Agenda packet — San Fernando City Council, May 18, 2026 (part 2 of 2)

5. On May 7, 2026, the City’s recognized employee labor units (i.e. San Fernando Management Group, Police Civilians’ Association, Public Employee Association, Part-Time Employees Bargaining Unit, Police Officers’ Association, and Police Management Unit) were provided notice of the public hearing.

ANALYSIS:

In 2024, California Legislature enacted AB 2561 to address widespread vacancies, which negatively impact the delivery of public service by requiring employees to take on heavier workloads, resulting in burnout and increased turnover. AB 2561 went into effect as of January 1, 2025, and added Section 3502.3 to the Code. This Code requires all local public agencies to hold an annual public hearing prior to the governing board adopting an annual or multi-year budget. Employee organizations for each bargaining unit are entitled to present on the topics noted above during the course of the public hearing. In compliance with the new legal requirements, the City is required to: (1) Monitor and track job vacancies; and (2) Conduct a public hearing before the governing body. During the public hearing, the City must:
a) Identify any existing policies, procedures, or recruitment activities that present obstacles in the hiring process, and propose necessary changes to address them; b) Allow a bargaining unit representative of a recognized employee organization to present at the public hearing; and
c) Adhere to additional reporting requirements if the vacancy rate for any bargaining unit is greater than 20%.

Authorized Positions and Status of Vacancies.

There are currently 149.34 authorized full-time positions included in the City’s FY 2025-2026 Adopted Budget. The positions are distributed amongst the City’s six (6) bargaining units and the remainder in an unrepresented unit. The vacancy reports for each are stated below:

Bargaining Unit Authorized
Positions
Current
Vacancies
Vacancy
Rate (%)
San Fernando Management Group (SFMG) 9.00 2.00 22.20%
San Fernando Police Civilians’ Association (SFPCA) 19.00 3.00 15.80% San Fernando Public Employee Association (SFPEA) 49.00 6.00 10.00% San Fernando Part-Time Employees Bargaining
Unit (SFPEBU) 25.34 0.00 0%
San Fernando Police Officers’ Association (SFPOA) 32.00 4.00 12.5% San Fernando Police Officers’ Association Police
Management Unit (SFPOA-PMU) 2.00 0.00 0%
Unrepresented Employees (City Manager,
Department Heads & Confidential Employees) 13.00 0.00 0.00% CITYWIDE TOTALS: 149.34 15.00 10.04%
May 18, 2026 Special & Regular Mtg Page 192 of 350
A Public Hearing to Present the Status of Staff Vacancies and Recruitment and Retention Efforts for Fiscal Year 2025-2026 as Required by Government Code Section 3502.3

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The above table illustrates the vacancy rate across all bargaining units, across all units are below 20% except SFMG with a vacancy rate of 22.20% which under AB 2561 requires additional reporting threshold. The Citywide vacancy rate is at 10.04%.

Additional Reporting Requirements: San Fernando Management Group (SFMG).

Per AB 2561, if the number of job vacancies within a single bargaining unit equaled or exceeded 20% of the total authorized full-time positions, the public agency would be required (upon request by the recognized employee organization) to include additional information during the annual public hearing. SFMG has a total of nine (9) authorized positions, so with two (2) vacancies there is currently a 22.2% vacancy rate. The additional data required under AB 2561 is as follows:
• The total number of job vacancies within the affected bargaining unit: 2 • The total number of applicants for those vacant positions: 53 • The average number of days it takes to complete the hiring process from the date a position is posted: 60 – 90 days
• Identified opportunities to improve compensation and overall working conditions:

The City Council approved the current SFMG contract in October 2024 (Contract No. 2305), which covers the period of July 2024 – June 2029, and provides for Cost of Living Adjustment (COLA) increase each year as follows:
• July 2024: 4%
• January 2025: 4%
• July 2025: 5%
• July 2026: 4%
• July 2027: 4%
• July 2028: 2%
The City anticipates filling both vacancies in the near future. Staff does not recommend any changes to the benefits and compensation package for the Economic Development Manager and Senior Management Analyst classification.

Citywide Recruitment and Retention Efforts.

Compensation and Benefits
To maintain competitiveness in employee recruitment, the City Council has adopted multi-year contracts for the various labor units. Over the current and next fiscal year, the Memorandum of Understanding (MOU) Cost of Living increases are as follows:

Bargaining Unit 2025 - 2026 2026 - 2027
San Fernando Management Group (SFMG) 5% 4%
San Fernando Police Civilians’ Association (SFPCA) 5% 4% San Fernando Public Employee Association (SFPEA) 3% 3%
San Fernando Part-Time Employees Bargaining Unit (SFPEBU) CA State Min Wage
CA State
Min Wage
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A Public Hearing to Present the Status of Staff Vacancies and Recruitment and Retention Efforts for Fiscal Year 2025-2026 as Required by Government Code Section 3502.3

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San Fernando Police Officers’ Association (SFPOA) 5% 5% San Fernando Police Officers’ Association Police
Management Unit (SFPOA-PMU) 5% 5%
Unrepresented Employees (City Manager, Department
Heads & Confidential Employees) Varies Varies
Through the City’s collective bargaining process, the employee groups received COLA increases which support the City’s recruitment and retention strategy by providing competitive employee compensation and benefits. Additionally, in 2025, the City adopted the Paid Parental Leave policy for full time employees.

Retention Efforts
Human Resources staff recently worked with the various bargaining units to adopt new job classifications for Senior Management Analyst, Administrative Analyst, Accounting and Treasurer Assistant, and Economic Development Manager.

The City is continuing to invest in employees’ career and personal development and growth by re-establishing and growing its employee training program, which includes providing funds for employees to join professional organization and attend offsite training conferences. The City also offers an Employee Assistance Program which provides support to employees and their family to access counseling services when needed. Additionally, alternative work schedules, which promote a work/life balance, are available for many positions in the City. Lastly, the City provides an annual employee celebration event that recognizes employees’ longevity, and individual and team efforts accomplishments.

Outreach and Selection Process
Position vacancies are posted on the City’s official website and on social media, making them easily accessible to prospective applicants. To further broaden outreach, the City utilizes industry-specific job boards and targeted mailing lists when appropriate, ensuring vacancies reach candidates with the relevant skills and experience, and education. In addition to these platforms, the City posts notices on LinkedIn.

The City actively maintains a presence on professional networking sites such as Municipal Management Association of Southern California (MMASC), and other social media channels to enhance visibility and attract top talent. These platforms strategically promote open positions, share insights and highlight the City’s work.

Hiring Obstacles
AB 2561 requires that the City identify necessary changes to policies, procedures, and recruitment activities that may lead to hiring obstacles. Staff has not identified any necessary changes to policies, procedures, or recruitment activities that may present obstacles in the hiring process. Following the financial software upgrade which includes human resources programs, staff will be continuing to evaluate opportunities to improve efficiencies, including online recruitment platforms, to streamline the recruitment process.

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BUDGET IMPACT:

There is no budget impact on the FY 2025-2026 Adopted Budget to receive and file this status report. Sufficient funding is included in current year and in the Proposed FY 2026-2027 for discussed recruitment efforts.

CONCLUSION:

Staff recommends that the City Council conduct a public hearing, pending testimony, receive and file the Fiscal Year 2025-2026 Status of Vacancies, Recruitment and Retention Efforts as required by Government Code Section 3502.3.

ATTACHMENT:

A. Assembly Bill 2561 – as added as Section 3502.3 to the Government Code, relating to public employment
May 18, 2026 Special & Regular Mtg Page 195 of 350
SHARE THIS: Date Published: 09/23/2024 09:00 PM
AB-2561 Local public employees: vacant positions. (2023-2024) Assembly Bill No. 2561
CHAPTER 409
An act to add Section 3502.3 to the Government Code, relating to public employment. [ Approved by Governor September 22, 2024. Filed with Secretary of State September 22, 2024. ]
LEGISLATIVE COUNSELʹS DIGEST
AB 2561, McKinnor. Local public employees: vacant positions.

Existing law, the Meyers-Milias-Brown Act (act), authorizes local public employees, as defined, to form, join, and participate in the activities of employee organizations of their own choosing for the purpose of representation on matters of labor relations. The act requires the governing body of a public agency to meet and confer in good faith regarding wages, hours, and other terms and conditions of employment with representatives of recognized employee organizations and to consider fully presentations that are made by the employee organization on behalf of its members before arriving at a determination of policy or course of action.

This bill would, as specified, require a public agency to present the status of vacancies and recruitment and retention efforts at a public hearing at least once per fiscal year, and would entitle the recognized employee organization to present at the hearing. If the number of job vacancies within a single bargaining unit meets or exceeds 20% of the total number of authorized full-time positions, the bill would require the public agency, upon request of the recognized employee organization, to include specified information during the public hearing. By imposing new duties on local public agencies, the bill would impose a state-mandated local program. The bill would also include related legislative findings.

The California Constitution requires local agencies, for the purpose of ensuring public access to the meetings of public bodies and the writings of public officials and agencies, to comply with a statutory enactment that amends or enacts laws relating to public records or open meetings and contains findings demonstrating that the enactment furthers the constitutional requirements relating to this purpose.

This bill would make legislative findings to that effect.

The California Constitution requires the state to reimburse local agencies and school districts for certain costs mandated by the state. Statutory provisions establish procedures for making that reimbursement.

This bill would provide that no reimbursement shall be made pursuant to these statutory provisions for costs mandated by the state pursuant to this act, but would recognize that a local agency or school district may pursue any available remedies to seek reimbursement for these costs.

Vote: majority Appropriation: no Fiscal Committee: yes Local Program: yes Home Bill Information California Law Publications Other Resources My Subscriptions My Favorites Bill Text - AB-2561 Local public employees: vacant positions. https://leginfo.legislature.ca.gov/faces/billNavClient.xhtml?bill_id=20... 1 of 2 4/22/2025, 9:09 AM
ATTACHMENT "A"
May 18, 2026 Special & Regular Mtg Page 196 of 350
THE PEOPLE OF THE STATE OF CALIFORNIA DO ENACT AS FOLLOWS:

SECTION 1. The Legislature finds and declares as follows:
(a) Job vacancies in local government are a widespread and significant problem for the public sector affecting occupations across wage levels and educational requirements. (b) High job vacancies impact public service delivery and the workers who are forced to handle heavier workloads, with understaffing leading to burnout and increased turnover that further exacerbate staffing challenges.
(c) There is a statewide interest in ensuring that public agency operations are appropriately staffed and that high vacancy rates do not undermine public employee labor relations.

SEC. 2. Section 3502.3 is added to the Government Code, to read:
3502.3. (a) (1) A public agency shall present the status of vacancies and recruitment and retention efforts during a public hearing before the governing board at least once per fiscal year. (2) If the governing board will be adopting an annual or multiyear budget during the fiscal year, the presentation shall be made prior to the adoption of the final budget. (3) During the hearing, the public agency shall identify any necessary changes to policies, procedures, and recruitment activities that may lead to obstacles in the hiring process. (b) The recognized employee organization for a bargaining unit shall be entitled to make a presentation at the public hearing at which the public agency presents the status of vacancies and recruitment and retention efforts for positions within that bargaining unit.
(c) If the number of job vacancies within a single bargaining unit meets or exceeds 20 percent of the total number of authorized full-time positions, the public agency shall, upon request of the recognized employee organization, include all of the following information during the public hearing:
(1) The total number of job vacancies within the bargaining unit. (2) The total number of applicants for vacant positions within the bargaining unit. (3) The average number of days to complete the hiring process from when a position is posted. (4) Opportunities to improve compensation and other working conditions. (d) This section shall not prevent the governing board from holding additional public hearings about vacancies. (e) The provisions of this section are severable. If any provision of this section or its application is held invalid, the invalidity shall not affect other provisions or applications that can be given effect without the invalid provision or application.
(f) For purposes of this section, “recognized employee organization” has the same meaning as defined in subdivision (a) of Section 3501.

SEC. 3. The Legislature finds and declares that Section 2 of this act, which adds Section 3502.3 to the Government Code, furthers, within the meaning of paragraph (7) of subdivision (b) of Section 3 of Article I of the California Constitution, the purposes of that constitutional section as it relates to the right of public access to the meetings of local public bodies or the writings of local public officials and local agencies. Pursuant to paragraph (7) of subdivision (b) of Section 3 of Article I of the California Constitution, the Legislature makes the following findings:

It is in the public interest, and it furthers the purposes of paragraph (7) of subdivision (b) of Section (3) of Article I of the California Constitution, to ensure that information concerning public agency employment is available to the public.

SEC. 4. No reimbursement shall be made pursuant to Part 7 (commencing with Section 17500) of Division 4 of Title 2 of the Government Code for costs mandated by the state pursuant to this act. It is recognized, however, that a local agency or school district may pursue any remedies to obtain reimbursement available to it under Part 7 (commencing with Section 17500) and any other law.

Bill Text - AB-2561 Local public employees: vacant positions. https://leginfo.legislature.ca.gov/faces/billNavClient.xhtml?bill_id=20... 2 of 2 4/22/2025, 9:09 AM
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AGENDA REPORT
CITY CLERK DEPARTMENT 117 MACNEIL ST, SAN FERNANDO, CA 91340 (818) 898-1204 WWW.SANFERNANDO.GOV REVIEW: ☒ City Clerk ☒ Director of Admin. Services ☒ City Manager To: Mayor Joel Fajardo and Councilmembers
From: Kanika Kith, City Manager
By: Julia Fritz, City Clerk

Date: May 18, 2026
Subject: Discussion and Consideration to Approve a Second Reading to Adopt an Ordinance Prohibiting City Councilmembers from Nominating Immediate Family Members to Serve on Boards, Commissions and Committees and other Bodies Whose Members are Appointed by the City Council
RECOMMENDATION:

It is recommended that the City Council approve for second reading, in title only, and waive further reading, and adopt Ordinance No. 1741 (Relined version - Attachment “A”) titled, “An Ordinance Prohibiting City Councilmembers from Nominating Immediate Family Members to Serve on Boards, Commissions and Committees and other Bodies Whose Members are Appointed by the City Council.”
BACKGROUND:

1. On April 20, 2026, the City Council directed staff to bring back a draft Ordinance restricting Councilmembers' first (1st) degree relatives (child, parent, spouse, sibling) from being appointed by that Councilmember to a Commission; and any Councilmember whose 1st degree spouse is being appointed by another Councilmember, that the related Councilmember should abstain from voting on the appointment.

2. On May 12, 2026, the City Council approved the introduction for first reading for Ordinance No. 1741, prohibiting the City Councilmembers from nomination immediate family members to serve on Boards, Commissions and Committees and other bodies whose member are appointed by the City Council. The City Council also directed staff to update the Commissioner application to reference the ordinance (Attachment “B”).

ANALYSIS:

City commissions are volunteer advisory bodies made up of community members who help guide local decision-making on issues such as planning, parks, public safety, and cultural programs.

Residents are provided with an opportunity to participate in shaping city policies and services, May 18, 2026 Special & Regular Mtg Page 201 of 350
Discussion and Consideration to Approve a Second Reading to Adopt an Ordinance Prohibiting City Councilmembers from Nominating Immediate Family Members to Serve on Boards, Commissions and Committees and other Bodies Whose Members are Appointed by the City Council

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ensuring community perspectives are reflected in recommendations to the City Council. In the City, the City Council appoints members to each of the four (4) active City Commissions:

Education; Parks, Wellness and Recreation; Planning and Preservation; and Transportation and Public Safety. Appointees serve at the pleasure of the City Council and are expected to attend meetings regularly and fulfill their responsibilities, helping to support transparency, accountability, and quality of life in the community.

The existing Municipal Code currently states that each City Councilmember may nominate an individual for appointment to specific commission seats, subject to approval by a majority vote of the City Council. The proposed ordinance would amend Section 2-402 (Method of Appointment to Commissions) of Division 1 (Generally) of Article V (Boards, Commissions, Committees, Agencies and Authorities) of Chapter 2 (Administration) of the Municipal Code to prohibit Councilmembers from nominating their own immediate family members in the first degree (child, parent, spouse, sibling). The ordinance would also require a Councilmember to recuse themselves from voting if another Councilmember nominates that Councilmember’s immediate family member for appointment.

On May 12, 2026, the City Council approved the introduction for first reading for Ordinance No. 1741 and directed staff to update the Commissioner application to reference the ordinance. The Application to Serve on a City Commission has been updated to reference Ordinance No. 1741 within the section titled “Are you Related to the Nominating Councilmember?”, as shown in Attachment “B”.

BUDGET IMPACT:

The proposed updates have no direct budget impact and is included in the City Clerk’s Department work plan for the Fiscal Year 2025-2026 Adopted Budget. Future costs, if any, would be determined based on additional City Council direction.

CONCLUSION:

A. Redlined Version - Ordinance No. 1741
B. Proposed Commissioner Application Changes
May 18, 2026 Special & Regular Mtg Page 202 of 350
ATTACHMENT “A”
ORDINANCE NO. 1741

AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF SAN FERNANDO,

CALIFORNIA, PROHIBITING CITY COUNCL MEMBERS FROM NOMINATING

IMMEDIATE FAMILY MEMBERS TO SERVE ON BOARDS, COMMISSIONS,

COMMITTEES AND OTHER BODIES WHOSE MEMBERS ARE APPOINTED BY

THE CITY COUNCIL

NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF SAN FERNANDO DOES HEREBY ORDAIN AS FOLLOWS:

SECTION 1. Section 2-402 (Method of appointment to commissions) of Division 1 (Generally) of Article V (Boards, Commissions, Committees, Agencies and Authorities) of Chapter 2 (Administration) of the San Fernando Municipal Code is hereby amended in its entirety to now state the following:

Sec. 2-402. Method of appointment to commissions.

A. Unless otherwise specified in this code, each city councilmember will be assigned a position that will correlate to a position on each commission. That councilmember will have the authority to nominate an individual to serve in the assigned position on the commission. Each such nomination shall require ratification by a majority of the city council.

B. Paragraph A of this Section, notwithstanding, a city council member may not nominate an immediate family member to serve on a city commission, board, committee or other body comprised of members appointed by the city council. For purpose of this subsection, “immediate family member” is defined as a city councilmember’s spouse, sibling, step-sibling, child, step-child, parent, step-parent, grandparent, parent-in-law, registered domestic partner, including the parent, grandparent, sibling or child of a registered domestic partner. The forgoing notwithstanding, an immediate family member of one city councilmember may be nominated by another city councilmember for whom the nominee is not an immediate family member. If an immediate family member of a city councilmember is nominated by another city councilmember, the councilmember whose immediate family member is nominated shall recuse himself/herself from the vote on the nominee.

SECTION 2. If any section, subsection, sentence, clause, or phrase of this Ordinance is for any reason held to be invalid or unconstitutional by a decision of any court of any competent jurisdiction, such decision shall not affect the validity of the remaining portions of this Ordinance.

The City Council hereby declares that it would have passed this Ordinance, and each and every section, subsection, sentence, clause, or phrase not declared invalid or unconstitutional without regard to whether any portion of the Ordinance would be subsequently declared invalid or unconstitutional.

SECTION 3. The City Clerk shall cause this Ordinance, or a summary hereof, to be published in a newspaper of general circulation, published in the County of Los Angeles and circulated in the City, and if applicable, to be posted, in accordance with Section 36933 of the May 18, 2026 Special & Regular Mtg Page 203 of 350
ORD. NO. 1741
2 California Government Code; shall certify to the adoption of this ordinance and shall cause a certified copy of this ordinance, together with proof of publication, to be filed in the Office of the City Clerk.

SECTION 4. This ordinance shall go into effect and be in full force effective at 12:01 a.m. on the thirty-first (31st) day after its passage.

PASSED, APPROVED, AND ADOPTED by the City Council of the City of San Fernando this 18th day of May, 2026.

Joel Fajardo, Mayor of the City of
San Fernando, California
ATTEST:

Julia Fritz, City Clerk
APPROVED AS TO FORM:

Richard A. Padilla, City Attorney
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ORD. NO. 1741
3 CERTIFICATION
I, City Clerk of the City of San Fernando, California, do hereby certify that the foregoing is a full, true, and correct copy of Ordinance No. 1741 which was introduced on May 12, 2026, and adopted by the City Council of the City of San Fernando, California at a regular meeting thereof held on the 18th day of May, 2026, by the following vote of the City Council:

AYES:

NAYS:

ABSENT:

ABSTAINED:

IN WITNESS WHEREOF, I have hereunto set my hand and affixed the official seal of the City of San Fernando, California, this _____ day of _________, 2026.

APPLICATION TO SERVE ON A CITY COMMISSION
This is a public document. To assist the City Council in evaluating each applicant in the selection of Commission Members, please provide as complete of a response as possible to all questions.

APPLICANT INFORMATION
NAME PHONE NO.

RESIDENCE ADDRESS CITY & STATE ZIP CODE
MAILING ADDRESS If different than above CITY & STATE ZIP CODE EMAIL ADDRESS Business or personal to be used for Commission activity

EMPLOYER POSITION

BUSINESS ADDRESS CITY & STATE ZIP CODE

BUSINESS PHONE
ARE YOU RELATED TO THE NOMINATING COUNCILMEMBER? ΎWƵƌƐƵĂŶƚƚŽKƌĚŝŶĂŶĐĞEŽ͘ϭϳϰϭ͕ĂŽƵŶĐŝůŵĞŵďĞƌŵĂǇŶŽƚŶŽŵŝŶĂƚĞŝŵŵĞĚŝĂƚĞĨĂŵŝůǇ YES NO IF YES, HOW ARE YOU RELATED? __________________________________________________________ DO YOU OWN PROPERTY IN THE CITY OF SAN FERNANDO? If yes, please list the address(es) YES NO
DO YOU OWN OR OPERATE A BUSINESS IN SAN FERNANDO? If yes, please state the name, nature of the business, and business license number YES NO

MEMBER COMMITMENT
I am willing to fulfill all requirements of a City Commissioner, including but not limited to:
x I am over the age of 18 years old and am a resident of the City of San Fernando, California. x As a City Commissioner, I am willing to file financial disclosure statements (Form 700), a public record, as required by the State and the City’s Conflict of Interest Code, if applicable. x I understand that absence from three consecutive regular meetings shall be deemed to constitute my retirement.
x I am willing to attend/complete the required two hours of State mandated AB1234 Ethics Training every two years.

I agree to all requirements mentioned above and have provided all correct and truthful information in this application.

APPLICANT SIGNATURE DATE
RECOMMENDED BY CITY COUNCILMEMBER:
____________________________________
dd,D
EdΗΗ
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APPLICATION TO SERVE ON A CITY COMMISSION
City Council | 117 Macneil Street | San Fernando, CA 91340 | (818) 898-1201 | Form # CC-004.4 (2/2024) | Page 2 of 2 COMMISSION APPLICATION CHOICE(S) Please indicate which Commission you are interested in EDUCATION COMMISSION
PARKS, WELLNESS, AND RECREATION COMMISSION
PLANNING AND PRESERVATION COMMISSION
TRANSPORTATION AND PUBLIC SAFETY COMMISSION
OTHER BOARD, COMMISSION OR COMMITTEE ______________________________________________________ Please provide your background and related experience information below:

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AGENDA REPORT
CITY MANAGER’S OFFICE 117 MACNEIL STREET, SAN FERNANDO, CA 91340 (818) 898-1202 WWW.SANFERNANDO.GOV REVIEW: ☒ City Clerk ☒ Director of Admin. Services ☒ City Manager To: Mayor Joel Fajardo and Councilmembers
From: Kanika Kith, City Manager
By: Will Pettener, Assistant to the City Manager

Date: May 18, 2026
Subject: Discussion and Consideration to Approve the Proposed Five-Year San Fernando Strategic Plan for Fiscal Years 2026-2031 and the Development of an Implementation Action Plan
RECOMMENDATION:

It is recommended that the City Council:
a. Approve the proposed Five-year San Fernando Strategic Plan for Fiscal Years (FY) 2026-2031 (Attachment “A”); and
b. Provide direction, as applicable.

BACKGROUND:

1. On October 20, 2025, the City Council approved the release and circulation of a Request for Proposals (RFP) to prepare a Strategic Plan for the City for FY 2026 – 2031 (Exhibit “A” to Attachment “B”). The City released the RFP on October 23, 2025.

2. On December 1, 2025, the City Council approved a professional services agreement with Baker Tilly (BT) for Strategic Planning Consulting Services (Contract No 2461).

3. In February 2026, BT conducted one-on-one interviews with City Council and Executive team members to discuss the current Strategic Plan and receive feedback on future goals and priorities.

4. On February 4, 2026, a citywide staff survey was released to provide an opportunity for feedback from all City employees on current needs, concerns, and future priorities.

5. On March 26, 2026, the City Council held a Special City Council Meeting to host a Strategic Planning Workshop open to the public.

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6. On April 6, 2026, a community survey was released to receive feedback from the community on current needs, concerns, and future priorities.

ANALYSIS:

A Strategic Plan is a guiding framework that defines a city’s long-term vision, priorities, and goals, along with the strategies and actions to achieve the vision. Serving as a roadmap for the future, it aligns the efforts of the City Council, staff, and community toward shared objectives while ensuring that decisions and resources are focused on the most meaningful outcomes. Covering multiple years, the plan is regularly updated to reflect changing priorities and circumstances. A strategic plan promotes accountability, transparency, and efficiency in government operations, helping a city anticipate challenges, support sustainable growth, and enhance the quality of life for all residents.

BT was contracted in December 2025, to support the City in developing an updated Five-year Strategic Plan to guide the organization through the end of Fiscal Year 2031. Since that time, they have completed extensive outreach efforts including:
• One-on-One Interviews with each City Councilmember
• One-on-One Interviews with each member of the Executive Team • A citywide staff survey
• A Special City Council Meeting functioning as a Strategic Planning Workshop open to the public on March 23, 2026.
• A citywide strategic plan community survey
• Two (2) community workshops that provided a virtual and in-person option Through this community engagement process, BT conducted a Strengths, Weaknesses, Opportunities and Threats (SWOT) Analysis to ensure that the proposed strategic plan would be based on the priorities and needs presented by Council, staff, and the community. The engagement process also formed the development of a proposed Vision, Mission, Values, and Strategic Goals.

Vision, Mission, and Values.

During the City Council strategic plan workshop, Councilmembers were invited to identify action words or phrases to aid in the development of an organizational vision statement, mission statement, and core values. BT developed proposed vision and mission statements, which were presented to the community to weigh in. The statements that received the highest response are reflected below for adoption by the City Council (other options presented to the public are outlined in Attachment “C”).

Vision Statement:

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We envision a future where San Fernando is a safe, beautiful, and thriving community known for its resilient infrastructure, inclusive spirit, and strong sense of shared identity.

Mission Statement:

We are committed to preserving the City’s history, promoting sustainability and prosperity, and responding to community needs with integrity, transparency, and a focus on progress.

Core Organizational Values:

Strategic Goals and Strategies.

Through the engagement conducted in the development process, six (6) strategic goals and accompanying strategies were created to help shape workflow and long-term planning over the course of the strategic plan. The proposed strategic goal areas are as follows:

1. Strengthen and unify City leadership and structure to elevate service delivery. • Create a unified, well-aligned City organization where elected officials, executive leadership, and staff operate with shared priorities, clear roles, and mutual accountability.

2. Build a resilient, skilled, and supported workforce. • Ensure the City has the staffing capacity, skills, and culture needed to sustain service delivery and retain institutional knowledge.

3. Restore, maintain, and modernize infrastructure, technology, and facilities to support a beautiful San Fernando.
• Protect public assets through proactive maintenance, modernization, and capital planning.

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4. Strengthen the City’s financial foundation through disciplined planning and diversified revenues.
• Strengthen the City’s long-term fiscal stability by improving financial planning, forecasting, and oversight.

5. Enhance public safety to meet community needs.
• Align safety strategies to improve resilience, promote community trust, and create an environment where individuals and businesses can thrive.

6. Foster community trust, engagement, and shared community identity. • Strengthen trust and civic pride through meaningful engagement and transparency.

Each of these goals include detailed strategies supported by community survey ratings, which are outlined in Attachment “A”.

Implementation Action Plan (IAP).

The IAP is a separate working document led by the City Manager that outlines the starting year, lead staff, and key tasks for each strategy. Timelines may be adjusted based on changing priorities, budget, and personnel availability. Progress reports will be provided to the City Council, employees and the community on a regular basis. If the goals and strategies are approved at this meeting, staff anticipates returning to the City Council in late summer, with the full IAP for discussion and approval.

BUDGET IMPACT:

There is no additional fiscal impact associated with approval of the Strategic Plan. Any future budget needs associated with implementation will be presented to the City Council as part of the IAP and annual budget processes.

CONCLUSION:

It is recommended that the City Council Approve the proposed Five-year San Fernando Strategic Plan for Fiscal Years (FY) 2026-2031 (Attachment “A”); provide recommendations on the Development of an Implementation Action Plan; and provide direction, as applicable.

ATTACHMENTS:

A. Proposed San Fernando Strategic Plan 2026-2031 – “San Fernando Vision 2031” B. Contract No. 2461 (provided digitally through weblink) C. Survey options presented for Vision, Mission, Values May 18, 2026 Special & Regular Mtg Page 214 of 350
City of San Fernando
San Fernando Vision 2031
May 2026
ATTACHMENT "A"
May 18, 2026 Special & Regular Mtg Page 215 of 350
City of San Fernando
San Fernando Vision 2031
Introduction
2 Introduction
A well-designed strategic plan is a reliable roadmap that points out a destination and provides a clear and concise path to reach it. The strategic plan establishes priority areas of focus for the City of San Fernando over the next five years, highlights specific strategies that will be executed to achieve the desired outcomes, and establishes a framework to keep the public updated on the City’s progress.

Mayor and City Council
A Message from the City Manager
This five-year strategic plan, covering fiscal years 2026 through 2031, establishes an organizational vision statement, mission statement, core values and a set of goals and strategies for achieving each goal. Our plan focuses on strengthening City leadership and structure, building a resilient and supported workforce, restoring and modernizing infrastructure, technology and facilities, strengthening our financial foundation, enhancing public safety, and fostering community trust and engagement.

I would like to thank the San Fernando community for its engagement and participation, the City Council for its support and valuable input, San Fernando employees for contributing their insights, and the following members of the City executive team who were instrumental in providing guidance in the development of this strategic plan:
• Erica Melton, Deputy City Manager/Director of Administrative Services • Fabian Valdez, Chief of Police
• Julia Fritz, City Clerk
• Ron Garcia, Director of Community Development
• Julio Salcedo, Director of Recreation and Community Services • Vacant, Director of Public Works
• Will Pettener, Assistant to the City Manager
I look forward to implementing this strategic plan in partnership with the City Council, our executive team, our entire City staff, and the San Fernando community to make San Fernando even better. We have much to be proud of and even more as we move forward together. I would also like to thank the Baker Tilly team for bringing their passion for local government and their unwavering support during this process.

May 18, 2026 Special & Regular Mtg Page 216 of 350
City of San Fernando
San Fernando Vision 2031
City of San Fernando Government Structure
3 City of San Fernando Government Structure
In California, cities are legally recognized as municipal corporations that are formed to provide local selfgovernment within a defined geographic boundary. A municipal corporation is an entity created by the state that possesses a separate legal identity that enables it to own property, enter contracts, sue and be sued, levy certain taxes, and provide public services on behalf of its residents.

San Fernando is a general law city, meaning it must conduct municipal affairs in accordance with the California Government Code rather than a locally adopted charter. Additionally, in 2013, the City of San Fernando amended its administrative structure from a City Administrator-City Council form of government to a City Council-City Manager1 form of government.

Council-Manager Form of Government
Generally stated, the council-manager form of government is defined as the city council serving as the legislative body for the City of San Fernando. As a body, the city council holds legislative authority, sets policies, and appoints a professional city manager to act as the chief executive of the organization.

The city manager is responsible for implementing policies set by the city council, carrying out the day-today administrative operations of the city, hiring and managing personnel, preparing and overseeing the city’s operating budget, and ensuring city operations comply with local and state laws.

Council-Manager Roles
According to the Institute for Local Government, “exceptional [governing bodies] have clear roles and responsibilities that are understood and adhered to.” As such, the figure below reflects a simplified example of the council-manager form of government.

Respecting the council-manager form of government means the council, as a body, decides “the what” (i.e. what the council wants to achieve) and the manager decides “the how” (i.e., how the city staff will work to achieve council’s direction). Exceptional governing bodies have a sense of team, understand and respect roles, hold themselves accountable, practice continuous improvement, routinely conduct effective and respectful meetings, honor the relationship with staff and each other, and work in partnership with the city manager to govern city.
1 On July 15, 2013, the San Fernando City Council adopted Ordinance No. 1627 changing the City’s form of government to Council-Manager.

Mayor
presides over the
council meetings
Council
sets goals and policies
(the what)
City Manager
implements councilestablished
goals/policies and
directs staff
(the how)
City Attorney
provides legal advice
to council and staff
May 18, 2026 Special & Regular Mtg Page 217 of 350
City of San Fernando
San Fernando Vision 2031
Strategic Plan Overview
4 Strategic Plan Overview
A citywide strategic plan is fundamental to successful work planning. It is a policy document that reflects the priorities of the City Council. It informs budgeting and the City Manager’s annual staff work plans.

After adoption, the City’s executive team, management and staff integrates the policy focus areas into their operations and workplans. Thus, translating Council’s direction into concrete strategies, action plans, staffing and budget proposals. City staff will also report back regularly to the City Council on progress.

Strategic Plan Framework
• The vision sets the focus for the future. It is an aspirational statement of where the organization wants to be.
• The City’s mission is a statement of purpose of the organization. It fundamentally describes what the organization stands for and what it will do in its daily work to achieve the vision. • Organizational values provide the basis for how the organization and its members will work to achieve the vision and drive how identified goals will be implemented. • Goal areas will guide the direction and focus of the organization for the next several years. They are closely aligned with the vision and state the desired outcomes to be achieved. They help the City Council and City leaders decide which of the many worthy projects should be done and when, within available resources (funding and staff capacity). • Goal statements elaborate what is to be achieved in each goal area. • Strategies express how the City plans to accomplish its goals. They articulate the means to achieve desired outcomes for each strategic focus area. Strategies generally include broad areas to pursue, rather than individual projects.
• An implementation action plan (IAP) is the City Manager’s blueprint for carrying out the strategic plan. It contains the detailed steps that must be taken to ensure that the goals and strategies are achieved. An IAP provides a framework for determining specific timelines, assignments, and resource allocations. It is designed to be a management tool to help the organization assure that goals are attained and are well suited to periodic check-in about progress, changes or challenges.

Strategic Planning Process Overview
• City Council Interviews. The City Council participated in interviews as a starting point for the process.
• Executive Team Engagement. The City’s executive team provided input through a focus group meeting and a review of information gathered throughout the process. • Employee Survey. 45 City employees responded to a survey to provide input regarding strategic plan components. The survey was deployed from February 4 through February 23, 2026. • Strategic Plan Workshop. The City Council participated in a strategic planning workshop on March 23, 2026, to identify and discuss components of the City’s vision, mission, values, goals and strategies.
• Community Engagement. The City deployed a community survey to seek feedback on the proposed strategic plan. The survey was deployed from April 8 through April 23, 2026, and 46 community members submitted responses. The community was also invited to participate in two open houses to provide feedback. The open houses were held on the evenings of April 8 and April 15, 2026.
• Strategic Plan Adoption. The City Council considered the strategic plan for adoption on May 18, 2026.

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City of San Fernando
San Fernando Vision 2031
Strategic Planning Process
5 Strategic Planning Process
During the strategic planning process, Baker Tilly interviewed each member of the City Council and City executive team and conducted an employee survey to gain insight into City operations, customer demands and expectations, internal processes, organizational capacity, governance practices, and more.

Strengths, Weaknesses, Opportunities and Threats
Conducting strengths, weaknesses, opportunities and threats (SWOT) analysis ensures that strategic planning is grounded in reality. Strengths can be leveraged to drive success. Weaknesses clarify internal barriers that could impact implementation of a strategic plan. Internal and external opportunities and threats enable the City to pursue implementation while proactively planning for risks. The analysis conducted on the information received to identify the City’s SWOT is reflected in the figure below.

Internal Themes
Over the last 20 years, the City organization has had a high turnover of executive leadership as well as operating with chronic understaffing, capacity constraints and suffering from the loss of institutional knowledge. Additionally, outdated processes and technology, or the lack of technology, along with deferred infrastructure maintenance, competing priorities versus core service delivery, and blurred governance roles have been hindering operational efficiency.
•Highly committed workforce
•Strong and ethical executive team
•Clear role understanding and service culture
•Balanced budget
•Engaged community
Strengths
•Staff capacity and service vulnerability
•Manual processes and outdated technology
•Cross department communication gaps
•History of leadership and institutional instability
•Resistance to change among some staff
Weaknesses
•Strengthen recruitment and retention
•Modernize technology systems
•Improved governance and council onboarding
•Expand targeted training
•Leverage community and economic assets
•Strengthening community engagement
•Assessment of service agreements and contracts
•Enhance internal collaboration
Opportunities
•Political interference
•Employee burnout and retention challenges
•Disproportionate stakeholder influence
•Aging infrastructure demands
•Competitive labor market
Threats
May 18, 2026 Special & Regular Mtg Page 219 of 350
City of San Fernando
San Fernando Vision 2031
Strategic Planning Process
6 On the other hand, the feedback received reflected significant pride and a strong sense of community throughout the organization. City staff are committed; they have a strong work ethic, a clear understanding of their purpose, and alignment with community priorities and needs.

Executive Team Workshop
The City’s executive team met with Baker Tilly on March 3, 2026, to review the results of the employee survey and the high-level themes identified from the interviews conducted. Using this information and their firsthand knowledge of City operations and needs, the team created the proposed goals and strategies for Council’s review and feedback.

City Council Workshop
On March 23, 2026, the City Council gathered for a strategic planning workshop in which they reviewed the SWOT analysis results, discussed and listed key words to be used for the development of vision and mission statements and core values. They also reviewed and discussed the proposed goals and strategies that were developed by staff.

Community Engagement
Following the City Council workshop, the City deployed a community survey to seek feedback on the elements of the proposed strategic plan. The survey was open from April 8 through April 23, 2026, and 46 community members submitted responses. The community was also invited to participate in two open houses to provide feedback. A virtual open house was held on the evening of April 8, 2026, and an inperson open house was held on the evening of April 15, 2026, at Las Palmas Park.

The results of the survey and feedback from the open houses are represented within the strategic plan elements in the following sections.

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City of San Fernando
San Fernando Vision 2031
Vision, Mission and Values
7 Vision, Mission and Values
During the City Council strategic plan workshop on March 23, 2026, the Councilmembers were invited to identify action words or phrases to aid in the development of an organizational vision statement, mission statement, and core values. Baker Tilly developed proposed vision and mission statements, which were presented to the community to weigh in. The statements that received the highest response are reflected below for adoption by the City Council.

Vision Statement
A vision statement should be aspirational and describe the desired future of the organization. The most favorable vision statement, out of the three presented for community input, as selected by 38% of the community survey respondents is:

We envision a future where San Fernando is a safe, beautiful, and thriving community known for its resilient infrastructure, inclusive spirit, and strong sense of shared identity.

Mission Statement
A mission statement clearly states the purpose of the organization and what it will do in its daily work to achieve the vision. It articulates the desired outcomes and describes what the organization stands for.

The most favorable mission statement, out of the three included in the community survey, as selected by 41% of the community survey respondents is:

We are committed to preserving the City’s history, promoting sustainability and prosperity, and responding to community needs with integrity, transparency, and a focus on progress.

Core Organizational Values
Values express the core operating principles of an organization. They govern the actions and behaviors of Councilmembers and City staff to effectuate the mission and vision of the organization. The values also represent the expectations of the public about how they will be treated in their interactions with the City of San Fernando. There was a high level of agreement (i.e., strongly agree/agree) of the community survey respondents with the five core values and the value statements as shown below in order of highest agreement. Each value is of equal standing and importance (i.e., no value matters more than another).

Value Value Statement Percent of
Agreement
Sustainability
We promote sustainability by protecting our infrastructure and water systems to support a strong and resilient future for our community.
82%
Service
Excellence
We deliver service excellence by providing high-quality, essential City services with transparency and efficiency across all departments.
79%
Integrity
We uphold integrity, treat everyone with respect, and conduct ourselves with professionalism, kindness, and respectfulness in all that we do.
77%
Community
We value the San Fernando community by being attentive, compassionate, and committed to listening and responding, while honoring and uplifting our shared culture.
70%
Equity
We uphold equity by ensuring fair access to resources, acting ethically, and holding ourselves accountable in all decisions and services.
66%
May 18, 2026 Special & Regular Mtg Page 221 of 350
City of San Fernando
San Fernando Vision 2031
Goals and Strategies
8 Goals and Strategies
The City of San Fernando has established six broad multi-year goals. Each goal contains a set of strategies intended to help the City make progress in achieving the broad goals over a five-year period.

The percentage of agreement from the community survey is reflected next to each strategy in the tables below.

Goal 1. Strengthen and unify City leadership and structure to elevate service delivery
Percent of
Agreement
Create a unified, well-aligned City organization where elected officials, executive leadership, and staff operate with shared priorities, clear roles, and mutual accountability.

1. Clarify governance roles and decision-making 86%

2. Implement strategic plan alignment 82%

3. Promote operational excellence, values, transparency, and accountability 82%

4. Adopt a schedule and phase-in performance and financial assessments of every department on a rotational five-year cycle 79%
Goal 2. Build a resilient, skilled, and supported workforce Percent of Agreement
Ensure the City has the staffing capacity, skills, and culture needed to sustain service delivery and retain institutional knowledge.

1. Evaluate organizational service delivery and efficiency 89%

2. Develop workforce and succession planning 89%

3. Establish employee development and retention 88%
Goal 3. Restore, maintain, and modernize infrastructure, technology, and facilities to support a beautiful San Fernando
Percent of
Agreement
Protect public assets through proactive maintenance, modernization, and capital planning.

1. Focus on the City’s water system to ensure capacity, protection, and community education 93%

2. Develop a plan for capital and infrastructure improvements, maintenance, and replacement 93%

3. Develop an asset management plan (fleet, IT, facilities, water) 93%

4. Develop a plan and identify funding to address deferred maintenance needs 84%

5. Modernize City assets and technology 80%
May 18, 2026 Special & Regular Mtg Page 222 of 350
City of San Fernando
San Fernando Vision 2031
Goals and Strategies
9 Goal 4. Strengthen the City’s financial foundation through disciplined planning and diversified revenues
Percent of
Agreement
Strengthen the City’s long-term fiscal stability by improving financial planning, forecasting, and oversight.

1. Develop financial planning and forecasting protocols 84%

2. Identify revenue diversification and cost control measures 84%

3. Create and define an economic development action plan 84%

4. Optimize grant management for operational efficiency and standards 82% Goal 5. Enhance public safety to meet community needs Percent of Agreement
Align safety strategies to improve resilience, promote community trust, and create an environment where individuals and businesses can thrive.

1. Enhance neighborhood and park safety 91%

2. Promote compliance with City codes through educational and enforcement efforts 86%

3. Invest in data informed police technology 82%
Goal 6. Foster community trust, engagement, and shared community identity. Percent of Agreement
Strengthen trust and civic pride through meaningful engagement and transparency.

1. Implement a community engagement outreach policy and plan 77%

2. Continue to build strong community partnerships 77%

3. Define and celebrate a shared community identity 71% Implementation Action Plan
An implementation action plan (IAP), which is the City Manager’s workplan to implement this strategic plan, is contained in a separate document and provides details about implementation. It includes the starting year, lead staff, and key tasks for each strategy. Timelines may be adjusted based on changing priorities, budget, and personnel availability. Progress reports will be provided to the City Council, employees and the community on a regular basis.

May 18, 2026 Special & Regular Mtg Page 223 of 350
City of San Fernando
San Fernando Vision 2031
Conclusion
10 Conclusion
This strategic plan is designed to guide the work and
future of the City of San Fernando. The plan articulates the organization’s vision, mission, and values and
establishes a set of goals and strategies to guide the
City’s work over the next five years.

The plan will be updated periodically as the City
accomplishes its goals and needs change. A strategic
plan status report will provide a periodic update to the public on progress, changes or challenges related to
the goal areas.

The City of San Fernando is committed to continuing
collaboration with our community in achieving the goals in this strategic plan.

Thank you to everyone who contributed to this
important initiative and everyone who will help make
the vision a reality.

Baker Tilly Contact Information
We are pleased to have had the opportunity to serve as a strategic partner with the City of San Fernando on this project. The Baker Tilly project team would like to thank the City’s project team, staff and stakeholders for their participation and all the effort dedicated to producing this strategic plan. We look forward to continuing to serve as your valued business advisor. Should you have any questions regarding this report, please do not hesitate to reach out.

Al Zelinka Khala Stanfield Mary Locey
Director Director Consulting Manager
[email protected] [email protected] [email protected] Photos provided by the City of San Fernando.

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City of San Fernando
San Fernando Vision 2031
Conclusion
11 Attachment A – Strategic Plan Handout
May 18, 2026 Special & Regular Mtg Page 225 of 350
Vision 2031
Vision We envision a future where San Fernando is a safe, beautiful, and thriving community known for its resilient infrastructure, inclusive spirit, and strong sense of shared identity.

Mission We are committed to preserving the City’s history, promoting sustainability and prosperity, and responding to community needs with integrity, transparency, and a focus on progress.

Values Sustainability: We promote sustainability by protecting our infrastructure and water systems to support a strong and resilient future for our community.

Service Excellence: We deliver service excellence by providing high-quality, essential City services with transparency and efficiency across all departments.

Integrity: We uphold integrity, treat everyone with respect, and conduct ourselves with professionalism, kindness, and respectfulness in all that we do.

Community: We value the San Fernando community by being attentive, compassionate, and committed to listening and responding, while honoring and uplifting our shared culture.

Equity: We uphold equity by ensuring fair access to resources, acting ethically, and holding ourselves accountable in all decisions and services.

Goal 1. Strengthen and unify City leadership and structure to elevate service delivery Create a unified, well-aligned City organization where elected officials, executive leadership, and staff operate with shared priorities, clear roles, and mutual accountability.

1. Clarify governance roles and decision-making

2. Implement strategic plan alignment

3. Promote operational excellence, values, transparency, and accountability

4. Adopt a schedule and phase-in performance and financial assessments of every department on a rotational five-year cycle
Goal 2. Build a resilient, skilled, and supported workforce Ensure the City has the staffing capacity, skills, and culture needed to sustain service delivery and retain institutional knowledge.

1. Evaluate organizational service delivery and efficiency

2. Develop workforce and succession planning

3. Establish employee development and retention
Goal 3. Restore, maintain, and modernize infrastructure, technology, and facilities to support a beautiful San Fernando
Protect public assets through proactive maintenance, modernization, and capital planning.

1. Focus on the City’s water system to ensure capacity, protection, and community education

2. Develop a plan for capital and infrastructure improvements, maintenance, and replacement

3. Develop an asset management plan (fleet, IT, facilities, water)

4. Develop a plan and identify funding to address deferred maintenance needs

5. Modernize City assets and technology
May 18, 2026 Special & Regular Mtg Page 226 of 350
Vision 2031
Goal 4. Strengthen the City’s financial foundation through disciplined planning and diversified revenues
Strengthen the City’s long-term fiscal stability by improving financial planning, forecasting, and oversight.

1. Develop financial planning and forecasting protocols

2. Identify revenue diversification and cost control measures

3. Create and define an economic development action plan

4. Optimize grant management for operational efficiency and standards Goal 5. Enhance public safety to meet community needs
Align safety strategies to improve resilience, promote community trust, and create an environment where individuals and businesses can thrive.

1. Enhance neighborhood and park safety

2. Promote compliance with City codes through educational and enforcement efforts

3. Invest in data informed police technology
Goal 6. Foster community trust, engagement, and shared community identity Strengthen trust and civic pride through meaningful engagement and transparency.

1. Implement the community engagement outreach policy and plan

2. Continue to build strong community partnerships

3. Define and celebrate a shared community identity
May 18, 2026 Special & Regular Mtg Page 227 of 350
CONTRACT NO. 2461
2026

PROFESSIONAL SERVICES AGREEMENT
(Parties: Baker Tilly Advisory Group, LP and City of San Fernando) (Engagement: Strategic Plan Consulting Services)
THIS PROFESSIONAL SERVICES AGREEMENT (hereinafter, “Agreement”) is made and entered into this 1st day of December, 2025 (hereinafter, the “Effective Date”) by and between the CITY OF SAN FERNANDO, a municipal corporation (hereinafter, “CITY”) and BAKER TILLY ADVISORY GROUP, LP (hereinafter, “CONSULTANT”). For the purposes of this Agreement, CITY and CONSULTANT may be referred to collectively by the capitalized term “Parties.” The capitalized term “Party” may refer to CITY or CONSULTANT interchangeably, as appropriate.

RECITALS
WHEREAS, CITY requires consulting services to lead the development of a new strategic plan for the City of San Fernando covering Fiscal Years 2027 through 2031, including a complete report and presentation to City Council and implementation support for staff following the approval of the plan; and
WHEREAS, CITY staff has determined that CONSULTANT possesses the experience, skills and training necessary to competently provide such tasks and services to CITY; and WHEREAS, that the execution of this Agreement was approved by the San Fernando City Council at its Regular Meeting of December 1, 2025, under Agenda Item No. 5; and NOW, THEREFORE, for and in consideration of the mutual covenants and conditions herein contained, CITY and CONSULTANT agree as follows:

ENGAGEMENT TERMS

1.1 SCOPE OF WORK: Subject to the terms and conditions of this Agreement, CONSULTANT agrees to provide the tasks and services described in that certain Request for Proposals of CITY entitled “STRATEGIC PLAN CONSULTING SERVICES” (hereinafter, “CITY RFP”) and the written proposal of CONSULTANT entitled “PROPOSAL FOR STRATEGIC PLAN CONSULTING SERVICES” (hereinafter, the “CONSULTANT Proposal”). The CITY RFP and the CONSULTANT Proposal are attached and incorporated hereto as Exhibit “A” and “B”, respectively. The term “Scope of Work” shall be a collective reference to the CITY RFP and the CONSULTANT Proposal. The capitalized term “Work” shall be a collective reference to all the various services and tasks referenced in the Scope of Work. In the event of any conflict or inconsistency between the provisions of the document entitled CITY RFP and the provisions of the document entitled CONSULTANT Proposal, the "
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requirements of the document entitled CITY RFP shall govern and control but only to the extent of the conflict or inconsistency and no further. In the event of any conflict or inconsistency between the provisions of the Scope of Work and the provisions of this Agreement to which the Scope of Work is attached, the provisions of this Agreement shall govern and control.

1.2 PROSECUTION OF WORK:

A. Time is of the essence for this Agreement and each and every provision contained herein. The Work shall be commenced within three (3) calendar days of CITY’s issuance of a written notice to proceed (“Notice to Proceed”).

CONSULTANT shall complete the various tasks identified in the Scope of Work within the timeframes set forth in the Scope of Work and shall complete all of the Work by or before July 31, 2026 (the “Completion Date”). CONSULTANT may submit a written request for additional time to complete the Work, which request must be submitted to the CITY no later than fifteen (15) calendar days prior to the Completion Date or any extended Completion Date granted by CITY.

The written request for additional time must identify (i) what specific tasks or services remain to be completed by CONSULTANT in order to complete the Work; (ii) how much additional time CONSULTANT requires; (iii) identification of the circumstances that have caused the need for additional time, according to CONSULTANT, including, if applicable, identification of any tasks that must be completed by CITY as prerequisite to CONSULTANT being able to complete any other service or task; and (iv) what proactive steps CONSULTANT has taken up to the date of the request to mitigate the need for additional time, including, if applicable, any effort on the part of CONSULTANT to alert CITY of the need to provide information or complete certain tasks to be performed by CITY. CITY in its sole and absolute discretion may grant, deny, or conditionally grant a request for additional time, provided that no individual grant of additional time may exceed a maximum of fifteen (15) calendar days.

B. CONSULTANT shall cooperate with CITY and in no manner interfere with the work of CITY, its employees or other consultants, contractors, or agents.

C. CONSULTANT shall not claim or be entitled to receive any compensation or damage because of the failure of CONSULTANT, or its subconsultants, to have related services or tasks completed in a timely manner.

D. CONSULTANT shall not claim or be entitled to receive any compensation or damage because of the failure of CONSULTANT, or its subconsultants, to have related services or tasks completed in a timely manner.

E. CONSULTANT shall at all times enforce strict discipline and good order among CONSULTANT’s employees.
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F. CONSULTANT, at its sole expense, shall pay all sales, consumer, use or other similar taxes required by law.

1.3 COMPENSATION: CONSULTANT shall perform the Work in accordance with the proposed rate outlined in the RFP submission, which is attached and incorporated hereto as Exhibit “B”. The foregoing notwithstanding, CONSULTANT’s total compensation for the performance of all Work contemplated under this Agreement, may not exceed the aggregate sum of SIXTY-THREE THOUSAND DOLLARS ($63,000) (hereinafter, the “Not-toExceed Sum”) during the Term of this Agreement, unless such added expenditure is first approved by the City Council. In the event CONSULTANT’s charges are projected to exceed the Aggregate Not-to-Exceed Sum prior to the expiration of this Agreement, CITY may suspend CONSULTANT’s performance pending CITY approval of any anticipated expenditures in excess of the Aggregate Not-to-Exceed Sum or any other CITY approved amendment to the compensation terms of this Agreement.

1.4 PAYMENT OF COMPENSATION: The Not-to-Exceed Sum will be paid to CONSULTANT in monthly increments as the Work are completed. Following the conclusion of each calendar month, CONSULTANT will submit to CITY an itemized invoice indicating the services performed and tasks completed during the recently concluded calendar month, including services and tasks performed and the reimbursable out-of-pocket expenses incurred. If the amount of CONSULTANT’s monthly compensation is a function of hours worked by CONSULTANT’s personnel, the invoice should indicate the number of hours worked in the recently concluded calendar month, the persons responsible for performing the Services, the rate of compensation at which such services and tasks were performed, the subtotal for each task and service performed and a grand total for all services performed. Within thirty (30) calendar days of receipt of each invoice, CITY will notify CONSULTANT in writing of any disputed amounts included in the invoice. Within forty-five (45) calendar days of receipt of each invoice, CITY will pay all undisputed amounts included on the invoice. CITY will not withhold applicable taxes or other authorized deductions from payments made to CONSULTANT.

1.5 ACCOUNTING RECORDS: CONSULTANT will maintain complete and accurate records with respect to all matters covered under this Agreement for a period of three (3) years after the expiration or termination of this Agreement. CITY will have the right to access and examine records relating to the fees and expenses charged under this Agreement, without charge, during normal business hours. CITY will further have the right to audit records relating to the fees and expenses charged under this Agreement at a time and place mutually agreed by the Parties, provided such access shall not include access to CONSULTANT’S facilities, or systems housing confidential information of CONSULTANT or CONSULTANT’S other clients.

1.6 ABANDONMENT BY CONSULTANT: In the event CONSULTANT ceases to perform the Work agreed to under this Agreement or otherwise abandons the undertaking contemplated herein prior to the expiration of this Agreement or prior to completion of any or all tasks set forth in the Scope of Services, CONSULTANT will deliver to CITY "
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immediately and without delay, final Documents and Data (as defined in Section 6.1) or other final work product prepared or obtained by CONSULTANT in the performance of this Agreement. Furthermore, CONSULTANT will only be compensated for the reasonable value of the services, tasks and other Work performed up to the time of cessation or abandonment.

II.

PERFORMANCE OF AGREEMENT

2.1 CITY’S REPRESENTATIVE: The CITY hereby designates Will Pettener, Assistant to the City Manager, (hereinafter, the “City Representative”) to act as its representative for the performance of this Agreement. The City Representative or the City Representative’s designee will act on behalf of the CITY for all purposes under this Agreement.

CONSULTANT will not accept directions or orders from any person other than the City Representative or the City Representative’s designee.

2.2 CONSULTANT REPRESENTATIVE: CONSULTANT hereby designates Annie Rose Favreau, Director, to act as its representative for the performance of this Agreement (hereinafter, “Consultant Representative”). Consultant Representative will have full authority to represent and act on behalf of the CONSULTANT for all purposes under this Agreement.

Consultant Representative or Consultant Representative’s designee will supervise and direct the performance of the Work, using his/her best skill and attention, and will be responsible for all means, methods, techniques, sequences, and procedures and for the satisfactory coordination of all Work under this Agreement. Notice to the Consultant Representative will constitute notice to CONSULTANT.

2.3 COORDINATION OF WORK; CONFORMANCE WITH REQUIREMENTS: CONSULTANT agrees to work closely with CITY staff in the performance of the Services and this Agreement and will be available to CITY staff and the City Representative at reasonable times. All work prepared by CONSULTANT will be subject to inspection and approval by City Representative or his or her designees.

2.4 STANDARD OF CARE; PERFORMANCE OF EMPLOYEES: CONSULTANT represents, acknowledges, and agrees to the following:

A. CONSULTANT will perform all Work skillfully, consistent with and adhering to its professional standard of care, that is, the degree of care and skill ordinarily exercised by members of the same profession currently practicing at the same time and in the same or similar locality;
B. CONSULTANT shall at all times employ such force, plant, materials, and tools as will be sufficient in the opinion of the CITY to perform the Services within the time limits established, and as provided herein. It is understood and agreed that said tools, equipment, apparatus, facilities, labor, and material shall be furnished and said Work performed and completed as required by the Agreement, and subject to the approval of the CITY’s authorized representative;
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C. CONSULTANT will perform all Work in a manner reasonably satisfactory to the CITY; D. CONSULTANT will comply with all federal, state, and local laws and regulations applicable to the services, including the conflict of interest provisions of Government Code §1090 and the Political Reform Act (Government Code §§81000 et seq.) CONSULTANT shall be liable for all violations of such laws and regulations in connection CONSULTANT’s performance of the Services. If CONSULTANT performs any work knowing it to be contrary to such laws, rules and regulations, CONSULTANT shall be solely responsible for all costs arising therefrom;
E. CONSULTANT understands the nature and scope of the Work to be performed under this Agreement as well as any and all schedules of performance; F. All of CONSULTANT’s employees and agents possess sufficient skill, knowledge, training, and experience to perform those services and tasks assigned to them by CONSULTANT; and
G. All of CONSULTANT’s employees and agents (including, but not limited to, subcontractors and subconsultants) possess all licenses, permits, certificates, qualifications, and approvals of whatever nature that are legally required to perform the tasks and services contemplated under this Agreement and all such licenses, permits, certificates, qualifications, and approvals will be maintained throughout the term of this Agreement and made available to CITY for copying and inspection.

The Parties acknowledge and agree that CONSULTANT will perform, at CONSULTANT’s own cost and expense and without any reimbursement from CITY, any services necessary to correct any errors or omissions caused by CONSULTANT’s failure to comply with the standard of care set forth under this Section or by any like failure on the part of CONSULTANT’s employees, agents, contractors, subcontractors and subconsultants. Such effort by CONSULTANT to correct any errors or omissions will be commenced immediately upon their discovery by either Party and, notwithstanding Section 5.2(B), will be completed within seven (7) calendars days from the date of discovery or such other extended period of time authorized by the City Representative in writing and in her sole and absolute discretion. The Parties acknowledge and agree that CITY’s acceptance of any work performed by CONSULTANT or on CONSULTANT’s behalf will not constitute a release of any deficiency or delay in performance. The Parties further acknowledge, understand, and agree that CITY has relied upon the foregoing representations of CONSULTANT, including but not limited to the representation that CONSULTANT possesses the skills, training, knowledge, and experience necessary to perform the Work under the standard of care as articulated under section 2.4(A).

2.5 ASSIGNMENT: The skills, training, knowledge, and experience of CONSULTANT are material to CITY’s willingness to enter into this Agreement. Accordingly, CITY has an interest in the qualifications and capabilities of the person(s) who will perform the services and tasks to be undertaken by CONSULTANT or on behalf of CONSULTANT in the "
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performance of this Agreement. In recognition of this interest, CONSULTANT agrees that it will not assign or transfer, either directly or indirectly or by operation of law, this Agreement, or the performance of any of CONSULTANT’s duties or obligations under this Agreement, without the prior written consent of the CITY. In the absence of CITY’s prior written consent, any attempted assignment or transfer will be ineffective, null and void and will constitute a material breach of this Agreement.

2.6 SUBSTITUTION OF KEY PERSONNEL: CONSULTANT has represented to CITY that certain key personnel will perform and coordinate the Work under this Agreement. Should one or more of such personnel become unavailable, CONSULTANT may substitute other personnel of at least equal competence upon written approval of CITY. In the event that CITY and CONSULTANT cannot agree as to the substitution of key personnel, CITY shall be entitled to terminate this Agreement for cause. As discussed below, any personnel who fail or refuse to perform the Work in a manner acceptable to the CITY, or who are determined by the CITY to be uncooperative, incompetent, a threat to the adequate or timely completion of the Project or a threat to the safety of persons or property, shall be promptly removed from the Project by the CONSULTANT at the request of the CITY. The key personnel for performance of this Agreement are as follows: Annie Rose Favreau, Director and Colleen Rozillis, Managing Principal.

2.7 CONTROL AND PAYMENT OF SUBORDINATES; INDEPENDENT CONTRACTOR: The Work will be performed by CONSULTANT or under CONSULTANT’s strict supervision.

CONSULTANT will determine the means, methods, and details of performing the Work subject to the requirements of this Agreement. CITY retains CONSULTANT on an independent contractor basis and not as an employee. CONSULTANT reserves the right to perform similar or different services for other principals during the term of this Agreement, provided such work does not unduly interfere with CONSULTANT’s competent and timely performance of the Work contemplated under this Agreement and provided the performance of such services and tasks does not result in the unauthorized disclosure of CITY’s confidential or proprietary information. Any additional personnel performing the Work under this Agreement on behalf of CONSULTANT are not employees of CITY and will at all times be under CONSULTANT’s exclusive direction and control.

CONSULTANT will pay all wages, salaries and other amounts due such personnel and will assume responsibility for all benefits, payroll taxes, Social Security and Medicare payments and the like. CONSULTANT will be responsible for all reports and obligations respecting such additional personnel, including, but not limited to: Social Security taxes, income tax withholding, unemployment insurance, disability insurance, workers’ compensation insurance and the like. Notwithstanding any other CITY, state, or federal policy, rule, regulation, law, or ordinance to the contrary, CONSULTANT and any of its employees, agents, and subcontractors performing the Work under this Agreement shall not qualify for or become entitled to, and hereby agree to waive any and all claims to, any compensation, benefit, or any incident of employment by CITY, including but not limited to eligibility to enroll in the California Public Employees Retirement System (PERS) as an employee of CITY and entitlement to any contribution to be paid by CITY for employer contributions and/or employee contributions for PERS benefits. "
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2.8 REMOVAL OF EMPLOYEES OR AGENTS: If any of CONSULTANT’s officers, employees, agents, contractors, subcontractors or subconsultants is determined by the City Representative to be uncooperative, incompetent, a threat to the adequate or timely performance of the tasks assigned to CONSULTANT, a threat to persons or property, or if any of CONSULTANT’s officers, employees, agents, contractors, subcontractors or subconsultants fail or refuse to perform the Work in a manner acceptable to the CITY, such officer, employee, agent, contractor, subcontractor or subconsultant will be promptly removed by CONSULTANT and will not be reassigned to perform any of the Work.

2.9 COMPLIANCE WITH LAWS: CONSULTANT will keep itself informed of and in compliance with all applicable federal, state, or local laws to the extent such laws control or otherwise govern the performance of the Work. CONSULTANT’s compliance with applicable laws will include, without limitation, compliance with all applicable Cal/OSHA requirements and applicable regulations of the U.S. Department of Housing and Urbanization.

2.10 NON-DISCRIMINATION: CONSULTANT represents that it is an equal opportunity employer, and it shall not discriminate against any subconsultant, employee or applicant for employment because of race, religion, color, national origin, handicap, ancestry, sex, or age. Such non-discrimination shall include, but not be limited to, all activities related to initial employment, upgrading, demotion, transfer, recruitment or recruitment advertising, layoff, or termination.

2.11 INDEPENDENT CONTRACTOR STATUS: The Parties acknowledge, understand, and agree that CONSULTANT and all persons retained or employed by CONSULTANT are, and will at all times remain, wholly independent contractors and are not officials, officers, employees, departments, or subdivisions of CITY. CONSULTANT will be solely responsible for the negligent acts and/or omissions of its employees, agents, contractors, subcontractors and subconsultants. CONSULTANT and all persons retained or employed by CONSULTANT will have no authority, express or implied, to bind CITY in any manner, nor to incur any obligation, debt, or liability of any kind on behalf of, or against, CITY, whether by contract or otherwise, unless such authority is expressly conferred to CONSULTANT under this Agreement or is otherwise expressly conferred by CITY in writing.

III.

INSURANCE

3.1 DUTY TO PROCURE AND MAINTAIN INSURANCE: Before commencing the Work, CONSULTANT will procure and maintain policies of insurance that meet the requirements and specifications set forth under this Article. CONSULTANT will procure and maintain the following insurance coverage, at its own expense:

A. Commercial General Liability Insurance: CONSULTANT will procure and maintain Commercial General Liability Insurance (“CGL Coverage”) as broad as Insurance Services Office Commercial General Liability coverage (occurrence Form CG 0001) or "
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its equivalent. Such CGL Coverage will have minimum limits of no less than One Million Dollars ($1,000,000.00) per occurrence and Two Million Dollars ($2,000,000.00) in the general aggregate for bodily injury, personal injury, property damage, operations, products and completed operations, and contractual liability.

B. Automobile Liability Insurance: For any non-owned, or hired vehicles used in connection with the performance of this Agreement, CONSULTANT will procure and maintain Automobile Liability Insurance covering Automobile Liability, Code 1 (any auto). Such Automobile Liability Insurance will have minimum limits of no less than One Million Dollars ($1,000,000.00) per accident for bodily injury and property damage.

C. Workers’ Compensation Insurance/ Employer’s Liability Insurance: A policy of workers’ compensation insurance in such amount as will fully comply with the laws of the State of California and sufficient to meet CONTRACTOR’s statutory obligations to provide benefits for their contractual and statutory employees for claims relating to any injuries or occupational diseases occurring to any worker employed by or any persons retained by CONSULTANT in the course of carrying out the Work contemplated in this Agreement.

D. Errors & Omissions Insurance: For the full term of this Agreement and for a period of three (3) years thereafter, CONSULTANT will procure and maintain Errors and Omissions Liability Insurance appropriate to CONSULTANT’s profession. Such coverage will have minimum limits of no less than Two Million Dollars ($2,000,000.00) per claim.

3.2 ADDITIONAL INSURED REQUIREMENTS: The CGL Coverage and the Automobile Liability Insurance will name the CITY and CITY’s elected and appointed officials, officers, employees, agents, and volunteers as additional insureds via blanket endorsement.

3.3 REQUIRED CARRIER RATING: All varieties of insurance required under this Agreement will be procured from insurers admitted in the State of California and authorized to issue policies directly to California insureds. Except as otherwise provided elsewhere under this Article, all required insurance will be procured from insurers who, according to the latest edition of the Best’s Insurance Guide, have an A.M. Best’s rating of no less than A-:VII.

CITY may also accept policies procured by insurance carriers with a Standard & Poor’s rating of no less than BBB according to the latest published edition the Standard & Poor’s rating guide. As to Workers’ Compensation Insurance/ Employer’s Liability Insurance, the CITY Representative is authorized to authorize lower ratings than those set forth in this Section.

3.4 PRIMACY OF CONSULTANT’S INSURANCE: All policies of insurance provided by CONSULTANT will be primary to any coverage available to CITY or CITY’s elected or appointed officials, officers, employees, agents, or volunteers. Any insurance or selfinsurance maintained by CITY or CITY’s elected or appointed officials, officers, employees, agents, or volunteers will be in excess of CONSULTANT’s insurance and will not contribute with it.
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3.5 WAIVER OF SUBROGATION: The CGL Coverage, Worker Compensation and the Automobile Liability insurance coverage provided pursuant to this Agreement will not prohibit CONSULTANT or CONSULTANT’s officers, employees, agents, subcontractors or subconsultants from waiving the right of subrogation prior to a loss. CONSULTANT hereby waives all rights of subrogation against CITY, its officials, officers, employees, agents, and volunteers.

3.6 VERIFICATION OF COVERAGE: CONSULTANT acknowledges, understands, and agrees, that CITY’s ability to verify the procurement and maintenance of the insurance required under this Article is a material consideration of this Agreement. Accordingly, CONSULTANT warrants, represents, and agrees that it will furnish CITY with certificates of insurance and endorsements evidencing the coverage required under this Article. The certificates of insurance and endorsements for each insurance policy will be signed by a person authorized by that insurer to bind coverage on its behalf and will be on forms provided by the CITY if requested. Before commencing the Work, CONSULTANT shall provide CITY with all certificates of insurance and endorsements referenced herein.

3.7 FAILURE TO MAINTAIN COVERAGE: In the event any policy of insurance required under this Agreement does not comply with these specifications or is canceled and not replaced immediately so as to avoid a lapse in the required coverage, CITY has the right to cancel this Agreement effective upon notice.

3.8 SPECIAL RISKS OR CIRCUMSTANCES: City reserves the right to modify these requirements, including limits, based on the nature of the risk, prior experience, insurer, coverage, or other special circumstances. Any amendment to the insurance requirements of this Article shall be memorialized and approved in the form of a written amendment to this Agreement, signed by the Parties. The requirement for written amendments, modifications or supplements cannot be waived and any attempted waiver will be void or invalid.

IV.

INDEMNIFICATION

4.1 To the fullest extent permitted by law, the parties agree to save, indemnify, defend, and hold harmless each other from any and all third-party liability, claims, suits, actions, arbitration proceedings, administrative proceedings, and regulatory proceedings, losses, expenses, or any injury or damage of any kind whatsoever, whether actual, alleged or threatened, attorney fees, court costs, and any other costs of any nature without restriction incurred in relation to, as a consequence of, or arising out of, bodily injury (including death) or damage to real or tangible property to the extent such claims are caused by any negligent act or omission of the other party in the performance of this Agreement, and attributable to the fault of the other. Following a determination of the percentage of fault and or liability by agreement between the Parties or a court of competent jurisdiction, the Party responsible for liability to the other will indemnify the other Party to this Agreement for the percentage of liability determined. "
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4.2 CITY does not and shall not waive any rights that it may possess against CONSULTANT because of the acceptance by CITY, or the deposit with CITY, of any insurance policy or certificate required pursuant to this Agreement. This hold harmless and indemnification provision shall apply regardless of whether or not any insurance policies are determined to be applicable to the claim, demand, damage, liability, loss, cost, or expense.

4.3 This Article and all provisions contained herein (including but not limited to the duty to indemnify, defend, and hold free and harmless) shall survive the termination or normal expiration of this Agreement and is in addition to any other rights or remedies which the CITY may have at law or in equity.

TERMINATION

5.1 TERMINATION WITHOUT CAUSE: Either Party may terminate this Agreement at any time for convenience and without cause by giving thirty (30) days prior written notice of Party’s intent to terminate this Agreement which notice shall specify the effective date of such termination. Upon such termination for convenience, CONSULTANT will be compensated only for those services and tasks which have been performed by CONSULTANT up to the effective date of the termination. If this Agreement is terminated as provided herein, CITY may require CONSULTANT to provide all finalized Documents and Data, as defined in section 6.1 below. CONSULTANT will be required to provide such Documents and Data within fifteen (15) calendar days of CITY’s written request. No actual or asserted breach of this Agreement on the part of CITY pursuant to Section 5.2, below, will operate to prohibit or otherwise restrict CITY’s ability to terminate this Agreement for convenience as provided under this Section.

5.2 EVENTS OF DEFAULT; BREACH OF AGREEMENT:

A. In the event either Party fails to perform any duty, obligation, service, or task set forth under this Agreement (or fails to timely perform or properly perform any such duty, obligation, service, or task set forth under this Agreement), an event of default (hereinafter, “Event of Default”) will occur. For all Events of Default, the Party alleging an Event of Default will give written notice to the defaulting Party (hereinafter referred to as a “Default Notice”) which will specify: (i) the nature of the Event of Default; (ii) the action required to cure the Event of Default; (iii) a date by which the Event of Default will be cured, which will not be less than the applicable cure period set forth under Sections 5.2B and 5.2C below or if a cure is not reasonably possible within the applicable cure period, to begin such cure and diligently prosecute such cure to completion. The Event of Default will constitute a breach of this Agreement if the defaulting Party fails to cure the Event of Default within the applicable cure period or any extended cure period allowed under this Agreement.

B. CONSULTANT will cure the following Events of Defaults within the following time periods:
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i. Within ten (10) business days of CITY’s issuance of a Default Notice for any failure of CONSULTANT to timely provide CITY or CITY’s employees or agents with any information and/or written reports, documentation, or work product which CONSULTANT is obligated to provide to CITY or CITY’s employees or agents under this Agreement. Prior to the expiration of the 10-day cure period, CONSULTANT may submit a written request for additional time to cure the Event of Default upon a showing that CONSULTANT has commenced efforts to cure the Event of Default and that the Event of Default cannot be reasonably cured within the 10-day cure period. The foregoing notwithstanding, CITY will be under no obligation to grant additional time for the cure of an Event of Default under this Section 5.2B.i. that exceeds seven (7) calendar days from the end of the initial 10-day cure period; or ii. Within fourteen (14) calendar days of CITY’s issuance of a Default Notice for any other Event of Default under this Agreement. Prior to the expiration of the 14-day cure period, CONSULTANT may submit a written request for additional time to cure the Event of Default upon a showing that CONSULTANT has commenced efforts to cure the Event of Default and that the Event of Default cannot be reasonably cured within the 14-day cure period. The foregoing notwithstanding, CITY will be under no obligation to grant additional time for the cure of an Event of Default under this Section 5.2B.ii that exceeds thirty (30) calendar days from the end of the initial 14-day cure period.

In addition to any other failure on the part of CONSULTANT to perform any duty, obligation, service or task set forth under this Agreement (or the failure to timely perform or properly perform any such duty, obligation, service or task), an Event of Default on the part of CONSULTANT will include, but will not be limited to the following: (i) CONSULTANT’s refusal or failure to perform any of the services or tasks called for under the Scope of Work; (ii) CONSULTANT’s failure to fulfill or perform its obligations under this Agreement within the specified time or if no time is specified, within a reasonable time; (iii) CONSULTANT’s and/or its employees’ disregard or violation of any federal, state, local law, rule, procedure or regulation; (iv) the initiation of proceedings under any bankruptcy, insolvency, receivership, reorganization, or similar legislation as relates to CONSULTANT, whether voluntary of involuntary; and/or (v) CITY’s discovery that a statement representation or warranty by CONSULTANT relating to this Agreement is false, misleading or erroneous in any material respect.

C. CITY will cure any Event of Default asserted by CONSULTANT within forty-five (45) calendar days of CONSULTANT’s issuance of a Default Notice unless the Event of Default cannot reasonably be cured within the 45-day cure period. Prior to the expiration of the 45-day cure period, CITY may submit a written request for additional time to cure the Event of Default upon a showing that CITY has commenced its efforts to cure the Event of Default and that the Event of Default cannot be reasonably cured within the 45-day cure period. The foregoing notwithstanding, an Event of Default dealing with CITY’s failure to timely pay any undisputed sums to CONSULTANT as provided under Section 1.5, above, will be cured by CITY within five (5) calendar days from the date of CONSULTANT’s Default Notice to CITY.
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D. CITY, in its sole and absolute discretion, may also immediately suspend CONSULTANT’s performance under this Agreement pending CONSULTANT’s cure of any Event of Default by giving CONSULTANT written notice of CITY’s intent to suspend CONSULTANT’s performance (hereinafter, a “Suspension Notice”). CITY may issue the Suspension Notice at any time upon the occurrence of an Event of Default. Upon such suspension, CONSULTANT will be compensated only for those services and tasks which have been rendered by CONSULTANT to the reasonable satisfaction of CITY up to the effective date of the suspension. No actual or asserted breach of this Agreement on the part of CITY will operate to prohibit or otherwise restrict CITY’s ability to suspend this Agreement as provided herein.

E. No waiver of any Event of Default or breach under this Agreement will constitute a waiver of any other or subsequent Event of Default or breach. No waiver, benefit, privilege, or service voluntarily given or performed by a Party will give the other Party any contractual rights by custom, estoppel, or otherwise.

F. The duties and obligations imposed under this Agreement and the rights and remedies available hereunder will be in addition to and not a limitation of any duties, obligations, rights, and remedies otherwise imposed or available by law. In addition to any other remedies available to CITY at law or under this Agreement in the event of any breach of this Agreement, CITY, in its sole and absolute discretion, may also pursue any one or more of the following remedies:
i. Upon written notice to CONSULTANT, the CITY may immediately terminate this Agreement in whole or in part;
ii. Upon written notice to CONSULTANT, the CITY may extend the time of performance;
iii. The CITY may proceed by appropriate court action to enforce the terms of the Agreement to recover damages for CONSULTANT’s breach of the Agreement or to terminate the Agreement; or
iv. The CITY may exercise any other available and lawful right or remedy.

Each Party will be liable for its own legal fees and other costs and expenses that a Party incurs upon a breach of this Agreement or in the Party’s exercise of its remedies under this Agreement.

G. In the event CITY is in breach of this Agreement, CONSULTANT’s sole remedy will be the suspension or termination of this Agreement and/or the recovery of any unpaid sums lawfully owed to CONSULTANT under this Agreement for services performed.

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5.3 SCOPE OF WAIVER: No waiver of any default or breach under this Agreement will constitute a waiver of any other default or breach, whether of the same or other covenant, warranty, agreement, term, condition, duty, or requirement contained in this Agreement. No waiver, benefit, privilege, or service voluntarily given or performed by a Party will give the other Party any contractual rights by custom, estoppel, or otherwise.

5.4 SURVIVING ARTICLES, SECTIONS AND PROVISIONS: The termination of this Agreement pursuant to any provision of this Article or by normal expiration of its term or any extension thereto will not operate to terminate any Article, Section or provision contained herein which provides that it will survive the termination or normal expiration of this Agreement.

VI.

MISCELLANEOUS PROVISIONS

6.1 DOCUMENTS & DATA; LICENSING OF INTELLECTUAL PROPERTY: All Documents and Data will be and remain the property of CITY without restriction or limitation upon their use or dissemination by CITY. For purposes of this Agreement, the term “Documents and Data” means and includes all final reports or completed deliverables provided by the CONSULTANT and delivered to the CITY in the performance of this Agreement and fixed in any tangible medium of expression, including but not limited to Documents and Data stored digitally, magnetically and/or electronically, but excluding any CONSULTANT Materials (defined below) contained or embodied therein. This Agreement creates, at no cost to CITY, a perpetual license for CITY to copy, use, reuse, disseminate and/or retain any and all copyrights, designs, and other intellectual property embodied in all Documents and Data. However, CITY may not alter or amend any Documents or Data issued under CONSULTANT’s name and CONSULTANT may retain a copy of Documents or Data for archival purposes. CONSULTANT will require all subcontractors and subconsultants working on behalf of CONSULTANT in the performance of this Agreement to agree in writing that CITY will be granted the same right to copy, use, reuse, disseminate and retain Documents and Data prepared or assembled by any subcontractor or subconsultant as applies to Documents and Data prepared by CONSULTANT in the performance of this Agreement.

CONSULTANT shall own: (i) its working papers and any internal engagement documentation; and (ii) any general skills, know-how, expertise, ideas, concepts, methods, techniques, processes, software, materials, or other intellectual property which may have been discovered, created, received, or developed by CONSULTANT either prior to or as a result of providing services under this Agreement (collectively, “CONSULTANT Materials”). CITY shall have a non-exclusive, non-transferable license to use CONSULTANT Materials for its own internal use and only for the purposes for which they are delivered to the extent they form part of Documents and Data. Notwithstanding anything to the contrary in this Agreement, CONSULTANT and its personnel are free to use and employ their general skills, know-how, and expertise, and to use, disclose, and employ any generalized ideas, concepts, know-how, methods, techniques or skills gained "
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or learned during the course of this Agreement so long as they acquire and apply such information without any unauthorized use or disclosure of confidential or proprietary information of CITY.

6.2 CONFIDENTIALITY: All data, documents, discussion, or other information developed or received by CONSULTANT or provided for performance of this Agreement are deemed confidential and will not be disclosed by CONSULTANT without prior written consent by CITY. CITY will grant such consent of disclosure as legally required. Upon request, all CITY data will be returned to CITY upon the termination or expiration of this Agreement; provided, however, that CONSULTANT shall own its workpapers and shall be permitted to retain Confidential Information to the extent incorporated or embodied in its workpapers, and it shall continue to maintain the confidentiality of such Confidential Information until the workpapers are destroyed. Neither Party will use the other Party’s name or insignia, photographs, or any publicity pertaining to the Work in any magazine, trade paper, newspaper, television or radio production or other similar medium without the prior written consent of the other Party.

6.3 DATA PRIVACY AND SECURITY: To the extent the services require CONSULTANT to receive personal data or personal information from the CITY, CONSULTANT may process, and engage subcontractors to assist with processing, any personal data or personal information, as those terms are defined in applicable privacy laws, and such processing shall be in accordance with the requirements of the applicable privacy laws relevant to the processing in providing services hereunder, including services performed to meet the business purposes of the CITY, such as CONSULTANT’s tax, advisory and other consulting services. Applicable privacy laws may include any local, state, federal or international laws, standards, guidelines, policies or regulations governing the collection, use, disclosure, sharing or other processing of personal data or personal information with which CONSULTANT or its clients must comply. Such privacy laws may include (i) the California Consumer Privacy Act of 2018 (CCPA); and/or (ii) other laws regulating marketing communications, requiring security breach notification, imposing minimum security requirements, requiring the secure disposal of records, and other similar requirements applicable to the processing of personal data or personal information.

CONSULTANT is acting as a Service Provider/Data Processor, as those terms are defined respectively under the CCPA/GDPR, in relation to CITY personal data and personal information. As a Service Provider/Data Processor processing personal data or personal information on behalf of CITY, CONSULTANT shall, unless otherwise permitted by applicable privacy law, (a) follow CITY instructions; (b) not sell personal data or personal information collected from the CITY or share the personal data or personal information for purposes of targeted advertising; (c) process personal data or personal information solely for purposes related to the CITY’s engagement and not for CONSULTANT’s own commercial purposes; and (d) cooperate with and provide reasonable assistance to CITY to ensure compliance with applicable privacy laws. CITY represents and warrants it has all necessary authority (including any legally required consent from individuals) to transfer such information and authorize CONSULTANT to process such information in connection with the Services described herein. County further understands that CONSULTANT, Moss "
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Adams Advisory Group, LP, and Baker Tilly US, LLP and their affiliated entities (collectively, the “CONSULTANT Firms”) may co process CITY data as necessary to perform the services, pursuant to the alternative practice structure in place among the entities, and by executing this Agreement, CITY hereby consents to the sharing of CITY data, CITY files, workpapers and work product with such CONSULTANT Firms. Baker Tilly Advisory Group, LP maintains custody of client files for these entities. The CONSULTANT Firms are bound by the same confidentiality obligations as CONSULTANT. CONSULTANT is responsible for notifying CITY if CONSULTANT becomes aware that it can no longer comply with any applicable privacy law and, upon such notice, shall permit CITY to take reasonable and appropriate steps to remediate personal data or personal information processing. CITY agrees that the CONSULTANT Firms have the right to utilize CITY data to improve internal processes and procedures and to generate aggregated/de identified data from the data provided by CITY to be used for the CONSULTANT Firms’ business purposes and with the outputs owned by the CONSULTANT Firms. For clarity, the CONSULTANT Firms will only disclose aggregated/de identified data in a form that does not identify CITY, CITY employees, or any other individual or business entity and that is stripped of all persistent identifiers. CITY is not responsible for the CONSULTANT Firms’ use of aggregated/de identified data.

6.4 FALSE CLAIMS ACT: CONSULTANT warrants and represents that neither CONSULTANT nor any person who is an officer of, in a managing position with, or has an ownership interest in CONSULTANT has been determined by a court or tribunal of competent jurisdiction to have violated the False Claims Act, 31 U.S.C., §§3789 et seq. and the California False Claims Act, Government Code §§12650 et seq.

6.5 NOTICES: All notices permitted or required under this Agreement will be given to the respective Parties at the following addresses, or at such other address as the respective Parties may provide in writing for this purpose:

CONSULTANT: CITY:

Baker Tilly Advisory Group, LP
21700 Oxnard Street Suite 300
Woodland Hills, CA 91367
Attn: Annie Rose Favreau
Phone: 206-302-6795
Email: [email protected]
City of San Fernando
City Manager’s Office
117 Macneil Street
San Fernando, CA 91324
Attn: Kanika Kith
Phone: 818-898-1202
Such notices will be deemed effective when personally delivered or successfully transmitted by facsimile as evidenced by a fax confirmation slip or when mailed, fortyeight (48) hours after deposit with the United States Postal Service, first class postage prepaid and addressed to the Party at its applicable address.

6.6 COOPERATION; FURTHER ACTS: The Parties will fully cooperate with one another and will take any additional acts or sign any additional documents as are reasonably necessary, appropriate, or convenient to achieve the purposes of this Agreement. "
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6.7 SUBCONTRACTING: CONSULTANT will not subcontract any portion of the Work required by this Agreement, except as expressly stated herein, without the prior written approval of CITY. Subcontracts (including without limitation subcontracts with subconsultants), if any, will contain a provision making them subject to all provisions stipulated in this Agreement, including provisions relating to insurance requirements and indemnification.

6.8 CITY’S RIGHT TO EMPLOY OTHER CONSULTANTS: CITY reserves the right to employ other independent contractors in connection with the various projects worked upon by CONSULTANT.

6.9 CONFLICTS OF INTEREST:

A. CONSULTANT represents and maintains that it has not employed nor retained any company or person, other than a bona fide employee working solely for CONSULTANT, to solicit or secure this Agreement. Further, CONSULTANT represents that it has not paid, nor has it agreed to pay, any company or person, other than a bona fide employee working solely for CONSULTANT, any fee, commission, percentage, brokerage fee, gift, or other consideration contingent upon or resulting from the award or making of this Agreement. For breach or violation of this representation, CITY will have the right to rescind this Agreement without liability. For the term of this Agreement, no member, officer, or employee of CITY, during the term of his or her service with CITY, will have any direct interest in this Agreement, or obtain any present or anticipated material benefit arising therefrom.

B. CONSULTANT may serve other clients, but none whose activities within the corporate limits of CITY or whose business, regardless of location, would place CONSULTANT in a “conflict of interest,” as that term is defined in the Political Reform Act, codified at California Government Code §81000 et seq.

C. CONSULTANT shall not employ any official or employee of the CITY during the Term of this Agreement or any extension term. No officer or employee of CITY shall have any financial interest in this Agreement that would violate Government Code §§1090 et seq. CONSULTANT represents that no owner, principal, partner, officer, or employee of CONSULTANT is or has been an official, officer, employee, agent, or appointee of the CITY within the twelve-month period of time immediately preceding the Effective Date. If an owner, principal, partner, officer, employee, agent, or appointee of CONSULTANT was an official, officer, employee, agent, or appointee of the CITY within the twelve-month period immediately preceding the Effective Date, CONSULTANT represents that any such individuals did not participate in any manner in the forming of this Agreement. CONTRACTOR understands that, if this Agreement is made in violation of Government Code §1090 et seq., the entire Agreement is void and CONSULTANT will not be entitled to any compensation for services performed pursuant to this Agreement, including reimbursement of expenses, and CONSULTANT will be required to reimburse the CITY for any sums paid to CONSULTANT.

CONSULTANT understands that, in addition to the foregoing, it may be subject to criminal prosecution for a violation of Government Code §1090. "
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PROFESSIONAL SERVICES AGREEMENT CONTRACT NO. 2461
Strategic Planning Consulting Services

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6.10 TIME IS OF THE ESSENCE: Time is of the essence for each and every provision of this Agreement.

6.11 GOVERNING LAW AND VENUE: This Agreement shall be interpreted and governed according to the laws of the State of California. In the event of litigation between the Parties, venue, without exception, will be in the Los Angeles County Superior Court of the State of California. If, and only if, applicable law requires that all or part of any such litigation be tried exclusively in federal court, venue, without exception, will be in the Central District of California located in the City of Los Angeles, California.

6.12 ATTORNEYS’ FEES: If either Party commences an action against the other Party, legal, administrative, or otherwise, arising out of or in connection with this Agreement, each Party shall bear their own attorneys’ fees and all other costs of such action.

6.13 SUCCESSORS AND ASSIGNS: This Agreement will be binding on the successors and assigns of the Parties.

6.14 NO THIRD-PARTY BENEFIT: There are no intended third-party beneficiaries of any right or obligation assumed by the Parties. All rights and benefits under this Agreement inure exclusively to the Parties.

6.15 LIMITATION ON LIABILITY: EACH PARTY'S TOTAL LIABILITY FOR ANY AND ALL DAMAGES

WHATSOEVER ARISING OUT OF OR IN ANY WAY RELATED TO THIS AGREEMENT FROM

ANY CAUSE, INCLUDING BUT NOT LIMITED TO CONTRACT LIABILITY OR NEGLIGENCE,

ERRORS, OMISSIONS, STRICT LIABILITY, BREACH OF CONTRACT OR BREACH OF WARRANTY SHALL NOT, IN THE AGGREGATE, EXCEED THREE TIMES (3X) THE FEES PAID TO CONSULTANT UNDER THIS AGREEMENT. IN NO EVENT WILL EITHER PARTY BE LIABLE

FOR ANY SPECIAL, INDIRECT, INCIDENTAL, OR CONSEQUENTIAL DAMAGES IN

CONNECTION WITH OR OTHERWISE ARISING OUT OF THIS AGREEMENT, EVEN IF ADVISED OF THE POSSIBILITY OF SUCH DAMAGES. IN NO EVENT SHALL EITHER PARTY BE LIABLE

FOR EXEMPLARY OR PUNITIVE DAMAGES ARISING OUT OF OR RELATED TO THIS AGREEMENT.

6.16 ALTERNATIVE PRACTICE STRUCTURE; BAKER TILLY INTERNATIONAL: Baker Tilly US, LLP and Baker Tilly Advisory Group, LP and our subsidiary entities provide professional services through an alternative practice structure in accordance with the AICPA Code of Professional Conduct and applicable laws, regulations and professional standards. Baker Tilly US, LLP is a licensed independent CPA firm that provides attest services to clients.

Baker Tilly Advisory Group, LP and our subsidiary entities provide tax and business advisory services to clients. Baker Tilly Advisory Group, LP and our subsidiary entities are not licensed CPA firms. Baker Tilly Advisory Group, LP and our subsidiaries and Baker Tilly US, LLP are independent members of Baker Tilly International. Baker Tilly International Limited is an English company. Baker Tilly International provides no professional services to clients. Each member firm is a separate and independent legal entity and each describes itself as such. Baker Tilly Advisory Group, LP and Baker Tilly US, LLP are not Baker "
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PROFESSIONAL SERVICES AGREEMENT CONTRACT NO. 2461
Strategic Planning Consulting Services

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Tilly International’s agents and do not have the authority to bind Baker Tilly International or act on Baker Tilly International’s behalf. None of Baker Tilly International, Baker Tilly Advisory Group, LP, Baker Tilly US, LLP, nor any of the other member firms of Baker Tilly International has any liability for each other’s acts or omissions. The name Baker Tilly and its associated logo is used under license from Baker Tilly International Limited.

6.17 CONSTRUCTION OF AGREEMENT: This Agreement will not be construed in favor of, or against, either Party but will be construed as if the Parties prepared this Agreement together through a process of negotiation and with the advice of their respective attorneys.

6.18 SEVERABILITY: If any portion of this Agreement is declared invalid, illegal, or otherwise unenforceable by a court of competent jurisdiction, the remaining provisions will continue in full force and effect.

6.19 AMENDMENT; MODIFICATION: No amendment, modification or supplement of this Agreement will be valid or binding unless executed in writing and signed by both Parties, subject to CITY approval. The requirement for written amendments, modifications or supplements cannot be waived and any attempted waiver will be void and invalid.

6.20 CAPTIONS: The captions of the various articles, sections and paragraphs are for convenience and ease of reference only, and do not define, limit, augment, or describe the scope, content, or intent of this Agreement.

6.21 INCONSISTENCIES OR CONFLICTS: In the event of any conflict or inconsistency between the provisions of this Agreement and any of the exhibits attached hereto, the provisions of this Agreement will control.

6.22 ENTIRE AGREEMENT: This Agreement, including all attached exhibits, constitutes the entire, complete, final, and exclusive expression of the Parties with respect to the matters addressed herein and supersedes all other agreements or understandings, whether oral or written, which may have been entered into between CITY and CONSULTANT prior to the execution of this Agreement. Any statements, representations, or other agreements, whether oral or written, made by either Party that is not embodied herein will not be valid or binding on the Parties. No amendment, modification or supplement to this Agreement will be valid and binding unless in writing and duly executed by the Parties pursuant to Section 6.16, above.

6.23 FORCE MAJEURE: The Completion Date for completing the Work may be extended in the event of any delays due to unforeseeable causes beyond the control of CONSULTANT and without the fault or negligence of CONSULTANT, including but not limited to severe weather, fires, earthquakes, floods, epidemics, quarantine restrictions, riots, strikes, freight embargoes, wars, litigation, and/or acts of any governmental agency, including the CITY. CONSULTANT shall within three (3) calendar days of the commencement of such delay notify the City Representative in writing of the causes of the delay. The City "
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PROFESSIONAL SERVICES AGREEMENT CONTRACT NO. 2461
Strategic Planning Consulting Services

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Representative shall ascertain the facts and the extent of delay and extend the time for performing the services and tasks for the period of the enforced delay when and if in the judgment of the CITY Representative such delay is justified. The CITY Representative’s determination shall be final and conclusive upon the parties to this Agreement. In no event shall CONSULTANT be entitled to recover damages against the CITY for any delay in the performance of this Agreement, however caused, CONSULTANT’s sole remedy being extension of the Agreement pursuant to this Section.

6.24 COUNTERPARTS: This Agreement will be executed in three (3) original counterparts each of which will be of equal force and effect. No handwritten or typewritten amendment, modification, or supplement to any one counterpart will be valid or binding unless made to all three counterparts in conformity with Section 6.16, above. One fully executed original counterpart will be delivered to CONSULTANT and the remaining two original counterparts will be retained by CITY.

IN WITNESS WHEREOF, the Parties hereto have caused this Agreement to be executed the day and year first appearing in this Agreement, above.

CITY OF SAN FERNANDO: BAKER TILLY US, LLC:

By: By:

Kanika Kith, City Manager
Name:

Date:

Title:

APPROVED AS TO FORM Date:

By:

Richard Padilla, City Attorney

Date:
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May 18, 2026 Special & Regular Mtg Page 246 of 350

REQUEST FOR PROPOSALS
Notice is hereby given that sealed proposals will be received by the City of San Fernando, California, for furnishing the following:

STRATEGIC PLAN CONSULTING SERVICES
in strict accordance with the Specifications on file in the office of the SAN FERNANDO CITY MANAGER’S OFFICE, 117 Macneil Street, San Fernando, California, 91340. Copies of specifications and proposal documents may be obtained from the City’s website at SFCITY.ORG/rfps-rfqs-nibsnois/.

An electronic copy of the proposal must be submitted in PDF format via email to the CITY CLERK DEPARTMENT at [email protected]. The deadline for RFP submissions is 5:00 p.m. on Thursday, November 13, 2025. Any bidder may withdraw their proposal, without obligation, at any time prior to the scheduled closing time for receipt of proposals. A withdrawal will not be effective unless made personally or by telephonic notification received prior to the closing date. Proposals may later be referred to the City Council for appropriate action. The City reserves the right to reject any or all proposals as the best interests of the City may dictate.

By: ________________________________
Julia Fritz, City Clerk
Published in The San Fernando Sun on October 23, 2025.
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May 18, 2026 Special & Regular Mtg Page 247 of 350
City of San Fernando RFP

REQUEST FOR PROPOSALS
The City Manager’s Office is requesting proposals for:

STRATEGIC PLAN CONSULTING SERVICES
RELEASE DATE: October 23, 2025
RESPONSE DUE: November 13, 2025
CONTRACT NO. 2461
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GENERAL INFORMATION
The City is soliciting submittals of proposals from qualified Consultants for the facilitation and development of a City San Fernando Strategic Plan for Fiscal Years 2027 to 2031. A strategic plan is a vital tool for local jurisdictions to ensure that the vision and priorities set by the City Council are clearly conveyed to employees and the community, and that City strategies and projects are developed to meet Council priorities, and that overall city government is accountable to meeting community needs.

BACKGROUND
The City of San Fernando was incorporated in 1911 and is currently organized according to the City Council/City Manager form of government with seven departments, including a Police Department, Public Works Department, and Recreation and Community Services Department.

The City employs approximately 111 full-time employees from a total Adopted Budget for fiscal year 2025-2026 of $56.2 million, which includes a General Fund budget of $28.8 million. The City is a cost conscious provider of outstanding public services to its citizens and local businesses.

RFP OVERVIEW & TIMELINE
RFP Title: Strategic Plan Consulting Services
Scope of Work: See “Scope of Work” Section on Page 5
RFP Submittal Information: Submit electronic copies of their proposal in PDF format via email to the CITY CLERK DEPARTMENT at
[email protected], with the subject “City of San
Fernando - Strategic Plan Consulting Services”
RFP Due Date: Thursday, November 13, 2025 by 5:00 PM PST RFP Submittal Requirements: Submitted Proposals must include the information described in the “INFORMATION TO BE SUBMITTED”
Section on Pages 8 & 9 of this RFP.

Submitted Proposals will be considered non-responsive
if the Proposal does not provide all requested
information.

City Contact: Will Pettener
Assistant to the City Manager
Phone: (818) 898-1226
Email: [email protected]
CONTRACT NO. 2461
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In 2021, the City adopted its Five-Year Strategic Goals to guide activities and objectives for Fiscal Years 2022–2026. With many of those goals accomplished and the plan nearing completion, the City is engaging consultant services to develop a new Strategic Plan for Fiscal Years 2027–2031.

Strategic planning defines where the City is headed and how it will get there. To establish a longterm vision supported by a five-year strategic plan, staff proposes releasing a Request for Proposals (RFP) seeking consultant recommendations, work plans, and deliverables that:
x Define what the City of San Fernando aspires to be in the future and position it for long-term success.
x Organize and prioritize City initiatives and resources to achieve identified goals. x Align the City Council, staff, residents, businesses, and community partners around a shared vision and strategic direction.
x Translate visionary concepts into realistic, measurable, and achievable outcomes. x Inspire ideas around economic growth, sustainability, fiscal stability, sense of place, and community identity.
x Chart an innovative and actionable path for San Fernando future that sets clear priorities and maximizes opportunities for growth and resilience.

INSTRUCTIONS TO SUBMITTING FIRMS
A. Examination of Proposal Documents
By submitting a proposal, the prospective firm represents that it has thoroughly examined and become familiar with the services required under this RFP, and that it is capable of delivering quality services to the City in a creative, cost-effective & service-oriented manner.

B. Questions/Clarifications
Please direct any questions regarding this RFP to the City Clerk Department at [email protected]. Questions must be received by 5:00 p.m. PST on Thursday, November 6, 2025. All questions received prior to the deadline will be collected and responses will be emailed by Friday, November 7, 2025.

C. Submission of Bid Proposals
All bid proposals shall be submitted via email to the City Clerk Department at [email protected] and the subject line of the email shall read, “City of San Fernando RFP – Strategic Plan Consulting Services.” Proposals must be received no later than Thursday, CONTRACT NO. 2461
EXHIBIT "A"
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November 13, 2025 at 5:00 PM PST. All proposals received after that time will not be accepted.

D. Withdrawal of Proposals
A firm may withdraw its proposal at any time before the due date for submission of proposals as provided in the RFP by delivering a written request for withdrawal signed by, or on behalf of the prospective firm.

E. Rights of City of San Fernando
This RFP does not commit the City to enter into a Contract, nor does it obligate the City to pay for any costs incurred in preparation and submission of proposals or in anticipation of a contract.

The City reserves the right to:
1) Make the selection based on its sole discretion;
2) Reject any and all proposals without prejudice;
3) Issue subsequent Requests for Proposal;
4) Postpone opening for its own convenience;
5) Remedy technical errors in the Request of Proposal process; 6) Approve or disapprove the use of particular sub-contractors; 7) Negotiate with any, all, or none of the prospective firms; 8) Solicit best and final offers from all or some of the prospective firms; 9) Accept other than the lowest offer; and/or
10) Waive informalities and irregularities in the proposal process.

F. Contract Type
It is anticipated that a standard form professional services agreement contract will be signed subsequent to City Council review and approval of the recommended firm.

G. Collusion
By submitting a proposal, each prospective firm represents and warrants that; its proposal is genuine and not a sham or collusive or made in the interest of or on behalf of any person not named therein; that the prospective firm has not directly, induced or solicited any other person to submit a sham proposal or any other person to refrain from submitting a proposal; and, that the prospective firm has not in any manner sought collusion to secure any improper advantage over any other person submitting a proposal.

CONTRACT NO. 2461
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SCOPE OF SERVICE
The City of San Fernando is seeking a highly qualified consultant to assist in the facilitation and preparation of a Strategic Plan resulting in a comprehensive roadmap outlining the City’s vision, goals, and planned projects to ensure measurable progress and successful achievement of the City’s vision. The City envisions employing a variety of stakeholder engagement processes to assist the City Council in forming a long-term vision that serves as the foundation for a five-year Strategic Plan and priority setting process. Proposed RFP services would include:

1. Employee and Stakeholder Engagement
x Develop an engagement process for employee parƟcipaƟon in reviewing and providing feedback on top prioriƟes, strategies and projects.
x Include a community engagement strategy and framework that could be included in the development of the plan.

2. 'ŽĂů^ĞƫŶŐΘ^ƚƌĂƚĞŐŝĐWůĂŶŶŝŶŐtŽƌŬƐŚŽƉ&ĂĐŝůŝƚĂƟŽŶ x Conduct planning meeƟngs with City Council, City Manager and ExecuƟve staī. x Develop a draŌ Vision statement and Strategic PrioriƟes for the strategic plan; and x Facilitate workshops for City Council and staī.

3. Strategic Plan Development
x Develop a method and Ɵmeline for plan updates and revisions. x IdenƟfy the City’s major strategic issue areas, including a deĮned goal for each area as well as outline of associated prioriƟes for achieving those goals. x Provide methods for implemenƟng and measuring recommended goals and objecƟves. x Based on feedback from the ExecuƟve staī and employees, draŌ Strategic Plan grounded in a realisƟc assessment of staī and funding capaciƟes and/or make resource adjustment recommendaƟons for successful implementaƟon.

4. Implementation & Performance Monitoring Strategy
x Recommend final Strategic Plan document that includes an implementation plan with benchmarks or milestones that measure the City’s progress. x Develop methodologies for monitoring performance within the framework of the strategic plan, ensuring that priorities and goals are integrated within the budget decision-making process using financial and performance metrics reporting.

CONTRACT NO. 2461
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SCHEDULE FOR SELECTION

TASK DATE
RFP Available Online October 23, 2025
Deadline for Submittal of Questions November 6, 2025
Staff Responses to Questions November 7, 2025
Proposal Due November 13, 2025
Proposal Review Period November 17-25, 2025
Council Action for Approval of Professional Services Agreement December 1, 2025 The schedule above is tentative and subject to change at the discretion of the City, with appropriate notice to prospective Proposers. Please check the City of San Fernando website for the latest updates at https://ci.san-fernando.ca.us/rfps-rfqs-nibs-nois/. All times noted throughout the Proposer must be available on Monday, December 1, 2025, in-person or virtually, for a possible presentation to the City Council.

METHOD OF SELECTION AND NOTICES
The City Manager’s Office will evaluate the information provided in the submitted proposals using the following criteria as a guideline:
x Completeness and Comprehensiveness;
x Responsiveness to City’s issues;
x Potential to benefit the City;
x Experience of the firm providing similar services to other municipalities; x Cost effectiveness; and
x Quality of proposed staff.

CONTRACT NO. 2461
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INFORMATION TO BE SUBMITTED

1. Prospective Firms must submit one digital copy of their proposal via email to [email protected] in PDF format.

2. Include a Proposal Summary Section
This section shall discuss the highlights, key features, and distinguishing points of the Proposal. A separate sheet shall include all the contact people on the Proposal and how to communicate with them.

3. Include a Profile of the Proposing Firm(s) Section
This section shall include a brief description of the Firm, including size, location of office(s), number of years providing service, organizational structure of the division responsible, etc.

Additionally, this section shall include a listing of any lawsuit and the result of that action resulting from (a) any public project undertaken by the Firm where litigation is still pending or has occurred within the last five years or (b) any type of project where claims or settlements were paid by the Firm or its insurers within the last five years.

4. Include a Qualifications of the Firm Section
This section shall include a brief description of the Firm’s qualifications and previous experience of similar or related services provided to other agencies. Provide a description of pertinent experience with other public municipalities (maximum of four) that includes a summary of the work performed, the total amount billed, the period over which your Firm represented the agencies, and the name, title, and phone number of clients to be contacted for references. Include at least two (2) sample reports for similar projects prepared for other local government agencies. Describe any attributes that distinguish the services provided by your firm/individual from others that would help the City in the selection process.

5. Include a Work Plan Section
In this section, present a well-conceived service plan. This section of the proposal shall establish the Firm’s understanding of the City’s Scope of Services in this RFP and the Firm’s ability to satisfy the objectives and requirements outlined in the scope. Describe the proposed approach for addressing the scope of service, outlining the approach that would be undertaken in providing the requested services, and the tentative schedule for project completion. Additionally, describe related service experience by the Firm in CONTRACT NO. 2461
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May 18, 2026 Special & Regular Mtg Page 254 of 350

similar work. Please describe the role, extent of services (number of people used, engagement duration, and contract value).

6. Include a Proposed Staffing Section
In this section, discuss how the Firm would propose to staff the City’s requested strategic plan consulting service needs. Firm’s key team members shall be identified by name, specific responsibilities and their qualifications. An organizational chart for the attorney team and resumes for key Firm personnel shall be included. Key Firm personnel will be an important factor considered by the City Manager’s Office. There can be no change of key personnel once the proposal is submitted, without prior approval of the City.

7. Include a Proposal Costs Sheet and Rates Section
In this section, include the proposed costs to provide the services desired. Include any other cost and price information that would be contained in a potential agreement with the City.

In addition, include the costs for any other services that are considered optional additions.

CONTRACT NO. 2461
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May 18, 2026 Special & Regular Mtg Page 255 of 350
NOVEMBER 13, 2025
City of San Fernando

PROPOSAL FOR STRATEGIC PLAN CONSULTING SERVICES
Colleen Rozillis, Managing Principal
Annie Rose Favreau, Director
Al Zelinka, Director
Khala Stanfield, Director
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Proposal summary
Dear City of San Fernando Review Committee,
We are pleased to submit our proposal to provide strategic plan consulting services for the City of San Fernando (City). We are confident we offer the team, capabilities, approach, and level of dedicated service that will meet or exceed your expectations for the following reasons:
x Extensive strategic planning expertise. For over 40 years, we have provided strategic planning services to public sector organizations, not-for-profit entities, and businesses. Our planning expertise will enable us to help the City develop a comprehensive, practical, and achievable strategic plan that engages stakeholders throughout the planning process. Our approach identifies not just key goals and priorities, but the actionable steps to attain goals; implementation planning; and performance measures to monitor and report progress to leadership and the community.
x Our approach is grounded in comprehensive stakeholder engagement. We firmly believe the planning process is just as important as the resulting plan. Effectively engaging City leadership, employees, and community stakeholders will be critical to successful execution of the plan. x Professionals who communicate effectively with government. Because we’re hired by government clients to solve challenging oversight and operational problems at the highest levels, we’re well versed at dealing with all levels of government. Your proposed team reports to councils, finance and audit committees, and senior management on a regular basis.

We hope after reviewing our proposal you find Baker Tilly highly qualified to provide the City’s strategic planning consulting services. We look forward to the possibility of working with you on this important undertaking. Thanks very much for your consideration.

We can’t wait to get started.

Sincerely,

Colleen Rozillis Annie Rose Favreau,
Managing Principal Director
+1 (206) 302 6795 | [email protected] +1 (206) 302 6326 | [email protected] CONTRACT NO. 2461
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Contact information
Annie Rose Favreau, director, will be the City’s primary point of contact for this proposal. Her contact email and phone number are shared below. Also attached is Colleen Rozillis, our consulting managing principal. Colleen will serve as the escalation point during any work should we be awarded a contract.

Annie Rose Favreau,
Director
+1 (206) 302 6326
[email protected]
Project Director,
Primary Point of Contact
Colleen Rozillis,
Managing Principal
+1 (206) 302 6795
[email protected] Engagement Principal
CONTRACT NO. 2461
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Contents
Proposal summary 2
Firm profile 5
Firm qualifications and references 8
Project understanding and work plan 13
Key personnel 17
Cost sheet and rates 19
Appendix: Resumes 20
The information provided here is of a general nature and is not intended to address the specific circumstances of any individual or entity. In specific circumstances, the services of a professional should be sought.

Baker Tilly US, LLP and Baker Tilly Advisory Group, LP and its subsidiary entities provide professional services through an alternative practice structure in accordance with the AICPA Code of Professional Conduct and applicable laws, regulations and professional standards. Baker Tilly US, LLP is a licensed independent CPA firm that provides attest services to clients. Baker Tilly Advisory Group, LP and its subsidiary entities provide tax and business advisory services to their clients. Baker Tilly Advisory Group, LP and its subsidiary entities are not licensed CPA firms.

Baker Tilly Advisory Group, LP and Baker Tilly US, LLP, trading as Baker Tilly, are independent members of Baker Tilly International. Baker Tilly International Limited is an English company. Baker Tilly International provides no professional services to clients. Each member firm is a separate and independent legal entity, and each describes itself as such. Baker Tilly Advisory Group, LP and Baker Tilly US, LLP are not Baker Tilly International’s agent and do not have the authority to bind Baker Tilly International or act on Baker Tilly International’s behalf. None of Baker Tilly International, Baker Tilly Advisory Group, LP, Baker Tilly US, LLP nor any of the other member firms of Baker Tilly International has any liability for each other’s acts or omissions. The name Baker Tilly and its associated logo is used under license from Baker Tilly International Limited.

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Proposal for City of San Fernando 5
Firm profile
Guiding you with our resources, reputation and reach
Making decisions today to shape tomorrow is never easy. That’s why the City of San Fernando (City) needs a consulting firm with the right blend of industry insight, functional expertise and technical knowhow. Baker Tilly is that firm.

We focus on the intersection of strategy and execution to help you move forward with clarity and confidence. Our consulting services are designed to:
x Deliver innovative, practical solutions that help you adapt quickly, implement best practices, strengthen your service delivery and generate efficiencies x Identify and mitigate risk, so you can make informed decisions with greater certainty x Solve your toughest challenges, with a team that brings creativity, agility and deep local government knowledge
Our reputation for quality is well-documented. As a leading advisory, tax and assurance firm, we were named a “Leader in Consulting” by Accounting Today. Below are key facts about our consulting practice, including the depth of resources that stand ready to support the City’s project team:

Baker Tilly at a glance
When you engage with us, you gain more than a service provider—you gain a collaborative team that aligns with your culture, adapts to your needs and delivers measurable impact. Our flexible engagement model meets you where you are and helps you get where you want to go. Most importantly, the City will benefit from an exceptional experience for your leadership team, your internal teams and those you serve.

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Proposal for City of San Fernando 6
Our recent combination
Moss Adams and Baker Tilly have joined forces to redefine accounting, tax, and advisory services for public sector clients. United, we bring a legacy and commitment to helping our clients embrace what’s next.

With more than 11,000 professionals in 90-plus locations nationally, our reach and resources fuel our ability to bring deep industry insights, bold thinking, and holistic solutions that serve our clients’ unique needs.

Office locations
Baker Tilly has more than 90 locations nationally, with offices in the following 26 states:
x Arizona
x California
x Colorado
x Connecticut
x Delaware
x Florida
x Georgia
x Illinois
x Indiana
x Kansas
x Massachusetts
x Michigan
x Minnesota
x New Jersey
x New Mexico
x New York
x Ohio
x Oregon
x Pennsylvania
x Tennessee
x Texas
x Utah
x Washington
x Washington D.C.
x West Virginia
x Wisconsin
Our office location nearest to the City is in Woodland Hills, California. 21700 Oxnard Street Suite 300
Woodland Hills, CA 91367
Number of years providing strategic planning consulting Our consulting team brings over 40 years of experience in assisting organizations like the City to realize their vision and set priorities through our strategic planning services. We support local governments and their agencies, not-for-profit organizations, tribes and tribal entities, and businesses in developing and implementing strategic plans.

Firm organization structure
Baker Tilly Advisory Group, LP and Baker Tilly US, LLP, trading as Baker Tilly, operate under an alternative practice structure and are members of the global network of Baker Tilly International Ltd., the members of which are separate and independent legal entities. Baker Tilly US, LLP, an Illinois limited liability partnership, is a licensed CPA firm that provides assurance services to its clients. Baker Tilly Advisory Group, LP, a Delaware limited partnership, and its subsidiary entities provide tax and consulting services to their clients and are not licensed CPA firms.

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Baker Tilly Advisory Group, LP (a Delaware limited partnership) operates under an alternative practice structure with Baker Tilly US, LLP (an Illinois limited liability partnership).

Disciplinary action and litigation statement
As with any large firm, we are occasionally involved in addressing legal and regulatory issues. However, no action, suit, proceeding, inquiry, or investigation before or by any court or federal, state, municipal, or other government authority is pending, or to our knowledge is threatened against our firm, related to or which would have a material effect upon the services contemplated herein.

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Firm qualifications and references
Government experience
You’ll receive more effective services from our specialized professionals who have a deep understanding of the pressures you face, like the need for greater efficiency under tight budget constraints. Our significant experience working with local government organizations means our professionals are more likely to help you spot potential problems, create effective solutions, and understand the industry-specific impacts of today’s major disruptors.

Baker Tilly has a group of specialized practices with numerous professionals who specialize in serving tax-exempt entities, including governments, higher education institutions, not-for-profits, Tribal and gaming entities, energy and utility entities, and federal contractors. This firmwide team currently serves over 4,200 government clients throughout the United States.

City experience
Our firm not only has an extensive government services practice but also deep experience specific to cities. Several of our team members are former city managers, department heads, managers and analysts who served communities as public servants. What you’ll find working with Baker Tilly is a team that blends creativity and experience to offer new possible ways for the City to reduce risk, gain efficiency, and take advantage of unique opportunities as they develop. By bringing innovation and creativity together, you’ll work with a team that understands and specializes in cities like yours.

The depth of our practice means we understand the issues you face today and can provide the specialized services you need now and in the future—such as organizational assessments; performance audits; IT hardware, software, and cybersecurity evaluations; fraud investigations; forensic accounting single audits; accounting for complex investment transactions; and benefit plan audits.

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Our firm’s professionals currently serve as consultants and auditors for more than 500 cities across the nation and nearly 40 local government entities in the State of California. Below is a sample list of the municipal governments we serve in California.

REPRESENTATIVE CALIFORNIA CITY CLIENTS
x City of Bakersfield
x City of Chula Vista
x City of Cupertino
x City of Fresno
x City of Lindsay
x City of Modesto
x City of Pasadena
x City of Patterson
x City of Redondo Beach
x City of Riverside
x City of Roseville
x City of San Jose
x City of Santa Monica
x City of Signa Hill
x Town of Loomis
Commitment to California
Our firm has a long history in the Golden State. Since our first office opened, we’ve grown our footprint in California to 22 locations and serving over 40,000 clients.

Strategic planning experience
At Baker Tilly, our dedicated consultants have a proven track record for developing collaborative, inclusive plans founded in broad stakeholder engagement, clear performance metrics, and processes that support effective progress tracking and reporting.

We’ve helped numerous local governments like the City develop short- and long-range plans, engage stakeholders, establish priorities, develop policies, define outcomes, develop key performance indicators, CONTRACT NO. 2461
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and measure performance. With Baker Tilly, the strategic planning process is just as important as the resulting plan. We work collaboratively with our clients to deliver high-quality, insightful work products that facilitate a productive and rewarding planning process.

Our approach to facilitation and planning is based in three key concepts:
1 Robust Planning Process
Our team has substantial experience facilitating holistic and interactive planning sessions that take a deep dive into the key elements of a comprehensive strategic plan. In these sessions we address an organization’s a mission, vision, and core values and evaluate its strengths, weaknesses, opportunities, and threats (SWOT) analysis. We also discuss community needs, strategic objectives, priority initiatives, and key performance measures.
2 Effective Stakeholder Engagement
Our approach is deeply grounded enabling the City’s employees, partners, and community members to participate in the planning process. We often utilize tools like focus groups, confidential online surveys, town halls, and public meetings to engage stakeholders. We’ve found broad participation that enhances insights and perspectives represented in the plan and increases collective buy-in to the plan—both critical to implementation success
3 Implementation Management
In our experience, we’ve learned that a strategic plan may provide a road map for achieving a defined vision, but it’s not always implemented as an effective management tool. That’s why, in addition to delivering a comprehensive plan document, we also work with our clients to develop an implementation template and other management tools that can be used to track progress toward each strategic initiative.

This way, our clients are prepared to facilitate effective communication, ongoing management, and progress reporting on the plan.

References
The experiences of our clients speak more about Baker Tilly’s capabilities than any proposal ever could.

That’s why we encourage you to talk with our clients. Here are a few individuals who welcome the opportunity to share their Baker Tilly experience. Some of these engagements were performed under the Moss Adams name prior to June 2025 when Baker Tilly and Moss Adams merged into one firm.

Each will give you an authentic perspective as you consider your own needs.

CITY OF CORONA
2021 STRATEGIC PLANNING SERVICES
Name Jacob Ellis Title City Manager
Phone +1 (951) 279 3670 Email [email protected]
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Project Description: We provided end-to-end strategic planning support, including interviews, data gathering, meeting facilitation, and plan development. We facilitated both in-person and virtual planning sessions with the City’s leadership team and council, conducted interviews with key community stakeholders, and gathered feedback through a community survey with more than 1,000 responses. We also hosted multiple virtual open houses to gather additional community input. The resulting plan has strengthened alignment between leadership and the community, providing a shared roadmap for future growth and investment.
x City of Corona 2021 – 2026 Strategic Plan

CITY OF PATTERSON
2017 & 2024 STRATEGIC PLANNING SERVICES
Name Ken Irwin Title Retired City Manager
Phone +1 (209) 895 8015 Email [email protected] Project Description: The City of Patterson engaged our team to facilitate their strategic plan development process in both 2016 and 2023. For both projects, we performed comprehensive stakeholder engagement including interviews, and surveys of staff, management, council, and community groups. In 2023, we also expanded the process to include multiple focus groups to gain perspectives from specific segments of the community (like business owners and Spanish speakers) and a broad public survey. As a result, the City has seen improved alignment between community priorities and City initiatives, leading to more targeted investments and measurable progress toward long-term goals. x City of Patterson 2024 – 2028 Strategic Plan

CITY OF SALEM
2020 & 2025 STRATEGIC PLANNING SERVICES
Name Courtney Knox-Busch Title Chief Strategy Officer
Phone +1 (503) 540 2426 Email [email protected]
Project Description: We serve as the City of Salem’s (City) consultant of record, supporting strategic improvement, organizational alignment, and enterprise leadership. In 2020, we performed comprehensive strategic planning services for the City that included interviews, data gathering, meeting facilitation, and plan development. We facilitated City Council work sessions, collaborated with department directors, and performed community engagement. To ensure that the plan was actively connected to the City’s resources, we used the strategic plan strategic goals as the basis for the City’s priority-based budgeting framework. In addition, we helped the City establish an annual planning process where priority activities are selected each year by the management team and then incorporated into the annual budgeting process to ensure that priorities have dedicated and realistic funding. We are currently working with the City to update their strategic plan.
x City of Salem 2021- 2026 Strategic Plan
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CITY OF SANTA MONICA
VARIOUS CONSULTING SERVICES SINCE 2014
Name Susan Cline Title Assistant City Manager
Phone +1 (310) 458 8411 Email [email protected] Project Description: We have been serving as the City of Santa Monica’s internal and performance auditor of record since mid-2014. We initiated our services by conducting a comprehensive enterprise risk assessment and internal controls review. The results provided the basis for identifying areas warranting more detailed evaluations of internal controls, such as cash handling, accounts receivable and revenue, and P-cards, and opportunities for enhancing performance. Since then, we have performed over 25 internal controls and performance audits for the City, with individual audit budgets ranging from $25,000 to $200,000, depending on the scope of analysis. In collaboration with City management, we have scoped focused departmental performance audits to identify opportunities for more efficient and effective operations and strategies for fiscal sustainability. We also conducted a comprehensive citywide compensation and service study.

CITY OF HESPERIA
2024 STRATEGIC PLANNING SERVICES
Name Rachel Molina Title City Manager
Phone +1 (760) 947 1018 Email [email protected]
Project Description: Baker Tilly partnered with the City of Hesperia to design and facilitate a comprehensive strategic planning process that engaged City leadership, staff, and community stakeholders. Our team conducted needs assessments, confidential surveys, and document reviews to gather critical input and ensure alignment with City Council-defined goals. We facilitated an interactive workshop with elected officials and executives to prioritize strategies, define a vision, and establish measurable objectives. The final deliverable included five goals and 37 clear, actionable strategies to implement the strategic plan supported by an implementation framework to integrate priorities into future budgets and operations.

Other Strategic Planning Samples
In addition to the links provided within the references, we encourage you to view these examples of government agency strategic plans that illustrate the diversity of our strategic planning experience:
x 2025 Lane County Strategic Plan
x 2024 Klamath County Strategic Plan
x 2024 Port of Cascade Locks Strategic Plan
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Project understanding and work plan
Project understanding
We understand that the City is seeking a highly qualified consulting team to assist in facilitating and preparing the 2027-2031 five-year strategic plan. The key items the City is seeking by bring on a consulting firm are defining the City’s aspirational future-state, the organization and prioritization of City initiatives and resources to achieve those aspirations, the wholistic alignment of public and private City stakeholders around a shared vision and strategic direction, materializing visionary concepts into achievable and measurable goals, bringing outside perspective to the table revolving around ideas of economic and community-oriented goals, and finalize an innovative plan of actions so the City can measure and maximize its path forward towards growth and resilience.

We’ll achieve a successful strategic planning process by properly initiating and defining the project, understanding your strategic priorities, efficiently performing the work, and preparing clearly articulated deliverables. Each stage of our integrated approach to the strategic planning process is described below.

Proposed approach
Phase 1 COORDINATION
Project coordination will encompass finalizing the work plan, establishing progress reporting requirements, confirming responsibilities and timing, ongoing project management, and quality assurance.

Finalize work plan
Upon contract award, we will conduct a kickoff meeting with the City’s strategic planning team to finalize the work plan and establish clear expectations for the project. The work plan will define the scope, timing, resources, and level of effort required to complete each phase. The work plan will also specify the stakeholder engagement process and communication plan, including target participants for each engagement opportunity including staff, leadership, and community stakeholders.

Provide progress updates
We’ll work with City leadership to establish protocols for managing work and submitting progress reports to verify the project is being performed on time, within budget, and at a satisfactory level of quality. To keep you informed of project progress, we will host biweekly or monthly progress coordination meetings, in-person meetings at key milestones, and will provide regular reports (at the City’s desired frequency) that address schedule status, budget status, and any issues that may require attention.

Perform quality assurance
A principal will review all deliverables to verify that our mutual quality standards are met before submittal.

PHASE 1 DELIVERABLES
x Final work plan and schedule
x Ongoing progress reports
x Ongoing quality assurance reviews
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Phase 2 FACT FINDING
We believe the strategic planning process is just as important as the resulting plan. Fact finding activities will include assembling appropriate information from relevant documents and stakeholder engagement.

Conduct environmental scan
The environmental scan will provide essential input for the planning process by identifying focus areas to be addressed by goals, objectives, and initiatives.
x We’ll conduct 1:1 interviews and/or focus groups with City Council members, the City Manager, and Executive staff.
x We will request and review relevant documents, including past plans, organizational charts, and budgets. In addition, we will review any relevant employee or community feedback that has been collected within the past five years.

Key elements of the environmental scan will include understanding the City’s current and future needs as we assess strengths, weaknesses, opportunities, and threats.

PHASE 2 DELIVERABLES
x Environmental scan results
x SWOT analysis
Phase 3 FACILITATION
This phase involves planning workshops with City leaders to develop core elements of the strategic plan.

Planning session facilitation
We’ll facilitate between two and three strategic planning workshops with City leadership (City Council, City Manager, and Executive staff) to create the core elements of the strategic plan. Our planning sessions will focus on the development of strategic goals aligned with the organization's mission, vision, and values; actionable strategies; and performance metrics.

In these interactive sessions, we will:
x Review the results of the environmental scan and SWOT analysis x Revisit and revise (if needed) the City’s mission, vision, and value statements x Develop strategic goals, objectives, and action items The work session will be an engaging and iterative process where input from the City Council, management, staff, and community is merged to create a document that reflects the insights and priorities of each group. The goal is to ensure that: 1) priorities are well understood, 2) there is strong alignment between the overarching strategy and the specific tactics, and 3) performance measures are meaningful.

The exact date(s) for the workshops will be determined by the City’s project team during the project planning process and will take into consideration participant availability. In between sessions, we may use surveys and small group discussions to gain insight into priorities, outcomes, and activities to achieve results. The goal will be to provide sufficient time between sessions to incorporate results and CONTRACT NO. 2461
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review them with City leadership before for the next session, while maintaining momentum by avoiding too much time between sessions.

PHASE 3 DELIVERABLES
x Planning session agenda, materials, and facilitation for 2-3 sessions x Planning session results
Phase 4 REPORTING
The final phase planning process includes drafting and finalizing the strategic plan.

Draft strategic plan
In addition to the information developed for each stage of the planning process, the primary deliverable will be a comprehensive strategic plan that documents the planning process, participants, and results.

The strategic plan will function both as the City’s blueprint for success and as a powerful communication tool that clearly defines the City’s mission, vision, priorities, goals, objectives, strategies, and outcome measures. The plan will serve as a “living” document that covers a five-year period. The overall strategic plan will incorporate the following elements:
x Vision, mission, and values
x Goals, objectives, and actions
x A high-level implementation roadmap
x Outcome-focused performance metrics
We will submit the draft plan to City leadership for review and revise the draft plan based on comments.

Community outreach
Once an initial draft of the strategic plan is developed, we will gather input from the broader City community—including employees, partners, residents, and stakeholders.

For the employee input, we can conduct an organization-wide survey. For the community input, we will conduct a survey and host at least one in-person and one virtual open house. If desired, we can also do a train-the-trainer model so that City staff members can host additional community input sessions. We will summarize the results of the community outreach efforts and present potential plan updates to City leadership for consideration.

Submit final strategic plan
We will then present the finalized plan and process overview to City Council for adoption.

Process implementation support
Key to implementation success is ongoing tracking, reporting, and evaluation of plan execution. We’ll work with the City to establish an implementation tracking template and a process for data collection to support performance reporting and monitor progress toward the strategic goals. In addition, we will codevelop an annual process where senior management recommend key activities to support the strategic plan goals and objectives in alignment with the City’s budgeting process.

Strategy Management Software (optional)
Recent years have seen the development of robust, moderately priced, cloud-based technology tools to facilitate the strategy deployment and results tracking and reporting processes. These tools allow for a more rapid, effective and sustainable transition from strategic planning to strategic management.

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Among the leading providers of strategy management software in the local government market today is a company called Envisio. The strategy, data analytics, performance evaluation and reporting functionality supports important strategic management needs, including:
x Alignment of strategic plan and financial plans
x Aggregation and visualization of results data
x Performance benchmarking
x Organizational and community dashboards to drive transparency x Management of employee performance
Baker Tilly has a strategic alliance with Envisio, though we are neither a reseller nor an implementer of the Envisio application suite. We can provide value-added professional services in the design of performance dashboards and reporting tools to assist in the tracking and monitoring of strategic plan progress of the progress of any other planning process you may have. Examples could include the annual budget, capital improvement plan, and others. Should you be interested in exploring, now or later in the planning process, we can arrange for a product demonstration and provide costing for consideration.

PHASE 4 DELIVERABLES
x Draft strategic plan
x Employee and/or community engagement results, including the facilitation of two community outreach sessions (one in-person and one virtual) x Final strategic plan
x Implementation tracking template and process for tracking and reporting status of the strategic plan
x Annual process for selecting strategic plan activities x Strategy management software (optional)
Project timeline
Strategic planning projects typically take approximately five to six months to complete from project startup to delivery of the final plan. The overall timing will depend on the availability of key City personnel and the general timing of this work in relation to other relevant work impacting the organization. Should we be awarded this work, we are available to begin work shortly after contract execution.

PHASE 1 MONTH 1 MONTH 2 MONTH 3 MONTH 4 MONTH 5 MONTH 6

1. COORDINATION

2. FACT FINDING

3. FACILITATION

4. REPORTING
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Key personnel
Meet the service team we’ve assembled to achieve everything you envision. Selected intentionally for your goals and backed by our specialized resources, these individuals are collaborative and multidisciplinary. Their passion for the public sector will make them an unstoppable force on your behalf.

Our proposed team composition is designed to provide a robust combination of quality assurance, project management, government expertise, and strategic planning experience that leverage the specialized expertise of our team members.

The engagement team will be led by Colleen Rozillis, managing principal, who will oversee the quality of deliverables for the City. Annie Rose Favreau, director, will serve as the project director. Annie Rose will head up the day-to-day work effort as well as being the project’s primary contact.

This team will also be joined by Al Zelinka, director, and Khala Stanfield, director, who will be on the team as facilitators and bring their deep experience working as local government leaders to this work. Annie Fadely, manager; Emily Hayes, manager; and Claire Kasinadhuni, senior, will provide analytical support.

Brief resumes including professional qualifications and experience are listed on the pages at the end of this proposal in “Appendix: Resumes”.

Name and title Role
Colleen Rozillis, MPA, PMP, Managing Principal Engagement Principal Annie Rose Favreau, MPA, Director Project Director
Al Zelinka, FAICP, CMSM, Director Facilitator
Khala Stanfield, MBA, CSSBB, Director Facilitator
Annie Fadely, MPA, Manager Lead Analyst
Emily Hayes, CIA, Manager Data Lead
Claire Kasinadhuni, MPA, Senior Analyst
Baker Tilly will not be utilizing subcontractors for this engagement.

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Organizational chart
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Cost sheet and rates
Sharing our transparent fee estimate
For our clients, it’s about more than the dollars you pay at the end of the day; it’s about value. You’ll get solid and timely deliverables. But more than that, the experience you’ll have working with forwardthinking, industry-specialized professionals who work side by side with you to explore new possibilities.

Our professional fees will be billed monthly based on the amount of work completed, plus expenses. We are committed to fees that are fair and commensurate with the level of service described in this proposal.

Based on our initial understanding of your needs, we estimate the total cost to be $60,000.

Service Description Estimated Hours Amount
Phase 1: Coordination 30 $7,500
Phase 2: Fact Finding 60 $15,00
Phase 3: Facilitation 85 $22,250
Phase 4: Reporting 65 $16,250
Total Cost 240 $60,000
Travel expenses for onsite work will be billed at cost and will be capped at a not-to-exceed level of 5% of the overarching project fee (or $3,000).

Hourly rates
Our standard hourly rates range from $300 to $655. However, given the City’s public service focus, we have provided a discounted hourly rate of $250 for all positions.

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Appendix: Resumes
0BColleen Rozillis, PMP, Managing Principal
Professional Experience
Colleen has over 20 years’ experience providing strategic guidance to a diverse range of clients. She helps organizations enhance operations and culture, improve strategic leadership and planning, reduce risk, and cultivate more effective governance. She collaborates with clients to understand their goals and objectives, and to define organizational and programmatic changes that better equip and position them to achieve those goals.

Colleen leads the firm’s Strategy, People, & Operations Consulting Practice, overseeing strategic and management consulting teams that are deeply embedded in industries including government, broadband and utilities, health care, not-for-profit, tribal, and higher education. She serves as the consulting leader for the firm's Not-for-Profit and Public Services industry group.

Her extensive government background spans planning, policy, and financial analysis for local and state agencies in more than 20 US states. Previously, she managed the Performance Reporting Branch of the Washington State DOT and authored their 2011–2015 Strategic Plan.

Colleen has provided strategic planning consulting services to clients including City of Benicia, Burns Paiute Tribe, Carson City, City of Corona, City of Creswell, City of North Las Vegas, City of Signal Hill, County of Maui, City of Patterson, Platte River Power Authority, City of Roseville, and City of Salem.

Professional Affiliations
x Past Chair, Board of Trustees, Humanities Washington
x Member, Society for Corporate Governance
x Member, Project Management Institute
x Member, International City & County Management Association x Member, Institute of Internal Auditors
x Member, Association of Local Government Auditors
Professional Certifications
x Project Management Professional (PMP)
Education
x MS, public policy and management, Carnegie Mellon University x BA, English and political science, University of Michigan x Diversity and Inclusion Certificate, Cornell University CONTRACT NO. 2461
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1BAnnie Rose Favreau, Director
Professional Experience
Annie Rose helps mission-driven organizations increase their impact. With a focus on organizational development, her areas of expertise include strategic planning, governance consulting, organizational assessments, and leadership facilitation.

Annie Rose has extensive experience bringing practical insights and clear solutions for complex problems to an array of clients in the public and social sectors—including local, state, and tribal governments, not-for-profit organizations, foundations, and higher education institutions.

Annie Rose has recently provided strategic planning consulting services to local government clients including Burns Paiute Tribe, Chelan Douglas Regional Port Authority, Chitimacha Tribe of Louisiana, Corona-Norco School District, City of Corona, City of Salem, City of Signal Hill, City of Patterson, County of Maui, Curry County, Inland Empire Utility Agency, Klamath County, Lane County, Makah Tribe, Northern Ohio Regional Sewer District, Oregon Public Defense Commission, Platte River Power Authority, Port of Cascade Locks, and the Port Gamble S’Klallam Tribe.

Professional Affiliations
x Member, Institute of Internal Auditors (IIA)
x Member, International City and County Manager’s Association (ICMA) Professional Certifications
x Equity-Centered Facilitation Certification, Center for Equity and Inclusion x Certificate of Nonprofit Board Consulting, BoardSource Education
x MPA, Daniel J. Evans School of Public Policy and Governance, University of Washington
x BA, French and English literature, Seattle University CONTRACT NO. 2461
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2BAl Zelinka, FAICP, CMSM, Director
Professional Experience
Al brings a wealth of experience in both local government leadership and consulting to his work with Baker Tilly’s Strategy, People, & Operations Advisory practice. As a Director with Baker Tilly’s municipal consulting team, Al coordinates the firm’s facilitation and executive coaching services and works with local governments to advance their promise, potential, and performance through strategic planning, organizational assessments, coaching, process improvement, and team building.

Prior to joining Baker Tilly, Al was the City Manager for the City of Huntington Beach, California, and the City Manager (and former Assistant City Manager and Community Development Director) for the City of Riverside, California, as well as the Community Development Director (and Planning Manager) for Fullerton, California. Prior to joining the City of Fullerton, Al was Vice President with RBF Consulting and served as Principal of RBF Consulting's Urban Design Studio. During this time, Al served more than 150 cities in more than 30 states; much of his work was with towns and cities within the Pacific Coast, Intermountain West, and Southwest regions.

In both his municipal leadership and consulting roles, Al develops trusting relationships with elected and appointed officials, agency and organizational executives, and community members to advance quality of life, individual and organizational performance, fiscal stewardship, sustainability, and economic prosperity. He is a Fellow of the American Institute of Certified Planners, is a Certified Main Street Manager, and is certified in Community Economic Development.

Al daily upholds his original career objective: to “make a difference” in communities and the profession.

Professional Affiliations
x Fellow, American Institute of Certified Planners (FAICP) x University of California, Davis, Professional Coaching for Life & Work Certification (in progress)
Education
x MS, regional planning Cornell University
x BS, public planning, Northern Arizona University BA, French and English literature, Seattle University
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3BKhala Stanfield, MBA, CSSBB, Director
Professional Experience
Khala has more than 12 years of experience in achieving large scale organizational growth by facilitating strategic planning processes, conducting qualitative analysis and industry related research for strategy portfolios and developing fact-based recommendations for leaders to enable critical decisions.

Prior to joining Baker Tilly, Khala served as the Director of Organizational Performance with the City of Glendale, AZ. She was responsible for the city’s and departmental strategic plans, data analytics program, internal audit, Lean process improvements and employee and community engagement surveys and facilitation. She achieved a What Works Cities gold certification in 2022 for Glendale’s Balanced Scorecard initiative. She is certified in Balanced Scorecard and has Google Project Management and Lean Six Sigma Black Belt certifications.

Professional Affiliations
x National Forum for Black Public Administrators Central Arizona Chapter, President
x National Forum for Black Public Administrators, National Corporate Council Member
x Member, International City and County Manager’s Association (ICMA) x Arizona State University Alumni, executive board member x Toastmasters International, Distinguished Toastmaster Certification, former Arizona administration manager and division director x Bethany Church Incorporated, financial administrator
Professional Certifications
x Aveta Business Institute, Lean Six Sigma Black Belt certified x Google Project Management Certification
x Balanced Scorecard Institute, Balanced Scorecard Professional certification
x State of Arizona, Supervisor Academy certification
Education
x MBA, marketing, University of Phoenix
x BS, global business and financial management, Arizona State University CONTRACT NO. 2461
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4BAnnie Fadely, Manager
Professional Experience
Annie works with public sector and values-driven organizations on projects that improve organizational health, maximize resources, and align operations with strategic goals. Her expertise includes assessing functional alignment, staffing levels, risk exposure, and operational efficiency; performance auditing; identifying process improvements; group facilitation and stakeholder engagement; strategic planning; and change management. Annie takes a collaborative, transparent, and detail-oriented approach to each project.

Prior to joining Baker Tilly, Annie held roles in economic policy and political campaign consulting.

Annie has provided strategic planning services to clients including the Port of Cascade Locks, the Chitimacha Tribe of Louisiana, the Inland Empire Utility Agency, the Oregon Public Defense Commission, and the Port Gamble S’Klallam Tribe.

Professional Affiliations
x Member, International City and County Management Association (ICMA) x Member, Association of Local Government Auditors (ALGA) x Member, Institute of Internal Auditors (IIA)
Professional Certifications
x Certified Change Practitioner (ProSci)
Education
x MPA, Daniel J. Evans School of Public Policy and Governance, University of Washington
x BA, international studies, University of Washington
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5BEmily Hayes, CIA, Manager
Professional Experience
Emily has served a variety of clients since joining Moss Adams in 2011 by delivering a diverse array of consulting, internal audit, and in-depth research services. Her passion is for helping clients identify, evaluate, and implement opportunities for improvement by providing strategic, operational, and risk management consulting services. Emily’s background in research and information management drives her commitment to connecting clients with meaningful, actionable information as part of every engagement.

Her professional areas of focus include assessing and streamlining business processes for effectiveness and efficiency; delivering data transformation support services; strengthening organizational resilience through business continuity and contingency planning; and supporting organizations through mitigating inherent and emerging risks.

Emily leads the delivery of targeted research and analysis services including the development and administration of surveys; developing and tracking performance measures; financial, operational, and compensation benchmarking; and economic, industry, and market analysis.

Her municipal clients include the City of Abilene, City of Bakersfield, City of Berkeley, City of Corona, City of Creswell, City of Culver City, City of Cupertino, City of El Paso De Robles, City of Eugene, City of Fresno, City of Glendale, City of Laguna Niguel, City of Menlo Park, City of Modesto, City of New Port Richey, City of Newport Beach, City of Palo Alto, City of Patterson, City of Portland, City of Redondo Beach, City of Renton, City of Roseville, City of Salem, City of San Jose, City of Santa Monica, City of Santa Rosa, City of Stockton, City of Vancouver, and City of Wasilla.

Professional Affiliations
x Member, Association of Local Government Auditors (ALGA) x Member, Institute of Internal Auditors (IIA)
x Member, International City and County Manager’s Association (ICMA) Professional Certifications
x Certified Internal Auditor (CIA)
Education
x MS, information management, University of Washington
x BA, international studies, American University
CONTRACT NO. 2461
EXHIBIT "B"
52 "
'%
!!(
"#

May 18, 2026 Special & Regular Mtg Page 280 of 350
Proposal for City of San Fernando 26
6BClaire Kasinadhuni, Senior
Professional Experience
Claire has been providing consulting and analytical services since 2020. Her experience includes statistical data analysis, research, literature reviews, and strategy support. She has also been involved in program analysis, the development and implementation of system updates, as well as vulnerability assessments.

Claire is currently working with the Oregon Public Defense Commission on its adoption of an appointed counsel program, as well as adoption for a new financial case management system. She is also working with the Washington State Bar Association and Office of Public Defense on its 2025 Appellate Workload Study, as well as the State of Delaware Office of Defense Services on the application of the National Public Defense Workload Standards for adult criminal, juvenile, and appellate case types. Prior to joining Baker Tilly, Claire served as a judicial fellow and business systems analyst for the Superior Court of California, County of Nevada.

Professional Certifications
x Certificate of Applied Policy and Governance, Sacramento State Capital Fellows Program
Education
x BA, environmental studies, University of Washington
x MA, public administration, University of Washington
CONTRACT NO. 2461
EXHIBIT "B"
53 "
'%
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"#

May 18, 2026 Special & Regular Mtg Page 281 of 350
ATTACHMENT “C”
Vision and Mission Statement Survey Options
Vision Statement - A vision statement describes where the City of San Fernando is heading and expresses an aspirational view of the future desired state.

Please select one option from the proposed vision statements below that you feel best represents your vision for San Fernando's future.

Option 1
• We envision a future where San Fernando is a safe, beautiful, and thriving community known for its resilient infrastructure, inclusive spirit, and strong sense of shared identity.

Option 2
• Our vision is a modern and vibrant city distinguished by excellence, accountability, and a deep community connection, where residents enjoy reliable services and a fulfilling community experience.

Option 3
• San Fernando strives toward a future defined by innovation, transparency, and pride - where people feel safe, supported, and empowered to work together as one community.

Mission Statement - A mission statement indicates the purpose of the City and guides the prioritization of opportunities. The mission defines what the City stands for and how it operates.

Please select one option from the proposed mission statements below that you feel best represents the mission of the City of San Fernando's government organization.

Option 1
• We serve the San Fernando community by delivering reliable, inclusive, and transparent services; stewarding public resources responsibly; and fostering a safe, welcoming environment for residents, businesses, and visitors.

Option 2
• Our mission is to strengthen San Fernando through accountable governance, responsible financial management, and high-quality services that support infrastructure, safety, and overall community well-being.

Option 3
• We are committed to preserving the City's history, promoting sustainability and prosperity, and responding to community needs with professionalism, integrity, and a focus on long-term progress.

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AGENDA REPORT
ADMINISTRATIVE SERVICES DEPARTMENT 117 MACNEIL STREET, SAN FERNANDO, CA 91340 (818) 898-7307 WWW.SANFERNANDO.GOV REVIEW: ☒ City Clerk ☒ Director of Admin. Services ☒ City Manager To: Mayor Joel Fajardo and Councilmembers
From: Kanika Kith, City Manager
By: Erica Melton, Director of Administrative Services
Sergio Ibarra, Human Resources & Risk Manager
Date: May 18, 2026
Subject: Discussion and Consideration to Adopt a Resolution Authorizing the City to Provide Written Notice of Intent to Withdraw Membership from the Independent Cities Risk Management Authority
RECOMMENDATION:

It is recommended that the City Council:
a. Adopt Resolution No. 8453 (Attachment “A”) authorizing the City to provide a written notice of intent to withdraw membership from Independent Cities Risk Management Authority (ICRMA); and
b. Authorize the City Manager, or designee, to make non-substantive changes and execute all related documents.

BACKGROUND:

1. Since 1986, the City has been a member of the ICRMA and participates in the Liability, Workers’ Compensation, property, auto physical damage, crime and cyber programs with other member cities from the greater Los Angeles and Orange County areas.

2. On November 10, 2025, the City Council provided direction to review California Joint Powers Insurance Authority (JPIA) as an alternative to current ICRMA for any cost savings.

3. In March 2026, as ICRMA initiated development of its preliminary budget for the 2026-2027 program year, significant increases to remaining program participants were recommended largely due to a smaller participant pool which decreased from 12 to 10 member cities.

May 18, 2026 Special & Regular Mtg Page 285 of 350
Discussion and Consideration to Adopt a Resolution Authorizing the City to Provide Written Notice of Intent to Withdraw Membership from the Independent Cities Risk Management Authority

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ANALYSIS:

The Independent Cities Risk Management Authority (ICRMA) is a not-for-profit joint powers authority directed by a governing board consisting of one (1) representative from each of the member cities. The Governing Board directs the activities of the pools, programs and outside administrators to the advantage of its membership. ICRMA is managed by a professional administrative staff to provide immediate assistance with risk management and transfer, insurance, third-party administrators for workers’ compensation and general liability claims, litigation, and safety training.

The City has been a member of ICRMA since 1986 and participates in the following programs:
general liability, workers’ compensation, property and equipment, auto physical damage, flood, crime, cyber, and terrorism.

Currently, the ICRMA includes the following 12 cities: Bell, Downey, El Monte, El Segundo, Fullerton, Glendora, Huntington Park, Inglewood, Lynwood, San Fernando, Santa Ana and South Gate. Effective June 30, 2026, the cities of El Segundo and Glendora will no longer be participants and the risk management pool will decline to 10 member cities. This pattern of declining membership has caused tremendous concern due to the distribution of costs across fewer cities, which continues to adversely impact City financial forecasts. Over the past decade alone, membership has declined from 21 participant cities in 2016 and now less than half, with additional cities anticipated to issue notices of withdrawal in the upcoming year.

For the 2026-2027 program year, the methodology for ICRMA charges was restructured, with the aim of more fair and equitable allocation costs among all members to more accurately reflect the benefits provided to each member under the Liability and Workers’ Compensation programs.

The administrative fee formula allocates 50% equally among all member cities and 50% proportionally based on each city’s total payroll costs. Despite these changes, the City’s costs have risen by approximately $532,000 over the prior year. This is consistent throughout the pool, with agency participation costs increasing by approximately 10.8% or an average of $535,000 across remaining member cities.

The bylaws of ICRMA (Attachment “B”) require that any member requesting to leave ICRMA, whether one (1) or all its offered risk programs, must submit their intent to withdraw membership from ICRMA in writing. In addition, the requested action to withdraw must be approved through a resolution by the member agency’s Governing Board/City Council. The City is interested in performing an analysis on the feasibility of continued participation in ICRMA and wishes to explore membership in other risk-sharing pools and/or directly purchasing commercial insurance from a vendor(s). Should the City decide to transition to an alternate risk pool effective program year beginning July 1, 2027, the bylaws require that the Notice of Intent Resolution be provided no later than July 1, 2026 to ICRMA.

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This recommendation is consistent with City Council direction, as the City is committed to reducing costs and identifying a provider who offers competitive pricing, comparable coverage, excellent customer service delivery, and other supplemental benefits. These benefitsinclude but are not limited to, safety training, customized reporting and data tracking, employee development training, and risk management training/consulting.

After the City conducts its research and makes reasonable comparisons within the industry, the City will have the option of choosing another provider or remaining with ICRMA. The bylaws state that subsequent to the notice of intent to withdraw, agencies have until December 1, 2026, to rescind the withdrawal notice. This provision is advantageous in that it gives the City adequate time and flexibility to make a balanced and informed decision. If the City provides its notice of intent to withdraw on or before July 1, 2026, the City’s effective withdrawal date would be July 1, 2027.

BUDGET IMPACT:

There is no budget impact associated with this recommended action at this time. Staff will return to City Council with additional action in October 2026, for additional direction, at which time, costs for withdrawal and new risk pool costs will be evaluated for inclusion in Fiscal Year 2027-2028 budget development.

CONCLUSION:

It is recommended that the City Council Adopt Resolution No. 8453 authorizing the City to provide a written notice of intent to withdraw membership from ICRMA; and authorize the City Manager, or designee, to make non-substantive changes and execute all related documents.

ATTACHMENTS:

A. Resolution No. 8453
B. ICRMA Bylaws
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ATTACHMENT “A”
RESOLUTION NO. 8453

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SAN FERNANDO,

CALIFORNIA, AUTHORIZING THE CITY MANAGER TO PROVIDE WRITTEN

NOTICE OF INTENT TO WITHDRAW MEMBERSHIP FROM THE

INDEPENDENT CITIES RISK MANAGEMENT AUTHORITY (ICRMA)
WHEREAS, The Independent Cities Risk Management Authority (ICRMA) is a joint powers authority which allows member cities to pool resources to support liability and workers' compensation self-insured programs; and
WHEREAS, Independent Cities Risk Management Authority (ICRMA) allows member cities to group purchase other lines of insurance such as; Property, Auto Physical Damage, Crime and Cyber coverage; and
WHEREAS, The City of San Fernando has been a member of the Independent Cities Risk Management Authority (ICRMA) since 1986 and participates in the Liability, Workers’ Compensation, Property, Auto Physical Damage, Crime and Cyber Programs with 12 other member cities from the greater Los Angeles and Orange County Areas; and WHEREAS, the City of San Fernando wishes to explore various options of insurance coverage including other risk-sharing pools or purchasing commercial insurance directly; and WHEREAS, the City of San Fernando is interested in performing an analysis on the feasibility of continuing its participation in the Independent Cities Risk Management Authority (ICRMA); and
WHEREAS, should the City wish to transition to another insurance provider/carrier in the upcoming fiscal year, the Bylaws of the Liability and Workers’ Compensation programs for the Independent Cities Risk Management Authority (ICRMA) requires that notice of intent to withdraw membership as of July 1, 2027, must be provided no later than June 30, 2026; and WHEREAS, the provision of written notice to withdraw prior to June 30, 2026, does not preclude the City from rescinding such notice should the City wish to remain with the “ICRMA” during the 2026-27 program year based upon analysis completed by the City or based upon any need for additional time to conduct such analysis, provided that rescission is provided no later than December 1, 2026.

THE COUNCIL OF THE CITY OF SAN FERNANDO DOES HEREBY RESOLVE, FIND, DETERMINE, AND ORDER AS FOLLOWS:

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RES. NO. 8453
SECTION 1. The City Council of the City of San Fernando hereby finds and declares that the foregoing recitals are true and correct, and incorporate them herein as findings and as a substantive part of this Resolution.

SECTION 2. That a copy of the Resolution shall be provided to the Independent Cities Risk Management Authority (ICRMA).

SECTION 3. This Resolution shall take full force and effect immediately upon adoption by the City Council.

SECTION 4. The City Clerk shall certify to the adoption of this resolution and shall cause this Resolution and certification to be filed in the Office of the City Clerk.

PASSED, APPROVED, AND ADOPTED this 18th day of May 2026.

Joel Fajardo, Mayor of the City of San
Fernando, California
ATTEST:

Julia Fritz, City Clerk
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RES. NO. 8453

CERTIFICATION
I, City Clerk of the City of San Fernando, California, do hereby certify that the foregoing is a full, true, and correct copy of Resolution No. 8453, which was regularly introduced and adopted by the City Council of the City of San Fernando, California, at a regular meeting thereof held on the 18th day of May 2026, by the following vote of the City Council:

AYES:

NAYS:

ABSENT:

ABSTAINED:

IN WITNESS WHEREOF, I have hereunto set my hand and affixed the official seal of the City of San Fernando, California, this ____ day of May, 2026.

Julia Fritz, City Clerk

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ATTACHMENT "B"

2. Remedies Available to ICRMA on Default
a Scope - ICRMA may exercise any and all remedies available pursuant to law or granted pursuant to the Agreement and these Bylaws whenever a default as defined in this Article occurs.

No remedy contained in these Bylaws is intended to be exclusive. ii Available remedies include, but are not limited to, imposing a penalty or assessment, cancellation of Member's coverage, expulsion from a risk management program, and/or expulsion of the Member from ICRMA. b Process
The Board will give a Member in default 30 days' notice of its intent to deliberate on a remedy for said default. ii Remedies will be effective on the date prescribed by the Board. iii The Board has discretion to impose conditions for curing any default, and for reinstating the Member to its rights. c Cancellation of Coverage under a Program - Upon any default, the Board may:

Temporarily cancel any or all rights of the defaulting Member in any program in which such Member is in default until such time as the condition causing default is corrected and/or other conditions are met (e.g., the Board may temporarily suspend coverage if a Member fails to pay its contribution); OR ii Permanently cancel any or all rights of the defaulting Member in any program in which such Member is in default. d Involuntary Termination or Expulsion -The Board may expel any Member that is in default as defined in these Bylaws.

Such expulsion will be effective on the date prescribed by the Board, but not earlier than 30 days after notice of expulsion has been personally served on or sent via certified mail to the Member. e No Additional Waiver Implied - No delay or omission to exercise any right or power accruing upon any default shall impair any such right or shall be construed to be a waiver thereof. Further, in the event any condition contained in ICRMA's Governing Documents is breached by either party and thereafter waived by the other party, such waiver shall be limited to the particular breach so waived, and shall not be deemed to waive any other breach hereunder.

3. Agreement to Pay Attorney's Fees and Expenses - In the event either ICRMA or a Member is in default and the other party employs attorneys or incurs expenses for the collection of moneys, the enforcement of performance, or observance of any obligation under the Agreement on the part of the defaulting party, the losing party shall pay to the other party the reasonable fees of such attorneys and such other expenses so incurred by the other party.

F. Voluntary Withdrawal - Member withdrawal from any or all programs must be in accord with ICRMA's Governing Documents.

1. Limitations
a No withdrawal may become effective EXCEPT at the close of a program year. b A Member providing untimely notice shall be responsible for the full cost of the subsequent year's contribution. c A Member may NOT withdraw prior to the end of its initial three (3) year commitment period and shall be obligated, in all cases, for payment of its ENTIRE annual contribution for those three (3) years.

2. Notice of Intent to Withdraw
a In order to be effective, notice of intent to withdraw from ICRMA or to terminate participation in a specific program must be from the City Manager or other duly authorized official of the Member AND must be accompanied by the Council resolution or meeting minutes of the Member authorizing such action. b In order to be timely for a given program year beginning July 1, notice must be received by ICRMA no later than July 1 of the preceding year. Notice received after that date shall be considered UNTIMELY and thus INEFFECTIVE. c The Member may revoke such notice by subsequently notifying ICRMA of its revocation by December 1 of the preceding year. Such revocation must be supported by the Council resolution or meeting minutes of the Member authorizing such action. However, that support may arrive following communication to ICRMA of the Member's revocation.

3. Reapplication -A Member, which has voluntarily withdrawn from ICRMA or a specific program, may reapply for membership.

G. Following Withdrawal or Expulsion

1. NEITHER WITHDRAWAL NOR EXPULSION FROM ICRMA OR ANY OF ITS PROGRAMS RELIEVES ANY MEMBER OF ANY RIGHTS, OBLIGATIONS, LIABILITIES, OR DUTIES DURING THOSE PROGRAM YEARS, IN WHICH THE ENTITY PARTICIPATED.

As Approved 8/12/2021
*** ICRMA General Counsel reviewed and approved prior to Board vote. Page 6 of 15 May 18, 2026 Special & Regular Mtg Page 291 of 350
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AGENDA REPORT
REVIEW: ☒ City Clerk ☒ Director of Admin Services ☒ City Manager PUBLIC WORKS DEPARTMENT 117 MACNEIL STREET, SAN FERNANDO, CA 91340 (818) 898-1202 WWW.SANFERNANDO.GOV To: Mayor Joel Fajardo and Councilmembers
From: Kanika Kith, City Manager
By: Bonnie Tam, Director of Public Works
Patsy Orozco, Civil Engineering Assistant II
Date: May 18, 2026
Subject: Receive and File an Update Regarding the Design for the Pacoima Wash Connectivity Project
RECOMMENDATION:

It is recommended that the City Council:
a. Receive and file an update regarding the design for the Pacoima Wash Connectivity Project; and
b. Provide staff with direction, as applicable.

BACKGROUND:

1. In April 2022, through former Assemblymember Luz Rivas (District 39), the City submitted a $7,500,000 budget request to the State Assembly for funding the Pacoima Wash Connectivity Project, which included a pedestrian bridge, improvement to the Pacoima Wash Bikeway, and improvement to the Pacoima Wash Natural Park.

2. On July 29, 2022, the City and former Assemblymember Luz Rivas hosted a joint Press Conference at the Pacoima Wash Natural Park to celebrate the approval of funds and to bring community awareness to the project.

3. On June 5, 2023, the City Council adopted Resolution No. 8234 accepting and appropriating grant funds for the Pacoima Wash Connectivity Project, in the amount of $7,500,000.

4. On October 25, 2024, the City officially opened the Pacoima Wash Bikeway to the community.

However, the contractor has been retained to address final punch list items. The Notice of Completion for Phase I is anticipated to be presented to City Council Summer 2026.

5. On October 15, 2025, the City posted a Request for Proposals (RFP) for Design Services for the Pacoima Wash Connectivity Project on the City website and submitted to a list of bidders May 18, 2026 Special & Regular Mtg Page 295 of 350
Receive and File an Update Regarding the Design for the Pacoima Wash Connectivity Project

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on file with the City. In addition, the City also sent the RFP to consultants that have submitted proposals to the City regarding other projects.

6. On January 5, 2026, the City Council awarded Contract No. 2470 to Kimley-Horn and Associates for design services of the Pacoima Wash Connectivity Project.

ANALYSIS:

The existing Pacoima Wash Bikeway Project (Phase I) features a Bicycle/Pedestrian Path along the Pacoima Wash from Fourth Street to Eighth Street in the City of San Fernando with a pedestrian bridge connecting the path to the Cindy Montañez Natural Park (formerly Pacoima Wash Natural Park). The pedestrian bridge provides a safe connection between Cesar Chavez Learning Academy High School and surrounding residential neighborhoods near the Cindy Montañez Natural Park. This phase of the project is nearing completion, with project noticing to be anticipated this summer.

The Pacoima Wash Connectivity Project (Phase 2) includes enhancements that were identified during the initial community outreach, as well as meeting the 2018 Safe and Active Streets Plan that were not in Phase I due to funding constraints. The amenities that were unfunded in Phase 1 to be incorporated in Phase 2 include landscaping, irrigation, modernized crosswalks at Glenoaks Boulevard and Fifth Street crossings, benches, fence upgrades, sidewalk improvements, lighting, park and bikeway monuments as well as signage. The Pacoima Wash Connectivity Project exemplifies efforts to promote active transportation, enhance community connectivity, and provides residents with safe, accessible routes for walking and cycling, surrounded by green space. By transforming a once-divisive flood control channel into a unifying greenway, the project aims to improve public health, environmental quality, and overall quality of life in the community.

The City’s project design consultant for Pacoima Wash Connectivity Project (Phase 2), Kimley-Horn and Associates, in coordination with Katherine Padilla and Associates, have conducted two (2) public outreach events and have scheduled one (1) more outreach event in the City to gather community feedback on park design elements for this project. On March 14, 2026, the first outreach event was held at Cindy Montañez Natural Park.

On April 4, 2026, the second outreach event was held at the Spring Jamboree event at Las Palmas Park. The outreach events featured interactive dot voting to gather feedback on park design elements displayed on boards (Attachment “A”). Feedback was recorded on comment cards, flipcharts, and community poster boards during the events (Attachment “B”). Below is a summary of the community discussions and concerns at both events.

Summary of Community Discussions:

1. Strong Preference for Natural and Sustainable Design • Emphasis on native plants and preserving existing habitat May 18, 2026 Special & Regular Mtg Page 296 of 350
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• Support for long-term sustainability
• Preference for natural materials and permeable soils over hardscape

2. Habitat and Ecology Priorities
• Maintain and enhance natural habitat conditions
• Support pollinators and wildlife like butterflies, hummingbirds, birds like swallows • Interest in creating a balanced ecosystem between pollinators, birds, insects, and plants

3. Shade and Amenities
• Desire for shade trees throughout the park
• Specific request for shaded exercise equipment areas

4. Flooding and Drainage Concerns
• Ongoing flooding issues, especially near Bromont Avenue • Need for improved drainage solutions (e.g. swales)
• Importance of designing infrastructure with hydrology in mind

5. Safety and Security
• Concerns about the risk of fire near residence
• Concerns about illegal dumping and nuisance activity
• Concerns about fencing and site control

6. Landscape and Infrastructure Planning
• Tree placement and shade coverage
• Increased support for flowering and pollinator supporting plants • Irrigation feasibility
• Long term maintenance

7. Community Vision
• Desire to beautify the park while preserving its natural character • Preference for visually distinctive design elements particularly decorative paving and pathway features
• Focus on resiliency, ecology, and usability
• Park access, safety, and environmental sensitivity.

On May 30, 2026, the third community outreach event will be held in conjunction with the Foodzilla event in front of City Hall starting at 5:00 p.m. The final project concept will be presented at that event.

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Project Timeline.

Referenced below is a brief overview of the project schedule for the final design and construction of the project:

Project Milestones Date
Award Design Contract (Kimley-Horn) January 2026
Public Outreach
Workshop No. 1 at Cindy Montañez Natural Park March 14, 2026 Workshop No. 2 at Spring Jamboree April 4, 2026
Workshop No. 3 at Foodzilla May 30, 2026
Present Final Concept Design to City Council July 6, 2026 Complete Design: 100% Plans, Contract Documents, Engineer’s Estimate October 2026 Award Construction Contract December 2026
Complete Construction Contract September 2027
Start Project Maintenance – City (Public Works Department) October 2027 Of the $7,500,000 in grant funding provided through former Assemblymember Luz Rivas, Phase 1 – Pacoima Wash Bikeway Project required $2,814,338. The remaining balance of $4,685,662, will be used for the design, construction, and construction management of the Pacoima Wash Connectivity Project (Phase 2).

As noted in the timeline above, final design concept will be presented to City Council on July 6, 2026. The design is tentatively scheduled to be completed October 2026. Once the design is complete, the City will advertise the project and open bids November 2026 and award the construction contract December 2026.

BUDGET IMPACT:

The current fund allocation for the Pacoima Wash Connectivity (Phase 2) project is $4,685,662.

There is no match requirement by the City for this grant. The grant funds are appropriated and included in the Fiscal Year 2025-2026 Approved City Budget.

The following table summarizes the status of the project funding and proposed expenditures:

PROJECT FUNDING
Fund Account Number Current Allocation
State Assembly through former
Assemblymember Luz Rivas 010-311-0567 $ 7,500,000
Total Sources: $ 7,500,000
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PROPOSED EXPENDITURES
Activity Account Number Cost
Phase One - Construction 010-311-0567-4600 $ 2,814,338
Phase Two - Design/Engineering 010-311-0567-4600 $ 349,440 Phase Two - Construction 010-311-0567-4600 $ 4,000,000
Phase Two - Construction
Contingency
010-311-0567-4600 $ 336,222
Total Uses: $ 7,500,000
CONCLUSION:

It is recommended that the City Council receive and file an update regarding the design of the Pacoima Wash Connectivity Project.

ATTACHMENTS:

A. Voting Boards
B. Community Outreach Summaries
May 18, 2026 Special & Regular Mtg Page 299 of 350

PLANTING AND HARDSCAPE CHARACTER

PACOIMA WASH I MATERIALS AND SITE CHARACTER

BENCHES

DECORATIVE PLANTER WALL

ENTRY MONUMENT

PICNIC TABLES

DECORATIVE SEATWAU

BIKE REPAIR STATION

INTERPRETIVE SIGNAGE

COLORED CONCRETE OLOWROCK
MARCH 2026 Kimley >» Horn
May
ATTACHMENT "A"
18, 2026 Special & Regular Mtg Page 300 of 350

ARBUTU S MENZ IESI

PACIFIC MAO RONE

PLATANUS RA CEMOSA

CALIF ORNIA SYCAMORE
SHRUBS

CEANOTHUS 'YANKEE
POINT' CALIFORN~ LILAC
MUHLENBERGlA RIGENS

DEER GRASS

FESTUCA CALIFORNICA
CAL:IFORNIA FESCUE
. '
GAU RA UNDHEIMERI t>AUPHINE' ~~
GAURA ....

MIMULUS AURANTlACUS

STICKY MONKEY FLOWER
BACCHARlS PtLULARIS

PIGEON POINT COYOTE BRUSH

ROSMARINUS OFFICINALS 'PROSTRATUS'

CREEPING ROSEMARY
LEGEND
~ MONARCH BUTTERFLY
.. POLLINATOR

BIORETENTION PLANTS
PACOIMA WASH I PLANT PALETTE MARCH 202s Kimley >>> Horn May 18, 2026 Special & Regular Mtg Page 301 of 350
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AGENDA REPORT
CITY COUNCIL 117 MACNEIL STREET, SAN FERNANDO, CA 91340 (818) 898-1201 WWW.SANFERNANDO.GOV REVIEW: ☒ City Clerk ☒ Director of Admin. Services ☒ City Manager To: Vice Mayor Victoria Garcia and Councilmembers
From: Mayor Joel Fajardo
Date: May 18, 2026
Subject: Discussion Regarding the City’s Former Agreement Related to District B in the Downtown Mall Area
RECOMMENDATION:

I have placed this on the agenda (Attachment “A”) for City Council to receive and file the report and provide direction to staff as appropriate, and take any related action, including adoption of a resolution if deemed necessary.

BACKGROUND/ANALYSIS:

1. Attachment “A” was submitted to request to agendize this item for the April 6, 2026 City Council Meeting.

2. On April 6, 2026, the City Council tabled this item to the April 20, 2026 City Council meeting.

3. On April 20, 2026, the City Council tabled this item to the May 4, 2026 City Council meeting.

4. On May 4, 2026, the City Council tabled this item to a special meeting on May 12, 2026.

5. On May 12, 2026, the City Council tabled this item to the May 18, 2026 City Council meeting.

BUDGET IMPACT:

There is no impact to the budget by discussing this item. Additional future costs to be determined based on City Council direction.

ATTACHMENT:

A. Request to Agendize an Item for City Council Discussion/Consideration B. Resolution No. XXXX
May 18, 2026 Special & Regular Mtg Page 335 of 350
City Council | 117 Macneil Street | San Fernando, CA 91340 | (818) 898-1201 | Form # CC-003.3 (10/2025) | Page 1 of 1

REQUEST TO AGENDIZE AN ITEM FOR CITY COUNCIL

DISCUSSION/CONSIDERATION

CITY COUNCILMEMBER INFORMATION

NAME TITLE

ITEM INFORMATION
SUBJECT Title of the item you are requesting to be agendized.

BACKGROUND/ANALYSIS Provide the reason you are requesting this item be agendized.

ATTACHMENTS Do you have any attachments to include?
 Yes  No
RECOMMENDATION Indicate the direction you are recommending.

Joel Fajardo Mayor
Continued Discussion Regarding the City’s Former Agreement Related to District B in the Downtown Mall Area
This item is intended to provide an opportunity for the City Council to continue its discussion regarding the City’s former agreement related to District B in the Downtown Mall area. The discussion may include updates on matters associated with District B, including past agreements, activities, financial matters, and funds associated with the area, as well as any related issues affecting the Downtown Mall. The City Council may also consider taking any related action, including adoption of a resolution, if appropriate.
✔
Receive and file the report, provide direction to staff as appropriate, and take any related action, including adoption of a resolution if deemed necessary.

ATTACHMENT "A"
May 18, 2026 Special & Regular Mtg Page 336 of 350
ATTACHMENT “B”
RESOLUTION NO. XXXX

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SAN FERNANDO,

CALIFORNIA, REGARDING ECONOMIC EMPOWERMENT AND

REPRESENTATION OF SAN FERNANDO MALL BUSINESSES
WHEREAS, the City of San Fernando (City) values the continued growth and economic success of businesses located within the San Fernando Mall area; and WHEREAS, the City seeks to ensure that all local businesses have equitable access to information, programs, and representation in matters affecting their economic interests; and

NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF SAN FERNANDO DOES HEREBY RESOLVE, FIND, DETERMINE, AND ORDER AS FOLLOWS:

SECTION 1. That the City Council of the City of San Fernando affirms its commitment to supporting all local businesses—irrespective of size, income, or affiliation—and to fostering an inclusive, transparent, and thriving business environment within the San Fernando Mall and throughout the City..

SECTION 2. The City Clerk shall certify to the adoption of this resolution and shall cause a certified resolution to be filed in the Office of the City Clerk.

PASSED, APPROVED, AND ADOPTED THIS _____ day of _____, 2026.

Joel Fajardo, Mayor of the City of San
Fernando, California
ATTEST:

Julia Fritz, City Clerk
May 18, 2026 Special & Regular Mtg Page 337 of 350
RES. NO. XXXX
2 CERTIFICATION
I, City Clerk of the City of San Fernando, California, do hereby certify that the foregoing is a full, true, and correct copy of Resolution No. XXXX which was regularly introduced and adopted by the City Council of the City of San Fernando, California, at a regular meeting thereof held on the _____ day of _____, 2026, by the following vote of the City Council:

AYES:

NAYS:

ABSENT:

ABSTAINED:

IN WITNESS WHEREOF, I have hereunto set my hand and affixed the official seal of the City of San Fernando, California, this _____ day of _______, 2026.

Julia Fritz, City Clerk
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AGENDA REPORT
REVIEW: ☒ City Clerk ☒ Director of Admin. Services ☒ City Manager CITY COUNCIL 117 MACNEIL STREET, SAN FERNANDO, CA 91340 (818) 898-1201 WWW.SANFERNANDO.GOV To: Mayor Joel Fajardo and Councilmembers
From: Councilmember Patty Lopez
Date: May 18, 2026
Subject: Discussion Regarding Volunteer & Community Recognition Reception – Children’s Day Event 2026
RECOMMENDATION:

I have placed this on the agenda (Attachment “A”) for City Council to approve the use of the City Council Chambers and Conference Room for the Volunteer & Community Recognition Reception on Friday, May 22, 2026 beginning at 6 p.m. to 9 p.m. The event will be fully organized and supported by Councilmember Patty López and volunteers. The only request to the City is the preparation of certificates of recognition (Exhibit “A” to Attachment “A”). No staff support will be required for this event.

BACKGROUND/ANALYSIS:

See Attachment “A” that was submitted to request to agendize this item for the May 18, 2026 City Council Meeting.

BUDGET IMPACT:

There is no impact to the budget by discussing this item. Additional future costs to be determined based on City Council direction.

ATTACHMENT:

A. Request to Agendize an Item for City Council Discussion/Consideration, including:

Exhibit “A”: List of Volunteers
May 18, 2026 Special & Regular Mtg Page 341 of 350
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Patty Lopez Councilwoman
Volunteer & Community Recognition Reception – Children’s Day Event 2026 We are planning a special recognition event to honor approximately 40 volunteers, organizations, and local businesses that supported the Children’s Day Event held on April 28, 2026.

We would like to request the use of the City Council Chambers and the Conference Room on Friday, May 22, 2026, from 6:00 PM to 9:00 PM. The evening will include a small reception with light refreshments and an awards presentation recognizing the valuable contributions of our community partners, volunteers, businesses, and organizations.

This event is being organized in collaboration with community organizations, local businesses, and community members to continue strengthening partnerships and community engagement within the City of San Fernando.
✔
Approve the use of the City Council Chambers and Conference Room for the Volunteer & Community Recognition Reception on May 22, 2026.

This event will have no cost to the City of San Fernando. The event will be fully organized and supported by Councilmember Patty López and volunteers. The only request to the City is the preparation of certificates of recognition. No staff support will be required for this event.

ATTACHMENT "A"
May 18, 2026 Special & Regular Mtg Page 342 of 350
EXHIBIT “A” TO ATTACHMEMNT “A”
List of Volunteers 4/26/26 Children day
Todo Para Cristo Church

1. Capellan Osorio

2. Claudia moraga

3. Connie Romero

4. Ester Aviles

5. Floilan Jiguan

6. Fredy Alberto Martinez

7. Genesis isabel Jiguan Garcia

8. Herminio Pleites

9. Isabel Pleites

10.Jesús Mendoza

11.José Juan de Dios Hernández

12.Juana Juárez

13. Lorena del Valle

14. Lucy Lopez

15.Margarita Isabel Jiguan

16.María Luisa Rivas

17.Milly Jaimes

18. Oscar Bran

19. Ruben lopez

20. Victoria Tarula

21. Yesis Maricela Ventura
Family Memorial Lista de voluntarios
1- Claudia Carrillo
2- Joana Reyes
3- Elva Perez
4- Martha Estrada
5- Samuel Bracamontes
6- Elías Bracamontes
7- Yanira Bobadilla
8- Maria Libia Huerta
9- Juan Carlos Santos
10-Jeanette Santos
11-Elida Tinajero
12-Norma Barraza
May 18, 2026 Special & Regular Mtg Page 343 of 350
EXHIBIT “A” TO ATTACHMEMNT “A”
Mujeres Alfa Internacinal Organizacion

1. Antonia Escobar

2. Aury Sebeastian

3. Ben Robles

4. Gianni Gonzalez

6. Margarita Herrera

7. Maria Rea Chavez

8. Monica Rubio

9. Ofelia Herrera

10. Olga Torrejon

11. Patricia Lopez

12. Patty Lopez

13. Sara Lopez De Orozco

14. Sonia Tomasino

15. Juan Lopez

16. Oscar Menjivar

17. Margarita Calderon

18. Marlene Sosa

19. Elizabeth Mendez

20. Maurio Mendez

21. Richar Mendez

22. Temo Virrueta

23. Omar Alvarez
Little Dreamers of Guatemala
1- Ana Guzmán
2- Carlos Flores
3- Edgar Reyes
4- Sonia Aguilar
Celias Insurance Services
1- Carla Gonzalez
2- Cindy Cano
3- Giannina Gonzales
4- Karen Elias
5- Madre Luz Huezo
6- Miguel Castellanos
7- Miriam Mendoza
Total de voluntarios 65
May 18, 2026 Special & Regular Mtg Page 344 of 350
EXHIBIT “A” TO ATTACHMEMNT “A”
Patrocinadores
1- ANYS SALON
2- Beatriz Medrano
3- Bessy Arteaga
4- Celias Insurance Services
5- Family Memorial Insurance Services
6- Impact Leadership Network
7- LA CASITA RESTARURANT
8- Legacy Funeral Home
9- Little Dreamers of Guatemala
10-Margarita Arias
11-MUJERES ALFA INTERANCIONAL ORGANIZACION
12-Patricia Cockburn
13-SAN FERNANDO POLICE OFFICESS ASSOCATION
14-Sylmar Hispanic Chamber of Commerce
15-Vallarta Super Market
16-Veronica Rodriguez
17-Jackeline Cacho
18-Jair Montier
19-EMPRENDE ORGANIZATION
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AGENDA REPORT
CITY COUNCIL 117 MACNEIL STREET, SAN FERNANDO, CA 91340 (818) 898-1201 WWW.SANFERNANDO.GOV REVIEW: ☒ City Clerk ☒ Director of Admin. Services ☒ City Manager To: Vice Mayor Victoria Garcia and Councilmembers
From: Mayor Joel Fajardo
Date: May 18, 2026
Subject: Discussion and Direction to Staff Regarding City Council Priorities and Initiatives RECOMMENDATION:

I have placed this on the agenda (Attachment “A”) for City Council to provide direction to staff.

BACKGROUND/ANALYSIS:

See Attachment “A” that was submitted to request to agendize this item for the May 18, 2026 City Council Meeting.

BUDGET IMPACT:

There is no impact to the budget by discussing this item. Additional future costs to be determined based on City Council direction.

ATTACHMENT:

REQUEST TO AGENDIZE AN ITEM FOR CITY COUNCIL

DISCUSSION/CONSIDERATION

CITY COUNCILMEMBER INFORMATION

NAME TITLE

ITEM INFORMATION
SUBJECT Title of the item you are requesting to be agendized.

PRIORITIES
Is this included in the current FY priorities?
 Yes  No
BUDGET
Is this a budgeted item?
 Yes  No

FISCAL IMPACT
Is there a fiscal impact? If yes, indicate amount.
 Yes  No $
BACKGROUND/ANALYSIS Provide the reason you are requesting this item be agendized.

ATTACHMENTS Do you have any attachments to include?
 Yes  No
RECOMMENDATION Indicate the direction you are recommending.

Joel Fajardo Mayor
Discussion and Direction to Staff Regarding City Council Priorities and Initiatives ✔ ✔ ✔
The purpose of this item is to provide an opportunity for the City Council to discuss current and future City Council priorities and initiatives and provide direction to staff as appropriate.

Discuss and provide direction to staff, as appropriate. ✔
ATTACHMENT "A"
May 18, 2026 Special & Regular Mtg Page 350 of 350

San Fernando City CouncilMay 18, 2026

San Fernando City Council
May 18, 2026