Agenda packet — Paramount City Council, August 27, 2024

Agenda
City Council
August 27, 2024
Regular Meeting - City Hall Council Chamber - 5:00 p.m. 16400 Colorado Avenue Paramount, CA 90723 (562) 220-2000 www.paramountcity.com

PUBLIC PARTICIPATION NOTICE
In-person Attendance: The public may attend the City Council meetings in-person.

View the City Council meeting live stream:
• YouTube Channel https://www.youtube.com/user/cityofparamount • Spectrum Cable TV Channel 36
Public Comments: Members of the public wanting to address the City Council, either during public comments or for a specific agenda item, or both, may do so by the following methods:
• In-Person
If you wish to make a statement, please complete a Speaker’s Card prior to the commencement of the Public Comments period of the meeting. Speaker’s Cards are located at the entrance. Give your completed card to a staff member and when your name is called, please go to the podium provided for the public. • E-mail: [email protected]
E-mail public comments must be received by 15 minutes prior to the start of the meeting. The e-mail should specify the following information: 1) Full Name; 2) City of Residence; 3) Phone Number; 4) Public Comment or Agenda Item No; 5) Subject; 6) Written Comments.

All public comments are limited to a maximum of three (3) minutes unless an extension is granted. No action may be taken on items not on the agenda except as provided by law. All public comments will be recorded and rules of decorum and procedures for the conduct of City meetings will apply when addressing the City Council whether in-person, via email or by teleconference.

CALL TO ORDER: Mayor Annette C. Delgadillo
PLEDGE OF ALLEGIANCE:

ROLL CALL OF
COUNCILMEMBERS:

Councilmember Isabel Aguayo
Councilmember Brenda Olmos
Councilmember Vilma Cuellar Stallings
Vice Mayor Peggy Lemons
Mayor Annette C. Delgadillo
Agenda August 27, 2024
Regular Meeting City Council Page 2

PRESENTATIONS

1. VIDEO 2024 HERITAGE FESTIVAL

CITY COUNCIL PUBLIC COMMENT UPDATES

PUBLIC COMMENTS

CONSENT CALENDAR
All items under the Consent Calendar may be enacted by one motion. Any item may be removed from the Consent Calendar and acted upon separately by the City Council.

2. AWARD OF

CONTRACT
SPANE PARK FACILITY IMPROVEMENTS (CITY PROJECT NO.
9358)
Recommended Action: 1) Appropriate an additional $52,000 from the Capital Project Fund utilizing General Funds; and 2) Award the contract for the Spane Park Facility Improvements (City Project No. 9358) to Estate Design and Construction, Inc., Los Angeles, CA in the amount of $318,792, and authorize the Mayor or her designee to execute the agreement.

3. RESOLUTION
24:034

APPOINTING ALTERNATES TO THE LOS ANGELES GATEWAY

REGION INTEGRATED REGIONAL WATER MANAGEMENT

JOINT POWERS AUTHORITY GOVERNING BOARD
Recommended Action: Read by title only and adopt Resolution No. 24:034 appointing Assistant Public Works Director, Michelle Tse, and Public Works Manager, Michelle Müller, as alternate board members to represent the City of Paramount on the Los Angeles Gateway Region Integrated Regional Water Management Joint Powers Authority.

4. ORDINANCE
1187
ADDING CHAPTER 2.08 TO TITLE 2 OF THE PARAMOUNT

MUNICIPAL CODE TO PROVIDE FOR THE ELECTRONIC AND

PAPERLESS FILING OF FAIR POLITICAL PRACTICES

COMMISSION CAMPAIGN FINANCE DISCLOSURE

STATEMENTS AND STATEMENTS OF ECONOMIC INTEREST
Recommended Action: Read by title only, waive further reading, and adopt Ordinance No. 1187.

Agenda August 27, 2024
Regular Meeting City Council Page 3

5. APPROVAL AMENDMENT NO. 3 TO THE AGREEMENT WITH MICHAEL

BAKER INTERNATIONAL FOR LANDSCAPE DESIGN SERVICES
FOR MEDIAN ENHANCEMENTS (CITY PROJECT NO. 9435)
Recommended Action: 1) Appropriate $15,000 from Measure R Funds for landscape design services; and 2) Approve Amendment No. 3 to the agreement with Michael Baker International for landscape design services to include the preparation of construction drawings, specifications, and bid support for the construction for median enhancements on Rosecrans Avenue (City Project No. 9435) in the amount of $14,880 and authorize the Mayor or her designee to execute the agreement.

6. APPROVAL MAYOR’S APPOINTMENT – CLEAN POWER ALLIANCE

ALTERNATE DIRECTOR
Recommended Action: Appoint Michelle Müller, Public Works Manager, as an alternate representative to the Clean Power Alliance Board of Directors.

7. APPROVAL AMENDMENT NO. 1 TO AGREEMENT WITH SOFFA ELECTRIC, INC. FOR WATER WELL PROGRAMMING SERVICES RELATED
TO WELL 16 (CITY PROJECT NO. 9116)
Recommended Action: Approve Amendment No. 1 to the
agreement with SOFFA Electric, Inc., in the amount of $38,270 for additional water well computer programming services; and authorize the Mayor or her designee to execute the Amendment.

8. ACCEPTANCE OF
WORK
ARTERIAL STREET RESURFACING (CITY PROJECT NO. 9330)
Recommended Action: Accept the work performed by Palp, Inc., DBA Excel Paving, Corona, California, for the arterial street resurfacing project for Fiscal Year 2023 and authorize payment of the retention.

NEW BUSINESS

9. PUBLIC HEARING

ORDINANCE
1188
ZONING ORDINANCE TEXT AMENDMENT NO. 34, REVISING

REGULATIONS FOR MANUFACTURING BUSINESSES
CITYWIDE IN THE M-1 (LIGHT MANUFACTURING) AND M-2
(HEAVY MANUFACTURING) ZONES
Recommended Action: Read by title only, waive further reading, introduce Ordinance No. 1188, and place it on the September 10, 2024 agenda for adoption.

Agenda August 27, 2024
Regular Meeting City Council Page 4

10. AWARD OF

CONTRACT

LANDSCAPE MAINTENANCE SERVICES
Recommended Action:

A. Appropriate an additional $515,200 in Gas Tax for median landscape maintenance and $507,800 in General Funds, for a total of $1,023,000, for landscape maintenance services that covers medians, vines, and parks citywide.

B. Award a contract for medians and vines care landscape maintenance services to SGD Enterprises DBA Four Seasons Landscaping in the amount of $690,174.44 per year for a 2-year term and authorize the Mayor or her designee to execute the agreement.

C. Award a contract for Citywide/parks landscaping maintenance services to Azteca Landscape in the amount of $1,007,706.32 per year for a 2-year term and authorize the Mayor or her designee to execute the agreement.

D. Authorize the Public Works Director to approve extra work/services for a combined amount not to exceed $200,000.

11. RESOLUTION
24:035

APPROVING THE PARKS AND RECREATION MASTER PLAN
Recommended Action: Read by title only and adopt Resolution No. 24:035 approving the Parks and Recreation Master Plan.

12. APPROVAL PROFESSIONAL SERVICES AGREEMENT WITH WATER

RESOURCES ECONOMICS, LLC FOR WATER RATE STUDY

SERVICES
Recommended Action: 1) Appropriate $52,155 from the Water Fund balance; and 2) Approve a professional services agreement with Water Resources Economics, LLC in the amount of $52,155 for water rate study services and authorize the City Manager to execute the agreement.

13. ORAL REPORT UPDATE ON CITY COUNCIL GOALS

COMMENTS/COMMITTEE REPORTS

CLOSED SESSION

ADJOURNMENT
To a meeting on September 10, 2024 at 6:00 p.m. in the Council Chamber at City Hall, 16400 Colorado Ave., Paramount, CA
Americans with Disabilities Act: In compliance with the Americans with Disabilities Act, if you need special assistance to participate in this meeting, please contact the City Clerk’s office at (562) 220-2225 at least 48 hours prior to the meeting to enable the City to make reasonable arrangements to ensure accessibility to this meeting.

Note: Physical hard copies of agenda items are on file in the City Clerk’s office and are available for public inspection during normal business hours. Materials related to an item on this Agenda submitted after distribution of the agenda packet are also available for public inspection during normal business hours in the City Clerk’s office. The office of the City Clerk is located at City Hall, 16400 Colorado Avenue, Paramount.

Recommended Action: 1) Appropriate $52,155 from the
Water Fund balance; and 2) Approve a professional services agreement with Water Resources Economics, LLC in the
amount of $52,155 for water rate study services and authorize the City Manager to execute the agreement.

13. ORAL REPORT UPDATE ON CITY COUNCIL GOALS
Recommended Action: N/A
COMMENTS/COMMITTEE REPORTS
CLOSED SESSION

ADJOURNMENT
To a meeting on September 10 2024 at 6:00 PM in the Council Chamber at City Hall, 16400 Colorado Ave., Paramount, CA
To: Honorable City Council
From: John Moreno, City Manager
By: Heidi Luce, City Clerk
Date: August 27, 2024
SUBJECT: 2024 HERITAGE FESTIVAL
A video highlighting the 2024 Heritage Festival event will be presented.

City Council Public Comment Updates
August 27, 2024
From the August 13th City Council Meeting:

Commenter Request/Issue/Concern Action/Comment
Alejandro Yanez Concerned for the City’s
past removal of the
Paramount Park handball
court. Added that boxing,
men’s soccer and men’s
softball are also big sports
and those were removed by
Council as well.

Mr. Yanez submitted feedback via
the Parks Master Plan community
input process. His request for a
handball court is being included in
the consultant’s evaluation and
plan preparation. The City offers
the following adult sports
programs that men are able to
participate in: softball, speed
soccer, 3x3 basketball, volleyball,
and open gym.

Brooke Ervin and
Jose Sanchez
Expressed that residents are
concerned with rent
increases, particularly at
mobile home parks. Stated
that they have a petition
signed by 100 Paramount
residents desiring rent
control. Requesting a
hearing for rent stabilization.

The City Manager and Assistant
City Manager met Ms. Ervin, Mr.

Sanchez, and three Paramount
residents on August 22 in an effort
to gain facts and information about
this matter. Staff listened to the
specific concerns of these
residents and explained that the
City is in a fact-finding position at
this time. Staff also requested a
copy of the petition to gain a better
understanding of the scope and
magnitude of the concern that is
being expressed. Ms. Ervin and
Mr. Sanchez indicated that they
would send staff a copy of said
petition.

City Council Public Comment Updates
August 27, 2024

Page 2 of 4 ends

Commenter Request/Issue/Concern Action/Comment
Yesenia Cuarenta Stated that the City Manager
was in violation of the Brown
Act for providing information
during the public comment
portion of the agenda.

Concerned for traffic safety
on San Juan Street and is
requesting speed humps.

Requesting discussion item
on districts for City Council
elections so that good
change can happen in her
neighborhood
The City Attorney has confirmed
that the City Manager did not
violate the Brown Act.

Govt. Code Section 54954.2(a)(3)
specifically allows staff to
provide information during public
testimony/comments. Second,
only elected officials are subject to
the Brown Act.

The following was provided at the
August 13th City Council meeting:

Since July 22, 2024, the Public
Works Director has been in
communication with Ms. Cuarenta
regarding her traffic concerns. The
Director has ordered a full traffic
analysis of San Jose Avenue. The
analysis has started and will also
include a traffic count that will be
conducted in September, once the
“start of school” traffic returns to
normal. Staff communicated to
Ms. Cuarenta that the full analysis
should be complete by early
October. Additionally, Public
Safety has a Neighborhood Watch
meeting scheduled for the San
Jose area on Wednesday,
September 11.

As explained above, the traffic
engineer is conducting a full traffic
analysis of the residential street to
enhance traffic safety for this
neighborhood. Additionally, City
Council mentioned the large-scale
investment that the City has made
to neighborhoods (Sans Streets,
for example) that some view as the
poorer areas of town.

City Council Public Comment Updates
August 27, 2024

Page 3 of 4 ends

Commenter Request/Issue/Concern Action/Comment
Brenda Dharod Concerned about traffic
safety on San Juan Avenue.

Requesting speed humps.

The above information applies to
this request as well. Additionally,
staff contacted Ms. Dharod to
explain the speed hump process.

Acela Marquez Concerned about the lack of
Sheriff’s response after her
husband was involved in a
car accident on 11/6/23.

Sheriff’s Lt. Joseph Morales provided
the following information to City staff
after reviewing body worn camera
footage of the incident, the deputy’s
log, and the telephone recording of
the call Ms. Marquez’s husband
placed to Lakewood Station:

On November 6, 2023, Mr. Jose
Marquez called Lakewood Station
to report a car accident on
Hunsaker Ave. He stated that he
had called 911 two hours earlier.

Lakewood Station showed no
previous calls for service from him,
so the dispatcher explained that
his original 911 call was likely
routed to the Compton Station.

Deputies were then dispatched
and arrived within 28 minutes of
his call. Mr. Marquez advised the
responding deputies that he had
been involved in a minor traffic
accident where his vehicle was not
heavily damaged, and that he had
exchanged information with the
other driver. At no point did he
mention being injured, losing
consciousness, or needing
paramedics. Deputies informed
Mr. Marquez that the incident was
not considered a hit-and-run since
he exchanged information with the
other driver, and he was free to
notify his insurance company
about the accident, which Mr.

Marquez agreed to do.

City Council Public Comment Updates
August 27, 2024

Page 4 of 4 ends

Commenter Request/Issue/Concern Action/Comment
Sophia Partida Requested that the City
Council not vote on the
agenda item involving
cemetery districts, as the
Bellflower City Council did.

City Manager informed City
Council that the Bellflower City
Council voted to reschedule this
item; they did not vote it down.

This item was passed by the
Paramount City Council.

Mike Radis Requested that the City
enforce the municipal code
for a facility operating at
Vermont/Monroe.

No new update to report. The case
with the Department of Toxic
Substance Control (DTSC) is still
pending.

To: Honorable City Council
From: John Moreno, City Manager
By: Adriana Figueroa, Public Works Director
Date: August 27, 2024
SUBJECT: SPANE PARK FACILITY IMPROVEMENTS (CITY PROJECT NO. 9358)

BACKGROUND
The City was successful in obtaining a federal appropriation from former Congresswoman Lucille Royball-Allard in Fiscal Year 2024 to be used for facility improvements at Spane Park. Included in the FY2024-25 Capital Improvements Budget is funding for these improvements which include renovations to the public restrooms, reception area, office, and the staff locker room. These improvements will consist of new flooring, lighting fixtures, paint, drywall installation and finishing, and a full bathroom remodel.

DISCUSSION
On Thursday, June 20, 2024, the City published the Request for Proposals in the Paramount Journal and on the City’s website.

On Tuesday, July 23, 2024, the Director of Public Works opened and examined the bids for the Spane Park Facility Improvements (CIP 9358) project. The bids were opened at 11:00 AM at City Hall Chambers.

One (1) bid was received and analyzed for completeness of the required documentation, licensing, Department of Industrial Relations registrations, and other requirements. Upon review of this proposal, the apparent low, responsible bid was deemed to be Estate Design and Construction, Inc. in the amount of $318,792.

Cost
The following is a breakdown of estimated total project costs:

Project: $ 318,792.00
Contingency (10%): $ 31,879.20
Total: $ 350,671.20
Agenda Report August 27, 2024
AWARD OF CONTRACT SPANE PARK IMPROVEMENTS (CIP 9358) Page 2

FISCAL IMPACT
Funding for this project was included in the Fiscal Year 2024-25 Capital Improvement Project utilizing US Department of Education funds from former Congresswoman Lucille Roybal-Allard. The total project amount of $350,700 exceeds the budgeted amount of $298,751. The additional $52,000 needed for this project will be funded by the Capital Project Fund utilizing General Fund dollars

VISION, MISSION, VALUES, AND STRATEGIC OUTCOMES
The City’s Vision, Mission, and Values set the standard for the organization, establish priorities, uniformity and guidelines; and provide the framework for policy decision making. The Strategic Outcomes were implemented to provide a pathway to achieving the City’s Vision. This item aligns with Strategic Outcome No 2: Community Health - Provide diverse recreational and cultural amenities that support healthy lifestyles and a sense of community. 5: Attractive and Well-Maintained Infrastructure - Develop and maintain City-owned infrastructure, parks, facilities, and amenities that enhance quality of life and the attractiveness of the community.

RECOMMENDED ACTION
1) Appropriate an additional $52,000 from the Capital Project Fund utilizing General Funds; and 2) Award the contract for the Spane Park Facility Improvements (City Project No. 9358) to Estate Design and Construction, Inc., Los Angeles, CA in the amount of $318,792, and authorize the Mayor or her designee to execute the agreement.

SPC09- D-1

CONTRACT AGREEMENT
FOR

SPANE PARK FACILITY IMPROVEMENTS
14400 GUNDRY AVENUE
PARAMOUNT, CA 90723
PROJECT NO. 9358
This contract agreement is made and entered into for the above-stated project this day of , 20 , by and between the City of Paramount, as
AGENCY and ,as Contractor.

WITNESSETH that AGENCY and Contractor have mutually agreed as follows:

ARTICLE I
The Contract Documents for the aforesaid project shall consist of the Notice Inviting Sealed Bids, Instructions to Bidders, Proposal, General Specifications, Standard Specifications, Special Provisions, Plans, and all referenced specifications, details, standard drawings, and appendices; together with this contract agreement and all required bonds, insurance certificates, permits, notices, and affidavits and also including any and all addenda or supplemental agreements clarifying, amending, or extending the work contemplated as may be required to ensure its completion in an acceptable manner.

All of the provisions of said Contract Documents are made a part hereof as though fully set forth herein.

ARTICLE II
For and in consideration of the payments and agreements to be made and performed by AGENCY, Contractor agrees to furnish all materials and perform all work required for the above-stated project and to fulfill all other obligations as set forth in the aforesaid contract documents.

ARTICLE III
Contractor agrees to receive and accept the prices set forth in the Proposal as full compensation for furnishing all materials, performing all work, and fulfilling all obligations hereunder. Said compensation shall cover all expenses, losses, damages, and consequences arising out of the nature of the work during its progress or prior to its acceptance including those for well and faithfully completing the work and the whole thereof in the manner and time specified in the aforesaid contract documents and also including those arising from actions of the elements, unforeseen difficulties, or obstructions encountered in the prosecution of the work and also including those arising from actions of the elements, unforeseen difficulties, or obstructions encountered in the prosecution of the work, suspension, or discontinuance of the work and all other unknowns or risks of any description connected with the work.

SPC09- D-2

ARTICLE IV
AGENCY hereby promises and agrees to employ and does hereby employ, Contractor to provide the materials, do the work and fulfill the obligations according to the terms and conditions herein contained and referred to, for the prices aforesaid and hereby contracts to pay the same at the time, in the manner and upon the conditions set forth in the contract documents.

ARTICLE V
Contractor acknowledges the provisions of the State Labor Code requiring every employer to be insured against liability for workers’ compensation or to undertake selfinsurance in accordance with the provisions of that code and certifies compliance with such provisions. Contractor further acknowledges the provisions of the State Labor Code requiring every employer to pay at least the minimum prevailing rate of per diem wages for each craft classification or type of workman needed to execute this contract as determined by the Director of Labor Relations of the State of California.

ARTICLE VI
Contractor agrees to indemnify and hold harmless AGENCY and all of its officers and agents from any claims, demands, or causes of action including related expenses, attorney’s fees, and costs based on, arising out of, or in any way related to the work undertaken by Contractor hereunder. In the event the insurance coverage is on a claims made basis the Contractor shall indemnify and hold harmless the AGENCY and all of its officers and agents from any and all claims, demands, or causes of action that arise after the expiration of the Contractor’s current policy or after the service contract has ended, for any occurrences arising out of or any way related to the work undertaken by the Contractor. The liability insurance coverage values shall be:

Insurance Coverage Requirements Limit Requirements
Comprehensive General Liability $1,500,000
Product/Completion Operations $1,500,000
Contractual General Liability $1,500,000
Comprehensive Automobile Liability $1,500,000
A combined single-limit policy with aggregate limits in the amount of $3,000,000 will be considered equivalent to the required minimum limits. The issuer shall be an “admitted surety insurer” duly authorized to transact business under the laws of the State of California.

Acceptable insurance coverage shall be placed with carriers admitted to write insurance in California with a rating of A:VIII by A.M. Best & Co. Any deviation from this rule shall require specific approval in writing from the AGENCY.

SPC09- D-3
Insurance shall name the City of Paramount, its officers, agents, and employees as additional insured by endorsement of the Contractor’s policy. A copy of the endorsement, showing policy limits, shall be provided to the AGENCY on or before signing this contract.

ARTICLE VII
Contractor affirms that the signatures, titles, and seals set forth hereinafter the execution of this contract agreement represent all individuals, firm members, partners, joint venturers, and/or corporate officers having a principal interest herein.

ARTICLE VIII

DELETED

ARTICLE IX
Records and Audits. The Contractor shall maintain accounts and records, including personnel, property, and financial records, adequate to identify and account for all costs pertaining to the contract and such other records as may be deemed necessary by the AGENCY to assure proper accounting for all project funds, both federal and non-federal shares. These records will be made available for audit purposes to the AGENCY or any authorized representative and will be retained for 5 years after the expiration of this Contract unless permission to destroy them is granted by the AGENCY.

ARTICLE X
False Claims and Debarment Procedures. The AGENCY hereby gives notice to Contractor that Chapter 34 of the Paramount Municipal Code dealing with false claims of contractors provides for an administrative debarment action for submitting a false claim subjecting Contractor to a potential five (5) year debarment upon finding that Contractor knowingly submitted a false claim as further set forth in Chapter 34. Failure to abide by the provisions of Chapter 34 may lead to a disqualification of the Contractor as an irresponsible bidder and resultant prohibition of Contractor, from bidding as a Contractor, Subcontractor or Consultant for a period up to five (5) years in the City of Paramount.

SPC09- D-4
IN WITNESS WHEREOF, the parties hereto for themselves, their heirs, executors, administrators, successors, and assigns do hereby agree to the full performance of the covenants herein contained and have caused this contract agreement to be executed in duplicate by setting hereunto their names, titles, hands, and seals this ________ day of __________________, 20___.

Contractor:
(Signature)
Name and Title (Printed)
Contractor’s License No.

Agency Business License No.

Federal Tax Identification No.

Note: Contractor signature must be acknowledged before a Notary Public, and evidence of the authority of any person signing as attorney-in-fact must be attached.

AGENCY:

Mayor of the City of Paramount
Attested:

City Clerk of the City of Paramount
Date
Approved
as to form:

City Attorney of the City of Paramount
Date

To: Honorable City Council
From: John Moreno, City Manager
By: Adriana Figueroa, Public Works Director
Date: August 27, 2024
SUBJECT: APPOINTING ALTERNATES TO THE LOS ANGELES GATEWAY

REGION INTEGRATED REGIONAL WATER MANAGEMENT JOINT

POWERS AUTHORITY GOVERNING BOARD

BACKGROUND
The City of Paramount was a founding member of the Los Angeles Gateway Region Integrated Regional Water Management Joint Powers Authority (GWMA) in 2007. The GWMA was established for purposes of addressing water resource needs, primarily though Proposition 84 and Proposition 1 funding. The GWMA has also been used as a means of collaboratively seeking funding for water quality projects. The Authority also administers many of the storm water watershed groups on behalf of the cities.

Each member of the GWMA has one member on the governing board with one vote each.

Typically, the representative is the City’s Director of Public Works or equivalent.

Paramount’s representative is Director of Public Works Adriana Figueroa. A designated alternate is also authorized to vote in the member’s absence. The Assistant Director of Public Works Sarah Ho was previously appointed as the alternate.

The GWMA bylaws requires that governing board members and alternates be appointed by the respective legislative body via Resolution. Since Ms. Ho is no longer an employee with the City of Paramount, staff seeks City Council approval for Resolution 24:034, appointing the new Assistant Director of Public Works, Michelle Tse, and Public Works Project Manager, Michelle Muller, as alternates to the GWMA.

DISCUSSION
GWMA Board Members and alternate Board Members serve two-year terms beginning October 1st of each odd-numbered year and concluding on September 30th two years later. The draft resolution attached to this report would designate the alternate Board Member to serve continuously across successive two-year terms such that the governing body need not re-appoint the same persons to the GWMA Board every two years, unless Agenda Report August 27, 2024
RESOLUTION NO. 24:034 Page 2
the governing body desires to changes its designated Board Member and/or alternate Board Member or must otherwise fill a vacancy.

FISCAL IMPACT
There is no fiscal impact to the City.

VISION, MISSION, VALUES, AND STRATEGIC OUTCOMES
The City’s Vision, Mission, and Values set the standard for the organization, establish priorities, uniformity and guidelines; and provide the framework for policy decision making. The Strategic Outcomes were implemented to provide a pathway to achieving the City’s Vision. This item aligns with Strategic Outcome No 6: Efficient, Effective, and Fiscally Responsible - Deliver an efficient and effective City government in a fiscally responsible, transparent and collaborative manner.

RECOMMENDED ACTION
Read by title only and adopt Resolution No. 24:034 appointing Assistant Public Works Director, Michelle Tse, and Public Works Manager, Michelle Müller, as alternate board members to represent the City of Paramount on the Los Angeles Gateway Region Integrated Regional Water Management Joint Powers Authority.

CITY OF PARAMOUNT

LOS ANGELES COUNTY, CALIFORNIA
RESOLUTION NO. 24:034

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF PARAMOUNT

APPOINTING ALTERNATES TO THE LOS ANGELES GATEWAY

REGION INTEGRATED REGIONAL WATER MANAGEMENT JOINT

POWERS AUTHORITY (GWMA) GOVERNING BOARD
WHEREAS, the City of Paramount is a member of the GWMA; and WHEREAS, under the GWMA Joint Powers Agreement, each member agency shall appoint one member and up to three alternate members to the Governing Board in accordance with the GWMA Bylaws; and
WHEREAS, pursuant to the GWMA Bylaws, the member and alternate members appointed by this Resolution shall hold office until September 30, 2025.

WHEREAS, pursuant to the GWMA Joint Powers Agreement and the GWMA bylaws, the Member and Alternate Member(s) shall serve two-year terms beginning October 1st of each odd-numbered year.

NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF PARAMOUNT AS FOLLOWS:

SECTION 1. The above recitations are true and correct.

SECTION 2. Effective August 27, 2024, Assistant Director of Public Works, Michelle Tse, and Public Works Manager, Michelle Müller, are appointed to serve as alternate Board Members representing the City of Paramount.

SECTION 3. The Board Member and alternate Board Members designated above shall continue in their respective positions as if re-appointed for each successive two-year term, unless the Board Member or alternate Board Member(s) is replaced by subsequent action of this legislative body or he or she ceases to be employed by the agency.

SECTION 4. This Resolution shall take effect immediately upon its adoption.

PASSED, APPROVED, and ADOPTED by the City Council of the City of Paramount this 27th day of August 2024.

Annette C. Delgadillo, Mayor
RESOLUTION NO. 24:034

Page 2 ends

ATTEST:

Heidi Luce, City Clerk
H:\COMMON\AGENDA\TEMPLATES-RESOLUTIONS\RESOLUTION-FORM.DOCX;8/23/2024 4:55 PM To: Honorable City Council
From: John Moreno, City Manager
By: Heidi Luce, City Clerk
Date: August 27, 2024
SUBJECT: ADDING CHAPTER 2.08 TO TITLE 2 OF THE PARAMOUNT MUNICIPAL

CODE TO PROVIDE FOR THE ELECTRONIC AND PAPERLESS FILING

OF FAIR POLITICAL PRACTICES COMMISSION CAMPAIGN FINANCE

DISCLOSURE STATEMENTS AND STATEMENTS OF ECONOMIC

INTEREST

BACKGROUND
The City Council, at its regularly scheduled meeting on August 13, 2024, introduced Ordinance No. 1187 and placed it on the August 27, 2024, agenda for adoption.

ORDINANCE NO. 1187
“AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF
PARAMOUNT, CALIFORNIA, ADDING CHAPTER 2.08 TO TITLE 2 OF

THE PARAMOUNT MUNICIPAL CODE PROVIDING FOR THE

ELECTRONIC FILING OF CAMPAIGN FINANCE DISCLOSURE
STATEMENTS AND STATEMENTS OF ECONOMIC INTEREST”

DISCUSSION
Ordinance No. 1187, as shown above, is presented for adoption at tonight’s meeting. The agenda report from the the August 13, 2024, meeting is attached for reference.

FISCAL IMPACT
The annual cost for the NetFile system is $5,400. This expense was included in the adopted FY 2024-25 budget.

VISION, MISSION, VALUES, AND STRATEGIC OUTCOMES
The City’s Vision, Mission, and Values set the standard for the organization, establish priorities, uniformity and guidelines; and provide the framework for policy decision making. The Strategic Outcomes were implemented to provide a pathway to achieving the City’s Vision. This item aligns with Strategic Outcome No 6: Efficient, Effective, and Agenda Report August 27, 2024
ORDINANCE NO. 1187 Page 2
Fiscally Responsible - Deliver an efficient and effective City government in a fiscally responsible, transparent and collaborative manner.

RECOMMENDED ACTION
Read by title only, waive further reading, and adopt Ordinance No. 1187.

20. ORDINANCE ADDING CHAPTER 2.08 TO TITLE 2 OF THE PARAMOUNT

MUNICIPAL CODE TO PROVIDE FOR THE ELECTRONIC

AND PAPERLESS FILING OF FAIR POLITICAL PRACTICES

COMMISSION CAMPAIGN FINANCE DISCLOSURE

STATEMENTS AND STATEMENTS OF ECONOMIC

INTEREST
Recommended Action: Read by title only, waive further
reading, introduce Ordinance No. 1187, and place it on the August 27, 2024 agenda for second reading and adoption.

To: Honorable City Council
From: John Moreno, City Manager
By: Heidi Luce, City Clerk
Date: August 13, 2024
SUBJECT: ADDING CHAPTER 2.08 TO TITLE 2 OF THE PARAMOUNT

MUNICIPAL CODE TO PROVIDE FOR THE ELECTRONIC AND

PAPERLESS FILING OF FAIR POLITICAL PRACTICES COMMISSION

CAMPAIGN FINANCE DISCLOSURE STATEMENTS AND

STATEMENTS OF ECONOMIC INTEREST

BACKGROUND
The Political Reform Act of 1974 requires appointed and elected officials to disclose information related to campaign finance and economics interests. The mission of the Act is to serve as the legal bedrock of governmental ethics in California. The Fair Political Practices Commission (FPPC) has primary responsibility for the impartial and effective administration of the Political Reform Act and sets regulations related to disclosure of campaign finance information and economic interests.

As the local filing officer for FPPC campaign finance documents and statements of economic interest in Paramount, the City Clerk is responsible for receiving and reviewing the documents and making them accessible to the public pursuant to FPPC regulations.

Currently, elected and appointed officials, City Council candidates, campaign committees, designated City staff and other filers identified in the City’s Conflict of Interest Code are only able to file their statements in hard copy, with an original signature per FPPC regulations.

During the budget adoption process, funds were allocated to procure an electronic/paperless filing system to provide a more efficient process for filing and managing these forms.

DISCUSSION
To increase efficiency and facilitate compliance with state law and FPPC regulations, the City looked to retain a robust, easy to use system for the electronic filing of economic and financial disclosure statements for filers in the Paramount organization. In addition to increased efficiency, electronic filing will eliminate the need for wet signatures and redaction of statements posted online and will automatically post a redacted version of each filing online upon submission of the electronic filing. For those filers who are unable Agenda Report August 13, 2024
ORDINANCE NO. 1187 Page 2
to file electronically, the City Clerk, as the City’s Filing Officer, will have the right to accept a paper filing in lieu of an electronic filing.

Under the City Manager’s signature authority, the City recently entered into an agreement with NetFile to provide an electronic/paperless filing system. This electronic/paperless filing system accommodates online filing of campaign finance disclosure statements (Form 460, 470, 496, 497, etc.) as well as statements of economic interest (Form 700) and meets the requirements of the Secretary of State. The system also provides access to on-demand ethics training for elected and appointed officials, as well as staff as mandated under Assembly Bill 1234 (2006) which requires local public officials to complete two hours of ethics training every two years. The ethics training course is designed to educate public officials on ethical standards required of individuals who works in local government and meets the requirements of AB 1234.

In order for the City of Paramount to accept electronically filed campaign finance related documents, the City Council will need to adopt an ordinance approving the use of an online or electronic filing system that includes the legislative finding that the online or electronic system will operate securely and effectively and will not unduly burden filers.

In terms of security, the NetFile system is a web-based, vendor-hosted application that utilizes “industry best practices” for securing data, using the same data encryption for online filings that is used by banks for online banking. NetFile stores and backs up data at two separate locations, creating the essential safety measures and redundancy that allow for the recovery of information in the event of an emergency or disaster.

The attached ordinance makes the necessary findings to allow for paperless filing of campaign finance statements.

The Form 700 and ethics training components of NetFile do not require an ordinance and are simply an internal procedural change.

FISCAL IMPACT
The annual cost for the NetFile system is $5,400. This expense was included in the adopted FY 2024-25 budget.

VISION, MISSION, VALUES, AND STRATEGIC OUTCOMES
The City’s Vision, Mission, and Values set the standard for the organization, establish priorities, uniformity and guidelines; and provide the framework for policy decision making. The Strategic Outcomes were implemented to provide a pathway to achieving the City’s Vision. This item aligns with Strategic Outcome No 6: Efficient, Effective, and Fiscally Responsible - Deliver an efficient and effective City government in a fiscally responsible, transparent and collaborative manner.

Agenda Report August 13, 2024
ORDINANCE NO. 1187 Page 3

RECOMMENDED ACTION
Read by title only, waive further reading, introduce Ordinance No. 1187, and place it on the August 27, 2024 agenda for second reading and adoption.

CITY OF PARAMOUNT

LOS ANGELES COUNTY, CALIFORNIA
ORDINANCE NO. 1187

AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF
PARAMOUNT, CALIFORNIA, ADDING CHAPTER 2.08 TO TITLE 2 OF

THE PARAMOUNT MUNICIPAL CODE TO PROVIDE FOR THE

ELECTRONIC FILING OF CAMPAIGN FINANCE DISCLOSURE

STATEMENTS AND STATEMENTS OF ECONOMIC INTEREST
WHEREAS, Government Code Section 84615 currently provides that a local agency may adopt an ordinance to allow an elected officer, candidate, committee, or other person required to file statements, reports, or other documents required by Chapter 4 of the Political Reform Act (commencing with Section 84100 of the Government Code), except an elected officer, candidate, committee, or other person who receives contributions totaling less than $2,000 and who makes expenditures totaling less than $2,000 in a calendar year, to file those statements, reports, or other documents online or electronically with the local filing officer; and WHEREAS, the City has entered into an agreement with NetFile, Inc., a vendor approved by the California Secretary of State, to provide an online electronic filing system ("System") for the California Fair Political Practices Commission campaign disclosure statements and statements of economic interest; and WHEREAS, the System will operate securely and effectively and will not unduly burden filers. Specifically : (1) the System will ensure the integrity of the data and includes safeguards against efforts to tamper with, manipulate, alter, or subvert the data; (2) the System will only accept a filing in the standardized record format developed by the Secretary of State and compatible with the Secretary of State's system for receiving an online or electronic filing; and (3) the System will be available free of charge to filers and to the public for viewing filings.

WHEREAS, the City of Paramount desires to add Chapter 2.08 "Campaign Finance Disclosure Statements and Statements of Economic Interest", to Title 2, "Administration and Personnel", of the Paramount Municipal Code to provide for and implement this electronic filing procedure .

NOW THEREFORE, THE CITY COUNCIL OF THE CITY OF PARAMOUNT, CALIFORNIA, DOES HEREBY ORDAIN, AS FOLLOWS:

SECTION 1. The Recitals set forth hereinabove are true and correct and incorporated herein by reference as if fully set forth herein.

SECTION 2. The City Council of the City of Paramount finds and determines as follows:

ORDINANCE NO. 1187
August 27, 2024; Page 2
A. California Government Code Section 84615 provides that a legislative body of a local government agency may adopt an ordinance that allows an elected officer, candidate, or committee required to file statements, reports, or other documents required by Chapter 4 of the Political Reform Act to file such statements, reports, or other documents online or electronically with the City Clerk.

B. The System will ensure the integrity of the data and includes safeguards against efforts to tamper with, manipulate , alter, or subvert the data; C. The System will only accept a filing in the standardized record format developed by the Secretary of State and compatible with the Secretary of State's system for receiving an online or electronic filing; and D. The System will be available free of charge to filers and to the public for viewing filings.

SECTION 3. Chapter 2.08, as show on Exhibit A attached hereto, is hereby added to Chapter 2 of the Paramount Municipal Code and incorporated herein by reference as if fully set forth herein.

SECTION 4. CEQA. The City Council of the City of Paramount find that this Ordinance is not subject to the California Environmental Quality Act (CEQA) because pursuant to Section 15060(c)(2) (the activity will not result in a direct or reasonably foreseeable indirect physical change in the environment) Section 10560(c)(3) (the activity is not a project as defined by Section 15378).

SECTION 5. Effective Date. This Ordinance shall take effect thirty days after its adoption, shall be certified as to its adoption by the City Clerk, and shall be published as required by law, together with the names and members of the City Council voting for and against the Ordinance.

PASSED, APPROVED AND ADOPTED by the City Council of the City of Paramount this 27th day of August 2024.

Annette C. Delgadillo, Mayor
ATTEST
Heidi Luce, City Clerk
HTTPS://PARAMOUNTCITY1957.SHAREPOINT.COM/SITES/CITYMANAGERS/SHARED DOCUMENTS/CITY CLERK/AGENDA/ORD/1187- CAMPAIGN FINANCE AND ECONOMIC INTEREST STATEMENTS.DOCX
Chapter 2.08

ELECTRONIC FILING OF CAMPAIGN FINANCE DISCLOSURE

STATEMENTS AND STATEMENTS OF ECONOMIC INTEREST
§ 2.08.010 Purpose and authority.

The purpose of this chapter is to authorize the electronic filing of statements, reports, or other documents required by Chapter 4 of the Political Reform Act by elected officials, candidates, staff, consultants, or committees. The City Council enacts this chapter in accordance with the authority granted to cities by California Government Code Section 84615.
§ 2.08.020 Findings.

Pursuant to California Government Code Section 84615, the City of Paramount hereby finds that the electronic filing system required by this chapter will contain multiple safeguards to protect the integrity and security of the data, it will operate securely and effectively and it will not unduly burden filers. § 2.08.030 Electronic filing of campaign finance disclosure statements and statements of economic interests.

A. Any elected officer, candidate, committee, or other person required to file statements, reports, or other documents required by California Government Code required by Government Code Chapter 4 (commencing with Section 84100), except an elected officer, candidate, committee, or other person whose contributions and expenditures each total less than $2,000 in a calendar year, may electronically file such statements using the procedure established by the City Clerk. Once an elected officer, candidate, committee, or other person files a statement, report, or other document electronically pursuant to this subsection, all future statements, reports, or other documents on behalf of that filer shall be filed electronically.

B. Any person holding a position listed in Government Code Section 82700 or designated in the City's conflict of interest code adopted pursuant to Government Code Section 83700, may file any required statement of economic interest report form (Form 700) online or electronically with the City Clerk.

C. An elected officer, candidate, committee or other person may choose not to use the electronic filing system by filling campaign finance original statements, reports, forms, or other documents in paper format with the City Clerk, until such time as the City Council determines that electronic filing is mandatory for all filers.

D. In any instance in which an original statement, report, or other document must be filed with the California Secretary of State or other agency, and a copy of that document is required to be filed with the City Clerk, the filer may electronically file a copy with the City Clerk, or may file in a paper format.

E. If, for technical reasons, the City's electronic filing system is not capable of accepting a statement, report, or other document, an elected officer, candidate, committee, or other person shall file that document with the City Clerk in paper format.

F. The City Clerk shall ensure that the City's system makes all electronically filed statements, reports, forms, or other documents available on the internet free of charge and as soon as possible after receipt/deadline. The data made available on the internet shall not contain the street name of the persons or entity representatives listed on the electronically filed forms or any bank account number required to be disclosed by the filer. The City Clerk's department shall also make a complete, un-redacted copy of the statement, report, form, or other document available to the Fair Political Practices Commission for Government Code Section 87200 filers.

G. The City Clerk's department shall continue to maintain records according to the City's records retention schedule and applicable State law commencing from the date filed, a secured, official version of each online or electronic statement, report, form, or other document, which shall serve as the official version of that record.

H. The City Clerk is authorized to adopt such administrative policies and procedures as deemed necessary to implement this section.
§ 2.08.040 Posting of campaign finance disclosure statements and statements of economic interests.

A. Within 72 hours of each applicable campaign finance filing deadline, the City Clerk's office shall make available on the City's website a copy of any statement, report, or other document required by Chapter 4 (commending with Section 84100) that is filed with the City in paper format. Providing a link on the City's website to the statement, report, or other document satisfies the requirements of this section.

B. If the final day of the 72 hour period is a Saturday, Sunday, or holiday, the period is extended to the next day that is not a Saturday, Sunday, or holiday.

C. Before posting, the City Clerk shall redact the street name and building number of the persons or entity representative listed on any statement, report, or document, or any bank account number required to be disclosed by the filing.

D. Statement, reports, or other documents posted in accordance with this section shall be made available on the City's website for four years from the date of the election associated with the filing.

To: Honorable City Council
From: John Moreno, City Manager
By: Adriana Figueroa, Public Works Director
Date: August 27, 2024
SUBJECT: AMENDMENT NO. 3 TO THE AGREEMENT WITH MICHAEL BAKER

INTERNATIONAL FOR LANDSCAPE DESIGN SERVICES FOR MEDIAN
ENHANCEMENTS (CITY PROJECT NO. 9435)

BACKGROUND
The City takes pride in its landscaped medians located on major boulevards. Staff have been working closely with our consultant, Michael Baker International (Michael Baker), for the preparation of conceptual designs to provide options on how to enhance our boulevards, while continuing to maintain a safe, healthy, and attractive city. On April 23, 2024, City Council approved Amendment No. 1 with Michael Baker for additional design services based on the recommendations of the City’s Landscape Median Ad-Hoc Committee. The Council subsequently approved Amendment No. 2 on July 9, 2024 for additional design services and bid support for the median enhancements project on Downey Avenue.

DISCUSSION
During discussions with Michael Baker International on the median design enhancements for Downey Avenue from Monroe Street to Wilbarn Street, the team deemed it prudent to include the median on Rosecrans Avenue, from Anderson Street to Downey Avenue, as part of the project phase. This would be a more cohesive design approach, given that both median segments near Paramount High School on Downey Avenue and Rosecrans Avenue have a wrought iron fence located in the center, and the design for both median segments can be completed at the same time.

FISCAL IMPACT
Funding for this additional scope of work was not included in the Fiscal Year 2024-25 Capital Improvement Program (CIP) Budget. An appropriation in the amount of $15,000 utilizing Measure R funds will be needed.

VISION, MISSION, VALUES, AND STRATEGIC OUTCOMES
The City’s Vision, Mission, and Values set the standard for the organization, establish priorities, uniformity and guidelines; and provide the framework for policy decision Agenda Report August 27, 2024
AMENDMENT NO 3 WITH MICHAEL BAKER INTERNATIONAL (CIP 9435) Page 2 making. The Strategic Outcomes were implemented to provide a pathway to achieving the City’s Vision. This item aligns with Strategic Outcome No 5: Attractive and Well Maintained Infrastructure – Develop and maintain City-owned infrastructure, parks, facilities, and amenities that enhance quality of life and the attractiveness of the community.

RECOMMENDED ACTION
1) Appropriate $15,000 from Measure R Funds for landscape design services; and 2) Approve Amendment No. 3 to the agreement with Michael Baker International for landscape design services to include the preparation of construction drawings, specifications, and bid support for the construction for median enhancements on Rosecrans Avenue (City Project No. 9435) in the amount of $14,880 and authorize the Mayor or her designee to execute the agreement.
-1-

THIRD AMENDMENT TO THE SERVICE AGREEMENT WITH MICHAEL BAKER

INTERNATIONAL FOR LANDSCAPE DESIGN SERVICES

THIS THIRD AMENDMENT TO AGREEMENT WITH MICHAEL BAKER
INTERNATIONAL (“AMENDMENT”) is made and entered into this 27th day of August, 2024 between the City of Paramount, a municipal corporation in Los Angeles County, California, (hereinafter "CITY") and Michael Baker International with its primary office located at 5 Hutton Center Drive, Suite 550, Santa Ana, CA 92707 (hereinafter "CONTRACTOR") (collectively, "the Parties"), and amends that certain agreement between CONTRACTOR and CITY approved by the City Council on October 10, 2023 (“AGREEMENT”).

RECITALS
WHEREAS, CITY and CONTRACTOR entered into an Agreement on October 10, 2023, whereby CONTRACTOR would provide the City with conceptual designs for Median Enhancement Project (City Project No. 9435); and
WHEREAS, CITY and CONTRACTOR entered into a First Amendment to that contract on April 23, 2024 to add additional services and modify the compensation; and WHEREAS, CITY and CONTRACTOR entered into a Second Amendment to that contract on July 9, 2024 to add additional services and modify the compensation; and WHEREAS, CITY and CONTRACTOR each desire to amend the scope of services, compensation, and term of said Agreement as outlined in Exhibit D.

NOW, THEREFORE, BE IT AMENDED BY AND BETWEEN THE PARTIES AS FOLLOWS:
(A) 2. COMPENSATION
(a) Is hereby amended so that CITY agrees to pay CONTRACTOR an additional $14,880 in full compensation for all additional services performed as outlined in Exhibit C. CITY agrees to reimburse CONTRACTOR for approved expenses in an amount not to exceed $152,555.
(B) Full Force and Effect. Except as herein modified, all other provisions of the AGREEMENT dated October 10, 2023, amended on April 23, 2024, and further amended on July 9, 2024 shall remain unmodified and continue in full force and effect. (C) Counterparts. This AMENDMENT may be executed in counterparts, each of which shall be deemed an original and all of which together shall constitute but one instrument.

A facsimile signature shall be deemed an original signature. -2-
IN WITNESS HEREOF, the CITY and CONTRACTOR have executed this AGREEMENT as of the date first herein above set forth.

CITY OF PARAMOUNT MICHAEL BAKER INTERNATIONAL
By: By:

Annette C. Delgadillo, Mayor Richard Beck, Vice President ATTEST:

By:

Heidi Luce, City Clerk
APPROVED AS TO FORM:

By:

Elizabeth L. Martyn, Interim City
Attorney
-3-

EXHIBIT D
-4-
-5-
-6-
-7-
To: Honorable City Council
From: John Moreno, City Manager
By: Heidi Luce, City Clerk
Date: August 27, 2024
SUBJECT: MAYOR’S APPOINTMENT – CLEAN POWER ALLIANCE ALTERNATE

DIRECTOR

BACKGROUND
Each year, the City Council approves the Mayor’s appointments to various external boards and organizations. The most recent appointments were approved on July 9, 2024.

Currently, Councilmember Vilma Cuellar Stallings serves as the City’s delegate to the Clean Power Alliance (CPA) Board of Directors; and Councilmember Isabel Aguayo and Public Works Director Adriana Figueroa serve at the City’s alternate delegates. The CPA bylaws allow member cites to appoint one delegate and up to two alternate delegates.

DISCUSSION
The Clean Power Alliance meets monthly in Downtown Los Angeles with a remote location available in Whittier. Given the length of the meetings and the travel time involved in getting to the meetings, it is sometimes challenging for Councilmembers to attend the meetings due to other commitments and obligations. To ensure that the City has regular representation at these meetings, staff recommends replacing the City Council alternate delegate with an additional staff representative, Public Works Manager, Michelle Müller. who would attend the meetings in the event the current delegate and alternate are unable to attend.

FISCAL IMPACT
None.

VISION, MISSION, VALUES, AND STRATEGIC OUTCOMES
The City’s Vision, Mission, and Values set the standard for the organization, establish priorities, uniformity and guidelines; and provide the framework for policy decision making. The Strategic Outcomes were implemented to provide a pathway to achieving the City’s Vision. This item aligns with Strategic Outcome No 6: Efficient, Effective, and Fiscally Responsible - Deliver an efficient and effective City government in a fiscally responsible, transparent and collaborative manner.

Agenda Report August 27, 2024
MAYOR’S APPOINTMENT – CLEAN POWER ALLIANCE Page 2

RECOMMENDED ACTION
Appoint Michelle Müller, Public Works Manager, as an alternate representative to the Clean Power Alliance Board of Directors.

To: Honorable City Council
From: John Moreno, City Manager
By: Adriana Figueroa, Public Works Director
Date: August 27, 2024
SUBJECT: AMENDMENT NO. 1 TO AGREEMENT WITH SOFFA ELECTRIC, INC.

FOR WATER WELL PROGRAMMING SERVICES RELATED TO WELL
16 (CITY PROJECT NO. 9116)

BACKGROUND
At the May 14th City Council meeting, the City Council approved an agreement with SOFFA Electric Inc., (SOFFA) for emergency water well computer programming services related to the completion of Water Well 16 (CIP 9116). SOFFA is an experienced and qualified water well programmer who has already been working on Well 16’s programming and has made significant progress thus far. This water well programming is critical to the start-up process of the well to secure the necessary permits to bring this new water well into service for our municipal water system.

DISCUSSION
As the work on the programming side progressed, unanticipated electrical needs surfaced. Staff solicited an estimate from SOFFA to secure an electrical subcontractor to perform required effluent valve modifications and testing to continue the work and prevent further delays. That cost is $38,270 and it is recommended that this amount be added to their contract as Amendment No. 1.

FISCAL IMPACT
Similar to the original contract with SOFFA and as per Section 6-2 of the California Green Book, the cost for Amendment No. 1 totaling $38,270 can be paid using the general contractor’s (MMC, Inc) project retention funds. Therefore, there is no additional fiscal impact to the budget.

VISION, MISSION, VALUES, AND STRATEGIC OUTCOMES
The City’s Vision, Mission, and Values set the standard for the organization, establish priorities, uniformity and guidelines; and provide the framework for policy decision making. The Strategic Outcomes were implemented to provide a pathway to achieving the City’s Vision. This item aligns with Strategic Outcome No 5: Attractive and WellMaintained Infrastructure - Develop and maintain City-owned infrastructure, parks, Agenda Report August 27, 2024
AMENDMENT NO. 1 SOFFA ELECTRIC INC. Page 2
facilities, and amenities that enhance quality of life and the attractiveness of the community.

RECOMMENDED ACTION
Approve Amendment No. 1 to the agreement with SOFFA Electric, Inc., in the amount of $38,270 for additional water well computer programming services; and authorize the Mayor or her designee to execute the Amendment.
-1-

FIRST AMENDMENT TO THE PROFESSIONAL SERVICES AGREEMENT WITH SOFFA ELECTRIC, INC. FOR WATER WELL 16 PROGRAMMING SERVICES RELATED TO WELL 16 (CITY PROJECT NO 9116)
THIS FIRST AMENDMENT TO AGREEMENT WITH SOFFA ELECTRIC, INC. (“AMENDMENT”) is made and entered into this 27th day of August, 2024 between the City of Paramount, a municipal corporation in Los Angeles County, California, (hereinafter "CITY") and Soffa Electric Inc. with its primary office located at 5901 Corvette Street, Commerce, CA 90040 (hereinafter "CONTRACTOR") (collectively, "the Parties"), and amends that certain agreement between CONTRACTOR and CITY approved by the City Council on May 14, 2024 (“AGREEMENT”).

RECITALS
WHEREAS, CITY and CONTRACTOR entered into an Agreement on May 14, 2024, whereby CONTRACTOR would provide the City with water well programming services for Water Well 16 (City Project No. 9116); and
WHEREAS, CITY and CONTRACTOR each desire to amend the scope of services, compensation, and term of said Agreement by adding additional services as outlined in Exhibit B.

NOW, THEREFORE, BE IT AMENDED BY AND BETWEEN THE PARTIES AS FOLLOWS:
(A) 2. COMPENSATION
(a) Is hereby amended so that CITY agrees to pay CONTRACTOR an additional $38,270 in full compensation for all additional services performed as outlined in Exhibit B. CITY agrees to reimburse CONTRACTOR for approved expenses in an amount not to exceed $121,470.
(B) Full Force and Effect. Except as herein modified, all other provisions of the AGREEMENT dated May 14, 2024, shall remain unmodified and continue in full force and effect.
(C) Counterparts. This AMENDMENT may be executed in counterparts, each of which shall be deemed an original and all of which together shall constitute but one instrument.

A facsimile signature shall be deemed an original signature.

IN WITNESS HEREOF, the CITY and CONTRACTOR have executed this AGREEMENT as of the date first herein above set forth.
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CITY OF PARAMOUNT SOFFA ELECTRIC INC.

By: By:

Annette C. Delgadillo, Mayor
ATTEST:

By:

Heidi Luce, City Clerk
APPROVED AS TO FORM:

By:

Elizabeth L. Martyn, Interim City
Attorney
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EXHIBIT B
Cost Proposal Head Office
5901 Corvette Street,
Commerce, CA 90040
Tel: (323) 728-0230
Fax: (323) 558-7088
COST PROPOSAL REV 0.0 – JUN 2022 1
CO
TO: City of Paramount QUOTE DATE: 08/05/2024
ATT: Adriana Figueroa QUOTE NO.: CO-001.1
PROJECT: Well 16 Programming Services PROJECT NO.: J-04561 RE: Effluent Valve Modifications & Testing
Dear Adriana:

Thank you for your continued interest in SOFFA Electric. We are pleased to provide a quote for the following scope of work pertaining to the above referenced project.

Reason for Change Order
It is understood that the City of Paramount wishes to change the Effluent Valve (MOV-302) control method from MOV to FCV. It is also understood that the City of Paramount wishes to have additional ATS and Generator systems testing, VFD testing, and other “non-PLC” testing performed.

Scope of Work/Supply
Effluent Valve Modifications:

The AUMA valve actuator (MOV-302) will have the control board added/installed for valve position feedback to accommodate FCV control model from the PLC. PLC programming will be changed to accommodate new control model. Upgrades will be tested and commissioned. Subcontractor (LEED Electric) will perform installation work, including but not limited to, coordination of valve analog card installation, running corresponding conduit and conductor cables for new analog signal, terminate and test; SOFFA will perform PLC programming modifications for new control model and perform testing and startup.

Additional Testing:

Subcontractor (LEED Electric) will conduct additional testing services for the ATS, Generator, VFD, and other “non-PLC” items. SOFFA will coordinate and facilitate schedules for testing efforts.

Below includes the change order quotation with requested materials and services:

Item QTY Description
1 Lot Effluent Valve Modifications
• Qty (1), AUMA Actuator Analog Board for Valve Position • Lot, Installation of new Valve Actuator Analog Board
• Lot, Run new Conduit and Signal Cables for new FCV Control Board • Lot, PLC and HMI Programming Modifications for new FCV Control Model • Lot, Startup and Testing
Cost Proposal Head Office
5901 Corvette Street,
Commerce, CA 90040
Tel: (323) 728-0230
Fax: (323) 558-7088
COST PROPOSAL REV 0.0 – JUN 2022 2
2 Lot Additional Testing:
• Lot, ATS and Generator Testing
• Lot, VFD Testing
• Lot, Other “non-PLC” rated Testing
• Not included:
o Tank Level Switches (to be by others)
o Security Panel (to be by Security Vendor)
TOTAL (including applicable sales tax): $38,270.00
Exceptions/Clarifications
Unless otherwise stated above, change order does not include the following:
▪ Tank Level Switches (to be by others)
▪ Security Panel (to be by Security Vendor)
▪ Underground trenching or patching for conduit runs; expected to be surface-ran conduit runs. ▪ Instrumentation, materials, components, or equipment that were not stated in the proposed scope of work.
▪ Submittals for equipment not being furnished by SOFFA Electric. ▪ Field Installation of any in-line devices.
▪ Field Installation of any mechanical devices
▪ Permits and fees
▪ Any items not included in the above scope of work
Terms and Conditions
▪ Submittals will be provided within 4-6 weeks after written change order approval is received. ▪ Submittal revisions will be provided approximately 2 weeks after comments are received. ▪ Approval of change order may extend the contract time. ▪ Price does not include any sales tax, use tax, or applicable fees, unless otherwise noted in the proposed scope of work. Sales taxes will be included in all invoices. ▪ Terms are net 30 days on approved credit accounts.
▪ Fees will be applied to all past due balances.
▪ Quote is firm for 30 days unless otherwise stated.
▪
Thank you,
SOFFA ELECTRIC, INC.

Sydney Johnston
Sales & Contracts Specialist
[email protected]
To: Honorable City Council
From: John Moreno, City Manager
By: Adriana Figueroa, Public Works Director
Date: August 27, 2024
SUBJECT: ARTERIAL STREET RESURFACING (CITY PROJECT NO. 9330)

BACKGROUND
Included in the FY 2022-23 Budget was funding for the construction of the Arterial Streets Improvement Project for Fiscal Year 2023. Due to the timing of the award of contract, the project was carried over to the Fiscal Year 2023-24 budget.

On February 28, 2023, the Director of Public Works opened bids for the project, and the project was awarded to Palp Inc., DBA Excel Paving for $779,310 at the City Council meeting on March 14, 2023. A Notice to Proceed was issued with a start date of June 12, 2023.

DISCUSSION
The work performed under this contract has been inspected under the supervision of the Public Works Director, in conformance with Section 6-8 of the Standard Specifications for Public Works Construction.

The project was completed on June 25, 2024, and the Notice of Completion will be filed with the Los Angeles County Recorder’s office after approval by the City Council. The contract retention of $38,076.49 will be held for thirty-five (35) days from that date.

Street Location Beginning End
Orange Avenue Somerset Boulevard Rosecrans Avenue

FISCAL IMPACT
There is no fiscal impact to the City.

VISION, MISSION, VALUES, AND STRATEGIC OUTCOMES
The City’s Vision, Mission, and Values set the standard for the organization, establish priorities, uniformity and guidelines; and provide the framework for policy decision making. The Strategic Outcomes were implemented to provide a pathway to achieving the City’s Vision. This item aligns with Strategic Outcome No 5: Attractive and Well- Agenda Report August 27, 2024
ACCEPTANCE OF WORK – CITY PROJECT NO. 9330 Page 2
Maintained Infrastructure - Develop and maintain City-owned infrastructure, parks, facilities, and amenities that enhance quality of life and the attractiveness of the community.

RECOMMENDED ACTION
Accept the work performed by Palp, Inc., DBA Excel Paving, Corona, California, for the arterial street resurfacing project for Fiscal Year 2023 and authorize payment of the retention.

To: Honorable City Council
From: John Moreno, City Manager
By: John King, AICP, Interim Planning Director
Ivan Reyes, Associate Planner
Date: August 27, 2024
SUBJECT: ZONING ORDINANCE TEXT AMENDMENT NO. 34, REVISING

REGULATIONS FOR MANUFACTURING BUSINESSES CITYWIDE IN
THE M-1 (LIGHT MANUFACTURING) AND M-2 (HEAVY

MANUFACTURING) ZONES

BACKGROUND
This item is a request for the City Council to introduce Ordinance No. 1188, approving Zoning Ordinance Text Amendment (ZOTA) No. 34, revising regulations for manufacturing businesses citywide in the M-1 (Light Manufacturing) and M-2 (Heavy Manufacturing) zones. On August 7, 2024, the Planning Commission voted to recommend that the City Council approve ZOTA No. 34.

On September 4, 2018, the City Council adopted Ordinance No, 1106/ZOTA No. 8, revising the City’s manufacturing zoning regulations and uses. Although the City Council had previously adopted incremental amendments to the industrial sections of the Zoning Ordinance through the years, industrial zoning regulations were comprehensively updated in 2018 in the wake of high levels of hexavalent chromium detected from metal manufacturing sources. The levels of concern have since been diminished to a healthful level following a concerted multi-prong effort by the City and partner regulatory agencies.

These changes to the Municipal Code and other actions were implemented to promote environmental sustainability, enhance public safety, and ensure the health and well-being of Paramount residents.

The manufacturing regulations adopted in 2018 include a requirement for metal-related businesses with South Coast Air Quality Management District (SCAQMD) permits to meet with the public on an annual basis. Public tours of a business operation must be reasonably accommodated for the purpose of informing the public of business operations and practices. A comprehensive information session at an off-site location is acceptable when direct facility access impedes public safety or compromises proprietary processes, as determined by the business owner in consultation with the Planning Director. Since 2022, the City has hosted public informational sessions with participating metalmanufacturing businesses to facilitate the fulfillment of the informational requirement. On average, seven metal-related businesses participate at each event along with three staff members. The attendance from residents has declined to an average of two residents per event.

Agenda Report August 27, 2024
ORDINANCE NO. 1188 Page 2

DISCUSSION
The existing metal manufacturing performance standards under the provisions of Chapter

17.32.050 (M-1 zone) and 17.36.050 (M-2 zone) of the Paramount Municipal Code involve regulations for any metal manufacturing business operation that requires a permit to operate from SCAQMD. Furthermore, the Municipal Code currently mandates specific standards for housekeeping practices, exterior signage regulations, and compliance with all other applicable regulatory agencies. A public tour of the metal manufacturing business operations with SCAQMD permits is required once every calendar year to increase transparency, promote healthy discussion, and alert the community to possible changes in the operations.

Summary of Proposed Revisions
The proposed Zoning Ordinance Text Amendment would revise the metal manufacturing performance standards, and the metal-related manufacturing and/or processing uses in the M-1 (17.32) and M-2 (17.36) chapters of the Paramount Municipal Code. These proposed changes will not compromise the stringent oversight of metal-related businesses initially intended by the original adoption of Ordinance No. 1106 in 2018.

Some of the provisions of the proposed ordinance include the following:
• Clarifying onsite posting requirements for an onsite public notice board provided by the metal manufacturing business during the period following the approval of a project and the completion of all project construction activities, including site improvements. • Establishing digital media presentation standards in lieu of a public tour. Each metal manufacturing business with SCAQMD permits would have to demonstrably include an introduction, company overview, and manufacturing process that explains equipment and materials, quality assurance, and environmental sustainability involvement within a video. A video would have to include clear and updated email and phone contact information to allow the public to submit questions or comments to business management. Businesses would be required to produce an updated video every six years at minimum. The video would have to be posted and maintained for public access on the business website, if any, and would need to be provided to the City for posting on City-administered and/or City-affiliated websites such as ParamountEnvironment.org.
• Providing an option for a metal-related business to conduct a public tour in lieu of a video. The tour would have to take place within the month of October to coincide with National Manufacturing Day. Such public tours would have to occur on a two-year basis from the date of the previous publicly held session. The public would be informed of the tour by the business posting the time and place of the tour on its website at least two weeks in advance of the date of the tour, and by providing such notice to the City for posting on City-administered and/or City-affiliated websites at least two weeks prior to the date of the tour. All members of the public and interested parties would need to be reasonably accommodated for an announced public tour.

Agenda Report August 27, 2024
ORDINANCE NO. 1188 Page 3
The Interim City Attorney has reviewed and approved the proposed changes reflected in this Ordinance.

FISCAL IMPACT
None.

VISION, MISSION, VALUES, AND STRATEGIC OUTCOMES
The City’s Vision, Mission, and Values set the standard for the organization; establish priorities, uniformity, and guidelines; and provide the framework for policy decisionmaking. The Strategic Outcomes were implemented to provide a pathway to achieving the City’s Vision. This item aligns with Strategic Outcome No. 6: Efficient, Effective, and Fiscally Responsible - Deliver an efficient and effective City government in a fiscally responsible, transparent, and collaborative manner.

RECOMMENDED ACTION
Read by title only, waive further reading, introduce Ordinance No. 1188, and place it on the September 10, 2024 agenda for adoption.

CITY OF PARAMOUNT

LOS ANGELES COUNTY, CALIFORNIA
ORDINANCE NO. 1188

AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF

PARAMOUNT, APPROVING ZONING ORDINANCE TEXT AMENDMENT
NO. 34, AMENDING SECTION 17.32.050(A), SECTION 17.32.050(F), SECTION 17.36.050(A) AND SECTION 17.36.050(F) OF THE

PARAMOUNT MUNICIPAL CODE, REVISING REGULATIONS FOR
MANUFACTURING BUSINESSES CITYWIDE IN THE M-1 (LIGHT
MANUFACTURING) AND M-2 (HEAVY MANUFACTURING) ZONES IN

THE CITY OF PARAMOUNT

THE CITY COUNCIL OF THE CITY OF PARAMOUNT DOES HEREBY ORDAIN AS FOLLOWS:

SECTION 1. Purpose and Findings. The City Council finds and declares as follows:

A. California Constitution Article XI, Section 7, enables the City of Paramount (“the City”) to enact local planning and land use regulations; and B. The authority to adopt and enforce zoning regulations is an exercise of the City’s police power to protect the public health, safety, and welfare; and C. The authority to adopt and enforce zoning regulations is an exercise of the City’s police power to protect the public health, safety, and welfare; and D. The City desires to ensure that development occurs in a prudently effective manner, consistent with the goals and objectives of the General Plan as updated and adopted by the City Council on August 7, 2007 and reasonable land use planning principles; and
E. The Planning Commission held a duly noticed public hearing on August 7, 2024 at which time it considered all evidence presented, both written and oral, and at the end of the hearing voted to adopt Resolution No. PC 24:029, recommending that the City Council adopt this Ordinance; and F. The City Council held a duly noticed public hearing on this Ordinance on August 27, 2024, at which time it considered all evidence presented, both written and oral.

ORDINANCE NO. 1188

Page 2 ends

SECTION 2. The Recitals set forth hereinabove are true and correct and incorporated herein by reference as if fully set forth herein.

SECTION 3. Section 17.32.050(A) of the Paramount Municipal Code is hereby amended in its entirety to read as follows:

A. For new construction projects and material alterations to existing facilities, a public notice board shall be provided by the metal manufacturing business onsite during the period following the approval of the project and the completion of all project construction activities, including site improvements.

The sign must be designed to City standards in order to meet onsite posting requirements. The background material of the notice board shall be one half-inch medium density overlay (MDO) material and must maintain minimum dimensions of four feet in height and six feet in length, shall be installed on wood posts in a location visible to the general public from the public right-of-way, and shall detail the nature of the project, including relevant site plan and elevations or renderings.

SECTION 4. Section 17.32.050(F) of the Paramount Municipal Code is hereby amended in its entirety to read as follows:

F. For the purpose of transparency, a metal manufacturing business operation shall inform the public of business operations and practices by one of the two options:

Option 1. Within no more than two years after the adoption date of Ordinance No. 1188, produce a video of professional quality of at least five minutes in length in a digital format that can be commonly shared, posted, and distributed. The business shall demonstrably include an introduction, company overview, and manufacturing process that explains equipment and materials, quality assurance, and environmental sustainability involvement within the video. The video shall include clear and updated email and phone contact information that will allow the public to submit questions or comments to business management. The video shall be posted and maintained for public access on the business website, if any, and shall be provided to the City for posting on City-administered and/or City-affiliated websites. The business shall promptly transmit to the Planning Department a copy or detailed summary of all communication between the public and the business generated by the video. The business shall produce an updated video every six years at minimum.

ORDINANCE NO. 1188

Page 3 ends

Option 2. Within no more than two years after the adoption date of Ordinance No. 1188, or any subsequent public tour, conduct an onsite public tour of the business facilities within the month of October to coincide with National Manufacturing Day. This public tour shall occur at least once every two years from the date of the previous public tour. The public shall be informed of the tour by the business posting of the time and place of the tour on its website at least two weeks in advance of the date of the tour, and by providing such notice to the City for posting on City-administered and/or City-affiliated websites at least two weeks prior to the date of the tour. All members of the public and interested parties shall be reasonably accommodated for an announced public tour.

SECTION 5. Section 17.36.050(A) of the Paramount Municipal Code is hereby amended in its entirety to read as follows:

The sign must be designed to City standards in order to meet onsite posting requirements. The background material of the notice board shall be one half inch medium density overlay (MDO) material and must maintain minimum dimensions of four feet in height and six feet in length, shall be installed on wood posts in a location visible to the general public from the public rightof-way, and shall detail the nature of the project, including relevant site plan and elevations or renderings.

SECTION 6. Section 17.36.050(F) of the Paramount Municipal Code is hereby amended in its entirety to read as follows:

F. For the purpose of transparency, a metal manufacturing business operation shall inform the public of business operations and practices by one of the two options:

Page 4 ends

City-affiliated websites. The business shall promptly transmit to the Planning Department a copy or detailed summary of all communication between the public and the business generated by the video. The business shall produce an updated video every six years at minimum.

SECTION 7. California Environmental Quality Act (CEQA). This ordinance is exempt from CEQA pursuant to CEQA Guidelines Section 15305, minor alterations in land use limitations in areas with an average slope of less than 20% that do not result in any changes in land use or density and Section 15061(b)(3) which is the general rule that CEQA applies only to projects which have the potential for causing a significant effect on the environment and CEQA does not apply where it can be seen with certainty that there is no possibility that the activity may have a significant effect on the environment.

SECTION 8. Severability. If any section, subsection, sentence, clause, or phrase in this ordinance or the application thereof to any person or circumstance is for any reason held invalid, the validity of the remainder of the ordinance or the application of such provision to other persons or circumstances shall be adopted thereby. The City Council hereby declares it would have passed this ordinance and each section, subsection, sentence, clause, or phrase thereof, irrespective of the fact that one or more sections, subsections, sentences, clauses, or phrases or the application thereof to any person or circumstance be held invalid.

SECTION 9. Effective Date. This Ordinance shall take effect thirty days after its adoption, shall be certified as to its adoption by the City Clerk, and shall be published once in the Paramount Journal within 15 days after its adoption together with the names and members of the City Council voting for and against the Ordinance.

PASSED, APPROVED and ADOPTED by the City Council of the City of Paramount this 10th day of September 2024.

Annette C. Delgadillo, Mayor
ORDINANCE NO. 1188

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ATTEST
Heidi Luce, City Clerk
https://paramountcity1957.sharepoint.com/sites/Planning/Shared Documents/PLANNINGDIV/IVANREYES/reports 2024/zota/zota34/zota34ordpc.docx To: Honorable City Council
From: John Moreno, City Manager
By: Adriana Figueroa, Public Works Director
Date: August 27, 2024
SUBJECT: LANDSCAPE MAINTENANCE SERVICES

BACKGROUND
On December 13, 2022, the City Council awarded a contract for landscape maintenance services to Greenfield Landscaping and Maintenance. The agreement was for a two-year term and covered City parks, parklets, medians, and setbacks. Given the significant issues experienced with the lack of landscape maintenance citywide, staff developed two new bid packets with a modified approach of separating the scope of services with the goal of hiring two different contractors. The separation of services would help better ensure high service level standards and sufficient resources are allocated to enhance the City’s landscaping aesthetics.

The Public Works Department issued two separate requests for bidders on May 16, 2024.

One was issued for landscape maintenance services for citywide medians and vines care; a second was issued for all other citywide landscaping services, which includes parks, parklets, Civic Center, community garden and setbacks.

DISCUSSION
A total of eight (8) firms submitted proposals in response to either one or both requests for bid by the July 9, 2024 deadline. Seven (7) proposals were received for the citywide medians and vine care and five (5) proposals were received for the citywide landscaping services. The firms that responded are as follows, not in order of pricing.

1. Brightview Landscape Services, Inc. (Brightview)

2. Mariposa Landscape, Inc. (Mariposa)

3. Orozco Landscape & Tree Company (Orozco)

4. Excellence Landscaping

5. Marina Landscape, Inc. (Marina)

6. Azteca Landscape (Azteca)

7. SLA

8. SGD Enterprises DBA Four Seasons Landscaping (Four Seasons) Following review of the proposals, the following three (3) firms: SLA, Orozco, and Excellence Landscaping, were deemed nonresponsive for failure to submit the required Agenda Report August 27, 2024
LANDSCAPE MAINTENANCE SERVICES Page 2
bid bond documents. Brightview had done prior work for the City through 2022 and did not proceed in the interview process.

The City’s selection committee, consisting of the Public Works Director, Public Works Operations Manager, Landscaping Supervisor, and Assistant City Manager, reviewed the costs, qualifications, experience, and interviewed the remaining firms to determine their level of responsibility. Marina submitted the lowest responsible and responsive bid but later withdrew its proposal. Four Seasons and Azteca then were the lowest responsive and responsible bidders.

Upon conclusion of the review and evaluation process, staff recommends an award of contract to Four Seasons for median landscape and vines care, and to Azteca for citywide/parks landscaping. Both firms were deemed to be the most responsive and responsible in their proposals.

Four Seasons: Recommended for medians and vine care landscape maintenance services. This company currently serves the following public agencies:
• City of Rosemead
• Arcadia Unified School District
• City of Oxnard
• City of Calabasas
• City of Santa Barbara
• State of California - Department of State Hospitals
• City of Beverly Hills
• Altadena Library District
Staff verified references and found that Four Seasons’ clients are pleased with their performance and quality of work. References mentioned that Four Seasons performs well in its work product; pays great attention to detail; performs all maintenance activities within schedule; promptly reports deficiencies and submit quotes for repairs/extra work as needed; and completes work in a timely manner. They also reported Four Seasons maintains good communication with their clients and follow up to address any routine or special requests.

Azteca: Recommended for Citywide/parks landscaping maintenance services. This company currently serves the following public agencies:
• City of Calabasas
• City of Whittier
• City of Long Beach
• City of Walnut (Water District)
• County of Los Angeles
• Foothill Transit (West Covina)
Agenda Report August 27, 2024
LANDSCAPE MAINTENANCE SERVICES Page 3
Staff also verified references and found that Azteca’s clients have been pleased with their work. References mentioned that Azteca performs good maintenance work; is responsive, is proactive in reporting deficiencies i.e. irrigation breaks, damage to plant material, etc., and adheres to maintenance schedules. They also maintain good communication with their clients on a daily and weekly basis.

Cost Summary and Contracts
Service Selected Firm Annual Cost
Medians and Vines Care Four Seasons Landscaping $ 690,174.44 Landscaping Services Azteca Landscape $ 1,007,706.32
Total $ 1,697,880.76
Contingency $ 200,000.00
Total with contingency $ 1,897,880.76
Attached are the two (2) proposed contracts for landscape services for medians and vines, and citywide landscaping totaling $1,697,880.76 as shown in the attached chart.

The combined contingency amount of $200,000 will be utilized for extra work needed to immediately correct visible deficiencies in planting areas, new plant materials, irrigation, etc. throughout the parks and medians. The proposed contract language would authorize the Public Works Director to approve extra work and services up to this contingency amount.

If the contracts are approved by the City Council, both contractors are able to commence services on September 30, 2024. The Public Works Department will hold weekly meetings and field inspections with both contractors throughout the duration of their services to ensure compliance with the schedule and ensure performance standards and expectations are being met.

FISCAL IMPACT
Approximately $875,000 was budgeted in the FY 2024-25 Budget under the Landscape Division utilizing $700,000 in General Funds and $175,000 in Gas Tax. An additional $515,200 in Gas Tax and $507,800 in General Funds, for a total of $1,023,000, is needed to cover the annual contract costs and contingency amount of $200,000.

VISION, MISSION, VALUES, AND STRATEGIC OUTCOMES
The City’s Vision, Mission, and Values set the standard for the organization, establish priorities, uniformity and guidelines; and provide the framework for policy decision making. The Strategic Outcomes were implemented to provide a pathway to achieving the City’s Vision. This item aligns with Strategic Outcome No 5: Attractive and WellMaintained Infrastructure - Develop and maintain City-owned infrastructure, parks, facilities, and amenities that enhance quality of life and the attractiveness of the community.

Agenda Report August 27, 2024
LANDSCAPE MAINTENANCE SERVICES Page 4

RECOMMENDED ACTION
A. Appropriate an additional $515,200 in Gas Tax for median landscape maintenance and $507,800 in General Funds, for a total of $1,023,000, for landscape maintenance services that covers medians, vines, and parks citywide.

D. Authorize the Public Works Director to approve extra work/services for a combined amount not to exceed $200,000.
1 AGREEMENT FOR CITYWIDE MEDIAN AND VINE LANDSCAPING SERVICES THIS AGREEMENT (“Agreement”) is made and entered into this 27th day of August, 2024 between the City of Paramount, a municipal corporation in Los Angeles County, California, (hereinafter "CITY") and SGD Landscaping DBA Four Seasons Landscaping, a licensed California firm, with its primary office located at 14937 Delano Street, Van Nuys CA 91411 (hereinafter "CONTRACTOR") (collectively, "the Parties").

RECITALS
WHEREAS, CITY and CONTRACTOR each desire to enter into an Agreement whereby CONTRACTOR will perform citywide medians and vines landscaping services for CITY; and
WHEREAS, CITY staff does not have the expertise or capacity to perform this work in-house.

NOW, THEREFORE, BE IT RESOLVED BY AND BETWEEN THE PARTIES AS FOLLOWS:

1. DESCRIPTION OF WORK AND SERVICES
CONTRACTOR shall perform citywide median and vine landscaping maintenance services as more particularly described in CONTRACTOR’S proposals attached hereto as Exhibit “A” which includes the timing for performance of such services and incorporated herein by reference as if fully set forth. In the event of any conflict between CONTRACTOR’S proposals and this Agreement, the terms of this Agreement shall apply.

2. COMPENSATION
(a) Except as otherwise provided herein, CITY agrees to pay CONTRACTOR as full compensation for all services and duties performed. The total compensation to be paid under this Agreement shall not exceed $690,174.44 per year.
(b) Progress Payments: CONTRACTOR will submit invoices monthly for actual services performed. Invoices shall be submitted on or about the first business day of each month, or as soon thereafter as practical, for services provided in the previous month. Payment shall be made within thirty (30) days of receipt of each invoice as to all non-disputed fees. If the CITY disputes any of CONTRACTOR's fees, it shall give written notice to CONTRACTOR within thirty (30) days of receipt of an invoice of any disputed fees set forth on the invoice.
(c) There shall be no retention of funds by the City.
2 3. INDEPENDENT CONTRACTOR
A. CITY and CONTRACTOR agree and represent this Agreement is entered into with the understanding CONTRACTOR is not an employee of CITY and is intended, for all purposes, to have the status of independent contractor under Labor Code Section 2776.

In the event the CITY determines a legal, judicial, or administrative determination has a material effect upon the status of CONTRACTOR as an independent contractor, the CITY shall have the right, with or without notice, to automatically terminate the Agreement. In the CITY’s sole discretion, the CITY may propose modification of the Agreement’s terms to permit CONTRACTOR’s continued provision of services.

B. CONTRACTOR is and shall at all times remain as to the CITY a wholly independent contractor. CONTRACTOR shall be free from control and direction of the CITY in connection with the performance of duties, and CONTRACTOR retains exclusive discretion in how to perform duties, subject to other terms and conditions of this Agreement. The personnel performing the services under this Agreement on behalf of CONTRACTOR shall at all times be under CONTRACTOR's exclusive direction and control. Neither CITY nor any of its officers, employees, or agents shall have control over the conduct of CONTRACTOR or any of CONTRACTOR's officers, employees, or agents, except as set forth in this Agreement.

C. CONTRACTOR shall not at any time or in any manner represent that it or any of its officers, employees, or agents are in any manner officers, employees, or agents of the CITY. CONTRACTOR shall not incur or have the power to incur any debt, obligation, or liability whatsoever against CITY, or bind CITY in any manner.

D. No employee benefits shall be available to CONTRACTOR in connection with the performance of this Agreement. Except for the fees paid to CONTRACTOR as provided in the Agreement, CITY shall not pay salaries, wages, or other compensation to CONTRACTOR for performing services hereunder for CITY.

CITY shall not be liable for compensation or indemnification to CONTRACTOR for injury or sickness arising out of performing services hereunder.

4. TERM OF AGREEMENT
The term of this Agreement shall be for two (2) years effective from September 30, 2024 or upon reaching the "not-to-exceed" compensation amount, whichever occurs first. This Agreement may be terminated by giving written notice to the other party of that party's intention to so terminate. This Agreement shall be terminated thirty (30) days from and after the date of delivery or mailing of a notice of cancellation by either party, unless the notice specifies otherwise.
3 5. TERMINATION OF AGREEMENT WITHOUT CAUSE
A. Except as otherwise provided in Section 4. hereinabove, either party may terminate this Agreement, or any portion hereof, by serving upon the other party at least ten (10) days prior written notice. Upon receipt of said notice, the CONTRACTOR shall immediately cease all work under this Agreement, unless the notice provides otherwise. If a portion of this Agreement is terminated, such termination shall not make void or invalidate the remainder of this Agreement.

B. In the event this Agreement is terminated pursuant to this Section, the CITY shall pay to CONTRACTOR the actual value of the work performed up to the time of termination. Upon termination of the Agreement, pursuant to this Section, the CONTRACTOR will submit an invoice to the CITY pursuant to Section 2. of this Agreement.

6. DEFAULT
In the event Contractor fails to furnish tools, equipment, or labor in the necessary quantity or quality, or fails to prosecute the work or any part thereof contemplated by this Agreement in a diligent and workmanlike manner, and if the Contractor for a period of three (3) calendar days after receipt of written demand from Agency or its designated representative to do so, fails to furnish tools, equipment, or labor in the necessary quantity or quality, or to prosecute its work and all parts thereof in a diligent and workmanlike manner, then the Agency may exclude the Contractor from the premises, or any portion thereof, and take possession of said premises or any portion thereof, together with all material and equipment thereon, and may complete the work contemplated by this Agreement or any portion of said work, either by furnishing the tools, equipment, labor or material necessary, or by letting the unfinished portion of said work, or the portion taken over by the Agency to another contractor or by a combination of such methods. In any event, the procuring of the completion of said work, or the portion thereof taken over by the Agency, shall be a charge against the Contractor, and may be deducted from any money due or becoming due to Contractor from Agency, or Contractor shall pay Agency the amount of said charge, or the portion thereof unsatisfied. The sureties, provided for under this Agreement, shall become liable for payment should Contractor fail to pay in full any said cost incurred by the Agency.

7. AMENDMENT
Except as otherwise stated herein, any and all obligations of CITY and CONTRACTOR are fully set forth and described in this Agreement. Any changes in this Agreement, including any increase or decrease in the amount of compensation or any change in the term, which shall be mutually agreed upon by and between CITY and CONTRACTOR, shall be set forth in written change orders to this Agreement.

8. NONDISCRIMINATION
(a) CONTRACTOR shall not discriminate in the conduct of the work under this Agreement against any employee, applicant for employment, or volunteer on the basis of 4 race, religious creed, color, national origin, ancestry, physical or mental disability, marital status, pregnancy, sex, age, sexual orientation or other prohibited basis. (b) Consistent with CITY’s policy that harassment and discrimination are unacceptable employer/employee conduct, CONTRACTOR agrees that harassment or discrimination directed toward a job applicant, a City employee, or a citizen by CONTRACTOR or CONTRACTOR’s employee or subcontractor on the basis of race, religious creed, color, national origin, ancestry, physical or mental disability, marital status, pregnancy, sex, age, sexual orientation or other prohibited basis will not be tolerated. CONTRACTOR agrees that any and all violation of this provision shall constitute a material breach of the Agreement.

9. INDEMNIFICATION
CONTRACTOR shall indemnify, defend, and hold harmless the CITY, and its officers, employees, and agents (“Indemnitees”), from and against any and all claims for and actual liabilities, losses, expenses, costs, causes of action, obligations, judgments, or damages, including reasonable attorney’s fees and costs of litigation, of every nature, relating to, in connection with or arising out of CONTRACTOR’s, its officers, agents, employees or subcontractors (or any agency or individual that Contractor shall bear the legal liability therefore) negligence, reckless or willful misconduct in the performance of work on and/or connected with the Project or its failure to comply with any of its obligations contained in this Agreement, except such loss or damages which is caused by the sole or active negligence or willful misconduct of the Indemnitees. In the event the Indemnitees are made a party to any action, lawsuit, or other adversarial proceeding arising from CONTRACTOR’s performance of this Agreement, the CONTRACTOR shall provide a defense to the Indemnitees or at the CITY’s option, reimburse the Indemnitees their costs of defense, including reasonable attorney’s fees, incurred in defense of such claims.

Contractor’s obligations under this section apply regardless of whether or not such claim, charge, damage, demand, action, proceeding, loss, stop notice, cost, expense, judgment, civil fine or penalty, or liability was caused in part or contributed to by the Indemnitees.

However, without affecting the rights of Indemnitees, Contactor shall not be required to indemnify and hold harmless Indemnitees for liability attributable to the sole or active negligence or willful misconduct of Indemnitees, provided such sole or active negligence or willful misconduct is determined by agreement between the parties or by the findings of a court of competent jurisdiction. In instances where Indemnitees are shown to have been solely or actively negligent or to have acted with willful misconduct and where Indemnitees sole or active negligence or willful misconduct accounts for only a percentage of the liability involved, the Obligation of Contractor shall be for that entire portion or percentage of liability not attributable to the sole or active negligence or willful misconduct of Indemnitees.

10. LEGAL RESPONSIBILITIES
a) The CONTRACTOR shall keep informed of state and federal laws and regulations 5 which in any manner affect those employed by it or in any way affect the performance of services pursuant to this Agreement. The CONTRACTOR shall at all times observe and comply with all such laws and regulations. The CITY, and its officers and employees, shall not be liable at law or in equity occasioned by failure of the CONTRACTOR to comply with this Section.
b) LICENSE
Contractor must possess at the time of commencing work and throughout the Project duration, a valid Contractor’s License, issued by the State of California, which is current and in good standing. Contractor shall ensure that any subcontractor complies with the same requirements and shall maintain a C-27 license throughout the duration of this Agreement.
c) If Contractor is a corporation, the undersigned represents and warrants that the corporation is duly incorporated and in good standing and that the President is authorized to act for and bind the corporation.
d) Record Audit. In accordance with Government Code section 8546.7, records of both the Agency and the CONTRACTOR shall be subject to examination and audit by the State Auditor for a period of three (3) years after final payment.

Prevailing Wage:

A. Wage rates for this Project shall be in accordance with the “General Wage Determination Made by the Director of Industrial Relations Pursuant To California Labor Code, Part 7, Chapter 1, Article 2, Sections 1770, 1773, and 1773.1", for Los Angeles County]. Wage rates shall conform with those posted at the City of Paramount] and the Project site.

B. The following Labor Code sections are hereby referenced and made a part of this Agreement:

1. Section 1775 - Penalty for Failure to Comply with Prevailing Wage Rates

2. Section 1777.4 - Apprenticeship Requirements

3. Section 1777.5 - Apprenticeship Requirements

4. Section 1813 - Penalty for Failure to Pay Overtime

5. Sections 1810 and 1811 - Working Hour Restrictions

6. Section 1775 - Payroll Records

7. Section 1773.8 - Travel and Subsistence Pay
Pursuant to Section 1771.1(a) of the Labor Code:
“A contractor or subcontractor shall not be qualified to bid on, be listed in a bid proposal, subject to the requirements of Section 4104 of the Public Contract Code, or engage in the performance of any contract for public work, as defined in this chapter, unless currently registered and qualified to perform public work pursuant to Section 1725.5. It is not a 6 violation of this section for an unregistered contractor to submit a bid that is authorized by Section 7029.1 of the Business and Professions Code or by Section 10164 or 20103.5 of the Public Contract Code, provided the contractor is registered to perform public work pursuant to Section 1725.5 at the time the contract is awarded.” CONTRACTOR must be registered with the Department of Industrial Relations (DIR) of the State of California in order to be eligible to work on public works projects. Contractor must ensure registration with the DIR is active and in good standing.

No CONTRACTOR or subcontractor may be listed on a bid proposal for a public works project (submitted on or after March 1, 2015) unless registered with the Department of Industrial Relations pursuant to Labor Code section 1725.5 [with limited exceptions from this requirement for bid purposes only under Labor Code section 1771.1(a)].

No CONTRACTOR or subcontractor may be awarded a contract for public work on a public works project (awarded on or after April 1, 2015) unless registered with the Department of Industrial Relations pursuant to Labor Code section 1725.5.

This project is subject to compliance monitoring and enforcement by the Department of Industrial Relations.

The CONTRACTOR is not subject to public works requirements (including registration with the DIR) if the public works project is under $1,000, unless the Agency knows that the same CONTRACTOR will be awarded total project costs in excess of $1,000 for a given year.

11. INSURANCE
(a) Required Coverage. Without limiting CONTRACTOR's indemnification, it is agreed that CONTRACTOR shall maintain in force at all times during the term of this Agreement the following types of insurance providing coverage on an "occurrence" basis.

Said insurance, with the exception of Worker’s Compensation and Errors & Omissions Liability, shall name the CITY as additional insureds and evidence of said insurance shall be delivered to CITY in certificate and endorsement forms acceptable to the CITY prior to execution of this Agreement.
☒ Commercial general liability and property damage insurance. Coverage:
$2,000,000 per occurrence. The general aggregate limit shall be twice the required occurrence limit.
☒ Worker’s Compensation insurance to cover its employees as required by the Labor Code of the State of California. CONTRACTOR’s worker’s compensation insurance shall include the following language: “All rights of subrogation are hereby waived against the CITY, its officers and employees when acting within the scope of their appointment or employment.” In the event any class of employees engaged in hazardous work under this Agreement is not protected under Workers’ Compensation Statutes, the CONTRACTOR shall 7 provide adequate and suitable insurance for the protection of its employees not otherwise protected.
☒ Umbrella or excess liability insurance with limits that provide bodily injury, personal injury, and property damage liability coverage, including commercial general liability, automobile liability and employer’s liability in an amount at least equal to that for general liability coverage.
(b) General Provisions.
(i) CONTRACTOR shall obtain insurance acceptable to the CITY in a company or companies admitted in California and with a Best rating of no less than A VII or as acceptable to the CITY. The endorsements, naming the CITY as an additional insured, are to be signed by a person authorized by CONTRACTOR’s insurer to bind coverage on its behalf.
(ii) It shall be a requirement under this contract that any available insurance proceeds broader than or in excess of the specified minimum insurance coverage requirements and/or limits shall be available to the Additional Insured.

Furthermore, the requirements for coverage and limits shall be (1) the broader coverage and maximum limits specified in this contract; or (2) the broader coverage and maximum limits of coverage of any insurance policy or proceeds available to the named insured; whichever is greater.
(iii) The limits of insurance required in the Agreement may be satisfied by a combination of primary and umbrella or excess insurance. Any umbrella or excess insurance shall contain or be endorsed to contain a provision that such coverage shall also apply on a primary and non-contributory basis for the benefit of the CITY (if agreed to in a written contract) before the CITY’s own insurance or self-insurance shall be called upon to protect it as a named insured. (iv) Any failure to comply with reporting provisions of the policies shall not affect coverage provided to the CITY, its elected or appointed officers, officials, employees, agents or volunteers.
(v) The insurance provided by these policies shall not be suspended, voided, canceled, or reduced in coverage or in limits except after thirty days written notice has been received by the CITY.
(c) Additional Insured. The CITY will be named as an additional insured for all liability arising out of the operations by or on behalf of the named insured, and this policy protects the additional insured, its officers, agents and employees against liability for personal and bodily injuries, deaths or property damage or destruction arising in any respect, directly or indirectly, in the performance of the contract. (i) Each such policy shall be endorsed with the following language:

The City of Paramount, its elected or appointed officers, officials, employees and 8 volunteers are included as insureds with regard to damages and defense of claims arising from: (a) activities performed by or on behalf of the Named Insured, including the insured's general supervision of the Named Insured, (b) products and completed operations of the Named Insured, or (c) premises owned, leased or used by the Named Insured.
(ii) This policy shall be considered primary insurance as respects the CITY, its elected or appointed officers, officials, employees, agents and volunteers. Any insurance maintained by the CITY, including any self-insured retention the City may have, shall be considered excess insurance only and shall not contribute with it.
(iii) The inclusion of more than one insured shall not operate to impair the rights of one insured against another insured, and the coverages afforded shall apply as though separate policies had been issued to each insured. (iv) The Additional Insured coverage under the CONTRACTOR’s policy shall be primary and non-contributory and will not seek contribution from the CITY’s insurance or self-insurance and shall be at least as broad as CG 20 01 04

13. (d) Deductibles and Self-Insured Retentions. All self-insured retentions (SIR) must be disclosed to the CITY’s Risk Management for approval and shall not reduce the limits of liability. At the option of CITY, either: the insurer shall reduce or eliminate such deductibles or self-insurance retention as respects the CITY, its officers, officials, agents, employees and volunteers; or CONTRACTOR shall procure a bond guaranteeing payment of losses and related investigations, claim administration and defense expenses.

Policies containing any self-insured (SIR) provision shall provide or be endorsed to provide that the SIR may be satisfied by either the named insured or the CITY. The CITY reserves the right to obtain a full certified copy of any insurance policy and endorsements.

Failure to exercise this right shall not constitute a waiver of the right to exercise later.

12. NOTICES
Any notices which either party may desire to give to the other party under this Agreement must be in writing and may be given either by:
(i) personal service,
(ii) delivery by a reputable document delivery service (e.g., Federal Express), which provides a receipt showing date and time of delivery, or (iii) United States mail, certified mail, postage prepaid, return receipt requested, addressed to the party as set forth below or at any other address as that party may later designate by notice:
9 To CITY: City of Paramount
16400 Colorado Blvd
Paramount, CA 90723
To CONTRACTOR: SGD Enterprises DBA Four Seasons Landscaping 14937 Delano Street
Van Nuys, CA 91411

13. ASSIGNMENT
(a) CONTRACTOR shall not assign the performance of this Agreement, nor any part thereof, nor any monies due hereunder, without prior written consent of the CITY. Due to the personal nature of the services to be rendered pursuant to this Agreement, only CONTRACTOR shall perform the services described in this Agreement.
(b) CONTRACTOR may use assistants, under CONTRACTOR’s direct supervision, to perform some of the services under this Agreement. CONTRACTOR hereby agrees to be solely responsible for any assistant used under this Agreement and each assistant is bound by the terms of this Agreement. CONTRACTOR shall have each assistant confirm in writing they are familiar with the terms of this Agreement and agrees to be bound by the terms and conditions set forth herein.

14. PERMITS AND LICENSES
CONTRACTOR will obtain and maintain during the term of this Agreement all necessary permits, licenses, and certificates that may be required in connection with the performance of services under this Agreement.

15. CITY BUSINESS LICENSE
In addition to any other permits or licenses, CONTRACTOR shall obtain, maintain and comply with the requirements for a current City business license during the term of this Agreement.

16. GOVERNING LAW
The CITY and CONTRACTOR understand and agree that the laws of the State of California shall govern the rights, obligations, duties, and liabilities of the parties to this Agreement and also govern the interpretation of this Agreement. Any litigation concerning this Agreement shall take place in the municipal, superior, or federal district court with jurisdiction over the CITY.

17. ENTIRE AGREEMENT
This Agreement contains the entire understanding between the parties relating to the obligations of the parties described in this Agreement. All prior or 10 contemporaneous agreement, understandings, representations, and statements, oral or written, are merged into this Agreement and shall be of no further independent force or effect. Each party is entering into this Agreement based solely upon the representations set forth herein and upon each party's own independent investigation of any and all facts such party deems material. No waiver of any term or condition of this Agreement shall be a continuing waiver thereof. Each and every provision of law and clause required by law to be inserted in this Agreement shall be deemed to be inserted herein and the Agreement shall be read and enforced as though it were included herein, and if through mistake or otherwise any such provision is not inserted, then upon application of either party, the Agreement shall be amended make such insertion or correction.

CLAIM PROCEDURES UNDER PUBLIC CONTRACT CODE SECTION 9204 CONTRACTOR shall comply with the procedure set forth in Public Contracts Code section 9204 for any claim, as that term is defined therein, for one or more of the following: 1) a time extension, including, without limitation, for relief from damages or penalties for delay; 2) payment of money or damages arising from work done pursuant to this Agreement; and/or 3) payment of an amount disputed by the Agency under this Agreement.

COMPONENT PARTS OF THE AGREEMENT
This Agreement entered into consists of the following documents, all of which are component parts of the Agreement as if herein set out in full or attached hereto and all such documents are complementary.

18. SEVERABILITY
Any part, provision, or representation of this Agreement or any of its exhibits, including, but not limited to Exhibit “A” and Exhibit “B”, which is prohibited or which is held to be void or unenforceable by a court of competent jurisdiction, shall be ineffective to the extent of such prohibition or unenforceability without invalidating the remaining provisions hereof.

19. AUTHORITY TO EXECUTE THIS AGREEMENT
The person or persons executing this Agreement on behalf of CONTRACTOR warrants and represents that it has the authority to execute this Agreement on behalf of the CONTRACTOR and has the authority to bind CONTRACTOR to the performance of its obligations hereunder.

20. This Agreement shall be deemed to have been executed and entered into in the City of Paramount, County of Los Angeles, and State of California.

SIGNATURES ON FOLLOWING PAGE
11 IN WITNESS WHEREOF, the undersigned execute this Agreement on the date first written above.

AZTECA LANDSCAPE
BY: ________________________
Ethan Darrison

VICE PRESIDENT

CITY OF PARAMOUNT
A Municipal Corporation
BY: _______________________
Annette C. Delgadillo
MAYOR
ATTEST:
_______________________________
Heidi Luce

CITY CLERK
APPROVED AS TO FORM:
________________________
Elizabeth L. Martyn

INTERIM CITY ATTORNEY
12 EXHIBIT A

1 AGREEMENT FOR CITYWIDE LANDSCAPING SERVICES
THIS AGREEMENT (“Agreement”) is made and entered into this 27th day of August, 2024 between the City of Paramount, a municipal corporation in Los Angeles County, California, (hereinafter "CITY") and Azteca Landscaping, a licensed California firm, with its primary office located at 1525 E. Ontario Ave, Suite 101, Corona CA 92881 (hereinafter "CONTRACTOR") (collectively, "the Parties").

RECITALS
WHEREAS, CITY and CONTRACTOR each desire to enter into an Agreement whereby CONTRACTOR will perform citywide landscaping services for CITY; and WHEREAS, CITY staff does not have the expertise or capacity to perform this work in-house.

NOW, THEREFORE, BE IT RESOLVED BY AND BETWEEN THE PARTIES AS FOLLOWS:

1. DESCRIPTION OF WORK AND SERVICES
CONTRACTOR shall perform citywide landscaping services as more particularly described in CONTRACTOR’S proposals attached hereto as Exhibit “A” which includes the timing for performance of such services and incorporated herein by reference as if fully set forth. In the event of any conflict between CONTRACTOR’S proposals and this Agreement, the terms of this Agreement shall apply.

2. COMPENSATION
(a) Except as otherwise provided herein, CITY agrees to pay CONTRACTOR as full compensation for all services and duties performed. The total compensation to be paid under this Agreement shall not exceed $1,007,706.32 per year.
(b) Progress Payments: CONTRACTOR will submit invoices monthly for actual services performed. Invoices shall be submitted on or about the first business day of each month, or as soon thereafter as practical, for services provided in the previous month. Payment shall be made within thirty (30) days of receipt of each invoice as to all non-disputed fees. If the CITY disputes any of CONTRACTOR's fees, it shall give written notice to CONTRACTOR within thirty (30) days of receipt of an invoice of any disputed fees set forth on the invoice.
(c) There shall be no retention of funds by the City.
2 3. INDEPENDENT CONTRACTOR
A. CITY and CONTRACTOR agree and represent this Agreement is entered into with the understanding CONTRACTOR is not an employee of CITY and is intended, for all purposes, to have the status of independent contractor under Labor Code Section 2776.

CITY shall not be liable for compensation or indemnification to CONTRACTOR for injury or sickness arising out of performing services hereunder.

Prevailing Wage:

B. The following Labor Code sections are hereby referenced and made a part of this Agreement:

1. Section 1775 - Penalty for Failure to Comply with Prevailing Wage Rates

2. Section 1777.4 - Apprenticeship Requirements

3. Section 1777.5 - Apprenticeship Requirements

4. Section 1813 - Penalty for Failure to Pay Overtime

5. Sections 1810 and 1811 - Working Hour Restrictions

6. Section 1775 - Payroll Records

This project is subject to compliance monitoring and enforcement by the Department of Industrial Relations.

Failure to exercise this right shall not constitute a waiver of the right to exercise later.

12. NOTICES
Any notices which either party may desire to give to the other party under this Agreement must be in writing and may be given either by:
(i) personal service,
(ii) delivery by a reputable document delivery service (e.g., Federal Express), which provides a receipt showing date and time of delivery, or (iii) United States mail, certified mail, postage prepaid, return receipt requested, addressed to the party as set forth below or at any other address as that party may later designate by notice:
9 To CITY: City of Paramount
16400 Colorado Blvd
Paramount, CA 90723
To CONTRACTOR: Azteca Landscape
1525 E. Ontario Ave., Suite 101
Corona, CA 92881

17. ENTIRE AGREEMENT
This Agreement contains the entire understanding between the parties relating to the obligations of the parties described in this Agreement. All prior or contemporaneous agreement, understandings, representations, and statements, 10 oral or written, are merged into this Agreement and shall be of no further independent force or effect. Each party is entering into this Agreement based solely upon the representations set forth herein and upon each party's own independent investigation of any and all facts such party deems material. No waiver of any term or condition of this Agreement shall be a continuing waiver thereof. Each and every provision of law and clause required by law to be inserted in this Agreement shall be deemed to be inserted herein and the Agreement shall be read and enforced as though it were included herein, and if through mistake or otherwise any such provision is not inserted, then upon application of either party, the Agreement shall be amended make such insertion or correction.

20. This Agreement shall be deemed to have been executed and entered into in the City of Paramount, County of Los Angeles, and State of California.

SIGNATURES ON FOLLOWING PAGE
11 IN WITNESS WHEREOF, the undersigned execute this Agreement on the date first written above.

AZTECA LANDSCAPE
BY: ________________________
Rosa Lopez

PRESIDENT

CITY OF PARAMOUNT
A Municipal Corporation
BY: _______________________
Annette C. Delgadillo
MAYOR
ATTEST:
_______________________________
Heidi Luce

CITY CLERK
APPROVED AS TO FORM:
________________________
Elizabeth L. Martyn

INTERIM CITY ATTORNEY
12 EXHIBIT A

To: Honorable City Council
From: John Moreno, City Manager
By: Yecenia Guillen, Community Services
Director
Date: August 27, 2024
SUBJECT: APPROVING THE PARKS AND RECREATION MASTER PLAN

BACKGROUND
On May 14, 2024, a draft of the City of Paramount’s first Parks and Recreation Master Plan was brought to City Council for review and discussion. This comprehensive plan undertook a thorough inventory and analysis of existing park spaces, evaluated the community’s recreational needs, identified potential opportunities for new park developments and renovations, and established priorities for future park development activities. The City then engaged its residents through two well-attended pop-up events.

These events were held at popular community gatherings, one during the annual Easter Egg Hunt and the other at Friday Night Paramount. In addition to the events, seven inperson and virtual stakeholder interviews and small focus groups were held. Members of these meetings included residents, special need parents, business owners, commissioners, youth league presidents, coaches, and former PEP scholarship recipients. These meetings were to ensure transparency, community influence, and participation in the development of the Master Plan. In addition to these meetings, the Master Plan draft was also shared on social media platforms to invite public comments which closed on August 9, 2024.

The City faces challenges for expanding its park and recreational facilities. However, the City and staff continue to work diligently to align the organization with the goals and now recommendations of the Parks and Recreation Master Plan. The City aims to support healthy lifestyles, community livability, park safety, and overall quality of life.

DISCUSSION
The Parks and Recreation Parks Master Plan will assist the Community Services Department with making improvements over the next 10 years to enhance and expand the City’s park system and facilities. The Master Plan will also assist when county, state, and federal grants become available for park renovations or new park development by identifying priority projects that have been developed with community input.

Agenda Report August 27, 2024
RESOLUTION NO. 24:035 Page 2
The Master Plan seeks to achieve the following goals:

1. Equitable access to parks and greenspace.

2. Diversified recreation facilities and amenities.

3. Quality parks that are well-maintained and sustainable.

4. A park system that fosters health, wellness, and safety through programs.

5. Partnerships and investments that strengthen the parks and recreation system.

The City’s comprehensive Master Plan provides inventory and classification of twelve (12) existing parks and recreation facilities, along with site recommendations. Some of the recommendations include the installation of mile markers, playground replacements, sport facilities for organized play, shade shelters, all-inclusive play areas, fitness equipment upgrades, and investing in facility maintenance and repair.

FISCAL IMPACT
There is currently no fiscal impact to the General Fund. However, the successful implementation of the plan will rely on long-term investment and funding for ongoing maintenance and development.

VISION, MISSION, VALUES, AND STRATEGIC OUTCOMES
The City’s Vision, Mission, and Values set the standard for the organization, establish priorities, uniformity and guidelines; and provide the framework for policy decision making. The Strategic Outcomes were implemented to provide a pathway to achieving the City’s Vision. This item aligns with Strategic Outcome No 1: Safe Community - Provide a safe place to live, work, and visit; 2: Community Health - Provide diverse recreational and cultural amenities that support healthy lifestyles and a sense of community; and 5:

Attractive and Well-Maintained Infrastructure - Develop and maintain City-owned infrastructure, parks, facilities, and amenities that enhance quality of life and the attractiveness of the community.

RECOMMENDED ACTION
Read by title only and adopt Resolution No. 24:035 approving the Parks and Recreation Master Plan.

CITY OF PARAMOUNT

LOS ANGELES COUNTY, CALIFORNIA
RESOLUTION NO. 24:035

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF PARAMOUNT APPROVING THE PARKS AND RECREATION MASTER PLAN.

WHEREAS, the City of Paramount has grown, and the needs of residents have evolved over time, there has been a significant growth in the demand for park and recreation facilities and programs; and
WHEREAS, safe and enjoyable parks are needed throughout the City to ensure a successful parks system that meets the needs of the City’s residents; and WHEREAS, investments in the City’s Park system should be prioritized in the areas with the greatest needs; and
WHEREAS, the City of Paramount desires to provide safe, enjoyable, and equitable Citywide parks system with opportunities for everyone, setting up necessary procedures governing the implementation of the plan; and
WHEREAS, Parks and Recreation Master Plans are a critical tool for local agencies in identifying community needs, prioritizing projects and funding allocations, while strategically developing parks and recreation programs, and creating a vision for the future; and WHEREAS, in 2022, the City Council approved a Professional Services Agreement with MIG, Inc. as the consultant team to begin a system-wide parks and recreation master plan; and WHEREAS, the Community Services Department engaged MIG, Inc. for implementation and analysis of a community needs assessment survey, facilitation of focus group workshops, and facilitation of public meetings between October 2022 and August 2024; and WHEREAS, upon conclusion of community outreach, engagement, public meetings, and workshops MIG, Inc. produced a full draft of the Parks and Recreation Master Plan with significant data regarding existing parks and recreation amenities compared to needs of the community; and
WHEREAS, the Master Plan incorporates these findings and provides site-by-site recommendations for each park and facility, as well as opportunities to address system-wide deficiencies; and
WHEREAS, the Parks Master Plan presents criteria to help prioritize projects and policies aims to meet the goals of the plan which are crucial for the successful and equitable implementation of the Parks Master Plan; and
RESOLUTION NO. 24:035

Page 2 ends

WHEREAS, on April 17, 2024, the Parks and Recreation Commission of the City of Paramount were presented with a draft of the Parks Master Plan; and WHEREAS, at the May 14, 2024 City Council meeting, the City Council was presented with a draft of the Parks Master Plan and the City Council directed staff to return for possible approval of the Parks and Recreation Master Plan during at a future City Council meeting.

NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF PARAMOUNT AS FOLLOWS:

SECTION 1. The above recitations are true and correct.

SECTION 2. Approves the Parks and Recreation Master Plan.

SECTION 3. Delegates the authority to the City Manager or his designee to conduct all negotiations, sign and submit all documents, including, but not limited to applications, agreements, amendments, and payment requests, which may be necessary for the completion of the Grant Scope, and;
SECTION 4. Agrees to comply with all applicable federal, state and local laws, ordinances, rules, regulations and guidelines, and;
SECTION 5. This Resolution shall take effect immediately upon its adoption.

PASSED, APPROVED, and ADOPTED by the City Council of the City of Paramount this 27th day of August 2024.

Annette C. Delgadillo, Mayor
ATTEST:

Heidi Luce, City Clerk

PARKS AND

RECREATION

MASTER PLAN

CITY OF PARAMOUNT
Public Review Draft
May 2024

PARKS AND

RECREATION

MASTER PLAN

CITY OF PARAMOUNT
Pubic Review Draft Plan | May 2024
www.migcom.com
City of Paramount Parks and Recreation Master Plan | i
City of Paramount Parks and Recreation Master Plan | ii Acknowledgements
We extend our sincere appreciation to all those who contributed to the development of the first Paramount Parks and Recreation Master Plan. This comprehensive endeavor would not have been possible without the dedication and collaborative efforts of numerous individuals, including City officials, community members, stakeholders, and the dedicated staff of the Community Services Department. Their valuable insights, feedback, and expertise have been instrumental in shaping this document, which will guide the future of parks and recreation in Paramount. Thank you to the City Council, City staff, residents, stakeholders, and commissioners for your continued support and participation in this process.

City Council
Isabel Aguayo
Mayor
Annette C. Delgadillo
Vice Mayor
Peggy Lemons
Councilmember
Brenda Olmos
Councilmember
Vilma Cuellar Stallings
Councilmember
Parks and Recreation Commission
Charlene Landry
Chair
Steve Yanez
Vice Chair
Jennifer Alcaraz
Commissioner
Shirley Grayson
Commissioner
Austin Moreno
Commissioner
Project Management Team
David Johnson, Director of Community Services Department Yecenia Guillen, Assistant Director of Community Services Department Leslie Arias, Supervisor
Magnolia Sandoval, Management Analyst
Rebecca M. Bojorquez, Management Analyst (former)
City of Paramount Parks and Recreation Master Plan | iii May 2024
Dear Paramount Community:

We are proud to present the City of Paramount’s first-ever Parks and Recreation Master Plan.

First, I would like to congratulate the Community Services and Recreation Department for their hard work and also give special thanks to the hundreds of residents that provided valuable insight and support during this planning process. Without their dedication and commitment to collaboration, this Master Plan would not have been possible.

At its heart, the Parks and Recreation Master Plan establishes clear direction in the development and investment of City parks, facilities, and open spaces for the next ten years while supporting healthy lifestyles, community livability, park safety, and the overall quality of life.

To build on Paramount’s existing features, the Master Plan inventoried all park amenities and identified ways to re-envision and adapt their purposes, big or small, to better serve the evolving needs of our community.

The Master Plan’s development was a lengthy, yet thorough, process marked by extensive community engagement efforts involving residents, various stakeholders, community-based organizations, park user groups, and staff. Together we identified crucial park system needs and formulated a comprehensive set of goals and recommendations that will influence future park development projects while exploring potential funding sources to make our visions a reality.

Several park enhancement projects recommended within the Master Plan have already been completed or are in the design planning phases. While we recognize potential challenges may lie ahead, City staff see numerous opportunities to build a park system that best serves the interests and needs of the Paramount community while staying true to its vision, mission, and values.

As we embark on this journey, we look forward to facing any challenges head on while continuing to make Paramount parks “Safe, Healthy, and Attractive” for all to enjoy.

Sincerely,
David Johnson
Community Services Department Director
City of Paramount Parks and Recreation Master Plan | iv Table of Contents
Acknowledgements.................................................................................................................................................................... ii Executive Summary ...................................................................................................................................................................vi Chapter 1: Introduction................................................................................................................................................................ 1 Chapter 2: Our Community.....................................................................................................................................................13 Chapter 3: State of the System.............................................................................................................................................26 Chapter 4: Needs Assessment.............................................................................................................................................36 Chapter 5: Recommendations and Opportunities .......................................................................................................... 50 Chapter 6: Implementation....................................................................................................................................................98 Appendices................................................................................................................................................................................115 Appendix A. City of Paramount Parks and Facilities Inventory ................................................................... A-1 Appendix B. Recreation Program Summary ..................................................................................................... B-1 Appendix C. Engagement Summary................................................................................................................... C-1 List of Figures
Figure ES-1. Park Access Analysis ........................................................................................................................................ xi Figure ES-2. Opportunity Sites ............................................................................................................................................. xiii Figure 1. The Planning Process ............................................................................................................................................... 2 Figure 2. Paramount Location Map...................................................................................................................................... 13 Figure 3. Paramount Park Growth and Development..................................................................................................... 15 Figure 4. Paramount Park System ....................................................................................................................................... 29 Figure 5. Paramount’s Park and Recreation Facilities ................................................................................................... 32 Figure 6. Park Access Analysis ............................................................................................................................................ 42 Figure 7. Location of Sports Fields ...................................................................................................................................... 44 Figure 8. Locations of Small-Footprint Active Recreation Facilities........................................................................... 45 Figure 9. Location of Major Facilities.................................................................................................................................. 46 Figure 10. Park Recommendations...................................................................................................................................... 55 Figure 11. Existing Site Recommendations ............................................................................................................. 57 to 86 Figure 12. Opportunity Sites ..................................................................................................................................................90 Figure 13. Trail Improvements at the West Santa Ana Branch Bikeway Trail..........................................................96 Figure 14. Capital Project Prioritization Criteria...............................................................................................................104 Figure C-1. The crowd at the city’s annual easter egg hunt on Saturday, April 1, 2023......................................C-2 Figure C-2. Friday Night Paramount attendees view the display boards on Friday, May 5, 2023 ..................C-2 Figure C-3. Children illustrate their ideal park ................................................................................................................ C-3 Figure C-4. Dot-voting on the display boards involved all ages................................................................................ C-4 Figure C-5. Project Introductory Board............................................................................................................................. C-4 Figure C-6. Board 1: Which is your favorite Paramount park? ................................................................................... C-5 Figure C-7. Board 2: Favorite Park Elements ................................................................................................................. C-6 Figure C-8. Board 3: Additional Park Features, Amenities, and Programs ............................................................. C-7 Figure C-8. Board 3: Additional Park Features, Amenities, and Programs ............................................................. C-7 Figure C-9. City of Paramount Digital Survey in English and Spanish .................................................................... C-11 Figure C-10. Survey Responses Indicating the Importance of Parks...................................................................... C-13 City of Paramount Parks and Recreation Master Plan | v
Figure C-11. Survey Responses Indicating Frequency of Park Visits ...................................................................... C-14 Figure C-12. Survey Responses Indicating Reasons to Visit a Park........................................................................ C-15 Figure C-13. Survey Responses Indicating Favorite Parks in Paramount.............................................................. C-15 Figure C-14. Survey Responses Indicating Important Park Qualities...................................................................... C-16 Figure C-15. Survey Responses Indicating Desired Facilities and Features in Paramount Parks .................. C-17 Figure C-16. Survey Responses Indicating Limitations to Visiting Paramount Parks ......................................... C-18 Figure C-17. Survey Responses Indicating Perceptions of Access ......................................................................... C-19 Figure C-18. Survey Responses Indicating Participation in Recreation Activities or Programs...................... C-20 Figure C-19. Survey Responses Indicating Desire for Sports and Active Play..................................................... C-21 Figure C-20. Survey Responses Indicating Prioritization of Park Projects .......................................................... C-22 Figure C-21. Survey Responses Indicating Prioritization of Other Projects ......................................................... C-22 Figure C-22. Survey Responses Indicating Respondents’ Relationship to the City.......................................... C-23 Figure C-23. Survey Responses Indicating Geography of Respondents’ Residences .................................... C-24 Figure C-24. Survey Area Map, for reference .............................................................................................................. C-24 Figure C-25. Survey Responses Indicating Ethnicity of Respondents .................................................................. C-25 Figure C-26. Survey Responses Indicating Age Group of Respondents ............................................................. C-26 Figure C-27. Survey Responses Indicating Presence of Youth in the Household ............................................ C-26 Figure C-28. Survey Responses Indicating Source of Information ........................................................................ C-27 List of Tables
Table 1. Site Categories and Classifications ......................................................................................................................27 Table 2. Parkland Level of Service....................................................................................................................................... 37 Table 3. Paramount Facility Level of Service (LOS)........................................................................................................ 39 Table 4. Paramount Facility LOS Comparison with NRPA............................................................................................ 40 Table 5. Service Areas for Paramount Parks, by Classification.................................................................................... 41 Table 6. Park and Recreation Opportunities within Residential Gap Areas ............................................................ 89 Table 7. Potential Park and Recreation Opportunities .................................................................................................. 91 Table 8. Planning-Level Capital Cost Assumptions for Park Acquisition, Design, and Development .............................................................................................................................................................99 Table 9. Planning-Level Capital Cost Assumptions by Facility...................................................................................100 Table 10. Planning-Level Maintenance Cost Estimates by Maintenance Level.....................................................103 Table 11. Community Services Expenditures by Fund, FY 23-24...............................................................................105 Table 12. Potential Grant Programs....................................................................................................................................108 Table A-1. City of Paramount Parkland Inventory .......................................................................................................... A-2 Table A-2. City of Paramount Major Facilities Inventory ............................................................................................. A-4 Table C-1. Favorite Parks in Paramount (compiled from both pop-up events)...................................................... C-5 Table C-2. Favorite Parks Elements (compiled from both pop-up events) ............................................................ C-6 Table C-3. Additional Features, Amenities, or Programs (compiled from both pop-up events) ....................... C-7 City of Paramount Parks and Recreation Master Plan | vi Executive Summary
Located just southeast of the City of Los Angeles, the built-out city of Paramount is one of the smallest, yet most densely populated cities within Los Angeles County. What the city lacks in land, it makes up for with innovative and creative approaches for meeting the diverse needs of its community. Paramount’s Community Services department, which is responsible for oversight of its parks and recreation facilities has worked diligently to provide residents with improved quality of life through its parks system. Through its open space partnerships and shared-use facilities, the city has been able to provide various recreational opportunities and programs while enhancing and expanding parks and recreation facilities with existing resources.

Purpose of the Plan
The City of Paramount has developed its first Parks and Recreation Master Plan (Master Plan) to further enhance the community’s quality of life. This plan provides guidance for future improvements and expansion of the City’s park system, reflecting the community’s input regarding their needs and desires for changes over the next 10 years. Given the constraints of available parkland, the Master Plan provides innovative approaches to enhancing and leveraging existing assets while also addressing demographic changes, evolving demand for recreational facilities, and ensuring access to recreational opportunities for all community members.

City of Paramount Parks and Recreation Master Plan | vii Community Voices
The Paramount community—including residents,
visitors, key stakeholders, and City leaders—provided
essential and valuable insights that were used to
develop this Master Plan. This community-driven
process embraced diverse individual perspectives to
ensure our park and recreation system caters to the
needs and interests of everyone.

The outreach and engagement process included
stakeholder interviews, focus groups, pop-up events,
and a public survey to ensure we captured as many
diverse voices as possible. During this process, the
following community priorities and sentiments
emerged. Participants want:
• More activities, amenities, and facilities to
expand and diversify recreation options.
• Park and facility improvements and enhancements (e.g., lighting, shade, upgraded restrooms). • More indoor and outdoor active recreation opportunities. • The use of existing parks and reuse of existing facilities to leverage current assets for expanded recreation activities.
• A variety of programs and events that cater to both active/competitive and social/leisure needs. • Improved access to parks and accessible facilities for individuals of all abilities. • Parks that are safe, clean, and in good condition.
• Innovative solutions for expanding the park system to have more recreation opportunities and greenspace.
7 in-person and virtual stakeholder
interviews and small group meetings at
key points in the process
2 pop-up events to publicize the
Master Plan process
270 submitted public surveys
helped identify project priorities
Ongoing Project Leadership Team
meetings
City of Paramount Parks and Recreation Master Plan | viii Project Timeline
The outreach and engagement process was conducted throughout a four-phased planning process to ensure that a wide variety of participants were involved. Community insights informed a technical analysis in each of the four phases. The following graphic outlines the four phases in this process.

City of Paramount Parks and Recreation Master Plan | ix Parks and Recreation Master Plan Goals and Strategies
The Master Plan’s goals and comprehensive strategies were developed and supported by community input. The following five goals provide direction for enhancing the park system and offer a detailed framework for achieving optimal utilization and development of resources. These goals also informed site and systemwide recommendations.
1 Equitable access to parks and greenspace
2 Diversified recreation facilities and
amenities
3 Quality parks that are well-maintained and
sustainable
4 A park system that fosters health,
wellness, and safety through programs
5 Partnerships and investments that
strengthen the parks and recreation
system
City of Paramount Parks and Recreation Master Plan | x
Participants enjoying new
playground swing set at Paramount
Park
Park and Facility Needs
During the development of this Master Plan, a technical analysis was conducted to determine the City’s Level of Service Standards (LOS). These standards, noted as a ratio of parkland acres per 1,000 residents, help determine whether there is enough park acreage in Paramount. The current LOS of 1.2 acres per 1,000 residents is far lower than the average provided by other cities, which is 11.2 acres per 1,000 residents as noted in data tracked by the National Recreation and Park Association (NRPA). This deficiency in parkland is a common occurrence in landlocked California cities facing constraints such as minimal opportunities to acquire land, built-out urban density, and prohibitive purchase and development costs for private property.

Park access was also analyzed during the planning process. Using ESRI’s Network Analyst, each park site’s service area was calculated using logical routing to represent real-life travel to park sites from surrounding areas. Though the majority of Paramount is served by City parks, the analysis did uncover residential “gap areas” that are outside of the current service area. A key recommendation in this plan is to prioritize these areas for future development and land acquisition. See Figure ES-1.

Community Voices
Community outreach and engagement activities uncovered a desire for new and diverse types of developments that would enhance park amenities, expand recreational facilities, and diversify programming. Examples of these developments include:
• Challenge amenities for playgrounds
• Wayfinding in parks
• Mobile recreation
• Multigenerational features in facilities and parks
• Shade structures
• Cultural and art-focused community programming
• More ADA accessible features
• Urban greening and
• Outdoor fitness equipment
City of Paramount Parks and Recreation Master Plan | xi Figure ES-1. Park Access Analysis
City of Paramount Parks and Recreation Master Plan | xii Recommendations
The Master Plan recommends both systemwide and site-specific enhancements for Paramount's park and recreation system. The systemwide recommendations provide policy-level guidance to acquire and develop new parks, particularly in underserved areas. Creative solutions are proposed for addressing limited park space, including partnerships with schools and public agencies, exploring lease options, and repurposing underutilized properties into recreational spaces. Additionally, there is a focus on creating safe and accessible parks, as well as improving sports facilities, multi-use fields, and amenities such as shade structures and seating.

Furthermore, the Master Plan identifies specific recommendations for each park in the City. These recommendations provide guidance for general enhancements, playground improvements, sports and active recreation initiatives, and other recreational opportunities. For instance, general recommendations involve optimizing park functionality by converting non-recreational lawn spaces into drought-resistant plantings and exploring parking expansion options for safety and convenience. Playground upgrades prioritize accessibility and the use of natural features for enhanced play experiences. Recommendations for sports and active recreation focus on maximizing facility and field opportunities, while other recreational opportunities aim to enhance user experience and community cohesion by adding amenities such as mile markers and enhanced picnic areas.

To address the challenge of acquiring additional park land to expand recreational facilities and programs, an opportunity analysis was conducted which identified 30 potential park development opportunities spanning nearly 80 acres. Identified opportunities were categorized into five types:
• Development of publicly owned land
• Potential land purchase and redevelopment
• Utility corridor leases
• Partnerships with institutions
• School joint-use agreements
Each opportunity was rated in terms of its feasibility for implementation and desirability based on the amount of greenspace and recreation value it would add. . For example, three levels of feasibility were delineated based on factors such as lack of City ownership for land (low feasibility), sites requiring involvement of another agency (moderate feasibility), and the presence of City-owned land (high feasibility).

Desirability ratings were impacted by factors such as size, the amount of greenspace or recreational value that would be added and return on investment. Added emphasis was placed on residential gap areas identified in the access analysis. Figure ES-2 provides a visual representation of the opportunities identified. The opportunities would be assessed further through conversations with potential partners to determine which ones are most viable and could move forward. Not all of these sites are attainable for City acquisition and development.

City of Paramount Parks and Recreation Master Plan | xiii Figure ES-2. Opportunity Sites
City of Paramount Parks and Recreation Master Plan | xiv All smiles at the opening of the playground at Progress Park Implementation
The successful implementation of Paramount's park system plan relies on long-term investment and funding for ongoing maintenance and development. The City utilizes various funding sources, including the General Fund and supplemental funds from initiatives like Proposition A and Measure A. Additionally, funding avenues such as grants, bonds, impact fees, and private philanthropy are identified. Given supply chain issues and inflation, planning-level cost assumptions are provided to accommodate fluctuating costs.

To prioritize projects effectively amidst limited resources, a Capital Project Prioritization Criteria has been developed, considering factors such as ease of implementation, resource availability, and community priorities.

Funding Sources
The City of Paramount recognizes that the successful implementation of this Master Plan requires longterm investment and funding to support the Community Services department with the operation, enhancement, and development of the park and recreation system. The City will rely on existing and new funding sources to implement recommended projects and take advantage of opportunities for land acquisition and park development.

City of Paramount Parks and Recreation Master Plan | xv The Community Services Department currently receives over half of its funding from the City’s General Fund which supports capital projects and operations. Other potential funding sources that may be able to support capital projects include:
• General Obligation Bond
• Revenue Bond
• Impact Fees
• Federal and State Funding through Congressional Officials • Community Development Block Grants (CDBG)
• Grant Opportunities
• Grant Technical Assistance Programs
• Private Philanthropic and Foundation Awards
• Donations
Cost Assumptions
A list of Capital improvement projects (CIP) is developed during the City’s annual budgeting process and summarizes estimated costs, funding sources, and the funding amount for each project. Given the ongoing challenges with supply-chain issues, inflation, and increased material and labor costs, prices for park acquisition, development, and improvements have increased significantly in the last few years. This Master Plan includes planning-level cost assumptions for various facilities and the development of different classifications of parks. The Department can use this information in planning for future park development, site enhancement, or park maintenance.

City of Paramount Parks and Recreation Master Plan | xvi Capital Project Prioritization Criteria
Recognizing the limited resources and number of projects that need funding, a Capital Project Prioritization Criteria was developed to guide decision-making for capital projects. This tool assists the City with balancing its needs and resources while aiding in long-term strategizing. Since capital projects are affected by a variety of external factors, they may not be selected for funding in the order that they are proposed.

As such, the Capital Project Prioritization Criteria helps the City evaluate projects to move forward based on 11 criteria:
• Ease of implementation
• Resource availability
• Existing infrastructure
• Cost savings
• Value
• Key opportunity
• Underserved gap areas
• City priority
• Community priority
• Multiple benefits
• Urgency
City of Paramount Parks and Recreation Master Plan | xvii City of Paramount Parks and Recreation Master Plan | 1
Attendees at the Live Well Fair engaging in the marathon Chapter 1: Introduction
To further improve our residents’ quality of life through parks and recreation, the City of Paramount has prepared its first Parks and Recreation Master Plan (Master Plan). The Master Plan aims to provide guidance for enhancing and expanding the City’s park system, reflecting, and responding to residents’ needs and desires to make changes over the next 10 years. It aims to address the lack of parkland in Paramount, reflect demographic changes, respond to evolving demand for recreational facilities, and ensure access to all recreational opportunities. Specifically, the purpose of the Master Plan is to:
• Define a citywide vision for parks and recreation.
• Identify community priorities for park system enhancements. • Identify community desires additional recreational opportunities, including more sport facilities. • Improve and optimize existing park and recreation sites to meet community needs. • Identify creative solutions for Paramount’s lack of par space. • Address park access and equity issues on a citywide scale, including increasing park access for all users.
• Provide recommendations for enhancing parks, recreation facilities, trails, and programs to support community livability, park safety, trail connectivity, health and wellness, and our quality of life.

This Master Plan used a community-driven process to assess the existing park system, identify key issues and opportunities, and to provide actionable recommendations to expand the overall park system, paying special attention to in-fill development opportunities, park financing and funding strategies, creative partnerships, access and equity, and key park design and recreation trends.

This chapter provides an overview of the Community Services Department; the Master Plan planning process; document organization; related planning efforts; and systemwide vision, goals, and strategies.

City of Paramount Parks and Recreation Master Plan | 2
Community Services Department
The Community Services Department oversees park planning and development, maintenance and operations, recreational programs and classes, and community-wide events, amongst other things. Despite being one of the smallest cities in Los Angeles County in terms of land, Paramount manages and maintains 16 park sites and seven recreational facilities and provides an array of opportunities for residents and visitors to experience outdoor and indoor play, sports, fitness activities, skill development, and social gatherings. The Community Services Department also facilitates the Parks and Recreation Commission, an advisory body that makes recommendations to the City Council regarding parks, recreation facilities, and Community Service programs.

Planning Process
The Parks and Recreation Master Plan’s development was heavily influenced by community members, stakeholders, and City leaders who provided feedback throughout the planning process.

More than 500 residents, the Parks and Recreation Commission, partners, stakeholders, and City staff members shared their insights and comments to help formulate the Parks and Recreation Master Plan. The outreach process included diverse activities at different times during the four-phased planning process to ensure that a wide variety of participants were involved.

Figure 1. The Planning Process

City of Paramount Parks and Recreation Master Plan | 3
Plan Organization
The Parks and Recreation Master Plan is organized into six chapters with supporting documentation in five appendices.

Chapter 1: Introduction describes the purpose of the plan; the planning process; the document organization; related planning efforts; and the systemwide vision, goals, and strategies of the parks and recreation master plan to address the future improvements and maintenance of parks, recreation facilities, program, and associated service.

Chapter 2: Our Community describes the planning area and includes relevant demographic information on the households and individuals whose lives are impacted by the park and recreation system. This includes current city residents and future city residents. It provides useful information on age, income levels, ethnicity, and more to help guide recreational decision making to best serve current and future users. This chapter also incorporates findings from community engagement efforts.

Chapter 3: State of the System describes the parks and facility inventory, existing conditions, and assets that contribute to the park and recreation system.

Chapter 4: Needs Assessment provides a technical analysis to evaluate the level of service and access to parks and facilities to cross-check the community’s priorities.

Chapter 5: Recommendations and Opportunities offers a comprehensive set of recommendations for existing parks, as well as identifies opportunity sites for expanded recreation and parkland.

Chapter 6: Implementation presents various tools that help guide implementation and inform the decisionmaking process. Tools include a menu of costs for financial planning, a prioritization process, and a list of funding sources.

Appendices provide additional details on methodology, findings, feedback, and analysis. • Appendix A. City of Paramount Parks and Facilities Inventory • Appendix B. Recreation Program Summary
• Appendix C. Engagement Summary
City of Paramount Parks and Recreation Master Plan | 4
Related Planning Efforts
The development of this Parks and Recreation Master Plan is not intended to exist in isolation, but to coordinate and correspond to other ongoing and existing City plans and initiatives. Below are a sample of relevant documents that influence this Master Plan.

Paramount General Plan & Environmental Justice Element (March 2022): A General Plan includes a land-use plan and goals, policies, and implementation programs, which guide the development of the community. These goals, policies, and programs are then used by the City Council and Planning Commission when making land-use decisions. In 2022 the City of Paramount adopted an Environmental Justice Element to the General Plan. This element is supposed to guide the city’s growth over the next few years and ensure that equitable development practices are adopted.1
City of Paramount Climate Action Plan (July 2021): The purpose of the City of Paramount’s Climate Action Plan is to ensure the City reduces its greenhouse gas emissions and improves infrastructure to adapt to the present challenges of climate change. One of the Climate Action Plan’s implementation measures includes the development of green infrastructure, parks, urban forestry, and agriculture. Note: Measure W funding was outlined as a potential funding resource for climate adaptation projects in Paramount. In 2021 the City was awarded Measure W funding for improvements to Spane Park.

Bellflower-Paramount Active Transportation Plan (June 2019): The goals of the Bellflower-Paramount Active Transportation Plan are to improve transportation safety and improve infrastructure to encourage walking and bicycling and reduce vehicle miles traveled. Many relevant projects, including the West Santa Ana Branch Trail that will eventually go through Paramount are highlighted in this plan.

The West Santa Ana Branch Trail would create a linear greenspace alongside the future metro light rail that will go through Paramount. Other relevant projects highlighted in this report include both the West and East Paramount UtilityEasement Multi-Use Paths, which would create linear walking paths on the utility corridors located in central and west Paramount.2
LA Countywide Comprehensive Parks and Recreation Needs Assessment (May 2016): Adopted in 2016 after extensive community engagement, the LA County Parks Needs Assessment was created as an inventory of the conditions of parks across all communities in LA County, and as a tool to identify potential park improvements and construction of new park projects. The City of Paramount was surveyed through the County Needs Assessment, and a Study Area Profile was created specific to Paramount, outlining where parks are needed most and listing the priority projects identified by the City of Paramount and residents.3 1 City of Paramount. Paramount General Plan: Environmental Justice Element, www.paramountcity.com/home/showpublisheddocument/8141/637847729164500000, Published Feb 8, 2022. 2 Bellflower-Paramount Active Transportation Plan (2019). https://issuu.com/ktua/docs/bellflower-paramount_atp.

Published Nov 4, 2019. 3 Los Angeles County Department of Parks and Recreation. City of Paramount: Study Area Profile, https://lacountyparkneeds.org/wp-content/root/FinalReportAppendixA/StudyArea_140.pdf. Published 2016.

City of Paramount Parks and Recreation Master Plan | 5
Paramount 1660 Adult Recreation Program: Softball League (1660 stands for ages 16 to 60) Systemwide Vision, Goals, and Strategies
The Parks and Recreation Master Plan vision framework is organized by one overarching vision, five goals, and subsequent strategies that provide community, stakeholder, and decisionmakers with a clear picture of the desired Paramount parks and recreation system. Each goal is accompanied by strategies which describe how the City will accomplish its goals. The Parks and Recreation Master Plan vision and strategic outcomes serve as the basis for the City’s and will guide its decisions as the City of Paramount strives to enhance parks and recreation experiences over the next decade.

The following is the overarching Parks and Recreation Master Plan Vision:

Parks and Recreation Master Plan Vision
Paramount strives to provide inclusive, vibrant green spaces to enhance residents' quality of life. We'll achieve this through innovative park designs, expanded recreation in underserved areas, and equitable park access. Diversifying recreation facilities, prioritizing safety, and emphasizing cultural diversity in programming are key. Strategic partnerships and investments will ensure safe, healthy parks that support the needs and priorities of our community.

City of Paramount Parks and Recreation Master Plan | 6
Parks and Recreation Master Plan Goals and Strategies
The Master Plan’s goals and comprehensive strategies provide direction for enhancing parks, recreation facilities, trails, programs, and associated services. It provides a detailed framework for achieving optimal utilization and development of these resources, ensuring they meet the evolving needs and preferences of the community. Below are the five Master Plan goals.
1 Equitable access to parks and greenspace
2 Diversified recreation facilities and
amenities
3 Quality parks that are well-maintained and
sustainable
4 A park system that fosters health,
wellness, and safety through programs
5 Partnerships and investments that
strengthen the parks and recreation
system
City of Paramount Parks and Recreation Master Plan | 7
1 Equitable access to parks and greenspace
Strategy 1.1 Develop innovative park spaces on unique and underutilized properties, sites, and corridors.

Strategy 1.2
Prioritize investments in underserved areas to provide
more equitable access to parks and recreational
opportunities.

Strategy 1.3
Improve and expand connectivity from parks and
recreation facilities to neighborhoods, trails, and
transit facilities.

Strategy 1.4
Implement temporary pop-up parks or mobile
recreation programs to address park needs in
underserved neighborhoods.

Strategy 1.5
Conduct accessibility audits to identify barriers and
prioritize improvements for individuals with
disabilities.

City of Paramount Parks and Recreation Master Plan | 8
2 Diversified recreation facilities and
amenities
Strategy 2.1
Ensure recreational facilities and amenities are
inclusive, welcoming individuals of all ages, abilities, and backgrounds, promoting equity and diversity
within the community through inclusive design.

Strategy 2.2
Identify new and/or expand upon existing
opportunities to grow City park and recreation spaces
to meet the community’s diversified needs.

Strategy 2.3 Optimize existing parks sites to broaden and diversify recreational facilities and amenities.

Strategy 2.4
Provide active, unique and challenging amenities to
support fitness, play, health, sports, and active
recreation.

City of Paramount Parks and Recreation Master Plan | 9
3 Quality parks that are well-maintained and
sustainable
Strategy 3.1
Support safe, high-quality parks by integrating
design standards and maintenance practices to
enhance the longevity and functionality of amenities.

Strategy 3.2
Ensure sufficient maintenance staffing and resources
to take care of park assets and landscaping, plus
address needs for routine and preventative
maintenance, facility repair and replacement, and the
stewardship of natural resources.

Strategy 3.3
Enhance existing parks by focusing on improved
design and infrastructure, specifically addressing
new innovative play features, gathering areas,
drainage, wayfinding, safety, and landscaping.

Strategy 3.4
Integrate climate preparedness, and mitigation
strategies into park planning and design, especially
in vulnerable Areas.

Strategy 3.5 Expand urban greening, native landscaping, and urban tree canopy within parks.

Strategy 3.6
Ensure a sustainable park system by integrating
water and energy conservation measures, reducing
turf in non-recreational areas, and conserving
resources through reuse and wise use.

City of Paramount Parks and Recreation Master Plan | 10 4 A park system that fosters health,
wellness, and safety through programs
Strategy 4.1 Implement cultural and arts-focused community programming linked to public spaces.

Strategy 4.2 Establish public gathering spaces where people can congregate and spend time together.

Strategy 4.3 Support recreational inclusivity and access through programmatic diversity and financial affordability.

Strategy 4.4
Activate parks by supporting sports, programs,
events, and social gatherings to support active
lifestyles, mental and physical health, lifelong
learning, personal enrichment, and community
cohesiveness.

Strategy 4.5
Expand and enhance indoor facilities to increase
program opportunities for all ages, including youth
and seniors.

City of Paramount Parks and Recreation Master Plan | 11 5 Partnerships and investments that
strengthen the parks and recreation
system
Strategy 5.1
Continue and expand joint-use agreements
strategically with the School District, ensuring that
sports facilities remain accessible for recreation.

Strategy 5.2
Develop partnerships with community-based
organizations to expand recreational services and
programming.

Strategy 5.3
Review costs of current recreational facilities and
major facilities in consideration of strategic long-term changes.

Strategy 5.4
Collaborate with partners to develop new park
opportunities that reflect community needs and
priorities.

Strategy 5.5
Explore new and innovative funding sources and land
acquisition mechanisms—in addition to traditional
funding options—to expand park and recreation
options in Paramount.

Strategy 5.5
Ensure that new parks and enhancements to existing
parks are supported by capital and operations funding
to support development and ongoing maintenance
and asset management.

City of Paramount Parks and Recreation Master Plan | 12 City of Paramount Parks and Recreation Master Plan | 13 Chapter 2: Our Community
In Our Community Chapter, we look at where we live, how Paramount’s parks are growing, and what people in our community think. Beginning with a community profile, we explore data such as population trends, age demographics, income distributions, and educational levels. Through our engagement program, we've connected with diverse voices through interviews, focus groups, and pop-up events, fostering a rich dialogue about our community's recreational needs and aspirations. By conducting a survey on parks and recreational activities, we gain insights into what matters most to everyone. These processes are instrumental in identifying the key concerns regarding park improvements, inspiring us to craft strategies for enhancing these special spaces.

Planning Area
The City of Paramount is one of the smallest cities in Los Angeles County in terms of land but one of the densest in terms of population. Paramount is located southeast of Los Angeles and is part of a group of communities known as the Gateway Cities. The City of Paramount encompasses 4.8 square miles and shares borders with the cities of Downey to the north, Bellflower to the east, Long Beach to the south, and Compton and the unincorporated community of East Rancho Dominguez to the west (Figure 2). Paramount lies in between three major thoroughfares: the 710 Freeway, the 105 Freeway, State Route 91, and State Route 19 (Lakewood Blvd).

The City’s western border is the Los Angeles River, a 51-mile river that stretches from the San Fernando Valley in the north down to Long Beach and into the Pacific Ocean. The section of the river that passes by the City of Paramount consists of a concrete channel specialized in moving large amounts of water during major storms. Major thoroughfares going north-south include Orange Avenue, Garfield Avenue, Paramount Boulevard, and Downey Avenue. The major thoroughfares going west-east include Rosecrans Avenue, Somerset Boulevard, and Alondra Boulevard.4
4 Paramount General Plan: Environmental Justice Element: Paramount City, 2022, www.paramountcity.com/home/showpublisheddocument/8141/637847729164500000, February 8, 2022.

Figure 2.

Paramount
Location Map
City of Paramount Parks and Recreation Master Plan | 14 Children enjoying the re-opening of the Paramount Pool at Paramount Park.

There are seventeen park sites and eight major recreational facilities located in Paramount, coupled with an additional eight school joint-use sites with the Paramount Unified School District. The City is always searching for ways to acquire and develop new open space for park and recreation opportunities. Given the lack of available and affordable land, this pursuit has been challenging because the city is entirely built out. However, over the years, the City has been successful in acquiring, developing, and expanding new park land, as well as improving existing park land. The past 30 years has seen a 42% increase in public open space with investments of more than $25 million (Figure 3), much of which has been from State and County grants.5 Since 1990, significant developments have shaped the landscape of our park system: the establishment of All American Park, the expansion of Dills Park, the development of Garfield and Meadows’ Parks, and the incorporation of Salud Park's expansive nine acres in 2013. Together, these efforts have expanded our recreational park land by nearly 20 acres. As of 2024, the City is furthering their effort to improve quality of life through parks and recreation and has embarked on the process of developing their first Parks and Recreation Master Plan to this aim.

Paramount Park Growth and Development
The City of Paramount’s park system has continued to grow and improve with the development and expansion of numerous parks, facilities, and amenities. Figure 3 presents a visual representation of the City’s major parks projects and accomplishments since 1990.

5 Paramount Community Services Dept (Aug 2019). Progress in Paramount Community Mailer. Vol. 1, No. 3.

City of Paramount Parks and Recreation Master Plan | 15 Figure 3. Paramount Park Growth and Development
City of Paramount Parks and Recreation Master Plan | 16 City of Paramount Parks and Recreation Master Plan | 17 Paramount’s diverse community attends concerts at the park at Progress Park.

Our Population
Parks and recreation play a pivotal role in fostering a high quality of life in Paramount. From leisurely strolls in local parks to invigorating hikes in Dills Park, from attending Folklorico classes at the Paramount Park, to engaging in soccer matches at All American Park, and from relishing other events and activities, residents cherish the daily opportunities Paramount offers for active living. This chapter provides a summary of local demographics and insights gathered through community engagement efforts, shedding light on the community's needs pertaining to parks, recreation facilities, and programs.

Population
In 2023, with a population of 52,178 residents, Paramount is the 35th most populous city in Los Angeles County. The City is projected to reach a population of approximately 56,633 people by 2033. This growth will increase demands on parks and facilities and will likely increase use and maintenance needs.

Age
Currently, the median age in Paramount is younger compared to that of Los Angeles County residents. The median age of a Paramount resident is 28 years compared to LA county’s 37 years. The largest age group in Paramount is made up of residents between the ages of 35-54 years, followed by residents between the ages of 5-19 years and 20-34 years. Future park developments and improvements should consider the needs of children and youth, families, and intergenerational groups to support the recreational needs of a younger population while still sustaining recreational opportunities for all ages.

City of Paramount Parks and Recreation Master Plan | 18 Adult recreation softball league team members pose for pictures at Progress Park.

Race and Ethnicity
Latino or Hispanic residents make up the largest group of residents in Paramount, at 82%. This number is significantly higher than LA County’s percentage of Latino or Hispanic residents, which stands at 48% of the population. Other groups, including White and Asian residents, make up a higher percentage of LA County’s population when compared to Paramount. These numbers show that LA County is more racially and ethnically diverse than the City of Paramount, but that Paramount has a greater percentage of people that identify as people of color. The City should invest in recreational features, amenities, and programs that celebrate both the Latino community culture and the unity between all racial and ethnic groups in Paramount.

Income
According to the U.S. Census, the 2020 median household income in Paramount was $57,313, which is less than the LA County median household income of $71,358. Paramount’s lower median household income suggests a need to invest in lower-cost and free recreational opportunities for residents.

Education
In terms of education, the 2020 census estimates that 63% of Paramount residents aged 25 and older have a high school degree or less, compared to LA County’s 40%. In LA County, 22% of residents 25 and older have a bachelor's degree, compared with Paramount residents at 8%. The number of Paramount residents with a graduate degree is far smaller, at 4%, compared with LA County’s 13%. This is important because it affects community interest in lifelong learning programs and skill development programs commonly offered by recreation departments.

City of Paramount Parks and Recreation Master Plan | 19 A child helps prioritize future amenities at a Easter pop-up event at Progress Park.

Our Voices
In order to ensure that the Master Plan accurately reflects the distinctive priorities and preferences of our community, residents, visitors, key stakeholders, and City leaders were all invited to share their insights regarding parks and recreation needs. The development of the Master Plan was significantly influenced by the collective voices and knowledge of our community members. Furthermore, it acknowledges the importance of embracing diverse individual perspectives, ensuring that our park and recreation system caters to the needs and interests of everyone.

Engagement Activities
Public outreach included the following activities. Findings from all engagement activities can be found in more detail in Appendix C, as well as integrated into the community priorities.

S takeholder Interviews and Focus Groups
Seven in-person and virtual stakeholder interviews and small focus groups were held to assess community needs. Interviews were loosely structured to allow interviewees to discuss the topics most relevant to them. Members of the community who were interviewed included residents, special need parents, business owners, volunteer youth sports coach, Public Works Commissioner, Paramount Youth Soccer Organization President, high school cheer coach, former Public Safety Commissioner, and former Paramount Education Partnership Scholarship recipient. Topics included youth sports leagues, special needs programming and accessibility, public volunteerism, public safety, adult recreation and engagement, sports scholarships, partnership opportunities, facility improvements, and more.

Pop-up Events
MIG, Inc. attended two City events with a pop-up booth to publicize the Master Plan process, to engage with community members, and to promote the Parks and Recreation survey. The first event, Paramount’s Annual Easter Egg Hunt, welcomed over 50 families, with children and adults participating in Master Plan discussions, dot voting, drawing activities, and survey filling. The second event, Friday Night Paramount, is a popular monthly occurrence featuring a variety of arts and cultural activities. Attendees generally represent an older demographic compared to the Easter Event, with more teens, adults, and older adults.

Attendees filled out paper surveys, voted on desired amenities/features with sticks, and participated in youth drawing activities.

City of Paramount Parks and Recreation Master Plan | 20 Youth contribute ideas for Paramount parks through a drawing activity at a local pop-up event.

A poster board at the Easter pop-up event solicited input on additions to Paramount’s park system.

City of Paramount Parks and Recreation Master Plan | 21 Parks and Recreation Survey
A public survey was developed with the aim of
capturing wide community input on questions around
park usage, park valuation, activity preferences,
recreational wishes, accessibility and convenience,
park concerns, and city investment priorities. The
survey was administered in English and Spanish and
distributed via paper and digital versions at public
events and online. The survey was promoted via the
City’s website, social media, pop-up events, and
targeted outreach.

A total of 270 surveys were submitted, consisting
of 228 online surveys and 42 paper surveys.

Survey findings were analyzed across a variety of
spectrums including:
 Common elements of community praise
 Common concerns, issues, and challenges
 Extreme outlier findings (e.g., major
concerns, pinpoints to locations, strong
vocalizations by community groups)
 Recreational trends
 Visioning and future possibilities
 Examples or parks, facilities, and programs in
other cities
 Suggestions of creative spaces and “out of
the box” ideas
 Findings particular to a certain demographic
(age, race, ethnicity, geographic area)
City of Paramount Parks and Recreation Master Plan | 22 City of Paramount Parks and Recreation Master Plan | 23 Community Priorities
The outcomes of the community engagement process have identified a series of key priorities reflecting on the community desires for future park needs. The community’s valuable input and dialogue will continue to guide our efforts in enhancing Paramount's parks and recreational spaces. Through this collaborative effort, the following community priorities have emerged:

Participants generally expressed satisfaction
with the park system but desire more
recreational opportunities and amenities.

Survey data indicates that while most visitors
frequented parks for children's activities,
there's a call for additional adult programming
and amenities.

Paramount residents embrace active lifestyles
and community involvement, valuing diverse
sports programs and facilities catering to all
ages and abilities. Facilities often host various
groups, from youth teams to adaptive
recreation programs. Demand for additional
facilities centers more soccer fields and indoor
spaces for year-round use.

Residents engage in various city-provided
recreation programs, such as enrolling
children in sports, attending family-oriented
community events, and joining adult sports
leagues. These programs cater to both
competitive and socializing needs. Seasonal
events draw large crowds and are very
popular events among residents.

Suggested improvements to existing sites
include enhanced lighting (e.g., LED),
upgraded restrooms, more shade and
structures, trail mile markers, renewed or new
play structures, and enhancements to the
Paramount Park Gym. Parking concerns were
also noted, with overflow into residential areas
and distant parking necessitating pedestrian
crossings of busy streets.

Certain existing parks and recreational
facilities have been identified as having
untapped potential for improved utilization.

This presents a compelling opportunity to
enhance recreation offerings without the need
for acquiring and developing new land.

Accessibility discussions centered on parking,
Americans with Disabilities Act and all-ability
access, and active transportation, including
walking and biking.

City of Paramount Parks and Recreation Master Plan | 24 Overall, participants in pop-up engagement
activities reported feeling that city parks were
safe, clean, and well-maintained. They, along
with survey respondents, provided additional
insights into their concerns when visiting
Paramount parks.

Participants recognize land constraints for new
parks but hope the City can innovate. Despite
desiring more park space, they're aware of the
difficulty in creating new facilities due to land
limitations. They stress the need for
partnerships and creative solutions to expand
recreational opportunities for residents.

Participants expressed deep gratitude for park
sites, recreation facilities, and city staff for
providing and upholding high-quality spaces
and programs.

City of Paramount Parks and Recreation Master Plan | 25 City of Paramount Parks and Recreation Master Plan | 26 New playground opening at
Paramount Park
Chapter 3: State of the System
This chapter summarizes the amenities, parks, recreation facilities, and programs in Paramount’s park and recreation system.

Park System
Paramount’s parks and recreation sites operate within three management categories, each with different ownership, management, and maintenance structures. These categories include:
• City Parkland refers to publicly owned land within the City that is designated and developed for recreational, leisure, and green space purposes. This land may include areas such as parks, playgrounds, community gardens, sports fields, and passive areas, which are typically accessible to the public for enjoyment and relaxation. A Major Facility could be located on the Parkland, such as community center and swimming pool.
• School Joint-Use Sites refer to locations where educational facilities, typically schools, share their facilities or grounds with other community entities or organizations. These sites are often utilized for various purposes beyond regular school hours, such as recreational activities, community events, adult education programs, or social services. Joint use agreements allow for the efficient use of public resources and provide additional benefits to both schools and the surrounding community.
• Trail Corridors refer to linear pathways or routes designated for recreational or transportation purposes, typically for activities such as walking and biking. These corridors often traverse natural landscapes, urban areas, or both, connecting various points of interest, parks, neighborhoods, or regions. The Los Angeles River Trail is a trail corridor that parallels the Los Angeles River and provides continuous bikeway starting south of Downtown Los Angeles to Long Beach.

City parkland is divided into four classifications which distinguish sites by their size, function, and service area. These classifications are defined in Table 1 and illustrated in Figure 4. Different classifications often vary in terms of types of facilities and amenities present. The classification of sites helps the City make decisions about acquisition, development, maintenance and management, and programming. A complete list of City parkland by site, classification, and acreage is available in Appendix A.

City of Paramount Parks and Recreation Master Plan | 27 Table 1. Site Categories and Classifications
CITY PARKLAND There are 17 sites totaling 60.5 acres of city parkland.

These publicly accessible sites are managed by the City of Paramount to support recreation, social gathering, and greenspace. They include outdoor parks, landscaped green space, indoor recreation facilities, community centers and more. Some of these sites are owned by the City; others are leased by the City. City parkland includes:

Pocket Parks are the smallest of the park types, often less than one acre in size, with limited facilities and amenities such as picnic tables, lighting, landscaping, and walking paths. Existing pocket parks are privately-owned parcels leased by the City to provide public green space in neighborhood areas. There are three pocket parks totaling 1.1 acres:
o Paramount Boulevard & Howard Hall
o Somerset Boulevard & Colorado Avenue
o Wilbarn Pocket Park
Neighborhood Parks are small parks ranging in size from 1-7 acres. They provide greenspace or basic recreation opportunities such as playgrounds and sports courts for nearby neighbors within walking or biking distance. There are 6 neighborhood parks totaling 14.1 acres. o Garfield Park
o Meadows Park
o Pequeño Park
o Village Skate Park
o Spane Park
o All American Park
Community Parks are mid-size parks that are generally 10+ acres. They are intended to provide larger green spaces and diverse recreation opportunities to serve a portion of the City or several neighborhoods within driving distance. Community Parks typically provide support amenities such as on-site parking, restrooms, ballfields, picnic areas, and shade to encourage longer visits.

There are 4 community parks totaling 44.3 acres.
o Paramount Park
o Progress Park
o Ralph C. Dills Park
o Salud Park
Special Use Sites are single-purpose sites that vary in size and support specialized recreation uses such as a community garden, a splashpad, or a community center that is not located in a larger park. They may have minor supplemental facilities with support amenities such as on-site parking, restrooms, and shade. There are 4 special use parks totaling 1.1 acres. o Carosmith Park
o Orange Splash Pad (Park)
o Paramount Community Garden
o Clearwater Building
City of Paramount Parks and Recreation Master Plan | 28 SCHOOL JOINT-USE SITES There are 7 school joint-use sites, plus 15 PUSD sites.

Portions of existing school sites are scheduled by the City of Paramount through memorandum-ofunderstandings (MOUs) between the School District and the City. Current joint-use sites provide restricted public access to school sports fields and gymnasiums. Depending on the nature of the agreements, these sites could support access to other types of indoor and outdoor recreational spaces and amenities.

TRAIL CORRIDORS There are 2 sites totaling 2.6 linear miles of trail corridors.

These linear corridors with off-street trails support non-motorized transportation, bicycling, and pedestrian recreation. Often, trails in Paramount are part of a larger trail network that extends into neighboring cities.

This category does not include walking/jogging paths or facility access paths located within park sites.

City of Paramount Parks and Recreation Master Plan | 29 Figure 4 Figure 4. Paramount Park System
City of Paramount Parks and Recreation Master Plan | 30 Mariposa Community Center at Progress Park is a Major Facility Recreation System
The City of Paramount offers a variety of recreational amenities, features, programs, and events to keep residents and visitors of all ages and abilities engaged and active. A summary of features and amenities in City parks can be found in Appendix A.

Park Amenities, Features, and Facilities
Paramount’s parks have a variety of recreational features and amenities that are categorized by use type, management and operation needs, and investment levels. Because amenities and facilities vary tremendously in size and scale, they typically are discussed using the following terms:
• Amenities are non-recreational features in parks that support site comfort and use. Examples include trash receptacles, bike racks, drinking fountains, restrooms, signage, parking, etc. • Features refer to all buildings, equipment, and assets that support recreation, including but not limited to playgrounds, sports fields, sports courts, picnic areas, skate parks, community gardens, splash pads, community centers, swimming pools, etc. Figure 5 lists the number of recreational features at parks.
• Major Facilities are a type of recreation facility that typically require greater investment, maintenance, staffing and operations. These may be provided at a standalone site or located within a park with a variety of other uses. They vary in size and include facilities such as community centers. They are inventoried in Table A-2 to define the assets included withing these buildings and spaces, such as multi-purpose rooms, meeting rooms, office space, locker rooms, stage, storage, and administrative space. Paramount has eight major facilities, seven of which are located within existing parks.

City of Paramount Parks and Recreation Master Plan | 31 The futsal courts at Paramount Park are Athletic/Sports Features To better understand what mix of amenities and facilities are provided in Paramount’s parks, the park and facility inventory describes amenities and facilities in the following categories:
• Athletic/Sports Features are custom-purpose spaces for individual or group athletics and sports.

Some of these features are lighted and/or available for rent. • Outdoor Recreation Features are facilities that generally support outdoor recreation. Examples include fitness zones, playgrounds, and picnic areas.
• Major Features are buildings and facilities that require greater investment in maintenance, operations, staffing, and programming. Examples of major features include amphitheaters, community centers, gymnasiums, and swimming pools.
• Nature Features are outdoor elements designed to emphasize and showcase nature and its systems. They serve to facilitate interpretation and foster connections to nature, while also providing environmental, ecological, and aesthetic/design benefits. Examples include streams/ponds, water detention basins, and different types of trails. • Comfort Amenities support the comfort, functionality, and use of parks. These include restrooms, parking lots, trash receptacles, benches, and more.
• Other Features are miscellaneous additional amenities that add to the park experience or operations. These include wi-fi, public art, little library structures, and storage buildings.

City of Paramount Parks and Recreation Master Plan | 32 Pocket Parks
Neighborhood Parks
Community Parks
Special Use Parks
Major Facilities
School Joint-use Sites
3 6
4 4
8 7
4 half-courts
Paramount Recreation Facilities
Joint-Use Recreation Facilities
4 full-courts
4 futsol courts
2 community gardens /
orchards
4 softball / baseball fields
5 soccer / multi-purpose fields
1 skate park
1 volleyball court
9 fitness zones
13 playgrounds
1 water spray park
5 community centers
1 gymnasium
1 swimming pool
2 soccer / multi-purpose fields
6 gymnasium
2 full-courts
Figure 5. Paramount’s Park and Recreation Features and Facilities City of Paramount Parks and Recreation Master Plan | 33 Martial arts programs are Instruction and Enrichment programming.

Recreation Programs and Events
In addition to parks and physical amenities and features, Paramount offers a variety of recreation programs and events for the community that are occasionally supported or co-hosted by external community-based organizations or other City departments. Programs are offered within the following categories. See Appendix B for more details on recreation programs.
• Adaptive Recreation
• Aquatics
• Community Events
• Instruction and Enrichment
• Adult and Senior Services
• Sports & Fitness
City of Paramount Parks and Recreation Master Plan | 34 Park System Observations
In December of 2022 a tour of Paramount’s parks was conducted to capture park system photos and preliminary observations regarding park condition, facility/amenity counts, activity and use, park character, maintenance and operations, and access/connections. The tour found that:
• Parks are well-maintained and free of litter.
• Parks appear to be comfortable and used by people of all ages. • Landscaping is in good condition.
• Some sites have aging facilities that do not meet the current interests of residents. • Some parks cater to passive recreation space.
• Most sites have amenities most attractive to younger residents. • Park locations near schools offer opportunities to expand recreation space through joint-use programs.
• There is limited parking at most park sites.
• The City does not have a dedicated dog park, but observations of residents with dogs in park suggests it may be a welcomed amenity.

City of Paramount Parks and Recreation Master Plan | 35

City of Paramount Parks and Recreation Master Plan | 36 Chapter 4: Needs Assessment
This chapter summarizes findings from the technical analysis of Needs & Opportunities, including level of service and adequacy of access. Findings from the Needs Assessment informed Recommendations & Prioritization.

Level of Service and Needs
Level of Service (LOS) is a calculation that helps
assess whether the City is providing the right amount
of parkland acreage and facility counts for its
population. Unlike an access analysis, it does not
evaluate geographic location, but instead compares
existing parkland acreage and number of facilities to
the current and future population. This comparison
aids the City in determining if they should focus on
increasing their provisions to adequately serve their
populations, either through land acquisition,
development of undeveloped parkland, partnerships,
developer-built parks, land dedications and/or in-lieu
fees.
2023 NRPA comparison
The NRPA (National Recreation and Park
Association) is a non-profit organization
dedicated to advancing parks, recreation,
and environmental conservation efforts to
enhance the quality of life in communities
across the United States.

The 2023 National Recreation and Parks
Association metrics for jurisdictions with
populations of 50,000-99,000 residents
indicates the following:

Upper Quartile LOS:

17.3 acres per 1,000 residents
Median LOS:

11.2 acres per 1,000 residents
Lower Quartile LOS:

5.0 acres per 1,000 residents
City of Paramount Parks and Recreation Master Plan | 37 Parkland LOS
The City of Paramount does not currently have any Level of Service (LOS) Standards for parkland. .

Described as a ratio of acres per 1,000 residents, a higher parkland LOS means more parkland per resident; a lower parkland LOS means less parkland per resident. Table 2 shows the existing parkland LOS for the City of Paramount total and by classification.

Table 2. Parkland Level of Service
As seen in Table 2, Paramount is host to 17 City parks covering 60.5 acres of parkland. Considering the 2023 population, the existing City parkland level of service is 1.2 acres per 1,000 residents.

Relative to state averages, this is a low level of service. Most cities in California strive to provide a minimum of 3.0 acres per 1,000 residents, as advised in California’s Quimby Act. The California Quimby Act gives cities or counties the right, by ordinance, to require land dedication or impose in-lieu fees (or a combination) to acquire land for neighborhood and community parks as a condition of approval for residential subdivision development. [Note: Joint-use sites and trail corridors are not counted toward Quimby requirements.]
Relative to national averages, Paramount is similarly underserving parkland to its residents. Data provided by the National Recreation and Park Association (NRPA) shows that for jurisdictions of similar populations as Paramount (50,000-99,000 residents), the median level of service is 11.2 acres per 1,000 residents and the lower quartile level of service is 5 acres per 1,000 residents. Paramount’s 1.2 acres per 1,000 residents is thus significantly lower than national averages.

In some cases, cities will include parkland that is owned by others to count towards their level of service. In the case of Paramount, there is 43.1 acres of non-City land that is used for recreation such as joint-use school sites and trail corridors (Bellflower Multi-Use Trail and LA River Multi-Use Trail) Including these non2023 Population1 : 52,178 Existing Parks 2023
Existing Level
of Service
(LOS) Sites
managed by
Paramount
Community
Services
Dept
Site Classification
Total
Count of
Sites
Total
Acreage
of Sites3
Pocket Parks 3 1.1 0.0
Neighborhood Parks 6 14.1 0.3
Community Parks 4 44.3 0.8
Special Use Sites 4 1.1 0.0
Community Services Dept Subtotal 17 60.5 1.2
Sites owned
/ managed
by others
School Joint-Use Site 8 38.2 0.7
Trail Corridors3 2 4.9 0.1
Other Providers Subtotal 10 43.1 0.8
Total 27 103.6 2.0
Notes:
*The City of Paramount does not have any current LOS Standards.

1. 2023 Population counts are from the Department of Finance (May 2023).

City of Paramount Parks and Recreation Master Plan | 38 City sites’ acreage augments Paramount’s overall level of service to 2.0 acres per 1,000 people. This is an improvement, but still falls below state and national benchmarks.

As is common with landlocked Californian cities, Paramount faces common constraints such as minimal opportunity to acquire land, built-out urban density, prohibitive expenses associated with purchase and development of private property, and historic land uses that limit park and recreation activities.

Paramount’s low level of park services signifies a potential shortfall in accessible green spaces and recreational amenities for Paramount residents compared to the State’s benchmark and national averages.

The deficit in parkland acres per resident suggests a limited availability of outdoor recreational opportunities and may indicate challenges in meeting the diverse needs of the community for leisure, exercise, and socialization within green environments. Addressing this gap could be crucial for enhancing the quality of life and overall well-being of Paramount residents.

Parkland Needs
As the population of Paramount grows, the City will want to increase their amount of parkland and recreational opportunities to accommodate the growth. Not increasing the parkland or recreational offerings will result in higher crowding, more strain on facilities and amenities, and less access to programs and facilities for community members.

In light of Paramount’s desire to increase the amount of parkland, it is easy to see how challenging it would be for the City to add more parkland. Using a projected 2033 population, the boxes below show how much parkland would be needed by 2033 to bring the City up to a base level of 3 acres per 1,000 residents, if counting parkland, school joint use sites, and trails.

When comparing the three levels of service proposals, it is useful to consider the feasibility of fulfillment.

Since Paramount is already built out, and it currently has substantially less parkland, it would be very difficult and may be cost-prohibitive to increase its LOS standard over the next 10 years. With limited options for land, it may not be possible for Paramount to secure an additional 66.3 acres of parkland, thus making a level of service of 3 acres unattainable. However, the City should strive to increase parkland and recreational opportunities wherever feasible through land development, acquisition, joint-use agreements, partnerships, increased investment, grant funding, and other creative strategies.

Level of Service:

2.2 acres / 1,000 residents
This option would require 21
acres of additional parkland
by 2033, an increase of 20%
to existing parkland.

Level of Service:

2.5 acres / 1,000 residents
This option would require 38
acres of additional parkland
by 2033, an increase of 37%
to existing parkland.

Level of Service:

3.00 acres / 1,000 residents
This option would require 66.3
acres of additional parkland by
2033, an increase of 64% to
existing parkland.

Maintain current level Provide a slight increase Increase to Quimby levels City of Paramount Parks and Recreation Master Plan | 39 Facility LOS and Needs
Besides parkland, the number and type of recreational facilities provided by a City is also important. As populations grow and change, recreational facilities need to evolve similarly to ensure adequate numbers.

See Table 3 for Paramount’s existing facility level of service, which is measured in terms of one facility per number of residents served.

Table 3. Paramount Facility LOS
2023 Population1: 52,178
Paramount Site Classification 2023 Facility Counts 2023 Existing LOS Athletics /
Sports
Basketball Court (half) 4 13,045
Basketball Court (full) 4 13,045
Futsal Court/Pad 4 13,045
Softball/Baseball Field 4 13,045
Soccer & Multipurpose Field 5 10,436
Volleyball Court 1 52,178
Subtotal 22
Outdoor
Recreation
Fitness Zone 9 5,798
Playground 13 4,014
Skate Park 1 52,178
Community Garden / Orchard 2 26,089
Subtotal 24
Major
Features
Auditorium (indoors) 3 17,393
Amphitheater (outdoors) 1 52,178
Community Center 5 10,436
Warming Kitchen 3 17,393
Multipurpose Room 5 10,436
Gymnasium 1 52,178
Water Spray Park 1 52,178
Swimming Pool 1 52,178
Subtotal 27
Nature
Features
Stream / Pond 1 52,178
Multi-Use Trail 0 -
Nature Trail 1 52,178
Walking / Jogging Path 8 6,522
Subtotal 15
Total 92
Notes:
*The City of Paramount does not have any current LOS Standards.

1. 2023 Population (52,178) is from the Department of Finance (May 2023).

City of Paramount Parks and Recreation Master Plan | 40 To compare with national averages, Table 4 shows benchmarks from the NRPA. The 2023 NRPA level of service data reflects cities with populations 50,000 to 99,999, and only includes city-owned facilities.

Therefore, counts of Paramount facilities shown similarly only include city-owned facilities, and do not factor in joint-use sites or trails owned by other entities/jurisdictions.

Table 4. Paramount Facility LOS Comparison with NRPA
As shown in Table 4, some types of facilities can be compared to the median service levels for all cities, counties, and park districts nationwide as noted in NRPA’s Park Metrics. Some key comparative takeaways:
• Paramount exceeds NRPA medians with rectangular fields (e.g., soccer, multi-purpose), skate parks, community gardens, amphitheaters, and community centers. • Paramount meets or nearly meets the NRPA medians with diamond fields (e.g., softball, baseball) and playgrounds.
• Paramount falls below national NRPA medians with basketball courts, recreation centers (including gymnasiums), and aquatic centers (e.g., swimming pools).

NRPA Site Classification1
2023
Paramount
Facility
Counts
2023
Paramount
Existing
LOS
NRPA
Comparison2
Basketball Courts 4 13,045 8,790
Diamond fields: softball field - youth 4 13,045 12,716
Rectangular fields: multi-purpose 5 10,436 13,244
Playgrounds 13 4,014 3,799
Skate parks 1 52,178 62,927
Community gardens 2 26,089 52,906
Performance amphitheaters 1 52,178 60,495
Community centers 5 10,436 53,331
Recreation centers (including gyms) 1 52,178 38,018
Aquatic centers 1 52,178 43,100
Notes:

1. NRPA Facility Classifications reflect the titles used by NRPA. These may differ slightly than the category titles of Paramount facilities and should use as a general benchmark for comparison.

2. NRPA benchmarks reflect the median number of residents per facility for jurisdictions with populations of 50,000 – 99,000 people.

City of Paramount Parks and Recreation Master Plan | 41 Park Access
Everyone should have access to parks and recreation facilities, however depending on geography and neighborhood constraints that is not always the reality. Cities aim not only to provide sufficient parks and facilities, but also a system that is distributed across their jurisdiction.

To assess the distribution of parks across the jurisdiction, each park is assigned a service area that represents how much of the surrounding area is “served” by that park. Service areas are calculated as set distances and are based on park classification. Typically, small parks with few amenities have smaller service areas (i.e., are intended to serve a smaller geography and user population) and large park with more amenities have larger service areas (i.e., are intended to serve a larger geography and user population).

Using Esri’s Network Analyst, the service area of each park site is calculated. Calculations consider logical routing (i.e., distances are measured in consideration of the existing street and sidewalk network, barriers such as freeways and private property, etc.), therefore representing real-life travel to park sites from surrounding areas. This geospatial analysis provides an overarching map of which areas are “served” by parks, and which areas are “unserved” by parks.

Table 5. Service Areas for Paramount Parks, by Classification Park Classification Service Area Distance
Pocket Parks 0.25 mile
Neighborhood Park 0.5 mile
Community Park 0.5 mile
Special Use Park 0.5 mile (Exception: Due to limited amenities Carosmith Park is given a service area distance of 0.25 mile)
As can be seen in Figure 5, most of Paramount is served by City parks. However, there are some areas that are beyond the service area of any park and are thus flagged as “gap areas”. For more accurate analysis, only the residential parcels within these gap areas are highlighted, illustrating areas of residential neighborhoods that lack access to city parks based on designated service area distances.

The access analysis results in nine residential gap areas, shown in red on Figure 5. These gap areas, coded “A” through “I”, should be prioritized in any future park acquisition and development. Alternatively, gap areas may be relieved by creating public access pathways or neighborhood cut throughs that improve access to nearby parks.

City of Paramount Parks and Recreation Master Plan | 42 Figure 6. Park Access Analysis
City of Paramount Parks and Recreation Master Plan | 43 Adult sports leagues in Paramount provide opportunities for exercise and socialization.

Distribution of Recreation Facilities
Besides parks, cities also aim to have a well-distributed recreation facility system. A well-distributed system supports equity and opportunity across the entire jurisdiction. Not all parks can support large recreation facilities, therefore it is important for cities to be strategic about where and how they are operating facilities.

Figure 7 shows the locations of sports fields, including softball and baseball fields, soccer fields, and multipurpose fields. It shows both city-owned fields, as well as joint-use fields which are located within school sites. As evidenced, there are ample fields located in the city center and at school joint-use sites, but there is a lack in the northern and southern portions of the city.

Figure 8 shows the locations of small-footprint active recreation facilities, including basketball courts (full and half), futsal courts, volleyball courts, fitness zones, and skate parks. There is a similar distribution pattern of small-footprint recreation facilities as sports fields, with concentrations in the central city and gaps in the northern and southern portions. Small footprint active recreation is an important facility type for diverse user groups to participate in their leisure. Unlike sports fields, these often are used for pick-up games, by solo participants, and at all times of the day. With their small footprint, there is more opportunity to add these types of facilities to existing parks, publicly owned lands, and partner sites.

Figure 9 shows the locations of major facilities, including auditoriums/amphitheaters, community centers, gymnasiums, swimming pools, and water spray parks. While still concentrated in the city center, there are two additional joint-use gymnasiums located in the southern portion of the city, at Frank Zamboni Middle School and Alondra Middle School. Given the lack of other recreational facilities in the southern portion, the City could consider augmenting and optimizing this existing partnership, as well as continue to create new partnerships and MOUs. It should also be noted that, with rising urban temperatures, heat mitigation and cooling facilities are increasingly important amongst California communities. While Paramount provides one swimming pool and one water spray park, it may want to explore options for expanding access to cooling facilities to better serve its wide population.

City of Paramount Parks and Recreation Master Plan | 44 Figure 7. Locations of Sports Fields
City of Paramount Parks and Recreation Master Plan | 45 Figure 8. Locations of Small-Footprint Active Recreation Facilities City of Paramount Parks and Recreation Master Plan | 46 Figure 9. Locations of Major Facilities
City of Paramount Parks and Recreation Master Plan | 47 Summary of Needs
The following presents the findings of the parks and recreation needs assessment, including the technical analysis and public engagement conducted in Phase 2 of the planning process. These findings provided a valuable resource for staff, policymakers, and stakeholders to help guide future planning and development efforts, ensuring that Paramount’s parks and recreation facilities continue to enrich the lives of its residents and foster a vibrant and healthy community environment.  More Amenities and Recreational Opportunities. There’s a desire for enhanced amenities and recreational opportunities. Residents highly value city programs like fitness classes and swimming lessons, while suggestions for additional facilities like tennis and handball courts resonate strongly with the community. Community feedback underscores the demand for more exercise options for adults and natural landscapes for seniors, alongside calls for increased recreational events for families. Notably, there’s unanimous support for the construction of a dog park across all demographics in Paramount.
 More Sports Facilities. Paramount residents are eager for more sports facilities and expanded sports opportunities. Suggestions include implementing a rental/check-out system for sports equipment, offering more open play time at Paramount Park Gymnasium, and providing facilities for soccer, volleyball, shuffleboard, and tennis. Additionally, there’s a desire for new courts and fields catering to casual play, as well as small-scale fitness equipment. Survey feedback highlights the need for extended programming hours, more diverse recreational activities, and increased organized sports opportunities for adults and seniors, including competitive gaming.  More Programs for All Ages and Abilities. Residents express a desire for increased access to affordable youth programs like soccer, emphasizing the importance of keeping kids active and engaged. Additionally, there’s a call for more multi-generational features and programs catering to various age and ability groups, including adults, older adults, disabled residents, and those with different abilities, to foster inclusivity and community engagement.  Improvement of Existing Sites. Desired physical improvements for existing sites include enhanced lighting with LED fixtures, expanded and improved restroom facilities, increased shade provision with structures, installation of trail mile markers, and renovation or replacement of outdated play structures. Upgrades to Paramount Park Gymnasium were also suggested. Parking concerns were raised, with overflow into residential areas at some sites and the necessity for distant parking coupled with crossing busy streets at others.
 Improvement of Existing Sites. Residents want improved park amenities to enhance safety and accessibility, including better nighttime lighting for extended usage hours and walking distance markers for added convenience. Community comments indicated a desire to extend open hours at Paramount Park Gymnasium and dedicate more space for teenagers, reminiscent of the past teen activity room. Additionally, there’s a call for expanded tree shade canopies, upgraded children’s play equipment, and increased pool access hours, reflecting strong community interest. Maintaining restroom cleanliness and upkeep is also emphasized by survey respondents as essential for park maintenance.
 Accessibility for All Users. Insufficient parking, particularly during sporting events, poses challenges at many park sites, leading residents to utilize neighborhood street parking where available.

According to public comments, there is a need for more inclusive, accessible programs and facilities, including safe play structures and improved accessibility features such as wide sidewalks, curb cuts, and ADA accessible seating. Stakeholders advocate for active transportation support, including bike lanes, bike racks, and repair stations, along with connector multi-use trails. Difficulty accessing parks City of Paramount Parks and Recreation Master Plan | 48 was highlighted by survey respondents, particularly in the southwestern part of Paramount that lacks park space.
 Safety and Maintenace. Engagement participants across all age groups express concerns about park safety, particularly regarding infrastructure issues such as inadequate lighting and the absence of playground fences. Parents with children are notably worried about safety and hygiene in park restrooms, as well as the presence of tobacco and marijuana smoking. Concerns extend to issues like unhoused resident encampments, gang activity, and drug dealing in certain parks. Additionally, the presence of unleashed dogs poses risks, emphasizing the need for better training and control.

Adjacent areas like the Los Angeles River site and Dills Park are also considered in safety evaluations, with suggestions for improved police presence focusing on community relations.

Furthermore, destructive behavior like motorbike riding in park areas like Dills Park underscores the need for enhanced enforcement measures.
 Creative Solutions to Lack of Parks. Some residents suggested that innovative strategies to expand recreational opportunities in Paramount could consider repurposing utility corridors for passive uses like dog parks and trails, while acknowledging safety concerns posed by electrical lines. Suggestions to consider include constructing multi-story parking lots with integrated sports facilities, leveraging partnerships with schools, government agencies, and private entities, and implementing revenuegenerating initiatives such as food truck events and rental programs. Additionally, underutilized spaces such as alleyways could be transformed into green areas or community gardens, while potential funding and operation models for converting a warehouse into an indoor sports facility include public-private partnerships, corporate sponsorships, and fee-based usage structures.  Park Access Gap Areas. Although many residents are served by Paramount parks within a half-mile (10-minute) walking distance, nearly 11,000 residents must walk longer than 10 minutes to access a park. That is the equivalent to 20 percent of the community. These gap areas consist of nine specific areas.
 Insufficient Parkland. Paramount lacks sufficient parks and recreational amenities. The City’s level of service for park acres is 1.2 acres per 1,000 residents, or 2.2 acres per 1,000 if joint use school sites and trail corridors are counted. Addressing this deficit is crucial for improving residents’ quality of life. The City recognizes this shortfall and has launched this Master Plan to enhance park facilities and meet the needs of a growing population.
 Insufficient Number of Facilities. Compared to the National Parks and Recreation Association (NRPA), Paramount exceeds and falls short in some categories of recreation facilities. However, community feedback around recreation needs strongly highlight a desire for more active sports facilities such as soccer fields for youth and adult leagues.  Location of Sports Fields. The Needs Assessment analysis noted that most City-owned and school joint-use sports fields are mostly located in the center of the city, but there is a deficiency in the northern and southern areas of the city.
 Location of Small-Footprint Active Recreation Facilities. Small-footprint active recreation facilities include basketball courts (half and full), futsal courts, volleyball courts, fitness zones, skate parks, and joint-use courts. Looking at Figure 7, it is evident that these facilities exhibit a distribution pattern that is predominantly clustered in the central city, with notable gaps in the northern and southern areas.  Location of Major Facilities. At present, most recreational Major Facilities are mainly located in the center of the city, which means residents living on the outskirts may have to rely on vehicles to reach them.

City of Paramount Parks and Recreation Master Plan | 50 More sports fields, especially soccer fields, are desired.

Chapter 5: Recommendations and Opportunities
This chapter provides a comprehensive set of recommendations for Paramount, including systemwide directions for all sites, site recommendations for existing City parks, and potential opportunities for future acquisition and development.

These recommendations were developed based on findings from the site tour, community engagement activities, and needs assessment, as well as a technical evaluation of potential opportunities to add greenspace or enhance or expand recreation options. Many new site “opportunities” would require collaboration with other entities and partners and therefore will need further vetting and discussions to confirm their viability.

The City currently does not have the staffing, funding, or resources to be able to implement all recommendations described in this chapter, nor will it over the next 10 years. The recommendations are documented to support a long-term funding strategy (including potentially the use of grants and bonds) for future implementation. This approach ensures that no opportunities that may arise in the future are missed, and that the highest priority projects can be pursued when resources are available.

City of Paramount Parks and Recreation Master Plan | 51 Systemwide Recommendations
Guided by community priorities, the systemwide recommendations in this section are intended to support enhancements and investment across the City’s park and recreation system.

Increased Parkland
• Acquire and develop new parks to expand the City’s level of service and diversify recreation options.
• Prioritize new parkland or services in identified gap areas to make recreation options accessible to currently unserved residents. Add additional parkland in gap areas where feasible. • Explore creative solutions for Paramount’s lack of park space, considering the following:
o Explore partnerships with schools, libraries, and other public agencies to add small footprint recreation facilities that would expand recreation options on existing lands. o Seek opportunities for long-term leases with private and public sector agencies to expand greenspace or recreation options.
o Develop passive parks and recreational facilities in utility corridors, suitable to the length of lease allowable.
o Explore shared parking options with nearby schools and facilities or consider constructing vertical parking structures in high-use parks to optimize land use and increase available parking.
o Explore options for land conversions to add additional green space (e.g., converting alleyways into community gardens).
o Consider purchasing vacant facilities or buildings and converting them into spaces for indoor recreation. Prior to acquisition, develop a financial feasibility and market study that considers the usable recreation space that would be obtained, the cost to renovate the facility, and the return on the potential investment in terms of recreation value and program revenues.

More Sports and Active Recreation Facilities
• Add more sports facilities to support organized play and drop-in activities for adults and youth. • Continue to strengthen and develop partnerships with the School District and other agencies that have recreational facilities and spaces that could be used to expand sports programming. • Increase multi-use sports fields and courts throughout the park system. • Install additional sports courts (e.g., tennis, pickleball, futsal, handball, etc.). • Consider opportunities to increase access and use of existing indoor and outdoor sports facilities, such as adding lighting, converting fields to artificial turf, and increasing access to the Paramount Gymnasium by expanding service hours and days.
• Add outdoor fitness equipment and active recreation facilities to existing parks and trails, as well as new sites when developed.

Other Expanded Amenities and Facilities
• Increase shade throughout the park system to support community health and cooling. Integrate tree planting, shade shelters, shade sails and canopies over playgrounds, and other shade features.
• Add additional support amenities that support community gatherings and park use (e.g., varied tables and seating, shelters, benches, expanded parking where needed, etc.).

City of Paramount Parks and Recreation Master Plan | 52 • Diversify play equipment, adding thematic and nature play areas, as well as challenge features and accessible, universal play elements in larger parks where appropriate. • Add off-leash areas for dogs, dog waste stations, and dog-friendly drinking fountains in appropriate sites.
• Add facilities that appeal to diverse age groups, including teens.

Improvement of Existing Sites
• Invest in facility maintenance and repair to prolong the useful life of current park assets. • Replace aging and worn playground equipment throughout the system. • Consider new trends and evolving community priorities when replacing facilities at the end of their lifecycles. Avoid automatically replacing a facility with the same thing. • When improving existing sites, consider low maintenance amenities and landscaping to reduce maintenance costs.

Accessibility for All Users
 Improve access to play by adding one universal, all-inclusive play area to the park system and smaller accessible play features at existing or new playgrounds in community parks.  Ensure that parks meet or exceed the standards of the Americans with Disabilities Act (ADA), including wide/level/even access paths, curb cuts, seating, parking spaces, etc.).  Develop and share accessibility information regarding terrain, support features, and amenities at facilities and parks for more inclusive opportunities.

Safety and Maintenance
 Install or enhance lighting in parks and parking lots.  Install decorative barriers along park perimeters to deter unauthorized vehicle access in parks.  Increase efforts for maintaining restrooms across applicable parks.  Install fencing around current and future playgrounds for children ages 2-5 years, where these are near roadways or other active, busy, or unsafe areas.
 Activate parks and coordinate with homeless services to deter encampments by unhoused individuals.
 Strengthen the relationship between the Community Services Department and the Police Department to improve park safety.

City of Paramount Parks and Recreation Master Plan | 53 Exercise equipment and stations Native and natural landscaping Dog park Safety lighting
Trail distance markers Prevent vehicle access into parks Accessible playground equipment Gathering spaces
City of Paramount Parks and Recreation Master Plan | 54 City of Paramount Parks and Recreation Master Plan | 55 Existing Site Recommendations and Park Opportunities
A series of site-specific recommendations and new park opportunities have been identified. The following recommendations pertain to current, planned, and proposed sites, encompassing both existing and proposed parks and recreational facilities. Figure 10 shows the general location of the recommendations.  Acquire and Develop: Includes land acquisition, site master planning, design concepts/feasibility studies, and construction for new sites. It also includes negotiating new leases and developing park sites on those lands.
 Improve and Enhance: Improve and enhance existing park features, landscaping, and site amenities that are damaged, worn or at the end of their lifecycles. These represent larger repairs or a ‘one for one’ replacement in the same developed footprint. It also includes providing enhancements at existing parks with the addition of new, expanded or upgraded park features to expand park capacity and use. This also includes adding new or expanding the building footprint of community centers.
 Partnerships: Enhance park facilities and recreational programming by initiating collaborative efforts with local businesses, churches, and other agencies and organizations to expand park facilities. By forging partnerships, the City can leverage local resources and expertise to develop recreational spaces that cater to diverse recreational needs of the community. Additionally, the expansion of joint-use facilities within the Paramount Unified School continues to expand and foster synergistic relationships between school sites and the community, creating spaces for recreation and social interaction.

City of Paramount Parks and Recreation Master Plan | 56 Figure 10. Park Recommendations
City of Paramount Parks and Recreation Master Plan | 57 The Orange Splash Pad is open during the summer and is rentable.

Existing Site Recommendations
The subsequent pages identify recommendations for Paramount’s existing parks. For each site, the amount of park acreage, park classification, and existing park features are described for context. Because the City separately tracks facility repair and replacement opportunities, these site recommendations focus on site improvements and enhancements that will add or expand recreation value, access to amenities, and/or the comfort and safety of park users. They are organized in the following categories:
• General Recommendations (including lighting, landscaping, parking, access, etc.) • Playground Recommendations
• Sports and Active Recreation Recommendations
• Other Recreation Opportunities (additional options to consider for expanding recreation uses) For each park site, a map suggests locations for these improvements. Precedent images are used to illustrate potential site enhancements and uses. Note: Where other recreation opportunities have been identified, these may require a site design to determine site suitability, size, scale, access, and configuration relative to other site amenities. Many would require access paths, and some may require potential support amenities.

City of Paramount Parks and Recreation Master Plan | 55 5 6
1 2
3 9
10 11
4 8 7
NORTH

ORIZABA AVENUE

ALHAMBRA AVENUE

MERKEL AVENUE

NORTH SOMERSET RANCH ROAD
All American Park
Acres: 6.8 Classification: Neighborhood Park
Existing Park Features
• Basketball Courts (half)
• Soccer & Multi-Purpose Field
• Fitness Zone
• Playground
• Walking / Jogging Path
• Picnic Tables (individual)
• Picnic Areas (sheltered)
• Benches
• Drinking Fountain
• Parking Lot
• Restrooms
• Little Library
• Storage / Equipment Building
Site Recommendations (See callouts on the opposite map.) General Recommendations

1. Convert lawn areas that do not
support recreation activities to
drought tolerant plantings. Such
areas might be located along the
perimeter of the park and/or near
the parking lot entrance.

2. Assess options to expand parking.

Provide a gate to the parking
lot that can be closed at dusk to
prevent park use after dark.*

3. Renovate or install lighting along
paths and in sports court and
field.**

4. Drainage Improvements TBD.

5. Transform existing dry creek into a
bioswale for stormwater capture.

Playground Recommendations

6. Provide accessible benches around
the playground.

7. Leverage the existing slope to add
a hill slide to this site.

Sports and Active Recreation

8. Continue to explore opportunities
to maximize soccer and rectangular
field sports at this site, which are
dependent on the site’s stormwater
function.

Other Recreation Opportunities

9. Install mile markers along the
looped walking path around the
park.

10. Provide picnic opportunities with
more defined spaces with shelters.

11. Continue to explore options to
expand or replace the existing
building with a community center
and expanded parking.*
*Project is in the planning phase.
**Project has been recently completed, as of 2024.

City of Paramount Parks and Recreation Master Plan | 57 All American Park - Example Features
1 1
All American Park - Example Features
8 9
City of Paramount Parks and Recreation Master Plan | 59 NORTH 1 2

CARO STREET

CARO STREET
Carosmith Park - Example Features
1 2
Carosmith Park
Acres: .01 Classification: Special Use Site
Existing Park Features
• Futsal Court / Pad
• Public Art - Wall Mural
Site Recommendations (See callouts on the opposite map.) General Recommendations

1. Consider adding a second mural
to the back wall and/or paint futsal
court features on surfacing.

Sports and Active Recreation

2. Explore options to replace the worn
outdoor fitness equipment with a
single basketball hoop and partial
court. If that is not feasible, replace
outdoor fitness equipment.

City of Paramount Parks and Recreation Master Plan | 61 1 2
3 4
NORTH

PETROL STREET

GARFIELD AVENUE
Garfield Park - Example Features
1 4
Garfield Park
Acres: .08 Classification: Neighborhood Park
Existing Park Features
• Playground
• Tables (individual)
• Benches
• Drinking Fountains
• Signage
• Trash Receptacles
• Public Art - Sculpture
• Little Library
Site Recommendations (See callouts on the opposite map.) General Recommendations

1. In areas that do not support
recreation activities, such as
outside the pathway, reduce lawn
areas and replace with drought
tolerant landscaping.

2. Create a visible connection
between Garfield and Salud Parks
by providing directional signage
that identifies the distance from
Garfield to Salud Park.

3. Plant more trees to support shade
and urban cooling.

Playground Recommendations

4. At the end of its life cycle, replace
the current play structure with
one that better serves children of
different ages.

City of Paramount Parks and Recreation Master Plan | 63 NORTH 4 2
3 5
6 1

ALONDRA BOULEVARD

GUNDRY AVENUE
Meadows Park-Example Features
1 4
Meadows Park
Acres: .65 Classification: Neighborhood Park
Existing Park Features
• Playground
• Walking / Jogging Path
• Picnic Area (sheltered)
• Benches
• Tables (individual)
Site Recommendations (See callouts on the opposite map.) General Recommendations

1. Reduce the square footage of
lawn areas. Replace lawn and
existing plants with drought
tolerant landscaping.

2. Replace sign on the street corner
with a park identification sign.

3. Reduce the number of trash
receptacles to three, given the
small size of the park.

Playground Recommendations

4. Given the play area drainage
issues and the natural character of
the park, consider replacing the
play equipment at the end of its
life cycle with nature play features,
such as stepping stones, climbing
boulders, a raised berm and small
hill slide, and a slightly raised sand
play area with a digger.

Sports and Active Recreation

5. In the back corner, assess options
to add a small shuffleboard
court (or bocce) to support low
impactive recreation.

Other Recreation Opportunities

6. When replacing benches as
they age, consider providing
semicircular benches or facing
seating where appropriate to
create an additional space for
socializing.
• Trash Receptacles
• Signage
• Little Library
City of Paramount Parks and Recreation Master Plan | 65 1 NORTH
2 3

ORANGE AVENUE

SAN MIGUEL STREET
Orange Splash Pad - Example Features
1 3
Orange Splash Pad
Acres: 0.27 Classification: Special Use Site
Existing Park Features
• Water Spray Park
• Drinking Fountains
• Tables (individual)
• Picnic Area (sheltered)
• Restrooms
Site Recommendations (See callouts on the opposite map.) General Recommendations

1. Provide additional and varied
seating opportunities for park
guests, including movable, shaded
picnic benches, and chairs of
different configurations.

2. Renovate restrooms.

3. Replace water features as they age.
• Safety Features
• Signage
• Trash Receptacles
• Storage / Equipment Buildings
• Little Library
City of Paramount Parks and Recreation Master Plan | 67 NORTH
1 2
3 4
5 6
7 8
9 11 10
Paramount Park
Acres: 13.70 Classification: Community Park
Existing Park Features
• Basketball Court (full)
• Futsal Court / Pad
• Softball / Baseball Field
• Fitness Zone
• Playgrounds
• Walking / Jogging Path
• Barbecue Grills
• Picnic Area (sheltered)
• Parking Lot
• Restrooms
• Little Library
• Public Art
• Storage / Equipment Buildings
• Pool
• Gymnasium
Site Recommendations (See callouts on the opposite map.) General Recommendations

1. Consult with an arborist to
develop a plan for improving tree
health.

2. Address drainage issues across
the entire park.

3. Provide attractive, drought
tolerant landscaping in any
planting beds and near the futsal
courts.

Playground Recommendations

4. Remove the existing play area
adjacent to community center,
which may be displaced by the
Community Center expansion.**

5. Remove the existing musical play
features near the entrance of the
park** and renovate adjacent
area.*

6. Expand the footprint of the
existing play area to provide a
shaded, accessible, universal,
all-inclusive play area.* This may
require moving the access path
from the parking lot to the gym
and reconfiguring and replacing
some of the shaded picnic tables.

Music features could be included
in this play area.

Sports and Active Recreation

7. Explore options to determine if
existing sports fields are regulation
sized to support adult sports.

8. Provide year-round access to the
pool and park gym. Consider an
inflatable or other type of domed
pool cover for winter use. Expand
the pool deck area (push back the
fencing) to provide more shaded
picnic areas or rental cabanas.

Other Recreation Opportunities

9. Provide an outdoor social and
“play” space outside of the
community center for adults and
seniors. Add chess/card game
tables, and a shaded pavilion for
outdoor classes such as yoga,
Pilates, Zumba, etc. The pavilion
should include storage for movable
tables and chairs so that it can also
be reservable for outdoor parties.

10. Install mile markers to establish a
walking loop trail around the park.

11. Continue to move forward with
the community center expansion
project.*
*Project is in the planning phase or is currently in development. **Project has been recently completed, as of 2024.

City of Paramount Parks and Recreation Master Plan | 69 Paramount Park - Example Features
3 6
6 Paramount Park - Example Features
7 9
City of Paramount Parks and Recreation Master Plan | 71 1 2 3

NORTH DOWNEY AVENUE

ACKLEY STREET

QUIMBY STREET
Pequeño Park - Example Features
2 3
Pequeño Park
Acres: 0.11 Classification: Neighborhood Park
Existing Park Features
Site Recommendations (See callouts on the opposite map.) • Playground
• Benches
• Signage
• Trash Receptacles
• Little Library
General Recommendations

1. Relocate signage to improve visibility.

2. Replace plantings around the buildings
with drought tolerant landscaping.

Playground Recommendations

3. At the end of its life cycle, replace play
equipment.

City of Paramount Parks and Recreation Master Plan | 73 10 DOWNEY AVENUE

VERDURA AVENUE

NARANJA AVENUE

AVOCADO AVENUE

PERILLA AVENUE

MANZANA AVENUE

JEFFERSON STREET

MADISON STREET
1 2
3 4
5 5
6 7
8 9
NORTH
Progress Park
Acres: 9.63 Classification: Community Park
Existing Park Features
Site Recommendations (See callouts on the opposite map.) • Basketball Courts (full)
• Softball / Baseball Field
• Fitness Zone
• Playground
• Community Garden
• Auditorium
• Community Center
• Walking / Jogging Path
• Barbecue Grills
• Picnic Area
• Picnic Area (sheltered)
• Benches
• Parking Lot
• Restrooms
General Recommendations

1. Replace plants around the buildings
with drought tolerant landscaping.

2. Add a medium shade pavilion (for
3-4 picnic tables) in the existing
picnic area. Install a permanent coal
pit to serve existing barbecue grills.

3. Remove the existing concession
stand and replace it with a shade
shelter with patio-style tables and
seating.

4. Extend the accessible pathway
around the outfield of the eastern
ballfield to provide access to the
basketball courts, existing play
area, and back (southeast) activity
areas. Create a unified walking path
around the park with mile markers.

Playground Recommendations

5. Expand the far play area for ages
5-12, adding challenge play features
and replacing the missing swings
with saucer swings. Coordinate with
the School District, who currently
maintains the far play equipment
(for ages 5-12).

Sports and Active Recreation

6. As softball and ballfield sports
decline and rectangular field sport participation
increases, continue to explore grant funding to replace existing softball fields with a multi-use rectangular field with a backstop on one end.

7. At the end of the life cycle of the existing fitness equipment, move the fitness station nearer the parking
lot to provide more easily accessible, shaded fitness
equipment.

Other Recreation Opportunities

8. Continue to ensure that this park provides event space to support activities such as concerts and movies in
the park.

9. Once the fitness area is relocated, coordinate with the adjacent school on options to expand the community
garden (or maintain this space for recess and P.E.)
Provide a pollinator patch or butterfly garden** with
interpretive signage.

10. Consider additional interactive or playable art
sculptures near the front of the Progress Plaza West
Community Center to enhance the identity of the
park. (Note that the existing horse is not intended for climbing.)
*Project is in the planning phase or is currently in development. **Project has been recently completed, as of 2024.
• Signage
• Trash Receptacles
• Public Art - Sculptures
City of Paramount Parks and Recreation Master Plan | 75 Progress Park - Example Features
5 5
7 3
7 Progress Park - Example Features
9 10 10
9 City of Paramount Parks and Recreation Master Plan | 77

SOMERSET BOULEVARD

SAN LUIS STREET

SAN MARCUS STREET

SAN MATEO STREET

SAN VICENTE STREET

LOS ANGELES RIVER

SAN MIGUEL STREET

SAN JUAN STREET

SAN CARLOS STREET

SAN ANTONIO STREET

SAN JOSE AVENUE
1 2
3 4
5 6
7 8
9 10
15 11
12 14
13 NORTH
Ralph C. Dills Park
Acres: 11.76 Classification: Community Park
Existing Park Features
Site Recommendations (See callouts on the opposite map.) • Futsal Court / Pad
• Fitness Zones
• Playgrounds
• Access Paths
• Walking / Jogging Path
• Picnic Area (unsheltered)
• Picnic Area (sheltered)
• Parking Lot
• Restrooms
• Safety Features
• Signage
• Trash Receptacles
• Little Library
General Recommendations

1. Install mile markers to establish a
designated walking fitness trail in the
park.

2. Provide and improve lighting along
all walking paths.

3. Ensure all park entries have park
identification signage. Install
additional chained bollards at all
entry points to discourage 4-wheel
bike access.

4. Improve drainage along the
decomposed granite paths to reduce
ponding and address erosion.

5. Replace existing interpretive signage
and utilize graffiti-proof materials.

6. When refreshing landscaping,
provide native and drought-tolerant
plants across the park.

7. Improve river-to-road bike path
connection through park

8. Provide a shade shelter, sails, or
canopy over the group picnic area
between the restroom and the play
area.

9. Explore any opportunities that arise
to acquire property adjacent to a
park entry to expand parking.* In
the short term, ensure that schools
parking across Somerset Boulevard is
available during non-school hours to
support park use.

Playground Recommendations

10. Remove existing playground obstacle course
and replace it with an accessible playground with
challenge elements.

Sports and Active Recreation

11. Provide shade over the fitness equipment and offer
outdoor fitness programs (e.g., yoga, Zumba) under
the existing shade structure.

12. Upgrade fitness equipment along the path.

13. Upgrade fitness equipment at the exercise pod.

Other Recreation Opportunities

14. Move forward with developing the garden orchard
funded by a grant to enhance access to fresh food
choices and expand tree coverage. During the
planning process, consider entry points, vehicle
access, orientation, and transition to mobile home
park.*

15. Continue with plans to redevelop the large lawn
area at the south side of the park. Redevelopment
plans include removing the scattered boulders and
redesigning the space with connecting pathways
and smaller segmented lawn spaces for informal
unstructured play.*
*Project is in the planning phase or is currently in development.

City of Paramount Parks and Recreation Master Plan | 79 Ralph C. Dills Park - Example Features
6 3
1 4
3 Ralph C. Dills Park - Example Features
8 12
10 10
City of Paramount Parks and Recreation Master Plan | 81 1 2
3 4
NORTH

SOMERSET BOULEVARD

SAN VICENTE STREET

TEXACO AVENUE

PETROL STREET

SAN LUIS STREET

SAN MARCUS STREET

SAN MATEO STREET
Salud Park - Example Features
2 4
Salud Park
Acres: 9.17 Classification: Community Park
Existing Park Features
Site Recommendations (See callouts on the opposite map.) • Multi-Purpose Fields
• Sand Volleyball Court
• Fitness Zone
• Walking / Jogging Path
• Benches
General Recommendations

1. Complete Phase 2 of park
development, providing light
improvements given the temporary
lease allowed for the site. Consider
leveling and planting the site in
playable turf for informal sports
practices and play.

Playground Recommendations

2. Add nature play area.

Sports and Active Recreation

3. Upgrade fitness equipment.

4. Replace existing sand volleyball
court with a multi-purpose court for
tennis, pickleball, or volleyball.
• Parking Lot
• Signage
• Trash Receptacles
• Little Library
City of Paramount Parks and Recreation Master Plan | 83

ROSECRANS AVENUE

SAN CARLOS STREET

SAN RAFAEL STREET

GUNDRY AVENUE
1 2
3 4
5 6
7 NORTH
Spane Park - Example Features
3 4
Spane Park
Acres: 4.20 Classification: Neighborhood Park
Existing Park Features
Site Recommendations (See callouts on the opposite map.) • Basketball Court (half)
• Soccer & Multi-Purpose Field
• Playground
• Community Center
• Stream / Pond
• Walking / Jogging Path
• Picnic Area
• Parking Lot
• Restrooms
• Safety Features
• Signage
• Trash Receptacles
• Little Library
• Public Art - Sculpture
General Recommendations

1. Reduce the square footage of
lawn areas and replace with
drought tolerant landscaping.

2. Provide group and individual
picnic tables.

3. Redesign the pond to allow for
native riparian planting along the
edges.

Playground Recommendations

4. Upgrade the playground to
include challenge elements and
shade features.

Sports and Active Recreation

5. At the end of their life cycle, move
the basketball courts to provide
more space between these and the
parking lot; replace the two backto-back half basketball courts with a regulation court.

6. Explore regulation size soccer
field options to allow for formal
competitive play.

7. Remove existing concrete backstop
footprint.

City of Paramount Parks and Recreation Master Plan | 85 4 1
2 3
5 6 7
8 9
NORTH

SOMERSET BOULEVARD

ILLINOIS AVENUE
Village Skate Park
Acres: 1.51 Classification: Neighborhood Park
Existing Park Features
Site Recommendations (See callouts on the opposite map.) • Basketball Court (full)
• Playground
• Skate Park
• Picnic Area
• Benches
General Recommendations

1. Add sustainable landscaping,
berms, wall, and/or vertical
greening along the boundary with
the railroad to reduce noise and
pollution.

2. Integrate drought tolerant
landscaping along Somerset
Boulevard.

3. Install materials such as decorative
boulders on the perimeter to
prevent cars from entering the park.
(Use bollards to allow maintenance
vehicles to enter.)

4. Ensure at least one picnic table
is on a cement pad and can be
reached by an accessible path.

5. Ensure drinking fountain is
functional given the site’s emphasis
on active recreation.

6. Determine the purpose of having
lighted facilities at this park. If the
intent is for park use after dark,
replace and improve the lighting. If
not, provide park security lighting
only and do not provide lighted
facilities.

Playground Recommendations

7. Consider replacing the play
equipment with a climbing wall or
outdoor fitness equipment instead
of play features to complement this
park’s emphasis on active recreation
and sports.

Sports and Active Recreatio

8. Renovate skate park to address
drainage concerns and concrete
damage.

Other Recreation Opportunities

9. Consider adding a little library.
• Trash Receptacles
• Restrooms
• Safety Features
• Signage
City of Paramount Parks and Recreation Master Plan | 87 Transforming the parking areas surrounding the Paramount Swap Meet into a mixed-use environment has the potential to create public gathering spaces for the community. These spaces could serve as versatile venues for various events, including community gatherings, farmers' markets, or food truck events. An exemplary model of such open space is Farmers Park in the Anaheim Packing District.

New Park Opportunities
A need for additional park and recreational facilities has been highlighted through City and public engagement and identified through the LOS and access analysis conducted in the Needs Assessment. The City faces challenges in expanding its park and recreation system due to being built-out and bounded by other jurisdictions, resulting in limited options for the City of Paramount to acquire more parkland.

However, there are some potential infill opportunities, partnerships, and creative solutions that could be explored further to see if these are feasible options for the City to expand its recreation offerings and greenspace.

City of Paramount Parks and Recreation Master Plan | 88 Opportunity Types
A total of 30 opportunities spanning nearly 80 acres have been identified through an opportunity analysis.

Not all of these will be feasible or desirable, however, strategic planning and creative approaches may prove successful in expanding recreational offerings. As noted in Table 7 and Figure 11, opportunity types include the following:
 Development of Publicly Owned Land. Publicly owned land – especially City-owned sites — provide opportunities for recreational development that are both cost effective and easy to implement.  Potential Land Purchase and Redevelopment. Purchasing new land for park and facility development is the costliest option, and redevelopment of an existing site is a slightly more costeffective alternative to repurpose existing land or buildings. This approach, however, would give the City decision-making and management authority to determine how best to develop the property to maintain it to City standards. It typically supports new parks that have the highest recreation value.  Utility Corridor Leases. The City of Paramount currently leases land within a utility corridor to provide a park. While additional utility corridors present a great opportunity to add park land, newer lease restrictions limit the length of the lease and constrain the types, height, and permanence of investment that would be made at these sites.
 Partnerships with Institutions. Partnerships, in the form of Memorandum-of-Understandings (MOUs) or Joint-Use Agreements (JUAs), could be explored where private or public property owners are amenable to additional public use and development of these sites. Potential partnerships to consider and vet further include coordination with churches, hospitals, and even nearby green spaces owned by adjacent jurisdictions.
 School Joint-Use Agreements. Paramount already successfully uses school joint-use agreements to ensure access to school sports fields and gymnasiums. These agreements could be expanded to additional schools, and through partnership, additional facilities could be added to expand recreation value for the community.

Opportunities for expanded parks and recreational offerings were identified citywide. Table 4 compiles all identified opportunities, categorized by opportunity type. Additionally, the table offers descriptions of each opportunity, approximate acreage, recreational potential, as well as the advantages and disadvantages of developing the site into a park and recreation facility, along ratings of feasibility and desirability.

Three levels of feasibility potential have been delineated:
• Low Feasibility: Sites lack City ownership or control, and uncertainty surrounds the owner’s willingness to engage in sales, leasing, partnerships, or joint-use agreements. Additionally, high development costs may contribute to this classification. • Moderate Feasibility: Sites require the involvement of another agency or organization open to partnering with Paramount for park construction, aligning with the mutual interests of both parties. • High Feasibility: The City owns the land, or a property owner may be willing to sell, enhancing the likelihood of successful park development initiatives.

The desirability of each site is also evaluated based on factors such as size, the amount of greenspace or recreation value that would be added, and the return on investment. • Low Desirability: The site does not expand the City’s amount of greenspace or recreation value significantly to warrant much investment.
• Moderate Desirability: The site moderately expands the City’s amount of greenspace or recreation value, or it could potentially serve a gap area, making it slightly more desirable.

City of Paramount Parks and Recreation Master Plan | 89 Residential Gap Area Id Identified Opportunity Types
Residential Gap Area A Land Acquisition
Residential Gap Area B Land Acquisition, Lease, City-Owned Land Residential Gap Area C Partnership, Lease
Residential Gap Area D Lease, Land Acquisition
Residential Gap Area E Lease
Residential Gap Area F Partnership, Lease
Residential Gap Area G Partnership
Residential Gap Area H Lease
Residential Gap Area I Partnership
Table 6. Park and Recreation Opportunities within Residential Gap Areas • High Desirability: The site has the potential to expand the City’s amount of greenspace or recreation value significantly, has few barriers to implementation, may have had advanced planning or design already completed, and is a good return on the City’s investment.

Added emphasis was placed on residential gap areas that were identified in the access analysis.

Opportunities were found across the city, as well as in or adjacent to gap areas. Table 6 shows identified opportunities that would serve gap areas. As a note, the opportunity does not need to be located within the gap area but must be within walking distance to serve that identified gap.

City of Paramount Parks and Recreation Master Plan | 90 Figure 12. Opportunity Sites
City of Paramount Parks and Recreation Master Plan | 91 Table 7. Potential Park and Recreation Opportunities
ID Potential S ite
Description Acres 1 Recreation Opportunity Advantages Disadvantages Feasibility Potential Desirability
/Recreation
V alue
Development of Publicly Owned Land
D-1 City-owned street median 0.8
Existing lawn and walking
path; opportunity to add
social space, fitness
equipment, play features
City owned; design
in process. Located
on quiet residential
street.

Limited space for
recreation
facilities; access
requires crossing
roadway
High High
D-1
Planned West Santa Ana
Branch Bikeway Trail
Extension (Additional
Phases – see Figure 13)

1.0 Extension of existing
bicycle and walking paths
(Phase 1 was completed in
2013). Addition of par
course features, play
features, and interpretive
signage along trails.

Publicly owned;
design completed
for trail
development. Easy
to place additional
features along the
trail. Good access
(along planned lightrail line).

None; challenge is
to find connections
to Los Angeles
River
High High
Sub Total 1.8
Potential Land Purchase (Acquisition) and Redevelopment A-1
Privately-owned parcels
with existing pocket park
and small industrial
building

0.7 Building redevelopment as
small community center;
walking path, fitness
equipment, dog park,
playground, or sports
facility
Takes advantage of
existing pocket park,
building, and
parking.

Cost to purchase
land and
redevelop
building; building
assessment
needed. Land is
not currently
available.

High Moderate
A-2 Vacant land 0.7
Development as pocket
park with small play
features, fitness equipment,
picnic tables, and small
sports court or dog park
Located near Gap
Area D
Cost to purchase
and develop land.

Land is not
currently available.

Low High
City of Paramount Parks and Recreation Master Plan | 92 ID Potential S ite
Description Acres 1 Recreation Opportunity Advantages Disadvantages Feasibility Potential Desirability
/Recreation
V alue
A-3 Self-Serve Car Wash Small pocket park or dog
park
Located near Gap
Area B
Costs of private
land Moderate High
A-4
Repurpose and
Redevelopment of
Existing Building
Community center with
space for meetings, social
gatherings, programming,
and ideally active
recreation. Large industrial
warehouse building could
provide space for indoor
soccer fields or other
indoor recreation
opportunities.

Potential reuse or
redevelopment of
existing building.

Building was not
intended for
recreation which
will affect reuse.

Industrial buildings
may have
contaminants;
older buildings
may need code
upgrades that may
be cost prohibitive.

Unknown Unknown
R-1
Paramount Swap Meet
site – partial
redevelopment as A small
public park (2-3 acres
desired if feasible)

3.0 Opportunity TBD based on
amount of acreage
available. Desired for
development as
neighborhood park for
sports, playground, picnic
area, and parking.

Greenway pedestrian
connection to future transit
station.

Proximity to future
transit; centrally
located; large site.

Additional swap
meet acreage may
be converted to
event space.

Site is not
currently available
(owners want
swap meet to
remain);
redevelopment
costs.

High High
S ub Total 4.4
Utility C orridor Leases or Land Leases
L-1
Utility Corridor (Southern
California Edison)

7.0 Low-impact open playfield,
landscaping, decomposed
granite walking path,
seating and social space,
picnic tables, temporary
recreation uses.

Large parcels, vacant
corridor
Existing electric
transmission
corridor owned by
Southern California
Edison. Active
sports are not
allowed. Lease is
LowModerate Low
L-2 10.1 LowModerate Low
L-3 9.4 LowModerate Low
City of Paramount Parks and Recreation Master Plan | 93 ID Potential S ite
Description Acres 1 Recreation Opportunity Advantages Disadvantages Feasibility Potential Desirability
/Recreation
V alue
L-4 9.3 limited to 5 years.

Most granting
agencies will not
fund this type of
project.

LowModerate Low
L-5 0.5
Small vacant linear
piece of land with no
electricity lines
LowModerate Low
L-6
Utility Corridor (Los
Angeles Water and
Power)

1.7 Low-impact open playfield,
landscaping, decomposed
granite walking path,
seating and social space,
picnic tables, temporary
recreation uses.

Located near Gap
Area E
Existing electric
transmission
corridor owned by
Los Angeles Water
and Power.

Unsure of lease
restrictions.

LowModerate Moderate
L-7 2.3
Located near Gap
Area D
LowModerate Moderate
L-8 2.9 LowModerate Moderate
L-9 Utility Corridor (Southern
California Edison) 0.9
Low-impact open playfield,
landscaping, decomposed
granite walking path,
seating and social space,
picnic tables, temporary
recreation uses.

Vacant land located
near Gap Area B;
future connection to
multi-modal trail and
transit line
Small parcels in
existing electric
transmission
corridor owned by
Southern California
Edison. Active
sports are not
allowed. Lease is
limited to 5 years.

Most granting
agencies will not
fund this type of
project.

LowModerate Moderate
L-10 Utility Corridor (Southern
California Edison) 1.3
Low-impact open playfield,
landscaping, decomposed
granite walking path,
seating and social space,
picnic tables, temporary
recreation uses.

Adjacent to existing
Paramount
Community Gardens;
located near Gap
Area A
LowModerate Moderate
L-11
Planned East Paramount
Utility Easement Multi-Use
Path

1.0 2 New multi-use path with
landscaping
Available right-of-way
for multi-use path;
adjacent to schools
and Paramount Park
Existing nursery
can impede path;
unsure of LADWP
lease requirements
Moderate Low
L-12
Planned West Paramount
Utility Easement Multi-Use
Path

1.6 2 New multi-use path with
landscaping
Edison lease
requirements are
very strict
Moderate Low
City of Paramount Parks and Recreation Master Plan | 94 ID Potential S ite
Description Acres 1 Recreation Opportunity Advantages Disadvantages Feasibility Potential Desirability
/Recreation
V alue
L-13
Small triangular vacant lot
owned by apartment
building owner

0.2 Small passive pocket park
with lawn and benches.

Owner is willing to
enter into agreement
with City for pocket
park use
Very small
property. High Moderate
S ub Total 48.2
Partnership with Institution
P-1
City of Compton (to
Redevelop Compton Golf
Course)

12.1 Joint redevelopment of golf
course as community park
with sports fields and other
uses to serve both cities.

Large greenspace
and recreation site
adjacent to
Paramount
Compton has
limited budget and
open space
resources; may not
consider joint use
agreement or
redevelopment
Unknown High
P-2 Clearwater Christian
Center (for Gym Access) 0.2 Shared use of existing gymnasium Existing gym in
church with large
parking lot; located
near Downtown;
close to Gap Area F
Church may not
consider
partnership; small
site insufficient for
outdoor uses.

Unknown Low
P-3
Kindred Hospital
Paramount (for use of
existing landscaped
gardens and fountains)

1.3 Extensive existing
landscaped paths and
fountains; potential to add
fitness equipment or
healing garden
Located next to
Paramount City Hall;
Potential connections
to historic landmark
Hay Tree and City
Hall War Memorial;
Close to Gap Area G
& F
Already in use as
respite area, limited
space reserved for
parking;
landscaping
recently renewed
Moderate TBD
P-4
Los Angeles County
Library Paramount Branch
(for Additional Outdoor
Uses)

0.1 Small outdoor plaza or
greenspace with
“thinkscape” features, art,
potential musical
instruments, play features,
and landscaping. The site is
currently undergoing
renovations.

Across the street
from City Hall and
adjacent to street
festival (Friday Night
Paramount); Close to
Gap Area G & F;
opportunity to
leverage library as
Limited space
around library
building
High High
City of Paramount Parks and Recreation Master Plan | 95 ID Potential S ite
Description Acres 1 Recreation Opportunity Advantages Disadvantages Feasibility Potential Desirability
/Recreation
V alue
indoor/outdoor
learning and
gathering space.

S ub Total 13.7
School J oint-Use Agreement 3
J-1 Mockler Elementary
School 1.3 Use of sports field Near Gap Area E
Limited parking
space; School may
not be open to
additional joint-use
facilities; sports
field is unlighted.

Moderate Moderate
J-2 Mark Keppel Elementary
School 1.5 Some parking available School may not be
open to additional
joint-use facilities;
sports field is
unlighted
Moderate Low
J-3 Los Cerritos Elementary
School 1.5 Use of sports field Adjacent to Spane Park Moderate Low J-4 Lincoln Elementary
School 2.5 Use of sports field Some parking available Moderate Low J-5 Harry Wirtz Elementary
School 2.6 Use of sports field Near Gap Area C Smaller field: School may not be open to additional
joint-use facilities;
sports field is
unlighted.

Moderate Moderate
J-6 Howard Tanner
Elementary School 1.4 Use of sports field Some parking available Moderate Low S ub Total 10 .8
Notes:
1) Acreage is based on Los Angeles County Assessor data and are approximate estimations. 2) Trail and bike paths are linear length in miles.
3) These schools already have joint use agreements to use the gymnasiums.

City of Paramount Parks and Recreation Master Plan | 96 Figure 13. Trail Improvements at the West Santa Ana Branch Bikeway Trail City of Paramount Parks and Recreation Master Plan | 97

City of Paramount Parks and Recreation Master Plan | 98 Chapter 6: Implementation
The City of Paramount recognizes the importance of a quality park and recreation system to serve its present and future community members. The Department of Community Services is tasked with the challenge of expanding, improving, and maintaining their system, within constraints of limited resources, competitive funding, sparse land acquisition opportunities, shifting demographics and recreation trends, and more. In this context, it is vital that the City strategizes how best to approach the recommendations and opportunities identified in this plan.

This chapter introduces several tools to support Master Plan implementation. These include:
• Capital cost assumptions
• Prioritization criteria
• Potential capital funding sources
• Potential operations and maintenance funding
• Land acquisition mechanisms
• Partnership protocols
Each of these tools will help the Community Services Department create and regularly update a five-year Capital Improvement Plan (CIP) as well as annual work plans to implement the projects that support the community’s highest priorities.

Capital Cost Assumptions
As part of its annual budgeting process, the City of Paramount creates a list of Capital Improvement Projects (CIP) that summarizes estimated costs, funding sources, and the funding amount for each project.

However, costs have been volatile over the last several years, with supply chain issues, inflation, and increased material and labor costs affecting prices for park acquisition, development, and improvements.

To assist the City in identifying cost estimates going forward, the Master Plan includes planning-level cost assumptions that the Department of Community Services may use in planning for future park development, site enhancement, or park maintenance. These costs can also help facilitate decision-making for proposed capital projects, including the maintenance funding needed for sustained upkeep. They also will help in grant applications to request appropriate funds for various projects.

Cost assumptions are presented below for new parkland acquisition and development (Table 8), the addition of facilities to existing sites (Table 9), and for annual maintenance (Table 10).

Because actual prices fluctuate and will vary by site, the cost estimates are presented as a range of costs.

The range is aimed at capturing differences based on site location, size, setting, facility quality and detail, supply and demand for labor and materials, and more. Costs are presented in 2024 dollars and do not account for inflation. The costs do not include environmental compliance documentation, permitting, or staff hours to manage site planning, design, construction, and implementation. These elements could escalate park development costs by 20-25 percent.

Cost ranges are based on 2024 California construction estimates, information in Paramount’s Adopted Budget FY 2023-2024, Paramount land values, and project costs from comparable cities. It is understood that these planning level costs will fluctuate over time.

City of Paramount Parks and Recreation Master Plan | 99 Table 8. Planning-Level Capital Cost Assumptions for Park Acquisition, Design, and Development
Action Unit Cost Range Per Unit1 Notes and Assumptions
Land Acquisition Per Site Negotiated on a case-bycase basis Land costs vary depending on the level of
development and quality of the facility. The
City would determine whether existing
infrastructure can be repurposed or
demolished.

Parkland Lease Per Site Negotiated on a case-bycase basis N/A Site Amenities
Planning Per Site $50,000 - $250,000
Includes conceptual designs for park and
facility development. Does not include
construction documents or California
Environmental Quality Act (CEQA)/
Environmental Impact Report (EIR)
documentation.

Park Development2
Costs account for site grading, circulation,
utilities, outdoor facilities, amenities, and
landscaping. Cost does not include the
development of major facilities such as
community centers and pools. Small parks
may have higher costs than shown to
provide a higher level of development in a
more consolidated space.

Pocket Park
Per Acre
$300,000 - $850,000
Neighborhood
Park $500,000 - $1,500,000
Community Park $1,000,000 - $2,000,000
Special Use Site 3 Varies
Trails Costs identified through
transportation planning

1. These estimates reflect fully loaded, planning level cost assumptions in 2024 dollars not accounting for inflation. Cost ranges are intended for planning purposes only and include raw cost for facilities, infrastructure, and landscaping; mobilization, design fees, and contingency (not including taxes). Actual costs may vary depending on site realities, the scale and quality of facilities, and changing market prices for materials and labor. Actual cost estimates should be determined through site master planning and design at the time of development.

2. Parkland development cost estimates may vary tremendously depending on the size of the site and level of development. In some cases, extremely small sites have higher costs per acre, since a basic level development is compressed into a smaller area. Typically, community parks require more funding because of their specialized facilities.

3. Costs for special use sites will need to be determined based on the site use.

City of Paramount Parks and Recreation Master Plan | 100 Table 9. Planning-Level Capital Cost Assumptions by Facility Feature Unit Approximate Cost
Range Notes and Assumptions
Athletics / Sports Facilities
Basketball Court (Half) Per Each $100,000 - $150,000 Costs reflect one outdoor half court.

Basketball Court (Full) Per Each $150,000 - $250,000 Costs reflect one outdoor full court.

Futsal Court Per Each $180,000 - $400,000
Costs include installation of a futsal
court kit, does not include base course
or subsurface material.

Softball / Baseball Field Per Each $1,000,000 - $1,500,000 Costs reflect a regulation-size field with
grass turf, outfield fencing, backstop and
outfield fencing, and dugouts. Higher
costs include Bull pens, scoreboard,
bleachers, PA system, flagpole, and
sports field lighting.

Soccer / Multi-Purpose
Field Per Each $850,000 - $1,250,000
Costs reflect a grass turf field with basic
drainage/prep and features. Higher cost
reflects bleachers, sports field lighting,
and field striping for multiple sports.

Volleyball Court Per Each $50,000 - $75,000 Costs include lawn or sand volleyball court, net, and posts.

Tennis Court (2) /
Pickleball Court (4) Per Pair $450,000 - $600,000
Costs reflect a 2 tennis courts or 4
pickleball courts with surfacing, striping,
netting, and fencing. Higher costs
included court lighting.

Sports Court Variety Per Each $50,000 - $300,000
Costs reflect a general estimate for a
pair of badminton, shuffleboard,
horseshoes, or bocce ball courts.

Outdoor Recreation
Fitness Zone (5 stations) Per Site $100,000 - $200,000
Costs reflect five stations of high-quality
fitness equipment, with signage, DG
surfacing and curbing. Can be clustered
for a fitness area or distributed along a
park or trail.

Challenge Feature Per Each $75,000 - $300,000
Costs reflect one medium size play
feature, such as a climbing wall or
zipline, added to an existing playground.

Includes the containment area, safety
surfacing, drainage, and irrigation
system mods.

Playground –
Neighborhood Per Each $425,000 - $800,000
Costs reflect one 5,000 s.f. play
structure with areas for tots or schoolage. Higher-end costs reflect accessible safety surfacing (recommended).

City of Paramount Parks and Recreation Master Plan | 101 Feature Unit Approximate Cost
Range Notes and Assumptions
Playground – Destination
Attraction Per Each $1,000,000 - $1,750,000
Costs reflect one 10,0000 s.f. play
structure with universal/inclusive and
thematic elements.

Community Garden /
Orchard Per Each $750,000 - $1,000,000 Cost is based on Dills Park Community Orchard estimates.

Trail (Hard Surfaced) Per Mile $1,250,000 -
$2,500,000
Costs assume an 8- to 10 ft-wide asphalt
trail with gravel shoulders, minor
grading, mile markers and continuous
buffer vegetation. Improvements may
include curb and gutter, curb ramps,
minor drainage.

Trail (Soft Surfaced) Per Mile $175,000 - $500,000
Costs assume a 3ft-wide stabilized
decomposed granite surfaced trail and
mile markers.

Major Features
Dedicated Event Space Per Each $500,000 - $1,000,000
Costs reflect a small outdoor event
space such as a plaza, pavilion, or
outdoor classroom, etc. Includes,
hardscape, seating, shade structure, and
accessible walk, electrical outlet, and
signage.

Stage / Amphitheater Per Each $800,000 - $5,000,000
Costs reflect outdoor amphitheater,
stage with covering, lawn seating,
utilities, lighting, and stage. Additional
infrastructure with permanent seating,
storage, changing and restrooms would
be an additional cost.

Community Recreation
Center Per Sq. Ft. $600 - $900
Cost for multigenerational community
and recreation center with social
gathering space, meeting space,
gymnasium and similar uses.

Skate Park Per Each $750,000 - $2,200,000
Lower cost reflects at-grade skate park
with prefabricated skate ramps. Higher
costs reflect an inground bowl, ramps,
and grinding amenities. Both include
features to accommodate spectators,
safety, and enhanced access.

Water Mister / Spray Park Per Each $1,750,000 - $2,500,000 Costs reflect a spray park with
mechanical building/apparatus and
recirculating water.

Swimming Pool Per
Facility
$12,000,000 -
$20,000,000
General cost for outdoor pool with deck
and support amenities.

Dog Park Per Each $600,000 - $1,500,000
Costs reflect a one-acre fenced area
with turf, DG and/or bark mulch, with a
dog drinking fountain, benches, trash
receptacles and trees. Sites may include
City of Paramount Parks and Recreation Master Plan | 102 Feature Unit Approximate Cost
Range Notes and Assumptions
separate areas for large and small dogs,
shade, and dog agility features.

Mobile Recreation Unit Per Each $150,000 - $400,000
Costs reflects van and equipment. The
higher costs reflects a trailer and
portable small footprint amenities such
as a stage, climbing feature, play
equipment, etc.

Other Park Amenities
Picnic Shelter (Group
Picnic Area) Per Each $75,000 - $500,000
Costs reflect a small or midsize shelter
with 8' tables. BBQ features, trash
receptable, serving table, but no
electrical outlet.

Picnic Table ADA Per Each $5,000 - $8,500 Costs reflect one 8’ table on concrete pad with ADA access.

Shade Sail or Canopy Per Each $40,000 - $150,000 Costs reflect fabric-roofed elements that shade play areas/spray parks/etc.

Wayfinding / Signage Per Site $10,000 - $20,000
Costs include identification, regulatory
and wayfinding signage. Cost for
extensive trail corridors may be greater.

Restroom (Permanent) Per Each $500,000 - $1,000,000 Costs reflect 2 single-occupancy units.

Restroom (Portable) Per Each $100,000 - $150,000
Parking (Off-Street) Per Site $250,000 - $400,000 Costs reflect the creation of 10 spaces including 2 accessible spaces.

Bicycle Rack Per Each $2,000 - $4,000 Costs reflect a standard bicycle rack.

Safety Fencing Per Site $10,000 - $50,000
Costs reflect safety fencing around
playgrounds for protection of young
children or other safety fencing.

1. These estimates reflect fully loaded, planning level cost assumptions in 2024 dollars not accounting for inflation. Cost ranges are intended for planning purposes only and include raw cost for facilities and installation. Actual costs may vary depending on site realities, the scale and quality of facilities, changing market prices for materials and labor, and needs for permitting, design/construction and environmental compliance documentation. Actual cost estimates should be determined through site master planning and design at the time of development.

In addition to new parks and facilities, the City of Paramount will also ensure sufficient funding to effectively maintain assets and landscaping to sustain its park investments and provide a safe, clean, well-functioning, and attractive park and recreation system. Prior to adding new parks and facilities, the City may use the following cost assumptions to budget for future park maintenance. A tiered maintenance approach will help ensure that resources are applied where needed most.

City of Paramount Parks and Recreation Master Plan | 103 Table 10. Planning-Level Maintenance Cost Estimates by Maintenance Level Maintenance Action Unit Cost Range Per
Unit1 Notes and Assumptions
Standard Maintenance
Per
Developed
Acre
$15,000 - $20,000
Basic level of maintenance that includes
routine monitoring, inspection and care of
infrastructure, recreation facilities and
landscaping. It applies to sites that do not
provide organized activities.
and events, or specialized and major
facilities.

Enhanced
Maintenance
Per
Developed
Acre
$20,000 - $30,000
A higher level of maintenance for highly
visible, heavily used sites that include
specialized assets. It includes a greater
maintenance frequency and specialized
tasks. All major recreation facilities required
enhanced maintenance.

City of Paramount Parks and Recreation Master Plan | 104 Capital Project Prioritization Criteria
As the City of Paramount looks to expand, renew, and improve their parks and recreation system, they are constantly balancing needs and resources for long-term strategizing. As in other cities, the list of capital project proposals may far exceed what is feasible to implement in the near future. When funding does become available, capital projects also respond to political will, opportunity and timing, desired outcomes, and alignment with other City initiatives. Projects therefore are not implemented in the order of when they are proposed, but instead are selected based on a variety of external factors.

In order to help facilitate the decision-making process, a set of prioritization criteria are noted below. These criteria can be used to rate capital project proposals based on consistent criteria that ensure alignment across City initiatives. Projects can be scored by counting the number of items addressed in Figure 13.

Figure 14. Capital Project Prioritization Criteria
How well does the proposed capital project address the following criteria? Ease of Implementation: Can the project be done quickly and easily? Is the project “shovel ready” (e.g., advanced planning, feasibility studies, and permitting have been completed)? Resource Availability: Does the project use or leverage available resources (e.g., staffing, funding, grants, partnerships, equipment)?
Existing Infrastructure: Does the project use existing infrastructure (e.g., land, facilities, equipment) for improvement, repurposing, renovation, etc.?
Cost Savings: Does the project reduce costs, increase revenues, increase sustainability, or improve maintenance and operational efficiencies?
Value: Does the project deliver high value for the cost of resources needed, relative to other projects?
Key Opportunity: Does the project increase access, bring value, or expand use of other sites within the system (i.e., will it yield benefits beyond its own improvement)? Underserved Gap Areas: Does the project serve identified gap areas, either by adding new parkland or recreational opportunities within a gap area or by facilitating access to an existing site? City Priority: Does the project coincide with, or support, another City project or initiative? Community Priority: Does the project reflect a vocalized community priority and/or repair or renovate a high-use, popular park or facility?
Multiple Benefits: Does the project benefit many people and/or support multiple or flexible uses? Urgency: Is there an urgency to the project (e.g., issues around public safety, acquisition deadline, grant funding opportunity window)?
City of Paramount Parks and Recreation Master Plan | 105 Funding Sources
The City of Paramount will rely on both existing and new funding sources to implement recommended projects and take advantage of opportunities for park acquisition and development. As noted in Paramount’s Adopted Budget FY 2023-2024, the Community Services Department receives most of its funding from the City’s General Fund, which supports both capital projects and operations. For FY 2023- 2024, the Department will receive supplemental funding from Measure A for park improvement projects, competitive Prop 68 per capita funds, and specified state grant funds.

Table 11 shows that the General Fund supports 51% of Community Services expenditures. Most of the other funds that support the Department are restricted in use, meaning that several of them cannot be used to make park improvements or add new parkland. These funds are described below.

Table 11. Community Services Expenditures by Fund, FY 23-24 Fund Amount
General Fund $3,910,950
Afterschool Education and Safety Fund $2,425,700
Proposition A $640,850
Measure A (Safe, Clean Parks) $150,200
Other Grants $0
Community Benefit Agreement $200,000
Equipment Replacement Fund $285,750
Total $7,613,450
• General Fund: The General Fund is the City’s primary operating fund and accounts for the City’s discretionary funding sources (e.g., property tax, sales tax, utility tax, franchise fees, business tax, recreation and facility user fees, etc.). Recently, the inclusion of Measure Y funds and ARPA funds has significantly affected the General Fund expenditures. With these monies, the City has increased its commitment to capital projects throughout town—including several park improvements. The Community Services Department receives 6.8% of the City’s General Fund dollars in FY 23-24.
• Afterschool Education and Safety Fund: This fund accounts for restricted revenues to be used in the establishment of local after-school education enrichment programs. • Proposition A Transit Tax Fund: This fund accounts for restricted revenues received through the Los Angeles County Metropolitan Transportation Authority to be used to support transportation services.
• Measure A (Safe Clean Parks): In November 2016, voters approved the Los Angeles County Safe, Clean Neighborhood Parks and Beaches Measure. This parcel tax provides funds through a grant program administered by the Los Angeles County Regional Park and Open Space District (RPOSD).

The amount of funding that the City of Paramount receives is variable.

City of Paramount Parks and Recreation Master Plan | 106 • Community Benefit Agreement: This fund accounts for the annual contribution from World Energy, which will be used for projects related to the City’s Climate Action Plan, children and youth programs, civic programs, tree maintenance and other programs administered by the City. • Equipment Replacement Fund: This fund accounts for the timely replacement of vehicles and major equipment used by general government departments on a regular basis.

To implement this Master Plan, the City will need additional sources of funding for capital projects as well ongoing maintenance, operations, and programs. As noted above, some funding sources are restricted and may only be spent on specific uses, such as either capital or operations, and some sources are more flexible. Therefore this plan distinguishes between capital and operations funding:
• Capital: Funding for acquiring, designing, building, and renovating parks, facilities, and trails. • Operations: Resources to fund staffing, management, and ongoing programming and maintenance activities.

Potential Capital Funding Sources
In addition to existing funds, the City should explore the following funding sources to support land purchases, park development, renovations, facility replacement or expansion, and the addition of new facilities.

General Obligation B ond
The City has the authority to request voter approval for general obligation bonds to finance the construction of improvements to the park system with a time-limited property tax increase. Requirements for a high threshold of approval (two-thirds of voters) makes general obligation bond tax measures challenging to pass, but the time-limited nature of these measures (the tax expires when the bonds are paid off) improves public perception in many cases. General Obligation bonds can only be used for capital improvements, not maintenance and operations.

Revenue Bond
Unlike a bond that requires voter approval, revenue bonds are typically smaller bonds approved by the City Council. These bonds require repayment from the general operating funds of the City, typically using income from existing taxes and fees.

Paramount’s Quimby Ordinance
The Quimby Act allows cities and counties to establish ordinances requiring residential developers to provide land or pay in lieu fees for neighborhood and community parks. The fee is imposed on developers when land is subdivided as a condition of public agency approval of a tentative map or parcel map.

Depending on the density of a development, the Quimby Act allows cities and counties to require minimum 3 acres of land for every 1,000 new residents. [Note: for jurisdictions that have a higher level of service, Quimby land dedications requirement may include up to 5 acres per 1,000 residents, based on the park inventory and City population at the time of the last U.S. Census.] Because Paramount is built-out, Quimby requirements may not be as useful as other funding mechanisms. If the City expects significant development and may subdivide parcels in the future, it should review the Quimby ordinance and its requirements for in-lieu fees to determine whether fees should be updated.

Impact Fees
Park Impact Fees fund capacity-enhancement projects, such as park acquisition and development, to offset the impacts caused by new residential or commercial growth. Authorized through 1987's Assembly Bill (AB) City of Paramount Parks and Recreation Master Plan | 107 1600, "Mitigation Fee Act"), the City could assess impact fees on residential, commercial or industrial development, if each has a measurable connection (or nexus) to increased park use. A formal nexus study would be required to establish impact fees for parks.

Federal and S tate Funding through Congressional Officials Southeast Los Angeles County is currently in the spotlight when it comes to expanding access to open space, river restoration, and outdoor access. Park land acquisitions and development opportunities are an attractive, tangible accomplishment opportunity for elected officials, several of whom are invested in developing more parks in Southeast Los Angeles. The City of Paramount should foster relationships with state and congressional legislators who under some circumstances can earmark funding bills to support local park projects.

C ommunity Development B lock Grants (C DB G)
These grants from the Federal Department of Housing and Urban Development are available for a wide variety of projects. Most are used for projects in lower income areas because of funding rules. Grants can cover up to 100 percent of project costs.

Grant Opportunities
Typically, grants are competitive processes that fund only capital projects and require a City to commit to the maintenance and operation of the resulting facilities—sometimes into perpetuity. Many grants require cities to provide matching funds. To be effective at competing for a variety of grants, the City may need staff time focused on completing grant applications.

Grant opportunities may be offered by state and county agencies, conservancies, philanthropic organizations, federal offices, and other sources. Grants supporting urban greening and equity are more prevalent in recent years, and a variety of grant opportunities may be available Table 12). For example, the San Gabriel and Lower Los Angeles Rivers and Mountains Conservancy (RMC) provides local grants. The Los Angeles County Regional Parks and Open Space District (RPOSD) offers competitive grants for the acquisition and development of new parks, along with funds to enhance existing parks. Through partnership with non-profits or the Paramount Unified School District, the City may be eligible to apply for state and federal grant opportunities for green schoolyard development, such as the California Natural Resources Agency’s (CNRA) School Greening Program.

City of Paramount Parks and Recreation Master Plan | 108 Table 12. Potential Grant Programs
Grant Opportunity Description Information Source
Granting Agency: CALTRANS
Clean California Local
Grants Program
Funds local communities to beautify and
improve local streets and roads, tribal
lands, parks, pathways, and transit
centers. Through the combination of
adding beautification measures and art
in public spaces along with the removal
of litter and debris, this effort will
enhance communities and improve
spaces for walking and recreation. A 3rd
funding cycle could potentially open.

California Department of
Transportation. "Local Grant
Program." Caltrans.Gov,
https://cleancalifornia.dot.ca.gov/l
ocal-grant-program.

Granting Agency: LA County Regional Park and Open Space District - Measure A Grants Acquisitions Only Supports acquisition of land for open space.

Los Angeles County Regional
Open Space District. "AcquisitionOnly Measure A
Competitive Grant Program:

Guidelines" RPOSD.Gov, April
2021,
https://file.lacounty.gov/SDSInter/
dpr/1121555_Acquisition_Competi
tive_Guidelines_2021.pdf.

Natural Lands, Local
Beaches, Water
Conservation and
Protection
Supports planning, acquisition,
restoration, development, of multi-benefit
parks.

Los Angeles County Regional
Open Space District. "Natural
Lands, Local
Beaches, Water Conservation
and Protection Measure A
Competitive Grant
Program : Guidelines."
RPOSD.Gov, April, 2021,
https://file.lacounty.gov/SDSInter/
dpr/1121553_Natural_Competitive
_Guidelines_2021.pdf.

Regional Recreation
Facilities, Multi-use Trails
and Accessibility
For acquisition, development,
improvement, restoration, or
rehabilitation
projects that improve, connect, and
protect regional recreational facilities,
trails, and accessibility.

Los Angeles County Regional
Open Space District. “Regional
Recreation Facilities,
Multi-use Trails and Accessibility
Measure A Competitive Grant
Program: Guidelines."
RPOSD.Gov, April 2021,
https://file.lacounty.gov/SDSInter/
dpr/1121554_Regional_Competitiv
e_Guidelines_2021.pdf.

City of Paramount Parks and Recreation Master Plan | 109 Grant Opportunity Description Information Source
Granting Agency: California Natural Resource Agency
Youth Community Access
Grant (Next Cycle Summer
2024)
Funds programs and education for
increasing access to outdoors for
underserved
communities. Can also fund green
workforce, outdoor education trips for
youth, and habitat restoration projects.

California Natural Resources
Agency. "Youth Community
Access Program" California
Natural Resources Agency,
https://resources.ca.gov/grants/yo
uth/.

Environmental
Enhancement and
Mitigation Program
Funds urban forestry grant.

California Natural Resources
Agency. "Environmental
Enhancement and Mitigation
Grant Program." California Natural
Resources Agency,
https://resources.ca.gov/grants/e
nvironmental-enhancement-andmitigation-eem
Urban Greening Program
Funds creation of parks and open spaces,
green schoolyards in disadvantaged
communities.

California Natural Resources
Agency. "Urban Greening
Program." California Natural
Resources Agency,
https://resources.ca.gov/grants/ur
ban-greening.

Granting Agency: CAL-FIRE
Green Schoolyards
Program Funds schoolyard greening projects.

California Department of Forestry
and Fire Protection "Green
Schoolyard Grants." Urban and
Community Forestry Grant,
https://www.fire.ca.gov/what-wedo/grants/urban-and- communityforestry-grants.

Granting Agency: San Gabriel and Lower Los Angeles Rivers and Mountains Conservancy Climate Resilience Grant
$11,100,000 for projects that build
community resilience and capacity where
resources are most needed. Investments
will support multi-benefit and nature-based
solutions, which includes funding to
support climate change impacts on fish
and wildlife, habitat restoration, and
activities that accelerate climate smart
management of California’s natural and
working lands and help meet the State’s
2030 GHG reduction goals.

San Gabriel and Lower Los
Angeles Rivers and Mountains
Conservancy, “Climate Resilience
Grant Program." RMC Grants,
https://rmc.ca.gov/grants/.

City of Paramount Parks and Recreation Master Plan | 110 Grant Opportunity Description Information Source
Proposition 1
$50,000,000for projects to protect and
enhance the Lower Los Angeles River
watershed and its tributaries.

San Gabriel and Lower Los
Angeles Rivers and Mountains
Conservancy, “River Parkways
and Urban Streams for LLAR
Program." RMC Grants,
https://rmc.ca.gov/grants/.

Proposition 68
$37,500,000 for projects that protect or
enhance the Lower Los Angeles River
watershed and its tributaries.

San Gabriel and Lower Los
Angeles Rivers and Mountains
Conservancy, “Proposition 68
River Parkways and Urban
Streams for Lower Los Angeles
River (LLAR)." RMC Grants,
https://rmc.ca.gov/grants/.

Proposition 68 Small Grants
Program
Priorities include jump-start projects and
small design-build projects, project
planning, technical assistance such as
application assistance to disadvantaged
communities, and securing matching
funds.

San Gabriel and Lower Los
Angeles Rivers and Mountains
Conservancy, “Proposition 1 and
68 (Regionwide and LLAR) Small
Grants Program." RMC Grants,
https://rmc.ca.gov/grants/.

Granting Agency: The California Endowment
Single year grants, program
support grants, general
operating support grants,
Direct charitable activity
contracts, program related
investments, specific project
grants
Nonprofits and government entities are
eligible for funding. Supports social justice
and health equity projects along with
general operating.

The California Endowment "Grants."
The California Endowment,
https://www.calendow.org/grants/
Granting Agency: The California Wellness Foundation
Community Wellbeing
Grants
Supports civic engagement efforts that
focus on the creation and improvement of
parks. Letters of Intent are currently not
accepted due to the number of
submissions, though the city should
follow this grant opportunity in the next
few years.

The California Wellness
Foundation. "Community
Wellbeing Grants." Community
Wellbeing,
https://www.calwellness.org/mone
y/what-we-fund/community-wellbeing/
Grant Technical Assistance Programs
Smaller cities and departments sometimes struggle with applying and securing new grants for park development. Grant writers and development specialists can be expensive. RPOSD has a technical assistance program specifically developed for nonprofit organizations and cities looking to develop open spaces in low-income areas and areas of high need in terms of parks. Technical support could include developing successful grant applications, partnership building support, and organizational capacity City of Paramount Parks and Recreation Master Plan | 111 building. The RMC has a similar technical assistance program that is meant to support agencies in vulnerable communities as they apply for an RMC park development grant.

Private Philanthropic and Foundation Awards
In the past, the City of Paramount has demonstrated success in networking to obtain funding from private foundations and philanthropic groups (i.e., The Target Futsal court at Ralph C. Dills Park). Los Angeles County is home to numerous private philanthropic foundations that fund projects that support park and health equity outcomes in vulnerable communities. Several foundations allow application submissions by invitation only, which would require the City of Paramount to devote initial research and resources into fostering relationships with potential funders. Creating a nonprofit park foundation in Paramount could support the city in developing these partnerships to increase funding for capital projects.

Donations
Soliciting the donation of labor, land, or cash by local businesses, service agencies, private groups, or individuals is a popular way to raise small amounts of money for specific projects.

Potential Operations and Maintenance Funding
The City will also need to increase funding for operations and maintenance. Frankly, the best options for Paramount may involve increasing the percentage of dollars that come primarily from the General Fund, such as through the City Utility Tax and Sales Tax. A few other options are noted below.

Assessment District
An assessment district is a mechanism that allows cities to assess housing units or land parcels to maintain and improve street lighting, landscaping, and parks that provide a special benefit to designated areas.

Assessment districts help each property owner pay a fair share of the costs of such maintenance services and improvements over a period of years at reasonable interest rates.

This ensures that the cost will be spread to all properties that receive direct and special benefit.

Establishment of a new district or revision to an existing district requires a majority vote of the property owners, which is frequently difficult to obtain in older, lower income communities. Landscape and Lighting Assessment Districts (LLADs) and Landscape Maintenance Districts (LMDs) are used by California cities to fund park capital improvements and operations.

Expanded Program and Facility User Fees
Paramount’s budget reveals that the COVID-19 Pandemic severely impacted recreational user fee revenue.

Since the pandemic began recreational user fees have remained the same. The City should review its program and reservation user fees and consider whether increasing them is an option.

Increased or Extended V oter-Approved Taxing Mechanism (Operational Levies) The City relies on several taxing mechanisms to support its General Fund. It’s critical to ensure the City has voter approval to renew these resources when they expire. Cities can levy additional taxes (primarily sales taxes) to fund operations and can choose to target these requests to specific areas or programs. As with other special taxes in California, a supermajority (2/3rds of voters) is required to pass the measure. The high standard of approval has limited this method to only the most popular of purposes.

Partnerships
A variety of partnerships can be explored as effective ways to leverage resources. A few are noted here.

City of Paramount Parks and Recreation Master Plan | 112 • Public–Private Partnerships. Some partnerships have strong potential for operating parks and recreation facilities and services. Many cities have partnered with non-profit organizations, such as the YMCA or Boys and Girls Clubs, to operate facilities on city-owned land. • Public-Nonprofit Partnerships. Several local nonprofits have programs that focus on bringing outdoor education and experiential opportunities to communities of color, whose children often do not have access to hiking, camping, and beachgoing opportunities. Partnerships with organizations like Community Nature Connection and Nature for All could assist Paramount in providing experiential outdoor recreational opportunities for youth and bring new programming to Paramount.
• Local Conservation Corps: The Conservation Corps of Long Beach and the Los Angeles Conservation Corps operate near the City of Paramount. These agencies often provide additional support to cities by operating and maintaining open spaces and trails while also providing workforce development opportunities to youth. The city could serve as a partner with the conservation corps by developing grant opportunities to support the maintenance and operations of Paramount parks.

Sponsorships
The City may solicit sponsors who are willing to pay for advertising, signage, facility naming rights, etc., generating funds to support operations. In addition, sponsors are often sought to support a particular event or program, such as a concert or movie series.

C oncessions or Permitting Fees
Food, beverage and merchandise vendors or concessionaires that operate food trucks, coffee kiosks, equipment rentals (such as bicycles or games) or provide other revenue-generating facilities or services in parks can also generate excess revenues to support the park system. The City can establish contracts with vendors and concessionaires for these services. In some cases, cities may charge fees to obtain permits for photographers, food trucks, sports instructors, etc. to operate in parks.

Grants, Foundations, Donations
Several organizations offer grants, funding, or donations for general operations and programs. In recent years, many have shifted their attention towards providing funding for programs and agencies looking to advancing learning outcomes in youth, health equity in vulnerable communities, and achieving racial justice. Some funding opportunities are tailored specifically for programs that serve demographic groups, such as AARP grants for seniors. The city should familiarize themselves with these funding trends and strategize on how to adapt park and recreation operations and programming around them. Similar to capital project grants, expect that some agencies will require matching funds.

Land Acquisition Mechanisms
While funding sources are needed for land purchase, the City of Paramount may consider a variety of land acquisition mechanisms to add parkland. A few are noted below.

Fee S imple Acquisition
A fee simple purchase transfers full ownership of the property, including the underlying title, to another party.

Easement
An easement is a partial interest in real property. Easements are especially applicable in situations where the landowner is not interested in selling their land but is willing to place an easement on the property to City of Paramount Parks and Recreation Master Plan | 113 dedicate the land for a specific purpose, in this case typically for park, recreation, conservation area, or trail. The terms of an easement agreement are negotiated between the private landowner and the public agency to tailor the easement to the needs of each party. Easements may be acquired by direct purchase or by donation. In park systems, easements are most typically seen for trail connections or for conservation purposes. Easements may be suitable for planned trail corridors where outright property acquisition is not desirable or feasible.

Long Term Leases
A lease is a legal agreement granting the use of a property in exchange for payment for a specified length of time. For parks and recreation purposes, the payment may be nominal (e.g., $1 per year) and the term is often long (such as 99 years). The city could partner with existing landowners to lease property and provide public open space opportunities. New opportunities for leasing property should be researched, while existing leasing opportunities such as Salud Park should be reviewed and renegotiated if possible.

Real Property Donations
A willing property owner may give real property or grant an easement as a donation to a public agency or a non-profit organization. In some cases, a property owner may agree to sell the property at less than fair market value. The property owner is paid for part of the value of the property and donates the remaining value, receiving tax benefits for the donation.

Life Estate
In some cases, a property owner may donate or sell real property to a public agency but retain a life estate, through which they retain the right to use the property for the duration of their life.

Land Trusts or Open S pace C onservancies
A land trust is an agreement through which one party (the trustee) agrees to hold ownership of a piece of property for the benefit of another party (the beneficiary). Community land trusts are a helpful partner for cities looking to acquire and develop new land for parks. These agencies can assist in navigating the acquisition negotiations, support design, and provide project management support during construction.

These agencies will hold the land for the city to eventually acquire the property. Several land trusts organizations operate in the Los Angeles Region, such as the Los Angeles Neighborhood Land Trust, the Trust for Public Land, Northeast Trees, and The Nature Conservancy.

LA C ounty’s C hapter 8 Tax Default Program
The County of Los Angeles’s Treasurer and Tax Collector’s Office Chapter 8 Agreement Sale program is designed for nonprofits and public agencies to acquire tax-defaulted land. The acquired land can then be used for the creation of new parks and open space projects. At the start of each year the Treasurer and Tax Collector’s office send public agencies a list of updated properties. Following this process could serve as an affordable strategy for acquiring land and meeting the park development goals of the master plan.

City of Paramount Parks and Recreation Master Plan | 114 Partnership Protocols
Existing and new partnerships are going to be a critical part of expanding Paramount’s recreation opportunities. However, the City does not have the staff or other resources to pursue every possible partnership idea, many of which do not include the sustainable operational funding that is needed for longterm success. Developing an evaluation process can provide clarity about the value of a project to achieving Master Plan goals. Before entering a partnership agreement, the City should evaluate prospective partners or project advocates on whether a collaboration:
• Enhances existing parks and facilities through new play opportunities. • Enhances access to parks and facilities by implementing universal design, ADA improvements, or other park features that increase access.
• Sustains park assets through routine maintenance or replacement/renovation of existing amenities, facilities, and landscaping.
• Provides inclusive or equitable events and activities. • Enhances key recreational events.
• Provides year-round recreation opportunities.
• Enhances pedestrian and bike connectivity.

Demonstrating the ways in which projects help achieve desired outcomes for the city will give city staff the basic information to evaluate projects moving forward. It also makes the rationale for pursuing a project (or not) clear to community members proposing an idea.

City of Paramount Parks and Recreation Master Plan | 115 Appendices
Appendix A. City of Paramount Parks and Facilities Inventory Appendix B. Recreation Program Summary
Appendix C. Engagement Summary
CITY OF PARAMOUNT PARKS AND RECREATION MASTER PLAN | A-1 Appendix A. City of Paramount Parks and
Facilities Inventory
This appendix includes the City of Paramount parkland inventory and major facility inventory, including details on features and amenities contained within the sites.

Parkland Inventory
The parkland inventory contains information on city parkland, school joint-use sites, and trail corridors within Paramount. As shown in Table A-1, there are 17 park sites totaling

60.5 acres of city-owned parkland. These sites have been classified into groupings based on size, function, and use, as follows:
• Pocket Parks
• Neighborhood Parks
• Community Parks
• Special Use Sites
More detailed information on parkland categories and classifications can be found in Chapter 3: State of the System. As shown in Table A-1, each site has a variety of documented features and amenities, grouped as:
• Athletics / Sports Features
• Outdoor Recreation Features
• Major Features
• Trails and Natural Features
• Comfort Amenities
• Other
Total feature counts influence level of service calculations and future development planning for city facilities/features.

Major Facilities Inventory
Table A-2 depicts major facilities, which are a type of recreation facility that typically requires greater investment, maintenance, staffing and operations. Paramount has 8 major facilities ranging from community centers to aquatic sites to a gymnasium. One of these facilities is a standalone community center; the rest are housed within park sites.

Table A-2 also documents the major (interior) features of these facilities.

CITY OF PARAMOUNT PARKS AND RECREATION MASTER PLAN | A-2 TABLE A-1. CITY OF PARAMOUNT PARKLAND INVENTORY

FEATURES & AMENITIES

ATHLETICS / SPORTS OUTDOOR

RECREATION MAJOR FEATURES

TRAILS AND

NATURAL

FEATURES

COMFORT AMENITIES OTHER

Basketball Court (Half)Basketball Court (Full)Futsal Court/PadSoftball/Baseball FieldSoccer & Multi-Purpose Field Volleyball CourtFitness Zone Playground
Skate Park
Community Garden / OrchardAmphitheatre (outdoors)Community CenterGymnasiumWater Spray ParkSwimming PoolStream / PondMulti-Use TrailNature TrailWalking / Jogging PathBarbecue GrillsPicnic AreaPicnic Area - ShelteredBenchesDrinking FountainsParking Lot - adequate Parking Lot - inadequate RestroomsSafety FeaturesSignageTrash ReceptaclesLittle LibraryPublic ArtStorage / Equipment Buildings

CITY PARKLAND
Site Name
PRMP
Classification Acreage Notes
Paramount
Boulevard /
Howard Hall
Pocket Park 0.67 x x x City-leased space from
private owner.

Somerset Blvd /
Colorado Ave Pocket Park 0.34 x x x City-leased space from private owner.

Wilbarn Pocket Park 0.04 x x City-leased space from
private owner.

Garfield Park Neighborhood
Park 0.80 1 x x x x x
Meadows Park Neighborhood
Park 0.65 1 x® x x x x
Pequeno Park Neighborhood
Park 0.11 1* x x x
Village Skate
Park
Neighborhood
Park 1.51 1* 1* 1* x x x x
Spane Park Neighborhood
Park 4.20 2* 1*® 1 1* 1* 1 x x x x x x x x Acreage includes Spane Park Learning Center.

All-American
Park
Neighborhood
Park 6.80 2 1*® 1 1 1* x x x® x x x x x x x x
Paramount Park Community
Park 13.70 1* 2*® 2*® 2 1 3 1* 1*® 1* 1* x x® x x x x x x x Acreage includes the
Community Center, Gym, and
Pool.

Progress Park Community
Park 9.63 2* 2*® 1 2 1 2* 1* x x x® x x x x x x x
Acreage includes Mariposa
Center and Progress Plaza
West Community Center.

Ralph C. Dills
Park
Community
Park 11.76 1* 2 2 1* 1* x x x x x
LA River Trail access. Site has
development limitations due
to grant requirements.

Salud Park Community
Park 9.17 1 1 2 2* x x x x x City-leased space from Southern CA Edison (30 yrs.).

Carosmith Park Special Use
Site 0.01 1 x
Orange Splash
Pad (Park)
Special Use
Site 0.27 1*® x* x x x x x x
Paramount
Community
Garden
Special Use
Site 0.63 1®
Clearwater
Building
Special Use
Site 0.18 1* Indoor standalone community
center with rentable space.

Subtotals 60.46 4 4 4 4 5 1 9 13 1 2 1 5 1 1 1 1 0 1 8
CITY OF PARAMOUNT PARKS AND RECREATION MASTER PLAN | A-3

FEATURES & AMENITIES

ATHLETICS / SPORTS OUTDOOR

RECREATION MAJOR FEATURES

TRAILS AND

NATURAL

FEATURES

COMFORT AMENITIES OTHER

SCHOOL JOINT-USE SITES
Site Name
PRMP
Classification Acreage1 Notes
Alondra Middle
School
School JointUse Site 8.60 1* 1 1 x x After school access to track and field, gym, and field.

Hollydale
Elementary
School
School JointUse Site 0.60 1 x x
School is not located within
City limits, but Paramount has
a joint-use agreement.

Leona Jackson
Middle School
School JointUse Site 1.20 1 x x After school access to to track and field.

Paramount High
School
School JointUse Site 15.00 1 1 x x
After school access to track
and field, gym, field, ballfields,
and Delores Stephens
Library.

Paramount High
School West
School JointUse Site 8.30 1 x x After school access to ballfield, gym, and auditorium.

Theodore
Roosevelt
Elementary
School
School JointUse Site 4.20 2* 1 x x After school access to field area.

Zamboni Middle
School
School JointUse Site 0.30 1 ` x x After school access to gym.

Subtotals 0 2 0 0 2 0 0 0 0 0 0 0 6 0 0 0 0 0 3

TRAIL CORRIDORS
Site Name
Proposed
Classification Acreage2 Notes
Bellflower MultiUse Trail Trail Corridor 0.64 1* 0.22 linear miles within Paramount.

CITY OF PARAMOUNT PARKS AND RECREATION MASTER PLAN | A-4

FEATURES & AMENITIES

ATHLETICS / SPORTS OUTDOOR

RECREATION MAJOR FEATURES

TRAILS AND

NATURAL

FEATURES

COMFORT AMENITIES OTHER

Subtotals 4.90 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 2 0 0

Totals 65.36 4 6 4 4 7 1 9 13 1 2 1 5 21 1 1 1 2 1 11 x x x x x x x x x x x x x x

Legend
*: Amenity is lighted
®: Amenity is reservable
Notes

1. Acreage of school joint-use sites only pertains to the joint-use areas (not the entire school site).

2. Acreage of trails is based on a 18 foot width.

CITY OF PARAMOUNT PARKS AND RECREATION MASTER PLAN | A-5 TABLE A-2. CITY OF PARAMOUNT MAJOR FACILITIES INVENTORY

MAJOR
FEATURES Auditorium (indoors) Warming Kitchen Multipurpose Room

MAJOR FACILITIES
Site Name
PRMP
Classification Notes
Clearwater Building Major Facility 1*® 1*® 1*® Indoor standalone community center with rentable space.

Mariposa Center Major Facility 1*® Indoor community center with rentable space and daycare program. Located in Progress Park.

Paramount Park
Community Center Major Facility 1*® 1*® 1*®
Paramount Park Gym Major Facility
Paramount Park
Outdoor Pool Major Facility Outdoor pool attached to Paramount Park Gym. Limited seating/tables. Open summer only.

Progress Plaza West
Community Center Major Facility 1*® 1*® 1*® Indoor community center with rentable space. Located within Progress Park.

Orange Splash Pad Major Facility
Spane Park Learning
Center Major Facility 1* Located within Spane Park.

Totals 3 3 5
Legend
*: Amenity is lighted
®: Amenity is reservable
CITY OF PARAMOUNT PARKS AND RECREATION MASTER PLAN | B-1 Appendix B. Recreation Programs Summary
This appendix provides a summary of programmatic offerings by the Paramount Community Services Department. In addition to providing parks, facilities, and administrative functions, the City of Paramount offers several types of events and recreation programs for the community. These are sometimes co-hosted or supported by external community-based organizations or in conjunction with other City departments. It is important that parks and facilities are well designed, maintained, and managed to continue to support community events and programs.

The below program categories are operated or managed by the Paramount Community Services Department. Programs may evolve over time, pending interest, staffing, partners, and funding/resources.
• Adaptive Recreation covers a range of recreational opportunities for individuals of all abilities, including excursions, arts and crafts, and social events throughout the year. Examples of programs include the Lego Build Night, Magician Night, Summer Luau, Reptile Show Night, Excursion to Knotts Berry Farm, Loteria & Board Game Night, and many more.
• Paramount Arts in the Community provides creative and expressive art activities to support the intellectual, emotional, and creative life of the Paramount Community.; Latina Art Foundation Art Show; Comedy at the Plaza; ArtWalk art showcase; a Rotating Art Program; Paramount Paints public mural program; Outdoor Art Museum public art tour; and many more.
• Instructional Classes offer recreation activities ranging from the Arts Scholarship; to the Paramount Education Partnership (PEP) Learning Center that hosts homework help, adult aerobics, adult English-as-a-second language (ESL) classes, and parenting workshops.
• Senior Services include classes such as chair exercise, sewing, movies, and more; services such as the Veteran Peer Access Network, the Commodity Supplemental Food Program, home-delivered meals, on-site daily meals transportation, and excursions; and exercise groups such as the Paramount Road Runners.
• Sports including Youth Sports leagues for basketball, volleyball, t-ball, soccer, cheer, and ball hockey.

CITY OF PARAMOUNT PARKS AND RECREATION MASTER PLAN | B-2 • Star Program is an afterschool program operated by the City of Paramount at all PUSD elementary and middle school sites. The Success Through Academics and Recreation (STAR) program aims to provide additional support and engagement for young people outside of school hours.
• Aquatics are operated by Premier Aquatics and provide classes/programming for all ages.
• Paramount Teen Leadership Alliance (PTLA) is a volunteer program that connects local teens to community events and programming. The program is open to all PUSD students or Paramount residents in grades 6th through 12th. • 1660 Adult Recreation Program focuses on Paramount residents aged 16 to 60 to engage with their community, have fun, and stay active. Programs include yoga in the park, high-intensity training classes, adult sports, excursions, and other activities. This also includes classes such as Folklorico for various ages. • Community Events target the wider Paramount community with large-scale events such as Friday Night Paramount featuring musical entertainment, a variety of food items, artisans, and art exhibits; seasonal events and special events, such as the Summer Concerts series.

CITY OF PARAMOUNT PARKS AND RECREATION MASTER PLAN | C-1 Appendix C. Engagement Summary
This appendix chronicles the engagement findings from a series of outreach activities conducted for the Paramount Parks and Recreation Master Plan. Starting in February 2023, the project team initiated a variety of public engagement activities including stakeholder interviews and focus groups to hear from key active community members about their experience with Paramount Parks. The team also joined community events to solicit feedback from residents on how they use parks and what types of potential features they would like to see. Finally, the project team distributed physical and online surveys – in English and in Spanish - to provide residents an easily accessible opportunity to share their thoughts and gather resident feedback for the Parks and Recreation Master Plan.

Stakeholder Interviews and Focus Groups
In the early stage of the master planning process, a series of in-person and virtual stakeholder interviews and small focus groups were conducted with targeted individuals and groups for input on specific topics, such as special needs programming, youth sports, public safety, adult recreation, and partnership opportunities. Findings from these interviews and focus groups have been captured in this summary.

Pop-Up Events
Pop-ups are short term events that are held at locations or events where people already gather.

Because pop-ups meet people where they are on their regular schedule, they usually will draw a good cross-section of typical users. They also provide short interactions with participants where they can receive information, provide comments, and sign-up for project updates. Popups can be timed and located to reach specific communities and target audiences. These activities are designed to be interactive and provide various ways to share input and learn more about the master plan update process.

The Paramount Parks and Recreation Master Plan Project Team hosted a pop-up event at the Paramount’s Annual Easter Egg Hunt on Saturday, April 1st, 2023, from 10:00 A.M. to 1:00 P.M.

The goal of the pop-up events was
CITY OF PARAMOUNT PARKS AND RECREATION MASTER PLAN | C-2 to promote the Parks and Recreation Master Plan and solicit feedback from participants on potential park and recreation elements. These pop-ups also provided an important opportunity to bring awareness and visibility of the Parks and Recreation Master Plan to the broader community.

As part of the pop-up events, participants were handed informational fact sheets and stickers to use on dot-voting posters. Participants were also encouraged to scan a QR code on the informational sheet and board, which would direct them to the digital survey for the project.

Printed surveys were also distributed and filled out by participants.

FIGURE C-1. THE CROWD AT THE CITY’S ANNUAL EASTER EGG HUNT ON SATURDAY, APRIL 1, 2023.

FIGURE C-2. FRIDAY NIGHT PARAMOUNT ATTENDEES VIEW THE DISPLAY BOARDS ON FRIDAY, MAY 5, 2023.

CITY OF PARAMOUNT PARKS AND RECREATION MASTER PLAN | C-3 Coloring Station
A coloring station was provided at both pop-up events. Children were asked to color or write about what their favorite park would look like in the future. This provided the project team with insight from youth, as well as encouraged more families to submit their thoughts and perspectives on the park system.

FIGURE C-3. CHILDREN ILLUSTRATE THEIR IDEAL PARK
Interactive Display Boards
Four posters were displayed at the pop-up events: (1) a general context poster for the Master Plan; (2) a voting exercise poster where residents select their favorite Paramount Park; (3) a board that allowed residents to vote on their three favorite options for potential park and recreation elements; and (4) a board to include additional ideas or comments on how to improve parks and recreation in Paramount. Participants who visited the pop-up event were provided four dot stickers and instructed to place one sticker on the board asking for their preferred Paramount Park, and three stickers on the board that displayed potential park and recreation features.

CITY OF PARAMOUNT PARKS AND RECREATION MASTER PLAN | C-4 FIGURE C-4. DOT-VOTING ON THE DISPLAY BOARDS INVOLVED ALL AGES FIGURE C-5. PROJECT INTRODUCTORY BOARD
CITY OF PARAMOUNT PARKS AND RECREATION MASTER PLAN | C-5 FIGURE C-6. BOARD 1: WHICH IS YOUR FAVORITE PARAMOUNT PARK? Participants were given one dot sticker and were asked to place it in their favorite park in Paramount, with a map provided for reference. The results are shown in Table C-1.

TABLE C-1. FAVORITE PARKS IN PARAMOUNT (COMPILED FROM BOTH POP-UP EVENTS) Favorite Parks Easter Egg
Hunt
Friday Night
Paramount Total
Progress Park 47 Dots 30 Dots 77 Dots
Paramount Park 23 Dots 31 Dots 54 Dots
Orange Splash Pad 33 Dots 11 Dots 44 Dots
Spane Park 14 Dots 29 Dots 43 Dots
Salud Park 6 Dots 18 Dots 24 Dots
All American Park 10 Dots 6 Dots 16 Dots
Village Skate Park 3 Dots 7 Dots 10 Dots
Dills Park 3 Dots 5 Dots 8 Dots
Carosmith Park 0 Dots 2 Dots 2 Dots
Meadows Park 0 Dots 2 Dots 2 Dots
Garfield Park 0 Dots 1 Dot 1 Dot
Pequeño Park 0 Dots 0 Dots 0 Dots
CITY OF PARAMOUNT PARKS AND RECREATION MASTER PLAN | C-6 FIGURE C-7. BOARD 2: FAVORITE PARK ELEMENTS
TABLE C-2. FAVORITE PARK ELEMENTS (COMPILED FROM BOTH POP-UP EVENTS) Favorite Potential Park
Elements
Easter Egg
Hunt
Friday Night
Paramount Total
Challenge Elements 69 Dots 71 Dots 140 Dots
Dog Parks 70 Dots 57 Dots 127 Dots
Sports Field Varieties 51 Dots 60 Dots 111 Dots
Indoor Recreation Space 37 Dots 49 Dots 86 Dots
Large Group Gathering Spaces 42 Dots 44 Dots 86 Dots
Public Art 43 Dots 31 Dots 74 Dots
Community Gardens 34 Dots 33 Dots 67 Dots
Natural Areas 34 Dots 30 Dots 64 Dots
Sports Court Variety 14 Dots 34 Dots 48 Dots
“I Don’t Think Anything Is Missing” 0 Dots 0 Dots 0 Dots CITY OF PARAMOUNT PARKS AND RECREATION MASTER PLAN | C-7 FIGURE C-8. BOARD 3: ADDITIONAL PARK FEATURES, AMENITIES, AND PROGRAMS TABLE C-3. ADDITIONAL FEATURES, AMENITIES, OR PROGRAMS (COMPILED FROM BOTH PO-UP EVENTS) Comments Park
Facilities Programs Events Safety/ Maintenance
Paramount Park playground not kidfriendly 
Use/rent field but can’t because no more
than 75% 
Futsal courts not open 
No girls soccer/limited playing fields 
A lot of weed smoking 
Expand Salud Park down south 
More police patrol to address fights 
Lagoon 
CITY OF PARAMOUNT PARKS AND RECREATION MASTER PLAN | C-8 Salud Park – keep lights on later 
Dog park at Paramount Park 
Benches and seating at Salud Park 
Use dead zones/eye sore properties,
underutilized sites for new parks 
Do not knock out existing parks for new
facilities 
More supplies in bathrooms 
Add/extend Salud Park further South 
Zumba/aerobics/water aerobics classes 
Dog Park 
Remove rocks at Dills Park 
Dog feces on street (Passage Avenue) 
Dog owner education 
More parking for schools 
Vacant land near Ice Land – put dog park 
Dills Park add turf field 
Use dead zones/eye sore properties,
underutilized sites for new parks 
Add new parks in Southern end of City 
Art elements for kids 
Movie nights 
Basketball court in Salud Park 
Water activities/elements, streams 
Rocks removed at Dills Park. No room to
play 
Provide recreation opportunities for special
needs families. Events/Play Time
Food festival 
Special needs facilities 
More afterschool programs 
More recreational programs 
Parks remain as clean as they are today 
Basketball courts where exercise stations
are at Paramount Park 
Updated play areas for toddlers 
More play areas 
More play equipment 
Power wash the slides 
Hand wash areas outside bathrooms 
Solar powered lights in playgrounds during
days it get dark early 
More soccer fields
Three-foot wading pool 
Interactive science-themed park areas 
CITY OF PARAMOUNT PARKS AND RECREATION MASTER PLAN | C-9 Upgrade Dills playgrounds 
Safe and secure areas 
Open green space 
Concert areas  
More outdoor activities 
Cars drive fast through Georgia – do not
stop 
More security presence at Progress Park 
Gathering space Oklahoma – rock climbing 
More safety in parks due to homeless
presence

Robot 
Salud Park is popular with adults, but
needs restroom  
Provide special needs activities and
facilities  
Playgrounds for toddlers or more activities 
Food vendors at parks  
Greater security presence at all parks 
Park
Facilities Programs Events Safety/ Maintenance
Total Comments per Topic Area 37 6 4 16
CITY OF PARAMOUNT PARKS AND RECREATION MASTER PLAN | C-10 Parks and Recreation Survey
Process
The project team began by creating a survey that could be easily accessed online and in person, in English and in Spanish. The survey, hosted on online platform Alchemer, was available from April 01 to August 25, 2023. All questions were optional.

To best understand park users’ priorities, the survey covered the following main topics:
• Park Qualities/Features
• Access Constraints
• Programming and Sports
• Prioritization of Projects/Improvements
• Park User Demographics
To promote the survey, social media graphics were prepared and shared by the City of Paramount through their various online and social media channels. The graphics included a link as well as a QR code for residents to easily access the Alchemer survey. To engage more residents in-person, paper surveys were provided to the public during pop-up activities at key City events. These events – the Easter Egg Hunt and Friday Night Paramount – are some of the City’s most popular, well-attended events, and received a significant number of visitors, residents, and families. To allow for engagement of all age groups, the team also provided youth drawing activities. This activity not only provided useful information from the youth perspective but allowed parents and caregivers to simultaneously fill surveys.

Outcomes
A total of 270 surveys were submitted, consisting of 42 paper surveys and 228 online surveys.

All online questions were optional, resulting in 163 complete surveys and 65 partially complete surveys. This summary reflects all 270 surveys, regardless of completeness. The results of the survey are from a self-selecting (non-random) sample. Therefore, responses reflect the population of Paramount who voluntarily chose to contribute their input.

CITY OF PARAMOUNT PARKS AND RECREATION MASTER PLAN | C-11 FIGURE C-9. CITY OF PARAMOUNT DIGITAL SURVEY IN ENGLISH AND SPANISH CITY OF PARAMOUNT PARKS AND RECREATION MASTER PLAN | C-12 Community Priorities
Survey responses provided insight into some of the community’s priorities for Lakewood parks and recreation. This section analyzes demographic data with survey responses to understand how different park visitors use the park and what they find important for improving Paramount’s park system.

Safety: Many respondents said safety is the main reason they do not visit Paramount Parks.

Concerns around safety are not limited to one age group but appear across all age ranges. Of those who mentioned safety concerns, forty respondents indicated having children under the age of 18 in their household, which may also contribute to a heightened awareness of safety concerns. Issues of safety vary among respondents. Some issues are infrastructure-related, such as a need for improved or new lighting at parks, or a desire for fencing around the playgrounds. Other issues are socially focused, such as the presence of marijuana smokers, unhoused people, and gang members. These were identified as top deterrents for visiting Paramount parks.

Transportation: Transportation was mentioned as a main barrier to accessing parks. A few respondents mentioned that parks are too far away from where they live. Those who mentioned transportation as an issue are mostly in Area 4, in the southwest section of Paramount. Survey results show that adults ages 25-34, the largest group of respondents, find transportation an issue to access.

Adult Recreation: Although most adults listed taking their children to play as the main reason for visiting Paramount parks, the survey reveals that respondents also prioritized adult needs, such as individual exercise opportunities and group sports. A large percentage of respondents prioritized a dog park as one of the main priorities for the city to develop. Older adults and seniors (age 55-65+) indicated the need for more natural areas, such as native plantings, pollinator patches, and nature walks. More recreational programs also stood out as something older adults and seniors prioritize.

Family Priorities: Families with children under 18 shared a mix of priorities. Routine maintenance of existing parks was top of mind, though some expressed interest in the development of new parks. Area 1, in the northwest portion of the city, was the most referenced when respondents were asked if the city should prioritize the purchase of land for new parks. Families who responded to the survey also expressed interest in more recreational events, activities, and programs. Adults also expressed equal interest in more adult sports and for children and youth.

CITY OF PARAMOUNT PARKS AND RECREATION MASTER PLAN | C-13 Key Survey Topics
Below are key findings based on the main topics of the survey. The responses for survey topics reflect findings and observations that are supported by graphs and tables. When reviewing the results, note that some questions allowed participants to select two or more answer choices, resulting in total counts greater than the number of respondents and total percentages greater than 100%.

Park Qualities/Features:

Overall visitors to Paramount Parks highly value parks and recreation. Respondents find parks clean, maintained, and enjoyable spaces for recreation. Parks are regularly used, and families with children make up a large portion of park visitors. Daily or regular use of park amenities means that the city should develop a plan to inspect and replace worn amenities on a regular basis. Various respondents mentioned that the playgrounds are outdated and in need of replacement. There is also a desire among respondents for more recreational features and programming for adults.

When asked about how important parks and recreation area to Paramount’s quality of life, (86%) of respondents believe parks and recreation are very important to the city’s quality of life, (11%) said important, (2%) were neutral, (1%) responded not especially important. The data shows that most respondents agreed that parks are very important to the City’s quality of life.

FIGURE C-10. SURVEY RESPONSES INDICATING THE IMPORTANCE OF PARKS Respondents also shared how frequently have any of their family members visited Paramount Parks or City Community Centers (Rental Spaces or instructional classes) In the past year. 1%
2%
11%
86%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Not Especially Important
Neutral
Important
Very Important
How Important are Parks And Recreation to The City's Quality of Life? CITY OF PARAMOUNT PARKS AND RECREATION MASTER PLAN | C-14 (32%) said daily or almost daily, (33%) answered at least once per week, (15%) said a few times per month, (6%) every two or three months, (13%) said a few times per year, and (2%) percent said they don’t visit city parks or facilities.

FIGURE C-11. SURVEY RESPONSES INDICATING FREQUENCY OF PARK VISITS When asked, “Select the top two reasons your family members visit a park,” the top options included taking their children to play (41%), individual exercise (33%), organized community events, music shows, cultural events (27%). (23%) of respondents attend parks for group sports, (18%) to get exposure to nature, (16%) to take pets to play, (11%) go for the swimming pool and play at the spray ground, (10%) percent go to gather with friends and family, and (4%) to visit community centers for indoor programs and activities. (.1%) said they go to Paramount Parks to cool off.

Five respondents said they attend Paramount Parks for “other” reasons. These other reasons included:
• Using the handball courts to play handball (2 respondent) • PHIT Classes (1 respondent)
• One “other” respondent mentioned they avoid parks if gangs are present.

Some takeaways from responses include:
• Children and families are prominent users of Paramount Park. (70%) of respondents stated that they had children under 18 in their households. • Exercise activities and options are also important to Paramount residents. • Events organized at parks are well loved and attended by Paramount residents. n = 5
n = 29
n = 13
n = 33
n = 76
n = 72
0% 5% 10% 15% 20% 25% 30% 35%
We Don't Visit City Parks or Facilities
A Few Times Per Year
Every Two to Three Months
A Few Times Per Month
About Once Per Week
Daily or Almost Daily
How Frequently Have Any of Your Family Members Visited Paramount Parks or City Community Centers in the Past Year? (choose one) CITY OF PARAMOUNT PARKS AND RECREATION MASTER PLAN | C-15 FIGURE C-12. SURVEY RESPONSES INDICATING REASONS TO VISIT A PARK Respondents were also asked to select their favorite park in Paramount. Survey results showed that Progress and Paramount Parks were favorites among respondents. These two are likely favorites due to the opportunities offered for children to play and adults to exercise, the community events and organized sports they host.

FIGURE C-13. SURVEY RESPONSES INDICATING FAVORITE PARKS IN PARAMOUNT n = 2
n = 5
n = 8
n = 12
n = 21
n = 24
n = 34
n = 37
n = 49
n = 58
n = 70
n = 87
0% 5% 10% 15% 20% 25% 30% 35% 40% 45%
To Cool Off
Other
To Visit Community Centers for Indoor Programs and…
For Personal Time (Reading, leisure, plants, wildlife, fresh… For Gathering with Friends and Family
To Go Swimming/Play at the Spray Ground
To Take My Pets to Play
To Get Exposure to Nature
For Group Sports (Playing or Watching)
For Organized Community Events, Music Shows, Cultural…
For Individual Exercise
To Take Children to Play
Select the Top Two Reasons Your Family Members Visit a Park n = 2
n = 3
n = 6
n = 9
n = 9
n = 9
n = 51
n = 58
0 10 20 30 40 50 60 70
Other (Outside of Paramount)
Dills Park
I Do Not Have a Favorite Park
Salud Park
Spane Park
All-American Park
Paramount Park
Progress Park
What is Your Favorite Park in Paramount?
CITY OF PARAMOUNT PARKS AND RECREATION MASTER PLAN | C-16 Participants responses provided some insight into what features they prioritize. These included:
• Many participants visit parks to give their children an opportunity to play outside. • Exercise opportunities are a major reason why participants visit parks.

In terms of park qualities most important to park users, four answers stood out. Comfortability was ranked the highest park quality, followed by natural landscaping, the variety of amenities offered, and the sports opportunities. These findings offer a glimpse into what park visitors look for when attending Paramount parks. In a built-out city Paramount parks offer a natural respite for Paramount residents and visitors. Many appreciate the sports programs, and the existing amenities at Paramount parks.

FIGURE C-14. SURVEY RESPONSES INDICATING IMPORTANT PARK QUALITIES Access/Constraints:

Safety at Paramount parks was top of mind for respondents. Although many respondents feel comfortable at parks, certain respondents do not feel safe at parks. Reasons for this include the presence of homeless encampments at certain parks, the presence of youth who are drinking and smoking, and the lack of illuminated paths at parks. Many see these issues as the main deterrent for visiting parks and attending programming opportunities.

Other constraints include the absence of certain amenities that are highly desired by respondents. These include dog parks, natural areas, and special or unique play features for their children. Oftentimes, respondents will visit parks in other cities to utilize features or attend programming not offered by the City of Paramount. Although there are various constraints that impede the ability for respondents to visit Paramount Parks, many said that their neighborhoods do have access to quality parks and recreation opportunities. n = 1
n = 22
n = 57
n = 60
n = 98
n = 108
n = 120
n = 123
n = 151
0% 10% 20% 30% 40% 50% 60% 70% 80%
None
Other
Local & Unique
Nearby or Conveniently Accessible
Active Settings
Serene Setting
Variety of Amenities
Natural Landscaping
Comfort
Which Park Qualities are Most Important to You? (choose all that apply) CITY OF PARAMOUNT PARKS AND RECREATION MASTER PLAN | C-17 Survey respondents were asked what features or programs are missing from Paramount Parks.

Participants were asked to check all topics that applied. Results found that dog parks scored the highest (38%), followed by natural areas (35%), special or unique play features (35%), Some takeaways include:
• Participants are interested in the construction of a dog park at Paramount parks. • There is a high interest in the development of natural areas. This statement is reinforced by the high number of participants who consider natural landscaping an important park quality.
• Unique play features attract families to Paramount Parks. Discussion with respondents found that participants are looking for refurbishment of existing play features or the inclusion of new and interesting play areas.

FIGURE C-15. SURVEY RESPONSES INDICATING DESIRED FACILITIES AND FEATURES IN PARAMOUNT PARKS Respondents also shared reasons that limit their family’s ability to visit Paramount Parks. Some key takeaways included:
• While a portion of respondents said there are no barriers to access, many shared they feel unsafe at parks.
• Many responded that Paramount parks lack interesting activities that would encourage participation.
n = 31
n = 10
n = 28
n = 39
n = 39
n = 45
n = 50
n = 61
n = 63
n = 69
n = 68
n = 75
0% 5% 10% 15% 20% 25% 30% 35% 40%
Other
I Don't Think Anything Is Missing
Sport Field Variety
Sports Court Variety
Art
Indoor Recreational Spaces
Large Group Gathering Spaces
Challenge Elements
Community Gardens
Natural Areas
Special or Unique Play Features
Dog Parks
What is Missing or Needed In Paramount? (choose all that apply) CITY OF PARAMOUNT PARKS AND RECREATION MASTER PLAN | C-18 These responses suggest the need to address the issues of safety brought up by participants and the need to expand programming and activities offered at Paramount Parks.

FIGURE C-16. SURVEY RESPONSES INDICATING LIMITATIONS TO VISITING PARAMOUNT PARKS Responses from this question confirm that safety is a top concern for Paramount residents and visitors. Some responded they are discouraged from attending Paramount parks due to a perceived lack of safety. Transportation also limits Paramount residents and visitors’ ability to visit city parks.

Survey participants also shared their thoughts on what their neighborhood had access to in terms of parks and recreation. Some takeaways included:
• Overall participants believe they have access to quality parks. • Similarly, many participants responded they have access to quality recreation. • (22%) of responses indicated unawareness about their level of access. n = 5
n = 6
n = 10
n = 19
n = 21
n = 28
n = 44
n = 57
n = 59
n = 68
0% 5% 10% 15% 20% 25% 30% 35%
I Lack Convenient Transportation
I Feel Unwelcome in Parks
Parks are too far away or not conveniently located
Parks and Facilities are Too Crowded
There is Inadequate Parking
Other
Parks are Poorly Maintained or in Poor Condition
The Parks Lack Facilities and Amenities that Interest Me None of These Options
I Feel Unsafe in Parks
What are Some, If Any, Reasons That Limit Your Family's Park Visitation? (choose all that apply)
CITY OF PARAMOUNT PARKS AND RECREATION MASTER PLAN | C-19 FIGURE C-17. SURVEY RESPONSES INDICATING PERCEPTIONS OF ACCESS Programming and Sports:

Programming and sports offered by Paramount are very valuable to respondents. Many respondents mentioned that within the last year they had participated in programming activities offered by the city. Some Respondents said that the COVID-19 pandemic resulted participation drop in programming and sports facilities, but the survey suggests that participation is increasing again. There is especially an interest in programming and sports for children, intergenerational programming, and for the city to invest in sports courts and fields that allow for casual play.

Survey participants were asked about their participation in recreation activities or programs to better understand participation in programs offered by the City of Paramount. A detailed list of responses will be provided in the appendices, though some key themes from the responses are summarized below:
• Many of the city’s major programs and activities are seeing regular participation from residents. These include the PHIT Program, Swimming Courses, major events, and basketball.
• Limited hours of activity in spaces such as the pool have caused residents to lose interest in participating in events. Some residents do not attend events or programs because the activity they are looking for is missing.
• The COVID-19 pandemic severely limited residents and visitors’ ability to participate in programmed activities. As the effects of the pandemic wean, there is a surge in interest for Paramount programs. Paramount should expand program options and refine existing programming opportunities offered.
n = 111
n = 78
n = 40
n = 19
0%
20%
40%
60%
80%
Quality Parks Quality Recreation Unsure/Don't Know If you Would Like to Explain or Clarify, Add Comments
Here
My Neighborhood Has Access To: (check all that apply)
CITY OF PARAMOUNT PARKS AND RECREATION MASTER PLAN | C-20 FIGURE C-18. SURVEY RESPONSES INDICATING PARTICIPATION IN RECREATION ACTIVITIES OR PROGRAMS The survey also asked participants how the city should support sports and active play. (57%) of responses indicate that the city should provide more sports opportunities for children and youth. This was followed by (53%) of responses showing that the city should provide more sports courts and fields for casual play and recreation. (47%) indicated that programming that teaches sports skills is necessary. (39%) of responses showed that more sports programming for adults and seniors is necessary. (36%) of responses shared that the City should provide more competitive play by leagues and clubs, while (30%) said that more fields and courts need to be provided for competitive play. (27%) said that the City should support more small-scale fitness options, such as outdoor fitness equipment. (6%) said that no additional sports enhancements are necessary.

The survey also asked participants how the city should support sports and active play.

Takeaways from the responses include the following:
• Paramount should provide more organized sport opportunities for children and youth. • Spaces to casually play sports should be created and retained. • Adult organized sports opportunities should also be included in the list of programs offered by the City of Paramount.
n = 11
n = 35
n = 53
n = 126
0% 10% 20% 30% 40% 50% 60% 70%
If you Would Like to Explain or Clarify, Add Comments Here No
Prior to The Covid-19 Pandemic
In The Last Year
Have You or Your Family Members Participated in Recreation Activities or Programs? (check all that apply)
CITY OF PARAMOUNT PARKS AND RECREATION MASTER PLAN | C-21 FIGURE C-19. SURVEY RESPONSES INDICATING DESIRE FOR SPORTS AND ACTIVE PLAY Prioritization of Projects/Improvements:

Survey participants treasure existing parks. Respondents expressed interest in renovating existing parks in Paramount, and for the city to provide more programming and activities.

Surprisingly, the survey results demonstrate a low interest among respondents in the city to acquire land and convert the lots into parks. Respondents expressed strong interest in the city prioritizing the maintenance of existing parks, and the inclusion of active recreation opportunities to improve health and fitness.

To understand resident priorities in terms of Park and Recreation, the survey asked participants to prioritize the types of park and recreation projects most important to them by choosing 2 of 4 options. Renovating and improving existing parks and facilities received the highest score (65%), followed by “Add things to do” (52%).
• Paramount residents and visitors appreciate existing Paramount Parks. The city should prioritize renovation and improvement of existing park features. • Many respondents shared that amenities and activities are missing in Paramount Parks, providing a glimpse into the features park visitors search for. The Parks and Recreation Master Plan will provide an expanded list of priority projects based on resident feedback and analysis.
n = 12
n = 53
n = 58
n = 61
n = 71
n = 76
n = 93
n = 104
n = 111
0% 10% 20% 30% 40% 50% 60%
No Additional Sports Enhacements are Needed
Support Smaller Scale Fitness Options
Provide Quality Sports Courts & Fields for Competitive Play Support A Greater Variety of Sports
Organize or Support Competitive Events and Tournaments
Provide More Sports Opportunities for Adults & Older Adults Teach Sports Skills Through Programming
Provide Quality Sports Courts and Fields for Casual Play Provide More Sports Opportunities for Children and Youth How Should The City of Paramount Support Sports and Active Play? (choose all that apply)
CITY OF PARAMOUNT PARKS AND RECREATION MASTER PLAN | C-22 FIGURE C-20. SURVEY RESPONSES INDICATING PRIORITIZATION OF PARK PROJECTS Following the question above, participants were asked “what else, if anything, should be prioritized?” Some takeaways include:
• Overall respondents expressed an appreciation for Paramount Parks, along with the level of maintenance provided. Respondents are looking to the city to continue the high standard of maintenance provided to existing parks.
• Respondents appreciate the event and activities offered by the city. Paramount should retain and enhance existing events programming while offering new and exciting ones as well.
• Health and fitness are important to residents. Paramount should prioritize retaining existing health and fitness events and programming, while also finding new and existing ones to offer.

FIGURE C-21. SURVEY RESPONSES INDICATING PRIORITIZATION OF OTHER PROJECTS n = 102
n = 126
n = 55
n = 58
0% 10% 20% 30% 40% 50% 60% 70%
Add Things to Do In Existing Parks
Renovate or Improve Existing Parks and Facilities
Find New Properties to Develop as Parks or Trails
Develop Partnerships that Add to What the City Can Offer If The City Has Limited Funds and Cannot Do Everything Below, How Should The City Prioritize The Following Types of Park Projects (Choose top 2) n = 4
n = 15
n = 9
n = 12
n = 14
n = 18
n = 23
n = 26
n = 36
n = 48
n = 57
n = 84
0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50%
No Other Park Project or Programs are Needed
Other
Culturally Specific Recreation
Mobile or Pop-up Recreation in Areas That Lack Parks
Enhanced Opportunities to Recreate Indoors
Larger Parks That Support a Variety of Recreation Options Multi-generational Recreation Options For Families
Parks Within Walking/Biking Distance
Opportunities to Connect With Nature
More Active Recreation to Support Health and Fitness
Recreation Events, Activities and Programs
Routine Maintenance
What Else, If anything, Should be Prioritized? (Choose up to 2) CITY OF PARAMOUNT PARKS AND RECREATION MASTER PLAN | C-23 Demographics:

Overall, survey participants overwhelmingly responded that they live in Paramount, particularly the Northwestern and Southeastern parts of Paramount. Most respondents identify as Latino/Hispanic, and participants tended to be younger, in the 25-34 age category. 70% percent of respondents said they have children under 18 in their household. These findings suggest the need for features and activities geared toward children and younger adults.

Most respondents (91%) shared that they are Paramount residents, followed by (3%) of respondents who say they visit the city regularly and (3%) who said they live in a nearby city. A smaller percentage of respondents said they visit Paramount Occasionally (2%), while other mentioned they work or go to school in Paramount (1%) and that they own a business in Paramount (1%).

FIGURE C-22. SURVEY RESPONSES INDICATING RESPONDENTS’ RELATIONSHIP TO THE CITY n = 3
n = 6
n = 2
n = 2
n = 5
n = 179
I Visit Paramount Occasionally
I Visit Paramount Regularly
I Own as Business in Paramount
I Work or Go to School in Paramount
I Live in a Nearby City
I Am a Resident
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
What Is Your Relationship to the City of Paramount? (choose one) CITY OF PARAMOUNT PARKS AND RECREATION MASTER PLAN | C-24 The following figure illustrates where in Paramount survey respondents live. The map provided divided the city into quadrants. (36%) said they live in quadrant 1, followed by 24% in quadrant 3, (18%) in quadrant 4, (15%) in quadrant 2. (5%) of respondents said they do not live in the city, while (3%) preferred not to say.

FIGURE C-23. SURVEY RESPONSES INDICATING GEOGRAPHY OF RESPONDENTS’ RESIDENCES FIGURE C-24. SURVEY AREA MAP, FOR REFERENCE
n = 5
n = 9
n = 32
n = 43
n = 27
n = 64
I Prefer Not to Say
I Do Not Live in the City of Lakewood
Area 4
Area 3
Area 2
Area 1
0% 5% 10% 15% 20% 25% 30% 35% 40%
What Area of The City Do You Live In? (choose one)
CITY OF PARAMOUNT PARKS AND RECREATION MASTER PLAN | C-25 In terms of ethnic and racial demographics, survey participants who identified as Hispanic or Latino made up (83%) of the respondents, followed by Caucasian (8%), African American (3%), American Indian or Alaskan and Asian or Asian-American both made up (2%) of respondents, followed by Native Hawaiian or other Pacific Islander (1%). (6%) of respondents preferred not to answer. As a note, the category of Hispanic/Latino is an ethnic category that typically accompanies an additional racial category.

FIGURE C-25. SURVEY RESPONSES INDICATING ETHNICITY OF RESPONDENTS In terms of age, (39%) of respondents are in the 25-34 range, followed by 35-44 (27%), (17%) 45-54. (5%) of respondents were 55-64, while (6%) were 65 and older. Youth ages 18-24 made up (6%) of respondents.
n = 11
n = 1
n = 146
n = 6
n = 3
n = 14
n = 3
n = 2
Prefer Not to Answer
Other
Hispanic/Latino
African American or Black
Asian or Asian American
Caucasian/ White
American Indian or Alaskan Native
Native Hawaiian or Other Pacific Islander
0% 10% 20% 30% 40% 50% 60% 70% 80% 90%
I Identify As: (select all that apply)
CITY OF PARAMOUNT PARKS AND RECREATION MASTER PLAN | C-26 FIGURE C-26. SURVEY RESPONSES INDICATING AGE GROUP OF RESPONDENTS Many respondents shared that they had children under the age of 18 in their household (70%).

FIGURE C-27. SURVEY RESPONSES INDICATING PRESENCE OF YOUTH IN THE HOUSEHOLD The survey asked from which source(s) respondents receive information about Paramount’s parks, programs, and events to better understand how respondents receive recreation information. More than half (58%) said they receive information from Paramount’s Instagram, followed by the city’s newsletter (42%), Paramount Community Services Department (31%), and Paramount’s Facebook (28%). (5%) said they receive information from City Council meetings (5%), followed by the City’s Youtube channel (2%). (7%) said they receive information from other means, such as email; mail notification and City website; mail; word of mouth (neighbors, their kid’s school, through friends). n = 1
n = 11
n = 67
n = 46
n = 29
n = 9 n = 10
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
Under 18 18-24 25-34 35-44 45-54 55-64 65+
My Age Is: (choose one)
70%
30%
Are There Any Children Under 18 Living in Your Household? Yes
No
CITY OF PARAMOUNT PARKS AND RECREATION MASTER PLAN | C-27 FIGURE C-28. SURVEY RESPONSES INDICATING SOURCE OF INFORMATION 28%
58%
42%
31%
2%
5%
7%
City of Paramount Facebook
City of Paramount Instagram
City of Paramount Newsletter
Paramount Community Services Department Mailer
City of Paramount Youtube Channel
City Council Meetings/Members
Other
From Which Source(s) Do You Receive Information About Paramount's Parks, Programs, and Events?
To: Honorable City Council
From: John Moreno, City Manager
By: Kim Sao, Finance Director
Anthony Martinez, Financial Services
Manager
Date: August 27, 2024
SUBJECT: PROFESSIONAL SERVICES AGREEMENT WITH WATER RESOURCES

ECONOMICS, LLC FOR WATER RATE STUDY SERVICES

BACKGROUND
Paramount Municipal Water serves nearly 50,000 Paramount water customers with safe, reliable, and affordable water daily for drinking, irrigation, and fire protection. The Water Utility is comprised of Water Distribution, Water Production, and Water Customer Service Divisions in the Public Works Department that operate and maintain two (2) water wells, 130 miles of water pipes, 1,400 fire hydrants, 2,300 water valves, and 50 drinking fountains. The Water Billing Division, in the Finance Department, manages 8,000 water accounts with payment collections, billing, and customer service. Not all Paramount residents receive water from the City’s local water system. A portion of residents in the north end of town are served by the Golden State Water Company.

In November 2021, the City Council voted to modify the City’s water rate schedule to adequately sustain operations and help reduce the fund deficit. That new water rate schedule applied a fair billing method that promotes water conservation and complies with California Proposition 218 regulations. The water rate adjustments are scheduled over a five-year period with the first adjustment in January 2022 and the last adjustment in January 2026. Currently, the City’s water rate adjustments are in the third year of adjustments.

In 2010 and 2018, the City entered into loan agreements with I-Bank to borrow over $12 million to construct Water Well 16. Well 16 was expected to be completed by 2021-2022; however, due to various factors, Well 16 is not yet operational and the City has had to purchase much costlier imported water for its residents. Exacerbated by the spiraling inflation since the pandemic, the unanticipated imported water expenses have increased the annual operating costs. Once Well 16 is authorized by the State to provide potable water into the Paramount water system, the Water Fund expenses will experience a reduction. At present, the State’s Division of Drinking Water is analyzing results from recently installed nearby ground monitoring wells and it is not certain when Well 16 will be approved to provide potable water.

Agenda Report August 27, 2024
AGREEMENT FOR WATER RATE STUDY SERVICES Page 2
The effort above has been made to provide and improve the existing water infrastructure which will eventually lead to a more cost-efficiently ran water system. However, existing revenues to fund the cost of this project are not sufficient to sustain the continued rising cost of purchased water.

DISCUSSION
During the FY 2024-25 Budget presentation, the City Council was made aware of the financial distress of the Water Fund, which has been exacerbated by the delay of the opening of Well 16. During the last few years, the City was fortunate to receive the contribution of the ARPA funds to help pay for the high cost of imported water.

With the uncertainty in the date for the opening of Water Well 16, the City must take prudent measures to anticipate and address a longer term structural deficit. The FY 2024- 25 Water Fund budget has an operating deficit of $3.1 million. The City Council approved a $1.6 million loan from the General Fund to help provide the operating cash flow for FY 2025. At the end of June 30, 2025, the Water Fund is projected to have a remaining fund balance of only $1.3 million.

To address the increasing operational cost and the structural deficit of the Water Fund, staff recommends conducting a comprehensive water rate study. Such a study would reevaluate the current five-year water rate increase and its effectiveness at tackling the current structural deficit.

Staff issued a request for proposal to invite firms to conduct a comprehensive water rate study. Although our Paramount Municipal Code (PMC) 3.12.080 exempts professional service contracts such as financial services and matters involving specialized expertise from the bidding process, staff requested proposals from two well-known firms: Water Resources Economics, LLC (WRE) and Bartle Wells Associates, who conducted the City’s previous water rate study. Staff received proposals from WRE, but not Bartle Wells Associates.

Water Resources Economics, LLC (WRE) is a micro-business founded and owned by Sanjay Gaur who specializes in conducting cost-of-service rate studies for water and wastewater utilities in California. For over 25 years, WRE has consulted with over hundreds of cities and water districts in California to help develop water rates that can withstand different financial and legal challenges. Founder Sanjay Gaur of WRE specializes in financial and water rate consulting where he has guided more than 100 agencies in Arizona, California, and Neveda with water rate studies. He has provided his insight into utility rate and conservation-related matters through articles in Journal AWWA and served as an expert source on rates development quoted in the Los Angeles Times and New York Times, including co-authoring several industry guides. Collectively, WRE is comprised of four specialized consultants with 57 years of combined experience.

Agenda Report August 27, 2024
AGREEMENT FOR WATER RATE STUDY SERVICES Page 3
Water Resources Economics proposes to complete a 6-month comprehensive water rate study for an amount not to exceed $52,155. PMC. 3.12.080(b) requires City Council approval for all professional service contracts over $40,000. The City Council may authorize that such contracts be executed by the City Manager.

FISCAL IMPACT
Funding for this service was not included in the FY 2024-25 budget and therefore, would require an appropriation of $52,155 from the available Water Fund balance.

VISION, MISSION, VALUES, AND STRATEGIC OUTCOMES
The City’s Vision, Mission, and Values set the standard for the organization, establish priorities, uniformity and guidelines; and provide the framework for policy decision making. The Strategic Outcomes were implemented to provide a pathway to achieving the City’s Vision. This item aligns with Strategic Outcome No 6: Efficient, Effective, and Fiscally Responsible - Deliver an efficient and effective City government in a fiscally responsible, transparent and collaborative manner.

RECOMMENDED ACTION
1) Appropriate $52,155 from the Water Fund balance; and 2) Approve a professional services agreement with Water Resources Economics, LLC in the amount of $52,155 for water rate study services and authorize the City Manager to execute the agreement. 1 AGREEMENT FOR WATER RATE STUDY SERVICES
THIS AGREEMENT (“Agreement”) is made and entered into this __ day of August 2024, between the City of Paramount, a municipal corporation in Los Angeles County, California, (hereinafter "CITY") and Water Resources Economics, LLC, a licensed California firm, with its primary office located at 10830 Pickford Way, Culver City, CA 90230 (hereinafter "CONSULTANT") (collectively, "the Parties").

RECITALS
WHEREAS, CITY and CONSULTANT each desire to enter into an Agreement whereby CONSULTANT will perform consulting services for CITY; and WHEREAS, CITY staff does not have the expertise or capacity to perform this work inhouse.

NOW, THEREFORE, BE IT RESOLVED BY AND BETWEEN THE PARTIES AS FOLLOWS:

1. DESCRIPTION OF SERVICES
CONSULTANT shall perform water rate study services as more particularly described in CONSULTANT’S proposal attached hereto as Exhibit “A,” and incorporated herein by reference as if fully set forth. In the event of any conflict between CONSULTANT’S proposals and this Agreement, the terms of this Agreement shall apply.

2. COMPENSATION
(a) Except as otherwise provided herein, CITY agrees to pay CONSULTANT as full compensation for all services and duties performed. The total compensation to be paid under this Agreement is particularly described in CONSULTANT’S cost proposal attached hereto as Exhibit “B.”
(b) CONSULTANT will submit invoices monthly for actual services performed.

Invoices shall be submitted on or about the first business day of each month, or as soon thereafter as practical, for services provided in the previous month. Payment shall be made within thirty (30) days of receipt of each invoice as to all nondisputed fees. If the CITY disputes any of CONSULTANT's fees, it shall give written notice to CONSULTANT within thirty (30) days of receipt of an invoice of any disputed fees set forth on the invoice.

3. MATERIALS AND SUPPLIES
Without modifying or waiving those provisions under Section 4. hereinbelow, CITY agrees to provide office space, supplies, equipment, and support services required to maintain all records and correspondence connected with the water rate study services. No personal use of CITY 2 equipment, supplies or services is allowed and CONSULTANT shall comply with all CITY policies regarding use of CITY resources.

4. INDEPENDENT CONTRACTOR
A. CITY and CONSULTANT agree and represent this Agreement is entered into with the understanding CONSULTANT is not an employee of CITY and is intended, for all purposes, to have the status of independent contractor under Labor Code Section 2776.

In the event the CITY determines a legal, judicial, or administrative determination has a material effect upon the status of CONSULTANT as an independent contractor, the CITY shall have the right, with or without notice, to automatically terminate the Agreement. In the CITY’s sole discretion, the CITY may propose modification of the Agreement’s terms to permit CONSULTANT’s continued provision of services.

B. CONSULTANT is and shall at all times remain as to the CITY a wholly independent contractor. CONSULTANT shall be free from control and direction of the CITY in connection with the performance of duties, and CONSULTANT retains exclusive discretion in how to perform duties, subject to other terms and conditions of this Agreement. The personnel performing the services under this Agreement on behalf of CONSULTANT shall at all times be under CONSULTANT's exclusive direction and control. Neither CITY nor any of its officers, employees, or agents shall have control over the conduct of CONSULTANT or any of CONSULTANT's officers, employees, or agents, except as set forth in this Agreement.

C. CONSULTANT shall not at any time or in any manner represent that it or any of its officers, employees, or agents are in any manner officers, employees, or agents of the CITY. CONSULTANT shall not incur or have the power to incur any debt, obligation, or liability whatsoever against CITY, or bind CITY in any manner.

D. No employee benefits shall be available to CONSULTANT in connection with the performance of this Agreement. Except for the fees paid to CONSULTANT as provided in the Agreement, CITY shall not pay salaries, wages, or other compensation to CONSULTANT for performing services hereunder for CITY. CITY shall not be liable for compensation or indemnification to CONSULTANT for injury or sickness arising out of performing services hereunder.

5. TERM OF AGREEMENT
The term of this Agreement shall be for one (1) year effective from August _, 2024, or upon reaching the "not-to-exceed" compensation amount, whichever occurs first. This Agreement may be terminated by giving written notice to the other party of that party's intention to so terminate.

This Agreement shall be terminated thirty (30) days from and after the date of delivery or mailing of a notice of cancellation by either party, unless the notice specifies otherwise. 3 6. TERMINATION OF AGREEMENT WITHOUT CAUSE
A. Except as otherwise provided in Section 4. hereinabove, either party may terminate this Agreement, or any portion hereof, by serving upon the other party at least ten (10) days prior written notice. Upon receipt of said notice, the CONSULTANT shall immediately cease all work under this Agreement, unless the notice provides otherwise. If a portion of this Agreement is terminated, such termination shall not make void or invalidate the remainder of this Agreement.

B. In the event this Agreement is terminated pursuant to this Section, the CITY shall pay to CONSULTANT the actual value of the work performed up to the time of termination.

Upon termination of the Agreement, pursuant to this Section, the CONSULTANT will submit an invoice to the CITY pursuant to Section 2. of this Agreement.

7. DEFAULT
A. Either party's failure to comply with the provisions of this Agreement shall constitute a default. In the event that either party is in default for cause under the terms of this Agreement, the affected party shall promptly notify the deficient party of such default and following such notice shall have no obligation or duty to continue compensating or providing any work after the date of default and can terminate this Agreement immediately by written notice to the other party. If such failure hereunder arises out of causes beyond either party’s control, and without fault or negligence, it shall not be considered a default.

B. If CITY determines the CONSULTANT is in default in the performance of any of the terms or conditions of this Agreement, the CITY shall cause to be served upon the CONSULTANT a written notice of the default. The CONSULTANT shall have ten (10) days after service of default notice to cure the default as directed by the CITY in the notice.

In the event the CONSULTANT fails to cure its default within such period of time, the CITY shall have the right, notwithstanding any other provision of this Agreement, to terminate this Agreement without further notice and without prejudice to any other remedy to which it may be entitled at law, in equity or under this Agreement.

8. AMENDMENT
Except as otherwise stated herein, any and all obligations of CITY and CONSULTANT are fully set forth and described in this Agreement. Any changes in this Agreement, including any increase or decrease in the amount of compensation or any change in the term, which shall be mutually agreed upon by and between CITY and CONSULTANT, shall be set forth in written amendments to this Agreement.

9. NONDISCRIMINATION
(a) CONSULTANT shall not discriminate in the conduct of the work under this Agreement against any employee, applicant for employment, or volunteer on the basis of race, religious creed, color, national origin, ancestry, physical or mental disability, marital status, pregnancy, sex, age, sexual orientation or other prohibited basis. 4 (b) Consistent with CITY’s policy that harassment and discrimination are unacceptable employer/employee conduct, CONSULTANT agrees that harassment or discrimination directed toward a job applicant, a City employee, or a citizen by CONSULTANT or CONSULTANT’s employee or subcontractor on the basis of race, religious creed, color, national origin, ancestry, physical or mental disability, marital status, pregnancy, sex, age, sexual orientation or other prohibited basis will not be tolerated. CONSULTANT agrees that any and all violation of this provision shall constitute a material breach of the Agreement.

10. INDEMNIFICATION
To the fullest extent permitted by law, CONSULTANT shall indemnify, defend, and hold harmless the CITY, and its officers, employees, and agents (“Indemnitees”), from and against any and all losses, causes of action, claims, liabilities, obligations, judgments, or damages, including reasonable attorney’s fees and costs of litigation, arising out of the CONSULTANT’s performance under this Agreement or out of the work performed by CONSULTANT, including the CITY’s active or passive negligence, except for such loss or damage arising from the negligence or willful misconduct of the CITY. In the event the Indemnitees are made a party to any action, lawsuit, or other adversarial proceeding arising from CONSULTANT’s performance of this Agreement, the CONSULTANT shall provide a defense to the Indemnitees or at the CITY’s option, reimburse the Indemnitees their costs of defense, including reasonable attorney’s fees, incurred in defense of such claims.

Payment by CITY is not a condition precedent to enforcement of this indemnity. In the event of any dispute between CONSULTANT and CITY, as to whether liability arises from the negligence of the CITY or its officers, employees, or agents, CONSULTANT will be obligated to pay for CITY’s defense until such time as a final judgment has been entered adjudicating the CITY as negligent. CONSULTANT will not be entitled in the absence of such a determination to any reimbursement of defense costs including but not limited to attorney’s fees, expert fees, and costs of litigation.

11. LEGAL RESPONSIBILITIES
The CONSULTANT shall keep informed of state and federal laws and regulations which in any manner affect those employed by it or in any way affect the performance of services pursuant to this Agreement. The CONSULTANT shall at all times observe and comply with all such laws and regulations. The CITY, and its officers and employees, shall not be liable at law or in equity occasioned by failure of the CONSULTANT to comply with this Section.

12. INSURANCE
(a) Required Coverage. Without limiting CONSULTANT's indemnification, it is agreed that CONSULTANT shall maintain in force at all times during the term of this Agreement the following types of insurance providing coverage on an "occurrence" basis. Said insurance, with the exception of Worker’s Compensation and Errors & Omissions Liability, shall name the CITY as additional insureds and evidence of said insurance shall be delivered to CITY in certificate and endorsement forms acceptable to the CITY prior to execution of this Agreement. 5 ☒ Commercial general liability and property damage insurance. Coverage:
$1,000,000 per occurrence. The general aggregate limit shall be twice the required occurrence limit.
☒ Worker’s Compensation insurance to cover its employees as required by the Labor Code of the State of California. CONSULTANT’s worker’s compensation insurance shall include the following language: “All rights of subrogation are hereby waived against the CITY, its officers and employees when acting within the scope of their appointment or employment.” In the event any class of employees engaged in hazardous work under this Agreement is not protected under Workers’ Compensation Statutes, the CONSULTANT shall provide adequate and suitable insurance for the protection of its employees not otherwise protected.
☒ E&O/ Professional’s Liability, errors and omissions liability insurance appropriate to the CONSULTANT’s profession. Coverage: $1,000,000 per Claim. (b) General Provisions.
(i) CONSULTANT shall obtain insurance acceptable to the CITY in a company or companies admitted in California and with a Best rating of no less than A VII or as acceptable to the CITY. The endorsements, naming the CITY as an additional insured, are to be signed by a person authorized by CONSULTANT’s insurer to bind coverage on its behalf.
(ii) It shall be a requirement under this contract that any available insurance proceeds broader than or in excess of the specified minimum insurance coverage requirements and/or limits shall be available to the Additional Insured. Furthermore, the requirements for coverage and limits shall be (1) the broader coverage and maximum limits specified in this contract; or (2) the broader coverage and maximum limits of coverage of any insurance policy or proceeds available to the named insured; whichever is greater. (iii) The limits of insurance required in the Agreement may be satisfied by a combination of primary and umbrella or excess insurance. Any umbrella or excess insurance shall contain or be endorsed to contain a provision that such coverage shall also apply on a primary and non-contributory basis for the benefit of the CITY (if agreed to in a written contract) before the CITY’s own insurance or self-insurance shall be called upon to protect it as a named insured.
(iv) Any failure to comply with reporting provisions of the policies shall not affect coverage provided to the CITY, its elected or appointed officers, officials, employees, agents or volunteers.
(v) The insurance provided by these policies shall not be suspended, voided, canceled, or reduced in coverage or in limits except after thirty days written notice has been received by the CITY.
6 (c) Additional Insured. The CITY will be named as an additional insured for all liability arising out of the operations by or on behalf of the named insured, and this policy protects the additional insured, its officers, agents and employees against liability for personal and bodily injuries, deaths or property damage or destruction arising in any respect, directly or indirectly, in the performance of the contract.
(i) Each such policy shall be endorsed with the following language:

The City of Paramount, its elected or appointed officers, officials, employees and volunteers are included as insureds with regard to damages and defense of claims arising from: (a) activities performed by or on behalf of the Named Insured, including the insured's general supervision of the Named Insured, (b) products and completed operations of the Named Insured, or (c) premises owned, leased or used by the Named Insured.
(ii) This policy shall be considered primary insurance as respects the CITY, its elected or appointed officers, officials, employees, agents and volunteers. Any insurance maintained by the CITY, including any self-insured retention the City may have, shall be considered excess insurance only and shall not contribute with it. (iii) The inclusion of more than one insured shall not operate to impair the rights of one insured against another insured, and the coverages afforded shall apply as though separate policies had been issued to each insured.
(iv) The Additional Insured coverage under the CONSULTANT’s policy shall be primary and non-contributory and will not seek contribution from the CITY’s insurance or self-insurance and shall be at least as broad as CG 20 01 04 13. (d) Deductibles and Self-Insured Retentions. All self-insured retentions (SIR) must be disclosed to the CITY’s Risk Management for approval and shall not reduce the limits of liability.

At the option of CITY, either: the insurer shall reduce or eliminate such deductibles or selfinsurance retention as respects the CITY, its officers, officials, agents, employees and volunteers; or CONSULTANT shall procure a bond guaranteeing payment of losses and related investigations, claim administration and defense expenses.

13. NOTICES
Any notices which either party may desire to give to the other party under this Agreement must be in writing and may be given either by:
(i) personal service,
7 (ii) delivery by a reputable document delivery service (e.g., Federal Express), which provides a receipt showing date and time of delivery, or (iii) United States mail, certified mail, postage prepaid, return receipt requested, addressed to the party as set forth below or at any other address as that party may later designate by notice:

To CITY: City of Paramount
16400 Colorado Blvd
Paramount, CA 90723
To CONSULTANT: Water Resources Economics, LLC
10830 Pickford Way
Culver City, CA 90230

14. ASSIGNMENT
(a) CONSULTANT shall not assign the performance of this Agreement, nor any part thereof, nor any monies due hereunder, without prior written consent of the CITY. Due to the personal nature of the services to be rendered pursuant to this Agreement, only CONSULTANT shall perform the services described in this Agreement. (b) CONSULTANT may use assistants, under CONSULTANT’s direct supervision, to perform some of the services under this Agreement. CONSULTANT hereby agrees to be solely responsible for any assistant used under this Agreement and each assistant is bound by the terms of this Agreement. CONSULTANT shall have each assistant confirm in writing they are familiar with the terms of this Agreement and agrees to be bound by the terms and conditions set forth herein.

15. PERMITS AND LICENSES
CONSULTANT will obtain and maintain during the term of this Agreement all necessary permits, licenses, and certificates that may be required in connection with the performance of services under this Agreement.

16. CITY BUSINESS LICENSE
In addition to any other permits or licenses, CONSULTANT shall obtain, maintain and comply with the requirements for a current City business license during the term of this Agreement.

17. GOVERNING LAW
The CITY and CONSULTANT understand and agree that the laws of the State of California shall govern the rights, obligations, duties, and liabilities of the parties to this Agreement and also govern the interpretation of this Agreement. Any litigation concerning this Agreement shall take place in the municipal, superior, or federal district court with jurisdiction over the CITY. 8 18. DISCLOSURE
The CONSULATANT certifies that neither it nor its principals are presently debarred, suspended, proposed for debarment, declared ineligible, or voluntarily excluded from participation in this transaction (contract) by any governmental department or agency. This certification represents a recurring certification made at the time any Order is placed under this Agreement. If the CONSULTANT cannot certify this statement, attach a written explanation for review by the Lead State.

19. ENTIRE AGREEMENT
This Agreement contains the entire understanding between the parties relating to the obligations of the parties described in this Agreement. All prior or contemporaneous agreement, understandings, representations, and statements, oral or written, are merged into this Agreement and shall be of no further independent force or effect. Each party is entering into this Agreement based solely upon the representations set forth herein and upon each party's own independent investigation of any and all facts such party deems material.

20. SEVERABILITY
Any part, provision, or representation of this Agreement or any of its exhibits, including, but not limited to Exhibit “A” and Exhibit “B,” which is prohibited, or which is held to be void or unenforceable by a court of competent jurisdiction, shall be ineffective to the extent of such prohibition or unenforceability without invalidating the remaining provisions hereof.

21. AUTHORITY TO EXECUTE THIS AGREEMENT
The person or persons executing this Agreement on behalf of CONSULTANT warrants and represents that it has the authority to execute this Agreement on behalf of the CONSULTANT and has the authority to bind CONSULTANT to the performance of its obligations hereunder.

22. This Agreement shall be deemed to have been executed and entered into in the City of Paramount, County of Los Angeles, and State of California.

IN WITNESS WHEREOF, the undersigned execute this Agreement on the date first written above.
9 Water Resources Economics, LLC
BY: ________________________
Title: ________________________

CITY OF PARAMOUNT
A Municipal Corporation
By: _______________________
John Moreno
City Manager
RECOMMENDED BY:
_______________________________
Kim Sao
Finance Director
APPROVED AS TO FORM:
________________________
Elizabeth L. Martyn
Interim City Attorney
10 EXHIBIT A
11 EXHIBIT B
Water Resources Economics, LLC
Proposal for:

CITY OF PARAMOUNT WATER RATE STUDY
[Submitted on July 22, 2024]
Submitted by:

Water Resources Economics, LLC
10830 Pickford Way
Culver City, CA 90230
Sanjay Gaur, Founder/President
Phone: (213) 327-4405
Email: [email protected]
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Sanjay Gaur
Founder/President
Water Resources Economics, LLC
10830 Pickford Way
Culver City, CA 90230
July 22, 2024
Anthony Martinez
Financial Services Manager
City of Paramount
16400 Colorado Avenue
Paramount, CA 90723
Subject: Proposal for Water Rate Study
Dear Mr. Martinez,
Water Resources Economics, LLC (WRE) is pleased to submit this proposal to the City of Paramount (City) to conduct a Water Rate Study. The City is seeking a consultant who is considered an expert in conducting water rate studies in California and understands the challenges agencies face in adopting rates. WRE is well-qualified to provide this service.

I have conducted hundreds of water rate studies over the last 25 years throughout California and am an expert in developing rates that can withstand different financial and legal challenges. Through this experience I have developed a comprehensive understanding of the various technical, political, and regulatory standards associated with developing and adopting water rates in California. I have attached my resume showing the agencies I have worked with, along with numerous published articles I have authored on this subject. I am assisted at WRE by Hannah Phan, Nancy Phan, and Charles Diamond. All three of these individuals have at least seven years of consulting experience providing financial planning and rate-setting services to numerous water and wastewater utilities in California.

It would be my pleasure to assist the City on this important project. Please note that I am authorized to negotiate and execute contracts on behalf of WRE. I affirm that if selected, WRE is committed to completing the proposed scope of services within the time period required by the City. If you have any questions, please contact me at 213-327-4405 or by email at [email protected].

Sincerely,
Sanjay Gaur
Founder/President
Water Rate Study
City of Paramount
Water Resources Economics, LLC

PROPOSAL CONTENTS

1. Staffing, Team experience, & Understanding of Project & Objectives............................................ 1

2. Work Plan Approach and Schedule .................................................................................................. 5

3. Resumes............................................................................................................................................ 6

4. References...................................................................................................................................... 10

5. Detailed Proposal............................................................................................................................ 13

6. Appendices or Exhibits.................................................................................................................... 17 Water Rate Study
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1. STAFFING, TEAM EXPERIENCE, & UNDERSTANDING OF PROJECT & OBJECTIVES
Water Resources Economics Overview
WRE is a micro business founded and owned by Sanjay Gaur that specializes in conducting cost-ofservice rate studies for water and wastewater utilities in California. WRE currently consists of five team members. Sanjay Gaur, Charles Diamond, and Eliah Mountjoy are based in Los Angeles and Hannah Phan and Nancy Phan are based in Seattle. Mr. Gaur, as Project Manager, will ultimately be responsible for the success of the study. Either Hannah Phan, Nancy Phan, or Charles Diamond will provide key support throughout the study as a Project Analyst. We specialize in conducting cost-ofservice rate studies and connection fee studies for water and wastewater utilities in California. Please refer to our resumes in Section 3 for more detailed qualifications.

Proposed Project Team
PROFILE: SANJAY GAUR, PROJECT MANAGER
Sanjay Gaur has more than 25 years of financial and rate consulting experience with water and wastewater utilities and has served as a consultant to more than 100 agencies in Arizona, California, Nevada, and the Caribbean. He has provided his insight into utility rate and conservation-related matters through articles in Journal AWWA and other publications and served as an expert source on rates development quoted in the Los Angeles Times and New York Times. He has co-authored several Water Rate Study
City of Paramount
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2 Water Resources Economics, LLC
industry guides, including AWWA’s Manual M1 Principles of Water Rates, Fees and Charges, 7th Edition; AWWA’s Water Rates, Fees, and the Legal Environment, Second Edition; and Water and Wastewater Finance and Pricing: The Changing Landscape. He is a member of AWWA’s Rates and Charges Committee. Mr. Gaur was a Peace Corps volunteer in Bulgaria. He holds a master’s degree in Applied Economics from UC Santa Cruz and a Master in Public Administration - International Development from the Kennedy School of Government, Harvard University. Mr. Gaur is currently based in Culver City.

PROFILE: HANNAH PHAN, PROJECT ANALYST
Hannah has more than 17 years of financial and rate consulting experience, working with over 50 water, wastewater, recycled water, and solid waste utilities. She is passionate about creating customized financial and rate models that best meet the needs of each individual agency. She has presented study findings and results at numerous public meetings and attended several AWWA and WEF conferences throughout her career. Hannah holds a Master of Business Administration in Finance degree and a Bachelor of Science degree in International Business from CSU Los Angeles.

PROFILE: NANCY PHAN, PROJECT ANALYST
Nancy has over seven years of financial and rate consulting experience, working with water, wastewater, stormwater, and solid waste utilities primarily on the west coast. She has assisted agencies on over 80 rate studies throughout her career. She has been published in the Journal AWWA (“The Power of Data to Improve Water Use Efficiency and Conservation”) and has presented at and organized several conferences, including the AWWA/WEF Young Professionals Summit, the Pacific Water Conference, and the Washington Association of Sewer & Water Districts Conference. She holds a Bachelor of Arts degree in Business Economics from UC Irvine and is currently based in Seattle.

PROFILE: CHARLES DIAMOND, PROJECT ANALYST
Charles has more than six years of financial and rate consulting experience with water and wastewater utilities and has served as a consultant to more than 35 public agencies in California. He has a passion for water management in California and has presented at multiple conferences, including the California Water Policy Conference and the AWWA California-Nevada Section Annual Fall Conference. He holds a Bachelor of Science degree in Environmental Economics and Policy from UC Berkeley and a Master of Environmental Science and Management degree in Water Resources Management from UC Santa Barbara. Charles is originally from the Sacramento area and is currently based in Los Angeles.

Recent Water Rate Study Experience
The proposed WRE project team has a proven track record of successfully completing water rate studies for public agencies in California. Through our experience, we have learned firsthand how to ensure successful rate adoption and have developed strategies to build and maintain support from elected officials and interested stakeholders. The table on the following pages provides a partial list of California water agencies that the proposed project team has conducted water rate studies for.

Water Rate Study
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Please also refer to our references in Section 4 for more detailed descriptions of a few representative studies.

RECENT WATER RATE STUDY EXPERIENCE IN CALIFORNIA
# Agency
1 Alameda County Water District
2 Antelope Valley-East Kern Water Agency
3 Borrego Water District
4 City of Brentwood (Northern California)
5 Burbank Water & Power
6 City of Calexico
7 City of Camarillo
8 City of Chino
9 City of Chowchilla
10 Coastside County Water District
11 Contra Costa Water District
12 City of Corona
13 Cucamonga Valley Water District
14 City of Dixon
15 East Bay Municipal Utility District
16 Eastern Municipal Utility District
17 East Orange County Water District
18 City of El Monte
19 El Toro Water District
20 Elsinore Valley Municipal Water District
21 City of Escondido
22 Fallbrook Public Utilities District
23 City of Glendora
24 Goleta Water District
25 City of Gridley
26 Helix Water District
27 Hi-Desert Water District
28 Imperial County Gateway County Service Area
29 City of Hollister
30 City of Huntington Beach
31 Indio Water Authority
32 Inyo County Water Department
33 Jurupa Community Services District
34 La Cañada Irrigation District
35 Las Virgenes Municipal Water District
36 La Puente Valley County Water District
37 City of Lincoln
38 City of Livermore
39 City of Livingston
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40 City of Long Beach
41 Los Alamos Community Services District
42 Mammoth Community Water District
43 City of Merced
44 Mesa Consolidated Water District
45 Municipal Water District of Orange County
46 City of Newport Beach
47 Olivenhain Municipal Water District
48 City of Palo Alto
49 Pasadena Water and Power
50 Pico Water District
51 Placer County Water Agency
52 Rancho California Water District
53 City of Pomona
54 City of Port Hueneme
55 City of Orange
56 City of Rio Vista
57 Sacramento Suburban Water District
58 San Benito County Water District
59 City of San Clemente
60 San Francisco Public Utilities Commission
61 City of San Juan Capistrano
62 Santa Clarita Valley Water District
63 City of Santa Cruz
64 Scotts Valley Water District
65 City of Shasta Lake
66 City of Sierra Madre
67 City of Signal Hill
68 City of Simi Valley
69 Soquel Creek Water District
70 South Mesa Water Company
71 Sunnyslope County Water District
72 Temescal Valley Water District
73 Trabuco Canyon Water District
74 City of Thousand Oaks
75 City of Ventura
76 Walnut Valley Water District
77 City of Watsonville
78 Western Municipal Water District
79 Yorba Linda Water District
80 Zone 7 Water Agency
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2. WORK PLAN APPROACH AND SCHEDULE
Project Management
The WRE project team has extensive experience guiding the rate study process successfully from start to finish. Our project management approach stresses the importance of clearly defining project roles and responsibilities at or before the kickoff meeting. Additionally, we believe that establishing frequent and open communication between the City’s project manager and the WRE project team via phone and email is critical. To adhere to the project schedule, the WRE team will work to schedule meetings with City staff well in advance of the target meeting date and will follow up regularly with City staff regarding outstanding action items. If requested, we will provide City staff with monthly progress reports and will periodically provide updated project schedules as necessary to ensure strong mutual understanding of the project status at all times. We also closely monitor and evaluate project budget on a monthly basis and are committed to keeping City staff informed of budget status throughout the study process.

Quality Control Plan
The fundamental principle underlying WRE’s quality control process is to ensure sufficient time is built into the project schedule for robust review of all draft analyses and deliverables by both members of WRE’s project team. We strive to develop project schedules and budgets that allow for substantial time and effort devoted to review. Based on our experience conducting water rate studies for numerous public water utilities in California, we have developed a quality control/quality assurance checklist that each water rate model we develop is subjected to. WRE is ultimately responsible for the validity and reasonableness of all calculations incorporated into our rate model. In our experience, the most challenging aspect of water rate study quality control is verifying that all data provided by agency staff is correctly interpreted by the consultant team and incorporated into the rate study analysis. To address this challenge, we develop detailed summaries of all data inputs in PowerPoint format, which we then discuss and review closely with City staff.

Project Schedule
The City’s currently adopted schedule of water rates extends through December 2026. Therefore, we assume that the newly proposed rates schedule resulting from this rate study will establish water rates beginning January 2027. In that event, we recommend adopting rates at a Proposition 218 public hearing no later than September or October of 2026. Please note that the schedule will need to be moved forward if the City intends to implement new rates prior to January 2027.

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3. RESUMES
Resume – Sanjay Gaur, Founder/President

PROFILE
Sanjay Gaur has more than 25 years of financial and rate consulting experience with water and wastewater utilities and has served as a consultant to more than 100 agencies in Arizona, California, Nevada, and the Caribbean. He has provided his insight into utility rate and conservation-related matters through articles in Journal AWWA and other publications and served as an expert source on rates development quoted in the Los Angeles Times and New York Times. He has co-authored several industry guides, including AWWA’s Manual M1 Principles of Water Rates, Fees and Charges, 7th Edition; AWWA’s Water Rates, Fees, and the Legal Environment, Second Edition; and Water and Wastewater Finance and Pricing: The Changing Landscape. He is a member of AWWA’s Rates and Charges Committee. Mr. Gaur was a Peace Corps volunteer in Bulgaria. He holds a master’s degree in Applied Economics from UC Santa Cruz and a Master in Public Administration - International Development from the Kennedy School of Government, Harvard University. Mr. Gaur is currently based in Culver City.

TECHNICAL SPECIALTIES
 Financial analysis
 Cost of service studies
 Conservation rate structure design
 Capacity fee studies
 Public Outreach
 Prop 218 Logistics

PROFESSIONAL HISTORY
 Water Resources Economics, LLC, Principal Consultant (2021-present)  Raftelis Financial Consultants, Inc., Vice President (2015-2021); Senior Manager (2012-2014); Manager (2009-2012)
 Red Oak Consulting, Division of Malcolm Pirnie (2007-2009)  MuniFinancial (2005-2006)
 A & N Technical Services, (1999–2003)
 United States Peace Corps, Bulgaria (1995-1997)

EDUCATION
 Master in Public Administration - International Development, Kennedy School of Government - Harvard University (2003)
 Master of Science, Applied Economics - University of California, Santa Cruz (1994)  Bachelor of Arts, Economics and Environmental Studies - University of California, Santa Cruz (1992)
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Resume – Hannah Phan, Principal Consultant

PROFILE
Hannah has more than 17 years of financial and rate consulting experience, working with over 50 water, wastewater, recycled water, and solid waste utilities. She is passionate about creating customized financial and rate models that best meet the needs of each individual agency. She has presented study findings and results at numerous public meetings and attended several AWWA and WEF conferences throughout her career. Hannah holds a Master of Business Administration in Finance degree and a Bachelor of Science degree in International Business from CSU Los Angeles.

TECHNICAL SPECIALTIES
 Excel-based financial models
 Cost of service rate studies
 Long-term financial plan and analysis
 Capacity fee studies
 Rate structure designs
 Proposition 218

PROFESSIONAL HISTORY
 Water Resources Economics, LLC, Principal Consultant (2024-present)  Raftelis Financial Consultants, Inc., Manager (2017-2022); Senior Consultant (2009-2016); Consultant (2007-2009)

EDUCATION
 Master of Business Administration, Finance – California State University, Los Angeles (2007)  Bachelor of Science, International Business – California State University, Los Angeles (2006) Water Rate Study
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Resume – Nancy Phan, Principal Consultant

PROFILE
Nancy has over seven years of financial and rate consulting experience, working with water, wastewater, stormwater, and solid waste utilities primarily on the west coast. She has assisted agencies on over 80 rate studies throughout her career. She has been published in the Journal AWWA (“The Power of Data to Improve Water Use Efficiency and Conservation”) and has presented at and organized several conferences, including the AWWA/WEF Young Professionals Summit, the Pacific Water Conference, and the Washington Association of Sewer & Water Districts Conference. She holds a Bachelor of Arts degree in Business Economics from UC Irvine and is currently based in Seattle.

TECHNICAL SPECIALTIES
 Excel-based financial models
 Cost of service studies
 Water and wastewater rate design
 Technical report writing
 Proposition 218 rates
 Data analysis

PROFESSIONAL HISTORY
 Water Resources Economics, LLC, Principal (2023-present)  Raftelis Financial Consultants, Inc., Manager (2022-2023); Senior Consultant (2020-2021); Consultant (2018-2019); Associate Consultant (2016-2017)

EDUCATION
 Bachelor of Arts, Business Economics - University of California, Irvine (2015) Water Rate Study
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Resume - Charles Diamond, Principal Consultant

PROFILE
Charles has more than six years of financial and rate consulting experience with water and wastewater utilities and has served as a consultant to more than 35 public agencies in California. He has a passion for water management in California and has presented at multiple conferences, including the California Water Policy Conference and the AWWA California-Nevada Section Annual Fall Conference. He holds a Bachelor of Science degree in Environmental Economics and Policy from UC Berkeley and a Master of Environmental Science and Management degree in Water Resources Management from UC Santa Barbara. Charles is originally from the Sacramento area and is currently based in Los Angeles.

TECHNICAL SPECIALTIES
 Long-term utility financial plans
 Cost of service studies
 Rate design
 Capacity fee studies
 Excel-based financial models
 Data analysis

PROFESSIONAL HISTORY
 Water Resources Economics, LLC, Senior Consultant (2023-present)  Raftelis Financial Consultants, Inc., Manager (2023); Senior Consultant (2021-2022); Consultant (2019-2020); Associate Consultant (2017-2018)  The Nature Conservancy, Science & Stewardship Practitioner (2013-2015)

EDUCATION
 Master of Environmental Science and Management – Water Resources Management, Bren School of Environmental Science & Management – University of California, Santa Barbara (2017)
 Bachelor of Science, Environmental Economics and Policy - University of California, Berkeley (2013)
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4. REFERENCES
City of Santa Cruz
Rosemary Menard, Water Director
Santa Cruz Water Department
[email protected]
(831) 420-5205
Mr. Gaur has assisted Santa Cruz Water Department since 2010. The City of Santa Cruz’s water use is one of the lowest in the United States. In addition, community members understand the scarcity of water and are sensitive to affordability concerns for low-end water users. Community members are active and demand that the water rates reflect these values. However, this translates into revenue instability for the water enterprise, especially during water rationing in drought conditions. In addition, the water enterprise is undergoing an intensive capital refurbishment plan over the next 10 years. Water enterprise needs to issue debt and needs to show the rating agencies that they can meet these future obligations, especially given that 90% of the revenue is dependent on water sales.

Mr. Gaur has successfully assisted the Water Department in meeting both goals, having water rates that reflect water scarcity and promote affordability, while demonstrating to the bond market it can meet future obligations. Mr. Gaur has successfully had the City adopt a five-year rate schedule, drought rates, and capacity fees.

Quote from Ms. Menard:

I have had several opportunities to work with Sanjay Gaur on utility financial planning over the last eight years and I greatly appreciate his comprehensive knowledge of utility financial planning and rate-making principles and practices. He works collaboratively with his clients, understands the difference between analysis and policy decisions, and facilitates effective engagement of utility staff, governing board policy makers, and community interests in financial planning and rate-making processes. Working with Sanjay is a strategy that any agency can use to “up their game” when it comes to the challenging public policy issues many utilities face today.

Placer County Water Agency
Joseph H. Parker
Director of Financial Services
[email protected]
530-823-4875
Mr. Gaur has assisted Placer County Water Agency since 2015. The most significant rate study he conducted for the Agency was in 2017, where the agency had many different types of services and rates due to recent annexation of other local water utility service areas. Mr. Gaur assisted the Agency in developing a comprehensive cost-of-service study that showed the nexus of how the rates are determined for treated retail, treated wholesale, untreated retail, and untreated resale. The process was complicated by having to address the historical canal system developed during the California Gold Rush and the rationality of the miner’s-inch rates for agriculture that sustained the cultural Water Rate Study
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aspect of the county, while meeting state regulatory requirements. Mr. Gaur facilitated several workshops with Executive Staff and members of the Finance Committee and Board. The rates were adopted successfully in 2017.

Quote from Mr. Parker:

Over the years, Sanjay Gaur has been and continues to be an exceptional asset for my agency. I have collaborated with Sanjay for almost 15 years and have appreciated his original thinking, his preparedness, and his ability to facilitate technical discussions and quickly respond to detailed questions in a clear, articulate manner. I first met Sanjay soon after I became Chair of ACWA’s Finance Committee and during my ten years as Chair, Sanjay’s expertise was a source of support for ACWA members, as he led training sessions at ACWA’s semi-annual conferences. Sanjay is a strong communicator supported by sharp analytical skills and a solution-focused attitude. His insight has been appreciated by my Board and gained him respect as our “go-to” resource.

Western Municipal Water District
Kevin C. Mascaro
Director of Finance
[email protected]
(951) 571-7160
Mr. Gaur has worked with Western Municipal Water District since 2007. He assisted the District on several financial and rate matters. The most significant study was the development and implementation of a water budget rate structure. The District moved from a uniform rate structure to a tiered water budget rate. The rate structure was successfully implemented, which helped the agency promote water efficiency, ensure affordability for essential use, and enhance revenue stability. In 2018, Western Municipal Water District had a rate challenge over its water budget rates.

Mr. Gaur assisted the District in developing the legal arguments and the District prevailed in the lawsuit.

Quote: Mr. Mascaro
For over a decade, Sanjay has provided wisdom to our agency in the formulation of water rates and capacity charge policies. His intelligence, personable character, and proven industry insight have benefited us greatly.

Fallbrook Public Utility District
Jack Bebee
General Manager
[email protected]
(760) 728-1125;1105
Mr. Gaur assisted the District in adopting a five-year rate schedule in 2017. The District was evaluating an alternative water supply to increase reliability and provide water for future Water Rate Study
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development. Mr. Gaur developed the appropriate financial strategy. In addition, the District’s service area has historically been mainly agricultural. Increased water costs and property values have made this industry vulnerable, which has increased the political climate of any rate increase. Mr. Gaur successfully worked with the Board in having the five-year rates adopted.

Quote from Mr. Bebee:

Sanjay played a critical role in getting our District on a solid financial footing through development of our financial plan and a five-year rate increase strategy. His ability to help explain the District’s financial needs to both our governing board as well as a very engaged public was key to our successful implementation of a sustainable financial program.

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5. DETAILED PROPOSAL
Based on our experience conducting water rate studies for numerous public agencies in California, we believe that the tasks outlined below appropriately align with the City’s study objectives and will help ensure a successful outcome.

Task 1: Project Initiation & Management

PROJECT KICKOFF
WRE will conduct a virtual kickoff meeting with City staff to review the financial, legal, and political landscape of adopting water rates in California. In advance of the kickoff meeting, WRE will provide a detailed data request list to City staff describing data items needed to conduct the study. Topics to be discussed during the kickoff meeting include the scope of services, the City’s existing water rates, the project schedule, project roles and responsibilities, the data request list, and any other concerns that City staff may have. WRE will provide draft meeting minutes to City staff for review after the kickoff meeting.

PROJECT MANAGEMENT
Task 1 also includes ongoing project management duties throughout the course of the study. Sanjay Gaur, in the role of Project Manager, will be ultimately accountable for the successful execution of the proposed scope of work. To adhere to the project schedule, the WRE team will work to schedule meetings with City staff well in advance of the target meeting date and will follow up regularly with City staff regarding outstanding action items. If requested by City staff, WRE will also provide short progress reports on a regular basis and provide updated project schedules if and when changes to the proposed schedule are necessitated.

Meetings: One virtual kickoff meeting with City staff
Deliverables: Data request list in Microsoft Word, kickoff meeting presentation in Microsoft PowerPoint, kickoff meeting minutes in Microsoft Word
Task 2: Financial Plan Development
WRE will create a Microsoft Excel-based financial plan model to assess the financial health of the City’s water enterprise. We will evaluate the level of revenue adjustments required to ensure longterm fiscal sustainability. WRE will work with City staff to forecast expenses and revenue requirements over a five-year (or ten-year, if desired) planning horizon. Projecting revenue adjustments over a multi-year planning horizon illustrates future rate impacts and potential challenges to the City’s financial health so it can plan expenses, monitor reserve balances, and/or schedule capital projects to smooth rate impacts. We strive for smooth revenue adjustments and minimal rate impacts while achieving long-term revenue goals. For example, strategic timing of capital expenditures and the use of reserve funds can help mitigate rate fluctuations. As part of the financial plan, we will review the City water enterprise’s existing reserve targets (if applicable) and evaluate the potential need for recommended changes. Additionally, the financial plan will account Water Rate Study
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for the City water system’s unique factors relating to well operations, AMI installation, and other operating considerations.

WRE understands the importance of developing a user-friendly, flexible Excel-based model that City staff can use for future financial planning. All our models include a financial plan dashboard as a standard feature with the following:
• Flexibility to change many assumptions such as CIP levels and the magnitude and timing of revenue adjustments
• Error flagging of problematic results such as failure to meet debt coverage, below target reserves, etc.
• Sensitivity analyses and various “what-if” scenario assessments, so that impacts can be viewed instantaneously with built-in screen graphics
The dashboard is an effective tool to visually assess how each assumption or scenario impacts the financial plan so that decisions regarding revenue adjustments, capital project financing, and reserve balances can be made quickly. WRE will hold up to four virtual meetings with City staff to review assumptions and finalize the proposed financial plan to be used to calculate rates. The ultimate goal of the financial plan task is to quantify the total annual water rate revenue requirement over the fiveyear rate-setting period.

Meetings: Up to four virtual meetings with City staff to discuss the financial plan Deliverables: Meeting presentations in Microsoft PowerPoint, financial plan model in Microsoft Excel Task 3: Cost-of-Service Analysis
The cost-of-service analysis task provides the defensibility needed for water rates to meet Proposition 218 requirements. Our cost-of-service analysis will be based on industry standards and methodologies consistent with the M1 Principles of Water Rates, Fees, and Charges, Seventh Edition manual published by AWWA. Cost allocations will be based on the AWWA-approved Base-Extra Capacity method, which focuses on different usage patterns (or peaking factors). The cost-of-service analysis will allocate the total rate revenue requirement to various “cost causation components” and then to customer classes in proportion to use of and burden on the City’s water system. This ensures that customers will be charged commensurate with the cost incurred by the City’s water enterprise to provide water service. WRE will hold up to two virtual meetings with City staff to discuss the cost-ofservice analysis.

Meetings: Two virtual meetings with City staff to review the cost of service analysis Deliverables: Meeting presentations in Microsoft PowerPoint, cost of service analysis in Microsoft Excel
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Task 4: Rate Design

WATER RATE STRUCTURE EVALUATION
The first step in the rate development process is to evaluate the existing rate structure and to identify potential changes for consideration. The City’s existing rate structure for both potable and reclaimed water service includes two primary charges: 1) fixed charges based on meter size and 2) volumetric rates per unit of water delivered. The City currently has a two-tier volumetric rate structure in place for all customer classes. WRE will work closely with City staff to evaluate the appropriateness of the existing rate structure and recommend potential changes for consideration based on City-specific policy objectives.

WATER RATE MODEL
WRE will develop an Excel-based water rate model, which will be used to calculate proposed water rates based on the rate revenue requirement determination in Task 2 and cost-of-service allocations in Task 3. The model will be set up to calculate proposed rates based on the selected rate structure option previously identified in Task 4. The water rate model will include sample water bill impacts to compare current versus proposed bills for representative customers, as well as a survey of average residential water bills among neighboring retail water agencies. Preliminary water rates will be reviewed with City staff during up to three virtual meetings. WRE will refine the preliminary rate calculations based on feedback received from City staff during each virtual meeting.

Meetings: Up to three virtual meetings with the City staff Deliverables: Water rate model in Microsoft Excel
Task 5: Report Development
WRE will draft a detailed rate study report that presents the proposed rate option identified at the end of Task 4. The report will highlight the major issues and decisions reached during the rate development process. It will provide detailed explanations of the financial plan projections, cost-ofservice analysis, and proposed rate calculations. The report will serve as the City’s administrative record to meet Proposition 218 requirements. City staff and legal counsel will review and provide input on the draft report, which WRE will incorporate into a final report version. If necessary, WRE will schedule up to one virtual meeting with City staff and legal counsel to discuss comments and feedback on the draft report.

Meetings: Up to one virtual meeting with City staff to discuss draft report comments Deliverables: Draft and final report in Microsoft Word and/or PDF format Task 6: Public Meeting Support

CITY COMMISSION/COMMUNITY MEETING
WRE will attend in-person and present at one City Commission or community meeting. WRE will prepare a PowerPoint presentation for the meeting. City staff will have the opportunity to review and request changes to WRE’s PowerPoint presentation in advance of the meeting. The specific content Water Rate Study
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to be covered at the meeting is subject to guidance from City staff. One option is to provide a rate workshop that provides an overview of the rate study process and various rate structure options.

Please also note that while the proposed scope of services only includes one City Commission/ community meeting, we are happy to provide a revised scope with additional meetings if selected.

CITY COUNCIL MEETING
WRE will attend and present the proposed rate study results at an in-person City Council meeting.

City staff will have the opportunity to review and request changes to WRE’s PowerPoint presentation in advance of the meeting. WRE’s presentation will include a discussion of the financial plan projections, cost-of-service analysis, and rate design process. WRE will be prepared to answer any questions that City Council may have. The goal of the meeting will be to seek authorization from City Council to proceed with the Proposition 218 rate adoption process, which requires the mailing of notices to all City water customers no fewer than 45 days prior to a scheduled public hearing.

Meetings: One in-person City Commission/community meeting, one in-person City Council meeting Deliverables: Meeting presentations in Microsoft PowerPoint Task 7: Proposition 218 Public Hearing Support
PROPOSITION 218 PUBLIC HEARING NOTICE
WRE will draft a Proposition 218 public hearing notice that clearly shows all proposed water rates to be considered for adoption and provides details on the public hearing date, time, and location. The notice will also include clear instructions on how customers may protest the proposed rate changes.

City staff and legal counsel will review the draft public hearing notice and provide requested changes to WRE for incorporation into a final version. The City is required to mail out the public hearing notice to all its water customers no fewer than 45 days prior to the scheduled public hearing.

PROPOSITION 218 PUBLIC HEARING
WRE will attend the Proposition 218 public hearing in person and be available to answer any questions from City Council or the public that may arise during the public hearing. If requested by City staff, WRE can also prepare a PowerPoint presentation and present a summary of the rate study results at the public hearing. In addition, WRE will provide guidance on how to conduct the Public Hearing based on best practices and past experiences with other public water agencies in California.

Meetings: One in-person Proposition 218 public hearing
Deliverables: Draft and final Proposition 218 public hearing notice in Microsoft Word, meeting presentation in Microsoft PowerPoint (if requested by City staff) Water Rate Study
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6. APPENDICES OR EXHIBITS
None.

Water Resources Economics, LLC
Cost Proposal for:

CITY OF PARAMOUNT WATER RATE STUDY
[July 22, 2024]
Water Resources Economics, LLC (WRE) is pleased to submit the enclosed cost proposal to conduct a Water Rate Study for the City of Paramount. As founder and owner of WRE, I am entitled to represent the firm, empowered to submit this bid, and authorized to sign a contract with the City. If you have any questions, please contact me at 213-327-4405 or by email at [email protected].

Sincerely,
Sanjay Gaur
Founder/President
Water Rate Study
City of Paramount
Cost Proposal
WRE proposes to complete the proposed scope of services based on the fee table shown below, with a total not-to-exceed value of $52,155. WRE will invoice the City monthly based on time and materials. Sanjay Gaur will serve as the Project Manager with an hourly billing rate of $325 per hour. Either Nancy Phan, Hannah Phan, or Charles Diamond will serve as the Project Analyst with an hourly billing rate of $210 per hour. Reimbursable expenses for Mr. Gaur to travel from Culver City to Paramount are estimated to cost $60 per in-person meeting. These reimbursable travel expenses include personal vehicle use based on the 2024 standard federal mileage reimbursement rate, parking expenses, and one meal while traveling per in-person meeting. If the City requests that WRE perform additional work outside of the proposed scope of services, any such additional work agreed to between the City and WRE shall be performed at the same hourly billing rates reflected in the table below.

To: Honorable City Council
From: John Moreno, City Manager
By: John Moreno, City Manager
Date: August 27, 2024
SUBJECT: UPDATE ON CITY COUNCIL GOALS
On January, 23, 2024, the City Councill held a goals and governance workshop at which the City Council established goals and priorities for 2024. Tonight’s presentation will provide an update on the status of the goals set at that meeting.

Paramount City CouncilAugust 27, 2024

Paramount City Council
August 27, 2024