San Fernando City Council
June 8, 2026

Staff Contact Kanika Kith, City Manager

MAYOR JOEL FAJARDO

VICE MAYOR VICTORIA GARCIA

COUNCILMEMBER MARY MENDOZA

COUNCILMEMBER MARY SOLORIO

COUNCILMEMBER PATTY LOPEZ
7+

CITY OF SAN FERNANDO

CITY COUNCIL

SPECIAL MEETING AGENDA
CLOSED SESSION MEETING - 4:30 PM TO 5:00 PM
OPEN SESSION SPECIAL MEETING – 5:00 PM
MONDAY, JUNE 8, 2026

CITY HALL COUNCIL CHAMBERS
117 MACNEIL STREET
SAN FERNANDO, CA 91340
Please visit the City’s YouTube channel to live stream and watch previously recorded City Council meetings, which is also available with Spanish subtitles at:
https://www.youtube.com/c/CityOfSanFernando
In accordance with the Americans with Disabilities Act of 1990, if you require a disability-related modification/accommodation to attend or participate in this meeting, including in-person translation services, or other services please call the City Clerk Department at (818) 898-1204 or email at [email protected] at least 2 business days prior to the meeting.

PUBLIC PARTICIPATION OPTIONS

WATCH THE MEETING
Live stream with audio and video, via YouTube, at: https://www.youtube.com/c/CityOfSanFernando

SUBMIT PUBLIC COMMENT IN PERSON
Members of the public may provide comments in person in the City Council Chambers during the Public Comments section of the Agenda by submitting a comment card to the City Clerk.

SUBMIT PUBLIC COMMENT VIA EMAIL
Members of the public may submit comments by email to [email protected] no later than 12:00 p.m. the day of the meeting, to ensure distribution to the City Council prior to consideration of the agenda. Comments received via email will be distributed to the City Council and made part of the official public record of the meeting.

CALL-IN TO PROVIDE PUBLIC COMMENT LIVE DURING THE SPECIAL MEETING Members of the public may call-in at the start of the meeting. Comments will be heard in the order received, and limited to three minutes. If necessary, the call-in period may be extended by the Mayor.

Note: This is audio only and no video.

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SAN FERNANDO CITY COUNCIL
Special Meeting Notice and Agenda – June 8, 2026

Call-in Telephone Number: (669) 900-6833
Meeting ID: 852 3763 3366
Passcode: 138302
When connecting to the Zoom meeting to speak, you will be placed in a virtual “waiting area,” with your audio disabled. When it is your turn to speak, you will be identified by announcing the last four digits of your telephone number. To unmute press *6 on your phone and begin your comment.

CALL TO ORDER - SPECIAL MEETING 4:30 P.M. (CLOSED SESSION)

ROLL CALL

TELECONFERENCING REQUESTS/DISCLOSURE

APPROVAL OF SPECIAL MEETING AGENDA (CLOSED SESSION)

PUBLIC STATEMENTS FOR SPECIAL MEETING (CLOSED SESSION)
There will be a three (3) minute limitation for each member of the audience who wishes to make comments relating to City Business. Anyone wishing to speak, please fill out the blue form located at the Council Chambers entrance and submit it to the City Clerk. When addressing the City Council, please speak into the microphone and voluntarily state your name and address.

RECESS TO CLOSED SESSION
A) CLOSED SESSION PURSUANT TO GOVERNMENT CODE SECTION 54957 – PUBLIC EMPLOYEE

PERFORMANCE EVALUATION
Title of Employee: City Manager
B) CLOSED SESSION PURSUANT TO GOVERNMENT CODE SECTION 54957 – PUBLIC EMPLOYEE

PERFORMANCE EVALUATION
Title of Employee: City Attorney
C) CONFERENCE WITH LABOR NEGOTIATOR PURSUANT TO GOVERNMENT CODE SECTION 54957.6 Designated City Negotiator: City Manager Kanika Kith
Employees and Employee Bargaining Units:

San Fernando Management Group (SEIU, Local 721);
San Fernando Public Employees’ Association (SEIU, Local 721); San Fernando Police Officers Association;
San Fernando Police Officers Association Police Management Unit; San Fernando Police Civilian Association;
San Fernando Part-Time Employees’ Bargaining Unit (SEIU, Local 721); All Unrepresented Employees
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SAN FERNANDO CITY COUNCIL
Special Meeting Notice and Agenda – June 8, 2026

RECONVENE FROM SPECIAL MEETING AND REPORT OUT FROM CLOSED SESSION

SPECIAL MEETING - PUBLIC PARTICIPATION OPTIONS

WATCH THE MEETING
Live stream with audio and video, via YouTube, at: https://www.youtube.com/c/CityOfSanFernando

SUBMIT PUBLIC COMMENT IN PERSON
Members of the public may provide comments in person in the City Council Chambers during the Public Comments section of the Agenda by submitting a comment card to the City Clerk.

SUBMIT PUBLIC COMMENT VIA EMAIL
Members of the public may submit comments by email to [email protected] no later than 12:00 p.m. the day of the meeting, to ensure distribution to the City Council prior to consideration of the agenda. Comments received via email will be distributed to the City Council and made part of the official public record of the meeting.

CALL-IN TO PROVIDE PUBLIC COMMENT LIVE DURING THE REGULAR MEETING Members of the public may call-in between 5:00 p.m. and 5:15 p.m. Comments will be heard in the order received, and limited to three minutes. If necessary, the call-in period may be extended by the Mayor. Note: This is audio only and no video.

Call-in Telephone Number: (669) 900-6833
Meeting ID: 833 6022 0211
Passcode: 924965
When connecting to the Zoom meeting to speak, you will be placed in a virtual “waiting area,” with your audio disabled. When it is your turn to speak, you will be identified by announcing the last four digits of your telephone number. To unmute press *6 on your phone and begin your comment.

CALL TO ORDER - SPECIAL MEETING 5:00 P.M. (OPEN SESSION)

ROLL CALL

TELECONFERENCING REQUESTS/DISCLOSURE
Recommend consideration of requests received for remote teleconference meeting participation made by members of the City’s legislative bodies, as permitted under the provisions of Assembly Bill (AB) 2449, Government Code Section 54953, and the City of San Fernando adopted Resolution No. 8215, effective March 1, 2023.

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SAN FERNANDO CITY COUNCIL
Special Meeting Notice and Agenda – June 8, 2026

PLEDGE OF ALLEGIANCE
Led by City Clerk Julia Fritz

APPROVAL OF SPECIAL MEETING AGENDA
Recommend that the City Council approve the agenda as presented and move that all ordinances presented tonight be read in title only as authorized under Government Code Section 36934.

DECORUM AND ORDER
The City Council, elected by the public, must be free to discuss issues confronting the City in an orderly environment. Members of the public attending City Council meetings shall observe the same rules of order and decorum applicable to the City Council (SF Procedural Manual). Any person making impertinent derogatory or slanderous remarks or who becomes boisterous while addressing the City Council or while attending the City Council meeting, may be removed from the room if the Presiding Officer so directs the sergeant-at-arms and such person may be barred from further audience before the City Council.

PUBLIC STATEMENTS
Members of the public may provide comments in person in the City Council Chambers during the Public Comments section of the Agenda by submitting a comment card to the City Clerk.

Members of the public may submit comments by email to [email protected] no later than 12:00 p.m. the day of the meeting to ensure distribution to the City Council and made part of the official public record of the meeting.

Members of the public may provide a live public comment by calling in between 6:00 p.m. and 6:15 p.m. CALL-IN INFORMATION: Telephone Number: (669) 900-6833; Meeting ID: 833 6022 0211; Passcode: 924965.

PRESENTATIONS
A. ANNUAL PROCLAMATIONS
• PROCLAMATION DECLARING JUNE 2026, AS FATHERHOOD WELLBEING MONTH • PROCLAMATION DECLARING JUNE 2026, AS PRIDE MONTH
BUDGET STUDY SESSION #3
1) UPDATE AND DISCUSSION ON THE CITY’S FACILITY CONDITION ASSESSMENT REPORT Recommend that the City Council:
a. Receive and file an update on the City’s Facility Condition Assessment Report regarding the repairs and maintenance of City facilities;
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Special Meeting Notice and Agenda – June 8, 2026

b. Provide direction, as applicable.
2) DISCUSSION OF FISCAL YEAR 2026-2027 BUDGET STUDY SESSION NO. 3 Recommend that the City Council:
a. Review and discuss the Fiscal Year 2026-2027 Proposed Budget; and b. Provide direction to staff, as appropriate.

CONSENT CALENDAR
Items on the Consent Calendar are considered routine and may be disposed of by a single motion to adopt staff recommendation. If the City Council wishes to discuss any item, it should first be removed from the Consent Calendar.
3) CONSIDERATION TO ADOPT RESOLUTION NO. 26-061 APPROVING THE WARRANT REGISTER OF JUNE 1, 2026
Recommend that the City Council:
a. Adopt Resolution No. 26-061 approving the Warrant Register of June 1, 2026. 4) RECEIVE AND FILE STATUS UPDATES FOR CITY PROJECTS AND CITY COUNCIL PRIORITIES Recommend that the City Council receive and file the status report for FY 2025-2026 City Projects and City Council Priorities, and provide direction, as appropriate. 5) CONSIDERATION TO ADOPT A RESOLUTION ESTABLISHING DESIGNATION OF APPLICANT’S AGENCY FOR NON-STATE AGENCIES TO SUBMIT TO THE CALIFORNIA GOVERNOR’S OFFICE OF

EMERGENCY SERVICES, AS REQUIRED FOR REIMBURSEMENTS RELATED TO THE JANUARY 2025 WINDSTORM AND CRITICAL FIRE EVENTS
Recommend that the City Council:
a. Adopt Resolution No. 8456 establishing a designation of applicant agency for non-state agencies to submit to the California Governor’s Office of Emergency Services, as required for reimbursements related to the January 2025 Windstorm and Critical Fire Events; and b. Authorize the City Manager, or designee, to make non-substantive changes and execute all related documents.

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Special Meeting Notice and Agenda – June 8, 2026

6) CONSIDERATION TO ADOPT A RESOLUTION APPROVING PARTICIPATION IN THE CALIFORNIA

STATEWIDE COMMUNITIES DEVELOPMENT AUTHORITY OPEN PROPERTY ASSESSED CLEAN

ENERGY PROGRAM
Recommend that the City Council:
a. Adopt Resolution 8457 approving participation in the California Statewide Communities Development Authority Open Property Assessed Clean Energy Program; and b. Authorize the City Manager, or designee, to execute any documents necessary to implement the CSCDA Open PACE Program within the City.
7) CONSIDERATION TO ADOPT A RESOLUTION APPROPRIATING FUNDING FOR THE PRODUCTION OF TWO 2026 FIFA WORLD CUP WATCH PARTIES
Recommend that the City Council:
a. Adopt Resolution No. 8458 amending the budget for Fiscal Year 2025-2026 to appropriate funds from the General Fund Reserve and Area B Promotional Fund accounts for the production of two FIFA World Cup watch parties in the City; and b. Authorize the City Manager, or designee, to appropriate funds and amend the budget to address these changes.
8) CONSIDERATION TO APPROVE A THIRD AMENDMENT TO THE LEGAL SERVICES AGREEMENT

WITH CIVICA LAW GROUP FOR ON-CALL CODE ENFORCEMENT LEGAL SERVICES Recommend that the City Council:
a. Approve a Third Amendment to the Legal Services Agreement with Civica Law Group, APC (Contract No. 2244(c)) to increase the not-to-exceed sum from $100,000 to $165,000 per fiscal year to provide on-call Code Enforcement Legal Services; and b. Authorize the City Manager, or designee, to make non-substantive changes and execute the Amendment and all related documents.
9) CONSIDERATION TO APPROVE A SECOND AMENDMENT TO THE PROFESSIONAL SERVICES

AGREEMENT WITH INTERWEST SAFEBUILT COMPANY FOR ADDITIONAL ON-CALL BUILDING

AND SAFETY SERVICES
Recommend that the City Council:
a. Approve a Second Amendment to the Professional Services Agreement with Interwest SAFEbuilt Company (Contract No. 2248(b)) to increase the annual maximum compensation from $240,000 to $350,000 for On-Call Building and Safety services; and b. Authorize the City Manager, or designee, to make non-substantive changes and execute the Amendment and all related documents.

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SAN FERNANDO CITY COUNCIL
Special Meeting Notice and Agenda – June 8, 2026

10) CONSIDERATION TO AUTHORIZE SUBMITTAL OF A GRANT APPLICATION TO THE CALIFORNIA DEPARTMENT OF JUSTICE TOBACCO GRANT PROGRAM TO SUPPORT THE CITY’S UNDER-AGE

TOBACCO PURCHASE PREVENTION PROGRAM
Recommend that the City Council authorize the submittal of a grant application to the California Department of Justice Tobacco Grant Program in an amount up to $100,000 to support the Police Department’s Under-Age Tobacco Purchase Prevention Program. 11) CONSIDERATION TO APPROVE A PROFESSIONAL SERVICES AGREEMENT TO CIVILTEC ENGINEERING, INC. FOR THE DEVELOPMENT OF THE RISK AND RESILIENCE ASSESSMENT AND EMERGENCY RESPONSE PLAN FOR THE CITY’S WATER INFRASTRUCTURE SYSTEM Recommend that the City Council:
a. Approve a Professional Services Agreement to Civiltec Engineering, Inc. (Contract No. 2518) to provide professional surveying and engineering services to develop the Risk and Resilience Assessment and Emergency Response Plan for the City’s water infrastructure system in an amount not-to-exceed $24,935.00; and
b. Authorize the City Manager, or designee, to make non-substantive changes and execute the agreement and all related documents.

PUBLIC HEARING
12) A PUBLIC HEARING TO CONSIDER ADOPTING A RESOLUTION APPROVING THE 2025 URBAN WATER MANAGEMENT PLAN AND THE 2025 WATER SHORTAGE CONTINGENCY PLAN Recommend that the City Council:
a. Conduct a Public Hearing; and
b. Pending public testimony, adopt Resolution No. 8459 adopting all components of the 2025 Urban Water Management Plan and 2025 Water Shortage Contingency Plan.

ADMINISTRATIVE REPORTS
13) RECEIVE AND FILE A REPORT ON PUBLIC-PRIVATE AGREEMENTS AFFECTING CITY OWNED LAND; CONSIDERATION TO ADOPT A CALIFORNIA ENVIRONMENTAL QUALITY ACT COMMON SENSE EXEMPTION; AND DISCUSSION AND CONSIDERATION TO APPROVE A FIRST READING

OF AN ORDINANCE ESTABLISHING PROTOCOLS FOR PROPOSED SALE, LEASING, AND/OR

DEVELOPMENT OF CITY-OWNED LAND
Recommend that the City Council:
a. Receive and file a report on Public-Private Agreements affecting City owned land; June 8, 2026 Special CC Mtg Page 7 of 478

SAN FERNANDO CITY COUNCIL
Special Meeting Notice and Agenda – June 8, 2026

b. Adopt a California Environmental Quality Act Guidelines Section 15061 (b) (3) common sense exemption; and
c. Introduce for first reading, in title only, and waive further reading of Ordinance No. 1743 titled, “An Ordinance of the City Council of the City of San Fernando, California, Establishing Protocols for Proposed Sale, Leasing, and/or Development of City-Owned Land”. 14) DISCUSSION AND CONSIDERATION REGARDING THE CESAR CHAVEZ MEMORIAL SITE Recommend that the City Council discuss and provide direction to staff regarding partnering with original artist, Ignacio Gomez, and Pueblo y Salud to facilitate two community engagement meetings to gather input and inform the future direction of the Cesar Chavez Memorial Site. 15) RECEIVE AND FILE THE UPDATED CITY COUNCIL PROCEDURAL MANUAL, INCLUDING RELATED

PROCEDURES AND ADMINISTRATIVE PROVISIONS
Recommend that the City Council:
a. Receive and file the updated City Council Procedural Manual; and b. Provide staff with direction, as applicable.
16) DISCUSSION REGARDING SAN FERNANDO CHRISTMAS PARADE 2026 This item was agendized by Councilmember Patty Lopez.

City Council consideration and direction to staff regarding the designation of EMPRENDE as the official organizing entity and the development of a partnership framework necessary to successfully implement the San Fernando Christmas Parade 2026. 17) DISCUSSION REGARDING OFFICE 133 COUNCILMEMBER WORKSPACE IMPROVEMENTS This item was agendized by Councilmember Patty Lopez.

City Council discussion to direct staff to provide essential office appliances, including a microwave, coffee maker, and refrigerator, in Office 133 to support Councilmembers and improve the functionality of the office as a workspace and meeting area. 18) DISCUSSION REGARDING CITY EVENT PERMITTING AND FACILITY RESERVATION PROCESS This item was agendized by Councilmember Patty Lopez.

City Council discussion to direct staff to establish a clear and efficient process for event applications and facility reservations. The process should include a defined timeline for acknowledging receipt of applications, confirming facility availability, reviewing requests in a timely manner, and providing applicants with approval or denial decisions within a specified timeframe. Staff responsibilities and points of contact should also be clearly identified to ensure consistent communication and customer service.

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SAN FERNANDO CITY COUNCIL
Special Meeting Notice and Agenda – June 8, 2026

STAFF COMMUNICATION INCLUDING COMMISSION UPDATES

GENERAL CITY COUNCIL/BOARD MEMBER COMMENTS AND LIAISON UPDATES ADJOURNMENT The meeting will adjourn to the Regular Meeting of June 15, 2026.

AFFIDAVIT OF POSTING
I hereby certify under penalty of perjury under the laws of the State of California that the foregoing agenda was posted on the City Hall bulletin board not less than 72 hours prior to the meeting.

Dated: _________________ at: ____________
Signed By: _____________________________
Agendas and complete Agenda Packets (including staff reports and exhibits related to each item) are posted on the City’s `Internet website www.sanfernando.gov. These are also available for public reviewing prior to a meeting in the City Clerk Department. Any public writings distributed by the City Council to at least a majority of the Councilmembers regarding any item on this regular meeting agenda will also be made available at the City Clerk Department at City Hall located at 117 Macneil Street, San Fernando, CA, 91340 during normal business hours. In addition, the City may also post such documents on the City’s website at www.sanfernando.gov. In accordance with the Americans with Disabilities Act of 1990, if you require a disability-related modification/accommodation to attend or participate in this meeting, including auxiliary aids or services please call the City Clerk Department at (818) 898-1204 or [email protected] at least 48 hours prior to the meeting.

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PRESENTATIONS -

ANNUAL RECOGNITIONS
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Certificate of Recognition
JESSE H. AVILA

COUNCILMEMBER

JOEL FAJARDO

COUNCILMEMBER
Proclamation

FATHERHOOD WELLNESS MONTH
June 2026
Whereas , fathers and father figures play an essential role in the lives of children, families, and communities by providing guidance, support, stability, and care that contribute to the healthy development and well-being of future generations; and Whereas , engaged and supportive fathers positively impact children's emotional, educational, social, and economic outcomes, helping to foster resilience, confidence, and strong family connections; and
Whereas , Fatherhood Well-Being Month serves as an opportunity to recognize the importance of promoting the physical, mental, emotional, and financial well-being of fathers and father figures, while encouraging access to resources that strengthen families and communities; and
Whereas , the dedication of fathers, grandfathers, stepfathers, foster fathers, mentors, and other father figures plays a vital role in uplifting youth, promoting family stability, and building a stronger, healthier, and more connected community for all residents.

Now , Therefore, the San Fernando City
Council does Hereby Proclaim June 20 26
to be FATHERHOOD WELLNESS MONTH and encourages all
residents to recognize the invaluable contributions of fathers and father figures and to support their well-being for the benefit of families and the community.

M ARY M ENDOZA

C OUNCILMEMBER

JOEL F AJARDO
M AYOR

M ARY M ENDOZA

C OUNCILMEMBER

PATTY L OPEZ

C OUNCILMEMBER

VICTORIA G ARCIA

V ICE M AYOR
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VICTORIA G ARCIA

V ICE M AYOR

M ARY SOLORIO

C OUNCILMEMBER

JOEL F AJARDO
M AYOR

M ARY M ENDO ZA

C OUNCILMEMBER
P ATTY L ÓPEZ

C OUNCILMEMBER

PRIDE MONTH
June 2026
Whereas, the uprising at the Stonewall Inn in June 1969, sparked a liberation movement to resist harassment and persecution to which lesbian, gay, bisexual, transgender and queer (LGBTQ+) Americans were commonly subjected, marking the beginning of a movement to outlaw discriminatory laws and practices against LGBTQ+ Americans— a call to action that continues to inspire us to live up to our Nation’s promise of equality, liberty, and justice for all.

Whereas, historic United States Supreme Court rulings in recent years have struck down regressive laws, affirmed the right to marriage equality, and secured workplace protections for LGBTQ+ individuals in every State and Territory;
Whereas, Pride Month is a time to recognize the valuable contributions of the LGBTQ+ individuals across our country, recall the trials the LGBTQ+ community has endured and rejoice in the triumphs of trailblazing individuals who have bravely fought — and continue to fight — for full equality.

Whereas, we celebrate the progress we have made in creating a community more inclusive and accepting of gays, lesbians, bisexuals, and the transgender while recognizing that LGBTQ+ individuals continue to suffer discrimination, hostility and exclusion at almost every level of society, including in areas of housing, employment, healthcare, family law, immigration, religious, and marriage equality; Whereas, each day, more lesbian, gay, bisexual, transgender and queer people are elected to public offices across the country, serve in the United States Armed Forces, occupy the highest positions in business, participate in religious and spiritual communities, and serve as role models for all.

Whereas, our Nation continues to witness a tragic spike in violence against transgender women of color. LGBTQ+ individuals — especially youth who defy sex or gender norms — face bullying and harassment in educational settings and are at a disproportionate risk of self-harm and death by suicide; Whereas, society at large increasingly supports LGBTQ+ equality, it is essential to acknowledge that the need for multi-cultural education and awareness remains vital to end discrimination and prejudice; Whereas, to achieve a just and fair society, we must not only respect one another, but also appreciate our differences, recognize the common good in all of us, and celebrate diversity as one of our greatest strengths;
Whereas, all people deserve to live with dignity and respect, free from fear and violence, and protected against discrimination, regardless of their gender identity or sexual orientation and we understand the unique challenges faced by sexual and gender minorities – especially transgender and gender non-conforming individuals – and are taking steps to address them; Whereas, the City of San Fernando commends the bravery and courage of all those in the LGBTQ+ community that face adversity and various forms of violence. Continued opposition and oppression against LGBTQ+, especially LGBTQ+ black, indigenous, Latinx and people of color make it important for neighbors to stand up and show solidarity and support for our LGBTQ+ residents and the community at large; Whereas, in the four decades since the Stonewall Riots, civil rights for LGBTQ+ people have grown substantially, and LGBTQ+ pride celebrations have taken place around the country every June.

Now, therefore, the San Fernando City Counci l
on behalf of the City of San Fernando and all of the residents thereof, proclaims June 2026, and every June thereafter, as Lesbian, Gay, Bisexual, Transgender and Queer Pride Month (LGBTQ+) in the City of San Fernando and call upon all residents to eliminate prejudice everywhere it exists, to celebrate the great diversity of our city, and proclaim support for efforts, including raising the Pride Progress Flag at City Hall, that increase awareness, acceptance, and inclusion of Lesbian, Gay, Bisexual, Transgender and Queer individuals.

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AGENDA REPORT
PUBLIC WORKS DEPARTMENT 117 MACNEIL STREET, SAN FERNANDO, CA 91340 (818) 898-1222 WWW.SANFERNANDO.GOV REVIEW: ☒ City Clerk ☒ Director of Admin. Services ☒ City Manager To: Mayor Joel Fajardo and Councilmembers
From: Kanika Kith, City Manager
By: Bonnie Tam, Director of Public Works

Date: June 8, 2026
Subject: Update and Discussion on the City’s Facility Condition Assessment Report RECOMMENDATION:

It is recommended that the City Council:
a. Receive and file an update on the City’s Facility Condition Assessment Report (Attachment “A”) regarding the repairs and maintenance of City facilities; b. Provide direction, as applicable.

BACKGROUND:

1. On April 2, 2024, the City Council directed staff to provide an update on City facility, parkways, and other infrastructure improvements at the next City Council meeting, including a City facilities assessment.

2. On April 15, 2024, staff provided an update to the City Council with a recommended approach for conducting a citywide facility condition assessment.

3. On May 20, 2024, staff conducted an informal Request for Proposals (RFP) process and received a quote from Brightly Software, Inc. for consulting services for a citywide facility condition assessment.

4. On July 1, 2024, the City Council approved Contract No. 2264 with Brightly Software, Inc. to provide citywide facility condition assessment services.

5. On February 17, 2026, the Facility Condition Assessment Report was completed and issued by ALPHA Facilities Solutions LLC, in partnership with Brightly Software, Inc. (Attachment “A”).

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Update and Discussion on the City’s Facility Condition Assessment Report and the Five-Year Facilities Capital Improvement Plan for Fiscal Years 2026–2027 through 2030–2031

ANALYSIS:

A citywide facility condition assessment enables the City to systematically evaluate the condition of public buildings and infrastructure, identify safety concerns and maintenance needs, and prioritize repairs and capital improvements. The assessment supports informed budgeting and long-term capital planning, helping reduce lifecycle costs, minimize service disruptions, and ensure public facilities remain safe, functional, and reliable for the community. Following the facility condition assessment, an implementation of a facilities Asset Management Program can support long-term financial planning, improve data-driven prioritization of CIP projects, and reduce deferred maintenance and unexpected emergency repair costs through proactive lifecycle management of City facilities, which will be explored in the future when funding is identified.

In February 2026, ALPHA Facilities Solutions LLC (ALPHA), in partnership with Brightly Software, Inc. (Brightly), completed a Facility Condition Assessment (FCA) of approximately 98,700 square feet across 25 permanent public facilities and one (1) portable building. The FCA evaluated the condition, remaining useful life, and capital renewal needs of each facility's major systems.

The citywide average Facility Condition Index (FCI) is currently 17%, placing the City’s facilities portfolio within the “Poor” condition category (10–30%) under International Facility Management Association (IFMA) standards. For instance, the most critical facilities identified are Recreation Park (approximately 90 years old, FCI 21%) and City Hall (FCI 25%). A common guideline is:

FCI Condition
0–5% Good
5–10% Fair
10–30% Poor
>30% Critical / Consider replacement or major renovation The Facilities Condition Assessment estimates that the City currently has approximately $7.6 million in deferred maintenance needs for FY 2026-2027. In addition, an estimated $1.9 million in facility improvements and replacement projects will be needed over the next five years through FY 2030-2031.

As a result, the City faces a total estimated capital investment need of $9.5 million during the five-year period. This estimate reflects direct construction and repair costs only and does not include soft costs such as design, engineering, permitting, ADA compliance upgrades, asbestos abatement, environmental review, or seismic evaluations. These additional costs are estimated at approximately 20 percent, or $1.9 million, bringing the City's total anticipated facility investment need to approximately $11.4 million over the next five years.

These increasing maintenance and replacement needs highlight the importance of proactively investing in City facilities to preserve public assets, maintain service levels, reduce long-term repair costs, and minimize the risk of unexpected facility failures and service disruptions.

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Update and Discussion on the City’s Facility Condition Assessment Report and the Five-Year Facilities Capital Improvement Plan for Fiscal Years 2026–2027 through 2030–2031

The following summarizes the key findings of the FCA:
• 11 facilities have roof systems that have exceeded their useful service life. These facilities are: Booster Station at the Lower Reservoir, Recreation Park, City Hall, Pioneer Park House, Chlorine Treatment Building at Lower Reservoir, MWD Booster Station at Jessie Street, Police Department, Public Works Operation Center, Pumping Station at Lower Reservoir, Well 3, and Public Works Trailer
• 11 facilities contain domestic water piping installed prior to 1985. These buildings are:

Booster Station at Lower Reservoir, Las Palmas Park, Recreation Park, Pioneer Park House, MWD Booster Station at Jessie Street, Public Works Maintenance Shed, Chlorine Treatment Building at Lower Reservoir, Public Works Operation Center, Pumping Station at Lower Reservoir, Well 2A, and Public Works Trailer.
• Nine (9) facilities have electrical branch wiring systems more than 30 years old. These buildings are: Booster Station at Lower Reservoir, Recreation Park, City Hall, Pioneer Park House, MWD Booster Station at Jessie Street, Public Works Maintenance Shed, Police Department, Public Works Operation Center, and Pumping Station at Lower Reservoir. • Three (3) facilities have fire alarm and detection systems that have exceeded their 15-year expected lifecycle. These buildings are: Las Palmas Park, City Hall, and Police Department. • Four (4) facilities have HVAC distribution system that have exceeded their 30-year expected lifecycle. These buildings are: Las Palmas Park, Recreation Park, City Hall, and Public Works Operation Center.

Five-Year Facilities Capital Improvement Plan.

Based on the findings from the FCA Report, staff will prepare a Five-Year Facilities Capital Improvement Plan (the “Plan”) for City Council consideration at a later date. The Plan will be based on the findings of the FCA and relies upon the same facility condition data and assessments in developing the recommendations contained in the Plan. The proposed Plan is intended to stabilize, repair, and update City facilities through a phased investment strategy designed to address deferred maintenance, improve operational reliability, and protect the City’s long-term municipal assets.

The proposed Plan will prioritizes addressing critical facility deficiencies, with medium- and lowpriority improvements phased in as funding becomes available. Projects will be categorized into the following priority tiers:
• HIGH — Life-safety and critical infrastructure systems, including HVAC, electrical, roofing, fire protection, and plumbing systems;
• MEDIUM — Building enclosure integrity and occupant comfort improvements; and • LOW — Cosmetic finishes, aesthetic upgrades, and site improvements.

Staff will continue exploring various funding sources, which may include General Fund revenues, state and federal grants, enterprise fund contributions, internal service funds, and lease financing. The costs for future repair and maintenance will be identified when specific decisions June 8, 2026 Special CC Mtg Page 23 of 478
Update and Discussion on the City’s Facility Condition Assessment Report and the Five-Year Facilities Capital Improvement Plan for Fiscal Years 2026–2027 through 2030–2031

are made regarding available funding, the priority of facility repairs, and other factors. Specific budget impacts cannot be determined at this time; however, it will likely be significant.

The Facility Condition Assessment Report provides a comprehensive evaluation of the condition of City facilities and identifies the repairs, maintenance, and capital improvements necessary to preserve City assets and maintain safe, reliable, and efficient operations. Staff recommends that the City Council receive and file the report. Staff will bring back a proposed Five-Year Facilities Capital Improvement Plan at a future meeting to establish a prioritized workplan for addressing identified facility needs and create a long-range planning for future capital investments.

BUDGET IMPACT:

The Five-Year Facilities Capital Improvement Plan will be presented to the City Council for consideration at a future date. Budget appropriations will be determined at that time based on available funding, debt capacity, and competing priorities.

CONCLUSION:

It is recommended that the City Council receive and file an update on the City’s Facility Condition Assessment Report (Attachment “A”) regarding the repairs and maintenance of City facilities; and provide direction, as applicable.

ATTACHMENTS:

A. Facility Condition Assessment: Executive Summary Report Prepared by ALPHA/Brightly June 8, 2026 Special CC Mtg Page 24 of 478
f
Facility Condition Assessment
City of San Fernando
Executive Summary Report February 17, 2026
ATTACHMENT "A" June 8, 2026 Special CC Mtg Page 25 of 478 June 8, 2026 Special CC Mtg Page 26 of 478
3 FACILITY CONDITION ASSESSMENT

CITY OF SAN FERNANDO
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5 TABLE OF CONTENTS
FACILITY CONDITION ASSESSMENT CITY OF SAN FERNANDO ........................................................... 3 EXECUTIVE SUMMARY ................................................................................................................................ 7 Introduction ............................................................................................................................................. 7 Acknowledgement................................................................................................................................... 7 Facility Condition Assessment Approach ............................................................................................... 8 Prioritization of Needs............................................................................................................................. 9 Building Performance Metrics ................................................................................................................. 10 The Renovate Versus Replacement Question ....................................................................................... 11 Categorization of Costs........................................................................................................................... 11 Facility Condition Assessment ................................................................................................................ 12 Site and Infrastructure Condition Assessment........................................................................................ 13 Overview of Findings............................................................................................................................... 14 ADMINISTRATIVE FACILITY CONDITION INFORMATION ........................................................................ 29 Administrative.......................................................................................................................................... 30 Renewal Forecast ................................................................................................................................... 33 UTILITIES FACILITY CONDITION INFORMATION ...................................................................................... 39 Utilities 40
Renewal Forecast ................................................................................................................................... 43 POLICE STATION FACILITY CONDITION INFORMATION......................................................................... 49 Police Station .......................................................................................................................................... 50 Renewal Forecast ................................................................................................................................... 53 PARKS AND RECREATION FACILITY CONDITION INFORMATION......................................................... 59 Parks and Recreation.............................................................................................................................. 60 Renewal Forecast ................................................................................................................................... 63 PUBLIC WORKS FACILITY CONDITION INFORMATION........................................................................... 69 Public Works ........................................................................................................................................... 70 Renewal Forecast ................................................................................................................................... 73 APPENDICES................................................................................................................................................. 80 Appendix A -Typical System Lifecycles .................................................................................................. 80 Appendix B - Supplemental Information ................................................................................................. 81 Appendix C - Glossary ............................................................................................................................ 87 June 8, 2026 Special CC Mtg Page 29 of 478
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7 EXECUTIVE SUMMARY
Introduction
City of San Fernando entered into a contract with Brightly whom is partnered with ALPHA Facilities Solutions, LLC (ALPHA) to provide facility condition assessment and implementation services for Asset Essentials, Brightly’s Cloud-based capital planning solution used to forecast facility needs and justify funding requirements. The project was completed by a team consisting of engineers, architects, and construction professionals. Data collected during the Facility Condition Assessment phase of the project was input into Asset Planning and Performance Software(APPS) in order to estimate current and future funding requirements for facility sustainment. This predictive approach to asset management is known as Capital Planning and is used to anticipate funding and maintenance needs many years into the future.

The scope of work included the following:

1. Identify and document current and forecasted conditions of approximately 98,700 square feet of facilities.

2. Identify and document current site needs.

3. Identify and document remaining service life of major building systems to include envelope; architectural finishes; roofs; electrical; plumbing; and heating, ventilation, and air conditioning (HVAC).

4. Forecast facility renewal requirements based on lifecycle analysis of existing systems over the span of the next 20 years for each facility.

5. Provide Rough Order of Magnitude (ROM) cost estimates for building system renewal and site repairs.

6. Provide a Facility Condition Index (FCI) measurement to illustrate the relative condition of all facilities.

Acknowledgement
Finally, the ALPHA Team would like to take this opportunity to thank City of San Fernando for allowing ALPHA to help the City achieve its goals. We would also like to thank Rodrigo Mora and their staff for investing a substantial amount of their valuable time to work with us on this project; their knowledge of the facilities was superb and their contributions were invaluable.

June 8, 2026 Special CC Mtg Page 31 of 478
8 Facility Condition Assessment Approach
Asset Planning and Performance Software (APPS) was used to document facility conditions, to determine current requirements, and to forecast future requirements for facilities within the City of San Fernando.

Parametric cost models contained within APPS were assigned to most buildings while new cost models were developed in instances where an appropriate cost model did not exist. New cost models developed by the ALPHA Team are also contained within APPS. System and component life cycles used within the cost models are based on average service life as shown in the Preventive Maintenance Guidebook: Best Practices to Maintain Efficient and Sustainable Buildings published by Building Owners and Managers Association (BOMA) International. When life cycle information is not provided by BOMA, we used our experience and professional judgment to suggest appropriate average service life for those components and systems. Unit costs, which are used to calculate renewal requirements, are also built into the cost models. Life cycles and unit costs have been adjusted on a location-specific basis as appropriate or as requested by City personnel.

Although there are many factors that are important to obtain a successful outcome for a facility condition assessment, three provide the foundation for establishing a reliable cost model for each building. Those three factors are related to the following basic building information:
• Gross area
• Date built
• Building/location name
The gross area of a building, also known as gross square footage (GSF), is one of the basic building blocks for determining current replacement value (CRV) and generating system renewal costs, which are major components of a parametric-based effort. The date built for each facility provides the basis for establishing life cycles for many, and in some cases, all major building systems. Finally, although not critical to the outcome of the project, agreeing upon a building/location naming convention that is meaningful to all stakeholders enhances the usefulness and readability of the facility condition assessment report. Please note that GSF for each building was provided by the City and generally was not validated as part of this project. It should be noted that some building names may have changed at the direction of the City from what was indicated in documentation initially provided. Locations, names, dates built, and GSF data contained in this report are as shown in your Brightly account.

In order to determine basic building information, the ALPHA Team met with designated City personnel to discuss City-specific information such as building construction/renovation programs and building naming conventions. Scaled floor and site plans were generally not available, so square footages associated with additions and site features were obtained from a combination of sources to include City records, satellite imagery, and professional judgment.

It is worth noting that, although most concealed systems may appear to be functional, the risk of failure increases with time when they have exceeded the average service life as predicted by BOMA. Consequently, this effort assumes that replacement of concealed systems that have exceeded the average service life as predicted by BOMA is appropriate. Based on the availability of resources and the tolerance for risk or potential out-of-service conditions, the City may elect to defer immediate replacement of concealed systems that have exceeded average service life as appropriate.

Building condition requirements and site infrastructure requirements are documented within Asset Planning and Performance Software and based on estimated quantities, RS Means, and client supplied data when available.

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9 Prioritization of Needs
Finally, all needs contained within APPS have been assigned a default priority based on importance to mission performance. Therefore, systems whose failure might render a building not suitable for occupancy have been ranked with a higher priority than those systems that have minimal or no impact on a facility's suitability for occupancy. For example, replacement of an HVAC system might take priority over replacement of flooring. The priority for a specific need can be changed if required and priorities can be further refined if desired by assignment of scores of one through 99. Although additional priorities are available within APPS, priorities used for this project are:
• High
• Medium
• Low
Needs contained within APPS have been ranked in terms of urgency in order to aid in the prioritization for allocation of funds. The priorities of applicable systems for this project are as follows:

High
• Electrical - Branch Wiring
• Electrical - Communications and
Security
• Electrical - Lighting
• Electrical - Other Electrical
Systems
• Electrical - Service & Distribution
• Fire Protection - Sprinklers
• HVAC - Controls & Instrumentation
• HVAC - Cooling Generating Systems
• HVAC - Distribution Systems
• HVAC - Heat Generating Systems
• HVAC - Terminal & Package Units
• Roofing
Medium
• Exterior Enclosure - Exterior
Doors
• Exterior Enclosure - Exterior
Windows
• Interior Construction - Interior
Doors
• Plumbing - Domestic Water Distribution
• Plumbing - Plumbing Fixtures
• Plumbing - Sanitary Waste
Low
• Exterior Enclosure - Exterior
Walls
• Interior Construction - Fittings
• Interior Finishes - Ceiling
Finishes
• Interior Finishes - Floor Finishes
• Interior Finishes - Wall Finishes
• Pedestrian Pavements
• Site Development
• Vehicular Pavements
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10 Building Performance Metrics
As part of the FCA process, a facility condition index (FCI) was calculated for each facility. The FCI is used to quantify a facility’s physical condition at a specific point in time and is calculated using the expired system replacement costs (costs associated with systems that are beyond average service life) and the current replacement value (CRV) of the building. Expired system replacement costs consist of work that is necessary to restore the facility to a condition equivalent to its original (like new) state.

The FCI can be helpful in several ways to include:
• Comparing the condition of one facility to a group of facilities • Tracking trends (the extent of improvement or deterioration over time) • Prioritizing capital improvement projects
• Making renovation versus replacement decisions
The FCI is calculated as shown in the example below.

It is important to note there is no recognized standard for what constitutes an acceptable or unacceptable FCI.

For example, the International Facility Management Association (IFMA) indicates that building condition is often defined in terms of the FCI as follows:

1. Good - 0% to 5%,

2. Fair - 5% to 10%,

3. Poor - 10% to 30%, and

4. Critical - greater than 30%
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11 The Renovate Versus Replacement
Question
A question that often arises is at what
point does it make sense to replace a
facility rather than to renovate it? Again,
there is no industry standard, but
conventional thinking is that replacement
of a facility should be seriously considered
when the FCI rises above 50%. However,
the FCI is not the only consideration when
making renovation versus replacement
decisions. One consideration that should
be taken into account is whether a facility
is functionally adequate for the intended
use. Another consideration revolves
around the magnitude of needed
renovations. For example, when cost of
renovation reaches or exceeds 50% of the replacement cost of the facility, requirements to meet Americans with Disabilities Act (ADA), Life Safety and possibly other codes may be triggered. When the requirement to meet current building codes or civil rights statutes, such as those mentioned above are triggered, additional costs will be incurred. Although it is not possible to predict what the additional costs will be until project requirements are identified and cost estimates are prepared, it has been our experience that additional cost can be expected to range from 5% to 20% depending upon the age of the facility.

Categorization of Costs
At this point, it is appropriate to review the different types of costs associated with facility renovation and construction and how they apply to this project. According to the American Institute of Architects (AIA), facility capital costs are normally subdivided into three major categories - site costs, hard costs, and soft costs. Site costs are normally associated with the owner's initial land acquisition and development costs for a project and are not a consideration in the context of this project. Hard costs are associated with direct construction costs while soft costs can be defined as any indirect costs incurred in addition to the direct construction costs. Soft costs include a variety of costs such as design fees, legal fees, taxes, insurance, owner's administration costs, and financing costs. Cost data produced by the parametric cost models includes hard costs including consideration of renewal costs, which accounts for the additional cost associated with replacing an existing building system versus constructing the system in a new facility. Cost information within this report does not include soft costs.

It is important to remember that cost models are intended to produce rough order of magnitude (ROM) costs for purposes of developing a baseline from which to establish an FCI for each facility and to facilitate capital planning. It is not unusual for those new to the parametric cost estimating/life cycle analysis process to have expectations that are not completely in alignment with what the process is intended to yield. For example, the parametric cost estimating/life cycle analysis process generates ROM budgeting-level costs while costs that are more detailed are derived during formal preliminary design and final design cost estimating processes.

Figure 1. FCI Standards
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12 As a point of interest, APPA: Leadership in Educational Facilities published a paper citing research conducted by the Building Research Board of the National Research Council indicating, “Underfunding of maintenance and repair is a widespread and persistent problem.” The council concluded, “That an appropriate total budget allocation for routine maintenance and capital renewal is in the range of two to four percent of the aggregate current replacement value (CRV) of those facilities (excluding major infrastructure). When a backlog of deferred maintenance has been allowed to accumulate, spending must exceed this minimum level until the backlog has been eliminated.

Facility Condition Assessment
Facility-related data contained in this report was developed at the building level, which in turn, was rolled up at the campus level. Likewise, site infrastructure requirements were rolled up at the campus level. All data was then rolled up to provide an aggregate view of City facilities. Data within this report has been grouped as follows:
• Administrative
• Utilities
• Police Station
• Parks and Recreation
• Public Works
This report includes the following content, which is found at campus and/or Executive Summary levels:
• Facility Description: Summary of Findings
• Current Needs (2026)
• Forecasted Needs (2031)
• Current and Forecasted Needs: Summarized by Reporting Period • Current and Forecasted Needs: Summarized by System
• Need Priorities (High - Medium - Low)
Appendix B - Supplemental Information provides additional information the reader may find useful.

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13 Site and Infrastructure Condition Assessment
A site infrastructure assessment was included in the scope of work for this project. The site infrastructure assessment is a visual evaluation of the site systems. The teams walked each site to determine the general condition of the systems and categorized them as follows:
• Good condition
• In need of repair
• In need of replacement
Estimated quantities were calculated by digitizing marked-up Google Earth aerial photographs. Google Earth Aerial photographs were used in lieu of site plans.

The site assessment was performed and the subsequent results grouped by location. Findings for each location were divided as follows:
• Pedestrian Pavements
• Vehicular Pavements
• Site Development
Please note that not all locations have all of the various infrastructure systems present.

We determined unit pricing for the various deficiency requirements by referencing 2026 RSMeans Building Construction Cost Data and Assembly Cost Data when available; industry sources were used as a supplemental source for unit pricing when needed.

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14 Overview of Findings
The Facility Condition Assessment and City implementation project included 25 permanent facilities, 1 portable, totaling 98,700 square feet. The average FCI for the facilities assessed is 17 while the average FCI in five years is estimated to be 22 assuming current facility sustainment funding levels. The assessment team made the following general observations:

1. 11 facilities assessed were noted to utilize either the original domestic water piping or piping constructed before 1985. It is recommended that any building constructed before 1985 have a water quality test performed on a regular basis. The following buildings were noted to meet these conditions: Booster Station, Building-Phase II(Las Palmas Park), Building-Phase II(Recreation Park), House, MWD Booster Station, Maintenance Shed, OSG Building, Public Works Operation Center, Pumping Station, and Well 2A plus an additional 1 building.

2. 11 facilities assessed were noted to have roof covering systems beyond their recommended life. The following buildings were noted to meet these conditions: Booster Station, BuildingPhase II(Recreation Park), City Hall, House, MWD Booster Station, OSG Building, Police Department, Public Works Operation Center, Pumping Station, and Well 3 plus an additional 1 building.

3. 9 facilities assessed were noted to utilize branch wiring that is 30+ years old, the recommended life cycle as defined by BOMA. It is recommended that infrared testing be performed on these systems prior to extending their life cycles. The following buildings were noted to meet these conditions: Booster Station, Building-Phase II(Recreation Park), City Hall, House, MWD Booster Station, Maintenance Shed, Police Department, Public Works Operation Center, and Pumping Station.

4. 3 facilities assessed were noted to have either a portion of or the entire fire alarm and detection system beyond the recommended useful life of 15 years. The following buildings were noted to meet these conditions: Building-Phase II(Las Palmas Park), City Hall, and Police Department.

5. 4 of the facilities assessed were noted to be using HVAC distribution system that is beyond the recommended lifecycle of 30 years. The following buildings were noted to meet these conditions: Building-Phase II(Las Palmas Park), Building-Phase II(Recreation Park), City Hall, and Public Works Operation Center.

6. The majority of the floor finish systems were observed to be in good condition. 16 facilities assessed were observed to have sections of or complete floor finishes in good condition with minimal to no deficiencies observed. The majority of the ceiling finish systems were observed to be in poor condition. 4 facilities assessed were observed to have sections of or complete ceiling finishes in poor condition with various observed deficiencies. The majority of the wall finish systems were observed to be in poor condition. 6 facilities assessed were observed to have sections of or complete wall finishes in poor condition with various observed deficiencies.

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15 The information shown in the figure below shows the current (2026) FCI for all City facilities in order of "worst first". The farthest right point on the blue bar for each building indicates the current FCI.

Figure 2. Current Facility Condition: City of San Fernando 0 10 20 30 40 50 60 70 80 90 100
Layne Park
Public Works Yard
Rudy Ortega Park
Well 2A
Lower Reservoir
Pioneer Park
Well 3
Well 7A
MWD Booster Station
Public Works Operation Center
Las Palmas Park
Police Department
Recreation Park
City Hall
2026 FCI %
2026 FCI % Desired Minimum FCI (<20) Consider Renovation or Replacement (>50) June 8, 2026 Special CC Mtg Page 39 of 478
16 The information shown in the figure below shows the forecast (2031) FCI for all City facilities in order of "worst first". The farthest right point on the blue bar for each building indicates the forecast FCI.

Figure 3. Forecast Facility Condition: City of San Fernando 0 10 20 30 40 50 60 70 80 90 100
Layne Park
Public Works Yard
Rudy Ortega Park
Well 2A
Pioneer Park
Well 7A
Lower Reservoir
Well 3
Public Works Operation Center
MWD Booster Station
Las Palmas Park
Recreation Park
Police Department
City Hall
2031 FCI %
2031 FCI % Desired Minimum FCI (<20) Consider Renovation or Replacement (>50) June 8, 2026 Special CC Mtg Page 40 of 478
17 The following table summarizes findings by group. Please note the column labeled "Total Needs 2031" assumes no additional capital renewal funding is provided. A comprehensive list of expired systems and those expected to expire between now and the Year 2046 is shown in the Current and Forecasted Needs:

Summarized by System - City of San Fernando Table.

Table 1. Facility Description: Summary of Findings: City of San Fernando Group Area
(SF)
Total Needs
2026
Current
Replacement
Value
2026
FCI %
Total Needs
2031
2031
FCI %
Administrative 16,889 $1,335,501 $5,376,448 25 $1,595,112 30 Parks and Recreation 46,397 $3,604,987 $21,029,766 17 $4,456,187 21 Police Station 19,469 $1,581,075 $8,994,842 18 $2,191,364 24 Public Works 10,688 $594,050 $4,109,040 14 $631,388 15
Utilities 5,257 $108,710 $1,938,921 6 $230,978 12
SUBTOTAL 98,700 $7,224,324 $41,449,017 17 $9,105,027 22 Site and Infrastructure (excluded from FCI calculations) $367,352 $367,352 TOTALS 98,700 $7,591,676 $41,449,017 $9,472,379
Note: The average FCI for the City of San Fernando facilities assessed is 17 while the average FCI in 5 years is estimated to be 22 assuming current sustainment levels.

The following Figures show the current and forecasted needs respectively for all facilities. Needs are grouped as follows:
• Conveying
• Electrical
• Exterior Enclosure
• HVAC
• Interiors
• Life Safety
• Plumbing
• Roofing
• Site Infrastructure
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18 Figure 4. Comparison of 2026 Current Needs vs. 2031 Forecasted Needs by System Group: City of San Fernando June 8, 2026 Special CC Mtg Page 42 of 478
19 Figures below show the current and forecasted needs respectively for all City facilities grouped by location.

Figure 5. Comparison of 2026 Current Needs vs. 2031 Forecasted Needs by Group: City of San Fernando June 8, 2026 Special CC Mtg Page 43 of 478
20 Figure 6. Comparison of 2026 Current Needs vs. 2031 Forecasted Needs by Priority: City of San Fernando Note: Forecasted Needs (2031) include Current Needs (2026) June 8, 2026 Special CC Mtg Page 44 of 478
21 Figure 7. Current and Forecasted Needs: Summarized by Reporting Period Current +10 Years: City of San Fernando Figure 8. Current and Forecasted Needs: Summarized by Reporting Period Years 11-20: City of San Fernando $0
$1,000
$2,000
$3,000
$4,000
$5,000
$6,000
$7,000
$8,000
2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036
Total $7,592 $894 $510 $321 $19 $137 $1,345 $4 $350 $87 $1,073 Thousands
$0
$200
$400
$600
$800
$1,000
$1,200
$1,400
$1,600
2037 2038 2039 2040 2041 2042 2043 2044 2045 2046
Total $201 $1,521 $300 $164 $1,165 $159 $154 $263 $32 $137 Thousands
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23 Table 2. Current and Forecasted Needs Summarized by System (Current + 5 years): City of San Fernando System 2026 2027 2028 2029 2030 2031
Cumulative Needs by Year $7,591,676 $8,485,721 $8,996,071 $9,316,691 $9,335,878 $9,472,379 Needs by Year $7,591,676 $894,045 $510,350 $320,620 $19,187 $136,502 Exterior Enclosure $17,181 $95,404 $0 $0 $0 $0
Exterior Walls (Finishes) $0 $54,263 $0 $0 $0 $0
Exterior Windows $17,181 $11,486 $0 $0 $0 $0
Exterior Doors $0 $29,655 $0 $0 $0 $0
Roofing $856,493 $0 $8,721 $0 $9,690 $0
Roof Coverings $856,493 $0 $8,721 $0 $9,690 $0
Interior Construction $4,566 $272,466 $0 $0 $0 $0
Interior Doors $0 $1,714 $0 $0 $0 $0
Specialties $4,566 $270,752 $0 $0 $0 $0
Interiors $329,781 $479,969 $2,283 $12,122 $206 $102,366 Ceiling Finishes $141,174 $222,280 $0 $6,423 $0 $15,549 Floor Finishes $158,709 $193,903 $2,283 $4,055 $0 $53,950 Wall Finishes $29,898 $63,786 $0 $1,644 $206 $32,867
Plumbing $2,597,696 $14,286 $0 $0 $0 $11,987
Domestic Water Distribution $1,671,499 $0 $0 $0 $0 $4,505 Plumbing Fixtures $0 $14,286 $0 $0 $0 $0
Sanitary Waste $926,196 $0 $0 $0 $0 $7,482
HVAC $1,354,347 $14,877 $84,417 $0 $9,291 $5,244
Controls and Instrumentation $0 $0 $0 $0 $0 $0
Cooling Generation $16,188 $0 $52,440 $0 $0 $5,244
Distribution System $916,929 $14,877 $16,017 $0 $3,591 $0 Heat Generation $0 $0 $0 $0 $5,700 $0
Terminal & Package Units $421,230 $0 $15,960 $0 $0 $0
Fire Protection $0 $0 $402,031 $0 $0 $0
Sprinklers & Standpipe $0 $0 $402,031 $0 $0 $0
Electrical $2,064,260 $17,043 $12,898 $308,499 $0 $16,904 Branch Wiring $1,194,716 $0 $0 $308,499 $0 $16,904
Communications & Security $333,008 $0 $0 $0 $0 $0
Lighting $0 $0 $0 $0 $0 $0
Service Distribution $50,934 $0 $12,898 $0 $0 $0
Exit Signs and Emergency Lighting $485,602 $17,043 $0 $0 $0 $0 Site Infrastructure $367,352 $0 $0 $0 $0 $0
Pedestrian Pavements $25,300 $0 $0 $0 $0 $0
Site Development $15,000 $0 $0 $0 $0 $0
Vehicular Pavements $327,052 $0 $0 $0 $0 $0
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24 Table 3. Current and Forecasted Needs Summarized by System (Years 6 - 10): City of San Fernando System 2032 2033 2034 2035 2036
Cumulative Needs by Year $10,817,449 $10,821,538 $11,171,535 $11,258,312 $12,331,058 Needs by Year $1,345,069 $4,090 $349,996 $86,777 $1,072,746 Exterior Enclosure $35,028 $0 $107,326 $49,411 $100,813 Exterior Walls (Finishes) $35,028 $0 $43,418 $0 $83,677 Exterior Windows $0 $0 $0 $49,411 $17,136
Exterior Doors $0 $0 $63,908 $0 $0
Roofing $13,406 $2,850 $0 $6,270 $0
Roof Coverings $13,406 $2,850 $0 $6,270 $0
Interior Construction $0 $0 $4,877 $0 $17,100
Interior Doors $0 $0 $0 $0 $0
Specialties $0 $0 $4,877 $0 $17,100
Interiors $31,773 $1,240 $156,144 $0 $0
Ceiling Finishes $31,773 $206 $0 $0 $0
Floor Finishes $0 $1,034 $156,144 $0 $0
Wall Finishes $0 $0 $0 $0 $0
Plumbing $0 $0 $42,473 $0 $0
Domestic Water Distribution $0 $0 $21,237 $0 $0
Plumbing Fixtures $0 $0 $0 $0 $0
Sanitary Waste $0 $0 $21,237 $0 $0
HVAC $9,633 $0 $0 $5,244 $139,878
Controls and Instrumentation $0 $0 $0 $0 $137,997
Cooling Generation $0 $0 $0 $5,244 $0
Distribution System $0 $0 $0 $0 $1,881
Heat Generation $0 $0 $0 $0 $0
Terminal & Package Units $9,633 $0 $0 $0 $0
Fire Protection $0 $0 $0 $0 $0
Sprinklers & Standpipe $0 $0 $0 $0 $0
Electrical $1,255,229 $0 $39,176 $25,853 $814,956
Branch Wiring $0 $0 $39,176 $25,853 $0
Communications & Security $0 $0 $0 $0 $0
Lighting $1,255,229 $0 $0 $0 $814,956
Service Distribution $0 $0 $0 $0 $0
Exit Signs and Emergency Lighting $0 $0 $0 $0 $0
Site Infrastructure $0 $0 $0 $0 $0
Pedestrian Pavements $0 $0 $0 $0 $0
Site Development $0 $0 $0 $0 $0
Vehicular Pavements $0 $0 $0 $0 $0
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25 Table 4. Current and Forecasted Needs Summarized by System (Years 11 - 15): City of San Fernando System 2037 2038 2039 2040 2041
Cumulative Needs by Year $12,532,430 $14,053,117 $14,352,909 $14,517,383 $15,681,904 Needs by Year $201,372 $1,520,687 $299,792 $164,474 $1,164,521 Exterior Enclosure $9,081 $467,324 $65,852 $11,404 $13,172 Exterior Walls (Finishes) $9,081 $234,275 $13,370 $0 $0 Exterior Windows $0 $0 $0 $0 $13,172
Exterior Doors $0 $233,050 $52,483 $11,404 $0
Roofing $0 $0 $61,318 $0 $0
Roof Coverings $0 $0 $61,318 $0 $0
Interior Construction $0 $645,215 $3,429 $0 $0
Interior Doors $0 $388,594 $3,429 $0 $0
Specialties $0 $256,621 $0 $0 $0
Interiors $0 $390,250 $24,527 $15,064 $0
Ceiling Finishes $0 $0 $0 $0 $0
Floor Finishes $0 $353,599 $24,527 $0 $0
Wall Finishes $0 $36,651 $0 $15,064 $0
Plumbing $22,398 $0 $0 $0 $1,151,350
Domestic Water Distribution $11,199 $0 $0 $0 $0
Plumbing Fixtures $0 $0 $0 $0 $1,151,350
Sanitary Waste $11,199 $0 $0 $0 $0
HVAC $144,275 $17,898 $144,666 $86,624 $0
Controls and Instrumentation $0 $0 $0 $0 $0
Cooling Generation $0 $0 $144,666 $13,908 $0
Distribution System $61,169 $0 $0 $69,980 $0
Heat Generation $0 $17,898 $0 $2,736 $0
Terminal & Package Units $83,106 $0 $0 $0 $0
Fire Protection $0 $0 $0 $0 $0
Sprinklers & Standpipe $0 $0 $0 $0 $0
Electrical $25,618 $0 $0 $51,382 $0
Branch Wiring $15,769 $0 $0 $4,332 $0
Communications & Security $0 $0 $0 $0 $0
Lighting $9,849 $0 $0 $0 $0
Service Distribution $0 $0 $0 $5,286 $0
Exit Signs and Emergency Lighting $0 $0 $0 $41,764 $0
Site Infrastructure $0 $0 $0 $0 $0
Pedestrian Pavements $0 $0 $0 $0 $0
Site Development $0 $0 $0 $0 $0
Vehicular Pavements $0 $0 $0 $0 $0
June 8, 2026 Special CC Mtg Page 49 of 478
26 Table 5. Current and Forecasted Needs Summarized by System (Years 16 - 20): City of San Fernando System 2042 2043 2044 2045 2046
Cumulative Needs by Year $15,840,804 $15,995,204 $16,258,204 $16,290,295 $16,427,015 Needs by Year $158,900 $154,400 $262,999 $32,091 $136,720 Exterior Enclosure $49,813 $14,692 $0 $0 $0
Exterior Walls (Finishes) $42,972 $14,692 $0 $0 $0
Exterior Windows $6,841 $0 $0 $0 $0
Exterior Doors $0 $0 $0 $0 $0
Roofing $0 $17,911 $171,447 $0 $0
Roof Coverings $0 $17,911 $171,447 $0 $0
Interior Construction $0 $0 $0 $0 $0
Interior Doors $0 $0 $0 $0 $0
Specialties $0 $0 $0 $0 $0
Interiors $29,855 $5,271 $0 $0 $30,374
Ceiling Finishes $27,912 $5,271 $0 $0 $0
Floor Finishes $1,944 $0 $0 $0 $0
Wall Finishes $0 $0 $0 $0 $30,374
Plumbing $79,232 $5,040 $0 $0 $0
Domestic Water Distribution $0 $1,894 $0 $0 $0
Plumbing Fixtures $79,232 $0 $0 $0 $0
Sanitary Waste $0 $3,146 $0 $0 $0
HVAC $0 $0 $65,721 $5,358 $0
Controls and Instrumentation $0 $0 $0 $0 $0
Cooling Generation $0 $0 $0 $0 $0
Distribution System $0 $0 $2,109 $5,358 $0
Heat Generation $0 $0 $0 $0 $0
Terminal & Package Units $0 $0 $63,612 $0 $0
Fire Protection $0 $0 $0 $0 $0
Sprinklers & Standpipe $0 $0 $0 $0 $0
Electrical $0 $111,486 $25,832 $26,733 $106,346
Branch Wiring $0 $7,107 $0 $0 $0
Communications & Security $0 $0 $0 $0 $0
Lighting $0 $7,479 $0 $0 $0
Service Distribution $0 $0 $0 $0 $106,346
Exit Signs and Emergency Lighting $0 $96,900 $25,832 $26,733 $0 Site Infrastructure $0 $0 $0 $0 $0
Pedestrian Pavements $0 $0 $0 $0 $0
Site Development $0 $0 $0 $0 $0
Vehicular Pavements $0 $0 $0 $0 $0
June 8, 2026 Special CC Mtg Page 50 of 478
27 The following table provides an overall summary of findings for the portfolio of buildings included in this project.

Table 6. Facility Description: Summary of Findings: City of San Fernando Campus Name Age
(Years)
Area
(SF)
Total Building
Needs 2026
Current
Replacement
Value
2026
FCI %
Total Building
Needs 2031
2031
FCI %
City Hall 37 16,889 $1,335,501 5,376,448 25 $1,595,112 30 Las Palmas Park 22-71 21,121 $1,528,370 9,715,087 16 $2,044,690 21 Layne Park 3 167 $0 95,860 0 $206 0
Lower Reservoir 13-64 1,305 $21,691 519,459 4 $54,200 10 MWD Booster Station 55 980 $38,461 399,623 10 $83,151 21 Pioneer Park 22-70 2,008 $34,279 818,312 4 $64,182 8
Police Department 38 19,469 $1,581,075 8,994,842 18 $2,191,364 24 Public Works Operation Center 67 9,888 $594,050 4,032,116 15 $630,220 16 Public Works Yard 3 800 $0 76,924 0 $1,167 2
Recreation Park 22-90 22,051 $2,040,470 9,700,564 21 $2,313,697 24 Rudy Ortega Park 19 1,050 $1,868 699,943 0 $33,412 5
Well 2A 53 1,010 $10,304 411,856 2 $21,649 5
Well 3 25 1,175 $27,485 479,140 6 $59,270 12
Well 7A 55 787 $10,769 128,843 8 $12,707 10
TOTALS 98,700 $7,224,324 41,449,017 $9,105,027
June 8, 2026 Special CC Mtg Page 51 of 478
28 The following table illustrates the current estimated needs by campus.

Table 7. Summary of Current Deficiencies: City of San Fernando Name Year
Built
Age
(Years)
Building
System Site
Current
Estimated
Needs
City Hall 1989 37 $1,335,501 $0 $1,335,501
Las Palmas Park 1955 71 $1,528,370 $7,892 $1,536,262
Layne Park 2023 3 $0 $0 $0
Lower Reservoir 1962 64 $21,691 $67,900 $89,591
MWD Booster Station 1971 55 $38,461 $0 $38,461
Pioneer Park 1956 70 $34,279 $65,000 $99,279
Police Department 1988 38 $1,581,075 $0 $1,581,075
Public Works Operation Center 1959 67 $594,050 $0 $594,050 Public Works Yard 2023 3 $0 $207,900 $207,900
Recreation Park 1936 90 $2,040,470 $0 $2,040,470
Rudy Ortega Park 2007 19 $1,868 $30 $1,898
Well 2A 1973 53 $10,304 $15,000 $25,304
Well 3 2001 25 $27,485 $3,630 $31,115
Well 7A 1971 55 $10,769 $0 $10,769
Total Estimated Needs $7,591,676
Note: Please note that requirements are based on visual observations and interviews with City personnel.

June 8, 2026 Special CC Mtg Page 52 of 478
29 ADMINISTRATIVE

FACILITY CONDITION INFORMATION
June 8, 2026 Special CC Mtg Page 53 of 478
30 Administrative
The project included facilities at 1 location totaling approximately 16,889 square feet. The table below contains location-specific information regarding current and forecast Facility Condition Indices. A comprehensive list of expired systems and those expected to expire between now and the Year 2046 is shown in the Forecasted Needs Summarized by System: Administrative Table.

Table 8. Facility Description: Summary of Findings: Administrative Name Area
(SF)
Total Needs
2026
Current
Replacement
Value
2026
FCI %
Total Needs
2031
2031
FCI %
City Hall 16,889 $1,335,501 5,376,448 25 $1,595,112 30
SUBTOTAL 16,889 $1,335,501 $5,376,448 25 $1,595,112 30
Site and Infrastructure (excluded from FCI calculations) $0 $0 TOTALS 16,889 $1,335,501 $5,376,448 $1,595,112
Note: The average FCI for the Administrative facilities assessed is 25 while the average FCI in 5 years is estimated to be 30 assuming current sustainment levels.

June 8, 2026 Special CC Mtg Page 54 of 478
31 Figures below show the current and forecasted needs respectively for all Administrative locations grouped by system.

Figure 9. Comparison of 2026 Current Needs vs. 2031 Forecasted Needs by System Group: Administrative June 8, 2026 Special CC Mtg Page 55 of 478
32 Figure 10. Comparison of 2026 Current Needs vs. 2031 Forecasted Needs by Priority: Administrative June 8, 2026 Special CC Mtg Page 56 of 478
33 Renewal Forecast
The renewal forecast below for Administrative locations shows the current backlog and projected facility sustainment requirements over the next 20 years. Please note the renewal forecast does not include potential costs associated with asbestos abatement, seismic evaluation; seismic retrofitting; hazardous material inspection, evaluation, and mitigation; and NFPA 101 and ADA upgrades. The renewal forecast is shown in the following figures:

Figure 11. Current and Forecasted Needs: Summarized by Reporting Period Current +10 Years: Administrative Figure 12. Current and Forecasted Needs: Summarized by Reporting Period Years 11-20: Administrative $0
$200
$400
$600
$800
$1,000
$1,200
$1,400
$1,600
2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036
Total $1,336 $227 $16 $0 $0 $17 $470 $0 $0 $0 $54
Thousands
$0
$50
$100
$150
$200
$250
$300
2037 2038 2039 2040 2041 2042 2043 2044 2045 2046
Total $10 $242 $0 $0 $214 $0 $0 $26 $0 $0
Thousands
June 8, 2026 Special CC Mtg Page 57 of 478
34 This page is intentionally left blank.

June 8, 2026 Special CC Mtg Page 58 of 478
35 Table 9. Current and Forecasted Needs Summarized by System (Current + 5 years): Administrative System 2026 2027 2028 2029 2030 2031
Cumulative Needs by Year $1,335,501 $1,562,516 $1,578,476 $1,578,476 $1,578,476 $1,595,112 Needs by Year $1,335,501 $227,015 $15,960 $0 $0 $16,636 Exterior Enclosure $0 $0 $0 $0 $0 $0
Exterior Walls (Finishes) $0 $0 $0 $0 $0 $0
Exterior Windows $0 $0 $0 $0 $0 $0
Exterior Doors $0 $0 $0 $0 $0 $0
Roofing $157,434 $0 $0 $0 $0 $0
Roof Coverings $157,434 $0 $0 $0 $0 $0
Interior Construction $0 $112,825 $0 $0 $0 $0
Interior Doors $0 $0 $0 $0 $0 $0
Specialties $0 $112,825 $0 $0 $0 $0
Interiors $55,646 $90,535 $0 $0 $0 $16,636
Ceiling Finishes $55,646 $19,678 $0 $0 $0 $0
Floor Finishes $0 $70,857 $0 $0 $0 $0
Wall Finishes $0 $0 $0 $0 $0 $16,636
Plumbing $206,653 $0 $0 $0 $0 $0
Domestic Water Distribution $39,404 $0 $0 $0 $0 $0
Plumbing Fixtures $0 $0 $0 $0 $0 $0
Sanitary Waste $167,249 $0 $0 $0 $0 $0
HVAC $279,610 $6,612 $15,960 $0 $0 $0
Distribution System $169,087 $6,612 $0 $0 $0 $0
Terminal & Package Units $110,523 $0 $15,960 $0 $0 $0
Electrical $636,158 $17,043 $0 $0 $0 $0
Branch Wiring $455,337 $0 $0 $0 $0 $0
Communications & Security $180,821 $0 $0 $0 $0 $0
Lighting $0 $0 $0 $0 $0 $0
Exit Signs and Emergency Lighting $0 $17,043 $0 $0 $0 $0 June 8, 2026 Special CC Mtg Page 59 of 478
36 Table 10. Current and Forecasted Needs Summarized by System (Years 6 - 10): Administrative System 2032 2033 2034 2035 2036
Cumulative Needs by Year $2,065,580 $2,065,580 $2,065,580 $2,065,580 $2,119,689 Needs by Year $470,468 $0 $0 $0 $54,109
Exterior Enclosure $0 $0 $0 $0 $54,109
Exterior Walls (Finishes) $0 $0 $0 $0 $36,974
Exterior Windows $0 $0 $0 $0 $17,136
Exterior Doors $0 $0 $0 $0 $0
Roofing $0 $0 $0 $0 $0
Roof Coverings $0 $0 $0 $0 $0
Interior Construction $0 $0 $0 $0 $0
Interior Doors $0 $0 $0 $0 $0
Specialties $0 $0 $0 $0 $0
Interiors $0 $0 $0 $0 $0
Ceiling Finishes $0 $0 $0 $0 $0
Floor Finishes $0 $0 $0 $0 $0
Wall Finishes $0 $0 $0 $0 $0
Plumbing $0 $0 $0 $0 $0
Domestic Water Distribution $0 $0 $0 $0 $0
Plumbing Fixtures $0 $0 $0 $0 $0
Sanitary Waste $0 $0 $0 $0 $0
HVAC $9,633 $0 $0 $0 $0
Distribution System $0 $0 $0 $0 $0
Terminal & Package Units $9,633 $0 $0 $0 $0
Electrical $460,835 $0 $0 $0 $0
Branch Wiring $0 $0 $0 $0 $0
Communications & Security $0 $0 $0 $0 $0
Lighting $460,835 $0 $0 $0 $0
Exit Signs and Emergency Lighting $0 $0 $0 $0 $0
June 8, 2026 Special CC Mtg Page 60 of 478
37 Table 11. Current and Forecasted Needs Summarized by System (Years 11 - 15): Administrative System 2037 2038 2039 2040 2041
Cumulative Needs by Year $2,129,322 $2,371,557 $2,371,557 $2,371,557 $2,585,653 Needs by Year $9,633 $242,235 $0 $0 $214,096
Exterior Enclosure $0 $27,534 $0 $0 $0
Exterior Walls (Finishes) $0 $0 $0 $0 $0
Exterior Windows $0 $0 $0 $0 $0
Exterior Doors $0 $27,534 $0 $0 $0
Roofing $0 $0 $0 $0 $0
Roof Coverings $0 $0 $0 $0 $0
Interior Construction $0 $109,655 $0 $0 $0
Interior Doors $0 $102,723 $0 $0 $0
Specialties $0 $6,931 $0 $0 $0
Interiors $0 $105,046 $0 $0 $0
Ceiling Finishes $0 $0 $0 $0 $0
Floor Finishes $0 $105,046 $0 $0 $0
Wall Finishes $0 $0 $0 $0 $0
Plumbing $0 $0 $0 $0 $214,096
Domestic Water Distribution $0 $0 $0 $0 $0
Plumbing Fixtures $0 $0 $0 $0 $214,096
Sanitary Waste $0 $0 $0 $0 $0
HVAC $9,633 $0 $0 $0 $0
Distribution System $0 $0 $0 $0 $0
Terminal & Package Units $9,633 $0 $0 $0 $0
Electrical $0 $0 $0 $0 $0
Branch Wiring $0 $0 $0 $0 $0
Communications & Security $0 $0 $0 $0 $0
Lighting $0 $0 $0 $0 $0
Exit Signs and Emergency Lighting $0 $0 $0 $0 $0
June 8, 2026 Special CC Mtg Page 61 of 478
38 Table 12. Current and Forecasted Needs Summarized by System (Years 16-20): Administrative System 2042 2043 2044 2045 2046
Cumulative Needs by Year $2,585,653 $2,585,653 $2,611,484 $2,611,484 $2,611,484 Needs by Year $0 $0 $25,832 $0 $0
Exterior Enclosure $0 $0 $0 $0 $0
Exterior Walls (Finishes) $0 $0 $0 $0 $0
Exterior Windows $0 $0 $0 $0 $0
Exterior Doors $0 $0 $0 $0 $0
Roofing $0 $0 $0 $0 $0
Roof Coverings $0 $0 $0 $0 $0
Interior Construction $0 $0 $0 $0 $0
Interior Doors $0 $0 $0 $0 $0
Specialties $0 $0 $0 $0 $0
Interiors $0 $0 $0 $0 $0
Ceiling Finishes $0 $0 $0 $0 $0
Floor Finishes $0 $0 $0 $0 $0
Wall Finishes $0 $0 $0 $0 $0
Plumbing $0 $0 $0 $0 $0
Domestic Water Distribution $0 $0 $0 $0 $0
Plumbing Fixtures $0 $0 $0 $0 $0
Sanitary Waste $0 $0 $0 $0 $0
HVAC $0 $0 $0 $0 $0
Distribution System $0 $0 $0 $0 $0
Terminal & Package Units $0 $0 $0 $0 $0
Electrical $0 $0 $25,832 $0 $0
Branch Wiring $0 $0 $0 $0 $0
Communications & Security $0 $0 $0 $0 $0
Lighting $0 $0 $0 $0 $0
Exit Signs and Emergency Lighting $0 $0 $25,832 $0 $0
June 8, 2026 Special CC Mtg Page 62 of 478
39 UTILITIES

FACILITY CONDITION INFORMATION
June 8, 2026 Special CC Mtg Page 63 of 478
40 Utilities
The project included facilities at 5 locations totaling approximately 5,257 square feet. The table below contains location-specific information regarding current and forecast Facility Condition Indices. A comprehensive list of expired systems and those expected to expire between now and the Year 2046 is shown in the Forecasted Needs Summarized by System: Utilities Table.

Table 13. Facility Description: Summary of Findings: Utilities Name Area
(SF)
Total Needs
2026
Current
Replacement
Value
2026
FCI %
Total Needs
2031
2031
FCI %
Lower Reservoir 1,305 $21,691 519,459 4 $54,200 10
MWD Booster Station 980 $38,461 399,623 10 $83,151 21
Well 2A 1,010 $10,304 411,856 2 $21,649 5
Well 3 1,175 $27,485 479,140 6 $59,270 12
Well 7A 787 $10,769 128,843 8 $12,707 10
SUBTOTAL 5,257 $108,710 $1,938,921 6 $230,978 12
Site and Infrastructure (excluded from FCI calculations) $86,530 $86,530 TOTALS 5,257 $195,240 $1,938,921 $317,508
Note: The average FCI for the Utilities facilities assessed is 6 while the average FCI in 5 years is estimated to be 12 assuming current sustainment levels.

June 8, 2026 Special CC Mtg Page 64 of 478
41 Figures below show the current and forecasted needs respectively for all Utilities locations grouped by system.

Figure 13. Comparison of 2026 Current Needs vs. 2031 Forecasted Needs by System Group: Utilities June 8, 2026 Special CC Mtg Page 65 of 478
42 Figure 14. Comparison of 2026 Current Needs vs. 2031 Forecasted Needs by Priority: Utilities June 8, 2026 Special CC Mtg Page 66 of 478
43 Renewal Forecast
The renewal forecast below for Utilities locations shows the current backlog and projected facility sustainment requirements over the next 20 years. Please note the renewal forecast does not include potential costs associated with asbestos abatement, seismic evaluation; seismic retrofitting; hazardous material inspection, evaluation, and mitigation; and NFPA 101 and ADA upgrades. The renewal forecast is shown in the following figures:

Figure 15. Current and Forecasted Needs: Summarized by Reporting Period Current +10 Years: Utilities Figure 16. Current and Forecasted Needs: Summarized by Reporting Period Years 11-20: Utilities $0
$50
$100
$150
$200
$250
2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036
Total $195 $57 $15 $5 $10 $36 $34 $3 $0 $26 $76
Thousands
$0
$20
$40
$60
$80
$100
$120
2037 2038 2039 2040 2041 2042 2043 2044 2045 2046
Total $19 $101 $15 $16 $23 $0 $12 $0 $0 $23
Thousands
June 8, 2026 Special CC Mtg Page 67 of 478
44 This page is intentionally left blank.

June 8, 2026 Special CC Mtg Page 68 of 478
45 Table 14. Current and Forecasted Needs Summarized by System (Current + 5 years): Utilities System 2026 2027 2028 2029 2030 2031
Cumulative Needs by Year $195,240 $251,995 $267,176 $271,832 $281,522 $317,508 Needs by Year $195,240 $56,755 $15,181 $4,656 $9,690 $35,986 Exterior Enclosure $0 $54,816 $0 $0 $0 $0
Exterior Walls (Finishes) $0 $38,847 $0 $0 $0 $0
Exterior Doors $0 $15,969 $0 $0 $0 $0
Roofing $39,980 $0 $0 $0 $9,690 $0
Roof Coverings $39,980 $0 $0 $0 $9,690 $0
Interior Construction $0 $0 $0 $0 $0 $0
Interior Doors $0 $0 $0 $0 $0 $0
Interiors $0 $1,939 $2,283 $4,656 $0 $7,094
Ceiling Finishes $0 $1,207 $0 $335 $0 $4,267
Floor Finishes $0 $0 $2,283 $4,055 $0 $0
Wall Finishes $0 $733 $0 $266 $0 $2,827
Plumbing $28,858 $0 $0 $0 $0 $11,987
Domestic Water Distribution $16,186 $0 $0 $0 $0 $4,505
Plumbing Fixtures $0 $0 $0 $0 $0 $0
Sanitary Waste $12,672 $0 $0 $0 $0 $7,482
HVAC $18,753 $0 $0 $0 $0 $0
Distribution System $9,120 $0 $0 $0 $0 $0
Terminal & Package Units $9,633 $0 $0 $0 $0 $0
Electrical $21,119 $0 $12,898 $0 $0 $16,904
Branch Wiring $21,119 $0 $0 $0 $0 $16,904
Lighting $0 $0 $0 $0 $0 $0
Service Distribution $0 $0 $12,898 $0 $0 $0
Site Infrastructure $86,530 $0 $0 $0 $0 $0
Site Development $15,000 $0 $0 $0 $0 $0
Vehicular Pavements $71,530 $0 $0 $0 $0 $0
June 8, 2026 Special CC Mtg Page 69 of 478
46 Table 15. Current and Forecasted Needs Summarized by System (Years 6 - 10): Utilities System 2032 2033 2034 2035 2036
Cumulative Needs by Year $351,267 $354,117 $354,117 $379,969 $456,242 Needs by Year $33,759 $2,850 $0 $25,853 $76,272
Exterior Enclosure $13,622 $0 $0 $0 $0
Exterior Walls (Finishes) $13,622 $0 $0 $0 $0
Exterior Doors $0 $0 $0 $0 $0
Roofing $0 $2,850 $0 $0 $0
Roof Coverings $0 $2,850 $0 $0 $0
Interior Construction $0 $0 $0 $0 $0
Interior Doors $0 $0 $0 $0 $0
Interiors $0 $0 $0 $0 $0
Ceiling Finishes $0 $0 $0 $0 $0
Floor Finishes $0 $0 $0 $0 $0
Wall Finishes $0 $0 $0 $0 $0
Plumbing $0 $0 $0 $0 $0
Domestic Water Distribution $0 $0 $0 $0 $0
Plumbing Fixtures $0 $0 $0 $0 $0
Sanitary Waste $0 $0 $0 $0 $0
HVAC $0 $0 $0 $0 $1,881
Distribution System $0 $0 $0 $0 $1,881
Terminal & Package Units $0 $0 $0 $0 $0
Electrical $20,137 $0 $0 $25,853 $74,391
Branch Wiring $0 $0 $0 $25,853 $0
Lighting $20,137 $0 $0 $0 $74,391
Service Distribution $0 $0 $0 $0 $0
Site Infrastructure $0 $0 $0 $0 $0
Site Development $0 $0 $0 $0 $0
Vehicular Pavements $0 $0 $0 $0 $0
June 8, 2026 Special CC Mtg Page 70 of 478
47 Table 16. Current and Forecasted Needs Summarized by System (Years 11 - 15): Utilities System 2037 2038 2039 2040 2041
Cumulative Needs by Year $475,172 $575,984 $590,826 $606,562 $629,450 Needs by Year $18,931 $100,812 $14,842 $15,736 $22,888
Exterior Enclosure $9,081 $99,098 $11,413 $11,404 $0
Exterior Walls (Finishes) $9,081 $48,917 $0 $0 $0
Exterior Doors $0 $50,181 $11,413 $11,404 $0
Roofing $0 $0 $0 $0 $0
Roof Coverings $0 $0 $0 $0 $0
Interior Construction $0 $1,714 $3,429 $0 $0
Interior Doors $0 $1,714 $3,429 $0 $0
Interiors $0 $0 $0 $0 $0
Ceiling Finishes $0 $0 $0 $0 $0
Floor Finishes $0 $0 $0 $0 $0
Wall Finishes $0 $0 $0 $0 $0
Plumbing $0 $0 $0 $0 $22,888
Domestic Water Distribution $0 $0 $0 $0 $0
Plumbing Fixtures $0 $0 $0 $0 $22,888
Sanitary Waste $0 $0 $0 $0 $0
HVAC $0 $0 $0 $0 $0
Distribution System $0 $0 $0 $0 $0
Terminal & Package Units $0 $0 $0 $0 $0
Electrical $9,849 $0 $0 $4,332 $0
Branch Wiring $0 $0 $0 $4,332 $0
Lighting $9,849 $0 $0 $0 $0
Service Distribution $0 $0 $0 $0 $0
Site Infrastructure $0 $0 $0 $0 $0
Site Development $0 $0 $0 $0 $0
Vehicular Pavements $0 $0 $0 $0 $0
June 8, 2026 Special CC Mtg Page 71 of 478
48 Table 17. Current and Forecasted Needs Summarized by System (Years 16-20): Utilities System 2042 2043 2044 2045 2046
Cumulative Needs by Year $629,450 $641,597 $641,597 $641,597 $665,059 Needs by Year $0 $12,147 $0 $0 $23,462
Exterior Enclosure $0 $0 $0 $0 $0
Exterior Walls (Finishes) $0 $0 $0 $0 $0
Exterior Doors $0 $0 $0 $0 $0
Roofing $0 $0 $0 $0 $0
Roof Coverings $0 $0 $0 $0 $0
Interior Construction $0 $0 $0 $0 $0
Interior Doors $0 $0 $0 $0 $0
Interiors $0 $0 $0 $0 $0
Ceiling Finishes $0 $0 $0 $0 $0
Floor Finishes $0 $0 $0 $0 $0
Wall Finishes $0 $0 $0 $0 $0
Plumbing $0 $5,040 $0 $0 $0
Domestic Water Distribution $0 $1,894 $0 $0 $0
Plumbing Fixtures $0 $0 $0 $0 $0
Sanitary Waste $0 $3,146 $0 $0 $0
HVAC $0 $0 $0 $0 $0
Distribution System $0 $0 $0 $0 $0
Terminal & Package Units $0 $0 $0 $0 $0
Electrical $0 $7,107 $0 $0 $23,462
Branch Wiring $0 $7,107 $0 $0 $0
Lighting $0 $0 $0 $0 $0
Service Distribution $0 $0 $0 $0 $23,462
Site Infrastructure $0 $0 $0 $0 $0
Site Development $0 $0 $0 $0 $0
Vehicular Pavements $0 $0 $0 $0 $0
June 8, 2026 Special CC Mtg Page 72 of 478
49 POLICE STATION

FACILITY CONDITION INFORMATION
June 8, 2026 Special CC Mtg Page 73 of 478
50 Police Station
The project included facilities at 1 location totaling approximately 19,469 square feet. The table below contains location-specific information regarding current and forecast Facility Condition Indices. A comprehensive list of expired systems and those expected to expire between now and the Year 2046 is shown in the Forecasted Needs Summarized by System: Police Station Table.

Table 18. Facility Description: Summary of Findings: Police Station Name Area
(SF)
Total Needs
2026
Current
Replacement
Value
2026
FCI %
Total Needs
2031
2031
FCI %
Police Department 19,469 $1,581,075 8,994,842 18 $2,191,364 24 SUBTOTAL 19,469 $1,581,075 $8,994,842 18 $2,191,364 24
Site and Infrastructure (excluded from FCI calculations) $0 $0 TOTALS 19,469 $1,581,075 $8,994,842 $2,191,364
Note: The average FCI for the Police Station facilities assessed is 18 while the average FCI in 5 years is estimated to be 24 assuming current sustainment levels.

June 8, 2026 Special CC Mtg Page 74 of 478
51 Figures below show the current and forecasted needs respectively for all Police Station locations grouped by system.

Figure 17. Comparison of 2026 Current Needs vs. 2031 Forecasted Needs by System Group: Police Station June 8, 2026 Special CC Mtg Page 75 of 478
52 Figure 18. Comparison of 2026 Current Needs vs. 2031 Forecasted Needs by Priority: Police Station June 8, 2026 Special CC Mtg Page 76 of 478
53 Renewal Forecast
The renewal forecast below for Police Station locations shows the current backlog and projected facility sustainment requirements over the next 20 years. Please note the renewal forecast does not include potential costs associated with asbestos abatement, seismic evaluation; seismic retrofitting; hazardous material inspection, evaluation, and mitigation; and NFPA 101 and ADA upgrades. The renewal forecast is shown in the following figures:

Figure 19. Current and Forecasted Needs: Summarized by Reporting Period Current +10 Years: Police Station Figure 20. Current and Forecasted Needs: Summarized by Reporting Period Years 11-20: Police Station $0
$200
$400
$600
$800
$1,000
$1,200
$1,400
$1,600
$1,800
2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036
Total $1,581 $143 $467 $0 $0 $0 $347 $0 $0 $0 $157
Thousands
$0
$50
$100
$150
$200
$250
$300
$350
$400
$450
2037 2038 2039 2040 2041 2042 2043 2044 2045 2046
Total $0 $259 $145 $70 $402 $0 $0 $54 $0 $0
Thousands
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54 This page is intentionally left blank.

June 8, 2026 Special CC Mtg Page 78 of 478
55 Table 19. Current and Forecasted Needs Summarized by System (Current + 5 years): Police Station System 2026 2027 2028 2029 2030 2031
Cumulative Needs by Year $1,581,075 $1,724,353 $2,191,364 $2,191,364 $2,191,364 $2,191,364 Needs by Year $1,581,075 $143,278 $467,011 $0 $0 $0
Exterior Enclosure $11,432 $11,486 $0 $0 $0 $0
Exterior Walls (Finishes) $0 $0 $0 $0 $0 $0
Exterior Windows $11,432 $11,486 $0 $0 $0 $0
Exterior Doors $0 $0 $0 $0 $0 $0
Roofing $277,636 $0 $0 $0 $0 $0
Roof Coverings $277,636 $0 $0 $0 $0 $0
Interior Construction $0 $0 $0 $0 $0 $0
Interior Doors $0 $0 $0 $0 $0 $0
Specialties $0 $0 $0 $0 $0 $0
Interiors $154,634 $126,605 $0 $0 $0 $0
Ceiling Finishes $0 $107,428 $0 $0 $0 $0
Floor Finishes $124,736 $0 $0 $0 $0 $0
Wall Finishes $29,898 $19,177 $0 $0 $0 $0
Plumbing $506,272 $0 $0 $0 $0 $0
Domestic Water Distribution $221,552 $0 $0 $0 $0 $0
Plumbing Fixtures $0 $0 $0 $0 $0 $0
Sanitary Waste $284,720 $0 $0 $0 $0 $0
HVAC $52,782 $5,187 $64,980 $0 $0 $0
Controls and Instrumentation $0 $0 $0 $0 $0 $0
Cooling Generation $0 $0 $52,440 $0 $0 $0
Distribution System $0 $5,187 $12,540 $0 $0 $0
Heat Generation $0 $0 $0 $0 $0 $0
Terminal & Package Units $52,782 $0 $0 $0 $0 $0
Fire Protection $0 $0 $402,031 $0 $0 $0
Sprinklers & Standpipe $0 $0 $402,031 $0 $0 $0
Electrical $578,319 $0 $0 $0 $0 $0
Branch Wiring $250,180 $0 $0 $0 $0 $0
Communications & Security $65,657 $0 $0 $0 $0 $0
Lighting $0 $0 $0 $0 $0 $0
Exit Signs and Emergency Lighting $262,483 $0 $0 $0 $0 $0 June 8, 2026 Special CC Mtg Page 79 of 478
56 Table 20. Current and Forecasted Needs Summarized by System (Years 6 - 10): Police Station System 2032 2033 2034 2035 2036
Cumulative Needs by Year $2,538,081 $2,538,081 $2,538,081 $2,538,081 $2,694,889 Needs by Year $346,717 $0 $0 $0 $156,808
Exterior Enclosure $0 $0 $0 $0 $18,811
Exterior Walls (Finishes) $0 $0 $0 $0 $18,811
Exterior Windows $0 $0 $0 $0 $0
Exterior Doors $0 $0 $0 $0 $0
Roofing $0 $0 $0 $0 $0
Roof Coverings $0 $0 $0 $0 $0
Interior Construction $0 $0 $0 $0 $0
Interior Doors $0 $0 $0 $0 $0
Specialties $0 $0 $0 $0 $0
Interiors $0 $0 $0 $0 $0
Ceiling Finishes $0 $0 $0 $0 $0
Floor Finishes $0 $0 $0 $0 $0
Wall Finishes $0 $0 $0 $0 $0
Plumbing $0 $0 $0 $0 $0
Domestic Water Distribution $0 $0 $0 $0 $0
Plumbing Fixtures $0 $0 $0 $0 $0
Sanitary Waste $0 $0 $0 $0 $0
HVAC $0 $0 $0 $0 $137,997
Controls and Instrumentation $0 $0 $0 $0 $137,997
Cooling Generation $0 $0 $0 $0 $0
Distribution System $0 $0 $0 $0 $0
Heat Generation $0 $0 $0 $0 $0
Terminal & Package Units $0 $0 $0 $0 $0
Fire Protection $0 $0 $0 $0 $0
Sprinklers & Standpipe $0 $0 $0 $0 $0
Electrical $346,717 $0 $0 $0 $0
Branch Wiring $0 $0 $0 $0 $0
Communications & Security $0 $0 $0 $0 $0
Lighting $346,717 $0 $0 $0 $0
Exit Signs and Emergency Lighting $0 $0 $0 $0 $0
June 8, 2026 Special CC Mtg Page 80 of 478
57 Table 21. Current and Forecasted Needs Summarized by System (Years 11 - 15): Police Station System 2037 2038 2039 2040 2041
Cumulative Needs by Year $2,694,889 $2,953,644 $3,098,310 $3,168,290 $3,570,341 Needs by Year $0 $258,755 $144,666 $69,980 $402,051
Exterior Enclosure $0 $91,881 $0 $0 $0
Exterior Walls (Finishes) $0 $48,466 $0 $0 $0
Exterior Windows $0 $0 $0 $0 $0
Exterior Doors $0 $43,415 $0 $0 $0
Roofing $0 $0 $0 $0 $0
Roof Coverings $0 $0 $0 $0 $0
Interior Construction $0 $148,976 $0 $0 $0
Interior Doors $0 $106,140 $0 $0 $0
Specialties $0 $42,836 $0 $0 $0
Interiors $0 $0 $0 $0 $0
Ceiling Finishes $0 $0 $0 $0 $0
Floor Finishes $0 $0 $0 $0 $0
Wall Finishes $0 $0 $0 $0 $0
Plumbing $0 $0 $0 $0 $402,051
Domestic Water Distribution $0 $0 $0 $0 $0
Plumbing Fixtures $0 $0 $0 $0 $402,051
Sanitary Waste $0 $0 $0 $0 $0
HVAC $0 $17,898 $144,666 $69,980 $0
Controls and Instrumentation $0 $0 $0 $0 $0
Cooling Generation $0 $0 $144,666 $0 $0
Distribution System $0 $0 $0 $69,980 $0
Heat Generation $0 $17,898 $0 $0 $0
Terminal & Package Units $0 $0 $0 $0 $0
Fire Protection $0 $0 $0 $0 $0
Sprinklers & Standpipe $0 $0 $0 $0 $0
Electrical $0 $0 $0 $0 $0
Branch Wiring $0 $0 $0 $0 $0
Communications & Security $0 $0 $0 $0 $0
Lighting $0 $0 $0 $0 $0
Exit Signs and Emergency Lighting $0 $0 $0 $0 $0
June 8, 2026 Special CC Mtg Page 81 of 478
58 Table 22. Current and Forecasted Needs Summarized by System (Years 16-20): Police Station System 2042 2043 2044 2045 2046
Cumulative Needs by Year $3,570,341 $3,570,341 $3,624,434 $3,624,434 $3,624,434 Needs by Year $0 $0 $54,093 $0 $0
Exterior Enclosure $0 $0 $0 $0 $0
Exterior Walls (Finishes) $0 $0 $0 $0 $0
Exterior Windows $0 $0 $0 $0 $0
Exterior Doors $0 $0 $0 $0 $0
Roofing $0 $0 $0 $0 $0
Roof Coverings $0 $0 $0 $0 $0
Interior Construction $0 $0 $0 $0 $0
Interior Doors $0 $0 $0 $0 $0
Specialties $0 $0 $0 $0 $0
Interiors $0 $0 $0 $0 $0
Ceiling Finishes $0 $0 $0 $0 $0
Floor Finishes $0 $0 $0 $0 $0
Wall Finishes $0 $0 $0 $0 $0
Plumbing $0 $0 $0 $0 $0
Domestic Water Distribution $0 $0 $0 $0 $0
Plumbing Fixtures $0 $0 $0 $0 $0
Sanitary Waste $0 $0 $0 $0 $0
HVAC $0 $0 $54,093 $0 $0
Controls and Instrumentation $0 $0 $0 $0 $0
Cooling Generation $0 $0 $0 $0 $0
Distribution System $0 $0 $2,109 $0 $0
Heat Generation $0 $0 $0 $0 $0
Terminal & Package Units $0 $0 $51,984 $0 $0
Fire Protection $0 $0 $0 $0 $0
Sprinklers & Standpipe $0 $0 $0 $0 $0
Electrical $0 $0 $0 $0 $0
Branch Wiring $0 $0 $0 $0 $0
Communications & Security $0 $0 $0 $0 $0
Lighting $0 $0 $0 $0 $0
Exit Signs and Emergency Lighting $0 $0 $0 $0 $0
June 8, 2026 Special CC Mtg Page 82 of 478
59 PARKS AND RECREATION

FACILITY CONDITION INFORMATION
June 8, 2026 Special CC Mtg Page 83 of 478
60 Parks and Recreation
The project included facilities at 5 locations totaling approximately 46,397 square feet. The table below contains location-specific information regarding current and forecast Facility Condition Indices. A comprehensive list of expired systems and those expected to expire between now and the Year 2046 is shown in the Forecasted Needs Summarized by System: Parks and Recreation Table.

Table 23. Facility Description: Summary of Findings: Parks and Recreation Name Area
(SF)
Total Needs
2026
Current
Replacement
Value
2026
FCI %
Total Needs
2031
2031
FCI %
Las Palmas Park 21,121 $1,528,370 9,715,087 16 $2,044,690 21 Layne Park 167 $0 95,860 0 $206 0
Pioneer Park 2,008 $34,279 818,312 4 $64,182 8
Recreation Park 22,051 $2,040,470 9,700,564 21 $2,313,697 24 Rudy Ortega Park 1,050 $1,868 699,943 0 $33,412 5
SUBTOTAL 46,397 $3,604,987 $21,029,766 17 $4,456,187 21 Site and Infrastructure (excluded from FCI calculations) $72,922 $72,922 TOTALS 46,397 $3,677,909 $21,029,766 $4,529,109
Note: The average FCI for the Parks and Recreation facilities assessed is 17 while the average FCI in 5 years is estimated to be 21 assuming current sustainment levels.

June 8, 2026 Special CC Mtg Page 84 of 478
61 Figures below show the current and forecasted needs respectively for all Parks and Recreation locations grouped by system.

Figure 21. Comparison of 2026 Current Needs vs. 2031 Forecasted Needs by System Group: Parks and Recreation June 8, 2026 Special CC Mtg Page 85 of 478
62 Figure 22. Comparison of 2026 Current Needs vs. 2031 Forecasted Needs by Priority: Parks and Recreation June 8, 2026 Special CC Mtg Page 86 of 478
63 Renewal Forecast
The renewal forecast below for Parks and Recreation locations shows the current backlog and projected facility sustainment requirements over the next 20 years. Please note the renewal forecast does not include potential costs associated with asbestos abatement, seismic evaluation; seismic retrofitting; hazardous material inspection, evaluation, and mitigation; and NFPA 101 and ADA upgrades. The renewal forecast is shown in the following figures:

Figure 23. Current and Forecasted Needs: Summarized by Reporting Period Current +10 Years: Parks and Recreation Figure 24. Current and Forecasted Needs: Summarized by Reporting Period Years 11-20: Parks and Recreation $0
$500
$1,000
$1,500
$2,000
$2,500
$3,000
$3,500
$4,000
2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036
Total $3,678 $451 $9 $316 $9 $66 $478 $1 $323 $61 $571
Thousands
$0
$100
$200
$300
$400
$500
$600
$700
$800
$900
2037 2038 2039 2040 2041 2042 2043 2044 2045 2046
Total $173 $778 $140 $37 $406 $116 $109 $171 $32 $62
Thousands
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June 8, 2026 Special CC Mtg Page 88 of 478
65 Table 24. Current and Forecasted Needs Summarized by System (Current + 5 years): Parks and Recreation System 2026 2027 2028 2029 2030 2031
Cumulative Needs by Year $3,677,909 $4,129,307 $4,138,028 $4,453,993 $4,463,490 $4,529,109 Needs by Year $3,677,909 $451,398 $8,721 $315,965 $9,497 $65,619 Exterior Enclosure $0 $29,102 $0 $0 $0 $0
Exterior Walls (Finishes) $0 $15,416 $0 $0 $0 $0
Exterior Windows $0 $0 $0 $0 $0 $0
Exterior Doors $0 $13,686 $0 $0 $0 $0
Roofing $261,995 $0 $8,721 $0 $0 $0
Roof Coverings $261,995 $0 $8,721 $0 $0 $0
Interior Construction $4,566 $159,641 $0 $0 $0 $0
Interior Doors $0 $1,714 $0 $0 $0 $0
Specialties $4,566 $157,926 $0 $0 $0 $0
Interiors $119,501 $245,291 $0 $7,466 $206 $60,375
Ceiling Finishes $85,529 $93,967 $0 $6,088 $0 $5,194
Floor Finishes $33,973 $107,447 $0 $0 $0 $53,950
Wall Finishes $0 $43,876 $0 $1,378 $206 $1,230
Plumbing $1,755,037 $14,286 $0 $0 $0 $0
Domestic Water Distribution $1,356,448 $0 $0 $0 $0 $0
Plumbing Fixtures $0 $14,286 $0 $0 $0 $0
Sanitary Waste $398,588 $0 $0 $0 $0 $0
HVAC $828,413 $3,078 $0 $0 $9,291 $5,244
Cooling Generation $16,188 $0 $0 $0 $0 $5,244
Distribution System $612,098 $3,078 $0 $0 $3,591 $0
Heat Generation $0 $0 $0 $0 $5,700 $0
Terminal & Package Units $200,127 $0 $0 $0 $0 $0
Electrical $635,475 $0 $0 $308,499 $0 $0
Branch Wiring $325,826 $0 $0 $308,499 $0 $0
Communications & Security $86,530 $0 $0 $0 $0 $0
Lighting $0 $0 $0 $0 $0 $0
Service Distribution $0 $0 $0 $0 $0 $0
Exit Signs and Emergency Lighting $223,119 $0 $0 $0 $0 $0 Site Infrastructure $72,922 $0 $0 $0 $0 $0
Pedestrian Pavements $25,300 $0 $0 $0 $0 $0
Vehicular Pavements $47,622 $0 $0 $0 $0 $0
June 8, 2026 Special CC Mtg Page 89 of 478
66 Table 25. Current and Forecasted Needs Summarized by System (Years 6 - 10): Parks and Recreation System 2032 2033 2034 2035 2036
Cumulative Needs by Year $5,006,945 $5,008,185 $5,330,930 $5,391,855 $5,963,165 Needs by Year $477,836 $1,240 $322,745 $60,925 $571,310 Exterior Enclosure $21,406 $0 $107,326 $49,411 $27,892
Exterior Walls (Finishes) $21,406 $0 $43,418 $0 $27,892 Exterior Windows $0 $0 $0 $49,411 $0
Exterior Doors $0 $0 $63,908 $0 $0
Roofing $13,406 $0 $0 $6,270 $0
Roof Coverings $13,406 $0 $0 $6,270 $0
Interior Construction $0 $0 $4,877 $0 $0
Interior Doors $0 $0 $0 $0 $0
Specialties $0 $0 $4,877 $0 $0
Interiors $15,485 $1,240 $128,893 $0 $0
Ceiling Finishes $15,485 $206 $0 $0 $0
Floor Finishes $0 $1,034 $128,893 $0 $0
Wall Finishes $0 $0 $0 $0 $0
Plumbing $0 $0 $42,473 $0 $0
Domestic Water Distribution $0 $0 $21,237 $0 $0
Plumbing Fixtures $0 $0 $0 $0 $0
Sanitary Waste $0 $0 $21,237 $0 $0
HVAC $0 $0 $0 $5,244 $0
Cooling Generation $0 $0 $0 $5,244 $0
Distribution System $0 $0 $0 $0 $0
Heat Generation $0 $0 $0 $0 $0
Terminal & Package Units $0 $0 $0 $0 $0
Electrical $427,540 $0 $39,176 $0 $543,418
Branch Wiring $0 $0 $39,176 $0 $0
Communications & Security $0 $0 $0 $0 $0
Lighting $427,540 $0 $0 $0 $543,418
Service Distribution $0 $0 $0 $0 $0
Exit Signs and Emergency Lighting $0 $0 $0 $0 $0
Site Infrastructure $0 $0 $0 $0 $0
Pedestrian Pavements $0 $0 $0 $0 $0
Vehicular Pavements $0 $0 $0 $0 $0
June 8, 2026 Special CC Mtg Page 90 of 478
67 Table 26. Current and Forecasted Needs Summarized by System (Years 11 - 15): Parks and Recreation System 2037 2038 2039 2040 2041
Cumulative Needs by Year $6,135,973 $6,913,517 $7,053,802 $7,090,795 $7,496,806 Needs by Year $172,808 $777,544 $140,284 $36,994 $406,011 Exterior Enclosure $0 $203,849 $54,440 $0 $7,423
Exterior Walls (Finishes) $0 $123,923 $13,370 $0 $0
Exterior Windows $0 $0 $0 $0 $7,423
Exterior Doors $0 $79,926 $41,070 $0 $0
Roofing $0 $0 $61,318 $0 $0
Roof Coverings $0 $0 $61,318 $0 $0
Interior Construction $0 $302,132 $0 $0 $0
Interior Doors $0 $135,182 $0 $0 $0
Specialties $0 $166,950 $0 $0 $0
Interiors $0 $271,564 $24,527 $15,064 $0
Ceiling Finishes $0 $0 $0 $0 $0
Floor Finishes $0 $241,497 $24,527 $0 $0
Wall Finishes $0 $30,067 $0 $15,064 $0
Plumbing $22,398 $0 $0 $0 $398,588
Domestic Water Distribution $11,199 $0 $0 $0 $0
Plumbing Fixtures $0 $0 $0 $0 $398,588
Sanitary Waste $11,199 $0 $0 $0 $0
HVAC $134,642 $0 $0 $16,644 $0
Cooling Generation $0 $0 $0 $13,908 $0
Distribution System $61,169 $0 $0 $0 $0
Heat Generation $0 $0 $0 $2,736 $0
Terminal & Package Units $73,473 $0 $0 $0 $0
Electrical $15,769 $0 $0 $5,286 $0
Branch Wiring $15,769 $0 $0 $0 $0
Communications & Security $0 $0 $0 $0 $0
Lighting $0 $0 $0 $0 $0
Service Distribution $0 $0 $0 $5,286 $0
Exit Signs and Emergency Lighting $0 $0 $0 $0 $0
Site Infrastructure $0 $0 $0 $0 $0
Pedestrian Pavements $0 $0 $0 $0 $0
Vehicular Pavements $0 $0 $0 $0 $0
June 8, 2026 Special CC Mtg Page 91 of 478
68 Table 27. Current and Forecasted Needs Summarized by System (Years 16-20): Parks and Recreation System 2042 2043 2044 2045 2046
Cumulative Needs by Year $7,612,734 $7,721,237 $7,892,684 $7,924,775 $7,987,099 Needs by Year $115,928 $108,503 $171,447 $32,091 $62,324 Exterior Enclosure $6,841 $0 $0 $0 $0
Exterior Walls (Finishes) $0 $0 $0 $0 $0
Exterior Windows $6,841 $0 $0 $0 $0
Exterior Doors $0 $0 $0 $0 $0
Roofing $0 $8,499 $171,447 $0 $0
Roof Coverings $0 $8,499 $171,447 $0 $0
Interior Construction $0 $0 $0 $0 $0
Interior Doors $0 $0 $0 $0 $0
Specialties $0 $0 $0 $0 $0
Interiors $29,855 $0 $0 $0 $30,374
Ceiling Finishes $27,912 $0 $0 $0 $0
Floor Finishes $1,944 $0 $0 $0 $0
Wall Finishes $0 $0 $0 $0 $30,374
Plumbing $79,232 $0 $0 $0 $0
Domestic Water Distribution $0 $0 $0 $0 $0
Plumbing Fixtures $79,232 $0 $0 $0 $0
Sanitary Waste $0 $0 $0 $0 $0
HVAC $0 $0 $0 $5,358 $0
Cooling Generation $0 $0 $0 $0 $0
Distribution System $0 $0 $0 $5,358 $0
Heat Generation $0 $0 $0 $0 $0
Terminal & Package Units $0 $0 $0 $0 $0
Electrical $0 $100,004 $0 $26,733 $31,950
Branch Wiring $0 $0 $0 $0 $0
Communications & Security $0 $0 $0 $0 $0
Lighting $0 $3,104 $0 $0 $0
Service Distribution $0 $0 $0 $0 $31,950
Exit Signs and Emergency Lighting $0 $96,900 $0 $26,733 $0 Site Infrastructure $0 $0 $0 $0 $0
Pedestrian Pavements $0 $0 $0 $0 $0
Vehicular Pavements $0 $0 $0 $0 $0
June 8, 2026 Special CC Mtg Page 92 of 478
69 PUBLIC WORKS

FACILITY CONDITION INFORMATION
June 8, 2026 Special CC Mtg Page 93 of 478
70 Public Works
The project included facilities at 2 locations totaling approximately 10,688 square feet. The table below contains location-specific information regarding current and forecast Facility Condition Indices. A comprehensive list of expired systems and those expected to expire between now and the Year 2046 is shown in the Forecasted Needs Summarized by System: Public Works Table.

Table 28. Facility Description: Summary of Findings: Public Works Name Area
(SF)
Total Needs
2026
Current
Replacement
Value
2026
FCI %
Total Needs
2031
2031
FCI %
Public Works Operation Center 9,888 $594,050 4,032,116 15 $630,220 16 Public Works Yard 800 $0 76,924 0 $1,167 2
SUBTOTAL 10,688 $594,050 $4,109,040 14 $631,388 15
Site and Infrastructure (excluded from FCI calculations) $207,900 $207,900 TOTALS 10,688 $801,950 $4,109,040 $839,288
Note: The average FCI for the Public Works facilities assessed is 14 while the average FCI in 5 years is estimated to be 15 assuming current sustainment levels.

June 8, 2026 Special CC Mtg Page 94 of 478
71 Figures below show the current and forecasted needs respectively for all Public Works locations grouped by system.

Figure 25. Comparison of 2026 Current Needs vs. 2031 Forecasted Needs by System Group: Public Works June 8, 2026 Special CC Mtg Page 95 of 478
72 Figure 26. Comparison of 2026 Current Needs vs. 2031 Forecasted Needs by Priority: Public Works June 8, 2026 Special CC Mtg Page 96 of 478
73 Renewal Forecast
The renewal forecast below for Public Works locations shows the current backlog and projected facility sustainment requirements over the next 20 years. Please note the renewal forecast does not include potential costs associated with asbestos abatement, seismic evaluation; seismic retrofitting; hazardous material inspection, evaluation, and mitigation; and NFPA 101 and ADA upgrades. The renewal forecast is shown in the following figures:

Figure 27. Current and Forecasted Needs: Summarized by Reporting Period Current +10 Years: Public Works Figure 28. Current and Forecasted Needs: Summarized by Reporting Period Years 11-20: Public Works $0
$100
$200
$300
$400
$500
$600
$700
$800
$900
2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036
Total $802 $16 $3 $0 $0 $18 $16 $0 $27 $0 $214
Thousands
$0
$20
$40
$60
$80
$100
$120
$140
$160
2037 2038 2039 2040 2041 2042 2043 2044 2045 2046
Total $0 $141 $0 $42 $119 $43 $34 $12 $0 $51
Thousands
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June 8, 2026 Special CC Mtg Page 98 of 478
75 Table 29. Current and Forecasted Needs Summarized by System (Current + 5 years): Public Works System 2026 2027 2028 2029 2030 2031
Cumulative Needs by Year $801,950 $817,549 $821,026 $821,026 $821,026 $839,288 Needs by Year $801,950 $15,599 $3,477 $0 $0 $18,261
Exterior Enclosure $5,749 $0 $0 $0 $0 $0
Exterior Walls (Finishes) $0 $0 $0 $0 $0 $0
Exterior Windows $5,749 $0 $0 $0 $0 $0
Exterior Doors $0 $0 $0 $0 $0 $0
Roofing $119,449 $0 $0 $0 $0 $0
Roof Coverings $119,449 $0 $0 $0 $0 $0
Interior Construction $0 $0 $0 $0 $0 $0
Interior Doors $0 $0 $0 $0 $0 $0
Specialties $0 $0 $0 $0 $0 $0
Interiors $0 $15,599 $0 $0 $0 $18,261
Ceiling Finishes $0 $0 $0 $0 $0 $6,087
Floor Finishes $0 $15,599 $0 $0 $0 $0
Wall Finishes $0 $0 $0 $0 $0 $12,174
Plumbing $100,876 $0 $0 $0 $0 $0
Domestic Water Distribution $37,909 $0 $0 $0 $0 $0
Plumbing Fixtures $0 $0 $0 $0 $0 $0
Sanitary Waste $62,967 $0 $0 $0 $0 $0
HVAC $174,788 $0 $3,477 $0 $0 $0
Distribution System $126,623 $0 $3,477 $0 $0 $0
Terminal & Package Units $48,165 $0 $0 $0 $0 $0
Electrical $193,188 $0 $0 $0 $0 $0
Branch Wiring $142,254 $0 $0 $0 $0 $0
Lighting $0 $0 $0 $0 $0 $0
Service Distribution $50,934 $0 $0 $0 $0 $0
Exit Signs and Emergency Lighting $0 $0 $0 $0 $0 $0
Site Infrastructure $207,900 $0 $0 $0 $0 $0
Vehicular Pavements $207,900 $0 $0 $0 $0 $0
June 8, 2026 Special CC Mtg Page 99 of 478
76 Table 30. Current and Forecasted Needs Summarized by System (Years 6 - 10): Public Works System 2032 2033 2034 2035 2036
Cumulative Needs by Year $855,576 $855,576 $882,827 $882,827 $1,097,073 Needs by Year $16,289 $0 $27,251 $0 $214,246
Exterior Enclosure $0 $0 $0 $0 $0
Exterior Walls (Finishes) $0 $0 $0 $0 $0
Exterior Windows $0 $0 $0 $0 $0
Exterior Doors $0 $0 $0 $0 $0
Roofing $0 $0 $0 $0 $0
Roof Coverings $0 $0 $0 $0 $0
Interior Construction $0 $0 $0 $0 $17,100
Interior Doors $0 $0 $0 $0 $0
Specialties $0 $0 $0 $0 $17,100
Interiors $16,289 $0 $27,251 $0 $0
Ceiling Finishes $16,289 $0 $0 $0 $0
Floor Finishes $0 $0 $27,251 $0 $0
Wall Finishes $0 $0 $0 $0 $0
Plumbing $0 $0 $0 $0 $0
Domestic Water Distribution $0 $0 $0 $0 $0
Plumbing Fixtures $0 $0 $0 $0 $0
Sanitary Waste $0 $0 $0 $0 $0
HVAC $0 $0 $0 $0 $0
Distribution System $0 $0 $0 $0 $0
Terminal & Package Units $0 $0 $0 $0 $0
Electrical $0 $0 $0 $0 $197,146
Branch Wiring $0 $0 $0 $0 $0
Lighting $0 $0 $0 $0 $197,146
Service Distribution $0 $0 $0 $0 $0
Exit Signs and Emergency Lighting $0 $0 $0 $0 $0
Site Infrastructure $0 $0 $0 $0 $0
Vehicular Pavements $0 $0 $0 $0 $0
June 8, 2026 Special CC Mtg Page 100 of 478
77 Table 31. Current and Forecasted Needs Summarized by System (Years 11 - 15): Public Works System 2037 2038 2039 2040 2041
Cumulative Needs by Year $1,097,073 $1,238,414 $1,238,414 $1,280,178 $1,399,654 Needs by Year $0 $141,341 $0 $41,764 $119,475
Exterior Enclosure $0 $44,962 $0 $0 $5,749
Exterior Walls (Finishes) $0 $12,969 $0 $0 $0
Exterior Windows $0 $0 $0 $0 $5,749
Exterior Doors $0 $31,994 $0 $0 $0
Roofing $0 $0 $0 $0 $0
Roof Coverings $0 $0 $0 $0 $0
Interior Construction $0 $82,739 $0 $0 $0
Interior Doors $0 $42,835 $0 $0 $0
Specialties $0 $39,904 $0 $0 $0
Interiors $0 $13,640 $0 $0 $0
Ceiling Finishes $0 $0 $0 $0 $0
Floor Finishes $0 $7,055 $0 $0 $0
Wall Finishes $0 $6,585 $0 $0 $0
Plumbing $0 $0 $0 $0 $113,726
Domestic Water Distribution $0 $0 $0 $0 $0
Plumbing Fixtures $0 $0 $0 $0 $113,726
Sanitary Waste $0 $0 $0 $0 $0
HVAC $0 $0 $0 $0 $0
Distribution System $0 $0 $0 $0 $0
Terminal & Package Units $0 $0 $0 $0 $0
Electrical $0 $0 $0 $41,764 $0
Branch Wiring $0 $0 $0 $0 $0
Lighting $0 $0 $0 $0 $0
Service Distribution $0 $0 $0 $0 $0
Exit Signs and Emergency Lighting $0 $0 $0 $41,764 $0
Site Infrastructure $0 $0 $0 $0 $0
Vehicular Pavements $0 $0 $0 $0 $0
June 8, 2026 Special CC Mtg Page 101 of 478
78 Table 32. Current and Forecasted Needs Summarized by System (Years 16-20): Public Works System 2042 2043 2044 2045 2046
Cumulative Needs by Year $1,442,626 $1,476,377 $1,488,005 $1,488,005 $1,538,939 Needs by Year $42,972 $33,751 $11,628 $0 $50,934
Exterior Enclosure $42,972 $14,692 $0 $0 $0
Exterior Walls (Finishes) $42,972 $14,692 $0 $0 $0
Exterior Windows $0 $0 $0 $0 $0
Exterior Doors $0 $0 $0 $0 $0
Roofing $0 $9,412 $0 $0 $0
Roof Coverings $0 $9,412 $0 $0 $0
Interior Construction $0 $0 $0 $0 $0
Interior Doors $0 $0 $0 $0 $0
Specialties $0 $0 $0 $0 $0
Interiors $0 $5,271 $0 $0 $0
Ceiling Finishes $0 $5,271 $0 $0 $0
Floor Finishes $0 $0 $0 $0 $0
Wall Finishes $0 $0 $0 $0 $0
Plumbing $0 $0 $0 $0 $0
Domestic Water Distribution $0 $0 $0 $0 $0
Plumbing Fixtures $0 $0 $0 $0 $0
Sanitary Waste $0 $0 $0 $0 $0
HVAC $0 $0 $11,628 $0 $0
Distribution System $0 $0 $0 $0 $0
Terminal & Package Units $0 $0 $11,628 $0 $0
Electrical $0 $4,375 $0 $0 $50,934
Branch Wiring $0 $0 $0 $0 $0
Lighting $0 $4,375 $0 $0 $0
Service Distribution $0 $0 $0 $0 $50,934
Exit Signs and Emergency Lighting $0 $0 $0 $0 $0
Site Infrastructure $0 $0 $0 $0 $0
Vehicular Pavements $0 $0 $0 $0 $0
June 8, 2026 Special CC Mtg Page 102 of 478
79 APPENDICES
June 8, 2026 Special CC Mtg Page 103 of 478
80 APPENDICES
Appendix A -Typical System Lifecycles
System and component life cycles used in the cost models for this project were based on average service life as shown in the Preventive Maintenance Guidebook: Best Practices to Maintain Efficient and Sustainable Buildings published by Building Owners and Managers Association (BOMA) International. When life cycle information is not provided by BOMA, life cycles have been assigned using ALPHA's professional judgment.

Table 33. Typical Life Cycles
System Lifecycle
(Years) System Lifecycle (Years)
Roofing Plumbing Fixtures 30
Built-up 25 Domestic Water Distribution 30
Composition Shingle 20 Sanitary Waste 30
Metal Panels 25 Fire Protection
Modified Bitumen 20 Fire Sprinklers and Standpipe (Piping and Risers) 40
Standing Seam Metal 35 Fire Detection (Activation Devices) 10 Building Exterior Fire Detection (Notification Devices and Control Panels)
15 Exterior Doors 25 Fire Detection (Wiring) 30
Exterior Walls (Finishes) 10-30 HVAC
Exterior Windows 30 Cooling Generating 25
Interior Finishes Controls 20
Interior Doors 25 Distribution 30
Ceiling (Acoustical Tile and Grids) 20 Heat Generating 30 Ceiling (Painted) 10 Terminal and Package Units 15
Walls 10 Electrical
Floors 15 Branch Wiring 30
Built-in Equip/Specialties Lighting 20
Built-in Equip/Specialties 20 Service and Distribution 40 Conveying Systems Generators 20
Elevators 35 Equipment
Chair Lifts 15 Institutional Equipment 25
Plumbing Other Equipment 15-25
June 8, 2026 Special CC Mtg Page 104 of 478
81 Appendix B - Supplemental Information
Capital Planning v. Budgeting
While traditional budgets may be perceived as reacting to short-term needs based on the historical performance of facilities and systems, a capital plan anticipates both short- and long-term degradation by employing a facility condition assessment and predictive cost modeling.
• Budgeting: Traditional, cost-based, budgeting practices describe a system by which a prior period's budget is adjusted to provide for the fluctuating cost of maintaining facilities. Traditional budgeting issues may include: 1) anticipated needs; 2) organizational growth; 3) the acquisition of new assets; 4) operations and maintenance; 5) deferred maintenance; and, 6) insurance. • Capital Planning: Capital planning differs from budgeting in that it considers a broader range of financial considerations over an extended timeline so as to more effectively predict and manage the fiscal needs of a real estate portfolio. Financial considerations may include the cost of capital, depreciation, organizational risk and return on investment (ROI). Similar in concept to the accounting principle of anticipating the capital depreciation of plant value, a capital renewal plan anticipates and attempts to counteract the ongoing deterioration of facility systems and components in order to extend a facility's life and value.

Facility Condition Index
A Facility Condition Index is considered to be a key building performance metric. As part of the FCA process, a facility condition index (FCI) is calculated for each facility. The FCI is used to quantify a facility’s physical condition at a specific point in time and is calculated using the expired system replacement costs (costs associated with systems that are beyond average service life) and the current replacement value (CRV) of the building. Expired system replacement costs consist of work that is necessary to restore the facility to a condition equivalent to its original (like new) state.

Example: Total expired system replacement costs (Requirements) = $3,000,000 Current Replacement Value (CRV) = $10,000,000
𝐹𝐶𝐼 =
$3,000,000
$10,000,000 = .30
June 8, 2026 Special CC Mtg Page 105 of 478
82 Present Value and Nominal Value
In the calculation of FCI sums, monetary values can be discounted to incorporate the time value of money, or be expressed in constant terms, ignoring the effects of inflation and interest. Because the cost of capital can vary significantly according to time, portfolio types, and project programs, all monetary terms in this report are expressed as nominal values.
• Nominal Value: Expresses monetary values, without adjusting for inflation or interest (also known as face value or par value).
• Present Value: The current worth of a future sum of money or stream of cash flows given a specified rate of return. Future cash flows can be discounted at a client specified discount rate to reflect the owner’s internal cost of capital.

Hard and Soft Costs
Unless otherwise stated, the costs indicated in this report represent hard costs only. Because soft costs vary regionally and periodically, provisions for soft cost expenses should be considered in addition to the hard costs indicated. For the purpose of this report, Hard and Soft costs are defined as follows:
• Hard costs: Direct costs incurred in relation to a specific construction project. Hard cost may include labor, materials, equipment, etc.
• Soft cost: Indirect costs incurred in addition to the direct construction cost. Soft costs may include professional services, financing, taxes, etc.

Building Systems
A building system describes a mechanism, or group of mechanisms that perform a given role to maintain the functionality of a facility. Examples of building systems may include roofing, plumbing or heating, ventilation and air conditioning (HVAC) systems.

Per the Uniformat classification standard, building systems have been grouped as follows:
• Foundations
• Superstructure
• Exterior Enclosure
• Roofing
• Interior Construction
• Interior Finishes
• Conveying Systems
• Plumbing
• HVAC
• Fire Protection
• Electrical
June 8, 2026 Special CC Mtg Page 106 of 478
83 System States
The design life of a building system or component describes the duration for which a system is expected to perform within normal operational parameters. The design life may be shortened for a variety of reasons including, neglect or inadequate maintenance or extended as a result of robust preventative / predictive maintenance. This extended or shortened design life is defined as a system’s useful life, and quantifies the duration for which a system, or component, operates within a minimally accepted level of performance.

As illustrated in the figure below, a facility condition analysis will make an appraisal of systems and components and recommend one of a series of actions necessary to ensure the continued functionality of a facility:
• Missing: A system or component may be deemed missing if the element absent, but is required for the operation of a facility (Example: ADA requirements for accessible ramps). • Extended: The life cycle of a system or component may be extended beyond its anticipated design life, if the element is deemed to be performing adequately.
• Expired: A system or component may be recommended for replacement (at any time) if the element is deemed to be performing inadequately.

June 8, 2026 Special CC Mtg Page 107 of 478
84 Figure 29. System or Component Life Cycle Curve
System Actions
A deficiency describes a condition in which there exists the need to repair an item that is damaged, missing, inadequate or insufficient for an intended purpose. Deficiencies are typically associated with underperforming systems or components, and describe activities that are required to extend their useful life. • Repair: Describes a condition in which it is recommended that the building system or component be serviced to provide additional useful life. Repairs are curative in nature, while maintenance by contrast is preventative.
• Replace: Describes a condition in which it is recommended that the building system or component be removed and replaced with a new system or component. Replacement needs may vary according to building type, region, use, and maintenance management.

Multiple building systems are considered “non-renewable” because the replacement of those systems would typically be so costly as to require the replacement of the entire facility (Example: Foundations). Accordingly, there are no deficiencies or costs associated to non-renewable system.

Additionally, per client preferences, many aspects of the built environment may not be part of the scope of a facility condition analysis.

June 8, 2026 Special CC Mtg Page 108 of 478
85 Cost Models
Cost estimation models are parametric equations used to predict the costs or the life cycle of a building system or component. The projections of the cost models are factored into capital plans, budgeting tools and other financial planning mechanisms. The rough order of magnitude cost estimates contained in this report are based on the cost models available within the client’s database platform.

It is important to note that there are a variety of cost model equations employed in the building industry and it is not uncommon for prices derived from the client’s database platform to vary from external references. If required, adjustments can typically be made to the facility condition data in order to facilitate comparison with external cost models, better reflect local conditions or perform sensitivity analyses.

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June 8, 2026 Special CC Mtg Page 110 of 478
87 Appendix C - Glossary
ACBM: Asbestos-containing Building Material
ADA: Americans with Disabilities Act
AHERA: Asbestos Hazard Emergency Response Act
ALPHA: ALPHA Facilities Solutions, LLC
Alterations: Work performed to change the interior arrangements or other physical characteristics of an existing facility or fixed equipment so that it can be used more effectively for its current designated purpose or adapted to a new use.

ASHRAE: American Society of Heating, Refrigerating and Air Conditioning Engineers ASTM: American Society for Testing and Materials
BOMA: Building Owners and Managers Association
Budgeting: A system by which a prior period’s estimate of income and expenditure is adjusted to account for operational realities in order to provide for the cost of maintaining facilities. Traditional budgeting issues may include anticipated needs, organizational growth, the acquisition of new assets, operations and maintenance, deferred maintenance and insurance.

Building: An enclosed and roofed structure that can be traversed without exiting to the exterior.

Building Addition: An area, space or component of a building added to the existing structure, after the original building’s year built date.

Capital Renewal: The planned replacement of building subsystems such as roofs, electrical systems, HVAC systems, and plumbing systems that have reached the end of their useful lives. Without significant reinvestment in building subsystems, older facilities will fall into a state of deteriorating condition and functionality, and the repair and maintenance costs will increase (International Facilities Management Association).

Calculated Next Renewal: The year a system or element would be expected to expire, based solely on the date it was installed and the expected service life of the system.

Condition: Condition refers to the state of physical fitness or readiness of a facility, system or systemic element for its intended use.

Cost Model: Parametric equations used to quantify the condition of building systems and estimate the cost necessary to sustain a facility over a given set of reporting periods. These estimated costs can be presented over a timeline to represent a capital renewal schedule.

June 8, 2026 Special CC Mtg Page 111 of 478
88 Current Replacement Value (CRV): CRV is a standard industry cost estimate of materials, supplies and labor required to replace facility at existing size and functional capability. Please note that the terms Plant Replacement Value and Current Replacement Value have the same meaning in the context of determining Facility Condition Index.

Deficiency: A deficiency describes a condition in which there exists the need to repair a building system or component that is damaged, missing, inadequate or insufficient for an intended purpose.

Element: Elements are the major components that comprise building systems.

Facility: A facility refers to site(s), building(s), or building addition(s) or combinations thereof that provide a particular service or support of an educational purpose.

Facility Condition Assessment (FCA): The process of performing a physical evaluation of the condition of a facility and its systems. The findings of this analysis may be used in conjunction with cost models to estimate the current and future funding streams necessary to maintain a real estate portfolio.

Facility Condition Index (FCI): FCI is an industry-standard measurement of a facility’s condition that is the ratio of the cost to correct a facility’s deficiencies to the Current Replacement Value of the facilities – the higher the FCI, the poorer the condition of the facility. After an FCI is established for all buildings within a portfolio, a building’s condition can be ranked relative to other buildings. The FCI may also represent the condition of a portfolio based on the cumulative FCIs of the portfolio’s facilities.

Gross Square Feet (GSF): The size of the enclosed floor space of a building in square feet, measured to the outside face of the enclosing walls.

Hard Costs: Direct costs incurred in relation to a specific construction project. Hard costs may include labor, materials, equipment, etc.

Heating, Ventilation and Air Conditioning (HVAC): A term used to describe building systems responsible for maintaining the temperature, humidity and air quality control.

IFMA: International Facilities Management Association.

Indoor Air Quality (IAQ): A metric used to quantify the air quality within and around buildings and structures, especially as it relates to the health and comfort of building occupants.

Install Year: The year a building or system was built or the most recent major renovation date (where a minimum of 70% of the system’s Current Replacement Value (CRV) was replaced).

Inflation: The trend of increasing prices from one year to the next, representing the rate at which the real value of an investment is eroded and the loss in spending power over time.

Interest: The charge for the privilege of borrowing money, typically expressed as an annual percentage rate and commonly calculated using simple or compound interest calculation.

Life Cycle: The period of time that a building, system or element can be expected to adequately serve its intended function.

June 8, 2026 Special CC Mtg Page 112 of 478
89 Maintenance: Work necessary to realize the originally anticipated life of a fixed asset, including buildings, fixed equipment and infrastructure. Maintenance is preventative, whereas repairs are curative.

Mechanical, Electrical and Plumbing (MEP): A term used to describe building systems related to the provision of HVAC, electric and plumbing services to a facility.

Needs: In the context of this report, needs are the backlog of capital renewal requirements.

Next Renewal: The assessor adjusted expected useful life of a system or element as a result of on-site inspection.

Nominal Value: A value expressed in monetary terms for a specific year or years, without adjusting for inflation – also known as face value or par value.

Operations: Activities related to normal performance of the functions for which a building is used (e.g., utilities, janitorial services, waste treatment).

O&M: Operations and Maintenance
Parametric Cost Modeling: Parametric statistics is a branch of statistics that assumes that the data has come from a type of probability distribution and makes inferences about the parameters of the distribution.

Plant Replacement Value (PRV): PRV represents the cost to design and construct a notional facility to current standards to replace an existing facility at the same location. Please note that the terms Plant Replacement Value (PRV) and Current Replacement Value (CRV) have the same meaning in the context of determining Facility Condition Index (FCI).

Present Value (PV): The current worth of a future sum of money or stream of cash flows given a specified rate of return. Future cash flows are discounted at a client specified discount rate.

Real Interest Rate: A net interest rate adjusted to remove the effects of inflation. It is the amount by which the nominal interest rate is higher than the inflation rate.

Repairs: Work to restore damaged or worn-out facilities to normal operating condition. Repairs are curative, whereas maintenance is preventative.

Replacements: An exchange of one fixed asset for another that has the same capacity to perform the same function. In contrast to repair, replacement generally involves a complete identifiable item of reinvestment (e.g., a major building component or subsystem).

Return on Investment (ROI): ROI is a financial indicator used to evaluate the performance of an investment and as a means to compare benefit.

Rough Order of Magnitude (ROM): ROM cost estimates are the most basic of cost estimate classifications.

RSMeans: An independent third-party provider of building industry construction cost data.

June 8, 2026 Special CC Mtg Page 113 of 478
90 Site: A facility’s grounds and its utilities, roadways, landscaping, fencing and other typical land improvements needed to support the facility.

Soft Costs: Indirect costs incurred in addition to the direct construction cost. Soft costs may include professional services, financing, taxes, etc.

System: System refers to building and related site work elements as described by ASTM Uniformat II, Classification for Building Elements (E1557-97), a format for classifying major facility elements common to most buildings. Elements usually perform a given function, regardless of the design specification, construction method or materials used. See also, “Uniformat II”.

Uniformat II: Uniformat II (commonly referred to simply as Uniformat), is ASTM Uniformat II, Classification for Building Elements (E1557-97) – A methodology for classifying major facility components common to most buildings.

Year Built: The year that a building or addition was originally built, based on substantial completion or occupancy.

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92 4085 Cibolo Canyons, Suite 200
San Antonio, TX 78261
210.49.ALPHA www.alphafacilities.com
[email protected]
June 8, 2026 Special CC Mtg Page 116 of 478
ATTACHMENT “B”
1 | Page
Department of Public Works
Five-Year Facilities Capital Improvement Plan
Facility Condition Assessment — Priority Projects
FY 2026–2027 through FY 2030–2031
Prepared By: Bonnie Tam, Director of Public Works
June 8, 2026
Based on ALPHA Facilities Solutions LLC / Brightly Asset Essentials Facility Condition Assessment Report — February 17, 2026 June 8, 2026 Special CC Mtg Page 117 of 478
ATTACHMENT “B”
2 | Page

1. Executive Summary
The City of San Fernando engaged ALPHA Facilities Solutions LLC, in partnership with Brightly, to conduct a comprehensive Facility Condition Assessment (FCA) of approximately 98,700 square feet across 25 permanent facilities and one portable building. Facilities excluded from the assessment included the City’s water and sewer lines and rolling stock, such as police and fire vehicles. The assessment was completed and issued in February 2026.

The citywide average Facility Condition Index (FCI) is currently 17%, placing the portfolio in the “Poor” condition range (10–30%) under International Facility Management Association (IFMA) standards. Without additional capital investment, the average FCI is projected to increase to 22% by 2031. The total deferred maintenance and capital renewal backlog currently stands at $7.6 million, with an additional $1.9 million in new needs forecast through 2031.

This Five-Year Capital Improvement Plan (CIP) prioritizes projects based on facility condition criticality, life-safety risk, and FCI scoring. Critical facilities—defined as those with an FCI exceeding 20% or containing expired highpriority systems—are prioritized for funding and implementation.

Key Findings at a Glance
• Citywide FCI: 17% in 2026, projected to increase to 22% by 2031, placing the overall facilities portfolio in the “Poor” condition category.
• Total deferred maintenance and capital renewal backlog is estimated at $7,591,676. • Eleven (11) facilities have roof systems that have exceeded their useful service life. • Eleven (11) facilities contain domestic water piping installed prior to 1985; water quality testing is strongly recommended.
• Nine (9) facilities have electrical branch wiring systems more than 30 years old; infrared electrical testing is recommended.
• Three (3) facilities have fire alarm and detection systems that have exceeded their 15-year expected lifecycle. • The most critical facilities identified are Recreation Park (approximately 90 years old, FCI 21%) and City Hall (FCI 25%).

June 8, 2026 Special CC Mtg Page 118 of 478
ATTACHMENT “B”
3 | Page

2. Portfolio Condition Overview
The table below summarizes current and projected conditions by facility group. FCI above 20% is considered Poor; above 50% triggers a replacement analysis.

Facility Group Area (SF) 2026
Total Needs
2026
FCI %
2031
Projected
Needs
2031
FCI %
Condition
Rating
Administrative (City Hall) 16,889 $1,335,501 25% $1,595,112 30% POOR Parks & Recreation 46,397 $3,604,987 17% $4,456,187 21% POOR Police Station 19,469 $1,581,075 18% $2,191,364 24% POOR Public Works 10,688 $594,050 14% $631,388 15% POOR
Utilities 5,257 $108,710 6% $230,978 12% FAIR
TOTAL (exclude site &
infrastructure)
98,700 $7,224,324 17% $9,105,027 22% POOR
Note: The total Site and infrastructure costs ($367,352 in 2026) are excluded from FCI calculations but are included in the CIP schedule. Replacement or renovation should be evaluated when FCI exceeds 50%. No facility is currently at that threshold, but Recreation Park and City Hall warrant close monitoring.

June 8, 2026 Special CC Mtg Page 119 of 478
ATTACHMENT “B”
4 | Page

3. Prioritization Framework
Projects are ranked by three tiers consistent with the FCA methodology:
• HIGH: Systems that failure would render a building unsuitable for occupancy or create a life-safety hazard.

Includes HVAC, electrical branch wiring, roofing, fire protection, and plumbing. • MEDIUM: Systems that impact occupant comfort or enclosure integrity. Includes exterior doors/windows, plumbing fixtures, and domestic water distribution.
• LOW: Systems that do not affect occupancy but require planned renewal. Includes floor/ceiling/wall finishes, exterior walls, pedestrian and vehicular pavements, and site development.

This CIP sequences HIGH-priority items first, with MEDIUM and LOW items phased in as budget allows. All cost estimates are Rough Order of Magnitude (ROM) and do not include soft costs (design fees, permitting, ADA upgrades, asbestos abatement, or seismic retrofitting), which typically add 5–20% to project totals.

June 8, 2026 Special CC Mtg Page 120 of 478
ATTACHMENT “B”
5 | Page

4. Five-Year Facilities CIP Project Schedule
The schedule below details recommended capital projects for FY 2026–27 through FY 2030–31. Projects are listed in priority order within each fiscal year. Cost figures are drawn directly from the FCA report unless noted.

Fiscal Year Facility Project Scope Source Priority Est. Cost Justification FY 2026–27 City Hall, Parks &
Rec Facilities
Plumbing – Domestic Water
& Sanitary Waste
Table 2
(p.23)
HIGH $926,196 Critical: some pipes age 90
years; public safety risk
FY 2026–27 Police Station Plumbing – Domestic Water
& Sanitary Waste
Table 19
(p.55)
HIGH $506,272 Pipes beyond useful life
FY 2026–27 City Hall Electrical – Branch Wiring &
Communications
(Phase 1)
Table 9
(p.35)
HIGH $636,158 Critical: 37-year-old wiring;
fire hazard
FY 2026–27 Police Station Electrical – Branch Wiring &
Exit Signs (Phase 1)
Table 19
(p.55)
HIGH $578,319 Critical: 38-year-old wiring;
life safety
FY 2026–27 Parks & Rec
Facilities
Electrical – Branch Wiring &
Exit Signs (Phase 1)
Table 2
(p.23)
HIGH $223,119 Fire & life safety compliance
FY 2026–27 Multiple Sites Roofing – Roof Covering
Replacement
Table 2
(p.23)
HIGH $856,493 11 facilities have failed roofs
FY 2026–27 City Hall & Public
Works
HVAC – Distribution &
Terminal Units (Phase 1)
Table 9
(p.35)
HIGH $454,398 Systems beyond 30-year
lifecycle
FY 2027-28* All Sites Site Infrastructure –
Vehicular Pavements
Table 2
(p.23)
LOW $327,052 Public Works Yard & Lower
Reservoir
FY 2027–28 Police Station &
City Hall
HVAC – Cooling &
Distribution Renewal (Phase
2)
Table 2
(p.23)
HIGH $84,417 Units at end of service life
FY 2027–28 City Hall Interior Specialties &
Finishes
Table 9
(p.35)
MEDIUM $203,360 Deferred maintenance
backlog
FY 2028-29* Parks & Rec
Facilities
Interior Finishes – Ceilings,
Floors, Walls
Table 24
(p.65)
LOW $245,291 Cosmetic/occupant health
condition
FY 2028-29 Police Station &
City Hall
HVAC – Cooling &
Distribution Renewal (Phase
3)
Table 2
(p.23)
HIGH $84,417 Units at end of service life
FY 2028-29 Police Station Fire Protection – Sprinkler
System
Table 19
(p.55)
HIGH $402,031 Fire alarm beyond 15-year
lifecycle
FY 2029-30 All Sites Electrical – Branch Wiring
(Phase 2)
Table 2
(p.23)
HIGH $308,499 Remaining wiring lifecycle
completions
FY 2029–30 Multiple Sites Roofing – Remaining Roof
Renewals
Table 2
(p.23)
HIGH $9,690 Remaining roofs reaching
lifecycle
FY 2030-31 Las Palmas Park HVAC Distribution Systems
(Final Phase)
Table 24
(p.65)
HIGH $14,535 30+ year systems at Las
Palmas Park
FY 2030–31 Utilities (MWD
Booster Station,
Well 3)
Plumbing & Water System
Renewals
Table 2
(p.23)
MEDIUM $11,987 Well systems approaching
lifecycle
FY 2030–31 Multiple Sites Roofing and Electrical
Remaining Deferrals
Table 2
(p.23)
MEDIUM $26,594 Roofing and Electrical
completions
FY 2030-31 Multiple Sites Interior Finishes – Ceilings, Floors, Walls
Table 2
(p.23)
LOW $102,572 Interior Finishes – Ceilings,
Floors, Walls
*Scheduled for prior FY per the assessment but recommended for the following FY due to funding and priority.

June 8, 2026 Special CC Mtg Page 121 of 478
ATTACHMENT “B”
6 | Page

5. Recommended Annual Budget Summary
The FCA-identified needs by year represent the cost of systems expiring in that period. The Recommended Budget column reflects a proposed appropriation that addresses the backlog over five years in a manageable sequence — front-loading the highest-risk items while deferring low-priority cosmetic work. The currently deferred maintenance and capital renewal backlog still stands at $7.6 million, with an additional $1.9 million in new needs forecast by 2031.

Total 5-Year Project Budget: $6,001,401. This figure is the direct sum of the estimated costs of all line items in the Five-Year CIP Project Schedule (Section 4) and reflects only the projects scoped in the updated schedule. It does not represent the full $7.6M backlog — approximately $1.5M in identified needs remains unscheduled, including deferred low-priority finishes and items requiring further scope development. Soft costs (design, permitting, ADA compliance, asbestos abatement, seismic review) are also not included and typically add 5–20% to individual project totals.

Total 5-Year Recommended Investment: approximately $7.2 million. This addresses the current $7.6M backlog through phased execution over five fiscal years, avoiding the compounding costs of further deferral. APPA:

Leadership in Educational Facilities, formerly known as the Association of Physical Plant Administrators, is a professional organization that develops standards and best practices for facilities management in educational institutions and similar organizations. Per APPA guidance, an annual maintenance and capital renewal budget of 2–4% of the aggregate Current Replacement Value ($41.4M) would equate to approximately $828,000–$1.66M per year for ongoing sustainment beyond backlog elimination.

Fiscal Year *New Needs
(per FCA)
Project Budget
(from schedule)
**Recommended
Budget
Notes
FY 2026–27 $7,591,676 $4,180,955 ~$4,500,000 Address critical backlog: Priority items – Plumbing + Roofing + Electrical Phase 1 +
HVAC Phase 1
FY 2027–28 $894,045 $614,829 ~$1,000,000 HVAC Phase 2 + Interior finishes FY 2028–29 $510,350 $731,739 ~$900,000 Fire suppression + HVAC Phase 3 + Interior finishes
FY 2029–30 $320,620 $318,189 ~$500,000 Electrical Phase 2 + Remaining roof renewals
FY 2030–31 $155,689 $155,689 ~$300,000 HVAC completions, Utility systems + Interior finishes + Finish deferrals
TOTAL $9,472,379 ***$6,001,401 $7,200,000
*Reference “Table 2” on Page 23 of the Facility Condition Assessment Report. **The Recommended Budget is calculated based on the total Project Budget and add 20% soft costs by spreading it over five years, weighted toward Year 1 (the critical items), and rounded to round numbers. Note that the Recommended Budget column should be replaced with actual figures developed by the City’s Finance team based on the City’s projected financial capacity, grant opportunities, and competing priorities. ***The total project budget does not: 1) address all identified new needs as of February 2026; 2) include approximately $1.5M in identified but unscheduled needs, consisting of deferred low-priority items that require further scope development; and 3) include an additional $1.9 in new needs forecast through 2031.

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ATTACHMENT “B”
7 | Page

6. Funding Strategies
This 5-Year Facilities CIP serves as the primary planning document for identifying, prioritizing, and financing longterm infrastructure and facility needs. However, cities often face limited discretionary revenues, funding strategies generally require multiple funding sources and phased implementation over several fiscal years.

Primary funding mechanisms commonly include:
• General Fund revenues, including property tax, sales tax, franchise fees, and utility users tax; • State and federal grant programs;
• Enterprise fund contributions for utility-related facility use; • Internal service funds and replacement reserves;
• Lease financing or Certificates of Participation (COPs) for major capital projects.

Annual Cost Allocation Plan (CAP)
An important component of long-term facilities financing is the City’s Annual Cost Allocation Plan (CAP). The CAP allocates shared administrative and operational costs among departments and funds based on measurable usage factors such as occupied square footage, staffing levels, or service demand. Costs commonly allocated include facilities maintenance, custodial services, utilities, information technology, finance, human resources, and administrative support.

The Cost Allocation Plan supports facility capital improvement efforts by ensuring that all departments contribute proportionally toward the ongoing operation, maintenance, and future replacement of City facilities. This approach distributes costs equitably across City operations rather than concentrating facility expenses solely within the General Fund.

In many municipalities, facilities-related costs are managed through an Internal Service Fund (ISF), which centralizes facility maintenance and replacement planning. Departments are charged annually through internal service allocations, and a portion of these charges may be directed toward capital replacement reserves for future facility rehabilitation and deferred maintenance needs.

This framework provides several financial and operational benefits, including:
• Establishing predictable annual funding for facility maintenance and replacement; • Reducing deferred maintenance liabilities;
• Allowing enterprise funds to pay their proportional share of facility costs; • Improving eligibility and documentation for grant reimbursement; • Supporting long-term capital planning and fiscal sustainability.

Through integration of the Capital Improvement Program, Internal Service Fund structure, and Annual Cost Allocation Plan, the City can develop a more sustainable and equitable approach to financing facilities capital improvements while ensuring that all departments participate in supporting the City’s long-term infrastructure needs.

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7. Asset Management Program
The FCA data and this CIP establish a strong foundation, but sustaining facility conditions over time requires a permanent Asset Management Program (AMP). The following program framework is designed to transition the City from reactive maintenance to a planned, data-driven approach to facility stewardship.

Program Objectives
• Maintain and improve the citywide FCI below 15% over the next 10 years, moving from the current Poor classification toward Fair.
• Eliminate the deferred maintenance backlog of $7.6M within the five-year CIP window and prevent new deferred maintenance from accumulating.
• Provide the City Council with transparent, data-driven information to support annual capital budget decisions.
• Extend the useful life of facility assets through proactive preventive maintenance, reducing the frequency and cost of emergency repairs.
• Ensure compliance with life-safety codes, ADA requirements, and regulatory standards across all City facilities.

Centralized Asset Register
The City should maintain a centralized asset register that captures the following data for every major building system at each facility at least annually:
• System type, manufacturer, model, and installation date • Expected useful life (per IFMA or manufacturer standards) • Current condition rating (from FCA or subsequent inspection) • Current Replacement Value (CRV)
• Warranty status
• Maintenance history and associated costs
Preventive Maintenance Program
A Preventive Maintenance (PM) program is the most cost-effective tool for extending asset life and reducing unplanned failures. The following PM schedule is recommended as a minimum standard:

System PM Frequency Key Tasks
HVAC Quarterly /
Annual
Filter changes, coil cleaning, belt inspection, controls calibration, refrigerant check (per EPA 608 requirements) Electrical Systems Annual Infrared scanning of panels, breaker testing, grounding verification, emergency lighting test
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Roofing Semi-Annual Visual inspection after winter and summer, debris removal, flashing and penetration check, drain clearing
Plumbing Annual Backflow preventer testing (required by code), water heater inspection, fixture condition check, drain flow test
Fire Alarm /
Suppression
Annual / Per
NFPA 25/72
Detector testing, panel inspection, sprinkler head inspection, flow test (per NFPA 25 requirements)
Elevators (if
applicable)
Monthly /
Annual
Per California DOSH requirements; annual inspection with certificate of operation
Exterior / Site Semi-Annual Pavement crack survey, ADA path of travel inspection, exterior caulking condition
Note: PM task frequencies cited above are standard industry guidance. Actual requirements may vary based on manufacturer recommendations, local codes, or insurance requirements. City facilities staff and any applicable regulatory agencies need to confirm specific requirements.

Staffing and Capacity
The AMP is most effective when there is dedicated internal capacity to manage it. Current staffing levels are not assessed in this CIP, but the following positions or functions are typically necessary for a portfolio of this size (approximately 98,700 SF across 26 facilities):
• Public Works Operations Manager: Overall CIP and AMP oversight, reporting, contractor management. • Maintenance Technician(s): Day-to-day PM execution and work order response. • Project Manager: CIP project delivery, contract administration, inspection oversight. It could be an augmented role within existing Public Works staff or a contracted project management service.

If current staffing is insufficient to execute the PM program alongside CIP delivery, the City should evaluate hiring, contract augmentation, or a facilities management services agreement. The cost of understaffing, in deferred maintenance and emergency repairs, typically exceeds the cost of adequate staffing.

Technology Platform
An asset management software system will be well-suited for managing this AMP:
• Work Order Management: All PM tasks and reactive repairs should be tracked in a work order management system, not spreadsheets or paper logs. This creates the maintenance history record that supports future FCA updates and capital planning.
• Asset Lifecycle Tracking: Utilize the platform's asset module to record all major equipment, installation dates, and expected replacement years. Set automated alerts when systems approach end of useful life so capital requests can be built into the budget cycle proactively. • CIP Integration: Link capital projects back to the asset records they renew. This provides a full lifecycle record: original installation → maintenance history → capital replacement → new installation.

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8. Critical Facility Profiles
Recreation Park (FCI 21% — Age 90)
The Recreation Park is the most urgent facility in the portfolio. Built in 1936, its plumbing infrastructure (domestic water and sanitary waste) is at or well beyond its useful life, representing $926,196 in immediate needs. Electrical systems including branch wiring and exit/emergency lighting add $485,602. The facility's FCI is projected to reach 24% by 2031 without intervention. Full plumbing replacement and electrical renewal should be initiated in FY 2026–27. Note: When renovation costs approach 50% of the Current Replacement Value ($9.7M), full ADA/life safety code compliance may be triggered — staff should evaluate this threshold as the scope develops.

City Hall (FCI 25% — Age 37)
City Hall carries the highest FCI in the portfolio at 25%, rising to a projected 30% by 2031. The $1,335,501 backlog is concentrated in electrical branch wiring and communications/security ($636,158), HVAC distribution and terminal units ($279,610), roofing ($157,434), and plumbing ($206,653). With these systems at or beyond their 30-year lifecycle, deferred action significantly increases the risk of unplanned system failures in the City's primary administrative facility. FY 2026–27 should begin electrical and HVAC renewal.

Police Department (FCI 18% — Age 38)
The Police Station has $1,581,075 in current needs and a projected FCI of 24% by 2031. Immediate concerns include roofing ($277,636), plumbing ($506,272), and electrical exit/emergency lighting and branch wiring ($578,319). A critical item deferred to FY 2028-29 is the fire sprinkler system ($402,031), which has exceeded its 15-year useful life. Given the facility's public safety mission, any extended out-of-service risk is unacceptable. Staff should investigate interim fire safety compliance measures until full sprinkler replacement is funded.

Las Palmas Park (FCI 16% — Age up to 71 years)
Las Palmas Park carries $1,528,370 in current needs driven primarily by plumbing, HVAC distribution systems (30+ years), and interior finishes. The fire alarm/detection system is also beyond its recommended 15-year lifecycle.

Renewal of HVAC distribution and fire alarm should be prioritized in FY 2026–27 alongside plumbing infrastructure.

Public Works Operation Center (FCI 15% — Age 67)
The Public Works Operation Center has $594,050 in current needs across roofing, HVAC, plumbing, and electrical branch wiring. The facility also requires $207,900 in vehicular pavement replacement. The FCI is expected to remain relatively stable at 15–16% through 2031, but the age of the structure warrants proactive intervention on high-priority systems in FY 2026–27.

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9. Immediate Actions Required
The following actions should be initiated immediately, independent of the annual budget cycle:
• Water Quality Testing: All 11 buildings with pre-1985 domestic water piping (including Booster Station, Recreation Park, City Hall, Police Department, Public Works Operation Center, and Well 2A) should have water quality tested on a regular schedule to assess lead and other contamination risk. • Infrared Electrical Testing: All nine (9) buildings with 30+ year-old branch wiring should undergo infrared scanning to identify hot spots and failure risk before system replacement is scheduled. This is a low-cost diagnostic that can extend system life or confirm urgency. • Fire Alarm/Detection Interim Review: City Hall, Las Palmas Park, and Police Department all have fire alarm systems past their useful life. Until replacement is completed, a fire safety review and any required interim compliance measures should be documented.
• Roof Condition Verification: A detailed roof inspection of all 11 facilities with expired roof coverings is recommended to determine which can be repaired versus fully replaced, which will refine cost estimates in the CIP.

10. Important Limitations
This CIP is derived from the ALPHA/Brightly Facility Condition Assessment dated February 2026. The following caveats apply:
• All costs are ROM estimates based on 2026 RSMeans data. Actual project costs will vary and should be confirmed through formal design and bidding.
• Soft costs (design, permitting, legal, ADA upgrades, asbestos abatement, seismic evaluation) are not included and may add 5–20% to project totals.
• Building square footage was provided by the City and was not independently verified during the assessment. • Concealed systems (e.g., buried piping, hidden wiring) may reveal additional deficiencies upon construction access.
• The City may elect to defer systems that have exceeded average service life if they remain functional and the tolerance for risk is acceptable — but this increases future costs and failure probability.

City staff should revisit and update this CIP annually as project scopes are finalized, new conditions emerge, and budget appropriations are confirmed.

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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 D. Melton, Director of Administrative Services

Date: June 8, 2026
Subject: Discussion of Fiscal Year 2026-2027 Budget Study Session No. 3 RECOMMENDATION:

It is recommended that the City Council:
a. Review and discuss the Fiscal Year (FY) 2026-2027 Proposed Budget (Attachment “A”); and b. Provide direction to staff, as appropriate.

BACKGROUND:

1. On March 2, 2026, the City Council received and filed the FY 2025-2026 Mid-Year Budget update and FY 2026-2027 Budget Outlook. This marked the kick-off of the FY 2026-2027 Budget Season.

2. On March 23, 2026, the City Council held a Special Study Session to develop the City’s five-year Strategic Plan for Fiscal Years 2026-2031.

3. Throughout April 2026, the City Manager and Director of Administrative Services met with each Department to develop the FY 2026-2027 City Manager’s Proposed Budget, which includes revenues and expenditures for the General Fund, Enterprise Funds, and all Special Revenue Funds.

4. On May 4, 2026, the FY 2026-2027 Proposed Budget was made available to the City Council and subsequently posted to the City’s website (www.sanfernando.gov/budget)

5. On May 13, 2026, an in-person Town Hall meeting, which was also live-streamed on YouTube, was held to present the FY 2026–2027 Proposed Budget, where members of the public were able to participate and ask questions.

6. On May 18, 2026, Budget Study Session #1 was held, which involved a presentation of the budget overview, City Manager’s Office, and Administrative Services Department June 8, 2026 Special CC Mtg Page 131 of 478
Discussion of Fiscal Year 2026-2027 Budget Study Session No. 3

(Attachment “B”). Comments and follow-up actions discussed during the meeting are attached (Attachment “C”).

7. On May 26, 2026, Budget Session #2 was held, with presentations from the City Clerk, Community Development, and Recreation & Community Services Departments (Attachment “C”). Additional budget study sessions are scheduled for June 8, 2026 (Public Works), and June 15, 2026 (Police Department). A Public Hearing to adopt the Fiscal Year 2026-2027 Budget is tentatively scheduled for the Monday, June 15, 2026 Regular City Council Meeting.

ANALYSIS:

Budget Overview.

The theme of the FY 2026-2027 City Manager’s Proposed Budget is “Maintaining Core Services During Challenging Economic Conditions.” The City is entering this fiscal year amid economic volatility, with inflation, slowing revenue growth, and fiscal pressures at all levels of government.

Like many jurisdictions across California, cities are facing difficult fiscal decisions due to rising costs and slowing revenue growth. Several municipalities have been forced to implement staffing furloughs, hiring freezes, or the postponement of cost-of-living adjustments and salary increases to balance their budgets. The City of San Fernando remains in a stronger position, and at this time, is not proposing staffing furloughs or freezing salary increases. However, these regional actions highlight the broader fiscal environment and reinforce the need for continued prudence and disciplined financial management to ensure the City’s long-term stability.

The Proposed Budget takes a conservative approach, projecting flat revenue growth and limiting ongoing expenditure increases, while prioritizing the maintenance of essential City operations and ensuring that San Fernando remains safe and beautiful. Despite significant external cost pressures, the Proposed Budget maintains core service levels and prioritizes fiscal stability by aligning staff capacity with essential service delivery. In accordance with the City’s Budget Policy, the Proposed General Fund Budget represents a balanced budget. In fact, with $29,980,451 in projected revenues and $29,904,851 in proposed expenditures, there is a nominal budget surplus of $75,600.

Budget Study Session No. 1: City Council Comments & Follow-Up Items.

Budget Study Session No. 1 was held on May 18, 2026, in which the City Council received a presentation on the budget overview, the City Manager’s Office, and Administrative Services Department. Comments and follow-up actions discussed during the meeting are provided as Attachment “C”.

Budget Study Session No. 2: City Council Comments & Follow-Up Items.

Budget Study Session No. 2 was held on May 26, 2026, in which the City Council received a presentation from the City Clerk, Community Development, and Recreation & Community Services Departments. Comments and follow-up actions discussed during the meeting are provided below. Responses to items are provided in blue.

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Discussion of Fiscal Year 2026-2027 Budget Study Session No. 3

CITY CLERK’S OFFICE
• Request for staff to provide a list of Cesar Chavez Memorial contributors: On October 6, 2024, City Council approved an initial funding plan for the César E. Chávez Memorial site (Attachment “D”). No additional reporting to City Council was identified following the site’s construction. Staff recently contacted the Pueblo Y Salud to inquire about additional records of contributors; however, they were unable to supply records on brick and plaque sales or donations.
• Suggestion to augment banners that encourage the community to vote during the election season: The City’s next election is March 2028. Staff will incorporate in 2027- 2028 budget process for additional consideration and request through Los Angeles County Election Office resources.
• Request to provide a comment drop box for City Council Meeting preferred translators: Staff will review costs and determine a comment box review process to present to the City Council consideration and direction. • Recommendation for City Clerk’s Office to attend the elections ballot processing center: Staff annually attends the Los Angeles County Registrar/Recorder’s Annual City Clerk Summit where election information is presented. Additionally, the City Clerk has previously visited the ballot processing center. A time will be scheduled for the Deputy City Clerk/Management Analyst to visit and review the ballot processing center. • Request for information distinguishing the City Council Handbook from Procedural Manual and timeline: The City Council Procedural Manual covers processes that occur during a City Council Meeting and City Council’s roles and responsibilities, with specific references to the Government Code, meeting management, and required elected official forms. Whereas the City Council Handbook serves as an orientation guide that outlines key policies, benefits and compensation, key staff contacts, technology and security practices, and travel and conference procedures, etc. to help Councilmembers understand operational processes and available resources.

COMMUNITY DEVELOPMENT DEPARTMENT
• Staff to provide clarification regarding the $65,000 enhancement for legal services, as listed at no net cost: While other enhancements are cost-only, legal services for code enforcement will also collect fees on outstanding cases. The revenues then offset the expense, resulting in an estimated net cost of zero.

RECREATION & COMMUNITY SERVICES (RCS) DEPARTMENT
• Events Discussion:
o Can non-profit organizations assist with Senior Fest and San Fernando Valley Mile Run events: Yes, partnering with interested organizations to sponsor events is always welcomed. The challenge has been due to staffing, as there is June 8, 2026 Special CC Mtg Page 133 of 478
Discussion of Fiscal Year 2026-2027 Budget Study Session No. 3

no dedicated position within Recreation & Community Services to market and recruit sponsorships. In turn, this role is only conducted intermittently between special event coordination as time allows.
o Provide a list of special events to include additional information regarding cosponsorships, complete staff costs including regular time vs overtime costs, and attendance: A list is provided in Attachment “E”.
o Consider partnering with the City of Los Angeles for future 4th of July Events:

Staff will reach out to the City of Los Angeles to determine feasibility of request and return with additional information for the 2027 Independence Day Event. o Consider replacing/merging El Grito with Menudo Festival using Area B Funds:

One-time funding was appropriated in Fiscal Year 2025-2026 at $12,000 for the El Grito Event. If the City Council approves continuing as an ongoing event along with restructuring, Area B funds could be considered for use. o Provide costs if Tree Lighting Event were combined with re-routed Parade and consider use of Area B Funds. Councilmember Lopez will also reach out to ask Emprende organization to provide a presentation to City Council regarding their role in organizing a Christmas Parade: A meeting was scheduled with Councilmember Lopez, Emprende organization, and staff on June 3, 2026 to discuss collaboration and cost. Based on the discussion, staff will present estimated cost on June 15, 2026 for consideration. The proposal will include Emprende serving as the parade organizer to include event planning, community outreach, participant recruitment, sponsorship development and promotional efforts. The City would support through street closures, traffic control, safety plan development, permitting and task force establishment for ongoing event logistics coordination.
o Provide information regarding Vendor Selection Process for Events: The Special Events Vendor Application (Attachment “F”) provides businesses and organizations the opportunity to showcase their products and services at various City‑hosted events throughout the year. Vendors may apply to participate in a single event or multiple events using the same application. In cases where multiple vendors offering similar products or services apply, selections are made on a first‑come, first‑served basis, with a rotational schedule implemented to ensure equitable participation. Instances requiring this approach, however, have been limited. Moving forward, staff will post a call-for-vendor on social media to increase outreach.
o Provide information on the cost of combining Movies at the Park and Concerts at the Park into one event: The current cost for the Summer Concert Series is $29,812 and Movies at the Park is $12,853, for a combined total of $42,665 across the duration of both programs. While consolidating the events into a combined three-week format may appear to present cost-saving opportunities, projected expenses for staffing and event coordination would still total June 8, 2026 Special CC Mtg Page 134 of 478
Discussion of Fiscal Year 2026-2027 Budget Study Session No. 3

approximately $42,500, resulting in minimal overall savings. Both programs are distinct in nature, requiring different equipment, operational needs, and event setups, while also attracting different audiences and community interests. As a result, combining the events would provide limited financial benefit.
• Provide a list of all programming activities, with complete costs including staff time, supplies, and attendance information, including Afterschool Program: A list is provided in Attachment “G”.
• Status on locating permanent home for Liberty Bell: The Lopez Adobe House was evaluated as a potential site; however, Public Works staff expressed concerns regarding possible vandalism. Staff also assessed the City Hall lobby, which appears to be a viable alternative but would require further evaluation to determine appropriate mounting needs. Staff welcomes additional direction from the Council on any other locations and will present a proposal to Council at a later date. • Cost Estimates for City Farmer’s Market: Per City Council authorization on May 4, 2026, staff released a request for proposals (RFP) on May 7, 2026 for a Farmers Market operator. The RFP encourages proposals with no-cost or revenue sharing models for operation. The deadline for submittal is July 9, 2026.

ADDITIONAL COMMENTS
• Contact the Los Angeles County Elections Division and United States Postal Service (USPS) regarding new changes in mail handling as it relates to ballot processing: The Los Angeles County Registrar recommends voters who want to return their ballot by United State Postal Services (USPS) mail should go into a Post Office to request a postmark of their ballot which will ensure it is counted on/before Election Day. Staff published social media posts on May 29 and June 1 reminding voters that ballots must be postmarked on or before June 2, encouraging those mailing their ballots to obtain a postmark inside a USPS facility to verify timely mailing and eligibility for inclusion in the official ballot count.
• Consider cost and procedural impacts of San Fernando becoming a Charter City: With City Council consensus and direction, staff will return with this additional information. • Provide additional information regarding paying off future debt: The Fiscal Year 2026-2027 Proposed Budget includes a request for funding towards a long-range financial forecast. If the budget is adopted to include this enhancement, information regarding future debt pay-off will be incorporated.

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Discussion of Fiscal Year 2026-2027 Budget Study Session No. 3

BUDGET IMPACT:

The total Proposed Budget for all funds is approximately $58.7 million. The Proposed General Fund budget is $29.9 million (1% decrease from FY 2025-2026). In accordance with the City’s Budget Policy, the FY 2026-2027 Proposed General Fund Budget represents a balanced budget, with General Fund revenues of $30.0 million, expenditures of $29.9 million and proposed enhancements of $75,600.

CONCLUSION:

It is recommended that the City Council review the FY 2026-2027 Proposed Budget.

ATTACHMENTS:

A. Fiscal Year 2026-2027 Proposed Budget (available digitally through web link and hardcopy at the Finance counter)
B. Budget Study Session # 1 – May 18, 2026 Agenda Report (available digitally through web link) C. Budget Study Session #2 – May 26, 2026 Agenda Report (available digitally through web link) D. October 6, 2014 Agenda Report – Fundraising Efforts at the César E. Chávez Memorial E. RCS Department – Special Events Data
F. RCS Department – 2026 City Special Event Vendor Application G. RCS Department – Recreation Division Programming Data June 8, 2026 Special CC Mtg Page 136 of 478

AGENDA REPORT
RECREATION AND COMMUNITY SERVICES DEPARTMENT 208 PARK AVENUE, SAN FERNANDO, CA 91340 (818) 898-1290 WWW.SFCITY.ORG To: Mayor Sylvia Ballin and Councilmembers
From: Brian Saeki, City Manager
By: Ismael Aguila, Recreation and Community Services Operations Manager Date: October 6, 2014
Subject: Consideration to Approve a Partnership with Pueblo Y Salud for Fundraising Efforts at the César E. Chávez Memorial
RECOMMENDATION:

It is recommended that the City Council:
a. Approve the City partnership with Pueblo Y Salud (PYS); and b. Authorize the City Manager to execute a Memorandum of Understanding (Attachment “A” – Contract No. 1762) with Pueblo Y Salud to begin fundraising efforts for the César E. Chávez Memorial.

BACKGROUND:

1. On June 7, 1993, the City Council approved declaring March 31st an official City holiday honoring the late farmworker and civil rights leader César E. Chávez, thus becoming the first City in the country to establish the César E. Chávez Holiday.

2. On March 31, 1994, the first César E. Chávez Commemoration and Pilgrimage through the streets of San Fernando was celebrated at Las Palmas Park. This event was done in collaboration with Pueblo Y Salud and the César E. Chávez Commemoration Committee (PYS/CCCC).

3. In August, 1999, the Recreation and Community Services Department sponsored an open call to artists to participate in the César E. Chávez Memorial Project (the Project). Artists were given a list of the following open-ended parameters to address:
a. Historical monument dedicated to the legacy of César E. Chávez. b. The farm workers' struggle depicted.
c. Educational elements reflecting the life and work of César E. Chávez. 10/06/2014 San Fernando City Council Regular Meeting Page 101 of 242 ATTACHMENT "D"
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Consideration to Approve a Partnership with Pueblo Y Salud for Fundraising Efforts at the César E.

Chávez Memorial

d. Historical City elements incorporating the diverse cultural backgrounds of community residents.

4. On June 8, 2000, the Cultural Arts Commission sponsored an Art Concept Presentation of the five finalists for community members to express their opinion on the Project art concepts.

5. On June 20, 2000, the Cultural Arts Commission met to review the submitted art concepts and through consensus recommended Ignacio Gomez to be chosen for the Project.

6. On July 17, 2000, the City Council approved the Cultural Arts Commission’s recommendation and selected Ignacio Gomez as the artist for the Project.

7. In January 2001, staff met with the artist to review the proposed Project budget and with Public Works Department input, the Project budget was expanded to include the design, landscape, grading, irrigation and hardscape required for development of the site.

8. On February 1, 2001, staff developed and submitted a grant application to MTA. The total Project cost was determined to be $239,250. The application was accepted by MTA and funded to a total of $155,134, with the provision that costs for the specific artwork not be included in the grant.

9. At the June 4, 2001 City Council meeting, the Cultural Arts Commission requested that the City Council provide financial assistance of approximately $80,000 for the completion of the Project. After discussion, the City Council approved the recommendation to financially support the difference of what the Cultural Arts Commission and PYS/CCCC generates with a total of not more than $72,000.

10. On March 12, 2003, the City celebrated the César E. Chávez Memorial groundbreaking ceremony.

11. On October 22, 2004, the City celebrated the César E. Chávez Memorial dedication ceremony.

12. In October 2013, the CCCC began discussions with City staff to initiate improvements and restore the César E. Chávez Memorial.

Since October 2013, City staff has worked with the CCCC to identify costs associated with the proposal.

13. On March 11, 2014, the CCCC presented a proposal (Exhibit “A” of Attachment “A”) to the Parks, Wellness, and Recreation Commission, which included fund-raising to restore the 10/06/2014 June 8, 2026 Special CC Mtg San Fernando City Council Regular Meeting Page 102 of 242 Page 138 of 478 Consideration to Approve a Partnership with Pueblo Y Salud for Fundraising Efforts at the César E.

Chávez Memorial

César E. Chávez Memorial, a 10-year Memorial Celebration, and the César E. Chávez March.

The Parks, Wellness, and Recreation Commission approved a motion recommending that the item be presented to the City Council for consideration.

14. On August 8, 2014, the CCCC submitted a revised proposal requesting to focus on fundraising for restoration of the César E. Chávez Memorial.

ANALYSIS:

Pueblo Y Salud (PYS)
Pueblo Y Salud, Inc. (PYS) was founded in 1991 to serve the community in the areas of education, civic participation, health, and culture. The organization’s goal is to empower individuals to make informed decisions through educational presentations, community workshops and leadership sessions. Their public health programs seek to improve community standards to reduce frequency of health risks in our communities. The model assesses how economic and social conditions contribute to behaviors and attitudes which worsen or promote unhealthy lifestyles within a community.

César E. Chávez Commemorative Committee (CCCC)
The César E. Chávez Commemorative Committee is a sub-committee of PYS. CCCC consists of members whose goals are to embody the principles and values of César E. Chávez by educating and empowering the San Fernando community and its youth to build diverse relationships that develop socially responsible civic activism and community service. CCCC has been an active partner by providing assistance with the inception, design, and fundraising for the César E.

Chávez Memorial.

César E. Chávez Memorial (the Memorial)
The César E. Chávez Memorial is a visual testimonial to the legacy of César E. Chávez memorializing his strength, courage, and determination to win justice and dignity for all. The Memorial includes the following components:
 Component #1 - César E. Chávez Bronze Statue: The majestic statue depicts a bigger than life-size man with an outstretched arm gazing with support farm workers. The completed bronze statue stands upon a cement pedestal with his left-hand holding books.  Component #2 - Farm Worker Sculptures: The first four figures are close to the ground demonstrating the early days when farm workers had to stoop over and work with backbreaking short hoes. The next five figures are completely upright with flags in their hands 10/06/2014 June 8, 2026 Special CC Mtg San Fernando City Council Regular Meeting Page 103 of 242 Page 139 of 478 Consideration to Approve a Partnership with Pueblo Y Salud for Fundraising Efforts at the César E.

Chávez Memorial

instead of workers tools, to symbolize the many marches workers made to assure the basic human rights this particular community had been denied. When seen from a distance the sculpture profoundly displays the plight of the farm workers’ harsh existence and their eventual ascension to dignity and self-empowerment.
 Component #3 - The Fountain: The fountain to symbolize the United Farm Workers spirit of dignity and pride.
 Component #4 - César E. Chávez Mural: Two walls, each approximately six-feet high by 50- feet long, the walls were constructed of concrete blocks, sealed and finished. The mural together with the entire César E. Chávez Memorial was designed to be inspiring as well as educational.

Costs/Funds
With the help from the MTA, PYS/CCCC, and other notables, the City was able to secure $345,421 to pay for the cost of construction of the César E. Chávez Memorial.

Funding Distribution for César E. Chávez Memorial
Source Dollar Amount Percentage
Metropolitan Transportation Agency $155,134 45%
Pueblo Y Salud & César E. Chávez
Commemorative Committee* $85,000 25%
City of San Fernando $72,000 21%
The George Lopez & Richard Alarcon
Care Foundation $25,000 7%
Miscellaneous Sponsors $8,287 2%
TOTAL $345,421 100%
*Fundraising efforts
Proposed Partnership
Since the opening of the 23,000 square-foot Memorial, both environmental factors and vandalism damage have degraded its appearance. In particular, the paint from mural has deteriorated and many of the original bronze plagues have been stolen.

The proposed three-year partnership (Memorandum of Understanding, Attachment “A”) between PYS/CCCC and the City of San Fernando will include the following:
10/06/2014 June 8, 2026 Special CC Mtg San Fernando City Council Regular Meeting Page 104 of 242 Page 140 of 478 Consideration to Approve a Partnership with Pueblo Y Salud for Fundraising Efforts at the César E.

Chávez Memorial

I. Memorial Restoration
 Memorial Restoration: The mural requires that the original artist retouch many areas of the painted side of both mural walls (Refer to Attachment “B”).  Mural Recoat: In order to preserve the paint retouch, a clear coat must be applied.  Replacement of Stolen Bronze Plaques: Replace stolen bronze plaques with new marble plaques.

II. Memorial Maintenance
 PYS/CCCC to provide clean-up days at Recreation Park and César E. Chávez Memorial.

III. Public Programs and Events
 PYS/CCCC shall provide beneficial park programs and/or events to education the public on the legacy of the late farmworker and civil rights leader César E. Chávez.

IV. Fundraising Efforts
 It is estimated that the total costs for the proposed partnership will be approximately $19,000 (Refer to Attachment “B”). In order to pay for labor and material costs of the proposed restoration efforts, PYS/CCCC is requesting to lead fundraising efforts by the sale of engraved bricks from $100-$150, and placing them within the Memorial. Their goal would be to fundraise $20,000 and have the restorations completed by March of 2015.

BUDGET IMPACT:

Approval of the partnership will not impact the General Fund for Fiscal Year 2014-2015. All expenses will be fundraised to cover material and labor costs for restoration of the César E.

Chávez Memorial.

CONCLUSION:

It is recommended that the City Council approve the City partnership with PYS and authorize the City Manager to execute a Cooperative Agreement with PYS to begin fundraising efforts for the restoration of the César E. Chávez Memorial.

ATTACHMENTS:

A. Contract No. 1762
B. Memorial Damage and Cost Analysis

10/06/2014 June 8, 2026 Special CC Mtg San Fernando City Council Regular Meeting Page 105 of 242 Page 141 of 478 1 MEMORANDUM OF UNDERSTANDING
(Parties: City of San Fernando and Pueblo Y Salud, Inc.) THIS COOPERATIVE USE AGREEMENT (“Agreement”) is made and entered by and between Pueblo Y Salud, Inc., a non-profit organization (hereinafter referred to as “PYS”) and CITY OF SAN FERNANDO, a California municipal corporation (hereinafter referred to as the “City”).

For purposes of this Agreement the capitalized term “Parties” may refer to either PYS or City.

The capitalized term “Party” may refer to either PYS or City interchangeably.

RECITALS
This AGREEMENT is made and entered into with respect to the following facts:

WHEREAS, PYS and the City are entering into this Agreement for the purposes of providing community programming, events, and fundraising efforts, respectively; and WHEREAS, PYS is the lead agency and fiscal agent for the César E. Chávez Commemoration Committee; and
WHEREAS, the César E. Chávez Commemoration Committee has taken an active role in the inception, design, and previous fundraising efforts for construction of the César E. Chávez Memorial; and
WHEREAS, the City owns and operates Recreation Park located at 208 Park Ave. and the César E. Chávez Memorial , located on Truman St. (APN 2522-034-900), in the City of San Fernando (the “Park Facilities”); and
WHEREAS, PYS has submitted to City a proposal to provide public programming and restoration efforts at the César E. Chávez Memorial, attached hereto as Exhibit “A” (the “Proposal”); and
WHEREAS, PYS represents to City that based upon its experience, its ability to exert influence over community members to support the César E. Chávez Memorial and to mobilize community members to serve as coordinators and volunteers, PYS is an appropriate entity to provide such Public Programs at the Park Facilities.

WHEREAS, City has determined that a Memorandum of Understanding for the public programming at Park Facilities and restoration efforts of the César E. Chávez Memorial by PYS will maximize and enhance the community benefit of the facility by enhancing the aesthetics, public safety, and providing residents access to quality programming/events not offered in the City and compliment the efforts of the César E. Chávez Memorial; and WHEREAS, PYS and City seek a collaborative relationship to provide public programming at Park Facilities and restoration efforts at the César E. Chávez Memorial subject to certain modifications and refinements under this Agreement.

NOW, THEREFORE, in consideration of the covenants and conditions contained herein, the parties hereto agree as follows:

ATTACHMENT “A”
CONTRACT NO. 1762
10/06/2014 June 8, 2026 Special CC Mtg San Fernando City Council Regular Meeting Page 106 of 242 Page 142 of 478 2 1. Term. The term of this Agreement shall be Three (3) years, commencing September 15, 2014 and ending September 14, 2017.

2. Park Ownership. This Agreement shall not be read to inhibit the ability of City to exercise its rights, or to relinquish City from its responsibilities, as regards to ownership of the Park Facilities. PYS agrees it has no rights or obligations related to ownership of, or the contents inside, the Park Facilities.

3. City Facilities Access. City shall grant PYS access to the Park Facilities i.e. multi-purpose room, banquet room, classroom, clubrooms, gyms and green space for purposes of conducting Public Programs/events, fundraising efforts, assisting City in maintenance of the Cesar E. Chavez Memorial, conducting memorial cleanups with volunteers, and/or other activities conducive to reflecting the legacy of César E. Chávez and other cultural events within the Park Facilities and preserving the Park Facilities as a clean and safe public environment.

4. Public Programs and PYS-Sponsored Events.
i. Commencing October 1, 2014, PYS shall provide to the Director of Recreation and Community Services (the "Director"), for his or her approval, a calendar of proposed Public Programs and PYS-Sponsored Events ("proposed programming schedule") for the three (3) month period of October 1, 2014 through December 31, 2014, and provide a new proposed programming schedule for each subsequent three (3) month period within thirty (30) days prior to the start of the proposed programming schedule. ii. PYS proposed programming schedule shall be consistent with Park Facilities policies and guidelines as identified in Article I of Chapter 54 of the San Fernando City Code and the Park's public purposes.
iii. Within fifteen (15) calendar days of receipt of PYS’s proposed programming schedule, the Director shall provide PYS with notice of approval of the proposed programming schedule, any City proposed changes to the proposed programming schedule, and/or any Park Facilities scheduling conflicts. iv. City shall provide PYS reasonable priority use of the Park Facilities upon receipt and approval of a proposed programming schedule. v. The availability of the Park Facilities for use by PYS for Public Programs and PYS-Sponsored Events shall remain subject to prior approved and reserved uses of the Park Facilities.
vi. City retains first priority of use the Park Facilities for City sponsored or cosponsored events. vii. City reserves the right to impose additional requirements for Public Programs and PYS-Sponsored Events, including, without limitation, insurance requirements and requirements as identified in Chapter 54 ("Parks and 10/06/2014 June 8, 2026 Special CC Mtg San Fernando City Council Regular Meeting Page 107 of 242 Page 143 of 478 3 Recreation") of the San Fernando City Code, as deemed necessary to protect the health, safety, and/or welfare of the community.
viii. PYS shall not use City's name to suggest endorsement or sponsorship of Public Programs or PYS-Sponsored Events without prior approval of the City Manager.
ix. PYS shall use the Park Facilities in accordance with Federal, State, and local laws and regulations.
x. PYS and City shall conduct a walk-through of the Park Facilities immediately prior to the stal1 of the first Public Program or PYS-Sponsored Event approved under this Agreement and once every twelve (12) months thereafter.

During the walkthrough, PYS and City shall complete a checklist detailing the condition and contents of the Park Facilities ("walk-through checklist"). At the end of each approved Public Program or PYS-Sponsored Event, PYS shall return the Park Facilities to the condition described in the walk-through checklist. PYS shall take full financial responsibility for any damage to the Park Facilities or loss of contents, as detailed in the walk-through, checklist that occurs as a result of PYS use of the Park Facilities and will be required to pay for same based on the current cost of repair or replacement. xi. The Director, in his or her sole discretion, may require a certain number of security officers for a Public Program or PYS-Sponsored Event. PYS shall be responsible for procuring and paying for security officers.

5. Fees.
i. City shall waive park rental fees, permit fees, and/or deposits for use of the Park Facilities for Public Programs and PYS-Sponsored Events that provide services to the Park Facilities for which specific knowledge of the legacy of César E. Chávez is required.
ii. PYS shall compensate the City for any city staff they may be required to assist with the implementation and/or clean-up of any Public Programs and PYSSponsored Events.

6. Memorial Restoration. PYS shall provide the City with expertise on restoration efforts for the César E. Chávez Memorial.
i. PYS shall coordinate with the City to identify components of the César E.

Chávez Memorial that are in need of repair and/or improvements. ii. PYS shall seek recommendations/guidelines regarding the identified improvement at the César E. Chávez Memorial.
iii. City shall provide PYS with specifications for all material identified for replacement and/or installation.
10/06/2014 June 8, 2026 Special CC Mtg San Fernando City Council Regular Meeting Page 108 of 242 Page 144 of 478 4 iv. PYS shall assist the City by researching potential improvement material and costs of material.
v. The City shall have the final decision for any restorations at the César E.

Chávez Memorial.

7. Fundraising. PYS shall conduct periodical fundraisers as needed to provide funding for educational programs specific to the legacy of César E. Chávez and/or restoration efforts of the César E. Chávez Memorial.
i. PYS shall conduct a fundraiser in year one (1) of this agreement specific to restoring the César E. Chávez Memorial, which include: a.) revitalizing of the mural; b.) replacement of the bronze plaques.

1. PYS shall assume the lead of fundraising efforts and fiduciary agent for all funds collected for restoration of the César E. Chávez Memorial. Fiscal responsibilities shall include processing checks, purchase orders, disbursement of funds, and appropriate subcontracts with consultants and vendors for material and labor costs as directed by City of San Fernando. Fiscal reports on the distribution of funds will be provided as needed by City of San Fernando. PYS will complete all required financial reports within 10-business days of request.

2. At the direction of City of San Fernando, PYS will obtain any necessary approvals to move funds or add line items to the budget as directed by City of San Fernando..

3. PYS will have the right to decline City of San Fernando projects that may not be in alignment with the PYS Vision or Mission, are not part of restoration of the César E. Chávez Memorial, and/or in those instances where PYS is planning to apply to the same funder and therefore may create a conflict of interest.

4. The PYS Director must have the approval of the PYS Board of Directors to assume the role of lead fundraising and fiduciary agent for all funds collected for restoration of the César E. Chávez Memorial. ii. PYS shall apply for grants and/or conduct fundraisers for educational programs specific to the legacy of César E. Chávez and/or maintenance of the César E. Chávez Memorial.
iii. The City shall apply for grants for educational programs specific to the legacy of César E. Chávez and/or maintenance of the César E. Chávez Memorial.

8. Maintenance/Clean-up. PYS shall coordinate with the Director for Clean-up efforts at the César E. Chávez Memorial.
10/06/2014 June 8, 2026 Special CC Mtg San Fernando City Council Regular Meeting Page 109 of 242 Page 145 of 478 5 9. Indemnification. Each Party shall be responsible for any personal injury or property damage which occurs as a result of their use of the other’s facilities. Without limitation of the foregoing, each Party agrees to protect, indemnify, defend and hold the other Party and its elected officials, officers, employees, attorneys, contractors, volunteers and agents (collectively, the “Indemnitees”), free and harmless from and against (collectively, “Indemnify”) any and all claims, causes of action, demands, damages, liens, liabilities, losses, costs and expenses (including reasonable attorneys’ fees and costs of litigation) (collectively, “Losses”) that the Indemnitees may suffer or incur (as determined by final arbitration or court decision or by the agreement of the Parties, except that an indemnifying Party’s duty to defend the Indemnitees pursuant to this Section does not require any prior determination by final arbitration or court decision or agreement of the Parties) to the extent that such Losses are a result of (a) the negligence or willful misconduct of the indemnifying Party at the other Party’s facilities and/or in the use of equipment by the indemnifying Party, or (b) the failure of the indemnifying Party to comply with the terms of this Agreement, in each case to the fullest extent permitted by law. A Party shall have no duty to Indemnify the Indemnitees (and the Indemnitees shall be liable to the other Party to the extent otherwise liable under applicable law) to the extent that any Losses are caused by the negligence or willful misconduct of the Indemnitees, or by the failure of the Indemnitees to comply with the terms of this Agreement, provided such willful misconduct or negligence is determined by agreement between the Parties or by arbitration or by a court of competent jurisdiction.

10. Insurance. PYS shall obtain and maintain, at sole cost and expense, comprehensive liability and property damage coverage, insuring against claims for injuries to persons and property occurring in, upon or about Park Facilities (as a result of the PYS use of such City Facilities hereunder) that has a limit of liability, per occurrence and aggregate, of not less than Two Million Dollars ($2,000,000) for injuries to person or persons, and not less than One Million Dollars ($1,000,000) for property damage.

A. Such coverage shall (a) name the City and City’s elected and appointed officials, officers, employees, agents and volunteers as additional insured, (b) contain a provision that the policy will not be cancelled without at least thirty (30) days’ prior notice to the City, (c) provide that coverage afforded thereby will be primary and that any coverage carried by the City shall be noncontributing with respect thereto, and (d) contain a waiver of any right of subrogation against the City that arises, or might arise, by reason of any payment under such policy or by reason of any act or omission of the City.

B. PYS shall provide the City with a certificate of insurance evidencing such coverage no later than the seven (7) calendar days prior to the first scheduled use of City Facilities under this Agreement.

11. Termination.

A. Section 1 of this Agreement notwithstanding, the City may terminate this Agreement at any time upon five (15) days prior written notice to PYS. PYS may terminate this Agreement at any time upon thirty (30) days’ prior written notice to City. 10/06/2014 June 8, 2026 Special CC Mtg San Fernando City Council Regular Meeting Page 110 of 242 Page 146 of 478 6 B. Notwithstanding the issuance by either Party of written notice to terminate this Agreement pursuant to Section 9(A), the Parties shall continue to be bound by the terms and conditions of this Agreement up to the effective date of any termination for convenience. Each Party reserves the right to rescind any notice of intent to terminate for convenience prior to the effective date of any such termination.

12. Miscellaneous Provisions.

A. Non-Liability of Officials. No elected or appointed official, officer, employee, agent or volunteer of Parties shall be personally liable for any amounts due hereunder, and no judgment or execution thereon entered in any action hereon, shall be personally enforced against any such elected or appointed official, officer, employee, agent or volunteer.

B. Representatives. The City’s Representative shall be the City Manager. PYS’s Representative shall be the Executive Director. Notice to Party’s Representative shall be considered notice to the Party.

C. Communications. Parties shall regularly review, and address concerns, responsibilities and other issues surrounding, proposed times of use of facilities.

D. Assignments. No Party shall assign this Agreement or any right or privilege any Party may have under this Agreement without the prior written consent of the other Party.

E. Successors and Assigns. This Agreement shall be binding on all the successors and assigns of the Parties.

F. Governing Law/Venue. The 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, shall 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, shall be in the State of California locating in the City of Los Angeles, California.

G. Records. Parties shall keep a record of use and mutually review this data annually.

H. Notice. Any notice, request, direction, instruction, demand, consent, waiver, approval or other communication required or permitted to be given hereunder shall not be effective unless it is given in writing and delivered (a) in person, (b) by certified mail, postage prepaid, return receipt requested, (c) by facsimile, or (d) by a commercial overnight courier that guarantees next day delivery and provides a receipt, and addressed to the parties at the addresses stated below, or at such other address as either party may hereafter notify the other in writing as aforementioned:

PYS: 1024 N. Maclay Ave. M-13
San Fernando, CA 91340
Attention: Ruben Rodriguez, Executive Director
Telephone: (818) 837-2272
10/06/2014 June 8, 2026 Special CC Mtg San Fernando City Council Regular Meeting Page 111 of 242 Page 147 of 478 7 Facsimile: (818) 837-2271
Email: [email protected] 0
City: City of San Fernando
117 McNeil Street
San Fernando, California 91340
Attention: Brian Saeki, City Manager
Telephone: (818) 898-1202
Facsimile: (818) 361-7631
Email: [email protected]
I. Service of any such notice or other communications so made shall be deemed effective on the day of actual delivery (whether accepted or refused), as evidenced by confirmed answerback if by facsimile (provided that if any notice or other communication to be delivered by facsimile is unable to be transmitted because of a problem affecting the receiving party’s facsimile machine, the deadline for receiving such notice or other communication shall be extended through the next business day), as shown by the addressee’s return receipt if by certified mail, and as confirmed by the courier service if by courier; provided, however, that if such actual delivery occurs after 5:00 p.m. (local time where received) or on a non- business day, then such notice or demand so made shall be deemed effective on the first business day immediately following the day of actual delivery. No communications via electronic mail shall be effective to give any notice, request, direction, demand, consent, waiver, approval or other communications hereunder.

J. Attorney’s fees. In the event that legal action is necessary to enforce the provisions of this Agreement, the parties agree that the prevailing party shall be entitled to recover attorney’s fees from the opposing party in any amount determined by the court or arbitrator to be reasonable.

K. Construction of Agreement. This Agreement shall not be construed in favor of, or against, either Party but shall be construed as if the Parties prepared this Agreement together through a process of negotiation and with the advice of their respective attorneys.

L. Ambiguities. The doctrine that any ambiguity contained in a contract shall be construed against the party whose counsel has drafted the contract is expressly waived by each of the Parties hereto with respect to this Agreement.

M. Captions. Captions and paragraph headings used in this Agreement are for convenience of reference only and shall not be used in construing any part of this Agreement.

N. No Third Party Benefit. This Agreement is made solely for the benefit of the parties to this Agreement and their respective successors and assigns, and no other person or entity shall have or acquire any right by virtue of this Agreement. 10/06/2014 June 8, 2026 Special CC Mtg San Fernando City Council Regular Meeting Page 112 of 242 Page 148 of 478 8 O. Severability. If any portion of this Agreement is declared invalid, illegal, or otherwise unenforceable by a court of competent jurisdiction, the remaining provisions shall continue in full force and effect.

P. Effect of Waiver. No waiver of a breach of any provision of this Agreement by either party shall constitute a waiver of any other breach of the same provision or any other provision of this Agreement. Failure of either Party to enforce at any time, or from time to time, any provision of this Agreement, shall not be construed as a waiver of such provision or breach. The remedies herein reserved shall be cumulative and additional to any other remedies in law or equity.

Q. Entire Agreement. This Agreement constitutes the entire agreement between Kadima and the City with respect to the subject matter hereof and supersedes all prior offers and negotiations, oral and written. This Agreement may not be amended or modified in any respect whatsoever except by an instrument in writing duly signed and delivered by Kadima and the City.

R. Amendment or Modification. No amendment, modification or supplement of this Agreement shall 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 shall be void and invalid.

S. Counterparts. This Agreement may be executed in counterparts, each of which so executed shall be deemed an original irrespective of the date of the execution, and such counterparts shall together constitute one and the same agreement.

T. Authority. The persons signing below represent and warrant that this Agreement has been duly approved by the governing body of each signatory’s respective public agency entity and they have authority to enter into this Agreement on behalf of the public agency entities for which they are signing this Agreement. [SIGNATURE PAGE TO FOLLOW]
10/06/2014 June 8, 2026 Special CC Mtg San Fernando City Council Regular Meeting Page 113 of 242 Page 149 of 478 9 IN WITNESS WHEREOF, Pueblo Y Salud, Inc. and the City hereto have entered into this agreement.

PYS: PUEBLO Y SALUD, Inc.

By:

Ruben Rodriguez, Executive Director
CITY: CITY OF SAN FERNANDO
By:

Brian Saeki, City Manager
APPROVED AS TO FORM:

By: ___________________________
Rick Olivarez, City Attorney
Date: __________________________
10/06/2014 June 8, 2026 Special CC Mtg San Fernando City Council Regular Meeting Page 114 of 242 Page 150 of 478 EXHIBIT "A" 10/06/2014 June 8, 2026 Special CC Mtg San Fernando City Council Regular Meeting Page 115 of 242 Page 151 of 478 10/06/2014 June 8, 2026 Special CC Mtg San Fernando City Council Regular Meeting Page 116 of 242 Page 152 of 478 10/06/2014 June 8, 2026 Special CC Mtg San Fernando City Council Regular Meeting Page 117 of 242 Page 153 of 478 10/06/2014 June 8, 2026 Special CC Mtg San Fernando City Council Regular Meeting Page 118 of 242 Page 154 of 478 César E. Chávez Memorial
Damage and Cost Analysis
ATTACHMENT "B"
10/06/2014 June 8, 2026 Special CC Mtg San Fernando City Council Regular Meeting Page 119 of 242

October 2004
10/06/2014 June 8, 2026 Special CC Mtg San Fernando City Council Regular Meeting Page 120 of 242

Current Status of Mural
(Noticeable paint chipping, peeling, weather stains)
10/06/2014 June 8, 2026 Special CC Mtg San Fernando City Council Regular Meeting Page 121 of 242

Current Status of Plaques
(Missing 14 of 23 plaques, concrete damage)
10/06/2014 June 8, 2026 Special CC Mtg San Fernando City Council Regular Meeting Page 122 of 242

Breakdown of Restoration Costs
Description of Work Cost
Mural Restoration
Artist touch-up
Mural Re-coat
Total:

$9,000
$2,000
$11,000
Replacement of Plaques
Cost of plaques
Labor remove, prepare, and install plaques
Total:

$1,400
$1,800
$3,200
Personalized Bricks
Cost of bricks
Labor to install
Total:

$3,800
$1,000
$4,800
TOTAL COSTS $19,000
10/06/2014 June 8, 2026 Special CC Mtg San Fernando City Council Regular Meeting Page 123 of 242

This Page
Intentionally
Left Blank
10/06/2014 June 8, 2026 Special CC Mtg San Fernando City Council Regular Meeting Page 124 of 242 Page 160 of 478 ATTACHMENT "E"
Event Name
Est.

Attendance
RCS Reg
Hours
RCS OT
Hours
RCS Total
Staff Time
PW Reg
Hours
PW OT
Hours
PW Total
Staff Time
PD Reg Hours
PD OT
Hours
PD Total Staff
Time
Total Staff
Cost
Non-Staff
Costs
Sponsorships Total Event
Cost
City's B-Day 600 74 19 93 0 65 65 0 35 35 $26,010.20 $13,000 $465 $38,545 Tree Lighting 3,000 199 62 261 0 65 65 0 35 35 $23,544.24 $18,000 $375 $41,169 Spring Jamboree 400 193 24 217 0 8 8 0 8 8 $13,552.66 $8,000 $220 $21,333 Dia de los Muertos 1500 130 64 194 0 24 24 0 15 15 $23,195.93 $11,000 $1,020 $33,176 Summer Concerts 300 30 43 73 0 8 8 0 9 9 $8,812.85 $21,000 $470 $29,343 Movies @ the Park 300 28 51 79 0 8 8 0 9 9 $10,353.15 $2,500 $250 $12,603 4th of July 2,000 297 105 402 0 48 48 0 35 35 $45,821.76 $52,000 $555 $97,267 Pride Flag Ceremony 50 10 4 14 0 12 12 0 14 14 $6,575.38 $500 $0 $7,075 SF Mile 1,500 122 37 159 0 65 65 0 50 50 $35,553.48 $46,000 $445 $81,108 Senior Fest 200 92 10 102 2 0 2 0 2 2 $7,427.17 $4,000 $0 $11,427 Veteran's Day 75 32 10 42 0 0 0 0 9 9 $7,382.83 $1,000 $0 $8,383 Memorial Day 125 33 10 43 0 0 0 0 9 9 $7,554.58 $1,000 $0 $8,555 Total 10,050 1,240 439 1,679 2 303 305 0 230 230 $215,784.23 $178,000 $3,800 $389,984 Recreation & Community Services
Special Events Data
June 8, 2026 Special CC Mtg Page 161 of 478
June 8, 2026 Special CC Mtg ATTACHMENT "F"

Event Date Location Event Time
Set-up/
Teardown Estimated Attendance Additional Info Pricing
San Fernando Valley Mile Saturday, February 28 1001 3rd St. San Fernando 7AM - 11AM 5:30AM - 6:00AM (set-up) 11AM (teardown) 2000 Spring Jamboree Saturday, April 4 Las Palmas Park 505 S. Huntington St. 10AM-1PM 8:30AM - 9:30AM (set-up) 1PM (teardown) 1000 Non-Profit & Info
Booths must provide
an engaging,
kid-friendly activity.

Independence Day Celebration Saturday, July 4 Recreation Park 208 Park Ave. 6PM-10PM 4:00PM - 5:30PM (set-up) 10:00PM (teardown) 2000 Non-Profit & Info Booths
must provide an
engaging,
kid-friendly activity.

Summer Movie Nights
Friday, July17Friday, July 24Friday, July 31
Las Palmas ParkPioneer ParkLas Palmas Park
7PM - 10PM 6:00PM - 6:30PM (set-up) 9:00PM (teardown) 300 Price is PER DATE. Choose date(s) and list total in Pricing column Summer Concerts Saturday, August 15 Saturday, August 22 Recreation Park Pioneer Park 7PM - 9PM 5:30PM - 6:00PM (set-up) 9:00PM (teardown) 300 Price is PER DATE. Choose date(s) and list total in Pricing columnCity’s 115 Birthday th Saturday, August 29 Casa De Lopez Adobe 1100 Pico St. 6:30PM - 9:30PM 4:00PM - 5:00PM (set-up) 9:00PM (teardown) 1000 Día de los Muertos Celebration Saturday, October 24 Recreation Park 208 Park Ave. 11AM - 4PM 8:00AM - 9:00AM (set-up) 4:00PM (teardown) 1000 Holiday Tree Lighting Saturday, December 5 San Fernando Mall San Fernando Road 5PM - 9PM 3:30PM - 4:30PM (set-up) 9:00PM (teardown) 3000 Additional Information Federal Tax ID # 95-60007779
(Charitable contributions to governmentalunits may be tax deductible under section 170(c) (1) of the Internal Revenue Code if made forpublic purpose.) Please indicate the events your organization or business would like to participate in. Complete and return this form along with payment and all required business documents and/or health permits. An event coordinator will follow up with additional details. A confirmation receipt is required prior to the event. $0 Non-Profit & Info Booth
$50 Commercial Sales Vendor
$100 Food Vendor
&RPPHUFLDO9HQGRU
$100 Food Vendor
BUSINESS LICENSE REQUIREMENT - If you are a selling vendor, you must turn in your business license with your application. For cost and purchase information, please visit sanfernando.hdlgov.com. Please select the “SPECIAL EVENTS VENDOR” on the drop-downmenu when asked for business type. Applications will not be accepted without license.

For questions regarding a business license, please call support at (818) 898-1211. (LIMIT 2)
$100 Food Vendor
$10 Non-Profit & Info Booth
$35 Commercial Sales Vendor
$10 Non-Profit & Info Booth
$35 Commercial Sales Vendor
$20 Non-Profit & Info Booth
$40 Commercial Sales Vendor
$100 Food Vendor
$25 Non-Profit & Info Booth
$75 Commercial Sales Vendor
Subject to change Subject to change
FOOD VENDORS: LA County Food Application must be submitted with vendor applicationand payment. To receive a copy of the LA County application, please call or email us.All LA County health and safety guidelines will be strictly enforced at all times.

Total:

Thank you for participating! Page Ϯ
$35 Commercial Sales Vendor
$75 Food Vendor
$25 Non-Profit & Info Booth
$50 Commercial Sales Vendor$100 Food Vendor
$0 Non-Profit & Info Booth
n Saturday, July4 Recreation Park 208 Park Ave. 6PM-10PM 4:00PM - 5:30PM (set-up) 10:00PM (teardown) 2000 Non-Profit & Info Booths
must provide an
engaging,
kid-friendly activity.
$0 Non-Profit &Info Booth
$50 Commercial Sales Vendor /05
"$$&15*/(
"11-*$"5*0/4
$100 Food Vendor
Saturday, August 29 Casa De Lopez Adobe 1100 Pico St. 6:30PM - 9:30PM 4:00PM - 5:00PM (set-up) 9:00PM (teardown) 1000 $100 Food Vendor
$10 Non-Profit & Info Booth /05
"$$&15*/(
"11-*$"5*0/4 $35 Commercial Sales Vendor dŽŵĂŬĞĂĐƌĞĚŝƚĐĂƌĚƉĂLJŵĞŶƚ͕ĐĂůů;ϴϭϴͿϴϵϴͲϭϮϵϬĚƵƌŝŶŐďƵƐŝŶĞƐƐŚŽƵƌƐĂŶĚŶŽƚŝĨLJƐƚĂĨĨLJŽƵΖĚůŝŬĞƚŽŵĂŬĞĂǀĞŶĚŽƌƉĂLJŵĞŶƚĨŽƌĂƐƉĞĐŝĂůĞǀĞŶƚ͘WůĞĂƐĞŵĂŬĞĐŚĞĐŬƐƉĂLJĂďůĞƚŽ͗ ŝƚLJŽĨ^ĂŶ&ĞƌŶĂŶĚŽ^ĞŶĚĐŚĞĐŬƉĂLJŵĞŶƚƐƚŽ͗ŝƚLJŽĨ^ĂŶ&ĞƌŶĂŶĚŽĞƉĂƌƚŵĞŶƚŽĨZĞĐƌĞĂƚŝŽŶĂŶĚŽŵŵƵŶŝƚLJ^ĞƌǀŝĐĞƐĐͬŽWĂƚƚLJ'ĂƌĐŝĂϮϬϴWĂƌŬǀĞŶƵĞ͕^ĂŶ&ĞƌŶĂŶĚŽ͕ϵϭϯϰϬ )RRG9HQGRU
1RQSURILW ,QIR%RRWK
$ 0.00
June 8, 2026 Special CC Mtg

Address: ________________________________________________________ City: ___________________________________________ State: ______ Zip Code: _____________ Company Phone: _________________________________ Company Email: __________________________________________________Name of Contact Person: __________________________________________ Alt. Email: _______________________________________________________Name of Person Attending (First & Last Name): _____________________________________________ Cell Phone: _________________________Display/Product Description: __________________________________________________________________________________________________________________________Non-Profit ID Number (if applicable):__________________________________________________________________________________Copy of City of San Fernando Business License attached? (if applicable): Yes No (application will be pending until received) Department of Recreation & Community Services
2026 City Special Event Vendor Application
VENDOR INFORMATION Company Name: ___________________________________________________________________________________________________________ VENDOR AGREEMENT PLEASE INITIAL EACH LINE TO CONFIRM YOU HAVE READ AND AGREED TO THE FOLLOWING:
______ I will provide an engaging activity for children at my booth (sales and food vendors exempt). ______ I am responsible for bringing a 10' X 10' canopy, table, chairs, portable lights (for evening events), and weights as part of my set-up.______ I will have my booth set up at the time staff indicates and will not leave until the event time ends or risk future vending opportunities.______ I will not distribute or sell items that have not been pre-approved by the event organizers. Staff reserves the right to remove any materials considered non-compliant.______ I understand no refunds will be made to exhibitors who fail to occupy space or cancel 48 hours prior to event day. Events take place rain or shine and are NON-TRANSFERABLE.______ I understand that cooking vendors must comply with the Los Angeles County Health Department regulations (see Additional Information section).______ I am responsible for maintaining area clean and will discard all trash before departing.

An email will be sent out with event information prior to event date.

Vendor Signature: ___________________________________________________________________________________________________________Print Name: ________________________________________________________________________ Date: __________________________________ For questions or concerns, please contact: Patty Garcia at (818) 898-1290 FOOD VENDOR TYPE:

Food Truck (copy of LA County Health Permit, if applicable) Temporary Food Facility (TFF - Copy of completed form required) I understand that failure to adhere to all Rules and Regulations will result in my dismissal from any and all events. I hereby acknowledge that the individual(s) named below and on the Vendor Application is (are) not coveredby any medical insurance policy by the City of San Fernando. It is the responsibility of the parent, legal guardian or individual to acquire the necessary medical insurance policy. In consideration, I (we) do release the City ofSan Fernando, their officers, agents or employees, from all liability, demands or claims for loss, damage or injury resulting from participation in the listed activities.I understand that the above enrolled participant (s) may be photographed by the City of San Fernando for publicity purposes.

Page ϯ
June 8, 2026 Special CC Mtg

ATTACHMENT "G"
Program Attendance Fee
Program
Frequency
Program
Schedule
RCS Total
Staff Time
RCS Staff
Costs
RCS Non-Staff
Costs
Total Program
Costs
NOTES
3 WINS Fitness
Ages: 18+
202 Free
3x/week
M/W/F, 8:15-9:15a Year-round 720 34,128 496 34,624 Based on current FY Adult Basketball
Ages: 18+
108 $310/team
Weekly
Tue/Wed,
6-10pm
Spring and Fall 528 25,027 1,683 26,710 9 Teams
AS@P Teen Program
Ages: 11-17
30 Free
Daily
M-F, 3-6p
Year-round, except
summer/winter
breaks
1,518 71,953 2,160 74,113
Clase de Canto
Ages: 18+ (geared towards seniors, 50+)
246 $35/mo 1x/week
Thu, 9-11:30a
Monthly
12 sessions per
year
48 2,275 5,520 7,795
Contracted Leisure. Cost is combined w/
Music.

Based on current FY
Folklorico
Ages: 5+
211 $60-65/ quarter
2x/week
Wed- Intr 7-8pm
Fri- Beg 7-8pm
Quarterly
4 sessions per year
96 4,550 5,803 10,353
Contracted Leisure
Based on current FY
Inclusive Zumba
Ages: 14+
408 $25/mo 2x/week
Mon/Wed, 6-7pm
Monthly
12 sessions per
year
96 4,550 2,806 7,356
Contracted Leisure
Based on current FY
Lopez Adobe Tours
Ages: All
240 Free
1x/month
4th Sunday, 1-
4pm
Monthly (except
Nov/Jan)
10 tour dates/year
72 3,413 3,852 7,265
Does not include private tours which are
available upon request.

Based on current FY
Mission City Baseball
Ages: 2.10-14
102
$125-180/
season
$60-65 (Sum)
2-3x/week
M-Sat, times vary
Summer: 2x/wk,
4wks
Spring and Fall
2 seasons per year
Summer Clinic1/year
888 42,091 35,241 77,333
Collaboration w/ community partner
GSA: Prgm Development/Umpire
Assignor/field maintenance.

Based on current FY
Recreation Division Programming Data
Recreation & Community Services
June 8, 2026 Special CC Mtg Page 165 of 478
ATTACHMENT "G"
Program Attendance Fee
Program
Frequency
Program
Schedule
RCS Total
Staff Time
RCS Staff
Costs
RCS Non-Staff
Costs
Total Program
Costs
NOTES
Ninja Ninja Learns
Ages: 2-9
127 $90/8wks
1x/week
Saturdays, 9-
12pm
Level 1-2,
Training
8 week sessions
4 sessions/year
144 6,826 3,971 10,797
Contracted Leisure
Based on current FY
No Limit BK Clinics
Ages: 6-7
19 $30-40/5wks
1x/week
Saturdays, 11-
1pm
Level 1-2
Spring and Fall
2 sessions per year
96 4,550
In-kind
agreement
4,550
Collaboration w/ community partner No
Limit
Based on current FY
Senior Music Class
Ages: 18+ (geared towards seniors 50+)
391 $25/mo
1x/week
Tuesdays, 9-
12pm
Monthly
12 sessions per
year
48 2,275 5,520 7,795
Contracted Leisure.

Cost is combined w/ Clase de Canto
Based on current FY
Shotokan Karate
Ages: 5-16
126 $45/mo
1x/week
Saturdays, 9-
10am
Monthly
12 sessions per
year
48 2,275 2,183 4,458
Contracted Leisure
Based on current FY
Teens for a Better Comm.

Ages: 14-18
8 Free
2x/month
Mondays, 6-8pm
Year-round, except
summer/winter
breaks
192 9,101 0 9,101
Tennis
Ages: 3-17
15 $50-65/3wks
1x/week
Saturdays, 8-
12pm
Level 1-4
3 week sessions
12 sessions per
year
0 0 222 222
Contracted Leisure
Based on current FY
Exploring partnership w/ non-profit I.T.I.
to lower cost and improve attn
Tiny Tykes Sports Clinics (Soccer,
Basketball)
Ages: 3-6
119 $35-45/5wks
1x/week
Saturdays, 9-
11am
Level 1-2
Soccer: 2/year
(Sp/Fall)
Basketball: 2/year
(Sp/Fall)
792 37,541 1,303 38,844 Based on current FY
Total Body Conditioning
Ages: 18+
345 $65/mo 4x/week
Mon-Thu, 7-8pm
Monthly
12 sessions per
year
192 9,101 6,474 15,574
Contracted Leisure
Based on current FY
Volleyball Open Gym 30 Free
1x/week
Thursdays, 5-
9pm
Year-round 384 18,202 N/A 18,202 Open gym= free play
June 8, 2026 Special CC Mtg Page 166 of 478
ATTACHMENT "G"
Program Attendance Fee
Program
Frequency
Program
Schedule
RCS Total
Staff Time
RCS Staff
Costs
RCS Non-Staff
Costs
Total Program
Costs
NOTES
Youth Basketball
Ages: 7-17
215 $85-95
2-3x/week
Mon-Sat, times
vary
Winter and Summer 1,284 60,862 19,273 80,135
Based on current FY
Contracted Referee Assignor
Alzheimer's Los Angeles 65 Free-$0 1x/month
11 times in FY 2025-
2026
24 1,138 N/A 1,138
Chair Yoga 163 $30/month 1x/week
13 times in FY 2025-
2026
168 7,963 1,701 9,664
Citywide Special Events: Vendors 2025-
2026
122
Varies by event
and sponsorship
level
10x/year
8 times in FY 2025-
2026
96 4,550 N/A 4,550
Community Services: Tech Classes 189 Free 1x-2x/month
23 times in FY 2025-
2026
348 16,495 N/A 16,495
Community Services: Cookies with Santa 63 Free 1x/year
1 time in FY 2025-
2026
228 10,807 550 11,357
Crafty Ladies Club 66 Free 1x/week
Weekly sessions
per year
192 9,101 N/A 9,101
Day Camp: Summer, 5-6 yrs 25
$130 per camper
(res), $140 Nonres1 season/year
1 time in FY 2025-
2026
2,360 111,864 1,450 113,314
June 8, 2026 Special CC Mtg Page 167 of 478
ATTACHMENT "G"
Program Attendance Fee
Program
Frequency
Program
Schedule
RCS Total
Staff Time
RCS Staff
Costs
RCS Non-Staff
Costs
Total Program
Costs
NOTES
Day Camp: Summer, 7-8 yrs 31
$130 per camper
(res), $140 Nonres1 season/year
1 time in FY 2025-
2026
2,360 111,864 1,450 113,314
Day Camp: Summer, 9-10 yrs 27
$130 per camper
(res), $140 Nonres1 season/year
1 time in FY 2025-
2026
2,360 111,864 1,450 113,314
Day Camp: Summer, 11-13 yrs 31
$130 per camper
(res), $140 Nonres1 season/year
1 time in FY 2025-
2026
2,360 111,864 1,450 113,314
Day Camp: Winter, 2024-2025 20 $130 per camper 1 season/year 1 time in FY 2025-
2026
2,360 111,864 1,450 113,314
Day Camp Trips 31 $65 1x/year
1 time in FY 2025-
2026
104 4,930 1,450 6,380
Mother's Day Lunch Distribution and Bingo 50 Free 1x/year 1 time in FY 2025-
2026
22 1,043 100 1,143
Father's Day Raffle 30 Free 1x/year
1 time in FY 2025-
2026
13 616 300 916 Slated for June 18, 2026
June 8, 2026 Special CC Mtg Page 168 of 478
ATTACHMENT "G"
Program Attendance Fee
Program
Frequency
Program
Schedule
RCS Total
Staff Time
RCS Staff
Costs
RCS Non-Staff
Costs
Total Program
Costs
NOTES
Golden Fun League: Painting with Parks 79 $5 per person 1x/month 10 times in FY 2025-
2026
144 6,826 600 7,426
Golden Fun League: Tie Dye 16 $5 per person 2x/year 2 times per year 144 6,826 300 7,126 Golden Fun League: La Amistad Cafe 75 Free 1x/year
1 time in FY 2025-
2026
28 1,327 1,200 2,527
Monthly Birthday Celebration 900 Free 12x/year Monthly every year 144 6,826 500 7,326 Hispanic Heritage Celebration-Fashion
Show
6 Free 1x/year
1 time in FY 2025-
2026
120 5,688 N/A 5,688
Hispanic Heritage Celebration 70 Free 1x/year
1 time in FY 2025-
2026
336 15,926 1,000 16,926
Halloween Party for Seniors 60 Free 1x/year
1 time in FY 2025-
2026
336 15,926 800 16,726
Golden Steppers 30 Free 1x/week
1 time in FY 2025-
2026
144 6,826 N/A 6,826
Las Palmas Bingo 401 $6 1x/week
44 times in FY 2025-
2026
180 8,532 1,200 9,732
Mariachi Master Apprentice Program
(MMAP)
346 $45/quarter 1x/week
4 times in FY 2025-
2026
32 1,517 57,000 58,517 Majority grant funded
June 8, 2026 Special CC Mtg Page 169 of 478
ATTACHMENT "G"
Program Attendance Fee
Program
Frequency
Program
Schedule
RCS Total
Staff Time
RCS Staff
Costs
RCS Non-Staff
Costs
Total Program
Costs
NOTES
Mixed Line Dancing 7 $25 1x/week
8 times in FY 2025-
2026
72 3,413 147 3,560
Program was cancelled due to no
registrants
Park Bingo at Recreation Park 367 $6 1x/week
11 times in FY 2025-
2026
180 8,532 1,098 9,630
Pickleball 63 Free 2x/week
2 times in FY 2025-
2026
576 27,302 750 28,052
Senior Excursions 757
$5-$225/
excursion
~1x/month
12 times in FY 2025-
2026
312 14,789 36,096 50,885
Senior Expo 125
Varies by
sponsorship level
1x/year
1 time in FY 2025-
2026
624 29,578 2,000 31,578
Senior Music Practice Group 258 Free 1x/week
1 time in FY 2025-
2026
576 27,302 N/A 27,302
Senior Program Support (Program and
Event Sponsorship)
9 50 N/A
Ongoing throughout
year
96 4,550 N/A 4,550
Senior Services: Posada de la Salud 149 Free 1x/year
1 time in FY 2025-
2026
264 12,514 106 12,620
Senior Services: Regal/Humana
Workshops
1858 Free ~1x/month
17 times in FY 2025-
2026
48 2,275 N/A 2,275
Spring Jamboree: Vendor Registration 29 Free-$75 1x/year Ongoing throughout
year
48 2,275 N/A 2,275
June 8, 2026 Special CC Mtg Page 170 of 478
ATTACHMENT "G"
Program Attendance Fee
Program
Frequency
Program
Schedule
RCS Total
Staff Time
RCS Staff
Costs
RCS Non-Staff
Costs
Total Program
Costs
NOTES
Stretching & Strengthening 575 $10/month 1x/week
Weekly sessions
per year
120 5,688 3,744 9,432
Tallers de Bienestar: Platicas de la Vida 50 Free 2x/month 9 times in FY 2025-
2026
120 5,688 N/A 5,688
Watermelon Eating Contest - 2025
Independence Day Festival
24 Free 1x/year
1 time in FY 2025-
2026
108 5,119 100 5,219
Zumba Gold for Seniors 1215 Free 1x/week
Weekly sessions
per year
120 5,688 3,607 9,295
Zumba Gold for Seniors: Chair Zumba 340 $10/month 1x/week Weekly sessions
per year
120 5,688 1,337 7,025
Veteran Banner Program 50
$180 new
banner, $30
rehang
1 per year
December through
May
55 2,607 3,500 6,107
Cost is for new banners only. Rehangs at
no cost. This program is self-sustained.

Graduate Recognition Program 6 $85 per banner 1 per year December through
June
45 2,133 510 2,643
Banners are paid for in advance. Selfsustatined program.

Memorial Day Ceremony 150 Free 1 per year
1 time in FY 2025-
2026
39 1,849 1,000 2,849
June 8, 2026 Special CC Mtg Page 171 of 478
ATTACHMENT "G"
Program Attendance Fee
Program
Frequency
Program
Schedule
RCS Total
Staff Time
RCS Staff
Costs
RCS Non-Staff
Costs
Total Program
Costs
NOTES
Veterans Day Ceremony 75 Free 1 per year
1 time in FY 2025-
2026
39 1,849 1,000 2,849
CSUN VITA 581 Free 2x per week
January through
April
18 853 N/A 853
Total 12,526 25,329 1,200,595 225,452 1,426,047 21
June 8, 2026 Special CC Mtg Page 172 of 478
June 8, 2026 Special CC Mtg Page 173 of 478
This Page
Intentionally
Left Blank
June 8, 2026 Special CC Mtg Page 174 of 478

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 D. Melton, Director of Administrative Services

Date: June 8, 2026

Subject: Consideration to Adopt Resolution No. 26-061 Approving the Warrant Register of June 1, 2026
RECOMMENDATION:

It is recommended that the City Council:
a. Adopt Resolution No. 26-061 (Attachment “A”) approving the Warrant Register of June 1, 2026.

BACKGROUND:

For each City Council meeting the Finance Division prepares a Warrant Register for City Council approval. The Register includes all recommended payments for the City. Checks, other than special checks, generally are not released until after the City Council approves the Register. The exceptions are for early releases to avoid penalties and interest, excessive delays and in all other circumstances favorable to the City to do so. Special checks are those payments required to be issued between Council meetings such as insurance premiums and tax deposits. Staff reviews requests for expenditures for budgetary approval and then prepares a Warrant Register for City Council approval and or ratification. Items such as payroll withholding tax deposits do not require budget approval.

The Director of Administrative Services/City Treasurer hereby certifies that all requests for expenditures have been signed by the department head, or designee, receiving the merchandise or services thereby stating that the items or services have been received and that the resulting expenditure is appropriate. The Director of Administrative Services/City Treasurer hereby certifies that each warrant has been reviewed for completeness and that sufficient funds are available for payment of the warrant register.

There is one (1) Warrant Registers attached due to the lack of a formal City Council meeting on June 1, 2026. Resolution No. 6212 (adopted August 3, 1992) approves the issuing of Warrants prior to City Council ratification due to cancellation of a regularly scheduled City Council meeting.

June 8, 2026 Special CC Mtg Page 175 of 478
Consideration to Adopt Resolution No. 26-061 Approving the Warrant Register of June 1, 2026

A copy of the Resolution No. 6212 and the memorandums provided to the Director of Administrative Services/City Treasurer approving the release of the Warrants are attached to this report (Attachments “B” & “C”).

ATTACHMENTS:

A. Resolution No. 26-061; including:

Exhibit “A”: Payment Demands/Voucher List
B. Resolution No. 6212 (August 3, 1992)
C. Memorandums Approving Release of Warrant Register (June 1, 2026) June 8, 2026 Special CC Mtg Page 176 of 478
ATTACHMENT “A”
RESOLUTION NO. 26-061

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

CALIFORNIA, ALLOWING AND APPROVING FOR PAYMENT DEMANDS
PRESENTED ON DEMAND/ WARRANT REGISTER NO. 26-061

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

1. That the Payment Demand/Voucher List (EXHIBIT “A”) as presented, having been duly audited, for completeness, are hereby allowed and approved for payment in the amounts as shown to designated payees and charged to the appropriate funds as indicated.

2. That the City Clerk shall certify to the adoption of this Resolution and deliver it to the City Treasurer.

PASSED, APPROVED, AND ADOPTED this 8th day of June, 2026.

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

Julia Fritz, City Clerk
June 8, 2026 Special CC Mtg Page 177 of 478
RES. NO. 26-061

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. 26-061, which was regularly introduced and adopted by the City Council of the City of San Fernando, California, at a special meeting thereof held on the 8th day of June, 2026, by the following vote of the City Council:

AYES:

NAYS:

ABSENT:

ABSTAINED:

IN WITNESS WHEREOF, I have here unto set my hand and affixed the official seal of the City of San Fernando, California, this ______ day of June, 2026.

Julia Fritz, City Clerk
June 8, 2026 Special CC Mtg Page 178 of 478











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