Norwalk City Council
December 16, 2025

Director’s Authority.

The Planning Director may approve a reduction
in the number of off-street parking spaces
otherwise required for a (residential) use upon a
determination, supported by a parking demand
study prepared by a qualified transportation or
parking consultant, that the proposed use will
require fewer spaces than otherwise required by
this Code.

Required Findings.

In approving a reduction, the Director shall make
the following findings:

1. A parking demand study prepared by a
qualified firm or individual demonstrating, to the
satisfaction of the Director, that the proposed
project will have a lower parking demand than
the minimum otherwise required.

2. The reduction will not result in a parking
deficiency that would adversely affect
surrounding properties or public streets and/or
can be mitigated through measures that may be
required of the developer.

3. Adequate measures, such as transportation
demand management strategies, shared
parking, or unbundled parking, are provided to
further reduce parking demand.

Conditions.

The Director may impose conditions of approval
to ensure that the reduced parking remains
adequate, including but not limited to:
• Requiring ongoing monitoring of parking
utilization;
• Restricting permit eligibility for on-street
parking programs;
• Requiring the provision of bicycle parking
and/or transit incentives.

Establishment of Parking and
Transportation Management Districts
Parking and Transportation Management
Districts (PTMD) generally consistent with the
boundaries of each of the five districts of the
Heart of Norwalk Specific Plan Area will be
established.

Purpose and Intent
Parking and Transportation Management
Districts (PTMDs) will be established to share
underutilized parking resources with land uses
that may be unable to provide parking on their
parcels; it is typical for commercial districts
to have areas of high and low parking needs,
with significant numbers of parking spaces
sitting vacant at any given time. Even in a busy
district, the parking demand generated by
different land uses, such as bar-restaurants and
offices, fluctuate at different times of the day,
week, and year. The intent of the PTMDs is to
utilize underutilized parking spaces instead of
devoting land and capital costs to constructing
new spaces, when existing parking spaces are
available. The efficient use of parking will allow
for more space dedicated to productive land uses
such as businesses, public space, housing, and
destinations.

At the same time, funds designated for PTMDs will
allow for the tracking and allocation of parkingrelated revenues and expenses to manage A.18 Parking Strategy
Ordinance No. 25-1766 Page 338 of 366
CITY COUNCIL HEARING DRAFT - NOVEMBER 2025 329

APPENDIX A ZONING PROCEDURES AND DEVELOPMENT AND DESIGN GUIDELINES parking efficiently and cost effectively.

PTMD Boundaries
Precise PTMD Boundaries are to be determined by
the Director. Unless other rationale is identified,
boundaries should be consistent with those of
the Triangle District, Town Square District, and
the Front Street District. Due to its small size,
the Front Street PTMD would be combined with
areas of the Firestone and San Antonio Corridors
located in proximity. The southern San Antonio
Corridor between Foster Road and Orange Street,
including Orange Street west of San Antonio
Drive, should also have a PTMD established once
the Linear Park is created and traffic is rerouted
in the area, affecting parking supply.

Components of PTMD’s
a. Pool of Publicly Available Parking Spaces:

Within the PTMDs, a pool of the number of
available publicly available spaces shall be
identified through an inventory of existing
parking spaces and occupancy counts during
busy weekday and weekend hours. A survey of
the district will occur, at least annually, to identify the number and location of publicly available
parking spaces, consisting of:
i. Curb parking fronting commercially zoned
properties.
ii. Publicly owned off-street parking
iii. Privately owned parking that can be made
available to all or some members of the
public (for example, just employees). Private
spaces will be brought into the public parking
pool using financial incentives for owners to
lease parking to the Pool of Publicly Available
Parking, as well as terms that may include
maintaining the parking facilities including
pavement conditions, striping signage,
enforcement, and insurance, to the extent
necessary.

Once surveyed, parking adequacy in the publicly
available parking supply should be monitored at
least annually.
b. Parking Requirements: Current minimum
parking requirements for all non-residential uses
shall be maintained for the purpose of supporting
a Payment in lieu of Parking (PILP) fee and
Pooled Parking program. Otherwise, reductions
in minimum parking requirements should be
considered as minimum parking requirements
are likely to inhibit new development, making
the district less walkable and less accessible,
and discourage the use of non-driving modes
of transportation. However, minimum parking
requirements can be leveraged to support
broader policy measures.
c. Maximum Parking Requirements: Ten percent
above current minimum parking requirements
shall be established as maximum parking
requirements.
d. Exceptions to Minimum Parking Requirements:

Shared Parking. A Shared Parking Bonus should
be applied to the parking requirement. All
parking spaces that the owner of the property
agrees to share with the Public Pool, to be signed
and designated as such, shall count as two (2)
parking spaces toward the fulfillment of the
minimum requirement.
e. Possible exceptions to minimum parking
requirements, a menu of transportation
demand management (TDM) measures.

The City may consider a reduction to minimum
parking requirements by a business or property
owner, up to 25%, by including, within approvals,
a commitment to implement at least three (3)
of the following or other TDM measures, at the
discretion of the Director:
i. Transit passes and/or e-bike subsidies for
employees or residents.
ii. High quality and easily accessible bicycle
Ordinance No. 25-1766 Page 339 of 366
330 CITY OF NORWALK HEART OF NORWALK SPECIFIC PLAN

A DESIGN GUIDELINES AND STANDARDS
lockers for employees, customers, or
residents;
iii. On-site child care and mini groceries.
iv. Proximity to supermarkets or parks
v. On site carshare, bikeshare, or electric
bikeshare urrent minimum park
f. Establishment of a parking and transportation
fee in lieu of providing required parking,
a payment in lieu of parking (PILP). For each
required parking space not provided on the site
of a business’ property, a business may make a
payment in lieu of providing the required parking
spaces and have access to parking spaces within
the Pool of Publicly Available Parking. PILP Fees
would be deposited into the PTMD Funds to fund
ongoing parking and transportation operational
and management measures that improve access
to and within the districts. Fees could fund many
efforts including but not limited to:
i. Leasing and maintaining private parking
spaces for use by the public
ii. Parking management and enforcement
iii. Bicycle and pedestrian improvements
iv. Transportation demand management
(TDM) programs to reduce employees’ need
for parking in the district
v. Shared mobility, transit, shuttle or similar
enhancements
Fees should be ongoing, be paid annually. Fees
should be adjusted at least every three years for
inflation.
g. Establishment of a Fund, separate from the
City’s General Fund, for each PTMD, to track
and direct revenues and expenses related
to parking. The Director shall determine which
parking and access-related revenue, operating,
and possibly capital expenses may be included in
the fund. PILP fees as well as revenue generated
from paid parking after expenses, if implemented,
would be deposited into this Fund, as well as
other funding sources, at the discretion of the
Director.
h. Parking Management: The PTMDs shall, using
City parking enforcement or other resources,
manage and enforce parking on a district-wide
basis to ensure parking availability. On and offstreet parking spaces should be managed and enforced comprehensively, by a single entity. Onstreet parking should be regulated and enforced, for example through at least one of the following:
• Time limits
• Residential, employee, or other parking
permits
• Paid parking
Alternatives to a Minimum Parking
Requirement and In Lieu Fee
Minimum parking requirements have been proven
to result in an overbuilding of parking, to be an
obstacle to economic development and housing
creation, to result in a disproportionate amount
of parking in commercial districts, inhibiting the
use of non-driving modes of transportation.

It is important to note that a business or lender
will not put their significant investment at risk
due to a lack of parking; even where parking is
Ordinance No. 25-1766 Page 340 of 366
CITY COUNCIL HEARING DRAFT - NOVEMBER 2025 331

APPENDIX A ZONING PROCEDURES AND DEVELOPMENT AND DESIGN GUIDELINES not required, a businessperson typically provides
parking on site or, at a minimum, ensures that
parking is available nearby, in the case of a
walkable commercial district.

The purpose of the Payment in lieu of Parking in
the Parking Strategy is to provide flexibility, an
alternative to the minimum parking requirement,
which still results in some contribution to access
in the district on the part of a business or property
owner. However, a payment in lieu of parking
is inextricably linked to the minimum parking
requirement. In instances where the minimum
parking requirement is eliminated, there is no
way to determine the amount of a parking in lieu
fee.

In the event that minimum parking requirements
are eliminated, as has already occurred in the
Triangle District due to California’s Assembly Bill
2097, which eliminates parking requirements
within 0.5 miles of specified transit stops and
stations, the parking planning tools at the City’s
disposal become limited. However, the parking
management tools do not. Parking management
– including parking enforcement – are often the
most effective means to ensure parking availability
and should be employed in service of ensuring
parking availability in the Heart of Norwalk.

Should other state regulations further mandate
the elimination of parking requirements, the City
still has tools, albeit limited, at its disposal.

Without minimum parking requirements, the
effectiveness of several policies still apply and
should be implemented by the City, including
active enforcement of curb parking using time
limits, paid parking, and permits as applicable.

As a district becomes more active, these policies
may apply to further, private off-street parking
The PMTDs still have a function, a focus on
parking management and ensuring proper
policies – and their enforcement - for time limits,
paid parking, and the allocation of parking
permits for designated parking users, such as
employees. Promoting the sharing of private offstreet parking by multiple users can still support vibrancy in the Heart of Norwalk, either through
communications and agreements facilitated by
the City or through agreements between individual
businesses and private owners. Parking and
Transportation Management Districts (PTMD)
generally consistent with the boundaries of
each of the five districts of the Heart of Norwalk
Specific Plan Area will be established.

Funding Source without Parking In Lieu Fees:
“Parking and Transportation” Impact Fee
An alternative funding source to parking in lieu
fees is an impact fee to fund people’s access to
the districts. A “Parking and Mobility” impact fee
to enable the City to potentially fund many of the
same projects and programs as an impact fee.

The City would apply the fee to all new nonresidential development within the PTMD and any change of use resulting in a more intensive
land use, subject to the discretion of City staff.

Such a fee is on a per square foot fee basis
and varies by land use type. Funds generated
by the fee would be placed into the designated
PTMD fund and used to finance the planning,
design, construction, and implementation of
transportation related facilities, improvements,
and programs.

The California Mitigation Fee Act requires that the
City make certain findings and conduct a “nexus”
study to establish an impact fee. These findings
must:
• Identify the purpose of the fee
• Identify how the fees will be used and what
improvements they will finance
• Demonstrate the nexus between the fee’s
use and the type of development project on
which the fee is imposed
• Determine the nexus between the need for
the public facility and the type of development
project on which the fee is imposed
The nexus study typically determines the exact
amount of an impact fee. The methodology for
determining the impact fee can vary from city to
city, but generally involves a growth projection
based on various land use scenarios, a review
of costs for potential mobility programs to be
funded by the fee, and a trip generation analysis
to determine peak- hour vehicle trips and trip
generation rates, and a final determination of
Ordinance No. 25-1766 Page 341 of 366
Ordinance No. 25-1766 Page 342 of 366
This appendix has been created as an easy reference to provide an overview of key zoning standards (permitted uses, height limits, densities, and frontage types) across the entire Heart of Norwalk Specific Plan area. In the case of conflict between the stipulations of this Appendix and the regulations of Chapters 1-10 or Appendix A, the latter shall prevail.

ZONING REFERENCE

APPENDIX B
Ordinance No. 25-1766 Page 343 of 366
Clarkd
I-5
Permitted Uses
San Antonio Dr.

Rosecrans Ave
Orange St
Pioneer Blvd
Walnu
Sycamor St
Pioneer Blvd.

Foster Rd.

Union St.

Paddison Ave.

Ratliffe St.

Angell St.

Maza St.

Littchen St.

Jersey Ave.

Flallon Ave.

Alburtis Ave.

Corby Ave.

Imperial Hwy.

Zeus Ave.

Bombardier Ave.

Lyndora St.

Orr and Day Rd.

Woods Ave.

Erdwood Ave.

Firestone Blvd.
0’
1’ = 500’
250’ 500’
Flexible Residential and/or Commercial
Commercial Uses Only
Active Commercial or Mixed Use
Residential Only
Commercial and Light Industrial with
Conditional Residential
Development Agreement Required
Drive - Thru Overlay
Ordinance No. 25-1766 Page 344 of 366
Norwalk Blvd.

San Antonio Dr.

Pine St.
arkdale Ave.

Elaine Ave.

Funston Ave.

Sproul St.

Olive St.

Olive St.

Esmond Ave.
5 Freeway
Delavan Ave.

Silverbrow Ave.

Sheridan St.

Norwalk Blvd.

Clarkdale Ave.

Funston Ave.
nut St
Ordinance No. 25-1766 Page 345 of 366
336 CITY OF NORWALK HEART OF NORWALK SPECIFIC PLAN

B ZONING REFERENCE
W= Wireless Telecommunications Facility;
P= Permitted; C= Conditional Use Permit
Required; NP= Not Permitted; ACU=
Qualifies as an Active Commercial Use;
D = Director Approval Required

Heart of Norwalk Zone Districts
Flexible Residential and/or Commercial
Commercial Uses Only
Active Commercial or Mixed Use
Residential Only
Industrial or Mixed Use (Commercial
and/or Residential)
Front St. Historic
District
Town
Square
District
Triangle District Firestone Corridor San Antonio
Corridor
Railway
Corridor

Mixed Use
See MC 17.01.060 for definition of “Mixed Use Category” to see what uses can be combined. Uses in mixed use projects are subject to the approval processes listed in this permitted uses table.

Mixed Use P P P P P P P P P P P P P P P P
Gross floor area dedicated to active commercial uses
See Notes/References column for uses identified as Active Commercial Uses (ACU). CD Director has authority to approve any other use as an ACU.

Gross floor area dedicated to
active commercial uses
(percentage):

N/A 10% N/A N/A 10% N/A 2% N/A N/A 10% N/A N/A N/A 5% N/A N/A Retail
ACU?
ACU Department Stores C P P C P C C NP C P NP P C C C P ACU General merchandise stores C P C C P C C NP C P NP C C C C C ACU Quality home department
superstores

C P C C P C C NP C P NP P C C C P
ACU Book superstores C P C C P C P NP C P NP P C P C P
ACU Electronic superstores C P C C C C C NP C P NP P C C C P ACU Supermarkets P P P P P P P NP P P NP P P P P P
ACU Specialty food markets P P P P P P P NP P P NP P P P P P ACU Community Oriented anchors over
65,000 sf

C C C C C C C NP C P NP C C C C C
ACU Apparel & accessory stores P P P P P P P NP P P NP P P P P P ACU Second hand/antique stores P P C P P P P NP P P NP P P P P P ACU Sporting goods stores P P P P P P P NP P P NP P P P P P ACU Furniture & home furnishings P P P P P P P NP P P NP P P P P P ACU Book stores P P P P P P P NP P P NP P P P P P
Open air markets (Farmers
Market)

D D D D D D D NP D D NP D D D D D
ACU Appliance and electronic stores P P P P NP P P NP P P NP P P P P P ACU Retail Tabacco Stores NP NP NP NP NP NP NP NP NP NP NP NP NP NP NP NP Alcohol sales (off-site) C C C C C C C C C C C C C C C C Entertainment
ACU?
ACU Movie Theaters C P P C P C C NP C P NP P C C C P
ACU Concert Halls P P NP P P P P P P P P P P P P P
ACU Performing Arts Theaters P P P P P P P NP P P NP P P P P P ACU Sports Venues (Indoor) P P NP P P P P NP P P NP P P P P P ACU w/ alcohol C C C C C C C C C C C C C C C C
Sports Venues (Outdoor) C NP NP C CUP C NP NP C P NP C C C C C w/ alcohol C C C C C C C C C C C C C C C C
Eating & Drinking Establishments
ACU?
ACU Full service P P P P P P P NP P P NP P P P P P
ACU w/ Outdoor dining D D D D D D D NP D P NP D D D D D ACU w/ Live entertainment C C P C C C C NP C P NP C C C C C ACU w/ dancing C C P C C C C NP C P NP C C C C C
ACU w/ alcohol C C C C C C C NP C P NP C C C C C
Food Truck P P P P P P P NP P P NP P P P P P
Vendor carts, spaces, or stands D D D D D D D NP D P NP D D D D D Drive-through NP NP NP NP NP NP NP NP NP P NP NP NP NP NP NP Entertainment & Recreation
ACU?
ACU Small scale movie theaters C P P C P C C NP C P NP P C P C P ACU Bowling centers P P P P P P P NP P P NP P D D P P
ACU Billiards parlors NP C C NP C NP C NP NP C NP C NP C NP C Adult entertainment NP NP NP NP NP NP NP NP NP NP NP NP NP NP NP NP ACU Health & exercise clubs P P P P P P P NP P P NP P P P P P ACU Health & exercise (greater than
3,000 Gfa)

D D D D D D D D D D D C D D D C
ACU Amusement arcades NP C C NP C NP C NP NP C NP C NP C NP C Convenience Uses
ACU?
ACU Small scale pharmacies P P P P P P P NP P P NP P P P P P ACU Small scale grocery or food sales P P P P P P P NP P P NP P P P P P ACU Convenience stores P P P P P P P NP P P NP P P P P P ACU Hardware stores / lock & key shops P P P P P P P NP P P NP P P P P P Discount Stores C NP NP C NP C NP NP C NP NP NP C NP C NP Small collection / recycling
facilities

C C C C C C C NP C C NP C C C C C
ACU Delicatessens, cafes, bakeries P P P P P P P NP P P NP P P P P P ACU Florists P P P P P P P NP P P NP P P P P P
ACU Eating & drinking establishments
w/ less than 12 seats

P P P P P P P NP P P NP P P P P P
Business Services
ACU?
Banks P P P P P P P NP P P NP P P P P P
Mail / Shipping P P P P P P P NP P P NP P P P P P
Financial services P P P P P P P NP P P NP P P P P P
Payday loan NP NP NP NP NP NP NP NP NP NP NP NP NP NP NP NP Ordinance No. 25-1766 Page 346 of 366
CITY COUNCIL HEARING DRAFT - NOVEMBER 2025 337

APPENDIX B ZONING REFERENCE
W= Wireless Telecommunications Facility;
P= Permitted; C= Conditional Use Permit
Required; NP= Not Permitted; ACU=
Qualifies as an Active Commercial Use;
D = Director Approval Required

Heart of Norwalk Zone Districts
Flexible Residential and/or Commercial
Commercial Uses Only
Active Commercial or Mixed Use
Residential Only
Industrial or Mixed Use (Commercial
and/or Residential)
Front St. Historic
District
Town
Square
District
Triangle District Firestone Corridor San Antonio
Corridor
Railway
Corridor

Mixed Use
See MC 17.01.060 for definition of “Mixed Use Category” to see what uses can be combined. Uses in mixed use projects are subject to the approval processes listed in this permitted uses table.

Mixed Use P P P P P P P P P P P P P P P P
Gross floor area dedicated to active commercial uses
See Notes/References column for uses identified as Active Commercial Uses (ACU). CD Director has authority to approve any other use as an ACU.

Gross floor area dedicated to
active commercial uses
(percentage):

N/A 10% N/A N/A 10% N/A 2% N/A N/A 10% N/A N/A N/A 5% N/A N/A Retail
ACU?
ACU Department Stores C P P C P C C NP C P NP P C C C P ACU General merchandise stores C P C C P C C NP C P NP C C C C C ACU Quality home department
superstores

C P C C P C C NP C P NP P C C C P
ACU Book superstores C P C C P C P NP C P NP P C P C P
ACU Electronic superstores C P C C C C C NP C P NP P C C C P ACU Supermarkets P P P P P P P NP P P NP P P P P P
ACU Specialty food markets P P P P P P P NP P P NP P P P P P ACU Community Oriented anchors over
65,000 sf

C C C C C C C NP C P NP C C C C C
ACU Apparel & accessory stores P P P P P P P NP P P NP P P P P P ACU Second hand/antique stores P P C P P P P NP P P NP P P P P P ACU Sporting goods stores P P P P P P P NP P P NP P P P P P ACU Furniture & home furnishings P P P P P P P NP P P NP P P P P P ACU Book stores P P P P P P P NP P P NP P P P P P
Open air markets (Farmers
Market)

D D D D D D D NP D D NP D D D D D
ACU Appliance and electronic stores P P P P NP P P NP P P NP P P P P P ACU Retail Tabacco Stores NP NP NP NP NP NP NP NP NP NP NP NP NP NP NP NP Alcohol sales (off-site) C C C C C C C C C C C C C C C C Entertainment
ACU?
ACU Movie Theaters C P P C P C C NP C P NP P C C C P
ACU Concert Halls P P NP P P P P P P P P P P P P P
ACU Performing Arts Theaters P P P P P P P NP P P NP P P P P P ACU Sports Venues (Indoor) P P NP P P P P NP P P NP P P P P P ACU w/ alcohol C C C C C C C C C C C C C C C C
Sports Venues (Outdoor) C NP NP C CUP C NP NP C P NP C C C C C w/ alcohol C C C C C C C C C C C C C C C C
Eating & Drinking Establishments
ACU?
ACU Full service P P P P P P P NP P P NP P P P P P
ACU w/ Outdoor dining D D D D D D D NP D P NP D D D D D ACU w/ Live entertainment C C P C C C C NP C P NP C C C C C ACU w/ dancing C C P C C C C NP C P NP C C C C C
ACU w/ alcohol C C C C C C C NP C P NP C C C C C
Food Truck P P P P P P P NP P P NP P P P P P
Vendor carts, spaces, or stands D D D D D D D NP D P NP D D D D D Drive-through NP NP NP NP NP NP NP NP NP P NP NP NP NP NP NP Entertainment & Recreation
ACU?
ACU Small scale movie theaters C P P C P C C NP C P NP P C P C P ACU Bowling centers P P P P P P P NP P P NP P D D P P
ACU Billiards parlors NP C C NP C NP C NP NP C NP C NP C NP C Adult entertainment NP NP NP NP NP NP NP NP NP NP NP NP NP NP NP NP ACU Health & exercise clubs P P P P P P P NP P P NP P P P P P ACU Health & exercise (greater than
3,000 Gfa)

D D D D D D D D D D D C D D D C
ACU Amusement arcades NP C C NP C NP C NP NP C NP C NP C NP C Convenience Uses
ACU?
ACU Small scale pharmacies P P P P P P P NP P P NP P P P P P ACU Small scale grocery or food sales P P P P P P P NP P P NP P P P P P ACU Convenience stores P P P P P P P NP P P NP P P P P P ACU Hardware stores / lock & key shops P P P P P P P NP P P NP P P P P P Discount Stores C NP NP C NP C NP NP C NP NP NP C NP C NP Small collection / recycling
facilities

C C C C C C C NP C C NP C C C C C
ACU Delicatessens, cafes, bakeries P P P P P P P NP P P NP P P P P P ACU Florists P P P P P P P NP P P NP P P P P P
ACU Eating & drinking establishments
w/ less than 12 seats

P P P P P P P NP P P NP P P P P P
Business Services
ACU?
Banks P P P P P P P NP P P NP P P P P P
Mail / Shipping P P P P P P P NP P P NP P P P P P
Financial services P P P P P P P NP P P NP P P P P P
Payday loan NP NP NP NP NP NP NP NP NP NP NP NP NP NP NP NP October 10, 2
65,000 sf
ACU Apparel & accessory stores P P P P P P P NP P P NP P P P P P ACU Second hand/antique stores P P C P P P P NP P P NP P P P P P ACU Sporting goods stores P P P P P P P NP P P NP P P P P P ACU Furniture & home furnishings P P P P P P P NP P P NP P P P P P ACU Book stores P P P P P P P NP P P NP P P P P P
Open air markets (Farmers
Market)

D D D D D D D NP D D NP D D D D D
ACU Appliance and electronic stores P P P P NP P P NP P P NP P P P P P ACU Retail Tabacco Stores NP NP NP NP NP NP NP NP NP NP NP NP NP NP NP NP Alcohol sales (off-site) C C C C C C C C C C C C C C C C Entertainment
ACU?
ACU Movie Theaters C P P C P C C NP C P NP P C C C P
ACU Concert Halls P P NP P P P P P P P P P P P P P
ACU Performing Arts Theaters P P P P P P P NP P P NP P P P P P ACU Sports Venues (Indoor) P P NP P P P P NP P P NP P P P P P ACU w/ alcohol C C C C C C C C C C C C C C C C
Sports Venues (Outdoor) C NP NP C CUP C NP NP C P NP C C C C C w/ alcohol C C C C C C C C C C C C C C C C
Eating & Drinking Establishments
ACU?
ACU Full service P P P P P P P NP P P NP P P P P P
ACU w/ Outdoor dining D D D D D D D NP D P NP D D D D D ACU w/ Live entertainment C C P C C C C NP C P NP C C C C C ACU w/ dancing C C P C C C C NP C P NP C C C C C
ACU w/ alcohol C C C C C C C NP C P NP C C C C C
Food Truck P P P P P P P NP P P NP P P P P P
Vendor carts, spaces, or stands D D D D D D D NP D P NP D D D D D Drive-through NP NP NP NP NP NP NP NP NP P NP NP NP NP NP NP Entertainment & Recreation
ACU?
ACU Small scale movie theaters C P P C P C C NP C P NP P C P C P ACU Bowling centers P P P P P P P NP P P NP P D D P P
ACU Billiards parlors NP C C NP C NP C NP NP C NP C NP C NP C Adult entertainment NP NP NP NP NP NP NP NP NP NP NP NP NP NP NP NP ACU Health & exercise clubs P P P P P P P NP P P NP P P P P P ACU Health & exercise (greater than
3,000 Gfa)

D D D D D D D D D D D C D D D C
ACU Amusement arcades NP C C NP C NP C NP NP C NP C NP C NP C Convenience Uses
ACU?
ACU Small scale pharmacies P P P P P P P NP P P NP P P P P P ACU Small scale grocery or food sales P P P P P P P NP P P NP P P P P P ACU Convenience stores P P P P P P P NP P P NP P P P P P ACU Hardware stores / lock & key shops P P P P P P P NP P P NP P P P P P Discount Stores C NP NP C NP C NP NP C NP NP NP C NP C NP Small collection / recycling
facilities

C C C C C C C NP C C NP C C C C C
ACU Delicatessens, cafes, bakeries P P P P P P P NP P P NP P P P P P ACU Florists P P P P P P P NP P P NP P P P P P
ACU Eating & drinking establishments
w/ less than 12 seats

P P P P P P P NP P P NP P P P P P
Business Services
ACU?
Banks P P P P P P P NP P P NP P P P P P
Mail / Shipping P P P P P P P NP P P NP P P P P P
Financial services P P P P P P P NP P P NP P P P P P
Payday loan NP NP NP NP NP NP NP NP NP NP NP NP NP NP NP NP Photocopying & printing P P P P P P P NP P P NP NP P P P P Office supply P P P P P P P NP P P NP P P P P P
Personal Services
ACU?
ACU Barber shops / hair & nail salons P P P P P P P NP P P NP P P P P P ACU Tanning salons & spas P P P P P P P NP P P NP P P P P P ACU Wellness studios/centers P P P P P P P NP P P NP P P P P P Massage Establishments C C C C C C C NP C C NP NP C C C C Animal care (Kennel/Grooming) P P P P P P P NP P P NP P P P P P ACU Dry cleaning establishments P P P P P P P NP P P NP NP P P P P ACU Self-service laundromats P P NP P P P P NP P P NP NP P P P P ACU Body Art/Tattoo NP NP D NP NP NP NP NP NP NP NP P NP NP NP P ACU Computer/Cell Phone Repair P P D P P P P NP P P NP P P P P P Service Commercial & Repair
ACU?
Plumbing services NP NP NP NP NP NP NP NP NP NP NP P NP NP NP P Vacuum cleaner. Sewing, and
appliance repair

NP NP NP NP NP NP NP NP NP NP NP P NP NP NP P
Repair services (non-automotive) P P NP P P P P NP P P NP P P P P P Gas stations NP NP NP NP NP NP NP NP NP NP NP NP NP NP NP C Auto Repair shops C NP NP C NP C NP NP C NP NP P C NP C P Large Scale Commercial Goods
ACU?
Warehouse retail P P NP P P P P NP P P NP P P P P P
Ordinance No. 25-1766 Page 347 of 366
338 CITY OF NORWALK HEART OF NORWALK SPECIFIC PLAN

B ZONING REFERENCE
W= Wireless Telecommunications Facility;
P= Permitted; C= Conditional Use Permit
Required; NP= Not Permitted; ACU=
Qualifies as an Active Commercial Use;
D = Director Approval Required

Heart of Norwalk Zone Districts
Flexible Residential and/or Commercial
Commercial Uses Only
Active Commercial or Mixed Use
Residential Only
Industrial or Mixed Use (Commercial
and/or Residential)
Front St. Historic
District
Town
Square
District
Triangle District Firestone Corridor San Antonio
Corridor
Railway
Corridor

Equipment retail P P NP P P P P NP P P NP P P P P P
Construction supply NP NP NP NP NP NP NP NP NP NP NP NP NP NP NP NP Restaurant supply NP NP NP NP NP NP NP NP NP NP NP NP NP NP NP P Auto supply stores NP NP NP NP NP NP NP NP NP NP NP NP NP NP NP P Vehicle Sales
ACU?
Automobile sales (New/used
vehicles)

C NP NP C NP C NP NP C NP NP P C NP C P
Carwash NP NP NP NP NP NP NP NP NP NP NP NP NP NP NP NP Motorcycle/powersports sales NP NP NP NP NP NP NP NP NP NP NP C NP NP NP C RV Sales/Rentals C NP NP C NP C NP NP C NP NP C C NP C C Civic & Cultural
ACU?
ACU Art Gallery P P P P P P P NP P P NP P P P P P
ACU Auditoriums P P P P P P P NP P P NP P P P P P
ACU Civic & private clubs C C P C C C C P C C P C C C C C Museums P P P P P P P NP P P NP P P P P P
Public Assembly (greater than
3,000 Gfa)

D D D D D D D P D D P C D D D C
ACU Libraries P P P P P P P P P P P P P P P P
Educational facilities C C C C C C C P C C P C C C C C
ACU Exhibition or conference centers C C C C C C C NP C C NP C C C C C Police stations & fire stations P P P P P P P P P P P P P P P P Vocational school P NP NP P NP P NP NP P NP NP NP P NP P NP ACU Community Facilities or
courthouses

NP NP P NP NP NP NP P NP NP P NP NP NP NP NP
ACU Performing arts facilities C C C C C C C NP C C NP C C C C C ACU Post offices P P P P P P P P P P P P P P P P
ACU Social Services NP P NP P P P P NP P P NP P P P P P Swimming pools P P P P P P P P P P P NP P P P NP
Transit facilities or stations P P P P P P P P P P P P P P P P Hospitals C C NP C C C C NP C C NP P C C C P
ACU Banquet Halls or convention
centers

C C C C C C C NP C C NP C C C C C
Stadiums, not including stadiums
for professional sports team

C C NP C C C C NP C C NP C C C C C
Minor Utilities P P P P P P P NP P P NP P P P P P
Commercial parking facility NP P NP NP P NP P NP NP P NP C NP P NP C ACU,
only
indoor
facilities
Indoor or outdoor public recreation
facilities

P P P P P P P NP P P NP C P P P C
Workplace
ACU?

1. Professional Services
Research & development offices P P P P P P P NP P P NP P P P P P Print & electronic media offices
(newspaper, magazine, radio, TV)

P P P P P P P NP P P NP P P P P P
Any other professional, executive,
or administrative office use

P P P P P P P NP P P NP P P P P P
Educational & institutional offices P P P P P P P NP P P NP NP P P P NP Tutoring Centers P P P P P P P NP P P NP NP P P P NP
Data or telecommunications
offices

P P P P P P P NP P P NP P P P P P

2. Medical Services
ACU Medical, dental, or psychiatric
offices or facilities

P P NP P P P P NP P P NP NP P P P NP
ACU Counseling P P NP P P P P NP P P NP P P P P P
Indoor veterinary clinics P P NP P P P P NP P P NP P P P P P ACU Acupuncture, physical therapy,
chiropractic

P P NP P P P P NP P P NP P P P P P
Mortuary/ Undertaking services NP NP NP NP NP NP NP NP NP NP NP D NP NP NP D

3. Light Industrial
Artisanal manufacturing,
fabrication, processing, or
assembly use

NP NP P NP NP NP NP NP NP NP NP P NP NP NP P
Product manufacturing,
fabrication, processing, or
assembly use

NP NP C NP NP NP NP NP NP NP NP C NP NP NP C
Research and development labs or
other facilities

NP NP NP NP NP NP NP NP NP NP NP NP NP NP NP NP
Brewery, winery, distillery, cidery,
with or without tasting room

D D P D D D D NP D D NP D D D D D
Wireless communications facility W W NP W W W W NP W W NP W W W W W Heavy industry such as
manufacturing or processes that
involve hazardous materials or
waste

NP NP NP NP NP NP NP NP NP NP NP NP NP NP NP NP
Tii(ilditiNP NP NP NP NP NP NP NP NP NP NP C NP NP NP C Ordinance No. 25-1766 Page 348 of 366
CITY COUNCIL HEARING DRAFT - NOVEMBER 2025 339

APPENDIX B ZONING REFERENCE
W= Wireless Telecommunications Facility;
P= Permitted; C= Conditional Use Permit
Required; NP= Not Permitted; ACU=
Qualifies as an Active Commercial Use;
D = Director Approval Required

Heart of Norwalk Zone Districts
Flexible Residential and/or Commercial
Commercial Uses Only
Active Commercial or Mixed Use
Residential Only
Industrial or Mixed Use (Commercial
and/or Residential)
Front St. Historic
District
Town
Square
District
Triangle District Firestone Corridor San Antonio
Corridor
Railway
Corridor

Mixed Use
See MC 17.01.060 for definition of “Mixed Use Category” to see what uses can be combined. Uses in mixed use projects are subject to the approval processes listed in this permitted uses table.

Mixed Use P P P P P P P P P P P P P P P P
Gross floor area dedicated to active commercial uses
See Notes/References column for uses identified as Active Commercial Uses (ACU). CD Director has authority to approve any other use as an ACU.

Gross floor area dedicated to
active commercial uses
(percentage):

N/A 10% N/A N/A 10% N/A 2% N/A N/A 10% N/A N/A N/A 5% N/A N/A Retail
ACU?
ACU Department Stores C P P C P C C NP C P NP P C C C P ACU General merchandise stores C P C C P C C NP C P NP C C C C C ACU Quality home department
superstores

C P C C P C C NP C P NP P C C C P
ACU Book superstores C P C C P C P NP C P NP P C P C P
ACU Electronic superstores C P C C C C C NP C P NP P C C C P ACU Supermarkets P P P P P P P NP P P NP P P P P P
ACU Specialty food markets P P P P P P P NP P P NP P P P P P ACU Community Oriented anchors over
65,000 sf

C C C C C C C NP C P NP C C C C C
ACU Apparel & accessory stores P P P P P P P NP P P NP P P P P P ACU Second hand/antique stores P P C P P P P NP P P NP P P P P P ACU Sporting goods stores P P P P P P P NP P P NP P P P P P ACU Furniture & home furnishings P P P P P P P NP P P NP P P P P P ACU Book stores P P P P P P P NP P P NP P P P P P
Open air markets (Farmers
Market)

D D D D D D D NP D D NP D D D D D
ACU Appliance and electronic stores P P P P NP P P NP P P NP P P P P P ACU Retail Tabacco Stores NP NP NP NP NP NP NP NP NP NP NP NP NP NP NP NP Alcohol sales (off-site) C C C C C C C C C C C C C C C C Entertainment
ACU?
ACU Movie Theaters C P P C P C C NP C P NP P C C C P
ACU Concert Halls P P NP P P P P P P P P P P P P P
ACU Performing Arts Theaters P P P P P P P NP P P NP P P P P P ACU Sports Venues (Indoor) P P NP P P P P NP P P NP P P P P P ACU w/ alcohol C C C C C C C C C C C C C C C C
Sports Venues (Outdoor) C NP NP C CUP C NP NP C P NP C C C C C w/ alcohol C C C C C C C C C C C C C C C C
Eating & Drinking Establishments
ACU?
ACU Full service P P P P P P P NP P P NP P P P P P
ACU w/ Outdoor dining D D D D D D D NP D P NP D D D D D ACU w/ Live entertainment C C P C C C C NP C P NP C C C C C ACU w/ dancing C C P C C C C NP C P NP C C C C C
ACU w/ alcohol C C C C C C C NP C P NP C C C C C
Food Truck P P P P P P P NP P P NP P P P P P
Vendor carts, spaces, or stands D D D D D D D NP D P NP D D D D D Drive-through NP NP NP NP NP NP NP NP NP P NP NP NP NP NP NP Entertainment & Recreation
ACU?
ACU Small scale movie theaters C P P C P C C NP C P NP P C P C P ACU Bowling centers P P P P P P P NP P P NP P D D P P
ACU Billiards parlors NP C C NP C NP C NP NP C NP C NP C NP C Adult entertainment NP NP NP NP NP NP NP NP NP NP NP NP NP NP NP NP ACU Health & exercise clubs P P P P P P P NP P P NP P P P P P ACU Health & exercise (greater than
3,000 Gfa)

D D D D D D D D D D D C D D D C
ACU Amusement arcades NP C C NP C NP C NP NP C NP C NP C NP C Convenience Uses
ACU?
ACU Small scale pharmacies P P P P P P P NP P P NP P P P P P ACU Small scale grocery or food sales P P P P P P P NP P P NP P P P P P ACU Convenience stores P P P P P P P NP P P NP P P P P P ACU Hardware stores / lock & key shops P P P P P P P NP P P NP P P P P P Discount Stores C NP NP C NP C NP NP C NP NP NP C NP C NP Small collection / recycling
facilities

C C C C C C C NP C C NP C C C C C
ACU Delicatessens, cafes, bakeries P P P P P P P NP P P NP P P P P P ACU Florists P P P P P P P NP P P NP P P P P P
ACU Eating & drinking establishments
w/ less than 12 seats

P P P P P P P NP P P NP P P P P P
Business Services
ACU?
Banks P P P P P P P NP P P NP P P P P P
Mail / Shipping P P P P P P P NP P P NP P P P P P
Financial services P P P P P P P NP P P NP P P P P P
Payday loan NP NP NP NP NP NP NP NP NP NP NP NP NP NP NP NP October 10, 2
ACU?
ACU Art Gallery P P P P P P P NP P P NP P P P P P
ACU Auditoriums P P P P P P P NP P P NP P P P P P
ACU Civic & private clubs C C P C C C C P C C P C C C C C Museums P P P P P P P NP P P NP P P P P P
Public Assembly (greater than
3,000 Gfa)

D D D D D D D P D D P C D D D C
ACU Libraries P P P P P P P P P P P P P P P P
Educational facilities C C C C C C C P C C P C C C C C
ACU Exhibition or conference centers C C C C C C C NP C C NP C C C C C Police stations & fire stations P P P P P P P P P P P P P P P P Vocational school P NP NP P NP P NP NP P NP NP NP P NP P NP ACU Community Facilities or
courthouses

NP NP P NP NP NP NP P NP NP P NP NP NP NP NP
ACU Performing arts facilities C C C C C C C NP C C NP C C C C C ACU Post offices P P P P P P P P P P P P P P P P
ACU Social Services NP P NP P P P P NP P P NP P P P P P Swimming pools P P P P P P P P P P P NP P P P NP
Transit facilities or stations P P P P P P P P P P P P P P P P Hospitals C C NP C C C C NP C C NP P C C C P
ACU Banquet Halls or convention
centers

C C C C C C C NP C C NP C C C C C
Stadiums, not including stadiums
for professional sports team

C C NP C C C C NP C C NP C C C C C
Minor Utilities P P P P P P P NP P P NP P P P P P
Commercial parking facility NP P NP NP P NP P NP NP P NP C NP P NP C ACU,
only
indoor
facilities
Indoor or outdoor public recreation
facilities

P P P P P P P NP P P NP C P P P C
Workplace
ACU?

1. Professional Services
Research & development offices P P P P P P P NP P P NP P P P P P Print & electronic media offices
(newspaper, magazine, radio, TV)

P P P P P P P NP P P NP P P P P P
Any other professional, executive,
or administrative office use

P P P P P P P NP P P NP P P P P P
Educational & institutional offices P P P P P P P NP P P NP NP P P P NP Tutoring Centers P P P P P P P NP P P NP NP P P P NP
Data or telecommunications
offices

P P P P P P P NP P P NP P P P P P

2. Medical Services
ACU Medical, dental, or psychiatric
offices or facilities

P P NP P P P P NP P P NP NP P P P NP
ACU Counseling P P NP P P P P NP P P NP P P P P P
Indoor veterinary clinics P P NP P P P P NP P P NP P P P P P ACU Acupuncture, physical therapy,
chiropractic

P P NP P P P P NP P P NP P P P P P
Mortuary/ Undertaking services NP NP NP NP NP NP NP NP NP NP NP D NP NP NP D

3. Light Industrial
Artisanal manufacturing,
fabrication, processing, or
assembly use

NP NP P NP NP NP NP NP NP NP NP P NP NP NP P
Product manufacturing,
fabrication, processing, or
assembly use

NP NP C NP NP NP NP NP NP NP NP C NP NP NP C
Research and development labs or
other facilities

NP NP NP NP NP NP NP NP NP NP NP NP NP NP NP NP
Brewery, winery, distillery, cidery,
with or without tasting room

D D P D D D D NP D D NP D D D D D
Wireless communications facility W W NP W W W W NP W W NP W W W W W Heavy industry such as
manufacturing or processes that
involve hazardous materials or
waste

NP NP NP NP NP NP NP NP NP NP NP NP NP NP NP NP
Towing service (including towing
yards)

NP NP NP NP NP NP NP NP NP NP NP C NP NP NP C
Machine shop NP NP NP NP NP NP NP NP NP NP NP NP NP NP NP NP Small collection/recycling facilities NP NP NP NP NP NP NP NP NP NP NP C NP NP NP C Uses with more than 350 sf of
building space per employee

NP NP NP NP NP NP NP NP NP NP NP NP NP NP NP NP
Indoor or outdoor storage or
warehousing

NP NP NP NP NP NP NP NP NP NP NP P NP NP NP P
Lodging
Hotel/Extended Stay D D D D D D D NP D D NP D D D D D
Motels C C C C C C C NP C C NP C C C C C
Hostels C C NP C C C C NP C C NP C C C C C
Residential
Single Family Homes P NP NP P NP P NP P P NP P NP P NP P NP Multi-family Residential P P NP P P P P P P P P C P P P C Single Room Occupancy (SROs) P P NP P P P P NP P P NP P P P P P Residential care facilities P P/C NP P P/C P NP P P NP P P P NP P P Caretaker residential P NP C P NP P NP NP P NP NP P P NP P P Live/Work P P P P P P P P P P NP D P P P D
Trailer Park court NP C NP NP C NP C NP NP C NP NP NP C NP NP Transitional housing P P NP P P P P P P P P P P P P P
Emergency Shelter P NP NP P NP P NP NP P NP NP P NP NP P P Ordinance No. 25-1766 Page 349 of 366
Clarkd
I-5
Residential Density
San Antonio Dr.

Rosecrans Ave
Orange St
Pioneer Blvd
Walnu
Sycamor St
Pioneer Blvd.

Foster Rd.

Union St.

Paddison Ave.

Ratliffe St.

Angell St.

Maza St.

Littchen St.

Jersey Ave.

Flallon Ave.

Alburtis Ave.

Corby Ave.

Imperial Hwy.

Zeus Ave.

Bombardier Ave.

Lyndora St.

Orr and Day Rd.

Woods Ave.

Erdwood Ave.

Firestone Blvd.
0’
1’ = 500’
250’ 500’
0 du/ac
30 du/ac
40 du/ac
60 du/ac
80 du/ac
Development Opportunity Reserve Eligible
Ordinance No. 25-1766 Page 350 of 366
Norwalk Blvd.

San Antonio Dr.

Pine St.
arkdale Ave.

Elaine Ave.

Funston Ave.

Sproul St.

Olive St.

Olive St.

Esmond Ave.
5 Freeway
Delavan Ave.

Silverbrow Ave.

Sheridan St.

Norwalk Blvd.

Clarkdale Ave.

Funston Ave.
nut St
Ordinance No. 25-1766 Page 351 of 366
Clarkd
I-5
Height Limits
San Antonio Dr.

Rosecrans Ave
Orange St
Pioneer Blvd
Walnu
Sycamor St
Pioneer Blvd.

Foster Rd.

Union St.

Paddison Ave.

Ratliffe St.

Angell St.

Maza St.

Littchen St.

Jersey Ave.

Flallon Ave.

Alburtis Ave.

Corby Ave.

Imperial Hwy.

Zeus Ave.

Bombardier Ave.

Lyndora St.

Orr and Day Rd.

Woods Ave.

Erdwood Ave.

Firestone Blvd.
0’
1’ = 500’
250’ 500’
3 stories/40’
3 Stories/40’
4 Stories/55’
5 Stories/65’
No concession
4 Stories/50’
5 Stories/65’
6 Stories/75’
Maximum Maximum
On-Menu Concession1
1 On-menu concession height can be used over 75%
of the building footprint.

Ordinance No. 25-1766 Page 352 of 366
Norwalk Blvd.

San Antonio Dr.

Pine St.
arkdale Ave.

Elaine Ave.

Funston Ave.

Sproul St.

Olive St.

Olive St.

Esmond Ave.
5 Freeway
Delavan Ave.

Silverbrow Ave.

Sheridan St.

Norwalk Blvd.

Clarkdale Ave.

Funston Ave.
nut St
Ordinance No. 25-1766 Page 353 of 366
Clarkd
I-5
Frontage Types and Setbacks
San Antonio Dr.

Rosecrans Ave
Orange St
Pioneer Blvd
Walnu
Sycamor St
Pioneer Blvd.

Foster Rd.

Union St.

Paddison Ave.

Ratliffe St.

Angell St.

Maza St.

Littchen St.

Jersey Ave.

Flallon Ave.

Alburtis Ave.

Corby Ave.

Imperial Hwy.

Zeus Ave.

Bombardier Ave.

Lyndora St.

Orr and Day Rd.

Woods Ave.

Erdwood Ave.

Firestone Blvd.
0’
1’ = 500’
250’ 500’
Shopfront / Structured Parking
Shopfront / Lobby / Stoop /
Surface Parking / Structured Parking
Shopfront / Lobby / Stoop /
Surface Parking / Structured Parking
Stoop /
Surface Parking / Structured Parking
Ordinance No. 25-1766 Page 354 of 366
Norwalk Blvd.

San Antonio Dr.

Pine St.
arkdale Ave.

Elaine Ave.

Funston Ave.

Sproul St.

Olive St.

Olive St.

Esmond Ave.
5 Freeway
Delavan Ave.

Silverbrow Ave.

Sheridan St.

Norwalk Blvd.

Clarkdale Ave.

Funston Ave.
nut St
Ordinance No. 25-1766 Page 355 of 366
Ordinance No. 25-1766 Page 356 of 366

PLANT PALETTES

APPENDIX C
Ordinance No. 25-1766 Page 357 of 366
2 LT
RT
LT
RT LT
RT
LT
LT
LT
LT
LT
LT
LT
RT
RT
LT
LT
LT
LT
RT
RT
RT
LT RT
LT
RT
LT
R
LT
RT
LT
RT
LT
RT
LT
RT
RT
LT
RT LT
RT
LT
RT
LT
LT
RT
LTRT
LT
RT
LT
RT
LT
LT
LT
LT
LT
RT
LT
RT
LT
Imperial Hwy.

Orange St
Sycamo
Foster Rd.

Union St.

Paddison Ave.

Jersey Ave.

Flallon Ave.

Alburtis Ave.

Zeus Ave.

Bombardier Ave.

Lyndora St.

Orr and Day Rd.

Woods Ave.

Erdwood Ave.

Corby Ave.

Pin
Walnu
Clark

RAIL TRAIL

PIONEER BLVD

ROSECRANS AVE

SAN ANTONIO DRIVE PIONEER BLVD
5-Triangle District
4-Town Square
District
6-Firestone Blvd. Corridor 7-San Antonio Dr. Corridor
Pioneer Blvd. Corridor

FIRESTONE BL
Ordinance No. 25-1766 Page 358 of 366

8.00 LT
LT
LT
RT
RT
LT
LT
RT
RT
LT
LT
RT
LT
RT
LT
RT
LT
RT
LT
RT
LT
RT
LT
RT
LT
RT
RT
RT
RT
RT
LT
RT
LT
RT
LT
RT
LT
RT
LT
RT
RT
LT
RT
LT
RT
Delavan Ave.

Silverbrow Ave.

Tree Planting Master Plan
0’
1’ = 500’
250’ 500’
Firestone Blvd:
(corridor unifying pink/purple color palette)
Street trees: Jacaranda.

Median trees: Mix of California
Sycamore, Western Redbud, Floss
Silk Tree, Hong Kong Orchid.

Front St:
(intimate shaded canopy + bold seasonal color)
Street trees: Chinese Pistache.

San Antonio Dr:
(corridor unifying red/yellow color palette)
Street trees: Preserve existing Crape
Myrtles. Infill with Flame Tree over time.

Median trees: Preserve existing Canary Island
Pines, Sycamores. Infill with Crape Myrtle,
Golden Rain Tree, Gold Medallion Tree.

Pioneer Blvd:
(simple shaded drive + interesting tree form)
Street trees: Preserve existing Crape Myrtles,
Sycamores, and Mexican Fan Palms (near Town
Square). Infill with Southern Live Oak over time.

Median trees: Preserve existing
Canary Island Pines, Sycamores. Infill
with Strawberry Tree, Cork Oak.
or St
ine St.
ut St
arkdale Ave.

Elaine Ave.

Funston Ave.

Sproul St.

Olive St.

Olive St.

Esmond Ave.

I-5 Freeway
Sheridan St.

Norwalk Blvd.

Clarkdale Ave.

Funston Ave. Norwalk Blvd.

FRONT ST
BLVD

SAN ANTONIO DRIVE
3-Front Street
Historic District
Ordinance No. 25-1766 Page 359 of 366
350 CITY OF NORWALK HEART OF NORWALK SPECIFIC PLAN

C PLANT PALETTE
California Sycamore

STREET TREES
Maidenhair Tree (male)
Jacaranda Southern Magnolia
Flame Tree
Chinese Pistache
Botanical Name Common Name Location Water Use
Pistacia chinensis Chinese Pistache Front St Moderate
Ginkgo biloba ‘Autumn Gold’ Maidenhair Tree (male) Front St (alternate)
Moderate
Jacaranda mimosifolia Jacaranda Firestone Blvd Low
Platanus racemosa California Sycamore Firestone Blvd
(median)
Moderate
Delonix regia Flame Tree San Antonio Dr Moderate
Magnolia grandiflora ‘Majestic
Beauty’
Southern Magnolia Pioneer Blvd
(alternate)
Moderate
Quercus virginiana Southern Live Oak Pioneer Blvd Moderate Quercus suber Cork Oak Pioneer Blvd
(median)
Low
Platanus acerifolia London Plane Tree Local Streets Moderate Ordinance No. 25-1766 Page 360 of 366
CITY COUNCIL HEARING DRAFT - NOVEMBER 2025 351

APPENDIX C PLANT PALETTE
Golden Rain Tree Crape Myrtle
Western Redbud
Gold Medallion Tree
Strawberry Tree
Hong Kong Orchid

ACCENT TREES (MEDIANS)
Botanical Name Common Name Location Water Use
Cercis occidentalis Western Redbud Firestone Blvd Low
Ceiba speciosa Floss Silk Tree Firestone Blvd Low
Bauhinia blakeana Hong Kong Orchid Firestone Blvd Moderate Chilopsis linearis Desert Willow Firestone Blvd
(alternate)
Low
Lagerstroemia x Fauriei Crape Myrtle San Antonio Dr Low Koelreuteria paniculata Golden Rain Tree San Antonio Dr Low Cassia leptophylla Gold Medallion Tree San Antonio Dr Moderate Parkinsonia ‘Desert Museum’ Palo Verde Hybrid San Antonio Dr (alternate)
Very Low
Parkinsonia praecox Blue Palo Brea San Antonio Dr
(alternate)
Low
Arbutus marina ‘Madrone’ Strawberry Tree Pioneer Blvd Low Ordinance No. 25-1766 Page 361 of 366
352 CITY OF NORWALK HEART OF NORWALK SPECIFIC PLAN

C PLANT PALETTE

EXISTING TREES
California Sycamore
Crape Myrtle
Giant Bird of Paradise
Canary Island Pine
Queen Palm
Mexican Fan Palm
Botanical Name Common Name Location Water Use
Lagerstroemia indica sp. Crape Myrtle Pioneer Blvd, San Antonio Dr
Low
Platanus sp. California Sycamore Pioneer Blvd, San
Antonio Dr
Moderate
Pinus canariensis Canary Island Pine Pioneer Blvd,
San Antonio Dr,
Firestone Blvd
Median (South)
Low
Washingtonia robusta Mexican Fan Palm Pioneer Blvd Low
Ordinance No. 25-1766 Page 362 of 366
CITY COUNCIL HEARING DRAFT - NOVEMBER 2025 353

APPENDIX C PLANT PALETTE

SUCCULENTS
Furcraea
Aloe
Tree Aloe
Red Flower False Yucca Agave attenuate
Aloe ‘Blue Elf’
Agave ‘Blue Glow’
Botanical Name Common Name Water Use
Aloe sp. Aloe Low
Hesperaloe parviflora Red Flower False Yucca Very Low
Aloe ‘Hercules’ Tree Aloe Very Low
Agave attenuata Foxtail Agave Very Low
Agave desmettiana Smooth Agave Low
Agave ‘Blue Glow’ Blue Glow Agave Low
Furcraea foetida ‘Mediopicta’ Furcraea Low
Aloe ‘Blue Elf’ Blue Elf Aloe Low
Aloe rudikoppe Little Gem Aloe Low
Ordinance No. 25-1766 Page 363 of 366
354 CITY OF NORWALK HEART OF NORWALK SPECIFIC PLAN

C PLANT PALETTE

GRASSES
Pink Muhly
Fortnight Lily
Blue Oat Grass
Blue Fescue Cape Rush
Deergrass Flax Lily
Dwarf Mat Rush
Botanical Name Common Name Water Use
Chondropetalum tectorum Cape Rush Low
Dietes sp. Fortnight Lily Low
Festuca glauca Blue Fescue Low
Helictotrichon sempervirens Blue Oat Grass Moderate
Muhlenbergia capillaris Pink Muhly Low
Muhlenbergia rigens Deergrass Low
Lomandra longifolia ‘Breeze’ Dwarf Mat Rush Low
Dianella revoluta ‘Little Rev’ Flax Lily Low
Ordinance No. 25-1766 Page 364 of 366
CITY COUNCIL HEARING DRAFT - NOVEMBER 2025 355

APPENDIX C PLANT PALETTE

GROUNDCOVERS
Dwarf Coyote Brush
Ice Plant
Natal Plum
Creeping Thyme
Blue Chalksticks
Little River Wattle
Elephant’s Food Firecracker Plant
Botanical Name Common Name Water Use
Baccharis pilularis ‘Pigeon Point’ Dwarf Coyote Brush Low Thymus sp. Creeping Thyme Low
Acacia cognata ‘Cousin Itt’ Little River Wattle Low
Delosperma sp. Ice Plant Low
Senecio mandraliscae Blue Chalksticks Low
Russelia equisetiformis Firecracker Plant Moderate
Carissa macrocarpa ‘Emerald Blanket’ Natal Plum Low
Portulacaria sp Elephant’s Food Very Low
Ordinance No. 25-1766 Page 365 of 366
356 CITY OF NORWALK HEART OF NORWALK SPECIFIC PLAN

C PLANT PALETTE
NOTES:

1. Street tree planting sizes: minimum 48” box, or equivalent. Any proposed deviations from this baseline specification to be approved by the City / Public Works Dept.

2. Street tree specie types: species indicated within this Document are the preferred tree types to promote corridorwide unification and to create a consistent visual experience. Any substitutions must be approved by the City / Public Works Dept. Where applicable, alternate species have been indicated within this Document.

3. Street tree planting locations: see Chapters 3-8 for more specific information and area-by-area street tree planting layouts, prototypes (as applicable), and other required standards.

4. Tree/plant water use: water use classifcations indicated on plant palettes this chapter have been referenced from the California Center of Urban Horticulture’s Water Use Classification of Landscape Species (WUCOLS) with the goal of creating planting palettes for the project that are water efficient (moderate to very low water use) while also maintaining a high level of visual interest and functional purpose.

5. Quality of existing trees to be removed shall be verified with the City prior to any removal of material.

6. Match with similar species any areas that are being modified and which are not included within this master plan.

Ordinance No. 25-1766 Page 366 of 366
City Council Agenda Report
December 16, 2025
TO: Honorable City Council
FROM: Jesus M. Gomez, City Manager
BY: Albert Mendoza, P.E., Director of Public Services/City Engineer Jacqueline Koontz, P.E., Senior Civil Engineer
Michael Jea, P.E., Assistant Engineer
SUBJECT: AWARD AGREEMENT FOR PROFESSIONAL ENGINEERING SERVICES FOR THE PREPARATION OF THE 2025 URBAN WATER MANAGEMENT PLAN UPDATE
Background:

California Water Code (CWC) Sections 10610 through 10656 of the Urban Water Management Planning Act apply to urban water suppliers that provide water for municipal purposes to more than 3,000 customers or annually supply more than 3,000 acre-feet of water. Requirements under the CWC include the preparation, adoption, and filing of an Urban Water Management Plan (UWMP) with the California Department of Water Resources (DWR) every five years in years ending in zero and five. The City’s previous UWMP update was prepared in 2020. Current UWMP updates are due to DWR by July 1, 2026.

UWMPs support water suppliers’ long-term resource planning to ensure that adequate water supplies are available to meet existing and future needs. The information collected from UWMPs is useful for local, regional, and statewide water planning. DWR provides guidance for urban water suppliers by preparing an UWMP Guidebook, conducting workshops, developing tools, and providing program staff support services. Program staff support services help water suppliers prepare comprehensive and useful UWMPs, implement water conservation programs, and understand the requirements in the CWC that regulate urban water management planning.

DWR will review UWMPs to ensure they have addressed requirements and will submit a report to the State Legislature summarizing the status for each five-year cycle.

On August 22, 2025, staff solicited Request for Proposals (RFP No. 26-825) for professional engineering services for the preparation of the 2025 UWMP Update.

City Council December 16, 2025
2025 Urban Water Management Plan Update Page No. 2
On October 8, 2025, proposals were received from the following firms:

Civiltec Engineering, Inc.

EKI Environment & Water
HOCH Consulting
SA Associates
West & Associates Engineering
Proposals were evaluated utilizing a qualifications-based selection process. Proposal rankings were based on qualifications of the firm and proposed team, detailed work plan, level experience with a similar scope of work, and ability to meet the project schedule. Fees are not evaluated initially but are reviewed and considered as part of the evaluation. SA Associates ranked number one due to their technical knowledge and team experience, performance for work of a similar nature, and their ability to prepare and submit the plan prior to the due date.

Fiscal Impact:

Adequate Water Enterprise funds are available per the approved Fiscal Year (FY) 2025/26 Budget.

Citizens Advised:

N/A
Strategic Plan 2023 Implementation:

N/A
Recommended Action:

Staff recommend City Council approve an agreement with SA Associates for an amount not-toexceed $43,000 for Preparation of the 2025 Urban Water Management Plan Update; and authorize the City Manager to execute the agreement and any amendments, provided there is funding in the budget and it is within his signing authority, on behalf of the City, in a form approved by the City Attorney.

Attachments:

N/A
City Council Agenda Report
December 16, 2025
TO: Honorable City Council
FROM: Jesus M. Gomez, City Manager
BY: Albert Mendoza, P.E., Director of Public Services/City Engineer Mario Mera, Engineering Division Manager
Run Chen, P.E., Principal Civil Engineer
Nathan Garcia, Assistant Engineer
SUBJECT: PROJECT NO. 7229 – ACCEPT WORK FOR TRAFFIC SIGNAL

IMPROVEMENTS ALONG STUDEBAKER ROAD FROM ROSECRANS
AVENUE TO ALONDRA BOULEVARD [FEDERAL-AID PROJECT NO. HSIPL5347 (039)], ENGINEER'S REPORT NO. 25-28 Background:

On July 2, 2019, City Council awarded the construction contract to International Line Builder’s, Inc., in the amount of $664,484 for the Traffic Signal Improvements Along Studebaker Road from Rosecrans Avenue to Alondra Boulevard. A contingency in the amount of $66,449 was authorized for this project.

The project work scope included upgrading signal hardware, installing new pedestrian countdown signal heads, installing American with Disabilities Act compliant curb ramps, and updating the signal timing coordination at specific locations along the entire project corridor.

Additional contingency in the amount of $149,176 was required due to City approved change orders and unforeseen conditions. The final construction project cost was $813,660.

The construction work was completed satisfactorily on September 5, 2023. Final acceptance was withheld until non-compliance issues were resolved, resulting in acceptance at this time.

Fiscal Impact:

The project was funded through Fiscal Year 2025/26 approved/available Highway Safety Improvements Program and Prop C funds. No General Fund monies were used for this project.

City Council December 16, 2025
Accept Project No. 7229 – Studebaker
Road Traffic Signal Improvements
Page No. 2
Citizens Advised:

N/A
Strategic Plan 2023 Implementation:

The recommended action will further the City’s Strategic Plan Goal 2: Work in Partnership with Our Community to Achieve Safe and Livable Neighborhoods; Objective 1 – Re-invest in existing and aging infrastructure.

Recommended Action:

Staff recommend City Council accept the work of International Line Builder’s, Inc., in the amount of $813,660 for Project No. 7229 – Traffic Signal Improvements Along Studebaker Road from Rosecrans Avenue to Alondra Boulevard, and release the retention payment in the amount of $40,683 to International Line Builder’s, Inc., in accordance with the California Public Contract Code – Public Contract Code §7107.

Attachments:

N/A
City Council Agenda Report
December 16, 2025
TO: Honorable City Council
FROM: Jesus M. Gomez, City Manager
BY: Albert Mendoza, P.E., Director of Public Services/City Engineer Mario Mera, Engineering Division Manager
Run Chen, P.E., Principal Civil Engineer
Nathan Garcia, Assistant Engineer
SUBJECT: PROJECT NO. 7232 – ACCEPT WORK FOR ALONDRA BOULEVARD

TRAFFIC SIGNAL IMPROVEMENTS FROM HOME DEPOT SIGNAL TO
SHOEMAKER AVENUE [FEDERAL-AID PROJECT NO. HSIPL-5347 (042)], ENGINEER'S REPORT NO. 25-26
Background:

On December 6, 2022, City Council awarded a construction contract to Select Electric, Inc., in the amount of $1,595,850 for the Alondra Boulevard Traffic Signal Improvements from the Home Depot Signal to Shoemaker Avenue. A contingency in the amount of $398,963 was authorized for this project.

The project work scope included upgrading signal hardware, installing new pedestrian countdown signal heads, installing American with Disabilities Act compliant curb ramps, and updating the signal timing coordination at specific locations along the entire project corridor. The amount of $610,904 was required due to City approved change orders, unforeseen conditions, and design discrepancies. The final construction project cost was $2,206,755.

The construction work was completed satisfactorily on December 6, 2024. Final acceptance was withheld until issues regarding labor compliance were resolved, resulting in acceptance at this time.

City Council December 16, 2025
Accept Project No. 7232 – Alondra Boulevard Traffic
Signal Improvements
Page No. 2
Fiscal Impact:

The project was funded through Fiscal Year 2025/26 approved/available Measure M and Highway Safety Improvements Program (HSIP) funds. No General Fund monies were used for this project.

Citizens Advised:

N/A
Strategic Plan 2023 Implementation:

The recommended action will further the City’s Strategic Plan Goal 2: Work in Partnership with Our Community to Achieve Safe and Livable Neighborhoods; Objective 1 – Re-invest in existing and aging infrastructure.

Recommended Action:

Staff recommend City Council accept the work of Select Electric, Inc., in the amount of $2,206,755 for Project No. 7232 – Alondra Boulevard Traffic Signal Improvements from the Home Depot Signal to Shoemaker Avenue, and release the retention payment in the amount of $110,338 to Select Electric, Inc., thirty-five (35) days after the recordation of the Notice of Completion.

Attachments:

N/A
City Council Agenda Report
December 16, 2025
TO: Honorable City Council
FROM: Jesus M. Gomez, City Manager
BY: Albert Mendoza, P.E., Director of Public Services/City Engineer Mario Mera, Engineering Division Manager
Run Chen, P.E., Principal Civil Engineer
Nathan Garcia, Assistant Engineer
SUBJECT: PROJECT NO. 7233 – ACCEPT WORK FOR FIRESTONE BOULEVARD

TRAFFIC SIGNAL IMPROVEMENTS FROM WEST CITY LIMITS TO
ROSECRANS AVENUE [FEDERAL-AID PROJECT NO. HSIPL-5347 (043)], ENGINEER'S REPORT NO. 25-27
Background:

On November 15, 2022, City Council awarded a construction contract to Select Electric, Inc., in the amount of $1,310,500 for the Firestone Boulevard Traffic Signal Improvements from the West City Limits to Rosecrans Avenue. A contingency in the amount of $196,575 was authorized for this project.

The project work scope included upgrading signal hardware, installing new pedestrian countdown signal heads, installing American with Disabilities Act compliant curb ramps, and updating the signal timing coordination at specific locations along the entire project corridor. The amount of $276,841 was required due to City approved change orders, unforeseen conditions, and design discrepancies. The final construction project cost was $1,587,341.

The construction work was completed satisfactorily on December 6, 2024. Final acceptance was withheld until issues regarding labor compliance were resolved, resulting in acceptance at this time.

City Council December 16, 2025
Accept Project No. 7233 – Firestone
Boulevard Traffic Signal Improvements
Page No. 2
Fiscal Impact:

The project was funded through Fiscal Year 2025/26 approved/available Highway Safety Improvements Program, Prop C, Measures R, State Gas Tax and City Street Reserve funds. No General Fund monies were used for this project.

Citizens Advised:

N/A
Strategic Plan 2023 Implementation:

The recommended action will further the City’s Strategic Plan Goal 2: Work in Partnership with Our Community to Achieve Safe and Livable Neighborhoods; Objective 1 – Re-invest in existing and aging infrastructure.

Recommended Action:

Staff recommend City Council accept the work of Select Electric, Inc., in the amount of $1,587,341 for Project No. 7233 – Firestone Boulevard Traffic Signal Improvements from the West City Limits to Rosecrans Avenue, and release the retention payment in the amount of $79,367 to Select Electric, Inc., thirty-five (35) days after the recordation of the Notice of Completion.

Attachments:

N/A
City Council Agenda Report
December 16, 2025
TO: Honorable City Council
FROM: Jesus M. Gomez, City Manager
BY: Gabriela Regalado, Director of Social Services
Jose Melgoza, Program Supervisor
SUBJECT: RESOLUTION NO. 25-64 - CONTINUED AND EXPANSION FUNDING

APPLICATION - CHILD CARE
Background:

Since 1980, the City has received annual funding from the State of California for providing an Alternative Payment Child Care Program for low-income families that live or work in Norwalk. These funds are specifically allocated for current and/or terminated low-income California Work Opportunity and Responsibility to Kids (CalWORKs) participants and lowincome working parents in need of child care. Care of children is provided in locally established licensed centers or family day care homes. Parents contribute to the costs of the care according to their income and a fee scale set by the State of California.

In order to provide seamless child care services to allow participants to gain self-sufficiency, the State Department created the CalWORKs Stage 2, Stage 3, and General Alternative Payment program. Reimbursement rates for each program are based on specific formulas outlined by the State of California which include the following factors: hours, rate (part-time, full-time) and age brackets (zero to 2 years, 2 to 5 years and school age). Adjustment factors such as hourly, daily, weekly, or monthly pay must be considered and if care will be provided day or night.

The Stage 2 grant consists of one service contract in the amount of $1,889,556. This grant is an entitlement program. The purpose of the Stage 2 contract is to provide child care services to CalWORKs families who are considered stable and transitioning from Stage 1 into Stage 2 without experiencing a break in child care services. Currently the City is serving over 150 children in this program.

The Stage 3 grant consists of one service contract in the amount of $2,046,568. The Stage 3 contract continues to provide child care services to families who are eligible for services and meet state requirements. Over 180 children are being served in this program.

City Council December 16, 2025
Resolution No. 25-64 - Funding Application Child Care Page No. 2 The General Alternative Payment Program consists of one service contract in the amount of $1,489,790. This grant is set aside for low-income working families who live in Norwalk. There are currently over 250 children in this program.

In order to continue providing childcare services to Norwalk residents under the CalWORKs Stage 2, 3, and Alternative Payment Program, these contracts are being presented to City Council for approval. These grant funds will allow the enrollment of more than 560 children in the Alternative Payment Child Care Program.

Fiscal Impact:

The City will receive $1,889,556 for the Stage 2 grant, $2,046,568 for the Stage 3 grand, and $1,489,790 for the Alternative Payment grant. Restricted grant funds will cover the entire cost of the program.

Citizens Advised:

N/A
Strategic Plan 2023 Implementation:

N/A
Recommended Action:

Staff recommend City Council adopt Resolution No. 25-64, A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF NORWALK APPROVING THE CHILD CARE CALWORKs STAGE 2, 3, AND ALTERNATIVE PAYMENT CHILD CARE DEVELOPMENT PROGRAM FOR FISCAL YEAR 2026/2027 AND AUTHORIZING THE CITY MANAGER TO EXECUTE THE CONTINUED FUNDING APPLICATION.

Attachments:

Resolution No. 25-64
RESOLUTION NO. 25-64

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF NORWALK APPROVING THE CHILD CARE CALWORKs STAGE 2, 3, AND

ALTERNATIVE PAYMENT CHILD CARE DEVELOPMENT PROGRAM
FOR FISCAL YEAR 2026/2027 AND AUTHORIZING THE CITY

MANAGER TO EXECUTE THE CONTINUED FUNDING APPLICATION
WHEREAS, the City of Norwalk has established a child care program through its Social Services Department; and
WHEREAS, in order to certify the approval of City Council to enter into this transaction with the California Department of Social Services for the purpose of providing child care and development services for Fiscal Year 2026/2027 it is necessary that this resolution be adopted.

NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF NORWALK HEREBY DETERMINES, FINDS, AND RESOLVES AS FOLLOWS:

Section 1. The City Council, Vendor Number 2187, authorizes the City Manager to execute the Continued Funding Application with the California Department of Social Services on behalf of the City.

Section 2. The Mayor, or presiding officer, is hereby authorized to affix his signature to this Resolution signifying its adoption by the City Council of the City of Norwalk and the City Clerk, or her duly appointed assistant, is directed to attest thereto.

APPROVED AND ADOPTED on this 16th day of December 2025. ______________________________

JENNIFER PEREZ
MAYOR
ATTEST:
______________________________

THERESA DEVOY, CMC

CITY CLERK
City Council Agenda Report
December 16, 2025
TO: Honorable City Council
FROM: Jesus M. Gomez, City Manager
BY: Theresa Devoy, City Clerk
SUBJECT: AMENDMENT NO. 8 TO INTERSTATE-5 CONSORTIUM CITIES JOINT

POWERS AUTHORITY AGREEMENT
Background:

The City of Norwalk is one of five member cities of the Interstate-5 Consortium Cities Joint Powers Authority (I-5 JPA), which was established in 1990. The goal of the I-5 JPA is to work in partnership with Caltrans, Metro, and the Federal Highway Administration to pursue innovative capacity enhancement alternatives for the expansion of the I-5 freeway to avoid significant atgrade widening that would have negative adverse social and economic impacts on corridor communities. The I-5 JPA has been successful in its efforts to secure financial support for traffic mitigation projects along the I-5 corridor and continues to advocate for its member agencies for improved traffic flow and capacity enhancements along the I-5 freeway between the Los Angeles County line and the I-710 freeway.

The term of the original agreement was extended through subsequent amendments and expired November 1, 2025. Amendment No. 8 extends the term for an additional five years. On September 22, 2025, the I-5 JPA Policy Board approved the term extension through November 1, 2030.

Fiscal Impact:

Annual member dues are made from the General fund and included in the budget.

Citizens Advised:

N/A
City Council December 16, 2025
I-5 JPA Agreement Amendment No. 8 – Extending the
term
Page No. 2
Strategic Plan 2023 Implementation:

The recommended action will further the City’s Strategic Plan Goal 2: Objective 1, Re-invest in existing and aging infrastructure.

Recommended Action:

Staff recommend City Council approve Amendment No. 8 to the I-5 Consortium Cities Joint Powers Authority Agreement, extending the term to November 1, 2030.

Attachments:

Amendment No. 8

EIGHTH AMENDMENT TO
AMENDED INTERSTATE 5 CONSORTIUM CITIES

JOINT POWERS AGREEMENT
Section 1. That certain Amended Agreement (“Agreement”) entered into by and between the cities of Commerce, Downey, La Mirada, Norwalk, and Santa Fe Springs, on December 4, 1990, and amended in 1997, 2000, 2005, 2008, 2010, 2015, and 2020 is further amended by amending Section 2 (Term).
“Section 2. Term.

The term of this Agreement shall be for a period of forty years years from and after November 1, 1990 (November 1, 2030). The Agreement may be extended by mutual consent of all parties.”
Section 2. Except as specifically amended by this eighth Amendment, all other provisions of the Agreement, as previously amended, shall remain in full force and effect.

IN WITNESS WHEREOF, this Agreement is executed on this 16th day of December 2025, by the Parties as follows:

CITY OF NORWALK
_______________________________

JENNIFER PEREZ
MAYOR
ATTEST:
___________________________

THERESA DEVOY, CMC

CITY CLERK
City Council Agenda Report
December 16, 2025
TO: Honorable City Council
FROM: Jesus M. Gomez, City Manager
BY: James C. Parker, Executive Director of Regional Transportation Theresa Clark, Transit Administration Officer
SUBJECT: AUTHORIZATION TO SUBMIT ANNUAL SHORT RANGE TRANSIT PLAN FOR FISCAL YEARS 2025-2027
Background:

The Los Angeles County Metropolitan Transportation Authority (Metro) as the Transportation Planning Authority, is required by Federal and State statutes to prepare the Transportation Improvement Program (TIP) for all Los Angeles County municipal transit agencies on an annual basis. The Short Range Transit Plan (SRTP) facilitates input from each of the 16 municipal transit agencies, including Norwalk Transit System (NTS), on its planning and financial activities for inclusion into the Metro TIP. The SRTP/TIP serves as a formal record of both Metro and other municipal agencies’ commitment to on-going safe, efficient, and quality transit services in keeping with components of the federal funding process.

It is the responsibility of Metro to review each municipal transit operator’s SRTP to ensure compliance with all Federal, State, and local reporting requirements is achieved as well as ensuring that data collection efforts and operating budgets are consistent with funding assumptions and regional planning policies.

The SRTP is NTS’s primary planning document and is updated annually according to guidelines issued by Metro. It describes the organizational structure in keeping with current and planned service changes over three years. Also, descriptions of the financial and capital improvements associated with major projects/programs are included as a reference for various internal and external stakeholders.

Major highlights and initiatives in the 2025-2027 SRTP include the following:

City Council December 16, 2025
Microtransit/On-Demand – Pilot Transit Services Page No. 2 Fixed Route Service: The fixed-route service utilizes 34 buses which provide local circulation and inter-jurisdictional service connecting Norwalk and adjoining communities of Artesia, Bellflower, Cerritos, El Monte, La Mirada, La Habra, Santa Fe Springs, South El Monte, Whittier, and the unincorporated areas of Los Angeles County; as well as, providing bus service as a link between the Metro C Line Light Rail Station and the Norwalk/Santa Fe Springs Metrolink Commuter Rail Station. Configuration of the routes was to a large extent, determined through significant community involvement.

Since the last SRTP, NTS has not implemented any changes to its fixed-route services.

However, ridership and passenger fare revenue have shown consistent growth with ridership, increasing from 696,241 in FY2021 to 1,297,047 in FY2025—an 86% increase.

This upward trend brings NTS closer to its pre-pandemic ridership levels of approximately

1.4 million. As part of its long-term strategic planning, NTS remains focused on achieving full ridership recovery.

To support this goal, NTS will reschedule its planned Comprehensive Operational Analysis (COA) to July 2026. This analysis will evaluate the performance of Routes 1 through 5 and Route 7, with the objective of identifying opportunities to enhance on-time performance and overall route productivity. The revised timeline also aligns with the upcoming launch of NTS’s Microtransit On-Demand pilot Program, scheduled for January 2026. Rescheduling the COA will allow sufficient time to assess the pilot program’s impact on service delivery and customer experience, ensuring that any future service adjustments are data-driven and responsive to community needs.

Dial-a-Ride Service: NTS’s current Dial-a-Ride services will also be assessed by NTS staff for opportunities to provide trips through NTS’s 12-month pilot Microtransit/OnDemand service that include a Smart App reservation and payment system. The NTS Advanced Reservation Dial-A-Ride service currently provides curb-to-curb service for trips taken within the City using lift-equipped accessible vehicles; and the User-side Subsidy Taxicab program provides service to approved medical facilities in the cities of Bellflower, Downey, Lakewood, Santa Fe Springs, and Whittier. Both of these services are reserved for senior and disabled residents of the City of Norwalk.

Fare Revenues and Structure: NTS does not plan to implement any fixed-route or DialA-Ride fare increases. The last fare increase was on November 17, 2013. Additionally, NTS has coordinated with Metro in the implementation of a Countywide Fareless System Initiative (FSI) that includes voluntary participation by Muni operators. The FSI Program is for students at participating K-12 schools and community colleges, focused on helping students ride transit without the worry of paying fares. Students participating in the FSI Program are issued a GoPass. The GoPass Program is available to students at participating K-12 schools and community colleges, with a focus on helping students ride transit without the worry of paying fare. With a registered GoPass TAP card, students attending participating schools can ride NTS, Metro, and 15 other participating local municipal transit systems to and from school, and for trips after school and on weekends.

City Council December 16, 2025
Microtransit/On-Demand – Pilot Transit Services Page No. 3 NTS continues to participate in a major regional effort to integrate the Transit Access Pass (TAP). Currently, TAP is accepted by 27 agencies, all Metro bus and rail lines, and municipal transit systems throughout Los Angeles (LA) County.

Bus Fleet Electrification: NTS recently received an additional three Gillig Battery Electric Buses (BEBs) in December 2024 and is scheduled to procure three (3) additional BEBs and eleven (11) Compressed Natural Gas (CNG) buses. This balanced approach allows the agency to continue making progress toward its long-term sustainability goals while remaining fiscally responsible and ensuring uninterrupted transit service for the community.

Capital Improvements: Construction is currently underway on the Transit Facility Tenant Improvement Project (CIP #7865). This project is designed to implement critical upgrades and tenant improvements that will support the evolving needs of Transit Operations, Fleet Maintenance, and Transit Administration. These enhancements aim to improve operational efficiency, accommodate future growth, and provide a more functional and modernized workspace for transit staff. Project completion is anticipated by February 2026.

Additionally, NTS will be implementing its Bus Stop Equity Enhancement Project in early 2026, which will provide modernization of bus stops with equity priority amenities to enhance the safety, comfort, and accessibility at our bus stops for patrons served by NTS. This project will address drastic climate changes our region has experienced by providing equitable amenities such as enhanced shelters and solar panels to provide ample lighting for patron safety while waiting at stops and real-time information to provide patrons with accurate wait times.

Fiscal Impact:

N/A
Citizens Advised:

N/A
Strategic Plan 2023 Implementation:

N/A
Recommended Action:

Staff recommend City Council receive and file the Triennial Short Range Transit Plan, and authorize the Executive Director of Regional Transportation to submit the updated Short Range Transit Plan to Los Angeles County Metropolitan Transportation Authority.

City Council December 16, 2025
Microtransit/On-Demand – Pilot Transit Services Page No. 4 Attachments:

Short Range Transit Plan FY 2025-2027
https://www.norwalk.org/departments_services/norwalk_transit_system_nts/about_us.p hp

SHORT RANGE TRANSIT PLAN
FY 2025 - 2027

TABLE OF CONTENTS
Introduction .......................................................................................................................................................... 4 City Background and Mission Statement .............................................................................................................. 4 NTS Mission Statement ......................................................................................................................................... 5 NTS Fixed Route Transit Operations/Services ................................................................................................ 7 NTS Organizational Chart ............................................................................................................................. 7 NTS Fixed Route History .............................................................................................................................. 7 Fixed Route Line Descriptions ...................................................................................................................... 8 NTS Maps and Schedules ............................................................................................................................. 9 NTS Service Area .......................................................................................................................................... 9 Major Service Changes .............................................................................................................................. 10 Minor Service Changes .............................................................................................................................. 14 Recent Changes Due to COVID-19 ............................................................................................................. 15 FTA COVID-19 Relief Funds Summary ........................................................................................................ 18 Implementation of New Technology ......................................................................................................... 25 Farecapping ............................................................................................................................................... 33 Fareless System Initiative .......................................................................................................................... 35 NTS Paratransit & General Public Paratransit Services ................................................................................ 39 NTS Dial-A-Ride Service Overview ............................................................................................................. 39 NTS Dial-A-Ride Service Information ......................................................................................................... 42 Future Dial-A-Ride Service Changes........................................................................................................... 42 Microtransit/On-Demand Service .............................................................................................................. 45 ADA Compliance ........................................................................................................................................ 47 Equipment Maintenance Services ................................................................................................................. 52 Fleet Maintenance Management System .................................................................................................. 53 Capital Program ............................................................................................................................................. 61 Zero-Emission Battery Electric Buses ......................................................................................................... 66 Hydrogen Buses and Fuel Station .............................................................................................................. 71 Multi-Level Parking Structure Expansion ................................................................................................... 72 Transit Plaza Beautification ....................................................................................................................... 74 Contingency Fleet ...................................................................................................................................... 75 Fare Box Replacement Project ................................................................................................................... 80 Bus Smartcard Validators (BSV) ................................................................................................................. 82 Radio Communications Systems ................................................................................................................ 85 Intelligent Transportation System ............................................................................................................. 87 Facility Improvements at Norwalk Transportation and Public Services Facility (Phase III) ....................... 91 Bus Shelter Replacement Projects ........................................................................................................... 100 Federal Transit Administration – Transit Asset Management Plan ......................................................... 104 State of Good Repair ................................................................................................................................ 106 California High Speed Rail ........................................................................................................................ 108 Southern California Association of Governments (SCAG) – Green Line Extension ................................. 110 Green Line/Metrolink Express Service Connection (BRT)/Green Line Extension .................................... 111 ECO-RAPID Transit ................................................................................................................................... 111 NTS Participation in Coordination Initiatives ............................................................................................. 113 Regional Homeland Security and Emergency Management Efforts ........................................................ 114 Public Transit Agency Safety Plan ............................................................................................................ 114 Transportation Planning and Development ............................................................................................... 117 Transit-Oriented Development ................................................................................................................ 117 Micro Transit ............................................................................................................................................ 120 Active Transportation .................................................................................................................................. 121 Micro Mobility ......................................................................................................................................... 121 City’s Bicycle Master Plan ........................................................................................................................ 122 Bike Lockers Program .............................................................................................................................. 127 SECTION II ......................................................................................................................................................... 129 Tables ........................................................................................................................................................... 129 SECTION III - APPENDIX ..................................................................................................................................... 138 Route Maps .................................................................................................................................................. 138 NTS System Map ...................................................................................................................................... 139 Route 1 ..................................................................................................................................................... 140 Route 2 ..................................................................................................................................................... 141 Route 3 ..................................................................................................................................................... 142 Route 4 ..................................................................................................................................................... 143 Route 5 ..................................................................................................................................................... 144 Route 7 ..................................................................................................................................................... 145

NORWA LK TRANSIT SYSTEM
SHORT RANGE TRANSIT PLAN 2025 - 2027
4 NORWALK TRANSIT SYSTEM (NTS)
FY 2025-2027 SHORT RANGE TRANSIT PLAN
Introduction
The Los Angeles County Metropolitan Transportation Authority (Metro) is required by Federal Statutes (Title 23 U.S.C. 134(9) & (h) and State Statutes (P.U.C. 130303) to prepare a Transportation Improvement Program (TIP) of Los Angeles County. The Short Range Transit Plan (SRTP) facilitates input of transit operators’ financial and planning information into the Los Angeles County TIP. The SRTP/TIP serves as a formal record of both Metro and the City of Norwalk’s commitments to transit and are mandatory components of the federal funding process.

It is the responsibility of Metro to review each municipal transit operator’s SRTP to ensure that all Federal, State and local reporting requirements are achieved, data collection efforts are coordinated and operator budgets are consistent with funding assumptions and regional planning policies.

City Background and Mission Statement
The City of Norwalk is located seventeen (17) miles southeast of Los Angeles. Norwalk encompasses 10.5 square miles and is primarily a residential community composed of middle and low-income families. The 2010 Census bureau and State Employment Department data indicates that 13.9 percent of the City’s 105,549 residents are over the age of 60, and 45 percent are identified as transit dependent. In addition, 10 percent of Norwalk’s residents are physically disabled, and 14.8 percent live below poverty level. Preliminary results of the 2020 Census
indicate that Norwalk’s population slightly
decreased by -1.13% from 105,549 to 104,356
making it the 69th largest city in California. The average household income in Norwalk is $79,508 with a poverty rate of 12.84%. California among most states across the country has the lowest response rates in responding to the 2020 Census;

9.7 million households or 64.1% responded, putting California 4.1 percentage points behind its 2010 final self-response rate. COVID-19 is partly to blame impacting outreach efforts.

Census responses are important such that it drives funding for health care, schools and senior services, among other critical needs.

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5 The City of Norwalk is a safe, family oriented community that continuously improves the services it provides its citizens and businesses. The City’s mission is committed to meeting the needs of its residents and businesses by providing exceptional public services and facilities that are responsive to the community through honest, efficient and fiscally responsible leadership.

NTS Mission Statement
On August 1, 2024, Norwalk Transit System (NTS) proudly celebrated 50 years of dedicated service, providing vital transit access to education, healthcare, employment, and community resources throughout the Southeast region of Los Angeles County.

Since its founding, NTS has remained committed to its mission: to meet the needs of the community by delivering efficient, economical, and high-quality public transportation services with a focus on safety and effectiveness. The year 2024 marked a significant milestone—NTS’s 50th anniversary—highlighting five decades of innovation, reliability, and service to the public good.

To commemorate this achievement, NTS hosted its Golden Anniversary Celebration at the Transportation/Public Services Facility, honoring the agency’s legacy and the many contributions made to Norwalk and its neighboring communities. As part of the year-long celebration, NTS held monthly Appreciation Events from August 2023 through August 2024, recognizing the dedication and hard work of its essential transportation workforce.

The anniversary event began with a warm welcome from Mayor Margarita Rios, followed by an invocation from Pastor Arthur McKibben. The Public Safety Cadets proudly led attendees in the Pledge of Allegiance. A historical overview of Norwalk Transit was presented by James C. Parker, Executive Director of Regional Transportation, through a brief commemorative video. The program concluded with commendations and heartfelt closing remarks delivered by City Manager Jesus M. Gomez.

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6 Senator Bob Archuleta and Norwalk Public Safety Cadets Senator Bob Archuleta and James C. Parker, Executive Director of Regional Transportation
James C. Parker, Executive Dir. of Regional Transportation Congresswoman Linda Sanchez, Mayor Margarita Rios, Councilmember Jennifer Perez, Councilmember
Ana Valencia and James C. Parker, Executive Director
of Regional Transportation
James C. Parker, Executive Director of Regional Transportation and NTS Staff from Administration, Operations and Vehicle Maintenance

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7 SECTION I
NTS Fixed Route Transit Operations/Services
NTS Organizational Chart
NTS Fixed Route History
NTS operates its public transportation service as a department of the City of Norwalk. NTS was established as a municipal fixed-route service provider on August 1, 1974. In November 1974, NTS began to offer residents of the City of Norwalk a demand-responsive Dial-A-Ride service for the physically challenged.

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8 Fixed Route Line Descriptions
NTS provides a public transportation network that serves the needs of Norwalk residents as well as providing access to other jurisdictions and connectivity to various regional transit systems. Statistics indicate that there is significant transfer activity between NTS routes and other regional transit systems including Metro, Long Beach Transit, Montebello Bus Lines and Orange County Transit Authority (OCTA); as well as the Metro Light Rail Green Line Station and Norwalk/Santa Fe Springs Metrolink Commuter Rail Station.

Route 1 - Rio Hondo/Bellflower - NTS Route 1 operates in a north-southwesterly direction and provides service to the cities of Norwalk, Bellflower, Santa Fe Springs and Whittier, and connects with Express Metro Line 577 and Foothill Transit Line 274 at the Rio Hondo College terminus. The service operates primarily on major arterials, including Alondra, Pioneer, Norwalk Boulevard and Workman Mill Road, and serves the Norwalk Civic Center and Entertainment Complex in Norwalk. Route 1 operates seven (7) days a week. The span of service is 5:26 a.m. to 10:36 p.m. on weekdays. Weekend service is from 7:50 a.m. to 5:33 p.m. The service frequency is approximately every 30 minutes on weekdays, and 50 minutes on weekends.

Route 2 – Norwalk Square/Green Line/Cerritos College/Cerritos Mall – NTS Route 2 operates as a local circulator and serves the cities of Norwalk, Cerritos and Artesia. The service provides two way service over a large loop primarily on Pioneer Boulevard and Studebaker Road and serves the Norwalk Civic Center, Norwalk Town Square, and the Los Cerritos Mall. The service also connects to the Metro Green Line station in Norwalk. This route operates seven (7) days a week. The span of service is between 5:55 a.m. and 7:32 p.m. on weekdays. On weekends the route operates between 9:15 a.m. and 6:31 p.m.

Service frequency is approximately every 37 minutes in each direction on weekdays and 74 minutes on weekends.

Route 3 – NTS Route 3 formerly operated as a local circulator between the cities of Norwalk and Santa Fe Springs. Effective June 26, 2016; Route 3 was modified by eliminating service to the Whittier Depot, thus terminating at the Santa Fe Springs Gateway Plaza located at Telegraph Rd. and Carmenita Rd. The span of service is between 5:30 a.m. and 7:19 p.m. on weekdays with no service on weekends. Service frequency is approximately every 60 minutes in each direction on weekdays.

Route 4 – NTS Route 4 operates in an east-west direction, and provides service along Imperial Highway between the Metro Green Line Station, the Norwalk/Santa Fe Springs Transportation Center (Metrolink Station) and east along Imperial Highway to Beach Boulevard in the City of La Habra. Route 4 links the two rail stations with several major employers in the Imperial Highway corridor including the Los

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9 Angeles County Registrar/Recorder and Biola University. This service operates seven (7) days a week.

The weekday span of service is between 4:07 a.m. and 10:41 p.m., with the last few trips terminating at the Metrolink Station. Service on the weekend operates between 6:45 a.m. and 7:29 p.m. Weekday headways vary from approximately 7 minutes to 30 minutes in the peak periods, an average of 27 minutes in the mid-day, and every 45 minutes on weekends.

Route 5 – It operates from the Metro Green Line Station via I-605 to Rosecrans Avenue and east to Santa Gertrudes Avenue, in the City of La Mirada, where it loops via Santa Gertrudes Avenue, La Mirada Boulevard, Ocaso Avenue, and Adelfa Drive, back to Santa Gertrudes Avenue and returns via Rosecrans Avenue. The service operates five (5) days a week with no service on Weekend and connects the Metro Green Line Station with both residential and industrial land uses on Rosecrans Avenue. It operates between 4:05 a.m. and 7:34 p.m. on weekdays providing 45-minute headways throughout the day.

Route 7 – NTS Route 7 service operates northbound from Norwalk C Line Station from Imperial Hwy. to Bloomfield Avenue (becomes Santa Fe Springs Road at Telegraph Road), through the City of Santa Fe Spring into the City of Whittier, where it loops through the Whittier Uptown to Workman Mill Road into the City of El Monte, via Peck Road, Valley Boulevard, Santa Anita Avenue into the El Monte Station. It operates between 3:49 a.m. and 9:56 p.m. on weekdays with headways varying from approximately 32 minutes to 42 minutes. Service on Saturday operates between 5:36 a.m. and 7:48 p.m. with approximately 60-minute headways.

NTS Maps and Schedules
NTS Schedules, System Maps and Rider’s Guide are published in English and Spanish and provide customers with information on all NTS fixed-routes, including fare policy. Schedules including route maps are placed on board NTS buses for distribution to riders, and provided at the Transportation Department Customer Service Center located at the Norwalk Transportation Center, 12650 Imperial Highway in Norwalk. NTS maps and schedules are also available via the City’s webpage at:
https://www.norwalk.org/departments_services/norwalk_transit_system_nts/fares.php and at local libraries, local government offices, and social service agencies throughout the Southeast Los Angeles County region. In addition to NTS information, the City provides information on Metro and other services operating locally. See Section 3 – Appendix – Individual route maps 1-5 and 7.

NTS Service Area
The fixed-route service provides local circulation and interjurisdictional service connecting Norwalk and adjoining communities of Artesia, Bellflower, Cerritos, El Monte, La Mirada, La Habra, Santa Fe Springs,

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10 South El Monte, Whittier, and the unincorporated areas of Los Angeles County; as well as, providing bus service as a link between the Metro Green Line Light Rail Station and the Norwalk/Santa Fe Springs Metrolink Commuter Rail Station. Configuration of the routes was to a large extent, determined through significant community involvement.

Major Service Changes
Major service changes at Norwalk Transit System (NTS) are typically guided by recommendations from a Comprehensive Operational Analysis (COA). However, the regularly scheduled COA was postponed in 2022. On March 24, 2023, NTS issued Request for Proposals (RFP) No. 23-710, titled “Comprehensive Operational Analysis for Norwalk Transit System Fixed Route Service.” Unfortunately, no bids were received in response. Since that time, significant street and roadway improvement projects have further delayed the COA process. In response, staff is currently refining the scope and requirements of the RFP, with plans to reissue it in July 2026. The updated COA will focus on evaluating the performance of Routes 1 through 5 and Route 7, with the goal of identifying opportunities to enhance on-time performance and overall route productivity. These efforts are intended to inform and support upcoming service adjustments “shake-up” during NTS’s regular service change periods, which occur in September, January, and May.

NTS released RFP No. 23-710 on March 24, 2023 for a Comprehensive Operations Analysis (COA) to analyze and optimize NTS’ routes 1, 2, 3, 4, 5 & 7 to create the best transit network possible for NTS customers within its budget and to address:
• Improving service integrity.
• Improve existing rider travel times.
• Improving productivity and reducing costs.
• Avoid duplication and prioritize frequency vs. coverage. • Improving responsiveness to customer issues and requests for service changes.
• Improving human resource management (recruiting full-time versus parttime coach operators). • Coordinating time points for transfers between NTS and other transit agencies.

Additionally, feasibility of future service expansions will be considered:
• Increase service on Route 3 south to terminate at the Cerritos Towne Center.

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11 • Increase service on Route 4 to the east beyond Imperial Hwy at Beach Blvd, to terminate at the Brea mall.
• Increase service on Route 5 to include Saturday service. • Increase service on Route 7 to include Sunday service.

However, no bids were received. Briefings were conducted with potential bidders and most shared they did not have the manpower to perform a broad array of tasks requested. NTS requested the following deliverables:
• Perform a comprehensive Line by Line analysis of NTS’ fixed route service with strategies to match ridership demand with the service types and resources within the defined periods; • Robust Community Outreach Plan throughout the study focused on customer experience; • A comprehensive ridership forecast, current and future, with recommendations on how to increase ridership;
• Safety and location assessment of the current bus stops/shelters with recommendations for potential new locations;
• Financial analysis of the operational cost;
• Comparison analysis on the service network feeding into other transit operators in the region with a seamless service recommendation;
• Identify any potential opportunities that a micro-transit/on-demand service would be used for integrating into NTS’ fixed-route services to improve mobility of the community. The Consultant will conduct an assessment analysis and recommendation of the app-based tool, incorporating micro-transit/on-demand services to include demand based transit service providers as well as Transportation Network Companies (TNCs) such as Lyft and Uber; • Study “right-sizing” the fare across Los Angeles County, including the subsided fare box recovery;
• Provide a comprehensive recommendation on the overall branding and enhancement of client management protocol for NTS.

NTS is currently working on re-scoping the solicitation (i.e. re-define project objectives, streamline delivery schedule, breakdown scope into milestones/tasks, etc.) for a re-release tentatively scheduled for summer 2026. This timeline will allow for the evaluation of NTS’s Pilot Microtransit program, which is scheduled to launch in early January 2026. The following metrics will be applied to the pilot program to access the following:
• Demand and usage patterns
• Cost-effectiveness compared to fixed-route service

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12 • Response times and reliability
• Rider feedback and accessibility
Procedures for Implementation of Major Service Changes and Fare Restructuring:

NTS is required to facilitate a Notice of the Public Hearing and other legal notices to be published. This includes utilizing The Norwalk Now, a Friday only publication. Other publications include Long Beach Press Telegram, Whittier Daily News, La Opinion (Spanish), La Balita (Tagalog), Korea Daily News and Chinese Daily News. Hardcopies are posted at City Hall, Senior Center, and Social Services. They are also posted on the City’s and Transit departmental websites.

Also, outreach efforts to stakeholders and NTS patrons included the following activities:
• Airing of the notice of service changes in English and Spanish on Norwalk’s cable television station.
• Notices in English and Spanish on all NTS fixed-route buses. • Letters mailed to stakeholders, including local school districts, elected officials, etc.; and affected municipal bus operators.
• Meeting with MTA Gateway Cities Service Council.
• NTS Ambassadors distributed flyers on-board buses and at key bus stops.

Title VI and Environmental Justice Equity Analysis Methodology for Service Changes:

NTS follows Federal Transit Administration (FTA) procedures as it relates to performing an equity analysis on a voluntary basis since it’s only required for Transit providers that operate 50 or more fixed route vehicles in peak service and are located in urbanized areas (UZA) of 200,000 or more people.

Pursuant to FTA, Title VI Compliance, an analysis is required for all service changes that meet the definition of a Major Service Change whereby potential
disparate impacts on minority populations and
disproportionate burdens on low-income populations must be analyzed. More specifically, the service change analysis must evaluate minority (Title VI protected classes) as well as Environmental Justice (EJ) populations (persons who are either members of a minority and/or persons with incomes below 100% of the Federal Poverty Level).

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13 In order to fulfill these requirements demographic and service profile maps/charts were prepared for both minority and low-income populations as part of the Comprehensive Operational Analysis (COA). A Major Service Change is typically defined by each transit agency as any of the following:
• A change of 25% or more in the number of revenue vehicle hours on a route (measured weekly) • A change of 25% or more in the route miles of a service • The addition or elimination of a route
• Changes that affect 25% or more of riders on a particular route or system-wide Minority Population – By definition, all six (6) NTS routes qualify as “minority routes” because 1/3 or more of NTS service hours or miles are provided in minority areas.

Based on 2020 U.S. Census data, 75.6% of individuals living within the NTS service area identified themselves as a minority. Census tracts where the percentage of the minority population exceeds the 75% average were identified as minority tracts.

Low Income Population – The annual income threshold to meet poverty standards currently ranges from about $10,000 to just above $20,000 and varies based on household size, number of dependent children and other factors. Based on current census data 11.3% of the population within NTS’ service area qualify as low income (in poverty). Census tracts where the percentage of the low income population exceeds this average were identified as low income tracts.

Low income population in the NTS service area (census tracts) predominantly reside in a band starting in Whittier and moving south through the eastern portion of Santa Fe Springs and into Norwalk and Bellflower.

Title VI and EJ Assessment:

The preliminary analysis indicates there are no disparate impacts as a result of previous major service changes to NTS Title VI routes; nor disproportionately high or adverse impacts due to changes to EJ routes based on the following:
• NTS routes provide access to virtually every minority tract in the service area, and in Norwalk the NTS routes provide quarter-mile or better accessibility to all minority tracts. The heaviest concentration of minority population in the surrounding communities include; Bellflower, Cerritos, Santa Fe Springs and Whittier.
• Routes 1 through 7 all spend a majority of time traversing these low income census tracts.

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14 Minor Service Changes
Recent minor adjustments to the transit network have impacted Routes 1, 4, and 7, each yielding operational improvements and enhanced rider experience. For Route 1, service restoration efforts have led to increased frequency, thereby improving accessibility and reducing wait times for passengers.

Modifications to Route 4 were implemented to enhance coordination with Metrolink train schedules.

These changes have facilitated more seamless transfers for commuters, with minimal negative feedback reported. On Route 7, the number of buses in operation was increased from three to five. This expansion has resulted in more frequent service intervals and has effectively alleviated overcrowding during peak travel times.

Service adjustments included the following:
• Route 1 – Weekday service levels restored to allow for 30 minute headways all day with the exception of 3 late evening trips that have 1 hour headways. • Route 4 – Weekday service restored to pre-pandemic levels however, the express service now runs along Imperial Hwy with headways varying from 5 to 30 minutes during peak hours.

Overall these changes created more efficient bus/rail interface between the Metrolink Station and Norwalk C Line Station.
• Route 7 – Service restored to pre-pandemic levels with headways from 35 to 40 minutes. The short line trips between Rio Hondo and the El Monte Bus Station were not restored thus allowing for more frequency along the entire route.

These changes went into effect on January 12, 2025, restoring weekday service to 24 buses. This resulted in more frequent service, reduced passenger crowding, and a more enjoyable travel experience for riders on the affected routes. The current status of NTS service is as follows:

Route 1 Weekday service levels restored to allow for 30 minute headways all day with the exception of 3 late evening trips that have 1 hour headways.

Route 2 No changes since last SRTP.

Route 3 No changes since last SRTP.

Route 4 Weekday service restored to pre-pandemic levels however, the express service now runs along Imperial Hwy with headways varying from 5 to 30 minutes during peak hours. Overall these changes created more efficient bus/rail interface between the Metrolink Station and Norwalk C Line Station.

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15 Route 5 No changes since last SRTP.

Route 7 Service restored to pre-pandemic levels with headways from 35 to 40 minutes. The short line trips between Rio Hondo and the El Monte Bus Station were not restored thus allowing for more frequency along the entire route.

Recent Changes Due to COVID-19
On February 28, 2023, the Governor
terminated the state’s COVID-19 State of
Emergency. He also phased out the executive
actions put in place since March 2020 as part of the
pandemic response. The public health order effective March 13, 2023, supersedes all prior health orders. The order provides prevention and mitigation strategies for slowing the spread of COVID-19 in homes, workplaces, and communities.

As of 2025, the most recent changes related to COVID-19 in the transit industry and public health policy have largely reflected a shift from emergency response to long-term adaptation and resilience. Here's a summary of recent COVID-related changes and trends as of 2025:
1) Service Restoration and Adjustments
• Many transit agencies, including smaller systems, have restored pre-pandemic service levels, but with modifications based on new travel patterns (e.g., more mid-day and weekend service, fewer peak-hour trips).
• Microtransit and on-demand services have expanded to address flexible rider needs and fill service gaps.
2) Permanent Health & Safety Protocols
• Enhanced cleaning protocols remain in place, though less frequent than during peak pandemic years.
• Some agencies continue to provide hand sanitizer stations and encourage mask use during flu/COVID season, especially for vulnerable populations. 3) Remote Work Impacts
• Ridership patterns have shifted due to hybrid and remote work, leading to lower peakhour demand and increased focus on non-commute trips.

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16 Although California’s COVID-19 State of Emergency has officially ended, the lingering impacts of the pandemic continue to affect public transit. Ridership recovery remains slow and uneven across many transit agencies throughout the state. Fortunately, the three federal pandemic relief packages provided billions of dollars to California transit agencies, offering a critical financial lifeline during the height of the crisis. These funds helped agencies maintain operations and avoid deeper service cuts while waiting for state and local tax revenues to rebound. However, as these federal relief funds are now nearing exhaustion, transit agencies are facing new fiscal challenges. Operating costs have increased, while ridership and fare revenues have only partially recovered. As a result, some systems are approaching a “fiscal cliff”—a point at which they will require either significant new funding or will be forced to implement substantial service reductions and cost-cutting measures.

NTS is focused on full recovery as part of its long-term strategic planning as it adjusts to new conditions created by the COVID-19 pandemic. Namely, restoring ridership and repositioning the system to better serve its patron for the future. NTS’ ridership is recovering at a steady rate; 696,241 in FY21 to 1,297,047 in FY25; a 86% increase inching closer to pre-pandemic ridership levels of 1.4 million.

Recent studies have shown that though transit ridership in the United States has recovered slowly, it was As NTS works to regain ridership to pre-pandemic levels, some additional factors may impact continued recovery. While transit ridership in the United States has steadily improved since the pandemic, many systems remain below 2019 levels as of 2025. Ridership was still about one-third below the 2019 levels by June 20221
. As NTS continues efforts to restore ridership, evolving factors such as hybrid work patterns, service reliability, and public safety perceptions may influence the pace of recovery. Service disruption is a factor for NTS along with other agencies nationwide because of the bus operators' shortage. This operator shortage is driven by multiple factors, including competition from other transportation and logistics companies (e.g., Amazon, UPS, Lyft, Uber, and the trucking industry), a generally low unemployment rate, and increased reports of assaults against transit operators, along with rising crime in many urban areas. NTS recognizes that resolving the operator shortage is a critical step toward full recovery. In response, NTS implemented a series of recruitment and retention incentives in January 2022. These measures included signing bonuses, increased compensation for parttime operators, and expanded advertising efforts through City Hall’s scrolling marquee and local cable TV. Also, telecommuting is a factor in recovery as it is expected to be a long-lasting impact of the COVID19 pandemic. Its impact include the reduction in frequency of riding or the purpose of using transit. 1 Ziedan A, Brakewood C, Watkins K.. J Public Trans. 2023;25:100046. doi: 10.1016/j.jpubtr.2023.100046. Epub 2023 Jun 24. PMID: 37389199; PMCID: PMC10290420

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17 Metro’s change to their fare policy (i.e. fare capping) could encourage part-time commuters to use transit when they commute which started on July 1st (see pg. 30 for Metro’s New Fare Chart). NTS will also consider planning services for more diverse travel purposes rather than just focusing on commuting. Lastly, NTS’s recent technological enhancements were implemented to help improve rider’s satisfaction as part of the Intelligent Transportation System (ITS) project. Namely, giving them the ability to obtain real time information on the status of any service changes, disruptions, and other alerts via a website, https://nts.rideralerts.com or the following “myStop” app for smartphone users:
• Apple: Download on the App Store
• Android: Get it on Google Play
In short, ITS is designed to improve transit safety, enhance productivity and mobility by integrating advanced communication/information technologies into vehicles and infrastructure. It allows for a connected environment among vehicles, the infrastructure and passengers' wireless devices (i.e. allowing drivers to send and receive real-time information about potential hazards and road conditions).

Additionally, the ITS technology is capable of collecting large amounts of data on the operational status of NTS. Archiving and analyzing this data can provide significant benefits to transportation with assisting in transportation administration, policy evaluation, safety, planning, program assessment, operations research, and other applications (see pg. 73 for detailed information regarding NTS’s ITS Project).

Most recently, in July 2025, NTS intiated its implementation phase of a new reporting and communication system called ELERTS, aimed at enhancing safety and service by enabling real-time reporting of concerns from both riders and employees. ELERTS specializes in crowd-sourced incident reporting through its mobile application, “See Something, Say Something” (See Say). The See Say app empowers users to quickly and discreetly report suspicious activity, safety concerns, or service issues directly to NTS. What sets this platform apart is its integration with NTS’s AVAIL CAD/AVL system, which allows reported incidents to be linked to the realtime location of buses. This integration enables NTS to respond more efficiently and effectively to incidents as they occur. The See Say platform is already in use by several other transit agencies, including Foothill Transit and Victor Valley Transit, and has proven to be a valuable tool in improving responsiveness and fostering a safer transit environment. How it works:
• Mobile app: Passengers can download an app, such as the ELERTS See Say app, to discreetly and quickly report issues with photos or videos.
• Web form: A web-based form on the transit agency's website allows users to submit detailed reports.
• Texting: Some systems allow for reports to be submitted via text message.

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18 • Voicemail: A dedicated voicemail system can be used to leave detailed messages that are transcribed for review.
• Customer service integration: The system routes reports to a central console, enabling customer service representatives to receive and respond to reports promptly.

FTA COVID-19 Relief Funds Summary
CARES Act “Funds to prevent, prepare for, and respond to coronavirus” On Friday, March 27, 2021, the Coronavirus Aid, Relief, and Economic Security (CARES) Act was signed into law. Under this legislation, the Federal Transit Administration (FTA) allocated $25 billion to support public transportation systems across the country:
• $22.7 billion for large and small urban areas
• $2.2 billion for rural areas
• Funding was provided at a 100% federal share, with no local match required These funds were made available to support capital, operating, and other eligible expenses necessary to prevent, prepare for, and respond to COVID-19. Eligible operating expenses included those incurred on or after January 20, 2020, such as:
• Maintaining transit services
• Administrative leave for transit personnel due to reduced operations • COVID-19-related safety and cleaning measures
The City of Norwalk, through the Norwalk Transit System (NTS), received a CARES Act funding allocation of $3,807,217, which was programmed via FTA Grant #CA-2020-142. These funds were used to support a range of eligible expenses, including driver salaries, fuel, personal protective equipment (PPE), cleaning supplies, administrative leave due to quarantine, and COVID-19 safety enhancements. The full allocation was expended by June 30, 2021.

CRRSAA Act “Funds to prevent, prepare for, and respond to coronavirus” On December 27, 2020, the Coronavirus Response and Relief Supplemental Appropriations Act of 2021 (CRRSAA) was signed into law. The Act included $900 billion in supplemental appropriations for COVID19 relief, of which $14 billion was allocated to support the transit industry during the COVID-19 public health emergency. The legislation emphasized that funding was to be prioritized for the payroll and operations of public transportation services.

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19 CRRSAA also imposed specific funding limitations:

1. The combined allocations from the CARES Act and CRRSAA for urbanized areas could not exceed 75% of the operating costs reported in the 2018 National Transit Database (NTD).

2. For rural areas, the combined allocations could not exceed 125% of 2018 NTD-reported operating costs.

The City of Norwalk, through Norwalk Transit System (NTS), received an allocation of $3,477,040 in CRRSAA funding, which was programmed under FTA Grant #CA-2021-059. These funds were used to support eligible operating expenses—including driver salaries and fringe benefits, Dial-a-Ride contractor costs, COVID-19 safety and sanitation measures, personal protective equipment (PPE), cleaning supplies, and fuel—for the period of July 1, 2021, through June 30, 2022. The full allocation was expended by June 30, 2022.

American Rescue Plan Act of 2021 “Funds to prevent, prepare for, and respond to coronavirus” The American Rescue Plan Act of 2021 (ARP), signed into law by President Biden on March 11, 2021, provided $30.5 billion in federal funding to support the nation’s public transportation systems in their continued response to the COVID-19 pandemic and to assist in the national vaccination effort.The relief funds will be distributed as follows, at 100-percent federal share:
$26.6 billion to be allocated by statutory formulas to urbanized and rural areas and tribal governments
$2.2 billion to FTA grant recipients in communities that demonstrate additional pandemicassociated needs. $1.675 billion for projects in the Capital Investment Grants (CIG) Program $50 million under the Enhanced Mobility of Seniors and Individuals with Disabilities formula program
$25 million for competitive planning grants
$5 million for competitive tribal grants
All funds were made available at 100% federal share for payroll and operations, including operating costs incurred during the public health emergency. Eligible uses included the purchase of personal protective equipment (PPE), sanitation supplies, and administrative leave for operations or contractor personnel due to service reductions. Funds were required to be obligated by September 30, 2024, and disbursed by September 30, 2029.

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20 The City of Norwalk, NTS’ allocation of ARPA funding in the amount of $5,588,109 was programmed via FTA Grant # CA-2021-178. Funds (25% or $1,397,027) was used to support eligible operating expenses (i.e. driver salaries/fringe benefits, Dial-a-Ride contractor costs, C-19 safety/sanitation precautions, PPE & cleaning supplies, fuel, etc.) for the period of July 1, 2021 thru June 30, 2022. Funds (46% or $2,556,122) was used to support eligible operating expenses (i.e. driver salaries/fringe) for the period of July 1, 2022 thru June 30, 2023. The remaining balance of funds (29% or $1,634,960) was used to support operating costs for the period of July 1, 2023 thru June 30, 2024. The full allocation was expended by June 30, 2024.

Fares:

At this time, NTS does not plan to implement any fare increases. The last fare increase was implemented in two (2) phases: first on Sunday, November 20, 2011, and the second on Sunday, November 17, 2013. These revenue enhancements assisted NTS with eliminating prior year budget deficits due to in part to the recession. The following chart includes the current fare structure and approved increases:

Fixed Route Fare Increase
Fare Structure Current Approved Fare Structure Nov. 20th 2011 Nov.17th 2013 Base Fare: $0.90 Base Fare: $1.10 $ 1.25
Student (K-12) 0.60 Student (K-12): 0.75 1.00
Senior/Disabled/Medicare: 0.35 Senior/Disabled/Medicare: 0.35 0.60 NTS Intra-agency Transfer: 0.25 NTS Intra-agency Transfer: 0.35 0.50 Dial-A-Ride Fare Increase
Senior/Disabled 0.75 Senior/Disabled $1.00 $1.00
While no additional fare increases are planned,
instead, NTS will focus on enhancing its transit rider
customer base as part of an effort to increase
ridership. More specifically, developing student
customer focus strategies by collaborating in Metro’s
Universal College Student Transit Pass (“U-Pass
Program”) Program for colleges, universities and trade schools to increase the use of public transit by college students. The U-Pass Program provides college students of participating schools with fare discounts and an expedited activation process that is administered directly on campus. The U-Pass

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21 allows for unlimited rides on all Metro services in LA County, including Metro Rail, Metro Rapid and Express buses, and 10 local municipal transit operators.

NTS entered into a collaborative agreement with Metro to participate in the U-Pass Program commencing December 31, 2018 with an automatic renewal each year on July 1 for the subsequent Fiscal Years by accepting U-Pass Media (i.e. U-Pass card or U-Pass sticker) on all of its fixed route services. Each boarding by a U-Pass Program passenger provides NTS a reimbursement rate for college students of $0.75. It is anticipated that reduction in the per boarding fare rate will be off-set by an increase in ridership from additional colleges participating in the program. NTS fareboxes on buses were reprogrammed to record each “U-Pass” Program boarding in order to be reimbursed by Metro in keeping with the amount of service provided to students.

The program offers the following features:
• Sign up online through college website or in person on campus • Fee to participate paid to college instead of to Metro • Computer chip sticker placed directly on school ID instead of requiring separate photo TAP card • Metro U-Pass can be used to unlock Metro bikes
• Lower units requirement with a minimum of 6 units t to allow more part-time students to participate
Also, Metro has established an Employer Pass Pilot Program (“E-Pass Program”) on July 1, 2020 that allows employers
(50 or more) to pay the cost per boarding for their
employees to use public transit provided by participating Metro (including without limitation, Metro Bus, Metro Rapid, Metro Liner and Metro Rail 24/7) and participating municipal transit agencies. NTS is reimbursed $1.25 for all E-Pass boardings. NTS has exercised its option to participate in the EProgram and its fare table has been configured to accept said product in January 2020. More recently, Metro is looking to close the loop from U-Pass

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22 to E-Pass with the 12-month Grad Pass. The Grad Pass Program will allow U-Pass Program participants to purchase Metro fare at the reduced College/Vocational rate for 12 months after graduation. Efforts to launch a marketing strategy with Metro Commute Services to reach out to employers in the City of Norwalk will commence post COVID-19 conditions.

The Cerritos College Board of Trustees approved a contract with Metro on March 9, 2021 with program kick off for “GoPass” on March 31, 2022. Cerritos College students who pay their Student Activities Fee each semester can now ride and transfer between several transit systems all over L.A. The pass allows unlimited rides on: City of Commerce, Culver CityBus, Foothill Transit, Gardena Transit (GTrans), Long Beach Transit, Los Angeles Department of Transportation (LADOT) DASH, Los Angeles Metro (bus and rail), Montebello Bus, Norwalk Transit, Pasadena Transit, Santa Monica Big Blue Bus, and Torrance Transit. Cerritos College promoted the GoPass Program by utilzing 2 wrapped NTS buses; one for each route that serves Cerritos College (Route 1 and 2) from October 3 thru January 31, 2023.

Students must be enrolled in at least one course at Cerritos College for the semester the GoPass is being requested. The following steps are required every semester:

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23 EZ Transit Pass
NTS continues to participate, along with the MTA and other municipal transit operators in the regional transit pass program, known as EZ Transit Pass. The EZ Transit Pass is valid for unlimited travel on 23 different public transit carriers; Metro Bus and Rail systems and municipal fixed-route systems in Los Angeles County. Transit patrons can purchase the EZ Transit Pass on a monthly basis.

As of September 1, 2012, the EZ Transit Pass became available on TAP as well. A monthly sticker was placed on the card for agencies that currently do not accept TAP but are part of the EZ Transit Pass program. The transition from paper to TAP cards makes it easier for customers to travel without transfers, renew their passes each month and replace their cards, should they be lost or stolen. The EZ transit pass is one of the last paper passes to transition to smart card technology. EZ transit pass fares (all Metro services) are $110 for regular and $42 for reduced senior 62+/disabled patrons (additional charges apply to ride Metro Silver Line, Metro Express Buses, Non-Metro Express Buses).

As of September 1, 2015, EZ transit passes no longer will have an affixed EZ transit pass sticker on the front side of the TAP card. However, the passes will continue to be valid fare directly through the TAP card, and all that is required is to “TAP” before boarding any bus or train that participates in the EZ Transit Pass program.

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24 Last Day to Use Metro Tokens is Friday, November 29, 20192 After this day, tokens were no longer accepted as fare media. Metro stopped selling tokens on May 15, 2018. Unused tokens are non-refundable and will not be accepted as fare payment. Current token holders are encouraged to load fare onto a TAP card.

Tokens will be phased out over 13 months, starting with an initial two-month notification campaign, after which token sales would end, followed by at least a year for riders to use up existing tokens.

Existing programs that provide tokens to low-income riders (Immediate Needs Program, Rider Relief Program) would replace tokens with TAP cards.

Frequently Asked Questions:

1. When is the last day I can use tokens?
Friday, November 29, 2019 is the last day you can use tokens on Metro. Tokens can be used to purchase Metro 1-Way trips on a TAP card.

2. Can I still use my tokens at other agencies?
No, tokens will be phased out on the following agencies that still accept tokens: Access Services, Culver CityBus, LADOT, Long Beach Transit, Montebello Bus Lines, Monterey Park Spirit Bus, Norwalk Transit and Torrance Transit.

3. What will replace tokens?
TAP cards will replace tokens. Loading fare onto a TAP card is the safest and most convenient way to travel throughout LA County.

4. Why are tokens being phased out?
The use of TAP cards has caused Metro tokens to become obsolete. As token use continues to decline, TAP cards have proven to be a viable, cost effective replacement that enables simpler, safer travel throughout LA County.

Update: Metro had extended a grace period on March 2, 2020 to allow customers to use Metro tokens to pay fare until further notice.
2 Operations Bulletin #19-9-37 Dated September 17, 2019

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25 Implementation of New Technology
Transit Access Pass (TAP) - NTS continues to participate in a major regional effort to integrate transit fare media. Installation of the new fare technology known as Universal Fare System (UFS) was successfully completed on thirty-two fixed-route buses and seven paratransit transit vans on April 6, 2009. This technology includes new fare boxes and ticket vending machines, as well as the use of smart cards branded as TAP (Transit Access Pass); a smart card-fare payment system for LA County. TAP is a durable plastic card that contains a smart chip that deducts the exact fare amount and remembers the account balance through the capability of storing e-cash.

This UFS technology will help to promote the development of new regional fare policies which may allow interagency transfers, day passes and other opportunities to improve convenience to passengers and promote seamless travel on public transportation.

NTS staff continues its participation in the Money
Committee to address ongoing issues such as IATs,
transfer policies, clearing/settlement agreement that
determines the business rules for future operation of the TAP program.

Benefits of TAP include:
 Balance Protection - if your card is lost or stolen you can recover the balance and transfer it to a new card.
 Programs - pay for Metro Bike Share with your TAP Wallet funds.

Additional programs including MicroTransit, Parking and Electric Vehicle car sharing are also on the way.
 Rewards (coming soon) - Earn points when you buy TAP products.

Apply your points to purchase additional TAP products or to pay for programs.

Currently, TAP is accepted by 26 transit agencies; all Metro bus and rail lines as well as municipal transit systems throughout Los Angeles County:

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26 2018-2019 Metro TAP Changes - In June, 2015, the Metro Board of Directors approved Transfer on 2nd Boarding3
. After obtaining all regional transfer agencies’ approval, developing, testing and implementing new software and building campaign strategies for distribution of one million TAP cards, final implementation was in Spring 2018. Transfer on 2nd Boarding refers to the regional interagency transfer policy that eliminates the need for paper transfers for customers transferring between agencies. Transfer fare will be automatically paid with existing Stored Value on a TAP card when boarding a second transit agency within 2.5 hours from the first boarding.

Customers will benefit from faster boarding time and will no longer need to carry exact change.

The transfer on second boarding policy includes four changes to fare payment:
• Eliminate paper interagency transfers: Interagency transfers remain available, but only when fare is paid via TAP card. Interagency transfers will be available for 2.5 hours after initial boarding.
• Eliminate day passes: Instead of day passes, riders would pay for subsequent same-day rides with TAP stored value, which could be added at vending machines and on buses. The day pass elimination only applies to day passes purchased on buses. Day passes will be available to purchase at ticket machines, retail vendors, online, and by phone. • Charge $2 for TAP cards systemwide: TAP cards are currently $1 at vending machines and on buses, and $2 elsewhere (online, by phone, at a Metro Customer Center, etc.) Senior, disabled, and student TAP passes are currently free and will remain so.

Overall, Metro anticipates that these changes would reduce the use of cash and increase TAP use, thereby speeding up boardings.

In late 2019, Metro launched a new line of TAP products called TAP Wearables4 , which includes the TAP
Flex wrist bands, and the TAP Mini key chain fob. TAP Wearables will work the same way as the regular TAP card. You can load Stored Value and passes onto it, and tap it on the buses as you go. The cost to purchase a TAP Flex is $10. You can register your wearable Frequently Asked Questions:
1) When does my TAP wearable expire?
3 Metro, Board Report #2017-0706, November 15, 2017
4 Metro Operations Tariff Notice July 15, 2019

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27 TAP wearables expire in 5 years.
2) Where are TAP wearables accepted?
TAP wearables are accepted across LA County by the 25 agencies that accept TAP. 3) How many products can be loaded onto a TAP wearable? Up to 8 fare products can be loaded on to a TAP wearable. 4) Can a TAP wearable be balance-protected like a TAP card? Yes, you can protect the balance on your TAP wearable against loss or theft by creating an account at taptogo.net and registering it. You will need to enter the 20-digit serial number shown on your TAP wearable.
5) If I lose or damage my TAP wearable, can I transfer
the remaining balance on to a new TAP wearable?
Yes, as long as the original one was registered. Contact the TAP Service Center to transfer your balance. A $5 service fee may apply to balance transfers.
6) Are Reduced Fare TAP wearables available?
Not at this time.
7) How do I care for my TAP wearable?
TAP wearables can be wiped with a damp towel. They should not be submersed in water.

Additionally, a pilot program was unveiled to test TAP cards that hang in kiosks at 7-Eleven, CVS Pharmacies and other stores. Customers will find TAP cards alongside other major cards that can be purchased and loaded at checkout. These specially-packaged TAP cards have a bar code that can be scanned at check out and reloaded. The card will still tap as always on any TAP-enabled device and can be reloaded at a bar-code location, a TAP vending machine, at one of over 450 regular TAP vendor locations or online.

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28 TAP App - In April 2020, Metro finalized the “Terms of Service” and “Privacy Notice” which were developed to replace the current TAP Cardholder Agreement and Privacy Policy on taptogo.net and to facilitate the roll-out of the TAP Mobile App. TAP card is now available via iPhone, Apple Watch and Android phone for safe and easy contactless fare payment. With TAP card on iPhone and Apple Watch,
riders hold their device near the TAP dial upon boarding a bus or train and fare is validated immediately. There’s no need to use Face ID, Touch ID or wake the device. Riders can also quickly add stored value directly from Apple Wallet or in the TAP mobile app with Apple Pay and riders no longer need to use or touch a TAP vending machine or purchase a TAP card from a vendor. The TAP app also supports Reduced Fare, Low Income Fare is Easy (LIFE) and cash paying customers. And, riders can transfer an existing physical TAP card to their iPhone or Apple Watch via the TAP app.

GoPass Program – A 20-month pilot GoPass Program was underway from October 1, 2021 thru June 20, 2023. The program is now permanent, following successful pilot extensions and Metro Board approval. In short, the GoPass Program is available to students at participating K-12 schools and community colleges, with a focus on helping students ride transit without the worry of paying fare. The 2025-2026 school year pass is valid from July 1, 2025, through September 30, 2026. With a registered GoPass TAP card, students attending participating schools can ride Metro and other participating systems to and from school, and for trips after school and on weekends. As of mid-2024, there are a total of 17 Transit partners (including NTS), 21 Community Colleges and over 125 K-12 School Districts participating in the program.

Using the TAP App for the GoPass Program
Download the Download the TAP APP on Apple App Store or Google Play
• https://www.taptogo.net/articles/en_US/Website_content/TAPApp • Apple - Compatible with iPhone 8 and above (running iOS 13.6 and above) and Apple Watch series 3 and above (running watchOS 6.2.8 and above)
• Compatible with most Android phones with NFC (near-field communication) capability, running software version 11 and above

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29 Transfer your physical TAP Card to your phone
• See videos here for details: https://www.taptogo.net/articles/en_US/Website_content/TAPApp • When your card is transferred to your phone, your plastic card will be deactivated and cannot be reactivated or used in the future
• The virtual card in your phone will have a new card number that is different from the original plastic card
Use the new virtual card number in your phone to register for the GoPass Program at www.taptogo.net/gopass
• If you are replacing a lost GoPass use the “Replace a Lost TAP Card” link at the bottom of the page.
• This will ensure that your existing pass gets transferred to your new virtual card • You will also need an Eligibility Code provided by your School Administrator to register your virtual card in the GoPass Program
• Once you register the virtual card in the GoPass Program, wait 4 hours and then TAP your phone on a TAP reader within 30 days to complete activation TAP App Frequently Asked Questions (FAQ) are a good reference guide and cover many common questions:
https://www.taptogo.net/articles/en_US/Website_content/TAP-App-FAQs?r=0&ui-knowledge-aloha-componentsaura-components-knowledgeone.ArticleActions.handleEditPublished=1#overview If you need additional assistance, call TAP Customer Care:
• 866.TAPTOGO (1.866.827.8646) from
• Monday-Friday, 8:00 am – 4:30 pm
At the June 2024 meeting, the Metro Board approved TAP Plus, which will expand and upgrade the capabilities of Metro’s fare payment system to match the features available at other transit systems around the country and the world. These improvements will include acceptance of credit and debit cards as payment on buses and at rail stations, as well as a new account-based system that makes it easier for current and new customers to sign up and use TAP while making it easier for riders to access free fares and discounts like GoPass and LIFE program.

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30 Currently, Metro Bike Share is now a TAP program. Over 150 stations and 1,500 bikes are available in Downtown LA, Central LA, Hollywood, North Hollywood and on the Westside 24/7, year-round access. To sign up, interested persons must be at least 16 years old and have a TAP account with an associated credit card. To check out a bike, a TAP card must be used to release the bike or download the Metro Bike Share app to access mobile check-out. Available bikes/docks in real time can be accessed using the station map or Metro Bike Share app. Bikes should be returned to a Metro Bike Share station or designated docking area. Additionally, to avoid replacement fees, bikes should be returned undamaged and within the allowed check-out time. Below is a summary of pass rates available for purchase:

Reduced fare passes are available for TAP Reduced Fare cardholders:
• Senior (62 years and older)
• Person with Disability
• College/Vocational Student
• K-12 Student (16 years and older)
With a Reduced Fare card, a 30-Day Pass costs $5 and a 365-Day Pass costs $50. The discounted price will be applied at checkout.

By downloading the Metro Bike Share app, passes can be purchased, real-time bike and dock availability can be checked and bikes can be unlocked via personal smartphone.

Additional programs including Microtransit, Scooters, Ride-Hailing, Parking and Electric Vehicle car charging are also on the way.

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31 On June 16, 2021, construction and installation of a TAP Vending Machine, on the westside (City of Norwalk section) of the Metrolink Station parking lot was completed and is now fully operational.

Commuters may now utilize the TAP Vending Machine (TVM) to purchase a TAP Card, add fare media products (i.e. EZ Pass, Metro Passes, etc.) and cash to their TAP Card on site, at this location anytime (Monday thru Sunday 24 hours).

The Low-Income Fare is Easy (LIFE) program provides transportation assistance to low-income individuals in Los Angeles County. The LIFE program offers fare subsidies that may be applied toward the purchase of passes on Metro or any LIFE participating transit agencies OR a free regional ride option.

Once enrolled, LIFE benefits can be loaded onto a TAP card at any participating vendor location, online or by phone. In addition, if as a Reduced-Fare TAP cardholder, additional savings with LIFE may apply based upon eligibility. Individuals may apply by self-certifying that they meet the LIFE Program income levels. Riders that are new to the program will get a free 90-day pass valid for base fare only. After the pass expires, riders will be able to load the LIFE discount fare onto their TAP card.

The following agencies accept LIFE subsidies for fares: Antelope Valley Transit Authority (AVTA), Big Blue Bus, Culver City Bus, Foothill Transit, GTrans, LADOT, Long Beach Transit, Montebello Bus Lines, Norwalk Transit, Pasadena Transit, Santa Clarita Transit and Torrance Transit.

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32 NORWA LK TRANSIT SYSTEM
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33 Farecapping
Lastly, Metro’s new fares went into effect on July 1, 2023 whereby fare capping and additional fare changes were implemented to simplify fare payment on Metro bus and rail. With fare capping, the more rides, the more a patron will save. Patrons will never pay more than $5 in a day or $18 within seven days. Once the 1-Day or 7- Day fare cap has been reached, rides are free. Frequent riders will benefit the most. Any Metro rider with a TAP card can participate in fare capping. TAP cards do not have to be registered but have Stored Value in order to pay per ride; benefits of fare capping will be automatic. The 1-Day cap is valid for each calendar day and the time frame begins at 12:00am and ends at 11:59pm each day. Similar to the 7-Day pass, the 7-Day cap start date is flexible and begins when you first tap.

Patrons can check the progress of their fare capping by scanning the QR code:

New Metro Fare Chart (Fare Changes Effective July 1, 2023) Rider Category & Fare Product Current Fares Fares Starting July 1 Regular Fare
Base Fare $1.75 $1.75
Upcharge 75¢ Free
Day Pass/1-Day Cap $7 $5
7-Day Pass/7-Day Cap $25 $18
30-Day Pass $100 Not Offered
30-Day Pass + Zone 1 $122 Not Offered
Senior/Disabled
Base Fare 75¢/35¢ 75¢/35¢
Upcharge 60¢ Free
Day Pass/1-Day Cap $2.50 $2.50
7-Day Pass/7-Cay Cap Not Offered $5

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34 Rider Category & Fare Product Current Fares Fares Starting July 1 30-Day Pass $20 Not Offered
K-12 Student/College/Vocational
K-12 Base Fare $1 75¢
Upcharge 60¢ Free
College/Vocational Base Fare $1.75 75¢
Upcharge 60¢ Free
Day Pass/1-Day Cap Not Offered $2.50
7-Day Pass/7-Day Cap Not Offered $6
K-12 Student 30-Day Pass $24 Not Offered
College/Vocational 30-Day Pass $43 Not Offered
LIFE
20 Free Rides 20 Free Rides
Additional important details:
• This system replaced all Metro passes, including 1-day, 7-day, and 30-day passes. • You must pay with a TAP card or TAP-enabled device to take advantage of fare capping. • Base fare for a single bus or train ride remains at $1.75 and includes two hours of free one-way transfers.
• There are special reduced fares and caps for students, seniors, and people with disabilities.

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35 Fareless System Initiative
The Fareless System Initiative (FSI) was a pilot program designed to allow students at participating K–12 schools and community colleges to ride public transit without the burden of paying fare.

During the August 27, 2020 meeting of the Los Angeles County Metropolitan Transportation Authority (Metro) Board of Directors, Metro staff introduced the concept of implementing an FSI to explore the challenges and opportunities associated with eliminating fares for all riders on Metro buses and trains.

Norwalk Transit System (NTS) coordinated with Metro and the Metro Board to establish a collaborative effort in launching a countywide FSI pilot, which included voluntary participation by municipal (Muni) operators. The leading concept that emerged was a 23-month Phase 1 Pilot, which launched in August 2021 and continued through June 2023, providing fareless public transit for all K–12 and community college students in Los Angeles County. Metro estimated that the nearly two-year student pilot would result in approximately $49.9 million in lost fare revenue.

The FSI Phase 1 Pilot encompassed the following:

1. Metro proposed using federal American Rescue Plan Act (ARPA) funds for Phase 1 of the FSI Pilot to cover the cost of fare-free transit for K–12 students throughout Los Angeles County.

2. Metro, along with municipal (Muni) agencies that agreed to participate in Phase 1 of the FSI Pilot, were permitted to use a portion of their federal ARPA funds to fully offset fare revenue losses associated with K–12 student ridership.

3. Metro staff contacted twenty-three (23) school districts in Los Angeles County to encourage their participation in the FSI by contributing $3.00 per student toward the cost of a Transit Access Pass (TAP) card, which provided unlimited rides during the pilot period.

Approximately 850,000 new K–12 TAP cards were distributed to school districts across the county. Metro staff indicated that Little Lake School District had expressed interest, and they planned to follow up with Norwalk/La Mirada Unified School District.

4. At that time, Metro proposed maintaining existing community college student fare programs with Muni agencies during Phase 1 of the FSI Pilot, including the Universal Pass Program (UPass). Norwalk Transit System (NTS) maintained a U-Pass agreement with Rio Hondo College, which, in the 2018–2019 pre-COVID academic year, recorded 70,869 U-Pass boardings.

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36 5. Metro staff planned to propose that Phase 2 of the FSI—focused on low-income riders—be contingent upon the acquisition of additional federal funding. NTS sought Metro’s commitment that any successful acquisition of such funds (e.g., through the Justice40 Initiative, Freedom to Move Act, etc.) or other local revenue sources (e.g., congestion pricing, school district contributions) used to subsidize FSI Phase 1 and/or Phase 2, be allocated through a formulabased process to both Metro and participating Muni agencies.

Metro’s FSI Task Force believed that:

Investment in fareless transit was equitable.

A fareless system in Los Angeles County represented both an investment in social mobility and a critical tool in addressing income and transportation inequality.

A fareless transit system provided financial relief to communities facing rising living costs and expanded access to public transportation for work, school, and essential trips.

In Los Angeles County, the implementation of a fareless system supported the state’s efforts to achieve its ambitious climate goals by increasing transit ridership, stimulating economic recovery, and improving air quality—particularly in some of the state’s most disadvantaged and environmentally burdened communities.

On August 10, 2021, Norwalk Transit System (NTS) programmed its bus fare tables to recognize Annual Fareless System Initiative (FSI) passes for both K–12 and community college students. Subsequently, on September 23, 2021, the Metro Board of Directors approved the implementation of Phase 1 (K– 14) of the FSI, along with enhancements to the Low-Income Fare is Easy (LIFE) Program.

The Board retained discretion over the duration of the pilot and the authority to terminate the program at its conclusion, should long-term federal or state funding commitments not be secured. Additionally, the Board approved the funding plan for both Phase 1 (K–14) and Phase 2, which would expand fareless access to low-income riders.

As of 2025, Metro’s FSI is ongoing, with a major update being the permanent continuation of the free GoPass program for K-12 and community college students after a pilot phase ended in June 2023. While

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37 the original plan for a fully universal fareless system has not been implemented, the 2025-2026 GoPasses are now available, requiring students to activate new TAP cards with 2025-26 eligibility codes.

Future outlook for a universal fareless system:

No universal implementation yet: The plan for a fully universal fareless system has not been fully implemented. The initiative was scaled back to a student-focused pilot.

Continued study: The initiative is still being studied for potential future expansion to other rider groups.

Focus on other improvements: The 2025 Short Range Transportation Plan prioritizes other aspects like service improvements, efficiency, and fare programs like LIFE and fare capping.

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38 Ridership/Passenger Fare Revenue Analysis:

Ridership has declined due to the COVID-19 pandemic outbreak and consequently passenger fare revenue has suffered as well. Boardings per revenue hour is the standard measurement of productivity in the transit industry. While boardings per hour measure a route’s productivity, operating cost per passenger is a good measure of a route’s efficiency, determining how much it costs to move every passenger on a per trip basis.

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39 NTS Paratransit & General Public Paratransit Services NTS Dial-A-Ride Service Overview
The City of Norwalk initiated a public demand-responsive service for persons with disabilities on November 1, 1974. Today, the NTS Dial-A-Ride provides curb-to-curb service for trips taken within the City of Norwalk and weekday trips to approved medical facilities in the cities of Bellflower, Downey, Lakewood and Whittier. NTS changed from disabled transportation service to transportation of elderly and disabled in 2002 utilizing lift-equipped accessible vans.

The service operates on weekdays between 7:00 a.m. and 7:00 p.m., and on weekends from 9:00 a.m. to 5:30 p.m. Vans are used to provide service during regular operating hours. Late night evening service operating on weekdays between the hours of 7:00 p.m. and 10:45 p.m. is provided for riders who have transportation needs within the City of Norwalk. Lastly, accessible taxicab voucher service operating on weekdays between the hours of 7:00 a.m. and 7:00 p.m. is provided within the City of Norwalk, Santa Fe Springs and satellite locations (i.e. Bellflower, Downey, Lakewood, Whittier) for trips to medical, dental and non-medical locations.

The Dial-A-Ride service is restricted to residents of Norwalk who are either 60 years of age and older or are physically disabled, regardless of age. In 1996, NTS began providing taxicab voucher service for late evening weekday Dial-A-Ride service within the City of Norwalk.

On December 15, 2020, City Council approved an emergency amendment and term extension between the City and Fiesta Taxi Cooperative, Inc. to continue Paratransit User Side Subsidy Transportation Program through February 28, 2021. The amendment and term extension was necessary due to the COVID-19 pandemic delaying the RFP process for Paratransit User Side Subsidy Transportation Program until further notice. Subsequently, at its regularly scheduled meeting held on February 16, 2021, Council approved a Service Agreement with Fiesta Taxi Cooperative, Inc. to provide the Paratransit User Side Subsidy Transportation Program for qualified senior citizens/disabled residents of the cities of Norwalk and Santa Fe Springs (SFS) for the period of July 1, 2021 through June 30, 2024, with an option to extend annually for two (2) additional one (1) year periods from July 1 through June 30 of each year thereafter.

The Taxi Voucher Program service provides inter-jurisdictional trips to medical, dental, and various nonmedical facilities.

Effective; July 12, 2010 MV Transportation assumed operation of NTS’ Advanced Reservation DAR and Subscription Service. All services provided remained the same utilizing existing NTS vans, however, operated and maintained by MV Transit certified drivers/mechanics.

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40 The most recent RFP (No. 20-627) was released on August 24, 2020 for the provision of Paratransit Demand Response User Side Subsidy Transportation Program and Advanced Reservation Dial-a-Ride.

The City declared a local emergency on March 19, 2020, due to the COVID-19 pandemic. Hence, MV Transportation’s agreement was extended to March 31, 2021 from the original expiration date of June 30, 2020 due to exigent circumstances. Finally, an award was made on February 2, 2021 to First Transit for the provision of Advanced Reservation Dial-a-Ride/Subscription Service and Late Night Weekday Service covering the period of April 1, 2021 through June 30, 2023, with an option to extend annually for two (2) additional one (1) year periods from July 1 through June 30 of each year thereafter. Based on the Evaluation Criteria, it was determined that First Transit ranked highest and thereby was deemed to be the most responsive and responsible Proposer in conformance with the requirements of the RFP. First Transit has provided paratransit services since 1985 and is part of FirstGroup America which is by far the largest private supplier of transportation services in the state of California. Recently in March 2023, Transdev acquired First Transit positioning itself to be a leading private operator of Transportation Services in the US; across a variety of transit modes, including fixed route bus systems, paratransit, shuttle services, rail, light rail and fleet maintenance. Transdev’s newly expanded entity in the U.S. now includes operations in 43 states (including Washington D.C. and Puerto Rico). The company now serves 400 cities and communities, operates 17,300 vehicles, 340 of which are electric, and has an expanded workforce of 32,000. On May 16, 2023, City Council approved a contract amendment for additional hours to cover increased demand for Sunday services and an additional van to cover Monday thru Friday. This increase is due to the restored confidence of patrons utilizing DAR service as the pandemic wanes. Lastly, agreement with First Transit was extended to December 31, 2025 pending release of “RFP No. 26-821 Advanced Reservations Dial-A-Ride/Subscription Services and Paratransit On-Demand User Subsidy Program”.

Senior Nutrition Van - NTS has continuously expanded services since the inception of the original Dial-A-Ride service. In 1994 NTS began to offer “Nutrition Van” transportation services to and from the Norwalk Social Services Center for elderly members of the community to get free hot meals during the week. The Social Service Nutrition Van service is for registered riders of Norwalk Transit’s Dial-A-Ride Program. The vans provide weekday service to and from the Norwalk Social Service Center, at 11929 Alondra Blvd.; and the Norwalk Senior Center, located at 14040 San Antonio Blvd. A service route makes designated stops at senior residential

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41 facilities. Passengers may request to be picked up or dropped off at home or by pre-arrangement.

Additionally, in June 2023 the Norwalk Senior Center initiated the Senior Farmer’s Market trips (9-1pm) every Tuesday as part of the senior wellness initiative.

Inter-jurisdictional Stored Value Taxi Swipe Card Service - In 2003, the NTS Dial-A-Ride program services were expanded to further to assist the elderly and disabled by offering sub-regional interjurisdictional weekday taxicab voucher service for trips to medical facilities located in surrounding cities.

Taxicab voucher service is provided to major medical facilities and adjacent doctors’ offices outside of the City of Norwalk (in the cities of Bellflower, Downey, Lakewood, Santa Fe Springs and Whittier) between the hours of 7:00 a.m. to 7:00 p.m. Monday thru Friday. As a part of the TMA and Coalition with the cities of Whittier* and Santa Fe Springs in 2005, the taxicab voucher service was expanded to include Santa Fe Springs residents to medical facilities within the cities of Bellflower, Downey, Lakewood, Norwalk, Pico Rivera, Santa Fe Springs and Whittier. In 2008, the City of Whittier joined the taxicab voucher service to supplement their regular
Dial-A-Ride service for inter-jurisdictional medical trips and later on November 4, 2013, the City of Whittier dropped out of the TMA as a result of their discontinuation in the Paratransit User Side Subsidy Transportation Program.

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42 NTS Dial-A-Ride Service Area
NTS DAR service area includes Senior and Disabled service for the City of Norwalk; and weekday trips to approved medical facilities in the cities of Bellflower, Downey, Lakewood, Santa Fe Springs and Whittier.

NTS Dial-A-Ride Service Information
Published brochures and information on Norwalk Dial-A-Ride program requirements, including fares, service span, etc., are made available to customers in the Customer Information Center located at Norwalk Transportation Center, 12650 East Imperial Highway in Norwalk, on Dial-A-Ride service vehicles, and on the City of Norwalk website (www.norwalk.ci.ca.us/transportation). In addition to NTS information, the City also provides information on Access Services and MTA transit services operating locally.

Future Dial-A-Ride Service Changes
In keeping with its commitment to provide economic public transportation in a safe and effective manner, NTS is continuing to evaluate its paratransit services to enhance productivity and customer satisfaction. This includes development of recommendations for future service expansion and/or restructuring of existing services that takes into account the following:
• Residential and socio-economic growth in the service area • Existing travel patterns of riders and non-riders to explore the best possible approach to enhancing the use of public transportation, including consolidating portions of paratransit services into community fixed route service.

Overall, the ongoing internal performance evaluation process will ensure that NTS continues to improve its service to meet both current and future needs of the community within the constraints of available funding from local, state and federal sources. The addition of Late Night Service that started on November 1, 2017 from the hours of 7:00 p.m. to 10:45 p.m. is a demonstration of NTS’s commitment to addressing the transportation needs of its residents.

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43 On July 1, 2016 NTS launched its new paperless, stored-value swipe TaxiCard as part of its Dial-a-Ride User-Subsidy Taxi Program. The program eligibility requirements have not changed and remain the same. Each TaxiCard is preloaded with 50 trips each month. Additional trips may be added with prior approval through the program. At the end of the month, the unused TaxiCard trips will expire and another 50 trips will be added to the TaxiCard for the next month. Patrons will simply present their TaxiCard to the taxi driver and the driver will swipe and return the card. At the end of trip, the driver will ask to have the card swiped again and patrons will be asked to pay the $1.00 co-pay and any remaining trip balance exceeding $16.00 value.

Sample TaxiCard
Patrons can register by completing a Registration Form and have their picture taken at the Transportation/Public Services Facility (Customer Service Lobby) at 12650 E. Imperial Highway. Patrons will receive their new NTS TaxiCard within two weeks.

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44 On April 1, 2021 First Transit replaced MV Transportation, Inc. as the service provider for Advanced Reservation Dial-A-Ride Service which ends at 7 p.m. and the Late Evening Weekday Service from 7 p.m. to 10:45 p.m. All other features of the program remain the same.

In an effort to improve the Taxi Card Dial-a-Ride Program, plan for future service accommodations and enhance patron’s experience using this service, NTS distributed a Dial-a-Ride Survey to all registered users of Fiesta Taxi. The survey covered General Usage, Service Comments/Concerns, WheelchairAccessible Service and Expanding Service. The survey results revealed that the top 3 areas of patron satisfaction included “Convenience, Punctuality and Service”. Average patron usage of the program is 1 trip per week followed by
4 trips per week. An
overwhelming 71% of
patrons used the program
for shopping purposes
followed by 26% for
visiting family/friends and
3% other (i.e. medical
appointments). The most
popular of medical
destinations included cities
of Cerritos, Long Beach,
Los Alamitos and Artesia.

The highest reported
issue(s) with the program
ranged from no shows,
late arrival, fare disputes and unavailability of drivers.

Additionally, NTS was in the planning phase of implementing a new pilot program titled “Emergency Paratransit On-Demand Response User-Side Subsidy Transportation Services.” The program was designed to serve qualified senior citizens and disabled residents of the cities of Norwalk and Santa Fe Springs, providing transportation to medical, dental, and non-medical (Santa Fe Springs only) appointments within the cities of Bellflower, Downey, Lakewood, Santa Fe Springs, and Whittier.

As such, NTS will be rolling out with its 12-month Microtransit/On-Demand Service on January 12, 2026 to address this service gap and enhance mobility options for the community. This innovative service

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45 model was designed to complement fixed-route services by offering flexible, real-time transportation for riders whose needs may not be fully met by traditional transit options. By providing a more responsive and adaptable solution, the MicroTransit program helps bridge the gap identified through resident feedback—particularly for return trips from medical appointments and other time-sensitive travel needs. This service represents a key step in NTS’s commitment to improving accessibility, reliability, and customer satisfaction across its service area and to ensure that all patrons had a guaranteed, safe return ride home.

Microtransit/On-Demand Service
Effective January 12, 2026, Norwalk Transit System (NTS) will launch a new microtransit service called “Norwalk
Community Link.” This innovative, on-demand
transportation option is designed to provide flexible,
affordable rides within the City of Norwalk and will be accessible through a dedicated mobile application. The service is intended to complement existing fixed-route transit by serving as a firstmile/last-mile solution, improving connectivity for commuters and enhancing overall mobility.

To implement this pilot program, NTS will collaborate and contract with Nomad Transit, LLC, a wholly owned subsidiary of Via Transportation, Inc. (“Via”). The Microtransit/On-Demand Pilot will operate for a 12-month period following its January 2026 launch. Via brings extensive experience in delivering microtransit services, having partnered with agencies such as LA Metro, the Los Angeles Department of Transportation (LADOT), and Torrance Transit.

Addressing Fixed-Route Productivity Challenges:

The microtransit service is being introduced, in part, to address productivity challenges on Routes 3 and 5 of NTS’ fixed-route network:
• Route 3 operates as a local circulator, running between 166th Street & Norwalk Boulevard (southern terminus) and the Santa Fe Springs Gateway Plaza (northern terminus).
• Route 5 operates eastbound and westbound between the City of La Mirada and the C Line Light Rail Station, primarily along Rosecrans Boulevard.

Both routes face several operational challenges, including:
• Service through low-density corridors with scattered pockets of high-density housing;

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46 • Limited access to major regional transit hubs;
• High headways of 45–60 minutes;
• No weekend service, reducing accessibility for non-traditional commuters.

Microtransit Service Features:

The Norwalk Community Link will offer riders the ability to schedule trips within a designated service zone using either a mobile app or a dedicated phone line (for those without smartphone access). Trip types will include:

1. Door-to-door service within the service zone;

2. Door-to-transfer service, connecting riders to fixed-route transit systems, including NTS;

3. Door-to-terminus service, with drop-off at either the Norwalk/Santa Fe Springs Metrolink Station or the I-105/I-605 Norwalk C Line Light Rail Station.

The service will utilize dynamic routing technology,
allowing vehicles to be dispatched in real time based
on rider demand, optimizing efficiency and reducing
wait times.

Via will provide the app-based platform through
which riders can book and pay for shared, ondemand rides using dedicated vehicles. A call-in option will also be available for riders who prefer or require phone-based booking.

Fare Policy and Operations:

The fare for the Microtransit/On-Demand service will align with Norwalk Transit System’s (NTS) current fixed-route adult base fare of $1.25 for the duration of the pilot program. NTS will collect and retain all fare revenue, net of any applicable service fees, starting from the official launch of the service.

To encourage early adoption and help riders become familiar with the new system, NTS will offer free rides during the first 30 days of service. This introductory period is intended to give patrons and commuters the opportunity to explore the convenience of the Microtransit service and learn how to book rides using the mobile app or dedicated phone line.

Service hours will be:
• Monday through Friday, from 6:00 a.m. to 7:00 p.m.

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47 ADA Compliance
The Americans with Disabilities Act of
1990 or ADA (42 U.S.C. § 12101) is a civil rights law that prohibits discrimination based on disability5
. It affords similar
protections against discrimination to Americans with
disabilities as the Civil Rights Act of 1964, which made discrimination based on race, religion, sex, national origin, and other characteristics illegal, and later sexual orientation and gender identity. In addition, unlike the Civil Rights Act, the ADA also requires covered employers to provide reasonable accommodations to employees with disabilities, and imposes accessibility requirements on public accommodations. 49 CFR Part 37 applies to the following entities, whether or not they receive Federal financial assistance from the Department of Transportation:
(1) Any public entity that provides designated public transportation or intercity or commuter rail transportation;
(2) Any private entity that provides specified public transportation; and (3) Any private entity that is not primarily engaged in the business of transporting people but operates a demand responsive or fixed route system” (§ 37.21(a)).

FTA works to ensure nondiscriminatory transportation in support of its mission to enhance the social and economic quality of life for all Americans. The FTA Office of Civil Rights is responsible for civil rights compliance and monitoring to ensure nondiscriminatory provision of public transit services.

In short, ADA requires that public transportation provides equal access to:

Programs; Services, Facilities, Activities, etc.

Avoid discrimination and harassment by:

Using common sense, Be inclusive, Ensure accessibility, Make accommodations, Protect rights, etc.

Examples of discriminatory practices:

Using common sense, Be inclusive, Ensure accessibility, Make accommodations, Protect rights, etc.

Denying service because of a person’s disability;
Requiring a rider to disclose the nature of their disability; Requiring use of a PCA (however, it is not reasonable for Drivers to act as a PCA for a rider, either); Denying boarding/alighting assistance;
5 ADA of 1990, Wikipedia, https://en.wikipedia.org/wiki/Americans_with_Disabilities_Act_of_1990

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48 Prohibiting any person with a disability from serving as PCA for another person with a disability; Poor maintenance of accessibility features;
Not calling stops (fixed route service)
Every fixed-route bus and DAR van in the City’s fleet is equipped with operational wheelchair lifts or ramps. In addition, NTS has participated in regional efforts to provide sensitivity training to all Coach Operators, as well as, to provide the disabled with mobility training to encourage greater use of the diala-ride-services.

In May 2023, key NTS Staff participated in ADA Compliance Requirements for Bus & Demand Responsiveness Services Training provided by Jess Segovia, ADA Guru with 25 years in public transit. Staying current in ADA requirements allows for a comprehensive approach to handling all ADA-related incidents (i.e. advanced wheelchair securement strategies, service animals, strategies for reducing lawsuits/complaints, regional planning process, ADA Paratransit eligibility determination, etc.). Ultimately, these trainings are aimed to improve customer service
through improved awareness of human disabilities and
increase levels of comfort in working with diverse groups of people. Given the myriad of challenges faced by Bus Drivers, it is imperative that staff are “trained to proficiency”, as required by ADA.

Challenges to name a few include; competition for time/attention, riders do not always cooperate, equipment do not always work, operating a vehicle, etc. A few highlights of key training areas included6 :

General Assistance Requirements
ADA states “it is assumed that transit personnel are prepared to provide a reasonable level of assistance to customers with or without disabilities as part of their routine job of serving the public.” • Acceptable
o Fare Handling
o Luggage and Packages (outside normal policy)
• Not Acceptable
o Acting as a PCA
o Hand-carrying rider
• What Rider information is needed?
6 ADA Compliance Training, Jess Segovia, Accessible Public Transit Consultant, Pasadena CA, September 14 2022

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49 o Information that helps assist rider
o Do not pry or make inappropriate statements (disabilities, gender, LGTBQ) Providing Alternative Transportation •
• When lift / ramp is broken, provide alternative transportation o Next bus (depends on service frequency) – 30 minutes
o Shadow vehicle
• Paratransit service back-up
• Taxi contractor
• Human Services agency
Stop Announcements
• Announcements must be made at regular intervals; as determined by the agency • Upon request, Operators must announce a requested stop location o Recommended practice is for Operator to ask the rider with a disability about their stop o ADA requires that Operator make all stops requested by rider with a disability • Must be clear, audible and timely; with consistent wording and using familiar names • Recommended that agencies develop procedures for how to make stop announcements o How far in advance of a stop to make announcement
o How to handle rider requests (should accommodate)
o How to use automated system (if available)
o What to do in case of automated system failure
• Prepare list of stops for Operator use
o Should include this procedure in Operator rulebook and trainings Personal Care Attendants
• A personal care attendant (PCA) is someone designated or employed to assist the eligible rider o May always travel with the eligible individual
o The transit entity may require that the rider reserve a space for the PCA when reserving the trip
• Cannot require that riders travel with a personal care attendant (PCA) • Operators are not required to provide PCA-type assistance

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50 • If a rider acts in a way, or needs a level of assistance, that can be addressed with a PCA, one can be required
• Examples of assistance needed
o Tourette’s Syndrome (yelling, etc.)
o Undoing wheelchair securement straps o Placement of head/body o Administering medication
o Medical device / oxygen tank support
• Companions may be charged same rate as rider
o Unless acting in the capacity of a PCA
• Children may act as a PCA for a rider
• A minimum age limit for children may be set by agency; a local decision Denial of Service
• There are instances where denial of service is not considered discriminatory • Examples
o Presence of feces/urine
o Presence of other bodily fluids (wounds)
o Violence (actual or threat; sometimes)
Characteristics of Service Animals
• Can be animals other than dogs, including:
o Pigs
o Mini Horses
o Snake
• Must be trainable
o May be trained by people with disabilities
• Service animals perform many different tasks
o Tasks in response to type of disability/ies
o Additional examples
o Seizure notification
o Medication reminder
o “Handing” pass to Operator
• Assistance does not need to relate to use of public transit

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51 • A harness, vest, patch or backpack is NOT required o These things are not proof of a service animal
• What to ask when inquiring about an animal
1) Is your animal a service animal required because of a disability? 2) What tasks has the animal been trained to perform?
• Animal must be in “control” at all times
o “Control” may include verbal commands
o Leash may prevent animal from completing tasks
• Rider may have numerous service animals
o Number is determined by types of assistance needed
Personal Care Attendants
• Agencies must remove barriers for people with disabilities • Must provide courteous and respectful service
• “Reasonable” assistance must be provided
• Assistance must meet needs of riders
• Must consider modifying policies if possible
• Must allow riders with disabilities more time if needed • Must allow use of mobility aids and medical devices
o Assist when necessary / possible
• Service to riders with disabilities may be denied
o Determinations must be “objective”
o Must give riders opportunity to correct actions
• Service Animals must be allowed on transit
o Must have an inclusive approach
• Training must prepare staff to be “proficient” in their job • To keep and grow ridership, consider embracing the “spirit” of the ADA, not the “word” of the ADA
o Ensure high customer satisfaction

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52 Given the valuable insights provided through the ADA Compliance for Bus and Demand Responsive Services Training, Norwalk Transit System (NTS) will coordinate a future on-site, in-person training session to extend this opportunity to additional staff members. This session will be designed to benefit personnel across various departments—including Transit Operations Supervisors (TOS), Dispatch, and Customer Service—ensuring they are well-informed and properly trained in Americans with Disabilities Act (ADA) requirements.

The goal is to strengthen agency-wide understanding of ADA compliance standards and promote consistent, equitable service delivery across all transit modes.

Equipment Maintenance Services
The Equipment Maintenance Division of the Norwalk Transportation Department provides maintenance support to NTS’ fleet of buses and vans as well as the City’s fleet of vehicles and equipment. Equipment Maintenance is responsible for maintain a variety of vehicles and equipment that require ongoing/preventative maintenance including: buses, heavy duty vehicles, light trucks, passenger sedans and other pieces of equipment ranging from generators to power mowers. Currently, NTS operates alternative fueled compressed Natural Gas (CNG) buses and Zero Emission Battery Electric Buses (BEB) with an impending arrival of 3 additional BEBs in Winter 2026.

The South Coast Air Quality Management District (SCAQMD) requires all NTS future bus acquisitions to be alternative fueled. NTS fueling facilities and maintenance building infrastructure upgrades were successfully completed in 2014 so as to support additional future CNG bus purchases. Improvements to Vehicle Maintenance in the form of electrical infrastructure (i.e. charging stations) were successfully completed in December 2021 to support the acquisition of 4 BEBs which were delivered in June/July 2021. Additional improvements and upgrades (i.e. transformer, power feeds, switchgear, back-up generator, etc.) is in progress in order to accommodate the next 3 BEBS. The next round of (14) bus replacements to consistent of BEBs and CNGs will be coming up in 2026/2027. The Equipment Maintenance Division is responsible to ensure that the fleet is properly maintained in accordance with generally accepted industry standards and in compliance with all Federal, State, and Local regulatory, and vehicle manufacturer’s specifications. The Equipment Maintenance division operates year-round, seven days a week.

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53 Fleet Maintenance Management System
The Department of Transportation acquired FASTER, its “legacy” Fleet Maintenance Management System (FMMS) in 2013. FASTER was a major upgrade from the previous DOS-based system owned by the City. With the implementation of FASTER, a fleet management software, Vehicle Maintenance has been able to manage all aspects of vehicle maintenance and services including asset management for all citywide vehicles and equipment as it relates to the following attributes:

1. Increased availability of equipment.

2. Reduction in total cost per mile expenditures.

3. Reduced administrative overhead.

4. Improved lifecycle costing.

5. Improved regulatory compliance.

6. Increased technician productivity.

7. Effective equipment and parts warranty tracking.

8. Cost control based on just-in-time inventory and improved preventative maintenance scheduling.

9. Direct and indirect labor allocations.

10. User specific report functionality.

Below summarizes the additional benefits and features of FASTER:
• Ability to track all expenses related to the fleet acquisition, maintenance and operational costs; • Schedule/perform timely preventive vehicle maintenance and maintain parts inventory.

However, after the implementation of FASTER in March 2015, NTS Equipment Maintenance staff began to experience challenges including reconciling equipment maintenance costs, maintaining accurate life cycle costs, and parts inventory. These challenges were compounded with the fact the system could not be configured or customized to meet the department’s reporting and recordkeeping data needs.

The service agreement with FASTER expired on May 31, 2022 and as such, an RFP (#22-655) was released in November 2021. The purpose of this was to secure bids to provide the Vehicle Maintenance Division with tools to assist management and staff in maintaining and managing assets as efficiently and cost effectively by replacing the current legacy system, FASTER. The intent would be to convert

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54 that data over to the new system. Through improved information management and process examination, the department will improve customer service, repairs and maintenance services, and increase staff efficiency and productivity. Complete, real-time, easily accessible data will enhance staff and management ability to maximize availability, usage and cost effectiveness of resources.

On January 13, 2022, a total of five (5) were received whereby Avail and Mainstat was shortlisted as the top two (2) firms given the competitiveness of their firm’s proposal and pricing. Following the conclusion of the evaluation process, which included interviews and software demonstrations, etc., NTS staff determined that Avail’s Enterprise Transit Management Software (ETMS) was the most advantageous and would provide the following benefits:

1. Increased availability of assets and equipment.

2. Ease of use of the system.

3. Ability to customize reports at no additional charge to the city.

4. Reduced administrative overhead.

5. Ability to directly communicate with our existing Avail CAD/AVL system already installed in the NTS bus fleet and Dispatch center.

6. Improved lifecycle costing.

7. Improved regulatory compliance (i.e. CHP inspections, state of good repair, etc.).

8. Increased technician productivity.

9. Equipment and parts warranty tracking.

10. Cost control based on real time inventory tracking and improved preventative maintenance scheduling.

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55 The new FMMS from Avail will allow for parameters for aging, maintenance costing, fuel consumption, and mileage on each vehicle type and vehicle application. Along with the means of identifying and tracking vehicles that have reached their useful and need of replacement. Additionally, the new FMMS will be capable of tracking monthly contributions and providing a real-time replacement balance on the equipment module. As part of the new FMMS purchase, the NTS requested software maintenance, support services, and application upgrades as part of the annual maintenance costs.

A kick-off meeting between Avail and Norwalk Transit System (NTS) staff took place on July 11, 2022, to discuss project roles and responsibilities, the project timeline, and the training process.

Major activities for Project Implementation included:

Installing the Avail ERP software modules in a test environment for configuration and testing purposes.

Ensuring that all software module licenses were installed correctly.

Configuring the ERP modules using the standard off-the-shelf setup.

Collaborating with NTS staff to resolve any issues identified during the review of combined data tables.

Addressing issues discovered during scenario testing with NTS staff.

Providing installation, configuration, and testing support via remote access platforms such as Microsoft Teams or Zoom.

Migrating data and configuration settings from the test environment to the live environment following successful testing.

Delivering an Acceptance and Project Sign-Off Checklist to confirm that project goals were met and accepted by NTS, ensuring the overall success of the implementation.

Completed Project Timeline:

July–August 2022 – Discovery Phase
September 2022 – March 2023 – Configuration, data imports, and online training April–May 2023 – On-site training
June–September 2023 – Inventory setup and Go-Live
October–December 2023 – Project Close-Out

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56 The new system has significantly enhanced the Vehicle Maintenance division’s ability to manage and maintain assets in a more cost-effective and efficient manner. It supports the accurate reconciliation of maintenance expenses, enables precise tracking of life cycle costs, and improves oversight of parts inventory. As a result, the department is better equipped to make data-driven decisions, optimize resource allocation, and extend the operational life of fleet assets.

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57 Fuel Management System
On November 19, 2018, the FLEETWATCH fuel and fluids Management System replaced the EJ Ward fuel system. The FLEETWATCH Controller was installed as an addition to the CNG fuel management system. It is a powerful combination of hardware and software providing realtime control and data acquisition for vehicles, employees, fuel/fluids and tank monitor systems. The system is a reliable and accurate way to monitor unleaded, diesel usage as we are currently doing with our CNG fuel. The system also monitors the fluids at the fuel island such as oil, coolant, and transmission fluid.

Asset Management Benefits
Achieve longer component and vehicle life by identifying vehicles with excessive fluid consumption
Reduce number of component failure related breakdowns and road calls
Increase accuracy in scheduling preventive maintenance
Reduce number of breakdowns and road calls due to incomplete serving
Personnel Management Benefits
Improve employee effectiveness by setting service standards Detect problem areas in service operation
Increase number of vehicles serviced per hour/per attendant Reduce employee turnover through service standard goals and training
Increase accountability for complete servicing of all vehicles Plans to create an ISC (intersystem communication) connection between AVAIL ETMS system and FLEETWATCH will be assessed to determine project feasibility. A shared connection between the two systems will allow for information to be shared which is available in one system and not available in the other. This necessitates the need to enter data manually which is time consuming and opens the door to errors and inconsistent data. Additionally, Staff is reviewing modules within Fleetwatch’s fluid management system to determine usability as it relates to automatic consumption recording. Given the

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58 manual process of recording fluids dispensed; mechanics must notate on worksheets what fluids were dispensed, quantities, and for fluids with no meters, estimate quantities dispensed. Unfortunately, this often leads to improper quantity estimates and recording errors which affects the year-end warehouse inventory financial statements. The current software license and hardware service agreement is effective through June 30, 2026 which includes software maintenance and support.

More recently, FLEETWATCH announced its deployment and move to the FLEETWATCH Cloud environment. A “Kickoff and Discovery” meeting with NTS Vehicle Maintenance & Administration Staff will be scheduled for January 2026 with migration to follow. Additionally, a FLEETWATCH Technical Support team will be come on site to perform a pre-liminary assessment of our current FLEETWACH to evaluate options for:

1. Data Tools User Authentication

2. TLS Connectivity to the Cloud

3. Closeout File Transfers

4. Vendor Integrations

5. Customer Internally Developed Reporting Integrations and/or Reports
Some of the benefits of moving to the FLEETWATCH Cloud are as follows:

Support:

Real Time Monitoring with 24/7 Support
Reduce Required Inhouse Support Resources
Reduce Future VM Resources and Reallocate Existing Resources Lower Licensing Costs
All Licensing Included in Your Subscription
Stay Current with Latest Releases
Updates can be rolled out As Available, Monthly, Quarterly, etc.

Updates are performed automatically with little to no downtime

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59 Additional Benefits
Isolate Vendors from Your Network
Access the Latest Tools and Utilities
Improved Data Integrity
Easier Third-Party Cloud Integration
Third-Party Cybersecurity Verification
Southern California Regional Transit Training Consortium (SCRTTC) dba California Transit Training Consortium
Mission Statement: “Advance the skills of our transit workforce ...

Preparing for the future”. NTS is an active member of the SCRTTC. The SCRTTC is a California Corporation/501 c (3) Non-Profit organization (formed in 2005) and comprised of public transportation agencies and college members located in Southern California.

The organization has delivered over 86,772 hours to 6,139 students through 22 different courses of training to transit workers across Southern California. This partnership of 35 public transportation agencies, 18 educational institutions and 6 private industry firms intends to develop industry driven, competency based curriculum that meets present and future technological needs of public transit systems. The vision and purpose of this organization is to provide a resource network comprised of public and private organizations focused on the development of the transportation industry’s workforce that is knowledgeable of ITS standards, practices, and procedures for incumbent and new workers.

NTS is a host site for training in the newly offered courses on hybrid-electric vehicle maintenance. As such, NTS will continue to work with SCRTTC to identify new training needs as the transit technologies training requirements continue to grow and expand. This training is also key to the NTS capability to meet the South Coast Air Quality Management (AQMD) mandated air quality regulation compliance.

On June 27, 2022, CTTC named Maggie Pears as the new Executive Director.

Pears brings a wealth of diverse qualifications and experiences to the position.

At CTE, Pears provides crucial administrative and technical support to zeroemission transportation projects.

Goals of SCRTTC are as follows:

Develop a new “Learning Model” to increase the professional and technical competency of the Southern California public transit workforce

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60 Assure that this new “Learning Model” includes the elements of Intelligent Transportation Systems (ITS)
Develop industry driven, competency based courses that meet present and future needs Expand the “Learning Model” on a Regional and National level SCRTTC Transit Members:

Executive Committee
Members for 2024/25 who
all share a passion for
continued education and training to preserve the longevity of the transit industry include:

Rashidi Barnes (CEO of Tri Delta Transit)
Obed Mejia (Sr. Technical Trainer Bus Maintenance of LA Metro) Jannet Malig (Director of Advanced Transportation & Logistics - Cerritos College Community College)
Eric O’Connor (Assistant Director of Transportation at Santa Monica Big Blue Bus)

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61 Capital Program
The NTS transit capital program supports both local and regional goals and is outlined on Table l-7.

On March 17, 2020, Norwalk City Council approved a purchase agreement with Gillig, LLC (Gillig) to acquire four (4) BEBs (expansion buses) by participating in a purchasing cooperative agreement with the Commonwealth of Virginia Contract which complies with all federal requirements and regulations. The BEB’s require chargers to re-charge the on-board batteries overnight to power the buses for the next day. The Commonwealth of Virginia Contract will allow the purchase of four (4)
ChargePoint CPE250 charging equipment through Gillig, LLC.

Gillig’s Battery Electric buses integrates the Cummins
electrified powertrain with Low Floor platform to bring the most comprehensive, advanced zero-emission bus to the
market. The charging equipment(s) were delivered in mid-November 2020 and the (4) ZEBs were delivered in late June 2021 and early July 2021. On September 21, 2021, City Council approved an agreement with Elecnor Belco Electric, Inc., for the Construction of Battery Electric Bus Infrastructure and installation of four Electric Bus Chargers i.e. removal and replacement of concrete paving and foundation, installation of underground electrical conduit and conductors, installation of bollards, and re-striping area). Additionally, Southern California Edison (SCE) participated in the deployment and infrastructure construction; providing the power supply to the aforementioned chargers. They also facilitated the securement of an easement on the City’s property to allow for the installation of required power supply needed to charge the buses. The contractor’s work was completed on November 24, 2021, and inspected by the City’s Building and Safety staff on December 3, 2021 with a determination that the work was performed in a satisfactory manner. The City’s inspector gave final approval to the project on December 7, 2021. All charging stations were installed on a new dedicated circuit deployed by Edison with its own panel, meter, and service, separately from any existing panel, meter or service.

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62 A meter base was installed by SCE with a disconnect
switch (left) and breaker cabinet (right) including
perimeter bollards to mitigate contact by vehicles. The meter base is the source of main electrical power feed
to the (4) electric charging stations. The disconnect
switch is used to isolate electrical circuits and allows for emergency shutdowns and switching to alternate power
sources.

NTS engaged in a purchasing cooperative agreement with the Washington State Department of Enterprise Services, which allowed for the procurement of five (5) zero-emission Battery Electric Buses (BEBs) and four (4) ChargePoint Express CPE250 bus chargers from Gillig, LLC. The agreement complied with all applicable federal rules and regulations and enabled NTS to plan for the purchase of additional buses as funding became available, supporting the agency’s transition to a 100% zero-emission battery electric bus fleet in accordance with the California Air Resources Board’s (CARB) Innovative Clean Transit Regulation. This regulation requires all public transit agencies to transition to a fully zero-emission bus fleet by the year 2040.

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63 On July 21, 2022, City Council approved a purchase agreement with Gillig, LLC (Gillig) to acquire two (2) Battery Electric Buses (BEBs) and two ChargePoint CPE250 bus chargers and on September 6, 2022 an amendment to Gillig’s purchase agreement was approved to allow for an additional three (3) BEBs and two (2) chargers, for a grand total of five (5) BEBs and four (4) bus chargers costing approximately $5,370,176. The first two (2) BEBs were scheduled to arrive in late Summer/early Fall 2023 and the next three (3) were scheduled to be delivered in Fall 2024 given that there is a twelve to eighteen-month delivery lead-time for delivery of buses following issuance of a Purchase Order. NTS took delivery/acceptance of (4) Battery Electric Bus Chargers in March/May 2023. More recently, NTS took delivery/acceptance of (5) BEBs on November 7, 2023 (i.e. 7149, 7150) and December 4, 2024 (i.e. 7151, 7152, 7153). The pre/post delivery inspection services which includes the Buy America Audit were performed by TransDev Services Inc.

The US Environmental Protection Agency (EPA) resolved a civil enforcement case against Volkswagen regarding allegations concerning violations of the Clean Air Act by the sale of diesel motor vehicles equipped with computer software designed to cheat on federal emissions test. The Volkswagen (VW) Mitigation Trust was established to fully mitigate diesel nitrogen oxides (NOx) emissions caused by VW’s illegal actions. The Trust is a component of partial settlements with VW which provides funding opportunities for the vehicle heavy-duty sector, including on-road freight trucks, transit and shuttle buses, school buses, etc.

The mitigation plan for California includes a variety of grant categories available to replace diesel, gasoline, compressed natural gas and propane vehicles registered throughout the State of California. As a result, Staff was able to secure $360,000, $180,000 per vehicle in VW Mitigation Transit Bus funding to supplement funding for two (2) new BEBs, which are tentatively scheduled for delivery in late Summer/early Fall 2023. These funds will offset acquisition costs and allow NTS to continue its adoption of zero-emission bus technologies, which will reduce harmful emissions to the residents of Norwalk and the Gateway cities it serves.

The California Air Resources prohibits the purchase of any new gas- or diesel-powered public transit buses by 2029 and require all buses to be emission-free by 2040 via the Innovative Clean Transit regulation (ICT), a classification to include electric buses or hydrogen fuel cell-powered buses (100% zero emission buses; ZEBS), and would phase out all diesel or natural-gas-powered buses by 2040. The ICT is part of a statewide effort to reduce emissions from the transportation sector, which accounts for 40% of greenhouse gas emissions and 80-90% of smog-forming pollutants. The transition to zero-emission

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64 technologies, where feasible, is essential to meeting California’s air quality and climate goals. Full implementation of the newly adopted regulation is expected to reduce greenhouse gas emissions by 19 million metric tons from 2020 to 2050—the equivalent of taking 4 million cars off the road. It will reduce harmful tailpipe emissions (NOx and particulate matter) by about 7,000 tons and 40 tons respectively during that same 30-year period7
.

Currently, there are 14 companies that make over 30 different models of Zero Emission buses8 NTS was successful in securing funding via Section 5307 15% Discretionary Capital Funds in the amount of $5,781,642 FY24 in support of acquiring (7) Zero Emission Battery Electric Buses and $4,210,854 FY25 in support of acquiring an additional (4) Zero Emission Battery Electric Buses and installation of a Bike & Ride Station at the Norwalk/Santa Fe Springs Transportation Center.

To ensure continued successful deployment and implementation of this 2nd phase of electric fleet expansion, NTS has secured the services of the LeFlore Group to provide technical consulting services including:

1. Developing a Project Implementation and Management Plan;

2. Developing specific procurement strategies for battery electric buses in keeping with federal, state, and local requirements;

3. Developing specific infrastructure procurement strategies for Charging Stations for battery electric buses;

4. Providing NTS with comprehensive recommendations for tools and equipment;
7 Green Car Congress 15 December 2018
8 Union of Concerned Scientists 6 September 2018

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65 5. Providing NTS with a comprehensive list of recommended spare parts from Original Equipment Manufacturer (OEM) with recommended procurement strategies;

6. Assisting NTS with coordinating with OEM regarding technician training and training manuals that are essential to successfully implementing battery electric buses to the fleet;

7. Providing NTS with written recommendations for training materials and comprehensive list of recommended safety equipment including personal protective equipment.

The acquisition of the initial four zero-emission battery electric buses was targeted to service Route 7.

NTS’s service area is low-income and disadvantaged. Route 7 provides critical connectivity to workplaces and other destinations including three regional transit hubs, three hospitals, two high schools, two colleges, three downtown areas, civic and government areas, and shopping centers. The subsequent (5) BEBs received is servicing Route 1 and Route 4.

The next group of 14 buses in the NTS fleet is scheduled to reach the end of its useful life between 2024 and 2026, necessitating timely replacement to maintain service reliability. While NTS remains committed to transitioning to a zero-emission fleet, the agency has had to adjust its procurement strategy in response to significant cost escalations associated with Battery Electric Buses (BEBs).

As a result, NTS will move forward with the purchase of three (3) additional BEBs and eleven (11) Compressed Natural Gas (CNG) buses from Gillig. This balanced approach allows the agency to continue making progress toward its long-term sustainability goals while remaining fiscally responsible and ensuring uninterrupted transit service for the community.

NTS has engaged in a purchasing cooperative agreement with the Washington State Department of Enterprise Services (Contract No. 067919-01) via a piggyback clause which offers a streamlined option that bypasses the RFP process. Overall, cooperative purchasing contracts result in lower prices for goods and lower administrative/procurement costs.

Additional detail regarding bus replacement/expansion plans can be found in Table L-7.

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66 Alternative Fuel Paths
NTS changed its fuel path from gasoline hybrids to CNG as the gasoline hybrid drive systems for transit buses were no longer being manufactured. In mid-2011 New Flyer of America, Inc. discontinued manufacturing the Gasoline Hybrid Electric buses due to the bankruptcy and subsequent liquidation of ISE Corporation; the third-party contractor that manufactured the drive system installed in the New Flyer Gasoline Hybrid Electric buses. Therefore, the only viable fuel path for NTS to exercise was CNG.

The following briefly outlines advantages to CNG buses:

1. CNG buses emit virtually no visible particulate matters or black soot at the tailpipe; in comparison to diesel;

2. There is a reduction in oxides of nitrogen (NOx) with buses running on CNG rather than diesel;

3. Natural gas has inherently lower carbon dioxide emissions compared to diesel;

4. There is no evidence that CNG buses pose any greater risk of fire or explosion than diesel buses.

Natural gas buses have on-board gas detectors and other safety equipment specially designed to ensure safe operation;

5. Natural gas vapors are odorless and nontoxic to breathe. The familiar natural gas smell is actually an odorant that is added to the gas as a safety feature;

6. The technology for making CNG tanks is well known and mature;

7. Currently, the CNG bus base cost is approximately 10-16% less than the Gasoline Hybrid Electric.

Zero-Emission Battery Electric Buses
While NTS is not departing from its current fuel path in CNG, NTS’ decision to make a foray into the zero emission technology in its fleet was motivated by California state regulation to reduce greenhouse gas emissions and to integrate sustainability into the transportation planning process.

In an effort to become a more environmentally friendly service provider, offset Greenhouse Gas (GHG) emissions, as well as provide much needed clean, quiet, and attractive alternative transportation options to the community, NTS will be moving forward with its implementation of Zero-Emission Bus

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67 Technology. Assembly Bill 32 outlines the Governor’s climate change pillars, which involves reducing greenhouse gas emissions level targets to be achieved by 2030 (40% below the 1990 level) and 2040 (60% below the 1990 level). Strategies in the City of Norwalk’s 20/20 Vision include supporting and investing in energy efficient and environmentally friendly technologies to develop sustainable infrastructure, reduce the City’s carbon footprint, and lower long term costs. Regional efforts to reduce GHG are in full force, as such NTS has engaged workgroups focused on these efforts such as the Zero Emission Bus Resource Alliance (ZEBRA), and begun completion of Grant applications. NTS has also approached other agencies about the possibility of partnership efforts to allow the collaboration, and transfer of knowledge, and gleaning lessons learned that is best suited for the region in significantly increasing energy efficiency and reducing greenhouse gas emissions.

NTS’ expectation of employing zero emission vehicles is to encourage patrons to utilize public transportation knowing the effects and threats that GHG emissions has on climate change and subsequent human health. NTS is proactive in their environmental efforts, and zero emissions technology aligns with their fleet evolution efforts from diesel, to hybrid, to CNG, and now electric sources.

NTS is always looking for ways to provide an enhanced transportation experience and increased mobility options. The zero emission buses will be strategically placed along the City’s existing fixed-route system (i.e. Route #s 1, 4, 7), thereby providing connections to major transfer points, and providing commuters an incentive to utilize public transportation, while increasing mobility options, and reducing the number of single occupancy vehicles on the road.

NTS is continually seeking funding opportunities in support of programs, and projects utilizing Federal, State, and Locally Dedicated transportation funds to fulfill the strategy of economic sustainability and livability within the communities, while continuing to exercise fiscal discipline to ensure on-going financial stability.

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68 The following briefly outlines advantages to Zero Emission Electric buses9:
1) Pollutant Emission Reduction - In the United States alone, the transportation sector represents 27% of total greenhouse gas (GHG) emissions nationally. Diesel buses are one of the major emitters of GHG within the sector. Every zero emission bus is able to eliminate 1,690 tons of CO2 over its 12 year lifespan. This is equivalent to taking 27 cars off the road. These buses also eliminate 10 tons of nitrogen oxides and 350 pounds of diesel particulate matter, improving air quality in the communities that they serve. The impact of emissions on health is undeniable. Diesel school buses emit NOx and PM 2.5 that cause asthma, which is affects 1 in 10 children in the United States. (http://elpc.org/)
2) Better Fuel Efficiency over Conventional Fuels - Zero emission buses are more fuel-efficient than diesel buses. Depending on driving conditions, these buses can use the same amount of fuel as a diesel bus and travel for multiple more routes. A report published by the National Renewable Energy Laboratory in February 2016 concluded that
battery-electric buses can be nearly four (4) times more fuel-efficient than comparable compressed natural gas
(CNG) buses – battery-electric buses had about 17.48
miles per diesel gallon equivalent while CNG buses only had 4.51 miles per diesel gallon equivalent.
3) Market Acceleration and Job Creation - The advancement and subsequent increased adoption of zero emission buses into fleet operations has worked to continually accelerate the market for these buses. In order to support the development and maintenance required of a growing market, new jobs have been created in response to the increase in volume of zero emission buses. In 2013, BYD, a Chinese automaker, opened two manufacturing plants in Southern California to produce electric buses. In 2015, Proterra, a U.S. manufacturer of advanced technology zero-emission heavy-duty vehicles, also opened two new facilities in California to support its technology development needs and marketing departments. 4) Operational/Maintenance Cost Savings - Fleets that have deployed zero emission buses have seen a substantial reduction in operational and maintenance costs compared to conventional 9 U.S. Department of Transportation, https://www.transportation.gov, December 8, 2016

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69 buses. Electric buses have been observed to log 133,000 miles between maintenance, compared to compressed natural gas buses that logged on average about 45,000 miles between maintenance. In addition to recorded decreases in equipment maintenance costs, zero emission buses also run quieter than conventional buses, reducing noise pollution in the areas they service.
5) Reflects Well on Your Agency – As we become environmentally more conscious, customers are more inclined to perceive institutions that align themselves with a commitment to sustainability in a more positive light than those that don’t.
6) Freedom from Rising Gasoline Costs – Gasoline fuel prices are often determined by geo-political and environmental factors. Using more electric transportation protects from the risk of global oil price hikes.
7) Quieter Operation – Electric buses run silently and are therefore, more neighborhood friendly.

Zero Emission Rollout Transition Plan
On December 14, 2018, the California Air Resources Board (CARB) adopted the Innovative Clean Transit (ICT) regulation that requires all public transit agencies to transition to a 100% percent zero emission bus (ZEB) fleet by 2040. The ICT regulation also requires the governing body of each public transit agency to approve a ZEB Rollout Plan for submittal and approval by CARB showing plans to achieve a full transition to ZEBs. Also, The federal Bipartisan Infrastructure Law signed in 2021 amended the statutory provisions for the Grants for Buses and Bus Facilities Competitive Program (49 U.S.C. § 5339(b)) and the Low or No Emission Program (49 U.S.C. § 5339(c)) to include a requirement that any application for projects related to zero-emission vehicles include a ZEB Transition Plan.

NTS was required to submit its Zero-Emission Bus (ZEB) Rollout Plan to the California Air Resources Board (CARB) by July 1, 2023. To support this effort, NTS staff issued a Request for Qualifications (RFQ) for consulting services on April 30, 2022, to develop the ZEB Rollout Plan. On August 2, 2022, the contract was awarded to Stantec Consulting Services, Inc.

Stantec, a firm with over 60 years of experience serving the transit industry, is an active member of both the American Public Transportation Association and the California Transit Association. Deliverables for this project were due to NTS by December 31, 2022.

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70 The plan was required to address, at a minimum, the following:
1) Demonstrate a long-term fleet management plan with a strategy for how the applicant intends to use the current request for resources and future acquisitions; 2) Address the availability of current and future resources to meet costs for the transition and implementation;
3) Consider policy and legislation impacting relevant technologies; 4) Include an evaluation of existing and future facilities and their relationship to the technology transition;
5) Describe the partnership of the applicant with the utility or alternative fuel provider; 6) Examine the impact of the transition on the applicant's current workforce by identifying skill gaps, training needs, and retraining needs of the existing workers of the applicant to operate and maintain zero-emission vehicles and related infrastructure and avoid displacement of the existing workforce.

Stantec’s comprehensive 50-point ZEBCheck approach to ZEB Rollout Plans will assure that requirements of NTS’s RFP and CARB’s ICT regulation were met:

On May 16, 2023, authorization from City Council was obtained to submit the ZEB Rollout Plan to CARB in order to meet the July 1st, 2023 deadline in timely manner. Moving forward the ZEB Rollout Plan requires an annual review and updates to be made on an as needed basis.

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71 On June 22, 2023 an official approval notice from CARB was received citing that the plan is complete and consistent with the requirements of CCR Title 13 2023.1(d)(1)(A)-(H).

Updates or amendments to the ZEB Rollout Plan may be required if there are significant changes to an agency’s fleet, funding, or implementation strategy. Agencies are expected to report progress annually through the Annual ICT Reporting Form, typically due by March 31 of each year.

Hydrogen Buses and Fuel Station
As part of its long-term commitment to clean energy and sustainable transit solutions, the Norwalk Transit System (NTS) is actively exploring the integration of hydrogen fuel cell buses into its fleet. Recognizing the potential of hydrogen technology to support zero-emission operations while offering extended range and faster refueling times compared to battery electric buses, NTS views hydrogen as a promising complement to its existing clean-fuel
strategies.

The agency’s vision includes the development of a dedicated hydrogen fueling station to support this transition. However, the successful implementation of this initiative is contingent upon the acquisition of additional real estate to accommodate the necessary infrastructure, as well as the securement of competitive grant funding to offset the significant capital investment required.

NTS remains engaged in identifying strategic opportunities and partnerships that will enable the agency to pursue this innovative fuel path. By diversifying its zero-emission technology portfolio, NTS aims to enhance operational flexibility, reduce environmental impact, and continue providing reliable, forwardthinking transit service to the communities it serves.

NTS will lean towards its long standing partnership with Gillig in pursuing the hydrogen path. At this time, Gillig is still perfecting its hydrogen bus, which is currently in development and scheduled to begin production in 2026.

The company is leveraging its partnerships with BAE
Systems and Ballard Power Systems to integrate their fuel cell and electric drivetrain technologies onto its established low-floor platform. This project represents

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72 Gillig's latest step in advancing its zero-emission transit solutions alongside its existing battery-electric and hybrid-electric bus offerings. “Understanding the unique operational challenges faced by each transit agency – from varying duty cycles and geographic terrains to diverse climates and depot locations – is fundamental to our vision of improving quality of life through transformative mass transit solutions,” stated Benjamin Grunat, GILLIG’s Vice President of Product Planning and Strategy. “Introducing the hydrogen fuel cell bus into our product lineup signifies GILLIG’s commitment to advancing sustainable public transportation technologies. It’s about offering a solution that’s not only flexible enough to fit every fleet but also matured through our thoughtful approach to product development, ensuring reliability and readiness for the demands of today’s transit environment.” Multi-Level Parking Structure Expansion
At the heart of Norwalk’s evolving transit network, the Multi-Level Parking Structure Expansion Project represents a bold step toward a cleaner, more efficient, and future-ready transportation system. This transformation will begin with the removal of the existing two-level parking structure, currently serving commuters and NTS staff. In its place, a new, modern three-level facility will rise; one that not only preserves commuter and staff parking on the second and third levels with enhanced security features but also serves as a critical investment in NTS’s zero-emission future.

The first level of the new structure will be dedicated to the charging infrastructure needed to support Battery Electric Buses (BEBs), ensuring that NTS is fully equipped to expand its zero-emission fleet.

Deployment of a highly powered overhead charging solution will allow for flexible configuration and space saving options as the fleet grows. By
integrating state-of-the-art charging technology
directly into the Transportation Center, this project
streamlines operations and reinforces NTS’s
commitment to sustainability, innovation, and
service reliability.

Beyond a structural upgrade, this project is a strategic move toward compliance with the California Air Resources Board (CARB) Innovative Clean Transit (ICT) mandate, which requires a full transition to zeroemission transit by 2040. At the same time, it enhances the safety, accessibility, and efficiency of the facility, providing a modernized, environmentally responsible Transportation Center that supports the growing needs of both transit riders and the workforce.

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73 By investing in cleaner air, safer mobility, and a more sustainable future, the Multi-Level Parking Structure Expansion Project will serve as a foundation for progress, ensuring that NTS continues to connect communities while embracing the next generation of public transportation.

The existing 2-level parking structure is located at the Norwalk/Santa Fe Springs Transportation Center.

The current bus yard has reached capacity creating circulatory challenges and with no room for development.

The total estimated cost of the project is approximately $25 million. To date, NTS staff has successfully secured $3,150,000 in funding from a combination of federal and local sources. These initial funds will support critical early-phase activities, including a preliminary environmental assessment, a comprehensive feasibility study, and the development of a conceptual design plan.

This foundational work is essential to evaluate site suitability, assess potential environmental impacts, and establish a clear roadmap for project implementation. Securing additional funding will be necessary to advance the project through final design, construction, and deployment phases.

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74 Transit Plaza Beautification
The Norwalk/Santa Fe Springs Transportation Center is a critical regional mobility hub that connects thousands of daily commuters to employment, education, healthcare, and essential services. More than just a transit point, it functions as a shared public space where individuals begin and end their journeys each day. However, the facility’s aging infrastructure and limited rider amenities no longer meet the needs of a growing and diverse ridership. To ensure the center remains a safe, accessible, and welcoming environment, significant upgrades are urgently needed.

In anticipation of the 2028 Olympic Games, which will bring a global audience and increased transit demand to the greater Los Angeles region—including venues in neighboring communities—this project aims to revitalize the Transportation Center through the Transit Plaza Beautification Project. The proposed improvements are designed to enhance safety, sustainability, and community identity, while positioning the hub as a modern, high-functioning gateway for both local residents and international visitors.

Key enhancements include the installation of a new protective walkway covering along the existing pedestrian and bike path, offering shelter from rain, heat, and other environmental elements. Upgraded lighting and improved signage will significantly enhance safety and wayfinding, ensuring that commuters, residents, and Olympic guests can navigate the facility with confidence and ease.

A major technological upgrade will replace the outdated information board with a state-of-the-art interactive kiosk. This system will provide real-time transit updates, trip-planning tools, multilingual translation features, and accessibility options such as voice command functionality—making the system intuitive and inclusive for riders of all backgrounds and abilities.

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75 To celebrate the cultural richness of the surrounding community, the project will also feature a signature public art sculpture that reflects local history and identity, serving as both a visual landmark and a source of civic pride. In addition, tamper-resistant artwork made from
recycled materials will be integrated throughout the plaza, reinforcing the region’s commitment to environmental
sustainability.

By transforming the Norwalk/Santa Fe Springs Transportation Center into a vibrant, efficient, and future-ready transit hub, this project will not only improve the daily experience for current users but also ensure the facility is fully prepared to serve as a key transportation link during the 2028 Olympic Games and beyond.

Contingency Fleet
The Executive Director of Transportation or designee will establish contingency fleet size. Contingency buses will be used as defined per FTA. The contingency buses will be maintained in running order and available for service within twenty-four hours. Buses in the contingency fleet will be identified on a separate bus roster. Use of contingency buses will be documented with mileage in service and clearly identify the bus replaced and reason for use. This documentation will be kept in a contingency bus file.

Contingency Fleet Plan
Pursuant to the FTA guidelines, public transportation agencies are authorized to have a fleet of contingency vehicles. Contingency vehicles must have reached their minimum useful life (mileage and/or age), and be properly stored and maintained. NTS has a contingency fleet policy outlined below:

1. All buses in the contingency fleet will have exceeded their useful life according to FTA standards.

There will be no farebox or radio installed on the buses as long as they are part of the contingency fleet.

2. When not deployed, contingency fleet buses will be stored at a secure location with limited access.

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76 3. The Fleet Maintenance Manager will assign necessary staff to maintain and exercise the contingency fleet buses. Once a week the engine of each bus will be started and allowed to reach operating temperature. In addition, the bus will be cycled through the gears and then shut down. Once every two weeks the bus will be fueled and driven at road speed. All maintenance and inspection will be performed by the Equipment Maintenance Division.

4. Funds will be budgeted each fiscal year for the maintenance and operation of the contingency fleet. This budget will not include fuel, tires, or batteries, which are centrally funded.

5. The primary reason for the contingency fleet is to provide additional service in the event of disaster response or emergency or major mechanical problem with the active fleet requiring the removal of active fleet buses from service.

6. All contingency fleet buses are listed in a separate Contingency Fleet inventory and the same data will be tracked on these buses as are tracked on the active fleet buses. Mileage on each bus will be updated each time the bus is put in service and removed from service or fueled and all PM files updated after maintenance work and inspections are performed.

Spare Ratio10
FTA permits recipients to retain buses/vans that have met their useful life in a contingency fleet without being included in the spare ratio calculation. Recipients may retain contingency fleets for emergency use as well as for the introduction of zero emission vehicles. However, once a bus/van is no longer needed for the contingency fleet or other transit purpose, then the recipient must request disposition instructions from its FTA regional office and dispose of the bus/van according to federal law and regulation. Emergencies or other unforeseen activities could include the evacuation of people during an emergency, use as crowd control or traffic barriers, loaners to other transit agencies during a justified need, temporary replacements for buses in the active fleet during major active fleet overhauls or bus maintenance activities and other activities that take a portion of the active fleet temporarily out of service. As noted, contingency fleets are also expressly permitted for the introduction of zero emission vehicles. Buses/vans stockpiled in a contingency fleet in preparation for emergencies must have met their minimum useful life requirements and must be properly stored, maintained, and documented in a contingency plan. Contingency plans are subject to review during triennial reviews and other FTA 10 Section on Spare Ratio was added after approval from City Council was received on 12/5/23

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77 oversight reviews. Any bus/van not included in the contingency plan will be considered part of the active fleet.11
FTA Spare Ratio Policy12
Governmentwide requirements in 2 CFR 200 require that recipients use equipment purchased with Federal funds for its intended purpose and avoid the acquisition of unnecessary or duplicative items. In this case transit rolling stock (vehicles) are required to be used to provide public transportation services.

FTA recognizes that transit agency operations require some number of spare vehicles in the event of breakdowns, for maintenance needs, or for a temporary surge in operations. FTA’s spare ratio policy therefore permits recipients to use federal funds to acquire a reasonable number of spare vehicles based on operational needs.

Fleet Internal Controls
The purpose of Fleet Internal Controls is to establish a process to include standards and parameters to meet FTA guidelines and Requirements Associated with Urbanized Area Formula Program Grants (i.e. property and other assets are safeguarded against loss from unauthorized use or disposition, damage, or theft of property and maintaining condition records on all vehicles, etc.).

Fleet Size
The Director of Transportation or designee will establish transit fleet size based on peak requirements as defined per FTA. As of October 2025, fleet size for both Fixed Route and Dial-A-Ride are as follows:

Fixed Route Dial-a-Ride
0 Hybrid New Flyers 10 Paratransit Vans
25 CNGs Gillig 1 MV-1 Deluxe Van
9 BEBs Gillig 11
34 Van Purchases – On September 29, 2015, the California Association for Coordinated Transportation (CalACT) and the Morongo Basin Transit Authority (MBTA) released a solicitation 11 Federal Transit Transportation, https://www.transit.dot.gov/funding/procurement/third-partyprocurement/spare-ratio 12 Section on FTA Spare Ratio Policy was added after approval from City Council was received on 12/5/23

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78 entitled Request for Proposal (RFP) No. 15-03 for a Joint Procurement for Accessible Transit/Paratransit Vehicles, which invited eligible local agencies to participate in the joint procurement. The solicitation granted MBTA the unilateral right to assign vehicles procured under this contract to any public agency, government entity, or nonprofit organization performing governmental services, in accordance with intergovernmental contracting procedures.

Norwalk Transit System (NTS) was named as a joint procuring local agency in the RFP to obtain three (3) replacement paratransit-accessible vehicles that had reached the end of their useful life, as defined by FTA Circular 5010.1D. These vehicles were designated for use in the City’s Advanced Reservation Dial-ARide (DAR) Program.

On January 15, 2016, CalACT and MBTA received proposals and subsequently awarded Contract No. 15- 03 CBS to Creative Bus Sales, Inc. for the manufacture and delivery of various vehicle types, including cutaways, minivans, large cutaway vehicles, low-floor cutaways, trolleys, and specialty transit vehicles.

Under this contract, NTS acquired three (3) new replacement vans, which were delivered in late April 2021. These vehicles replaced three (3) 2010 Ford Starcraft Allstar Cutaway Class C vans (Unit Nos. 7101 through 7103). Additionally, NTS acquired three (3) more replacement vans, delivered on July 25, 2023, replacing another set of three (3) 2010 Ford Starcraft Allstar Cutaway Class C vans (Unit Nos. 7104 through 7106). Most recently, NTS acquired one (1) additional replacement van, delivered in January 2025, which replaced a 2017 Ford Starcraft Allstar Cutaway Class C van (Unit No. 7107).

These vehicle purchases were funded through two Federal Transit Administration (FTA) grants—CA2021-213 and CA-2022-168—along with the use of Transit Reserve funds 2021 Dial-Ride Program Vans (#7108, 7109, 7110 shown below)

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79 2023 Dial-Ride Program Vans (#7201 shown below, 7202 + 7203 not shown) Additional detail regarding bus replacement/expansion plans can be found in Table L-7. 2025 Dial-Ride Program Van (#7204 not shown)

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80 Fare Box Replacement Project
On June 28, 2018, the Board of Directors for the Los Angeles County Metropolitan Transportation Authority (Metro) approved programming $10 million in funding to upgrade Transit Access Pass (TAP) Farebox equipment and driver control units for Los Angeles County Municipal Operators, including Norwalk Transit System (NTS), that have exceeded their useful life. The upgrade will enhance security, prepare for new payment technologies, and ensure near real-time communications. Municipal Operators are required to upgrade their aging Fareboxes and equipment to ensure their fare collection equipment will be prepared for new technological advances in mobile and credit/debit card payment options.

On October 2, 2018, City Council authorized an amendment to NTS’s FY 2018/19 adopted budget to appropriate funds for the acquisition and installation of upgraded farebox equipment to accommodate new Transit Access Pass (TAP) technology in the amount of $503,409.

Initial Schedule:

The recommended upgrades and modifications consisted of the following hardware and software upgrades: (1) installation of forty-one (41) Driver Control Units (DCU’s)/Farebox Upgrade Kits; (2) twelve (12) spare DCU/Farebox Upgrade Kits; (3) fifty-three (53) Farebox Lids; and (4) one (1) Garage Computer.

Cubic Transportation Systems, Inc. (Cubic) was approved as a sole source for all the farebox equipment and software upgrades by the Los Angeles County Municipal Operators. Metro negotiated pricing for the equipment with Cubic to ensure that municipal operators benefit from high-volume purchases.

Cubic farebox installation started on July 21, 2020 and completed on August 4, 2020. Acceptance was based on satisfactory testing to include 1) Physical Inspection 2) Functional Testing 3) Module Testing 4) Lid Sensor/Coin Bypass Testing 5) Configuration Verification, etc. via dual control between a Cubic representative and a NTS representative.

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81 OLD farebox lid versus the NEW farebox lid:

The tablet-based Driver Control Unit (DCU) will be mounted to the bus farebox and is required to control and manage the bus farebox. The DCU features large full-color, high-definition display, with adjustable brightness and larger buttons for fare classification. The display is anti-glare, and bus operators are able to operate the tablet while wearing gloves:

All fare table changes and updates are performed in conjunction with Metro Staff to include programming, testing and publishing. To date, updates to the fare table includes ITAP for Students, tally keys and FSI for K-12 students and community college students.

In July 2022, Genfare announced that it would no longer produce the Odyssey and Odyssey Plus fareboxes. Originally introduced in 1997, the Odyssey farebox had set the standard for modern electronic, validating fare collection systems. However, as parts availability diminished and key components became obsolete, Genfare made the decision to discontinue manufacturing both models in an effort to manage support for existing units more effectively.

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82 Genfare, a long-standing provider of fare collection hardware and software for over 40 years, acknowledged that there comes a point when legacy products must be retired due to outdated technology and the increasing difficulty of sourcing replacement parts. Despite the discontinuation, Genfare stated that support services for the Odyssey and Odyssey Plus fareboxes would continue to be available through existing warranties and current software support agreements. Spare and repair parts would remain available as long as inventory lasted.

Genfare also confirmed that periodic software releases addressing major bug fixes would continue through 2025. However, no new orders for Odyssey or Odyssey Plus fareboxes were accepted after December 31, 2022. Additionally, smart card readers and Wi-Fi modules compatible with the Odyssey fareboxes were no longer available. In place of the discontinued models, Genfare offered the Fast Fare farebox—its current-generation system—along with all necessary updates to vaults and garage data systems to ensure compatibility between Odyssey and Fast Fare fareboxes.

During the June 2023 TAP Farebox Upgrade meeting, Metro announced that Genfare had approximately 200 Odyssey Plus fareboxes (valued at approximately $21,000 per unit) available for sale, each equipped with the TAP upgrade kit. This represented the final inventory of Odyssey Plus fareboxes available for purchase. Additionally, Genfare had 100 new logic boards (priced at $976 per unit) in stock; however, these boards were considered long-lead items, with an estimated delivery time of approximately nine months from the date of order.

At the time of this update, LA Metro has not announced a specific farebox replacement project for 2025, but has adopted the FAREGATE retrofit (Phase 2) project, which involves upgrading fare gates and is scheduled for discussion and adoption in early 2025. This upgrade aims to modernize the fare system, potentially including new fareboxes, and will replace the existing FAREGATE system and TAP validators with a more open payment system that accepts credit/debit cards and mobile wallets. The FAREGATE retrofit (Phase 2) is currently in the planning stages, with an anticipated start date in 2025.

Bus Smartcard Validators (BSV)
Beginning in June 2025, Cubic will replace the existing validator with the new Bus Smartcard Validator (BSV) to replace older equipment and upgrade its fare system on Metro’s bus fleet along with municipal

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83 operators as part of the “TAP Plus” project. The new BSV comes with the capability of Open Payment, which Metro TAP is scheduled to launch in March 2026.

These new validators are part of a system upgrade that includes capabilities for open payments (contactless credit/debit cards) and are being installed by Cubic. Installation is occurring on bus vehicles first, with plans for installation at rail stations in the near future.

What to expect:
• New hardware: The new Bus Smartcard Validators (BSV) will replace the current validators on the Metro bus fleet.
• Open payment capability: The new validators will be able to accept contactless payments directly from credit/debit cards, smartphones, or wearable devices, in addition to TAP cards. • Installation timeline: Installation on buses began in June 2025, and the new validators are being installed on MetroLink stations starting in late 2025.
• System integration: The new BSV units are part of the existing TAP system, ensuring seamless transfers between different TAP partner agencies.

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84 Currently, NTS is scheduled for its BSV Installation in early January 2026. The BSVs will be in service and operational immediately after installation. In order to ensure smooth install, a pre-liminary fit test will be performed by a Cubic technician. Each fit test will take approximately 30 minutes per vehicle or bus type. NTS will ensure relevant staff are present to support line-of-sight, safety, and ADA considerations. The BSV will connect to the DCC via the ethernet port, allowing single sign-on data, such as bus ID and run/route information, to update the BSV in real time. Phase 2 is planned for 2027 whereby Account-Based and Open Payment for reduced fare riders will be available.

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85 Radio Communications Systems
Mobile Relay Associates, LLC dba Raycom (MRA) was established in 1975. Since its inception, MRA has secured the largest numbers of exclusive UHF radio channels from the FCC and installed more than 50 Tower Sites that have been strategically located throughout Southern California, providing coverage from Central California to the San Diego Border and from the Pacific Coast to St George, UT. Today, MRA boasts the most comprehensive Two-Way Radio network and collection of FCC Licenses in all of Southern California.

NTS has contracted with MRA for radio communication service since August 1, 2008 to meet the department’s current radio system needs on both its fixed-route and Dial-A-Ride fleets. The most recent Request for Proposal (RFP) was issued in the 1st Quarter of 2022 for the provision of radio communication services to include integration capabilities with NTS’ Intelligent Transportation System.

MRA again submitted the most responsive proposal to the RFP. NTS made the award to MRA based on its cost beneficial option and its history of demonstrated high quality level of service to the City. The awarded start date and term was for three (3) years from July 1, 2022 through June 30, 2024, with two (2) additional one (1) year option periods of July 1st through June 30th of each year thereafter.

With this new contract, the number of Base Stations and Portable Handhelds remain the same. MRA installed new handsets in the buses as well as updating the dispatch system called CTI RadioPro System.

The system is capable of providing 100% clear transmission and reception of voice communications with mobile and portable radios located in NTS’s fixed-route and paratransit fleet. The leasing of a highfrequency radio system (450-520 MHz) has addressed a potentially critical public safety concern for both coach operators and passengers utilizing the fixed-route and paratransit system.

The Digital LMR (Land Mobile Radio) system is designed to be a closed system to that allows dispatch and operations staff to communicate privately with each bus. However, the digital base station in the

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86 dispatch office will allow for multiple emergency communications simultaneously to take place between buses, supervisors and dispatch office. Moreover, this Digital LMR system will cover entire NTS service area without any dead spots as the system has the ability to receive signal via digital radio network with seamless roaming using primarily radio sites at La Habra Heights, Mount Lukens, Palos Verdes, Sierra Peak, Santiago Peak and Paramount. Having multiple towers provides redundancy and allows the end user to switch towers if absolutely necessary. Changing radio towers is not practiced on a daily basis.

Currently, Mobile Relay is an active partner in the implementation of Intelligent Transportation System.

The Digital LMR system can accommodate both voice and data activity which supports the installation of the Automatic Vehicle Location (AVL) System which tracks the real-time location of vehicles for more efficient dispatching and monitoring of on-time performance and the Automatic Passenger Counting (APC) which can be used to record information at a given bus stop (i.e. number of boardings, arrival time, departure time, and dwell time).

Intelligent Transportation System
NTS secured funding to support the implementation of Intelligent Transportation Systems (ITS). The first step in this initiative was to utilize the funds to acquire the services of an ITS consultant to develop a comprehensive ITS Master Plan. The purpose of the plan was to provide NTS with a strategic framework to enhance operational efficiency and deliver high-quality service to its customers. The ITS Master Plan served as a blueprint for implementing advanced fleet and communication technologies aimed at significantly improving operations and elevating the customer experience through forward-looking solutions.

The Request for Proposals (RFP) for ITS Master Plan consulting services was released on January 25, 2016. Following a competitive evaluation process, a contract was awarded to EIGER TechSystems, Inc., based in Santa Monica, as the most responsive and responsible proposer whose submission met all RFP requirements. EIGER had a proven track record of delivering similar services to other transit agencies, including Culver CityBus, Torrance Transit, Montebello Bus Lines, Foothill Transit, the Los Angeles County Metropolitan Transportation Authority (Metro), and the Orange County Transportation Authority (OCTA).

After a year-long collaborative effort between NTS staff and EIGER TechSystems, the ITS Master Plan was completed. The plan outlined a phased approach for implementing innovative technology solutions to manage fleet operations and communication systems. These solutions were designed to enhance service reliability, improve real-time information for riders, and streamline internal operations.

NTS accepted the consultant’s recommendations for the procurement and implementation of the Norwalk Intelligent Transportation System (NITS), which included the functionality of both a SmartBus System and an Advanced Traveler Information System (ATIS).

Key Recommended SmartBus Features:
• GPS-based vehicle tracking for buses, supervisor vehicles, and maintenance vehicles • Data messaging with vehicles via a cellular data network • Automated onboard announcements for upcoming stops and service messages • Automated passenger counting
• Collection and reporting of fleet performance data
• Single logon integration with NITS and farebox systems • Automated control of head sign displays

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• Integration with the existing voice radio system
Key Recommended Advanced Traveler Information Features:
• A public-facing website displaying routes, stops, and real-time bus locations • Real-time arrival information for each stop via the website • Integration of the NITS website with Norwalk Transit’s main webpage • A mobile app providing real-time arrival information
• SMS messaging option for real-time arrival updates
• Interface with RIITS for dissemination through Go511
• API access for third-party platforms such as Google Maps and GoLA to share real-time data Example of NITS Conceptual Design:

Example of a Modern CAD User Interface for Ad hoc Creation of Detours and a Business Intelligence Reporting Tool Interface:

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A Request for Proposals (RFP No. 18-541) was released on January 5, 2018, to execute and implement the recommendations outlined in the ITS Master Plan. The RFP included a comprehensive scope of work, hardware and software specifications, implementation timeline, testing and acceptance procedures, operational requirements, and provisions for ongoing maintenance of a state-of-the-art Intelligent Transportation System (ITS) for NTS’s fixed-route services.

Proposals were due on March 1, 2018, and three (3) proposals were received. Each firm’s proposal was evaluated based on minimum qualification criteria, as well as experience, technical capabilities, project management approach, methodology, staff qualifications, and cost. Following the initial evaluation, two firms were determined to be within the competitive range based on the strength of their written proposals and pricing.

To further assess the proposed technologies, NTS staff conducted site visits to transit agencies currently using the vendors’ systems. These visits allowed staff to observe the technology in operation and engage in discussions with agency personnel regarding system performance and effectiveness. In addition, NTS collected references from other clients for both vendors. Best and Final Offers (BAFOs) and responses to followup questions were then requested to complete the evaluation process and identify the highest-ranked proposer.

On November 20, 2018, the Norwalk City Council approved the selection of Avail Technologies, Inc. (Avail) based on their proven track record of successful ITS implementations, strong customer support, a 12-month project timeline, and competitive pricing. At the time of selection, Avail’s technology had been successfully deployed at over 50 transit agencies. The ITS solution provided by Avail included an integrated suite of tools such as Automatic Vehicle Location (AVL), Computer-Aided Dispatch (CAD), Automatic Passenger Counters (APC), Automatic Voice Annunciation (AVA), Vehicle Health Monitoring (VHM), real-time passenger information, and a business intelligence platform for compliance and performance reporting.

Simultaneously, EIGER TechSystems (EIGER) was approved as the Project Manager for the Norwalk Intelligent Transportation System (NITS) project. EIGER was selected from among three comprehensive proposals due to their extensive experience overseeing the implementation of 55 ITS projects similar in scope and complexity to NTS’s initiative. Having previously provided consulting services for the

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development of NTS’s ITS Master Plan, EIGER brought valuable institutional knowledge and continuity to the project, ensuring a smooth transition from planning to implementation.

Example of Computer Aided Dispatch display and use of Automatic Vehicle Location:

Screenshot of myAvail’s Business Intelligence; one stop shop for analysis and reporting:

All project milestones were successfully completed and fully implemented. These milestones included the completion of the Final Design Review, Hosted System Configuration, Factory Acceptance Testing, installation of the Communication and Dispatch Sub-System, Core First Article Testing, onboard equipment installations, system rollout and adoption, development of the public-facing webpage and Interactive Voice Response (IVR) system, generation of APC/NTD reports, staff training and delivery of user manuals, implementation of the report generator, System Acceptance Testing, project close-out, and initiation of the warranty period.

As of February 24, 2022, the project reached 100% completion and became fully operational. The implemented system included an integrated suite of technologies such as Automatic Vehicle Location

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(AVL) software, Computer-Aided Dispatch (CAD) software, and an Automated Traveler Information System (ATIS). These components work together to provide accurate, real-time transit information, significantly enhancing operational efficiency and improving the rider experience.

Facility Modifications/Construction in the Past Year and Future Plans Facility Improvements at Norwalk Transportation and Public Services Facility (Phase III) Phase III of NTS’ Transportation/Public Services Facility Improvements Project will include improvements to Operations, Vehicle Maintenance and Administration. Project funding in the form of federal funds, Prop A Local Return and use of Transit Reserves have been secured in NTS’ 2019, 2021, 2022 & 2023 FTA grants. Phase III of the Facility will include architectural and tenant improvements to the Operations and Maintenance occupying on the first floor and site; and Administration situated on the third floor.

Identification of the Needs and Recommendations are as follows:

A. Operations
1) Dispatch – Minor improvements to the transaction window. 2) TOS – Current space has three workstations. Need larger space to accommodate six Transit Operations Supervisor (TOS) workstations, add a new emergency exit to the outdoors and carve out a small conference room between Training Room and TOS’ office area. 3) Training Room – New furniture and Smart Screen.
4) Offices – Expanding the Operations Manager office and a new Safety and Training Office.

Providing sound proofing between coach operator breakroom and offices.

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B. Maintenance
1) Improvements to Fleet Maintenance Supervisor’s Office and Lead Mechanic’s office to allow for space and functionality.
2) Construct a dedicated office for the Vehicle Maintenance Storekeeper. 2) Bus Wash access and drainage improvements - Equipment Service Helpers have difficulty aligning buses at entrance to avoid scraping low body work. The entrance has a slip plate and steel rollers as guides. Area in front of entrance is flooding. The recommendation is to reduce

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the angle of the steel guide rail/rollers, replace steel slip plate, and extend area to rollers. Install trench drain(s) to capture water run-off from bus wash. 3) Civic Center gate – Replacing the troublesome curved gate. The Civic Center Gate is the south entrance to the maintenance yard. The 30’ wide, 6’-6” high steel gate is curved, matching the cul-de-sac configuration. The gate is heavy -- a steel gate with patterned art cutouts. As a result, the gate frequently comes off the track shutting down operations and requiring a fork lift to lift the gate back in place. As a result, the gate is only closed once a day, jeopardizing security. The recommendation is to replace the current curving gate with a straight gate, similar to the east gate, with the gate sliding into a “pocket”. The gate will require a level track, additional vertical steel fencing, and a reconfigured trench drain to capture yard run-off. A simple steel gate with vertical bars (without the artful steel patterns to reduce the overall weight) is recommended.

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C. Administration
1) Swapping the Copy Room with existing office space (formerly used for storage), providing a more secured office space for the staff person in charge of personnel and other sensitive information. The current space is not conducive to having in-person discussions or taking calls that require a higher level of confidentiality given the sensitive nature of various issues.

Confidentiality is critical for instances involving workplace investigations, performance evaluations and disciplinary actions.
2) Lobby Customer Service – Adding an overhead
storage cabinet for the office and replacing the
cracked terrazzo flooring.

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D. Facility Parking
1) Employee Parking – To improve pedestrian safety, adding a lower barrier face at the parking perimeter to deter transit patrons from crossing the employee lot unsafely.

The next steps in the project included the release of RFP No. 23-697 for architectural design, engineering services, and the preparation of final construction drawings. The RFP was scheduled for release on October 7, 2022, with a Pre-Proposal Conference held on October 17, 2022, and proposals due by December 1, 2022.

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An estimated timeline of 6 to 8 months was projected for the preparation and review of design submittals.

Following the completion of the design phase, solicitations for Construction Management and a General Contractor were planned to proceed. The construction phase was estimated to take approximately 10 months, depending on the phasing of activities and the complexity of project components.

Based on the current pipeline of secured funding, the project focused on three (3) primary areas:

1. Building Interior Tenant Improvements – including upgrades to Administration, Operations, and Vehicle Maintenance areas

2. Civic Center Curved Gate – enhancing the facility’s exterior and public-facing presence

3. Customer Service Lobby HVAC System – replacing or upgrading the heating, ventilation, and air conditioning system to improve comfort and energy efficiency General description of the project’s design elements are as follows:

Building Interior Tenant Improvements
1) Transit Administration Division - Relocating the Supply/Copier room (Room 303) to existing office (Room 306) on east side of the 3rd floor. Expand the Transit Administrative Officer’s office by building out the former Supply/Copier room. Add a new office for HR/Payroll Technician (Room 303) situated next to Transit Administrative Officer’s office 2) Transit Operations Division - Relocating the coach operator’s locker room to the west side of the building as a new addition. Add a new transaction window/counter, new exit door to the Dispatch office. Add new small TOS Conference room, expand the TOS offices into the former locker room to accommodate six (6) TOS workstations, and new partition wall in the Training room.
3) Transit Operations Manager Office – Space enlargement by moving the separating wall from the next office, several feet over. Office doors will be adjusted, as well as ceilings, lighting and air conditioning diffusers to accommodate the new wall layout. The wall backed up to the nearby vending machines will be improved for sound privacy.
4) Fleet Maintenance Division – Addition of one office (Storekeeper) to the part’s storeroom.

Customer Service Lobby
1) Installation of a dedicated HVAC and exhaust system to improve and control room temperature along with overhead cabinets with flipper doors main Lobby and Transit Administrative Specialists’ office.

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Civic Center Curve Gate
1) Replacement of the Civic Center Curve Gate located at the south entrance to the maintenance yard with a new straight gate. The gate is curved to match the cul-de-sac configuration. New gate should to have remote security gate opening from bus or vehicle or post mounted keypad.

Recently, additional changes to scope have been added to allow for:
1) Reconfiguration of office layout for Customer Service, Vehicle Maintenance Storekeeper’s Office, Dispatch Area to accommodate 7 supervisors and Locker Room for Bus Operators.

RFP No. 24-731 was released on September 1, 2023, for Professional Services for Project Management, Design and Engineering Services, Construction Management, and Inspection Services for Norwalk Transit System. Proposals were due on Monday, October 2, 2023, at 11:00 a.m.

Interviews with shortlisted firms were conducted during the week of October 9, 2023, and a recommendation for contract award was tentatively scheduled for City Council approval on Tuesday, November 17, 2023.

The Scope of Services included comprehensive Project Management, Construction Management, and Inspection Services, with representative tasks such as:

The Consultant will be responsible in reviewing construction drawings and cost estimates from NTS’ A&E firm.

Review construction schedule, including activity sequences and duration, schedule of submittals and delivery schedule of long lead materials and equipment. Review contractor’s updates and revisions as may be required to reflect actual progress of work.

Schedule and conduct progress meetings to discuss contract issues, procedures, progress, problems, Construction Change Orders (CCO), submittals, request for information (RFIs), deficiencies and schedules.

Audit and process certified payrolls. Establish procedures and monitor contractor compliance with federal and state prevailing wage regulations and requirements Inspect construction activities to ensure projects are constructed in accordance with the approved construction documents (including, but not limited to plans, specifications, as-built drawings, reports, etc.).

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Prepare and maintain daily Inspection Reports showing site and weather conditions; traffic control measures taken by contractors; labor (record headcount of prime contractor and subcontractors/vendors), equipment and materials used; quantity of work performed; and major incidents/safety violations. Daily Inspection Reports shall be submitted to City upon project completion.

Monitor contractors’ utility coordination to minimize utility conflict delays and potential need for utility relocations. Report potential conflicts to utilities, and advise them to relocate or remove conflicting utilities and report outcome to City.

Monitor compliance with the City’s National Pollutant Discharge Elimination System (NPDES) Permits and requirements. Monitor compliance with all other local, state, and federal laws and regulations.

Additionally, IFB No. 25-777 was released on July 18, 2024, for Construction for Transit Facility Tenant Improvement Project (CIP #7865). In shortly, Scope of Work encompassed interior and exterior modifications at the Transportation/Public Services Facility. Interior modifications includes relocation of bus operator locker room, remodel Dispatch Suite to accommodate vestibule with transaction window/counter, additional Supervisor workstations, creation of a small supervisor conference room, restructure Operations Manager/Administration Assistant Offices, expand Mechanic’s locker room, create Storekeeper’s office, remodel Customer Service Lobby with new dedicated Heating, Ventilation, and Air Conditioning (HVAC) System, relocate Supply/Copier Room, restructure Transit Admin. Officer’s office, and relocate HR Payroll Technician’s Office. The exterior modifications include new entry gate and fencing at the Civic Center entrance. Proposals were due on Friday, September 6, 2024, at 11:00 a.m.

An award was made on November 19, 2024, to Tovey Shultz Construction, Inc. in the amount of $2,457,379, with an additional 10% contingency allocated for unforeseen conditions and change orders.

A Pre-Construction Kick-Off Meeting was held on Monday, January 27, 2025, to review project scope, schedule, safety protocols, and coordination procedures. Following this meeting, a Notice to Proceed (NTP) was issued for Tuesday, February 25, 2025, officially authorizing the commencement of construction activities.

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As of the current reporting period, construction progress is well underway. While significant strides have been made, the project team has encountered several challenges, which are summarized below:
1) Unforeseen Site Conditions
During initial demolition and excavation, issues requiring repair and relocation (i.e. mold damage, multiple non-working roof drains, relocation of vents, etc.) were discovered, requiring design adjustments and coordination with engineering consultants. 2) Material Lead Times and Supply Chain Delays
Several key materials, including HVAC components and custom cabinetry, experienced extended lead times due to ongoing supply chain disruptions, impacting the original construction schedule.
3) Coordination with Ongoing Operations
Construction activities had to be carefully phased to minimize disruption to daily transit operations and staff access, particularly in shared areas such as the Customer Service Lobby and administrative offices.
4) Design Clarifications and Revision
Field conditions required clarification of certain design elements, including roof drains, storm drains, low voltage power supply, etc. resulting in minor change orders and coordination meetings with the architect and engineering team.
5) Weather Impacts
Inclement weather during the early stages of exterior work, including bus driver locker rooms, fencing and gate installation, temporarily delayed progress and required schedule adjustments. 6) Subcontractor Availability
Limited availability of specialized subcontractors, required adjustments to the construction sequencing and resource planning.

Below are progress photos from construction progress to date:

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Bus Shelter Replacement Projects
Solar Light/ATI Improvements for Route #4
A few bus stops to illustrate need for ambient lighting:

Staff secured funding in the amount of $469,860 via a 2020 FTA Grant (# CA-2021-086) for the replacement of 195 Bus Stop Beacons and installation of 64 automatic travelers information digital signs on Route #4. This improvement will provide patrons with live bus arrival information at the bus stops which will provide a better transportation experience and enhance customer satisfaction. Both the digital signs and beacons are pre-manufactured, therefore there will be no long lead times for production.

ATI Improvements for Route #1
Additionally, staff secured funding in the amount of $220,923 via 2022 FTA Grant (# CA-2022-168) and $55,231 via 2023 FTA Grant (# CA-2023-124) to support the acquisition/installation of 45 automatic travelers information digital signs on Route #1 to include hardware/installation and spare signage. These bus improvements will comply with the Americans with Disabilities Act (ADA) requirements and will be constructed in compliance with ADAAG (36 CFR Part 1191), 49 CFR Part 37.

Automatic Travelers Information Digital Signs:

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Features and benefits include:

Remote software upgrades;
Reliable communication with cellular networks;
Passengers will be provided up to date information;
Visually and audibly ADA compliant;
Hardware watchdog timer with automatic and/or manual reset capability; Dynamic display brightness;
Built in audio broadcast capabilities for pre-recorded and real time messages; 1, 2 and 4 line display options.

Tier 2 Improvements for 9 Bus Stops along Route #1, 2, 3 and 5 Lastly, Staff has secured funding in the amount of
$223,519 via a 2020 FTA Grant (# CA-2021-213) to
provide bus stop furnishings and sidewalk/street
improvements for (9) bus stops. By replacing these
stops, all NTS shelters within the city limits would be brought up to the same standards (i.e. Tier 2 amenities; shelter, bench, trash receptacle, solar powered signs,
etc.). These stops are along Routes 1, 2, 3 and 5 and they are not specific to any one corridor. The region is experiencing a steady decline in ridership. Safety and security issues have surfaced as one of the biggest deterrent to using public transit. This project will improve the perception of safety, and provide
improved bus stop amenities, therefore
encouraging the use of public transit.

BUS STOP
ID

ROUTE STREET CROSS STREET
N01019 1 North ALONDRA PIUMA
N01021 1 North ALONDRA STUDEBAKER
N01025 1 North PIONEER ALONDRA
S01071 1 South PIONEER ALONDRA
N02028 2 C. Clockwise STUDEBAKER ALONDRA
N03035 3 North FOSTER BECHARD
E05008 5 East ROSECRANS CLARKDALE
E05013 5 East ROSECRANS I-5 FREEWAY
W05022 5 West ROSECRANS CLARKDALE

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Bus Stop Equity Enhancement Project
Earlier In 2023, NTS was successful in securing capital funds to support its Bus Stop Equity Project to provide equity priority amenities to enhance the safety, comfort, and accessibility at our bus stops for the transit-reliant patrons served by NTS, which has been deemed both a Historically Disadvantaged (HDC) and Low-Income Community (LIC). Currently, within the city limits, NTS has 194 bus stops which range from blade-only stops to Landmark stops. However, only 50 (25.7%) of those stops are equipped with shelters leaving 74.3% of patrons to endure harsh environmental factors which pose health and safety risks. Providing connections to two major rail lines (LA Metro’s Green Line Norwalk Station and Santa Fe Springs/Norwalk MetroLink Station) and two sister agencies (Long Beach Transit and LA Metro) within the City of Norwalk. This project will deliver tangible benefits directly to residents, and NTS’ 1.2M patrons in the areas of safety, enhancements to protect from environmental extremes, and transportation equity.

Through the implementation of The Bus Stop Equity Project, NTS will alleviate our transit-reliant patrons of the drastic climate changes our region has experienced by providing equitable amenities such as shelters equipped with solar panels to provide ample lighting to assure patron safety while waiting at stops, seating, adequate lighting to enhance safety, and real-time information to provide patrons with accurate wait times to improve the patrons quality of life. Providing these equitable amenities will enable existing and future customers to plan their trips with ease and board and transfer to and from routes seamlessly. These improvements will also allow customers to connect to Metro Link Santa Fe Springs/Norwalk Station, Metro’s Green Line Norwalk Station, and various connections to sister agencies such as Long Beach Transit, LA Metro, and various local community circulators, producing safer and more hospitable environment thus, encouraging ridership in our region.

As such, the following funds were awarded to NTS:
• Secured FTA Grant Funds $1,055,365 under FY23 FTA Bus and Low and No Emission Program in support of Bus Stop Equity Enhancement Project.
• Secured FTA Grant Funds $1,512,292 under FY24’s Capital Discretionary Funding in support of Bus Stop Equity Enhancement Project.

Noteworthy to mention is while NTS did not receive funding, its Bus Stop Equity Project was supported by Congresswoman Linda Sanchez for Community Project Appropriations in the amount of $850,000.

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Norwalk Transit System (NTS) released RFP No. 24-731, titled “Professional Services for Project Management, Design and Engineering Services, Construction Management, and Inspection Services for Norwalk Transit System,” with a proposal submission deadline of October 2, 2023. To be considered eligible, all prospective firms were required to submit complete proposals by the stated deadline.

In response, NTS received a total of four (4) proposals from the following firms:

1. Onward Engineering (Onward)

2. MARRS Services, Inc. (MARRS)

3. PSOMAS

4. Virginkar & Associates, Inc. (Virginkar)
NTS staff conducted a thorough evaluation of the proposals based on the criteria outlined in the RFP, which included: firm qualifications, relevant experience, the proposed project team, a detailed work plan, and the overall completeness and responsiveness of each submission.

Following the evaluation, Onward Engineering’s cost proposal for the Bus Stop Equity Project (BSEP) was determined to be fair and reasonable, aligning with prevailing labor rates and industry standards. Based on their qualifications and competitive pricing, Onward was selected as the most responsive and responsible proposer.

On February 21, 2024, the Norwalk City Council approved an agreement with Onward Engineering to provide Project Management, Design Services, Construction Management, and Inspection Services for the BSEP. The contract was awarded in the amount of $500,660, with a performance period extending through December 31, 2026.

Below are samples of draft final designs for Bus Shelters:

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Once the specifications and design details for the bus stop amenities are finalized, procurement will proceed through a formal Invitation for Bids (IFB) process. The Scope of Work will encompass bus stop improvements (i.e. shelters, benches, trash receptacles, kiosks, display panels, poles, blades, etc.) at 166 bus stops. The overall project will be bid as one project; however, construction will be phased such that the City can construct improvements in phases. Phase I will consist of the first 31 bus stops already identified. Succeeding phases will be the remaining 135 bus stops. This will be the most efficient and cost-effective approach to implementing the bus stop improvements. This competitive bidding process will ensure transparency, compliance with procurement regulations, and the selection of qualified vendors to supply and install the approved amenities. The scope of procurement is expected to include items such as shelters, benches, trash receptacles, lighting, and signage, all designed to enhance rider comfort, accessibility, and safety. Release of said IFB is estimated for April/May 2026.

Federal Transit Administration – Transit Asset Management Plan Every agency must develop a transit asset management (TAM) plan if it owns, operates, or manages capital assets used to provide public transportation and receives federal financial assistance under 49 U.S.C. Chapter 53 as a recipient or subrecipient. Each transit provider must designate an Accountable Executive (49 CFR 625.5) to ensure appropriate resources for implementing the agency's TAM plan and the Transit Agency Safety Plan.

Each TAM plan should:
• Outline how people, processes, and tools come together to address asset management policy and goals
• Provide accountability and visibility for furthering understanding of leveraging asset management practices
• Support planning, budgeting, and communications to internal and external stakeholders Transit asset management involves a set of strategic and systematic processes and practices for managing the performance, risks, and costs of transit assets across their entire lifecycle to deliver service reliably, safely, and cost effectively. Asset management is not just about maintenance, and it is more than technology. To be successful, a comprehensive approach to asset management incorporates the people, processes, technology, data and information, and continual improvement needed to support better management of assets over their entire lifecycle. Particularly for smaller agencies that are

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constantly challenged to do more with less, ensuring that assets are cost-effectively managed to deliver the service needed becomes critical.

NTS’ TAM Plan was developed/completed in September 2018 and officially submitted to FTA on September 21, 2018, reflecting the conditions and maturity of NTS and covers a four-year period through 2021. The plan is based on current asset management best practices, FTA guidance, and locally developed policies that reflect NTS’s practical, cost effective approach to transit asset management. It is the first TAM Plan NTS has developed in accordance with FTA rules effective October 2016. NTS commits to updating its TAM program every four (4) years, in accordance with TAM regulatory requirements.

The NTS’ State of Good Repair (SGR) Database has been created in order to track assets according to TAM reporting and NTD requirements. This asset inventory tracks all NTS vehicles (paratransit, rolling stock, and non-revenue), NTS equipment (over $50,000), and NTS Facilities. The SGR Database will be updated as assets are added to the NTS inventory. The Database should at least be updated on an annual basis. Procedures for updating the database according to the procedures outlined in the report.

The TAM Plan included a minor update in 2020 in order to meet the California regulations (13 CCR § 2023 as amended by the California Air Resources Board in December 2018) requiring that Starting January 1, 2026, twenty-five percent of the total number of new bus purchases in each calendar year must be zero emission buses; and Starting January 1, 2029, all new bus purchases must be zero-emission buses.

NTS updated its TAM Plan in 2022 to include the newly acquired four (4) Zero Electric Buses and accompanying four (4) Electric Charging Stations. The official submittal of NTS’ updated TAM Plan to FTA is October 1, 2022. Since then updates have been completed to account for the additional (5) Zero Electric Buses and accompanying four (4) Electric Charging Stations that were delivered in 2023 and 2025. Finally, updates are required as part of the Annual NTD Report. NTS must report an inventory of all capital assets used in the provision of public transportation, including:

Revenue vehicles (buses, vans, railcars, etc.)
Non-revenue service vehicles
Facilities (administrative, maintenance, and passenger facilities) Rail fixed guideway infrastructure (if applicable)
Each asset must include:

Asset type and sub-type
Quantity

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Year of manufacture or construction
Useful life benchmark (ULB)
Condition assessment (for facilities)
NTS must also report annual performance targets and condition ratings using the FTA’s TERM scale (1 = poor, 5 = excellent):

Rolling stock – % of vehicles that exceed their ULB
Equipment (non-revenue vehicles) – % that exceed ULB
Facilities – % rated below 3.0 on the TERM scale
State of Good Repair
On April 28, 2017 Governor Brown signed SB 1 (Chapter 5, Statutes of 2017), known as the Road Repair and Accountability Act of 2017. Among other things, SB 1 provides approximately $105 million annually to Public Transit agencies in California for funding of eligible transit projects relating to maintenance, rehabilitation of capital assets, and capital acquisition of facilities and equipment. This investment in public transit has been designated as the State of Good Repair (SGR) Program. Funds are distributed on a formula basis to eligible transit agencies, including Norwalk Transit System (NTS). NTS’ share for Fiscal Year (FY) 2019/20 is $145,114, FY 2020/2021 is $89,997, FY 2023/24 IS $100,798 and estimated for FY 2025/26 is $238,532.

Senate Bill 1 (SB 1) provides supplemental funding to public transit agencies through the State Transit Assistance (STA) formula program. For Fiscal Year 2025–26, Norwalk Transit System (NTS) was allocated $634,609 in SB 1 STA funds, which was incorporated into the City’s adopted FY 2025–26 operating budget.

In addition to STA funds, NTS received State of Good Repair (SGR) funding to support capital improvements. Specifically:
• $145,114 and $137,509 in SGR funds were applied toward facility and tenant improvement projects, supporting upgrades to administrative, operational, and maintenance areas. • $100,798 in SGR funds was designated for the acquisition of battery electric bus (BEB) replacement vehicles, aligning with NTS’s zero-emission fleet transition goals. • An additional $167,171 and $238,532 in SGR funding were also allocated to ongoing facility and tenant improvements, with construction activities currently in progress.

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The $634,609 in STA supplemental funding will be used to support ongoing transit operations, including fixed-route services and other eligible operational expenses.

In accordance with state requirements, eligible recipients must adopt a resolution by their governing body to approve the use of STA and SGR funds. Resolution No. 19-46, adopted by the Norwalk City Council, provides the necessary authorization for the use of these funds for FY 2019–20 and subsequent years.

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Projects of Regional Significance
California High Speed Rail
The California High-Speed Rail Authority (Authority) is responsible for planning, designing, building and operation of the first high-speed rail system in the nation. It is projected to connect the Anaheim Regional Transportation Intermodal Center in Anaheim and Union Station in Downtown Los Angeles with the Salesforce Transit Center in San Francisco via the Central Valley, providing a one-seat ride between Union Station and San Francisco in 2 hours and 40 minutes. Expected in 2033, the system will run from San Francisco to the Los Angeles basin. The system will eventually extend to Sacramento and San Diego, totaling 800 miles with up to 24 stations. In addition, the Authority is working with regional partners to implement a statewide rail modernization plan that will invest billions of dollars in local and regional rail lines to meet the state’s 21st century transportation needs. The Authority has secured approximately one-third of the funds needed to complete the current estimated cost of the system13:

In 2008, Californians voted to build electrified highspeed rail by approving Proposition 1A, which provided $9.95 billion for high-speed rail planning
and construction; of this, $9 billion was allocated to
the Authority and $950 million was allocated to
regional and local connectivity projects.

In 2009, one year after the passage of Proposition 1A,
the Authority received $2.5 billion in funds through the American Recovery and Reinvestment Act of 2009 (ARRA).

In 2010, $929 million in additional federal funding was appropriated by Congress from Fiscal Year (FY10) Transportation, Housing and Urban Development funds.

In 2014, the Legislature appropriated 25 percent of the annual proceeds from the Cap-andTrade Program to support the development and construction of the system, providing an ongoing revenue stream.

In 2017, the Legislature extended the Cap-and-Trade Program through 2030. 13 HSR, Capital Costs & Funding, https://hsr.ca.gov/about/capital-costs-funding

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Project progress is as follows:

Northern Extension (San Jose to Merced – ~145 miles)
Status: Fully environmentally cleared.

Construction: Early work underway, including Caltrain electrification upgrades between San Francisco and San Jose (shared corridor).

Key Features:
o Will include Pacheco Pass tunnels, a major engineering challenge. o Will connect Silicon Valley to the Central Valley, enabling a San Francisco to Bakersfield route.

Southern Extension (Bakersfield to Palmdale – ~80 miles) Status: Environmentally cleared.

Challenges:
o Will require tunneling through the Tehachapi Mountains, one of the most complex parts of the project.
o Coordination with freight and commuter rail services is ongoing.

Goal: To connect the Central Valley to Southern California via Palmdale, where it will link with Metrolink and future Brightline West service.

Palmdale to Anaheim (via Burbank and Los Angeles – ~84 miles) Status: Partially cleared (92 miles environmentally approved).

Complexity:
o This segment includes dense urban areas, tunnel work, and shared corridors with existing rail.
o Will require significant coordination with LA Metro, Metrolink, and Union Station upgrades.

Funding & Timeline:
o Still seeking full funding.
o Construction not yet started; planning and design are ongoing.

Project Overview
Total Cost Estimate: ~$64 billion (as of 2025).

Funding Sources:
o State bonds (Prop 1A), federal grants (including new Bipartisan Infrastructure Law funds), and potential private investment.

Ultimate Goal: A 520-mile high-speed rail line from San Francisco to Anaheim, with trains reaching speeds of up to 220 mph.

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Throughout 2022, the U.S. High-Speed Rail Coalition actively urged the California State Legislature to approve the $4.2 billion in voter-approved bond funds for the California High-Speed Rail project, as proposed in Governor Gavin Newsom’s Fiscal Year 2022–2023 Budget. After months of deliberation, state lawmakers approved the release of the $4.2 billion in late 2022, securing critical funding for the project's Initial Operating Segment between Merced, Fresno, and Bakersfield.

In addition to state funding, the project is positioned to benefit from over $2 billion in federal funding through the Bipartisan Infrastructure Law, which allocates significant resources to passenger rail improvements nationwide.

Extending high-speed service to the San Francisco Bay Area and Los Angeles would expand the system to approximately 500 miles, with the total project cost now estimated to reach up to $105 billion, factoring in inflation, tunneling, and urban construction complexities.

The City of Norwalk has been actively participating in planning meetings as the Authority continues its study of high-speed rail routes for the Burbank to Los Angeles and Los Angeles to Anaheim Project Sections. Their goal is to modernize and optimize the existing Los Angeles to Anaheim rail corridor and integrate high-speed rail service into the corridor as well.

Studies are focused on:
• Improving the safety and state of good repair
• Protecting and/or enhancing existing services
• Laying the foundation for the introduction of high-speed rail service A study of existing conditions and access/egress mode shares study was performed at the Norwalk/Santa Fe Springs Station to further evaluate maximization of multi-modal connectivity solutions.

Southern California Association of Governments (SCAG) – Green Line Extension The Southern California Association of Governments (SCAG), in coordination with the Los Angeles County Metropolitan Transportation Authority (Metro) and the Cities of Norwalk and Santa Fe Springs, initiated a planning study to evaluate feasible alternatives for extending the Metro C Line (formerly Green Line) eastward from its current terminus at Norwalk Station to the Norwalk/Santa Fe Springs Metrolink Station, located approximately 2.8 miles away.

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The goal of the study is to determine how this strategic connection can best support Norwalk’s economic, cultural, and quality-of-life priorities, while also delivering regional mobility and economic benefits. Key considerations include whether the extension should be constructed at-grade, elevated, or underground, and whether to include an intermediate station between the existing Norwalk Station and the proposed Metrolink terminus.

Although the study was originally expected to be completed by March 2018, SCAG—working closely with the City of Norwalk—has temporarily paused the Norwalk Green Line Extension Study until further notice. A revised schedule and future updates will be posted on SCAG’s website once available.

Funding for the project is included in Metro’s Measure M Expenditure Plan, approved by Los Angeles County voters in November 2016. The plan allocates $200 million for the C Line Eastern Extension, with funding currently scheduled to become available in Fiscal Year 2046.

Green Line/Metrolink Express Service Connection (BRT)/Green Line Extension NTS’ role as a regional hub is to enhance connectivity between Metro’s Green Line Station and the Norwalk/SFS Metrolink Station by establishing a Bus Rapid Transit (BRT) system which can improve the travel experience by reducing travel times and expanding accessibility to travel destinations throughout Los Angeles County. Metro is currently conducting BRT technical studies on the Vermont and North Hollywood to Pasadena corridors. NTS will seek Metro’s support in evaluating the feasibility of the role that BRT will play within its transit system.

ECO-RAPID Transit
The Eco-Rapid Transit corridor spans approximately 40 miles, stretching from Hollywood Burbank Airport (Bob Hope Airport) through Downtown Los Angeles to Artesia, connecting over 4 million residents to the regional transportation network.

A major component of this corridor is the West Santa Ana Branch (WSAB) Transit Corridor Project, a planned 19.3-mile light rail line currently undergoing environmental and engineering

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review. The project is being led by Metro and is part of the Measure R transit program, with an initial $240 million allocation from Measure R funds.

The WSAB project will be constructed in two phases:
• Phase 1 will extend from Artesia to a new transfer station at the Metro C Line (formerly Green Line), located between Paramount Boulevard and Gardendale Street, near the Downey–South Gate border. This phase is expected to begin construction in 2026, with service projected to begin in the early 2030s.
• Phase 2 will continue the line north to Union Station in Downtown Los Angeles, with completion currently targeted for 2041, pending full funding and environmental clearance.

When fully operational, the line is expected to serve between 70,000 and 80,000 daily riders, significantly improving transit access for Southeast Los Angeles County.

In a major milestone, the Federal Transit Administration (FTA) approved Metro’s request to enter the Project Development phase of the Capital Investment Grants (CIG) Program. This designation allows Metro to continue advancing the project through environmental clearance, engineering, and design, while retaining eligibility for future federal funding. Once the environmental review is complete, the FTA may grant pre-award authority, enabling Metro to incur costs for utility relocation, property acquisition, and final design work necessary to develop a comprehensive cost estimate and financial plan.

The full project is currently slated to open for service by 2041, with phased benefits delivered earlier through the initial segment.

Eco-Rapid Transit consists of 13 members:

City of Artesia
City of Bell
City of Bellflower
City of Bell Gardens
City of Cudahy
City of Downey
City of Glendale
City of Huntington Park
City of Maywood
City of Paramount
City of South Gate
City of Vernon
Burbank-Glendale-Pasadena Airport Authority

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NTS Participation in Coordination Initiatives
Regional Homeland Security and Emergency Management Efforts NTS continues to be active in participating in Homeland Security and Emergency Management policy implementation and practice. NTS staff participates on the Regional On-Board Security Surveillance work group and the Safety and Security committee of the General Managers group. NTS stays in constant communication with fellow transit agencies and the Los Angeles County Sheriff’s Department Transit Services Bureau regarding matters of crime and security affecting public transit in the greater Los Angeles region.

A Baseline Assessment & Security Enhancement (BASE) Review was performed on Tuesday, November 8, 2016 by the U.S. Department of Homeland Security/Transportation Security Administration. The visit consisted of staff interviews, reviews of current security procedures and a tour of the Transportation Facility & Yard, etc. The BASE program is a voluntary security assessment of national mass transit and passenger rail systems and is performed by TSA’s Transportation Security Inspectors. In short, the assessment informs development of risk mitigation priorities and determines TSA allocations or resources. BASE is aimed at meeting the requirements in the 9/11 Commission Act’s security assessment section. This particular assessment section directs TSA to identify critical assets, infrastructure systems and their vulnerabilities as well as assist bus and public transportation authorities to address their security programs. TSA recognizes agencies demonstrating a strong security program with its Gold Standard Award. To date, we are awaiting an official report to include recommendations to enhance NTS’ security and a grading score of current conditions.

Public Transit Agency Safety Plan
In July 2018, the Federal Transit Administration (FTA) published the Public Transportation Agency Safety Plan Final Rule, which requires operators of public transportation systems that receive federal funds under FTA's Urbanized Area Formula Funding program (49 U.S.C. § 5307) to develop safety plans that include the processes and procedures to implement Safety Management Systems (SMS). Its purpose is to improve public transportation safety by guiding transit agencies to more effectively and proactively manage safety risks in their systems.

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On July 19, 2018, FTA published the Public Transit Agency Safety Plan (PTASP) Rule, 49 U.S.C. §5329, requires transit operators who receive 5307 funding to develop a Safety Plan in accordance with 49 C.F.R. Part 673. Under Part 673, operators of public transportation systems shall develop and certify an agency safety plan rooted in SMS principles and methods. SMS is a comprehensive and proactive approach to managing safety. It helps transit agencies understand their safety risk, identify effective ways to manage that risk, and monitor and measure safety performance to drive continuous improvements to safety.

Originally, the compliance deadline for the PTASP regulation was July 20, 2020. However, given the operational challenges presented by COVID-19, FTA extended the compliance deadline to December 31, 2020. Moreover, FTA issued a second extension pushing the PTASP compliance deadline to July 20, 2021. To comply with the FTA’s requirement, NTS secured technical consulting services to develop NTS’s PTASP. The PTASP was submitted to FTA for voluntary review on March 2, 2020. On March 17, 2020, FTA completed the review with some minor recommendations which were incorporated into the final PTASP. NTS obtained authorization from City Council to submit the PTASP to FTA on June 16, 2020. As such, NTS submitted said plan on July 8, 2020. In brief, the PTASP will covered the following elements:

Transit Agency Information
Plan Development, Approvals and
Certifications
Safety Performance Targets
Safety Management Policy Statement
Safety Risk Management
Safety Assurance
Safety Promotion
Emergencies
External Service Provider
Comprehensive List of Policies
Comprehensive List of Trainings
Moving forward the plan must be updated and certified by the transit agency annually.

More recently, on November 15, 2021, President Biden signed into law the Bipartisan Infrastructure Law, which amends the FTA PTASP to require transit agencies establish a Safety Committee. NTS must establish a Safety Committee in keeping with the following requirements:

Safety Committee must be established using a joint labor-management process; Safety Committee must be comprised of an equal number of frontline representatives (selected by the labor union) and management representatives;

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Union representation must reflect a plurality of the NTS frontline workforce; Safety Committee must be established by July 31, 2022.

As such, the Safety Committee has been established with its first meeting to have taken place on November 8, 2022. Discussions items included Accident Review Board, Safety Plan, Facility Gate, Customer Comments, Safety Risk Management, Safety Assurance, Safety Promotion, Verification of Transit Training, etc. The PTASP was distributed and the committee reviewed the plan and provided feedback. The committee which is made up of members from management and labor needed to sign off on acceptance of the plan to move in forward to be approved by the City. The plan was approved by City Council on December 6, 2022.

Most recently, in early 2025, FTA issued final amendments to the PTASP regulation (49 CFR Part 673), aimed at strengthening safety oversight and improving implementation consistency across transit agencies. Key changes include:
• Expanded Applicability: Agencies operating fewer than 100 vehicles in peak service (previously exempt under certain conditions) must now develop full safety plans, though simplified templates are available.
• Enhanced Safety Risk Management (SRM): Agencies must now document and track mitigation effectiveness more rigorously, including quantitative performance metrics. • Employee Reporting Programs: Transit agencies are required to formalize and promote employee safety reporting programs, with protections against retaliation. • Equity and Safety: New guidance encourages agencies to consider equity impacts in safety risk assessments, especially in underserved communities.

Norwalk Transit System has completed its annual review of the PTASP for the calendar years 2023, 2024, and 2025. After thorough evaluation, it was determined that no updates or revisions were necessary for these years. Consequently, the PTASP document remains unchanged since its original adoption on December 6, 2022. As per the regulatory guidance, since no modifications were required, there was no need for re-approval or re-signing of the PTASP. This ensures that our safety plan continues to meet all regulatory requirements and standards without any alterations.

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Transportation Planning and Development
Transit-Oriented Development
Transit Oriented Development (TOD) is the fast growing trend in creating vibrant, livable, sustainable communities. TOD has been defined in a number of different ways but the California Department of Transportation’s (Caltrans) TOD Advisory Committee developed the following: “Transit-Oriented Development is moderate to higher density development located within an easy walk of a major transit stop. It generally includes a mix of residential, employment, and shopping opportunities designed for pedestrians, without excluding the auto.

TOD can be a single building, several
buildings, or the redevelopment of
existing buildings whose design and
orientation facilitate transit use.”14
As California continues to attract new
residents each year, the number of onroad vehicle miles travelled increases as well contributing to congestion. This number has increased by 55% from approximately 306 billion miles in 2000 to 475 billion miles by 2020; the number of on-road vehicles is projected to reach 35 million in 2020 from 23 million in 200015. Hence, California’s ability to manage this growth will determine the quality of its environment and quality of life for its residents. Therefore, TOD is an imperative strategy that can help manage this growth by focusing on compact growth around transit stops by creating mixed-use, denser and walkable “transit villages”.

Pursuant to review by the Norwalk City Council, the NTS’ Transit-Oriented Development Program will consists of four elements: (a) station area planning; (b) joint development; (c) development review; and (d) outreach, research and education. While this program is still in its infancy, it is envisioned as a strong partnership with the local Norwalk community and surrounding cities to find innovative ways of promoting land uses that support more effective utilization of NTS’ transportation system as a regional hub. NTS plans to continue its commitment to TOD and will work with cities, county, developers and other interested parties in this regard.
14 Caltrans Statewide TOD Study, http://www.dot.ca.gov/hq/MassTrans/Docs-Pdfs/TOD-Study-Final-Rpt.pdf, 2001 15 Department of Transportation, Division of Transportation System Information, California Vehicle Stock, Travel and Fuel Forecast (MVSTAFF), November 2001.

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Benefits of Transit Oriented Development16:

Goals of Transit Oriented
Development: Environmental Goals
Economic Goals Social/Cultural Goals
• Mitigate Climate Change • Local Prosperity • Accessibility & Mobility • Resource Conservation • Fiscal Sustainability • Affordable Housing • Improve Air Quality • Clustering/Business Niches • Diversity & Integration • Improve Water Quality • Housing Diversity • Safety & Security • Open Space Preservation
More recently, the City of Norwalk is pursuing an opportunity to rehabilitate a state property located on Bloomfield Avenue, by transforming it to a Transit Village for Norwalk. The proposed transit-oriented eco community project would bring new affordable housing units, commercial spaces and green community spaces to the City of Norwalk.

The property is located on Bloomfield Avenue between Imperial and Rosecrans. It currently houses the former Youth Correctional Facility, which is no longer in use. The Transit-Oriented Residential District includes the large triangle of property bounded by Imperial Highway, Pioneer Blvd., and Firestone Blvd., and the corresponding properties on the south side of Firestone Blvd. back to the railroad right-of-way.

This area allows for bus transit access via Imperial Highway to both the Metrolink train station and the 16 TOD Institute, http://www.tod.org/, HNTB Companies, 2016

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Metro Green Line. The conceptual plan for the Norwalk Transit Village involves transforming a 32-acre former youth prison site at 13200 Bloomfield Avenue into a mixed-use, transit-oriented community. The project includes demolishing existing structures and developing a community with up to 770 residential units (40% of which must be affordable), a commercial center with a 150-key hotel and retail/restaurant space, and new open spaces like parks and trails. This plan, approved by the City Council in January 2025, aims to increase housing options and create a vibrant neighborhood connected to the nearby Metrolink station.

Project components
Residential: Up to 770 residential units, including a mix of market-rate and affordable apartments and townhomes.

Commercial: A neighborhood commercial center with approximately 66,600 square feet of commercial space, including a 150-room hotel, restaurants, and other retail.

Open Space: Over three acres of open space, including a 1.56-acre central park, linear parks, and other public and private green areas.

Infrastructure: New utility infrastructure, including water, sewer, and storm drain systems, will be installed.

Connectivity: The development is designed to improve pedestrian and bike paths, connecting to the Metrolink station and Zimmerman Park.

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Micro Transit
Recent declines in public transit ridership are pushing transportation agencies around the country, to pursue on-demand strategies and technology with tech companies to develop dynamic shared ride services.

Namely, leveraging technology through use of smart phones to offer datadriven, pop-up transit services better known as “Microtransit” which could lure back riders lost to popular app-based services, such as Uber and Lyft.

Microtransit is a form of Demand Responsive Transit. This technology enabled transit service offers flexible routing and/or flexible scheduling of minibus vehicles. This service functions like UberPool or LyftLine but with large vans or minibuses instead of sedans and SUVs, using mobile apps and algorithms to match passengers making similar trips in a single vehicle. Microtransit providers use instant exchange of information, enabling an extra real-time matching of demand (trip) and supply (driven vehicle) on top of an in-advance matching, which extends the accessibility of the transit service. Possible pick-up/dropoff stops are usually pre-defined to allow better routes' optimization. Conceptually, it fits somewhere between private individual transportation (cars or taxicabs) and public mass transit (buses). *Please see pgs. 45-46 for current developments

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Active Transportation
Micro Mobility
Micro Mobility refers to the use of electronic scooters and bikes to travel shorter distances around cities, often to or from another mode of transportation (bus, train, or car). Users typically rent such a scooter or bike for a short period of time using an app.

NTS is looking to increase Micro Mobility via bikes and electric bikes choices for Norwalk residents and commuters. NTS staff and consultant are evaluating the potential of implementing new travel options in the City. Bikeshare is a service in which bicycles are made available for shared use to individuals on a short term basis for a price or for free. Some bike share systems allow people to borrow a bike from a "dock" and return it at a later time. Docks are special bike racks that keep bikes locked and in place, and only releases them by computer control. Bike users enter payment information, and the computer unlocks a bike. The user returns the bike by placing it in the original dock, or in some cases another open dock at a different location.

As a means to fully assess the potential for community interest in a bikeshare program, NTS completed a Bikeshare Questionnaire via Monkey Survey with the intent of distribution in January 2020 (see pgs. 114-115). However, the Micro Mobility Project was placed on hold due to the pandemic outbreak of COVID-19 and will remain in flux depending on changing conditions. Community responses to the questionnaire when implemented will be tabulated and will assist in planning for new services that may improve travel experience and increase mobility within the City. NTS’ consultant finalized the Bikeshare Plan: Share Use Mobility to include research issues covering ordinances, regulations, safety, liability, estimated costs, funding, etc. which will be used to guide planning and decision making.

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City’s Bicycle Master Plan
The City was awarded a grant in the amount of
$163,780 from the California Department of
Transportation (Caltrans) for the Caltrans Sustainable
Transportation Planning Grant Program – Sustainable
Communities with a Local Match of Measure R funds
in the amount of $21,200. The grant will help develop a Bicycle Master Plan (BMP) to improve connectivity to the local and regional bicycle network and provide safer travel paths for commuters and recreational cyclists alike. The proposed BMP will assess and improve routes to numerous schools and parks, the San Gabriel River Trail connector facilities, and other commercial and recreational locations throughout the City and Region. The BMP will also seek to improve First/Last Mile connectivity to the Norwalk/Santa Fe Springs Transportation Center as well as the Metrolink Green Line Station.

The primary goals of the Bicycle Master Plan are to provide a safe, efficient, and connected network of bicycle facilities that residents and stakeholders can enjoy for a variety of purposes. Co-benefits of the BMP include reducing air pollution, easing congestion, and improving public health. The major deliverable is a BMP that includes goals and objectives, a review of existing conditions and issues, and a prioritized list of proposed projects and programs that have been formed by community and stakeholder input.

A request for proposals for professional engineering services to develop a comprehensive Norwalk BMP was released on December 31, 2019. On May 19, 2020, an award was made to Kittleson & Associates, Inc. as the most advantageous proposals to the City.

Kittelson & Associates, Inc. (Kittelson) will develop a comprehensive Norwalk Bicycle Master Plan based on their competitive proposal and overall detailed work plan including their unique community and stakeholder engagement. Kittelson has conducted the data collection and a review of existing plans to establish the baseline on which the BMP will build the City’s bicycle network. This effort has included:

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Conducting fieldwork to observe conditions at key location in the city (e.g. rail stations, freeway ramps, and busy intersections);
Reaching out to adjacent jurisdictions to obtain their bicycle plans and active transportation plans (County of Los Angeles and cities of Bellflower, Cerritos, Santa Fe Springs, Downey, and Artesia). Also relevant plans from Gateway Cities COG and Metro.

Preparing a memo documenting the current roadway network and conditions throughout the city with an analysis of barriers to bicycle accessibility; Developed and administered an online survey which included an interactive map for people for people to comment on. Distributed paper surveys to stakeholder groups; and
Hosted two virtual community workshops to obtain participants thoughts on general biking conditions and destinations they want to bike to.

Input from the public was obtained through 2 virtual community workshops in February 2021 and April 2021 to help gather feedback to develop the BMP.

During the BMP outreach meetings, the community stakeholders identified a number of barriers relative to placement of bike lanes throughout the City, including streets and intersections believed to be unsafe for bicycle riders. The survey administered also covered a number of issues which will be used to assess interest and willingness of the community to use bicycle facilities. Once the
BMP is concluded the results will be used to
inform decision-making for bike lane
infrastructure and potential bikeshare
program implementation.

On Tuesday, February 15, 2022, the Norwalk
City Council unanimously approved the
adoption of the BMP which will help further
the City’s goal and vision to construct alternative urban pathways and help establish a citywide bicycle network.

NORWA LK TRANSIT SYSTEM
124 SHORT RANGE TRANSIT PLAN 2025 - 2027
The goals and objectives to achieve this vision are as follows:

The updated plan, with support from SCAG and funding from the Active Transportation Program (ATP) is expected to be adopted in 2026, and will:

Reflect current bicycle usage trends and community needs.

Integrate with regional bike networks and first/last mile strategies.

Prioritize equity, safety, and climate resilience.

New and planned bikeways (i.e. striped bike lanes/bike routes) have been added or are in design:

Norwalk Boulevard: Enhanced bike lanes with green paint and buffer zones.

Imperial Highway: Corridor study underway for protected bike lanes.

Firestone Boulevard: Multimodal improvements including bike infrastructure.

The City is exploring Class IV (protected bike lanes) in high-traffic areas.

The plan emphasizes bike access to key transit hubs, including:

Norwalk/Santa Fe Springs Metrolink Station
Norwalk C Line (Green Line) Station

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127 SHORT RANGE TRANSIT PLAN 2025 - 2027
Bike Lockers Program
NTS previously offered bicycle lockers for rent to bus riders at the Norwalk/Santa Fe Springs Metrolink Station, located at 12650 E. Imperial Hwy., Norwalk, CA 90650. Lockers were available on both the west and east sides of the station, with a rental fee of $24.00 for six (6) months, plus a $20.00 refundable security lock deposit.

However, due to a recent increase in break-ins and vandalism, the Bike Locker Program is temporarily on hold while the City evaluates enhanced security measures and potential upgrades to the locker system.

Subsequently, NTS retrofitted the existing bike lockers to make them more secure, but this was unsuccessful in preventing thefts.

Commuters interested in future availability may contact the NTS Customer Service Office by email or phone during regular business hours. Updates will be posted on the City’s website once the program resumes.

A copy of the Bike Locker Agreement and additional information can be found at:
https://www.norwalk.org/city-hall/departments/norwalk-transit-system-nts/bicycle-lockers

NORWA LK TRANSIT SYSTEM
128 SHORT RANGE TRANSIT PLAN 2025 - 2027
The Norwalk Transit System (NTS) has recently secured Federal Transit Administration (FTA) Fiscal Year 2025 Section 5307 1% Associated Transit Improvement funding for its “Bike & Ride Station Project.” This initiative is designed to provide a safe, secure, weather-protected, and long-term indoor bicycle parking facility for commuters who bike to transit.

The Bike & Ride Station will significantly expand secure bicycle parking capacity at the Norwalk/Santa Fe Springs Transportation Center/Metrolink Station, enabling more patrons to use bicycles as a first/last mile solution. This facility will allow commuters to safely store their bicycles and continue their journey via bus or commuter rail. While many residents may not live within biking distance of their workplace, they are often within biking distance of a transit hub—making this project a key link in the regional mobility network. The project also supports the goals outlined in the City of Norwalk’s Bicycle Master Plan, by delivering critical infrastructure that promotes bike-to-transit connectivity.

Once completed, the Bike & Ride Station will offer:

At least 20 secured, fee-based indoor bicycle parking spaces, including bike lockers and rack compartments.

An access-controlled enclosure for registered users only.

Amenities such as a changing room, bike repair stand, air pump, and vending machines. 24-hour CCTV surveillance and full lighting coverage to ensure safety and visibility.

This facility will provide long-term, secure bicycle parking adjacent to transit, encouraging more residents to incorporate cycling into their daily commute. By supporting multimodal transportation, the Bike & Ride Station will
contribute to a more
sustainable, accessible, and
efficient transit system in
Norwalk.

NORWA LK TRANSIT SYSTEM
129 SHORT RANGE TRANSIT PLAN 2025 - 2027

SECTION II
Tables
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NORWA LK TRANSIT SYSTEM
130 SHORT RANGE TRANSIT PLAN 2025 - 2027

NORWA LK TRANSIT SYSTEM
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NORWA LK TRANSIT SYSTEM
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NORWA LK TRANSIT SYSTEM
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SECTION III - APPENDIX
Route Maps
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NTS System Map

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Route 1

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SHORT RANGE TRANSIT PLAN 2025 - 2027
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Route 2

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Route 7
City Council Agenda Report
December 16, 2025
TO: Honorable City Council
FROM: Jesus M. Gomez, City Manager
BY: Allan Perdomo, Director of Recreation and Park Services SUBJECT: APPROVAL TO PREPARE A REQUEST FOR PROPOSAL FOR ATHLETIC NETTING INSTALLATION AT ZIMMERMAN PARK, FIELD #1
Background:

Since 1992, Zimmerman Park has been the site for youth and adult baseball leagues year-round.

In 2023, the Recreation and Park Services Department (RPSD) received multiple reports from a local resident concerning balls landing in their backyard adjacent to the park. Due to these concerns, RPSD personnel have taken the following measures:

1. June 2024 - All bases were moved 10 feet back, which caused the home base plate to be closer to the batter's cage.

2. July 2024 – The infield was temporarily fenced off and field permits were granted for outfield use only.

3. April 2025 - The overhead net above home plate was extended by 1,276 sq. feet by the installation of an athletic netting system. The project cost totaled $18,500.

4. May 2025 – Field #1 reopened for play. City staff directed Youth Sports organizations to be mindful of adjacent homes and only conduct batting practice towards the outfield.

5. November 2025 – Signage was posted at Field #1 to direct players to only aim towards the outfield and away from residential homes.

Installing an athletic netting system is a widely accepted safety measure used in parks adjacent to residential properties. The proposed netting would be strategically located along the first base towards the right outfield boundary, where balls most frequently leave the field of play.

Estimated Implementation Timeline
• RFP | December 17, 2025 – January 14, 2026
• Procurement and Contract Execution | February 2026
• Installation | March 2026*
*Dependent on vendor availability
City Council December 16, 2025
Installation of Athletic Netting at Zimmerman Park Page No. 2 Fiscal Impact:

The cost for this project will be contingent on bid results and will be brought forward for City Council approval and a budget resolution, as this project is not currently included in the Fiscal Year 2025/26 budget. The anticipated cost for this project is $250,000.

Citizens Advised:

N/A
Strategic Plan 2023 Implementation:

N/A
Recommended Action:

Staff recommend City Council authorize preparing a request for proposals for the installation of athletic netting at Zimmerman Park, Field #1.

Attachments:

N/A
City Council Agenda Report
December 16, 2025
TO: Honorable City Council
FROM: Jesus M. Gomez, City Manager
BY: Alex Hamilton, Interim Director of Community Development Albert Mendoza, P.E., Director of Public Services/City Engineer Mario Mera, Engineering Division Manager
Run Chen, P.E., Principal Civil Engineer
Furkan Cetinkale, Associate Engineer
SUBJECT: PROJECT NO. 7876 - REJECTION OF BIDS AND AUTHORIZATION TO RE-BID BUILDING DEMOLITION LOCATED AT 13400 SAN ANTONIO DRIVE
PROJECT, ENGINEER'S REPORT NO. 25-29
Background:

In November 2018, City Council adopted the Economic Development Opportunities Plan that prioritized economic zones across the City. Front Street was selected as Economic Zone No. 6 for its opportunity to support mixed-use commercial, retail and residential use development. To further evaluate the potential for this area, staff engaged the community and prepared the Heart of Norwalk Vision Plan.

On February 7, 2023, City Council approved an Agreement with Primestor Development, LLC granting the exclusive right to exchange City-owned Assessor’s Parcel Number (APNs) 8056- 015-900 and 8056-015-901 for Primestor-owned parcels located at 13400 San Antonio Drive (APNs 8056-015-014 and -016), subject to future entitlement approvals and compliance with the Surplus Land Act.

On December 2, 2025, City Council approved the first reading of the ordinance to establish Specific Plan Area No. 18 (SPA No. 18) and scheduled the ordinance for adoption. A resolution to adopt the Certified Final Environmental Impact Report for SPA No. 18 was also adopted.

As part of the exchange and future redevelopment efforts, the existing building at 13400 San Antonio Drive requires demolition to clear the site. Said demolition will demolish a vacant City Council December 16, 2025
Project No. 7876 – Rejection of Bids
Engineer Report No. 25-29
Page No. 2
dilapidated building that is a public nuisance and help improve the blighted area within the Heart of Norwalk project.

On October 9, 2025, staff advertised Project No. 7876 – Building Demolition at 13400 San Antonio Drive. The scope of work includes demolition of the existing structure, hazardousmaterials abatement, utility disconnections, removal of foundations and slabs, and proper disposal of all associated debris.

On December 2, 2025, the City received seven bids, which were publicly opened. Bids were submitted by:
• Precision Works, Inc.
• Abajian Enterprise
• American Wrecking, Inc.
• AD Improvement, Inc.
• Wreck Age Demolition, Inc.
• Interior Demolition, Inc.
• Unlimited Environmental, Inc.

Standard practice is to conduct A bid analysis which includes checking CA contractor licensing, Department of Industrial Relations registration, state and federal debarment list, reference check, and federal compliance.

None of the bidders were found responsive due to incomplete documentation and failure to meet the minimum qualification and compliance requirements outlined in the bid documents, specifically those associated with Community Development Block Grant (CDBG) funding requirements.

Because no bids met the City’s responsiveness criteria, staff recommend rejecting all bids and re-advertising the project. During the re-bid period, staff will conduct another mandatory pre-bid workshop with the City’s labor-compliance consultant to review all technical requirements related to CDBG compliance, monitoring, and reporting to ensure bidders clearly understand the federal obligations associated with this project.

Fiscal Impact:

N/A
Citizens Advised:

N/A
Strategic Plan 2023 Implementation:

N/A
City Council December 16, 2025
Project No. 7876 – Rejection of Bids
Engineer Report No. 25-29
Page No. 3
Recommended Action:

Staff recommend City Council reject all bids received for Project No. 7876, Building Demolition at 13400 San Antonio Drive Project, and provide authorization for staff to re-bid the project.

Attachments:

N/A
City Council Agenda Report
December 16, 2025
TO: Honorable City Council
FROM: Jesus M. Gomez, City Manager
BY: Allan Perdomo, Director of Recreation and Park Services Sonia Batres, Recreation Superintendent
SUBJECT: CITY-WIDE SECURITY SERVICES AGREEMENT
Background:

The Recreation and Park Services Department, in collaboration with the Public Safety, Community Development, Transit, and Social Service Departments, sought proposals from qualified and licensed security service providers to enhance the current level of security services for facility reservations at the Norwalk Arts and Sports Complex and provide a supplemental City-wide security coverage for city-owned properties and open spaces, City-sponsored special events and permitted special events, as needed.

On October 2, 2025, staff issued a Request for Proposals No. 26-832. Twenty-nine (29) bids were received, and the top 8 bidders were invited for an online interview with City representatives of participating departments. After the initial online interview, 4 bidders were invited to a final inperson interview on December 8, 2025.

After a thorough evaluation, Absolute International Security was selected based on their submitted proposal, qualifications, pricing, interview responses and reference checks. If approved, the agreement term will be one year with the option to extend for two additional years, upon mutual agreement.

Fiscal Impact:

Security fee revenues for facility reservations and special events will be collected by the Recreation and Park Services Department. Supplemental security services will be funded by operating budgets of Recreation and Park Services, Public Safety, and California Youth Authority Project.

City Council December 16, 2025
City-Wide Security Services Agreement Page No. 2
Citizens Advised:

N/A
Strategic Plan 2023 Implementation:

The recommended action will further the City’s Strategic Plan Goal 1: Provide High Quality Customer Service to the Community, Objective 1 – Promote Customer-Focused Culture that Prizes Accessible, Consistent and Predictable Delivery of Service.

Recommended Action:

Staff recommend City Council approve an agreement with Absolute International Security for City-wide security services in an amount not to exceed $250,000 for the term of one year with the option to extend two additional years; and authorize the City Manager to execute the agreement and any amendments provided there is funding in the budget and it is within the City Manager’s signing authority, on behalf of the City, in a form approved by the City Attorney.

Attachments:

Absolute International Security Proposal
S
Business Proposal
City of Norwalk
This proposal includes information and trade secrets that are confidential and proprietary in nature and protected from public dissemination pursuant to the California Public Records Act (“CPRA”). This proposal may not be disseminated, duplicated or disclosed without prompt notification to the oƯeror as required by the CPRA.

Request for Proposal
City-Wide Security Services
(RFP No. 26-832)
To: Recreation Department
Attn: Sonia Batres
Recreation Superintendent
12700 Norwalk Boulevard,
Norwalk, CA 90650
From:

Lucy Lin
President/QM
T: (626) 858-7188
F: (626) 858-2882
Due Date: October 31st, 2025
Absolute International Security, Inc.
5155 Irwindale Ave.

Irwindale, CA 91706
PPO #16302
AIS Proposal for RFP – City of Norwalk RFP No. 26-832 City-Wide Security Services AIS RESPONSE TO RFP NO. 26-832
CPRA EXEMPTIONS & EXCEPTIONS ..........................................................................................................................

SECTION 1 – COVER LETTER ...................................................................................................................................... 1 SECTION 2– EXECUTIVE SUMMARY....................................................................................................................2-14 SECTION 2A – ORGANIZATIONAL STRUCTURE .....................................................................................5-14 INTEGRATED PROJECT MANAGEMENT TEAM (IPMT) ............................................................5-6 KEY PERSONNEL ...........................................................................................................................6-14 ORGANIZATION CHART ................................................................................................ 8 KEY PERSONNELS’ RESUMES .................................................................................9-14 SECTION 3 – SCOPE OF WORK/METHODOLOGY ........................................................................................... 15-40 APPROACH TO SECURITY GUARD SERVICES PROVIDED .................................................................. 15-19 SUMMARY OF SECURITY GUARD SCOPE OF WORK ............................................................ 15-17 SUMMARY OF SECURITY COMPANY SCOPE OF WORK ...................................................... 17-19 SECTION 3A – TRANSITION & STAFFING PLAN .................................................................................... 20-22 PROPOSED TRANSITION PLAN ................................................................................................. 20-21 ASSIGNED OPERATIONS MANAGEMENT & SUPERVISION TEAM ......................................... 21 PROPOSED STAFFING PLAN ........................................................................................................... 22 ADDITIONAL SECURITY SERVICES & STAFFING ...................................................................... 22 SECTION 3B – SUBCONTRACTOR UTILIZATION........................................................................................ 23 SECTION 3C – CLIENT RELATIONS .......................................................................................................... 24-25 APPROACH TO CUSTOMER SERVICE ........................................................................................... 24 ADDRESSING CLIENT CONCERNS ................................................................................................ 24 DAY-TO-DAY INFORMATION & COMMUNICATIONS MATRIX .............................................. 25 EMERGENCY PROCEDURE & RESPONSE PROTOCOLS ............................................................ 25 SECTION 3D – RECRUITING & TRAINING PLAN .................................................................................... 26-32 RECRUITING METHODOLOGY ...................................................................................................... 26 APPLICANT SCREENING PROCESS ............................................................................................... 27 APPLICANT MINIMUM REQUIREMENTS ..................................................................................... 28 SECURITY GUARD(S) MINIMUM REQUIREMENTS................................................. 28 SUPERVISOR(S) MINIMUM REQUIREMENTS ........................................................... 28 ORIENTATION TRAINING .......................................................................................................... 28-29 CONTINUING EDUCATION ............................................................................................................. 30 IN-HOUSE TRAINING CENTER .................................................................................................. 30-31 Table of Contents
AIS Proposal for RFP – City of Norwalk RFP No. 26-832 City-Wide Security Services TRAINING INSTRUCTOR QUALIFICATIONS ............................................................................... 31 TRAINING SERVICES PROVIDED .................................................................................................. 32 SECTION 3E – QUALITY ASSURANCE & TECHNOLOGY ..................................................................... 33-38 ELECTRONICALLY EMPLOYED CHECK-IN & CHECK-OUT SYSTEM .................................... 33 LIGHTHOUSE ................................................................................................................................ 33-36 INDUSTRY-SPECIFIC WORK-FLOW AND EMPLOYEE MANAGEMENT PLATFORM ...... 36-37 ENHANCING SAFETY AND EFFICIENCY WITH SAMSARA DASHCAM SYSTEM ............ 37-38 ENHANCING SECURITY ASSESSMENT UTILIZING DRONE ..................................................... 38 SECTION 3F – UNIFORM & EQUIPMENT .................................................................................................. 38-39 UNIFORMS ......................................................................................................................................... 39 PHOTO IDENTIFICATION ........................................................................................................... 39-40 METAL OR CLOTH BADGE ............................................................................................................. 40 PATROL VEHICLES/GOLD CARTS ................................................................................................. 40 SECTION 4 – REFERENCES .................................................................................................................................... 41-48

1. LIST OF REFERENCES .......................................................................................................................... 41-42 SECTION 4A – SIMILAR EXPERIENCE ..................................................................................................... 42-48 SECURITY SERVICES EXPERIENCES ....................................................................................... 42-47 PUBLIC SAFETY FOR MUNICIPALITIES ............................................................... 42-44 PARKS PATROL SERVICES ..................................................................................... 44-45 METRO/PUBLIC TRANSPORTATION SECURITY SERVICES ............................. 45-46 FIREWATCH SERVICE EXP. FOR GOVT. AND PRIVATE INDUSTRIES ............ 46-47 SERVICE CAPABILITY ..................................................................................................................... 48 SECTION 5 – COST PROPOSAL ............................................................................................................................. 49-53 CITY OF NORWALK (INITIAL FY 2026/2027) ........................................................................................... 49-50 CITY OF NORWALK (OPTIONAL FY 2027/2028) ...................................................................................... 49-50 CITY OF NORWALK (OPTIONAL FY 2028/2029) ...................................................................................... 49-50 COST WORKSHEET SPECS. – UNARMED SECURITY OFFICER WAGE ................ 51 COST WORKSHEET SPECS. –ARMED SECURITY OFFICER WAGE ....................... 52 COST WORKSHEET SPECS. – SUPERVISORS WAGE ............................................... 53 REQUIRED FORMS .................................................................................................................................................. 54-57 ATTACHMENT B – INSURANCE REQUIREMENTS ACKNOWLEDGEMENT .......................................... 55 ATTACHMENT C – CERTIFCATE OF NON-COLLUSION ....................................................................... 56-57 ADDITIONAL INFORMATION ............................................................................................................................... 58-93 PPO LICENSE, FIREARMS TRAINING FAC. LICENSE, & BATON TRAINING FAC. LICENSE ............... 59 VERIFICATION OF LICENSURE...................................................................................................................... 60 INSURANCE CAPABILITY .......................................................................................................................... 61-62 SAMPLE CERTIFICATE OF INSURANCE ....................................................................... 62 SAMPLE EMERGENCY PROCEDURE & RESPONSE DOCUMENT(S) ................................................... 63-72 SAMPLE FORMS & REPORTS ..................................................................................................................... 73-93 AIS Proposal for RFP – City of Norwalk RFP No. 26-832 City-Wide Security Services

CALIFORNIA PUBLIC RECORDS ACT EXEMPTIONS & EXCEPTIONS
Exempt Content & Information:
 Client Lists
 Client Referrals & Recommendations
 Similar Experiences
 Client References
 Client Contact Information
 Customer lists and information that constitutes a customer list are exempt from disclosure.

See Gov. Code § 7920.520; Pub. Contract Code § 10165, § 10506.6, § 10763, § 20101, § 20111.5, § 20209.7, § 20209.26, § 20651.5.

Exempt Content & Information:
 Business Model
 Business Methodology
 Corporate Governance Information
 Corporate Finances Information
 Staffing Plans
 Service Descriptions
 Service History
 Sample Forms/Reports
 Trade secrets, staffing, internal operations and procedures are exempt from disclosure. See Gov. Code § 6254(k) which contains an exemption for trade secrets under California Evidence Code (i.e. Evidence Code § 1060 and Civil Code § 3246 et seq., specifically (d) “Trade secret” means information, including a formula, pattern, compilation, program, device, method, technique, or process, that: (1) derives independent economic value, actual or potential, from not being generally known to the public or to other persons who can obtain economic value from its disclosure or use; and (2) is the subject of efforts that are reasonable under the circumstances to maintain its secrecy.) Exempt Content & Information:
 Pricing Information
 Trade secrets, confidential and proprietary information are exempt from disclosure. See Civil Code § 3426.1(d)(1); Gov. Code § 6254.15, § 7927.500, § 7928.705, § 7927.705, § 7927.605, and § 7922.000.

CPRA Exemptions & Exceptions

CONFIDENTIAL
City of Norwalk, Recreation Department October 31st, 2025 Attn: Ms. Sonia Batres, Recreation Superintendent
12700 Norwalk Boulevard, Norwalk, CA 90650
Subject: Proposal for City-Wide Security Services (RFP No. 26-832) Dear Ms. Batres,
Thank you for the opportunity to introduce the Professional Security Services offered by Absolute International Security, Inc. (AIS). With 17 years of security operations and experience, AIS has established itself as a premier security services operator in the Southern California region for municipal, city, and county government facilities, cultural and event venues, corporate buildings, and critical infrastructure. At AIS, our priority is to assemble the best executive management team in the industry to tailor training, supervision, and response directly to each client’s unique needs. Our Operations Team has over 130 years of combined Law Enforcement, Military, and Private Security experience dedicated to ensuring that we deliver on our promise of exceptional, customized security solutions.

As a leading security services provider in the Southern California region, AIS has successfully catered to a diverse portfolio of clientele including the LA Police Department, LA County Fire Department, LA County Water & Power, and the LA Metro Transit Authority. The experience, focus, and density of our security operations in the Southern California region allows us to provide comprehensive security coverage and versatile resource allocation to fulfill your needs at the lowest costs for you. We combine our offerings of unarmed, armed, and patrol security services with our capabilities provided by our 24-hour Operations Communication Center, in-house BSIS-certified Training Facility, Technological Operations Platforms, and Security Rover team to tailor our solutions to meet client satisfaction at the highest standard of excellence.

As the most experienced and capable WBE, MBE, and DBE private security firm certified by the County of Los Angeles Consumer & Business Affairs currently operating in the greater Los Angeles region, AIS strongly believes in the value that diversity brings to our Company and our Clients. Our team’s fundamental values and diverse perspectives drive our innovation and strengthen our ability to serve you.

STATEMENT 1: AIS confirms that Lucy Lin is authorized to bind the Company.

STATEMENT 2: AIS confirms that we meet all requirements of and do NOT have any exceptions to the RFP.

STATEMENT 3: AIS confirms that we received Addendum No. 1 on 10/21/2025 & Addendum No. 2 on 10/27/2025.

STATEMENT 4: AIS confirms the Proposal & Cost Proposal shall remain valid for 120 days.

STATEMENT 5: AIS will NOT be utilizing subcontractors or subconsultants for this Proposal.

STATEMENT 6: Absolute International Security, Inc. is wholly owned by Absolute Security Intl Corp.

The executive project managers assigned to your project are Mr. David Reynoso and Mr. Bryan Colindres, who are authorized to represent AIS during the evaluation process.

AIS takes great appreciation at this opportunity to serve you and are confident that our security services will exceed your expectations. We look forward to discussing our qualifications, capabilities, and proposal to address your security needs.

By virtue of submission, Lucy Lin declares that all information provided in this Submittal is true and correct.

Absolute International Security, Inc.
5155 Irwindale Ave, Irwindale, CA 91706
PPO License # 16302
T: (626) 858-7188
F: (626) 858-2882
E: [email protected]
Best Regards,
Lucy Lin, President & QM
1 AIS Proposal for RFP – City of Norwalk RFP No. 26-832 City-Wide Security Services Use or disclosure of confidential information contained on this page is subject to the restriction on the CPRA Exemptions & Exceptions page of this proposal.

Absolute International Security (AIS) is a premier security services provider established in California on September 26, 2008 by the current President, Ms. Lucy Lin. We serve a large portfolio of Clientele in the immediate Southern California area, including the greater regions of Los Angeles County, Riverside County, Orange County, and San Bernardino County. Our focus within the region is to provide the strongest and most competitive security solution when it comes to performance as well as to cost. Our clients can expect an unparalleled level of management response, tailored services, and cost savings.

OUR SOUTHERN CALIFORNIA ADVANTAGE
The density of our security service portfolio in the Southern California region is our biggest asset. We provide services to City Halls, Libraries, Transportation Centers, Government Service Facilities, Schools, Parks, Construction Sites, and Critical Infrastructure. We currently employ over 500 highly trained, armed and unarmed security guards in the region alone. Each of our security guards are licensed, trained, and certified, not only to the requirements of their position, but to the maximum compliance level that they are able to attain. Our strong presence in the area and pre-emptive credentialing of our employees allows us to draw from our entire workforce pool to ensure that your site is covered with the quality service you expect.

Executive Summary
Section 2 CONFIDENTIAL
AIS operates one centrally located headquarters and one auxiliary office to reduce the high overhead, operational, and administrative costs that numerous office locations would burden our Clients with.  AIS Headquarters – 5155 Irwindale Ave. Irwindale, CA 91706  AIS Auxiliary Offices – 4255 Tyler Ave. El Monte, CA 91731 Offices and Cost-Efficiency
 Operations Management Team with combined 100+ years of military, police, and security background and experience.
 500+ Licensed, Trained, and Certified Security Guards who serve the Southern California region.  24/7/365 Operations Communications Center staffed with Live In-House Dispatchers.  24/7/365 Field Supervisors and Mobile Rovers able to provide a real-time response to any scenario.  Fully BSIS and BPPE Licensed and Certified In-House Training Facility.  Attendance Team that conducts daily review of Security Guard attendance to ensure proper service fulfillment and accurate Billing.
 Quality Assurance Team that conducts daily Randomized Remote Post & Vehicle Inspections and review of electronically submitted Incident Reports, Daily Activity Reports and Guard Touring.  Recruiting Team that tailors recruiting strategies to ensure that your assigned security guard is the most appropriate and qualified officer to act as a Brand Ambassador representing both you and AIS.  Hands-on, customized Service Transition assistance so your site remains protected and sufficiently staffed at all times.
 GPS-enabled real-time Security Operations Technology Platforms that allow for accurate electronic and remote Workforce management, incident reporting, performance diagnostics, and guard touring tracking capabilities.

Differentiation
2 AIS Proposal for RFP – City of Norwalk RFP No. 26-832 City-Wide Security Services Use or disclosure of confidential information contained on this page is subject to the restriction on the CPRA Exemptions & Exceptions page of this proposal.

BEST-IN-INDUSTRY OPERATIONS MANAGEMENT TEAM
AIS carefully selects its Operations Management Team for extensive depth of security industry experience and ability to expertly and professionally fulfill client needs. Our Team includes former Chiefs of Police, Military Veterans who serve as Department of Defense Military Liaisons, and Security Industry experts who understand how to deploy qualified security personnel efficiently and rapidly, collaborate closely with clients on to best address security concerns, and forecast and preempt potential problems before they arise. No other security provider is willing to make our commitment – we have each member of our Operations Management Team, including our most senior executives, make themselves available for every Client, even if it means reporting in-person to the Client’s site. We understand the importance and necessity of on-site visits to develop a true and accurate risk assessment as every site carries with it a unique set of security needs, risks, and solutions. While our larger competitors will assign a faceless, remote project manager to you, AIS believes that before properly entrusting a security guard to your site, our Operations executives must be able to dedicate their time and effort to accurately assess the safety and responsibilities required for our guards to fulfill a tailored security solution that surpasses expectations. This is why our Client-First service model provides the full roster of our Operations Management Team to you on Day 1 and will always be available as an in-person, on-site resource for you, day or night.

ABSOLUTE SUPPORT
Behind our carefully crafted Operations Management Team, AIS has also built a robust Operations Support Team, specifically structured for our front-line personnel to reliably provide the highest level of service in the industry.

Operations Communication Center – Staffed by live, in-house AIS Dispatchers and never by an outsourced call center, you can rest assured that you will always be able to reach AIS 24 hours a day 7 days a week, regardless of business hours or holidays. Our Dispatchers are able to provide last-minute service adjustments, respond to emergency scenarios from the Client or the guard, and schedule replacement staffing in instances of unexpected call-offs. AIS Dispatchers would also be able to conduct additional custom services requested by the Client, such as providing tailored reports, daily updates, or remote camera monitoring.

Training Center – AIS also provides its Clients with its in-house BSIS and BPPE Licensed and Certified Training Center, operated by AIS Training Center Inc., a wholly owned subsidiary of Absolute Security Intl Corp. This Facility is able to provide training, licensing, and renewal services with in-house Department of Justice & BSIS Certified Training Instructors by offering BSIS approved curriculum, including the 40-hour Guard Card and Baton & Pepper Spray courses.

Quality Assurance – Our Quality Assurance Team ensures that our service meets scope of work requirements set forth by the Client. AIS Quality Assurance specialists have a wealth of digital information available to them through the various tracking, reporting, and analytical data gathered by our Technology platforms. Their priority is to verify the data against site protocol and expectations, Company policy, and industry best practices. Examples include reviewing guard touring checkpoint activity, submitted incident reports, device GPS-enabled geo-location for clockin’s and clock-outs, and vehicle dash camera footage. Additionally, Quality Assurance personnel act as remote Field Supervisors, conducting randomized remote post and vehicle inspections with security guards deployed in the field. These inspections check for a variety of topics and help our Clients by forecasting and addressing potential issues before they arise. “It is also reasonable to expect that the company will conduct business professionally and in a manner which engenders good will and trust. My experience with the management team of AIS has exceeded my expectations with every interaction.”
Los Angeles County Fire Department
3 AIS Proposal for RFP – City of Norwalk RFP No. 26-832 City-Wide Security Services Use or disclosure of confidential information contained on this page is subject to the restriction on the CPRA Exemptions & Exceptions page of this proposal.

Attendance – Our Attendance Team reviews our GPS-enabled real-time Security Operations platform to check for clock-in’s, clock-out’s, open posts, and GPS location & device data for proper fulfillment of Client services. Attendance specialists act as a second layer of verification by manually auditing all flagged potential attendance violations to provide our Clients with the confidence that they are being billed only for actual hours worked. Additionally, reports generated by our Attendance Team are shared with Operations to optimize scheduling efficiency and remedy deficiencies as well as with Accounting for Wage and Hour verification and compliance.

Technology – AIS Technology utilizes a powerful Security Operations platform that is custom built for Security Services Operations. It was designed for the difficulties and challenges of the industry and comes equipped with a suite of tools that help all our Support teams ensure the Client is provided with the most complete fulfillment of services possible. It combines accurate electronic timekeeping and geo-locating data, real-time incident report review, live viewing and tracking of employees in the field, and back-end compliance verification to produce comprehensive data analytics allowing AIS to deliver the highest quality services for the lowest possible price.

CONCLUSION
With over 130 years of combined security services and management experience, and 17 years in business we have embraced the philosophy that by addressing and minimizing common industry problems, we can pass the savings onto our Clients in an affordable, customized, and high-quality security services package. We believe that our proposal will demonstrate to you that AIS is the best partner for the City of Norwalk in its pursuit for the fulfillment of its RFP needs.
“AIS has demonstrated an unwavering dedication to their responsibilities and have gone above and beyond in their efforts to safeguard DPSS facilities, assets, and personnel.” Department of Public Social Services
County of Riverside
Services:
 Armed and Unarmed Security Guards
 Stationary, Foot, and Vehicle Patrols
 Remote Camera Monitoring
 Personal, Dignitary, and VIP Protection
 Loss Prevention
 Security for Workplace Violence
 Security Consulting
 Threat Assessment
 Security and Safety Training
 BSIS Licensing and Renewal
 Crime and Fraud Investigation
 Customized Security Packages
Coverage:
 Government Facilities
 Transportation Hubs
 Logistic Hubs
 School Districts & Schools
 Cultural Centers
 Critical Infrastructure
 Event Centers
 Warehouses
 Banks
 Shopping Centers
 Construction Sites
 Hotels
 Apartments
 Restaurants
 Special Events
Services & Coverage
4 AIS Proposal for RFP – City of Norwalk RFP No. 26-832 City-Wide Security Services Use or disclosure of confidential information contained on this page is subject to the restriction on the CPRA Exemptions & Exceptions page of this proposal.

INTEGRATED PROJECT MANAGEMENT TEAM (IPMT) – CONFIDENTIAL Based on extensive client feedback, AIS determined early on in our history that a major weakness of our security competitors is the limited effective alignment and coordination across departments and stakeholders when it comes to providing quality services. AIS’ integrated project management team (IPMT) is designed to provide the client with the most effective security program by bringing together all the key decision makers into a collaborative team environment to address the most critical points service execution.

Executive Management – AIS’ executives are ultimately
responsible for all core business functions and are the decision makers for corporate strategy, business development, and contract administration. The executive management provides the IPMT with autonomous decision making authority.

Operations – The Operations team is composed of multiple subdivisions including Client Relations, Quality Assurance, Training, Communications, and Administration. The Account Project Manager is the primary Company representative
responsible for maintaining client relations and managing dayto-day service and oversight assets for that client. Quality Assurance provides data review and auditing capabilities and includes live attendance tracking and timekeeping
reconciliation. Training ensures that all assigned security staff are properly trained and certified to carry out their duties, thereby mitigating operational risk in the field. Communications is the central hub of Operations that encompasses Dispatch & Scheduling, responsible for deploying security
resources and providing responses to emergency scenarios in real-time. The Operations Administration component develops post orders and tailored operational protocols with the client as well as administering the functionality of AIS operations & quality control technology platforms. The Operations team provides the IPMT with the necessary operational information and perspectives to make well-informed decisions and is ultimately responsible for service execution and client satisfaction.

Administration – The integral pillar of operational success from the Administration department is Recruiting. AIS Recruiters must be able to efficiently and effectively fill openings with qualified security staff while maintaining low turnover to increase consistency and stability. The Administration team provides the IPMT with the knowledge and experience of selecting the critical human capital that allow all other components to function.

Legal – AIS’ in-house legal team allows us the flexibility to dedicate normally third-party resources to operational and client-focused results. Legal’s Risk Management component proactively forecasts and alleviates on-site accidents and injury claims while Compliance ensures that AIS is always compliant with its legal and contractual obligations, including Organizational Structure
Section 2A CONFIDENTIAL
IPMT
Executive
Strategy &
Development |
Contract
Administration
Operations
Quality Assurance |
Training |
Communications | Administration Administration
Human
Resources |
Recruiting
Legal
Risk
Management |
Compliance
Information
Technology
Helpdesk |
Research &
Development
Finance
Accounting |
Payroll | Billing
IPMT
Account
Project
Manager
Field
Supervisor
Security
Officer
5 AIS Proposal for RFP – City of Norwalk RFP No. 26-832 City-Wide Security Services Use or disclosure of confidential information contained on this page is subject to the restriction on the CPRA Exemptions & Exceptions page of this proposal. auditing security officers to verify licenses & certifications. The Legal team provides the IPMT with confidence that directions taken are always for the mutual benefit of the Client and Company.

Information Technology – AIS’ information technology development capabilities are the core driving force behind the innovations used to deliver the modern security service experience. The IT team is responsible for procuring, maintaining, and developing technology platforms for all department uses, such as our GPS-enabled timekeeping, GPS-enabled reporting, Scheduling and Workforce Management. Software (WMS), Applicant Tracking System (ATS), Payroll Services, and Customer Relationship Management (CRM). The Information Technology team provides the IPMT with the technology resources needed to deploy back-end and front-line solutions to all relevant team members.

Finance – Our proper financial risk controls allow for the effective investment of Company financial resources into improving operational capabilities and client service experience. Additionally, AIS’ in-house payroll and accounting teams provide accurate wage and hour calculations in accordance with all applicable federal, state, and local laws as well as compliance with contractual living wage ordinances. The Finance team provides the IPMT with the financial resources and approvals necessary to implement the proposed decisions made.

KEY PERSONNEL – CONFIDENTIAL
AIS’ Management Team has extensive security industry experience to expertly and professionally fulfill client needs. Our Team includes former Chiefs of Police, Military Veterans who serve as Department of Defense Military Liaisons, and Security Industry experts who understand how to deploy qualified security personnel efficiently and rapidly, collaborate closely with clients on to best address security concerns, and forecast and preempt potential problems before they arise. Our more than 130 years of combined Law Enforcement, Corporate Security, Retail Security, and Airport Police/Security allow us to capably manage over 50 administrative support staff and over 500 security guards.

President and Qualified Manager, Ms. Lucy Lin graduated with an Executive Master of Business Administration degree from Claremont Graduate University. She has 35 years of experience providing private security services and specializes in public entity contracts & cost-effective custom security programs. She oversees the performance of all AIS executives and managers and is directly responsible for business development, strategy, and investments.

In her role, she oversees the performance of all AIS executives and managers, ensuring that business operations align with organizational goals. Additionally, she is directly responsible for driving business development, formulating strategic plans, and guiding investment decisions to fuel the company's growth and long-term success.

Chief of Operations, Mr. David Reynoso has over 30 years of law enforcement experience as a former Chief of Police, Police Captain Operations Division Commander, and SWAT Team Leader overseeing one of the largest police departments in the San Gabriel Valley. He holds a Bachelor of Science degree in Criminal Justice Supervision, a Master’s degree in Organizational Leadership from Chapman University, is a graduate of the FBI National Academy, and currently teaches as an adjunct professor at local colleges such as the Rio Hondo Police Academy.

Mr. Reynoso proudly served in the United States Marine Corps for over four years prior to starting his career in local Law Enforcement. As Chief of Operations at AIS, Chief Reynoso directly oversees all aspects of the Company’s Operations, including oversight of Operations managers and supervisors, implementation of Operations-related policy, procedures, & controls, and overall direction & culture of the Operations team to ensure AIS’ continued success as one of the premiere security firms in Southern California. Additionally, Mr. Reynoso will be the primary executive level contact assigned for this contract and will ensure its successful transition, implementation, and completion.

Executive of Operations and Training, Mr. Bryan Colindres is responsible for the oversight of AIS’s Training Center, maintenance of the Training Center’s licenses, certifications, and funding resources, and development of Training curriculums, procedures, and student experience. He has previously been employed by Orange Unified School District as a Criminal Justice Instructor and Los Angeles World Airports Police Department & Los Angeles 6 AIS Proposal for RFP – City of Norwalk RFP No. 26-832 City-Wide Security Services Use or disclosure of confidential information contained on this page is subject to the restriction on the CPRA Exemptions & Exceptions page of this proposal.

Police Department as a FTO (Field Training Officer). His training experience includes the Commission of Peace Officer Standards and Training (P.O.S.T.) Courses and Active Shooter Emergency Response Training certified by the LSU NCBRT & Department of Justice, as well as Guard Card, Baton, Pepper Spray, CPR, and Exposed Weapon Permits certified by BSIS. Mr. Colindres’ extensive background ensures that our security staff in the field are welltrained and well-equipped through onboarding orientation programs, required training courses, and routine field refresher trainings to best fulfill the security needs of our clients. Mr. Colindres will also be the primary executive level contract assigned for this contract and will ensure its successful transition, implementation, and completion.

Regional Operations Manager, Mr. Deandre Gregory is responsible for the regional day-to-day operations of his assigned service area, as well as managing various projects & accounts. Mr. Gregory’s experience provides him with a unique perspective for managing AIS’ security services, providing support for front-line & back-end Operations staff, ensuring contract services meet expectations, coordinating additional needs & concerns, and fostering client relations. Mr. Gregory's leadership and strategic approach to operations ensures the smooth execution of services while continuously improving operational efficiency and client satisfaction across the region.

Mr. Gregory will also be the primary executive level contact assigned for this contract and will ensure its successful transition, implementation, and completion.

Director of Human Resources, Ms. Jeanette Ayala has over 20 years of human resources management, business management and teaching experience. Prior to joining AIS, she has held senior positions of responsibility for Business Management, Human Resources, and Staffing for several non-profit and for-profit organizations. She has a Doctorate degree in Organizational Leadership from Brandman University as well as Master’s degrees in Business Administration (MBA) and in Human Resources Management. As the Director of Human Resources, her main function for the client would be her oversight and responsibility for AIS’ Recruiting Department, where it is necessary to execute best practices to hire the most promising and highly qualified talent for staffing our service locations as well as pre-vet and pre-qualify candidates for our Rover program.

Director of Compliance, Mr. Rogelio Flores is responsible for overseeing AIS’s robust internal compliance controls program. He has over 35 years of security industry experience and has held multiple executive administrative and operational security positions throughout his career. He has been certified by Los Angeles Fire Department’s Community Emergency Response Team and their Urban Search and Rescue Team in addition to his certifications for Texas A&M Engineering Extension Service (TEEX) Weapons of Mass Destruction. Prior to joining AIS, he served on the security committee at the Los Angeles Union Station where he evaluated the security threats of LA rail systems and was a member of the National Association of Chiefs of Police (NAOCOP) and the Overseas Security Advisory Council (OSAC). Mr. Flores has extensive knowledge on how to properly vet, qualify, and certify our security force to properly fulfill all requirements of contract & operational compliance. Additionally, Mr. Flores will be the primary contact assigned for this contract for client audit purposes and will ensure AIS meets and passes all vendor audit requirements, metrics, and goals.

Recruiting Manager, Mr. Daniel Rivas has over 15 years of leadership in Talent Acquisition and more than a decade in Operations Management. Mr. Rivas brings a strategic, people-first approach to building high performance teams and scalable Recruiting systems. He has extensive insight into regional workforce dynamics and a proven track record of delivering top-tier talent to organizations across 11 states. Mr. Rivas specializes in recruitment strategies with business objectives, leading initiatives in workforce planning, employer branding, and executive search across diverse industries. His accomplished history working with a multitude of leading Applicant Tracking Systems (ATS), leveraging technology to streamline hiring processes, enhancing the candidate experience, and making data-driven decisions makes him a perfect fit to reliably and professionally recruit talent for Absolute Security’s rigorous expectations and standards. His operational expertise has fueled AIS’ process optimization, cross-functional collaboration, and sustainable growth. *Please refer to the Organizational Chart and Personnel Resumes on the following pages for additional information. 7 KƌŐĂŶŝnjĂƚŝŽŶŚĂƌƚ
8 DAVID R. REYNOSO
5155 Irwindale Ave., Irwindale CA 91706
Phone: (626) 705-7598 | Email: [email protected]

PROFESSIONAL EXPERIENCE
Chief of Operations – Absolute International Security, director of all operations and training (12/2021– Present)
Police and Security Practices Expert Review and Testimony – Provide review, report preparation and court testimony (12/2021–Present)
Adjunct Staff Rio Hondo College/Police Academy Instructor (01/2016–Present) Chief of Police – City of El Monte Police Department, coordinate and direct all police operations and personnel (04/2015–12/2021)
Police Captain Operations Division Commander – Baldwin Park Police Department, commanding officer of all operations bureaus and personnel (12/2013–04/2015) Police Lieutenant Watch Commander – Baldwin Park Police Department, managed two patrol shifts, responsible for the approval of all shift police reports and supervision of police sergeants and officers (07/2013–12/2013)
Police Lieutenant Support Services Commander – Baldwin Park Police Department, overall administrative command of support services bureau, to include general investigations, special investigations, gang enforcement, records and dispatch management (03/2011–07/2013)

ADDITIONAL QUALIFICATIONS
Adjunct Staff Westwood College (01/2012–04/2015)
Bureau of Security and Investigative Services Basic Guard Card Instruction (01/2023–Present)

CORE COMPETENCIES
Mentoring & Tutoring, Setting School Schedules, Student-Centered Instruction, Curriculum Development & Implementation, Classroom Management, Instructional Programming & Brainstorming in the following courses.

Bachelor of Science degree in Criminal Justic Supervision and a Master’s Degree in Organizational Leadership. He is also a graduate of the FBI National Academy #244 and completed Sherman Block Leadership Institute Class #121. As an educator, the Chief of Operations continues to work as an adjust professor at local colleges.

MILITARY
Corporal – United States Marine Corps, acquired supervisory position (06/1985–08/1989).

Honorable Discharge – Active duty

EDUCATION
Chapman University – Master of Arts Organizational Leadership, March 2011 Union Institute & University – Bachelor of Science Criminal Justice Management, June 2008 Long Beach State University – Attended 2001-2003
9 10
11 Bryan Colindres
Email: [email protected]
OBJECTIVE: I am a certified training instructor, Project Manager for multiple governmental and municipal contracts, and experienced leader in the private security sector. I have been an instructor at Orange Unified School District, a police officer (field training officer) with the City of Los Angeles, and an Army Veteran. I am bilingual in English and Spanish. 4255 Tyler Ave El Monte, CA 91731 (626) 858-7188
10/2014-09/2015 - Orange Unified School District (City of Orange ROP) Criminal Justice/CSI Instructor 1401 N. Hardy St., Orange, CA 92867 (714) 628-4000
09/2013-10/2014 - Southeast ROP (Norwalk-La Mirada Unified School District) CJ/CSI Instructor 12940 Foster Rd, Norwalk, CA 90650 (562) 860-1927
10/2006-03/2010 - L.A. World Airport Police Department, PSS Field Training 6320 W. 96th Street, Los Angeles, CA 90045 (310) 646-0200 Police Officer 03/2003-03/2009 - U.S Army Cavalry Scout (Reconnaissance) Sergeant 950 N. Cucamonga Ave., Ontario, CA 91764

EDUCATION/TRAINING
06/2011-08/2014 - East San Gabriel Valley Regional Occupational Program West Covina, CA Criminal Justice Associates Degree Program (Associates Degree Awarded) 05/2013 - California Commission on Teacher Credentialing Sacramento, CA Career Technical Education Teaching Credential (Public Service) 11/2011 - Rio Hondo College Whittier, CA
Peace Officer Standard Training (P.O.S.T. / PAC 43.14 Field Training Officer Course) (Certified as FTO on 11/07/2008)
06/2007-07/2007 - L.A. World Airport Police Police-Peace Officer Standard Training, Los Angeles, CA 832.1 P.C. Aviation Security Training (Certified on 06/08/2007) 10/2006-05/2007 - Los Angeles Police Department Los Angeles, CA Los Angeles Police Department Academy (DIPLOMA 05/25/2007)

QUALIFICATIONS
• Excellent customer service skills
• Excellent verbal and written communication skills
• Ability to work independently and in a team-oriented environment • Ability to organize, plan and coordinate multiple tasks with a high sense of urgency and follow-through
• Involved in plenty of various investigations and arrest • Can create curriculum for any environment in designated field • Ability to work effectively with people from diverse backgrounds • Trained and protected lower enlisted personnel
• Operated daily in administration environment/ support in field operations • Veteran of operation enduring freedom
• Willing to travel
***LIST OF AWARDS AVAILABLE UPON REQUEST ****

EMPLOYMENT HISTORY
12/2015-Present - Absolute International Security Inc. Executive of Operations & Training 12 13
14 AIS Proposal for RFP – City of Norwalk RFP No. 26-832 City-Wide Security Services Use or disclosure of confidential information contained on this page is subject to the restriction on the CPRA Exemptions & Exceptions page of this proposal.

APPROACH TO SECURITY GUARD SERVICES PROVIDED - CONFIDENTIAL AIS’ proposed summary of duties is based on the specifications set forth in the provided Scope of Work informed by your site personnel’s expertise and familiarity. It is in our experience that such institutional knowledge is invaluable when it comes to truly understanding the day-to-day security operations of an individual service location. As service progresses, we will undoubtedly provide suggestions for security improvements based on our own expertise within the security industry as well as similarities to other service locations that may be present.

AIS understands the nature of the security industry and that the specific duties required may be fluid and vary over time. While AIS is submitting pricing based solely off the provided information at the time of this proposal submittal, we are always willing to work with the client to create and further customize the tailored security program that has the greatest cost-effectiveness and best operational success for you.

AIS confirms our ability to provide the required security services set forth in the Scope of Work (Addendum No. 1 & 2), summarized below. Additionally, AIS is providing preliminary service suggestions, based on our experience with similar successful security programs, for your consideration.

SUMMARY OF SECURITY GUARD SCOPE OF WORK – CONFIDENTIAL
AIS Security Guard Services to Departments
Departments & Locations Information Ref Number
Recreation and Park Services Department
Norwalk Arts & Sports Complex – 13000 Clarkdale Ave.
1 Public Safety Department
California Youth Authority (CYA) – 13200 Bloomfield Ave. 2 Community Development Department 3
Transportation Department
Transit Center – 12650 Imperial Hwy.
4 Social Services Department
Social Services Department – 11929 Alondra Blvd.
5 Overview of Security Guard Duties To Be Provided
Duty Departments Frequency
AIS Security Guards shall provide weekly facility reservations at the Norwalk Arts and Sports Complex, Sara Mendez Community Center, Gerdes Park Center and Patio, Shoshonean Campsite at Bob White Park, and other locations as required by the City’s clients.
1 As Required on
a Weekly Basis
Scope of Work/Methodology
Section 3 CONFIDENTIAL
15 AIS Proposal for RFP – City of Norwalk RFP No. 26-832 City-Wide Security Services Use or disclosure of confidential information contained on this page is subject to the restriction on the CPRA Exemptions & Exceptions page of this proposal.

AIS Security Guards shall provide traffic control and crowd control for permitted special events and supplemental security support in collaboration with the Public Safety Department and the LA County Sheriffs Department for City-produced special events, as requested by the City.
2 As Required
AIS Security Guards shall provide security services for vacant or occupied City-owned properties, as needed. 3 As Needed
AIS Security Guards shall monitor and provide security coverage at the Norwalk/Santa Fe Springs Metrolink Station, to monitor commuter, employee and city vehicle parking areas.
a. Deployment: Fixed Post – AIS Security Guards shall
provide coverage at entrance to the Parking Structure, 2nd level of Parking Structure, and the Pedestrian Gate to yard. b. Roving Team: AIS Security Guards shall conduct on-going patrol of the entire Norwalk/Santa Fe Springs Metrolink Station (Parking Lots for commuters and employees).
c. AIS Security Guards shall prepare and submit incident reports and daily logs.
d. AIS Security Guards shall be given additional assignments at the discretion of Norwalk Staff.
4 Fixed Post and
On-going Patrol
AIS Security Guards shall have presence onboard the City’s fixedroute buses as-needed and on a periodic basis. a. AIS Security Guards shall patrol Norwalk Transit System (NTS) service areas and maintain visibility with patrons and bus operators.
b. AIS Security Guards shall prepare and submit incident reports and daily logs as required.
c. AIS Security Guards shall provide foot patrol at NTS designated high activity bus stops.
4 As Needed and
Periodic Basis
AIS Security Guards shall serve as Transit Ambassadors to support riders and safety, connect riders to resources and report incidents. 4 As Required AIS Security Guards shall provide a positive and enforcement presence to deter negative activity and to promote safety at City facilities and special events.

All At All Times
AIS Security Guards shall monitor, observe, and report illegal activities, suspicious activities, and provide assistance to the Norwalk Public Safety Department, residents, and City staff. 2 At All Times
AIS Security Guards shall visually inspect and observe outdoor designated checkpoints at regular intervals to maintain adequate security coverage at City facilities and special events.

All At All Times
AIS Security Guards shall contact the City of Norwalk Public Safety Department or LA County Sheriff’s Department when necessary upon observance of suspicious behavior or criminal activity.

All Upon
Observance
16 AIS Proposal for RFP – City of Norwalk RFP No. 26-832 City-Wide Security Services Use or disclosure of confidential information contained on this page is subject to the restriction on the CPRA Exemptions & Exceptions page of this proposal.

AIS Security Guards shall submit daily activity reports within six (6) hours of prior security shift, noting any security incidents, suspicious activities, or calls to the Norwalk Public Safety Department.

All
Within Six (6)
Hours After
Prior Shift
AIS Security Guards shall provide services including, but not limited to: patrolling areas by foot, bicycle or street-legal cart; monitoring and responding to security issues, and performing the post orders and pass down duties.

All At All Times
Overview of Supervisor Duties To Be Provided
Duty Departments Frequency
AIS Supervisors shall ensure that AIS provides an approved security guard for any late, absent or dismissed security guards. All Upon Absentee or Dismissal AIS Supervisors shall act as the liaison between City and AIS regarding all issues pertaining to security guard and performance. All At All Times AIS Supervisors shall act as the liaison between City and contracted guards in regards to check-in, duties, breaks, rotating staff, etc.

All At All Times
AIS Supervisor shall be available whenever guard shifts are being performed, including holidays, by telephone to respond to any issues that may arise as specified herein and respond to any such inquiries in a timely manner while implementing appropriate resolution actions.

All As Required
SUMMARY OF SECURITY COMPANY SCOPE OF WORK – CONFIDENTIAL Overview of Security Company Services To Be Provided
General Services Ack
AIS shall maintain direct communication with stakeholders such as lead oversight department. ✓ AIS shall share contact information such as a work-cell phone or radio. ✓ Uniforms Ack
AIS shall furnish and replace uniforms and identifying apparel items as needed at its own cost to staff assigned to the contract as follows:

1. Clean and well-maintained matching soft uniforms for each event security guard including but not limited to:
a. Jacket;
b. Shirt;
c. Pants.
d. Shoes;
e. Raingear (as-needed basis for inclement weather);
f. Personal Protective Equipment (disposable face mask, hand sanitizer, etc.)

2. Appropriate identification badges, patches, or screen prints easily visible to City Staff and all visiting patrons.

3. Sufficient quantity of each item above to allow each security guard to have an appropriate number of change outs: shirts and pants on aper shift basis; shoes on an asneeded basis. ✓
17 AIS Proposal for RFP – City of Norwalk RFP No. 26-832 City-Wide Security Services Use or disclosure of confidential information contained on this page is subject to the restriction on the CPRA Exemptions & Exceptions page of this proposal.

4. Ensure that all uniforms are clean and well pressed and always look professional.

Uniforms with tears and excessive wear and/or color fading shall not be acceptable and must be replaced by AIS.

5. Security guards are not to substitute any of the above uniform articles.

6. Any security guard who reports to their assigned post and does not have the appropriate uniform must be immediately (within 1 hour) replaced with a guard that has the appropriate uniform.

Equipment Ack
AIS shall furnish and replace required equipment as needed at its own cost to staff assigned to the contract as follows:

1. Cell phones or radios to facilitate on-site communication between guards, supervisor, City staff and Norwalk Public Safety personnel.

2. Transportation car, golf cart, and/or electric vehicle (optional): Transportation vehicle will be used predominantly for security guards to patrol the area more efficiently and may be used to transport goods and/or people for urgent or sensitive matters at city events.
✓
Reports Ack
AIS shall ensure submission of activity reports from the prior security shift within six (6) hours, in the method required, and on the forms required by the City. ✓ AIS shall ensure all reports include any pertinent information or backup documentation with the reports, including date, time, persons (if applicable) involved, location, etc. ✓ General: AIS shall ensure reports shall be reported immediately, verbally and in writing as soon as practically possible taking safety into consideration; especially concerning issues that may require immediate action to avoid potential escalation. If possible, AIS shall ensure the guards take photos of the observation or interaction and attach to email, text, and written reports. ✓
Safety, Injury, or Damage: AIS shall ensure guards are documenting any impending, occurring, or potential hazards, incidents, or accidents that have harmed, are harming, or could likely harm persons, animals, plants, property, environment, or the like. ✓
Public Nuisances: AIS shall ensure guards are making observations of any public nuisances. ✓ Work Performance Delays: AIS shall ensure guards are reporting anything that is or could potentially delay or prevent work from being performed within the designated times and locations.
✓
Follow up Activities: AIS shall ensure guards are documenting on all the action items listed above, which may have been verbally reported, but a written report was not possible at the time; and all action items as required by the City Representative. ✓
Legal & Best Practice Requirements Ack
AIS shall be self-informed, abide by, and comply with all, current and applicable, local, county, state, federal and other legal requirements and best practices at all times. ✓ AIS shall not cause, allow to be caused, or permit the continuance of any violation of any legal requirements or best management practices. ✓
AIS shall be responsible and bear all associated costs should any work be performed in contrary to any laws, ordinances, codes, rules, or regulations. ✓ AIS shall provide all labor, supervision, materials, tools, supplies, equipment and the like required to perform services as specified herein at its own expense. ✓ 18 AIS Proposal for RFP – City of Norwalk RFP No. 26-832 City-Wide Security Services Use or disclosure of confidential information contained on this page is subject to the restriction on the CPRA Exemptions & Exceptions page of this proposal.

AIS shall perform and comply with all work per these specifications, according to all applicable and acceptable industry standards, of the highest quality commensurate with the required service. ✓ AIS shall comply with and be fully responsible at all times for being up-to-date regarding all applicable legal requirements in accordance with the attached specifications. ✓ Preliminary Security Company Service Suggestions - Confidential Suggestions Explanation Impact
Quarterly Post Order
Meetings
AIS conducts quarterly post-order reviews to
ensure that security measures remain current
and aligned with our client's objectives and
expectations.

Continuous Improvements to
Security Services at Client's
Facilities & Sites
As-needed Spin-Off
Meeting
AIS will conduct as-needed spin-off meeting
to address any challenges, and realign team
objectives as necessary. These meetings
facilitates effective communication and
collaboration ensuring our Client remain
informed and engaged.

Improved Project Alignment
and Team Cohesion
Transit Ambassador
Program Enhancement
AIS shall provide de-escalation and mental
health first aid training to effectively
manage challenging situations, support
individuals in crisis, and ensure the safety
and comfort of all riders. This training will
also include multilingual support or
resources tailored for high-need areas,
aligning with AIS’s commitment to
delivering respectful, inclusive, and highquality customer service to all transit users.

Promotes Professional and
Empathetic Presence and
Improving Rider Experience
Special Event
Preparation
AIS will conduct event-specific briefings
and walkthroughs prior to each event to
ensure that all required staffing levels and
equipment needs are met before the event
begins.

Improves Operational
Readiness and Enhanced
Event Safety
19 AIS Proposal for RFP – City of Norwalk RFP No. 26-832 City-Wide Security Services Use or disclosure of confidential information contained on this page is subject to the restriction on the CPRA Exemptions & Exceptions page of this proposal.

PROPOSED TRANSITION PLAN – CONFIDENTIAL
AIS understands the necessity of providing a smooth and successful transition with the least amount of disruption to the day-to-day operations of your service location(s). We take pride in our implementation process which enables AIS to maintain a 100% success rate of commencing security services on or before the target transition date across all of our service contracts.

AIS is proposing the following assigned Transition Project Manager and tailored Transition Plan designed specifically for your security service contract:

Transition Project Manager –
Mr. Bryan Colindres | Executive of Operations & Training | Available 24/7/365 Upon contract award, AIS’ Transition Project Manager will immediately initiate the following:
 Finalize the target transition date for the commencement of security services  Finalize the proposed staffing plan with qualification and compliance requirements  Assign a dedicated Recruiter to begin vetting and hiring potential candidates  Conduct a comprehensive internal review of qualified security staffing available for deployment on the target transition date
 Reach out to the incumbent security provider, if any, to retain former security staff based on recommendations and preference of the client
 Reach out to the client to schedule comprehensive walk-throughs & threat assessments with on-site personnel
 Assign a dedicated Operations Administration & Support specialist to assist in the next stages of the transition
Upon conducting site assessments, AIS’ Operations Administration & Support Team will provide the following:
 Finalize post orders, operational procedures, and notification protocols for each service location
 Create necessary contract-specific quality control protocols, including setup of any guard touring checkpoint and automatic reporting systems  Assign and distribute Company-provided equipment necessary for service execution  Brief and train Operations support staff, including Dispatchers, Quality Assurance specialists, Field Training personnel, and Field Supervisors  Maintain constant communication with the client regarding progress, expectations, and commencement
As the target transition date approaches, AIS’ Transition Team will prepare the following final steps:
 Conduct final review of transition readiness, including projected staffing  Brief and train assigned security staff on post orders, responsibilities, expectations, and ancillary site-specific information
 Provide client with login credentials to and training for AIS quality control systems Transition & Staffing Plan
Section 3A CONFIDENTIAL
STEP
2 STEP
3 STEP
1 20
AIS Proposal for RFP – City of Norwalk RFP No. 26-832 City-Wide Security Services Use or disclosure of confidential information contained on this page is subject to the restriction on the CPRA Exemptions & Exceptions page of this proposal.  Introduce client to assigned Operations Management & Supervision team in preparation for hand-off
 Deploy Operations Management & Supervision resources in advance of service launch Following the successful launch of security service on the target transition date, AIS’ Operations Team will:
 Monitor service performance through Operations technology platforms (patrol checkpoints, reporting, GPS tracking, etc.)
 Conduct routine and random on-site Field Supervisor post inspections to ensure compliance with contract requirements and client expectations  Conduct random remote quality assurance audits to ensure proper quality control  Forecast, identify, and address deficiencies to proactively address developing issues  Review post orders, operational procedures, and notification protocols on a routine basis to ensure changes and updates are captured and implemented  Provide availability with Operations Management & Communications Center on a 24/7/365 basis

ASSIGNED OPERATIONS MANAGEMENT & SUPERVISION TEAM - CONFIDENTIAL AIS strongly believes that effective management and supervision is the key determining factor for the success of a security service program. Accordingly, we have heavily invested in our internal quality control technology platforms to provide the necessary resources and data to accurately forecast developing issues, address incidents as they occur, and guarantee security service metrics are met. Our internal Operations Support teams are constantly monitoring live attendance trackers, reviewing submitted reports, and auditing assigned security staff to collect the information needed for the efficient allocation of oversight resources.

With the availability of such powerful monitoring tools in hand, AIS has pioneered operational procedures, protocols, and controls for the purposes of seamlessly integrating back-end administrative resources with front-line in-field assets to allow for a proactive approach to quality assurance.

Ultimately, the Management and Supervision Teams are the final elements responsible for maintaining AIS’ high service standards. AIS is therefore proposing the following assigned Account Project Manager and supporting Supervision Team for your security service contract:

Account Project Manager –
Mr. Deandre Gregory | Regional Operations Manager | Available 24/7/365 Supervision Team Lead –
Mr. William “Bill” Finlan | Regional Operations Supervisor | Available Thurs - Mon Supervision Team –
Regional Field Supervision Team | Available 24/7/365
AIS’ assigned Field Supervision Team would be tasked with ensuring the proper service quality and performance provided by our professional Security Officers. Each of our Supervisors are trained on post inspection protocols, internal disciplinary techniques, and risk assessment & mitigation. Reports* generated from routine, random, and assigned inspections are then directly reviewed by the supervising Operations Manager for further evaluation and accountability. AIS Security Officers know and expect to be closely & routinely monitored resulting in our security staff having greater consistency in alertness, timeliness, and general performance. Our Support and Oversight teams are the integral factor in our ability to guarantee that our Security Officers are well-trained and well-prepared to provide services worthy of AIS’ reputation. *Please refer to Sample Forms & Reports in the Additional Information section for further details of forms and reports provided to the City upon request.

STEP
4 STEP
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AIS Proposal for RFP – City of Norwalk RFP No. 26-832 City-Wide Security Services Use or disclosure of confidential information contained on this page is subject to the restriction on the CPRA Exemptions & Exceptions page of this proposal.

PROPOSED STAFFING PLAN - CONFIDENTIAL
AIS’ proposed staffing plan is based on the specifications set forth in the provided Scope of Work. We have tailored our plan to balance a stable roster of qualified security staff to properly fulfill all required duties against the cost efficiency gained by limiting excess security staff incurring undue costs. Our proposal accounts for the necessity for backup officers with prior knowledge, experience, and qualifications needed to maintain consistent staffing and fulfill emergency service requests.

AIS confirms our ability to provide the security staffing requirements set forth in Scope of Work (Addendum No. 1 & 2), summarized below. Additionally, AIS provides our proposed work schedule, number of security staff needed, and ability to provide additional security coverage, for your consideration, also summarized below.

Proposed Staffing Plan Summary - Confidential
Service Location Position SoW HPW* Total Staff**
Norwalk Arts and Sports
Complex (NASC) Unarmed Guard ~44 1
California Youth Authority
(CYA)
Unarmed Security Guard
with Vehicles 154 2
*Average Scope of Work Hours Per Week (SoW HPW) based on what was provided in Addendum No. 2. **Employee positions will be staffed at multiple service locations to ensure full-time coverage and stabilize the locations’ staffing needs.

AIS fully understands the scope of work and Addendum No. 2, including the staffing requirements at certain City facilities, and acknowledges that the schedule defined in the RFP is subject to change based on conditions and operational demands.

ADDITIONAL SECURITY SERVICES & STAFFING - CONFIDENTIAL
As part of AIS’ quality assurance guarantee for our clients, we spend considerable additional resources to recruit, certify, train, and familiarize roving security professionals who are pre-qualified for and fully knowledgeable of every service location in their operational area of responsibility. This mobile rover team of security officers falls outside of the proposed staffing plan but can still be assigned to your service locations in internal emergency staffing scenarios. Alternatively, in situations where additional temporary, on-call, or special event security service needs arise, AIS will be fully equipped to handle last-minute service requests, even with less than 48-hours prior notice.

To ensure uninterrupted service, AIS maintains a dedicated pool of trained, licensed, and experienced officers who can be deployed immediately to cover any call-offs, scheduling changes or additional requests, or unforeseen absences. This additional staffing reinforces our commitment to providing seamless security operations for the City.

Emergency Staff Coverage - Confidential
Position Emergency Staff Available
Unarmed Security Guard 15
Armed Security Guard 15
*Minimum shift length for emergency coverage is 4 hours & coverage provided with less than 48-hours prior notice will be billed at the OT billing rate provided in the Cost Proposal section of this Proposal. 22 AIS Proposal for RFP – City of Norwalk RFP No. 26-832 City-Wide Security Services Use or disclosure of confidential information contained on this page is subject to the restriction on the CPRA Exemptions & Exceptions page of this proposal.

SUBCONTRACTOR UTILIZATION - CONFIDENTIAL
Absolute International Security, Inc. will not be utilizing any subcontractor(s) to fulfill the City-Wide Security Services required for this contract.

AIS is an WBE, MBE, DBE -certified private security services provider and therefore fulfills public entity diversification & inclusion economic opportunity mandates without the need for cooperation with additional small & diverse businesses. Additionally, AIS is fully capable of providing the security services required by the Scope of Work and therefore will not be proposing the utilization of subcontracting services at this time.

Subcontractor Utilization
Section 3B CONFIDENTIAL
23 AIS Proposal for RFP – City of Norwalk RFP No. 26-832 City-Wide Security Services Use or disclosure of confidential information contained on this page is subject to the restriction on the CPRA Exemptions & Exceptions page of this proposal.

APPROACH TO CUSTOMER SERVICE – CONFIDENTIAL
Our ability to fulfill a contract successfully is mainly attributed to quality performance from our front-line security guards. In an ideal scenario, AIS’ Operations Management Team, administrative support staff, and field-based supervisory personnel operate in the background to ensure the smooth delivery of consistent quality front-facing security services. However, in a scenario where an issue escalation is needed, our Integrated Project Management Team (IPMT) steps in to provide proactive, actionable resolutions and timelines to directly address any client concerns with a maximum response time of twelve (12) hours.

ADDRESSING CLIENT CONCERNS – CONFIDENTIAL
Incident Response – AIS’ 24/7/365 Communications Center is staffed with professionally trained Dispatchers who are equipped to coordinate responses in reaction to developing emergency situations. All assigned security staff will be trained to document and report any issues or concerns to AIS Communications Center immediately upon discovery. Any reported issue/concern is then also immediately evaluated by the Dispatcher on duty and escalated to the Account Project Manager, as necessary. Reports that meet the threshold for client notification as it pertains to the safety or security of their personnel, equipment, or facility would be provided immediately; if urgently required, or within a maximum of one (1) business day. AIS’s IPMT would also work closely with the Client to develop additional notification protocols to be approved and finalized to ensure client satisfaction.

Complaint Management – All AIS clients have direct email and telephonic access to our Operations Management Team with 24/7/365 availability. Any issue raised by a Client is reviewed by an Operations Manager and the offending action is appropriately addressed and rectified swiftly. As part of the remedial process, AIS Operations Administration will create a Corrective Action Plan (CAP) for client approval. A CAP will contain actionable steps, a corrective timeline, and milestone-based progress tracking. The finalized CAP will then be assigned to the Account Project Manager for administration. If appropriate, security personnel will be subject to AIS’ internal progressive disciplinary procedures to provide ample opportunities for improvement up to the standards expected by AIS and by our Clients.

Response Time – AIS’ Communications Center as well as the Account Project Manager and other assigned Operations Managers will be available 24/7/365 to the Client. Having both our first- and second-line response available to the Client at any time ensures that all issues, no matter how critical, can always be resolved immediately. Additionally, AIS Field Supervision is also deployed 24/7/365 and can be tasked out to provide additional in-the-field physical security presence & oversight at a moment’s notice. When it comes to formal, written documentation, AIS Operations Administration can prepare a draft of a CAP within one (1) business day for Client approval.

Client Relations
Section 3C CONFIDENTIAL
24 AIS Proposal for RFP – City of Norwalk RFP No. 26-832 City-Wide Security Services Use or disclosure of confidential information contained on this page is subject to the restriction on the CPRA Exemptions & Exceptions page of this proposal.

DAY-TO-DAY INFORMATION & COMMUNICATIONS MATRIX – CONFIDENTIAL AIS’ internal Communications Center operates as an information hub that quickly and efficiently links our eyes & ears in the field, our patrolling oversight, and our decision-making authorities to shorten our response time in critical moments.

EMERGENCY PROCEDURE & RESPONSE PROTOCOLS – CONFIDENTIAL AIS maintains standardized procedure & response protocols to a multitude of emergency scenarios. Our security personnel are well trained to effectively respond to critical incidents in a coordinated manner to minimize risk and ensure general safety. The emergency protocols are regularly reviewed and updated as necessary to align with industry standards and can be additionally customized to meet the specific needs of the Client and their site. This approach allows our response to be both standardized and tailored at the same time. Assigned AIS security personnel complete training on how to act as an effective emergency responder as part of their orientation program as well as during follow-up site-specific trainings and re-trainings. *Please refer to sample emergency procedure & response document(s) in Additional Information section for details on the procedure & response AIS has outlined.
 Active Shooter
 Alarms & Alerts
 Armed & Unarmed Robberies
 Arson
 Assault
 Blackouts & Loss of Utilities
 Bomb Threats & Terrorist Activities
 Chemical Spills & Exposures
 Earthquake
 Flooding
 Lockdown
 Mandatory Evacuation
 Medical Crisis
 Psychiatric Crisis
 Riots
 Severe Weather
 Vehicle-Related Accidents
 Workplace Violence
 Wildfire
Covered Emergency Types
25 AIS Proposal for RFP – City of Norwalk RFP No. 26-832 City-Wide Security Services Use or disclosure of confidential information contained on this page is subject to the restriction on the CPRA Exemptions & Exceptions page of this proposal.

Modern-day Security Guards have continuously evolving roles and responsibilities. They are regularly asked to perform duties that vary drastically from community ambassadors to directing traffic to loss prevention.

Accordingly, well-vetted, well-trained, and well-placed security guards are our most valuable asset. They are a physical representation of AIS, and in most instances, of the client as well. Therefore, we implement a comprehensive hiring, onboarding, orientation, and training process to ensure our security guards are worthy of wearing the badge and uniform.

RECRUITING METHODOLOGY – CONFIDENTIAL
Applicant Tracking System - AIS utilizes an Applicant Tracking System (ATS) to efficiently screen, onboard, and hire security personnel. Our ATS allows us to manage multiple job posting services (i.e.

Indeed, ZipRecruiter, Google, and LinkedIn) through a centralized location, thereby reducing redundancy and creating a more streamlined experience for our prospective employees. Depending on the complexity of the hiring criteria for the position, qualified candidates can expect to complete the hiring process within 1 – 3 days of application submittal. AIS’ heavy investments into our recruiting capabilities demonstrates our understanding that Clients rely on our ability to strike a key balance between hiring & staffing expeditiously and the quality of security personnel demonstrated upon placement.

Recruiting Sources – AIS recruits through several diversified sources including, but not limited to, advertisements, search engine optimization (SEO), social media, job posting services, employment agencies, job fairs, and training school graduations. We are able to simultaneously pursue multiple avenues of recruitment and have successfully hired security guards through Los Angeles Economic & Workforce Development’s WorkSource Centers, California Employment Development Department’s (EDD) service locations, Los Angeles County’s Department of Education, Pacific Asian Consortium in Employment (PACE), Work for Warriors Veteran’s Staffing, and EdNet Career Institute. Additionally, AIS hosts internally organized job fairs at centralized high service density locations to further encourage applicant turnout.

Diversity – AIS believes diversity is a core advantage when it comes to interactions between security personnel and the general public. In our experience, a security guard’s ability to relate to, empathize with, effectively communicate is a paramount skill that fulfills a critical aspect of all security assignments from community ambassador to emergency response.

Remote & Difficult Locations – AIS has extensive experience with hiring for disperse, remote locations.

We have successfully implemented service plans with less than 24-hours turnaround that required recruiting security personnel for service locations 1) impacted by disasters without functioning infrastructure; 2) in deserted, off-road areas with no physical address; 2) across the expansive San Bernardino & Kern Counties; and even 3) on the California-Arizona border. Additionally, AIS has successfully recruited for and staffed large quantities of security personnel for clients like LA Department of Water & Power who have critical infrastructure positioned away from major population centers as well as for LA County Internal Services Department under the Disaster/Emergency Services Master Agreement (DESMA) for the 2025 LA Wildfires.

Recruiting & Training Plan
Section 3D CONFIDENTIAL
26 AIS Proposal for RFP – City of Norwalk RFP No. 26-832 City-Wide Security Services Use or disclosure of confidential information contained on this page is subject to the restriction on the CPRA Exemptions & Exceptions page of this proposal.

APPLICANT SCREENING PROCESS – CONFIDENTIAL
All candidates are required to submit to and comply with the below screening process. Candidates who refuse to undergo any aspect of the process are immediately disqualified from consideration for employment with AIS. AIS is an equal opportunity employer (EEO) and makes employment decisions on the basis of merit in compliance with all applicable laws and regulations.

Background Checks & Screening Categories
Screening Category Description Frequency
Resume Check Verify that the candidate’s qualifications meet the requirements of the position.

All
Candidates
Application Check
Verify that the candidate’s initial application is complete, accurate, and consistent with other submitted information & documents.

All
Candidates
References Check Contact candidate references to verify work experience and character quality.

All
Candidates
Document Submittal Collect all employment & security-relevant documents including identification, licenses, permits, trainings, and certifications.

All
Candidates
Identification Check
Verify identity and work eligibility through physical presentation of Social Security Card and valid State or Federal Issued Photo Identification Card.

All
Candidates
Background Check
Live Scan – Submit candidate fingerprints to Department of Justice and Federal Bureau of Investigation for criminal background check.

Checkr – Submit candidate social security number &
identification for nation-wide county-by-county criminal background check.

All
Candidates
Megan’s Law Submit candidate to Megan’s Law Sex Offender’s Registry for sex offense criminal background check.

All
Candidates
E-Verify Verify identification documents, licenses, permits, trainings, and certifications are up-to-date, current, and valid.

All
Candidates
Drug Test Concentra – Submit candidate to 4-Panel (or DoT Required 5- Panel) Standard Drug Test.

Per
Contract
Motor Vehicle
Record
Submit candidate to DMV and Auto Insurance Carrier for 10- year history of moving violations and vehicle-related offense background check.

Driving
Positions
Weapons Inspection Verify weapon ownership, records, and registration per BSIS requirements and eligibility per contract requirements.

Armed
Positions
Recruiting
Screening Interview
Conduct initial screening interview to verify resume &
application information, to assess basic qualifications & skills through aptitude tests (written assessments, case studies, and role-playing response to scenarios), and to perform a preliminary character assessment (psychometric test to evaluate personality, skills, and motivation).

All
Candidates
Hiring Manager
Interview
Conduct a secondary interview to determine the best candidate for the position including demonstration of specific qualities for the position & fit for the Company (culture, values, and mission).

All
Candidates
Client Interview Conduct a tertiary interview with the Client Point of Contact for final verification and authorization.

Per Client
Request
27 AIS Proposal for RFP – City of Norwalk RFP No. 26-832 City-Wide Security Services Use or disclosure of confidential information contained on this page is subject to the restriction on the CPRA Exemptions & Exceptions page of this proposal.

APPLICANT MINIMUM REQUIREMENTS – CONFIDENTIAL
AIS places strong emphasis on selecting qualified, professional, and experienced personnel to ensure the highest standard of service delivery. AIS shall set forth the following minimum qualifications and standards for recruiting Security Guard(s) and Supervisor(s) in alignment with the expectations outlined in the City of Norwalk RFP. These requirements ensure that personnel assigned to the contract possess the necessary experience, professionalism, and leadership capabilities to effectively perform security operations and uphold the City’s standards.

SECURITY GUARD(S) MINIMUM REQUIREMENTS
Age  18+ for unarmed positions
Experience  At least twelve (12) months prior work experience as registered security guard.

Licensing &
Certification
 Valid State of California Guard Card
 Valid California Driver’s License
Skills & Knowledge
 Must have knowledge of laws and legal authority.
 Must abide by all applicable California Bureau of Security and Investigative Services Requirements
 Must abide by all requirements and all applicable legal requirements.  Must be proficient in English & Spanish.

Requirements
 Must wear the appropriate uniform at all times while performing duties.  Must be able to interact professionally with police, first responders, and clients.

SUPERVISOR(S) MINIMUM REQUIREMENTS
Age  21+ for supervisor positions
Experience
 At least twelve (12) months prior work experience as registered security guard.
 2+ years prior Security, Law Enforcement, or Military Experience  1 year of Supervisory experience
Licensing &
Certification
 Valid State of California Guard Card
 Valid Class “C” California Driver’s License
 Current and valid CPR/First Aid/AED Certifications
Skills & Knowledge
 Must have training and supervisory experience commensurate.  Must have knowledge of laws and legal authority.
 Must abide by all applicable California Bureau of Security and Investigative Services Requirements
 Must abide by all requirements and all applicable legal requirements.

Requirements
 Must wear the appropriate uniform at all times while performing duties.  Must be able to interact professionally with police, first responders, and clients.

ORIENTATION TRAINING – CONFIDENTIAL
AIS has developed a standard orientation program to ensure that all security personnel are well-trained and well-prepared for their position prior to placement at a Client’s service location. As part of the transition and implementation plan, AIS additionally tailors the orientation curriculum to provide training customized to a Client’s scope of work.
28 AIS Proposal for RFP – City of Norwalk RFP No. 26-832 City-Wide Security Services Use or disclosure of confidential information contained on this page is subject to the restriction on the CPRA Exemptions & Exceptions page of this proposal.

Employees’ attendance, performance, and suitability are objectively evaluated during the program and a final evaluation will be submitted prior to the assignment of any employee to a Client’s contract. Employees are subject to the regular progressive disciplinary process during their participation in the program and may be subject to separation as the result of subpar final evaluations.

Standard Orientation Training Program
Training Topic Description
Company
Information
General Company information and Employee Handbook Policies & Procedures, including Dress & Appearance, Confidentiality, and Standards of Professional Conduct.

Attendance &
Timekeeping
Punctuality and Attendance policy, Leave of Absence and Other Time Off policy, Utilization of Timekeeping Technology, Meal & Rest Breaks, Attendance Reconciliation and Verification.

Drug-Free
Workplace
AIS’ policy is to maintain a Drug-Free Workplace and prohibit the unlawful manufacture, distribution, dispensing, possession, or use of a controlled substance.

General Security
Duties
Scheduling; AIS Communications Center; Expectations of Post Inspections, Remote Audits, and Field Supervision; Patrol Tours & Detex; Activity Reports; Incident Reports; Visual Deterrence; Crime Prevention; Observe & Report.

Post-Specific
Duties (Post
Orders)
Post Orders, which may include Access Control; CCTV Monitoring; Utilization of Client Systems and Equipment; Custody of Keys, Codes, and Access Cards; Patrol Routes and Timeframes; Client Communication; and Post-Specific Security Duties.

Officer Safety General Safety Protocols, Situational Awareness, Working with a Partner, Risk Mitigation.

Emergency
Protocol Emergency Response Protocols to Man-Made and Natural Emergency Scenarios.

Observation &
Documentation Observation versus Intervention Protocols, Report Writing, Clarity and Legibility.

Communication
and Public
Interactions
Customer Service, Security “Ambassador”, Interpersonal Communication, Directing the Public, Crowd Control.

De-Escalation &
Conflict
Resolution
Dealing with Difficult Individuals, Dealing with Aggressive Individuals, Dealing with Transients & Homeless.

Use of Force &
Powers to Arrest
Conditions for Use of Force, Use of Minimum Force Necessary, Lawful Restraint Techniques, Crime Prevention & Response, Legal Powers and Limitations.

Workplace
Violence SB553 Workplace Violence Prevention Plan.

Anti-Sexual
Harassment
California Government Code 12950.1 Sexual Harassment and Abusive Conduct Prevention.

First Aid & CPR First Aid, CPR, and AED Certification – As Needed.

Baton & OC
Pepper Spray Baton and Chemical Agent (OC Pepper Spray) Certification – As Needed.

Armed Armed Positions – Weapons Safety & Armed Security Officer Training.

Driving Driving Positions – Motor Vehicle Safety & Operation, AIS Driving Policy, AIS Dashcam & Incident Recording Policy.
29 AIS Proposal for RFP – City of Norwalk RFP No. 26-832 City-Wide Security Services Use or disclosure of confidential information contained on this page is subject to the restriction on the CPRA Exemptions & Exceptions page of this proposal.

CONTINUING EDUCATION – CONFIDENTIAL
AIS recognizes the importance of continuous training refreshers to sharpen perishable skills and remain in compliance with state-mandated training and re-certification requirements. Our continuing education opportunities allow for our security guards to both maintain quality service to our Clients as well as increasing their skills and capabilities in advancement of their own careers.

Continuing Education & Perishable Skills Training
Training Topic Description
Post Order
Refresher
Trainings
Routine in-field and remote refresher training on Post Orders, including general security duties, specific post duties, and use of force.

General Annual
Refresher
Training
Annual in-field or remote refresher training on non-post specific Training Topics.

BSIS 16 + 16
Two separate 16-hour training modules (totaling 32 hours) for BSIS Guard Card.

First 16 hours completed within 30 days of employment. Second 16 hours completed within 6 months of employment.

Re-Certification
Trainings
First Aid & CPR, Baton, Chemical Agent (OC Pepper Spray), and Firearms Training for maintaining valid certifications.

Anti-Sexual
Harassment Sexual Harassment and Abusive Conduct Prevention every 2 years.

IN-HOUSE TRAINING CENTER – CONFIDENTIAL
AIS operates a fully in-house BSIS and BPPE Licensed Training Center. This makes our Training Facility one of only 200 vocational schools in California approved by the Department of Consumer Affairs’ Bureau of Private Post-Secondary Education (BPPE) for providing vocational education and career opportunities to students. BPPE authorized schools operate with strict guidelines for training instructor credentials, class curriculums, and enrolled student job placements. The success of our Training Center has allowed AIS to maintain its license without fail through BPPE’s rigorous annual audit process. *Please refer to AIS’ Training Facility Licenses on the following page for additional information. 30 AIS Proposal for RFP – City of Norwalk RFP No. 26-832 City-Wide Security Services Use or disclosure of confidential information contained on this page is subject to the restriction on the CPRA Exemptions & Exceptions page of this proposal.

AIS FIREARMS TRAINING LICENSE

AIS BATON TRAINING LICENSE
*Training Center BPPE License and Training Instructor Certifications available upon Client request.

TRAINING INSTRUCTOR QUALIFICATIONS – CONFIDENTIAL
Mr. Bryan Colindres, Executive of Operations and Training, is responsible for the oversight of AIS’s Training Center, maintenance of the Training Center’s licenses, certifications, and funding resources, and development of Training curriculums, procedures, and student experience. He has previously been employed by Orange Unified School District as a Criminal Justice Instructor and Los Angeles World Airports Police Department & Los Angeles Police Department as a FTO (Field Training Officer). His training experience includes the Commission of Peace Officer Standards and Training (P.O.S.T.) Courses and Active Shooter Emergency Response Training certified by the LSU NCBRT & Department of Justice, as well as Guard Card, Baton, Pepper Spray, CPR, and Exposed Weapon Permits certified by BSIS. 31 AIS Proposal for RFP – City of Norwalk RFP No. 26-832 City-Wide Security Services Use or disclosure of confidential information contained on this page is subject to the restriction on the CPRA Exemptions & Exceptions page of this proposal.

TRAINING SERVICES PROVIDED – CONFIDENTIAL
AIS offers training services to employed security guards as well as to those who are considering a career in security service. Additionally, AIS provides its Training as a standalone service option, for government agencies or private entities who are looking to train and license their own security team or employees. AIS facilities and curriculums would support Clients with classroom, in-field, or remote training options, depending on the topics covered.

AIS is currently offering BPPE & BSIS Training Classes on the following subjects:

BPPE & BSIS Approved Training Modules
Topic Hour(s)
Guard Card Program – 40 Hour 40
Guard Card Program – 8 Hour 8
Guard Card 16 + 16 Program 32
Guard Card Refresher 8
128 Hour Advanced Training (Combined Modules) 128
Exposed Firearm Permit 16
Exposed Firearm Permit Refresher 8
Baton Permit 8
Chemical Agent (OC Pepper Spray) 4
First Aid / CPR / AED 4
Traffic Control 4
Taser (AXON) Certification 8
Powers to Arrest (Module A – D) 4
Weapons of Mass Destruction 4
Loss Prevention 4
Arrest & Control Techniques 4
De-Escalation of Force 4
Use of Force 4
Security & Safety Training 4
Emergency Protocols Training 4
C-TPAT Inspection Compliance Training 4
CAL-OSHA Regulation 4
Professional Security Consultation TBD
* Clients are allowed and encouraged to observe training classes upon request. 32 AIS Proposal for RFP – City of Norwalk RFP No. 26-832 City-Wide Security Services Use or disclosure of confidential information contained on this page is subject to the restriction on the CPRA Exemptions & Exceptions page of this proposal.

ELECTRONICALLY EMPLOYED CHECK-IN & CHECK-OUT SYSTEM – CONFIDENTIAL AIS utilizes a guard touring software to keep track of work schedules and check in/out times. Guards can clock-in from their personal or site phone and our attendance department will verify the guards’ time and location when reviewing timesheets. AIS implements a geofence which will only allow the guard to clock in when the guard is inside the designated geofence. Spot coverage allows clients to easily see the differences between scheduled vs. worked hours. Upon request, AIS can provide a work tablet for each site for employees to clock-in without using a GPS-enabled device.

LIGHTHOUSE – CONFIDENTIAL
AIS uses a mobile, web-based guard touring software solution called Lighthouse. Lighthouse is specifically designed for security companies that want real time oversight at their sites. This program will allow the client to see real-time reports, GPS, and incident reports. Our guards are instructed to write hourly activity reports using a mobile phone that is provided by AIS. One key feature that we use is the scanning of NFC checkpoints. These checkpoints can be placed at an area of importance which will physically force the guard to scan this checkpoint on a needed basis. Once scanned, the phone can provide a follow-up prompt of the client’s choosing. This can be a reminder to the guards to shut any open doors, or to make sure certain places are secure and locked. Lighthouse can be accessed through any mobile device. This includes tablets, phones, and computers. The client can monitor the guard’s live GPS location which updates every few minutes.

NFC Checkpoints marked in green
This can give peace of mind to the client knowing that the guard is on site and patrolling. Reporting an incident through Lighthouse is very easy. The report will allow the guard to post any pictures of the incident, to write a detailed report of the incident and to follow-up on every post incident procedure as well. We have a dedicated department that oversees the Lighthouse report to ensure every guard is doing an hourly activity report or a patrol. If a guard misses a scheduled patrol, a notification will be sent to our 24-hour dispatch center, and they will contact the guard to remind them to do their patrol. Overall, Lighthouse is a great tool that we use to monitor and supervise the guards.

Quality Assurance & Technology
Section 3E CONFIDENTIAL
33 AIS Proposal for RFP – City of Norwalk RFP No. 26-832 City-Wide Security Services Use or disclosure of confidential information contained on this page is subject to the restriction on the CPRA Exemptions & Exceptions page of this proposal.

Example of Report
 In the tasks page, Users will be able to see hourly activity reports.  User can see the Report type, date, who reported it, and the account name.

Live Time GPS Tracking
Lighthouse is a mobile workface management software for Security. Lighthouse is designed to meet the needs of security service providers by offering tools for real-time monitoring, incident reporting, guard tour management, and overall operational efficiency. The system utilizes cloud-based technology to enable remote access, data analysis, and reporting. Lighthouse features include GPS tracking for security patrols, scheduling and workforce management, incident and activity reporting, and client portal access. 34 AIS Proposal for RFP – City of Norwalk RFP No. 26-832 City-Wide Security Services Use or disclosure of confidential information contained on this page is subject to the restriction on the CPRA Exemptions & Exceptions page of this proposal.

Lighthouse: Map
The Maps view in Lighthouse Web is a powerful tool for monitoring service hours, activities, and employees. This view is the default view when you access Lighthouse Web. The activity displayed on the map refreshes on a continual 30-minute rotation. From Maps you can view locations and areas/signals and complete the following actions:
 Search for employees logged into Lighthouse.
 Find specific locations Lighthouse: Searching for a Location on the Maps View.  Display current and previous time period activity Lighthouse.

Checkpoint Scan Logs
 Users can see in live time which points the guard has scanned.  This list will help visualize the route the guard is patrolling.  Quick summary of scans without needing to open the full report. 35 AIS Proposal for RFP – City of Norwalk RFP No. 26-832 City-Wide Security Services Use or disclosure of confidential information contained on this page is subject to the restriction on the CPRA Exemptions & Exceptions page of this proposal.

Incident Reports
 Users can see live time incident
reports as they’re reported.
 Clients are able to view this
screen from any mobile device,
upon request.
 Able to provide pictures and
narratives for clear reporting.
 Provides a clear and consistent
timeline of incidents.

INDUSTRY-SPECIFIC WORK-FLOW AND EMPLOYEE MANAGEMENT PLATFORM –

CONFIDENTIAL
AIS uses Teams, a powerful, holistic, industry-specific work-flow and employee management system to augment every facet of our business. With Teams running in the background, we can focus on providing you the best possible service through efficient processes, quality work, powerful work scheduling features and convenient customer tools.

Teams utilizes smart integration to connect our Company’s Operations, Quality Assurance, Compliance, Recruiting, Human Resources, and Financial components to maximize our efficiency and streamline our processes from back-office administration to our field-based workforce, where it matters to you the most.

Teams’ cloud-based web and mobile solutions were specifically built for security contractors, which means that our technology platform is tailored to the services we provide and the quality you expect.

The following are some samples of Teams software that provide value to you:

Convenient Tools – Access the information you want through Teams’ online customer self-service portal or on the mobile app, available anytime, anywhere you want.  View invoices with totals, employee names and shift info. in your inbox or portal.  Access employee roster, compliance, and scheduling reports online or review schedules on your mobile device.
 Communicate directly with us on work requests, invoice questions or other issues.

Powerful Scheduling Features – We confirm the right people are working at the right site at the right time.  Access your site’s employee schedules online or on mobile and review complete employee rosters online.
 Real-time attendance monitoring allows us to respond to attendance issues quickly with customized alerts.
 Pin-point emps. with GPS location, biometrics, voice verification and caller ID features.  Fill open shifts and assign additional staff with on-the-go scheduling.  Track compliance and certification requirements to ensure we always send an officer who meets the post requirements for your site.
36 AIS Proposal for RFP – City of Norwalk RFP No. 26-832 City-Wide Security Services Use or disclosure of confidential information contained on this page is subject to the restriction on the CPRA Exemptions & Exceptions page of this proposal.

Quality Work Guaranteed – We’ll prove we’re meeting our high standards and our contractual commitments to you.
 Customized Checkpoint lists are used to perform site inspections and review job posts, officers, and your satisfaction.
 Access Checkpoint results through our web and mobile self-service portal or complete a Checkpoint yourself.
 Notify deficiencies or incidents immediately to review and correct in a timely manner.  Officers are able to confirm and review their schedules and view their daily post checklists when arriving on-site.
 Increase confidence and accountability by empowering our employees through open, accessible communication.

Efficiency Through Integration – Integrated Operations and Financial components deliver timely, complete, and accurate information, and drives transparency and accountability from our office to yours.  Fewer manual processes and less data entry helps us manage our time effectively.  Thorough customer information is tied to jobs, billing and other operational factors.  Lower overhead keeps our prices competitive.
 Maintain customized, accurate and timely billing for your site through integrated and automated processes.
 Recruiting integrations allows us to interview, screen, hire, and place Officers at your site with minimal turnaround time.
 Fully inter-departmental integrated information flow enables us to factor in all variables to always find the most qualified and best fit Officer to place at your site, reducing turnover and increasing stability.

Guard Touring - Teams is an incredibly effective way to ensure that security officers are performing their duties efficiently and effectively by providing an array of features for both clients and security officers that make it a great tool to monitor, track, and ensure the safety of a property. Our Operations team will have access to real-time monitoring of officer activities and can even set up customized alerts and notifications base on certain conditional triggers. The software also provides in-depth reports and analytics that allow us to track performance and make determinations if the officer is truly the best fit for the site. Security officers can stay organized and efficient by having access to the most important documents needed to do their job such as post orders, incident reports, and checklists.

AIS has partnered with Teams to dramatically increase the efficiencies of our workflow and management processes, to create the most seamless client experience, and to guarantee that our services meet and exceed all client expectations. Our technology platforms allow us to ensure accountability and enable cost-savings so that our clients can extract the most value and benefits from our services.

ENHANCING SAFETY AND EFFICIENCY WITH SAMSARA DASHCAM SYSTEM –

CONFIDENTIAL
At AIS, we are committed to the safety, alertness, and compliance of our personnel. As part of this commitment, AIS have implemented a pilot Samsara Dashcam system at no cost to your site, designed to help prevent future accidents and enhance the safety of our operations.

This program has already proven to be immensely successful, with a notable decline in moving vehicle violations, inattentiveness, and drowsiness while driving. Our data-driven results and manual reviews demonstrate officers’ alertness and attentiveness of safer vehicle patrol, ensuring an elevated level of service and reliability for your team.
37 AIS Proposal for RFP – City of Norwalk RFP No. 26-832 City-Wide Security Services Use or disclosure of confidential information contained on this page is subject to the restriction on the CPRA Exemptions & Exceptions page of this proposal.

Samsara Dashcam is an AI-powered & cloud-connected alert system designed to enhance fleet safety, efficiency, and compliance. These dashcams provide real-time video footage, AI-based incident detection, and driver coaching features to help reduce accidents and improve road safety. With high-definition video recording, cloud storage, and remote access capabilities, Samsara Dashcams help AIS monitor driver performance and ensure regulatory compliance. These dashcams are installed across all five airport patrol units providing real-time AI-powered detections and in-cab audio alerts for the following behaviors:
 Drowsiness Detection
 Lane Departure
 Forward Collision Warning
 No Seat Belt
 Mobile Usage
 Harsh Driving
 Speeding
In the event of an alert, our 24/7-live
Communications Center can immediately
contact the officer to ensure compliance,
offering an additional layer of monitoring and
support. This system helps AIS keep our
officers alert and focused, reducing the
likelihood of fatigue-related incidents.

Beyond the real-time alerts and monitoring, we have also enhanced our training programs and updated our operational protocols. This ensures that every member of our team is fully equipped with the knowledge and tools needed to maintain the highest levels of safety and awareness on the job.

ENHANCING SECURITY ASSESSMENT UTILIZING DRONE – CONFIDENTIAL AIS utilizes drones to survey potential job sites for security to assess any threats to our client’s site. This provides a fast, efficient, and comprehensive overview of the area. Our Drones can capture high-resolution aerial images and video, allowing for accurate assessment of potential security risks such as blind spots, access points, or poorly lit areas. This technology enables security professionals to develop more effective plans tailored to the site’s unique layout, ultimately enhancing safety and reducing vulnerabilities. For our clients, this means better-informed decisions, cost savings from early risk identification, and greater confidence in the overall security.

AIS understands the importance of maintaining a professional, visible, and approachable security presence at the City of Norwalk – City-Wide Security Services. AIS understand that the visual presentation of security personnel is a crucial element in maintaining both safety and professionalism, and we take every measure to ensure that our unarmed security officers are equipped with the necessary tools, uniforms, and equipment to effectively perform their duties. Furthermore, we remain committed to upholding the strict compliance standards outlined in the RFP and any specific site requirements.

Uniform & Equipment
Section 3F CONFIDENTIAL
38 AIS Proposal for RFP – City of Norwalk RFP No. 26-832 City-Wide Security Services Use or disclosure of confidential information contained on this page is subject to the restriction on the CPRA Exemptions & Exceptions page of this proposal.

UNIFORMS
At AIS, we take pride in offering uniforms tailored specifically to meet the diverse needs of the City of Norwalk and the various environments in which our personnel operate. We provide two distinct uniform styles to accommodate the needs of different security roles: the “soft-look” and the “hard-look” security uniforms. Both uniforms are designed with comfort, professionalism, and compliance in mind, ensuring that our officers perform their roles effectively while reflecting and representing positively for the City.

Standard- Issue Security uniform at various service locations:

Unarmed Security Guard (“Soft-Look”) Unarmed Security Guard (“Hard-Look”) Unarmed Security Guard – “Soft-Look” Uniform
The “soft-look” uniform is intended for roles where a more approachable, yet professional, appearance is required. Key elements of this uniform include:
 Shirt: A neatly pressed, short- or long-sleeve polo in a color selected by the City or in accordance with company policy. The shirt will feature the AIS logo embroidered on the chest, ensuring brand consistency while maintaining a clean, professional appearance.  Pants: Comfortable, tailored slacks in a neutral color (black, navy, or khaki).  Footwear: Black, polished dress shoes or boots, designed for both comfort and durability, ensuring that security personnel are ready for extended standing or walking shifts.

Unarmed Security Guard – “Hard-Look” Uniform
The “hard-look” uniform is designed for security officers in more formal or high-security environments.

This uniform is ideal for officers performing duties at entrances, checkpoints, or areas where security presence needs to be emphasized. The hard-look uniform includes:
 Shirt: A more formal, button-down shirt or tactical shirt, often with epaulets, in a color approved by the City.
 Tactical Pants: Tactical-style pants designed with reinforced pockets and rugged durability. These pants are built to withstand the physical demands of high-security areas while still maintaining a professional appearance.
 Footwear: High-quality tactical boots that provide both support and protection.

PHOTO IDENTIFICATION
AIS furnishes and requires every on-duty security guard to wear a visible photo identification card identifying the employee by name, physical description, and company. We are able to create professional 39 AIS Proposal for RFP – City of Norwalk RFP No. 26-832 City-Wide Security Services Use or disclosure of confidential information contained on this page is subject to the restriction on the CPRA Exemptions & Exceptions page of this proposal. name badges internally and quickly. By just taking a portrait photograph of the officer, printing it out onto an AIS ID badge, and laminating it, we can supply identifying name badges to our officers in just 10 minutes. The name badge can be customized to fit whatever information our clients would like to be displayed.

METAL OR CLOTH BADGE
AIS provides options for either metal or cloth badges. Badges will have the guard’s name and the Absolute International Security logo and name. There are multiple options for badges/patch designs.

Cloth Badges Metal Badges
Both types of badges are available upon approval of the City, ensuring that each officer’s uniform maintains consistency with the City’s branding and security requirements.

PATROL VEHICLES/GOLF CARTS
AIS will provide vehicles/golf carts to do patrol services and will be responsible for maintenance, gas costs, and vehicle equipment. AIS Field Supervisors will make random visits to City of Norwalk’s sites in a clearly marked security vehicle with NO additional charge. This will enhance the current security visibility as well as increase the awareness of on-duty officers.

Each marked patrol vehicle will be equipped with the following items:
 Fully Charged Fire Extinguisher
 Traffic Cones
 First Aid kit
 Heavy-Duty/Rechargeable
Flashlight
 Yellow Scene Management
("Banner Guard" Type) Tape
 Flares
 Blanket
 Spotlight
AIS is committed to providing highly professional security services to the City of Norwalk. AIS will ensure that all uniforms, identification badges, and equipment/vehicles are maintained and compliant with the City’s requirements. Our officers will be well-equipped to perform their duties effectively and professionally, ensuring the safety and security of all assigned locations. 40 AIS Proposal for RFP – City of Norwalk RFP No. 26-832 City-Wide Security Services Use or disclosure of confidential information contained on this page is subject to the restriction on the CPRA Exemptions & Exceptions page of this proposal.

1. LIST OF REFERENCES – CONFIDENTIAL
The following is a list of references from three (3) of our clients for whom we have provided services of a similar scope to those requested in the City of Norwalk’s City-Wide Security Services RFP.

1. CITY OF LOS ANGELES POLICE DEPARTMENT – CONFIDENTIAL Brief Service Description: AIS provides as-needed armed and unarmed professional contract security guard and patrol services to the LAPD as part of a pre-approved panel of authorized security vendors. AIS has or is currently providing services to several major LA City administrative structures, cultural centers, and critical infrastructure projects throughout the life of the contract, including the LA Emergency Operation Center (EOC), El Pueblo de Los Angeles Historical Monument, DC Tillman Water Reclamation Plant, LA City Personnel Department, LA City Medical Services Division (MSD), Department of Transportation, Bureau of Streetlighting, Bureau of Sanitation, Cabrillo Beach, Japanese Garden and more than 30 additional service locations. Our scope of work provided for this contract is wide & varied and includes, but is not limited to foot & vehicle patrols to detect and deter unauthorized entry and/or suspicious activity, conduct access control procedures, such as checking identification, issuing visitor badges, and verifying credentials, fire watch, event security services, and VIP protection. AIS provides 24/7/365 security services coverage to this contract.

2. CITY OF RANCHO CUCAMONGA - CONFIDENTIAL
Brief Service Description: AIS provides unarmed security guard services for City-owned parks, events at community centers, transit stations, and local government facilities. The primary security responsibility is to serve as a visual and physical deterrent to crime and vandalism in the City and report any suspicious or illegal activity through the proper channels. AIS security guards stationed at the Metrolink train station and References
Section 4 CONFIDENTIAL
Contract Type: Security Guard Services
Served Since: 2022
Current Contract Term: 02/2022 - 02/2027
Annual Contract Value: ~$10,000,000
Contact: James Real
Title: Police Officer II
Department: Security Services Division
Address: 201 N. Los Angeles Street #2, Los Angeles, CA 90012 Telephone: (213) 952-0598
Email: [email protected]
Los Angeles Police Department - Confidential
41 AIS Proposal for RFP – City of Norwalk RFP No. 26-832 City-Wide Security Services Use or disclosure of confidential information contained on this page is subject to the restriction on the CPRA Exemptions & Exceptions page of this proposal. its adjoining parking lots provide platform security, routine foot patrol, parking lot surveillance, and customer service. Additionally, AIS security guards utilize electronic patrol tour verification programs to generate and complete daily reporting for the City.

3. CITY OF WILDOMAR - CONFIDENTIAL
Brief Service Description: AIS provides unarmed security guard services for City-owned parks and local government facilities, including City Hall. AIS’ security guards’ primary duties are to provide vehicle patrol services within City limits, including randomized security patrol checks for assigned service locations. AIS security guards provide daily electronic reports of unusual activities, incidents, and site maintenance needs to the City, respond to deployment requests from authorized City personnel, and escort trespassers off of City premises. Security guards staffed to this contract are trained in performing duties with authority, but are careful not to present as abusive, abrasive, or threatening.

SECURITY SERVICES EXPERIENCES – CONFIDENTIAL
AIS has a proven history of delivering high-quality security services across a wide range of public safety environments. Our experience includes access control for City Halls and government buildings, event security for large City gatherings and public rental facilities, firewatch services for critical facilities, Citywide security services, and transit security at LA Metro and Metrolink locations. These projects reflect our ability to manage large-scale deployments, adhere to strict safety protocols, and effectively support both public and private sector clients in high-visibility, high-traffic settings.

PUBLIC SAFETY FOR MUNICIPALITIES
AIS has extensive experience supporting cities with security services for major events and facility rentals. AIS currently provides event security for the Cities of Beverly Hills, Diamond Bar, Garden Grove, Baldwin Park, Cudahy, Los Angeles, and other local municipalities.

Our municipal event duties range from small, private weekend celebrations in city facilities requiring 1-2 unarmed guards, to large-scale events at the Beverly Hills Art Festival, and up to 30 guard deployment for major events like the City of Los Angeles Concert, which attracts over 20,000 attendees.

Our clients rely on AIS during holidays and peak community times to provide professional and reliable security coverage for food and toy giveaways, 4th of July festivities, and other high-attendance events.

Similar Experience
Section 4A CONFIDENTIAL
Service Type: Facility Security and Patrol Services
Served Since: 2022
Current Contract Term: 12/2022 - 12/2025
Annual Contract Value: ~$110,000
Contact: Daniel Torres
Title: Community Services Director
Department: Community Services Derpartment
Address: 23873 Clinton Keith Road, Suite 201, Wildomar, CA 92595 Telephone: (951) 399-2553
Email: [email protected]
City of Wildomar - Confidential
42 AIS Proposal for RFP – City of Norwalk RFP No. 26-832 City-Wide Security Services Use or disclosure of confidential information contained on this page is subject to the restriction on the CPRA Exemptions & Exceptions page of this proposal.

City of Beverly Hills – Spring & Fall Art Shows (2025)

CITY OF LOS ANGELES POLICE DEPARTMENT
Brief Service Description: AIS provides as-needed armed and unarmed professional contract security guard and patrol services to the LAPD as part of a pre-approved panel of authorized security vendors. AIS has or is currently providing services to several major LA City administrative structures, cultural centers, and critical infrastructure projects of over 30 service locations throughout the life of the contract. AIS guards provides services that includes, but is not limited to foot & vehicle patrols to detect and deter unauthorized entry and/or suspicious activity, conduct access control procedures, such as checking identification, issuing visitor badges, and verifying credentials, fire watch, event security services, and VIP protection.

CITY OF WILDOMAR
Brief Service Description: AIS provides unarmed security guard services for City-owned parks and local government facilities, including City Hall. AIS’ security guards’ primary duties are to provide vehicle patrol services within City limits, including randomized security patrol checks for assigned service locations. AIS security guards provide daily electronic reports of unusual activities, incidents, and site maintenance needs to the City, respond to deployment requests from authorized City personnel, and escort trespassers off of City premises. Security guards staffed to this contract are trained in performing duties with authority, but are careful not to present as abusive, abrasive, or threatening.

Armed and Unarmed ☑
Annual Hours ~78,000 ☑
Served Since 2022 - Present ☑
☑
☑
On-Call/Event/Additional Services
Multiple Locations
LAPD Compliance Checklist
Foot & Vehicle Patrol, Special Event
& Emergency Response Services
GPS Timekeeping
GPS Guard Touring & Reporting
Guard Service Unarmed ☑
Annual Hours ~3,000 ☑
Served Since 2022 - Present ☑
☑
☑
On-Call/Event/Additional Services
Multiple Locations
Addt'l Req. Compliance & Training
Foot and Vehicle Patrol, Special Event
Services
GPS Timekeeping
GPS Guard Touring & Reporting
43 AIS Proposal for RFP – City of Norwalk RFP No. 26-832 City-Wide Security Services Use or disclosure of confidential information contained on this page is subject to the restriction on the CPRA Exemptions & Exceptions page of this proposal.

CITY OF DIAMOND BAR
Brief Service Description: AIS provides unarmed security and vehicle patrol for events that take place at the Diamond Bar Center and other City facilities assigned. AIS officers are required to maintain close communication with the Diamond Bar City Staff members and with the hired firm for emergency purposes, at all times. AIS guards patrol the designated City facility, the surrounding grounds and parking lots, and have a visible presence at the beginning and end of each event, openings, and closing of bars as well as, but not limited to patrolling the event itself. AIS officer’s primary role is to provide safety hazard prevention, prevent criminal activities, and protection from bodily harm for employees, visitors, patrons, and/or other members of the public.

CITY OF BEVERLY HILLS
Brief Service Description: AIS provides professional security services for City of Beverly Hills events, including the Beverly Hills Art Shows, Festival Beverly Hills, and other city-sponsored functions. AIS security personnel deliver both daytime and overnight coverage, ensuring the safety of property, vendors, and attendees while maintaining a calm and welcoming environment. AIS provides services including, but not limited to, pre-event risk assessments, access control, crowd management, emergency response preparedness, active patrols, and detailed post-event reporting. AIS is committed to delivering reliable, professional, and responsive security tailored to the City’s unique event needs.

PARKS PATROL SERVICES
Additionally, AIS delivers Park Patrol and Park Closure services for the County of Los Angeles and municipalities such as Rancho Cucamonga, Wildomar, and Torrance.

COUNTY OF LOS ANGELES DEPARTMENT OF PARKS & RECREATION
Brief Service Description: AIS provides armed and unarmed uniformed security services for the County of Los Angeles Department of Parks and Recreation at two County Parks Maintenance Facilities. These sites contain truck fleet staging, vehicle and machinery maintenance bays, maintenance supply storage and office buildings. Security officers provide access control to allow service workers and drivers to enter the facility to begin working on their duties. Security officers complete hourly security patrols both on foot and Guard Service Unarmed ☑
Annual Hours ~1,500 ☑
Served Since 2022 - Present ☑
☑
☑
On-Call/Event/Additional Services
Multiple Locations
Addt'l Req. Compliance & Training
Foot Patrol, Special Event Services GPS Timekeeping
GPS Guard Touring & Reporting
Guard Service Unarmed ☑
Annual Hours ~5,000 ☑
Served Since 2025 - Present ☑
☑
☑
On-Call/Event/Additional Services
Multiple Locations
Addt'l Req. Compliance & Training
Foot Patrol, Special Event Services GPS Timekeeping
GPS Guard Touring & Reporting
Guard Service Armed ☑
Annual Hours ~18,500 ☑
Served Since 2022 ☑
☑
☑
On-Call/Event/Additional Services
Multiple Locations
Addt'l Req. Compliance & Training
Foot & Vehicle Patrol, Mobile Patrol,
Emergency Response Services
GPS Timekeeping
GPS Guard Touring & Reporting
44 AIS Proposal for RFP – City of Norwalk RFP No. 26-832 City-Wide Security Services Use or disclosure of confidential information contained on this page is subject to the restriction on the CPRA Exemptions & Exceptions page of this proposal. in a golf cart of the property. Officers provide immediate calls to emergency services and site-specific points of contact to alert them of any critical issues.

CITY OF TORRANCE
Brief Service Description: AIS provides unarmed security guards services to the City of Torrance for more than 30 service locations 24/7. AIS security guards provide roving vehicle patrols in order to enforce parks & facility rules & hours. AIS security guards serve as security ambassadors, trained to provide a safe & welcoming presence in the City and educate the public about the City’s regulations, particularly regarding park closures. AIS’ project account manager also closely collaborates with the City for on-call special event coverage. As part of the City’s social and diversity programs, AIS maintains meticulous logs and reports for all interactions with park patrons, including collecting demographic information on individuals referred to social outreach services.

METRO/PUBLIC TRANSPORTATION SECURITY SERVICES
AIS brings proven expertise in providing comprehensive security solutions for public transportation environments, supporting both municipal and regional transit systems. Currently, AIS provides security coverage at several Metrolink platform locations for the City of Los Angeles, including bus service security and close coordination with City personnel to ensure a safe and orderly environment for commuters and staff.

AIS manages armed security operations at numerous Los Angeles County Metropolitan Authority (LA Metro) sites, including platform, rail, and bus depot security, where our officers provide security, enforce safety protocols, and ensure protection of critical transit infrastructure.

AIS transit security personnel receive specialized training in de-escalation, emergency response, and customer service engagement, ensuring a professional, approachable, and safety-focused presence throughout the transit network.

Los Angeles Metro Site/Artesia Metro – AIS Transit Security Officers on Post (October 2025) Guard Service Mobile Patrol ☑
Annual Hours ~6,000 ☑
Served Since 2023 - Present ☑
☑
☑
On-Call/Event/Additional Services
Multiple Locations
Addt'l Req. Compliance & Training
Randomized Vehicle Patrol, Emergency
Response Services
GPS Timekeeping
GPS Guard Touring & Reporting
45 AIS Proposal for RFP – City of Norwalk RFP No. 26-832 City-Wide Security Services Use or disclosure of confidential information contained on this page is subject to the restriction on the CPRA Exemptions & Exceptions page of this proposal.

LOS ANGELES METROPOLITAN TRANSPORTATION AUTHORITY
Brief Service Description: AIS provides armed security officers for various LA Metro sites. Officers are required to arrive promptly at the start of their shifts, maintaining a neat, professional appearance. AIS officers conduct continuous patrols of authorized areas to monitor for and prevent trespassing, loitering, or other unauthorized activities. Any suspicious behavior, disruptive conduct, or instances of vandalism or property damage are reported immediately to AIS Dispatch. Officers are responsible for completing detailed Incident Reports and documenting all relevant activity in the Daily Activity Report (DAR). AIS officers respond promptly to incidents or requests for assistance while on patrol—whether initiated by Metro personnel, law enforcement, or Metro patrons.

FIREWATCH SERVICE EXPERIENCE FOR GOVERNMENT AND PRIVATE INDUSTRIES In addition to providing security services for municipalities and public transportation, AIS has extensive experience delivering professional Firewatch services to both government and private sector clients. Our private industry experience includes assignments at Westfield Century City Mall and various retail and commercial facilities requiring strict compliance with fire safety monitoring protocols.

AIS provides emergency and scheduled Firewatch services for critical facilities such as Los Angeles City Hall, the Federal Drug Administration (FDA), and multiple public-school campuses. These projects have allowed us to rapidly deploy trained personnel while maintaining close coordination with facility management and local fire authorities.

AIS personnel are well-versed in Firewatch log documentation, fire and smoke detection, evacuation and reporting procedures, and hazard mitigation protocols. Our officers are trained to maintain safety, ensure code compliance, and communicate promptly with emergency responders to protect clients and property.

Los Angeles City Hall – Firewatch Officer on Post (October 2025) Guard Service Armed ☑
Annual Hours ~47,000 ☑
Served Since 2015 ☑
☑
☑
DoT / FTA Compliance
Perimeter Foot Patrol, Emergency
Response Services
GPS Timekeeping
GPS Guard Touring & Reporting
On-Call/Event/Additional Services
Multiple Locations
46 AIS Proposal for RFP – City of Norwalk RFP No. 26-832 City-Wide Security Services Use or disclosure of confidential information contained on this page is subject to the restriction on the CPRA Exemptions & Exceptions page of this proposal.

CITY OF RANCHO CUCAMONGA
Brief Service Description: AIS provides unarmed security guard services for City-owned parks, events at community centers, transit stations, and local government facilities. The primary security responsibility is to serve as a visual and physical deterrent to crime and vandalism in the City and to report any suspicious or illegal activity through the proper channels. AIS security guards stationed at the Metrolink train station and its adjoining parking lots provide platform security, routine foot patrol, parking lot surveillance, and customer service. Additionally, AIS security guards utilize electronic patrol tour verification programs to generate and complete daily reporting for the City.

AIS specializes in providing dedicated fire watch services upon request by the City. Our trained personnel ensure continuous monitoring and protection of facilities during fire system impairments, maintenance periods, or emergency conditions. AIS fire watch officers are equipped to identify potential fire hazards, maintain clear communication with City personnel, and ensure compliance with all safety regulations until systems are restored.

JOHNSON CONTROL INC (JCI)
Brief Service Description: AIS provides unarmed security officers and vehicle patrol services at the LAX ConRAC Facility construction site. AIS officers are assigned to multiple gates and conduct patrols to ensure there are no illegal activities on the premises, such as theft, vandalism, graffiti tagging, or trespassing. AIS completes detailed daily shift reports for each guard and submits them to PCL on a daily basis. When necessary, AIS provides incident investigation reports and assists PCL with incident investigations to compile all information for a final report.

Additionally, as a trusted and reliable partner with Johnson Controls, the client relies on AIS for fire watch services. AIS fire watch officers monitor designated areas during periods of heightened fire risk, such as fire system impairments, fire system repairment, or emergency conditions, to ensure compliance with fire safety standards and protect personnel and property. Officers maintain constant patrol, identify and report potential fire hazards, and coordinate directly with the client and emergency responders as needed to ensure safety and readiness.

Guard Service Armed & Unarmed ☑
Annual Hours ~12,000 ☑
Served Since 2018 - Present ☑
☑
☑
On-Call/Event/Additional Services
Multiple Locations
Addt'l Req. Compliance & Training
Foot & Vehicle Patrol, Fire Watch,
Emergency Response Services
GPS Timekeeping
GPS Guard Touring & Reporting
Guard Service Unarmed ☐
Annual Hours ~26,500 ☑
Served Since 2015 ☑
☑
☑
On-Call/Event/Additional Services
Multiple Locations
Addt'l Req. Compliance & Training
Access Control, Foot & Vehicle Patrol GPS Timekeeping
GPS Guard Touring & Reporting
47 AIS Proposal for RFP – City of Norwalk RFP No. 26-832 City-Wide Security Services Use or disclosure of confidential information contained on this page is subject to the restriction on the CPRA Exemptions & Exceptions page of this proposal.

AIS is a proud member of CALSAGA, the California Association of Licensed Security Agencies, Guards & Associates; a proud member of the NRA, the National Rifle Association; a proud member of IACLEA, the International Association of Campus Law Enforcement Administrators; a proud member of ASIS, the American Society for Industrial Security; and employs a proud member of the FBI National Academy Association & Peace Officers Association of Los Angeles County.

AIS armed officers are trained in the Use of Force and the U.S. Department of Homeland Security’s Law Enforcement Active Shooter Emergency Response. They also take supplemental OC pepper spray, baton, and firearm training beyond the standard BSIS requirements.

AIS holds licenses for Guard Card, Baton, Firearm Training and operates a BSIS, BPPE, & I-TRAIN approved Weapons Training Center capable of receiving federal funding from local workforce agencies to provide vocational training and job placement opportunities for local communities.

AIS enforces a company-wide No-Smoking Policy and Drug-Free Workplace, protecting our officers from the dangers of drug abuse in the workplace, and offers drug counseling, rehabilitation, and employee assistance programs.

AIS provides its qualifying employees with competitive benefits including Comprehensive Health Insurance (with Vision and Dental), 401K Retirement Plans, and PTO/Vacation Policies.

SERVICE CAPABILITY - CONFIDENTIAL
AIS provides the following portfolio of services to all its clients for the full duration of the contract.

DENSITY
500+ Guards in
Greater Los
Angeles Region

MANAGEMENT
24/7/365 Available
Operations
Manager

DISPATCH
24/7/365 In-House
Communications
Center

SUPERVISION
1:20 Supervisor to
Security Guard
Ratio

TRAINING
In-House BSIS &
BPPE Licensed
Training Facility

STAFFING
Pre-Qualified
Rover Team for
Surge Staffing

ATTENDANCE
In-House
Attendance
Verification Team

TECHNOLOGY
GPS Security
Operations
Platform
48 AIS Proposal for RFP – City of Norwalk RFP No. 26-832 City-Wide Security Services Use or disclosure of confidential information contained on this page is subject to the restriction on the CPRA Exemptions & Exceptions page of this proposal.

CITY OF NORWALK (INITIAL FY 2026/2027)
Personnel
Title Hourly Rate Holiday Rate Other Applicable Hourly Rate Unarmed Security Guard $29.80/hour $44.70/hour $44.70/hour (Overtime) Armed Security Guard $33.80/hour $50.70/hour $50.70/hour (Overtime) Supervisors $37.18/hour $55.77/hour $55.77/hour (Overtime) Equipment
Equipment Type Hourly Rate
Vehicle +$3.98/hour
CITY OF NORWALK (OPTIONAL FY 2027/2028)
Personnel
Title Hourly Rate Holiday Rate Other Applicable Hourly Rate Unarmed Security Guard $30.68/hour $46.02/hour $46.02/hour (Overtime) Armed Security Guard $34.80/hour $52.20/hour $52.20/hour (Overtime) Supervisors $38.30/hour $57.44/hour $57.44/hour (Overtime) Equipment
Equipment Type Hourly Rate
Vehicle +$4.10/hour
CITY OF NORWALK (OPTIONAL FY 2028/2029)
Personnel
Title Hourly Rate Holiday Rate Other Applicable Hourly Rate Unarmed Security Guard $31.60/hour $47.40/hour $47.40/hour (Overtime) Armed Security Guard $35.85/hour $53.78/hour $53.78/hour (Overtime) Supervisors $39.45/hour $59.18/hour $59.18/hour (Overtime) Equipment
Equipment Type Hourly Rate
Vehicle +$4.22/hour
Notes:

1. The proposals and subsequent offers shall be valid for 120 days. Upon award of the contract, the rates are subject to negotiation and are subject to the annual CPI increases.

2. Overtime Rates will be applied as incurred by client, as follows:
a) Any hours worked in excess of 8 hours per day, billable at 1.5 times the regular rate for the first 4 hours of overtime, and any hours worked in excess of 12 hours per shift, billable at 2 times the regular rate.

Cost Proposal
Section 5 CONFIDENTIAL
49 AIS Proposal for RFP – City of Norwalk RFP No. 26-832 City-Wide Security Services Use or disclosure of confidential information contained on this page is subject to the restriction on the CPRA Exemptions & Exceptions page of this proposal. b) Any hours worked in excess of 40 hours per week, billable at 1.5 times the regular rate.

3. Rates are generated with the understanding that there are no mandated LWO or PTO compliance requirements. If such compliance is required, rates will be adjusted accordingly.

4. AIS observes six (6) annual holidays, New Year's Day, Memorial Day, Independence Day, Labor Day, Thanksgiving Day, and Christmas day. Work performed on these days is billable at 1.5 times the regular rate. The customer can add additional holidays to be paid and billed at the holiday rates.

5. For every shift over 6 hours, security officer(s) must take (start) 0.5-hour meal break before the start of the 6th hour. This meal break will be non-paid and non-billed unless S/O is unable to take the meal break, or if the meal break is interrupted. If the missed break is caused by client, client’s employees or by an incident or situation related to the client’s scope of work, S/O is required to be paid for the 0.5 hour worked, plus a 1.0-hour premium pay, both of which will be billable to the customer.

6. AIS requires 48 hours advance notice prior to the start of a shift for any shift cancellations or modifications. AIS will bill the client for half the time of the scheduled shift at the regular billing rate for any instance where notice is not given or is given less than 48 hours in advance.

7. Minimum of 4 hours billing for requests less than 4 hours.

8. All rates are acknowledged to be fully burdened to include all direct and indirect costs, overhead, profit and shall remain fixed.
50 Absolute International Security
Cost Worksheet Specification - City of Norwalk
Concepts Rates% /
Days
Initial
FY 26/27
Optional
FY 27/28
Optional
FY 28/29
Unarmed Security Officer Wage $ 18.00 $ 18.54 $ 19.10
FUTA 1.50% 0.05 0.05 0.05
FICA 6.20% 1.22 1.35 1.39
Medicare 1.45% 0.29 0.32 0.32
ETT 0.10% 0.01 0.01 0.01
UI 5.60% 0.19 0.19 0.19
Employer Payroll taxes $ 1.76 $ 1.92 $ 1.96
Workers Comp 6.20% 1.12 1.15 1.18
General Liability Insurance 4.50% 0.81 0.83 0.86
Mandatory Health Insurance 1.36% 0.24 0.25 0.26
Uniform Expense 2.00% 0.36 0.37 0.38
Equipment 1.60% 0.29 0.30 0.31
Technology Platforms 1.30% 0.23 0.24 0.25
Employee Benefits 5.50% 0.99 1.02 1.05
Pre-employment Background and Drug Testing 2.20% 0.40 0.41 0.42 Training 3.50% 0.63 0.65 0.67
Non scheduled OT 5.20% 0.94 0.96 0.99
Holidays and Personal Time Off 6 days 0.42 0.43 0.44
Sick days 5 days 0.35 0.36 0.37
Quality Assurance / Supervision 6.45% 1.16 1.20 1.23
Overhead-Administration 9.60% 1.73 1.78 1.83
Profit 0.37 0.27 0.30
Unarmed Security Officer Billing Rate $ 29.80 $ 30.68 $ 31.60 Notes:

Payroll Taxes:

Employer Payroll taxes: Based on Federal and State current rates.

Benefits:

Profits
Company has calculated in average of 1.06% profits for a 3-year billing rate period, considering factors as wages incremental, systems implementation to hire Veterans and Homeless personnel from the community and benefit of County of Los Angeles and the community as a whole.

Workers Comp: Based on current rates, and intend to provide medical care for injuries related to work.

Mandatory Health Insurance: Includes premiums paid by company for employee medical insurance coverage.

Uniform expenses: Cost of uniforms provided to guards and approved by the company on everyday basis.

Technology Platforms: Includes workforce management scheduling & timekeeping software; guard touring, monitoring, and reporting platforms; vehicle tracking, safety, and risk management equipment; and payroll automation, compliance and processing integration & software.

Meal break: Every shift over 6 hours, security officer(s) must take 0.5-hour meal break between the 5th-6th hours. This meal break will be non-paid and non-billed unless S/O does not receive the meal break. If the missed break is caused by client, client’s employees or by an incident or situation related to the client’s scope of work, S/O is required to be paid for the 0.5 hour worked, plus a 1.0- hour premium pay, both which will be billable to the customer.

General Liability Insurance: Calculated based on current Premiums for proper coverage for loss that can arise from your business operations.

Equipment expenses: Cost of equipment provided to guards, such as Sam Browne, Keepers, Cellphones, Flashlights.

Holidays and personal time: Company pays up to six (6) days for Holidays and / or personal time for the employees on yearly basis.

Pre-employment Background and Drug testing: Cost to verify accuracy of the employee information and determine presence or absence of specified drugs.

Training: Cost incurred by the company providing necessary and specific training in guards with the purpose of gain knowledge and develop proper skills for their duties.

Non Schedule OT: Company pays one and one-half times the employee's regular rate of pay for all hours worked in excess of eight hours up to and including 12 hours in any workday for any emergency call-off, accidents and other matters.

Sick days: Under current California's mandate, Company allow up to five (5) sick days for all of employees working at County of Los Angeles.

Quality Assurance / Supervision: Activities performed to ensure Guards meet with the company's and customers guidelines of procedures and quality standards.
51 Absolute International Security
Cost Worksheet Specification - City of Norwalk
Concepts Rates% /
Days
Initial
FY 26/27
Optional
FY 27/28
Optional
FY 28/29
Armed Security Officer Wage $ 20.00 $ 20.60 $ 21.22
FUTA 1.50% 0.05 0.05 0.05
FICA 6.20% 1.36 1.50 1.54
Medicare 1.45% 0.32 0.35 0.36
ETT 0.10% 0.01 0.01 0.01
UI 5.60% 0.19 0.19 0.19
Employer Payroll taxes $ 1.93 $ 2.10 $ 2.15
Workers Comp 6.20% 1.24 1.28 1.32
General Liability Insurance 4.50% 0.90 0.93 0.95
Mandatory Health Insurance 1.36% 0.27 0.28 0.29
Uniform Expense 2.00% 0.40 0.41 0.42
Equipment 1.60% 0.32 0.33 0.34
Technology Platforms 1.30% 0.26 0.27 0.28
Employee Benefits 5.50% 1.10 1.13 1.17
Pre-employment Background and Drug Testing 2.20% 0.44 0.45 0.47 Training 3.50% 0.70 0.72 0.74
Non scheduled OT 5.20% 1.04 1.07 1.10
Holidays and Personal Time Off 6 days 0.46 0.48 0.49
Sick days 5 days 0.38 0.40 0.41
Quality Assurance / Supervision 6.45% 1.29 1.33 1.37
Overhead-Administration 9.60% 1.92 1.98 2.04
Profit 1.15 1.04 1.09
Armed Security Officer Billing Rate $ 33.80 $ 34.80 $ 35.85 Notes:

Payroll Taxes:

Employer Payroll taxes: Based on Federal and State current rates.

Benefits:

Profits
Holidays and personal time: Company pays up to six (6) days for Holidays and / or personal time for the employees on yearly basis.

Sick days: Under current California's mandate, Company allow up to five (5) sick days for all of employees working at County of Los Angeles.

Quality Assurance / Supervision: Activities performed to ensure Guards meet with the company's and customers guidelines of procedures and quality standards.

Company has calculated in average of 3.17% profits for a 3-year billing rate period, considering factors as wages incremental, systems implementation to hire Veterans and Homeless personnel from the community and benefit of County of Los Angeles and the community as a whole.

Equipment expenses: Cost of equipment provided to guards, such as Sam Browne, Keepers, Cellphones, Flashlights.

Technology Platforms: Includes workforce management scheduling & timekeeping software; guard touring, monitoring, and reporting platforms; vehicle tracking, safety, and risk management equipment; and payroll automation, compliance and processing integration & software.

Pre-employment Background and Drug testing: Cost to verify accuracy of the employee information and determine presence or absence of specified drugs.

Training: Cost incurred by the company providing necessary and specific training in guards with the purpose of gain knowledge and develop proper skills for their duties.

Meal break: Every shift over 6 hours, security officer(s) must take 0.5-hour meal break between the 5th-6th hours. This meal break will be non-paid and non-billed unless S/O does not receive the meal break. If the missed break is caused by client, client’s employees or by an incident or situation related to the client’s scope of work, S/O is required to be paid for the 0.5 hour worked, plus a 1.0- hour premium pay, both which will be billable to the customer.

Non Schedule OT: Company pays one and one-half times the employee's regular rate of pay for all hours worked in excess of eight hours up to and including 12 hours in any workday for any emergency call-off, accidents and other matters.

Workers Comp: Based on current rates, and intend to provide medical care for injuries related to work.

General Liability Insurance: Calculated based on current Premiums for proper coverage for loss that can arise from your business operations.

Mandatory Health Insurance: Includes premiums paid by company for employee medical insurance coverage.

Uniform expenses: Cost of uniforms provided to guards and approved by the company on everyday basis. 52 Absolute International Security
Cost Worksheet Specification - City of Norwalk
Concepts Rates% /
Days
Initial
FY 26/27
Optional
FY 27/28
Optional
FY 28/29
Supervisors Wage $ 22.00 $ 22.66 $ 23.34
FUTA 1.50% 0.05 0.05 0.05
FICA 6.20% 1.49 1.65 1.70
Medicare 1.45% 0.35 0.39 0.40
ETT 0.10% 0.01 0.01 0.01
UI 5.60% 0.19 0.19 0.19
Employer Payroll taxes $ 2.09 $ 2.29 $ 2.35
Workers Comp 6.20% 1.36 1.40 1.45
General Liability Insurance 4.50% 0.99 1.02 1.05
Mandatory Health Insurance 1.36% 0.30 0.31 0.32
Uniform Expense 2.00% 0.44 0.45 0.47
Equipment 1.60% 0.35 0.36 0.37
Technology Platforms 1.30% 0.29 0.29 0.30
Employee Benefits 5.50% 1.21 1.25 1.28
Pre-employment Background and Drug Testing 2.20% 0.48 0.50 0.51 Training 3.50% 0.77 0.79 0.82
Non scheduled OT 5.20% 1.14 1.18 1.21
Holidays and Personal Time Off 6 days 0.51 0.52 0.54
Sick days 5 days 0.42 0.44 0.45
Quality Assurance / Supervision 6.45% 1.42 1.46 1.51
Overhead-Administration 9.60% 2.11 2.18 2.24
Profit 1.30 1.20 1.24
Supervisors Billing Rate $ 37.18 $ 38.30 $ 39.45
Notes:

Payroll Taxes:

Employer Payroll taxes: Based on Federal and State current rates.

Benefits:

Profits
Holidays and personal time: Company pays up to six (6) days for Holidays and / or personal time for the employees on yearly basis.

Sick days: Under current California's mandate, Company allow up to five (5) sick days for all of employees working at County of Los Angeles.

Quality Assurance / Supervision: Activities performed to ensure Guards meet with the company's and customers guidelines of procedures and quality standards.

Company has calculated in average of 3.25% profits for a 3-year billing rate period, considering factors as wages incremental, systems implementation to hire Veterans and Homeless personnel from the community and benefit of County of Los Angeles and the community as a whole.

Equipment expenses: Cost of equipment provided to guards, such as Sam Browne, Keepers, Cellphones, Flashlights.

Technology Platforms: Includes workforce management scheduling & timekeeping software; guard touring, monitoring, and reporting platforms; vehicle tracking, safety, and risk management equipment; and payroll automation, compliance and processing integration & software.

Pre-employment Background and Drug testing: Cost to verify accuracy of the employee information and determine presence or absence of specified drugs.

Training: Cost incurred by the company providing necessary and specific training in guards with the purpose of gain knowledge and develop proper skills for their duties.

Meal break: Every shift over 6 hours, security officer(s) must take 0.5-hour meal break between the 5th-6th hours. This meal break will be non-paid and non-billed unless S/O does not receive the meal break. If the missed break is caused by client, client’s employees or by an incident or situation related to the client’s scope of work, S/O is required to be paid for the 0.5 hour worked, plus a 1.0- hour premium pay, both which will be billable to the customer.

Non Schedule OT: Company pays one and one-half times the employee's regular rate of pay for all hours worked in excess of eight hours up to and including 12 hours in any workday for any emergency call-off, accidents and other matters.

Workers Comp: Based on current rates, and intend to provide medical care for injuries related to work.

General Liability Insurance: Calculated based on current Premiums for proper coverage for loss that can arise from your business operations.

Mandatory Health Insurance: Includes premiums paid by company for employee medical insurance coverage.

Uniform expenses: Cost of uniforms provided to guards and approved by the company on everyday basis. 53 AIS Proposal for RFP – City of Norwalk RFP No. 26-832 City-Wide Security Services Use or disclosure of confidential information contained on this page is subject to the restriction on the CPRA Exemptions & Exceptions page of this proposal.

REQUIRED FORMS
Please find our completed required forms on the following pages.  Attachment B: Insurance Requirements Acknowledgement
 Attachment C: Certificate of Non-Collusion
Required Forms

CONFIDENTIAL
54 ATTACHMENT B: INSURANCE ACKNOWLEDGEMENTS

ACKNOWLEDGMENT OF INSURANCE REQUIREMENTS AND CERTIFICATION OF

ABILITY TO PROVIDE COVERAGES SPECIFIED
I, ____________________________________________, the ________________________ (President; Secretary; Owner or Representative)
of , certify that the
Insurance Requirements set forth in the solicitation have been read and understood that our insurance company(ies)

(Name(s) of insurance company(ies))
is/are able to provide the coverages specified
Signature of President, Secretary, Partner, Owner of
Representative
Date
Lucy Lin President/QM
Absolute International Security, Inc
10/31/25
James G. Parker Insurance
55 56
57 AIS Proposal for RFP – City of Norwalk RFP No. 26-832 City-Wide Security Services Use or disclosure of confidential information contained on this page is subject to the restriction on the CPRA Exemptions & Exceptions page of this proposal.

ADDITIONAL INFORMATION
For your review, please find our licenses and certifications on the following pages, which provide additional information demonstrating our capabilities and service deliverables to the City of Norwalk.  PPO License, Firearms Training Facility License, and Baton Training Facility License  Verification of Licensure
 Insurance Capability
o Sample Certificate of Insurance
 Sample Emergency Procedure & Response Document(s)
 Sample Forms & Reports
Additional Information

CONFIDENTIAL
58 59
60 AIS Proposal for RFP – City of Norwalk RFP No. 26-832 City-Wide Security Services Use or disclosure of confidential information contained on this page is subject to the restriction on the CPRA Exemptions & Exceptions page of this proposal.

INSURANCE CAPABILITY – CONFIDENTIAL
AIS maintains an A+ rated comprehensive insurance package as of the date of submittal for this Proposal for its various public and private security contracts, including Commercial General Liability, Commercial Auto, Workers’ Compensation, Employment Practices Liability, Terrorism Risk, Sexual Misconduct Liability, Crime and Cyber.

Commercial General Liability – Confidential
 $1,000,000 for Bodily Injury and Property Damage per Accident Limit  $3,000,000 for General Aggregate
 Includes coverage for
o Completed Operations
o Professional Liability (i.e. errors
& omissions)
o Theft Extension
o Assault & Battery
o Lost Key
o Personal & Advertising Injury
o Fire Damage
o Medical Expense
o No Exclusion for Sexual Abuse
 Also includes coverage for consequential bodily injury arising out of false arrest, malicious prosecution, slander and libel, and violation of the right of privacy.

Umbrella Liability – Confidential
 $4,000,000+ Aggregate Limit
 $4,000,000+ per Accident Limit
Commercial Auto Liability – Confidential
 $1,000,000 for Comprehensive & Collision Liability
 $1,000,000 for Comprehensive & Collision Hired Auto
 $1,000,000 for Non-Owned Auto
Workers’ Compensation and Employment Liability – Confidential  $1,000,000 per Accident Limit
Employment Practices Liability (EPLI) – Confidential
 $1,000,000 for EPLI Incl Third Party
Excess Insurance
For contracts that require additional insurance coverage, AIS is able to procure a per project “excess” policy that supplements the coverage of an underlying policy category (i.e. general liability, auto, crime).

AIS confirms that there will be no lapse in the required insurance coverage for the duration of the contract.

AIS will provide thirty (30) day written notice prior to the change of any required insurance coverage. *Upon award of the contract, AIS will provide the City of Norwalk with a completed Certificate of Insurance (COI) naming the City as the additional named insured.

Insurance Capability

CONFIDENTIAL
61 05/29/2025
James G. Parker Insurance
License #0554959
P O Box 3947
Fresno CA 93650
Bobbi Patane
(559) 222-7722 (559) 222-1724
[email protected]
Absolute Security International
5155 Irwindale Ave
Irwindale CA 91706
Palomar Excess and Surplus Ins Co 16754
Transverse Specialty Ins Co 41807
Redwood Fire & Casualty Ins Co 11673
25-26 GL AU WC UMB
A
Ded $5,000
Sexual Misconduct & Prof Liab 5300028400 01/27/2025 01/27/2026 1,000,000
100,000
10,000
1,000,000
3,000,000
3,000,000
B TSRSCA000028600 05/31/2025 05/31/2026
1,000,000
A 5301012200 01/27/2025 01/27/2026
4,000,000
4,000,000
C Y ABWC658352 01/27/2025 01/27/2026
1,000,000
1,000,000
1,000,000
For Information Purposes Only. Commercial Excess Liability Schedule of Underlying Insurance includes Commercial General Liability; Commercial Auto LIability; and Employers Liability
For Information Purposes Only
c/o Absolute Security Intl Inc
5155 Irwindale Avenue
Irwindale CA 91706

SHOULD ANY OF THE ABOVE DESCRIBED POLICIES BE CANCELLED BEFORE

THE EXPIRATION DATE THEREOF, NOTICE WILL BE DELIVERED IN ACCORDANCE WITH THE POLICY PROVISIONS.

INSURER(S) AFFORDING COVERAGE
INSURER F :

INSURER E :

INSURER D :

INSURER C :

INSURER B :

INSURER A :

NAIC #
NAME:

CONTACT
(A/C, No):

FAX
E-MAIL
ADDRESS:

PRODUCER
(A/C, No, Ext):

PHONE

INSURED
COVERAGES CERTIFICATE NUMBER: REVISION NUMBER:

IMPORTANT: If the certificate holder is an ADDITIONAL INSURED, the policy(ies) must have ADDITIONAL INSURED provisions or be endorsed.

If SUBROGATION IS WAIVED, subject to the terms and conditions of the policy, certain policies may require an endorsement. A statement on this certificate does not confer rights to the certificate holder in lieu of such endorsement(s).

THIS CERTIFICATE IS ISSUED AS A MATTER OF INFORMATION ONLY AND CONFERS NO RIGHTS UPON THE CERTIFICATE HOLDER. THIS

CERTIFICATE DOES NOT AFFIRMATIVELY OR NEGATIVELY AMEND, EXTEND OR ALTER THE COVERAGE AFFORDED BY THE POLICIES BELOW. THIS CERTIFICATE OF INSURANCE DOES NOT CONSTITUTE A CONTRACT BETWEEN THE ISSUING INSURER(S), AUTHORIZED REPRESENTATIVE OR PRODUCER, AND THE CERTIFICATE HOLDER.

OTHER:
(Per accident)
(Ea accident)
$
$
N / A
SUBR
WVD
ADDL
INSD

THIS IS TO CERTIFY THAT THE POLICIES OF INSURANCE LISTED BELOW HAVE BEEN ISSUED TO THE INSURED NAMED ABOVE FOR THE POLICY PERIOD INDICATED. NOTWITHSTANDING ANY REQUIREMENT, TERM OR CONDITION OF ANY CONTRACT OR OTHER DOCUMENT WITH RESPECT TO WHICH THIS

CERTIFICATE MAY BE ISSUED OR MAY PERTAIN, THE INSURANCE AFFORDED BY THE POLICIES DESCRIBED HEREIN IS SUBJECT TO ALL THE TERMS, EXCLUSIONS AND CONDITIONS OF SUCH POLICIES. LIMITS SHOWN MAY HAVE BEEN REDUCED BY PAID CLAIMS. $
$
$
$

PROPERTY DAMAGE
BODILY INJURY (Per accident)
BODILY INJURY (Per person)

COMBINED SINGLE LIMIT

AUTOS ONLY

AUTOS ONLY AUTOS

NON-OWNED

OWNED SCHEDULED

ANY AUTO

AUTOMOBILE LIABILITY
Y / N

WORKERS COMPENSATION

AND EMPLOYERS' LIABILITY
OFFICER/MEMBER EXCLUDED?
(Mandatory in NH)
DESCRIPTION OF OPERATIONS below
If yes, describe under

ANY PROPRIETOR/PARTNER/EXECUTIVE
$
$
$
E.L. DISEASE - POLICY LIMIT
E.L. DISEASE - EA EMPLOYEE
E.L. EACH ACCIDENT
ER
OTHSTATUTEPER
(MM/DD/YYYY) LIMITS

POLICY EXP
(MM/DD/YYYY)

POLICY EFF

LTR TYPE OF INSURANCE POLICY NUMBER
INSR
DESCRIPTION OF OPERATIONS / LOCATIONS / VEHICLES (ACORD 101, Additional Remarks Schedule, may be attached if more space is required)

EXCESS LIAB
UMBRELLA LIAB EACH OCCURRENCE $
AGGREGATE $
$
OCCUR

CLAIMS-MADE
DED RETENTION $
PRODUCTS - COMP/OP AGG $
GENERAL AGGREGATE $
PERSONAL & ADV INJURY $
MED EXP (Any one person) $
EACH OCCURRENCE $

DAMAGE TO RENTED
PREMISES (Ea occurrence) $

COMMERCIAL GENERAL LIABILITY

CLAIMS-MADE OCCUR
GEN'L AGGREGATE LIMIT APPLIES PER:

POLICY
PROJECT LOC

CERTIFICATE OF LIABILITY INSURANCE DATE (MM/DD/YYYY)

CANCELLATION

AUTHORIZED REPRESENTATIVE
ACORD 25 (2016/03)
© 1988-2015 ACORD CORPORATION. All rights reserved.

CERTIFICATE HOLDER
The ACORD name and logo are registered marks of ACORD
HIRED

AUTOS ONLY
Sample Only
Confidential
62 AIS Proposal for RFP – City of Norwalk RFP No. 26-832 City-Wide Security Services Use or disclosure of confidential information contained on this page is subject to the restriction on the CPRA Exemptions & Exceptions page of this proposal.

ACTIVE SHOOTER EMERGENCY RESPONSE
First and foremost, the guard must ensure the safety of his or her life. Once the threat of one’s life is past, the officer must contact the client to determine the course of action to be taken. Once the authorities have been informed, it is the officer’s duty to preserve the life of those around him. This includes keeping calm and directing staff away from the direction of activity. The guard should be familiar with the authority’s evacuation and lock-down drills.

Communication
Essential information that should be relayed to the command post include:
 Status of crisis site (secure or unsecure)
 Status of law enforcement personnel (number injured, killed, or wounded)  Status of criminal or terrorist subjects (killed, wounded, or captured)  Status of other occupants (killed, wounded, or in custody)  Current actions in progress
 Location, description, and status of any IEDs
 Follow-up needs such as EOD, emergency medical services (EMS), or other As an initial responder, AIS guards will be responsible for rapid deployment of subsequent responders to the crisis site. AIS guards shall be reinforced in all training and understood by all members of potential responding agencies. This is to prevent our guards from being vulnerable to misidentification by responding parties.

Evacuation
Because of the nature of an active shooter incident, officers may not be able to begin automatically evacuating others prior to securing the threat. Rescue operations should begin once the threat is neutralized.

Several factors need to be considered when evaluating the evacuation of wounded and non-wounded individuals:
 If wounded persons need to be evacuated, they should be moved to the established evacuation exit point
 Evacuation of wounded persons should begin as soon as practical  Security outside the crisis site will dictate the timing of the evacuation Evacuation shall only be conducted if sufficient safeguards are in place to provide for safe movement. 63 AIS Proposal for RFP – City of Norwalk RFP No. 26-832 City-Wide Security Services Use or disclosure of confidential information contained on this page is subject to the restriction on the CPRA Exemptions & Exceptions page of this proposal.

BOMB THREAT RESPONSE PROCEDURE
If a bomb threat is received, either by phone or other means, the person receiving the call should remain calm and attempt to get as much of the following information as possible on a bomb threat report form. If the caller wishes to talk, or answer questions, use open-ended questions and let the caller talk.

DO NOT CUT THE CALLER’S ANSWERS OFF. The longer the caller talks, the greater the possibility of obtaining valuable information.
 Time the device is set to go off.
 Location of the device.
 Type of device and description.
 Reason for setting the device.

Notify authorities immediately as well as your facility supervisor, manager, operator, or administrator. If possible, signal or pass a note to other staff to listen and help notify authorities. Write down as much information as possible that will aid investigators: Caller ID Number, exact wording of threat, type of voice or behavior, etc. Record the call, if possible.

If a package that appears suspicious is received or found within the Sites, the guard will notify City officials and the Los Angeles Police Department. The guard shall not handle the package and will clear the immediate area of staff. If the package appears suspicious to officials, he or she will ask the designated staff representative to send for the police and bomb squad. When reporting to 9-1-1 and the local law enforcement, explain why the item looks suspicious and follow their further instructions. Law enforcement will assess the situation and provide guidance regarding shelter-in-place or evacuation. If no guidance is provided and you feel you are in immediate danger, calmly evacuate the area. Distance and protective cover are the best ways to reduce injury from a bomb.

The guard is to keep the area clear until the police or bomb squad arrives and completes its inspection.

Emergency Evacuation Procedures will be conducted by the guard who will be notified whether or not only a single area will be evacuated or if there will be a general evacuation ordered. Every situation is unique and should be handled in the context of the facility or environment in which it occurs. Facility supervisors and law enforcement will be in the best position to determine if a real risk is posed and how to respond. 64 AIS Proposal for RFP – City of Norwalk RFP No. 26-832 City-Wide Security Services Use or disclosure of confidential information contained on this page is subject to the restriction on the CPRA Exemptions & Exceptions page of this proposal.

TELEPHONE BOMB THREAT CHECKLIST
INSTRUCTIONS: BE CALM, BE COURTEOUS. LISTEN. DO NOT INTERRUPT THE CALLER.

YOUR NAME: _______________ TIME: _____________ DATE: ____________ CALLER'S IDENTITY SEX: Male _____ Female ____ Adult ____ Juvenile ____ APPROX. AGE: _____ ORIGIN OF CALL: Local __________ Long Distance ___________ Telephone Booth __________

VOICE CHARACTERISTICS SPEECH LANGUAGE
___Loud
___High Pitch
___Raspy
___Intoxicated
___Soft
___Deep
___Pleasant
___________
_ Other
___ Fast
___ Distinct
___ Stutter
___ Slurred
___ Slow
___ Distorted
___ Nasal
___________
Other
___Excellent
___Fair
___Foul
___Good
___Poor
__________
Other

ACCENT MANNER BACKGROUND NOISES
___ Local
___ Foreign
___ Race
___ Not Local
___ Region
___ Calm
___ Rational
___ Coherent
___ Deliberate
___ Righteous
___ Angry
___ Irrational
___ Incoherent
___ Emotional
___ Laughing
___Factory
___Machines
___Music
___Office
___Machines
___Street
___Traffic
___Trains
___Animals
___Quiet
___Voices
___Airplanes
___Party
___Atmosphere

BOMB FACTS

PRETEND DIFFICULTY HEARING - KEEP CALLER TALKING - IF CALLER SEEMS AGREEABLE TO FURTHER CONVERSATION, ASK QUESTIONS LIKE:

When will it go off? Certain Hour ____ Time Remaining
Where is it located? Building Area
What kind of bomb? ___________________
What kind of package? ______________
How do you know so much about the bomb?
What is your name and address?
If building is occupied, inform caller that detonation could cause injury or death.

Activate malicious call trace: Hang up phone and do not answer another line. Choose same line and dial *57 (if your phone system has this capability). Listen for the confirmation announcement and hang up.

Call Security at 911 and relay information about call.

Did the caller appear familiar with plant or building (by his/her description of the bomb location)? Write out the message in its entirety and any other comments on a separate sheet of paper and attach to this checklist. Notify your supervisor immediately.
65 AIS Proposal for RFP – City of Norwalk RFP No. 26-832 City-Wide Security Services Use or disclosure of confidential information contained on this page is subject to the restriction on the CPRA Exemptions & Exceptions page of this proposal.

CHEMICAL RESPONSE PROCEDURE
Chemical spills can occur within or outside of the facility. When a chemical spill happens, it may not be readily apparent as a hazardous materials incident. You will not necessarily see the spill or smell chemical fumes before it affects you or others around you.

Typically, the first signs that a chemical spill has occurred will be reports of dizziness, fatigue, or nausea by two or more persons within a specific area. If you become aware of two or more people reporting feelings of illness when exposed to a specific area, do not attempt to investigate the suspected area yourself.

Notify Absolute International Security Post Commander and/or management immediately.

When a chemical spill is suspected or confirmed, the first priority shall be the safe and immediate evacuation of all persons from the affected area. Enforcement personnel shall be utilized to search for and evacuate persons from the affected areas only if the circumstances show that such an action does not pose undue hazard to Enforcement personnel.

Enforcement personnel shall notify local emergency services (i.e., police and fire), explain the circumstances, and await emergency response.

Enforcement personnel shall contain the affected area and not permit any patrons or employee’s access until the situation has been successfully resolved.

If a chemical spill occurs outside of the building, it may involve a container marked with an identification placard. Enforcement personnel shall determine, from a safe distance, if an identification placard is visible on the involved container(s). They shall note the placard’s number, color code, and symbol(s) and be able to provide this information to responding Emergency Services personnel. See attachment # 2 for samples.

Precautionary Measures
 Do not assume gases or vapors are harmless due to lack of odor.  Do not walk through, touch, or come into contact with any type of spilled materials.  Remain at a safe distance from the location so as to avoid inhaling fumes, smoke, or vapors from any spilled materials.
 Remain alert for the possibility of fire within the containment area.  Notify all department managers/supervisors of the affected area and instruct them to ensure that no employees inadvertently enter the containment area.

Any reports of exposure to chemicals by employees or patrons shall be immediately reported to the on-duty supervisor for proper treatment and documentation.
66 AIS Proposal for RFP – City of Norwalk RFP No. 26-832 City-Wide Security Services Use or disclosure of confidential information contained on this page is subject to the restriction on the CPRA Exemptions & Exceptions page of this proposal.

ROBBERY REPORT SYSTEM
Ensure Staff Safety
When Safe, Call 911
Notify Field Supervisor
Field Supervisor will notify AIS Project Manager
Mr. Bryan Colindres
Cell: (626) 848-7406
AIS will notify the Client
Remember what the robber looks like & provide the best description possible Don't touch anything until Police arrive
Wait for further instructions from the Police Department 67 AIS Proposal for RFP – City of Norwalk RFP No. 26-832 City-Wide Security Services Use or disclosure of confidential information contained on this page is subject to the restriction on the CPRA Exemptions & Exceptions page of this proposal.

FIRE EMERGENCY RESPONSE PROCEDURE
The surest way in which to control a fire is to prevent it from happening in the first place. All Enforcement personnel are responsible for remaining alert for any circumstances within their area of responsibility which could result in or increase the chance of a fire. The following are examples of what each officer should consider basic prevention measures:
 Always be on the lookout for combustibles. Flammable liquids such as gasoline are not to be used for cleaning purposes. Liquids not contained in their original containers are to be removed from public areas.
 Refuse must always be placed in proper containers and disposed of in a timely manner.  Be aware of maintenance work in your area of responsibility, particularly welding or electrical work. Check the work area thoroughly for “hot spots”.

If Fire is detected:

Although it is impossible to determine to what extent a fire represents a hazard, the following procedures are guidelines for Enforcement personnel:
 Notify staff, by radio or telephone, of any report (or personal observation) of smoke or flames.  Clear/evacuate the immediate area of patrons and employees.  If the fire is accessible, attempt to extinguish it. If the fire cannot be extinguished, close any doors in the area in order to help contain the blaze.
 Stay in the immediate vicinity, if safe to do so, until assistance has arrived.

If the fire is large or appears to be out of control, immediately notify emergency services (i.e., police and fire) and contact all department managers on property and forewarn them to prepare for implementing the Evacuation Procedures.

If any fire is detected in any location on the jobsite, the first thing to do is summon the local Fire Department.

Officers must be prepared to provide the exact address of the location. Then, officers must immediately notify their supervisor as well as the Client.
68 AIS Proposal for RFP – City of Norwalk RFP No. 26-832 City-Wide Security Services Use or disclosure of confidential information contained on this page is subject to the restriction on the CPRA Exemptions & Exceptions page of this proposal.

FIRE EMERGENCY REPORT SYSTEM
Fire Emergency
Identify What Class of Fire- A, B, or C
Use of Fire Extinguisher if the fire is small & contained Do not attempt to fight any fire that is large and obviously out-of-control Never cut off your escape route to safety
Your next top priority must be the protection of lives.

Activate or sound the fire alarm. Then coordinate an evacuation with the proper authorities.

Call 911
Call the Fire Department
Notify Field Supervisor
Field Supervisor Will Notify AIS Operations Manager and Officials Mr. Bryan Colindres
Cell: (626) 848-7406
AIS Will Notify the Client
Wait for the Fire Department
Check that the Fire Department has quick and easy access to the location of the fire.

Unlock and open gates and doors.

Do not permit patrons to depart in vehicles
Clear all access routes for emergency vehicles and equipment.

Position yourself beside the street where you can easily be seen Direct the Fire Department to the affected area.

Avoid having people walking or running around on the external perimeters of the location Once the Fire Department has arrived, the Captain/Chief will be in charge Control emergency access routes clear by keeping all unauthorized persons away from the emergency area
69 AIS Proposal for RFP – City of Norwalk RFP No. 26-832 City-Wide Security Services Use or disclosure of confidential information contained on this page is subject to the restriction on the CPRA Exemptions & Exceptions page of this proposal.

FIRE EXTINGUISHER USE & CARE

1. Types of Fire Extinguishers
There are four fire classifications and specific types of extinguishers are used for each, as described below.

If you have not been trained in fire suppression, or proper use of a fire extinguisher, please do not attempt to combat a fire. Call for assistance and attempt to confine the fire to the smallest area possible.

Class A: The types of fires can be put out with water include wood, paper, rubber, plastics, and fabric (ordinary solid materials). Water acts as a cooling agent, thus reducing the heat of the fire. After a Class A fire is put out, it must be “overhauled”. This means that the material must be broken up to ensure all embers are smothered. A Class A fire extinguisher can be a silver container filled with water and a special “wetting” agent. This type of extinguisher can shoot an approximate 5’ to 40’ stream of water. It can be a red container filled with a foam that removes the air and heat of a fire or dry chemical or halon that breaks the chain reaction of a fire.

Class B: Fires from vapors formed above flammable liquids, such as gasoline, tar, cleaning fluids, and grease, where the vapors mix with the air. These fires are put out by dry chemical, or halon, as well as well as by an extinguisher that contains a special foam or carbon dioxide (CO2). These types of smothering agent break up the chain reaction between oxygen and vapors, and they are considered most effective for putting out this type of fire.

Class C: Class C fires are those found with electrical equipment. At first knowledge of an electrical fire.

TURN OFF the electricity. The fire then becomes a Class A fire and can be treated as Class A fire. When treating a Class A fire, a carbon dioxide, dry chemical, or halon extinguisher can be used. If the electricity cannot be turned off at once, be sure to use a chemical extinguisher, NOT water. If water is released upon this type of fire, the electricity may travel up the stream of water through the extinguisher.

Class D: A Class D fire refers to combustible metal fire, such as the magnesium metal sometimes found in certain automobile engines. These can only be put out by a Class D fire extinguisher. Water will only feed the fire: it would take a tremendous amount of water to put out this type of fire. 70 AIS Proposal for RFP – City of Norwalk RFP No. 26-832 City-Wide Security Services Use or disclosure of confidential information contained on this page is subject to the restriction on the CPRA Exemptions & Exceptions page of this proposal.

2. Use and Care of Fire Extinguishers
Extinguisher (carbon dioxide, dry chemical, or halon) should be serviced once a month by inverting the extinguisher and shaking it. Once a year, an authorized service should inspect and recharge the extinguisher.

Once an extinguisher is used, never place it back in its original place; be sure it is recharged immediately by and authorized service company. To use a fire extinguisher, the acronym “P.A.S.S.S.” is the basic operation.
 Pull the ring pin
 Aim the nozzle at the base of the fire
 Squeeze the handle
 Sweep the handle
 Sweep the nozzle from the side to side
If the extinguisher has an insulated, be sure to hold the handle, not the hose. As carbon dioxide is discharged, it creates static electricity that can shock you.

3. Keys to Combating A Fire
 Use the appropriate fire extinguisher to combat the fire. The type of fie the extinguisher was made for is labeled on the container. Most of the building extinguishers are of the ABC type, which can be used on most types of fires.
 When at all possible, two or more people should fight a fire. Never enter a room alone, unless a person’s life is in danger.
 Feel the doorknob for heat before entering the room. If the door or doorknob is hot to the touch, do not enter. This indicates the room is engulfed in flames and opening the door will cause the fire to spread rapidly. If you determine it is safe to enter the room, close doors to prevent any fire from spreading.
 Fire, gases and smoke will rise: therefore, if you must enter a room to save a life, crawl on your hands and knees along the floor.
 Do not touch electrical wiring or television sets.
 Caution is advised when using fire hoses, which could result in water damage. 71 AIS Proposal for RFP – City of Norwalk RFP No. 26-832 City-Wide Security Services Use or disclosure of confidential information contained on this page is subject to the restriction on the CPRA Exemptions & Exceptions page of this proposal.

MEDICAL EMERGENCY RESPONSE PROCEDURE
In instances of serious injury or illness, the following steps shall be taken:
 Notify emergency services and provide the exact location of the victim and describe the medical problem/symptoms.
 Keep the victim still.
 Enforcement personnel shall attempt to obtain detailed information about the incident. Enforcement personnel shall ask the victim (if conscious) about their condition, and/or interview any available witnesses. Enforcement personnel shall remain with the victim until relieved by Emergency Medical Services (EMS) personnel.

The decision of whether or not to administer First Aid at the scene of an accident/injury is a personal one. The Good Samaritan law protects people who choose to perform First Aid, as long as the action taken is reasonable under the circumstances.

Automatic External Defibrillator & CPR (AED) if applicable Certified personnel may authorize the use of the AED and CPR in accordance with the training received when the person is unconscious.

Bloodborne Pathogens
Employees or patrons may be exposed to blood while rendering first aid, cleaning up spills, cut/punctured by a potentially contaminated sharp object(s), or other contaminating activities. If this occurs, the following steps must be taken:
 Ensure that other employees or patrons are not exposed unless properly protected (i.e. gloves, goggles, etc.)
 Obtain all available information on the person who was the source of the blood.  Notify Absolute International Security Post Commander and/or Management.

Enforcement personnel shall ensure the proper handling of the exposure, including all required documentation and notifications, as required by the Blood-borne Pathogens procedures. 72 6WDWH/LF
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SAMPLE FORM
73 Tue, 20th Feb 2024
Daily Shift Report
Feb 20 7:46am - Feb 20 3:01pm I Duration: 7h 15m

SCANS ISSUES TASKS AUDITS
56 0 4 0
Timeline
Activity Location Tlmestamp (PST)
Shift Started Tue 20 7:46 am
Shift Ended Tue 20 3:01 pm
Activity Summary
Activity Location Tlmestamp (PST)
Location Scan First Floor employee back room Tue 20 7:46 am Location Scan No Exit Tue 20 7:46 am
Location Scan Secondary Entrance Notice Board Tue 20 7:46 am Location Scan Second Floor Tue 20 7:47 am
Location Scan Second Floor Tue 20 7:47 am
Location Scan Second Floor Interior Bathroom Hallway Tue 20 7:48 am Location Scan Electrical Room Door Tue 20 7:50 am
Location Scan Smoking Patio Tue 20 7:51 am
Location Scan Parking Light Pole 1 Tue 20 7:52 am
Location Scan Parking Light Pole south side Tue 20 7:54 am (@) Lighthouse Shift Report I 20th Feb 2024
SAMPLE FORM 74
Hourly Activity Report
AIS HQ - 9:13 am PST by
Activity Details
Time 09:11
Narrative This is a sample hourly report
Photo(s)
Signature
Print Name AIS Employee
Tue, 20th Feb 2024
Task 00060629 | 20th Feb 2024
SAMPLE FORM 75
Phone: (626) 858-7188
Fax: (626) 858-2882
www.absolutesecurityintl.com
This report is created by AIS for our client’s reference only. It is not intended for anyone other than the specific client. The contents of this report are the observations at the jobsites. Since the report may expose some security issues, the specific clients who receives this report should not disclose the contents of this report to any other party due to the sensitive nature of the report. AIS does not assume any liability if any part of this report is disclosed to any third party for any reason without a written permission from AIS. 09-OP-106-00003
Incident Report
Incident Type
Clients Name Jobsite
Clients Address Jobsite Address
Date, Time, Day of Occurrence
Location of Occurrence
CODE: V - VICTIM W - WITNESS I - INFORMANT R - REPORTING PARTY P - PARTY Code # of L. NAME F. NAME M. NAME SEX ETHNICITY DOB AGE RES. ADDR. CITY ZIP VICTIM CLASSIFICATIONS # RES. PHONE BUS. ADDR. CITY ZIP English Speaking? BUS. PHONE
Code # of L. NAME F. NAME M. NAME SEX ETHNICITY DOB AGE RES. ADDR. CITY ZIP VICTIM CLASSIFICATIONS # RES. PHONE BUS. ADDR. CITY ZIP English Speaking? BUS. PHONE
CODE: S - SUSPECT SJ - SUBJECT S/V - SUBJECT/ VICTIM SJ/V - SUBJECT/ VICTIM Code # of L. NAME F. NAME M. NAME DRIVER’S LICENSE (STATE & NO.) RES. ADDR. CITY ZIP RES. PHONE
BUS. ADDR. CITY ZIP BUS. PHONE

SEX RACE ETHNIC ORIGIN HAIR EYES HEIGHT WEIGHT DOB AGE
CHARGE WHERE DETAINED OR CITE #
AKA MONIKER BOOKING #
Code # of L. NAME F. NAME M. NAME DRIVER’S LICENSE (STATE & NO.) RES. ADDR. CITY ZIP RES. PHONE
BUS. ADDR. CITY ZIP BUS. PHONE

SEX RACE ETHNIC ORIGIN HAIR EYES HEIGHT WEIGHT DOB AGE
CHARGE WHERE DETAINED OR CITE #
AKA MONIKER BOOKING #
VEHICLE #__________
STATUS____________
LICENSE (STATE & NO.) YEAR MAKE MODEL BODY TYPE COLOR

REGISTERED OWNER IDENTIFYING FEATURES GARAGE NAME/ PHONE OFFICER EMPLOYEE # SUPERVISOR EMPLOYEE #
SHIFT OPERATIONS EMPLOYEE # DATE TIME
SAMPLE FORM 76
Incident Report
AIS HQ
Irwindale Avenue, Irwindale California 91706
Status CLOSED
Duration 4d 17h
Assignees No users assigned
Timeline
Activity
Issue updated to Closed
Issue opened
Incident Type & Description
Narrative
Photo(s)
Precise Location Description
Incident Response
Who was notified (select all that apply)?
Name and title of persons notified
Involved Person(s)
{t) Lighthouse
User
Wed, 6th Dec 2023
� ......_ � Date & Tlmestamp (PST) :on, Dec 11 9:54:SSam PST � ---
Wed, Dec 6 4:26:48pm PST
•This is sample report only•
is morning upon arrival to the site it was reported by IT ha he window in there office was found broken. No
• ct cause was found. No other damage was found.
uilding management was notified.

IT office
--=-.

AIS Management
--
Chief of Staff
- Logistics Manager
Issue 00000004 I 6th Dec 2023
77 Total Score 7 / 7
100%
Additional Comments and Commendations
Has Officer displayed conduct above and beyond
expectations?
No
Additional Notes This is a sample Officer Inspection
Sign-Off
Officer Signature
Print Officer name AIS Employe
Supervisor Signature
Print Supervisor Name AIS Employee
Tue, 20th Feb 2024
Audit 00001241 | 20th Feb 2024
SAMPLE FORM 78
Total Mileage:

Date of Visit: Start Time: End Time:

Date of Visit: Start Time: End Time:

Date of Visit: Start Time: End Time:

Officer Assigned: Officer Name Printed: Officer Signature Officer Daily Report Reviewed? † Yes † No
Jobsite Name: Jobsite Address:

Notes and Observations:

Officer Assigned: Officer Name Printed: Officer Signature Officer Daily Report Reviewed? † Yes † No
Jobsite Name: Jobsite Address:

Notes and Observations:

Officer Assigned: Officer Daily Report Reviewed?
† Yes † No
Officer Name Printed: Officer Signature
Jobsite Name: Jobsite Address:

Notes and Observations:

Start Time:

Supervisors Daily Report
Vehicle Number: Starting Mileage: Ending Mileage: Vehicle Inspection Report Completed? † Yes † No
Supervisor Name: Supervisor ID#: Date: Day of Week:
4255 Tyler Avenue, El Monte, California 91731
Telephone (626) 858-7188 Facsimile (626) 858-2882 Toll Free (866) 969-7188 www.absolutesecurityintl.com
SAMPLE FORM 79
Name: _____________________________________ID#_______________Pay Period:_________________ to ______________ Date Time In Time Out Time In Time Out Hours Approval
Total Hours:________________ Date:_______________________ Signature:______________________________________ Final Approval:___________________ Job Site/Location
California law mandates that you must take a 30 minute meal break, when you work more than 5 hours a day. You MUST begin your meal break BEFORE you start working more than 5 hours. For example, if you begin work at 6:00am, your meal break must begin no later than 11:00am (5 hours after you begin work).

I certify under the penalty of perjury that the above hours accurately represent my working and meal break hours. I further certify that to the extent I worked less than 6-hours on a given day and waived my right to a meal break OR worked less than 12-hours in a day and waived my right to a second meal break, I did so VOLUNTARILY of my own free accord and without any coercion from my employer. I also certify that I have taken ALL of my 10-minute rest breaks to which I am entitled under California law, as fully explained to me by my employer.

California law also mandates that you take a 10-minute, duty free, rest break for every four (4) hours worked or major fraction thereof. The law requires that you take a 10-minute rest break in the middle of each 4-hour work period (e.g., at the 2-hour mark).

These are paid breaks, and can NOT be voluntarily waived. 4255 Tyler Ave • El Monte, California 91731
Toll Free (866) 969-7188 • Telephone (626) 858-7188 • Facsimile (626) 858-2882 www.absolutesecurityintl.com
Please send time cards to: [email protected] SAMPLE FORM 80
Disciplinary Action Notice
Score Not Applicable To This Document
The presence of any score on this document is only for
formatting purposes and has no substantive value.

Officer/ Site information
Name
Employee#
Title
Post/ Jobsite Name
Date & Time
Date
Time
Type of Violation
Violation(s)
Other
Photo Documentation
Photo
Dept. Head/Manager/Supervisor Statement
Description of Violation(s)
Employee Statement
(@) Lighthouse
Wed, 14th Feb 2024
- 3:32 pm PST by
Acknowledged
-
Officer
02/14/24
15:22
0%
Attendance Issue, Carelessness. Disorderly Conduct. Failure to Follow Instruc tion, Insubordination, Tardy
■II■■■■■ was late 50 minutes today, February
T4, 2"0:.!:<i", tor fier scheduled shift.
■--TL has been trained and has been given a
cifscipl'inaJ
act1on last week in efforts to improve her
tardiness. ·••e failed to show up to her
schedule �l'\ltt nn 1m<> tnl'i;,\.

Audit 00001100 I 14th Feb 2024
SAMPLE FORM 81
Employee Statement
Action to be taken
Action
Other
Consequences should incident occur again
Officer Signature
Print Name
Signature
Refused to Sign
Supervisor Information
Print Name
Signature
Score Not Applicable To This Document - This
Section is Intentionally Left Blank
Question
(@) Lighthouse
Wed, 14th Feb 2024
Probation
has been advised that if her behavior
confinues, sfie may be removed from the site
Answer Weight Score
Audit 00001100 I 14th Feb 2024
SAMPLE FORM 82
Officer Inspection 100%
AIS HQ - 9:15 am PST by
Officer Details
Officer Name AIS Employee
Employee ID 99999
Officer Guard Card Information
Current Guard Card on Person Yes
If "No" Why not?
Guard Card Expiration Date 29/02/24
Other Officer Certifications
Firearm Permit N/A
Baton Permit Yes
Pepper Spray Certificate Yes
CPR/ First Aid Certificate Yes
If "No" on any of the above that are required for the jobsite explain why the Officer does not have it with them
Inspection 7 / 7 (100%)
Question Answer Weight Score
Uniform Dress and Appearance Pass 1 1
Duty Gear and Equipment Pass 1 1
Officer Conduct Pass 1 1
Training & Certifications Pass 1 1
Job Knowledge Pass 1 1
Reporting Accuracy and Completeness Pass 1 1
Vehicle Condition Pass 1 1
Tue, 20th Feb 2024
Audit 00001241 | 20th Feb 2024
SAMPLE FORM 83
Total Score 7 / 7
100%
Additional Comments and Commendations
Has Officer displayed conduct above and beyond
expectations?
No
Additional Notes This is a sample Officer Inspection
Sign-Off
Officer Signature
Print Officer name AIS Employe
Supervisor Signature
Print Supervisor Name AIS Employee
Tue, 20th Feb 2024
Audit 00001241 | 20th Feb 2024
SAMPLE FORM 84
4255 Tyler Avenue, El Monte, California 91731
Telephone (626) 858-7188 Facsimile (626) 858-2882 Toll Free (866) 969-7188 www.absolutesecurityintl.com

ABSOLUTE INTERNATINAL SECURITY

GUARD SIGN-IN / SIGN-OUT SHEET
POST: _______________________________ LOCATION: _______________________________

DATE NAME(PRINT) SIGNATURE TIME-IN TIME-OUT APPROVED

INITIAL
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Vehicle Inspection Report 100%
- 6:11 am PST by
General Vehicle Information
Vehicle Unit Number 42
Fuel Gage Level 1/2
Mileage 97162
Exterior Condition 6 / 6 (100%)
Question Answer Weight Score
Front No Damage 1 1
Rear No Damage 1 1
Driver Side No Damage 1 1
Passenger Side No Damage 1 1
Other Body Damage (explain in notes) No Damage 1 1
Cracks on Windows and Windshield No Damage 1 1
Electronics 7 / 7 (100%)
Question Answer Weight Score
Headlights Works perfectly 1 1
Tail Lights Works perfectly 1 1
Break Lights Works perfectly 1 1
Turn signals Works perfectly 1 1
Cabin Light Works perfectly 1 1
Light Bar - - -
Windows / Slide view Works perfectly 1 1
Is AC / Heater and Windshield Defogging Working? Works perfectly 1 1 Tire Condition 2 / 2 (100%)
Question Answer Weight Score
Tue, 20th Feb 2024
Audit 00001234 | 20th Feb 2024
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______________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ 09-AD-118-0010
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City Council Agenda Report
December 16, 2025
TO: Honorable City Council
FROM: Jesus M. Gomez, City Manager
BY: Theresa Devoy, City Clerk
SUBJECT: ADVISORY BODY APPOINTMENTS
Background:

With the exception of the Planning Commission (which is commensurate with the appointing Councilmember’s term) and five members of the Art in Public Places Commission (which is established in the Norwalk Municipal Code), Advisory Body terms are for two years following a City election. Advisory Body terms are from January 1, of odd years to December 31, of even years.

There are vacancies on several Advisory Bodies: Art in Public Places (3), Historical Heritage (6), International Friendship (1), Public Safety (4), and the Youth Commission (14). The Youth Commission has one member at this time. The age range for the Youth Commission is between 13 to 18 years of age. Each City Councilmember has three appointments.

Two of the vacancies on the Art in Public Places Committee are appointed based on Norwalk Municipal Code §15.44.060, and require consensus of the entire City Council. Any Councilmember may nominate an individual who falls into one of the two categories:

Business/Community College Representative and at-large Community Representative.

Fiscal Impact:

N/A
Citizens Advised:

Citizens are notified of Advisory Body vacancies through posting of vacancy notices and the Advisory Body term list, both of which are posted on the City’s website and at City Hall.

City Council December 16, 2025
Advisory Body Appointments Page No. 2
Strategic Plan 2023 Implementation:

N/A
Recommended Action:

Staff recommends City Council make appointments to fill the vacancies on the various Advisory Bodies for two-year terms expiring on December 31, 2026.

Attachments:

Advisory Body List
COMMISSIONER TERMS As of 12/16/2025
C:\PGCompilerServiceRelease\temp\norwalk\MeetingId_1083\Packet\Docx\13504\4584\1.docx