CITY COUNCIL MEETING AGENDA
TUESDAY AUGUST 13, 2024 7:00 PM
SAN DIMAS COUNCIL CHAMBER
245 EAST BONITA AVENUE
A public agenda packet is available for review on the City’s website www.sandimasca.gov or by contacting the City Clerk’s Office at [email protected].
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7:00 PM
CITY COUNCIL
Mayor Emmett Badar, Mayor Pro Tem Eric Nakano, Councilmember Rachel Bratakos, Councilmember Ryan A. Vienna, Councilmember Eric Weber
CALL TO ORDER AND FLAG SALUTE
ORAL COMMUNICATIONS
(Members of the audience are invited to address the City Council on any item on this agenda or not on this agenda. Public comment will not be taken during each individual agenda item, except for public hearing items. Comments on public hearing items will be heard when that item is scheduled for discussion. Under the provisions of the Brown Act, the legislative body is prohibited from engaging in discussion on any item not appearing on the posted agenda. However, your concerns may be referred to staff or set for discussion at a later date. Each speaker will be limited to speaking once for up to (3) three minutes.)
CONSENT CALENDAR
(All items on the Consent Calendar are considered to be routine and will be enacted by one motion unless a member of the City Council requests separate discussion.) CC1. Adopt Resolution 202456, A Resolution of the City Council of the City of San Dimas, Approving Certain Demands for the Prepaid Warrant Register of July 31, 2024 in the amount of 175,033.54 and Warrant Register of August 15, 2024 in the amount of $1,398,662.68.
CC2. Approve the Minutes of the July 23, 2024 City Council Meeting CC3. Deny Claim Allstate (Duong) v. City of San Dimas CJP 3052033 CC4. Deny Claim Randhawa v. City of San Dimas CJP 3052120 KTV CC5. Deny Claim Carlton v. City of San Dimas CJP 3051908 CC6. Rejection of all Bids for Construction Contract 202406 Refuse Building Roof Replacement CC7. Approve the Request for Care for the Children to Paint Citywide Curb Addresses – 2024
CC1. Adopt Resolution 202456, A Resolution of the City Council of the City of San Dimas, Approving Certain Demands for the Prepaid Warrant Register of July 31, 2024 in the amount of 175,033.54 and Warrant Register of August 15, 2024 in the amount of $1,398,662.68.
CC2. Approve the Minutes of the July 23, 2024 City Council Meeting CC3. Deny Claim Allstate (Duong) v. City of San Dimas CJP 3052033 CC4. Deny Claim Randhawa v. City of San Dimas CJP 3052120 KTV CC5. Deny Claim Carlton v. City of San Dimas CJP 3051908 CC6. Rejection of all Bids for Construction Contract 202406 Refuse Building Roof Replacement CC7. Approve the Request for Care for the Children to Paint Citywide Curb Addresses – 2024 Program
CC8. Approve the Memorandum of Understanding (MOU) with Inland Empire Film Services CC9. Award Contract to General Technologies and Solutions (GTS) LLC as Lead Consultant of the Citywide Bicycle Master Plan 2024 in the Amount of $99,915, Approve Overall Project Budget of $114,902.25 Including Contingency and Authorize the City Manager, or Designee, to Execute the Contract with GTS in a Form Approved by the City Attorney.
CC10. Receive and File the 202425 Operating & Capital Improvement Budget Book CC11. Approve Payment for Election Services to the Los Angeles County RegistrarRecorder/County Clerk in the Amount of $68,952.82 for the March 5, 2024, General Municipal Election.
CC12. Adopt Resolution 202457 Approving and Authorizing the City Manager to Execute the Safe Clean Water Municipal Funds Transfer Agreement with Los Angeles County Flood Control District
END OF CONSENT CALENDAR
RECOMMENDATION: Approve consent calendar with recommendations as presented in staff reports.
OTHER BUSINESS
OB1. Adopt Resolution 202461, Approving Changes in the City’s Field Allocation Policy to Establish a NoShow Policy That Would Impose a Fee on Sports User Groups that Reserve Ballfields through the City’s Field Allocation Process but Do not Use Them and to Modify the Cancellation Policy to Allow Sports User Groups to cancel a Scheduled Field Use Five (5) Days in Advance.
RECOMMENDATION: Staff recommends that the City Council:
Adopt Resolution 202461, recommending changes to the Field Allocation Policy to establish a “NoShow " fee for sports user groups that do not use ballfields they reserve.
PUBLIC HEARING ITEMS
PH1. Introduce Ordinance 1309, Approving Municipal Code Text Amendment 2303; Amendments to Various Chapters of Title 18 Zoning to Update Housing Definitions, Allow a Variety of Housing Types, Update the Density Bonus Ordinance in Compliance with State Law, and Amend Title 17 Subdivisions to Incentivize Lot Consolidation of Housing Sites as Required to be in Compliance with the City’s Housing Element and State Law.
RECOMMENDATION: Staff and the Planning Commission recommends the City Council:
Conduct a Public Hearing to receive public input.
doptesouto06,ecoedgcagestoteedocatoocyto
establish a “NoShow " fee for sports user groups that do not use ballfields they reserve.
PUBLIC HEARING ITEMS
PH1. Introduce Ordinance 1309, Approving Municipal Code Text Amendment 2303; Amendments to Various Chapters of Title 18 Zoning to Update Housing Definitions, Allow a Variety of Housing Types, Update the Density Bonus Ordinance in Compliance with State Law, and Amend Title 17 Subdivisions to Incentivize Lot Consolidation of Housing Sites as Required to be in Compliance with the City’s Housing Element and State Law.
RECOMMENDATION: Staff and the Planning Commission recommends the City Council:
Conduct a Public Hearing to receive public input.
Introduce Ordinance 1309 approving Municipal Code Text Amendment 2303, a request to approve amendments to various Chapters of Title 18 Zoning to update housing definitions, allow a variety of housing types, update the Density Bonus ordinance in compliance with State law, and amend Title 17 Subdivisions to incentivize lot consolidation of housing sites as required to be in compliance with the 6th Cycle Housing Element.
PH2. Approve Resolution 202460 Updating the Citywide Schedule of Fees and Charges RECOMMENDATION: City staff recommend the City Council:
Approve Resolution 202460 amending the City’s Fee Schedule.
ORAL COMMUNICATIONS
(Members of the Audience (Speakers are limited to (3) minutes or as may be determined by the Chair.) CITY REPORTS
CR1. City Manager
CR2. City Attorney
CR3. Members of the City Council
Councilmembers’ Report on Meetings Attended at the Expense of the Local Agency (Pursuant to AB 1234 – G.C. §53232.3(d)
City Council Requests for Future Items, Comments and Updates CLOSED SESSION
1. CONFERENCE WITH LEGAL COUNSELANTICIPATED LITIGATION Significant exposure to litigation pursuant to Government Code Section 54956.9(d)(2): One Case
2. CONFERENCE WITH LABOR NEGOTIATORS
Gov. Code section 54957.6
Agency designated representatives: Chris Constantin, City Manager; Jeff Malawy, City Attorney; Colin Tanner, Labor Counsel.
Unrepresented employees: Directors and Confidential Unit
3. CONFERENCE WITH LABOR NEGOTIATORS
Gov. Code section 54957.6
Agency designated representatives: Chris Constantin, City Manager; Brad McKinney, Assistant City Manager; Cecilia Todd, Human Resources Manager; Jeff Malawy, City Attorney; Colin Tanner, Labor Counsel.
Employee organization: International Brotherhood of Teamsters, Local 848 representing General, Professional, and Managerial employees.
Agency designated representatives: Chris Constantin, City Manager; Jeff Malawy, City Attorney; Colin Tanner, Labor Counsel.
Unrepresented employees: Directors and Confidential Unit
3. CONFERENCE WITH LABOR NEGOTIATORS
Gov. Code section 54957.6
Agency designated representatives: Chris Constantin, City Manager; Brad McKinney, Assistant City Manager; Cecilia Todd, Human Resources Manager; Jeff Malawy, City Attorney; Colin Tanner, Labor Counsel.
Employee organization: International Brotherhood of Teamsters, Local 848 representing General, Professional, and Managerial employees.
ADJOURNMENT
Notice Regarding Americans with Disabilities Act: In compliance with the ADA, if you need assistance to participate in a city meeting, please contact the City Clerk’s Office at (909) 3946216. Early notification before the meeting you wish to attend will make it possible for the City to make reasonable arrangements to ensure accessibility to this meeting [28 CFR 35.10235.104 ADA Title II].
Copies of documents distributed for the meeting are available in alternative formats upon request. Any writings or documents provided to the City Council regarding any item on this agenda will be made available for public review Monday through Thursday 7:30 a.m. to 5:30 p.m. and on Fridays from 7:30 a.m. to 4:30 p.m. at the Administration Counter at City Hall and San Dimas Library. In addition, most documents are posted on the City’s website at www.sandimasca.gov.
Posting Statement: I declare under penalty of perjury that on August 9, 2024 , I posted a true and correct copy of this agenda on the bulletin board in the Civic Center Plaza of City Hall at 245 E. Bonita Ave., San Dimas Library 145 N. Walnut Ave., San Dimas Post Office 300 E. Bonita Ave., Von’s Via Verde Shopping Center 1160 Via Verde Ave., and on the City’s website www.sandimasca.gov/agendasminutes/ as required by law.
August 9, 2024
Debra Black
Debra Black, City Clerk Page 4
RESOLUTION 2024-56
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SAN DIMAS, CALIFORNIA, APPROVING CERTAIN DEMANDS FOR JULY 31, 2024, AND AUGUST 15, 2024
WHEREAS, the following listed demands have been audited by the Director of Administrative Services; and
WHEREAS, the Director of Administration Services has certified as to the availability of funds for payment thereto; and
WHEREAS, the register of audited demands has been submitted to the City Council for approval.
NOW, THEREFORE, BE IT FURTHER RESOLVED that the City Council of the City of San Dimas does hereby approve the Prepaid Warrant Register of July 31, 2024, in the Amount of $175,033.54 and Warrant Register of August 15, 2024, in the amount of $1,398,662.68.
PASSED, APPROVED AND ADOPTED this 13th, day of August 2024. _____________________________
Emmett G. Badar, Mayor
ATTEST:
_________________________________
Debra Black, City Clerk
I, Debra Black, City Clerk, hereby certify that Resolution 2024-56 was approved by vote of the City Council of the City of San Dimas at its regular meeting of August 13th, 2024, by the following vote:
AYES:
NOES:
ABSENT:
ABSTAIN:
Debra Black, City Clerk
CITY COUNCIL MEETING
ACTION MINUTES
JULY 23, 2024, 7:00 PM
REGULAR MEETING
Council Members Present: Mayor Pro Tem Eric Nakano, Councilmember Rachel Bratakos, Councilmember Eric Weber
Excused Absences: Mayor Emmett Badar, Councilmember Ryan A. Vienna Staff: City Manager Chris Constantin, Director of Public Works Shari Garwick, Director of Administrative Services Michael O’Brien, Director of Community Development Luis Torrico, Director of Parks and Recreation Scott Wasserman, City Attorney Jeff Malawy, City Clerk Debra Black, Planning Manager Marco Espinoza
Call to Order: 7:00 PM
CONSENT ITEMS COMMENTS/RECOMMENDATIONS
1. Adopt Resolution 2024-52, A Resolution
of the City Council of the City of San
Dimas, Approving Certain Demands for
the Warrant Register of July 30, 2024, in
the amount of $626,921.45.
2. Approve the Minutes of the July 9, 2024,
City Council Meeting
3. Receive and File the June 2024
Investment Report
4. Approve a Professional Services
Agreement with Interwest Consulting
Group in an Amount not to Exceed
$150,000 for On-Call Planning Services;
and Approve the Appropriation of Funds
for the Agreement
5. Adopt Ordinance 1306, Amending
Chapter 14.11 (Stormwater Management
and Discharge) & Chapter 14.13 (Low
Impact Development) of the San Dimas
Municipal Code to Implement Updates to
the Los Angeles Regional Water Quality
Control Board’s Municipal Separate
Storm Sewer System (MS4) Permit.
6. Approve the Additional National Opioid
Settlement with The Kroger Co. Adopt
Resolution 2024-53 Authorizing the City
Roll Call:
Bratakos: Present
Nakano: Present
Weber: Present
Badar: Absent
Vienna: Absent
Mayor Pro Tem Nakano requested additional
discussion for items 4, 6, 8, 9.
MOTION: Motion by Councilmember Weber
seconded by Councilmember Bratakos to
approve items 1,2,3,5,7 and 10. Motion
carried 3-0-2.
Yes: Bratakos, Nakano, Weber
No: None
Absent: Badar, Vienna
Abstain: None
Approve the Minutes of July 23, 2024 City Council Meeting Page 2 For the Meeting of August 13, 2024
Manager to Execute the Settlement
Documents
7. Adopt Resolution 2024-54, Approving
Final Tract Map 73584 and Approving
and Authorizing the City Manager to
Execute the Subdivision Agreement for
Properties Located at 300 N. Walnut
Ave, 343 Moore Lane, and unaddressed
properties (APN’s: 8390-009-0013, 8390-
009-0010, 8390-009-0011 and 8390-009-
0031)
8. Approve a Renewal Agreement with
Shuster Advisory Group, LLC for Plan
Consulting and Investment Fiduciary
Services for a Three-Year Term with the
Option to Extend up to two Additional
Years at a Rate of $25,500 per year for
the 457(b) Deferred Compensation,
401(a) Defined Contribution Plan and
Retiree Healthcare Savings Plans and
Authorize the City Manager to Execute
the Agreement in a Form Approved by
City Attorney
9. Approve an Agreement with Edlin
Gallagher Huie + Blum as Special Legal
Counsel for Litigation Associated with the
BKK Landfill
10. Deny Claim Shin v. City of San Dimas
CJP 3051919 WRV
OTHER BUSINESS ITEMS COMMENTS/RECOMMENDATIONS
1. Approve Resolution 2024-55, Approving
and Authorizing the Assignment and
Assumption Agreement and Lease
Guaranty which Transfers the Sycamore
Canyon Equestrian Center Lease
Agreement and Three-Party Community
Arena Agreement from Lauree and
Danny Adair (dba D&L Ranch
Management Company) to S & S Equine
LLC operated by Steve and Sharlene
Jackson and Authorizing the City
Manager to Execute the Agreement.
MOTION: Motion by Councilmember Weber
seconded by Councilmember Bratakos to
approve items 4,6,8 and 9 of the consent
calendar. Motion carried 3-0-2.
Yes: Bratakos, Nakano, Weber
No: None
Absent: Badar, Vienna
Abstain: None
CITY REPORTS COMMENTS/RECOMMENDATIONS
1. City Manager None
2. City Attorney None
3. Members of the City Council
Reports on Meetings Attended AB 1234
(G.C. §53232.3(d))
None
Approve the Minutes of July 23, 2024 City Council Meeting Page 3 For the Meeting of August 13, 2024
CITY COUNCIL REQUESTS FOR
FUTURE ITEMS
COMMENTS/RECOMMENDATIONS
None
Adjourned: 7:32 PM
I, Debra Black, City Clerk attest that these draft minutes are accurate and reflective of the actions taken by the City Council.
________________________________
Debra Black, City Clerk
PO Box 2411, Tustin, CA 92781
T: 657-622-4200 | F: 866-254-4423 | www.carlwarren.com
CA License #2607296
TO: City of San Dimas
ATTENTION: Debra Black, Brad McKinney
RECOMMENDATION TO REJECT
RE: Claimant : Allstate aso Asia Duong
Allstate File : 0759807240 COL
Member : City of San Dimas
Date Rec’d by Mbr : 07-23-2024
Date of Event : 06-23-2024
CW File Number : CJP-3052033
Please allow this correspondence to acknowledge receipt of the captioned claim. Please take the following action:
• CLAIM REJECTION: Send a standard rejection letter to the claimant.
Please include proof of mailing with your rejection notice to the claimant. Please provide us with a copy of the Notice of Rejection and a copy of the Proof of Mailing. If you have any questions, feel free to contact the assigned adjuster or the undersigned claims specialist.
Very Truly Yours,
Janice Baluyut
Janice Baluyut
Claims Examiner
Carl Warren & Company, LLC | A Venbrook Company
Direct: 657.622.4326
Email: [email protected]
PO Box 2411, Tustin, CA 92781
T: 657-622-4200 | F: 866-254-4423 | www.carlwarren.com
CA License #2607296
7/31/2024
Allstate Northbrook Indemnity Co.
Olivia Leach
PO Box 660636
Dallas TX 75266
Explanation of Rejection Notice
RE: Claim : Allstate aso A. Duong V. City of San Dimas
Claimant : Allstate aso A. Duong
Allstate File : 0759807240 COL
Member : City of San Dimas
Date Rec’d by Mbr : 07-23-2024
Date of Event : 06-23-2024
CW File Number : CJP-3052033
Dear Ms. Leach:
As you may recall we are the claim administrators for the City of San Dimas. The city conducted their inspection immediately after this incident. It appears there was decay discovered inside the fallen limb. There were no signs of this internal decay visible from the outside of the trunk. This would not have been known to the city until after the limb had fallen.
This tree is on a 4-year trimming cycle and was last trimmed in 2022. The tree visibly has a green canopy and is adequately maintained. Our investigation determined the city of San Dimas did not have constructive notice of the internal decay, Per Government Code Section 835.4 (b).
Unfortunately, we are unable to recommend settlement of your claim.
Janice Baluyut
Janice Baluyut
Claims Examiner
Carl Warren & Company, LLC | A Venbrook Company
Direct: 657.622.4326
Email: [email protected]
Cc: City of San Dimas
D )J EVR-Ei-F
SAN
DIMAS
CLAIM AGAINST THE CITY OF SAN DIMAS
JU L 2 3 2024
CITY PF SAN piiuAS AD iRAT[ DN
City Clerk Stamp
For damages to Persons or Personal Property)
Received by via kUSMAIL O Inter -Office Mail OOver the Counter A claim must be filed with the City Clerk of the City of San Dimas within six ( 6) months after which the incident or event occurred. Be sure your claim is against the City of San Dimas, not another public entity. Where space is insufficient, please use additional paper and identify information by paragraph number. Completed claims must be mailed or delivered to the City Clerk, the City of San Dimas, 245 E. Bonita Avenue, San Dimas, CA 91773-3002
TO THE HONORABLE MAYOR & CITY COUNCIL, THE CITY OF SAN DIMAS, CALIFORNIA The undersigned respectfully submits the following claim and information relative to damage to persona and/ or personal property:
1. Name of Claimant Allstate alslo ASIA B. DUONG
a. Address of Claimant
b. Telephone Number ( c. Date of Birth
d. Social Security No. e. Driver' s License
2. Name, telephone and post office address to which claimant desires notices to be sent if other than above: Allstate alslo ASIA B. DUONG
3. Occurrence or event from which the claim arises:
a. Date 6/ 23/ 2024 b. Time 2: 43 PM a. m./ p. m,
c. Place ( exact & specific location) 135 a baseline road apt2 d. How and under what circumstances did damage or injury occur? Specify the particular occurrence, event, act or omission you claim caused the injury or damage Use additional paper if necessary) Insured vehicle hit byfallinglflying object- she parked undertree and part of tree fell on car e. What particular action by the City, or its employees, caused the alleged damage or Injury? Insured vehicle hit by fallinglflying object- she parked under tree and part of tree fell on car
4. Give a description of the injury, property damage or loss, so far as is known at the time of this claim. If there were no injuries, state " no injuries".
no injuries".
5. Give the name( s) of the City employee( s) causing the damage or injury:
6. Name and address of any other person injured:
7. Name and address of the owner of any damaged property:
8. Damages claims:
a. Amount claimed as of this date: $ 1, 402. 15
b. Estimated amount of future costs: $ 1, 402. 15
c. Total amount claimed: $ 1, 402. 15
d. Basis for computation of amounts claimed ( attach copies of all bills, invoices, estimates, etc.)
9. Names and addresses of all witnesses, hospitals, doctors, etc. a
b.
c
d
10. Any additional information that might be helpful in considering this claim:
WARNING: IT IS A CRIMINAL OFFENSE TO FILE A FALSE CLAIM! ( Penal Code 72; Insurance Code § 556. 1)
I have read the matters and statements made in the above claim and I know the same to be true of my own knowledge, except as to those matters stated upon information or belief as to such matters I believe the same to be true. I certify under penalty of perjury that the foregoing is TRUE AND CORRECT.
Signed this day of ZD 1, at Alktip ns""r, ( J,
laimant' s signature
Allsta
If t® DALLASt660TX752SSrook Indemnity
Company You'
re in good hands. iil
n llil illll llrl ll ll n ilii1111Ili IIIIII III III IItie CITY OF SAN DIMAS 245 E
BONITA AVE SAN DIMAS
CA 917733002 July 17,
2024 CLAIM NUMBER:
0759807240 COL DATE OF
LOSS: June 23, 2024 OUR INSURED:
ASIA DUONG YOUR FILE
NUMBER: YOUR INSURED:
ADDRESS: CITY
STATE
ZIP: , , LOSS LOCATION:
135 a CA AMOUNT OF
LOSS: $1,402. 15 Re: Subrogation
Claim Notice Dear CITY
OF SAN DIMAS, PHONE NUMBER:
972-915-7817 FAX NUMBER:
966-447-4293 OFFICE HOURS:
Our investigation
indicates your insured was responsible for the loss referenced above. Please accept this letter as notice of our subrogation claim. Enclosed, you will find copies of the supporting documents for which we are seeking reimbursement. To assist you in your review, the following isabreakdown of our subrogation demand: Auto Damage (
Company Paid): 1,152. 15 Rental: Towing:
Other:
Deductible
Customer
Paid): 250.00 Salvage Recovery:
Insured Out
of Pocket lease send directly to ourInsured): Please forward your payment with our claim number to: Allstate Payment Processing CenterP.O.
BOX 650271 Dallas, TX
75265 0271 Be advised
that any amounts received from you for less than the amount demanded will be considered an undisputed partial payment amount only, and we retain the right to pursue full payment. We ask that you direct any future correspondence to the address listed at the top of this letter. If corresponding bye-mail, please send to claims@claims. allstate. com and refer to the Allstate claim number on the subject line. Thank you. 0759807240 COL
Sincerely,
LIvIA LEACYf
OLIVIA LEACH
972- 915- 7817
Allstate Northbrook Indemnity Company
SUBU033 0759807240 COL
Report Date: 07/ 17/ 2024
Payment Ledger
Policy Holder:
ASIA B DUONG AND BRYAN
GILLETTE
Total Amount Paid 1, 152. 15
Participant: ASIA DUONG Medical Deductible: 0. 00
Date of Loss: 06/ 23/ 2024 Co -payment Amount 0. 00
Claim Number: 0759807240
Payment/ Credit
Payee/ Payor Check# Amount
T..M
07/ 10/ 2024 ALLSTATE ROADSIDE SERVICES 14790 $ 266.65
07/ 09/ 2024 ALLSTATE ROADSIDE SERVICES 14789 $ 005. 50
Allstate Secondary
2775 Sanders Road
Northbrook IL 60062
Invoice Number: 200000570223- 1
Invoice Date : 07/ 08/ 2024
Payment Due : 08/ 07/ 2024
Invoice Details
VIN : 1 HGCR2F53DA102007 External Partner#: 000759807240 Disablement Address Customer First Name ASIA
Disablement City SAN DIMAS Customer Last Name DUONG
Disablement State CA Year 2013
Disablement Zip Code 91773 Make HONDA
Destination Address Model ACCORD
Destination City GLENDORA Color BLUE
Destination State CA Service Description Tow
Destination Zip Code 91740 External PO#
Service Date
Usage ID
Provider Auth #
Provider Name
Provider ID
Flat Rate
Mileage
Provider Cost
Storage Fees
GOA Fee
Release Fees:
Impound Fee
Delivery Fee
Impound Storage Amt ( 0 Days )
First Tow Clean Up
First Tow Additional Equipment
Credit Card Fee
Tax
Additional Fees*
Service Total
Notes:
INVOICE AMOUNT
Allstate Secondary
2775 Sanders Road
Northbrook IL 60062
Allstate Motor Club, Inc.
2775 Sanders Rd
STE E2W
Attn: Secondary Tow
Northbrook, IL 60062
0. 00
0. 00
0. 00
0. 00
0. 00
0. 00
0. 00
0. 00
06/ 27/ 2024
0056353389
1057129473
QUIK TOW LLC
CA2232213
266. 65
0. 00
0. 00
0. 00
0. 00
0. 00
266. 65
Payment Due : 08/ 07/ 2024
Usage ID 0056353389
Service Date 06/ 27/ 2024
266. 65`
CC.1;. C 0N E
Po. REPORT SUMMARY
i 4 CLAIM INFORMATION
Owner
Loss Vehicle
Loss Incident Date
Claim Reported
INSURANCE INFORMATION
Report Reference Number
Claim Reference
Adjuster
Odometer
Last Updated
VALUATION SUMMARY
Base Vehicle Value
Condition Adjustment
Adjusted Vehicle Value
Vehicular Tax ( 9. 5%)
Tax reflects applicable state, county and municipal
taxes.
Title, Registration and Other Fees`
Value before Deductible
Deductible*
Total
Prepared for ALLSTATE NORTHBROOK INDEMNITY COMPANY
Duong, Asia
2013 Honda Accord Sedan Sport wl
Continuously Variable Transmission
06/ 23/ 2024
07111 / 2024 120094027 -2
000759807240HOI Gill,
Mitchell
187, 161
07111 / 2024
03:48 PM 9,381.
00 313. 00
9,068.
00 861. 46
200. 25
10, 129.
71 250. 00
9,879.
71 Adjustments indicated
with an Asterisk (*) have been determined by ALLSTATE NORTHBROOK INDEMNITY COMPANY and have been added here for convenience. The fees provided may be based on preset values provided by ALLSTATE NORTHBROOK INDEMNITY COMPANY. Please refer to Taxes and Fees for more information. The total
may not represent the total of the settlement as other factors ( i.e. other applicable fees) may need to be taken into account. The CCC
ONEO Market Valuation Summary refiects
CCC Intelligent Solutions Inc.'
s opinion as to the value of
the loss vehicle, based on information provided
to CCC by ALLSTATE NORTHBROOK
INDEMNITY COMPANY. Loss
vehicle
has 38%greater than average mileage
of 136, 100. BASE VEHICLE
VALUE This is
derived per our Valuation methodology described
on the next page. ADJUSTED
VEHICLE
VALUE This is
determined by adjusting the Base Vehicle
Value to account for the actual condition
of the loss vehicle and certain other
reported attributes, ifany, such as
refurbishments and after factory equipment. Inside
the
Report Valuation Methodology ............................. 3Vehicle Information................................... 4Vehicle Condition...................................... 7 Copyright 2021
CCC Intelligent Solutions Inc. All Rights Reserved. Page 1 of 10
Owner: Duong, Asia CCOMONE MARKET VALUATION SUMMARY I Claim: 000759807240H01
REPORT SUMMARY
W VALUATION SUMMARY
In the event additional fees are incurred please contact ALLSTATE NORTHBROOK INDEMNITY COMPANY to determine if they qualify for reimbursement.
O Copyright 2021 CCC Intelligent Solutions Inc. All Rights Reserved. Page 2 of 10
C.. 00ONE. MARKET VALUATION SUMMARY Claim: 000759807240HOl
VALUATION METHODOLOGY
How was the valuation determined?
CLAIM INSPECTION
ALLSTATE NORTHBROOK INDEMNITY COMPANY has provided CCC with the zip code where the loss vehicle is garaged, lass vehicle VIN, mileage, equipment, as well as loss vehicle condition, which is used to assist in determining the value of the lass vehicle.
DATABASE REVIEW
CCC maintains an extensive database of vehicles that currently are or recently were available for sale in the U. S. This database includes vehicles advertised for sale by dealerships or private parties. CCC also obtains vehicle sales prices from a database of California Department of Motor Vehicles vehicle registration sold transactions.
All of these sources are updated regularly.
SEARCH FOR COMPARABLES
When a valuation is created the database is searched and comparable vehicles in the area are selected. The zip code ' where the loss vehicle is garaged determines the starting point for the search. Comparable vehicles are similar to the loss vehicle based on relevant factors.
CALCULATE BASE VEHICLE VALUE
Adjustments to the price of the selected comparable vehicles are made to reflect differences in vehicle attributes, including mileage and options. Dollar adjustments are based upon market research.
Finally, the Base Vehicle Value is the straight average of the adjusted values of the comparable vehicles.
O Copyright 2021 CCC Intelligent Solutions Inc. All Rights Reserved. Page 3 of 10
C!. CFE O NE MARKET VALUATION SUMMARY I Claim: 000759807240HOl Q
VEHICLE INFORMATION VEHICLE
DETAILS Vehicles
sold in the United States Location
SAN DIMAS, CA 91773- 1419 are required to have a manufacturer assigned Vehicle Identification VIN 1HGCR2F53DA102007 Number( VIN).
This number
provides Year 2013 certain specifications
of the vehicle. Make Honda Please review
the information
in the Model Accord Sedan Vehicle
Information Section to confirm Trim Sport the reported
mileage and condition, Body Style w/Continuously
Variable Transmission and toverify that
the information accurately reflects the options,
Body Type Sedan additional
equipment, refurbishments Engine - orother aspects
of the loss vehicle that Cylinders 4 may impact
the value. Displacement 2.41- Fuel
Type Gasoline Carburation
Direct Injection Transmission
Automatic Transmission Curb
Weight 3276 Ibs
VEHICLE ALLOWANCES Atlowances are
factors influencing the value of the
loss vehicle when Odometer 187, 161 - 2,
538 compared to a typical vehicle. The typical vehicle is a vehicle of the same Options year, make, and
model as the loss Aftermarket Film Tint Reported +
50 vehicle, including average mileage, and all standard equipment.
These Reported' Option(s) added
after initial valuation allowances are displayed for illustrative purposes only. The Base Vehicle Value
is calculated from the comparable vehicles
with adjustments to reflect the
loss vehicle configuration OO Copyright 2021
CCC
Intelligent Solutions Inc. All Rights Reserved. Page 4 of10
One: Duong, Asia CT.1.,oMONE MARKET VALUATION SUMMARY I Claimr000759807240H01
Q VEHICLE INFORMATION
VEHICLE EQUIPMENT
To the left is the equipment of
Odometer 187, 161 the loss vehicle that ALLSTATE
NORTHBROOK INDEMNITY
Transmission Automatic Transmission COMPANY provided to CCC.
Power Power Steering
Standard This equipment is
Power Brakes included in the base configuration of
Power Windows
the vehicle at time of purchase.
Power Locks Additional Equipment that is not
Power Mirrors
Standard but was noted to be on the
loss vehicle.
Power Driver Seat
Power Trunk/ Liftgate
DecorlConvenience Air Conditioning
Climate Control
Tilt Wheel
Cruise Control
Rear Defogger
Intermittent Wipers
Console/ Storage I
Overhead Console
Keyless Entry d
Telescopic Wheel
Message Center
Seating Cloth Seats I
Bucket Seats
Reclining/ Lounge Seats
Radio AM Radio
FM Radio
Stereo d
Search/ Seek
CD Player
Steering Wheel Touch Controls
Auxiliary Audio Connection
Wheels Aluminum/ Alloy Wheels r/
Safety/ Brakes Air Bag ( Driver Only) I
0 Copyright 2021 CCC Inteiligent Solutions Inc. All Rights Reserved. Page 5 of 10
CifCONE MARKET VALUATION SUMMARY
VEHICLE INFORMATION
VEHICLE EQUIPMENT
Passenger Air Bag o/
Anti - lock Brakes ( 4)
4-wheel Disc Brakes
Front Side Impact Air Bags
HeadlCurtain Air Bags
Backup Camera
Hands Free I
Alarm
Traction Control
Stability Control
Exte ri or/ Pai nt/ G lass Dual Mirrors tiI
Aftermarket Film Tint
Fog Lamps I
Rear Spoiler
Clearcoat Paint
Metallic Paint
Owner: Duong, Asia
Claim: 000759807240HOl
O Copyright 2021 CCC Intelligent Solutions Inc. All Rights Reserved. Page 6 of 10
ner: Duong, Asia CIS CONE MARKET VALUATION SUMMARY I CClaim: 000759807240HOl
VEHICLE CONDITION
COMPONENT CONDITION
ALLSTATE NORTHBROOK INDEMNITY
Condition Inspection NotesfTypical Vehicle Value Impact COMPANY uses condltion inspection Description guidelines to rate the condition of key
components of the loss vehicle on a
INTERIOR
three- point scale. A rating of average
Seats BELOW Notes: Soiling rt frtlrear seat 132 condition results in a valuation of that AVERAGE Typical Vehicle Desc: component that is consistent with typical Lightly soiled to clean, faded and/ or vehicles for that year, make and model discolored. A few small to insignificant of vehicle. If a component is rated in tears, holes and/ or burn marks. None or exceptional condition, then a positive no significant bare spots. monetary adjustment is made to reflect the impact of that condition level on the
Carpets AVERAGE Notes: Light cleanable debris around 0
value of the loss vehicle. Similarly, if a
mats component is rated in below average
Typical Vehicle Desc: condition, then a negative monetary Lightly soiled to clean and/ or stained. A
adjustment is made to reflect the impact
few small to no tears, holes and/ or burn of that condition level on the value of the marks. No significant bare spots. loss vehicle. Inspection Notes, if any, reflect additional observations from the
Dashboard AVERAGE Notes: Some visible wear on steering 0 appraiser regarding the loss vehicle' s
wheel and console door condition. Monetary adjustments are Typical Vehicle Desc: based upon market research consisting Significant to a few small scratches of data gathered from dealerships in and/ or gouges. Components may be California.
damaged and/ or cracked. Significant to CCC makes dollar adjustments that Iight wear. reflect the impact the reported condition
Headliner AVERAGE Notes: Light soiling/ scuffing at/around It 0 has on the value of the loss vehicle as
compared to Average condition. These
visor
dollar adjustments are based upon
Typical Vehicle Desc:
fnterviews with dealerships across the
A few small to no significant holes and/ United States. or burn marks. Light to no significant
scuffing.
EXTERIOR
Sheet Metal AVERAGE Notes: No significant obvious prior 0 damage
Typical Vehicle Desc:
A few to no dents. Numerous to a few
dings. No significant surface rust.
Trim AVERAGE Notes: Headlamps oxidizing, frt bumper 0
chips/peeling
Typical Vehicle Desc:
Minimal to no damage to components.
No broken and/ or missing components.
Few to no dents. Numerous to a few
dings.
Copyright 2021 CCC Intelligent Solutions Inc. All Rights Reserved. Page 7 of 10
owner: Duang, Asia CI,.I HONE_ MARKET VALUATION SUMMARY Claim: 00759807240H01
W VEHICLE CONDITION
COMPONENT CONDITION
Condition Inspection NoteslTypical Vehicle Value Impact Description
Paint BELOW Notes: Hood delam rt frt 181
AVERAGE Typical Vehicle Desc:
Few small deep to minimal surface
chips and/ or scratches. No significant
peeling and/ or flaking. Minor swirl
marks. Slight to no Fading.
Glass AVERAGE Notes: Windshield damage claim 0
related
Typical Vehicle Desc:
Light surface scratches and/ or pitting.
Few to no chips.
MECHANICAL
Engine AVERAGE Notes: Lightly dirty engine compartment 0 Typical Vehicle Desc:
Few small leaks to minor seepage.
Belts and hoses show minimal wear.
Significant to minimal dirt and grease in
engine compartment.
Transmission AVERAGE Notes: No access 0
Typical Vehicle Desc:
Fluid slightly discolored. None to a few
areas of seepage.
TIRES
Front Tires AVERAGE Notes: 9/ 32, 9/ 32 $ 0
Typical Vehicle Desc:
41 % to 90% of new. Example: Typical
new car tires are 11/ 32, loss measures
at 5/ 32 = 46% ( 6111)
Rear Tires AVERAGE Notes: 9/ 32, 9132 $ 0
Typical Vehicle Desc:
41 % to 90% of new. Example: Typical
new car tires are 11132, loss measures
at 5/ 32 = 46% ( 5/ 11)
@ Copyright 2021 CCC Intelligent Solutions Inc. All Rights Reserved. Page 8 of 10
CCOMONE_ MARKET VALUATION SUMMARY
Q COMPARABLE VEHICLES
R; i l. COMPARABLE VEHICLES
Source Vehicle
Comp 1
Source: Truecar 2013 Honda Accord
Alpha & Omega City Cars Sedan Sport Manual 4 2. 41
Ontario, CA Gasoline Direct Injection
909) 721- 5117 Odometer: 158, 113
9 Miles From San Dimas, CA VIN: 1 HGCR2E56DA184672
Stock #: 184672
Updated Date: 07/ 09/2024
Camp 2
Source: Dealer Ad 2013 Honda Accord
Thousand Oaks Toyota Sedan Sport Manual 4 2. 41
Thousand Oaks, CA Gasoline Direct Injection
805) 497- 2791 Odometer: 197, 811
58 Miles From San Dimas, CA VIN: 1HGCR2F57DA145153
Stock #: P2162
Updated Date: 06/ 13/ 2024
Adjusted
Comparable
Price Value
10, 388
List)
8, 572
List)
Owner: Duong, Asia
Claim: 000759807240HO l
Comparable vehicles used in the
determination of the Base Vehicle Value
are not intended to be replacement
vehicles but are reflective of the market
value, and may no longer be available
for sale.
9, 645 List Price is the sticker price of an
inspected dealer vehicle and the
advertised price for the advertised
vehicle.
Take Price is the amount that the
dealership will accept to sell the
inspected vehicle, though a lower price
may be obtainable through negotiation.
9, 117 Distance is based upon a straight line
between loss and comparable vehicle
locations.
Adjusted Comparable Value
represents the price of the comparable
vehicle with adjustments for options,
mileage, condition, and yearlmodelltrim
as compared to the loss vehicle.
0 Copyright 2021 CCC Intelligent Solutions Inc. All Rights Reserved.
Cl..l.,EONE_ MARKET VALUATION SUMMARY I CClaim: 000759807240H01
Q COMPARABLE VEHICLES
QCOMPARABLE VEHICLE SUMMARY
Source Comparable Vehicle
1 Realer Vehicle 2013 Honda Accord
Sedan Sport Manual
4 2. 41 Gasoline Direct
Injection
2 Dealer Vehicle 2013 Honda Accord
Sedan Sport Manual
4 2. 41 Gasoline Direct
Injection
Price Adjusted Comp
Value
10, 388 $ 9, 645
List)
8, 572 $ 9, 117
List)
The following comparable vehicle( s)
were used to determine this Base
Vehicle Value by computing the
arithmetic average of the adjusted
values of the comparable vehicles.
Details on these comparable vehicles
are in the Comparable Vehicles section.
0 Copyright 2021 CCC Intelligent Solutions Inc. All Rights Reserved. Page 10 of 10
T
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Jul 03, 2074 16: 16: 43 PDT Lat: 34. 1075325 Lang,- 117, 8618393
1 Jul 03. 2 — 4 16:17: 03 PDT Lat: 34.10751724 Lana.- 117.8618393
Jul 03, 2024 16: 1414 PDT Lat: 34. 10749435 Lona:- 117. 8618469
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Jul 03, 2024 16. 1& 34 PDT Lat. 34. 1075325 Low- 117. 8618393
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Jul 03. 2024 18- 18, 04 PDT Lai; 34. 10755157 Lonq:- 117. 8618393
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Jul03. 2024 16. 13. 28 PDT Lai: 34. 10754013 Long-. - 117. 8618927
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Jul 03, 2024 16.13: 14 PDT Lat. 34.10750961 Lona;- 117, 8618393
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Jul 03, 2024 16, 1342 PDT Lat: 34.10756683 Lona:- 117. 861
PO Box 2411, Tustin, CA 92781
T: 657-622-4200 | F: 866-254-4423 | www.carlwarren.com
CA License #2607296
August 5, 2024
TO: City of San Dimas
ATTENTION: Brad McKinney
RE: Claim : Randhawa vs. San Dimas
Claimant : Paramit Randhawa
Member : City of San Dimas
Date Rec’d by Mbr : 8/1/24
Date of Event : 2/8/24
CW File Number : CJP-3052120 KTV
Please allow this correspondence to acknowledge receipt of the captioned claim. Please take the following action:
• CLAIM REJECTION: Send a standard rejection letter to the claimant.
Please include a Proof of Mailing with your rejection notice to the claimant. An exemplar copy of a Proof of Mailing is attached. Please provide us with a copy of the Notice of Rejection and copy of the Proof of Mailing. If you have any questions feel free to contact the assigned adjuster or the undersigned claims specialist.
Very Truly Yours,
CARL WARREN & CO.
Timothy M. Varon
Timothy M. Varon
Claims Supervisor
SAN
DIMAS
1060
CLAIM AGAINST THE CITY OF SAN DIMAS
ECEoWE io A
U
G 1 2024 CITY OF
SAN DIMAS ADMINISTRATION City
Clerk
Stamp For damages
to Persons or Personal Property) Received by
via OUSMAIL O
Inter -Office Mail OOver the Counter A claim
must be filed with the City Clerk of the City of San Dimas within six (6) months after which the incident or event occurred.
Be sure your claim is against the City of San Dimas, not another public entity. Where space isinsufficient, please use additional paper and identify information by paragraph number. Completed claims must be mailed or delivered to the City Clerk, the City of San Dimas, 245 E. Bonita Avenue, San Dimas, CA 93.773-3002 TO THE HONORABLE MAYOR & CITY COUNCIL, THE CITY OF SAN DIMAS, CALIFORNIA The undersigned respectfully submits the following claim and information relative todamage to persona and/or personal property:
1. Name
of ClaimantParamijt Randhawa. Address
of Claimant1302 E. Covina
Number ( 626 ) 252- of Birth09109/ 1963
Security No.Pending e. Driver' s License Pending 2. Name, telephone and post office address to which claimant desires notices tobe sent If other than above: First Law Group 314E.
or event from which the claim arises: a. Date02/
08/ 2024 b. Time3: 30 a.m p. m. c. Place (
exact & specific location) 57SIB Freeway near exit in San Dimas d. How and under what circumstances did damage or injury occur? Specify the particular occurrence, event, act or omission you claim caused the injury or damage Use additional paper ifnecessary) Paramijt Randhawa (passenger) sustained injuries due topothole on 57 SIB near exit in City of San Dimas e. What
particular action bythe City, or its employees, caused the alleged damage orinjury? Failure to manage, train, supervise, monitor, maintain, own, notice its staff and subject location which caused injury to claimant.
4. Give a description of the injury, property damage or loss, so far as is known at the time of this claim. If there were no injuries, state " no injuries".
Neck, back, shoulder, leg and head injury.
5. Give the name( s) of the City employee( s) causing the damage or injury:
Unknown at this time, however, personel related to public roadway.
6. Name and address of any other person injured:
n/ a
Name and address of the owner of any damaged property:
Harminder S. Badesha:
8. Damages claims
a. Amount claimed as of this date: $ 1, 000, 000. 00+/-( EST) b. Estimated amount of future costs: $ 1, 000, 000. 00 +/_ ( EST) c. Total amount claimed: $ 2, 000, 000. 00+/-( EST)
d. Basis for computation of amounts claimed ( attach copies of all bills, invoices, estimates, etc.)
9. Names and addresses of all witnesses, hospitals, doctors, etc. a, Harminder S. Badesha:
b, Samimi Orthopedic:
C.
d.
10. Any additional information that might be helpful in considering this claim:
n/ a
WARNING: IT IS A CRIMINAL OFFENSE TO FILE A FALSE CLAIM! ( Penal Code 72; Insurance Code § S56. 1)
I have read the matters and statements made in the above claim and I know the same to be true of my own knowledge, except as to those matters stated upon information or belief as to such matters I believe the same to bE true. I certify under penalty of perjury that the foregoing is TRUE AND CORRECT.
Signed this 25 day of July 2024 , atCovina
Claimant' s signature
a
f-,w,cs- rLW(:FoLfP
TOLL FREE: 855- 578- ILAW
THIS WILL AUTHORIZE any physician, hospital, medical, attendant to furnish the FIRST LAW GROUP, Professional Law Corporation or any representative thereof, any and all information or opinions which they request regarding my physical condition and treatment rendered to myself, and allow them to see or copy and X-rays or records which You may have regarding my care, condition ortreatment.
Any firrn or employer shall furnish information about my earnings, loss of earnings, work history, and any medical information,
You are further requested to disclose no information to any insurance adjuster or other persons without written authority from me to do so, ALL PRIOR AUTHORIZATIONS
ARE HEREBY REVOKED,
THIS WILL FURTHER AUTHORIZE any police department or department of the law or traffic enforcement or any other official department of arry city, country or state, to furnish the FIRST LAW GROUP, Professional Law Corporation, or any representative thereof, any and all information or opinions which they may request with respect to me, and to allow them to see and/ or copy any police report, photographs, statement, or other records, documents, or papers pertaining to me, in the possession Or Linder the control of said police or law enforcement agency.
Photocopy of this authorization will be considered and treated as an original.
C 1_ 0N T:
FIRST LAW GROUP,
Professional Law Corporation:
By:
a : X 2J__
Dated:
314 E, Rowland St, Covina, CA 91723
Toll Free: 855- 578- ILAW Tel: 6M838- 5700 - Faw. 626- 838- 5710
PO Box 2411, Tustin, CA 92781
T: 657-622-4200 | F: 866-254-4423 | www.carlwarren.com
CA License # 2607296
July 30, 2024
City of San Dimas
Attn.: Brad McKinney
RE: Claimant : Mike and Annabella Carlton
D/Event : 6/4/2024
Rec’d Office : 7/1/2024
Our File : CJP- 3051908
We have reviewed the above referenced claim and feel the claim is defensible. Proximate cause of collision is on claimant for failure to yield the right of way at stop sign while making a left turn.
Furthermore, based on the encroachment permit, a tender to the involved contractor is viable. We request that you take the action indicated below:
CLAIM REJECTION: Send a standard rejection letter to the claimant with a proof of service addressed as follows:
Mike and Annabella Carlton
Please provide us a copy of the rejection letter and the proof of service. If you have any questions, please feel free to contact the undersigned.
Very truly yours,
Mel Zapf
Claims Examiner
Carl Warren & Company, LLC | A Venbrook Company
LAIM AGAINST THE CITE' ® I" SAN DIMAS
For damages to Persons or Personal Propedy)
Received by% - f- via 0 US MAIL 0Inter-Office Mail
L311 C IE
I
Jf11_ 1 - 2024
CITY OF 5FlN QIN4f
Ar_ rRA rinN
City Cleric Stamp+
Oover the Counter
A claim must be filed with the City Cleric of the City of San Dimas within six ( 6) months after which the incident or event occurred. i3e sure your claim is against the City of San Dimas, not another public, entity. Where space is insufficient, please use additional paper and identify information by paragraph number. Completed claims must be mailed or delivered to the City Clerk, the City of Sail Dimas, 245 E. Gorctta Avenue, San Dimas, CA 91773-3002 TO THE HONORABLE MAYOR 9 CITY COUNCIL, THE CITY OF SAN, DIMAS, CALIFORNIA The undersigned respectfully submits the following claim and information relative to damage to persona and/ or personal property:
1. Name of Claimant '
a. Address of Claimant `
b. Telephone Number (- c, Date of Birth
d. Social Security No. e. Driver' s License,
2. Name, telephone and post office address to which claimant desires notices to be sent If otherthan above:
3. Occurrence or event from which the claim arises:
a. Date_ b. Time _ m. P. M.
c. Place ( exa t & s ecific location) Sc) i
d. Now and under what circumstances did damage or injury occur? Specify the particular occurrence, event, act or omission you claim caused the inju y or damage Use additional paper if necessary) ('+ _ Ll r
C iPC1il. 1 e.t'e a - a l cs S
e. What articular action y the City, r iZrnployEes, caused the alleged da age or injury? ' S " _ 1aV_._W, 4PL
see 1 + S IT , ti
CPAOC tS n cl1 ayOC1 AAv S reR—• 7j- tx— VAOL3.
to l
64 ton
Ina
4. Give a description of the injury, property damage or loss, so far as is known at the time of this claim. If there
5. Give he name( s) of the City emRom( 5) cau-5ing the damage or injury:
5. Name and address of any other person injured:
7(, Name and} addr ss of the owner of any damaged property:
S. Damages claims:
a. Amount claimed as of this date: 1 64) 1
b. Estimated amount of future costs: 40e no cuy-le in
c. Total amount claimed: $
d. Basis for computation of amounts claimed ( attach copies of all bills, invoices, estimates, etc.) I
C.
d.
10, Any additional information that might be helpful in considering this claim:
WARNING. IT IS A CRIMINAL OFFENSE TO FILE A FALSE CLAIM! ( Penal Code 72; Insurance Code § 556. 1)
I have read the matters and statements made in the above claim and I know the same to be true of my own know€edge, except as to those matters stated upon information or belief as to such matters I believe the same to be true. I certify under penalty of perjury that the foregoing is TRUL AND CORRECT.
Signed this day u - _ + 20_' at
C
Claimant' s signature
Ae
h the c ` s • , a ke cf
aq, ^ RQ
the
os r3 cons rvc 100
a,n a she cones. - Pne.«
iin2rs. L,-> s
nd ( DOC
ku
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Jf
Agenda Item Staff Report
To: Honorable Mayor and Members of City Council
For the Meeting of August 13, 2024
From: Chris Constantin, City Manager
Prepared by: Peter Jacoy, Assistant Engineer
Subject: Rejection of all Bids for Construction Contract 2024-06 Refuse Building Roof Replacement
____________________________________________________________________________
SUMMARY
Construction Contract 2024-06 Refuse Roof Replacement was publicly bid on June 16, 2024.
The City received one bid from one Contractor. The Contractor’s bid proposal did not include bond documents, or a signed Addendum No.3 and the contractor is not registered with California Department of Industrial Relations (DIR) as required by the Public Contract Code (PCC). Due to number of discrepancies Staff recommends to reject all bids.
RECOMMENDATION
Staff recommends that the City Council:
• Declare the Bid from WC Construction Services non-responsive. • Reject all bids for Construction Contract 2024-06 Refuse Building Roof Replacement due to bidder being non-responsive.
• Authorize Staff to informally Bid Construction Contract 2024-06 pursuant to Public Contract Code (PCC) 22038(c).
FISCAL IMPACT
The requested action is administrative and has a minimal fiscal impact.
BACKGROUND
The roof of the refuse building at the City Yard is approximately 40 years old and requires replacement due to structural deterioration. The building is used for transfer and processing of
Rejection of all Bids for Construction Contract 2024-06 Page 2 For the Meeting of August 13, 2024
trash and debris. These operations are required to be covered per NPDES and AQMD regulations. Construction Contract 2024-06 for the Refuse Roof Replacement includes the following tasks:
• Bracing the existing reinforced concrete walls of the building. • Removing and replacing the existing structural open-web roof trusses, plywood roof deck, and composition roofing.
• Disposing of collected debris at a legal disposal site. • Furnishing all labor, materials, tools, equipment, transportation, and all incidental work and services required to replace the roof.
DISCUSSION/ANALYSIS
On July 16, 2024, the City Clerk publicly opened one formal bid for Construction Contract 2024-06, Refuse Building Roof Replacement project. The preliminary bid results are as follows:
Contractor Construction Bid
1 WC Construction Services $227,996
Rejection of all Bids for Construction Contract 2024-06 Page 3 For the Meeting of August 13, 2024
Staff reviewed WC Construction Services bid proposal and determined the following deficiencies:
1. Addendum No. 3 was not included as required by Construction Contract 2024-06 specifications as provided for in Section IB4 of the contract specifications. "The effect of all addenda to the Contract Documents shall be considered in the bid and said addenda shall be and are made a part of the Contract Documents and shall be returned with them. Before submitting their bid, each bidder shall be responsible to discover whether or not any addenda have been issued, and the bidder’s failure to include any such addenda issued shall render their bid informal, and result in its rejection"
2. A bid bond was not included and is required by PCC 20483. “20483. (a) All bids for construction work shall be presented under sealed cover and shall be accompanied by one of the following forms of bidder's security which amounts to 10 percent of the bid:
(1) Cash.
(2) A cashier's check made payable to the legislative body. (3) A certified check made payable to the legislative body. (4) A bidder's bond executed by an admitted surety insurer, made payable to the legislative body.”
3. The contractor does not have active registration with DIR (Department of Industrial Relations) as required by the PCC 10164 and Labor Code Section 1771.1. “1771.1. A contractor or subcontractor shall not be qualified to bid on, be listed in a bid proposal, subject to the requirements of Section 4104 of the Public Contract Code, or engage in the performance of any contract for public work, as defined in this chapter, unless currently registered and qualified to perform public work pursuant to Labor Code Section 1725.5."
After review by the City Attorney’s Office, staff recommends that the council declare the bidder non-responsive and have staff negotiate a rate with a contractor pursuant to PCC 22038(c). “22038. (c) If no bids are received through the formal or informal procedure, the project may be performed by the employees of the public agency by force account or negotiated contract without further complying with this article.”
The cost of the work even with negotiated contract would necessitate the contract be brought back to Council for approval at a later date. Due to the condition of the roof, the work must be done prior to the storm season, or the refuse building may need to be red tagged/closed due to structural safety concerns.
ALTERNATIVES
Council can choose the following alternatives:
Rejection of all Bids for Construction Contract 2024-06 Page 4 For the Meeting of August 13, 2024
1. Declare the bidder non-responsive and rebid the project pursuant to PCC 22038(a)(1).
2. Declare the bid non-responsive and abandon the project pursuant to PCC 22038(a)(1). “22038. (a) In its discretion, the public agency may reject any bids presented, if the agency, prior to rejecting all bids and declaring that the project can be more economically performed by employees of the agency, furnishes a written notice to an apparent low bidder. The notice shall inform the bidder of the agency's intention to reject the bid and shall be mailed at least two business days prior to the hearing at which the agency intends to reject the bid. If after the first invitation of bids all bids are rejected, after reevaluating its cost estimates of the project, the public agency shall have the option of either of the following:
(1) Abandoning the project or readvertising for bids in the manner described by this article.” These alternatives may result in further delays due to the need for staff to formally readvertise the project. Additionally, there is a risk of receiving non-responsive bids again due to this project being a specialized trade. If the roof of the trash bay building is not repaired, the City would not be in compliance with NPDES and AQMD regulations for its trash processing operations and could be subject to penalties of several thousands of dollars per day.
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,
Peter Jacoy
Assistant Engineer
Agenda Item Staff Report
To: Honorable Mayor and Members of City Council
For the Meeting of August 13, 2024
From: Chris Constantin, City Manager
Prepared by: Grant Garcia, Management Analyst
Subject: Approve the Request for Care for the Children to Paint Citywide Curb Addresses – 2024 Program and to Designate 20 Percent of Donation Proceeds to the San Dimas Senior Citizen Club
____________________________________________________________________________
SUMMARY
City Council to consider and approve Care for the Children, a charitable organization, to paint curb address numbers citywide for residential homes at no cost to the City. Residents would pay Care for the Children a voluntary donation directly and the San Dimas Senior Citizen Club would receive a percentage of the proceeds.
RECOMMENDATION
Staff recommends that the City Council:
1. Approve the request from Care for the Children to paint the curb addresses for residential properties citywide.
2. Approve the designated portion of the proceeds be donated to the San Dimas Senior Citizen Club.
FISCAL IMPACT
There is no financial impact to the City as Care for the Children would be paid by a voluntary donation from the residents. Care for the Children would donate 20% of the total proceeds to the San Dimas Senior Citizen Club. In the last curb painting program in 2022, $3,743 was donated to the Senior Citizen Club. There is minor impact to staff time for overseeing the painting and coordinating corrections for complaints.
BACKGROUND
Curb addresses are an important public safety element for emergency vehicles and benefits residents receiving deliveries from mail carriers (USPS, FedEx, UPS, Amazon Prime, etc.). In
Request for Care for the Children to Paint Citywide Curb Addresses Page 2 For the Meeting of August 13, 2024
the past, the City contracted with various vendors to paint the curb address number. In fiscal year 2004-2005, the City budgeted $28,117.50 for curb address painting. In 2008, the City Council authorized a new approach for citywide curb address painting, which was to have a charitable organization paint the addresses. Care for the Children provided this service at no cost to the city, instead, they requested voluntary donations from the residents. The requested donation amount is $25.
After the success of the 2008 curb painting program, Care for the Children has been issued permits to paint the City’s curb addresses approximately every 5 years. The last address painting was in 2022. Recently, Staff have received at least ten inquiries from residents requesting curb address painting. Due to the number of requests, Staff reached out to Care for the Children about providing their services this summer.
In reviewing the short time between curb address paintings, there are some factors. Paint reformulations have decreased the life of the paint, which is also being seen in the reduced life of street striping and markings. Also, in the last two years’ rainy seasons have been wetter than previous years which has caused the curb paint to fade faster than usual. This is why painting is being considered sooner than the usual 4 to 5-year timeline.
DISCUSSION/ANALYSIS
By designating a single non-profit to paint the City’s curb addresses there will be uniformity in regard to the curb addresses making them easier for first responders to see in an emergency.
Periodically, unauthorized contractors will advertise curb painting services that include customizable logos (sports teams, organizations, beach imagery, etc.) that are not permitted as they make the numbers harder to see. These images detract from the purpose of the curb address painting which is to be clear and legible.
With the one non-profit, the City can enforce standards to include letter size, paint type, reflective glass beads, and overall quality of the work. Care for the Children will be required to obtain an encroachment permit for the work and provide the associated insurance. This will ensure that any defects are promptly addressed. As part of the permit conditions, Care for the Children employees will be required to:
• Provide residents with a notification letter prior to curb painting beginning as approved by Staff
• Cease soliciting donations by 8:00 pm in the evening
• Display employee identification cards while soliciting for donations • Meet each day prior to beginning work to review and resolve any resident concerns or issues
In the past Care for the Children has proven responsive to complaints and promptly corrected errors. They have successfully completed work in cities including: La Verne, Chino, Covina, Rancho Cucamonga and others.
Care for the Children also provides another benefit by donating a percentage of the proceeds back to a San Dimas Community program. For this cycle, they have agreed to donate 20% of their net proceeds to the Senior Citizen Club (Attachment 1). In 2022, Care for the Children donated $3,743 to the Senior Citizen Club.
Request for Care for the Children to Paint Citywide Curb Addresses Page 3 For the Meeting of August 13, 2024
With Council approval, Care for the Children would begin painting the curb addresses as soon as possible. It is best to conduct curb painting in the summer with the longer hours of sunlight, allowing more work to be completed. The paint also dries faster in the heat.
ALTERNATIVES
The City Council may decide not to move forward with the curb address painting and postpone it to a later date.
ENVIRONMENTAL REVIEW
This project is categorically exempt from the requirements of the California Environmental Quality Act (CEQA) pursuant to 14 CCR § 15301 (c) as painting of curb addresses is considered maintenance on an existing street that involves no expansion of use.
Respectfully submitted,
Grant Garcia
Management Analyst
Attachments:
1. Letter from Care for the Children (dated 7/10/2024)
BOARD OF DIRECTORS
Michelle Q. Henderson
Board of Directors
Robert G. Henderson
Board of Directors
Irina Shimanchik
Board of Directors
ADMINISTRATION
Robert G Henderson
Executive Director
Irina Shimanchik
Assistant Executive Director
Dear City of San Dimas,
Care For The Children DBA: CFTC Painting, paints curb address numbers for Bid (the city pays to have the curb address numbers painted) and for voluntary donations from the residents.
Care for the children has been providing this community service to the City of San Dimas for the last 15 years. In 2005, the City of San Dimas paid a contractor $4.50 per address to have the curb address numbers painted. This year, CFTC Painting, painted the curb address numbers in the City of South El Monte for $11 per address.
Care For The Children has saved the City of San Dimas thousands of dollars in cost of the curb address painting. And Care For The Children has donated thousands of dollars to the Senior Citizens Club from the donations received from the curb address painting.
I am requesting that Care For The Children be able to provide the community service of our curb address painting program to the residents of the City of San Dimas. We have a policy of giving back to the communities that we are privileged to fundraise within. We would like to donate 20% of the net proceeds to the Senior Citizen Club in the City of San Dimas.
The summer months is the best time to have this work done.
Please feel free to contact me at: [email protected] or (562)980-6395 Cell.
Sincerely,
Robert G. Henderson
Executive Director, Care For The Children
ATTACHMENT 1
Agenda Item Staff Report
To: Honorable Mayor and Members of City Council
For the Meeting of August 13, 2024
From: Chris Constantin, City Manager
Prepared by: Brad McKinney, Assistant City Manager
Subject: Approve the Memorandum of Understanding (MOU) with Inland Empire Film Services
____________________________________________________________________________
SUMMARY
This is a Memorandum of Understanding with Inland Empire Film Services to facilitate a film permit process within the City that incorporates the Inland Empire region.
RECOMMENDATION
Staff recommends that the City Council:
1. Authorize the City Manager to sign the Memorandum of Understanding (MOU) with Inland Empire Film Services (IEFS) to facilitate a film permit process within the City of San Dimas in a form approved by the City Attorney.
FISCAL IMPACT
There is no direct fiscal impact associated with the approval of this MOU. The fees for film permits will be collected from the production companies, and any administrative fees charged by IEFS will be borne by the production companies.
BACKGROUND
The City of San Dimas recognizes the importance of supporting the film industry and the economic benefits it brings to the community. To streamline the film permit process and reduce the workload on City staff, the City has negotiated an MOU with Inland Empire Film Services.
DISCUSSION/ANALYSIS
The proposed MOU establishes a cooperative relationship between the City of San Dimas and Inland Empire Film Services (IEFS). The objective is to enhance efficiency in processing film permits and to provide comprehensive services to the film industry.
Approve Memorandum of Understanding (MOU) with Inland Empire Film Services Page 2 For the Meeting of August 13, 2024
Key Provisions of the MOU:
IEFS Responsibilities:
• Receive and respond to inquiries from potential permittees. • Provide information and guidance on film sites, permit processes, time frames, fees, and other relevant details.
• Distribute film permit applications and instructions to industry members. • Review incoming applications for completeness and compliance with City regulations. • Notify appropriate City staff of pending applications and filming locations. • Prepare necessary documents for film permit issuance and submit them to the City for review.
• Facilitate payment for film permit fees and ensure accountability for all payments. • Indemnify and hold harmless the City from any losses or liabilities arising from the performance of services under this MOU.
• Maintain required insurance coverage for the duration of the MOU.
City Responsibilities:
• Keep IEFS informed of any changes in film permitting regulations, policies, and procedures.
• Review submitted permit documents and obtain necessary signatures within specified time frames.
• Provide copies of executed film permits to IEFS for issuance to production companies.
Administration:
• The parties will meet as needed to discuss processes, procedures, and other pertinent issues, with a minimum of one annual review meeting.
• The terms of the agreement may be modified with 30-day written notice and mutual agreement.
• The agreement may be terminated with 60-day written notice by either party. • The MOU is non-exclusive, allowing other entities to perform similar services and apply for film permits directly with the City.
• The agreement authorizes IEFS staff to initiate film permit processing but does not guarantee City approval of any permit.
• The MOU with Inland Empire Film Services should enhance the efficiency of the film permit process, provide better service to the film industry, and reduce the administrative burden on City staff.
The MOU with Inland Empire Film Services should enhance the efficiency of the film permit process, allow production companies in the Inland Empire region an opportunity in the community, provide better service to the film industry, and reduce the administrative burden on City staff.
ALTERNATIVES
The City Council could not authorize the City Manager to execute the MOU.
ENVIRONMENTAL REVIEW
Approve Memorandum of Understanding (MOU) with Inland Empire Film Services Page 3 For the Meeting of August 13, 2024
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,
Brad McKinney
Assistant City Manager
Attachments:
1. Memorandum of Understanding between the City of San Dimas and Inland Empire Film Services.
ATTACHMENT 1
MEMORANDUM OF UNDERSTANDING
This Memorandum of Understanding (MOU) between the City of San Dimas and Inland Empire Film Services provides for coordination and cooperation between the City of San Dimas (CITY) and Inland Empire Film Services (IEFS) in the preparation of film permit packages for filming on land within CITY.
II. OBJECTIVE
The IEFS will initiate the film permit process for filming in CITY in order to provide efficient service to the film community and relieve workload for City Staff.
III RESPONSIBILITIES
A. IEFS will:
1. Receive inquiries from potential permittees and provide general information regarding the film sites, the permit process, time frames, fees and any other information pertaining to a Film permit within CITY.
2. Provide film permits and instructions to members of the film industry when requesting to film in CITY.
3. Review incoming applications to ensure that they are complete, correct and within the parameters of CITY’s filming regulations. Every effort will be made to make certain that the application accurately reflects what the permittee intends to do in the CITY.
3. Notify the appropriate CITY staff of pending applications and where the filming will be located.
4. Prepare the documents necessary for the expeditious issuance of the film permit and submit them to CITY for review and possible approval.
5. Provide information on forms of payment accepted by CITY for all appropriate fees from the film company or its agent. Such fees may include, but not limited to, rental, application, monitoring and/ or a bond. At no time shall any fee be submitted to CITY after issuance of the permit unless the company extends its permit or other situations develop that warrant a rider being issued. IEFS will facilitate payment for the film permit fees. IEFS shall be accountable for the form of payment proffered by the film company or its agent for payment of fees associated with film permits.
6. Provide the all services included in the Scope of Services [Exhibit A].
7. To the fullest extent permitted by law, IEFS shall indemnify and hold harmless City and any and all of its officials, employees, agents, and/or volunteers (“Indemnified Parties”) from and against any and all losses, liabilities, damages, costs, and expenses, including attorney’s fees and costs, caused in whole or in part by the negligent or wrongful act, error or omission of IEFS, its officers, agents, employees or subcontractors (or any City or individual that IEFS shall bear the legal liability thereof) in the performance of services under this Agreement. IEFS’s duty to indemnify and hold harmless City shall not extend to the City’s sole or active negligence or willful misconduct.
8. IEFS shall maintain prior to the beginning of and for the duration of this MOU insurance coverage as specified in [Exhibit B] attached herewith and incorporated herein by this reference as though set forth in full.
B. CITY will:
1. Keep IEFS abreast of any changes in the film permitting regulations, policies, and procedures.
2. Conduct the necessary review of the submitted permit documents and obtain the necessary signatures, if appropriate. Every effort will be made to issue film permits with three (3) to five (5) business days after receiving a complete application package. For the more complex proposals that include road use, stunt driving, special effects, use of aircraft or any other activity that may require additional processing time will have a goal of issuing a permit within seven (7) to ten (10) full business days.
3. Provide a copy of the executed film permit (and any additional permits) to IEFS for issuance to the production company.
IV. ADMINISTRATION
1. The parties to this agreement shall meet, as needed, to discuss the process, procedures, and any other pertinent issues regarding the preparation of film permit packages. However, the parties agree to meet at least once a year to review the adequacy, effectiveness, and continuing need of the Agreement. This can be accomplished via conference or video call if both parties agree.
2. The terms of this agreement may be modified at any time at the initiative of either party, following at least 30-day written notice to the other party. Any changes or amendments to this Agreement are incorporated into and made part of this Agreement as fully and effectively as if they were set forth herein in their entirety. Such changes or amendments will be effective upon the signature of both parties.
3. This agreement may be terminated in writing, at any time, by either party, following a 60-day written notice to the other party. This agreement shall be for a three-year period commencing on September 1, 2024. The agreement is renewable upon the timely request of either party and mutual agreement in writing.
However, the current authorization shall not exceed three years unless prior thereto, it is terminated or modified with the terms set forth herein or with any applicable federal law or regulation.
4. This is a non-exclusive agreement. Any other person or entity may perform the same or similar services performed by IEFS for the City, and the City may enter into similar non-exclusive MOUs or agreements for those services with other persons or entities. Additionally, any person or entity may apply directly to the City for a film permit without utilizing the services provided by IEFS under this Agreement.
5. It is agreed that IEFS may charge administrative fees per permit to be paid by the production company.
6. Film permit applicants will be required to pay any City film permit fees (whether payment is coordinated through IEFS or otherwise) prior to film permit issuance.
6. This Agreement authorizes IEFS staff to initiate the processing of film permits in CITY; but not to make other representations on behalf of or for CITY.
7. This Agreement does not guarantee CITY approval of any film permit.
8. This Agreement shall become effective upon the signature of both parties.
V. AUTHORIZATION
IN WITNESS WHEREOF, the undersigned agree that the terms of this Memorandum of Understanding outline the process and responsibilities for each party in the preparation of film permits for productions within CITY. Signature City of San Dimas Signature Inland Empire Film Services. _________________________ ________________________________ Chris Constantin, City Manager Dan Taylor, President
Date: ____________________ Date: ___________________________
EXHIBIT A
EXHIBIT B
INSURANCE REQUIREMENTS
Without limiting IEFS’s indemnification of City, and prior to commencement of work and/or services under this MOU, IEFS shall obtain, provide, and maintain at its own expense during the term of this Agreement, policies of insurance of the type and amounts described below and, in a form, satisfactory to City.
General liability insurance. IEFS shall maintain commercial general liability insurance with coverage at least as broad as Insurance Services Office form CG 00 01, in an amount not less than $1,000,000 per occurrence, $2,000,000 general aggregate, for bodily injury, personal injury, and property damage. The policy must include contractual liability that has not been amended. Any endorsement restricting standard ISO “insured contract” language will not be accepted.
Automobile liability insurance. IEFS shall maintain automobile insurance at least as broad as Insurance Services Office form CA 00 01 covering bodily injury and property damage for all activities of the IEFS arising out of or in connection with Work to be performed under this Agreement, including coverage for any owned, hired, non-owned, or rented vehicles, in an amount not less than 1,000,000 combined single limit for each accident.
Workers’ compensation insurance. IEFS shall maintain Workers’ Compensation Insurance (statutory limits) and Employer’s Liability insurance (with limits of at least $1,000,000).
IEFS shall submit to City, along with the certificate of insurance, a Waiver of Subrogation endorsement in favor of City, its officers, agents, employees, and volunteers.
Other provisions or requirements
Proof of insurance. IEFS shall provide certificates of insurance and required endorsements to City as evidence of the insurance coverage required herein. Insurance certificates and endorsements must be approved by City’s Risk Manager prior to commencement of performance. Current certification of insurance shall be kept on file with City for the contract period and any additional length of time required thereafter. City reserves the right to require complete, certified copies of all required insurance policies, at any time.
Duration of coverage. IEFS shall procure and maintain for the MOU period, and any additional length of time required thereafter, insurance against claims for injuries to persons or damages to property, or financial loss which may arise from or in connection with the performance of the Work hereunder by IEFS, their agents, representatives, employees, or sub IEFSs.
Primary/noncontributing. Coverage provided by IEFS shall be primary and any insurance or selfinsurance procured or maintained by City shall not be required to contribute with it. The limits of insurance required herein may be satisfied by a combination of primary and umbrella or excess insurance. Any umbrella or excess insurance shall contain or be endorsed to contain a provision that such coverage shall also apply on a primary and non-contributory basis for the benefit of City before the City’s own insurance or self- insurance shall be called upon to protect it as a named insured.
City’s rights of enforcement. In the event any policy of insurance required under this Agreement does not comply with these specifications or is canceled and not replaced, City has the right but not the duty to obtain the insurance it deems necessary, and any premium paid by City will be promptly reimbursed by IEFS or City will withhold amounts sufficient to pay premium from IEFS payments. In the alternative, City may cancel this Agreement.
Acceptable insurers. All insurance policies shall be issued by an insurance company currently authorized by the Insurance Commissioner to transact business of insurance or is on the List of Approved Surplus Line Insurers in the State of California, with an assigned policyholders’ Rating of A- (or higher) and Financial Size Category Class VII (or larger) in accordance with the latest edition of Best’s Key Rating Guide, unless otherwise approved by the City’s Risk Manager.
Waiver of subrogation. All insurance coverage maintained or procured pursuant to this agreement shall be endorsed to waive subrogation against City, its elected or appointed officers, agents, officials, employees, and volunteers or shall specifically allow IEFS or others providing insurance evidence in compliance with these specifications to waive their right of recovery prior to a loss. IEFS hereby waives its own right of recovery against City and shall require similar written express waivers and insurance clauses from each of its subIEFSs.
Enforcement of contract provisions (non estoppel). IEFS acknowledges and agrees that any actual or alleged failure on the part of the City to inform IEFS of non-compliance with any requirement imposes no additional obligations on the City nor does it waive any rights hereunder.
Requirements not limiting. Requirements of specific coverage features or limits contained in this Section are not intended as a limitation on coverage, limits or other requirements, or a waiver of any coverage normally provided by any insurance. Specific reference to a given coverage feature is for purposes of clarification only as it pertains to a given issue and is not intended by any party or insured to be all inclusive, or to the exclusion of other coverage, or a waiver of any type. If the IEFS maintains higher limits than the minimums shown above, the City requires and shall be entitled to coverage for the higher limits maintained by the IEFS. Any available insurance proceeds in excess of the specified minimum limits of insurance and coverage shall be available to the City.
Notice of cancellation. IEFS agrees to oblige its insurance agent or broker and insurers to provide the City with a thirty (30) day notice of cancellation (except for nonpayment for which a ten (10) day notice is required) or nonrenewal of coverage for each required coverage. If any of the IEFS’s insurers are unwilling to provide such notice, then IEFS shall have the responsibility of notifying the City immediately in the event of IEFS’s failure to renew any of the required insurance coverages, or insurer’s cancellation or nonrenewal.
Additional insured status. General liability, automobile liability, and umbrella/excess liability insurance policies shall provide or be endorsed to provide that City and its officers, officials, employees, agents, and volunteers shall be additional insureds under such policies.
Prohibition of undisclosed coverage limitations. None of the coverages required herein will be in compliance with these requirements if they include any limiting endorsement of any kind that has not been first submitted to City and approved of in writing.
Separation of insureds. A severability of interests provision must apply for all additional insureds ensuring that IEFS’s insurance shall apply separately to each insured against whom claim is made or suit is brought,
except with respect to the insurer’s limits of liability. The policy(ies) shall not contain any cross-liability exclusions.
Pass through clause. IEFS agrees to ensure that its sub IEFSs, subcontractors, and any other party who is brought onto or involved in the project/service by IEFS (hereinafter collectively “Subcontractor”), provide the same minimum insurance coverage and endorsements required of IEFS under this Agreement. IEFS agrees to monitor and review all such coverage and assumes all responsibility for ensuring that such coverage is provided in conformity with the requirements of this section. However, in the event IEFS’s Subcontractor cannot comply with this requirement, which proof must be submitted to the City, IEFS may still be able to utilize the Subcontractor provided IEFS shall be required to ensure that its Subcontractor provide and maintain insurance coverage and endorsements sufficient to the specific risk of exposure involved with Subcontractor’s scope of work and services, with limits less than required of the IEFS, but in all other terms consistent with the IEFS’s requirements under this Agreement. This provision does not relieve the IEFS of its contractual obligations under the Agreement and/or limit its liability to the amount of insurance coverage provided by its subcontractors. This provision is intended solely to provide IEFS with the ability to utilize a Subcontractor who may be otherwise qualified to perform the work or services but may not carry the same insurance limits as required of the IEFS under this Agreement given the limited scope of work or services provided by the subcontractor. IEFS agrees that upon request, all agreements with Subcontractors, and others engaged in the project and/or services, will be submitted to City for review.
City’s right to revise specifications. The City reserves the right at any time during the term of the MOU to change the amounts and types of insurance required by giving the IEFS ninety (90) days advance written notice of such change. If such change results in substantial additional cost to the IEFS, the City and IEFS may renegotiate IEFS’s compensation.
Self-insured retentions. Any self-insured retentions must be declared to and approved by City. City reserves the right to require that self-insured retentions be eliminated, lowered, or replaced by a deductible, or require proof of ability to pay losses and related investigations, claim administration, and defense expenses within the retention through confirmation from the underwriter.
Timely notice of claims. IEFS shall give City prompt and timely notice of claims made or suits instituted that arise out of or result from IEFS’s performance under this Agreement, and that involve or may involve coverage under any of the required liability policies.
Additional insurance. IEFS shall also procure and maintain, at its own cost and expense, any additional kinds of insurance, which in its own judgment may be necessary for its proper protection and prosecution of the work.
Agenda Item Staff Report
To: Honorable Mayor and Members of City Council
For the Meeting of August 13, 2024
From: Chris Constantin, City Manager
Prepared by: Peter Jacoy, Assistant Engineer
Subject: Award Contract to General Technologies and Solutions (GTS) LLC as Lead Consultant of the Citywide Bicycle Master Plan 2024 in the Amount of $99,915, Approve Overall Project Budget of $114,902.25 Including Contingency and Authorize the City Manager, or Designee, to Execute the Contract with GTS in a Form Approved by the City Attorney.
____________________________________________________________________________
SUMMARY
The Public Works Department released a Request for Proposals on April 15, 2024, to qualified engineering and planning consulting firms for the development of the Citywide Bicycle Master Plan 2024. The proposal to prepare the Citywide Bicycle Master Plan 2024 is not to exceed $99,915.
Staff recommends that the City Council authorize the City Manager or designee to execute an agreement with GTS as the consultant to develop the Citywide Bicycle Master Plan 2024 and related environmental documents.
RECOMMENDATION
Staff recommends that the City Council:
1. Appropriate $39,902.25 from the Prop C Transit funds and combine with funds allocated in FY 2023-24 and FY 2024-25 for the Citywide Bicycle Master Plan 2024.
2. Award the Citywide Bicycle Master Plan 2024 to GTS in the amount of $99,915 and approve an overall project budget of $114,902.25 including contingency.
3. Authorize City Manager, or designee, to execute the contract with GTS in a form authorized by the City Attorney.
FISCAL IMPACT
Citywide Bicycle Master Plan 2024 Contract Award Page 2 For the Meeting of August 13, 2024
The Citywide Bicycle Master Plan 2024 has been allocated in the Fiscal Year 2024-25 Budget Cycle. A total of $75,000.00 has been set aside from the Prop C Transit Fund (73-4120-020-075), with $50,000.00 allocated for FY 2023-24 and $25,000.00 for FY 2024-25. Additionally, this requires an appropriation of $39,902.25 from the Prop C Transit Funds. The Citywide Bicycle Master Plan is proposed as follows:
Consultant Services Proposal Bid $99,915
Project Contingency, (15%) $14,902.25
Design Project Budget: $114,902.25
The anticipated total project budget expenditure for the Citywide Bicycle Master Plan 2024 is $114,902.25.
BACKGROUND
The City developed a Citywide Bicycle Master Plan, envisioned as a document to realize a safe, logical, and complete bikeway system. The existing Bicycle Master Plan was adopted by the City Council in August 2011, and since then, several improvements recommended in the plan have been completed.
The City of San Dimas, Department of Public Works, has solicited proposals for professional services to prepare an updated Citywide Bicycle Master Plan. San Dimas has a long-standing commitment to enhancing safety for all users on its local roadways and the Citywide Bicycle Master Plan 2024 will assist to actively pursue future grant opportunities for projects that could improve the City’s bikeway system.
The updated Citywide Bicycle Master Plan aims to serve as a roadmap for identifying and prioritizing potential bikeway improvements. These improvements are intended to integrate and enhance connectivity with the new light rail station infrastructure, recreation facilities, employment centers, and existing bike routes within the City's transportation network, and identifying both moderate-term and long-term needs for the bicycle network. An updated Bicycle Master Plan is a mandatory requirement for many Federal and State grant submittals. It is the foundational document of the City's vision of a comprehensive and connected bikeway system. A wellintegrated multimodal transportation system will ultimately reduce congestion, increase safety, and provide health benefits for San Dimas residents.
The Citywide Bicycle Master Plan aims to integrate the Downtown Specific Plan's bikeway system. This standalone document will eventually be incorporated into the city's General Plan. To ensure robust public engagement, staff and consultants will conduct workshops and community outreach, gathering essential feedback on the current and proposed bicycle network. The plan will be presented to the Traffic Safety Committee, Parks & Recreation Commission, Planning Commission, and City Council for review and approval.
DISCUSSION/ANALYSIS
City staff released a Request for Proposal (RFP) on April 15, 2024, to solicit consulting services for the Citywide Bicycle Master Plan 2024. In response, staff received three (3) sealed proposals by May 24, 2024, from the following firms: CR Associates, GTS, and Bowman.
Citywide Bicycle Master Plan 2024 Contract Award Page 3 For the Meeting of August 13, 2024
A selection committee consisting of the Administrative Services Senior Management Analyst, the Community Development Associate Planner, the Parks & Recreation Manager, the Public Works Assistant Engineer, and the Public Works Management Analyst reviewed and ranked the three proposals according to firm qualifications and experience, project approach & methodology, understanding project scope, quality of submittal, reasonableness of cost, and references, as follows:
Rank Consultant Location Proposal Fee
1 General Technologies and Solutions (GTS) LLC Los Angeles, CA $ 99,915 2 Chen Ryan Associates (CRA), Inc. San Diego, CA $ 231,597 3 Bowman Consulting Group Ltd. Brea, CA $ 185,840
ALTERNATIVES
The City Council may choose not to award or authorize the budget for the Citywide Bicycle Master Plan 2024. However, this decision would impact the City’s ability to apply for future grants.
The City Council can direct staff to prepare the Bicycle Master Plan using in-house staff. This would require extensive staff time. Additionally, there are significant benefits from having third party transportation experts review the City’s bicycle network. These include experience with improvements in other localities and knowledge of pending advances in the transportation industry.
ENVIRONMENTAL REVIEW
The Citywide Bicycle Master Plan 2024 qualifies for a Statutory Exemption under CEQA as a Bicycle Transportation Plan, meets the criteria outlined in Public Resources Code Section 21080.20, as amended by Senate Bill 922. Future pedestrian and bikeway projects facilitated by the plan may also be eligible for similar statutory exemptions but could require additional environmental review.
Respectfully submitted,
Peter Jacoy
Assistant Engineer
Attachments:
1. GTS Proposal
2. Professional Service Agreement Draft
TECHNICAL PROPOSAL FOR:
City of San Dimas
Citywide Bicycle Master Plan
Submitted: May 24, 2024
ATTACHMENT 1
Table of Contents
32 Transmittal Letter
Executive Summary
Background and Understanding
Personnel
Project Approach and
Methodology
Allocation of Hours
Scope of Work
Experience
Project Schedule
Proposer’s Information
Disclosures
Project Organization and
Staffing
Proprietary Information
2 4
5 6-11
12 13
14-19
20-28
29 30
30 30
30
City of San Dimas - Public Works Department
Attn: Peter Jacoy, Assistant Engineer
245 East Bonita Ave, San Dimas, CA 91773
Subject: Proposal for Citywide Bicycle Master Plan
Dear Peter Jacoy and City of San Dimas Selection Committee:
INFORMED ON COMMUNITY ISSUES AND TECHNICAL EXPERTISE. Traffic engineering expertise, complete streets perspective, public engagement, and an understanding of current active transportation concerns will be keys to the success of this project. The General Technologies and Solutions, LLC, (GTS) Team possesses all the qualifications to provide the depth of knowledge and the experience needed to develop the guiding document that specifies how the City of San Dimas will program, fund, plan, design, build and maintain the future multimodal transportation network of your community.
NO LEARNING CURVE. I will be the Principal-in-Charge and engineering lead for this project, overseeing activities of our team. I served in similar capacities for projects, most recently for the Cities of Glendora (overseeing design projects for innovative intersection treatments such as bike boxes); Irwindale (leading a Safe Streets for All plan (SS4A)); Santa Monica (designing pedestrian and bicycle facilities in coordination with Caltrans); Hermosa Beach (managing the planning and design of bicycle lanes and parklets); and San Luis Obispo County (overseeing a corridor concept plan that included a dedicated bicycle path); and theThe project manager and planning lead for this project will be Ariel Godwin, AICP, a planner with more than 16 years of experience focusing on active transportation and complete streets. Ariel’s recent experience includes preparing city-level Bicycle Master Plans and managing corridor and jurisdiction-level bicycle infrastructure improvement programs. He also leads several initiatives to collect GIS data of bicycle and pedestrian infrastructure and managed GIS datasets to map bicycle facilities at the municipal and regional level.
WELL-VERSED IN PUBLIC OUTREACH. Rock Miller, is a bicycling safety expert with more than 40 years of transportation planning, design, and operations experience. Rock’s recent projects include bicycle improvements to UCLA’s campus and the City of Long Beach Bicycle Friendly Improvement Program, among others.To provide a robust public engagement program to reach the broadest cross-section of the community possible, we propose to use Social Pinpoint or a comparable platform for virtual public engagement, maintaining a project website hosting information, key milestones and dates, documents, interactive maps, and surveys. These virtual engagement tools will complement a parallel in-person engagement effort.In addition Also, GTS is a lean company with minimal overhead costs, competitive rates, efficient operations, and highly accessible and responsive team members. We also propose a hands-on approach whereby our team members will arrange a bicycle “tour” of the city to experience bicycling conditions directly. As a value-added service, we will assist the city in fulfilling the grant administration on the project in line with the Local Assistance Procedures Manual (LAPM) requirements. If desired, we can also support a SS4A grant application.
I am authorized to bind the firm and to execute legal documents on the firm’s behalf. This proposal is valid for 90 days after the City receives it. Our main office is located in Los Angeles and the project will be managed from this office. Rawad Hani is the only managing partner of GTS. His notarized signature is provided below. We stand ready and available to support your team and deliver much needed mobility improvements to the people of San Dimas.
Sincerely,
A. Transmittal Letter
Rawad Hani, PE, TE (CEO)
GTS | California LLC (S Corp)
11900 W Olympic Boulevard, Suite 450, Los Angeles, CA 90064, (213) 532-8221 | [email protected] Page 107 – 680 City of San Dimas Citywide Bicycle Master Plan 2024 4
B. Executive Summary
GTS is a traffic engineering, transportation planning, and technology solutions firm based in Southern California. We combine our passion for smart transportation technology solutions (what’s on the horizon) with an advanced understanding of community needs and goals (what’s in demand). All GTS solutions strive to balance mobility and safety on the one hand with livability and sustainability on the other.
Our passion – and our mission as a company – is based on these three pillars:
• Saving lives (improving road safety and preventing crashes) • Saving time (mitigating congestion and increasing efficiency for all modes) • Saving space (right-sizing transportation facilities and making sure the available space is used optimally) We employ state-of-the-art technologies to provide innovation in: GTS provides mobility solutions for all road users: pedestrian, bicycle, transit, auto, and freight modes. We employ state-of-the-art technologies to provide innovation in:
Traffic Engineering
Systems Engineering
Multimodal Planning
Parking
The GTS Team understands the important role bicycling plays in San Dimas, as a travel mode, both recreational and utilitarian. We believe a range of mobility options, in a safe and comfortable environment, is vital for a good quality of life. The existing Bicycle Master Plan provides a solid basis for a renewed planning effort. At the same time, we see numerous opportunities to take advantage of new developments in best practices with regard to bicycle facility design, operations, and safety. We will draw upon the latest research to support this effort.
To accomplish the tasks listed in the Scope of Services, GTS will work closely with city staff, beginning with a kick-off meeting to initiate the project and managing all aspects of the project throughout its duration. Major elements of the project will include developing a departmental committee to guide the project and undertaking an extensive community outreach program, engaging cyclists and non-cyclists, community groups, and stakeholder organizations through digital and non-digital (in-person) channels. Our proposed scope of services is provided in Section F, including project administration, community outreach, review and revision of goals and policies, review and recommendations with regard to programs, data collection and development, network and project development, project prioritization, and the final completion of the Citywide Bicycle Master Plan accompanied by the required environmental document.
Our recent related projects have included Pedestrian and Bicycle Connectivity Plans, Multimodal Corridor Concept Plans, Neighborhood Traffic Calming Plans, Arterial Corridor Safety Improvements, School Zone Traffic Safety Plans, Intersection Near-Miss Analysis, Complete Streets Design, and many others. GTS currently works across Southern California from Los Angeles to Riverside Counties, Orange County, San Bernardino, Ventura, and Imperial Counties. GTS supports projects with various clients including the Cities of Glendora, El Monte, Alhambra, Buena Park, Irvine, Santa Monica, Hermosa Beach, Glendale, Burbank, and transportatoin agencies such as Los Angeles Metro, and Caltrans.
City of San Dimas Citywide Bicycle Master Plan 2024 5
C. Background and Understanding of the Scope of Services The existing San Dimas Bicycle Master Plan was adopted in August 2011. Since then, many changes have taken place, including implementation of several of the improvements recommended in the plan, changes in commuting patterns spurred by the COVID-19 pandemic, regional population growth, and regional demographic changes. Many new initiatives related to active transportation have begun across the San Gabriel Valley (SGV), from the planned SGV Greenway Network to the GoSGV regional e-bike share program and Active Streets events in various cities.
At the same time, cities throughout Southern California and elsewhere have shifted their practices toward building new types of bicycle infrastructure that were rarely seen in the United States before the 2010s, such as protected bike lanes, bike boxes, two-way on-street cycle tracks, and bike signal heads. A new edition of the California Manual of Uniform Traffic Control Devices (CA-MUTCD) has been published, containing guidance for several new types of bicycle-related marking and signage.
However, at a national level, from 2008 to 2023, bicyclist fatalities increased by 55 percent. It is clear that proactive safety countermeasures combined with the latest and best practices in the Four E’s (engineering, education, enforcement, and emergency response) are needed in order to continuously improve San Dimas’s status as an enjoyable and safe place to ride a bike.
The GTS Team understands the important role bicycling plays in San Dimas. We believe a range of mobility options, in a safe and comfortable environment, is vital for a good quality of life. The existing Bicycle Master Plan provides a solid basis for a renewed planning effort. At the same time, we see numerous opportunities to take advantage of new developments in best practices with regard to bicycle facility design, operations, and safety. We will draw upon the latest research to support this effort.
To accomplish the tasks listed in the Scope of Services, GTS will work closely with city staff, beginning with a kick-off meeting to initiate the project and managing all aspects of the project throughout its duration. Major elements of the project will include developing a departmentalcCommittee to guide the project and undertaking an extensive community outreach program, engaging cyclists and non-cyclists, community groups, and stakeholder organizations through digital and non-digital (in-person) channels.
The GTS Team contributes valuable planning and engineering knowledge to this project, drawing from our extensive experience working on various comparable endeavors. Most notably, we recently designed a range of bicycle infrastructure improvements for the City of Glendora and are currently developing a Safe Streets for All plan for the City of Irwindale, with a strong emphasis on bicycle and pedestrian safety. We are also currently aiding the County of San Luis Obispo in planning and prioritizing various bicycle improvements along the Los Osos Valley Road corridor, in order to create a safe, consistent, and continuous bicycling experience. Our portfolio of initiatives focused on bicycle infrastructure and safety, showcased in later sections, encompasses a spectrum of projects, from SS4A plans and multimodal connectivity plans to Class I and Class II bike facility designs, intersection treatments, and using Artificial Intelligence to assess near-misses.
Additionally, we are partnering with Rock Miller to assist with Sunset4All, an initiative to improve bicycling conditions on LA’s iconic Sunset Boulevard. Rock’s recent bicycle-related planning experience includes bicycle-friendly improvements to the UCLA campus, cycle track design in Redondo Beach, the feasibility study for the Orange County recreational trail loop, the City of Long Beach Short Range Bicycle Friendly Improvement Program, and the Coachella Valley Link Project.
Our project approach is illustrated in the following section. Central to our approach is the seamless integration of the planning and engineering perspectives throughout all stages of the project. By bridging these disciplines from the outset, we ensure that every aspect of the project is thoroughly considered and addressed from the beginning. This proactive approach enables us to identify potential challenges early on and develop comprehensive solutions that are both effective and implementable. By fostering collaboration between planners and engineers, we can leverage their respective expertise to create innovative and sustainable solutions that meet the needs of the project while enhancing safety and functionality.
City of San Dimas Citywide Bicycle Master Plan 2024 6
D. Personnel
The GTS Team is committing key personnel from recent and relevant master planning to the San Dimas Citywide Bicycle Master Plan project. Our organization chart towards the end of the proposal illustrates how we intend to organize the management of our team. The team has selected a group of professionals with multidisciplinary approaches to bicycle master plan projects. These personnel represent a small percentage of the multidisciplinary professionals that are available to assist the city. The GTS Team will advance the development of the bicycle master plan by completing any additional technical studies, advancing public outreach efforts, and monitoring and coordinating with the city and regulatory agencies. The following contains resumes of key personnel.
ARIEL GODWINAICP
PROJECT MANAGER & PLANNING LEAD
EDUCATION
PROFILE
EXPERIENCE
PUBLICATIONS
MEMBERSHIPS
AREAS OF EXPERTISE
• Master of City and
Regional Planning, Ohio
State University
• BA, Economics, Grinnell
College
Ariel is a transportation planner with more than 16 years of experience in planning, design, and project management. Throughout a career focused on multimodal planning and transportation safety, he has worked on a wide variety of projects, from Complete Streets policy development to pedestrian and bicycle plans to leveraging advanced technology for traffic data analytics. Skilled in GIS, he uses advanced cartographic and data analysis techniques to convey geographic information. An avid cyclist, he enjoys experiencing the communities he works for firsthand, on two wheels.
• Los Osos Valley Road Corridor Concept Plan, San Luis Obispo County. Ariel was the Project Manager and Planning Lead on this project, guiding the development of a conceptual design to create continuous and consistent bicycle facilites along a 4-mile corridor with intermittent existing bicycle facilities, right-of-way limitations, and topographic challenges. Ariel also facilitated public workshops and managed the project website. • City of Glendora Local Road Safety Plan. Ariel applied cost-benefit analysis to prioritize road safety improvement projects for this plan; created the LRSP document; and prepared the HSIP grant application for the City, which was awarded $1.7 million for intersection improvements. • California State University Dominguez Hills, Pedestrian & Bicycle Connectivity Plan. Ariel was the Planning Lead for this plan, which assessed multimodal connectivity for the CSUDH campus and identified gaps in the pedestrian, bicycle, transit, and vehicular transportation networks, as well as challenges for connections between travel modes, and recommended and prioritized solutions to close those gaps. • City of Long Beach School Traffic Studies. Ariel was the Planning Lead on two multimodal traffic studies for schools in the City of Long Beach, which focused on improving safety and access for bicyclists, pedestrians, schools buses, and vehicular traffic.
• Palos Verdes Peninsula School Traffic Safety Improvement Plans.
Ariel was the Planning Lead on neighborhood traffic calming plans and multimodal traffic circulation plans for 5 schools in Rancho Palos Verdes.
Ariel analyzed school traffic data to inform recommendations for slowing traffic and reducing collision risks.
• Fitzgerald (GA) and Nashville (GA) bicycle plans. Ariel was the planning lead on these city-level bicycle planning efforts. • Godwin, Ariel and Anne M. Price. 2016. “Bicycling and Walking in the Southeast USA: Why is it Rare and Risky?” Journal of Transport & Health (3): 26-37.
• Godwin, Ariel and Anne M. Price. 2016. “Bicyclists on Sidewalks: Why They’re Not Going Away and What We Can Do About It.” Planetizen feature article. http://www.planetizen.com/node/84910.
• AICP (American Institute
of Certified Planners)
• Bicycle and pedestrian
facility planning and
design
• Bicycle and pedestrian
connectivity analysis
• Bicycle and pedestrian
traffic safety and crash
data analytics
• Complete streets policies
• GIS data and mapping
RAWAD HANI PE, TE, RSP1, PTOE
PRINCIPAL IN CHARGE & ENGINEERING LEAD
EDUCATION
REGISTRATIONS
AREAS OF EXPERTISE
• BE Civil Engineering,
American University
• MS Civil Engineering,
American University
• Civil Engineer in CA,
WA, and FL
• Traffic Engineer in CA
• PTOE - Professional
Traffic Operations Engineer
• PTP - Professional
Transportation Planner
• RSP1 - Road Safety
Professional 1
• Traffic Engineering
• Parking Analysis
• Transportation Planning
• Transportation Technology
Applications
PROFILE
EXPERIENCE
Rawad is a traffic engineer and transportation planner with more than 22 years of experience. He specializes in traffic engineering, parking analysis, demand modeling, and technology applications. Rawad has managed engineering design projects in the US and internationally where he advised public, private, and institutional clients. His recent experience includes assisting local governments across Southern California with transportation plans, traffic studies, parking management strategies, and signal and street lighting designs. His on-call project experience includes the cities of Hermosa Beach, Irvine, Buena Park, Commerce, Santa Monica, and Glendora among others. Rawad understands the importance of striking the right balance between engineering (mobility and safety) and planning (livability and sustainability) considerations. He has worked on context-sensitive design projects and has helped planning and transportation agencies achieve effective solutions.
• Los Osos Valley Road Concept Plan, San Luis Obispo County • Traffic Signal Modification Design of Bennett Avenue and Grand Avenue, Glendora, CA
• City of Glendora Local Road Safety Plan (LRSP), Glendora, CA • City of Rancho Palos Verdes Transportation and Traffic Engineering OnCall, Rancho Palos Verdes, CA • Hermosa Beach On-Call Traffic Control Plans and Striping, City of Hermosa Beach On-Call
• City of Commerce MixMaster Analysis and Alternatives Design, City of Commerce On-Call
• Artesia Blvd and Knott Ave Signal Synchronization Review, City of Buena Park On-Call
• City of Hawthorne On-Call, Warrant Analysis and Feasibility Studies, Hawthorne, CA
• City of Norwalk Rosecrans Ave and San Antonio Dr Traffic Control Plans • 20th Street Pedestrian and Bicycle Connection (ATP), City of Santa Monica/Caltrans
• San Bernardino Traffic Signal Upgrade PS&E Services (HSIP), San Bernardino, CA
• Carson Dominguez Channel and Figueroa St/Victoria St Intersection (HSIP), Carson, CA
• La Habra Heights HSIP Grant Applications, La Habra, CA • Various LRSP Grant Applications, South Pasadena, CA; Buena Park, CA; Hidden Hills, CA
• City of Commerce ATP and HSIP Grant Applications, Commerce, CA • Notre Dame High School Parking and Traffic Analysis, Los Angeles, CA • CSU Dominguez Hills Parking Needs Assessment and Traffic Analysis, Carson, CA
ROCK E. MILLERPE, TE
ATP & SAFETY EXPERT
EDUCATION
REGISTRATIONS
MEMBERSHIPS
• MS Civil Engineering,
UC Davis
• BS Civil Engineering,
UC Davis
• Civil Engineer in CA and HI
• Traffic Engineer in CA
• PTOE - Professional
Traffic Operations Engineer
• Voting Member, National
Committee on Uniform
Traffic Control Devices
• International President,
2012, Institute of
Transportation Engineers
• Member, Association of
Pedestrian and Bicycle
Professionals
• Member, American Society
of Civil Engineers
• Past Section and District
President, Institute of
Transportation Engineers
• Fellow, Institute of
Transportation Engineers
PROFILE
EXPERIENCE
Rock is a registered Civil Engineer and Traffic Engineer in the State of California with more than 40 years of transportation planning, design, and operations experience. He is an expert in the latest capabilities and requirements available and expected from cities and municipal governments. For more than 25 years, Rock has been a consultant at the senior or principal level in the field of traffic engineering, traffic safety, and circulation design. He also has 10 years of public agency experience serving as City Traffic Engineer for Costa Mesa and staff traffic engineer with the County of Orange.
Rock has completed a wide variety of unique transportation projects,including traffic signals, signing and striping, street lighting, work site traffic control, traffic impact analysis, and the design of street and highway improvements. He has also prepared many transportation policy plans and completed controversial and complex transportation studies, including neighborhood traffic calming projects, complete streets, pedestrian and bicycle studies, projects anticipating litigation by another public agency, and projects with intense public opposition.
Rock is a national expert in the traffic design and safety for walking and urban bicycling infrastructure. He has frequently been an invited speaker to regional and national conferences and committees on many topics, including pedestrian circulation, innovative bikeway design, traffic calming, and transportation policy. Rock served as International President of the 15,000 member Institute of Transportation Engineers (ITE) in 2012. He is a Professional Engineer (Civil) and Professional Engineer (Traffic) in the State of California and a Certified Professional Traffic Operations Engineer by the Institute of Transportation Engineers.
Rock has experience in leading neighborhood traffic management plans.
He has led such studies for over ten communities.His role is key as the leader of public outreach efforts for this type of study, taking advantage of his effective presentation style in public workshops and events. Some of the larger studies of this type are highlighted below.
• Newport Heights Neighborhood Traffic Management Plan, Newport Beach, California (Project Manager)
• Los Alamitos Neighborhood Traffic Plan, Los Alamitos CA (Project Manager)
• Town of Piru Traffic Management Plan, Ventura County, CA (Project Manager)
• Fillmore River Street Traffic Circles, Fillmore, California (Traffic Engineer and Designer)
• Berkeley Street Traffic Calming Project, Santa Monica, CA (Project Director)
• Vista Avenue Bicycle Boulevard, Long Beach, California (Project Manager) Page 113 – 680
SABRINA MAMO
SENIOR TRANSPORTATION ENGINEER
EDUCATION
PROFILE
EXPERIENCE
SKILLS
• BS Civil Engineering,
University of South Florida
• Warminster Township Signals, Warminster, PA - Responsibilities: Asbuilt plans, specialized sign design, ITERIS coordination, cabinet signal timings review, client meetings, track hours, and conduct field inspections. • Freemansburg Streetscape, Freemansburg, PA - Responsibilities: Cost estimate and accompanying visual report, grant assistance, OpenRoads CAD Management, QA/QC on all models, plans and sketches and management of staff hours, OpenRoads Team Lead and conceptual design, lighting, signage, parking evaluation, and pedestrian study. • Boot Road Corridor, West Goshen, PA - Responsibilities: Developed Synchro corridor, client communication, assisted with minor PM tasks for preliminary design, performed analternative analysis, pavement markings plans, SignCAD specialized signs, roadway QA/QC, and erosion and sediment control.
• Bus Rapid Transit, Pittsburgh, PA - Responsibilities: Mast arm design, pedestrian facilities, signal design, signage design, span wire calculations, and bike lane design.
• PA 309 Connector, Kulpsville, PA - Responsibilities: Permit and construction signal plans from design to fullbuild. This entailed signal calculations, adaptive signal plans, pedestrian facilities, and sign design. • Riverpoint Industrial Park, Upper Mount Bethel, PA - Responsibilities:
Traffic impact studies, traffic signal calculations, guiderail calculations, and all development plans (signals, lighting, roadway, parking, and truck circulation).
• SR 611 and SR 512 Intersection Design, Upper Mount Bethel, PA - Responsibilities: Permit signal design, client coordination, QA/QC of plans and minor roadway design assistance.
Sabrina is a highly accomplished transportation engineer with a background in project management and traffic engineering design. Her management responsibilities include overseeing cost estimates, grant assistance, and CAD management, while ensuring quality control for models, plans, and sketches. She has successfully guided conceptual designs and demonstrated forward-thinking in addressing future design needs. Sabrina’s diverse experience spans corridor analysis, adaptive signal plans, pedestrian facilities, and roadway design. Additionally, Sabrina’s commitment to the profession extends beyond technical skills; she actively engages in leadership roles within professional organizations, contributing to mentorship programs and community initiatives. • Traffic Signals
• Traffic Control/MPT
• Roadway
• Specialized Signage
Conceptual Design
• Alternative Analysis
• Intelligent Transportation
Systems Project
Management
• Data Collection
• Report Writing
• Traffic Analysis
• Team Management
MEMBERSHIPS
• ASCE YMF Board Member
(2021-2023)
• ASCE, MOASIC
Corresponding Member
(2022-2023)
• WTS Member (2018-2023)
• MASITE Member (2021-
2023)
CASSANDRA GARCIA EIT
DESIGN ENGINEER
EDUCATION
CERTIFICATIONS
AREAS OF EXPERTISE
• Bachelor of Civil
Engineering, California
State Polytechnic University,
Pomona
• EIT (Engineer-In-Training)
• Computer-Aided Design
PROFILE
EXPERIENCE
Cassandra provides traffic engineering and design services ranging from signal designs to signing and striping, traffic control plans, and street lighting. Her recent experience includes the collection of data and creation of design plans for resurfacing projects, bike path projects, and traffic signal upgrade projects. Cassandra strives to improve communities through implementation of safe and effective methods of transportation. • WEHO Melrose, West Hollywood, CA. Performed field visit and created base plans for multiple signalized intersections within the city of West Hollywood.
• Burbank Road Resurfacing Project (Phase I & II), Burbank, CA. Worked on creating signing and striping plans as well as loop replacement plans for multiple corridors pending resurfacing within the city of Burbank. • Colton Speed Study, Colton, CA. Assisted in the collection of data and preparation of documents for a speed study within city of Colton. • RPV On-Call, Rancho Palos Verdes, CA. Worked on multiple signing and striping improvement plans, collision diagrams, and traffic signal plans for four Rectangular Rapid Flashing Beacon (RRFB) crossing locations.
• Glendora LRSP, Glendora, CA. Set up a site for the collection of stakeholder comments and analyzed collision data to form a report and develop a list of viable countermeasures to be used in a HSIP application.
• San Bernardino Traffic Signal Hardware Upgrade, San Bernardino, CA. Created plans for the relocation, replacement and/or upgrade of traffic signal equipment including vehicle heads, pedestrian heads, and pedestrian push buttons for multiple intersections in the San Bernardino region.
• Carson Signal Design, Carson, CA. Performed a field visit and prepared plans for the installation of poles, curbs, video detection cameras and other traffic signal equipment at an intersection within the city of Carson. • Carson On-Call, Carson, CA. Performed a field visit along multiple corridors for the purpose of implementing bike routes and bike lanes to join disconnected portions of the Dominguez Channel Bike Path.
Created signing and striping plans for all connecting sections along the channel and paved street roads.
• LHH Signal Design, La Habra Heights, CA. Created signing and striping plans for all Hacienda Road within La Habra Heights city limits and assisted with traffic signal design plans.
• CSULB SS, Long Beach, CA. Created signing and striping for stopcontrolled intersection within California State University, Long Beach.
City of San Dimas Citywide Bicycle Master Plan 2024 12
E. Project Approach and Methodology
GTS will prepare a complete update of the 2011 Bicycle Master Plan, adding new information as appropriate and updating existing material to align with the changes that took place throughout the last 13 years, including local developments such as items from the 2011 Bicycle Master Plan that are complete such as, the City’s General Plan, and the Downtown Specific Plan, among others. We will also ensure that the Bicycle Master Plan is aligned with regional planning efforts such as the SGV Regional Active Transportation Project, San Gabriel Valley Regional Bicycle Plan, and SGV Greenway Network. Due to our extensive work with jurisdictions throughout the valley (Glendora, Irwindale, El Monte, and others), we are well positioned for this effort with in-depth knowledge of SGV regional aspirations.
Most importantly, the Bicycle Master Plan will reflect new developments in best practices for bicycle infrastructure design, public engagement tools, and traffic safety trends. Our approach will rely on close collaboration with city staff and key stakeholders, a far-reaching community engagement program, and a series of site visits to experience bicycling in the community firsthand, while also leveraging the newest technology, research, and design guidance to ensure the Bicycle Master Plan is in step with current developments in active transportation planning. GTS will support the city throughout the project life cycle, acting as an extension of city staff that can be called upon as needed. To ensure timely review, coordination, and implementation of the services listed in the Scope of Work, we will hold biweekly coordination meetings with city staff to provide updates on project status and project milestones and maintain an up-to-date, transparent project schedule on an online platform (Google Drive, Microsoft Project, or similar) that will be accessible to city staff.
The GTS Team contributes valuable planning and engineering knowledge to this project, drawing from our extensive experience working on various comparable endeavors. Most notably, we are currently aiding the County of San Luis Obispo in planning and prioritizing various bicycle improvements along the Los Osos Valley Road corridor, in order to create a safe, consistent, and continuous bicycling experience. Similar to San Dimas, the county faced the following issues: gaps in the bicycle network; narrow bike lanes and traffic environments that may be intimidating to less-experienced cyclists; and lack of connectivity to key destinations. We will apply lessons learned from this project tasks on your Bicycle Master Plan. Our team’s experience focused on bicycle infrastructure and safety, showcased in later sections, encompasses a spectrum of projects, from SS4A plans and multimodal connectivity plans to Class I and Class II bike facility designs, intersection treatments, and using Artificial Intelligence to assess near-misses. Central to our approach is the seamless integration of the planning and engineering perspectives throughout all stages of the project. By bridging these disciplines from the outset, we ensure that every aspect of the project is thoroughly considered and addressed from the beginning. This proactive approach enables us to identify potential challenges early on and develop comprehensive solutions that are both effective and implementable. By fostering collaboration between planners and engineers, we can leverage their respective expertise to create innovative and sustainable solutions that meet the needs of the project while enhancing safety and functionality.
GTS ensures project deliverables are free of errors, easy to understand, and executed in line with client expectations. Our established quality control process builds on our experience to offer precision in delivery of our work. Our quality assurance/quality control (QA/QC) plan begins before the task order is assigned, during scoping discussions. At this time, our project manager will work with the city to define the project tasks, establish roles and responsibilities for project team members, identify communication protocols, and identify success criteria for the project. Subsequently, we develop a draft definition of required project tasks, deliverables, budget, and schedule. Risk assessment, change management strategies, and project communication plans are incorporated into this planning process. Once these tasks have been reviewed, modified, and adopted by the project team, GTS will proceed with the project as planned, providing continuous support and regular communication with the city.
All deliverables and communications with the city will be reviewed by both the project manager and a key team member (who is not otherwise involved in the task). This process will be similar to a third-party QA/QC that not only ensures that deliverables are free of errors, but also that we are meeting your needs in terms of our understanding of the project and are aligned with the city’s budget and schedule. At the end of every project, GTS conducts a project closure process that includes an online client survey to gauge our success from the client’s perspective. We share the feedback among the project team in an effort to constantly improve. Page 116 – 680 City of San Dimas Citywide Bicycle Master Plan 2024 13
ALLOCATION OF HOURS
Our proposed allocation of hours is shown in the table below.
Please see Section I for our proposed project schedule. Our Cost Proposal is provided in a separate document.
Principal ATP Expert PL Lead Sr. Eng./Plnr Eng. / Plnr (L3) Graphics/ CAD/Admin
$ 225 $ 280 $ 175 $ 160 $ 135 $ 110
Task 1. Project Administration $ 6,840
Task 1.1 Project Kick-off Meeting 2 2 4 $ 1,710
Task 1.2 General Project Administration 4 $ 700
Task 1.3 Project Management 8 $ 1,400
Task 1.4 Agency Working Group 2 8 4 4 $ 3,030
Task 2. Community Outreach $ 19,010
Task 2.1 Outreach Framework 8 2 2 $ 1,990
Task 2.2 Webpage, Survey, Social Media 8 4 4 8 $ 3,460
Task 2.3 Public Workshops 4 16 8 8 4 $ 6,500
Task 2.4 Ongoing Community Events 2 8 4 4 4 $ 3,470
Task 2.5 Community Outreach Tech Memo 2 8 2 4 8 $ 3,590 Task 3. Goals and Policies $ 12,060
Task 3.1 Existing Facilities and Conditions 2 8 2 4 $ 2,820 Task 3.2 Existing Goals and Policies 2 8 2 4 $ 2,820
Task 3.3 New/Revised Goals and Policies 2 2 8 2 4 $ 3,270 Task 3.4 Goals and Policies Tech Memo 2 8 2 4 4 $ 3,150 Task 4. Programs $ 9,690
Task 4.1 Existing Programs 2 2 8 2 4 $ 3,270
Task 4.2 Recommend Programs 2 2 8 2 4 $ 3,270
Task 4.3 Programs Tech Memo 2 8 2 4 4 $ 3,150
Task 5. Data Collection and Development $ 8,520
Task 5.1 Data Collection 2 8 16 8 $ 5,490
Task 5.2 Additional Data Development 2 8 4 4 $ 3,030
Task 6. Network and Project Development $ 21,680
Task 6.1 Refine Existing 16 2 4 $ 3,660
Task 6.2 Analysis & Network Refinement 2 8 2 4 $ 2,710
Task 6.3 Projects, Estimates, ROW Needs 2 4 16 8 $ 4,790 Task 6.4 Comprehensive Analysis 2 2 8 16 8 $ 6,050
Task 6.5 Network & Project Dev Tech Memo 2 8 2 4 16 $ 4,470 Task 7. Project Prioritization $ 10,910
Task 7.1 Prioritization Methodology 8 8 2 $ 2,950
Task 7.2 Perform Project Prioritization 8 8 8 $ 3,760
Task 7.3 Project Prioritization Tech Memo 2 8 2 2 16 $ 4,200 Task 8. Citywide Bicycle Master Plan $ 14,280
Task 8.1 Presentations to relevant boards 2 24 4 4 $ 5,830 Task 8.2 Master Plan Document 2 2 24 8 8 8 $ 8,450
Task 9: Environmental Document 2 50 24 $ 13,040
$ 116,030
Project Tasks TOTAL Per Task
City of San Dimas Citywide Bicycle Master Plan 2024 14
F. Scope of Work
Task 1. Project Administration
Task 1.1 Project Kick-off Meeting
GTS will begin the project by holding a virtual kick-off meeting with city staff to discuss communication, procedures, project expectations, invoicing, and any other relevant matters.
Task 1.2 General Project Administration
GTS will support the city throughout the project life cycle, acting as an extension of city staff that can be called upon as needed. We will hold monthly coordination meetings with city staff to provide updates on project status and project milestones. We will develop meeting agendas which will include a short-term action list, updated on an ongoing basis, that identifies completed, underway, and upcoming tasks along with anticipated dates and progress notes. A project schedule will be maintained, itemizing activities and subtasks to support project milestones.
Task 1.3 Project Management
GTS will manage all aspects of the project, drawing upon our experience managing similar efforts such as the Glendora Local Road Safety Plan, Irwindale SS4A Plan, and Los Osos Valley Road Corridor Concept Plan, among others. We will use a digital collaboration platform (Microsoft Teams, SharePoint, or similar) to manage our own team, ensure adequate project progress, and provide regular updates to the city. This will include shared resources such as contact lists, resources, photos, video footage, GIS data, traffic data, and all other relevant materials. We will hold monthly coordination meetings with your staff to provide updates on project status and project milestones. We will develop meeting agendas which will include a short-term action list, updated on an ongoing basis, that identifies completed, underway, and upcoming tasks along with anticipated dates and progress notes. A project schedule will be maintained, itemizing activities and subtasks to support project milestones.
Task 1.4 Agency Working Group
GTS will coordinate with city staff to establish a departmental committee (working group) consisting of key stakeholders who will oversee the project throughout its lifecycle. We will hold up to two meetings (anticipated virtual meetings but can be in-person if requested) with the Working Group to share updates and receive guidance on the progress of the project.
Task 2. Community Outreach
Strong and effective public engagement is a cornerstone of our work effort. It will provide vital and key information about community sentiments, desires, and aspirations. Virtual public engagement tools have advanced considerably since the 2011 Bicycle Master Plan, and we propose to take maximum advantage of the tools that are available.
In addition to in-person outreach events and efforts, we propose to use Social Pinpoint or a similar platform for virtual public engagement, allowing users to place pins on a map with comments and also allowing for surveys.
We have used these tools with great success in recent projects, such as the Los Osos Valley Road Corridor Plan, where more than 400 interactive map comments and 600 survey responses were received (in a small community of about 10,000 people). We will also coordinate with city staff to help publicize the planning effort through other online channels including social media.
In coordination with your staff, our graphics team will design a project logo and select a range of colors, fonts, and aesthetics to be used for consistent project branding in materials such as handouts, maps, agendas, and reports. The project website will also be consistent with this branding. City staff will have the opportunity to review and provide input on all aesthetics and content.
City of San Dimas Citywide Bicycle Master Plan 2024 15
Task 2.1 Outreach Framework
We will begin the outreach effort by collaborating with city staff to develop an Outreach Framework detailing key outreach events. The Outreach Framework will list key outreach events, timeline for outreach, engagement opportunities through social media, digital platforms, and traditional methods, and language/ translation needs. GTS is aware that 33.8 percent of households in the City of San Dimas speak a language other than English at home per current Census data.
Task 2.2 Project Webpage, Online Survey, and Social Media For virtual public engagement, we propose to set up an interactive project website on Social Pinpoint or a similar platform, which will include an interactive map where users can post comments, a survey to gather community feedback, a project overview and schedule, meeting announcements, and other pertinent information. We will draw upon recent successful experience utilizing similar engagement tools for projects of similar scope, such as the Glendora LRSP and the Los Osos Valley Road Corridor Concept Plan.
Task 2.3 Public Workshops
After presenting and coordinating with the Departmental Committee, GTS will facilitate three public workshop
events to be held at three project phases as specified in the RFP. We propose to use the following methodology
for the workshops:
A) We propose to seek input from residents and
stakeholders regarding cycling challenges and
opportunities within the framework of the following
considerations:
• Trip purpose (recreational, school, commuting, etc.)
• Cyclist factors (age, ability, etc.)
• Locations (which roads and areas of the city present
challenges and opportunities)
We propose to gather input using maps of the city which attendees can annotate, complementing the interactive
map on the project website; and through a paper survey
which will complement the online survey. This will allow for combined statistical analysis of the input from mapbased comments and the survey (in-person and web-based).
Task 2.4 Ongoing Community Events
GTS will support the city with outreach materials and strategies for two major community events, with further details to be determined by the city.
Task 2.5 Community Outreach Tech Memo
GTS will provide the city with a technical memorandum summarizing the input and engagement from the community outreach activities, including statistics, charts, and tables analyzing the input that was received and the level of engagement that was achieved.
Task 3. Goals and Policies
Task 3.1 Existing Facilities and Conditions
GTS will gather information about existing conditions through a combination of field visits, interviews with your staff and other stakeholders, and analysis of existing plans, other materials provided by the city, various publicly available and proprietary datasets, and data available through sources such as aerial imagery and asbuilt plans made available by the city.
The final outcome of this activity will include a map (and associated GIS data) showing existing bicycle facilities Page 119 – 680 City of San Dimas Citywide Bicycle Master Plan 2024 16
(bike lanes, paths, routes, markings, signage, and parking) within the city. This data will be analyzed and presented in a memorandum along with mode share, land uses, major destinations, wayfinding resources, existing non-infrastructure programs, and bicycle parking facilities. We will draw upon our experience conducting similar inventories for other cities and regions and will provide the GIS data to the city along with the maps and report. We will also review all relevant documents, including the 2011 Bicycle Master Plan, the City’s General Plan, the Los Angeles County bicycle plan, San Gabriel Valley regional-level active transportation plans, and others as appropriate.
During site visits, our team will arrange a bicycle “tour” of the City’s Class I, Class II, and Class III bicycle facilities for a first-hand assessment of existing conditions. The data collected during these site visits will form the basis for a complete inventory of existing bicycle facilities and associated signage.
Task 3.2 Existing Goals and Policies
GTS will carry out a thorough review of existing goals and policies with reference to the 2011 Bicycle Master Plan, the City’s General Plan, and other relevant plans including regional plans. This will result in a matrix of existing goals and policies that will inform the subsequent recommendations of policy and goal revisions.
Task 3.3 Recommend New and/or Revised Goals and Policies GTS will draw upon our active transportation policy expertise as well as existing conditions, plans, and public input to recommend new or revised goals, policies and objectives that have the potential to increase bicycle mode share and safety. Our team members have extensive experience developing policies related to bicycling and developing context-sensitive solutions.
Task 3.4 Goals and Policies Tech Memo
GTS will synthesize the above information into a Goals and Policies Technical Memorandum, which will summarize the results and provide recommendations.
Task 4. Programs
From extensive experience on similar projects, we are aware that planning for making a community better for bicycling requires more than improvements to infrastructure. Programmatic improvements, including public outreach, driver awareness, and safety information are essential for creating a safer cycling environment.
Task 4.1 Existing Programs
GTS will develop a questionnaire to go through with city staff and other stakeholders to identify targeted, highimpact programs with high potential to increase bicycle mode share and safety.
Task 4.2 Recommend Programs
To follow up on the existing programs identified in the previous task, GTS will recommend up to five highimpact programs along with their intended objectives, performance measures to evaluate their success, responsible parties, and suggested schedules.
Task 4.3 Programs Tech Memo
GTS will synthesize the above information into a Programs memorandum.
Task 5. Data Collection and Development
Task 5.1 Data Collection
Additionally, we will gather collision data for bicyclists and pedestrians over the most recent five-year period for which data are available (or a longer time period if desired by the city). We will draw upon our experience creating and maintaining collision databases for other cities, and analyzing and reporting on that data. Working with our team member Rock Miller, we will analyze a range of variables for the collision data, including but not limited to geographic location, collision types, movements preceding collisions, degree of injury, primary contributing factors, and engineering factors that may affect the safety of roads and bicycle facilities.
City of San Dimas Citywide Bicycle Master Plan 2024 17
Examples of GIS collision mapping (left) and collision diagrams (above) Task 5.2 Additional Data Development
GTS will coordinate with the city to develop a methodology for analysis to develop the bicycle network. This will likely include metrics such as safety, levels of traffic stress and bicycle comfort, equity consideration, and stakeholder input. We will also calculate a Route Directness Index (RDI), i.e., the ratio of network distance to direct distance, for proposed improvements as appropriate. An example of RDI calculation by GTS, before and after a pedestrian connector project, is shown below
Task 6. Network and Project Development
Task 6.1 Refine Existing
GTS will carry out a gap analysis and connectivity analysis using GIS, coordinating with the city to identify key network gaps. We will draw upon our experience conducting similar analysis for other cities and regions and will provide the GIS data to the city along with the maps and technical memorandum.
Task 6.2 Analysis & Network Refinement
Using the methodology established in Section 5.2, GTS will analyze the city’s bicycle network and provide a refined network, resulting in an initial set of potential projects to be refined in the following step.
City of San Dimas Citywide Bicycle Master Plan 2024 18
Task 6.3 Develop Projects, including Cost Estimates and ROW Needs GTS will draw on our experience with similar projects to develop planning-level cost estimates for the recommended projects, and will perform a right-of-way analysis using GIS to identify any righ-of-way (ROW) acquisition needs.
Task 6.4 Comprehensive Analysis of Current, Medium-term, and Long-term Needs and Demands for the Bicycle Network GTS will identify current, moderate-term, and long-term needs for the bicycle network, taking into account regional-level growth projections, known development trends, and projected technological developments as well as climate change.
Task 6.5 Network and Project Development Tech Memo
GTS will incorporate the above findings into a technical memorandum to be delivered to the city, including all relevant maps, charts, tables, and analysis.
Task 7. Project Prioritization
Task 7.1 Develop Project Prioritization Methodology
Projects and strategies will be prioritized in a two-tiered system based on metrics to be identified and agreed upon by the city and the working group. The first level of metrics will likely be consistent with those used to identify potential bicycle improvement projects. The second level of metrics may include the following:
• Benefit-Cost Ratio (for engineering countermeasures, reflecting the same procedure used by the HSIP grant program to determine funding)
• Right-of-way acquisition needs and other feasibility factors • City’s CIP and funding considerations
• Funding availability for non-engineering programs and campaigns • Potential for grant award
• Other factors recommended by city staff and working group GTS will work with the City to develop a timeframe for implementation, categorizing the projects and strategies into short, medium, and long term.
Task 7.2 Perform Project Prioritization
GTS will produce a prioritized list of projects using the methodology described above. As specified in the RFP, this will take the form of a detailed Implementation Plan with fundable, priority projects detailed by short-term (1-2 years) and long-term (3-5 years) time ranges as well as a non-constrained implementation plan for the next 10-15 years following the high-priority projects.
Task 7.3 Project Prioritization Tech Memo
The list of prioritized projects (the Implementation Plan) along with the process and methodology will be described in a memorandum that also includes planning-level cost estimates, project maps, and potential funding sources.
Task 8. Citywide Bicycle Master Plan
Task 8.1 Presentations to relevant boards
GTS will present the Citywide Bicycle Master Plan to the Traffic Safety Committee, Parks & Recreation Commission, Planning Commission, and City Council.
City of San Dimas Citywide Bicycle Master Plan 2024 19
Task 8.2 Master Plan Document
GTS will produce the final Master Plan document. As specified in the RFP, the outline will be as follows:
A. Executive summary
B. Community outreach
C. Goals and policies
D. Programs
E. Data collection and development
F. Network and project development
G. Project prioritization
H. Documentation of board approvals/adoptions
Task 9: Environmental Document
GTS will prepare a draft California Environmental Quality Act (CEQA) report for the Citywide Bicycle Master Plan.
Final Project Deliverables
As specified in the RFP, GTS will provide the following deliverables to your team. • Citywide Bicycle Master Plan Documents that meet the scope of work and project objectives described in the above sections by providing hard copies, word document and PDF files. • Presentations to groups such as the community groups, boards and commissions (the Traffic Safety Committee), and City of San Dimas Council meetings. Including providing the city power point files, word document and PDF files.
• GIS shape files utilized for the Citywide Bicycle Master Plan. • CAD Drawing Files, attachments and PDF files utilized for the preparation of the Citywide Bicycle Master Plan.
• Supplementary Documentation recommended by city consultants.
Thank you for all your timely and hard work. You have continually gone above and beyond what is expected.
- John Cruikshank, Project Manager
City of San Dimas Citywide Bicycle Master Plan 2024 20
G. Experience
County of San Luis Obispo, Corridor Bicycle Improvements, CA GTS created a Corridor Concept Plan to improve safety for a four-mile section of Los Osos Valley Road in San Luis Obispo County, California. Residents were concerned about safety for all travel modes, and the community voiced a desire for protected bicycle lanes, sidewalk improvements, crosswalks, and improved vehicular safety. The Corridor Concept Plan began with a review and synthesis of four prior overlapping plans, identifying opportunities for further development of ideas that were supported by the community.
GTS led a robust public involvement effort for this project, which included on-site events, focused committee meetings, and a website featuring an interactive map and survey (using social pinpoint). The public involvement strategy was a great success, with over 400 map comments posted and over 500 survey responses, in a small community of less than 10,000 people.
Informed by this stakeholder input, GTS created a design for the corridor that will close gaps in the sidewalk and bike lane network, improve the quality of pedestrian and bicycle facilities, improve safety, and increase the efficiency of traffic flow along the corridor as a whole. Our intent is for this Corridor Concept Plan to be fully feasible and implementable for the community.
Project prioritization and funding sources were included in the plan, as well as identification of opportunities to include planned items in existing capital projects such as resurfacing.
Reference:
Jake Hudson County
Transportation Planner /
Project Manager
County of San Luis
Obispo, Public Works
Rancho Palos Verdes, CA
90275
[email protected]
805.781.4309
City of San Dimas Citywide Bicycle Master Plan 2024 21
City of Hermosa Beach, Bicycle Lanes and Dining Decks, CA GTS led the design and safety improvement efforts for a truly transformative project on two key business corridors in the City of Hermosa Beach. By implementing a road diet, reducing the travel lanes from four to two, and adding bicycle lanes where there was previously no accommodation for cyclists, this project accomplished a substantial reduction in travel speeds and a vast improvement in the safety and comfort of non-motorized users along the two corridors.
In addition to the above improvements, GTS developed plans and designs for establishing more than 20 dining decks (parklets), repurposing existing onstreet parking spaces in front of restaurants along the two road segments. Since the project was implemented, the additional visual narrowing of the roadway and vertical features have brought about a perceptible traffic calming effect, contributing to the transformation of these two streets into safe multimodal corridors.
Lastly, GTS conducted a comprehensive post-project evaluation, looking at the safety of the dining decks and crash-worthiness of the perimeter materials.
Our analysis included evaluation of different dining deck materials and safety countermeasures to mitigate the risk of vehicular collisions with dining decks, as well as some general strategies for the continued improvement and evaluation of safety in the road diet areas.
Reference:
Doug Krauss
Environmental Programs
Manager
1315 Valley Drive
Hermosa Beach, CA 90254
[email protected]
310.750.3603
City of San Dimas Citywide Bicycle Master Plan 2024 22
City of Glendora, Local Road Safety Plan, CA
GTS contracted with the City of Glendora to develop a multimodal Citywide Local Road Safety Plan (LRSP). The purpose of the LRSP is to identify a prioritized set of evidence-based safety countermeasures that can be implemented on local roads to prevent traffic injuries and deaths. In addition, the LRSP is required for securing state and federal grant funding from various sources.
To develop the LRSP, GTS staff facilitated a series of workshops with local stakeholders to identify locations within the City of Glendora that should be prioritized for traffic safety improvements. GTS also set up an interactive website (using social pinpoint) where residents of Glendora could provide input by noting traffic safety problems associated with specific locations and modes (bicycle, pedestrian, auto). Concurrently, GTS performed an in-depth GIS-based analysis of a five-year span of crash data, identifying the city’s top 10 highcrash intersections and corridors. After the priority intersections and corridors were identified, GTS selected a range of proven engineering, enforcement, and education countermeasures that are expected to reduce collisions at these locations. Subsequently, GTS applied a cost-benefit analysis to identify which of the safety countermeasures would have the highest cost-benefit ratio when the cost of implementation is measured against the predicted benefit of collisions prevented. This resulted in a prioritized list of countermeasures that city leaders can use as a road map toward improving safety.
As a value-added item, GTS prepared and submitted a Highway Safety Improvement Program (HSIP) grant application for the city to secure funding to implement selected projects from the LRSP. The grant funding was awarded, in the amount of $1.7 million.
Reference:
Maliha Fatima Ansari, PE
Principal Civil Engineer
116 E. Foothill Blvd
Glendora, CA 91741
mansari@cityofglendora.
org
626.914.8294
City of San Dimas Citywide Bicycle Master Plan 2024 23
California State University - Dominguez Hills (CSUDH), Pedestrian & Bicycle Connectivity Plan, CA
CSUDH experienced a considerable increase in its student population during the past few years, accompanied by an increase in traffic and associated safety concerns, including pedestrian-vehicle conflicts and other issues. GTS analyzed traffic counts for all modes (pedestrian, bicycle, and vehicular) and crash history data, and assessed the multimodal network on the campus and surrounding streets to identify potential conflict points, traffic safety problems, and gaps in connectivity for the pedestrian and bicycle networks.
This analysis led to the development of a range of prioritized short-term and long-term improvements, which were refined in collaboration with university staff.
The recommended actions included engineering, enforcement, and education measures for all the travel modes that are typically used on campus: private vehicles, rideshare, public transportation, pedestrians, bicyclists, and golf carts.
City of San Dimas Citywide Bicycle Master Plan 2024 24
City of West Hollywood, Melrose Design District Complete Streets Project, CA As part of the Melrose Design District complete streets project in the City of West Hollywood, GTS provided multiple road safety elements and strategies for collision reduction. This included Traffic Signal and Highway Safety Light Improvement Plans and detailed design of traffic signal systems and highway safety light systems at the controlled intersections. We also created Smart In-Roadway Warning Light (IRWL) System Improvement Plans for LED edge lit signs, push button activation technology, and several related safety features.
City of Los Angeles, Sunset4All, CA
Sunset Boulevard is one of Los Angeles’ most iconic streets. However, in the past 10 years, more than 1,000 people have been injured or killed along this corridor, which has narrow bicycle lanes in the “door zone” of parked cars. The Sunset4All grassroots effort intends to make Sunset Boulevard safe for all road users of all ages. To support these efforts, GTS partnered with nationally recognized multimodal safety expert Rock Miller to develop a detailed concept design that will vastly improve the safety of the corridor, adding protected bicycle lanes without removing any travel or parking lanes. This safety solution was informed by crash data, existing design features, stakeholder input, traffic data, and research into best practices in bicycle facility design. During site visits, GTS staff rode the entire corridor by bicycle for a first-hand understanding of the safety issues and cycling experience.
City of San Dimas Citywide Bicycle Master Plan 2024 25
City of Rancho Palos Verdes, Multimodal School Traffic Safety Plans, CA GTS worked closely with the City of Rancho Palos Verdes and the local school district to develop comprehensive traffic safety plans for three elementary schools and two middle schools to improve safety for students walking and bicycling to school, as well as for other travel modes. In each case, we began by meeting with stakeholders to gain a better understanding of the issues, then carried out a thorough analysis including crash data, investigation of the built environment, site observations, and consideration of equity concerns. We subsequently worked with the city and school district to develop a prioritized list of recommended strategies for implementation, including engineering solutions, enforcement practices, and educational outreach. During the implementation phase, we developed engineering plans for some of the improvements, and wrote resolutions related to traffic safety and parking which were adopted by the City Council.
As an example, our traffic safety plan for Dodson Middle School recommended low-cost, quick-build solutions such as crosswalks with advance yield lines, striping improvements, and signage. The effort was also coordinated with the area’s recently completed Safe Routes to School Plan, from which we incorporated recommendations. Our traffic safety plan also included education strategies, with examples of best practices for outreach materials and identification of the optimal communication channels for reaching students and parents.
City of San Dimas Citywide Bicycle Master Plan 2024 26
City of Rancho Palos Verdes, Miraleste Drive Bicycle Lanes and Traffic Calming Plan, CA
GTS created a plan for safety improvements and Complete Streets design concepts on a residential arterial road where an unusually high rate of crashes had been observed. As is often the case in road safety planning, the high crash rate was the result of a confluence of many complex factors, including an increase in cut-through traffic driven by navigation apps, changes in travel patterns and a documented increase in reckless driving associated with the COVID -19 pandemic, and major land use changes as a new college campus opened nearby. Our solutions included repurposing excess roadway width to add bicycle lanes and a range of other multimodal improvements.
GTS analyzed crash data, road geometrics, travel patterns, land use, and traffic volumes, and met with neighborhood stakeholders to acquire a deeper understanding of the issues at hand. This resulted in a prioritized list of countermeasure strategies to improve safety along the 2/3-mile corridor, beginning with short-term, low-cost measures then moving forward to larger projects in the longer-term implementation phase. The strategies are aimed at reducing crashes and travel speeds, but without compromising this street’s essential role for the community as an arterial corridor, emergency response route, and public transit route.
The recommended strategies were refined in collaboration with the community, and were adopted with the community group’s strong approval. As a testament to the plan’s success, GTS was recently asked to carry out the engineering design for the project’s implementation. The design is currently in progress.
City of San Dimas Citywide Bicycle Master Plan 2024 27
City of Rancho Palos Verdes Intersection Near-Miss Analysis, CA GTS leveraged an innovative AI technology solution to analyze video footage at an intersection in the City of Rancho Palos Verdes and determine the number of near-misses that occurred over the course of 100 daytime hours. The AI model is able to distinguish between road user types, creating separate tracks for pedestrians, bicyclists, passenger cars, and larger vehicles. This allowed for a proactive approach, alleviating existing safety problems for all modes - pedestrian, bicycle, auto, transit, and truck traffic - before further crashes occurred. In the field of traffic engineering, there has been a growing interest in the identification and quantification of near-misses because they can be an indicator of safety problems. While crash history has long been a metric used to trigger the consideration of safety countermeasures, the proactive identification of safety problems, as indicated by near-misses, allows crashes to be prevented before they even happen, potentially saving lives.
At the study intersection, the collision threshold to require a protected left-turn signal was not met, yet multiple residents had voiced concerns of near-misses to the city. In response to resident safety concerns, the near-miss analysis was conducted. AI-based video analytics allowed GTS to determine the number of two-second, one-second, and under-one-second near-misses and to recommend improved safety measures based on a data-driven approach. The technology that was used creates vehicle tracks in 3D virtual space (distinguished by vehicle type, with separate categories for pedestrians and cyclists), and allows data analysis to be tailored to the analytical needs and the individual qualities of the intersection.
City of San Dimas Citywide Bicycle Master Plan 2024 28
City of Rancho Palos Verdes, Crash Database Development and Management, CA
Maintaining a comprehensive database of traffic crashes within a city is paramount for informed decision-making and targeted interventions to enhance road safety. Such a database serves as a valuable tool for identifying highrisk areas, understanding collision patterns, and prioritizing mitigation measures. However, challenges exist in ensuring the quality and accuracy of the data, including underreporting of minor incidents, inconsistencies in reporting standards, and limitations in data collection methods. Additionally, database maintenance requires ongoing efforts to update records, incorporate new information, and improve data integrity.
To meet the need for a reliable resource for crash data analysis, GTS established a GIS crash database for the City of Rancho Palos Verdes, identifying the fields that should be included for the most informative crash analysis possible and establishing a protocol for adding new data into the existing database as available. The database, established in GIS, is also easily adaptable to other formats. We created a series of GIS templates to streamline the production of maps and collision diagrams; and a data export template to streamline analysis. This has made it possible for the city and their consulting teams to conduct analyses of crash locations and identify crash patterns efficiently as needed, leading to a better understanding of the underlying factors in high-crash locations and helping to arrive at well-informed, data-driven recommendations for safety improvements.
City of San Dimas Citywide Bicycle Master Plan 2024 29
I. Project Schedule
City of San Dimas Citywide Bicycle Master Plan 2024 30
K. Disclosures
GTS and its principal have not, during the past five (5) years, been the subject of a lawsuit brought by any supplier, subcontractor, client, or government entity for breach of contract, non-payment of liabilities, or civil rights discrimination.
L. Project Organization and Staffing
Rawad Hani will serve as principal-in-charge and engineering lead, and will be the management contact and key person responsible for quality for the project. Ariel Godwin will serve as the planning lead and project manager, and will be responsible for the day-to-day management of the project activities. Our managers will be supported by Sabrina Mamo (Senior Transportation Engineer), Cassandra Garcia (Design Engineer), and Ryan Meller (Transportation Planner). Rock Miller will serve as an ATP & safety expert, providing quality control and expertise on bicycle infrastructure recommendations, prioritization, and policies. In addition to these team members we have support staff available for administration, CAD design, and graphics. The above staff members will be available throughout the duration of the project. Our central office is located in Los Angeles and we are a distributed team with most staff working remotely. Staff are available to visit San Dimas in-person at short notice.
J. Proposer’s Information
GTS, Inc., 11900 W Olympic Boulevard # 450, Los Angeles, CA 90064, 213-267-2332 CEO - Rawad Hani
There is no proprietary information contained in this proposal. Please note upon Award GTS will obtain a business license for the City of San Dimas
M. Identifying Proprietary Information; Public Records Act
PROFESSIONAL SERVICE AGREEMENT
This professional service agreement (“Agreement”), is made and effective as of August 20, 2024, between the City of San Dimas ("Agency"), a municipal corporation, and General Technologies and Solutions (GTS) LLC (“Consultant”), a California limited liability company. In consideration of the mutual covenants and conditions set forth herein, the parties agree as follows:
I. TERM
This Agreement shall commence on August 20, 2024 and shall remain and continue in effect until tasks described herein are completed, but in no event later than December 31, 2025 unless sooner terminated pursuant to the provisions of this Agreement.
II. SERVICES
Consultant shall perform the tasks described and set forth in “Exhibit A” (“Task to Be Performed”), attached hereto and incorporated herein as though set forth in full.
Consultant shall complete the tasks according to the schedule of performance which is also set forth in “Exhibit A”. To the extent that “Exhibit A” is a proposal from Consultant, such proposal is incorporated only for the description of the scope of services and no other terms and conditions from any such proposal shall apply to this Agreement unless specifically agreed to in writing.
III. PERFORMANCE
Consultant shall at all times faithfully, competently, and to the best of their ability, experience, and talent, perform all tasks described herein. Consultant shall employ, at a minimum, generally accepted standards and practices utilized by persons engaged in providing similar services as are required of Consultant hereunder in meeting its obligations under this Agreement.
IV. AGENCY REPRESENTATIVE
Agency’s City Manager (or their designee) shall represent Agency in all matters pertaining to the administration of this Agreement, review and approve all products submitted by Consultant, but not including the authority to enlarge the Tasks to be Performed per “Exhibit A” or change the compensation due to Consultant. Agency’s City Manager (or their designee) shall be authorized to act on Agency's behalf and to execute all necessary documents which enlarge the Tasks to be Performed per “Exhibit A” or change Consultant's compensation, subject to Section V hereof.
V. PAYMENT
A. The Agency agrees to pay Consultant monthly, in accordance with the payment rates and terms and the schedule of payment as set forth in “Exhibit A” and ATTACHMENT 2
Rev. 06/22 Page 2 of 9 Design Professional Service Agreement “Exhibit B” (“Payment Schedule”), attached hereto and incorporated herein by this reference as though set forth in full, based upon actual time spent on the above tasks. This amount shall not exceed ninety-nine thousand nine hundred fifteen dollars and no cents ($99,915.00) for the total term of the Agreement unless additional payment is approved as provided in this Agreement.
B. Consultant shall not be compensated for any services rendered in connection with its performance of this Agreement which are in addition to those set forth herein, unless such additional services are authorized in advance and in writing by the Agency City Manager (or their designee). Consultant shall be compensated for any additional services in the amounts and in the manner as agreed to by Agency City Manager (or their designee) and Consultant at the time Agency's written authorization is given to Consultant for the performance of said services.
C. Consultant shall submit invoices monthly for actual services performed. Invoices shall be submitted on or about the first business day of each month, or as soon thereafter as practical, for services provided in the previous month. Payment shall be made within thirty (30) days of receipt of each invoice as to all nondisputed fees. If the Agency disputes any of Consultant's fees, it shall give written notice to Consultant within thirty (30) days of receipt of an invoice of any disputed fees set forth on the invoice. Any final payment under this Agreement shall be made within forty-five (45) days of receipt of an invoice therefore.
VI. TERMINATION OF AGREEMENT
A. Except as otherwise provided herein below, Agency may terminate this Agreement, or any portion hereof, by serving written notice of termination upon the other party at least ten (10) days prior to the date of termination. Upon receipt of said notice, the Consultant shall immediately cease all work under this Agreement, unless the notice provides otherwise. If the Agency terminates a portion of this Agreement, such termination shall not make void or invalidate the remainder of this Agreement.
B. In the event this Agreement is terminated pursuant to this section, the Agency shall pay to Consultant the actual value of the work performed up to the time of termination, less any disputed amounts. Upon termination of the Agreement pursuant to this section, the Consultant will submit an invoice to the Agency as provided herein above.
VII. DEFAULT
A. Either party's failure to comply with the provisions of this Agreement shall constitute a default. In the event that either party is in default for cause under the terms of this Agreement, the affected party shall promptly notify the deficient party of such default and following such notice shall have no obligation or duty to continue compensating or providing any work after the date of default and can
Rev. 06/22 Page 3 of 9 Design Professional Service Agreement terminate this Agreement immediately by written notice to the other party. If such failure hereunder arises out of causes beyond either party’s control, and without fault or negligence, it shall not be considered a default.
B. If the Agency City Manager (or their desginee) determines the Consultant is in default in the performance of any of the terms or conditions of this Agreement, Agency shall cause to be served upon the Consultant a written notice of the default. The Consultant shall have ten (10) days after service of default notice to cure the default as directed by the Agency in the notice of default. In the event the Consultant fails to cure its default within such period of time, the Agency shall have the right, notwithstanding any other provision of this Agreement, to terminate this Agreement without further notice and without prejudice to any other remedy to which it may be entitled at law, in equity or under this Agreement.
VIII. OWNERSHIP OF DOCUMENTS
A. Consultant shall maintain complete and accurate records with respect to sales, costs, expenses, receipts, and other such information required by Agency that relate to the performance of services under this Agreement. Consultant shall maintain adequate records of services provided in sufficient detail to permit an evaluation of services. All such records shall be maintained in accordance with generally accepted accounting principles and shall be clearly identified and readily accessible. Consultant shall provide free access to the Agency at reasonable times to such books and records; shall give Agency the right to examine and audit said books and records; shall permit Agency to make transcripts or copies therefrom as necessary; and shall allow inspection of all work, data, documents, proceedings, and activities related to this Agreement.
Such records, together with supporting documents, shall be maintained for a period of three (3) years after receipt of final payment.
B. Upon completion of, or in the event of termination of this Agreement, all original documents, designs, drawings, maps, models, computer files, surveys, notes, and other documents prepared in the course of providing the services to be performed pursuant to this Agreement shall become the sole property of the Agency and may be used, reused, or otherwise disposed of by the Agency without the permission of the Consultant. With respect to computer files, Consultant shall make available to the Agency, at the Consultant's office and upon reasonable written request by the Agency, the necessary computer software and hardware for purposes of accessing, compiling, transferring, copying and/or printing computer files. Consultant hereby grants to Agency all right, title, and interest, including any copyright, in and to the documents, designs, drawings, maps, models, computer files, surveys, notes, and other documents prepared by Consultant in the course of providing the services under this Agreement.
IX. INDEMNIFICATION AND DEFENSE
Rev. 06/22 Page 4 of 9 Design Professional Service Agreement A. Indemnification
To the fullest extent permitted by law, Consultant shall indemnify and hold harmless Agency and any and all of its officials, employees, agents, and/or volunteers (“Indemnified Parties”) from and against any and all losses, liabilities, damages, costs, and expenses, including attorney’s fees and costs, caused in whole or in part by the negligent or wrongful act, error or omission of Consultant, its officers, agents, employees or subconsultants (or any agency or individual that Consultant shall bear the legal liability thereof) in the performance of services under this Agreement. Consultant’s duty to indemnify and hold harmless Agency shall not extend to the Agency’s sole or active negligence or willful misconduct.
B. Duty to defend
In the event the Indemnified Parties, individually or collectively, are made a party to any action, lawsuit, or other adversarial proceeding arising from the performance of the services encompassed by this Agreement, and upon demand by Agency, Consultant shall defend the Indemnified Parties at Consultant’s cost or at Agency’s option, to reimburse Agency for its costs of defense, including reasonable attorney’s fees and costs incurred in the defense of such matters to the extent the matters arise from, relate to or are caused by Consultant’s negligent acts, errors or omissions. Payment by Agency is not a condition precedent to enforcement of this provision. In the event of any dispute between Consultant and Agency, as to whether liability arises from the sole or active negligence or willful misconduct of the Agency or its officers, employees, or agents, Consultant will be obligated to pay for Agency’s defense until such time as a final judgment has been entered adjudicating the Indemnified Parties as solely or actively negligent or to have acted with willful misconduct. Consultant will not be entitled in the absence of such a determination to any reimbursement of defense costs including but not limited to attorney’s fees, expert fees, and costs of litigation.
X. INSURANCE
Consultant shall maintain prior to the beginning of and for the duration of this Agreement insurance coverage as specified in “Exhibit C” (“Insurance Requirements”) attached herewith and incorporated herein by this reference as though set forth in full.
XI. INDEPENDENT CONTRACTOR
A. Consultant is and shall at all times remain as to the Agency a wholly independent contractor. The personnel performing the services under this Agreement on behalf of Consultant shall at all times be under Consultant's exclusive direction and control. Neither Agency nor any of its officers, employees, or agents shall have control over the conduct of Consultant or any of Consultant's officers,
Rev. 06/22 Page 5 of 9 Design Professional Service Agreement employees, or agents, except as set forth in this Agreement. Consultant shall not at any time or in any manner represent that it or any of its officers, employees, or agents are in any manner officers, employees, or agents of the Agency.
Consultant shall not incur or have the power to incur any debt, obligation, or liability whatever against Agency, or bind Agency in any manner.
B. No employee benefits shall be available to Consultant in connection with the performance of this Agreement. Except for the fees paid to Consultant as provided in the Agreement, Agency shall not pay salaries, wages, or other compensation to Consultant and/or its employees for performing services hereunder for Agency. Agency shall not be liable for compensation or indemnification to Consultant for injury or sickness to its employee(s) arising out of performing services hereunder.
XII. LEGAL RESPONSIBILITIES
The Consultant shall keep itself informed of local, state, and federal laws and regulations which in any manner affect those employed by it or in any way affect the performance of its service pursuant to this Agreement. The Consultant shall at all times observe and comply with all such laws and regulations. The Agency, and its officers and employees, shall not be liable at law or in equity occasioned by failure of the Consultant to comply with this section.
XIII. UNDUE INFLUENCE
Consultant declares and warrants that no undue influence or pressure was used against or in concert with any officer or employee of the Agency in connection with the award, terms, or implementation of this Agreement, including any method of coercion, confidential financial arrangement, or financial inducement. No officer or employee of the Agency has or will receive compensation, directly or indirectly, from Consultant, or from any officer, employee, or agent of Consultant, in connection with the award of this Agreement or any work to be conducted as a result of this Agreement. Violation of this section shall be a material breach of this Agreement entitling the Agency to any and all remedies at law or in equity.
XIV. NO BENEFIT TO ARISE TO AGENCY EMPLOYEES
During their tenure and for one year thereafter, no member, officer, or employee of Agency, or their designees or agents, and no public official who exercises authority over or responsibilities with respect to the services under this Agreement shall have any interest, direct or indirect, in any agreement or sub-agreement, or the proceeds thereof, for work to be performed in connection with the services performed under this Agreement.
XV. RELEASE OF INFORMATION/CONFLICTS OF INTEREST
Rev. 06/22 Page 6 of 9 Design Professional Service Agreement A. All information gained by Consultant in performance of this Agreement shall be considered confidential and shall not be released by Consultant without Agency's prior written authorization. Consultant, its officers, employees, agents, or subconsultants, shall not without written authorization from the Agency City Manager (or their designee) or unless requested by the Agency, voluntarily provide declarations, letters of support, testimony at depositions, response to interrogatories, or other information concerning the work performed under this Agreement or relating to any project or property located within the Agency.
Response to a subpoena or court order shall not be considered "voluntary" provided Consultant gives Agency notice of such court order or subpoena.
B. Consultant shall promptly notify Agency should Consultant, its officers, employees, agents, or subconsultants be served with any summons, complaint, subpoena, notice of deposition, request for documents, interrogatories, request for admissions, or other discovery request (“Discovery”), court order, or subpoena from any person or party regarding this Agreement and the work performed thereunder or with respect to any project or property located within the Agency, unless the Agency is a party to any lawsuit, arbitration, or administrative proceeding connected to such Discovery, or unless Consultant is prohibited by law from informing the Agency of such Discovery. Agency retains the right, but has no obligation, to represent Consultant and/or be present at any deposition, hearing, or similar proceeding as allowed by law. Unless Agency is a party to the lawsuit, arbitration, or administrative proceeding and is adverse to Consultant in such proceeding, Consultant agrees to cooperate fully with Agency and to provide the opportunity to review any response to Discovery requests provided by Consultant. However, Agency's right to review any such response does not imply or mean the right by Agency to control, direct, or rewrite said response.
XVI. NOTICES
Any notices which either party may desire to give to the other party under this Agreement must be in writing and may be given either by: (i) personal service; (ii) delivery by a reputable document delivery service (e.g., Federal Express), which provides a receipt showing date and time of delivery; or (iii) United States mail, certified mail, postage prepaid, return receipt requested, addressed to the address of the party as set forth below or at any other address as that party may later designate by notice:
To AGENCY: City of San Dimas
245 E Bonita Avenue
San Dimas, CA
91773
Attention: Shari Garwick
Director of Public Works
To CONSULTANT: GTS, LLC
11900 W Olympic Boulevard,
Suite 450
Los Angeles, CA 90064
Attention: Rawad Hani
Chief Executive Officer
Rev. 06/22 Page 7 of 9 Design Professional Service Agreement XVII. ASSIGNMENT
A. Consultant shall not assign the performance of this Agreement, nor any part thereof, nor any monies due hereunder, without prior written consent of the Agency. Due to the personal nature of the services to be rendered pursuant to this Agreement, only Consultant shall perform the services described in this Agreement.
B. Before retaining or contracting with any subconsultant for any services under this Agreement, Consultant shall provide Agency with the identity of the proposed subconsultant, a copy of the proposed written contract between Consultant and such subconsultant which shall include an indemnity provision identical to the one provided herein identifying Agency as an indemnified party, or an incorporation of the indemnity provision provided herein, and proof that such proposed subconsultant carries insurance at least equal to that required by this Agreement or obtain a written waiver from Agency for such insurance.
C. The GTS, LLC may use assistants, under their direct supervision, to perform some of the services under this Agreement. Consultant shall provide Agency fourteen (14) days' notice prior to the departure of GTS, LLC from Consultant's employ. Should GTS, LLC leave Consultant's employ, the Agency shall have the option to immediately terminate this Agreement, within three (3) days of the close of said notice period. Upon termination of this Agreement, Consultant's sole compensation shall be payment for actual services performed up to, and including, the date of termination or as may be otherwise agreed to in writing between the Governing Board and the Consultant.
XVIII. LICENSES
At all times during the term of this Agreement, Consultant shall have in full force and effect, all licenses required of it by law for the performance of the services described in this Agreement.
XIX. GOVERNING LAW
The Agency and Consultant understand and agree that the laws of the State of California shall govern the rights, obligations, duties, and liabilities of the parties to this Agreement and also govern the interpretation of this Agreement. Any litigation concerning this Agreement shall take place in the municipal, superior, or federal district court with jurisdiction over the Agency.
XX. ENTIRE AGREEMENT
This Agreement contains the entire understanding between the parties relating to the obligations of the parties described in this Agreement. All prior or contemporaneous agreements, understandings, representations, and statements, oral or written and pertaining to the subject of this Agreement or with respect to the terms and
Rev. 06/22 Page 8 of 9 Design Professional Service Agreement conditions of this Agreement, are merged into this Agreement and shall be of no further force or effect. Each party is entering into this Agreement based solely upon the representations set forth herein and upon each party's own independent investigation of any and all facts such party deems material.
XXI. SEVERABILITY
Any part, provision, or representation of this Agreement or any of its exhibits, including, but not limited to “Exhibit C”, which is held to be invalid, void or unenforceable by a court of competent jurisdiction, shall be limited to that part, provision or representation and all other parts, provisions, or representations herein shall remain in full force and effect.
XXII. CONTENTS OF REQUEST FOR PROPOSAL AND PROPOSAL
Consultant is bound by the contents of Agency's Request for Proposal, “Exhibit D”, hereto and incorporated herein by this reference, and the contents of the proposal submitted by the Consultant, “Exhibit A” hereto. In the event of conflict, the requirements of Agency's Request for Proposal and this Agreement shall take precedence over those contained in the Consultant's proposal. The incorporation of the Consultant’s proposal shall be for the scope of services to be provided only, and any other terms and conditions included in such proposal shall have no force and effect on this Agreement or the relationship between Consultant and/or Agency, unless expressly agreed to in writing.
XXIII. AUTHORITY TO EXECUTE THIS AGREEMENT
The person or persons executing this Agreement on behalf of Consultant warrants and represents that they have the authority to execute this Agreement on behalf of the Consultant and have the authority to bind Consultant to the performance of its obligations hereunder.
Rev. 06/22 Page 9 of 9 Design Professional Service Agreement IN WITNESS WHEREOF, the parties hereto have caused this Agreement to be executed the day and year first above written.
“CONSULTANT”
GENERAL TECHNOLOGIES AND SOLUTIONS (GTS), LLC
By:
(Signature)
(Typed Name)
(Title)
“AGENCY”
ATTEST: CITY OF SAN DIMAS, a Municipal Corporation
By: _________________________ By: ___________________________ Debra Black, City Clerk Chris Constantin, City Manager
APPROVED AS TO FORM:
By: _________________________
Jeff Malawy, City Attorney
Attachments: Exhibit A Tasks to Be Performed/Consultant’s Proposal Exhibit B Payment Schedule
Exhibit C Insurance Requirements
Exhibit D Request for Proposal
EXHIBIT A
TASKS TO BE PERFORMED/CONSULTANT’S PROPOSAL
General Technologies and Solutions (GTS), LLC
Citywide Bicycle Master Plan – Technical Proposal and Cost Proposal Project: Citywide Bicycle Master Plan 2024
EXHIBIT B
PAYMENT SCHEDULE
Full contract amount to be paid upon satisfactorily completion of the work and according to Section V, Payment
EXHIBIT C
INSURANCE REQUIREMENTS
Without limiting Consultant’s indemnification of Agency, and prior to commencement of work and/or services under this Agreement, Consultant shall obtain, provide, and maintain at its own expense during the term of this Agreement, policies of insurance of the type and amounts described below and in a form satisfactory to Agency.
General liability insurance. Consultant shall maintain commercial general liability insurance with coverage at least as broad as Insurance Services Office form CG 00 01, in an amount not less than $1,000,000 per occurrence, $2,000,000 general aggregate, for bodily injury, personal injury, and property damage. The policy must include contractual liability that has not been amended. Any endorsement restricting standard ISO “insured contract” language will not be accepted.
Automobile liability insurance. Consultant shall maintain automobile insurance at least as broad as Insurance Services Office form CA 00 01 covering bodily injury and property damage for all activities of the Consultant arising out of or in connection with Work to be performed under this Agreement, including coverage for any owned, hired, non-owned, or rented vehicles, in an amount not less than 1,000,000 combined single limit for each accident.
Professional liability (errors & omissions) insurance. Consultant shall maintain professional liability insurance that covers the Services to be performed in connection with this Agreement, in the minimum amount of $1,000,000 per claim and in the aggregate. Any policy inception date, continuity date, or retroactive date must be before the effective date of this agreement and Consultant agrees to maintain continuous coverage through a period no less than three years after completion of the services required by this agreement.
Workers’ compensation insurance. Consultant shall maintain Workers’ Compensation Insurance (statutory limits) and Employer’s Liability insurance (with limits of at least $1,000,000).
Consultant shall submit to Agency, along with the certificate of insurance, a Waiver of Subrogation endorsement in favor of Agency, its officers, agents, employees, and volunteers.
Umbrella or excess liability insurance. Consultant shall obtain and maintain an umbrella liability insurance policy with limits that will provide bodily injury, personal injury, and property damage liability coverage, including commercial general liability, automobile liability, and employer’s liability. Such policy or policies shall include the following terms and conditions:
• A drop-down feature requiring the policy to respond if any primary insurance that would otherwise have applied proves to be uncollectible in whole or in part for any reason, other than bankruptcy or insolvency of said primary insurer; • “Pay on behalf of” wording as opposed to “reimbursement”; • Concurrency of effective dates with primary policies.
Should Consultant obtain and maintain an excess liability policy, such policy shall be excess over commercial general liability, automobile liability, and employer’s liability policies. Such policy or policies shall include wording that the excess liability policy follows the terms and conditions of the underlying policies.
Other provisions or requirements
Proof of insurance. Consultant shall provide certificates of insurance and required endorsements to Agency as evidence of the insurance coverage required herein.
Insurance certificates and endorsements must be approved by Agency’s Risk Manager prior to commencement of performance. Current certification of insurance shall be kept on file with Agency for the contract period and any additional length of time required thereafter. Agency reserves the right to require complete, certified copies of all required insurance policies, at any time.
Duration of coverage. Consultant shall procure and maintain for the contract period, and any additional length of time required thereafter, insurance against claims for injuries to persons or damages to property, or financial loss which may arise from or in connection with the performance of the Work hereunder by Consultant, their agents, representatives, employees, or subconsultants.
Primary/noncontributing. Coverage provided by Consultant shall be primary and any insurance or self-insurance procured or maintained by Agency shall not be required to contribute with it. The limits of insurance required herein may be satisfied by a combination of primary and umbrella or excess insurance. Any umbrella or excess insurance shall contain or be endorsed to contain a provision that such coverage shall also apply on a primary and non-contributory basis for the benefit of Agency before the Agency’s own insurance or self- insurance shall be called upon to protect it as a named insured.
Agency’s rights of enforcement. In the event any policy of insurance required under this Agreement does not comply with these specifications or is canceled and not replaced, Agency has the right but not the duty to obtain the insurance it deems necessary, and any premium paid by Agency will be promptly reimbursed by Consultant or Agency will withhold amounts sufficient to pay premium from Consultant payments. In the alternative, Agency may cancel this Agreement.
Acceptable insurers. All insurance policies shall be issued by an insurance company currently authorized by the Insurance Commissioner to transact business of insurance or is on the List of Approved Surplus Line Insurers in the State of California, with an
assigned policyholders’ Rating of A- (or higher) and Financial Size Category Class VII (or larger) in accordance with the latest edition of Best’s Key Rating Guide, unless otherwise approved by the Agency’s Risk Manager.
Waiver of subrogation. All insurance coverage maintained or procured pursuant to this agreement shall be endorsed to waive subrogation against Agency, its elected or appointed officers, agents, officials, employees, and volunteers or shall specifically allow Consultant or others providing insurance evidence in compliance with these specifications to waive their right of recovery prior to a loss. Consultant hereby waives its own right of recovery against Agency and shall require similar written express waivers and insurance clauses from each of its subconsultants.
Enforcement of contract provisions (non estoppel). Consultant acknowledges and agrees that any actual or alleged failure on the part of the Agency to inform Consultant of non-compliance with any requirement imposes no additional obligations on the Agency nor does it waive any rights hereunder.
Requirements not limiting. Requirements of specific coverage features or limits contained in this Section are not intended as a limitation on coverage, limits or other requirements, or a waiver of any coverage normally provided by any insurance. Specific reference to a given coverage feature is for purposes of clarification only as it pertains to a given issue and is not intended by any party or insured to be all inclusive, or to the exclusion of other coverage, or a waiver of any type. If the Consultant maintains higher limits than the minimums shown above, the Agency requires and shall be entitled to coverage for the higher limits maintained by the Consultant. Any available insurance proceeds in excess of the specified minimum limits of insurance and coverage shall be available to the Agency.
Notice of cancellation. Consultant agrees to oblige its insurance agent or broker and insurers to provide the Agency with a thirty (30) day notice of cancellation (except for nonpayment for which a ten (10) day notice is required) or nonrenewal of coverage for each required coverage. If any of the Consultant’s insurers are unwilling to provide such notice, then Consultant shall have the responsibility of notifying the Agency immediately in the event of Consultant’s failure to renew any of the required insurance coverages, or insurer’s cancellation or non-renewal.
Additional insured status. General liability, automobile liability, and umbrella/excess liability insurance policies shall provide or be endorsed to provide that Agency and its officers, officials, employees, agents, and volunteers shall be additional insureds under such policies.
Prohibition of undisclosed coverage limitations. None of the coverages required herein will be in compliance with these requirements if they include any limiting endorsement of any kind that has not been first submitted to Agency and approved of in writing.
Separation of insureds. A severability of interests provision must apply for all additional insureds ensuring that Consultant’s insurance shall apply separately to each insured against whom claim is made or suit is brought, except with respect to the insurer’s limits of liability. The policy(ies) shall not contain any cross-liability exclusions.
Pass through clause. Consultant agrees to ensure that its subconsultants, subcontractors, and any other party who is brought onto or involved in the project/service by Consultant (hereinafter collectively “Subcontractor”), provide the same minimum insurance coverage and endorsements required of Consultant under this Agreement. Consultant agrees to monitor and review all such coverage and assumes all responsibility for ensuring that such coverage is provided in conformity with the requirements of this section. However, in the event Consultant’s Subcontractor cannot comply with this requirement, which proof must be submitted to the Agency, Consultant may still be able to utilize the Subcontractor provided Consultant shall be required to ensure that its Subcontractor provide and maintain insurance coverage and endorsements sufficient to the specific risk of exposure involved with Subcontractor’s scope of work and services, with limits less than required of the Consultant, but in all other terms consistent with the Consultant’s requirements under this Agreement. This provision does not relieve the Consultant of its contractual obligations under the Agreement and/or limit its liability to the amount of insurance coverage provided by its subcontractors. This provision is intended solely to provide Consultant with the ability to utilize a Subcontractor who may be otherwise qualified to perform the work or services but may not carry the same insurance limits as required of the Consultant under this Agreement given the limited scope of work or services provided by the subcontractor.
Consultant agrees that upon request, all agreements with Subcontractors, and others engaged in the project and/or services, will be submitted to Agency for review.
Agency’s right to revise specifications. The Agency reserves the right at any time during the term of the contract to change the amounts and types of insurance required by giving the Consultant ninety (90) days advance written notice of such change. If such change results in substantial additional cost to the Consultant, the Agency and Consultant may renegotiate Consultant’s compensation.
Self-insured retentions. Any self-insured retentions must be declared to and approved by Agency. Agency reserves the right to require that self-insured retentions be eliminated, lowered, or replaced by a deductible, or require proof of ability to pay losses and related investigations, claim administration, and defense expenses within the retention through confirmation from the underwriter.
Timely notice of claims. Consultant shall give Agency prompt and timely notice of claims made or suits instituted that arise out of or result from Consultant’s performance under this Agreement, and that involve or may involve coverage under any of the required liability policies.
Additional insurance. Consultant shall also procure and maintain, at its own cost and expense, any additional kinds of insurance, which in its own judgment may be necessary for its proper protection and prosecution of the work.
EXHIBIT D
REQUEST FOR PROPOSAL
Agenda Item Staff Report
To: Honorable Mayor and Members of City Council
For the Meeting of August 13, 2024
From: Chris Constantin, City Manager
Prepared by: Michael O'Brien, Director of Administrative Services Subject: Receive and File the 2024-25 Operating & Capital Improvement Budget Book ____________________________________________________________________________
SUMMARY
To receive and file the 2024-25 Adopted Operating Capital Improvement Budget Book
RECOMMENDATION
Staff recommends that the City Council:
• Receive and file the 2024-25 Adopted Operating Capital Improvement Budget Book.
FISCAL IMPACT
There is no fiscal impact for the recommended action.
DISCUSSION/ANALYSIS
The 2024-25 Operating Capital Improvement Budget was adopted by Resolution 2024-46 on June 11, 2024 (Attachment 2).
The attached budget book (Attachment 1) provides additional detail including full programmatic budgeting and details of the Capital Improvement plan for the 2024-25 fiscal year. It reflects a thorough overview of the needs and priorities of the City Council, City Staff and the Community. It is used as the guiding document to highlight both past achievements and the goals of the upcoming year.
This document includes full descriptions, charts, graphs, and the adopted budget along with narratives of the General Fund and its various departments, Special Funds, Projects and Programs. The graphs and tables depicted within this document is designed to provide financial information in multiple ways to assist the reader in understanding the complex operations within our city.
2024-25 Adopted Operating Capital Improvement Budget Book Page 2 For the Meeting of August 13, 2024
The budget book will be submitted for award with the California Society of Municipal Finance Officers (CSMFO) which has awarded our budget book with excellence in budgeting each of the last three fiscal years. A physical copy will be available in the public library for the community to read and an electronic copy will be available on the City’s website.
ALTERNATIVES
The Council may elect to reject the budget book and request changes prior to finalization.
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,
Michael O'Brien
Director of Administrative Services
Attachments:
1. 2024-25 Adopted Operating Capital Improvement Budget Book
2. Resolution 2024-44 Approved Operating and Capital Improvement Budget
2024-25
CALIFORNIA
CITY OF SAN DIMAS
ADOPTED OPERATING CAPITAL
IMPROVEMENT PROGRAM BUDGET
1
05 07
Table Of Contents
Transmittal Letter
8 Mission Statement
9 Elected & Appointed Officials
10 Organizational Chart
14 Budgeted Personnel
Introduction
27 47
28 Budget Timeline
29 Budget Priorities
Fiscal & Budgetary Policies
48 Chart of Accounts
49 Fund Descriptions
50 Operating Funds
52 Capital Project Funds
Financial Summary
61 75
62 Revenues Defined
65 Historical Trends
Revenues
Expenditures
15 San Dimas Site Map
16 Key Demographics
17 CSMFO Operating Budget Award
18 Budget Message
54 Debt Service Funds
55 Long Term Debt
57 Summary of Ending Balances & Transactions
Schedule 1
58 Historical General Fund Reserves
31 Annual Budget Policy
43 Appropriation Limit
67 Summary of Estimated Revenues by
Fund Schedule 2
72 Summary of General Fund Revenues
76 Expenditures Defined
90 Summary of Estimated
Expenditures by Fund - Schedule 3
94 Budget Summary - General
Fund
100 Summary of Transfers in & Use of
Reserves - Schedule 4
101 Transfers Out & Use of Funds
Schedule 5
2
103
131
Table Of Contents
Performance Indicators
132 Capital Funding Schedule
133 Project Details & Funding Plans
Capital Improvement Program
145
185
Program Based Budgeting
186 Fund 02 - State Gas Tax
188 Fund 03 - Walker House
190 Fund 04 - Civic Center Renovation
192 Fund 06 - Sewer Expansion
194 Fund 07 - City Wide Lighting District
196 Fund 08 - Landscape Parcel Tax
198 Fund 12 - Infrastructure
200 Fund 20 - Community Parks & Facilities
Development
203 Fund 21 - Open Space District - North &
West
204 Fund 22 - Open Space District - East
205 Fund 23 - Open Space District - South
206 Fund 34 - Housing Authority
208 Fund 38 - Successor Agency
Special Funds
243 Glossary
104 Administrative Services
114 Community Development
117 Public Works
123 Parks & Recreation
210 Fund 39 - Development Obligation Retirement
212 Fund 40 - Community Development Block Grant
214 Fund 41 - Citizen Option for Public Safety
216 Fund 53 - Golf Course
218 Fund 70 - Equipment Replacement Fund
220 Fund 71 - AQMD
222 Fund 72 - Prop A Transit
224 Fund 73 - Prop C Transit
226 Fund 74 - Measure R Transit
228 Fund 75 - Landscape Maintenance Assessment
230 Fund 76 - Measure M Transit
232 Fund 77 - Road Maintenance Rehab
234 Fund 78 - Measure W
236 Fund 100 - Capital Assets Reserve
238 Fund 101 - American Rescue Plan Act
240 Fund 113 - Housing Authority
3
THIS PAGE IS INTENTIONALLY LEFT BLANK
4
5
THIS PAGE IS INTENTIONALLY LEFT BLANK
6
INTRODUCTION SECTION:
MISSION STATEMENT
ELECTED & APPOINTED OFFICIALS
ORGANIZATIONAL CHART
BUDGETED PERSONNEL
CITY DEMOGRAPHICS
SAN DIMAS SITE MAP
BUDGET MESSAGE
7
8
Emmett Badar
MAYOR
Rachel Bratakos
COUNCIL MEMBER
Eric Weber
COUNCIL MEMBER
Eric Nakano
MAYOR PRO TEM
ELECTED & APPOINTED OFFICIALS
Ryan Vienna
COUNCIL
MEMBER
CITY OFFICIALS
Chris Constantin…………………………………………………………………………………………City Manager Brad McKinney……………………………………………………………………………… Assistant City Manager Jeff Malawy……………………………………………………………………………………………… City Attorney Debra Black………………………………………………………………………………………………… City Clerk Michael O’Brien…………………………………………… Director of Administrative Services & City Treasurer Luis Torrico…………………………………………………………Director of Community Development Services Scott Wasserman………………………………………………………………….. Director of Parks & Recreation Shari Garwick……………………………………………………………………………… Director of Public Works
CITY COMMISSIONS
▪ Development Plan & Review Board ▪ Planning Commission ▪ Public Safety Commission ▪ Equestrian Commission ▪ Parks & Recreation Commission ▪ Golf Course Advisory Committee ▪ Senior Citizens Commission
9
CITY-WIDE ORGANIZATION CHART
CITY COUNCIL CITY ATTORNEY
CITY MANAGER CITY CLERK
Assistant City
Manager
Economic
Development
Successor Agency
Support Administration
Policy
Development
Legislative
Compliance
Elections
Administration
Records
Management
PUBLIC SAFETY
Sheriff’s Contract
Humane Society
Contract
Fire District
Liaison
Assistant to
City Council
COMMUNITY
DEVELOPMENT
Current & Long-Range
Planning
ADMINISTRATIVE
SERVICES
Treasurer
Finance Management
Human Resources
Information
Technology
Risk Management
PUBLIC WORKS
Engineering
Capital Project
Administration
Street & Infrastructure
Maintenance
DEVELOPMENT
SERVICES
Code Compliance
Building & Safety Environmental &
Waste Services
HOUSING
PARKS &
RECREATION
Recreation
Programs
Senior Programs
Facilities
Maintenance
Landscape
Maintenance
Franchise
Management
Public Information
Transit Programs
Housing Authority
Block Grant
Administration
Successor Agency
Support
Mobile Home
Dispute/Resolution
Budget
Development
10
ORGANIZATIONAL CHART – EXECUTIVE TEAM
ORGANIZATIONAL CHART – ADMINISTRATIVE SERVICES
11
ORGANIZATIONAL CHART – COMMUNITY DEVELOPMENT
ORGANIZATIONAL CHART – PUBLIC WORKS
12
ORGANIZATIONAL CHART – PARKS & RECREATION
13
BUDGETED PERSONNEL
FULL TIME CLASSIFICATION BY DIVISION # OF
POSITIONS
FULL TIME CLASSIFICATION BY
DIVISION
# OF
POSITIONS
CITY COUNCIL/CITY MANAGER PUBLIC WORKS
MAYOR & COUNCIL MEMBERS 5 DIRECTOR OF PUBLIC WORKS 1
CITY MANAGER 1 ENGINEERING MANAGER 1
ASSISTANT CITY MANAGER 1 ASSOCIATE ENGINEER 1
CITY CLERK 1 ASSISTANT ENGINEER 1
CITY CLERK SPECIALIST 1 SENIOR MANAGEMENT ANALYST 1
SENIOR MANAGEMENT ANALYST 1 MANAGEMENT ANALYST 1
ADMINISTRATIVE SERVICES MANAGEMENT AIDE 1
DIRECTOR OF ADMINISTRATIVE SERVICES /
TREASURER
1 PUBLIC WORKS INSPECTOR 1
INFORMATION TECHNOLOGY MANAGER 1 ADMINISTRATIVE ASSISTANT 1 HUMAN RESOURCES MANAGER 1 PW STREET & VEHICLE
MAINT/TRAFFIC CONTROL
ACCOUNTING SUPERVISOR 2 PUBLIC WORKS MAINTENANCE MANAGER 1 ACCOUNTING TECHNICIAN 3 PUBLIC WORKS MAINTENANCE
SUPERVISOR
1 HR MANAGEMENT ANALYST 1 EQUIPMENT OPERATOR 1
STREET MAINTENANCE WORKER I & II 4
IT/GIS MANAGEMENT ANALYST 1 EQUIPMENT MECHANIC 1
COMMUNITY DEVELOPMENT PARKS & RECREATION
DIRECTOR OF COMMUNITY DEVELOPMENT 1 DIRECTOR OF PARKS & RECREATION 1 PLANNING MANAGER 1 FACILITIES MAINTENANCE MANAGER 1
HOUSING MANAGER 1 RECREATION MANAGER 1
BUILDING & SAFETY MANAGER 1 FACILITIES MAINT. SUPERVISOR 1 SENIOR BUILDING INSPECTOR 1 RECREATION SUPERVISOR 1
BUILDING INSPECTOR/ PLANS EXAMINER 1 LANDSCAPE MAINTENANCE SUPERVISOR 2 SENIOR PLANNER 1 LANDSCAPE MAINTENANCE MANAGER 1
ASSOCIATE PLANNER/ PLANNING ASSISTANT 2 MANAGEMENT AIDE 1 SENIOR MANAGEMENT ANALYST 1 FACILITIES MAINT. WORKER I & II 3 CODE COMPLIANCE SUPERVISOR 1 LANDSCAPE MAINT. WORKER I & II 5 MANAGEMENT ANALYST 1 RECREATION COORDINATOR 3
MANAGEMENT AIDE 1 DEPARTMENTAL ASSISTANT 2
ADMINISTRATIVE ASSISTANT 1
CODE COMPLIANCE OFFICER 2 TOTAL FULL TIME BUDGETED
POSITIONS:
77 BUILDING PERMIT TECHNICIAN I 1
HOUSING SERVICES COORDINATOR 1
PART TIME CLASSIFICATION BY DIVISION
CITY MANAGER/ADMINISTRATIVE SERVICES PARKS AND RECREATION* MANAGEMENT ANALYST 1 BUILDING MAINTENANCE AIDE 9
COMMUNITY DEVELOPMENT RECREATION LEADER 52
PLANNING INTERN 1 SHOOTING STARS DIRECTOR 1
BUILDING & SAFETY INTERN 1 STUDENT UNION STAFF 4
PARKING ENFORCEMENT OFFICER II 1 SUPERVISING LIFEGUARD 1 PARKING ENFORCEMENT OFFICER 4 SENIOR LIFEGUARD 1
PUBLIC WORKS LIFEGUARD 22
ENGINEERING INTERN 1 WATER SAFETY INSTRUCTOR 10
SR. RECREATION LEADERS/SPECIALIST 12
TOTAL PART TIME BUDGETED POSITIONS: 126 FITNESS INSTRUCTORS 5 14
CITY OF SAN DIMAS SITE MAP
15
16
CSMFO OPERATING BUDGET EXCELLENCE AWARD
17
ANNUAL CAPITAL AND OPERATING BUDGET
FISCAL YEAR 2024-25
BUDGET MESSAGE
The City establishes an annual operating and capital budget reflective of its planned activities. Revenues are projected conservatively, and expenditures reflect a conservative approach by budgeting all positions will be filled, and all non-personnel expenses will be expended. For several years, the City has projected General Fund deficits at the beginning of each fiscal year only to end each year with surpluses due to revenue exceeding projections, planned expenditures not occurring, and capital activity supported by general operations not occurring as planned. The next few years look to be different.
From 2019-20 through 2023-24, the City navigated COVID-19 really well. San Dimas focused on keeping its doors open, providing the highest level of service within the constraints of public health restrictions, and more importantly, was prudent in how it utilized millions in federal pandemic funding. However, due to the federal government’s massive influx of funding to combat impacts of the pandemic, we have seen increases in the cost of many resources supporting our operations – namely, the consumer price index and construction materials costs.
o Consumer price index for Los Angeles increased by 4% in March and April 2023, respectively from the same months in 2022 (US Bureau of Labor Statistics); and o California Construction Cost Index increased 9.4% from December 2022 to December 2023 (Department of General Services).
The increased costs are passed along to the City through contractual escalators in agreements and increased costs for basic operations. Several citywide contracts are due to be rebid after years of stable pricing, and we expect to see significant increases due to years of increases in both the indexes above. The City also retains a healthy General Fund balance. However, the City has been preparing and implementing its fiscal resiliency plan to address challenges ahead.
According to the City’s 2023 community survey, over 75% of residents indicated they trust the City, the City manages its finances well, and the City is responsive to residents’ needs.
Our goals moving forward are to reduce the structural deficit without dramatically impacting how residents feel about the City’s responsiveness to priorities and their confidence in how the City is using valuable tax dollars.
The City remains financially solvent and able to maintain its robust programs and services. In this 2024-25 budget, the budget preparation involved a detailed examination of specific operational budget items and includes reductions in both operational expenditures and budget items that have historically ended fiscal years with unexpended appropriations. The impact on the public should not be material. Still, we expect to incur 18 CITY OF SAN DIMAS
an end-of-the-year deficit resulting in the use of reserves. The use of reserves is intentional given the current reserve balance and does not impair the City’s fiscal condition in the short run. However, the City cannot sustain what will be increasing deficits in the subsequent years, and without more meaningful cuts to ongoing expenses or increases in revenue, service impacts will be inevitable.
There are risks ahead the City must keep in the forefront. The economy shows signs of weakness, and any future downturn can put a negative pressure on revenues. For example, the last reported sales tax information shows decreases in receipts in almost every category. The City no longer has federal pandemic funding to plug previously projected budget deficits; as a result, the City’s locally sourced revenue must fully maintain the programs and services provided in the City. The instability worldwide, housing market, increasing price of goods and services cloud the outlook going forward.
In looking at other public entities, you can read numerous reports of deficits resulting in reductions of programs and services, layoffs, and overall negative outlooks. Caution is necessary, but due to the prudent actions of the City over the past decade, we have some time for future uncertainty to become more clear.
Protecting the City’s Most Valuable Service Asset.
City employees are the backbone providing high-quality services to our residents.
Currently, many cities in California are experiencing difficulties in recruiting critical positions. Some cities are offering hiring bonuses, while others are continuing to focus on cost-of-living and work schedule adjustments to maintain competitiveness. These trends are happening in both the private and public sectors and resulting in service degradation.
San Dimas has been fortunate. City employees have been a priority, and this is reflected in the City’s current guiding principles for budget development and budget priorities. On June 8, 2021, the City Council approved Resolution 2021-37 which established an initial set of budget policies, including 12 guiding principles for budget development. These guiding principles include the following:
Reasonable and Sustainable Compensation – Reasonable compensation levels in line with the labor market for similar governmental agencies are desired in order to minimize staff turnover and maintain City productivity.
On June 28, 2022, the Policy was again approved through Resolution 2022-41. On February 8, 2022, the City Council established budget priorities which included the “Retention, investment, and development of City staff.” In 2021, the City allocated annual resources to support professional development, and the City has been committed to supporting competitiveness.
San Dimas remains an employer of choice, and the City has prioritized being competitive.
To this end, the City implemented a comprehensive compensation and classification study after 20 years which resulted in adjusting almost every employee higher in compensation based on a study of 12 comparable cities. In fact, the study placed 19
employees at no less than the median of the group with certain classifications reaching up to the top spots.
While the City’s five-year projection shows annual deficits that will impact our ability to maintain current programs and services, the proposed budget is built to retain existing full time and regular part time employees. Projected annual deficits necessitate careful consideration of any changes which increase ongoing employee costs, a significant component of the overall expenditures. Increasing pension costs, cost of maintaining a higher position against comparable cities with higher levels of tax revenues, and the overall General Fund expenditures whose increases are continuing to pressure our ability to keep current service levels into the future, indicate the City may be limited in what more it can do without meaningful sacrifices somewhere.
Returning to Normalcy and Focusing on the Future
While there are no state mandates for a City to create and approve a budget, the budget has become the de facto standard in articulating a plan for the year and implementing strategic objectives that are multiyear, as in the case of capital improvements.
In the 2022-23 budget, there were several organizational improvements in quality of life, operations, and in how we approach the budgetary decisions which were proposed and are continued into 2023-24. The City is continuing quality of life efforts into 2024-25 which include
o Utilizing a new public safety grant program to enhance efforts to combat quality of life conditions such as excessive graffiti, burglaries, and school zone traffic safety enforcement; and
o Continuing efforts to reduce the impact of homelessness by utilizing services from Los Angeles Center for Drug and Alcohol which help individuals overcome barriers and help place them into housing. Recently, the City passed and continues to propose new ordinances intended to provide more tools to hold accountable, anyone negatively impacting quality of life, including unhoused individuals who continue to refuse housing and services; and
o Reducing the impact of accidents and traffic violations through the continued focus on traffic safety which recently included training and equipping our Community Action Team with Lidar speed enforcement devices, resulting in more deputies enforcing quality of life traffic laws throughout the City; and o Continuing the MySanDimas app to reduce response time, increase responsiveness and streamline the City’s response to various resident issues such as graffiti, illegal dumping, hazards, code violations, and many other issues. 20
Some efforts require more thoughtful evaluation, resource investment, and implementation approaches. The City has been proceeding in these areas, but the efforts are multiyear. The efforts include:
o Moving to a more strategic way of thinking in how we address quality of life issues, o Evaluating and adjusting regularly the City’s fees and charges structure to ensure general tax resources are supporting broad community priorities and not resulting in taxpayer subsidies for activities not of a general community benefit, o Creating the right personnel rules to facilitate a competitive workforce, redundancies, and most importantly, a financially sustainable workforce structure, o Stabilizing and smoothing the City’s approach to capital replacement to ensure funding is available at the time a replacement is necessary without resulting in an abnormal impact to current year resources, and
o Aligning community expectations in infrastructure investment to the resources necessary to maintain and improve capital improvements in an efficient and effective manner.
Other changes are ongoing and are never really completed, which include:
o Ensuring accountability in City operations and resource allocation, o Finding ways to leverage technologies, grant opportunities, innovation, and other industry developments to improve how we provide City programs and services which maximize public investment, and
o Adjusting to the substantial new Federal and State mandates impacting our community.
The City has enhanced accountability and resource allocation with the “My San Dimas” application. The City completed and is implementing recommendations from a development and permitting process performance audit which identified opportunities for improvement. In 2023-24, the City will be initiating another audit of utility charges, which when last performed, resulted in additional savings for the City.
The City implemented a web-based contracts software solution to strengthen the contract development, approval and oversight process.
Additionally, the City implemented a new agenda management system to facilitate streamlining in Council and Commission agenda preparation. In 2023-24, the City will continue its multiyear effort to modernize internal systems which currently includes an online permitting program and internal project management system.
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As described above, the City is working towards improving internal systems which support operations. It will be a multiyear effort.
2024-25 Budget Outlook
The proposed 2024-25 budget includes use of some of its reserves but is anticipated to maintain a General Fund Unassigned and Assigned reserve balance of 60 and 42 percent, respectively, for a total combined reserve balance of 102 percent. The General Fund represents a substantial portion of City operations, and as such, remains a primary focus in budget discussions.
General Fund Activity
Finance estimates that revenue minus expenditures will end 2023-24 and 2024-25 with changes in General Fund 001 balance reductions of ($866,663) and ($1,083,960), respectively. The General Fund continues to support operations in other funds and in most cases, capital improvement activity. Due to the exhausting of federal funding from the American Rescue Plan, the City will not have short-term annual infusions outside of tax revenue to support operations. Consequently, the City will be relying on the General Fund unassigned fund balance to balance the 2024-25 budget. We will not be able to sustain this over the long-term, and continued resiliency plan actions are necessary to ensure longer term financial sustainability.
Assigned Reserve Fund Balances and Establishing Funding Goals In 2021-22, the City shifted $1 million to support the creation of a prefunding capital improvement reserve called the Capital Assets Reserve (Fund 100). On April 26, 2022, the City Council approved assigning another $5.5 million to the Capital Assets Reserve to fund the estimated need for lifecycle capital assets bringing the total to $6.5 million.
Additionally, the City Council assigned fund balances to other categories such as Other Post-Employment Benefits1 (OPEB) and Compensated Absences2. These assignments were intended to enhance transparency that the City has planned and can address these future liabilities. In 2024-25, the City continues this commitment.
The City Council maintains funding goals for several key reserve categories, which included
• Maintaining the General Fund Reserve (including Funds 001, 070, and 100) funding level goal at 75% of General Fund operating expenditures. • Maintaining Capital Asset Reserve, OPEB, and Compensated Absences funding goals at 80% of estimated liabilities.
• Maintaining the unassigned General Fund Reserve at 25% of General Fund operating expenditures.
___________________________ 1 Other Post Employment Benefits are employee benefits, other than pension distributions, that employees may begin to receive from the City once they retire.
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2 Compensated Absences are absences for which employees will be paid, such as vacation, sick leave, etc.
Accounting standards require the City to measure the accrued absences as they represent a present liability to the City.
While the City expects to end the next fiscal year utilizing some of the unassigned General Fund balance, the 2024-25 budget projects fund balances which equal or exceed these funding goals.
Other Anticipated Operations Activity
The proposed 2024-25 budget includes several planned allocations, which are outlined below.
• Adding funding of $20,000 to the Community Building & Senior Center for stage floor refinishing; and
• Increasing funding of $480,000 to replace two fleet vehicles and a new tractor skip loader that are past their useful life; and
• Adding funding of $120,000 for a Crack Sealers & Skid Mounted Compressor; and • Adding funding of $225,000 Safety Element Update & Hazard Mitigation Plan.
Other Planned Capital Activity
The proposed budget includes several planned allocations and carryovers for improving our City’s infrastructure, parks, and buildings, which include the following:
Conclusion
Going forward, the City must continue to address structural deficits in overall government activity to ensure the City remains financially sustainable for the long-term. One-time 23
funding from the federal government, short-term saving measures, vacancy savings, and other unanticipated one-time revenue increases may provide short term benefit, but such activity does not resolve what is a difference between the City’s capabilities and public expectations for service delivery. We anticipate the City’s strategic planning process this calendar year will assist in defining expectations and will guide future changes.
The City also needs to continue its approach to community quality of life. This includes • Supporting City operations to maintain and improve residents’ quality of life in San Dimas and the visitor experience when enjoying our town, • Aligning our municipal code with the expectations desired for property condition, blight, and ensuring personal responsibility in behaviors that impact other residents and visitors,
• Predicting future exposures which negatively impact quality of life, and implementing mechanisms to limit or eliminate their impacts, and • Maintaining constructive efforts to consider special populations, such as seniors, the unhoused, and the disabled during efforts to improve quality of life in a way that balances compassion with accountability and is done in a smart, fiscally prudent manner.
The City is well into this approach, but more needs to be done.
The City is in its most critical time in deciding what City services and infrastructure will look in the future, and key decisions must be made soon to determine the direction the City will take to address what the City will be able to provide in the future.
The City has done a wonderful job over the past ten years making prudent decisions maintaining the organization’s focus on the basic provisions of government service. While we provide significant recreational programing and support for our seniors, the City did not expand too far too quickly.
Historically, the City also created avoidable situations that impacted its ability to address priorities. Waiting 20 plus years to update fees and charges meant that millions of dollars went to subsidize private individuals and entities who received direct services and benefit with taxpayer funding but did not necessarily result in more economic benefit. We have generally fixed this area, but it is necessary not to wait so long to keep up with the increasing cost of services. Additionally, the City has been very generous to provide services to both our residents and residents of other cities who do not contribute similarly to our tax base, but where we do not fully charge the cost of service to those nonresidents.
This too is an area of discussion that needs to be considered.
A significant issue at hand is the escalating expenses associated with the upkeep and restoration of essential capital infrastructure like roads, walkways, parks, and other physical assets, alongside the rising costs related to law enforcement services.
While the City spends millions on capital, the total investment needed to maintain and 24
improve current condition indexes is far more. As such, as street degrades, the cost of bringing it back up to an acceptable level exponential grows. For example, the 2024-25 budget includes $900,000 for the 5th street rehabilitation. This will redo the surface of the street, but it is nowhere near the amount necessary to eliminate the high crest in the middle of the street which occurred due to years of doing our best with limited capital funding. This is not just the case for the other numbered streets, but also in all our neighborhoods where we have not been able to properly maintain them to lower the total cost of ownership. More investment today would yield significantly more cost savings tomorrow; however, additional revenue is needed for this to occur.
In terms of our law enforcement contract with the County of Los Angeles, costs are rising.
The expectation will be that the costs will continue to rise annually and since this contract is our largest single contract by far, the pressures of inadequate General Fund revenue will certainly have an effect on the level of law enforcement services our City can provide.
Nevertheless, the increasing cost of everything and the limited revenue receipts resulted in a narrowing of the resources available over the last five years, and as such, we have arrived at the point where we cannot continue the standards and level of service residents have enjoyed. Additionally, the City has not been able to invest the multimillions in capital streets, sidewalks, and infrastructure necessary to maintain and increase the condition of those assets. Frankly, the City does not have adequate revenue to do so, and trimming expenses and operations under the façade of efficiency can never come close to closing the gap materially.
In reviewing options to address the areas above, the options are few and never pleasant.
Here are some of the potential options knowing that there may be more options or a mix and match that may be considered:
• One option is to utilize debt financing to accelerate capital projects. Unfortunately, high interest rates and staffing levels that cannot currently support such investment would be an impediment.
• The second option is to utilize reserves, such as making a massive payment to CalPERS to cover the unfunded liability. This would free up about $1 million/annually that is going to pay this unfunded liability currently. The challenge here is that $1 million/year is not adequate for the significant investment needed.
Concerns with this approach include losses on investment with funds held by CALPERS. CALPERS investment approach can create large positive or negative swings in market value. If we overfund the UAL and market values increase then we would create a super funded status with funds held by CALPERS that otherwise could have been used for other community needs. Market losses on investments held by CALPERS could result in additional UAL payments that were not expected to be necessary after the investment was made.
• The third option is to reconsider a district sales tax measure as was considered before which may generate about $6 million/annual with a large chunk paid for by non-residents who shop in our City. While this would provide a significant 25
investment to support capital infrastructure and cost of high priority operational items, such as public safety, the previous measure failed and it is unknown the appetite for the public to support such measure.
• The fourth option is to strategically reduce operations, programs, and services to reduce the expenditure footprint to match the available revenue. This would mean reductions to public safety, recreation programs, closing of facilities, and staff reductions. We can avoid this option due to our current reserve balances, but this option may become a reality if we wait too long to act.
Our situation is not different from other cities generally. Most are in the same boat, but we are fortunate to have a higher level of reserves that buys us more time to make good decisions due to the prudent practices of the City going back more than a decade. To bring the public into the decision-making process as they will be directly impacted by our fiscal future, we will be utilizing a new platform called “Balancing Act” to gather input from the public on how to best balance the budget. This and our strategic plan will help guide us in the best path forward.
While it is natural to focus on the negatives, we must actively ensure that we also emphasize our strengths. We are well positioned to continue as a leader in the quality of life residents’ experience living in San Dimas. This is supported by the over 80% of residents who rated overall quality of life and San Dimas as a place to raise a family as excellent or good in our 2023 community survey. The focus should be to make prudent decisions with the future in mind, adjust to circumstances as they arise and even when uncomfortable, and to continue to celebrate our successes while learning from our mistakes. We can address future challenges if we are willing to be bold, prudent, and remain together as one community.
It is an honor to be a part of this amazing organization and City, and I look forward to being a part our many successes and navigating challenges ahead. I have faith that we will endure and thrive.
Sincerely,
Chris Constantin
City Manager
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FISCAL & BUDGETARY POLICIES SECTION
BUDGET TIMELINE
BUDGET PRIORITIES
ANNUAL BUDGET POLICY
APPROPRIATION LIMIT
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BUDGET DEVELOPMENT TIMELINE
The budget process is a significant undertaking for staff and one of the most important duties of the City Council. The process begins in January as the City Manager meets with staff and gives general direction in preparing departments’ budgets. The City Council provided input on items they would like to see incorporated in the final budget in during the preliminary budget presentation on April 23, 2024. In May, proposed budget information is submitted for review by the budget team, and the creation of the draft budget document and the Capital Improvement Plan is developed to be presented to the Council and public.
January 10, 2024 ……………… Kickoff meeting with appropriate staff to discuss plan and schedule
February 2, 2024 ……………… Budget Launch, introductory email with resources & templates distributed
February 12, 2024 ……………… Deadline to discuss Budget Priorities with Commissions.
February 27, 2024 ……………. Mid-Year Report for 2023-24 fiscal year study session to discuss budget priorities & 10 year
projections
March 5, 2024 ………………. . Preliminary Budget figures & Request are due March 11-22, 2024 …………… Completed meetings with each department to discuss budget submissions and goals
April 23, 2024 ……………….… Council & Public Review of Preliminary Budget May 14, 2024 ............................. Second Discussion Council & Public Review of Preliminary Budget
June 11, 2024 ......................... . Adoption of the Operating and Capital Improvement Program Budget for Fiscal Year
2024-25 and the 2024-25 Appropriations Limit
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2024-25 BUDGET PRIORITIES
The City Council provided a listing of budget priorities during the December 11, 2021 and January 11, 2022 City Council meetings. On February 8, 2022, the City Council approved the following budget priorities:
Community Safety
Foster safe enjoyment and a sense of community in the City which prioritizes public safety and emergency preparedness.
1. Maintaining public safety services
2. Establishing effective programs supporting public safety services (i.e. City Prosecutor services, County/Court partnerships)
High Performing Government
Provide efficient and effective public service that is responsive to the needs of residents and businesses.
1. Retention, investment, and development of City staff
2. Provide for effective and safe working environment with appropriate tools, training, and safety equipment
3. Foster resiliency to respond to unforeseen circumstances Infrastructure and Facilities
Invest in the maintenance and improvement of City infrastructure and facilities that maximizes the public’s use and enjoyment of public and private space.
1. Long-term focus on addressing and investing in infrastructure and facilities (i.e.
Pavement Condition, Capital Assets, Parks amenities and facilities, Recreation Center, and Equestrian Center)
2. Considering Municipal Yard relocation, land acquisition and improvement costs
3. Gold Line Parking
Quality of Life
Provide enrichment opportunities for all residents which foster community, lifelong learning, and healthy activities for people of all ages.
1. Homelessness
Economic Vitality
Support a thriving and resilient ecosystem for local business and entrepreneurship.
1. Provide support for local businesses
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Responsible/Sustainable Growth
Establish policies that encourage a variety of land use and development types that not only maintain the community’s character but allow the City to grow responsibly and support the long-term viability of a healthy, vibrate community.
1. Completing Downtown Specific Plan
2. Creating objective standards for development (i.e. addressing Federal/State mandates, supporting consistency in development)
3. Fostering affordable housing
Financial Sustainability
Maintain a strong financial foundation with focus on the long-term sustainability.
1. Unfunded Pension Liabilities
2. Balance strengthening City’s foundations with new investments
3. Considering the full lifecycle cost of activities
4. Focusing on needs versus wants
Transparency
Promote open communications and engagement with the public.
1. Presenting fund balances and financials effectively
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CITY OF SAN DIMAS ANNUAL BUDGET POLICY
A. INTRODUCTION
In its adoption of the Budget, the City Council recognizes that the appropriations approved for the operating and capital budgets are based upon estimates of municipal needs for the fiscal year. Therefore, in order to establish appropriate control in the administration of the Budget, the following policies are adopted to provide necessary authority for the City Manager to administer the Budget during the course of the fiscal year in the light of varying conditions which may occur and are authorized under San Dimas Municipal Code Section
2.24.070. The Assistant City Manager is delegated authority to sign as the City Manager in the absence of the City Manager or as authorized by the City Manager.
These policies are in addition and supplemental to any provisions contained in the San Dimas Municipal Code (Code), including the Personnel Rules & Regulations (PRRs), Part Time Employee Handbook, the Final Budget Resolution, all Salary Resolutions regarding pay, benefits and other terms and conditions of employment relating to other officers and employees, City of San Dimas Administrative Procedure and Policies, and other documents relating to the Budget, as such provisions may apply to the administration of the Budget.
All references to the Administrative Services Director and/or Finance Director shall refer to that individual empowered as the Finance Director, as defined in the San Dimas City Municipal Code.
B. DEFINITION
B.1 Appropriations (Operating and Capital Budgets)
The term “Appropriations” means the amounts approved for expenditure by the City Council in its adoption of the Budget, together with subsequent “Supplemental Appropriations.”
B.2 Supplemental Appropriation
The term “Supplemental Appropriation” means an increase and/or decrease in an existing appropriation(s) in the City Council Adopted Budget or a new appropriation(s).
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B.3 Carryover
The term “Carryover” means the process of carrying over unspent appropriations or unrealized revenue from one fiscal year into a subsequent fiscal year. Carryovers shall be documented in a Budget Modification.
B.4 Budget Modification
The term “Budget Modification” means an adjustment to operating and capital project funding sources, pay schedules, job title allocations, changes in these Budget Policies, and other non-appropriation matters.
C. FISCAL CONTROL POLICIES
C.1 Off-Cycle Funding Requests
Off-cycle funding requests represent items not contemplated during the normal budget production and approval process which may result in exceeding a department and/or category appropriation. To ensure that all budget requests are considered in the context of the entire budget, consideration of funding request submitted outside the normal budget production process shall be subject to staff analysis to assist the City Council in evaluating the proposal. The formal analysis shall include, where applicable, the short-term and long-term budget impact and the impacts on other Council approved priorities; identified source of funding and impact on fund balance; and any other pertinent financial implications relevant for City Council decisionmaking.
C.2 Ongoing Expenditures
Approval of all expenditures which would result in an ongoing fiscal commitment should be funded only with ongoing revenue sources. One-time revenues, including fund balance and reserves, should be used only for one-time expenditures, such as capital improvements.
C.3 Statement of Fiscal Impact
All staff reports or action items to the City Council which relate to issues expected to have a fiscal impact on the City shall include a statement of fiscal impact. The impact will show the current year and multiyear impact of the recommended action. 32
C.4. Guiding Principles for Budget Development1
The following principles shall guide budget development:
C.4.a. A balance between public safety, infrastructure maintenance, and quality of life services is required to ensure a livable community.
C.4.b. A budget must be sustainable into the future, not balanced with one-time fixes, such as transfers of reserves or set asides, and must reasonably reflect expenditures that match available revenues.
C.4.c. Reducing funding for capital projects, or eliminating projects from the Capital Improvement Program, in order to support operating activities sacrifices the community’slong-term interests.
1Adapted from: (1) "Budget Strategies for Challenging Fiscal Times" presented by Robert Leland, Director of Finance, City of Fairfield; (2) Recommended Budget Practices published by the National Advisory Council on State and Local Budgeting; (3) A Budgeting Guide for Local Government published by the International City/County Management Association; (4) Model Practices for Municipal Governments published by the Connecticut Town and City Management Association; and (5) Strategic Recruitment for Government, Ten Innovative Practices for Designing, Implementing, and Measuring Recruitment Initiatives in Government published by the Performance Institute. 33
C.4.d. Continuous investment in technology, systems and equipment is needed to improve organizational efficiency, especially when staffing levels are reduced.
C.4.e. Reasonable compensation levels in line with the labor market for similar governmental agencies are desired in order to minimize staff turnover and maintain City productivity; however, compensation levels must stay within a range that the city can sustainably afford while still providing the full range of city services that citizens expect from their city government. Total Compensation will be defined as all pay, benefit, and other elements that provide value to staff (i.e., hourly rate, specialty pays, insurance, time off, in-lieu payments, retirement plans, training, etc.).
C.4.f. Additional revenue sources, such as grants and development related income, should be sought to augment City resources after due consideration of the cost associated with accepting a grant or approving development.
C.4.g. Program cost recovery should be maximized, including reasonable General Fund indirect costs allocated to other funds, to reduce the need for program reductions and to reduce taxpayer subsidies where such subsidy is not in the public interest.
C.4.h. Quality economic development and strengthening the City's economic base through implementation of supportive business strategies should be promoted to expand the City’s revenue base and provide a net resource gain.
C.4.i. Services and programs that serve a limited number of participants should be the focus ofreductions, reformation, elimination, or reorganization, or should be considered for implementation by a private vendor or non-profit organization.
C.4.j. Reductions should be avoided that could exacerbate liability issues for the City or have long-term consequences that would be costly to reverse.
C.4.k. The budget must ensure administrative accountability, internal controls, and long-term financial stability.
C.4.l. A balance of long-term liabilities and current operations is necessary to ensure the City avoids the growth in unrecognized or sudden significant liabilities.
D. FINANCIAL PLANNING AND IMPLEMENTATION POLICIES
D.1. Balanced Budget, Resiliency Plan and Deficit Spending Reduction Plan The City shall establish a Resiliency Plan to ensure the long-term sustainability of the City’s budget.
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Revenue Control
D.1.a. The City will dedicate new ongoing revenue sources in the following manner and priority:
• Priority 1: Fixed cost increases, such as built-in contract escalators, benefit increases outside City control including CalPERS pension contributions, etc.; • Priority 2: Funding significant long-term liabilities and replenishing City reserve funds to established targets;
• Priority 3: Replenishing internal service funds, such as infrastructure, vehicle, building maintenance, and technology funds, etc.;
• Priority 4: Discretionary expenditures.
D.1.b. The City will designate and assess fees for service and other fees in the following mannerand fee will comply with all applicable laws.
• Category I – Fees that are determined to have a full cost recovery goal. Fees shall be updated regularly based on the total direct and indirect costs of providing the service.
• Category II – Fees that are below full cost recovery goal. Fees are generally subsidized where collection of fees is not cost-effective; collection of fees would not comply with regulatory requirements; purpose of the fee is not to offset cost but to provide benefits to the recipients and the community. If fee is proposed to be Category II, the proposer will describe the level of subsidy, the reasoning and purpose why the fee is less than full cost recovery, and compliance with the intent of this fee category.
• Category III – Penalty and fine fees. Fees in category III should be reviewed annually relative to the reasonableness for the fee and the fiscal effect as it relates to deterrence.
D.1.c. One-time revenues and budgetary costs savings not anticipated during the fiscal year willbe primarily dedicated to funding significant long-term liabilities and replenishing reserves and internal service funds to established targets.
D.1.d. All revenue receipts shall be processed through the Finance Division. In the case revenuereceipts are offset by any non-cash transaction or discounts, the Administrative Services Director’s review and approval will be required.
D.1.e. Any commitment by the City to perform or pay for services which will be reimbursed by another entity will be documented in either a written agreement prior to proceeding with the services or provided for in an approved fee schedule and approved by the City Manager, and if over $50,000, the City Council. After approval, the City Manager may appropriate funds reimbursing City operations up to $50,000 per each individual service (e.g., Revenue reimbursed by the State Office of Emergency Services (OES)). All amounts appropriated under this provision will be reported to Council via budget modification reports.
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Expenditure Control
D.1.f. Expenditure controls safeguard limited government assets and ensure resources are maintained where they were originally approved during the budget process. To this end, while Budget Policy E.1 provides City Manager control over fund-level expenditures, tighter controls and authorizations are required to maximize safeguards over the use of funds. Operating and Capital expenditures will require the following approvals and processes:
D.1.f.(1) Changes between Personnel and Non-Personnel Expenditures – Transfers of appropriations between personnel and non-personnel categories requires approval of the Administrative Services Director, City Manager, and City Council.
D.1.f.(2) Changes between Departments – Expenditures will be appropriated at the Department level. Department level is demonstrated by the second level of the accounting structure (i.e. 001-4150). Appropriation transfers between departments requires approval through a budget modification form by the Administrative Services Director, City Manager, and/or City Council based the following authorization amounts:
Under $10,000 – Administrative Services Director;
• $10,000 to $50,000 – Administrative Services Director and City Manager; • Over $50,000 – Administrative Services Director, City Manager, and City Council.
• Exceptions: In the case of emergency, to prevent the loss of capital/grant funds,and/or other circumstance where delay would have a material negative impact to the City, the Administrative Services Director and City Manager can approve appropriation transfers and report such transfers to the City Council.
D.1.f.(3) Changes between Expenditure Categories – Expenditures will be appropriated at the Category level which is demonstrated by the third level of the accounting structure (i.e. 001-4150-020). Within each category exists an object code which is demonstrated by the fourth level of the accounting structure (i.e. 001-4150-020- 001). Departments can expend within the category as necessary without requiring further action. Appropriation transfers between categories requires approval of the Department Director, Administrative Services Director, and/or City Manager based the following authorization amounts:
• Under $25,000 – Administrative Services Director;
• $25,000 to $50,000 – Administrative Services Director and City Manager; • Over $50,000 – Administrative Services Director, City Manager, and City Council.
• Exceptions: In the case of emergency, to prevent the loss of capital/grant funds, and/or other circumstance where delay would have a material negative 36
impact to the City. Administrative Services Director and City Manager approval is required and any such transfer will be reported to the City Council. • Not Applicable: Non-discretionary items such as allocations, technology, fuel, and utilities are not available for transfer.
D.1.f.(4) Fiscal Year-End Adjustments – In order to expedite closing the accounting records at June 30th of each year, the City Manager is authorized to transfer an amount not to exceed $5,000 between Departments within a single Fund in order to appropriate amounts to cover insignificant overages. A subsequent report will be made to Council listing total appropriations made within a Fund at fiscal year-end. This provision is only applicable to fiscal year-end adjustments and shall not be used at any other time.
D.1.f.(5) Prepaid Expenses – In limited instances, some City costs are required to be paid prior to receiving the service or product. Examples include annual licensing fees, annual memberships, insurance policies and software maintenance agreements.
Many of the terms of these agreements require payment prior to July 1, which begins the new fiscal year. In addition, some prepayments offer a discount.
The City Manager is authorized to approve prepaid expenditures when the payment relates to an ongoing service provided to the City and when failing to make payment would either cause an interruption in ongoing City operations or cause the City to operate illegally (e.g., failing to renew software licensing). However, the payment classified as a prepaid expense shall not include more than a 10% increase over the prior year’s payment for the same product or service. No later than the 1st meeting in September, Council will be provided a list of prepaid expenditures that occurred under this authority.
D.1.g. The City will refrain from allowing funds to fall into deficit positions or continuing growing existing fund balance deficits. Annual fund deficits should be eliminated by transferring funds into the deficit fund to maintain the previous year’s fund balance. The only exceptions to this are funds in which future revenues are estimated to be sufficient to cover current deficits (e.g., Fee Funds and Capital Grant Funds) or where such deficit (or liability) is determined by a required actuarial review.
D.1.h. The Finance Division will establish an appropriate purchasing process with adequate controls to ensure expenditures are properly approved and do not exceed City Council appropriations.
D.1.i. The City will evaluate and consider personnel compensation and benefit expenditures from a total compensation perspective which will include both employee and employer items as well as any reasonably certain and reasonably anticipated future pension cost increase.
37
D.1.j. Any revenue or expenditure item may be submitted to the City Council for review and/or approval at the recommendation of the City Manager. Exceptions to revenue and expenditure controls require City Council notification.
D.1.k. All Council actions that appropriate funding or approve an agreement where such required funding is articulated in the recommendation or fiscal impact shall constitute formal appropriation authority and are not required to be resubmitted to Council for approval during the formal budget supplemental request process.
D.2. Capital Improvement Program
The Five-Year Capital Improvement Program (CIP) is developed and presented with the overall City budget.
D.2.a. Transfers Between Council Approved Capital Projects (Same Year – Reallocation of Funding Between Projects) – Projects are approved over a five-year period by Council. Each budgeted project has been appropriated an amount that may include funding from multiple City Funds. Appropriation transfers between capital projects scheduled in the same year requires approval of the City Manager and City Council based the following authorization amounts:
• Up to $100,000 – City Manager; or
• Over $100,000 – City Manager and City Council.
D.2.b. Transfers Between Council Approved Capital Projects (Different Years – Rescheduling Projects) – Projects are approved over a five-year period by Council.
Each budgeted project has been appropriated an amount that may include funding from multiple City funds. Appropriation transfers between capital projects scheduled in different years require approval of the City Manager and City Council based the following authorization amounts:
• Up to $50,000 – City Manager; or
• Over $50,000 – City Manager and City Council.
Additional funding requirements for capital projects in excess of the total amount appropriated requires Council approval unless the initial appropriation included approval for contingency funding, in which, no further Council approval is necessary.
The approved budgets for the individual capital outlay projects and capital improvement projects remain as authorized until these projects are completed when an agreement to perform the project is executed. Any unexpended authorized appropriation for each capital project is automatically carried over from fiscal year to fiscal year until the funds of the individual capital project are expended up to the not to exceed amount of an executed agreement or its approved contingency or the capital project is canceled by the City Manager. Following the completion of the individual capital projects, the unexpended appropriation of each completed capital project shall 38
be canceled, and the capital projects’ funding sources shall be released from their unexpended funding commitment.
D.3. Cost Allocation Plan (CAP) & Fee Studies
The City Manager will ensure the timely completion of appropriate cost allocation plans and user fee studies. Generally, cost allocation plans should be completed every 2-3 years and reported to the City Council for review or as directed by the City Manager. Cost allocation charges (administrative overhead) will be assessed to each fund based on the results of the Plan. However, the General Fund will be required to make transfers to specific funds that do not have sufficient funding to pay for its share of the CAP (each fund’s share of administrative overhead). Fee studies should be completed and reviewed every 4-5 years or as directed by the City Manager.
E. BUDGET ADMINISTRATION POLICIES
E.1. Appropriations - Operating and Capital Budgets
Appropriations approved for the Operating Budget Activities and Capital Budget Expenditure Accounts of the City's offices/departments are based upon estimates of needs for the fiscal year for projected service level requirements under normal conditions and circumstances.
However, as a result of changing conditions, unanticipated needs, emergencies, the availability of unforeseen State/Federal and/or other funding sources and like circumstances, it may be necessary during the course of the year to increase, reduce, eliminate, or provide new funding for Operating Budget Activities or Capital Budget Expenditure Accounts.
Therefore, in administering the Budget, the City Manager is authorized to provide each office/department with sufficient funding to meet its needs in such circumstances, so long as a decision to vary from approved appropriations does not exceed, except in the case of emergencies, the total appropriated expenditures of the affected municipal fund at the time of the decision. This policy includes, but is not limited to, the authority to supplement budgeted capital projects by transferring funds reflected in a Council-approved Capital Improvement Program from a future year to the current fiscal year if the City Manager determines that the action is necessary to prevent a disruption to the construction schedule of the project, and that there is sufficient fund balance available to cover the expenditures.
In the event of an emergency, the City Manager is authorized to provide the resources necessary to meet the needs of the emergency subject to the limitations of available fund 39
balance.
In all such instances, the City Manager shall report budgetary decisions to the City Council by means of an appropriate Supplemental Appropriation/Budget Modification.
E.2. Supplemental Appropriation/Budget Modification Requirements Whenever the City Manager determines that a proposed budgetary adjustment does not fall within budget policies, or that it would add new or substitute substantially different projects, equipment, or programs to those approved for Operating Budget Activity or Capital Budget Expenditure Accounts, the City Manager shall submit to the City Council a Supplemental Appropriation or Budget Modification for City Council approval.
When budgetary adjustments are made in accordance to these budget policies, the City Manager will submit a periodic report of such adjustments for ratification on the City Council consent calendar.
E.3. Rebudget Authority
Upon closing the financial books each fiscal year, the Administrative Services Director will review department requests to carryover unexpended funds and unrealized revenues to the ensuing fiscal year’s budget. For those items approved by the City Manager and already encumbered, the Administrative Services Director shall carryover unexpended funds and unrealized revenues to the ensuing fiscal year's budget. The items carried over shall be documented in a Budget Modification. Unencumbered funds will either be released and available as one-time resources in the ensuing year’s budget or in the case of unencumbered capital, considered for carryover based on a previously identified project need.
Grant and Donation funds may be carried over when the grantor allows use of such funds into the following fiscal year, when there are funds remaining, and when the purpose of the grant or donation (i.e., specific project) has not changed. The items shall be documented in a Budget Modification.
E.4. Fund Reserves
The City will maintain appropriate fund reserves which segregate resources for the purpose of carrying on specific activities or attaining certain objectives in accordance with special regulations, restrictions, or limitations.
E.4.a. General Fund
40
E.4.a.1 General Fund Reserves
Reserved
E.4.b. Capital Assets Reserve (Fund 100)
Fund 100 has been established to accumulate funds for the scheduling of significant capital assets, such as infrastructure, buildings, vehicles, equipment, and technology for the purpose of prefunding replacement and rehabilitation at the end of the capital assets useful life. The City will make annual contributions to prefund capital asset replacement and rehabilitation and reduce the operational impact of the related significant expenditures in the year the capital asset is needed. In accordance with GASB 54, this fund balance is committed.
E.4.b.1 Scheduled and Prefunded Capital Assets
Capital assets entered into the schedule and identified for prefunding are intended to identify liabilities associated with existing capital assets for which the City has adopted a funding schedule. Such capital assets will receive annual transfers to support full funding by the capital asset’s replacement or rehabilitation schedule.
E.4.b.2 Scheduled and Unfunded Capital Assets
Capital assets entered into the schedule and not receiving annual funding allocations are intended to identify significant unfunded liabilities associated with existing capital assets. An appropriate funding target amount and year such fund is needed for replacement or rehabilitation will be established.
E.4.b.3 Pooled Capital Assets
Certain capital assets, such as buildings, include capital needs whose replacement or rehabilitation occurs in smaller, staged time frames or to which a specific replacement and rehabilitation date varies based on condition (i.e. carpets, etc.).
To facilitate prefunding of such capital assets, a pooled amount will be specified in 41
such manner (by building, location, etc.) to accommodate regular replacement and rehabilitation as needed, but to also achieve an annual funding contribution amount which is consistent and predictable.
E.4.b.4 Asset Management Schedules and Funding
The City will maintain an asset management schedule for scheduled assets which are intended to receive funding through the Capital Asset Reserve. The schedule will provide such detail to properly manage the asset and its replacement or rehabilitation. The City Manager, or designee, is authorized to allocate such appropriation and schedule such assets to Fund 100 to further the intent of the Capital Asset Reserve.
42
APPROPRIATIONS LIMIT
Resolution 2024-44 adopted June 11, 2024, updates the City of San Dimas appropriations limit as required by Proposition 4 (November 1979) and Proposition 111 (June 1990). The appropriations limit imposed by these propositions creates a restriction on the amount of revenue that a public agency can appropriate in any fiscal year. The limit is based on actual appropriations during the base 1978-79 fiscal year, with an increase in subsequent years based on a formula comprised of population estimates and cost of living factors. There are no financial impacts from calculating the appropriations limit unless the amount of revenues received from “proceeds of taxes” comes close to or exceeds the City’s appropriations limit.
The 2024-25 appropriations limit for the City of San Dimas is $100,368,029. This amount is $70,890,731 more than the projected tax proceeds.
29,477,298
$29,232,255
29,992,292
26,712,248
24,570,068
24,588,988
25,551,879
24,442,172
24,478,461
100,368,029
96,813,231
93,397,948
87,462,400
83,263,584
80,357,922
77,386,512
74,268,213
71,219,314
- 20,000,000 40,000,000 60,000,000 80,000,000 100,000,000 120,000,000 2024-25
2023-24
2022-23
2021-22
2020-21
2019-20
2018-19
2017-18
2016-17
Appropriations Limit Tax Proceeds
43
44
45
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46
FINANCIAL SUMMARIES
CHART OF ACCOUNTS
FUND DESCRIPTIONS
OPERATING FUNDS
CAPITAL PROJECT FUNDS
DEBT SERVICE FUNDS
LONG TERM DEBT
SUMMARY OF ENDING BALANCES AND TRANSACTIONS – SCHEDULE 1 HISTORICAL GENERAL FUND RESERVES
47
CHART OF ACCOUNTS
FUND NUMBER FUND NAME
01 General Fund
02 Gas Tax
03 Walker House
04 City Hall/ CB
06 Sewer Expansion
07 City Wide Lighting District
08 Landscape Parcel Tax
12 Infrastructure
20 Community Parks & Facilities Development
21 Open Space District # 1
22 Open Space District # 2
23 Open Space District # 3
34 Housing Authority Successor
38 Successor Agency
39 Redevelopment Obligation Retirement
40 Community Development Block Grant
41 Citizen’s Option for Public Safety
53 Golf Course
70 New Equipment Reserve Fund
71 Air Quality Management District
72 Prop A Transit
73 Prop C Transit
74 Measure R Transit
75 Landscape Maintenance
76 Measure M
77 Road Maintenance Rehab Act Fund
78 Measure W
100 Capital Assets Reserve
101 American Recovery Plan Act
113 Housing Authority
48
FUND DESCRIPTIONS
The budgeting and accounting system of the City of San Dimas is organized on the basis of funds.
A fund is an independent fiscal and accounting entity with a self-balancing set of accounts. Funds maintain independent records of cash and/or resources together with all related liabilities, obligations, reserves and equities. The purpose of a fund is to carry out specific activities or attain certain objectives in accordance with special financial regulations, restrictions or limitations.
The largest single fund is the General Fund. Money in the General Fund can be used for any legal purpose—to underwrite operating expenditures or to fund capital improvement projects—and is the most flexible of all City funds.
Other funds are restricted in their use by law or by City Council action. This means that these funds may only be used for designated activities. Some funds, such as the Golf Course Maintenance and Operation fund, are restricted by City policy to certain activities.
The City’s accounting and budgeting systems are in compliance with the Generally Accepted Accounting Principles (GAAP). This means that the modified accrual basis of accounting is used for governmental fund types. The modified accrual basis of accounting recognizes revenues when they are measurable and available and expenditures when they are incurred.
The City Manager’s authorization limit for changes to the budget is limited to $50,000 before authorization is required by the San Dimas City Council. 49
OPERATING FUNDS
Operating Funds account for the revenues and expenditures associated with the City’s ongoing operations. Revenues in the operating funds are received from a variety of sources, and may be unrestricted in use, as in the General Fund, or restricted by law or policy in other special revenue funds. The following includes descriptions of the operating funds:
General Fund - the main Operating Fund for the City. All general tax revenues and other receipts not allocated by law or contractual agreement to other funds are accounted for in this fund. The General Fund is the most flexible of all City funds. The major General Fund revenue sources are: property tax, sales tax, franchise tax, transient occupancy tax, business tax, motor vehicle licensing fees, building permit fees, charges for services, fees and interest earnings. The General Fund is used for daily operating expenditures such as: public safety, planning, community improvement, youth and senior program administration, street repair, building maintenance, and City administration.
Walker House – this fund is used to account for receipts and expenditures of monies received from the repayment of principal and interest from the Successor Agency and to expenditures associated with the maintenance and operations of the Walker House. Sewer Expansion Fund – this fund is used to account for receipts and expenditures of monies apportioned to the City under sewer maintenance and industrial waste reimbursements from the County and private property connections to the public sewer fees. Landscape Parcel Tax – this fund is used to account for financial activity relating to the voter approved property tax assessment. Revenues include assessment to property owners and a transfer from the General Fund. Expenditures are exclusive to the maintenance of parks, parkways, medians, and trees.
Citizen’s Option for Public Safety (COPS) – this fund is used to account for receipts and expenditures of monies apportioned to the City from a State COPS grant for law enforcement. Golf Course – this fund is used to account for receipts and expenditures of monies for maintenance and operations of the San Dimas Canyon Golf Course. Surplus funds can be appropriated towards the repayment of a City loan made to the Golf Course. 50
New Equipment Reserve Fund – this fund is used to account for expenditures associated with the acquisition of new equipment and vehicles for City use. Air Quality Management District (AQMD) Fund - this fund is used to account for clean air fees collected by the State and distributed by the Southern California Air Quality Management District (SCAQMD) for clean air projects.
Proposition A Fund - this fund is used to account for the financial activity related to the City’s share of Proposition A monies. Proposition A increased sales tax in Los Angeles County by one-half percent (0.5%) and is used for transportation related purposes. Landscape Maintenance — this fund is used to account for financial activity relating to landscaping of common areas within the Boulevard and Northwood’s tracts. Revenues include assessment to property owners within the Boulevard and Northwood’s tracts and expenditures related to the maintenance and upkeep of the common landscape areas. Successor Agency Administration Fund - this fund is used to account for the administrative costs of winding down the affairs of the former San Dimas Redevelopment Agency.
Measure W Fund – this fund is used to account for receipts and expenditures of monies apportioned to the City under Measure W, 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. American Recovery Plan Act – this fund is used to account for revenue & expenditures identified to recapture lost revenue due to the effects of the pandemic lockdown. The funds originate from a Grant distribution through the Federal Government as part of the American Recovery Act.
Housing Authority – this fund is used to account for debt service payments associated with the 1998 Mobile Home Park Revenue Bonds. The bonds were issued to finance the Authority’s acquisition of a mobile home park know as Charter Oak Mobile Home Estates.
The Revenue Bonds were refinanced in 2020 to reduce the principal and interest. 51
CAPITAL PROJECTS FUNDS
Capital Projects Funds account for the acquisition and/or construction of major capital facilities.
Capital Projects Funds include the following:
State Gas Tax Fund - this fund is used to account for receipts and expenditures of monies apportioned to the City under Sections 2103, 2105, 2106, 2107 and 2107.5 of the California Streets and Highway Code.
Infrastructure - this fund is used to account for major capital improvement projects associated with the Cities infrastructure.
Community Parks & Facilities Development - this fund is used to account for the parks and facilities capital improvement projects.
Open Space District # 1 - this fund is used to account for revenues and expenditures associated with the acquisition and preservation of north & west districts open space. Open Space District # 2 - this fund is used to account for revenues and expenditures associated with the acquisition and preservation of east districts open space. Open Space District # 3 - this fund is used to account for revenues and expenditures associated with the acquisition and preservation of south districts open space. Proposition C Fund - this fund is used to account for the financial activity related to the City’s share of Proposition C monies. Proposition C increased sales tax in Los Angeles County by one-half percent (0.5%) and is used for transportation related purposes. Measure R Fund - this fund is used to account for receipts and expenditures of monies apportioned to the City under Measure R, a voter approved retail transactions and use tax at the rate of one-half percent (0.5%) for a period of 30 years. This money is restricted to expenditures that maintain and improve City streets and for transportation services. Measure M Fund - this fund is used to account for receipts and expenditures of monies apportioned to the City under Measure R, a voter approved retail transactions and use tax at the rate of one-half percent (0.5%) for a period of 30 years. This money is restricted to expenditures that maintain and improve City streets and for transportation services. Measure W Fund – In November 2018 ballot, Los Angeles voters approved the Safe Clean Water Parcel Tax of 2.5 cents a square foot of “impermeable space.” Revenue generated from Measure W will be used to pay for regional and municipal projects that improve water quality & retention, prepare for future drought, and provide community benefits such as parks 52
or wetlands. It is anticipated that the funds will be used for storm water projects in compliance with the MS4 permit.
Road Maintenance Rehab – this fund is used to account for receipts and expenditures of monies apportioned to the City under the Road Maintenance Rehab Act. The funds are generated by increases in the gas tax and vehicle license fees. Capital Assets Reserve – this fund will be used to replace & maintain current assets. 53
DEBT SERVICE FUNDS
Debt Service Funds account for financial activity associated with the issuance of debt, and the accumulation of resources for, and the payment of outstanding obligations on City and Successor Agency long-term debt, as described below:
City Hall –Community Building – Plaza Fund –this fund is used to account for debt service payments associated with the renovation of the San Dimas Civic Center the was re-opened as the City Hall, the Plaza and Community Building in April 2011. 54
LOANS PAYABLE (City Debt)
1998 Mobile Home Park Housing Revenue
Bonds
On June 18, 1998 the City of San Dimas Housing
Authority issued $8,075,000 of Mobile Home
Park Revenue Bonds, Series 1998A. The bonds
were issued to finance the Authority’s acquisition
of a mobile home park known as Charter Oak
Mobile Home Estates and to finance certain
capital improvement thereto. On October 29th,
2020 The City of San Dimas Housing Authority
refinanced the bonds at an interest rate of 1.85%
and shortened the maturity date to fiscal year
2025-26.
Sources of Funds: Housing Authority Fund
Fiscal Year Beginning Principal Interest Ending
Balance Due Due Balance
2024-25 $956,200 $473,800 $13,307 $482,400
2025-26 $482,400 $482,400 $4,462 $ -
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SCHEDULE 1: SUMMARY OF ESTIMATED ENDING
BALANCES & TRANSFERS
ESTIMATED
BEGINNING
BALANCE
07/01/24
ESTIMATED
REVENUES
2024-25
TRANSFER
IN
2024-25
TRANSFER
OUT
2024-25
ESTIMATED
EXPENDITURES
2024-25
USE OF
RESERVES
2024-25
ESTIMATED
ENDING
BALANCE
06/30/25
01 General 23,916,020 31,405,047 402,000 446,789 30,720,466 1,723,752 22,832,060 02 Gas Tax 812,219 996,572 - 250,000 988,000 - 570,791
03 Walker House 68,612 210,070 - - 206,466 - 72,216
06 Sewer 1,351,939 93,400 - 290,000 - 1,155,339
07 Lighting 3,599,318 1,659,540 - 150,000 3,017,000 - 2,091,858 08 L/S Parcel Tax -4,990 1,047,000 157,507 - 1,199,517 - - 12 Infrastructure 4,369,281 4,703,352 93,752 - 9,166,385 - - 20 Comm Park/Fac 114,628 - - - - - 114,628
21 Open Space #1 6,137 - - - - - 6,137
22 Open Space #2 259,932 - - - 100,000 - 159,932
23 Open Space #3 29,791 - - - - - 29,791
40 CDBG - 489,091 - - 489,091 - -
41 COPS 204,955 200,000 - - 212,000 - 192,955
53 Golf Course 1,388,069 982,000 - - 652,000 - 1,718,069 70 New Equipment
Reserve
915,045 - - - 191,500 - 723,545
71 AQMD 104,055 57,000 - 2,000 139,055 - 20,000
72 Prop A 6,383,716 1,160,528 - - 1,104,546 - 6,439,698 73 Prop C 1,624,896 840,073 - - 990,000 - 1,474,969
74 Measure R 1,674,891 646,305 - - 939,000 - 1,382,196
75 Open Space Mnt 5,243 45,940 1,817 - 53,000 - -
76 Measure M 2,024,471 755,812 - - 475,000 - 2,305,283
77 Road Maint.
Rehab Act
416,629 924,248 - - 600,000 - 740,877
78 Measure W 401,141 698,450 - - 494,000 - 605,591
100 Capital Assets
Reserve
7,567,149 1,630,000 - 880,000 8,317,149
ALL CITY FUNDS
TOTAL
57,233,147 46,914,428 2,285,076 848,789 52,907,026 1,723,752 50,953,084 34 Housing Authority
Successor
1,869,063 143,042 287,465 - 1,112,886 - 1,186,685
113 Housing
Authority
6,919,461 3,325,000 - - 4,878,629 - 5,365,832
38/39 Successor
Agency
3,988,836 1,739,000 - - 4,864,798 - 863,038
GRAND TOTAL CITY
AND ENTITIES 70,010,507 52,121,470 2,572,541 848,789 63,763,339 1,723,752 58,368,639 57
HISTORICAL GENERAL FUND RESERVES
The General Fund reserve is comprised of the General Fund (001), and interfund Equipment Replacement reserve fund (070) and Capital Asset Reserves (100). The City’s goal is to maintain a minimum balance of equal to or greater than 75 percent of the General Fund operating budget. The current reserve balance of $32,469,500 represents 113.29 percent of the 2022-23 General Fund Operating Expenditures, ARPA Expenditures and Transfers Out.
The estimated General Fund Reserve for the fiscal year ending 2023-24 is $32,398,214 which would represent approximately 92.63 percent of the 2023-24 General Fund Operating and ARPA expenditures and transfers out.
Finally, the budgeted General Fund Reserve for 2024-25 is $31,872,754 which would represent approximately 98.58 percent of the 2024-25 General Fund operating expenditures and transfers out. A multi-year comparison of this reserve is shown below:
58
FIVE YEAR PROJECTION The information below provides the historical and projected financial condition for the General Fund FIVE YEAR FORECAST – GRAPHICAL REPRESENTATION
Actual Actual Revised Estimates Forecast Forecast Forecast Forecast Forecast 2021-22 2022-23 2023-24 2024-25 2025-26 2026-27 2027-28 2028-29 Revenue 28,158,693 32,960,537 34,904,647 31,807,047 31,842,290 32,972,001 33,587,951 34,457,638 Expenditures 25,965,743 28,641,536 34,975,932 32,332,507 33,534,095 34,356,453 35,384,863 36,507,621 Desired Operating Reserve Level (75%) 18,388,081 20,229,485 22,421,397 22,421,397 24,137,321 25,054,840 25,826,147 26,668,216 Assigned Fund Balance 15,996,953 15,817,107 18,318,787 18,877,287 19,872,287 20,867,287 21,862,287 22,857,287 Unassigned Fund Balance 12,153,545 16,652,393 14,079,428 12,995,468 10,308,663 7,929,211 5,137,299 2,092,315 Reserves 28,150,498 32,469,500 32,398,215 31,872,754 30,180,950 28,796,498 26,999,586 24,949,602 59
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60
REVENUES SECTION SUMMARY
REVENUES DEFINED
HISTORICAL TRENDS
SUMMARY OF ESTIMATED REVENUES BY FUND - SCHEDULE 2
SUMMARY OF GENERAL FUND REVENUES
61
DESCRIPTION OF REVENUES
City revenues are derived from a variety of sources. Some revenues such as property tax transient occupancy tax and business tax are generated locally. Other sources of revenue are sent to the State of California or County of Los Angeles, and remitted to the City at a later time. These monies are received by the city treasurer and distributed to the appropriate fund.
The following list summarizes the most significant sources of City revenues:
Property Tax, at a rate of 1 percent of current market value, is imposed on all real and tangible personal property located within the City limits. The tax is collected by the County tax collector and a portion is remitted to the City. The City receives 6.58 percent of collected property taxes.
Revenue projections are based on estimates provided by HDL Companies.
Other Taxes are collected locally, which include:
Business License Tax that is collected from businesses for conducting business within the City. The tax rates are adjusted every April by a cost of living factor. Franchise Fees that are paid by electric, water and gas public utility companies, as well as the private cable television provider for the use of City right-of-way and for wear and tear to the City’s streets. Revenue projections were based on historical trends and additional information provided by the franchisees.
Real Property Transfer Tax, at a rate of $1.10 per $1,000, is collected by the County tax collector. The amount collected is based upon the value of the property transferred. One-half (0.5) of this tax is remitted to the City. Revenue projections were based on estimates provided by HDL Companies.
Sales Tax, at the current rate of 9.50 percent, is levied on all retail goods sold within City limits and is collected and distributed by the State Board of Equalization as follows: State of California 6.25 percent; Proposition A one-half (0.5) percent; Proposition C one-half (0.5) percent; Measure R one-half (0.5) percent; Measure M (0.5) percent; Measure H (0.25) percent and point of sale, San Dimas (1.00) one percent. Revenue projections were based on estimates provided by HDL Companies.
Transient Occupancy Tax, at a rate of 12 percent, is collected from the operators of hotels, motels and campgrounds located within San Dimas City limits. The tax is imposed on guests who are temporary users of City services while occupying a room in a lodging facility located in the City. Revenue projections were based on historical trends and analysis from HDL Companies.
62
License and Permit Fees are charged by the City to cover the costs of regulating various activities. This includes building permit fees, which are required for the construction of most structures. In addition, the City charges fees for inspection/street permits, annual and temporary parking permits, bingo permits, and Storm Water inspection permits.
Fines and Penalties are revenues derived from penalties charged for violations of California law and City ordinances. Included in this category are local ordinance violations, motor vehicle violations, parking citations, parking bail, and administrative citations.
Use of Money and Property is the interest earned on idle cash, building rentals and from the lease of space in City-owned buildings.
Revenue from Other Agencies is received and includes:
State Gas Tax is received monthly on a per capita basis and a fixed annual amount based on population. Revenue projections are based on assumptions provided by the California Department of Finance.
Proposition A Local Return, Proposition C Local Return Measure R Local Return, and Measure M each impose a one-half (0.5) percent sales tax, which is used to improve public and rapid transit. San Dimas is allocated a share of these funds based on population. Revenue projections are based on estimates provided by Los Angeles County Metropolitan Transportation Authority. Road Maintenance & Rehabilitation Act imposes increases in the cost per gallon of motor vehicle fuel to go along with a varying vehicle license fee based on vehicle value. Revenue projections are based on assumptions provided by the California Department of Finance.
Measure W imposes a parcel tax that charges 2.5 cents per square foot of impermeable surface on a property. The tax is collected through property tax roll and distributed to cities via the County of Los Angeles. Revenue projections come from the County of Los Angeles.
Charges for Current Services are fees charged for specific services rendered by the City, and include:
Administrative Fees may be collected for staff time associated with the administration of Prop A, C, and Measure R programs and staff time associated with the administration of the Walker House and Charter Oak Park. Staff time is tracked through the City’s internal timekeeping process.
63
Recreation Fees include registration and course fees for a wide variety of programs, including youth and adult sports, facility rentals, Swim and Racquet Club programs and numerous special interest and self-improvement classes. 64
HISTORICAL REVENUE TRENDS – TAXES
2015-16 2016-17 2017-18 2018-19 2019-20 2020-21 2021-22 2022-23 2023-24 2024-25 Property Tax $6,450,221 $6,806,170 $7,084,555 $7,502,690 $7,510,804 $8,044,993 $8,140,481 $8,609,738 $9,008,662 $9,497,071 Sales Tax
$6,534,672 $6,183,299 $6,635,201 $7,165,003 $6,170,000 $10,454,716 $8,390,000 $8,704,500 $9,015,486 $8,777,917 Franchise Tax $2,230,072 $2,157,250 $2,300,700 $2,274,568 $2,190,788 $2,465,655 $2,571,240 $2,606,200 $2,754,000 $2,934,500 Business
License Tax $450,041 $410,337 $486,555 $481,438 $450,000 $501,960 $500,000 $500,000 $515,000 $600,000 Occupancy
Tax $1,558,201 $1,630,226 $1,654,585 $1,616,189 $1,220,000 $1,482,082 $1,795,000 $1,810,000 $1,730,000 $1,695,000 Other Taxes
$238,442 $294,058 $264,732 $291,060 $241,500 $336,125 $307,615 $281,000 $305,000 $273,000 65
ASSESSED VALUE OF TAXABLE PROPERTY
Source: 2023-24 HDL Property Tax Report
66
SCHEDULE 2: SUMMARY OF ESTIMATED REVENUES BY
FUND
2022-23 2023-24 2023-24 2024-25
ACTUAL ADOPTED ESTIMATED ADOPTED
BUDGET BUDGET REVENUES BUDGET
GENERAL FUND - TAXES
Property Taxes less Administrative Fees 3,912,591 3,809,023 3,917,556 4,041,522 Residual Tax Distribution 574,183 400,000 372,494 400,000 Motor Vehicle In Lieu Triple Flip 4,599,117 4,799,639 4,827,682 5,055,549 Sales Tax 8,387,815 8,665,486 8,233,856 8,417,917
Sales Tax Prop 172 376,420 350,000 360,000 360,000
Franchise Tax 2,817,961 2,754,000 2,864,923 2,934,500
Business License Tax/Film Permits 555,481 520,000 602,500 603,000 PEG Tax 74,362 75,000 70,000 70,000
Transient Occupancy Tax 1,770,634 1,730,000 1,675,000 1,695,000 Documentary Stamp/Transfer Tax 207,165 225,000 200,000 200,000 Sub-Total 23,275,729 23,328,148 23,124,011 23,777,488
Building Permits 1,085,952 701,500 1,086,979 912,000
Inspection/Street Permits Eng 241,144 90,000 120,000 100,000 Annual Parking Permits 20,736 22,000 30,000 30,000
Temporary Parking Permits 280,394 250,000 350,000 420,000 Bingo Permits 25 50 25 25
Sub-Total 1,628,252 1,063,550 1,587,004 1,462,025
Local Ord Violations 7,084 7,500 13,000 10,000
Animal Control Services - - - 80,000
Motor Vehicle Violations 91,378 80,000 85,000 85,000
Miscellaneous Offenses 1,908 1,550 2,075 2,075
TOT Late Fee Penalties 13,545 - 11,635 -
Parking Citations 208,903 205,000 205,000 205,000
Parking Bail 102,511 70,000 75,000 75,000
Administrative Citations 12,241 8,000 11,000 11,000
Sub-Total 437,570 372,050 402,710 468,075
Interest 642,590 2,000,000 2,000,000 1,500,000
Building Rentals 78,136 75,000 90,000 90,000
Adair Lease/Loan 42,190 42,472 44,472 46,069
Principal from/Int Loan Repay Sycamore Proj 14,288 13,405 14,500 14,500 Principal from Walker House Loan 1,172,634 1,034,760 1,034,760 1,437,325 Mobile Welding Inc. 1,200 - - -
Sub-Total 1,951,038 3,165,637 3,183,732 3,087,894
GENERAL FUND - USE OF MONEY & PROPERTY
FINES AND PENALTIES
GENERAL FUND - LICENSES AND PERMITS
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