Adams Advisory Group, LP, and Baker Tilly US, LLP and their affiliated entities (collectively, the “CONSULTANT Firms”) may co process CITY data as necessary to perform the services, pursuant to the alternative practice structure in place among the entities, and by executing this Agreement, CITY hereby consents to the sharing of CITY data, CITY files, workpapers and work product with such CONSULTANT Firms. Baker Tilly Advisory Group, LP maintains custody of client files for these entities. The CONSULTANT Firms are bound by the same confidentiality obligations as CONSULTANT. CONSULTANT is responsible for notifying CITY if CONSULTANT becomes aware that it can no longer comply with any applicable privacy law and, upon such notice, shall permit CITY to take reasonable and appropriate steps to remediate personal data or personal information processing. CITY agrees that the CONSULTANT Firms have the right to utilize CITY data to improve internal processes and procedures and to generate aggregated/de identified data from the data provided by CITY to be used for the CONSULTANT Firms’ business purposes and with the outputs owned by the CONSULTANT Firms. For clarity, the CONSULTANT Firms will only disclose aggregated/de identified data in a form that does not identify CITY, CITY employees, or any other individual or business entity and that is stripped of all persistent identifiers. CITY is not responsible for the CONSULTANT Firms’ use of aggregated/de identified data.
6.4 FALSE CLAIMS ACT: CONSULTANT warrants and representsthat neither CONSULTANT nor any person who is an officer of, in a managing position with, or has an ownership interest in CONSULTANT has been determined by a court or tribunal of competent jurisdiction to have violated the False Claims Act, 31 U.S.C., §§3789 et seq. and the California False Claims Act, Government Code §§12650 et seq.
6.5 NOTICES: All notices permitted or required under this Agreement will be given to the respective Parties at the following addresses, or at such other address as the respective Parties may provide in writing for this purpose:
CONSULTANT: CITY:
Baker Tilly Advisory Group, LP
21700 Oxnard Street Suite 300
Woodland Hills, CA 91367
Attn: Annie Rose Favreau
Phone: 206-302-6795
Email: [email protected]
City of San Fernando
Administrative Services Department
117 Macneil Street
San Fernando, CA 91324
Attn: Director of Administrative Services
Phone: 818-898-1202
Such notices will be deemed effective when personally delivered or successfully transmitted by facsimile as evidenced by a fax confirmation slip or when mailed, forty-eight (48) hours after deposit with the United States Postal Service, first class postage prepaid and addressed to the Party at its applicable address.
6.6 COOPERATION; FURTHER ACTS: The Parties will fully cooperate with one another and will take any additional acts or sign any additional documents as are reasonably necessary, appropriate, or convenient to achieve the purposes of this Agreement.
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6.7 SUBCONTRACTING: CONSULTANT will not subcontract any portion of the Work required by this Agreement, except as expressly stated herein, without the prior written approval of CITY. Subcontracts (including without limitation subcontracts with subconsultants), if any, will contain a provision making them subject to all provisions stipulated in this Agreement, including provisions relating to insurance requirements and indemnification.
6.8 CITY’S RIGHT TO EMPLOY OTHER CONSULTANTS: CITY reserves the right to employ other independent contractors in connection with the various projects worked upon by CONSULTANT.
6.9 CONFLICTS OF INTEREST:
A. CONSULTANT represents and maintains that it has not employed nor retained any company or person, otherthan a bona fide employee working solely for CONSULTANT, to solicit or secure this Agreement. Further, CONSULTANT represents that it has not paid, nor has it agreed to pay, any company or person, other than a bona fide employee working solely for CONSULTANT, any fee, commission, percentage, brokerage fee, gift, or other consideration contingent upon or resulting from the award or making of this Agreement. For breach or violation of this representation, CITY will have the right to rescind this Agreement without liability. For the term ofthis Agreement, no member, officer, or employee of CITY, during the term of his or her service with CITY, will have any directinterest in this Agreement, or obtain any present or anticipated material benefit arising therefrom.
B. CONSULTANT may serve other clients, but none whose activities within the corporate limits of CITY or whose business, regardless of location, would place CONSULTANT in a “conflict of interest,” as that term is defined in the Political Reform Act, codified at California Government Code §81000 et seq.
C. CONSULTANT shall not employ any official or employee of the CITY during the Term of this Agreement or any extension term. No officer or employee of CITY shall have any financial interest in this Agreement that would violate Government Code §§1090 et seq. CONSULTANT represents that no owner, principal, partner, officer, or employee of CONSULTANT is or has been an official, officer, employee, agent, or appointee of the CITY within the twelve-month period of time immediately preceding the Effective Date. If an owner, principal, partner, officer, employee, agent, or appointee of CONSULTANT was an official, officer, employee, agent, or appointee of the CITY within the twelve-month period immediately preceding the Effective Date, CONSULTANT represents that any such individuals did not participate in any manner in the forming of this Agreement. CONTRACTOR understands that, if this Agreement is made in violation of Government Code §1090 et seq., the entire Agreement is void and CONSULTANT will not be entitled to any compensation for services performed pursuant to this Agreement, including reimbursement of expenses, and CONSULTANT will be required to reimburse the CITY for any sums paid to CONSULTANT.
CONSULTANT understands that, in addition to the foregoing, it may be subject to criminal prosecution for a violation of Government Code §1090.
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6.10 TIME IS OF THE ESSENCE: Time is of the essence for each and every provision of this Agreement.
6.11 GOVERNING LAW AND VENUE: This Agreement shall be interpreted and governed according to the laws of the State of California. In the event of litigation between the Parties, venue, without exception, will be in the Los Angeles County Superior Court of the State of California. If, and only if, applicable law requires that all or part of any such litigation be tried exclusively in federal court, venue, without exception, will be in the Central District of California located in the City of Los Angeles, California.
6.12 ATTORNEYS’ FEES: If either Party commences an action against the other Party, legal, administrative, or otherwise, arising out of or in connection with this Agreement, each Party shall bear their own attorneys’ fees and all other costs of such action.
6.13 SUCCESSORS AND ASSIGNS: This Agreement will be binding on the successors and assigns of the Parties.
6.14 NO THIRD-PARTY BENEFIT: There are no intended third-party beneficiaries of any right or obligation assumed by the Parties. All rights and benefits under this Agreement inure exclusively to the Parties.
6.15 LIMITATION ON LIABILITY: Each party's total liability for any and all damages whatsoever arising out of or in any way related to this agreement from any cause, including but not limited to contract liability or negligence, errors, omissions, strict liability, breach of contract or breach of warranty shall not, in the aggregate, exceed three times (3x) the fees paid to consultant under this agreement. In no event will either party be liable for any special, indirect, incidental, or consequential damages in connection with or otherwise arising out of this agreement, even if advised of the possibility of such damages.
In no event shall either party be liable for exemplary or punitive damages arising out of or related to this agreement.
6.16 ALTERNATIVE PRACTICE STRUCTURE; BAKER TILLY INTERNATIONAL: Baker Tilly US, LLP and Baker Tilly Advisory Group, LP and our subsidiary entities provide professional services through an alternative practice structure in accordance with the AICPA Code of Professional Conduct and applicable laws, regulations and professional standards. Baker Tilly US, LLP is a licensed independent CPA firm that provides attest services to clients.
Baker Tilly Advisory Group, LP and our subsidiary entities provide tax and business advisory services to clients. Baker Tilly Advisory Group, LP and our subsidiary entities are not licensed CPA firms. Baker Tilly Advisory Group, LP and our subsidiaries and Baker Tilly US, LLP are independent members of Baker Tilly International. Baker Tilly International Limited is an English company. Baker Tilly International provides no professional services to clients. Each member firm is a separate and independent legal entity and each describes itself as such. Baker Tilly Advisory Group, LP and Baker Tilly US, LLP are not Baker Tilly International’s agents and do not have the authority to bind Baker Tilly International or act on Baker Tilly International’s behalf. None of Baker Tilly International, Baker Tilly August 17, 2026 Special & Regular Mtg Page 174 of 278
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Advisory Group, LP, Baker Tilly US, LLP, nor any of the other member firms of Baker Tilly International has any liability for each other’s acts or omissions. The name Baker Tilly and its associated logo is used under license from Baker Tilly International Limited.
6.17 CONSTRUCTION OF AGREEMENT: This Agreement will not be construed in favor of, or against, either Party but will be construed as if the Parties prepared this Agreement together through a process of negotiation and with the advice of their respective attorneys.
6.18 SEVERABILITY: If any portion of this Agreement is declared invalid, illegal, or otherwise unenforceable by a court of competent jurisdiction, the remaining provisions will continue in full force and effect.
6.19 AMENDMENT; MODIFICATION: No amendment, modification or supplement of this Agreement will be valid or binding unless executed in writing and signed by both Parties, subject to CITY approval. The requirement for written amendments, modifications or supplements cannot be waived and any attempted waiver will be void and invalid.
6.20 CAPTIONS: The captions of the various articles, sections and paragraphs are for convenience and ease of reference only, and do not define, limit, augment, or describe the scope, content, or intent of this Agreement.
6.21 INCONSISTENCIES OR CONFLICTS: In the event of any conflict or inconsistency between the provisions of this Agreement and any of the exhibits attached hereto, the provisions of this Agreement will control.
6.22 ENTIRE AGREEMENT: This Agreement, including all attached exhibits, constitutes the entire, complete, final, and exclusive expression of the Parties with respect to the matters addressed herein and supersedes all other agreements or understandings, whether oral or written, which may have been entered into between CITY and CONSULTANT prior to the execution of this Agreement. Any statements, representations, or other agreements, whether oral or written, made by either Party that is not embodied herein will not be valid or binding on the Parties. No amendment, modification or supplement to this Agreement will be valid and binding unless in writing and duly executed by the Parties pursuant to Section 6.16, above.
6.23 FORCE MAJEURE: The Completion Date for completing the Work may be extended in the event of any delays due to unforeseeable causes beyond the control of CONSULTANT and without the fault or negligence of CONSULTANT, including but not limited to severe weather, fires, earthquakes, floods, epidemics, quarantine restrictions, riots, strikes, freight embargoes, wars, litigation, and/or acts of any governmental agency, including the CITY. CONSULTANT shall within three (3) calendar days of the commencement of such delay notify the City Representative in writing of the causes of the delay. The City Representative shall ascertain the facts and the extent of delay and extend the time for performing the services and tasks for the period of the enforced delay when and if in the August 17, 2026 Special & Regular Mtg Page 175 of 278
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judgment of the CITY Representative such delay is justified. The CITY Representative’s determination shall be final and conclusive upon the parties to this Agreement. In no event shall CONSULTANT be entitled to recover damages against the CITY for any delay in the performance of this Agreement, however caused, CONSULTANT’s sole remedy being extension of the Agreement pursuant to this Section.
6.24 COUNTERPARTS: This Agreement will be executed in three (3) original counterparts each of which will be of equal force and effect. No handwritten or typewritten amendment, modification, or supplement to any one counterpart will be valid or binding unless made to all three counterparts in conformity with Section 6.16, above. One fully executed original counterpart will be delivered to CONSULTANT and the remaining two original counterparts will be retained by CITY.
IN WITNESS WHEREOF, the Parties hereto have caused this Agreement to be executed the day and year first appearing in this Agreement, above.
CITY OF SAN FERNANDO: BAKER TILLY US, LLC:
By: By:
Kanika Kith, City Manager
Name:
Date:
Title:
APPROVED AS TO FORM Date:
By:
Richard Padilla, City Attorney
Date:
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APRIL 21, 2026
City of San Fernando, CA
PROPOSAL FOR FISCAL MODEL AND FINANCIAL HEALTH
INDICATORS DEVELOPMENT
CONTRACT NO. 2576
EXHIBIT "A"
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[Client Name]
[proposal date]
1 April 21, 2026
Ms. Kanika Kith
City Manager
City of San Fernando
117 Macneil Street
San Fernando, CA 91340
Delivered electronically
Dear Ms. Kith:
Thank you for the opportunity to provide a proposal to develop financial health indicators and a new fiscal model for the City of San Fernando’s General Fund. It is our understanding that you would like a new model that staff can more easily manage for the future. We understand it should contain the dynamic dashboard and assumption flexibility to help decision-makers see the impacts of changes in assumptions and impacts of various budget strategies. The new model would be developed based on the unique circumstances that are important to the City and allow the leadership team to guide and support the Council’s fiscal policies.
Proposed plan of work
Based on our experience with financial modeling and our understanding of your needs, we have prepared a plan of work to provide a new, streamlined fiscal model. This framework is amenable to refinements, based on your input.
The following describes the plan of work anticipated for the engagement.
Activity 1 – Start Project
Baker Tilly will begin this project with a project launch meeting with you and others as designated, collectively referred to as the project team. During this meeting we will refine the schedule, discuss the project objectives, and review the tasks to be completed. After this initial launch meeting, we will submit a document and data request to the City.
Activity 2 – Gather Information and Data
Next, we will initiate a careful learning phase to understand the City’s current fiscal status and what has changed since the development of a prior model. Key tasks include the following:
• Gather data to be used throughout the analytical phase of the project. This will include budgets, department budgetary recommendations, analytical work, labor agreements and other pertinent information created since our last fiscal model update. • Review multi-year budget information, including revenue sources and amounts, expenditure allocations, reserves and other funds, budgetary reductions and cost shifts that have been made to date, the local economy, the City’s labor environment, and other relevant factors that have changed from the last fiscal model update.
Baker Tilly Advisory Group, LP
2050 Main Street, Suite 700
Irvine, CA 92614
bakertilly.com
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2 • Discuss our previous forecasting model with you to understand what improvements can be made in a new model, including key decision factors that may likely arise in the coming years. • Review budgeting approaches and test budget assumptions against actual experience, and review and factor in the City’s inventory of unmet or deferred infrastructure and maintenance needs, to the extent the information is available.
Activity 3 – Develop New Baseline Fiscal Trend Model
Next, we will analyze the data we have gathered through the previous activity and prepare a long-range fiscal model. Key tasks include:
• Identifying historical trends and updating the forecast to provide a comprehensive perspective of the factors affecting the financial capacity of the City. This analysis will provide a sound basis for understanding the financial ability to fund services during the next 10 years. • Developing the multi-year fiscal model based on this information. The model will tie back to accounting and payroll records and represent a fiscal model that will allow City staff to update it in the future.
• Developing a draft forecast and then reviewing it via videoconference with project team members to refine and validate our new assumptions. We are careful to tie back all model data to the City’s source documents and to fully explain the assumptions underlying the model. • Making refinements and revising the final model suitable for presentation. • Developing a user manual and conducting up to four hours of staff training on the capabilities of the model and how to update the model in future years with the expectation that staff will “own” and begin using and updating the model regularly as a tool.
We will conduct periodic check-ins with staff as we develop the model to ensure it meets the City’s needs.
Activity 4 – Finalize and Present the Model and Provide Support We will review the fiscal model with the project team and make any necessary edits to finalize it and send it to the City for its future use. We will also be happy to present the fiscal model to the City Manager or others within the organization using videoconference technology at the discretion and desire of the project team.
We are committed to ensuring City staff have a tool to use in preparing forecasts in future years. We will continue to provide on-call assistance during the next year to address any questions staff might have as they use the model. This support does not include updating the fiscal model for future years but provides support and guidance to the City as it implements the tool in subsequent forecasts.
Activity 5 – Financial Health Indicators Development
Baker Tilly would assist the City of San Fernando in developing Financial Health Indicators (FHIs) using a structured, transparent methodology grounded in established public-sector best practices. The methodology is informed by the California Municipal Financial Health Diagnostic and the Governing Guide to Financial Literacy: Managing Your Jurisdiction’s Financial Health. Together, these sources emphasize that financial health is a multi-dimensional concept that cannot be captured by a single score or balanced budget alone. Instead, FHIs are intended to provide City leaders and the public with an integrated view of near-term position, operating sustainability, and long-term fiscal capacity. Key tasks include:
• Establishing a shared definition of financial health and an analytical framework grounded in recognized California municipal best practices.
• Identifying and defining a set of Financial Health Indicators addressing financial position, financial performance, and solvency.
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3 • Compiling and validating financial data from audited ACFRs and supporting City financial documents.
• Normalizing data to separate recurring operations from one-time revenues, expenditures, and deferred obligations.
• Calculating indicators and evaluating multi-year trends to identify direction and emerging risks. • Providing peer context where appropriate to support interpretation. • Interpreting indicators collectively and document results in a clear, transparent report for decisionmakers and the public.
Firm Qualifications
Making decisions today to shape tomorrow is never easy. San Fernando needs a consulting firm with the right blend of industry insight, functional expertise and technical know-how. Baker Tilly is that firm. We focus on the intersection of strategy and execution to help you move forward with clarity and confidence. Our consulting services are designed to:
• Deliver innovative, practical solutions that help you adapt quickly, implement best practices and stay competitive in any environment.
• Enhance and protect enterprise value, safeguarding the success you’ve worked hard to gain. • Identify and mitigate risk, so you can make informed decisions with greater certainty. • Solve your toughest challenges, with a team that brings creativity, agility and deep industry/sector knowledge.
Our reputation for quality is well-documented. As a leading advisory, tax and assurance firm, we were named a “Leader in Consulting” by Accounting Today. Below are key facts about our consulting practice, including the depth of resources that stand ready to support San Fernando’s project team:
Baker Tilly at a glance
Comprehensive services for local governments
Your team is ready to help you find solutions to overcome the obstacles that stand between you and your goals. We provide a full range of service offerings for state and local governments, including those listed below.
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4 FULL RANGE OF KEY SERVICE OFFERINGS FOR LOCAL GOVERNMENTS Accounting services and assurance Human capital services Capital planning Leadership development and training
Cybersecurity consulting Management services
Classification and compensation study Organizational assessment Efficiency studies Organizational development
Executive coaching Process improvement
Executive performance assessment Rate and user fee studies Federal funding advisory Risk advisory and internal audit Financial planning, budgeting and analysis Service sharing and service consolidation Housing and economic development Strategic planning
References
We encourage you to connect with the clients below to learn more about the value of their relationship with Baker Tilly. Each client will offer a different perspective as you consider your own needs.
CITY OF SCOTTS VALLEY, CALIFORNIA
Name Ms. Mali LaGoe Title City Manager
Phone +1 (831) 440-5600 Email [email protected]
Description Financial management assistance, fiscal sustainability planning and related services Our firm has provided a wide range of services to the City of Scotts Valley over the past several years in support of the City’s budget and finance functions and to support fiscal sustainability. We provided budget development and process implementation services that included the City's first long-range financial forecast as part of its annual budget.
The results of that forecast indicated a long-term structural deficit in the General Fund that would liquidate all reserves within three years. During our work on the financial model, we also provided support to the City Manager and contracted legal counsel during labor negotiations with the City’s bargaining groups to cost various proposals made by management and labor. We provided a tool tied to the City’s financial forecast for City leaders to use during the current and future negotiation process. The tool was presented to labor groups and Council members as a means of creating a more transparent negotiation environment and to demonstrate how various proposals would positively or negatively impact the City’s structural deficit. Based on that work, we developed a fiscal sustainability plan for City Council consideration. The project included interviews, focus groups, an employee survey, and two Council workshops. We analyzed various budget strategies, including revenue enhancements, expenditure controls/cost shifts, service delivery changes, and service level reductions that would eliminate the structural deficit and packaged them into various scenarios for Council consideration. Council members reviewed the scenarios and identified several budget strategies for implementation, including tax measures, cost shifts that saw labor groups CONTRACT NO. 2576
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5 increase their contributions to pension costs, and service delivery changes that collectively would provide long-term fiscal sustainability to the City.
The City has requested assistance in updating the model in subsequent years due primarily to staffing changes and lack of staffing capacity to update the model. The most recent update was completed for the FY 2023-24 budget, working with City Manager Mali LaGoe (a JPA board member) and her Administrative Services Director Stephanie Hill.
TOWN OF WINDSOR, CALIFORNIA
Name Ms. Jeneen Peterson Title Former Administrative Services Director
Phone +1 (707) 322-0321 Email Contact via LinkedIn Profile:
https://www.linkedin.com/in/jeneenpeterson-20663519/
Description Recession diagnostic financial forecasting tool; fiscal sustainability planning Our firm prepared a long-range General Fund forecast tool for the Town as it began preparations for its FY 2022 and 2023 biennial budget. The Town had not had a longrange forecast in the past and were concerned about the impacts to sales and transient occupancy taxes on the Town's long-term fiscal sustainability. Upon completing the fiscal model, which presented a nearly 10% structural gap between ongoing revenues and expenditures, we then identified budget strategies that would help solve the fiscal gap for presentation and consideration of the Town Council. We identified 23 distinct budget strategies, including revenue enhancements, service delivery alternatives, cost efficiencies and service level reductions to the extent that other strategies were not selected or achievable in solving the gap. The strategies identified were four times the value of the fiscal gap, providing Council with sufficient options to bring fiscal sustainability to the Town's General Fund. We facilitated a consensus-building process that helped the Town Council settle on a chosen selection of strategies for implementation. Finally, we developed a set of guiding budget principles for the Town Council to consider in developing prudent budget management and evaluation of proposals. These principles touched on concepts regarding policies such as budgeting practices, reserves, ongoing resources and operations, use of one-time (windfall) resources, capital project planning, fiscal sustainability planning, and debt management.
The Town has requested assistance in updating the model in subsequent years due primarily to staffing changes and lack of staffing capacity to update the model. The most recent update is being completed for the FY 2025-26 biennial budget, working with Accounting Manager Danny Castillo.
CITY OF UNION CITY, CALIFORNIA
Name Joan Malloy Title City Manager
Phone +1 (510) 760-7332 Email [email protected]
Description Long-range fiscal model
We prepared a long-range fiscal model for the City’s General Fund and provided expert advice about the potential fiscal impacts associated with the COVID-19 pandemic recession that was starting to impact City revenues. Also looming over the City was the expiration of a public safety parcel tax measure that, if not replaced, would leave a $5 million gap in the City's General Fund and severely impact public safety service delivery. The tool we developed provided a useful dashboard to assist the City Council, CONTRACT NO. 2576
EXHIBIT "A"
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April 21, 2026
6 Aligning key engagement team members with your goals
Your handpicked team of professionals offers a collaborative focus supported by the breadth and depth of our firm’s national resources. We believe in strong personal relationships, and this means a personal interest in the City of San Fernando from some of our most experienced team members. Engagement team members are introduced below.
ENGAGEMENT TEAM FOR CITY OF SAN FERNANDO
Andy Belknap, Managing Director
Role: Project Director; Lead Fiscal Model Developer
Andy has more than 20 years of local government experience, including service as a city manager, public works director and consultant to California municipalities, counties and special districts. His areas of expertise include fiscal and budget analysis, municipal restructuring, governance models and developing service delivery partnerships and functional consolidations to take advantage of economies of scale in public sector service delivery. Andy has served more than 100 California local governments, many on multiple occasions, including 17 of the largest 20 cities.
A trained economist, Andy brings special experience to fiscal analysis and public finance issues. His blend of quantitative skills, coupled with a practitioner’s understanding of public services and management systems, adds value to all types of organizational and policy analysis.
Matt Stark – Senior Manager
Role: Subject Matter Specialist; Labor Costing Model Support staff, and community members in understanding the impacts of the pandemic recession and the lapsing of the tax measure if not replaced. Based on the work we completed, the City Council proposed a utility users tax measure for voter consideration in the November 2020 election that was approved and will provide ongoing revenues to support continuity of services as the City exits the pandemic recession.
The City has requested assistance in updating the model in all subsequent years due primarily to staffing changes and lack of staffing capacity to update the model. The most recent update was completed for the FY 2023-24 and 2024-25 biennial budget and as part of labor negotiations currently underway with bargaining groups.
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7 ENGAGEMENT TEAM FOR CITY OF SAN FERNANDO
Matt’s primary responsibilities are the design and implementation of financial forecast models, research studies and online survey tools. Matt assists several Baker Tilly practice groups with his analytical expertise, helping to find solutions to new challenges within the fields of operational finance, economic development and compensation studies. Specifically, Matt is the primary architect of various interactive financial forecasts for clients ranging from cities and counties to special districts. In addition to his financial forecasting work, Matt develops surveys to help elected officials and professional staff to understand the perceptions, opinions and motivations of their communities, providing feedback from residents who would not otherwise make their voices heard. These surveys help inform decisions about spending priorities and long-term planning. He has also designed and conducted random-sample telephone and online surveys for school districts, cities and counties.
Matt develops analytical tools for Baker Tilly practice groups in operational finance, capital planning, economic development, employee compensation and transportation planning.
Professional fee
The total cost and timeline for this project is summarized in the following table. The ultimate test of a quality project is that the client is pleased with the results, and we are committed to achieving that goal.
Activity Hours Cost Timeline
Baseline Project
1 – Start project 7 $ 2,700 Early May 2026
2 – Gather information 7 2,700 May to Early June 2026
3 – Develop baseline financial forecast model 27 10,800 June 2026 to Mid-July 2026 4 – Finalize and present model and provide support 11 4,400 Mid-July to August 2026 5 – Financial Health Indicators 11 4,400 Mid-July to August 2026 Total – Baseline Project 63 $25,000 Estimated completion – end of August 2026
Conclusion
The City of San Fernando will continue to be a valued client of Baker Tilly. Thank you for the opportunity to make tangible contributions to your success. Our team is excited to earn your trust, and we look forward to discussing your questions and feedback.
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EXHIBIT "A"
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8 Sincerely,
Khala Stanfield, Director
Baker Tilly Advisory Group, LP
+1 (480) 809 5588 | [email protected]
Accepted for the City of San Fernando by:
Name: _____________________________________
Title: _____________________________________
Date: _____________________________________
The information provided here is of a general nature and is not intended to address the specific circumstances of any individual or entity. In specific circumstances, the services of a professional should be sought.
Baker Tilly US, LLP and Baker Tilly Advisory Group, LP and its subsidiary entities provide professional services through an alternative practice structure in accordance with the AICPA Code of Professional Conduct and applicable laws, regulations and professional standards. Baker Tilly US, LLP is a licensed independent CPA firm that provides attest services to clients. Baker Tilly Advisory Group, LP and its subsidiary entities provide tax and business advisory services to their clients. Baker Tilly Advisory Group, LP and its subsidiary entities are not licensed CPA firms.
Baker Tilly Advisory Group, LP and Baker Tilly US, LLP, trading as Baker Tilly, are independent members of Baker Tilly International.
Baker Tilly International Limited is an English company. Baker Tilly International provides no professional services to clients. Each member firm is a separate and independent legal entity, and each describes itself as such. Baker Tilly Advisory Group, LP and Baker Tilly US, LLP are not Baker Tilly International’s agent and do not have the authority to bind Baker Tilly International or act on Baker Tilly International’s behalf. None of Baker Tilly International, Baker Tilly Advisory Group, LP, Baker Tilly US, LLP nor any of the other member firms of Baker Tilly International has any liability for each other’s acts or omissions. The name Baker Tilly and its associated logo is used under license from Baker Tilly International Limited.
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AGENDA REPORT
CITY MANAGER’S OFFICE 117 MACNEIL STREET, SAN FERNANDO, CA 91340 (818) 898-1202 WWW.SANFERNANDO.GOV REVIEW: ☒ City Clerk ☒ Director of Admin. Services ☒ City Manager To: Mayor Victoria Garcia and Councilmembers
From: Kanika Kith, City Manager
By: Bonnie Tam, Director of Public Works
Rodrigo Mora, Public Works Operations Manager
Date: August 17, 2026
Subject: Receive and File an Update on the Safe & Beautiful San Fernando Work Plan RECOMMENDATION:
It is recommended that the City Council receive and file a presentation on the 16-week Progress Report for the Safe & Beautiful San Fernando Work Plan.
BACKGROUND:
1. On January 20, 2026, the City Council directed staff to present a status update on a list of priorities presented by former Mayor Joel Fajardo.
2. On February 2, 2026, staff presented a status update on a list of priorities, and the City Council directed staff to return with a beautification work plan for Public Works staff to enhance sidewalk repairs, tree planting, and general city maintenance on overtime budget through June 30, 2026.
3. On March 2, 2026, as part of the Fiscal Year 2025-2026 Mid-Year Budget adoption, the City Council approved a Safe & Beautiful San Fernando initiative, authorizing 600 hours of overtime for Public Works staff to accelerate sidewalk repairs, tree planting, and general city maintenance through June 30, 2026.
4. On June 8, 2026, staff presented an 8-week update for the Safe & Beautiful San Fernando Work Plan during the Public Works Budget Study Session.
ANALYSIS:
The City continues to advance citywide beautification and infrastructure improvements through coordinated tree maintenance and planting, signage restoration, trash removal, paving projects, and sidewalk repairs. Led by the Public Works Department, these efforts are focused on enhancing neighborhood aesthetics, improving public safety, and maintaining the City’s public right-of-way. To ensure transparency and results, this 16-week progress report for the Safe & Beautiful San Fernando initiative is being provided to the City Council.
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Receive and File an Update on the Safe & Beautiful San Fernando Work Plan
On March 2, 2026, the City Council approved a Safe & Beautiful San Fernando Work Plan authorizing the use of staff overtime to conduct a variety of beautification and safety-related projects.
The Safe & Beautiful San Fernando Work Plan was a focused, action-driven 16-week beautification initiative was conducted from March 2, 2026, through June 30, 2026. The plan prioritized safety, cleanliness, sustainability, and neighborhood investment by expanding the day-to-day work already performed by Public Works through the use of staff overtime focused in three (3) areas:
1. Sidewalk repair
2. Tree planting & tree stump removal
3. Citywide cleanup & beautification (graffiti removal, bulky item, weed abatement, monument sign painting, trash removal, & illegal dumping) The work completed in these areas is discussed below.
1. Sidewalk Repair – Improving Safety Where It Matters Most Repairing and replacing sidewalks is an ongoing project to improve pedestrian safety and reduce liability as City staff and the City’s contractor continued to work on sidewalks throughout the city.
The Safe & Beautiful San Fernando Work Plan provided an additional 37.5 hours per week on average of staff time, for a total of 600 hours. These additional hours enabled staff to accomplish the following:
• Addressed 13 community-requested sidewalk repairs
• Addressed four (4) identified sidewalk repairs
• Completed 34 sidewalk repairs, exceeding the 27 requested. Concrete demolition and forming were completed by City staff during regular working hours. • Targeted 10 high-risk locations, including business districts, schools, churches, and major corridors.
A total of $20,000 was used to cover the cost of concrete for the repairs. In addition, staff has removed and replaced approximately 920 linear feet of sidewalk over the past five (5) months across multiple grids to address priority locations and supplement the contracted work.
2. Tree Planting & Tree Stump Removal - Investing in Long-Term Beauty and Sustainability The Safe and Beautiful San Fernando Work Plan expanded the City’s existing tree planting and maintenance program by providing additional staff time to address priority tree maintenance needs throughout the City. As part of the work plan, staff:
• Removed six (6) trees that were identified as requiring emergency removal. • Removed 19 tree stumps and prepared the sites for replanting. • Purchased 91 trees.
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• Planted 37 new trees, exceeding the original goal of 36 requested trees. • Filled vacant parkway spaces where appropriate.
The City originally had a list of 36 locations where residents had requested tree planting. Through the Safe and Beautiful San Fernando Work Plan, staff were able to plant trees at all 36 requested locations, plus one additional location requested after the work plan was finalized, for a total of 37 new trees.
The work plan allocated 16 hours of additional staff time each week on Saturdays to complete the tree planting and maintenance work.
The purchase of trees and the additional tree maintenance work were funded with $25,000 reallocated from a previously approved mural project.
3. Citywide Cleanup & Beautification - Creating Cleaner, More Welcoming Neighborhoods This component combines graffiti removal, illegal dumping cleanup, weed abatement, and general maintenance into a consistent, citywide effort.
Graffiti Removal.
Currently, graffiti on public properties are typically removed the same day, with an average response time of less than 24 hours from the initial request. The Safe & Beautiful San Fernando Work Plan allocated four (4) overtime hours every Saturday for the City’s graffiti removal efforts, for a total of 64 hours of additional staff time over the 16-week project timeline. As a result, 372 square feet (approximately 25 sites) of graffiti was removed.
Bulky Item, Trash Removal, and Illegal Dumping.
The Safe & Beautiful San Fernando Work Plan expanded on the City’s ongoing bulky item and trash removal by providing an additional four (4) hours of staff time each week on Sunday for the duration of the 16-week project, for a total of 64 hours of additional staff time. Staff overtime for the project focused on known illegal dumping hotspots, in alleyways, and residential areas where dumping occurs. The additional Sunday overtime hours allowed staff to remove dumped materials on the weekend, improving neighborhood cleanliness and pride. As a result, 340 cubic yards (approximately 25 sites) of bulky and illegal dumping items were picked up.
Weed Abatements & Miscellaneous Beautification.
In addition to the specific items shown above, the Safe & Beautiful San Fernando Work Plan involved a total of 136 hours of staff overtime dedicated to a variety of miscellaneous beautification efforts, including weed abatement, general citywide cleanup, and ongoing maintenance in gateways, parking lots, and civic areas. A total of 16 monument signs were renovated.
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Resource Allocation.
The following is a summary of additional staff time and expenditures for the Safe & Beautiful San Fernando Work Plan. Resource allocation for staff overtime hours was approximately $85,000 for 600 hours.
Program Component Weekly OT Hours Duration Total OT Hours Sidewalk Repair 18 hours 16 weeks 288 hours
Tree Planting & Stump Removal 16 hours 3 Saturdays 48 hours Graffiti Removal 4 hours 16 weeks 64 hours
Bulky Item Removal 4 hours 16 weeks 64 hours
Miscellaneous Beautification
Efforts
16 weeks 136 hours
Total Overtime Hours:
Total OT Expenditure:
600 hours
$85,000
As discussed above, an additional $20,000 was used to cover the cost of concrete for sidewalk repair and maintenance, and $25,000 for tree planting and trimming. Total expenditure is as follows:
Item Budget
National Concrete Materials $15,000 (concrete delivered to work sites) Arroyo Builders Materials $5,000 (“u-cart” concrete)
Tree Planting & Trimming $25,000
Total Material and Service: $45,000
Total resource allocation for staff time and material is approximately $130,000 in completing the 16-Week Safe & Beautiful San Fernando Work Plan with authorized 600 overtime hours.
BUDGET IMPACT:
The total expenditure for the 16-Week Safe & Beautiful San Fernando Work Plan was $130,000.
This included 600 hours of overtime staff cost of $85,000, and material cost of $45,000 for the purchase of concrete materials for sidewalk repair and maintenance and for the tree planting and trimming service. Sufficient funding was included in the Fiscal Year 2025–2026 Mid-Year Budget adoption to support the initiatives outlined in the Safe & Beautiful San Fernando Work Plan.
CONCLUSION:
It is recommended that the City Council receive and file a presentation on the 16-week Progress Report for the Safe & Beautiful San Fernando Work Plan.
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AGENDA REPORT
CITY MANAGER’S OFFICE 117 MACNEIL STREET, SAN FERNANDO, CA 91340 (818) 898-1202 WWW.SANFERNANDO.GOV REVIEW: ☒ City Clerk ☒ Director of Admin. Services ☒ City Manager To: Mayor Victoria Garcia and Councilmembers
From: Kanika Kith, City Manager
By: Bonnie Tam, Director of Public Works
Rodrigo Mora, Public Works Operations Manager
Date: August 17, 2026
Subject: Receive and File the Downtown Maintenance Schedule RECOMMENDATION:
It is recommended that the City Council receive and file the Downtown Maintenance Schedule (Attachment “A).
BACKGROUND:
On July 20, 2026, the City Council directed staff to bring back to the August 17, 2026 City Council meeting a Downtown Maintenance Schedule.
ANALYSIS:
A maintenance schedule is essential for the Public Works Maintenance Department because it ensures that routine tasks are performed consistently, resources are used efficiently, and potential issues are identified before they become costly problems. A structured schedule also supports long-term asset preservation, improves service reliability, and helps staff plan and prioritize work effectively.
The Public Works Department maintains the City’s public infrastructure and facilities, including Downtown sidewalks, parking lots, alleys, landscaping, trash enclosures, and the Bank of America public parking structure.
Downtown maintenance is provided through a combination of City staff and contracted services.
Maintenance activities include:
• Routine cleaning and litter removal
• Parking lot and alley maintenance
• Landscape and irrigation maintenance
• Pressure washing
• Trash enclosure maintenance
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• Illegal dumping response
• Tree maintenance
• Parking structure cleaning and repairs
Public Works also maintains the Bank of America public parking structure, including routine cleaning, quarterly interior and exterior pressure washing, and replacement of deficient lighting fixtures as needed to maintain a safe public facility.
Public Works staff assigned to Downtown maintenance generally work Monday to Thursday and Saturday to Sunday, from 6:00 a.m. to 3:00 p.m. or 7:00 a.m. to 4:00 p.m., and Fridays from 7:00 to 10:00 a.m. Routine Downtown maintenance requires approximately 3,102 staff hours annually, excluding contracted parking lot sweeping and trash enclosure cleaning. Public Works also provides approximately 900 additional hours annually to support events, including street closures, cleanup, and holiday decorations.
The Downtown Mall Maintenance Schedule is included as Attachment “A”. Below is a summary of the maintenance schedule:
Description of Activities Locations Frequency Daily Schedule Parking lot sweeping
(contracted) Parking lots Once daily (1:20am-4:50am)
Mon-Sun
Trash enclosure clean-up
(contracted) Downtown Mall Once daily (3:00am-4:50am)
Mon-Sun
Trash enclosure clean-up Downtown Mall
Once daily (before 9am/spot
check during the day)
Mon-Sun
Trash & litter removal Downtown Mall
Once daily (before 9am/spot
check during the day)
Mon-Sun
Parking lot & alley
maintenance Parking lots & alleys
Once daily (before 9am/spot
check during the day)
Mon-Sun
Landscape maintenance
Downtown streets,
parking lots & alleys 5x a week
Mon-Sun
Irrigation repairs Landscaped areas 3x a week Usually Tue-Thu Pressure washing
Sidewalks, alleys &
enclosures
Biweekly (and as needed, if
appropriate)
As needed,
Biweekly
Tree Trimming Downtown Mall Biweekly Biweekly
Operational Review.
As part of its continuous improvement efforts, Public Works is reviewing the following opportunities to improve Downtown maintenance:
• Increase litter inspections: Evaluate whether trash and litter removal should occur multiple times per day during peak activity periods.
• Clarify parking structure responsibilities: Confirm maintenance and cleaning responsibilities between the City and the owner of the Bank of America parking structure.
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• Coordinate trash enclosure cleaning: Review Friday cleaning schedules with Republic Services to align with collection days.
• Establish pest control: Evaluate a routine pest control program for Downtown trash enclosures.
• Review staffing and efficiency: Continue evaluating staffing levels and operational practices to maintain service quality while making the best use of available resources.
These operational reviews will help ensure the Downtown Area continues to provide a clean, safe, and welcoming environment while maximizing the effective use of City resources.
BUDGET IMPACT:
The Downtown Area maintenance program is funded through the Public Works Department’s annual operating budget. Services for the existing parking lot sweeping maintenance service contract is approximately $87,600 and annual costs are appropriated from Measure W (Fund 023)1 and Parking Maintenance and Operations Funds(Fund 029)2. In addition, the City maintains a Mall Maintenance Fund (Fund 030) 3 that typically generates about $45,000 annually. However, current revenues are being used to address prior-year fund deficits, limiting the availability of these proceeds for ongoing maintenance needs.
Any future potential changes to service levels, staffing needs, or increased maintenance frequencies and activities would require additional funding, which will be presented to the City Council for consideration through the annual budget process or a future budget amendment request.
CONCLUSION:
It is recommended that the City Council receive and file the Downtown Maintenance Schedule (Attachment “A”).
ATTACHMENTS:
A. Downtown Maintenance Schedule
1 Measure W revenues are received through Los Angeles County, which are allocated to each local jurisdiction on a per capita basis.
2 Parking lot maintenance fees are collected through business license fees in the Parking & Business Improvement District and are recorded in Fund 029, which also includes revenue from Downtown parking meters. 3 Mall maintenance fees are collected through business license fees in the Mall Maintenance District and recorded in Fund 030.
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City of San Fernando Downtown Maintenance Schedule
Description of Activities Locations Frequency Daily Schedule Parking lot sweeping (contracted) Parking lots Once daily (1:20am-4:50am) Mon-Sun Trash enclosure clean-up (contracted) Downtown Mall Once daily (3:00am-4:50am) Mon-Sun Trash enclosure clean-up Downtown Mall Once daily (before 9am and spot check during the day) Mon-Sun Trash & litter removal Downtown Mall Once daily (before 9am and spot check during the day) Mon-Sun Parking lot & alley maintenance Parking lots & alleys Once daily (before 9am and spot check during the day) Mon-Sun Landscape maintenance Downtown streets, parking lots & alleys 5x a week Mon-Sun Irrigation repairs Landscaped areas 3x a week Usually Tue-Thu Pressure washing Sidewalks, alleys & enclosures Biweekly (and as needed, if appropriate) As needed, Biweekly Tree Trimming Downtown Mall Biweekly Biweekly
General Schedule: Mondays -Thursdays and Saturdays to Sundays (6am to 3pm or 7am to 4pm); Fridays (7-10am) City of San Fernando Public Works Department August 17, 2026 ATTACHMENT "A"
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AGENDA REPORT
REVIEW: ☒ City Clerk ☒ Director of Admin. Services ☒ City Manager CITY MANAGER’S OFFICE 117 MACNEIL STREET, SAN FERNANDO, CA 91340 (818) 898-1202 WWW.SANFERNANDO.GOV To: Mayor Victoria Garcia and Councilmembers
From: Kanika Kith, City Manager
By: Will Pettener, Assistant to the City Manager
Linden Johnson, Economic Development Manager
Date: August 17, 2026
Subject: Discussion and Consideration of Proposed Revisions to Memorandum of Understanding with Emprende to Produce a Christmas Parade in Coordination with the City’s Annual Tree Lighting Event and to Reimburse the City for Related Parade Expenses
RECOMMENDATION:
It is recommended that the City Council:
a. Discuss and consider proposed revisions to Memorandum of Understanding (MOU) with Emprende (Attachment “A” – Contract No. 2545) to produce a Christmas Parade in coordination with the City’s Annual Tree Lighting Event and to Reimburse the City for Related Parade Expenses;
b. Provide direction, as applicable; and
c. Authorize the City Manager, or designee, to make non-substantive changes and execute the agreement.
BACKGROUND:
1. On November 17, 2025, the City Council directed staff to work with Emprende to develop an estimated budget for a proposed Christmas Parade to take place in 2026, for City Council consideration during the Fiscal Year (FY) 2026-2027 budget process.
2. On February 2, 2026, the City Council directed staff to meet with Emprende and return to the City Council with co-sponsorship cost estimates and logistics for combining the parade with the City’s Tree Lighting Event.
3. On June 3 and June 10, 2026, staff and Emprende met to discuss the Christmas Parade logistics and the details of the parade. These discussions centered around the logistics and responsibilities of Emprende and City staff.
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Discussion and Consideration of Proposed Revisions to Memorandum of Understanding with Emprende to Produce a Christmas Parade in Coordination with the City’s Annual Tree Lighting Event and to Reimburse the City for Related Parade Expenses
4. On June 29, 2026, the City Council approved the City’s annual list of events for FY 2026-2027, including the Christmas Parade in coordination with the City’s Annual Tree Lighting Event to take place on December 5, 2026. The City Council also approved co-hosting with Emprende to produce the parade and directed staff to return to a future City Council meeting with an MOU for consideration.
5. On July 16, 2026, Emprende approved the draft MOU submitted to the organization by City staff on July 15, 2026.
6. On July 20, 2026, the City Council approved the MOU with Emprende to produce a Christmas Parade in coordination with the City’s Annual Tree Lighting Event and to reimburse the City for related Parade Expenses in the total amount of $37,718.
7. On August 5, 2026, the City met with Emprende for a parade planning kickoff meeting. At the meeting, Emprende’s roles and responsibilities, as set out in the City Council approved MOU, were reviewed and discussed.
ANALYSIS:
A Christmas Parade is a valuable community building and economic development event. It draws large crowds that boost foot traffic for local stores and restaurants, supporting businesses along the route and throughout the City. At the same time, the parade strengthens community connections by bringing residents together in a joyful, family friendly celebration. It offers meaningful participation opportunities for local performers, organizations, and families, fostering civic pride and encouraging continued support for the City and its businesses.
Emprende is a Section 501 (c)(3) nonprofit organization dedicated to empowering communities through education, cultural enrichment, leadership development, self-esteem building, entrepreneurship, and spiritual growth. Their mission includes a commitment to creating opportunities that strengthen individuals, families, and community. Through engagement spanning back to Fall 2025, staff has worked with Emprende to develop the framework for a Christmas Parade event that will accompany the City’s Annual Tree Lighting Ceremony.
On June 29, 2026, the City Council approved the 2026 Christmas Parade, to be held in coordination with the City’s Annual Tree Lighting Ceremony. This approval was contingent upon finalizing an MOU with Emprende that outlined a defined scope of work and a process for collecting fundraising revenue to reimburse all parade‑related expenses totaling $37,718. This amount covers City staff costs, Los Angeles Fire Department and other related permit fees, and a traffic control plan. The City Council provided additional direction to include in the MOU, for Emprende to be responsible for completing the following scope of work:
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Discussion and Consideration of Proposed Revisions to Memorandum of Understanding with Emprende to Produce a Christmas Parade in Coordination with the City’s Annual Tree Lighting Event and to Reimburse the City for Related Parade Expenses
a. Emprende to form a community committee that will meet more often than monthly to support parade planning efforts.
b. Emprende to provide rules to be established regarding sponsorship criteria. c. Emprende to provide bi-weekly updates on sponsorship activities beginning in August. d. Emprende to create a sponsorship flyer for their use that will be separate from a City created Save the Date flyer and Event flyer for all the events taking place that day which includes the parade, tree lighting, and photographs with Santa.
On July 20, 2026, the City Council approved the MOU with Emprende to produce a Christmas Parade in coordination with the City’s Annual Tree Lighting event and to reimburse the City for related Parade expenses. The City Council also provided directions for staff to incorporate the following revisions into the MOU:
a. City to design and post the “Save the Date” flyer and event detail flyer with no sponsorship information and advertise the event through the City's social media outlets. b. Emprende to solicit sponsorship information on Emprende website. c. Staff to provide update on sponsors and participants, through bi-monthly reporting by Emprende, in the Status Updates for City Projects and City Council Priorities agenda report that is a recurring item included in the City Council agenda packets. d. Emprende to provide small discount to businesses and non-profit organizations based in the community if participating in the event.
Following City Council direction, staff worked with the City Attorney to incorporate the approved revisions into the MOU. The revisions clarify each party’s responsibilities and deadlines to improve coordination between Emprende and the City. Key updates include:
• Clarified definition of “production of event” and the City’s logistical support. • Updated deadlines for the Event Plan, monthly reports, and participant forms. • Added details regarding the event location and date.
• Clarified “Services offered” and updated sponsorship language to reflect the reimbursement process in Section 3 of the MOU.
• Further defined the Community Committee and its responsibilities. • Adjusted certain deadlines from three (3) weeks to two (2) weeks to improve coordination between Emprende and the City.
The City Attorney also recommended additional provisions addressing City Council’s direction regarding financial reporting, including further clarification of Emprende fundraising and revisions to the insurance provisions.
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Discussion and Consideration of Proposed Revisions to Memorandum of Understanding with Emprende to Produce a Christmas Parade in Coordination with the City’s Annual Tree Lighting Event and to Reimburse the City for Related Parade Expenses
All City Council and City Attorney recommendations are incorporated in the redlined MOU in Attachment “A”.
MOU Amendment Requests from Emprende.
On August 5, 2026, the City met with Emprende for a planning kickoff meeting. Roles and responsibilities as set out in the City Council approved MOU were reviewed and discussed.
During this meeting, Emprende brought two (2) requested revisions within the agreement to the City’s attention:
1. Emprende requested to have the Community Committee meeting only once per month virtually, instead of twice per month, as directed by City Council.
2. Emprende requested to provide a monthly update regarding sponsorship and participant reporting, instead of bi-weekly updates, as was directed by City Council.
Summary of Parade Planning to Date.
The following table is a summary of all key task related to Christmas Parade planning. 2026 City of San Fernando Christmas Parade
Task Responsible Party Status
Producing City Christmas Parade Emprende In Progress
Procuring Sponsorship to reimburse the City of
for costs incurred by the City in connection with
the Parade
Emprende In Progress
Fire Department Permits
City (Recreation and
Community Services (RCS)
and City Manager’s Office
(CMO))
Pending logistic
information from
Emprende
Public Safety - Traffic Control Plan City (RCS)
Completed. The City
reached out to four (4)
companies and has
received a quote for
$22,745.17 from one (1)
company for the traffic
control plan.
Create Save the Date Flyer City (RCS) In Progress
Delivery of Event Plan Emprende Pending
Event and Workers Compensation Insurance Emprende
Has not been provided,
but Emprende confirmed
they can get the
insurance
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Discussion and Consideration of Proposed Revisions to Memorandum of Understanding with Emprende to Produce a Christmas Parade in Coordination with the City’s Annual Tree Lighting Event and to Reimburse the City for Related Parade Expenses
Sponsorship Emprende No Sponsorships have
been reported
Monthly Reports Emprende Waiting for Emprende to
provide
Bi-Weekly written sponsorship updates via email Emprende Emprende is proposing
for this to be monthly
reports
Responsible for all Parade Logistics - input for
traffic control plan, complete event protocol
management, parade participant application,
volunteer recruitment, route monitors, safety
rules and communication plan, coordination of
staging areas, parade and formation schedules,
trash pickup along parade route, etc.
Emprende
Inputs received from
Emprende on the traffic
control plan; other are
pending
Community Committee to help plan the parade,
inform residents and business about street
closures and gather input and support.
Committee to meet twice per month.
Emprende
Emprende is proposing to
have these meetings once
per month, virtually
Responsible for all Parade Operations Emprende Pending
Support with Logistics as spelled out in the MOU City (All departments) Waiting for information from Emprende
Create Sponsorship Flyer Emprende Completed
Staff is seeking City Council direction on the requested changes from Emprende and will proceed with planning efforts based on the direction provided, including the responsibilities outlined in Attachment “A” and any additional considerations or modifications identified by the City Council.
BUDGET IMPACT:
The budget of $37,718 was approved by City Council on June 29, 2025. There will be no budget impact as a result of this discussion.
CONCLUSION:
Staff recommends that the City Council discuss and consider proposed revisions to MOU with Emprende to produce a Christmas Parade in coordination with the City’s Annual Tree Lighting Event and to reimburse the City for related Parade expenses; provide direction, as applicable, and authorize the City Manager, or designee, to make non-substantive changes and execute the agreement.
ATTACHMENTS:
A. Redlined Contract No. 2545, including:
Exhibit “A”: Scope of Services
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ATTACHMENT “A”
CONTRACT NO. 2545
MEMORANDUM OF UNDERSTANDING
Parties: City Of San Fernando and Emprende
Engagement: Produce the City’s Christmas Parade
This Memorandum of Understanding (“MOU”) is entered into this 20th 17th day of JulyAugust, 2026 (“Effective Date”), by and between the CITY OF SAN FERNANDO (“City”) and EMPRENDE (“Emprende”), a Section 501 (c)(3) nonprofit organization. City and Emprende are sometimes individually referred to as “Party” and collectively as “Parties.” WHEREAS, the City is a California municipal corporation organized and existing under the laws of the State of California; and
WHEREAS, the City is dedicated to enhancing resources and supportive services that promote the well-being of residents, in alignment with Strategic Goal 6: Foster Community Trust, Engagement and Shared Identity; and
WHEREAS, the City will approve the use of the City seal on print material and social media pursuant to City Council Ordinance No. 1724; and
WHEREAS, Emprende is a nonprofit organization dedicated to empowering our community through education, cultural enrichment, leadership development, self-esteem building, entrepreneurship, and spiritual growth. We are committed to creating opportunities that strengthen individuals, families, and our community; and WHEREAS, the Parties desire to enter into this MOU to establish a partnership to produce the City’s Christmas Parade on the 5th day of December 2026.
NOW, THEREFORE, it is mutually understood and agreed by the Parties as follows:
SECTION 1. RECITALS. The foregoing recitals are true and correct and incorporated into and made a part of this MOU.
SECTION 2. TERM PERFORMANCE PERIOD. The performance period for tThis MOU shall commence on the Effective Date and shall terminate forty-five (45) days from the date of the Parade.on the 30th of June, 2027.
A. Amendments: This MOU may be amended with the approval of both parties, in writing, provided both parties sign the revised agreement. A modification request must be presented, in writing, thirty (30) days prior to effective date.
B. Termination: Either party may terminate its participation in this MOU without cause by providing a 30-day written notice by a nationally recognized overnight delivery service with delivery to, personal service at, or mail to, the addresses identified herein. The thirty (30) days will begin on the date of personal service, the date placed with the overnight delivery service or the date of mailing as applicable.
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CONTRACT NO. 2545
2 B.C. In the event the MOU is terminated before the Parade event, City and EMPRENDE shall cooperate to return all unexpended funds raised for the event to the appropriate donors.
SECTION 3. REPAYMENT OF CITY FUNDS TO FRONT PROJECT. Emprende recognizes and agrees that City shall provide City funds to front the costs associated with staging the City Christmas Parade. The expressed understanding is that EMPRENDE will engage in fundraising activities to pay back in full all funds contributed to the staging of the Christmas parade including but not limited to actual costs as well as staff costs.
SECTION 3. PARADE FUNDRAISING BY EMPRENDE
A. Reimbursement of City Costs. As a material inducement to CITY’s willingness to enter into this MOU, EMPRENDE agrees that will be responsible for raising funds to reimburse CITY for costs CITY will incur in connection with the production of the Parade, including but not limited to (i) pre-event planning, outreach and public noticing; (ii) event day staging, traffic control, breakdown and clean-up; and (iii) all other staff time and overtime.
B. Fundraising Activities. EMPRENDE will engage in a limited fundraising activity consisting of providing City-approved information concerning the Parade on EMPRENDE’s social media platforms and accepting donations (both made online via its website or received by checks or other payment methods). EMPRENDE will ensure that all fundraising activities comply with applicable state and federal laws, including those governing charitable solicitation. While engaging in these fundraising activities, EMPRENDE will cooperate with and provide all such information as CITY may request concerning the source of donations, the amount of individual donations and the total sums raised by EMPRENDE in connection with the Parade.
C. Donation Management: EMPRENDE will manage all donations received for the Parade, ensuring proper receipt, acknowledgment, and stewardship of all donations. EMPRENDE will deposit, and hold in trust for the City, all donated funds it receives for the Parade in a separate or designated bank account. EMPRENDE will not use any such funds and shall not permit its own funds to be comingled with any funds donated for the Parade.
EMPRENDE will maintain a record of every donation received and will include as part of this record the information set forth in Section 2.c., below.
D. Reporting: As specified under subsection (G) of this section below, EMPRENDE will provide regular monthly written reports to the City which, at a minimum, will include all information listed in subsection (G)(5) of this Section, below. Additionally, EMPRENDE will save and maintain the name(s) of the person(s) or entity(ies) that make donations, the date made, the amount and where the donation was made with any conditions. The City shall reserve the right to reject any donations made that are subject to donor-imposed conditions, and in such cases, may request tha such donations to be returned to the donor by EMPRENDE.
E. Transfer of Funds: EMPRENDE will transfer all funds collected for the Parade to the City along with the Monthly Donations Report in compliance with the procedure as described in subsection (G)(6)-(G)(7), below.
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CONTRACT NO. 2545
3 F. Disclosure Obligations & Financial Reporting and Auditing: EMPRENDE will maintain books and records relating to this MOU, in accordance with generally accepted accounting practices consistently applied, that contain all information required to allow the City, at City’s discretion, to audit EMPRENDE’s records relating to this MOU, and to verify donations/contributions and expenditures in accordance with this MOU.
EMPRENDE shall maintain such data and records in an accessible location and condition for a period of not less than five years after final payment under this MOU or until after final audit has been resolved, whichever is later.
G. EMPRENDE’s fundraising activates shall comply with the following requirements:
1. All electronic donations will be processed through an online system and transferred directly into a separate, designated bank account for EMPRENDE.
2. All hand-delivered checks or cash (EMPRENDE will provide a receipt upon delivery) will be deposited into this same account as soon as practically possible.
3. With the City’s agreement, EMPRENDE will create a monthly fiscal report template in Microsoft Excel. The template will include at a minimum:
Total funds received during the reporting period.
Total amount of electronic donations.
Total amount of check donations.
Total amount of cash donations.
4. Attached to each monthly report will be a copy of the bank account’s transitions for that same period to support reconciliation of the reports data with the bank’s records.
5. The Monthly Donations Report will be delivered to the Finance Department c/o the Finance Director via email.,
6. All proceeds raised by Emprende shall be transferred to the City by or before the 1st of November, 2026. Any funds received between the 1st of November, 2026 and the 5th of December, 2026 will be transferred to the City within thirty (30) days after the parade.
SECTION 4. USE OF CITY FACILITIES. If EMPRENDE wishes to make use of City parks, rooms, parking lots and buildings for event planning and implementation (“City Facilities”), EMPRENDE must first submit a written request for such use to City. City in its sole discretion and subject to availability may grant, conditionally grant or deny any such request. City shall waive facility use fees for EMPRENDE’s use of City Facilities for activities and services provided by or through the Program. City reserves the right to designate or redesignate which City Facilities may be used by EMPRENDE in the performance of its duties and responsibilities under this MOU.
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CONTRACT NO. 2545
4 Nothing in this MOU shall be interpreted to grant any license or leasehold interest in the City Facilities to EMPRENDE.
SECTION 5. EMPRENDE’S SCOPE OF SERVICES EMPRENDE EVENT PLAN. EMPRENDE shall be is responsible for Program Parade implementation, administration, and oversight, as further described in the Scope of Services Event Plan outlined in Exhibit “A” attached to this MOU and incorporated herein by reference. EMPRENDE will provide its services for producing Christmas Parade and fundraising to cover event cost.
SECTION 6. INDEMNIFICATION: To the fullest extent permitted by law, EMPRENDE agrees to indemnify, defend and hold free and harmless the City and City’s elected or appointed officials, officers, employees, agents and volunteers from, any and all actions, claims, damages to persons or property, penalties, obligations, costs (including reasonable attorneys’ fees) or liabilities that may be asserted or claimed by any person, firm, entity, corporation, political subdivision or other organization, arising out of, caused by or related to the services provided by EMPRENDE under this MOU, as well as the willful misconduct or negligent acts, errors or omissions of EMPRENDE, its agents, employees, volunteers, or invitees, including each person or entity responsible for the provision of services hereunder. EMPRENDE’s duty to indemnify, defend and hold harmless shall not include any claims or liabilities arising from the sole negligence or willful misconduct of the City, or the City’s elected or appointed officials, officers, employees, agents, and volunteers. This provision shall survive the expiration or termination of this MOU.
SECTION 7. LIMITATION OF CITY LIABILITY. In no event shall City be liable, regardless of whether any claim is based on contract or tort, for any special, consequential, indirect, or incidental damages, including, but not limited to, lost profits or revenue, arising out of or in connection with this MOU or the services performed in connection with this MOU.
SECTION 8. TAXES. EMPRENDE shall assume full responsibility for payments of federal, state and local taxes or contributions imposed or required under the social security, workers' compensation or income tax law, or any disability or unemployment law, or retirement contribution of any sort whatever, concerning EMPRENDE or any employee of EMPRENDE and shall further indemnify, pay for the defense of, and hold harmless City of and from any such payment or liability arising out of or in any manner connected with EMPRENDE’s performance under this MOU.
SECTION 9. INSURANCE. At its sole expense, EMPRENDE shall procure and keep in force full and adequate insurance coverage of all of its operations pursuant to this MOU as set forth below, and “City of San Fernando” shall be named as an additional insured on policies providing coverage for subsections 9(a) and 9(c) below:
(a) Commercial General Liability: (1986 ISO form or later) with minimum limits of $2,000,000 per occurrence/$4,000,000 aggregate written on an occurrence basis. (b) Auto Liability (including owned, hired and non-owned autos): $1,000,000 combined single limit (each accident).
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5 (c) Worker’s Compensation and Employer's Liability: Statutory California State limits.
These coverages and limits are to be considered minimum requirements under this MOU and in no way limit the liability of EMPRENDE.
Prior to start of work under this MOU, EMPRENDE shall file with City evidence of insurance as required above from an insurer or insurers certifying to the required coverage. The coverage shall be evidenced on a certificate of insurance signed by an authorized representative of the insurer(s). Coverage on all required policies may not be canceled, amended, terminated, or otherwise modified without no less than 30-days advance written notice to the City.
A. For the duration of this MOU, and at EMPRENDE’s sole expense, EMPRENDE shall procure and keep in force full policies insurance coverage, acceptable to the City’s Risk Manager, for all of the activities contemplated under this MOU as set forth below:
:
1. Commercial General Liability: (1986 ISO form or later) with minimum limits of $2,000,000 per occurrence/$4,000,000 aggregate written on an occurrence basis.
2. Auto Liability (including owned, hired and non-owned autos): $1,000,000 combined single limit (each accident).
3. Worker’s Compensation and Employer's Liability: Statutory California State limits. These coverages and limits are to be considered minimum requirements under this MOU and in no way limit the liability of EMPRENDE.
B. Any insurance proceeds in excess of or broader than the minimum required coverage and/or minimum required limits which are applicable to a given loss shall be available to City. No representation is made that the minimum insurance requirements of this MOU are sufficient to cover the obligations of EMPRENDE under this MOU.
C. Each policy of commercial general liability and automotive liability shall provide that City, its officers, officials, agents, employees and volunteers are declared to be additional insured. A policy endorsement to that effect shall be provided to City along with the certificate of insurance. In lieu of an endorsement, City will accept a copy of the policy(ies) which evidences that City is an additional insured as a contracting party. The minimum coverage required by subsections (A)(1) and (A)(2) above, shall apply to City as an additional insured.
D. The insurance policies maintained by EMPRENDE shall be primary insurance and no insurance held or owned by City shall be called upon to cover any loss under the policy.
EMPRENDE will determine its own needs in procurement of insurance to cover liabilities other than as stated above.
E. Before EMPRENDE commences its performance under this MOU, EMPRENDE shall furnish August 17, 2026 Special & Regular Mtg Page 210 of 278
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6 certificates of insurance and endorsements, as required by City, evidencing the aforementioned minimum insurance coverages on forms acceptable to City, which shall provide that the insurance in force will not be canceled or allowed to lapse without at least ten (10) days' prior written notice to City.
F. All insurance maintained by EMPRENDE shall be issued by companies admitted to conduct the pertinent line of insurance business in California and having a rating of Grade A or better and Class VII or better by the latest edition of Best Key Rating Guide.
G. EMPRENDE shall immediately notify City if any required insurance lapses or is otherwise modified and cease performance of this MOU unless otherwise directed by City. In such a case, City may procure insurance or self-insure the risk and charge EMPRENDE for such costs and any and all damages resulting therefrom, by way of set-off from any sums owed EMPRENDE.
H. EMPRENDE agrees that in the event of loss due to any of the perils for which it has agreed to provide insurance, EMPRENDE shall look solely to its insurance for recovery.
EMPRENDE hereby grants to City, on behalf of any insurer providing insurance to either EMPRENDE or City with respect to the services of EMPRENDE herein, a waiver of any right to subrogation which any such insurer may acquire against City by virtue of the payment of any loss under such insurance.
SECTION 10. NOTICES. Any notice required or permitted to be given under this MOU shall be in writing and shall be deemed to have been delivered, if hand delivered or deposited with a reputable overnight courier (such as Federal Express, UPS, DHL, or similar courier), postage prepaid, return receipt required, or three (3) business days after deposit into U. S. Mail, certified or registered, postage prepaid and return receipt requested, and shall be addressed as follows, unless otherwise notified in writing of change of address:
IF TO CITY:
City of San Fernando City Manager’s Office
117 Macneil St.
San Fernando, CA. 91340
Phone: (818) 898-1202
Email: [email protected]
IF TO EMPRENDE ORGANIZATIONAL:
Attn: Celia Rivas
3029 E Florence Ave,
Huntington Park CA, 90255
Phone: (909) 770-6733
Email:
[email protected]
SECTION 11. MISCELLANEOUS.
A. Assignment Prohibited. Emprende shall not, either directly or indirectly, assign, transfer, hypothecate, subcontract or delegate all or any portion of this MOU or any rights, duties or obligations of EMPRENDE hereunder without the prior written consent of City. A change of ownership or control of EMPRENDE or a sale or transfer of substantially all of the assets of EMPRENDE shall be deemed an assignment for purposes of this MOU.
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7 B. Cooperation; Further Acts: The Parties shall fully cooperate with one another and shall take any additional acts or sign any additional documents as is reasonably necessary, appropriate or convenient to achieve the purposes of this MOU.
C. Governing Law and Venue. This MOU 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 Central District of California located in the City of Los Angeles, California.
D. No Third-Party Benefit. There are no intended third-party beneficiaries of any right or obligation assumed by the Parties. All rights and benefits under this MOU inure exclusively to the Parties.
E. Construction of MOU. This MOU shall not be construed in favor of, or against, either Party but shall be construed as if the Parties prepared this MOU together through a process of negotiation and with the advice of their respective attorneys.
F. Severability. If any portion of this MOU is declared invalid, illegal, or otherwise unenforceable by a court of competent jurisdiction, the remaining provisions shall continue in full force and effect.
G. Amendment; Modification. No amendment, modification or supplement of this MOU 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.
H. Captions. The captions of the various articles, sections and paragraphs are for convenience and ease of reference only, and do not define, limits, augment, or describe the scope, content, or intent of this MOU.
I. Inconsistencies or Conflicts. In the event of any conflict or inconsistency between the provisions of this MOU and any of the exhibits attached hereto, the provisions of this MOU shall control.
Signature page to follow
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8 IN WITNESS WHEREOF, the Parties hereto have caused this Memorandum of Understanding to be executed on the day and year first appearing in the paragraph preceding the recitals.
CITY OF SAN FERNANDO EMPRENDE ORGANIZATIONAL
By: By:
Kanika Kith, City Manager
Name:
Date:
Title:
APPROVED AS TO FORM Date:
By:
Richard Padilla, City Attorney
Date:
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EXHIBIT “A”
9 EXHIBIT A
SCOPE OF SERVICESEVENT PLAN
I. Objectives
The purpose of this collaboration between EMPRENDE and the City of San Fernando and EMPRENDE ORGANIZATIONAL (EMPRENDE) is to produce the City’s Christmas Parade on the 5th day of December, 2026. This will be achieved by:
Producing City of San Fernando Christmas Parade
o The "production of Parade" as used herein means all aspects of the planning, coordination, and execution of said Parade including, but not limited to: reviewing and approving applications for participants; preparing and distributing advertising; obtaining all licenses, permits and other applicable governmental approvals; obtaining all insurance coverages required under the MOU; and Procuring Sponsorship to reimburse the City for costs incurred by the City in connection with the Parade cover entire cost of producing parade
o It is estimated the City’s total incurred costs will be approximately $37,718 which is inclusive of staff costs, Los Angeles Fire Department Permit and a Traffic Control Plan.
II. Parties
This Event PlanScope of Work is established between the City of San Fernando and EMPRENDE.
III. Responsibilities of City of San Fernando (City)
The City of San Fernando will be responsible for the following:agrees to:
1. Provide Fire Department Permits
o City will be responsible for obtaining all necessary permits required by the City of Los Angeles Fire Department LAFD
2. Public Safety
o City to provide a location for the parade Command Post at the San Fernando Road lot.
o City, in consultation with Emprende, will lead the effort to secure a company to prepare a traffic control plan. City will be responsible for organizing and managing all required street closures.
o
o Emprende will collaborate with the City to secure a company to provide the traffic control plan and do the required street closures
City staff will lead this process.
3. Marketing and Outreach
o Assistance in promoting Parade through City communication channels, including newsletters, social media platforms, and community bulletin boards. Save the Date and Event materials will be created by the City
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EXHIBIT “A”
10 o City will share and distribute sponsorship material created by Emprende though City communication channels, including newsletters, social media platforms, and community bulletin boards
o Create a Save the Date flyer and the actual event flyer for all events taking place that day which includes the parade, tree lighting event and photos with Santa.
4. Logistical Support for the Christmas Parade
o Subject to availability as determined by the City, City will make available certain City-designated facilities and parking lot(s) to support the Parade and/or fundraising events specifically for the Parade. In deciding which facilities and parking lots to make available City may consider (i) the impact on other events and City operations; and (ii) whether allowing such use necessarily requires some level of City staff support such as a pre-event staging, post-event breakdown/clean-up and/or traffic/crowd control among other things. o Use of City facilities and parking lot(s) to support the Parade and fundraising events
o City will provide sSound equipment system for announcing the parade at start and where needed along route
5. Point of Contact
o Designate a staff member to serve as the primary liaison with EMPRENDE for coordination, logistical concerns and issue resolution.
IV. Responsibilities of EMPRENDE ORGANIZATIONAL (EMPRENDE) EMPRENDE agrees to:
1. Program Delivery Delivery of Event Plan
o By or before August _31,____2026, Emprende must deliver a written event plan which identifies key pre-event preparation tasks and the deadline for completing such tasks.
o The plan will describe Emprende’s plan to satisfy the various responsibilities described below.
o Location - the Parade shall take place only on those public streets and rights-ofway within the City, generally described as the area of San Fernando Road west of Brand Blvd. (start) and travel along San Fernando Rd and end at the corner of San Fernando Rd and Workman Street.
Any requested changes to this route must be submitted to the City in writing no less than 60 days prior to the date of the Parade. The request shall indicate the proposed changes and explain the reason for the change.
City shall be under no obligation to grant requests to change the Parade and shall be under no obligation to consider untimely requests to change the Parade route.
o Date and Time - The Parade shall take place on the 5th Day of December, 2026 starting promptly at 12p.m. and ending no later than 4pm o Deliver a City Holiday Parade on the 5th day of December 2026
2. Services Offered and Costs
o The "production of Parade" as used herein means all aspects of the planning, coordination, and execution of said Parade including, but not limited to: reviewing August 17, 2026 Special & Regular Mtg Page 215 of 278
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EXHIBIT “A”
11 and approving applications for participants; preparing and distributing advertising; obtaining all licenses, permits and other applicable governmental approvals; obtaining all required insurance coverages,
o Emprende will work in close coordination, cooperation and consultation with City representatives to ensure businesses and organizations involved in the Parade to ensure compliance with this MOU and all plans referenced in this Event Plan. o Responsible for identifying and coordinating all Parade participants Preparation of a written participant contact list which shall be provided to City in updated form every two weeks.
Final list of participants due to the City on or before the 7th of October, 2026
o
Coordination of all participant contact list
o Assignment and supervision of parade order
o Determine entry categories and how many of each
o Develop an entry application (to be approved by the City) prior to distribution o Development of the official parade lineup
o Coordination of parade float order to ensure the safety of the all the participants o Provide and coordinate all necessary staff to implement the parade leading up to and during the event
3. Sponsorship
o Emprende will procure sponsorship to re-imburse City for all City expenses for the Parade
o Emprende will submit their sponsorship guidelines to the City for approval prior to procuring sponsorships
o All sponsorship promotional advertising and information appear on Emprende website and social media platforms
o Emprende will provide in their bi-weekly updates to the City the names and amounts of all those who have sponsored the event
o All funds raised by Emprende shall be transferred to City at the time and in the manner specified under Section 2 of the MOU
o
4. Reporting
o By or before the 5th of each month, pProvide monthly reports summarizing progress of parade planning, including but not limited to the number of sponsorships received, number of floats in parade, logistics and staff support. o Provide bi-weeklyweekly sponsorship and participant update reports via email Reports to outline name and amount donated for sponsorship and the names of all Parade participants
o
o Attend regularly scheduled check-in meetings with City staff during City project coordination meetings which occur on the 3rd Wednesday of every month at 10am.
5. Parade Logistics
o Provide input for traffic control plan
o Responsible for complete event protocol management
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EXHIBIT “A”
12 o Emprende will be responsible for all logistics and operations during and leading up to the Parade, subject to City oversight and City’s ability to unilaterally modify such logistics and operations where necessary to safeguard the public health, safety and welfare
o Emprende to design and submit for City approval the application it will use for all parade entries and participants to the City. City reserves the right to make such modifications as it may deem necessary or desirable in its discretion an application for all parade entries and participants
o Responsible for coordinating and implementing all Pparade logistics o Responsible for volunteer recruitment, route monitors, etc. o Create safety rules and a communication plan which shall be submitted to City two weeks after the MOU is signed
o
o Coordination of staging areas
Emprende to deliver all logistical needs to City in a timely manner to ensure coordination with necessary City departments
o Coordinate with the Police Advisory Committee (PAC) to secure St. Ferdinand Church parking lot (end)
o Assignment of arrival and formation schedules
o Coordination of trash pickup on parade route following parade o Supervision and control of participant and crowd flow for the parade and staging area(s)
o Support for floats, groups and special elements needed for the parade o Coordination of VIP guests
o Assignment of meeting points and escort support
o Guest reception and assistance
6. Operations
o General oversight of participant-side of parade execution o Resolution of operational issues during the event
o Coordination with city staff and security when needed o Support for last-minute adjustments
o Emprende will create a Community Committee to help plan the parade, inform residents and businesses about street closures and gather input and support.[K This committee is to meet twice a month
7. Community Committee
o Emprende will create in close coordination, collaboration and consultation with City, a Community Committee to help plan the parade, inform residents and businesses about street closures and gather input and support. o This committee is to meet twice a month
o These meeting are to begin in September 2026 and occur twice a month o Emprende is responsible for these community meetings
Informing the community of these meetings
Scheduling and running the logistics of these meetings, establishingthe time and location of said meetings
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EXHIBIT “A”
13 7.8. Outreach and Promotion
o Emprende to provide City with an outreach plan leading up to the parade for City approval
o Actively promote the Christmas Parade through EMPRENDE’s networks, social media, and printed materials.
o Coordinate with the City to ensure consistent messaging in outreach efforts. o All material to be in English and Spanish
8.9. Compliance
o Follow all City rules and regulations during planning stages and during parade. o Ensure all services are provided in a safe, respectful, and professional manner.
Emprende to provide City with the following for approval:
Outreach plan – Due 2 weeks after MOU signed
Sponsorship guidelines - Due 32 weeks after MOU signed Run of Show – Due the 1st day of October 2026
Staff list - Due 23 weeks after MOU signed
Safety and Communication plan - Due 2 weeks after MOU signed Float/participant entry application, form to include a discount for City of San Fernando particpiants - Due 2 weeks after MOU signed
Float/participant entry application - Due 3 weeks after MOU signed Bi-weekly sponsorship and participant updates – this report to include the name and amount of all sponsors and the name of all participants
Emprende will create a Community Committee to help plan the parade, inform residents and businesses about street closures and gather input and support. o First Meeting to take place in September 2026within 6 weeks after MOU signed o The committee will meet at least twice per month
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AGENDA REPORT
COMMUNITY DEVELOPMENT DEPARTMENT 117 MACNEIL STREET, SAN FERNANDO, CA 91340 (818) 898-1227 WWW.SANFERNANDO.GOV REVIEW: ☒ City Clerk ☒ Director of Admin. Services ☒ City Manager To: Mayor Victoria Garcia and Councilmembers
From: Kanika Kith, City Manager
By: Ronald Garcia, Director of Community Development
Jose Mandivil, Planning Manager
Marina Khrustaleva, Associate Planner
Date: August 17, 2026
Subject: Receive and File the San Fernando Historic Context Statement and Survey Report RECOMMENDATION:
It is recommended that the City Council receive and file the San Fernando Historic Context Statement and Survey Report (Attachment “A”).
BACKGROUND:
1. In 2000, the City initiated a historic preservation planning project, including the preparation of a Citywide Historic Survey, a General Plan Historic Preservation Element, and a Historic Preservation Ordinance.
2. In 2001-2002, the City retained Cultural Resources Management LLC (CRM) (Contract No. 1436) to conduct a survey of the City (the San Fernando Historic Resources Survey or 2002 survey). The 2002 survey focused on residential properties dating from the early 20th century to 1952 and identified 225 potential historic resources.
3. On April 5, 2005, the City Council approved Resolution No. 7032, adopting the General Plan Historic Preservation Element (the Element). The Element’s purpose was to identify the community’s historic preservation goals and objectives. The Element includes a workplan to implement a citywide historic preservation program, integrating it into economic development strategies. The Element received an Outstanding Achievement Award from the California Preservation Foundation.
4. On November 17, 2008, the City Council adopted Ordinance No. 1583, adopting the Historic Preservation Ordinance, currently San Fernando Municipal Code (SFMC) Chapter 106, Article III, Division 11. The purpose of this code section is to recognize, preserve, protect and use historic resources in a manner consistent with the goals and objectives of the Element.
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5. In June 2023, staff submitted a grant application to the Southern California Association of Governments (SCAG) for Regional Early Action Planning (REAP) 2.0 funding to assist in updating the zoning code to comply with State laws, conduct a historic resource survey, and create State mandated clear objective design standards to maintain neighborhood character while streamlining development.
6. On October 21, 2024, the City Council accepted REAP 2.0 funding and entered into a Memorandum of Understanding (MOU) with SCAG (Contract No. 2306) to implement the REAP 2.0 Grant Program and help carry out key goals, policies, and programs from the City’s 6th Cycle Housing Element.
7. On March 3, 2025, the City Council approved Contract No. 2343 with Rincon Consultants, Inc. (Rincon) to implement the REAP 2.0 Grant Program, including a historic resource survey. In March-October 2025, Rincon conducted research for the San Fernando Focused Historic Context Statement and Reconnaissance-Level Survey Report (Attachment “A”, including Exhibits A, B-1, and B-2 and collectively called the Historic Survey Report). From November 2025 through April 2026, Rincon worked closely with City staff to refine the findings.
8. On May 11, 2026, the Historic Survey Report was presented to the Planning and Preservation Commission (PPC). The PPC was supportive of the Historic Survey Report, creating a public facing interactive GIS Map locating all City historic resources inventory, recommending the City Council move forward with the Certified Local Government status application, and recommended the City Council receive and file the Historic Survey Report.
ANALYSIS:
The California State Office of Historic Preservation (OHP) and the San Fernando General Plan recommend updating the City's historic survey at least every five (5) years. The City had not conducted a comprehensive update since 2002.
As part of the SCAG REAP Housing Implementation Grant completed in June 2026, the City worked with Rincon to conduct a citywide historic survey and prepare a Historic Context Statement. The survey was included in the Housing Implementation Program to identify potential historic resources and support streamlined environmental review under the California Environmental Quality Act (CEQA) for future housing development projects.
The Historic Survey Report helps the City identify properties that are designated or may be eligible for historic designation. It supports the City's Historic Preservation Element and assists with implementation of the City's Historic Preservation Ordinance (Chapter 106, Article III, Division 11), which provides for the recognition, preservation, protection, and appropriate use of historic resources consistent with the General Plan.
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The Historic Survey Report:
• Updates the City's inventory of historic and potentially historic properties. • Supports the evaluation and designation of historic resources. • Helps identify properties that may qualify for protection under State housing laws. • Provides a foundation for pursuing Certified Local Government status and future preservation efforts.
California has adopted housing laws that streamline the review and approval of certain residential development projects. Some of these laws provide exemptions for properties formally designated as historic before a development application is submitted for streamlined review. The updated Historic Survey Report gives the City current information to help identify properties that may qualify for historic designation and related protections.
Historic Survey Findings
The Historic Survey Report evaluated 225 properties previously documented in the 2002 survey, with a greater focus on commercial, institutional, and industrial properties, as well as properties developed during the latter half of the 20th century. Of the 225 properties from the 2002 survey:
• 131 remain eligible as historic resources.
o 56 are eligible for local historic designation based on architectural merit and are considered exceptional or unique examples of a particular architectural style in San Fernando.
o 75 may appear eligible but require additional research to confirm their eligibility, including review of alteration history and associations with significant events or people.
• 94 are no longer eligible, primarily due to demolition or substantial modifications that compromised their historic integrity.
The Historic Survey Report identified 90 additional properties that were not included in the 2002 survey:
• 33 are potentially eligible for local historic designation based on architectural merit. • 57 appear eligible but require additional research to confirm their eligibility.
The Historic Survey Report also confirmed the continued historic significance of nine (9) properties previously recognized by the City and the National Register of Historic Places (NRHP):
• Lopez Adobe, 1100 Pico St, listed on the NRHP in 1971 • Seven (7) properties determined eligible for the NRHP in 1994:
o Old Rock Scout House, 208 Park Ave
o Single-family residence, 216 Hagar St
o Single-family residence, 447 Hagar St
o Elk’s Lodge, 804 Pico St
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o Morningside Elementary School, 576 N Maclay Ave
o San Fernando Junior High School, 130 N Brand Blvd
o Salvation Army Thrift Store, 110 N Maclay Ave
• Former J. C. Penney Building, 1140 San Fernando Rd, designated by the City Council in 2014
Overall, 324 properties were evaluated, of which 221 are identified as potential historic resources, including 89 that are potentially eligible for local historic designation based on architectural merit.
Additionally, the Historic Survey Report identified three (3) potential historic districts that are shown on a map included in the Historic Survey Report, Appendix A/Figure A-2:
1. First Street Industrial Historic District
2. South Brand Residential Historic District
3. Post-World War II Ranch House Historic District
The Historic Survey Report also identified the Central Business District along San Fernando Road, generally between San Fernando Mission Boulevard and South Brand Boulevard, as an area that may warrant additional consideration in the City's local planning process.
Planning and Preservation Commission Meeting.
On May 11, 2026, staff presented the Historic Context Statement and Survey Report to the PPC.
The PPC discussed the historic designation and review process, Certificates of Appropriateness, the State Historical Building Code, the Mills Act, and the criteria for maintaining historic eligibility.
The PPC supported the report and recommended moving forward with an interactive GIS map of historic resources, pursuing Certified Local Government (CLG) status, and having the City Council receive and file the report. Under the SFMC, a historic resources survey does not require City Council adoption or approval.
Environmental Review.
The Historic Context Statement and Survey Report is not a project under CEQA; therefore, no further environmental review is required.
Next Steps.
The Historic Survey Report identifies several actions the City can take to strengthen its historic preservation program, and the 2005 Historic Preservation Element identified several actions to strengthen the City's historic preservation program. Many of these actions remain relevant and have not yet been fully implemented.
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Recommended Action Current Status
Historical Resources Inventory – Create a
publicly accessible inventory and map of
historic resources.
Staff is working with CSUN's Center for
Geospatial Science & Technology to develop
a searchable GIS map for the City's website.
Staff is also exploring the use of Arches, a
free platform used by other jurisdictions to
create online historic resource inventories.
Public Awareness and Designation –
Increase awareness of San Fernando's
history, promote historic preservation, and
encourage property owners to nominate
eligible properties for designation.
A public outreach and promotion strategy
has not yet been developed. As part of the
public outreach, staff will be working on
releasing an RFP to develop an on-call
Historic Preservation consultants list to assist
the City in reviewing potential historic
designations.
Certified Local Government (CLG) – Obtain
CLG status to increase the City's participation
in historic preservation and provide access to
state and federal preservation grants.
The City Council considered applying in 2010,
but there is no evidence that an application
was submitted.
California Historical Building Code – Apply
the State Historical Building Code to qualified
historic buildings when appropriate to help
preserve historic features while addressing
building code requirements.
The City's Building and Safety Division is
responsible for applying the Code when an
owner chooses to use its provisions.
Mills Act Program – Establish a program that
provides potential property tax benefits to
owners of designated historic properties in
exchange for maintaining and rehabilitating
those properties.
The SFMC established a framework for the
program in 2008; however, the City has not
yet begun accepting Mills Act applications.
Comprehensive Historic Survey – Conduct a
comprehensive survey to identify, document,
and evaluate historic resources throughout
the City.
The current Historic Survey Report advances
this effort by evaluating properties
throughout the City and identifying potential
historic resources and historic districts.
These actions provide a framework for continuing to develop the City's historic preservation program and identifying opportunities to preserve San Fernando's historic and cultural resources.
BUDGET IMPACT:
There is no budget impact associated with this project, as the preparation of the San Fernando Historic Context Statement and Survey Report was included in the Comprehensive Housing Element Implementation Program which was funded by a $1,125,000 SCAG REAP 2.0 Grant Program.
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The next steps identified in the table represent ongoing internal departmental priorities necessary to maintain and update the historic survey. These activities are part of the Community Department’s regular operations and will be completed within the existing departmental budget.
Additionally, staff will also be exploring grant opportunities as they become available to further advance historic preservation efforts.
CONCLUSION:
It is recommended that the City Council receive and file the San Fernando Historic Context Statement and Survey Report.
ATTACHMENTS:
A. San Fernando Focused Historic Context Statement and Reconnaissance-Level Survey Report (provided via digital link) including:
Appendix A: Results Tables and Figures (provided via digital link) Appendix B-1: Previously Recorded Properties (provided via digital link) Appendix B-2: Newly Recorded Properties (provided via digital link) August 17, 2026 Special & Regular Mtg Page 226 of 278
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AGENDA REPORT
ADMINISTRATIVE SERVICES DEPARTMENT 117 MACNEIL STREET, SAN FERNANDO, CA 91340 (818) 898-1212 SA A O GO REVIEW: ☒ City Clerk ☒ Director of Admin. Services ☒ City Manager To: Mayor Victoria Garcia and Councilmembers
From: Kanika Kith, City Manager
By: Erica Melton, Director of Administrative Services
Date: August 17, 2026
Subject: Receive and File a Presentation on the City’s Pension and Other Post-Employment Benefits Liabilities and Consideration to Adopt a Resolution Setting the Property Tax Rate Required to Meet the City’s Obligation to the California Public Employees’ Retirement System for Fiscal Year 2026-2027
RECOMMENDATION:
It is recommended that the City Council:
a. Receive and file a presentation on the City’s Pension and Other Post-Employment Benefits (OPEB) Liabilities;
b. Adopt Resolution No. 8481 (Attachment “A”) establishing the amount necessary to be raised by taxation for the City’s annual payment to the California Public Employees’ Retirement System;
c. Adjust the property tax rate for Fiscal Year (FY) 2026-2027 to $0.180471 per $100 of assessed valuation; and
d. Authorize staff to submit the required tax rate input forms to the County of Los Angeles to levy the tax rate on all taxable property in the City.
BACKGROUND:
1. On April 9, 1946, the voters of the City approved a ballot measure authorizing an ad valorem (property assessment tax rate) to raise the funds necessary to pay the City’s annual obligation to the California Public Employees’ Retirement System (CalPERS) for the retirement benefits of City employees.
2. In 1980, the Legislature adopted California Revenue and Taxation Code Section 93, which authorized local agencies to levy ad valorem (property assessment tax rate) property taxes equal to the amount needed to make annual payments for the interest and principal on indebtedness approved by the voters prior to July 1, 1978 (i.e., prior to the effective date of Proposition 13).
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Receive and File a Presentation on the City’s Pension and Other Post-Employment Benefits Liabilities and Consideration to Adopt a Resolution Setting the Property Tax Rate Required to Meet the City’s Obligation to the California Public Employees’ Retirement System for Fiscal Year 2026-2027
3. In FY 1982-1983, the City levied an ad valorem (property assessment tax rate) of $0.28420 for each $100 of assessed value on all property in the City subject to taxation (Resolution No. 5252, adopted August 18, 1982) to pay the City’s annual CalPERS obligation.
4. In FY 1983-1984, the City levied an ad valorem (property assessment tax rate) of $0.26420 for each $100 of assessed value on all property in the City subject to taxation (Resolution No. 5326, adopted August 15, 1983) to pay the City’s annual CalPERS obligation.
5. In 1985, the Revenue and Taxation Code Section 96.31 was adopted permitting jurisdictions to continue levying an ad valorem (property assessment tax rate) tax to fund pension programs if the tax was voter‑approved before July 1, 1978 and levied in FY 1982‑83 or FY 1983‑84. The statute caps the tax rate at the amount imposed in those years under a budget resolution adopted by July 1, 1983. Because the City’s FY 1983‑84 resolution was adopted after that date (on August 15, 1983), the maximum allowable rate is $0.28420 per $100 of assessed value, the rate established in FY 1982‑83.
6. On August 18, 2025, the City Council approved the City’s annual ad valorem (property assessment tax rate) at $0.168977 per $100 of assessed valuation, a decrease of 4.8% from the prior year rate of $0.170462.
ANALYSIS:
The cost of public pensions and sustainability of the defined benefit system has long been part of the national public policy conversation on the vulnerability of pension systems. Due to increasing life expectancy rates as quality of life improves, pension systems have been challenged with paying benefits for a growing number of retirees for a longer period of time. This is coupled with fewer younger workers, due to declining birth rates, contributing to an imbalance between contributors and recipients. The demographic assumptions upon which the pension system was built have created a strain as funding sources are no longer able to keep pace with expanding costs. Together, pension and OPEB liabilities influence the City’s long‑term financial forecasts and planning.
Pension & FY 2026–2027 Tax Rate Adjustment
The City provides a defined benefit pension plan to all full-time employees through CalPERS.
CalPERS is the largest public pension fund in the United States with over $500 billion in assets covering more than two (2) million state, school and public employees. CalPERS, however, is considered to be underfunded because it owes more in benefits over time than the present value of its assets.
As of June 30, 2026, the CalPERS actuarial valuation reports the City’s liability as $20,665,353 for its proportionate share of the net pension liability. The required contribution toward the unfunded liability for FY 2026‑2027 is $2,565,533. CalPERS allows agencies to prepay this annual August 17, 2026 Special & Regular Mtg Page 230 of 278
Receive and File a Presentation on the City’s Pension and Other Post-Employment Benefits Liabilities and Consideration to Adopt a Resolution Setting the Property Tax Rate Required to Meet the City’s Obligation to the California Public Employees’ Retirement System for Fiscal Year 2026-2027
unfunded liability in July at a discounted rate rather than making monthly payments. The City has used this option for several years, reducing interest costs, made possible by maintaining sufficient cash in the Retirement Fund.
Unlike most California cities, San Fernando maintains a dedicated revenue stream for pension costs through an annual ad valorem tax (property assessment tax rate). This approach protects the General Fund and contributes to the City’s long-term financial stability. This property-based tax provides a stable and equitable revenue stream that supports long-term pension obligations and ensures financial security for retired public employees. Without this dedicated tax, pension costs would need to be covered by the General Fund, which would have an impact on the resources available to provide city services. Responsible management of this tax ensures continued funding for pension obligations without compromising other city services.
The Los Angeles County Assessor estimates that San Fernando’s total assessed property value will increase by 5.9% in FY 2026–2027, reaching approximately $3.06 billion. Despite this growth and the City’s efforts to manage pension costs, higher CalPERS unfunded liability costs require an adjustment to the pension tax rate. Staff recommend increasing the rate by 6.4%, from $0.168977 to $0.180471 per $100 of assessed value.
For example, a home assessed at $500,000 would have paid approximately $845 under the FY 2025–2026 rate. Under the proposed FY 2026–2027 rate, the same $500,000 assessed value would pay approximately $902, an increase of about $57 per year.
The proposed rate is expected to generate approximately $5.5 million, which would cover about 80% of the City’s projected CalPERS costs for FY 2026–2027. The rate would still be 36.5% below the maximum allowable rate.
Other Post-Employment Benefits (OPEB)
In addition to its pension program, the City contracts with CalPERS to provide medical insurance to active and retired employees. This allows the City to take advantage of statewide negotiated group premiums for active and qualifying retired employees. The City has negotiated a cap on healthcare cost exposure with a number of bargaining units by implementing a cafeteria plan or maximum amount the City will pay toward healthcare. If the cost of an employee’s selected healthcare premium exceeds their negotiated allowance, then the employee is responsible to pay the difference. There is currently only one (1) bargaining unit (San Fernando Police Civilians; Association) that receives fully paid medical coverage.
The City currently funds retiree health on a “pay-as-you-go” basis, which means the City only pays the monthly premium for 109 retired employees and surviving spouses. The annual “pay-as-you-go” retiree health cost is approximately $1 million per year, which, unlike pension costs, does not have a dedicated funding source and is paid from the General Fund and Enterprise Funds.
August 17, 2026 Special & Regular Mtg Page 231 of 278
Receive and File a Presentation on the City’s Pension and Other Post-Employment Benefits Liabilities and Consideration to Adopt a Resolution Setting the Property Tax Rate Required to Meet the City’s Obligation to the California Public Employees’ Retirement System for Fiscal Year 2026-2027
As of June 30, 2025, the City reported a liability of $32,281,333 for its proportionate share of the net OPEB liability. An updated actuarial study is underway and will reflect contributions to the City’s Section 115 Irrevocable Trust for OPEB costs, which allows pre‑funding at a higher expected rate of return, helping reduce the overall liability over time.
BUDGET IMPACT:
The revenues raised by setting the ad valorem (property assessment tax rate) at $0.180471 per $100 of assessed value will provide sufficient revenue to fully offset the cost of employee pensions and will not require a subsidy from the General Fund. For example, a home assessed at $500,000 would have paid approximately $845 under the FY 2025–2026 rate. Under the proposed FY 2026–2027 rate, the annual tax would increase to approximately $902, or about $57 more per year.1
As illustrated in the table, below, the rate is established annually and fluctuates based on assessed value and the cost of pension obligations. Additional planning and projections for the Retirement Tax will be incorporated into the forthcoming long‑range financial forecast tool. This will enable staff to model various scenarios to support future City Council decision‑making, evaluate funding strategies, plan for major capital needs, and maintain long‑term fiscal sustainability.
1 Residents will pay $180.47 per $100,000 of assessed value in FY 2026-2027 compared to $168.98 per $100,000 of assessed value in FY 2025-2026.
0.000000%
0.050000%
0.100000%
0.150000%
0.200000%
0.250000%
0.300000%
2018 2019 2020 2021 2022 2023 2024 2025 2026 2027
Pension Tax Rate - Actual
(Max. 0.284200%)
August 17, 2026 Special & Regular Mtg Page 232 of 278
Receive and File a Presentation on the City’s Pension and Other Post-Employment Benefits Liabilities and Consideration to Adopt a Resolution Setting the Property Tax Rate Required to Meet the City’s Obligation to the California Public Employees’ Retirement System for Fiscal Year 2026-2027
CONCLUSION:
Staff recommends City Council receive and file a presentation on pension and retiree health savings; and adopt a resolution to fix the property tax rate at $0.180471 per $100 of assessed value and will be used to fund the appropriate portion of the City’s total annual CalPERS obligation, which is estimated at $5.5 million for FY 2026-2027.
ATTACHMENTS:
A. Resolution No. 8481, including:
Exhibit “1”: FY 2026-2027 Calculation of Property Tax for City’s Obligation to the CalPERS B. Fiscal Year 2026-2027 Assessed Valuation and Tax Rate Input Forms (August 4, 2026) August 17, 2026 Special & Regular Mtg Page 233 of 278
ATTACHMENT “A”
RESOLUTION NO. 8481
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SAN FERNANDO,
CALIFORNIA, FIXING A TAX RATE AND LEVYING TAXES FOR FISCAL YEAR 2026-2027 ON PROPERTY WITHIN THE CITY FOR THE OBLIGATION OF THE
CITY TO THE CALIFORNIA PUBLIC EMPLOYEES' RETIREMENT SYSTEM FOR
THE RETIREMENT BENEFITS OF CITY EMPLOYEES, AUTHORIZED AT AN ELECTION HELD ON APRIL 9, 1946
THE CITY COUNCIL OF THE CITY OF SAN FERNANDO DOES HEREBY RESOLVE, FIND, DETERMINE AND ORDER AS FOLLOWS:
SECTION 1. On April 9, 1946, the voters of the City of San Fernando (“City”) approved a ballot measure authorizing the levying of an additional property tax rate to raise the funds necessary to pay for the annual obligation of the City to the California Public Employees’ Retirement System (“PERS”) for the retirement benefits of City employees.
SECTION 2. California Revenue and Taxation Code Section 96.31(a) provides that for FY 1985-1986 and each fiscal year thereafter, a jurisdiction may impose a property tax rate to make payments in support of pension programs approved by the voters before July 1, 1978, provided that the jurisdiction imposed the property tax rate in FY 1982-1983 or FY 1983-1984.
Revenue and Taxation Code Section 96.31(b) provides that the tax rate imposed by a jurisdiction pursuant to Section 96.31(a) may not exceed the rate imposed by that jurisdiction in FY 1982-1983 or FY 1983-1984.
SECTION 3. For FY 1982-1983, in order to pay for the City’s annual PERS obligation, the City imposed the property tax rate of $0.28420 for each one hundred dollars ($100.00) of assessed value of all property in the City subject to taxation (Resolution No. 5252). For FY 1983-1984, in order to pay for the City’s annual PERS obligation, the City imposed the property tax rate of $0.26420 for each one hundred dollars ($100.00) of assessed value of all property in the City subject to taxation (Resolution No. 5326). Pursuant to California Revenue and Taxation Code Section 96.31(b), the City is authorized to impose a maximum tax rate of $0.28420 for each $100 of assessed property value, which is the property tax rate imposed by the City in FY 1982-1983.
SECTION 4. As set forth in Exhibit “1” to this Resolution, which is attached hereto and incorporated herein by this reference, the City Council has determined and fixed the sum of $5,523,189 as the amount of revenue from property taxes necessary to pay the City’s PERS obligation for FY 2026-2027.
SECTION 5. Pursuant to Exhibit “1” to this Resolution, the City Council hereby fixes the tax rate of the City of San Fernando for FY 2026-2027 at $0.180471 and hereby levies such tax in that amount upon each one hundred dollars ($100.00) of property value of all property in the City subject to taxation, using as a basis the value of such property as assessed and equalized in a manner prescribed by law.
August 17, 2026 Special & Regular Mtg Page 234 of 278
RES. NO. 8481
2 SECTION 6. The City Clerk is directed to transmit immediately to the Los Angeles County Auditor-Controller a certified copy of this Resolution, together with a statement of the tax rate fixed herein.
SECTION 7. The City Clerk shall certify to the adoption to this Resolution, which shall be in full force and effect immediately upon its adoption.
PASSED, APPROVED, AND ADOPTED THIS 17th day of August 2026.
Victoria Garcia, Mayor of the City of San
Fernando, California
ATTEST:
Julia Fritz, City Clerk
August 17, 2026 Special & Regular Mtg Page 235 of 278
RES. NO. 8481
3 CERTIFICATION
I, City Clerk of the City of San Fernando, California, do hereby certify that the foregoing is a full, true, and correct copy of Resolution No. 8404 which was regularly introduced and adopted by the City Council of the City of San Fernando, California, at a regular meeting thereof held on the 17th day of August 2026, by the following vote of the City Council:
AYES:
NAYS:
ABSENT:
ABSTAINED:
IN WITNESS WHEREOF, I have hereunto set my hand and affixed the official seal of the City of San Fernando, California, this _____ day of August 2026.
Julia Fritz, City Clerk
August 17, 2026 Special & Regular Mtg Page 236 of 278
Assessed Valuation General City Area (240.01) $3,060,425,463 Total Retirement Assessed Valuation $3,060,425,463
Estimated Retirement Cost (Estimated) $6,903,986
Amount Charged to Other Funds ($1,032,969)
Less Employee Contributions ($200,000)
Funding Required (FY 2027-2028) $5,671,017
Max funding per actuarial determination (80%)** $5,523,189 Funding Rate per $100 of Assessed Value
(Funding Required/Total Retirement AV)*100 $0.180471
Maximum Funding Rate Allowed* $0.284200
Notes:
**In August 2019, the City received an Actuarial Study estimating the current value of pension benefits provided in 1978, prior to voter approval of Proposition 13, which limited the amount the City's Pension Tax can fund to the current value of pension benefits provided in 1978.
RES. NO. 8481
EXHIBIT "1"
City of San Fernando
FY 2026-2027 Calculation of Property Tax for City's Obligation to the California Public Employee's Retirement System
The following calculations are based on the assessed valuation figures received from the Los Angeles County Assessor for tax area 240.01.
*The Funding Rate required is $0.180471;The City is authorized to impose a maximum amount of $0.284200 per Revenue and Taxation Code Section 96.31.
August 17, 2026 Special & Regular Mtg Page 237 of 278
COUNTY OF LOS ANGELES
DEPARTMENT OF AUDITOR-CONTROLLER
PROPERTY TAX APPORTIONMENT DIVISION
KENNETH HAHN HALL OF ADMINISTRATION
500 WEST TEMPLE STREET, ROOM 484
LOS ANGELES, CALIFORNIA 90012-3554
Help Conserve Paper – Print Double-Sided
“To Enrich Lives Through Effective and Caring Service”
OSCAR VALDEZ
AUDITOR-CONTROLLER
CONNIE YEE
CHIEF DEPUTY AUDITOR-CONTROLLER
ASSISTANT AUDITOR-CONTROLLERS
MAJIDA ADNAN
RACHELLE ANEMA
ROBERT G. CAMPBELL
August 4, 2026
All Taxing Agencies
County of Los Angeles
Attention: Treasurer or Finance Director
FISCAL YEAR (FY) 2026-27 ASSESSED VALUATION AND TAX RATE INPUT FORMS Enclosed are the FY 2026-27 assessed valuation statements for your taxing agency and our standard CR52 Report A input form for this fiscal year. To assist you in establishing your tax rates, also included is an information sheet indicating the FY 2025-26 unitary and pipeline revenue paid to your agency. This represents your agency’s proportionate share of tax revenue generated from FY 2025-26 countywide unitary values assessed by the State and pipeline values assessed by the County.
The CR52 Report A input form along with a copy of your resolution must be completed and returned by August 21, 2026. The tax rates must be extended to six decimal places (e.g., 0.123456). Please enter zeros (e.g., 0.000000), if your agency does not levy a tax rate. If your agency levies a tax rate, it must be in accordance with the provisions of Article XIII A, Section 1(b) of the Constitution of the State of California. This law requires that a debt service rate only be applied to the voters if it is approved prior to July 1, 1978 and any bonded indebtedness for the acquisition or improvement of real property approved on or after July 1, 1978, by two-thirds of the votes cast by the voters voting on the proposition.
Please email the completed electronic form in PDF format and a scanned copy of the signed resolution to [email protected]. Then, submit the original signed form and a copy of the signed resolution to:
ATTACHMENT "B"
August 17, 2026 Special & Regular Mtg Page 238 of 278
County of Los Angeles
Department of Auditor-Controller
Property Tax Apportionment Division
500 West Temple Street, Room 484
Los Angeles, CA 90012-3554
Attention: Daniel Rodriguez
Please make sure the input form is completely filled out and signed to ensure inclusion of your tax rate(s) on the tax bills.
If you have any questions or require further assistance, please contact Daniel Rodriguez at [email protected] or Kit Wan at [email protected].
Very truly yours,
Ryan Sullivan
Assistant Division Chief
RS:KV:DR:kw
H:\Create Tax Roll - Annual\NEW - FY PROCESS\FY 2026-2027\CR PROCESS\Debt Service Rate Letter FY 2026-27.docx Attachments
August 17, 2026 Special & Regular Mtg Page 239 of 278
CR52RPTA COUNTY OF LOS ANGELES
AUDITOR-CONTROLLER,
PROPERTY TAX APPORTIONMENT DIVISION
ACCT # AGENCY NAME TAX RATE
2025 - 26 SECURED TAX RATES
240.01 CITY-S FERNANDO TD #1
AUTHORIZED SIGNATURE TITLE DATE
I, _______________________________ , AM A MEMBER OF THE CITY COUNCIL, A MEMBER
OF THE GOVERNING BOARD, THE CHIEF EXECUTIVE OR THE CHIEF FINANCIAL OFFICER
FOR THIS AGENCY AND I HEREBY CERTIFY THAT THE TAX RATES LEVIED HEREIN ARE IN ACCORDANCE WITH THE PROVISIONS OF THE ARTICLE XIII SECTION 1(b) OF THE CONSTITUTION OF THE STATE OF CALIFORNIA.
Mayor
Victoria Garcia
$0.180471
August 17, 2026 Special & Regular Mtg Page 240 of 278
76C 194E REV. 6/22 COUNTY OF LOS ANGELES
AUDITOR - CONTROLLER/TAX DIVISION
SV13 ASSESSED VALUATIONS 0684
TAXING AGENCY
SECURED VALUATIONS
UNSECURED VALUATIONS
LOCALLY ASSESSED
LAND
IMPROVEMENTS
PERSONAL PROPERTY
LESS: EXEMPTIONS
TOTAL - LOCALLY ASSESSED
PUBLIC UTILITY (ST. BOARD OF EQUAL.)
LAND
IMPROVEMENTS
PERSONAL PROPERTY
TOTAL - PUBLIC UTILITY
TOTAL - SECURED VALUATIONS
LAND
IMPROVEMENTS
PERSONAL PROPERTY
LESS: EXEMPTIONS
TOTAL - UNSECURED VALUATIONS
GRAND TOTAL
AIRCRAFT
SECURED
HOMEOWNER EXEMPTION
UNSECURED
HOMEOWNER EXEMPTION
TOTAL
HOMEOWNER EXEMPTION
Exclusive of Homeowner Exemption.
Tax levied at last year's secured rate.
Taxed at full rate and distributed according to
5451 to 5456 of the Revenue and Taxation Code.
Do not add to exemptions for rate setting purposes.
Subtract from "Total-Unsecured Valutions" for
determination of Unsecured Tax Revenue.
The above information was compiled
from the official records of the
County of Los Angeles
AUDITOR - CONTROLLER
By Linda Santillano
Chief, Tax Apportionment Division
1 2
3 4
5 240.01 CITY-S FERNANDO TD #1
1,541,641,526
1,181,170,109
3,112,435
89,931,078
2,635,992,992
45,600
45,600
2,888,642,658
12,143,600
12,143,600
5 4
3 1
2 1
252,604,066
1,201,940
193,769,940
60,036,066
2,636,038,592
7/9/2025 AUGUST 2025
August 17, 2026 Special & Regular Mtg Page 241 of 278
76C 194E REV. 6/22 COUNTY OF LOS ANGELES
AUDITOR - CONTROLLER/TAX DIVISION
SV13 ASSESSED VALUATIONS 0685
TAXING AGENCY
SECURED VALUATIONS
UNSECURED VALUATIONS
LOCALLY ASSESSED
LAND
IMPROVEMENTS
PERSONAL PROPERTY
LESS: EXEMPTIONS
TOTAL - LOCALLY ASSESSED
PUBLIC UTILITY (ST. BOARD OF EQUAL.)
LAND
IMPROVEMENTS
PERSONAL PROPERTY
TOTAL - PUBLIC UTILITY
TOTAL - SECURED VALUATIONS
LAND
IMPROVEMENTS
PERSONAL PROPERTY
LESS: EXEMPTIONS
TOTAL - UNSECURED VALUATIONS
GRAND TOTAL
AIRCRAFT
SECURED
HOMEOWNER EXEMPTION
UNSECURED
HOMEOWNER EXEMPTION
TOTAL
HOMEOWNER EXEMPTION
Exclusive of Homeowner Exemption.
Tax levied at last year's secured rate.
Taxed at full rate and distributed according to
5451 to 5456 of the Revenue and Taxation Code.
Do not add to exemptions for rate setting purposes.
Subtract from "Total-Unsecured Valutions" for
determination of Unsecured Tax Revenue.
The above information was compiled
from the official records of the
County of Los Angeles
AUDITOR - CONTROLLER
By Linda Santillano
Chief, Tax Apportionment Division
1 2
3 4
5 240.00 CITY TOTAL - CITY-S FERNANDO TD
1,541,641,526
1,181,170,109
3,112,435
89,931,078
2,635,992,992
45,600
45,600
2,888,642,658
12,143,600
12,143,600
5 4
3 1
2 1
252,604,066
1,201,940
193,769,940
60,036,066
2,636,038,592
7/9/2025 AUGUST 2025
August 17, 2026 Special & Regular Mtg Page 242 of 278
ACCOUNT NO AGENCY NAME 1% REVENUE D/S REVENUE
COUNTY OF LOS ANGELES
AUDITOR-CONTROLLER
PROPERTY TAX APPORTIONMENT DIVISION
2024-2025 UNITARY REVENUE
LISTED BELOW IS THE AMOUNT OF THE COUNTYWIDE UNITARY REVENUE CREDITED AND PAID TO YOUR AGENCY FOR 2024-2025. THIS REPRESENTS YOUR AGENCY'S SHARE OF THE REVENUE GENERATED FROM THE COUNTYWIDE UNITARY (STATE ASSESSED) AND PIPELINE (COUNTY ASSESSED) VALUE OF $27,518,392,161 REPORTED IN 2024-2025.
FOR YOUR INFORMATION, THE 2025-2026 COMBINED COUNTYWIDE UNITARY AND PIPELINE VALUE IS $29,463,229,884.
240.01 CITY-S FERNANDO TD #1 283,868.96 130,576.49
283,868.96 130,576.49
August 17, 2026 Special & Regular Mtg Page 243 of 278
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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 Victoria Garcia and Councilmembers
From: Kanika Kith, City Manager
By: Bonnie Tam, Director of Public Works
Date: August 17, 2026
Subject: Discussion and Consideration to Approve the Five-Year Facilities Capital Improvement Plan for Fiscal Years 2026–2027 through 2030–2031, and Adopt a Resolution Amending Fiscal Year 2026-2027 Budget to Appropriate Funds for Phase I of the Five-Year Facilities Capital Improvement Plan RECOMMENDATION:
It is recommended that the City Council:
a. Approve the Five-Year Facilities Capital Improvement Plan for Fiscal Years 2026–2027 through 2030–2031 (Attachment “A”) for repairs and maintenance of City facilities; b. Adopt Resolution No. 8480 (Attachment “B”) amending the Fiscal Year 2026-2027 Adopted Budget to appropriate $1.6 million from the General Fund, Water Fund and Sewer Fund Reserves for Phase I of the Five-Year Facilities Capital Improvement Plan; and c. Provide staff 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 a presentation 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 (FCA) services.
August 17, 2026 Special & Regular Mtg Page 247 of 278
Discussion and Consideration to Approve the Five-Year Facilities Capital Improvement Plan for Fiscal Years 2026–2027 through 2030–2031, and Adopt a Resolution Amending Fiscal Year 2026-2027 Budget to Appropriate Funds for Phase I of the Five-Year Facilities Capital Improvement Plan
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 “C”).
6. On June 8, 2026, the City Council received and filed the City’s Facility Condition Assessment Report and directed staff to present a Five-Year Facilities Capital Improvement Plan developed from the Facility Condition Assessment Report at future City Council meeting.
ANALYSIS:
In February 2026, ALPHA Facilities Solutions LLC (ALPHA), in partnership with Brightly Software, Inc. (Brightly), completed an FCA of approximately 98,700 square feet across 25 permanent public facilities and one (1) portable building. The FCA Report, which was presented to the City Council on June 8, 2026, 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 City Hall (approximately 73 years old, FCI 25%) and Recreation Park (approximately 90 years old, FCI 21%). A common guideline is:
FCI Condition
0–5% Good
5–10% Fair
10–30% Poor
>30% Critical / Consider replacement or major renovation Several City facilities have aging building systems that will require maintenance, repair, or replacement. Proactively addressing these needs will help preserve public assets, maintain reliable services, reduce future repair costs, and minimize unexpected facility failures and service disruptions. Maintaining safe and functional facilities also supports a better work environment for employees.
The FCA identified the following facility needs:
Facility/Location Roof
Water
Piping Electrical
Fire
Alarm HVAC
Total
Issues
City Hall ✓ ✓ ✓ ✓ 4
Recreation Park ✓ ✓ ✓ ✓ 4
Public Works Operations Center ✓ ✓ ✓ ✓ 4
August 17, 2026 Special & Regular Mtg Page 248 of 278
Discussion and Consideration to Approve the Five-Year Facilities Capital Improvement Plan for Fiscal Years 2026–2027 through 2030–2031, and Adopt a Resolution Amending Fiscal Year 2026-2027 Budget to Appropriate Funds for Phase I of the Five-Year Facilities Capital Improvement Plan
Facility/Location Roof
Water
Piping Electrical
Fire
Alarm HVAC
Total
Issues
Booster Station – Lower Reservoir
(Dronefield Ave)
✓ ✓ ✓ 3
Pioneer Park House (Harding St.) ✓ ✓ ✓ 3
MWD Booster Station (Jessie St) ✓ ✓ ✓ 3
Pumping Station – Lower
Reservoir (Dronefield Ave)
✓ ✓ ✓ 3
Police Department (First St) ✓ ✓ ✓ 3
Las Palmas Park (Huntington St.) ✓ ✓ ✓ 3
Chlorine Treatment Building –
Lower Reservoir (Dronefield Ave)
✓ ✓ 2
Public Works Trailer ✓ ✓ 2
Public Works Maintenance
Storage Shed
✓ ✓ 2
Well 3 (Borden Ave) ✓ 1
Well 2A (Sayre St) ✓ 1
• Roof Systems: 11 facilities have roofs that have exceeded their expected useful life, increasing the risk of leaks, deterioration, and costly repairs. • Domestic Water Piping: 11 facilities have water piping installed before 1985, which is more susceptible to corrosion, leaks, reduced water flow, and unexpected failures. • Electrical Systems: Nine (9) facilities have electrical branch wiring more than 30 years old, which may be more prone to deterioration, electrical failures, and other safety concerns. • Fire Alarm Systems: Three (3) facilities have fire alarm and detection systems that have exceeded their expected 15-year lifecycle and may require increased maintenance or replacement.
• HVAC Systems: Four (4) facilities have HVAC distribution systems that have exceeded their expected 30-year lifecycle and may require more frequent repairs or replacement. At Las Palmas Park, one unit has been replaced, but additional units still require replacement or upgrades.
The age of a system does not necessarily mean it is unsafe or failing. However, systems that have reached or exceeded their expected service life should be evaluated and prioritized for maintenance or replacement to reduce the risk of unexpected failures and service disruptions.
Five-Year Facilities Capital Improvement Plan.
Based on the findings from the FCA Report, staff prepared a Five-Year Facilities Capital Improvement Plan (the “Facility CIP”) for City Council consideration. This Facility CIP is based on August 17, 2026 Special & Regular Mtg Page 249 of 278
Discussion and Consideration to Approve the Five-Year Facilities Capital Improvement Plan for Fiscal Years 2026–2027 through 2030–2031, and Adopt a Resolution Amending Fiscal Year 2026-2027 Budget to Appropriate Funds for Phase I of the Five-Year Facilities Capital Improvement Plan
the findings of the FCA and relies upon the facility condition data and assessments in developing the recommendations contained in the CIP. The proposed CIP 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 Facility CIP prioritizes addressing critical facility deficiencies, with medium- and low-priority improvements phased in as funding becomes available. Projects are categorized into the following priority tiers:
• HIGH — Life-safety and critical infrastructure systems, including HVAC, roofing repairs, electrical fire protection, and plumbing systems;
• MEDIUM — Building enclosure integrity and occupant comfort improvements; and • LOW — Cosmetic finishes, aesthetic upgrades, and site improvements.
The FCA identifies approximately $9.5 million in facility needs over five years, or approximately $11.4 million including 20% for design, inspection, permitting, and contingencies. Due to limited funding, the proposed Facility CIP focuses on the most critical needs first and phases the remaining projects over five years.
Consistent with this prioritization framework, all high-priority projects are scheduled during FY 2026–2027 through FY 2029–2030 to address the most critical facility needs early, reducing the risk of system failures, increasing repair costs, and further deterioration. Using this approach, the Facility CIP identifies approximately $7.2 million for the projects recommended for implementation during the five-year period. The remaining needs identified in the FCA would be addressed as additional funding becomes available.
Table 1: 5-Year Facility CIP
Fiscal Year Facility Critical Project Repairs Priority Est. Cost FY 2026–2027 Multiple Sites Roofing – Roof Repairs (Phase 1) HIGH $1,027,792 FY 2026–2027 City Hall & Public
Works
HVAC – Air Conditioning Systems (Phase
1)
HIGH $545,278
FY 2026–2027 City Hall, Parks &
Rec Facilities
Plumbing – Domestic Water & Sanitary
Waste (Phase 1)
HIGH $1,111,435
FY 2026–2027 Police Station Plumbing – Domestic Water & Sanitary Waste (Phase 1)
HIGH $607,526
FY 2026–2027 City Hall Electrical – Branch Wiring &
Communications
(Phase 1)
HIGH $763,390
FY 2026–2027 Police Station,
Parks & Rec
Facilities
Electrical – Branch Wiring & Exit Signs
(Phase 1)
HIGH $961,726
FY 2026-2027 TOTAL $5,017,146
*Excludes $500k in Measure A funds approved for Rec Park Roof Replacement carried over from FY 2025-26 August 17, 2026 Special & Regular Mtg Page 250 of 278
Discussion and Consideration to Approve the Five-Year Facilities Capital Improvement Plan for Fiscal Years 2026–2027 through 2030–2031, and Adopt a Resolution Amending Fiscal Year 2026-2027 Budget to Appropriate Funds for Phase I of the Five-Year Facilities Capital Improvement Plan
Fiscal Year Facility Critical Project Repairs Priority Est. Cost FY 2027–2028 All Sites Site Infrastructure – Parking Lots & Driveways
LOW $392,462
FY 2027–2028 Police Station &
City Hall
HVAC – Air Conditioning Systems (Phase
2)
HIGH $101,300
FY 2027–2028 City Hall Interior Specialties & Finishes -Painting & Spackling
MEDIUM $244,032
FY 2027-2028 TOTAL $737,795
FY 2028–2029 Parks & Rec
Facilities
Interior Finishes – Ceilings, Floors, Walls LOW $294,349 FY 2028–2029 Police Station &
City Hall
HVAC – Air Conditioning Systems (Phase
3)
HIGH $101,300
FY 2028–2029 Police Station Fire Protection – Sprinkler System HIGH $482,437 FY 2028-2029 TOTAL $878,087
FY 2029–2030 All Sites Electrical – Branch Wiring (Phase 2) HIGH $370,199 FY 2029–2030 Multiple Sites Roofing – Remaining Roof Renewals (Phase 2)
HIGH $11,628
FY 2029-2030 TOTAL $381,827
FY 2030–2031 Las Palmas Park HVAC - Air Conditioning Systems (Final Phase)
HIGH $17,442
FY 2030–2031 MWD Booster
Station at Jessie
Street & Well 3
Plumbing & Water System Renewals
(Phase 2)
MEDIUM $14,384
FY 2030–2031 Multiple Sites Roofing and Electrical Remaining Deferrals
MEDIUM $31,913
FY 2030–2031 Multiple Sites Interior Finishes – Ceilings, Floors, Walls LOW $123,086 FY 2030-2031 TOTAL $186,826
5-Year CIP Total Estimated Cost $7,201,680
FY 2026–2027 Funding Recommendation.
The Facility CIP identifies approximately $5 million in recommended project funding for FY 2026–2027, including 20% for design, inspection, permitting, and contingencies. Staff is not recommending that the full amount be funded from General Fund reserves at this time.
Instead, staff recommends an immediate $1.6 million allocation from General Fund, Water Fund, and Sewer Fund reservesto address the most critical FY 2026–2027 needs: roof repairs and HVAC replacements at City Hall and Public Works Operations Center. These projects are being prioritized because of the condition of the facilities and their potential impact on City operations.
August 17, 2026 Special & Regular Mtg Page 251 of 278
Discussion and Consideration to Approve the Five-Year Facilities Capital Improvement Plan for Fiscal Years 2026–2027 through 2030–2031, and Adopt a Resolution Amending Fiscal Year 2026-2027 Budget to Appropriate Funds for Phase I of the Five-Year Facilities Capital Improvement Plan
The $1.6 million allocation includes the estimated construction costs and associated project costs, including design, construction management, inspection, permitting, and contingency. Staff will pursue grants and other funding opportunities to reduce the City's General Fund contribution where eligible.
The remaining FY 2026–2027 project funding will be pursued through grants and other funding opportunities. As additional funding becomes available, staff will proceed with the remaining high-priority projects identified in the Facility CIP.
The $1.6 million reserve allocation is therefore the City's immediate investment for FY 2026–2027 and does not represent the total cost of all projects planned for that fiscal year.
Other Facility Needs.
The FCA identifies approximately $11.4 million in total facility needs over the next five years. The Facility CIP addresses the most critical needs first while recognizing that additional funding will be needed to address the remaining projects.
The City also recently completed a Parks Assessment through the Independent Cities Risk Management Authority (ICRMA), which identified playground equipment requiring maintenance or replacement. These improvements are not included in the Facility CIP. Staff will develop a separate Parks CIP following further evaluation with the Recreation and Community Services Department.
Staff will continue to pursue state and federal grants, enterprise funds, internal service funds, lease financing, and other funding sourcesto address remaining facility needs. Additional funding requests may be brought forward through the annual budget process as funding becomes available.
BUDGET IMPACT:
Staff recommends allocating $1.6 million from General Fund, Water Fund, and Sewer Fund reserves for the FY 2026–2027 roofing repairs and HVAC projects identified as the City's immediate facility priorities. The funding would cover roof repairs and HVAC replacements at City Hall and the Public Works Operations Center as follows:
FUND
Current Reserve
Balance
Budget
Amendment
New Reserve
Balance
General Fund 10,856,480 (1,360,580) 9,495,900
Water Fund 755,663 (119,710) 635,953
Sewer Fund 4,155,694 (119,710) 4,035,984
PROPOSED BUDGET AMENDMENT: $1,600,000
August 17, 2026 Special & Regular Mtg Page 252 of 278
Discussion and Consideration to Approve the Five-Year Facilities Capital Improvement Plan for Fiscal Years 2026–2027 through 2030–2031, and Adopt a Resolution Amending Fiscal Year 2026-2027 Budget to Appropriate Funds for Phase I of the Five-Year Facilities Capital Improvement Plan
City Council also approved a request for a $500,000 Measure A fund allocation on April 20, 2026, for an urgent Recreation Park Roof Replacement that will be carried over and completed as an additional repair in FY 2026-27.
Future phases of the facility maintenance capital improvement plan needs to be incorporated into the forthcoming long‑range financial forecast tool. This tool will allow staff to model scenarios to support future City Council decision‑making, allowing the City to evaluate funding strategies, plan for major capital needs, and maintain long‑term fiscal sustainability.
CONCLUSION:
It is recommended that the City Council consider approving the Five-Year Facilities Capital Improvement Plan for Fiscal Years 2026–27 through 2030–31 regarding the repairs and maintenance of City facilities; adopt a Resolution amending the Fiscal Year 2026-2027 Adopted Budget to appropriate $1.6 million from General Fund, Water Fund, and Sewer Fund reserves for Phase I of the Five-Year Facilities Capital Improvement Plan; and provide direction, as applicable.
ATTACHMENTS:
A. Five-Year Facilities Capital Improvement Plan Prepared by Public Works Department B. Resolution No. 8480
C. Facility Condition Assessment: Executive Summary Report Prepared by ALPHA/Brightly (provided via digital link)
August 17, 2026 Special & Regular Mtg Page 253 of 278
ATTACHMENT “A”
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
August 17, 2026
Based on ALPHA Facilities Solutions LLC / Brightly Asset Essentials Facility Condition Assessment Report — February 17, 2026 August 17, 2026 Special & Regular Mtg Page 254 of 278
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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
• Roof Systems: 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.
• Domestic Water Piping: 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.
• Electrical Systems: 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. • Fire Alarm Systems: 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. • HVAC Systems: 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.
The age of a system does not necessarily mean it is unsafe or failing. However, systems that have reached or exceeded their expected service life should be evaluated and prioritized for maintenance or replacement to reduce the risk of unexpected failures and service disruptions.
August 17, 2026 Special & Regular Mtg Page 255 of 278
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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 FCI % 2031 FCI % Condition Rating Administrative (City Hall) 16,889 25% 30% POOR
Parks & Recreation 46,397 17% 21% POOR
Police Station 19,469 18% 24% POOR
Public Works 10,688 14% 15% POOR
Utilities 5,257 6% 12% FAIR
TOTAL (exclude site & infrastructure) 98,700 17% 22% POOR Note: 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.
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.
August 17, 2026 Special & Regular Mtg Page 256 of 278
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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 plus 20% soft costs.
Fiscal Year Facility Critical Project Repairs Source Priority Est. Cost Justification FY 2026–2027 Multiple Sites Roofing – Roof Repairs
(Phase 1)
Table 2
(p.23)
HIGH $1,027,792 11 facilities have failed roofs
FY 2026–2027 City Hall &
Public Works
HVAC – Air Conditioning
System (Phase 1)
Table 9
(p.35)
HIGH $545,278 Systems beyond 30-year
lifecycle
FY 2026–2027 City Hall, Parks
& Rec Facilities
Plumbing – Domestic Water
& Sanitary Waste (Phase 1)
Table 2
(p.23)
HIGH $1,111,435 Some pipes age 90 years;
public safety risk
FY 2026–2027 Police Station Plumbing – Domestic Water
& Sanitary Waste (Phase 1)
Table 19
(p.55)
HIGH $607,526 Pipes beyond useful life
FY 2026–2027 City Hall Electrical – Branch Wiring &
Communications
(Phase 1)
Table 9
(p.35)
HIGH $763,390 37-year-old wiring; fire hazard
FY 2026–2027 Police Station Electrical – Branch Wiring & Exit Signs (Phase 1)
Table 19
(p.55)
HIGH $693,983 38-year-old wiring; life safety
FY 2026–2027 Parks & Rec
Facilities
Electrical – Branch Wiring &
Exit Signs (Phase 1)
Table 2
(p.23)
HIGH $267,743 Fire & life safety compliance
FY 2027-2028* All Sites Site Infrastructure – Parking
Lots & Driveways
Table 2
(p.23)
LOW $392,462 Public Works Yard & Lower
Reservoir
FY 2027–2028 Police Station &
City Hall
HVAC – Air Conditioning
Systems (Phase 2)
Table 2
(p.23)
HIGH $101,300 Units at end of service life
FY 2027–2028 City Hall Interior Specialties & Finishes
– Painting & Spackling
Table 9
(p.35)
MEDIUM $244,032 Deferred maintenance
backlog
FY 2028-2029* Parks & Rec
Facilities
Interior Finishes – Ceilings,
Floors, Walls
Table 24
(p.65)
LOW $294,349 Cosmetic/occupant health
condition
FY 2028-2029 Police Station &
City Hall
HVAC – Air Conditioning
Systems (Phase 3)
Table 2
(p.23)
HIGH $101,300 Units at end of service life
FY 2028-2029 Police Station Fire Protection – Sprinkler System
Table 19
(p.55)
HIGH $482,437 Fire alarm beyond 15-year
lifecycle
FY 2029-2030 All Sites Electrical – Branch Wiring
(Phase 2)
Table 2
(p.23)
HIGH $370,199 Remaining wiring lifecycle
completions
FY 2029–2030 Multiple Sites Roofing – Remaining Roof
Renewals (Phase 2)
Table 2
(p.23)
HIGH $11,628 Remaining roofs reaching
lifecycle
FY 2030-2031 Las Palmas Park HVAC – Air Conditioning
Systems (Final Phase)
Table 24
(p.65)
HIGH $17,442 30+ year systems at Las
Palmas Park
FY 2030–2031 Utilities (MWD
Booster Station,
Well 3)
Plumbing & Water System
Renewals (Phase 2)
Table 2
(p.23)
MEDIUM $14,384 Well systems approaching
lifecycle
FY 2030–2031 Multiple Sites Roofing and Electrical
Remaining Deferrals
Table 2
(p.23)
MEDIUM $31,913 Roofing and Electrical
completions
FY 2030-2031 Multiple Sites Interior Finishes – Ceilings, Floors, Walls
Table 2
(p.23)
LOW $123,086 Interior Finishes – Ceilings,
Floors, Walls
5-Year CIP Total Estimated Cost $7,201,680
*Scheduled for prior FY per the assessment but recommended for the following FY due to funding and priority.
August 17, 2026 Special & Regular Mtg Page 257 of 278
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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 Recommended Investment: approximately $7.2 million. 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. Soft costs (design, permitting, ADA compliance, asbestos abatement, seismic review) are included and typically add 20% to individual project totals.
The recommended $7.2 million investment will address the current $7.6 million backlog through phased execution over five fiscal years, avoiding the compounding costs of further deferral. However, approximately $1.5 million in identified needs remains unscheduled, including deferred low-priority finishes and items requiring further scope development. 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 ($41.4 million) would equate to approximately $828,000–$1.66 million per year for ongoing sustainment beyond backlog elimination.
Fiscal Year *New Needs
(per FCA)
**Recommended
Project Budget
(from schedule)
Primary Focus
FY 2026–2027 $7,591,676 $4,180,955 Address critical backlog: Priority items – Roofing + HVAC Phase 1 + Electrical Phase 1 + Plumbing
FY 2027–2028 $894,045 $614,829 HVAC Phase 2 + Interior finishes FY 2028–2029 $510,350 $731,739 Fire suppression + HVAC Phase 3 + Interior finishes FY 2029–2030 $320,620 $318,189 Electrical Phase 2 + Remaining roof renewals FY 2030–2031 $155,689 $155,689 HVAC completions, Utility systems + Interior finishes + Finish deferrals
TOTAL $9,472,379 $6,001,401
GRAND TOTAL $11,366,855 ***$7,201,682 Including 20% soft cost *Reference “Table 2” on Page 23 of the Facility Condition Assessment Report. **The Recommended Project Budget is calculated based on the total Project Budget 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 grand total recommended 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.
August 17, 2026 Special & Regular Mtg Page 258 of 278
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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 $7.6 million 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 ($9.7 million), full ADA/life safety code compliance may be triggered — staff should evaluate this threshold as the scope develops.
City Hall (FCI 25% — Age 73)
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 71)
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.
August 17, 2026 Special & Regular Mtg Page 262 of 278
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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.
August 17, 2026 Special & Regular Mtg Page 263 of 278
ATTACHMENT “B”
RESOLUTION NO. 8480
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SAN FERNANDO, CALIFORNIA, AMENDING THE BUDGET FOR FISCAL YEAR 2026-2027 ADOPTED ON JUNE 29, 2026, REGARDING PHASE I OF THE FIVE-YEAR
FACILITIES CAPITAL IMPROVEMENT PLAN
WHEREAS, the City Council has received and considered the proposed adjustment to the budget for Fiscal Year 2026-2027, commencing July 1, 2026, and ending June 30, 2027; and WHEREAS, the City Council has determined that it is necessary to amend the revenues and expenditures of the current City budget to appropriate $1.6 million from the General Fund, Water Fund and Sewer Fund Reserves for Phase I of the Five-Year Facilities Capital Improvement Plan; and
WHEREAS, an annual budget for the City of San Fernando for Fiscal Year beginning July 1, 2026 and ending July 30, 2027, a copy of which is on file in the City Clerk’s Office, was adopted on June 29, 2026.
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF SAN FERNANDO DOES HEREBY RESOLVE, FIND, DETERMINE, AND ORDER AS FOLLOWS:
SECTION 1. The following adjustments are made to the City Budget:
PHASE I OF THE FIVE-YEAR FACILITIES CAPITAL IMPROVEMENT PLAN Increase in Revenues $1,600,000
Account No. 043-3970-0000 1,360,580
043-3992-0000 119,710
043-3995-0000 119,710
Increase in Expenditures $1,600,000
Account No. 001-190-0000-4943 1,360,580
070-381-0000-4943 119,710
072-381-0000-4943 119,710
Account No. 043-390-0000-4500 1,593,000
043-390-0000-4270 7,000
SECTION 2. The City Clerk shall certify to the adoption of this resolution and shall cause a certified resolution to be filed in the Office of the City Clerk.
August 17, 2026 Special & Regular Mtg Page 264 of 278
RES. NO. 8480
2 PASSED, APPROVED, AND ADOPTED THIS 17th day of August, 2026.
Victoria Garcia, Mayor of the City of San
Fernando, California
ATTEST:
Julia Fritz, City Clerk
August 17, 2026 Special & Regular Mtg Page 265 of 278
RES. NO. 8480
3 CERTIFICATION
I, City Clerk of the City of San Fernando, California, do hereby certify that the foregoing is a full, true, and correct copy of Resolution No. 8480 which was regularly introduced and adopted by the City Council of the City of San Fernando, California, at a regular meeting thereof held on the 17th day of August, 2026, by the following vote of the City Council:
AYES:
NAYS:
ABSENT:
ABSTAINED:
IN WITNESS WHEREOF, I have hereunto set my hand and affixed the official seal of the City of San Fernando, California, this _____ day of August, 2026.
Julia Fritz, City Clerk
August 17, 2026 Special & Regular Mtg Page 266 of 278
August 17, 2026 Special & Regular Mtg Page 267 of 278
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AGENDA REPORT
REVIEW: ☒ City Clerk ☒ Director of Admin. Services ☒ City Manager CITY COUNCIL 117 MACNEIL STREET, SAN FERNANDO, CA 91340 (818) 898-1201 WWW.SANFERNANDO.GOV To: Mayor Victoria Garcia and Councilmembers
From: Vice Mayor Patty Lopez
Date: August 17, 2026
Subject: Receive and File a Presentation from Asciela Gallo an Apostille Services, Mobile Notary, and Certified Trust Delivery Agent
RECOMMENDATION:
I have placed this on the agenda (Attachment “A”) for City Council to receive and file the presentation from Asciela Gallo an Apostille Services, Mobile Notary, and Certified Trust Delivery Agent.
BACKGROUND/ANALYSIS:
See Attachment “A” that was submitted to request to agendize this item for the August 17, 2026 City Council Meeting.
BUDGET IMPACT:
There is no impact to the budget by discussing this item. Additional future costs to be determined based on City Council direction.
ATTACHMENT:
A. Request to Agendize an Item for City Council Discussion/Consideration August 17, 2026 Special & Regular Mtg Page 269 of 278
City Council | 117 Macneil Street | San Fernando, CA 91340 | (818) 898-1201 | Form # CC-003.3 (10/2025) | Page 1 of 1
REQUEST TO AGENDIZE AN ITEM FOR CITY COUNCIL
DISCUSSION/CONSIDERATION
CITY COUNCILMEMBER INFORMATION
NAME TITLE
ITEM INFORMATION
SUBJECT Title of the item you are requesting to be agendized.
BACKGROUND/ANALYSIS Provide the reason you are requesting this item be agendized.
ATTACHMENTS Do you have any attachments to include?
Yes No
RECOMMENDATION Indicate the direction you are recommending.
Patty Lopez Vice Mayor
Presentation by: Asciela Gallo
Apostille Services, Mobile Notary, and Certified Trust Delivery Agent This item is requested as an educational and preventive presentation to inform the community about available services and the importance of preparing essential documents in case of an emergency.
The presentation will provide practical information and resources to help residents protect themselves and their families.
✔
ATTACHMENT "A"
August 17, 2026 Special & Regular Mtg Page 270 of 278
August 17, 2026 Special & Regular Mtg Page 271 of 278
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AGENDA REPORT
REVIEW: ☒ City Clerk ☒ Director of Admin Services ☒ City Manager CITY COUNCIL 117 MACNEIL STREET, SAN FERNANDO, CA 91340 (818) 898-1201 WWW.SANFERNANDO.GOV To: Vice Mayor Patty Lopez and Councilmembers
From: Mayor Victoria Garcia
Date: August 17, 2026
Subject: Discussion and Consideration Regarding the Creation of City Co-Sponsorship Ad Hoc Committee
RECOMMENDATION:
I have placed this on the agenda (Attachment “A”) for City Council discussion to provide direction to staff regarding the creation of an ad hoc committee to create a policy and guidelines for the co-sponsorship of events by the City.
BACKGROUND/ANALYSIS:
See Attachment “A” that was submitted to request to agendize this item for the August 17, 2026, City Council Meeting.
BUDGET IMPACT:
There is no impact to the budget by discussing this item. Additional future costs to be determined based on City Council direction.
ATTACHMENTS:
A. Request to Agendize an Item for City Council Discussion/Consideration August 17, 2026 Special & Regular Mtg Page 273 of 278
City Council | 117 Macneil Street | San Fernando, CA 91340 | (818) 898-1201 | Form # CC-003.3 (10/2025) | Page 1 of 1
REQUEST TO AGENDIZE AN ITEM FOR CITY COUNCIL
DISCUSSION/CONSIDERATION
CITY COUNCILMEMBER INFORMATION
NAME TITLE
ITEM INFORMATION
SUBJECT Title of the item you are requesting to be agendized.
BACKGROUND/ANALYSIS Provide the reason you are requesting this item be agendized.
ATTACHMENTS Do you have any attachments to include?
Yes No
RECOMMENDATION Indicate the direction you are recommending.
Victoria Garcia Mayor
Creation of City Co-Sponsorships Ad Hoc Committee
The City currently does not have a policy or any guidelines regarding the City's co-sponsorship of events but would likely greatly benefit from a policy that includes guidelines to address the City's co-sponsorship of events.
Discussion and direction regarding the creation of an ad hoc committee to create a policy and guidelines for the co-sponsorship of events by the City.
August 17, 2026 Special & Regular Mtg
ATTACHMENT "A"
August 17, 2026 Special & Regular Mtg Page 275 of 278
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August 17, 2026 Special & Regular Mtg Page 276 of 278
AGENDA REPORT
REVIEW: ☒ City Clerk ☒ Director of Admin Services ☒ City Manager CITY COUNCIL 117 MACNEIL STREET, SAN FERNANDO, CA 91340 (818) 898-1201 WWW.SANFERNANDO.GOV To: Vice Mayor Patty Lopez and Councilmembers
From: Mayor Victoria Garcia
Date: August 17, 2026
Subject: Discussion and Consideration Regarding City Council Agenda Items RECOMMENDATION:
I have placed this on the agenda (Attachment “A”) for City Council discussion to provide direction to staff regarding a pilot program limiting the number of items a Councilmember may place on an agenda and/or ensuring that agenda items fall within the City's strategic goals and priorities and within the City's approved budget or the funding is otherwise clearly disclosed.
BACKGROUND/ANALYSIS:
See Attachment “A” that was submitted to request to agendize this item for the August 17, 2026, City Council Meeting.
BUDGET IMPACT:
There is no impact to the budget by discussing this item. Additional future costs to be determined based on City Council direction.
ATTACHMENTS:
A. Request to Agendize an Item for City Council Discussion/Consideration August 17, 2026 Special & Regular Mtg Page 277 of 278
City Council | 117 Macneil Street | San Fernando, CA 91340 | (818) 898-1201 | Form # CC-003.3 (10/2025) | Page 1 of 1
REQUEST TO AGENDIZE AN ITEM FOR CITY COUNCIL
DISCUSSION/CONSIDERATION
CITY COUNCILMEMBER INFORMATION
NAME TITLE
ITEM INFORMATION
SUBJECT Title of the item you are requesting to be agendized.
BACKGROUND/ANALYSIS Provide the reason you are requesting this item be agendized.
ATTACHMENTS Do you have any attachments to include?
Yes No
RECOMMENDATION Indicate the direction you are recommending.
Victoria Garcia Mayor
City Council Agenda Items
City Council meetings continue to run for over four hours each meeting which presents a challenge for our residents to attend and participate. The City may benefit from a pilot program which limits the number of items that a Councilmember may place on each agenda and/or a system which ensures that agenda items fall within the City's established and approved strategic goals and priorities and either fall within the City's approved budget or the funding is otherwise clearly disclosed, e.g., emergencies, sponsorship from a local business, another agency, or grant funding, etc.
Discussion and direction regarding a pilot program limiting the number of items a Councilmember may place on an agenda and/or ensuring that agenda items fall within the City's strategic goals and priorities and within the City's approved budget or the funding is otherwise clearly disclosed.
August 17, 2026 Special & Regular Mtg
ATTACHMENT "A"