San Dimas City Council
June 27, 2023

CITY OF SAN DIMAS
Administration City Manager 4120
Department Cost Center Cost Center No.

Function:
 To Implement City Council Policy direction, provide overall project supervision, promote economic stability through business development and retention, and promote organizational stability through financial and human resources management.  To maintain official City documents & records; respond to requests for public records; record the legislative actions of the City Council; administer municipal elections; maintain the municipal code; process liability claims; act as the filing officer for economic interest and campaign statements and perform all other work required by the provisions of the government Code of the State of California.

Operational Plans:
 Present a budget document for City Council consideration that is balanced and easily understood by the public.
 Respond to citizen contacts and requests for information.  Coordinate and provide direction on economic development projects.  Facilitate and create meaningful partnerships with community-based organizations and other cities.
 Provide quality responsive administrative support to the City Council  Ensure compliance with all applicable laws, Government Code, Brown Act, Political Reform Act, Public Records Act, and Elections Code.

Position Summary:
 City Manager (1.0 FTE)  Assistant City Manager (1.0 FTE )  City Clerk (1.0 FTE)  Departmental Assistant (1.0 FTE) Budget Distribution
2021-22
Actuals
2022-23
Budget
2022-23
Estimated
2023-24
Adopted
Budget
Full Time Employees 2.00 4.00 4.00 4.00
Expenditures
FT Personnel Salary 347,893 607,268 631,168 650,000
Personnel Benefits 170,500
Professional Services 45,540 50,000 140,000 150,000
51,936 58,550 53,770 84,451
- - - -
Total Expenditures: 445,369 715,818 824,938 1,054,951
% Change 15% 28%
City of San Dimas
Other Operating Costs (Various)
Source of Funds : General Fund
Capital Outlay

CITY OF SAN DIMAS
Administration Administrative Services 4150
Department Cost Center Cost Center No.

Function:
 To recruit, through innovative, creative and traditional practices, highly qualified employees; retain those employees by providing competitive compensation and benefits; assist employees by interpreting the Personnel Rules and Regulations and Administrative Policies by responding to questions and concerns; and coordinate the recruitment and open enrollment process.
 To provide strategic planning, development, research, staff coordination, purchasing, implementation maintenance, and evaluation of Citywide technology and information system technology, including data, voice, phone system, radio, and technology capital infrastructure  To administer and coordinate the fiscal activities of the City and Successor Agency.

This includes all aspects of accounting, investing, business licensing, payroll, debt administration, fixed asset accounting, grant reporting and preparation of financial reports, and budget preparation.
 To provide public information, public relations and marketing support for the City organization; oversee community outreach, manage content of the City's website and serve as the City's liaison with news media.

Operational Plans:
 Attract, train and retain quality employees for the City organization  Provide administrative and technology support services to the City Council, City Manager and all operating department on a daily and long-range planning basis.  Ensure the City's compliance with Generally Accepted Accounting Principles (GAAP).  Provide a comprehensive public information program that distributes accurate information on a timely basis through a variety of different media.

Position Summary:
 Administration Services Director (1.0 FTE)  Human Resources Manager (1.0 FTE)  Accounting Supervisor (2.0 FTE)  Senior Management Analyst (1.0 FTE)  Accounting Technicians (3.0 FTE)  HR Analyst (1.0 FTE)  Information System Manager (1.0 FTE)  IT/GIS Analyst (1.0 FTE)  Management Analyst (.5 FTE)
Budget Distribution
2021-22
Actuals
2022-23
Budget
2022-23
Estimated
2023-24 Adopted
Budget
Full Time Employees 10.00 11.00 11.50 11.50
Expenditures
FT Personnel Salary 1,036,819 1,065,550 1,044,450 1,138,500 PT Personnel Salary 65,328 69,100 69,100 71,500
Employee Benefits - - 412,100
3,540 140,008 190,016 103,000
64,325 284,587 151,532 195,115
- - - -
Total Expenditures: 1,170,012 1,559,245 1,455,098 1,920,215 % Change -7% 32%
City of San Dimas
Professional Services
Source of Funds : General Fund
Capital Outlay (041)
Other Operating Costs (Various)

CITY OF SAN DIMAS
Administration City Attorney 4170
Department Cost Center Cost Center No.

Function:
 To provide legal services to the City Council, Commissions and staff. The City contracts with Alshire & Wynder LLP
 Provide effective legal counsel.

Operational Plans:
 Provide legal review and assistance in land use, planning, purchasing, code enforcement, and related municipal matters.
 Review and approve resolutions, contracts and agreements.  Assist in the development, review and approval of ordinances.  Assist with Public Records Act responses.
 Assist with special litigation issues.

Budget Distribution
2021-22
Actuals
2022-23
Budget
2022-23
Estimated
2023-24 Adopted
Budget
Full Time Employees - - - -
Expenditures
FT Personnel Salary - - - -
481,732 650,000 881,984 575,000
- - - -
Total Expenditures: 481,732 650,000 881,984 575,000
% Change 36% -35%
Source of Funds : General Fund
City of San Dimas
Professional Services (020)
Capital Outlay (041)

CITY OF SAN DIMAS
Administration Economic Development 4180
Department Cost Center Cost Center No.

Function:
 To coordinate and provide direction on economic development projects.

Operational Plans:
 Implement a marketing program based on market studies, which are designed to attract visitors to the City's retail areas.
 Implement marketing program designed to attract brokers/developers to invest in the City's retail project areas.
 Work with developers/brokers when they contact the City to facilitate economic development and redevelopment
 Maintain programs designed to incentivize businesses to locate in San Dimas  Collaborate with the Chamber of Commerce on economic development policies and projects.

Budget Distribution
2021-22
Actuals
2022-23
Budget
2022-23
Estimated
2023-24 Adopted
Budget
Full Time Employees - - - -
Expenditures
FT Personnel Salary - - - -
Professional Services - 10,000 2,500 20,000
5,250 9,000 9,000 16,250
- - - -
Total Expenditures: 5,250 19,000 11,500 36,250
% Change -39% 215%
Source of Funds : General Fund
City of San Dimas
Other Operating Costs
Capital Outlay (041)

CITY OF SAN DIMAS
General Government General Services 4190
Department Cost Center Cost Center No.

Function:
 To provide general operating services to all departments, not attributable to any single department, such as telephone, postage, copying, professional auditing and information system services, software programs, merchant services, special projects, and employee benefits.

Operational Plans:
 Contract with vendors for products and services that can provide the greatest value for the cost to the citizens of San Dimas and its employees.
 Provide excellent insurance coverage for City Facilities and equipment in case of natural disasters or accidents.
 Provide competive benefit packages to attract and retain the best talent available for the organization.
 Provide software programs and IT security that can enhance employee efficiency, enhanced reporting and metrics to meet the City's transparency goals while protecting sensitive information.

Budget Distribution
2021-22
Actuals
2022-23
Budget
2022-23
Estimated
2023-24
Adopted
Budget
Full Time Employees - - - -
Expenditures
Professional Services (020) 99,686 102,664 111,408 156,664 Insurance Costs (014) 455,693 539,075 539,434 5,000
3,313,297 3,954,393 3,885,893 1,547,727
Other Operating Costs (Various) 268,733 319,848 354,396 281,691 - - - -
Total Expenditures: 4,137,409 4,915,980 4,891,131 1,991,082 % Change -1% -59%
Source of Funds : General Fund
City of San Dimas
Employee Benefits (200)
Capital Outlay (041)

CITY OF SAN DIMAS
Public Safety Public Safety 4210
Department Cost Center Cost Center No.

Function:
 Provide 24 hour, 365 days a year response to calls for service, general law enforcement activities, including emergencies, traffic collisions and enforcement, crime investigations, disaster response and assessment, and proactive preventative patrol.  To provide directed traffic enforcement to areas of the City with higher than average rates of traffic collisions and areas that receive frequent complaints or requests for enforcement with the objective of ensuring the safe movement and parking of vehicles.  To manage community outreach and crime prevention programs including Neighborhood Watch, National Night Out and the City of San Dimas CERT program.

Operational Plans:
 To enforce Federal, State and local laws that protects life and property.  To maintain compliance of police policies and procedures with ever changing Federal, State, and local laws through reviewing, analyzing and updating as required.  Establish and maintain safe vehicular and pedestrian passage throughout the City.  To conduct physical patrol of all areas of the City to reduce the probability of crimes.  To respond to calls for service, prepare reports, issue citations and make arrests.  To resolve problems through community-based policing.

Budget Distribution
2021-22
Actuals
2022-23
Budget
2022-23
Estimated
2023-24
Adopted
Budget
Full Time Employees Contracted Contracted Contracted Contracted Expenditures
Public Safety Contract Services (020) 6,201,638 6,748,465 6,743,113 6,899,778 Liability Trust Fund (020-014) 742,234 758,456 758,456 889,701 85,779 59,715 84,715 64,715
Animal Control Serivces (413) 200,000 208,000 208,000 - Total Expenditures: 7,229,651 7,774,636 7,794,284 7,854,194 % Change 0.25% 1%
City of San Dimas
Other Operating Costs (Various)
Source of Funds : General Fund

CITY OF SAN DIMAS
Public Safety Emergency Services 4212
Department Cost Center Cost Center No.

Function:
 To emphasize emergency response coordination, staff and volunteer training, communication systems, recovery efforts, public information, emergency plan development and revision.
 Prepare, update and exercise the procedures for responding to disasters.  Make investments in disaster preparedness needed to provide the City with effective emergency response capability.

Operational Plans:
 Develop and direct one tabletop exercise and/or City EOC activation to train City staff each year, or one multi-agency functional exercise.
 Provide training to all EOC staffing members to ensure familiarity with the Mobile EOC operations and equipment.
 Maintain an equipment purchase and maintenance plan to meet emergency preparedness response and recovery needs.

Budget Distribution
2021-22
Actuals
2022-23
Budget
2022-23
Estimated
2023-24
Adopted Budget
Full Time Employees - - - -
Expenditures
FT Personnel Salary - - - -
24,403 39,741 91,277 19,254
- - - -
Total Expenditures: 24,403 39,741 91,277 19,254
% Change 130% -79%
Source of Funds : General Fund
City of San Dimas
Other Operating Costs
Capital Outlay (041)

CITY OF SAN DIMAS
Public Safety Risk Management/Law Enforcement 4211
Department Cost Center Cost Center No.

Function:
 Make payment on uninsured claims that must be paid by the City of San Dimas .  Process all City liability claims.

Operational Plans:
 Reduce the number of accidents claims through training and up to date polices and procedures.
 Maintain City propery, right of ways, sidewalk and trees to mitigate the risk of injury or harm.

Budget Distribution
2021-22
Actuals
2022-23
Budget
2022-23
Estimated
2023-24 Adopted
Budget
Full Time Employees - - - -
Expenditures
FT Personnel Salary - - - -
- 7,500 7,500 7,500
- - - -
Total Expenditures: - 7,500 7,500 7,500
% Change 0% 0%
Source of Funds : General Fund
City of San Dimas
Other Operating Costs
Capital Outlay (041)

CITY OF SAN DIMAS

COMMUNITY DEVELOPMENT
Housing
• Rehab Assistance – 3 Single Family Homes, 17 Mobile Homes • Lift Program – 9 installed
• Charter Oak Mobile Home Estates Space Rent Assistance Program – 41 homeowners receiving space rent credit
Monte Vista Upgrades:
• New Windows & Security Cameras installed • Air Vent Clean outs in all 12 units • Floor Tile Replacement of common areas – in process Charter Oak Mobile Home Estates Upgrades:
• New Entry and Directory signs constructed • New Directory • Dog Park constructed • Fitness Center Room remodeled • Clubhouse Foundation Repair – in process Homelessness:
• May 17, 2023 beginning of new 5-year contract with L.A. CADA for Homeless outreach services – To date, 12 individuals have been placed housed.

Planning
• Housing Element adopted by the City Council and certified by HCD. Work is underway on completing the Housing Programs, including various Municipal Code Text Amendments, to achieve the City’s housing goals.
• Downtown Specific Plan underway. Completed four of the five community meetings with public hearings tentatively scheduled for Fall/Winter.
• Municipal Text Amendments - Completed
o Amendment to SP-25 (Brasada) to allow two-story homes on all lots, and allow certain accessory structures and uses within the proposed No Build Area-Modified of lots 7, 8 and 20 of Tract 70583-02 o Amendment to Administrative Professional zone to allow single-family homes that were established prior to 1970, and have been continuously used for residential purposes, as a primary use to alleviate difficulty homeowners face when trying to secure home equity loans and homeowners insurance caused by existing residences not being a permitted use in the A-P Zone. • Municipal Text Amendments – Underway
o City-Wide Objective Design Standards – Applicable to Multi-Family and Mixed-Use projects eligible for SB 35/330
o Outdoor dining standards – Create standards for outdoor dining on private property, and conversion of temporary outdoor dining to permanent
o Camping and Storage of personal property on public/private property o Recycling Facilities – Codify existing policy and create amortization period for recycling facilities that will become nonconforming
o Single-Family – Codify policies
o General Processes - Update and streamline application procedural o RV Parking – Amend amount of time RVs can be parked on public streets and driveways o SB 9 ordinance
o SP-11 – Peer review of environmental document underway Building
• 1,200 Building permits issued; 6,600 Inspection types completed; Brasada (65 lot subdivision) • 10 lots purchased for custom homes; 14 homes are finished; 17 homes are under construction

CITY OF SAN DIMAS
Community Development Community Development 4308/4309
Department Cost Center Cost Center No.

Function:
 Responsible for the orderly development of the community; to ensure that new development is attractive and compatible with the surroundings consistent with the City's codes and policies; to analyze land use and development proposals form an environmental zoning, land use and development proposals from an environmental, zoning, land use and design review standpoint; to provide information and assistance to the public on the City's planning process; to encourage public participation in land use and design review matters; to serve as the coordinators among the various City department and other outside agencies in land use and design matters, and to staff and advise the Planning Commission.  The Community Development Department also conducts advance planning studies and projects in order to update and improve City codes and policies in response to new issues and legal requirements; to prepare annual mandated reports and to implement Federal and State mandates.

Operational Plans:
 Provide public information on development and planning issues at the public counter and by phone.
 Provide planning and environmental support for City projects, and assist other departments by providing zoning analysis for City proposed projects, preparation and/or management of CEQA documentation for City projects, and coordinating review by the planning commission.
 Manage environmental review of land use development proposals, including Environmental Impact Report contracts, and facilitate the review and action by the appropriate review body. Implement the City's land use standards and processes and zoning administration.

Position Summary:

Director of Commuity Development
(1.0 FTE) 
 Sr. Management Analyst (1.0 FTE) 
 Associate Planner (1.0 FTE) 
 Departmental Assistant (1.0 FTE) 
 Planning Intern (.5 FTE) 
Budget Distribution
2021-22
Actuals
2022-23
Budget
2022-23
Estimated
2023-24
Adopted
Budget
Full Time Employees 10.00 10.00 10.00 10.00
Part Time Employees 3.00 3.00 3.00 3.00
Expenditures
FT Personnel Salary (101) 904,780 1,032,300 1,072,300 1,067,000 PT Personnel Salary (102) 140,685 140,000 135,000 150,000 Employee Benefits 380,000
Professional Services (020) 48,088 32,000 131,275 20,800 184,647 - 408,530 -
Other Operating Expenditures (Various) 51,851 78,206 78,368 76,038 - - - -
Total Expenditures: 1,330,051 1,282,506 1,825,473 1,693,838 % Change 42% -7%
City of San Dimas
Grant Funded Services (020)
Source of Funds : General Fund
Capital Outlay (041)
Planning Manager (1.0 FTE )
Senior Planner (2.0 FTE)
Code Compliance Officer (2.0 FTE)
Parking Enforcement I & II ( 2.5 FTE)
Code Enforcement Supervisor (1.0 FTE)

CITY OF SAN DIMAS
Community Development Building & Safety 4311
Department Cost Center Cost Center No.

Function:
 To regulate construction and occupancy of buildings in accordance with local, State and Federal laws; provide plan check and inspection services; manage building permit records; and provide public information regarding code requirements and property history.  Ensure the safety of buildings in the City of San Dimas.

Operational Plans:
 Ensure building standards to safeguard life, health, and property through plan review and inspection procedures.
 Verify State contractor's licensing, workers compensation insurance, and City business taxes and licenses prior to permit issuance.
 Perform on-site building inspections for new construction or remodeling to ensure compliance with approved plans and applicable requirements, conditions, standards, regulations, and codes.
 Provide timely and through review of building plans for compliance with disabled access, energy, fire and life safety, architectural, structural, electrical, plumbing, and mechanical regulations.
 Conduct regular Citywide inspection and respond quickly to citizen complaints for the purpose of enforcing minimum development, housing, fire, and life safety standards to ensure the safety of our citizens.

Position Summary:
 Building & Safety Manager (1.0 FTE)  Building Inspector I & Sr. (2.0 FTE's)  Building Permit Technician (1.0 FTE)  Building Intern (.5 FTE) Budget Distribution
2021-22
Actuals
2022-23
Budget
2022-23
Estimated
2023-24
Adopted Budget
Full Time Employees 4.00 4.00 4.00 4.00
Part Time Employees 0.50
Expenditures
FT Personnel Salary (101) 435,589 433,407 423,407 452,500 PT Personnel Salary (102) - 35,000 25,000 40,000
Employee Benefits 162,500
Professional Services (020) 25,757 12,000 5,000 103,000 10,878 29,690 24,719 21,115
- - - -
Total Expenditures: 472,224 510,097 478,126 779,115
% Change -6% 63%
City of San Dimas
Other Operating Costs (Various)
Source of Funds : General Fund
Capital Outlay (041)

CITY OF SAN DIMAS

PUBLIC WORKS
Grant Funding
• Applied for $7,985,000 in grants; As of June 6, received $3,075,000 in grant funding CIP projects
• Bid or constructed $6 million in street infrastructure improvements with $ 4 million more in the final stages of design (One is pending Railroad Approval, the other is a Cooperative project pending LA County approval).

Gold Line
• Improvements in 6 crossing requiring full closure of street • Worked with Rail Authority to open Bonita Avenue at Cataract despite delays in Traffic Signal and bridge construction • Over 1000 plan sheets reviewed and approved
Traffic Safety
• Reviewed over 50 public request items of concern
Streets Maintenance
• Repaired over 1,560 potholes; Replaced 740 signs; Converted 165 City owned street lights to LED fixtures • Repaired over $150,000 in concrete removals (10,960 Sf of sidewalk, drive approach, curb and gutter) • PW Yard building modifications to promote better efficiency for ongoing operations and in the event of relocation • Increase walkability by upgrading 19 ADA ramps to modern accessibility standards • Worked over 300 overtime hours to maintain the safety of the city through the rainy season Private Developments
• Inspected over $3,000,000 in private and public improvements at Brasada Development in the northern foothills • Reviewed 12 private development projects
Administration
• Process over 1,800 calls for service of which 234 were on GoGov; Reviewed 29 Special Event Permits requiring traffic control review or coordination
• Over 236 encroachment permits issued
• Conducted over 1,362 inspections
• Issued/renewed 34 contracts or agreements
• Processed 33 Records Requests
• Renewed permits in 2 Parking Districts
• Processing Sewer Assessment District for 11 properties on Wehner Lane • Conducted 13 Outreach Meetings to businesses and residents • All hands worked Heart of the Foothills Special Event Environmental Division
• Ensured compliance with the Los Angeles County Municipal Separate Storm Sewer Systems (MS4) Permit • Completed all required CalRecycle reports including new organic waste requirements • Completed SB 218 process for Solid Waste Rate Increase • Distributed approximately 800 green organics carts to condos and apartments to meet SB 1383 requirements • Met new Sewer Discharge requirements compliant with new Sewer Discharge Order to include Council approval of new Sewer System Management Plan
• Implemented Rigorous Outreach program for Solid Waste, MS4, and Sewer programs involving multi venue outreach; site visits, public event booths, social media, newsletter • Completed 20-25 Market Vendor inspections
• Completed over 1,700 catch basin cleanings
• Over 14 articles published in Quarterly Magazine
• Implemented #WastelessWednesays to provide residents information on how to help the environment and save money

CITY OF SAN DIMAS
Public Works Public Works Admin/Engineering 4310
Department Cost Center Cost Center No.

Function:
 To provide public safety in the areas of traffic engineering and all infrastructure within the public right of way, including streets, street lights, sidewalks, striping, traffic signals, bicycles, and pedestrian facilities, traffic safety around school zones, sewer and storm drains.
 Responsible for compliance with the Americans with Disabilities Act (ADA) within the public right of way; responsible for administering street maintenance contracts, and capital improvement projects, and compliance with the National Pollutant Discharge Elimination System (NPDES) Program; provide plan check and inspection services for grading and public works permits, utility work permits, development reviews, tract/parcel map checks, lot line adjustments, and compliance certificates. Respond to public inquires regarding traffic, parking, drainage and public works issues.

Operational Plans:
 Provide public information on engineering and traffic issues at the public counter and by phone. Issue public works and grading/on-site improvement permits.  Provide mapping and documentation support through AutoCAD and GIS services.  Update the pavement management program to provide a method of documenting roadway pavement conditions throughout the community to prioritize capital improvement projects.
 Provide contract management and administration associated with designated/assigned Capital Improvement Program projects.

Position Summary :
 Director of Public Works (1.0 FTE)  Management Analyst (1.0 FTE)  Engineering Manager (1.0 FTE)  Public Works Inspector (1.0 FTE)  Associate Engineer (1.0 FTE)  Management Aide (1.0 FTE)  Senior Mangement Analyst (1.0 FTE)  Administrative Secretary (1.0 FTE)  Assistant Engineer (1.0 FTE)  Engineering Intern (.5 FTE) Budget Distribution
2021-22
Actuals
2022-23
Budget
2022-23
Estimated
2023-24
Adopted
Budget
Full Time Employees 8.00 8.00 8.00 9.00
Part Time Employees 0.50 0.50 0.50 0.50
Expenditures
FT Personnel Salary (101) 906,645 955,051 958,551 1,021,500 PT Personnel Salary (102) 24,618 35,000 25,000 40,000
Employee Benefits (200) 332,000
- - - 126,500
15,265 48,365 40,600 44,100
- - - -
Total Expenditures: 946,528 1,038,416 1,024,151 1,564,100 % Change -1% 53%
City of San Dimas
Professional Services (020)
Source of Funds : General
Capital Outlay (041)
Other Operating Costs

CITY OF SAN DIMAS
Public Works Street Maintenance 4341
Department Cost Center Cost Center No.

Function:
 To maintain the City's asphalt and concrete structures (street, sidewalk, curbs and gutters), litter and graffiti removal so that the public can have safe, clean and functional right of ways.
 Manage contract street sweeping services.
 Manage the National Pollution Discharge Elimination System (NPDES) Compliance and Enforcement Program of the Clean Water Act that regulates point source discharges to the nation's waters.

Operational Plans:
 Monitor and insure contractor is providing an efficient street sweeping maintenance program.
 Manage street striping program and maintenance of street signs and City sidewalks.  Ensure the City's compliance with NPDES/MS4 permit standards through ongoing monitoring, and ensure that development complies with appropriate submittals of Storm Water Pollution Prevention Plans as required.
 Implement the Watershed Management Plan through program administration, commercial and industrial inspections, monitoring of illicit discharges and connections, construction project inspections, public education and outreach, and implementation of best practices.

Position Summary :
 PW Maintenance Manager (1.0 FTE)
 PW Maintenance Supervisor (1.0 FTE)
 Equipment Operator (1.0 FTE)
 Street Maintenance worker (2.0 FTE)
Budget Distribution
2021-22
Actuals
2022-23
Budget
2022-23
Estimated
2023-24 Adopted
Budget
Full Time Employees 5.00 5.00 5.00 5.00
Expenditures
FT Personnel Salary (101) 359,745 411,950 411,950 413,500 Employee Benefits 185,000
Professional Serivces (020) 284,123 365,150 351,200 371,695 NPDES (024) 78,902 228,500 173,000 280,102
163,375 206,100 215,500 284,150
- - - -
Total Expenditures: 886,145 1,211,700 1,151,650 1,534,447 % Change -5% 33%
General Fund
City of San Dimas
Other Operating Costs (Various)
Source of Funds
Capital Outlay (041)

CITY OF SAN DIMAS
Public Works Vehicle/Yard Maintenance 4342
Department Cost Center Cost Center No.

Function:
 To provide routine maintenance and repair of City vehicles and equipment in the motor fleet, oversee the purchase of fuel and maintenance parts, develop vehicle specifications, purchase new vehicles, sell surplus equipment and ensure compliance with all applicable State and Federal regulations to vehicle maintenance and fueling facilities.

Operational Plans:
 Maintain the City's fleet and equipment.
 Coordinate and perform safety inspections and environmental compliance.  Purchase, store and distribute fuel.
 Continually analyze collected data and evaluate operations using the best available technology, and incorporate results.
 Perform vehicle repair and maintenance as well as coordinate purchase of vehicles scheduled for replacement.
 Administer vehicle purchasing, DMV reporting, and inventory control.

Position Summary:
 Equipment Mechanic
Budget Distribution
2021-22
Actuals
2022-23
Budget
2022-23
Estimated
2023-24
Adopted
Budget
Full Time Employees 1.00 1.00 1.00 1.00
Expenditures
FT Personnel Salary (101) 47,017 69,550 69,550 73,500
Employee Benefits 35,000
Vehicle Equipment (011) 110,387 131,500 154,000 150,500 Professional Services (020) 93,377 106,000 103,000 40,000 46,074 54,975 48,700 63,174
Utilities (022) 32,481 41,500 46,000 54,500
38,724 - 20,000 20,000
Total Expenditures: 368,060 403,525 441,250 436,674
% Change 9% -1%
General Fund
City of San Dimas
Other Operating Costs (Various)
Source of Funds
Capital Outlay (041)

CITY OF SAN DIMAS
Public Works Traffic Control 4345
Department Cost Center Cost Center No.

Function:
 To provide for public safety in the areas of traffic engineering through traffic surveillance and controls systems.
 Maintain and update signal synchronization system to better manage the flow of traffic.  To ensure safe conditions for the employees and others working on or near roads. Plan and prepare worksites, coordinate and control traffic, operate radios to communicate and clean up worksite.

Operational Plans:
 Respond to requests from residents for the installation of traffic control devices, research traffic/pedestrian counts and sight distances as needed, and review requests on an as needed basis.
 Conduct traffic engineering studies, including speed surveys, traffic volume monitoring and parking studies, and/or manage contracts for such services.  Oversee traffic control of work sites and events conducted on City streets.

Position Summary:
 Street Maintenance Worker (2.0 FTE)
Budget Distribution
2021-22
Actuals
2022-23
Budget
2022-23
Estimated
2023-24
Adopted Budget
Full Time Employees 2.00 2.00 2.00 2.00
Expenditures
FT Personnel Salary (101) 131,306 135,842 135,842 140,000 Employee Benefits 65,000
Professional Services (020) 115,196 200,725 138,500 170,000 45,032 60,800 60,500 66,995
City Signage (038) 38,299 52,000 46,000 58,000
11,431 44,000 44,000 50,000
Total Expenditures: 341,264 493,367 424,842 549,995
% Change -14% 29%
General Fund
City of San Dimas
Other Operating Costs (Various)
Source of Funds
Capital Outlay (041)

CITY OF SAN DIMAS

PARKS & RECREATION
 Parks and Recreation received a 91% resident satisfaction rating for the department’s maintenance of parks and recreation areas. The department maintains 177 acres of park land; 20 public facilities; 747,000 square feet of parkways and street medians; 9,400 trees, 13 miles of multi-use public trails and various recreation amenities.  Parks and Recreation received an 87% resident satisfaction rating for recreation programs and services. The department offers a range of recreation classes, enriching experiences, swim lessons, excursions and special events for residents of all ages. In the last Fiscal Year, approximately 15,000 individuals enrolled in city programs and attended special events.
 The City’s Volunteer Program has grown to include 215 volunteers who logged 16,250 volunteer hours in the last Fiscal Year. Volunteer assignments include assisting with special events, recreation classes, and youth sports activities.

CITY OF SAN DIMAS
Parks & Recreation Facilities 4410
Department Cost Center Cost Center No.

Function:
 To provide necessary maintenance and repairs of City facilities and equipment including City Hall, Senior Center, Community Building, Recreation Center and structures at the various City parks. The services provided include: safety evaluations, emergency repairs, painting, minor repairs of equipment, electrical repairs, litter control, restroom and janitorial service, lighting, and supply maintenance.
 Provide the use and rental of City facilities, fields, and parks to the community.

Operational Plans:
 Maintain City facilities to ensure a healthy and safe environment for the public and City employees.
 Schedule the use and rental of City facilities to the community.  Develop and implement water and energy efficiency projects to City buildings and facilities.
 Manage contracts for janitorial services and repairs.  Manage the purchasing and distribution of building supplies.

Position Summary:
 Director of Parks & Recreation (.5 FTE)
 Facilities Manager (1.0 FTE)
 Facilities Maintenance Supervisor (1.0 FTE)
 Facilities Maintenance Workers I & II (3.0 FTE)
 Building Maintenance Aides (Various)
Budget Distribution
2021-22
Actuals
2022-23
Budget
2022-23
Estimated
2023-24 Adopted
Budget
Full Time Employees 5.50 5.50 5.50 5.50
Expenditures
FT Personnel Salary 493,695 496,467 453,133 519,000
PT Personnel Salary 73,515 85,801 85,801 91,000
Employee Benefits 230,000
Contract Services (023) - - - 5,290
41,606 40,455 41,224 37,155
Utilities (022) 34,100 68,520 43,520 38,890
9,603 - - -
Total Expenditures: 652,519 691,243 623,678 921,335
% Change -10% 48%
General Fund
City of San Dimas
Source of Funds
Capital Outlay (041)
Other Operating Costs (Various)

CITY OF SAN DIMAS
Parks & Recreation Civic Center 4411
Department Cost Center Cost Center No.

Function:
 Monitor costs for maintaining and operating the Civic Center, including utilities, maintenance of equipment, supplies and any additional capital outlay purchases.

Operational Plans:
 Manage and maintain equipment on site including HVAC system, electrical panels, kitchen, appliances and bathroom fixtures.
 Manage use of water, electricity, telephone systems and supplies.

Position Summary:

Budget Distribution
2021-22
Actuals
2022-23
Budget
2022-23
Estimated
2023-24
Adopted Budget
Full Time Employees - - - -
Expenditures
FT Personnel Salary - - - -
Professional Services (020) - 3,700 3,700 2,600
53,789 60,882 59,882 65,444
Utilities (022) 130,019 123,000 187,900 188,000
Contract Services (023) - - - -
4,407 45,000 45,000 10,000
Total Expenditures: 188,215 232,582 296,482 266,044
% Change 27% -10%
General Fund
City of San Dimas
Other Operating Costs (Various)
Source of Funds
Capital Outlay (041)

CITY OF SAN DIMAS
Parks & Recreation Senior Center 4412
Department Cost Center Cost Center No.

Function:
 Monitor costs for maintaining and operating the Senior Center, including utilities, maintenance of equipment, supplies and any additional capital outlay purchases.

Operational Plans:
 Manage and maintain equipment on site including HVAC system, electrical panels kitchen and bathroom fixtures and appliances.
 Manage use of water, electricity, telephone systems and supplies.  Work with the senior community and transit providers to assist with access to department programs
 Provide free income tax assistance for low-income seniors and families.  Provide excursions for senior groups.

Position Summary:
 Recreation Coordinator (1.0 FTE)  Recreation Specialist (.5 FTE)  Department Assistant (1.0 FTE)  Recreation Leader (.5 FTE) Budget Distribution
2021-22
Actuals
2022-23
Budget
2022-23
Estimated
2023-24
Adopted Budget
Full Time Employees - - - 2.00
Expenditures
FT Personnel Salary 123,926 129,500 129,500 139,000
PT Personnel Salary 99,912
Employee Benefits 78,000
48,088 75,188 75,188 68,094
Utilities (022) 35,552 34,250 55,400 56,900
Contract Services (023) - - - -
5,000 7,000 - 7,000
Total Expenditures: 212,566 245,938 260,088 448,906
% Change 6% 73%
Source of Funds General Fund
Capital Outlay (041)
Other Operating Costs
City of San Dimas

CITY OF SAN DIMAS
Parks & Recreation Park Maintenance 4414
Department Cost Center Cost Center No.

Function:
 To maintain park landscapes, horse and walking trails within the City limits, irrigation systems, playground and landscape equipment.
 Manage contract for equestrian trail maintenance and pest control.  Manage the landscape services contract for areas within the boundaries of the landscape parcel tax.

Operational Plans:
 Oversee the contract services for landscaping and trail maintenance.  Maintain playground equipment and make any necessary repairs.  Install CalSense controllers to monitor and control the use of water.  Maintain the parks irrigation system and make any necessary repairs.  Maintain sportsplex and City fields.

Position Summary:
 Landscape Maintenance Manager (.5 FTE)
 Landscape Supervisor (.5 FTE)
 Municipal Arborist (.5 FTE)
 Landscape Maintenance Worker I &II (2.0 FTE)
Budget Distribution
2021-22
Actuals
2022-23
Budget
2022-23
Estimated
2023-24
Adopted Budget
Full Time Employees 3.50 3.50 3.50 3.50
Expenditures
FT Personnel Salary 246,218 293,861 283,361 308,000
Employee Benefits 120,500
Professional Services (020) 48,920 51,428 51,428 9,065
19,207 26,856 25,134 24,365
Contract Services (023) - - - -
- - - -
Total Expenditures: 314,345 372,145 359,923 461,930
% Change -3% 28%
General Fund
City of San Dimas
Other Operating Costs (Various)
Source of Funds
Capital Outlay (041)

CITY OF SAN DIMAS
Parks & Recreation Medians & Parkway Maintenance 4415
Department Cost Center Cost Center No.

Function:
 Manage the turf removal program on City medians by replacing turf with drought tolerant landscaping.
 Manage the landscape maintenance contract overseeing the maintenance of the medians.  Manage City trees and determine the tree trimming schedules.

Operational Plans:
 Manage the tree trimming contract and update the tree trimming schedule as needed.  Oversee the landscape maintenance contract to assure proper care of median plants.  Oversee the capital projects to replace turf medians with drought tolerant landscaping.

Position Summary:
 Landscape Maintenance Manager (.5 FTE)
 Landscape Supervisor (.5 FTE)
 Municipal Arborist (.5 FTE)
 Landscape Maintenance Worker I (3.0 FTE)
Budget Distribution
2021-22
Actuals
2022-23
Budget
2022-23
Estimated
2023-24
Adopted Budget
Full Time Employees 3.50 3.50 3.50 4.50
Expenditures
FT Personnel Salary 296,419 346,647 336,147 359,591
Employee Benefits 150,500
Professional Services (020) 115,193 118,177 119,234 128,090 5,389 7,890 7,765 12,130
Utilities (022) 144,869 139,352 142,354 148,380
- - - -
Total Expenditures: 561,870 612,066 605,500 798,691
% Change -1% 32%
General Fund
City of San Dimas
Other Operating Costs (Various)
Source of Funds
Capital Outlay (041)

CITY OF SAN DIMAS
Parks & Recreation Parks & Recreation 4420
Department Cost Center Cost Center No.

Function:
 To provide administrative and clerical support for the programs provided by the Parks & Recreation Department, including: social services, youth programs, senior citizen programs, park and median development, park and tree maintenance recreation center and sportsplex.  To provide recreation classes covering a variety of cultural, physical fitness, special interest and self-improvement subjects for all ages to produce the City of San Dimas newsletter and recreation guide on a quarterly basis to promote recreation activities.  To provide customer service and registration for all Parks & Recreation programming; to administer the park permit program and oversee facility rentals.  To provide for Citywide special events which include but are not limited to, Holiday Extravaganza, Easter Egg Hunt, Halloween Spooktacular, Music in the Park, Movies in the Park and National Night Out.

Operational Plans:
 Ensure a wide range of healthy recreational activities for people of all age groups and needs.  Provide a recreation center that offers various interests for persons of all ages to experience the benefits of physical and mental activities.  Assist with additional community special events such as Earth day.  Provide activities at special events that promote health and wellness to the community.  Provide facilities that can be used by the public or for a number of special programs or events.

Position Summary:
 Director of Parks & Recreation (.5 FTE)  Management Aide (1.0 FTE)  Recreation Service Manager (1.0 FTE)  Recreation Leaders (Various)  Recreation Supervisor (1.0 FTE)  Drill Team Instructor (Various)  Recreation Coordinator (1.0 FTE)  Fee & Charge Personnel (Various)  Departmental Assistant (1.0 FTE)
Budget Distribution
2021-22
Actuals
2022-23
Budget
2022-23
Estimated
2023-24 Adopted
Budget
Full Time Employees 8.50 9.50 9.50 5.50
Expenditures
FT Personnel Salary (101) 543,025 517,800 497,800 530,000 PT Personnel Salary (102) 444,418 525,348 544,360 448,787 Employeee Benefits 247,000
Professional Services (020) 318,377 244,760 235,760 250,260 91,865 125,585 113,865 229,190
- - - -
Total Expenditures: 1,397,685 1,413,493 1,391,785 1,705,237 % Change -2% 23%
General Fund
City of San Dimas
Other Operating Costs (Various)
Source of Funds
Capital Outlay (041)

CITY OF SAN DIMAS
Parks & Recreation Recreation Center 4430
Department Cost Center Cost Center No.

Function:
 To provide after school teen services and activities.  To provide gym services for members of the recreation center and work with Silver Fit to provide discounted activities for seniors.
 To provide swim safety programs.
 To provide a swim facility inconjunction with Bonita Unified School Distrct for San Dimas High School aquatic activities.

Operational Plans:
 Maintain the Recreation Center Facility and swimming pool.  Maintain gym equipment and replace equipment when necessary.  Provide swim safety courses exercise programs.
 Provide after school teen activities and programs that are fun, interactive and promote healthy active living.

Position Summary:
 Recreation Coordinator ( 1.0 FTE)  Senior Lifeguard (PT)  Lifeguards (PT)  Building Maintenance Aides (PT)
 Supervising Lifeguard (PT)  Instructors (PT)
 Cashiers (PT)  Cashiers (PT)
Budget Distribution
2021-22
Actuals
2022-23
Budget
2022-23
Estimated
2023-24 Adopted
Budget
Full Time Employees - - - 1.00
Expenditures
FT Personnel Salary 69,334 75,250 75,250 67,500
PT Personnel Salary 283,354 427,457 363,702 409,742
Employee Benefits 115,000
Professional Services (020 39,834 205,281 187,585 205,281 73,815 90,320 111,395 106,705
Contract Services (023) - - - -
Utilities (022) 124,673 122,300 176,080 178,130
- 30,000 30,000 20,000
Total Expenditures: 591,010 950,608 944,012 1,102,358
% Change -1% 17%
General Fund
City of San Dimas
Other Operating Costs (Various)
Source of Funds
Capital Outlay (041)

CITY OF SAN DIMAS

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CITY OF SAN DIMAS

CAPITAL IMPROVEMENT PROGRAM

OVERVIEW
Every year as part of the budget development
process, the Capital Improvement Plan is
updated to respond to changes in community
priorities and the availability of funding sources.

Portions of the City budget are devoted to
projects that maintain and improve the City’s
physical infrastructure of streets, storm drains,
sewers, parks, sidewalks, buildings, right-of-way
landscaping, streetlights, and traffic signals.

Most CIP projects are paid from “dedicated
funds,” monies that are mandated for use in
capital improvements and cannot be used for
operating expenses. However, some General Fund monies are also used to build and maintain the physical infrastructure of the City. The amount of General Fund money budgeted for CIP projects is balanced with the City’s other programmatic needs approved by the City Council.

In order to develop the CIP budget, the following steps are taken:
• CIP Project proposals are submitted by each department. • CIP requests are analyzed by staff to determine need and funding availability. • The CIP is presented to City Council for review by the City Manager. • The City Council approves the CIP budget.

Along with the carryover and new projects, staff had identified an additional $37.5 million in Special Fund and General Fund money to be spent on infrastructure projects over the next four years. The data on the following pages identifies the capital improvement projects and their funding sources on a yearby-year basis for fiscal years 2023-24 through 2027-28. More detailed descriptions followed for capital improvement projects budgeted in fiscal year 2023-24.

CITY OF SAN DIMAS

CAPITAL IMPROVEMENT PROJECT PLAN & POTENTIAL
FUNDING SCHEDULE Fiscal Year Department Funding Sources Projected Cost FY 2023-24
Administrative Services Equipment Replacement Fund Fleet Replacement, Tractor, Computer & Telephone Equipment
$ 1,595,000
Community Development LEAP Grant/General Fund Downtown Specific Plan $ 500,000 Parks and Recreation Fund 021 Measure A Grant ($648K) HTC Park Improvements $ 648,000 Parks and Recreation Fund 022 Open Space District Fund Covered Wagon Replacement $ 30,000 Parks and Recreation Fund 022 Open Space District Fund SCCC Art Room Renovation $ 50,000 Parks and Recreation Fund 022 Open Space District Fund SCCC Quiet Lounge Renovation $ 50,000 Parks and Recreation Prop 68 Per Capita Grant (75%), Fund 021 (25%) Lone Hill & HTC Playground $ 268,840 Public Works Infrastructure Fund/General Fund Horsethief Canyon Park Water Quality Improvements $ 313,644 Public Works Gas Tax, Lighting District, Proposition C, Measure R Resurfacing of Badillo St $ 2,356,228 Public Works Gas Tax, Measure R Pavement Preservation $ 444,000 Public Works Grant Funding/Measure M San Dimas Ave Sidewalk and Bike path Improvements $ 800,000 Public Works Grant Funds/Measure W Lone Hill Park Infiltration Project (design) $ 900,000 Public Works Infrastructure Fund/Gast Tax/ RMRA Cataract/Dalepark Reconstruction $ 571,000 Public Works Infrastructure Fund/General Fund Sidewalk Reconstruction E San Dimas Cyn Rd South Allen $ 200,000 Public Works Infrastructure Fund/General Fund Trash Enclosures $ 50,000 Public Works Lighting District Lighting Projects - 6.6 KV Street Lighting System $ 400,000 Public Works Lighting District Lighting Projects - Civic Center Wooden Light Replacement $ 330,000 Public Works Measure M Arrow Highway from Valley Center to East City Limit (Design) $ 125,000 Public Works Measure W Catch Basin Cleaning and Filter installation $ 230,000 Public Works Prop A Bus Stop Enhancements $ 360,000
Public Works Proposition C, Measure M, RMRA Lone Hill Ave Reconstruction $ 1,750,000 Public Works Proposition C, Measure M, RMRA Bicycle/Trail Master Plan $ 50,000 Public Works RMRA Resurfacing of Bonita Ave west of San Dimas Ave (Design) $ 125,000 Public Works RMRA Via Vaquero east of San Dimas Ave Pavement rehab $ 400,000 Total $ 12,546,712
FY 2024-25
Community Development Grant Funding/General Fund Comprehensive General Plan Update $ 1,166,666 Parks and Recreation Fund 022 Community Building - Audio Visual System $ 65,000 Parks and Recreation Infrastructure Fund/General Fund SCCC - Kitchen remodel & appliances replacement $ 100,000 Parks and Recreation Fund 022 Pioneer Park - Basketball Court Resurfacing & Amenity $ 54,000 Parks and Recreation Fund 021 SDRC Playground Equipment Replacement $ 200,000 Parks and Recreation Infrastructure Fund/General Fund Lone Hill Ave. Median $ 86,400 Parks and Recreation Infrastructure Fund/General Fund Foothill Blvd Median $ 445,000 Parks and Recreation Infrastructure Fund/General Fund Foothill Blvd Median $ 445,000 Parks and Recreation Infrastructure Fund/General Fund Gladstone St Median $ 79,300 Public Works Propositon C, Measure R,Measure M, RMRA Bonita et al resurfacing $ 2,250,000 Public Works Lighting District Lighting Projects $170,000 Public Works Measure W Catch Basin Cleaning and Filter installation $ 250,000 Public Works Gas Tax, Measure R Pavement Preservation $ 494,000 Public Works Federal Grant, Measure R, Measure M, RMRA Arrow Highway Pavement Rehabilitaiton $ 3,500,000 Public Works Measure W Marchant Park infiltration Project $ 800,000 Total $ 10,105,366
FY 2025-26
Community Development Grant Funding/General Fund Comprehensive General Plan Update (Multiple Years) $ 1,166,666 Parks and Recreation Fund 021 Kiwanis Korner Playground & Surface Replacement $ 165,000 Parks and Recreation Infrastructure Fund/General Fund Exterior & Interior Lights - City Hall & SCCC $ 345,000 Parks and Recreation Fund 021 Lone Hill Park - Court Lights $ 20,000 Public Works Lighting District Traffic Signal Upgrades $ 150,000 Lighting District Decorative Street Lights $ 170,000
Public Works Gas Tax, Measure R Pavement Preservation $ 494,000 Public Works Measure M/Infrastructure Residential Street rehabilitation project $ 350,000 Public Works Measure R, Measure M, RMRA Gladstone St resurfacing (Amelia to San Dimas Ave) $ 2,000,000 Public Works Measure W Catch Basin Cleaning and Filter installation $ 250,000 Total $ 4,860,666
FY 2026-27
Community Development Grant Funding/General Fund Comprehensive General Plan Update (Multiple Years) $ 1,166,666 Parks and Recreation Infrastructure Fund/General Fund Martin House - Exterior/Interior Lights $ 12,300 Parks and Recreation Infrastructure Fund/General Fund SDRC - Large Bleacher & ADA Ramp $ 50,000 Parks and Recreation Infrastructure Fund/General Fund SDRC - Locker Room & Shower remodel $ 65,000 Parks and Recreation Fund 022 Civic Center Park Stage $ 20,000 Parks and Recreation Fund 021/022 Court Lights - Marchant, Pioneer, Splex $ 65,000 Parks and Recreation Fund 021 Splex Field Lights $ 500,000 Parks and Recreation Fund 021 Splex - Varsity & JV Softball Fields $ 64,000 Public Works Gas Tax, Measure R, Measure M, RMRA Cypress Street Reconstruction $ 2,000,000 Public Works Gas Tax, Measure R Pavement Preservation $ 494,000 Public Works Measure W Catch Basin Cleaning and Filter installation $ 250,000 Public Works Lighting District Decorative Street Lights $ 170,000 Public Works Lighting District Traffic Signal Upgrades $ 150,000 Public Works Measure R Puente St Design $ 150,000
Total $ 5,156,966
FY 2027-28
Community Development Grant Funding/General Fund Conprehensive Code Update (Multiple Years) $ 1,500,000 Parks and Recreation Fund 022 Marchant Park Tennis/Basketball Court Resurface $ 38,000 Parks and Recreation Infrastructure Fund/General Fund Martin House - Patio/Veranda $ 60,000 Public Works Measure R, Measure M, RMRA, Measure W Puente St $ 2,500,000 Public Works Lighting District Decorative Street Lights $ 160,000 Public Works Gas Tax, Measure R Pavement Preservation $ 500,000 Public Works Lighting District Traffic Signal Upgrades $ 150,000 Total $ 4,908,000
Projected 5 Year Total $ 37,577,710
Project/Equipment

CITY OF SAN DIMAS

PROJECT DETAIL & FUNDING PLAN
PROJECT: HORSETHIEF CANYON PARK IMPROVEMENTS
DESCRIPTION: The City of San Dimas Horsethief Canyon Park is one of the City’s most utilized park. The park is a gateway to miles of multi-use trails throughout the foothills. Other park amenities are athletic fields, dog parks, two picnic shelters, playground and equestrian center. Multiple improvements at the park are necessary from multi-years of wear and tear.

HISTORY/JUSTIFICATION:
• The walking path at the People Park needs repair due to runoff and will be improved with a more sustainable Stalok material.
• The park road and parking lot security lights need replacement and upgrade to LED for more costeffective long-term maintenance. • The athletic fields need to be re-leveled and re-sodded for safety and liability with its heavy use schedule.

The sport lights also needs to be replaced with LED for cost-effective maintenance.

SCHEDULING: The following is programmed to begin in Fiscal Year 2023-24.

IMPACTS TO OPERATING BUDGET: This project is anticipated to cost $648,000. It is proposed this project is funded through Measure A Annual Allocation Grant and Fund 21 Open Space District (North & West).

Adopted Budget
2023-24
Funding Source Total Cost
Measure A Annual Allocation Grant $648,000 $648,000
021 – Open Space District
________ ________
Grand Total $648,000 $648,000

CITY OF SAN DIMAS

PROJECT DETAIL & FUNDING PLAN
PROJECT: SAN DIMAS WAGON
DESCRIPTION: The San Dimas covered wagon is a landmark at the corner of Arrow Highway and Bonita Avenue. The wagon sits under a Welcome to San Dimas sign at the entrance to the City, with “Pioneering a New Era” imprinted on its side.

HISTORY/JUSTIFICATION: The covered wagon is in a state of disrepair due to years of weather exposure and needs to be replaced. The proposed replacement is a citrus style wagon to reflect the historical industry of the city. The proposed cost is to acquire the design, construction, delivery and secure in place.

SCHEDULING: The following is programmed to begin in Fiscal Year 2023-24.

IMPACTS TO OPERATING BUDGET: This project is
anticipated to cost $30,000. It is proposed this project is funded through Fund 22, Open Space District (East).

Adopted
Budget
2023-24
Funding Source Total Cost
022 – Open Space District $30,000 $30,000
Grand Total $30,000 $30,000

CITY OF SAN DIMAS

PROJECT DETAIL & FUNDING PLAN
PROJECT: SAN DIMAS RECREATION CENTER IMPROVEMENTS
DESCRIPTION: The San Dimas Recreation Center was built in 1970 and opened in 1980. It is the home for the Department’s aquatics programs. It is also used by San Dimas High School for their PE classes, swimming program and boys & girls water polo. Improvements to the facility began fiscal year 2022-23. For 2023-24 the Training Pool at the San Dimas Recreation Center will be re-replastered in order to adhere to Los Angeles County Health Code.

HISTORY/JUSTIFICATION: The Training Pool has
signs of rebar protrusion from sidewall causing rust areas.

The pool needs to be drained, re-plastered, refill with water and chemical start-up for operation.

SCHEDULING: The following is programmed to begin
in Fiscal Year 2023-24
IMPACTS TO OPERATING BUDGET: This project is
anticipated to cost $50,000. It is proposed this project is funded through Fund 21, Open Space District.

Estimated Adopted
Budget Budget
2022-23 2023-24
Funding Source Total Cost
021– Open Space District $350,000 $50,000 $400,000
Grand Total $350,000 $50,000 $400,000

CITY OF SAN DIMAS

PROJECT DETAIL & FUNDING PLAN
PROJECT: LONE HILL PARK & HORSETHIEF CANYON PARK PLAYGROUND

SURFACE REPLACEMENT
DESCRIPTION: Replacement of existing playground surface from Engineered Wood Fiber to ADA Compliant Pour-In-Place rubber at Lone Hill Park and Horsethief Canyon Park playgrounds.

HISTORY/JUSTIFICATION: The playground replacement will be mainly funded by State of California Prop 68 Per Capita grant (75%). The playground surface replacement for Lone Hill Park and Horsethief Canyon Park will complete ADA compliance on all San Dimas park playgrounds.

Lone Hill Playground Total cost $197,900 Grant $160,000 City Match $37,900 Horsethief Canyon Total cost $ 46,500 Grant $ 39,391 City Match $ 7,109 10% Contingency $ 24,440 $ 24,440
Total $268,840 $199,391 $69,449
SCHEDULING: The project is scheduled to take place during the 2023-24 FY.

IMPACTS TO OPERATING BUDGET: The funding was appropriated in 2022-23 FY and is carried over to 2023-24 FY, which will be from Fund 21, Open Space District #1 & Prop 68 Grant proceeds.

Adopted
Budget
2023-24
Funding Source Total Cost
021 – Open Space District #1 $69,450 $69,450
Prop 68 Grant $199,391 $199,391
Grand Total $268,841 $268,841

CITY OF SAN DIMAS

PROJECT DETAIL & FUNDING PLAN
PROJECT: ARTS & CRAFT ROOM RENOVATION
DESCRIPTION: The SCCC arts and craft room is not conducive for the instructor and participants. The room has outdated furnishings, lack of storage space
HISTORY/JUSTIFICATION: SCCC participants have asked for several years about the possibility of making necessary adjustments to the furniture/desks that are currently in this room. In addition, the Senior Commission has pointed out the need to make these adjustments in order to meet the objective. The budget for the Arts and Crafts Room renovation was appropriated in FY2020-21. Due to the pandemic and the building not open to the public from March 2020 until November 2021, and additional issues discovered when developing scope of work, the project will not be stated until FY23-24 with the additional cost estimation.

SCHEDULING: The project is scheduled to take place during the 2023-24 FY.

IMPACTS TO OPERATING BUDGET: It is proposed this project is funded through Fund 22, Open Space District (East).

Adopted Adopted
Budget Budget
Funding Source 2022-23 2023-24 Total Cost
022 – Open Space District #2 $50,000 $25,000 $75,000
_______ _______ _______
Grand Total $50,000 $25,000 $75,000

CITY OF SAN DIMAS

PROJECT DETAIL & FUNDING PLAN
PROJECT: PROJECT: DESIGN OF BONITA AVENUE PAVEMENT

REHABILITATION AND STRIPING
DESCRIPTION: The City’s Capital Improvement Program schedules and finances infrastructure projects that improve and maintain the City’s infrastructure.

This project will provide design of pavement rehabilitation and striping improvements on Bonita Avenue from San Dimas Ave to the eastern City limits (Puddingstone Channel). The design will incorporate potential Active Transportation improvements (bikeways and sidewalk).

Recommendations for the Active Transportation improvements will be based on a grant study funded through the San Gabriel Valley Council of Governments Multi Year Sub regional Program (MSP) for Active Transportation Projects. This project is design only with projected build dates in FY 2024-25.

HISTORY/JUSTIFICATION: Bonita Avenue is the main east west corridor through the City’s downtown and civic center. It is the gateway to San Dimas. The street has deteriorated over the years and requires major rehabilitation/reconstruction.

SCHEDULING: The monies allocated in FY 2023-2024 are for design of the improvements only with construction slated for FY 2024-25.

IMPACTS TO OPERATING BUDGET: This project will design street improvements on Bonita Avenue from San Dimas Avenue east to the City limits (Puddingstone Channel). The money for design will be funded from RMRA funds.

Adopted Proposed
Budget Budget
Funding Source 2022-23 2023-24 Total Cost
077 – RMRA $ 75,000 $55,000 $125,000
_________ __________ _________
Grand Total $ 75,000 $ 75,000 $125,000

CITY OF SAN DIMAS

PROJECT DETAIL & FUNDING PLAN
PROJECT: REPLACEMENT OF 6.6KV STREET LIGHTING SYSTEM
DESCRIPTION: The project consists of removing eleven (11) existing deteriorating red steel street lights and replacing them with new street lights consistent with the theme on San Dimas Avenue, Bonita Avenue, and Iglesia Street. The area includes the east side of San Dimas Avenue from Bonita Avenue to 1st Street, Bonita Avenue from San Dimas Avenue to Iglesia Street, and Iglesia Street from Bonita Avenue to 1st Street.

The design of the new system was initiated in the 2021-22 fiscal year and the total estimated for construction contract costs for this project is approximately $415,000.

HISTORY/JUSTIFICATION: The existing red steel light poles are old and deteriorating. These lights are part of an antiquated system which is energized using a higher than normal voltage system of 6.6 kilo-volts (kV).

The 6.6kV system is challenging to work on which limits which contractors will even entertain troubleshooting issues that arise. In addition to removing these street lights and it’s dated circuit to upgrade the poles, the lighting fixtures will also be upgraded from High Pressure Sodium Vapor (HPSV) to Light Emitting Diodes (LED). The upgrade of both the pole and the light fixture, creates a safer environment in the City’s downtown area.

SCHEDULING: The street light upgrade street is scheduled to take place during the FY2023-24
IMPACTS TO OPERATING BUDGET: This project will improve safety and appearance in the City’s downtown area. The funding will be form Fund 007, City Wide Lighting District.

Adopted Proposed
Budget Budget
Funding Source 2022-23 2023-24 Total Cost
007 – City Wide Lighting District $15,000 $400,000 $415,000 Grand Total $15,000 $400,000 $415,000

CITY OF SAN DIMAS

PROJECT DETAIL & FUNDING PLAN
PROJECT: BADILLO STREET ET AL STREET IMPROVEMENTS
DESCRIPTION: This is a cooperative project with the County of Los Angeles.

This Road Improvement Project entails substantial street rehabilitation on two major arterial street corridors shared with LA County.
 Badillo Street from Covina Boulevard to Cypress Avenue of which 83% is within the City’s jurisdiction
 Covina Hills Road from Via Verde to 1100 feet north of which 90% is within LA County’s jurisdiction.

The project will consist of removal and replacement of pavement sections, removal and replacement of damaged sidewalks, driveways, upgrade of curb ramps to meet ADA requirements, and traffic signal upgrades/enhancements.

The total construction cost of the project is estimated at just over $2,000,000 with the majority of the funding coming from the County’s and the City’s shares of STPL (Surface Transportation Program Local) funds and the remaining portion from several restricted transportation funds, lighting funds, and infrastructure funds.

HISTORY/JUSTIFICATION: Due to the high traffic volumes and the existing conditions of these streets, street maintenance is beyond routine and street rehabilitation is necessary for safety and prolonging the life of the roadway.

SCHEDULING: The project streets were planned for street rehabilitation during 2019-20, but due to challenges with coordinating with other public agencies such as LA County and Caltrans the construction will now take place during 2023-

24. IMPACTS TO OPERATING BUDGET: This project will drastically improve the conditions of these major streets and hence also improve the overall rating of our streets on the City’s pavement management program, which is designed to minimize the cost of ongoing street maintenance.

Actual Revised Proposed
Budget Budget Budget
Funding Source 2021-22 2022-23 2023-24 Total Cost
002 - Gas Tax $- $100,000 $- $ 100,000
012 - Infrastructure Fund $5,385 $1,890,043 $1,895,428
007 - City Wide Lighting District $- $130,800 $- $ 130,800 073 - Prop C $- $120,000 $- $ 120,000
074 - Measure R $- $55,000 $55,000 $ 110,000
Grand Total $5,385 $405,800 $1,945,043 $2,356,228

CITY OF SAN DIMAS

PROJECT DETAIL & FUNDING PLAN
PROJECT: BUS STOP ENHANCEMENT PROGRAM
DESCRIPTION: Foothill Transit owns and operates the bus system in San Dimas and determines bus routes and bus stop locations. There are currently 34 active bus stop locations in San Dimas, 18 of the bus stops have bus shelters. Foothill Transit only places the bus stop pole and sign indication which bus route the stop services. The City installs and maintains the other amenities at the bus stop. In March 2022, Foothill Transit Notified the City that the grant application for $40,000 has been approved to improve the current bus stop amenities.

HISTORY/JUSTIFICATION: The City’s existing wooden bus shelter standard is ageing, difficult to maintain, and fabricated site specific. This combined with the lack of durability of the material and difficulty in sanitizing the wooden structure makes this a necessary time to upgrade the bus stop amenities to increase safety, decrease maintenance cost, and provide a quality experience for San Dimas residents for many years to come.

SCHEDULING: The Bus Stop Enhancement Program is schedule to start the 2022-23 Fiscal Year budget. This project can be 10 years to complete if all 18 wooden bus shelters are replaced.

IMPACTS TO OPERATING BUDGET: This project will update the amenities at 18 bus stops within the City of San Dimas.

The cost to remove an existing wooden bus shelter and replace it with a prefabricated unit including a bench and solar lighting is approximately $20,000. Replacement of all 18 wooden shelters would be programmed over several years and is expected to cost $360,000. Two bus stop upgrades will be funded by Foothill Transit and two bus stop upgrades will be funded by Metro Goldline. The City receives funding for bus stop maintenance including shelters through Proposition A Transit programs (Fund 72) where the City collects approximately $650,000 annually. Most of these funds are used for the Get About Transportation and Dial-a-Cab programs. Each fiscal year, the City budgets approximately $19,000 for bus stop maintenance from fund 72. Future fiscal year budgets along with grant funds will require 10 years or more to replace the existing 14 wooden bus shelters at rate or replacement of two bus shelters per year.

Actual Adopted Proposed
Expenses Budget Budget
Funding Source 2021-22 2022-23 2023-24 Total Cost
072 - Prop A $1,475 $60,000 $44,000 $105,475
BSEP – Grant $- $40,000 $0.00 $40,000
Grand Total $1,475 $100,000 $44,000 $145,475

CITY OF SAN DIMAS

PROJECT DETAIL & FUNDING PLAN
PROJECT: LONE HILL AVENUE STREET IMPROVEMENT PROJECT
DESCRIPTION: The City’s Capital Improvement Program schedules and finances infrastructure projects that improve and maintain the City’s infrastructure.

The Lone Hill Avenue Street Improvement project will reconstruct approximately 121,000 square feet of pavement using approximately 4800 tons of asphalt concrete. This project would repair Lone Hill Avenue between Covina Boulevard and W. Cienega Avenue including Brighton Court. The project also includes minor concrete repairs and accessible corner ramp upgrades.

HISTORY/JUSTIFICATION: Lone Hill Avenue is a critical traffic corridor just North of San Dimas High School and Lone Hill Middle School. Due to severe pavement degradation, full street reconstruction is necessary to increase safety, decrease maintenance cost and provide a quality street for our residents for decades to come.

SCHEDULING: The Lone Hill Avenue Street Improvement Project is scheduled to start construction in June of 2023 with construction to be completed in August prior to the start of the school year.

IMPACTS TO OPERATING BUDGET: This project will repair a section of Lone Hill Avenue that is showing excessive wear. This street section will require maintenance to keep the street in safe working order. Repairing this street section will reduce the future maintenance cost required and will provide an aesthetically pleasing smooth street surface to our residents. The estimated project cost is $1,753,000 ($1,573,000 for Construction Contract Costs and $200,000 for Construction Engineering) budgeted using Prop C (fund 73), Measure M (fund 76), RMRA (fund 77). This project was funded and approved for the 2022-2023 Fiscal Year budget and will be completed in the 2023-2024 Fiscal Year.

Actual Adopted Proposed
Expenses Budget Budget
Funding Source 2022-23 2022-23 2023-24 Total Cost
073 - Prop C $ - $700,000 $46,500 $746,500
076 - Measure M $ - $430,000 $ - $430,000
077 – RMRA/SB1 $ - $530,000 $ - $530,000
Grand Total $0 $1,660,000 $46,500 $1,706,500

CITY OF SAN DIMAS

PROJECT DETAIL & FUNDING PLAN
PROJECT: CATARACT AVENUE NORTH OF FOOTHILL BOULEVARD AND

DALEPARK DRIVE PAVING IMPROVEMENTS
DESCRIPTION: The City’s Capital Improvement Program schedules and finances infrastructure projects that improve and maintain the City’s infrastructure.

The residential street of Cataract Avenue north of Foothill Boulevard and Dalepark Drive have been showing distress and have fallen in disrepair. City staff conducted visual inspection to verify the deteriorating conditions of these streets as result of resident’s concerns, the City’s pavement management program has also identified these streets as priority candidates to be repaired by means of a street rehabilitation project.

This project will consist of removal and replacement of pavement sections and concrete repairs. The Total construction cost of the project is estimated at approximately $571,000.

HISTORY/JUSTIFICATION: These residential streets are showing excessive wear and are quite aged. Due to the severe pavement degradation, these streets are beyond routine maintenance and in need of street rehabilitation for safety and to prolong the life of the roadway. In addition to increasing safety, this project would help decrease future maintenance costs and provide a quality street for our residents for decades to come.

SCHEDULING: Cataract Avenue North of Foothill Boulevard and Dalepark Drive Paving Improvements is scheduled to start construction in August of 2023 and is estimated to be completed in November of 2023.

IMPACTS TO OPERATING BUDGET: This project will drastically improve the conditions of this residential neighborhood and improve the overall rating of our streets on the City’s pavement management program, which is designed to minimize the cost of ongoing street maintenance. Repairing these street section will reduce the future maintenance cost required and will provide an aesthetically pleasing smooth street surface to our residents. Funding source is as follows:

Actual Adopted Proposed
Expenses Budget Budget
Funding Source 2022-23 2022-23 2023-24 Total Cost
002- Gas Tax $ - $ - $200,000 $200,000
077 – RMRA $ - $ - $300,000 $300,000
Other $ 71,000 $ 71,000
Grand Total $ - $ - $571,000 $571,000

CITY OF SAN DIMAS

PROJECT DETAIL & FUNDING PLAN
PROJECT: CIVIC CENTER WOODEN STREET LIGHT REPLACEMENT
DESCRIPTION: The City’s Capital Improvement Program schedules and finances infrastructure projects that improve and maintain the City’s infrastructure.

The wooden street light poles that are on the south, east and north side of the Civic Center are to be replaced with steel Copenhagen street light and marbelite nostalgia street light per approved City Council layout. This project consists of the removal thirteen (13) wooden Copenhagen street lights; one (1) is to be removed due to close proximity to recent installation of Nostalgia Street light for the Civic Center Sidewalk project and one (1) street light to be added on Bonita Avenue near Iglesia Street to improve pedestrian/vehicle visibility.

HISTORY/JUSTIFICATION: As most utility companies assume their wooden poles provide 30 to 40 years of service life, the wooden Copenhagen street lights are well over 30 years old and have reached the end of their service life. The street light replacement is necessary to increase safety, decrease maintenance cost and provide quality street lighting for our residents. This project was scheduled to be completed Fiscal Year 2021-2022, upon field investigation it was determined that existing conduits were corroded and in need of replacement. The budget was increased for Fiscal Year 2022-23 for electrical engineering design and for conduit replacement.

SCHEDULING: The street light upgrade was scheduled to take place during the 2023- 2024 FY.

IMPACTS TO OPERATING BUDGET: This project will be replacing the existing wooden Copenhagen street light with the steel Copenhagen street light and marbelite street light. The street light replacement is necessary to increase safety, decrease maintenance cost and provide quality street lighting and visibility. The estimated project cost is $330,000 budgeted using the City-Wide Light District Funds 7. This project was funded and approved for the 2021- 22 and 2022-23 Fiscal Year budget and but due to project priority this will now be completed in the 2023-24 Fiscal Year.

Revised Proposed
Budget Budget
Funding Source 2022-23 2023-24 Total Cost
07 - Lighting $30,000 $300,000 $330,000
Grand Total $30,000 $300,000 $330,000

CITY OF SAN DIMAS

PROJECT DETAIL & FUNDING PLAN
PROJECT: HORSETHIEF CANYON PARK WATER QUALITY IMPROVEMENTS DESCRIPTION: The City’s Capital Improvement Program
schedules and finances infrastructure projects that improve and maintain the City’s infrastructure.

This project will install additional water quality treatment devices to ensure that stormwater runoff from the park
remains clean from dirt and debris. These devices will help infiltrate the rain water and reduce flow velocity and volume to protect natural streams.

HISTORY/JUSTIFICATION: Horsethief Canyon Park is a
natural park developed in the northern part of the City in the foothill area. It has steep slopes and, in the past, vegetation has played a key role in preventing erosion and debris runoff.

With ever increasing drought conditions reducing the
available vegetation, these new water quality devices will infiltrate rainwater, slow down the velocity of the runoff and prevent erosion to keep stormwater runoff clear and free from soil and debris. Additionally, the infiltration will provide a water source to maintain existing vegetation and provide potential recharge of the groundwater system.

SCHEDULING: This project is scheduled to be completed in FY 2023-24.

IMPACTS TO OPERATING BUDGET:

Actual Revised Proposed
Expenses Budget Budget
Funding Source 2022-23 2022-23 2023-24 Total Cost
012 – Infrastructure Funds $ - $33,644 $ - $ 33,644
101 – American Recovery Act $ - $0 $ 280,000 $280,000
Grand Total 0 $33,644 $ 280,000 $313,644

CITY OF SAN DIMAS

PROJECT DETAIL & FUNDING PLAN
PROJECT: SIDEWALK RECONSTRUCTION ON THE EAST SIDE OF SAN DIMAS

CANYON ROAD SOUTH OF ALLEN AVE
DESCRIPTION: The City’s Capital Improvement Program
schedules and finances infrastructure projects that improve and maintain the City’s infrastructure.

This project will replace the existing sidewalk that has been lifted by tree roots. The City is coordinating with Bonita Unified School District to relocate the sidewalk further east in order to save the mature parkway trees that have lifted the sidewalk.

HISTORY/JUSTIFICATION: The sidewalk on the east side of San Dimas Canyon Road is heavily traveled by parents and students accessing Allen Avenue Elementary School. It also provides a nicely shaded pedestrian walk for the surrounding neighborhood.

The same trees that provide shade have also lifted the sidewalk in several locations creating an uneven pathway. The City and Bonita Unified School District are working together to relocate the sidewalk to the east away from area impacted by the tree roots. This project will not only require relocating the sidewalk, but easements and relocating the school fence line. A successful project will not only provide a flatter walking surface, but preserve the trees and shade for a better walking experience.

SCHEDULING: This project is scheduled to be completed in FY 2023-24.

IMPACTS TO OPERATING BUDGET:

Proposed
Expenses
Funding Source 2023-24 Total Cost
012 – Infrastructure Fund $ 200,000 $200,000
Grand Total $ 200,000 $200,000

CITY OF SAN DIMAS

PROJECT DETAIL & FUNDING PLAN
PROJECT: EAST VIA VAQUERO IMPROVEMENTS
DESCRIPTION: The City’s Capital Improvement Program schedules and finances infrastructure projects that improve and maintain the City’s infrastructure.

The residential streets off Via Vaquero (including Via Vaquero) located to the east of San Dimas Avenue south of Arrow Highway have been showing distress and have fallen into dire disrepair. In addition to City staff conducting visual inspection to verify the deteriorating conditions of these streets as a result of resident concerns, the City’s pavement management program has also identified these streets requiring to be repaired by means of a street rehabilitation project.

The project will consist of removal and replacement of pavement sections and concrete repairs. The total construction cost of the project is estimated at approximately $400,000 which will be funded by RMRA/SB1 funds.

HISTORY/JUSTIFICATION: These residential streets are showing excessive wear and are quite aged. Due to the severe pavement degradation, these streets are beyond routine maintenance and in need of street rehabilitation for safety and to prolong the life of the roadway. In addition to increasing safety, this project would help decrease future maintenance costs and provide a quality street for our residents for decades to come.

SCHEDULING: This project street rehabilitation project is planned to take place in May of 2024.

IMPACTS TO OPERATING BUDGET: This project will drastically improve the conditions of this residential neighborhood and hence also improve the overall rating of our streets on the City’s pavement management program, which is designed to minimize the cost of ongoing street maintenance. Repairing these street section will reduce the future maintenance cost required and will provide an aesthetically pleasing smooth street surface to our residents. Funding source is as follows:

Proposed
Budget
Funding Source 2023-24 Total Cost
077 – RMRA/SB1 $400,000 $400,000
Grand Total $400,000 $400,000

CITY OF SAN DIMAS

PROJECT DETAIL & FUNDING PLAN
PROJECT: PAVEMENT PRESERVATION
DESCRIPTION: The City utilizes a pavement management
program to schedule routine maintenance of residential streets, which ensures cost effective resurfacing on a ten-year maintenance cycle. The pavement preservation funds are focused to maximize the benefit and extend the pavement life. Pavement preservation techniques include Slurry and Crack Sealing of streets, thin overlays, and removal of patches of failed pavement.

HISTORY/JUSTIFICATION: Routine street maintenance is
necessary for safety and prolonging the life of the roadway. With an aging infrastructure the preservation techniques used in the past will have to be combined with more extensive measures and therefore this project will also include more pavement repairs and grind & overlay of selected streets.

SCHEDULING: The following streets are planned for pavement preservation in 2023-24
 Selected residential streets based on existing conditions citywide.
 Selected various City Park parking lots within Maintenance Zone 7 which is east of the 57 FWY and north of Bonelli Park.

IMPACTS TO OPERATING BUDGET: This project will maintain our residential streets in accordance with the City’s pavement management plan, which is designed to minimize the cost of ongoing street maintenance.

The pavement preservation provides proactive maintenance to extend the pavement life, and serves to avoid the need for more costly major rehabilitation and/or pavement reconstruction. Typical pavement reconstruction costs are approximately four to six times the cost of a pavement preservation project.

Proposed
Budget
Funding Source 2023-24
002- Gas Tax $360,000
074 - Measure R $ 84,000
Grand Total $444,000

CITY OF SAN DIMAS

PROJECT DETAIL & FUNDING PLAN
PROJECT: TRASH FILTERS FOR CITY STORM DRAIN NETWORK
DESCRIPTION: The NPDES Municipal Separate Storm Sewer System (MS4) Permit regulates municipal discharges of storm water and nonstorm water from the associated Permittees. The MS4 Permit mandates that the City implement specified stormwater management programs to address the challenges of preventing stormwater pollution. As part of this program, the scope of work consists of the installation, operation, and maintenance of approximately 325 certified storm drain filters for the City Storm Drain Network. This project will be phased over the next ten years.

HISTORY/JUSTIFICATION:

The waste discharge requirements for Municipal Separate Storm Water System (MS4) Permit mandates the City comply with the Trash Total Maximum Daily Load (TMDL) by retrofitting existing City catch basins to capture trash prior to entering the storm drain.

SCHEDULING: The program began in Fiscal Year 2022-23 with the installation of four devices to ensure efficiency and effectiveness for the City’s needs. The project consists of all labor, materials, tools and equipment to install approximately 50 Full Capture Systems throughout the City Storm Drain Network.

IMPACTS TO OPERATING BUDGET: This project is anticipated to cost $230,000 annually and take approximately 7 years to complete the installation of all full capture systems at approximately 50 screens per year. It is proposed this project is funded through Safe Clean Water Program Funds (Measure W). Originally, it was proposed to complete the project in one budget cycle; this will now be spread over 7 years.

Proposed
Budget
Funding Source 2023-24 Total Cost
078 - Measure W $230,000 $230,000
Grand Total $230,000 $230,000

CITY OF SAN DIMAS

PROJECT DETAIL & FUNDING PLAN
PROJECT: CITY-WIDE CATCH BASIN CLEANING SERVICES
DESCRIPTION: The NPDES Municipal Separate Storm Sewer System (MS4) Permit regulates municipal discharges of storm water and non-storm water from the associated Permittees to prevent stormwater pollution.

The scope of work consists of cleaning approximately 993 catch basins throughout the city to comply with the MS4 Permit requirements.

HISTORY/JUSTIFICATION: Under the MS4 Permit, the City is required to clean catch basins a number of times annually. The number of cleanings is based on the trash/sediment loading of the catch basin.

Per the MS4 Permit, 213 of the City’s basins are required to be cleaned twice a year (once in wet season and once in the dry season) and 780 catch basins that are required to be cleaned only once a year (in the dry season). The City formerly contracted with Los Angeles County (County) for this service. However, in 2018 the City transitioned from the County contract which required all basins to be cleaned 4 times a year. The cost for the City to contract catch basin cleaning services separately as a maintenance expenditure is less than half of what the County would charge.

SCHEDULING: The following is programmed Spring 2023-24: The maintenance work consists of all labor, materials, tools and equipment to remove debris from approximately 213 classification B catch basins with and without inserts. Some of the work includes: remove catch basin manhole, sweep walls and floor, dispose of collected debris at a legal disposal site, grease threads of the securing bolts in the lid, re-stencil date of cleaning inside catch basin and prior to replacing lid and crease set screws, remove existing NPDES “No-Dumping” logo and re-stencil, complete and submit required maintenance logs after each scheduled cleaning The following is programmed for 2023-24: The maintenance work consists of all labor, materials, tools and equipment to remove debris from approximately 780 catch basins during the dry season and approximately 213 classification B catch basins to be cleaned once during the wet season. The work is the same as above. The budget also includes the GIS mapping of the basins. Once the Safe Clean Water Program Funds are available, funds may be transferred to that cost center.

IMPACTS TO OPERATING BUDGET: This maintenance contract is anticipated to cost $124,000 annually.

Actual Adopted Proposed
Expenses Budget Budget
Funding Source 2021-22 2022-23 2023-24 Total Cost
001 - General Fund (NPDES) $ - $ 14,000 $ 18,602 $ 32,602 078 - Measure W $76,504 $110,000 $124,000 $310,504
Grand Total $76,504 $124,000 $142,602 $343,106

CITY OF SAN DIMAS

PROJECT DETAIL & FUNDING PLAN
PROJECT: LONE HILL PARK STORM WATER PROJECT DESIGN
DESCRIPTION: In September 2021, the Los Angeles County Board of Supervisors awarded $900,000 for the design phase of a stormwater project at Lone Hill Park through the Safe Clean Water Regional Funds to the City of San Dimas. Once the design is complete, at a future funding cycle, City staff the City intends to seek additional grant funding to construct the project.

HISTORY/JUSTIFICATION: The City must build storm water treatment and infiltration facilities in order to comply with the Municipal Separate Storm Sewer System (MS4) permit. Los Angeles County voters approved Measure W, the Safe Clean Water Program, which provides a mechanism for obtaining funds for these types of projects. The Regional funds from the Safe Clean Water Program are competitive and separate from the Municipal Safe Clean Water Funds the City receives annually.

SCHEDULING: The following is programmed to start fiscal year 2023-24.

IMPACTS TO OPERATING BUDGET: This design only project is grant funded with no required City fund match.

Adopted Proposed
Budget Budget
Funding Source 2022-23 2023-24 Total Cost
078 - Measure W $100,000 $800,000 $900,000
Grand Total $100,000 $800,000 $900,000

CITY OF SAN DIMAS

PROJECT DETAIL & FUNDING PLAN
PROJECT: DESIGN OF ARROW HIGHWAY STREET IMPROVEMENT PROJECT DESCRIPTION: The City’s Capital Improvement Program schedules and finances infrastructure projects that improve and maintain the City’s infrastructure
This project will consist of removal and replacement of pavement sections and concrete repairs. The Total construction cost of the project is estimated at approximately $2,500,000.

HISTORY/JUSTIFICATION: Arrow Highway is an arterial road perpendicular to the State Route 57 (SR-57) and parallel to the State Route 210 (SR-210) and Interstate 210 and Interstate 10. When the SR-57, Interstate 10 or the SR210 experiences congestion or have a major incident, Arrow Highway is the main detour route for these freeways. This project will include asphalt pavement reconstruction and rehabilitation, installation of ADA curb ramps, traffic signal improvements, replacement of concrete sidewalk, replacement of curb and gutter, and pavement marking and striping and other safety enhancements.

SCHEDULING: The project design portion is scheduled for FY23-24. The construction of the project will be completed in FY24-25.

IMPACTS TO OPERATING BUDGET: This design only project is funded through Measure M. The actual construction will be primarily funded through a federal grant program for $2.4 million dollars. This project will drastically improve the conditions of this residential neighborhood and hence also improve the overall rating of our streets on the City’s pavement management program, which is designed to minimize the cost of ongoing street maintenance. Repairing these street section will reduce the future maintenance cost required and will provide an aesthetically pleasing smooth street surface to our residents. Funding source is as follows:

Proposed
Budget
Funding Source 2023-24 Total Cost
076 - Measure M $125,000 $125,000
Federal Grant
$125,000 $125,000

CITY OF SAN DIMAS

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CITY OF SAN DIMAS
PROGRAM BASED BUDGETING SECTION:

The City of San Dimas is transitioning to Program Based budgeting to ensure a more accurate prioritization of programs, reflecting the City’s goals & objectives.

By developing reasonable estimates of what it costs to provide individual programs & services provides a more transparent perspective of “where the money goes”, and it facilitates more informed discussion on cost/benefits between programs and public benefit.

The following initial programs have been identified:
• Street Maintenance & Replacement Program
• City Tree Program
• Information System & Cable Television
• Building & Safety
• Recreation Center
The City intends to continue developing the program-based budgeting format for other programs.

CITY OF SAN DIMAS

CITY OF SAN DIMAS

CITY OF SAN DIMAS

CITY OF SAN DIMAS

CITY OF SAN DIMAS

CITY OF SAN DIMAS

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CITY OF SAN DIMAS
SPECIAL FUNDS SECTION:

Special Funds are established to provide expenditures for a specific purpose. Revenue obtained for these funds comes from a variety of sources and in most cases, by statute or policy, restricts the use of the money.

CITY OF SAN DIMAS
FUND 02 - STATE GAS TAX
Public Works capital improvement projects are primarily budgeted in Funds 2, 12, 73, 74 76 and 77.

There are a number of significant projects that were completed or will be started in FY 2022-23.

Funding for many of the projects comes from several project Funds.

The revenue for this fund comes from State Gas Tax which is subject to a “triple-flip formula” and relies on State estimates which they anticipate to be $991,761 for Fiscal Year 2023-24. State Gas Tax revenue is statutorily restricted and can only be used for street maintenance, repair and construction.

Budget highlights include:
 Pavement – $560,000 Budget includes
o Annual Pavement Preservation Program of $360,000 for slurry seal, pavement repairs and other pavement preservation techniques.
o Cataract/Dalepark Re-Pavement Project - $200,000 is budgeted for this project. Cost will consist of removal and replacement of pavement sections and concrete.

Additional funding sources Road Maintenance Rehabilitation funds. Total Project Cost $571,000
 Sidewalk repair – $325,000 to address hazardous sidewalks across various locations within the City in order to mitigate potential injuries from trip and fall incidents.  Transfer to General Fund – Budget amount $225,000 – The transfer reimburses the General Fund for personnel costs associated with eligible street improvement projects.

CITY OF SAN DIMAS
2021-22 2022-23 2022-23 2023-24

ACTUAL ADOPTED REVISED PROPOSED

BUDGET ESTIMATE BUDGET
STATE GAS TAX FUND 02
RESTRICTED FUND BALANCE 1,334,393 172,453 1,563,806 220,160

REVENUE
341 USE OF MONEY & PROPERTY 5,520 10,000 10,000 10,000
358 GAS TAXES 803,180 994,000 893,503 991,761
Total Revenue 808,700 1,004,000 903,503 1,001,761
Total Available Funds 2,143,093 1,176,453 2,467,309 1,221,921 EXPENDITURES (4841)
020 PROFESSIONAL SERVICES 3,000 3,000 3,862 4,000
554 PAVEMENT 43,570 350,000 836,297 560,000
557 VIA VERDE - - 793,815 -
559 SIDEWALK/PAVEMENT REPAIR & MAINTENANCE 307,717 288,175 288,175 325,000 616 GOLDEN HILLS ROAD - - - 75,785
639 BADILLO STREET - - 100,000 -
EXPENDITURES (5000)
5000 TRANSFER TO THE GENERAL FUND 001 225,000 225,000 225,000 225,000 Total Expenditures 579,287 866,175 2,247,149 1,189,785
RESTRICTED FUND BALANCE 1,563,806 310,278 220,160 32,136 Total Estimated Requirements
and Restricted Fund Balance 2,143,093 1,176,453 2,467,309 1,221,921

CITY OF SAN DIMAS

ANNUAL CAPITAL AND OPERATING BUDGET

CITY OF SAN DIMAS
FUND 03 – WALKER HOUSE LLC
This Fund was set up for the Walker House LLC. Established for the tax credit program. This fund received revenue from the tax credit distribution. Annually it receives revenue generated from uses of the house and repayment of the loan from the Redevelopment Agency. With the Concessionaire Agreement the budget projects rent revenue and utility expense off sets. Expenses include insurance, maintenance and utilities for the house.
 Maintenance of Building - $42,705– Contract services to clean and maintain the house and grounds.

CITY OF SAN DIMAS
2021-22 2022-23 2022-23 2023-24

ACTUAL ADOPTED REVISED ADOPTED

BUDGET ESTIMATE BUDGET
WALKER HOUSE LLC FUND 03
ASSIGNED FUND BALANCE 383,965 148,491 380,539 159,451

REVENUE
341 USE OF MONEY & PROPERTY 39,826 35,533 35,533 30,586 116 REPAYMENT OF ADVANCED FUNDS 94,227 98,938 98,938 103,885 Total Revenue 134,053 134,471 134,471 134,470
Total Available Funds 518,018 282,962 515,010 293,921
EXPENDITURES (4410)
014 INSURANCE 52,300 56,739 56,739 65,679
015 MAINTENANCE 17,874 27,435 25,435 26,760
020 PROFESSIONAL SERVICES 25,000 25,000 25,000 25,000
022 UTILITIES 14,489 20,800 23,800 22,300
023 CONTRACT SERVICES 25,242 34,776 218,585 42,705
031 BUILDING MAINTENANCE & SUPPLIES 2,192 3,000 3,000 3,000 033 SPECIAL DEPARTMENTAL SUPPLIES 382 3,000 3,000 3,000 Total Expenditures 137,479 170,750 355,559 188,444
ASSIGNED FUND BALANCE 380,539 112,212 159,451 105,477
Total Estimated Requirements
and Assigned Fund Balance 518,018 282,962 515,010 293,921

CITY OF SAN DIMAS

ANNUAL CAPITAL AND OPERATING BUDGET

CITY OF SAN DIMAS
FUND 04 – CIVIC CENTER RENOVATION
This Fund was created to show the expenses for the Civic Center renovation project. The fund received the $5.5 million general fund reserves that were committed to the project and the $7.5 million proceeds from the COP. Beginning in FY 11-12 the only ongoing expense is the annual COP debt service which is funded by a General Fund transfer. In fiscal year 2019-20 the City completed a refunding of the Civic Center Bonds which lowered the variable interest rate down to 1.89% which is anticipated to generate a savings of $362,436 in interest costs throughout the remaining terms of the loan. The refunding loan had a cost of issuance that totaled $99,262 which was paid with bond reserves that were held with the prior bond’s fiscal agent U.S. Bank.

CITY OF SAN DIMAS
2021-22 2022-23 2022-23 2023-24

ACTUAL ADOPTED REVISED PROPOSED

BUDGET ESTIMATE BUDGET
CITY HALL/COMM BLDG/PLAZA FUND 04

ASSIGNED FUND BALANCE - - - -

REVENUE
Misc Revenue - - - -
500 TRANSFER IN FROM THE GENERAL FUND 001 691,805 691,331 691,331 689,639 Total Revenue 691,805 691,331 691,331 689,639
Total Available Funds 691,805 691,331 691,331 689,639
EXPENDITURES (4411)
049 DEBT SERVICE PAYMENT 691,805 691,331 691,331 689,639 Total Expenditures 691,805 691,331 691,331 689,639

ASSIGNED FUND BALANCE - - - -
Total Estimated Requirements
and Assigned Fund Balance 691,805 691,331 691,331 689,639

CITY OF SAN DIMAS

ANNUAL CAPITAL AND OPERATING BUDGET

CITY OF SAN DIMAS
FUND 06 - SEWER EXPANSION
The Sewer Expansion fund receives revenue from private property connections to the public sewer fees, sewer maintenance and industrial waste reimbursement from the County.  Video and repair City maintained sewer lines - $200,000 – The County will not assume maintenance of lines that are need of repair. The goal is to repair existing City lines for ultimate transfer to the County.

CITY OF SAN DIMAS
2021-22 2022-23 2022-23 2023-24

ACTUAL ADOPTED REVISED PROPOSED

BUDGET ESTIMATE BUDGET
SEWER EXPANSION FUND 06
ASSIGNED FUND BALANCE 1,324,226 1,149,226 1,354,052 1,306,452

REVENUES
364 INDUSTRIAL WASTE/SEWER CHARGES 68,711 48,000 85,000 85,000 372 BONELLI SEWER MAINTENANCE 7,691 7,835 7,900 7,900
392 SEWER CONNECTION FEES 858 5,000 1,500 2,500
Total Revenue 77,260 60,835 94,400 95,400
Total Available Funds 1,401,486 1,210,061 1,448,452 1,401,852 EXPENDITURES (4310)
020 PROFESSIONAL SERVICES 47,365 73,000 107,000 80,000
EXPENDITURES (4841)
604 MISCELLANEOUS SEWER PROJECTS 69 175,000 35,000 200,000 Total Expenditures 47,434 248,000 142,000 280,000
ASSIGNED FUND BALANCE 1,354,052 962,061 1,306,452 1,121,852 Total Estimated Requirements
and Assigned Fund Balance 1,401,486 1,210,061 1,448,452 1,401,852

ANNUAL CAPITAL AND OPERATING BUDGET

CITY OF SAN DIMAS

CITY OF SAN DIMAS
FUND 07 - CITY WIDE LIGHTING DISTRICT
The City-Wide Lighting District receives revenue from a property tax assessment to be used exclusively for public lighting purposes. The money is used to maintain traffic signals and street lights, electricity, and special street light projects. Most of the expenditures are for ongoing maintenance and operations.

Budget highlights include:
 Lights on San Dimas/Bonita/Iglesia Replacement - $400,000 to replace the lights on San Dimas, Bonita and Iglesia Ave.

 Utilities – Budget of $812,000 with the largest expense for the fund comes deriving from electricity costs to power the street lights across the City. This year the anticipated cost is $780,000  Capital Outlay – Budget of $820,000 majority funding Civic Center Pole Replacement Project - Budget of $300,000 allocated to replace the wooden Copenhagen street lights that have reached the end of their service life and the Civic Center Wood Pole Replacement project – Budget $400,000  General Fund Transfer - $125,000 – Reimburse the General Fund for personnel costs and administrative expenses associated with eligible street lighting projects.

CITY OF SAN DIMAS
2021-22 2022-23 2022-23 2023-24

ACTUAL ADOPTED REVISED PROPOSED

BUDGET ESTIMATE BUDGET
CITY WIDE LIGHTING DISTRICT FUND 07
RESTRICTED FUND BALANCE 3,321,544 2,433,882 3,881,657 3,894,285

REVENUES
311 PROPERTY TAXES 1,568,448 1,542,200 1,590,969 1,581,700 355 HOMEOWNERS EXEMPTION 5,954 6,440 5,940 5,940
358 MISCELLANEOUS GRANTS 63,143 - 838,499 -
Total Revenue 1,637,545 1,548,640 2,435,408 1,587,640
Total Available Funds 4,959,089 3,982,522 6,317,065 5,481,925 EXPENDITURES (4341)
020 PROFESSIONAL SERVICES 47,716 124,780 451,780 496,000 022 UTILITIES 554,501 630,000 660,000 730,000
033 SPECIAL DEPARTMENTAL SUPPLIES 21,843 40,000 40,000 50,000 041 CAPITAL OUTLAY 4,650 660,000 495,000 820,000
EXPENDITURES (4345)
020 PROFESSIONAL SERVICES 179,291 369,000 419,000 507,000 022 UTILITIES 50,801 82,000 82,000 82,000
041 CAPITAL OUTLAY - 100,000 50,000 102,000
602 BADILLO STREET - 130,800 - 130,800
660 BONITA AVENUE 93,630 - 100,000 -
657 ARROW HIGHWAY - 225,000 - 250,000
EXPENDITURES (5000)
099 TRANSFER OUT TO THE GENERAL FUND 001 125,000 125,000 125,000 125,000 Total Expenditures 1,077,432 2,486,580 2,422,780 3,292,800 RESTRICTED FUND BALANCE 3,881,657 1,495,942 3,894,285 2,189,125 Total Estimated Requirements
and Restricted Fund Balance 4,959,089 3,982,522 6,317,065 5,481,925

CITY OF SAN DIMAS

ANNUAL CAPITAL AND OPERATING BUDGET

CITY OF SAN DIMAS
FUND 08 - LANDSCAPE PARCEL TAX
This fund receives revenue from a voter approved property tax assessment. Per voter approval the money is used exclusively to maintain parks, parkways, medians, and trees. Annually the City Council has the authority to raise the amount of the assessment by the CPI. The revenue generated by the assessment does not fully cover the entire cost of the landscape maintenance. The expenses for the City personnel performing landscape maintenance functions are paid by the General Fund. Budget highlights include:
 Sportsplex Maintenance – Budget amount $52,077 – The School District reimburses the City for 65% of this expense.
 Landscape Maintenance Contract – The City contracts for landscape maintenance service for parks, parkways and medians. The City rebid the contract and was awarded to a new contractor starting July 2019. The scope of work in the new contract was increased, thus the total contract cost increased.
 Utilities – The budget of $377,900 includes water and electricity charges. Water costs estimates are difficult to budget due to fluctuating water restrictions, revised rate structures and changes to median islands. The budget estimate is based upon best estimates taking all those factors into consideration.

CITY OF SAN DIMAS
2021-22 2022-23 2022-23 2023-24

ACTUAL ADOPTED REVISED PROPOSED

BUDGET ESTIMATE BUDGET
LANDSCAPE PARCEL TAX FUND 08
RESTRICTED FUND BALANCE 166,322 111,340 114,309 99,226

REVENUES
369 REIMBURSEMENTS 33,685 35,000 35,000 35,000
371 ASSESSMENTS 906,562 900,000 985,000 1,014,550
500 TRANSFER IN FROM THE GENERAL FUND 001 41,529 86,820 91,000 - Total Revenue 981,776 1,021,820 1,111,000 1,049,550 Total Available Funds 1,148,098 1,133,160 1,225,309 1,148,776 EXPENDITURES (4414)
020 PROFESSIONAL SERVICES 232,886 280,507 279,309 279,492 022 UTILITIES 407,115 345,690 346,975 345,950
033 SPECIAL DEPARTMENTAL SUPPLIES 14,791 20,000 22,000 20,000 Sub-Total Park Maintenance 654,792 646,197 648,284 645,442 EXPENDITURES (4415)
020 PROFESSIONAL SERVICES 341,939 432,898 432,849 442,256 022 UTILITIES 28,594 31,715 26,950 31,950
033 SPECIAL DEPARTMENTAL SUPPLIES 8,464 22,350 18,000 18,000 Sub-Total Parkways & Trees 378,997 486,963 477,799 492,206 Total Expenditures 1,033,789 1,133,160 1,126,083 1,137,648 RESTRICTED FUND BALANCE 114,309 - 99,226 11,128
Total Estimated Requirements
and Restricted Fund Balance 1,148,098 1,133,160 1,225,309 1,148,776

CITY OF SAN DIMAS

ANNUAL CAPITAL AND OPERATING BUDGET

CITY OF SAN DIMAS
FUND 12 - INFRASTRUCTURE
This fund provides for capital improvement projects for the City’s varied infrastructure including streets, facilities, medians, storm drains. Revenue sources for the Fund are General Fund transfers, grants for specific projects and private development requirements.

Revenue highlights include:
 Transfer from General Fund reserves - $10,703 – The transfer from General Fund reserves will fund the proposed projects for future infrastructure needs.

Budget highlights include:
 Badillo Road - $1,890,043 – Total anticipated cost for the reconstruction of Badillo road is $2,285,428 which includes Gas tax, Lighting District, Proposition C and Measure R funds. The majority of the expenditures will be reimbursed through STPL funding.  San Dimas Canyon Road/ Dip Crossing – Budget of $73,500 to be used to install a guardrail at dipcrossing
 San Dimas Canyon/ Allen Ave Sidewalk - $200,000 will be used to move existing sidewalk, remove existing sidewalk and relocate 5 feet to the east.

CITY OF SAN DIMAS
2021-22 2022-23 2022-23 2023-24

ACTUAL ADOPTED REVISED PROPOSED
INFRASTRUCTURE FUND 12 BUDGET ESTIMATE BUDGET
ASSIGNED FUND BALANCE 651,974 390,652 1,795,393 1,094,840

REVENUES
358 MISC. GRANTS 25,378 25,000 54,250 60,000
359 STATE GRANTS - - - 88,950
369 REIMBURSEMENTS/GRANTS - 2,333,000 387,000 1,977,000 500 USE OF RESERVES FROM THE GENERAL FUND 001 1,205,585 892,476 892,476 10,703 Total Revenue 1,230,963 3,250,476 1,333,726 2,136,653
Total Available Funds 1,882,937 3,641,128 3,129,119 3,231,493 EXPENDITURES (4310)

020 PROFESSIONAL SERVICES (GRANT PROGRAMS) - 48,950 - 88,950 EXPENDITURES (4410)
929 HORSE TRAIL FENCING 4,615 10,000 10,000 10,000
937 URBAN FOREST REFORESTATION - 10,000 - -
EXPENDITURES (4841)
554 PAVEMENT - 50,000 100,000 100,000
557 VIA VERDE AVENUE - 412,000 387,000 -
602 SAN DIMAS CANYON - - - 73,500
616 REPAIRS & INSTALLATIONS - 117,000 20,000 170,000
639 BADILLO - 1,895,428 5,385 1,890,043
658 ALLEYS - 20,000 60,000 80,000
691 WHEEL CHAIR RAMPS/BUS STOP ENHANCEMENTS 40,000 94,250 94,250 104,000 692 SIDEWALKS - 308,500 108,500 315,000
693 CITY YARD IMPROVEMENTS 29,469 400,000 932,000 -
696 MUNICIPAL PARKING LOTS 13,460 200,000 200,000 50,000 813 STORM DRAIN REPAIR - 25,000 50,000 100,000
814 STORM DRAIN MAINTENANCE - 50,000 - 50,000
927 HORSE THEIF CANYON PARK - - 33,644 -
929 SAN DIMAS AVE. - - 33,500 200,000
Total Expenditures 87,544 3,641,128 2,034,279 3,231,493 ASSIGNED FUND BALANCE 1,795,393 - 1,094,840 -
Total Est Req and Assigned Fund Balance 1,882,937 3,641,128 3,129,119 3,231,493

CITY OF SAN DIMAS

ANNUAL CAPITAL AND OPERATING BUDGET

CITY OF SAN DIMAS
FUND 20 - COMMUNITY PARKS AND FACILITIES

DEVELOPMENT
The Community Parks and Facilities Development fund receives revenue from property development taxes and grants for specific projects. Beginning with the 2020-21 budget the approach for funding park projects has shifted to budgeting by its location within the open space districts which can be identified in funds 21,22 and 23. Fund 20 will continue to record tax revenues and the funds collected will be distributed to the open space funds in order to fund future projects. Fund 20 will be used for generic purchases such as bench or table replacements.

CITY OF SAN DIMAS
2021-22 2022-23 2022-23 2023-24

ACTUAL ADOPTED REVISED PROPOSED

BUDGET ESTIMATE BUDGET
COMMUNITY PARKS & FACILITIES DEVELOPMENT FUND 20
ASSIGNED FUND BALANCE 129,260 154,752 128,047 154,377

REVENUES
319 DEVELOPMENT TAX 11,500 - - -
358 MISC GRANTS - - 273,122 -
Total Revenue 11,500 - 273,122 -
Total Available Funds 140,760 154,752 401,169 154,377
EXPENDITURES 4410
929 PEDESTRIAN & EQUESTRIAN BRIDGE - - 50,600 -
937 REPAIR/REPLACE 4,326 - 196,192 -
EXPENDITURES 4430
430 RECREATION CENTER IMPROVEMENTS 8,387 - - -
Total Expenditures 12,713 - 246,792 -
ASSIGNED FUND BALANCE 128,047 154,752 154,377 154,377
Total Estimated Expenditures
and Assigned Fund Balance 140,760 154,752 401,169 154,377

CITY OF SAN DIMAS

ANNUAL CAPITAL AND OPERATING BUDGET

CITY OF SAN DIMAS
FUNDS 21, 22 AND 23 – OPEN SPACE DISTRICTS
The City is divided into three geographic areas for the purpose of the Open Space Districts. District #1, Fund 21, is the north and west area, District #2, Fund 22, is the east, and District # 3, Fund 23, is the south. Each District receives revenue from the development of property within their respective Districts in the form of Quimby fees. As it is uncertain when residential sub-divisions may occur, no new revenue is projected.

Fund 21
• Horsethief Canyon (HTC) Park Improvements - $648,000 includes improvements to the walking path at the People Park, re-leveling and re-sodding the athletic fields, LED light upgrades to the athletic fields, park road and parking lot.
• Lone Hill & Horsethief Canyon (HTC) Playground - $268,840 budget will replace the existing playground surface from Engineered Wood Fiber to ADA Compliant Pour-In-Place rubber at Lone Hill Park and Horsethief Canyon Park playgrounds. The playground replacement will be mainly funded by State of California Prop 68 Per Capita grant (75%).
• Training Pool Re-plastering - $50,000 will go towards re-plastering, refilling with water and chemical reset of the training pool.

Fund 22
• Covered Wagon Replacement - $30,000 budget will be replaced with a citrus style wagon to reflect the historical industry of the city. The cost includes acquiring the design, construction, delivery and secure in place.

CITY OF SAN DIMAS
2021-22 2022-23 2022-23 2023-24

ACTUAL ADOPTED REVISED PROPOSED

BUDGET ESTIMATE BUDGET
OPEN SPACE DISTRICT #1 (NORTH & WEST) FUND 21
ASSIGNED FUND BALANCE 200,529 257,342 124,003 138,864

REVENUES
356 STATE GRANTS - 839,391 150,000 847,391
393 CONTRIBUTIONS 146,746 - 33,254 -
500 TRANSFERS IN FROM THE GENERAL FUND 001 - 255,107 255,107 - Total Revenue 146,746 1,094,498 438,361 847,391
Total Available Funds 347,275 1,351,840 562,364 986,255 EXPENDITURES 4410
601 LONE HILL - 268,840 - 268,840
605 SPORTS SPLEX/FIELD IMPROVEMENTS - - - -
650 MEDIANS - 38,000 38,000 -
927 HORSETHIEF CANYON PARK IMPROVEMENTS - 15,000 15,000 648,000 928 NORTHERN FOOTHILL TRAILS 219,472 - 5,500 -
EXPENDITURES 4430
430 RECREATION CENTER IMPROVEMENTS - 1,000,000 350,000 50,000 927 HORSETHIEF CANYON PARK IMPROVEMENTS 3,800 - - -
EXPENDITURES 4481
650 MEDIANS - 30,000 15,000 -
Total Expenditures 223,272 1,351,840 423,500 966,840
ASSIGNED FUND BALANCE 124,003 - 138,864 19,415
Total Estimated Requirements
and Assigned Fund Balance 347,275 1,351,840 562,364 986,255

ANNUAL CAPITAL AND OPERATING BUDGET

CITY OF SAN DIMAS

CITY OF SAN DIMAS
2021-22 2022-23 2022-23 2023-24

ACTUAL ADOPTED REVISED PROPOSED

BUDGET ESTIMATE BUDGET
OPEN SPACE DISTRICT #2 (EAST) FUND 22
ASSIGNED FUND BALANCE 255,210 4,209 253,684 19,075

REVENUE
500 TRANSFERS IN FROM THE GENERAL FUND 001 - 63,791 63,791 10,925 Total Revenue - 63,791 63,791 10,925
Total Available Funds 255,210 68,000 317,475 30,000
EXPENDITURES (4410)
041 CAPITAL OUTLAY - - 150,000 30,000
603 CIVIC CENTER 981 50,000 100,000 -
924 PIONNER PARK TENNIS COURT LIGHTS - 18,000 19,400 -
937 REPAIR/REPLACE 545 - 29,000 -
Total Expenditures 1,526 68,000 298,400 30,000
ASSIGNED FUND BALANCE 253,684 - 19,075 -
Total Estimated Requirements
and Assigned Fund Balance 255,210 68,000 317,475 30,000

CITY OF SAN DIMAS

ANNUAL CAPITAL AND OPERATING BUDGET

CITY OF SAN DIMAS
2021-22 2022-23 2022-23 2023-24

ACTUAL ADOPTED REVISED PROPOSED

BUDGET ESTIMATE BUDGET
OPEN SPACE DISTRICT #3 ( SOUTH) FUND 23
ASSIGNED FUND BALANCE 45,786 45,786 45,786 45,786

REVENUE
500 TRANSFERS IN FROM THE GENERAL FUND 001 - - - -
Total Revenue - - - -
Total Available Funds 45,786 45,786 45,786 45,786
EXPENDITURES (4410)
937 REPAIR/REPLACE - 35,000 - -
Total Expenditures - 35,000 - -
ASSIGNED FUND BALANCE 45,786 10,786 45,786 45,786
Total Estimated Requirements
and Assigned Fund Balance 45,786 45,786 45,786 45,786

CITY OF SAN DIMAS

ANNUAL CAPITAL AND OPERATING BUDGET

CITY OF SAN DIMAS
FUND 34 – HOUSING AUTHORITY SUCCESSOR FUND
With the passage of ABx1 26, the Housing Set-Aside was also dissolved. The City adopted a Resolution declaring the San Dimas Housing Authority as the successor agency to the Housing programs. The Housing Authority assumed all of the housing assets, liabilities and responsibilities of the former Redevelopment Agency. The Authority continues to administer management and operations of the Authority owned housing developments. The Authority also administers two previous approved development agreements providing financial assistance for low- and moderate-income housing. The Fund includes encumbered and unencumbered assets from the previous Set-Aside fund.

As part of the agreement to pay back former redeveloping agency loans from the General Fund, 20 percent of all payments received through the Recognized Obligation Payment Schedule (ROPS) must be allocated for low income housing purposes and are demonstrated by a transfer in to the housing fund 34 from the general fund.
 Staffing - Due to the increase in housing and homeless programs the budget includes salary and benefit costs for staffing that work solely on housing matters which includes a Housing Manager, Senior Management Analyst and Administrative Aide. The Authority Fund will also reimburse the General Fund $200,000, for any staff time required of for legal, accounting, administration or management of the program.
 Mobile Home Mobility Ramps - $100,000 – Funds to assist mobile home parks to upgrade accessibility ramps.
 Mobile Home Rehabilitation - $250,000 Funds to assist mobile home parks renovations and upgrades.

CITY OF SAN DIMAS
2021-22 2022-23 2022-23 2023-24

ACTUAL ADOPTED REVISED PROPOSED

BUDGET ESTIMATE BUDGET
HOUSING AUTHORITY SUCCESSOR FUND 34 (02-01-12)
RESTRICTED FUND BALANCE 2,984,727 2,667,940 2,871,187 1,150,653 RESTRICTED FB GROVE STATION L&M 579,276 579,276 579,276 579,276 TOTAL RESTRICTED FUND BALANCE 3,564,003 3,247,216 3,450,463 1,729,929

REVENUE
341 USE OF MONEY & PROPERTY 147,275 128,826 129,222 109,238 358 MISC GRANTS 125,887 118,149 - -
500 TRANSFERS IN FROM THE GENERAL FUND 001 170,229 234,527 234,527 206,952 Total Revenue 443,391 481,502 363,749 316,190
Total Available Funds 4,007,394 3,728,718 3,814,212 2,046,119 EXPENDITURES 4120
012 CAR ALLOWANCE - 3,000 3,000 3,000
016 PUBICATIONS & DUES - 2,000 500 1,000
020 PROFESSIONAL SERVICES 123,468 207,000 318,012 220,000 021 TRAVEL & MEETING - 1,400 1,400 1,000
101 FULL TIME PERSONNEL SALARIES 102,723 131,175 131,175 141,250 200 EMPLOYEE BENEFITS 28,644 48,650 48,650 61,080
506 REIMBURSEMENTS - - 487,918 -
EXPENDITURES 4802
014 INSURANCE 10,300 11,086 - -
015 MAINTENANCE 55,261 100,000 11,086 12,833
020 PROFESSIONAL SERVICES 62,334 77,244 380,432 178,000 022 UTILITIES 15,580 15,600 15,600 16,250
033 SPECIAL DEPARTMENTAL SUPPLIES 1,669 2,500 2,500 4,500 851 MOBILE HOME REHAB 68,527 215,000 284,010 215,000
863 MOBILITY RAMPS 88,425 200,000 200,000 100,000
864 PROPERTY IMPROVEMENTS - - 200,000 250,000
Total Expenditures 556,931 1,014,655 2,084,283 1,203,913 RESTRICTED FUND BALANCE 2,871,187 2,134,787 1,150,653 262,930 RESTRICTED FB GROVE STATION L&M 579,276 579,276 579,276 579,276 TOTAL ENDING FUND BALANCE 3,450,463 2,714,063 1,729,929 842,206 Total Est Req. & Restricted Fund Balance 4,007,394 3,728,718 3,814,212 2,046,119

CITY OF SAN DIMAS

ANNUAL CAPITAL AND OPERATING BUDGET

CITY OF SAN DIMAS
FUND 38 – SUCCESSOR AGENCY
Funds 38 and 39 account for the enforceable obligations of the former Redevelopment Agency. Fund 39 is the Redevelopment Obligation Retirement Fund. With changes to the dissolution process this past year, the Successor Agency now submits a Recognized Obligation Payment Schedule (ROPS) annually instead of every six months, listing all of the enforceable obligations during that period. Once approved by the Oversight Board and Department of Finance, the County Auditor/Controller remits the requested amount to the Agency. The remittance from the County is deposited and held in Fund 39 until the obligation payment becomes due. The funds are transferred to Fund 38 to pay the expenditures.

Fund 38 contains the expenditures for the enforceable obligations of the Successor Agency as identified on the ROPS. Funds are received from Fund 39 to make the payment obligations.

CITY OF SAN DIMAS
2021-22 2022-23 2022-23 2023-24

ACTUAL ADOPTED REVISED PROPOSED

BUDGET ESTIMATE BUDGET
SUCCESSOR AGENCY FUND 38
ASSIGNED FUND BALANCE (1,088,703) (1,258,644) (1,150,039) (1,187,999) TOTAL RESTRICTED FUND BALANCE (1,088,703) (1,258,644) (1,150,039) (1,187,999)

REVENUE
500 TRANSFERS IN FROM RETIREMENT OBLIGATION FUND 39 1,749,939 2,181,951 2,143,991 1,710,796 Total Revenue 1,749,939 2,181,951 2,143,991 1,710,796
Total Available Funds 661,236 923,307 993,952 522,797

BALANCE SHEET
251 LONG TERM DEPT ADVANCE FROM WALKER HOUSE 003 945,374 1,271,572 1,271,572 1,138,645 EXPENDITURES 4120
020 PROFESSIONAL SERVICES 179,887 150,000 150,000 139,000 500 INTEREST ON DEBT WALKER HOUSE FUND 003 179,426 143,422 143,422 110,414 565 COSTCO PARKING LOT LEASE 647,770 726,846 726,846 404,565 Total Expenditures 1,952,457 2,291,840 2,291,840 1,792,624 FUND BALANCE OFFSET - EXPENSE TO INCREASE DEBT 141,182 109,889 109,889 81,828 RESTRICTED FUND BALANCE (1,150,039) (1,258,644) (1,187,999) (1,187,999) Total Estimated Requirements
and Restricted Fund Balance 802,418 1,033,196 1,103,841 604,625

ANNUAL CAPITAL AND OPERATING BUDGET

CITY OF SAN DIMAS

CITY OF SAN DIMAS
FUND 39 – REDEVELOPMENT OBLIGATION RETIREMENT
FUND
On December 29, 2011 the California Supreme Court issued its ruling in the lawsuit challenging AB1X26 and AB1X27 relating to Redevelopment Agencies in California. The court upheld AB1X26, eliminating Redevelopment Agencies and found AB1X27, the bill to allow for the continued existence of Redevelopment Agencies with a voluntary payment, to be unconstitutional. The result being that the provisions of AB1X26 remain law and thus dissolved the San Dimas Redevelopment Agency as of January 31, 2012.

Pursuant to Health and Safety Code Section 34170.5, the Successor Agency created a Redevelopment Obligation Retirement Fund to be administered by the Successor Agency. The City assigned Fund 39 for this purpose to receive bi-annual remittances from the County for the transfer to the Successor Agency to meet the obligations of the dissolved Redevelopment Agency. The budget in this fund reflects the remittances and transfer amount to comply with AB1X26.

CITY OF SAN DIMAS
2021-22 2022-23 2022-23 2023-24

ACTUAL ADOPTED REVISED PROPOSED

BUDGET ESTIMATE BUDGET
REDEVELOPMENT OBLIGATION RETIREMENT FUND 39
RESTRICTED FUND BALANCE 1,351,055 1,382,501 1,705,567 1,705,567

REVENUE
370 RETIREMENT OBLIGATION PAYMENTS 2,104,451 2,181,951 2,143,990 1,710,796 Total Revenue 2,104,451 2,181,951 2,143,990 1,710,796
Total Available Funds 3,455,506 3,564,452 3,849,557 3,416,363

EXPENDITURES
099 TRANSFER OUT TO SUCCESSOR AGENCY FUND 038 1,749,939 2,181,951 2,143,990 1,710,796 Total Expenditures 1,749,939 2,181,951 2,143,990 1,710,796 RESTRICTED FUND BALANCE 1,705,567 1,382,501 1,705,567 1,705,567 Total Estimated Requirements
and Restricted Fund Balance 3,455,506 3,564,452 3,849,557 3,416,363

CITY OF SAN DIMAS

ANNUAL CAPITAL AND OPERATING BUDGET

CITY OF SAN DIMAS
FUND 40 - COMMUNITY DEVELOPMENT BLOCK GRANT
(CDBG)
This fund administers the City’s CDBG programs. Revenue for this Fund is from Federal Block Grants administered through the County to fund the programs listed. The program budget is approved by the City Council in January of each year.

CITY OF SAN DIMAS
2021-22 2022-23 2022-23 2023-24

ACTUAL ADOPTED REVISED PROPOSED

BUDGET ESTIMATE BUDGET
COMMUNITY DEVELOPMENT BLOCK GRANT FUND 40

RESTRICTED FUND BALANCE - - - -

CARRY OVER PROGRAM INCOME - - - -

REVENUES
359 FEDERAL GRANTS 183,977 171,220 171,220 211,808
Total Revenue 183,977 171,220 171,220 211,808
Total Available Funds 183,977 171,220 171,220 211,808

EXPENDITURES
819 CDBG SERVICES 34,438 27,395 27,395 40,361
820 HOUSING REHABILITATION 146,324 133,825 133,825 161,447 858 CDBG PROGRAMS 3,215 10,000 10,000 10,000
Total Expenditures 183,977 171,220 171,220 211,808

RESTRICTED FUND BALANCE - - - -
Total Estimated Requirements
and Restricted Fund Balance 183,977 171,220 171,220 211,808

CITY OF SAN DIMAS

ANNUAL CAPITAL AND OPERATING BUDGET

CITY OF SAN DIMAS
FUND 41 - CITIZEN’S OPTION FOR PUBLIC SAFETY (COPS)
This fund is for the administration of the State COPS grant. The program provides for supplemental money for law enforcement. The past several years the City has used the funds to fund a portion of the School Resource Officer and the Supplemental Sergeant position, directed patrol and miscellaneous equipment. The budget proposes continuing with those expense items again this year.

In addition, the City will contract with the Sheriff’s Department for two license plate reader cars to be deployed in the City.

CITY OF SAN DIMAS
2021-22 2022-23 2022-23 2023-24

ACTUAL ADOPTED REVISED PROPOSED

BUDGET ESTIMATE BUDGET
CITIZEN'S OPTION FOR PUBLIC SAFETY FUND 41
RESTRICTED FUND BALANCE 199,982 202,267 208,985 183,256

REVENUES
341 USE OF MONEY & PROPERTY 1,119 1,000 1,000 1,000
358 MISC GRANTS (COPS) 161,285 150,000 165,271 165,000
Total Revenue 162,404 151,000 166,271 166,000
Total Available Funds 362,386 353,267 375,256 349,256

EXPENDITURES
020 PROFESSIONAL SERVICES 110,374 125,000 125,000 125,000 038 EQUIPMENT 39,580 45,000 55,000 55,000
434 EMPLOYEE TRAINING 3,447 20,000 12,000 12,000
Total Expenditures 153,401 190,000 192,000 192,000
RESTRICTED FUND BALANCE 208,985 163,267 183,256 157,256 Total Estimated Requirements
and Restricted Fund Balance 362,386 353,267 375,256 349,256

CITY OF SAN DIMAS

ANNUAL CAPITAL AND OPERATING BUDGET

CITY OF SAN DIMAS
FUND 53 - GOLF COURSE
The Golf Course fund receives revenue from the San Dimas Canyon Golf Course and clubhouse leases. The ongoing expenditures are for utilities, audit services and incidental maintenance. The largest expense is for interest on prior loan payments to the City for the original acquisition of the golf course. In 2013 the City refinanced the loan changing the terms of the loan. The loan repayment, budgeted at $180,000 this year, is the remaining balance available after all expenses. The revenues are budgeted at about the same levels as the last two years. Expenditures are consistent with last year with the exception of water. The most variable expense is water. The City’s contribution towards water expense is capped at $95,000 per year. The lease operator contributes $160,000 per year towards the expense. If the actual annual expense is less than those two contributions the excess will be carried over in a reserve to be used for future water expenses. It is anticipated that the water expense will exceed the annual contributions and thus draw from the water expense reserves.

CITY OF SAN DIMAS
2021-22 2022-23 2022-23 2023-24

ACTUAL ADOPTED REVISED PROPOSED

BUDGET ESTIMATE BUDGET
GOLF COURSE FUND 53
ASSIGNED FB RECEIVABLES OVER PAYABLES (48,121)
ASSIGNED FB RESTRICTED FOR CAPITAL 203,275 557,396 596,157 902,157 ASSIGNED FB RESTRICTED FOR GC WATER/IMP 464,319 464,319 466,912 466,912 667,594 1,021,715 1,063,069 1,369,069

REVENUES
341 USE OF MONEY & PROPERTY g ( ) 883,056 779,000 798,000 799,000 369 CONTRIBUTIONS 160,000 160,000 160,000 160,000
Total Revenue 1,043,056 939,000 958,000 959,000
Total Available Funds 1,507,375 1,403,319 1,424,912 1,425,912 EXPENDITURES (4410)
021 TRAVEL & MEETING - 200 - -
022 UTILITIES 270,240 292,800 292,800 292,800
023 CONTRACT SERVICES 284 4,000 1,000 57,000
026 INTEREST PAYMENTS 163,242 335,000 358,200 302,200
Total Expenditures 433,766 632,000 652,000 652,000
ASSIGNED FB RECEIVABLES OVER PAYABLES 45,965 - - -
ASSIGNED FUND BALANCE CAPITAL 596,157 864,396 902,157 1,209,157 ASSIGNED FB RESTRICTED FOR GC WATER/IMP 466,912 464,319 466,912 466,912 Assigned Capital Fund Balance 1,109,034 1,328,715 1,369,069 1,676,069 Total Estimated Requirements
and Assigned Fund Balance 1,029,923 1,496,396 1,554,157 1,861,157

CITY OF SAN DIMAS

ANNUAL CAPITAL AND OPERATING BUDGET

CITY OF SAN DIMAS
FUND 70 - EQUIPMENT REPLACEMENT
This fund is used for new capital equipment purchases for the City including vehicles, office equipment and information technology. The primary source of ongoing revenue for this fund has been in the form of transfers from the General Fund.

Significant capital equipment purchases and budget changes include:
 Cargo Van Ramp - $10,000
 Computer Equipment & Server/ Desktop Update - $25,000  Asset Management System - $150,000
 Portable Welder - $13,500
 Walk Behind Roller - $16,000
 Citywide Camera System- $40,000

CITY OF SAN DIMAS
2021-22 2022-23 2022-23 2023-24

ACTUAL ADOPTED REVISED PROPOSED

BUDGET ESTIMATE BUDGET
EQUIPMENT REPLACEMENT FUND 70
ASSIGNED FUND BALANCE 104,218 968,489 1,366,663 877,042

REVENUE
391 SALE OF PROPERTY 16,788 15,000 20,940 -
500 TRANSFER IN FROM THE GENERAL FUND 001 1,334,932 - - - Total Revenue 1,351,720 15,000 20,940 -
Total Available Funds 1,455,938 983,489 1,387,603 877,042 EXPENDITURES (4314)
039 VEHICLES/RIDING EQUIPMENT & OUTFITTING - - 197,561 10,000 041 CAPITAL OUTLAY (TECHNOLOGY & EQUIPMENT) 89,275 34,968 313,000 261,500 Total Expenditures 89,275 34,968 510,561 271,500
ASSIGNED FUND BALANCE 1,366,663 948,521 877,042 605,542 Total Estimated Requirements
and Assigned Fund Balance 1,455,938 983,489 1,387,603 877,042

ANNUAL CAPITAL AND OPERATING BUDGET

CITY OF SAN DIMAS

CITY OF SAN DIMAS
FUND 71 - AIR QUALITY MANAGEMENT DISTRICT (AQMD)
The revenue for this fund comes from a portion of the vehicle license fees allocated to air quality programs. The funds are governed by guidelines established by the Southern California Air Quality Management District and can only be used on expenditures that have a direct effect on improving air quality. Major projects include:
 Carb Compliant Street Sweeper - $250,000 – To purchase sweeper to be utilized to clean catch basin filters, catch basins, special sweeping routes and emergency cleanups.

Other funding sources includes: Measure W funds

CITY OF SAN DIMAS
2021-22 2022-23 2022-23 2023-24

ACTUAL ADOPTED REVISED PROPOSED

BUDGET ESTIMATE BUDGET
AQMD FUND 71
RESTRICTED FUND BALANCE 266,044 255,543 299,567 344,567

REVENUE
341 USE OF MONEY & PROPERTY 1,063 2,000 2,000 2,000
358 MISC GRANTS (AQMD ENTITLEMENTS) 32,460 45,000 45,000 45,000 Total Revenue 33,523 47,000 47,000 47,000
Total Available Funds 299,567 302,543 346,567 391,567
EXPENDITURES (4190)
041 CAPITAL OUTLAY - 100,000 - 386,131
EXPENDITURES (5000)
099 TRANSFER OUT TO THE GENERAL FUND 001 - 2,000 2,000 2,000 Total Expenditures - 102,000 2,000 388,131
RESTRICTED FUND BALANCE 299,567 200,543 344,567 3,436
Total Estimated Requirements
and Restricted Fund Balance 299,567 302,543 346,567 391,567

CITY OF SAN DIMAS

ANNUAL CAPITAL AND OPERATING BUDGET

CITY OF SAN DIMAS
FUND 72 - PROP A TRANSIT
Revenue received in this fund is from a portion of sales tax within L.A. County. The money can only be used for mass transit and paratransit projects and services. Since Prop A taxes are a portion of the countywide sales tax, the amount of revenue had declined significantly but in the past two years has experienced growth.
 Dial-A-Cab – Budget amount $258,000 – Expenditures for the City subsidized San Dimas DialA-Cab service.  Get About Services – Budget amount $205,275 – Approximately the same as last year.  Recreational Transit – $85,000 – Transit services for adult, family and teen recreation excursions and is the same as last year.
 Bus Stop Enhancement - $44,000 funds will be used to replace City’s existing wooden bus shelter standard is ageing, difficult to maintain, and fabricated site specific. The cost to upgrade the bus stop amenities will increase safety, decrease maintenance cost, and provide a quality experience for San Dimas residents. Other Funding sources: Infrastructure Funds  Bus Stop Maintenance – The budget allocated of $100,000 will be used to sanitize & maintain bus stops throughout the city to increase durability, safety and provide a quality experience for San Dimas residents for many years to come.

CITY OF SAN DIMAS
2021-22 2022-23 2022-23 2023-24

ACTUAL ADOPTED REVISED PROPOSED

BUDGET ESTIMATE BUDGET
PROP A TRANSIT FUND 72
RESTRICTED FUND BALANCE 1,120,772 694,410 1,628,449 4,256,813

REVENUE
312 SALES TAXES (PROP A) 857,214 829,564 829,564 992,810 341 USE OF MONEY AND PROPERTY 5,188 5,000 5,000 5,000
391 SALE OF PROPERTY & EQUIPMENT 3,301,869
395 OTHER SOURCES OF REVENUE 3,673 2,500 2,500 2,500
Total Revenue 866,075 837,064 4,138,933 1,000,310
Total Available Funds 1,986,847 1,531,474 5,767,382 5,257,123 EXPENDITURES (4120)
Publications & Dues/SCVOG (4120-016-000) 977 3,500 3,500 3,500 Administration (4120-020-072) 70,703 100,000 100,000 100,000 Audit (4120-020-521) - 2,400 2,400 2,400
EXPENDITURES (4125)

433 GET ABOUT SERVICES 141,015 205,275 205,275 205,275
434 RECREATIONAL TRANSIT 10,596 85,000 70,700 85,000
442 SR. HANDICAP BUS BUYDOWN 4,000 10,000 10,000 10,000 445 DIAL A CAB 88,423 258,000 258,000 258,000
453 PARK & RIDE 41,209 25,000 800,694 25,000
455 BUS STOPS 1,475 60,000 60,000 100,000
EXPENDITURES (4841)
691 BUS STOP ENHANCEMENTS - - - 44,000
Total Expenditures 358,398 749,175 1,510,569 833,175
RESTRICTED FUND BALANCE 1,628,449 782,299 4,256,813 4,423,948 Total Estimated Requirements
and Restricted Fund Balance 1,986,847 1,531,474 5,767,382 5,257,123

CITY OF SAN DIMAS

ANNUAL CAPITAL AND OPERATING BUDGET

CITY OF SAN DIMAS
FUND 73 - PROP C TRANSIT
This fund receives revenue from a portion of sales tax within L.A. County. The use of the funds are similar to Prop A guidelines with the exception that Prop C funds can be used for street improvements to streets that support mass transit. Similar to Prop A revenues are increased slightly. Budget highlights include:
 Lonehill Ave. $46,500 for the repair of Lonehill Ave. Street project. Additional funding from Measure M in the amount of 278,211 and $117,775 from RMRA funds for a total project cost of $1,750,000 projected

CITY OF SAN DIMAS
2021-22 2022-23 2022-23 2023-24

ACTUAL ADOPTED REVISED PROPOSED

BUDGET ESTIMATE BUDGET
PROP C TRANSIT FUND 73
RESTRICTED FUND BALANCE 2,401,627 399,062 2,793,040 659,341

REVENUE
312 SALES TAX (PROP C) 711,041 688,101 688,101 823,510
341 USE OF MONEY & PROPERTY 9,426 10,000 10,000 10,000
Total Revenue 720,467 698,101 698,101 833,510
Total Available Funds 3,122,094 1,097,163 3,491,141 1,492,851 EXPENDITURES (4120)
020 PROFESSIONAL SERVICES 20,535 50,000 50,000 100,000
EXPENDITURES (4125)
453 GOLDLINE ART IMPROVEMENTS - - 20,000 -
EXPENDITURES (4841)
041 CAPITAL OUTLAY 1,500 1,800 1,800 72,000
554 PAVEMENT - - 40,000 -
557 VIA VERDE AVE. 13,745 - 1,900,000 -
601 LONE HILL AVE. - 700,000 700,000 46,500
639 BADILLO ST. - - 120,000 -
667 COVINA BLVD. 293,274 - - -
Total Expenditures 329,054 751,800 2,831,800 218,500
RESTRICTED FUND BALANCE 2,793,040 345,363 659,341 1,274,351 Total Estimated Requirements
and Restricted Fund Balance 3,122,094 1,097,163 3,491,141 1,492,851

CITY OF SAN DIMAS

ANNUAL CAPITAL AND OPERATING BUDGET

CITY OF SAN DIMAS
FUND 74 – MEASURE R TRANSIT
In November 2008 voters passed Measure R, a ½ cent sales tax increase in Los Angeles County to finance new transportation projects and programs and accelerate many of those already in the pipeline.

The increase in sales tax became effective July 1, 2009. Similar to Prop A and C funds the city receives and annual local share. The funds are restricted to use on transportation related programs and projects including street improvements.
 Pavement Preservation - $84,000 The pavement preservation funds are focused to maximize the benefit and extend the pavement life. Pavement preservation techniques include Slurry and Crack Sealing of streets, thin overlays, and removal of patches of failed pavement. Other Funding Sources include: Gas Tax Fund
 Badillo Et Al Street Improvements - $55,000 The project will consist of removal and replacement of pavement sections, removal and replacement of damaged sidewalks, driveways, upgrade of curb ramps to meet ADA requirements, and traffic signal upgrades/enhancements. Projects Other funding Sources: Gas Tax, Infrastructure Fund, City Wide Lighting District and Prop C Funds

CITY OF SAN DIMAS
.
2021-22 2022-23 2022-23 2023-24

ACTUAL ADOPTED REVISED PROPOSED

BUDGET ESTIMATE BUDGET
MEASURE R TRANSIT FUND 74
RESTRICTED FUND BALANCE 1,557,033 536,132 1,885,887 526,325

REVENUE
312 SALES TAX ( MEASURE R) 533,195 516,076 516,076 617,632 341 USE OF MONEY & PROPERTY 7,007 5,000 5,000 5,000
Total Revenue 540,202 521,076 521,076 622,632
Total Available Funds 2,097,235 1,057,208 2,406,963 1,148,957 EXPENDITURES (4841)
554 PAVEMENT - 84,000 185,091 84,000
557 VIA VERDE AVENUE 28,540 - 500,000 -
616 STREET MAINTENANCE 378 75,000 149,622 -
639 BADILLO - - 55,000 55,000
640 VIA VAQUERO 9,075 - 590,925 -
642 EATON ROAD - 400,000 400,000 -
667 COVINA BLVD. 173,355 - - -
Total Expenditures 211,348 559,000 1,880,638 139,000
RESTRICTED FUND BALANCE 1,885,887 498,208 526,325 1,009,957 Total Estimated Requirements
and Restricted Fund Balance 2,097,235 1,057,208 2,406,963 1,148,957

CITY OF SAN DIMAS

ANNUAL CAPITAL AND OPERATING BUDGET

CITY OF SAN DIMAS
FUND 75 - LANDSCAPE MAINTENANCE ASSESSMENT

DISTRICTS
The revenue in this fund comes from assessments of homeowners in the Boulevard and Northwoods tracts to fund for the maintenance and operations of common landscape areas.

CITY OF SAN DIMAS
2021-22 2022-23 2022-23 2023-24

ACTUAL ADOPTED REVISED PROPOSED

BUDGET ESTIMATE BUDGET
OPEN SPACE MAINTENANCE FUND 75
RESTRICTED FUND BALANCE BOULEVARD 6,649 7,229 5,531 860 RESTRICTED FUND BALANCE NORTHWOODS 4,463 (4,510) (6,643) (860) TOTAL RESTRICTED FUND BALANCE 11,112 2,719 (1,112) -

REVENUES
371 ASSESSMENTS 43,246 44,500 44,500 46,638
500 TRANFERS FRO THE GENERAL FUND 001 - 12,408 27,489 5,974 Total Revenue 43,246 56,908 71,989 52,612
Total Available Funds 54,358 59,627 70,877 52,612

EXPENDITURES
BOULEVARD (4440)
020 PROFESSIONAL SERVICES 4,622 5,345 5,345 5,907
022 UTILITIES 6,560 5,915 10,665 12,565
Sub-total Boulevard 11,182 11,260 16,010 18,472
NORTHWOODS (4443)
020 PROFESSIONAL SERVICES 20,141 23,822 30,322 20,442
022 UTILITIES 24,147 24,545 24,545 13,698
Sub-total Northwoods 44,288 48,367 54,867 34,140
Total Expenditures 55,470 59,627 70,877 52,612
RESTRICTED FUND BALANCE BOULEVARD 5,531 6,469 860 -
RESTRICTED FUND BALANCE NORTHWOODS (6,643) (6,469) (860) - TOTAL RESTRICTED FUND BALANCE (1,112) - - -
Total Estimated Requirements
and Restricted Fund Balance 54,358 59,627 70,877 52,612

ANNUAL CAPITAL AND OPERATING BUDGET

CITY OF SAN DIMAS

CITY OF SAN DIMAS
FUND 76 – MEASURE M TRANSIT
This is a Fund set up for the revenue and expenditures for the County-wide additional sales tax for transit that was approved 4 years ago. In FY 2023-24, we anticipate receiving $699,983. Projects include:
 Lonehill Ave - $278,211 for the repair of Lonehill Ave. Street project. Additional funding from Prop C in the amount of $46,500 and $117,775 from RMRA funds for a total project cost of $1,750,000
 Arrow Highway from Valley Center to East City Limit (Design) - $125,000 will be used towards the design cost of this project

CITY OF SAN DIMAS
2021-22 2022-23 2022-23 2023-24

ACTUAL ADOPTED REVISED PROPOSED

BUDGET ESTIMATE BUDGET
MEASURE M FUND 76
RESTRICTED FUND BALANCE 1,768,041 965,833 2,096,499 1,199,739

REVENUE
312 SALES TAX (MEASURE M) 603,371 584,886 584,886 699,983 341 USE OF MONEY & PROPERTY 7,911 5,000 5,000 5,000
Total Revenue 611,282 589,886 589,886 704,983
Total Available Funds 2,379,323 1,555,719 2,686,385 1,904,722

EXPENDITURES
554 PAVEMENT 108 - - 125,000
557 VIA VERDE AVE. - - 690,000 -
601 LONE HILL - 430,000 32,926 278,211
640 VIA VAQUERO - - 150,000 -
641 DERBY KENT 9,250 - 90,750 -
642 EATON ROAD - 500,000 500,000 -
667 COVINA BLVD. 266,436 - - -
929 SAN DIMAS AVE. 7,030 30,000 22,970 -
Total Expenditures 282,824 960,000 1,486,646 403,211
RESTRICTED FUND BALANCE 2,096,499 595,719 1,199,739 1,501,511 Total Estimated Requirements
and Restricted Fund Balance 2,379,323 1,555,719 2,686,385 1,904,722

CITY OF SAN DIMAS

ANNUAL CAPITAL AND OPERATING BUDGET

CITY OF SAN DIMAS
FUND 77 – ROAD MAINTENANCE REHAB
In 2017 the State legislature approved a new state-wide transportation funding program by adoption of SB 1. The revenue is generated by increases in the gas tax and vehicle license fee. There is a local return formula component. The City’s share is anticipated to be $863,775 next year. A requirement of these funds is that they are allocated to specific identified projects. In FY 2023 -24 the City has identified the Lone Hill and Via Vaquero as projects for use of these funds.  Lonehill Ave. $117,775 for the repair of Lonehill Ave. Street project.

Additional funding from Prop C in the amount of $46,500 and 278,111 from Measure M funds for a total project cost of $1,750,000
 Bonita Ave Design - $55,000 This project will provide design of pavement rehabilitation and striping improvements on Bonita Avenue from San Dimas Ave to the eastern City limits (Puddingstone Channel).
 Via Vaquero E/ of San Dimas Ave - $400,000 budget to be used to reconstruct pavement  Cataract/Dalepark Re-pavement project –$400,000 budget for this project will consist of removal and replacement of pavement sections and concrete additional funding sources include Gas Tax and Infrastructure funds total project cost of $571,000

CITY OF SAN DIMAS
2021-22 2022-23 2022-23 2023-24

ACTUAL ADOPTED REVISED PROPOSED

BUDGET ESTIMATE BUDGET
ROAD MAINT. REHAB ACT FUND 77
RESTRICTED FUND BALANCE 1,308,405 646,692 1,427,184 -

REVENUE
312 SALES TAX (RMRA LOCAL RETURN) 689,815 775,087 757,830 863,775 341 USE OF MONEY & PROPERTY 5,024 9,000 9,000 9,000
Total Revenue 694,839 784,087 766,830 872,775
Total Available Funds 2,003,244 1,430,779 2,194,014 872,775

EXPENDITURES
554 PAVEMENT - - - 300,000
601 LONE HILL 26,060 530,000 564,014 117,775
637 GLADSTONE/PEARLANNA & BILLOW - 600,000 600,000 -
640 VIA VAQUERO - - 300,000 400,000
641 DERBY KENT - - 400,000 -
642 EATON ROAD - 150,000 180,000 -
660 BONITA AVE. - 75,000 75,000 55,000
667 COVINA BLVD. 550,000 - - -
929 GLADSTONE - 75,000 75,000 -
Total Expenditures 576,060 1,430,000 2,194,014 872,775
RESTRICTED FUND BALANCE 1,427,184 779 - -
Total Estimated Requirements
and Restricted Fund Balance 2,003,244 1,430,779 2,194,014 872,775

CITY OF SAN DIMAS

ANNUAL CAPITAL AND OPERATING BUDGET

CITY OF SAN DIMAS
FUND 78 – MEASURE W
The revenue for this fund is derived from a voter approved special tax levy collected annually on parcels within the Los Angeles County Flood Control District. The tax is levied at a rate of 2.5 cents per square foot of impermeable area, except as exempted. The fund is anticipated to generate $598,000 per year for Storm Water infrastructure projects, operations and maintenance. Budget Highlights include:
 Lone Hill Park Design – $800,000 to design storm water capture systems and other park enhancements.
 Professional NPDES pollutant monitoring and reporting as required under the guidelines of the permit - $315,000
 Catch Basin Grates & Filters – Under the MS4 Permit, the City is required to clean catch basins a number of times annually. The number of cleanings is based on the trash/sediment loading of the catch basin. Total Budget $230,000
 Carb Compliant Street Sweeper $250,000 will be used to clean catch basin filters, catch basins, emergency cleanups and special sweeping routes. Other Funding Sources: AQMD Funds

CITY OF SAN DIMAS
2021-22 2022-23 2022-23 2023-24

ACTUAL ADOPTED REVISED PROPOSED

BUDGET ESTIMATE BUDGET
MEASURE W FUND 78
RESTRICTED FUND BALANCE 401,460 1,490,675 871,807 1,602,543

REVENUE
311 PROPERTY TAX (SAFE CLEAN WATER) 593,646 600,000 597,016 598,000 341 USE OF MONEY & PROPERTY 3,572 5,000 5,000 5,000
359 STATE GRANT - - 900,000 -
Total Revenue 597,218 605,000 1,502,016 603,000
Total Available Funds 998,678 2,095,675 2,373,823 2,205,543 EXPENDITURES (4120/4341/4841)
039 VEHICLES/RIDING EQUIPMENT & OUTFITTING - - - 250,000 020 PROFESSIONAL SERVICES - - - -
024 NPDES 126,871 308,093 491,280 315,000
813 STORM DRAINS - 90,000 180,000 230,000
601 LONE HILL PARK (DESIGN) - 900,000 100,000 800,000
Total Expenditures 126,871 1,298,093 771,280 1,595,000
RESTRICTED FUND BALANCE 871,807 797,582 1,602,543 610,543 Total Estimated Requirements
and Restricted Fund Balance 998,678 2,095,675 2,373,823 2,205,543

CITY OF SAN DIMAS

ANNUAL CAPITAL AND OPERATING BUDGET

CITY OF SAN DIMAS
FUND 100 – CAPITAL ASSETS RESERVE
Funds are transferred into fund 100 from the General Fund in order to build up over time the financial capital necessary to replace and maintain future identified and scheduled City Facility and Infrastructure projects. Fiscal Year 2023-24 contribution of $1,595,000  Replacement vehicles - $280,851 to replace vehicles that have reached the end of their useful life.
 Technology and Equipment replacements - $4,000 to replace City cell phones and tablets that have reached the end of their useful life.

CITY OF SAN DIMAS
2021-22 2022-23 2022-23 2023-24

ACTUAL ADOPTED REVISED PROPOSED

BUDGET ESTIMATE BUDGET
Capital Assets Reserve 100
RESTRICTED FUND BALANCE - 6,500,000 6,500,000 6,215,150

REVENUE
500 TRANSFERS IN FROM THE GENERAL FUND 001 6,500,000 - - 1,595,000 Total Revenue 6,500,000 - - 1,595,000
Total Available Funds 6,500,000 6,500,000 6,500,000 7,810,150 EXPENDITURES (4314)
039 VEHICLES/RIDING EQUIPMENT & OUTFITTING - 311,851 280,851 601,000 041 CAPITAL OUTLAY - - 4,000 203,500
Total Expenditures - 325,351 284,851 804,500
RESTRICTED FUND BALANCE 6,500,000 6,174,649 6,215,150 7,005,650 Total Estimated Requirements
and Restricted Fund Balance 6,500,000 6,500,000 6,500,000 7,810,150

CITY OF SAN DIMAS

ANNUAL CAPITAL AND OPERATING BUDGET

CITY OF SAN DIMAS
FUND 101 – AMERICAN RESCUE PLAN ACT
The revenue from this fund comes from a Grant distribution through the Federal Government as part of the American Rescue Plan Act. The City is utilizing the funds to recapture lost revenues due to the effects of the pandemic lockdowns and public health measures.

The recaptured revenues must be used towards general governmental expenditures and not debt, or pension payments. The funds also cannot be used to build upon reserves.

CITY OF SAN DIMAS
2021-22 2022-23 2022-23 2023-24

ACTUAL ADOPTED REVISED PROPOSED

BUDGET ESTIMATE BUDGET
ARPA FUND 101
RESTRICTED FUND BALANCE - 1,793,534 2,051,110 3,408,450

REVENUE
359 FEDERAL GRANT (ARPA) 4,021,430 4,021,429 4,021,429 - Total Revenue 4,021,430 4,021,429 4,021,429 -
Total Available Funds 4,021,430 5,814,963 6,072,539 3,408,450 EXPENDITURES (4150)
434 EMPLOYEE TRAINING 6,222 - - -
EXPENDITURES (4190)
010 ADVERTISING - - - 67,000
014 INSURANCE - - - 679,752
020 PROFESSIONAL SERVICES 539,752 402,462 589,517 410,782 030 COMPUTER SUPPLIES - - - -
035 TECHNOLOGY SUBSCRIPTIONS & LICESENSES - 312,004 313,584 360,052 038 EQUIPMENT (PUBLIC ACCESS) 7,597 15,000 15,000 -
EXPENDITURES (4210)
020 PROFESSIONAL SERVICES (PUBLIC SAFETY CONTRACT LAW 735,634 590,331 590,331 1,250,000 EXPENDITURES (4211)
413 ANIMAL CONTROL SERVICES - - - 224,783
EXPENDITURES (4310)
020 PROFESSIONAL SERVICES 199,293 644,620 213,000 348,200 EXPENDITURES (4311)
020 PROFESSIONAL SERVICES 72,140 70,000 70,000 -
EXPENDITURES (4314)
041 CAPITAL OUTLAY - 127,000 83,755 -
EXPENDITURES (4342)
020 PROFESSIONAL SERVICES - - - 65,000
EXPENDITURES (4410)
023 CONTRACT SERVICES 60,777 87,630 78,830 76,520
041 CAPITAL OUTLAY 7,000 - - -
EXPENDITURES (4411)
023 CONTRACT SERVICES 67,850 114,697 49,697 74,680
EXPENDITURES (4412)
023 CONTRACT SERVICES 53,469 53,920 53,920 55,230
041 CAPITAL OUTLAY 1,045 - - -
EXPENDITURES (4414)
020 PROFESSIONAL SERVICES - - - 44,814
023 CONTRACT SERVICES 93,876 103,000 103,000 103,000
EXPENDITURES (4420)
RECREATION PROGRAMS 52,098 148,865 122,515 -
EXPENDITURES (4430)
023 CONTRACT SERVICES 80,567 182,045 100,940 68,020
EXPENDITURES (4841)
927 HORSE THEIF CANYON PARK - 280,000 280,000 75,000
Total Expenditures 1,970,320 3,131,574 2,664,089 3,902,833 RESTRICTED FUND BALANCE 2,051,110 2,683,389 3,408,450 (494,383) Total Estimated Requirements
and Restricted Fund Balance 4,021,430 5,814,963 6,072,539 3,408,450

CITY OF SAN DIMAS

ANNUAL CAPITAL AND OPERATING BUDGET

CITY OF SAN DIMAS
FUND 113 – HOUSING AUTHORITY
The revenue for this fund is derived from rents collected at the Mobile Home Park. The revenue is used to make payments on the Bond and to operate the property.  Capital Improvements to the Charter Oak Mobile Home Park - $1,000,000  Infrastructure Capital Improvements - $250,000
 Staffing
o Due to the increase in housing needs, the budget includes salary and benefit costs for staffing that work solely on housing matters which includes a Housing Manager, Senior Management Analyst and Administrative Aide. This upcoming fiscal year 2023-24, will reflect an additional position, the Housing Services Coordinator.

CITY OF SAN DIMAS
2021-22 2022-23 2022-23 2023-24

ACTUAL ADOPTED REVISED PROPOSED

BUDGET ESTIMATE BUDGET
Housing Authority Trustee Administration Fund 113
RESTRICTED FUND BALANCE 5,351,810 5,421,499 5,675,830 6,154,033

REVENUE
341 USE OF MONEY & PROPERTY 1,858,491 1,820,000 1,820,000 1,825,000 369 REIMBURSEMENT (BOND DEBT) - - 487,918 -
Total Revenue 1,858,491 1,820,000 2,307,918 1,825,000
Total Available Funds 7,210,301 7,241,499 7,983,748 7,979,033 EXPENDITURES (4120)
012 Car Allowance - 3,000 - 3,000
014 INSURANCE 11,100 11,972 11,972 15,000
020 PROFESSIONAL SERVICES 605,698 1,570,000 850,000 1,570,000 033 SPECIAL DEPARTMENTAL SUPPLIES - 1,000
049 DEBT SERVICE PAYMENT 486,306 487,918 487,918 486,688 101 FULL TIME PERSONNEL SALARIES 102,722 131,175 131,175 215,871 200 EMPLOYEE BENEFITS 28,644 48,650 48,650 82,500
506 OPERATION OF PROPERTY 300,000 300,000 300,000 550,000 Total Expenditures 1,534,471 2,552,715 1,829,715 2,924,059 RESTRICTED FUND BALANCE 5,675,830 4,688,784 6,154,033 5,054,974 Total Estimated Requirements
and Restricted Fund Balance 7,210,301 7,241,499 7,983,748 7,979,033

CITY OF SAN DIMAS

ANNUAL CAPITAL AND OPERATING BUDGET

CITY OF SAN DIMAS

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CITY OF SAN DIMAS

GLOSSARY OF TERMS
Amendment An amendment is a change in the budget that occurs after its initial adoption. Such a change will consist of an increase or decrease in revenues that are recognized or in the level of authorized expenditures. City staff may implement some amendments, but most require formal action by the City Council.

Appropriation An authorization by the City Council to make expenditures/expenses and to incur obligations for a specific purpose within a specific time frame.

Assessed Valuation A dollar value placed on real estate or other property by Los Angeles County as a basis for levying property taxes.

Audit A review of the City's accounts by an independent auditing firm to substantiate fiscal year end funds, salaries, reserves and cash on hand and to determine whether the financial statements of a government are presented fairly in conformity with GAAP.

Beginning/Ending Fund Balance Unencumbered resources available in a fund from the prior/current fiscal year after payment of the prior/current fiscal year's expenditures/expenses. This is not necessarily cash on hand but the amount of financial resources available for use. Generally, this represents the detail of the entire annual operating surpluses and deficits since the funds’ inception.

CITY OF SAN DIMAS
Bond A City may raise capital by issuing a written promise to pay a specific sum of money, called the face value or principal amount, at a specific date or dates in the future, together with periodic interest at a special rate.

Budget A fiscal plan of financial operation listing an estimate of proposed applications or expenditures and the proposed means of financing them for a particular time period. The budget is proposed until it has been approved by the City Council.

Capital Expenditure Expenditures resulting in the acquisition of or addition to the government's general fixed assets.

Capital Improvement A permanent addition to the City's assets, including the design, construction, or purchase of land, buildings, or facilities, or major renovations of same.

Capital Outlay A budget appropriation category which budgets all equipment having a unit cost of more than a pre-approved amount and an estimated useful life over a pre-approved period.

Debt Service Payment of the principal and interest on an obligation resulting from the issuance of bonds, notes, or certificates of participation (COP's).

Debt Service Fund This fund type is used to account for the accumulation of resources for, and the payment of, general long-term debt principal and interest.

Deficit An excess of expenditures over revenues (resources).

Department An organizational unit comprised of divisions or programs. It is the basic unit of service responsibility encompassing a broad mandate of related activities.

Division A sub-section (or activity) within a department which furthers the objectives of the City Council by providing specific services.

Expenditure The actual spending of Governmental funds set aside by appropriation.

Fee A fee is a charge imposed by the City on the beneficiary of a service it provides. Its purpose is to help recover some or all of the cost incurred by the City in providing a service. By law, a fee may not exceed the cost of providing a service.

Fiscal Year A twelve-month period of time to which a budget applies. In the City of San Dimas the fiscal year is July 1 through June 30.

Fixed Asset Long-lived tangible assets obtained or controlled as a result of past transactions, events or circumstances. Fixed assets include buildings, equipment, and improvements other than buildings and land. In the private sector, these assets are referred to most often as property, plant and equipment.

CITY OF SAN DIMAS
Full Time Position A full time position is one in which an employee is budgeted to work 40 hours per week or 2,080 hours each year. All full-time positions receive benefits such as holiday, vacation, sick pay, retirement benefits, health insurance, etc.

Fund An independent fiscal and accounting entity used to record all financial transactions related to the specific purpose for which the fund was created.

General Fund The primary fund of the City used to account for all revenues and expenditures of the City not legally restricted as to use. This fund is used to offset the cost of the City's general obligations.

Examples of divisions financed by the General Fund include Administration, City Council, Planning, Public Safety, Public Works, and Parks and Recreation.

Grant Contributions of cash or other assets from another governmental entity to be used to expend for specific purpose, activity, or facility. An example is the Community Development Block Grant provided by the Federal Government.

Interfund Transfer Monies transferred from one fund to another. Such money is transferred to finance the operations of another fund or to reimburse the fund for certain expenditures/expenses.

Line-Item A line-item is the detailed grouping of expenditures used in the City's accounting system. It is subordinate to an expense category. Typical line items are: professional services, office supplies, travel, postage, office equipment, motor vehicles, etc.

Municipal Code A book that contains the City Council approved ordinances currently in effect. The Code defines City policy with respect to areas such as planning, etc.

Ordinance A formal legislative enactment by the City Council. It has the full force and effect of law within City boundaries unless pre-empted by a higher form of law. An ordinance has a higher legal standing than that of a Resolution.

Part Time Position A part time position is one in which an employee is budgeted to work less than 20 hours per week or for less than six months during the year. Part time employees do not receive benefits such as holiday, vacation, sick pay, retirement benefits, health insurance, etc. but do receive Medicare benefits and a portion of their earnings deposited in a deferred compensation plan instead of social security.

Personal Services A budget category which generally accounts for full time, regular part time and part time employees, overtime expense, and all employee benefits, such as medical, dental and retirement.

Project Area A redevelopment project area is an area of the City that has been established by the adoption of a Redevelopment Plan and within which the Redevelopment Agency is authorized to use special powers granted by State law.

Reclassification The City maintains a classification system for all positions which establishes job titles, general duties and responsibilities, and compensation. Occasionally, employees are found to be

CITY OF SAN DIMAS
working tasks or functions that fall outside their existing classification. When this occurs, a study is conducted by the Personnel Division and recommendation is made for proper classification.

Redevelopment This term refers to activities undertaken to renovate blighted areas within the City and to provide housing to low- and moderate-income persons. Blight consists of a variety of conditions that constitute a serious physical, social, and economic burden on the community and that cannot be corrected by private enterprise acting alone. Redevelopment activities may include, but are not limited to, the acquisition and conveyance of property, site clearance, and the provision of streets, utilities, parks, and other public improvements.

Regular Part Time Position A regular part time position is one in which an employee is budgeted to work 20 hours or more per week. Regular part time employees receive retirement benefits, Medicare benefits, and a portion of their health insurance should they elect to enroll through the City's plan.

Reserve An account used to record a portion of the fund balance as legally segregated for a specific use.

Resolution A special order of the City Council which has lower legal standing than an Ordinance.

Revenue Bonds A type of bond usually issued to construct facilities. The bonds are repaid from the revenue produced by the operation of facilities.

Single Audit An audit performed in accordance with the Single Audit Act of 1984 and Office of Management and Budget (OMB) Circular A-128, Audits of State and Local Governments. The Single Audit Act allows or requires governments (depending on the amount of federal assistance received) to have one audit performed to meet the needs of all federal grantor agencies.

Special Revenue Funds This fund type collects revenues that are restricted by the City, State, or Federal Government as to how the City might spend them.

Tax A tax is a levy imposed by a local government in conformance with the Government Code to raise revenue for public purposes. There are two types of taxes: general taxes are imposed for general governmental purposes, and special taxes are imposed for specific purposes.

Agenda Item Staff Report
To: Honorable Mayor and Members of City Council
For the Meeting of June 27, 2023
From: Chris Constantin, City Manager
Prepared by: Genevieve Amaro, Management Aide
Subject: Discussion and Consideration to Approve Parking Time Restrictions on Electric Vehicle (EV) Charging Stalls in Parking Lots Maintained by the City ___________________________________________________________________________

SUMMARY
Staff has received multiple complaints regarding vehicles parked in Electric Vehicle Charging stalls that were not actively using the charging system. To provide better access to meet the demand for Electric Vehicle charging, staff recommends that Council consider placing a 4- hour parking limit on EV charging stalls in City owned parking lots.

RECOMMENDATION
Staff recommends the City Council:
• Find that there is a lack of sufficient space to accommodate the operators of Electric Vehicles in Electric Vehicle parking stalls within all parking lots maintained or operated by the City and that the time of parking in such stalls should be limited so that everyone may have their fair turn.
• Limit parking time in Electric Vehicle parking stalls to 4 hours in parking lots maintained or operated by the City per the City adopted title 15 Chapter 64.010 of the Los Angeles County Vehicle and Traffic Code that provides authorization for Council to limit parking times in parking lots maintained or operated for the public by the City.

FISCAL IMPACT
There would be a minor fiscal impact as this would require enforcement by Parking Enforcement Officers. There would be negligible revenue generated by tickets issued to violators.

BACKGROUND

Electric Vehicle (EV) Charging Stalls in parking lots Maintained by the City Page 2 For the Meeting of June 27, 2023
Currently, the City maintains and operates fourteen (14) Level 2 charging stations within City boundaries (Figure 1 & 2). A Level 2 charger typically will charge a vehicle in about four (4) hours.

Depending on the vehicle’s maximum charge rate, charging can replenish between 12 and 80 miles of range per hour.

Figure 1 – City Maintained EV Charging Stalls located within a 1/2-mile radius of San Dimas City Hall.

Electric Vehicle (EV) Charging Stalls in parking lots Maintained by the City Page 3 For the Meeting of June 27, 2023
Figure 2 – 105 Via Verde EV Charging Station containing two (2) EV Charging Stalls.

DISCUSSION/ANALYSIS
Staff has received multiple complaints and reports of EV Charging stalls being used by individuals not charging vehicles and/or leaving their vehicles parked in the stall all day long. With the number of complaints received regarding EV Charging station demand, Staff recommends Council implement electric vehicle parking restrictions. By imposing a time restriction at the EV Charging Stations on Municipal lots the City will provide better access to charging stations.

The City has adopted the Los Angeles County Traffic Code in Chapter 10.04.010 of the San Dimas Municipal Code. Title 15 Chapter 64.010 of the Los Angeles County Vehicle and Traffic Code provides authorization for Council to limit parking times on city owned parking lots.

Los Angeles County Code

15.64.010 - Signs limiting parking time authorized when.

Whenever the board [City Council] finds that on any portion of the highway or of a private street or of any parking lot maintained or operated for the public by the county there is at any time lack of sufficient space to accommodate the operators of vehicles and that the time of parking should be limited so that everyone may have his fair turn, the commissioner shall erect and maintain adequate signs along such portion of the highway specifying the limitation on the time of parking. (Ord. 7540 § 1, 1959: Ord. 6881 § 3, 1956: Ord. 6544 Ch. 3 Art. 2 § 3202, 1954.) Due to the limited number of EV charging stalls available, the time restriction would provide access for more Electric Vehicles to charge.

ALTERNATIVES

Electric Vehicle (EV) Charging Stalls in parking lots Maintained by the City Page 4 For the Meeting of June 27, 2023
Council may decide not to limit the parking time at EV parking stalls. EV Charging would be available after an undefined amount of time when the stall is no longer being used for parking.

ENVIRONMENTAL REVIEW
This action is exempt from the requirements of the California Environmental Quality Act (CEQA) pursuant to Section 15061(b)(3) of the CEQA Guidelines because it can be determined with certainty that the parking time restrictions on EV parking stalls will not have a significant effect on the environment.

Respectfully submitted,
Genevieve Amaro
Management Aide

San Dimas Housing Authority
Agenda Item Staff Report
To: Housing Authority Board
For the Meeting of June 27, 2023
From: Chris Constantin, Executive Director
Prepared by: Brandon Slater, Associate Engineer
Subject: Approve the Appropriation of Funds and Award of Contracts to DJP Engineering, Geo-Advantec, Yowanto Engineering, and Orco Block Co. for Charter Oak Mobile Home Estates Masonry Wall Replacement Project, and Authorize Expenditure of an Amount Not to Exceed $50,000 for Relocation of an Existing Fire Hydrant and Related Work, for a Total Project Amount of $204,135.00, Including a Project Contingency of $25,000 ____________________________________________________________________________

SUMMARY
The Charter Oak Mobile Home Estates Masonry Wall Project would replace approximately 1300 linear feet of existing chain link fencing located along the North property line with a new block wall. This improvement would increase the security of the fence while providing an aesthetically pleasing wall for the residents in this community. The proposed project will use an estimated $204,135.00 of excess surplus funds in the Housing Authority Successor Fund 34, which must be spent by the end of fiscal year 2023-24.

RECOMMENDATION
Staff recommends that the Housing Authority consider and approve the following:

1. Appropriate a total budget of $204,135 for design, material procurement, fire hydrant relocation and associated water work for the Charter Oak Mobile Home Estates masonry wall project, from Fund 034.

2. Authorize City Manager to execute a contract for the design of the Charter Oak Mobile Home Estates masonry wall project with DJP Engineering, Inc. for $42,040 in a form approved by the City Attorney.

3. Authorize City Manager to execute a contract for the geotechnical site investigation and report for the Charter Oak Mobile Home Estates masonry wall project with GeoAdvantec, Inc. for $14,595 in a form approved by the City Attorney.

Charter Oak Mobile Home Estates Masonry Wall Project Page 2 For the Meeting of June 27, 2023

4. Authorize City Manager to execute a contract for the photometrics and lighting design for the Charter Oak Mobile Home Estates masonry wall project with Yowanto Engineering, Inc. for $2,500 in a form approved by the City Attorney.

5. Authorize the expenditure of an amount not exceed $50,000 on Fire Hydrant Relocation Work and associated domestic water service work.

6. Authorize City Manager to execute a Vendor Agreement with Orco Block Co., Inc. not to exceed $70,000 for purchase of masonry block in a form approved by the City Attorney.

FISCAL IMPACT
The proposed project will use an estimated $204,135.00 of excess surplus funds in the Housing Authority Successor Fund 34, which must be spent by the end of fiscal year 2023-24. The total design project budget would be as follows:

Site Survey/Design Wall (DJP) $26,280.00
Geotechnical Design (Geo-Advantec) $14,595.00
Photometrics and Lighting Design $2,500.00
Hydrant Relocation Plan, Domestic
Backflow Valve Assembly Maintenance
Plan, and Domestic Services Valve
Assembly Replacement Plan
$15,760.00
Design Contingency $25,000.00
Design Project Budget: $84,135.00
Incorporating the fire hydrant relocation and associated domestic water maintenance work as well as purchasing the block material ahead of the construction the current project budget would be as follows:

Hydrant Relocation and associated
domestic water service work. $50,000.00
Purchase of block material for masonry
wall $70,000.00
Construction/Material Budget: $120,000.00
The total budget would be $204,135 for design, material procurement and fire hydrant relocation and associated water work of the Charter Oak Mobile Home Estates masonry wall project. The total construction project budget expenditure for Charter Oak Mobile Home Estates Masonry Wall Project to be determined after receiving formal bids for the project.

BACKGROUND
The Charter Oak Mobile Home Estates Masonry Wall Project would replace approximately 1300 linear feet of existing chain link fencing along the north property line with new slump stone block wall. The block wall would be approximately six feet tall with a two-foot-high wrought iron attachment and include pilasters spaced per the design recommendations. Due to the conflicting existing lighting and limited space, new lighting will be incorporated into the wall and must be included in the wall design. One conflicting fire hydrant will be relocated to make space for the

Charter Oak Mobile Home Estates Masonry Wall Project Page 3 For the Meeting of June 27, 2023
wall footing. These improvements would increase the security of the fence and provide additional lighting while providing an aesthetically pleasing fence for the residents in this community.

Charter Oak Mobile Home Estates residents have requested additional lighting and a more secure fence along the North Property line adjacent to Metrolink Right of Way. This project would help mitigate some of these concerns while increasing the aesthetics of the community.

DISCUSSION/ANALYSIS
Staff anticipates having the design of the wall completed by early July. The design challenges include accounting for railroad proximity, existing soil conditions, conflicting utilities including a storm drain headwall and include the need to limit work within the railroad right of way. The Charter Oak Mobile Home Estates Masonry Wall Project design will require review from Southern California Regional Rail Authority (SCRRA) and the California Department of Housing and Community Development (HCD). To expedite the process both reviews will be concurrent with the bid process.

Request for quotes for the hydrant relocation and associated water work was sent to six contractors including Doty Bros. Construction Company, Big Ben Engineering, Cerco Engineering Inc., Delta Pipeline Inc., and J.A. Salazar Construction. The conflicting hydrant will be required to be relocated prior to construction of the masonry wall footing. To expedite the project, Staff recommends starting the required fire hydrant relocation ahead of the wall project. Other associated water service maintenance work may be included with the fire hydrant relocation.

Slump Stone block (8 in height) la paz color was selected as the preferred material for the wall by Community Development. Orco Block Company, Inc. is the sole supplier of 8” height slump stone block material in Southern California. Thus, the material purchase will be a sole source contract as allowed by the San Dimas Municipal Code.

ALTERNATIVES
The Housing Authority may choose to not authorize the budget for the Charter Oak Mobile Home Estates Masonry Wall Project. The restricted funds could be used to complete other future Housing Maintenance repairs or improvements.

ENVIRONMENTAL REVIEW
This item is Categorically Exempt under the California Code of Regulations, Title 14, Section 6, Chapter 3, Article 19, Section 15301 Existing Facilities Class 1 operations which consists of the operation, repair, maintenance or minor alteration of existing public or private facilities involving negligible or no expansion of existing or former use.

Respectfully submitted,
Brandon Slater
Associate Engineer

CITY OF SAN DIMAS

MEMORANDUM
DATE: June 20, 2023
TO: Honorable Mayor and Members of City Council
FROM: Chris Constantin, City Manager
SUBJECT: Continuance of Boards Commissions and Committees Updates At the regular City Council meeting of June 13, 2023, by unanimous consent the City Council, moved to hear this item at the June 27, 2023 regular meeting. The attached staff report will be presented to the Council for consideration.

Agenda Item Staff Report
To: Honorable Mayor and Members of City Council
For the Meeting of June 13, 2023
From: Chris Constantin, City Manager
Prepared by: Debra Black, City Clerk
Subject: Consideration, Review and Direction on Amendments to the City’s Boards, Commissions, and Committees Handbook
____________________________________________________________________________

SUMMARY
The City Council requested staff bring back the Boards, Commission, and Committee Handbook with the revisions discussed by Council at the February 4, 2023, Study Session for discussion and adoption. At the March 14, 2023, Regular Meeting the item was continued to a future date for more discussion.

RECOMMENDATION
Staff request the City Council:
• Adopt Resolution 2023-14 approving the proposed revisions and updates to the BCC’s Handbook identified at the February 4, 2023, Study Session.

FISCAL IMPACT
There is no fiscal impact for the recommended action.

BACKGROUND
On March 30th and April 13th, 2021, the City Council met to propose revisions to the Handbook. City staff utilized the discussion to formulate language changes to the Handbook. During the April 27, 2021, City Council meeting, the complete Boards, Commissions, and Committees Handbook was approved with revisions and set in place a practice for annual reviews.

At the February 22, 2022, City Council meeting, Council requested staff bring back a discussion of the Boards, Commissions, and Committees Handbook now that the City of San Dimas was moving from at-large to district elections. Additionally, Councilmembers requested that City staff

City’s Boards, Commissions, and Committees Handbook Page 2 For the Meeting of June 13, 2023
conduct a survey of other jurisdictions to ascertain how other cities make appointments to commissions. The item was agendized for the April 12, 2022, City Council meeting where Councilmembers Vienna and Bertone requested the item be tabled while the City completed the districts transition after the election.

On February 4, 2023, the City Council met to review proposed changes. The agreed upon changes can be found in (Attachment 1) of this staff report. During the discussion on February 4, 2023, Council agreed to provide an opportunity for the Chairs of the Parks and Recreation Commission and Senior Commission to weigh in on the composition of the BCC’s. Any changes as a result of the information provided by the Commission Chairs can be incorporated to the proposed BCC Handbook at Council direction.

At a March 14, 2023, Study Session, Council discussed consideration of merging the Development Plan and Review Board (DPRB) into the Planning Commission and delayed the discussion on establishing an Arts & Culture Commission. Staff will provide a report at the June 27th, 2023, meeting for discussion on the DPRB and Planning Commission.

DISCUSSION/ANALYSIS
The purpose of this agenda item is for the City Council to adopt revisions to the BCC Handbook that were discussed and agreed upon at the February 4, 2023, meeting. At this meeting, the Council discussed the implications of moving to District based nominations and appointments.

Below are a few details that were considered for the discussion on the nominations/appointments process:

1. Cities that have moved to district-based nomination/appointments have populations that are two to four times larger than San Dimas, and have larger resident pools to pull from for qualified candidates,

2. How would the City respond to ensure all commission positions are filled, with smaller candidate pools?

3. What role does the entire Council have in selecting, interviewing, and approving a commissioner candidate?
As specified in the attachments, there were a number of changes recommended to the BCC Handbook which included:

Equestrian, Parks and Recreation, Public Safety, Senior Commission, Planning Commissions composition changed to five members.

Section II B - Add City Manager is an ex officio member of all Commissions, Committee or Boards created by the City Council or established by state law, with the right to participate in all deliberations or actions by such Commissions, Committees or Boards
Section II B - changed staff liaison from Assistant City Manager to Director of Parks and Recreation
Section II B - to five Commissioners with non-voting Youth Commissioner Section II B - deleted Youth Commissioner language
Section II E - added designee
Section II F - update to five members

City’s Boards, Commissions, and Committees Handbook Page 3 For the Meeting of June 13, 2023
Section IV A - changed to include nominations from each Councilmember Section IV A - added voter registration requirement
Section IV B - changed terms of office to two full terms for all Commissions, Committees or Boards
Section IV B - added term language for DPRB
Section IV D - Appointment of Employee’s Relative added parent Section IV G - updated title to Resignation and Removal Section IV G - added vote requirement for removal
Section IV H - changed unexcused absences to two
Section IV H - added attendance report requirement
Section IV J - added must be included in budget and pre-approved Section IV K - added AB1234 and AB1661 language
Section IV L - updated to Rosenberg’s Rules
Section V K - deleted requirement to have attended meeting to approve minutes
Section V K - added except for clerical errors
Section VI B - deleted Councilmember Liaison
Section VI B - added requirement for Chairs to present an annual report to City Council
Section VII B - added language public not required to identify themselves At the conclusion of the February 4, 2023, meeting, Council directed staff to bring the revised BCC Handbook back to Council for adoption.

ENVIRONMENTAL REVIEW
Pursuant to CEQA guidelines Section 15061 (b)(3), CEQA does not apply to this item because there is no potential for causing a significant effect on the environment. Therefore, no additional environmental review is needed at this time.

Respectfully submitted,
Chris Constantin Debra Black
City Manager City Clerk
Attachments:

1. Current Handbook with Suggested Revisions

2. Resolution 2023-14

Revision 4 1 March 2023

COMMISSIONERS HANDBOOK

TABLE OF CONTENTS
INTRODUCTION 41
PURPOSE OF COMMISSIONS 41
SECTION I: GENERAL INFORMATION ABOUT SAN DIMAS 63
A. HISTORY OF SAN DIMAS 63
B. THE CITY’S MISSION STATEMENT 74
SECTION II: CITY GOVERNMENT STRUCTURE 5
A. CITY COUNCIL 5
B. CITY MANAGER 5
C. CITY ATTORNEY 5
D. CITY CLERK 5
E. ADMINISTRATIVE SERVICES DEPARTMENT - CITY TREASURER 96 F. DEPARTMENT OF COMMUNITY DEVELOPMENT AND 96

DEPARTMENT OF DEVELOPMENT SERVICES
G. DEPARTMENT OF PUBLIC WORKS 96
H. DEPARTMENT OF PARKS AND RECREATION 107
I. PUBLIC SAFETY 10
SECTION III: COMMISSIONS COMMITTEES AND BOARDS 118
A. DEVELOPMENT PLAN REVIEW BOARD 119
B. EQUESTRIAN COMMISSION 129
C. PARKS AND RECREATION COMMISSION 129
D. PLANNING COMMISSION 1210
E. PUBLIC SAFETY COMMISSION 1310
F. SENIOR CITIZENS ADVISORY COMMISSION 1310
G. GOLF COURSE ADVISORY COMMITTEE 1311
SECTION IV: PERTINENT INFORMATION 152
A. NOMINATIONS AND APPOINTMENTS 1512
B. TERM OF OFFICE 1612
C. APPOINTMENT OR ELIGIBLITY OF FORMER EMPLOYEEES 1713
D. APPOINTMENT OF EMPLOYEE’S RELATIVE 1713
E. APPOINTMENT OF RELATIVES OF CITY COUNCIL OR CITY

MANAGER
1713
F. COMMISSION SEEKING PERSONAL INTEREST OR BENEFIT 1814 G. RESIGNATION 1814
H. ATTENDANCE 1814
I. BENEFITS 1814
J. INCIDENTAL EXPENSES 1814
K. ETHICS TRAINING 1915
L. ROSENBERG’S RULES 19
ATTACHMENT 1

Revision 4 2 March 2023
SECTION V: OPERATING PROCEDURES 2116
A. REGULAR MEETINGS 2116
B. ADJOURNED MEETINGS 2116
C. SPECIAL MEETINGS 2116
D. QUORUM 2116
E. RALPH M. BROWN ACT 2116
F. FORMAL PUBLIC HEARING 2217
G. HEARING PROCEDURES 2217
H. MOTIONS 2318
I. ADJOURNMENT 2419
J. AGENDA 2419
K. MINUTES 2419
L. AGENDA PACKETS 2520
M. POLITICAL REFORM ACT 2520
N. CITY OF SAN DIMAS MUNICIPAL CODE 2520
O. AREA OF INTEREST 2520
P. SUB-COMMITTEES 2621
Q. ROLE OF CHAIR 2621
SECTION VI: RELATIONSHIPS 2722
A. INTERACTION WITH STAFF 2722
B. INTERACTION WITH CITY COUNCIL 2823
C. INTERACTION WITH THE PUBLIC 2823
SECTION VII: COMMISSION EFFECTIVENESS 3025
A. FUNCTIONS AND BEHAVIORS 3025
B. EFFECTIVE CONFLICT MANAGEMENT 3126
SECTION VIII: APPROVALS AND MODIFICATIONS 3328
CONCLUSION 28
APPENDIX 3429

DEVELOPMENT PLAN AND REVIEW BOARD

EQUESTRIAN COMMISSION

GOLF COURSE ADVISORY COMMITTEE

PLANNING COMMISSION

PARKS AND RECREATION

PUBLIC SAFETY COMMITTEE

SENIOR CITIZEN COMMISSION
ROSENBERG’S RULES OF ORDER
ROSENBERG’S RULES OF ORDER RALPH M. BROWN ACT
RALPH M. BROWN ACTREVISIONS

Revision 4 3 March 2023

INTRODUCTION
The quality of life and public safety is a major interest of San Dimas residents and the City Council. Commissioners provide an invaluable service in achieving a comfortable and safe community. Your advice will be welcomed by the City Council, City Manager and the director of the departmentdepartment director with which you are affiliated.

The Commission Handbook has been prepared to aid in orienting you to the functions and activities of the advisory position to which you have been appointed. The handbook is designed to contribute to your general knowledge and understanding of public affairs and to aid you in fulfilling your commission responsibilities.

A Commission, Board or standing Committee is established by ordinance or resolution to serve as an on-going advisory group to facilitate public input and citizen participation in the operations of the City. The City Council has the final decisionmaking authority on any most issues dealing with service delivery and the expenditure of city funds.

Appointment to a Commission, Committee, or Board is a privilege and an honor which signifies the City Council’s confidence in your desire to participate and serve. It demonstrates the Council’s desire to have the benefit of your guidance and participation in the discussion of City operationsmatters that impact the quality of life and operations of the City.

As a member of one of the City’s Commissions, Committees or Boards you will focus upon community needs that require your understanding, dedication, enthusiasm, vision, and experience.

As an advisor to the City Council, you must be continually aware that the decisions formed by that body, even after receiving and evaluating your recommendations, are not easily made. The Council has the ultimate political and legal responsibility for the conduct of local government and the welfare ofthe entire community. Yours is an important role in assisting the City Council to fulfill its obligations to our citizens.

Participation on a Commission or Committee can be a satisfying and challenging experience, as well as a responsibility. It provides an opportunity to become intimately aware of the operating policies and issues of municipal government in general, and of a specific departmental unit, and programmatic areas within the purview of your respective Commission, Committee, or Board. It personifies citizens’ participation in their community. It gives you an opportunity to play a vital role in the communication process between citizen and elected representatives.

A challenging and meaningful experience awaits you! Immediate satisfaction should come from the sense of a coordinated effort in sharing your thoughts and

PURPOSE OF COMMISSIONS

Revision 4 4 March 2023
insights with those of your fellow commissioners as you deal with a variety of conditions, issues, and situations in our City.

Even more rewarding, satisfactions will come as you learn more of the City operations, its of the City’s responsibilities, and how to be an effective participant in your city government. It must be recognized that not all of the recommendations made by the advisory Commissions, Committees, or Boards will be accepted. Recommendations are generally advisory, and Ddeclining the Commission’s advice in a given situation does not imply lack of confidence or disinterest in the advisory bodies’ decisions. Those receiving the advice must weigh it against other information and considerations as they reach the decisions for which they are ultimately responsible.

Revision 4 5 March 2023

SECTION I
A. HISTORY OF SAN DIMAS
The City of San Dimas is a general law city incorporated on August 4, 1960, located approximately 30 miles east of Los Angeles. The city has a four-member City Council and Mayor elected by direct vote of the people. The City is approximately 15 square miles in area with a population of approximately 36,000. The City has a CouncilManager form of government.

San Dimas is a community whose historical roots go deep into the nineteenth century.

The first Americans arriving in the locality presently known as San Dimas were a band of explorers headed by Jedediah Strong Smith who camped at a cienega, later called Mud Springs, in 1826. In 1837, two Spanish Dons, Ignacio Palomares and Ricardo Vejar, came into these vast semi-arid and wilderness pastures. Their immense land grant was christened Rancho San Jose and was range for great herds of cattle.

Outlaws operating from inaccessible haunts in a canyon often made raids on these cattle, and Palomares, expressing his anger, referred to the outlaws as Dismas, the repentant thief on the cross. The Don’s allusion suggested a name for the canyon – “San Dimas Canyon.” The City of San Dimas assumed its name from the canyon.

Since its incorporation in 1960, the thoughtful and steady growth of San Dimas has transformed the City from an essentially rural to a well-balanced community offering industrial, commercial, and residential living.

An abundance of recreational facilities, including the 2,500-acre Frank G. Bonelli recreational area which lies within city boundaries, popular San Dimas Canyon Park, and nine neighborhood parks are available to citizens of San Dimas. City services are provided on an economical yet highly efficient basis. In addition, the school district is effectively working on the dual challenges of providing first-class education today, while laying the foundations for tomorrow’s ever-increasing educational demands.

An impressive, state-of-the-art civic center houses all departments of city services, as well as providing meeting rooms for various community activities. The San Dimas Civic Center includes the City Hall, Stanley Plummer Community Building, the Senior Citizen/Community Center, and the Los Angeles County regional library. The expanded civic center includes a post office, Sheriff’s Station, Fire Station and City Maintenance Yard.

GENERAL INFORMATION ABOUT SAN DIMAS

Revision 4 6 March 2023
B. THE CITY’S MISSION STATEMENT
In December, 1986, the City Council adopted a Mission Statement which guides and directs the policies of the City Council and day-to-day operations of City employees.

The City of San Dimas is committed to excellence in the planning of the community with due consideration for the physical and social environment. The City Council and all city employees are committed to well-maintained facilities and to being responsive to the needs of residents by
providing necessary programs.

The City recognizes that its function is to serve the San Dimas residents and businesses and to address their
concerns in a cooperative and courteous manner. San
Dimas acknowledges that the community has a character
which is enhanced by the preservation of its history,
historical buildings, and terrain. The City serves as a resource giving all people a sense of belonging to the City through programs, organizations, and activities.

Revision 4 7 March 2023

SECTION II
A. CITY COUNCIL
The residents elect four of their fellow citizens to the City Council for overlapping fouryear terms. The Mayor is directly elected for a two-year term. The Mayor presides at the City Council meetings and has one vote in the Council, the same as the other four members.

The City Council is the legislative body that makes all policy determinations for the City through the enactment of ordinances and resolutions. The City Council also adopts an annual budget to determine how the City will obtain and spend its funds; appoints all members to advisory boards and committees; the Mayor and Councilmembers represent the City on public and ceremonial occasions; and members carry out a great variety of other municipal responsibilities.

The City Council meets the second and fourth Tuesday of each month at 7:00 p.m. in the Council Chambers. The Council meetings are broadcast live and re-broadcast on KWST, Channel 3. They are also available on KWST Video on Demand library, Live Streaming and On-Demand Internet Streaming.

B. CITY MANAGER
The City Manager is appointed by the City Council and is the chief administrative officer of the City. It is the City Manager’s responsibility to manage, direct, and coordinate the municipal services and business affairs of the City. The City Manager is responsible for the enforcement of all ordinances passed by the City Council and directs the various departments in the execution of Council policies. In order to keep the Council advised of the needs of the City, the City Manager makes or initiates studies on a multitude of issues and presents to the City Council alternative recommendations and solutions.

The City Manager also is responsible for the preparation and presentation of the annual budget to the City Council for its review and adoption.

The City Manager is an ex officio non-voting member of all Commissions, Committees, or Boards created by the City Council or established by state law, with the right to participate in all deliberations or actions by such Commissions, Committees, or Boards.

C. CITY ATTORNEY
The City Attorney is appointed on a contract basis by the City Council. The City Attorney acts as legal advisor to the City Council, City Manager, the various City Departments and all City Commissions, Committees, and Boards. The City Attorney prepares and approves for legality all proposed city ordinances, resolutions, contracts, and other legal documents.

D. CITY CLERK
The City Clerk is appointed by the City Manager. The City Clerk administers the cityGOVERNMENT AND STRUCTURE

Revision 4 8 March 2023
wide records management program and is responsible for the care and custody of all official records and documents of the City. Those records include all City and Agency deeds, contracts, leases, ordinances, resolutions, minutes, and the Municipal Code.

The office publishes public notices and ordinances as required by law and assists staff and public in researching information. The City Clerk manages public inquiries and relationships and arranges for ceremonial and official functions.

The City Clerk is the local official who administers democratic processes such as elections, access to city records, and all legislative actions ensuring transparency to the public. The City Clerk and City Attorney act as the compliance officers for federal, state, and local statutes including the Political Reform Act, the Brown Act, and the Public Records Act.

E. ADMINISTRATIVE SERVICES DEPARTMENT & CITY TREASURER
Administrative Services includes Finance, Budget, Accounting, Human Resources, Information Technology, Franchise and Contract Management, Risk Management, Overnight Parking, Transportation, and Economic Development.

The City Treasurer is responsible for managing the City’s financial resources.

F. DEPARTMENT OF COMMUNITY DEVELOPMENT AND DEVELOPMENT

SERVICES
The Community Development Services Department includes: planning, building and safety and code enforcement. The Planning Division is responsible for long-term planning of the community, development review, subdivision review, and environmental review. The City Engineer provides civil engineering services for the City, such as reviewing proposed construction, drainage, and setting standards for infrastructure (e.g. streets and storm drains). The Building & Safety Division is responsible for administering and enforcing the Uniform Building Codes and the construction section of the San Dimas Municipal Code to ensure minimum standards to protect life and property through plan checks, permit issuance, and inspection. The goal of the City’s Code Enforcement program is to promote and maintain a quality living environment for residents. City Codes are developed to promote the health, safety, and welfare of the public. The department also is involved in special projects, such as open space preservation.

G. DEPARTMENT OF PUBLIC WORKS
The Department of Public Works is responsible for administering the City’s Public Works program and providing engineering functions. The Department is divided into two divisions: Engineering and Maintenance.

The Engineering Division is primarily responsible for the design, preparation and checking of plans for all facilities within streets’ rights-of-way, including those within private developments, and City-owned property. The Division prepares necessary plans, designs and specifications involving streets, storm drains, sewers, parks, and parkways.

The Maintenance Division maintains the cleanliness of all public streets, alleys, and Page 370 – 541 Revision 4 9 March 2023
storm drains, and is responsible for the maintenance and repair of City streets, sidewalks, curbs, and gutters. The Division is also responsible for the upkeep of City vehicles and equipment.

H. DEPARTMENT OF PARKS AND RECREATION
The Department is comprised of three divisions: Recreation Services, Landscape Maintenance, Community Forest, and Facilities Maintenance.

The Recreation Services activities include recreation classes for adults and children, adult and youth sports programs, teen and senior citizen programs, special events, and excursions. The City’s Swim and Racquet Club is the responsibility of this department, as is scheduling of the SportsPlex, a major athletic facility located at San Dimas High School.

The Facilities Maintenance Division cares for all city buildings, including routine custodial care and preventative maintenance as well as the scheduling and reservation of public rooms.

The Landscape Maintenance Division is responsible for the upkeep of all City parks, trees, parkways, medians, and grounds landscaping.

I. PUBLIC SAFETY
Law enforcement services are provided to the City of San Dimas by contract service with the Los Angeles County Sheriff’s Department. As a part of that service, the Sheriff’s Department maintains a station here in San Dimas, located at 270 S. Walnut Avenue.

Law enforcement services provide patrol operations, special assignment deputies, traffic enforcement, crime prevention activities, helicopter service, investigations, and jail operations. Additionally, the City has deployed Flock license plate reading cameras to leverage technology in protecting the community.

Fire services in the City of San Dimas are provided by the Los Angeles County Fire Department through its Fire District with dedicated property tax assessment. The Department provides full fire protection services including air and wildland fire support, emergency medical, and fire prevention. The Department also has countywide resources that may be called upon if needed.

Regional emergency planning and operations are performed by a regional arrangement with Area D Disaster Management. Area D provides coordination, training, and response assistance before, during, and after an emergency event or disaster. The City also created a Community Emergency Response Team with formal recognition as disaster service workers to support City efforts to prepare and respond to emergencies. The City maintains a Safety Element within its General Plan which supports the organization of residents to prepare for disasters.

Revision 4 10 March 2023

SECTION III
The City highly values the input and participation of its community members serving on a Commission, Committee, and Board, and it is beneficial to provide actionable input to the City Council and City staff. To this end, the scope of each Commission, Committee, and Board will be interpreted broadly, and the input, perspective, and recommendations of each Commission, Committee, and Board should be weighed and considered by the City Council and City staff.

The City Council is assisted by seven citizen advisory commissions, committees, and boards. These bodies are charged with the following responsibilities:
• Advise the City Council and City Manager on matters within their area of responsibility and interest, as prescribed by the City Council and its ordinances and resolutions.
• Help focus attention on specific issues and concerns within their scope of responsibilities and recommend actions and alternatives for Council consideration.
• Act as channels of communication and information between City government, the general public, and interest groups.
• Consider a variety of viewpoints and determine a consensus to provide direction toward achievement of citywide goals and objectives.
• Encourage broad citizen participation in the definition and formulation of City goals and actions for their achievements.

Each Commission shall have a nonvoting position for any interested student applicant who is a resident in the City of San Dimas staring at age 16 but under the age of 21. They will serve one-year term increments from date of appointment and will be selected by City Staff in collaboration with the local schools:

The Commissions, Committees, and Boards and their meeting schedules are as follows:

A. DEVELOPMENT PLAN REVIEW BOARD
The Development Plan Review Board (DPRB) reviews applications for site design, makes recommendations to the Planning Commission regarding the approval or disapproval of architectural elevation and conceptual landscaping plans for development projects and approves final working drawings consisting of site plans, elevations and various architectural drawings, and suggests modifications or imposes conditions in accordance with the standards set forth in the City’s Municipal Code (Title

COMMISSIONS COMMITTEES AND BOARDS

Revision 4 11 March 2023
18 beginning at Section 18.12.020). The Code charges the DPRB with ensuring that development preserves the rural character and natural beauty of the City and complies with the requirements of the Municipal Code and the General Plan.

DPRB also functions as the License and Permit Hearing Board of the City and has the power to grant all permits required by Chapters 5.28, 5.32, 5.36 and 5.68 of the Municipal Code and to revoke or suspend any permit or license granted by DPRB.

The DPRB includes four public members, including one Planning Commissioner, one member appointed by the Chamber of Commerce and two members appointed by the City Council. The other members of the Board are the City Manager, Director of Community Development and Director of Public Works or their designee. The staff liaison to the DPRB is the Senior Planner.

B. EQUESTRIAN COMMISSION
The Commission shall review and make recommendations to the City Council concerning issues that impact the equestrian community; reviews the City’s equestrian trail system and recommends improvements and new trails.

The Commission meets on the first Tuesday of odd months, at 6:00 p.m. in the Council Chambers Conference Room.

The Commission shall consist of five members who will be appointed to two-year terms with a maximum length of service of three two full consecutive terms. The staff liaison to the Commission is the Assistant City ManagerDirector of Parks and Recreation..

C. PARKS AND RECREATION COMMISSION
The Commission reviews plans and programs relating to existing and new parks; and makes recommendations to the City Council regarding the development of recreation activities within the community.

Commission meetings are held on the third Tuesday of odd months, at 6:00 p.m., in the Senior Citizen/Community Center meeting room.

The Commission consists of seven five Commissioners, six all of whom, who will be appointed to two-year terms with a maximum length of service of three two full consecutive terms.. The seventh commissioner will be a Youth Commissioner who serves one-year term increments. The Youth Commission will be selected by City staff in collaboration with local schools. The staff liaison to the Commission is the Director of Parks and Recreation.

D. PLANNING COMMISSION
The Planning Commission participates in the administration of the zoning laws and policies of the City. The Commission makes recommendations to the City Council regarding land use, zoning; reviews proposed development projects, and advises as to the overall development and maintenance of the General Plan of the City. The Commission also conducts necessary public hearings to administer the planning laws and policies of the City and acts on applications for zoning amendments, conditional Page 373 – 541 Revision 4 12 March 2023
use permits, variances, subdivisions, and other related functions as may be assigned by the Council. The Commission’s powers and duties are specifically enumerated in State planning law (Government Code Section 61500 et seq.) and in the City’s Municipal Code (Section 2.40).

There are five members of the Planning Commission who serve two-year terms with no maximum length of service. The regular public meetings of the Planning Commission are held the first and third Tuesdays at 7:00 p.m. in the Council Chambers. The staff liaison to the Commission is the Director of Community Development.

E. PUBLIC SAFETY COMMISSION
The Commission receives presentations and updates on a variety of public safety topics offering their observations and thoughts; enlists and represents the community interest to support the work of law enforcement, crime prevention, and other public safety issues.

The Commission generally meets the third Tuesday of odd months, at 5:30 p.m. in the Council Chambers Conference Room.

The Commission is composed of five members appointed by the City Council and two members that serve as members of the San Dimas Sheriff’s Station Civilian Advisory Board. Commissions are appointed to two-year terms with a maximum length of service of three two full consecutive terms, including appointees from the Civilian Advisory Board. The staff liaison to the Commission is the City Manager or designee.

F. SENIOR CITIZENS ADVISORY COMMISSION
The Commission shall review plans and programs for all activities relating to senior citizens; and make recommendations to the City Council on appropriate policies and programs to involve and to benefit senior citizens throughout the community.

The Commission meets the first Thursday of odd months of the year, at 6:00 p.m. in the Senior Citizen/Community Center meeting room.

The Commission shall consist of nine five members who shall be appointed to two-year terms with a maximum length of service of three two full consecutive terms. The staff liaison to the Commission is the Director of Parks and Recreation.

G. GOLF COURSE ADVISORY COMMITTEE
The Committee receives presentations and updates regarding the operations of the San Dimas Canyon Golf Course. They may make recommendations to the City Council regarding the operation of the Golf Course and Clubhouse and coordinates with the lessee responses to customer complaints regarding the maintenance, condition, and operation of the golf course, as needed.

The Committee consists of three members of the Recreational Facilities Authority; two representing the City of San Dimas and one representing the City of La Verne and two Page 374 – 541 Revision 4 13 March 2023
public members appointed by the San Dimas City Council. At their discretion, the Cities may appoint an elected official or public member to serve as an alternate.

The two public members of the Committee shall be eligible to serve three two consecutive two-year terms, with reappointment to be confirmed by Council at the conclusion of each term.

The Committee meets quarterly, at the San Dimas Canyon Golf Course on the third Tuesday of January, April, July and October at 7:30 a.m. The staff liaisons to the Committee are the City Manager and the Director of Parks and Recreation.

Revision 4 14 March 2023

SECTION IV
A. NOMINATIONS AND APPOINTMENTS
Applications for commission, committee, and board appointments must be submitted to the City Clerk’s office on the form established by the City Clerk. A separate application is required for each body to which the applicant is seeking appointment. Applications are maintained by the City Clerk’s office in an active status for beginning one yearthe calendar year in which they were submitted or the following calendar year if the application was received after November 1st, after which time they become inactive and new applications must be submitted if the applicant still wishes to be considered for appointment. Each application will be posted to the City’s website for public review.

Effective upon approval of this Handbook and expiring on September 1, 2023, all commission, committee, and Board appointments will end on August 31, 2023. All Commission, Committee, and Board appointments will be determined by a process identified by the City Council and provided as follows:.

1. For a commission, committee, and board whose membership includes five City Council appointed positions (Equestrian, Parks and Recreation, Planning, Public Safety, and Senior Citizen commissions), each member of the Council shall nominate an individual for appointment to each respective commission, committee, and board.
a. All appointments will be made at the 2nd City Council meeting in August, with a September 1st, effective date.
b. Applications will be submitted by potential appointees in the manner established in Section IV.A of this Handbook and the City Clerk. c. Applications will be listed in a City Council agenda packet as a nominated and to be appointed applicant. Applicants vital information will be redacted. d. Each respective City Councilmember making such a nomination will interview the applicant prior to consideration.
e. All appointments listed on a City Council agenda will be considered as one action and not separated. In the case a member of the City Council desires to remove an individual from appointment consideration, a member will motion for removal, second, and affirmative vote of the City Council with no less than three (3) votes. If Council rejects a Councilmembers 1st nomination a 4/5ths vote is needed to reject the second nomination or any subsequent nominations.

2. For all other commissions, committees, and boards whose membership does not include five City Council appointed positions (DPRB, Golf Course Advisory, or other commission, committee, and board not listed), each appointment shall be set as follows:
a. All appointments will be made at the 2nd City Council meeting in August with a September 1st effective date.
b. Applications will be submitted by potential appointees in the manner

COMMISSIONS, COMMITTEES AND BOARDS

Revision 4 15 March 2023
established in Section IV.A of this Handbook and the City Clerk. c. The Mayor will interview each candidate and make a recommendation to the City Council for consideration for appointment, the application will be listed on a City Council agenda as a nominated and to be appointed applicant, and the recommendation will be presented to the City Council. Applicants vital information will be redacted.
d. All appointments listed on a City Council agenda will be considered as one action and not separated. In the case a member of the City Council desires to remove an individual from appointment consideration, a member will motion for removal, second, and affirmative vote of the City Council with no less than three (3) votes.

When a vacancy occurs, a notice shall be published and applications solicited. . If the number of applicants does not exceed the number of commission vacancies, the application deadline may be extended. After completing interviews of the applicants, the City may choose to extend and continue the recruitment process. An applicant is appointed to fill that vacancy by the affirmative vote of the majority of the City Council.

Appointments to newly created advisory bodies are made in the same manner.

It should be noted that appointment to a some City commissions, committees, or boards is recognition of expertise and interest in a specific area as well as an honor bestowed upon a citizen. Members of an advisory body serve at the pleasure of the City Council and may be removed from their appointment at the Council’s sole discretion. The City Council can also adjust the number of commission seats as it sees fit. All appointees must be registered to vote in the City of San Dimas, or in their City of residence if the applicant is appointed to a body that accepts non-San Dimas appointees.

Pursuant to policy approved in 2001, members of a Commission, Committee, or Board cannot concurrently serve on two or more commissions.

B. TERM OF OFFICE
With the exception of the Planning Commission and Development Plan ReviewBoard, candidates are appointed to a term of two years and can serve a maximum of three terms or as otherwise specified under Section III. After serving twohree consecutive terms, Commission, Committee, or Board members must wait one year before being eligible to reapply for service on the same commission. If they serve one year or longer of an unexpired term, it is considered a term and therefore, are eligible to serve two additional terms.

Planning Commissioners are appointed to two-year terms; however, there are no limits to the number of terms that members may serve.

Development Plan Review Board members are also appointed to two-year terms; however, there are no limits to the number of terms that members may serve.– researching for term limit language for council appointments and CAB member – may need to add if nothing found Page 377 – 541
Revision 4 16 March 2023
The City Clerk shall notify the City Council of expiring terms of office for any member presently serving on a Commission, Board or Committee. Upon receipt and review, the City Council may reappoint an eligible member; fill the vacancy from an existing list of active applications; or direct the City Clerk to advertise the vacancy.

Revision 4 17 March 2023
C. APPOINTMENT OR ELIGIBILITY OF FORMER EMPLOYEES
To be eligible to serve on a Commission, Committee, or Board, former employees must wait one year after being discharged from regular or part time City service.

D. APPOINTMENT OF EMPLOYEE’S RELATIVE
It shall be the Commission applicant’s responsibility to disclose any relation to a current city employee., particularly in the city department the Commission serves. Employed relative is defined as a relation to either the Commissioner or the Commissioner’s spouse as follows:

Relative of Commissioner Relative of Spouse
Spouse Brother
Brother Sister
Sister Parent or Step Parent
Brother’s spouse Grandparent
Sister’s spouse Child or stepchild
Grandparent
Child or stepchild
Child or stepchild’s spouse
Parent or Step Parent
Furthermore, the Commission member shall agree to abstain from any discussion or recommendation on matters that may directly or indirectly benefit, influence, or affect their employee relative. Commission member shall not become involved in any way to seek influence on behalf of the employee relative or become involved in any way with the supervision or work performance of the relative employee. Failure to follow these requirements and guidelines may lead to the Commissioner being released from their appointment to the Commission.

E. APPOINTMENT OF RELATIVES OF CITY COUNCIL OR CITY MANAGER No relative of a member of the City Council or of the City Manager shall be appointed to or serve on any Commission, Committee or Board. If any such relationship arises, the Relative’s seat is immediately vacated. “Relative” shall be defined as a City Councilmember’s or City Manager’s:
- Spouse
- Sibling
- Child or Stepchild
- Child’s spouse
- Brother’s Spouse/Sister’s Spouse
- Parent/Parent-in-law
- Grandparent/ Spouse’s grandparent
- Grandchild
- Cousin
- Uncle or Aunt
- Nephew or Niece Page 379 – 541
Revision 4 18 March 2023
F. COMMISSION SEEKING PERSONAL INTEREST OR BENEFIT
A Commission member shall not seek any personal interest or benefit from their participation or service as a Commissioner. They must abstain from any discussion or recommendation on matters that may directly or indirectly benefit themselves, their local business, or the interest of any family member, friend or associate. Commission members are not to seek influence of other commissioners or the city staff to obtain any personal interest or benefit for themselves, family, friends or associates. Failure to follow these requirements and guidelines may lead to the Commissioner being released from their appointment to the Commission.

G. RESIGNATION AND REMOVAL
If an appointee resigns from office before the end of the term, a letter announcing the resignation shall be forwarded through the City Clerk to the Mayor. Copies will be forwarded to the City Council, the City Manager, and the commission, committee or board secretary.

The City Council may remove any member of a commission, committee, or board with a vote of three (3) City Councilmembers.

H. ATTENDANCE
It should be emphasized that regular attendance at meetings is critical to the effective operation of any commission, committee or board. Such attendance ensures a steady flow of communication and keeps everyone abreast of current topics under discussion.

As a result, a member may be removed when absent from threetwo meetings in a rolling year or when a pattern of repeated absences becomes apparent except in the case of illness or excused absences by prior permission of the commission, committee or board.consecutive meetings in a term or, when a pattern of repeated absences becomes apparent, except in the case of illness or excused absence by prior permission of the commission, committee, or board. Any removal is subject to ratification of the City Council. Nothing herein shall limit the City Council’s sole discretion to remove any member of any commission, committee, or board at any time for any reason pursuant to Paragraph A.

An attendance report will be prepared and submitted by the City Clerk’s Office quarterly to City Council. Three unexcused absences startsresults in the automatic removal of a commissioner and starts the recruitment process by the Councilmember who nominated such commissioner.

I. BENEFITS
Planning Commissioners shall receive a $50 per meeting stipend. No other Commissioners and Committee Members receive any monetary stipend. Members are covered by workers compensation while providing service as Commissioner or Committee appointee.

Revision 4 19 March 2023
J. INCIDENTAL EXPENSES
Any commission, committee, or board member who is required to travel in the performance of his or her duties, attend an authorized meeting or conference which isof benefit to the City shall be reimbursed for reasonable expenses incurred for transportation, meals, lodging and incidentals pursuant to the City’s Travel Reimbursement Policy and has been pre-approved through budget process. It should be noted that spouses will not be covered for any such expenses.

In the event that a member purchases an item(s), with prior approval from city staff, for the benefit of that commission, committee, or board, or for a City-sponsored activity or event, a receipt for that item(s) must be submitted before the member may be reimbursed. All reimbursement requests must be pre-approved by the senior staff member assigned to the commission, committee or board.

Officials should recognize that some expenditures may be subject to reporting under the Political Reform Act and/or other laws, or may be prohibited altogether. All city expenditures are public records subject to disclosure under the Public Records Act.

Planning Commissioners are required to file Form 700-Statement of Economic Interests (GC § 87200)
K. ETHICS AND OTHER TRAINING
In order to meet the requirements of California state law (AB 1234), the City Council and Planning Commissioners, as well as all appointed advisory members of any body of the City that is subject to the provisions of the Ralph M. Brown Act (“Open meeting law”) shall be required to receive no less than two hours of training in general ethics principles and ethics law at least once every two years, (or as frequently as the law may subsequently be amended to provide.) Newly appointed advisory members should complete the required ethics training within the first six months of appointment. Officials shall submit copies of their certification to the City Clerk within thirty (30) days of completion of the curriculum.

AB 1234, now California Government Code Section 53234 ,was signed into law on October 7, 2005. This law requires, among other things, that all local agencies that provide compensation, salary, or a stipend to, or reimburses the expenses, of members of a legislative body must provide Ethics Training to local agency officials by January 1, 2007, and every two years thereafter. The Council has determined such training shall be extended to and include all employees and members of advisory bodies, such as boards, commissions, and task forces.

Assembly Bill 1661, now California Government Code Section 53237, was signed into law on September 29, 2016. This law requires local agency officials to receive sexual harassment prevention training and education if the local agency provides any type of compensation to those officials, to be completed within the first year of appointment.

The law also requires an entity that develops curricula to satisfy this requirement to consult with the city attorney regarding its sufficiency and accuracy.

The City Council and Planning Commissioners, as well as all appointed advisory members of any body of the City will also be required to participate in training on

Revision 4 20 March 2023
Rosenberg’s Rules of Order, and Sexual Harassment within the first year of appointment.

Live training sessions are offered throughout the year and self-study courses are available through League of California Cities and the Fair Political Practices Commission online at www.cacities.org. and Local Officials Training Course.

Follow the directions below:
 Click on the Institute for Local Government tab at the top  Then select Ethics, Ethics Laws, and
 Click the self-study link on that page.

In addition, other training material and/or classes are available through the City Clerk’s Office. If you have questions whether or not to attend an Ethics Training session, Rosenberg’s Rules or Order, and/or Sexual Harassment training, please consult with your City staff liaison or City Clerk.

If you have questions whether or not to attend an Ethics Training session, please consult with your City staff liaison or City Clerk.

L. ROSENBERG’S RULES
Each commission, committee, and board will use Rosenberg’s Rules to perform their meetings efficiently and effectively. Staff liaisons will advise their respective commission, committee, and boards on the appropriate meeting rules.

Revision 4 21 March 2023

SECTION V
A. REGULAR MEETINGS (California Government Code § 54954) The commissions, committees, and boards will have an established meeting schedule for each year. Such meetings are considered regular meetings.

If it is known in advance that a quorum cannot be achieved, consideration should be taken to notify all members and persons interested in the business before the body. A notice must be posted by the secretary advising the public that the meeting had has been canceled due to a lack of quorum.

If it is known in advance that there is a lack of business for the commission, committee, or board to address, a regularly scheduled meeting may be canceled. A notice shall be posted by the secretary within 24 hours of the cancellation, informing the public that the next regularly scheduled meeting has been canceled due to a lack of business.

B. ADJOURNED MEETINGS (GC § 54955)
If for any reason the business to be considered at the regular meeting cannot be completed, the body may then adjourn to a specified time and location. A notice announcing the adjournment must be posted in the standard location within 24 hours of the adjournment. This type of meeting is referred to as an adjourned meeting.

C. SPECIAL MEETINGS (GC § 54956)
Special meetings are those called by the advisory body in order to discuss an important issue that needs to be addressed outside of the regular meeting date and time by delivering personal notice to each member and to the public press and posted in City Hall at least 24 hours in advance of such special meeting. A special meeting may be called by 1) the Chair and Staff Liaison or 2) by concurrence of a majority of the board, commission or committee membership.

D. QUORUM
A quorum consists of a majority of the members of the commission in attendance at a meeting. A quorum is required to conduct business at any meeting, whether or not it is a regular, adjourned, or special meeting. The Staff liaison or Chair should be notified if a member knows in advance that he or she will be absent.

E. RALPH M. BROWN ACT (GC § 54950 et seq)
The Brown Act is a state law enacted in 1953 that requires all local government business to be conducted in open and public meetings, with the exception of a limited number of defined subjects that may be discussed in a closed session of a local government body. Those exceptions to open and public meetings include, but are not limited to, discussions of personnel matters, pending, proposed or anticipated litigation with the City Attorney where open discussion would be detrimental to the City’s interest.

OPERATING PROCEDURES

Revision 4 22 March 2023
The purpose of the Brown Act is to facilitate public participation in local government decisions and to curb misuse of democratic process by secret legislation by public bodies.

The Brown Act applies to the legislative body including, but not limited to the City Council, Commission, Committee, or Directors, and shall include any board, commission, committee or other body on which officers of a local agency serve in their official capacity as members. It includes, but is not limited to, the Planning Commission, Equestrian Commission, Parks and Recreation Commission, Public Safety Commission, Senior Citizens Commission, Development Plan Review Board, Golf Course Advisory Committee, Oversight Board, and other ad-hoc or permanent boards or commissions of a local agency.

The Commission shall provide for the conduct of business by the Commission, the time and place for holding regular or adjourned meetings, and a brief description of each topic to be discussed. The agenda for the meeting must be posted in a public place in public view a minimum of 72 hours before a regular meeting and 24 hours prior to a special meeting. Furthermore, no discussion or action may be taken on those items which are not listed on the meeting agenda. No action may be taken on an item at any meeting without a quorum.

The Brown Act expressly prohibits serial meetings. Typically, a serial meeting is a series of communications, each of which involve less than a quorum of the legislative body, but which taken as a whole involves a majority of the body’s members. This would also include situations in which technological devices are used to connect people at the same time. Commissioners, Committee Members, and Board Members are also required to disclose any communication they have had regarding an agenda item.

Minutes of the proceedings must be taken to be entered into the public record.

F. FORMAL PUBLIC HEARING
A formal public hearing is one that must be conducted according to state laws or City ordinances and is designed to solicit comment from the general public.

An official Notice of Public Hearing will be published in a local paper of general circulation.

G. HEARING PROCEDURES
Hearings held by an advisory body should be fair and impartial. If a member is biased or has a personal interest in the outcome of the hearing, that member should disqualify himself/herself and not participate.

Persons and/or groups who may be affected by the subject of the hearing should be given sufficient notice of the time and place of the hearing and a reasonable opportunity to be heard. They may be represented by counsel and be permitted to present oral and documentary evidence. They should also be permitted to rebut any statements made by others.

Revision 4 23 March 2023
At the appropriate time, the chair should open the hearing and explain to the audience the hearing procedures. If there are numerous persons who would like to participate, and all represent the same views and opinions, the chair may ask that a spokesperson be selected to speak for the group. If this arrangement cannot be made, the chair may restrict each speaker to a limited time (generally three minutes) so all may be heard.

Irrelevant and off-the-subject comments should be ruled out of order by the chair.

The usual procedure after the hearing has been opened is for staff to present the staff report, followed by commissioners’ questions relating to the report. Proponents should be given the opportunity to present their case first. This is followed by an opportunity for opponents to present their case. The proponents then have an opportunity to offer a rebuttal to arguments against their case.

After all interested persons have had an opportunity to speak the hearing is closed, ending audience participation. Commission, committee or board members may discuss the proposal and take an action on the proposal.

A summary of the hearing proceedings is prepared by staff and forwarded to the City Council for their information. In certain instances, recommendations made to the City Council should be in the form of a resolution (i.e. Planning Commission recommendations for zone changes.)
H. MOTIONS
When a member wishes to propose an idea for the body to consider, the member must make a motion. This is the only way an idea or proposal from a member may be presented to the body for discussion and possible action. A motion goes through the following steps:

1. The member asks to be recognized by the Chair.

2. After being recognized, the member makes the motion (I move…)

3. Another member seconds the motion.

4. The Chair states the motion and asks for discussion.

5. When the Chair feels there has been sufficient discussion, the debate is closed (i.e. “Are you ready for the question?” or “Is there any further discussion?”).

6. If no one asks for permission to speak, the Chair puts the question to vote.

7. After the vote, the Chair announces the decision (“The motion is carried” or “The motion fails,” as the case may be.)
Phrasing a motion is often difficult and corrections may be necessary before it is acted upon. Until the Chair states the motion (Step 4) the member making the motion may rephrase or withdraw it. After an amendment, the amended motion must be seconded and then voted upon. It is particularly important when a motion is amended that the Chair restates the motion in order that members are clear as to what they are voting on.

Revision 4 24 March 2023
In making a motion, members should try to avoid including more than one proposal in the same motion. This is especially important when members are likely to disagree. If a member would prefer to see proposals divided and voted upon separately, the member should ask the Chair to divide the motion. If other members do not object, the Chair may proceed to treat each proposal as a distinct motion to be acted upon separately. The request to divide may also be made by motion.

I. ADJOURNMENT
When a commission, committee, or board has finished its business, a motion to adjourn is in order. This motion is not debatable; therefore, it is the duty of the Chair to see that no important business is overlooked.

If the body wishes to meet before the next regularly scheduled meeting, a motion may be made to adjourn the meeting to a designated time and place. If this is done, a notice of the adjourned meeting must be posted on the door of the regular meeting place within 24 hours after the time of adjournment.

J. AGENDA
Any item that a member wishes to include on a future agenda must first be agreed upon by two members of that commission, committee, or board. Requester should provide sufficient detail to determine the nature of the topic to be discussed. Staff may add more detail as reasonable to inform discussions. Nothing shall restrict the Chair and Staff liaison from adding items to the agenda as appropriate to execute the commission, committee, or board’s charge.

In accordance with the Ralph M. Brown Act, no action may be taken on an item that has not been placed on the noticed agenda, except when it has been determined by majority vote that the matter in question constitutes an emergency (GC 54956.5) or there is a need for immediate action which cannot reasonably wait for the next regularly scheduled meeting (GC 54954.2(b) (2)). And that the need to act arose subsequent to the agenda being posted.

K. MINUTES
The staff liaison is responsible for the preparation of minutes of all commission meetings. Written minutes, upon approval by the commission, committee, or board, constitute the official record of the actions taken and a summary of the important topics raised in the discussion.

Additions and corrections of the minutes may be made only in public meetings, with the approval of the body, and not by the private request of individual members, except for clerical errors.. Minutes are not deemed official until approved by the Commission.

It is the policy of the City Council that minutes are not verbatim. They are, instead, action minutes, recording the essence of the decisions made and significant action taken.

Revision 4 25 March 2023
For the convenience of the recording secretaries, meetings may be recorded in order to facilitate the preparation of minutes. However, any recordingstapes of meetings do not become part of official city records and can be destroyed at any time if the purpose for which it was made and retained was solely to facilitate the preparation of the minutes of the meeting.

Minutes of all meetings are to be forwarded to the City Council and the City Clerk after approval by the Commission.

L. AGENDA PACKETS
Agenda packets detailing the items of business to be discussed and any communications to be presented generally will be prepared by staff and delivered to the members of the body within a reasonable amount of time before the meeting, but no later than 72 hours prior to the meeting. In order to be prepared for meetings, members should read these packets and contact the Chair or staff if there are any questions regarding information presented in the staff reports.

M. POLITICAL REFORM ACT
The Political Reform Act states that public officials shall perform their duties in an impartial manner, free from bias caused by their own financial interest or the financial interests of persons who have supported them. The Political Reform Act establishes regulations regarding Conflicts of Interests and Campaign Receipts and Expenditures. (Gov. Code Sections 87100-87350)
In accordance with State law, City Officials, Planning Commissioners, and employees are required to annually disclose all financial interests that may be affected by decisions made in their official capacity, including investments, real property and income.

Disclosure is made by filing Conflict of Interest statements with the Fair Political Practices Commission upon assuming office, on an annual basis, and when leaving office. Filed forms are public documents and must be made available upon request. (Gov. Code Section 81002(c))
Councilmembers and Planning Commissioners must also disqualify themselves from making or participating in making or influencing any governmental decision that will have a foreseeable material financial effect on any economic interest of the Council Member, Planning Commissioner, or certain family members.

N. CITY OF SAN DIMAS MUNICIPAL CODE
The Municipal Code consists of codified ordinances, as well as the Zoning Code that define the regulations and laws that help guide how the city operates and functions.The purpose of the code is to make laws accessible and provide documentation of past legislation. It is available on the City’s website at www.sandimasca.gov and a copy in the Office of the City Clerk.

O. AREA OF INTEREST
When a commission, committee, or board is established by the City Council, the specific duties of that body are set forth in the ordinance or resolution that creates it. It is Page 387 – 541 Revision 4 26 March 2023
implicitly understood that the advisory body is limited to the consideration of those matters which are specifically assigned to its jurisdiction. In special or unusual circumstances, when interest spreads into an area beyond its jurisdiction, the commission, committee, or board should formally request specific authorization from the City Council to consider the matter and to formulate recommendations in that area. In some cases, the Council will call a joint meeting or study session with a commission or committee to explore an issue or issues in depth.

P. SUB-COMMITTEES
• In certain instances, a commission, committee, or board may determine that it is necessary to form a sub-committee to study a particular matter relating to that body in some detail.
• A sub-committee may be formed by a majority vote of the commission, committee, or board members taken at a regular meeting but may not be comprised of a majority of the members.
• Appointments to the sub-committee are made by the consensus of the commission, committee, or board.
• A sub-committee is a temporary committee which will usually last no longer than six months.
• After the completion of the particular study and presentation of recommendation to the commission, committee, or board, the sub-committee should be disbanded.

Q. ROLE OF CHAIR
It is incumbent upon the Chair of the commission, committee, or board to ascertain the responsibility of his/her advisory body and to limit the discussion and deliberation to appropriately assigned areas of responsibility.

The Chair exists to encourage the input of ideas, to guide discussions in a logical and orderly fashion, and to overall facilitate the decision-making process. He or she should clarify ideas as they are discussed and repeat motions made in order that all members fully understand the wording of the item on which they are voting.

The Chair and the staff may be in contact prior to each regularly scheduled meeting in order to coordinate activity pertaining to items pending before the commission, committee or board.

Revision 4 27 March 2023

SECTION VI
A. INTERACTION WITH STAFF
The City’s staff works for and is responsible to the City Manager and it is therefore the City Manager’s responsibility to allocate staff’s time and efforts. Commissioners should not attempt to direct or decide the priority of work for the department or the individual staff person. These bodies should, however, set priorities for their own agendas in order that staff may best use the time available for commission, committee, or board business. The Commission may request information or research on a matter from City staff that either does not result in more than roughly an hour of staff time or in the case more time is required, is weighed by the appropriate department head against priorities, workload, and fit with the recommendations or actions City staff are considering for City Council. At any time, the City Manager or department head may bring a commission, committee or board request to the City Council for review and consideration.

In contacting city personnel on official business, the proper channel is through the staff liaison assigned to the commission, committee, or board.

It is not expected that every staff recommendation will be followed; but, based on the technical knowledge of staff personnel, consideration should be given to their proposals and recommendations. The commission, committee, or board may choose to agree or disagree with a staff recommendation. In the latter case, staff has the option of including his/her recommendations in the staff report to the City Council. Any differences in opinion will be discussed at the Council meeting.

The City Council expects that a mutually respectful and professional relationship is maintained between the staff personnel and the commission, committee, or board. The effectiveness of an advisory body is hampered by internal tension and personality conflicts. In the event a conflict does arise between an individual member and the staff, the member should approach the chair who will, in turn, try to mediate the conflict. If the problem cannot be solved at the lowest level, the Chair will approach the head of the department to which that commission, committee, or board is related. As a last resort the matter will be brought to the attention of the City Manager. However, it should be emphasized that every effort should be made to maintain a respectful and professional relationship with staff in order to facilitate and enhance the body’s operation and effectiveness.

A City body is comprised of a diverse group of people and it is inevitable that not everyone will agree on an issue all of the time. However, all efforts should be made to maintain amicable relations among the individual members. Personality conflicts only hamper an organization’s effectiveness. Nevertheless, in the event that a personality conflict does arise between individual members, it is the chair’s responsibility to try to mediate and resolve the problem. If the conflict cannot be resolved, the chair should approach the staff liaison to the commission, committee or board.

RELATIONSHIPS

Revision 4 28 March 2023
B. INTERACTION WITH CITY COUNCIL
The primary responsibility of commissions, committees, and boards is to advise and make recommendations to the City Council. It is the Council’s role to absorb the advice and recommendations offered by numerous sources and to make decisions to the best of its ability. Because the City Council is in such a position to see the broader context and is aware of other concerns, it may not always follow the recommendation offered by individual commission, committees, and boards.

Although there may be disagreement with the City Council on an issue, once the Council has established its position, the commission, committee, or board, or individual members should not do anything contrary to the established policies and programs adopted by the City Council.

With the exception of the Planning Commission, a Councilmember(s) shall be assigned to a commission, committee, or board as a liaison. The Council liaison(s) attend the meetings, but with the exception of Golf Course Advisory are not voting members of the board.

Business transacted with the Council should be in writing from the body as a whole and forwarded through staff who will then forward it to the City Manager’s office. The City Manager will review all reports, findings, and recommendations and forward to the Council those matters within its province.

When a member of an advisory body addresses the City Council at a public meeting, it should be made clear whether he/she is speaking on behalf of the advisory body or as an individual citizen. Either the Chair or another member appointed by the commission, committee, or board to represent the body shall speak on behalf of the body to the City Council. Each Commission will be responsible to present an update to the City Council at a regular scheduled City Council Meeting on an annual basis.

Commissions, committees, and boards and their individual members should not attempt to predict Council action, either publicly or privately. However, they may and should interpret Council policies or identify trends in Council thinking.

C. INTERACTION WITH THE PUBLIC
Members are encouraged to become aware of public opinion relating to their field of influence. They should welcome citizen input at meetings and ensure that the rules and procedures for these public meetings are clearly understood.

Members should conduct themselves at public meetings in a manner that is fair, understanding, and gracious. Members should be considerate of all interests, attitudes, and differences of opinion. They should also take care to observe the appearance as well as the principle of impartiality.

Members should not accept gifts from applicants or other persons concerned with matters which have been or might come before the commission, committee, or board.

Revision 4 29 March 2023
Board members, Commissioners, and Committee members should always remember their public or private statements, including in the news media or on social media, may be perceived as representing the City or as being made on behalf of the City, or may be perceived as representing official City policy.

Board members, Commissioners, and Committee members should take care not to state or imply that their views, expressions of opinion, or other statements are an official policy, statement, position, or communication of the City or represent the views of the City or any City officer, employee, board, commission, or committee, unless specific permission has been given to the Board member, Commissioner, or Committee member by the City Council or the City Manager to speak on behalf of the City.

Board members, commissioners, and committee members should explicitly clarify that their statements are their sole positions and views, and not representing the City, boards, commissions, or committees when such statements could reasonably be interpreted to be official policy, statement, position, or communication.

In respect to matters before a board, commission, or committee, such body may appoint a member of the body to represent its position to the City Council or on behalf of the board, commission, or committee, but such representation shall not conflict or imply that the position is a position of official policy, statement, position or communication of the City unless such was approved by the City Council.

Revision 4 30 March 2023

SECTION VII
Organized groups exist to complete certain tasks and to achieve certain agreed upon purposes and goals. A commission, committee, or board is a set of individuals held together by a web of inter-relationships and feelings. Members have feelings about themselves, about the group and the group’s tasks.

The nature and intensity of these feelings set the “climate” of the advisory body at any given moment. A positive climate encourages member involvement and responsibility to take actions.

Optimum participation is achieved when members experience encouragement for their contributions, freedom to honestly and freely express their feelings and freedom from internal group strife which interferes with carrying out the body’s tasks.

Optimum productivity is achieved when the body’s stated tasks are understood.

Members should keep tasks visibly and clearly defined.

A. FUNCTIONS AND BEHAVIORS
Effective commission, committees and boards usually pay attention to the following functions and behaviors:
• Prioritizing tasks
• Anticipating problems
• Analyzing problems
• Setting clear objectives
• Developing actions-options
• Deciding
• Active listening
o Not interrupting
o Listening to feelings
o Not judging others
o Summarizing and feeding-back
• Supporting your colleagues
o Accepting their ideas
o Showing warmth
o Creating opportunities to involve members
o Building on members’ ideas
o Encouraging different ideas
• Confronting what’s happening
o Questioning your and others’ assumptions
o Dealing directly with conflict
o Focusing attention on the idea, not the person
• Diagnosis Skills
o How are you working together?

COMMISSION EFFECTIVENESS

Revision 4 31 March 2023
o Who isn’t involved?
o Where is your help needed?
o When are YOU going to help?
B. EFFECTIVE CONFLICT MANAGEMENT
Public hearings or citizen input meetings are difficult to manage. Participants are usually highly motivated and often nervous. When you have a group of potential adversaries in one room, the possibility of uncontrolled conflict is very high. As commission, committee, and board members, your role is to guide conflict to positive results, not to eliminate it, which is usually not possible.

The following suggestions should help manage conflicts and confrontations effectively:
• Anticipate conflicts by doing your homework so you can concentrate on the dynamics of the meeting rather than learning about the topic at hand. • Treat all sides fairly. Set the rules of the hearing early and make sure everyone abides by them without exception.
• Explain carefully the purpose of the public hearing and what action is expected at the conclusion of the hearing. Insistence on playing by the rules is your best tool for conflict management in public hearings.
• All persons speaking should must clearly identify themselves, not only for the record, but also so that you may address them by name. However, a public speaker is not required to identify themselves.
• Set an acceptable time limit for testimony (generally three minutes) and stick to it. • Make decisions as promptly as possible. Many commission, committees and bodies get so bogged down in procedural distractions, petty details, and endless searches for more information that the issue never seems to get resolved. • Try not to overreact to inflammatory comments. Most are expressions of frustration and do not require answers. Try to turn frustration to constructive avenues. Ask questions. Be specific if you can. Refer to the speaker by name.

Reinforce areas where you agree. Do not return insult for insult. Your insults can turn the audience against you for your lack of control and unfairness. • Try to avoid speaker-to-audience conversation. The purpose of a hearing is to help your commission, committee, or board act, not to engage in debate. • If other members have questions of the speaker, permit these questions only during the speaker’s time at the podium.
• Be careful not to prejudge the action of the commission, committee, or board.

Use the hearing to gather necessary information about the project and individual desires concerning the proposal. Members should not express their views on the proposal until after testimony has ended. Their comments and questions should not suggest a position one way or the other. Page 393 – 541 Revision 4 32 March 2023
• Once testimony has ended, each member should be invited to discuss their views on the proposal.
• View the public hearing as an example of basic democracy in action at the local level. Make it your personal goal to make the public hearing work.

Revision 4 33 March 2023

SECTION VIII
The Commission Handbook will be approved by the City Council, and any changes proposed by the City Manager or requested by the City Council will be presented annually tto the City Council for review and approval or more frequently as requesteduired.

It is encouraged that the Commission Handbook be presented to the City Council annually, even if no changes are recommended, to allow for regular review.

CONCLUSION
The City would like to thank you for accepting this position and for devoting your time and effort to become actively involved in the affairs of your community. It is sincerely hoped that you will enjoy your participation in the governing process in the City of San Dimas as a member of one of its advisory bodies, and that you will feel totally free to call upon any of its representatives for advice, background information, or assistance.

It is with this in mind that this brief handbook has been prepared. Please consider it a guide as you begin your new duties as a member of an advisory body and not as an allinclusive restrictive set of regulations.

Welcome aboard.

APPROVALS AND MODIFICATIONS

Revision 4 34 March 2023

APPENDIX

1. Development Plan Review Board Description

2. Equestrian Commission Description

3. Golf Course Advisory Committee Description

4. Parks and Recreation Commission Description

5. Planning Commission Description

6. Public Safety Commission Description

7. Senior Citizens Commission Description
A. Rosenberg’s Rules of Order
B. The Ralph M. Brown Act
C. Revision History
• Resolutions
i. 2021-24 April 27th, 2021
ii. 2023-XX14 March 14th, 2023
• Revisions List
•

Revision 4 35 March 2023
Revisions
March 19, 2014
• clearer outline of the Commissions and
Committees purposes
• expansion on Ethics Training, Brown
Act, Political Reform Act
• meeting frequencies
October 2017 Reprint
May 2021 Revisions
• bBroaden input and consideration of Commission, Committee, and Board perspectives
• DPRB –
i. revised number of public members
ii. replaced Assistant City Manager to City Manager
• Parks and Recreation – clarification for Youth Commissioner • Planning
i. Update meeting day
ii. Staff Liaison change
• Public Safety
i. Composition change from 9 members to five with attrition • Appointment of Employees’sEmployees’ Relative
i. Add brothers/sisterssisters’ spouse
• Appointment of Relatives of City Council or City Manager i. Add City Manager
ii. Add brother/sister spouse
iii. Add cousin, uncle, aunt, nephew, niece
• Resignation – clarify notification staff
• Attendance – language added to ratified Council’s authority to remove • Benefits – added amount
• Ethics and other Training – added Rosenberg and Sexual Harassment • Special Meetings – clarification of authority to call • Agenda – clarification of process to add items
• Interaction with Staff – add language defining limits for staff support • Interaction with City Council – identify members authorized to speak on behalf of Commission
• Interaction with the Public – language added outlining commissioner’s approach to representation, positions and views
• Approvals and Modifications – added section

Revision 4 36 March 2023
2023 Revisions
Equestrian, Parks and Recreation, Public Safety, Senior Commission, Planning Commissions composition changed to five
Section II B - Add City Manager is an ex officio member of all Commissions, Committee or Boards created by the City Council or established by state law, with the right to participate in all deliberations or actions by such Commissions, Committees or Boards
Section II B - changed staff liaison from Assistant City Manager to Director of Parks and Recreation
Section II B - to five Commissioners
Section II B - deleted Youth Commissioner language
Section II E - added designee
Section II F - update to five members
Section IV A - changed to include nominations from each Councilmember Section IV A - added voter registration requirement
Section IV B - changed terms of office to two full terms for all Commissions, Committees or Boards
Section IV B - added term language for DPRB
Section IV D - Appointment of Employee’s Relative added parent Section IV G - updated title to Resignation and Removal Section IV G - added vote requirement for removal
Section IV H - changed unexcused absences to two
Section IV H - added attendance report requirement
Section IV J - added must be included in budget and pre-approved Section IV K - added AB1234 and AB1661 language
Section IV L - updated to Rosenberg’s Rules
Section V K - deleted requirement to have attended meeting to approve minutes
Section V K - added except for clerical errors
Section VI B - deleted Councilmember Liaison
Section VI B - added requirement for Chairs to present an annual report to City Council
Section VII B - added language public not required to identify themselves

RESOLUTION 2023-14

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SAN DIMAS, COUNTY OF LOS ANGELES, AMENDING THE CITY’S BOARDS, COMMISSION AND COMMITTEES

HANDBOOK
WHEREAS, The City of San Dimas maintains a Commission Handbook governing the policies, procedures and practices of the City’s Boards, Commissions, and Committees; and WHEREAS, the Commission Handbook has been recently reviewed and revised as a whole and is intended to supersede previous Handbooks, policies and procedures applying to Boards, Commissions, and Committees; and
WHEREAS, the City Council last met on February 4, 2023 and March 14, 2023 to consider and revise the Commission Handbook.

NOW, THEREFORE, BE IT FURTHER RESOLVED the City Council of the City of San Dimas does hereby resolve that:

SECTION 1. A list of the revisions (Exhibit A) is hereby approved and adopted as amended.

SECTION 2. Any previous Commission Handbook is rescinded, and this Commission Handbook will supersede other resolutions, policies, or practices which conflict with this Commission Handbook.

PASSED, APPROVED AND ADOPTED this 13th day of June, 2023. _____________________
Emmett G. Badar, Mayor
ATTEST:
_____________________
Debra Black, City Clerk
ATTACHMENT 2

Resolution 2023-14 2
Boards Commissions and Committee’s Handbook
June 13th, 2023
I, Debra Black, City Clerk, hereby certify that Resolution 2023-14 was adopted by the City Council of San Dimas at its regular meeting of June 13th, 2023, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:
_______________________
Debra Black, City Clerk

Exhibit A
2023 Board Commission and Committees Handbook Revisions Equestrian, Parks and Recreation, Public Safety, Senior Commission, Planning Commissions composition changed to five
Section II B - Add City Manager is an ex officio member of all Commissions, Committee or Boards created by the City Council or established by state law, with the right to participate in all deliberations or actions by such Commissions, Committees or Boards
Section II B - changed staff liaison from Assistant City Manager to Director of Parks and Recreation
Section II B - to five Commissioners
Section II B - deleted Youth Commissioner language
Section II E - added designee
Section II F - update to five members
Section IV A - changed to include nominations from each Councilmember Section IV A - added voter registration requirement
Section IV B - changed terms of office to two full terms for all Commissions, Committees or Boards
Section IV B - added term language for DPRB
Section IV D - Appointment of Employee’s Relative added parent Section IV G - updated title to Resignation and Removal Section IV G - added vote requirement for removal
Section IV H - changed unexcused absences to two
Section IV H - added attendance report requirement
Section IV J - added must be included in budget and pre-approved Section IV K - added AB1234 and AB1661 language
Section IV L - updated to Rosenberg’s Rules
Section V K - deleted requirement to have attended meeting to approve minutes
Section V K - added except for clerical errors
Section VI B - deleted Councilmember Liaison
Section VI B - added requirement for Chairs to present an annual report to City Council
Section VII B - added language public not required to identify themselves

Agenda Item Staff Report
To: Honorable Mayor and Members of City Council
For the Meeting of June 27, 2023
From: Chris Constantin, City Manager
Prepared by: Henry Noh, Director of Community Development Subject: Analysis for the Consideration, Review and Direction on Transferring the Review Authority and Duties from the Development Plan Review Board to the Planning Commission
____________________________________________________________________________

SUMMARY
At the February 4, 2023 Study Session to review the Boards, Commissions, and Committees Handbook, the City Council directed Staff to bring back a discussion item pertaining to an analysis regarding the pros and cons of transferring the review authority and duties of the Development Plan Review Board (DPRB) to the Planning Commission (PC).

RECOMMENDATION
Staff recommends that the City Council:

1. Initiate a Municipal Code Text Amendment eliminating and transferring the Development Plan Review Board (DPRB) review authority and duties to the Planning Commission and to make all necessary Development Code Amendments to codify these changes; and

2. Amend the Boards, Commissions, and Committees Handbook to align with the above Development Code Amendments.

FISCAL IMPACT
There is no fiscal impact for the recommended action.

BACKGROUND
On February 4, 2023, the City Council reviewed the Boards, Commissions, and Committees Handbook and directed Staff to bring back a discussion item pertaining to an analysis regarding

Duties of DPRB to Planning Commission Page 2
For the Meeting of June 27, 2023
the pros and cons of transferring the review authority of the Development Plan Review Board (DPRB) to the Planning Commission.

At the March 14, 2023 Study Session, the City Council heard a Staff Report pertaining to the requirements, history and intent of the DPRB and Planning Commission (See Attachment 1:

March 4, 2023 DPRB/PC Memo). The City Council then directed Staff to research surrounding cities that have an Architectural Review Board (ARB) and to bring back information regarding:

1. How these cities select their ARB Board Members (appointment by the City Council or comprised of Staff).

2. Qualifications, if any, for the ARB Board Members of the Board.

3. Applicability or review authority of the ARB.

4. Number of Meetings.

5. Pros and Cons of having an ARB in their jurisdiction.

DISCUSSION/ANALYSIS
Staff contacted eleven (11) jurisdictions that includes Pasadena, Whittier, Claremont, Duarte, Monrovia, Rancho Cucamonga, Glendora, La Verne, Walnut, Arcadia, and Covina. Of these jurisdictions three (3) had City Council only appointed members of the public (Pasadena, Whittier and Claremont); three (3) had Staff Only Boards (Duarte, Monrovia and Rancho Cucamonga) and five (5) did not have an ARB (Glendora, La Verne, Walnut, Arcadia and Covina). Below are the findings of Staff’s research:

City Council Appointed ARB:

1. Pasadena - Design Commission
a. Consists of nine (9) members, City Council nominates five (5) members from the public, and the Transportation, Arts/Culture, Cultural Heritage & Planning Commissions each nominate one member from the public.
i. Must reside in the City and have professional design related experience (architecture, landscape architecture, city planning, historic preservation, artist, urban design, engineering & transportation planning).
b. Planning Entitlements: Located within the Central District: Commercial: greater than 5,000 SF, Residential greater than 10 dwelling units; Outside of Central District: Commercial: greater than 25,000 SF.
c. Meets twice a month.
d. Design Commission (DC) is a noticed public hearing and staff reports are prepared and presented. Process does add time to review, but the process assists with achieving the quality expected in the City. Process consists of three steps:
i. Preliminary consultation,

Duties of DPRB to Planning Commission Page 3
For the Meeting of June 27, 2023
ii. Concept design review - public hearing and DC approves project in concept,
iii. Final Review - address any outstanding issues from Concept Design review. When items require both DC and PC, it goes to PC first. If approved, it then goes to DC for architectural review.

2. Whittier - Design Review Board
a. Consists of five (5) members of the public that are City Council appointed. i. Must reside in the City and at least two members shall be licensed architect/landscape architect or have professional expertise in related field. b. New buildings and exterior remodels within multi-family, commercial and industrial zoned areas.
c. Meets twice a month.
d. Design Review Board (DRB) is a noticed public hearing and staff reports are prepared and presented. Process provides a buffer between Staff and the applicant. When item requires both DRB and PC review; DRB reviews/approves architectural portion and PC reviews/approves land use portion. Majority of actions that require a higher review authority than the DRB are approved by the PC. Often times it’s difficult for City to find members of the public that have the required design experience.

3. Claremont - Architectural Commission
a. Consists of seven (7) members of the public that are City Council appointed. i. Must reside in the City and one (1) member shall be an architect & two (2) shall be design professionals.
b. New buildings and structures except those in single-family zones, exterior modifications for non-single-family developments.
c. Meets twice a month.
i. Architectural Commission (AC) is a noticed public hearing and staff reports are prepared and presented. For projects that require both AC and PC, AC approves the architectural portion and PC approves land use portion. It does delay the entitlement process but is beneficial if you have the right board members that provide good input. Majority of actions that require a higher review authority than the AC are approved by the PC. City has difficulties finding member of the public that are architect/landscape architect; often City must bring back people after they have termed out.

Staff Member ARB:

4. Duarte - Architectural Review Board
a. Architectural Review Board (ARB) consists of five (5) members four (4) City Staff and one (1) member of the public.
i. Member of the public must reside in the City and have experience in architecture, engineering, landscape architecture, or a similar designrelated field. b. ARB Recommendation to PC: Multi-family; Non-residential: new structures, additions greater than 2,500 SF; outdoor dining greater than 800 SF; Planned Developments; Specific Plan; Condo subdivision.

Duties of DPRB to Planning Commission Page 4
For the Meeting of June 27, 2023
c. ARB Decision: New/additions in R-3 & R-4 zones; Non-residential: additions less than 2,500 SF; Sign programs; Freeway signs; does not review any proposed new or additions to single-family homes.
d. Meets twice a month.
i. Meeting is a noticed and posted but is not a public hearing and staff reports are prepared and presented. For projects that require both ARB and PC, ARB gives a recommendation to the PC. It does slow down the entitlement process, but believes the process is beneficial and can be more streamlined without a member of the public. Often, it’s difficult for City to find members of the public that has the required design experience.

5. Monrovia - Design Review Committee
a. Consists of five (5) Staff members: Director of Community Development, Police Chief, Fire Chief, Director of Public Works and the Director of Community Services. b. Design Review Committee (DRC) looks at the entire entitlement package, design, site planning and use. DRC reviews new development proposals, additions, façade changes, signage & oak tree trimming/removal, minor exceptions, minor conditional use permits and advisory review for conditional use permits, variances and zone changes. Also considers Use Determinations.
c. Meets twice a month.
d. There are no DRC staff reports, only presentations. Only certain applications are noticed such as Minor CUP or larger projects (greater than 10,000 SF), and the public is invited to attend. DRC recommends conditions of approval to the PC. Staff believes the DRC makes PC meetings more streamlined and is beneficial. Staff wants to recommend removing signage and grading from DRC review and approval.

6. Rancho Cucamonga - Design Review Committee
a. Consists of three (3) members: Two (2) Planning Commissioners and a Planning Staff (Principal Planner).
b. Design Review Committee (DRC) reviews all new construction projects greater than 10,000 SF, additions / reconstruction of projects which are equal to 50 percent or greater of the existing building floor area or exceed 10,000 SF. Additionally, all projects within the Mixed-Use zoning district requires DRC review. c. Meets twice a month.
d. Staff reports are prepared, and applicant participates but the meeting is not public or noticed. For projects that require both DRC and PC review, DRC provides a recommendation to the PC. Majority of actions that require a higher review authority than the DRC are approved by the PC. Staff believes that the process does not delay the entitlement process; however, for items that require both DRC and PC review, Staff believes it would be more efficient to bypass DRC since majority of the Committee (two Planning Commissioners) will review the project twice and provide recommendations to themselves/PC.

In addition to the Architectural Review Board research, Staff wanted to advise the City Council that the State passed Senate Bill 330 (SB 330) that established the Housing Crisis Act of 2019 (HCA) and went into effect on January 1, 2020. Additionally, Senate Bill 8 (SB 8) was signed into

Duties of DPRB to Planning Commission Page 5
For the Meeting of June 27, 2023
law on September 16, 2021 that made some clarifications and updated SB 330, extending the HCA from January 1, 2025 to January 1, 2030. These laws were passed by the State to try and address the current “housing crisis” in the State by 1) increasing residential unit development; 2) protect existing housing inventory; and 3) expediting permit processing.

HCA defines a “housing development project” as a project that proposes:

1. Residential units only,

2. Mixed-use development in which at least two-thirds of the square footage is residential, or

3. Transitional, supportive, or emergency housing.

HCA states that cities and counties are prohibited from denying a housing development project or reduce its density based on a subjective design standard. A project can only be reviewed against “objective, quantifiable, written development standards, conditions and policies,” and can only be denied if certain findings described in Gov. Code §65589.5(j) are met. SB 330 clarified the term “objective standards” and is consistent with SB 35, which states that “objective standards” involve no personal or subjective judgment by a public official and are uniformly verifiable by reference to an external and uniform benchmark or criterion available and knowable by both the development applicant and the public official (Gov. Code §66300(a)(7)). Staff has been working with a consultant to develop the applicable city-wide objective standards and expects to begin the public hearing process for the MCTA to adopt the objective standards in the upcoming months.

Lastly, SB 330 limits residential development projects that complies with the applicable, objective general plan and zoning standards in effect at the time an application is deemed complete to five (5) public hearings (Gov. Code §65905.5(a)). SB 8 further clarified the definition of “hearing” and states that it covers a broad range of meetings of a board, commission, council, department, or subcommittee, including “any public hearing, workshop, or similar meeting, including any appeal, conducted by the city or county,” with respect to the project (Gov. Code §65905.5). If the City continues a hearing to another date, the continued hearing shall count as one of the five (5) hearings allowed under SB 330. In addition, SB 8 clarifies that meetings related to the State Density Bonus Law (Gov. Code §65915) are considered a hearing under the five public hearing limit. “Hearing” does not include a hearing to review a legislative approval required for a proposed housing development project, including, but not limited to, a general plan amendment, a specific plan adoption or amendment, a planned community adoption or amendment, or a zoning amendment.

ENVIRONMENTAL REVIEW
Pursuant to CEQA guidelines Section 15061 (b)(3), CEQA does not apply to this item because there is no potential for causing a significant effect on the environment. Therefore, no additional environmental review is needed at this time.

Respectfully submitted,
Henry K. Noh
Director of Community Development
Attachments:

1. March 4, 2023 DPRB/PC Memo

CITY OF SAN DIMAS

MEMORANDUM
Date: March 14, 2023
TO: Chris Constantin, City Manager
FROM: Henry K. Noh, Director of Community Development
SUBJECT: Analysis for the Consideration, Review and Direction on Combining the Review Authority and Duties of the Development Plan Review Board with the Planning Commission.
_________________________________________________________________

RECOMMENDATION
Staff requests that the City Council:

1. Provide direction on combining the Development Plan Review Board (DPRB) and the Planning Commission; and

2. If City Council wishes to combine the DPRB and Planning Commission, then initiate a Municipal Code Text Amendment and amend the Boards, Commissions, and Committees Handbook to codify these changes.

BACKGROUND
On February 4th, 2023, the City Council reviewed the Boards, Commissions, and Committees Handbook and directed Staff to bring back a discussion item pertaining to an analysis regarding the pros and cons of combining the review authority of the Development Plan Review Board (DPRB) and the Planning Commission.

Chapter 3 – Local Planning of the California Government Code Section 65100 et al. requires that the legislative body (City Council or County Board of Supervisors) of each city and county shall adopt by ordinance and assign the functions of a planning agency to a planning department, a planning commission, administrative hearing officer or body, or a combination it deems appropriate. The legislative body may create a planning commission which shall administer the City or County’s zoning laws, ordinances and regulations and act as an advisory body to the legislative body. The planning commission shall be comprised of at least five (5) members who act in the public’s interest. The planning commission shall perform functions such as:

1. Prepare, periodically review and revise as necessary the general plan.

2. Implement the general plan through actions including, but not limited to the administration of specific plans, zoning and subdivision ordinances.

ATTACHMENT 1

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When the City of San Dimas incorporated in 1960, Chapter 2.40 – Planning Commission of the Municipal Code was adopted and established a five (5) member planning commission. The Planning Commission is an advisory body to the City Council which is responsible for directing the short- and long-range growth and development of the City through maintenance and implementation of the City’s General Plan and associated specific plans. The Planning Commissioners must be residents of the City of San Dimas.

In order to implement the General Plan, the Planning Commission is empowered to administer the City’s zoning laws, ordinances, rules and regulations which:

1. Regulate the use and appearance of buildings, structures and land.

2. Regulate signs.

3. Establish and regulate development standards such as building heights, building mass, off-street parking and loading requirements and building setback lines and lot coverage.

4. Review of environmental documents.

In 1970, the City Council adopted Ordinance No. 292 that created the DPRB. The DPRB consisted of seven members (7), now only six (6) members because the City Council member was deleted by the City Council during their review of the Boards, Commissions and Committee Handbooks in 2021. The other members include one Chamber of Commerce appointee, one Planning Commissioner, a resident of the City appointed by the City Council, the City Manager, the Director of Community Development and the Director of Public Works.

The purpose of the DPRB was to “permit the city to review proposed development projects to ensure compliance with the general plan goals, policies and objectives favoring highquality development which is both internally balanced and harmonious and is complimentary to adjacent properties.” Applications that are subject to the DPRB’s review include, new single-family and multiple-family residences, new non-residential structures, new or updated sign programs, additions or structural modifications to a historic structure, demolition of historic structures, and grading associated with a development plan requiring DPRB review. The DPRB is also designated as the license and permit hearing board which reviews include, but are not limited to, live entertainment, arcade games, ambulance drivers and operators, and billiards.

In 2020, City Staff created the Development Review Committee (DRC) in an effort to improve the review process of entitlement applications subject to DPRB and Planning Commission review. The DRC is comprised of City staff from the Planning, Building, Public Works, Administration, and Parks and Recreation departments, and when applicable, staff from the Sheriff’s Department. The DRC allows Staff to provide conditions of approval, and collectively review projects to ensure compliance with the Municipal Code and goals and objectives of the City’s General Plan, prior to being presented to the DPRB, Planning Commission, and if applicable, the City Council.

DISCUSSION/ANALYSIS
Per the direction provided by the City Council at their Special Study Session to review the Boards, Commissions and Committee Handbook on February 4, 2023, Staff is providing an analysis for the City Council to discuss the pros and cons of combining the functions and review authority of the DPRB and the Planning Commission.

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The following are the pros associated with having a separate review authority for the DPRB and the Planning Commission:

1. Extra Layer of Review Authority.

The creation of the DPRB added an extra layer of entitlement review and approval authority that provides an additional step and more individuals to review and comment on proposed uses and development projects located within the City.

2. Additional Meeting for the Public to provide Comments.

The DPRB provides an extra meeting for the public to provide their comments on a proposed use or project.

The following are the cons associated with having the DPRB and Planning Commission as separate review authorities:

1. Created a bifurcated and disjointed review process.

With the creation of the DPRB, the review authority of the Planning Commission and the City’s development and use review process became bifurcated and disjointed. As stated previously, the typical review and approval authority of a Planning Commission in reviewing a proposed entitlement project may include various standards such as, sign programs, proposed building placement and architecture, grading, landscaping and tree removals. With the creation of the DPRB these responsibilities were removed from the Planning Commission authority and were transferred to the DPRB.

In these instances, the only opportunity the Planning Commission has to review these items is if the proposed project includes a tentative parcel/tract map or a conditional use permit. Additionally, if the development project is located within the Scenic Highway Overlay Zone then the DPRB and Planning Commission are recommending bodies to the City Council.

2. Lengthened Entitlement Process.

If a proposed development project requires a tentative parcel/tract map, a Conditional Use Permit and is located within the Scenic Highway Overlay zone, then the entitlement review and approval process has been lengthened due to additional time needed to properly notice, draft and present staff reports to the DPRB, the Planning Commission and the City Council.

An example of a proposed project requiring the review by the DPRB, Planning Commission and City Council was a proposed full remodel of an existing Arco gas station and the conversion of the existing auto repair facility into a convenience store to allow for the sale of off-site beer and wine located at 645 E. Foothill Blvd.

The property is located within the Scenic Highway Overlay Zone, therefore required the City Council to review and act on the proposed remodel.

The proposed project required approximately three (3) months (early March 2021 to end of May 2021) to conduct the required public meetings/hearings due to the

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time required to properly notice the public meetings/hearings, draft the staff reports and associated documents and conduct the public meeting or hearing.

3. Can create a possible conflict for the DPRB-Planning Commission member.

If the proposed DPRB entitlement is required to be reviewed by the Planning Commission, the Planning Commission DPRB member has to recuse themselves from the DPRB recommendation if they wish to deliberate and act when the item is brought before the Planning Commission.

4. Planning Commission not Functioning as intended.

As previously stated, the responsibility and intent of the Planning Commission is reviewing and guiding the short- and long-range growth and development of the City through the maintenance and implementation of the City’s General Plan by administering the City’s zoning laws, ordinances, rules and regulations and assuring that they are consistent with the General Plan.

Currently, the Planning Commission does not appear to be functioning and operating as it was intended under state law or the original Development Code because the Planning Commission is not empowered to implement the City’s General Plan by administering the City’s zoning laws, ordinances, rules and regulations because these items were transferred to the DPRB.

Respectfully submitted,
Henry K. Noh
Director of Community Development

Agenda Item Staff Report
To: Honorable Mayor and Members of City Council
For the Meeting of June 27, 2023
From: Chris Constantin, City Manager
Prepared by: Steven Farmer, Landscape Maintenance
Subject: Discussion, Consideration and Approval of the Community Forest Management Plan Updates
____________________________________________________________________________

SUMMARY
Request for City Council approval of updates to the Community Forest Management Plan.

RECOMMENDATION
Staff recommends the City Council
• Approve current updates to the City of San Dimas Community Forest Management Plan.

FISCAL IMPACT
There is no net fiscal impact for approving the updates to the Community Forest Management Plan.

BACKGROUND
The City maintains a community forest consisting of approximately 9,400 trees. The Community Forest Management Plan was adopted on October 24, 2006 and defines the policies, procedures and standards that are utilized by staff in the management and care of all community trees. The Plan is intended to be a continual work in progress and has improved as the city tree program has evolved. The latest update to the Community Forest Management Plan was adopted on March 28, 2014.

At the Parks and Recreation Commission meeting on July 20, 2021, a motion was made by Chair Jan Bartolo to form an Urban Forest Subcommittee. The subcommittee consisted of the City’s Municipal Arborist Jim Robertson, Park Maintenance Manager Steve Farmer, Parks and Recreation Director Scott Wasserman, Chair Bartolo, Commissioner Ivan Magaña and Commissioner Janine Brummer. City Council liaison to the Parks and Recreation Commission,

Community Forest Management Plan Update Page 2
For the Meeting of June 27, 2023
John Ebiner, also attended the meetings. The subcommittee met via Zoom four times between August and October. The full Parks and Recreation Commission unanimously approved the recommended revisions to the Community Forest Management Plan at its meeting of March 15, 2022.

DISCUSSION/ANALYSIS
The proposed Community Forest Management Plan has been through a rigorous review process by the Urban Forest Subcommittee and is now being submitted to the City Council. The proposed changes not only detail the responsibilities, conditions, liabilities with regard to the community forest, but includes newly established processes which will be of benefit to the community. The current changes include:

1. Policy addressing Drought Conditions- The revised Plan includes a policy that the Parks and Recreation Department will suspend tree planting during drought conditions and focus resources on maintaining the health of existing trees.

2. Budgeting – The Parks and Recreation Department will adjust the budget for tree maintenance annually in response to increased maintenance costs as the community forest expands in size and maintenance requirements.

3. Tree Species Selection- Tree species selection has been updated to reflect evolving environmental conditions, cyclical climate changes and to promote the development of a diversified and more resilient community forest. Recommended changes to the street tree palette are noted below. Trees were selected based on their suitability to thrive in the City’s natural environment.

New Street Tree Specimens

1. Acer Paxil – Evergreen Maple

2. Bauhinia x Blakean – Hong Kong orchid tree

3. Metrosideros Excelsa – New Zealand Christmas tree

4. Stenocarpus Sinuatus – Firewheel tree

5. Triadica Sebifera – Chinese tallow tree
Trees Being Phased Out

1. Cassia Leptophylla – Golden medallion

2. Lagerstroemia Indica – Crape Myrtle

3. Liriodendron Tulipifera – Tulip Tree

4. Magnolia Grandiflora – Southern Magnolia

5. Platanus Acerifolia – London Plane

6. Platanus Racemosa – California Sycamore

ALTERNATIVES
The City Council could not approve the proposed updates to the Urban Forest Management Plan and provide direction to staff.

Community Forest Management Plan Update Page 3
For the Meeting of June 27, 2023

ENVIRONMENTAL REVIEW
This activity is not a project under the California Environmental Quality Act. There is no direct physical or reasonably foreseeable indirect physical change to the environment with the recommended action.

Respectfully submitted,
Steven Farmer
Landscape Maintenance
Attachments:

1. Updated Community Forest Management Plan

City of San Dimas Community Forest Management Plan
City of San Dimas Community Forest Management Plan History Management Plan adopted- 10/24/2006
1st Revision- 11/1/2007
• Added Seasonal Pruning Specifications
• Added Heritage Trees
• Added Migratory Bird Compliance Requirements
2nd Revision- 2/12/2013
• Corrected historical tree heights utilizing information provided by professional surveyor, Craig Hoback
• Added Quercus agrifolia to Heritage Tree List
• To increase diversity, added ten new species to Tree Palette • Utilizing additions to Tree Palette revised Designated Street Tree List adding a Design Alternate to the list
3rd Revision- 3/28/2014
• Replaced Magnolia grandiflora with a less invasive species where appropriate 4th Revision – 10.6.2021
• Update policy on drought conditions, budgeting tree species selection • Recommended changes to street tree palette
New Street Tree Specimens

1. Acer Paxil – evergreen maple

2. Bauhinia x blakeana – Hong Kong orchid tree

3. Metrosideros excela – New Zealand Christmas tree

4. Stenocarpus sinuatus – Firewheel tree

5. Triadiica sebifera – Chinese tallow tree
Trees for less installation

1. Cassia leptophylla – Golden medallion

2. Lagerstroamia indica – crape myrtle

3. Liliodendron tulipifera – tulip tree

4. Magnolia grandiflora – southern magnolia

5. Platanus acerifolia – London plane

6. Platenus racemose – California sycamore
ATTACHMENT 1