CITY OF SAN MARINO
CITY COUNCIL AGENDA
Steve Talt, Mayor
Steven W. Huang, DDS, Vice Mayor
Tony Chou, Council Member
Calvin Lo, Council Member
Gretchen Shepherd Romey, Council Member
Mario Rueda, Acting City Manager
www.CityofSanMarino.org
(626) 3000700 Phone
City Hall Council Chamber
2200 Huntington Drive
San Marino, CA 91108
ADJOURNED REGULAR MEETING OF THE
SAN MARINO CITY COUNCIL
FRIDAY, FEBRUARY 24, 2023 AT 9:30 AM
BARTH ROOM CROWELL PUBLIC LIBRARY
1890 HUNTINGTON DRIVE
SAN MARINO, CA 91108
The City of San Marino appreciates your attendance. Citizens’ interest provides the Council with valuable information regarding issues of the community.
Regular meetings are held on the 2nd Wednesday of every month at 6:00 p.m. Typically, adjourned meetings are held on the last Friday of every month at 8:30 a.m.
In compliance with the Americans with Disabilities Act, any person with a disability who requires a reasonable modification or accommodation in order to participate in a meeting should contact the City Clerk via email at [email protected] or by phone at (626) 3000705 prior to the meeting for assistance.
PURSUANT TO ASSEMBLY BILL 361 (AB 361)
Members of the City Council may teleconference into the meeting without noticing each teleconference location from which a member will be participating in a public meeting.
CORONAVIRUS DISEASE (COVID19) ADVISORY
To protect both staff, our constituents, and elected officials, it is recommended that members of the public wear a mask indoors, per the State and County Health Department’s current Health Officer Orders. Given the seriousness of COVID19, you are encouraged to provide input electronically if you do not feel comfortable attending in person.
How to view or listen to the meeting from home:
1. Via Computer for Video Streaming:
Website: https://us02web.zoom.us/j/83331448957
Meeting ID: 833 3144 8957
2. Via Phone for Audio Only:
Phone Number: (669) 9009128
Meeting ID: 833 3144 8957
Howtoofferpubliccommentfromhome:
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To protect both staff, our constituents, and elected officials, it is recommended that members of the public wear a mask indoors, per the State and County Health Department’s current Health Officer Orders. Given the seriousness of COVID19, you are encouraged to provide input electronically if you do not feel comfortable attending in person.
How to view or listen to the meeting from home:
1. Via Computer for Video Streaming:
Website: https://us02web.zoom.us/j/83331448957
Meeting ID: 833 3144 8957
2. Via Phone for Audio Only:
Phone Number: (669) 9009128
Meeting ID: 833 3144 8957
How to offer public comment from home:
1. Public comment will be accepted by email to [email protected] until 3:00 p.m. the day before the meeting, to be read by the City Clerk during public comment.
Lengthy public comment may be summarized in the interest of time. Any comments received after 3:00 p.m. will be included in the public comment record but will not be read at the meeting.
2. Public comment will be accepted electronically via the zoom.us teleconference module during the meeting. Zoom comments will be taken after the inperson comments.
CALL TO ORDER
PLEDGE OF ALLEGIANCE
ROLL CALL
Council Member Chou, Council Member Lo, Council Member Shepherd Romey, Vice Mayor Huang, and Mayor Talt
POSTING OF AGENDA
The agenda is posted 72 hours prior to each meeting at the following locations: City Hall, 2200 Huntington Drive, the Crowell Public Library, 1890 Huntington Drive, and the Stoneman Building, 1560 Pasqualito Drive. The agenda is also posted on the City’s website:
http://www.cityofsanmarino.org.
PUBLIC COMMENTS
The City welcomes public input. Members of the public may address the City Council by completing a public comment card and giving it to the City Clerk prior to the meeting. At this time, the public may address the City Council on items that are not on the agenda.
Pursuant to state law, the City Council may not discuss or take action on issues not on the meeting agenda (Government Code Section 54954.2). The Mayor reserves the right to place limits on duration of comments. Staff may be asked to follow up on such items.
PRESENTATION
1. PRESENTATION OF CITY TILE TO BRANDON TSAY
CONTINUED BUSINESS
2. FY 202324 PRIORITY INITIATIVES PROPOSALS
Recommendation: Staff recommends that the City Council engage in a discussion and give direction on which priority initiatives they would like staff to incorporate into the PAGE 2 of 127
PRESENTATION
1. PRESENTATION OF CITY TILE TO BRANDON TSAY
CONTINUED BUSINESS
2. FY 202324 PRIORITY INITIATIVES PROPOSALS
Recommendation: Staff recommends that the City Council engage in a discussion and give direction on which priority initiatives they would like staff to incorporate into the City’s Fiscal Year 202324 work plan and budget.
NEW BUSINESS
3. UPDATE ON DEI TASK FORCE RECOMMENDATIONS
Recommendation: Staff recommends the City Council receive and file the DEI Task Force Initiative Update.
4. CONSIDERATION OF RESOLUTION NO. R2308 PROCLAIMING THE TERMINATION OF THE LOCAL EMERGENCY CONCERNING THE
COVID19 VIRUS
Recommendation: Staff recommends the Council adopt Resolution No. R2308. If the Council concurs with staff’s recommendation, an appropriate motion would be:<br> <br>”I move to adopt Resolution No. R2308, a Resolution of the City Council of the City of San Marino, California, Proclaiming the Termination of the Local Emergency Concerning the COVID19 Virus.”
WRITTEN COMMUNICATIONS OR PUBLIC WRITINGS DISTRIBUTION
This is an opportunity to announce any written communications pertaining to the City received by members of the City Council. All public writings distributed by the City of San Marino to at least a majority of the City Council regarding any item on this agenda will be made available at the Public Counter at City Hall located at 2200 Huntington Drive, San Marino, California 91108, and will also be included in the public agenda packet that will available for review at the City Council meeting.
PUBLIC COMMENTS
FUTURE AGENDA ITEMS
ADJOURNMENT
Posted: February 17, 2023 CHRISTINA BAKER
CITY CLERK
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ITEM 1: PRESENTATION OF CITY TILE TO
BRANDON TSAY
PAGE 4 of 127
TO: Mayor and City Council
FROM: Mario Rueda, Acting City Manager
BY: Mario Rueda, Fire Chief
Paul Chung, Finance Director
DATE: February 24, 2023
SUBJECT: FY 2023-24 PRIORITY INITIATIVES PROPOSALS
STRATEGIC PLAN CRITICAL SUCCESS FACTORS
Engaged and Connected Residents
Efficient, Responsive, and Effective City Services
Fiscally Responsible and Transparent City Government
BACKGROUND
The budget process in San Marino typically begins at the last meeting in January each year; the goal is to adopt the budget by the last meeting in May. The continuous improvements made over previous years have yielded successfully adopted budgets each year, with last year’s budget being adopted on May 27, 2022, well in advance of the beginning of the next fiscal year on July 1.
The City Council’s budget process ultimately yields operating and capital plans, and includes many components along the way:
• Selecting Priority Initiatives;
• Receiving a mid-year budget presentation that also incorporates a revenue projection for next year and a long term financial forecast; • Offering detailed feedback on staff’s recommendations for capital improvement projects and equipment;
• Offering detailed feedback on staff’s recommendations for departmental revenue and expenditure plans; and
• Offering revisions and approval of the City Manager’s recommended Operating and Capital Improvement budgets.
Steve Talt, Mayor
Steven W. Huang, DDS, Vice Mayor
Tony Chou, Council Member
Calvin Lo, Council Member
Gretchen Shepherd Romey, Council Member
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As per the schedule provided in Attachment 1, the City Council approved the further research (including community feedback) of seven (7) possible operating budget priority initiatives at the January 27, 2023, City Council meeting. The proposed priority initiative list from that meeting is the focus of today’s discussion.
DISCUSSION
In addition to the City Council initial proposal feedback session on January 27, staff has gathered priority initiative feedback through a community survey (promoted heavily in the City Manager’s Weekly Briefing, City Website, Social Media, and targeted emails to community groups and stakeholders), and at several speaking engagements (a Town Hall and City Talk). Attachment 3 of the staff report provides the results from the community survey.
Today, the City Council will select which of the priority initiatives to include in the draft budget proposals, to be considered by Council in April. Attachment 2 of the staff report provides the details behind each priority initiative. The list below provides a summary of each initiative and the associated budget impact:
Vacant Homes Initiative - Program to proactively monitor and enforce the City’s Vacant Property Municipal Code. The program will require an educational campaign, canvasing, and enforcement of compliance.
Budget Impact: $15,000 for Educational flyers and Outreach Economic Development Plan - Build a robust economic development plan for the two existing commercial districts. The program will focus on attracting and retaining businesses to Huntington Drive and Mission Street, help create a strong economic foundation for the community, and generate City revenue.
Budget Impact: No budget impact at this time, utilize City staff Stoneman Path Forward – Develop an action plan to identify potential uses of the Stoneman property and determine a path forward based upon the City Council and Community’s vision for the property.
Budget Impact: $5,000 for Educational flyers and Outreach and $125,000 for a design consultant
Traffic Improvement Initiatives – Develop a policy to provide guidance and uniform procedures to address resident concerns regarding traffic safety issues. This initiative would also include developing a Residential Streets PAGE 6 of 127
Traffic Management Policy that would provide recommendations to begin implementation of various traffic calming and safety improvements throughout the City. Additionally, the initiative proposes the installation of additional Radar Speed Signs on arterial and collector streets throughout the City with specific locations to be determined in coordination with the San Marino Police Department (SMPD).
Budget Impact: No budget impact for the development of the Residential Streets Traffic Management Policy. $150,000 for the installation of additional Radar Speed Signs.
City Facilities Security Initiative – An integrated security system that monitors all City facilities. The program will improve security, patron safety, and protection of City facilities.
Budget Impact: $12,500 for an enterprise security assessment.
Rebuild Sense of Community – The program consists of expanding facilities with the re-opening of the Community Center and its operational needs and the focus on community building through music programming.
Budget Impact: $124,000 for a full-time Maintenance Supervisor and $24,000 for part-time Maintenance Worker, $50,000 for operational expenses and $2,600 for increased part-time hours for three new music events.
Potential revenue offset of $300k-$400k is anticipated from program and rental revenues.
Enhancing Staffing Resources - Police Department – Due to the increased demands of the Police Department and the rise in crimes, the proposed program is to permanently increase the current 28 permanent sworn officers and two temporarily over hire to 30 permanent sworn officers and two temporarily over hire for a total of 32 sworn officers. Significant administrative tasks have become part of the Department operations in addition to the increases noted above. The Department is requesting to add a Management Analyst and a part time Record Clerk to cover these additional tasks.
Budget Impact: $336,252 for two additional officers, $123,466 for a Management Analyst and $34,231 for a part-time Records Clerk.
Today’s selections are not final: when the budget proposals are presented in April, the Council may reconsider their inclusion.
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FISCAL IMPACT & PROCUREMENT REVIEW
This report possesses no fiscal impact and requires no procurement review.
LEGAL REVIEW
None.
RECOMMENDATION
Staff recommends that the City Council engage in a discussion and give direction on which priority initiatives they would like staff to incorporate into the City’s Fiscal Year 2023-24 work plan and budget.
ATTACHMENTS
1. FY 2023-24 Budget Calendar
2. FY 2023-24 Proposed Priority Initiatives
3. FY 2023-24 Priority Initiative Feedback – Community Survey Results PAGE 8 of 127
Last Updated February 16, 2023
BUDGET CALENDAR: FY 2023-24
Potential FY 2023-24 Priority Initiatives January 27 (F) • Council will offer feedback on which future CIP items are most desirable, adding any new suggestions • Department Head will present to Council new Operational Priority Initiatives • Community engagement between January 21 and February 11 to gain input on additional potential priority initiatives
FY 2022-23 Midyear Review, Five Year Financial Forecast, and February 8 (W) FY 2023-24 Projections
• Presentation of the FY 2022-23 midyear report, Five Year Financial Forecast (General Fund and CIP), revenue and expenditure projections for FY 2023-24, and updated long term financial projection(s) Selection of FY 2022-23 Priority Initiatives February 24 (F) • Council will receive brief (1-2 sentences) summaries of all proposed items • Council will select priority initiatives for the next year • (CIP Presented to Public Safety Commission and Other Commissions/Boards, as appropriate) Capital Improvement Plan (CIP) Presentation March 24 & 31 (F) • Detailed discussion with Council related to CIP (equipment and infrastructure at different meetings) • (Draft operational budgets shared with appropriate Commissions/Boards for feedback) Preliminary Operating Budget Study Session April 21 & 28 (F) • Departments will present Programs, Goals, and Metrics • Council will offer comment and adjustments
City Manager’s Proposed Budget and Capital Improvement Plan May 26 (F) • Presentation of the proposed budget and CIP
• Adoption of budget by Council
Final Budget & CIP Adoption - Only If Needed June 14 or 30 (TBD) PAGE 9 of 127
TO: Mario Rueda, Acting City Manager
Paul Chung, Finance Director
FROM: Isidro Figueroa, Community Development Director
DATE: February 13, 2023
SUBJECT: FY 2023-24 OPERATIONAL PRIORITY INITIATIVES
TITLE OF PRIORITY INITIATIVE
Vacant Homes Initiative
STRATEGIC PLAN CRITICAL SUCCESS FACTORS
• Engaged and Connected Residents
• Efficient, Responsive, and Effective City Services
• Safe Community
• Beautiful, Preserved, Single-Family Neighborhoods
DISCUSSION
Staff has conducted further research on the Vacant Homes Initiative and has concluded that existing staff can manage the programs required to enforce the current municipal code regarding vacant properties.
The City Council adopted Ordinance No. O-16-1312 in January 2017, establishing regulations for uninhabited residential property, and adopted Ordinance No. O-19-1355 in February 2020, amending the regulations for vacant residential and commercial properties. Enforcement of these ordinances was delegated to the Code Enforcement Division. Since adoption of the Ordinances, a strategic plan on how to proceed with enforcement has not been developed due to a lack of fully budgeted code enforcement personnel to meet this specific demand while also sustaining current code enforcement service levels.
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Currently, the Code Enforcement Division has 3.0 full-time code enforcement employees (1 Manager and 2 Officers). The City is currently recruiting for a part-time officer for weekend coverage. After this recruitment is completed, the Division shall be fully staffed with 3.5 employees.
In order to fully appraise the City Council on the Vacant Homes Initiative, staff proposes a oneyear pilot vacant property enforcement program. Staff efforts and priorities include; education/outreach, identifying/confirming vacant properties through canvassing and other thirdparty sources, increasing enrollment into the City’s vacant property program, obtaining voluntary compliance, and issuing notices and administrative citations for non-compliance. Staff anticipates the capacity exists to canvas approximately 108 properties daily while maintaining an adequate level of response time to investigate other code enforcement inquiries and processing ongoing cases.
Staff also anticipates that the one-year pilot enforcement program will provide the opportunity to collect sufficient data to determine if the current level of staffing and resources is sufficient for effective enforcement of the Ordinance, while maintaining an adequate level of response time to investigate complaints generated by other code violation inquiries and cases.
BUDGET IMPACT
Staff is requesting that the City Council authorize a one-time budget appropriation of up to $15,000 in order for staff to undertake an Education and Outreach program. The program will inform residents and property owners of the requirements under the vacant property municipal code sections. The Education and Outreach program will also encompass mailings that will contain information pertaining to the vacant property municipal code including registration, enforcement, and means to report suspected vacant properties to the City.
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TO: Mario Rueda, Acting City Manager
Paul Chung, Finance Director
FROM: Isidro Figueroa, Community Development Director
DATE: February 13, 2023
SUBJECT: FY 2023-24 OPERATIONAL PRIORITY INITIATIVES
TITLE OF PRIORITY INITIATIVE
Economic Development Plan
STRATEGIC PLAN CRITICAL SUCCESS FACTORS
• Engaged and Connected Residents
• Efficient, Responsive, and Effective City Services
• Safe Community
• Beautiful, Preserved, Single-Family Neighborhoods
DISCUSSION
After additional research of the proposed Economic Development Plan Priority Initiative, a review of past economic development efforts, and an interview with the former Community Development staff, staff believes there exists near-term and mid-term opportunities that will provide the necessary framework to provide a vision for advancing economic development efforts to both Huntington Drive and Mission Street. Staff does not currently recommend the funding of a consultant to develop a comprehensive economic development plan.
The Community Development Department (Department) has experienced high staff turnover during the past two years which has led to shifting priorities in the Department and a lack of staff to oversee economic development. Unfortunately, the Department’s staffing levels do not provide the capacity to pursue a comprehensive economic development plan; however, the Department’s staffing levels, once all positions are filled, will provide the Department with capacity to capitalize on near-term and mid-term opportunities to advance economic development efforts on Huntington Drive and Mission Street.
Previous economic efforts that have stalled due to lack of staffing resources include the Huntington Drive wayfinding signage and the Mission Street and Huntington Drive commercial PAGE 12 of 127
beautification project. The City Council allocated $1,000,000 to the beautification project in 2020. At that time, given the clear differences between Mission Street and Huntington Drive, the Council and staff determined it best to begin this program with Mission Street. In 2021, the City Council authorized the implementation of Option G of the Arroyo Group design plan.
Option G encompasses elements such as tree lighting, street furniture, “bulb-outs” and other landscaping features. The estimate to make improvements to Mission Street was at a cost of $461,456. The Council directed staff to perform community outreach and provide the City Council with landscaping and hardscape plans for approval.
The Huntington Drive wayfinding signage project was presented to the Public Safety Commission in 2020. The Commission recommended that Community Development staff develop further design measures. Unfortunately, due to the lack of resources the Department experienced over the past two years, both of these initiatives have stalled. These economic development efforts will be able to proceed as soon as the current vacant positions are filled.
In order to better appraise the City Council, staff will engage community stakeholders to determine what economic development policies are required to both guide future development consistent with market realities and preserve and enhance the City’s identity. Engagement with the community stakeholders will be designed to help identify a framework of community expectations which will include input to facilitate a viable, stable, healthy, and diversified economy for the City by incorporating the following steps:
• Ensure an effective and consistent development permitting process that also integrates innovation and technology to improve efficiency.
• Encourage activities that attract both residents and visitors from surrounding communities to live, work, shop and visit San Marino.
• Enhance commercial districts within the community that provide quality shopping, dining, and entertainment possibilities.
• Strengthen and diversify the sales tax base while preserving San Marino’s unique culture and quality of life.
BUDGET IMPACT
At this time staff is not asking for additional funding to commission an economic development plan. As previously mentioned, staff would like to undertake the previously commissioned economic development efforts that were inactive due to staffing issues and engage with community stakeholders on identifying a framework as to what the community expectations are on how to facilitate a viable, stable, healthy, and diversified economy for the City.
ATTACHMENTS
1. Mission Village Streetscape Beautification Project Staff Report Dated July 30, 2021
2. July 30, 2021 City Council Minutes
3. Mission Street Streetscape Design Concept (February 2021) PAGE 13 of 127
STRATEGIC PLAN CRITICAL SUCCESS FACTORS
• Efficient, Responsive, and Effective City Services
• Safe Community
• Well-Maintained Infrastructure
• Attractive, Complementary Business District
BACKGROUND
One of the many Economic Development goals of the City Council was to launch a beautification project for the commercial areas of both Mission Street and Huntington Drive. The primary goal of the Council was to set aside funds as an investment towards infrastructure-type improvements for both streets. Through the program, the City Council set aside $1,000,000 for Mission Street and Huntington Drive. Last year, staff solicited proposals from various qualified design consultants to assist staff in the preparation of a streetscape project for Mission Street. Given the clear differences between Mission Street and Huntington Drive, the Council and staff found it beneficial to begin this program with Mission Street. Huntington Drive will then receive full attention beginning later in the summer of 2021.
DISCUSSION
With the help of the Economic Development Team, The Arroyo Group was selected to provide the design approach for Mission Street. Over the past year, the Arroyo Group has been meeting with staff and the public to determine community needs and the project scope. The Arroyo Group team set out to achieve the following goals with this project:
TO: Mayor and City Council
FROM: Marcella Marlowe, Ph.D., City Manager
BY: Aldo Cervantes, Community Development Director
Stephanie Britt, Management Analyst
DATE: July 30, 2021
SUBJECT: SELECTION OF DESIGN OPTIONS REGARDING THE MISSION
VILLAGE STREETSCAPE BEAUTIFICATION PROJECT
Ken Ude, Mayor
Susan Jakubowski, Vice Mayor
Steven W. Huang, DDS, Council Member
Gretchen Shepherd Romey, Council Member
Steve Talt, Council Member
PAGE 14 of 127
• Help improve business vitality by creating walkable environments and gathering spaces where people could remain.
• Capitalize upon lessons learned during the COVID-19 pandemic and the opportunity to provide active outdoor spaces.
• Help establish an experiential vision for the commercial corridor, with a series of connected spaces and experiences.
• Prioritize improvements while maintaining a longer-term vision for future goals.
The Arroyo Group provided a Concept Package (Attachment 1) where they delineate the Design Framework, the Landscaping Elements, and the estimated overall costs. The design package lays out an overall vision and framework for the streetscape, and a range of possible improvements and costs. The package provides seven potential scenarios (A-G) that constitute various options for beautifying Mission Street. Each scenario provides some level of improvements to Mission Street.
The direction provided to the Arroyo Group was to design a project that would fit the current funding, but still would ensure that the elements of the project would be visually appealing and a necessity for the goals for the street.
As such, Scenario G provides for a project that is not only within the budget, but includes elements such as tree lighting, street furniture and landscaping features. The total estimated cost of this scenario is approximately $461,456. This cost includes hard costs such as the physical improvements and soft costs for additional design work.
While Scenario G provides an option that is within the budget, staff would like the Council to consider some of the other elements included within other scenarios, such as tree planting, enhanced street lighting, and intersection “bulb-outs” (public gathering spaces). Interestingly, the bulb-outs where found to be a very popular concept with the public. During the project’s outreach program, public gathering spaces were at the top of the list for those interviewed.
Scenario G, while under the allocated budget, may not provide the level of improvement the Council had initially intended. In addition to the goals listed above, it is staff’s goal to be good stewards of City funds and refrain from spending money on a project that does not fulfil the needs of the community and the Council.
As you can see from the Design Concept Plan (see attached), the design framework focused on physical changes to the environment. These physical changes were incorporated into the design concept after receiving feedback from the public and the Economic Development Team. As stated PAGE 15 of 127
above, the physical changes to the street included expanded pedestrian areas such as bulb-outs, which also act as gathering opportunities. These bulb-outs also act as additional safety measures as it narrows or reduces the travel length at the pedestrian crosswalks. Mid-block crossing areas are also included in the concept design to help pedestrian circulation. Finally, new street trees that are designed to fill the existing gaps on the sidewalks and/or pedestrian right-of-way were also included. Street trees enhance the beauty of the street and help provide much needed shade opportunities, which help attract outdoor seating spaces.
In terms of cost, pages 15-16 of the Final Concept design provides a breakdown or menu of each element at the estimated cost of the project. These baseline costs allowed staff and the Arroyo team to strategize the different scenarios. As noted on page 16, the Arroyo Group estimated cost for a basic bulb-out (concrete finish) is $200,949. The Arroyo Group also provides the cost of an enhanced bulb-out, which includes the use of paver or brick materials and more landscape features. The estimated cost for the enhanced bulb-out is $1.5 million. It is also worth noting the difference in the amount of square-footage needed for the bulb-outs. The basic bulb-out design requires less square-footage and the designs are simple and include fewer materials.
If the City Council finds that Scenario G and its elements are a worthy investment, staff will proceed through the final design phase of the project and proceed through the bidding process to secure a contractor. The next step thereafter is to approach the City Council to award the contract. The Council may also direct staff to select a different scenario (scenario A-E) for further study and return with revised design plans and project estimates.
Scenario D for example, which is illustrated on page 10 of the concept plan includes an overall cost estimate of $915,282. This project scope includes new basic bulb-outs at the intersection of Los Robles and Mission Street and new gateway and monument features.
Lastly, an interesting element of scenario F is the overhead Tivoli light canopy, which provides much needed lighting for Mission Street. Such lighting enhances the ambience of the street and increases the potential for evening events. The cost of the lights alone is $405,000.
FISCAL IMPACT & PROCUREMENT REVIEW
The Mission Streetscape Program will be funded through the Huntington Drive and Mission Street Beautification Program in account number 394-48-4600-0520, with a budget of $1,000,000.
Scenario G requires no additional appropriations. The selection of an alternative scenario would require an appropriation of funds due to the project’s cost exceeding the allocated budget.
This report requires no procurement review.
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LEGAL REVIEW
The City Attorney has reviewed and approved the report.
RECOMMENDATION
Staff recommends the City Council direct staff to proceed with a final design for one of the scenarios provided for the Mission Streetscape Program and direct staff to proceed through the bidding process for selecting a contractor.
“I move to approve and select one of the scenarios provided for the Mission Streetscape Program and direct staff to proceed through the bidding process for selecting a contractor.”
ATTACHMENT
1. Mission Street Design Concept
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MISSION STREET
February 2021
Streetscape Design Concept
CITY OF SAN MARINO, CA
PAGE 21 of 127
10% CONCEPTUAL DESIGN - FEBRUARY 2021 2
TABLE OF CONTENTS 1
1 INTRODUCTION
TABLE OF CONTENTS
EXECUTIVE SUMMARY
2 DESIGN FRAMEWORK
PHYSICAL FRAMEWORK
PROGRAMMING FRAMEWORK
COSTING FRAMEWORK
3 LANDSCAPE ELEMENTS AND OVERALL COSTS
OVERALL COST SUMMARY
SIDEWALK IMPROVEMENTS
BULB-OUT IMPROVEMENTS
MAJOR ELEMENTS
4 PHASING SCENARIOS
PHASING SCENARIOS SUMMARY
SCENARIO A: BASIC STREETSCAPES + PRIORITY BULB-OUTS
SCENARIO B: BASIC STREETSCAPES + MODIFIED HIGH-END BULB-OUTS SCENARIO C: STROLLING EXPERIENCE (COMPLETE FULL NORTH SIDE) SCENARIO D: STREETSCAPES AND BULB-OUTS AT LOS ROBLES
SCENARIO E: NO BULB-OUTS - EXISTING STREETSCAPE FOCUSED SCENARIO F: TIVOLI LIGHTING REPLACING PED LIGHTING
SCENARIO G: MINIMUM STREETSCAPES
INTRODUCTION
San Marino Cafe & Marketplace (2020)
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10% CONCEPTUAL DESIGN - FEBRUARY 2021 3
1 INTRODUCTION
EXECUTIVE SUMMARY
1 Introduction
1.1 Origins of the Project
Mission Street is a village-style commercial district
in the City of San Marino adjacent to the cities of
South Pasadena and Pasadena. It measures less than
one-quarter mile in length between the western City
boundary and El Molino Avenue. Despite its pleasant
pedestrian scale, economic growth has stalled on the
street in recent decades.
In 1998, The Arroyo Group prepared the San Marino
Commercial Plan which outlined several action
strategies for four commercial areas: Mission Street
and three areas along Huntington Drive (shown in the
map at right). The Concept Plan on page 4 shows the
primary physical strategies that were recommended
for Mission Street. Among these were to “create entry
points”, “upgrade street & alley facades & frontage”,
and “create pedestrian friendly crosswalks”.
Since the adoption of the Commercial Plan, various
incremental attempts have been made by property
owners and the City to improve the streetscapes,
but in 2020 the City Council adopted an Economic
Development Action Plan, which focuses on the
investment and beautification of the city’s commercial
areas. This program sets out a goal to redesign Mission Street in the first phase of the project and later
redesign the commercial zones of Huntington Drive.
The FY2020/21 budget has allocated $1,000,000 for
the project and is subject to City Council approval.
This report, therefore, presents a 10% design package
for streetscape improvements along Mission Street.
This draft report is intended to lay out an overall vision and framework for the streetscape and identify the
range of possible improvements and costs. In the last
chapter of the report, different phasing scenarios are
presented to help the City and community prioritize
Mission Street
where to make first improvements. This approach
ensures that:
• The Council and community will have the
opportunity to shape streetscape design at an
early stage of the process.
• Initial streetscape improvements will be based on a
community vision and fall within a larger framework
to be implemented over time.
• The City will be able to decide how to make its
money stretch the furthest by evaluating different
potential projects.
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10% CONCEPTUAL DESIGN - FEBRUARY 2021 4
1 INTRODUCTION
EXECUTIVE SUMMARY
Concept Plan (1998)
PAGE 24 of 127
10% CONCEPTUAL DESIGN - FEBRUARY 2021 5
1 INTRODUCTION
EXECUTIVE SUMMARY
1.2 Existing Conditions
In November 2020, The Arroyo Group team and
City staff conducted a team site walk to thoroughly
understand the site conditions, to better understand
the site’s potential for improvement, and identify
potential site issues that would need to be addressed.
Further issues were identified by business owners,
residents and others during stakeholder interviews
described on the following page.
Key observations included:
• The corridor has a great urban framework and
retail storefront edge but is largely a disconnected
strolling experience due to long roadway crossings
and breaks in shaded tree canopies.
• There appears to be a very limited sense of arrival
or that the district is a unique destination in the
City. Potential for adding gateway or monument
elements to help demark the district.
• The existing Ficus trees create a wonderful shade
canopy but are causing upturn of sidewalks in some
areas and are not consistent along the corridor.
It was mentioned that seed litter from the trees
is a maintenance concern for the City and local
businesses.
• Chinese Pistache trees were mentioned to now
be replacing the Ficus trees along the corridor.
The new trees that have been installed are not
performing well and still relatively small despite
several years of growth. Limited underground soil
conditions may be one of the primary causes and
something to consider for future new tree planting.
• There appears to be significant under-utilized
corridor space that is not being used by vehicles
or pedestrians and is effectively dead space. Some
of this under-utilized space is at the ends of the
deep angled parking banks but also in other areas
along the corridor. These would be great areas
to potentially recapture and use for pedestrian
spaces.
• Local businesses have installed planters along
the storefronts to help soften and green the
streetscapes. In some cases planters have been
installed across from street trees which causes
very narrow walking conditions and potential ADA
issues.
• Outdoor dining appears to be happening primarily
at Julienne’s and at The San Marino Café &
Marketplace but space is very limited and seating
is crammed in the available streetscape areas, also
creating very tight walkway conditions.
PAGE 25 of 127
10% CONCEPTUAL DESIGN - FEBRUARY 2021 6
1 INTRODUCTION
EXECUTIVE SUMMARY
1.3 Stakeholder Interviews
In December 2020, The Arroyo Group conducted a
series of interviews with several residents and local
businesses to discover more about the needs of the
local community and to inform a community-driven
vision for the future of the Mission Village district.
The Arroyo Group also participated in a meeting
of the City’s Economic Development Committee to
discuss this project.
Stakeholders encouraged the streetscape to:
• Attract more families and children by creating
more family-friendly, social gathering spaces.
• Increase new pedestrian streetscape spaces
through re-aligned, new curbs and bulb-outs.
• Identify opportunities to increate streetscape tree
shade while also addressing maintenance issues
associated with existing Ficus tree liter and tripping
hazards.
• Provide nighttime ambience through lighting
improvements.
• Preserve existing or increase parking capacity
along the corridor.
• Improve overall strolling experience as a shopping
and entertainment street.
• Create a sense of arrival and destination for the
district.
• Identify opportunities for additional streetscape
furniture, including benches and trash cans.
• Provide new activity and entertainment
programming to encourage the local community
to ‘stay local’.
• Encourage outside visitors to come to the district
to help support local businesses.
• Temporary ‘pilot project’ solutions are not a desired implementation approach for fear of sending
the wrong message to the local community.
Permanent, full-install solutions are preferred.
PAGE 26 of 127
10% CONCEPTUAL DESIGN - FEBRUARY 2021 7
1 INTRODUCTION
EXECUTIVE SUMMARY
1.4 Project Goals
The following represent an understanding of the
project’s primary goals based on input received
from the local community, City staff, and the
City’s Economic Development Committee. These
principles became the foundation for guiding The
Arroyo Group’s conceptual design process and work
products, as further described below.
1. Help improve business vitality by creating an
environment where people want to be and
have opportunities to stroll and hang out.
2. Capitalize upon lessons learned during the
COVID-19 pandemic and the opportunity for
activated outdoor spaces.
3. Help establish an experiential vision for the
corridor, with a series of connected spaces
and experiences.
4. Prioritize lower cost improvements in the
near-term while maintaining a longer-term
vision for future improvement goals
PAGE 27 of 127
LOS ROBLES AVE
SAN MARINO
CAFÉ &
MARKETPLACE
THE CUB
HOUSE
MARK
TAYLOR
SALON
MISSION ST
15 EMPLOYE
PARKING
LOT
7 4
12 10
4 5
5 R25.00
2 1
PRIVATE
PARKING
LOT
PRIVATE
PARKING
LOT
PRIVATE
DRIVEWAY 20.00
28.00 4.00
4.00 PR
GA
10% CONCEPTUAL DESIGN - FEBRUARY 2021 8
1 INTRODUCTION
EXECUTIVE SUMMARY
2 Design Framework
Section 2 of this report focuses on our team’s process
for developing a comprehensive, long-term vision
plan for the Mission Village district. The Arroyo
Group believes that great places and successfully
realized projects result when three important forces
converge and can be mutually considered in the
design process: people, place, and economics.
The following descriptions outline more about each
important dynamic.
2.1 Physical Framework (place) - page 11
Some of our team’s very first observations from
preliminary site walks identified an abundance of
potentially under-utilized spaces throughout the
Mission Street corridor that could be opportunities
for adding space back to a usable pedestrian realm.
The Arroyo Group team looked for opportunities
to tighten broad intersection radii to gain additional
sidewalk space and in turn also help slow vehicular
traffic and shorten roadway crossing distances. Our
team noted roadway spaces not being used for either
vehicular circulation or parking as additional viable
opportunities for pedestrian recapture. An example
illustrating these recapture approaches has been
depicted to the right in gray.
Several mid-block crossings and other bulb-out
spaces were also strategically placed to help shorten
pedestrian crossing connections and to facilitate
cross street strolling, mentioned to be an important
consideration from our team’s early outreach
discussions.
The Physical Framework Plan included in Section 2
of this report indicates all the available physical areas our team identified as potentially viable pedestrian
realm recapture opportunities. This plan is intended
to represent a raw figure ground of available spaces
to be considered while developing a new vision and
experience along Mission Street. A range of ideas for
how these new potential spaces could be utilized has
been further explored as part of the Programming
Framework Plan also in section 2.
Filling in missing street trees within the existing
mature urban canopy was another clear opportunity
to physically improve the corridor by providing
a continuous shaded and a comfortable walking
environment. Tree infill opportunities have also been
indicated on the Physical Framework Plan.
Pedestrian
Recapture
Space
Shorter
Crosswalk
New
Tree
Close Gaps
In Mature
Tree Canopy
2.1 Physical Framework Plan
Existing
Sidewalk
PAGE 28 of 127
10% CONCEPTUAL DESIGN - FEBRUARY 2021 9
1 INTRODUCTION
EXECUTIVE SUMMARY
2 Design Framework (continued)
2.2 Programming Framework (people) - pages
12-14
The Programming Framework focuses on activities,
desired experiences and what user groups are being
targeted with improvements to be made within the
spaces identified in the Physical Framework Plan. It
will serve as the design direction for more detailed
schematic phases of streetscape design.
In the area, we identify three types of bulb-out
places: family/kids focused, seating/dining focused
and flexibly programmed; event spaces that can be
created through temporary closures of streets or
parking stalls; signature interactive features; and
district monument/gateway features. These spaces
are then related to a matrix of illustrative activities and events that could be held on the street throughout
the year, and demonstrates that the proposed design
framework provides spaces for all user groups,
particularly families with children, singles/couples,
“ladies who lunch” and visitors to San Marino.
2.3 Costing Framework (economics) - page 15
The Costing Framework Plan helps break down the
project into more digestible components that can
be funded and implemented over time. It identifies
the places that we believe warrant more investment
including high-end treatments, signature interactive
features and monument/gateway features based on
the value that they bring to the streetscape.
2.2 Programming Framework Plan Programming Matrix 2.3 Cost Framework Plan $ $$$
New Outdoor
Dining Place
Higher-end
Improvement
PAGE 29 of 127
10% CONCEPTUAL DESIGN - FEBRUARY 2021 10
1 INTRODUCTION
EXECUTIVE SUMMARY
3 Landscape Elements and Overall Costs
Section 3 of this report describes the types of
landscape elements that are included in the design
framework for the streetscape and gives a rough cost
estimate to implement the full treatment.
3.1 Cost Estimate - pages 16-17
Based on the Costing Framework Plan on page 15, we
have provided a rough cost estimate of approximately
$3.7 million to implement the full suite of streetscape improvements. This is broken into $1.3 million for
streetscape improvements (of which a significant
portion is lighting), $1.9 million for new bulb-out
places and major elements (signature interactive
features and district monument/gateway features),
and $400,000 for soft costs. Cost estimates were
gained from comparisons with similar recent projects
and consultation with practitioners and vendors,
and are subject to a great deal of variation as time
progresses and the design becomes more fixed.
3.2 Landscape Elements - pages 18-28
This section gives photographic examples and key
design direction points for each landscape system:
• Sidewalk Improvements: street trees, sidewalk
pots, pedestrian light fixtures, banner signs,
tree uplighting, street furniture and roadway restriping. We believe that the Chinese pistache tree will be an effective complement to and ultimately
replace the Ficus tree, providing a similar amount
of shade without upturning and littering sidewalks.
However, more soil space (root trenches) will be
required for them to flourish.
• Bulb-out Improvements: basic improvements
and high-end improvements, to be located as
indicated on the Costing Framework Plan. More
information about the cost assumptions for these
improvements is also provided.
• Major Elements: signature interactive features,
such as play structures and fountains, and district
monument/gateway features.
No exact style or design motif is presented at this
point, though community direction has indicated a
desire for continuing the classic American main street
feel of the street, with elements of the California
Mediterranean style associated with San Marino and
interest in other gestures to express the Chinese
ancestry of many of the City’s residents.
4 Phasing Scenarios - pages 29-44
In Section 4 of the report The Arroyo Group has
provided a range of near-term implementation
scenarios to consider for initial, focused investment.
These scenarios were intended to give the City a
process to begin immediate district improvements
while maintaining alignment to longer-term vision
goals for the Mission Village district. The collection of phasing scenarios was developed in conjunction with
City staff and offer an assortment of different budget
and level-of-improvement alternatives. Several
scenarios have been included with sub million-dollar
budgets to meet immediately available City funding.
Each phasing scenario has been presented with a
summary page depicting through imagery and cost
breakdown information what is included for each
scenario’s level of investment. Each scenario also
includes a plan diagram indicating the intended
physical scope and extents for each. A phasing
summary page has been included in this section to
evaluate the full range of scenarios that have been
developed.
4 Phasing Scenarios
PAGE 30 of 127
EL MOLINO AVE
LOS ROBLES AVE
LAS FLORES AVE
JULIENNE FINE
FOODS AND
CELEBRATIONS
SAN MARINO
CAFÉ &
MARKETPLACE
THE CUB
HOUSE
MARK
TAYLOR
SALON
MISSION ST
EUCLID AVE
4 6
15 EMPLOYEE
PARKING
LOT
PUBLIC
PARKING
LOT
PRIVATE
PARKING
LOT
4 4
7 3
4 4
12 PRIVATE
PARKING
LOT
PRIVATE
PARKING
LOT
12.00 10
4 5
5 R25.00
R35.00
2 1
PRIVATE
PARKING
LOT
PRIVATE
PARKING
LOT
PRIVATE
DRIVEWAY 20.00
28.00 4.00
4.00 2
PRIVATE
GARAGE
0 50' 100'
Physical Framework Plan
New Bulb-out Place
New Crosswalks
New Trees
Scale: 1” = 100’
2 10% CONCEPTUAL DESIGN - FEBRUARY 2021 11
DESIGN FRAMEWORK
PHYSICAL FRAMEWORK
PAGE 31 of 127
EL MOLINO AVE
LOS ROBLES AVE
LAS FLORES AVE
JULIENNE FINE
FOODS AND
CELEBRATIONS
SAN MARINO
CAFÉ &
MARKETPLACE
THE CUB
HOUSE
MARK
TAYLOR
SALON
MISSION ST
EUCLID AVE
4 6
15 EMPLOYEE
PARKING
LOT
PUBLIC
PARKING
LOT
PRIVATE
PARKING
LOT
4 4
7 3
4 4
12 PRIVATE
PARKING
LOT
PRIVATE
PARKING
LOT
12.00 10
4 5
5 R25.00
R35.00
2 1
PRIVATE
PARKING
LOT
PRIVATE
PARKING
LOT
PRIVATE
DRIVEWAY 20.00
28.00 4.00
4.00 2
PRIVATE
GARAGE
0 50' 100'
Scale: 1” = 100’
2 10% CONCEPTUAL DESIGN - FEBRUARY 2021 12
PROGRAMMING FRAMEWORK
Programming Framework Plan
Bulb-out Place - Family/Kids Focused
Bulb-out Place - Seating/Dining Focused
Bulb-out Place - Flexible Program
Temporary Vehicular Closure Areas for Events
1 Sidewalk Event: Hosted in Closure of Diagonal Parking 2 Small Event: Hosted in Half Parking Lot Closure
3 Larger Event: Hosted in Roadway Closure
Streetscapes
Signature Interactive Feature
District Monument / Gateway Feature
1 2
3 DESIGN FRAMEWORK
PAGE 32 of 127
2 10% CONCEPTUAL DESIGN - FEBRUARY 2021 13
Programming Opportunties
LOCATION*
Dec Jan Feb Mar Apr May June July Aug Sept Oct Nov
Holiday Events
4th of July Fireworks o xxxx
Christmas Santa Event, Holiday Shopping Stroll o xx x
Autumn Moon Festival o xx x
Memorial Day Festival o xxx
Labor Day Festival/Walk o xxx
Small Businesses Saturday/Shopping Event o xxx
Lunar New Year o xx x
Mother's Day Brunch o xxx
Halloween Trick or Treat Walk o x
Valentines Date Night o x
Easter Brunch o xxxx
Thanksgiving Pumpkin Carving Contest o xx
New Year's Eve / Day Celebrations o xx x
Periodic Activities/Events
Farmers Market xxxx
Art Walk / Food Truck Night xx
Chalk Festival (Pasadena) xx
Wine Walk (Glendora) xx
Outdoor Movie Night xx x
Temporary Ice Skating Rink xx x
Temporary Outdoor Salon (Covid) xx
Ourdoor Fitness Area x
Arts and Crafts Shows xx
Small Concert and Music Shows xx x
Outdoor Garden Show xx
Bike Event / Bicycle Rally xx x
Block Party xx x
Pop‐up and Sponsored Events xx
Physical Programming
Outdoor Seating and Restaurant Dining xxxx
Overhead Canopy Lighting xxxx
Oversize Chess Board Feature xx
Interactive Gaming Elements: Foosball, Ping Pong xx
Public Art / Sculptures o xxxx
Kids Interactive Water Feature x
Interactive Lighting and Experiential Art Installations xxxx Bike Parking xx x
CALENDAR USERS
Families
with
Children
Ladies
Who Lunch
Visitors
from
Outside
Couples /
Singles
(Residents)
WINTER SPRING SUMMER FALL
DESIGN FRAMEWORK
PROGRAMMING FRAMEWORK
PAGE 33 of 127
2 10% CONCEPTUAL DESIGN - FEBRUARY 2021 14
LOCATION*
Dec Jan Feb Mar Apr May June July Aug Sept Oct Nov
CALENDAR USERS
Families
with
Children
Ladies
Who Lunch
Visitors
from
Outside
Couples /
Singles
(Residents)
WINTER SPRING SUMMER FALL
Urban Swings xx x
WIFI Hot Spots o xxxx
Pedestrian Lighting xxxx
Interactive Signage and Wayfinding Kiosk xxxx
Monument and Gateway Elements xxxx
Upgraded Crosswalks xxxx
Kids Play Structure x
Lush Garden Spaces xxxx
Flexible Plaza Spaces xxxx
Fixed Seating Elements for Grouping and People Watching xxxx Sidewalk Art Opportunities xxxx
Special Paving Areas o xxxx
Food and Beverage Kiosks (Temporary or Permanent) xxxx
Social Media 'Selfie' Moment Feature xx x
*Reference Programming Framework Plan for proposed plan locations of programming and activities. o Items could occur across multiple spaces.
Bulb‐out Place ‐ Family/Kids Focused
Bulb‐out Place ‐ Seating/Dining Focused
Bulb‐out Place ‐ Flex To Program
Temporary Vehicular Closure Area
Streetscapes
Programming Framework
Bulb-out Place - Family/Kids Focused
Bulb-out Place - Seating/Dining Focused
Bulb-out Place - Flexible Program
Temporary Vehicular Closure Areas for Events
Streetscapes
DESIGN FRAMEWORK
PROGRAMMING FRAMEWORK
PAGE 34 of 127
EL MOLINO AVE
LOS ROBLES AVE
LAS FLORES AVE
JULIENNE FINE
FOODS AND
CELEBRATIONS
SAN MARINO
CAFÉ &
MARKETPLACE
THE CUB
HOUSE
MARK
TAYLOR
SALON
MISSION ST
EUCLID AVE
4 6
15 EMPLOYEE
PARKING
LOT
PUBLIC
PARKING
LOT
PRIVATE
PARKING
LOT
4 4
7 3
4 4
12 PRIVATE
PARKING
LOT
PRIVATE
PARKING
LOT
12.00 10
4 5
5 R25.00
R35.00
2 1
PRIVATE
PARKING
LOT
PRIVATE
PARKING
LOT
PRIVATE
DRIVEWAY 20.00
28.00 4.00
4.00 2
PRIVATE
GARAGE
0 50' 100'
Scale: 1” = 100’
2 10% CONCEPTUAL DESIGN - FEBRUARY 2021 15
DESIGN FRAMEWORK
COSTING FRAMEWORK
Costing Framework Plan
Streetscape Improvements
Bulb-out - Basic Improvement
Bulb-out - High-end Improvement
Signature Interactive Feature
District Monument / Gateway Features
PAGE 35 of 127
3 10% CONCEPTUAL DESIGN - FEBRUARY 2021 16
LANDSCAPE ELEMENTS AND OVERALL COSTS
O V E R A L L C O S T S U M M A RY
Overall Cost Breakdown and Assumptions
No Improvement Type Quantity Units Unit Cost Sub Total Notes Streetscape Improvements
1 New Sidewalk Trees 25 EA $5,000 $125,000 Includes tree well demolition to cut in new tree wells ($1500 ea), materials & installation for root trench planting soil ($1500 ea), min 36" box tree (~$2000 ea). 2 New Sidewalk Pots 123 EA $1,500 $184,500 Includes simple shrub‐type planting. Pot type to match other San Marino streetscape elements to replace existing varied‐type planters. Calc 1: roughly 41 street‐facing businesses @ avg 3 pots each business = 123 pots. Calc 2: roughly 1500 LF street‐facing store frontage @ 1 pot every 15' = 100 pots. Calc 3: 2 pots for each street tree, 55 total trees x 2 = 110 pots. Provisioning for potential max pots as part of this estimate.
3 New Pedestrian Light Fixtures ‐ Decorative Pole Type 47 EA $15,000 $705,000 Replace existing fixtures and add new fixtures to maintain consistent streetscape light levels.
Recommended to space poles at a rate of 3x height of desired pole height. Assume 18' high pole. 2,550 LF streetscape / 54 = 47 new fixtures. For reference, existing poles = 6 north side, 7 south side.
Assume some reuse of existing conduits, electrical, transformer, pull boxes. Consider unique San Marino post fixture to match other streetscape elements. 4 Banner Signs 24 EA $2,800 $67,200 Assume fixed to alternating light pole fixtures. Coordinated with overall district branding strategy. 5 Tree Uplighting 110 EA $1,000 $110,000 Assume two (2) fixtures per existing and new streetscape trees. Flush, in‐grade type. IP67 rated 6 Street Furniture ‐ Bench 24 EA $2,000 $48,000 Assume four (4) streetscape benches per block 7 Street Furniture ‐ Trash Receptacle 12 EA $800 $9,600 Assume two (2) streetscape trash receptacles per block 8 Roadway Re‐Striping 1 LS $20,000 $20,000 Inclues parking lines for new and re‐striped spaces on south side, continential crosswalk striping $1,269,300
Bulb‐out Space Improvements*
9 Bulb‐out ‐ Basic Improvement 7,218 SF $27.84 $200,949 Unit costing for civil works and basic landscape treatments only. See more detailed breakdown of SF unit costs.
10 Bulb‐out ‐ High‐end Improvement 12,180 SF $128.18 $1,561,232 Unit costing for basic civil + landscape improvement add‐ons. See more detailed breakdown of SF unit costs.
Major Elements
11 Signature Interactive Feature 1 LS $125,000 $125,000 Provision for a significant placemaking feature element TBD such as kids' play element, interactive water feature, interactive art element, etc
12 District Monument/Gateway Features ‐ Major Type 3 EA $20,000 $60,000 Assume an average cost for an element in the range of $15,000‐$25,000 ea $1,947,182
Soft Costs
13 Design Services ‐ Landscape Architecture 1 LS $160,824 $160,824 Assume ~5% of overall construction costs, Schematic Design to Construction Document scope of work, assumes one full phase for the documentation.
14 Design Services ‐ Civil 1 LS $75,000 $75,000
PAGE 36 of 127
3 10% CONCEPTUAL DESIGN - FEBRUARY 2021 17
O V E R A L L C O S T S U M M A RY
15 Design Services ‐ Traffic Engineering 1 LS $75,000 $75,000 Validate overall design, confirm we are not creating unforeseen safety and traffic issues, provide traffic signal relocation upgrade plans, signing and striping plan. 16 Design Services ‐ Electrical Engineering 1 LS $15,000 $15,000 17 Design Services ‐ Environmental Graphics 1 LS $26,600 $26,600 Monument element design. Design work for monuments and banners, detail drawings and client meetings. 180‐200 hours = $25,200 ‐ $28,000. Assume average cost within this range for purposes of this estimate.
18 Design Services ‐ Identify and Branding 1 LS $10,000 $10,000 District‐wide identity and branding strategy. 50‐80 hours = $7,000 ‐ $11,200. Assume average cost within this range for purposes of this estimate.
19 Design Services ‐ Lighting Design 1 LS $25,000 $25,000 20 Site Survey 1 LS $25,000 $25,000
21 Geotechnical Report 1 LS $25,000 $25,000
22 Permitting and Approvals 1 LS $0 $0 Assume no permits or CEQA will be required for the project. $437,424
Grand Total $3,653,906
Supplemental Costs
Additional Phasing Construction Upcharge 1 EA $20,000 $20,000 Additional construction cost to add to each project phase Not Included ‐‐> Potential Add‐ons
Streetscape Tree Grates 55 EA $3,000 $165,000 Tree grates installed at all existing trees (30) and new trees (25) to maximize constrainted walking conditions and reduce tripping hazards along streetscapes.
City‐wide Wayfinding Signs Directionals and parking directionals, separate proposal. *See pages 23 and 25 for more detailed cost breakdown information for bulb‐out spaces
LANDSCAPE ELEMENTS AND OVERALL COSTS
PAGE 37 of 127
3 10% CONCEPTUAL DESIGN - FEBRUARY 2021 18
Key points:
• New sidewalk trees to continue with Chinese
Pistache / Pistachia chinensis to replace existing
Ficus over time.
• A subterranean root trench to be installed with
each new tree planting targeting 100 ft3 of planting
soil per tree to provide enough soil volume for the
trees to grow large and provide an adequate shade
canopy. Root trenches would be below paving
areas and to be designed so that surface conditions
can be walked upon.
• Pots to be selected from an available family of
elements so that a range of complimentary pot
sizes and shapes can be implemented across a
range of sidewalk and storefront conditions, and
to offer some variety along the streetscapes.
• Pot should be more traditional in style but not
overly ornate and to be coordinated with the
overall district branding strategy. A custom San
Marino family of pots would be a great way to
uniquely brand the district.
STREETSCAPE IMPROVEMENTS
1 New Sidewalk Trees 2 New Sidewalk Pots
LANDSCAPE ELEMENTS AND OVERALL COSTS
to run
continuous
between
PAGE 38 of 127
3 10% CONCEPTUAL DESIGN - FEBRUARY 2021 19
Key points:
• Light fixtures will be another good opportunity to
apply branding and district character strategies
to the overall corridor and should be included in
developing that larger strategy.
• Pedestrian light posts to be more traditional in style but not overly ornate and should be complementary
to the more functional roadway lighting fixtures
(where applicable) and other vertical elements to
create a family of vertical features.
• Lighting elements to use LED lighting sources.
• Banner signs and other district identification
systems can be considered for multiple applications
including from streetscape posts, mounted to
storefronts, or perhaps included with the City’s
ongoing awning improvement program.
• Branding signs should be considered as part of a
larger strategy for the district identity.
STREETSCAPE IMPROVEMENTS
3 New Pedestrian Light Fixtures - Decorative Pole 4 Banner Signs
LANDSCAPE ELEMENTS AND OVERALL COSTS
PAGE 39 of 127
3 10% CONCEPTUAL DESIGN - FEBRUARY 2021 20
Key points:
• Tree lighting to be an in-grade type, mounted in
paving, cobble, or tree grates at the base of the
trees. Two fixtures per tree. Fixtures to have a high
IP rating to prevent moisture leakage into fixtures,
preferably IP67.
• Consider uplights with an LED light source.
Consider including control system to allow for
color change for holidays and events.
• Alternative tree canopy mounted down lights can
also be considered to light up canopies, with close
attention to how conduit will run up the trees and
be hidden from view. This may not work in the
existing Ficus canopies because of the canopy
denseness, this route will require additional study.
Clear preference is lighting from below to also light
up the trunks.
STREETSCAPE IMPROVEMENTS
5. Tree Uplighting
LANDSCAPE ELEMENTS AND OVERALL COSTS
PAGE 40 of 127
3 10% CONCEPTUAL DESIGN - FEBRUARY 2021 21
Key points:
• Similar to pots and light fixtures, benches and
trash receptacles need to be selected as a family
of elements and coordinated to San Marino’s
overall district branding and character approach.
Considering a custom or unique San Marino family
of elements would also be encouraged.
• Painted metal elements preferred over natural
wood for purposes of maintenance and durability.
Manufactured/recycled wood not preferred due to
perceptions associated with quality and longevity.
• Elements to be securely fixed to paving to prevent
movement or theft.
STREETSCAPE IMPROVEMENTS
6 Street Furniture - Bench
7 Street Furniture - Trash Receptacle
LANDSCAPE ELEMENTS AND OVERALL COSTS
PAGE 41 of 127
3 10% CONCEPTUAL DESIGN - FEBRUARY 2021 22
Key points:
• Lower level of bulb-out investment.
• Not intended to be heavily programmed with
activities and features. Will be used primarily
to help prioritize a pedestrian oriented district,
shorten roadway crossing distances, and provide
opportunities for creating additional streetscape
greening pockets and softness.
• Bulb-outs intended to include both simple
hardscape and planted softscape spaces at this
basic level of improvement.
• Hardscape surfaces to be implemented with
standard cast-in-place concrete paving to be cost
effective and durable.
• Pedestrian crossings to be striped with clear and
bold patterns to indicate pedestrian priority. Art
crossings can also be considered in conjunction
with a larger art strategy for the district.
BULB-OUT IMPROVEMENTS
9 Bulb-out - Basic Improvement
LANDSCAPE ELEMENTS AND OVERALL COSTS
PAGE 42 of 127
3 10% CONCEPTUAL DESIGN - FEBRUARY 2021 23
United Contractors
10725 Ellis Avenue, Suite D
Fountain Valley, CA 92708
P: (949) 945-0905
Contractor License #:
949005
Revision:Original Mission Street Improvements
2500 Mission St
San Marino, CA 91108
Printed On: 01/07/2021
Division Total
01 General Conditions $72,408.17
02 Site Work $336,969.59
02-020.S Surveying $8,133.34
02-180.S Temp Fence $2,168.89
02-226.S Concrete Sawing Demolition $2,711.11
02-227.S Demolition $102,725.14
02-310.S Grading $9,217.78
02-370.S Erosion Control $4,120.89
02-500.S Utility Services $3,470.22
02-701.S Paving $11,061.34
02-704 .S Parking Lot Striping $3,795.56
02-754.S Site Concrete $189,565.32
10% Fee $40,937.76
Total $450,315.52
Cost/Sq. Foot (Sq Ft): 16,174 $27.84
United Contractors
10725 Ellis Avenue, Suite D
Fountain Valley, CA 92708
P: (949) 945-0905
Contractor License #:
949005
SCOPE OF WORK
Mission Street Improvements
2500 Mission St
San Marino, CA 91108
Estimator: Jim Jaquette
Architect Number:
Detailed notes explaining our attached Bid Proposal dated on 01/07/2021.
General Bid Notes
Proposal is based on sketch by Commercial Development Resources. Proposal is based on the sawcut and demolition of the existing curb and asphalt, soil prep, forming and pouring concrete as reflected on plans.
1. United Contractors
10725 Ellis Avenue, Suite D
Fountain Valley, CA 92708
P: (949) 945-0905
Contractor License #:
949005
Exclusions & Qualifications
Project:
Mission Street Improvements
2500 Mission St
San Marino, CA 91108
Print Date:
01/07/2021
Proposal presumes that all work is to be completed during normal working hours and within one contiguous phase.
Proposal does not include any modifications to existing city utilities.
Proposal does not include and special, third party, or deputy inspections.
Proposal does not include cost of plancheck, permit, utility or municipal fees.
Cost is based on a prevailing wage standard.
Proposal is based on budgetary sketches and is subject to change upon receipt of construction documents.
Proposal is based on a prevailing wage project.
An allowance of $12,000 for traffic control has been included.
United Contractors
10725 Ellis Avenue, Suite D
Fountain Valley, CA 92708
P: (949) 945-0905
Contractor License #:
949005
Alternates
Project: Mission Street Improvements Print Date: 01/08/2021 Location: 2500 Mission St San Marino CA 91108 Bid Date: 01/07/2021 Area: 16,174.00 SF Revision: Original
Architect Number: Owner Contact: Aaron Albertson
Adding phases $16,104.01
Additional cost to add a phase to the project.
BULB-OUT IMPROVEMENTS
LANDSCAPE ELEMENTS AND OVERALL COSTS
Bulb-out - Basic Improvement: Cost Documentation
PAGE 43 of 127
3 10% CONCEPTUAL DESIGN - FEBRUARY 2021 24
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Key points:
• Higher level of bulb-out investment.
• This level of bulb-out is intended to be more
heavily programmed with activities, elements, and
interesting placemaking features. This bulb-out
will provide additional sidewalk/streetscape spaces
for pedestrians to use and engage in as a series of
experiences along Mission Street.
• A richer range of materials and investment is
intended for this type of bulb-out. Brick paving
with interesting patterns encouraged, along with
planter walls to protect the interior spaces and
offer seating, tree plantings for shade, special
lighting, art, and other unique, programmed
features as described in this report.
• Opportunities to bring in art to draw from and
compliment the other strong civic institutions
in the City such as the Huntington Library and
gardens.
BULB-OUTS IMPROVEMENTS
10 Bulb-out - High-end Improvement
LANDSCAPE ELEMENTS AND OVERALL COSTS
PAGE 44 of 127
3 10% CONCEPTUAL DESIGN - FEBRUARY 2021 25
BULB-OUTS IMPROVEMENTS
10 Bulb-out - High-end Improvement
LANDSCAPE ELEMENTS AND OVERALL COSTS
PAGE 45 of 127
3 10% CONCEPTUAL DESIGN - FEBRUARY 2021 26
Landscape Cost Build‐up per SF
Bulb‐out ‐ High‐end Improvement
Item Quantity Units Unit Cost Sub Total Notes
Hardscape ‐ Paving ‐ Saw‐cut CIP Concrete 916 SF $0.00 $0 75% of bulb‐out space ‐ CONC ALREADY COVERED IN CIVIL Hardscape ‐ Planter Wall 240 FF $225 $54,000 ~70% of bulb‐out perimeter to protect the interior spaces, assume 3' high concrete wall (2' above grade, 1' below grade) x 80 LF, sand blast finish
Hardscape ‐ Brick Paving Upgrade 916 SF $15 $13,736 Concrete sub‐slab provided as part of base Civil works Softscape ‐ Trees 1 EA $2,000 $2,000 Provision one (1) large installed tree per bulb‐out (assume 36" box) Softscape ‐ Root Trench 1 EA $2,000 $2,000 10' x 20' x 5' deep sub‐terrain soil volume, assuming $40/CY planting soil fill, includes excavation and installation
Softscape Groundcover/Shrubs 305 SF $6.75 $2,060 25% of bulb‐out space; 5‐gallon plants @ 2' oc triangular spacing (.25 plants / SF) Irrigation ‐ Softscape Areas 305 SF $2.00 $611
Site Furnishings ‐ Loose Tables and Chairs 12 EA $500 $6,000 Assume this is a public seating space, used by the adjacent businesses Lighting ‐ Tree Uplights 2 EA $800 $1,600 Assume 2 lights per tree Lighting ‐ Decorative Lighting Provision 1 LS $2,500 $2,500 Lighting ‐ Transformer, wiring, connectors 1 LS $1,000 $1,000 Art ‐ Provision for Art Implementation TBD 1 LS $2,000 $2,000 Total $87,507
Contingency (10%) $8,751
Prevailing Wage Provision (30%) $26,252
Grand Total $122,510
San Marino Café & Marketplace Bulb‐out Area 1,221 SF units; includes bulb‐out area from back of curb and side walk area within bulb‐out extents Applied Cost $100.34 Cost per SF
LANDSCAPE ELEMENTS AND OVERALL COSTS
BULB-OUT IMPROVEMENTS
Cost Documentation for Additional Costs to Create High-end Improvements PAGE 46 of 127
3 10% CONCEPTUAL DESIGN - FEBRUARY 2021 27
Key points:
• This feature is intended to be a major district
investment and to offer a highly unique and
memorable placemaking experience along the
corridor. A broad range of options can be
considered for this feature but the experience
should be interactive and inviting for guests to
engage with. This feature should be reflective of
the larger district character, theme, etc. in some
way.
• Some preliminary ideas for this feature include:
a themed kid’s play element, an interactive water
feature with pop jets, a multi-media art experience
etc.
• Feature is envisioned to be an important driver for
attracting families and kids to Mission Street to
gather and hang out.
MAJOR ELEMENTS
11 Signature Interactive Feature
LANDSCAPE ELEMENTS AND OVERALL COSTS
PAGE 47 of 127
3 10% CONCEPTUAL DESIGN - FEBRUARY 2021 28
MAJOR ELEMENTS
LANDSCAPE ELEMENTS AND OVERALL COSTS
11 Signature Interactive Feature
PAGE 48 of 127
3 10% CONCEPTUAL DESIGN - FEBRUARY 2021 29
Key points:
• This feature is intended to be a major placemaking
element and to help provide better identification
to the larger Mission Village district. The feature
is envisioned to enhance a sense of arrival and
destination to the district with a clear sense that you have left the adjacent residential neighborhoods.
• The feature to be considered in conjunction with
overall district branding strategies and should be
a complimentary element to the other landscape
elements.
• No specific form or exact application for this feature has been defined at this point but may be more
monument or pylon based due to constrained site
spaces. We anticipate this element to take more
specific shape under a separate project focused on
district-wide branding and identification.
MAJOR ELEMENTS
12. District Monument Gateway Features - Major type
LANDSCAPE ELEMENTS AND OVERALL COSTS
PAGE 49 of 127
4 10% CONCEPTUAL DESIGN - FEBRUARY 2021 30
PHASING SCENARIOS
PHASING SCENARIOS SUMMARY
Phasing Scenarios
Cost Notes
Scenario A: Basic Streetscapes + Priority Bulb‐outs
Streetscape Improvements ‐ REDUCED SCOPE $419,500 INCLUDES: New Sidewalk Trees, Sidewalk Pots, Tree Uplighting. EXCLUDES: New Pedestrian Light Fixtures ‐ Decorative Pole Type, Banner Signs, Roadway Re‐Stripping, Street Furniture ‐ Bench, Street Furniture ‐ Trash Receptacle
New Bulb‐outs ‐ Prority at San Marino Café and Julienne's $331,345 2,585 SF @ $128.18/SF (Bulb‐out ‐ High‐end Improvement).
District Monument/Gateway Features ‐ Major Type $60,000 Three (3) Soft Costs $153,098 Assume 35% of total soft costs.
$963,944
Scenario B: Basic Streetscapes + Modified High‐end Bulb‐outs Streetscape Improvements ‐ REDUCED SCOPE $419,500 INCLUDES: New Streetscape Trees, New Streetscape Pots, New District Monument/Gateway Features (3), Tree Uplighting. EXCLUDES: New Pedestrian Light Fixtures ‐ Decorative Pole Type, Banner Signs, Roadway Re‐Stripping, Street Furniture ‐ Bench, Street Furniture ‐ Trash Receptacle New Bulb‐outs ‐ ALL Proposed High‐end Bulb‐outs with Modified Landscape Program (No Perimeter Walls)
$1,016,543 EXCLUDE PERIMETER PROTECTION WALLS, REPLACE WITH POTS; At San Marino Café, Los Robles NW corner, Julienne's (both sides), and El Molino NW corner (12,180 total SF). Assume $83.46 / SF for modified landscape program (previously $128.18 / SF with walls).
District Monument/Gateway Features ‐ Major Type $60,000 Three (3) Soft Costs $153,098 Assume 35% of total soft costs.
$1,649,141
Scenario C: Strolling Experience (Complete Full North Side) Streetscape Improvements ‐ FULL NORTH SIDE ONLY $647,150 Full scope streetscape improvements, north side only.
New Bulb‐outs ‐ FULL NORTH SIDE ONLY $1,776,454 Bulb‐outs include perimeter protection walls.
Soft Costs $218,712 Assume 50% of total soft costs.
$2,642,316 Without bulb‐out walls, this option can be just under $2 million.
Scenario D: Streetscapes and Bulb‐outs at Los Robles
Streetscape Improvements ‐ AROUND LOS ROBLES ONLY $112,200 Full scope streetscape improvements, Los Robles intersection only.
New Bulb‐outs ‐ AROUND LOS ROBLES ONLY $649,984 INCLUDES: one (1) Monument/Gateway Feature.
Soft Costs $153,098 Assume 35% of total soft costs.
$915,282
Scenario E: No Bulb‐outs ‐ Existing Streetscape Focused Streetscape Improvements ‐ REDUCED PEDESTRIAN POLE LIGHTING $799,300 REDUCE: Pedestrian lighting by 2/3. EXCLUDES: ALL Monument/Gateway Features at bulb‐outs Soft Costs $284,326 Assume 65% of total soft costs.
$1,083,626
PAGE 50 of 127
4 10% CONCEPTUAL DESIGN - FEBRUARY 2021 31
PHASING SCENARIOS SUMMARY
Scenario F: Tivoli Lighting Replacing Ped Lighting
Streetscape Improvements ‐ NO PEDESTRIAN POLE LIGHTING $479,500 INCLUDES: New Streetscape Trees, New Streetscape Pots, New District Monument/Gateway Features (3), Tree Uplighting. EXCLUDES: New Pedestrian Light Fixtures ‐ Decorative Pole Type, Banner Signs, Roadway Re‐Stripping, Street Furniture ‐ Bench, Street Furniture ‐ Trash Receptacle Overhead Tivoli Lighting Canopy 1 $405,000 Provisional sum pending more exact pricing and available design information. Pricing breakdown includes: Support posts: assume 25'‐30' tall, 12 total posts (6 per side x 1 blocks; spaced 60' oc) x $20,000 each including footing = $240,000. Tensioned wire support system: $25,000. LED lighting strips: spaced 1' on‐center x 20 rows wide x 300' along overall application length = $100,000.
Electrical and control system: wiring, conduit, controls, transformers, etc. = $40,000 Soft Costs $284,326 Assume 65% of total soft costs.
$1,168,826
Scenario G: Minimum Streetscapes
Streetscape Improvements ‐ MOST MINIMUM $352,100 INCLUDES: New Streetscape Pots (123 ea), Tree Uplighting, Street Furniture ‐ Bench, Street Furniture ‐ Trash Receptacle, . EXCLUDES: New Streetscape Trees, New Pedestrian Light Fixtures ‐ Decorative Pole Type, Banner Signs, Roadway Re‐Stripping, New District Monument/Gateway Features (3)
Soft Costs $109,356 Assume 25% of total soft costs.
$461,456
Notes:
1 Costs for this item to be considered a guiding provisional sum only. There are a range of variables for this overall assembly that could vary costs significantly. This item will need specialist review and consultation when more is known about a direction for the feature.
PHASING SCENARIOS
PAGE 51 of 127
EL MOLINO AVE
LOS ROBLES AVE
LAS FLORES AVE
JULIENNE FINE
FOODS AND
CELEBRATIONS
SAN MARINO
CAFÉ &
MARKETPLACE
THE CUB
HOUSE
MARK
TAYLOR
SALON
MISSION ST
EUCLID AVE
4 6
15 EMPLOYEE
PARKING
LOT
PUBLIC
PARKING
LOT
PRIVATE
PARKING
LOT
4 4
7 3
4 4
12 PRIVATE
PARKING
LOT
PRIVATE
PARKING
LOT
12.00 10
4 5
5 R25.00
R35.00
2 1
PRIVATE
PARKING
LOT
PRIVATE
PARKING
LOT
PRIVATE
DRIVEWAY 20.00
28.00 4.00
4.00 2
PRIVATE
GARAGE
0 50' 100'
4 10% CONCEPTUAL DESIGN - FEBRUARY 2021 32
SCENARIO A: BASIC STREETSCAPES + PRIORITY BULB-OUTS
Scenario A: Basic Streetscapes + Priority Bulb-outs
Streetscape Improvements - Reduced Scope
Priority Bulb-out - High-end Improvement
District Monument Feature
PHASING SCENARIOS
PAGE 52 of 127
4 10% CONCEPTUAL DESIGN - FEBRUARY 2021 33
SCENARIO A: BASIC STREETSCAPES + PRIORITY BULB-OUTS
Phasing Scenarios
Cost Notes
Scenario A: Basic Streetscapes + Priority Bulb‐outs
Streetscape Improvements ‐ REDUCED SCOPE $419,500 INCLUDES: New Sidewalk Trees, Sidewalk Pots, Tree Uplighting. EXCLUDES: New Pedestrian Light Fixtures ‐ Decorative Pole Type, Banner Signs, Roadway Re‐Stripping, Street Furniture ‐ Bench, Street Furniture ‐ Trash Receptacle
New Bulb‐outs ‐ Prority at San Marino Café and Julienne's $331,345 2,585 SF @ $128.18/SF (Bulb‐out ‐ High‐end Improvement).
District Monument/Gateway Features ‐ Major Type $60,000 Three (3) Soft Costs $153,098 Assume 35% of total soft costs.
$963,944
Scenario B: Basic Streetscapes + Modified High‐end Bulb‐outs Streetscape Improvements ‐ REDUCED SCOPE $419,500 INCLUDES: New Streetscape Trees, New Streetscape Pots, New District Monument/Gateway Features (3), Tree Uplighting. EXCLUDES: New Pedestrian Light Fixtures ‐ Decorative Pole Type, Banner Signs, Roadway Re‐Stripping, Street Furniture ‐ Bench, Street Furniture ‐ Trash Receptacle New Bulb‐outs ‐ ALL Proposed High‐end Bulb‐outs with Modified Landscape Program (No Perimeter Walls)
$1,016,543 EXCLUDE PERIMETER PROTECTION WALLS, REPLACE WITH POTS; At San Marino Café, Los Robles NW corner, Julienne's (both sides), and El Molino NW corner (12,180 total SF). Assume $83.46 / SF for modified landscape program (previously $128.18 / SF with walls).
District Monument/Gateway Features ‐ Major Type $60,000 Three (3) f$f l f
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PHASING SCENARIOS
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PAGE 53 of 127
EL MOLINO AVE
LOS ROBLES AVE
LAS FLORES AVE
JULIENNE FINE
FOODS AND
CELEBRATIONS
SAN MARINO
CAFÉ &
MARKETPLACE
THE CUB
HOUSE
MARK
TAYLOR
SALON
MISSION ST
EUCLID AVE
4 6
15 EMPLOYEE
PARKING
LOT
PUBLIC
PARKING
LOT
PRIVATE
PARKING
LOT
4 4
7 3
4 4
12 PRIVATE
PARKING
LOT
PRIVATE
PARKING
LOT
12.00 10
4 5
5 R25.00
R35.00
2 1
PRIVATE
PARKING
LOT
PRIVATE
PARKING
LOT
PRIVATE
DRIVEWAY 20.00
28.00 4.00
4.00 2
PRIVATE
GARAGE
0 50' 100'
4 10% CONCEPTUAL DESIGN - FEBRUARY 2021 34
SCENARIO B: BASIC STREETSCAPES + MODIFIED HIGH-END BULB-OUTS Scenario B: Basic Streetscapes + Modified High-end Bulb-outs Streetscape Improvements - Reduced Scope
Priority Bulb-out - High-end Improvement
District Monument Feature
PHASING SCENARIOS
PAGE 54 of 127
4 10% CONCEPTUAL DESIGN - FEBRUARY 2021 35
Phasing Scenarios
Cost Notes
Scenario A: Basic Streetscapes + Priority Bulb‐outs
Streetscape Improvements ‐ REDUCED SCOPE $419,500 INCLUDES: New Sidewalk Trees, Sidewalk Pots, Tree Uplighting. EXCLUDES: New Pedestrian Light Fixtures ‐ Decorative Pole Type, Banner Signs, Roadway Re‐Stripping, Street Furniture ‐ Bench, Street Furniture ‐ Trash Receptacle
New Bulb‐outs ‐ Prority at San Marino Café and Julienne's $331,345 2,585 SF @ $128.18/SF (Bulb‐out ‐ High‐end Improvement).
District Monument/Gateway Features ‐ Major Type $60,000 Three (3) Soft Costs $153,098 Assume 35% of total soft costs.
$963,944
Scenario B: Basic Streetscapes + Modified High‐end Bulb‐outs Streetscape Improvements ‐ REDUCED SCOPE $419,500 INCLUDES: New Streetscape Trees, New Streetscape Pots, New District Monument/Gateway Features (3), Tree Uplighting. EXCLUDES: New Pedestrian Light Fixtures ‐ Decorative Pole Type, Banner Signs, Roadway Re‐Stripping, Street Furniture ‐ Bench, Street Furniture ‐ Trash Receptacle New Bulb‐outs ‐ ALL Proposed High‐end Bulb‐outs with Modified Landscape Program (No Perimeter Walls)
$1,016,543 EXCLUDE PERIMETER PROTECTION WALLS, REPLACE WITH POTS; At San Marino Café, Los Robles NW corner, Julienne's (both sides), and El Molino NW corner (12,180 total SF). Assume $83.46 / SF for modified landscape program (previously $128.18 / SF with walls).
District Monument/Gateway Features ‐ Major Type $60,000 Three (3) Soft Costs $153,098 Assume 35% of total soft costs.
$1,649,141
Scenario C: Strolling Experience (Complete Full North Side) Streetscape Improvements ‐ FULL NORTH SIDE ONLY $647,150 Full scope streetscape improvements, north side only.
New Bulb‐outs ‐ FULL NORTH SIDE ONLY $1,776,454 Bulb‐outs include perimeter protection walls.
Soft Costs $218,712 Assume 50% of total soft costs.
$2,642,316 Without bulb‐out walls, this option can be just under $2 million.
Scenario D: Streetscapes and Bulb‐outs at Los Robles
Streetscape Improvements ‐ AROUND LOS ROBLES ONLY $112,200 Full scope streetscape improvements, Los Robles intersection only. 10 (sim) Modified high-end bulb out without perimeter walls SCENARIO B: BASIC STREETSCAPES + MODIFIED HIGH-END BULB-OUTS
PHASING SCENARIOS
1 Sidewalk Trees 2 Sidewalk Pots 5 Tree Uplighting
12 District Monument
PAGE 55 of 127
EL MOLINO AVE
LOS ROBLES AVE
LAS FLORES AVE
JULIENNE FINE
FOODS AND
CELEBRATIONS
SAN MARINO
CAFÉ &
MARKETPLACE
THE CUB
HOUSE
MARK
TAYLOR
SALON
MISSION ST
EUCLID AVE
4 6
15 EMPLOYEE
PARKING
LOT
PUBLIC
PARKING
LOT
PRIVATE
PARKING
LOT
4 4
7 3
4 4
12 PRIVATE
PARKING
LOT
PRIVATE
PARKING
LOT
12.00 10
4 5
5 R25.00
R35.00
2 1
PRIVATE
PARKING
LOT
PRIVATE
PARKING
LOT
PRIVATE
DRIVEWAY 20.00
28.00 4.00
4.00 2
PRIVATE
GARAGE
0 50' 100'
4 10% CONCEPTUAL DESIGN - FEBRUARY 2021 36
SCENARIO C: STROLLING EXPERIENCE (COMPLETE FULL NORTH SIDE) Scenario C: Strolling Experience (Complete Full North Side) Streetscape Improvements
Bulb-out - High-end Improvement
Bulb-out - Basic Improvement
Signature Interactive Feature
District Monument Feature
PHASING SCENARIOS
PAGE 56 of 127
4 10% CONCEPTUAL DESIGN - FEBRUARY 2021 37
Phasing Scenarios
Cost Notes
Scenario A: Basic Streetscapes + Priority Bulb‐outs
Streetscape Improvements ‐ REDUCED SCOPE $419,500 INCLUDES: New Sidewalk Trees, Sidewalk Pots, Tree Uplighting. EXCLUDES: New Pedestrian Light Fixtures ‐ Decorative Pole Type, Banner Signs, Roadway Re‐Stripping, Street Furniture ‐ Bench, Street Furniture ‐ Trash Receptacle
New Bulb‐outs ‐ Prority at San Marino Café and Julienne's $331,345 2,585 SF @ $128.18/SF (Bulb‐out ‐ High‐end Improvement).
District Monument/Gateway Features ‐ Major Type $60,000 Three (3) Soft Costs $153,098 Assume 35% of total soft costs.
$963,944
Scenario B: Basic Streetscapes + Modified High‐end Bulb‐outs Streetscape Improvements ‐ REDUCED SCOPE $419,500 INCLUDES: New Streetscape Trees, New Streetscape Pots, New District Monument/Gateway Features (3), Tree Uplighting. EXCLUDES: New Pedestrian Light Fixtures ‐ Decorative Pole Type, Banner Signs, Roadway Re‐Stripping, Street Furniture ‐ Bench, Street Furniture ‐ Trash Receptacle New Bulb‐outs ‐ ALL Proposed High‐end Bulb‐outs with Modified Landscape Program (No Perimeter Walls)
$1,016,543 EXCLUDE PERIMETER PROTECTION WALLS, REPLACE WITH POTS; At San Marino Café, Los Robles NW corner, Julienne's (both sides), and El Molino NW corner (12,180 total SF). Assume $83.46 / SF for modified landscape program (previously $128.18 / SF with walls).
District Monument/Gateway Features ‐ Major Type $60,000 Three (3) Soft Costs $153,098 Assume 35% of total soft costs.
$1,649,141
Scenario C: Strolling Experience (Complete Full North Side) Streetscape Improvements ‐ FULL NORTH SIDE ONLY $647,150 Full scope streetscape improvements, north side only.
New Bulb‐outs ‐ FULL NORTH SIDE ONLY $1,776,454 Bulb‐outs include perimeter protection walls.
Soft Costs $218,712 Assume 50% of total soft costs.
$2,642,316 Without bulb‐out walls, this option can be just under $2 million.
Scenario D: Streetscapes and Bulb‐outs at Los Robles
Streetscape Improvements ‐ AROUND LOS ROBLES ONLY $112,200 Full scope streetscape improvements, Los Robles intersection only.
New Bulb‐outs ‐ AROUND LOS ROBLES ONLY $649,984 INCLUDES: one (1) Monument/Gateway Feature.
Soft Costs $153,098 Assume 35% of total soft costs.
$915,282
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<<<NSOC;CD7D7SPQ3 SCENARIO C: STROLLING EXPERIENCE (COMPLETE FULL NORTH SIDE) 10 High-end Bulb-out
PHASING SCENARIOS
1 Sidewalk Trees 2 Sidewalk Pots
5 Tree Uplighting
12 District Monument
4 Banner Signs
3 Pedestrian Light Fixtures
6 & 7 Street Furniture - Bench &
Trash Receptacle
PAGE 57 of 127
EL MOLINO AVE
LOS ROBLES AVE
LAS FLORES AVE
JULIENNE FINE
FOODS AND
CELEBRATIONS
SAN MARINO
CAFÉ &
MARKETPLACE
THE CUB
HOUSE
MARK
TAYLOR
SALON
MISSION ST
EUCLID AVE
4 6
15 EMPLOYEE
PARKING
LOT
PUBLIC
PARKING
LOT
PRIVATE
PARKING
LOT
4 4
7 3
4 4
12 PRIVATE
PARKING
LOT
PRIVATE
PARKING
LOT
12.00 10
4 5
5 R25.00
R35.00
2 1
PRIVATE
PARKING
LOT
PRIVATE
PARKING
LOT
PRIVATE
DRIVEWAY 20.00
28.00 4.00
4.00 2
PRIVATE
GARAGE
0 50' 100'
4 10% CONCEPTUAL DESIGN - FEBRUARY 2021 38
SCENARIO D: STREETSCAPES AND BULB-OUTS AT LOS ROBLES
Scenario D: Streetscapes and Bulb-outs at Los Robles
Streetscape Improvements
Bulb-out - High-end Improvement
Bulb-out - Basic Improvement
District Monument Feature
PHASING SCENARIOS
PAGE 58 of 127
4 10% CONCEPTUAL DESIGN - FEBRUARY 2021 39
Phasing Scenarios
Cost Notes
Scenario A: Basic Streetscapes + Priority Bulb‐outs
Streetscape Improvements ‐ REDUCED SCOPE $419,500 INCLUDES: New Sidewalk Trees, Sidewalk Pots, Tree Uplighting. EXCLUDES: New Pedestrian Light Fixtures ‐ Decorative Pole Type, Banner Signs, Roadway Re‐Stripping, Street Furniture ‐ Bench, Street Furniture ‐ Trash Receptacle
New Bulb‐outs ‐ Prority at San Marino Café and Julienne's $331,345 2,585 SF @ $128.18/SF (Bulb‐out ‐ High‐end Improvement).
District Monument/Gateway Features ‐ Major Type $60,000 Three (3) Soft Costs $153,098 Assume 35% of total soft costs.
$963,944
Scenario B: Basic Streetscapes + Modified High‐end Bulb‐outs Streetscape Improvements ‐ REDUCED SCOPE $419,500 INCLUDES: New Streetscape Trees, New Streetscape Pots, New District Monument/Gateway Features (3), Tree Uplighting. EXCLUDES: New Pedestrian Light Fixtures ‐ Decorative Pole Type, Banner Signs, Roadway Re‐Stripping, Street Furniture ‐ Bench, Street Furniture ‐ Trash Receptacle New Bulb‐outs ‐ ALL Proposed High‐end Bulb‐outs with Modified Landscape Program (No Perimeter Walls)
$1,016,543 EXCLUDE PERIMETER PROTECTION WALLS, REPLACE WITH POTS; At San Marino Café, Los Robles NW corner, Julienne's (both sides), and El Molino NW corner (12,180 total SF). Assume $83.46 / SF for modified landscape program (previously $128.18 / SF with walls).
District Monument/Gateway Features ‐ Major Type $60,000 Three (3) Soft Costs $153,098 Assume 35% of total soft costs.
$1,649,141
Scenario C: Strolling Experience (Complete Full North Side) Streetscape Improvements ‐ FULL NORTH SIDE ONLY $647,150 Full scope streetscape improvements, north side only.
New Bulb‐outs ‐ FULL NORTH SIDE ONLY $1,776,454 Bulb‐outs include perimeter protection walls.
Soft Costs $218,712 Assume 50% of total soft costs.
$2,642,316 Without bulb‐out walls, this option can be just under $2 million.
Scenario D: Streetscapes and Bulb‐outs at Los Robles
Streetscape Improvements ‐ AROUND LOS ROBLES ONLY $112,200 Full scope streetscape improvements, Los Robles intersection only.
New Bulb‐outs ‐ AROUND LOS ROBLES ONLY $649,984 INCLUDES: one (1) Monument/Gateway Feature.
Soft Costs $153,098 Assume 35% of total soft costs.
$915,282
Scenario E: No Bulb‐outs ‐ Existing Streetscape Focused Streetscape Improvements ‐ REDUCED PEDESTRIAN POLE LIGHTING $799,300 REDUCE: Pedestrian lighting by 2/3. EXCLUDES: ALL Monument/Gateway Features at bulb‐outs Soft Costs $284,326 Assume 65% of total soft costs.
$1,083,626
SCENARIO D: STREETSCAPES AND BULB-OUTS AT LOS ROBLES
9 & 10 Bulb-outs (High-end and Basic) and Pedestrian Crossings
PHASING SCENARIOS
1 Sidewalk Trees 2 Sidewalk Pots
5 Tree Uplighting
12 District Monument
4 Banner Signs
3 Pedestrian Light Fixtures
6 & 7 Street Furniture - Bench &
Trash Receptacle
PAGE 59 of 127
EL MOLINO AVE
LOS ROBLES AVE
LAS FLORES AVE
JULIENNE FINE
FOODS AND
CELEBRATIONS
SAN MARINO
CAFÉ &
MARKETPLACE
THE CUB
HOUSE
MARK
TAYLOR
SALON
MISSION ST
EUCLID AVE
4 6
15 EMPLOYEE
PARKING
LOT
PUBLIC
PARKING
LOT
PRIVATE
PARKING
LOT
4 4
7 3
4 4
12 PRIVATE
PARKING
LOT
PRIVATE
PARKING
LOT
12.00 10
4 5
5 R25.00
R35.00
2 1
PRIVATE
PARKING
LOT
PRIVATE
PARKING
LOT
PRIVATE
DRIVEWAY 20.00
28.00 4.00
4.00 2
PRIVATE
GARAGE
0 50' 100'
4 10% CONCEPTUAL DESIGN - FEBRUARY 2021 40
SCENARIO E: NO BULB-OUTS - EXISTING STREETSCAPE FOCUSED Scenario E: No Bulb-outs - Existing Streetscape Focused Streetscape Improvements - Reduced Scope
PHASING SCENARIOS
PAGE 60 of 127
4 10% CONCEPTUAL DESIGN - FEBRUARY 2021 41
Phasing Scenarios
Cost Notes
Scenario A: Basic Streetscapes + Priority Bulb‐outs
Streetscape Improvements ‐ REDUCED SCOPE $419,500 INCLUDES: New Sidewalk Trees, Sidewalk Pots, Tree Uplighting. EXCLUDES: New Pedestrian Light Fixtures ‐ Decorative Pole Type, Banner Signs, Roadway Re‐Stripping, Street Furniture ‐ Bench, Street Furniture ‐ Trash Receptacle
New Bulb‐outs ‐ Prority at San Marino Café and Julienne's $331,345 2,585 SF @ $128.18/SF (Bulb‐out ‐ High‐end Improvement).
District Monument/Gateway Features ‐ Major Type $60,000 Three (3) Soft Costs $153,098 Assume 35% of total soft costs.
$963,944
Scenario B: Basic Streetscapes + Modified High‐end Bulb‐outs Streetscape Improvements ‐ REDUCED SCOPE $419,500 INCLUDES: New Streetscape Trees, New Streetscape Pots, New District Monument/Gateway Features (3), Tree Uplighting. EXCLUDES: New Pedestrian Light Fixtures ‐ Decorative Pole Type, Banner Signs, Roadway Re‐Stripping, Street Furniture ‐ Bench, Street Furniture ‐ Trash Receptacle New Bulb‐outs ‐ ALL Proposed High‐end Bulb‐outs with Modified Landscape Program (No Perimeter Walls)
$1,016,543 EXCLUDE PERIMETER PROTECTION WALLS, REPLACE WITH POTS; At San Marino Café, Los Robles NW corner, Julienne's (both sides), and El Molino NW corner (12,180 total SF). Assume $83.46 / SF for modified landscape program (previously $128.18 / SF with walls).
District Monument/Gateway Features ‐ Major Type $60,000 Three (3) Soft Costs $153,098 Assume 35% of total soft costs.
$1,649,141
Scenario C: Strolling Experience (Complete Full North Side) Streetscape Improvements ‐ FULL NORTH SIDE ONLY $647,150 Full scope streetscape improvements, north side only.
New Bulb‐outs ‐ FULL NORTH SIDE ONLY $1,776,454 Bulb‐outs include perimeter protection walls.
Soft Costs $218,712 Assume 50% of total soft costs.
$2,642,316 Without bulb‐out walls, this option can be just under $2 million.
Scenario D: Streetscapes and Bulb‐outs at Los Robles
Streetscape Improvements ‐ AROUND LOS ROBLES ONLY $112,200 Full scope streetscape improvements, Los Robles intersection only.
New Bulb‐outs ‐ AROUND LOS ROBLES ONLY $649,984 INCLUDES: one (1) Monument/Gateway Feature.
Soft Costs $153,098 Assume 35% of total soft costs.
$915,282
Scenario E: No Bulb‐outs ‐ Existing Streetscape Focused Streetscape Improvements ‐ REDUCED PEDESTRIAN POLE LIGHTING $799,300 REDUCE: Pedestrian lighting by 2/3. EXCLUDES: ALL Monument/Gateway Features at bulb‐outs Soft Costs $284,326 Assume 65% of total soft costs.
$1,083,626
SCENARIO E: NO BULB-OUTS - EXISTING STREETSCAPE FOCUSED
PHASING SCENARIOS
1 Sidewalk Trees 2 Sidewalk Pots
4 Banner Signs 5 Tree Uplighting
3 Pedestrian Light Fixtures (reduced)
6 & 7 Street Furniture - Bench &
Trash Receptacle
PAGE 61 of 127
EL MOLINO AVE
LOS ROBLES AVE
LAS FLORES AVE
JULIENNE FINE
FOODS AND
CELEBRATIONS
SAN MARINO
CAFÉ &
MARKETPLACE
THE CUB
HOUSE
MARK
TAYLOR
SALON
MISSION ST
EUCLID AVE
4 6
15 EMPLOYEE
PARKING
LOT
PUBLIC
PARKING
LOT
PRIVATE
PARKING
LOT
4 4
7 3
4 4
12 PRIVATE
PARKING
LOT
PRIVATE
PARKING
LOT
12.00 10
4 5
5 R25.00
R35.00
2 1
PRIVATE
PARKING
LOT
PRIVATE
PARKING
LOT
PRIVATE
DRIVEWAY 20.00
28.00 4.00
4.00 2
PRIVATE
GARAGE
0 50' 100'
4 10% CONCEPTUAL DESIGN - FEBRUARY 2021 42
SCENARIO F: TIVOLI LIGHTING REPLACING PED LIGHTING
Scenario F: Tivoli Lighting Replacing Ped Lighting
Streetscape Improvements - Reduced Scope
District Monument Feature
New Overhead Tivoli Lighting Canopy
PHASING SCENARIOS
PAGE 62 of 127
4 10% CONCEPTUAL DESIGN - FEBRUARY 2021 43
Scenario F: Tivoli Lighting Replacing Ped Lighting
Streetscape Improvements ‐ NO PEDESTRIAN POLE LIGHTING $479,500 INCLUDES: New Streetscape Trees, New Streetscape Pots, New District Monument/Gateway Features (3), Tree Uplighting. EXCLUDES: New Pedestrian Light Fixtures ‐ Decorative Pole Type, Banner Signs, Roadway Re‐Stripping, Street Furniture ‐ Bench, Street Furniture ‐ Trash Receptacle Overhead Tivoli Lighting Canopy 1 $405,000 Provisional sum pending more exact pricing and available design information. Pricing breakdown includes: Support posts: assume 25'‐30' tall, 12 total posts (6 per side x 1 blocks; spaced 60' oc) x $20,000 each including footing = $240,000. Tensioned wire support system: $25,000. LED lighting strips: spaced 1' on‐center x 20 rows wide x 300' along overall application length = $100,000.
Electrical and control system: wiring, conduit, controls, transformers, etc. = $40,000 Soft Costs $284,326 Assume 65% of total soft costs.
$1,168,826
Scenario G: Minimum Streetscapes
Streetscape Improvements ‐ MOST MINIMUM $352,100 INCLUDES: New Streetscape Pots (123 ea), Tree Uplighting, Street Furniture ‐ Bench, Street Furniture ‐ Trash Receptacle, . EXCLUDES: New Streetscape Trees, New Pedestrian Light Fixtures ‐ Decorative Pole Type, Banner Signs, Roadway Re‐Stripping, New District Monument/Gateway Features (3)
Soft Costs $109,356 Assume 25% of total soft costs.
$461456
SCENARIO F: TIVOLI LIGHTING REPLACING PED LIGHTING
PHASING SCENARIOS
Overhead Canopy Lighting System
1 Sidewalk Trees 2 Sidewalk Pots 5 Tree Uplighting
12 District Monument
PAGE 63 of 127
EL MOLINO AVE
LOS ROBLES AVE
LAS FLORES AVE
JULIENNE FINE
FOODS AND
CELEBRATIONS
SAN MARINO
CAFÉ &
MARKETPLACE
THE CUB
HOUSE
MARK
TAYLOR
SALON
MISSION ST
EUCLID AVE
4 6
15 EMPLOYEE
PARKING
LOT
PUBLIC
PARKING
LOT
PRIVATE
PARKING
LOT
4 4
7 3
4 4
12 PRIVATE
PARKING
LOT
PRIVATE
PARKING
LOT
12.00 10
4 5
5 R25.00
R35.00
2 1
PRIVATE
PARKING
LOT
PRIVATE
PARKING
LOT
PRIVATE
DRIVEWAY 20.00
28.00 4.00
4.00 2
PRIVATE
GARAGE
0 50' 100'
4 10% CONCEPTUAL DESIGN - FEBRUARY 2021 44
S C E N A R I O G : M I N I M U M S T R E E T S C A P E S Scenario G: Minimum Streetscapes
Streetscape Improvements - Reduced Scope
PHASING SCENARIOS
PAGE 64 of 127
4 10% CONCEPTUAL DESIGN - FEBRUARY 2021 45
S C E N A R I O G : M I N I M U M S T R E E T S C A P E S Scenario F: Tivoli Lighting Replacing Ped Lighting
Streetscape Improvements ‐ NO PEDESTRIAN POLE LIGHTING $479,500 INCLUDES: New Streetscape Trees, New Streetscape Pots, New District Monument/Gateway Features (3), Tree Uplighting. EXCLUDES: New Pedestrian Light Fixtures ‐ Decorative Pole Type, Banner Signs, Roadway Re‐Stripping, Street Furniture ‐ Bench, Street Furniture ‐ Trash Receptacle Overhead Tivoli Lighting Canopy 1 $405,000 Provisional sum pending more exact pricing and available design information. Pricing breakdown includes: Support posts: assume 25'‐30' tall, 12 total posts (6 per side x 1 blocks; spaced 60' oc) x $20,000 each including footing = $240,000. Tensioned wire support system: $25,000. LED lighting strips: spaced 1' on‐center x 20 rows wide x 300' along overall application length = $100,000.
Electrical and control system: wiring, conduit, controls, transformers, etc. = $40,000 Soft Costs $284,326 Assume 65% of total soft costs.
$1,168,826
Scenario G: Minimum Streetscapes
Streetscape Improvements ‐ MOST MINIMUM $352,100 INCLUDES: New Streetscape Pots (123 ea), Tree Uplighting, Street Furniture ‐ Bench, Street Furniture ‐ Trash Receptacle, . EXCLUDES: New Streetscape Trees, New Pedestrian Light Fixtures ‐ Decorative Pole Type, Banner Signs, Roadway Re‐Stripping, New District Monument/Gateway Features (3)
Soft Costs $109,356 Assume 25% of total soft costs.
$461,456
Notes:
1 Costs for this item to be considered a guiding provisional sum only. There are a range of variables for this overall assembly that could vary costs significantly. This item will need specialist review and consultation when more is known about a direction for the feature.
PHASING SCENARIOS
2 Sidewalk Pots 5 Tree Uplighting
Streetscape Improvements - Most Minimum
6 & 7 Street Furniture - Bench &
Trash Receptacle
PAGE 65 of 127
TO: Mario Rueda, Interim City Manager
Paul Chung, Finance Director
FROM: Amber Shah, Parks & Public Works Director
DATE: February 13, 2023
SUBJECT: FY 2023-24 OPERATIONAL PRIORITY INITIATIVES
TITLE OF PRIORITY INITIATIVE
Stoneman Path Forward
STRATEGIC PLAN CRITICAL SUCCESS FACTORS
• Engaged and Connected Residents
• Well Maintained Infrastructure
• Inviting and Relevant City Facilities
DISCUSSION
As the major facility renovation of the San Marino Center nears completion, and the Community Services Department (CSD) prepares to move the Recreation Department headquarters from the Stoneman Building to the new San Marino Center early in the next fiscal year, FY 2023-24, the future of the Stoneman Building remains unclear.
Various studies have been completed in recent years including a Master Plan Study in 2007 for the San Marino Unified School District (SMUSD) (prior to the City’s purchase of the property in 2012), a Historic Resources Assessment in 2015, a Property Appraisal and Americans with Disabilities Act (ADA) Assessment in 2019 and a Facility Condition Assessment in 2022.
However, none of the studies were focused on determining a path forward for the future use of the property.
In 2019, CSD conducted a Recreation Needs Assessment. The community engagement effort associated with the assessment included a survey to collect public input on the City’s facilities, amenities, programs, future planning, etc. The survey was not focused solely on the Stoneman Building but it did include one question related to its current use and functional ability to meet the needs of the community, and one question regarding its future use. A key finding of the survey indicated the Stoneman Building is viewed as having historical significance, and many agreed with PAGE 66 of 127
a need to improve facilities but would like to keep at least some or all of the building used/preserved.
The 2015 Historic Resources Assessment also supports the key finding from the 2019 Recreation Needs Assessment. The Stoneman Building has historical significance to the community as construction of the Stoneman School was completed in 1930, and it served as an elementary school for over fifty years until SMUSD closed the school in 1983 due to declining enrollment. It was designated a Local Historical Landmark by the City in 1987. It is also listed on the California Register of Historical Resources, and is eligible for the National Register of Historic Places. The additions and alterations to the original building from the late 1940s to the early 1960s are not considered historically significant.
The Parks and Public Works Department (PPW) proposes to conduct a survey focused solely on determining a path forward for the Stoneman Building. The survey will be conducted by staff, and include mailings to all residents, in order to obtain public input and gain a better understanding of the community’s vision for the future use of the property. Staff also intends to pursue other forms of outreach to ensure that public input is captured in a comprehensive manner. All of the results would then be presented to City Council to determine the path forward. Subsequently, a consultant could be obtained to develop conceptual designs and renderings once a more specific path forward has been developed.
BUDGET IMPACT
The cost for a staff conducted survey including mailing to all residents is approximately $5,000.
The cost for a consultant to develop conceptual designs and renderings once a path forward for the future use of the property has been determined is approximately $125,000. The total budget impact is $130,000.
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TO: Mario Rueda, Interim City Manager
Paul Chung, Finance Director
FROM: Amber Shah, Parks & Public Works Director
DATE: February 13, 2023
SUBJECT: FY 2023-24 OPERATIONAL PRIORITY INITIATIVES
TITLE OF PRIORITY INITIATIVE
Traffic Improvements
STRATEGIC PLAN CRITICAL SUCCESS FACTORS
• Efficient, Responsive, and Effective City Services
• Safe Community
• Well Maintained Infrastructure
DISCUSSION
The Parks and Public Works Department (PPW) proposes the development of a Residential Streets Traffic Management Policy to provide guidance and uniform procedures to help address resident traffic safety concerns. The policy will provide a framework for how issues are documented and addressed through the use of available traffic engineering standards and practices, and police enforcement tools. Based upon the policy and evaluation of specific resident traffic safety concerns, solutions to documented traffic safety issues will be addressed on an incremental basis from least to greatest actions as necessary to resolve the issue.
Also included in this initiative is a plan to develop recommendations to begin implementation of various citywide traffic calming and safety improvements beginning with school zones. Staff recommends improvements to enhance safety in school zones on Huntington Drive to include:
new striping and signage consistent with the California Manual on Uniform Traffic Control Devices requirements, and replacement of existing electronic message signs with electronic Radar Speed Signs and flashing beacons to increase driver awareness of the reduced 25 mph speed zones around schools when children are present.
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At the same time, staff also recommends installation of additional Radar Speed Signs on arterial and collector streets throughout the City with specific locations to be determined in coordination with the Police Department.
BUDGET IMPACT
There is no cost associated with the development of the Residential Streets Traffic Management Policy. The cost to implement various traffic calming and safety improvements to address resident traffic safety concerns will vary on a case-by-case basis, and cannot be fully estimated at this time until further evaluation and specific recommendations are developed.
The estimated cost to begin implementation of traffic calming and safety improvements in school zones on Huntington Drive along with the installation of additional Radar Speed Signs on other arterial and collector streets throughout the City is approximately $150,000.
PAGE 69 of 127
TO: Mario Rueda, Acting City Manager
FROM: Paul Chung, Finance Director
DATE: February 13, 2023
SUBJECT: FY 2023-24 OPERATIONAL PRIORITY INITIATIVES
TITLE OF PRIORITY INITIATIVE
City Facilities Security Initiative
STRATEGIC PLAN CRITICAL SUCCESS FACTORS
• Efficient, Responsive, and Effective City Services
• Safe Community
DISCUSSION
The City currently has various security systems scattered throughout the City. The security and safety systems include cameras, fire alarms, building security alarms, keycard access points, and VoIP (Voice Over Internet Protocol) phones with security features. The current systems are siloed, meaning there is no integrated system performing monitoring, recording or providing security.
The City Facilities Security Initiative will provide the following benefits:
• Improved safety for patrons, residents and employees
• Reduced criminal activity
• Reduced vandalism
• Notification to authorities for rapid response
Staff is recommending a two-phased approach. Phase one is the assessment phase. This phase secures a consultant to conduct an enterprise security assessment that analyzes the needs for our City. The consultant will guide staff and make recommendations for security systems that can be implemented citywide.
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Phase two includes a Request For Proposal (RFP) and award of contract to a security firm to implement the security system.
As stated above, City facilities have varying security systems, Table 1 below provides a list of the security systems that are currently active:
The City Facilities Security Initiative would include the following security system components.
Security Cameras (Indoor/Outdoor) & Video Surveillance
Adding indoor and outdoor security cameras can grant higher protection levels. This technology can also assist law enforcement in identifying and apprehending would-be thieves and vandals.
Cloud and remote data storage will provide access to smart technologies including 24/7/365 video surveillance and remote monitoring, motion detection, and video analytics.
Fire & Smoke Alarm Safety System
Provides early detection of fire and is proven to save lives and mitigate major property damage.
Building Alarm System
Provides protection against potential crime, theft, and vandalism to City property.
Keycard Access System
A keycard is a security token that grants staff access through electrically-powered doors. Unlike traditional keys, each keycard is unique to its user. It can be wiped or deactivated if lost, stolen, Security
Camera
Fire
Alarm
Building
Alarm Keycard
VOIP
System
City Hall
City Hall (Main) x x x x
Police Station x N/A x x
Fire Station x N/A x
Public Works x
Crowell Library x x x
San Marino Center x x x
Stoneman x x
Lacy Park
Gate House N/A N/A N/A N/A
PPW Facility x
Thurnher House N/A
X = Currently Installed = Does not have
City Facility
Table 1
PAGE 71 of 127
or an employee leaves the City. A keycard access system will help monitor employees coming in and out of City facilities, restrict unauthorized personnel, and control off hour authorization of City facilities.
VoIP Phone System
A VoIP phone system is a phone system that uses the internet rather than a traditional phone line. The City upgraded all the landline phones to a VoIP phone system four years ago. The system provides scalability and flexibility to enhance security for City staff. Currently, the system has an emergency feature that auto dials the Police dispatch through a push of a button. The current system can also act as an intercom, notifying all City facilities simultaneously.
BUDGET IMPACT
To complete phase one of the City Facilities Security Initiative, the fiscal impact would be $12,500.
To complete phase two of the City Facilities Security Initiative, the anticipated fiscal impact would be $125,000 to $250,000. At this time the availability and precise cost of electronic devices, such as the security system, is unknown due to global shortages and are dependent on the enterprise security assessment. Staff will return to City Council with a budget proposal for the implementation of the system in FY 2024-25.
PAGE 72 of 127
TITLE OF PRIORITY INITIATIVE
Rebuild a Sense of Community
STRATEGIC PLAN CRITICAL SUCCESS FACTORS
• Engaged and Connected Residents
• Efficient, Responsive, and Effective City Services
• Inviting and Relevant City Facilities
BACKGROUND
The Community Services Department’s (CSD) role and mission is to 1) Operate community facilities (both indoors and outdoors) safely and with a high standard of service, as well as 2) Activate the City’s indoor/outdoor spaces with vibrant programming, rentals, and communitycentric events. CSD currently serves an estimated 275,000 participants annually (includes indoor and outdoor programming/events). With the addition of the renovated Community Center, and new additions to programs, CSD is poised to provide an even higher level of service impact, estimated to reach 325,000+ participants in the next fiscal year. As a result, additional personnel resources, equipment, and supplies will be needed.
DISCUSSION
CSD is presenting the Rebuild a Sense of Community Priority Initiative in two-parts: 1) Expanding Facilities and 2) Expanding Programs.
PART I – Expanding Facilities
The newly renovated Community Center is set to support 7 days-per-week, 12-16 hours-perday, or an approximate 104 hours-per-week, operation when scheduled to full capacity (projected to occur within 9-12 months). CSD’s existing staffing levels cannot support the increased volume TO:
FROM:
DATE:
Mario Rueda, Acting City Manager
Paul Chung, Finance Director
Cathi Johnson, Community Services Director
February 13, 2023
SUBJECT: FY 2023-24 PRIORITY INITIATIVE
PAGE 73 of 127
of meetings, rentals, event set-ups / take-downs, room conversions, and custodial needs. The Department currently operates the following facilities at organizational capacity, and is set to expand its levels of service with the newly renovated Community Center re-opening:
CSD Facilities Oversight Sq. Ft.
FY 22-23
Est. Patrons
Served
FY 23-24
Est. Patrons
Served
1 Crowell Public Library 30,000 198,500 198,500
2 Stoneman Building 20,800 20,352 15,024
3 Thurnher House 1,500 550 550
4 Lacy Park Gatehouse
(weekends ONLY) 100 22,725 22,725
5 Community Center 12,000 0 49,900
Totals 64,400 242,127 286,699
The table above depicts an 18% increase in level of service via program participation and rental activities from FY 2022-23 to FY 2023-24.
In addition, rental spaces will increase from 4 to 10, or 150% respectively (lists below). Not only does this require an additional Building Attendant (former title: Maintenance Assistant) for room conversions (set-ups/take-downs), it also dramatically increases the administrative workload and level of customer service needed to facilitate these daily/weekly rental agreements with customers.
Current Space Inventory (4)
• Barth Community Room, Thornton Conference Room, Schow Patio, and Thurnher House.
New Space Inventory (10) - Attachment 1 SMC Floorplan
• (4) spaces above, including (6) new – Multi-Purpose Room (MPR) 113, MPR 114, MPR 115, MPR 102 (Fireside Room), Patio C, and Patio D.
Personnel Requirements
Per the justification above, additional personnel resources will be needed, both full-time and parttime, to execute PART 1 of this Priority Initiative – Expanding Facilities. As a reminder, the facility is positioned to operate weekdays, weeknights, and weekends. In order to safely staff, monitor operations, and provide responsive services, a minimum of one, and at times two facilities staff will need to be scheduled. This is also dependent on the number of rentals and number of rooms in use.
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Interdepartmental Personnel Impact
As CSD’s operating impact expands (new facility and additional programs), so does the Department’s reliance on other internal departments for support. The most direct impact is on the Parks and Public Works (PPW) Department. PPW is currently responsible for maintaining all civic properties and infrastructure, building maintenance, custodial functions, special event support, and managing the City’s interdepartmental work-order system. This system provides facility operators (such as CSD) an ability to report minor/major maintenance repairs and track ongoing maintenance issues, that in-turn assists in verifying and defending building expenses.
Unfortunately, due to aging facilities, outdated infrastructure, and lack of a dedicated facilities maintenance division, the time and resources necessary to address interdepartmental work orders are not always immediately available given PPW’s primary responsibility for day-to-day maintenance of the City’s fleet, streets, and Lacy Park. To alleviate this internal workload burden on PPW, adequately staffing the new facility, and expanding recreation programming, CSD is seeking approval for a new, full-time Facilities Technician position.
Summary Personnel Requests:
• New Full-Time (FT) Maintenance Supervisor or equivalent Facilities Technician position o Salary and Benefits - $124,000
o Position assumes supervisory responsibilities of three (3) Building Attendants currently performed by a Recreation Supervisor; this shift in duties allows the Recreation Supervisor to assume the new programming efforts in Part II. • New Part-Time (PT) Maintenance Worker or equivalent Building Attendant position o Salary and Benefits - $24,000
Budget Impact Sub-total (PART I ONLY)
• FT and PT Salaries and Benefits Total = $148,000
• Revenue offset will support these positions (see estimate below in Budget Impact section) PART II – Community Building Programming
A core function of CSD is to activate civic facilities and open spaces to provide quality of life programs and foster community building by connecting people to people. This priority initiative expands the Department’s music events with (3) new community-oriented offerings:
I. Quarterly Dance Parties at San Marino Community Center (4 times / year): family-oriented, intergenerational event with a DJ, seasonal dance themes, and music that appeals to all ages; registration required, with fees set to cover direct costs for food, professional services, materials, equipment rentals, décor, and part-time staff hours ($25K).
II. Youth Rock Band Competition at Lacy Park: showcase young, talented musicians ages 19 and under; bands will perform for the community in a concert-like setting; utilizing a digital voting system, a winner(s) will be chosen; first place winner will become the opening band at 4th of July Celebration ($10K).
III. Multi-Cultural Summer Concert: 4-hours long, consisting of (2) bands, ethnic foods, arts and crafts, community outreach booths for diverse community partners ($15K).
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Personnel Requirements
PT Recreation Specialist will increase by approximately 115 hours, or $2,600.
Budget Impact Sub-total (PART II ONLY)
• Estimated operational expense = $50,000
• PT Salaries and Benefits Total = $2,600
BUDGET IMPACT
TOTAL FISCAL IMPACT (Personnel, Equipment, and Supplies) • $200,600 = ($124,000 FT Maintenance Supervisor + $24,000 PT Maintenance Worker + $50,000 Community programing + $2,600 PT salaries & benefits) • $300,000 - $400,000 Potential revenue offset in new programming and rental revenues o Staff are currently developing FY 2023-24 department operating budgets, of which expense and revenue targets will be presented.
ATTACHMENTS
1. San Marino Center Floor Plan
PAGE 76 of 127
PAGE 77 of 127 PAGE 30 of 30
TO: Mario Rueda, Acting City Manager
Paul Chung, Finance Director
FROM: John N. Incontro, Police Chief
Aaron Blonde’, Police Commander
DATE: February 13, 2023
SUBJECT: FY 2023-24 OPERATIONAL PRIORITY INITIATIVES
TITLE OF PRIORITY INITIATIVE
Enhanced Staffing Resources
STRATEGIC PLAN CRITICAL SUCCESS FACTORS
• Efficient, Responsive, and Effective City Services
• Safe Community
• Fiscally Responsible and Transparent City Government
DISCUSSION
The Police Department provides critical services to the residents of San Marino. These services include but are not limited to reducing crime and developing a sense of safety and security for those who live, work and visit the City. The Department is also charged with investigating criminal incidents, developing partnerships with the community to ensure safe and well informed residents. Our personnel perform this work from the station, at the front desk, on patrol and in our schools. We are responsible for engagement with a variety of businesses, non-profit entities, and community organizations. The Department is also responsible for reporting to local, State, and Federal organizations and agencies. These reporting mandates have steadily increased in sheer amount, and complexity of information required. The requirements are intended to ensure law enforcement agencies continue to be more transparent. The Department’s goal is to always operate in a lawful, transparent manner, and to provide the highest level of service to the residents of San Marino. To meet those goals, it is imperative that the Department maintain adequate staffing levels within all divisions.
Since the 1950’s, full-time sworn personnel for the Department has been limited to 28. Due to increased retirements, attrition, and widespread law enforcement hiring challenges, the City Council temporarily approved the Department to exceed the 28 sworn by 2 officers, for a total PAGE 78 of 127
of 30 total sworn personnel. This temporary increase has become a necessity. The Department has experienced increased staffing demands associated with higher call volumes for service, new governmental and legislative reporting requirements, as well as additional programs to help to reduce crime. In order to serve our residents and meet these demands, the Department requires an additional two full-time positions for a total of 30 sworn officers, while maintaining the ability to over-hire an additional two police officers that will allow the Department to maintain patrol staffing when impacted by attrition and other unforeseen vacancies. The current budget provides funding for 30 sworn officers. This proposal increases the budget to include funding for 32 sworn officers. The additional staffing allows for two officers assigned to patrol functions specifically to help reduce crime.
The Department has seen a significant increase in administrative tasks, demands for information and more detailed reports in the past several years. Currently, our one Records Clerk and the Records Manager are completing tasks that adds to their already considerable workload. These administrative tasks are also completed by the senior staff, detectives, supervisors, dispatchers, and occasionally police officers. These tasks detract from the Department’s ability to focus on fighting crime. Additional support civilian staff is necessary to ensure the sworn staff focus on critical tasks.
The first civilian position to be added is a Police Management Analyst. The Department is currently the only City department without a Management Analyst. Within the Department the Management Analyst will assist the command staff with reviewing and preparing a variety of reports, special assignments, audits of Department operations and assisting the senior leadership with research. The Management Analyst would also complete monthly reports, consolidate and analyze statistics, metrics, manage the Department budget, staffing, and asset reports, communicate orally, in writing or through graphic presentations, conduct special research projects, financial analysis, and perform other duties as assigned. This is a critical position that will enable the Department to increase efficiency, while decreasing the time it takes to produce reports and other information for public dissemination.
The final position that is needed by the Department is a part-time Records Clerk. The Department currently has one full-time Records Clerk. The part-time Records Clerk would report directly to the Records Manager. Currently, the full-time Records Clerk and the Records Manager are completing all the records department tasks. These tasks include discovery requests, public records requests, reviewing and approving reports, and other tasks. One responsibility that is new to the Department is the review and approval of Racial and Identity Profiling Act.
Prior to last year, it was not required by the State and now we had to review an additional 4,400 reports. All of these tasks take the Records Manager away from completing other management level tasks she does to assist the full-time Records Clerk with her duties. The Records Manager will work with the part-time Records Clerk to develop a work schedule that will enhance efficiency within the Department and service to the community. The additional Records Clerk will allow for extended hours of operation, when the records unit is generally unavailable.
Additionally, the part-time Records Clerk will help input police reports and citations, assist the public by phone and in the lobby, complete Livescan fingerprinting, review police reports and release them to the public and other law enforcement agencies. The part-time Records Clerk PAGE 79 of 127
will establish a good working relationship with our detective bureau as well as the courts, related to disseminating copies of reports, forms, and citations.
BUDGET IMPACT
The annual fiscal impact for a police officer is $168,126. This is the fully burdened rate, including benefits. If the police department were to over hire by two additional officers, the impact would be $336,252. The fully burdened annual cost for a management analyst is $123,466, and the parttime records clerk is $34,231. The combined total for two police officers, a management analyst, and a part-time records clerk is $493,949.
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2023 Priority Initiative Survey Feedback
To facilitate community input on the City’s Budget Priority Initiative proposals, staff composed a survey listing each Priority Initiative Proposal, with a brief summary of their components, and questions to gauge general support and feedback. From January 27, 2023 to February 14, 2023, 73 responses were recorded to the survey. This survey was advertised on the City’s website, social media channels, the Weekly Briefing, targeted emails to key stakeholders and community groups, a Town Hall Meeting, a City Talk Zoom meeting hosted by the City Club, and at the February 8 City Council Meeting.
The attached summary is organized by Priority Initiative Proposal and lists the overall votes of support along with the individual comments provided by each one.
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8 9
16 10
30 0
5 10
15 20
25 30
35 Strongly Oppose Oppose Nuetral Support Strongly Support Vacant Homes Initiative
Support
55%
Oppose
23%
Neutral
22%
Vacant Homes Initiative
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Vacant Home Initiative Feedback
• I strongly urge that the City enforce the Code in regard to vacant homes which are often safety threats to the community as they are used by developers to gain a profit at the expensive of the well-being of the communities in which these homes reside. • Issues with such properties: crime/squatters; poor maintenance/negative economic impact/lost sense of community Concerns with how to enact a policy like this – fights with citizen about vacant or not; list of vacant houses that could cause issues if in the wrong hands • An initiative like this would disproportionately impact those families that travel a lot and most likely immigrant families with families overseas. In addition, there is an absence of data that actually supports the corrolation between vacant homes and crime rate. • Difficult to enforce.
• I'm interested in why vacant homes is such an issue and the cost of this initiative vs what more residents would do for the city before I decide.
• Good idea - vacant homes create many issues
• Why use critical resources for this issue? If the property becomes a nuisance I think the city would know. Not needed.
• Consider another ballot initiative to tax these houses. May be at a lower rate than the failed initiative.
• The sooner the better — has impact on crime
• Program to be recompensed from vacancy fees
• We need to improve security and patrol
• I think homeowners have the right to determine what they want to do with their properties. If it is a safety concern, then the City needs to come up with safety protocols to safeguard these vacant homes since the homeowners pay city property tax. If I buy a car, is the City going to tell me the frequency I must drive the car? How far does this type of governing go? • I agree that charging for vacancies is a good idea, to support the SM community. • Do not include businesses. Remember that some homes are occupied only part of the time. • A waste of money, money should be spent for more funds for police patrols • Oppose government over reach
• I think this is a great idea! In my block we have 5 empty houses, which is so sad. It also brings a risk of burglaries and we want families living in the vacant houses. • Overeach
• This is an important component of public safety.
• I do not believe in taxing residents because there houses are vacant • Suggest considering measures that will more strongly incentivize use of these homes. Our schools continue to suffer in part due to this trend
• Janet Suen
• I would only support this if the benefits ooutweighed the costs by a multiple of 5. • The current code enforcement procedures should be followed. Monies for staffing should be to enforce current codes. We need to educate the real estate developers and agents (two of whom have been elected recently) to educate their colleagues to market to and SELL to singlefamilies who want to LIVE in San Marino. • The city should support SMUSD with this new revenue stream, not just admin positions! • If the tax has passed I would support this wholeheartedly. But without that money I think we can use our current funds in better ways.
• As a 3rd generation San Marino home owner/resident I strongly support this measure. It’s very important for safety of our neighborhood to have the resources to watch these properties. It’s also very important to encourage home owners to be invested as a community member.
Invested community members live in their homes and participate in their communities. It PAGE 83 of 127
ensures property values and keeps our schools active & open by NOT having vacancies. And the commercial properties help support the community members. An empty commercial space has no value for residents. We have NO market or grocery store. We have very few eating places and the ones we have are not high end enough for evening dining. I strongly support the effort and I am strongly against the ghost town that’s starting. Thanks to all active, invested fellow residents & council members for a solution.
• 1. Need to have community vs. just self identification, 2.) allow for some seasonal vacancy, and
3.) have some validation of residency. But what will enforcement look like when may owners may be harder to reach?
• Safety for the vacant homes
• difficult to enforce
• We need to explore better ways to discourage and manage vacant homes than blanket tax penalties and costly programs. Can we set up a task force to explore how we can encourage more home owners and fewer investors? Perhaps explore what the root cause of this problem is and how to address the root cause rather than address the symptoms? PAGE 84 of 127
6 4
13 18
32 0
5 10
15 20
25 30
35 Strongly Oppose Oppose Nuetral Support Strongly Support Economic Development Plan
Support
68%
Oppose
14%
Neutral
18%
Economic Development Plan
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Economic Development Plan Feedback
• I was on the ED team and felt like it was stopped suddenly and without completion of many of our ideas. Would love for this to come back and be a participant again! • Give rent incentives rather than more consultants
• The city needs to support the businesses on mission andHuntington. Mission st is completely ignored by the city. There isn’t support by way of pedestrian safety for shopping and dining, benches, trash cans, lights for holiday, banners etc. it’s completely supported by the business owners and that is a shame!
• We would need a plan with real tactile steps not just a hypothetical one; citizens near business will be against any additional noise/traffic near them
• The determining factor is the will of the council
• I hope we are willing to consider multi use on Huntington Dr • I would absolutely love for our shopping areas to be filled with more businesses and become more of a downtown area, similar to downtown Monrovia or York Blvd. Restaurants and small owned businesses
• Huntington Drive might be better fir multi unit housing such as condos • I keep hearing the issue for stores in SM is that their rent is too low and they charge too much.
You can go a mile to Pasadena and get the same stuff for maybe 20 percent less. I would like to support the business in
• The study should find out what kind of development and changes can meet voters' expectations. • Cities thrive when businesses thrive
• Launch a "mass transit" Red Car trial run along Huntington drive from San Gabriel to Atlantic; Think about what kinds of businesses you want to attract (hardware/housewares store, good sandwich shop) and go after them (don't be passive!); reopen discussions with Starbucks about leasing the old San Marino Toy and Book shop--what a pity that did not get approved the first time.
• To align consistent with current businesses' design and maintain their stability • Hope the City will include residents’ feedback/discussion before spending money on expansive consultants!
• Businesses should be self sufficient, but it is true that the environment (includin parking) is important too.
• Waste of money, Money should be spend on more police patrols • The best cities are 50 years behind the times. We don't want to change the feel of San Marino. • Work with SM Chamber of Commerce
• We should focus on independent businesses development • I feel that Mission is doing great but Huntington Drive seems to have alot of empty storefronts, and just looks empty in general.
• Hard to support local merchants when they are not here. Absentee landlords do not know or care about the tenants and can Jack up the rents with impunity. • Yes would be good to have a plan
• Businesses on Mission appear to be doing well and doesn’t require any investment in the city’s part. As far as Huntington Drive goes, the biggest problem are current owners of Huntington Drive properties rejecting reasonable rents. I know of three businesses who inquired about three different Huntington Dr properties, and offered reasonable market rents, and all were rejected by the owners. There seem to be owners on Huntington Deive properties who are holding out for some dream of mixed use or condos or, as we recently witnessed, DRIVE-THRUS. Huntington Drive property owners need to accept reasonable proposals for businesses who want to lease their spaces. The City does not need to invest more into consultants to “envision” Huntington Drive when the real problem are the owners of Huntington Deive properties who prefer to hang PAGE 86 of 127
butcher paper on their windows to remain a blight on our community rather than lease to real businesses.
• Work with landlord to encourage them to charge reasonable rents to attract retail businessrs • Why have none of the safety and walkability improvements identified for mission in the last planning process been implemented yet? Please start there before hiring for another plan. The City has Measure R funding from the 710 N reallocation process that could be utilized for this purpose. last year city of pasadena reconsidered one of its major projects from that fund and will now use it for safety and walkability improvements including safer crosswalks. • We need better restaurants and if that means approving more liquor licenses, we should do it. I don’t want to have to drive to a neighboring city to eat at a fun restaurant • Janet Suen
• Re-evaluating the regulations for businesses in the city is needed. It can be difficult to attract the businesses we want and still exclude others.
• FIRST, there was a task force who studied economic development some years back before the covid shutdowns. Why not resurrect the the task force before spending money on a consultant.
Ask community and business particpation first. USE MONIES TO FIX SEWER INFRASTRUCTURE ISSUES.
• Can also look to expand street retail around Mission and Los Robles. Much more walkable than Huntington.
• I support this initiative, but we already have plans. This imitative has been started multiple times but no one sees it through. Instead, we spend the money on another consultant/plan and nothing gets done. Take the plan we have and build the bulb outs on mission! • Yes as resident would like to see more development for more places that cater to the community.
We need to attract a high end restaurant entrepreneur like Smith Brothers, we also need some big name franchises and market in order to support community members & other businesses with more foot traffic. We as a community need to keep up, we are behind in development. Can u imagine what would South Pasadena do without Bristol Farms and La Canada without Gelsons? They also have other markets too. Without change in the city rules & council support for “new” businesses a strategic consultant would be a waste of money. • 1. Focus on local business vs. national franchises, 2. Minimal architectural standards to avoid "big box" or non distinctive buildings, but also 3. Allow for modernization of interiors, some of which are far outdated. Developers/retailers/food establishments also need friend policy/approval turn around times
• Better school is more important than business for the long term PAGE 87 of 127
5 5
22 17
24 0
5 10
15 20
25 30
Strongly Oppose Oppose Nuetral Support Strongly Support Stoneman Path Forward
Support
56%
Oppose
14%
Neutral
30%
Stoneman Path Forward
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Stoneman Path Forward Feedback
• The future of Stoneman is clear -- to allow the building to remain and be used for productive educational endeavors.
• No more consultants!
• what is the utilization of that space? City Hall should be moved to Stoneman is it is outgrowing the current site
• Too many exercises done, Council must decide the fate of Stoneman • I took my son to a playgroup at Stoneman and I was shocked. Absolutely would support this initiative, especially if it is planned to create a better rec center for children. • Stoneman needs to be dealt with. It cannot offer 5 day school programs because it does not meet State requirements. As
• I was on the Recreation Commission many years and it appeared the neighbors would block any development and use of this facility. It was a school at one point so the neighbors should accept that there will be activity and traffic in the area. Need to develop it to generate some kind of income for the city. It can be updated with the historical portions intact. • We can't keep kicking this can down the road. Let's get it done! • Lease it long term for steady income stream
• Any/all costs to be recouped by eventual development's completion • Move the staff out of that old building
• Could it be leased for private school use, or developed for a multi-tenant property (i.e.
Apartments or condominiums) ?
• Money should be spent on more police patrols
• The educational designation for this property should not be changed. 5 yr. lease to a university, college or private school with an option to buy. Deal with ADA issues by meeting with local SHPO and developing a strategy for public access from Huntington Drive • Priority should be on determining if the buildings are safe and repurposing the them • Soliciting suggestions may reap some surprising possibilities. • What's wrong with the property now?
• The Stoneman property should be used to enhance the desirability of our City to current and prospective residents. It should remain an asset of the community as one of the few community spaces our City has. My strong preference would be to use some of our budget surplus to build a regulation-size pool on the property and keep the current Stoneman building intact (since it is a city and locally designated landmark building) to use as changing rooms/locker rooms, an eating space of some sort (snack bar and or light meals), as well as community meeting spaces to supplement the obvious need for meeting spaces (note how booked up Barth room at library is).
I believe the pool would be a tremendous asset to the community because it is tremendously popular in our City, among all ethnicities. We have a historic strength and interest in our community, and no regulation size pool! It would be an amenity to the city’s residents and a community-building center that would bring all ethnicities together. Finally, a pool would be popular among all ages - certainly children from 2-18 years in particular, and senior citizens in particular as well. Please consider adding a pool to Stoneman and make Stoneman into a pool center, light eating place, and meeting spaces for community-building. I can think of no other proposal that would have as much appeal to all ages and ethnicities in our beautiful city. Let us all find common ground at Stoneman. Also, the murals by Lucile Lloyd inside Stoneman need to be preserved. Lloyd was a well known muralist and the architects of Stoneman went on to achieve quite a lot of fame in Los Angeles educational architecture. • Use for Rev center and pre school
• Janet Suen
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• This plan should help determine the options so citizens can weigh in on what they prefer. It might make a good site for a new city hall and expand the police station into the current one. • STOP PAYING CONSULTANTS AND WASTING MONEY. FIRST, look at past studies. Engage a task force. Have townhalls (that are publicized). BE OPEN TO NEW IDEAS. • Would oppose getting rid of the Stoneman Building pre-school services but agree the property can be re-purposed. What is the City Council's vision?
• It would be great to retrofit it, but not at the cost proposed. Leave it as is. It’s fine, especially for the services being offered there.
• Stoneman should remain as resource for community members. Support kids & seniors with programs. We don’t need a consultant to get city council to figure this out. Rehab the building, using money from a fundraiser, keep for city use. Or rent out space for meetings & parties. Get creative!
• We LOVE the potential for Stoneman, particularly as a gathering place for kids. I'd love to see more sports/athletics space (like basketball hoops or fields) that aren't at Lacy. Also so stuff for active adults (20s-50s) that don't have a natural public gathering space for things like pick up basketball. Please avoid making it another senior center. • Better for a place for community use
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10 8
14 12
29 0
5 10
15 20
25 30
35 Strongly Oppose Oppose Nuetral Support Strongly Support Traffic Improvement Initiatives
Support
56%
Oppose
25%
Neutral
19%
Traffic Improvement Initiatives
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Traffic Improvement Initiatives
• Traffic in the city has been continually worsening, so it is important that funds be set aside to address community concerns in this respect.
• Anything to slow down traffic and speeding
• Yes please! The stop sign intersection at mission and Euclid is a risk of death situation every time someone crosses and that’s no exaggeration. A diagonal crossing with flashing lights would be great. It’s time to stop grumpy residents who don’t think safety is visually appealing. We have children who live and walk here and they can’t even do so safely. What a shame. • Traffic is out of control in SM; safety is at risk and city's hands seem tied today • PSC has received several reports of problems and is considering solutions now that the Iteris report has been received.
• I haven't personally experienced traffic issues and would be curious to hear more before forming an opinion
• Honestly we are a small town with not that many people. There are busy times such as drop off and pick up during school times but beyond that there is very little traffic in this town. Use the money and resources for other things.
• Pedestrian safety, cyclist safety and driver safety in this order. • Not a priority
• Safe streets are essential to a safe community.
• Work with Ways/Google maps etc to keep them from directing through traffic on residential streets
• Request State and County funding assistance.
• Need specifics to how this Annual Fund be spent!
• Traffic on some streets can be too fast in my area, e.g.., Del Mar, Belhaven and Lorain. • Money should be spent on more police patrols
• If the last proposal from the traffic consultant is any indication, don't do any more crazy "studies".
Just simple improvements. City center main intersection should have a traffic table and strongly delineated crosswalks.
• Do not reduce lanes or widen sidewalks around San Marino Avenue. We have horrible traffic as it is during rush hour.
• If this reduces traffic on Los Robles Ave (north and south of Mission st) then I support. However, if it has to do with San Marino Ave, I do not approve. Reducing to one lane will only create more congestion and traffic for residents on that street in the center of our city • Traffic safety in the city is not bad, most safety concerns can be addressed with a minimal increase in police presence on Huntington drive and increased camera surveillance • Houses, like the one we live in have such a small space to enter into and back out of with our cars—using the existing sidewalks. Our street is used a lot for highschool and middle schooler pedestrians. Widening the streets and narrowing sidewalk pathways doesn’t improve traffic efficiency. The number of cars on the road is a constantly growing variable. Widening the streets makes the sidewalks a lot more dangerous for kids using the paths to walk/bike back home, and the amount of cars will just fill the voids. Gridlocks are an overall inevitability of rush hour and number of car on the roads. I believe the money would be best allocated elsewhere. • Too much speeding on smaller streets. I think center of the street signs would help center street signs center street
• Yes would be great way to have a policy on how to address resident concerns related to safety • The consultants the city used made poor choices for our quiet residential community, particularly on the proposal for the light on the corner of Lorain and San Marino Ave! • Get rid of traffic break at Robles and Sierra Madre. Maybe put stop sign there insi PAGE 92 of 127
• Please start with low cost steps you can take now. Updating standard lane widths (10’ is recommended for safety purposes on streets without truck or bus traffic) via use of edge lines and other simple design improvements cost very little when done during resurfacing projects. The same applies for high visibility crosswalks
• Janet Suen
• Improved traffic measures for student biking and walking. Add bike lanes! • This is really needed, but I understand there are lots of limitations to what we can do. • I would like to see policies established that strongly discourage through traffic on our residential streets.
• Low priority
• This is much needed on Wilson Avenue and Granada (north of Huntington) • Around school zones especially Red light enforcement
• Tree and bush trimming + city lighting is the most valuable work in our opinion • Feel like we’re trying to fix something that’s not broken. “Traffic calming” typically adds to congestion. Residential traffic flow works nicely in SM. • Better set up speed limit within the city
• Please include complete street design that promotes business and community. Please add elements for bike safety.
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8 11
19 22
13 0
5 10
15 20
25 Strongly Oppose Oppose Nuetral Support Strongly Support City Facilities Security Initiative
Support
48%
Oppose
26%
Neutral
26%
City Facilities Security Initiative
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City Facilities Security Initiative
• With crime on the rise, prevention and response are critical. • Do the city sites have a security issue?
• Have the Police Dept making the assessment
• Curious as to cost, if there have been any security breaches to warrant this, etc • Updating needed security etc should be done but not a high priority. • Can be part of emergency response plan and disaster recovery plan • Agreement in total, costs may require a scalable tax
• Are there more problems here than elsewhere? Cost?
• More money should be spent on police patrols
• What problem is this solving? Data? Strategy?
• We do not need to give up more privacy.
• Its 2023, I would expect to have security cameras on all city buildings • This sounds wise and worth the investment.
• Janet Suen
• If this included the schools I would support it more. • WORK ON DEALING WITH HOMELESS - and removing them from our city - walking through our cities, near our schools AND CAMPING OUT in the library. Its unsafe and unclean! • Low priority- does not serve the most residents possible. • Are there security issues with these facilities in current form? In other words, are we trying to solve a problem that doesn't exist?
• If we have the money, great. But I don’t recall our city buildings being targeted so not a big priority for me.
• Safety with upgraded systems should be priority
• Also include enforcement to keep the facilities safe. We're hearing rumors of increased break-ins lately
• Strong recommend cameras for each street
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4 7
18 16
28 0
5 10
15 20
25 30
Strongly Oppose Oppose Nuetral Support Strongly Support Rebuild Sense of Community
Support
Oppose 60%
15%
Neutral
25%
Rebuild Sense of Community
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Rebuild Sense of Community
• I support the idea of rebuilding sense of community, but this needs to be more comprehensive than just music programs
• Great way to bring the community together.
• Yes! Give this city some life! Take a page out of south pasadenas playboy and make a city that residents WANT to enjoy and hang out in. We’re a bunch of old boring people! Let’s make it young and fun!
• Yes, but their needs to be a control on residents vs non-residents attending. • it's time to rebuild
• Not sure this is needed
• City is currently doing a good job with this.
• I do feel the city should provide more services and resources to the families and the youth in our community. In what form though is up for debate. A study here would be helpful. • Events for neighbors to meet
• Like the overall idea but not the examples
• A strong community is why we're all here!
• A quality summer music program in Lacy Park (schefduled aorund Huntington Library's members summer evenings) but similar is tone and scope
• Agree in total, events to assist in recouping costs.
• I'm all for the events, but can we ask for resident volunteers to do some of these tasks? SM has so many dedicated and committed residents who want to help and make a difference. • Is there heavy demand for this service? Will patrons pay for it? Will it draw any criminal traffic?c • Money should be spent on more police patrols
• It feels like the city is turning into a Home Owner's Association (HOA) looking for things to do.
Just preserve the city as it has been.
• Centralize all school dances in one social center except those held in private homes or outside the city
• Great ideas!
• Dog park, pickle ball, block disaster planning
• Building community through music. Love it!
• These proposals sound overblown and not particularly well suited for our community. Also what is the reason to hire additional staff for something that doesn’t sound like the community will support? My suggestion here would be to try one or two of these events and see whether these concepts work and are well liked by our current residents. I would like to say I believe there has been positive movement in the effort to build community through Rec Department events. I just think this particular proposal sounds like it is somewhat premature. • I would support this more strongly if it was just focused on providing local youth with regular, ongoing fitness/arts/social programs rather than one off events. • Janet Suen
• We had a gang related band shooting here in San Marino some years. NO BANDS please. • Not sure I support quarterly Dance Parties; might be better as an annual event. • One or two additional things could be nice. But I don’t see people attending a dance. Local kids and families have a lot of community events through the schools, SMCAA sports and little league.
Things like the Halloween movie night, 4th of July, etc are all great! But I think interest in a lot of additional events might be low.
• Yes…. Finally ….. bring community members together!
• The kids already have a ton to do. What about working aged adults? PAGE 97 of 127
• If you want to spend $$, have city provide greater support to SMCAA. It is a wonderful program, building team spirit and getting young athletes better prepared for high school sports. • Can be in the Lacy park as summer concert
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6 4 7
17 39
0 5
10 15
20 25
30 35
40 45
Strongly Oppose Oppose Nuetral Support Strongly Support Enhanced Public Safety Program
Support
77%
Oppose
14%
Neutral
9%
Enhanced Public Safety Program
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Enhanced Public Safety Program
• My main priority is more officers patrolling the streets. • The SMPD needs all the support it can get in safeguarding the security and peace that San Marino residents enjoy.
• Yes! All of the above!
• More police doesn’t stop crime it just makes arrest for minoritoes Increase. Invest in community events and programs for the community.
• All bullets look great but I would be curious about the value of the drones. • Worth the money and efforts
• This must also add traffic enforcement as a priority
• If needed yes but not sure if needed. We seem to get 3 vehicles at traffic stops which tells me our police staff is being under utilized. Droned may be interesting use. • How about working closer with neighboring public safety agencies to cast a wider net against criminals?
• Our safety as San Marino homeowners & citizens = #1 priority • Not needed.
• Federal, State, County resources to be access for funding. • TOP PRIORITY, in light of increase in local crime rate. • We are pretty good the way we are.
• More officers is a good thing
• YES on the drones for traffic surveillance, particularly since we have speeding cars on Huntington Drive in off-hours!
• We do not need to give up more privacy.
• Terrific ideas!
• I would rather have several social workers on the city staff to address a variety of community needs and mental health response
• Safety is becoming more challenging as the population of our surrounding communities increase.
These seem like investments that will directly have an impact on residents’ safety. • Janet Suen
• Adding additional Flock cameras and drones is a great idea. • ABSOLUTELY SUPPORT THIS!!
• Aside from adding two officers, I'm not sure how any of the other items reduce crime. • All great if we have the money. But what is the cost for all these things? • A safe community is a thriving community!
• We're hearing about increases in crime locally, including break-ins and home invasions. Could be rumors, but there is an increased fear with our neighbors. • Drones are a great idea.
• More cameras will work
• I don’t think we need drones.
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TO: Mayor and City Council
FROM: Mario Rueda, Acting City Manager
BY: Nicole Cuadras, Community Engagement Manager
DATE: February 24, 2023
SUBJECT: UPDATE ON DEI TASK FORCE RECOMMENDATIONS
STRATEGIC PLAN CRITICAL SUCCESS FACTORS
Efficient, Responsive, and Effective City Services
Engaged and Connected Residents
Safe Community
BACKGROUND
At a special City Council meeting on Friday, May 7, 2021, then-Vice Mayor Jakubowski recognized May as Asian American and Pacific Islander (AAPI) Heritage Month, and, in addition to requesting a proclamation from the City to commemorate the celebration, asked City staff to research what role(s) the City could play moving forward to create and maintain a more inclusive community for all of our residents. City Council Members unanimously agreed, and staff brought back recommendations to the May 28, 2021 meeting.
City staff researched what other cities have done to build inclusive communities and what resources existed. It was recommended by staff at that time that the City create a led-by-the-community, coordinated-by-the-City, facilitated-by-an-expert Diversity, Equity, and Inclusion (DEI) Task Force to address issues of inclusion in San Marino. Similar to the model of the successful San Marino Center Task Force, this option created a task force comprised of the Mayor and Vice Mayor, City management, and appointed community members who would bring a critical level of expertise, personal experience, and resources. The emphasis on this was to be a community-led Task Force that would produce a list of suggestions that was not limited to just things the City’s municipal government could do to make San Marino more equitable and inclusive but would also include items that all organizations and Steve Talt, Mayor
Steven W. Huang, DDS, Vice Mayor
Tony Chou, Council Member
Calvin Lo, Council Member
Gretchen Shepherd Romey, Council Member
PAGE 101 of 127
people connected to the community could take on. The City Council voted unanimously on May 28, 2021, to create a DEI Task Force and appropriate $45,000 to hire a trained expert to facilitate the task force.
After the discussion and direction given at the May 28, 2021 meeting, staff released a Request for Proposals (RFP) for a trained facilitator to lead a community-led task force that would address the issue of inclusion in San Marino. From the proposals received, staff recommended the City contract with CPR HR Consulting, and City Council approved that contract on September 24, 2021. Staff worked with CPS HR Consulting, then-Mayor Ude, and then-Vice Mayor Jakubowksi to release an application to the community for DEI Task Force Members. Due to vacancies in the Community Engagement Manager Position and delays with COVID-19 shutdowns, the application and selection process was not finalized until February 2022. The final DEI Task Force consisted of then-Mayor Jakubowski, then-Vice Mayor Talt, then-City Manager Marcella Marlowe, and community residents who were dedicated to this effort in the City.
Starting on March 28, 2022, the DEI Task Force met semi-monthly to discuss challenges, ideas, and paths forward to a more equitable, inviting, and inclusive San Marino. These meetings included reflections on experiences within the community and trust building to create an open environment to conduct brainstorming of their recommendations to the community. The DEI Task Force was able to compile a list of several recommendations that could be implemented by groups, individuals, and governing bodies. The recommendation list is attached to this staff report as Attachment 1.
This list was presented at the September 14, 2022 City Council Meeting. The City Council gave feedback at that time for the liaison delegates, then-Mayor Jakubowski and then-Vice Mayor Talt, to meet with the Task Force and specifically identify a few of the initiatives, “low hanging fruit,” from the list that City staff should take action on. At a meeting attended by Acting City Manager Mario Rueda, the Council liaison delegates, then-Mayor Jakubowski and then-Vice Mayor Talt, and members of the Task Force, consensus was formed around three initiatives, a New Resident Welcome Event and Guide Book, Bystander and Hate Crime Response Training, and a Multicultural Celebration event.
The DEI Recommendation List continues to be available for anyone person or organization in the City to use. The City has had several community volunteers adopt programs and recommendations from the list. Most recently, the Chinese Club of San Marino introduced a brand new cultural event with the Lunar New Year Festival in Lacy Park. Additionally, there are inquiries to the DEI Task Force from the Friends of the Crowell Public Library to host a One PAGE 102 of 127
City, One Book event and several clubs in town have requested presentations from the Task Force members about their recommendations.
DISCUSSION
City Staff took direction from Acting City Manager Rueda to implement strategic plans to meet the 3 recommendation items from the Task Force and Council Liaisons. These plans are as follows:
1. New Resident Welcome Event and Guide Book
o City Manager’s Office is actively seeking input and updated information for the New Resident’s Guide
o A date will be set for a Resident Welcome Event following the opening of the renovated San Marino Center
▪ This event will include organizations and businesses within the community, organized by the City Manager’s Office with support and representation from all City Departments
2. Bystander and Hate Crime Response Training
o San Marino Police Department is exploring vendors and dates later in the calendar year to host Bystander and Hate Crime Response Training for residents.
o This training will include what to do in the event you witness hostile and harmful behavior, as well as, the distinctions of what makes something a hate crime
3. Multicultural Celebration Event
o Community Services has submitted a Priority Initiative budget proposal to add additional music events to our annual calendar of programs. One of those events would include multicultural music representation and would fit into the Summer Concert Series.
FISCAL IMPACT & PROCUREMENT REVIEW
There is no fiscal impact or procurement review at this time.
LEGAL REVIEW
The City Attorney's office has reviewed and approved as to form.
RECOMMENDATION
Staff recommends the City Council receive and file the DEI Task Force Initiative Update.
PAGE 103 of 127
ATTACHMENTS
1. DEI Task Force Recommendations
PAGE 104 of 127
The DEI Task Force was commissioned by the
City Council of San Marino in 2021. The Task
Force was intended as a community led initiative
with the City simply sponsoring the facilitator for
the group to meet its goal. The group was formed
from volunteer applicants and met April 2022
through July 2022.
This document is the summary of ideas that the
DEI Task Force came up with of action items that
would make San Marino a more welcoming and
inclusive community.
This is list is not exhaustive or prescriptive to any
particular group or persons. It is meant to be a
menu of ideas for you and your organization(s) to
consider implementing.
Have questions? Contact the Task Force to
present or answer questions about this list!
[email protected]
DIVERSITY, EQUITY,
AND INCLUSION (DEI)
TASK FORCE 2022
DEISUGGESTION
CATEGORIES
CONTACT THE
DEI TASK FORCE
Individual DEI Initiatives
Community Organization DEI
Initiatives
Operational/Policy/Culture Shift
Initiatives
Continuing DEI Promotion and
Evolution
This list will be updated with the name of
organizing groups that are electing to take
on certain initiatives.
Want to take one on? Let the Task Force
know to add your name on!
PAGE 105 of 127
DEI 盡責小組於 2021 年受聖馬力諾市議會的委
託。盡責小組主要領導社區實施措施，市政府僅
做為讚助該小組的協助者，幫助其達成目標。該
小組由志工服務申請者組成，並於 2022 年 4 月
至 2022 年 7 月開始參與。
本文件是 DEI 盡責小組行動項目的理念摘要，
這些行動項目將促使聖馬力諾成為更熱情包容的
社區。
本清單並未詳盡，也不是對任何特定團體或個人
的規定。旨在成為您與組織評估實施方案的理念
參考。
有任何問題嗎？聯絡盡責小組提出或回答有
關此清單的問題！
[email protected]
2022 年多元化、公平與包
容性 (DEI) 盡責小組
DEI建議類別
DEI 盡責小組聯絡資
訊
個別 DEI 措施
社區組織 DEI 措施
營運／政策／文化轉變措施
持續 DEI 推廣及提升
PAGE 106 of 127
Genuinely get to know your neighbors and community. Ask appropriate questions to learn about their background, culture, etc.
Offer to help others and follow through on those commitments.
Do your part to encourage and enhance inter-community cooperation and sharing of information.
Say hello to people around town, smile, and take opportunities to make new friends.
Make a point to introduce yourself at events, break out of the group you know, or/and invite new people in.
If you see something rude, say something. Commit to standing up for those being mistreated or left out. Don't ignore hateful behavior and/or extreme political views.
Encourage block parties and other neighborhood get-togethers to help develop a sense of belonging, as well as to integrate long-time residents with newer residents Listen to all people of various tenures of residency equally.
PAGE 107 of 127
真正瞭解您的鄰居和社區。提出適當的問題以瞭解他們的背景、文化等。
主動幫助他人並履行這些承諾。
盡一己之力鼓勵及加強社區間的合作和資訊共享。
向鎮上的居民微笑打招呼，並把握機會認識新朋友。
在活動中主動自我介紹，在團體內接納所有人，或／及邀請新人參加。
如果您發現問題，請勇於提出。致力為受虐者或被排斥的人挺身而出。請勿忽視仇恨行為
及／或極端的政治觀點。
鼓勵舉辦街區派對及其他社區聚會，幫助培養歸屬感，使老居民與新居民融合相處
公正傾聽所有不同居住時間居民的意見。
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Organizations should seek direct input from community members and listen to them regarding any concerns or expectations.
Organizations should make volunteering/membership as transparent and welcoming as possible.
Provide a simple "volunteer job description" for each task or clear expectations for members.
Do not expect others to know how your organization has always done things, and be open to new ideas!
Be innovative in getting new people to volunteer to get fresh perspectives.
Feature stories about residents/members/staff to illustrate their background/interests/relatability or host a “Meet Me” / “Check Out a Person” for people to get to listen to each other’s stories.
Invest time and resources in educating your members/community/students about different cultures.
Encourage groups (such as NCL, Jr Alliance, Masons, Valley Hunt Club, etc.) to have a more diverse membership.
Offer a variety of community events that would appeal to people of all backgrounds and tenure of residency.
Ensure that events are well advertised, and details are available for newcomers that may not be familiar with regular events.
Showcase cultural displays, food, special skills, dance, etc.
Encourage block parties and other neighborhood get-togethers to help develop a sense of belonging as well as to integrate long-time residents with newer residents Hold an International Festival annually. (Currently being sponsored by the City of San Marino)
Hold an “Appreciation of San Marino Day” that acknowledges the native people to whom this land belonged.
Member Considerations
Event Considerations
PAGE 109 of 127
組織應尋求社區成員的直接意見，並聽取他們的任何疑慮或期望。
組織應盡量讓志工／成員資格透明化和受歡迎。
為每項任務提供簡單的「志工服務務說明」或成員的明確期望。
不要希望其他人瞭解您的組織一直以來的行事方式，應樂於接受新想法！
擁有創新精神以提升新人自願獲得新觀點的動力。
透過居民／成員／員工的專題故事，說明他們的背景／興趣／關聯性，或舉辦「見面會」
／「互相瞭解」活動，讓大家聆聽彼此的故事。
投入時間和資源，讓會員／社區／學生瞭解文化的差異。
鼓勵團體（例如 NCL、Jr Alliance、Masons、Valley Hunt Club 等）接受更多元化的成 員。
舉辦各種社區活動，吸引各類背景和居住期間的居民。
確保有效宣傳活動，並為可能不熟悉常規活動的新人提供詳細資訊。
舉辦文化展覽、美食、特殊技能、舞蹈等活動。
鼓勵舉辦街區派對和其他社區聚會，幫助培養歸屬感，使老居民與新居民融合相處
每年舉辦一次國際藝術節。
舉辦「聖馬力諾感恩日」，認可這片土地所屬的原住民。
成員注意事項
活動注意事項
PAGE 110 of 127
Make current information about your organization readily available (brochures in public buildings and on the community website) about volunteer opportunities, community groups, or organizations, including:
The name of the organization
Purpose of organization and major initiatives and/or events Description of volunteer opportunities
Frequency and dates of meetings
Location of meetings (including street address)
Executive members, including their contact information (phone or e-mail) Application or expression of interest form for community members to provide their skills and interests as potential volunteers
Create a package of useful information to give each resident or household. Include common things that many local residents might take for granted, such as: (Currently being sponsored by the City of San Marino)
Regular store and banking hours
When and where the garbage is picked up
How to get a post office box
Doctors’ offices and other health care services
Daycare services
Establish and maintain DEI goals, strategies, action plans, periodic reviews, and an annual report.
Sponsor programs that pair up two residents that have different cultural backgrounds or different association memberships to volunteer together.
Hold community meetings for all aspects of the community – clubs, churches, schools – to create activities to help people feel included.
Treat/recognize all cultural/religious holidays with the same fervor across the board.
Other Considerations
PAGE 111 of 127
·隨時提供關於組織的志工機會、社區團體或組織等最新資訊（公共大樓和社區網站的手
冊），包括：
組織名稱
組織目的及主要措施及／或活動
志工機會說明
會議次數及日期
會議地點（包括街道地址）
執行成員，包括成員聯絡資訊（電話或電子郵件）
提供社區成員申請書或興趣意見表，作為志工服務的技能和興趣參考
建立有用的資訊資料夾，提供給每個居民或家庭。包括大部分當地居民可能認為合理的常
見事物，例如：
商店和銀行的常規營業時間
收集圾垃的時間及地點
獲得郵政信箱的方法
醫師辦公室及其他醫療照護服務
日常照顧服務
建立並維護 DEI 目標、策略、行動計畫、定期審查及年度報告。
贊助計畫結合不同文化背景或不同協會成員資格的兩種居民一起做志工服務。
舉辦社區會議，展開社區內俱樂部、教堂、學校等活動，以幫助居民感受社區的包容性。
以相同的熱情全面對待／認同所有文化／宗教節日。
其他注意事項
PAGE 112 of 127
Stop the practice of property sales based on race, ethnicity, gender, sexual orientation, and all other discriminatory categories. Photos of potential buyers should not be requested.
Ensure there are a variety of ongoing ways to learn English as another language, as well as find volunteers to help translate if needed.
Improve central gathering places for community activities where all can feel welcome.
Create courses or programs for students in the school district (e.g. 3rd and 9th) on DEI, emotional intelligence, and compassion.
Hold DEI annual training for city businesses.
Encourage DEI hiring goals in businesses and organizations.
Encourage commitment to educating children who reside outside of the city and commit to treating inter-district students equally.
Have businesses, development, and commerce that bring different people together such as:
Add retail and a thrift store to the city. Promote diversity in retail.
Hold tolerance for mixed-use space.
Bring back the Farmers Market.
Create a food hall (like Blossom Market).
Local publications (such as the San Marino Tribune) to include more people in its distribution – potentially create a fund to supplement subscriptions, if needed.
Get local publications to similarly highlight quinceañeras and other cultural milestone celebrations as the debutante balls.
Track and set City demographic metrics for improvement.
Increase diversity of persons who volunteer within the school system, city bodies, and community groups.
Evaluate bathroom options and expand availability for non-binary individuals and all ages (children’s sized toilets, increased mobility assistance in restrooms, etc.).
Make housing more accessible for everyone.
Create a Foundation for housing down-payment assistance for families in need.
City and the School District should look for ways to support their employees to live in San Marino or nearby communities. Due to the high housing costs, many cannot afford to live near their workplace.
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禁止基於種族、族裔、性別、性取向和所有其他歧視類別進行房地產銷售。不得要求提供
潛在買家的照片。
確保有各種持續的方法將英語作為另一種語言學習，並視需要尋求志工協助翻譯。
改善社區活動的中心聚會地點，讓所有人都可隨時前往聚會。
為學區（例如 3 年級和 9 年級）的學生建立有關 DEI、情商和同理心的課程或計畫。
舉辦城市企業 DEI 年度培訓。
加強企業和組織的 DEI 招聘目標。
鼓勵承諾提供居住在城市外的兒童的教育，承諾平等對待跨學區學生。
不同居民可共同進行的業務、發展及商業活動，例如：
增加城市的零售店和二手商店。促進零售多元化。
保持混合用途空間的接受度。
保留農貿市場。
建立美食廣場（例如 Blossom Market）。
當地出版物（例如聖馬力諾論壇報），讓更多人參與其發行–視需要創立基金以增補訂閱
量。
當地出版物同樣強調 quinceañeras（成人禮）及其他具里程碑意義的文化慶典等類型的
社交舞會。
追蹤並設定城市人口指標以進行改善。
提高學校體系、城市機構及社區團體的志工多元化。
評估洗手間選項，增加非二元性別個人及所有年齡層都可使用的洗手間（兒童尺寸的馬
桶、增加洗手間內的行動輔助裝置等）。
所有人更容易獲得住房。
建立基金會，為需要的家庭提供住房首付援助。
市政府與學區應想辦法支援其員工在聖馬力諾或附近社區的生活。由於住房費用過高，許
多人無法負擔居住在工作地點附近的費用。
不再禁止／限制社區文化傳遞的規劃及設計過程。
停止只使用昂貴的改建材料，避免選擇範圍太小而成本過高。
停止限制新的設計理念及方案。
以主動和直接的方式制止學校的霸凌行為。
PAGE 114 of 127
Discontinue planning and design processes that inhibit/limit community cultural expressions.
Stop having only expensive remodeling materials that make the choices too narrow and expensive in cost.
Stop the restriction of new design ideas and plans.
Stop bullying at schools in a proactive and immediate manner.
Stop the perception that the city is predominantly a specific political party or demographic.
Hold a free Lacy Park weekend once a quarter or change the weekend charge altogether.
Allow non-profits and cultural organizations to use public space for free or at a reduced cost.
PAGE 115 of 127
排除城市主要由特定政黨或人口組成的看法。
每季舉辦一次免費的 Lacy Park 週末或改為週末共同收費。
允許非營利組織和文化組織免費或以低價使用公共空間。
PAGE 116 of 127
Identify a Community DEI Coordinator and a standing committee to establish a mission and vision for San Marino DEI and to represent any DEI-related concerns. Ideas could include:
Develop and implement techniques to help local residents be more accepting of change and progress.
Serve as a point person to track data, take complaints about anti-DEI behavior.
Serve as the voice for DEI concerns to policymakers.
Sponsor conversations (maybe a hotline) for people to call in and validate the feelings of afflicted people.
Plan an all-city read of DEI-related books and follow up with a community party/celebration/discussion.
Create a Youth DEI Task Force.
Offer Assertiveness Training for bystanders and potential targets.
Create mechanisms for the community to track DEI-related concerns and metrics to assess progress in resolving them.
Develop and implement a marketing strategy to instill a positive image of the community and its residents.
Offer education about generational differences.
Show off people’s stories.
Profile local DEI heroes in newsletters/local papers/websites.
Create a City proclamation.
Spotlight minority-owned businesses.
Dedicate appreciation months for different segments of the population.
Double the effort to promote and publish positive, inclusive, and equitable news.
Promote civic pride and attract a diverse pool of new residents.
Acknowledge that the City of San Marino participated in the history of California’s treatment of many minorities (Native Americans, Californios/Mexicans, Chinese, Japanese, African-Americans, displaced victims of the Great Depression).
Recognize and apologize for past wrongdoing, and highlight significant history in San Marino.
Organize community leaders to create DEI mentoring opportunities within their areas of expertise.
Provide cross-cultural awareness training in the community (schools, health care, volunteer organizations, council and municipal administration, and public).
PAGE 117 of 127
確定社區 DEI 協調員和常設委員會，為聖馬力諾 DEI 建立使命和願景，並代表處理 DEI
相關的任何問題。想法可能包括：
開發和實施技術以幫助當地居民適應變化及進步。
作為資料追蹤負責人，接受有關違反 DEI 行為的投訴。
作為決策者關注對於 DEI 的意見。
贊助對話（也許是專線電話），讓居民可以打電話瞭解受影響者的感受。
規劃在全市範圍內閱讀 DEI 相關的書籍，然後舉辦社區聚會／慶祝活動／討論會。
創立青年 DEI 盡責小組。
提供旁觀者和潛在目標群眾信心培訓。
為社區建立機制追蹤 DEI 相關的問題及指標，以評估解決這些問題的進展。
制定並實施行銷策略，打造社區及其居民的正面形象。
提供關於世代差異的教育。
展示居民的故事。
在即時通訊／當地報紙／網站介紹當地的 DEI 英雄。
設立城市公佈欄。
關注少數族裔持有的企業。
為不同的族群舉行感恩月。
加倍努力宣傳及發佈正面、包容和公平的新聞。提升公民榮譽感並吸引多元化的新居民。
認同聖馬力諾市參與加州對待眾多少數民族（美洲原住民、加州／墨西哥人、中國人、日
本人、非裔美國人、不景氣下的受難者）的歷史。
承認並為過去的不當行為道歉，強調聖馬力諾的重要歷史。
組織社區領袖在其專業領域內建立 DEI 指導機會。
在社區（學校、醫療機構、志工組織、市議會和市政府當局以及公眾）提供跨文化意識培
訓
PAGE 118 of 127
TO: Mayor and City Council
FROM: Mario Rueda, Acting City Manager
BY: Mario Rueda, Acting City Manager
DATE: February 24, 2023
SUBJECT: CONSIDERATION OF RESOLUTION NO. R-23-08
PROCLAIMING THE TERMINATION OF THE LOCAL
EMERGENCY CONCERNING THE COVID-19 VIRUS
STRATEGIC PLAN CRITICAL SUCCESS FACTORS
Engaged and Connected Residents
Efficient, Responsive, and Effective City Services
Fiscally Responsible and Transparent City Government
Safe Community
BACKGROUND
An outbreak of respiratory illness due to a novel coronavirus, now known as COVID-19, was identified in Wuhan City, China in December 2019. On March 4, 2020, Governor Gavin Newsom declared a state of emergency to address the COVID-19 outbreak. On March 11, 2020, the World Health Organization publicly identified COVID-19 as a global pandemic with cases in at least 114 countries. On Friday, March 13, 2020, the President of the United States declared a state of national emergency.
On March 17, 2020 the San Marino City Council approved Resolution No. R20-09, proclaiming the existence of a local emergency concerning the COVID19 virus. Pursuant to the Municipal Code, the proclamation of local emergency permitted the City Manager to take any action necessary to address or mitigate the impacts of the COVID-19 virus on City operations and services. It also provided authority for the City Council to ratify emergency regulations to prevent the potential spread of illness should that become necessary. Finally, it allowed the City to be reimbursed for emergency expenditures, receive state and federal funding, and receive other resources as necessary to address Steve Talt, Mayor
Steven W. Huang, DDS, Vice Mayor
Tony Chou, Council Member
Calvin Lo, Council Member
Gretchen Shepherd Romey, Council Member
PAGE 119 of 127
issues within San Marino.
Resolution No. R-20-09 states specifically that the local emergency will continue to exist until the City Council terminates it. On July 14, 2021 the City Council moved to review the local emergency proclamation every 60 days due to declining new infections, current restrictions being eliminated, reopenings to schools and businesses, and little need to continue the emergency proclamation in San Marino. At the September 8, 2021 City Council meeting, City Council changed the review period to be upon request or as needed, due to increasing infections, hospitalizations, and deaths linked to the emerging Delta variant.
On October 17, 2022 the Office of the Governor of the State of California announced that a proclamation declaring the end of the COVID-19 State of Emergency would be authorized on February 28, 2023.
DISCUSSION
City staff has reviewed the necessity for continuing the local area emergency, and has determined that the conditions of extreme peril to the safety of persons and property within the City caused by COVID-19 is deemed to be within the control of the in-place mitigations and normal protective services, personnel, equipment, and facilities within the City of San Marino. This circumstance has developed as the result of the various and now routine proactive protective health measures in place in public and private facilities and the development and wide distribution of the three COVID-19 vaccines. As of February 5, 2023, 88.2% of the population of San Marino age 5 years and older as been fully vaccinated, with 66.9% having received at least one booster dose.
Despite new strains of COVID-19 being identified, the number of cases in the City of San Marino have substantially decreased from their peak levels, with average infections over the last five months occurring within < 0.5% of the City’s population. As such, it is recommended that the City Council adopt the proposed Resolution proclaiming the termination of the local area emergency concerning the COVID-19 virus.
The Fire Department will deactivate the City’s emergency operations center (EOC) for COVID-19. The Department will continue in partnership with the L.A. County Public Health Department to insure information sharing and to continue to promote the importance of following COVID safety guidelines. Staff will continue to monitor the COVID-19 numbers in the City and region and should conditions related to COVID worsen to the degree where higher-level coordination and support is needed, the EOC can activate PAGE 120 of 127
again. The City Council may then choose to reinstate the proclamation of a local emergency.
FISCAL IMPACT & PROCUREMENT REVIEW
This report possesses no fiscal impact and requires no procurement review.
LEGAL REVIEW
The City Attorney's office has reviewed and approved as to form.
RECOMMENDATION
Staff recommends the Council adopt Resolution No. R-23-08. If the Council concurs with staff’s recommendation, an appropriate motion would be:
”I move to adopt Resolution No. R-23-08, a Resolution of the City Council of the City of San Marino, California, Proclaiming the Termination of the Local Emergency Concerning the COVID-19 Virus.”
ATTACHMENTS
1. Resolution No. R-20-09
2. Resolution No. R-23-08
PAGE 121 of 127
PAGE 122 of 127
PAGE 123 of 127
PAGE 124 of 127
PAGE 125 of 127
RESOLUTION NO. R-23-08
A RESOLUTION OF THE CITY COUNCIL OF THE CITY
OF SAN MARINO, CALIFORNIA, PROCLAIMING THE
TERMINATION OF THE LOCAL EMERGENCY
CONCERNING THE COVID-19 VIRUS
WHEREAS, Government Code § 8630 and Chapter 4 (Emergency Services) of the San Marino Municipal Code provide that the City Council of the City of San Marino may proclaim the existence of a local emergency as defined by Government Code § 8558, subdivision (c); and WHEREAS, a local emergency presently exists in the City of San Marino in accordance with the proclamation thereof by the City Manager, acting as the Director of Emergency Services on the 17th day of March 2020, by enacting Resolution No. R-20-09, entitled “A Resolution of the City Council of the City of San Marino, California, Proclaiming the Existence of a Local Emergency Concerning the COVID-19 Virus” and its ratification by the City Council on the 17th day of March 2020; and
WHEREAS, the existence of COVID-19 created conditions beyond the control of local resources and required the combined forces of other political subdivisions to combat; and WHEREAS, the situation resulting from said conditions is now deemed to be within the control of the normal protective services, personnel, equipment, and facilities of and within the City of San Marino.
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF SAN MARINO, CALIFORNIA, DOES HEREBY FIND, DETERMINE, AND RESOLVE AS FOLLOWS:
SECTION 1. The above recitals are true and correct, and are incorporated herein by reference.
SECTION 2. Resolution No. R-20-09 Proclaiming the Existence of a Local Emergency Concerning the COVID-19 Virus, as enacted and issued by the Director of Emergency Services and ratified by the City Council on the 17th day of March 2020, is hereby rescinded and said local emergency is terminated.
SECTION 3. Executive Orders associated with said Local Emergency, as issued by the City Manager and ratified by the City Council, are no longer in effect.
PASSED, APPROVED, AND ADOPTED, at a Regular Meeting of the City Council of the City of San Marino, California, on this 24th day of February, 2023. ______________________________________
STEVE TALT, MAYOR
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CITY OF SAN MARINO RESOLUTION NO. R-23-08
PAGE 2 OF 2
ATTEST:
__________________________________
CHRISTINA BAKER, CITY CLERK
STATE OF CALIFORNIA )
COUNTY OF LOS ANGELES ) ss.
CITY OF SAN MARINO )
I, Christina Baker, City Clerk of the City of San Marino, California, hereby certify that Resolution No R-23-08 was adopted by the City Council of the City of San Marino at an Adjourned Meeting held on the 24th day of February, 2023, and that the same was adopted by the following vote:
AYES:
NOES:
ABSTAIN:
ABSENT:
________________________________
CHRISTINA BAKER, CITY CLERK
CITY OF SAN MARINO
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