Consultant under this Agreement, or which would conflict in any manner with the performance of its services hereunder. During the term of this Agreement, Consultant shall not perform any work for another person or entity for whom Consultant was not working at the Commencement Date if both: (i) such work would require Consultant to abstain from a decision under this Agreement pursuant to a conflict of interest statute; and (ii) City has not consented in writing prior to Consultant’s performance of such work.
10. PERSONNEL
Consultant represents that it has, or will secure at its own expense, all personnel required to perform the services identified in the Scope of Services. All such services shall be performed by Consultant or under its supervision, and all personnel engaged in the work shall be qualified to perform such services. Consultant reserves the right to determine the assignment of its own employees to the performance of Consultant’s services under this Agreement, but City reserves the right, for good cause, to require Consultant to exclude any employee from performing services on City’s premises.
Richard D. Barrett, Principal-in-Charge shall be Consultant’s project administrator and shall have direct responsibility for management of Consultant’s performance under this Agreement. No change shall be made in Consultant’s project administrator without City’s prior written consent.
11. OWNERSHIP OF WRITTEN PRODUCTS
All reports, documents or other written material (“written products”) developed by Consultant in the performance of this Agreement shall be and remain the property of City without restriction or limitation upon its use or dissemination by City. Consultant may take and retain copies of such written products as desired, but no such written products shall be the subject of a copyright application by Consultant. If any state, federal, or local law requires mandatory copyright protection for Consultant’s work product, City shall comply with such laws to the extent feasible.
12. INDEPENDENT CONSULTANT
12.1 Consultant is, and shall at all times remain as to City, a wholly independent consultant. Consultant shall have no power to incur any debt, obligation, or liability on behalf of City or otherwise to act on behalf of City as an agent. Neither City nor any of its officers, employees or agents shall have control over the conduct of Consultant or any of Consultant’s employees, except as set forth in this Agreement. Consultant shall not at any time represent that it is, or that any of its agents or employees are, in any manner employees of City.
12.2 The Parties further acknowledge and agree that nothing in this Agreement shall create or be construed to create a partnership, joint venture, employment relationship, joint-employer relationship, or any other relationship between Consultant or Consultant’s employees except as set forth in this Agreement.
12.3 City shall have no direct or indirect control over Consultant’s employees or sub-consultants with respect to wages, hours, and working conditions. In addition, City shall not deduct from the Compensation paid to Consultant any sums required for Social
PROFESSIONAL SERVICES AGREEMENT
MOORE IACOFANO GOLTSMAN, INC. (MIG)
Security, withholding taxes, FICA, state disability insurance or any other federal, state or local tax or charge which may or may not be in effect or hereinafter enacted or required as a charge or withholding on the compensation paid to Consultant, Consultant’s employees or subconsultants. City shall have no responsibility to provide Consultant, its employees or subconsultants with workers’ compensation insurance or any other insurance.
12.4 The Parties further acknowledges the following: (i) that Consultant shall provide the services outlined in the Scope of Services directly to City; (ii) Consultant maintains a business location at the address listed under Section 20 that is separate and distinct from the City; (iii) Consultant contracts with other businesses to provide the same or similar services and maintains a clientele without restriction from the City; (iv) Consultant advertises and holds itself out to the public as available to provide the same or similar services; (v) unless otherwise specified in this Agreement, Consultant provides its own tools, vehicles, and equipment necessary for performing the Scope of Services; (vi) Consultant has proposed and negotiated its own rates; and (vii) consistent with the nature and demands of the project and the City’s business hours, Consultant may set its own hours and location of work.
13. CONFIDENTIALITY
All data, documents, discussion, or other information developed or received by Consultant or provided for performance of this Agreement are deemed confidential and shall not be disclosed by Consultant without prior written consent by City. City shall grant such consent if disclosure is legally required. Upon request, all City data and any copies thereof shall be returned to City upon the termination or expiration of this Agreement.
14. NON-LIABILITY OF CITY OFFICIALS AND EMPLOYEES
No official or employee of the City shall be personally liable to Consultant in the event of any default or breach by City, or for any amount which may become due to Consultant.
15. INDEMNIFICATION
15.1 The Parties agree that City, its officers, agents, elected and appointed officials, employees, affiliated public agencies and volunteers should, to the extent permitted by law, be fully protected from any loss, injury, damage, claim, lawsuit, cost, expense, attorneys’ fees, litigation costs, or any other cost arising out of or in any way related to the performance of this Agreement. Accordingly, the provisions of this indemnity provision are intended by the Parties to be interpreted and construed to provide the fullest protection possible under the law to City. Consultant acknowledges that City would not enter into this Agreement in the absence of Consultant’s commitment to indemnify and protect City as set forth herein. Notwithstanding the foregoing, to the extent Consultant's services are subject to Civil Code Section 2782.8, the above indemnity shall be limited, to the extent required by Civil Code Section 2782.8, to claims that arise out of, pertain to, or relate to the negligence, recklessness, or willful misconduct of the Consultant.
PROFESSIONAL SERVICES AGREEMENT
MOORE IACOFANO GOLTSMAN, INC. (MIG)
15.2 To the full extent permitted by law, Consultant shall indemnify, hold harmless and defend City, its officers, agents, elected and appointed officials, employees, affiliated public agencies and volunteers from and against any and all claims, demands, lawsuits, causes of action, losses, costs or expenses for any damage due to death or injury to any person and injury to any property resulting from or arising out of any alleged intentional, reckless, negligent, or otherwise wrongful acts, errors or omissions of Consultant or any of its officers, employees, servants, agents, or subconsultants in the performance of this Agreement. Such costs and expenses shall include reasonable attorneys’ fees incurred by counsel of City’s choice and expert witness fees and consultant fees. Notwithstanding the foregoing, to the extent Consultant's Services are subject to Civil Code Section 2782.8, the above indemnity shall be limited, to the extent required by Civil Code Section 2782.8, to claims that arise out of, pertain to, or relate to the negligence, recklessness, or willful misconduct of the Consultant.
15.3 City shall have the right to offset against the amount of any compensation due Consultant under this Agreement any amount due City from Consultant as a result of Consultant’s failure to pay City promptly any indemnification arising under this Section 15 or related to Consultant’s failure to either: (i) pay taxes on amounts received pursuant to this Agreement or (ii) comply with applicable workers’ compensation laws.
15.4 The obligations of Consultant under this Section 15 will not be limited by the provisions of any workers’ compensation act or similar act. Consultant expressly waives its statutory immunity under such statutes or laws as to City, its officers, agents, employees and volunteers.
15.5 Consultant agrees to obtain executed indemnity agreements with provisions identical to those set forth here in this Section 15 from each and every subconsultant or any other person or entity involved by, for, with or on behalf of Consultant in the performance of this Agreement. In the event Consultant fails to obtain such indemnity obligations from others as required herein, Consultant agrees to be fully responsible and indemnify, hold harmless and defend City, its officers, agents, elected and appointed officials, employees, affiliated public agencies and volunteers from and against any and all claims, demands, lawsuits, causes of action, losses, costs or expenses for any damage due to death or injury to any person and injury to any property resulting from or arising out of any alleged intentional, reckless, negligent, or otherwise wrongful acts, errors or omissions of Consultant’s subconsultants or any other person or entity involved by, for, with or on behalf of Consultant in the performance of this Agreement. Such costs and expenses shall include reasonable attorneys’ fees incurred by counsel of City’s choice and expert witness fees and consultant fees.
15.6 City does not, and shall not, waive any rights that it may possess against Consultant because of the acceptance by City, or the deposit with City, of any insurance policy or certificate required pursuant to this Agreement. This hold harmless and indemnification provision shall apply regardless of whether or not any insurance policies are determined to be applicable to the claim, demand, damage, liability, loss, cost or expense.
PROFESSIONAL SERVICES AGREEMENT
MOORE IACOFANO GOLTSMAN, INC. (MIG)
15.7 PERS ELIGIBILITY INDEMNITY. In the event that Consultant or any employee, agent, or subconsultant of Consultant providing services under this Agreement claims or is determined by a court of competent jurisdiction or the California Public Employees Retirement System (PERS) to be eligible for enrollment in PERS as an employee of the City, Consultant shall indemnify, defend, and hold harmless City for the payment of any employee and/or employer contributions for PERS benefits on behalf of Consultant or its employees, agents, or subconsultants, as well as for the payment of any penalties and interest on such contributions, which would otherwise be the responsibility of City.
Notwithstanding any other agency, state or federal policy, rule, regulation, law or ordinance to the contrary, Consultant and any of its employees, agents, and subconsultants providing service under this Agreement shall not qualify for or become entitled to, and hereby agree to waive any claims to, any compensation, benefit, or any incident of employment by City, including but not limited to eligibility to enroll in PERS as an employee of City and entitlement to any contribution to be paid by City for employer contribution and/or employee contributions for PERS benefits.
16. INSURANCE
16.1 During the term of this Agreement, Consultant shall carry, maintain, and keep in full force and effect insurance against claims for death or injuries to persons or damages to property that may arise from or in connection with Consultant’s performance of this Agreement. Such insurance shall be of the types and in the amounts as set forth below:
16.1.1 Comprehensive general liability, and Umbrella or Excess Liability Insurance covering all operations by or on behalf of Consultant providing insurance for bodily injury liability and property damage liability for the following and including coverage for:
16.1.1.1 Premises, operations, and mobile equipment
16.1.1.2 Products and completed operations
16.1.1.3 Broad form property damage (including completed operations)
16.1.1.4 Explosion, collapse, and underground hazards
16.1.1.5 Personal Injury
16.1.1.6 Contractual liability
in the amount of Two Million Dollars ($2,000,000) per occurrence combined single limit; Four Million Dollars ($4,000,000) aggregate for products/completed operation; Two Million Dollars ($2,000,000) general aggregate (General aggregate must apply separately to Consultant’s work under this Agreement.); and Five Million Dollars ($5,000,000) umbrella or excess liability.
PROFESSIONAL SERVICES AGREEMENT
MOORE IACOFANO GOLTSMAN, INC. (MIG)
16.1.2 Automobile Liability Insurance for owned, hired and non-owned vehicles utilized by Consultant, its employees or subconsultants, in the amount of One Million Dollars ($1,000,000) per accident for bodily injury and property damage.
16.1.3 Worker’s Compensation Insurance as required by the laws of the State of California, with Statutory Limits, and Employer's Liability Insurance with limit of no less than One Million Dollars ($1,000,000) per accident for bodily injury or disease.
16.1.4 Professional Liability Insurance against errors and omissions in the performance of the work under this Agreement with coverage limits of not less than Two Million Dollars ($2,000,000) per occurrence of claim Four Million Dollars ($4,000,000) in the aggregate.
16.2 Consultant shall require each of its subconsultants, if any, to maintain insurance coverage that meets all of the requirements of this Agreement.
16.3 The policy or policies required by this Agreement shall be issued by an insurer admitted in the State of California and with a rating of at least A:VII in the latest edition of Best’s Insurance Guide.
16.4 Consultant agrees that if it does not keep the aforesaid insurance in full force and effect City may either: (i) immediately terminate this Agreement; or (ii) take out the necessary insurance and pay, at Consultant’s expense, the premium thereon.
16.5 At all times during the term of this Agreement, Consultant shall maintain on file with City’s Risk Manager a certificate or certificates of insurance showing that the aforesaid policies are in effect in the required amounts and, for the general liability and automobile liability policies, naming the City as an additional insured. Consultant shall, prior to commencement of work under this Agreement, file with City’s Risk Manager such certificate(s).
16.6 Consultant shall provide proof that policies of insurance required herein expiring during the term of this Agreement have been renewed or replaced with other policies providing at least the same coverage. Consultant shall provide such proof to City at least two weeks prior to the expiration of the coverages.
16.7 The general liability and automobile policies of insurance required by this Agreement shall contain an endorsement naming City, its officers, employees, agents and volunteers as additional insureds. All of the policies required under this Agreement shall contain an endorsement providing that the policies cannot be canceled or reduced except on thirty days’ prior written notice to City. Consultant agrees to require its insurer to modify the certificates of insurance to delete any exculpatory wording stating that failure of the insurer to mail written notice of cancellation imposes no obligation, and to delete the word “endeavor” with regard to any notice provisions.
16.8 The general liability and automobile policies of insurance provided by Consultant shall be primary to any coverage available to City. Any insurance or self-
PROFESSIONAL SERVICES AGREEMENT
MOORE IACOFANO GOLTSMAN, INC. (MIG)
insurance maintained by City, its officers, employees, agents or volunteers, shall be in excess of Consultant’s insurance and shall not contribute with it.
16.9 All insurance coverage provided pursuant to this Agreement shall not prohibit Consultant, and Consultant’s employees, agents or subconsultants, from waiving the right of subrogation prior to a loss. Consultant hereby waives all rights of subrogation against the City.
16.10 Any deductibles or self-insured retentions must be declared to and approved by the City. At the option of City, Consultant shall either reduce or eliminate the deductibles or self-insured retentions with respect to City, or Consultant shall procure a bond guaranteeing payment of losses and expenses.
16.11 Procurement of insurance by Consultant shall not be construed as a limitation of Consultant’s liability or as full performance of Consultant’s duties to indemnify, hold harmless and defend under Section 15 of this Agreement.
16.12 If Consultant maintains broader coverage and/or higher limits than the minimums shown above, the City requires and shall be entitled to the broader coverage and/or the higher limits maintained by the Consultant. Any available insurance proceeds in excess of the specified minimum limits of insurance and coverage shall be available to the City.
17. MUTUAL COOPERATION
17.1 City shall provide Consultant with all pertinent data, documents and other requested information as is reasonably available to City for the proper performance of Consultant’s services under this Agreement.
17.2 In the event any claim or action is brought against City relating to Consultant’s performance in connection with this Agreement, Consultant shall render any reasonable assistance that City may require.
18. RECORDS AND INSPECTIONS
Consultant shall maintain full and accurate records with respect to all matters covered under this Agreement for a period of three years after the expiration or termination of this Agreement. City shall have the right to access and examine such records, without charge, during normal business hours. City shall further have the right to audit such records, to make transcripts therefrom and to inspect all program data, documents, proceedings, and activities.
19. PERMITS AND APPROVALS
Consultant shall obtain, at its sole cost and expense, all permits and regulatory approvals necessary in the performance of this Agreement. This includes, but shall not be limited to, encroachment permits and building and safety permits and inspections.
PROFESSIONAL SERVICES AGREEMENT
MOORE IACOFANO GOLTSMAN, INC. (MIG)
20. NOTICES
Any notices, bills, invoices, or reports required by this Agreement shall be deemed received on: (i) the day of delivery if delivered by hand, facsimile, email, or overnight courier service during Consultant’s and City’s regular business hours; or (ii) on the third business day following deposit in the United States mail if delivered by mail, postage prepaid, to the addresses listed below (or to such other addresses as the Parties may, from time to time, designate in writing).
If to City: If to Consultant:
Steve Carmona, City Manager
City of Pico Rivera
PO Box 1016
6615 Passons Blvd.
Pico Rivera, California 90660-1016
Richard D. Barrett,
Principal-in-Charge
MIG, Inc.
537 S. Raymond Avenue
Pasadena, CA 91105
626-744-9872
Invoice copies to:
[email protected]
And a courtesy copy to:
Arnold M. Alvarez-Glasman, City Attorney
13181 Crossroads Parkway North
Suite 400 - West Tower
City of Industry, CA 91746
Facsimile: (562) 692-2244
21. SURVIVING COVENANTS
The Parties agree that the covenants contained in Sections 13, 15 and Paragraph
17.2 of Section 17, of this Agreement shall survive the expiration or termination of this Agreement.
22. TERMINATION
22.1. City shall have the right to terminate this Agreement for any reason on five (5) calendar days’ written notice to Consultant. Consultant shall have the right to terminate this Agreement for any reason on sixty (60) calendar days’ written notice to City. The effective date of termination shall be upon the date specified in the notice of termination. Consultant agrees that in the event of such termination, City’s obligation to pay Consultant shall be limited to payment only for those services satisfactorily rendered, as solely determined by the City, prior to the effective date of termination. Consultant agrees to cease all work under this Agreement on or before the effective date of any notice of termination. All City data, documents, objects, materials or other tangible things shall be returned to City upon the termination or expiration of this Agreement.
22.2 If City terminates this Agreement due to no fault or failure of performance by Consultant, then Consultant shall be paid based on the work satisfactorily performed, as
PROFESSIONAL SERVICES AGREEMENT
MOORE IACOFANO GOLTSMAN, INC. (MIG)
solely determined by the City, at the time of termination. In no event shall Consultant be entitled to receive more than the amount that would be paid to Consultant for the full performance of the services required by this Agreement.
23. ASSIGNMENT
Consultant shall not delegate, transfer, subcontract or assign its duties or rights hereunder, either in whole or in part, without City’s prior written consent, and any attempt to do so shall be void and of no effect. City shall not be obligated or liable under this Agreement to any Party other than Consultant.
24. NON-DISCRIMINATION AND EQUAL EMPLOYMENT OPPORTUNITY
24.1 In the performance of this Agreement, Consultant shall not discriminate against any employee, subconsultant, or employment applicant because of race, color, creed, religion, sex, marital status, national origin, ancestry, age, physical or mental handicap, medical condition or sexual orientation. Consultant will take affirmative action to ensure that subconsultants, employees, and employment applicants are treated without regard to their race, color, creed, religion, sex, marital status, national origin, ancestry, age, physical or mental handicap, medical condition or sexual orientation.
24.2 Consultant will, in all solicitations or advertisements for employees placed by or on behalf of Consultant state either that it is an equal opportunity employer or that all qualified applicants will receive consideration for employment without regard to race, color, creed, religion, sex, marital status, national origin, ancestry, age, physical or mental handicap, medical condition or sexual orientation.
24.3 Consultant will cause the foregoing provisions to be inserted in all subcontracts for any work covered by this Agreement except contracts or subcontracts for standard commercial supplies or raw materials.
25. WARRANTIES
25.1 Each Party has received independent legal advice from its attorneys with respect to the advisability of entering into and executing this Agreement, or been provided with an opportunity to receive independent legal advice and has freely and voluntarily waived and relinquished the right to do so. Each Party who has not obtained independent counsel acknowledges that the failure to have independent legal counsel will not excuse such Party’s failure to perform under this Agreement.
25.2 In executing this Agreement, each Party has carefully read this Agreement, knows the contents thereof, and has relied solely on the statements expressly set forth herein and has placed no reliance whatsoever on any statement, representation, or promise of any other party, or any other person or entity, not expressly set forth herein, nor upon the failure of any other party or any other person or entity to make any statement, representation or disclosure of any matter whatsoever.
25.3 It is agreed that each Party has the full right and authority to enter into this Agreement, and that the person executing this Agreement on behalf of either Party has
PROFESSIONAL SERVICES AGREEMENT
MOORE IACOFANO GOLTSMAN, INC. (MIG)
the full right and authority to fully commit and bind such Party to the provisions of this Agreement.
26. CAPTIONS
26.1 The captions appearing at the commencement of the sections hereof, and in any paragraph thereof, are descriptive only and for convenience in reference to this Agreement. Should there be any conflict between such heading, and the section or paragraph thereof at the head of which it appears, the section or paragraph thereof, as the case may be, and not such heading, shall control and govern in the construction of this Agreement.
26.2 Masculine or feminine pronouns shall be substituted for the neuter form and vice versa, and the plural shall be substituted for the singular form and vice versa, in any place or places herein in which the context requires such substitution(s).
27. NON-WAIVER
27.1 The waiver by City or Consultant of any breach of any term, covenant or condition herein contained shall not be deemed to be a waiver of such term, covenant or condition or of any subsequent breach of the same or any other term, covenant or condition herein contained. In no event shall the making by City of any payment to Consultant constitute or be construed as a waiver by City of any breach of covenant, or any default which may then exist on the part of Consultant, and the making of any such payment by City shall in no way impair or prejudice any right or remedy available to City with regard to such breach or default. No term, covenant or condition of this Agreement shall be deemed to have been waived by City or Consultant unless in writing.
27.2 Each right, power and remedy provided for herein or now or hereafter existing at law, in equity, by statute, or otherwise shall be cumulative and shall be in addition to every other right, power, or remedy provided for herein or now or hereafter existing at law, in equity, by statute, or otherwise. The exercise, the commencement of the exercise, or the forbearance of the exercise by any Party of any one or more of such rights, powers or remedies shall not preclude the simultaneous or later exercise by such Party of any of all of such other rights, powers or remedies.
27.3 Consultant shall not be liable for any failure to perform if Consultant presents acceptable evidence, in City’s sole judgment, that such failure was due to causes beyond the control and without the fault or negligence of Consultant.
28. COURT COSTS AND ATTORNEY FEES
In the event legal action shall be necessary to enforce any term, covenant or condition herein contained, the Party prevailing in such action, whether reduced to judgment or not, shall be entitled to its reasonable court costs, including accountants’ fees and expert witness fees, if any, and attorneys’ fees expended in such action. The venue for any litigation shall be Los Angeles County, California.
PROFESSIONAL SERVICES AGREEMENT
MOORE IACOFANO GOLTSMAN, INC. (MIG)
29. SEVERABILITY
If any term or provision of this Agreement or the application thereof to any person or circumstance shall, to any extent, be invalid or unenforceable, then such term or provision shall be amended to, and solely to, the extent necessary to cure such invalidity or unenforceability, and in its amended form shall be enforceable. In such event, the remainder of this Agreement, or the application of such term or provision to persons or circumstances other than those as to which it is held invalid or unenforceable, shall not be affected thereby, and each term and provision of this Agreement shall be valid and be enforced to the fullest extent permitted by law.
30. GOVERNING LAW
This Agreement shall be governed and construed in accordance with the laws of the State of California.
31. COUNTERPARTS
This Agreement may be signed in any one or more counterparts all of which taken together shall be but one and the same Agreement. Any signed copy of this Agreement or of any other document or agreement referred to herein, or copy or counterpart thereof, delivered by facsimile or email transmission, shall for all purposes be treated as if it were delivered containing an original manual signature of the Party whose signature appears in the facsimile or email and shall be binding upon such Party in the same manner as though an originally signed copy had been delivered.
32. ENTIRE AGREEMENT
All documents referenced as exhibits in this Agreement are hereby incorporated in this Agreement. In the event of any material discrepancy between the express provisions of this Agreement and the provisions of any document incorporated herein by reference, the provisions of this Agreement shall prevail. This instrument contains the entire Agreement between City and Consultant with respect to the transactions contemplated herein. No other prior oral or written agreements are binding upon the Parties.
Amendments hereto or deviations herefrom shall be effective and binding only if made in writing and executed by City and Consultant.
[THIS SECTION LEFT INTENTIONALLY BLANK]
PROFESSIONAL SERVICES AGREEMENT
MOORE IACOFANO GOLTSMAN, INC. (MIG)
TO EFFECTUATE THIS AGREEMENT, the Parties have caused their duly authorized representatives to execute this Agreement on the dates set forth below. “CITY” “CONSULTANT”
CITY OF PICO RIVERA MOORE IACOFANO GOLTSMAN, INC. (MIG)
______________________________ ___________________________________ Steve Carmona, City Manager Richard D. Barrett, Principal-in-Charge Dated: ________________________ Dated: _____________________________ ATTEST: APPROVED AS TO FORM:
___________________________ ___________________________________ Anna M. Jerome, City Clerk Arnold M. Alvarez-Glasman, City Attorney
PROFESSIONAL SERVICES AGREEMENT
MOORE IACOFANO GOLTSMAN, INC. (MIG)
EXHIBIT A
SCOPE OF SERVICES
Pico Rivera Whittier Blvd – SOW FINAL 11/1/22
1 Scope of Work
Unless otherwise noted, deliverables will assume one (1) round of City review and comment with updates by the MIG team.
Task 1 – Project Management
MIG will ensure that public outreach and engagement will work hand-in-hand with project management throughout the entire project. This will help ensure a consistent process that builds consensus toward the final Historic Whittier Boulevard Specific Plan (HWBSP). Prior to the kickoff meeting, MIG will coordinate with City staff for attendance, site touring, stakeholder groups, and other kickoff logistics. For this proposal, MIG uses the Project Management Team (PMT) to designate MIG Project Manager (PM) and Principal-in-charge (PIC), as well as the Project Managers from the City of Pico Rivera, CivicWell, and Day One.
Task 1.1 – Project Kickoff
The project kickoff will ensure that the City and MIG team have a shared understanding of the context in which the Plan will be developed. The project kick-off is to be completed in two phases, which could include multiple individual sessions. An outline of events include:
Virtual Kick-off (2-3 hours)
• Core Project Team Meeting - establish team and project communications, processes, and protocols; confirm the Project Area boundary and context; discuss existing/baseline conditions, the PR 2035 initiative, the Whittier Boulevard Revitalization program, scope of work, and technical analysis; and coordinate the Pico Rivera Design Studio logistics; as well as clarify roles and responsibilities. • Individual and/or shared meetings – to confirm the planning process, plan context, and key opportunities and constraints that include City Departments as appropriate (e.g., Public Works; at a staff/director level to be determined by City staff)
In-person Kick-off (half-day) – 12/15
• Kick-off event
• Individual and/or shared meetings – to confirm the planning process, plan context, and key opportunities and constraints.
o City Departments as appropriate (e.g., Public Works; at a staff/director level to be determined by City staff)
o Other project teams (e.g., landscape median project)
o Stakeholders
• Site Tour - document conditions and discuss opportunities within the study area. Site tour would also include tour of the Pico Rivera Design Studio space.
The MIG team will have up to six staff persons attend the kickoff meeting and tour of the Project Area.
Deliverables:
• Kickoff Summary email (key take-a-ways, action items) • Draft action plan for technical analysis
Task 1.2 – Management Plan
Pico Rivera Whittier Blvd – SOW FINAL 11/1/22
2 Following the kickoff meeting, the MIG team will provide a draft Project Management Plan (PMP) with any updates and refinements to the scope of work, timeline, and logistics for communication and tracking. The MIG team will finalize the PMP based on one round of feedback from the City.
Deliverables:
• Draft and Final PMP
• Monthly activity and progress reports (approximately one-page Memo) • Monthly invoices
Task 1.3 – Project Team Meetings
MIG proposes bi-weekly virtual check-in meetings among the PMT (MIG PM, PIC and City, as well as CivicWell and Day One if their scope permits). In addition to the PM and PIC, MIG assumes other staff and subconsultants will periodically attend check-in meetings to present information and discuss topics relative to their particular expertise and work on the project.
MIG will lead coordination and management of subconsultants regarding monthly invoices and scheduling participation of subconsultants in monthly check-ins between MIG team and City. Subconsultants have provided budget to attend up to 12 meetings.
Deliverables:
• Bi-weekly check-in meetings
• Project meeting agendas, attendance, notes, and action items Task 1.4 – Pico Rivera Design Studio
The MIG team will use the anticipated Pico Rivera Design Studio (PRDS) to establish an immersive relationship with the community, particularly a youth ambassador’s program (Task 3.1) that includes local high school students and university students throughout the Los Angeles region, as well as complete project specific work. MIG will support the City, CivicWell, and Day One in the development of the plan for the youth ambassador’s program. Additionally, MIG proposes to coordinate with the University of Southern California (USC) Sol Price School of Public Policy to develop an urban design studio semester, or partial semester, to work on sites and/or issues related to the HWBSP for the Spring 2023 and/or Fall 2023 term(s). MIG will determine a set working schedule on-site as well as the necessary technology/building updates based upon conversations and with the City, CivicWell, and Day One during 2022.
MIG anticipates an open-door policy when staff are present at the PRDS, which will encourage community members to enter the studio and engage in informal conversations. The PRDS will also be used for scheduled events with the community, city staff, and technical experts (subconsultant team or others).
Community relationship and engagement work could include informal interfacing and conversations with the community to provide in-person mentorship, sharing knowledge and skills, offering informal job training, and exposing high school project ambassadors and college/university students to the various fields of study associated with the Multimodal Plan and Specific Plan. Additionally, and depending upon the selected visualization tools, the PRDS could act as the start/finish for an Augmented Reality “scavenger hunt” through the study area and/or a Virtual Reality station for the community to experience virtual reality walk-through models.
Project specific work for the project completed by MIG staff could include existing conditions analysis and building virtual 3D models; design charrettes between the MIG team and others (e.g., City staff or students) for design frameworks, conceptual design, and preferred design concepts; formal community engagement events and presentations; and drafting the draft and final Multimodal and Specific Plans.
Pico Rivera Whittier Blvd – SOW FINAL 11/1/22
3 With the PRDS anticipated to be operational in Spring 2023, the MIG team will finalize the on-site working schedule with the City during 2022. Concurrently during 2022, MIG will provide recommendations of requirements for renovations of the physical space (e.g., outlets, lighting, Wi-fi, network connection capabilities, etc.) to support scoped working tasks. MIG anticipates that the PRDS physical space will be a “working studio condition” that could be partially unfinished spaces.
MIG is proposing that one MIG staff person will be located at the PRDS for one full day each week (for most weeks) once it is operational (anticipated Spring 2023) through the end of the project schedule in June 2024. In total, this is approximately 400 hours of MIG staff time. MIG will develop a regular schedule (e.g., specific day of the week) for MIG staff to be present at the PRDS through coordination with City/Day One/Civic Well staff and other City projects. Those 400 hours are not reflected in the Fee Matrix under Task 1.4, but would come from other tasks (e.g., 2.1, 3.7, 4.1, etc.). The hours shown under Task 1.4 represent budgeted time for coordinating with high school and college/university students, as well as informal conversations with community members who “drop-in” on the PRDS. In addition to MIG’s time, Fehr & Peers is including 20 hours of staff time and EPS is including eight hours of staff time for participation and support at the Pico Rivera Design Studio to provide mentorship, transfer knowledge, and expose local students to the transportation aspects of the project and industry. JMD staff, who are already working in Pico Rivera, will be available to participate in meetings at Pico Rivera’s design studio once a month, as needed.
If the PRDS cannot become operational on schedule, or during the project period, MIG will conduct activities defined in this task 1.4 at City Hall.
Deliverables:
• Tentative on-site work schedule from 2023-2024
• High-level outline and overview of activities and outcomes including activities related to the Youth Ambassador’s program, USC semester program(s), and other programs, activities, and outcomes of the PRDS. The City understands that this information may be used as a deliverable under a subsequent task, such as an appendix to the Specific Plan (task 4).
Task 2 – Background, Discovery, and Existing Conditions Fehr & Peers will support the assessment of the existing transportation network, transportation policies, and multimodal data in the study area in Tasks 2.2 and 2.3.
Task 2.1 – Field Survey and Base Mapping
The MIG team will rely on multiple data sources to document existing conditions, opportunities, and constraints.
The existing conditions mapping will utilize publicly available GIS information, UrbanFootprint, and consultant GIS libraries; observations from the site tour; input from engagement events and the Pico Rivera Design Studio; as well as additional information requested from the City such as current and past redevelopment plans, street as-built drawings, and other available data such as parking studies or sales tax data. MIG will develop a series of maps showing existing conditions for key elements, as well as a few maps that diagram overall opportunities and constraints. After the completion of the Project Kickoff, MIG will prepare a Draft Action Plan for Technical Analysis that will include a Request for Information and outline maps to be developed.
This task will also include initial development of a 3D model of existing conditions. At this stage of the project, the 3D model of the study area will be a simple building envelope (aka clay model) extruded from GIS based building footprints and outline of City blocks. This 3D model will provide the basis for future virtual visualization tools for proposed conditions, as well as can be used to present some existing conditions analysis in place of 2D plan view maps. MIG will use SketchUp to develop the 3D model but can utilize other modeling software (e.g., Rhino) as determined during project kick-off.
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4 Related to economic conditions, the MIG Team will evaluate the demographic, economic, and market dynamics facing the Project Area as a basis for identifying current drivers and future opportunities for the corridor. This will include an analysis of current demographic, economic, and real estate market trends within various overlapping Trade Areas (e.g., City of Pico Rivera, the Gateway Cities region, and Los Angeles County) as well as the Project Area’s strengths, weaknesses, opportunities, and threats. This analysis will be informed by a comprehensive review of a variety of public and private data sources, including US Census, CoStar, Zillow, SCAG, and others, as well as discussions with City staff. The goal of this task is to identify various industry segments and development types that could be successful along Whittier Boulevard, as well as potential opportunity sites that may help drive desired revitalization of the corridor. The evaluation will inform the market demand, development feasibility, and economic development analysis to be completed in Task 4.2.
Deliverables:
• Action Plan for Technical Analysis Memo
o Request for Information
o Map set outline
• Draft and Final Existing Conditions Analysis – PPT format • Virtual 3D model (clay model level of detail) of existing conditions for study area Task 2.2 – Policies, Plans, and Program Assessment
The City of Pico Rivera, Gateway Cities Council of Governments (GCCOG), and regional entities such as Metro and SCAG have completed local and regional active transportation planning efforts that impact planning, funding, and implementation. The MIG team has provided budget to review up to eight (8) documents. Documents we expect to review include, but are not limited to:
• City of Pico Rivera General Plan
• Transportation-related standards and policies (e.g., rail corridors) • SCAG 2020-2045 RTP/SCS
• Plans for local and regionally significant corridors such as I-605 and Rosemead Boulevard • Eastside Gold Line Extension
• River Park District (SB 268)
In addition to reviewing and summarizing key take-a-ways that impact development of the HWBSP from existing plans and policies, the MIG team will identify case studies that demonstrate successful precedents, particularly related to specific disciplines and project goals that will be determined through the community visioning phase.
MIG will use the case studies to establish connection between existing conditions analysis and community visioning. MIG understand the case studies will help to demonstrate what could be possible for the study area to the community, which will support the development of overall frameworks and design concepts. The case study materials would be showcased at the PRDS, incorporated into outreach materials, as well as incorporated into formal community engagement events, particularly the first round of the Community Design Charette.
The specific discipline case studies to be included (e.g., Mobility, Economic Development, Urban Design, etc.) will be determined through biweekly meetings with City staff, emerging existing conditions analysis, and initial conversations with the community and stakeholders. MIG will develop a PPT of key case studies (4-6) and their key considerations for Pico Rivera.
Deliverables:
• Summary memo of impacts of regulatory plans/documents on the Project Area • Draft and Final PPT of Case Study Plans
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5 Task 2.3 – Multimodal Data Collection and Assessment
Fehr & Peers will lead the collection and analysis of multimodal transportation conditions. To help understand infrastructure and activity levels, Fehr & Peers will inventory existing and planned facilities from the sources above, and also review vehicle, bicycle, pedestrian, and transit data collected by the City and/or submitted with recent reports. In order to supplement available data and fill potential gaps, we are including budget for screen line counts at two locations that would obtain daily vehicle speed and volume, and count the number of pedestrians or cyclists for a two-hour peak commute period. We also propose to collect PM peak-hour intersection counts at two locations. These counts would include vehicles, bicycles, and pedestrians at two intersections.
In addition to Fehr & Peers leading data collection, the MIG team will integrate the youth ambassador’s program in the collection of existing conditions data. The participation of the youth ambassadors will be developed as part of the Community Engagement Plan (CEP – Task 3.1). The MIG team understands the youth ambassadors can assist in the collection of data such as bike/ped/car/parking counts, documenting landscape conditions, as well as ground-truthing infrastructure/land use existing conditions.
Within the study area, on-street parking is only available in a few streets such as Durfee Avenue. The bulk of the parking in the area is off-street and is located as part of private developments. Since the vast majority of the parking is privately owned and recent market conditions have led to numerous vacancies at commercial centers, we propose to discuss parking demand qualitatively based on fieldwork observations within the study area.
Collecting quantitative hourly supply and occupancy data can be costly and may be best reserved for key opportunity sites or high-demand areas, where a fine-grained understanding of parking may present new development opportunities or an opportunity to enhance access to a popular destination. MIG team proposes to provide qualitative study of parking as part of Task 2.3, a quantitative analysis of parking is proposed to be completed as part of Task 4.2. The qualitative analysis completed in Task 2.3 will be able to inform the appropriate scope and budget of a quantitative parking study in Task 4.2. Additionally, completing the quantitative study in 4.2 will benefit from stakeholder conversations with study area property owners and exploration of proposed build-out/mobility concepts so the quantitative study can be targeted for areas that can accommodate changes in parking.
Fehr & Peers will also conduct a five-year collision analysis to understand hot spots and collision profiles along the Whittier Boulevard corridor. This analysis will focus on questions like:
• How frequent are collisions?
• Are people involved in collisions typically driving, walking, or on a bicycle? • Do injuries result in severe injuries or fatalities? Are the proportion of people injured even among the different travel modes?
• Are there patterns, in terms of locations, collision types, and users that can be gleaned from the collision history and ways to help prevent collisions in the future? The collision analysis will develop a map and table with frequency along the corridor, high-frequency and high-injury collision locations, and a summary of any observed patterns within the collision analysis.
Finally, one interesting question to explore is the proportion of traffic traveling on Whittier Boulevard that passes through without starting or ending their trip in Pico Rivera. Understanding the proportion of vehicles that simply drive through the study area can be helpful for informing strategies. Fehr & Peers will provide traffic modeling to answer the question of the relationship between pass-through traffic and origin/destination vehicle traffic (completed in Task 4.2). For example, if a high proportion of vehicles drive through the study area without stopping in Pico Rivera, that may suggest enhancements to walking and biking facilities can enhance economic vitality by making it more inviting for visitors to stop by, while also serving and working to increase the proportion of local trips that can be made to and within the study area by transit, foot, or bike; thereby benefitting people and Pico Rivera Whittier Blvd – SOW FINAL 11/1/22
6 businesses nearby. The traffic modeling and analysis will be framed to provide recommendations for multimodal street improvements, as well as supporting related grant applications for additional study and/or implementation.
This pass-through vs. origin/destination analysis will be completed concurrent with economic market analysis that will also be completing an analysis of destinations within the study area/city/region; that economic and mobility analysis will be integrated to discover opportunity/constraint relationships, as well as complementary recommendations.
In summary, Fehr & Peers will undertake data collection, analysis, mapping, and documentation of transportation-related data to support existing conditions. Our work will largely be based on existing databases and resources, and will focus on mapping, analysis, and update of the following data within the Specific Plan study area:
• Transit Network, including existing and planned or proposed transit routes and stop locations. Boarding and alighting data within the study area will be requested, and planned linkages to major transit connections (e.g., BRT on Rosemead Boulevard) will also be identified. • Non-Motorized Network, including the existing and planned bicycle network and existing infrastructure for people walking, biking, or taking the bus in the study area and the presence of any bike share and/or micro mobility services will be identified.
• Roadway Network, including roadway classifications, posted speed limits, presence of on-street parking, and any available historic intersection or segment traffic counts. This review will rely heavily on the availability of existing City databases.
• Parking, including identification of on-street parking and public off-street facilities. If City inventories of off-street private parking are available, these will be incorporated into the review. • Collision statistics for the most recently available five-year dataset obtained from the Statewide Integrated Traffic Reporting system (SWITRS).
Deliverables:
• Multimodal Analysis incorporated into Task 2.1 Deliverable Task 3 – Community Outreach and Engagement
The MIG team assumes that CivicWell and Day One will lead many tasks related to Community Engagement. Our team is experienced with this project organization and are looking forward to integrating our work with CivicWell and Day One.
Fehr & Peers, EPS, and JMD will support the team with participation at public engagement events such as public meetings (3.3, 3.5), project advisory group meetings (3.2), technical advisory group meetings (3.4), or the community design charrette (3.8). At this time, 20 hours of both Fehr & Peers and EPS staff time are scoped. For Fehr & Peers this equals four to five in-person meetings/eight to ten virtual meetings. For EPS this equals two to three in-person meetings or four to five virtual meetings. The number of meetings available for subconsultants will depend on meeting duration and level of materials preparation.
Task 3.1 – Community Engagement Plan
MIG assumes that CivicWell will lead the development of the Community Engagement Plan (CEP). As part of the CEP, CivicWell and Day One will integrate details of the youth ambassador’s program into the CEP with input from MIG. MIG understands the youth ambassador’s program will be able to assist on a variety of tasks including existing conditions data collection. MIG can provide input to the CEP based upon our extensive experience with community engagement led planning projects, especially focused on engaging individuals, groups, and communities that have historically been left out of typical planning processes. MIG can provide input on youth Pico Rivera Whittier Blvd – SOW FINAL 11/1/22
7 ambassador’s program, stakeholder groups, outreach and messaging strategies, internal tracking logistics, process for incorporating community feedback into plan development, and other topics.
Deliverables:
• One summary memo and one round of comments on CEP
• PPT Template to be used for Community and Stakeholder Presentations Task 3.2 – Project Advisory Group Meetings
MIG will attend four Project Advisory Meetings during the project. MIG assumes makeup, coordination, and scheduling of the Advisory Group and meetings will be led by CivicWell and Day One. MIG proposes to provide input on timing of Advisory Group Meetings relative to plan development and milestones, as well as input on meeting agendas. Additionally, MIG can develop materials, such as a PowerPoint Presentation (PPT), to inform plan progress (e.g., concept and strategies) and prompt strategic discussions related to community engagement, project vision, and other topics.
Deliverables:
• Attendance at four (4) meetings by two MIG staff
• Summary notes from each meeting
Task 3.3 – Policymaker Engagement
MIG has provided budget to support a variety of ways to directly engage with or support City staff with Policymaker Engagement meetings. These hours are separate from plan approval meetings scoped in Task 5. MIG assumes grouping of policymaker bodies, coordination, and scheduling of the policymaker meetings will be led by CivicWell and Day One. The proposed hours could accommodate any of the following, individually or in combination:
• Participate in one-on-one meetings with policy makers (up to 4 1-hour meetings) • Participate in prep sessions with City staff who will attend policymaker meetings (up to 6 1-hour sessions) • MIG can assist in developing materials, such as a PowerPoint Presentations (PPT), to inform plan progress (e.g., concept and strategies) and prompt strategic discussions related to community engagement strategy, project vision, preferred concepts, and other topics. • MIG can develop materials in PPT format to provide background of technical topics for disciplines (e.g., benefits of form-based zoning code), impacts from new legislation (e.g., AB 2097), or other topics to support City staff conversations with Policymakers
Deliverables:
• As determined by participation event. Could include PPT slides incorporated into City Staff presentations to policymakers; notes from one-on-one meetings; and/or preparation questions and notes from prep sessions
Task 3.4 – Technical Advisory Group Meetings
MIG will attend up to eight Technical Advisory Group (TAG) meetings. MIG assumes makeup of TAG participants, coordination, and scheduling of the TAG meetings will be led by CivicWell and Day One. MIG proposes to provide input on timing of TAG meetings relative to plan development and milestones, as well as input on meeting agendas. Additionally, MIG can assist in developing materials, such as a PowerPoint Presentation (PPT), to inform Pico Rivera Whittier Blvd – SOW FINAL 11/1/22
8 plan progress (e.g., concept and strategies) and prompt strategic discussions related to community engagement strategy, project vision, preferred concepts, and other topics.
Deliverables:
• Attendance at eight (8) meetings by two MIG staff
• Summary notes from each meeting
• Draft PPT slides for each meeting with one round of updates; one round of MIG comments on Final PPT to be updated by CivicWell (MIG assumes PPT will be finalized by CivicWell) Task 3.5 – Community Design Charrette
MIG assumes that CivicWell and Day One will lead the coordination, scheduling, and advertising of the Community Design Charrette. MIG assumes that we will co-lead the planning and events of the Community Design Charette with CivicWell. We propose the Community Design Charette will utilize the Pico Rivera Design Studio space to provide a range of presentations and activities open to the public as well as oriented to targeted audiences that would create connections between overall vision/goals/principles, existing conditions analysis, and proposed design frameworks and concepts (e.g., streetscape and build-out scenarios).
MIG will attend six days of a Community Design Charette. MIG anticipates the first phase would occur around April/May 2023 and the second phase is anticipated to occur in September 2023 to coincide with the Open Streets Event. The community design charrettes could take place over three full days each, a combination of full/half days, as well as combined with other events to maximize the impact with the community. The first Community Design Charrette will focus on community visioning and emerging concepts, specifically could include:
• Presentation (PPT and/or Boards) for overview/background of the project • Confirming the community vision,
• Presentation (PPT and/or Boards) existing conditions analysis including case studies • Presentation (PPT and/or Boards) of draft overall frameworks and exercises for developing overall frameworks
• Presentation (PPT and/or Boards) of initial concepts and exercises for developing concept designs • Introduce VR/AR examples from other cities to explore concepts for inspiration The second Community Design Charette will focus on selecting preferred concepts and strategies for implementation, specifically could include:
• Presentation (PPT and/or Boards) build-out scenario concepts • Presentation (PPT and/or Boards) streetscape concepts • Presentation (PPT and/or Boards) of initial preferred build-out scenarios and streetscape concepts • Exercises for community to develop preferred build-out scenarios and streetscape concepts • Virtual reality (VR) and/or augmented reality (AR) environment(s) that displays proposed conditions • Demonstration projects of proposed/preferred concepts MIG will develop specific objectives, engagement events, target audiences, and other specifics for the two Community Design Charrettes as part of the Community Engagement Plan (Task 3.1). The VR and AR tools will be developed as part of Task 3.7.
Additionally, MIG has extensive experience modifying events from in-person to virtual events as necessary while keeping projects on track during the past two years.
Deliverables:
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9 • Attendance at six (6) full days of a Community Design Charette by two MIG staff; additional MIG staff attendance for individual days/events
• Summary Memo of notes, key take-a-ways to inform the plan, and actions from the full Community Design Charette
• Development of materials to support individual events (e.g., PPT presentation; facilitated walk route and guidelines; interactive workshop materials like existing conditions boards, printed maps, and design exercises)
Task 3.6 – Project Story Map
ArcGIS StoryMaps are cloud-based data presentation tools that can communicate geospatial data in narrative format. Blending multimedia with map products, this tool leverages design features to enhance the access, understanding, and use of geographic information by community stakeholders.
The MIG Team will meet with City staff to define the objective, intended audience, and key messaging that should be included in the StoryMap. The Team will work with City staff to gather and organize the multimedia content and spatial data that will be used to support the StoryMap. The Team will draft engaging narrative text to orient the audience and highlight key messages and themes about the project.
MIG will provide an unpublished draft of the StoryMap, revising this into final form based on one round of consolidated City comments. Following the City's review of the StoryMap and its content, the application will be tested on different monitors, devices, and browsers to ensure cross-platform accessibility.
MIG will maintain the content hosted within the StoryMap to remain relevant to the current status of the project.
Any relevant developments or announcements related to the project should be reflected within the StoryMap in a timely manner.
Based upon the visualization platforms determined for Task 3.7, which may require developing various platforms for hosting web-based, augmented reality, and/or virtual reality visualizations, it may be beneficial to complete the scope of Task 3.6 in another platform. For example, ArcHub is a website platform MIG have used on some projects.
It has been used to house entire projects to promote it, provide updates to the community, explain what it is, get feedback etc.
Deliverables:
• Creation and maintenance of ArcGIS StoryMap webpage (or similar online forum if determined at Project Kickoff) during life of the project
Task 3.7 – Graphic Visuals and Renderings
The MIG Team will create compelling renderings and utilize a variety of visualization tools to support the planning process. Generally, these can be organized into three categories: project process, plan development and documentation, and community engagement.
Project Process and Summary / Branding
Urban planning concepts and technical documents can sometimes be complex and not easily accessible to a broad community. MIG will develop diagrams and visualizations such as infographics, flow charts, Venn Diagrams, etc. in order to simplify and summarize planning concepts and project processes. These types of diagrams also summarize the team planning approach (e.g., how different disciplines such as mobility and sustainability relate to one another) and demonstrate how community input is translated into design concepts. These diagrams will be used throughout print and digital media for the project (Virtual Open House, community engagement PPTs, Draft/Final Plan, website content, etc.).
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10 After securing an adopted Specific Plan, MIG will develop a concise, visual summary of the preferred concept and benefits that can be used as a marketing handout (less than 10 pages) and PPT (approximately 15 minutes) to promote the project, share with development community, and to secure funding partners/opportunities.
As part of this task, MIG understands the City is developing an initial design manual for the branding of Whittier Boulevard. This manual will begin integrating related projects and can act as a guidebook / kit-of-parts for developing collateral documents (e.g., PPT’s, fact sheets, posters, etc.). Based on the development of the initial manual and plan content, the MIG communications and media team (CAMS) will expand upon the manual as a Version 2. MIG has provided budget for a brand guideline up to 10 pages. The budget does not include development of a project logo. MIG will also incorporate the guidelines of the initial and expanded manual into project collateral.
Plan Development and Documentation
MIG will utilize 2D maps (Adobe Illustrator / UrbanFootprint) from GIS-based data of the Study Area as tools for presenting existing conditions analysis. As a complement to 3D models, the 2D maps will also be utilized in developing and presenting overall urban design frameworks, streetscape and build-out scenario concepts, and ultimately preferred concepts (e.g., illustrative site plans and sections).
MIG will utilize UrbanFootprint to conceptualize three build-out land use scenarios, which includes analytical metrics measuring environmental, transportation, social, and community impacts of future scenarios in comparison to baseline conditions. UrbanFootprint streamlines urban planning and mobility decisions with actionable data to help get quick answers to complex build out questions. A series of indicators and criteria, when using parcel-based land use data, will be used to measure the performance of each scenario. This will allow cost-benefit analysis statistics to be presented to stakeholders, community, and others in addition to visuals representing the scale of build-out scenarios to allow stakeholders to make informed choices for their preferred options. Additionally, UrbanFootprint can be used in a live charrette setting with City staff or stakeholders to see how the “painting” of Building Types or Place Types, as well changes to the assumptions, can produce different scenario results, instantaneously summarizing future dwelling units, population, employment, and building square footage.
MIG proposes to develop a SketchUp model of the Project Area, which will be used for the initial development and testing of build-out scenario ranges, as well as the base for plan visualizations. Specific locations of the SketchUp model will become increasingly detailed as the project progresses as needed to support VR/AR and plan visualizations. Initial urban design frameworks and streetscape/build-out scenario concepts would be rendered as a clay-model/building envelope level while final visualizations could be fully rendered graphics. Areas within the study area that are not changing, such as residential areas, will remain at the clay model level of detail. The three build-out scenarios modeled in UrbanFootprint will also be modeled in SketchUp at building envelope level of detail for visual presentation.
MIG has an array of visualization presentation capabilities ranging from photo-realistic simulations to watercolor sketches. We will determine visual presentation style with direction from the City and community. Thus, final graphics could be rendered in any of those styles based upon preferences of the City and community. A list of visualization and rendering products to be included with the Multimodal and Specific Plan will be confirmed during Kickoff, and may include:
• 2D or 3D map diagrams of proposed conditions
• Vignette sketches
• “Before and after” street-level visualizations
• Birds-eye rendered perspectives and sections
• Illustrative Site plans, sections
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11 Upon selection of a preferred concept, MIG will populate applicable data into ESRI datasets (e.g., geodatabases, shapefiles) that can be used for the City’s GIS database and future development of a digital twin for the Study Area and/or City.
Community Engagement
MIG will present community engagement focused visualizations in three forums: web-based format, augmented reality, and virtual reality. For all three, MIG will use Twinmotion, which is a real-time visualization/rendering tool that can support all three forum options. Below is a short summary of each option platform, along with some specific visualizations that each support.
A link to Twinmotion site that provides video demos for the product applied to web-based, AR, and VR platforms can be found here: https://www.twinmotion.com/en-US
In addition to using Twinmotion to support visualizations, the real-time aspect of Twinmotion will allow it to be used as an interactive, educational tool with the community (particularly high school and college/university students) at the Pico Rivera Design Studio. Once we have developed a working virtual 3D base model, we envision being able to have students create their own renderings/concepts while exploring the capabilities of Twinmotion while being guided by MIG staff.
Web-Based Platform (virtual open house) – MIG proposes to create a 360-degree environment of a real-world, outdoor locations within the Study Area. It combines static visualizations and navigable 3D model that users can engage with in a web browser and mobile device (iOS and Android). An example of a web-based platform of an outdoor environment completed by MIG is the Santa Rosa Town Square:
https://www.santarosaforward.com/townsquare
Rather than just one real-world location as shown for Santa Rosa, MIG envisions creating the outdoor environment at multiple locations along Whittier Boulevard within the Study area (2-3 locations). At each location, MIG can develop stations that display plan content (e.g., project overview, proposed concept, etc.). In a web browser, users will be able to move through the virtual environment to engage with different stations. Stations could include, but are not limited to:
• Project introduction / overview (welcome desk – real world location of Pico Rivera Design Studio) • Existing conditions maps
• Case studies
• Proposed concepts (2D maps)
• Proposed concepts (3D views)
• Before/After slider simulations – example: https://www.restreets.org/green-infrastructure • Videos (fly through of study area, explanation of technical concepts, etc.) • Schedule of upcoming events
• Online survey
Augmented Reality Platform - Augmented reality is an interactive experience that combines the real world and computer-generated content. MIG will create a mobile web app that will allow users to see any plan content or information at specific, real-world locations on smart phones using QR codes or AR markers. The augmented reality integrates with the web-based platform allowing a wide range of multimedia content to be accessed via a QR code or AR marker at each real-world location.
• Project introduction / overview (e.g., at the real-world location of Pico Rivera Design Studio) • Existing conditions maps
• Case studies
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12 • Proposed concepts (2D maps)
• Videos (fly through of study area, explanation of technical concepts) • Schedule of upcoming events
• Online survey
The types of graphics that most benefit from the AR environment include:
• Before/After slider simulations – example: https://www.restreets.org/green-infrastructure • 3D visualizations (single view): Users in the physical environment will be able to scan QR code decals at key locations that automatically opens the app, turns on the camera, and displays the before/after 3D visualization in the context of the actual environment. • This mobile app does not include interactive Elements (e.g., placing digital elements such as a bike lane within a image on the App)
MIG proposes using web-based AR tools because they are accessible to most users via devices, they likely already own. Still, while AR tools provide great interaction with the real-world environment, the smaller screen size of smart phones compared to desktops may make some visualizations not as effective to view. It is recommended that in addition to the AR mobile web app, the same materials are available within the virtual open house website. • Example: Hemisfair App https://hemisfair.app/
o To see an example of what users experience when they scan a QR code at the park, go to https://hemisfair.app/trees/view/5. Note that this experience is best on a mobile device. o This app adds AR capability to the Before/After Visualization app resulting in an extended reality (XR) user experience at each physical location. In the Hemisfair app, there are QR code badges nailed to each tree, which when scanned take the user to an AR scene that’s customized for each tribute (e.g. Jose Perez’s tribute). In this example, the user’s smartphone or device camera is turned on and a photo, audio track, and brief text are superimposed on the camera view. • Example: Mendez Park and Trail https://www.mendezpark.org/ o To see what users experience when they scan one of the AR markers at the Park, use your mobile device and tap the “Launch AR Experience” button.
Virtual Reality Platform – MIG will assist setup of a virtual reality station at the Pico Rivera Design Studio; MIG understands the City will be responsible for the hardware costs to setup the VR station. Setup of this station would include:
• Computer for rendering the virtual environment
• Monitors and cable connections for non-VR users to view the environment • VR viewing products like the Oculus Quest Pro
MIG will be responsible for developing the virtual 3D model of existing and proposed conditions, as well as utilizing the VR hosting platform (software through Twinmotion) at the VR station. MIG proposes to develop a real-time VR walkthrough for users. (OREM Example) This is the most compelling type of VR, which immerses a user into a place and imparts a true understanding of scale and spatial awareness. Computer-based VR uses a product like the Oculus Quest Pro and a powerful computer to render the virtual environment in real time, as the user moves freely within and interacts with the simulation. Real-time VR is essentially software that views 3D models interactively.
This software should be self-contained and allow you to host your own VR experience, with the appropriate equipment. The software “views” 3D models such as SketchUp.
Deliverables (can be adjusted based upon desire of proposed conditions to be viewed):
• Up to 10 project process graphics
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13 • Up to 10 plan development visuals with one round of review and comment for each; includes illustrative streetscape plans but excludes CAD-based 30% concept design drawings • Up to three (3) Build-Out Scenarios presented in UrbanFootprint and SketchUp, with accompany metrics and charts of indicators for each scenario; scenarios will be exported to GIS and metrics into Excel when completed
• Virtual 3D clay model of existing and proposed conditions • Augmented Reality Mobile Web App (non-interactive elements) • Outdoor Virtual Open House
• Web-based tool before/after slider of six (6) static views • Proposed condition single view - approximate size of single building/parklet) for up to 4 locations (integrated into Virtual Open House and AR App)
• Virtual Reality Station at Pico Rivera Design Studio (City to own hardware costs) • Virtual Reality Model of two (2) areas – approximately one development/city block (400’x400’ area) each While graphics and visuals will be designed for both print and digital mediums, MIG does not assume costs for printing visuals and renderings as a final product.
Task 3.8 – Draft Plan Workshops
MIG will attend two Draft Plan Workshops. MIG assumes that CivicWell and Day One will lead the coordination, scheduling, and advertising of the Draft Plan Workshops. MIG assumes that we will co-lead the planning and events of the workshops with CivicWell. MIG assumes each Draft Plan Workshop will be up to a half-day event that can be attended by three MIG staff.
MIG assumes the Draft Plan Workshops will correspond to the Draft Multimodal and Streetscape Plan and the Draft Specific Plan. Prior to presenting the Draft Plans, MIG assumes we would have already completed the Community Design Charrette (Task 3.5) in full, which would give the community, stakeholders and policymakers an opportunity to provide direction on preferred concepts. These Draft Plan workshops would focus on receiving confirmation of the preferred concept approach, exercises to make refinements to preferred concepts, and continuing to build consensus among all parties. We estimate these Draft Plan Workshops would take place in late 2023 or early 2024 based on the RFP timeline.
Deliverables:
• Attendance at two (2) Draft Plan Workshops (Draft Multimodal and Streetscape Plan, Draft Specific Plan) by two MIG staff
Task 4 – Plan Development
MIG will integrate creative, complementary sustainability, land use, housing, and multimodal transportation strategies and measures together when developing the Multimodal and Specific Plans. This includes a mix of densities/intensities and product types appropriate for the Project Area in alignment with the related regulatory documents (e.g., Housing Element). Additionally, the Specific Plan will be developed to complement and support current and future initiatives by the City, such as a Vision Zero Plan. Ultimately, the Multimodal and Specific Plans will be developed in the context that the Study Area can achieve Eco-District certification(s) and promote best practices across all disciplines, particularly sustainability and equitable socioeconomic opportunities.
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14 The entire Plan Development and Draft and Final Plans will minimize printed paper use. MIG proposes that the Multimodal and Specific Plans will be electronic versions only. They will be designed in a website format where sections can be downloaded as a PDF. Examples of website-format Specific Plans completed by MIG include:
https://www.smokyhollowspecificplan.com/
https://egeneralplan.vcrma.org/
The electronic versions of the Specific Plan will feature highly graphic alternatives and preferred concepts, which will be supplemented by descriptive text, diagrams, and images. MIG will work with City staff to identify how best to illustrate the visual conditions and what combination of visualization tools and methods will best tell the story.
As part of Task 3.7, graphic content will be optimized for digital atmosphere, but will also be designed to be incorporated into print collateral.
Using the land use, built-out, and mobility alternatives as a starting point, the MIG Team will develop a “Specific Plan Framework” conceptually addressing the multimodal circulation network; sustainability-oriented urban design/streetscape program including gateways, corridor nodes and linkages, and neighborhood transitions; and preliminary infrastructure program including “green” infrastructure.
Task 4.1 – Multimodal and Streetscape Plan
Upon completion of the Community Design Charrette (Task 3.5), concept alternatives will be distilled into multimodal and streetscape concepts on which to base the Specific Plan and environmental review recommendation. Ultimately the Multimodal Plan will become a Chapter within the Specific Plan. Subsections of the Multimodal Draft and Final Plan could be organized as follows:
• Multimodal Framework
o Framework Plan with diagrams
o Tools, Strategies, and Design Guidelines for Street, ROW, and Adjacent Land Uses • Concept Designs
o Conceptual Designs (30%) for Complete Streets and Enhanced Streetscapes with Graphic and Photo Illustrations
o Illustrative Maps, Plan Views, and Cross Sections
o Typical segment conditions; two intersections
• Implementation
o Implementation Plan with Cost Estimates for Infrastructure Improvements The following provides additional details on the approach and elements of individual topics of the Multimodal Plan:
The plan will focus on providing a multimodal circulation strategy that supports the community’s vision for the future of Whittier Boulevard and how it can better serve residents, businesses, and visitors. The area is characterized by auto-centric uses such as big box retailers and large parking lots, particularly on the south side of the corridor. The north side of the corridor has smaller parcels and shopping centers that are more inviting for individuals on foot since they are closer to the street, minimizing travel distance and the potential for conflicts with vehicles or inattentive drivers. Whittier Boulevard offers the most direct route of travel to the east and west, regardless of whether someone is walking, biking, driving, or taking a bus, so it is important to remember that travelers of all modes will seek the most direct travel option along Whittier Boulevard.
Although a future L (Gold) Line Extension Station will be more than one mile from the Project Area, the multimodal network will still take a first/last mile approach to improve non-vehicle access to the station area. This could include ‘cut-throughs’ to the station area and provide complete street guideline recommendations oriented for Pico Rivera Whittier Blvd – SOW FINAL 11/1/22
15 pedestrians, bicyclists, motorists, and public transportation users. The complete streets guidelines will consider current transportation needs and future transportation trends, such as autonomous vehicles and micro-transit.
With the potential of having more housing in this area, the questions regarding mobility, commerce, and quality of life will continue to be important topics for the local community.
Questions we intend to help the Team and City investigate are:
• What do stakeholders (residents, businesses, visitors) feel are priorities for the study area:
o Areas to walk, bike, sit, or eat?
o Where is bike parking needed/wanted?
o What will help make transit and access to the future L (Gold) Line Station attractive and user friendly?
• How well is the parking access and supply working for the study area? • How can access be improved to/from nearby areas such as park, schools, transit stops, and the river paths?
• How can people living nearby be encouraged to choose not to drive into the area? The analysis that informs responses to the questions above will primarily rely on qualitative information, the existing conditions analysis, and input from City staff and local stakeholders to include high-level recommendations for the following components:
Vehicular circulation
• Identifying the potential for street closures between Speedway Alley and Whittier Boulevard by reviewing recent traffic counts to assess if and where there is excess capacity, and ascertaining whether the community desire is to preserve the existing network or consider opportunities for open space • Loading and curb management will become more important as housing is developed and additional goods and services can be obtained within the study area.
• Seek to provide a park-once environment by offering quality linkages with comfortable circulation of various modes, shade, crossings, and other amenities that make it desirable to circulate on foot within the study area.
• Reviewing opportunities for consolidating and/or relocating driveways to facilitate improved pedestrian and vehicular circulation
Pedestrian circulation
This task will focus on leveraging the policies, strategies, and project ideas in the City’s General Plan and COG or Metro strategies for two primary objectives:
• Providing a high-quality pedestrian environment within the study area to maximize safety, access, and mobility. This may include modifying the sidewalk and streetscape environment to include wider sidewalks, landscaping, lighting, shade, trash cans, and opportunities for addressing conflicts with other travel modes
• Crossing Whittier Boulevard may also be challenging for some users. Whittier Boulevard already provides marked crossings at varying distances along the corridor. We will review the existing crossing locations and the crossing treatments to identify options for enhancements. From a safety and comfort perspective, protected left-turns and leading pedestrian intervals are two signal treatments that can be considered. Other enhancements such as high visibility striping and providing medians with pedestrian refuge will also be explored.
• The second objective will focus on connections from outside the Project Area to encourage residents that live within a mile to choose not to drive to Whittier Boulevard. This will be informed by the collision Pico Rivera Whittier Blvd – SOW FINAL 11/1/22
16 analysis in the existing conditions task and public input to identify locations with a high number of collisions and potential countermeasures, such as enhanced crosswalk markings, leading pedestrian intervals, and protected left-turns. Wayfinding and streetscape enhancements would also be considered to help people get to the study area
Bicycling circulation
Similar to the pedestrian circulation task, this effort will evaluate existing plans and conditions, community input, and relevant information to develop strategies that improve the bicycling environment within and to/from the study area.
There is limited right-of-way along Whittier Boulevard, so the implementation of a bicycle facility might preclude other strategies or require modifying the current cross-section. We can develop a handful of alternatives for staff to consider and to understand the options available within the existing right-of-way.
Bike parking – Fehr & Peers will qualitatively assess existing bicycle parking demand and supply, and then use this information to extrapolate an estimate of future bicycle parking demand. If demand is expected to exceed supply, The MIG team will make recommendations for increasing the bicycle parking supply.
Transit circulation
Through this task, The MIG team will identify first/last mile improvements for the area that can make accessing bus stops more comfortable and convenient for transit users, whether they are local residents or first-time visitors.
This may include streetscape enhancements such as shade and wayfinding, or more traditional infrastructure such as curb ramps or sidewalk improvements.
Based on the process described above, the MIG team will work with the City to identify opportunity sites, potential linkages, and treatments for specific locations based on input from the community and City staff.
Deliverables:
• Draft Historic Whittier Boulevard Multimodal Revitalization Plan Document (InDesign/PDF format – approximately 80 pages)
• Final Historic Whittier Boulevard Multimodal Revitalization Plan Document (InDesign/PDF format – approximately 100 pages)
Task 4.2 – Specific Plan
Upon completion of the Community Design Charrette (Task 3.5), concept alternatives will be distilled into a preferred land use concept on which to base the Specific Plan and environmental review. The Specific Plan will also build upon the Draft Multimodal and Streetscape Plan (Task 4.1), ensuring the Multimodal and Streetscape Plan are fully integrated and complementary.
Prior to crafting the Specific Plan, MIG will propose an outline structure, including layout and chapter organization to create a streamlined Plan that works well as a possible web-based document. Drawing from community input, technical analysis, and stakeholder and decision-maker direction, MIG will produce a preferred concept plan. The preferred plan will outline and illustrate key elements and systems, such as near-term action items, housing/TOD, commercial revitalization, economic development measures, infrastructure assessment, and multimodal transportation. These recommendations will focus on provisions for residential development through standards that streamline the CEQA process for infill housing projects, increasing housing supply and affordability in an overall effort to meet housing goals. Recommendations will also focus on development standards and strategies that facilitate nonresidential and/or mixed-use development. A funding strategy will examine potential financing Pico Rivera Whittier Blvd – SOW FINAL 11/1/22
17 and implementation strategies. Core regulatory components may include sustainable development, air quality/GHG reduction, housing, transportation/mobility, and infrastructure.
A draft outline of chapters within the Specific Plan is included below. The outline of the Specific Plan will be developed with the City as part of developing the Final “Specific Plan Framework,” which will need to be adjusted to streamline the ease of navigating the online Specific Plan format. • Vision
o Introduction
o History
o Goals/Objectives
o Vision Statement
• Engagement
o Summary of Community Engagement Process and Input
o Pico Rivera Design Studio
o University/College Studio
• Mobility
o Streetscape Concepts
o Preferred Concept
o Parking
o Walking
o Biking
o Transit
o Vehicles
• Land Use
o Updated Land Use Map
o Updated Zoning Map
o Form-Based Code Standards
• Urban Design and Amenities
o Build-out Scenarios (3 – e.g., high, medium, low)
o Design Guidelines
• Sustainability / Eco-District / Infrastructure
• Implementation/ Phasing / Financing
•
The following provides additional details on the approach and elements of individual topics of the Specific Plan:
Design Guidelines / Form-Based Code
MIG has experience developing building and public realm design guidelines, as well as development standards for hybrid form-based codes and objective design standards. Per State requirements for specific plans, this Specific Plan will address the distribution, location, and extent of the uses of land, including open space, within the area covered by the plan. This will be accomplished through a hybrid approach that incorporates objective design standards (ODS) for residential and mixed-use project, as required by law. As part of the Draft Specific Plan, MIG can provide an example of design guidelines and form-based codes for a few of those typologies. Our scope assumes up to six total typologies (e.g., two building typologies for objective design standards, two building typologies for form-based code, and two design guidelines for open space typologies).
The City can utilize the Draft Specific Plan to inform scoping of Design Guidelines, Form-Based Code, and ODS updates that can apply for the entire Specific Plan area. The examples provided in the Draft Specific Plan can provide a template for entire Specific Plan area through additional services.
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18 MIG can provide examples of development standards in the form of Objective Design Standards and/or Form-Based Code for a number of building typologies as part of the Land Use chapter. For example, appropriate building typologies will be depending upon the build-out scenario concepts ranges and preferred concepts.
MIG can provide design guidelines on a variety of open space typologies within an Urban Design chapter, which will be determined during the Plan Development phase. These open space typologies would complement other existing projects such as Landscape Median Project, The PAD Park, Pio Pico Park Bridge/Trail, as well as open space typologies typical of development projects in Pico Rivera.
For any development standards and design guidelines, MIG will develop the guidelines/standards as examples to inform further development of the guideline/standards for all open space/building typologies, respectively.
Sustainability and Infrastructure
MIG will not achieve certification for becoming an Eco-District as part of this project. Plan development will explore the most appropriate sustainability certification (Eco-District, LEED, Envision, ILFI, etc.), based upon existing conditions analysis and outcomes from city and community engagement. With a preferred sustainability certification chosen, the Specific Plan will address this certification in two ways:
• Providing recommendations for process to achieving certification • Developing the Multimodal and Specific Plan content to be compliant with the preferred certification MIG team will provide infrastructure and sustainability recommendations that support and expand upon alternative energy strategies, such as the Community Choice Aggregation Program, which Pico Rivera is an existing participant.
Additionally, MIG team will provide infrastructure, streetscape, and development recommendations/guidelines/standards that relate to the water replenishment and water quality issues currently in Pico Rivera.
Parking and Traffic Modeling
In the proposed budget, the exact scope for the parking study (size, data) and traffic modeling (number of model runs) are dependent upon the other, and neither are fully scoped at this time. Both tasks require additional input from the community and proposed concepts to finalize the most effective scope. The MIG team, City, CivicWell, and Day One will determine the final scope of the parking study and traffic modeling during the community visioning and existing conditions analysis phases.
The MIG team will incorporate and build upon existing parking studies within the study area. The MIG team will provide a detailed scope for a focused parking study and relationship to the proposed/preferred concepts of a new multimodal environment. The exact scope of the parking study will depend upon the initial development and streetscape concepts developed through the community engagement process. The budget provided does not cover a cost for a parking study for the entire Specific Plan area. Additionally, the data collected by the youth ambassadors may require additional time to process and QA/QC the data compared to professional collection sources. This time and process will need to be addressed in the youth ambassadors’ section of the CEP (e.g., who is responsible for QA/QC of data, making it part of their training and/or identifying hours for the consultant team to post-process, etc.).
MIG team will develop a policy framework for a parking demand management program and steps for implementation. Developing the demand program itself would require a contract amendment for additional services.
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19 Fehr & Peers will be able to complete modeling for pass-through traffic versus traffic that originates/ends in Pico Rivera. Currently, the ABM model does not include the latest version of Pico Rivera’s Housing Element. Based on the proposed budget, traffic modeling can be completed but may precede the model runs with fully updated land uses. The set number of model runs will be determined based upon scope of the parking study and additional information available to be incorporated into the ABM model.
Infrastructure and Cost Estimates
The MIG Team will identify conflicts and develop solutions that minimize impacts and costs from build-out scenarios and streetscape concepts. This includes addressing safety, access, and circulation while minimizing conflicts with current infrastructure such as drainage, utilities, stormwater runoff, ADA compliance, circulation, and other roadway features. In addition, the MIG Team will ensure that effective stormwater solutions are identified to avoid unnecessary maintenance and costs and provide an aesthetically pleasing roadway environment.
The MIG Team will develop and review realistic planning-level cost estimates consistent with industry unit prices and adjusted for projected inflationary trends. JMD, who is a multidisciplinary firm, offers unique insight and knowledge of cost ranges for construction items related to conventional, complete, and green streets in the region.
Market Conditions and Development Feasibility
Building on its assessment of existing conditions in Task 2.1, the MIG Team will evaluate the potential market support for various land uses in the Project Area, based on market supply and demand dynamics and the unique locational attributes and assets within the Project Area. The MIG Team will discuss the evaluation with the City to help inform the development typologies to be included in the land use scenarios.
Based on these discussions, the MIG Team will prepare static proforma models to evaluate the economic feasibility of up to four (4) development typologies that may be envisioned for the Project Area. The inputs into the proforma models will be based on EPS research on achievable market rents for residential and commercial spaces, local costs of new development, and guidance from the City and MIG team on development heights and densities that can be accommodated in the Specific Plan Area and are in line with City and community visions. The proforma feasibility analysis will help determine the densities and mix of land uses that may be feasibly achieved in the Specific Plan area. The pro forma models will be built to reflect general development conditions along the corridor. In addition, EPS will adapt these pro formas to test the typologies’ feasibility on up to three (3) specific Opportunity Sites identified by the MIG team and City staff. The proformas for build-out scenarios and opportunity sites will correspond to initial SketchUp models, as well as uploaded as attributes into UrbanFootprint for preferred concepts as applicable.
Infrastructure Finance and Investment Tools
A key component to successful implementation of the Specific Plan will be improvements to the physical environment that support a sense of place and attract or enable private-sector investment. As part of the Specific Plan document, the MIG Team will identify financing tools that may be available to the City and current and future stakeholders to support the infrastructure program identified in the Plan Area. Potential financing tools may include, but not be limited to:
• Public-private joint development opportunities for shared infrastructure • Strategic “pay-as-you-go” development phasing
• Value-capture techniques to convert fiscal benefits into financing tools • Overlay districts, such as CFDs or EIFDs for financing public improvements or facilities • Cost allocation strategies for required off-site improvements or facilities Pico Rivera Whittier Blvd – SOW FINAL 11/1/22
20 • Other financial and fiscal measures or mitigation strategies to cover any potential fiscal deficits • Identification of potential local, state, and federal funding sources This effort will include consideration of the economic consequences of each of the mechanisms, keeping in mind that financial burdens placed on new development must be kept within reasonable market limits so as not to deter the very development that the Specific Plan will envision.
Economic Development Strategies
Drawing on the findings of Task 2.1 and discussions with City staff, the MIG Team will identify economic development opportunities and challenges facing the Project Area and develop a set of potential strategies that address these opportunities and challenges while also aligning with City values and vision articulated through the Specific Plan process. The strategies will address a range of policy areas to drive economic development, including but not limited to:
• Land use policies to support enhancements to the public realm and built environment, including redevelopment of opportunity sites;
• Business attraction, retention, and expansion efforts; and • Support for local and small business communities.
Deliverables:
• Draft Specific Plan (InDesign/PDF or website format)
• Final Specific Plan (InDesign/PDF or website format)
Task 4.3 – General Plan Land Use Map and Zoning
MIG will prepare necessary amendments to the General Plan Policy Map and Zoning Code Map to provide consistency with the Specific Plan. Two rounds of review on the Draft General Plan Land Use Policy Map and Zoning Code Amendment will be conducted.
Deliverables:
• Draft and Final Amendments to the General Plan and Zoning Map Task 5 – Plan Review and Approval
The integration between community engagement and plan development will ensure that development of the plan is led by the community and consensus is built during the entire process, which will translate into confidence in the Draft and Final Plans by decision-makers.
Task 5.1 – Multimodal Plan
MIG will attend one City Council and Planning Commission meeting for approval of the Final Historic Whittier Boulevard Multimodal Revitalization Draft and Final Plan. MIG anticipates the one City Council and Planning Commission meeting will result in approval of the Final Historic Whittier Boulevard Multimodal Revitalization Final Plan; prior engagement with these groups in Task 3.3 should provide the opportunities necessary for Planning Commission and City Council to provide comment and recommended changes on the Draft Multimodal Plan and preferred concept.
MIG assumes City staff will be responsible for developing staff reports for Council and Commission meetings; MIG can provide input and content for staff reports. MIG will work with the City to develop a PowerPoint presentation to be used for meetings.
Additional Planning Commission and City Council meetings will require additional scope and fees.
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21 Deliverables:
• Approved Final Historic Whittier Boulevard Multimodal Revitalization Final Plan Task 5.2 – Specific Plan
MIG will attend two City Council and Planning Commission meetings for approval of the Final Specific Plan and CEQA documentation. MIG anticipates the first City Council and Planning Commission meetings will present the Final Specific Plan, which will provide Planning Commission and City Council an opportunity to provide any last changes. The second City Council and Planning Commission meetings are expected to result in approval of the Specific Plan and CEQA documentation.
MIG assumes City staff will be responsible for developing staff reports for Council and Commission meetings; MIG can provide input and content for staff reports. MIG will work with the City to develop a PowerPoint presentation to be used for meetings.
Additional Planning Commission and City Council Meetings will require additional scope and fees.
Deliverables:
• Approved Specific Plan and CEQA Documentation
Task 6 – Environmental Compliance
Task 6.1 – Environmental Scoping
MIG will provide a recommendation on the required CEQA compliance based upon the Draft Multimodal and Specific Plans. The recommendation for required CEQA compliance will be based upon the proposed and preferred concepts for the Multimodal and Specific Plan, including changes in land uses, changes in permitted density/intensity, as well as changes in parking and mobility networks (e.g., number of travel lanes). To provide a recommendation for required CEQA action MIG CEQA Director will:
• Review Draft Multimodal and Specific Plans
• Participate in regular meetings with internal consultant team and City during plan development from proposed concept design
MIG will provide a memo providing a recommendation for what level of CEQA compliance is required.
MIG will prepare a draft of environmental recommendations and anticipated actions that would accompany a Draft Specific Plan to be shared specifically with the development community. The intent will be to receive feedback from the development community to support developing a Specific Plan that encourages multiple types of development (affordable, mixed-use, market rate, etc.) Also, consistent with the RFP’s Goal/Objective “B” (page 7 of the RFP), which calls for the Specific Plan to align with the City’s General Plan, our approach to CEQA analysis is based on the premise that any land use densities/intensities envisioned for the Specific Plan will be substantially consistent with the existing General Plan.
If land use densities/intensities would remain similar to levels today, we anticipate that the appropriate type of CEQA document for this project will be either a Mitigated Negative Declaration (MND) or an Addendum to the Environmental Impact Report (EIR): whether an MND or an EIR Addendum is selected, our estimated fees will be the same. If it is later determined that an EIR will be necessary, additional scope and budget authorization would be required.
CEQA Scope of Work to be scoped at a later date and subject to contract amendment:
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22 Tasks 6.2 and 6.3 are not included within the proposed Scope of Work. MIG anticipates a contract amendment to complete required CEQA documentation, which could be completed in Tasks 6.2 and 6.3. Some details for Task 6.2 and 6.3 are provided below as an estimate for potential future CEQA scope to be completed through additional services.
Task 6.2 – Admin Draft Environmental Plan for Public Review MIG will prepare and process a comprehensive, clear, and defensible environmental document that will comply with the requirements and procedures of the California Environmental Quality Act (CEQA) based upon the recommendation in Task 6.1. MIG will also prepare all CEQA-required notices, including State Clearinghouse forms and submittals. Based on our current understanding of the project and information provided in the RFP, it does not appear that there will be any activities that will require environmental analysis to comply with the National Environmental Policy Act (NEPA). Therefore, we have not included NEPA analysis in our scope of work or fee.
Following completion of the transportation analysis and the other technical studies identified in subtask 6.1, MIG will work with the City to determine whether an MND or EIR Addendum (or EIR) is the appropriate type of CEQA document. Our approach to preparing the Initial Study and MND or Addendum will focus on opportunities to reuse information from earlier environmental documents, such as the previously adopted General Plan and, where feasible, tier our analysis off of such documents.
Individual subtasks are provided below. One round of City review and revisions is assumed for all documents/deliverables.
Technical Studies – In order to thoroughly analyze potential project impacts for certain issues, technical analyses will be prepared. These technical analyses will be used to satisfy the requirements of CEQA, will address all CEQA-required assessments, and will be supported with references and appendices (e.g., model outputs, archival information, and findings from field reviews). For each of the technical analyses listed below: 1) relevant baseline conditions will be assessed, 2) impacts from implementation of the project will be estimated and compared to applicable thresholds, and 3) where such thresholds are exceeded, mitigation will be recommended. MIG will prepare one administrative draft of each technical report for review by the City prior to finalizing the reports for use in the CEQA review of the project.
A. Air Quality Technical Study – MIG will evaluate the proposed project’s potential individual and cumulative air quality impacts in accordance with Appendix G of the CEQA Guidelines and recommended guidance from the South Coast Air Quality Management District (SCAQMD). MIG will use the California Emissions Estimator Model (CalEEMod, Version 2022.1.0) and project-specific data (e.g., land use and trip/mobility data) to estimate the potential net change in emissions that could occur with the Specific Plan. The resulting emissions estimates will be compared to regional CEQA significance thresholds maintained by the SCAQMD. The air quality impact assessment will incorporate all applicable emission reduction policies included in the City’s General Plan and/or the proposed Specific Plan. If necessary, MIG will identify best management practices or mitigation measures to reduce construction and operational emissions generated by the proposed project.
This subtask includes up to nine (9) CalEEMod runs (existing emissions, unmitigated and mitigated construction, unmitigated and mitigated land use scenarios (up to 3 scenarios)) using project-specific data collected by the City and the MIG Team.
B. Greenhouse Gas/Energy Technical Study – MIG will evaluate the proposed project’s potential GHG and energy impacts in accordance with Appendix G of the CEQA Guidelines and recommended guidance from the California Air Pollution Control Officer’s Association (CAPCOA) and the SCAQMD. MIG will quantify the proposed project’s GHG emissions and evaluate the significance of these emissions using a multipronged Pico Rivera Whittier Blvd – SOW FINAL 11/1/22
23 test that considers both the magnitude of the project’s GHG emissions levels (e.g., metric tons per year) and the project’s consistency with applicable plans, policies, and regulations adopted for the purposes of reducing GHG emissions, including the CARB Scoping Plan and the City’s Climate Action Plan (CAP - if adopted in time). The GHG impact analysis will be prepared in coordination with the project’s air quality and energy analyses, ensuring consistent analytical assumptions and methodologies are used across technical studies.
MIG will also evaluate the proposed project’s potential individual and cumulative energy use impacts in accordance with Appendices F and G of the CEQA Guidelines and case law governing CEQA energy analysis (e.g., Tracy First v. City of Tracy). MIG will quantify the project’s potential consumption of petroleum fuel, electricity, and natural gas during all phases of construction; evaluate whether the project would result in the wasteful, inefficient, or unnecessary consumption of energy resources; and determine if the proposed project could conflict with any applicable renewable energy or energy efficiency plans or policies, such as CARB’s latest Scoping Plan. The analysis will incorporate any renewable energy generation and energy efficiency features included in the project into energy use estimates. Pursuant to California Clean Energy v. County of Placer, the analysis would also clearly consider the need for additional or enhanced renewable energy systems or design features to be included in the project design.
MIG will prepare up to nine (9) energy consumption spreadsheets (existing emissions, unmitigated and mitigated construction, unmitigated and mitigated land use scenarios (up to 3 scenarios)) detailing electricity, natural gas, and fuel consumption estimates using project-specific data collected by the City and the MIG Team.
C. Noise and Vibration Technical Analysis – MIG will evaluate the proposed project’s potential noise and vibration impacts in accordance with Appendix G of the CEQA Guidelines. MIG will conduct short-term (up to 1 hour) and long-term (up to 24 hours) noise monitoring at up to eight locations at and adjacent to the planning area to adequately describe the existing noise environment. The noise analysis will quantify peak and typical construction activity noise levels, and, if necessary, identify best management practices or mitigation measures that would reduce the magnitude of potential construction noise impacts to less than significance. The majority of the noise analysis would focus on the potential for the specific plan to change transportation noise levels in the planning area (e.g., through changes in traffic volumes or changes in mode shifts). MIG proposes to model existing and proposed transportation noise levels using the Federal Highway Administration’s Traffic Noise Model. The analysis will also focus on the potential for construction or transportation-related vibration (e.g., freight train traffic) to affect any existing or future vibration-sensitive structures in the planning area.
MIG will model traffic noise levels on up to nine roadway segments and rail noise levels on one railway segment under existing conditions and up to three future conditions.
D. The MIG team will coordinate with SCAG to obtain the most recent 2020 SCAG RTP/SCS regional activity-based model developed on the TransCAD software platform. It is assumed that SCAG or the City will provide the Land Use/Socio Economic Data in the format required as an input to the travel demand model. We anticipate that this travel model will be employed for the following purposes:
• Analysis of baseline Pico Rivera land use within the Specific Plan area • Analysis of future land use and transportation network within the Specific Plan area The model outputs will be used to conduct the impact analysis for the proposed Specific Plan, to support the estimation of future year traffic volumes, and to help the public and decision-makers understand the implications of the proposed changes to the land use and transportation network. Impact analysis will be determined by Pico Rivera Whittier Blvd – SOW FINAL 11/1/22
24 applying the total VMT per service population metric for the Specific Plan area and comparing it to the City’s baseline total VMT per service population metric. In addition, Fehr & Peers will present home-based VMT per resident and employee based VMT per employee. If the resulting per capita VMT metrics are lower than the City’s corresponding VMT thresholds, the City would be able to tier future typical residential and office employment uses within the Specific Plan area moving forward for transportation. We also propose to support the team with input to CEQA appendix G checklist questions regarding geometric hazards and policies, plans, ordinances, and programs.
This scope includes the update of base and future land uses in the Specific Plan area, VMT modeling, impact analysis, and documentation in a memo. As of this writing, it is unclear whether the City’s Transportation Guidelines require any LOS analysis. This scope assumes no LOS analysis.
Upon completion of the Technical Studies, we will prepare an internal “working” draft Initial Study coupled with either an MND or an EIR Addendum that reflects the characteristics of the project and complies with the requirements of the CEQA Guidelines. MIG will answer each IS checklist question with clear, thorough, and reasoned analysis. Mitigation measures that are necessary to reduce potential project impacts to less-than-significant levels will be practical, logical, and enforceable.
The draft Initial Study includes:
• A.B 52 and, if needed, S.B. 18 Tribal consultation support • Coordination with and supervision of subconsultants and technical specialists • Advice on CEQA procedure and substantive issues, including feasibility of specific mitigation measures; although this advice will be available to the City throughout the life of the project. • Consultation with Responsible and other agencies, if required.
Please note that scoping sessions are only required by CEQA for EIR’s and, therefore, are not included in our scope of work. Still, the MIG budget reflects capacity for one CEQA planner to attend two public meetings.
Deliverables:
• Recommendation on required CEQA action (memo)
• Draft and Final Technical Studies: Air Quality, GHG/Energy, Noise, VMT • “Working” draft Initial Study coupled with either a Draft MND or an EIR Addendum Following City review and comment on the internal draft CEQA document prepared under subtask 6.1, we will prepare and submit a revised draft to the City for their final review. Upon City sign-off, the CEQA document can be made available for public review.
If the document is an EIR Addendum CEQA does not require circulation for public review, and the EIR Addendum would normally be made available as part of the regular staff report package.
If the CEQA document is an IS/MND, it will be circulated to the public for the CEQA-required 30-day review period.
MIG will be responsible for the preparation of the Notice of Intent, other required noticing and distribution of the IS/MND, and forms and notices required pursuant to CEQA and/or the State Clearinghouse. MIG will also be responsible for filing the IS/MND with the Los Angeles County Clerk. Under this task, we assume that the City will be responsible for local newspaper ads and any physical on-site posting that may otherwise be required by City regulations.
Deliverables:
• Draft Public Review Environmental Document
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25 • CEQA-required notices, including State Clearinghouse forms and submittals.
Task 6.3 – Final Environmental Plan
If the CEQA document is an EIR Addendum, MIG will address environmental issues raised, either in writing or during the public hearing process. If requested by the City, MIG will also, if needed, make any final revisions to the EIR Addendum or related technical studies.
If the CEQA document is an IS/MND, following completion of the 30-day public review period MIG will, if needed, assist the City in responding to written comments received on the IS/MND, including preparing written responses.
MIG will also prepare a Mitigation Monitoring and Reporting Program (MMRP).
Immediately following approval of the project by the Pico Rivera City Council (either an MND or an Addendum), MIG will prepare a Notice of Determination (NOD). Following City sign-off, MIG will file the NOD with the Los Angeles County Clerk’s Office within five working days of project approval. At the time of the filing, fees will need to be provided by the City as required by the State of California Fish and Game Code section 713. This fee is not included in our proposal.
This task also includes the following:
• Coordination and attendance at public hearings (up to three hearings) • Presentation of Executive Summary of CEQA documents at public hearings including, if requested, a PowerPoint presentation
• Assembly and preparation of appropriate responses to comments Deliverables:
• Final Approved Environmental Document
PROFESSIONAL SERVICES AGREEMENT
MOORE IACOFANO GOLTSMAN, INC. (MIG)
EXHIBIT B
APPROVED FEE SCHEDULE
City of Pico Rivera I Historic Whittier Boulevard Specific Plan Hrs@ $250 Hrs@ $130 Hrs@ $215 Hrs@ $240 Hrs@ $160 Hrs@ $115 Hrs@ $150 Hrs@ $225 Hrs@ $215 Hrs@ $185 Hrs@ $115 Hrs@ $100 Hrs@ $85 Task 1:ProjectM anagem ent
1.1 ProiectKick-off 8 $2,000 16 $2,080 $0 $0 $0 8 $920 $0 $0 $0 $0 $0 $0 4 $340 36 $5,340 $2,310 $1,980 $4,290 $400 $10,030
1.2 M anagem entPlan 2 $500 12 $1,560 $0 $0 $0 2 $230 $0 $0 $0 $0 $0 $0 $0 16 $2,290 $0 $2,290
1.3 ProjectTeam M eetings 24 $6,000 48 $6,240 $0 2 $480 2 $320 8 $920 $0 $0 4 $860 $0 $0 $0 36 $3,060 124 $17,880 $5,140 $2,265 $2,128 $9,533 $200 $27,6131.4 Pico Rivera Design Studio $0 64 $8,320 $0 $0 $0 80 $9,200 20 $3,000 $0 $0 $0 30 $3,450 $0 $0 194 $23,970 $3,470 $1,930 $5,400 $1,500 $30,870 Subtotal 34 $8,500 140 $18,200 0 $0 2 $480 2 $320 98 $11,270 20 $3,000 0 $0 4 $860 0 $0 30 $3,450 0 $0 40 $3,400 370 $49,480 $10,920 $6,175 $2,128 $19,223 $2,100 $70,803 Task 2: Background,Discovery and Existing Conditions
2.1 Field Survey and Base M apping 2 $500 8 $1,040 $0 $0 24 $3,840 90 $10,350 4 $600 $0 $0 $0 30 $3,450 $0 $0 158 $19,780 $14,960 $3,044 $18,004 $1,000 $38,784
2.2 Policies,Plans,and Program Assessm ent 4 $1,000 20 $2,600 $0 4 $960 $0 40 $4,600 $0 $0 $0 $0 $0 $0 $0 68 $9,160 $3,000 $3,020 $6,020 $15,180
2.3 M ultim odalData Collection and Assessm ent $0 8 $1,040 $0 $0 $0 16 $1,840 $0 $0 $0 $0 $0 $0 $0 24 $2,880 $12,000 $12,000 $14,880 Subtotal 6 $1,500 36 $4,680 0 $0 4 $960 24 $3,840 146 $16,790 4 $600 0 $0 0 $0 0 $0 30 $3,450 0 $0 0 $0 250 $31,820 $15,000 $17,980 $3,044 $36,024 $1,000 $68,844 Task 3: Com m unity O utreach and Engagem ent
3.1 Com m unity Engagem entPlan $0 4 $520 2 $430 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 6 $950 $0 $950
3.2 ProjectAdvisory Group M eetings (4) 10 $2,500 12 $1,560 $0 2 $480 $0 4 $460 $0 $0 $0 $0 $0 $0 $0 28 $5,000 $0 $5,0003.3 Policym akerEngagem ent 2 $500 4 $520 $0 2 $480 $0 $0 $0 $0 $0 $0 $0 $0 $0 8 $1,500 $0 $1,5003.4 TechnicalAdvisory Group M eetings (8) 20 $5,000 24 $3,120 $0 2 $480 $0 8 $920 $0 $0 $0 $0 $0 $0 $0 54 $9,520 $0 $9,520
3.5 Com m unity Design Charette (6 days) 48 $12,000 60 $7,800 12 $2,580 $0 $0 72 $8,280 $0 $0 $0 $0 $0 $0 $0 192 $30,660 $4,040 $6,950 $1,743 $12,733 $2,000 $45,3933.6 ProjectStory M ap $0 4 $520 $0 $0 8 $1,280 40 $4,600 16 $2,400 $0 $0 $0 $0 $0 $0 68 $8,800 $0 $8,800
3.7 Graphic Visuals and Renderings 12 $3,000 40 $5,200 $0 $0 $0 60 $6,900 48 $7,200 $0 76 $16,340 150 $27,750 90 $10,350 80 $8,000 $0 556 $84,740 $0 $3,000 $87,740
3.8 DraftPlan W orkshops (2) 12 $3,000 16 $2,080 $0 $0 $0 16 $1,840 $0 $0 $0 $0 $0 $0 $0 44 $6,920 $0 $400 $7,320 Subtotal 104 $26,000 164 $21,320 14 $3,010 6 $1,440 8 $1,280 200 $23,000 64 $9,600 0 $0 76 $16,340 150 $27,750 90 $10,350 80 $8,000 0 $0 956 $148,090 $4,040 $6,950 $1,743 $12,733 $5,400 $166,223 Task 4:Plan D evelopm ent
4.1 M ultim odalPlan and Streetscape Plan 2 $500 40 $5,200 $0 $0 $0 40 $4,600 $0 $0 $0 $0 $0 $0 $0 82 $10,300 $26,460 $26,460 $36,760
4.2 Specific Plan 16 $4,000 160 $20,800 $0 16 $3,840 $0 220 $25,300 $0 $0 $0 $0 60 $6,900 $0 $0 472 $60,840 $30,000 $40,360 $21,356 $91,716 $152,5564.3 GeneralPlan Land Use M ap and Zoning 2 $500 12 $1,560 $0 8 $1,920 $0 24 $2,760 $0 $0 $0 $0 $0 $0 $0 46 $6,740 $0 $6,740 Subtotal 20 $5,000 212 $27,560 0 $0 24 $5,760 0 $0 284 $32,660 0 $0 0 $0 0 $0 0 $0 60 $6,900 0 $0 0 $0 600 $77,880 $56,460 $40,360 $21,356 $118,176 $0 $196,056 Task 5:Plan Review and Approval
5.1 M ultim odalPlan -Planning Com m ission (1)and City Council(1) 8 $2,000 12 $1,560 $0 $0 $0 4 $460 $0 $0 $0 $0 $0 $0 2 $170 26 $4,190 $0 $200 $4,390
5.2 Specific Plan -Planning Com m ission (2)and City Coucil(2) 16 $4,000 24 $3,120 $0 2 $480 $0 8 $920 $0 $0 $0 $0 $0 $0 4 $340 54 $8,860 $3,420 $1,939 $5,359 $300 $14,519 Subtotal 24 $6,000 36 $4,680 0 $0 2 $480 0 $0 12 $1,380 0 $0 0 $0 0 $0 0 $0 0 $0 0 $0 6 $510 80 $13,050 $0 $3,420 $1,939 $5,359 $500 $18,909 Task 6: CEQ A /N EPA Environm entalCom pliance
6.1 Environm entalScoping 2 $500 4 $520 $0 $0 $0 $0 $0 80 $18,000 $0 $0 $0 $0 $0 86 $19,020 $0 $19,020
6.2 Adm in DraftEnvironm entalPlan forPublic Review $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 0 $0 $0 $06.3 FinalEnvironm entalPlan $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 0 $0 $0 $0 Subtotal 2 $500 4 $520 0 $0 0 $0 0 $0 0 $0 0 $0 80 $18,000 0 $0 0 $0 0 $0 0 $0 0 $0 86 $19,020 $0 $0 $0 $0 $0 $19,020 190 $47,500 592 $76,960 14 $3,010 38 $9,120 34 $5,440 740 $85,100 88 $13,200 80 $18,000 80 $17,200 150 $27,750 210 $24,150 80 $8,000 46 $3,910 2342 $339,340 $86,420 $74,885 $30,210 $191,515 $9,000 $539,855 5% M arkup (DirectCosts/Adm inistrative) $9,576 $450 $10,026 $549,881
Professional
Fees
Totals
MIG,Inc. Subconsultants
MIG staff MIG
Project
Assistant
Tech /W eb
Associate
CEQ A Director EPS JM D Principal-in-Charge
R.Kucinski J.Rodriguez
Fehr &
Peers
D ave Banks
$549,881
Direct
Costs ProjectM anager Strategic Advisor W eb Engineering Land Use
J.M artinez
Planning
Associate
E.Lanning
Visualization
Associate
CJ D avis
Senior
Visualization
TO TAL PRO JECT CO STS
MIG
Totals
E.G arcia
Strategic Advisor
Engagem ent
R.Barrett
GIS Director
B.Prasse
SU BTO TAL
Sub
Totals
L.Stetson S.Kokotas
Technology
Services
MIG,Inc. ClientN am e -ProjectN am e |Fee Proposal
To: Mayor and City Council
From: City Manager and City Attorney
Meeting Date: November 8, 2022
Subject: ASSEMBLY BILL 361 FINDINGS
Recommendation:
1. Receive and file this report and make the following findings: (a) The City Council has reconsidered the circumstances of the state of emergency; and (b) the following circumstances exist, (i) the state of emergency continues to directly impact the ability of the members to meet safely in person and (ii) the City Council continues to provide measures such as remote or hybrid meeting participation to promote social distancing; and
2. Take such additional, related, action that may be desirable.
Fiscal Impact:
There is no fiscal impact to the General Fund.
Background:
Recently the Governor signed into law AB 361 which established additional requirements upon local governmental agencies concerning public participation during the COVID -19 pandemic and State of Emergency period. In order to comply with AB 361, on October 26, 2021 the City Council approved a resolution with the appropriate findings.
One of the requirements of AB 361 as found in Government Code Section 54953(e)(3) is if a state of emergency remains active, or state or local officials have imposed or recommended measures to promote social distancing, in order to continue to teleconference without posting or other Brown Act compliance requirements the legislative body/City Council shall every 30 days after approving the initial resolution, make the following findings by majority vote:
(A) The legislative body has reconsidered the circumstances of the state of emergency. (B) Any of the following circumstances exist (i) The state of emergency continues to directly impact the ability of the members to meet safely in person or (ii) State or local 13 CITY COUNCIL AGENDA REPORT – MEETING OF NOVEMBER 8, 2022 ASSEMBLY BILL 361 FINDINGS
officials continue to impose or recommend measures to promote social distancing.
Conclusion:
Based on the foregoing, we recommend that the City Council receive and file the AB 361 report and make the requisite findings by majority vote as described in this report, as required by law every 30 days.
Steve Carmona
Arnold M. Alvarez-Glasman
SC:AMAG
To: Mayor and City Council
From: City Manager
Meeting Date: November 8, 2022
Subject: SUPPORTING VETERANS BY PARTICIPATING IN
OPERATION GREEN LIGHT BETWEEN NOVEMBER 7, 2022
THROUGH NOVEMBER 13, 2022
Recommendation:
1. Approve the City of Pico Rivera’s participation in Operation Green Light, a public awareness campaign that shows support for veterans.
Fiscal Impact:
No additional appropriations from the General Fund are being requested at this time.
Background:
Veterans Day, observed annually on November 11th, was created to honor those who have served in the United States Armed Forces. The significance of this date stems from the Armistice of November 11, 1918, during World War I, which marked the end of fighting on land, air, and sea between the allies and the Axis Powers on the Western Front of the War.
Recognized as the “eleventh hour of the eleventh day of the eleventh month,” this symbolic time eventually became Armistice Day and, ultimately, “Veterans Day”, in 1954.
Veterans Day encourages the nation to celebrate the long lineage of men and women who have answered the call to serve in the United States Army, Marine Corps, Navy, Air Force, Space Force, and Coast Guard. In his second inaugural address, President Abraham Lincoln famously told Americans that it was crucial to honor Veterans and their families when he said the nation ought to “care for him who shall have borne the battle and for his widow and his orphan.”
That sentiment continues to guide our mission as a City that expands access to Veterans services and encourages public servants and residents to offer a helping hand to Veterans in need. For example, the City has established a Veterans Resource Center at the Pico Rivera Senior Center that connects local veterans with a Veterans Service Officer from the County of Los Angeles that can provide information, referrals, and assistance with services and benefits.
14 CITY COUNCIL AGENDA REPORT – MEETING OF NOVEMBER 8, 2022
SUPPORTING VETERANS BY PARTICIPATING IN OPERATION GREEN LIGHT BETWEEN NOVEMBER 7, 2022 THROUGH NOVEMBER 13, 2022
This year, the National Association of Counties (NACo) and the National Association of County Veteran Service Officers (NACVSO) has extended an invitation to the nation’s 3,069 counties, parishes, and cities to support Veterans by taking part in Operation Green Light – an initiative designed to shine a light on the service of the Veterans and their families.
Discussion:
Operation Green Light was designed to show support for Veterans by lighting our civic buildings and spaces green between November 7-13, 2022. By shining a green light, county governments and residents show veterans that they are seen, appreciated, and supported. By participating in this public awareness campaign, local jurisdictions and communities can show their appreciation for Veterans and service members. Coupled with this display of solidarity, we continue to advocate for support and services that uplift the Veterans in our communities. Given that Operation Green Light commenced on November 7, 2022, staff have illuminated City facilities in green and are prepared to continue through November 13, 2022, upon Council approval.
Conclusion:
While we celebrate Veterans Day once a year, we must hold true to the words of President Lincoln every day by continuing to support veterans and their families, especially as they make the transition out of the military back into civilian life. Staff recommends that City Hall and all other City facilities with the capability to do the same be illuminated by green light and encourage other cities, businesses, communities, partners, and the military and Veteran community in Pico Rivera to join the City by participating in Operation Green Light.
Steve Carmona
SC:jgg:smc
To: Mayor and City Council
From: City Manager
Meeting Date: November 8, 2022
Subject: APPROVE AMENDMENT NO. 2 TO AGREEMENT NO. 21-
2041 WITH CS LEGACY CONSTRUCTION
INCORPORATED, AUTHORIZE A BUDGET AMENDMENT
AND AUTHORIZE THE CITY MANAGER TO RELEASE
RETENTION FOR THE PICO PARK PAVING PROJECT (CIP
NO. P50018)
Recommendation:
1. Approve Amendment No. 2 to Agreement No. 21-2041 with CS Legacy Construction, Incorporated in an amount not-to-exceed $20,070 for the Pico Park Paving Project, (CIP No. P50018);
2. Approve an appropriation in the amount of $20,729 from the fiscal year (FY) 2020- 21 General Fund operating surplus account to Account No. 100.80.8100-54500- CIP.P50018 – Recreation & Parks Contracted Services, in FY 2022-23; and
3. Authorize the City Manager to release the retention payment to CS Legacy Construction, Incorporated.
Fiscal Impact:
The total revised project budget for the Pico Park Paving Project is $469,819 including contingencies. An appropriation of $20,729 will be made from FY 2020-21 General Fund unallocated surplus to Account No. 100.80.8100-54500-CIP.P50018 – Recreation & Parks – Contracted Services, to complete the project.
Discussion:
On June 22, 2021, the City Council (Council) authorized the execution of a purchase agreement with Musco Sports Lighting LLC, (Musco) in partnership with US Soccer Foundation in the amount of $100,000 for the installation of a Mini-Pitch Soccer Facility 15 CITY COUNCIL AGENDA REPORT – MEETING OF NOVEMBER 8, 2022 APPROVE AMENDMENT NO. 2 TO AGREEMENT NO. 21-2041 WITH CS LEGACY
CONSTRUCTION INCORPORATED, AUTHORIZE A BUDGET AMENDMENT AND
AUTHORIZE THE CITY MANAGER TO RELEASE RETENTION FOR THE PICO PARK PAVING PROJECT (CIP NO. P50018)
at Pico Park. In addition, Council authorized a budget of $220,000 to Account No. 100.80.8100-54500 Recreation & Parks – Contracted Services. A portion of this budget ($100,000) was for the mini-pitch facility purchase and installation by Musco and the remainder ($120,000) was for site preparation including new pavement, electrical, landscaping and lighting.
Plans for the site preparation and facility were prepared, and on October 12, 2021, Council approved an expansion of the project, adding basketball courts. Funding was increased by the amount of $175,000 and a grant award from National Recreation and Parks Association was accepted in the amount of $40,000. In addition, on October 12, 2021, Council awarded a construction contract with CS Legacy Construction, Incorporated (CS Legacy) for the Pico Park Paving Project, (CIP No. P50018) in the amount of $235,005 after the results of a formal bidding process, and authorized construction contingencies of $66,920. Furthermore, Council approved Amendment No.1 to Agreement No. 21-2007 with Musco Lighting in partnership with US Soccer Foundation in the amount of $33,075 for a total contract not-to-exceed of $133,075.
The original project budget was as follows:
Total Project Budget
Total Project Costs
Description Amount
Musco/US Soccer Foundation Mini Pitch $ 133,075
Site Preparation – CS Legacy $ 235,005
Construction Contingency $ 66,920
Total Costs $ 435,000
Total Project Funding
Description Amount
100.80.8100-54500 Recreation & Parks - Contracted Services (NRPA Grant Funding) $ 40,000
100.80.8100-54000 Recreation & Parks - Contracted Services $ 395,000 Total Funding $ 435,000
Construction began on November 15, 2021, and was largely completed on April 4, 2022, after which the City held a Grand Opening Ceremony on April 5, 2022. Subsequent to the grand opening, several smaller punch list items were completed, and final construction was completed on June 2, 2022.
During construction, a number of field changes were necessary in order to follow the intent of the design plans and accommodate conditions found in the field. The change orders were as follows:
CITY COUNCIL AGENDA REPORT – MEETING OF NOVEMBER 8, 2022 APPROVE AMENDMENT NO. 2 TO AGREEMENT NO. 21-2041 WITH CS LEGACY
CONSTRUCTION INCORPORATED, AUTHORIZE A BUDGET AMENDMENT AND
AUTHORIZE THE CITY MANAGER TO RELEASE RETENTION FOR THE PICO PARK PAVING PROJECT (CIP NO. P50018)
Change Order Summary
Number Purpose Amount
1 Reduce Electrical Scope and Install Tamper Proof Pull Box Covers $4,256.69
2 Extra Grading and Extra Removals of Asphalt and Curb $8,863.31 3 Additional 6” Curb to compensate for grade differential $6,662.57 4 Additional Logos Painted $9,910.32
5 Additional Grading $4,642.45
6 Added quick coupler and other misc. irrigation $3,480.95 7 Not Used $0.00
8 Install 2 catch basins and 4’ deep sump $9,157.04
9 Additional surfacing (paint) at the play court. $34,500.00 10 Additional Safety Railing $9,872.75
Total $91,346.08
The total of these change orders ($91,346) raise the CS Legacy contract cost to $326,351. During construction, a revised purchase order (PO) was issued for an additional $62,256 for a total construction contract amount of $297,261. In order to close out the contract, an additional amendment was needed to Agreement No. 21-2041 in the amount of $29,090.
In addition, the Musco contract had a reduction in scope in the amount of $15,000, which was unencumbered from the Musco PO used for the CS Legacy PO.
Finally at the end of the project, actual quantities were reconciled with estimates and net change orders total $20,070. In addition, a missed mark up on one invoice in the amount of $688, a link fee to Musco Lighting in the amount of $475 and mathematical adjustments in the amount of $365 were made to total the requested budget adjustment of $20,729.
The proposed revised project budget is as follows:
Total Revised Project Budget
Total Project Costs
Description Amount
Musco Lighting/US Soccer Foundation Mini Pitch $ 118,075.00 Musco Lighting Link Fee $ 475.00
Site Preparation – CS Legacy Original Contract $ 235,005.00 Site Preparation – Additional PO 5/12/2022 $ 62,256.00
Site Preparation – Amendment No. 1 $ 29,090.00
Tree Removal West Coast Arborists $ 4,664.00
CITY COUNCIL AGENDA REPORT – MEETING OF NOVEMBER 8, 2022 APPROVE AMENDMENT NO. 2 TO AGREEMENT NO. 21-2041 WITH CS LEGACY
CONSTRUCTION INCORPORATED, AUTHORIZE A BUDGET AMENDMENT AND
AUTHORIZE THE CITY MANAGER TO RELEASE RETENTION FOR THE PICO PARK PAVING PROJECT (CIP NO. P50018)
Site Preparation – Amendment No. 2 $ 20,070.00
Legal Fees 184.00
Total Costs $ 469,819.00
Total Project Funding
Description Amount
100.80.8100-54500 Recreation & Parks - Contracted Services (NRPA Grant Funding) $ 40,000.00
100.80.8100-54000 Recreation & Parks - Contracted Services $ 395,000.00 Additional Funds Approved 6/14/22 $ 14,090.00
Additional Funds Recommended in this Staff Report $ 20,729.00 Total Funding $ 469,819.00
Conclusion:
This report brings to conclusion the very successful Pico Park Mini-Pitch purchase and installation, and the Pico Park Paving Project (CIP No. P50018). It is recommended that the City Council approve Amendment No. 2 to the contract with CS Legacy for an amount not to exceed $20,070, approve an appropriation of $20,729 from the FY 2020–21 General Fund operating surplus to Account No. 100.80.8100–54500–CIP.P50018 – Recreation & Parks – Contracted Services, to incorporate field change orders, appropriate the necessary additional budget, and authorize the project's completion by releasing the retention payment to CS Legacy Construction, Incorporated.
Steve Carmona
SC:TR:np
Enclosure: 1) Amendment No. 2
AMENDMENT NO. 2 TO AGREEMENT NO. 21-2041
BETWEEN THE CITY OF PICO RIVERA AND
C.S. LEGACY CONSTRUCTION, INC.
THIS AMENDMENT NO. 2 TO AGREEMENT NO. 21-2041 CITY OF PICO RIVERA CONTRACT FOR PICO PARK PAVING PROJECT; CIP NO. P50018 (“Amendment No. 2"), effective as of the date specified in paragraph 3 hereof, is made and entered into by and between the CITY OF PICO RIVERA (“City”), and C.S. Legacy Construction, Inc., (“Contractor”).
RECITALS
A. City and Contractor (collectively referred to as the “Parties”) have previously executed that certain Agreement No. 21-2041, City of Pico Rivera Contract for Pico Park Paving Project; CIP No. P50018, dated October 12, 2021, as amended by that certain Amendment No. 1 to Agreement No. 21-2041 dated June 22, 2022 (“Agreement”).
B. The Parties desire to amend said Agreement as set forth herein, pursuant to Sections 3 and 16 of the Agreement to increase the amount of the Contract Price by an additional $20,070 to reconcile the change orders for the Pico Park Paving Project.
NOW, THEREFORE, THE PARTIES AGREE THAT THE AGREEMENT SHALL BE AMENDED AS FOLLOWS:
1. EXTENSION OF TERM.
Section 3.1 of the Agreement is hereby amended in its entirety to read as follows:
3.1 Contract Price and Basis for Payment. In consideration for the Contractor’s full, complete, and timely performance of the Work required by the Contract Documents, the City shall pay the Contractor for the actual quantity of Work required under the Bid Items awarded by the City performed in accordance with the lump sum prices and unit prices for Bid Items, set forth in the Bidder’s Bid Schedule submitted with the Bid Proposal. The sum of the unit prices and lump sum prices for the Bid Items, awarded by the City, is Three Hundred Twenty-Six Thousand Three Hundred Fifty-One Dollars and Eight Cents ($326,351.08). It is understood and agreed that the quantities set forth in the Bidder’s Proposal for which unit prices are fixed, are estimates only and that the City will pay, and the Contractor will accept, as full payment for these items of work, the unit prices set forth in the Bidder’s Proposal, multiplied by the actual number of units performed, constructed, or completed as directed by the Engineer.
2. EFFECT OF AMENDMENTS.
Except as modified herein, either expressly or by necessary implication, the terms and provisions of the Agreement between the City and Contractor shall remain in full force and effect.
Enclosure 1
15a
Amendment No. 2 to Agreement 21-2041
C.S. LEGACY CONSTRUCTION, INC.
3. EFFECTIVE DATE.
Unless otherwise specified herein, this Amendment No. 2 shall become effective as of the date set forth below on which the last of the Parties, whether City or Contractor, executes this Amendment No. 2.
IN WITNESS WHEREOF, the Parties hereto have caused this Amendment No. 2 to be executed and attested by their respective officers hereunto duly authorized. “City” “Contractor”
CITY OF PICO RIVERA C.S. Legacy Construction, Inc.
______________________________ _________________________________ Steve Carmona, City Manager Gregg Strumpf, President
Dated: ________________________ Dated: ____________________________ ATTEST: APPROVED AS TO FORM
___________________________ _________________________________ Anna M. Jerome, City Clerk Arnold M. Alvarez-Glasman, City Attorney Tuesday, September 13, 2022
A Regular Meeting of the Successor Agency to the Pico Rivera Redevelopment Agency was held in the Council Chamber, Pico Rivera City Hall, 6615 Passons Boulevard, Pico Rivera, California.
Meeting was jointly held with the City Council and the Successor Agency to the Pico Rivera Redevelopment Agency. Items appear as listed on the combined agenda for the meeting of September 13, 2022.
Chairman Dr. Sanchez called the meeting to order at 6:06 p.m. on behalf of the Successor Agency.
PRESENT: Camacho, Lara, Lutz, Sanchez, Elias
ABSENT: None
PUBLIC COMMENTS: None
CONSENT CALENDAR:
Successor Agency:
15. Minutes:
• Received and filed Successor Agency meeting of April 26, 2022
16. Approval of a Resolution Declaring Agency-Owned Property of Approximately 4,360 Square Feet Identified as 8631 Beverly Boulevard as Exempt Surplus Land and Approving the Sale of the Property to the Adjacent Property Owner. (1300)
1. Approved Resolution No. SA-22-23 of the Successor Agency to the Pico Rivera Redevelopment Agency declaring the real property known as 8631 Beverly Boulevard as Exempt Surplus Land and approving the sale of the Property to the adjacent property owner.
Resolution No. SA-22-23 A RESOLUTION OF THE SUCCESSOR AGENCY
TO THE PICO RIVERA REDEVELOPMENT AGENCY DECLARING
AGENCY-OWNED PROPERTY OF APPROXIMATELY 4,360 SQUARE
FEET IDENTIFIED AS 8631 BEVERLY BOULEVARD (APN: 5272-002-901)
AS EXEMPT SURPLUS LAND PURSUANT TO CALIFORNIA
GOVERNMENT CODE § 54221(f)(1)(B) AND APPROVING THE SALE OF
THE PROPERTY TO THE CONTIGUOUS PROPERTY OWNER
Motion by Director Camacho, seconded by Director Lara to approve Consent Calendar Items No. 15 and 16. Motion carries by the following roll call vote:
AYES: Camacho, Lara, Lutz, Sanchez 16
9-13-22. Successor Agency Minutes
NOES: None
ABSTAIN: Elias
CONSENT CALENDAR ITEMS PULLED FOR FURTHER DISCUSSION: None REGULAR AGENDA: None
CLOSED SESSION(S): None
ADJOURNMENT:
Chairman Dr. Sanchez adjourned the Successor Agency to the Redevelopment Agency meeting at 7:39 p.m. in memory of former Pico Rivera City Manager’s Chuck Fuentes and Ron Bates, and former resident Michelle Perez. There being no objection it was so ordered.
AYES: Camacho, Lara, Lutz, Sanchez, Elias
NOES: None
________________________________
Dr. Monica Sanchez, Chairman
ATTEST:
_______________________________
Anna M. Jerome, Agency Secretary
I hereby certify that the foregoing is a true and correct report of the proceedings of the Successor Agency regular meeting dated September 13, 2022 and approved by the Successor Agency on November 8, 2022.
________________________________
Anna M. Jerome, Agency Secretary
To: Chairman and Directors
From: Executive Director
Meeting Date: November 8, 2022
Subject: APPROVAL OF THE 2023-24 RECOGNIZED OBLIGATION
PAYMENT SCHEDULE (ROPS) AND CORRESPONDING
ADMINISTRATIVE BUDGET
Recommendation:
1. Approve a resolution of the Successor Agency to the Pico Rivera Redevelopment Agency (Successor Agency) approving the Recognized Obligation Payment Schedule (ROPS) for the period of July 1, 2023 – June 30, 2024 (ROPS 2023-24) and approving of the Successor Agency Administrative Budget for the fiscal year (FY) 2023-24.
Fiscal Impact:
With the dissolution of local redevelopment agencies, Assembly Bill (AB)X1 26, the City of Pico Rivera (City) chose to serve as the Successor Agency to the former Redevelopment Agency. Subsequently, pursuant to Senate Bill (SB) 107, the Successor Agency is required to prepare and send an annual County Oversight Board approved ROPS to the Los Angeles County Auditor-Controller and State Department of Finance (DOF) by February 1st of each year. ROPS 2023-24 identifies all enforceable obligations of the former Redevelopment Agency, such as debt service payments, loan repayments, commercial property contracts, etc., and the sources of funds for repaying these obligations for the period of July 1, 2023, through June 30, 2024. The Successor Agency's ROPS 2023-24 will be presented at the County Oversight Board's meeting on January 9, 2023 for approval.
Approval of the ROPS (and subsequent approval by both the Oversight Board and DOF) would be necessary to receive funding (in the form of Redevelopment Property Tax Trust Funds, or RPTTF) from the Los Angeles County Auditor-Controller for payment of the Successor Agency’s enforceable obligations in FY 2023-24. In total, the Successor Agency is requesting $2,975,754 of RPTTF and to use $1,807,500 of reserved funds and $1,065,000 of other funds to fund four (4) enforceable obligations, including an administrative cost allowance, for FY 2023-24, as is noted in Enclosure 1, Exhibit A.
These obligations, as well as the Successor Agency wind-down, are expected to continue until December 2025, when the 2021 Tax Allocation Bonds are paid off. In the meantime, 17 SUCCESSOR AGENCY AGENDA REPORT – MEETING OF NOVEMBER 8, 2022 APPROVAL OF THE 2023-24 RECOGNIZED OBLIGATION PAYMENT SCHEDULE (ROPS) AND CORRESPONDING ADMINISTRATIVE BUDGET
the County Auditor-Controller has unilaterally opted to withhold deferral repayments from RPTTF as negotiated pass-through prior to distributing to the Successor Agency. The balance of the deferral is approximately $46 million.
The Successor Agency must submit a copy of the ROPS 2023-24, after approval from the First District Oversight Board to the County Administrative Office, County Auditor-Controller, State Controller’s Office, and DOF by February 1, 2023. If the Successor Agency fails to meet this deadline, the City may be liable for substantial penalties, including a $10,000 per day penalty for each day past the deadline that the ROPS 2023- 24 is not submitted to the DOF.
Discussion:
The Successor Agency is proposing payment of four (4) enforceable obligations with outstanding balances on the ROPS 2023-24, including the administrative cost allowance and the reserve for the next period of bond repayment. The enforceable obligations total $5,848,254, as shown on the ROPS 2023-24, Enclosure 1, Column K.
Payment of ROPS obligations are divided between two (2) periods: 23-24A paid in June 2023 for obligations due between July and December and 23-24B paid in January 2024 for obligations due between January and June.
The Successor Agency’s enforceable obligations consist of the following items:
Line 2 Loan from former Redevelopment Agency’s Low- and Moderate-Income Housing Fund for the 2010 Supplemental Education Revenue Augmentation Fund Payment (SERAF)
The former redevelopment agency loaned funds from the affordable housing set aside funds in 2010 in order to remit a state-mandated payment to the Supplemental Educational Revenue Augmentation Fund; approximately $1.5 million of the former housing fund loan is to be repaid from future RPTTF for purposes of funding affordable housing in the City. Amounts available for this SERAF loan are based on a formula on the amount of residual RPTTF after payment of other obligations. Based on this formula, the Successor Agency is not expecting payment of the 2010 SERAF loan owed to the City Housing Successor Agency on the ROPS 2023-24.
Line 6 Administrative Cost Allowance
In the Successor Agency’s case, the maximum allowable ROPS 2023-24 administrative allowance is $250,000, which is what is requested on the ROPS 2023-24. These funds are necessary for the ongoing dissolution administration and disposition of two (2) properties.
SUCCESSOR AGENCY AGENDA REPORT – MEETING OF NOVEMBER 8, 2022 APPROVAL OF THE 2023-24 RECOGNIZED OBLIGATION PAYMENT SCHEDULE (ROPS) AND CORRESPONDING ADMINISTRATIVE BUDGET
The administrative allowance is limited to the greater of $250,000 per year, or three percent (3%) of the RPTTF distributed in the prior fiscal year, excluding the administrative allowance and any City/Former Agency loan repayments.
However, the administrative allowance cannot exceed fifty percent (50%) of RPTTF distributed in the prior fiscal year, excluding the administrative allowance and any City/Former Agency loan repayments.
Line 20 2021 Tax Allocation Refunding Bond Debt Service The Successor Agency refunded the 2001 Tax Allocation Bonds with 2021 Tax Allocation Bonds in December 2021. The Successor Agency is responsible for principal and interest payments on the 2021 Bonds until it is paid off in December 2025. The principal is paid once a year, while interest is paid semiannually. As explained below, during the ROPS 2023-24 period, bond debt service would be paid from a combination of cash reserved from the prior year, the use of other funds, and RPTTF.
Due to cash flow and the principal payments, the Successor Agency commonly needs to use cash reserved from the prior ROPS B period for principal and interest due during the ROPS A period. In this case, the Successor Agency reserved $1,807,500 in 22-23B for the 23-24A period. The reserve for this purpose is funded on the ROPS separately (see Line 21) each year for the subsequent year’s bond payments during the A period.
The Successor Agency has also pledged up to $1,065,000 of the Agency’s sales and use tax allocation to pay bond debt service.
The remaining $1,930,754 of bond debt service due in 2023-24 would be paid from RPTTF received from the County Auditor-Controller.
Line 21 Reserve for Next Period of Bonds Payment
Pursuant to California Health and Safety Code Section 34171(d)(1), a successor agency may reserve property tax revenue from one ROPS period that otherwise would be distributed to affected taxing entities when required by a bond indenture or when the next property tax allocation will be insufficient to pay all obligations due under the provisions of the bond in the following half of the calendar year. The indenture of Trust for the 2021 Tax Allocation Bonds (Line Item #20) requires the Successor Agency to request $795,000 of RPTTF and reserve $1,065,000 of the sales tax pledge on the ROPS 2023-24 for the December 1, 2024, bond payment.
Conclusion:
SUCCESSOR AGENCY AGENDA REPORT – MEETING OF NOVEMBER 8, 2022 APPROVAL OF THE 2023-24 RECOGNIZED OBLIGATION PAYMENT SCHEDULE (ROPS) AND CORRESPONDING ADMINISTRATIVE BUDGET
Staff recommends that the Successor Agency approve the resolution establishing the ROPS 2023-24, approving the expenditure of reserve funds from the ROPS 22-23B period to be spent in the ROPS 23-24A period, approving the reserve of funds in the ROPS 23-24B period to be spent in the ROPS 24-25A period, and approving the administrative budget for FY 2023-24.
Steve Carmona
SC:JG:ep
Enclosure: 1) Resolution/Exhibit A and B
RESOLUTION NO. ____
A RESOLUTION OF THE SUCCESSOR AGENCY TO THE PICO RIVERA
REDEVELOPMENT AGENCY, ESTABLISHING THE RECOGNIZED
OBLIGATION PAYMENT SCHEDULE 2023-24 FOR JULY 1, 2023
THROUGH JUNE 30, 2024, APPROVING THE EXPENDITURE OF
RESERVE AND OTHER FUNDS, APPROVING THE RESERVE OF
FUNDS, AND APPROVING THE ADMINISTRATIVE BUDGET FOR
FISCAL YEAR 2023-24
WHEREAS, pursuant to the dissolution of redevelopment agencies per Assembly Bill (“AB”) ABX1 26 (Chapter 5, Statutes of 2011) and ABX1 27 (Chapter 6, Statutes of 2011), and subsequent legislation, AB 1484 (Chapter 26, Statutes of 2012) (altogether, “Dissolution Act”), the City of Pico Rivera (“City”) adopted Resolution No. 6652 on January 10, 2012, electing to serve as Successor Agency to the Pico Rivera Redevelopment Agency (“Successor Agency”); and
WHEREAS, pursuant to Health and Safety Code (“HSC”) Section 34177(m), the Successor Agency is required to prepare a Recognized Obligation Payment Schedule (“ROPS”) prior to each 12-month fiscal period, in a manner prescribed by the California Department of Finance (“DOF”), and submit the ROPS to the oversight board, the Los Angeles County Auditor-Controller, the State Controller’s Office, and DOF for review and approval; and
WHEREAS, the applicable consolidated oversight board overseeing the Successor Agency is the Consolidated Oversight Board First District of Los Angeles County (“Oversight Board”); and
WHEREAS, every oversight board has fiduciary responsibilities to the holders of enforceable obligations and to the taxing entities that benefit from distributions of property tax and other revenues under the Dissolution Law, in particular Section 34188 of the HSC; and
WHEREAS, pursuant to HSC Section 34177(m), the Successor Agency has prepared a complete ROPS for the period beginning July 1, 2023 and ending June 30, 2024 (“23-24”), attached herewith as Exhibit “A”; and
WHEREAS, on March 29, 2013, the DOF approved the retention of $2,226,463 of former Redevelopment Agency affordable housing funds held in reserve for bond debt service payments in the Successor Agency’s Redevelopment Obligation Retirement Fund to assist with the payment of future Successor Agency bond debt service payments; and WHEREAS, pursuant to HSC Section 34187(a)(2), a successor agency may retain and reserve property tax revenue from one ROPS period that otherwise would be distributed to affected taxing entities to the extent that DOF determines the successor agency requires those funds for the payment of enforceable obligations in a following ROPS period; and
Enclosure 1
17a
RESOLUTION NO. ____
WHEREAS, the Successor Agency retained $1,807,500 in Redevelopment Property Tax Trust Fund (“RPTTF”) revenue from January through June 2023 (“22-23B”) ROPS period to pay the enforceable obligation of the 2001 Tax Allocation Bond debt service payment in the July through December 2023 (“23-24A”) ROPS period; and WHEREAS, the Successor Agency needs to retain up to $795,000 in RPTTF revenue, as well as $1,065,000 sales tax pledge, from the January through June 2024 (“23-24B”) ROPS period to pay the enforceable obligation of the 2021 Tax Allocation Bond debt service payment in the July through December 2024 (“24-25A”) ROPS period; and
WHEREAS, Exhibit B to this Resolution is the proposed Administrative Budget for the ROPS 22-23 period, prepared pursuant to Section 34177(j).
NOW THEREFORE, the Successor Agency to the Pico Rivera Redevelopment Agency does hereby resolve as follows:
SECTION 1. The Recitals set forth above are true and correct and incorporated herein by reference.
SECTION 2. The Successor Agency hereby establishes the Recognized Obligation Payment Schedule (“ROPS”) for the period from July 1, 2023 through June 30, 2024, attached hereto as Exhibit A, subject to the approval of the First District Oversight Board and the California Department of Finance.
SECTION 3. The Successor Agency approves the Administrative Budget, attached hereto as Exhibit B that is included in the ROPS 23-24.
SECTION 4. Successor Agency staff is directed to transmit the ROPS 23-24 to the First District Oversight Board and upon the First District Oversight Board’s approval, post the ROPS 23-24 on the City of Pico Rivera’s website and submit the ROPS 23-24 to DOF, the California State Controller’s Office, and the Los Angeles County Auditor-Controller prior to February 1, 2023 as required by law.
SECTION 5. The City Clerk shall attest and certify to the passage and adoption of this resolution, and it shall become effective immediately upon this approval.
APPROVED AND PASSED this 8th day of November, 2022.
________________________________
Dr. Monica Sanchez, Chairman
RESOLUTION NO. ____
ATTEST: APPROVED AS TO FORM:
________________________________ ________________________________ Anna M. Jerome, Agency Secretary Arnold Alvarez-Glasman, Agency Counsel AYES:
NOES:
ABSENT:
ABSTAIN:
Successor Agency: Pico Rivera
County: Los Angeles
Current Period Requested Funding for Enforceable Obligations (ROPS Detail) 23‐24A Total
(July ‐ December)
23‐24B Total
(January ‐ June) ROPS 23‐24 Total
A Enforceable Obligations Funded as Follows (B+C+D): $ 1,807,500 $ 1,065,000 $ 2,872,500 B Bond Proceeds $ ‐ $ ‐ $ ‐
C Reserve Balance $ 1,807,500 $ ‐ $ 1,807,500
D Other Funds $ ‐ $ 1,065,000 $ 1,065,000
E Redevelopment Property Tax Trust Fund (RPTTF) (F+G): $ 1,882,774 $ 1,092,980 $ 2,975,754 F RPTTF $ 1,882,774 $ 842,980 $ 2,725,754
G Administrative RPTTF $ ‐ $ 250,000 $ 250,000
H Current Period Enforceable Obligations (A+E): $ 3,690,274 $ 2,157,980 $ 5,848,254 Certification of Oversight Board Chairman: Signature TitlePursuant to Section 34177 (o) of the Health and Safety Code, Ihereby certify that the above is a true and accurate Recognized Obligation Payment Schedule for the above named successoragency. Signature Title Recognized Obligation Payment Scehdule (ROPS 23‐24) ‐ Summary Filed for the July 1, 2023 through June 30, 2024 Period Enclosure 1, Exhibit A
A B C D E F G HI JK L MN O P Q R S T U VW
Bond
Proceeds
Reserve
Balance Other Funds RPTTF Admin RPTTF
Bond
Proceeds
Reserve
Balance Other Funds RPTTF Admin RPTTF
$ 5,848,254 15,635,486 $ - 1,807,500 - 1,882,774 - 3,690,274 - - 1,065,000 842,980 250,000 2,157,980 2 Loan from Low and Mod Hsg. SERAF/ERAF 12/8/2009 6/30/2026 Low and Mod. Housing Fund
5/2010 loan for SERAF
Project Area #1
N - 1,526,964 $ - - -
3 Loan from Low and Mod Hsg. SERAF/ERAF 12/8/2009 6/30/2017 Low and Mod. Housing Fund
5/2011 loan for SERAF
Project Area #1 N - - -
4 City Loan entered into on 18-Dec-1972
City/County Loan (Prior 06/28/11), Cash exchange 12/18/1972 12/31/2032 City of Pico Rivera
Loan for Redevelopment
Project Area #1 N - - -
6 Administrative Budget Admin Costs 2/1/2012 12/1/2025
City of Pico Rivera
Payroll and other administrative costs
Project Area #1 N 750,000 - 250,000 250,000
20 2021 Tax Allocation Refunding Bonds
Bonds Issued After 12/31/10 12/16/2021 12/1/2025 Truist Bonds issued to fund projects
Project Area #1 N 3,738,254 10,181,023 $ 1,807,500 1,882,774 3,690,274 47,980 47,980 21 Reserve for Next Period of Bonds Payment Reserves 12/16/2021 12/1/2025 City of Pico Rivera
Reserve necessary to make principal and interest payment on 2021 bonds in next ROPS period Project Area #1 N 1,860,000 3,177,500 $ 1,065,000 - 795,000 1,860,000 Recognized Obligation Payment Schedule (ROPS 23-24) - ROPS Detail Item # Project Name Obligation Type
Agreement
Execution
Date
Agreement
Termination
Date Payee Description
Project
Area
Total
Outstanding
Obligation
23-24B
Retired Total
ROPS
23-24
Total
23-24A (July - December)
Fund Sources
23-24A
Total
23-24B (January - June)
Fund Sources
A B CDEFG H
Reserve Balance Other Funds RPTTF
Bonds issued on or
before 12/31/10
Bonds issued on or
after 01/01/11
Prior ROPS RPTTF
and Reserve
Balances retained for
future period(s)
Rent,
Grants,
Interest, etc.
Non-Admin
and
Admin
1 Beginning Available Cash Balance (Actual 07/01/19)
RPTTF amount should exclude "A" period distribution amount 2,042,337 446,070 60,894
2 Revenue/Income (Actual 06/30/20)
RPTTF amount should tie to the ROPS 19-20 total distribution from the County Auditor-Controller 3,578,581 54,509 3 Expenditures for ROPS 19-20 Enforceable Obligations
(Actual 06/30/18)
- 84,582 3,283,142
4 Retention of Available Cash Balance (Actual 06/30/20) RPTTF amount retained should only include the amounts distributed as reserve for future period(s) 1,792,702 361,488 369,394 5 ROPS 19-20 RPTTF Prior Period Adjustment
RPTTF amount should tie to the Agency's ROPS 19-20 PPA form submitted to the CAC 8 6 Ending Actual Available Cash Balance (06/30/20)
C to F = (1 + 2 - 3 - 4), G = (1 + 2 - 3 - 4 - 5)
$ 0 0 $ 0 $ 304,144 $ $ (13,069)
No entry required
Recognized Obligation Payment Schedule (ROPS 23-24) - Report of Cash Balances July 1, 2020 through June 30, 2021
(Report Amounts in Whole Dollars)
Pursuant to Health and Safety Code section 34177 (l), Redevelopment Property Tax Trust Fund (RPTTF) may be listed as a source of payment on the ROPS, but only to the extent no other funding source is available or when payment from property tax revenues is required by an enforceable obligation.
ROPS 19-20 Cash Balances
(07/01/19 - 06/30/20)
Fund Sources
Comments
Bond Proceeds
Item # Notes/Comments
Recognized Obligation Payment Schedule (ROPS 23-24) - Notes July 1, 2023 through June 30, 2024 Expense Category Responsibilities
FY 2023-24
Proposed
Budget
Salaries and Wages
Staff salaries, benefits, and
payroll taxes
• Process payment of enforceable obligations
• Maintain documentation of Agency records
• Negotiate Deferral of Pass-Through Payments with the County of Los Angeles • Coordinate with consultant to answer questions and provide documentation as requested by Oversight Board, County Auditor-Controller, and Department of Finance
• Attend Oversight Board Meetings
$180,000
TOTAL $180,000
Maintenance and Operations
Rent and Utilities
• Utility expenses
• Supplies and equipment
• LRPMP property maintenance prior to transfer/sale
$6,000
Contract services
• Prepare ROPS, PPA, staff reports, and resolutions
• Coordinate with and answer questions for Oversight Board, County Auditor-Controller, and Department of Finance • Monitor and project cash flow to ensure sufficient revenues for obligations and to inform Agency staff of expected revenues
• Coordinate disposition efforts for remaining LRPMP properties $14,000
Insurance and legal services • Review staff reports and resolutions • Provide legal services as needed $50,000
TOTAL $70,000
TOTAL BUDGET $250,000
EXHIBIT B
PICO RIVERA SUCCESSOR AGENCY
ADMINISTRATIVE BUDGET FY 2023-24
FOR JULY 1, 2023 to JUNE 30, 2024
Enclosure 1, Exhibit B
To: Mayor and City Council
From: City Manager
Meeting Date: November 8, 2022
Subject: FISCAL YEAR 2022-23 CITY OF PICO RIVERA FIRST
QUARTER BUDGET REPORT AS OF SEPTEMBER 30,
2022
Recommendation:
1. Receive and file the fiscal year (FY) 2022-23 First Quarter Budget Report as of September 30, 2022, which represents the balances and activity for the first quarter (July through September) of the 2022-23 fiscal year; and
2. Approve a Budget Adjustment amending the FY 2022-23 Adopted Budget for Special Funds as outlined in Enclosure 1 of this report.
Fiscal Impact:
The First Quarter Budget Report shows current revenues and expenditures for the first three (3) months of this FY 2022-23, with an emphasis on the General Fund and Enterprise Funds. The recommended Special Funds Budget Adjustment listed in Enclosure 1 require a budget transfer of $4,272,455 with a net zero impact being requested at this time. No additional appropriations being requested at this time.
Discussion:
The City Council adopted the FY 2022-23 Budget on June 28, 2022. The FY 2022-23 Adopted Budget includes General Fund revenues of $51,833,428 and expenditures of $51,833,428. This is the First Quarter Budget Report for FY 2022-23, for the three-month period ending September 30, 2022. This report summarizes the City of Pico Rivera’s (City) overall financial position for the current fiscal year and provides quarterly public reporting. It ensures that the City is consistently monitoring its revenues and expenditures so that it can proactively respond to unanticipated changes or emerging trends and increases the transparency of the City’s finances. 18 CITY COUNCIL AGENDA REPORT – MEETING OF NOVEMBER 8, 2022 FISCAL YEAR 2022-23 CITY OF PICO RIVERA FIRST QUARTER BUDGET REPORT AS OF SEPTEMBER 30, 2022
Notable first quarter to first quarter and budget to actual comparisons are included in this report. The information in this report is the most accurate and up-to-date information available at the time of publication. However, this report is not an audited financial statement and the numbers provided are preliminary and subject to change as the year progresses. It should be noted that the City balances its budget on an annual basis, and that fund’s revenues and expenditures may not align on a quarterly basis.
The following factors should be taken into considerations when analyzing first quarter data:
• Property tax revenue has not yet been received (expected in mid-January and mid-May).
• Other major revenue categories such as Transient Occupancy Tax (TOT), usually begin collection in the third or fourth months of the fiscal year. • Some significant costs are incurred upfront (for example, CalPERS payments and some contracts) with variances smoothing out over the fiscal year. • Some expenditure costs such as Contracted Services expected to be expensed later in the fiscal year.
• Normal fluctuations from month-to-month, revenue and expenditure categories do not have sufficient receipts to establish a clear pattern. • Some prior fiscal year amounts have been updated to include adjustments and reclassifications for the first quarter made later fiscal year.
Revenues
General Fund revenues through the first quarter total $5.15 million, or 10% of the $51.83 million annual budget. Table 1 on the following page shows revenues by category that contains first quarter actual revenue comparisons for FY 2021-22 and FY 2022-23 and a revenue budget to actual comparison for FY 2022-23. It should be noted, certain revenues are collected and distributed by the State and County, that results in a time delay from when the actual collections are provided to the City, and in some cases, a delay in when the City receives actual distributions.
CITY COUNCIL AGENDA REPORT – MEETING OF NOVEMBER 8, 2022 FISCAL YEAR 2022-23 CITY OF PICO RIVERA FIRST QUARTER BUDGET REPORT AS OF SEPTEMBER 30, 2022
Table 1. General Fund Revenues by Category
Revenue Source
FY 21-22
1ST QUARTER
ACTUALS
FY 22-23
ADOPTED
BUDGET
FY 22-23
1ST QUARTER
ACTUALS
$
FY 21-22
vs.
FY 22-23
1ST QUARTER
ACTUALS
%
FY 21-22
vs.
FY 22-23
1ST QUARTER
ACTUALS
Percentage of
Budget
Realized
Sales Tax $ 1,511,664 $24,482,589 $ 1,720,590 $ 208,926 12% 7% Property Tax 48,751 13,044,410 55,310 6,559 12% 0%
Utility Users Tax (UUT) 565,954 3,159,400 641,030 75,076 12% 20% Transient Occupancy Tax (TOT) 2,040 565,020 0 (2,040) 0% 0% Other Taxes* 1,055,611 2,079,627 1,014,645 (40,966) (4%) 49% Licenses & Permits 798,954 3,625,626 854,466 55,512 6% 24% Charges for Services 44,446 445,211 152,449 108,003 71% 34% All Other Revenues** 530,876 2,606,245 424,008 (106,868) (25%) 16% OPERATING REVENUE 4,558,295 50,008,128 4,862,498 304,203 6% 10% CARES Act 18,461 0 0 (18,461) 0% 0%
Transfers In*** 431,117 1,825,300 291,267 (139,850) (48%) 16% TOTAL - GENERAL FUND REVENUE $ 5,007,873 $51,833,428 $ 5,153,765 $ 145,892 3% 10% *Includes Franchise Tax, Property Transfer Tax and Rubbish Franchise Fee **Includes Fines & Forfeitures, Use of Money, Other Revenue, and Intergovernmental Revenue ***Includes Transfer In (Gas Tax)
General Fund operating revenues through the first quarter are $4.86 million, or 6% up compared to the same period in FY 2021-22, primarily due to the increases in Sales Tax, Utility Users Tax (UUT), Licenses & Permits, and Charges for Services compared to the prior fiscal year. Total revenues are at 10% of the budget through the first quarter of the current year; this is primarily due to the timing associated with receiving some of the larger revenue sources.
The General Fund has several sources of revenue. Four (4) major categories include Sales Tax, Property Tax, Utility Users Tax, and Licenses and Permits.
Sales tax is the largest source of revenue for the General Fund. The Sales Tax increased by $208,926, or 12% compared to this same period last fiscal year due to the General Consumer Goods, Restaurants and Hotels, and the State and County Pool sectors performed well. Measure P continues to show favorable growth.
Property tax is the second largest General Fund revenue source, but the majority of this funding is received in the third and fourth quarters of the fiscal year. While the most current data available shows the volume of home sales and median home prices decreasing in the last quarter, the impact on property tax, if any, will be reported in the third quarter budget review.
Utility Users Tax (UUT) is slightly higher this year than the same time last fiscal year by $75,076, or 12% due to an increase in remittance of the collection of cable and wired CITY COUNCIL AGENDA REPORT – MEETING OF NOVEMBER 8, 2022 FISCAL YEAR 2022-23 CITY OF PICO RIVERA FIRST QUARTER BUDGET REPORT AS OF SEPTEMBER 30, 2022
communications, as well as increases in usage and pricing of electric and natural gas billed charges. When comparing prices of Electricity per Kilowatt Hour (EKH) and Utility (piped) gas per therm (UGT), the Bureau of Labor Statistics shows EKH went up 9.91% in the Los Angeles Area and UGT went up 30.67%
Licenses and Permits revenues increased by $55,500, or 6% compared to the prior period, primarily due to a higher number of new businesses obtaining business licenses as well as an increase in renewals. Comparing the first quarter of FY 2021-22 to FY 2022-23, the number of applications for business licenses increased by 12 new applicants and 146 renewal applicants.
Other Taxes category is coming in slightly lower compared to this same period last year due to the Property Transfer Tax directly tied to property sales. Sales have slowed as interest rates have risen throughout 2022. Although the median home price continued to increase on a year-over-year basis, the number of home sales decreased compared to this same period last year.
Charges for Services revenues increased by approximately $108,000, or 71% in FY 2022-23, primarily due to more Parks & Recreation programs and in-person services being restored as more pandemic restrictions are lifted. Special Events, Field & Facility Rentals, Contract Programs, Adults Sports, and the Go Getters Program are the most notable increases.
All Other Revenues decreased by approximately $106,800, or 25%, primarily due to the one-time receipts in FY 2021-22 for damages to City property reimbursement and property reconveyance. Another notable decrease from this same period last year is the Interest Income due to fluctuation in interest rates. Per Governmental Accounting Standards Board (GASB) 31, all investments held by governmental external investment pools require all investment income, including changes in the fair value of investments, to be reported in the operating statement.
FY 2021-22 first quarter included the Coronavirus Aid, Relief, and Economic Security (CARES) Act revenue of $18,461, and the City is not expected to receive any CARES funding in FY 2022-23. This funding is considered a one-time revenue that the California Department of Finance allocated as relief funding for local municipalities; therefore, not included in the FY 2022-23 budget.
Transfers In includes the State of California Gas Tax, primarily the Highway Users’ Tax Account revenue, which is coming in lower as compared to this same period last year due to the timing of the revenues received from the State Controller’s Office.
Expenditures
General Fund expenditures through the first quarter total $16.90 million, or 33% of the $51.83 million annual budget. Most departments had increases from the prior year that CITY COUNCIL AGENDA REPORT – MEETING OF NOVEMBER 8, 2022 FISCAL YEAR 2022-23 CITY OF PICO RIVERA FIRST QUARTER BUDGET REPORT AS OF SEPTEMBER 30, 2022
are partially attributed to the reopening of programs and services being offered as compared to last fiscal year during the COVID-19 restrictions. Other notable increases are due to departments filling various vacancies and contract and supply increases. An increase was seen in the CalPERS unfunded liability pension plan payment and increases in health care insurance. Table 2 below shows expenditures by Department.
Table 2. General Fund Expenditures by Department
Department/Program
FY 21-22
1ST QUARTER
ACTUALS
FY 22-23
ADOPTED
BUDGET
FY 22-23
1ST QUARTER
ACTUALS
$
FY 21-22
vs.
FY 22-23
1ST QUARTER
ACTUALS
%
FY 21-22
vs.
FY 22-23
1ST QUARTER
ACTUALS
Percentage of
Budget Used
Administration 471,450 2,219,418 546,372 74,922 16% 25% Public Safety 3,059,577 12,854,647 3,237,791 178,214 6% 25% Community and Economic Dev 1,052,681 7,513,165 996,784 (55,897) (5%) 13% Administrative Services 455,033 2,932,526 513,436 58,403 13% 18% Human Resources 280,925 1,056,792 219,885 (61,040) (22%) 21% Non-Departmental* 3,443,503 6,807,390 4,320,005 876,502 25% 63% Parks and Recreation 1,204,124 6,289,561 1,440,847 236,724 20% 23% Public Works 1,398,947 9,947,234 1,581,784 182,837 13% 16% GENERAL FUND OPERATING EXPENDITURES 11,366,241 48,555,733 12,856,904 1,490,663 13% 26% Operating Transfers Out 1,065,000 1,065,000 1,065,000 - 0% 100% Non-Operating Transfers Out** - 2,212,695 2,982,695 2,982,695 0% 135% TOTAL - GENERAL FUND EXPENDITURES 12,431,241 51,833,428 16,904,599 4,473,358 26% 33% *Includes Vacancy Savings
**Includes Interfund Transfers for Capital Improvement Projects Discussion of Departments with significant variances from the prior year are as follows:
• Administration first quarter expenditures are higher compared to the same period last year because the Assistant City Manager spent less time overseeing the Administrative Services Department and allocated more time to the Administration Department. There is also a rise in the Advertising and Publications from the City Clerk’s Office compared to last year, primarily due to multiple departments’ increased demands for Public Hearings, Notice of Inviting Bids, Zoning and Ordinance Notices, and construction notifications for various projects.
• Public Safety (Los Angeles County Sheriff’s Department) is tracking higher compared to the same period last year due to contract increases and the Automated License Plate Reader (ALPR) program by Flock Safety. The ALPR is a system of cameras and supporting software that captures license plate information and instantly compares plate numbers to a database that aids law enforcement in criminal investigations and crime reductions. • Community and Economic Development is tracking below compared to the same period last year due to existing employee vacancies and unexpended contracted services that will be expensed later in the fiscal year. Another notable decrease is due to software expenses being moved from Community and Economic Development to the Information Technology (IT) division for proper monitoring and implementation.
CITY COUNCIL AGENDA REPORT – MEETING OF NOVEMBER 8, 2022 FISCAL YEAR 2022-23 CITY OF PICO RIVERA FIRST QUARTER BUDGET REPORT AS OF SEPTEMBER 30, 2022
• Administrative Services is tracking higher due to software expenses from multiple departments being moved under the IT division for proper monitoring and implementation. Additional increases are due to some annual costs, such as the City’s Financial Auditors and Property Tax Consultant invoices, being dispersed in the first quarter of the fiscal year.
• Human Resources is tracking lower due to the vacant Director position and the General Liability expenses being moved from Human Resources to Non-Departmental as a citywide expenditure. • Non-Departmental most notable increase is due to the prefunding of $1.13 million in contributions to the City’s Unfunded Actuarial Liability (UAL) requirement in FY 2022-23 compared to the last fiscal year. Other notable increases are due to the annual Group Health and General Liability rate increases. The General Liability expenses have been moved under the Non-Departmental division this fiscal year, which was previously under the Human Resources Department. The additional increase also includes the funding of the Equipment Replacement Fund with the intention to contribute to the long-term equipment replacement needs of the City. • Parks and Recreation is tracking higher compared to the same period last fiscal year due to more programs, services, and Special Events being offered. The most notable Special Events held were the Fireworks Spectacular, two (2) Summer Street Fests, Boxfest, two (2) Fiestas Patrias, and the Certified Farmers Market during July and August 2022. In addition, the Contracted Services costs for additional programming and services being offered have risen due to increased usage and inflated costs for goods and services. • Public Works is coming in higher compared to the same period last year as a result of rising costs for supplies and services such as Contracted Services and Professional Services for the street sweeping services, traffic engineering professional services, Geographic Information System (GIS) professional services, and the project management consulting services. Other notable increases are due to inflated fuel and utility costs, including electricity and natural gas. Inflation impacts on purchases of supplies and equipment have increased significantly compared to this same period last year.
• Operating Transfers Out includes the $1.065 million Sales Tax Pledge from the General Fund to the Successor Agency (Fund 851).
• Non-Operating Transfers Out includes the $1.835 million and $1.147 million from the FY 2022-23 Adopted Budget for funding for Community and Economic Development Strategic Projects and General Fund Capital Improvement Projects.
General Fund Citywide
At the end of the first quarter, expenditures exceed revenues due to Property tax, Franchise tax, and Transient Occupancy Tax being received later in the year and upfront expenditures such Sales Tax Pledge payment to Successor Agency, Other Post-Employment Benefits (OPEB), and Contracted Services. The first quarter budget report is developed using three (3) months of actual (unaudited) activity for FY 2022-23.
CITY COUNCIL AGENDA REPORT – MEETING OF NOVEMBER 8, 2022 FISCAL YEAR 2022-23 CITY OF PICO RIVERA FIRST QUARTER BUDGET REPORT AS OF SEPTEMBER 30, 2022
Except for the identified variances, expenditures and revenues are tracking as expected. Considering the timing of revenues and expenditures, first quarter analysis compares actual activity for the period to the actual activity over the same period in the prior fiscal year to measure consistency. Table 3 below summarizes the total General Fund revenues and expenditures citywide.
Table 3. General Fund Revenues and Expenditures Citywide Totals FY 21-22
1ST QUARTER
ACTUALS
FY 22-23
ADOPTED
BUDGET
FY 22-23
1ST QUARTER
ACTUALS
$
FY 21-22
vs.
FY 22-23
1ST QUARTER
ACTUALS
%
FY 21-22
vs.
FY 22-23
1ST QUARTER
ACTUALS
Percentage of
Budget
REVENUE* $ 5,007,873 $ 51,833,428 $ 5,153,765 $ 145,892 3% 10% EXPENDITURES** 12,431,241 51,833,428 16,904,599 4,473,358 26% 33% SURPLUS / (DEFICIT) $ (7,423,368) $ - $ (11,750,834) $ (4,327,466) 37% *Includes Non-Operating Transfers In (Gas Tax and Intergovernmental Transfers) **Includes Vacancy Savings and Interfund Transfers for Capital Improvement Projects American Rescue Plan Act Fund Budget Adjustment:
On January 11, 2022, the City Council approved the allocation of the American Rescue Plan Act (ARPA) funds of $14,772,455 for the projects/programs according to the City Council's ranked preferences, including $6,500,000 to the Smith Park Aquatic Center and $4,272,455 to the PFAS treatment facilities.
For the Smith Park Aquatic Center project, the Parks and Recreation Department was able to secure $1,000,000 in state grant funding in November 2021 for the design phase. In June 2022, with the help of our State Senator, Bob Archuleta, Assemblymember Lisa Calderon, and Assemblywoman Cristina Garcia, the City was awarded additional grant funding of $8,500,000 from the State. The City will accept the grant agreements in the coming months. As the design was almost completed, Parks and Recreation anticipated increasing project costs. Once the updated estimated cost becomes available and the City accepts the state grant agreement, staff will present the updated project cost to the City Council. If part of the ARPA funding of $6,500,000 can be reallocated to other Capital Improvement Projects (CIPs), staff will make the recommendation based on the updated information.
For the Per- and Polyfluoroalkyl Substances (PFAS) treatment project, subsequent to the ARPA allocation, the City received $2,500,000 in funding from the FY 2021-22 - Interior, Environment, and Related Agencies Funding Bill, a Federal Earmark through Congresswoman Linda Sanchez. The City also received $5,853,000 in grant funding from the Water Replenishment District (WRD) in April 2022. As the PFAS project is over-funded, and the City is to use the more restrictive funding, such as the Earmarked and WRD funding prior to the ARPA funding, staff recommends redirecting the ARPA funding of over $4 million to other water infrastructure projects. The Public Works Department assessed all water projects and suggested utilizing the ARPA funding for CITY COUNCIL AGENDA REPORT – MEETING OF NOVEMBER 8, 2022 FISCAL YEAR 2022-23 CITY OF PICO RIVERA FIRST QUARTER BUDGET REPORT AS OF SEPTEMBER 30, 2022
the water-main replacement projects under expenditure categories 5.11, per the Department of Treasury Compliance and Reporting Guidance. As such, Public Works can align the timing of water-main replacements in advance of street pavement projects in select areas to minimize future cutting into the newly placed pavement. Staff will present the other funding adjustments for the PFAS and the Watermain Replacement projects with a subsequent agenda report once the City officially accepts the earmarked federal grant. Enclosure 1 of this document details the projects to be adjusted.
Table 4. Special Funds Budget Adjustment
SPECIAL FUNDS ADJUSTMENT Decrease Increase
New
Appropriation
Request
Net Increase /
(Decrease)
EXPENDITURE
Fund 640: American Recovery Plan
640.70.7340-54500-50065 $ (4,272,455) $ - $ - $ (4,272,455) 640.70.7340-54500-50098 $ 4,272,455 $ 4,272,455
$ (4,272,455) $ 4,272,455 $ - $ -
$ -
TOTAL EXPENDITURE ADJUSTMENTS
NET ADJUSTMENTS INCREASE/(DECREASE)
Enterprise Funds
The City has four (4) Enterprise Funds – Water Authority, PRIME, Golf Course, and Sports Arena. Collectively, these are all separate funds where the City charges a fee to customers to cover all or most of the costs of services it provides. The total Enterprise Funds summary of revenues and expenditures as of September 30, 2022, is outlined in the table on the following page. The FY 2022-23 Mid-Year Budget Report will provide an update on activities along with projected year-end estimates.
Table 5. Enterprise Funds Revenues and Expenditures Totals Water Operations PRIME Golf Course Sports Arena
Revenue $ 2,146,778 $ 6,168,666 $ 192,518 $ 75,270
Expenditures $ 2,185,658 $ 2,361,515 $ 222,848 $ (52,587) SURPLUS / (DEFICIT) $ (38,880) $ 3,807,151 $ (30,330) $ 127,857 FY 2022-23 Enterprise Funds First Quarter Results
Water Operations Enterprise Fund
The Water Operations Enterprise Fund accounts for the operation and maintenance of the City’s water treatment, water transmission and distribution system. The FY 2022-23 CITY COUNCIL AGENDA REPORT – MEETING OF NOVEMBER 8, 2022 FISCAL YEAR 2022-23 CITY OF PICO RIVERA FIRST QUARTER BUDGET REPORT AS OF SEPTEMBER 30, 2022
Water Fund revenues includes the implementation of the water rate increases that was adopted by the City Council on April 27, 2021.
Pico Rivera Innovative Municipal Energy (PRIME) Fund
The PRIME Fund includes revenues and expenditures for the purchase and sale of “greener” energy for customers. Most expenditures are expected to be spent later in the fiscal year.
Golf Course Fund
The Pico Rivera Golf Course experienced an increase in play in FY 2021-22 due to pandemic restrictions limiting indoor activities and golf being one of the only outdoor sports allowed, but with pandemic restrictions lifting, resulting in less demand for golf play and the U.S. Army Corp of Engineers (USACE) partial green closures, the golf play revenue have decreased.
Sports Arena Fund
The Sports Arena is still recovering from COVID-19 restrictions and are slowly resuming operations. The expenditures credit is due to accrual reversals of FY 2021-22 invoices.
Conclusion:
This quarterly report presents an overview of the City’s operating revenues and expenditures for the first quarter ending September 30, 2022, in comparison to the previous year. The City is currently in the process of closing the prior fiscal year. The financial results from the prior fiscal year, coupled with the FY 2021-22 first quarter data, confirm the City’s goal of continuing to remain on the path to structural balance though fiscal discipline being essential. Departments continue to work to reduce impacts to the General Fund and understand the financial pressures and should be commended for their efforts. Staff will continue to monitor each revenue source and expenditure activity closely and will evaluate opportunities to enhance revenues and reduce expenditures. The FY 2022-23 Mid-Year Budget Report will provide an update on General Fund and Special Fund activities along with recommended budget adjustments and projected year-end estimates for the City Council’s consideration.
Steve Carmona
SC:AG:JG:DS:ep
Enclosures: 1) First Quarter FY 2022-23 Special Fund Budget Adjustment Worksheet
2) First Quarter FY 2022-23 General Fund Revenue and Expenditure Budget Report
CITY COUNCIL AGENDA REPORT – MEETING OF NOVEMBER 8, 2022 FISCAL YEAR 2022-23 CITY OF PICO RIVERA FIRST QUARTER BUDGET REPORT AS OF SEPTEMBER 30, 2022
3) First Quarter FY 2022-23 Enterprise Funds Revenue and Expenditure Budget Report
CITY OF PICO RIVERA
Enclosure 1
Fiscal Year 2022-23 First Quarter Budget Adjustments
ENCLOSURE 2 - Special Funds
SPECIAL FUNDS ADJUSTMENT Decrease Increase
New
Appropriation
Request
Net Increase /
(Decrease) Notes
EXPENDITURE
Fund 640: American Recovery Plan
640.70.7340-54500-50065 $ (4,272,455) $ - $ - $ (4,272,455) CIP #50065 PFAS Treatment System Project - Phase II - Federalize 640.70.7340-54500-50098 $ 4,272,455 $ 4,272,455 CIP #50098 Water Main Replacement - Construction $ (4,272,455) $ 4,272,455 $ - $ -
$ -
November 8, 2022
TOTAL EXPENDITURE ADJUSTMENTS
NET ADJUSTMENTS INCREASE/(DECREASE)
18a
Budget Transfer
Transfer From:
Account Number Description
Amended Budget
Amount
Current Available
Budget Amount Amount to Transfer Out
640.70.7340-54500.50065 PFAS Treatment System Project - Phase II - Federalize $ - $ 4,272,455.00 $ (4,272,455.00) $ (4,272,455.00)
Transfer to:
Account Number Description
Amended Budget
Amount
Current Available
Budget Amount Amount to Transfer In
640.70.7340-54500.50098 Water Main Replacement - Construction $ 4,272,455.00 $ - $ 4,272,455.00 $ 4,272,455.00
Reason for Budget Transfer:
Budget Amendments (New Appropriations - Require City Council approval) Account Number Description
Budget Amendment
Amount City Council Action Date*
Reason for Budget Amendment:
*City Council agenda report must be attached to budget amendment requests.
Requested by:
Employee Date
Department Approval:
Department Director Date
Finance Approval:
Director of Finance Date
City Council Approval: (If Applicable) Attach Agenda Item.
Date
Budget Transfer and Amendment
City of Pico Rivera
This form will be used to perform a budget transfer between accounts within the same fund. All transfer requests will be verified by the Finance Department prior to approval and entry. This form will also be used to document Budget Amendments (new appropriations) authorized by the City Council.
Request Form
Budget Adjustment to allocate ARPA appropriations original approved under CIP 50065 PFAS Phase II Project on 1/11/2022 to CIP 50098 Water Main Replacement - Construction project in fiscal year 2022-23 Revised 01 / 2018
Enclosure 1 - 2
Total ARPA Funds - $14,772,455
Project Description
City
Council
Priorities Justification
Total
Score
Estimated
Cost
Olympic pool and the recommended rehab
to the supporting areas. Infrastructure
To provide well kept and safe
pools for families and children. 20 $6,500,000
Install PFAS TREATMENT FACILITIES to
remove contaminants from the
groundwater. Infrastructure
To remove contaminants from
the groundwater. 20 $4,272,455
To maintain, rehabilitate, reconstruct, and
improve the city's street pavement
condition. Infrastructure
To achieve
a citywide pavement
condition index of 67 and
maintain
a backlog of 23%. 18 $4,000,000
Top Rated Priorities Total: $14,772,455
Project by FY, including both funded and unfunded projects Project # Projects
Sum of
CarryoverAppropriation asof 7/1/2022
Sum of
Adjustments
Sum of FY
2022Ͳ2023
Sum of FY
2023Ͳ2024
Sum of FY
2024Ͳ2025
Sum of FY
2025Ͳ2026
Sum of FY
2026Ͳ2027 Sum of Total
1STREETS 20,142,506 12,865,205 19,394,632 7,470,000 7,470,000 7,650,000 74,992,343 STRE1 Annual Sidewalk Replacement Project Citywide 300,000 150,000 150,000 150,000 30,000 780,000STRE2 Annual Signing and Striping Project 120,000 120,000 STRE2 Annual Signing and Striping Project 120,000 120,000 120,000 120,000 480,000 21241 Durfee Ave Underpass Project 43,874 36,000 79,874 50026 Fiber Optic Master Plan 115,827 115,827
STRP2 Major Corridors Median Beautification Project 1,902,078 3,719,479 5,621,557 21346 Overlay Improvements on Whittier Boulevard 1,828,430 1,828,43050047 Residential Resurfacing ProgramͲChip Seal 1,003,233 1,003,233 STRE3 Residential Resurfacing ProgramͲOverlay & Reconstruction 6,040,723 10,000,000 5,200,000 5,200,000 5,200,000 31,640,72350048 Residential Resurfacing ProgramͲOverlay & Reconstruction FY 21Ͳ22 7,240,853 7,240,853 STRE4 Residential Resurfacing ProgramͲSlurry and Cape Seal 2,500,000 2,000,000 2,000,000 2,000,000 800,000 9,300,000 50067 Residential Resurfacing ProgramͲSlurry and Cape Seal . 971,856 971,856 50025 Restoration of Entrance Monuments 27,647 27,647
50066 ResurfacingͲOverlay and Reconstruction Project . 2,893,432 2,893,432 STRP1 Rosemead Blvd Median Beautification Project 1,816,404 3,405,153 5,221,557 50041 Rosemead Boulevard Road Resurfacing Project (North of Whittier Boulevard) 1,280,414 1,280,41421276 Rosemead/Beverly Rd IntersecƟon ImprovementsͲHot SpotsͲGrant, not Measure R Local Return 1,294,790 1,294,790 30051 Shenandoah Street Rehabilitation Project 530,189 530,189 21331 Telegraph Rd Traffic Enhancements Project Phase II 2,910,679 2,910,679 STRE5 Traffic Management Center Implementation Ͳ Ͳ 1,500,000 1,500,000 STRP3 Underpasses Improvements (Passons, Paramount & Rosemead) BOD Report 150,000 150,000 30050 Whittier Blvd Landscape Median Design Services 1,283 1,283 2BRIDGES 9,869,724 (3,310,149) 6,663,823 8,190,529 49,107,174 5,868 70,526,969 21315 Bridge Preventative Maintenance ProgͲCoop Agreement with LACPW 48,555 48,555 21280 Pico Rivera Regional Bikeway Project 5,104,467 (3,053,518) 80,000 3,053,518 5,184,46721280 Pico Rivera Regional Bikeway Project 380,112 (235,763) 235,763 380,112 21284 Rehabilitation Telegraph Rd Bridge Over San Gabriel River 3,581,277 2,386,000 1,638,248 24,310,102 31,915,627 21285 Rehabilitation Washington Blvd Bridge Over Rio Hondo River 729,445 4,072,823 3,258,000 24,787,072 32,847,340 50019 Slauson Avenue over San Gabriel River Bridge Seismic Retrofit 25,868 (20,868) 5,000 10,000 5,868 25,868 BRID1 Whittier Blvd. Underpass East of Orange St. Slope Repairs 125,000 125,000 3WATER 16,831,911 (4,272,455) 12,789,903 11,577,455 7,698,000 3,463,000 500,000 48,587,814 50072 Advanced Metering Infrastructure (AMI) System 2,729,097 970,903 3,700,00050004 City Yard Generator, Transfer Switch & Main Electrical Panel 227,513 227,51321360 Garrick, Olympic, Spruce, Calada, Water Main Replacement 89,922 89,922 50042 PFAS Treatment System Project 8,847,091 8,847,091 50065 PFAS Treatment System ProjectͲPhase IIͲFederalize 4,272,455 (4,272,455) 4,272,455 4,272,455 50027 Plant No. 3 Electrical Control and MCC Panel 50,000 50,000 21361 Pressure Relief Sustaining Valve Stations 150,000 300,000 150,000 600,000 WATE2 Storage Tanks Ͳ 600,000 2,544,000 3,490,000 6,634,000 WATE8 Water Distribution System Pressure Zone Partition 750,000 750,000 50060 Water Facility Improvements 500,000 500,000 500,000 500,000 2,000,000 WATE3 Water Main Improvements 1,169,000 4,111,000 4,208,000 3,463,000 12,951,000 WATE6 Water Main Improvements (W110) 2,850,000 2,850,000 WATE4 Water Main Improvements (W41) 1,650,000 1,650,000 WATE5 Water Main Improvements (W98) 3,700,000 3,700,000 WATE7 Water Wells 7,8,9 & 10 Destruction Project 250,000 250,000 Project # Projects
Sum of
CarryoverAppropriation asof 7/1/2022
Sum of
Adjustments
Sum of FY
2022Ͳ2023
Sum of FY
2023Ͳ2024
Sum of FY
2024Ͳ2025
Sum of FY
2025Ͳ2026
Sum of FY
2026Ͳ2027 Sum of Total
21337 Well No 1,2,12ͲCasing Vents and Raise Pump Base 15,833 15,833 4PARKS 11,001,252 (8,947,331) 1,799,733 9,527,598 4,308,356 150,000 500,000 18,339,608 50068 Dog Park 1,500,000 (1,500,000) 175,000 1,325,000 1,500,000 P50018 MiniͲPitch Soccer System 146,124 146,124
PARP1 Pico Park Security Camera System 200,000 200,000
50033 Renovation of Rio Hondo Park Playgrounds 26,156 26,156 21365 Rio Hondo ParkͲSoccer Field 1,197,331 (947,331) 394,733 3,302,598 3,947,331 PARP2 Rio Hondo Park Handball Court Repairs 50,000 50,000 PARP3 Rio Hondo Park Outdoor Safety Lighting Replacement 100,000 100,000 PARP4 Rio Vista Park Improvements (fencing/lights/scoreboard) 100,000 100,000 PARP5 Rivera Park enhanced safety netting on field 75,000 75,000PARP6 Rivera Park Playground/Surfacing Replacement 500,000 500,000 50022 Senior Center ADA and Safety Improvements to Parking Lots 645,769 645,769 50043 Smith Park Aquatic Center Renovation 7,485,873 (6,500,000) 400,000 3,500,000 3,408,356 8,294,229 PARP7 Smith Park Security Camera System 220,000 220,000 PARP8 Smith Park Stadium Bleachers Storage Installation 50,000 50,000 PARP9 Smith Park Stadium Turf Replacement 900,000 900,000 PARP10 Smith Park Wrought Iron Fence Replacement 85,000 85,000 PARP11 The PAD park development 175,000 1,325,000 1,500,000 5FACILITIES 4,270,927 (1,600,000) 1,433,992 7,282,260 2,135,800 1,723,500 300,000 15,546,479 50035 ADA City Hall Ramps, Restrooms and Elevator 250,000 250,000 FACI1 ADA Improvements 1,100,000 1,100,000 1,100,000 3,300,000 FACP1 Bus Shelter Improvements Project 300,000 300,000 300,000 300,000 300,000 1,500,000 50010 City Hall Electric Vehicle Charging Stations (EVCS) 208,860 208,860 21351 City YardͲNPDES Compliance 25,000 25,000
50074 Council Chambers A V B Upgrades and Accessibility Improvements 590,000 590,000 50069 HVAC Installation (Pico/Rivera Gyms) and Replacement at various City facilities 800,000 800,000 21341 Hydraulic Elevator Repairs 75,000 75,000
FACP2 Parks and Recreation Office HVAC 250,000 250,000
FACP3 Pico Park Auditorium Outside Doors Replacement 100,000 100,000 FACP4 Pico Park Indoor Restrooms Renovation 300,000 300,000 FACP5 Pico Park Outdoor Field Restroom Replacement 400,000 400,000 FACP6 Pico Park Outdoor Gymnasium Restroom Renovation 400,000 400,000 FACP7 Rio Hondo Park Outdoor Restrooms Renovation 70,000 70,000 50070 Rivera ParkͲnew roof for office / Smith ParkͲnew roof for facility 600,000 600,000 FACP8 Rivera Park Kitchen Renovation 50,000 50,000
FACP9 Rivera Park Office/Auditorium/Lobby Flooring replacement 120,000 120,000 50036 Senior Center ADA and Safety Improvements – Restroom 3,780 450,000 453,780 50071 Senior Center Patio ADA Improvements 800,000 (800,000) 80,000 720,000 800,000 FACP10 Smith Park Auditorium PA System Installation 50,000 50,000FACP11 Smith Park Facility Exterior Painting 150,000 150,000FACP12 Smith Park HVAC 250,000 250,000 FACP13 Smith Park Kitchen Renovation 50,000 50,000
50034 Teen Center Renovation and Broadband Project 894,021 (800,000) 150,000 3,350,000 3,594,021 FACP14 Utility Box Beautification Project 56,250 62,260 65,800 73,500 257,810 50035 ADA City Hall Ramps, Restrooms and ElevatorͲDesign 38,447 38,447 50073 ADA City Hall Ramps, Restrooms and ElevatorͲConstruction 235,819 327,742 300,000 863,561 6TRAFFIC 4,123,017 200,000 100,000 100,000 4,523,017
50045 Battery BackͲup Replacement System 364,701 200,000 100,000 100,000 764,701 Project # Projects
Sum of
CarryoverAppropriation asof 7/1/2022
Sum of
Adjustments
Sum of FY
2022Ͳ2023
Sum of FY
2023Ͳ2024
Sum of FY
2024Ͳ2025
Sum of FY
2025Ͳ2026
Sum of FY
2026Ͳ2027 Sum of Total
21354 Beverly BlvdͲTSSP 294,794 294,794
21348 HSIP Cycle 7ͲTraffic Signal Upgrades 1,625,962 1,625,962 21353 HSIP Cycle 8ͲTraffic Signal Upgrades 962,193 962,193 50052 Intelligent Transportation System (ITS) Master Plan 240,010 240,010 50046 Slauson Avenue Traffic Signal Synchronization Project (TSSP) 294,574 294,574 50018 Washington Blvd Traffic Signal Synchronization Program 340,783 340,783 7STORMDRAINS 1,042,554 550,000 5,074,089 2,163,181 2,102,094 550,000 11,481,918 21357 Bartolo Storm Drain Improvements and Relinquishment 715,064 715,06450049 Catch Basin Device Installation 178,000 170,000 348,000 STOR1 NPDES Infrastructure Projects 380,000 550,000 550,000 550,000 550,000 2,580,000 50040 Storm Drain CIPP Relining Project at 8672 Pico Vista Road 149,490 149,490 STOR2 Storm Drain Improvements 4,524,089 1,613,181 1,552,094 7,689,364 8SEWERS 1,185,991 439,000 447,000 2,071,991
SEWE1 Sewer Main Improvements 1,185,991 439,000 447,000 2,071,991 Grand Total 67,281,892 (18,129,935) 36,302,656 62,332,554 73,321,511 15,361,462 9,600,000 246,070,140 From: Terry Rodrigue
To: Jane Guo
Cc: Angelina Garcia; Desiree Sotelo; Michael Ackerman; Maria J. Carrillo; Gene Edwards Subject: RE: ARPA Funding Reallocation
Date: Tuesday, November 1, 2022 5:03:48 PM
Approved, thanks Jane,
Terry
From: Jane Guo <[email protected]>
Sent: Tuesday, November 1, 2022 6:02 PM
To: Terry Rodrigue <[email protected]>
Cc: Angelina Garcia <[email protected]>; Desiree Sotelo <[email protected]>; Michael Ackerman <[email protected]>; Maria J. Carrillo <[email protected]>; Gene Edwards <[email protected]>
Subject: FW: ARPA Funding Reallocation
Hi Terry,
Would you please review and approve the attached file to transfer the ARPA allocation for the PFAS project to the Watermain Replacement – Construction project? Thanks,
Jane
From: Jane Guo
Sent: Monday, October 31, 2022 3:00 PM
To: Terry Rodrigue <[email protected]>
Cc: Angelina Garcia <[email protected]>; Desiree Sotelo <[email protected]>; Michael Ackerman <[email protected]>; Maria J. Carrillo <[email protected]>; Gene Edwards <[email protected]>
Subject: ARPA Funding Reallocation
Good afternoon Terry,
Would you please review and approve the attached file to transfer the ARPA allocation for the PFAS project to the Watermain Replacement – Construction project? Also attached is the draft language that we will include in the 1st quarter budget review report for the Smith Park Aquatic Center and the PFAS projects.
We will use the approved budget transfer as part of the supporting document for the said agenda report.
Please let us know if you have any further questions.
Enclosure 1 - 3
Best Regards,
Jane Guo
Director of Administrative Services
City of Pico Rivera
6615 Passons Blvd., Pico Rivera, CA 90660
Email: [email protected]
P: 562-801-4336
Office Hours: Monday - Thursday, 7:00 AM – 5:30 PM (Closed Fridays) Budget Amended YTD FY 22-23 YTD Budget - YTD %
Used/
FY 21-22
Amendments Budget Encumbrances Transactions Transactions Rec'd Prior Year YTD .00 11,605,589.00 .00 772,584.60 10,833,004.40 7 619,875.67 .00 12,877,000.00 .00 948,005.24 11,928,994.76 7 891,788.14 $0.00 $24,482,589.00 $0.00 $1,720,589.84 $22,761,999.16 7% $1,511,663.81 .00 970,000.00 .00 .00 970,000.00 0 .00
.00 123,627.00 .00 28,245.26 95,381.74 23 105,611.42
.00 565,020.00 .00 .00 565,020.00 0 2,039.60
.00 3,159,400.00 .00 641,030.05 2,518,369.95 20 565,953.67 .00 986,000.00 .00 986,400.00 (400.00) 100 950,000.00
$0.00 $5,804,047.00 $0.00 $1,655,675.31 $4,148,371.69 29% $1,623,604.69 .00 12,641.00 .00 2,548.00 10,093.00 20 500.00
.00 1,362,115.00 .00 356,781.89 1,005,333.11 26 235,388.13 .00 73,450.00 .00 33,225.95 40,224.05 45 16,078.57
.00 23,497.00 .00 4,289.88 19,207.12 18 4,351.31
.00 6,428.00 .00 1,888.00 4,540.00 29 1,293.60
.00 148.00 .00 264.00 (116.00) 178 98.40
.00 375.00 .00 998.00 (623.00) 266 .00
.00 474,003.00 .00 149,219.31 324,783.69 31 136,001.90
.00 3,686.00 .00 1,110.45 2,575.55 30 1,077.00
.00 49,744.00 .00 20,065.66 29,678.34 40 14,050.08
.00 91,921.00 .00 27,725.65 64,195.35 30 19,883.17
.00 36,462.00 .00 16,438.71 20,023.29 45 9,302.17
.00 236,932.00 .00 .00 236,932.00 0 157,556.00
.00 149,360.00 .00 47,338.00 102,022.00 32 44,618.32
.00 725,643.00 .00 137,541.95 588,101.05 19 108,622.58
.00 69,540.00 .00 21,283.09 48,256.91 31 20,942.08
.00 309,681.00 .00 33,033.95 276,647.05 11 29,190.50
.00 .00 .00 713.08 (713.08) +++ .00
$0.00 $3,625,626.00 $0.00 $854,465.57 $2,771,160.43 24% $798,953.81 .00 3,560.00 .00 889.30 2,670.70 25 845.00
.00 434.00 .00 .00 434.00 0 .00
.00 21,700.00 .00 31,276.87 (9,576.87) 144 .00
.00 54,033.00 .00 3,675.00 50,358.00 7 .00
.00 21,658.00 .00 8,700.00 12,958.00 40 .00
.00 86,800.00 .00 25,132.72 61,667.28 29 6,812.00
.00 4,297.00 .00 .00 4,297.00 0 .00
.00 54,250.00 .00 32,476.50 21,773.50 60 7,310.00
.00 1,953.00 .00 351.00 1,602.00 18 1,033.00
.00 434.00 .00 .00 434.00 0 .00
.00 6,510.00 .00 4,800.00 1,710.00 74 (5,520.00)
.00 27,125.00 .00 4,025.00 23,100.00 15 .00
.00 31,861.00 .00 4,465.00 27,396.00 14 .00
.00 5,642.00 .00 .00 5,642.00 0 .00
.00 3,526.00 .00 3,325.00 201.00 94 1,080.00
.00 54,250.00 .00 10,372.00 43,878.00 19 17,462.00
.00 1,218.00 .00 .00 1,218.00 0 .00
.00 1,218.00 .00 36.20 1,181.80 3 37.96
.00 1,085.00 .00 .00 1,085.00 0 .00
.00 9,407.00 .00 .00 9,407.00 0 .00
.00 54,250.00 .00 16,575.02 37,674.98 31 14,242.18
.00 .00 .00 4,500.00 (4,500.00) +++ .00
.00 .00 .00 1,849.75 (1,849.75) +++ 1,144.35
$0.00 $445,211.00 $0.00 $152,449.36 $292,761.64 34% $44,446.49 .00 14,470.00 .00 4,422.98 10,047.02 31 950.00
.00 56,655.00 .00 13,199.82 43,455.18 23 13,812.77
.00 1,242,951.00 .00 173,012.00 1,069,939.00 14 183,376.75 $0.00 $1,314,076.00 $0.00 $190,634.80 $1,123,441.20 15% $198,139.52 Enclosure 2
Budget Performance Report
Fiscal Year to Date 09/30/22
Include Rollup Account and Rollup to Account
Adopted
Account Account Description Budget
Other Taxes
40200 Franchise Tax 970,000.00
40101 Sales And Use Taxes - Measure P 12,877,000.00
Sales and Use Taxes Totals $24,482,589.00
Sales and Use Taxes
40100 Sales And Use Taxes 11,605,589.00
Fund 100 - General Fund
REVENUE
Department 00 - Non-Departmental
Other Taxes Totals $5,804,047.00
Licenses and Permits
41000 Certificate of Occupancy Permit 12,641.00
40700 Utility Users Tax 3,159,400.00
40800 Rubbish Franchise Fee 986,000.00
40400 Property Transfer Tax 123,627.00
40500 Transient Occupancy Tax 565,020.00
41120 Home Occupation - Planning Review 148.00
41200 Regulatory Permit 375.00
41110 Business License Late Fee 23,497.00
41115 SB1186 Fee 6,428.00
41100 Business License Tax 1,362,115.00
41105 Business License Processing Fee 73,450.00
41700 Heating Air Cond Permit 36,462.00
41800 Dog License 236,932.00
41400 Plumbing Permits 49,744.00
41500 Electrical Permits 91,921.00
41300 Building Permits 474,003.00
41350 Automated Permit System 3,686.00
Charges for Services
42010 Record Retention Surcharge 3,560.00
46350 Residential Parking Permit .00
Licenses and Permits Totals $3,625,626.00
42300 Storm Drain Revenue 69,540.00
46100 Zoning And Planning Fee 309,681.00
41900 Other License & Permits 149,360.00
42000 Plan Check Fees 725,643.00
46510 Parks and Rec - Contract Programs 86,800.00
46511 Parks and Rec - Fees & Programs 4,297.00
46508 Parks and Rec - Youth Sports 54,033.00
46509 Parks and Rec - Adult Sports 21,658.00
46501 Parks and Rec - Administration 434.00
46504 Parks and Rec - Special Events 21,700.00
46601 Parks and Rec - Trips & Tours 27,125.00
46602 Parks and Rec - Senior Center 31,861.00
46514 Parks and Rec - Teen Services 434.00
46520 Parks and Rec - Go Getters Program 6,510.00
46512 Parks and Rec - Field & Facility 54,250.00
46513 Parks and Rec - Batting Cages 1,953.00
46900 Reproduction Charges 1,218.00
48670 Vending Machine Commission 1,085.00
46607 Parks and Rec - Camps 54,250.00
46800 Other Current Service Charges 1,218.00
46603 Parks and Rec - Business-Family 5,642.00
46605 Parks and Rec - Community Garden 3,526.00
Charges for Services Totals $445,211.00
Fines and Forfeitures
42050 Administrative Citation 14,470.00
48836 Training Surcharge AB 717- fee per .00
48840 Current Service Charges .00
48830 Credit Card Processing Fee 9,407.00
48835 Technology Surcharge 54,250.00
Fines and Forfeitures Totals $1,314,076.00
42100 Vehicle Code Fines 56,655.00
42200 Other Court Fines 1,242,951.00
Run by Desiree Sotelo on 11/01/2022 09:11:38 AM Page 1 of 10 18b
Budget Amended YTD FY 22-23 YTD Budget - YTD %
Used/
FY 21-22
Amendments Budget Encumbrances Transactions Transactions Rec'd Prior Year YTD Enclosure 2
Budget Performance Report
Fiscal Year to Date 09/30/22
Include Rollup Account and Rollup to Account
Adopted
Account Account Description Budget
.00 23,265.00 .00 7,050.00 16,215.00 30 1,880.00
.00 30,016.00 .00 5,222.00 24,794.00 17 6,815.00
.00 11,048.00 .00 .00 11,048.00 0 389.00
.00 .00 .00 .00 .00 +++ 20.00
.00 185,213.00 .00 3,046.10 182,166.90 2 13,752.00
.00 .00 .00 .00 .00 +++ 46,704.06
.00 .00 .00 1,800.00 (1,800.00) +++ 200.00
.00 56,405.00 .00 116,455.15 (60,050.15) 206 3,477.56
.00 .00 .00 19,700.00 (19,700.00) +++ 19,000.00
130,000.00 167,500.00 .00 .00 167,500.00 0 7,817.31
.00 1,825,300.00 .00 291,266.95 1,534,033.05 16 431,117.09 .00 1,932.00 .00 .00 1,932.00 0 .00
.00 .00 .00 8,457.53 (8,457.53) +++ 7,646.68
$130,000.00 $2,300,679.00 $0.00 $452,997.73 $1,847,681.27 20% $538,818.70 .00 222,560.00 .00 .00 222,560.00 0 63,475.00
.00 20,000.00 .00 3,639.54 16,360.46 18 5,150.28
.00 .00 .00 3.00 (3.00) +++ .00
$0.00 $242,560.00 $0.00 $3,642.54 $238,917.46 2% $68,625.28 .00 9,381,410.00 .00 .00 9,381,410.00 0 .00
.00 3,663,000.00 .00 55,310.12 3,607,689.88 2 48,750.63 $0.00 $13,044,410.00 $0.00 $55,310.12 $12,989,099.88 0% $48,750.63 .00 .00 .00 .00 .00 +++ 18,461.00
.00 554,230.00 .00 68,000.00 486,230.00 12 156,409.37
.00 150,000.00 .00 .00 150,000.00 0 .00
$0.00 $704,230.00 $0.00 $68,000.00 $636,230.00 10% $174,870.37 $130,000.00 $51,963,428.00 $0.00 $5,153,765.27 $46,809,662.73 10% $5,007,873.30 $130,000.00 $51,963,428.00 $0.00 $5,153,765.27 $46,809,662.73 10% $5,007,873.30 .00 49,330.00 .00 13,280.75 36,049.25 27 13,280.75
.00 1,625.00 .00 .00 1,625.00 0 .00
.00 1,000.00 .00 .00 1,000.00 0 .00
$0.00 $51,955.00 $0.00 $13,280.75 $38,674.25 26% $13,280.75 .00 12,525.00 .00 2,127.69 10,397.31 17 2,117.64
.00 3,591.00 .00 966.91 2,624.09 27 966.91
.00 458.00 .00 .00 458.00 0 .00
.00 .00 .00 .00 .00 +++ 717.00
.00 45,316.00 .00 10,101.65 35,214.35 22 9,855.82
.00 34,158.00 .00 7,116.20 27,041.80 21 7,116.20
.00 15,000.00 .00 3,125.00 11,875.00 21 3,125.00
.00 4,800.00 .00 750.00 4,050.00 16 750.00
.00 3,902.00 .00 2,063.33 1,838.67 53 3,870.80
.00 500.00 .00 383.81 116.19 77 383.81
$0.00 $120,250.00 $0.00 $26,634.59 $93,615.41 22% $28,903.18 .00 1,000.00 .00 29.72 970.28 3 18.18
.00 500.00 .00 113.87 386.13 23 .00
.00 400.00 .00 .00 400.00 0 .00
.00 6,500.00 .00 .00 6,500.00 0 651.54
.00 13,500.00 .00 .00 13,500.00 0 .00
.00 38,000.00 .00 5,936.75 32,063.25 16 19,457.90
$0.00 $59,900.00 $0.00 $6,080.34 $53,819.66 10% $20,127.62 769.00 5,269.00 .00 5,269.00 .00 100 40.96
.00 300.00 .00 .00 300.00 0 .00
(769.00) 14,231.00 .00 575.00 13,656.00 4 2,000.00
$0.00 $19,800.00 $0.00 $5,844.00 $13,956.00 30% $2,040.96 46000 Impound Service Charge 30,016.00
46300 Parking Permit 11,048.00
Other Revenues
42302 Foreclosure Prgm-Registration 23,265.00
47610 Cost Reimbursements 56,405.00
47612 Cost Recovery- Road Impacts .00
47300 Damages to City Property .00
47310 Restitution .00
46310 Inoperative Vehicle Extension .00
47200 Miscellaneous Revenue 185,213.00
Other Revenues Totals $2,170,679.00
Use of Money and Property
43100 Interest Income 222,560.00
47920 Recycling Program Revenue 1,932.00
48970 CBC Rebate Program .00
47630 Cost Reimbursements- NonCIP 37,500.00
47900 Transfer In 1,825,300.00
45400 Property Tax - AB1197 3,663,000.00
Property Taxes Totals $13,044,410.00
Use of Money and Property Totals $242,560.00
Property Taxes
44200 Property Tax-In Lieu Of 9,381,410.00
43200 Rents And Concessions 20,000.00
48820 Rentals .00
Intergovernmental Totals $704,230.00
Department 00 - Non-Departmental $51,833,428.00
REVENUE TOTALS $51,833,428.00
45000 State Grants 554,230.00
45500 COPS Allocation 150,000.00
Intergovernmental
44800 Federal Grants .00
51300 Overtime 1,000.00
Salaries and Wages Totals $51,955.00
51100 Salaries 49,330.00
51120 Vacation/Sick Leave Accrual Pay-Out 1,625.00
EXPENSE
Department 10 - City Council
Salaries and Wages
51800 Unemployment Insurance .00
51900 Group Health & Life Ins 45,316.00
51501 PT Retirement 3,591.00
51600 Workers Compensation 458.00
Benefits
51500 Public Employees Retirement (PERS) 12,525.00
Supplies, Services, and Equipment
52200 Departmental Supplies 1,000.00
51930 Medicare/Employer Porti 500.00
Benefits Totals $120,250.00
51904 Technology Stipend 4,800.00
51907 OPEB Cost Allocation 3,902.00
51901 Cash Back Incentive Pay 34,158.00
51903 Auto Allowance 15,000.00
Training, Memberships, and Conferences
52600 Membership & Dues 4,500.00
56910 Legal Service 38,000.00
Supplies, Services, and Equipment Totals $59,900.00
54100 Special Departmental Expenses 6,500.00
54400 Professional Services 13,500.00
52205 Office Supplies 500.00
52300 Advertising & Publications 400.00
Training, Memberships, and Conferences $19,800.00
52700 Books & Periodicals 300.00
54800 Convention & Mtg Expenses 15,000.00
Run by Desiree Sotelo on 11/01/2022 09:11:38 AM Page 2 of 10 Budget Amended YTD FY 22-23 YTD Budget - YTD %
Used/
FY 21-22
Amendments Budget Encumbrances Transactions Transactions Rec'd Prior Year YTD Enclosure 2
Budget Performance Report
Fiscal Year to Date 09/30/22
Include Rollup Account and Rollup to Account
Adopted
Account Account Description Budget
.00 150.00 .00 .00 150.00 0 .00
$0.00 $150.00 $0.00 $0.00 $150.00 0% $0.00
$0.00 $252,055.00 $0.00 $51,839.68 $200,215.32 21% $64,352.51 14,317.00 666,821.00 .00 166,454.59 500,366.41 25 128,767.27 .00 8,750.00 .00 12,791.10 (4,041.10) 146 15,337.52
.00 .00 .00 .00 .00 +++ 140.00
.00 .00 .00 .00 .00 +++ 124.38
$14,317.00 $675,571.00 $0.00 $179,245.69 $496,325.31 27% $144,369.17 3,383.00 157,778.00 .00 41,746.75 116,031.25 26 29,818.49 .00 .00 .00 .00 .00 +++ 32.55
142.00 2,217.00 .00 .00 2,217.00 0 .00
.00 6,056.00 .00 .00 6,056.00 0 .00
.00 5,964.00 .00 1,139.86 4,824.14 19 1,199.16
.00 53,430.00 .00 12,641.14 40,788.86 24 3,920.39
.00 25,067.00 .00 5,222.35 19,844.65 21 6,370.15
.00 6,300.00 .00 2,487.50 3,812.50 39 1,562.50
.00 540.00 .00 1,061.25 (521.25) 197 187.50
.00 300.00 .00 62.50 237.50 21 62.50
.00 2,377.00 .00 664.25 1,712.75 28 484.61
.00 51,613.00 .00 27,292.29 24,320.71 53 44,930.82
205.00 9,655.00 .00 3,077.83 6,577.17 32 2,499.89
$3,730.00 $321,297.00 $0.00 $95,395.72 $225,901.28 30% $91,068.56 .00 1,500.00 .00 283.96 1,216.04 19 .00
.00 500.00 .00 44.79 455.21 9 .00
.00 300.00 .00 .00 300.00 0 .00
14,625.00 14,625.00 .00 9,625.00 5,000.00 66 3,150.00
.00 2,500.00 .00 .00 2,500.00 0 .00
250,000.00 280,000.00 13,900.81 11,099.19 255,000.00 9 .00 448,115.00 448,115.00 97,339.69 15,000.00 335,775.31 25 7,500.00 .00 63,830.00 .00 2,488.45 61,341.55 4 2,628.10
$712,740.00 $811,370.00 $111,240.50 $38,541.39 $661,588.11 18% $13,278.10 .00 4,500.00 .00 183.91 4,316.09 4 116.88
.00 10,000.00 .00 (752.59) 10,752.59 -8 .00
$0.00 $14,500.00 $0.00 ($568.68) $15,068.68 -4% $116.88 $730,787.00 $1,822,738.00 $111,240.50 $312,614.12 $1,398,883.38 23% $248,832.71 5,586.00 272,948.00 .00 61,828.02 211,119.98 23 60,471.23 .00 3,562.00 .00 300.51 3,261.49 8 1,502.54
.00 .00 .00 719.72 (719.72) +++ .00
$5,586.00 $276,510.00 $0.00 $62,848.25 $213,661.75 23% $61,973.77 1,322.00 69,214.00 .00 17,974.63 51,239.37 26 16,689.45
56.00 556.00 .00 .00 556.00 0 .00
.00 2,481.00 .00 .00 2,481.00 0 .00
.00 2,499.00 .00 637.26 1,861.74 26 610.50
.00 69,966.00 .00 12,634.61 57,331.39 18 12,622.72
.00 4,320.00 .00 900.00 3,420.00 21 900.00
.00 1,620.00 .00 337.50 1,282.50 21 337.50
.00 300.00 .00 62.50 237.50 21 62.50
.00 1,157.00 .00 316.60 840.40 27 311.53
.00 21,148.00 .00 11,182.79 9,965.21 53 19,835.11
81.00 3,991.00 .00 1,082.16 2,908.84 27 1,043.21
$1,459.00 $177,252.00 $0.00 $45,128.05 $132,123.95 25% $52,412.52 Other Maintenance and Operations Totals $150.00
Department 10 - City Council Totals $252,055.00
Department 11 - Administration
Other Maintenance and Operations
53610 Cost Reimbursements 150.00
Benefits
51500 Public Employees Retirement (PERS) 154,395.00
51300 Overtime .00
Salaries and Wages Totals $661,254.00
51120 Vacation/Sick Leave Accrual Pay-Out 8,750.00
51200 Hourly Salaries .00
Salaries and Wages
51100 Salaries 652,504.00
51900 Group Health & Life Ins 53,430.00
51901 Cash Back Incentive Pay 25,067.00
51600 Workers Compensation 6,056.00
51700 Disability Insurance 5,964.00
51501 PT Retirement .00
51504 Deferred Compensation 2,075.00
51907 OPEB Cost Allocation 51,613.00
51930 Medicare/Employer Porti 9,450.00
51905 Bilingual Pay 300.00
51906 Post Employment Health Plan 2,377.00
51903 Auto Allowance 6,300.00
51904 Technology Stipend 540.00
52800 Software .00
54100 Special Departmental Expenses 2,500.00
52205 Office Supplies 500.00
52300 Advertising & Publications 300.00
Benefits Totals $317,567.00
Supplies, Services, and Equipment
52200 Departmental Supplies 1,500.00
54800 Convention & Mtg Expenses 10,000.00
Training, Memberships, and Conferences $14,500.00
Training, Memberships, and Conferences
52600 Membership & Dues 4,500.00
56910 Legal Service 63,830.00
Supplies, Services, and Equipment Totals $98,630.00
54400 Professional Services 30,000.00
54500 Contracted Services .00
Benefits
51500 Public Employees Retirement (PERS) 67,892.00
51300 Overtime .00
Salaries and Wages Totals $270,924.00
51100 Salaries 267,362.00
51120 Vacation/Sick Leave Accrual Pay-Out 3,562.00
Department 11 - Administration Totals $1,091,951.00
Department 12 - City Clerk
Salaries and Wages
51903 Auto Allowance 4,320.00
51904 Technology Stipend 1,620.00
51700 Disability Insurance 2,499.00
51900 Group Health & Life Ins 69,966.00
51504 Deferred Compensation 500.00
51600 Workers Compensation 2,481.00
Benefits Totals $175,793.00
51907 OPEB Cost Allocation 21,148.00
51930 Medicare/Employer Porti 3,910.00
51905 Bilingual Pay 300.00
51906 Post Employment Health Plan 1,157.00
Run by Desiree Sotelo on 11/01/2022 09:11:38 AM Page 3 of 10 Budget Amended YTD FY 22-23 YTD Budget - YTD %
Used/
FY 21-22
Amendments Budget Encumbrances Transactions Transactions Rec'd Prior Year YTD Enclosure 2
Budget Performance Report
Fiscal Year to Date 09/30/22
Include Rollup Account and Rollup to Account
Adopted
Account Account Description Budget
.00 3,000.00 .00 149.27 2,850.73 5 617.46
.00 40,000.00 9,759.39 30,232.98 7.63 100 6,946.20
.00 200,000.00 .00 (25.00) 200,025.00 0 .00
.00 300.00 .00 245.50 54.50 82 .00
.00 11,000.00 .00 4,967.32 6,032.68 45 4,620.76
119,525.00 149,525.00 147,008.75 2,516.10 .15 100 927.04 10,000.00 23,750.00 .00 12,864.73 10,885.27 54 3,882.47 $129,525.00 $427,575.00 $156,768.14 $50,950.90 $219,855.96 49% $16,993.93 .00 1,055.00 .00 600.00 455.00 57 .00
.00 900.00 .00 377.41 522.59 42 .00
.00 4,640.00 .00 .00 4,640.00 0 .00
.00 3,600.00 .00 1,544.00 2,056.00 43 .00
$0.00 $10,195.00 $0.00 $2,521.41 $7,673.59 25% $0.00
.00 250.00 .00 .00 250.00 0 .00
$0.00 $250.00 $0.00 $0.00 $250.00 0% $0.00
$136,570.00 $891,782.00 $156,768.14 $161,448.61 $573,565.25 36% $131,380.22 (5,627.00) 114,573.00 4,373.00 20,470.00 89,730.00 22 26,700.00 ($5,627.00) $114,573.00 $4,373.00 $20,470.00 $89,730.00 22% $26,700.00 ($5,627.00) $114,573.00 $4,373.00 $20,470.00 $89,730.00 22% $26,700.00 543,871.00 13,398,518.00 11,069,003.11 3,237,791.00 150,000.44 99 3,059,577.00 $543,871.00 $13,398,518.00 $11,069,003.11 $3,237,791.00 $150,000.44 99% $3,059,577.00 $543,871.00 $13,398,518.00 $11,069,003.11 $3,237,791.00 $150,000.44 99% $3,059,577.00 (107,002.00) 1,186,176.00 .00 219,886.61 966,289.39 19 181,682.65 .00 20,507.00 .00 8,830.18 11,676.82 43 19,022.49
(21,840.00) 40,000.00 .00 1,921.50 38,078.50 5 16,036.81 .00 2,000.00 .00 .00 2,000.00 0 188.33
($128,842.00) $1,248,683.00 $0.00 $230,638.29 $1,018,044.71 18% $216,930.28 10,686.00 316,676.00 .00 59,017.01 257,658.99 19 47,438.37 .00 .00 .00 85.29 (85.29) +++ .00
451.00 4,351.00 .00 193.75 4,157.25 4 43.75
.00 11,376.00 .00 .00 11,376.00 0 .00
.00 12,003.00 .00 2,147.20 9,855.80 18 1,615.97
.00 .00 .00 .00 .00 +++ 5,130.00
.00 263,332.00 .00 40,614.85 222,717.15 15 25,546.65
.00 14,324.00 .00 2,984.25 11,339.75 21 4,820.65
.00 9,780.00 .00 1,237.50 8,542.50 13 1,600.00
.00 3,510.00 .00 431.25 3,078.75 12 600.00
.00 855.00 .00 178.15 676.85 21 100.00
.00 3,059.00 .00 483.99 2,575.01 16 614.45
.00 102,290.00 .00 54,089.64 48,200.36 53 83,439.41
654.00 19,239.00 .00 3,936.45 15,302.55 20 3,601.69
$11,791.00 $760,795.00 $0.00 $165,399.33 $595,395.67 22% $174,550.94 Supplies, Services, and Equipment
52200 Departmental Supplies 3,000.00
54500 Contracted Services 30,000.00
56910 Legal Service 13,750.00
53200 Mileage Reimbursement 300.00
54400 Professional Services 11,000.00
52300 Advertising & Publications 40,000.00
52500 Election Expense 200,000.00
Maintenance and Repairs
53300 Equipment Maintenance & Repairs 250.00
54900 Professional Development 3,600.00
Training, Memberships, and Conferences $10,195.00
52700 Books & Periodicals 900.00
54800 Convention & Mtg Expenses 4,640.00
Supplies, Services, and Equipment Totals $298,050.00
Training, Memberships, and Conferences
52600 Membership & Dues 1,055.00
Supplies, Services, and Equipment
54500 Contracted Services 12,854,647.00
Supplies, Services, and Equipment Totals $120,200.00
Department 14 - City Attorney Totals $120,200.00
Department 15 - Law Enforcement
Supplies, Services, and Equipment
54500 Contracted Services 120,200.00
Maintenance and Repairs Totals $250.00
Department 12 - City Clerk Totals $755,212.00
Department 14 - City Attorney
51300 Overtime 2,000.00
Salaries and Wages Totals $1,377,525.00
51120 Vacation/Sick Leave Accrual Pay-Out 20,507.00
51200 Hourly Salaries 61,840.00
Salaries and Wages
51100 Salaries 1,293,178.00
Supplies, Services, and Equipment Totals $12,854,647.00 Department 15 - Law Enforcement Totals $12,854,647.00
Department 20 - Finance
51600 Workers Compensation 11,376.00
51700 Disability Insurance 12,003.00
51501 PT Retirement .00
51504 Deferred Compensation 3,900.00
Benefits
51500 Public Employees Retirement (PERS) 305,990.00
51904 Technology Stipend 3,510.00
51905 Bilingual Pay 855.00
51901 Cash Back Incentive Pay 14,324.00
51903 Auto Allowance 9,780.00
51800 Unemployment Insurance .00
51900 Group Health & Life Ins 263,332.00
51930 Medicare/Employer Porti 18,585.00
Benefits Totals $749,004.00
51906 Post Employment Health Plan 3,059.00
51907 OPEB Cost Allocation 102,290.00
Run by Desiree Sotelo on 11/01/2022 09:11:38 AM Page 4 of 10 Budget Amended YTD FY 22-23 YTD Budget - YTD %
Used/
FY 21-22
Amendments Budget Encumbrances Transactions Transactions Rec'd Prior Year YTD Enclosure 2
Budget Performance Report
Fiscal Year to Date 09/30/22
Include Rollup Account and Rollup to Account
Adopted
Account Account Description Budget
.00 1,200.00 .00 .00 1,200.00 0 16.78
.00 5,000.00 .00 937.73 4,062.27 19 (54.59)
.00 2,500.00 .00 605.36 1,894.64 24 120.98
.00 2,400.00 .00 186.43 2,213.57 8 .00
.00 .00 .00 1,186.00 (1,186.00) +++ .00
6,300.00 532,972.00 6,300.00 14,976.60 511,695.40 4 9,806.19 .00 100.00 .00 .00 100.00 0 .00
.00 9,500.00 .00 4,396.20 5,103.80 46 5,188.21
.00 2,500.00 .00 .00 2,500.00 0 .00
49,000.00 220,565.00 122,873.41 32,586.59 65,105.00 70 6,836.49 129,885.00 136,385.00 81,788.75 48,096.25 6,500.00 95 28,457.50 .00 2,500.00 .00 197.29 2,302.71 8 89.66
.00 18,000.00 .00 598.00 17,402.00 3 4,322.80
$185,185.00 $933,622.00 $210,962.16 $103,766.45 $618,893.39 34% $54,784.02 .00 1,760.00 .00 .00 1,760.00 0 225.00
.00 7,850.00 .00 .00 7,850.00 0 25.10
.00 13,450.00 .00 .00 13,450.00 0 .00
$0.00 $23,060.00 $0.00 $0.00 $23,060.00 0% $250.10
.00 34,500.00 .00 8,583.00 25,917.00 25 8,518.00
$0.00 $34,500.00 $0.00 $8,583.00 $25,917.00 25% $8,518.00 .00 .00 .00 5,049.00 (5,049.00) +++ .00
$0.00 $0.00 $0.00 $5,049.00 ($5,049.00) +++ $0.00
$68,134.00 $3,000,660.00 $210,962.16 $513,436.07 $2,276,261.77 24% $455,033.34 61,622.00 2,461,917.00 .00 471,413.62 1,990,503.38 19 446,765.68 .00 55,173.00 .00 42,834.35 12,338.65 78 62,245.02
.00 62,220.00 .00 18,388.24 43,831.76 30 18,831.62
.00 6,000.00 .00 186.20 5,813.80 3 650.40
.00 3,000.00 .00 1,500.00 1,500.00 50 700.00
$61,622.00 $2,588,310.00 $0.00 $534,322.41 $2,053,987.59 21% $529,192.72 14,580.00 588,192.00 .00 127,713.41 460,478.59 22 92,398.66 .00 2,343.00 .00 434.28 1,908.72 19 496.95
617.00 6,867.00 .00 821.00 6,046.00 12 .00
.00 21,855.00 .00 .00 21,855.00 0 .00
.00 22,483.00 .00 4,111.94 18,371.06 18 3,922.07
.00 .00 .00 .00 .00 +++ 7,200.00
.00 386,934.00 .00 69,105.19 317,828.81 18 45,426.09
.00 85,944.00 .00 14,921.00 71,023.00 17 19,053.00
.00 9,600.00 .00 2,000.00 7,600.00 21 2,000.00
.00 3,600.00 .00 750.00 2,850.00 21 750.00
.00 6,000.00 .00 1,100.00 4,900.00 18 1,150.00
.00 3,206.00 .00 869.81 2,336.19 27 863.24
.00 189,863.00 .00 100,397.10 89,465.90 53 182,466.19
894.00 35,844.00 .00 8,919.94 26,924.06 25 8,601.50
$16,091.00 $1,362,731.00 $0.00 $331,143.67 $1,031,587.33 24% $364,327.70 52200 Departmental Supplies 5,000.00
52205 Office Supplies 2,500.00
Supplies, Services, and Equipment
52100 Postage 1,200.00
54100 Special Departmental Expenses 9,500.00
54300 Telephone 2,500.00
52805 Software Licensing 526,672.00
53200 Mileage Reimbursement 100.00
52400 Print Duplicate & Photocopying 2,400.00
52800 Software .00
Supplies, Services, and Equipment Totals $748,437.00
Training, Memberships, and Conferences
52600 Membership & Dues 1,760.00
54530 Credit Card Service Charges 2,500.00
56910 Legal Service 18,000.00
54400 Professional Services 171,565.00
54500 Contracted Services 6,500.00
Other Maintenance and Operations Totals $34,500.00
Capital
57300 Furniture & Equipment .00
Training, Memberships, and Conferences $23,060.00
Other Maintenance and Operations
56992 Bank Service Charges 34,500.00
54800 Convention & Mtg Expenses 7,850.00
54900 Professional Development 13,450.00
51120 Vacation/Sick Leave Accrual Pay-Out 55,173.00
51200 Hourly Salaries 62,220.00
Salaries and Wages
51100 Salaries 2,400,295.00
Capital Totals $0.00
Department 20 - Finance Totals $2,932,526.00
Department 30 - Community &
51501 PT Retirement 2,343.00
51504 Deferred Compensation 6,250.00
Salaries and Wages Totals $2,526,688.00
Benefits
51500 Public Employees Retirement (PERS) 573,612.00
51300 Overtime 6,000.00
52900 Commission Stipends 3,000.00
51901 Cash Back Incentive Pay 85,944.00
51903 Auto Allowance 9,600.00
51800 Unemployment Insurance .00
51900 Group Health & Life Ins 386,934.00
51600 Workers Compensation 21,855.00
51700 Disability Insurance 22,483.00
51930 Medicare/Employer Porti 34,950.00
Benefits Totals $1,346,640.00
51906 Post Employment Health Plan 3,206.00
51907 OPEB Cost Allocation 189,863.00
51904 Technology Stipend 3,600.00
51905 Bilingual Pay 6,000.00
Run by Desiree Sotelo on 11/01/2022 09:11:38 AM Page 5 of 10 Budget Amended YTD FY 22-23 YTD Budget - YTD %
Used/
FY 21-22
Amendments Budget Encumbrances Transactions Transactions Rec'd Prior Year YTD Enclosure 2
Budget Performance Report
Fiscal Year to Date 09/30/22
Include Rollup Account and Rollup to Account
Adopted
Account Account Description Budget
.00 4,500.00 .00 525.57 3,974.43 12 483.62
.00 4,600.00 .00 .00 4,600.00 0 .00
.00 1,000.00 .00 201.60 798.40 20 151.20
.00 12,500.00 (802.07) 173.28 13,128.79 -5 978.06
.00 6,500.00 .00 3,500.80 2,999.20 54 2,894.06
.00 .00 .00 .00 .00 +++ 20,615.41
.00 2,000.00 .00 .00 2,000.00 0 .00
.00 500.00 .00 .00 500.00 0 85.00
.00 3,000.00 .00 .00 3,000.00 0 .00
.00 57,000.00 .00 (20.00) 57,020.00 0 (5.00)
191,188.00 2,512,735.00 171,668.35 25,386.34 2,315,680.31 8 3,600.00 10,431.00 451,431.00 158,288.20 44,127.86 249,014.94 45 42,347.49 .00 250,000.00 .00 39,222.50 210,777.50 16 42,013.50
.00 98,000.00 .00 .00 98,000.00 0 .00
.00 140,540.00 .00 16,793.72 123,746.28 12 37,837.74
.00 .00 .00 (912.46) 912.46 +++ (641.79)
$201,619.00 $3,544,306.00 $329,154.48 $128,999.21 $3,086,152.31 13% $150,359.29 .00 15,650.00 .00 14.00 15,636.00 0 585.00
.00 6,000.00 .00 .00 6,000.00 0 .00
.00 12,500.00 .00 .00 12,500.00 0 145.00
$0.00 $34,150.00 $0.00 $14.00 $34,136.00 0% $730.00
.00 250,000.00 .00 .00 250,000.00 0 .00
$0.00 $250,000.00 $0.00 $0.00 $250,000.00 0% $0.00
.00 3,000.00 .00 2,084.12 915.88 69 1,210.85
$0.00 $3,000.00 $0.00 $2,084.12 $915.88 69% $1,210.85
.00 10,000.00 .00 220.49 9,779.51 2 6,860.61
$0.00 $10,000.00 $0.00 $220.49 $9,779.51 2% $6,860.61
$279,332.00 $7,792,497.00 $329,154.48 $996,783.90 $6,466,558.62 17% $1,052,681.17 (21,611.00) 2,982,043.00 .00 575,661.17 2,406,381.83 19 586,775.35 .00 103,178.00 .00 39,401.66 63,776.34 38 60,453.47
.00 176,965.00 .00 39,944.34 137,020.66 23 28,599.60
.00 81,000.00 .00 33,135.32 47,864.68 41 11,443.48
($21,611.00) $3,343,186.00 $0.00 $688,142.49 $2,655,043.51 21% $687,271.90 16,181.00 726,903.00 .00 150,841.91 576,061.09 21 134,419.17 .00 10,770.00 .00 1,554.27 9,215.73 14 850.39
885.00 18,410.00 .00 395.75 18,014.25 2 770.38
.00 27,875.00 .00 .00 27,875.00 0 .00
(276.00) 28,376.00 .00 5,731.47 22,644.53 20 5,652.42
.00 .00 .00 1,773.60 (1,773.60) +++ .00
(6,418.00) 736,935.00 .00 114,774.67 622,160.33 16 117,299.08 .00 72,338.00 .00 15,070.25 57,267.75 21 14,771.82
.00 2,880.00 .00 .00 2,880.00 0 360.00
.00 1,080.00 .00 .00 1,080.00 0 135.00
.00 4,860.00 .00 887.50 3,972.50 18 887.50
.00 940.00 .00 .00 940.00 0 141.84
.00 237,590.00 .00 125,634.52 111,955.48 53 199,124.92
1,464.00 44,969.00 .00 11,606.21 33,362.79 26 11,387.70 $11,836.00 $1,913,926.00 $0.00 $428,270.15 $1,485,655.85 22% $485,800.22 Supplies, Services, and Equipment
52200 Departmental Supplies 4,500.00
52800 Software .00
52805 Software Licensing 2,000.00
52250 Uniforms 12,500.00
52400 Print Duplicate & Photocopying 6,500.00
52205 Office Supplies 4,600.00
52230 SB1186 ADA - Expense 1,000.00
54500 Contracted Services 441,000.00
54540 Court Charges 250,000.00
54100 Special Departmental Expenses 57,000.00
54400 Professional Services 2,321,547.00
53200 Mileage Reimbursement 500.00
53500 Small Tools & Equipment 3,000.00
54800 Convention & Mtg Expenses 6,000.00
54900 Professional Development 12,500.00
Training, Memberships, and Conferences
52600 Membership & Dues 15,650.00
57850 Contra Deposit Accounts .00
Supplies, Services, and Equipment Totals $3,342,687.00
54940 Organizational Learning 98,000.00
56910 Legal Service 140,540.00
Other Maintenance and Operations Totals $3,000.00
Capital
57300 Furniture & Equipment 10,000.00
Maintenance and Repairs Totals $250,000.00
Other Maintenance and Operations
56992 Bank Service Charges 3,000.00
Training, Memberships, and Conferences $34,150.00
Maintenance and Repairs
53300 Equipment Maintenance & Repairs 250,000.00
51300 Overtime 81,000.00
Salaries and Wages Totals $3,364,797.00
51120 Vacation/Sick Leave Accrual Pay-Out 103,178.00
51200 Hourly Salaries 176,965.00
Salaries and Wages
51100 Salaries 3,003,654.00
Capital Totals $10,000.00
Department 30 - Community & $7,513,165.00
Department 40 - Public Works
51600 Workers Compensation 27,875.00
51700 Disability Insurance 28,652.00
51501 PT Retirement 10,770.00
51504 Deferred Compensation 17,525.00
Benefits
51500 Public Employees Retirement (PERS) 710,722.00
51904 Technology Stipend 1,080.00
51905 Bilingual Pay 4,860.00
51901 Cash Back Incentive Pay 72,338.00
51903 Auto Allowance 2,880.00
51800 Unemployment Insurance .00
51900 Group Health & Life Ins 743,353.00
51930 Medicare/Employer Porti 43,505.00
Benefits Totals $1,902,090.00
51906 Post Employment Health Plan 940.00
51907 OPEB Cost Allocation 237,590.00
Run by Desiree Sotelo on 11/01/2022 09:11:38 AM Page 6 of 10 Budget Amended YTD FY 22-23 YTD Budget - YTD %
Used/
FY 21-22
Amendments Budget Encumbrances Transactions Transactions Rec'd Prior Year YTD Enclosure 2
Budget Performance Report
Fiscal Year to Date 09/30/22
Include Rollup Account and Rollup to Account
Adopted
Account Account Description Budget
.00 1,100.00 .00 .00 1,100.00 0 6.77
.00 23,500.00 .00 509.23 22,990.77 2 .00
.00 2,800.00 .00 1,312.59 1,487.41 47 .00
.00 25,900.00 .00 2,997.16 22,902.84 12 2,723.86
.00 1,500.00 .00 .00 1,500.00 0 49.61
.00 35,000.00 .00 11,359.34 23,640.66 32 10,469.79
.00 152,500.00 .00 42,955.69 109,544.31 28 15,770.57
.00 800.00 .00 .00 800.00 0 .00
.00 5,000.00 .00 33.30 4,966.70 1 319.65
.00 30,000.00 16,000.00 .00 14,000.00 53 151.29
.00 53,000.00 8,958.77 9,743.07 34,298.16 35 1,402.67
.00 4,500.00 .00 .00 4,500.00 0 381.93
.00 946,000.00 .00 189,018.29 756,981.71 20 119,508.84
26,359.00 104,559.00 56,359.01 3,507.74 44,692.25 57 1,862.08 1,796,313.00 3,911,588.00 1,108,971.21 142,691.59 2,659,925.20 32 42,379.53 .00 26,700.00 .00 3,180.60 23,519.40 12 1,506.81
.00 74,050.00 .00 .00 74,050.00 0 1,243.00
.00 109,100.00 .00 13,514.45 95,585.55 12 16,972.91
.00 .00 .00 (2,703.16) 2,703.16 +++ .00
$1,822,672.00 $5,507,597.00 $1,190,288.99 $418,119.89 $3,899,188.12 29% $214,749.31 .00 4,450.00 .00 .00 4,450.00 0 .00
.00 1,000.00 .00 .00 1,000.00 0 .00
.00 4,500.00 .00 .00 4,500.00 0 .00
.00 1,000.00 .00 .00 1,000.00 0 .00
$0.00 $10,950.00 $0.00 $0.00 $10,950.00 0% $0.00
.00 20,000.00 .00 4,734.32 15,265.68 24 582.94
.00 182,000.00 33,265.29 21,050.90 127,683.81 30 6,566.83 .00 33,000.00 14,309.88 867.26 17,822.86 46 2,508.84
.00 1,000.00 .00 .00 1,000.00 0 .00
.00 35,000.00 18,949.20 4,662.80 11,388.00 67 1,301.02
.00 5,500.00 .00 721.96 4,778.04 13 .00
2,777.00 186,649.00 2,776.56 5,130.16 178,742.28 4 .00
.00 296,600.00 .00 3,229.94 293,370.06 1 .00
.00 15,000.00 .00 2,764.85 12,235.15 18 35.03
6,892.00 176,892.00 6,078.55 660.58 170,152.87 4 .00
.00 15,000.00 .00 1,986.57 13,013.43 13 .00
.00 5,000.00 .00 311.63 4,688.37 6 130.71
.00 15,000.00 .00 1,130.06 13,869.94 8 .00
$9,669.00 $986,641.00 $75,379.48 $47,251.03 $864,010.49 12% $11,125.37 .00 7,500.00 .00 .00 7,500.00 0 .00
$0.00 $7,500.00 $0.00 $0.00 $7,500.00 0% $0.00
$1,822,566.00 $11,769,800.00 $1,265,668.47 $1,581,783.56 $8,922,347.97 24% $1,398,946.80 (38,188.00) 390,956.00 .00 67,047.82 323,908.18 17 97,534.06 .00 6,000.00 .00 .00 6,000.00 0 .00
.00 21,840.00 .00 4,811.00 17,029.00 22 5,355.00
.00 .00 .00 .00 .00 +++ 1,097.21
($38,188.00) $418,796.00 $0.00 $71,858.82 $346,937.18 17% $103,986.27 52200 Departmental Supplies 23,500.00
52205 Office Supplies 2,800.00
Supplies, Services, and Equipment
52100 Postage 1,100.00
53200 Mileage Reimbursement 800.00
53430 Paint Supplies 5,000.00
53100 Automobile Supplies 35,000.00
53150 Fuel 152,500.00
52250 Uniforms 25,900.00
52400 Print Duplicate & Photocopying 1,500.00
54400 Professional Services 78,200.00
54500 Contracted Services 2,115,275.00
54100 Special Departmental Expenses 4,500.00
54200 Utilities 946,000.00
53440 Plumbing Supplies 30,000.00
53500 Small Tools & Equipment 53,000.00
Supplies, Services, and Equipment Totals $3,684,925.00
Training, Memberships, and Conferences
52600 Membership & Dues 4,450.00
56910 Legal Service 109,100.00
57850 Contra Deposit Accounts .00
54930 Safety Programs & Materials 26,700.00
56205 Permits - Fees - Licenses 74,050.00
53400 Building & Grounds Maintenance 182,000.00
53410 Electrical Maintenance 33,000.00
Maintenance and Repairs
53300 Equipment Maintenance & Repairs 20,000.00
54900 Professional Development 1,000.00
Training, Memberships, and Conferences $10,950.00
52700 Books & Periodicals 1,000.00
54800 Convention & Mtg Expenses 4,500.00
54645 Median Island Maintenance 296,600.00
54650 Signage 15,000.00
54635 General Construction 5,500.00
54640 Graffiti Abatement 183,872.00
53450 Swimming Pool Maintenance 1,000.00
54605 Asphalt Maintenance 35,000.00
Maintenance and Repairs Totals $976,972.00
Other Maintenance and Operations
53301 Equipment Rental 7,500.00
54670 Tree Care 5,000.00
54675 Weed Abatement 15,000.00
54655 Street Lights/Signals 170,000.00
54660 Street Paintings/Markings 15,000.00
51300 Overtime .00
Salaries and Wages Totals $456,984.00
51120 Vacation/Sick Leave Accrual Pay-Out 6,000.00
51200 Hourly Salaries 21,840.00
Salaries and Wages
51100 Salaries 429,144.00
Other Maintenance and Operations Totals $7,500.00
Department 40 - Public Works Totals $9,947,234.00
Department 60 - Human Resources
Run by Desiree Sotelo on 11/01/2022 09:11:38 AM Page 7 of 10 Budget Amended YTD FY 22-23 YTD Budget - YTD %
Used/
FY 21-22
Amendments Budget Encumbrances Transactions Transactions Rec'd Prior Year YTD Enclosure 2
Budget Performance Report
Fiscal Year to Date 09/30/22
Include Rollup Account and Rollup to Account
Adopted
Account Account Description Budget
2,558.00 104,102.00 .00 17,813.01 86,288.99 17 23,710.74 .00 819.00 .00 214.84 604.16 26 233.90
108.00 1,608.00 .00 .00 1,608.00 0 .00
.00 3,983.00 .00 .00 3,983.00 0 .00
.00 3,962.00 .00 670.42 3,291.58 17 982.86
.00 .00 .00 .00 .00 +++ 297.00
.00 39,699.00 .00 6,772.83 32,926.17 17 8,569.53
.00 14,324.00 .00 2,984.20 11,339.80 21 2,984.20
.00 4,800.00 .00 .00 4,800.00 0 1,000.00
.00 1,800.00 .00 .00 1,800.00 0 375.00
.00 600.00 .00 125.00 475.00 21 125.00
.00 33,945.00 .00 17,949.68 15,995.32 53 32,578.39
157.00 6,357.00 .00 1,264.41 5,092.59 20 1,804.55
$2,823.00 $215,999.00 $0.00 $47,794.39 $168,204.61 22% $72,661.17 .00 300.00 .00 27.75 272.25 9 5.60
.00 3,100.00 .00 133.54 2,966.46 4 368.76
.00 600.00 .00 .00 600.00 0 71.61
.00 200.00 .00 .00 200.00 0 .00
.00 51,992.00 (2,835.00) 11,496.00 43,331.00 17 3,776.95 50,778.00 253,478.00 25,397.23 70,869.18 157,211.59 38 82,023.27 .00 6,000.00 .00 .00 6,000.00 0 .00
.00 6,850.00 .00 .00 6,850.00 0 .00
.00 77,040.00 57,294.67 17,705.33 2,040.00 97 18,031.66 $50,778.00 $399,560.00 $79,856.90 $100,231.80 $219,471.30 45% $104,277.85 .00 6,500.00 .00 .00 6,500.00 0 .00
.00 850.00 .00 .00 850.00 0 .00
(1,778.00) 8,222.00 .00 .00 8,222.00 0 .00
.00 15,500.00 .00 .00 15,500.00 0 .00
.00 5,000.00 .00 .00 5,000.00 0 .00
($1,778.00) $36,072.00 $0.00 $0.00 $36,072.00 0% $0.00
$13,635.00 $1,070,427.00 $79,856.90 $219,885.01 $770,685.09 28% $280,925.29 46,808.00 2,347,716.00 .00 436,774.24 1,910,941.76 19 438,635.97 .00 51,205.00 .00 17,779.02 33,425.98 35 23,542.64
7,405.00 1,443,569.00 .00 304,270.02 1,139,298.98 21 289,896.12 .00 18,000.00 .00 4,705.50 13,294.50 26 2,655.66
.00 4,500.00 .00 .00 4,500.00 0 600.00
$54,213.00 $3,864,990.00 $0.00 $763,528.78 $3,101,461.22 20% $755,330.39 20,019.00 564,455.00 .00 122,290.42 442,164.58 22 109,147.87 .00 47,634.00 .00 11,917.93 35,716.07 25 11,572.81
847.00 8,747.00 .00 .00 8,747.00 0 99.11
.00 20,529.00 .00 .00 20,529.00 0 .00
.00 21,854.00 .00 4,376.10 17,477.90 20 3,957.86
.00 .00 .00 69.00 (69.00) +++ 8,210.20
.00 412,985.00 .00 59,789.81 353,195.19 14 64,449.97
.00 42,972.00 .00 8,952.60 34,019.40 21 2,984.20
.00 4,800.00 .00 1,000.00 3,800.00 21 1,000.00
.00 1,800.00 .00 375.00 1,425.00 21 375.00
.00 2,400.00 .00 500.00 1,900.00 21 465.65
.00 1,792.00 .00 492.80 1,299.20 28 .00
.00 182,001.00 .00 96,239.80 85,761.20 53 155,064.04
1,228.00 34,868.00 .00 12,807.25 22,060.75 37 12,401.52 $22,094.00 $1,346,837.00 $0.00 $318,810.71 $1,028,026.29 24% $369,728.23 51600 Workers Compensation 3,983.00
51700 Disability Insurance 3,962.00
51501 PT Retirement 819.00
51504 Deferred Compensation 1,500.00
Benefits
51500 Public Employees Retirement (PERS) 101,544.00
51904 Technology Stipend 1,800.00
51905 Bilingual Pay 600.00
51901 Cash Back Incentive Pay 14,324.00
51903 Auto Allowance 4,800.00
51800 Unemployment Insurance .00
51900 Group Health & Life Ins 39,699.00
52200 Departmental Supplies 3,100.00
52205 Office Supplies 600.00
Benefits Totals $213,176.00
Supplies, Services, and Equipment
52100 Postage 300.00
51907 OPEB Cost Allocation 33,945.00
51930 Medicare/Employer Porti 6,200.00
54940 Organizational Learning 6,850.00
56910 Legal Service 77,040.00
54500 Contracted Services 202,700.00
54935 First Aid Treatment 6,000.00
53200 Mileage Reimbursement 200.00
54400 Professional Services 51,992.00
54810 Employee Appreciation 15,500.00
54900 Professional Development 5,000.00
52700 Books & Periodicals 850.00
54800 Convention & Mtg Expenses 10,000.00
Supplies, Services, and Equipment Totals $348,782.00
Training, Memberships, and Conferences
52600 Membership & Dues 6,500.00
51120 Vacation/Sick Leave Accrual Pay-Out 51,205.00
51200 Hourly Salaries 1,436,164.00
Salaries and Wages
51100 Salaries 2,300,908.00
Training, Memberships, and Conferences $37,850.00
Department 60 - Human Resources $1,056,792.00
Department 80 - Parks And Recreation
51501 PT Retirement 47,634.00
51504 Deferred Compensation 7,900.00
Salaries and Wages Totals $3,810,777.00
Benefits
51500 Public Employees Retirement (PERS) 544,436.00
51300 Overtime 18,000.00
52900 Commission Stipends 4,500.00
51901 Cash Back Incentive Pay 42,972.00
51903 Auto Allowance 4,800.00
51800 Unemployment Insurance .00
51900 Group Health & Life Ins 412,985.00
51600 Workers Compensation 20,529.00
51700 Disability Insurance 21,854.00
51930 Medicare/Employer Porti 33,640.00
Benefits Totals $1,324,743.00
51906 Post Employment Health Plan 1,792.00
51907 OPEB Cost Allocation 182,001.00
51904 Technology Stipend 1,800.00
51905 Bilingual Pay 2,400.00
Run by Desiree Sotelo on 11/01/2022 09:11:38 AM Page 8 of 10 Budget Amended YTD FY 22-23 YTD Budget - YTD %
Used/
FY 21-22
Amendments Budget Encumbrances Transactions Transactions Rec'd Prior Year YTD Enclosure 2
Budget Performance Report
Fiscal Year to Date 09/30/22
Include Rollup Account and Rollup to Account
Adopted
Account Account Description Budget
.00 56,349.00 .00 3,200.00 53,149.00 6 9,600.00
19,930.00 136,549.00 12,864.00 31,889.17 91,795.83 33 9,928.26 .00 22,243.00 .00 2,171.63 20,071.37 10 931.00
.00 25,895.00 .00 2,082.92 23,812.08 8 .00
.00 11,227.00 .00 (11,198.87) 22,425.87 -100 .00
6,930.00 32,427.00 .00 6,930.06 25,496.94 21 .00
.00 19,931.00 .00 .00 19,931.00 0 67.90
17,655.00 194,007.00 17,045.50 20,131.51 156,829.99 19 8,268.07 .00 2,761.00 .00 .00 2,761.00 0 10,558.68
.00 516.00 .00 .00 516.00 0 .00
43,632.00 83,584.00 15,027.27 24,203.26 44,353.47 47 4,932.73 297,955.00 619,655.00 81,151.30 194,079.72 344,423.98 44 16,346.89 .00 122,109.00 18,694.50 18,175.90 85,238.60 30 2,431.40 .00 1,236.00 .00 .00 1,236.00 0 .00
.00 1,400.00 .00 559.00 841.00 40 559.00
.00 16,400.00 .00 2,096.28 14,303.72 13 3,741.70
$386,102.00 $1,346,289.00 $144,782.57 $294,320.58 $907,185.85 33% $67,365.63 .00 11,161.00 .00 275.00 10,886.00 2 300.00
.00 12,999.00 .00 730.00 12,269.00 6 20.00
.00 7,468.00 .00 .00 7,468.00 0 624.22
$0.00 $31,628.00 $0.00 $1,005.00 $30,623.00 3% $944.22
.00 14,643.00 .00 .00 14,643.00 0 211.72
.00 1,600.00 .00 .00 1,600.00 0 .00
$0.00 $16,243.00 $0.00 $0.00 $16,243.00 0% $211.72
70,124.00 116,437.00 27,622.68 42,802.51 46,011.81 60 3,288.77 5,000.00 11,760.00 .00 685.40 11,074.60 6 .00
.00 56,668.00 .00 9,495.04 47,172.96 17 7,654.68
$75,124.00 $184,865.00 $27,622.68 $52,982.95 $104,259.37 44% $10,943.45 .00 33,742.00 .00 10,199.14 23,542.86 30 (400.00)
$0.00 $33,742.00 $0.00 $10,199.14 $23,542.86 30% ($400.00) .00 2,500.00 .00 .00 2,500.00 0 .00
$0.00 $2,500.00 $0.00 $0.00 $2,500.00 0% $0.00
$537,533.00 $6,827,094.00 $172,405.25 $1,440,847.16 $5,213,841.59 24% $1,204,123.64 .00 1,136,300.00 .00 1,143,965.70 (7,665.70) 101 980,604.37 .00 .00 .00 (.43) .43 +++ (.14)
.00 .00 .00 .00 .00 +++ (90.00)
.00 1,178,400.00 6,456.00 283,751.94 888,192.06 25 276,592.17 $0.00 $2,314,700.00 $6,456.00 $1,427,717.21 $880,526.79 62% $1,257,106.40 .00 (400,000.00) .00 .00 (400,000.00) 0 .00
$0.00 ($400,000.00) $0.00 $0.00 ($400,000.00) 0% $0.00
.00 33,000.00 .00 1,145.20 31,854.80 3 1,255.24
.00 70,500.00 44,491.95 19,508.05 6,500.00 91 16,682.22 (530,084.00) 521,823.00 .00 274,038.06 247,784.94 53 .00 8,633.00 103,633.00 .00 41,801.73 61,831.27 40 32,307.60 .00 6,600.00 .00 600.00 6,000.00 9 300.00
.00 421,300.00 53,003.92 362,336.08 5,960.00 99 (34.08) ($521,451.00) $1,156,856.00 $97,495.87 $699,429.12 $359,931.01 69% $50,510.98 .00 55,860.00 .00 17,231.16 38,628.84 31 8,126.00
20,000.00 45,000.00 .00 410.37 44,589.63 1 .00
(20,000.00) .00 .00 .00 .00 +++ .00
$0.00 $100,860.00 $0.00 $17,641.53 $83,218.47 17% $8,126.00 Supplies, Services, and Equipment
52100 Postage 56,349.00
52255 Participant Uniforms 25,497.00
52300 Advertising & Publications 19,931.00
52210 Supplies/Chemicals 25,895.00
52250 Uniforms 11,227.00
52200 Departmental Supplies 116,619.00
52205 Office Supplies 22,243.00
54500 Contracted Services 321,700.00
54510 Contract Instructors 122,109.00
53200 Mileage Reimbursement 516.00
53500 Small Tools & Equipment 39,952.00
52400 Print Duplicate & Photocopying 176,352.00
52800 Software 2,761.00
54800 Convention & Mtg Expenses 12,999.00
54900 Professional Development 7,468.00
Training, Memberships, and Conferences
52600 Membership & Dues 11,161.00
56910 Legal Service 16,400.00
Supplies, Services, and Equipment Totals $960,187.00
54530 Credit Card Service Charges 1,236.00
56205 Permits - Fees - Licenses 1,400.00
Other Maintenance and Operations
53301 Equipment Rental 46,313.00
53450 Swimming Pool Maintenance 1,600.00
Maintenance and Repairs Totals $16,243.00
Training, Memberships, and Conferences $31,628.00
Maintenance and Repairs
53300 Equipment Maintenance & Repairs 14,643.00
Non-Operating Expenses - Transfers Out $33,742.00
Capital
57300 Furniture & Equipment 2,500.00
Other Maintenance and Operations Totals $109,741.00
Non-Operating Expenses - Transfers Out
55285 Event Tickets 33,742.00
54700 Insurance & Surety Bond 6,760.00
55280 Senior Citizen Committee 56,668.00
51700 Disability Insurance .00
51800 Unemployment Insurance .00
Benefits
51500 Public Employees Retirement (PERS) 1,136,300.00
Capital Totals $2,500.00
Department 80 - Parks And Recreation $6,289,561.00
Department 90 - Non-Departmental
Salaries and Wages Totals ($400,000.00)
Supplies, Services, and Equipment
52100 Postage 33,000.00
Salaries and Wages
51960 Vacancy Savings (400,000.00)
51900 Group Health & Life Ins 1,178,400.00
Benefits Totals $2,314,700.00
Training, Memberships, and Conferences
52600 Membership & Dues 55,860.00
54500 Contracted Services 421,300.00
Supplies, Services, and Equipment Totals $1,678,307.00
54300 Telephone 95,000.00
54400 Professional Services 6,600.00
52400 Print Duplicate & Photocopying 70,500.00
54100 Special Departmental Expenses 1,051,907.00
Training, Memberships, and Conferences $100,860.00
54910 Tuition Reimbursement 25,000.00
54911 Tuition Advancement 20,000.00
Run by Desiree Sotelo on 11/01/2022 09:11:38 AM Page 9 of 10 Budget Amended YTD FY 22-23 YTD Budget - YTD %
Used/
FY 21-22
Amendments Budget Encumbrances Transactions Transactions Rec'd Prior Year YTD Enclosure 2
Budget Performance Report
Fiscal Year to Date 09/30/22
Include Rollup Account and Rollup to Account
Adopted
Account Account Description Budget
.00 965,323.00 .00 707,154.00 258,169.00 73 680,584.75
.00 226,950.00 .00 .00 226,950.00 0 .00
.00 995,000.00 .00 995,000.00 .00 100 955,000.00
.00 926,250.00 .00 473,075.00 453,175.00 51 492,175.00
.00 .00 .00 (12.00) 12.00 +++ .00
$0.00 $3,113,523.00 $0.00 $2,175,217.00 $938,306.00 70% $2,127,759.75 ($521,451.00) $6,285,939.00 $103,951.87 $4,320,004.86 $1,861,982.27 70% $3,443,503.13 1,835,000.00 4,047,695.00 .00 4,047,695.00 .00 100 1,065,000.00 $1,835,000.00 $4,047,695.00 $0.00 $4,047,695.00 $0.00 100% $1,065,000.00 $1,835,000.00 $4,047,695.00 $0.00 $4,047,695.00 $0.00 100% $1,065,000.00 $5,440,350.00 $57,273,778.00 $13,503,383.88 $16,904,598.97 $27,924,071.70 51% $12,431,055.81 130,000.00 51,963,428.00 .00 5,153,765.27 46,809,662.73 10% 5,007,873.30 5,440,350.00 57,273,778.00 13,503,383.88 16,904,598.97 27,924,071.70 51% 12,431,055.81 ($5,310,350.00) ($5,310,350.00) ($13,503,383.88) ($11,750,833.70) $18,885,591.03 ($7,423,182.51) Grand Totals
130,000.00 51,963,428.00 .00 5,153,765.27 46,809,662.73 10% 5,007,873.30 5,440,350.00 57,273,778.00 13,503,383.88 16,904,598.97 26,865,795.15 30% 12,431,055.81 Grand Totals ($5,310,350.00) ($5,310,350.00) ($13,503,383.88) ($11,750,833.70) $19,943,867.58 ($7,423,182.51) 56850 Inter Departmental Charges 226,950.00
56978 Principal Payment- 2016 Refunding 995,000.00
Other Maintenance and Operations
54700 Insurance & Surety Bond 965,323.00
Non-Operating Expenses - Transfers Out
56900 Transfer Out 2,212,695.00
Other Maintenance and Operations Totals $3,113,523.00
Department 90 - Non-Departmental $6,807,390.00
Department 98 - Transfer Out Control
56979 Interest Payment- 2016 Refunding 926,250.00
56993 Misc. Expenses .00
$0.00
REVENUE TOTALS 51,833,428.00
EXPENSE TOTALS 51,833,428.00
EXPENSE TOTALS 51,833,428.00
Fund 100 - General Fund Totals $0.00
Fund 100 - General Fund Totals
REVENUE TOTALS 51,833,428.00
Non-Operating Expenses - Transfers Out $2,212,695.00
Department 98 - Transfer Out Control $2,212,695.00
EXPENSE TOTALS $51,833,428.00
Run by Desiree Sotelo on 11/01/2022 09:11:38 AM Page 10 of 10 Budget Amended YTD FY 22-23 YTD Budget - YTD %
Used/
FY 21-22
Amendments Budget Encumbrances Transactions Transactions Rec'd Prior Year YTD .00 1,195,775.00 .00 3,089.91 1,192,685.09 0 (95,718.73) .00 297,000.00 .00 .00 297,000.00 0 .00
.00 4,266.00 .00 1,156.00 3,110.00 27 .00
.00 1,531.00 .00 .00 1,531.00 0 .00
.00 9,656,311.00 .00 1,669,559.25 7,986,751.75 17 1,638,861.38 .00 1,243,900.00 .00 417,199.95 826,700.05 34 450,777.03 .00 1,000.00 .00 .00 1,000.00 0 .00
.00 138,000.00 .00 57,211.75 80,788.25 41 .00
.00 2,000.00 .00 358.00 1,642.00 18 1,320.00
.00 17,000.00 .00 2,214.00 14,786.00 13 2,263.00
.00 1,000.00 .00 .00 1,000.00 0 231.00
.00 9,900.00 .00 (4,010.63) 13,910.63 -41 11,951.20
$0.00 $12,567,683.00 $0.00 $2,146,778.23 $10,420,904.77 17% $2,009,684.88 (65,438.00) 1,737,538.00 .00 319,929.65 1,417,608.35 18 368,032.37 .00 93,734.00 .00 21,307.94 72,426.06 23 24,693.33
.00 32,130.00 .00 6,335.20 25,794.80 20 7,640.33
.00 85,000.00 .00 24,306.16 60,693.84 29 17,582.22
(1,288.00) 804,644.00 .00 463,575.59 341,068.41 58 407,717.39 .00 1,205.00 .00 255.86 949.14 21 327.06
.00 .00 .00 .00 .00 +++ (461,081.00)
346.00 8,521.00 .00 585.03 7,935.97 7 840.11
.00 16,657.00 .00 .00 16,657.00 0 .00
(552.00) 16,129.00 .00 3,129.52 12,999.48 19 3,205.67
.00 .00 .00 .00 .00 +++ 270.00
(6,495.00) 333,393.00 .00 54,072.69 279,320.31 16 59,811.71 .00 58,013.00 .00 12,085.95 45,927.05 21 12,281.10
.00 4,860.00 .00 512.50 4,347.50 11 815.00
.00 1,440.00 .00 213.75 1,226.25 15 221.25
.00 3,705.00 .00 709.35 2,995.65 19 912.50
.00 1,605.00 .00 229.15 1,375.85 14 265.02
.00 142,615.00 .00 75,412.97 67,202.03 53 125,866.42
866.00 27,086.00 .00 6,408.36 20,677.64 24 7,204.63
.00 25,200.00 19,098.15 5,901.85 200.00 99 .00
.00 12,000.00 .00 928.18 11,071.82 8 .00
.00 610,000.00 .00 .00 610,000.00 0 .00
.00 5,500.00 .00 576.12 4,923.88 10 632.48
.00 2,000.00 .00 444.02 1,555.98 22 600.00
.00 40,500.00 .00 2,592.00 37,908.00 6 3,314.00
.00 2,500.00 .00 .00 2,500.00 0 .00
.00 10,000.00 .00 4,000.00 6,000.00 40 .00
.00 10,000.00 .00 4,904.78 5,095.22 49 2,663.95
.00 38,000.00 .00 10,732.36 27,267.64 28 3,910.38
.00 350.00 .00 .00 350.00 0 .00
.00 23,500.00 .00 200.78 23,299.22 1 459.04
.00 215,000.00 .00 .00 215,000.00 0 341.52
.00 30,000.00 .00 .00 30,000.00 0 .00
.00 30,000.00 .00 .00 30,000.00 0 .00
.00 155,000.00 .00 13,754.31 141,245.69 9 5,660.25
.00 8,000.00 .00 200.10 7,799.90 3 .00
.00 30,000.00 3,942.24 9,283.00 16,774.76 44 446.82
.00 120,000.00 .00 116,902.15 3,097.85 97 116,902.15
.00 257,500.00 31,544.14 11,587.84 214,368.02 17 19,933.57 .00 250,000.00 .00 52,402.38 197,597.62 21 36,435.04
.00 1,600,000.00 1,205,380.61 352,833.44 41,785.95 97 181,559.14 16,470.00 131,470.00 16,469.60 210.00 114,790.40 13 13,055.00 13,288,342.00 26,514,245.00 12,155,290.41 299,107.83 14,059,846.76 47 1,107,340.03 .00 53,000.00 .00 12,873.47 40,126.53 24 13,075.23
.00 20,000.00 .00 3,834.18 16,165.82 19 1,165.07
.00 507,930.00 .00 141,500.00 366,430.00 28 140,378.25
.00 9,000.00 .00 .00 9,000.00 0 455.00
.00 12,600.00 .00 200.00 12,400.00 2 .00
.00 2,000.00 .00 .00 2,000.00 0 (348.69)
.00 107,790.00 (5,842.50) 5,842.50 107,790.00 0 .00
12,324.00 27,324.00 12,324.41 851.00 14,148.59 48 .00
Fund 550 - Water Authority
REVENUE
43100 Interest Income 1,195,775.00
Enclosure 3
Enterprise Funds Budget Performance Report
Fiscal Year to Date 09/30/22
Include Rollup Account and Rollup to Account
Adopted
Account Account Description Budget
47300 Damages to City Property 1,531.00
49100 Metered Water Sales 9,656,311.00
43250 Water Right Lease 297,000.00
47200 Miscellaneous Revenue 4,266.00
49300 Turn On Charges 138,000.00
49400 Inspection Fees 2,000.00
49150 Water Sales-Power Charge 1,243,900.00
49200 Fire Hydrant Rental 1,000.00
49800 Meter Removal/Installation 9,900.00
REVENUE TOTALS $12,567,683.00
EXPENSE
49500 Water Process Application 17,000.00
49700 Service Connection Fees 1,000.00
51200 Hourly Salaries 32,130.00
51300 Overtime 85,000.00
51100 Salaries 1,802,976.00
51120 Vacation/Sick Leave Accrual Pay-Out 93,734.00
51503 Pension Expense .00
51504 Deferred Compensation 8,175.00
51500 Public Employees Retirement (PERS) 805,932.00
51501 PT Retirement 1,205.00
51800 Unemployment Insurance .00
51900 Group Health & Life Ins 339,888.00
51600 Workers Compensation 16,657.00
51700 Disability Insurance 16,681.00
51904 Technology Stipend 1,440.00
51905 Bilingual Pay 3,705.00
51901 Cash Back Incentive Pay 58,013.00
51903 Auto Allowance 4,860.00
51930 Medicare/Employer Porti 26,220.00
52100 Postage 25,200.00
51906 Post Employment Health Plan 1,605.00
51907 OPEB Cost Allocation 142,615.00
52250 Uniforms 5,500.00
52400 Print Duplicate & Photocopying 2,000.00
52200 Departmental Supplies 12,000.00
52210 Supplies/Chemicals 610,000.00
52805 Software Licensing 10,000.00
53100 Automobile Supplies 10,000.00
52600 Membership & Dues 40,500.00
52700 Books & Periodicals 2,500.00
53300 Equipment Maintenance & Repairs 23,500.00
53305 Water Meter Maintenance & Repair 215,000.00
53150 Fuel 38,000.00
53200 Mileage Reimbursement 350.00
53315 Plant Maintenance and Repair 155,000.00
53400 Building & Grounds Maintenance 8,000.00
53308 Water Valves - Replacement Program 30,000.00
53310 Fire Hydrant Maintenance & Repair 30,000.00
54100 Special Departmental Expenses 257,500.00
54200 Utilities 250,000.00
53500 Small Tools & Equipment 30,000.00
53610 Cost Reimbursements 120,000.00
54500 Contracted Services 13,225,903.00
54530 Credit Card Service Charges 53,000.00
54250 Purchased Water 1,600,000.00
54400 Professional Services 115,000.00
54800 Convention & Mtg Expenses 9,000.00
54930 Safety Programs & Materials 12,600.00
54605 Asphalt Maintenance 20,000.00
54700 Insurance & Surety Bond 507,930.00
56910 Legal Service 15,000.00
55320 Refund/Rtn Overpayment 2,000.00
56205 Permits - Fees - Licenses 107,790.00
Run by Desiree Sotelo on 10/31/2022 03:10:37 PM Page 1 of 4 18c
Budget Amended YTD FY 22-23 YTD Budget - YTD %
Used/
FY 21-22
Amendments Budget Encumbrances Transactions Transactions Rec'd Prior Year YTD Enclosure 3
Enterprise Funds Budget Performance Report
Fiscal Year to Date 09/30/22
Include Rollup Account and Rollup to Account
Adopted
Account Account Description Budget
.00 1,877,619.00 .00 (85,295.83) 1,962,914.83 -5 (194,615.62) 384,749.00 484,749.00 .00 .00 100,000.34 79 (43,347.16) .00 400,000.00 .00 218,056.67 181,943.33 55 .00
.00 .00 .00 12,167.88 (12,167.88) +++ 15,245.56
$13,629,324.00 $36,991,052.00 $13,438,207.06 $2,185,660.68 $20,982,435.60 43% $2,001,866.12 .00 12,567,683.00 .00 2,146,778.23 10,420,904.77 17% 2,009,684.88 13,629,324.00 36,991,052.00 13,438,207.06 2,185,660.68 20,982,435.60 43% 2,001,866.12 ($13,629,324.00) ($24,423,369.00) ($13,438,207.06) ($38,882.45) ($10,561,530.83) $7,818.76 .00 .00 .00 16,157.48 (16,157.48) +++ 2,703.04
.00 20,381,163.00 .00 6,139,659.08 14,241,503.92 30 2,298,991.84 .00 .00 .00 12,849.42 (12,849.42) +++ 4,850.30
$0.00 $20,381,163.00 $0.00 $6,168,665.98 $14,212,497.02 30% $2,306,545.18 5,631.00 198,947.00 .00 32,288.38 166,658.62 16 54,187.38 .00 14,770.00 .00 3,281.16 11,488.84 22 8,764.45
1,332.00 47,074.00 .00 9,292.77 37,781.23 20 13,501.60
.00 .00 .00 .00 .00 +++ (98,845.00)
56.00 881.00 .00 .00 881.00 0 .00
.00 1,705.00 .00 .00 1,705.00 0 .00
.00 1,667.00 .00 329.27 1,337.73 20 575.90
.00 25,598.00 .00 4,561.99 21,036.01 18 5,319.22
.00 551.00 .00 114.75 436.25 21 573.85
.00 600.00 .00 150.00 450.00 25 300.00
.00 180.00 .00 45.00 135.00 25 93.75
.00 192.00 .00 65.55 126.45 34 24.15
.00 15,291.00 .00 8,085.68 7,205.32 53 17,710.24
81.00 2,896.00 .00 623.01 2,272.99 22 1,083.40
.00 11,000.00 .00 .00 11,000.00 0 348.14
.00 1,500.00 .00 .00 1,500.00 0 .00
.00 1,000.00 .00 .00 1,000.00 0 .00
.00 39,545.00 .00 .00 39,545.00 0 1,645.18
.00 35,750.00 .00 .00 35,750.00 0 .00
5,000.00 30,000.00 .00 510.00 29,490.00 2 .00
.00 5,200.00 .00 .00 5,200.00 0 358.93
.00 55,337.00 .00 431.25 54,905.75 1 358.76
.00 1,500.00 .00 23.99 1,476.01 2 65.98
.00 250.00 .00 .00 250.00 0 .00
.00 1,500.00 .00 .00 1,500.00 0 .00
.00 12,139,023.00 .00 1,996,144.69 10,142,878.31 16 1,768,491.49 .00 5,000.00 .00 (6,840.73) 11,840.73 -137 2,181.40
.00 3,196,490.00 .00 208,641.80 2,987,848.20 7 448,615.85 .00 3,000.00 .00 398.00 2,602.00 13 398.00
.00 744,750.00 .00 102,983.02 641,766.98 14 110,774.10
.00 5,000.00 .00 .00 5,000.00 0 .00
.00 1,500.00 .00 .00 1,500.00 0 .00
.00 209,408.00 .00 .00 209,408.00 0 .00
.00 12,850.00 .00 385.03 12,464.97 3 669.20
.00 611,445.00 .00 .00 611,445.00 0 .00
.00 1,235.00 .00 .00 1,235.00 0 .00
$12,100.00 $17,422,635.00 $0.00 $2,361,514.61 $15,061,120.39 14% $2,337,195.97 .00 20,381,163.00 .00 6,168,665.98 14,212,497.02 30% 2,306,545.18 12,100.00 17,422,635.00 .00 2,361,514.61 15,061,120.39 14% 2,337,195.97 ($12,100.00) $2,958,528.00 $0.00 $3,807,151.37 ($848,623.37) ($30,650.79) 56990 Interest Expense 1,877,619.00
58500 Bad Debt .00
EXPENSE TOTALS $23,361,728.00
57300 Furniture & Equipment 100,000.00
57404 Depr/Amort Expense 400,000.00
Fund 550 - Water Authority Totals ($10,794,045.00)
Fund 560 - PRIME - CCA
REVENUE
Fund 550 - Water Authority Totals
REVENUE TOTALS 12,567,683.00
EXPENSE TOTALS 23,361,728.00
47751 PRIME Future .00
REVENUE TOTALS $20,381,163.00
EXPENSE
43100 Interest Income .00
47750 Gen/Demand and Collections 20,381,163.00
51500 Public Employees Retirement (PERS) 45,742.00
51503 Pension Expense .00
51100 Salaries 193,316.00
51120 Vacation/Sick Leave Accrual Pay-Out 14,770.00
51700 Disability Insurance 1,667.00
51900 Group Health & Life Ins 25,598.00
51504 Deferred Compensation 825.00
51600 Workers Compensation 1,705.00
51904 Technology Stipend 180.00
51906 Post Employment Health Plan 192.00
51901 Cash Back Incentive Pay 551.00
51903 Auto Allowance 600.00
52100 Postage 11,000.00
52200 Departmental Supplies 1,500.00
51907 OPEB Cost Allocation 15,291.00
51930 Medicare/Employer Porti 2,815.00
52305 Marketing - PRIME 35,750.00
52310 Research & Development - PRIME 25,000.00
52205 Office Supplies 1,000.00
52300 Advertising & Publications 39,545.00
52800 Software 1,500.00
53200 Mileage Reimbursement 250.00
52400 Print Duplicate & Photocopying 5,200.00
52600 Membership & Dues 55,337.00
54276 Net Energy Metering (NEM) Expense 5,000.00
54277 Resource Adequacy Purchase 3,196,490.00
53500 Small Tools & Equipment 1,500.00
54275 Purchased Power- PRIME 12,139,023.00
54800 Convention & Mtg Expenses 5,000.00
54900 Professional Development 1,500.00
54300 Telephone 3,000.00
54400 Professional Services 744,750.00
56960 City Loan Repayment 611,445.00
56992 Bank Service Charges 1,235.00
56205 Permits - Fees - Licenses 209,408.00
56910 Legal Service 12,850.00
EXPENSE TOTALS 17,410,535.00
Fund 560 - PRIME - CCA Totals $2,970,628.00
EXPENSE TOTALS $17,410,535.00
Fund 560 - PRIME - CCA Totals
REVENUE TOTALS 20,381,163.00
Run by Desiree Sotelo on 10/31/2022 03:10:37 PM Page 2 of 4 Budget Amended YTD FY 22-23 YTD Budget - YTD %
Used/
FY 21-22
Amendments Budget Encumbrances Transactions Transactions Rec'd Prior Year YTD Enclosure 3
Enterprise Funds Budget Performance Report
Fiscal Year to Date 09/30/22
Include Rollup Account and Rollup to Account
Adopted
Account Account Description Budget
.00 15,000.00 .00 3,562.28 11,437.72 24 7,469.70
.00 350,000.00 .00 72,341.00 277,659.00 21 133,883.50
.00 100,000.00 .00 9,981.00 90,019.00 10 40,589.50
.00 300,000.00 .00 83,590.54 216,409.46 28 62,658.73
.00 15,000.00 .00 4,888.31 10,111.69 33 8,243.85
.00 270,000.00 .00 18,155.00 251,845.00 7 24,020.00
$0.00 $1,050,000.00 $0.00 $192,518.13 $857,481.87 18% $276,865.28 985.00 23,686.00 .00 3,502.46 20,183.54 15 3,052.33
.00 .00 .00 1,500.92 (1,500.92) +++ .00
233.00 5,595.00 .00 946.96 4,648.04 17 726.79
10.00 60.00 .00 .00 60.00 0 .00
.00 129.00 .00 .00 129.00 0 .00
.00 215.00 .00 41.31 173.69 19 28.32
.00 650.00 .00 234.12 415.88 36 95.51
.00 1,102.00 .00 114.80 987.20 10 114.80
.00 300.00 .00 62.50 237.50 21 50.00
.00 90.00 .00 18.75 71.25 21 18.75
.00 96.00 .00 26.32 69.68 27 20.70
.00 1,795.00 .00 949.16 845.84 53 1,159.65
14.00 344.00 .00 83.62 260.38 24 49.10
.00 200.00 .00 .00 200.00 0 .00
.00 24,050.00 16,001.15 4,074.60 3,974.25 83 975.85
.00 2,200.00 .00 1,939.96 260.04 88 1,127.10
.00 18,000.00 17,598.29 2,994.78 (2,593.07) 114 2,219.02 .00 7,200.00 6,543.00 657.00 .00 100 657.00
.00 10,480.00 9,319.67 2,202.35 (1,042.02) 110 207.50
1,325.00 89,385.00 65,384.84 5,677.48 18,322.68 80 12,430.02 22,805.00 22,805.00 .00 22,805.00 .00 100 .00
(1,805.00) 595.00 .00 .00 595.00 0 .00
.00 13,250.00 13,250.00 .00 .00 100 2,313.91
.00 190,400.00 .00 (27,521.25) 217,921.25 -14 23,231.45 .00 78,608.00 71,118.99 16,070.67 (8,581.66) 111 9,474.17 .00 14,400.00 .00 3,186.00 11,214.00 22 6,800.10
.00 18,000.00 .00 4,150.00 13,850.00 23 .00
.00 75,000.00 72,301.94 6,941.93 (4,243.87) 106 8,293.11 .00 .00 .00 (7,790.02) 7,790.02 +++ (14,020.47)
.00 10,350.00 5,000.00 1,898.70 3,451.30 67 789.21
.00 585,000.00 479,429.39 158,691.39 (53,120.78) 109 132,922.81 .00 60,000.00 44,000.00 8,665.01 7,334.99 88 8,000.00
.00 50,000.00 38,673.54 1,398.96 9,927.50 80 7,257.93
(21,000.00) 39,000.00 59,118.66 1,703.82 (21,822.48) 156 6,637.05 .00 2,400.00 .00 567.64 1,832.36 24 510.48
.00 4,000.00 .00 .00 4,000.00 0 .00
.00 .00 .00 7,052.93 (7,052.93) +++ .00
$2,567.00 $1,349,385.00 $897,739.47 $222,847.87 $228,797.66 83% $215,142.19 .00 1,050,000.00 .00 192,518.13 857,481.87 18% 276,865.28 2,567.00 1,349,385.00 897,739.47 222,847.87 228,797.66 83% 215,142.19 ($2,567.00) ($299,385.00) ($897,739.47) ($30,329.74) $628,684.21 $61,723.09 .00 1,078.00 .00 .00 1,078.00 0 441.98
.00 .00 .00 .00 .00 +++ 7,771.64
.00 .00 .00 75,270.29 (75,270.29) +++ 70,014.77
$0.00 $1,078.00 $0.00 $75,270.29 ($74,192.29) 6982
%
$78,228.39
Fund 570 - Golf Course
48400 Driving Range Fees 100,000.00
48660 Golf Course Concessions 300,000.00
REVENUE
47200 Miscellaneous Revenue 15,000.00
48300 Green Fees 350,000.00
REVENUE TOTALS $1,050,000.00
EXPENSE
51100 Salaries 22,701.00
48700 Merchandise Sales 15,000.00
48820 Rentals 270,000.00
51504 Deferred Compensation 50.00
51600 Workers Compensation 129.00
51300 Overtime .00
51500 Public Employees Retirement (PERS) 5,362.00
51901 Cash Back Incentive Pay 1,102.00
51903 Auto Allowance 300.00
51700 Disability Insurance 215.00
51900 Group Health & Life Ins 650.00
51907 OPEB Cost Allocation 1,795.00
51930 Medicare/Employer Porti 330.00
51904 Technology Stipend 90.00
51906 Post Employment Health Plan 96.00
52205 Office Supplies 2,200.00
52210 Supplies/Chemicals 18,000.00
52100 Postage 200.00
52200 Departmental Supplies 24,050.00
53301 Equipment Rental 88,060.00
53400 Building & Grounds Maintenance .00
52300 Advertising & Publications 7,200.00
53300 Equipment Maintenance & Repairs 10,480.00
54200 Utilities 190,400.00
54500 Contracted Services 78,608.00
53440 Plumbing Supplies 2,400.00
53500 Small Tools & Equipment 13,250.00
54700 Insurance & Surety Bond 75,000.00
55300 Food and Beverage .00
54530 Credit Card Service Charges 14,400.00
54670 Tree Care 18,000.00
56200 Management Fees 60,000.00
56205 Permits - Fees - Licenses 50,000.00
55301 Restaurant-Banquet Supplies 10,350.00
56100 Golf Course-Payroll Expense 585,000.00
57300 Furniture & Equipment 4,000.00
57404 Depr/Amort Expense .00
56300 Pro Shop Merchandise 60,000.00
56800 Cable T.V. Access 2,400.00
EXPENSE TOTALS 1,346,818.00
Fund 570 - Golf Course Totals ($296,818.00)
Fund 590 - Sports Arena Complex
EXPENSE TOTALS $1,346,818.00
Fund 570 - Golf Course Totals
REVENUE TOTALS 1,050,000.00
48820 Rentals .00
REVENUE TOTALS $1,078.00
REVENUE
43100 Interest Income 1,078.00
43105 Interest and penalty .00
Run by Desiree Sotelo on 10/31/2022 03:10:37 PM Page 3 of 4 Budget Amended YTD FY 22-23 YTD Budget - YTD %
Used/
FY 21-22
Amendments Budget Encumbrances Transactions Transactions Rec'd Prior Year YTD Enclosure 3
Enterprise Funds Budget Performance Report
Fiscal Year to Date 09/30/22
Include Rollup Account and Rollup to Account
Adopted
Account Account Description Budget
738.00 34,357.00 .00 8,636.92 25,720.08 25 10,185.73
.00 1,072.00 .00 923.07 148.93 86 923.07
175.00 8,130.00 .00 1,988.57 6,141.43 24 2,255.96
.00 .00 .00 .00 .00 +++ (7,190.00)
7.00 7.00 .00 .00 7.00 0 .00
.00 312.00 .00 .00 312.00 0 .00
.00 295.00 .00 73.70 221.30 25 96.96
.00 620.00 .00 108.37 511.63 17 30.64
.00 1,432.00 .00 298.40 1,133.60 21 527.95
.00 900.00 .00 187.50 712.50 21 250.00
.00 90.00 .00 86.25 3.75 96 37.50
.00 336.00 .00 95.55 240.45 28 64.61
.00 2,659.00 .00 1,406.04 1,252.96 53 3,392.65
11.00 501.00 .00 167.12 333.88 33 196.37
.00 .00 .00 494.07 (494.07) +++ 529.85
65,826.00 155,826.00 65,825.50 .00 90,000.50 42 (30,000.00) .00 .00 .00 (67,500.00) 67,500.00 +++ .00
.00 .00 .00 447.57 (447.57) +++ .00
$66,757.00 $206,537.00 $65,825.50 ($52,586.87) $193,298.37 6% ($18,698.71) .00 1,078.00 .00 75,270.29 (74,192.29) 6982
%
78,228.39
66,757.00 206,537.00 65,825.50 (52,586.87) 193,298.37 6% (18,698.71) ($66,757.00) ($205,459.00) ($65,825.50) $127,857.16 ($267,490.66) $96,927.10 Grand Totals
.00 33,999,924.00 .00 8,583,232.63 25,416,691.37 25% 4,671,323.73 13,710,748.00 55,969,609.00 14,401,772.03 4,717,436.29 36,850,400.68 34% 4,535,505.57 Grand Totals ($13,710,748.00) ($21,969,685.00) ($14,401,772.03) $3,865,796.34 ($11,433,709.31) $135,818.16
EXPENSE
51500 Public Employees Retirement (PERS) 7,955.00
51503 Pension Expense .00
51100 Salaries 33,619.00
51120 Vacation/Sick Leave Accrual Pay-Out 1,072.00
51700 Disability Insurance 295.00
51900 Group Health & Life Ins 620.00
51504 Deferred Compensation .00
51600 Workers Compensation 312.00
51904 Technology Stipend 90.00
51906 Post Employment Health Plan 336.00
51901 Cash Back Incentive Pay 1,432.00
51903 Auto Allowance 900.00
54200 Utilities .00
54400 Professional Services 90,000.00
51907 OPEB Cost Allocation 2,659.00
51930 Medicare/Employer Porti 490.00
EXPENSE TOTALS $139,780.00
Fund 590 - Sports Arena Complex Totals
REVENUE TOTALS 1,078.00
54500 Contracted Services .00
57404 Depr/Amort Expense .00
REVENUE TOTALS 33,999,924.00
EXPENSE TOTALS 42,258,861.00
($8,258,937.00)
EXPENSE TOTALS 139,780.00
Fund 590 - Sports Arena Complex Totals ($138,702.00)
Run by Desiree Sotelo on 10/31/2022 03:10:37 PM Page 4 of 4
COUNCIL
MEETING
DATE
COUNCIL
MEMBER REQUEST DETAIL DIRECTOR(S)
ACTION TAKEN: Memo; Staff
Report; Closed Session;
Presentation; Follow-up
Meeting; City Manager
Reports; Informal Action
DISCUSSION
ITEM
ACTION
ITEM DATE
STATUS:
Complete;
Pending;
On-going;
In-Progress
7/13/2021
Lara/Lutz Lobbying Ban
Set 10-year policy for banning
lobbying contracts to former
employees and City officials
A. Glasman
Discuss at retreat 4/30/22 8/10/2021 Pending
8/10/2021 Lutz/Lara Shopping Cart Ordinance Review ordinance M. Garcia Discussion 2/22/2022 8/24/2021 Pending 10/26/2021 Sanchez/Lara Protestors Develop an ordinance protecting against bullying A. Glasman
Pending
2/8/2022
Elias/Sanchez Heroes Recognition Recognize organizations for their work during the
pandemic
Staff to define list of honorees
to present at a Council meeting
6/28/2022 Pending
Lutz/Lara Senior Center Available office space for
Veterans Resource Center P. Yugar
Staff to follow-up and advise on
best facility to be utilized √
Pending
Lutz/Lara Buyers Incentive Discount to first responders who purchase homes in Pico
Rivera
M. Garcia
Discuss at retreat
√
4/30/2022 Pending
4/12/2022 Lara/Elias Districts Discuss voting districts within the city A. Glasman Discussion at a future meeting √ Pending Lutz/Elias Revenue Generation Explore revenue generation opportunities in the City A. Garcia
6/14/2022 Pending
Elias/Camacho Sports Presentation given by ERHS Athletic Director
Agendize presentation S. Castro Pending
GOOD OF THE ORDER
3/8/2022
5/10/2022
COUNCIL
MEETING
DATE
COUNCIL
MEMBER REQUEST DETAIL DIRECTOR(S)
ACTION TAKEN: Memo; Staff
Report; Closed Session;
Presentation; Follow-up
Meeting; City Manager
Reports; Informal Action
DISCUSSION
ITEM
ACTION
ITEM DATE
STATUS:
Complete;
Pending;
On-going;
In-Progress
GOOD OF THE ORDER
Lara/Camacho Resource School Officer Joint meeting with ERUSD to discuss funding of Resource
Officers
Ad Hoc Committee Pending
Lutz/Elias Monument Marker Look at cost of adding three flags to the monument on
Washington and Passons
Blvds.
T. Rodrigue
6/28/2022 Pending
6/28/2022
Lara/Camacho Battery Storage Funds Set aside $50,000 for Battery Storage for non-profits. S. Carmona
Pending
Sanchez/
Camacho
Outdoor dining Permit an outdoor dining
program
M. Garcia/T.
Rodrigue
Pending
Camacho/
Sanchez
Pickle Ball Look at Rio Hondo Park
facility for space P. Yugar Pending
9/13/2022
Camacho/Elias Training Facility Look into liabilities for a potential training facility at
the former US Marine Corps
Reserve Training
T. Rodrigue
Pending
9/27/2022
Lara/Camacho Youth Sports Fund Create a $10K youth sports fund to help pay for sport
registrations
Take to an Ad Hoc Committee Pending
10/11/2022 Lara/Camacho NASA Contract Discuss third party vendors Present at next City Council meeting 10/25
Continued to
meeting of
11/8
Pending
7/12/2022
6/14/2022