignment to the school sidewalk to create a safe path of travel onto the school campus.

E-4. Construct a new right-turn pocket for southbound traffic into the school. There appears to be sufficient right of way, however it would encroach into the equestrian trail. This would require a significant amount of street widening.

E-5. Pavement widening of Temescal Avenue on both sides of the street. This is proposed across the frontage of the school to increase shoulder parking areas outside of the travel lanes.

Approximately 5’ of paving is recommended on each side of the road.

E-6. Restore the missing 20-minute parking signs along the west side of Temescal Avenue.

E-7. Revise the striping of the center turn median. The addition of “Keep Clear” zones and creation of left-turn pockets will provide additional guidance to the parents and motorists.

E-8. Extend the center median further south along Temescal Avenue. This would require some street widening; however, it would increase the capacity of the northbound left-turn pocket into the school.

INTERMEDIATE SCHOOL
I-1. School to provide information and promote the use of the on-site drop-off / pick-up lane. The current on-site lane at the school has been extended and has the capacity to handle additional traffic.

This could decrease parental traffic from Temescal Avenue.

I-2. Increase the red-curb, no parking areas around the school access driveways. By expanding the no-parking zones around the driveways, this will improve the sight distance for motorists exiting the school campus.

I-3. Enforce the posted parking restrictions on Temescal Avenue. During the field investigation, there was no adherence to the posted parking restrictions along Temescal Avenue.

I-4. Stripe “Keep Clear” zones on Temescal Avenue at the school driveways. This is selfexplanatory and will prevent motorists from blocking the driveways (if enforced).

I-5. Eliminate a portion of the 20-minute parking restriction. The elimination of a portion of this restriction on the east side of Temescal Avenue would allow parents to queue against the curb line, and stay out of the travel lane.

I-6. Improve pedestrian access on the west side of Temescal Avenue. The construction of sidewalks or improved walkways throughout portions of the residential development on the west side of Temescal Avenue will enhance the safety of the children who utilize the crosswalk to access the campus.

30 | P a g e

NORCO HIGH SCHOOL
H-1. Construct a large on-site drop-off / pick-up lane in the existing south parking lot. This would require the entire parking lot to be re-striped, and the circulation pattern between Temescal Avenue and Second Street to be adjusted. It would also remove a significant number of parking stalls.

H-2. School to provide additional resources to enforce existing parking restrictions. This is true especially in and around the existing pick-up / drop-off lane, as well as along Temescal Avenue.

H-3. Intersection improvements at Temescal Avenue and Second Street. The widening of the intersection to accommodate turn pockets for the highest volume turn movements should move traffic through the intersection more efficiently during peak hours.

H-4. Pavement widening along the east side of Temescal Avenue between Second Street and the High School. This pavement widening on the east side of the road could provide additional parking areas for parents during the peak pick-up times.

H-5. Stripe “Keep Clear” zones on Temescal Avenue at the school driveways.

H-6. Paint red curb zones on each side of the school driveways. This will enhance the line of sight for motorists exiting the school grounds.

31 | P a g e
Appendix
Vehicle and Pedestrian Counts

Location: Temescal Ave & Norco High School North Crosswalk City: Norco
Date: 1/26/2023
Day: Thursday
EB WB
6:30 AM 0 0 0
6:45 AM 0 0 0
7:00 AM 0 0 0
7:15 AM 0 0 0
7:30 AM 0 0 0
7:45 AM 4 0 4
8:00 AM 8 0 8
8:15 AM 32 0 32
8:30 AM 2 0 2
8:45 AM 0 0 0
9:00 AM 0 0 0
9:15 AM 0 0 0
9:30 AM 0 0 0
9:45 AM 0 0 0
10:00 AM 0 0 0
10:15 AM 0 0 0
10:30 AM 0 0 0
10:45 AM 0 0 0
11:00 AM 0 0 0
11:15 AM 0 0 0
11:30 AM 0 0 0
11:45 AM 0 0 0
12:00 PM 0 0 0
12:15 PM 0 0 0
12:30 PM 0 0 0
12:45 PM 0 0 0
1:00 PM 0 0 0
1:15 PM 0 0 0
1:30 PM 0 0 0
1:45 PM 0 0 0
2:00 PM 0 0 0
2:15 PM 0 0 0
2:30 PM 0 0 0
2:45 PM 0 0 0
3:00 PM 0 0 0
3:15 PM 0 0 0
3:30 PM 2 14 16
3:45 PM 0 0 0
4:00 PM 0 0 0
4:15 PM 0 0 0
Totals 48 14 62
Prepared by National Data & Surveying Services
Pedestrian Study
TIME Pedestrian TOTAL

Location: Temescal Ave & Norco High School South Crosswalk City: Norco
Date: 1/26/2023
Day: Thursday
EB WB
6:30 AM 1 0 1
6:45 AM 0 0 0
7:00 AM 0 0 0
7:15 AM 1 0 1
7:30 AM 3 0 3
7:45 AM 12 0 12
8:00 AM 46 0 46
8:15 AM 56 0 56
8:30 AM 2 0 2
8:45 AM 0 0 0
9:00 AM 0 0 0
9:15 AM 0 0 0
9:30 AM 0 0 0
9:45 AM 0 0 0
10:00 AM 0 0 0
10:15 AM 0 0 0
10:30 AM 1 0 1
10:45 AM 0 0 0
11:00 AM 0 0 0
11:15 AM 0 0 0
11:30 AM 0 0 0
11:45 AM 0 0 0
12:00 PM 0 0 0
12:15 PM 0 0 0
12:30 PM 0 0 0
12:45 PM 0 0 0
1:00 PM 0 0 0
1:15 PM 0 1 1
1:30 PM 0 0 0
1:45 PM 0 0 0
2:00 PM 0 0 0
2:15 PM 0 0 0
2:30 PM 2 6 8
2:45 PM 0 1 1
3:00 PM 0 2 2
3:15 PM 0 2 2
3:30 PM 0 62 62
3:45 PM 0 11 11
4:00 PM 0 0 0
4:15 PM 0 0 0
Totals 124 85 209
Prepared by National Data & Surveying Services
Pedestrian Study
TIME Pedestrian TOTAL

Location: Temescal Ave & Norco Elementary School North Crosswalk City: Norco
Date: 2/9/2023
Day: Thursday
EB WB
6:30 AM 0 0 0
6:45 AM 0 0 0
7:00 AM 0 0 0
7:15 AM 0 0 0
7:30 AM 0 0 0
7:45 AM 0 0 0
8:00 AM 0 5 5
8:15 AM 0 16 16
8:30 AM 6 12 18
8:45 AM 0 2 2
9:00 AM 1 0 1
9:15 AM 0 0 0
9:30 AM 0 2 2
9:45 AM 0 1 1
10:00 AM 2 1 3
10:15 AM 0 1 1
10:30 AM 0 0 0
10:45 AM 0 0 0
11:00 AM 0 1 1
11:15 AM 1 1 2
11:30 AM 2 0 2
11:45 AM 0 0 0
12:00 PM 1 0 1
12:15 PM 0 0 0
12:30 PM 0 0 0
12:45 PM 0 0 0
1:00 PM 0 0 0
1:15 PM 0 0 0
1:30 PM 0 0 0
1:45 PM 0 1 1
2:00 PM 6 0 6
2:15 PM 0 0 0
2:30 PM 1 8 9
2:45 PM 18 12 30
3:00 PM 79 0 79
3:15 PM 4 0 4
3:30 PM 1 0 1
3:45 PM 0 1 1
4:00 PM 0 0 0
4:15 PM 0 0 0
Totals 122 64 186
Prepared by National Data & Surveying Services
Pedestrian Study
TIME Pedestrian TOTAL

Location: Temescal Ave & Norco Elementary School South Crosswalk City: Norco
Date: 2/9/2023
Day: Thursday
EB WB
6:30 AM 0 0 0
6:45 AM 0 0 0
7:00 AM 0 0 0
7:15 AM 0 0 0
7:30 AM 0 0 0
7:45 AM 0 0 0
8:00 AM 0 2 2
8:15 AM 0 19 19
8:30 AM 12 43 55
8:45 AM 5 0 5
9:00 AM 0 0 0
9:15 AM 0 0 0
9:30 AM 0 0 0
9:45 AM 0 0 0
10:00 AM 0 0 0
10:15 AM 0 0 0
10:30 AM 0 0 0
10:45 AM 0 0 0
11:00 AM 0 0 0
11:15 AM 0 0 0
11:30 AM 0 0 0
11:45 AM 0 0 0
12:00 PM 0 0 0
12:15 PM 0 0 0
12:30 PM 0 0 0
12:45 PM 0 0 0
1:00 PM 0 0 0
1:15 PM 0 0 0
1:30 PM 0 0 0
1:45 PM 0 0 0
2:00 PM 0 0 0
2:15 PM 0 0 0
2:30 PM 0 5 5
2:45 PM 3 10 13
3:00 PM 87 4 91
3:15 PM 2 0 2
3:30 PM 2 0 2
3:45 PM 0 1 1
4:00 PM 0 0 0
4:15 PM 0 0 0
Totals 111 84 195
Prepared by National Data & Surveying Services
Pedestrian Study
TIME Pedestrian TOTAL

Prepared by National Data & Surveying Services
ID: 23-030004-001 Day:

City: Norco Date:

AM 88 0 133 0 AM
NOON 8 0 27 0 NOON
PM 93 0 154 0 PM

AM NOON PM PM NOON AM
0 1 0 0
0 84 22 175
1 35 16 19
0 0 0 0 0 0 0 0
170 7 46 0 TEV 621 102 462 0 0 0 0
34 22 50 1 PHF 0.70 0.85 0.63
0 0 0 0
0 0 1 0

AM NOON PM PM NOON AM
PM 0 0 0 0 PM
NOON 0 0 0 0 NOON
AM 0 1 1 0 AM
Pedestrians (Crosswalks)
Totals (PM) Total Bikes (PM)
0 0

NORTHBOUND
Temescal Ave
Totals (NOON) Total Bikes (NOON)
12:45 PM - 01:45 PM
204 49 167
Totals (AM) 0 Total Bikes (AM)
1st St

EASTBOUND

WESTBOUND
1st St
108 24 128

CONTROL
3-Way Stop(SB/EB/WB)
29 10:00 AM - 02:00 PM
03:00 PM - 04:00 PM 130
Temescal Ave & 1st St
Peak Hour Turning Movement Count
Temescal Ave Thursday
SOUTHBOUND 2/9/2023

PEAK HOURS
2:00 PM - 04:30 PM
07:45 AM - 08:45 AM 346 6:30 AM - 10:00 AM

COUNT PERIODS

AM NOON PM
PM
AM
AM
NOON
PM
PM
NOON
AM
AM
NOON
PM
NOON

PMNOONAMAMNOONPM

PMNOONAMAMNOONPM
0 0
0 0
0 0
00000
0 0
1 0
1 0
0 000000
0 0
0 0
0 0
102
000
0 0
0 0
0 0
000
000
3 0
0 0
0 0
000
000
84 35
0 0
50 46
930154
000
22 16
0 0
22 7
8027
000
175
19 0 0
34 170
880133
110

Prepared by National Data & Surveying Services
ID: 23-030004-002 Day:

City: Norco Date:

AM 0 14 188 0 AM
NOON 0 8 29 0 NOON
PM 0 24 90 0 PM

AM NOON PM PM NOON AM
0 1 0 0
0 102 19 87
1 0 0 0
0 0 0 0 0 22 2 15
0 0 0 0 TEV 341 75 263 0 0 0 0
0 0 0 0 PHF 0.78 0.69 0.61
0 0 0 0
0 0 1 0

AM NOON PM PM NOON AM
PM 0 0 14 11 PM
NOON 0 0 12 5 NOON
AM 0 0 15 22 AM
Pedestrians (Crosswalks)
Totals (PM) Total Bikes (PM)
10 29

NORTHBOUND
Corona Ave
Totals (NOON) Total Bikes (NOON)
01:00 PM - 02:00 PM
101 34 210
Totals (AM) 46 Total Bikes (AM)
1st St

EASTBOUND

WESTBOUND
1st St
0 0 0

CONTROL
1-Way Stop(WB)
31 10:00 AM - 02:00 PM
02:45 PM - 03:45 PM 116
Corona Ave & 1st St
Peak Hour Turning Movement Count
Corona Ave Thursday
SOUTHBOUND 1/26/2023

PEAK HOURS
2:00 PM - 04:30 PM
07:45 AM - 08:45 AM 102 6:30 AM - 10:00 AM

COUNT PERIODS

AM NOON PM
PM
AM
AM
NOON
PM
PM
NOON
AM
AM
NOON
PM
NOON

PMNOONAMAMNOONPM

PMNOONAMAMNOONPM
0 0
0 0
0 0
00000
0 0
0 0
0 0
0 000000
0 0
0 1
0 0
000
000
0 0
0 0
0 0
000
000
0 0
0 0
0 0
000
000
102
0 0 22
0 0
02490
01411
19 0
0 2
0 0
0829
0125
87 0
0 15
0 0
014188
01522

Prepared by National Data & Surveying Services
ID: 23-030004-003 Day:

City: Norco Date:

AM 53 42 13 0 AM
NOON 32 3 3 0 NOON
PM 45 18 12 0 PM

AM NOON PM PM NOON AM
0 1 0 0
0 23 4 16
1 319 171 370
1 0 0 0 0 10 1 3
75 39 102 0 TEV 1176 530 996 0 0 0 0
301 183 249 1 PHF 0.84 0.74 0.83
169 51 89 1
0 0 1 0

AM NOON PM PM NOON AM
PM 0 100 25 4 PM
NOON 0 33 5 5 NOON
AM 0 111 19 3 AM
48 10:00 AM - 02:00 PM
03:00 PM - 04:00 PM 150
Corona Ave & 2nd St
Peak Hour Turning Movement Count
Corona Ave Thursday
SOUTHBOUND 2/9/2023

PEAK HOURS
2:00 PM - 04:30 PM
07:45 AM - 08:45 AM 110 6:30 AM - 10:00 AM

COUNT PERIODS
12:45 PM - 01:45 PM
265 191 317
Totals (AM) 117 Total Bikes (AM)
2nd St

EASTBOUND

WESTBOUND
2nd St
535 236 464

CONTROL
4-Way Stop
Pedestrians (Crosswalks)
Totals (PM) Total Bikes (PM)
55 214

NORTHBOUND
Corona Ave
Totals (NOON) Total Bikes (NOON)

AM NOON PM
PM
AM
AM
NOON
PM
PM
NOON
AM
AM
NOON
PM
NOON

PMNOONAMAMNOONPM

PMNOONAMAMNOONPM
2 0
0 0
0 0
00601
24 2
0 0
0 0
0 000003
1 4
0 1
0 0
000
000
0 0
1 0
1 0
000
000
0 1
0 0
4 0
001
100
23 319
89 10
249
102
451812
100254
4 171
51 1
183
39 3233
3355
16 370
169 3
301
75 534213
111193

Prepared by National Data & Surveying Services
ID: 23-030004-004 Day:

City: Norco Date:

AM 237 96 34 0 AM
NOON 110 38 17 0 NOON
PM 209 43 40 2 PM

AM NOON PM PM NOON AM
0 1 0 0
0 33 13 89
1 96 40 68
0 0 0 0 0 14 5 56
254 114 172 0 TEV 1175 441 845 0 0 0 0
27 45 90 1 PHF 0.87 0.77 0.74
48 21 29 0
0 0 1 0

AM NOON PM PM NOON AM
PM 0 59 38 20 PM
NOON 0 15 22 1 NOON
AM 0 82 155 29 AM
149 10:00 AM - 02:00 PM
03:15 PM - 04:15 PM 245
Temescal Ave & 2nd St
Peak Hour Turning Movement Count
Temescal Ave Thursday
SOUTHBOUND 1/26/2023

PEAK HOURS
2:00 PM - 04:30 PM
07:45 AM - 08:45 AM 498 6:30 AM - 10:00 AM

COUNT PERIODS
12:30 PM - 01:30 PM
150 63 90
Totals (AM) 86 Total Bikes (AM)
2nd St

EASTBOUND

WESTBOUND
2nd St
387 165 364

CONTROL
4-Way Stop
Pedestrians (Crosswalks)
Totals (PM) Total Bikes (PM)
64 200

NORTHBOUND
Temescal Ave
Totals (NOON) Total Bikes (NOON)

AM NOON PM
PM
AM
AM
NOON
PM
PM
NOON
AM
AM
NOON
PM
NOON

PMNOONAMAMNOONPM

PMNOONAMAMNOONPM
3 0
11 2
0 5
00460
48 5
0 35
127
0 9
0020032
0 0
0 0
0 1
230
000
0 0
0 0
0 0
000
000
0 0
0 0
0 4
000
060
33 96
29 14
90 172
2094340
593820
13 40
21 5
45 114
1103817
15221
89 68
48 56
27 254
2379634
8215529

Prepared by National Data & Surveying Services
ID: 23-030004-005 Day:

City: Norco Date:

AM 0 549 75 0 AM
NOON 0 91 4 0 NOON
PM 0 191 60 1 PM

AM NOON PM PM NOON AM
0 1 0 0
0 63 12 96
1 0 0 0
0 0 0 0 0 30 16 36
0 0 0 0 TEV 1194 243 673 0 1 0 0
0 0 0 0 PHF 0.74 0.87 0.69
0 0 0 0
0 0 1 0

AM NOON PM PM NOON AM
PM 0 0 257 70 PM
NOON 0 0 97 23 NOON
AM 0 0 373 65 AM
109 10:00 AM - 02:00 PM
03:00 PM - 04:00 PM 321
Temescal Ave & 3rd St/East leg
Peak Hour Turning Movement Count
Temescal Ave Thursday
SOUTHBOUND 1/26/2023

PEAK HOURS
2:00 PM - 04:30 PM
07:30 AM - 08:30 AM 469 6:30 AM - 10:00 AM

COUNT PERIODS
12:30 PM - 01:30 PM
131 27 140
Totals (AM) 221 Total Bikes (AM)
3rd St/East leg

EASTBOUND

WESTBOUND
3rd St/East leg
0 0 0

CONTROL
1-Way Stop(WB)
Pedestrians (Crosswalks)
Totals (PM) Total Bikes (PM)
107
585

NORTHBOUND
Temescal Ave
Totals (NOON) Total Bikes (NOON)

AM NOON PM
PM
AM
AM
NOON
PM
PM
NOON
AM
AM
NOON
PM
NOON

PMNOONAMAMNOONPM

PMNOONAMAMNOONPM
0 0
0 0
0 0
00000
0 84
0 1
6 0
11 000000
0 0
0 0
0 0
000
011
0 0
0 0
0 0
000
000
0 0
0 2
0 0
030
010
63 0
0 30
0 0
019160
025770
12 0
0 16
0 0
0914
09723
96 0
0 36
0 0
054975
037365

Prepared by National Data & Surveying Services
ID: 23-030004-006 Day:

City: Norco Date:

AM 2 376 0 0 AM
NOON 0 53 0 1 NOON
PM 2 187 0 0 PM

AM NOON PM PM NOON AM
0 1 0 0
0 0 0 0
0 0 0 0
0 1 0 0 0 0 0 0
0 0 2 0 TEV 757 129 433 0 0 0 0
0 0 0 1 PHF 0.74 0.77 0.60
27 6 40 0
0 0 1 0

AM NOON PM PM NOON AM
PM 8 28 166 0 PM
NOON 0 3 65 0 NOON
AM 0 11 341 0 AM
66 10:00 AM - 02:00 PM
02:15 PM - 03:15 PM 168
Temescal Ave & Ridgecrest Ave
Peak Hour Turning Movement Count
Temescal Ave Thursday
SOUTHBOUND 2/9/2023

PEAK HOURS
2:00 PM - 04:30 PM
07:30 AM - 08:30 AM 341 6:30 AM - 10:00 AM

COUNT PERIODS
12:45 PM - 01:45 PM
0 0 0
Totals (AM) 235 Total Bikes (AM)
Ridgecrest Ave

EASTBOUND

WESTBOUND
Ridgecrest Ave
13 4 30

CONTROL
1-Way Stop(EB)
Pedestrians (Crosswalks)
Totals (PM) Total Bikes (PM)
59 403

NORTHBOUND
Temescal Ave
Totals (NOON) Total Bikes (NOON)

AM NOON PM
PM
AM
AM
NOON
PM
PM
NOON
AM
AM
NOON
PM
NOON

PMNOONAMAMNOONPM

PMNOONAMAMNOONPM
9 0
0 0
0 0
00000
2 0
0 0
0 0
0 1190112
0 0
0 0
0 0
020
020
0 0
0 0
0 0
000
000
0 0
1 0
0 0
000
010
0 0
40 0
0 2
21870
281660
0 0
6 0
0 0
0530
3650
0 0
27 0
0 0
23760
113410

Prepared by National Data & Surveying Services
ID: 23-030004-007 Day:

City: Norco Date:

AM 0 0 0 0 AM
NOON 0 0 0 0 NOON
PM 0 0 0 0 PM

AM NOON PM PM NOON AM
0 0 0 0
0 0 0 0
1 64 21 50
0 0 1 0 0 10 4 6
0 0 0 0 TEV 206 52 195 0 0 0 0
26 16 37 1 PHF 0.49 0.68 0.57
38 4 30 0
0 0 1 0

AM NOON PM PM NOON AM
PM 0 35 0 18 PM
NOON 1 2 0 4 NOON
AM 0 48 0 38 AM
0 10:00 AM - 02:00 PM
02:15 PM - 03:15 PM 0
Curtis Dr & Reservoir Dr
Peak Hour Turning Movement Count
Curtis Dr Thursday
SOUTHBOUND 2/9/2023

PEAK HOURS
2:00 PM - 04:30 PM
07:15 AM - 08:15 AM 0 6:30 AM - 10:00 AM

COUNT PERIODS
11:45 AM - 12:45 PM
55 20 64
Totals (AM) 40 Total Bikes (AM)
Reservoir Dr

EASTBOUND

WESTBOUND
Reservoir Dr
98 23 100

CONTROL
No Control
Pedestrians (Crosswalks)
Totals (PM) Total Bikes (PM)
9 44

NORTHBOUND
Curtis Dr
Totals (NOON) Total Bikes (NOON)

AM NOON PM
PM
AM
AM
NOON
PM
PM
NOON
AM
AM
NOON
PM
NOON

PMNOONAMAMNOONPM

PMNOONAMAMNOONPM
0 0
0 0
0 0
00000
0 9
0 0
0 0
0 000000
0 1
1 0
0 0
000
100
0 0
0 0
0 0
000
000
0 0
0 0
0 0
000
000
0 64
30 10
37 0
000
35018
0 21
4 4
16 0
000
204
0 50
38 6
26 0
000
48038

Prepared by National Data & Surveying Services
ID: 23-030004-009 Day:

City: Norco Date:

AM 0 0 0 0 AM
NOON 0 0 0 0 NOON
PM 0 0 0 0 PM

AM NOON PM PM NOON AM
0 0 0 0
0 0 0 0
1 62 46 68
0 0 0 0 0 64 41 202
0 0 0 0 TEV 859 257 567 0 0 0 0
44 55 96 1 PHF 0.76 0.81 0.68
218 57 115 0
0 0 1 0

AM NOON PM PM NOON AM
PM 0 141 0 89 PM
NOON 0 31 0 27 NOON
AM 0 203 0 124 AM
0 10:00 AM - 02:00 PM
02:15 PM - 03:15 PM 0
Temescal Ave & 4th St
Peak Hour Turning Movement Count
Temescal Ave Thursday
SOUTHBOUND 1/26/2023

PEAK HOURS
2:00 PM - 04:30 PM
07:30 AM - 08:30 AM 0 6:30 AM - 10:00 AM

COUNT PERIODS
01:00 PM - 02:00 PM
185 82 168
Totals (AM) 179 Total Bikes (AM)
4th St

EASTBOUND

WESTBOUND
4th St
271 77 203

CONTROL
3-Way Stop(NB/EB/WB)
Pedestrians (Crosswalks)
Totals (PM) Total Bikes (PM)
98 420

NORTHBOUND
Temescal Ave
Totals (NOON) Total Bikes (NOON)

AM NOON PM
PM
AM
AM
NOON
PM
PM
NOON
AM
AM
NOON
PM
NOON

PMNOONAMAMNOONPM

PMNOONAMAMNOONPM
0 0
0 2
0 0
00000
7 9
0 0
0 0
0 000000
0 0
0 0
0 0
000
000
0 0
0 0
0 0
000
000
0 0
0 0
0 0
000
000
0 62
115 64
96 0
000
141089
0 46
57 41
55 0
000
31027
0 68
218 202
44 0
000
2030124

Prepared by National Data & Surveying Services
ID: 23-030004-010 Day:

City: Norco Date:

AM 60 364 0 0 AM
NOON 3 49 0 0 NOON
PM 36 130 0 0 PM

AM NOON PM PM NOON AM
0 1 0 0
0 0 0 0
0 0 0 0
0 0 1 0 0 0 0 0
76 15 43 0 TEV 1221 221 653 0 0 0 0
0 0 0 1 PHF 0.88 0.81 0.74
262 44 123 0
0 0 1 0

AM NOON PM PM NOON AM
PM 0 165 155 0 PM
NOON 0 57 53 0 NOON
AM 0 168 291 0 AM
Pedestrians (Crosswalks)
Totals (PM) Total Bikes (PM)
93 626

NORTHBOUND
Temescal Ave
Totals (NOON) Total Bikes (NOON)
12:30 PM - 01:30 PM
0 0 0
Totals (AM) 253 Total Bikes (AM)
3rd St/West leg

EASTBOUND

WESTBOUND
3rd St/West leg
228 60 202

CONTROL
3-Way Stop(NB/SB/EB)
68 10:00 AM - 02:00 PM
03:00 PM - 04:00 PM 198
Temescal Ave & 3rd St/West leg
Peak Hour Turning Movement Count
Temescal Ave Thursday
SOUTHBOUND 1/26/2023

PEAK HOURS
2:00 PM - 04:30 PM
07:30 AM - 08:30 AM 367 6:30 AM - 10:00 AM

COUNT PERIODS

AM NOON PM
PM
AM
AM
NOON
PM
PM
NOON
AM
AM
NOON
PM
NOON

PMNOONAMAMNOONPM

PMNOONAMAMNOONPM
1 0
0 0
0 0
00000
10 0
0 0
0 0
0 0030014
0 0
0 0
0 0
000
110
0 0
0 0
0 0
000
000
0 0
2 0
0 0
000
010
0 0
123 0
0 43
361300
1651550
0 0
44 0
0 15
3490
57530
0 0
262 0
0 76
603640
1682910

City Council

STAFF REPORT
Date: August 2, 2023 Agenda Item:

2.A.

To: Honorable Mayor and City Council Members
Prepared By: Dana Roa, City Clerk
Department: City Clerk
SUBJECT:

Waive Reading of all Ordinance Adoptions on this Agenda and Read by Title Only.

RECOMMENDATION:

Waive reading, by title only, of all Ordinances and Resolutions. Said Ordinances and Resolutions which appear on the agenda shall be determined to have been read by title and further reading waived.

REVIEWED AND APPROVED BY:

City Council

STAFF REPORT
Date: August 2, 2023 Agenda Item:

2.B.

To: Honorable Mayor and City Council Members
Prepared By: Dana Roa, City Clerk
Department: City Clerk
SUBJECT:

Approval of City Council Regular Meeting Minutes
RECOMMENDATION:

Approve the City Council Regular Meeting Minutes of July 19, 2023.

REVIEWED AND APPROVED BY:

Certified as to Availability of Funds: Lisette Free, Finance Director Approved by: Lori Sassoon, City Manager
Approved as to Form: Harper and Burns, LLC, City Attorney ATTACHMENT(S):

Draft City Council Minutes July 19 2023

DRAFT MINUTES
City Council
Wednesday, July 19, 2023
City Council Chamber – Norco City Hall
2820 Clark Avenue, Norco, CA 92860
CALLED TO ORDER 5:00 PM
ROLL CALL Robin Grundmeyer, Mayor
Kevin Bash, Mayor Pro Tem
Katherine Aleman, Council Member
Berwin Hanna, Council Member
Greg Newton, Council Member
A. WORKSHOP
Strategic Plan Update
Communication Manager Newton presented the 2023 update of the 2022-2026 Strategic Plan.

Following discussion and without formal motion the Mayor and City Council received and ordered filed the Strategic Plan Update.

CLOSED SESSIONS
Mayor Grundmeyer adjourned to Closed Sessions at 5:36 p.m.

Conference with Legal Counsel - Existing Litigation
Paragraph (1) of subdivision (d) of Section 54956.9
Name of case: In re City of Norco FPPC 18/789
Conference With Legal Counsel - Anticipated Litigation
Significant exposure to litigation pursuant to paragraph (3) of subdivision (d) of Section 54956.9: 1 potential case
Conference with Labor Negotiator
Agency designated representatives: City Manager Sassoon Employee organization: Utility Workers Union of America Conference with Real Property Negotiation
Pursuant to Government Code 54956.8
Property: 130-240-008
City Negotiator: City Manager Lori Sassoon
Under Negotiation: Price and Terms

City Council Minutes - July 19, 2023
Conference with Real Property Negotiation
Pursuant to Government Code 54956.8
Property:192-180-005
City Negotiator: City Manager Lori Sassoon
Under Negotiation: Price and Terms
RECONVENED PUBLIC SESSION - 6:05 PM

REPORT OF ACTION(S) TAKEN IN CLOSED SESSION
City Attorney Burns stated there were no reportable actions taken on item related to Labor Negotiations and stated the remainder of Closed Sessions will be heard at the end of the meeting.

PLEDGE OF ALLEGIANCE
Council Member Greg Newton

INVOCATION
Mayor Robin Grundmeyer led the invocation.

PRESENTATIONS
Proclamation - Parks Make Life Better Month
Mayor Grundmeyer presented a Proclamation recognizing the month of July as Parks Make Life Better Month to Community Service Director Anglin and Staff on behalf of the community.

Community Service Director Anglin spoke regarding her appreciation for the City Council, Staff and the Community for supporting the parks and services.

Norco Horseweek Presenting Donations
Representatives from Norco Horseweek Committee presented monetary donations to Norco Animal Shelter in the amount of $9,000, Norco High School FFA in the amount of $8,000, Norco Senior Center in the amount of $10,000, Norco Senior and Pet Relief $10,000 and NART in the amount of $2,500.

INTRODUCTION - ITEM WAS CONTINUED.

Bryson Keener
CAL FIRE Battalion Chief
B. 2023 COMMITTEE/COMMISSION ANNUAL RECRUITMENT
2023 Annual Committee/Commission Appointments

City Council Minutes - July 19, 2023
City Clerk Roa presented the report on the Annual Recruitment of Commissions and Committees. She outlined the vacancies, reviewed the requirements to apply for a City Commission or Committee and reviewed the process taken for the recruitment.

Mayor Grundmeyer opened public comments.

The following applicants spoke on their behalf: Carolyn Morse, Linda Chavez - Gaffney, Aaron Williams, Mike Thompson, Sam Tavallodi, Kevin Emenaker, Mark Long, Audrey Pavia, Sean Gill, Sherry Walker, Mike Williams, Victor Sandoval, Omar Sanchez, Michelle Heasley, Sandra Hernandez, Rich Beesmer, Connor Knox, Matthew Knox, Vicki Leonard, Danny Azevedo, and Skylar Kasey provided a video.

Mayor Grundmeyer closed Public Comments.

City Clerk Roa processed the Measure R Citizen's Oversight Committee vacancy via Randomdraw.org. The five applicants that were chosen to fill the vacancies were Susan Olmstead-Bowen, Richard Beesmer, Jerry Burke, Sean Gill and Victoria Leonard who will fill the unscheduled vacancy term ending June 2025.

City Clerk Roa opened discussion with Mayor and City Council to either appoint an applicant for the Planning Commission at the current City Council meeting or opt to interview applicants at a later date.

Following discussion, the Mayor and City Council made a motion to appoint an applicant to fill the Planning Commission vacancy at the current City Council Meeting.

City Clerk Roa provided Planning Commission Ballots to each Council Member and the vote was unanimous for incumbent Danny Azevedo.

City Clerk Roa began appointment process for the Historic Preservation and Agriculture Heritage Commission, Parks and Recreation Commission, and Street, Trails and Utilities Commission by providing an individual ballot to the Mayor and each Council Member for each Committee and Commission.

City Clerk Roa and Public Works Director Blais, as observer, tallied ballots for each Committee/Commission and provided the appointed names to the City Council.

City Council Minutes - July 19, 2023
The Council appointed the following applicants to the Historic Preservation and Agricultural Heritage Commission:

Carolyn Morse - Unanimous 5-0
James Yellis - Unanimous 5-0
Sam Tavallodi - 4 -1 Votes, Mayor Grundmeyer, Mayor Pro Tem Bash, Council Members Aleman and Hanna. Council Member Newton voting Dan Letbetter.

Michelle Heasley - 4-1 Votes, Mayor Grundmeyer, Mayor Pro Tem Bash, Council Members Aleman and Newton. Council Member Hanna voting Sherry Walker.

David Meadows - 3-2 Votes, Mayor Grundmeyer, Mayor Pro Tem Bash and Council Member Newton. Council Members Hanna and Aleman voting Dan Letbetter.

The Council appointed the following applicant to the Parks and Recreation Commission:

Kathryn Grossman - 3-2 Votes, Mayor Pro Tem Bash and Council Members Aleman and Newton. Mayor Grundmeyer voted Victor Sandoval and Council Member Hanna voted Aaron Williams.

The Council appointed the following applicants to Streets, Trails and Utilities Commission:

Audrey Pavia - Unanimous
Michael Williams - Unanimous
Sherry Walker - 4-1 Votes, Mayor Grundmeyer, Mayor Pro Tem Bash, Council Members Newton and Hanna. Council Member Aleman voting Aaron Williams Michael Thompson - 4-1 Votes, Mayor Grundmeyer, Mayor Pro Tem Bash, Council Members Newton and Hanna. Council Member Aleman voting Linda Chavez-Gaffney.

City Clerk Roa opened discussion with Mayor and City Council for a motion to approve list of George Ingalls Veteran Committee members to be appointed to the newly established Veterans Commission.

Following discussion, motion was made to appoint Veteran Committee members as outlined int he staff report to the newly established Veterans Commission.

City Clerk Roa provided Youth Commissioner Ballots to each Council Member to choose 1 Youth Applicant to each Committee and Commission.

City Clerk Roa and Public Works Director Blais, as observer, tallied ballots for each Committee/Commission and provided the appointed names to the City Council.

City Council Minutes - July 19, 2023
The City Council appointed the following youth to the following committees/commissions:

Sandra Hernandez to Historic Preservation and Agriculture Heritage Commission
Omar Sanchez to the Measure R Citizens' Oversight Commission Matthew Knox to the Parks and Recreation Commission
Henry Langlois to the Planning Commission.

Conner Knox to the Streets, Trails and Utilities Commission.

All voting ballots will be uploaded for public view on the City website.

M/S BASH/NEWTON Approve applicants selected by random draw for Measure R Citizens Oversight Committee. The Motion was carried by the following roll call vote:

AYES: GRUNDMEYER, BASH, ALEMAN, HANNA, AND NEWTON
NOES: NONE
ABSENT: NONE
ABSTAIN: NONE
M/S HANNA/GRUNDMEYER To appoint applicant to Planning Commission with no interviews. The Motion was carried by the following roll call vote:

AYES: GRUNDMEYER, BASH, ALEMAN, HANNA, AND NEWTON
NOES: NONE
ABSENT: NONE
ABSTAIN: NONE
M/S ALEMAN/HANNA To appoint Veteran Committee members as outlined in the staff report to the newly established Veterans Commission. The Motion was carried by the following roll call vote:

AYES: GRUNDMEYER, BASH, ALEMAN, HANNA, AND NEWTON
NOES: NONE
ABSENT: NONE
ABSTAIN: NONE

1. CITY COUNCIL REPORTS ON REGIONAL BOARDS

City Council Minutes - July 19, 2023
Mayor Grundmeyer, Mayor Pro Tem and Council Members provided reports on their recent individual participation in committees, commissions, regional boards and community organizations.

2. CONSENT CALENDAR
a) Approval of Consent Calendar as Presented
M/S BASH/GRUNDMEYER Approve Consent Calendar as Presented. The Motion was carried by the following roll call vote:

AYES: GRUNDMEYER, BASH, ALEMAN, HANNA, AND NEWTON
NOES: NONE
ABSENT: NONE
ABSTAIN: NONE

2.A. Waive Reading of all Ordinance Adoptions on this Agenda and Read by Title Only.

Action: Waived reading, by title only, of all Ordinances and Resolutions. Said Ordinances and Resolutions which appear on the agenda shall be determined to have been read by title and further reading waived.

2.B. Approval of City Council Regular Meeting Minutes.

Waived: Approved the City Council Regular Meeting Minutes of June 21, 2023.

2.C. Acceptance of the Norco MDP Lateral N-1C Extension Storm Drain Project as Complete
Action: Accepted the Norco MDP Lateral N-1C Extension Storm Drain Project as complete and authorized the City Clerk to file the Notice of Completion with the County of Riverside.

2.D. Approval of Memorandum of Understanding for Norco General Employees Association (NGEA) and Salary Schedules for FY 2023-24 and 2024-25.

Action: Adopted Resolution No. 2023-43 to approve Memorandum of Understanding between the City of Norco and Norco General Employees Association for July 1, 2023, through June 30, 2024, and Adopted Resolution No. 2023-44 to approve the salary schedules for FY 2023-24 and 2024-25.

City Council Minutes - July 19, 2023

2.E. Approval and Adoption of Salary and Benefits Related to Management and MidManagement/ Confidential Personnel for Fiscal Year 2023-24 and 2024-25 and add City Manager classification to the Salary Schedule Action: Adopted Resolution No. 2023-45, to approve and update the Salary and Benefits for Management Personnel for Fiscal Years 2023-24 and 2024-25; and Resolution No. Resolution No. 2023-46, to approve and update the Salary and Benefits for Mid-Management/Confidential Personnel for Fiscal Years 2023-24 and 2024-25 and add City Manager classification to the Salary Schedule.

2.F. Quarterly Investment Report for Quarter Ended June 30, 2023 Action: Received and filed the Quarterly Investment Report for the Quarter Ended June 30, 2023.

2.G. Participation in the County of Riverside's Urban County Program for Fiscal Years 2024-25, 2025-26, and 2026-27
Action: Adopted Resolution No. 2023-47, authorizing participation in the County of Riverside's Urban County Program for Fiscal Years 2024-25, 2025-26 and 2026-27; and approved the Cooperation Agreement for the Community Development Block Grant, Home Investment Partnerships Program and Emergency Solutions Grant.

2.H. Cooperative Funding Agreement between the City of Norco and the Riverside County Flood Control & Water Conservation District for the Norco Elementary School Storm Drain Project
Action: Approved the Cooperative Funding Agreement between the City of Norco and Riverside County Flood Control & Water Conservation District (RCFC&WCD) to design and construct the Norco Elementary School Storm Drain Project, subject to nonsubstantive changes and approval by the Riverside County Board of Supervisors; and authorize the Mayor to execute the agreement.

2.I. Acceptance of Bids and Award of Contract for the Reservoir Drive and 1525 Hamner Avenue Improvements
Action: Accepted bids and awarded a contract to Wright Construction Engineering Corp, Inc. for the Reservoir Drive and 1525 Hamner Avenue Improvements in the amount of $269,162.50 and authorized the City Manager to approve contract change orders up to 10 percent of the total bid amount.

City Council Minutes - July 19, 2023

2.J. Consideration of an update to the City's resolution establishing restricted parking areas, adding time limited parking for "Bus Parking Only" at Riverview Elementary School
Action: Adopted Resolution 2023-49 to add time-limited parking for School Buses in front of Riverview Elementary School.

2.K. Authorize Appropriation of Funds for Emergency Repairs to Shadow Canyon Action: Approved appropriation of funds in the amount $76,986 and authorized the City Manager to approve contract change orders up to 10% of the original contract amount.

2.L. Disposition of City Council Regular Meeting of September 20, 2023.

Action: Canceled September 20, 2023, Meeting and scheduled a Special Meeting for Monday, September 18, 2023.

2.M. Acceptance of Bids and Award of Contract for the Temescal Avenue Improvements (Sixth St to Seventh St)
Action: Accepted bids and awarded a contract to Onyx Paving Company, Inc. for the Temescal Avenue Improvements - Sixth St. to Seventh St. in the amount of $1,727,000 and authorized the City Manager to approve contract change orders up to 10 percent of the total bid amount.

2.N. Proposition 218 Process and Procedures for Landscape Maintenance Districts 2 & 3
Action: Authorized staff to initiate the Proposition 218 process to seek property owner approval for Landscape Maintenance District 2 with a proposed increase of 16%, and Landscape Maintenance District 3 with a proposed increase of 19%.

2.O. Norco Fair Lease and Event Agreement
Action: Approved 5-Year Lease and Event Agreement with the Norco Fair Committee for the annual event held at the George Ingalls Equestrian Event Center.

2.P. Norco Mounted Posse PRCA Rodeo Lease and Event Agreement Action: Approved 5-Year Lease and Event Agreement with the Norco Mounted Posse Committee for the annual PRCA Rodeo held at the Ingalls Equestrian Event Center.

City Council Minutes - July 19, 2023

3. ITEM(S) PULLED FROM CONSENT CALENDAR
There were no items pulled from the Consent Calendar.

4. PUBLIC COMMENTS
Aaron Williams spoke in support of recommendation from STUC Committee to maintain backyard trails.

Bonnie Slager reminded community that it is Norco Fair button time at a cost of $15. She also spoke of her concerns about back yard trails and E Bikes on the Trails.

5. DISCUSSION / ACTION ITEM(S)

5.A. Approve Professional Services Contract with RHA Landscape ArchitectsPlanners, Inc. for the Parks and Public Facilities Master Plan Needs Assessment and Amend the FY 23-24 Measure R Budget.

Community Services Director Anglin presented staff report and introduced Doug Groves from RHA Landscape Architects Planners to present.

Mr. Groves presented Parks and Public Facilities Master Plan Needs Assessment presentation an answered questions from the Mayor and City Council.

Mayor Grundmeyer opened Public Comments.

There were no Public Comments at this time.

Mayor Grundmeyer closed Public Comments.

The Mayor and City Councill discussed concerns and asked questions of Staff and the Consultant which were addressed.

Following discussion motion was made.

M/S BASH/HANNA Approve Professional Services Contract with RHA Landscape Architects-Planners, Inc. for the Parks and Public Facilities Master Plan Needs Assessment in an amount not-to-exceed $225,355; and appropriate additional

City Council Minutes - July 19, 2023
funds in the amount of $175,355 from Measure R to the is project. The Motion was carried by the following roll call vote:

AYES: GRUNDMEYER, BASH, ALEMAN, AND HANNA
NOES: NEWTON
ABSENT: NONE
ABSTAIN: NONE

5.B. Consideration of next steps regarding retention of State Legislative Advocacy services
City Manager Sassoon presented the report on the disposition of the contracted State Legislative Advocacy Services we currently have.

Mayor Grundmeyer opened Public Comment.

There was no Public Comment at this time.

Mayor Grundmeyer closed Public Comment.

The Mayor and City Council discussed concerns and asked questions of staff which were addressed.

Following discussion motion was made.

M/S BASH/ALEMAN To terminate contract with State Legislative Advocacy Services at this time. The Motion was carried by the following roll call vote:

AYES: GRUNDMEYER, BASH, ALEMAN, HANNA, AND NEWTON
NOES: NONE
ABSENT: NONE
ABSTAIN: NONE

5.C. Adopt a First Amended and Restated City Manager Employment Agreement and Adopt a Resolution Establishing the Salary Step Assignment for the City Manager.

City Manager Sassoon left the Chamber at this time.

City Attorney Burns presented the report regarding the City Managers Employment Agreement and establishing the Salary Step Assignment for the City Manager.

City Council Minutes - July 19, 2023
Mayor Grundmeyer opened Public Comments.

There were no Public Comments at this time.

Mayor Grundmeyer closed Public Comments.

The Mayor and City Council commented on item and asked questions which were addressed by staff.

Following discussion motion was made.

M/S BASH/HANNA Adopt a First Amended and Restated City Manager Employment Agreement and Adopt Resolution: 2023-48 Establishing the Salary Step Assignment for the City Manager. The Motion was carried by the following roll call vote:

AYES: GRUNDMEYER, BASH, ALEMAN, HANNA, AND NEWTON
NOES: NONE
ABSENT: NONE
ABSTAIN: NONE

6. CITY COUNCIL / STAFF COMMUNICATIONS
City Manager Sassoon reminded Community and Staff of the excessive heat warnings for the next few weeks and asked that the Community check on their neighbors. She reminded the Leadership Team to manage staff to keep them safe in this heat.

Council Member Newton discussed the overgrowth on Norco Hills Road and asked staff to look into it.

Council Member Aleman thanked staff for a great July Fourth event and asked Community Services Director Anglin to review the cooling center locations.

Community Services Director Anglin reminded the community of the cooling center locations and hours.

Mayor Pro Tem Bash asked staff to connect with Monica Green at Norco College regarding the construction project on Third Street and Hamner Avenue and to remind community that E Bikes are not allowed on trails. He also discussed trees on Corona Avenue at the new project.

7. ADJOURNMENT

City Council Minutes - July 19, 2023
Mayor Grundmeyer adjourned to Closed Sessions in Memory of Jean Hoffman at 9:48 pm
Mayor Grundmeyer reconvened regular public session at 10:21 p.m.

City Attorney Burns stated that there were no reportable actions held in Closed Sessions.

Mayor Grundmeyer adjourned the meeting at 10:22 p.m.
_________________________________
Dana Roa, CMC
City Clerk

City Council

STAFF REPORT
Date: August 2, 2023 Agenda Item:

2.C.

To: Honorable Mayor and City Council Members
Prepared By: Michelle Anglin, Community Services Director Department: Community Services
SUBJECT:

Approval and Adoption of Resolution Authorizing Submittal of Grant Application for the 2023 Federal Transit Administration (FTA) Section 5310 Call for Projects.

RECOMMENDATION:

Adopt Resolution No. 2023-50, authorizing submittal of grant application for the 2023 Federal Transit Administration (FTA) Section 5310 – Enhanced Mobility of Seniors and Individuals with Disabilities Program call for projects.

SUMMARY:

The City Council will consider authorizing the approval of the Federal Transit Administration (FTA) Section 5310 grant application submittal for the current Seniors on the Move Transportation Program.

BACKGROUND:

The goals of the Federal Transit Administration Section 5310 Enhanced Mobility of Seniors and Individuals with Disabilities Grant is to improve mobility for seniors and individuals with disabilities by removing barriers to transportation services and expanding the transportation mobility options available. The Section 5310 grant provides financial assistance for transportation services planned, designed and carried out to meet the special needs of seniors and individuals with disabilities when public transportation is insufficient, inappropriate, or unavailable. Eligible projects include capital expenses (ADA accessible vehicles, cameras, mobile radios, scheduling software), mobility management (travel training, call center service) and operating assistance (salaries, gas, vehicle maintenance). Historically for operating assistance there has been a required 50% local match and if it was a capital expenditure, (Vehicles/Equipment/Mobility Management), there was a required 20% local match. However, this match requirement is covered by federal funds for this 2023 cycle and there is no local share required as long as the awarded project stays within the grant amount.

The City of Norco Rose M. Eldridge Senior Center currently operates the Seniors on the Move Transportation Program, partially funded by the Riverside County Transportation Commission Measure A Grant. The program helps meet the transportation needs of seniors, veterans, disabled and limited English proficiency residents in the City of Norco and surrounding communities. Most importantly the transportation service helps individuals who may otherwise experience barriers to using public transportation to maintain their independence, and by doing so, improves their quality of life. Many of the individuals who benefit from this free service do not have the ability to complete their trips otherwise and the specialized service provides riders with safe transportation to and from their destinations.

The Seniors on the Move Transportation Program operates with one full-time driver and one part-time driver with a fleet of two shuttle vehicles; a 2019 Ford E-450 Super Duty and a 2009 Ford E-450 Super Duty. The Community Services Department will apply for Section 5310 funding to replace the 2009 Ford E-450 that with over 298,000 miles has met it's life expectancy and is due for replacement. The vehicle has fully depreciated, with $11,887 in depreciation funds for vehicle replacement. Furthermore, in the past year, the vehicle has required multiple mechanical repairs, therefore, it is in the best interest of the Seniors on the Move Transportation Program that staff requests approval and adoption of this resolution to apply for this competitive Section 5310 grant.

City Council adoption of this resolution is required to apply for funding under the Federal Transit Administration Section 5310 grant program.

FISCAL IMPACT:

If the City is granted Section 5310 funds, there will be no fiscal impact as a local match is not required in this current grant cycle and the general fund will not be used to fund the purchase of this asset.

RELATIONSHIP TO STRATEGIC PLAN:

This action is consistent with Strategic Plan Direction No. 3 - Economic Development and Financial Stability: Assure financial stability by expanding development efforts, diversifying revenue sources and continuing prudent financial management.

REVIEWED AND APPROVED BY:

Certified as to Availability of Funds: Lisette Free, Finance Director Approved by: Lori Sassoon, City Manager
Approved as to Form: Harper and Burns, LLC, City Attorney ATTACHMENT(S):

Reso No 2023-50_Caltrans 5310 Grant

RESOLUTION NO. 2023-50

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF NORCO,
AUTHORIZING THE FEDERAL FUNDING UNDER FTA SECTION 5310 (49 U.S.C. SECTION 5310) WITH CALIFORNIA DEPARTMENT OF
TRANSPORTATION.

WHEREAS, the U. S. Department of Transportation is authorized to make grants to states through the Federal Transit Administration to support capital projects for non-urbanized public transportation systems under Section 5310 of the Federal Transit Act (FTA C 9070.1G); and WHEREAS, the California Department of Transportation (Department) has been designated by the Governor of the State of California to administer Section 5310 grants for transportation projects for seniors and individuals with disabilities; and WHEREAS The City of Norco desires to apply for said financial assistance to permit operation of paratransit service in the City of Norco and surrounding communities; and WHEREAS, the City of Norco has, to the maximum extent feasible, coordinated with other transportation providers and users in the region including social service agencies.

NOW, THEREFORE, BE IT RESOLVED that the City of Norco hereby authorizes the Community Services Director or their designee, to file and execute applications on behalf of City of Norco with the Department to aid in the financing of capital projects pursuant to Section 5310 of the Federal Transit Act (FTA C 9070.1G), as amended.

That the Community Services Director or their designee, is authorized to execute and file all certification of assurances, contracts or agreements or any other document required by the Department.

That the Community Services Director or their designee, is authorized to provide additional information as the Department may require in connection with the application for the Section 5310 projects.

That the Community Services Director or their designee, is authorized to submit and approve request for reimbursement of funds from the Department for the Section 5310 project/s.

PASSED AND ADOPTED by the City Council of the City of Norco, California, at a regular meeting held on August 2, 2023.
________________________
Robin Grundmeyer, Mayor
City of Norco, California

Resolution No. 2023-50

August 2, 2023
ATTEST:
_________________________
Dana Roa, CMC, City Clerk
City of Norco, California
I, Dana Roa, City Clerk of the City of Norco, California, do hereby certify that the foregoing Resolution was introduced and adopted by the City Council of the City of Norco, California, at a regular meeting thereof held on August 2, 2023, by the following vote of the City Council:

AYES:

NOES:

ABSENT:

ABSTAIN:

IN WITNESS WHEREOF, I have hereunto set my hand and affixed the official seal of the City of Norco, California, on August 2, 2023.
__________________________
Dana Roa, CMC, City Clerk
City of Norco, California

City Council

STAFF REPORT
Date: August 2, 2023 Agenda Item:

2.D.

To: Honorable Mayor and City Council Members
Prepared By: Chad Blais, Public Works Director
Department: Public Works
SUBJECT:

Declaring Water Conservation Shortage Response Level 1 - Watch Condition RECOMMENDATION:

Adopt Resolution 2023-51 lowering the City's water conservation measures from Level 2 to Level 1, restricting certain water uses in the City of Norco, California.

SUMMARY:

On May 24, 2023, Governor Newsom issued an executive order that directs the State Water Resources Control Board to lift the water restrictions to match current water supply condition across the State. As a result, staff is recommending adoption of the attached resolution that will implement water conservation measures as described in the City of Norco Municipal Code Section 14.04.220 for Water Shortage Response Level 1 - Water Shortage Watch Condition, which encourages voluntary water conservation of 10 percent..

BACKGROUND:

On March 22, 2022, Governor Gavin Newsom issued an executive order directing the State Water Resources Control Board (Board) to consider adopting emergency regulations to increase water conservation. The Executive Order includes a request that the Board require urban water suppliers to implement Level 2 of their water shortage contingency plans, establish water shortage response actions for urban water suppliers that have not submitted water shortage contingency plans, taking into consideration model actions that the Department of Water Resources, and establish a ban on the irrigation of non-functional turf by entities in the commercial, industrial, and institutional sectors.

On June 15, 2022, the City Council adopted Resolution 2022-31 which enacted a Level 2 water conservation shortage (alert condition) which would require all water users to reduce their water usage up to 20 percent.

During early 2023, the State experienced above average rainfall and snowpack which significantly replenished the State's reservoirs to pre-drought levels. Based on the new water storage conditions, Governor Newsom issued an executive order on March 24, 2023 that directs the State Water Resources Control Board to lift the water restrictions to match current water supply condition across the State.

Although the State mandated conservation restrictions has now been lifted, staff is recommending that City Council continue to promote water conservation by enacting a Level 1 water conservation shortage (watch condition) which would encourage voluntary water conservation of 10 percent. Staff is recommending City Council adopt Resolution 2023-XX lowering the City's water conservation measures from Level 2 to Level 1, restricting certain water uses in the City of Norco, California.

FISCAL IMPACT:

Staff has determined there will be nominal costs associated the public messaging requirements related to reducing the emergency conservation restrictions which can be absorbed as part of the existing Water Operations and Maintenance Budget.

RELATIONSHIP TO STRATEGIC PLAN:

The implementation of Water Shortage Response Level 1 is consistent with Strategic Plan Direction No. 4 - Communication & Stakeholder Experience: Enhance the stakeholder experience, engage the community, and build brand awareness through proactive, effective and consistent communication.

REVIEWED AND APPROVED BY:

Certified as to Availability of Funds: Lisette Free, Finance Director Approved by: Lori Sassoon, City Manager
Approved as to Form: Harper and Burns, LLC, City Attorney ATTACHMENT(S):

Reso No 2023-51 Drought - Resolution

RESOLUTION NO. 2023-51

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF NORCO,

CALIFORNIA TO ADOPT WATER CONSERVATION SHORTAGE
RESPONSE LEVEL 1 (WATCH CONDITION) PURSUANT TO

REDUCED MANDATORY WATER CONSERVATION ESTABLISHED

BY THE STATE WATER RESOURCES CONTROL BOARD

EMERGENCY WATER CONSERVATION REGULATION
WHEREAS, the City of Norco (“City”) owns and operates a public water system, serves more than 3,000 customers, is considered an “urban water supplier” as defined in Water Code section 10617, and is subject to the Urban Water Management Planning Act; and
WHEREAS, On March 22, 2022, Governor Gavin Newsom issued an executive order directing the State Water Resources Control Board (State Water Board or Board) to consider adopting emergency regulations to increase water conservation. The Executive Order includes a request that the Board require urban water suppliers to implement Level 2 of their water shortage contingency plans, establish water shortage response actions for urban water suppliers that have not submitted water shortage contingency plans, taking into consideration model actions that the Department of Water Resources, and establish a ban on the irrigation of non-functional turf by entities in the commercial, industrial, and institutional sectors; and
WHEREAS, On June 15, 2022, the City Council adopted Resolution 2022-31 which enacted a Level 2 water conservation shortage (alert condition) which would require all water users to reduce their water usage up to 20 percent; and WHEREAS, in early 2023, above average rainfall and snowpack has dramatically rehabilitated surface water storage across the State; and WHEREAS, On March 24, 2023, Governor Newsom issued an executive order that directs the State Water Resources Control Board to lift the water restrictions to match current water supply condition across the State; and WHEREAS, although the State mandated conservation requirements has now been lifted, the City has decided to continue to promote water conservation by enacting a Level 1 water conservation shortage (watch condition) which would encourage voluntary water conservation of 10 percent; and

Resolution No. 2023-51

August 2, 2023
WHEREAS, pursuant to Section 14.04.220(I), water use restrictions will be approved by resolution of the City Council in the event of a critical water availability situation; and
NOW THEREFORE, BE IT RESOLVED the City of Norco City Council adopt a resolution to implement water conservation measures as described in the City of Norco Municipal Code Section 14.04.220 for Water Shortage Response Level 1 – Water Shortage Watch Condition, and shall provide notice to water service customers as described in Norco Municipal Code Section 14.04.220.

PASSED AND ADOPTED by the City Council at a regular meeting held on August 2, 2023.
.
_______________________________
Robin Grundmeyer, Mayor
City of Norco, California
ATTEST:

Dana Roa, CMC, City Clerk
City of Norco, California
I, Dana Roa, City Clerk of the City of Norco, do hereby certify that the foregoing Resolution was adopted by the City Council of the City of Norco, California at a regular meeting thereof held on August 2, 2023 by the following vote of the City Council:

AYES:

NOES:

ABSENT:

ABSTAIN:

IN WITNESS WHEREOF, I have hereunto set my hand and affixed the official seal of the City of Norco, California, on August 2, 2023.

Dana Roa, CMC, City Clerk
City of Norco, California

City Council

STAFF REPORT
Date: August 2, 2023 Agenda Item:

2.E.

To: Honorable Mayor and City Council Members
Prepared By: Amanda Hamilton, Facilities and Maintenance Director
Department: Facilities and Maintenance
SUBJECT:

Amendment to the Public Asset Dedication Criteria Policy RECOMMENDATION:

Approve the Amendment to the Public Asset Dedication Criteria Policy SUMMARY:

The rebranding of the Ingalls Event Center has been a priority with the new addition of The Barn. Staff is utilizing marketing strategies to increase revenues at the Ingalls Event Center. By working with a consultant, staff has created marketing collateral to promote the Ingalls Event Center and its individual versatile venues. The amendment to the Public Asset Dedication Criteria Policy will exclude the renaming of The Barn and The Turf at the Ingalls Event Center to ensure consistency with the marketing plan and developed wayfinding signage.

BACKGROUND:

Staff, along with the Barn Subcommittee, has worked with a branding consultant to create a cohesive stakeholder experience at the Ingalls Event Center. This includes a new brand, property signage, maps, monument signs, and a microsite. There is a need to keep the brand consistent and in order to do so, staff recommends excluding The Barn and The Turf from the Public Asset Dedication Criteria Policy. The current Public Asset Dedication Criteria Policy was approved by the City Council on October 21, 2020 and is included as Attachment A.

This request has also been reviewed by The Barn Subcommittee. Staff recommends revising the policy to ensure that additional costs do not impact the City as a result of a future dedication. The City of Norco has various available public assets that were intentionally constructed to recognize outstanding individuals, specifically the George A.

Ingalls Veterans Memorial Plaza and the Kathy Azevedo Spirit of Norco Monument that will open in Fall 2023.

The proposed amended Public Asset Dedication Criteria Policy is included as Attachment B. Minor formatting changes were made to clarify the process outlined in the policy, along with the updated department name.

FISCAL IMPACT:

Not applicable for this item.

RELATIONSHIP TO STRATEGIC PLAN:

The amendment of the Parks and Facilities Dedication Program Policy closely aligns with Strategic Direction No. 4 - Communication and Stakeholder Experience: Enhance the stakeholder experience, engage the community, and build brand awareness through proactive, effective and consistent communication.

REVIEWED AND APPROVED BY:

Certified as to Availability of Funds: Lisette Free, Finance Director Approved by: Lori Sassoon, City Manager
Approved as to Form: Harper and Burns, LLC, City Attorney ATTACHMENT(S):

Attachment A 2020 Public Asset Dedicaiton Criteria
Attachment B 2023 Public Asset Dedicaiton Criteria

CITY OF NORCO

DEPARTMENT OF PARKS, RECREATION AND COMMUNITYSERVICES
Public Asset Dedication Criteria
Past or present resident of the City of Norco
The Nominee made an outstanding contribution towards Norco’s lifestyle and /or development of the public asset to be dedicated by demonstrating unusual and unselfish time devoted to helping others or whose good deeds have helped and/or influenced the lives of others.

The Nominee provided visibility, promoted the use of or enhanced the composition of the public asset above and beyond normal efforts.

The request must be submitted to the Parks, Recreation and Community Services Office for review by the Parks and Recreation Commission.

The name of the Nominee is to be submitted in a formal request with a biography addressing items 1, 2, &3.

Include a petition with a minimum of seventy-five (75) Norco resident names supporting this request with name, address, phone number and signature.

The Nominating individual/group willfurnish the cost of purchasing and engraving the plaque and or any costs associated with the Dedication or naming of the facility, park, or building.

The Parks and Recreation Commission shall review and advise the Council regarding the merits of all nominations.

The Nominee must then be approved by the City Council.
(a) Please note: ifrequesting a special memorial area or dedication, i.e., park area, tree, playground equipment, park bench, room or a public asset; the above criteria will apply.
(b) Please be advised you should use a format similar to this example. Make sure to identify plainly the name, address and phone number of the contact person for this request as well as the purchasing party for the plaque.

Example: We, the undersigned, do hereby request the City of Norco consider dedicating (description of the facility) for the following reasons. (Your biography or listing of reasons may be in a brief paragraph description format.) After your description, provide a minimum listing of seventy-?ve (75) Norco resident names that include the name, address and phone number.

City Council Approved October, 2020

ATTACHMENT A
2020 PUBLIC ASSET DEDICATION CRITERIA -

CURRENT POLICY

August 2, 2023

ATTACHMENT B
2023 PUBLIC ASSET DEDICATION CRITERIA

CITY OF NORCO

DEPARTMENT OF FACILITIES AND MAINTENANCE
Public Asset Dedication Criteria

1. The Nominee shall be a past or present resident of the City of Norco.

2. The Nominee made an outstanding contribution towards Norco’s lifestyle and/or development of the public asset to be dedicated by demonstrating unusual and unselfish time devoted to helping others or whose good deeds have helped and/or influenced the lives of others.

3. The Nominee provided visibility, promoted the use of or enhanced the composition of the public asset above and beyond normal efforts.

4. The nominating individual/group shall submit the following items to the Facilities and Maintenance Department:
a) Name of the Nominee with a biography addressing Items 1, 2 and 3. • Use the format in the example below. Make sure to identify the name, address, and phone number of the contact person for this request. • Example: We, the undersigned, do hereby request the City of Norco consider dedicating (description of the public asset) for the following reasons. The biography or listing of reasons may be in a brief paragraph description format.
b) Petition with a minimum of 75 Norco resident signatures supporting this request with name, address, phone number and signature.

6. The nominating individual/group will furnish the cost of purchasing and engraving the plaque and or any costs associated with the dedication or naming of the public asset.

7. The Parks and Recreation Commission shall review and advise the City Council regarding the merits of all nominations.

8. The City Council shall review all nominations recommended by the Parks and Recreation Commission.

Public Asset Exclusions: The Barn at Ingalls Event Center The Turf at Ingalls Event Center

City Council

STAFF REPORT
Date: August 2, 2023 Agenda Item:

2.F.

To: Honorable Mayor and City Council Members
Prepared By: Chad Blais, Public Works Director
Department: Public Works
SUBJECT:

Authorization to increase contract amount for the FY 2022-23 Residential Street Overlay Project
RECOMMENDATION:

Approve additional contract amount of $6,000 for the FY 2022-23 Residential Street Overlay Project.

SUMMARY:

Eagle Paving, Inc. was awarded a contract to conduct grind and overlay of 11 residential streets in an amount of $1,236,000, plus the City Manager was authorized to approve change orders up to 10 percent of contract award amount. The contract needs to be increased in order to pay project costs that exceeded the original contract award amount plus the 10 percent contingency previously authorized. Staff recommends the approval of additional contract amount in the amount of $6,000 above the 10 percent contingency for the FY 2022-23 Residential Street Overlay Project.

BACKGROUND:

On December 7, 2022, the City Council awarded a contract to Eagle Paving, Inc. to construct the FY 2022-23 Residential Street Overlay Project. The awarded contract was to complete the grind and overlay of eleven streets for a bid amount of $1,263,000 with approved change orders up to 10 percent, or $126,300. Please note, staff removed one of the streets (Golden West) due to a conflict related to an upcoming storm drain project.

The project experienced unexpected issues related to unknown subsurface conditions that required minor to significant change orders totaling $132,171. The primary costs associated with the additional funding request were due to the remediation of large areas of unconsolidated subgrade (significant water saturation) that could not be compacted properly to re-install the asphalt roadway. This required the contractor to perform cement treatment work on Canyon Ridge Circle and Kingman Drive as significant portions of each roadway had unconsolidated subgrade problems. The contractor also performed numerous 6" to 8" localized dig-outs in locations where only small portions of the roadways had subgrade issues.

Based on the additional work required to complete the project, staff is recommending City Council to approve an increase of $6,000 to the contract for a total project cost of $1,395,300 ($1,263,000 + $126,300 + $6,000). Sufficient funds for this project exist in the 2023-27 CIP Budget to provide for the increase in the contract.

FISCAL IMPACT:

The FY 2022-23 Residential Street Overlay Project is a combination of 11 individual street improvement projects that were approved as Capital Improvement Projects (CIP) in the Measure R Fund and Measure A Fund Budgets for FY 2022-23. Funds in the amount of $1,900,000 were budgeted for FY 2022-23 which is sufficient for the contract award amount including the 10% contingency. City Council previously authorized a contract award amount of $1,389,300 ($1,263,000 plus 10% contingency). The request for an additional $6,000 will result in an overall project construction contract amount of $1,395,300. This amended construction contract amount in conjunction with design costs of $46,230 result in total costs below the overall budget amount of $1,900,000.

RELATIONSHIP TO STRATEGIC PLAN:

The increased contract amount request is consistent with Strategic Direction #5 – “Ensure timely preservation, replacement, improvement and acquisition of infrastructure and capital assets."
REVIEWED AND APPROVED BY:

Certified as to Availability of Funds: Lisette Free, Finance Director Approved by: Lori Sassoon, City Manager
Approved as to Form: Harper and Burns, LLC, City Attorney

City Council

STAFF REPORT
Date: August 2, 2023 Agenda Item:

2.G.

To: Honorable Mayor and City Council Members
Prepared By: Chad Blais, Public Works Director
Department: Public Works
SUBJECT:

Acceptance of Storm Drain Easement Dedications for the Citation Drive Storm Drain Project (APN's 123-160-005, 123-160-032 & 123-160-033)
RECOMMENDATION:

Accept the offers of dedication of the public storm drain easements on 2510 Citation Drive (APN 123-160-032), 2490 Citation Drive (APN 123-160-033) and APN 123-160-005 (Citation Drive), authorize the Mayor to sign the Certificates of Acceptance and direct the City Clerk to file the Certificates of Acceptance with the County of Riverside Recorder’s Office.

SUMMARY:

The property owners of 2510 Citation Drive, 2490 Citation Drive and APN 123-160-005 (Citation Drive) are offering for dedication to the City of Norco a public easement for storm drain purposes. The easement documents have been prepared and are ready for acceptance by City Council for recordation.

BACKGROUND:

Citation Drive (private street) incurs flooding during rain events due to the northerly extents of the cul-de-sac being the lowest point on the street. The Citation Drive Storm Drain Project is being designed to capture runoff at the northerly terminus of Citation Drive to alleviate the flooding issues with the properties (See Project Exhibit).

The City desires to accept the offers of dedication of the easement located on three separate properties (see Easement Legals & Plats) for storm drain purposes. Therefore, staff is recommending that the City Council accept the offers of dedication for the storm drain easements, authorize the Mayor to sign the Certificate of Acceptance, and direct the City Clerk to file the Certificate of Acceptance with the County Recorder.

FISCAL IMPACT:

There is no financial contribution for the acquisition of these easements.

RELATIONSHIP TO STRATEGIC PLAN:

Acceptance of the proposed storm drain easement on Citation Drive is consistent with Strategic Direction #5 - Infrastructure Management: Ensure timely preservation, replacement, improvement and acquisition of infrastructure and capital assets.

REVIEWED AND APPROVED BY:

Certified as to Availability of Funds: Lisette Free, Finance Director Approved by: Lori Sassoon, City Manager
Approved as to Form: Harper and Burns, LLC, City Attorney ATTACHMENT(S):

Project Exhibit
APN 123-160-032 Easement
APN 123-160-033 Easement
APN 123-160-005 Easement

.~'~
' “"'*—

Recording requested by:

CITY OF NORCO
When recorded mailto:

CityClerk
CityofNorco
28 70 ClarkAvenue
Norco, CA 92860

SPACEABOVETHIS LINEFOR RECORDER'SUS
E Fee exempt per GC 27383

EASEMENT DEED
RE: CITATION AVENUESTORM DRAIN
Portion of APN 123-160-032
FORA VALUABLECONSIDERATION,receipt ofwhich is hereby acknowledged Todd Hovermale and Jade Hovermale, husband and wife and Allen Pasik, Jr., a single man as joint tenants, do hereby grant an EASEMENTto the City of Norco, a municipal corporation, for STORM DRAI N PURPOSES and all uses and appurtenances incident thereto (including, but not limited to, the right to make connections therewith from any adjoining properties, ingress, egress, construction, use, operation, maintenance, repair, rehabilitation, improvement, expansion, enlargement, and over burdening), in, over, under, upon and across that portion of real property in the City of Norco, County of Riverside, State of California described in Exhibit ”A ” (legal description) and as shown on Exhibit ”B" (plat).

BY:

Todd Hovermale Ja Hover e
Signature <must be notarized> Sign u < st be notarized> Allen Pasik, Jr.,
Signature <mu5t be notarized>
Revised 06/14/

CITYACCEPTANCESTATEMENT
Thisisto certify that theinterest in real property conveyed by the within instrument to the City of Norco, California, a municipal corporation, is hereby accepted by order ofthe City Council on and the grantee consents to the recordation thereof by its duly authorized officer.

Revised 06/14/
City Clerk
Dated:

Date Here Insert Na e and Title of the Officer
State of California
County of
Anotary publicor other officer completingthis certificateverifiesonlythe identityofthe individualwho signed the document to whichthis certificateis attached, and not the truthfulness, accuracy, or validityofthat document.

CALIFORNIA ACKNOWLEDGMENT CIVIL CODE § 1189
9 who proved to me on the basis of satisfactory evidence to be the person(s) whose name(s) is/are subscribed to the within instrument and acknowledged to me that he/she/they executed the same in his/her/their authorized capacity(ies), and that by his/her/their signature(s) on the instrument the person(s), or the entity upon behalf of which the person(s) acted, executed the instrument.

DANAKAYROA
Notary Public - California
RiversideCounty
Commission4‘2405488
MyComm.Expires May 24, 2026
|VNN
Place Notary Seal and/or Stamp Above
I certify under PENALTY OF PERJURY under the
laws of the State of California that the foregoing
paragraph is true and correct.

WITNESS my and and official seal.

Sign ure of otary Public

OPTIONAL
Completing this information can deter alteration of the document or fraudulent reattachment of this form to an unintended document.

Description of Attached Document
Title or Type of Document:

Document Date:

Signer(s) Other Than Named Above:

Capacity(ies) Claimed by Signer(s)
Signer’s Name:

El Corporate Officer — Tit|e(s):

El Partner— El Limited II! General
El Individual El Attorney in Fact
I'_'ITrustee I:I Guardian or Conservator
El Other:

Signer is Representing:
©2019 National Notary Association
Number of Pages:

Signer’s Name:

El Corporate Officer — Tit|e(s):

El Partner— El Limited El General
El Individual El Attorney in Fact
Trustee El Guardianor Conservator
El Other:

Signer is Representing:

Signature
before me,
personally appeared
Name(s) of Signer(s)

Date Here Insert Name and Ti of the Of? r
State of Cali ia
County of
Anotary publicorother officercompleting this certificateverifiesonlythe identityofthe individualwho signed the document to whichthis certificateis attached, and not the truthfulness, accuracy, or validityofthat document.

CALIFORNIA ACKNOWLEDGMENT CIVIL CODE § 1189
Place Notary Seal and/or Stamp Above Signature of O ary Public

DANAKAYROA
NotaryPubiic- Caiifornia
RiversideCounty
Commission# 2405488
MyComm.ExpiresMay 24, 2026
Z
Z>
I certify under PENALTY OF PERJURY under the
laws of the State of California that the foregoing
paragraph is true cl c rect.

WITNESS m and and icial seal.

Name(s) of Signer(s)
: who proved to me on the basis of satisfactory evidence to be the person(s) whose name(s) is/are subscribed to the within instrument and acknowledged to me that he/she/they executed the same in his/her/their authorized capacity(ies), and that by his/her/theirsignature(s) on the instrument the person(s), or the entity upon behalf of which the person(s) acted, executed the instrument.

OPTIONAL
Completing this information can deter alteration of the document or fraudulent reattachment of this form to an unintended document.

Description of Attached Document
Title or Type of Document:

Document Date: Number of Pages:

Signer(s) Other Than Named Above:

Capacity(ies) Claimed by Signer(s)
Slgner’s Name: Slgner’s Name:

El Corporate Officer'- Tit|e(s): El Corporate Officer Title(s):

El Partner— El Limited El General El Partner— El Limited II General El Individual E] Attorney in Fact D Individual El Attorney in Fact El Trustee El Guardian or Conservator El Trustee El Guardianor Conservato D Other: El Other: r
Signer is Representing: Signer is Representing:
©2019 National Notary Association
Z§§€M¥3@?@%R4§,$S9f$§€%¥€Pl(§t§i'§r$¢6§E§i$,¢€§&
Signatur
before me,
personally appeared
On

Here Ins N e and Title of the Officer
State of Ca ia
County of
Anotary publicor other officercompletingthis certificateverifies onlythe identityofthe individualwho signed the document to whichthis certificate is attached, and not the truthfulness, accuracy, or validityofthat document.

CALIFORNIA ACKNOWLEDGMENT CIVIL CODE § 1189
I certify uncler PENALTYOF PERJURY under the
laws of the State of California that the foregoing
.‘_n.or,~ DANAmy RQA paragraph is true a correct.
,_
3 _
. 2 Notary Public-California z 3 i: -. Riversidecounty E WITNESS my nd a official seal. "— ’ I Commission4‘2405488 ‘'
MyComm.ExpiresMay 24, 2026
Place Notary Seal and/or Stamp Above Signal‘ of Notary Public Name(s) of Sig'ner(s)
who proved to me on the basis of satisfactory evidence to be the person(s) whose name(s) is/are subscribed to the within instrument and acknowledged to me that he/she/they executed the same in his/her/their authorized capacity(ies), and that by his/her/their signature(s) on the instrument the person(s), or the entity upon behalf of which the person(s) acted, executed the instrument.

OPTIONAL
Completing this information can deter alteration of the document or fraudulent reattachment of this form to an unintended document.

Description of Attached Document
Title or Type of Document:

Document Date: Number of Pages:

Signer(s) Other Than Named Above:

Capacity(ies) Claimed by Signer(s)
Signer’s Name: Signer’s Name:

El Corporate Officer — Title(s): El Corporate Officer — Tit|e(s):

El Partner— El Limited El General El Partner— El Limited El General El Individual El Attorney in Fact Individual I] Attorney in Fact El Trustee :1 Guardianor Conservator I:I Trustee I:I Guardian or Conservator El Other: Other:

Signer is Representing: Signer is Representing:
©2019 National Notary Association
Signature
before me,
personally appeared
Dat
On

Annando D uPont, L.S. 7 80 5/10/23
5'; "2.‘
3 L5. ma ‘°
0‘ s? as 04

GRANT OF EASEMENT
POR. APN 123-160-032
THAT PORTION OF LOT 9 IN BLOCK 19 OF RIVERSIDE ORANGE HEIGHTS TRACT NO. 2 IN

THE CITY OF NORCO, COUNTY OF RIVERSIDE, STATE OF CALIFORNIA, AS PER MAP RECORDED IN BOOK 7 PAGE 54 OF MAPS, IN THE OFFICE OF THE COUNTY RECORDER OF SAID COUNTY, LYING WITHIN THE LAND DESCRIBED AS PARCEL 1 IN DEED RECORDED DECEMBER 23, 2021 AS INSTRUMENT NO. 2021-0755757 OF OFFICIAL RECORDS, DESCRIBED AS FOLLOWS:

PARCEL A:

A STRIP OF LAND 15.00 FEET WIDE LYING 7.50 FEET ON EACH SIDE OF THE FOLLOWING DESCRIBED CENTERLINE:

COMMENCING AT THE NORTHEAST CORNER OF SAID LOT 9; THENCE NORTH 89°46’03” WEST, ALONG THE NORTHERLY LINE OF SAID LOT 9, A DISTANCE OF 25.66 FEET TO THE POINT OF BEGINNING; THENCE LEAVING SAID NORTHERLY LINE, SOUTH 45°13’08” EAST, 25.59 FEET; THENCE SOUTH 00°00’00” EAST, 73.10 FEET; THENCE SOUTH 58°57’27” WEST, 10.38 FEET TO A POINT ON THE NORTHERLY LINE OF PARCEL 2 OF SAID INSTRUMENT NO. 2021-0755757, SAID POINT BEING A CURVE CONCAVE SOUTHERLY, HAVING A RADIUS OF 47.00 FEET, A RADIAL LINE T0 SAID CURVE BEARS NORTH 40°37’56” EAST, SAID POINT BEING HEREINAFTER REFERRED TO AS POINT “A”.

THE SIDELINES OF SAID STRIP SHALL BE LENGTHENED OR SHORTENED SOUTHWESTERLY SO AS TO TERMINATE AT SAID CURVE WITH A RADIUS OF 47.00 FEET AND NORTHERLY SO AS TO TERMINATE AT THE NORTHERLY LINE OF SAID LOT 9.

PARCEL B:

COMMENCING AT SAID POINT “A”; THENCE WESTERLY ALONG SAID PARCEL 2 AND SAID CURVE WITH A RADIUS OF 47.00 FEET THROUGH A CENTRAL ANGLE OF 66°01’49”, AN ARC DISTANCE OF 54.17 FEET TO THE POINT OF BEGINNING; THENCE CONTINUING ALONG SAID PARCEL 2 AND SAID CURVE THROUGH A CENTRAL ANGLE OF 9°36’07”, AN ARC DISTANCE OF 7.88 FEET TO A POINT ON THE SOUTHWEST LINE OF SAID PARCEL 1; THENCE ALONG SAID SOUTHWESTERLY LINE NORTH 35°00’00” WEST, 8.70 FEET; THENCE NORTH 58°26’37” EAST, 8.39 FEET, THENCE SOUTH 31°33’23” EAST, 8.87 FEET TO THE POINT OF BEGINNING.

AREA OF PARCELS A & B IS APPROXIIVIATELY 1,710 SQUAREFEET Prepared under my supervision:

EXHIBIT "An

EXHIBIT"B"

PLAT TO ACCOMPANY LEGAL DESCRIPTION
10' 20
P.0.B. PARCELA
P.0.C.

25.66 589' 46' 0.3"W' J‘=:;.&/ aC94
‘-9cfqp‘

LINE TABLE
LINE# DIRECTION LENGTH
LI 35857277’ 70.38’
N35U0'00'W 8.70'
N5826'37'E 839'
S31I3.3'23'l:' 8.87
REE
PARCEL7 0EDEEDRECORDED72/2.3/
AS 2027 INST.N0. 2021-0755757. 0.R.

SCALE:1'=
A.P.N. 123-160-032
(2510 CITATIONDRIV
Los Angeles SURVEWNG, INC.
411 JENKSCIRCLE,SUITE205, CORONA, CA.92878 PHONE:951-280-9960 FAX:951-280-9746 www.ca|vada.com 1&45/10/2023
7' 63 80]:cA\_\"°
ARMANDOD. DUPONT,
P.L.S. 7780
A.P.N.
123-180-033
(2490 cIrA11o~
DRIE)
\
<1
. :_
3 Ifl UJ/
E/O eff
:
§

7.5’ z5'
PARCEL B f| ,5.
9’ L=5477' ( -__
' R:¢7
«
P ’ A=65'07’¢.o~0‘
s
‘Q 0‘ L"
P0/NT'A'

CURVETABLE J
CURVE# RADIUS DELTA LENGTH Q_\9,‘¢§;(v\
-5
c1 47.00’ 9'36’o7' 7.3a’ §°/ \
PARCEL7 OFDEEDRECORDED12/23/2021
A5‘INSTN0. 2021-0755757, 0./?.

FOR’. LOT 9 5’/_/< 79 35'
R’/VERS/DEORA/\/GEHE/G’r/TS 2
TRACT NO, 2 M3. 7/54 : 3
Lg
2 7///‘A= STORMDRAINEASEMENT ISLi‘
11710 50. FT. 3 <1:

Job No. 21815-PW

\WM (0
Recording req uestedg by:

CITY OF NORCO
When recorded mail to:

CityClerk
CityofNorco
28 70 ClarkAvenue
Norco,CA 92860

SPACE ABOVETHIS LINEFOR RECORDER'SUS
E Fee exempt per GC 27383

EASEMENT DEED
RE: CITATION AVENUE STORM DRAIN
Portion of APN 123-160-033
FOR A VALUABLECONSIDERATION,receipt of which is hereby acknowledged Joe Vela and Ramona Vela, husband and wife asjoint tenants do hereby grant an EASEMENTto the City of Norco, a municipal corporation, for STORM DRAINPURPOSES and all uses and appurtenances incident thereto (including, but not limited to, the right to make connections therewith from any adjoining properties, ingress, egress, construction, use, operation, maintenance, repair, rehabilitation, improvement, expansion, enlargement, and over burdening), in, over, under, upon and across that portion of real property in the City of Norco, County of Riverside, State of California described in Exhibit "A“ (legal description) and as shown on Exhibit ”B" (plat).

BY:

Joe Vela Ramona Vela
Signature ust be notarized> Signature <must be notarized>

CITYACCEPTANCESTATEMENT
Thisisto certify that the interest in real property conveyed by the within instrument to the City of Norco, California, a municipal corporation, is hereby accepted by order ofthe City Councilon and the grantee consents to the recordation thereof by its duly authorized officer.

City Clerk
Revised 06/14/
Dated:

bo¢9\/€/\
r?#?§#§§§R??@?§§ ?QH$§ ??§§&??§ E?
Here Insert Name and Title of the f?cer
State of California
County of
CALIFORNIA ACKNOWLEDGMENT CIVIL CODE § 1189
.—.. mA.,‘.,..:.,:,,._.,._,. .,..._‘._., , T._._.,,:._—,,_. ._.r :55-' -"§3':..::~.'v)-\ -:-,-:-».:.*-. 5-‘J:-k_:,-Jgt-=2. .»?.'7.-33'7"’,:‘:7‘3;j:_:T‘-. 1;
Anotary publicor other officercompletingthiscertificateverifiesonlythe identityofthe individualwho signed the document to which this certificate is attached, and not the truthfulness, accuracy, or validityofthat document. personally appeared
Name(s) of Signer(s)
who proved to me on the basis of satisfactory evidence to be the person(s) whose name(s) is/are subscribed to the within instrument and acknowledged to me that he/she/they executed the same in his/her/their authorized capacity(ies), and that by his/her/their signature(s) on the instrument the person(s), or the entity upon behalf of which the person(s) acted, executed the instrument.

I certify under PENALTY OF PERJURY under the
laws of the State of California that the foregoing
DANAKAYROA paragraph is true and correct.

Notary Public- California 2 RiversideCounty E WITNESS my and nd official seal.

Commissionif2405488
Place Notary Seal and/or Stamp Above Signature f N tary Public

OPTIONAL
Completing this information can deter alteration of the document or fraudulent reattachment of this form to an unintended document.

Description of Attached Document
Title or Type of Document:

Document Date: Number of Pages:

Signer(s) Other Than Named Above:

Capacity(ies) Claimed by Signer(s)
Signer's Name: Signer’s Name:

III Corporate Officer — Tit|e(s): IIICorporate Officer — Ti.le(s):

III Partner— III Limited III General I] Partner— III Limited III General El Individual III Attorney in Fact III Individual Attorney in Fact III Trustee III Guardianor Conservator III Trustee III Guardian or Conservator III Other: III Other:

Signer is Representing: Signer is Representing:
©2019 National Notary Association
Signature
On before me,

are Here Insert Name an it/e of the Of?cer
State of California
County of
Anotary publicor other officer completing this certificateverifies onlythe identity ofthe individualwhosigned the document to whichthis certificate is attached, and not the truthfulness, accuracy, or validityofthat document.

CALIFORNIA ACKNOWLEDGMENT CIVIL CODE § 1189
I certify under PENALTY OF PERJURY under the
laws of the State of California that the foregoing
paragraph is true and correct.

WITNESS my hand and official seal.

Name(s) of Signer(s)
1 who proved to me on the basis of satisfactory evidence to be the person(s) whose name(s) is/are subscribed to the within instrument and acknowledged to me that he/she/they executed the same in his/her/their authorized capacity(ies), and that by his/her/their signature(s) on the instrument the person(s), or the entity upon behalf of which the person(s) acted, executed the instrument. ltz ‘P31sandxa - .umJo3 39*A‘5J0tZ # Uo_issgl.uwg3
mm
””°3 9P.|!JaAgy
‘ MP3' 3!lClT'|dM910” V08AV)!VNVG
NNAI
Place Notary Seal and/or Stamp Above ignature of otary Public

OPTIONAL
Completing this information can deter alteration of the document or fraudulent reattachment of this form to an unintended document.

Description of Attached Document
Title or Type of Document:

Document Date: Number of Pages:

Signer(s) Other Than Named Above:

Capacity(ies) Claimed by Signer(s)
Signer’s Name: Signer’s Name:

I: Corporate Officer ‘— Title(s): El Corporate Of?cer Title(s):

El Partner— El Limited C1 General El Partner— Limited El General El Individual El Attorney in Fact El Individual El Attorney in Fact III Trustee El Guardian or Conservator El Trustee El Guardianor Conservator El Other: El Other:

Signer is Representing: Signer is Representing:
©2019 National Notary Association
Signature
before me,
personally appeared
A§%@ %@?
On

EXHIBIT"A"

GRANT OF EASEMENT
POR. APN 123-160-033
THAT PORTION OF LOT 9 IN BLOCK 19 OF RIVERSIDE ORANGE HEIGHTS TRACT NO. 2 IN

THE CITY OF NORCO, COUNTY OF RIVERSIDE, STATE OF CALIFORNIA, AS PER MAP RECORDED IN BOOK 7 PAGE 54 OF MAPS, IN THE OFFICE OF THE COUNTY RECORDER OF SAID COUNTY, LYING WITHIN THE LAND DESCRIBED AS PARCEL 1 IN DEED RECORDED JANUARY 9, 1987 AS INSTRUMENT NO. 5668 OF OFFICIAL RECORDS, DESCRIBED AS FOLLOWS:

COMMENCING AT THE NORTHEAST CORNER OF SAID LOT 9; THENCE NORTH 89°46’03” WEST, ALONG THE NORTHERLY LINE OF SAID LOT 9, A DISTANCE OF 25.66 FEET; THENCE LEAVING SAID NORTHERLY LINE, SOUTH 45°13’08” EAST, 25.59 FEET; THENCE SOUTH 00°00’00” EAST, 73.10 FEET; THENCE SOUTH 58°57’27” WEST, 10.38 FEET TO A POINT ON THE NORTHERLY LINE OF PARCEL 2 OF SAID INSTRUMENT NO. 5668, SAID POINT BEING ON A CURVE CONCAVE SOUTHERLY, HAVING A RADIUS OF 47.00 FEET, A RADIAL LINE T0 SAID CURVE BEARS NORTH 40°37’56” EAST; THENCE WESTERLY ALONG SAID PARCEL 2 AND SAID CURVE THROUGH A CENTRAL ANGLE OF 75°37’57”, AN ARC DISTANCE OF 62.04 FEET TO THE POINT OF BEGINNING; THENCE CONTINUING ALONG SAID PARCEL 2 AND SAID CURVE THROUGH A CENTRAL ANGLE OF 8°47’18”, AN ARC DISTANCE OF 7.21 FEET; THENCE NORTH 31°33’23” WEST, 9.67 FEET; THENCE NORTH 58°26’37” EAST, 6.61 FEET TO A POINT ON THE NORTHEASTERLY LINE OF SAID PARCEL 1; THENCE SOUTH 35°00’00” EAST ALONG SAID NORTHEASTERLY LINE, 8.70 FEET TO THE POINT OF BEGINNING.

AREA IS APPROXIMATELY 63 SQUAREFEET.

Prepared under my supervision:
5/1/23
Armando D uPont, L.S. 7 80

EXHIBIT "B"

PLAT TO ACCOMPANY LEGAL DESCRIPTION
L
P.0.C
P625 9... mum»xonotnnu. .25..

LINETABLE
LINE # DIRECTION LENGTH
L7 $89'46’a3'W 2.5.66’
L2 .S‘4573'08'E 25.59’
L3 558572717 10.38’
L4 N3I3.3'2.3'W 9.67’
L5 N5826'J7"E 6.6!’
L6 .S‘35‘D0'00"E3.70’
.. .J\I—_ ._ ..

CURVE TABLE
CURVE# RADIUS DELTA LENGTH
01 47.00‘ 3'47’18' 7.21’
A.P.N. 123-760-033
(2490 cm nav on/v.-:)
PARCELI or 0550 RECORDED
or/09/1937A5 //vsz Na 5668, an
A.P.N. 123-160-032
(2510 cITA11ONDRIVE)
FOR’. LOT 9 5’/_/< 79
R] VERS/DE ORA/\/GE /-/E/G/-/TS
TRACT /\/O. 2 /V/,5. 7/54’
[_:62-04'R=47_00. *5 <=~ A=75‘J7‘57~
( P °\ P 03
PARCEL2 OFDEED
RECORDED07/0.9/7.987
A5 INSTN0. 5666, 0./?.

LE
$00'00'00”E 7.3.70'
mszms.\ ZOE K20
A.P.N. 123-150-034
(2439 CITATIONDRIVE)
Los Angeles SUI‘-IVEVING, INC.
411 JENKSCIRCLE,SUITE205, CORONA, CA.92878 PHONE:951-280-9960 FAX:951-280-9746 www.ca|vada.com 7 = DRAINEASEME
NT Ill Rgl). FT.

SCALE:1'=
ARMANDOD. DUPON
P.L.S. 7780 T,
Job No. 21815-
1 A.P.N.
123-160-005 25'

1 Signatu <must be notarized> Signature <must be natarized> Recording requested by:

CITY OF NORCO
When recorded mail to:

CityClerk
CityofNorco
2870 ClarkAvenue
Norco,CA 92860

SPACE ABOVETHISLINEFOR RECORDER'SUSE
Fee exempt per GC 27383

EASEMENT DEED
RE: CITATION AVENUE STORM DRAIN
Portion of APN 123-160-005
FORAVALUABLECONSIDERATION,receipt of which is hereby acknowledged Todd Hovermale and Jade Hovermale, husband and wife and Allen Pasik, Jr., a single man asjoint tenants, and Joe Vela and Ramona Vela, husband and wife as joint tenants, and Jose Flores and Estela Flores, husband and wife asjoint tenants, and Shelby Snyder, an unmarried woman do hereby grant an EASEMENTto the City of Norco, a municipal corporation, for STORM DRAIN PURPOSES and all uses and appurtenances incident thereto (including, but not limited to, the right to make connections therewith from any adjoining properties, ingress, egress, construction, use, operation, maintenance, repair, rehabilitation, improvement, expansion, enlargement, and over burdening), in, over, under, upon and across that portion of real property in the City of Norco, County of Riverside, State of California described in Exhibit "A” (legal description) and as shown on Exhibit "B” (plat).

BY:

Todd Hovermale Jade le
Signature <must be notarized> Signature ...ust .. . .., arized> Allen Pasik, Jr. Shelby Snyder
Signature <must be notari e Signature <mu t be notarized Joe Vela Ramona Vela
Revised 06/14/

CITYACCEPTANCESTATEMENT
Thisisto certify that the interest in real property conveyed by the within instrument to the City of Norco, California, a municipal corporation, is hereby accepted by order ofthe City Council on and the grantee consents to the recordation thereof by its duly authorized officer
nature <must be notarized> Signa re <mu5t b notarized>
Jose lores Estela F|5ie§
Revised 06/14/
City Clerk
Dated:

‘%"ZAY‘G'\.)£<;A
,
_F\
I
-/7'1/
M”“7Z’a“)”t ate Here Insert Name and Title of the Officer State of California
County of
Anotary publicorother officercompletingthis certificateverifies onlythe identity ofthe individualwho signed the document to which this certificate is attached, and not the truthfulness, accuracy, or validityofthat document.

CALIFORNIA ACKNOWLEDGMENT CIVIL CODE § 1189
DANAKAYRDA NotaryPublic- California RiversideCounty ,, Commission # 2405488 " re-“ MyComm.ExpiresMay24;2026 P/ace Notaly 390/ and/or St Gmp Above signature f otary Public I certify under PENALTY OF PERJURY under the
laws of the State of California that the foregoing
paragraph is true correct.

WITNESS my nd an official seal.

Name(s) of Signer(s)
who proved to me on the basis of satisfactory evidence to be the person(s) whose name(s) is/are subscribed to the within instrument and acknowledged to me that he/she/they executed the same in his/her/their authorized capacity(ies), and that by his/her/their signature(s) on the instrument the person(s), or the entity upon behalf of which the person(s) acted, executed the instrument.

OPTIONAL
Completing this information can deter alteration of the document or fraudulent reattachment of this form to an unintended document.

Description of Attached Document
Title or Type of Document:

Document Date: Number of Pages:

Signer(s) Other Than Named Above:

Capacity(ies) Claimed by Signer(s)
Signer’s Name: Signer’s Name:

El Corporate Officer — Tit|e(s): I:I Corporate Officer — Tit|e(s):

El Partner— El Limited General El Partner— El Limited General El Individual Attorney in Fact El Individual El Attorney in Fact El Trustee Guardian or Conservator El Trustee El Guardian or Conservator El Other: D Other:

Signer is Representing: Signer is Representing:
©2019 National Notary Association
Signature
before me,
personally appeared
On

C)i3:Q_c:.‘?D_’€_a
9 0\T\¢\. ?‘3”
State of California
County of
On _ _ __ ,_ __ before me,
Date Here /nsen‘ Name andTitle of the Offger
Anotary publicorother officer completing this certificateverifiesonlythe identity ofthe individualwho signed the document to whichthis certificate is attached, and not the truthfulness, accuracy, or validityof that document.

CALIFORNIA ACKNOWLEDGMENT CIVIL CODE § 1189
_e‘.*..?f_:_~,f DANAKAYROA
5 « - NOtaI'_y Public- California
=_ -*_4; RwersideCounty '* Commission6‘2405488
“'°‘ MyComm.ExpiresMay 24, 2025
Place Notary Seal and/or Stamp Above gnatu e of otary Public I certify under PENALTY OF PERJURY under the
laws of the State of California that the foregoing
paragraph is true and correct.

WITNESS my ha and official seal.

Name(s) of Signer(s)
who proved to me on the basis of satisfactory evidence to be the person(s) whose name(s) is/are subscribed to the within instrument and acknowledged to me that he/she/they executed the same in his/her/their authorized capacity(ies), and that by his/her/their signature(s) on the instrument the person(s), or the entity upon behalf of which the person(s) acted, executed the instrument.

OPTIONAL
Completing this information can deter alteration of the document or fraudulent reattachment of this form to an unintended document.

Description of Attached Document
Title or Type of Document:

Document Date: Number of Pages:

Signer(s) Other Than Named Above:

Capacity(ies) Claimed by Signer(s)
Signer’s Name: Signer’s Name:

El Corporate Officer l— Tit|e(s): El Corporate Officer — Tit|e(s):

El Partner—- El Limited El General El Partner— El Limited El General El Individual El Attorney in Fact El Individual El Attorney in Fact El Trustee El Guardian or Conservator El Trustee El Guardianor Conservator El Other: D Other:

Signer is Representing: Signer is Representing:
©2019 National Notary Association
Signature
personally appeared

l‘\l)9
Date Here Insert Name and Title of the Officer
State of California
County of
Anotary publicorother officercompleting this certificate verifiesonlythe identity ofthe individualwho signed the document to whichthis certificateis attached, and not the truthfulness, accuracy, or validity of that document.

CALIFORNIA ACKNOWLEDGMENT CIVIL CODE § 1189
personally appeared
Name(s) of S/'gner(s)
who proved to me on the basis of satisfactory evidence to be the person(s) whose name(s) is/are subscribed to the within instrument and acknowledged to me that he/she/they executed the same in his/her/their authorized capacity(ies), and that by his/her/their signature(s) on the instrument the person(s), or the entity upon behalfof which the person(s) acted, executed the instrument.

I certify under PENALTY OF PERJURY under the
,,9.g_gr DANAmy Rm laws of the State of California that the foregoing NotarvPublic- California paragraph is true and correct.

RiversideCounty
’ Commissionl‘ 2405488
“L= V‘ MyComm.ExpiresMay 24, 2026
I VNN WITNESS my han an official seal.

Place Notary Seal and/or Stamp Above Signatur Notary ub/ic

OPTIONAL
Completing this information can deter alteration of the document or fraudulent reattachment of this form to an unintended document.

Description of Attached Document
Title or Type of Document:

Document Date: Number of Pages:

Signer(s) Other Than Named Above:

Capacity(ies) Claimed by Signer(s)
Signer’s Name: Signer’s Name:

El Corporate Officer '— Tit|e(s): IIICorporate Officer — Tit|e(s):

El Partner— El Limited El General III Partner— Limited C1 General [:1 Individual III Attorney in Fact El Individual III Attorney in Fact El Trustee El Guardian orconservator El Trustee El Guardian or Conservator I: Other: El Other:

Signer is Representing: Signer is Representing:
;‘:E;‘-" :‘T c-~.*»"""’”'7".“
...r. v.._, ;_. ._-say...» -_.~ -14 -. ._..-v_.
ti -.0K01 ©2019 National Notary Association
Signature
before me,

07»
Date Here Insert Name and Ie of the Of? er
State of California
County of
Anotary publicorother officercompletingthis certificate verifies onlythe identityofthe individualwho signed the document to which this certificateis attached, and not the truthfulness, accuracy, or validityofthat document.

CALIFORNIA ACKNOWLEDGMENT CIVIL CODE § 1189
who proved to me on the basis of satisfactory evidence to be the person(s) whose name(s) is/are subscribed to the within instrument and acknowledged to me that he/she/they executed the same in his/her/their authorized capacity(ies), and that by his/her/their signature(s) on the instrument the person(s), or the entity upon behalf of which the person(s) acted, executed the instrument.

DANAKAYROA
NotaryPublic- California
RiversideCounty E __,_\_ Commission# 2405488
‘hm-“ MyComm.ExpiresMay24, 2026
Place Notary Seal and/or Stomp Above
I certify under PENALTY OF PERJURY under the
laws of the State of California that the foregoing
paragraph is true an correct.

WITNESS my and an official seal.

Signat e f Notary Public

OPTIONAL
Completing this information can deter alteration of the document or fraudulent reattachment of this form to an unintended document.

Description of Attached Document
Title or Type of Document:

Document Date:

Signer(s) Other Than Named Above:

Capacity(ies) Claimed by Signer(s)
Signer’s Name:

El Corporate Officer — Tit|e(s):

El Partner— El Limited C1 General
[1 Individual El Attorney in Fact
I:i Trustee El Guardianor Conservator
I3 Other:

Signer is Representing:
©2019 National Notary Association
Numberof Pages:

Signer’s Name:

El Corporate Officer Tit|e(s):

El Partner— El Limited El General
El Individual El Attorney in Fact
El Trustee El Guardian or Conservator
El Other:

Signer is Representing:
‘.

Signature
before me,
personally appeared
Na (5) of Signer(s)
D0'

i§)1“Pl>.‘,\$I£‘?"-,‘E‘.\i‘0Vr'J‘f.‘,fu‘1L!1’J\7<:w4,v0itS‘lx!‘§5z‘H«>*#.r=3‘uQ\7 (rm.-u-Ltwml ‘;n;v<ze-mv,\:~m>r:,w,t.s~m>nn'zo£~bvmnim!r)v2e'+nnorm rm:

QAAQAQQT _
r“*“*““‘2
L._.........1
Dat Here Insert Name d Title of the Of?cer
CALIFORNIA ACKNOWLEDGMENT CIVIL CODE § 1189
Anotary publicor other officercompletingthis certificateverifies onlythe identity ofthe individualwho signed the document to whichthis certificate is attached, and not the truthfulness, accuracy, or validityofthat document.

State of California
County of
I certify under PENALTY OF PERJURY under the
laws of the State of California that the foregoing
paragraph is true and correct.
5» ~* ,5’ DANAKAYROA
: , ”°‘*"Y””b"‘ ' C““f°'"" WITNESS my h cl an official seal .1 2. RiversideCounty '
. _‘~ Commission# 2405488
“L-=c=*“‘MyComm.Expires May 24, 2026
Place Notary Seal and/or Stamp Above Signature of to y Public Nome(s) of Signer(s)
who proved to me on the basis of satisfactory evidence to be the person(s) whose name(s) is/are subscribed to the within instrument and acknowledged to me that he/she/they executed the same in his/her/their authorized capacity(ies), and that by his/her/their signature(s) on the instrument the person(s), or the entity upon behalf of which the person(s) acted, executed the instrument.

OPTIONAL
Completing this information can deter alteration of the document or fraudulent reattachment of this form to an unintended document.

Description of Attached Document
Title or Type of Document:

Document Date: Number of Pages:

Signer(s) Other Than Named Above:

Capacity(ies) Claimed by Signer(s)
Signer’s Name: Signer’s Name:

El Corporate Officer — TitIe(s): III Corporate Officer TitIe(s):

El Partner— El Limited D General El Partner— Limited El General III individual III Attorney in Fact El Individual II Attorney in Fact III Trustee I:I Guardianor Conservator I:I Trustee III Guardian or Conservator III Other: El Other:

Signer is Representing: Signer is Representing:
©2019 National Notary Association
Signature
before me,
personally appeared
On

\~~.;.': ..» . - .. ‘ .

Date Here lnsen‘ Name a d Title of he Officer
State of California
County of
Anotary publicor other officercompleting this certificateverifies onlythe identity ofthe individualwho signed the document to whichthis certificate is attached, and not the truthfulness, accuracy, or validityof that document.

CALIFORNIA ACKNOWLEDGMENT CIVIL CODE § 1189
Name(s) of Signer(s)
who proved to me on the basis of satisfactory evidence to be the person(s) whose name(s) is/are subscribed to the within instrument and acknowledged to me that he/she/they executed the same in his/her/their authorized capacity(ies), and that by his/her/their signature(s) on the instrument the person(s), or the entity upon behalf of which the person(s) acted, executed the instrument. _ sarsovz# U°l55!Wl-U°3
; xaunoj 3P_lSJ3Al?
‘ Ell-|J°.lllP'.> - anqnd /unou
vouAVXVNVO
Place Notary Seal and/or Stamp Above
I certify under PENALTY OF PERJURY under the
laws of the State of California that the foregoing
paragraph is true and correct.

WITNESS my and a cl official seal.

Signatur o Notary Public

OPTIONAL
Completing this information can deter alteration of the document or fraudulent reattachment of this form to an unintended document.

Description of Attached Document
Title or Type of Document:

Document Date:

Signer(s) Other Than Named Above:

Capacity(ies) Claimed by Signer(s)
Signer’s Name:

I] Corporate Officer — Title(s):

El Partner— D Limited El General
El Individual El Attorney in Fact
El Trustee El Guardianor Conservator
El Other:

Signer is Representing:
©2019 National Notary Association
Numberof Dages:

Slgner’s Name:

El Corporate Officer — Title(s):

El Partner— El Limited El General
El Individual El Attorney in Fact
El Trustee |'_'l Guardianor Conservator
El Other:

Signer is Representing:

Signature
before me,
personally appeared \)e/\o\
On

d\F_V<r<z\0%}? P)“ \\ 30). N
Bo\¢\_-a._ )’\J\?\§o\ f?rs:\,k- )‘\Zm€r>’l’/VUL’~‘i
Date Here Insert Name cl Title of the Officer
State of California
County of
Anotary publicor other officercompleting this certi?cate verifiesonlythe identityofthe individualwho signed the document to whichthis certificateis attached, and not the truthfulness, accuracy, or validityofthat document.

CALIFORNIA ACKNOWLEDGMENT CIVIL CODE § 1189
personally appeared
Name(s) of Signer(s)
who proved to me on the basis of satisfactory evidence to be the person(s) whose name(s) is/are subscribed to the within instrument and acknowledged to me that he/she/they executed the same in his/her/their authorized capacity(ies), and that by his/her/their signature(s) on the instrument the person(s), or the entity upon behalf of which the person(s) acted, executed the instrument.

I certify under PENALTY OF PERJURY under the . laws of the State of California that the foregoing at ,,, DANAKAYR05 _ _ Notary Public- Callfornla E
paragraph IS true and correct.
é
*‘ -, RiversideCount‘! :
‘ C0mmi55‘°“"7-"°5“3 WITNESS my and an official seal. c.,~ Mycomm.ExpiresMay 7-4.7-025 Place Notary Seal and/or Stamp Above Signa r of Notary Public

OPTIONAL
Completing this information can deter alteration of the document or fraudulent recittachment of this form to an unintended document.

Description of Attached Document
Title or Type of Document:

Document Date: Number of Pages:

Signer(s) Other Than Named Above:

Capacity(ies) Claimed by Signer(s)
Signer’s Name: Signer’s Name:

Corporate Officer C—Tit|e(s): 3 Corporate Officer Tit|e(s):

Partner— El Limited El General III Partner— El Limited II General Individual El Attorney in Fact II Individual Attorney in Fact I'_'ITrustee El Guardian or Conservator 3 Trustee Guardian or Conservator I] Other: III Other:

Signer is Representing: Signer is Representing:
©2019 National Notary Association
Signatur
On before me,

34 \Y\\> T \A.?'V»oé@‘sn%.
\ E\v.\3:2-Y‘£»I/’47:v<./rtA_zg1-2.
:0 E
SVQ/rs?
‘gw \ 9-xu 3
"\Z>b§>
Date Here Insert Nam and Title of th Officer
State of California
County of
:'»>'=E*—="z‘="i=s Anotary publicorotherofficercompletingthis certificate verifiesonlythe identityofthe individualwho signed the document to whichthis certificate is attached, and not the truthfulness, accuracy, or validityof that document.

CALIFORNIA ACKNOWLEDGMENT CIVIL CODE § 1189
ame(s) of S/gner(s)
7 who proved to me on the basis of satisfactory evidence to be the person(s) whose name(s) is/are subscribed to the within instrument and acknowledged to me that he/she/they executed the same in his/her/their authorized capacity(ies), and that by his/her/their signature(s) on the instrument the person(s), or the entity upon behalf of which the person(s) acted, executed the instrument.

I certify under PENALTY OF PERJURY under the
laws of the State of California that the foregoing
c-_.E‘4.‘..?’..‘ ’.',"c N u DA,,N‘::.W gofforqia paragraph is true orrect. ..7.=' -'‘.~;, 0 ry u IC ~ at . - RiversideCounty
" ~ 5 Commission# 2405488
cu_,=:-“ MyComm.Expires May 24, 2026
|VNN
WITNESS m hand and fficial seal.

P/ace Notary Seal and/or Stamp Above Signature of ot ry Public

OPTIONAL
Completing this information can deter alteration of the document or fraudulent reattachment of this form to an unintended document.

Description ofAttached Document
Title or Type of Document:

Document Date: Number of Pages:

Signer(s) Other Than Named Above:

Capacity(ies) Claimed by Signer(s)
Signer’s Name: Signer’s Name:

El Corporate Officer — Title(s): ‘Corporate Officer — Title(s):

El Partner— El Limited I] General El Partner— Limited El General 111Individual D Attorney in Fact II Individual El Attorney in Fact El Trustee El Guardian or Conservator El Trustee l'_'l Guardian orConservator D Other: El Other:

Signer is Representing: Signer is Representing:
~
» ~= ©2019 National Notary Association
E@?‘@§$%@§@€¥ §v§@ @m@&@a§mm@a@&m§ &&§@ & @@§§§@am Q§
Signature
before me,
personally appeared
On 0\’Y‘¢/-——

5/1/23
95* $9
~lq 4v g
L.S.7780
cl’ 4?‘ ’>.v,. 43

GRANT OF EASEMENT
POR. APN 123-160-005
THAT PORTION OF LOT 9 IN BLOCK 19 OF RIVERSIDE ORANGE HEIGHTS TRACT NO. 2 IN THE CITY OF NORCO, COUNTY OF RIVERSIDE, STATE OF CALIFORNIA, AS PER MAP RECORDED IN BOOK 7 PAGE 54 OF MAPS, IN THE OFFICE OF THE COUNTY RECORDER OF SAID COUNTY, LYING WITHIN THE LAND DESCRIBED AS PARCEL 2 IN DEEDS RECORDED JANUARY 9, 1987 AS INST. NO. 5668, DECEMBER 23, 2021 AS INST, NO, 2021-0755757, FEBRUARY 3, 2022 AS INST. 2022-0058661, AND IULY 22, 2022 AS INSTRUMENT NO. 2022-0326202, ALL OF OFFICIAL RECORDS, BEING STRIPS OF LAND DESCRIBED AS FOLLOWS:

STRIP NO. 1:

A STRIP OF LAND 15.00 FEET WIDE LYING 7.50 FEET ON EACH SIDE OF THE FOLLOWING DESCRIBED CENTERLINE:

COMMENCING AT THE NORTHEAST CORNER OF SAID LOT 9; THENCE NORTH 89°46’03” WEST, ALONG THE NORTHERLY LINE OF SAID LOT 9, A DISTANCE OF 25.66 FEET; THENCE LEAVING SAID NORTHERLY LINE, SOUTH 45°13’O8” EAST, 25.59 FEET; THENCE SOUTH 00°00’00” EAST, 73.10 FEET; THENCE SOUTH 58°57’27” WEST, 10.38 FEET TO A POINT ON THE NORTHERLY LINE OF THE LAND DESCRIBED IN SAID DEED, BEING A CURVE CONCAVE SOUTHERLY, HAVING A RADIUS OF 47.00 FEET, A RADIAL LINE T0 SAID CURVE BEARS NORTH 40°37’56” EAST, SAID POINT BEING THE POINT OF BEGINNING; THENCE CONTINUING SOUTH 58°57’27” WEST, 23.26 FEET TO A POINT HEREINAFTER REFERRED TO AS POINT “A”; THENCE CONTINUING SOUTH 58°57’27” WEST, 3.53 FEET; THENCE SOUTH 88°22’19” WEST, 9.15 FEET TO THE BEGINNING OF A CURVE CONCAVE NORTHERLY, HAVING A RADIUS OF 24.93 FEET; THENCE WESTERLY ALONG SAID CURVE THROUGH A CENTRAL ANGLE OF 60°04’19”, AN ARC DISTANCE OF 26.14 FEET; THENCE NORTH 31°33’23” WEST, 6.15 FEET TO A POINT ON SAID NORTHERLY LINE OF LAND DESCRIBED IN SAID DEED, BEING SAID CURVE WITH A RADIUS OF 47.00 FEET.

THE SIDELINE OF SAID STRIP SHALL BE LENGTHENED OR SHORTENED NORTHWESTERLY AND NORTHEASTERLY SO AS TO TERMINATE AT SAID CURVE WITH A RADIUS OF 47.00 FEET.

STRIP NO. 2:

A STRIP OF LAND 14.50 FEET WIDE LYING 7.25 FEET ON EACH SIDE OF THE FOLLOWING DESCRIBED CENTERLINE:

BEGINNING AT SAID POINT “A”; THENCE SOUTH 26°31’44” EAST, 17.25 FEET TO THE END OF SAID STRIP.

EXCEPT THEREFROM THAT PORTION WITHIN STRIP NO. 1.

AREA OF SAID STRIPS 1 & 2 IS 1,159 SQUAREFEET.

Prepared under my supervision:

Annan DuPont, L.S. 7780
EXHIBIT "An

A.P.N. 123-160-032
(2510 OITA710NDRIV
Los Angeles SURVEVING, INC.
411JENKSCIRCLE,SUITE205, CORONA, CA.92878 PHONE:951-280-9960 FAX:951-280-9746 wvvw.ca|vada.com EXHIBIT"B"
mm.
m
u...
3RD S TREET
A.P.N. P0/NT'A"

12.3-160-005
ARMANDOD. DUPON
P.L.S. 7780 T,
Job No. 21815-
R=47.00

City Council

STAFF REPORT
Date: August 2, 2023 Agenda Item:

2.H.

To: Honorable Mayor and City Council Members
Prepared By: Chad Blais, Public Works Director
Department: Public Works
SUBJECT:

Sublease agreement of property for purpose of negotiating a cell tower at SilverLakes.

RECOMMENDATION:

Approve the Cell Tower Agreement between the City of Norco and SilverLakes.

SUMMARY:

The City of Norco and Balboa Management Group, LLC (SilverLakes) have been exploring the idea of allowing a cell-tower at SilverLakes to help improve the often very poor cell reception available onsite. The City conducted some preliminary discussions with multiple cell carriers and there was indeed an interest by Verizon and ATT to develop a multi-carrier cell tower at SilverLakes. Because of the existing tenant-owner relationship, SilverLakes agreed to provide a designated location for a potential cell tower and the City would be allowed to negotiate a cell tower agreement(s) directly with any cell carrier(s) interested in obtaining a use the property. City Council is being ask to review and approve the Cell Tower Agreement between the City and SilverLakes.

BACKGROUND:

The City of Norco owns a 122 acre property north of the Santa Ana River which Balboa Management Group, LLC (SilverLakes) has a long-term lease agreement. Over the years SilverLakes has held numerous successful events where tens of thousands of attendees enjoy a myriad of sporting and music/entertainment events throughout the year. Even with the success of SilverLakes, the lack of reliable and consistent cell signal has been the one significant lingering issue that has routinely created a negative customer experience onsite and has been a long-term safety concern expressed by Norco's public safety team. Therefore, City and SilverLakes staff met to determine if SilverLakes would be willing to provide a dedicated location to install a new multi-carrier cell tower and allow the City to negotiate an agreement with cell carriers.

As part of the initial discussion the City was able to involve Verizon, ATT and T-Mobile to help determine a preliminary location that would work for all the providers to establish a

multi-carrier cell tower (see Exhibit A). Please note T-Mobile has determined its signal strength is sufficient for the area and has elected to not participate in a potential cell tower onsite. Based on the proposed location of the cell tower and overall footprint required, SilverLakes has agreed to allow the City to sublease the area in question and negotiate any agreement necessary for the installation of a multi-carrier cell tower at SilverLakes.

In exchange, SilverLakes will be provided thirty percent of the net revenue the City is able to generate from the cell tower agreements.

Please note the City has already been actively negotiating with two cell carriers on draft agreements for a multi-carrier cell tower at SilverLakes. Staff is hopeful draft cell carrier agreements will be brought forward for Council consideration in the next few months.

Staff is recommending the City Council approve the Cell Tower Agreement between the City of Norco and Balboa Management Group, LLC.

FISCAL IMPACT:

The approval of this agreement does not have a direct financial impact. However, should a cell tower agreement(s) be successfully negotiated with a cell carrier(s), monthly lease revenue will be generated to support the City.

RELATIONSHIP TO STRATEGIC PLAN:

Approval of this Cell Tower Agreement is consistent with Strategic Plan Goal No. 3 - Economic Development & Financial Stability: Assure financial stability by expanding development efforts, diversifying revenue sources and continuing prudent financial management and Goal No. 4 - Communication & Stakeholder Experience: Enhance the stakeholder experience, engage the community, and build brand awareness through proactive, effective and consistent communication.

REVIEWED AND APPROVED BY:

Certified as to Availability of Funds: Lisette Free, Finance Director Approved by: Lori Sassoon, City Manager
Approved as to Form: Harper and Burns, LLC, City Attorney ATTACHMENT(S):

EXHIBIT A
City of Norco and Balboa Cell Tower Agreement

EXHIBIT A
Northeast Corner of the Property – Subject to SilverLakes Approval

1 CELL TOWER AGREEMENT
THIS AGREEMENT is hereby entered into on _____________________________by and between the City of Norco, a Municipal Corporation (hereinafter “CITY”) and Balboa Management Group, LLC, a Delaware Limited Liability Company (hereinafter “BALBOA”), jointly the Parties, as follows:

RECITALS
WHEREAS, the CITY owns approximately one hundred twenty-two (122) contiguous acres of land within the City of Norco, County of Riverside, State of California, commonly known as the SilverLakes Property (hereinafter “SILVERLAKES PROPERTY”); and WHEREAS, CITY and BALBOA entered into the Norco Silverlakes Ground Lease (hereinafter “LEASE”) on or about July 6, 2011 for the SILVERLAKES PROPERTY; and WHEREAS, CITY and BALBOA desire to enter into a lease with a to-be determined cell tower operator for the construction and operation of a cell tower located on a site within the SILVERLAKES PROPERTY, more particularly described in Exhibit “A” attached hereto and made a part hereof; and
WHEREAS, while the LEASE provides that a cell tower is a permitted use of the SILVERLAKES PROPERTY, neither CITY nor BALBOA have specific authority under the LEASE to enter into a lease with a cell tower operator; and WHEREAS, CITY and BALBOA desire to enter into this Agreement setting forth the conditions under which a cell tower may be constructed and operated pursuant to a lease on the SILVERLAKES PROPERTY.

NOW, THEREFORE, IN CONSIDERATION OF THE FOREGOING AND THE

MUTUAL AGREEMENTS SET FORTH HEREIN AND FOR OTHER GOOD AND

VALUABLE CONSIDERATION, THE RECEIPT AND SUFFICIENCY OF WHICH ARE

HEREBY ACKNOWLEDGED, THE PARTIES HERETO, HEREBY AGREE AS FOLLOWS:

SECTION 1. The foregoing Recitals are true and correct and incorporated hereat as if set forth in full.

SECTION 2. CITY may negotiate and enter into a lease with a cell tower operator, said cell tower to be located on that site described in Exhibit “A”. The terms and conditions of any such lease agreement shall be within the absolute discretion of the CITY.

2 SECTION 3. In consideration of the cell tower being located within the SILVERLAKES PROPERTY subject to the LEASE, BALBOA shall receive 30-percent of net revenue to CITY generated by the cell tower lease. “Net revenue” means gross receipts minus CITY’s costs, including, but not limited to, in house staff time and consultant costs, for all reasonably necessary work and costs incurred in connection with oversight and administration of the cell tower lease.

SECTION 4. No Assignment. Neither this Agreement nor any rights hereunder will be transferred or assigned by either Party.

SECTION 5. Governing Law. This Agreement will be construed under the laws of the State of California without regard to its conflict of law provisions.

SECTION 6. Independent Entities. In the performance of the obligations under this Agreement, it is mutually understood and agreed that BALBOA is at all times acting and performing independently of CITY and that no partnership, joint venture, agency or other similar joint employment relationship of any kind is created by this Agreement. Neither BALBOA nor any of its employees, agents, or any other person shall have any right or claim against CITY under this Agreement for wages, compensation, retirement, social security benefits, workers’ compensation benefits, health benefits, vacation pay, sick leave or any other employee benefits of any kind.

SECTION 7. Authority. BALBOA and CITY each certifies that the individual(s) signing below on its behalf has authority to execute this Agreement on behalf of the party for which he or she signs, and may legally bind the party to the terms and conditions of this Agreement.

SECTION 8. Term. This Agreement shall be effective as of the date referenced above and continue in effect until termination of the cell tower lease.

IN WITNESS WHEREOF, the Parties have executed this Agreement as of the date first above written.
“CITY OF NORCO” “BALBOA MANAGEMENT GROUP, LLC
A Delaware Limited Liability Company”
By: ____________________________ By: ______________________________ Robin Grundmeyer - Mayor R.J. Brandes - CEO

3 APPROVED AS TO FORM:

By: ___________________________________
Its: Colin Burns - City Attorney
ATTEST:

By: _______________________________
Dana Roa, CMC, City Clerk

EXHIBIT A
Northeast Corner of the Property – Subject to SilverLakes Approval

City Council

STAFF REPORT
Date: August 2, 2023 Agenda Item:

2.I.

To: Honorable Mayor and City Council Members
Prepared By: Chad Blais, Public Works Director
Department: Public Works
SUBJECT:

Acceptance of the 2022-23 Equestrian Trail Fence Project (Various Locations) as Complete
RECOMMENDATION:

Accept the 2022-23 Equestrian Trail Fence Project (Various Locations) as complete and authorize the City Clerk to file the Notice of Completion with the County of Riverside.

SUMMARY:

The 2022-23 Equestrian Trail Fence Project (Various Locations) consisted of trail fence improvements in various locations throughout the City.

BACKGROUND:

On September 6, 2022 the City Council awarded a contract to Red Hawk Services, Inc. in the amount of $557,058 and authorized the City Manager to approve contract change orders up to 10% for the 2022-23 Equestrian Trail Fence Project (Various Locations). The final contract amount paid to Red Hawk Services, Inc. was $556,514. The overall amount paid to Red Hawk Services, Inc. was approximately equal to the contract award amount.

Red Hawk Services, Inc. has completed all the work required to the satisfaction of the City Engineer and a Notice of Completion has been prepared for recordation.

FISCAL IMPACT:

There is no fiscal impact for this item.

RELATIONSHIP TO STRATEGIC PLAN:

The approval of Notice of Completion is consistent with Strategic Direction #5 – Infrastructure and Asset Management: Ensure timely preservation, replacement, improvement and acquisition of infrastructure and capital assets.

REVIEWED AND APPROVED BY:

Certified as to Availability of Funds: Lisette Free, Finance Director Approved by: Lori Sassoon, City Manager
Approved as to Form: Harper and Burns, LLC, City Attorney ATTACHMENT(S):

Notice of Completion_2022-23 Equestrian Trail Fence Project

RECORDING REQUESTED BY: THIS DOCUMENT IS FILED AT THE

REQUESTCITY OF NORCO OF THE CITY OF NORCO PURSUANT TO
WHEN RECORDED MAIL TO: SECTION 6103 OF THE GOVERNMENT
2870 CLARK AVENUE CODE. NO FEE IS CHARGED THEREFORE.

NORCO, CA 92860
ATTN: CITY CLERK

NOTICE OF COMPLETION

NOTICE IS HEREBY GIVEN BY THE CITY OF NORCO, A MUNICIPAL CORPORATION, STATE OF CALIFORNIA THAT THE WORK DESCRIBED AS 2022-2023 EQUESTRIAN TRAIL FENCE PROJECT IN THE CITY OF NORCO IN

ACCORDANCE WITH THE TERMS AND WRITTEN CONTRACT DATED BETWEEN THE CITY OF NORCO AND RED HAWK SERVICES, INC. WAS COMPLETED AND ACCEPTED BY THE CITY OF NORCO ON THE 2ND DAY OF AUGUST 2023.

THE WORK DONE: CONSISTED OF THE REMOVAL OF APPROXIMATELY 23,650 LINEAR FEET OF EXISTING WOODEN TRAIL FENCE AND INSTALLATION OF 24,340 LINEAR FEET OF NEW VINYL TRAIL FENCE AT VARIOUS LOCATIONS WITHIN THE CITY IN THE CITY OF NORCO, CALIFORNIA.

THAT THE CITY OF NORCO, A PUBLIC BODY, CORPORATE AND POLITIC, WHOSE ADDRESS IS 2870 CLARK AVENUE, NORCO, CALIFORNIA, 92860 IS THE OWNER OF SAID IMPROVEMENT WORK; AND THAT SAID WORK WAS PERFORMED BEGINNING SEPTEMBER 6, 2022, IN THE CITY OF NORCO, CALIFORNIA. THE NATURE OF INTEREST IS VENDEE UNDER CONTRACT.

THAT SAID WORK OF IMPROVEMENT WAS SO PERFORMED BY RED HAWK SERVICES OF PERRIS, CALIFORNIA, IN ACCORDANCE WITH SAID WRITTEN AGREEMENT DATED JULY 6, 2022, AND THE DRAWINGS AND SPECIFICATIONS, WHICH WERE A PART OF SAID CONTRACT.

THAT THE CORPORATE SURETY ON THE CONTRACTOR’S BOND, FAITHFUL PERFORMANCE AND LABOR AND MATERIALS BOND IS MARKEL INSURANCE COMPANY. THIS NOTICE OF COMPLETION IS GIVEN BY THE CITY OF NORCO PURSUANT TO THE APPROPRIATE PROVISIONS OF TITLE XV, PART IV, DIVISION 1 OF THE CIVIL CODE OF THE STATE OF CALIFORNIA, AND UPON ORDER OF THE CITY OF NORCO.

August 2, 2023
DATED: CITY OF NORCO

A MUNICIPAL CORPORATION
BY: __________________________

DANA ROA, CMC

CITY CLERK
VERIFICATION FOR NON-INDIVIDUAL OWNER:

I, THE UNDERSIGNED, DECLARE UNDER PENALTY OF PERJURY UNDER THE LAWS OF THE STATE OF CALIFORNIA THAT I AM THE DEPUTY CITY CLERK OF THE CITY OF NORCO; THAT I HAVE SIGNED THE SAID

NOTICE, THAT I KNOW AND UNDERSTAND THE CONTENTS THEREOF, AND THAT THE FACTS STATED THEREIN ARE TRUE AND CORRECT.

AUGUST 2, 2023 ______________________________

DATE DANA ROA, CMC

CITY CLERK

CITY OF NORCO

City Council

STAFF REPORT
Date: August 2, 2023 Agenda Item:

5.A.

To: Honorable Mayor and City Council Members
Prepared By: Colin Burns, City Attorney
Department: Administration
SUBJECT:

Consider and adopt a policy on the selection of Mayor and Mayor Pro Tempore RECOMMENDATION:

Adopt a policy on the selection of Mayor and Mayor Pro Tempore.

SUMMARY:

Proposed for Council consideration are four separate Policies taking different approaches to selecting the Mayor and Mayor Pro Tempore, going from the most discretion to least.

BACKGROUND:

At a previous Council Meeting, Council directed staff to prepare and bring for Council consideration a policy on selection of Mayor and Mayor Pro Tempore. Proposed are four separate policy choices for Council consideration. The four policies differ in the amount of discretion, with the first option providing the most discretion and the last (fourth) providing the least. Each option is summarized below:

First Option - No Rotation, Unlimited Discretion: This option has no suggested rotation.

Rather, the Council simply chooses a Mayor and Mayor Pro Tempore at its discretion, with no guidelines.

Second Option - Suggested Rotation with Council’s Unlimited Discretion: This second Option provides for a rotation that “should” be followed, using a consecutive service model. It specifically provides that the ultimate discretion lies with the Council.

There are no limits on how the Council exercises its discretion.

Third Option - Presumptive Rotation w/ Council Discretion to Change for Cause: This third option contains a presumptive Mayor and Mayor Pro Tempore rotation, which Council Members follow when they vote for Mayor and Mayor Pro Tempore unless they find cause to skip the next person. A person currently serving as Mayor or Mayor Pro Tempore could also be removed for cause. Cause means a Council Member is unable or

unfit to fulfill the role of Mayor or Mayor Pro Tempore for any reason including malfeasance or lack of participation. The vote of cause can happen at any Council Meeting, provided there is Brown Act compliance. Meaning, a vote of cause to remove the Mayor or Mayor Pro Tempore must be placed on the agenda beforehand.

Fourth Option - Absolute Rotation, No Council Discretion: This final option provides for a rotation without any Council discretion. Under this version, the Council Member with the highest consecutive service becomes Mayor. There is no vote. This is the only option where there is no Council discretion.

ALTERNATIVES:

Alternative No.1: Select one of the four options of suggested polices addressing the selection of a Mayor and Mayor Pro Tempore.

Alternative No.2: Amend the Policies or direct staff to bring back a different policy for consideration.

Alternative No. 3: Take no action.

FISCAL IMPACT:

There is no fiscal impact anticipated with this item.

RELATIONSHIP TO STRATEGIC PLAN:

This item is consistent with Strategic Direction #4 - Communication and Stakeholder Experience: Enhance the stakeholder experience, engage the community, and build brand awareness through proactive, effective and consistent communication.

REVIEWED AND APPROVED BY:

Certified as to Availability of Funds: Lisette Free, Finance Director Approved by: Lori Sassoon, City Manager
Approved as to Form: Harper and Burns, LLC, City Attorney ATTACHMENT(S):

DRAFT Council Policy - Selection of Mayor and MPT

CITY OF NORCO

CITY COUNCIL POLICY
SUBJECT: SELECTION OF MAYOR AND MAYOR PRO TEMPORE
POLICY NUMBER:

DATE APPROVED: AUGUST 2, 2023
PURPOSE AND SCOPE: To provide for the City Council’s selection of a Mayor and Mayor Pro Tempore
OPTION 1 – NO ROTATION, COMPLETE DISCRETION
As soon as practical, following the certification of the city council election results after the November general municipal election, the city council shall make its selections of Mayor and Mayor Pro Tempore. The selection shall be at Council’s complete discretion. In the nonelection years, the selection of Mayor and Mayor Pro Tempore shall be made at the city council meeting date closest to the anniversary date of the selections in the election years. The office of Mayor and Mayor Pro Tempore shall have a one-year term.

OPTION 2 – SUGGESTED ROTATION WITH UNLIMITED DISCRETION TO CHANGE (a) As soon as practical, following the certification of the city council election results after the November general municipal election, the city council shall make its selections of Mayor and Mayor Pro Tempore. In the nonelection years, the selection of Mayor and Mayor Pro Tempore shall be made at the city council meeting date closest to the anniversary date of the selections in the election years. (b) The offices of Mayor and Mayor Pro Tempore shall have one-year terms and shall be filled in accordance with the following rotation procedure:
(1) The councilmember who has the longest consecutive council service since his or her election or last service as Mayor, whichever is longer, should become the Mayor. (2) In the event that two councilmembers have the same length of service as described in subsection (b)(1) of this section, the one having received the greatest number of votes in the last councilmember’s election should become Mayor. If any person declines his or her term as it comes by in rotation, that person should remain in the same place in the rotation cycle as if he or she had served. (3) Notwithstanding the rotation provided for in this section, the selection of the Mayor and Mayor Pro Tempore shall ultimately be at the discretion of the city council. (c) The selection of Mayor Pro Tempore shall be in accordance with the same criteria as provided above, with the exception that the Mayor Pro Tempore should be the person with the next greatest qualifications.

OPTION 3 – PRESUMPTIVE ROTATION WITH DISCRETION TO CHANGE FOR CAUSE (a) As soon as practical, following the certification of the city council election results after the November general municipal election, the city council shall make its selections of Mayor and Mayor Pro Tempore. In the nonelection years, the selection of Mayor and Mayor Pro Tempore shall be made at the city council meeting date closest to the anniversary date of the selections in the election years.

Selection of Mayor and Mayor Pro Tempore

(b) The offices of Mayor and Mayor Pro Tempore shall have one-year terms and shall be filled in accordance with the following rotation procedure:
(1) The councilmember who has the longest consecutive council service since his or her election or last service as Mayor, whichever is longer, shall become Mayor. (2) In the event that two councilmembers have the same length of service as described in subsection (b)(1) of this section, the one having received the greatest number of votes in the last councilmember’s election shall become Mayor. If any person declines his or her term as it comes by in rotation, that person shall remain in the same place in the rotation cycle as if he or she had served. (3) Each councilmember shall vote in accordance with the rotation procedure provided for in this section unless he or she determines, in his or her sole and absolute discretion, that cause exists to skip the person in the rotation. Cause means that a councilmember is unable or unfit to fulfill the role of Mayor or Mayor Pro Tempore for any reason including, but not limited to, malfeasance or lack of participation. (4) If a person is skipped for cause, each councilmember shall then vote for the person with the next highest qualifications under the rotation provided for in this section unless a councilmember determines, in his or her sole and absolute discretion, that cause exists to skip that person. This process shall continue until one person is voted Mayor.
(5) The selection of Mayor Pro Tempore shall be in accordance with the same criteria as provided above, with the exception that the Mayor Pro Tempore should be the person with the next greatest qualifications.
(6) A person serving as Mayor or Mayor Pro Tempore may be removed from that office at any time by the council pursuant to a vote of cause with at least four members present. (7) A councilmember who is skipped or removed for cause shall, for purposes of the rotation, be considered to have served a full term as Mayor or Mayor Pro Tempore. (c) In the event of a vacancy in the office of Mayor, the Mayor Pro Tempore shall assume all the duties of the Mayor until a Mayor is selected by the city council to serve the balance of the term of the vacated incumbent. The city council shall be free to appoint any councilmember for the balance of that term, but, upon the conclusion of that term, the rotational selection process shall again be employed in the same order as if the vacated incumbent had served a full term.

OPTION 4 – ABSOLUTE ROTATION, NO DISCRETION
(a) The offices of Mayor and Mayor Pro Tempore shall begin at the first meeting following the certification of the city council election results after the November general election. In non-election years, the offices of Mayor and Mayor Pro Tempore shall begin at the city council meeting closest to the anniversary date of the beginning of the term in the last election year. No council vote shall be required. (b) The offices of Mayor and Mayor Pro Tempore shall have one-year terms and shall be filled in accordance with the following rotation procedure:
(1) The councilmember who has the longest consecutive council service since his or her election or last service as Mayor, whichever is longer, shall become the Mayor. (2) In the event that two councilmembers have the same length of service as described in subsection (b)(1) of this section, the one having received the greatest number of votes in the last councilmember’s election shall become Mayor. If any person declines his or her term as it comes by in rotation, that person shall remain in the same place in the rotation cycle as if he or she had served. (c) In the event of a vacancy in the office of Mayor, the Mayor Pro Tempore shall assume all the duties of the Mayor until a Mayor is selected by the city council to serve the balance of the term of the vacated incumbent. The city council shall be free to appoint any councilmember for the balance of that term, but,

Selection of Mayor and Mayor Pro Tempore

upon the conclusion of that term, the rotational selection process shall again be employed in the same order as if the vacated incumbent had served a full term. (d) The selection of Mayor Pro Tempore shall be in accordance with the same criteria as provided above, with the exception that the Mayor Pro Tempore shall be the person with the next greatest qualifications.

Mayor _______________________________________ Date _____________________

City Council

STAFF REPORT
Date: August 2, 2023 Agenda Item:

6.A.

To: Honorable Mayor and City Council Members
Prepared By: William Otterman, Fire Chief
Department: Fire
SUBJECT:

Confirming the Report of Costs for Spring and Fall Weed Abatement, Fiscal Year 2022- 23 RECOMMENDATION:

Adopt Resolution No. 2023-52, confirming the Report of Costs for abatement of weeds and hazardous vegetation as a public nuisance and imposing special assessment liens on vacant parcels within the City.

SUMMARY:

The Fiscal Year (FY) 2022-23 Weed Abatement Report of Costs lists property owners whose vacant parcels were abated by the Fire Department's weed abatement contractor for the Weed Abatement Program. After Council adopts the Resolution, the Fire Department can impose special assessment liens on vacant parcels.

BACKGROUND:

CalFire conducts field inspections twice a year on vacant lots within the city for weeds/tumbleweeds. Abatement for tumbleweeds is conducted every fall and abatement for weeds is conducted in the spring. Notices to abate fall tumbleweeds on vacant parcels were mailed to property owners on August 8, 2022, with a September 12, 2022 deadline to comply. Notices to abate spring weeds on vacant parcels were mailed to property owners on March 7, 2023, with an April 17, 2023 deadline to comply. Inspections for compliance for the Fall Abatement began September 13, 2022, while Spring Abatement inspections began on April 18, 2023. One (1) lot failed inspection in the Fall of 2022 and four (4) lots failed in Spring of 2023. All lots that failed inspection received a $250.00 administrative fine. The Norco CalFire Chief authorized the Department's weed abatement contractor, Warren Brothers Tractor Work, to remove weeds and hazardous vegetation from the vacant parcels, whom have not come into compliance.

The FY 2022-23 Weed Abatement Report of Costs lists the 5 property owners whose parcels were abated by Warren Brothers following the Fire Chief's authorization ordering

the abatement. The Report of Costs includes the contractor's charges and the Fire Department's administrative fee. Property owners have been invoiced for these costs; and if not paid, property liens will be placed against the parcel though the Riverside County Auditor-Controllers Office.

FISCAL IMPACT:

Costs to abate weeds on vacant property are paid either by the property owner or through property tax liens.

RELATIONSHIP TO STRATEGIC PLAN:

This items is consistent with Strategic Direction #5: Improve the quality of life by enhancing public safety services.

REVIEWED AND APPROVED BY:

Certified as to Availability of Funds: Lisette Free, Finance Director Approved by: Lori Sassoon, City Manager
Approved as to Form: Harper and Burns, LLC, City Attorney ATTACHMENT(S):

Reso No 2023-52_ Confirming Costs on Spring Weed Abatement- Spring Fall FY2022- 23 Exhibit A Reso 2023-52

RESOLUTION NO. 2023-52

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF NORCO,

CALIFORNIA, CONFIRMING THE REPORT OF COSTS FOR

ABATEMENT OF WEEDS AND HAZARDOUS VEGETATION AS A

PUBLIC NUISANCE AND IMPOSING SPECIAL ASSESSMENT LIENS

ON VACANT PARCELS WITHIN THE CITY
WHEREAS, the City Council declared that seasonal and recurring weeds and hazardous vegetation, growing upon and in front of vacant property in the City of Norco, constitute a public nuisance and also declared its intent to provide for abatement in accordance with Ordinance 1042 adopted on June 20, 2018; and WHEREAS, the Notice to Destroy Weeds and Hazardous Vegetation was given to property owners of vacant property in accordance with Chapter 13, Article 2, Section 39567.1 of the State of California Government Code and Norco Municipal Code Chapter 9, Article 40, Section 030; and
WHEREAS, an itemized report showing the cost to abate the nuisances that were on or in front of vacant parcels has been prepared and submitted to the City Council for confirmation; and
WHEREAS, a copy of the report of costs was posted near the door of the Council Chamber at least three days prior to the Public Hearing; and WHEREAS, the Public Hearing being held by City Council is for the purpose of receiving and considering the report of costs showing abatement costs and hearing objections from property owners liable to be assessed for such costs.

NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Norco, California, does hereby find and declare that the FY 22-23 Weed Abatement Report of Costs, Exhibit “A” on nuisance abatement for vacant parcels is confirmed, and that the costs are also confirmed as special assessment property liens against the vacant parcels whose property owners do not pay the invoiced amount.
##

Resolution No. 2023-52

August 2, 2023
PASSED AND ADOPTED by the City Council of the City of Norco, California, at a regular meeting held on August 2, 2023.
____________________
Robin Grundmeyer, Mayor
City of Norco, California
ATTEST:
________________________
Dana Roa, CMC, City Clerk
City of Norco, California
I, Dana Roa, CMC, City Clerk of the City of Norco, California, do hereby certify that the foregoing Resolution was adopted by the City Council of the City of Norco, California, at a regular meeting thereof held on August 2, 2023 by the following vote of the City Council:

AYES:

NOES:

ABSENT:

ABSTAIN:

IN WITNESS WHEREOF, I have hereunto set my hand and affixed the official seal of the City of Norco, California, on August 2, 2023.
_________________________
Dana Roa, CMC, City Clerk
City of Norco, California
Attachment: Exhibit A – FY 22-23 Weed Abatement Report of Costs

127331012-0 2830 Reservoir Dr. 0.20
PAT & EMMA ALVARADO C/O ROLLIE ALVARADO 6072 CANDLE LIGHT LN YORBA LINDA CA 92886
130240007-9 behind 3490 Hamner Av. 6.87
ROBERT GREGORY PO BOX 340 NORCO CA 92860
133182003 3851 CENTER 0.45
FLORES EDUARDO BRIONES 14125 CERRITOS AVE
BELLFLOWER CA 90706
168030008-6 NORTH OF 4149 MT. RUSHMORE DR. 0.68
LLOYD & ANN DAWSON 6820 INDIANA AVE STE 260 RIVERSIDE CA 9250 6 126060001-6 west of 2093 Paddock Ln. 1.90
DU ZEHAI CHEN XIAOXIA 25 S CAMPANA FLORES WEST COVINA, CA. 91791 Exhibit A

City Council

STAFF REPORT
Date: August 2, 2023 Agenda Item:

6.B.

To: Honorable Mayor and City Council Members
Prepared By: Catherine Fiore, Code Enforcement Supervisor Department: Planning
SUBJECT:

ITEM HAS BEEN CONTINUED TO AUGUST 16, 2023 Public Hearing for First Reading:

Ordinance and Code Amendments to the Norco Municipal Code, Title 1 – "General Provisions", Chapter 1.05 – ”Administrative Citations”, to align with Government Code 36900, Norco Municipal Code, Title 6 – “Health and Sanitation”., Chapter 6.22 – “Public Nuisance Abatement”, and Norco Municipal Code amend Title 15 – “Building and Construction”, Chapter 15.01 - Administrative Provisions for Title 15", to adopt the International Property Maintenance Code 2021, replacing the current Chapter 15.06 – “Housing Code”, allowing Dangerous Building Abatement.

REVIEWED AND APPROVED BY: