Pico Rivera City Council
June 27, 2023

Enclosure 1, Exhibit D1
Projects
Net Adjusted
Carryover
Sum of FY
2023‐2024
Sum of FY
2024‐2025
Sum of FY
2025‐2026
Sum of FY
2026‐2027
Sum of FY
2027‐2028
Sum of 5‐Year
Total Budget
Water Distribution System Pressure Zone Partition 750,000 750,000 Water Facility Improvements 1,000,000 500,000 500,000 2,000,000 Water Main Improvements 1,169,000 4,111,000 4,208,000 3,463,000 12,951,000 Water Wells 7,8,9 & 10 Destruction Project 250,000 250,000 Well No 1,2,12 ‐ Casing Vents and Raise Pump Base 15,833 15,833 4PARKS 12,114,765 20,675,000 12,957,988 500,000 46,247,753 Dog Park 1,440,000 1,440,000
Pico Park Security Camera System 200,000 200,000
Renovation of Rio Hondo Park Playgrounds 26,156 26,156
Rio Hondo Park 3,500,000 4,500,000 8,000,000
Rio Hondo Park ‐ Soccer Field 797,331 250,000 1,047,331 Rio Hondo Park Outdoor Safety Lighting Replacement 100,000 100,000 Rivera Park enhanced safety netting on field 75,000 75,000Rivera Park Playground/Surfacing Replacement 500,000 500,000 Senior Center ADA and Safety Improvements to Parking Lots 78,992 78,992 Smith Park Aquatic Center Renovation 9,088,153 16,000,000 7,307,988 32,396,141 Smith Park Security Camera System 220,000 220,000
Smith Park Stadium Bleachers Storage Installation 50,000 50,000 Smith Park Stadium Turf Replacement 900,000 900,000
The PAD Park ‐ Design 1,050,000 1,050,000
The PAD park development ‐ Design 164,133 164,133
5FACILITIES 4,161,922 2,720,601 1,520,000 1,450,000 1,100,000 800,000 11,752,523 ADA City Hall Ramps, Restrooms and Elevator ‐ Construction 32,003 32,003 ADA City Hall Ramps, Restrooms and Elevator ‐ Design 250,000 250,000 ADA Improvements 1,100,000 1,100,000 1,100,000 800,000 800,000 4,900,000 Bus Shelter Improvements Project 299,839 300,000 300,000 300,000 300,000 1,499,839 City Hall Electric Vehicle Charging Stations (EVCS) 193,208 193,208 City Yard ‐ NPDES Compliance 25,000 25,000Council Chambers A V B Upgrades and Accessibility Improvements 520,616 520,616 HVAC Installation (Pico/Rivera Gyms) and Replacement at various City facilities 800,000 800,000 Hydraulic Elevator Repairs 75,000 75,000
Parks and Recreation Office HVAC 250,000 250,000
Pico Park Indoor Restrooms Renovation 150,000 150,000
Pico Park Outdoor Field Restroom Replacement 418,626 418,626 Pico Park Outdoor Gymnasium Restroom Renovation 400,000 400,000 Rio Hondo Park Outdoor Restrooms Renovation 70,000 70,000

Projects
Net Adjusted
Carryover
Sum of FY
2023‐2024
Sum of FY
2024‐2025
Sum of FY
2025‐2026
Sum of FY
2026‐2027
Sum of FY
2027‐2028
Sum of 5‐Year
Total Budget
Rivera Park ‐ new roof for office / Smith Park ‐ new roof for facility 600,000 600,000 Rivera Park Kitchen Renovation 50,000 50,000
Rivera Park Office/Auditorium/Lobby Flooring replacement 120,000 120,000Senior Center ADA and Safety Improvements – Restroom 550,000 550,000 Senior Center Patio ADA Improvements 250,000 250,000Teen Center Renovation 242,088 242,088 Teen Center Renovation ‐ Design 35,542 320,601 356,143
6TRAFFIC 1,765,257 1,765,257
Beverly Blvd ‐ TSSP 315,700 315,700
HSIP Cycle 7 ‐ Traffic Signal Upgrades 382,410 382,410
HSIP Cycle 8 ‐ Traffic Signal Upgrades 281,427 281,427
Intelligent Transportation System (ITS) Master Plan 147,496 147,496 Slauson Avenue Traffic Signal Synchronization Project (TSSP) 297,574 297,574 Washington Blvd Traffic Signal Synchronization Program 340,650 340,650 7STORMDRAINS 1,374,425 170,000 1,544,425
Bartolo Storm Drain Improvements and Relinquishment 632,624 632,624 Catch Basin Device Installation 350,000 350,000
NPDES Infrastructure Projects 380,000 170,000 550,000
Storm Drain CIPP Relining Project at 8672 Pico Vista Road 11,801 11,801 8SEWERS 1,185,991 439,000 447,000 2,071,991
Sewer Main Improvements 1,185,991 439,000 447,000 2,071,991 Proposed 21,778,790 13,160,000 13,328,170 15,427,700 13,440,000 77,134,660 1STREETS 12,735,000 12,590,000 12,590,000 12,890,000 12,890,000 63,695,000 Annual Citywide Bridge Repairs Project 200,000 200,000 500,000 500,000 1,400,000 Annual Sidewalk Improvements Project 200,000 270,000 270,000 270,000 270,000 1,280,000 Annual Signing and Striping Project 120,000 120,000 120,000 120,000 120,000 600,000 Major Arterials Signing and Striping Project 165,000 165,000 Road Resurfacing Program ‐ Overlay and Reconstruction 12,000,000 12,000,000 12,000,000 12,000,000 12,000,000 60,000,000 Monument Markers 250,000 250,000
4PARKS 2,165,000 2,165,000
Rio Vista Musco Lights 100,000 100,000
Smith Park Stadium PA Sound System 65,000 65,000
Smith Park/Rio Vista Fence Replacements (multiple locations) 150,000 150,000 Pico Park Playground Resurfacing 250,000 250,000
Rivera Park Sandbox Playground Resurfacing 100,000 100,000 Rivera Park Batting Cage 600,000 600,000

Projects
Net Adjusted
Carryover
Sum of FY
2023‐2024
Sum of FY
2024‐2025
Sum of FY
2025‐2026
Sum of FY
2026‐2027
Sum of FY
2027‐2028
Sum of 5‐Year
Total Budget
Park Exercising Equipment 900,000 900,000
5FACILITIES 1,144,400 1,144,400
ER work for Design of Golf Course due to Fire Damage 44,400 44,400 Golf Course Security Camera System 100,000 100,000
Pico Park (26) Interior and (36) Exterior Doors 600,000 600,000 Pico Park Roof 310,000 310,000
Rivera Park Sound Panels 90,000 90,000
6TRAFFIC 5,304,390 20,000 188,170 1,987,700 7,500,260
Citywide Sign Audit and Roadway Safety Sign Enhancement Project 2,839,170 2,839,170 CitywideTraffic Signal Safety Enhancements Project 2,167,720 2,167,720 School Crossings Safety Enhancements Project 297,500 20,000 317,500 Radar Feedback Speed Warning Signs 57,020 476,100 533,120 Striping Through Intersections and Raised Medians 23,100 160,300 183,400 Signal Timing Improvements 108,050 1,351,300 1,459,350
7STORMDRAINS 430,000 550,000 550,000 550,000 550,000 2,630,000 NPDES Infrastructure Projects 430,000 550,000 550,000 550,000 550,000 2,630,000 Grand Total 59,412,205 70,020,428 54,759,642 59,085,344 21,319,291 14,940,000 279,536,910

General Fund Liability Claims Air Quality Improvement SB1‐ Traffic Congestion Relief Proposition A Proposition C Measure R Measure M Measure W Transportation Dev Acccount Measure A Cable/PEG Support CDBG‐  CFDA #14.218 2018 Series A Cert of Part Capital Improvement Fund Water Authority American Recovery Plan (ARPA) Highway Bridge Program (HBP) Miscellaneous Local Grant Miscellaneous Federal Grant Miscellaneous State Grant Unfunded 5‐YEAR CAPITAL IMPROVEMENT PLAN BY FUNDING SOURCE (*excludes studies) 100 105 200 202 205 206 207 208 209 210 215 250 280 305 400 550 640 661 697 698 699 Unfunded Grand Total Ongoing (Continuing Projects) 386,964 120,468 443,711 1,499,839 8,140,540 3,230,248 7,625,410 1,622,461 67,049 958,356 180,616 1,067,138 2,663,103 15,867,916 33,603,108 4,272,455 60,368,016 10,000,000 6,710,000 28,657,861 14,916,991 202,402,250 Sum of FY 2023‐24(Includes Carry‐over, adjustments & new requests) 386,964 120,468 443,711 599,839 6,340,540 1,730,248 3,413,910 1,622,461 67,049 150,000 180,616 467,138 2,663,103 9,068,284 21,942,108 4,272,455 4,006,097 10,000,000 6,710,000 24,157,861 9,310,991 107,653,843 1STREETS 443,711 1,862,031 1,328,414 31,521 100,000 2,663,103 3,872,123 8,779,778 19,080,681 Annual Signing and Striping ‐ Ongoing 46,614 46,614
Durfee Ave Underpass Project 49,280 96,170 145,450
Major Corridors Median Beautification Project 872,965 450,000 447,573 3,980,383 5,750,921Overlay Improvements on Whittier Boulevard 95,744 95,744Residential Resurfacing Program ‐ Chip Seal 6,556 113,312 119,868 Residential Resurfacing Program ‐ Overlay & Reconstruction ‐ Ongoing 5,202 100,000 1,855,562 2,622,913 1,077,759 5,661,436 Residential Resurfacing Program ‐ Slurry and Cape Seal . 296,198 173,323 469,520 Restoration of Entrance Monuments 77,647 77,647Rosemead Blvd Median Beautification Project 936,285 424,406 3,721,636 5,082,327 Rosemead Boulevard Road Resurfacing Project (North of Whittier Boulevard) 135,755 598,484 734,239 Rosemead/Beverly Rd IntersecƟon Improvements ‐ Hot Spots  ‐ Grant, not Measure R Local Return 831,800 831,800Telegraph Rd Traffic Enhancements Project Phase II 3,501 3,501Telegraph Road over Rio Hondo Channel Bridge Project 30,092 30,092Underpasses Improvements (Passons, Paramount & Rosemead) BOD Report 31,521 31,521 2BRIDGES 2,860,749 287,883 3,348,844 67,049 4,006,097 3,160,000 1,801,615 15,532,236 Bridge Preventative Maintenance Prog‐Coop Agreement with LACPW 50,869 50,869 Pico Rivera Regional Bikeway Project 164,961 2,821,077 67,049 3,160,000 1,801,615 8,014,701 Rehabilitation Telegraph Rd Bridge Over San Gabriel River 2,400,173 1,774,698 4,174,871Rehabilitation Washington Blvd Bridge Over Rio Hondo River 381,839 527,767 2,231,399 3,141,005 Slauson Avenue over San Gabriel River Bridge Seismic Retrofit 27,868 27,868Whittier Blvd. Underpass East of Orange St. Slope Repairs 122,922 122,922 3WATER 158,402 21,942,108 4,272,455 2,500,000 28,872,965 Advance Metering Infrastructure (AMI) 1,032,566 1,032,566 City Yard Generator, Transfer Switch & Main Electrical Panel 158,402 118,222 276,624 Construction ‐ Water Main Replacement (W41,W98,W110) 2,230,000 4,272,455 6,502,455 Design ‐ Water Main Replacement (W41, W98, W110) 1,698,301 1,698,301 Garrick, Olympic, Spruce, Calada, Water Main Replacement 144,922 144,922 PFAS Treatment System Project 4,136,810 4,136,810
PFAS Treatment System Project ‐ Phase II ‐ Federalize 850,000 2,500,000 3,350,000Plant No. 3 Electrical Control and MCC Panel 211,799 211,799 Pressure Relief Sustaining Valve Stations 579,655 579,655 Storage Tanks 3,144,000 3,144,000
Water Distribution System Pressure Zone Partition 750,000 750,000 Water Facility Improvements 1,500,000 1,500,000Water Main Improvements 5,280,000 5,280,000Water Wells 7,8,9 & 10 Destruction Project 250,000 250,000Well No 1,2,12 ‐ Casing Vents and Raise Pump Base 15,833 15,833 4PARKS 78,992 2,124,133 10,000,000 1,050,000 13,411,640 6,125,000 32,789,765 Dog Park 1,440,000 1,440,000
Pico Park Security Camera System 200,000 200,000Renovation of Rio Hondo Park Playgrounds 26,156 26,156 Rio Hondo Park 3,500,000 3,500,000
Rio Hondo Park ‐ Soccer Field 797,331 797,331
Rio Hondo Park Outdoor Safety Lighting Replacement 100,000 100,000 Rivera Park enhanced safety netting on field 75,000 75,000 Senior Center ADA and Safety Improvements to Parking Lots 78,992 78,992 Smith Park Aquatic Center Renovation 10,000,000 9,088,153 6,000,000 25,088,153Smith Park Security Camera System 220,000 220,000 Smith Park Stadium Bleachers Storage Installation 50,000 50,000 The PAD Park ‐ Design 1,050,000 1,050,000The PAD park development ‐ Design 164,133 164,133 5FACILITIES 340,000 120,468 599,839 25,000 150,000 180,616 388,146 2,913,626 164,828 2,000,000 6,882,523 ADA City Hall Ramps, Restrooms and Elevator ‐ Construction 32,003 32,003 ADA City Hall Ramps, Restrooms and Elevator ‐ Design 250,000 250,000 ADA Improvements 1,100,000 1,100,000Bus Shelter Improvements Project 599,839 599,839 City Hall Electric Vehicle Charging Stations (EVCS) 120,468 72,740 193,208 City Yard ‐ NPDES Compliance 25,000 25,000Council Chambers A V B Upgrades and Accessibility Improvements 340,000 180,616 520,616 HVAC Installation (Pico/Rivera Gyms) and Replacement at various City facilities 800,000 800,000 Hydraulic Elevator Repairs 75,000 75,000Parks and Recreation Office HVAC 250,000 250,000Pico Park Indoor Restrooms Renovation 150,000 150,000Pico Park Outdoor Field Restroom Replacement 418,626 418,626Pico Park Outdoor Gymnasium Restroom Renovation 400,000 400,000 Enclosure 1, Exhibit D2
General Fund Liability Claims Air Quality Improvement SB1‐ Traffic Congestion Relief Proposition A Proposition C Measure R Measure M Measure W Transportation Dev Acccount Measure A Cable/PEG Support CDBG‐  CFDA #14.218 2018 Series A Cert of Part Capital Improvement Fund Water Authority American Recovery Plan (ARPA) Highway Bridge Program (HBP) Miscellaneous Local Grant Miscellaneous Federal Grant Miscellaneous State Grant Unfunded 5‐YEAR CAPITAL IMPROVEMENT PLAN BY FUNDING SOURCE (*excludes studies) 100 105 200 202 205 206 207 208 209 210 215 250 280 305 400 550 640 661 697 698 699 Unfunded Grand Total Rio Hondo Park Outdoor Restrooms Renovation 70,000 70,000 Rivera Park ‐ new roof for office / Smith Park ‐ new roof for facility 600,000 600,000 Senior Center ADA and Safety Improvements – Restroom 550,000 550,000 Senior Center Patio ADA Improvements 250,000 250,000
Teen Center Renovation 150,000 92,088 242,088
Teen Center Renovation ‐ Design 356,143 356,143
6TRAFFIC 1,617,760 113,951 33,546 1,765,257
Beverly Blvd ‐ TSSP 315,700 315,700
HSIP Cycle 7 ‐ Traffic Signal Upgrades 382,410 382,410
HSIP Cycle 8 ‐ Traffic Signal Upgrades 281,427 281,427Intelligent Transportation System (ITS) Master Plan 113,951 33,546 147,496 Slauson Avenue Traffic Signal Synchronization Project (TSSP) 297,574 297,574 Washington Blvd Traffic Signal Synchronization Program 340,650 340,650 7STORMDRAINS 46,964 1,497,461 1,544,425
Bartolo Storm Drain Improvements and Relinquishment 46,964 585,660 632,624 Catch Basin Device Installation 350,000 350,000
NPDES Infrastructure Projects 550,000 550,000
Storm Drain CIPP Relining Project at 8672 Pico Vista Road 11,801 11,801 8SEWERS 1,185,991 1,185,991
Sewer Main Improvements 1,185,991 1,185,991
Sum of FY 2024‐25 300,000 650,000 700,000 3,461,500 808,356 300,000 6,749,632 7,698,000 14,173,154 4,500,000 2,259,000 41,599,642 1STREETS 650,000 400,000 250,000 1,300,000
Major Corridors Median Beautification Project 200,000 200,000 400,000 Rosemead Blvd Median Beautification Project 200,000 200,000 Telegraph Road over Rio Hondo Channel Bridge Project 200,000 200,000 Underpasses Improvements (Passons, Paramount & Rosemead) BOD Report 250,000 250,000 500,000 2BRIDGES 300,000 3,211,500 14,173,154 17,684,654
Rehabilitation Telegraph Rd Bridge Over San Gabriel River 12,331,730 12,331,730 Rehabilitation Washington Blvd Bridge Over Rio Hondo River 3,211,500 1,841,424 5,052,924Whittier Blvd. Underpass East of Orange St. Slope Repairs 300,000 300,000 3WATER 7,698,000 7,698,000
Storage Tanks 3,490,000 3,490,000Water Main Improvements 4,208,000 4,208,000 4PARKS 808,356 6,749,632 4,500,000 900,000 12,957,988
Rio Hondo Park 4,500,000 4,500,000Rio Hondo Park ‐ Soccer Field 250,000 250,000 Smith Park Aquatic Center Renovation 808,356 6,499,632 7,307,988Smith Park Stadium Turf Replacement 900,000 900,000 5FACILITIES 300,000 300,000 920,000 1,520,000
ADA Improvements 300,000 800,000 1,100,000Bus Shelter Improvements Project 300,000 300,000 Rivera Park Office/Auditorium/Lobby Flooring replacement 120,000 120,000 8SEWERS 439,000 439,000
Sewer Main Improvements 439,000 439,000
Sum of FY 2025‐26 300,000 650,000 400,000 250,000 300,000 50,000 3,463,000 39,097,174 1,247,000 45,757,174 1STREETS 650,000 400,000 250,000 1,300,000
Major Corridors Median Beautification Project 200,000 200,000 400,000 Rosemead Blvd Median Beautification Project 200,000 200,000 Telegraph Road over Rio Hondo Channel Bridge Project 200,000 200,000 Underpasses Improvements (Passons, Paramount & Rosemead) BOD Report 250,000 250,000 500,000 2BRIDGES 39,097,174 39,097,174
Rehabilitation Telegraph Rd Bridge Over San Gabriel River 14,310,102 14,310,102Rehabilitation Washington Blvd Bridge Over Rio Hondo River 24,787,072 24,787,072 3WATER 3,463,000 3,463,000
Water Main Improvements 3,463,000 3,463,000
5FACILITIES 300,000 300,000 50,000 800,000 1,450,000
ADA Improvements 300,000 800,000 1,100,000Bus Shelter Improvements Project 300,000 300,000 Rivera Park Kitchen Renovation 50,000 50,000
8SEWERS 447,000 447,000
Sewer Main Improvements 447,000 447,000
Sum of FY 2026‐27 300,000 250,000 200,000 250,000 500,000 3,091,591 1,300,000 5,891,591 1STREETS 250,000 200,000 250,000 700,000
Telegraph Road over Rio Hondo Channel Bridge Project 200,000 200,000 Underpasses Improvements (Passons, Paramount & Rosemead) BOD Report 250,000 250,000 500,000 2BRIDGES 3,091,591 3,091,591
Rehabilitation Washington Blvd Bridge Over Rio Hondo River 3,091,591 3,091,591 3WATER 500,000 500,000
General Fund Liability Claims Air Quality Improvement SB1‐ Traffic Congestion Relief Proposition A Proposition C Measure R Measure M Measure W Transportation Dev Acccount Measure A Cable/PEG Support CDBG‐  CFDA #14.218 2018 Series A Cert of Part Capital Improvement Fund Water Authority American Recovery Plan (ARPA) Highway Bridge Program (HBP) Miscellaneous Local Grant Miscellaneous Federal Grant Miscellaneous State Grant Unfunded 5‐YEAR CAPITAL IMPROVEMENT PLAN BY FUNDING SOURCE (*excludes studies) 100 105 200 202 205 206 207 208 209 210 215 250 280 305 400 550 640 661 697 698 699 Unfunded Grand Total Water Facility Improvements 500,000 500,000
4PARKS 500,000 500,000
Rivera Park Playground/Surfacing Replacement 500,000 500,000 5FACILITIES 300,000 800,000 1,100,000
ADA Improvements 800,000 800,000Bus Shelter Improvements Project 300,000 300,000 Sum of FY 2027‐28 250,000 200,000 250,000 800,000 1,500,000 1STREETS 250,000 200,000 250,000 700,000
Telegraph Road over Rio Hondo Channel Bridge Project 200,000 200,000 Underpasses Improvements (Passons, Paramount & Rosemead) BOD Report 250,000 250,000 500,000 5FACILITIES 800,000 800,000
ADA Improvements 800,000 800,000
Proposed (New) Projects 44,400 5,200,000 3,500,000 3,340,000 250,000 3,130,000 350,000 538,000 50,000 4,829,390 55,902,870 77,134,660 Sum of FY 2023‐24(Includes Carry‐over, adjustments & new requests) 44,400 1,200,000 660,000 250,000 530,000 50,000 538,000 50,000 4,829,390 13,627,000 21,778,790 1STREETS 1,200,000 360,000 100,000 538,000 125,000 10,412,000 12,735,000 Annual Sidewalk Improvements Project 200,000 200,000
Annual Signing and Striping Project 120,000 120,000
Major Arterials Signing and Striping Project 40,000 125,000 165,000Monument Markers 250,000 250,000Road Resurfacing Program ‐ Overlay and Reconstruction 1,200,000 100,000 538,000 10,162,000 12,000,000 4PARKS 50,000 2,115,000 2,165,000
Park Exercising Equipment 900,000 900,000Pico Park Playground Resurfacing 250,000 250,000Rio Vista Musco Lights 100,000 100,000 Rivera Park Batting Cage 600,000 600,000
Rivera Park Sandbox Playground Resurfacing 100,000 100,000 Smith Park Stadium PA Sound System 50,000 15,000 65,000Smith Park/Rio Vista Fence Replacements (multiple locations) 150,000 150,000 5FACILITIES 44,400 1,100,000 1,144,400
ER work for Design of Golf Course due to Fire Damage 44,400 44,400 Golf Course Security Camera System 100,000 100,000
Pico Park (26) Interior and (36) Exterior Doors 600,000 600,000 Pico Park Roof 310,000 310,000Rivera Park Sound Panels 90,000 90,000 6TRAFFIC 300,000 250,000 50,000 4,704,390 5,304,390
Citywide Sign Audit and Roadway Safety Sign Enhancement Project 300,000 2,539,170 2,839,170 CitywideTraffic Signal Safety Enhancements Project 250,000 1,917,720 2,167,720 School Crossings Safety Enhancements Project 50,000 247,500 297,500 7STORMDRAINS 430,000 430,000
NPDES Infrastructure Projects 430,000 430,000
Sum of FY 2024‐25 1,000,000 700,000 420,000 650,000 90,000 10,300,000 13,160,000 1STREETS 1,000,000 700,000 420,000 100,000 70,000 10,300,000 12,590,000 Annual Citywide Bridge Repairs Project 200,000 200,000Annual Sidewalk Improvements Project 200,000 70,000 270,000 Annual Signing and Striping Project 120,000 120,000
Road Resurfacing Program ‐ Overlay and Reconstruction 1,000,000 500,000 100,000 100,000 10,300,000 12,000,000 6TRAFFIC 20,000 20,000
School Crossings Safety Enhancements Project 20,000 20,000 7STORMDRAINS 550,000 550,000
NPDES Infrastructure Projects 550,000 550,000
Sum of FY 2025‐26 1,000,000 700,000 620,000 650,000 70,000 10,288,170 13,328,170 1STREETS 1,000,000 700,000 620,000 100,000 70,000 10,100,000 12,590,000 Annual Citywide Bridge Repairs Project 200,000 200,000Annual Sidewalk Improvements Project 200,000 70,000 270,000 Annual Signing and Striping Project 120,000 120,000
Road Resurfacing Program ‐ Overlay and Reconstruction 1,000,000 500,000 300,000 100,000 10,100,000 12,000,000 6TRAFFIC 188,170 188,170
Radar Feedback Speed Warning Signs 57,020 57,020
Signal Timing Improvements 108,050 108,050Striping Through Intersections and Raised Medians 23,100 23,100 7STORMDRAINS 550,000 550,000
NPDES Infrastructure Projects 550,000 550,000
Sum of FY 2026‐27 1,000,000 1,000,000 820,000 650,000 70,000 11,887,700 15,427,700 1STREETS 1,000,000 1,000,000 820,000 100,000 70,000 9,900,000 12,890,000 Annual Citywide Bridge Repairs Project 500,000 500,000Annual Sidewalk Improvements Project 200,000 70,000 270,000 Annual Signing and Striping Project 120,000 120,000
Road Resurfacing Program ‐ Overlay and Reconstruction 1,000,000 500,000 500,000 100,000 9,900,000 12,000,000 General Fund Liability Claims Air Quality Improvement SB1‐ Traffic Congestion Relief Proposition A Proposition C Measure R Measure M Measure W Transportation Dev Acccount Measure A Cable/PEG Support CDBG‐  CFDA #14.218 2018 Series A Cert of Part Capital Improvement Fund Water Authority American Recovery Plan (ARPA) Highway Bridge Program (HBP) Miscellaneous Local Grant Miscellaneous Federal Grant Miscellaneous State Grant Unfunded 5‐YEAR CAPITAL IMPROVEMENT PLAN BY FUNDING SOURCE (*excludes studies) 100 105 200 202 205 206 207 208 209 210 215 250 280 305 400 550 640 661 697 698 699 Unfunded Grand Total 6TRAFFIC 1,987,700 1,987,700
Radar Feedback Speed Warning Signs 476,100 476,100
Signal Timing Improvements 1,351,300 1,351,300
Striping Through Intersections and Raised Medians 160,300 160,300 7STORMDRAINS 550,000 550,000
NPDES Infrastructure Projects 550,000 550,000
Sum of FY 2027‐28 1,000,000 1,100,000 820,000 650,000 70,000 9,800,000 13,440,000 1STREETS 1,000,000 1,100,000 820,000 100,000 70,000 9,800,000 12,890,000 Annual Citywide Bridge Repairs Project 500,000 500,000Annual Sidewalk Improvements Project 200,000 70,000 270,000 Annual Signing and Striping Project 120,000 120,000
Road Resurfacing Program ‐ Overlay and Reconstruction 1,000,000 600,000 500,000 100,000 9,800,000 12,000,000 7STORMDRAINS 550,000 550,000
NPDES Infrastructure Projects 550,000 550,000
Grand Total 386,964 44,400 120,468 5,643,711 1,499,839 11,640,540 6,570,248 7,875,410 4,752,461 417,049 958,356 180,616 1,067,138 3,201,103 15,917,916 33,603,108 4,272,455 60,368,016 10,000,000 11,539,390 28,657,861 70,819,861 279,536,910 PROJECT NAME: Pico Park Indoor Restroom Renovation
PROJECT MANAGER: Dylan Flores / Kevin Ko
DEPARTMENT: Parks and Recreation / Public Works
Project Type:  Streets 
 Bridges  Storm Drain
 Water  Sewer
 Parks  Studies
 Facilities  Other
Please provide project parameters (i.e., geographic location)  Low - Project can be deferred without significant negative impact(s)  Medium - Project cannot be deferred without some negative impact(s)  High - Project must be implemented due to mandates, public safety concerns, etc.

Cost Estimate:

Ongoing Cost: $5,000 per year for maintenance
 YES Local Match Fund Amount: $
Federal/State Fund  NO Fund deadline:

PROJ
NO. NEW Carryover
Proposed
FY
2023-24
Proposed
FY
2024-25
Proposed
FY
2025-26
Proposed
FY
2026-27
Proposed
FY
2027-28
Proposed
beyond
2028
$ 150,000
$ - $ 150,000 $ - $ - $ - $ - $ -
$ 150,000
$ - $ 150,000 $ - $ - $ - $ - $ -
$ -
$ -
TOTAL $ 150,000
215 $ 150,000
$ -
$ -
MAINTENANCE $ -
TOTAL $ 150,000

FUNDING SOURCES
RIGHT OF WAY $ -
ENVIRONMENTAL $ -
CONSTRUCTION $ 150,000
DESIGN $ -
Project Limits:
9528 Beverly Blvd, Pico Rivera, CA 90660
Are there any existing plans, maps or other supporting documentation for this project? (to be provided upon request) Yes
Project Description: Pico Park facility restrooms need to be completely remodeled and brought to ADA compliance. Replacement of amenities, flooring and paint.

Project Justification: Pico Park facility restrooms need to be remodeled and brought to ADA compliance. Replacing the current sink area with accessible sink, soap dispenser and paper towel dispenser for ADA accessibility. Additionally, removing and replacing the current tile and paint in both the men and womens restrooms and fixing stall walls and hinges. Improving the lighting and replacing the mirrors which are filled with water damage. Adding hand dryers and creating more of a environmental friendly restroom.

Priority Assessment:
$ 150,000
Date
Total Budget
Select 1

CITY OF PICO RIVERA

CIP PROJECT REQUEST FORM
FISCAL YEAR 2023-28
Traffic
Enclosure 1, Exhibit D3

PROJECT NAME: Pico Park Interior and Exterior Doors
PROJECT MANAGER: Dylan Flores / Kevin Ko
DEPARTMENT: Parks and Recreation / Public Works
Project Type:  Streets 
 Bridges  Storm Drain
 Water  Sewer
 Parks  Studies
 Facilities  Other
Please provide project parameters (i.e., geographic location)  Low - Project can be deferred without significant negative impact(s)  Medium - Project cannot be deferred without some negative impact(s)  High - Project must be implemented due to mandates, public safety concerns, etc.

Cost Estimate:

Ongoing Cost:
 YES Local Match Fund Amount: $
Federal/State Fund  NO Fund deadline:

PROJ
NO. NEW Carryover
Proposed
FY
2023-24
Proposed
FY
2024-25
Proposed
FY
2025-26
Proposed
FY
2026-27
Proposed
FY
2027-28
Proposed
beyond
2028
$ 600,000
$ 600,000 - $ - $ - $ - $ - $ - $
$ 600,000
TOTAL $ 600,000 - $ - $ - $ - $ - $ - $ $ 600,000
$ -
$ -
$ -

FUNDING SOURCES
Unfunded $ 600,000
$ -
CONSTRUCTION $ 600,000
MAINTENANCE $ -
TOTAL $ 600,000
DESIGN $ -
RIGHT OF WAY $ -
ENVIRONMENTAL $ -
Total Budget
Project Limits:
9528 Beverly Blvd, Pico Rivera, CA 90660
Are there any existing plans, maps or other supporting documentation for this project? (to be provided upon request) Yes
Project Description: Pico Park Interior and Exterior Doors Project Justification: Replace all 26 interior doors at Pico Park. Current doors are not fully engaged to the locking systems. Interior doors are unable to remain locked, doors are swelling from the ground shifting and are difficult to open. Also, replace all 36 exterior doors at Pico Park. Current doors are not fully engaged to the locking systems. Auditorium facility doors are unable to remain unlocked and difficult to open making them a fire hazard in the event of an emergency. This is unsafe for staff since they have to shove their body to close.

Priority Assessment:
$ 600,000
Unknown
Date
Select 1

CITY OF PICO RIVERA

CIP PROJECT REQUEST FORM
FISCAL YEAR 2023-28
Traffic

PROJECT NAME: Pico Park Roof
PROJECT MANAGER: Dylan Flores / Kevin Ko
DEPARTMENT: Parks and Recreation / Public Works
Project Type:  Streets 
 Bridges  Storm Drain
 Water  Sewer
 Parks  Studies
 Facilities  Other
Please provide project parameters (i.e., geographic location)  Low - Project can be deferred without significant negative impact(s)  Medium - Project cannot be deferred without some negative impact(s)  High - Project must be implemented due to mandates, public safety concerns, etc.

Cost Estimate:

Ongoing Cost:
 YES Local Match Fund Amount: $
Federal/State Fund  NO Fund deadline:

PROJ
NO. NEW Carryover
Proposed
FY
2023-24
Proposed
FY
2024-25
Proposed
FY
2025-26
Proposed
FY
2026-27
Proposed
FY
2027-28
Proposed
beyond
2028
$ 310,000
$ 310,000 - $ - $ - $ - $ - $ - $
$ 310,000
TOTAL $ 310,000 - $ - $ - $ - $ - $ - $ $ 310,000
$ -
$ -
$ -

FUNDING SOURCES
Unfunded $ 310,000
$ -
CONSTRUCTION $ 310,000
MAINTENANCE $ -
TOTAL $ 310,000
DESIGN $ -
RIGHT OF WAY $ -
ENVIRONMENTAL $ -
Total Budget
Project Limits:
9528 Beverly Blvd, Pico Rivera, CA 90660
Are there any existing plans, maps or other supporting documentation for this project? (to be provided upon request) Yes
Project Description: Pico Park Roof Replacement
Project Justification: Pico Park new roof installation and replacement. The current roof at Pico Park has served its life span and needs to be replaced.

The roofing panels are lose, cracked and falling apart. Potentially causing a hazard for Public Works when conducting routine maintenance on gutters and HVAC units.

Priority Assessment:
$310,000 over one year
Unknown
Date
Select 1

CITY OF PICO RIVERA

CIP PROJECT REQUEST FORM
FISCAL YEAR 2023-28
Traffic

PROJECT NAME: Rio Vista Musco Lights (Field #2)
PROJECT MANAGER: Dylan Flores / Kevin Ko
DEPARTMENT: Parks and Recreation / Public Works
Project Type:  Streets 
 Bridges  Storm Drain
 Water  Sewer
 Parks  Studies
 Facilities  Other
Please provide project parameters (i.e., geographic location)  Low - Project can be deferred without significant negative impact(s)  Medium - Project cannot be deferred without some negative impact(s)  High - Project must be implemented due to mandates, public safety concerns, etc.

Cost Estimate:

Ongoing Cost:
 YES Local Match Fund Amount: $
Federal/State Fund  NO Fund deadline:

PROJ
NO. NEW Carryover
Proposed
FY
2023-24
Proposed
FY
2024-25
Proposed
FY
2025-26
Proposed
FY
2026-27
Proposed
FY
2027-28
Proposed
beyond
2028
$ 100,000
$ 100,000 - $ - $ - $ - $ - $ - $
$ 100,000
TOTAL $ 100,000 - $ - $ - $ - $ - $ - $ $ 100,000
$ -
$ -
$ -

FUNDING SOURCES
Unfunded $ 100,000
$ -
CONSTRUCTION $ 100,000
MAINTENANCE $ -
TOTAL $ 100,000
DESIGN $ -
RIGHT OF WAY $ -
ENVIRONMENTAL $ -
Total Budget
Project Limits:
8751 Coffman and Pico Rd, Pico Rivera, CA 90660
Are there any existing plans, maps or other supporting documentation for this project? (to be provided upon request) Yes
Project Description: Rio Vista Musco Lights (Field #2)
Project Justification: Currently there are no light poles for field #2 at Rio Vista park. This limits the user groups usage of the fields, especially during day light saving. This causes a dangerous situation for groups who continue to play with minimal visibility.

Priority Assessment:
$ 100,000
Unknown
Date
Select 1

CITY OF PICO RIVERA

CIP PROJECT REQUEST FORM
FISCAL YEAR 2023-28
Traffic

PROJECT NAME: Rivera Park Sound Panels
PROJECT MANAGER: Dylan Flores / Kevin Ko
DEPARTMENT: Parks and Recreation / Public Works
Project Type:  Streets 
 Bridges  Storm Drain
 Water  Sewer
 Parks  Studies
 Facilities  Other
Please provide project parameters (i.e., geographic location)  Low - Project can be deferred without significant negative impact(s)  Medium - Project cannot be deferred without some negative impact(s)  High - Project must be implemented due to mandates, public safety concerns, etc.

Cost Estimate:

Ongoing Cost:
 YES Local Match Fund Amount: $
Federal/State Fund  NO Fund deadline:

PROJ
NO. NEW Carryover
Proposed
FY
2023-24
Proposed
FY
2024-25
Proposed
FY
2025-26
Proposed
FY
2026-27
Proposed
FY
2027-28
Proposed
beyond
2028
$ 90,000
$ 90,000 - $ - $ - $ - $ - $ - $
$ 90,000
TOTAL $ 90,000 - $ - $ - $ - $ - $ - $ $ 90,000
$ -
$ -
$ -

FUNDING SOURCES
Unfunded $ 90,000
$ -
CONSTRUCTION $ 90,000
MAINTENANCE $ -
TOTAL $ 90,000
DESIGN $ -
RIGHT OF WAY $ -
ENVIRONMENTAL $ -
Total Budget
Project Limits:
9530 Shade Ln, Pico Rivera, CA 90660
Are there any existing plans, maps or other supporting documentation for this project? (to be provided upon request) Yes
Project Description: Rivera Park Sound Panels. To be installed in the gymnasium only.

Project Justification: Rivera Park is in need of sound panels. Without the sound panels, it is very hard to hear and is extremely loud in the facility. To be installed in the gymnasium only.

Priority Assessment:
$ 90,000
Unknown
Date
Select 1

CITY OF PICO RIVERA

CIP PROJECT REQUEST FORM
FISCAL YEAR 2023-28
Traffic

PROJECT NAME: Smith Park / Rio Vista Fence Replacements (multiple locations) PROJECT MANAGER: Dylan Flores / Kevin Ko
DEPARTMENT: Parks and Recreation / Public Works
Project Type:  Streets 
 Bridges  Storm Drain
 Water  Sewer
 Parks  Studies
 Facilities  Other
Please provide project parameters (i.e., geographic location)  Low - Project can be deferred without significant negative impact(s)  Medium - Project cannot be deferred without some negative impact(s)  High - Project must be implemented due to mandates, public safety concerns, etc.

Cost Estimate:

Ongoing Cost:
 YES Local Match Fund Amount: $
Federal/State Fund  NO Fund deadline:

PROJ
NO. NEW Carryover
Proposed
FY
2023-24
Proposed
FY
2024-25
Proposed
FY
2025-26
Proposed
FY
2026-27
Proposed
FY
2027-28
Proposed
beyond
2028
$ 150,000
$ 150,000 - $ - $ - $ - $ - $ - $
$ 150,000
TOTAL $ 150,000 - $ - $ - $ - $ - $ - $ $ 150,000
$ -
$ -
$ -

FUNDING SOURCES
Unfunded $ 150,000
$ -
CONSTRUCTION $ 150,000
MAINTENANCE $ -
TOTAL $ 150,000
DESIGN $ -
RIGHT OF WAY $ -
ENVIRONMENTAL $ -
Total Budget
Project Limits:
6016 Rosemead Blvd, Pico Rivera, CA 90660
Are there any existing plans, maps or other supporting documentation for this project? (to be provided upon request) Yes
Project Description: Fencing at: Smith Park: Field #3, Stadium, between Smith Park and Salazar Continuation School Fencing at Rio Vista: Field #2 and Field #3
Project Justification: The fencing at these locations are a safety/hazard concern. The fences are starting to bow outward and patrons are sitting on the fence. Gates on these fences do not open or close properly. Also, patrons are climbing the fence or crawling under the fences posing a hazard to themselves and the fields being misused. Fences are also sticking out.

Priority Assessment:
$ 150,000
unknown
Date
Select 1

CITY OF PICO RIVERA

CIP PROJECT REQUEST FORM
FISCAL YEAR 2023-28
Traffic

PROJECT NAME: Smith Park Stadium PA System Installation PROJECT MANAGER: Dylan Flores / Kevin Ko
DEPARTMENT: Parks and Recreation / Public Works
Project Type:  Streets 
 Bridges  Storm Drain
 Water  Sewer
 Parks  Studies
 Facilities  Other
Please provide project parameters (i.e., geographic location)  Low - Project can be deferred without significant negative impact(s)  Medium - Project cannot be deferred without some negative impact(s)  High - Project must be implemented due to mandates, public safety concerns, etc.

Cost Estimate:

Ongoing Cost: unknown
 YES Local Match Fund Amount: $
Federal/State Fund  NO Fund deadline:

PROJ
NO. NEW Carryover
Proposed
FY
2023-24
Proposed
FY
2024-25
Proposed
FY
2025-26
Proposed
FY
2026-27
Proposed
FY
2027-28
Proposed
beyond
2028
$ 65,000
$ 65,000 - $ - $ - $ - $ - $ - $
$ 50,000
$ 15,000
$ 65,000 - $ - $ - $ - $ - $ - $
$ -
$ -
TOTAL $ 65,000
400 $ 50,000
Unfunded $ 15,000
$ -
MAINTENANCE $ -
TOTAL $ 65,000

FUNDING SOURCES
RIGHT OF WAY $ -
ENVIRONMENTAL $ -
CONSTRUCTION $ 65,000
DESIGN $ -
Project Limits:
6016 Rosemead Blvd, Pico Rivera, CA 90660
Are there any existing plans, maps or other supporting documentation for this project? (to be provided upon request) Yes
Project Description: Smith Park needs to update the sound system in the stadium. New speakers and system is needed to assist in programming at the fields.

Project Justification: Organizations are currently utilizing the fields speaker and sound system for sporting events. The stadium requires new speakers and a system to play throughout the field. The new system will assist in games, meetings and public rentals.

Priority Assessment:
$65,000 in one year
Date
Total Budget
Select 1

CITY OF PICO RIVERA

CIP PROJECT REQUEST FORM
FISCAL YEAR 2023-28
Traffic

PROJECT NAME: Golf Course Security Camera System
PROJECT MANAGER: Dylan Flores / Kevin Ko
DEPARTMENT: Parks and Recreation / Public Works
Project Type:  Streets 
 Bridges  Storm Drain
 Water  Sewer
 Parks  Studies
 Facilities  Other
Please provide project parameters (i.e., geographic location)  Low - Project can be deferred without significant negative impact(s)  Medium - Project cannot be deferred without some negative impact(s)  High - Project must be implemented due to mandates, public safety concerns, etc.

Cost Estimate:

Ongoing Cost:
 YES Local Match Fund Amount: $
Federal/State Fund  NO Fund deadline:

PROJ
NO. NEW Carryover
Proposed
FY
2023-24
Proposed
FY
2024-25
Proposed
FY
2025-26
Proposed
FY
2026-27
Proposed
FY
2027-28
Proposed
beyond
2028
$ 100,000
$ 100,000 - $ - $ - $ - $ - $ - $
$ 100,000
TOTAL $ 100,000 - $ - $ - $ - $ - $ - $ $ 100,000
$ -
$ -
$ -

FUNDING SOURCES
Unfunded $ 100,000
$ -
CONSTRUCTION $ 100,000
MAINTENANCE $ -
TOTAL $ 100,000
DESIGN $ -
RIGHT OF WAY $ -
ENVIRONMENTAL $ -
Total Budget
Project Limits:
3260 Fairway Dr. Pico Rivera, CA 90660
Are there any existing plans, maps or other supporting documentation for this project? (to be provided upon request) Yes
Project Description: Installation of security camera system throughout the Golf Course.

Project Justification: There has been break-ins and vandalisms at the Golf Course and having a security camera system will assist in patrolling activity. The Golf Course is also a rental facility and cameras would ensure proper treatment of the facility.

Priority Assessment:
$100,000 over one year
Unknown
Date
Select 1

CITY OF PICO RIVERA

CIP PROJECT REQUEST FORM
FISCAL YEAR 2023-28
Traffic

PROJECT NAME:

PROJECT MANAGER: Gene Edwards
DEPARTMENT: Public Works
Project Type:  Streets 
 Bridges  Storm Drain
 Water  Sewer
 Parks  Studies
 Facilities  Other
Please provide project parameters (i.e., geographic location)  Low - Project can be deferred without significant negative impact(s)  Medium - Project cannot be deferred without some negative impact(s)  High - Project must be implemented due to mandates, public safety concerns, etc.

Cost Estimate:

Ongoing Cost: annually
 YES Local Match Fund Amount: $
Federal/State Fund  NO Fund deadline:

PROJ
NO. NEW Carryover
Proposed
FY
2023-24
Proposed
FY
2024-25
Proposed
FY
2025-26
Proposed
FY
2026-27
Proposed
FY
2027-28
Proposed
beyond
2028
$ -
$ -
$ -
$ 10,200,000 10,200,000 $ 10,200,000 $ 10,200,000 $ 10,200,000 $ $ 1,800,000 1,800,000 $ 1,800,000 $ 1,800,000 $ 1,800,000 $ $ -
$ 12,000,000 - $ 12,000,000 $ 12,000,000 $ 12,000,000 $ 12,000,000 $ - $ $ 538,000
$ 1,000,000 1,200,000 $ 1,000,000 $ 1,000,000 $ 1,000,000 $ $ 500,000 - $ 500,000 $ 500,000 $ 600,000 $
$ 100,000 - $ 300,000 $ 500,000 $ 500,000 $
$ 100,000 100,000 $ 100,000 $ 100,000 $ 100,000 $
Unfunded 10,162,000 $ 10,300,000 $ 10,100,000 $ 9,900,000 $ 9,800,000 $ $ 12,000,000 - $ 12,000,000 $ 12,000,000 $ 12,000,000 $ 12,000,000 $ - $ Measure W - Fund 209 $ 500,000
$ 50,262,000
TOTAL $ 60,000,000
305 $ 538,000
SB1 - Fund 202 $ 5,200,000
Measure R - Fund 207 $ 1,400,000
Prop C - Fund 206 $ 2,100,000
MAINTENANCE $ -
TOTAL $ 60,000,000

FUNDING SOURCES
ENVIRONMENTAL $ -
CONSTRUCTION $ 51,000,000
CONSTRUCTION MGMT $ 9,000,000
Date
Total Budget
DESIGN $ -
RIGHT OF WAY $ -
Select 1
Project Limits:

Central and North areas of the city.

Are there any existing plans, maps or other supporting documentation for this project? (to be provided upon request)
Project Description: Citywide resurfacing of streets (overlay and reconstruction in Central and North areas of the city. Project also includes ADA curb ramps, striping and signage. This work follows the previous southern phase (CIP 50066). CIP 50066 completed full design citywide and will construct south of Slauson Avenue. This new proposed Resurfacing Project will complete construction of the pending north and central areas.

Project Justification: Design is being completed under CIP 50066 and will be finalized by July 2023. This Resurfacing Project is part of the 5-YR CIP Program and will proceed to construction upon appropriation of new funds. Currently unfunded.

Priority Assessment:
$ 12,000,000
$ 12,000,000

CITY OF PICO RIVERA

CIP PROJECT REQUEST FORM
FISCAL YEAR 2023-28
CIP (New) : Road Resurfacing Program - Overlay and Reconstruction Traffic

PROJECT NAME: CIP (New) : Major Arterials Signing and Striping PROJECT MANAGER: Gene Edwards
DEPARTMENT: Public Works
Project Type:  Streets 
 Bridges  Storm Drain
 Water  Sewer
 Parks  Studies
 Facilities  Other
Please provide project parameters (i.e., geographic location)  Low - Project can be deferred without significant negative impact(s)  Medium - Project cannot be deferred without some negative impact(s)  High - Project must be implemented due to mandates, public safety concerns, etc.

Cost Estimate:

Ongoing Cost:
 YES Local Match Fund Amount: $
Federal/State Fund  NO Fund deadline:

PROJ
NO. NEW Carryover
Proposed
FY
2023-24
Proposed
FY
2024-25
Proposed
FY
2025-26
Proposed FY
2026-27
Proposed
FY
2027-28
Proposed
beyond
2028
$ 25,000
$ 140,000
$ 165,000 - $ - $ - $ - $ - $ - $
$ 40,000
$ 125,000
TOTAL $ 165,000 - $ - $ - $ - $ - $ - $ $ 165,000
$ -
$ -
$ -

FUNDING SOURCES
Measure R (Fund 207) $ 40,000
STPL (Fund 698) $ 125,000
CONSTRUCTION $ 140,000
MAINTENANCE $ -
TOTAL $ 165,000
DESIGN $ 25,000
RIGHT OF WAY $ -
ENVIRONMENTAL $ -
Total Budget
Project Limits:

Citywide major arterial streets.

Are there any existing plans, maps or other supporting documentation for this project? (to be provided upon request)
Project Description: Citywide replacement of signing and striping on major arterial streets.

Project Justification: Replacement of signage and striping to be added, replaced and/or altered as needed for traffic, bike and pedestrian safety and operations.

Priority Assessment:
$ 165,000
15,000.00
Date
Select 1

CITY OF PICO RIVERA

CIP PROJECT REQUEST FORM
FISCAL YEAR 2023-28
Traffic

PROJECT NAME: CIP (F21345) : Design of Golf Course Fire Damage Repairs PROJECT MANAGER: Gene Edwards
DEPARTMENT: Public Works
Project Type:  Streets 
 Bridges  Storm Drain
 Water  Sewer
 Parks  Studies
 Facilities  Other
Please provide project parameters (i.e., geographic location)  Low - Project can be deferred without significant negative impact(s)  Medium - Project cannot be deferred without some negative impact(s)  High - Project must be implemented due to mandates, public safety concerns, etc.

Cost Estimate:

Ongoing Cost:
 YES Local Match Fund Amount: $
Federal/State Fund  NO Fund deadline:

PROJ
NO. NEW Carryover
Proposed
FY
2023-24
Proposed
FY
2024-25
Proposed
FY
2025-26
Proposed FY
2026-27
Proposed
FY
2027-28
Proposed
beyond
2028
$ 44,400
$ 44,400 - $ - $ - $ - $ - $ - $
$ 44,400
TOTAL $ 44,400 - $ - $ - $ - $ - $ - $ $ 44,400
$ -
$ -
$ -

FUNDING SOURCES
105 $ 44,400
$ -
CONSTRUCTION $ -
MAINTENANCE $ -
TOTAL $ 44,400
DESIGN $ 44,400
RIGHT OF WAY $ -
ENVIRONMENTAL $ -
Total Budget
Project Limits:

Club House located at the Pico Rivera Golf Course, 3260 Fairway Dr, Pico Rivera, CA 90660 Are there any existing plans, maps or other supporting documentation for this project? (to be provided upon request)
Project Description: Design of Plans, Specifications and Estimates (PS&E) for construction of fire damage repairs of the Club House.

Project Justification: The Pico Rivera Golf Course facilities experienced a fire on February 7, 2023. The insurance company has instructed the City to provide construction documents. Public Works has tasked an on-call design consultant to provide the PS&E. The design costs will be a part of the insurance claim.

Priority Assessment:
$ 44,400
Date
Select 1

CITY OF PICO RIVERA

CIP PROJECT REQUEST FORM
FISCAL YEAR 2023-28
Traffic

PROJECT NAME: Annual Sidewalk Improvements Project FY 23-24 PROJECT MANAGER: Nadia Carrasco
DEPARTMENT: Public Works
Project Type:  Streets 
 Bridges  Storm Drain
 Water  Sewer
 Parks  Studies
 Facilities  Other
Please provide project parameters (i.e., geographic location) Yes
 Low - Project can be deferred without significant negative impact(s)  Medium - Project cannot be deferred without some negative impact(s)  High - Project must be implemented due to mandates, public safety concerns, etc.

Cost Estimate:

Ongoing Cost:
 YES Local Match Fund Amount: $
Federal/State Fund  NO Fund deadline:

PROJ
NO. NEW Carryover
Proposed
FY
2023-24
Proposed
FY
2024-25
Proposed
FY
2025-26
Proposed
FY
2026-27
Proposed
FY
2027-28
Proposed
beyond
2028
$ 12,000 12,000 $ 12,000 $ 12,000 $ 12,000 $ 12,000 $
$ 258,000 188,000 $ 258,000 $ 258,000 $ 258,000 $ 258,000 $ $ 200,000 - $ 270,000 $ 270,000 $ 270,000 $ 270,000 $ 270,000 $ $ 200,000 200,000 $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ $ 70,000 70,000 $ 70,000 $ 70,000 $ 70,000 $
TOTAL $ 200,000 - $ 270,000 $ 270,000 $ 270,000 $ 270,000 $ 270,000 $ $ 1,550,000 $ -
$ -
$ -

FUNDING SOURCES
207 $ 1,200,000
210 $ 350,000
CONSTRUCTION $ 1,478,000
MAINTENANCE $ -
TOTAL $ 1,550,000
DESIGN $ 72,000
RIGHT OF WAY $ -
ENVIRONMENTAL $ -
Total Budget
Project Limits:

Citywide
Are there any existing plans, maps or other supporting documentation for this project? (to be provided upon request)
Project Description: Hardscape improvements on an annual basis which consist of repairs and replacement of damaged sidewalks, ramps, curb and gutter, tree removals and other miscellaneous related improvements.

Project Justification: Maintain or enhance walkability and pedestrian safety.

Priority Assessment:
$ 200,000
$ 270,000
Date
Select 1

CITY OF PICO RIVERA

CIP PROJECT REQUEST FORM
FISCAL YEAR 2023-28
Traffic

PROJECT NAME: Annual Signing and Striping Improvements Project FY 23-24 PROJECT MANAGER: Nadia Carrasco
DEPARTMENT: Public Works
Project Type:  Streets 
 Bridges  Storm Drain
 Water  Sewer
 Parks  Studies
 Facilities  Other
Please provide project parameters (i.e., geographic location) Yes
 Low - Project can be deferred without significant negative impact(s)  Medium - Project cannot be deferred without some negative impact(s)  High - Project must be implemented due to mandates, public safety concerns, etc.

Cost Estimate:

Ongoing Cost:
 YES Local Match Fund Amount: $
Federal/State Fund  NO Fund deadline:

PROJ
NO. NEW Carryover
Proposed
FY
2023-24
Proposed
FY
2024-25
Proposed
FY
2025-26
Proposed
FY
2026-27
Proposed
FY
2027-28
Proposed
beyond
2028
$ 5,000 5,000 $ 5,000 $ 5,000 $ 5,000 $ 5,000 $
$ 115,000 115,000 $ 115,000 $ 115,000 $ 115,000 $ 115,000 $ $ 120,000 - $ 120,000 $ 120,000 $ 120,000 $ 120,000 $ 120,000 $ $ 120,000 120,000 $ 120,000 $ 120,000 $ 120,000 $ 120,000 $ TOTAL $ 120,000 - $ 120,000 $ 120,000 $ 120,000 $ 120,000 $ 120,000 $ $ 720,000 $ -
$ -
$ -

FUNDING SOURCES
207 $ 720,000
$ -
CONSTRUCTION $ 690,000
MAINTENANCE $ -
TOTAL $ 720,000
DESIGN $ 30,000
RIGHT OF WAY $ -
ENVIRONMENTAL $ -
Total Budget
Project Limits:

Citywide
Are there any existing plans, maps or other supporting documentation for this project? (to be provided upon request)
Project Description: Signing and striping improvements consist of removing and replacing existing roadway signage, restriping existing roadway markings, including worn and faded legends and crosswalks.

Project Justification: Increase safety and visibility during inclement weather and low-light conditions.

Priority Assessment:
$ 120,000
$ 120,000
Date
Select 1

CITY OF PICO RIVERA

CIP PROJECT REQUEST FORM
FISCAL YEAR 2023-28
Traffic

PROJECT NAME: NPDES Infrastructure Projects
PROJECT MANAGER: Kenner Guerrero
DEPARTMENT: Public Works
Project Type:  Streets 
 Bridges  Storm Drain
 Water  Sewer
 Parks  Studies
 Facilities  Other
Please provide project parameters (i.e., geographic location) No
 Low - Project can be deferred without significant negative impact(s) Medium - Project cannot be deferred without some negative impact(s)  High - Project must be implemented due to mandates, public safety concerns, etc.

Cost Estimate:

Ongoing Cost: annually
 YES Local Match Fund Amount: $
Federal/State Fund  NO Fund deadline: Spend funds by FY 2028-29 PROJ
NO. NEW Carryover
Proposed
FY
2023-24
Proposed
FY
2024-25
Proposed
FY
2025-26
Proposed
FY
2026-27
Proposed
FY
2027-28
Proposed
beyond
2028
$ 100,000 80,000 $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ $ 450,000 350,000 $ 450,000 $ 450,000 $ 450,000 $ 450,000 $ $ 430,000 - $ 550,000 $ 550,000 $ 550,000 $ 550,000 $ 550,000 $ $ 550,000 430,000 $ 550,000 $ 550,000 $ 550,000 $ 550,000 $ TOTAL $ 430,000 - $ 550,000 $ 550,000 $ 550,000 $ 550,000 $ 550,000 $ $ 3,180,000 $ -
$ -
$ -

FUNDING SOURCES
209 $ 3,180,000
$ -
CONSTRUCTION $ 2,600,000
MAINTENANCE $ -
TOTAL $ 3,180,000
DESIGN $ 580,000
RIGHT OF WAY $ -
ENVIRONMENTAL $ -
Total Budget
Project Limits:

Citywide
Are there any existing plans, maps or other supporting documentation for this project? (to be provided upon request)
Project Description: Future storm water quality infrastructure improvement project Project Justification: Measure W funding requires for 70% of local return funding received by agencies shall be applied to new projects Priority Assessment:
$ 430,000
$ 550,000
N/a
Date
Select 1

CITY OF PICO RIVERA

CIP PROJECT REQUEST FORM
FISCAL YEAR 2023-28
Traffic

PROJECT NAME: Citywide Sign Audit and Roadway Safety Sign Enhancement Project PROJECT MANAGER: Kenner Guerrero
DEPARTMENT: Public Works
Project Type:  Streets 
 Bridges  Storm Drain
 Water  Sewer
 Parks  Studies
 Facilities  Other
Please provide project parameters (i.e., geographic location) Yes
 Low - Project can be deferred without significant negative impact(s)  Medium - Project cannot be deferred without some negative impact(s)  High - Project must be implemented due to mandates, public safety concerns, etc.

Cost Estimate:

Ongoing Cost:
 YES Local Match Fund Amount: $
Federal/State Fund  NO Fund deadline: 6/30/2026
PROJ
NO. NEW Carryover
Proposed
FY
2023-24
Proposed
FY
2024-25
Proposed
FY
2025-26
Proposed
FY
2026-27
Proposed
FY
2027-28
Proposed
beyond
2028
$ 400,000
$ 2,439,170
$ 2,839,170 - $ - $ - $ - $ - $ - $
$ 2,539,170
$ 300,000
TOTAL $ 2,839,170 - $ - $ - $ - $ - $ - $ $ 2,839,170
$ -
$ -
$ -

FUNDING SOURCES
HSIP Federal Funds (Fund 698) $ 2,539,170
Measure R (Fund 207) $ 300,000
CONSTRUCTION $ 2,439,170
MAINTENANCE $ -
TOTAL $ 2,839,170
DESIGN $ 400,000
RIGHT OF WAY $ -
ENVIRONMENTAL $ -
Total Budget
Project Limits:

Citywide
Are there any existing plans, maps or other supporting documentation for this project? (to be provided upon request)
Project Description: HSIP Cycle 11 Grant award to conduct a roadway safety and signing audit (RSSA) and implement a roadway sign replacement project (per MUTCD standards) based on the results of the RSSA.

Project Justification: The project was an identified safety improvement in the City's Local Roadway Safety Plan. The City received a grant from the Highway Safety Improvement Program, Cycle 11 grant to implement the project.

Priority Assessment:
$ 2,839,170
282,130.00
Date
Select 1

CITY OF PICO RIVERA

CIP PROJECT REQUEST FORM
FISCAL YEAR 2023-28
Traffic

PROJECT NAME: Citywide Traffic Signal Safety Enhancements Project PROJECT MANAGER: Kenner Guerrero
DEPARTMENT: Public Works
Project Type:  Streets 
 Bridges  Storm Drain
 Water  Sewer
 Parks  Studies
 Facilities  Other
Please provide project parameters (i.e., geographic location) Yes
 Low - Project can be deferred without significant negative impact(s)  Medium - Project cannot be deferred without some negative impact(s)  High - Project must be implemented due to mandates, public safety concerns, etc.

Cost Estimate:

Ongoing Cost:
 YES Local Match Fund Amount: $
Federal/State Fund  NO Fund deadline: 6/30/2026
PROJ
NO. NEW Carryover
Proposed
FY
2023-24
Proposed
FY
2024-25
Proposed
FY
2025-26
Proposed
FY
2026-27
Proposed
FY
2027-28
Proposed
beyond
2028
$ 360,000
$ 1,807,720
$ 2,167,720 - $ - $ - $ - $ - $ - $
$ 1,917,720
$ 250,000
TOTAL $ 2,167,720 - $ - $ - $ - $ - $ - $ $ 2,167,720
$ -
$ -
$ -

FUNDING SOURCES
HSIP Federal Funds (Fund 698) $ 1,917,720
Measure M (Fund 208) $ 250,000
CONSTRUCTION $ 1,807,720
MAINTENANCE $ -
TOTAL $ 2,167,720
DESIGN $ 360,000
RIGHT OF WAY $ -
ENVIRONMENTAL $ -
Total Budget
Project Limits:

Citywide
Are there any existing plans, maps or other supporting documentation for this project? (to be provided upon request)
Project Description: Projects proposed: Improve signal hardware: lenses, back-plates with retroreflective borders, mounting, size, and number, install pedestrian countdown signal heads, and install advance stop bar before crosswalk.

Project Justification: HSIP Cycle 11 Awarded project was an identified safety improvement in the City's Local Roadway Safety Plan. The City received a grant from the Highway Safety Improvement Program, Cycle 11 grant to implement the project.

Priority Assessment:
$ 2,167,720
213,080.00
Date
Select 1

CITY OF PICO RIVERA

CIP PROJECT REQUEST FORM
FISCAL YEAR 2023-28
Traffic

PROJECT NAME: School Crossings Safety Enhancements Project PROJECT MANAGER: Kenner Guerrero
DEPARTMENT: Public Works
Project Type:  Streets 
 Bridges  Storm Drain
 Water  Sewer
 Parks  Studies
 Facilities  Other
Please provide project parameters (i.e., geographic location) Yes
 Low - Project can be deferred without significant negative impact(s)  Medium - Project cannot be deferred without some negative impact(s)  High - Project must be implemented due to mandates, public safety concerns, etc.

Cost Estimate:

Ongoing Cost:
 YES Local Match Fund Amount: $
Federal/State Fund  NO Fund deadline: 6/30/2026
PROJ
NO. NEW Carryover
Proposed
FY
2023-24
Proposed
FY
2024-25
Proposed
FY
2025-26
Proposed
FY
2026-27
Proposed
FY
2027-28
Proposed
beyond
2028
$ 32,000
$ 20,000 265,500 $
$ 297,500 - $ 20,000 $ - $ - $ - $ - $
$ 247,500
$ 20,000 50,000 $
TOTAL $ 297,500 - $ 20,000 $ - $ - $ - $ - $ $ 317,500
$ -
$ -
$ -

FUNDING SOURCES
HSIP Federal Funds (Fund 698) $ 247,500
TDA funds (Fund 210) $ 70,000
CONSTRUCTION $ 285,500
MAINTENANCE $ -
TOTAL $ 317,500
DESIGN $ 32,000
RIGHT OF WAY $ -
ENVIRONMENTAL $ -
Total Budget
Project Limits:

Citywide
Are there any existing plans, maps or other supporting documentation for this project? (to be provided upon request)
Project Description: Improve 18 pedestrian school crossings with either improved school crossing signage, installation of rectangular rapid flashing beacons (RRFBs), or LED enhanced signage as well as adding advance limit lines and signage.

Project Justification: HSIP Cycle 11 awarded project was an identified safety improvement in the City's Local Roadway Safety Plan. The City received a grant from the Highway Safety Improvement Program, Cycle 11 grant to implement the project.

Priority Assessment:
$ 317,500
27,500.00
Date
Select 1

CITY OF PICO RIVERA

CIP PROJECT REQUEST FORM
FISCAL YEAR 2023-28
Traffic

PROJECT NAME: Park Exercising Equipment
PROJECT MANAGER: Pamela Yugar
DEPARTMENT: Parks and Recreation
Project Type:  Streets 
 Bridges  Storm Drain
 Water  Sewer
 Parks  Studies
 Facilities  Other
Please provide project parameters (i.e., geographic location)  Low - Project can be deferred without significant negative impact(s)  Medium - Project cannot be deferred without some negative impact(s)  High - Project must be implemented due to mandates, public safety concerns, etc.

Cost Estimate: ($300,000 for each park)
Ongoing Cost:
 YES Local Match Fund Amount: $
Federal/State Fund  NO Fund deadline:

PROJ
NO. NEW Carryover
Proposed
FY
2023-24
Proposed
FY
2024-25
Proposed
FY
2025-26
Proposed
FY
2026-27
Proposed
FY
2027-28
Proposed
beyond
2028
$ 900,000
$ 900,000 - $ - $ - $ - $ - $ - $
$ 900,000
TOTAL $ 900,000 - $ - $ - $ - $ - $ - $ $ 900,000
$ -
$ -
$ -

FUNDING SOURCES
Unfunded $ 900,000
$ -
CONSTRUCTION $ 900,000
MAINTENANCE $ -
TOTAL $ 900,000
DESIGN $ -
RIGHT OF WAY $ -
ENVIRONMENTAL $ -
Total Budget
Project Limits:

1. Rivera Park

2. Smith Park

3. Rio Vista Park
Are there any existing plans, maps or other supporting documentation for this project? (to be provided upon request)
Project Description: Furnishing and installing exercise equipment on top of new concrete slab(s) at the following three (3) parks: Rivera, Smith and Rio Vista.

Project Justification: Currently only Pico Park has outdoor fitness stations. Adding additional outdoor fitness stations/park exercising equipment to other parks within the City will assist in promoting health and wellness within the City, and create a healthy space for patrons.

Priority Assessment:
$ 900,000
Date
Select 1

CITY OF PICO RIVERA

CIP PROJECT REQUEST FORM
FISCAL YEAR 2023-28
Traffic

PROJECT NAME: Pico Park Playground Resurfacing
PROJECT MANAGER: Pamela Yugar/Noe Negrete
DEPARTMENT: Parks and Recreation/Public Works
Project Type:  Streets 
 Bridges  Storm Drain
 Water  Sewer
 Parks  Studies
 Facilities  Other
Please provide project parameters (i.e., geographic location)  Low - Project can be deferred without significant negative impact(s)  Medium - Project cannot be deferred without some negative impact(s)  High - Project must be implemented due to mandates, public safety concerns, etc.

Cost Estimate:

Ongoing Cost:
 YES Local Match Fund Amount: $
Federal/State Fund  NO Fund deadline:

PROJ
NO. NEW Carryover
Proposed
FY
2023-24
Proposed
FY
2024-25
Proposed
FY
2025-26
Proposed
FY
2026-27
Proposed
FY
2027-28
Proposed
beyond
2028
$ 250,000
$ 250,000 - $ - $ - $ - $ - $ - $
$ 250,000
TOTAL $ 250,000 - $ - $ - $ - $ - $ - $ $ 250,000
$ -
$ -
$ -

FUNDING SOURCES
Unfunded $ 250,000
$ -
CONSTRUCTION $ 250,000
MAINTENANCE $ -
TOTAL $ 250,000
DESIGN $ -
RIGHT OF WAY $ -
ENVIRONMENTAL $ -
Total Budget
Project Limits:
9528 Beverly Blvd, Pico Rivera, CA 90660 - Pico Park Playground Are there any existing plans, maps or other supporting documentation for this project? (to be provided upon request)
Project Description: Removal of existing sand playground surface and replace with rubberized surface or synthetic turf.

Project Justification: Current surfaces at Pico Park are significantly aged and sand is no longer a compliant playground surface. Adding a rubberized surface or synthetic turf will make it more enjoyable for patrons to play at the playground and brings the surface into compliance.

Priority Assessment:
$ 250,000
Date
Select 1

CITY OF PICO RIVERA

CIP PROJECT REQUEST FORM
FISCAL YEAR 2023-28
Traffic

PROJECT NAME: Rivera Park Sandbox Playground Resurfacing PROJECT MANAGER: Pamela Yugar/Noe Negrete
DEPARTMENT: Parks and Recreation/Public Works
Project Type:  Streets 
 Bridges  Storm Drain
 Water  Sewer
 Parks  Studies
 Facilities  Other
Please provide project parameters (i.e., geographic location)  Low - Project can be deferred without significant negative impact(s)  Medium - Project cannot be deferred without some negative impact(s)  High - Project must be implemented due to mandates, public safety concerns, etc.

Cost Estimate:

Ongoing Cost:
 YES Local Match Fund Amount: $
Federal/State Fund  NO Fund deadline:

PROJ
NO. NEW Carryover
Proposed
FY
2023-24
Proposed
FY
2024-25
Proposed
FY
2025-26
Proposed
FY
2026-27
Proposed
FY
2027-28
Proposed
beyond
2028
$ 100,000
$ 100,000 - $ - $ - $ - $ - $ - $
$ 100,000
TOTAL $ 100,000 - $ - $ - $ - $ - $ - $ $ 100,000
$ -
$ -
$ -

FUNDING SOURCES
Unfunded $ 100,000
$ -
CONSTRUCTION $ 100,000
MAINTENANCE $ -
TOTAL $ 100,000
DESIGN $ -
RIGHT OF WAY $ -
ENVIRONMENTAL $ -
Total Budget
Project Limits:
9530 Shade Ln, Pico Rivera, CA 90660 - Rivera Park Playground Are there any existing plans, maps or other supporting documentation for this project? (to be provided upon request)
Project Description: Removal and replacement of existing sand and sandbox area with rubberized surface or synthetic turf.

Project Justification: The surfaces at Rivera Park playgrounds consist of a sandbox area which is not compliant. Adding a rubberized surface or synthetic turf will make it more enjoyable for patrons to play at the playground and brings the surface into compliance.

Priority Assessment:
$ 100,000
Date
Select 1

CITY OF PICO RIVERA

CIP PROJECT REQUEST FORM
FISCAL YEAR 2023-28
Traffic

PROJECT NAME: Rivera Park Batting Cage
PROJECT MANAGER: Pamela Yugar/Noe Negrete
DEPARTMENT: Parks and Recreation/Public Works
Project Type:  Streets 
 Bridges  Storm Drain
 Water  Sewer
 Parks  Studies
 Facilities  Other
Please provide project parameters (i.e., geographic location)  Low - Project can be deferred without significant negative impact(s)  Medium - Project cannot be deferred without some negative impact(s)  High - Project must be implemented due to mandates, public safety concerns, etc.

Cost Estimate:

Ongoing Cost:
 YES Local Match Fund Amount: $
Federal/State Fund  NO Fund deadline:

PROJ
NO. NEW Carryover
Proposed
FY
2023-24
Proposed
FY
2024-25
Proposed
FY
2025-26
Proposed
FY
2026-27
Proposed
FY
2027-28
Proposed
beyond
2028
$ 600,000
$ 600,000 - $ - $ - $ - $ - $ - $
$ 600,000
TOTAL $ 600,000 - $ - $ - $ - $ - $ - $ $ 600,000
$ -
$ -
$ -

FUNDING SOURCES
Unfunded $ 600,000
$ -
CONSTRUCTION $ 600,000
MAINTENANCE $ -
TOTAL $ 600,000
DESIGN $ -
RIGHT OF WAY $ -
ENVIRONMENTAL $ -
Total Budget
Project Limits:
9530 Shade Ln, Pico Rivera, CA 90660 - Rivera Park Batting Cages Are there any existing plans, maps or other supporting documentation for this project? (to be provided upon request)
Project Description: Project includes removal of existing batting cages, concrete slab, fencing and pitching machines. Construction of new concrete slab, drainage system, fencing, gates, netting, irrigation, landscaping, sidewalk, lighting and site furnishings.

Project Justification: The existing pitching machines are beyond their service and are constantly non-operational and require repair. The proposed project will remove the pitching machines, remove and replace all concrete, fencing and nettings to allow for "coach pitch" cages.

Priority Assessment:
$ 600,000
Date
Select 1

CITY OF PICO RIVERA

CIP PROJECT REQUEST FORM
FISCAL YEAR 2023-28
Traffic

PROJECT NAME: Monument Markers
PROJECT MANAGER: Noe Negrete
DEPARTMENT: Public Works
Project Type:  Streets 
 Bridges  Storm Drain
 Water  Sewer
 Parks  Studies
 Facilities  Other
Please provide project parameters (i.e., geographic location)  Low - Project can be deferred without significant negative impact(s)  Medium - Project cannot be deferred without some negative impact(s)  High - Project must be implemented due to mandates, public safety concerns, etc.

Cost Estimate:

Ongoing Cost:
 YES Local Match Fund Amount: $
Federal/State Fund  NO Fund deadline:

PROJ
NO. NEW Carryover
Proposed
FY
2023-24
Proposed
FY
2024-25
Proposed
FY
2025-26
Proposed
FY
2026-27
Proposed
FY
2027-28
Proposed
beyond
2028
$ 250,000
$ 250,000 - $ - $ - $ - $ - $ - $
$ 250,000
TOTAL $ 250,000 - $ - $ - $ - $ - $ - $ $ 250,000
$ -
$ -
$ -

FUNDING SOURCES
Unfunded $ 250,000
$ -
CONSTRUCTION $ 250,000
MAINTENANCE $ -
TOTAL $ 250,000
DESIGN $ -
RIGHT OF WAY $ -
ENVIRONMENTAL $ -
Total Budget
Project Limits:

Citywide in parkways and medians.

Are there any existing plans, maps or other supporting documentation for this project? (to be provided upon request)
Project Description: Enhance the aesthetics of roadway corridors and medians citywide.

Project Justification: Monument markers would enhance City's identity, branding, and history while serving as meaningful symbols for residents and visitors.

Priority Assessment:
$ 250,000
Date
Select 1

CITY OF PICO RIVERA

CIP PROJECT REQUEST FORM
FISCAL YEAR 2023-28
Traffic
.

PROJECT NAME:

PROJECT MANAGER: Gene Edwards
DEPARTMENT: Public Works
Project Type:  Streets 
 Bridges  Storm Drain
 Water  Sewer
 Parks  Studies
 Facilities  Other
Please provide project parameters (i.e., geographic location)  Low - Project can be deferred without significant negative impact(s)  Medium - Project cannot be deferred without some negative impact(s)  High - Project must be implemented due to mandates, public safety concerns, etc.

Cost Estimate:

Ongoing Cost:
 YES Local Match Fund Amount: $
Federal/State Fund  NO Fund deadline:

PROJ
NO. NEW Carryover
Proposed
FY
2023-24
Proposed
FY
2024-25
Proposed
FY
2025-26
Proposed
FY
2026-27
Proposed
FY
2027-28
Proposed
beyond
2028
$ 30,000 - $ 30,000 $ 75,000 $ 75,000 $
$ -
$ -
$ 155,000 155,000 $ 387,500 $ 387,500 $
$ 15,000 15,000 $ 37,500 $ 37,500 $
$ -
$ - - $ 200,000 $ 200,000 $ 500,000 $ 500,000 $ - $
$ 200,000 200,000 $ 500,000 $ 500,000 $
$ - - $ 200,000 $ 200,000 $ 500,000 $ 500,000 $ - $

CITY OF PICO RIVERA

CIP PROJECT REQUEST FORM
FISCAL YEAR 2023-28
Annual Citywide Bridge Repairs Project FY24/25
Traffic
Select 1
Project Limits:

Various City owned bridges.

Are there any existing plans, maps or other supporting documentation for this project? (to be provided upon request)
Project Description: Citywide bridge repairs may include, but not be limited to, deck seals, pourable joints, fencing, railing, spalled concrete, striping, slope embankments and removal of fire hazards such as trash and debris.

Project Justification: Bridges throughout the city are routinely inspected and numerous deferred repairs have been identified. This project is intended to address those repairs that are most urgently needed, to provide public safety and to increase the service life of these facilities.

Priority Assessment:
$ 200,000
Date
Total Budget
DESIGN $ 210,000
RIGHT OF WAY $ -
ENVIRONMENTAL $ -
CONSTRUCTION $ 1,085,000
CONSTRUCTION MGMT $ 105,000
MAINTENANCE $ -
TOTAL $ 1,400,000

FUNDING SOURCES
Prop C (Fund 206) $ 1,400,000
$ -
$ -
$ -
$ -
TOTAL $ 1,400,000

PROJECT NAME: Citywide Signal Timing Improvements
PROJECT MANAGER: Kenner Guerrero
DEPARTMENT: Public Works
Project Type:  Streets 
 Bridges  Storm Drain
 Water  Sewer
 Parks  Studies
 Facilities  Other
Please provide project parameters (i.e., geographic location) Yes
 Low - Project can be deferred without significant negative impact(s)  Medium - Project cannot be deferred without some negative impact(s)  High - Project must be implemented due to mandates, public safety concerns, etc.

Cost Estimate:

Ongoing Cost:
 YES Local Match Fund Amount: $
Federal/State Fund  NO Fund deadline:

PROJ
NO. NEW Carryover
Proposed
FY
2023-24
Proposed
FY
2024-25
Proposed
FY
2025-26
Proposed
FY
2026-27
Proposed
FY
2027-28
Proposed
beyond
2028
$ 108,050
$ 1,351,300
$ - - $ - $ 108,050 $ 1,351,300 $ - $ - $
$ 1,351,300 108,050 $
TOTAL $ - - $ - $ 108,050 $ 1,351,300 $ - $ - $ $ 1,459,350 $ -
$ -
$ -

FUNDING SOURCES
Unfunded $ 1,459,350
$ -
CONSTRUCTION $ 1,351,300
MAINTENANCE $ -
TOTAL $ 1,459,350
DESIGN $ 108,050
RIGHT OF WAY $ -
ENVIRONMENTAL $ -
Total Budget
Project Limits:

Citywide traffic signals
Are there any existing plans, maps or other supporting documentation for this project? (to be provided upon request)
Project Description: Signal timing improvements (coordination, phases, red, yellow or operation) and installation of emergency pre-emption device Project Justification: The project was an identified safety improvement in the City's Local Roadway Safety Plan. The City will apply for future grant opportunities to fund the project.

Priority Assessment:
$ 1,459,350
Date
Select 1

CITY OF PICO RIVERA

CIP PROJECT REQUEST FORM
FISCAL YEAR 2023-28
Traffic

PROJECT NAME: Major Intersection Striping Improvements
PROJECT MANAGER: Kenner Guerrero
DEPARTMENT: Public Works
Project Type:  Streets 
 Bridges  Storm Drain
 Water  Sewer
 Parks  Studies
 Facilities  Other
Please provide project parameters (i.e., geographic location) Yes
 Low - Project can be deferred without significant negative impact(s)  Medium - Project cannot be deferred without some negative impact(s)  High - Project must be implemented due to mandates, public safety concerns, etc.

Cost Estimate:

Ongoing Cost:
 YES Local Match Fund Amount: $
Federal/State Fund  NO Fund deadline:

PROJ
NO. NEW Carryover
Proposed
FY
2023-24
Proposed
FY
2024-25
Proposed
FY
2025-26
Proposed
FY
2026-27
Proposed
FY
2027-28
Proposed
beyond
2028
$ 23,100
$ 160,300
$ - - $ - $ 23,100 $ 160,300 $ - $ - $
$ 160,300 23,100 $
TOTAL $ - - $ - $ 23,100 $ 160,300 $ - $ - $ $ 183,400
$ -
$ -
$ -

FUNDING SOURCES
Unfunded $ 183,400
$ -
CONSTRUCTION $ 160,300
MAINTENANCE $ -
TOTAL $ 183,400
DESIGN $ 23,100
RIGHT OF WAY $ -
ENVIRONMENTAL $ -
Total Budget
Project Limits:
•Slauson Avenue at Paramount Boulevard
•Rosemead Boulevard at Whittier Boulevard
•Beverly Boulevard at Paramount Boulevard
•Rosemead Boulevard at Washington Boulevard
•Rosemead Boulevard at Telegraph Road
Are there any existing plans, maps or other supporting documentation for this project? (to be provided upon request)
Project Description: Install striping through intersection and raised median island at approaches Project Justification: The project was an identified safety improvement in the City's Local Roadway Safety Plan. The City will apply for future grant opportunities to fund the project.

Priority Assessment:
$ 183,400
Date
Select 1

CITY OF PICO RIVERA

CIP PROJECT REQUEST FORM
FISCAL YEAR 2023-28
Traffic

PROJECT NAME: Radar Feedback Speed Warning Signs
PROJECT MANAGER: Kenner Guerrero
DEPARTMENT: Public Works
Project Type:  Streets 
 Bridges  Storm Drain
 Water  Sewer
 Parks  Studies
 Facilities  Other
Please provide project parameters (i.e., geographic location) Yes
 Low - Project can be deferred without significant negative impact(s)  Medium - Project cannot be deferred without some negative impact(s)  High - Project must be implemented due to mandates, public safety concerns, etc.

Cost Estimate:

Ongoing Cost:
 YES Local Match Fund Amount: $
Federal/State Fund  NO Fund deadline:

PROJ
NO. NEW Carryover
Proposed
FY
2023-24
Proposed
FY
2024-25
Proposed
FY
2025-26
Proposed
FY
2026-27
Proposed
FY
2027-28
Proposed
beyond
2028
$ 57,020
$ 476,100
$ - - $ - $ 57,020 $ 476,100 $ - $ - $
$ 476,100 57,020 $
TOTAL $ - - $ - $ 57,020 $ 476,100 $ - $ - $ $ 533,120
$ -
$ -
$ -

FUNDING SOURCES
Unfunded $ 533,120
$ -
CONSTRUCTION $ 476,100
MAINTENANCE $ -
TOTAL $ 533,120
DESIGN $ 57,020
RIGHT OF WAY $ -
ENVIRONMENTAL $ -
Total Budget
Project Limits:
•Beverly Boulevard
•Durfee Avenue
•Paramount Boulevard
•Passons Boulevard
•Rosemead Boulevard
•Rooks Road
•Slauson Avenue
•Telegraph Road
•Washington Boulevard
Are there any existing plans, maps or other supporting documentation for this project? (to be provided upon request)
Project Description: Install radar feedback speed warning signs, delineators, reflectors and or object markers along roadway segments Project Justification: The project was an identified safety improvement in the City's Local Roadway Safety Plan. The City will apply for future grant opportunities to fund the project.

Priority Assessment:
$ 533,120
Date
Select 1

CITY OF PICO RIVERA

CIP PROJECT REQUEST FORM
FISCAL YEAR 2023-28
Traffic

Enclosure 2
4b

RESOLUTION NO. ____

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF PICO RIVERA,

CALIFORNIA, RENEWING GENERAL FUND POLICIES WITH RESERVE

POLICIES FOR THE GENERAL FUND AND THE PICO RIVERA

INNOVATIVE MUNICIPAL ENERGY ENTERPRISE FUND
WHEREAS, the City Council of the City of Pico Rivera (“City Council”) has previously approved and updated General Fund and Proprietary Fund reserve policies as part of the annual budget development and approval process; and WHEREAS, it is prudent to have comprehensive reserve policies which address the maintenance and use of reserves across all operations, including Governmental and Proprietary Funds; and
WHEREAS, the City Council has determined that the policies governing the treatment of reserves for the General Fund should be reviewed annually and this Resolution serves that purpose; and
WHEREAS, the City Council has also determined that it is prudent to establish separate and distinct reserve policies for the Pico Rivera Innovative Municipal Energy Proprietary Fund (i.e., Enterprise Fund) and to review and update these policies on an annual basis; and
WHEREAS, the reserve policies incorporate by adoption the requirements of Governmental Accounting Standards Board (GASB) Statement No. 54 – Fund Balance Reporting and Governmental Fund Type Definitions as previously adopted and will be applied to the General Fund and the Pico Rivera Innovative Municipal Energy Proprietary Fund; and
WHEREAS, the reserve policies for the General Fund Commitment for Emergencies/Economic Stabilization Reserve shall be equal to an amount calculated as fifty percent (50%) of the General Fund’s annual operating revenues.

NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Pico Rivera as follows:

SECTION 1. The foregoing Recitals are true and correct and are incorporated fully into this Resolution.

SECTION 2. The General Fund Reserve Policies (Exhibit “A”) and Pico Rivera Innovative Municipal Energy Reserve Policies (Exhibit “B”), which are in compliance with Governmental Accounting Standards Board Statement No. 54, Fund Balance Reporting and Fund Type Definitions and which seek to address the reserve funding needs and requirements of the City of Pico Rivera.

SECTION 3. The City Clerk shall attest to the passage of this resolution and it shall thereupon be in full force and effect.

Enclosure 3
4c
RESOLUTION NO. ____

APPROVED AND PASSED this 27
th day of June, 2023.
_______________________________
Erik Lutz, Mayor
APPROVED AS TO FORM:
_______________________________
Arnold M. Alvarez-Glasman, City Attorney
ATTEST:
____________________________
Cynthia Ayala, Jr. Deputy City Clerk
AYES:

NOES:

ABSENT:

ABSTAIN:

CITY OF PICO RIVERA
General Fund Reserve Policies
Fund balance refers to the difference between assets and liabilities in the City’s governmental funds balance sheet. This information is one of the most widely used elements of State and local government financial statements. Financial statement users examine fund balance information to identify the available liquid resources that can be used to pay down unfunded liabilities, finance capital improvements, or enhance the overall financial position of the City.

PURPOSE
The purpose of these policies is to provide guidance on maintaining reasonable levels of reserves in the City’s General Fund. In addition, these policies help improve financial reporting by establishing fund balance classifications that create a hierarchy based on the extent to which the City is bound to observe spending constraints that govern how the City can use amounts reported in the governmental fund balance sheet. These policies will also help guide current and future allocation levels to various reserve categories in the General Fund, setting out specific target amounts based on widely used and accepted best practices.

As referencing governmental funds, this policy satisfies the requirements of Governmental Accounting Standards Board (GASB) Statement No. 54 and incorporates all previous City Council policies regarding GASB Statement No. 54.

POLICY
It is the policy of the City of Pico Rivera to identify the various classifications of the City’s governmental fund balances in its Annual Comprehensive Financial Report (ACFR). These classifications take into consideration the City’s long-term infrastructure needs, non-current liabilities, funds necessary to mitigate economic uncertainties, funding that has spending constraints such as grants and fixed assets that will not easily convert to cash. These policies will also increase transparency by clearly designating appropriate reserve levels and categories based on City Council direction and long-term financial planning needs.

The fund balance is a tool the City uses to have an effective long-term financial plan, as well as ensure sufficient liquidity to meet its financial obligations in the short-term.

OBJECTIVES
The City of Pico Rivera’s Reserve Policies have two primary objectives:

1. To determine the available liquid resources; and,

2. To provide the information necessary to make informed financial decisions The fund balance classifications of the City’s General Fund are designed to clarify the extent to which the City is bound to honor constraints on the specific purposes for which amounts in the fund can be spent, rather than to simply represent the financial resources available for appropriation.

Enclosure 3, Exhibit A

OVERVIEW
There are three categories of funds per generally accepted accounting principles:
• Governmental Funds: the General Fund, Special Revenue Funds (e.g., State Highway Users Tax), and Capital Projects Funds
• Proprietary Funds: Water Authority Enterprise Fund
• Fiduciary Funds: Successor Agency (i.e., former Redevelopment Agency) The GASB 54 classifications only apply to Governmental Funds. For the City of Pico Rivera, these policies will apply only to the General Fund.

The fund balance is only an approximate measure of liquidity or working capital. Therefore, it is necessary for the City to recognize how fund balance is constituted and isolates funds that are needed for longer-term obligations, discern what funds are restricted for specified purposes, and classify those funds that are not available at all. To accomplish this goal, the City’s financial statements for governmental funds are comprised of five fund balance categories, as spelled out in GASB Statement No. 54:
• Nonspendable Funds
• Restricted Funds
• Committed Funds
• Assigned Funds
• Unassigned Funds

NONSPENDABLE AND RESTRICTED FUND BALANCE
The first two classifications are subject to requirements outside the local governing body’s control for financial decision making and planning purposes. “Nonspendable” resources are essentially irrelevant because, by their nature, they are not liquid (i.e., land or similar non-cash assets). “Restricted” resources are of no discretionary value given the restrictions placed upon them by a third-party outside of the City’s control (i.e., reserve funds required to be set aside by bond documents). Accordingly, this policy will just briefly describe these two classifications.

Nonspendable Funds
Some of the assets that are included in determining the City’s fund balance are inherently nonspendable:
• Assets that will never convert to cash, such as prepaid items and inventories • Assets that will not convert to cash within sixty (60) days from the start of the fiscal year, such as long-term loans receivable, and non-financial assets held for resale • Assets that must be maintained intact pursuant to legal or contractual requirements, such as an endowment
Restricted Funds
Restricted funds describe the portion of the fund balance that is subject to externally enforceable legal restrictions, these restrictions fall into three (3) categories:
(i) Restrictions are imposed by parties altogether outside the scope of the City’s governance:
• Creditors (typically through a debt covenant)
• Grantors (typically State, Federal and other governmental agencies) • Contributors
• Other governments
(ii) Restrictions that arise when the authorization to raise revenues is conditioned upon the revenue being used for a particular purpose:
• Gas taxes must be used for street repair
• Proposition C funds must be used for fixed transit routes • Proposition A funds must be used for transit programs • Measure R must be used for local street repair
(iii) Long-term loans receivable and non-financial assets that are collected can also be considered Restricted if the collected funds are subject to an externally enforceable restriction on how they can be spent.

PROCEDURES
This section provides a comprehensive protocol on what is legally deemed the unrestricted (or spendable) portion of the General Fund balance, and the order in which the classifications are spent.

The unrestricted portion of the fund balance is comprised of the General Fund’s resources classified as “Committed,” “Assigned,” or “Unassigned.”

UNRESTRICTED (SPENDABLE) FUND BALANCE
Committed Funds – Emergency Reserve/Economic Stabilization Reserve Committed funds describe a portion of the fund balance that is constrained by limitations imposed by the Pico Rivera City Council. The City Council imposed limitation must occur no later than the close of the reporting period (i.e., end of the fiscal year) and remains binding unless removed under the same manner. A commitment is made by City Council adoption of a resolution that states the amount and purpose of the commitment. This policy requires the commitment to be made as part of the annual budget adoption process (which typically occurs in June of each year).

This reserve policy establishes a Commitment for Emergencies/Economic Stabilization equal to an amount calculated as fifty percent (50%) of the General Fund’s annual operating revenues.

Appropriations from the Emergency/Economic Stabilization Reserve can only be made by formal City Council action (i.e., resolution appropriating use of these reserve funds).

Generally, appropriations and access to these Committed funds will be reserved for emergency situations.

Examples of such emergencies include, but are not limited to:
• Reduction in revenue equal to or greater than 20% of adopted General Fund revenues in a given fiscal year
• An unplanned, major, catastrophic event such as a natural disaster and/or major emergency requiring expenditures over 10% of General Fund adopted appropriations in a given fiscal year • Unfunded and/or unpredictable State or Federal legislative or judicial mandates • Any other unforeseen event that causes the City to expend funds in excess of 10% of General Fund adopted appropriations in a given fiscal year
Assigned Funds
Assigned funds describe the portion of the General Fund reserves that reflect the use of resources by the Pico Rivera City Council intended to provide a means and source of funding for various near-term and longterm needs. For example, funds can be assigned to address long-term liabilities such as Other Post Employment Benefit (OPEB) unfunded liabilities and leave accrual liabilities. Funds can also be designated “assigned” to address equipment replacement needs as well as to set-aside funding for unfunded/unprogrammed future capital and/or infrastructure projects.

This policy grants authority to assign funds to the Director of Administrative Services upon City Council approval. Assignment of reserves may be modified by the Director of Administrative Services as part of the annual budget process. Use of assigned funds requires formal action by the City Council to appropriate funds in the appropriate account.

Specifically, this reserve policy establishes assignments for the following short-term and long-term needs, at the various levels specified:
• OPEB (Other Post Employment Benefit) Unfunded Liability • Leave Liability
• Equipment Replacement
• Self-insured Retention
• Bond Refinancing/Reserve
• Capital Improvement (Unfunded/Unprogrammed)
• Deferred Maintenance / Infrastructure Maintenance
• Energy Efficiency Projects
• Economic Sustainability
Additional assignments can and should be made by the Director of Administrative Services to conform to accounting rules and standards, as part of the preparation of the Annual Comprehensive Financial Report (ACFR) upon City Council approval. These assignments generally include reserving funds for deposits, debt service and bond defeasance. The ACFR will include a detailed accounting of all GASB Statement No. 54 fund balance classifications, including all Assigned Funds.

OPEB (Other Post Employment Benefit) Unfunded Liability Assignment An assignment will be made that is equal to five percent (5%) of the Unfunded Actuarial Accrued Liability (UAAL) as of June 30 of each year as determined by the GASB 75 valuation report.

Leave Liability
An assignment will be made that is equal to fifty percent (50%) of the amount of Governmental activities compensated absences that are calculated as “due in more than one year” as of June 30 of each year and as reported in the ACFR.

Equipment Replacement
An assignment for equipment replacement needs will be made that is equal to thirtythree percent (33%) of the estimated value of the City’s rolling stock as of June 30 of each year, as recorded in the General Fixed Asset Accounting Group account (900-0000-16300). The purpose of this assignment is to augment the fund balance currently in the Equipment Replacement Fund (fund 170).

This assignment is intended to be utilized for non-routine or extraordinary equipment replacement needs and would include not just rolling stock but other equipment such as computers, network and telecom systems, furniture and related equipment, and other critical citywide “equipment” needs.

Self-Insured Retention
An assignment will be made that is equal to $500,000 and is intended to meet the City’s “self-insured retention” for various insurance needs.

This amount will be re-evaluated and adjusted as necessary.

Bond Refinancing/Reserve
An assignment will be made that is equal to $1,000,000 for the purposes of funding future bond refinancing and/or reserve needs.

The intent of this assignment is to have a reserve set aside that could assist the city in refinancing/refunding any of its current, outstanding bond issuances.

Capital Improvement (Unfunded/Un-programmed)
An assignment will be made that is equal to $2,000,000 for the purposes of providing funding for any unfunded, un-programmed or otherwise un-planned capital improvement projects that required a General Fund funding component.

The purpose of this assignment is to provide an auxiliary means of funding capital improvement projects that do not have a dedicated or restricted funding stream (i.e., non-General Fund source of funding).

The amount of this assignment will be evaluated annually and either decreased or increased based on prior and/or projected fiscal year needs.

Deferred Maintenance / Infrastructure Maintenance
An assignment will be made that is equal to $1,000,000 for the purpose of providing funding for deferred maintenance on the City’s building assets (i.e., City Hall, community centers), sports fields and other related infrastructure items.

The purpose of the Deferred Maintenance/Infrastructure Maintenance assignment is to provide a reserve for deferred maintenance on the City’s buildings (i.e., City Hall, Senior Center, etc.), sports fields (i.e., Smith Park, Pico Park) and other related infrastructure. The Deferred Maintenance assignment could also be utilized to replace items such as gym equipment (i.e., in the Senior Center), banquet tables/chairs and other related items. This assignment could be used to supplement the Equipment Replacement assignment as well as the Equipment Replacement Fund (fund 170) for these types of “one-time” furniture and equipment purchases. The amount of this assignment will be evaluated on a regular basis and either decreased or increased based on updated deferred maintenance needs and priorities.

This assignment is separate and distinct from the “Capital Improvement” assignment, which is intended to fund capital projects related to roads, rights of way and similar areas.

Energy Efficiency Projects
An assignment will be made that is equal to $1,000,000 for the purpose of providing funding for projects that would increase energy efficiency or otherwise decrease energy related costs (i.e., lower utility bills and/or lower maintenance costs).

This assignment would be used to fund capital improvement projects related to energy efficiency such as replacing heating, ventilation and air conditioning (HVAC) systems, installation of solar panels, installation of “smart roof” technology and other related projects.

Economic Sustainability
An assignment will be made equal to $1,000,000 to fund economic development sustainability efforts within the City of Pico Rivera. Funds will only be appropriated once formal action by the City Council is taken approving a specific economic development project, mission or other targeted effort aimed at increasing the City’s sales tax and/or property tax revenue.

The Economic Sustainability assignment would establish a pool of funds that could be utilized to improve the City’s sales tax and/or property tax base. Use of these funds would be controlled through a strategic effort that would require a specific, City Council approved plan for how the funds would be utilized.

Unassigned Funds
The General Fund may have net resources in excess of what is classified in one of the four previous categories (non-spendable, restricted, committed or assigned). This amount is presented as the Unassigned Fund Balance amount. The General Fund can only report a positive unassigned fund balance.

However, all other governmental funds can report a negative unassigned fund balance.

This policy dictates that any amount of fund balance will be classified as “unassigned” after funding the Emergency/Economic Stabilization Reserve Commitment plus the various Assigned reserves made in accordance with the preceding section. This policy allows for “unassigned” funds and places no specific restrictions on their use. In general, the City Council could choose to utilize “unassigned” fund balance for one-time projects or uses in a given fiscal year, such as technology upgrades, infrastructure improvements, economic development efforts, paying down long-term liabilities, or other such uses either not allocated for in this policy or in addition to the reserve policies set forth herein.

Use of Resources
In circumstances when an expenditure is made for a purpose for which amounts are available in multiple fund balance classifications, the order of allocation of these available funds is first restricted, second committed, third assigned and lastly unassigned amounts.

REPLENISHMENT OF COMMITTED AND/OR ASSIGNED RESERVES
In keeping with the principles discussed in this policy, when either Committed or Assigned funds are utilized for their specific, intended purposes, or the levels fall below the policy levels as described and set forth herein, the City Council will develop a reserve replenishment plan to return the various reserves to their policy levels. This plan will seek to return the Committed and/or Assigned reserves to their policy levels within one (1) to three (3) years, per City Council direction. Furthermore, Unassigned funds will be first utilized to maintain and/or return the Committed and/or Assigned reserves to their policy levels.

ECONOMIC TRIGGERS
In order to maintain a long-term, structurally balanced budget, staff shall perform a periodic analysis of Core Revenues, as well as ongoing pension obligations, beginning with the first month of the fiscal year. The following alternatives/options can be used separately or in aggregate to assess reduction in core revenues or increases in pension obligations.

Reduction in Core Revenues or Increases in CalPERS Contributions:
– If the total Sales Tax Revenues for any quarter of the fiscal year falls below 10% of the amounts for the same quarter of the prior fiscal year, net of any known or expected losses; – If the total Core Revenues for any month or in aggregate fall to a level 5% below (either budget projections OR the same period of the prior year);
– If total General Fund Revenues, net of transfers and one-time revenues fall below 3% (this will be determined based on historical budget/actuals);
– If the total CalPERS Pension Contributions reported in October of each year come in 10% greater than anticipated in prior reports;
Should any of the above mentioned items occur, staff will prepare a plan for City Council consideration to ensure a structurally balanced budget, including, but not limited to:
– An assessment of city programs and core services;
– An assessment of all contractual obligations and multi-year agreements; – A reduction in the workforce;

SUMMARY
Components of Fund Balance
• Nonspendable Fund Balance
o Inherently nonspendable
o Portion of net resources that cannot be spent because of their form o Portion of net resources that cannot be spent because they must be maintained intact • Restricted Fund Balance
o Externally enforceable limits on use
o Limitations imposed by creditors, grantors, contributors, or laws and regulations of other governments
o Limitations imposed by law through constitutional provisions or enabling legislation • Committed Fund Balance
o Council/Agency self-imposed limitations set in place prior to the end of the fiscal year o Limitation imposed at the highest level of decision making that requires formal action at the same level to remove
• Assigned Fund Balance
o Limitation resulting from intended use
o Intended use established by Director of Administrative Services • Unassigned Fund Balance
o Total fund balance in the General Fund in excess of nonspendable, restricted, committed and assigned fund balance (surplus)
o Excess of nonspendable, restricted, and committed fund balance over total fund balance (deficit)
• Use of Fund Balance
o Restricted
o Committed
o Assigned

CITY OF PICO RIVERA
Proprietary (Enterprise) Fund Reserve Policies
Pico Rivera Innovative Municipal Energy (PRIME)
Fund balance refers to the difference between assets and liabilities in the City’s governmental funds balance sheet. This information is one of the most widely used elements of State and local government financial statements. Financial statement users examine fund balance information to identify the available liquid resources that can be used to pay down unfunded liabilities, finance capital improvements, or enhance the overall financial position of the City.

PURPOSE
The purpose of these policies is to provide guidance on maintaining reasonable levels of reserves in the City’s Enterprise Fund established to record activities related to Pico Rivera Innovative Municipal Energy (PRIME). The City of Pico Rivera approved establishment of a Community Choice Aggregation (CCA) energy procurement and provider program. This CCA program is established through a hybrid joint powers authority agreement with California Choice Energy Authority (CCEA) and will be known as “Pico Rivera Innovative Municipal Energy” (PRIME).

It is necessary to establish reserve policies separate from the City’s General Fund policies that address the specific and unique operational needs of the CCA. These policies will also help guide current and future allocation levels to various reserve categories in the PRIME Enterprise Fund (fund 560), setting out specific target amounts based on estimates of the various reserve categories needed during the first three to five years of operation.

It is understood that these policies will be revisited annually as part of the budget development process and will be updated accordingly.

POLICY
It is the policy of the City of Pico Rivera to identify the various classifications of the City’s governmental fund balances in its Annual Comprehensive Financial Report (ACFR). These classifications take into consideration the City’s long-term infrastructure needs, non-current liabilities, funds necessary to mitigate economic uncertainties, funding that has spending constraints such as grants, and fixed assets that will not easily convert to cash. These policies will also increase transparency by clearly designating appropriate reserve levels and categories based on City Council direction and long-term financial planning needs.

OBJECTIVES
The City of Pico Rivera’s PRIME Reserve Policies have two primary objectives:

1. To determine the available liquid resources; and

2. To provide the information necessary to make informed financial decisions The fund balance classifications and reserve categories of the City’s PRIME fund are designed to clarify the extent to which certain amounts should be set aside during the first three to five years of the CCA’s Enclosure 3, Exhibit B
operation in order to account for any potential changes in the energy market, unforeseen capital needs, or other expenses not anticipated with this operation.

It is expected that PRIME will be financially sustainable, and as such these policies will be updated once sufficient information on normal operations is available for analysis.

OVERVIEW
There are three categories of funds per generally accepted accounting principles:
• Governmental Funds: the General Fund, Special Revenue Funds (e.g., State Highway Users Tax), and Capital Projects Funds
• Proprietary Funds: PRIME CCA Fund, Water Authority Enterprise Fund • Fiduciary Funds: Successor Agency (i.e., former Redevelopment Agency) The specific GASB 54 classifications only apply to Governmental Funds. However, the City of Pico Rivera’s PRIME Reserve Policies will be guided by the intent of GASB 54 and will utilize similar language in denoting the reserve “buckets” described below and adopted per this policy.

The fund balance is only an approximate measure of liquidity or working capital. Therefore, it is necessary for the City to recognize how fund balance is constituted and isolates funds that are needed for longer-term obligations, discern what funds are restricted for specified purposes, and classify those funds that are not available at all. To accomplish this goal, the City’s financial statements are comprised of five fund balance categories, as spelled out in GASB Statement No. 54:
• Nonspendable Funds
• Restricted Funds
• Committed Funds
• Assigned Funds
• Unassigned Funds
The PRIME reserve policies will utilize this nomenclature to denote the various reserves necessary for the successful operation of the CCA.

NONSPENDABLE AND RESTRICTED FUND BALANCE
The first two classifications are subject to requirements outside the local governing body’s control for financial decision making and planning purposes. “Nonspendable” resources are essentially irrelevant because, by their nature, they are not liquid (i.e., land or similar non-cash assets). “Restricted” resources are of no discretionary value given the restrictions placed upon them by a third-party outside of the City’s control (i.e., reserve funds required to be set aside by bond documents).

Accordingly, this policy will just briefly describe these two classifications. It is also understood that the functions of the PRIME CCA may render these categories (Nonspendable and Restricted) unnecessary.

However, they are being included in order to provide the flexibility to utilize them should PRIME’s operations deem them necessary.

Nonspendable Funds
Some of the assets that are included in determining PRIME’s fund balance are inherently nonspendable:
• Assets that will never convert to cash, such as prepaid items and inventories • Assets that will not convert to cash within sixty (60) days from the start of the fiscal year, such as long-term loans receivable, and non-financial assets held for resale • Assets that must be maintained intact pursuant to legal or contractual requirements, such as an endowment
Restricted Funds
Restricted funds describe the portion of the fund balance that is subject to externally enforceable legal restrictions, these restrictions fall into three (3) categories:
i. Restrictions are imposed by parties altogether outside the scope of the City’s governance:
a. Creditors (typically through a debt covenant)
b. Grantors (typically State, Federal and other governmental agencies) c. Contributors
d. Other governments
ii. Restrictions that arise when the authorization to raise revenues is conditioned upon the revenue being used for a particular purpose
iii. Long-term loans receivable and non-financial assets that are collected can also be considered Restricted if the collected funds are subject to an externally enforceable restriction on how they can be spent.

Neither of these categories may be necessary nor will be utilized. However, in order to promote prudent financial decisions, these categories are being included in the PRIME reserve policies should the need arise to utilize them given the unique nature of this CCA’s operations.

Procedures
This section provides a comprehensive protocol on what is deemed the unrestricted (or spendable) portion of the PRIME Enterprise Fund’s fund balance, and the order in which the classifications are spent.

The unrestricted portion of the fund balance is comprised of PRIME’s resources classified as “Committed,” “Assigned,” or “Unassigned.” The reserve “buckets” established below are meant to set aside an accumulation of reserves that could be utilized in the event of rate changes, infrastructure needs or other uses. It is understood that these reserve categories will be re-visited and adjusted as necessary as PRIME’s annual operations become more clear and predictable.

These reserve policies are meant to address City Council’s desire to establish prudent financial plans that place PRIME on solid financial footing and allow this Enterprise function to respond to unforeseen capital and funding needs if necessary.

UNRESTRICTED (SPENDABLE) FUND BALANCE
It should be noted that, since PRIME is a new operation as of Fiscal Year 2017-18, revenue in the first few years of operation will be sufficient to fund on-going operations, but may not be sufficient to fully fund all of the commitments and assignments described below. The goal of this reserve policy is to establish specific reserve categories with funding goals that can be reasonably achieved and maintained during the first three to five years of operation.

Funding Priorities (Waterfall)
Each of the commitments and assignments will have funding goals expressed as a percentage of anticipated revenue. There will be a hierarchy for funding each reserve category. That is, once all ongoing operational needs are met, any positive net position (i.e., surplus) will be committed as follows:
• First to the Rate Stabilization reserve (commitment) until the twenty percent (20%) goal is met; • Second to the Research and Development reserve (commitment) until the fifteen percent (15%) goal is met;
• Third to the Strategic Infrastructure Investment reserve (commitment) until the fifteen percent (15%) goal is met;
• Fourth to the Cash Flow/Cash Advance reserve (assignment) until the ten percent (10%) goal is met; and
• Fifth and finally to the Economic Uncertainty reserve (assignment) until the ten percent (10%) goal is met.

This “waterfall” of positive net position will continue in each fiscal year until the minimum percentage funding goals are met. Once each of the reserve categories has reached the stated percentage goals, any remaining positive net position will be classified as “unassigned.” Committed Funds
Committed funds describe a portion of the fund balance that is constrained by limitations imposed by the Pico Rivera City Council. The City Council imposed limitation must occur no later than the close of the reporting period (i.e., end of the fiscal year) and remains binding unless removed under the same manner. A commitment is made by City Council adoption of a resolution that states the amount and purpose of the commitment. This policy requires the commitment to be made as part of the annual budget adoption process (which typically occurs in June of each year).

Rate Stabilization Reserve (Commitment)
This reserve policy establishes a Commitment for Rate Stabilization equal to an amount calculated as twenty percent (20%) of the prior fiscal year’s annual operating revenues of the Pico River Innovative Municipal Energy (PRIME) Enterprise Fund.

PRIME is committed to offering competitive pricing to its customers. However, the energy market, by its very nature, is volatile. While rates will be set annually by the Pico Rivera City Council based on energy procurement costs and SCE rate forecasts, it is possible that external market forces may create fluctuations in energy procurement costs or SCE rates. Still, the City is committed to providing stable and predictable energy pricing to its customers. Hence, it is necessary to establish a reserve that would allow PRIME to respond to potential higher energy procurement costs or SCE rate changes without having to raise rates outside of the regular, annual rate setting process.

This commitment would be established to allow PRIME to pay for energy costs should they increase beyond the ability of the set rates to pay for the contracted energy costs. This reserve would only be utilized should PRIME’s regular rate revenue be insufficient to cover the costs of energy procurement. Any such increases would then be addressed through the annual rate setting process, but this reserve would allow PRIME to continue providing energy at set and predictable rates.

Research and Development Reserve (Commitment)
This reserve policy establishes a Commitment for Research and Development equal to an amount calculated as fifteen percent (15%) of the prior fiscal year’s annual operating revenues of the Pico Rivera Innovative Municipal Energy (PRIME) Enterprise Fund.

Pico Rivera has long been at the forefront of creating new, sustainable approaches to modern living. The City has been proactively promoting power alternatives, resource conservation and smart energy consumption of all its natural resources for many years. However, investment in research and development are required to plant the seeds for the technologies, products, and services of tomorrow.

PRIME is dedicated to designing cleaner energy platforms for its customers in an effort to promote an environmentally sustainable future.

This commitment would be established to provide a capital funding source for any future customer programs and/or services that the City Council may elect to research and develop. There is a tremendous need in our community to stimulate and invest in distributed energy resource development that increases grid reliability and promotes environmental sustainability. Programmatic research and development funding may be used for initiatives such as demand response rebate programs or energy efficiency services.

Strategic Infrastructure Investment Reserve (Commitment) This reserve policy establishes a Commitment for Strategic Infrastructure Investment equal to an amount calculated as fifteen percent (15%) of the prior fiscal year’s operating revenues of the Pico Rivera Innovative Municipal Energy (PRIME) Enterprise Fund.

This commitment would be established to provide capital funding for any future infrastructure projects that would allow PRIME to increase the amount and/or type of energy provided. For example, PRIME could partner with Lancaster Choice Energy (LCE) to build a solar power generating plant.

Appropriations from the Rate Stabilization, Research and Development, and Strategic Infrastructure Investment commitments can only be made by formal City Council action (i.e., resolution appropriating use of these reserve funds).

Assigned Funds
Assigned funds describe the portion of the PRIME Enterprise Fund reserves that reflect the use of resources intended to provide a means and source of funding for various near-term and long-term needs.

This policy grants authority to assign funds to the Director of Administrative Services. Assignment of reserves may be modified by the Director of Administrative Services as part of the annual budget process.

Use of assigned funds requires formal action by the City Council to appropriate funds in the appropriate account.

Specifically, this reserve policy establishes assignments for the following short-term and long-term needs, at the various levels specified:
• Cash Flow/Cash Advance Reserve (10% of revenue)
• Economic Uncertainty Reserve (10% of revenue)
Additional assignments can and will be made by the Director of Administrative Services as part of the preparation of the annual budget.

Cash Flow/Cash Advance (Assignment)
An assignment will be created that is equal to ten percent (10%) of the prior fiscal year’s revenue of the Pico Rivera Innovative Municipal Energy (PRIME) Enterprise Fund.

Generally, appropriations and access to these Assigned funds will be reserved for situations where, due to cash flow timing issues, it is necessary to find sources of non-operating revenue in order to pay for operational needs of PRIME. This Assignment is to be utilized only in extreme circumstances where normal cash flow does not allow for payment of ongoing operating costs from operating revenue.

Economic Uncertainty Reserve (Assignment)
An assignment fund will be created that is equal to ten percent (10%) of the prior fiscal year’s revenue of the Pico Rivera Innovative Municipal Energy (PRIME) Enterprise Fund.

Generally, appropriations and access to these Assigned funds will be reserved for emergency situations.

Examples of such emergencies include, but are not limited to:
• Reduction in revenue equal to or greater than 20% of adopted PRIME Enterprise Funds revenues in a given fiscal year
• An unplanned, major, catastrophic event such as a natural disaster requiring expenditures over 10% of PRIME Enterprise Fund adopted appropriations in a given fiscal year • Unfunded and/or unpredictable State or Federal legislative or judicial mandates • Any other unforeseen event that causes the City to expend funds in excess of 5% of PRIME Enterprise Fund adopted appropriations in a given fiscal year Unassigned Funds
The PRIME Enterprise Fund may have net resources in excess of what is classified in one of the Commitments or Assignments described above. This amount is presented as the Unassigned Fund Balance amount.

This policy dictates that any amount of fund balance will be classified as “unassigned” after funding the various Committed and Assigned reserves made in accordance with the preceding sections. This policy allows for “unassigned” funds and places no specific restrictions on their use; except that these funds be maintained and used for the purpose of the enterprise itself, but must be appropriated by formal City Council action for use.

Use of Resources
In circumstances when an expenditure is made for a purpose for which amounts are available in multiple fund balance classifications, the order of allocation of these available funds is first restricted, second committed, third assigned and lastly unassigned amounts.

Replenishment of Committed and/or Assigned Reserves
In keeping with the principles discussed in this policy, when either Committed or Assigned funds are utilized for their specific, intended purposes, or the levels fall below the policy levels as described and set forth herein, the City Council will develop a reserve replenishment plan to return the various reserves to their policy levels. This plan will seek to return the Committed and/or Assigned reserves to their policy levels within one (1) to three (3) years, per City Council direction. Furthermore, unassigned funds will be first utilized to maintain and/or return the Committed and/or Assigned reserves to their policy levels.

Fund Account # Object Code Description Increase Decrease Increase Decrease Increase Decrease Increase Decrease 100 20.2090 Salaries/Benefits Admin Serv: Transfer Technician from CED 132,606 136,117 100 20.2090 54400 Admin Serv: Professional Services (Business License) 52,000 52,000 100 20.2090 56992 Admin Ser: Bank Service Charges (Business License) from CED 10,000 10,000 100 30.3000 54400 CED: Transfer Business License Operation to Admin Serv. (30,000) (30,000) 100 30.3020 Salaries/Benefits CED: Transfer Technician to Admin Serv. (132,606) (136,117) 100 30.3020 54400 CED Professional Services - LEAP Grant Proj. 185,000 (185,000) - 100 30.3020 56992 CED: Transfer Bank Service Charges (Business License) to Admin Ser. (10,000) (10,000) 100 30.4020 54500 CED: Building Contracted Services (200,000) (400,000) 100 40.4030 54500 PW: Adjust Street Sweeping Contract funding to Measure W (17,000) (17,000) 100 40.4030 54640 PW: Graffiti Abatement Contracted Services 45,000 65,000 100 80.8102 51200 P&R: Hourly Salaries adjustment (29,608) (29,608) 100 80.8102 52200 P&R: Departmental Supplies adjustment (4,750) (4,750) 100 80.8102 52400 P&R: Print Duplicate & Photocopying adjustment (5,880) (5,880) 100 80.8102 53301 P&R: Equipment Rental adjustment (28,455) (28,455) 100 80.8102 53500 P&R: Small Tools & Equipment adjustment (4,050) (4,050) 100 80.8102 54500 P&R: Contracted Services adjustment 259,386 259,386 100 80.8102 54700 P&R: Insurance & Surety Bond adjustment (2,500) (2,500) 100 80.8220 52900 P&R: Commission Stipends adjustment 2,000 1,000 100 80.8220 54400 P&R: Professional Services adjustment for Veterans Resource Center 15,000 16,000 100 90.9000 54100 Non-Dept: Special Departmental Expenses adjustment (82,151) 2,230 100 90.9000 54500 Non-Dept: SEAACA Contract adjustment 120,818 128,067 100 90.9002 52400 Non-Dept: Parks & Rec copier/printer 12,148 12,148 100 90.9003 54300 Non-Dept: Telephone expenses adjustment (101,958) (13,588) 206 70.7300 54521 CIP: Design Services adjustment (1,495) (1,495) 207 70.7300 54636 CIP: Construction Services adjustment (357,735) (357,735) 208 70.7300 56205 CIP: Permits - Fees - Licenses adjustment (1,584) (1,584) 209 40.4040 52600 PW: Adjust Street Sweeping/Catch Basin funding to Measure W (20,000) (20,000) 209 40.4040 54500 PW: Adjust Street Sweeping/Catch Basin funding to Measure W 20,000 20,000 280 30.3400 54500 CED: CDBG Contracted Services adjustment - 300,000 305 70.7300 54521 CIP: Design Services adjustment (141) (141) 400 70.7320 54400 CIP: Professional Services adjustment (332,915) (332,915) 550 70.7340 54500 CIP: Water Authority Contracted Services adjustment 400,000 - - 570 00.0000 47200 Golf Course: Miscellaneous Revenue adjustment (18,550) (18,266) 570 00.0000 48300 Golf Course: Green Fees Revenue adjustment 32,000 5,100 570 00.0000 48400 Golf Course: Driving Range Revenue adjustment (28,000) (43,000) 570 00.0000 48660 Golf Course: Concessions Revenue adjustment (10,000) (1,000) 570 00.0000 48680 Golf Course: Golf Lessons Revenue adjustment (12,000) (13,000) 570 00.0000 48700 Golf Course: Merchandise Sales Revenue adjustment (22,850) (31,940) 570 00.0000 48700 Golf Course: Rentals Revenue adjustment (8,250) (7,147) 570 16.1620 52210 Golf Course: Supplies/Chemicals adjustment (6,200) (6,200) 570 16.1620 53300 Golf Course: Equipment Maintenance & Repairs adjustment 10,800 10,800 570 16.1620 53301 Golf Course: Equipment Rental adjustment (1,998) (1,998) 570 16.1620 53440 Golf Course: Plumbing Supplies adjustment 2,000 2,000 570 16.1620 53500 Golf Course: Small Tools & Equipment adjustment (50) (50) 570 16.1620 54200 Golf Course: Utilities adjustment 19,600 19,600 570 16.1620 54500 Golf Course: Contracted Services adjustment (28,300) (28,300) 570 16.1620 54670 Golf Course: Tree Care adjustment 9,000 9,000 570 16.1620 55301 Golf Course: Restaurant-Banquet Supplies adjustment 80,200 80,200 570 16.1620 56100 Golf Course: Payroll Expense adjustment 88,000 88,000 570 16.1620 56300 Golf Course: Pro Shop Merchandise adjustment (40,000) (40,000) 570 16.1620 57210 Golf Course: Capital Assets adjustment 203,100 25,000 570 16.1620 57300 Golf Course: Furniture & Equipment adjustment 2,000 2,000 570 16.1620 57800 Golf Course: Contra Capital adjustment (203,100) (25,000) 851 50.5000 56990 Successor Agency Interest Expense 123,254 67,874 FY 2023-25 Summary of Proposed Changes
FY 2023-24 FY 2024-25
Revenue Expenditure Revenue Expenditure
Enclosure 4
4d
To: Mayor and City Council
From: City Manager
Meeting Date: June 27, 2023
Subject: PICO RIVERA REGIONAL BIKEWAY PROJECT (CIP NO.
21280), FEDERAL PROJECT NO. ATPL-5351 (032) —

AWARD OF CONTRACT
Recommendation:

1. Award a construction contract for a not-to-exceed amount of $9,820,083 to Griffith Company for the Pico Rivera Regional Bikeway Project, Federal Project No. ATPL-5351 (032), CIP No. 21280; and execute the contract (Enclosure 1) in a form approved by the City Attorney;

2. Authorize the City Manager to approve change orders, as needed, in an amount not-to-exceed $982,008, (approximately 10% of the total contract amount) for construction contingency;

3. Approve Amendment No. 4 to Professional Services Agreement No. 18-1844 with BKF Engineers for a fee not-to-exceed $125,129;

4. Amend fiscal year (FY) 2022-23 adopted budget by appropriating $1,200,000 in Measure W (Fund 209) to Account No. 209.70.7300.54500-21280 from the Measure W Fund 209 balance;

5. Amend FY 2022-23 adopted budget by transferring $700,000 from CIP No. 50048 (Residential Resurfacing Program – Overlay & Reconstruction) to CIP No. 21280 in COPS Funds (Fund 305) (from 305.70.7300.54500-50048 to 305.70.7300.54500-21280);

6. Amend FY 2022-23 adopted budget by transferring $600,000 from CIP No. 21331 (Telegraph Road Traffic Enhancements Project Phase II) to CIP No. 21280 in SB1 Funds (Fund 202) (from 202.70.7300.54500-21331 to 202.70.7300.54500-21280);

7. Amend FY 2022-23 adopted budget by transferring $810,503 from the General Fund (Fund 100) to the Capital Improvement Project (CIP) Fund (Fund 400). 5 CITY COUNCIL AGENDA REPORT – MEETING OF JUNE 27, 2023 PICO RIVERA REGIONAL BIKEWAY PROJECT (CIP NO. 21280), FEDERAL PROJECT NO. ATPL-5351 (032) — AWARD OF CONTACT

Subsequently, these funds will be appropriated to Account No. 400.70.7300.54500-21280. These funds are related to proceeds from a classaction settlement for possible contamination to waterways, including stormwater.

The City intends to utilize this fund to address the needs of this critical CIP; and

8. Amend FY 2022-23 adopted budget by transferring $289,497 in Landscaping and Lighting District (LLD) (Fund 230) to the General Fund (Fund 100), and then transfer from the General Fund to CIP Fund, and appropriate it to Account No. 400.70.7300.54500-21280. The City intends to utilize eligible resources in the LLD fund to address the needs of this critical CIP.

Fiscal Impact:

The FY 2022-23 adopted budget includes the funding budget in the table below for the Pico Rivera Regional Bikeway Project (Project), in the amount of $9,702,102.

Account No. Funding Source Amount
698.70.7300.54500.21280
Federal Active Transportation
Program (ATP) Cycle 2 Grant
Funds (Fund 698)
$3,932,000
699.70.7300.54500.21280 State Urban Rivers Grant Funds
(Fund 699) $1,801,615
208.70.7305.54500.21280 Metro’s Measure M MSP I-605 Hot Spot Program (Fund 208) $2,697,000
208.70.7300.54500.21280 Measure M (Fund 208) $500,000
207.70.7300.54500.21280 Measure R (Fund 207) $500,000
210.70.7300.54500.21280 Transportation Development Act
Funds (Fund 210) $271,487
Total Project Budget 9,702,102
An estimated additional $3,600,000 is needed to cover the full amount of the construction contract and construction support services to finalize the Project. The total project budget needed is $13,302,102.
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CITY COUNCIL AGENDA REPORT – MEETING OF JUNE 27, 2023
PICO RIVERA REGIONAL BIKEWAY PROJECT (CIP NO. 21280), FEDERAL PROJECT NO. ATPL-5351 (032) — AWARD OF CONTACT

Proposed Funding Appropriations:

Account No. Funding Source Amount
209.70.7300.54500-21280 Measure W (Fund 209) $1,200,000 305.70.7300.54500-21280 COPS Funds (Fund 305) $ 700,000 202.70.7300.54500-21280 SB1 Funds (Fund 202) $ 600,000
400.70.7300.54500-21280 Storm Water Settlement
(Transfer from General Fund 100)
$ 810,503
400.70.7300.54500-21280 Transfer from Landscaping and
Lighting District (Fund 230)
$ 289,497
Total Requested $ 3,600,000
Discussion:

This Project is located along Mines Avenue from Paramount Boulevard to the San Gabriel River and will construct a 1.1-mile protected bicycle lane that will provide a connection to regional trails along the Rio Hondo Channel and San Gabriel River. In addition to the bicycle lanes, improvements within the project limits include pavement reconstruction, construction of bio-swales for stormwater capture, traffic signal modifications at the intersections of Paramount Boulevard at Mines Avenue and Rosemead Boulevard at Mines Avenue, and signage and landscaping improvements.

The Project will utilize sustainable native and drought-tolerant plants, shrubs, and trees to limit water usage.

On May 12, 2023, the Notice Inviting Bids (NIB) was advertised in the Cerritos Newspaper and was posted on PlanetBids (City’s bidding platform) through the City’s website. On June 13, 2023, a total of two (2) bids were received and opened electronically on PlanetBids. The following summarizes the bids received:

CONSTRUCTION COMPANY BID AMOUNT
Griffith Company $9,820,082.90
All American Asphalt $10,893,148.40
Staff completed the analysis of the bids and determined Griffith Company to be the apparent lowest and responsible bidder. Staff has verified Griffith Company‘s references and found their past performance on jobs of similar size and scope to be satisfactory.

Griffith Company‘s bid, bonds, and insurance documents are in order and their contractor’s license is current.

Staff intends to issue a request for task proposals (RFTP) from pre-qualified firms under the City’s on-call agreements to provide construction management and inspection services. A budget for these services is currently estimated not-to-exceed $ 509,796.

CITY COUNCIL AGENDA REPORT – MEETING OF JUNE 27, 2023
PICO RIVERA REGIONAL BIKEWAY PROJECT (CIP NO. 21280), FEDERAL PROJECT NO. ATPL-5351 (032) — AWARD OF CONTACT

The total funding sources and total project budget, including design, is summarized as follows:

Project Funding Budget
ATP (Fund 698) $ 3,932,000
Urban Rivers Grant (Fund 699) $ 1,801,615
Measure M MSP Hot Spot (Fund 208) $ 2,697,000
Measure M Local Return (Fund 208) $ 500,000
Measure R (Fund 207) $ 500,000
TDA (Fund 210) $ 271,487
Measure W (Fund 209) $ 1,200,000
COPS Funds (Fund 305) $ 700,000
SB1 Funds (Fund 202) $ 600,000
Storm Water Settlement (Fund 100) $ 810,503
Landscaping and Lighting District (Fund
230)
$ 289,497
Total Project Budget: $ 13,302,102
Project Expenditures Amount
Design $ 1,590,215
Construction $ 9,820,083
Project Administration $ 400,000
Contingency (10%) $ 982,008
Construction Management and Inspection $ 509,796
Total Estimated Project Expenses: $ 13,302,102
The anticipated schedule for the Project is as follows:
• Award Construction……………………. June 2023
• Start Construction………………………. August 2023
• Complete Construction………………… April 2024
The recommended Amendment No. 4 (Enclosure 2) to Professional Services Agreement No. 18-1844 provides construction support services, stormwater utility permit coordination services and City monument design with the design engineer, BKF Engineers, to support the project through completion of construction.

Conclusion:

Staff recommends award of a construction contract to Griffith Company for a not-toexceed amount of $9,820,083 and authorize the City Manager to approve change orders, as needed, in an amount not-to-exceed $982,008, (approximately 10% of the total contract amount) for construction contingency to complete the project. In addition, CITY COUNCIL AGENDA REPORT – MEETING OF JUNE 27, 2023
PICO RIVERA REGIONAL BIKEWAY PROJECT (CIP NO. 21280), FEDERAL PROJECT NO. ATPL-5351 (032) — AWARD OF CONTACT

Staff recommends amending Agreement No. 18-1844 with BKF Engineers for an additional fee not-to-exceed $125,129 to provide additional design and support services during construction.

Steve Carmona
SC:NN:KG:np
Enclosures: 1) Construction Contract
2) Amendment No. 4 to Professional Services Agreement No. 18-1844

CITY OF PICO RIVERA CONTRACT FOR

PICO RIVERA REGIONAL BIKEWAY PROJECT
CIP NO. 21280; FEDERAL PROJECT NO. ATPL 5351(032)
THIS CONTRACT (“Contract”) is made and entered this 27th day of June 2023 (“Effective Date”), by and between the CITY OF PICO RIVERA, a California municipal corporation (“City”) and Griffith Company, a California corporation (“Contractor”). The Contractor’s California State Contractor’s license number is 88. The Contractor and the City are sometimes referred to herein collectively as the “Parties” and singularly as “Party”.

In consideration of the mutual covenants hereinafter set forth, the Parties hereto agree as follows:

1. Contract Documents. The Contract Documents consist of this Contract, the Notice Inviting Bids, Instructions to Bidders, Bid Proposal (including documentation accompanying the Bid Proposal and any post-Bid Proposal documentation submitted before the Notice of Award), the Bonds, permits from regulatory agencies with jurisdiction, General Provisions, Special Provisions, Plans, Standard Plans, Standard Specifications, Reference Specifications, Addenda, Change Orders, and Supplemental Agreements. In the event there is a conflict between the terms of the Contract Documents, the more specific or stringent provision shall govern. City shall decide which option is the more specific or stringent provision. The Contract Documents are attached hereto and incorporated herein by reference.

2. Scope of Services. The Contractor shall perform and provide all materials, tools, equipment, labor, and services necessary to complete the Work in a good and workmanlike manner for the project identified as PICO RIVERA REGIONAL BIKEWAY PROJECT CIP NO. 21280; ATP FEDERAL PROJECT NO. 5351(032) (“Project”), as described in the Contract Documents.

3. Compensation.

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 Nine Million Eight Hundred Twenty Thousand Eighty-Two Dollars and Ninty Cents, ($9,820,082.90) (“Contract Price”). 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.

Enclosure 1
5a
Construction Contract

GRIFFITH COMPANY

3.2 Payment Procedures. Based upon applications for payment submitted by the Contractor to the City, the City shall make payments to the Contractor in accordance with Section 7 of the Standard Specifications, as modified by Section 7 of the General Provisions.

3.3 Substitution of Securities. Pursuant to Public Contracts Code Sec. 22300 Contractor shall be allowed to substitute securities for any moneys withheld by the City to ensure performance under a contract, unless, federal regulations or policies, or both, do not allow the substitution of securities. At the request and expense of the Contractor, securities equivalent to the amount withheld shall be deposited with the City, or with a state or federally chartered bank in this state as the escrow agent, who shall then pay those moneys to the Contractor. Upon satisfactory completion of the contract, the securities shall be returned to the Contractor.

4. Contract Time.

4.1 Limited Notice to Proceed. The City shall issue the “Limited Notice to Proceed” for the Contractor to fulfill preconstruction requirements and order materials.

The date specified in the Limited Notice to Proceed does not constitute the date of commencement of the Contract Time. The Contract Time does not include the time necessary to fulfill preconstruction requirements and place the order for materials.

The Limited Notice to Proceed shall further specify that the Contractor must complete the preconstruction requirements and order materials within __20___ Working Days after the date of commencement of the Contract Time; Preconstruction requirements include, but are not limited to, the following:
• Submitting and obtaining approval of Traffic Control Plans • Submitting and obtaining approval of the Stormwater Pollution Prevention Plan (SWPPP)/Water Pollution Control Plan (WPCP)
• Submitting and obtaining approval of critical required submittals • Installation of the approved Project Identification Signs • Obtaining an approved no fee Encroachment Permit
• Obtaining permits from outside agencies
• Obtaining a Temporary Use Permit for a construction yard • Notifying all agencies, utilities, residents, etc., as outlined in the Contract Documents
Construction Contract

GRIFFITH COMPANY

• Potholing of existing utilities which have potential conflicts with underground improvements (water and electrical conduit and sleeves, signal pole foundations and other underground work specified on the Contract Plans)

4.2 Notice to Proceed with Construction. After all preconstruction requirements are met and materials have been ordered in accordance with the Limited Notice to Proceed, the City shall issue the “Notice to Proceed with Construction,” at which time the Contractor shall diligently prosecute the Work, including corrective items of Work, day to day thereafter, within 160 working days as part of the Contract Time to complete construction of the Project.

5. Liquidated Damages for Delay and Control of Work.

5.1 Liquidated Damages. The Contractor and the City have agreed to liquidate damages pursuant to Section 6-9 of the General Provisions.

6. Additional Federal Requirements.

6.1 Payment of Prevailing Wages on Public Works Projects. In accordance with Labor Code Section 1770 et seq., the Project is a “public work.” The selected Bidder (Contractor) and any Subcontractors shall pay wages in accordance with the prevailing hourly rates determined by the Wage and Hour Division (WHD) of the United States Department of Labor or the general prevailing wage determinations by the State of California Department of Industrial Relations (DIR) whichever is higher. Copies of those rates are on file with the Director of Public Works and are available to any interested party upon request. The Contractor shall post a copy of the WHD/DIR’s determination of the prevailing rate of per diem wages at each job site. This Project is subject to compliance monitoring and enforcement by the WHD/DIR.

6.2 Federal-Aid Construction Contract. This Federal aid construction contract incorporates all Federal provisions referenced in Exhibit 12-G “Required Federal-Aid Contract Language” and Exhibit 12-H “Sample Bid”. All of the aforementioned documents were obtained from latest version of the Local Assistance Procedures Manual by the California Department of Transportation and are incorporated on Appendix V“Federal Requirements” of the Contract Documents.

6.3 Buy America Requirements for Steel and Iron Materials. Refer to Section 8 of Exhibit 12-G on Appendix V “Federal requirements” for additional information.

6.4 Additional Federal Requirements. Refer to Appendix V “Federal requirements” for additional information.

7. Work After Stop Work Notice. Any work completed by the Contractor after the issuance of a Stop Work Notice by the City shall be rejected and/or removed and replaced as specified in the applicable Section of the Special Provisions.

Construction Contract

GRIFFITH COMPANY

8. Antitrust Claims. In entering into this Contract, the Contractor offers and agrees to assign to the City all rights, title, and interest in and to all causes of action it may have under Section 4 of the Clayton Act (15 U.S.C. Sec.§ 15) or under the Cartwright Act (Business and Professions Code Section 16700 et seq.) arising from purchases of goods, services, or materials pursuant to the Contract. This assignment shall be made and become effective at the time the City tenders final payment to the Contractor without further acknowledgment by the Parties.

9. Prevailing Wages. The City and the Contractor acknowledge that the Project is a public work to which prevailing wages apply. The City has entered into the “Community Workforce Agreement” (“CWA”) with the Los Angeles and Orange Counties Building and Construction Trades Council attached as Appendix III to the Bid Documents, which requires the payment of prevailing wages on general public works contracts of greater than $250,000 and specialty contracts of greater than $50,000 and certain labor compliance provisions. Specialty contracts are entered into between the City and specialty contractors as defined in Business and Professions Code Section 7058, including Sections 832.02 through 832.62 of Title 16 of the California Code of Regulations.The Contractor awarded the Contract for the Work and all Subcontractors must agree to be bound by the CWA during performance of the Work. Each Contractor must submit a completed and executed Letter of Assent with its Bid Propoal; failure of a Bid Proposal to be accommpanied by the Contractor’s completed and executed Letter of Assent will render the Bid Proposal non-responsive and rejected. If awarded a Contract, the successful Contractor shall comply with provisions of the CWA, including without limitation: (i) craft labor hiring practices; (ii) alternative dispute resolution procedures for Site grievances and jurisdictional disputes; and (iii) prevailing wage rate responsibilities.

The CWA shall not apply if the City receives funding or assistance from any Federal, State, local or other public entity for the Construction Contract if a requirement, condition or other term of receiving that funding or assistance, at the time of the awarding of the contract, is that City not require, bidders, contractors, subcontractors or other persons or entities to enter into an agreement with one or more labor organization or enter into an agreement that contains any of the terms of the CWA. Public Works projects not covered by the CWA shall be subject to the prevailing wage requirements of the California Uniform Public Construction Cost Accounting Act which has been adopted by the City.

10. Workers’ Compensation. Labor Code Sections 1860 and 3700 provide that every contractor will be required to secure the payment of compensation to its employees. In accordance with the provisions of Labor Code Section 1861, by signing this Contract, the Contractor certifies as follows:
“I am aware of the provisions of Section 3700 of the Labor Code which require every employer to be insured against liability for workers’ compensation or to undertake self-insurance in accordance with the provisions of that Code, and I will comply with such provisions before commencing the performance of the Work of this Contract.”
Construction Contract

GRIFFITH COMPANY

11. Miscellaneous Statutory Requirements.

11.1. Contractor License. Contractor shall possess a California contractor’s license type for the performance of the Project.

11.2 Ineligible Contractor Prohibited. Any contractor or subcontractor who is ineligible to perform work on a public works project pursuant to Section 1777.1 or 1777.7 of the Labor Code is prohibited from performing work under this Contract.

11.3 Compliance with SB 854 Registration. This Project is subject to compliance monitoring and enforcement by the Department of Industrial Relations. No prime contractor or subcontractor may be listed on a bid proposal for a public works project (submitted on or after March 1, 2015) unless registered with the Department of Industrial Relations pursuant to Labor Code section 1725.5. No prime contractor or subcontractor may be awarded a contract for public work on a public works project (awarded on or after April 1, 2015) unless registered with the Department of Industrial Relations pursuant to Labor Code section 1725.5. The Contractor will be required to post job site notices as described in 8 California Code of Regulation section 16451(d).

11.4 Trenches, Excavations and Unknown Conditions. Pursuant to California Public Contract Code Section 7104, in the event the work included in this Contract requires excavations more than four (4) feet in depth, the following shall apply. (a) Contractor shall promptly, and before the following conditions are disturbed, notify City, in writing, of any: (1) material that Contractor believes may be material that is hazardous waste, as defined in Section 25117 of the Health and Safety Code, that is required to be removed to a Class I, Class II, or Class III disposal site in accordance with provisions of existing law; (2) Subsurface or latent physical conditions at the site different from those indicated; or (3) Unknown physical conditions at the site of any unusual nature, different materially from those ordinarily encountered and generally recognized as inherent in work of the character provided for in the Contract. (b) City shall promptly investigate the conditions, and if it finds that the conditions do materially so differ, or do involve hazardous waste, and cause a decrease or increase in Contractor’s cost of, or the time required for, performance of any part of the work shall issue a change order per Section 7-4 of the General Provisions. (c) That, in the event that a dispute arises between City and Contractor whether the conditions materially differ, or involve hazardous waste, or cause a decrease or increase in Contractor’s cost of, or time required for, performance of any part of the work, Contractor shall not be excused from any scheduled completion date provided for by the contract, but shall proceed with all work to be performed under the contract. Contractor shall retain any and all rights provided either by contract or by law which pertain to the resolution of disputes and protests between the contracting Parties.

11.5 Trench and Pipeline Safety. If this Contract is for more than $25,000 Construction Contract

GRIFFITH COMPANY

and involves excavation of any trench five feet or more in depth, the Contractor shall submit a detailed plan of shoring, bracing, sloping or other provisions to be made for worker protection in accordance with Labor Code Section 6705. Such plan shall be approved by a qualified representative of the City.

11.6 Utility Relocation. City is responsible for removal, relocation, or protection of existing main or trunkline utilities to the extent such utilities were not identified in the invitation for bids or specifications. City shall reimburse Contractor for any costs incurred in locating, repairing damage not caused by Contractor and removing or relocating such unidentified utility facilities, including equipment idled during such work. Contractor shall not be assessed liquidated damages for delay arising from the removal or relocation of such unidentified utility facilities.

11.7 Third Party Claims Notification. The City shall timely notify the Contractor in writing of any third party claims relating to the Contract.

11.8 Unfair Business Practices Claims. The Contractor or subcontractor offers and agrees to assign to the City all rights, title, and interest in and to all causes of action it may have under Section 4 of the Clayton Act (15 U.S.C. Section 15) or under the Cartwright Act (Chapter 2, (commencing with Section 16700) of Part 2 of Division 7 of the Business and Professions Code), arising from purchases of goods, services or materials pursuant to the public works contract or the subcontract. This assignment shall be made and become effective at the time the City renders final payment to the Contractor without further acknowledgment by the Parties. (Section 7103.5, California Public Contract Code.).

11.9 Day’s Work. Contractor acknowledges that under California Labor Code sections 1810 and following, 8 hours of labor constitutes a legal day’s work. Contractor will forfeit as a penalty to City the sum of $25.00 for each worker employed in the execution of this Contract by Contractor or any subcontractor for each calendar day during which such worker is required or permitted to work more than 8 hours in any one calendar day and 40 hours in any one calendar week in violation of the provisions of Labor Code section 1810. (Labor Code § 1813).

11.10 Hazardous Materials and Unknown Conditions. Contractor shall notify City in writing of the discovery of any of the following conditions, without disturbing the condition, as soon as Contractor, or any of Contractor’s subcontractors, agents or employees have knowledge and reporting is possible:
(1) The presence of any material that the Contractor believes is hazardous waste, as defined in Section 25117 of the Health and Safety Code; (2) Subsurface or latent physical conditions at the site differing from those indicated in the specifications; or,
(3) Unknown physical conditions at the site of any unusual nature, Construction Contract

GRIFFITH COMPANY

different materially from those ordinarily encountered and generally recognized as inherent in work of this character provided for in this Contract.

Pending a determination by City of appropriate action to be taken, Contractor shall provide security measures (e.g., fences) adequate to prevent the hazardous waste or physical conditions from causing bodily injury to any person.

City shall promptly investigate the reported conditions. If City, through its Director of Community Development and Public Works, or her designee, and in the exercise of its sole discretion, determines that the conditions do materially differ, or do involve hazardous waste, and will cause a decrease or increase in the Contractor’s cost of, or time required for, performance of any part of the work, then City shall issue a change order.

In the event of a dispute between City and Contractor as to whether the conditions materially differ, or involve hazardous waste, or cause a decrease or increase in the Contractor’s cost of, or time required for, performance of any part of the work, Contractor shall not be excused from any scheduled completion date and shall proceed with all work to be performed under the Contract. Contractor shall retain any and all rights which pertain to the resolution of disputes and protests between the Parties.

11.11 Payroll Records. Contractor shall maintain the certified payroll records required by Labor Codes Sec. 1776 and shall report such records directly to the California Labor Commissioner as required by Labor Code Sec. 1771.4. Contractor and any subcontractor shall (1) keep accurate payroll records and verify such records in writing under penalty of perjury, as specified in Section 1776, (2) certify and make such payroll records available for inspection as provided by Section 1776, and (3) inform the City of the location of the records. The Contractor shall inform the City of the location of the records enumerated under Labor Code Sec. 1776, including the street address, city, and county, and shall, within five working days, provide a notice of a change of location and address. The Contractor has ten days in which to comply subsequent to receipt of a written notice requesting these records, or as a penalty to the City, the Contractor shall forfeit $100.00 for each Day, or portion thereof, for each worker, until strict compliance is effectuated. Upon the request of the Division of Labor Standards Enforcement, these penalties shall be withheld from progress payments then due.

11.12 Employment of Apprentices. Nothing in this Contract prevents Contractor or any subcontractor from employing properly registered apprentices in the execution of the Contract. Contractor is responsible for compliance with Labor Code section 1777.5 for all apprenticeable occupations. This statute requires that contractors and subcontractors must submit contract award information to the applicable joint apprenticeship committee, must employ apprentices in apprenticeable occupations in a ratio of not less than one hour of apprentice’s work for every five hours of labor performed by a journeyman (unless an exception is granted under §1777.5), must contribute to the fund or funds in each craft or trade or a like amount to the California Apprenticeship Council, and that contractors and subcontractors must not discriminate among otherwise Construction Contract

GRIFFITH COMPANY

qualified employees as apprentices solely on the ground of sex, race, religion, creed, national origin, ancestry or color. Only apprentices defined in Labor Code section 3077, who are in training under apprenticeship standards and who have written apprentice contracts, may be employed on public works in apprenticeable occupations.

11.13 Urban Runoff. Contractor shall implement and maintain activity specific Best Management Practices (BMPs) to prevent pollutant loading from stormwater and nonstormwater discharges to receiving waters as required in Municipal NPDES Permit No.

CAS004004. Contracting staff whose primary job duties are related to implementation of BMPs shall be adequately trained to effectively implement, operate, and maintain such BMPs and must be versed in factors affecting BMP effectiveness. Contractor shall certify they have received all applicable training to implement the requirements in Municipal NPDES Permit No. CAS004004 and shall provide documentation to that effect.

12. Termination.

12.1. Termination for Convenience. The City may terminate this Contract, in whole or in part, with 30 days written notice to the Contractor when it is in the City’s best interest. The Contractor shall be paid its costs, including contract close-out costs, and profit on work performed up to the time of termination. The Contractor shall promptly submit its termination claim to City to be paid the Contractor. If the Contractor has any property in its possession belonging to the City, the Contractor will account for the same, and dispose of it in the manner the City directs. The Contractor may terminate this Contract, in whole, with 90 days written notice to the City.

12.2 Termination for Default. If at any time the Contractor is determined to be in material breach of the Contract, a Notice of Potential Breach of Contract shall be prepared by the City and will be served upon the Contractor and its sureties. If the Contractor continues to neglect or refuses to comply with the Contract or with the Notice of Potential Breach of Contract to the satisfaction of the City within the time specified in such Notice, the City shall have the authority to terminate the Contract for this Project.

12.3 Waiver of Remedies for any Breach. In the event that City elects to waive its remedies for any breach by Contractor of any covenant, term or condition of this Contract, such waiver by City shall not limit City’s remedies for any succeeding breach of that or of any other term, covenant, or condition of the Contract.

13. Titles. The titles used in this Contract are for convenience only and shall in no way define, limit or describe the scope or intent of this Contract or any part of it.

14. Authority. Any person executing this Contract on behalf of the Contractor warrants and represents that he or she has the authority to execute this Contract on behalf of the Contractor and has the authority to bind the Contractor to the performance of its obligations hereunder.

Construction Contract

GRIFFITH COMPANY

15. Entire Contract. This Contract, including the Contract Documents and any other documents incorporated herein by specific reference, represents the entire and integrated Contract between the City and the Contractor. This Contract supersedes all prior oral or written negotiations, representations or agreements. This Contract may not be modified or amended, nor any provision or breach waived, except in a writing signed by both Parties that expressly refers to this Contract.

16. Attorney’s Fees and Costs. If either Party to this Contract is required to initiate or defend or made a party to any action or proceeding in any way connected with this Contract, the prevailing Party in such action or proceeding, in addition to any other relief which may be granted, whether legal or equitable, shall be entitled to reasonable attorney's fees. Attorney's fees shall include attorney's fees on any appeal, and in addition a Party entitled to attorney's fees shall be entitled to all other reasonable costs for investigating such action, taking depositions and discovery and all other necessary costs the court allows which are incurred in such litigation. All such fees shall be deemed to have accrued on commencement of such action and shall be enforceable whether or not such action is prosecuted to judgment.

17. Independent Contractor - The Contractor is and shall at all times remain as to the City, a wholly independent contractor. Neither the City, nor any of its officers, employees or agents shall have control over the conduct of the Contractor or any of the Contractors’ officers, employees or agents, except as herein set forth. The Contractor shall not at any time or in any manner represent that it or any of its officers, employees or agents are in any manner officers, employees or agents of the City, nor shall City officers, employees or agents be deemed the officers, employees, or agents of Contractor as a result of this Contract. The Parties further acknowledge the following: (i) that Contractor shall provide the services outlined in the Scope of Services directly to City; (ii) Contractor maintains a business location at the address listed under Section 19 that is separate and distinct from the City; (iii) Contractor contracts with other businesses to provide the same or similar services and maintains a clientele without restriction from the City; (iv) Contractor advertises and holds itself out to the public as available to provide the same or similar services; (v) unless otherwise specified in this Contract, Contractor provides its own tools, vehicles, and equipment necessary for performing the Scope of Services; (vi) Contractor has proposed and negotiated its own rates; and (vii) consistent with the nature and demands of the project and the City’s business hours and City staff availability, Contractor may set its own hours and location of work.

18. Notice. Any notice, demand, request, document, consent, approval, or communication either Party desires or is required to give to the other Party or any other person shall be in writing and shall be deemed to be given when served personally or deposited in the U.S. Mail, prepaid, first-class mail, return receipt requested, addressed as follows:

Construction Contract

GRIFFITH COMPANY

To City: City of Pico Rivera
6615 Passons Boulevard
Pico Rivera, California 90660
Attention: City Engineer
To Contractor: Griffith Company
12200 Bloomfield Avenue
Santa Fe Springs, California 90670
Attention: Lucas J. Walker, Vice President/Regional Manager

19. Prohibition Against Assignment. The experience, knowledge, capability and reputation of Contractor, its principals and employees were a substantial inducement for the City to enter into this Contract. Neither this Contract nor any interest herein may be transferred, assigned, conveyed, hypothecated or encumbered voluntarily or by operation of law, whether for the benefit of creditors or otherwise, without the prior written approval of City. Transfers restricted hereunder shall include the transfer to any person or group of persons acting in concert of more than twenty five percent (25%) of the present ownership and/or control of Contractor, taking all transfers into account on a cumulative basis. In the event of any such unapproved transfer, including any bankruptcy proceeding, this Contract shall be void. No approved transfer shall release the Contractor or any surety of Contractor of any liability hereunder without the express consent of City.

20. Counterparts. This Contract may be executed in counterpart originals, duplicate originals, or both, each of which is deemed to be an original for all purposes.

IN WITNESS WHEREOF, the Parties hereto have executed this Contract the day and year first above written.
[Signatures on following page]
Construction Contract

GRIFFITH COMPANY

CITY OF PICO RIVERA
By:

Erik Lutz, Mayor
ATTEST: APPROVED AS TO FORM:

By: By:

Cynthia Ayala, Jr. Deputy City Clerk Arnold M. Alvarez-Glasman, City Attorney Dated: _____________________
(“CONTRACTOR”)
By:

NAME TITLE
By:

NAME TITLE

PROOF OF AUTHORITY TO BIND

CONTRACTING PARTY REQUIRED
AMENDMENT NO. 4
TO AGREEMENT NO. 18-1844

PROFESSIONAL SERVICES AGREEMENT

WITH BKF ENGINEERS
THIS AMENDMENT NO. 4 TO AGREEMENT NO. 18-1844 PROFESSIONAL SERVICES AGREEMENT WITH BKF ENGINEERS (“Amendment No. 4"), effective as of the date specified in paragraph 5 hereof, is made and entered into by and between the CITY OF PICO RIVERA (“CITY”), and BKF Engineers (“CONSULTANT”).

RECITALS
A. CITY and CONSULTANT (collectively referred to as the “PARTIES”) have previously executed that certain Agreement No. 18-1844 Professional Services Agreement Between the City of Pico Rivera and BKF Engineers, dated October 23, 2018, as amended by Amendments No. 1, 2 and No. 3 dated March 25, 2020, May 26, 2021, August 9, 2021, respectively (collectively “Agreement”) relating to professional services in the City of Pico Rivera.

B. The PARTIES desire to amend said Agreement as set forth herein, pursuant to Section 5.1 of the Agreement.

NOW, THEREFORE, THE PARTIES AGREE AS FOLLOWS:

1. MODIFICATION OF SCOPE OF SERVICES TO BE PERFORMED BY CONSULTANT.

The Scope of Services under Exhibit A and A-1 to the Agreement to be performed by CONSULTANT, as set forth in the Agreement shall hereby be supplemented with the Landscape monument design and construction support services as set forth in the CONSULTANT’S Proposal dated June 21, 2023, attached hereto as Exhibit “A-2” to this Amendment No. 4. Exhibit A-2 is hereby incorporated by reference into the Agreement.

2. MODIFICATION OF CONSULTANT’S COMPENSATION.

The total compensation to be paid by CITY to CONSULTANT for the Additional Services identified in Exhibit A-2 shall be in accordance with the CONSULTANT’S Fee Proposal dated June 21, 2023 for an amount not to exceed One Hundred Twenty-Five Thousand One Hundred Twenty-Nine Dollars ($125,129.00).

3. EXPIRATION DATE.

The “Expiration Date” defined in Section 3.4 of the Agreement is hereby amended as follows:

3.4 “Expiration Date”: December 31, 2024
Enclosure 2
5b
Amendment No. 4 to Professional Services Agreement No. 18-1844

BKF ENGINEERS

4. EFFECT OF AMENDMENTS.

Except as modified herein, either expressly or by necessary implication, the terms and provisions of the Agreement between the CITY and CONSULTANT shall remain in full force and effect.

5. EFFECTIVE DATE.

Unless otherwise specified herein, this Amendment No. 4 shall become effective as of the date set forth below on which the last of the Parties, whether CITY or CONSULTANT, executes this Amendment No. 4.

IN WITNESS WHEREOF, the Parties hereto have caused this Amendment No. 4 to be executed and attested by their respective officers hereunto duly authorized. “CITY” “CONSULTANT”

CITY OF PICO RIVERA BKF ENGINEERS
______________________________ _________________________________ Erik Lutz, Mayor Chris Rideout, Principal
Dated: ________________________ Dated: ____________________________ ATTEST: APPROVED AS TO FORM
___________________________ _________________________________ Cynthia Ayala, Jr. Deputy City Clerk Arnold M. Alvarez-Glasman, City Attorney EXHIBIT A-2

BKF ENGINEERS
4675 MacArthur Court, Suite 400, Newport Beach, CA 92660 | 949.526.8460 June 22, 2023
BKF No. C20181006-10
Kenner Guerrero
City of Pico Rivera
6615 Passons Boulevard
Pico Rivera, CA 90660
Transmitted Via Email
Subject: Additional Service Request No. 3 for Amendment No. 4 Pico Rivera Regional Bikeway, CIP No. 21280, Active Transportation Program (ATP) Federal Project No. 5351(032)
Dear Kenner:

As requested, we have prepared this additional service request that addresses work outside the limits of our current contractual scope of work. Below I have identified each item with the approximate level of effort needed to address the additional tasks.

ADDITIONAL SCOPE OF SERVICES
TASK 4: Final Engineering and Construction Support
We are requesting a budget increase for Task 4 Final Engineering due to design direction changes, different City reviewers at 65% and 95% PS&E with conflicting review comments, multiple 95% PS&E submittals extensive Los Angeles County Flood Control District review comments to obtain the permits, and to cover construction support services.

The design changes include:

1. Removal of all mid-block pedestrian ramps

2. Removal of ramp replacement at Calico/Coolhurst and Mines Avenue

3. Revision to all crosswalk striping to high-visibility type

4. Addition of project information and wayfinding signs

5. Addition of concrete flatwork repairs after 100% PS&E submittal

6. Addition of cross gutter at Mines Avenue and Passons Boulevard

7. Removal of Stop control at Mines Avenue and Cord Avenue

8. Revision to the traffic signal equipment with added coordination with SCE and Design Team

9. Revision to irrigation equipment with added coordination with the Design Team Extensive Los Angeles County Flood Control District comments for permit application. The initial review comments from LACFCD required us to provide elevations at the points of storm drain connections.

We submitted the plans to LACFCD with comments addressed and incorporated. Upon their review, additional comments required us to provide profiles to all points of connections with the storm drain facilities, and map the County’s easements at the east end of Mines Avenue for the ramp leading into the San Gabriel River Trail permit. Mapping County easement was in addition to the R/W” delineation of City and County right-of-way that were already shown on the plans. LACFCD provided the right-ofway information for the Design Team to map and resubmit to the County. We are requesting additional budget for this effort due to unanticipated review comments from LACFCD and the level of details they required, which are unusual for us to receive.

EXHIBIT A-2 001

At the request of the City, BKF will provide two (2) details for the City Monument Marker. The City will provide the information needed to develop the details for the City Monument Marker, such as materials, height, width, text size, text font, images and location. BKF will draft in CADD the City Monument Marker for the Contractor to prepare and submit Shop Drawings for City review and approval.

We understand that we have reallocated budget from the Structural scope items since the bridge design feature was removed from the Project, and reallocated a portion of the Bidding and Construction Support, however, these additional scope items and changes in design occurred after the reallocation of funds. We were hoping to stay within budget, but the complexity of the design changes, the amount of changes, unexpected review comments and reviewers from the City and LACFCD made it challenging for us to absorb.

COMPENSATION
BKF proposes to provide the additional services on the basis of the current contract. We will continue to invoice for our services per task summarized as follows:

Task Description Fee
4 Final Engineering

4.1 Design Changes and Bid Support $73,785

4.2 LACFCD Permitting $26,344

4.3 City Monument Marker $25,000
Total Labor Fee $125,129
Please contact me at 949-526-1042 if you have any questions regarding the additional scope items or if we need to meet to review them.

Respectfully,
BKF Engineers
Sheila Amparo, PE, QSD
Project Manager/Associate Principal
EXHIBIT A-2 002
To: Mayor and City Council
From: City Manager
Meeting Date: June 27, 2023
Subject: AWARD A PROFESSIONAL SERVICES AGREEMENT TO

CASCADIA CONSULTING GROUP FOR THE

DEVELOPMENT OF A CLIMATE ACTION PLAN
Recommendation:

1. Award a Professional Services Agreement to Cascadia Consulting Group (Cascadia) to develop a Climate Action Plan (CAP) for an amount not-to-exceed $149,935, and execute the agreement in a form approved by the City Attorney; and

2. Appropriate $50,000 from the Unassigned General Fund Balance to Account No. 100.11.1111-54500-6770.

Fiscal Impact:

The total cost to develop the Climate Action Plan is $150,000. On April 12, 2022, the City Council approved an appropriation of $100,000 from the fiscal year (FY) 2020-21 General Fund Year-End Surplus for the completion of a comprehensive Climate Action Plan.

Earlier, in January 2022, the Office of Sustainability was awarded a $50,000 grant from SoCal Gas to assist in the development of climate action and adaptation planning, at which time was not appropriated; however, the monies were deposited in the FY 2021- 22 Unassigned General Fund Balance as of June 30, 2022.

In accordance with the objectives and goals set forth by the grant, an appropriation of $50,000 from the Unassigned General Fund Balance to Account No.100.11.1111-54500- 6770 is requested at this time to fund this agreement.

Background:

On February 22, 2022, the City Council adopted the Five-Year Strategic Plan for the City, which identified and prioritized establishing the City as an “…environmentally friendly, 6 CITY COUNCIL AGENDA REPORT – MEETING OF JUNE 27, 2023

AWARD A PROFESSIONAL SERVICES AGREEMENT TO CASCADIA CONSULTING

GROUP FOR THE DEVELOPMENT OF A CLIMATE ACTION PLAN

sustainable community that attracts green industries.” On April 12, 2022, the City Council approved the allocation FY 2020-21 General Fund Year-End operating surplus towards several projects, including $100,000 for the development of a CAP.

The CAP is a comprehensive roadmap–serving as a masterplan–that helps cities reduce greenhouse gas (GHG) emissions through 1) GHG emissions inventory, 2) GHG reduction targets, and 3) GHG reduction actions and policies. The reduction targets and actions are designed to be achievable and cost-effective. The City’s CAP is aimed at identifying measurable actions the City can implement to achieve the following State goals:
• Assembly Bill (AB) 32 - Reduce emissions by 15% below 1990’s levels by 2020 and 40% below 1990 levels by 2030.
• AB 1279 – Achieve statewide carbon neutrality by 2045. • Senate Bill (SB) 1020 – Create clean energy targets of 90% by 2035 and 95% by 2040; intended to achieve 100% of clean energy retail sales by 2045.

The CAP also aims to develop policies and actions to address climate change impacts in an equitable manner. Climate change is a major challenge for all of California today; however, vulnerable populations are disproportionately impacted. Vulnerable populations include communities of color, low-income groups, immigrant groups, groups with limited English proficiency, and other marginalized groups with relatively lower access to education, health care, and housing.

The City acknowledges the need for strategic investments in local policies, practices, and infrastructure—before regulations or the market force the City to adapt. These will allow the City to develop and support new green industries and job opportunities locally to serve the needs of the community, the region, and beyond.

The City of Pico Rivera has already taken several steps to evolve with the growing climate crisis. Among those steps are completing and adopting a Multi-Jurisdictional Hazard Mitigation Plan, forming a Community Choice Aggregation Program, and forming an Office of Sustainability.

The CAP aligns with the State’s efforts to grow the capacity for local jurisdictions and regional agencies to respond to, withstand, and efficiently recover from adverse climate scenarios such as long periods of drought, extreme heat, and power outages.

Alignment with City Council Goals
The proposed action meets the City’s Strategic Plan goals of the following:
• Economic Development and Land Use - Strategy 2.4, “Establish the City of Pico Rivera as an environmentally friendly, sustainable community that attracts green industries.”
CITY COUNCIL AGENDA REPORT – MEETING OF JUNE 27, 2023

AWARD A PROFESSIONAL SERVICES AGREEMENT TO CASCADIA CONSULTING

GROUP FOR THE DEVELOPMENT OF A CLIMATE ACTION PLAN

• Infrastructure - Strategy 3.1, “Prepare and update master plans to ensure up-todate planning, innovative practices, sustainable methods, and future technology.” • Health, Wellness and Safety – Strategy 4.4, “Promote healthy living to maintain a thriving population.”
• Community Engagement – Strategy 5.1, “Increase community participation and inclusion to cultivate a powerful sense of community pride and public awareness.” Discussion:

On January 9, 2023, staff published a Request for Proposals (RFP) on PlanetBids via the City’s website seeking a consultant to develop the City’s first-ever Climate Action Plan (RFP No. PR-AD-008). The scope of services in the RFP called for a consultant to develop a GHG inventory; establish GHG emission reduction targets; coordination between City departments, policymakers, and the community; develop policies and strategies to achieve GHG reduction targets; and develop and complete an implementable and comprehensive CAP. The RFP also called for a creative and robust public outreach effort, and a climate action dashboard. However, anticipating the costs to develop a CAP to reach near $150,000, staff requested the dashboard and a California Environmental Quality Act (CEQA) review, as alternative bid items.

On February 16, 2023, the City received five (5) proposals. Each proposal was evaluated by a technical panel consisting of City Staff from the Public Works and Administration Departments. The technical panel used qualifications-based selection criteria outlined in the RFP to score consultants during the evaluation phase. The selection criteria weighed four (4) factors listed below:

1. Firm Qualification, Experience, and References (30%)

2. Project Understanding and Proposed Approach (25%)

3. Cost Effectiveness and Values (25%)

4. Ability to Meet Project Requirements (20%)
Next, the technical team of City Staff members interviewed each consultant; the Project Manager ranked the five (5) responsive proposals based on the overall results.

Table 1. Rankings and Proposal Scores.

Ranking Consultant Proposal Score
(10 pts. Max)
1 Cascadia Consulting Group 8.07
2 Blue Strike Environmental 7.96
3 Environmental Science Associates (ESA) 7.40
4 CAPSUS 7.40
5 Sustainability Solutions Group 5.44
CITY COUNCIL AGENDA REPORT – MEETING OF JUNE 27, 2023

AWARD A PROFESSIONAL SERVICES AGREEMENT TO CASCADIA CONSULTING

GROUP FOR THE DEVELOPMENT OF A CLIMATE ACTION PLAN

While there were several strong proposals submitted to develop a CAP for the City, the top-ranked consultant, Cascadia, provided the best overall strategy (described in the paragraphs below).

Kick-Off Meeting - Cascadia’s strategy encompasses understanding the City’s current landscape by first reviewing relevant adopted documents (i.e., general plan, specific plans, master plans, and other studies). Cascadia will then meet with diverse stakeholders to understand organizational, community, and policy goals.

GHG Inventory and Reduction Targets- Cascadia will use a leading and innovative GHG accounting system to complete an inventory. Specifically, the GHG inventory will comply with the U.S. Community Protocol for Accounting and Reporting of Greenhouse Gas Emissions (USCP) and the Global Protocol for Community-Scale Greenhouse Gas Emissions (GPC), which provide standardized calculations ensuring complete, transparent, and accurate reporting of emissions.

Public Outreach and the Youth Ambassador Program - Cascadia provided a public engagement strategy consisting of internal and external stakeholder meetings. Cascadia will work with Day One, an outreach and community engagement organization with a deep existing relationship with the Pico Rivera City and community. Cascadia and Day One will create a plan to guide community engagement for the CAP, which includes community events, surveys, focus groups, and a Youth Ambassador Program to engage local students from the high school and collegiate levels.

Develop GHG Reduction Policies and Strategies – Cascadia will develop policies and strategies considering impact, feasibility (including community input, implementation readiness, and relevant policies), cost, social and racial equity, and co-benefits. Cascadia will gather and explore policies and strategies from previously implemented CAPs across the country to ensure that the CAP considers all potential options.

CAP Completion and Implementation Guide – Cascadia will create a clear, concise, and visually engaging CAP for adoption by the City Council. It will include the following elements: 1) Vision and Introduction, 2) GHG Inventory Results and Implications, 3) Goals, Targets, and Key Performance Indicators, and 4) Strategies and Actions. Once the policies and strategies are selected and adopted through the CAP, Cascadia will prepare and deploy an Implementation Planning Guide (IPG). The IPG aims to facilitate the implementation of the CAP by identifying key information about each policy and strategy, including the following: 1) Description of the measure, 2) Timeline of Implementation of the measure, 3) Key measure indicators, 4) Entity responsible for implementing the measure (i.e., department, agency), 5) Potential partners, 6) Estimated staffing requirements, 7) Potential funding sources and grant opportunities, and 8) Equitable measure of implementation.

CITY COUNCIL AGENDA REPORT – MEETING OF JUNE 27, 2023

AWARD A PROFESSIONAL SERVICES AGREEMENT TO CASCADIA CONSULTING

GROUP FOR THE DEVELOPMENT OF A CLIMATE ACTION PLAN

Below is a summary of the recommended consultant, Cascadia, accompanied by the qualifications observed through the submitted proposal.

About Cascadia Consulting Group
Cascadia is based in Northern California and is a certified small, disadvantaged, 100% women-owned business. Cascadia has been operating for approximately thirty (30) years, helping public, corporate, nonprofit, and tribal clients’ advance projects. Cascadia has completed Climate Action Plans for the California Cities of Albany, Dublin, Livermore, Pleasanton, San Jose, Santa Clara, and San Francisco.

Cascadia offers a Project Manager that has completed multiple climate planning projects, including plans for the cities of Renton, WA; Livermore, CA; and San Mateo County, CA.

Staff contacted listed references and received positive feedback and recommendations.

Cascadia provided a competitive fee slightly below the budgeted $150,000; however, after negotiations, the consultant reallocated costs to enhance public engagement activities.

Staff believes that the selected consultant is capable of delivering an equitable, comprehensive, and high-quality product for the City while engaging and motivating participation during the CAP development process and subsequent years of implementation.

Conclusion:

Staff recommends the City Council award a Professional Services Agreement to Cascadia Consulting Group to develop a CAP for an amount not-to-exceed $149,935 and an appropriation of $50,000 from the Unassigned General Fund Balance to finance this project effectively.

Steve Carmona
SC:AG:VHF:mvf
Enclosures: 1) Professional Services Agreement
2) Cascadia Consulting Group - Proposal
3) SoCal Gas Climate Grant Award
AGREEMENT NO. _______

PROFESSIONAL SERVICES AGREEMENT

BETWEEN THE CITY OF PICO RIVERA AND
CASCADIA CONSULTING GROUP, INC.

1. IDENTIFICATION
THIS PROFESSIONAL SERVICES AGREEMENT (“Agreement”) is entered into by and between the City of Pico Rivera, a California municipal corporation (“City”) and Cascadia Consulting Group, Inc., (“Consultant”). City and Consultant are sometimes hereinafter individually referred to as a “Party” and collectively referred to as “Parties.”

2. RECITALS

2.1 City has determined that it requires professional services from a consultant to provide technical expertise for the development of a Climate Action Plan (CAP).

2.2 Consultant represents that it is fully qualified to perform such professional services by virtue of its experience and the training, education and expertise of its principals and employees. Consultant further represents that it is willing to accept responsibility for performing such services in accordance with the terms and conditions set forth in this Agreement.

NOW, THEREFORE, for and in consideration of the performance by the Parties of the mutual covenants and conditions herein contained, the Parties hereto agree as follows:

3. DEFINITIONS

3.1 “Scope of Services”: Such professional services as are set forth in the Consultant’s February 16, 2023 (updated June 1, 2023), proposal to City attached hereto as Exhibit “A” and incorporated herein by this reference.

3.2 “Approved Fee Schedule”: Such compensation rates as are set forth in the Consultant’s February 16, 2023, proposal to City attached hereto as Exhibit “B.”

3.3 “Commencement Date”: June 28, 2023

3.4 “Expiration Date”: December 31, 2024

4. TERM
The term of this Agreement shall commence at 12:00 a.m. on the Commencement Date and shall expire at 11:59 p.m. on the Expiration Date unless extended by written agreement of the Parties or terminated in accordance with Section 22 below.

5. CONSULTANT’S SERVICES

5.1 Consultant shall perform the services identified in the Scope of Services (Exhibit “A”). City shall have the right to request, in writing, changes in the Scope of Enclosure 1
6a
Professional Services Agreement
CASCADIA CONSULTING GROUP, INC.

Services. Any such changes mutually agreed upon by the Parties, and any corresponding increase or decrease in compensation, shall be incorporated by written amendment to this Agreement. In no event shall the total compensation and costs payable to Consultant under this Agreement, and the entire Term, exceed the sum of $149,935. One Hundred Forty-Nine Thousand, Nine Hundred and Thirty-Five Dollars ($149,935) unless specifically approved in advance, in writing, by City.

5.2 Consultant shall perform all work to the highest professional standards of Consultant’s profession and in a manner reasonably satisfactory to City.

6. COMPENSATION

6.1 City agrees to compensate Consultant for the services provided under this Agreement, and Consultant agrees to accept in full satisfaction for such services, payment in accordance with the Approved Fee Schedule (Exhibit “B”).

6.2 Consultant shall submit to City an invoice, on a monthly basis or less frequently, for the services performed pursuant to this Agreement. Each invoice shall itemize the services rendered during the billing period and the amount due. Within ten (10) business days of receipt of each invoice, City shall notify Consultant in writing of any disputed amounts included on the invoice. Within thirty (30) calendar days of receipt of each invoice, City shall pay all undisputed amounts included on the invoice. City shall not withhold applicable taxes or other authorized deductions from payments made to Consultant.

6.3 Payments for any services requested in writing by City and not included in the Scope of Services shall be made to Consultant by City on a time-and-materials basis using Consultant’s standard fee schedule. Fees for such additional services shall be paid within sixty (60) days of the date Consultant issues an invoice to City for such services.

7. BUSINESS LICENSE
Consultant shall obtain a City business license prior to commencing performance under this Agreement.

8. COMPLIANCE WITH LAWS
Consultant shall keep informed of State, Federal and Local laws, ordinances, codes and regulations that in any manner affect those employed by it or in any way affect the performance of its services pursuant to this Agreement. The Consultant shall at all times comply with such laws, ordinances, codes and regulations. Without limiting the generality of the foregoing, if Consultant is an out-of-state corporation or LLC, it must be qualified and registered to do business in the State of California pursuant to sections 2105 and 17708.02 of the California Corporations Code. The City, its officers and employees Professional Services Agreement
CASCADIA CONSULTING GROUP, INC.

shall not be liable at law or in equity occasioned by failure of Consultant to comply with this Section.

9. CONFLICT OF INTEREST
Consultant covenants that it presently has no interest and shall not acquire any interest, direct or indirect, which may be affected by the services to be performed by 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. Andrea Martin, 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 Professional Services Agreement
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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 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.

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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.

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 Professional Services Agreement
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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.

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:

Professional Services Agreement
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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 One Million Dollars ($1,000,000) per occurrence combined single limit; Two Million Dollars ($2,000,000) 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.

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 One Million Dollars ($1,000,000) per occurrence of claim/ Two Million Dollars ($2,000,000) 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 Professional Services Agreement
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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 selfinsurance 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 Professional Services Agreement
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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. [Remainder of the page was left intentionally blank.]
Professional Services Agreement
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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
[email protected]
Andrea Martin, Principal-in-Charge
Cascadia Consulting Group, Inc.
344 20th St STE 102
Oakland, CA, 94612
[email protected]
With a courtesy copy to:
[email protected]
and, for legal notices to:

Arnold M. Alvarez-Glasman, City Attorney
13181 Crossroads Parkway North
Suite 400 - West Tower
City of Industry, CA 91746
[email protected]

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 Professional Services Agreement
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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 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 Professional Services Agreement
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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 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, Professional Services Agreement
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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.

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.

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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.

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 Cascadia Consulting Group, Inc.
______________________________ ___________________________________ Erik Lutz, Mayor Andrea Martin, Principal-in-Charge
Dated: ________________________ Dated: _____________________________ ATTEST: APPROVED AS TO FORM:
___________________________ ___________________________________ Cynthia Ayala, Jr. Deputy City Clerk Arnold M. Alvarez-Glasman, City Attorney Professional Services Agreement
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EXHIBIT A

SCOPE OF SERVICES
Professional Services Agreement
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EXHIBIT B

APPROVED FEE SCHEDULE

PROPOSAL TO THE CITY OF PICO RIVERA
FEBRUARY 16, 2023 (UPDATED JUNE 1, 2023)
SUBMITTED BY CASCADIA CONSULTING GROUP, DAVID J. POWERS &

ASSOCIATES, AND DAY ONE
Climate Action Plan
Enclosure 2
6b
Cascadia Consulting Group | www.cascadiaconsulting.com | (206) 343-9759 Mike Chang, Director
206-449-1158 | [email protected]

1. Executive Summary
Dear Evaluation Team,
Since its founding in 1993, Cascadia Consulting Group (WBE, DBE) has worked with public, corporate, nonprofit, and tribal clients to advance projects that benefit their communities and the environment. Cascadia’s expertise cuts across all aspects of climate analysis and planning, and we have extensive experience applying these skills to help local governments across the country accurately measure and reduce emissions while building resiliency to climate impacts.

To offer the City the most capable team possible, we are teamed with David J. Powers and Associates, Inc., who offer 50 years of experience preparing environmental review documents—including CEQA review and certification—and Day One, who provide equity, outreach, and engagement programs in the greater LA area and will be our local outreach partner.

Together, our team has the unique combination of skills necessary to develop a comprehensive, actionable, and equitable Climate Action Plan that aligns with state and local policy. Specifically, we offer:
• Unmatched California context and connections. Our team has worked with numerous local jurisdictions with parallel needs to Pico Rivera on climate action planning and CAP engagement—including the cities of Albany, Dublin, Livermore, Pleasanton, San Jose, Santa Clara, San Francisco, and LA County—and have conducted extensive digital and in-person engagement on related sustainability and waste reduction topics in El Cerrito, Oakland, and other local communities. With local team members and Day One’s existing relationships with the City and Pico Rivera community, we already have extensive data and community connections relevant to Pico Rivera and can hit the ground running on a plan that is locally relevant while aligning with regional efforts and state policies. • Cutting edge knowledge and fresh perspectives. We complement our extensive on-the ground local experience with best practices developed through leadership on climate action plans across the country—including development of dynamic and easy-to use GHG forecasting & wedge analyses tools, online dashboards, implementation tools, and a first-of-its-kind contribution analysis tool. We will bring this unrivalled experience to Pico Rivera, delivering not only a comprehensive GHG emissions inventory and set of recommended strategies, but also implementation support that will set Pico Rivera on a path to actualizing its emissions reduction and climate adaptation goals. • Expertise spanning all elements of climate planning and policy. From our position at the forefront of climate mitigation and adaptation research, analysis, and planning in California—including leading dozens of local and state government bodies through climate planning processes and CEQA reviews—our team has a thorough understanding of the state, regional, and local climate policy landscape. We’ll draw on this expertise to align Pico Rivera’s climate action strategies with existing policies such as AB 32, SB 375, SB 379, SB 1383, the CARB scoping plan, and CEQA—and carefully consider potential future policies when developing our implementation plan. • A fully customized process. We don’t just offer a one-size-fits-all climate plan; we will build a CAP that meets the City’s specific needs and reflects the priorities and interests of the community. Our commitment to delivering a plan that is tailored to each client’s context is reflected in every step of our process, from investing in up-front research and visioning with the client team, to doubling down on meaningful and inclusive community engagement, to bringing an “implementation readiness” mindset to strategies and actions, to creating a final plan that dovetails with other City policies and programs.

Simply put, our team is fully prepared and eager to support Pico Rivera in crafting a comprehensive, thoughtful, and community-informed Climate Action Plan. We believe our team possesses the perfect blend of skills, knowledge, prior experience, and passion to deliver on that need. Do not hesitate to reach out to me with any additional questions.

Sincerely,

PICO RIVERA CLIMATE ACTION PLAN
Proposal to the City of Pico Rivera | 2

2. Table of Contents

1. Executive Summary................................................................................................................................................................. 2

2. Table of Contents.................................................................................................................................................................... 2

3. Statement of Understanding ..................................................................................................................................................3 Approach to the Scope of Work .............................................................................................................................................5

4. Project Team......................................................................................................................................................................... 21 Proposed Staff ...................................................................................................................................................................... 21 Organizational Chart............................................................................................................................................................. 24

5. Copy of All Questions and Answers......................................................................................................................................25

6. Project Examples................................................................................................................................................................... 26 Climate Action Planning Experience .....................................................................................................................................26 Additional experience........................................................................................................................................................... 28

7. Fee Schedule......................................................................................................................................................................... 29

8. Other Information................................................................................................................................................................. 29 Company Information........................................................................................................................................................... 29 Subconsultants...................................................................................................................................................................... 29 Client References.................................................................................................................................................................. 30 Contract Exceptions.............................................................................................................................................................. 30 Appendix A. Required Forms......................................................................................................................................................0

PICO RIVERA CLIMATE ACTION PLAN
Proposal to the City of Pico Rivera | 3

3. Statement of Understanding
Cascadia brings over 15 years of experience developing climate and sustainability plans for major cities and institutions across the country and across all aspects of climate planning—from GHG analysis and target setting to gathering and implementing community feedback on climate action plans. Our staff are at the forefront of climate research, with experience that includes leading the development of the current edition of the National Climate Assessment, cochairing a work group for the National Adaptation Forum, and working with a committee to update and streamline the leading GHG accounting protocol—the U.S. Community
Protocol for Accounting and Reporting of Greenhouse Gas Emissions. Having completed CAPs for jurisdictions across California at the leading edge of sustainability and climate action, we are poised to bring the very latest and most innovative approaches to Pico Rivera, while our commitment to tailoring all of our work to each community’s context means we will balance ambition against feasibility, community priorities, and cost-effectiveness.

Our partners at David J. Powers & Associates (DJP&A) are known for preparing clear, easy-to-understand documents that are legally defensible and informative to both the agencies they work with and the public. DJP&A has 50 years of experience preparing
environmental review documents, including unparalleled
experience assisting Cities with program-level evaluations of Cityinitiated planning efforts. Their recent work includes preparing the Santa Clara 2022 Climate Action Plan Addendum, San Jose 2030 Greenhouse Gas Reduction Strategy Addendum, 2021 Envision San José 2040 General Plan 4-year Review EIR Addendum, Mountain View East Whisman Precise Plan EIR, and the San José 2018 Downtown Strategy 2040 EIR.

Day One is an outreach and marketing organization that works closely with the City of Pico Rivera and has been serving communities in the San Gabriel Valley through outreach and engagement for 35 years.

Together, our team’s climate planning and engagement work includes recent and ongoing projects to develop CAPs for over a dozen local governments and agencies—including San Francisco, Pleasanton, Cupertino, Albany, Dublin, Foster City, Livermore, Oakland, and Sonoma and San Mateo counties— giving our team a clear understanding of what works, and what doesn’t, for parsing climate science and community priorities to create clear, actionable, and cost-effective climate mitigation and adaptation strategies.

We are eager to work with the City of Pico Rivera to develop a comprehensive and effective climate action plan that meets the City’s and community’s needs. With climate change already having a range of harmful effects on human health, the economy, and the environment, the need for such a plan is urgent. We will draw on our significant national experience and the steps Pico Rivera has already taken toward a more sustainable future to hit the ground running, working with the City to confirm their desired approach and delivering that approach in a way that maximizes value for the available budget.

To successfully develop a thorough and effective CAP, the City must ask and answer key questions such as:

Climate & Sustainability
Planning/Analysis Clients
Cities
- Sedona, AZ
- Flagstaff, AZ
- Columbia, MO
- Fort Collins, CO
- Telluride, CO
- Ashland, OR
- Seattle, WA
- Bellevue, WA
- Redmond, WA
- Tacoma, WA
- Burien, WA
- Issaquah, WA
- Kenmore, WA
- Mercer Island,
WA
- Shoreline, WA
- Bainbridge
Island, WA
- Renton, WA
- Everett, WA
- Edmonds, WA
- Port Angeles
- Spokane, WA
- Vancouver, WA
- San Francisco, CA
- Pleasanton, CA
- Cupertino, CA
- Albany, CA
- Dublin, CA
- Foster City, CA
- Livermore, CA
- El Cerrito, CA
Counties
- King, WA
- Pierce, WA
- Snohomish, WA
- Kitsap, WA
- Thurston, WA
- Whatcom, WA
- Clallam, WA
- Sonoma, CA
- San Mateo, CA
- Teton, WY
Tribes
- Makah
- Port Gamble
S’Klallam
- Puyallup
- Yakama
- Grand Ronde
- Coeur D’Alene
Other Public Agencies
- Washington DNR
- Washington DFW
- North Olympic
Development
Council
- Sound Transit,
WA
- Port of Seattle
- Oregon DEQ
- USAID

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Proposal to the City of Pico Rivera | 4
• What are reasonable GHG reduction targets, taking into account Pico Rivera’s current GHG emissions profile, planning horizons, state and county requirements, and political, social, and economic context? • What policies, programs, and actions should be taken to achieve GHG reduction and adaptation goals, considering criteria such as cost-effectiveness, impact, feasibility, equity, inclusion, and co-benefits? What resources will be needed? How will Pico Rivera maintain compliance with state and county requirements as they evolve over time? • What synergies and efficiencies are possible by addressing climate change and other social, equity, civic, economic, and/or public health needs simultaneously?
• How can the CAP best be integrated with and leverage existing plans, sustainability initiatives, economic development strategies, social and environmental programs, and other local goals and actions? • How can local residents and businesses best be engaged in this effort, both in terms of developing the Plan and implementing it in the near and longer terms? What elements will be most successful in sharing best practices and spurring action?
• What does it look like to bring an “implementation readiness” lens to the entire planning process, to ensure that the momentum and collaboration generated through planning does not get lost in the transition to implementation? • What is the most effective way to monitor, measure, and report progress over time, celebrating successes and identifying opportunities for mid-course corrections as needed? Additionally, inclusive and informative community engagement is a central component of our team’s climate action planning process. We have seen that inclusive engagement increases community buy-in for planning outcomes and leads to more effective and equitable implementation, ensuring the long-term success of a climate action plan—even well after our team’s role has ended. We will work with City staff and key community stakeholders to develop and implement an engagement plan that weaves community input throughout the planning process and prioritizes building meaningful connections with frontline communities. Effective engagement requires meeting communities where they are and working with, not for, communities to design an engagement process that provides innovative, accessible, authentic, and transparent options to participate in planning processes. To that end, we are prepared to conduct both in-person and digital outreach and have partnered with Day One to lead hands-on, in-person outreach.

While we hope that the entire community will participate energetically in the project, we understand that some people may not be willing or able to participate fully. We will focus on meeting the community on their terms and offering different levels of involvement in the project: we will encourage and support everything from simply becoming informed about the impacts of climate change on Pico Rivera and the options for taking action, to providing input on evaluation criteria, potential climate actions, and decisions regarding the final CAP, to being actively involved in implementation— through individual action, support for policies, and engaging friends, family, and peers in achieving success.

We are fully committed to delivering a high-quality, comprehensive Climate Action Plan on-time and in budget. Throughout this contract, our Project Manager will communicate regularly with Pico Rivera staff to ensure that work progresses according to the agreed-upon timeline and quality standards. Our proposed team is supported by a deep bench of staff with additional expertise in climate action and sustainability, engagement, writing and editing, and graphic design that can scale up and down to meet the changing needs of the project.

The result will be a climate plan that puts Pico Rivera on a feasible path to meet its reduction targets—and is thorough, integrated with other City needs and goals, and broadly supported by the community. We’ve described our approach in detail in the tasks below, followed by information on our team and relevant qualifications. We’ve included a proposed fee schedule in a separate document as requested in the RFP. We are happy to work with the City to amend our scope to fit their needs or as budget dictates.

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APPROACH TO THE SCOPE OF WORK
Task 1. Project Kick-off and Project Management
We will begin by convening an initial kick-off meeting with key City representatives to understand the City’s operations, familiarize ourselves with the City’s climate efforts to date, review relevant documentation, develop the vision for the Climate Action Plan, and begin outlining a detailed project roadmap. During this kick-off meeting, we anticipate discussing:
• Ultimate project goals and outcomes (e.g., “what will success look like?). • Opportunities to align this project with other City initiatives. • Key policies (state, federal, local) to address and consider in the planning process. • Greenhouse gas inventory/analysis methodology, scope, and considerations. • Community and internal stakeholder engagement goals, activities, and lessons learned from past engagement. • Opportunities to incorporate equity into both development and implementation of the plan. • Tools the consultant team will use to accomplish and communicate results of each task. • Client/consulting team roles, responsibilities, and expectations, including logistics and timeline.

At the conclusion of the kick-off meeting, the City and our project team will have a shared understanding of the project’s goals, process, and milestones. We will capture these key elements from the kick-off meeting in a Project Workplan and use Smartsheet to build out a dynamic, detailed timeline of the entire planning process with tasks assigned by team member. We will provide the Project Workplan and Smartsheet timeline to the City for review and approval.

Once the project is underway, Cascadia will continue to coordinate with City staff, including participation in biweekly check-in calls. Using Deltek Vision project management software, we will also provide monthly invoices and activity reports that outline progress on key deliverables alongside spend-to-date and budget remaining. Maddie Seibert (proposed Project Manager) will monitor progress using Deltek Vision’s real-time budget tracking to identify and proactively elevate potential scope of budget issues to the client team. We believe in addressing potential issues early— before they become problems that could threaten the success of the project.

Deliverables:
• Project Workplan and timeline outlining key deliverables and Smartsheet schedule for tracking progress • Inventory of tools and software that will be used throughout the project • Biweekly check-in calls and monthly invoices with activity reports Task 2. Develop an Inventory of GHG Emissions
Greenhouse gas inventories set the stage for developing high-impact climate strategies and serve as a key indicator for monitoring and assessing progress towards climate action goals and targets over time. This task establishes a baseline GHG emissions inventory for the Pico Rivera community and optionally models future GHG emissions and reductions.

Task 2.1 Review of Existing Reports, Documents, and Regulations To ensure the GHG inventory reflects current regulations and to develop a complete picture of Pico Rivera’s policy context, unique community characteristics, and work already underway, we plan to conduct a policy audit of existing City codes, standards, plans, projects, and documents that may inform or direct the GHG inventory and Climate Action Plan. This step is crucial for ensuring that the plan builds on and integrates with the City’s existing sustainability and energy initiatives, does not conflict with other City priorities, and positions the City for CEQA compliance.

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These materials could include annual reports from the Pico Rivera Innovative Municipal Energy utility, the Local Development and Sustainability Business Plan, City codes related to electric, gas, sewer and water utility service, the Integrated Resource Plan, the Urban Greening Plan, the Hazard Mitigation Plan, and the General Plan. Cascadia will confirm the list of relevant materials during the kick-off meeting.

To ensure that the plan complements existing state and federal policies and meets or exceeds applicable policy requirements and objectives, we will also include a summary of key state and federal policies, requirements for compliance, and other key considerations to inform the plan’s eventual policies and measures. At a minimum, we’ll include the following policies in this assessment:
• The California Environmental Quality Act (CEQA)
• Executive Order B-30-15
• The Greenhouse Gas Emission Reduction Policy (AB 32)
• Renewables Portfolio Standard (CEC RPS)
• Short-Lived Climate Pollutant and Edible Food Recovery (SB 1383)
• Sustainable Transportation Planning (SB 375, SB
743, Advanced Clean Trucks Regulation)
• Electric Vehicle Charging (AB 1236)
• Community Air Protection (AB 617)
• Federal Fuel Economy Standards
After reviewing relevant documents and materials, we will prepare a summary memo that:
• Identifies potential synergies between relevant City plans or municipal code and the Climate Action Plan. • Summarizes key state and federal policy considerations. • Captures elements that will inform the developments of the plan’s vision, goals, policies, and measures.

To maximize efficiency at this stage, we will strive to develop content for this deliverable that we can easily integrate into completion of the GHG inventory (Task 2.2), development of policies and strategies (Task 5), and the draft Climate Action Plan (Task 6). We have found that developing this interim deliverable as a “plug and play” for action development and the final plan not only saves time and budget, but also breaks up the planning process into manageable pieces that build upon one another. Further, it helps our Graphics Team streamline the development of the styles, fonts, colors, custom graphics, and themes early in the planning process—getting ahead of “crunch time” at the finish line and allowing ample opportunity for the City to approve designs and styles.

Task 2.2 – Communitywide GHG Inventory
We will prepare a communitywide GHG inventory for Pico Rivera that sets the stage for target setting and climate action planning. During the initial project kick-off meeting, we will present options, tradeoffs, and our recommendations for inventory methodology, scope, boundaries, and data management (e.g., software platforms, file storage). Our preliminary proposed approach is outlined below, but we are flexible and can tailor our approach as needed to reflect City priorities or preferences.

Inventory Years
To establish a baseline, we will perform GHG inventories for two years of data. We recommend that the City choose 2019 and 2021 as the inventory years in order to capture the most recent available data and demonstrate trends over time. Note that 2019 will capture emissions trends before the COVID-19 pandemic, and 2021 will still exhibit significant distortions due to the COVID19 pandemic—for example, due to far lower commute rates.

Alternatively, we could perform the inventory for 2017 or 2018, capturing pre-pandemic emissions levels, if the necessary data are available. If funding allows, we could perform inventories for Optional Task 1: Additional Inventory Year
With the necessary activity data, emissions factors,
emissions, and other relevant data points in hand,
we could prepare an inventory for an additional
year to better understand the causes of changes in
emissions year over year, before and after the
COVID-19 pandemic. With this data, we will have
better insight into the causal links behind changes
in emissions, supporting more targeted
identification and prioritization of key emission
types and sources for climate action.

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three years of data (see “Optional Task: Additional Inventory Year” at right). We will discuss options and finalize our selection(s) at the kick-off meeting.

Boundaries, Sources, and Sectors
To the extent possible (based on data availability and specificity), Cascadia proposes quantifying all communitywide emissions in the “base sources” column in the table below and as many “additional sources” as possible, depending on available data, budget, and the City’s interest. The “base sources” align with protocol requirements and are most jurisdiction’s major sources of emissions, while the “additional sources” will add granularity.

Sector Base Sources Additional Sources
Built
Environment
• Residential, commercial, and industrial
electricity, natural gas, and other fuel
consumption
• Transmission and distribution losses of
electricity and natural gas
• Industrial process emissions
• Refrigerants
Transportation • On-road personal and freight vehicle
transportation
• Off-road vehicles and equipment
• Public transit
• Aviation
Water /
Wastewater
• Energy consumed to convey potable water
and treat wastewater1
• Wastewater treatment process emissions
Solid Waste • Landfill waste generation, collection, and disposal
• Compost generation, collection, and disposal
Agriculture &
Forestry
None • Urban tree carbon sequestration
• Agricultural emissions from livestock and soil
management
We propose preparing the communitywide GHG inventory in accordance with the U.S. Community Protocol for Accounting and Reporting of Greenhouse Gas Emissions (USCP) and/or the Global Protocol for Community-Scale Greenhouse Gas Emissions (GPC).2 These protocols, which jurisdictions across the country have also followed, provide standardized calculation methods that support the complete, transparent, and accurate reporting of emissions.

Data Collection
Cascadia will develop a comprehensive data collection checklist, in Excel, tailored to the requirements and organization of the USCP and LGOP to ensure that (1) the inventories align with these standards, and (2) the City can easily report its emissions in a format that is comparable to other jurisdictions. The checklist will outline specific data needs along with a brief description of the item, source for the information, whether it is Scope 1, 2 or 3, and point of contact for data collection. The City can use the checklist to monitor data collection at any point in the project, including which sources have been collected or are outstanding and who is responsible for delivering that data. 1 Note this energy consumption is often included in electricity data already collected for the built environment. If these processes are performed outside of the City’s boundaries, we would separately calculate, otherwise we would rely on energy consumption data to avoid double counting.
2 The USCP is based on U.S. best practices and available data sources that may not be applicable or in use outside the U.S. As such, some of the requirements and optional guidance in the USCP differ from the Global Protocol for Community-Scale Greenhouse Gas Emissions (GPC). The USCP provides information on how to perform the calculations, whereas the GPC sets standards for disclosure. The methodologies in these protocols are compatible and the two standards can be used concurrently.

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We anticipate that
Cascadia will lead data
collection and submit
clear and timely
requests to City staff
when their support is
needed to gather
internal data or submit
data requests to
outside entities (we
have found that some data sources, such as private utilities, are more responsive to requests from government staff than from hired consultants). We will facilitate an intuitive and smooth process and provide data collection templates to ensure we receive the correct inputs and minimize back-and-forth communication.

During the project kick-off meeting, we will review our data collection process and available data sources for the inventory, identifying potential gaps and focus areas. In cases where data availability may be limited, we will discuss alternative approaches and corresponding tradeoffs to arrive at the most defensible and informative analysis for the City.

We prioritize a high level of record keeping and organization in data collection so that the inventory will be easily replicable by City staff in the future. For example, we typically begin each of our Excel workbooks with a hyperlinked table of contents to facilitate navigation and understanding of individual inventory components and datasets. We also develop a file naming and organization system at the onset of the inventory to ensure calculations and data sources are easy to find and clearly labeled.

Data Analysis
Upon completion of the inventory, we will unpack these findings through various lenses and forms of analysis. When performing analyses, we strive to anticipate questions and needs of decision-makers and the public. We will work closely with City staff to identify these needs and incorporate them into our analyses. • Comparative Analysis – Comparison of emissions by sector and scope (additional cross-tabulations or comparisons included as requested). This analysis could be updated into the future by City staff as additional years of inventory data are collected and analyzed.
• Trend Analysis – Utilizing inventory data, we can conduct a trend analysis to compare changes in emissions over time.

We would analyze trends in emissions and identify underlying causes for these trends by analyzing activity and emissions factor data. This trend analysis effectively represents a business-as-usual (BAU) or no-action future: it forecasts Pico Rivera’s future emissions assuming no climate action by the City or others. This trend analysis is the basis for the optional forecast and wedge analysis described below. • Forecast & Wedge Analysis (Optional) – See “Task 2.2 – Forecast & Wedge Analysis” section below.

Optional Task 2: Forecast & Wedge Analysis
We propose using the communitywide GHG inventory results to develop a “wedge analysis” that forecasts future GHG emissions and reductions against adopted emissions reduction targets. Wedge analyses help illustrate the impacts that various policies and climate actions could have on reducing the City’s future emissions. Modeling future emissions through a wedge analysis also sets the stage for identifying policies, strategies, and measures (Task 5) by zeroing in on priority areas of focus and ensuring that identified CAP actions together set the City on a path to achieve its short- and long-term emissions reduction targets.

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Building on the trend analysis (Task 2.2) and GHG
emissions reduction targets (Task 3), the wedge
analysis consists of two additional analyses:
• Adjusted business-as-usual (ABAU) analysis:

With the ABAU, we can quantify the emissions
reductions expected from compliance with key
federal and state laws. Examples of relevant
state policies include building energy
efficiency standards (Title 24), renewable
portfolio standard (SB 100), vehicle fuel
economy standards, the Global Warming
Solutions Act of 2006 (AB 32), and short-lived
pollutant requirements and edible food
recovery (SB 1383).
• Local impact analysis: The local impact analysis shows the “emissions reduction gap” remaining to be addressed by City and community action. We will model estimated GHG emission reductions associated with selected major proposed strategies in the CAP to provide a clear pathway toward the City meeting its communitywide GHG emission reduction targets.

Our wedge models include clearly documented
assumptions and calculations to ensure
transparency and defensibility—crucial should the
CAP undergo CEQA-related assessment.

Outcomes from the wedge analysis can bring
greater quantification to the assessment of
strategies and actions (Task 5) and be
incorporated directly as visuals into the CAP (Task
6). We will also briefly summarize findings in a
memorandum that can ultimately be included in
the CAP as an appendix.

Deliverables:
• Policy review summary memo
• Data collection checklist and templates
• Completed GHG inventory for two (2) years, provided in the City’s chosen data management platform:
• Completed Excel workbook that includes raw data and final emissions calculations OR
• Completed ClearPath data entry (data inputs and outputs can be exported out of the system) • GHG inventory analysis and trends memo
• Completed GHG inventory for one (1) additional year (optional) • Forecast & wedge analysis (optional), Excel-based wedge analysis model and findings memorandum (i.e., CAP technical appendix)

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Task 3. Establish GHG Emission Reduction Targets
The GHG inventories and optional wedge analysis (Task 2) and our team’s knowledge from CAPs for other California jurisdictions will serve as helpful tools for identifying concrete, sector-specific targets and metrics for achieving the City’s overarching goal of becoming carbon neutral by 2045—in alignment with statewide targets.

Building from the policy audit in Task 2, Cascadia will draw preliminary goals/metrics from: (1) the City’s relevant planning documents, and (2) regional/state-level CAPs and commitments. We understand that the City needs to align its own targets with statewide GHG-reduction mandates and will work with the client team to determine reasonable interim targets. We can also work with the client team to identify qualitative goals or targets beyond GHG emission reduction—for example, a focus on equity or co-benefits that the City wants CAP actions to deliver. DJP&A will work with Cascadia and the client team throughout this process to ensure that targets set the Climate Action Plan align with the requirements of Senate Bill 32 and CEQA Guidelines for tiering and streamlining the analysis of Greenhouse Gas Emissions (Section 15183.5).

Should the City pursue the optional wedge analysis task (Task 2), we can provide an additional level of detail for targetsetting. We also design our wedge models to include a table of “key performance indicators” (KPIs) that clearly indicates metrics and associated values that will be necessary to meet short- and long-term mitigation and resilience targets (e.g., the % change in residential energy consumption that will be needed to achieve a 50% GHG reduction by 2030). This KPI table immediately grounds the goal setting and climate planning process with a direct, quantitative “reality check” of what’s needed to meet broader CAP objectives.

Cascadia will summarize the selected goals and metrics in a brief memo and summary matrix, developed for seamless integration into the final CAP, and target tool, which will allow the City to track targets and progress over time. These targets and metrics will also inform the development of CAP strategies and actions by providing insight into which focus areas and strategies need to be prioritized to meet the City’s goals.

Deliverables:
• Target setting memo and summary matrix, including review of relevant City and regional planning documents • Target tracking tool in Microsoft Excel
Task 4. Engage City Commissions, City Council, and the Community Throughout the project, we will engage internal and external stakeholders using a broad suite of tools and communications channels, both in-person and digital, to ensure that the information we share is digestible and accessible to all sectors of the Pico Rivera community—and that people of all backgrounds feel welcomed into the climate planning process, encouraged to share their values and priorities, and invested in the resulting plan. Cascadia will work closely with Day One to conduct in-person outreach as needed. We will also assist in the development of other key communications materials to be used throughout the planning process, such as a project summary sheet, social media content, email announcements, and invitation letters.

Note that the engagement elements proposed below are based on our understanding of the City’s needs and our previous experience leading climate planning processes for similar jurisdictions; we are happy to adjust our engagement approach and overall level of effort to reflect Pico Rivera’s specific goals and budget, the availability of internal resources (e.g., staff time to support engagement), or opportunities to align our efforts with other engagement activities already underway in the city. We anticipate working through our engagement plan and implementation strategies with the City during the contracting and project kick-off process.

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Task 4.1 – Engagement Planning
We will draw from the project kick-off meeting discussion to plan a robust engagement plan to gather community and stakeholder feedback throughout the project. Cascadia devotes particular attention to creating customized community participation programs that reflect the unique community characteristics and needs of the jurisdiction, equity and inclusion principles, drawing from previous City engagement, Pico Rivera’s demographic data, and Cascadia’s rich history engaging communities across the region on sustainability topics.

Our proposed approach to designing the engagement plan includes incorporating what we know about engagement in California as well as applying a spectrum of engagement that allocates different levels of power and uses corresponding activity types, listed in the table below.3 Day One, our local engagement partner, brings additional expertise around local engagement in California and we will incorporate their recommended strategies.

Our team will work closely to refine and confirm target audiences by leveraging the City and Day One’s knowledge and experience, as well as by compiling existing demographic information and sharing data about the most vulnerable communities as identified through NOAA’s Sea Level Rise Map, the LA County Climate Vulnerability Assessment, and the California Environmental Protection Agency’s CalEnviroScreen 3.0 tool. Depending on which groups are identified as underserved and/or are otherwise prioritized because their members are most at risk from climate-related events, we will discuss motivators to participation, how to reach these target audiences by leveraging existing partnerships, and the best methods for connecting with each target group.

We will also remain flexible in our work with Day One. If they have capacity, we may request that they review our engagement plan, participate in a listening session to provide feedback, promote our workshops and other engagement opportunities, identify events for us or the City to present at, and/or co-create a workshop fully designed for their community members to attend.

Working with Day One provides an opportunity to assess interest and capacity to support implementation, identify what additional support the City may need to provide to enable Dy One and/or other local organizations to be meaningful implementation partners, and lay the groundwork for future implementation with authentic relationships and implementation-minded planning conversations. Many of the actions in the CAP will need community support or partnership to be successful – early, consistent, and authentic engagement is crucial to reaching the City and community’s emissions reduction and resilience building goals.

Cascadia is open to working with the City to explore various ways to incentivize and enhance public engagement with the community. We acknowledge that compensation can be a way of eliminating participation barriers and valuing diverse stakeholder expertise and time.
1 Inform
2 Consult
3 Involve
4 Collaborate
Educate about the rationale for
the project; how it fits with City
goals and policies; issues being
considered, areas of choice or
where input is needed.

Gather information and ask for
feedback from group to better
inform the City’s work on the
project.

Work directly and consistently
with group to ensure their
concerns are understood and
considered in the City’s planning
process.

Create a partnership in
developing and implementing
the planning process or project.

Activities
• Social Media
• Emails/newsletters
• Presentations
• Factsheets
• Online surveys/polls
• Public comment
• Focus groups
• Interactive workshops
• Community forums
• Advisory committees
• MOUs with community-based
organizations
3 Adapted from the Movement Strategy Center’s Spectrum of Community Engagement to Ownership.

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The engagement plan will outline touchpoints throughout the planning process to engage the public and gather feedback on key elements of the plan. We will also outline the audiences we plan to engage and the specific approaches we will take to gather feedback and incorporate findings into the planning process. We anticipate the final engagement plan will include the following elements:

1. Target audiences and stakeholders and their interests. We plan to finalize the list of audiences targeted for engagement.

2. Key messages and messengers. We plan to outline key motivating messages relevant to different audiences across ages, job positions, industries, cultures, and locations, and include modifications to reflect cultural context considerations, and other context such as when, how, and how successfully certain target audiences have been engaged in the past.

3. Community outreach strategies including use of pop-up events, open houses, surveys, attendance at existing community meetings and neighborhood groups, social media, traditional media, utility bill inserts, and other public forums.

4. A description and calendar of engagement events including event goals, target audience(s), and schedule of activities.

5. Engagement tracking methods and metrics to measure success such as the number of participants at events, comments received, and participants engaged in topic areas, further described below. This part of the plan will underpin our reporting process (described in Task 5).

6. Clearly defined roles and responsibilities of different stakeholders, including City staff, outreach staff, and the consultant team.

Task 4.2 – Internal Engagement with City Stakeholders
Our project team has extensive experience presenting to City Councils and facilitating Commission and Committee meetings as part of climate action planning processes. Working with City staff, we envision engaging Council, Commissions, and working groups through regularly held meetings at three strategic points in the planning process. For each meeting, our team will be available to develop and deliver clear, targeted, and visually engaging presentations, discussion guides, and feedback solicitation approaches and tools.

Our approach to engaging different core stakeholder groups—City Council and Commissions, City staff, and local partners—will be finalized in our engagement plan. Some proposed approaches for consideration are described in the sections below.

City Council and Commission Meetings
We understand that the Pico Rivera City Council is prepared to advise the CAP throughout the planning process. Our engagement plan will include a roadmap for engaging the Council at key points in the process (e.g., strategy/action development, draft plan, and final plan adoption) to gather feedback on measures and ensure that the CAP aligns with other City activities, priorities, and initiatives.

Our team can present at these meetings, and has experience developing meeting agendas, slide decks, and background memos for City staff use. Our proposed budget assumes preparation for and participation at three Council, Commission, or Committee meetings. We anticipate adjusting our final scope and budget after working with the client team to identify the appropriate level of effort.

City Staff Engagement
If not already established, we recommend creating an internal working group of key City staff to provide feedback on current operational procedures influencing the City’s GHG emissions and climate risks, potential areas for improvement, and new opportunities to shape, support, and implement climate policy with their roles. Because climate actions are often inherently cross-sectoral, an internal working group helps effectively conduct the type of interdepartmental work that is

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necessary to develop and implement climate actions. When formed during CAP planning, the group can seamlessly transition to implementation, helping ensure that planning momentum is sustained. Information from this group will also help set the stage for outreach with external stakeholders and the community (see Task 4.3 below), as City staff are likely to hold existing relationships and be well-positioned to advise on community engagement audiences and approaches. The group would ideally include representatives from City departments likely to be involved with CAP planning and responsible for CAP implementation—like the Office of Sustainability, public works, fleet, facilities, City Council, and others as appropriate.

Our team can support preparation for and attendance of City staff working group meetings, drawing from approaches and materials developed for external stakeholders and community audiences. Our current budget assumes up to 8 hours of staff time supporting such meetings.

Task 4.3 – External Stakeholder and Community Engagement Our engagement strategy will include detailed methods for engaging important external stakeholders and the public in coordination with Day One. We anticipate employing a diversity of methods to ensure broad and diverse participation in the process with the City in order to build and nurture relationships between the City and key community stakeholders.

The engagement events that our proposed budget includes are: a listening session with Day One in Phase 1, one broad public workshop and one focused community workshop in partnership with Day One in Phase 2, and an online feedback session via a platform such as Konveio in Phase 3. Our approach will vary slightly based on feedback from Day One on our engagement plan and their preferred role in implementing engagement.

Cascadia is open to providing hybrid in-person and virtual options for all workshops. Day One will lead in-person engagement, with support from Cascadia staff. Each workshop will have tech support from Cascadia’s internal IT Manager and can include interactive, dynamic elements such as breakout groups, brainstorming using MURAL or a similar platform, and polling using PollEverywhere.

Tracking engagement is important to ensure that we are meeting our goals and objectives for community outreach, especially gathering feedback and perspectives that are representative of the entire community and making engagement opportunities accessible and inclusive. We will track engagement activities regarding who was reached as part of each event summary.

For all our engagement tactics we would want to provide language access services. For the workshops, for example, we would provide interpretation services, translate all promotional materials for dissemination, provide in-language registration options, translate all workshop materials and send them to participants that requested interpretation services in advance, have in-language breakout rooms with in-language facilitators and notetakers when appropriate, and post inlanguage materials online.

We also propose creating an engagement toolkit designed for use by Day One and the City and adapted for communitywide events described in this Task, with a diverse range of strategies, tactics, tools, and messages that can be combined and customized to suit different audiences and goals. Our team is experienced in Community-Based Social Marketing and Phase 1 – Goal & Action Development
Objectives: gain important background
context (GHG inventory); vet proposed
targets/goals; brainstorm actions;
identify high-level challenges and
opportunities
Phase 2 – Collaborative Planning
Objectives: review, vet, and prioritize
proposed strategies & actions
Phase 3 – Refinement &
Implementation Transition
Objectives: review draft CAP; prepare
for implementation

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will apply principles of this school of thought to develop all materials—while working with Day One to co-create inlanguage materials.

While the specific messages and formats included in the toolkit will be determined based on audience needs and City goals, we anticipate using a blend of the following materials and strategies:

Examples of engagement toolkit collateral may include:
• CAP branding design guidelines and template
• Printed CAP postcard and factsheet
• Content for interactive CAP webpage
• CAP standard briefing PowerPoint presentation
• Up to two interactive posters for use at in-person events City staff can use these materials to conduct consistent and coordinated outreach in support of the workshops—and more broadly, to boost overall community awareness of, and engagement with, the CAP process.

At the end of the engagement process, Cascadia will develop a summary of engagement activities, detailed engagement outcomes, and lessons learned. We will report on metrics across all outreach activities and will synthesize the comments received into clear recommendations for incorporation into the CAP documentation.

Deliverables:
• Engagement plan to guide community and stakeholder engagement activities • Stakeholder and public engagement, including workshops, online feedback, and collaboration with Day One • Event summaries and use of an engagement tracking tool • Customized engagement toolkit
• Final engagement memo, to be integrated into CAP or included as appendix Optional Task 3: Additional Engagement Activities
We recommend supplementing the workshops with additional activities to broaden overall community engagement in the planning process and can tailor our toolkit materials to suit these different types of outreach. We’ve highlighted recommended additional outreach channels below.
• Communitywide survey. Using a survey, we can gather input from as many residents as possible, especially those who may be interested in the planning process but cannot attend any of the events. Based on our extensive experience conducting community surveys, we recommend that the survey be kept as short and focused as possible. We can work with the City to identify ways to advertise, such as posts on social media accounts and sharing with local media outlets.
• Stakeholder focus groups or interviews. Direct stakeholder engagement through focus groups or one-on-one interviews allows for more in-depth, personal, and focused conversations with key stakeholders—beyond what is possible through large meetings or broad surveys. Potential stakeholders include those representing hard-to-reach communities and key implementation partners.
• Digital Media. We can use Facebook, NextDoor, City webpages, regular virtual gatherings or organizations (e.g., Chamber of Commerce), and apps like WeChat to reach a broad and diverse cross-section of the population, including those who may not have the time or interest to attend a workshop. • In-person outreach. Cascadia’s outreach team has expansive experience conducting CAP outreach at community events like farmers markets and popular public places like parks, grocery stores, and houses of worship. In-person activities enable us to meet people where they are and can be especially powerful for engaging with communities most impacted by climate change—for example, in neighborhoods that have increased heat island effects.

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Task 5. Develop Policies and Strategies to Achieve GHG Reduction Targets Our team will use the GHG analysis and corresponding targets, feedback gathered through community engagement, understanding of implementation readiness, and understanding of relevant policies—as well as our expertise in climate action planning across the country—to identify a set of policy options, strategies, and climate mitigation and resiliency measures for meeting Pico Rivera’s local climate goals.

We will focus on developing a set of policy options, strategies, and measures that:
• Meet or exceed current legislative requirements and
compliance targets, including SB 32 and CEQA guidelines • Are impactful, feasible, and cost effective
• Integrate Pico Rivera’s existing operations, policies, and goals Prepare community members and infrastructure to
effectively respond to current and projected climate
impacts
• Consider the available capacity to implement—both City and community—and adjust the number, scope, and timing
of actions accordingly (i.e., aim for a parsimonious list of actions)
• Can adapt to future changing conditions and legislation (i.e., are not overly prescriptive and rigid)
• Reflect community priorities and values, including social and racial equity
• Bring additional co-benefits to the community (e.g.,
advance public health or economic goals)
We propose organizing strategies, policy options, and measures by sector (e.g., buildings, energy, transportation, natural systems, community resilience). At this stage, we would use the policy audit summary from Task 2 to ensure the plan’s
strategies and measures are cohesive with the City’s existing work and advanced shared objectives wherever possible.

After identifying potential strategies and measures and gathering feedback from the community and City stakeholders, we will evaluate policies by mitigation and adaptation impacts (including the potential emission reduction of each mitigation measure), feasibility (including high-level costs and alignment with state and regional policy objectives), social and racial equity, and co-benefits. This multicriteria analysis will help us arrive at a prioritized shortlist of near-term and long-term measures to incorporate into the plan. Our team will summarize the prioritized shortlist in a strategies and measures memo that presents results of the multicriteria analysis, stakeholder feedback, and prioritization. We will also provide a detailed strategies and measures matrix as a companion document (MS Excel) that summarizes applicable regulatory requirements and alignment with CAP goals that can be sorted and filtered for quick reference and to assist in implementation planning.

How We Choose Climate Actions
With experience leading first- and second-generation
CAPs for dozens of cities, our team has a
comprehensive understanding of what works—and
what doesn’t—for moving decisively toward climate
mitigation and adaptation goals. We consider the
following criteria when deciding which strategies to
elevate for a given jurisdiction:
• Impact, including the extent to which an action
will move Pico Rivera toward its climate and
sustainability goals by reducing emissions or
improving resilience
• Feasibility, which can include existing capacity,
degree of City control, regulatory constraints,
technological considerations, speed at which
impact can be achieved, and alignment with state
and regional policy objectives
• Cost, including high-level estimates of affordability, cost savings, cost of inaction, funding availability,
and expenditure timeframe
• Social and racial equity in the distribution of
benefits and effects to frontline communities
• Co-benefits in addition to advancing climate goals,
such as improving public health or supporting local
businesses

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Ultimately, we will generate a revised list of high-priority actions for consideration for the CAP that serves Pico Rivera’s needs and has broad support from the community.

Deliverables:
• Multicriteria analysis (up to 40 actions)
• Strategies and measures memo detailing and prioritizing recommended strategies and actions with supporting rationale
• Strategies and measures matrix in Microsoft Excel
Task 6. Finalize Climate Action and Adaptation Plan
Task 6.1 Draft Climate Action & Adaptation Plan
At the kick-off meeting, we will work with the City to envision the format, objectives, and audience for the final deliverables. We will establish expectations at the start of the project and will review and discuss these expectations and adjust as appropriate before preparing the draft and final plan documents. We will conclude the project by creating a clear, concise, and visually engaging Climate Action Plan for adoption by Pico Rivera’s City Council. While the exact layout of the plan will be subject to input from the client team, we anticipate it including the following key elements (see figure for example layout of the CAP):
• Vision and introduction: This will describe the vision of a resilient, low-emissions Pico Rivera, explain the importance of the CAP, and highlight how the CAP integrates and builds on local plans and initiatives. • GHG inventory results and implications, including a discussion of major emissions sources over which Pico Rivera may have influence, inventory forecasts, climate vulnerabilities and impacts to vulnerable communities (if optional vulnerability assessment is chosen), and other key conclusions.

Optional Task 4: Climate Vulnerability Assessment
To ensure that adaptation and mitigation measures address the climate impacts that are most relevant to Pico Rivera, we recommend including a climate vulnerability assessment in this stage of the planning process. If chosen, the assessment will identify climate impacts to key sectors (e.g., buildings, energy, transportation, natural systems, community resilience) with optional additional assessments of impacts to public health and the local economy. For each sector, we will identify the climate exposure or how much infrastructure and sector components are in harm's way to climate impacts, the sensitivity or the degree to which the infrastructure and sector components are affected by those impacts, and the adaptive capacity or actions and conditions that help a community prepare for, and respond to, climate impacts. Development of the vulnerability assessment will be integrated with city and community engagement in Task 4 to identify community experiences with climate impacts and community scale vulnerability. If chosen, the vulnerability assessment could help our team, regional partners, and the community understand potential implications when prioritizing mitigation and resilience measures.

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• Goals, targets, and KPIs: This
component will frame the CAP
within Pico Rivera’s vision for the
future and specify the City’s
emissions reduction and climate
resiliency goals, targets, and key
performance metrics (if optional
wedge analysis is chosen) over the
short and long term.
• Strategies and actions: We will
describe overarching key climate
action strategies and their
supporting actions, as determined
in Task 5, including a visual
representation of their impact, cost,
feasibility, equity, and co-benefits.

Emissions reductions may be quantified
if the optional wedge analysis is chosen.

Cascadia will compile and summarize feedback received from City staff and the community on the draft CAP and work with the City to respond to comments and identify necessary revisions. Once revisions are complete, we will work with the client team to prepare the final Pico Rivera Climate Action Plan for adoption by the City Council. Cascadia will submit the final CAP for internal proofreading and quality review by our Editorial Board prior to delivering it to Pico Rivera.

Deliverables:
• Draft and final Climate Action Plan
Task 6.2 Implementation Planning Template & Guidance
Based on our previous experience and lessons learned working with jurisdictions across the country, we highly recommend the CAP include an implementation plan. The CAP process naturally brings together the City staff and community partners who will be responsible for implementing or supporting implementation of the CAP – leveraging the momentum of planning to jumpstart implementation can go a long way to ensuring the CAP does not sit on the shelf.

The Implementation Plan will be a powerful component of or partner to the CAP, outlining how to put strategies and measures into action. We recommend including the following sections, organized by sector:
• Brief description of the measure, including the relevant “lever” (e.g., regulation, financial incentive program, partnership, etc.) and expected outcome (e.g., GHG emission reduction). • A timeline for implementation, including immediate next steps and/or key dependencies within and across sectors, so it is clear not only when measures need to occur in time, but in what order relative to one another. • Key measure indicators to evaluate progress/completion. • Lead agency, organization, or department responsible for implementation. • Potential partners in implementation.
• Estimated staffing requirements.
• Potential funding sources and grant opportunities.
• Considerations for equitable measure implementation.

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To jumpstart the implementation planning process, we will provide an implementation plan template with these sections included, as well as sample implementation plans from other jurisdictions. We will fill in the timeline, a list of potential measure indicators to choose from, and equity integration considerations. We will also provide ad-hoc troubleshooting as the City works through this implementation readiness and capacity-building activity.

Additionally, we can provide guidance to create a long-term action plan for continued engagement with key groups after CAP adoption. Building and maintaining relationships—especially with implementation partners and frontline communities—will be critical for long-term CAP implementation success. This plan could include a set of proposed mechanisms for continuing communications and engagement, such as a formal listserv/newsletter, recurring gatherings, periodic reporting through a dashboard or other mechanism (see optional task), or formation of a formal advisory group.

We will also maintain a database of organizations and contact information developed through the engagement process to provide a seamless consultant-client handoff after project completion.

While this part of implementation planning will come at the end of the process, we have also integrated long-term action planning and implementation readiness elements early and throughout the CAP process. Building relationships with clear long-term expectations will give reassurance to stakeholders that the engagement is genuine, meaningful, and not just “checking a box.”
Deliverables:
• Implementation Plan template and ad-hoc troubleshooting support • Contact information database
Optional Task AB1. Develop Tools for Monitoring and Reporting of the CAP Ongoing monitoring and reporting is
essential to ensure that the
commitments made during the planning
process result in the intended emissions
reductions and other community
benefits of climate action. We will
leverage deliverables from previous
tasks to prepare a dynamic, userfriendly, and visually compelling monitoring and reporting dashboard for
CAP strategies.

We typically recommend the use of a
custom Microsoft Excel workbook and
integration with Power BI for data
visualization, interactive analysis, and
user-friendly front-end design that is
“community friendly.” This data model
has a few benefits over proprietary
systems: (1) it can be queried easily, (2)
it is cost effective, (3) it offers full
transparency into data and calculations,
and (4) it can be updated and
maintained by the City in the future.

Unlike with proprietary models or
Microsoft Power BI
Power BI is a user-friendly data visualization tool with functionality to join inventory data tables created in Excel to create interactive, dynamic visualizations. Visuals can be filtered and sorted to identify trends and relationships in the data.

Power BI’s dynamic dashboard capabilities make it an incredibly useful tool for communicating inventory findings with broad audiences. Dashboards can be monitored internally or posted to the web for public viewing. Visuals can also be exported into static images for reports.

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software that operate as “black boxes,” the City would have full ownership and editing access to both the Excel database and Power BI model/dashboard.

Our previous experience building custom databases for complex inventories has demonstrated that this option results in a data model that maximizes GHG inventory efficiency, replicability, flexibility, and comparability over time, while maintaining data granularity:
• Data visualizations have filtering, cross-tabulation, and interactive functionalities. Data can be “sliced and diced” to analyze by department/agency, scope, emissions sources, sector, building, year, etc. • Data tables are scalable into the future – City staff can append inventory data each year to the existing database to allow for year over year tracking and analysis, including progress toward adopted emissions reduction targets. • Facilities a streamlined QC process by visualizing data to identify outliers or anomalies. • Level of detail allows “drill down” analysis into detailed data inputs (activity data, emissions factors, etc.). • Visualizes areas for greatest emissions reduction opportunities to strategically prioritize action planning and implementation.
• Dashboarding capabilities visualize complex datasets into appealing charts and graphics that can be embedded into reports or the City’s website. Dashboards can also visualize and track progress on KPIs and metrics over time.

Our proposed process to develop the dashboard is:

1. Work with the City to determine the parameters, KPIs, and visualizations of interest. Prepare a brief memo of the features and elements to be included in the dashboard.

2. Use the GHG inventory results to create a custom Excel workbook for inputting into Power BI.

3. Host a walk-through of the draft dashboard and include up to three (3) review iterations to finalize the dashboard.

4. Conduct a 2-hour training for City staff who will be responsible for maintaining the dashboard over time.

Our team has extensive experience with similar databases—including the RICAPS tool in San Mateo County, CA and multicity GHG inventories created in collaboration with StopWaste in Alameda County, CA. Cascadia also recently used the Excel/Power BI framework to create a comprehensive, dynamic, multi-year GHG inventory, dashboard, and forecast for 45 jurisdictions in Washington State. We would happily provide the City’s project team with a walkthrough of one of our existing Power BI dashboards to demonstrate its functionality and ease of use; please contact us to arrange a presentation.

If the City is interested in alternatives to Power BI, we are also happy to discuss alternatives and their pros/cons.

Deliverables:
• Brief memo outlining dashboard features and elements
• Custom Excel workbook of inputs
• Power BI dashboard
• 2-hour training for City staff
Optional Task 5. Complete CEQA Review
The Pico Rivera Climate Action Plan would qualify as a project under the CEQA—requiring environmental review. In addition, it is our understanding that the City would like the Climate Action Plan to meet the requirements of Senate Bill 32 and the CEQA Guidelines for streamlining project-by-project analysis. To address these requirements and the City’s

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expressed needs, We propose completion of CEQA environmental review for the Climate Action Plan in conjunction with the development of the Climate Action Plan.

Based on our understanding of the project and experience on similar projects, we believe the appropriate level of CEQA review for this project would be an Initial Study resulting in a Negative Declaration. If this optional task is selected, DJP&A will prepare an Initial Study consistent with the requirements of CEQA and the City of Pico Rivera. The Initial Study will include a cover sheet, table of contents, preface/introduction, a description of the project, brief overview of the environmental setting, discussion of consistency with applicable plans and policies, and discussion of the environmental impacts of the project based on the CEQA Appendix G Checklist as described in detail below. • Project Description. The Initial Study will provide a detailed description of the proposed Climate Action Plan, including the Climate Action Plan measures and GHG emissions inventory data. Tables and graphics will be provided to illustrate the text.
• Consistency with Plans and Policies. A discussion of the proposed project’s consistency with the City’s General Plan, City Code, and other applicable plans and policies will be included. • Environmental Setting, CEQA Checklist. The Initial Study will be divided into subsections for each environmental resource. The subsections will be formatted to include a description of the existing environmental setting followed by the relevant CEQA checklist section. The sources of information for determining impacts will be identified.

Once the project description is finalized, DJP&A will prepare the Administrative Draft Initial Study (ADIS). Upon completion of the ADIS, DJP&A will submit an electronic copy of the document to the City for review and comment. DJP&A will then revise the ADIS based on comments received from the City and submit an electronic copy of the document to the City for final review and comment. This scope of work assumes two rounds of review by the City. DJP&A will provide the City with up to 15 hard copies of the Initial Study for public distribution and a PDF of the document for posting on the City’s website.

Following completion of the Initial Study, DJP&A will prepare a draft Negative Declaration in conformance with the CEQA Guidelines and the City of Pico Rivera requirements. The draft Negative Declaration will describe the proposed project, present findings related to the environmental conditions, and include a copy of the Initial Study to support the findings.

Deliverables:
• Initial Study
• Administrative Draft Initial Study

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4. Project Team
Our core team members are introduced below. In addition to the core staff, Cascadia also offers a deep bench of support staff with additional expertise in graphics and communications, outreach and community engagement, natural resource management, green infrastructure, data analysis, climate action planning, and equity and environmental justice who will support the project on an as-needed basis.

PROPOSED STAFF
Andrea Martin | Cascadia | Principal-in-Charge
Andrea has 15 years of experience leading climate and sustainability analysis and planning projects, with a focus on local government clients throughout the West Coast. She has led over a dozen GHG emissions inventories and climate action planning processes for government clients and agencies, including for San Mateo and Alameda counties, the cities of Albany, Pleasanton, Dublin, Livermore, Santa Clara, Cupertino, and the City of San Francisco, as well as local government clients in Oregon, Colorado, and Arizona. She also managed the Puget Sound Regional Emissions Analysis project on behalf of King County and a group of partners, which included developing a first of its kind, comprehensive four-county emissions analysis. Her commitment to innovation has placed her at the center of some of the country’s most ambitious efforts, including outlining what carbon neutrality means for local governments, conducting carbon sequestration potential analyses, participating in the ICLEI U.S. Community Protocol update subcommittee, and working with pilot cities to develop a new, publicly available tool for assessing underlying factors that drive emissions trends (ICLEI’s Contribution Analysis Toolkit). Andrea is also committed to centering equity in her work, having led an equity and co-benefits evaluation to inform Oregon’s cap-and-reduce program and managed inclusive engagement process for San Francisco’s draft CAP. Andrea holds a Master of Environmental Management degree from Duke University and a B.S. in Biology with Honors from the University of North Carolina at Chapel Hill.

Maddie Seibert | Cascadia | Project Manager
Maddie manages community engagement, research and analysis, and planning and facilitation projects across Cascadia’s portfolio. She has held a central role on many climate planning projects— including for Renton, Livermore, and San Mateo County. Her recent work includes managing an effort to update San Juan County’s Recreation, Open Space, and Stewardship Plan, leading staff engagement for the Puget Sound Clean Air Agency throughout their Strategic Plan update, managing projects related to community outreach and behavior change strategies for several city-level climate and recycling-related campaigns. Prior to joining Cascadia, Maddie conducted research on Chinese coal emissions for the Natural Resources Defense Council and led student and faculty engagement around sustainability initiatives at universities for GreenerU. She holds a B.A. in International Affairs and a B.S. in Environmental Sciences from Northeastern University and a Master of Management in Global Affairs from Schwarzman College at Tsinghua University in China.

Alicia Fennell | Cascadia | Deputy Project Manager & GHG Emissions Inventory Lead
Alicia leads all aspects of climate and sustainability projects at Cascadia—from GHG analyses to community engagement—through excellent facilitation, writing, project management, and technical analysis skills. She is currently managing a Climate Action Plan, a greenhouse gas inventory, and equitable engagement projects for jurisdictions throughout California and Washington. In addition to her project management roles, Alicia played a large role in the Puget Sound Regional Emissions Analysis—a four-county emissions analysis and planning project covering the Seattle metropolitan

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corridor. She is also leading sectors of the County of Sonoma’s GHG inventory and supporting San Francisco Department of the Environment with its GHG inventory. Before joining Cascadia, Alicia worked with the County of Santa Barbara to assess the carbon stock and sequestration potential of the county’s natural and working lands and spent five years working in environmental education in the Bay Area. Alicia holds a bachelor’s degree in environmental studies from UC Santa Cruz and a master’s degree in environmental science and management from the Bren School at UC Santa Barbara.

Mike Chang | Cascadia | Adaptation Advisor
Mike is a national leader in equitable climate action who brings expertise in community engagement and facilitation, strategic planning, climate vulnerability assessments, and climate action planning. He has led climate adaptation and mitigation planning projects for many local government clients including Sound Transit, the Tulalip Tribes, the North Olympic Development Council, and the City of Burien. Mike previously worked as the climate adaptation specialist for the Makah Tribe, where he led the Tribe’s Climate Planning Work Group and coordinated workshops with the tribal community to solicit input on climate resilience planning. Mike coauthored the 4th National Climate Assessment, contributed to the Tribal Climate Adaptation Guidebook, served on the Community Engagement Committee of Washington’s Environmental Justice Task Force, and co-chaired the National Adaptation Forum’s Equity & Justice Working Group. Mike is currently the lead author of the 5th National Climate Assessment, upcoming in 2023. He holds a Master of Marine Affairs from the University of Washington and a B.S. in Ecology & Evolutionary Biology from Yale University. Mike is based in Tacoma, WA.

Sophia Chau | Cascadia | Strategy Lead
Sophia supports climate change adaptation, climate action planning, and natural resource management projects across Cascadia’s portfolio. She currently works on climate vulnerability assessments and resiliency planning for the cities of Puyallup, Marysville, and El Cerrito. She also supports community engagement for Foster City by gathering community feedback on their Climate Action Plan and incorporating necessary changes to ensure the plan meets the communities needs and priorities. Prior to joining Cascadia, Sophia was an environmental compliance lead for utility projects in Southern California aimed at retrofitting the electricity grid to reduce wildfire risk. Her experience also includes working with Devils Postpile National Monument to develop a climate adaptation plan for natural resources and working with the Notre Dame Global Adaptation Initiative to quantify and track readiness to adapt to climate change at the country level. She holds a B.S. in Environmental Science from the University of Notre Dame and a M.Sc. in Fisheries and Wildlife from Michigan State University.

P.J. Tillmann | Cascadia | Implementation Lead
P.J. brings a decade of experience in policy analysis, climate change, natural resource management, and public and stakeholder engagement. They recently led climate planning processes for the City of Vancouver (WA), City of Port Angeles, and for a large, multi-national foundation. With each client, P.J. provides the technical expertise and practical guidance necessary to remain nimble and adaptive to the rapidly changing state and global climate policy landscape. They have a proven track record of synthesizing and translating technical policy information in the clean energy, transportation, and natural resource sectors to help jurisdictions answer critical implementation questions, and recently presented findings on effective implementation strategies at the National Climate Adaptation Forum.

P.J. has led or supported climate mitigation, adaptation, and community engagement for San Mateo and Thurston counties, the Washington Department of Natural Resources, the cities of Bellevue, Everett, Pleasanton, and Flagstaff, and the Port Gamble S’Klallam Tribe. They hold a B.S. in Chemistry, M.P.P.A. focused on environmental policy, and present regularly at regional adaptation conferences.

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Celine Fujikawa | Cascadia | Engagement Lead
Celine brings five years of experience in sustainability and social justice to Cascadia’s planning and facilitation line of businesses. She provides strategies on incorporating or improving diversity, equity, and inclusion within climate, waste reduction, and sustainability strategic planning processes and leads equitable stakeholder and public engagement to further inform plans and programs. She is currently leading equitable engagement for Seattle’s Climate Vulnerability Assessment, City of Lake Steven’s Climate Mitigation Plan, and Kenmore’s Comprehensive Plan update. Additionally, she is supporting several DEIJ and capacity building trainings for the University of California leadership and King Conservation District’s strategic planning process. Prior to joining Cascadia, Celine was a Sustainability Analyst for the Seattle Housing Authority, where she facilitated the development of equitable, community-supported conservation and environmental stewardship projects. Celine holds a B.A. in Environmental Studies with a Minor in Environmental Health from the University of Washington.

Alejandro Paredes | Cascadia | Engagement Advisor
Alejandro brings over 11 years of experience leading multicultural marketing, behavior change, and communications projects across the public, private, and nonprofit sectors. At Cascadia, he provides communications and engagement expertise on a variety of sustainability projects — and adds an equity and inclusion lens to each. Alejandro recently managed the communications and engagement plan for the King County Hazardous Waste Management Plan Update, where he sought to provide all relevant audiences—including businesses and the public, with emphasis on underserved populations—with the opportunity to contribute to the plan. He led overall engagement for the City of Kenmore’s Climate Action Plan project and lead community building and partnerships for the Alameda County Climate and Resilience Plan for Government Services and Operations and recently completed a comprehensive community engagement process for the Puget Sound Clean Air Agency’s Strategic Plan Update. He also brings extensive experience managing multicultural marketing campaigns designed to reach diverse, non-English-speaking communities throughout the Northwest and California. Alejandro holds a B.A. in Business Administration and Marketing from the University of Washington. He is fluent in Spanish and English.

Laura Baetscher | Cascadia | Local Outreach Support
Laura Baetscher has over a decade of experience in outreach and engagement, policy development and implementation, and environmental justice and climate issues. At Cascadia, she provides program support to Climate Action Plans, the Airport Cooperative Research Program, and the Washington Transportation Electrification Strategy. Before joining Cascadia, Laura was a Program Analyst at the Los Angeles County Department of Public Health’s Climate Change Program, where she contributed to the development of Los Angeles County’s Our County Sustainability Plan, the Los Angeles County Vulnerability Assessment, and the #HeatSafeLA Social Media Campaign, among other projects. Laura holds a B.A. in Anthropology, History, and Spanish from Marlboro College and an MPH from the University of California, Los Angeles.

Laura is based in Los Angeles County.

Christy Zamani | Day One | Local Outreach Lead
Christy Zamani has served as Day One Executive Director since 2007. Christy brings over 15 years of hands-on experience in public policy, community health and youth leadership development to Day One.

A Pasadena resident, Christy also is a Board Member for Leadership Pasadena and a member of Vision 20/20, City Conversations and the Asset Development Network.

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Shannon George | DJP&A | CEQA Compliance Advisor
Shannon George is a Principal Project Manager for DJP&A. She has over 25 years of experience in preparing environmental documents for a wide range of public and private projects. Her project experience includes California Environmental Quality Act (CEQA) review of residential, commercial, and mixed-use development, General Plan Amendments, flood control, projects focusing on cultural resources and historic buildings, and program planning projects. Her experience includes preparing the Santa Clara 2022 Climate Action Plan Addendum, San Jose 2030 Greenhouse Gas Reduction Strategy Addendum, 2021 Envision San José 2040 General Plan 4-year Review EIR Addendum, Mountain View East Whisman Precise Plan EIR, and the San José 2018 Downtown Strategy 2040 EIR.

Carolyn Neer | DJP&A | CEQA Compliance Advisor
Carolyn Neer is a Project Manager for the company. She works closely with other members of the staff to research and prepare documents for both private and public sector projects, and coordinate with technical subconsultants to manage reports prepared for projects. Her experience includes CEQA compliance for office, mixed-use, and residential projects as well as planning policies. Her recent projects include developing CEQA compliance checklists, initial studies, and addenda for the cities of San José and Santa Clara, during their GHG emissions reduction and climate action planning processes.

On these projects she advised city planners throughout the planning processes to ensure that measures and strategies to reduce GHG emissions met the requirements of CEQA guidelines Section 15183.5 for tiering and streamlining of Greenhouse Gas Emissions— and assisted the cities with the environmental review for their plans.

ORGANIZATIONAL CHART
We’ve brought together a team of experts with complementary skills in climate action planning, sustainability, equitable engagement, and environmental policy review. Our proposed team structure is outlined below. We are happy to provide additional information on request.

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5. Copy of All Questions and Answers
As requested in the RFP, we have included all questions and answers provided by the City during this procurement process.

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6. Project Examples
Our team’s award-winning climate planning work has included leading CAP efforts for peer jurisdictions like Albany, Pleasanton, Santa Clara, and San Mateo County. Our local expertise and existing connections will help us hit the ground running in developing a climate action plan that not only puts Pico Rivera on a path to reaching its goals but is also grounded in local support. We’ve provided a list of relevant projects below — and are happy to provide any additional information on request.

CLIMATE ACTION PLANNING EXPERIENCE
Climate Action Plan Update | City of Santa Clara, CA | Cascadia and DJP&A | 2019-2022 Work Sample: City of Santa Clara Climate Action Plan and Compliance Checklist
Cascadia and DJP&A recently completed an update the City of Santa Clara’s Climate Action Plan. Working closely with City staff, our team reviewed progress made on Santa Clara’s 2013 CAP, updated GHG forecasts and reduction targets in alignment with state regulations, and developed a framework for evaluating, comparing, and prioritizing climate mitigation actions.

Once this foundational work was complete, Cascadia facilitated the strategy selection process, working with internal City staff, external stakeholders, and community members to identify the climate actions that will have the greatest positive impact—not just in terms of reducing GHGs, but also delivering co-benefits that are important to the community. We maintained an intensive focus on community engagement throughout the project, with a series of public workshops, pop-up open house events, an online survey, and ongoing engagement via a projectspecific website and other channels. DJP&A advised the City and the consultant team to ensure that targets set and measures identified aligned with Senate Bill 32 and CEQA Guidelines for tiering and streamlining the analysis of Greenhouse Gas Emissions (Section 15183.5). Policies and strategies included in the plan aim to reduce Citywide GHG emissions through green building/energy efficiency, transportation and land use, materials and consumption, natural systems and water resources, and community resilience and wellbeing measures.

To complete the project, we drafted an updated CAP, created a detailed Implementation Plan, and prepared supporting CEQA documentation. Following completion of the Draft Climate Action Plan, DJP&A prepared an Initial Study/Addendum to the City’s General Plan EIR to provide CEQA clearance for the Climate Action Plan update as well as a Compliance Checklist to assist the City with implementation.

Climate Action & Adaptation Plan | City of Albany, CA | Cascadia | 2018-2019 Work Sample: City of Albany Climate Action and Adaptation Plan Cascadia led an update of the City of Albany’s Climate Action and Adaptation Plan, which aims to achieve the City’s goal of community-wide carbon neutrality by 2050. Our team assessed the current system of mitigation and adaptation actions and needs, set an inclusive and equitable vision for a carbon neutral and resilient Albany through a public engagement process, and drew on a deep carbon reduction planning framework to identify and prioritize near-term and long-term actions. Albany’s plan sets the stage for net-zero buildings, zero-carbon transportation, zero waste, and maximized carbon sequestration. It will also be straightforward for both the City and

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residents to implement, as it contains a checklist of actions and resources that residents can pursue to reduce their personal carbon footprints.

Climate Action Plan Engagement & GHG Emissions Inventory Support | City and County of San Francisco, CA | Cascadia | 2019; 2020; 2022-Present Work Sample: Climate Action Plan — Engagement Summary
Cascadia led an inclusive community engagement process to inform the development of the City and County of San Francisco’s Climate Action Plan. We built awareness and understanding of the climate crisis for residents; established feedback loops between the City and its residents; grew trust and support for the City to accelerate action to reduce emissions; and built capacity among residents, City staff, and community groups to foster meaningful, collaborative action on climate policy. Cascadia prioritized communities most vulnerable to environmental impacts and those that have historically been hardest to reach and collaborated with City staff to deliver a comprehensive engagement strategy via the recruitment of trusted community partners and a public engagement toolkit that reached our target audiences through multiple outreach channels, including online workshops, focus groups, and social media.

Cascadia is now supporting a municipal and communitywide GHG inventory for the City and County of San Francisco as part of their broader climate planning processes. We are building on previous emissions data collection efforts by compiling and streamlining past GHG data from across disparate platforms and inputting it into a Power BI platform to create a cohesive baseline dataset that additional GHG emissions data can be added to, easing future GHG emissions efforts. Our protocol will be checked for compliance and our data will be packaged for reporting to CDP.

Climate Action Plan | San Mateo County, CA | Cascadia | 2019-2022 Work Sample: San Mateo Community Climate Action Plan
Cascadia led the development of San Mateo County’s update of its Government Operations Climate Action Plan and Community Climate Action Plan, which sets the County government and the communities in unincorporated San Mateo County on a shared path toward lower emissions and improved climate resiliency. Our team first guided the County through prioritizing its proposed climate mitigation measures for both CAPs by assessing factors such as effectiveness, cost, co-benefits, and feasibility.

For the Community CAP, we worked with local partners to analyze cityscapes and open lands in the County for carbon sequestration opportunities. We supported the CAP process with a customized and multi-faceted community engagement strategy that built on existing partnerships throughout the county, enabling us to reach the diverse—and dispersed—communities in unincorporated San Mateo County. By pairing technical analysis with public engagement, we delivered a Community CAP that is ambitious, inclusive, targeted, and implementable.

Climate Action Plan Update | City of Pleasanton, CA | Cascadia | 2019-2022 Work Sample: City of Pleasanton Climate Action Plan

PICO RIVERA CLIMATE ACTION PLAN
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Cascadia led an update of Pleasanton’s Climate Action Plan. The project included an assessment of progress made against the City’s previous targets, development of new emissions forecasts, and a collaborative process to identify bold new climate actions. The team began by reviewing City documents and preparing a broad outreach plan to guide community participation throughout the project, while simultaneously managing the technical analysis related to GHG emission tracking, forecasting, and target setting. Through this analysis, we generated forecasts of community-level emissions in Pleasanton in 2025, 2030, 2045, and 2050, consistent with California regulations. Building on this baseline assessment of emissions and climate mitigation progress, we then worked with the City to establish a set of core “guiding principles” and we led an evaluation and prioritization process that weighed potential climate mitigation strategies against these principles and assessed the co-benefits they provide. In addition, we undertook a complementary climate vulnerability and adaptation assessment and weaving climate resilience considerations into all aspects of the project.

ADDITIONAL EXPERIENCE
Puget Sound Regional Emissions Analysis | King County & Partner Agencies | Cascadia | 2021-2022
Work Sample: King County Communitywide Geographic GHG Emissions Cascadia worked with King County (WA) and a group of partner agencies at the municipal and regional levels to update geographic and consumption-based emissions inventories—both at the countywide scale and for internal County operations. This multifaceted emissions analysis project included updated “geographic-plus” inventories for King, Pierce, Snohomish, and Kitsap counties, contribution
analyses that attribute proportions of overall emissions to different activity types, government operations inventories, and extensive research and tool development to support GHG analyses for all cities within King County. We also led the development of brand-new consumption-based inventories, which quantify emissions from goods and services consumed in the region regardless of where the emissions themselves were produced. Building on the suite of baseline emissions, our team created wedge analyses that identified pathways for jurisdictions to meet ambitious GHG-reduction targets. Finally, Cascadia led stakeholder engagement and produced extensive documentation of the project’s methodology and results, including infographics and other graphic design pieces that highlighted key takeaways for audiences throughout the region.

In 2017, Cascadia laid the foundation for this project, updating the Puget Sound Clean Air Agency's four-county emissions inventory to provide 2015 emissions data for King, Snohomish, Kitsap, and Pierce counties. This update required compiling, standardizing, and streamlining data from multiple jurisdictions to create an accurate, standardized inventory. The inventory followed the U.S. Community Protocol and included emissions sources generated beyond the county's borders

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Proposal to the City of Pico Rivera | 29
but related to activities within the county, such as resident air travel and electricity generated elsewhere that is used in the county. As part of this work, Cascadia reviewed the agency’s past inventory methodology, collected and analyzed emissions data from a variety of public agencies and independent organizations, and produced a final inventory report with accompanying computational workbooks.

This inventory represents the most comprehensive inventory of the region’s emissions to date, all available through a Power BI-based dashboard that visually displays and analyzes emissions at the click of a button. We also have a first-of-its kind GHG contribution analysis that provides a quantitative picture of key GHG drivers in King County and a “wedge analysis” tool that forecasts regional GHG emissions into the future, modeling the impact of climate policies and programs.

Collectively, these tools allow King County and its partners to see and understand localized emissions in ways that have never before been possible—helping to chart a path to a carbon-neutral future for the millions of people who call the Puget Sound region home.
2030 Greenhouse Gas Reduction Strategy | City of San José | DJP&A | 2020 Work Sample: Initial Study/Addendum and Compliance Checklist The 2030 Greenhouse Gas Reduction Strategy (GHGRS) includes measures to reduce Citywide greenhouse gas emissions through green building and energy efficiency, multimodal transportation improvements, water conservation, and solid waste reduction. DJP&A advised the City on GHGRS measures to ensure that the plan met the requirements of CEQA Guidelines Section 15183.5 for tiering and streamlining of Greenhouse Gas Emissions and assisted the City with the environmental review for the plan. DJP&A prepared an Initial Study/Addendum to the City’s General Plan EIR to provide CEQA clearance for the 2030 GHGRS. To further assist the City with implementation of the GHGRS, DJP&A also prepared a Compliance Checklist to assess individual development projects’ consistency with the strategies contained in the GHGRS.

7. Fee Schedule
We’ve provided a fee schedule in a separate document, as requested in the RFP. We are happy to answer any questions about the proposed scope of work, optional tasks, and the associated budgets.

8. Other Information

COMPANY INFORMATION
Since its founding in 1993, Cascadia Consulting Group (Cascadia) has worked with public, corporate, nonprofit, and tribal clients to advance projects that benefit their communities and the environment. Cascadia’s expertise includes strategic planning, analysis, and management of climate change mitigation and adaptation, energy efficiency and renewable energy, recycling and materials management, and resource conservation projects.

Oakland Office: 344 20th St, Oakland, CA 94612
Seattle Office: 1109 1st Ave, Suite 400 Seattle, WA 98101 Contact: Mike Chang, Director. P: 206-449-1158 E: [email protected]

SUBCONSULTANTS
David J. Powers & Associates, Inc. (DJP&A) is known for preparing clear, easy to understand documents that are legally defensible and informative to both the lead agency and public. DJP&A has a proven track record of delivering projects in a timely and cost-effective manner. We have 50 years of experience preparing environmental review documents, including unparalleled experience assisting Cities with program-level evaluations of City-initiated planning efforts.

Home Office: 1871 The Alameda, Suite 200, San Jose, CA 95126

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Proposal to the City of Pico Rivera | 30
Contact: Shannon George, Vice President/Principal Project Manager, [email protected] (408) 454-3402 Day One Day One has 35 years of experience in building healthy, vibrant cities by advancing public health, empowering youth, and igniting change. Through the years Day One’s work has earned the organization countless awards, an increase in grant funding, and most importantly key public health victories that help address issues of inequity in vulnerable, underserved communities. The agency and its staff are seen as leaders in youth advocacy, community engagement, and environmental health in the San Gabriel Valley. Our team is skilled in conducting outreach, facilitating community meetings, forming coalitions, and sharing strategies to prevent chronic disease and promote healthy, active communities through evidence-based policy and public health-oriented city/urban planning. .

Home Office: 175 N Euclid Ave, Pasadena, CA 91101
Contact: Christy Zamani, Executive Director, [email protected] (626) 229-9750

CLIENT REFERENCES
We’ve provided the following references for your review. Project descriptions for each reference are available in the “Project Examples” section.

San Mateo Climate
Action Plan
Cascadia Reference
City of Pleasanton Climate
Action Plan
Cascadia Reference
City of San José Greenhouse
Gas Reduction Strategy &
Downtown Strategy
DJP&A Reference
Avana Andrade,
San Mateo County, CA;
[email protected]
(650) 599-1459
Megan Campbell, City of
Pleasanton, CA;
mcapbell@cityofpleasantonca
.gov, 925-931-5610
David Keyon, Principal
Planner;
[email protected]
408-535-7898

CONTRACT EXCEPTIONS
Cascadia is not requesting any contract exceptions.

PICO RIVERA CLIMATE ACTION PLAN
Appendix A. Required Forms
Geoffrey Danker, AICP
Public Policy & Planning Manager
555 W. 5th Street
Los Angeles, CA 90013
213-244-3363
[email protected]
December 1, 2021
Kaitlin McGee and Ashley Cooper
City of Pico Rivera
6615 Passons Blvd.,
Los Angeles, CA 90660
RE: SoCalGas Climate Adaptation & Resiliency Grant
Dear Kaitlin and Ashley,
Congratulations! On behalf of the Southern California Gas Company (SoCalGas), I am pleased to present you with a 2021 Climate Adaptation & Resiliency Grant in the amount of $50,000 in support of your Climate Action Plan.

SoCalGas is committed to helping improve local resilience in the communities we serve by supporting initiatives that advance projects supporting enhancement of local climate adaptation efforts.

To start the process, please contact Geoffrey Danker, AICP at [email protected] or 424-345- 6357 to set up a meeting regarding next steps. Additionally, if you choose to accept the grant, as specified in the grant requirements, the City should include SoCalGas staff when planning both technical advisory and community meetings. In addition, SoCalGas staff will help to ensure that the approved Scope of Work, Project Timeline, and project funding will be maintained throughout the life of the contract. We further encourage you to engage with SoCalGas throughout the entire grant life, when applicable.

Once again, congratulations! We eagerly look forward to working with you to bolster resilience throughout the City of Pico Rivera.

Cheers,
Enclosure 3
6c
Geoffrey Danker, AICP
Public Policy & Planning Manager
To: Mayor and City Council
From: City Manager
Meeting Date: June 27, 2023
Subject: CITY HALL ELECTRIC VEHICLE CHARGING STATION
PROJECT (CIP NO. 50010) – AWARD OF CONTRACT
Recommendation:

1. Approve the plans and specifications for the City Hall Electric Vehicle Charging Station Project, CIP No. 50010;

2. Award a construction contract, in a form approved by the City Attorney (Enclosure 1), for a not-to-exceed amount of $160,710 to Reliable Monitoring Services for the City Hall Electric Vehicle Charging Station Project, CIP No. 50010;

3. Authorize the City Manager to process change orders in an amount not-toexceed 10% of the total project amount, as needed, up to $16,071 for construction contingency;

4. Amend the fiscal year (FY) 2022-23 adopted budget by appropriating an additional $75,000 from Fund 200 to Account No. 200.70.7300.54500-50010; and

5. Approve the Notice of Exemption (NOE) for the subject project (Enclosure 2) and authorize the City Clerk to file the NOE with the County Recorder, in accordance with the California Environmental Quality Act (CEQA).

Fiscal Impact:

Funding in the amount of $208,860 was budgeted in the FY 2022-23 budget for CIP No. 50010. The total funding comes from two (2) sources, $125,360 in AB 2766 Subvention Funds and $83,500 of AB 2766 Discretionary Funds. A total of $283,431 is the total project cost of the project; therefore, project requires an appropriation in the amount of $75,000 for a total project budget of $283,860 to complete construction for the project. 7 CITY COUNCIL AGENDA REPORT – MEETING OF JUNE 27, 2023 CITY HALL ELECTRIC VEHICLE CHARGING STATION PROJECT (CIP NO. 50010) –

AWARD OF CONTRACT