Agenda packet — San Marino City Council, November 13, 2024 (part 7 of 8)

2. QUALIFICATIONS & EXPERIENCE OF FIRM & KEY TEAM MEMBERS: (cont’d) TYPICAL SERVICES:

Working with numerous Southern California cities, HCI has been responsible for directing the activities of Traffic Divisions, providing expertise to City Engineering and Planning staffs, and responding to requests, inquiries and concerns of citizens and City Council members; typical of certain needs identified by the City of San Marino’s RFP for on-call traffic engineering services.

If desired, our overall services available to the City of San Marino include the following:
 Traffic signal design
 Signing and striping design
 Develop and implement traffic signal timing plans
 Develop, design and implement traffic signal coordination systems  Traffic management plans (traffic control plans)
 Warrant analyses for traffic control devices, such as traffic signals, Stop signs, crosswalks  Engineering and Traffic Surveys for establishing speed limits  Review of traffic impact analyses
 Remote and local (off-site/on-site) management of traffic signals  Review all proposed improvements, development, site and traffic management plans to ensure conformance with applicable standards (City, AASHTO, Cal. MUTCD, etc.)  Develop traffic-related conditions of approval for planning and development applications  Identify and prepare applications for public improvement funds/grants  Coordination of activities of our client cities’ traffic signal maintenance contractor  Contract City Traffic Engineering
 All other traffic-related impact reports, surveys and analyses From our office location, HCI also continuously operates eleven (11) agencies’ citywide traffic signal systems. The local agencies where HCI remotely operates and daily monitors the coordination timing for traffic signals are the following cities:
1) Aliso Viejo 5) Laguna Hills 9) Stanton
2) Cerritos 6) Moorpark 10) Tustin
3) Cypress 7) Rancho Santa Margarita 11) Yorba Linda
4) Indian Wells 8) San Juan Capistrano
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Proposal for Multi-Year Professional Services for the City of San Marino, CA

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4. PROJECT APPROACH: (continued)
In careful review of the City’s RFP, we are providing our knowledge, skill sets, qualifications, and experience related to what is being sought in Category 1: On-Call Traffic Engineering Services (as listed below):

1. Design Engineering Services (Traffic Signal, Signal Interconnect Design Plans) HCI has extensive experience in the development of traffic engineering plans, such as new traffic signal, traffic signal modification, and signal interconnect as these are among our firm’s primary service products. Upon request by the City’s contract officer, HCI will generally begin a traffic design by completing a topographic field-review of the intersection/location. More specifically, HCI staff conducts a field review to verify existing equipment and/or document roadway features including curb, gutter, median alignments, sidewalks, driveways, catch basins, curb returns, bus and bicycle routes, signing and striping. HCI also reviews the project roadways and compares the layout drawings against existing field conditions. Potential conflicts between proposed improvements and underground/overhead utilities (other infrastructure) are investigated.

HCI then prepares a base design plan using AutoCAD for the project location. After incorporating all necessary utility data, a preliminary traffic plan is prepared that takes the existing and modified street and intersection geometries into consideration, along with other factors that may influence the design and/or operation of the system. Each plan includes necessary notes/specifications for applicable equipment removal and installation.

The majority of our traffic signal design work is designed in conformance with Sections 86 and 87 of the State of California (Caltrans) Specifications and Standard Plans, latest edition, and is compliant with the City’s most current signal design standards and technical provisions. The traffic plans generally include: General and construction notes, phase diagram, conductor, detector and pole schedules, and any other details necessary for construction.

The plans are typically prepared at 20-scale or 40-scale and plotted on ‘D’ size (24”x36”) full-size sheets with standard City title block. HCI usually provides a 60% and 90%-complete progress submittal of the preliminary traffic plans to the City for design review. Comments received during the City’s review are incorporated in a timely manner into the final 100% plan submittal.

Similarly, HCI has extensive experience in the development of signing and striping plans, signing/striping modification plans, and traffic control plans. For each of these types of plans, HCI includes applicable technical provisions and engineer’s estimates that complement each plan set providing complete PS&E ready for construction bidding on time and within the City’s approved schedule. All plans are prepared under our licensed Traffic and Civil Engineers.

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Proposal for Multi-Year Professional Services for the City of San Marino, CA

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4. PROJECT APPROACH: (continued)

1. Design Engineering Services (Traffic Signal, Signal Interconnect, & ITS Design Plans) (cont’d) It is important to note, all of our engineering staff assigned to serve the City of San Marino have a thorough knowledge and proficiency in the local agency municipal codes, current State (Caltrans) standard plans and specifications, Highway Design Manual, Highway Capacity Manual, California Manual on Uniform Traffic Control Devices (CA MUTCD), policies and procedures for ADA regulations, traffic signal timing, traffic engineering modeling and methodologies, ITS, Federal/State/County/City funding, traffic standards and methodologies, and the State of California Vehicle Code.

Our team will provide the City with all materials and labor to perform the requested traffic engineering design services and conform to these standards. In addition to our technical expertise, our staff possesses the ability to effectively communicate in oral or written form and have no difficulty speaking before groups. HCI staff will attend City staff, City Council, Planning Commission, and any other extraordinary meetings or events, as needed and requested by City.

HCI staff does have the expertise to complete all traffic engineering services as listed in the City’s RFP, including cooperatively working with various agencies such as Caltrans and Los Angeles County.

2. Plan-Checking Services / Private Development Plan-Check HCI understands that the on-call professional engineering services that may be requested by the City’s contract officer may involve plan-check services for the consultant to provide on behalf of the City, in accordance with current Traffic Engineering and Traffic Operations principles and design requirements. As our firm specializes in providing traffic engineering services to local agencies, HCI staff have reviewed and plan-checked countless traffic plans over the past (29) years for numerous cities. As an approved consultant, upon request HCI will perform plan checks and reviews in accordance with any applicable City Design Manual, Standard Plans, Technical Provisions, Planning and Design Guidelines for Bicycle Facilities, and Transportation Guidelines, Caltrans Highway Design Manual, CA MUTCD, and the Caltrans Standard Plans and Specifications.

HCI’s experience and expertise allows quick and complete site plan review for all types of traffic engineering applications, as well as certain civil applications, to determine conformance to traffic, parking, access, street and pavement, subdivision requirements, meetings with developers or contractors to resolve traffic issues.

Upon request, HCI staff will red-line a plan and/or render and remit a typed plan-check correction/clarification list (2 copies) to the Public Works Department/Engineering Division within (10) working days from notification by the City for a typical development project.

HCI’s traffic plan review check list is comprised of the following:

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Proposal for Multi-Year Professional Services for the City of San Marino, CA

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4. PROJECT APPROACH: (continued)
If requested, our reviews conclude with developing detailed, project-specific Conditions of Approval for the City’s consideration. It is noted that many development-related services such as the review of street improvement or traffic signal plans are project specific and are treated as recoverable project costs. With our internet based tools and 12-person available staff, HCI is very capable of taking on and efficiently managing multiple design/review projects.

3. Other Traffic/Transportation Engineering Services, including Reports & Surveying Warrant Analyses/Reports
Our staff also prepares numerous warrant analysis and traffic operations reports every year for various city agencies, such as traffic signal warrants, left-turn phasing warrants, multi-way stop warrants, operational level-of-service (LOS), queuing analyses, flashing beacon warrants, traffic calming studies, traffic signal master plans, citywide Engineering and Traffic (E&T) surveys for speed limits, etc. Upon City request, HCI staff also completes field reviews for sight distance, order applicable vehicular and pedestrian count data, and quickly gathers, prepares, and analyzes SWITRS collision data (via i-SWITRS website), prepares exhibits, and develops reports for literally hundreds of traffic studies for our client cities.

Upon request by the City’s contract officer, HCI will also provide critical intersection calculations, as we do for several of our client city agencies on a bi-annual basis, for compliance with the region’s Congestion Management Program (CMP) and Highway Performance Monitoring System (HPMS). In regards to the CMP, HCI typically gathers peak-hour turning movement counts for the specified intersections, and applies these traffic volumes, number of lanes for each approach leg, and traffic signal timing to obtain an intersection LOS.

More specifically, HCI utilizes the Intersection Capacity Utilization (ICU) or the Highway Capacity Manual (HCM) methodologies, as appropriate, to complete peak-hour intersection levelof-service (LOS) calculations. Typically, HCI uses the HCM methodology to determine LOS at traffic signalized intersections using the Synchro Traffic Signal software, unless the ICU methodology is specified. HCI then reviews the results, determines applicable deficiencies, and provides a recommendations report to the City for improving LOS to acceptable standards, such as additional lanes, protected left-turns, overlap phases, and signal timing.

Software
HCI uses state-of-the-art licensed AutoCAD software, as well as the Microsoft Office suite of programs, Synchro 11, and Adobe & Nitro PDF programs on our office computers. More specifically, our designers use the AutoCAD software for all of our design plan work, which typically include traffic signal plans (new or modification), signing and striping plans, signal interconnect plans, certain civil plans, and report exhibits. All of our staff’s computers use the Microsoft Office programs (including Excel, Word, Outlook, & Powerpoint, etc.) to complete various reports, memos, specifications, and estimates as part of the requested PS&E design work.

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Proposal for Multi-Year Professional Services for the City of San Marino, CA

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4. PROJECT APPROACH: (continued)

3. Other Traffic/Transportation Engineering Services, including Reports & Surveying (cont’d) Software (cont’d)
In regards to Simulation/Modeling, our engineers use the Synchro program, as well as the latest Tru-Traffic time-space coordination timing software, for various timing development and evaluations, modeling and simulations. HCI is very familiar with Synchro, which uses the Highway Capacity Manual (HCM) methodology for corridor timing development.

TRAFFIC SIGNAL OPERATIONS SUPPORT SERVICES:

It is noted, we are including an explanation of our on-going traffic signal monitoring support services for the City’s review. We understand these particular services are not needed or included in the RFP; however, they are provided as part of our experience information for the City’s consideration.

As mentioned, HCI currently manages the traffic signals and signal systems of (11) Southern California cities on a daily basis. Consequently, we have a very good understanding and are infinitely familiar with both the Econolite control equipment as well as the Centracs and Aries Traffic Management System softwares for traffic signal systems management. In regards to coordination timing and separate time-referencing devices, all signal controller time clocks that we manage are constantly updated through our Centracs and Aries Traffic Management softwares, which are always connected to the GPS time via internet.

HCI’s project-specific experience includes extensive knowledge on the local agency’s signal controllers. HCI staff continuously (daily) interfaces with the signal controllers in our client cities which currently use the Econolite ASC/2S, ASC/3, and the latest Cobalt system controllers, the ASC/2M master controllers, and managed by the Centracs and Aries Traffic Signal Management systems.

HCI staff’s “hands-on” traffic signal timing experience comprises all levels of timing applications, including timing input into signal system controllers manually and from our traffic signal management center through our licensed system software, designing and installing special “custom” traffic signal operational circuitry, and maintaining signal interconnect operations.

Our same team members have been working with several City staffs during the past several years in monitoring their City’s systems. In conjunction, HCI staff continues our on-going excellent relationships with most traffic signal, lighting, and signal maintenance contractors (and their technicians) including Econolite (Aegis), Siemens ITS, Crosstown/Computer Services Company (CSC), Bear Electric, St. Francis, as well as with Caltrans and the Counties of Los Angeles, Orange, and Riverside for any shared City/State or City/County intersections.

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Proposal for Multi-Year Professional Services for the City of San Marino, CA

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4. PROJECT APPROACH: (continued)
Lastly, throughout the past years, HCI has maintained a good working relationship with Caltrans, as several projects have been implemented that successfully interfaced with freeway interchange traffic signal systems.

APPROACH:

The specific approach to our on-going traffic signal operations and timing management services that HCI provides to our client agencies includes the following:

HCI typically provides a Traffic Signal Systems Specialist for the monitoring support on all the City’s traffic signals. The Specialist sets up the Scheduled Operations on the Centracs or Aries Traffic Management systems specifically for our client City’s systems in order to automatically perform a variety of tasks. Specifically, the Centracs/Aries functions and Specialist’s time spent on these services include performing the following daily sub-tasks:

1. The Scheduled Operations automatically gather and store historical data and real-time information on all the City’s traffic signal operations programmed;

2. The data is reviewed daily to verify that all traffic signals are working properly;

3. Any malfunctions logged are immediately reported to the City’s designated traffic signal maintenance contractor, for dispatch;

4. The historical data is also analyzed to identify traffic volumes and patterns in order to assist in determining if adjustments to signal timing is necessary;

5. Verify if all timing is programmed correctly in each master and local controller.

HCI staff typically reports traffic signal problems and malfunctions to the City’s traffic signal maintenance contractor within (24) hours. HCI staff coordinates all work associated with the City’s contractor and also provides verification to the City of their completed work. HCI staff often assists the City in resolving traffic signal complaints by speaking by phone/email/in person with the resident(s)/City personnel on their specific request/complaint. HCI staff completes the necessary investigation and makes recommendations to the City on identified traffic signal improvements, such as equipment upgrade, more efficient signal phasing, significant timing adjustments, any new coordinated signal control systems, etc.

Upon request, HCI staff may also drive each project arterial during peak-periods in order to verify and fine-tune coordination timing. If necessary and approved by the City, HCI also coordinates/gathers updated traffic counts as part of the investigation.

The above approach has proven to be a valuable service to our client cities, as the on-going scheduled signal management has minimized overall time in troubleshooting, repair, and maintenance company efforts by City staff on their citywide traffic signal systems. In turn, this controlled management service actually saves the City on the amount of time and personnel required to monitor and repair signal related issues.

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14 of 14
Exhibit B
Fee Schedule
Fee Schedule found on the following page
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Hartzog & Crabill
Consulting Engineers
17852 E. 17th Street, Suite 101,  Tustin, CA 92780  (714) 731-9455 Schedule of Hourly Rates
Classification Hourly Rates
Expert Witness / Deposition....................................................................................... $290 Litigation Consultation............................................................................................... $260 Two-Person Survey Crew........................................................................................... $260 Litigation Field Evaluation......................................................................................... $235 Principal Consultant......................(Tram Hartzog & Jerry Stock, PE, TE)........... $180 Project Manager.......................................................................................................... $170 Registered Land Surveyor........................................................................................... $165 Senior Engineer……(Scott Ma, PE, TE, Bernie Dennis, TE, & Doug Anderson). $155 Storm Water Permit Compliance Engineer................................................................. $155 Associate Engineer.........................(Michael Vallado)................................................ $150 Construction Manager................................................................................................. $140 Traffic Signal System Supervisor…(Greg Cabey)...................................................... $140 Mural Artist.................................................................................................................. $140 Senior Designer..............................(Todd Hartzog & Dave Martorano)................... $135 Traffic Signal Systems Specialist...(Dave Pickrell & Michael Powers)..................... $130 Assistant Engineer........................................................................................................ $125 Draftsperson.................................................................................................................. $105 Technician..................................................................................................................... $ 90 Word Processor............................................................................................................. $ 75 Clerical.......................................................................................................................... $ 60 * Traffic Counts (Cost, plus 15%)............................................................................ $ * Note: Out of pocket expenses (blueprinting, reproduction, printing and delivery service) will be invoiced at Cost. These other direct costs are included in the not-to-exceed values for the aforementioned scope of services. A 15% fee for administration, coordination and handling will be added to subcontracted services. This Schedule of Hourly Rates is effective as of July 1, 2022. Rates may be adjusted after that date to compensate for increases of inflationary trends.

Mileage shall be per current IRS rate. Rate can be found at the following link:
https://www.irs.gov/newsroom/irs-issues-standard-mileage-rates-for-2023-business-useincreases-3-cents-per-mile..

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TO: Mayor and City Council
FROM: Philippe Eskandar, City Manager
BY: Hillary Guirola-Leon , Finance Director
DATE: November 13, 2024
SUBJECT: AWARD OF PROFESSIONAL SERVICES AGREEMENT WITH

RAFTELIS TO CONDUCT A SEWER RATE STUDY IN THE
AMOUNT OF $52,949 & AWARD OF PROFESSIONAL

SERVICES AGREEMENT TO REVENUE & COST

SPECIALISTS (RCS) TO CONDUCT THE COST ALLOCATION

PLAN & CITYWIDE FEE STUDY IN THE AMOUNT OF
$29,750

STRATEGIC PLAN CRITICAL SUCCESS FACTORS
Fiscally Responsible and Transparent City Government

BACKGROUND
Long-term projections for the General Fund indicate that operating expenditures will exceed revenues, leading to operational deficits. In fact, without cost cutting measures implemented as a part of the Fiscal Year 2024- 25 budget, such a deficit would have existed this year as well. One strategy to address these shortfalls is to ensure the full cost recovery for services provided directly from the individuals or businesses who receive these services. Notably, per Proposition 218, public agencies may not charge fees for services that are higher than the estimated cost of providing the service.

Additionally, Section 16 of the Citywide Financial Policies adopted by Resolution R-18-08 state that, “The City shall employ the principles and practices of cost recovery for services in a manner consistent with generally accepted cost of services and cost allocation best practices.” Historically, the City of San Marino has conducted a citywide fee study and cost allocation plan approximately once every five years. This aids the City Steven W. Huang, DDS, Mayor
Gretchen Shepherd Romey, Vice Mayor
Tony Chou, Council Member
Calvin Lo, Council Member
Steve Talt, Council Member
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Council in establishing cost recovery polices and setting fees for services in an equitable manner. One such example would be fees for building permits that are benefiting a private property owner. In this example, a common practice in cities is to charge the full cost of providing those services to the property owner so that other members of the community are not subsidizing the private benefit gained by the property owner.

While the City has had a practice of routinely conducting citywide fee studies, it has never conducted a study to identify potential revenue sources to fund the operation and maintenance needs of the City’s 50-mile sewer collection system that every property in the City benefits from in some way. As such, the City Council must decide annually on whether to allocate limited General Fund revenues for things like services to the community and public safety, or the maintenance of the sewer system.

On July 30, 2024, the City submitted a Request for Proposals for the City-Wide Fee Study and Sewer Rate Study. The RFP process closed on September 6, 2024.

City-Wide Fee Study
The City received two proposals for the User Fee Study: Revenue & Cost Specialists (RCS) at $29,750 and Matrix Consulting Group at $30,000. Based on their lower bid and staff’s positive past experience with RCS, staff recommends awarding the contract to Revenue & Cost Specialists.

Sewer Rate Study
Additionally, the City manages a 50-mile sewer collection system that requires ongoing maintenance and capital investment. The latest projections for operating and capital improvement costs are estimated at $35.5 million over the next 11 years and are currently unfunded. The City does not currently charge for sewer services, relying instead on General Fund revenues. An analysis is needed to identify revenue sources for maintaining and improving the sewer system.

The city received two proposals for a Sewer Rate Study: Raftelis at $52,949 and Black & Veatch at $45,725. Raftelis’ proposal includes the preparation of the Proposition 218 notice. Black & Veatch’s proposal does not cover this, requiring an additional cost of $4,000 for the notice preparation.

While both consultants are highly qualified, staff recommends Raftelis for their specialized expertise and tailored strategies for the City of San Marino. This will be San Marino's first Sewer Rate Study, making clear communication of the study results crucial. Staff found that Raftelis excels in explaining the study results and produces user-friendly reports.

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DISCUSSION
General Fund Overview and Projections
During the FY 2024-25 budget process, a 5-year projection was prepared for the General Fund. Projections indicate that the General Fund’s operating expenditures are expected to outpace revenues, leading to operational deficits. One strategy to address these shortfalls is to ensure cost recovery of services provided directly to individuals or businesses. Charging user fees so that recipients of direct services pay their fair share of said services, reduces the need to rely on the General Fund and ensures funding is available to continue to provide those services.

As previously mentioned, a User Fee Study aligns with the Citywide Financial Policies Resolution R-18-08, Section 16, which states that “the City shall employ principles and practices of cost recovery for services in accordance with generally accepted cost of services and cost allocation best practices.” User Fee Study
The goal of a User Fee Study is to better align fees with the true cost of providing a service. It is best practice to periodically review fees, usually every 5 years, to ensure cost recovery and reduce uneven impacts. The City conducted its last User Fee Study in 2020 with fees being effective September 1, 2021. Periodic review of fees also encourages transparency in the process and shows the relationship between the fee and the cost of providing the service.

On July 30, 2024, the city sought proposals for a cost-of-service analysis and received two proposals listed below:

Proposal Amount
Revenue & Cost Specialists
Proposal (RCS)

$29,750
Matrix Consulting Group
$30,000
RCS's proposal includes a Cost Allocation Plan, which provides precise overhead cost allocations, whereas Matrix’s proposal would require additional costs for such a plan. Revenue & Cost Specialists (RCS) submitted a joint proposal with Raftelis and the proposal allows for separate contracts.

The City’s User Fee Study prepared on September 2020 was prepared by RCS.

RCS’s past experience with the City of San Marino’s fee study, will help create PAGE 1448 of 1856
efficiencies in the process. Staff recommends awarding the contract to Revenue & Cost Specialists (RCS) due to being the lowest bidder and staff’s positive experience with RCS in prior studies.

Sewer Rate Study
The city operates a 50-mile long municipal sewer collection system and is responsible for collecting wastewater (sewage) and conveying it to the Los Angeles County Sanitation District for treatment. The Sewer system is a critical public infrastructure that needs proper maintenance and capital investment to meet safety regulations and continue operations.

In 2019, the City completed a Sewer System Master Plan (SSMP) and a Wastewater Collection System Condition assessment (WCSCA) to assess the system and begin steps toward improving the system. Priority projects were identified to ensure the sustained reliability of the sewer system and the rehabilitation of all three City-owned sewer lift stations were recommended.

The City has awarded and started the Lift Station Improvement Project in the amount of $2,276,000.

The costs projected in the WCSCA were updated in 2024 and are estimated at $35,487,000 for Operation and Maintenance (O&M) and capital improvements over the next 11 years. The projected costs are unfunded and a revenue source will need to be identified in order to maintain the system and invest in capital improvements.

Unlike most agencies, the city does not charge customers for the use of the sewer system. Currently, the wastewater collection system expenditures are funded with General fund revenues. Based on research conducted by staff, San Marino remains the only City in the region who funds, operates, and maintains their sewer system in this manner. The City was able to fund the Lift Station Improvements with one-time existing Capital Projects Fund reserves. However, this will not be possible moving forward given the growing need for capital improvements throughout the City.

Based on FY 2024-25 budget projections, the Capital projects fund started with a reserve balance of $15.7M as of 7/1/23 and is projected to end with a reserve balance of $76K on 6/30/25 due to the large number of projects currently envisioned or contracted for. Since, the General fund is the funding source for the Capital projects fund, an analysis is needed to identify revenue streams for the projected costs of operating and improving the sewer system.

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As shown on table 1 above the investment needed to maintain and operate the Sewer system is a minimum of $2M each fiscal year and is currently unfunded.

A Sewer Rate Study is essential as it would be prepared by a third-party expert with special expertise in financial plans for Utility systems. The goal of the study is to identify the adequate funding necessary to maintain and operate a Wastewater system while also ensuring the Utility is financially sustainable in the long term. The rate study would also analyze potential sewer rates as a funding source to bridge the gap between system needs and funding sources.

Staff requested proposals for a Sewer Rate Study on July 30, 2024 and received the two proposals listed below. Raftelis’ submitted a joint proposal with RCS and the proposal allows for separate contracts. Raftelis’ proposal includes the preparation of the Prop 218 notice. Black & Veatch’s proposal does not include the Prop 218 notice preparation, and it would cost an additional $4,000.

Staff reviewed and evaluated both proposals. Both consultants have adequate experience to conduct a utility rate study but Raftelis stands out for their expertise. Raftelis demonstrates their knowledge and ability to guide the City to meet the objective of the project. Additionally, Raftelis has conducted a Wastewater rate study for various California cities with recent and ongoing sewer rate studies for the cities of Pasadena, Oxnard, El Monte, Ontario, Orange, San Clemente, Seal Beach, and Tracy.
-
1,000,000
2,000,000
3,000,000
4,000,000
5,000,000
6,000,000
FY 25-26 FY26-27 FY27-28 FY28-29 FY29-30 FY30-31 FY31-32 FY32-33 Sewer Rehabilitation and Repair Projects O&M costs
Sewer Capital and Operations Expenses Table 1
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This would be the City of San Marino’s first Sewer Rate Study and communication of the results will be critically important. Staff reached out to references and Raftelis stands out because of their ability to explain the Sewer Rate study and meet with staff for questions throughout the project. Staff has also reviewed Study reports prepared by Raftelis and the reports are easy to follow with graphics and charts that complement the report.

Staff is recommending awarding the professional services agreement to Raftelis to conduct the Citywide User Fee Study.

FISCAL IMPACT & PROCUREMENT REVIEW
The User Fee Study is budgeted for FY 24/25 under account # 101-11-4150- 0000. The Sewer Rate Study is not currently in the FY 24/25 budget and requires a budget appropriation of $52,949.

LEGAL REVIEW
The City Attorney's office has reviewed and approved as to form.

RECOMMENDATION
Staff recommends the Council award a Professional Services Agreement with Raftelis to conduct a Sewer Rate Study in an amount not to exceed $52,949. and approve a budget amendment of $52,949 in the General Fund to cover the cost of the study.

If Council agrees with Staff’s recommendation a motion would be “I move to authorize the City Manager to execute a contract with Raftelis to conduct a Sewer Rate Study, in the amount not to exceed $52,949 and approve the FY 24/25 budget amendment to appropriate $52,949 in the General Fund.” Staff also recommends the Council award a Professional Services Agreement with Revenue & Cost Specialists (RCS)to conduct a Cost Allocation Plan and City-wide Fee Study in an amount not to exceed $29,750.

If Council agrees with Staff’s recommendation a motion would be “I move to authorize the City Manager to execute a contract with Revenue & Cost Specialists (RCS) to conduct a Cost Allocation Plan and City-wide Fee Study in an amount not to exceed $29,750.”
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ATTACHMENTS

1. User Fee Study RCS Agreement

2. Sewer Rate Study Raftelis Agreement

3. Exhibit A Proposal

4. Exhibit B Cost Proposal
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i

CITY OF SAN MARINO

STANDARD PROFESSIONAL SERVICES AGREEMENT

TEMPLATE
(Current as of April 1, 2024)
The City Attorney has prepared this Standard Professional Services Agreement Template to streamline the negotiation and approval of contracts for professional services provided by outside companies or individuals (“Consultants”). This Template should not be used for purchasing goods, equipment, or software; public works projects; or professional services that include design professional services. “Design Professionals” are licensed architects, landscape architects, and professional land surveyors, and registered professional engineers. (See Cal.

Civ. Code § 2782.8.) Other templates may be available for these purposes.

To use the Template, first review Section 02.06.05 of the City Code (“Procurement of Goods, Services and Contracts for Public Projects”), a copy of which appears on the next page. Failure to comply with this Section may delay or nullify contract approval.

Second, contact the City Clerk to ensure you have the latest version of the Template.

Always begin with the latest version rather than editing an agreement created for another contract because the Template may be updated from time-to-time to incorporate changes needed to address changes in the law or to incorporate new ideas.

This will ensure you don’t omit any important updates or inadvertently include provisions that were approved only for use in that other contract. If you have any ideas for changes to the Template, please feel free to share them.

Third, complete the Template. The highlighted text and instructions show you what information is needed (e.g., the Consultant’s name, its contact information, the contract amount, the scope of services, and how and how much the Consultant will be paid).

Because the Scope of Services and Fee Schedule are the most variable terms from contract-to-contract, the Template includes them as separate Exhibits. You must provide the content of the Exhibits. When you are done, remove the highlighting, instructions, and these cover pages before releasing it to the Consultant.

You can also share a blank version of the Template with prospective Consultants (e.g., in RFPs and RFQs) to show them the terms the City expects Consultants to meet if selected. This might also make it less likely a Consultant will object to the City’s terms after selection. If you do this, do so only after removing all highlighting and cover pages and replacing the instructional notes with blanks.

Finally, not every provision of the Template will work for every contract. You or the Consultant might find changes are needed for practical reasons related to the services the City wants. The Consultant might also request changes for business reasons. This Template might also require modification for contracts that rely on state, federal, or PAGE 1453 of 1856
This is a reproduction of portions of the San Marino City Code.

Always refer to an official copy of the Code and check with the City Clerk regarding recent possible amendments to ensure you are working with the most current version. ii
other grant funding. Please consult with the City Attorney’s office regarding any proposed changes early in the process so we may respond in a timely manner.

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This is a reproduction of portions of the San Marino City Code.

Always refer to an official copy of the Code and check with the City Clerk regarding recent possible amendments to ensure you are working with the most current version. iii
San Marino City Code
Section 02.06.05

PROCUREMENT OF GOODS, SERVICES AND CONTRACTS FOR PUBLIC

PROJECTS
A. General Requirements:

1. Conformance With The City Budget: No procurement of goods, services or public projects, as defined in subsection C2 of this section, is authorized unless the person making the procurement for the city signs a statement prepared by the finance officer certifying that the proposed procurement conforms to the budget adopted by the city council.

2. Applicable Procedures: Procurements of goods and services, but excluding contracts for public projects shall conform to the procedures in this subsection A and subsection B of this section. Contracts for public projects shall conform to the procedures in this subsection A and subsection C of this section.

3. Execution Of Contracts For Public Projects And Professional Services: No contract for professional services or for a public project of thirty thousand dollars ($30,000.00) or more shall be executed unless previously approved by the city council and shall be executed only by the mayor or city manager. Contracts for public projects and professional services between five thousand dollars ($5,000.00) and thirty thousand dollars ($30,000.00) shall be executed and approved by the city manager.

4. Change Orders: Change orders may be approved only by a person authorized to originally procure the goods, services or public projects, provided that the price, as amended by the change order, does not exceed that person's authority under subsection A3 or B1 of this section.

5. Prohibition Against Splitting Procurements: No procurement shall be split or separated into smaller procurements for the purpose of evading the limitations of subsection B of this section.

6. Bonds And Insurance: The finance officer may require liability and other insurance and performance and payment bonds in such amounts as the finance officer deems reasonably necessary to protect the city's interests. Bond and insurance requirements, if any, shall be included in the procurement documents.

7. Procurement With State Or Federal Funds: All procurements of goods, services and public projects for which payment is to be made, in whole or in part, with federal or state funds, regardless of the estimated value, shall be in accordance with the procedures contained in this section and in accordance with applicable federal or state regulations, whichever are more restrictive.

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8. Emergency Procurements: The city council delegates to the city manager the power to declare a public emergency, as defined in Public Contract Code section 1102, to immediately take all actions directly required by the emergency, to procure needed goods, services and public projects and to contract for public projects without informal or formal bidding. The work may be done by City forces by force account, by negotiated contract or purchase order, or by a combination thereof. At the next meeting of the City Council occurring not later than fourteen (14) days after the emergency action, the City Manager shall provide a full report on the emergency, including an explanation of why the emergency did not permit a delay that would result from a competitive solicitation of bids, and why the City Manager's actions were necessary to respond to the emergency. At that meeting, and each meeting thereafter until the emergency action is terminated, the City Council shall determine by a four-fifths (4/5) vote that there is a need to continue the remedial action and whether that work should continue without the benefit of informal or formal bidding.

B. Procurement Of Goods And Services Other Than Public Projects: Procurement of goods and services, but excluding contracts for public projects, shall comply with the following procedures:

1. Persons Authorized To Procure Goods And Services: The Assistant City Manager and each Department Director shall designate in writing those persons who are authorized to procure goods and services for his or her department in the following amounts: a) up to and including one thousand dollars ($1,000.00); b) up to and including five thousand dollars ($5,000.00); and c) up to and including thirty thousand dollars ($30,000.00). No person authorized by the Assistant City Manager or a Department Director to procure goods and services may complete a procurement until the Finance Officer has received written notification of the authorization. The authorization shall include the manual signature of the authorized person. Only the Assistant City Manager and Department Directors may procure goods and services for their respective departments that exceed thirty thousand dollars ($30,000.00).

2. General Requirements:
a. Purchase Orders Not Required: Purchase orders are not required, but will be provided at the request of the vendor or at the direction of the Assistant City Manager or Department Director.
b. Waiver Of Bidding: Bidding required by this subsection B for procurements of thirty thousand dollars ($30,000.00) or less may only be dispensed with when the Assistant City Manager or the Director of the department undertaking the procurement determines in writing that the goods or services are only available from one (1) source or that the best interests of the City are served by dispensing with competitive bids. Bidding required by this subsection B for procurements over thirty thousand dollars ($30,000.00) may only be PAGE 1456 of 1856
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dispensed with when the Finance Officer determines in writing that the goods or services are only available from one (1) source or that the best interests of the City are served by dispensing with competitive bids.

3. Procurements Of One Thousand Dollars Or Less: No price comparison is required. The procurement shall be effected by purchase order, if requested by the vendor, or by City credit card, petty cash, or check. Procurements of the same goods or services from the same vendor during a fiscal year shall not exceed one thousand dollars ($1,000.00) unless the procedures are followed that apply to the aggregate dollar amount of the procurements, including approval by an individual authorized to make the procurement in that amount.

4. Procurements Greater Than One Thousand Dollars And Up To And Including Thirty Thousand Dollars: Three (3) written bids shall be obtained. With the exception of contracts for services, the award shall be made to the lowest responsible bidder. Contracts for services shall be awarded to the firm or individual that, in the opinion of the person in charge of the procurement, offers the best combination of quality and price. Procurements of the same goods or services need not be rebid more often than once each fiscal year, but the total dollar amount of the same goods or services procured from the same vendor during a fiscal year shall not exceed five thousand dollars ($5,000.00) unless the appropriate procedures for a purchase in the aggregate dollar amount are followed, including approval by an individual authorized to make the procurement in that amount. The vendor shall send an invoice to the City.

5. Procurements Greater Than Thirty Thousand Dollars: Written notices inviting bids for procurement of goods and written requests for proposals to procure services shall be provided to at least three (3) vendors and to all vendors requesting to receive notices inviting bids and requests for proposals for the types of services or goods to be procured. With the exception of contracts for services, the award shall be made to the lowest responsible bidder. Contracts for services shall be awarded to the firm or individual that, in the opinion of the person in charge of the procurement, offers the best combination of quality and price. The award shall be made by the City Council. (Ord. 0-07-1192, 12-12- 2007)

6. Cooperative Purchasing: Purchases of supplies, materials and equipment and sales of personal property made under a cooperative purchasing program utilizing purchasing agreements or bids received by the County, State, or other public agency are exempt from the requirements of this subsection. (Ord. 0-17- 1322, 3-31-2017)
C. Public Projects:

1. Applicability Of The Uniform Public Construction Cost Accounting Act: Public projects, as defined in subsection C2 of this section, shall be awarded in PAGE 1457 of 1856
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accordance with the uniform public construction cost accounting act1, and in compliance with the provisions of this subsection C.

2. Definitions: The following terms are defined as set forth below:

FACILITY: Any plant, building, structure, ground facility, utility system, real property, streets and highways, or other public work improvement.

PUBLIC PROJECT:
a. Any of the following:
(1) Construction, reconstruction, erection, alteration, renovation, improvement, demolition, or repair work involving any publicly owned, leased or operated facility;
(2) Painting or repainting of any publicly owned, leased or operated facility. b. "Public project" does not include maintenance work. For purposes of this subsection C, "maintenance work" includes all of the following:
(1) Routine, recurring, and usual work for the preservation or protection of any publicly owned or publicly operated facility for its intended purposes; (2) Minor repainting;
(3) Resurfacing of streets and highways at less than one inch (1"); (4) Landscape maintenance, including mowing, watering, trimming, pruning, planting, replacement of plants, and servicing of irrigation and sprinkler systems;
(5) Work performed to keep, operate and maintain publicly owned water, power or waste disposal systems, including, but not limited to, dams, reservoirs, power plants, and electrical transmission lines of two hundred thirty thousand (230,000) volts and higher.

3. General Requirements:
a. Designation Of Projects: The assistant city manager shall review all proposed public projects and shall classify each project as follows:
(1) Projects of thirty thousand dollars ($30,000.00) or less, which may be performed with the city's own forces by force account, by negotiated contract, or by purchase order.
1 Pub.Con.C. §22000 et seq.

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(2) Projects between thirty thousand dollars ($30,000.00) and one hundred twenty five thousand dollars ($125,000.00), which may be let by contract after informal bidding.
(3) Projects of one hundred twenty five thousand dollars ($125,000.00) or more, which must be let by contract after formal bidding. b. Prohibition Against Splitting Projects: Projects shall not be split or separated to avoid any of the bidding requirements contained herein or in Public Contract Code section 22000 et seq.

4. Procedures For Public Projects Of Thirty Thousand Dollars Or Less: Contracts for public projects of thirty thousand dollars ($30,000.00) or less may be approved and entered into for a department by the person or persons designated by the assistant city manager or the department director to procure goods and services pursuant to subsection B of this section.

5. Informal Bidding Procedures For Public Projects From Thirty Thousand Dollars To And Including One Hundred Twenty Five Thousand Dollars:
a. List Of Consultants: The assistant city manager shall develop a list of qualified contractors eligible to submit bids for public projects between thirty thousand dollars ($30,000.00) and up to one hundred twenty five thousand dollars ($125,000.00). The list shall be organized in accordance with the license classifications of the contractors state license board. Any licensed California contractor may be added to the list at any time by filing with the assistant city manager a completed application on a form provided by the city. b. Plans, Specifications And Working Details: The person in charge of the procurement shall cause to be prepared plans, specifications, and working details necessary to enable a qualified contractor to perform the required work.
c. Notice Inviting Bids: The person in charge of the procurement shall mail the notice inviting bids to all contractors on the list of qualified contractors for the category of work being bid, and to all construction trade journals as specified by the California uniform cost accounting commission pursuant to Public Contract Code section 22036. The notice inviting bids shall describe the project in general terms and how to obtain more detailed information about the project, and shall state the time and place for the submission of bids. The notices inviting bids shall be mailed no less than ten (10) calendar days before bids are due.
d. Receipt Of Bids: At the time specified in the notice inviting bids, the person in charge of the procurement shall open all bids timely received and shall recommend award of the contract to the lowest responsible bidder. If two (2) PAGE 1459 of 1856
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or more responsive bids are the same and lowest, the award of the contract shall be determined by drawing lots. If no bids are received, bids may be again solicited, or the public project may be performed by city forces, or the city may enter into a negotiated contract with any qualified person or firm. e. Bids Over One Hundred Twenty Five Thousand Dollars: If all bids received are in excess of one hundred twenty five thousand dollars ($125,000.00), the city council may, by adoption of a resolution by a four-fifths (4/5) vote, award the contract, at one hundred thirty seven thousand five hundred dollars ($137,500.00) or less, to the lowest responsible bidder, if the city council determines that the city's cost estimate was reasonable.

6. Procedures For Public Projects Exceeding One Hundred Twenty Five Thousand Dollars: Contracts for public projects estimated by the assistant city manager to exceed one hundred twenty five thousand dollars ($125,000.00) shall be awarded pursuant to formal bidding in accordance with the provisions of Public Contract Code sections 22037 and 22038. If a contract is awarded, it shall be awarded to the lowest responsible bidder. If two (2) or more bids are the same and the lowest, the city council may accept either bid. If no bids are received, the public project may be performed by the city's own forces by force account, or by negotiated contract, without further compliance with the uniform public construction cost accounting act or this code. (Ord. 0-07-1192, 12-12-2007) PAGE 1460 of 1856
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PROFESSIONAL SERVICES AGREEMENT
between
The City of San Marino
2200 Huntington Drive
San Marino, CA 91108
&
Revenue & Cost Specialists, LLC
1519 E Chapman Avenue, Suite C
Fullerton, CA 92831
This Professional Service Agreement (“the Agreement”) is made as of November 13, 2024 (the “Effective Date”), by and between Revenue & Cost Specialists, LLC (“Consultant”), and the City of San Marino (“City”), a California municipal corporation, (collectively, “the Parties”).

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RECITALS
A. City desires certain professional services as specified in this Agreement.

B. Consultant represents that it is qualified and able to provide City with such services.

NOW THEREFORE, in consideration of the Parties’ performance of the promises, covenants, and conditions stated herein, the Parties hereto agree as follows:

AGREEMENT

1.0 Scope of Services

1.1. Consultant shall provide those services (“Services”) set forth in the attached Exhibit A.

1.2. Consultant shall perform all Services under this Agreement in accordance with the standard of care generally exercised by like professionals under similar circumstances and in a manner reasonably satisfactory to City, as of the time and at the location the services are provided.

1.3. In performing this Agreement, Consultant shall comply with all applicable provisions of federal, state, and local laws, ordinances, codes, and regulations.

1.4. Consultant shall not be compensated for any work performed unless it is specified in Exhibit A or City authorizes such work in advance and in writing. Any work so authorized by City shall become part of the Services for purposes of this Agreement.

2.0 Term
The term of this Agreement shall commence as of the Effective Date and shall continue through July 31, 2025 unless sooner terminated as provided in Section 5.0 of this Agreement.

3.0 Consultant’s Compensation
City will pay Consultant in accordance with the fee schedule set forth in Exhibit B but in no event will the City pay more than $29,750. Any additional work authorized by the City pursuant to Section 1.4 will be compensated in accordance with the fee schedule set forth in Exhibit B, unless otherwise approved by City in writing. Pursuant to Section 02.06.05 of the San Marino City Code, this Agreement shall not be effective unless previously approved by the City Council if it is for professional services of greater than AMOUNT ($29,750).

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4.0 Method of Payment

4.1. Consultant shall submit to City monthly invoices for all services rendered pursuant to this Agreement. Such invoices shall be submitted within 15 days of the end of the month during which the services were rendered and shall describe in detail the services rendered during the period, the days worked, number of hours worked, the hourly rates charged, and the services performed for each day in the period. City will pay Consultant all undisputed charges within 30 days of receiving Consultant’s invoice.

City will not withhold any applicable federal or state payroll and other required taxes, or other required or authorized deductions from payments made to Consultant.

4.2. Upon 24-hour notice from City, Consultant shall allow City or City’s agents or representatives to inspect at Consultant’s offices during reasonable business hours all records, invoices, time cards, cost control sheets and other records maintained by Consultant in connection with this Agreement. City’s rights under this Section 4.2 shall survive for two years following the expiration or earlier termination of this Agreement.

5.0 Termination

5.1. City may terminate this Agreement at any time, at will, for any reason or no reason, after giving written notice to Consultant at least thirty (30) calendar days before the termination is to be effective.

5.2. Consultant may terminate this Agreement for cause in the event City fails to cure a default under this Agreement within thirty (30) days after Consultant has given City notice of such default.

5.3. Upon termination of this Agreement, Consultant shall cease all work under this Agreement and deliver to City all materials, reports, documents, notes or other written materials compiled through the last working day this Agreement is in effect. City shall pay Consultant for all services satisfactorily rendered through the last working day this Agreement is in effect; provided that in no event, including but not limited to termination, shall Consultant be entitled to receive more than the maximum compensation set forth in Section 3. Neither party shall have any other claim against the other party by reason of termination pursuant to this Section 5.0.

6.0 Reports, Information, and Work Product

6.1. Consultant shall deliver to City: (1) any reports on the status of the Services upon City’s request and in such time and in such form as City may require; and (2) all material furnished to Consultant by City upon City’s request and/or upon the expiration or termination of this Agreement.

6.2. Unless the Parties agree in writing, all draft and final reports, documents, and other written material created or developed by Consultant in the performance of this Agreement (collectively, “Work Product”) shall be and remain the property of City without restriction or limitation upon their use, duplication or dissemination by City upon final payment being made; provided, that any use other than as intended and an re-use, PAGE 1463 of 1856
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modification or alternation thereof shall be at the City’s sole risk. Consultant shall not obtain or attempt to obtain copyright protection as to any of the Work Product. Nothing in this Agreement shall be deemed or construed as a waiver, release, transfer, assignment or divestiture by Consultant of any of its intellectual property and , knowhow or trade secrets.

Consultant shall defend, indemnify, and hold City, and its elected officials, officers, employees, servants, attorneys, designated volunteers, and agents serving as independent contractors in the role of city officials, harmless from any loss, claim, or liability to the extent that any proper use by the City of any of the Work Product violates federal, state, or local laws, or any contractual provisions, or any rights or laws relating to trade names, licenses, franchises, copyrights, patents, or other means of protecting intellectual property rights, and/or interests in products, ideas, or inventions. Consultant shall bear all costs from the use of patented, copyrighted, trade secret, or trademarked documents, materials, equipment, devices, or processes in connection with its provision of the Work Product produced under this Agreement. If any use by city of any of the Work Product or other deliverables is held to constitute an infringement and the use of any of the same is enjoined, Consultant, at its expense, shall: (a) secure for City the right to continue using such Work Product and/or other deliverables by suspension of any injunction, or by procuring a license or licenses for City; or (b) modify the Work Product and other deliverables so that they become non-infringing while remaining in compliance with the requirements of this Agreement.

6.4. Consultant’s obligations under this Section 6.0 shall survive the expiration or termination of this Agreement.

7.0 Party Representatives

7.1. City’s representative for purposes of this Agreement is the City Manager or the person designated in writing by the City Manager. The City Manager’s designee may exercise the authority of the City Manager provided in this Agreement excepting approval of any expenditure that would exceed a total compensation allowed under the Agreement.

7.2. Eric S. Johnson is Consultant’s representative for purposes of this Agreement.

8.0 Notices

8.1. All notices permitted or required under this Agreement shall be deemed made when personally delivered or when mailed 48 hours after deposit in the United States Mail, first class postage prepaid and addressed to the party at the following addresses:

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To City: City of San Marino
2200 Huntington Drive
San Marino, California 91108
Attn: City Manager
To Consultant: Revenue & Cost Specialists, LLC
1519 E. Chapman Avenue, Suite C
Fullerton, CA 92831
Attn: Eric S. Johnson

8.2. Actual notice shall be deemed adequate notice on the date actual notice occurred, regardless of the method of service.

9.0 Independent Consultant

9.1. Consultant is an independent contractor and not an employee of City. All services provided pursuant to this Agreement shall be performed by Consultant or under its supervision. Consultant will determine the means, methods, and details of performing the services. Any additional personnel performing services under this Agreement on behalf of Consultant shall also not be employees of City and shall at all times be under Consultant’s exclusive direction and control. Consultant shall pay all wages, salaries, and other amounts due such personnel in connection with their performance of services under this Agreement and as required by law. Consultant shall be responsible for all reports and obligations respecting such additional personnel, including, but not limited to: social security taxes, income tax withholding, unemployment insurance, disability insurance, and workers’ compensation insurance.

9.2. Consultant shall indemnify and hold harmless City and its elected officials, officers, employees, servants, designated volunteers, and agents serving as independent contractors in the role of City officials, from all liability, damages, claims, costs, and expenses of any nature to the extent caused by Consultant’s personnel practices. City shall have the right to offset against the amount of any fees due to Consultant under this Agreement any amount due to City from Consultant as a result of Consultant’s failure to promptly pay to City any reimbursement or indemnification arising under this Section. All duties of Consultant under this Section 9.2 shall survive termination of this Agreement.

Consultant shall indemnify and hold harmless City and its elected officials, officers, employees, servants, designated volunteers, and agents serving as independent contractors in the role of City officials, from all liability, damages, claims, costs, and expenses of any nature to the extent caused by Consultant’s failure to make any such payment or contribution. City shall have the right to offset against the amount of any PAGE 1465 of 1856
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fees due to Consultant under this Agreement any amount due to City from Consultant as a result of Consultant’s failure to promptly pay to City any reimbursement or indemnification arising under this Section. All duties of Consultant under this Section

9.3 shall survive termination of this Agreement.

10.0 Subcontractors
Unless otherwise specified in Exhibit A, no portion of this Agreement shall be subcontracted without the prior written approval of the City Manager. Consultant is fully responsible to City for the performance of any and all subcontractors, if any.

11.0 Assignment
Consultant shall not assign or transfer any interest in this Agreement whether by assignment or novation, without the prior written consent of City Manager. Any purported assignment without such consent shall be void and without effect.

12.0 Insurance

12.1. Consultant shall not commence work under this Agreement until it has provided evidence satisfactory to City that Consultant has secured all insurance required under this Section. Consultant shall furnish City with original certificates of insurance and endorsements, including but not limited to additional insured endorsements, effecting coverage required by this Agreement on forms satisfactory to City. The certificates and endorsements for each insurance policy shall be signed by a person authorized by that insurer to bind coverage on its behalf, and shall be on forms provided by City, if requested. All certificates and endorsements shall be received and approved by City before work commences. City reserves the right to require complete, certified copies of all required insurance policies, at any time.

12.2. General liability insurance. Consultant shall maintain commercial general liability insurance with coverage at least as broad as Insurance Services Office form CG 00 01, in an amount not less than $1,000,000 per occurrence, $2,000,000 general aggregate, for bodily injury, personal injury, and property damage. The policy must include contractual liability that has not been amended. Any endorsement restricting standard ISO “insured contract” language will not be accepted.

12.3 Automobile liability insurance. Consultant shall maintain automobile insurance at least as broad as Insurance Services Office form CA 00 01 covering bodily injury and property damage for all activities of the Consultant arising out of or in connection with Work to be performed under this Agreement, including coverage for any owned, hired, non-owned, or rented vehicles, in an amount not less than $1,000,000 combined single limit for each accident.

12. 4 Professional liability (errors & omissions) insurance. Consultant shall maintain professional liability insurance that covers the Services to be performed in connection with this Agreement, in the minimum amount of $1,000,000 per claim and in PAGE 1466 of 1856
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the aggregate. Any policy inception date, continuity date, or retroactive date must be before the effective date of this agreement and Consultant agrees to maintain continuous coverage through a period no less than three years after completion of the services required by this agreement.

12.5 Workers’ compensation insurance. Consultant shall maintain Workers’ Compensation Insurance (statutory limits) and Employer’s Liability insurance (with limits of at least $1,000,000).

Consultant shall submit to Agency, along with the certificate of insurance, a Waiver of Subrogation endorsement in favor of Agency, its officers, agents, employees, and volunteers.

Other provisions or requirements

12.6. Proof of insurance. Consultant shall provide certificates of insurance and required endorsements to Agency as evidence of the insurance coverage required herein. Insurance certificates and endorsements must be approved by Agency’s Risk Manager prior to commencement of performance. Current certification of insurance shall be kept on file with Agency for the contract period and any additional length of time required thereafter. Agency reserves the right to require complete, certified copies of all required insurance policies, at any time.

12.7 Duration of coverage. Consultant shall procure and maintain for the contract period, and any additional length of time required thereafter, insurance against claims for injuries to persons or damages to property, or financial loss which may arise from or in connection with the performance of the Work hereunder by Consultant, their agents, representatives, employees, or sub-consultants.

12.8 Primary/noncontributing. Coverage provided by Consultant shall be primary and any insurance or self-insurance procured or maintained by Agency shall not be required to contribute with it. The limits of insurance required herein may be satisfied by a combination of primary and umbrella or excess insurance. Any umbrella or excess insurance shall contain or be endorsed to contain a provision that such coverage shall also apply on a primary and non-contributory basis for the benefit of Agency before the Agency’s own insurance or self- insurance shall be called upon to protect it as a named insured.

12.9 Agency’s rights of enforcement. In the event any policy of insurance required under this Agreement does not comply with these specifications or is canceled and not replaced, Agency has the right but not the duty to obtain the insurance it deems necessary, and any premium paid by Agency will be promptly reimbursed by Consultant or Agency will withhold amounts sufficient to pay premium from Consultant payments. In the alternative, Agency may cancel this Agreement.

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12.10 Acceptable insurers. All insurance policies shall be issued by an insurance company currently authorized by the Insurance Commissioner to transact business of insurance or is on the List of Approved Surplus Line Insurers in the State of California, with an assigned policyholders’ Rating of A- (or higher) and Financial Size Category Class VII (or larger) in accordance with the latest edition of Best’s Key Rating Guide, unless otherwise approved by the Agency’s Risk Manager.

12.11 Waiver of subrogation. All insurance coverage maintained or procured pursuant to this agreement shall be endorsed to waive subrogation against Agency, its elected or appointed officers, agents, officials, employees, and volunteers or shall specifically allow Consultant or others providing insurance evidence in compliance with these specifications to waive their right of recovery prior to a loss. Consultant hereby waives its own right of recovery against Agency and shall require similar written express waivers and insurance clauses from each of its subconsultants.

12.12 Enforcement of contract provisions (non estoppel). Consultant acknowledges and agrees that any actual or alleged failure on the part of the Agency to inform Consultant of non-compliance with any requirement imposes no additional obligations on the Agency nor does it waive any rights hereunder.

12.13 Requirements not limiting. Requirements of specific coverage features or limits contained in this Section are not intended as a limitation on coverage, limits or other requirements, or a waiver of any coverage normally provided by any insurance. Specific reference to a given coverage feature is for purposes of clarification only as it pertains to a given issue and is not intended by any party or insured to be all inclusive, or to the exclusion of other coverage, or a waiver of any type. If the Consultant maintains higher limits than the minimums shown above, the Agency requires and shall be entitled to coverage for the higher limits maintained by the Consultant. Any available insurance proceeds in excess of the specified minimum limits of insurance and coverage shall be available to the Agency.

12.14 Notice of cancellation. Consultant agrees to oblige its insurance agent or broker and insurers to provide the Agency with a thirty (30) day notice of cancellation (except for nonpayment for which a ten (10) day notice is required) or nonrenewal of coverage for each required coverage. If any of the Consultant’s insurers are unwilling to provide such notice, then Consultant shall have the responsibility of notifying the Agency immediately in the event of Consultant’s failure to renew any of the required insurance coverages, or insurer’s cancellation or non-renewal.

12.15 Additional insured status. General liability, automobile liability, and umbrella/excess liability insurance policies shall provide or be endorsed to provide that Agency and its officers, officials, employees, agents, and volunteers shall be additional insureds under such policies.

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any limiting endorsement of any kind that has not been first submitted to Agency and approved of in writing.

12.17 Separation of insureds. A severability of interests provision must apply for all additional insureds ensuring that Consultant’s insurance shall apply separately to each insured against whom claim is made or suit is brought, except with respect to the insurer’s limits of liability. The policy(ies) shall not contain any crossliability exclusions.

12.18 Pass through clause. Consultant agrees to ensure that its subconsultants, subcontractors, and any other party who is brought onto or involved in the project/service by Consultant (hereinafter collectively “Subcontractor”), provide the same minimum insurance coverage and endorsements required of Consultant under this Agreement. Consultant agrees to monitor and review all such coverage and assumes all responsibility for ensuring that such coverage is provided in conformity with the requirements of this section. However, in the event Consultant’s Subcontractor cannot comply with this requirement, which proof must be submitted to the Agency, Consultant may still be able to utilize the Subcontractor provided Consultant shall be required to ensure that its Subcontractor provide and maintain insurance coverage and endorsements sufficient to the specific risk of exposure involved with Subcontractor’s scope of work and services, with limits less than required of the Consultant, but in all other terms consistent with the Consultant’s requirements under this Agreement. This provision does not relieve the Consultant of its contractual obligations under the Agreement and/or limit its liability to the amount of insurance coverage provided by its subcontractors. This provision is intended solely to provide Consultant with the ability to utilize a Subcontractor who may be otherwise qualified to perform the work or services but may not carry the same insurance limits as required of the Consultant under this Agreement given the limited scope of work or services provided by the subcontractor.

Consultant agrees that upon request, all agreements with Subcontractors, and others engaged in the project and/or services, will be submitted to Agency for review.

12.19 Agency’s right to revise specifications. The Agency reserves the right at any time during the term of the contract to change the amounts and types of insurance required by giving the Consultant ninety (90) days advance written notice of such change. If such change results in substantial additional cost to the Consultant, the Agency and Consultant may renegotiate Consultant’s compensation.

12.20 Self-insured retentions. Any self-insured retentions must be declared to and approved by Agency. Agency reserves the right to require that self-insured retentions be eliminated, lowered, or replaced by a deductible, or require proof of ability to pay losses and related investigations, claim administration, and defense expenses within the retention through confirmation from the underwriter.

12.21 Timely notice of claims. Consultant shall give Agency prompt and timely notice of claims made or suits instituted that arise out of or result from PAGE 1469 of 1856
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Consultant’s performance under this Agreement, and that involve or may involve coverage under any of the required liability policies.

12.22 Additional insurance. Consultant shall also procure and maintain, at its own cost and expense, any additional kinds of insurance, which in its own judgment may be necessary for its proper protection and prosecution of the work.

Indemnification, Hold Harmless, and Duty to Defend

12.23 To the maximum extent permitted by law, Consultant shall defend, indemnify, and hold City, its officials, officers, employees, volunteers and agents serving as independent contractors in the role of city officials (collectively “Indemnitees”) free and harmless from all claims, demands, causes of action, costs, expenses, liability, loss, damage or injury, in law or equity, to property or persons, including wrongful death, to the extent caused by the negligentacts or omissions of Consultant, its employees, its agents, or its subcontractors in the performance of this Agreement, excluding consequential damages but including without limitation attorneys’ fees, except for such loss or damage arising from the sole negligence or willful misconduct of City. With respect to any and all such aforesaid suits, actions, or other legal proceedingsConsultant shall defend Indemnitees, To the extent of its indemnity obligation set forth above. Consultant shall reimburse City and its directors, officials, officers, employees, agents and/or volunteers, for any and all legal expenses and costs incurred by each of them in connection therewith or in enforcing the indemnity herein provided. Consultant’s obligation to indemnify shall not be restricted to insurance proceeds, if any, received by Consultant, City, its directors, officials, officers, employees, agents or volunteers. All duties of Consultant under this Section shall survive termination of this Agreement. Consultant shall have no obligation to indemnify City or any other Indemnitee against liability for claims by a third party for failure to comply with its obligations under Article XIII D of the California Constitution ( Proposition 218).

12.24 Consultant must obtain executed indemnity agreements with provisions identical to those in Section 12.23 from each and every subcontractor or any other person or entity involved by, for, with or on behalf of Consultant in the performance of the Services. If Consultant fails to obtain such indemnities, Consultant shall be fully responsible and indemnify, hold harmless, and defend the Indemnitees, to the same extent as its indemnity obligations set forth in Section 12.23 above.

13.0 Equal Opportunity
Consultant shall not discriminate against any subcontractor, employee, or applicant for employment because of race, religion, color, national origin, handicap, ancestry, sex, sexual orientation, or age. Such non-discrimination includes, but is not limited to, all activities related to initial employment, upgrading, demotion, transfer, recruitment or recruitment advertising, layoff, or termination.

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11 of 14

14.0 Labor Certification

14.1. By its signature hereunder, Consultant certifies it is aware of the provisions of Section 3700 of the California Labor Code that require every employer to be insured against liability for Workers’ Compensation or to undertake self-insurance in accordance with the provisions of that Code. Consultant shall provide evidence of such coverage before commencing the performance of the Services.

14.2. Consultant certifies that in the performance of the Services, Consultant shall not, in any manner, employ any person or contract with any person so that any Services so performed by such person would be subject to the workers’ compensation laws of the State of California unless and until Consultant gives City a certificate of consent to self-insure or a certificate of Workers' Compensation Insurance Coverage.

14.3. In the event Consultant hires a subcontractor who has employees to perform the Services or any part thereof, then Consultant shall either require the subcontractor to obtain Workers’ Compensation Insurance Coverage, or must obtain Workers’ Compensation Insurance Coverage for the subcontractor’s employees.

14.4. Any Workers’ Compensation Insurance Coverage required by or for this Agreement shall be endorsed with a waiver of subrogation in favor of City for all work performed by Consultant, its employees, its agents, and its subcontractors.

15.0 Entire Agreement
This Agreement contains the entire agreement of the parties with respect to the subject matter hereof, and supersedes all prior negotiations, understandings, or agreements. This Agreement may only be modified by a writing signed by both parties.

16.0 Severability
The invalidity in whole or in part of any provisions of this Agreement shall not void or affect the validity of the other provisions of this Agreement.

17.0 Governing Law
This Agreement shall be governed by and construed in accordance with the laws of the State of California.

18.0 No Third Party Rights
No third party shall be deemed to have any rights hereunder against either party as a result of this Agreement.

19.0 Waiver
No waiver of any default shall constitute a waiver of any other default or breach, whether of the same or other covenant or condition. No waiver, benefit, privilege, or PAGE 1471 of 1856
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service voluntarily given or performed by a party shall give the other party any contractual rights by custom, estoppel, or otherwise.

20.0 Headings
Headings used in this Agreement are for reference purposes only and shall not be deemed a part of this Agreement.

21.0 Force Majeure
Consultant shall not be liable for any failure to perform any obligation under this Agreement if Consultant presents that City in its sole judgment deems acceptable that such failure was due to strikes, lockouts, labor disputes, embargoes, acts of God, governmental restrictions, governmental regulations, governmental controls, judicial orders, enemy or hostile governmental action, civil commotion, fire or other casualty, or other causes beyond Consultant’s reasonable control and not due to any act by Consultant.

22.0 Final Payment Acceptance Constitutes Release
Consultant’s acceptance of City’s final payment under this Agreement shall operate as and be a release of City from all claims and liabilities for compensation to Consultant for the Services or anything done or furnished relating thereto. Neither City’s payment to Consultant nor approval of payment constitute, nor be deemed, a release of the responsibility and liability of Consultant, its employees, sub-contractors and agents for the accuracy and competency of the information provided and/or work performed; nor shall such or payment or approval be deemed to be an assumption of such responsibility or liability by City for any defect or error in the work prepared by Consultant, its employees, subcontractors and agents.

23.0 Prohibited Interests; Conflict of Interest

23.1. Consultant covenants that it presently has no interest and shall not acquire any interest, direct or indirect, which may be affected by the Services, or which would conflict in any manner with the performance of the Services. Consultant further covenants that, in performance of this Agreement, no person having any such interest shall be employed by it. Furthermore, Consultant shall avoid the appearance of having any interest, which would conflict in any manner with the performance of the Services.

Consultant shall not accept any employment or representation during the term of this Agreement which is or may likely make Consultant “financially interested” (as provided in California Government Code §§1090 and 87100) in any decision made by City on any matter in connection with which Consultant has been retained.

23.2. Consultant further warrants and maintains that it has not employed or retained any person or entity, other than a bona fide employee working exclusively for Consultant, to solicit or obtain this Agreement. Nor has Consultant paid or agreed to pay any person or entity, other than a bona fide employee working exclusively for Consultant, any fee, commission, gift, percentage, or any other consideration contingent PAGE 1472 of 1856
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upon the execution of this Agreement. Upon any breach or violation of this warranty, City shall have the right, at its sole and absolute discretion, to terminate this Agreement without further liability, or to deduct from any sums payable to Consultant hereunder the full amount or value of any such fee, commission, percentage or gift.

23.3. Consultant warrants and maintains that it has no knowledge that any officer or employee of City has any interest, whether contractual, noncontractual, financial, proprietary, or otherwise, in this transaction or in the business of Consultant, and that if any such interest comes to the knowledge of Consultant at any time during the term of this Agreement, Consultant shall immediately make a complete, written disclosure of such interest to City, even if such interest would not be deemed a prohibited “conflict of interest” under applicable laws as described in this subsection.

24.0 Attorneys’ Fees
If either party commences any legal, administrative, or other action against the other party arising out of or in connection with this Agreement, the prevailing party in such action shall be entitled to have and recover from the losing party all of its attorneys’ fees and other costs incurred in connection therewith.

25.0 Exhibits
Each exhibit referenced in this Agreement is hereby incorporated into the Agreement as if set forth in full herein. In the event of any material discrepancy between the terms of any exhibit so incorporated and the terms of this Agreement, the terms of this Agreement shall control.

26.0 Corporate Authority

26.1. Each person executing this Agreement on behalf of Consultant warrants that he or she is duly authorized to execute this Agreement on behalf of Consultant and that by his or her execution, Consultant is formally bound to the provisions of this Agreement.

26.2. Consultant certifies it is aware of the requirements of Sections 313 of the California Corporations Code. If Consultant is a corporate entity, it shall either:
(a) provide City written proof that each person executing this Agreement on Consultant’s behalf is duly authorized to bind Consultant; or (b) provide two signatories to this Agreement, of whom the first must be Consultant’s chairman of the board, president, or a vice president and the second must be Consultant’s secretary, an assistant secretary, its chief financial officer, or an assistant treasurer.

IN WITNESS WHEREOF, the Parties hereto, through their respective authorized representatives have executed this Agreement as of the Effective Date.

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CITY OF SAN MARINO
By:_________________________
Philippe Eskandar
City Manager
Attest:

By:_________________________
City Clerk
Approved as to Form:

By:_________________________
Joseph Montes
City Attorney

RAFTELIS PROPOSAL
Section One – Transmittal Letter............................................................... 1 Section Two – Experience and Qualifications.......................................... 3 Section Three – Outline Strategies and Options.................................... 17 Section Four - References........................................................................ 24 Section Five – Estimated Project Timeline ............................................. 30 Exceptions ................................................................................................. 31

REVENUE & COST SPECIALISTS PROPOSAL
Section One – Transmittal Letter............................................................. 35 Section Two – Experience and Qualifications........................................ 36 Section Three – Outline Strategies and Options.................................... 40 Section Four - References........................................................................ 44 Section Five – Estimated Project Timeline ............................................. 45 PAGE 1477 of 1856
City of San Marino
Sewer Rate Study
PAGE 1478 of 1856
RAFTELIS 1
445 S. Figueroa Street, Suite 1925, Los Angeles, CA 90071 www.raftelis.com
SECTION ONE – TRANSMITTAL LETTER
September 6, 2024
Mark Siegfried
Accounting Manager/Controller
City of San Marino
2200 Huntington Drive
San Marino, CA 91108
Subject: Proposal for a Comprehensive Citywide User Fee, Rate Study and Sewer Rate Study (Project ID: 2023- GEN012)
Dear Mark Siegfried:

Raftelis and Revenue & Cost Specialist, LLC (RCS) are pleased to submit this joint proposal for a Comprehensive Citywide User Fee, Rate Study and Sewer Rate Study. Raftelis and RCS can provide the full scope of services requested. I, Steve Gagnon, PE (AZ), Vice President, will serve as the Project Manager for the Sewer Rate Study and Eric Johnson will be the Project Manager for the Cost Allocation Plan and Citywide Fee Study. We propose separate contracts for each firm and both Eric and I are authorized to negotiate on behalf of our firms.

Sewer Rate Study
I have been conducting water and wastewater rate studies in Southern California for about 16 years of my 25 years as an engineering consultant.

There are a few reasons why I believe we are well suited to support the City and deliver a successful project:
1) We have a large practice in Southern California and have helped many agencies set rates. Some of our recent wastewater rate studies include the cities of San Clemente, Pasadena, Oxnard, Seal Beach, Orange, and the Olivenhain Municipal Water District. References are enclosed herein. 2) I am based in Orange County and can reach the City in one hour for in-person City Council meetings. 3) Should the need arise, our Strategic Communications Practice team members are accredited in public relations, hold certificates in public participation, and worked in utility and municipal government before joining Raftelis. Gina DePinto, APR, will prepare the public notice and review our presentations to promote clear, simple messaging that the public will understand. Gina has 30+ years of public relations experience including communications for the Orange County Water District.

Cost Allocation Plan & Citywide Fee Study
Revenue & Cost Specialists (RCS) has been providing fee studies and other costing services since 1980, making us the first and foremost expert in costing services for California. RCS’ skill set will generate maximum accountability for the City of San Marino. We have a history of delivering quality reports with defensible data that can be acted on and adopted.

PAGE 1479 of 1856
RAFTELIS 2
445 S. Figueroa Street, Suite 1925, Los Angeles, CA 90071 www.raftelis.com
Our processes are straightforward, analytical and require minimal staff time. In the end, we strive to ensure that the City of San Marino will be able to confidently stand behind the Report recommendations. As former city staff ourselves, we understand how San Marino operates, what you want, and that your time is precious. If selected, RCS can begin work immediately.

RCS is based in Fullerton and can provide timely support to City staff for years to come.

This proposal is valid for 90 calendar days from the date of submittal. Please don’t hesitate to contact Steve or Eric should you have questions.

Sincerely,
Steve Gagnon, PE (AZ), Vice President
Raftelis Financial Consultants, Inc.
445 S. Figueroa Street, Suite 1925, Los Angeles, CA 90071 E: [email protected] / P: 213.262.9308
Eric S. Johnson, President
Revenue & Cost Specialists
1519 E. Chapman Avenue, Suite C, Fullerton, CA 92831
P: 714.992.9027 / E: [email protected]
Diversity and inclusion are an integral part of Raftelis’ core values.

We are committed to doing our part to fight prejudice, racism, and discrimination by becoming more informed, disengaging with business partners that do not share this commitment, and encouraging our employees to use their skills to work toward a more just society that has no barriers to opportunity.

Raftelis is registered with the U.S. Securities and Exchange Commission (SEC) and the Municipal Securities Rulemaking Board (MSRB) as a Municipal Advisor.

Registration as a Municipal Advisor is a requirement under the Dodd-Frank Wall Street Reform and Consumer Protection Act. All firms that provide financial forecasts that include assumptions about the size, timing, and terms for possible future debt issues, as well as debt issuance support services for specific proposed bond issues, including bond feasibility studies and coverage forecasts, must be registered with the SEC and MSRB to legally provide financial opinions and advice. Raftelis’ registration as a Municipal Advisor means our clients can be confident that Raftelis is fully qualified and capable of providing financial advice related to all aspects of financial planning in compliance with the applicable regulations of the SEC and the MSRB.

PAGE 1480 of 1856
RAFTELIS 3
SECTION TWO – EXPERIENCE AND QUALIFICATIONS
Experience and
Qualifications

HELPING LOCAL GOVERNMENTS AND UTILITIES THRIVE
Local government and utility leaders partner with Raftelis to transform their organizations by enhancing performance, planning for the future, identifying top talent, improving their financial condition, and telling their story. We’ve helped more than 700 organizations in the last year alone.

RESOURCES & EXPERTISE: With more than 180 consultants, Raftelis has the largest water-industry financial and rate consulting practice in the nation. We also have experts in key related areas, like stakeholder engagement and data analytics, to provide additional insights as needed.

DEFENSIBLE RECOMMENDATIONS: Our senior staff is involved in shaping industry standards by chairing various committees within the American Water Works Association (AWWA) and the Water Environment Federation (WEF). Raftelis’ staff members have also co-authored many industry-standard books regarding utility finance and rate setting. Raftelis is registered as a Municipal Advisor so that we can model debt payments should debt be needed to fund capital improvement programs.

HISTORY OF SIMILAR SUCCESSES: Raftelis staff has assisted 1,700+ utilities throughout the U.S. with financial and rate consulting services with wide-ranging needs and objectives.

USER-FRIENDLY MODELING: Our models are tools that allow us to examine different policy options and cost allocations and their financial/customer impacts in real time. Our models are non-proprietary and are developed with the expectation that they will be used by the client as a financial planning tool long after the project is complete.

EXPERTS ON CALIFORNIA REGULATORY REQUIREMENTS: The regulatory environment in California has become more stringent due to Proposition 218. Besides developing well-thought-out financial plans, Raftelis staff members are very knowledgeable about these regulations and have made presentations on this subject at various industry conferences.

PUBLIC SECTOR FOCUS: Raftelis’ services have expanded to provide public-sector organizations with a wide range of management consulting services including strategic planning, organizational assessments, strategic communications, technology and cyber security, executive recruitment, and financial consulting. Our utility expertise includes water, wastewater, stormwater, recycled water, and solid waste. We help local governments and utilities improve their financial foundation while minimizing the impact on the people who rely on their services; enhance organizational performance; identify and develop top talent; establish strategic plans; use technology to provide and convey data-driven insights; and tell organizations’ stories in a compelling, concise way.

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RAFTELIS 4

RAFTELIS EXPERIENCE
The Raftelis Los Angeles office alone completes approximately 30 to 40 water and sewer rate studies per year.

Recent or ongoing sewer rate studies include studies for the cities of Pasadena, Oxnard, Ontario, El Monte, Orange, San Clemente, Seal Beach, and Tracy. In the last five years, our Los Angeles office has completed at least 75 to 100 water and wastewater rate studies.

PROPOSED TEAM CONSULTANTS
Steve Gagnon, PE (AZ) will serve as the Project Manager for the sewer rate study. Steve has been helping water and wastewater agencies develop financial plans and set rates in southern California for over 16 years. He is a registered Municipal Advisor with the Municipal Securities Rulemaking Board and is located in Huntington Beach, CA.

Nick Kennedy will serve as Project Analyst. Nick works out of our Los Angeles office and has been with Raftelis for two years. He conducted water and sewer rate studies for the Cities of Hollister, Corte Madera, and Padre Dam Municipal Water District. On the following pages, we have included resumes and project roles.

SCHEDULE AND PRESENTATIONS
We propose the schedule shown in Section 5. The schedule will be affected by the City’s ability to provide equivalent dwelling unit (EDU) data. Rate structures and data needs are further described in Section 3. Assuming Raftelis has EDU data, we could meet the schedule in the RFP, however the City may need more time to gather EDU data.

Steve has been presenting the results of water and sewer rate studies to Councils, Boards and the public for at least 10 years and averages about 12 presentations per year. This practice helps us explain the basis for revenue increases and answer questions in a way that is easy to understand. Further, we have accredited communications staff, who have spent their career in government communications, who review our presentations for conciseness and clarity.

City of San Marino

PROJECT ANALYST
Nick Kennedy

PROJECT MANAGER
Steve Gagnon, PE (AZ)

COMMUNICATIONS

SUBJECT MATTER EXPERT
Gina DePinto, APR
PAGE 1482 of 1856
RAFTELIS 5
Steve Gagnon PE (AZ)

PROJECT MANAGER
Vice President
ROLE
Steve will manage the day-to-day aspects of the project, ensuring it is within budget, on schedule, and effectively meets the City’s objectives. He will also lead the consulting staff in conducting analyses and preparing deliverables for the project. Steve will serve as the City’s main point of contact for the Sewer Rate Study.

PROFILE
Steve has 25 years of experience in financial analysis and environmental engineering. For the past 15 years Steve has provided financial planning and rate setting services to agencies all over California. He has also helped utilities make major investment decisions such as whether to invest in food waste to energy projects. He has also managed the construction and installation of water treatment equipment and oversaw Superfund remediation for the U.S.

Army.

KEY PROJECT EXPERIENCE
City of Pasadena (CA): Water and Wastewater Rate Study
Raftelis recently assisted Pasadena Water and Power in preparing its first professional water rate study, and Steve is serving as the Project Manager.

Raftelis helped the City select a rate structure by discussing the pros and cons of different rate structures. We prepared a financial plan to ensure rate revenue recovers all costs and will complete a cost-of-service study to allocate costs to each customer class, followed by a rate design to collect costs from each class based on the cost of service. Raftelis is conducting a wastewater rate study.

City of Oxnard (CA): Water Rate Study
In early 2023, Raftelis assisted the City of Oxnard to develop a financial plan and set rates for their water and utility. The City of Oxnard has a very vocal and involved customer base. We simplified their rate structure and helped assess capital spending. We held a series of open houses that discussed the basics of rate setting. We also presented to council; the first meeting was a rate-setting basics workshop and the second presented the draft rates. During the public hearing, Raftelis and Staff fielded questions from the public. The rates were implemented by Council in the Spring of 2023. Steve served as the Project Manager.

City of Orange (CA): Water and Wastewater Rate Study
Steve is helping the City of Orange (City) update its water rates and rate structure to ensure that rates are based on cost-of-service principles. The study Specialties
• Utility cost-of-service & rate
structure studies
• Conservation rate studies
• Economic feasibility studies
• Capital budgeting studies
• Wastewater rate studies
• Capital recovery/capacity fee
studies
• Survey research of water &
wastewater utility characteristics &
rates
Professional History
• Raftelis: Vice President (2023-
present); Senior Manager (2020-
2022); Manager (2017-2019); Senior
Consultant (2014-2016)
• APTwater, Inc. (Now Ultura): project
manager (2011-2014)
• PBS&J (now ATKINS): project
manager - Utility Finance (2005-
2011)
• Earth Tech (now AECOM): Senior
project manager (2004-2005)
• Malcolm Pirnie, Inc. (now
ARCADIS): Consultant (2002-2003)
• National Parks Conservation
Association - Business Plan
Initiative: Business Plan Consultant
(2000)
• U.S. Army Corps of Engineers -
New England Division: project
manager (1995-1999)
• Geophex, Limited: Graduate
Research Assistant (1994)
Education
• Master of Business Administration -
University of Southern California
(2001)
• Master of Science in Environmental
Engineering - University of
Massachusetts (1995)
• Bachelor of Science in Civil
Engineering - University of
Massachusetts (1994)
Certifications
• Registered Professional
Environmental Engineer in Arizona
• Series 50 Municipal Advisor
Representative
Professional Memberships
• AWWA
PAGE 1483 of 1856
RAFTELIS 6
includes a financial plan to fully fund operational and capital expenses and reserves. Steve also helped the City establish wastewater rates for its sanitation enterprise. The rates were revised to reflect sewer whereas they were previously based on water use.

City of Tracy (CA): Wastewater Rate Study
In 2019, the City of Tracy (City) engaged Raftelis to perform a wastewater rate study. Raftelis is currently working with City staff to best plan for expenses to minimize customer impacts, and Steve is serving as Project Manager.

Burbank Water and Power (CA): Water Rate Study
Raftelis assisted Burbank Water and Power with a professional water rate study. Raftelis helped staff select a rate structure from three structures including Budget Based Tiered Rates and performed a cost-of-service study to allocate costs to the customer classes. Burbank currently has a seasonal rate for commercial classes and has decided to go with a traditional tiered rate structure for single-family customers and a uniform rate for non-residential classes. Steve served as the Project Manager.

City of San Francisco Public Utilities Commission: Water and Wastewater Rate Study In early 2023, Raftelis assisted the City of San Francisco Public Utilities Commission to develop a financial plan and set rates for their water and wastewater utilities. The City has one of the lowest per capita water use in the state at 4 hundred cubic feet per single-family home per month. The City operates a very large water system that serves the city and many surrounding wholesale agencies. Raftelis worked with City Staff to functionalize their operating costs and develop a two-tiered rate for residential customers. Raftelis supported staff during rate committee presentations. The rates were adopted in the Spring of 2023. Steve served as the Project Manager for the water rate study.

City of Manhattan Beach (CA): Water Financial Plan and Rate Study Steve is helping the City of Manhattan Beach to create a water financial plan and set rates. The City had two major concerns; 1) wells were impaired in the near term and the city would have to purchase more imported water and 2) the City was unsure about tiered rates given recent litigation. Steve worked with city staff to discuss the pros and cons of tiered rates. After reviewing these pros and cons with the city attorney and manager, staff is recommending cost based tiered rates as of this writing. Steve will present the financial need and rate study results to city council and the public.

Otay Water District (CA): Wate Rate Study
Steve led a recent water rate study for the District in the Spring of 2022. Working with the District he updated their cost-of-service study, rate structure which included tier breakpoints. The District decided to use the Commodity Demand method and only base (commodity) and max day cost components as opposed to max day and max hour components. Based on discussions with District operations staff, the project team decided to allocate water purchase costs to what is termed base costs, reducing the water rate for tiers 1 and 2.

Running Springs Water District (CA): Water and Wastewater Rate Study Steve is assisting the Running Springs Water District (District) establish water and wastewater rates and evaluate the financial health of the Fire and Ambulance Department. The District is unique in that many residents are absentee owners of vacation homes. As such, the District is maintaining a higher than average level of fixed charges for both water and sewer to equitably distribute costs among full-time and part time residents. Steve also prepared a 10-year financial plan for the Fire and Ambulance Department showing its financial health under different property tax, other revenue and expenses assumptions, including fire engine replacement.

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RAFTELIS 7
Hi-Desert Water District (CA): Water Rate Study
Steve is helping the Hi-Desert Water District (District) establish defensible and affordable water rates for a District with a high number of low-income residents. The study includes an update of their miscellaneous fees. The District has one main source of water, which limits the rate differentiation between tiers. The study includes an extensive outreach program to educate customers as to the need for rate adjustments.

City of Port Hueneme (CA): Cost-of-service Rate Study
The City of Port Hueneme (City) has some of the highest water rates in the area due to the amount of capital reinvestment needed to maintain the system. Steve is helping City Council and Staff assess the impacts of their decisions, including capital reinvestment, loan refinancing and fixed charge pricing on customer bills. The study included a rate workshop with City Council to show the Council the effects of their decisions.

Mesa Water District (CA): Water and Recycled Water Rate Study Mesa Water District (District) prides itself on the fact that it is no longer dependent on imported water. Steve helped the District revise their water and recycled water rates in a few months during a fast-paced rate study. The study included over 10 financial plan options for the Board to select from.

City of Pomona (CA): Water, Recycled Water, and Wastewater Rate Study Steve is currently helping the City of Pomona (City) establish water, recycled water and wastewater rates. He is establishing defensible tiered rates based on the City’s multiple sources of water and use characteristics. He is also establishing pumping charges based on the costs associated with serving water to high elevation customers. The engagement includes working with rate committee members, Staff and council members to ascertain their rate setting goals. It also includes a 10-year financial plan and modeling rates under industry standard reserve targets.

City of Lakewood (CA): Water Rate Study
Steve helped the City of Lakewood (City) develop cost-of-service based tiered water rates. Of note, Steve recommended revising the current practice of providing free water for the first four units of water in single family first tier. To ease the impacts of this change, the City decided to transition the rates over a 5-year period. The study included a full five-year financial plan and a review and recommendations on reserve levels.

Channel Islands Beach Community Services District (CA): Water and Wastewater Rate Study Steve helped the Channel Islands Beach Community Services District (District) establish equitable water and wastewater rates. Particularly noteworthy in this study was a class of customers that required the District to reserve capacity in the water treatment plant for possible future growth. Steve explained the cost causation-based rate for this customer class at Board meetings and the Public Hearing. Steve also held special web-based workshops with this customer class to explain cost-of-service principles and the basis for the rates.

City of Shasta Lake (CA): Water Financial Planning Study The City of Shasta Lake’s (City) water revenue dropped significantly during the recent drought - while their water costs increased due to emergency water purchases from expensive sources. In addition, the City’s infrastructure was over 80 years old which necessitated significant capital expenditures. Steve worked with City staff to develop a water financial plan that fully funded their capital program, reserves and operational expenses. The financial plan called for a 30% revenue increase in one year. Steve presented the basis for revenue adjustments and rate development at a well-attended public hearing at City Hall.

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RAFTELIS 8
Santa Fe Irrigation District (CA): Water Cost-of-Service Study Santa Fe Irrigation District (District) has one of the largest per capita water use rates in the State due to its large lots, many of which have orchards and other agriculture requiring irrigation. Steve worked with City Staff and Board members to establish water cost-of-service based rates which included a complete restructuring of their fixed charges so that the District could pass through their fixed wholesaler charges. The consumption rates were based on the peaking characteristics of each class. Steve presented at a contentious Public Hearing, in which the rates were adopted, to answer Board and the Public’s questions.

City of Encinitas (San Dieguito Water District (CA): Water Cost-of-Service and Rate Study Steve helped the City of Encinitas (City) establish water rates that are based on cost-of-service principles. Cost-ofservice based rates create large bill impacts for the agricultural class. Steve worked with City staff and the Council rate setting committee to evaluate rates and explain rate setting basics to the committee and public in a Proposition 218 public hearing.

Trabuco Canyon Water District (CA) Water, Recycled Water, and Wastewater Rate Study Steve helped the Trabuco Canyon Water District (District) establish water, wastewater and recycled water rates.

The Trabuco Canyon Water District’s revenue plummeted significantly during the recent drought. Steve helped the District established rates, including drought rates, that fully funded operations, capital expenses and reserves. The District previously had a 7-tier rate structure. Steve helped the district establish a 4-tier rate structure in which the rates were based on the supply costs and peaking costs to serve water in each tier - as required by Proposition 218.

The study started with a pricing objectives exercise so that the Board could communicate its most important rate setting goals. Steve presented financial plan options and rate study results and a public hearing.

Sweetwater Authority (CA): Water Rate Study
Steve evaluated water rates, including drought rates, for the Sweetwater Authority in light of recent legal concerns over their current rate structure. The evaluation includes a cost-of-service study to clearly demonstrate the nexus between the rate for each single-family tier and the associated costs to serve that tier. The study started by soliciting input from Board members regarding their water pricing objectives so that rates could be designed accordingly.

Steve concluded the study with presentations to the District Board of Directors and the Public.

Moulton Niguel Water District (CA): Water and Wastewater Capacity Fees and Miscellaneous Fees Study
Steve prepared water and wastewater capacity fees and miscellaneous fees in June of 2016. The water and wastewater capacity fees were calculated using the buy-in methodology and varied by meter size. The Moulton Niguel Water District (District) also decided to implement a water demand offset fee for new water connections based on the premise that the recycled water system offsets potable water use and benefits potable water users. Steve attended Board meetings to help staff explain the rationale and basis for the capacity fees.

Steve also helped calculate miscellaneous fees by interviewing staff to assess the time and effort involved with the fees, benefit burden rates and material charges to properly calculate over three dozen fees for the water and wastewater systems. The deliverable included an excel model with which the District could update the miscellaneous fees in the future.

City of Redlands (CA): Water and Wastewater Rates and Development Impact Fees Study Steve updated the City of Redland's (City) water and wastewater rates and development impact fees. The rate study process included workshops with the City’s Utility Advisory Committee in which he presented the basics of rate PAGE 1486 of 1856
RAFTELIS 9
setting and the financial environment of the utilities. The interactive workshops solicited input from committee members and staff regarding revenue adjustments and rates.

City of San Diego (CA): Renewable Energy Project
The City of San Diego (City) is considering a renewable energy project to take landfill gas and create electricity.

Steve prepared a financial model evaluating three alternatives: 1) do nothing and purchase electricity from a regional provider, 2) enter into a contract with a private entity to run and the renewable energy facility and sell electricity to the City at an agreed upon rate, 3) to purchase the facility and run it with City staff. The analysis gives the City a range of acceptable electricity rates for negotiating with a private party for option 2.

Delta Diablo Sanitary District (CA): Food Waste to Energy Financial Analysis Project Steve, as a sub-consultant to HDR, prepared the financial analysis for a potential food waste to energy project in which the Delta Diablo Sanitary District (District) would take food waste slurry, convert it to biogas and sell electricity. There were many unknowns in the project including exact operations and maintenance costs and the tipping fee from the nearby landfill. Steve performed a Monte Carlo simulation to help the District visualize the probability of a financially viable project given all the unknowns.

Encina Wastewater Authority (CA): Net Present Value Analysis Steve is helping the Encina Wastewater Authority (Authority) analyze the Net Present Value of three large capital investments: 1) their co-generation facility, 2) the heat dryer and 3) the fats, oils and greases (FOG) receiving facility that supports Encina’s co-digestion facility operation. For the co-gen facility, the analysis involves calculating the Net Present Value of electricity purchase costs with and without the co-gen facility. The heat dryer analysis involves calculating the equivalent annual cost of operating solely the centrifuge (with the associated disposal cost of sludge) versus operating the heat dryer and its reduced sludge disposal costs. Lastly, he is helping the Authority analyze its options for alternative digester fuels for co-digestion to enhance digester gas production - FOG versus beer waste - based on the tipping fees and associated maintenance costs of each.

City of Henderson (NV): Water and Wastewater Financial Planning and Rate Study Steve is creating water and wastewater rate and financial planning models for the City of Henderson as well as updating their water and sewer system development charges. The models will be used over the next 5 to 10 years not only to calculate water and wastewater rates but also to create yearly financial statements.

PROJECT LIST
• City of Anaheim (CA) - Wastewater rate study
• Boxelder County (CO) - Stormwater funding research
• Blue Plains Wastewater Treatment Plant (DC) - Valuation study • Confidential Fortune 500 Aerospace Corporation (CA) - Strategic remediation financial planning and analysis • City of Coronado (CA) - Wastewater rate study
• Earth Tech (CA) - Operation excellence plan
• Fallbrook Public Utility District (CA) - Water conservation-based sewer rates • City of Fullerton (CA) - Sewer fee assessment
• Helix Water District (CA) - Conservation based water rates; capacity fee study • Julian and Pine Valley Sanitation Districts (CA) - Wastewater rate study • Keweenaw National Historical Park, National Park Service (MI) - Business plan • City of La Habra (CA) - Sewer rate study and long-range financial plan • La Habra Heights County Water District (CA) - Water user rate study and long-range financial plan • City of Lemon Grove (CA) - Wastewater rate study
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RAFTELIS 10
• Marine Corps Base Camp Pendleton (CA) - Utility privatization • Metro Wastewater Joint Powers Authority (CA) - Valuation of treatment capacity • City of Norman (OK) - Stormwater rate study
• Olivenhain Municipal Water District (CA) - Drought water rates; wastewater rate update; capacity and annexation fee update; long-term water planning financial model; water supply cost benefit analysis • Otay Water District (CA) - Capacity fees update; water rate structure update and drought phasing plan; performance metrics
• Town of Parker (AZ) - Water rate study; benchmarking and efficiency analysis • City of Pico Rivera (CA) - Valuation of groundwater
• pumping rights
• City of Poway (CA) - Water and wastewater rate models • Town of Quartzsite (AZ) - Third party rate review
• Rainbow Municipal Water District (CA) - Water conservation-based sewer rates • Rowland Water District (CA) - Water rate study
• San Antonio Water System (TX) - Sewer impact fee study • County of San Diego (CA) - Sewer utility rate study
• Sweetwater Authority (CA) - Water rate study
• U.S. Army Sudbury Annex Superfund Site (MA) - Base realignment and closure • Walnut Valley Water District (CA) - Water rate study
• City of Webster (TX) - Stormwater rate study
• Western Municipal Water District (CA) - Long-range financial plan PAGE 1488 of 1856
RAFTELIS 11
Nick Kennedy

PROJECT ANALYST
Associate Consultant
ROLE
Nick will work at the direction of Steve in conducting data and financial analyses and preparing deliverables for the project.

PROFILE
Nick has a professional background in sustainable community development and data analysis. He holds a BS in Environmental Economics with a focus in Business Sustainability from Ohio State University.

KEY PROJECT EXPERIENCE
City of Hollister (CA): Wastewater Rate Study
The City of Hollister (City) engaged Raftelis in 2021 to conduct a comprehensive water and wastewater cost-of-service and rate study as well as a capacity fee study for the water and wastewater utilities. Nick served as an associate consultant on the project and was the lead analyst for the wastewater cost-of-service, rate study, and capacity fee study. The rate study required Raftelis to develop wastewater rates that would keep reserves in a healthy position while still providing fair and equitable rates to wastewater customers.

Padre Dam Municipal Water District (CA): Water, Recycled, and Wastewater Rate Study Padre Dam Municipal Water District (PDMWD) engaged Raftelis in 2021 to complete a comprehensive cost of service and rate study for their potable, recycled, and sewer enterprises as well as establishing an updated fully burdened hourly rate and creating a miscellaneous fee calculator for District use. Nick served as an associate analyst on the project and assisted in the development of rates for all three enterprises. Nick served as the lead analyst in creating an updated fully burdened hourly rate and creating the miscellaneous fee calculator.

PROJECT LIST
• City of Hollister (CA) – Wastewater rate study
• Padre Dam Municipal Water District (CA) – Water, recycled, and wastewater rate study • Mesa Water District (CA) – Cost comparison study

RELEVANT PROFESSIONAL EXPERIENCE
City of Columbus Department of Development Intern (OH)
Nick served as a Department of Development intern with the City of Columbus (City). He collaborated within the City’s government as well as other cities across the country. Nick led process reviewing recent updates to zoning codes in similar cities in the United States and making recommendations for the City moving forward, specifically pertaining to sustainable and equitable development. Research was also done to compare the City’s waste reduction goals compared to other cities. Recommendations were made and implemented into the Office of Sustainability’s 2030 Waste Reduction Plan.

Specialties
• Environmental Economics
• Community Development
• Business Sustainability
Professional History
• Raftelis: Associate Consultant
(2024-Present, 2021-2023)
• City of Columbus: Department of
Development Intern (2020-2020)
• Brightview Enterprise Solutions:

Data Analytics Intern (2020-2020)
Education
• Bachelor of Science in Environment,
Economy, Development, and
Sustainability – Ohio State
University (2020)
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RAFTELIS 12
Brightview Enterprise Solutions: Data Analytics Intern (OH) Nick served as a data analytics intern with Brightview Enterprise Solutions in New Albany, OH. He worked across all business fronts in the company, including the Finance, Client Analytics, and Data Analytics teams. Nick created an annual breakdown within the Client Analytics team for one of the company’s largest clients and made recommendations on where money is best spent in future years based off the historical data. He assisted the Finance department in billing clients and paying vendors, as well as ensuring data quality. Nick used GIS applications to map out properties. He also created a dashboard for executive leadership to universally track KPI’s across different clients within the Data Analytics department.

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Gina DePinto APR

COMMUNICATIONS SUBJET MATTER EXPERT
Manager
ROLE
Gina will provide input and guidance as a Subject Matter Expert for the communications components of this project and will review our presentations to ensure our message is clear and consistent and will prepare the Public Hearing Notice. Gina can provide broader services for strategic communications and stakeholder engagement.

PROFILE
Gina is an award-winning and accredited public relations professional with more than 34 years of experience and leadership in crisis communications, community outreach, advocacy, stakeholder engagement, marketing, and media relations in the public and private sectors. Gina’s leadership experience includes communications program management for $2 billion in public transportation and water infrastructure projects, including the Port of Long Beach Gerald Desmond Bridge Replacement Project and the Orange County Groundwater Replenishment System. The GWRS has been covered by international media including National Geographic, Wall Street Journal, New York Times, BBC, CNN, and NPR to name a few. Prior to joining Raftelis, Gina served the residents of Santa Barbara County as the first executive Communications Manager in the county government’s 171-year history. She advised the County Executive Team on strategic communications programs, crisis communication, media relations, issues management, internal communications, branding and culture change. During her tenure, the County Emergency Operations Center was activated 19 times and included two federally declared disasters, a global pandemic, two mass casualty incidents, and a $2M embezzlement in the Public Works Department. Born and raised in Phoenix, Arizona, DePinto served as a public information officer for the City of Phoenix, public relations director for Farnam Companies, Inc. (animal health and pet products), and coordinated publicity for Olympic and World Champion figure skater Dorothy Hammill prior to relocating to California. Gina earned a bachelor’s degree in organizational communication from Arizona State University, is accredited in public relations from the Public Relations Society of America (PRSA) and holds certificates in public participation from the International Association for Public Participation (IAP2). Gina is currently a member of the California Association of Public Information Officials (CAPIO), Public Relations Society of America (PRSA), Municipal Management Association of Southern California (MMASC) and AWWA CA-NV.

Specialties
• Strategic communications planning
• Crisis & risk communications
• Reputation management
• Stakeholder engagement
• Media relations & media training
• Development & oversight of earned
social and paid media
• Writing, copyediting, script writing
• Collateral development and art
direction
• Branding and marketing
• Public speaking
Professional History
• Raftelis: Manager, Strategic
Communications (2022-present)
• County of Santa Barbara:

Communications Manager (2016-
2022)
• Westbound Communications:

Account Director (2013-2016)
• Orange County Water District:

Communications Specialist (2006-
2013)
• Bylines Public Relations &
Marketing: Owner/Principle (1996-
2006)
• Farnam Companies: Public
Relations Director (2000-2003)
• City of Phoenix: Public Information
Officer (1998-2000)
• Martz Goldwater Public Relations:

Senior Account Executive (1996-
1997)
• Dorothy Hamill’s Ice Capades:

Marketing Manager & Publicist
(1993-1995)
Education
• Accredited in Public Relations –
PRSA (2013)
• Bachelor of Arts in Organizational
Communication - Arizona State
University (1987)
Professional Memberships
• Public Relations Society of America
• California Association of Public
Information Officials
• Municipal Management Association
of Southern California
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RAFTELIS 14

KEY PROJECT EXPERIENCE
City of West Sacramento (CA): Water, Sewer, and Solid Waste Rate Study Communications and Outreach
Raftelis was hired to build stakeholder awareness of and support for the City's water, sewer, and solid waste rate study. Gina was the architect of the strategic communications plan that included detailed analysis of key stakeholders, messages designed to communicate complex concepts in a clear and concise manner, and print, digital, and video tools designed to raise awareness and support for the changes. The City has a significant community of Russian speakers, so materials were produced in English, Spanish, and Russian. Gina produced a custom explainer video in three languages to communicate how rates are developed, particularly within the framework of California Proposition 218 laws.

City of Calistoga (CA): Water and Sewer Rate Study Communications and Outreach In 2022, the City hired Raftelis to conduct its latest water and sewer rate study, which was expected to face opposition. Rates were already the highest in the region because Calistoga is a small town of only 5,000 people whose rates must cover the cost of having significant and aging capital utility systems – economies of scale. Gina developed and executed an engagement plan to guide outreach activities for the rate study. The tactics included an engagement plan with a master message platform; bilingual website content, fact sheet, video, and social media content; direct mail; and a series of community meetings and Council presentations. The outreach began 18 months before the City Council successfully adopted new rates in December 2023.

Soquel Creek Water District (CA): Strategic Communications and Citizen Advisory Committee Facilitation
For many years, the Soquel Creek Water District capital expenditures, water reliability projects, and rates have been at best, a source of opposition, and at worst, legally contested. In 2023, under extreme inflationary pressures, Raftelis was hired to update the Financial Plan, thoroughly review the cost of service, develop and implement a robust strategic communications plan, and facilitate an ad-hoc Water Rates Advisory Committee comprised of two Board members and citizen volunteers. Input and feedback from the Committee was helpful to Board deliberations and informed rate study scenarios. The strategies and tactics included messaging, website content, editorials, press releases, custom explainer videos, social media, bill stuffers, weekly and monthly newsletter content, open houses, a webinar, and an informative Proposition 218 public notice designed in a way that customers want to read.

Ultimately, the Board successfully implemented new rates in February 2024.

City of Seal Beach (CA): Water and Sewer Rate Study Communications and Outreach As the strategic communications project manager, Gina is leading public outreach efforts for the City including development of a rate study website, and producing an outreach implementation plan, FAQs, custom videos, a calendar of events and public meetings, and the Proposition 218 Notice. To inform and engage residents and customers, Gina has facilitated informational webinars, community meetings, and open houses. In February 2024, the City Council voted to delay adopting new rates for further study and review, and while the City considers adding a tax measure on the 2024 General Election ballot.

Orange County (CA): Infrastructure Outreach and Communications For Water Reuse Project Gina led communications and outreach for the world's largest advanced water purification system for potable reuse.

While Orange County’s Groundwater Replenishment System (GWRS) is one of the most celebrated civil engineering and water reuse projects in the world, its success is equally recognized for the robust strategic public engagement and outreach program. In the early 2000s, public opposition had prevented or shuttered similar water reuse projects in Los Angeles and San Diego, but Orange County’s system earned the public’s trust and overwhelming support. The strategic communications plan included a support letter campaign, citizens advisory PAGE 1492 of 1856
RAFTELIS 15
group, multicultural outreach, media outreach, speaker’s bureau, and facility tour program with technology demonstrations and water tasting. To date, the GWRS has never been publicly opposed. Initially producing 70 million gallons of purified water per day in 2012, the GWRS final expansion will increase capacity from 100 MGD to 130 MGD, enough to secure water reliability for more than 1 million people.

Port of Long Beach (CA): Infrastructure Outreach and Communications Gina led a team of six practitioners to design and manage the communication strategy for the $1.8 billion Port of Long Beach Gerald Desmond Bridge Replacement Project, one of the largest and most significant highway infrastructure projects in California. Roughly 15 percent of the nation’s waterborne cargo is trucked over it, and the bridge is a critical access route for commuters between the Port of Long Beach (Port), downtown Long Beach and surrounding communities. The work included the development of a content-rich website and mobile application to provide traffic conditions, construction updates, links to social media and live cameras, and weekly bilingual audio reports to deliver hands-free updates to professional truck drivers and commuters. Within months of launching, the app was featured as a successful communications case study in PR Week magazine.

Orange County (CA): Water Education and Outreach Program Development While leading strategic communications at the Orange County Water District (OCWD), Gina was engaged with planning and directing content, and engaging partners and sponsors for several signature events to engage generational audiences about regional and state water resources and supplies, water efficiency, and environmental sustainability. Key partners and sponsors included The Walt Disney Company, National Geographic, Wyland Foundation, UC Irvine, UCLA, NASA JPL, USGS, National Water Research Institute, California Department of Water Resources, and others to support events like the annual O.C. Water Summit, Children’s Water Education Festival, and the Groundwater Adventure Tour.

Orange County Water District (CA): Groundwater Contamination Outreach Orange County’s groundwater is the source of 75 percent of the drinking water for 2.4 million people. After levels of volatile organic chemicals and perchlorate were detected in groundwater wells exceeding the max loads allowed by the California Department of Public Health, the Orange County Water District (OCWD) initiated the South Basin Groundwater Protection Program to construct six monitoring wells to measure the direction and speed of the migrating contamination. Gina developed and managed the construction outreach plan to address impact mitigation measures, build support from municipal leaders, and assure residents that their drinking water was safe.

Outreach tactics included messaging, materials, face-to-face communication, and community meetings with maps, pictures, visuals, and access to subject matter experts. The successful outreach program achieved 100% support of the program from all municipal partners and no public opposition.

Carpinteria Groundwater Sustainability Agency (CA): Rate Study Communications and Engagement Gina provided strategic guidance to the Carpinteria Groundwater Sustainability Agency (CGSA) Executive Director in support of establishing a groundwater users sustainability fee. The CGSA was formed in 2020 after the groundwater basin was designated a high priority by the state Department of Water Resources under the Sustainable Groundwater Management Act (SGMA). Without the ability to collect rates or fees, the CGSA was operating on loans from the Carpinteria Valley Water District for two years. Gina developed and executed an engagement plan to guide outreach activities for the fee study. The tactics included an engagement plan with a master message platform; bilingual website content, fact sheet, video, and social media content; direct mail; and a series of community meetings and Board presentations. As recommended in Raftelis’ Fee Study Report, the CGSA Board of Directors approved a groundwater fee assessed beginning with FY 2022-23.

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Santa Barbara County (CA): Crisis Communications and Disaster Response Over nearly six years as the Communications Manager for the County of Santa Barbara, Gina led communications for 19 extended emergencies including two federally declared disasters, a global pandemic, and two mass casualty incidents. In her first three months on the job, the county experienced two wildfires. To better serve the public, Gina initiated custom bilingual emergency messaging and social media across all communication channels, which is now the standard in California. Back-to-back wildfire and debris flow disasters that killed 23 people in Montecito necessitated staffing the Joint Information Center for seven continuous months to issue bilingual public information on preparedness, recovery and rebuilding, and support a 16-month Local Assistance Center and long-term Recovery Strategic Plan for the area.

Santa Barbara County (CA): Crisis Communication Messaging and Media Training Gina developed a crisis communication plan, key messaging, Q&A, and media spokesperson training to guide the County of Santa Barbara (County) through a $40 million pension rebalance and $2 million embezzlement in the Public Works Department. For the pension rebalance, 4,600 employees were engaged through a series of face-toface meetings with the executive and budget teams to address questions and concerns. The pension rebalance program ultimately led the County to embark on a 5-year transformation initiative and strategic plan called Renew 2022. Following the embezzlement, process improvements were implemented, and Gina developed messaging and collateral for a whistleblower program overseen by the County Auditor’s Office.

PRESENTATIONS
• “Public Engagement Strategies and Best Practices” (panelist), 2024 AWWA ACE Annual Conference, Anaheim, Calif.
• “How Will Artificial Intelligence Transform Your Communications and Community Engagement,” 2023 CANV AWWA Annual Fall Conference, Las Vegas, Nev. • “Business Communications,” County of Santa Barbara Employee University training and development curriculum (2019)
• “Elevate Your Leadership Communication Strategies,” County of Santa Barbara Leadership Certificate Program curriculum (2018)
• “Front Line Crisis Communications: Are You Prepared?” 2019 Public Relations Society of America Western District Conference, Phoenix, Ariz.
• “Emergency Communications: Technical Solutions, Political Risks, Community Information and Lessons Learned” (panelist), 2019 League of California Cities City Manager Conference, San Diego, Calif. • “Emergency Situations and Crisis Plans for PEG Channels” (panelist), National Association of Telecommunications Officers and Advisors (NATOA), Webinar • “Communication Tools and Methods During Times of Crisis,” 2018 California Association of Public Information Officials (CAPIO) Annual Conference, Santa Rosa, Calif. • “California’s Year of Wildfires” (panelist), 2018 California Association of Public Information Officials (CAPIO) Annual Conference, Santa Rosa, Calif.
• “Emergency Communications and the Joint Information Center” (panelist), 2018 Summer Session, Municipal Managers Association of Southern California (MMASC), Pasadena, Calif. • “Natural Disasters” panelist “Santa Barbara County Thomas Fire and 1/9 Montecito Debris Flow Communications,” 2018 National Information Officers Association (NIOA) Annual Conference, Clearwater Beach, Fla.

PUBLICATIONS
• “Customer Satisfaction Plunges As Rates Rise; What the Latest J.D. Power Study Report Tell Us and What You Can Do About It,” Think Tank, Raftelis, June 2022
• “Alisal Fire – Flood After Fire Threat Preparations,” consumer preparedness article, October 17, 2021 • “Behind the Scenes with the Emergency Public Information Communicators (EPIC),” guest editorial, Santa Barbara Noozhawk, April 13, 2017
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RAFTELIS 17
SECTION THREE – OUTLINE STRATEGIES AND OPTIONS
Outline Strategies and Options

SEWER RATES
The City does not currently charge for sewer collection services. Water service is provided by California American Water. The City has two choices to charge for sewer:
1) Obtain water use data from California American Water and charge a fixed charge plus a charge based on estimated sewer discharge or:
2) Calculate EDUs based on Los Angeles County Sanitation Districts (LACSD) flow estimates and charge for sewer in a similar manner to LACSD. The charges could be levied periodically by direct customer billing or yearly on the county tax rolls.

Under either option, customers can be billed monthly or bimonthly directly or on the County tax roll. Option 2 is likely the easier long-term option as it requires less staff time to collect annual water use data and generates stable revenue. If charges are billed on the tax roll, the City can place a lien on the property for delinquencies. EDUs can be calculated from the LACSD revenue program. A home is equal to 1 EDU. As shown below, each type of customer has a flow per 1,000 square feet (or in some cases per room or other unit). Raftelis, with help and review from the City, would identify each type of commercial or institutional customer (hotel, store, office, etc.) and obtain square footage to calculate each customer’s EDUs from the County’s assessor roll. If the City decides to charge on the tax rolls, it must provide the charges to the County by August 10th.

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RAFTELIS 18
Scope of Work

WE ASSUMED ONE IN-PERSON STAFF MEETING, ONE VIRTUAL STAFF MEETING AND CITY COUNCIL MEETINGS ARE IN-PERSON.

Task 1: Project Management, Kick-Off, and QA/QC
Kick-Off Meeting
The goals for the kick-off meeting include:
• Discussing project drivers
• Acquainting staff with our project team
• Identifying areas of concern, key issues, and confirming study goals and objectives • Finalizing the work plan and schedule
• Discussing the rate objectives
• Discussing the data request and any additional data requirements Prior to the kick-off meeting, we will prepare a data request. If the data is provided ahead of the kick-off, Raftelis will review the initial data before the kick-off meeting and will come prepared with our questions to get the most out of the meeting.

Project Management
Task 1 includes time for project management that involves client correspondence, schedule and budget control, progress reports, timely billing, and internal management of Raftelis staff. We will prepare monthly invoices that include the budget, schedule, work completed, and anticipated work.

QA/QC
Quality assurance/quality control (QA/QC) is performed at two project milestones: 1) at the completion of the financial plan and 2) after the completion of the cost of service and rate design. Our QA/QC program is as follows:
1) Built-In Model Checks: The model has several built-in checks to ensure that the client’s total expenditures are included. The built-in checks include: 1) ties to the client’s total operating budget; 2) a revenue requirement check to ensure rates are collecting the right amount of revenue derived from the financial plan; and; 3) a revenue proof to ensure rates are designed to collect the total revenue requirement. 2) Project Manager Review: The Project Manager reviews each model worksheet at each project milestone. 3) Senior Consultant Review: A Senior Consultant, who is not involved with the project, performs a complete model review. This review includes both modeling integrity and adherence to common rate-setting practices.

We use an analyst not involved with the project to provide a fresh perspective.

In addition, Raftelis has a 40-point checklist for QA/QC to check the most common modeling oversights. A portion of the checklist is shown on the following page.

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RAFTELIS 19
Item Worksheet Review Step
1 Revenue Confirm the rates are bimonthly or monthly
2 Revenue Confirm the latest rates are in the model
3 Revenue Is calculated revenue within 1 to 2 % of actual revenue? 4 Revenue Check revenue from year-to-year, does it vary much? 5 Revenue Do any one-time revenue items need to be removed, like the sale of assets? 6 O&M Does the total O&M entered for a particular year tie back to the source document? If not, are you clear about why not?
7 O&M Has depreciation been removed?
8 O&M Are there any capital items in the budget that need to be removed to avoid double counting?
9 O&M If the debt is shown in the budget, is it also in the debt sheet? 10 O&M Review the year-to-year changes in O&M expenses. Is there a big change in one year, if so why?
11 O&M Water purchase costs - do they tie back to actuals for a year? 12 O&M Are calculated water purchase costs close to the budget for years that have a water purchase cost budget?
PLANNED MEETINGS:
• One virtual meeting with staff
DELIVERABLES:
• Kick-off meeting presentation, minutes, and data request list Task 2: Financial Plan Development
We will develop a financial plan model that recovers sewer operation and maintenance expenses, capital expenditures, and reserve funding. Raftelis will project revenue requirements over a 7-year planning horizon or any period desired.

Raftelis understands the importance of developing a user-friendly, flexible model that can be used for future financial planning. All our models include a financial plan dashboard with the following features:
1) Flexibility to change many assumptions such as sewer use, CIP levels, and revenue adjustments 2) Error flagging of problematic results such as failure to meet debt coverage, reserve targets, etc. 3) Sensitivity analyses and various “what-if” scenario assessments, so that impacts can be viewed instantaneously with built-in screen graphics
The dashboard is an effective tool to visually assess how each assumption or scenario impacts the financial plan.

This enables stakeholders to make decisions quickly regarding revenue adjustments, capital financing through paygo or debt, and reserve balances. A sample model dashboard is shown on the following page. Raftelis will hold a webinar to review assumptions and finalize the financial plan with which to calculate rates. We will also review reserves and compare reserve targets to other agencies. We’ve completed a couple of reserve studies which would be useful for this review.

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PLANNED MEETINGS:
• One virtual meeting with staff
DELIVERABLES:
• Draft financial planning model in Microsoft Excel
Task 3: Sewer Rate Calculation
We will discuss the two rate structures discussed in Section 3 and calculate whichever structure staff selects. Billing in proportion to EDUs, as LACSD does, is likely the easier option and requires less long-term staff effort. The other option is to use water data to determine the charges to customers. The City will have the option of placing these charges on the tax roll and receiving rate revenue semiannually along with property tax payments or billing customers directly. Collecting sewer charges on the tax roll is very inexpensive, especially if the City currently does not bill all customers directly for other services. Charges placed on the tax rolls have many benefits including revenue stability and the option to place liens on a property should an account fail to pay. The City could place charges on County tax rolls, which likely garners less customer attention. In fact, a few of our Orange County clients have placed water capital charges on the tax rolls for this reason. As mentioned, the City would have to provide a count of EDUs. Raftelis will calculate rates for the 5-year rate setting period so that rates can be effective July 1, 2025.

Raftelis will develop a customized financial model that incorporates a dashboard to allow you to easily run scenarios and see the impacts in real time. Shown here is a sample dashboard that we developed for another project.

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RAFTELIS 21
Bill Impacts
Raftelis will also determine the potential financial impact on customers. The model will include a series of tables and figures (graphs) that show projected rate impacts on different types of customers.

PLANNED MEETINGS:
• One in-person and one virtual meeting to review final charges DELIVERABLES:
• Proposed 5-year sewer rates
• Comprehensive customer bill impacts
• Rate model in Microsoft Excel
Task 4: Rate Survey Comparative Analysis
Raftelis will research the rates and bills for neighboring agencies providing sewer services. We will compare existing rates and sample bills for each agency. It’s important to know that there are many factors that can affect rates such as topography, size of the system, age, materials of construction, and whether the agency is neglecting system upkeep or aggressively pursuing capital investment. While all clients enjoy knowing what their neighbor agencies charge, we feel this information alone should not guide ratemaking decisions.

DELIVERABLES:
• Rate and bill survey in Microsoft Excel
Task 5: Two City Council Meetings
We assumed Raftelis will prepare a presentation and present study findings at two in-person City Council meetings.

The first meeting will be to present the study results, including the basis for rate adjustments, the assumptions, and customer bill impacts. We will answer Council questions and take feedback to incorporate into the 2nd Council presentation, where, ideally, we will obtain approval to proceed with the public hearing.

PLANNED MEETINGS:
• Two in-person City Council meetings
DELIVERABLES:
• Presentations in Microsoft PowerPoint
Task 6: Draft and Final Report
Raftelis will prepare a draft report detailing the revenue requirement and rate derivation from start to finish. We will incorporate City staff comments into the final report.

PLANNED MEETINGS:
• Virtual meetings as needed to discuss the report
DELIVERABLES:
• Draft and final report(s) in Microsoft Word
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RAFTELIS 22
Task 7: Proposition 218 Notice Preparation
While requirements of Proposition 218 notifications are easy to satisfy, too many municipalities and utilities miss the opportunity to educate and inform customers of the need to increase rate revenues. Over the years, Raftelis has designed countless Proposition 218 notifications that go beyond the minimum dictated by statute to deliver visually appealing pieces that customers want to read. We can draft the content and match the City’s established brand guidelines to design custom graphics that support clear, positive messaging in the Notice. Once these arrive in mailboxes, customers will not only be properly notified but will understand the City’s needs and be more likely to support rate adjustments. Raftelis will deliver final press-ready documents in English for the City to print and mail notices to all parcel owners and customers of record. If additional languages are requested, the City will provide the translation, otherwise Raftelis can recommend certified translation services.

DELIVERABLES:
• Print ready Proposition 218 notice in English
Task 8: Public Hearing Presentation
To adopt the rates, the City must hold a public hearing. Raftelis will prepare a presentation and present study results at the public hearing. Our Project Managers do this often and are accustomed to answering Council and public questions. We assumed this meeting will be in person.

PLANNED MEETINGS:
• One in-person public hearing presentation
DELIVERABLES:
• Public hearing presentation in Microsoft PowerPoint
ADDITIONAL SERVICES: STRATEGIC COMMUNICATIONS
Raftelis’ Strategic Communication Experts have spent most of their careers in local government.

Examples of their capabilities include:

Rate Study Outreach and Community Meeting Support
Community engagement and strategic communications planning increases community acceptance of rate changes, enhances credibility with stakeholders and policymakers, and builds awareness of the value of the service and need for utility investments. Seeking public input into the rate study will help drive thoughtful decision-making.

Raftelis’ in-house Strategic Communications Services specialize in providing strategic communications counsel, public engagement, and community involvement and can provide the City with guidance, structure, strategies, tools, and tactics to communicate clearly and broadly to your customers and key stakeholders. We are often called upon to facilitate public meetings, Council and Board workshops, and advisory committees and commissions.

Raftelis can facilitate community meetings or open houses to inform the public about the need to adjust rates. This engagement would be separate from publicly noticed City Council meetings, workshops, and hearings. Our presentations are reviewed by our communications staff who are experts at developing clear, compelling, and consistent messages that build awareness and support with stakeholders. We recommend a public meeting process that can be highly collaborative and iterative; the feedback we receive from key stakeholders in these meetings can PAGE 1500 of 1856
RAFTELIS 23
help guide the overall direction of the study and inform the methodologies and options ultimately selected for the final rate fee proposal.

Development of Multimedia Outreach Materials
Raftelis can do the heavy lifting of materials development. Effective design and creative services are more than just a pretty picture. A strategic and well-thought-out design can help to visually communicate messages interestingly and understandably. By focusing on the end user, our team works with the client to develop products and materials to help tell your story. We can develop a strategic engagement plan and message platform to deliver clear, compelling, and consistent messages that are also adaptable and flexible to accompany outreach. Materials typically include a mix of the following: website copy and graphics, fact sheets, talking points/FAQs, bill stuffers, on-bill messaging, social media posts and graphics, “explainer” videos, slide decks with speaker scripts, etc.

Here is an example of outreach materials we have prepared the City of Newport Beach, CA.

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RAFTELIS 24

SECTION FOUR - REFERENCES
References

RAFTELIS HAS THE MOST EXPERIENCED UTILITY FINANCIAL AND MANAGEMENT CONSULTING PRACTICE IN THE NATION.

Our staff has assisted more than 1,700 public agencies and utilities across the U.S., including some of the largest and most complex agencies in the nation. In the past year alone, Raftelis worked on more than 1,300 financial, organizational, and/or technology consulting projects for over 700 agencies in 47 states, the District of Columbia, and Canada. Below, we have provided descriptions of projects that we have worked on that are similar in scope to the City’s project. We have included references for each of these clients and urge you to contact them to better understand our capabilities and the quality of service that we provide.

Pasadena Water and Power CA
Reference: Phyllis Hallowell, Management Analyst V
P: 626.744.3952 / E: [email protected]
Raftelis is assisting Pasadena Water and Power in preparing its first professional water rate study. Raftelis is helping the City of Pasadena (City) by presenting the pros and cons of different rate structures so that the City can select the most appropriate rate structure. Steve Gagnon presented the pros and cons of each of the below rate structures:

1. Traditional tiered rates by customer class (single family, multi-family, commercial, etc.)

2. Pasadena’s current rate structure, which is tiered by meter size

3. Budget-based tiered rates, which are tiered rates based on household size and lot size

RAFTELIS HAS PROVIDED FINANCIAL/

ORGANIZATIONAL/TECHNOLOGY ASSISTANCE

TO UTILITIES SERVING MORE THAN
25% OF THE U.S. POPULATION.

PAGE 1502 of 1856
RAFTELIS 25
We prepared a financial plan to ensure that rate revenue recovers all costs. We will complete a cost-of-service study to allocate costs to each customer class. Raftelis will also provide a rate design to collect costs from each class based on the cost of service.

City of Oxnard CA
Reference: Jan Hauser, Wastewater Division Manager
P: (O) 805.271.2205 (M) 805.844.5501 / E: [email protected] In early 2023, Raftelis assisted the City of Oxnard (City) to develop a financial plan and set rates for their water and utility. The City of Oxnard has a very vocal and involved customer base. We simplified their rate structure and helped assess capital spending. We held a series of open houses that discussed the basics of rate setting. We also presented to council; the first meeting was a rate-setting basics workshop and the second presented the draft rates.

During the public hearing, Raftelis and Staff fielded questions from the public. The rates were implemented by Council in the Spring of 2023.

City of Ontario CA
Reference: Michael Sigsbee, Utilities Assistant General Manager P: 909.395.2653 / E: [email protected]
Raftelis conducted a water, wastewater, and solid waste study for the City of Ontario (City). The City has a total of 33,000 accounts, including 5,000 non-residential accounts, and sells approximately 43,000 ac-ft of water annually.

Wastewater treatment is provided by Inland Empire Utilities Agency, which also establishes a treatment charge for the City's retail customers. The study included a comprehensive review of the City’s revenue requirements and allocation methodology, a review of the City’s user classification, a cost-of-service analysis, and a rate design for City users. Several recommendations were provided to improve the equity of water and wastewater charges, including reclassification of customers and modifying the tiers.

City of El Monte, Utilities Division CA
Reference: Don Nguyen, Utilities Manager
P: 626.258.8603 / E: [email protected]
The City of El Monte Utilities Division (City) provides wastewater collection and conveyance service for the residents and businesses of the City’s municipal area. The City operates 8 sewage lift stations, 125 miles of mainline sewer pipeline and 2,687 manholes to provide service to more than 17,000 accounts. The City assesses sewer charges on a per EDU basis, and the sewer charges are included on the residents’ and businesses’ annual tax bills.

The City engaged Raftelis in 2023 to conduct a comprehensive sewer rate study. The sewer charges have remained the same since 2009. The City is experiencing rising operating costs in light of nationwide inflationary pressures and is desiring to begin funding a capital improvement plan with a focus on proactive maintenance, repair and replacement of the system. Raftelis is developing a comprehensive financial and rate model, assisting with the development of the five-year capital improvement plan, and calculating a five-year set of sewer charges. The study is still ongoing and will be presented to City Council and undergo the Prop 218 process during the spring of 2024.

PAGE 1503 of 1856
RAFTELIS 26
City of Orange CA
Reference: Frank Sun, Deputy Director Public Works
P: 714.744.5529 / E: [email protected]
Raftelis prepared a 10-year financial plan and rates for the wastewater enterprise for the City of Orange (City). The rates included a capital component to convey the need for capital funding. The rates were also redesigned to reflect estimated sewer discharge as opposed to water use to truly reflect customer use of the sewer collection system.

Client
Affordability Analysis & Program DevelopmentDebt Issuance SupportDispute ResolutionFinancial & Capital Improvements PlanningRate Case SupportRate DesignRisk AnalysisCost of ServiceDevelopment/Impact FeesStormwater Utility DevelopmentOrganizational OptimizationWater/Wastewater Utility Valuation Alameda County Water District      
Anaheim, City of    
Arroyo Grande, City of    
Atwater, City of    
Bakersfield, City of    
Benicia, City of 
Beverly Hills, City of       
Borrego Water District   
Brea, City of   
Brentwood (CA), City of    
CAL FIRE/San Luis Obispo 
Calleguas Municipal Water District     
Camarillo, City of     
Carlsbad Municipal Water District     
Casitas Municipal Water District   
Castaic Lake Water Agency      
Central Basin Municipal Water District    
Central Contra Costa Sanitary District   
Channel Islands Beach Community Services
District
  
Chino Hills, City of   
Chino, City of   
Chowchilla, City of    
Corona, City of  
County of San Diego   
Crescenta Valley Water District   
Cucamonga Valley Water District  
Del Mar Union School District 
Delta Diablo Sanitation District 
East Bay Municipal Utility District   
East Orange County Water District    
East Valley Water District    
Eastern Municipal Water District 
El Toro Water District   
Elk Grove Water District      
Elsinore Valley Municipal Water District   

CALIFORNIA

EXPERIENCE
This table lists the California utilities that
Raftelis has assisted over the past five
years on financial, rate, and/or
management consulting projects.

PAGE 1504 of 1856
RAFTELIS 27
Client
Affordability Analysis & Program DevelopmentDebt Issuance SupportDispute ResolutionFinancial & Capital Improvements PlanningRate Case SupportRate DesignRisk AnalysisCost of ServiceDevelopment/Impact FeesStormwater Utility DevelopmentOrganizational OptimizationWater/Wastewater Utility Valuation Escondido, City of      
Galt, City of     
Glendora, City of 
Goleta Water District    
Goleta West Sanitary District      
Helix Water District   
Henderson, City of    
Hollister, City of    
Holtville, City of  
Huntington Beach, City of    
Imperial County   
Inland Empire Utilities Agency 
Irvine Unified School District 
Jurupa Community Services District    
Kern County Water Agency 
La Canada Irrigation District   
La Habra Heights County Water District     
Laguna Beach, City of 
Lake Valley Fire Protection District   
Las Virgenes Municipal Water District   
Leucadia Wastewater District  
Livermore, City of    
Long Beach City of     
Los Alamos Community Services District     
Los Angeles Department of Water and Power  
Los Angeles, City of Bureau of Sanitation 
Madera, City of  
Mammoth Community Water District   
Marin Municipal Water District 
Merced, City of    
Mesa Water District  
Metropolitan Water District of Southern
California

Modesto Irrigation District  
Mojave Water Agency   
Monterey County Water Resources Agency   
Monterey, City of    
Moulton Niguel Water District 
Municipal Water District of Orange County  
Napa Sanitation District   
Ojai Valley Sanitary District   
Olivenhain Municipal Water District   
Ontario Municipal Utilities Company 
Ontario, City of    
Orange, City of   
Palo Alto, City of    
Phelan Pinon Hills Community Services District      Placer County Water Agency  
PAGE 1505 of 1856
RAFTELIS 28
Client
Affordability Analysis & Program DevelopmentDebt Issuance SupportDispute ResolutionFinancial & Capital Improvements PlanningRate Case SupportRate DesignRisk AnalysisCost of ServiceDevelopment/Impact FeesStormwater Utility DevelopmentOrganizational OptimizationWater/Wastewater Utility Valuation Pleasant Hill Recreation & Park District  
Pomona, City of    
Rainbow Municipal Water District    
Ramona Municipal Water District   
Rancho California Water District    
Redlands, City of     
Rincon del Diablo Municipal Water District   
Riverside Public Utilities     
Roseville, City of   
Sacramento Regional County Sanitation
District

Sacramento, City of   
Salton Community Services District  
San Bernardino Valley Municipal Water District 
San Bernardino, County of    
San Clemente, City of    
San Diego, City of Public Utilities Department        San Dieguito Water District   
San Elijo Joint Powers Authority      
San Gabriel County Water District   
San Gabriel, City of   
San Jose, City of 
San Juan Capistrano, City of     
Santa Ana, City of 
Santa Barbara, City of     
Santa Clara Valley Water District   
Santa Clarita Water District      
Santa Cruz, City of    
Santa Fe Irrigation District     
Santa Fe Springs, City of   
Santa Margarita Water District    
Santa Rosa, City Attorney’s Office 
Scotts Valley Water District      
Shafter, City of   
Shasta Lake, City of    
Sierra Madre, City of    
Signal Hill, City of   
Simi Valley, City of     
Sonoma, City of   
South Mesa Water Company    
South Pasadena, City of   
South San Francisco, City of  
Sunnyslope County Water District     
Sweetwater Authority   
Temescal Valley Water District    
Thousand Oaks, City of     
Torrance, City of   
Trabuco Canyon Water District   
PAGE 1506 of 1856
RAFTELIS 29
Client
Affordability Analysis & Program DevelopmentDebt Issuance SupportDispute ResolutionFinancial & Capital Improvements PlanningRate Case SupportRate DesignRisk AnalysisCost of ServiceDevelopment/Impact FeesStormwater Utility DevelopmentOrganizational OptimizationWater/Wastewater Utility Valuation Triunfo Sanitation District   
Tustin, City of   
Union Sanitary District     
Ventura Regional Sanitation District   
Ventura, City of         
Vista, City of   
Walnut Valley Water District   
Watsonville, City of     
West Basin Municipal Water District    
Western Municipal Water District    
Yorba Linda Water District   
Zone 7 Water Agency   
PAGE 1507 of 1856
RAFTELIS 30
SECTION FIVE – ESTIMATED PROJECT TIMELINE
Estimated Project Timeline
The proposed schedule assumes a notice-to-proceed in mid-November 2024 and that Raftelis will receive the needed data by late December and be able to schedule meetings as necessary. The public hearing is anticipated for May 2025 for rates effective July 1, 2025.

TASKS

1. Project Management, Kick-Off
and QA/QC 
City Provides All Data 

2. Finanical Plan Development 

3. Sewer Rate Calculation 

4. Rate Survey Comparative
Analysis 

5. Two City Council Meetings  

6. Draft and Final Report  

7. Proposition 218 Notice
Preparation 
Public Notice Waiting Period
(45 days)

8. Public Hearing Presentation 
 Meeting and/or Delilverable
 Deliverables

NOV DEC JAN FEB MAR APR MAY JUN
2024 2025
JUL
PAGE 1508 of 1856
RAFTELIS 31

EXCEPTIONS
Exceptions
We request that the City consider making the following modifications, shown in red below, to the Professional Services Agreement. Most often, after a call between attorneys so that we can explain the intent of our edits, we are able to find mutually acceptable contract text.

1.0 Scope of Services

1.2. Consultant shall perform all Services under this Agreement in accordance with the standard of care generally exercised by like professionals under similar circumstances and in a manner reasonably satisfactory to City., as of the time and at the location the services are provided.

6.2. Unless the Parties agree in writing, all draft and final reports, documents, and other written material, and any and all images, ideas, concepts, designs including without limitation any website designs, source code, object code, electronic data and files, and/or other media whatsoever created material created or developed by Consultant in the performance of this Agreement and intended by Consultant as a deliverable hereunder (collectively, “Work Product”) shall be considered to be “works made for hire” for the benefit of City. All Work Product and any and all intellectual property rights arising from their creation, including, but not limited to, all copyrights and other proprietary rights, shall be and remain the property of City without restriction or limitation upon their use, duplication or dissemination by City upon final payment being made.; provided, that any use other than as intended and an re-use, modification or alteration thereof shall be at City’s sole risk. Consultant shall not obtain or attempt to obtain copyright protection as to any of the Work Product. Nothing in this Agreement shall be deemed or construed as a waiver, release, transfer, assignment or divestiture by Consultant hereby assigns to City all rights of ownership to the Work Product, including but not limited to any and all related of its intellectual property and proprietary rights that are not otherwise vested in the City pursuant to this paragraph, know-how or trade secrets.

6.3. Consultant warrants and represents that it has secured all necessary licenses, consents or approvals necessary to the production of the Work Product, and that upon final payment, City shall have full legal title to the Work Product, and full legal authority and the right to use and reproduce the Work Product for any its intended purpose. Consultant shall defend, indemnify, and hold City, and its elected officials, officers, employees, servants, attorneys, designated volunteers, and agents serving as independent contractors in the role of city officials, harmless from any loss, claim, or liability in any way related to a claim the extent that any proper use by the City of any of the Work Product violates federal, state, or local laws, or any contractual provisions, or any rights or laws relating to trade names, licenses, franchises, copyrights, patents, or other means of protecting intellectual property rights, and/or interests in products, ideas, or inventions. Consultant shall bear all costs arising from the use of patented, copyrighted, trade secret, or trademarked documents, materials, equipment, devices, or processes in connection with its provision of the Work Product produced under this Agreement. If any use by city of any of the Work Product or other deliverables is held to constitute an infringement and the use of any of the same is enjoined, Consultant, at its expense, shall: (a) secure for City the right to continue using such Work Product and/or other deliverables by suspension of any injunction, or by procuring a license or licenses for City; or (b) modify the Work Product and other deliverables so that they become non-infringing while remaining in compliance with the requirements of this Agreement. PAGE 1509 of 1856
RAFTELIS 32

9.0 Independent Consultant

9.2. Consultant shall indemnify and hold harmless City and its elected officials, officers, employees, servants, designated volunteers, and agents serving as independent contractors in the role of City officials, from any and all liability, damages, claims, costs, and expenses of any nature to the extent arising from caused by Consultant’s negligent personnel practices. City shall have the right to offset against the amount of any fees due to Consultant under this Agreement any amount due to City from Consultant as a result of Consultant’s failure to promptly pay to City any reimbursement or indemnification arising under this Section. All duties of Consultant under this Section

9.2 shall survive termination of this Agreement.

9.3. In the event that Consultant provides any of the Services by or through any employee or any person whose work under this Agreement becomes cause for any payment or contribution required by law, including but not limited to the California Public Employees' Pension Reform Act (PEPRA), to the Public Employee Retirement System, Consultant shall be solely responsible for all such payments or contributions. Consultant shall indemnify and hold harmless City and its elected officials, officers, employees, servants, designated volunteers, and agents serving as independent contractors in the role of City officials, from any and all liability, damages, claims, costs, and expenses of any nature to the extent arising from caused by Consultant’s failure to make any such payment or contribution. City shall have the right to offset against the amount of any fees due to Consultant under this Agreement any amount due to City from Consultant as a result of Consultant’s failure to promptly pay to City any reimbursement or indemnification arising under this Section. All duties of Consultant under this Section 9.3 shall survive termination of this Agreement.

12.0 Insurance
Indemnification, Hold Harmless, and Duty to Defend

12.23 To the maximum extent permitted by law, Consultant shall defend, indemnify, and hold City, its officials, officers, employees, volunteers and agents serving as independent contractors in the role of city officials (collectively “Indemnitees”) free and harmless from any and all claims, demands, causes of action, costs, expenses, liability, loss, damage or injury, in law or equity, to property or persons, including wrongful death, in any manner arising out of or incident to any the extent caused by the negligent acts or omissions of Consultant, its employees, its agents, or its subcontractors in connection with the performance of this Agreement, excluding consequential damages but including without limitation the payment of all consequential damages and attorneys’ fees and other related costs and expenses, except for such loss or damage arising from the sole negligence or willful misconduct of City. With respect to any and all such aforesaid suits, actions, or other legal proceedings of every kind that may be brought or instituted against Indemnitees, Consultant shall defend Indemnitees, at Consultant’s own cost, expense, and risk, and shall pay and satisfy any judgment, award, or decree that may be rendered against Indemnitees to the extent of its indemnity obligation set forth above. Consultant shall reimburse City and its directors, officials, officers, employees, agents and/or volunteers, for any and all legal expenses and costs incurred by each of them in connection therewith or in enforcing the indemnity herein provided. Consultant’s obligation to indemnify shall not be restricted to insurance proceeds, if any, received by Consultant, City, its directors, officials, officers, employees, agents or volunteers. All duties of Consultant under this Section shall survive termination of this Agreement.

Consultant shall have no obligation to indemnify City or any other Indemnitee against liability for claims by a third party for failure to comply with its obligations under Article XIII D of the California Constitution (Proposition 218).

12.24 Consultant must obtain executed indemnity agreements with provisions identical to those in Section 13.1

12.23 from each and every subcontractor or any other person or entity involved by, for, with or on behalf of Consultant in the performance of the Services. If Consultant fails to obtain such indemnities, Consultant shall be fully responsible and indemnify, hold harmless, and defend the Indemnitees from and against any and all Claims in law or equity, whether actual, alleged, or threatened, arising or claimed to arise out of, pertaining to, or relating to the acts or omissions of Consultant’s subcontractor, its officers, agents, servants, employees, subcontractors, PAGE 1510 of 1856 RAFTELIS 33
materialmen, contractors, or their respective officers, agents, servants or employees (or any entity or individual that Consultant’s subcontractor shall bear the legal liability thereof) in the performance of this Agreement, including the Indemnitees’ active or passive negligence, except for Claims arising from the sole negligence or willful misconduct of the Indemnitees, as determined by final arbitration or court decision or by the agreement of the Parties to the same extent as its indemnity obligations set forth in Section 12.23 above.

PAGE 1511 of 1856
RAFTELIS 34
Technical Proposal for the City of San Marino

COST ALLOCATION PLAN
& CITYWIDE FEE STUDY
1519 E Chapman Ave
Suite C
Fullerton, CA 92831
(714) 992-9020
www.revenuecost.com PAGE 1512 of 1856
RCS 35
SECTION ONE – TRANSMITTAL LETTER
September 6, 2024
City of San Marino
2200 Huntington Drive
San Marino, CA 91108
Proposal – Cost Allocation Plan & Citywide Fee Study
Revenue & Cost Specialists, LLC (RCS) appreciates the opportunity to respond with this proposal to develop a Cost Allocation Plan and Citywide Fee Study. We have been providing fee studies and other costing services since 1980, making us the first and foremost expert in costing services for California. RCS’ skill set will generate maximum accountability for the City of San Marino. We have a history of delivering quality reports with defensible data that can be acted on and adopted.

Our processes are straightforward, analytical and require minimal staff time. In the end, we strive to ensure that the City of San Marino will be able to confidently stand behind the information and recommendations in the Report. As former city staff ourselves, we understand how San Marino operates, what you want, and that your time is precious. If selected, RCS can begin work immediately.

Based in Fullerton, we can provide timely support to City staff for years to come. The terms of this proposal will be honored for 90 calendar days from the date of submittal. Please contact Eric at (714) 992-9027 or [email protected] with any questions.

Sincerely,
ERIC S. JOHNSON
President
PAGE 1513 of 1856
RCS 36
SECTION TWO – EXPERIENCE AND QUALIFICATIONS

EXPERIENCE AND QUALIFICATIONS

RCS HISTORY
Revenue & Cost Specialists, LLC (Taxpayer ID No. 330787781) was founded in 1980 by two former City Managers and a Finance Director who, after the passage of Propositions 13 and 4, discovered that user fees were a legal option to recover lost municipal revenues.

Four decades later, RCS continues its focus on cost allocation and fee calculation services.

After the passage of AB 1600 in 1988, our company added impact fee calculation services to help municipalities finance public facility expansion.

In those early years, RCS principals published articles and presented at conferences, helping California municipal employees understand how fees work. Our early work is the foundation of how fees and cost allocation plans are calculated today.

In 2000, RCS created Government Software Systems to develop robust costing software that serves fee calculation needs better than spreadsheets. Our company has provided additional services to municipalities that include long-range financial planning, accounting procedures and utility rate studies.

RCS continues to thrive through repeat business, referrals and references. As a small business, RCS takes only a handful of new clients each year, allowing us to spend substantial time with them. In 2024, RCS celebrates its 44th year in business and is looking forward to another 40 plus years of partnering with municipalities.

QUALIFICATIONS
RCS’ principals make up the Limited Liability Company, which has been financially stable since the company started. Combined, RCS principals have over 100 years of experience in cost allocation plans and fee studies and served over 250 municipalities. We have provided these services to a wide array of public agencies, from the smallest special district to larger and more complex cities and counties. Though based in Orange County, we engage in projects throughout the State of California.

RCS principals specialize in:
• User Fee Studies
• Cost Allocation Plans
• Development Impact Fee Studies
• Special Financial Management Studies and Reports
These specializations allow RCS to focus on every aspect of municipal fees and be the best of what we do.

We are confident in our project time estimates and do not respond to RFPs when the project workload exceeds our capacity. We have suggested new fees that are not common practice throughout the state and have challenged and removed municipal fees that were not defensible. We have assisted municipalities in streamlining their fee-based processes.

PAGE 1514 of 1856
RCS 37
All RCS principals have prior city experience, serving as analysts, managers or directors. We are all knowledgeable in fund accounting, department structures and municipal services. We stay current on pending financial and legal issues that challenge municipalities. All principals are comfortable speaking with city staff at all levels, drafting reports and resolutions, and presenting them to the public, stakeholders and City Council members.

Eric Johnson, President, has streamlined and perfected the process of CAP and User Fee Study engagements. With over 30 years and hundreds of studies completed, Eric has created a superior process that demands little staff time while obtaining maximum results. Eric quickly understands complex city services and how to calculate fees for them. He relates well with elected officials because he responds with candor and brevity. If you speak to any of Eric’s prior or current clients, they will tell you how easy the process was.

Scott Thorpe, Senior Vice President, joined RCS in 1985. Before that, he spent 13 years at the cities of Chula Vista, Covina, Anaheim and Brea, serving in various roles within the city manager’s offices. Scott performed user fee studies for several years, transitioning to development impact fees when AB 1600 went into effect.

He has written articles laying out the fundamentals of impact fees, and his work has generated tens of millions in fee revenues for cities.

Rick Kermer, Partner, was one of the founders of RCS. Rick used his CPA and audit experience to build cost allocation and user fee spreadsheets and software that passes rigorous analysis and reporting accounting standards. Rick’s work is the foundation of all the fee study work offered today. He is now semi-retired, taking only a handful of projects each year.

PAGE 1515 of 1856
RCS 38

SAN MARINO PROJECT TEAM
While all RCS principals have worked independently on projects, Eric Johnson will be the project manager involved with the City of San Marino.

RCS may assign additional specialists to the project to help maintain the proposed schedule and ensure the quality of the product. For the sake of continuity, only RCS principals will interact with City staff, as our specialization and expertise will allow staff to focus on other City functions. We thoroughly understand and will be involved in every phase of the fee study, advising City staff when necessary.

Mr. Johnson’s resume is included in this proposal on the following page.

PAGE 1516 of 1856
RCS 39

EDUCATION
Bachelor of
Arts in
Political
Science -
University of
Redlands

AFFILIATIONS
California
Society of
Municipal
Finance
Officers
Government
Finance
Officers
Association
Eric S. Johnson
President
Mr. Johnson serves as President of Revenue & Cost Specialists with over 34 years of professional knowledge in cost recovery model and user fee studies. He focuses on providing a positive experience for RCS clients, which minimizes staff interruptions yet still produces a comprehensive, defensible study that is adopted by the governing board.

Municipal Experience
City of Redlands – Redevelopment Intern (1987-1989)
Relevant Project Experience
City of Long Beach – Comprehensive Fee Study: RCS was selected in 2019 to perform a multi-year comprehensive update of Long Beach’s 2,850 fees, fines and permits.

City of Santa Clarita – Cost Allocation Plan and Comprehensive Fee Study: RCS developed a Cost Allocation Plan and Comprehensive Fee Study for the City most recently in 2024 and has also updated the Cost Allocation Plan every year since 2011.

RCS has been providing these services for the City since 1995.

City of Santa Barbara – Cost recovery model and Comprehensive Fee Study: RCS completed a Development Services Fee Study 2019 and a Fire Department Fee Study in 2020. The City Council adopted changes to its fee schedule.

City of Carson – Cost Allocation Plan and Comprehensive Fee Study: RCS completed a Cost Allocation Plan and Comprehensive Fee Study for the City in 2022, and the City Council adopted the suggested user fees in 2023.

City of Lompoc – Cost recovery model and Comprehensive Fee Study: RCS completed a Comprehensive Fee Study for the City originally in 2015 and most recently in 2022, in which the City adopted the suggested user fees.

PAGE 1517 of 1856
RCS 40
SECTION THREE – OUTLINE STRATEGIES AND OPTIONS

OUTLINE STRATEGIES AND OPTIONS
The City of San Marino wants to identify the full costs of all operational services that are either currently charged a fee or could be charged a fee.

RCS will first update the City’s Cost Allocation Plan (CAP), which is necessary in calculating the fully burdened hourly rates for employees and is an effective way to distribute the overhead costs to other funds, departments, and the end-user services. Our Cost Allocation Plan is powerful in capturing the maximum overhead charges to enterprise funds. If excluded from this Citywide Fee Study, RCS will use the City’s prior Cost Allocation Plan.

Next, RCS will perform the fee study, reviewing the staff time and program costs involved with each service and calculating the full cost of services for each fee. The proposed fee structure will recover these costs in the most equitable and efficient way possible. The user fees will represent how operations are conducted in the City, and may involve flat fees, deposits, valuation-based fees, step-increase fees, or a combination of these. The eventual fee recommendations included in the final report and master fee resolution will be defensible, easy to understand, and be supported by City staff.

The most important part of our work is performed through a series of focused meetings with staff.

Scheduled meetings commit staff to the timeline and ensure that our study draws from the most knowledgeable person on the subject matter. A series of meetings also gives City staff time to digest and reflect on the information generated. RCS uses only company principals with more than 20-plus years of experience to conduct these meetings, which makes the process quicker and the results more accurate. Our process provides the City with well-documented and defensible service costs that will be used to develop fees that comply with Propositions 4, 218 and 26.

We also identify 100% of the staff time on 100% of the services they provide. This gives City staff a complete perspective on their time allocations instead of merely looking at time allocations for individual services in a vacuum. These methods will ensure that City staff feels confident about the data and, therefore, confident in supporting the results in public hearings.

The other key result of identifying 100% of City services is that we are identifying not only the cost of fee services, but of community-supported services, such as police, street and park maintenance services. This allows us to have a real discussion with real numbers with the City Council about tax subsidy policy. Since we are identifying the full costs of fee services, we are also identifying the current subsidy of general tax dollars for these services. Therefore, we can show the City Council how much fee services are subsidized at the expense of community-supported services. Does the City want to continue to use precious tax dollars to support, for instance, a bathroom remodel and permitting inspection that only benefits a particular property owner or use those tax dollars on things that can only be supported by tax dollars, like police patrol and park maintenance? They will now have that information to be able to make that conscious choice.

Changing the discussion from fee increases to tax subsidy policy along with RCS’ experience in successfully PAGE 1518 of 1856 RCS 41
presenting the results of similar studies to City Councils ensures that the City will be able to meet its policy objectives.

RCS will provide the City of San Marino with the requested printed and electronic copies of the final versions of the Cost of Services Study and Cost Allocation Plan, including related schedules and cost documentation in a format that can be edited and updated by City staff to accommodate desired changes.

Project Kick-Off
Task 1: Prepare City Data
RCS will review and prepare necessary files for the project. This includes obtaining and reviewing prior user fee reports and fee schedules, line-item budget details, salary schedules, MOUs and fringe benefit details.

Task 2: Kick-off Meeting
RCS will conduct a Citywide meeting, explaining the operational methodology of the study and the role of staff. We will review any possible issues that may arise as well as answer any questions from staff about the process. This meeting is crucial for the process as we want to ensure that everyone understands the various steps in the process and what is expected of them.

Cost Allocation Plan
Task 1: Identify Central Services and Allocate Staff Time RCS will meet with various departments to identify and review central services and allocate staff time and costs for those services. Examples of central services include payroll, risk management, and facility maintenance. City staff time involved in the meetings would be approximately 1-2 hours per central service department.

Task 2: Develop Allocation Factors
RCS will meet with City staff to develop the allocation factors for each central service identified in the above task. These factors will form the basis for determining fully burdened hourly rates and allocating central service costs. This meeting will be concurrent with the time allocation meeting. Though City staff involvement in data gathering is a function of the availability of the required information, RCS will develop allocation factors that are easily reproducible from year to year but still equitably allocate central service costs. RCS will calculate allocations to the functional centers and review the results with the managers of the various central service departments. City staff time to review the results of the allocations will be less than 1 hour per department.

Task 3: Prepare and Review Draft Cost Allocation Plan with City RCS will prepare a Draft Report with allocations to end user departments using our 20-step allocation model. RCS will review this Draft Report with the City’s management, making any necessary adjustments to ensure that costs are allocated properly.

Task 4: Prepare Final Cost Allocation Plan
RCS will then prepare a Final Report with allocations to end user departments. These results will be used PAGE 1519 of 1856
RCS 42
for the general overhead component of the Fee Study and can also be used to determine the amounts for transfers to the General Fund for support provided to other funds. RCS will provide the City’s requested number of printed copies, as well as a PDF file of the Overhead Cost Allocation Study. RSC will also provide a computer-based model for adjusting these fees and charges for the City’s current and future needs, providing an electronic copy of the final study that can be edited and updated as needed. RCS will consult with City Staff as necessary to defend the cost allocation plan in the event of audits or other challenges.

User Fee Study
Task 1: Review the Service List with Staff
RCS will review the service list through meetings with City staff. We will also work with Departmental staff to determine any changes to the fee calculation methods. The end result, whichever method is used, will be a fee structure that best fits the City going forward. While this list will change during the course of the Study as it is refined, it will be the initial basis from where we start. City staff time for this review will be approximately 1 hour per department.

Task 2: Staff Time/Contract Cost Allocations
RCS will interview personnel providing end-user services to ensure that costs from all functional areas directly involved with a service are included in the cost of that service. This component will form the bulk of the time spent by staff. There will be two to four meetings with supervisory level staff in each functional area to create and verify the amount of time spent by staff on the services identified in the task above. We do not ask City staff to do our job by filling out forms detailing how they spend their time. This interactive process, and the fact that we allocate 100% of all departmental staff, ensures that the information being generated is valid and reliable. Total time commitment per department varies from 2-20 hours, through a series of working meetings.

Task 3: Develop Fully Burdened Hourly Rates
RCS will develop a fully burdened hourly rate for each departmental employee, including salaries and benefits, miscellaneous operating services and supply costs, citywide overhead and departmental overhead.

Task 4: Prepare Draft Report
RCS will prepare a Draft Report that identifies the total costs for each service, along with current fees, and makes fee recommendations for each service presented as well potential new fees for services the City provides but does not charge for. Service costs will be compared with existing recovery levels. RCS will review this report with the departments so that each will have input on the fees presented in the Final Report. City staff time would be approximately 1-2 hours per department for those departments that have fee services.

Task 5: Prepare Final Report
Based on staff input, RCS will prepare a Final Report, which will have recommendations for new fees, subsidy percentages and revenue projections from those fees. The Report will include text and summary tables that will clearly explain the results and the context. All recommended fees will comply with Propositions 4, 218, 26 and any other applicable laws. RCS will provide a PDF file of the Final Report. Any Master Fee Schedule revisions will also be made available in Word, Excel and/or PDF formats. RSC will provide a computer-based model for adjusting these fees and charges for the City’s current and future needs, providing an electronic copy of the final study that can be edited and updated as the need arises and PAGE 1520 of 1856
RCS 43
allowing for the requirements referred to in the City’s RFP. RCS will consult with staff as needed to defend the fee study in the event of audits or other challenges.

Task 6: Survey Similar Municipalities
RCS will survey other municipalities and document the findings. The survey summary would compare similar fees for services at different cities, however our results cannot explain why the fees differ.

Task 7: Present Report to the City Council
RCS will assist City staff, the City Council in the review and adoption of revised service fees and subsidy percentages, at up to three public meetings. RCS will assist City staff in the implementation of the revised service fees.

PAGE 1521 of 1856
RCS 44

SECTION FOUR - REFERENCES

REFERENCES
Jurisdiction Contact Title
City of Carson Tarik Rahmani
(310) 952-1755
Deputy City Manager
[email protected]
RCS completed a Cost Allocation Plan and Comprehensive Fee Study for the City in 2022, and the City Council adopted the suggested user fees in 2023.

City of Lompoc Dean Albro
(805) 875-8274
City Manager
[email protected]
RCS completed a Comprehensive Fee Study for the City originally in 2015 and most recently in 2022, in which the City adopted the suggested user fees.

City of Long Beach Geraldine Alejo
(562) 570-5478
Revenue Management Officer
[email protected]
RCS was selected in 2019 to perform a three-year comprehensive update of Long Beach’s 2,850 fees, fines and permits.

City of Santa Barbara James Hamilton
(805) 564-5504
Comm Dev Business Manager
[email protected]
RCS completed a Development Services Fee Study 2019 and a Fire Department Fee Study in 2020. The City Council adopted changes to its fee schedule.

City of Santa Clarita Carmen Magana
(661) 255-4997
Admin Services Director
[email protected]
RCS developed a Cost Allocation Plan and Comprehensive Fee Study for the City most recently in 2024 and has also updated the Cost Allocation Plan every year since 2011. RCS has been providing these services for the City since 1995.

PAGE 1522 of 1856
RCS 45
SECTION FIVE – ESTIMATED PROJECT TIMELINE

ESTIMATED PROJECT TIMELINE
RCS is available to begin work immediately with the proposed schedule outlined below. This schedule, of course, will require the cooperative participation of City staff.

Project Timeline Month
1 Month
2 Month
3 Month
4 Month
5 User Fee Study
Obtain Budget & Personnel Data
Review Service List
Review Staff Time Allocations
Develop Fully Burdened Hourly Rates
Review Draft & Final Report
Prepare for City Council Meeting

ONSITE MEETINGS AND VIDEO CONFERENCING MEETINGS
RCS will utilize our Zoom account, or any video conferencing platform of the City’s choosing, to facilitate all working meetings. Our experience has determined that the use of video conferencing is more flexible in scheduling meetings, permitting City staff to quickly access reports and files on their computers, and allowing everyone to view and discuss the same documents at the same time. Department meetings will be 30 minutes to two hours each. We would be on-site to present the report at all City Council meetings.

CLIENT INPUT
RCS will make every effort to advise, seek input from and, in general, explain the work as it is being performed. For a project to be completed successfully, we depend on dedicated and engaged staff participation. Most of the staff participation is to attend working meetings with RCS. There will be no “homework” to be completed and returned to us.

The City should also designate a Project Coordinator for the fee study who will:
1) Identify key City staff and coordinate the kick-off meeting(s) 2) Assist in obtaining requested information
3) Coordinate the review of draft reports, and
4) Provide project direction if needed
PAGE 1523 of 1856
City of San Marino
Comprehensive Citywide User Fee, Rate Study and
Sewer Rate Study
PROJECT ID: 2023-GEN-012 / COST PROPOSALS / SEPTEMBER 6, 2024 PAGE 1524 of 1856
Table of Contents

RAFTELIS PROPOSAL
Pricing .......................................................................................................... 1

REVENUE & COST SPECIALISTS PROPOSAL
Pricing .......................................................................................................... 4 PAGE 1525 of 1856
City of San Marino
Sewer Rate Study – Cost Proposal
PAGE 1526 of 1856
RAFTELIS 1

PRICING
Pricing
The following table provides a breakdown of our proposed fee. It includes the estimated hours for each task and the hourly billing rates for our project team. Expenses include costs associated with travel and a $10 per hour technology charge covering computers, networks, telephones, postage, etc.

Our scope of work includes the number of in-person and/or virtual meetings shown in the table below. Should the City require additional meetings and/or presentations to stakeholders, these can be arranged upon request at an added cost, which will be determined based on the scope and content of the meeting and/or presentation requested.

PAYMENT SCHEDULE
Payments are due upon receipt.

SG NK GD CS Total

1. Project Management,
Kick-Off and QA/QC 1 11 6 17 $5,240

2. Finanical Plan
Development 1 8 24 32 $7,640

3. Sewer Rate Calculation 1 6 12 18 $4,560

4. Rate Survey
Comparative Analysis 2 8 10 $2,300

5. Two City Council
Meetings 2 22 2 1 25 $9,151

6. Draft and Final Report 8 36 44 $9,980

7. Proposition 218 Notice
Preparation 1 1 8 10 20 $4,625

8. Public Hearing
Presentation 1 22 2 2 1 27 $9,453
3 3 80 91 11 11 193
$360 $185 $285 $160
$28,800 $16,835 $3,135 $1,760 $50,530
Total Fees $50,530
Total Expenses $2,419
Total Fees & Expenses $52,949
Tasks
Web
Meetings
In-person
Meetings
SG - Steve Gagnon
NK - Nick Kennedy
-
-
-
-
GD - Gina DePinto
CS - Creative Services
Hours
Total Fees &
Expenses
Total Meetings / Hours
Hourly Billing Rate
Total Professional Fees
SG – Steve Gagnon
NK – Nick Kennedy
GD – Gina DePinto
CS – Creative Services
PAGE 1527 of 1856
RAFTELIS 2
Hourly Billing Rates
Project team hours and expenses will be billed on the same invoice. Expenses related to travel will be billed at cost.

Additional services outside the agreed upon scope of work will be billed on a time and materials basis. Raftelis’ billing rates can be found below. These rates will be in effect for calendar year 2024 and will then increase annually by 3% unless specified otherwise by contract.

POSITION HOURLY BILLING RATE**
Chair/Chair Emeritus $500
Chief Executive Officer/President $450
Executive Vice President $400
Vice President $360
Senior Manager $320
Principal Consultant $295
Manager $285
Senior Consultant $250
Consultant $220
Creative Director $220
Associate $185
Graphic Designer $160
Analyst $135
Administration $100
Technology Charge* $10
*Technology/Communications
Charge: This is an hourly fee
charged monthly for each hour
worked on the project to recover
telephone, facsimile, computer,
postage/overnight delivery,
conference calls,
electronic/computer webinars,
photocopies, etc.
**For services related to the
preparation for and participation in
deposition and trials/hearings, the
standard billing rates listed above
will be increased by an amount up to
50 percent.

PAGE 1528 of 1856
RAFTELIS 3
Cost Proposal for the City of San Marino

COST ALLOCATION PLAN
& CITYWIDE FEE STUDY
1519 E Chapman Ave
Suite C
Fullerton, CA 92831
(714) 992-9020
www.revenuecost.com PAGE 1529 of 1856
RCS 4

PRICING

PRICING
Revenue & Cost Specialists propose the following project costs, with a NOT TO EXCEED AMOUNT OF $29,750.

Cost Allocation Plan
Review Central Services/Times List of Central Services 8 1,400 Develop Allocation Factors Index of Allocation Factors 12 2,100 Initial Calculation Review Draft Cost Allocation Plan 8 1,400 Prepare Final Cost Allocation Plan Final Cost Allocation Plan 8 1,400 Cost Allocation Plan 36 $6,300
User Fee Study
Kick-Off Meeting Informational Meeting 6 1,050
Build Budget and Positions Schedule of Positions and Budget 12 2,100 Develop Service List Preliminary Service List 6 1,050
Develop Staff Time Allocations Time Detail Reports 32 5,600 Develop Fully Alloc. Hourly Rates Fully Alloc. Hourly Rate Reports 12 2,100 Prepare Draft Report Draft Fee Study Report 32 5,600
Prepare Final Report Final Report 28 4,900
Public Meetings Presentations 6 1,050
User Fee Study 134 $23,450
PROJECT TOTAL 170 $29,750
The above proposal is based on a cost of $175 per hour. The billing rate for any additional work not covered by this proposal would be $195 per hour. Our proposal covers all costs except for the following additional costs that the City may incur:
• Meeting attendance beyond those identified in this proposal. • Insurance coverage beyond our basic general liability and workers compensation requiring an additional premium. RCS standard coverage includes workers compensation pursuant to state law, comprehensive liability Insurance with a combined single limit coverage of $2,000,000 and professional liability insurance with a combined coverage of $2,000,000.

RCS will submit four equal invoices plus any miscellaneous costs from the previous paragraph. The first invoice will be submitted ten days after notice to proceed. Each invoice will be due within 30 days of submission.

PAGE 1530 of 1856
TO: Mayor and City Council
FROM: Philippe Eskandar, City Manager
BY: Amber Shah, Parks & Public Works Director/City Engineer DATE: November 13, 2024
SUBJECT: AWARD OF PROFESSIONAL SERVICES AGREEMENT TO

NICHOLS CONSULTING ENGINEERS FOR THE

PREPARATION OF PLANS, SPECIFICATIONS AND COST

ESTIMATES FOR THE DESIGN OF COMMUNITY
DEVELOPMENT BLOCK GRANT (CDBG) FUNDED FY 2024-
25 ADA SIDEWALK CURB RAMP PROJECT IN THE AMOUNT
OF $47,195

STRATEGIC PLAN CRITICAL SUCCESS FACTORS
Fiscally Responsible and Transparent City Government
Safe Community
Well-Maintained Infrastructure

BACKGROUND
The United States Department of Housing and Urban Development’s (HUD) Community Development Block Grant (CDBG) is a program that supports community development activities to build stronger and more resilient communities. CDBG’s primary objectives are to fund projects or programs that benefit low and moderate income individuals as well as aid in preventing neighborhood deterioration. Public improvements to infrastructure such as streets, sidewalks, curbs and gutters, etc. are also eligible provided that they provide assistance to those with special needs, including making the improvements accessible to persons with disabilities.

Each funding cycle, HUD provides funds to the Los Angeles County Development Authority (LACDA), who in turn provides funds to municipalities for eligible projects. Over the past few years, the City has worked with LACDA Steven W. Huang, DDS, Mayor
Gretchen Shepherd Romey, Vice Mayor
Tony Chou, Council Member
Calvin Lo, Council Member
Steve Talt, Council Member
PAGE 1531 of 1856
to identify eligible projects for CDBG funding. While a small portion of CDBG funding (approximately $10,000) is utilized by the Community Services Department for Senior Outreach Programs, the City has $350,406 in funds available for an eligible project that are required to be spent prior to the funds’ expiration on June 30, 2025.

Staff have identified an eligible project to utilize the CDBG funds. The City has numerous sidewalk curb ramps that are in poor condition and/or currently out of compliance with current Americans with Disabilities Act (ADA) accessibility standards. As such, the City has identified a project to construct twenty-one (21) ADA-compliant curb ramps to provide accessible paths of travel for pedestrians with disabilities. All of the identified curb ramps are located along Huntington Drive, which incurs frequent pedestrian traffic. LACDA has approved the use of CDBG funds for this specific project.

DISCUSSION
The first step of the process to complete the project is to select a firm to design the project and complete the project’s plans, specifications, and cost estimates. As such, on October 4, 2024, the Department invited qualified, interested firms via the City’s electronic procurement platform to submit proposals for professional civil engineering services to prepare plans and specifications for the CDBG ADA-Compliant Sidewalk Curb Ramp Project.

The City received two (2) proposals for the engineering and design of the project on October 24, 2024. California Government Code 4526 prescribes selection of architectural and engineering services to be based on demonstrated competence and professional qualifications necessary for the satisfactory performance of the services required and does not authorize the selection of professional architectural and engineering services based on cost.

After carefully reviewing the qualifications, experience, and understanding of our scope of work, as well as completing interviews with both firms that submitted proposals, the Department recommends awarding a Professional Services Agreement (PSA) to Nichols Consulting Engineers (NCE) in the amount of $47,195. NCE has extensive experience working on capital improvement projects for municipalities, including numerous curb/sidewalk ramp projects and several projects involving ADA compliant construction and/or projects utilizing CDBG funds. Furthermore, NCE also has experience working with the City, as they have provided design and construction support services for multiple cycles of the City’s Street Rehabilitation Program. Given their experience level and qualifications, as well as their familiarity with San Marino, staff believes they are the most well-suited firm for this project.

PAGE 1532 of 1856

FISCAL IMPACT & PROCUREMENT REVIEW
The adopted FY 2024-25 Capital Improvement Program budget includes $217,000 in CDBG funds for the totality of the project, including both the design and construction phases of the work. Following the budget’s adoption, staff was informed the City would receive an additional $133,406 in CDBG funding eligible for use on this project thereby increasing the total available budget to $350,406.

The cost for NCE’s design work for this project is $47,195. Sufficient funds are available in the project account to complete this portion of the work.

Additionally, staff has confirmed with the City’s liaison at LACDA that the entirety of the project design cost is eligible to be paid for with CDBG funds.

The Finance Director has reviewed the staff report for compliance with San Marino City Code §02.06.05.B.5.

LEGAL REVIEW
The City Attorney's office has reviewed and approved as to form.

RECOMMENDATION
Staff recommends that the City Council award a Professional Services Agreement to NCE in the amount of $47,195 to prepare plans, specifications, and cost estimates for the Community Development Block Grant funded FY 2024-25 ADA Sidewalk Curb Ramp Project. Staff also recommends the budget appropriations to account for the additional CDBG funding expected in FY 2024-25 for this project. The budget appropriations necessary are an increase to revenue account #204-00-3201-0650 in the amount of $133,406 and an increase to expenditure account #204-48-4600-9272 in the amount of $133,406. If the City Council concurs with staff’s recommendation, an appropriate motion would be:
“I move to award a Professional Services Agreement to NCE in the amount of $47,195 to prepare plans, specifications, and cost estimates for the Community Development Block Grant funded FY 2024-25 ADA Sidewalk Curb Ramp Project, authorize the City Manager to execute the agreement on behalf of the City, and approve budget appropriations necessary.”

ATTACHMENTS

1. Proposal from NCE

2. List/Map of ADA Sidewalk Ramp Locations

3. Draft Professional Design Services Agreement with NCE PAGE 1533 of 1856
Anaheim, CA
2300 E. Katella Avenue, Suite 125
Anaheim, CA 92806
(657) 275-3018

REQUEST FOR QUALIFICATIONS
RFQ/RFP 2024-RFP-004

PS&E SERVICES FOR CDBG ADA RAMP PROJECT
Nichols Consulting Engineers, CHTD. (NCE)
2300 E. Katella Avenue, Suite 125
Anaheim, CA 82806
Phone: (657) 275-3018
Website: www.ncenet.com
Contact Person
Jim Bui, PE
Project Manager
Phone: (714) 606-8035
Email: [email protected]
Attachment 1
PAGE 1534 of 1856
Anaheim, CA
2300 E. Katella Avenue, Suite 125
Anaheim, CA 92806
(714) 848-8897
Transmittal Letter
October 24, 2024
Amber Shah
Parks & Public Works Director/City Engineer
City of San Marino
Parks and Public Works Department
2200 Huntington Drive
San Marino, California 91108-2639
Proposal to Provide PS&E Services for CDBG ADA Ramp Project (RFQ/RFP 2024-RFP-004) Dear Ms. Shah and Members of the Selection Committee:

Nichols Consulting Engineer, CHTD (NCE) is excited to enter into a Professional Design Services agreement with the City of San Marino to provide PS&E Services for CDBG ADA Ramp Project (RFQ/RFP 2024-RFP-004). a. Legal name and address of the
company.

Nichols Consulting Engineers, CHTD.
2300 E. Katella Avenue, Suite 125, Anaheim, CA 92806
b. Legal form of company (partnership,
corporation).

NCE was incorporated in the State of Nevada in 1990 as a C Corporation.

California Foreign Corporation: 1916885; California DIR: 1000017867 NCE is registered with the California Secretary of State to conduct business within the State of California.
c. Proposed Organizational Team
Members
Project Manager – Jim Bui, PE; QA/QC Manager – Franz Haidinger, PE; Civil Design Lead – Pedro Sanchez, PE; Staff Engineer – Patricia Oelkers d. Name, title, address, email address, and
telephone number of the person
authorized to negotiate contract.

Vivek Jha, Principal/Southern California Operations Manager 2300 E. Katella Avenue, Suite 125, Anaheim, CA 92806
Phone: (657) 275-3018; Mobile: (909) 362-7936; Fax: NA
Email: [email protected]
e. Name, title, address, email address, and
telephone number of the proposal contact
person.

Jim Bui, Project Manager
2300 E. Katella Avenue, Suite 125, Anaheim, CA 92806
Phone: (657) 275-3018; Mobile: (714) 606-8035; Fax: NA
Email: [email protected]
f. Person Authorized to obligate the
Respondent contractually. Vivek Jha, Principal/Southern California Operations Manager Sincerely,
NCE
Vivek Jha, PE (MD) Jim Bui, PE
Principal/Southern California Operations Manager Project Manager PAGE 1535 of 1856
City of San Marino
PS&E Services for CDBG ADA Ramp Project
RFQ/RFP 2024-RFP-004
P a g e | i
Table of Contents
Transmittal Letter ................................................................................................................................................................. 1 Table of Contents ................................................................................................................................................................... i Executive Summary ............................................................................................................................................................... 2 Pricing Proposal..................................................................................................................................................................... 3 Respondent Qualifications and Experience .......................................................................................................................... 3 Respondent Client References ............................................................................................................................................ 19 Project Examples ................................................................................................................................................................. 20 Sub-Consultants .................................................................................................................................................................. 23 Proposed Approach............................................................................................................................................................. 24 Performance Criteria ........................................................................................................................................................... 27 Discretionary Supplemental Materials ............................................................................................................................... 27 PAGE 1536 of 1856
City of San Marino
PS&E Services for CDBG ADA Ramp Project
RFQ/RFP 2024-RFP-004
P a g e | 2
Executive Summary
NCE understands that the City of San Marino (City) is seeking professional civil engineering services to prepare plans and specifications for the PS&E services for CDBG ADA Ramp project for 21 intersection corners. NCE has previously provided engineering support services to the City including the development of, and updates to, the City’s recent Pavement Management System (PMS), as well as the preparation of roadway and pavement designs, plans, specifications, and estimates (PS&E) for annual street rehabilitation programs. This included the inventory and identification of 49 curb ramp improvement locations. With our knowledge and direct experience with the City, NCE is well suited to support the City to deliver projects acting as an extension to your staff.

We have experience completing standalone curb ramp projects and understand the importance of providing pragmatic design solutions that balance providing sufficient design detail to create useable curb ramp layouts while minimizing design costs. NCE will develop the basemap for the curb ramp plans utilizing engineering measuring tools such as smart levels coupled with aerial imagery to develop a sufficiently detailed aerial basemap. The design layouts will utilize Caltrans Standard Plan A88A for curb ramp design identifying key curb geometry and existing constraints. NCE will provide turn-key plans, specifications, and an engineer’s estimate of probable construction cost (PS&E) for bidding a federally funded curb ramp package. As for optional tasks, we are available to assist with as-needed utility coordination and design services during bidding and construction.

NCE is a client-focused professional consulting firm integrating the disciplines of civil engineering, pavement engineering, landscape architecture, science, and regulatory compliance and environmental services firm, and is well-known for expertise in developing and designing pavement maintenance and resurfacing/rehabilitation programs and complete streets projects for public agencies throughout California. As a public sector focused consulting firm, and with our previous experience with the City, NCE is an ideal choice to support the City with the following key reasons:
 Local Experience: NCE has extensive experience with roadway rehabilitation and streetscape rehabilitation that includes local projects. Some of those local street rehabilitation projects include the FY 2022-23, FY2021, FY 2020, and FY 2018 Street Rehabilitation Project for the City of San Marino; Area 3 and Area 4 CDBG ADA Curb Ramp Projects for the City of Diamond Bar, Maintenance District 6 Pavement Rehabilitation Project Phase II for the City of Glendale; CIP 2019-06 Street Enhancement Project for the City of Huntington Park; FY 23-24 SB1 Street Rehabilitation Project for the City of Alhambra. These highlighted projects are just a few of the projects we have performed for over 80+ cities and counties in Southern California. This local knowledge will provide confidence to the City that we understand what works, as well as local design and specification requirements, bidding conditions, and suitable materials.
 Staff Continuity: The key staff assigned to this project are the same individuals who have been working on civil and pavement design as well as pavement management projects for the City over the last several years. This core team is familiar with the City’s needs and approach to pavement rehabilitation, has built trust with the City to “get the job done” and understands the City’s approach to preparing plans and specifications to maximize the dollars for construction. We have a track record of being responsive to the City’s requests and providing progress meetings or design coordination meetings as needed to keep our projects on schedule and on budget.  Familiarity with Federal Aid Projects: We have recently completed various CDBG Curb Ramp projects for other agencies of a similar nature. In addition, we have experience completing larger roadway improvement projects with Federal aid subject to the Caltrans Local Assistance Procedures Manual (LAPM).  Highly Focused on Supporting Municipalities: Nearly 85% of NCE’s clientele is within the public sector, which includes current on-call contracts with many California agencies supporting the delivery of CIP projects. The benefit to the City is we understand the financial, administrative and approval processes that come with local agencies and can support and facilitate those processes as needed.  Local Regulatory Requirements: The NCE team proposed for this project have comprehensive knowledge and experience with the City’s, Caltrans and Greenbook engineering standards, requirements and guidelines.

PAGE 1537 of 1856
City of San Marino
PS&E Services for CDBG ADA Ramp Project
RFQ/RFP 2024-RFP-004D
P a g e | 3
Pricing Proposal
NCE has uploaded our Cost Proposal electronically, per the RFP, as a separate file to the City’s e-Procurement Portal.

Respondent Qualifications and Experience
Background with the City
The NCE team is a powerhouse in transportation-related projects, specifically infrastructure and pavement rehabilitation and street maintenance projects. We have assembled a local, trusted team that has recent project experience in the City. Each team member brings a unique strength to the project and our integrated approach to project delivery ensures that the NCE team will work collaboratively to deliver the required project deliverables.

NCE has been providing civil engineering and various pavement-related services for the City since 2002 and has developed an excellent rapport with City staff. Additionally, we have extensive familiarity with the City’s infrastructure from our previous and existing contracts, including PMS, pavement design and PS&E design on the City’s annual road rehabilitation programs for FY 2022-23, FY 2021, FY 2020, and FY 2018. The City’s alleys and parking lot were surveyed and analyzed in 2023 by the same team who will be working on this project. We look forward to continuing a long-term working relationship and remain committed to providing the City our expertise in civil and pavement engineering, as well as many other related services.

Firm Overview
NCE is a multi-faceted civil engineering, pavement engineering, landscape architecture, environmental, and construction support services firm, which specializes in developing and designing pavement maintenance and resurfacing/rehabilitation programs for public agencies throughout California and the west coast. Unlike other civil engineering firms, we have specialized in pavement technology, including pavement management, asset management, and roadway design, and research for more than three
decades. We have completed pavement design and civil design services including complete street elements on thousands of roadways in California.

Our firm has been in business for over 34 years and during this time, we have performed pavement condition surveys ranging from state highways in 12 states to local street networks in over 220 cities and counties in California (including San Marino). We have surveyed over 110,000 miles of pavements, including alleys and parking lots. Our services include PMP/PMS, asset
management, pavement evaluation, testing and design, civil engineering, and the research and design of sustainable and innovative pavement technologies. NCE was established in 1990, and we have since grown to over 125 employees in seven offices throughout California, Nevada, and Arizona. Since inception, NCE has focused on developing long lasting client relationships by providing high value services. Our clients repeatedly choose to work with NCE staff because of our collaborative style of working on projects, our commitment to making sure the project is a success, and the confidence they have in our ability to complete the project to their satisfaction. The City can expect superior and timely client service and high value work products tailored to this specific project. Services for this contract will be managed and provided from our Anaheim office.

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Areas of Expertise
Civil Design. Pavement preservation, overlays and rehabilitations must be incorporated into the built environment through the civil engineering design process. NCE knows that to accomplish this, the design process requires various levels of design, as well as an understanding of elements with the built environment that must be considered. NCE provides a broad spectrum of engineering services associated with public infrastructure. NCE’s civil engineering disciplines have proven invaluable to clients on transportation, ADA compliance, water resources, municipal infrastructure, land development and site design projects. NCE’s civil engineers have extensive experience with the design and preparation of plans, specifications and estimates for city, county and state infrastructure projects. Our civil engineering services include planning, feasibility studies, assessment, design and construction for a broad range of Public Works projects including bicycle and pedestrian projects, public infrastructure, green infrastructure, local government facilities, road widening and intersection design, roadway geometrics, pavement preservation, overlay and reconstruction design, erosion control projects, hydraulic engineering and hydraulic studies, water quality improvements, wetlands and creek restorations, utility coordination, utility design and relocation, drainage design, hydraulic modeling, and redevelopment and urban infill.

ADA Compliance. NCE has a depth of experience in standards for accessible design, including curb ramps, sidewalks and accessible paths of travel, maximum running slope for crosswalks, and related traffic striping and signage. ADA Title II creates an ongoing obligation to remediate existing noncompliant facilities undergoing alteration, such as non-compliant sidewalks and curb ramps, per the Program Accessibility obligation. The alteration of the roadway, including most pavement work beyond maintenance slurry seals, changes the usability of street crossings which is why it requires ADA compliant curb ramps. In consideration of using overlays as a pavement repair and rehabilitation treatment option, ADA compliant curb ramps will be needed. Typical design considerations and issues include ADA compliant curb ramps with the need for many custom ramps to work around right-of-way issues, adverse grades in hilly topography, curb and gutter repairs, drainage issues, or other geometric constraints. NCE will coordinate curb ramp alterations with required alterations to the roadway striping plans, such as crosswalks and vehicle or bicycle detector loops.

Complete Streets. Our engineers know the importance of incorporating and designing Complete Streets elements into street improvement projects. Complete Streets are defined as streets that are designed for safe access for multi-modal users including transit riders, motorists, bicyclists, and pedestrians. When rehabilitating or completing street designs, NCE meets with our clients to discuss options to improve safety and overall user experience whether it is crossing the street, walking to businesses or schools, bicycling to work, using a transit stop, accommodating street NCE Related Services & Capabilities
Pavement Design
Roadway & Pavement Design
Pavement Rehabilitation & Sustainability
Pavement Testing, Analysis & Evaluation
Pavement Deflection Testing & Coring
Ground Penetrating Radar for Continuous
Asphalt Concrete (AC) Thickness Profile
Geotechnical Evaluation & Stabilization of
Subgrade Soils
Pavement Management
Asset & Pavement Management
GIS & Database Management
Civil Engineering Design
Bike & Pedestrian Path Design
Construction Documents (PS&E)
Construction Management & Inspection
Sustainable Design & Low Impact
Development
Complete Streets
ADA Retrofit Design
Green Infrastructure Design
Caltrans E-76 & Encroachment Permitting
Landscape Architecture & Streetscaping
Stakeholder Facilitation/Public Outreach
Storm Water Management
Stormwater & Drainage Design
Utility Coordination Relocation
Utility Design
Sanitary Sewer Design
Utility Relocation Design
Hydrology & Hydraulic Analysis
Stormwater Infrastructure Design
Water System Modeling & Design
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parking for commercial zones, or calming/slowing traffic to make it easier to cross the street. A resource that we often reference and start with for these types of concepts is the National Association of City Transportation Officials (NACTO), which introduces standard design concepts and guidelines in its Urban Bikeway and Street Design Guides. Our experience goes beyond standard vehicle-centric designs in the Caltrans Highway Design Manual and CA MUTCD, helping local agencies to develop context-sensitive designs that involve community input and public outreach.

Roadway Maintenance and Pavement Rehabilitation. Street rehabilitation extends well beyond the pavement and often requires essential considerations such as striping, curb and gutter repairs, pedestrian and bicycle improvements, signage, utility relocation, drainage improvements, and ADA compliant curb ramps and sidewalks. NCE has developed outstanding working relationships with our clients, implementing projects similar to the relevant services described in the City’s scope of services. NCE provides a full spectrum of roadway pavement design services, from conceptual engineering to plans, specifications, and engineer’s estimate of probable construction cost (PS&E) for preventive maintenance, rehabilitation, and reconstruction, NCE’s specialty. NCE staff take great pride in considering the effects of construction on neighborhoods, busy thoroughfares, and pedestrian and bicycle traffic and access. Our civil engineers are well versed in civil design elements including the latest guidelines from Caltrans, FHWA, and the National Association of City Transportation Officials (NACTO).

We also offer extensive experience and expertise with pavement treatment alternatives (cost-saving, cutting-edge, and green/ sustainable paving technologies, such as warm mix asphalt and in‐place recycling technologies). Our civil, pavement, and geotechnical engineers not only understand the types of pavements and treatment options but also the significance and cost implications of proper roadway support on competent subgrade soils to limit future settlement and cracking.

Pavement design begins with an accurate assessment of the existing structural adequacy. Unlike traditional civil firms, who rely only on core samples and R-values, we employ our pavement survey expertise in conjunction with deflection data and materials testing to assess the engineering properties of the existing roadway more accurately. This includes addressing the presence of Macadam road base, which was prevalently used in parts of Los Angeles County including San Marino.

Deploying Sustainable Pavement Rehabilitation Methods. Simply offering innovative pavement technologies does not always solve the problem; rather, ensuring that they are appropriate is what makes the difference in the success of a project. There are many factors to consider, including cost, performance, future maintenance, traffic, access, pavement section properties, and geometric constraints. NCE regularly uses innovative and sustainable treatments and materials as part of pavement maintenance and rehabilitation programs developed for our clients. NCE is well versed in using recycling and reuse strategies, whether the materials are used and produced in place or originate from recycling yards. As part of this recycling strategy, NCE strives to reduce construction truck traffic, which both minimizes traffic congestion and lessens the damage to the City’s street network. Reducing life cycle cost and optimizing costs for pavement rehabilitation projects is critical. Using appropriate and innovative treatments, preparing quality bid documents, and support during construction, results in pavement projects that perform to set goals and expectations. NCE has the ability to contribute to successful well-performing pavement projects, which is the crucial and main step in minimizing life cycle costs. There is no more sustainable paving strategy than to properly design and construct pavements with recycled PAGE 1540 of 1856
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materials that perform well. The figure to the right shows a range of seals and treatments that have worked successfully for NCE’s clients in California.

Utility Design and Coordination. NCE understands the implications of utilities to street improvement and resurfacing projects, particularly those identified for reconstruction or deep pavement recycling. Utilities can result in unplanned costs, delays, and street cuts in newly resurfaced streets. NCE has communicated with utilities such as SoCal Gas, Chevron, Southern California Edison, Charter/Spectrum, AT&T, and identified opportunities to attend quarterly joint utility coordination meetings to ensure we understood what utility work was planned and potential conflicts. During pavement reconstruction, utilities become even more critical requiring accurate location of utility alignments to prevent damage and conflicts. NCE has used private utility locators to establish utility depths using cost-saving and non-invasive techniques such as Ground Penetrating Radar inlieu of more invasive and expensive potholing. On several streets where shallow utilities exist, particularly laterals, NCE utilized thinner pavement sections such as full-depth hot mix asphalt (HMA) to reduce conflicts with utilities and avoid project delays from unnecessary utility relocation work.

Construction Support Services. NCE has a strong presence and years of experience performing construction support services during construction, including design services during construction, environmental compliance and monitoring, and inspection capabilities. In addition, we conduct value engineering and constructability reviews to identify areas where we can save time and money prior to work starting. NCE has attained a high standard of project administration skills combined with effective team building and communication techniques. Our team is very proactive, and we work to anticipate problems before they occur and develop solutions rather than reacting, which leads to mitigating delays and claims due to unforeseen conditions.

Proven Record of Meeting Project Schedules. Clients have come to rely on NCE’s ability to meet project schedules. Keeping the end project in mind, our concise documentation, and management’s ability to quickly resolve issues, are all key factors to completing a project on time. Timeliness is a high priority for the NCE team. Clear communication, concise documentation, prompt problem resolution, and strict review of the schedule are the tools NCE uses to complete the project within the established timeframe. NCE works collaboratively with our clients to prepare project-specific schedules with clear delivery timelines. In the event of a potential delay on a project milestone, NCE will promptly notify the City, present the details of the potential delay, and make recommendations for bringing the project schedule back on track.

Budget and Labor Tracking. NCE has a cloud-based cost accounting system (Ajera) that accurately tracks specific job costs, provides real-time updates on the remaining budget, and documents task progress. Labor hours and expenses are entered into the system, which allows NCE’s Project Manager to access the information at any time from their computer or mobile device.

Costs are routinely compared with the budget and schedule to manage the team’s level of effort, labor hour allocation, and resource scheduling. Our Project Manager will regularly email the team members a real-time snapshot of the remaining budget and task progress, which is auto generated by the software, to keep team members aware of budget and time constraints.

NCE’s cost control and invoice system are well suited to tracking costs, preparing invoices in styles and formats consistent with the City’s requirements.

High-Quality Project Deliverables. NCE has an active Quality Assurance Management Program (QAMP) that includes specific quality control (QC) procedures. The goal of NCE’s QAMP is to infuse quality throughout the entire project and this goal is shared by every NCE staff member. Each NCE employee attends our quality assurance training and is required to pass an exam and receive certification. NCE’s QAMP is based on four principles: client satisfaction, employee participation, problem prevention, and continuous quality improvement.

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Project Team
NCE has assembled a team of professionals
with demonstrated expertise and experience
providing services for infrastructure, pavement
rehabilitation and maintenance, complete
streets, as well as asset and pavement
management projects. Our technical staff
benefit from active pavement research and
implementation that NCE is completing with
Caltrans and Federal Highway Administration
(FHWA), as well as continuous training in
emerging design and construction techniques
that we routinely share with others in the
engineering community through teaching
seminars and workshops, and publication of
articles in professional journals.

The organizational chart (Figure 1) above shows the structure and team proposed, detailing roles as well as the lines of communication and reporting relationships among key and support staff in relation to the City for this project.

Capacity and Availability to Perform Requested Services NCE provides and commits qualified personnel from start to finish for our projects, and we will certainly do so for the City’s project. Based on our existing workload and projections, the NCE team is capable of seamlessly integrating the City of Anaheim’s projects into our company’s future work plans. NCE’s Project Manager, Jim Bui, PE, has demonstrated ability to manage multiple complex assignments and he is supported by a highly qualified group of personnel who have managed the planning, design, and construction activities for several critical projects simultaneously. The NCE team’s key personnel identified in this proposal will be available to the extent required for the duration of this contract and are ready to begin work with the City. The NCE team can also readily draw upon additional bench depth from a variety of 125+ technical professionals including engineers, CAD designers, biologists, scientists, planners, hydrologists, resource experts, GIS specialists, landscape architects, geologists, construction managers, inspectors, and field technicians who will support our key staff in delivering multi-disciplinary projects. This team has a local presence that can provide additional resources and expertise and NCE’s staff can respond quickly to ensure your expectations for quality, budget and schedule are achieved.

Key Personnel
NCE brings a collaborative and innovative problem-solving mentality to address the technical challenges facing the City’s infrastructure-related, day-to-day issues. Our key personnel have worked together on dozens of similar projects, including the projects discussed within Section 4. Firm’s Qualifications and Experience of this proposal.

The single most valuable tool for successful project management is clear, consistent, and cooperative communication.

We are pleased to have Jim Bui, PE, as our Project Manager for this contract with over ten years of extensive transportation experience. Jim currently manages various municipal infrastructure projects, focusing on civil and pavement design, asset management, complete streets, ADA Compliance, and bicycle and pedestrian trails. Jim will be the main point of contact for the City on this project and will communicate regularly with the City and initiate conversation on the purpose, plans, and progress of the project as he has done on your past project. He is knowledgeable of the technical resources in the firm, familiar with roadway engineering projects, understands public sector clients, and Figure 1. Project
Team Organization
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has authority to champion resources within the firm. Jim has served as Project Manager and/or Lead Project Engineer on many Public Works and Capital Improvement transportation related projects. He is currently the Project Manager for the City’s FY 22-23 Streets Rehabilitation Project and has recently supported other local roadway rehabilitation projects for the Cities of Huntington Park, Alhambra, Glendale, and Diamond Bar.

Jim will be supported by our Client Manager, Vivek Jha, MS, PE, Principal/Southern California Operations Manager at NCE. Vivek will ensure the resources are met and will oversee the project phases. Vivek is an experienced Client Sponsor and Project Manager that is highly skilled in delivering various public works projects with a consistent track record of on budget and schedule. He is currently the Client Manager for the City’s FY 22-23 Streets Rehabilitation Project. Other key team members that will support Jim include Vivek Jha, PE, as NCE’s Southern California Operations Manager, Franz Haidinger, PE, as NCE’s Chief Engineer and QA/QC Manager, and Pedro Sanchez, PE, as NCE’s Civil Design Lead, along with support staff who will also be key in delivering the project to successful completion.

Key Personnel Roles and Responsibilities
NCE’S key personnel have worked together on dozens of comparable projects such as those detailed in Section 4. Firm’s Qualifications and Experience below in this document, as well as the City of San Marino’s FY 22-23 Streets Rehabilitation Project, where they successfully fulfilled identical roles and integral responsibilities.

Jim Bui, PE, serving as NCE’s Project Manager, will be the engineer of record, manage the NCE team, and maintain overall communication with the City. It will be his responsibility to define the overall parameters and objectives of the project in conjunction with City staff to ensure successful project delivery. It will also be his responsibility to update the schedule, develop action items to keep the project on schedule, and to examine cost-cutting measures that can be taken to streamline the project. Jim has San Marino experience with similar project scopes and is familiar with City staff. As a Project Manager, Jim brings expertise in ADA for curb ramps compliance, and solid experience managing rehabilitation projects requiring complicated ADA improvements and curb & gutter repairs.

Vivek Jha, MS, PE, serving as NCE’s Client Manager, will be responsible for ensuring Jim Bui, PE, NCE’s Project Manager, and the NCE team have the resources necessary to successfully deliver services during the contract. He will assist Jim to establish budgets, schedules, and monitor the adherence of terms of contract expectations. Vivek will also be available to provide the City with innovative design opportunities and an additional line of communication with the NCE Team. Vivek has San Marino experience and is familiar with City staff. Vivek is an effective Client Manager and brings 14 years of experience and expertise in pavement design and evaluation, rehabilitation and maintenance, as well as asset/pavement management. Since joining NCE in 2022, Vivek has successfully overseen and managed various asset/pavement management and design projects across Southern California.

Franz Haidinger, PE, serving as NCE’s QA/QC Manager, will be responsible for implementing NCE’s quality assurance and quality control management (QA/QC) program for the project. He will address quality control and quality assurance procedures and expectations for each team member and will provide the quality assurance review and its documentation of the documents that will be submitted to the client.

Franz is a Principal/Chief Engineer responsible for overseeing, managing, and developing designs and PS&Es for roadway improvement projects in addition to implementing sustainable technologies. He provides QA/QC for complex pavement and roadway design and pavement rehabilitation projects and oversees the firm’s quality assurance program.

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Pedro Sanchez, PE, serving as NCE’s Civil Design Lead, will be responsible for orchestrating the overall development of the Curb ramp package, ensuring ADA compliance, and coordination with City staff and local utility owners to advance the project improvements. Pedro has San Marino experience with similar project scopes and is familiar with City staff. Pedro has 18 years of experience providing civil engineering design and construction of transportation projects. His expertise includes PS&E, street design, sidewalk, ADA curb ramp and driveway design, drainage, and utilities.

Support Staff Roles and Responsibilities
Patricia Oelkers, serving as NCE’s Staff Engineer, will provide comprehensive civil design support including the preparation of plans, specifications, and estimates, and utility coordination. It will be Patricia’s responsibility to assist with technical engineering matters. Patricia has San Marino engineering experience with similar project scopes. Patricia provides engineering and design support on complex civil and pavement design projects. She is highly proficient in using AutoCAD and regularly assists key civil engineers with the preparation of PS&E.

Resumes
Resumes on the following pages of our proposed project team members are provided for additional information regarding their qualifications and relevant experience in a similar role; and this NCE team has worked together on many local projects.

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Jim Bui, PE
Project Manager
Jim Bui is a licensed California Civil Engineer with over 10 years of transportation experience, and routinely serves as the Project Manager and/or Technical Lead on Public Works and Capital Improvement Projects focusing on transportation design for NCE’s Southern California region. He has expertise in civil and pavement design, asset management, complete streets, Americans with Disabilities Act (ADA) Compliance, and bicycle/pedestrian trails on municipal transportation infrastructure. Jim’s experience also includes numerous citywide paving projects across California; many involving ADA compliance for curb ramps, Complete Streets projects, and various classes of bicycle facilities. He has led complex civil and pavement design related tasks and has managed and worked closely with NCE key staff on these projects.

Jim serves as the Project Manager for the NCE team responsible for managing the City of San Marino's FY22-23 Streets Rehabilitation Project.

Representative Projects
Street Rehabilitation and ADA Curb Ramp Improvement
City of Diamond Bar, CA
Project Manager. The City has approximately 145 centerline miles divided into 7 maintenance zones. NCE has been assisting the City with updating the PMP since 2015. Beginning in Spring 2023 NCE has also been contracted for 3 years to provide the design of PS&E for the City’s various annual roadway maintenance and rehabilitation programs, as well as standalone annual CDBG Curb Ramp improvement projects. As part of this first year, Jim used his extensive experience with annual roadway rehabilitation projects to implement the PMP work plan into discrete projects and provide the most appropriate pavement treatments including slurry seals, cape seals, and ARHM paving for 65 arterial, collector, and residential roadway segments. He has prepared the design of the first CDBG Curb Ramp project currently out for construction and is preparing a 60% draft PS&E submittal for the roadway maintenance and rehabilitation program.

Professional Design and Construction Management Services for Street Enhancement Projects City of Huntington Park, CA
Project Manager. NCE provided engineering design services for the preparation of plans, specifications and cost estimates for street enhancements using SB1 funding for various streets throughout the city. This included pavement rehabilitation and reconstruction design (AC and PCC pavements), roadway improvement plans, curb ramp detail design, and striping plans to modernize non-MUTCD-compliant striping. Key elements of this project included the development of engineering plans, assisting the City transition and updating their Greenbook Specifications from older 2015 standards to the latest 2018 standards, developing a current utility contact list, and incorporating cost-effective pavement recycling alternatives. NCE also provided Construction Management and Inspection services through a subconsultant to handle day-to-day monitoring and inspection. NCE was recently selected to perform the City’s SB1 Street Enhancement Project for FY 2023-2024.

Street Rehabilitation Program and PMS Update Services
City of San Marino, CA
Project Manager. Since 2018, NCE has provided pavement evaluation and design services for various roadways. A pavement condition survey was conducted with distresses identified along with areas for potential base repairs. Coring, sampling, and laboratory testing were performed, and a pavement design and soil investigation memorandum were Education
BS, Civil Engineering, University of
California, Irvine, 2013
Member Tau Beta Pi, Chi Epsilon
Registrations and Certifications
Professional Engineer – Civil, CA
#86467
Affiliations
American Society of Civil Engineers
American Public Works Association
Joined NCE
2013
Total Years of Experience
11 years
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prepared. The memorandum included potential treatments with a focus on sustainable treatments and cost-saving measures including ARHM and CIR. The street rehabilitation programs included a cost-savings focused design to implement PS&E for the City’s annual roadway maintenance and PMS implementation. NCE provided detailed field markings and inventory for localized base repairs and concrete curb and gutter repairs to provide improved bidding and construction cost outcomes. NCE is currently designing the City’s pavement reconstruction for the FY 2022-2023 and FY 2023-2024 street rehabilitation project, where we are expecting economies of scale to provide favorable construction costs for nearly 4 miles of arterial, collector and residential streets including the design of nearly 300 curb and gutter repair locations, and evaluation of over 130 intersection corners for curb ramp compliance.

Maintenance District 6 Phase II Rehabilitation
City of Glendale, CA
Project Manager. NCE was recently selected by the City of Glendale to provide the design of plans, specifications, and estimates for the Maintenance District 6 Phase II rehabilitation project. The project involves rehabilitating 2.8 miles of residential streets with preliminary pavement treatment ranging from a slurry seal, overlay with asphalt rubber hot mix overlay, and full-depth reconstruction. As part of this project, NCE will evaluate the existing pavement to determine the most feasible rehabilitation alternative including whether the existing macadam underneath the asphalt pavement should be preserved or removed, markout pavement base repairs, markout curb, and gutter repairs, install missing gutters in flat or poorly draining areas, and meet the requirements for Americans with Disabilities Act compliance of curb ramps.

PMP/Asset Inventory Update, Pavement Evaluation and Design, and Street Rehabilitation City of Redondo Beach, CA
Civil Design Project Manager. NCE has partnered with the City since 2017 on their PMP, multi-year work plan, and asset inventory. Beginning in January 2024, NCE was also contracted by the City to provide the design of plans, specifications, and cost estimates (PS&E) for the City’s FY 2022 and FY 2023 annual roadway maintenance and rehabilitation programs.

As part of these projects, NCE is preparing the PS&E package for 32 street segments covering 5.9 centerline miles. As part of this project, the NCE team is building on the PMP report by taking pavement core samples and carrying out laboratory testing to develop the most cost-effective and practical pavement rehabilitation recommendation for each street within the project. NCE scope of work also includes cataloging curb and gutter damage, evaluation of ADA curb ramp compliance, vicinity map, typical pavement cross sections, detailed repair quantity tables, and cost estimation. NCE is also providing newer 2021 Greenbook technical specifications.

Valley View Avenue Pavement Rehabilitation from Imperial Highway to Rosecrans Avenue Project City of La Mirada, CA
Project Manager. NCE provided pavement rehabilitation services for Valley View Avenue from Imperial Highway to Rosecrans Avenue. This is a highly traveled commercial corridor nearly a mile long with heavily deteriorated pavement that requires significant rehabilitation or reconstruction. NCE determined appropriate treatments, addressing ADA compliance, and providing PS&E along with design support during construction. The City is in the middle of a multimillion-dollar infrastructure improvement program made possible through City general funds, state and federal grants, and· passage of Measure I by City residents, which provided additional sales tax revenue of approximately $4 million per year for five years.

Citywide Sidewalk and Curb Ramp Assessment
City of Corona, CA
Senior Engineer. NCE conducted a citywide inspection in Corona for tripping hazards in the public right-of-way, as well as ADA-compliance of curb ramps at street intersections. NCE performed walking surveys and took photographs along the entire 350 centerline miles of public streets as well as parks, city-owned buildings, and parking lots. Jim managed the data collection effort, preparing a combination of “high accuracy” and “mapping grade” data collectors. High-accuracy inspections utilized differential GPS correction to achieve an average 14-inch accuracy to pinpoint sidewalk repair locations, while mapping grade inspections were used for large targets such as curb ramps. He created a GIS system with all of the data to generate a 5-year maintenance implementation program and associated planning-level cost estimates.

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Vivek Jha, MS, PE
Client Manager
Vivek Jha is an experienced Client/Project Manager and serves as an Associate/ Southern California Operations Manager at NCE. He brings over 14 years of entensive experience in the pavement and asset management field with exerptise in pavement design and evaluation, rehabilitation and maintenance, and pavement and asset management. He is also adept at managing the entire project life cycle including developing and maintaining the project schedule, controlling project cost, tracking, and documenting variance, developing technical reports, QA/QC of other reports and data, in addition to leading stakeholder meetings. Vivek Vivek also has extensive experience with PAVER™, StreetSaver®, Coring, dynamic cone penetrometer, GPR, and FWD. SInce joining NCE in 2022, Vivek has overseen, managed, and/or worked on complex asset/pavement management and design projects for numerous public agencies across Southern California.

Vivek serves as the Client Manager for the NCE team responsible for overseeing the City of San Marino's FY22-23 Streets Rehabilitation Project.

Representative Projects
2023-2026 Street Rehabilitation and ADA Curb Ramp Improvements Project City of Diamond Bar, CA
Client Manager. The City has approximately 145 centerline miles divided into 7 maintenance zones. NCE has been assisting the City with updating the PMP since 2015. Beginning in Spring 2023 NCE has also been contracted for 3 years to provide the design of PS&E for the City’s various annual roadway maintenance and rehabilitation programs, as well as standalone annual CDBG Curb Ramp improvement projects. As part of this first year, Jim used his extensive experience with annual roadway rehabilitation projects to implement the PMP work plan into discrete projects and provide the most appropriate pavement treatments including slurry seals, cape seals, and ARHM paving for 65 arterial, collector, and residential roadway segments. He has prepared the design of the first CDBG Curb Ramp project currently out for construction and is preparing a 60% draft PS&E submittal for the roadway maintenance and rehabilitation program. In addition, Vivek was the Project Manager for the City’s Pavement Management System (PMS) Update in 2022/23.
2023-2024 Street Rehabilitation Program and Pavement Management Services City of San Marino, CA
Client Manager and Pavement Design Lead. As part of the City’s annual street rehabilitation program, NCE is providing pavement evaluation and design services for various roadways. The scope of work for the 2024 Street Rehabilitation Program includes pavement condition survey, Coring, sampling, and laboratory testing. Based on the pavement evaluation a pavement design and soil investigation memorandum will be prepared. The memorandum will include potential treatments with a focus on sustainable treatments and cost-saving measures. Technical specifications will also be provided. Vivek is currently serving as Client Manager, PMS, and Pavement Design lead for the City’s most recent annual street rehabilitation program.

Maintenance District 6 Phase II Rehabilitation
City of Glendale, CA
Education
MS, Civil Engineering, Rowan
University, 2009
BS, Civil Engineering, Sardar Patel
College of Engineering, Mumbai,
India, 2007
Registrations and Certifications
Professional Engineer – Civil, MD
#52713
HMA Plant Technologist,
Superpave Levels 1 & 2
HMA Construction Technologist
Affiliations
Advisory Board Member, CREATEs
ACRP Panel Member
Automated Pavement Condition
Survey Practices at Airports
Joined NCE
2022
Total Years of Experience
14 years
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Client Manager. NCE was recently selected by the City of Glendale to provide the design of plans, specifications, and estimates for the Maintenance District 6 Phase II rehabilitation project. The project involves rehabilitating 2.8 miles of residential streets with preliminary pavement treatment ranging from a slurry seal, overlay with asphalt rubber hot mix overlay, and full-depth reconstruction. As part of this project, NCE will evaluate the existing pavement to determine the most feasible rehabilitation alternative including whether the existing macadam underneath the asphalt pavement should be preserved or removed, markout pavement base repairs, markout curb, and gutter repairs, install missing gutters in flat or poorly draining areas, and meet the requirements for Americans with Disabilities Act compliance of curb ramps.

PMP, Multi-Year Focus Plan, Pavement Design, and Base Repair Markout City of Redondo Beach, CA
Project Manager and Pavement Design Lead. NCE has partnered with the City since 2017 on their PMP, multi-year work plan, and asset inventory. Beginning in January 2024, NCE was also contracted by the City to provide the design of plans, specifications, and cost estimates (PS&E) for the City’s FY 2022 and FY 2023 annual roadway maintenance and rehabilitation programs. As part of these projects, NCE is preparing the PS&E package for 32 street segments covering

5.9 centerline miles. As part of this project, the NCE team is building on the PMP report by taking pavement core samples and carrying out laboratory testing to develop the most cost-effective and practical pavement rehabilitation recommendation for each street within the project. NCE scope of work also includes cataloging curb and gutter damage, evaluation of ADA curb ramp compliance, vicinity map, typical pavement cross sections, detailed repair quantity tables, and cost estimation. NCE is also providing newer 2021 Greenbook technical specifications.

Pavement Management Program and Right-of-way Asset Inventory City of Redondo Beach, CA
Project Manager. Vivek is currently assisting the City with carrying out an inventory of right-of-way assets such as traffic signs and curb ramps. NCE last assisted the City in 2017 in developing a right-of-way asset inventory for assets such as sign inventory, curb ramp, pavement and curb marking, cross gutter inventory, and manhole inventory. In addition, to the asset inventory update, NCE is also assisting the City to update its PMP and develop a multi-year focus plan for the City by carrying out pavement design and base repair marking. The City has approximately 159.43 centerline miles of streets.

Pavement Management Program
Cathedral City, CA
Client and Project Manager. NCE is assisting with the development of a comprehensive Pavement Management Program (PMP) to improve the City’s ability to manage and maintain its 157 centerline-mile street network more effectively and strategically. The project consists of furnishing the necessary services to develop a comprehensive PMP which will provide City policy makers and asset management professionals with the City’s pavement network in terms of miles and area, the current Pavement Condition Index (PCI) of the network, recommendations for future maintenance and rehabilitation strategies, Identification of funding required to perform maintenance and repair treatments over the next 5 years, various investment and treatment scenarios to improve network PCI over time, and information regarding additional funding required to achieve system PCI goals.

Pavement Management and Road Surveying
San Diego County, CA
Deputy Project Manager. Covering an area of nearly 1,500 square miles, the County maintains approximately 1,950 centerline miles of roadways. The network is comprised of approximately 1,843 centerline miles of asphalt concrete roadways, with the remainder being exposed cement concrete or unpaved disintegrated granite. As part of this project, Vivek assisted in summarizing the work done by the County and its impact on the “Road to 70” goal and determined the determining the PCI of the underserved communities in each CPG. He is currently assisting the County in identifying sections with missing As-Built data based on 2015/16 and 2021 network distress survey.

PAGE 1548 of 1856
City of San Marino
PS&E Services for CDBG ADA Ramp Project
RFQ/RFP 2024-RFP-004D
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Franz Haidinger, PE
Quality Assurance and Quality Control (QA/QC) Manager
Franz Haidinger is a licensed California Civil Engineer and is a Principal and Chief Engineer at NCE responsible for overseeing, managing, and developing designs and PS&Es for roadway improvement projects in addition to implementing sustainable technologies. He specializes in pavement and roadway design, pavement rehabilitation projects, Complete Streets, sustainable pavement technologies, and low-impact development features. Franz also provides QA/QC, develops engineering standards for NCE and oversees the firm’s quality assurance program, critically reviews for constructability, and focuses on making construction documents practical and clear for bidding. His clients value his ability to understand their needs, evaluate alternatives and determine the most appropriate solutions.

Franz serves as the QA/QC Manager on the NCE team responsible for implementing NCE’s quality assurance and quality control management program for the City of San Marino’s FY22-23 Streets Rehabilitation Project.

Representative Projects
Street Rehabilitation and ADA Curb Ramp Improvement
City of Diamond Bar, CA
QA/QC Manager. The City of Diamond Bar (City) has approximately 145 centerline miles divided into 7 maintenance zones. NCE has been assisting the City with updating the Pavement Management Program (PMP) since 2015.

Beginning in Spring 2023 NCE has also been contracted for 3 years to provide the design of plans, specifications, and cost estimates (PS&E) for the City’s various annual roadway maintenance and rehabilitation programs, as well as standalone annual CDBG Curb Ramp improvement projects. NCE has prepared the design of the first CDBG Curb Ramp project currently out for construction and is preparing a 60% draft PS&E submittal for the roadway maintenance and rehabilitation program. As part of the PS&E submittal, NCE staff collected curb and gutter damage that will need to be addressed during the construction.

Professional Design and Construction Management Services for Street Enhancement Projects City of Huntington Park, CA
QA/QC Manager. NCE provided engineering design services for the preparation of plans, specifications and cost estimates for street enhancements using SB1 funding for various streets throughout the city. This included pavement rehabilitation and reconstruction design (AC and PCC pavements), roadway improvement plans, curb ramp detail design, and striping plans to modernize non-MUTCD-compliant striping. Key elements of this project included the development of engineering plans, assisting the City transition and update their Greenbook Specifications from older 2015 standards to the latest 2018 standards, developing a current utility contact list, and incorporating cost-effective pavement recycling alternatives. NCE also provided Construction Management and Inspection services through a subconsultant to handle day-to-day monitoring and inspection. NCE was recently selected to perform the City’s SB1 Street Enhancement Project for FY 2023-2024.

Street Rehabilitation Program and PMS Update Services
City of San Marino, CA
QA/QC Manager. Since 2018, NCE has provided pavement evaluation and design services for various roadways. A pavement condition survey was conducted with distresses identified along with areas for potential base repairs. Coring, Education
DI (Diplom-Ingenieur), Civil
Engineering, University of Natural
Resources and Life Sciences,
Vienna, Austria (Equivalent of a
MS, Civil Engineering), 1997
Registrations and Certifications
Professional Engineer – Civil
CA #64725
Professional Engineer – Civil
NV #19430
Troxler Nuclear Testing Equipment
Certification #079039
Affiliations
American Society of Civil Engineers
American Public Works Association
Joined NCE
2004
Total Years of Experience
25 years
PAGE 1549 of 1856
City of San Marino
PS&E Services for CDBG ADA Ramp Project
RFQ/RFP 2024-RFP-004D
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sampling, and laboratory testing were performed, and a pavement design and soil investigation memorandum were prepared. The memorandum included potential treatments with a focus on sustainable treatments and cost-saving measures including ARHM and CIR. The street rehabilitation programs included a cost-savings focused design to implement PS&E for the City’s annual roadway maintenance and PMS implementation. NCE provided detailed field markings and inventory for localized base repairs and concrete curb and gutter repairs to provide improved bidding and construction cost outcomes. NCE is currently designing the City’s pavement reconstruction for the FY 2022-2023 and FY 2023-2024 street rehabilitation project, where we are expecting economies of scale to provide favorable construction costs for nearly 4 miles of arterial, collector and residential streets including the design of nearly 300 curb and gutter repair locations, and evaluation of over 130 intersection corners for curb ramp compliance.

PMP/Asset Inventory Update, Pavement Evaluation and Design, and Street Rehabilitation City of Redondo Beach, CA
QA/QC Manager. NCE has partnered with the City since 2017 on their PMP, multi-year work plan, and asset inventory.

Beginning in January 2024, NCE was also contracted by the City to provide the design of plans, specifications, and cost estimates (PS&E) for the City’s FY 2022 and FY 2023 annual roadway maintenance and rehabilitation programs. As part of these projects, NCE is preparing the PS&E package for 32 street segments covering 5.9 centerline miles. As part of this project, the NCE team is building on the PMP report by taking pavement core samples and carrying out laboratory testing to develop the most cost-effective and practical pavement rehabilitation recommendation for each street within the project. NCE scope of work also includes cataloging curb and gutter damage, evaluation of ADA curb ramp compliance, vicinity map, typical pavement cross sections, detailed repair quantity tables, and cost estimation.

Valley View Avenue Pavement Rehabilitation from Imperial Highway to Rosecrans Avenue Project City of La Mirada, CA
QA/QC Manager. NCE provided pavement rehabilitation services for Valley View Avenue from Imperial Highway to Rosecrans Avenue. This is a highly traveled commercial corridor nearly a mile long with heavily deteriorated pavement that requires significant rehabilitation or reconstruction. NCE determined appropriate treatments, addressing ADA compliance, and providing PS&E along with design support during construction. The City is in the middle of a multimillion-dollar infrastructure improvement program made possible through City general funds, state and federal grants, and· passage of Measure I by City residents, which provided additional sales tax revenue of approximately $4 million per year for five years.

Yellow Brick Road Complete Streets
City of Richmond, CA
QA/QC Manager/Lead Civil Engineer. The Yellow Brick Road Complete Streets Project proposes to address key community-identified barriers, issues, and opportunities in the community in order to design and implement Complete Streets improvements along roadways in the community-identified Yellow Brick Road network. The routes will connect the key assets in the neighborhood, including local elementary schools, parks, and transit. Improvements include Class II bicycle facilities, extended sidewalks, decorative crosswalks, pedestrian and bicycle wayfinding signs, pedestrian-scale lighting, landscaping, curb extensions, roundabouts and traffic circles, ADA curb ramps, speed tables, raised intersections and crosswalks, rectangular rapid flashing beacons, median refuges, back-in angled parking, green painted bicycle lanes, landscaped median refuges, and trail crossings. In addition, innovative design elements include raised crosswalks and intersections as traffic-calming measures and a HAWK (High-Intensity Activated CrossWalK) beacon at an intersection with heavy vehicle and pedestrian interactions where a traditional signal cannot be installed.

Rumrill Boulevard Complete Streets and Green Infrastructure City of San Pablo, CA
QA/QC Manager. NCE designed an approximately $15 million in construction value, 1.6-mile-long, Complete Streets project along Rumrill Boulevard. Project included curb extensions/bulbouts, sidewalk widening, crosswalk improvements with rectangular rapid flashing beacons, median refuges bus stop shelters, expanded street lighting, ADA concrete and roadway improvements (curb ramps, sidewalks, driveways, medians, and regrading pedestrian roadway crossings), storm drainage improvements, and additional street lighting.

PAGE 1550 of 1856
City of San Marino
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Pedro Sanchez, PE
Civil Engineering Lead
Pedro Sanchez has over 18 years of experience providing civil engineering services. His experience includes the design and construction of projects for private clients and public agencies. His civil and transportation engineering experience involves the design of vertical and horizontal control plans, grading and drainage, street design, sidewalk, ADA-compliant curb ramp and driveway design, parking facilities, storm drain and utility system, yard piping and hydraulics and hydrology analysis. He prepares construction plans, contract specifications and cost estimates ensuring conformity with state, federal and local requirements. He is proficient in computer-aided design and drafting using AutoCAD Civil 3D, Land Development Desktop, AutoCAD, MicroStation V8 and V8, Microsoft Office, Excel Bluebeam, and Word. Pedro was a civil engineer for the City of Los Angeles's $1.4 billion sidewalk repair program that aimed to make sidewalks accessible to everyone and meet Americans with Disabilities Act requirements.

Pedro serves as the Civil Design Lead for the NCE team, where he is responsible for overseeing the civil design aspects of the City of San Marino’s FY22-23 Streets Rehabilitation Project.

Representative Projects
Street Rehabilitation and ADA Curb Ramp Improvement
City of Diamond Bar, CA
Civil Design Lead. The City of Diamond Bar has approximately 145 centerline miles divided into 7 maintenance zones. NCE has been assisting the City with updating the Pavement Management Program since 2015. Beginning in Spring 2023 NCE has also been contracted for 3 years to provide the design of plans, specifications, and cost estimates for the City’s various annual roadway maintenance and rehabilitation programs, as well as standalone annual Community Development Block Grant Curb Ramp improvement projects. NCE has prepared the design of the first Community Development Block Grant Curb Ramp project currently out for construction and is preparing a 60% draft plans, specifications, and cost estimates submittal for the roadway maintenance and rehabilitation program. As part of the plans, specifications, and cost estimates submittal, NCE staff collected curb and gutter damage that will need to be addressed during the construction.

Maintenance District 6 Phase II Rehabilitation
City of Glendale, CA
Civil Design Lead. NCE was selected by the City of Glendale to provide the design of PS&E for the Maintenance District 6 Phase II rehabilitation project. The project involves rehabilitating 2.8 miles of residential streets with preliminary pavement treatment ranging from slurry seal, overlay with Asphalt Rubber Hot-Mix (ARHM) overlay, and full-depth reconstruction. NCE will evaluate the existing pavement to determine the most feasible rehabilitation alternative including whether the existing macadam underneath the asphalt pavement should be preserved or removed, markout pavement base repairs, markout curb and gutter repairs, install missing gutters in flat or poorly draining areas, and meet the requirements for ADA compliance of curb ramps.

Professional Design and Construction Management Services for Street Enhancement Projects City of Huntington Park, CA
Civil Design Lead. NCE provided engineering design services for the preparation of plans, specifications and cost estimates for street enhancements using SB1 funding for various streets throughout the city. This included pavement Education
BS, Civil Engineering, Tecnológico
de Monterrey, Monterrey Nuevo
León, México, 2001
Asphalt Engineering, Universitat
Politecnica de Catalunya,
Barcelona, Spain, 2000
Fluid Mechanics, California State
University, Long Beach, 1999
Registrations and Certifications
Professional Engineer – Civil, CA
#84649
Affiliations
American Society of Civil Engineers
American Public Works Association
Joined NCE
2018
Total Years of Experience
18 years
PAGE 1551 of 1856
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rehabilitation and reconstruction design (AC and PCC pavements), roadway improvement plans, curb ramp detail design, and striping plans to modernize non-MUTCD-compliant striping. Key elements of this project included the development of engineering plans, assisting the City transition and updating their Greenbook Specifications from older 2015 standards to the latest 2018 standards, developing a current utility contact list, and incorporating cost-effective pavement recycling alternatives. NCE also provided Construction Management and Inspection services through a subconsultant to handle day-to-day monitoring and inspection. NCE was recently selected to perform the City’s SB1 Street Enhancement Project for FY 2023-2024.

Valley View Avenue Pavement Rehabilitation from Imperial Highway to Rosecrans Avenue Project City of La Mirada, CA
Civil Design Lead. NCE developed construction documents for pavement rehabilitation and appurtenant infrastructure repairs and provided all consultation, research, utility coordination, construction assistance, and plans, specifications, and estimates, as required for bidding and construction of the proposed improvements. The scope of work included rehabilitation of asphalt concrete pavement, including reconstruction of failed street asphalt concrete pavement areas, and evaluation of existing pavement and soil conditions to recommend the best approach for rehabilitation. Americans with Disabilities Act upgrades included repairs to the curb, gutter, sidewalk, and cross gutters. Also included was a striping plan.

Street Rehabilitation Program and PMS Update Services
City of San Marino, CA
Civil Design Lead. Since 2018, NCE has provided pavement evaluation and design services for various roadways. A pavement condition survey was conducted with distresses identified along with areas for potential base repairs. Coring, sampling, and laboratory testing were performed, and a pavement design and soil investigation memorandum were prepared. The memorandum included potential treatments with a focus on sustainable treatments and cost-saving measures including ARHM and CIR. The street rehabilitation programs included a cost-savings focused design to implement PS&E for the City’s annual roadway maintenance and PMS implementation. NCE provided detailed field markings and inventory for localized base repairs and concrete curb and gutter repairs to provide improved bidding and construction cost outcomes. NCE is currently designing the City’s pavement reconstruction for the FY 2022-2023 and FY 2023-2024 street rehabilitation project, where we are expecting economies of scale to provide favorable construction costs for nearly 4 miles of arterial, collector and residential streets including the design of nearly 300 curb and gutter repair locations, and evaluation of over 130 intersection corners for curb ramp compliance.

Sidewalk Design
City of Los Angeles, CA
Civil Design Engineer. Mr. Sanchez worked on the design and construction phase engineering services for the City of Los Angeles, a 30-year, $1.4 billion program to make sidewalks accessible to everyone (ADA Compliance). Civil Design Engineer work includes fast-paced sidewalk repair design plans, estimates and specifications to City of Los Angeles Standards, following ADA 2010 standards, City of Los Angeles S-400 Series Standards, California building code Chapter

11. In addition to Access Request Sites, Mr. Sanchez provided designs and construction support for an Alternative material program, including material installation details, specifications, vendor coordination, and DOT coordination.

Yellow Brick Road Complete Streets
City of Richmond, CA
Civil Design Engineer. The Yellow Brick Road Complete Streets Project included Class II bicycle facilities, extended sidewalks, decorative crosswalks, pedestrian and bicycle wayfinding signs, pedestrian-scale lighting, landscaping, curb extensions, roundabouts and traffic circles, ADA curb ramps, speed tables, raised intersections and crosswalks, rectangular rapid flashing beacons, median refuges, back-in angled parking, green painted bicycle lanes, landscaped median refuges, and trail crossings. In addition, innovative design elements include raised crosswalks and intersections as traffic-calming measures and a HAWK (High-Intensity Activated CrossWalK) beacon at an intersection with heavy vehicle and pedestrian interactions where a traditional signal cannot be installed.

PAGE 1552 of 1856
City of San Marino
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RFQ/RFP 2024-RFP-004D
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Patricia Oelkers
Staff Engineer
Patricia Oelkers serves as a Staff Engineer at NCE and provides engineering and design support on civil engineering projects. She has experience in Civil 3D performing roadway rehablitation design, geometric design, signage and striping layout, bicycle design, and ADA curb ramp upgrades. She is experienced in various forms of manual and digital field data collection methods and basemap preparation for NCE’s projects.

Patricia serves as the Staff Engineer for the NCE team supporting key engineering personnel for the City of San Marino's FY22-23 Streets Rehabilitation Project.

Representative Projects
2023-2026 Street Rehabilitation
City of Diamond Bar, CA
Staff Engineer. Patricia is responsible for marking repairs (e.g., curb and gutter, cross gutter, and curb ramps) in the field, preparing plans, and assisting with the engineer’s cost estimate for the design. In addition, Patricia is also assisting in the data gathering and design of the curb ramps package which will be constructed using Community Development Block Grant (CDBG) funding. 2024 Street Rehabilitation Program
City of San Marino, CA
Staff Engineer. Patricia is responsible for marking repairs (e.g., curb and gutter, cross gutter, and curb ramps) in the field, preparing plans, and assisting with the engineer’s cost estimate for the design. As part of the City’s annual street rehabilitation program, NCE is providing pavement evaluation and design services for various roadways. The scope of work for the 2024 Street Rehabilitation Program includes pavement condition survey, coring, sampling, and laboratory testing. Based on the “pavement” evaluation a pavement design and soil investigation memorandum will be prepared.

The memorandum will include potential treatments with a focus on sustainable treatments and cost-saving measures.

Technical specifications will also be provided.

Maintenance District 6 Phase II Rehabilitation
City of Glendale, CA
Staff Engineer. Patricia is responsible for marking repairs (e.g., driveways, sidewalks, cross gutters) in the field and translating them to the plans. NCE was contracted by the City of Glendale to prepare construction documents and pavement rehabilitation and reconstruction design for 12 residential streets (3 miles). The scope of work includes pavement condition survey, catch basin maintenance, and design and preparation of civil design plans, specifications, and estimates for construction.

PMP/Asset Inventory Update, Pavement Evaluation and Design, and Street Rehabilitation City of Redondo Beach, CA
Staff Engineer. The City has about 145 centerline miles divided into 7 maintenance zones. NCE has been assisting the City with updating the Pavement Management Program (PMP) since 2015. Beginning in January 2024, NCE was contracted by the City to provide the design of plans, specifications, and cost estimates (PS&E) for the City’s FY 2022 and FY 2023 annual roadway maintenance and rehabilitation programs. As part of these projects, NCE is preparing the PS&E package for 32 street segments covering 5.9 centerline miles. NCE’s scope of work includes cataloging curb and gutter damage, evaluation of ADA curb ramp compliance, vicinity map, typical pavement cross sections, detailed repair quantity tables, and cost estimation. NCE is also providing newer 2021 Greenbook technical specifications.

Education
BS, Civil Engineering, California
State University Polytechnic,
Pomona, 2022
Joined NCE
2022
Total Years of Experience
2 years
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Respondent Client References
NCE has had the privilege to work with many cities and counties in Southern California, including San Marino. The individual and agency references outlined below will enable the City to verify the experience of NCE and its key personnel in successfully delivering related services on comparable projects over the past three (3) years, with scopes pertinent to San Marino. These references represent repeat clients, which attests to their satisfaction with NCE's work products.

NCE
Reference 1: City of Redondo Beach
Agency: City of Redondo Beach Public Works Department
Contact Name: Lauren Sablan. Acting City Engineer
Address: 415 Diamond Street, Redondo Beach, CA 90277
Phone: (310) 697-3150
Email: [email protected]
Services: ADA Curb Ramp Design, PMP/Asset Inventory Update, Pavement Evaluation and Design, and Street Rehabilitation Projects
Project
Personnel:

Project Manager: Jim Bui, Client Manager: Vivek Jha, QA/QC Manager – Franz Haidinger, Civil Design Lead – Pedro Sanchez, Staff Engineer – Patricia Oelkers, Field Technician – Joseph DeLeon Reference 2: City of Huntington Park
Agency: City of Huntington Park Public Works Department Contact Name: Yunus Rahi, PhD, PE, TE, City Engineer
Address: 6550 Miles Avenue, Huntington Park, CA 90255
Phone: (714) 940-0100
Email: [email protected]
Services: PS&E for Street Enhancement Projects including ADA Curb Ramp Design Project
Personnel:

Project Manager: Jim Bui, Client Manager: Vivek Jha, QA/QC Manager – Franz Haidinger, Civil Design Lead – Pedro Sanchez, Staff Engineer – Patricia Oelkers, Field Technician – Joseph DeLeon Reference 3: City of Glendale
Agency: City of Glendale Public Works Department
Contact: Rustom Tavitian, MS, PE, Civil Engineer II
Address: 633 E Broadway Room 205, Glendale, CA 91206
Phone: (818) 937-8326
Email: [email protected]
Services: PS&E for the Maintenance District 6 Phase II Rehabilitation Project including ADA Curb Ramp Design
Project
Personnel:

Project Manager: Jim Bui, Client Manager: Vivek Jha, QA/QC Manager – Franz Haidinger, Civil Design Lead – Pedro Sanchez, Staff Engineer – Patricia Oelkers, Field Technician – Joseph DeLeon PAGE 1554 of 1856
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Project Examples
NCE has had the privilege to work with many cities and counties throughout California, including San Marino. The following pages provide project examples that NCE and NCE personnel has successfully delivered to our clients within the last five years. These projects further demonstrate our civil and pavement design experience and capabilities that we can provide to the City. In addition, the individual and agency references provided with each project example will allow the City to verify NCE’s experience and the level of satisfaction of our clients. Proposed personnel are noted in each example.

City of San Marino | Street Rehabilitation Program and Pavement Management System Update Services Client Reference:

Amber Shah, PE
Director of Public Works
City of San Marino
2200 Huntington Drive
San Marino, CA 91108
Phone: (626) 300-0787
Email: [email protected]
Project Dates:
2002 to Present (PMP)
2018 to Present (Civil Engineering
Design)
FY 2022 & FY 2023 Annual Street Rehabilitation Program Project Description: NCE prepared the civil and pavement design for the city’s annual road rehabilitation and reconstruction program totaling nearly $6.1 million and 19 street sections for some of the worst conditions streets in the city’s roadway network. NCE will be providing design services during bidding and construction. A comprehensive pavement design was conducted including pavement conditions surveys, base repair markings, pavement coring, and subgrade laboratory testing. The pavement design memorandum included potential treatments with a focus on sustainable treatments pavement for reconstruction candidates and cost saving measures, and special consideration to deal with streets underlain with Macadam road base.

Hundreds of concrete curb and gutter repairs were identified totaling over 10,000 linear feet to address drainage deficiencies along the project streets including related driveway apron repairs. Design also included the evaluation and design of over 130 intersection corners for ADA curb ramp compliance.

Construction plans were prepared with a vicinity map, typical pavement cross sections, detailed repair quantity tables, and cost estimation. NCE provided newer 2021 Greenbook technical specifications, updating the City’s 2018- based specifications.

FY 2021 Annual Street Rehabilitation Program Project Description: NCE prepared the civil and pavement design plans, specifications, and engineer’s estimate of probable construction cost (PS&E) for the city’s annual road rehabilitation program totaling nearly $3.5 million and 31 street sections. This also included the identification of hundreds of curb and gutter repairs. A comprehensive pavement design was conducted including pavement conditions surveys, base repair markings, pavement coring, and subgrade laboratory testing.

FY 2020 Annual Street Rehabilitation Program Project Description: NCE prepared the civil and pavement design plans, specifications, and engineer’s estimate of probable construction cost (PS&E) for the city’s annual road rehabilitation program totaling nearly $2.3 million and 35 street sections. This also included the identification of hundreds of curb and gutter repairs. A comprehensive pavement design was conducted including pavement conditions surveys, base repair markings, pavement coring, and subgrade laboratory testing.

FY 2018 Annual Street Rehabilitation Program Project Description: NCE provided pavement evaluation and design services for various sections of five roadways with Pavement Condition Index (PCI) of under 20 for the City in 2018. A pavement condition survey was conducted with distresses identified along with areas for potential base repairs. Coring, sampling, and laboratory PAGE 1555 of 1856
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testing were performed, and a pavement design and soil investigation memorandum were prepared. The memorandum included potential treatments focusing on sustainable treatments and cost-saving measures.

Technical specifications and a cost estimate were also provided.

NCE is currently providing the City another PMS update to reflect all of the recently completed pavement rehabilitation and reconstruction and help strategize the next cycle of annual pavement design.

Project Outcome: Since 2015, NCE has been providing the city with both Pavement Management Program (PMP) and pavement evaluation and design services. Starting 2020, the city selected NCE to provide integrated design services, including PMP, pavement evaluation and design, and preparation of PS&E packages. Through its integrated design approach, NCE has helped the City improve its network PCI by 7 points, from a PCI of 65 in 2018 to a PCI of 72 in 2022, over a period of 4 years. This was achieved by creating a focused, multi-year plan that met the city's needs and optimized its capital improvement program budget.

NCE Key Personnel: Vivek Jha (PMS Project Manager and Pavement Engineer), Jim Bui (Project Manager), Franz Haidinger (Civil Quality Assurance/Quality Control [QA/QC] Manager), James Signore (Pavement QA/QC Manager and Flexible Pavement Design), Pedro Sanchez (Project Engineer/Civil Design Lead), Patricia Oelkers (Staff Engineer), and Mahmoud Samara (Pavement Engineer).

City of Alhambra | Professional Design and Construction Management Services for FY 23-24 Street Rehabilitation Client Reference:

Robert Bias
PW Engineering Technician
City of Alhambra
111 South First Street
Alhambra, CA 81801
Phone: (626) 308-4881
Email: [email protected]
Project Dates:
2023 to Present
Project Description: NCE was recently selected by the City of Alhambra to provide plans, specifications, and cost estimated (PS&E) for the City’s annual roadway maintenance and rehabilitation projects. The project involves 21 segments with approximately 3.6 miles of residential streets with pavement treatments ranging from shallow overlays with Asphalt Rubber Hot-Mix (ARHM) to full-depth reconstructions. Early in the project,
NCE performed a preliminary cost analysis to
align with the City’s target construction budget.

As part of the PS&E submittal, NCE staff collected
curb and gutter damage to address drainage
problems, pavement cross slopes, existing utility
covers, and base repairs. Improvements also
included the evaluation and design of ADA
compliant curb ramps. We are currently awaiting
comments to start the preparation of the 100%
draft PS&E submittal.

The project is in progress and is moving forward
and ongoing.

NCE Key Personnel: Vivek Jha (Client Manager), Jim Bui (Project Manager), Franz Haidinger (QA/QC Manager), Pedro Sanchez (Civil Design Lead), Patricia Oelkers (Staff Engineer), and Joseph DeLeon (Senior Field Technician).

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City of Diamond Bar | Street Rehabilitation and ADA Curb Ramp Improvement Client Reference:

Christian Malpica
Associate Engineer
City of Diamond Bar PWD
21810 Copley Drive
Diamond Bar, CA 91765
Phone: (909) 839-7042
Email: (directly Below)
[email protected]
Project Dates:
2018 to Present
Project Description: The City of Diamond Bar has approximately 145 centerline miles divided into 7 maintenance zones. NCE has been assisting the City with updating the Pavement Management Program since 2015. Beginning in Spring 2023 NCE has also been contracted for 3 years to provide the design of plans, specifications, and cost estimates (PS&E) for the City’s various annual roadway maintenance and rehabilitation programs, as well as standalone annual Community Development Block Grant (CDBG) Curb Ramp improvement projects. NCE prepared the design of the first CDBG Curb Ramp Project which was successfully constructed in 2023. The second CDBG Curb Ramp Project is currently under construction to be completed in Summer-Fall 2024.

We are currently providing bidding and construction support services for the first rehabilitation program, and budgetary analysis for the second rehabilitation program that may include up to 5.2 miles of primary arterials and 14.5 miles of collector and residential street design.

The project is in progress and is moving forward and ongoing.

NCE Key Personnel: Vivek Jha (Client Manager and Pavement Design Lead), Jim Bui (Project Manager), Franz Haidinger (QA/QC Manager), Pedro Sanchez (Civil Design Lead), Patricia Oelkers (Staff Engineer), and Joseph DeLeon (Senior Field Technician).
“NCE’s team was responsive, clearly communicated their progress, and tracked their expenditures to ensure they stayed within budget. NCE’s work product and deliverables were professionally prepared and submitted on time. The NCE team demonstrated to the City staff how the data was collected using the automated approach and answered questions regarding this new technology. Additionally, NCE staff were readily available to answer any questions and assist the City staff in running additional analyses even after completing their project. NCE has been and hopefully will continue to be an asset to the pavement management community and to the City of Diamond Bar.”
– Fabian Aoun, PE, Associate Engineer, City of Diamond Bar City of Glendale | Maintenance District 6 Phase II Rehabilitation Client Reference:

Rustom Tavitian, MS, PE
Civil Engineer II
City of Glendale
633 E Broadway Room 205
Glendale, CA 91206
Phone: (818) 937-8326
Project Description: NCE was recently selected by the City of Glendale to provide the design of plans, specifications, and cost estimates (PS&E) for the Maintenance District 6 Phase II Rehabilitation Project. The project involves rehabilitating 2.8 miles of residential streets with preliminary pavement treatment ranging from slurry seal, overlay with Asphalt Rubber Hot-Mix (ARHM) overlay, and full-depth reconstruction. As part of this project, NCE will evaluate the existing pavement to determine the most
feasible rehabilitation alternative including
whether the existing macadam underneath
the asphalt pavement should be preserved or
removed, markout pavement base repairs,
markout curb and gutter repairs, install
missing gutters in flat or poorly draining areas,
and meet the requirements for ADA
compliance of curb ramps.

The project is currently in progress and is
moving forward and ongoing.

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Email: [email protected]
Project Dates:
2023 to Present
NCE Key Personnel: Vivek Jha (Client Manager), Jim Bui (Project Manager), Franz Haidinger (QA/QC Manager), Pedro Sanchez (Civil Design Lead), Patricia Oelkers (Staff Engineer), and Joseph DeLeon (Senior Field Technician).

City of Huntington Park | Professional Design and Construction Management Services for Street Enhancement Client Reference:

Yunus Rahi, PhD, PE, TE
City Engineer
City of Huntington Park
6550 Miles Avenue
Huntington Park, CA 90255
Phone: (714) 940-0100
Email: [email protected]
Project Dates:
2020/21; 2023 to Present
Project Description: The City of Huntington Park enhanced four streets through their pavement rehabilitation program and NCE provided the PS&E. NCE Initially conducted a preliminary street reconnaissance of the project’s four, two-lane streets to gain further knowledge of the current pavement conditions and to develop a more refined scope of work and likely pavement treatments. The four streets exhibited heavily deteriorated pavement and required significant rehabilitation, either with a deep mill and fill or surface reconstruction. The PCIs of the streets included in this project are generally in the 10-30 range, which are traditionally considered “failed.”
NCE’s scope of design services focused on the pavement rehabilitation alternatives. NCE performed a walking survey, measured cross slopes, and inventoried utility covers. An inventory of non-compliant ramps was prepared, and curb ramp improvement plans were prepared. Localized damages to the sidewalk and curb and gutter were noted and cataloged in a standalone construction memo for approval by the City and then repairs included on the design plans.

Pavement section core samples were collected on
each street and thickness measured of each layer
encountered in the pavement structural section.

Bulk samples of subgrade were collected for
laboratory testing. NCE’s plans include a fielddeveloped base map with roadway and striping improvement plans, quantity tables, curb ramp
details, and other necessary roadway
improvement details. NCE also provided
Construction Management and Inspection services
through a subconsultant to handle day-to-day
monitoring and inspection.

Using their expertise in pavement and an integrated design approach, NCE developed a PS&E package that addressed the deficiencies in pavement, ramps, and curbs for four streets. By combining the four streets into a single project, NCE was able to provide substantial cost savings to the City.

NCE was recently selected to perform the City’s SB1 Street Enhancement Project for FY 2023-2024.

The project is in progress and is moving forward and ongoing.

NCE Key Personnel: Jim Bui (Project Manager), Franz Haidinger (QA/QC Manager), Pedro Sanchez (Civil Design Lead), and Patricia Oelkers (Staff Engineer).

Sub-Consultants
NCE does not anticipate the need for any sub-consultants to provide our scope of services described.

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City of San Marino
PS&E Services for CDBG ADA Ramp Project
RFQ/RFP 2024-RFP-004D
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Proposed Approach
Based on our review of the City’s Request for Proposal we understand the City is seeking civil engineering services for the design of the City’s 2024 CDBG ADA Ramp Project. This includes design of up to 21 curb ramps based on the intersection list provided in the RFP. The City’s estimated design and construction budget is approximately $350,000 for both design and
construction services.

In developing our proposal approach, NCE conducted a desktop review of the locations provided in the RFP to further understand the topography and constraints. Situated primarily along Huntington Drive, a primary thoroughfare, most of the curb ramps should have adequate sidewalk width for the design and
development of ADA curb ramps. Most of the intersection corners are adjacent to residential properties, and a wide parkway strip will assist in the development of proposed curb ramps. Therefore, we do not anticipate any ROW acquisition or ROW design services as part of this project.

Of these locations, 21 locations, 4 have an existing curb ramp with a heavily damaged detectable warning surface (DWS).

If the overall layout of these 4 ramps meets current standards, they may be candidates for retrofit installation of cast-inplace DWS, helping the City save construction money. The curb ramp inspections will be accomplished by means of engineering field tools including smart levels, measuring wheels, and tape measures in conjunction with publicly available aerial imagery to develop an approximate aerial basemap. The curb ramp designs will be accomplished by developing streamlined curb ramp “standard plan” layouts based on the latest Caltrans Standard Plans or other City Standards as required. No detailed topographic surveying or design of elevations will be provided.

Where intersection corners include adjacent commercial properties or businesses such as the intersections of Westhaven Drive and Bedford Rd, NCE will attempt to minimize potential conflicts with existing structures. Where the corners include traffic signals such as the intersections of S. Oak Knoll Avenue and Granada Avenues, NCE will discuss potential coordination and adjustment of pedestrian push buttons.

Scope of Services
Task 1: Project Management & Meetings
NCE’s Project Manager will serve as the City’s single point of contact and will have primary responsibility for coordinating the efforts of the project team. Specific project management tasks to be conducted by NCE’s Project Manager include monthly budgeting, invoicing, scheduling, and general project administration. NCE’s Project Manager will arrange a kickoff meeting with the City to initiate the work. The objectives of the kick-off meeting will be:
 Review of the scope of work.
 Establish paths of communication.
 Review project schedule and critical milestones.
 Review project requirements, including design objectives, budget, constraints, and criteria. The City’s requirements will be further defined during the meeting.  Review and discussion of the pertinent City standards, ADA provisions, and practices.  Review City Standard Design Criteria and latest City-adopted formats.  Obtain electronic file of City cover sheet template and CAD Standards.

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PS&E Services for CDBG ADA Ramp Project
RFQ/RFP 2024-RFP-004D
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At the kick-off meeting, key deliverables for each Task and the Project Schedule will be reviewed and adjusted accordingly to meet City needs.

The following meetings are included in the scope: Kick-Off/Preliminary meeting (1 hour) and two one-hour Progress meetings. The purpose of these meetings will be to identify and resolve design issues that may surface, present design alternatives and recommendations, and continue coordination with project stakeholders, as necessary.

Deliverables:
 One (1) Kick-Off/ Preliminary meeting agendas and minutes.  One (2) Progress meeting agendas and minutes.
 Revised schedule of work after finalizing our scope with the City and period schedule updates as required.

Task 2: Utility Coordination (OPTIONAL)
Although few utilities exist on the sidewalk, some utilities may be found within the larger curb ramp footprint. Due to this reason, NCE (generally) assumes the City will conduct the minimally required utility coordination directly. However, NCE has included an optional task for minimal utility coordination effort to assist the City as needed. As part of this task, NCE will assist the City coordinate with utility agencies to help avoid potential construction delays and unnecessary disruptions to public services.

NCE will utilize a City-provided utility contact list and prepare a single Utility “A Letter” on City letterhead for City distribution. Working with other agencies, we have observed that utility letters receive more prompt attention when distributed by a City. This can also help avoid utility agencies assessing additional mapping and reproduction costs, thus resulting in cost-effective utility coordination. NCE will then track the progress of inbound and outbound responses in a utility tracking matrix and provide to the City to avoid utility-related bidding and construction delays.

Deliverables:
 Utility Notification “A Letters” and Utility Contact Matrix.

Task 3: Plans, Specifications & Estimates
Task 3.A. Design Data Gathering
We assume that the curb ramps will be designed from field inspections and key layout information and that they may be field fit during construction with only basic design information. We assume that no detailed topographic surveying, utility work beyond minor adjustment of frames and covers to grade, drainage analysis, or larger intersection geometric design is required.

For each curb ramp NCE’s staff will collect key curb ramp layout information including the curb height on both sides of the proposed ramp, sidewalk widths, landscaping/hardscaping, prevailing sidewalk slope, adjacent pavement slopes for required asphalt conforms. The presence of major utilities such as catch basins, traffic signals, existing striping, manholes, and utility vaults or pull boxes will also be noted during our inspection, which are surface visible. Also, a representative photo will be taken at each corner location.

Task 3.B. 90% PS&E
With the collected information, a basic layout of the proposed curb ramps will be developed by one of our designers.

Curb ramp layouts will denote sufficient information collected for an experienced curb ramp Contractor to field-fit and install a curb ramp per Caltrans Standard Plan A88A “Curb Ramp Details”, or similar City standard curb ramp details.

The layouts will use the City’s standard title block and be on 22” x 34” sheets at a 1” = 5’ scale or similar. A basic Title Sheet with general construction notes will be prepared. NCE will prepare a simplified engineer’s estimate of probable PAGE 1560 of 1856
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PS&E Services for CDBG ADA Ramp Project
RFQ/RFP 2024-RFP-004D
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construction cost with the 1 primary bid item for the curb ramps, and other basic bid items per the City’s standard bidding process such as mobilization or traffic control.

NCE understands that the City will provide the “Front-End” documents and Special Provisions. The technical specifications will be prepared in MS Word format using the latest technical specifications prepared by NCE for the City’s FY2022-2023 Street Rehabilitation Project, which included numerous technical updates by NCE from the City’s older technical specifications to be compatible with the 2021 Greenbook.

Development of the 60% draft PS&E package will also incorporate an internal quality-control (QC) review by senior staff.

Once the internal QC is done, we will prepare a 60% draft PS&E package for the City’s review and comment.

Anticipated Curb Ramp Plan List:
 (1) – Title Sheet with Location Map.
 (1) – Notes, Legend, and Abbreviations Sheet.
 (Up to 4) – Curb Ramp Layout Sheets (with 6 layouts per sheet). 90% Deliverables:
 One (1) electronic copy of the 60% Draft Plans (PDF), Engineer’s Estimate of Probable Construction Cost (PDF) and Technical Specifications (MS Word).

Task 3.D. Final PS&E
The Final PS&E will be prepared to incorporate design review and constructability comments received from the City. NCE will meet with the City to review these comments, from which the Final PS&E will be prepared. This will include finalizing the curb ramp design and resolution of identified conflicts with existing utilities. The Final PS&E will be finalized, stamped and signed by a registered professional engineer and packaged in a bid-ready format.

Final Deliverables:
 One (1) electronic copy of the Final Plans (PDF), Engineer’s Estimate of Probable Construction Cost (PDF) and Technical Specifications (MS Word).

Task 4: Bidding and Construction Support (OPTIONAL)
Although not required under the RFP’s Scope of Services, NCE often recommends the inclusion of design services during bidding and construction. As an optional task, NCE will provide bidding and construction support to the City and City’s Construction Manager. At a minimum, the bidding support services are anticipated to include attendance at the preconstruction conference, responding to one round of written contractor’s inquiries from a question and answer (Q&A) phase, providing revisions to the bid documents due to clarifications from the Q&A phase, and preparing up to 1 Bid Document Addendum.

At a minimum, the construction support services are anticipated to include attendance at the construction kick-off meeting, responding to contractor requests for information (RFI’s) and providing recommendations for necessary changes to the construction documents due to unforeseen field conditions. Construction support will also include material submittal review for conformance with the Technical Specifications.

For a typical curb ramp project, we anticipate the following material submittals to be reviewed by NCE:
 Curb Ramp PCC Mix Design.
 ADA Detectable Warning Surface Submittal.
 Permanent Pavement Striping and Markings Submittal.

Deliverables:
 As-needed bidding Q&A responses and bid document addenda (up to 2).  As-needed RFI responses and submittal review during construction.

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RFQ/RFP 2024-RFP-004D
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Performance Criteria
The NCE team has a focused group of civil engineers out of our Anaheim office who will be undertaking the data collection and design of the curb ramp project. Led by NCE’s Project Manager, Jim Bui, the team’s strength includes an integrated data collection and design workflow. This ensures quality deliverable(s) as the same staff collecting basemap information will be performing the curb ramp layouts. Possible challenges with a curb ramp project include hilly topography as this often requires altering the topography to provide a curb ramp level landing. NCE’s experience with similar curb ramp projects has informed our design processes to account for these variables by collecting key sidewalk slope information outside the proposed curb ramp footprint and adjacent roadway pavement to better account for additional grading requirements.

NCE’s team is available for as-needed interviews the week of October 28th and available to begin after notice to proceed is provided on November 13th. We have experience delivering similarly sized CBDG curb ramp projects in approximately 2-3 months from NTP and could complete the project by January / February 2025, giving the City sufficient time to bid, construct, and complete close out procedures prior to the federal-aid close-out deadline in June 2025.

There are no known unrecognized claims against the firm, legal or otherwise. All statutory obligations, including tax filings and payments, are current and paid in full.

Discretionary Supplemental Materials
Below on the next page is a sample layout from engineering plans for a similar CBDG Curb Ramp Project.

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City of San Marino
PS&E Services for CDBG ADA Ramp Project
RFQ/RFP 2024-RFP-004D
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Location Number of Ramps
Huntington Dr and Waverly Rd 2
Huntington Dr and Bedford Rd 2
Huntington Dr and Westhaven Dr 2
Huntington Dr and Bellwood Rd 2
Huntington Dr and Blackstone Rd 2
Location Amount
Huntington Dr and Shenandoah R 2
Huntington Dr and Old Mill Rd 4
Huntington Drive and Chelsea Rd 2
Huntington Dr and Oak Knoll Ave 1
Huntington Dr and Granada Ave 2
CDBG Sidewalk Ramp Locations - San Marino
Eastbound Huntington Drive
Westbound Huntington Drive
Attachment 2
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COMMUNITY DEVELOPMENT BLOCK GRANT

PROGRAM PROFESSIONAL DESIGN SERVICES

AGREEMENT
between
The City of San Marino
2200 Huntington Drive
San Marino, CA 91108
&
NICHOLS CONSULTING ENGINEERS, CHTD. (NCE)
2300 E. KATELLA AVENUE, SUITE 125
ANAHEIM, CA 92806
This Professional Service Agreement (“the Agreement”) is made as of November 13, 2024 (the “Effective Date”), by and between Nichols Consulting Engineers, Chtd. (“Consultant”), a Nevada corporation and the City of San Marino (“City”), a California municipal corporation, (collectively, “the Parties”).

Attachment 3
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RECITALS
A. City has entered into Agreement with the United States of America through its Department of Housing and Urban Development (HUD) to execute the LOS ANGELES COUNTY Community Development Block Grant (CDBG) Program under the Housing and Community Development Act of 1974, Public Law 93-383, as amended, hereinafter called the “Act” and
B. City wishes to engage the Consultant to assist City in utilizing such funds; NOW THEREFORE, in consideration of the Parties’ performance of the promises, covenants, and conditions stated herein, the Parties hereto agree as follows:

AGREEMENT

1.0 Scope of Services

1.1. Consultant shall provide those services (“Services”) set forth in the attached Exhibit A with FY 2024-25 CDBG Program funds in a manner satisfactory to the City and consistent with any standards required as a condition of providing these funds. Such program will include the following activities eligible under the Community Development Block Grant Program:

A. Activities: The ADA Sidewalk Ramp project includes the design and construction of ADA-compliant sidewalk ramps at specific locations to improve access and safety of pedestrians.

B. Levels of Accomplishment: Consultant agrees to provide the following levels of program service:

Purchase Total Units per Year
Project Plans and Specifications 1

1.2. In performing this Agreement, Consultant shall comply with all applicable provisions of federal, state, and local laws, ordinances, codes, and regulations. The full language of federal laws and clauses related to the CDBG program and applicable to this agreement is included in Exhibit C.

1.3. Consultant shall not be compensated for any work performed unless it is specified in Exhibit A or City authorizes such work in advance and in writing. Any work so authorized by City shall become part of the Services for purposes of this Agreement.

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2.0 Term
The term of this Agreement shall commence as of the Effective Date and shall continue through June 30, 2025 unless sooner terminated as provided in Section 5.0 of this Agreement.

3.0 Consultant’s Compensation
City will pay Consultant in accordance with the fee schedule set forth in Exhibit B but in no event will the City pay more than $47,195. Any additional work authorized by the City pursuant to Section 1.4 will be compensated in accordance with the fee schedule set forth in Exhibit B, unless otherwise approved by City in writing. Pursuant to Section

02.06.05 of the San Marino City Code, this Agreement shall not be effective unless previously approved by the City Council if it is for professional services greater than thirty thousand dollars ($30,000.00).

4.0 Method of Payment

5.0 Termination

5.1. City may terminate this Agreement at any time, at will, for any reason or no reason, after giving written notice to Consultant at least five (5) calendar days before the termination is to be effective.

5.2. Consultant may terminate this Agreement for cause in the event City fails to cure a default under this Agreement within thirty (30) days after Consultant has given City notice of such default.

5.3. Upon termination of this Agreement, Consultant shall cease all work under this Agreement and deliver to City all materials, reports, documents, notes or other written materials compiled through the last working day this Agreement is in effect. City shall pay Consultant for all services satisfactorily rendered through the last working day this Agreement is in effect; provided that in no event, including but not limited to termination, PAGE 1571 of 1856
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shall Consultant be entitled to receive more than the maximum compensation set forth in Section 3. Neither party shall have any other claim against the other party by reason of termination pursuant to this Section 5.0.

6.0 Reports, Information and Work Product

Consultant shall not obtain or attempt to obtain copyright protection as to any of the Work Product. Consultant hereby assigns to City all rights of ownership to the Work Product, including but not limited to any and all related intellectual property and proprietary rights that are not otherwise vested in the City pursuant to this paragraph.

Consultant shall bear all costs arising from the use of patented, copyrighted, trade secret, or trademarked documents, materials, equipment, devices, or processes in connection with its provision of the Work Product produced under this Agreement. If any use by city of any of the Work Product or other deliverables is held to constitute an infringement and the use of any of the same is enjoined, Consultant, at its expense, shall: (a) secure for City the right to continue using such Work Product and/or other deliverables by suspension of any injunction, or by procuring a license or licenses for City; or (b) modify the Work Product and other deliverables so that they become non-infringing while remaining in compliance with the requirements of this Agreement.

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6.4. Consultant’s obligations under this Section 6.0 shall survive the expiration or termination of this Agreement.

7.0 Party Representatives

7.2. Jim Bui is Consultant’s representative for purposes of this Agreement.

8.0 Notices

To City: City of San Marino
2200 Huntington Drive
San Marino, California 91108
Attn: City Manager
To Consultant: NCE
2300 E. Katella Ave. Suite 125
Anaheim, CA 92806
Attn: Jim Bui

8.2. Actual notice shall be deemed adequate notice on the date actual notice occurred, regardless of the method of service.

9.0 Independent Consultant

9.1. Consultant is an independent contractor and not an employee of City. All services provided pursuant to this Agreement shall be performed by Consultant or under its supervision. Consultant will determine the means, methods, and details of performing the services. Any additional personnel performing services under this Agreement on behalf of Consultant shall also not be employees of City and shall at all times be under Consultant’s exclusive direction and control. Consultant shall pay all wages, salaries, and other amounts due such personnel in connection with their performance of services under this Agreement and as required by law. Consultant shall be responsible for all reports and obligations respecting such additional personnel, including, but not limited to:
social security taxes, income tax withholding, unemployment insurance, disability insurance, and workers’ compensation insurance.

9.2. Consultant shall indemnify and hold harmless City and its elected officials, officers, employees, servants, designated volunteers, and agents serving as independent PAGE 1573 of 1856
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contractors in the role of City officials, from any and all liability, damages, claims, costs, and expenses of any nature to the extent arising from Consultant’s personnel practices.

City shall have the right to offset against the amount of any fees due to Consultant under this Agreement any amount due to City from Consultant as a result of Consultant’s failure to promptly pay to City any reimbursement or indemnification arising under this Section.

All duties of Consultant under this Section 9.2 shall survive termination of this Agreement.

9.3. In the event that Consultant provides any of the Services by or through any employee or any person whose work under this Agreement becomes cause for any payment or contribution required by law, including but not limited to the California Public Employees' Pension Reform Act (PEPRA), to the Public Employee Retirement System, Consultant shall be solely responsible for all such payments or contributions. Consultant shall indemnify and hold harmless City and its elected officials, officers, employees, servants, designated volunteers, and agents serving as independent contractors in the role of City officials, from any and all liability, damages, claims, costs, and expenses of any nature to the extent arising from Consultant’s failure to make any such payment or contribution. City shall have the right to offset against the amount of any fees due to Consultant under this Agreement any amount due to City from Consultant as a result of Consultant’s failure to promptly pay to City any reimbursement or indemnification arising under this Section. All duties of Consultant under this Section 9.3 shall survive termination of this Agreement.

12.0 General Conditions

12.1 General Compliance: Consultant agrees to comply with all applicable federal, state and local laws and regulations governing the funds provided under this contract. The full language of federal laws and clauses applicable to this agreement is included in Exhibit C.

12.2 Conflict of Interest: Consultant affirms that in the procurement of this contract, there was no apparent or real conflict of interest as outlined in 2 CFR Part 200.318 c(1)(2)

12.3 County Lobbyist Ordinance: Consultant affirms that in the procurement and performance of this contract, it was and is in compliance with Los Angeles County PAGE 1574 of 1856
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Ordinance No. 93-0031

12.4 Awards to Parties on Federal Excluded Parties List (EPLS): Consultant affirms that it is not on the Federal Excluded Parties List, and agrees to comply with 2 CFR Part 200 – Appendix II(A) which prohibits Federal funds as contract awards to any entity on the Federal Excluded Parties List maintained on www.sam.gov

12.5 Amendments: City or Consultant may amend this agreement at any time provided that such amendments make specific reference to this Agreement, and are executed in writing, signed by a duly authorized representative of both organizations, and approved by the City’s governing body. Such amendments shall not invalidate this Agreement for relieve or release the City or Consultant from its obligations under this Agreement.

City may, at its discretion, amend this Agreement to conform with federal, state or local governmental guidelines, policies and available funding amounts, or for other reasons. If such amendments result in a change in the funding, the scope of services, or schedule of, the activities to be undertaken as part of this agreement, such modifications will be incorporated only by written amendments signed by both the City and Consultant.

12.6 Suspension or Termination: Either party may terminate this contract at any time given written notices to the other party of such termination and specifying the effective date thereof at least 30 days before the effective date such as termination. Partial terminations of the Scope of Service in Paragraph 1.A above may only be undertaken with the prior approval of the City. In the event of any termination for convenience, all finished or unfinished documents, data, studies, surveys, maps, models, photographs, reports or other material reported by Consultant under this Agreement shall be entitled to receive just and equitable compensation for any satisfactory work completed on such documents or materials prior to the termination.

The City may also suspend or terminate this Agreement, in whole or in part, if Consultant materially fails to comply with any term of this Agreement, or with any of the rules, regulations, or provisions referred to herein; and the City may declare the Consultant ineligible for any further participation in the City contracts, in addition to other remedies as provided by law. In the event there is probable cause to believe the Consultant is incompliant with any applicable rules or regulations, the City may withhold up to fifteen percent (15) of said contract funds until such time as the Consultant is found to be in compliance by the City, or is otherwise adjudicated to be in compliance.

13.0 Administrative Requirements

13.1 Documentation and Record-Keeping
A. Records to be Maintained: In accordance with Federal regulations specified in 24 CFR 85.36(i)(10) the Consultant shall maintain all records that are PAGE 1575 of 1856
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pertinent to the activities to be funded under this Agreement. Records to be maintained include, but are not limited to, books, documents, papers, and records of the consultant which are directly pertinent to the contract for the purpose of auditing.

B. Retention: As specified by the Los Angeles County Auditor-Controller (Administration Handbook, Accounting and Financial Reporting, Section 3.1, Retention), the Consultant shall retain all records pertinent to expenditures incurred under this contract for a period of five (5) years after final payment and all other pending matters are closed.

13.2 Reporting and Payment Procedures
A. Reporting: Consultant shall provide all requested documentation resulting throughout the course of or under contract to City B. Payment: The City will pay to the Consultant funds available under this contract based upon information submitted by the Consultant and consistent with any approved budget and City policy concerning payments. With the exception of certain advances, payments will be made for eligible expenses actually incurred by the Consultant.

14.0 Personnel & Participant Conditions

14.1 Conduct
A. Subcontracts: Consultant shall not enter into any subcontracts with any agency or individual in the performance of this contract without the written consent of the City prior to execution of such agreement.

B. Content: Consultant shall cause all of the provisions of the contract in its entirety to be included in and made part of any subcontract executed in the performance of this agreement.

C. Patent Rights: If this contract results in any discovery or invention which may develop in the course of the contract, the City reserves the right to royalty-free, nonexclusive, and irrevocable license to use and to authorize others to use, the work for government purpose.

D. Copyright: If this contract results in any copyrightable material, the City and/or grantor agency reserves the right to royalty-free, non-exclusive, and irrevocable license to reproduce, publish or otherwise use and to authorize other to use, the work for government purpose.

E. Anti-Discrimination: The Consultant agrees to comply with the following Federal anti-discrimination provisions as applicable in performance of this contract:

1. Title VI of the Civil Rights Act of 1964
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2. Title I of the Housing and Community Development Act of 1974,Section 109 as amended

3. Age Discrimination Act of 1975

4. Rehabilitation Act of 1973, Section 504

15.0 Insurance

15.1. Consultant shall not commence work under this Agreement until it has provided evidence satisfactory to City that Consultant has secured all insurance required under this Section. Consultant shall furnish City with original certificates of insurance and endorsements, including but not limited to additional insured endorsements, effecting coverage required by this Agreement on forms satisfactory to City. The certificates and endorsements for each insurance policy shall be signed by a person authorized by that insurer to bind coverage on its behalf, and shall be on forms provided by City, if requested.

All certificates and endorsements shall be received and approved by City before work commences. City reserves the right to require complete, certified copies of all required insurance policies, at any time.

15.2. Consultant shall, at its expense, procure and maintain for the duration of the Agreement, insurance against claims for injuries to persons or damages to property that may arise from or in connection with the performance of this Agreement. Insurance is to be placed with insurers licensed to do business in California with a current A.M. Best’s rating no less than A:VIII unless otherwise approved in writing by City. Coverage shall be at least as broad as the latest version of the following: (1) General Liability: Insurance Services Office Commercial General Liability Coverage form (CG 0001); (2) Workers’ Compensation: Consultant shall maintain Workers’ Compensation insurance as required by the State of California and Employer’s Liability insurance; (3) Automobile Liability:

Insurance Services Office Business Auto Coverage form number CA 0001, code 1 (any auto); and, (4) Professional Liability: Insurance Services Office Professional Liability Coverage form RHIC 6101. Consultant shall maintain limits no less than: (1) General Liability: $1,000,000 per occurrence for bodily injury, personal injury and property damage and if Commercial General Liability Insurance or other form with a general aggregate limit is used, either the general aggregate limit shall apply separately to this Agreement/location or the general aggregate limit shall be twice the required occurrence limit; (2) Workers’ Compensation: Consultant shall maintain Workers’ Compensation insurance as required by the State of California and Employer’s Liability insurance with limits of at least $1,000,000) per occurrence; (3) Automobile Liability: $1,000,000 per accident for bodily injury and property damage; and (4) Professional Liability: $1,000,000 per claim/aggregate.

15.3. The insurance policies shall contain the following provisions, or Consultant shall provide endorsements on forms supplied or approved by City to state: (1) coverage shall not be suspended, voided, reduced or canceled by Consultant except after 30 days prior written notice by certified mail, return receipt requested, has been given to City; (2) any failure to comply with reporting or other provisions of the policies, including PAGE 1577 of 1856
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breaches of warranties, shall not affect coverage provided to City, its directors, officials, or officers; (3) coverage shall be primary insurance as respects City, its directors, officials, officers, employees, agents and volunteers, or if excess, shall stand in an unbroken chain of coverage excess of Consultant’s scheduled underlying coverage and that any insurance or self-insurance maintained by City, its directors, officials, officers, employees, agents and volunteers shall be excess of Consultant’s insurance and shall not be called upon to contribute with it; (4) for general liability insurance, that City, its directors, officials, officers, employees, agents and volunteers shall be covered as additional insureds with respect to the services or operations performed by or on behalf of Consultant, including materials, parts or equipment furnished in connection with such work; and (5) for automobile liability, that City, its directors, officials, officers, employees, agents and volunteers shall be covered as additional insureds with respect to the ownership, operation, maintenance, use, loading or unloading of any auto owned, leased, hired or borrowed by Consultant or for which Consultant is responsible.

15.4. All insurance required by this Section shall contain standard separation of insureds provisions and shall not contain any special limitations on the scope of protection afforded to City, its directors, officials, officers, employees, agents, and volunteers.

15.5. Any deductibles or self-insured retentions shall be declared to and approved by the City Manager. Consultant guarantees that, at the option of the City Manager, either: (1) the insurer shall reduce or eliminate such deductibles or self-insured retentions as respects City, its directors, officials, officers, employees, agents, and volunteers; or (2) Consultant shall procure a bond guaranteeing payment of losses and related investigation costs, claims, and administrative and defense expenses.

15.6. Consultant waives any right to subrogation that any insurer of Consultant may acquire by virtue of payment of any loss under the policies required by this Agreement. Consultant shall obtain any endorsement that may be necessary to affect this waiver of subrogation.

16.0 Indemnification, Hold Harmless, and Duty to Defend

16.1. Indemnity for Design Professional Services. To the maximum extent permitted by law, and to the extent caused by the acts or omissions of Consultant, its employees, or its agents in connection with the performance of design professional services under this Agreement, Consultant shall hold harmless and indemnify City, and its officials, officers, employees, volunteers, and agents serving as independent contractors in the role of City officials (collectively, “Indemnitees”), with respect to any and all claims, demands, causes of action, costs, expenses liability, loss, damage or injury in law or equity, to property or persons, including wrongful death, including without limitation the payment of all consequential damages, attorneys’ fees and other related costs and expenses (collectively, “Claims” hereinafter), including but not limited to Claims relating to death or injury to any person and injury to any property, that arise out of, pertain to, or relate to in whole or in part to the negligence, recklessness, or willful misconduct of Consultant or any of its officers, employees, subcontractors, or agents in the performance of its design professional services under this Agreement. With respect to such Claims, PAGE 1578 of 1856
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Consultant shall, at its own cost, expense, and risk, defend Indemnitees in any action or actions filed in connection with any Claims with counsel of Indemnitees’ choice, and shall pay and satisfy any judgment, award, or decree that may be rendered against Indemnitees to the extent caused by the acts or omissions of Consultant, its employees, or its agents, as determined by judicial decision or agreement of the Parties.

16.2. Other Indemnities. In connection with any and all claims, demands, damages, liabilities, losses, costs or expenses, including attorneys’ fees and costs of defense (collectively, “Damages” hereinafter) not covered by Subsection 13.1, Consultant shall, to the maximum extent permitted by law, defend, indemnify, and hold Indemnitees free and harmless from any and all claims, demands, causes of action, costs, expenses, liability, loss, damage or injury, in law or equity, to property or persons, including wrongful death, in any manner arising out of or incident to any acts or omissions of Consultant, its employees, or its agents in connection with the performance of this Agreement, including without limitation the payment of all consequential damages and attorneys’ fees and other related costs and expenses, except for such loss or damage arising from the sole negligence or willful misconduct of City. With respect to any and all such aforesaid suits, actions, or other legal proceedings of every kind that may be brought or instituted against Indemnitees, Consultant shall defend Indemnitees, at Consultant’s own cost, expense, and risk, and shall pay and satisfy any judgment, award, or decree that may be rendered against Indemnitees. Consultant shall reimburse City and its directors, officials, officers, employees, agents and/or volunteers, for any and all legal expenses and costs incurred by each of them in connection therewith or in enforcing the indemnity herein provided.

Consultant’s obligation to indemnify shall not be restricted to insurance proceeds, if any, received by Consultant, City, its directors, officials, officers, employees, agents or volunteers. All duties of Consultant under this Section shall survive termination of this Agreement

16.3. Consultant must obtain executed indemnity agreements with provisions identical to those in Sections 13.1 and 13.2 from each and every subcontractor or any other person or entity involved by, for, with or on behalf of Consultant in the performance of the Services. If Consultant fails to obtain such indemnities, Consultant shall be fully responsible and indemnify, hold harmless, and defend the Indemnitees from and against any and all Claims in law or equity, whether actual, alleged, or threatened, arising or claimed to arise out of, pertaining to, or relating to the acts or omissions of Consultant’s subcontractor, its officers, agents, servants, employees, subcontractors, materialmen, contractors, or their respective officers, agents, servants or employees (or any entity or individual that Consultant’s subcontractor shall bear the legal liability thereof) in the performance of this Agreement, including the Indemnitees’ active or passive negligence, except for Claims arising from the sole negligence or willful misconduct of the Indemnitees, as determined by final arbitration or court decision or by the agreement of the Parties.

17.0 Equal Opportunity
Consultant shall not discriminate against any subcontractor, employee, or applicant for employment because of race, religion, color, national origin, handicap, PAGE 1579 of 1856
12 of 15
ancestry, sex, sexual orientation, or age. Such non-discrimination includes, but is not limited to, all activities related to initial employment, upgrading, demotion, transfer, recruitment or recruitment advertising, layoff, or termination.

18.0 Labor Certification

18.1. By its signature hereunder, Consultant certifies it is aware of the provisions of Section 3700 of the California Labor Code that require every employer to be insured against liability for Workers’ Compensation or to undertake self-insurance in accordance with the provisions of that Code. Consultant shall provide evidence of such coverage before commencing the performance of the Services.

18.2. Consultant certifies that in the performance of this Services, Consultant shall not, in any manner, employ any person or contract with any person so that any Services so performed by such person would be subject to the workers’ compensation laws of the State of California unless and until Consultant gives City a certificate of consent to self-insure, or a certificate of Workers' Compensation Insurance Coverage.

18.3. In the event Consultant hires a subcontractor who has employees to perform the Services or any part thereof, then Consultant shall either require the subcontractor to obtain Workers’ Compensation Insurance Coverage, or must obtain Workers’ Compensation Insurance Coverage for the subcontractor’s employees.

18.4. Any Workers’ Compensation Insurance Coverage required by or for this Agreement shall be endorsed with a waiver of subrogation in favor of City for all work performed by Consultant, its employees, its agents, and its subcontractors.

19.0 Entire Agreement
This Agreement contains the entire agreement of the parties with respect to the subject matter hereof, and supersedes all prior negotiations, understandings, or agreements. This Agreement may only be modified by a writing signed by both parties.

20.0 Severability
The invalidity in whole or in part of any provisions of this Agreement shall not void or affect the validity of the other provisions of this Agreement.

21.0 Governing Law
This Agreement shall be governed by and construed in accordance with the laws of the State of California.

22.0 No Third Party Rights
No third party shall be deemed to have any rights hereunder against either party as a result of this Agreement.

PAGE 1580 of 1856
13 of 15

23.0 Waiver
No waiver of any default shall constitute a waiver of any other default or breach, whether of the same or other covenant or condition. No waiver, benefit, privilege, or service voluntarily given or performed by a party shall give the other party any contractual rights by custom, estoppel, or otherwise.

24.0 Headings
Headings used in this Agreement are for reference purposes only and shall not be deemed a part of this Agreement.

25.0 Force Majeure
Consultant shall not be liable for any failure to perform any obligation under this Agreement if Consultant presents that City in its sole judgment deems acceptable that such failure was due to strikes, lockouts, labor disputes, embargoes, acts of God, governmental restrictions, governmental regulations, governmental controls, judicial orders, enemy or hostile governmental action, civil commotion, fire or other casualty, or other causes beyond Consultant’s reasonable control and not due to any act by Consultant.

26.0 Final Payment Acceptance Constitutes Release
Consultant’s acceptance of City’s final payment under this Agreement shall operate as and be a release of City from all claims and liabilities for compensation to Consultant for the Services or anything done or furnished relating thereto. Neither City’s payment to Consultant nor approval of payment constitute, nor be deemed, a release of the responsibility and liability of Consultant, its employees, sub-contractors and agents for the accuracy and competency of the information provided and/or work performed; nor shall such or payment or approval be deemed to be an assumption of such responsibility or liability by City for any defect or error in the work prepared by Consultant, its employees, subcontractors and agents.

27.0 Prohibited Interests; Conflict of Interest

27.1. Consultant covenants that it presently has no interest and shall not acquire any interest, direct or indirect, which may be affected by the Services, or which would conflict in any manner with the performance of the Services. Consultant further covenants that, in performance of this Agreement, no person having any such interest shall be employed by it. Furthermore, Consultant shall avoid the appearance of having any interest, which would conflict in any manner with the performance of the Services.

PAGE 1581 of 1856
14 of 15

27.2. Consultant further warrants and maintains that it has not employed or retained any person or entity, other than a bona fide employee working exclusively for Consultant, to solicit or obtain this Agreement. Nor has Consultant paid or agreed to pay any person or entity, other than a bona fide employee working exclusively for Consultant, any fee, commission, gift, percentage, or any other consideration contingent upon the execution of this Agreement. Upon any breach or violation of this warranty, City shall have the right, at its sole and absolute discretion, to terminate this Agreement without further liability, or to deduct from any sums payable to Consultant hereunder the full amount or value of any such fee, commission, percentage or gift.

27.3. Consultant warrants and maintains that it has no knowledge that any officer or employee of City has any interest, whether contractual, noncontractual, financial, proprietary, or otherwise, in this transaction or in the business of Consultant, and that if any such interest comes to the knowledge of Consultant at any time during the term of this Agreement, Consultant shall immediately make a complete, written disclosure of such interest to City, even if such interest would not be deemed a prohibited “conflict of interest” under applicable laws as described in this subsection.

28.0 Attorneys’ Fees
If either party commences any legal, administrative, or other action against the other party arising out of or in connection with this Agreement, the prevailing party in such action shall be entitled to have and recover from the losing party all of its attorneys’ fees and other costs incurred in connection therewith.

29.0 Exhibits
Each exhibit referenced in this Agreement is hereby incorporated into the Agreement as if set forth in full herein. In the event of any material discrepancy between the terms of any exhibit so incorporated and the terms of this Agreement, the terms of this Agreement shall control.

30.0 Corporate Authority

30.1. Each person executing this Agreement on behalf of Consultant warrants that he or she is duly authorized to execute this Agreement on behalf of Consultant and that by his or her execution, Consultant is formally bound to the provisions of this Agreement.

30.2. Consultant certifies it is aware of the requirements of Sections 313 of the California Corporations Code. If Consultant is a corporate entity, it shall either: (a) provide City written proof that each person executing this Agreement on Consultant’s behalf is duly authorized to bind Consultant; or (b) provide two signatories to this Agreement, of whom the first must be Consultant’s chairman of the board, president, or a vice president and the second who must be Consultant’s secretary, an assistant secretary, its chief financial officer, or an assistant treasurer..

PAGE 1582 of 1856
15 of 15
IN WITNESS WHEREOF, the Parties hereto, through their respective authorized representatives have executed this Agreement as of the Effective Date.

CITY OF SAN MARINO
By:_________________________
Philippe Eskandar,
City Manager
Attest:

By:_________________________
City Clerk
Approved as to Form:

By:_________________________
Joe Montes
City Attorney

CONSULTANT
By:_____________________________ (Sign)
Name:__________________________ (Print)
Title: __________________________ (Print)
By:_____________________________ (Sign)
Name:__________________________ (Print)
Title: __________________________ (Print)
PAGE 1583 of 1856
13 of 14
Exhibit A
Scope of Services
See next page
PAGE 1584 of 1856
City of San Marino
PS&E Services for CDBG ADA Ramp Project
RFQ/RFP 2024-RFP-004D
P a g e | 24
Proposed Approach
Based on our review of the City’s Request for Proposal we understand the City is seeking civil engineering services for the design of the City’s 2024 CDBG ADA Ramp Project. This includes design of up to 21 curb ramps based on the intersection list provided in the RFP. The City’s estimated design and construction budget is approximately $350,000 for both design and
construction services.

Of these locations, 21 locations, 4 have an existing curb ramp with a heavily damaged detectable warning surface (DWS).

PAGE 1585 of 1856
City of San Marino
PS&E Services for CDBG ADA Ramp Project
RFQ/RFP 2024-RFP-004D
P a g e | 25
At the kick-off meeting, key deliverables for each Task and the Project Schedule will be reviewed and adjusted accordingly to meet City needs.

Deliverables:
 Utility Notification “A Letters” and Utility Contact Matrix.

Task 3.B. 90% PS&E
With the collected information, a basic layout of the proposed curb ramps will be developed by one of our designers.

The layouts will use the City’s standard title block and be on 22” x 34” sheets at a 1” = 5’ scale or similar. A basic Title Sheet with general construction notes will be prepared. NCE will prepare a simplified engineer’s estimate of probable PAGE 1586 of 1856
City of San Marino
PS&E Services for CDBG ADA Ramp Project
RFQ/RFP 2024-RFP-004D
P a g e | 26
construction cost with the 1 primary bid item for the curb ramps, and other basic bid items per the City’s standard bidding process such as mobilization or traffic control.

Development of the 60% draft PS&E package will also incorporate an internal quality-control (QC) review by senior staff.

Once the internal QC is done, we will prepare a 60% draft PS&E package for the City’s review and comment.

Final Deliverables:
 One (1) electronic copy of the Final Plans (PDF), Engineer’s Estimate of Probable Construction Cost (PDF) and Technical Specifications (MS Word).

Deliverables:
 As-needed bidding Q&A responses and bid document addenda (up to 2).  As-needed RFI responses and submittal review during construction.

PAGE 1587 of 1856
14 of 15
Exhibit B
Fee Schedule
See next page
PAGE 1588 of 1856
Task Description
Project
Manager
QC/QA
Manager
Project
Engineer II
Project
Engineer I
Staff
Engineer II
Staff
Engineer I
Senior Field
Technician
Technical
Editor
Labor
Expenses
Reimbursable
Expenses Total Cost
Rate $205 $275 $190 $175 $165 $150 $130 $100

1. Project Management & Meetings
A. Project Management & Meetings 6 4 4 $ 2,390 $ 200 $ 2,590 Sub-Total 6 0 4 0 0 0 0 4 $ 2,390 $ 200 $ 2,590

2. Utility Coordination (Optional)
A. Utility "A" Letters 2 24 2 $ 4,570 $ 400 $ 4,970
Sub-Total 2 0 0 0 24 0 0 2 $ 4,570 $ 400 $ 4,970

3. Plans, Specifications & Estimates
A. Design Data Gathering 2 40 2 $ 7,210 $ 400 $ 7,610
B. 90% Draft PS&E 8 8 19 50 2 $ 15,900 $ 400 $ 16,300
C. Final PS&E 6 6 14 29 2 $ 10,525 $ 200 $ 10,725
Sub-Total 16 14 33 0 119 0 0 6 $ 33,635 $ 1,000 $ 34,635

4. Bidding and Construction Support
(Optional)
A. Design Services During Bidding 2 2 1 $ 890 $ 200 $ 1,090 B. Design Services During Construction 6 8 4 1 $ 3,510 $ 400 $ 3,910 Sub-Total 8 0 10 0 4 0 0 2 $ 4,400 $ 600 $ 5,000
Total Without Optional Tasks 22 14 37 0 119 0 0 10 $ 36,025 $ 1,200 $ 37,225 Total With Optional Tasks 32 14 47 0 147 0 0 14 $ 44,995 $ 2,200 $ 47,195 Jim Bui, PE Vivek Jha, PE (MD)
Project Manager Principal & Souther California Operations Manager City of San Marino
PS&E Services for CDBG ADA Curb Ramp Project
Pricing Proposal
October 24, 2024
Labor Hours
PAGE 1589 of 1856
SCHEDULE OF CHARGES 2024

PROFESSIONAL SERVICES
Principal...................................................................... $275/hour Associate .................................................................... $245/hour Senior II ..................................................................... $205/hour Senior I ...................................................................... $195/hour Project II .................................................................... $190/hour Project I ..................................................................... $175/hour Staff II ....................................................................... $165/hour Staff I ........................................................................ $150/hour

TECHNICAL SERVICES
Senior Construction Manager*........................ $170/($195-PW)/hour Construction Inspector* ................................ $150/($175-PW)/hour Senior Designer ........................................................... $180/hour CADD Designer ............................................................ $160/hour CADD/GIS Technician ................................................... $135/hour Senior Field Scientist .................................................... $145/hour Field Scientist.............................................................. $125/hour Senior Technician* ....................................... $130/($175-PW)/hour Field/Engineering Technician* ......................... $110/($150-PW)hour Project Administrator .................................................... $130/hour Technical Editor ........................................................... $115/hour Clerical ....................................................................... $115/hour

CONTRACT LABOR
From time to time, NCE retains outside professional and technical labor on a temporary basis to meet peak workload demands. Such contract labor will be charged at regular Schedule charges.

LITIGATION SUPPORT
Engineer/Scientist ........................................................ $415/hour Court Appearances & Depositions ................................... $575/hour

EQUIPMENT
Plotter Usage............................................. (separate fee schedule) Truck ...........................................................................$125/day Automobile................................... IRS Standard Mileage Rate+15% Falling Weight Deflectometer Testing .............................$4,500/Day Coring .......................................................................$5,500/Day Environmental Equipment............................ (separate fee schedule)

OUTSIDE SERVICES
Rental of equipment not ordinarily furnished by NCE and all other costs such as special printing, photographic work, travel by common carrier, subsistence, subcontractors, etc....................................cost + 15%

COMMUNICATION/

REPRODUCTION
In-house costs for postage, printing and copying .. .......................... .......................................................... project labor charges x 5% TERMS
Billings are payable upon presentation and are past due 30 days from invoice date. A finance charge of 1.5% per month, or the maximum amount allowable by law, will be charged on past-due accounts. NCE makes no warranty, either expressed or implied, as to its findings, recommendations, specifications, or professional advice except that they are prepared and issued in accordance with generally accepted professional practice.
*A surcharge of $25/hour applied for technicians and construction inspectors to comply with Prevailing Wage (PW) per requirements of California Department of Industrial Relations.

PAGE 1590 of 1856
15 of 15
Exhibit C
CDBG Clauses (full language)
See following page
PAGE 1591 of 1856
Required Federal Provisions for Professional Services and Construction Agreements/Contracts
Conflict of Interest No employee, officer, or agent must participate in the selection, award, or administration of a contract supported by a Federal award if he or she has a real or apparent conflict of interest.
[2 CFR Part 200.318(c)(1)(2)]
Title VI of the Civil Rights
Act of 1964 (as amended)
The CONTRACTOR agrees to comply with prohibition of discrimination on the basis of race, color, or national origin in all HUD-assisted programs. [24 CFR Part 1.4]
Title I of Housing &
Community Development
Act of 1974, Section 109
(as amended)
The CONTRACTOR agrees to comply with prohibition of discrimination on the basis of race, color, national origin, disability, age, religion, and sex within Community Development Block Grant (CDBG) programs or activities. [24 CFR Part 6.4]
Age Discrimination Act of
1975 (as amended)
The CONTRACTOR agrees to comply with prohibition of discrimination on the basis of age in programs and activities receiving federal financial assistance.

[42 U.S.C. §§ 6101 – 6107]
Rehabilitation Act of 1973,
Section 504 (as amended)
The CONTRACTOR agrees to comply with prohibition of disability discrimination and impose accessibility standards on housing and non-housing programs receiving Federal financial assistance.
[24 CFR Part 8.5]
Section 3 of the HUD Act
of 1968
(required for construction
projects funded at or over
$200,000)
The CONTRACTOR agrees that when new jobs or contracts are created as a result of the usage of certain HUD funds (including Public and Indian Housing funds), priority consideration is given, to the greatest extent feasible, to low- and very low-income persons residing in the community in which the funds are spent and to businesses that provide economic opportunities for these persons. [24 CFR Part 135.38]
Copeland “Anti-Kickback”
Act
(required for all construction
contracts and subcontracts)
The building CONTRACTOR or SUBCONTRACTOR is prohibited from inducing an employee into giving up any part of the compensation that he or she is entitled to under the terms of his or her employment contract.
[18 U.S.C. §874 and 40 U.S.C. §3145]
Davis-Bacon and Related
Acts
(required for all construction
contracts in excess of
$2,000 or residential
rehabilitation contracts of
eight or more units on same
or adjacent lots)
All laborers and mechanics employed by CONTRACTOR and SUBCONTRACTOR in the performance of construction work financed in whole or in part with assistance received under this title shall be paid wages at rates not less than those prevailing on similar construction in the locality as determined by the Secretary of Labor in accordance with the Davis-Bacon Act, as amended (40 U.S.C. 276a276a-5); Provided, That this section shall apply to the rehabilitation of residential property only if such property contains not less than 8 units. [29 CFR Parts 1,3,5]
Sections 103, 107 of
Contract Work Hours &
Safety Standards Act
(required for construction
over $2,000. Enforcement of
this provision begins at
contracts greater than
$100,000 in value. Labor
violations on contracts less
than $100,000 may be
The CONTRACTOR and SUBCONTRACTOR pay overtime compensation for workers who work over 40 hours in a 7-day workweek. If the CONTRACTOR fails to pay overtime, the CONTRACTOR will be assessed liquidated damages, at $25 per workday, per person, where the worker was permitted to work overtime without being properly compensated for contracts greater than $100,000 in value. Labor violations on contracts less than $100,000 may be addressed under the Fair Labor Standards Act.
[40 U.S.C §§ 3700-3708]
PAGE 1592 of 1856
addressed under the Fair
Labor Standards Act.)
Federal Byrd AntiLobbying Amendment
(Applicable to contracts
$100,000 and over.)
The CONTRACTOR affirms that in the procurement and performance of this contract, it was and is in compliance with the Byrd Anti-Lobbying Amendment. [31 U.S.C. 1352]
Executive Order 11246 –
Equal Opportunity
(required for all construction
contracts)

1. The CONTRACTOR will not discriminate against any employee or applicant for employment because of race, color, religion, sex, sexual orientation, gender identity, or national origin. The CONTRACTOR will take affirmative action to ensure that applicants are employed, and that employees are treated during employment, without regard to their race, color, religion, sex, sexual orientation, gender identity, or national origin.

Such action shall include, but not be limited to the following: employment, upgrading, demotion, or transfer; recruitment or recruitment advertising; layoff or termination; rates of pay or other forms of compensation; and selection for training, including apprenticeship. The CONTRACTOR agrees to post in conspicuous places, available to employees and applicants for employment, notices to be provided by the contracting officer setting forth the provisions of this nondiscrimination clause.

2. The CONTRACTOR will, in all solicitations or advancements for employees placed by or on behalf of the CONTRACTOR, state that all qualified applicants will receive consideration for employment without regard to race, color, religion, sex, sexual orientation, gender identity, or national origin.

3. The CONTRACTOR will not discharge or in any other manner discriminate against any employee or applicant for employment because such employee or applicant has inquired about, discussed, or disclosed the compensation of the employee or applicant or another employee or applicant. This provision shall not apply to instances in which an employee who has access to the compensation information of other employees or applicants as a part of such employee’s essential job functions discloses the compensation of such other employees or applicants to individuals who do not otherwise have access to such information, unless such disclosure is in response to a formal complaint or charge, in furtherance of an investigation, proceeding, hearing, or action, including an investigation conducted by the employer, or is consistent with the CONTRACTOR’s legal duty to furnish information.

4. The CONTRACTOR will send to each labor union or representative of workers with which he has a collective bargaining agreement or other contract or understanding, a notice, to be provided by the agency contracting officer, advising the labor union or workers’ representative of the CONTRACTOR’s commitments under Section 202 of Executive Order No. 11246 of September 24, 1965, and shall post copies of the notice in conspicuous places available to employees and applicants for employment.

5. The CONTRACTOR will comply with all provisions of Executive Order No. 11246 of Sept. 24, 1965, and of the rules, regulations, and relevant orders of the Secretary of Labor.

6. The CONTRACTOR will furnish all information and reports required by Executive Order No. 11246 of September 24, 1965, and by the rules, regulations, and orders of the Secretary of Labor, or pursuant thereto, and will permit access to his books, records, and accounts by the contracting agency and the Secretary of Labor for purposes of investigation to ascertain compliance with such rules, regulations, and orders.

PAGE 1593 of 1856

7. In the event of the CONTRACTOR’s noncompliance with the nondiscrimination clauses of this contract or with any of such rules, regulations, or orders, this contract may be cancelled, terminated, or suspended in whole or in part and the CONTRACTOR may be declared ineligible for further Government contracts in accordance with procedures authorized in Executive Order No. 11246 of Sept. 24, 1965, and such other sanctions may be imposed and remedies invoked as provided in Executive Order No. 11246 of September 24, 1965, or by rule, regulation, or order of the Secretary of Labor, or as otherwise provided by law.

8. The CONTRACTOR will include the provisions of paragraphs (1) through (8) in every subcontract or purchase order unless exempted by rules, regulations, or orders of the Secretary of Labor issued pursuant to Section 204 of Executive Order No. 11246 of September 24, 1965, so that such provisions will be binding upon each subcontractor or vendor. The CONTRACTOR will take such action with respect to any subcontract or purchase order as may be directed by the Secretary of Labor as a means of enforcing such provisions including sanctions for noncompliance:

Provided, however, that in the event the CONTRACTOR becomes involved in, or is threatened with, litigation with a subcontractor or vendor as a result of such direction, the CONTRACTOR may request the United States to enter into such litigation to protect the interests of the United States.
[Amended by EO 11375 of Oct. 13, 1967, 32 FR 14303, 3 CFR, 1966–1970 Comp., p. 684, EO 12086 of Oct. 5, 1978, 43 FR 46501, 3 CFR, 1978 Comp., p. 230, EO 13665 of April 8, 2014, 79 FR 20749, EO 13672 of July 21, 2014, 79 FR 42971]
Executive Order 11738 –
Environmental
Debarments
(required for all contracts
over $150,000)
The CONTRACTOR affirms that it does not have a conviction and/or Federal debarment for an offense under section 113(c)(1) of the Air Act or section 309(c) of the Water Act and agrees to comply with Federal Air Act and Water Act regulations and requirements.
[38 FR 25161, 3 CFR, 1971-1975 Comp., p. 799]
Clean Air, Water Pollution
Control Acts
(required for all contracts
over $150,000)
The CONTRACTOR and SUBCONTRACTOR agree to comply with the Clean Air and Water Pollution Control Acts requirements as applicable in the performance of this contract.
[33 U.S.C. §1251 et seq.]
Patent Rights & Copyrights The CONTRACTOR agrees that results in any discovery, invention or copyrightable material which may develop in the course of or under contract, the CITY/AGENCY reserves the right to royalty-free, non-exclusive and irrevocable license to use and to authorize others to use, the work for government purpose. [24 CFR Part 85.36(i)]
Energy Policy Act (for
applicable contracts)
The CONTRACTOR agrees to comply with the Energy Policy Act and its requirements in the performance of this contract.
[42 USC §13201 et seq.]
Awards to Parties on
Federal Excluded Parties
List (EPLS)
The CONTRACTOR affirms that it is not on the Federal Excluded Parties List and agrees to comply with 2 CFR Part 200 – Appendix II(A), which prohibits Federal funds as contract awards to any entity on the Federal Excluded Parties List maintained on https://sam.gov/content/entity-information. [2 CFR Part 200 – Appendix II(A)]
PAGE 1594 of 1856
3636 Nobel Drive, Suite 410 ▪ San Diego, CA 92122
(858) 336-3406 Mobile ▪ (619) 574-6220 Office ▪ (619) 574-6288 Fax CA Offices Also Located in Aliso Viejo, Pleasanton, Sacramento & Santa Barbara Other Offices Nationwide ▪ www.ioausa.com ▪ CA License# 0E67768 October 23, 2024
Project: The City of San Marino- Los Angeles County Community Development Block Grant Re: Nichols Consulting Groug
To Whom It May Concern:

This is to confirm that Nichols Consulting Group will have the ability to meet all insurance limit requirements at the time of the contract award.

Please let me know if you need anything further.

Respectfully,
T. Kelly Howell, CIC
IOA Insurance Services
PAGE 1595 of 1856
ANY PROPRIETOR/PARTNER/EXECUTIVE OFFICER/MEMBER EXCLUDED?

INSR ADDL SUBR

LTR INSD WVD
PRODUCER CONTACT NAME: PHONE FAX
(A/C, No, Ext): (A/C, No): E-MAIL ADDRESS:

INSURER A :

INSURED INSURER B :

INSURER C :

INSURER D :

INSURER E :

INSURER F :

POLICY NUMBER POLICY EFF POLICY EXP TYPE OF INSURANCE (MM/DD/YYYY) (MM/DD/YYYY) LIMITS

AUTOMOBILE LIABILITY

UMBRELLA LIAB

EXCESS LIAB WORKERS COMPENSATION

AND EMPLOYERS' LIABILITY
DESCRIPTION OF OPERATIONS / LOCATIONS / VEHICLES (ACORD 101, Additional Remarks Schedule, may be attached if more space is required)

AUTHORIZED REPRESENTATIVE
EACH OCCURRENCE $ DAMAGE TO RENTED CLAIMS-MADE OCCUR PREMISES (Ea occurrence) $ MED EXP (Any one person) $ PERSONAL & ADV INJURY $ GEN'L AGGREGATE LIMIT APPLIES PER: GENERAL AGGREGATE $ PRO- POLICY JECT LOC PRODUCTS - COMP/OP AGG OTHER: $ COMBINED SINGLE LIMIT
(Ea accident) $ ANY AUTO BODILY INJURY (Per person) $ OWNED SCHEDULED AUTOS ONLY AUTOS BODILY INJURY (Per accident) $ HIRED NON-OWNED PROPERTY DAMAGE AUTOS ONLY AUTOS ONLY (Per accident) $
$ OCCUR EACH OCCURRENCE CLAIMS-MADE AGGREGATE $ DED RETENTION $ PER OTH- STATUTE ER E.L. EACH ACCIDENT E.L. DISEASE - EA EMPLOYEE $
If yes, describe under DESCRIPTION OF OPERATIONS below E.L. DISEASE - POLICY LIMIT INSURER(S) AFFORDING COVERAGE NAIC #

COMMERCIAL GENERAL LIABILITY
Y / N
N / A
(Mandatory in NH)

SHOULD ANY OF THE ABOVE DESCRIBED POLICIES BE CANCELLED BEFORE

THE EXPIRATION DATE THEREOF, NOTICE WILL BE DELIVERED IN ACCORDANCE WITH THE POLICY PROVISIONS.

THIS IS TO CERTIFY THAT THE POLICIES OF INSURANCE LISTED BELOW HAVE BEEN ISSUED TO THE INSURED NAMED ABOVE FOR THE POLICY PERIOD INDICATED. NOTWITHSTANDING ANY REQUIREMENT, TERM OR CONDITION OF ANY CONTRACT OR OTHER DOCUMENT WITH RESPECT TO WHICH THIS

CERTIFICATE MAY BE ISSUED OR MAY PERTAIN, THE INSURANCE AFFORDED BY THE POLICIES DESCRIBED HEREIN IS SUBJECT TO ALL THE TERMS, EXCLUSIONS AND CONDITIONS OF SUCH POLICIES. LIMITS SHOWN MAY HAVE BEEN REDUCED BY PAID CLAIMS.

THIS CERTIFICATE IS ISSUED AS A MATTER OF INFORMATION ONLY AND CONFERS NO RIGHTS UPON THE CERTIFICATE HOLDER. THIS

CERTIFICATE DOES NOT AFFIRMATIVELY OR NEGATIVELY AMEND, EXTEND OR ALTER THE COVERAGE AFFORDED BY THE POLICIES BELOW. THIS CERTIFICATE OF INSURANCE DOES NOT CONSTITUTE A CONTRACT BETWEEN THE ISSUING INSURER(S), AUTHORIZED REPRESENTATIVE OR PRODUCER, AND THE CERTIFICATE HOLDER.

IMPORTANT: If the certificate holder is an ADDITIONAL INSURED, the policy(ies) must have ADDITIONAL INSURED provisions or be endorsed.

If SUBROGATION IS WAIVED, subject to the terms and conditions of the policy, certain policies may require an endorsement. A statement on this certificate does not confer rights to the certificate holder in lieu of such endorsement(s).

COVERAGES CERTIFICATE NUMBER: REVISION NUMBER:

CERTIFICATE HOLDER CANCELLATION
ACORD 25 (2016/03) © 1988-2015 ACORD CORPORATION. All rights reserved.

CERTIFICATE OF LIABILITY INSURANCE DATE (MM/DD/YYYY)
$
$
$
$
$
The ACORD name and logo are registered marks of ACORD
10/23/2024
License # 0E67768
(858) 754-0063 50233 (619) 574-6288
13056
Nichols Consulting Engineers, CHTD
300 E. 2nd Street, Suite 1210
Reno, NV 89501
11380
A 1,000,000
X X PSB0003222 5/17/2024 5/17/2025 1,000,000
Cont Liab/Sev of Int 10,000
1,000,000
2,000,000
2,000,000
Ded 0
A 1,000,000
X X PSA0001184 5/17/2024 5/17/2025
Comp.: $500 Coll.: $500
A 5,000,000
PSE0003030 5/17/2024 5/17/2025 5,000,000
A
X PSW0001955 5/17/2024 5/17/2025 1,000,000
1,000,000
1,000,000
B Prof. / Poll. Liab. USF00807824 5/17/2024 Per Claim 5,000,000 B Ded.: $50k Per Claim USF00807824 5/17/2024 5/17/2025 Aggregate 5,000,000 Re: The ADA Sidewalk Ramp project
The City of San Marino and the City of Los Angeles and Department of Housing and Urban Development are Additional Insureds with respect to General and Auto Liability per the attached endorsements as required by written contract. Insurance is Primary and Non-Contributory. Waiver of Subrogation applies to General Liability, Auto Liability and Workers' Compensation. 30 Days Notice of Cancellation with 10 Days Notice for Non-Payment of Premium in accordance with the policy provisions.

The City of San Marino
2200 Huntington Drive
San Marino, CA 91108
NICHCON-02 MCCOWANA
IOA Insurance Services
3636 Nobel Drive
Suite 410
San Diego, CA 92122
Erica Wilson
[email protected]
RLI Insurance Company
Fireman's Fund Indemnity Corporation
X
5/17/2025
X
X
X
X
X
X X
X
X
PAGE 1596 of 1856
PAGE 1597 of 1856
PAGE 1598 of 1856
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TO: Mayor and City Council
FROM: Philippe Eskandar, City Manager
BY: Amber Shah, Parks & Public Works Director/City Engineer DATE: November 13, 2024
SUBJECT: APPROVAL OF PURCHASE OF ELECTRIC RIDING MOWER

FOR THE PARKS AND PUBLIC WORKS DEPARTMENT IN
THE AMOUNT OF $35,062.99 AND APPROPRIATION OF
$4,622.97 FOR THE PURCHASE

STRATEGIC PLAN CRITICAL SUCCESS FACTORS
Fiscally Responsible and Transparent City Government
Inviting and Relevant City Facilities

BACKGROUND
The Parks and Public Works Department currently owns five riding mowers for maintenance activities involving mowing the 35 acres of Lacy Park, as well as the 25 acres of landscaped medians on Huntington Drive and Sierra Madre Boulevard. During FY 2023-2024, the Department purchased two new electric riding mowers to replace two existing gas-powered mowers, beginning the process to transition to zero-emission small off-road engines in order to comply with new State regulations as a result of AB 1346 passed in 2022, which requires the phasing out of gas-powered lawn equipment. As of January 1, 2024, the statewide ban on the sale of new small gas engines went into effect. Although existing gas-powered lawn equipment purchased prior to 2024 may still be used, the phasing out of gas-powered lawn equipment by manufacturers has also made it more difficult to find replacement parts for the City’s existing equipment.

Continuing into the FY 2024-2025 budget process, the Department requested the purchase of up to two new electric riding mowers depending on the availability of Air Quality Management District (AQMD) funds to support this Steven W. Huang, DDS, Mayor
Gretchen Shepherd Romey, Vice Mayor
Tony Chou, Council Member
Calvin Lo, Council Member
Steve Talt, Council Member
PAGE 1600 of 1856
purchase to replace two of the three remaining gas-powered mowers that have exceeded their service life and will become obsolete under new State regulations. On May 31, 2024, the City Council approved the Fiscal Year 2024- 2025 Operating and Capital Improvement budgets, which included approval of $50,000 for this Capital Equipment request.

Following approval of the FY 2024-2025 budget, staff obtained pre-approval from the South Coast AQMD for the purchase of one electric riding mower utilizing funds through their Commercial Electric Lawn & Garden Equipment Incentive and Exchange Program, which assists local government agencies (and other eligible participants) with the transition to zero-emission small offroad engines and phasing out of gas-powered lawn equipment. The Program provides the City $15,000 per mower for the exchange, which allows the City to procure electric mowers at a significantly lower cost. Staff was able to procure one 60-inch electric mower for $19,559.98, which represents a significant discount from the original purchase price. Since the purchase of the first mower in July 2024, both of the larger remaining gas powered mowers have become inoperable. The Public Works Department is now seeking Council approval to purchase a second mower with its remaining funds for the equipment and approve an appropriation of $4,622.97 for the purchase.

DISCUSSION
Following the purchase of the first electric mower earlier this fiscal year, staff had planned to defer the purchase of the second mower to next year due to insufficient funding remaining in the budget to replace either of the larger remaining gas-powered mowers. However, since the purchase of the first mower in July 2024, both of the larger remaining gas-powered mowers have become inoperable and staff have unable to locate replacement parts.

Therefore, staff confirmed funding was still available through AQMD’s Commercial Electric Lawn & Garden Equipment Incentive and Exchange Program and obtained pre-approval for $15,000 towards the purchase of a second electric riding mower. The proposed new mower is from the manufacturer Mean Green and is their “Evo” model with a 74-inch deck size.

The cost for the mower after the AQMD incentive is now $35,062.99. Given the operational need for the mower and opportunity for significant cost savings is still available through AQMD, staff recommends moving forward with the purchase at this time, which will require the appropriation of an additional $4,622.97 to cover the cost of the purchase.

The new mower will help improve the frequency and efficiency of the City’s maintenance activities at Lacy Park as well as medians and other landscaped areas of the public right-of-way. Additionally, the purchase of an additional PAGE 1601 of 1856
electric mower will help move the City closer to completing the transition to a fully electric fleet of mowers to meet the State’s AB 1346 requirements for the phasing out of gas-engine lawn equipment.

The eligibility requirements for the Program required participants to work directly with an approved Program Retailer to submit the application for South Coast AQMD pre-approval. The City obtained a quote from La Verne Power Equipment, Inc., an approved Program Retailer for the equipment participating in the South Coast AQMD Incentive and Exchange Program. Staff also reached out to another approved retailer to confirm the pricing for the electric mowers that are part of the Program is fixed. As such, obtaining bids is not necessary since the cost is the same regardless of retailer.

As staff learned about the Program at a La Verne Power Equipment, Inc., trade show for electric powered lawn equipment, and they submitted the application on the City’s behalf, staff recommends purchasing the equipment from La Verne Power Equipment, Inc., in order to ensure the City is able to take advantage of the Program. Another benefit of the Program allows the incentive to be applied at the point of purchase from the approved retailer so the City will not have to incur the full cost of the equipment upfront or wait for any rebates.

FISCAL IMPACT & PROCUREMENT REVIEW
The City’s adopted FY 2024-25 budget includes an appropriation of $50,000 for the purchase of Electric Riding Mowers primarily utilizing AQMD funds. One electric mower was purchased in July 2024 in the amount of $19,559.98. In order to purchase a second electric mower and take advantage of the South Coast AQMD Incentive and Exchange Program, an additional appropriation of $4,622.97 is needed in order to cover the cost of the purchase as there is currently $30,440.02 remaining in the account. The City has already saved $15,000 from its first purchase earlier in the fiscal year and will save an additional $15,000 from the exchange of the second gas-powered mower for the Mean Green “Evo” model through the Program.

The City will purchase the mower from La Verne Power Equipment, Inc., an approved Program Retailer for the equipment participating in the South Coast AQMD Incentive and Exchange Program.

LEGAL REVIEW
The City Attorney's office has reviewed and approved as to form.

PAGE 1602 of 1856

RECOMMENDATION
Staff recommends the City Council approve the purchase of one electric riding mower from La Verne Power Equipment, Inc., in the amount of $35,062.99, and authorize the budget appropriations necessary for the purchase as listed below:
• A transfer out from the General Fund 101 of $4,622.97 to the Capital Equipment Fund 591
• Also needed is an increase of $4,622.97 into Fund 591 Account # 591-50-4613-0000
If the City Council concurs with staff’s recommendation, an appropriate motion would be:
“I move to approve the purchase of one electric riding mower from La Verne Power Equipment, Inc., in the amount of $35,062.99, and authorize the necessary budget appropriations for the purchase.”

ATTACHMENTS

1. Quote for Electric Riding Mower

2. Original CIP Budget Request Form - Electric Riding Mower PAGE 1603 of 1856
1 CP: TonyC

Q U O T A T I O N
DATE:

CUSTOMER #:

P.O.#:
18734
TERMS: Net 30
PHONE #: 9/27/2024
ALT. #:
(626)300-0793
LOCATION: 1
STATUS: Active
PAGE:

ORDER #: 267435
SALES TYPE: Quote
CELL #:
720 Arrow Hwy
La Verne, CA 91750
(909) 596-2363
[email protected]
City of San Marino
2200 Huntington Drive
SAN MARINO, CA 91108 US
City of San Marino
2200 Huntington Drive
SAN MARINO, CA 91108 US
BILL TO 18734 SHIP TO

MFR PRODUCT NUMBER DESCRIPTION QTY PRICE NET TOTAL
MEANEVO-74R-350 EVO 74" Electric/Battery ZTR Mower, 35 kWh, 1 $49,939.99 $45,399.99 $45,399.99 RD Mulch
**** RECYCLE PICK UP/DELIVERY/RECYCLE & DISPOSAL 1 $350.00 $350.00 $350.00 FEE
**** AQMD REBATE AQMD VOUCHER / DISCOUNT 1 $.00 -$15,000.00 ($15,000.00) **** TRADE-IN TRADE-IN: Exmark LZS902DKU605A1, S/N: 1 $.00 $.00 $0.00 400624953
**POC: Chris Gutierrez**
**AQMD Total Voucher Amount: $15,000**
All Sales Quotation and Estimates are valid for 30 Days ORDER TOTAL: $35,062.99
TAX: $4,313.00
SUBTOTAL: $30,749.99
Authorized By:

Attachment 1
PAGE 1604 of 1856

CITY OF SAN MARINO
FY 202-202CAPITAL BUDGET REQUEST
Capital Request Name:

Capital Request
Description (Summary):

Location:

Proposing Department Contact Person Expense Type
Estimated Total
Cost
Capital Request
Labor Source
Multi-Year Funding Cycle
FY

FY

FY

FY

FY
202/202

Estimated
Total
SOURCE
Source Key: CE (Capital Equipment), CC (Capital Construction), D (Donations), PC (Prop C), MR (Measure R)00 0HDVXUH0
,
GT (Gas Tax), TDA (Transportation Development Act), PA (Prop A), MW (Measure W), &236 &236*UDQW
O (Other)
Photo of Equipment and/or Map Showing Project Location
Electric Riding Mower
Procurement of a new electric riding mower to assist the Public Works Department with maintenance activities.

Citywide
Public Works Amber Shah Capital Equipment
$ 50,000
New Request
City Employees
$ 60,000 $ 0 $ 55,000 $ 0 $ 0 $ 115,000
AQMD $ 43,000 AQMD AQMD $ 55,000 AQMD AQMD AQMD $ 98,000 $ 0
CE $ 7,000 CE CE CE CE CE $ 7,000
$ 0
$ 0
237
Attachment 2
PAGE 1605 of 1856

CITY OF SAN MARINO
FY 202-202 CAPITAL BUDGET REQUEST
Request Description and Justification
(Provide a description of your request that includes a justification describing the benefit of the expenditure to the department/City) Financial Summary Section
Estimated Costs Amount Funding Source(s) Amount
Acquisition Capital Construction (394)
Plans/Specs/Engineering Capital Equipment (591)
Construction Donations (281)
Contingencies General Fund (101)
General Fund Costs* Other:

Other: Total
Total
*Ongoing Costs to General Fund (Provide cost and detail) General Fund Cost
What Fiscal Year
Description of General Fund Costs
The Department owns five riding mowers for maintenance activities involving mowing the 35 acres of Lacy Park, as well as the landscaped medians on Huntington Drive and Sierra Madre Boulevard. Two of the mowers are electric-powered (purchased in FY 23-24), with the remaining three being gas-powered. A new electric mower will help improve the frequency of the City's maintenance activities at Lacy Park as well as medians and other landscaped areas of the public right-of-way. Additionally, the purchase of an electric mower will help the City meet new State requirements regarding the usage of electric vehicles and equipment. Beginning in 2024, manufacturers will begin phasing out gas-powered mowers, making it more difficult to find replacement parts for the City's existing equipment. The Department recommends purchasing a mower every other year beginning until the mower fleet is completely electric. As this is an electric mower, AQMD funds may be used to assist with the purchase. The estimated price based on quotes obtained from qualified vendors is $60,000, although this amount may be able to cover the purchase of two mowers depending on potential AQMD exchange rebates. Staff will explore potential funding opportunities to lessen the overall financial impact to the City. A new mower has an expected useful life of 20 years, and would improve maintenance staff efficiency. $ 50,000
$ 7,000
$ 500 $ 43,000
$ 50,000
$ 50,500
$ 500
FY 24-25
The new mower will require routine maintenance to ensure proper function. This maintenance is not expected to exceed $500 per year and can be sufficiently covered by the Department's operating budget.

AQMD
238
PAGE 1606 of 1856
TO: Mayor and City Council
FROM: Philippe Eskandar, City Manager
BY: Alison Walker, City Clerk
DATE: November 13, 2024
SUBJECT: APPOINTMENT OF ADVISORY BODY MEMBERS TO THE

RECREATION COMMISSION AND LIBRARY BOARD OF

TRUSTEES

STRATEGIC PLAN CRITICAL SUCCESS FACTORS
Engaged and Connected Residents
Efficient, Responsive, and Effective City Services
Fiscally Responsible and Transparent City Government

BACKGROUND
The City Council has established a number of advisory bodies which assist the City Council with a variety of issues, needs, and concerns. The City Council appoints Council Members to act as a delegate and alternate (“Council Liaisons”) to each of the advisory bodies. These Council Liaisons determine the application review process and make recommendations to the full City Council for advisory body appointments.

Current City of San Marino Advisory Bodies with Openings:
• Recreation Commission
• Library Board of Trustees

DISCUSSION
A recruitment was conducted for all five advisory bodies which had terms ending in 2024; the Planning Commission, the Design Review Committee, the Public Safety Commission, the Recreation Commission, and the Library Board of Trustees. Notice of the vacancies and advertisement of the advisory body recruitment was placed in the San Marino Tribune, in the City Manager’s Steven W. Huang, DDS, Mayor
Gretchen Shepherd Romey, Vice Mayor
Tony Chou, Council Member
Calvin Lo, Council Member
Steve Talt, Council Member
PAGE 1607 of 1856
Weekly Briefing email, on the City’s social media accounts, and on the City’s website. The Library Board of Trustees has one alternate member opening that was created when Vivi Wahl was appointed to a full member term on May 31, 2024. The Recreation Commission has three full member openings due to a lack of applicants during the May 2024 recruitment and a recent resignation.

The table below identifies the vacancies on each body and the number of applications received.

Advisory Body Vacancies Number of
Applicants
Recreation Commission
Council Member Talt – Delegate
Mayor Huang – Alternate
Three (3) regular members 4
Library Board of Trustees
Council Member Lo – Delegate
Council Member Talt – Alternate
One (1) alternate 2
The Council Liaisons have concluded their review of the candidates and are making recommendations for appointment, which are included in the recommended action below.

FISCAL IMPACT & PROCUREMENT REVIEW
None.

LEGAL REVIEW
The City Attorney's office has reviewed and approved as to form.

RECOMMENDATION
The Council Liaisons for the Recreation Commission recommend the Council appointment of three (3) regular members to serve three-year terms each commencing on November 13, 2024.

The Council Liaisons for the Library Board of Trustees recommend the Council appointment of one (1) alternate member to serve a partial term commencing on November 13, 2024.

If Council concurs, the appropriate motions would be:
“I move to appoint Victor Chang, David Raichlen, and Tammie Ton as regular members of the Recreation Commission to serve terms ending May 31, 2028.” PAGE 1608 of 1856
“I move to appoint Marilyn Peck as an alternate member of the Library Board of Trustees to serve a partial term to end on May 31, 2026.”

ATTACHMENTS
None.

PAGE 1609 of 1856
TO: Mayor and City Council
FROM: Philippe Eskandar, City Manager
BY: Nicole Tibbet, Community Engagement Manager
DATE: November 13, 2024
SUBJECT: APPROVAL OF 2025 LACY PARK MAJOR SPECIAL EVENT

PERMIT DATES AND CO-SPONSORSHIP REQUESTS

STRATEGIC PLAN CRITICAL SUCCESS FACTORS
Engaged and Connected Residents
Fiscally Responsible and Transparent City Government
Inviting and Relevant City Facilities

BACKGROUND
Lacy Park is a beloved resource for the community and is home to many recreational events and activities. Traditionally, smaller events (50 people or less with simple activity taking place) are managed through space reservations, permitted by Community Services staff, while larger events (more than 50 people with complex activity taking place) require a Special Event Permit from the City Manager’s Office.

On October 27, 2023, the City Council adopted Resolution R-23-27 which established a Lacy Park Closure for Major Events Policy. This policy requires that events that request full or partial closure of Lacy Park be Co-Sponsored by the City of San Marino. Co-sponsorship of these events must be approved by the City Council.

DISCUSSION
Staff advertised the applications for 2025 Lacy Park Event Co-sponsorship requests throughout the month of October. Event applications have been submitted for the following events:
• Lunar New Year – February 8
Steven W. Huang, DDS, Mayor
Gretchen Shepherd Romey, Vice Mayor
Tony Chou, Council Member
Calvin Lo, Council Member
Steve Talt, Council Member
PAGE 1610 of 1856
• Easter Sunrise Service – April 20
• Cub Scout Pack 354 Campout – May 3-4
• Cub Scout Pack 361 Campout – May 17-18
• 4th of July Pavilion – July 4
• San Marino Motor Classic - August 22-25
All of the requested events have taken place in Lacy Park previously and have generally contributed to the community through entertainment, enrichment, education, and/or raising funds that go back to city residents in some form.

Attachment 1 to this report is the Summary of Co-Sponsorship Requests.

Staff will still require all events on this list to go through a Special Event permitting process to ensure that all safety and insurance reviews are done, and department requests are met. If any of the proposed events are out of compliance, they will not be permitted to proceed, regardless of CoSponsorship approval.

FISCAL IMPACT & PROCUREMENT REVIEW
The fiscal impact of these requests is included in the Calendar and Summary of Co-Sponsorship Requests. Since none of the requests differ from previous years of operation, there is no anticipated revenue from any of these events on an annual basis.

There is no procurement review for this report.

LEGAL REVIEW
The City Attorney's office has reviewed and approved as to form.

RECOMMENDATION
Staff recommends the Council approve the 2025 Lacy Park Special Event Permit Dates and Fee Requests. It the City Council concurs with staff’s recommendation an appropriate motion would be:
"I move to approve the 2025 Lacy Park Special Event Permit Dates and CoSponsorship Requests.”

ATTACHMENTS

1. Summary of Co-Sponsorship Requests

2. 2025 Lacy Park Co-Sponsorship Applications
PAGE 1611 of 1856
Attachment 1
Summary of Co-Sponsorship Requests
PAGE 1612 of 1856
Co-Sponsorship Requests
Event Name Proposed Date Co-Sponsorship
Request(s)
Anticipated
Attendance
Fiscal Impact
Estimate
Lunar New Year Set-Up:
2/7/25
2:00 PM - Sundown
(Park would be closed
due to vehicle traffic)
Event:
2/8/25
10:00 AM – 5:00 PM
(Park open to all)
Back-Up Date:

February 10-11
- Advertisement
using City
Resources
- Waiving of Staff
Time
- Waiving of Space
Reservation Fee
- Waiving of NonResident
Weekend
Entrance Fee
3,000 Loss of non-resident
fees, this is offset by
not needing to
schedule 4 extra
staff to handle the
extra Park
attendance
Waived $480 in park
space ($145 x 4 park
spaces)
Additional hours for
1 PPW staff to assist
with park
maintenance
Easter Sunrise
Service
April 20
4:00 AM – 10:30 AM
(Park open to all
during normal
operation hours)
- Waiving of Staff
Time
- Waiving of Space
Reservation Fee
- Waiving of NonResident
Weekend
Entrance Fee
300 Additional hours for
2 PPW staff to open
the park early for set
up
Cub Scout Pack
354 Campout
May 3 – 4
12:00 PM – 10:00 AM
- Waiving of Space
Reservation Fee
- Waiving of Space
Reservation Fee
300 Waived $480 in park
space ($145 x 4 park
spaces)
PAGE 1613 of 1856
Fire staff time to
conduct a fire safety
demonstration
Cub Scout Pack
361 Campout
May 17 – 18
12:00 PM – 10:00 AM
- Waiving of Space
Reservation Fee
- Waiving of Space
Reservation Fee
200 Waived $480 in park
space ($145 x 4 park
spaces)
Fire staff time to
conduct a fire safety
demonstration
4th of July Pavilion July 4 - Advertisement
using City
Resources
- Waiving of Staff
Time
- Waiving of Space
Reservation Fee
300 Waived $145 for
park reservation
space
San Marino Motor
Classic
August 22-25
Park closed for set-up
through the weekend
- Advertisement
using City
Resources
3,000 N/A
Park closure fee is
paid by applicant
PAGE 1614 of 1856
PAGE 1615 of 1856

CITY OF SAN MARINO

LACY PARK MAJOR EVENT USE / CITY

CO-SPONSPONSORSHIP APPLICATION
Please submit this form to the City Manager’s Office at San Marino City Hall. 2200 Huntington Drive, San Marino, CA 91108 • (626) 300-0700 Name of Event: __________________________________________________________________ Name of Applicant (include Organization name if applicable): _________________________________ Phone Number: _______________________ Email: ____________________________________ Address (of Applicant): _____________________________________________________________ Applicant Information
This application is for the annual approval of the Lacy Park Special Event calendar. Turning in this application does not approve your event or take the place of a full Special Event Permit Application.

Approval of your dates of use does not approve your event.

Event Information
Date(s) of Event: ____________________________________
Set Up Start Time: ___________________ Clean Up End Time: _________________________ Event Start Time: ____________________ Event End Time: ____________________________ Estimated Total Attendance: _________ Adults: _______ Children: _______ Is this event open to the public: ___ Yes ___ Yes, with entry or participation fee ___ No, invite only Are you requesting street closure? (SMPD reserves the right to determine if necessary): ___ Yes ___ No Are you requesting parking restrictions, private or public spaces (must attach map): ___ Yes ___ No What elements of Co-Sponsorship are you requesting from the City? ___ Advertisement Using City Resources
___ Waiving of Cost for City Staff Time (Assigned Park Attendants, Gate Attendants, PD, Fire, ETC.) ___ Waiving of Space Reservation Fee (Can only mark if you are not charging for participation/entry) ___ Waiving of Non-Resident Weekend Entrance Fee Collection I declare, under penalty of perjury, that the foregoing information and any related documents are true and correct. I also certify that I read through the terms and conditions listed throughout this application. I understand that submittal of this application does not constitute approval of my event application. _____________________________________ ___________________________ Applicant Signature Date
Sunrise Services Deborah Kwan (San Marino Community Church) 626-282-4181 [email protected] 1750 Virginia Road, San Marino CA 91108 4/20/25 4:00 am 10:30 am 7:00 am 9:30 am 300 200 100 X X X X X X 10/14/24 PAGE 1616 of 1856
PAGE 1617 of 1856

CITY OF SAN MARINO

LACY PARK MAJOR EVENT USE / CITY

Approval of your dates of use does not approve your event.

Event Information
Date(s) of Event: ____________________________________
Set Up Start Time: ___________________ Clean Up End Time: _________________________ Event Start Time: ____________________ Event End Time: ____________________________ Estimated Total Attendance: _________ Adults: _______ Children: _______ Is this event open to the public: ___ Yes ___ Yes, with entry or participation fee ___ No, invite only Are you requesting street closure? (SMPD reserves the right to determine if necessary): ___ Yes ___ No Are you requesting parking restrictions, private or public spaces (must attach map): ___ Yes ___ No What elements of Co-Sponsorship are you requesting from the City? ___ Advertisement Using City Resources
___ Waiving of Cost for City Staff Time (Assigned Park Attendants, Gate Attendants, PD, Fire, ETC.) ___ Waiving of Space Reservation Fee (Can only mark if you are not charging for participation/entry) ___ Waiving of Non-Resident Weekend Entrance Fee Collection I declare, under penalty of perjury, that the foregoing information and any related documents are true and correct. I also certify that I read through the terms and conditions listed throughout this application. I understand that submittal of this application does not constitute approval of my event application. _____________________________________ ___________________________ Applicant Signature Date
Cub Scout Pack 354 Lacy Park Campout San Marino Cub Scout Pack 354 (626) 806-7582 [email protected] 1196 St. Albans Rd, San Marino CA 91108 May 3, 2025 - May 4, 2025 2:00 pm 10:00 am 4:00 pm 8:00 am 300 150 150 X X
X
X
X
10/23/2024
PAGE 1618 of 1856
PAGE 1619 of 1856

CITY OF SAN MARINO

LACY PARK MAJOR EVENT USE / CITY

Approval of your dates of use does not approve your event.

Event Information
Date(s) of Event: ____________________________________
Set Up Start Time: ___________________ Clean Up End Time: _________________________ Event Start Time: ____________________ Event End Time: ____________________________ Estimated Total Attendance: _________ Adults: _______ Children: _______ Is this event open to the public: ___ Yes ___ Yes, with entry or participation fee ___ No, invite only Are you requesting street closure? (SMPD reserves the right to determine if necessary): ___ Yes ___ No Are you requesting parking restrictions, private or public spaces (must attach map): ___ Yes ___ No What elements of Co-Sponsorship are you requesting from the City? ___ Advertisement Using City Resources
___ Waiving of Cost for City Staff Time (Assigned Park Attendants, Gate Attendants, PD, Fire, ETC.) ___ Waiving of Space Reservation Fee (Can only mark if you are not charging for participation/entry) ___ Waiving of Non-Resident Weekend Entrance Fee Collection I declare, under penalty of perjury, that the foregoing information and any related documents are true and correct. I also certify that I read through the terms and conditions listed throughout this application. I understand that submittal of this application does not constitute approval of my event application. _____________________________________ ___________________________ Applicant Signature Date
Cub Scout Pack 354 Lacy Park Campout San Marino Cub Scout Pack 354 (626) 806-7582 [email protected] 1196 St. Albans Rd, San Marino CA 91108 May 3, 2025 - May 4, 2025 2:00 pm 10:00 am 4:00 pm 8:00 am 300 150 150 X X
X
X
X
10/23/2024
PAGE 1620 of 1856
TO: Mayor and City Council
FROM: Philippe Eskandar, City Manager
BY: Hillary Guirola-Leon, Finance Director
DATE: November 13, 2024
SUBJECT: APPROVAL OF FY 2024-2025 CAPITAL EQUIPMENT REBUDGET AND BUDGET AMENDMENT

STRATEGIC PLAN CRITICAL SUCCESS FACTORS
Fiscally Responsible and Transparent City Government
Efficient, Responsive, and Effective City Services

BACKGROUND
During the FY 2024-2025 budget preparation, staff initially estimated the projected expenditures to be re-budgeted and carried over to the new fiscal year. Following the completion of FY 2023-2024, the previously projected carryover amounts were updated and approved by Council on October 25, 2024.

Upon further review, staff identified the need for an additional carryover amount to fully outfit the 791 Battalion Vehicle that was purchased. The carryover amount is $109,938, which is the amount remaining from the initial budgeted cost. The original FY 2023-2024 budget for the vehicle and outfitting was $200,000.

DISCUSSION
The FY 2023-2024 adopted budget included a budget of $200,000 for the replacement and outfitting of the 791 Battalion Vehicle. In FY 2023-2024, $14,930.32 was spent on vehicle accessories related to the outfitting of the Steven W. Huang, DDS, Mayor
Gretchen Shepherd Romey, Vice Mayor
Tony Chou, Council Member
Calvin Lo, Council Member
Steve Talt, Council Member
PAGE 1621 of 1856
vehicle. On October 25, 2024, Council approved the carryover of purchase order #1082 in the amount of $75,132 for the purchase of the vehicle.

Staff are recommending the FY 2024-2025 re-budget of $109,938, which is the amount remaining from the initial budgeted amount. The remaining budget will be used for the purchase and installation of a bed cap, sirens, lights, radios, and radio accessories.

The table below shows the initial budgeted amount and the calculation of the re-budget requested.

The City of San Marino has a current Cooperative Agreement with the City of South Pasadena for sharing of Fire Department Command Staff (Division Chief). As part of the terms of the agreement, each department shares 50% of the cost to purchase the replacement battalion vehicle. The reimbursement expected from the City of South Pasadena is $100,000 (50% of the cost of the vehicle).

FISCAL IMPACT & PROCUREMENT REVIEW
Approval of the re-budget will increase the budgeted expenditures in FY 2024- 2025 by $109,938 in account #591-34-4613-9300.

Account #591-00-3702-0000 will also increase by $70,000 in FY 2024-2025 to account for the expected reimbursement from City of South Pasadena for their cost share of the Battalion Vehicle over a two-year period.

LEGAL REVIEW
The City Attorney's office has reviewed and approved as to form.

PAGE 1622 of 1856

RECOMMENDATION
Staff recommends that Council approve the increase in expenditures of $109,938 in account #591-34-4613-9300 and the increase in revenues of $50,000 in account #591-00-3702-0000 for the expected FY 2024-2025 reimbursement. If the City Council concurs with staff’s recommendation, an appropriate motion would be:
“I move to approve the requested updates to the FY 2024-2025 budget.” PAGE 1623 of 1856
TO: Mayor and City Council
FROM: Philippe Eskandar, City Manager
BY: Amber Shah, Parks & Public Works Director/City Engineer DATE: November 13, 2024
SUBJECT: FALL 2024 PUBLIC TREE REMOVAL LIST

STRATEGIC PLAN CRITICAL SUCCESS FACTORS
Beautiful, Preserved, Single-Family Neighborhoods
Efficient, Responsive, and Effective City Services
Well-Maintained Infrastructure

BACKGROUND
On October 27, 2023, the City Council adopted revisions to the City’s Street Tree Policy and Procedures amending the removal process. In accordance with the revised Policy, the Parks & Public Works Department is required to submit a list of recommended trees to be removed to the City Council tree liaisons for review and comment prior to forwarding to the full City Council as an informational item. Vice Mayor Shepherd Romey is the primary liaison and Mayor Huang is the alternate.

Pursuant to Section 7.1 of the City’s Street Tree Policy, the Department will review the proposed tree removal list with the City Council’s tree liaison(s) “…so that the liaison(s) can verify the accuracy of the list and confirm that the proposed removals are consistent with the requirements of this policy.” After review with the tree liaisons, the list is now being forwarded to the City Council.

DISCUSSION
The Department has prepared a listing of twenty (20) City-owned trees proposed for removal pursuant to Section 7.2 of the City’s Street Tree Policy.

Steven W. Huang, DDS, Mayor
Gretchen Shepherd Romey, Vice Mayor
Tony Chou, Council Member
Calvin Lo, Council Member
Steve Talt, Council Member
PAGE 1624 of 1856
Section 7.2 of this Policy provides the following as justifications for tree removal:
· The tree is dead.
· The tree has reached an over-mature condition and is in declining health that will result in its death within the year.
· The tree is infected with a disease that cannot be treated successfully and/or there is a strong potential that the pathogen could spread to other trees in the immediate vicinity.
· The tree has been determined to be a public health and safety hazard because of its high potential for failure due to considerable dead or dying foliage, branches, roots, or trunk.
· The tree requires extensive root pruning because of excessive hardscape damage resulting in a severe reduction in its capacity to support itself and thereby creating a potential safety hazard.
· The tree due to its growth habit and location creates a safety hazard. · Removal of the tree has been approved as part of a City Council-approved capital improvement project.

The City’s Urban Forester has identified the trees proposed for removal as meeting one or more of these criteria. The list and associated arborist reports are provided as attachments to this report. The Department will be scheduling replacements based on availability and season.

On October 29, 2024, the Department provided both the primary and alternate liaisons with the list of twenty (20) City-owned trees recommended for removal along with photos and reports compiled by the Urban Forester for each of the trees. The list of trees proposed for removal and arborist reports are included as Attachments 2 and 3, respectively. Residents at impacted locations will receive a 10-day notice prior to any removal activities occurring.

FISCAL IMPACT & PROCUREMENT REVIEW
The cost to remove each tree is approximately $700 per tree. The City’s annual budget for tree maintenance, which includes removals, replacement, block pruning, etc. is $407,360, which was included in the FY 24-25 budget in the Grounds Division – Other Contract Services Acct. # 101-52-4150-0000.

Sufficient funds are available in the budget to complete the work.

Procurement review is not applicable.

PAGE 1625 of 1856

LEGAL REVIEW
The City Attorney's office has reviewed and approved as to form.

RECOMMENDATION
This is an informational item. Therefore, no action is required by City Council.

ATTACHMENTS

1. Memorandum to City Council Tree Liaisons dated October 29, 2024

2. List of Fall 2024 Public Tree Removals

3. Proposed tree removals with completed arborist reports, photos, and location clarification
PAGE 1626 of 1856
TO: Council Member Gretchen Shepherd Romey, City Council Tree Liaison CC: Council Member Steven Huang, City Council Tree Liaison Alternate Philippe Eskandar, City Manager
FROM: Amber Shah, Director of Parks and Public Works/City Engineer BY: Robert Bauman, Management Analyst
Lora Hall, Urban Forester
DATE: October 29, 2024
SUBJECT: PROPOSED FALL 2024 CITY TREE REMOVAL LIST FOR REVIEW

BY CITY COUNCIL TREE LIAISON
The Department has prepared a listing of twenty (20) City-owned trees that are being considered for removal pursuant to Section 7.2 of the City’s street tree policy.

The City’s Urban Forester has identified these trees as either being dead with no hope of recovery, effectively dead, or diseased and posing a threat to public safety or other nearby healthy trees.

Additional information for each identified tree is available in Attachments 1 and 2, which include arborist reports and photo documentation completed and compiled by the Urban Forester.

RECOMMENDATION
It is recommended that you review the attached tree removal list. The next step will be to forward this list to the City Council at their November 13th meeting as an informational item.

The Department is available to provide other information or documents necessary to facilitate your review of our recommendations.

Attachment 1
PAGE 1627 of 1856
2 ATTACHMENTS

1. List of Fall 2024 Proposed Tree Removals

2. Proposed tree removals with detailed evaluations, photos, and location clarification PAGE 1628 of 1856
Fall 2024 Public Tree Removal List
11/13/24 City Council Meeting
Tree
#
Address Species DBH Reason
For Proposed
Removal
Notes
1 1800 West Dr Liquidambar
stryaciflua
22” Tree in
very poor
condition
Corner property, tree
is on Sherwood Rd
2 1445 Waverly
Rd
Quercus
agrifolia
26” Tree is
dead
Corner property, tree
is on Monterey Rd
3 1100 San Marino
Ave
Magnolia
grandiflora
5” Tree is
dead
4 1765 Oak Lane Liquidambar
stryaciflua
9” Tree in
very poor
condition
5 1505 Rubio Dr Calocedrus
decurrens
14” Tree is
dead
6 1620 Rubio Dr Calocedrus
decurrens
14” Tree in
very poor
condition
7 2352 Huntington
Dr
Liquidambar
stryaciflua
21” Tree in
very poor
condition
Located in center
median
8 778 Winston
Ave
Liquidambar
stryaciflua
14” Tree is
dead
9 761 Winston
Ave
Liquidambar
stryaciflua
23” Tree in
very poor
condition
10 1296 Old Mill
Rd
Quercus
agrifolia
13” Tree is
dead
Corner property, tree
is on Monterey Rd
11 1335 St Albans
Rd
Quercus
agrifolia

18.5” Tree in
very poor
condition
Corner property, tree
is on Monterey Rd
12 1335 St Albans
Rd
Magnolia
grandiflora
14” Tree is
dead
13 2175 Chaucer
Rd
Cupaniopsis
anarcardioides
30” Tree in
very poor
condition
Attachment 2
PAGE 1629 of 1856
Fall 2024 Public Tree Removal List
11/13/24 City Council Meeting
14 1486 Wembley
Rd
Quercus
agrifolia
24” Tree is
dead
15 1800 Huntington
Dr
Quercus
agrifolia
28” Tree is
dead
Located at San Marino
Community Center
16 731 S Santa
Anita Ave
Liquidambar
stryaciflua
19” Tree is
dead
17 1405 Mirasol Dr Calocedrus
decurrens
5” Tree is
dead
18 2275 Roanoke
Rd
Quercus
agrifolia
28” Tree is
dead
19 1835 Carlisle Dr Quercus
agrifolia

24.5” Tree is
dead
20 2895
Wallingford Rd
Liquidambar
stryaciflua
22” Tree in
very poor
condition
PAGE 1630 of 1856
Tree #1
1800 West Dr
Tree #1 is located adjacent to the property located at 1800 West Dr. The tree itself is located on the parkway on Sherwood Rd. See the image below and attached arborist report for additional information.

Attachment 3
PAGE 1631 of 1856
ARBORIST REPORT:

CITY OF SAN MARINO
2200 Huntington Drive, San Marino, CA 91108 • (626) 300-0700 • ASCA/ISA Certified Arborist Name: ____________________________________________ Certified Arborist Number: ____________________ Inspection Date: _____________________ Tree Characteristics
Genus: ________________ Species: ________________ Common Name: ________________ Tree ID #: __________ DBH: __________ # of Trunks: __________ Height: _______________ Spread: _______________
Form: ☐ generally symmetric ☐ major asymmetry ☐ stump sprout ☐ stag-headed Age: ☐ young ☐ semi-mature ☐ mature ☐ over-mature/senescent Pruning: ☐ lion-tailed ☐ crown raised ☐ topped ☐ multiple pruning events ☐ cabled/braced ☐ flush cuts ☐ pollarded ☐ excessively thinned ☐ none
Amount of Deadwood: ☐ 0-10% ☐ 11-20% ☐ 21-30% ☐ over 30% Location and Extent of Decay: Known History of Failure:

Pests or Diseases:

Other Inspections: ☐ Decay Test ☐ Canopy Inspection ☐ Root Crown Excavation (limited) Tree Condition Summary:

Extensive basal decay. Roots rotted away and
ganoderma mushrooms present of roots and at
base of tree.
unknown
Tree is in very poor condition. It has significant, advanced decay.

Lora Hall
WE-11745A 9/23/24
Liquidambar stryaciflua sweetgum
1 22 1
40 15
PAGE 1632 of 1856
ARBORIST REPORT:

CITY OF SAN MARINO
2200 Huntington Drive, San Marino, CA 91108 • (626) 300-0700 • Site Conditions
Landscape Type: ☐ lawn ☐ shrub area ☐ natural hillside ☐ parkway ☐ courtyard ☐ other: ____________________________________________________ Surroundings: ☐ tree overhangs/extends to adjacent property ☐ tree is causing damage to structures ☐ other: __________________________________________________________ Irrigation Conditions: ☐ none ☐ adequate ☐ inadequate ☐ excessive ☐ trunk wetted Irrigation Type: ☐ spray ☐ drip ☐ automatic ☐ manual ☐ other:
_______________________
Site Disturbance: ☐ none ☐ soil ☐ grade change ☐ construction ☐ chemical %Dripline Paved: ________ %Dripline w/ fill soil: ________ %Dripline w/ grade lowered: ________ Soil Problems: ☐ none ☐ drainage ☐ shallow ☐ compacted ☐ saline ☐ alkaline ☐ acidic ☐ clay ☐ expansive
Slope: ☐ none ☐ hillside under 20% ☐ hillside over 20% ☐ Slope aspect: __________________ Site prone to wind: ☐ yes ☐ no Prevailing wind direction: ___________________________ Site Condition Summary:

Overall Summary and Recommendation:

CERTIFICATION: I hereby certify that I am a certified arborist and that I am familiar with the subject property and the trees being requested for removal, and that the statements and answers contained herein and the information attached are in all respects true and accurate to the best of my knowledge and belief.
__________________________________________
Signature of Arborist
ef.
_____________
e of Arborist
50 Tree has been growing in irrigated parkway. It appears that sidewalk has been repaired/replaced in the past which could have damaged tree roots.

The tree has extensive decay. It will not recover or improve at this point. The location of the decay at the base of the tree and roots can affect the stability of the tree. It should be removed and replaced.

PAGE 1633 of 1856
PAGE 1634 of 1856
PAGE 1635 of 1856
PAGE 1636 of 1856
PAGE 1637 of 1856
Tree #2
1445 Waverly Rd
Tree #2 is located adjacent to the property located at 1445 Waverly Rd. As this is a corner property, the tree itself is located on the parkway on Monterey Rd, just west of the Waverly/Monterey intersection. See the image below and attached arborist report for additional information.

PAGE 1638 of 1856
ARBORIST REPORT:

Pests or Diseases:

Other Inspections: ☐ Decay Test ☐ Canopy Inspection ☐ Root Crown Excavation (limited) Tree Condition Summary:
:DYHUO\'U
6RPHEDUNEHHWOHH[LWKROHVQRWHG
No
Tree is now completely dead. It had been in decline for over a year and is now completely dead.

Lora Hall
WE-11745A 6/24/24
Quercus agrifolia coast live oak
2 1
PAGE 1639 of 1856
ARBORIST REPORT:

Overall Summary and Recommendation:

CERTIFICATION: I hereby certify that I am a certified arborist and that I am familiar with the subject property and the trees being requested for removal, and that the statements and answers contained herein and the information attached are in all respects true and accurate to the best of my knowledge and belief.
__________________________________________
Signature of Arborist ______________
of Arborist
Tree is growing in irrigated parkway on the side of the home. It appears that sidewalk repair was done in the past. Grass was removed from area immediately around trunk but areas within dripline still have irrigated turf. The grass removal may have slowed but did not stop the decline.

This tree is completely dead. It should be removed and replaced.

PAGE 1640 of 1856
PAGE 1641 of 1856
PAGE 1642 of 1856
PAGE 1643 of 1856
Tree #3
1100 San Marino Ave
Tree #3 is located on the parkway in front of 1100 San Marino Ave, just north of its intersection with Stratford Rd. See the image below and attached arborist report for additional information.

PAGE 1644 of 1856
ARBORIST REPORT:

Pests or Diseases:

Other Inspections: ☐ Decay Test ☐ Canopy Inspection ☐ Root Crown Excavation (limited) Tree Condition Summary:
6DQ0DULQR$YH
N/A No
Tree is dead and trunk is dried out.

There is no readily visible indication as to why the tree died so young. While there is clearly irrigation for the grass, it could be that it did not receive enough water during the establishment period. Sprinkler irrigation only wets the top layer of soil and does not get down deep enough to develop a healthy root system.

Lora Hall
WE 11745A 10/15/24
Magnolia grandiflora Southern Magnolia
35 1
10 6
PAGE 1645 of 1856
ARBORIST REPORT:

Overall Summary and Recommendation:

Tree is completely dead. Recommend to remove and replace. Ensure new trees gets adequate irrigation and is protected from mowing equipment while young.

PAGE 1646 of 1856
PAGE 1647 of 1856
PAGE 1648 of 1856
PAGE 1649 of 1856
Tree #4
1765 Oak Lane
Tree #4 is located on the parkway in front of 1765 Oak Lane. See the image below and attached arborist report for additional information.

PAGE 1650 of 1856
ARBORIST REPORT:

Pests or Diseases:

Other Inspections: ☐ Decay Test ☐ Canopy Inspection ☐ Root Crown Excavation (limited) Tree Condition Summary:
2DN/DQH
Decay visible on upper limbs. Cavities visible
at branch ends.

Report of past failure of smaller limbs, which
is common for this species during heatwaves.
none visible
Tree is in very poor condition. It has extensive dieback and appears stunted. The trunk is quite small relative to the approximate age as records show it is over twenty years old.

Lora Hall
WE-11745A 10/21/24
Liquidambar stryaciflua sweetgum
49 1
12 6
PAGE 1651 of 1856
ARBORIST REPORT:

Overall Summary and Recommendation:

CERTIFICATION: I hereby certify that I am a certified arborist and that I am familiar with the subject property and the trees being requested for removal, and that the statements and answers contained herein and the information attached are in all respects true and accurate to the best of my knowledge and belief.
__________________________________________
Signature of Arborist ______________
of Arborist
Tree is growing in irrigated turf in City parkway. The parkway is 4ft wide, which is quite small for a sweetgum as these are known for large, extensive root systems.

The tree is in poor condition. It should be removed and replaced. Across the street are three Southern magnolia trees . I would recommend planting another magnolia as it will look cohesive and smaller growing cultivars are available to better fit the relatively small parkway.

PAGE 1652 of 1856
PAGE 1653 of 1856
PAGE 1654 of 1856
PAGE 1655 of 1856
Tree #5
1505 Rubio Dr
Tree #5 is located on the parkway in front of 1505 Rubio Dr. See the image below and attached arborist report for additional information.

PAGE 1656 of 1856
ARBORIST REPORT:

Pests or Diseases:

Other Inspections: ☐ Decay Test ☐ Canopy Inspection ☐ Root Crown Excavation (limited) Tree Condition Summary:
5XELR'U
none visible no
This tree is completely dead.

Lora Hall
WE-11745A 10/10/24
Calocedrus decurrens incense cedar
5 PAGE 1657 of 1856
ARBORIST REPORT:

Overall Summary and Recommendation:

CERTIFICATION: I hereby certify that I am a certified arborist and that I am familiar with the subject property and the trees being requested for removal, and that the statements and answers contained herein and the information attached are in all respects true and accurate to the best of my knowledge and belief.
__________________________________________
Signature of Arborist _____________
Arborist
The tree grew in City parkway. Lawn was removed in the past and replaced with other plants. Soil looks very hard and dry. White mineral deposits on trunk suggests that sprinklers had previously been present and water would hit the trunk. But currently it does not look like there is any irrigation. Appears that sidewalk panel replaced in the past.

This tree is dead. It should be removed and replaced with a more appropriate species.

Incense cedar grow in local mountains near sources of water and with rocky, free draining soil. They tend to do very poorly in the LA basin area.

PAGE 1658 of 1856
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PAGE 1660 of 1856
PAGE 1661 of 1856
Tree #6
1620 Rubio Dr
Tree #6 is located on the parkway in front of 1620 Rubio Dr. See the image below and attached arborist report for additional information.

PAGE 1662 of 1856
ARBORIST REPORT:

CITY OF SAN MARINO
2200 Huntington Drive, San Marino, CA 91108 • (626) 300-0700 • ASCA/ISA Certified Arborist Name: ____________________________________________ Certified Arborist Number: ____________________ Inspection Date:__ Tree Characteristics
Genus: ________________ Species: ________________ Common Name: ________________ Tree ID #: __________ DBH: __________ # of Trunks: __________ Height: _______________ Spread: _______________
Form: ☐ generally symmetric ☐ major asymmetry ☐ stump sprout ☐ stag-headed Age: ☐ young ☐ semi-mature ☐ mature ☐ over-mature/senescent Pruning: ☐ lion-tailed ☐ crown raised ☐ topped ☐ multiple pruning events ☐ cabled/braced ☐ flush cuts ☐ pollarded ☐ excessively thinned ☐ none
Amount of Deadwood: ☐ 0-10% ☐ 11-20% ☐ 21-30% ☐ over 30% Location and Extent of Decay: Known History of Failure:

Pests or Diseases:

Other Inspections: ☐ Decay Test ☐ Canopy Inspection ☐ Root Crown Excavation (limited) Tree Condition Summary:
5XELR'U
Some holes from wood boring insects visible in stumps of trunks that were removed. Can affect strength of wood remaining.

This tree is in poor condition. It had previously been a multi trunk tree but two trunks died and were removed. Now remaining trunk is dying back.

Lora Hall
WE-11745A 10/10/24
Calocedrus decurrens incense cedar
6 14 1 (remaining)
20 5
PAGE 1663 of 1856
ARBORIST REPORT:

Overall Summary and Recommendation:

CERTIFICATION: I hereby certify that I am a certified arborist and that I am familiar with the subject property and the trees being requested for removal, and that the statements and answers contained herein and the information attached are in all respects true and accurate to the best of my knowledge and belief.
__________________________________________
Signature of Arborist ______________
rborist
Tree is located in City parkway. The home is currently under construction. Tree was already in decline before the construction began but has continued to die back. Parkway currently does not have grass or other plants.

This tree is in poor condition and will not recover or improve. Incense cedar have not generally done well in the basin of Los Angeles (they grow nearby at higher elevations in the Angeles Nat'l Forest).

Recommend to remove and replace with a more appropriate species.

PAGE 1664 of 1856
PAGE 1665 of 1856
PAGE 1666 of 1856
Tree #7
2352 Huntington Dr
Tree #7 is located on the center median along Huntington Drive, across from the property located at 2352 Huntington Drive. See the image below and attached arborist report for additional information.

PAGE 1667 of 1856
ARBORIST REPORT:

Pests or Diseases:

Other Inspections: ☐ Decay Test ☐ Canopy Inspection ☐ Root Crown Excavation (limited) Tree Condition Summary:
+XQWLQJWRQ0HGLDQ
Decay visible at branch ends. Decay is relatively
advanced, some branches look mostly hollow.

Several branch failures reported in tree
history
Tree is in very poor condition. Primary limbs have died and only small shoots have any leaves. Decay at side of previous branch failures or pruning wounds is significant. It appears that decay has been advancing slowly for many years.

Lora Hall
WE-11745A 10/10/24
Liquidambar stryaciflua sweetgum
7 21 1
45 15
PAGE 1668 of 1856
ARBORIST REPORT:

Overall Summary and Recommendation:

CERTIFICATION: I hereby certify that I am a certified arborist and that I am familiar with the subject property and the trees being requested for removal, and that the statements and answers contained herein and the information attached are in all respects true and accurate to the best of my knowledge and belief.
__________________________________________
Signature of Arborist _____________
Arborist
center median
Tree is growing in large median with irrigated turf. During drought years, irrigation was turned off and at one point drip irrigation was installed to water just the trees. Aerial images from 2014-2024 show changes in irrigation and rainfall and corresponding loss of tree canopy.

Tree is in very poor condition and decay is advanced to the point that the tree is structurally compromised. Overall, sweetgum trees were negatively impacted by the drought years of 2011-2017 in this region. The stress during that time made them less able to fight off decay.

Recommended to remove and replace with more appropriate species.

PAGE 1669 of 1856
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PAGE 1672 of 1856
Tree #8
778 Winston Ave
Tree #8 is located on the parkway in front of the property located at 778 Winston Ave. See the image below and attached arborist report for additional information.

PAGE 1673 of 1856
ARBORIST REPORT:

Pests or Diseases:

Other Inspections: ☐ Decay Test ☐ Canopy Inspection ☐ Root Crown Excavation (limited) Tree Condition Summary:
:LQVWRQ$YH
None visible
Tree is completely dead and dry.

We have records for this tree going back twenty years so we know it is at least twenty years old. It's trunk size is very small for a sweetgum of that age suggesting it has been stressed or had a poor root system to start off with, causing it to be stunted. It is notably small for its age.

Lora Hall
WE-11745A 10/11/24
Liquidambar stryaciflua sweetgum
8 14 1
30 10
PAGE 1674 of 1856
ARBORIST REPORT:

Overall Summary and Recommendation:

CERTIFICATION: I hereby certify that I am a certified arborist and that I am familiar with the subject property and the trees being requested for removal, and that the statements and answers contained herein and the information attached are in all respects true and accurate to the best of my knowledge and belief.
__________________________________________
Signature of Arborist ______________
orist
Tree had been growing in irrigated turf in the City parkway. Mismatched sidewalk panels indicate sidewalk panels were replaced at some point.

The tree is completely dead. This species has not done well in recent years. Recommend to remove and replace with a more heat and drought tolerant species.

PAGE 1675 of 1856
PAGE 1676 of 1856
PAGE 1677 of 1856
PAGE 1678 of 1856
Tree #9
761 Winston Ave
Tree #9 is located on the parkway in front of the property located at 761 Winston Ave. See the image below and attached arborist report for additional information.

PAGE 1679 of 1856
ARBORIST REPORT:

Pests or Diseases:

Other Inspections: ☐ Decay Test ☐ Canopy Inspection ☐ Root Crown Excavation (limited) Tree Condition Summary:
:LQVWRQ$YH
Decay visible at ends of limbs, hole visible in
upper trunk
smaller branch failures reported in past
Tree is in very poor condition. Most of the branches are dead or dying and there is little vigor left.

Tree is unlikely to improve in condition.

Lora Hall
WE-11745A 10/11/24
Liquidambar stryaciflua sweetgum
9 23 1
40 12
PAGE 1680 of 1856
ARBORIST REPORT:

Overall Summary and Recommendation:

Tree is in a state of decline. Recommend to remove and replace with a more appropriate species.

PAGE 1681 of 1856
PAGE 1682 of 1856
PAGE 1683 of 1856
PAGE 1684 of 1856
Tree #10
1296 Old Mill Rd
Tree #10 is located on the parkway adjacent the property located at 761 Winston Ave. As this is a corner property, the tree itself is located on Monterey Rd, east of the Old Mill/Monterey intersection.

See the image below and attached arborist report for additional information.

PAGE 1685 of 1856
ARBORIST REPORT:

Pests or Diseases:

Other Inspections: ☐ Decay Test ☐ Canopy Inspection ☐ Root Crown Excavation (limited) Tree Condition Summary:

2OG0LOO5G
None visible. No
Multiple borer holes on trunk. Size of hole indicates ambrosia beetle, such as PSHB.

Tree is dead.

Lora Hall
WE-11745A 10/15/24
Quercus agrifolia coast live oak
10 13 1
25 15
PAGE 1686 of 1856
ARBORIST REPORT:

Overall Summary and Recommendation:

CERTIFICATION: I hereby certify that I am a certified arborist and that I am familiar with the subject property and the trees being requested for removal, and that the statements and answers contained herein and the information attached are in all respects true and accurate to the best of my knowledge and belief.
__________________________________________
Signature of Arborist _____________
Arborist
Tree had been growing in a large city parkway. There is mulch over a wide area under the tree but weed barrier fabric is present under mulch. This fabric can inhibit healthy soil biota. Otherwise, conditions look favorable for tree growth.

The tree is completely dead. The speed and uniformity of the canopy drying out suggests bark beetles are the primary cause of the death of the tree.

PAGE 1687 of 1856
PAGE 1688 of 1856
PAGE 1689 of 1856
PAGE 1690 of 1856
Tree #11
1335 St Albans Rd
Tree #11 is located on the parkway adjacent the property located at 1335 St. Albans Rd. As this is a corner property, the tree itself is located on Monterey Rd, west of the St Albans/Monterey intersection.

See the image below and attached arborist report for additional information.

PAGE 1691 of 1856
ARBORIST REPORT:

Pests or Diseases:

Other Inspections: ☐ Decay Test ☐ Canopy Inspection ☐ Root Crown Excavation (limited) Tree Condition Summary:
6W$OEDQV5G
RQ0RQWHUH\

Decay at base of trunk. Significant depressions
in trunk and large wound wood roll indicate
decay has been present for many years.

No
The tree is mostly dead, with 70% of scaffold branches dead, only one limb appears to be alive.

Basal decay is advanced. There is a mushroom (ganoderma) on trunk. Wound wood indicates tree has attempted to respond to an injury. Wound wood is circled in yellow in photo.

Lora Hall
WE-11745A 10/15/24
Quercus agrifolia coast live oak
11 18.5 1
30 20
PAGE 1692 of 1856
ARBORIST REPORT:

Overall Summary and Recommendation:

CERTIFICATION: I hereby certify that I am a certified arborist and that I am familiar with the subject property and the trees being requested for removal, and that the statements and answers contained herein and the information attached are in all respects true and accurate to the best of my knowledge and belief.
__________________________________________
Signature of Arborist ______________
ist
The tree has been growing in a large parkway area. Home and landscape have been redone and tree could possibly have been injured by construction activity several years ago.

The location and extent of the decay indicates that the structure of the tree is compromised and the tree is at an increased risk of failure.

Recommend to remove and replace.

PAGE 1693 of 1856
PAGE 1694 of 1856
PAGE 1695 of 1856
PAGE 1696 of 1856
Tree #12
1335 St Albans Rd
Tree #12 is located on the parkway in front of the property located at 1335 St. Albans Rd, just north of its intersection with Monterey Rd. See the image below and attached arborist report for additional information.

PAGE 1697 of 1856
ARBORIST REPORT:

Pests or Diseases:

Other Inspections: ☐ Decay Test ☐ Canopy Inspection ☐ Root Crown Excavation (limited) Tree Condition Summary:
6W$OEDQV5G
None visible No
The tree is completely dead. Leaves started to turn brown and the tree died over a short period of time.

Lora Hall
WE-11745A 10/15/24
Magnolia grandiflora Southern magnolia
12 14 1
18 8
PAGE 1698 of 1856
ARBORIST REPORT:

Overall Summary and Recommendation:

CERTIFICATION: I hereby certify that I am a certified arborist and that I am familiar with the subject property and the trees being requested for removal, and that the statements and answers contained herein and the information attached are in all respects true and accurate to the best of my knowledge and belief.
__________________________________________
Signature of Arborist _____________
Arborist
groundcover plantings cover lower trunk
The tree had been growing in a small planting area located between two driveways. There is star jasmine growing under and around the tree. The jasmine appears healthy.

The tree is completely dead. There are no obvious indicators as to why the tree died.

Recommendation is to remove and replace and to inspect irrigation system and planting site before replanting.

PAGE 1699 of 1856
PAGE 1700 of 1856
PAGE 1701 of 1856
Tree #13
2175 Chaucer Rd
Tree #13 is located on the parkway in front of the property located at 2175 Chaucer Rd. See the image below and attached arborist report for additional information.

PAGE 1702 of 1856
ARBORIST REPORT:

CITY OF SAN MARINO
2200 Huntington Drive, San Marino, CA 91108 • (626) 300-0700 • ASCA/ISA Certified Arborist Name: ____________________________________________ Certified Arborist Number: ____________________ Inspection Date: ___________________ Tree Characteristics
Genus: ________________ Species: ________________ Common Name: ________________ Tree ID #: __________ DBH: __________ # of Trunks: __________ Height: _______________ Spread: _______________
Form: ☐ generally symmetric ☐ major asymmetry ☐ stump sprout ☐ stag-headed Age: ☐ young ☐ semi-mature ☐ mature ☐ over-mature/senescent Pruning: ☐ lion-tailed ☐ crown raised ☐ topped ☐ multiple pruning events ☐ cabled/braced ☐ flush cuts ☐ pollarded ☐ excessively thinned ☐ none
Amount of Deadwood: ☐ 0-10% ☐ 11-20% ☐ 21-30% ☐ over 30% Location and Extent of Decay: Known History of Failure:

Pests or Diseases:

Other Inspections: ☐ Decay Test ☐ Canopy Inspection ☐ Root Crown Excavation (limited) Tree Condition Summary:
&KDXFHU
Sunken area on trunk indicates some internal
decay. No visible cavities.

Very large limb fell in August '23
Broken limb had dark stained tunnels, sign of an ambosia beetle.

Tree is mostly dead. It had started to show signs of decline approximately two years ago. We tried a trunk spray to treat bark beetles. Tree did not show any sign of improvement after treatment and has continued to decline.

Large limb fell in August 23, as shown in photo.

Lora Hall
WE-11745A 10/22/24
Cupaniopsis anarcardioides carrotwood
13 30 1
35 25
PAGE 1703 of 1856
ARBORIST REPORT:

Overall Summary and Recommendation:

CERTIFICATION: I hereby certify that I am a certified arborist and that I am familiar with the subject property and the trees being requested for removal, and that the statements and answers contained herein and the information attached are in all respects true and accurate to the best of my knowledge and belief.
__________________________________________
Signature of Arborist _____________
orist
raised planter
The tree is growing in a diamond shaped raised planter. It is a small planter relative to the size of the tree. The restricted soil space could contribute to stress. Soil in the planter also looks hard and compacted.

We have made efforts to treat the tree in order to save it. However, those efforts were not successful.

Recommendation is to remove the tree as well as the raised planter and replant at ground level in the parkway.

PAGE 1704 of 1856
PAGE 1705 of 1856
PAGE 1706 of 1856
PAGE 1707 of 1856
PAGE 1708 of 1856
Tree #14
1486 Wembley Rd
Tree #14 is located on the parkway adjacent to the property located at 1486 Wembley Rd. As this is a corner property, the tree itself is located on Monterey Rd, east of its intersection with Wembley Rd.

See the image below and attached arborist report for additional information.

PAGE 1709 of 1856
ARBORIST REPORT:

Pests or Diseases:

Other Inspections: ☐ Decay Test ☐ Canopy Inspection ☐ Root Crown Excavation (limited) Tree Condition Summary:
:HPEOH\5G
Large cavity on lower trunk. Not much wound
wood in response to the decay which indicates tree
was not strong enough to fight off decay organisms.

No
This tree was denied for removal in 2022. At the time it only had one dead limb. The dead limb was removed. The rest of the canopy has slowly declined over the last two years.

Tree is now dead.

Lora Hall
WE-11745A 10/15/24
Quercus agrifolia coast live oak
14 24 1
20 15
PAGE 1710 of 1856
ARBORIST REPORT:

Overall Summary and Recommendation:

CERTIFICATION: I hereby certify that I am a certified arborist and that I am familiar with the subject property and the trees being requested for removal, and that the statements and answers contained herein and the information attached are in all respects true and accurate to the best of my knowledge and belief.
__________________________________________
Signature of Arborist
nd the informatio
ef.
_____________
e of Arborist
Tree is located in irrigated turf in City parkway. Turfgrass is growing right up to the trunk. This is not good for trees. Coast live oak is particularly ill suited to growing in heavily irrigated turf.

The tree is now completely dead. It is recommended to remove and replace the tree. Work with residents to keep grass away from trunk of new tree.

PAGE 1711 of 1856
PAGE 1712 of 1856
PAGE 1713 of 1856
PAGE 1714 of 1856
Tree #15
1800 Huntington Dr
Tree #15 is located on the property located at 1800 Huntington Dr (San Marino Community Center).

The tree itself is located near the southwest corner of the building. See the image below and attached arborist report for additional information.

PAGE 1715 of 1856
ARBORIST REPORT:

Pests or Diseases:

Other Inspections: ☐ Decay Test ☐ Canopy Inspection ☐ Root Crown Excavation (limited) Tree Condition Summary:
+XQWLQJWRQ'U
6DQ0DULQR
&RPPXQLW\&HQWHU
None visible no
Bark beetle holes visible on trunk.

This tree had been in poor condition two years ago. We had both oak trees behind SMCC treated for bark beetles as well as given a soil injection with liquid fertilizer to reinvigorate them. Of the two trees, this one was in far worse condition starting off. The tree showed signs of improvement and put out green growth in the months following the treatment. We were very hopeful at its recovery.

Then within six months the leaves rapidly turned brown and no new growth was put out.

The tree is now dead.

Lora Hall
WE-11745A 10/15/24
Querus agrifolia coast live oak
15 28 1
45 30
PAGE 1716 of 1856
ARBORIST REPORT:

Overall Summary and Recommendation:

CERTIFICATION: I hereby certify that I am a certified arborist and that I am familiar with the subject property and the trees being requested for removal, and that the statements and answers contained herein and the information attached are in all respects true and accurate to the best of my knowledge and belief.
__________________________________________
Signature of Arborist ______________
ist
Planter bed adjacent to parking lot
30 The planting area is behind the Community Center and next to a parking lot. There is adequate growing space. Construction took place recently with renovations of the Community Center.

The tree is now dead. Recommendation is to remove the tree.

There is another mature oak tree next to this one. Maintaining the health of the remaining tree should be prioritized.

PAGE 1717 of 1856
PAGE 1718 of 1856
PAGE 1719 of 1856
Tree #16
731 S Santa Anita Ave
Tree #16 is located in front of the property located at 731 S Santa Anita Ave. See the image below and attached arborist report for additional information.

PAGE 1720 of 1856
ARBORIST REPORT:

Pests or Diseases:

Other Inspections: ☐ Decay Test ☐ Canopy Inspection ☐ Root Crown Excavation (limited) Tree Condition Summary:
66DQWD$QLWD$YH
Decay visible on surface roots. Ganoderma
mushroom growing on hollowed out root.

Smaller limb failures reported. (common for
this species during heatwaves)
Tree is dead.

Presence of large mushroom on root and visible root decay render the tree more likely to fail.

Lora Hall
WE-11745A 10/15/24
Liquidambar stryaciflua sweetgum
16 19 1
50 15
PAGE 1721 of 1856
ARBORIST REPORT:

Overall Summary and Recommendation:

CERTIFICATION: I hereby certify that I am a certified arborist and that I am familiar with the subject property and the trees being requested for removal, and that the statements and answers contained herein and the information attached are in all respects true and accurate to the best of my knowledge and belief.
__________________________________________
Signature of Arborist ______________
ist
While there does appear to be irrigation, soil appears hard, dry and compacted. Grass is struggling. It appears that sidewalk panel was replaced.

The tree is dead.

Recommend to remove and replace with a more appropriate species.

PAGE 1722 of 1856
PAGE 1723 of 1856
PAGE 1724 of 1856
Tree #17
1405 Mirasol Dr
Tree #17 is located in the parkway in front of the property located at 1405 Mirasol Dr. See the image below and attached arborist report for additional information.

PAGE 1725 of 1856
ARBORIST REPORT:

CITY OF SAN MARINO
2200 Huntington Drive, San Marino, CA 91108 • (626) 300-0700 • ASCA/ISA Certified Arborist Name: ____________________________________________ Certified Arborist Number: ____________________ Inspection Date: _____________________ Tree Characteristics
Genus: ________________ Species: ________________ Common Name: ________________ Tree ID #: _________ DBH:
# of Trunks: _____
Height: _______________ Spread: _______________
Form: ☐ generally symmetric ☐ major asymmetry ☐ stump sprout ☐ stag-headed Age: ☐ young ☐ semi-mature ☐ mature ☐ over-mature/senescent Pruning: ☐ lion-tailed ☐ crown raised ☐ topped ☐ multiple pruning events ☐ cabled/braced ☐ flush cuts ☐ pollarded ☐ excessively thinned ☐ none
Amount of Deadwood: ☐ 0-10% ☐ 11-20% ☐ 21-30% ☐ over 30% Location and Extent of Decay: Known History of Failure:

Pests or Diseases:

Other Inspections: ☐ Decay Test ☐ Canopy Inspection ☐ Root Crown Excavation (limited) Tree Condition Summary:
0LUDVRO
None visible. No
None visible
The tree is dead. It appears to be completely dry and there are no signs of green.

Lora Hall
WE-11745A 10/11/24
Calocedrus decurrens incense cedar
17 1
55 20
PAGE 1726 of 1856
ARBORIST REPORT:

Overall Summary and Recommendation:

CERTIFICATION: I hereby certify that I am a certified arborist and that I am familiar with the subject property and the trees being requested for removal, and that the statements and answers contained herein and the information attached are in all respects true and accurate to the best of my knowledge and belief.
__________________________________________
Signature of Arborist ______________
t
probably had lawn in past, now just dirt
The tree is growing in a parkway planting strip. The soil appears extremely dry and hard.

The tree is dead. Incense cedar have struggled in this area. They also require regular water and this tree was not receiving any water recently.

Recommendation is to remove and replace with more appropriate species.

Work with residents or property owner on watering for new tree.

PAGE 1727 of 1856
PAGE 1728 of 1856
PAGE 1729 of 1856
PAGE 1730 of 1856
Tree #18
2275 Roanoke Rd
Tree #18 is located in the parkway in front of the property located at 2275 Roanoke Rd. See the image below and attached arborist report for additional information.

PAGE 1731 of 1856
ARBORIST REPORT:

Pests or Diseases:

Other Inspections: ☐ Decay Test ☐ Canopy Inspection ☐ Root Crown Excavation (limited) Tree Condition Summary:
5RDQRNH5G
None visible no
bark beetles
Tree is dead. Canopy rapidly dried up over a short period of time. This is consistent with bark beetle activity.

Lora Hall
WE-11745A 10/17/24
Quercus agrifolia coast live oak
18 28 1
35 20
PAGE 1732 of 1856
ARBORIST REPORT:

Overall Summary and Recommendation:

CERTIFICATION: I hereby certify that I am a certified arborist and that I am familiar with the subject property and the trees being requested for removal, and that the statements and answers contained herein and the information attached are in all respects true and accurate to the best of my knowledge and belief.
__________________________________________
Signature of Arborist
e information atta
______________
rborist
small planter between two driveways
75+
Tree had been growing in a very restricted space between two driveways. The size of the planter relative to the size of the tree is too small. Likely caused stress to the tree to be in such a limiting growing space and surrounded by concrete.

Tree is dead. Recommendation is to remove the tree.

PAGE 1733 of 1856
PAGE 1734 of 1856
PAGE 1735 of 1856
PAGE 1736 of 1856
Tree #19
1835 Carlisle Dr
Tree #19 is located in the parkway in front of the property located at 1835 Carlisle Dr. See the image below and attached arborist report for additional information.

PAGE 1737 of 1856
ARBORIST REPORT:

Pests or Diseases:

Other Inspections: ☐ Decay Test ☐ Canopy Inspection ☐ Root Crown Excavation (limited) Tree Condition Summary:
&DUOLVOH'U
There is a depression/flat area on lower trunk
which indicates some decay
no
staining on branches higher in canopy. Could be either bacterial canker or ambrosia beetles.

Tree has a large root circling the trunk. Circling roots can girdle and eventually kill a tree.

The tree is now dead. It looks like it has been exposed to multiple points of stress, from girdling root, sidewalk replacement and insect or disease causing staining.

Lora Hall
WE-11745A 10/22/24
Quercus agrifolia coast live oak
19 24.5 1
45 30
PAGE 1738 of 1856
ARBORIST REPORT:

Overall Summary and Recommendation:

CERTIFICATION: I hereby certify that I am a certified arborist and that I am familiar with the subject property and the trees being requested for removal, and that the statements and answers contained herein and the information attached are in all respects true and accurate to the best of my knowledge and belief.
__________________________________________
Signature of Arborist _____________
Arborist
70 This tree previously had ivy growing at the base. When the property owners alerted me to the decline I asked them to remove the ivy, which can hold excessive moisture but also hide indicators of decay. Property owners did remove ivy but tree continued to decline. Sidewalk panel appears to have been replaced in the past.

The tree is dead and should be removed and replaced.

PAGE 1739 of 1856
PAGE 1740 of 1856
PAGE 1741 of 1856
PAGE 1742 of 1856
PAGE 1743 of 1856
Tree #20
2895 Wallingford Rd
Tree #20 is located in the parkway adjacent to the property located at 2895 Wallingford Rd. As this is a corner property, the tree itself is located on Palomar Rd, just north of its intersection with Wallingford.

See the image below and attached arborist report for additional information.

PAGE 1744 of 1856
ARBORIST REPORT:

Pests or Diseases:

Other Inspections: ☐ Decay Test ☐ Canopy Inspection ☐ Root Crown Excavation (limited) Tree Condition Summary:

:DOOLQJIRUG
Decay visible at site of previous branch
attachment, small cavity at base of tree
This tree is 95% dead. Most of the canopy is dead and only a few leaves remain. Decay at site of branch removal extends into the main trunk, which means decay has been growing for many years.

Lora Hall
WE-11745A 10/22/24
Liquidambar stryaciflua sweetgum
20 22 1
45 15
PAGE 1745 of 1856
ARBORIST REPORT:

Overall Summary and Recommendation:

CERTIFICATION: I hereby certify that I am a certified arborist and that I am familiar with the subject property and the trees being requested for removal, and that the statements and answers contained herein and the information attached are in all respects true and accurate to the best of my knowledge and belief.
__________________________________________
Signature of Arborist _____________
Arborist
Tree is growing in parkway on the side of the home. The parkway size is relatively small for a tree of this species and likely does not provide adequate growing space.

This tree is almost completely dead. It will not recover. The extent of decay makes the tree a hazard.

Recommendation is to remove and replace with a more appropriate species.

PAGE 1746 of 1856
PAGE 1747 of 1856
PAGE 1748 of 1856
PAGE 1749 of 1856
PAGE 1750 of 1856
TO: Mayor and City Council
FROM: Philippe Eskandar, City Manager
BY: Cathi Johnson, Community Services Director
DATE: November 13, 2024
SUBJECT: APPROVAL OF CROWELL PUBLIC LIBRARY CLOSURE
CALENDAR FOR 2025

STRATEGIC PLAN CRITICAL SUCCESS FACTORS
Fiscally Responsible and Transparent City Government
Inviting and Relevant City Facilities

BACKGROUND
Each year, staff present a closure calendar for the Crowell Public Library to the Board of Trustees, and ultimately seek City Council’s approval. Council approval is needed to close on any days that are not City approved holidays.

On September 23, the Library Board of Trustees voted to approve the closure calendar (Attachment 1) and request City Council’s approval.

DISCUSSION
Staff are requesting the below closures for the Crowell Public Library in 2025:
1) Two half-day Fridays (May 16 and November 14) from 10 AM to 1 PM
a. Historically, the Library closed to the public for one day annually in order to conduct all-staff training. This ensures that staff are experts in their respective units while
understanding how the work they do contributes to our
mission as a public library and supports Department and city-wide goals. In the past, the date chosen was Martin Luther King Jr. Day, as Library usage on this day was
Steven W. Huang, DDS, Mayor
Gretchen Shepherd Romey, Vice Mayor
Tony Chou, Council Member
Calvin Lo, Council Member
Steve Talt, Council Member
PAGE 1751 of 1856
traditionally very low, minimizing the impact of the closure on service to the community. As Martin Luther King Jr. Day is now a City approved holiday, staff are recommending new closures for all-staff trainings.
b. Breaking up the larger training day into two shorter days will minimize the impact on the public while providing more frequent and responsive training opportunities for staff.

Friday mornings are the least busy of the seven days the Library is open.
c. Closing for two partial days would result in 3 hours of closure every six months for a total of 6 hours. The proposed
schedule would provide four more hours of public service than the current Martin Luther King Jr. Day training closure of 10 hours, from 10 AM to 8 PM.
2) Easter Sunday (April 20)
a. Historically, the Library has been closed to the public, as circulation and gate count have been lower than an average Sunday.
3) Thanksgiving Eve (November 26)
a. The Library will close early (5 PM) due to the historically low number of patrons in the building on this day.

FISCAL IMPACT & PROCUREMENT REVIEW
Staff anticipates these closures will have a minimal fiscal impact.

This report requires no procurement review.

LEGAL REVIEW
The City Attorney's office has reviewed and approved as to form.

RECOMMENDATION
Staff recommends the Council approval of the Crowell Public Library closure calendar for 2025. If the City Council concurs with staff’s recommendation, an appropriate motion would be:
“I move to approve the Crowell Public Library closure calendar for 2025.”

ATTACHMENTS

1. Library Closure Calendar for 2025
PAGE 1752 of 1856
1890 Huntington Drive, San Marino, CA 91108-2595
(626) 300-0777
www.SanMarinoCA.gov/Crowell
Crowell Public Library
2025 Closure Calendar
Date Day of Week Holiday Observed
January 1 Wednesday New Year’s Day
January 20 Monday Martin Luther King Jr. Day
February 17 Monday Presidents’ Day
April 20 Sunday Easter Sunday
May 16 Friday Staff Training - 10 AM to 1 PM
May 26 Monday Memorial Day
July 4 Friday Independence Day
September 1 Monday Labor Day
November 11 Tuesday Veterans Day
November 14 Friday Staff Training - 10 AM to 1 PM
November 26 Wednesday Thanksgiving Eve – 5 PM closure
November 27 Thursday Thanksgiving Day
November 28 Friday Day after Thanksgiving Day
December 24 Wednesday Christmas Eve
December 25 Thursday Christmas Day
December 31 Wednesday New Year’s Eve
PAGE 1753 of 1856
TO: Mayor and City Council
FROM: Philippe Eskandar, City Manager
BY: Cathi Johnson, Community Services Director
DATE: November 13, 2024
SUBJECT: RATIFICATION OF THE FY 2023-24 CALIFORNIA STATE

LIBRARY REPORT

STRATEGIC PLAN CRITICAL SUCCESS FACTORS
Efficient, Responsive, and Effective City Services
Fiscally Responsible and Transparent City Government

BACKGROUND
Each year, the California State Library requires all public libraries to submit an annual report. The California State Library Report summarizes financials, staffing, programs, and services offered by each public library. The data submitted acts as a tool for analysis among state libraries and can be used to support funding requests.

Pursuant to California Education Code §18927, the Library Board of Trustees is required to submit the California State Library Report to the City’s legislative body, the City Council. On October 28, 2024, the Library Board of Trustees voted to receive and file the Report and recommended it for ratification by the City Council.

DISCUSSION
Attachment 1 is Crowell Public Library’s submission for fiscal year (FY) 2023- 24, which was submitted on October 23, 2024. Some highlights of the report are:
• Library visits have increased; 210,365 visits were recorded in FY 2023-

24. 184,617 visits were recorded in FY 2022-23, compared to 183,064 Steven W. Huang, DDS, Mayor
Gretchen Shepherd Romey, Vice Mayor
Tony Chou, Council Member
Calvin Lo, Council Member
Steve Talt, Council Member
PAGE 1754 of 1856
in FY 2021-22. This is a fourteen percent increase from FY 2022-23 to 2023-24.
• The number of questions answered at the Reference Desk increased from 6,494 in FY 2022-23 to 9,118 in FY 2023-24. This is a forty percent increase from the previous year.
• During FY 2023-24, the Library welcomed 10,968 program participants.

This is a twenty-eight percent increase over 2022-23, in which there were 8,584 recorded instances of participation.
• During this reporting period, 72 teens volunteered 397 hours, as compared with FY 2022-23, when 49 teens volunteered 292.5 hours from January 2023 to June 2023.

FISCAL IMPACT & PROCUREMENT REVIEW
There is no fiscal impact and procurement review is not applicable.

LEGAL REVIEW
The City Attorney's office has reviewed and approved as to form.

RECOMMENDATION
Staff recommends the Council ratify the FY 2023-24 California State Library Report. If the City Council concurs with staff’s recommendation, an appropriate motion would be:
“I move to ratify the FY 2023-24 California State Library Report.”

ATTACHMENTS

1. FY 2023-24 California State Library Report
PAGE 1755 of 1856
FY 23-24 California Public Libraries Survey
Section 1 Directory and Administrative Information
Directory Information (If position is not filled, enter "VACANT" in 1.6 and leave 1. 7 & 1.8 blank)

1.5 Courtesy Title

1.6 Director First Name

1.7 Director Middle Name

1.8 Director Last Name

1.9 Director Title

1.10 - 1.17 CSL only. Contact CSL with changes

1.10 Street Address

1.11 City

1.12 Zip

1.13 Zip +4

1.14 Mailing Address

1.15 Mailing City

1.16 Mailing Zip

1.17 Mailing Zip +4

1.18 Public Phone Number - Administration

1.19 Reference Phone Number

1.20 TDD for Deaf

1.21 Library Director's direct phone number (for use by State Library only)

1.22 Library Director's Email address

1.23 Include email in directory distributed to CA library directors?

1.24 Make email available to professional library orgs?

1.25 Make email available to public?

1.26 Deputy Director Name

1.27 Deputy Director Email

1.28 Library's Public Email address or "Contact us" URL

1.29 Library's Web Address

1.30 Name of person completing this survey

1.31 Phone # of person completing this survey

1.32 Email address of person completing this survey

1.33 (Optional) Share a success story about your library staff, programming, services, community, partnerships, facilities, or collections.

1.34 Did anything occur that affected your data?

1.35 Please describe. (closure, new outlet, natural disaster, etc.) Section 2 Population and Outlets

2.1 Population of The Legal Service Area (CSL only)

2.2 Registered Users as of June 30

2.3 Children Borrowers

2.4 # of Central Libraries

2.5 # of Branch Libraries

2.6 # of Bookmobiles

2.7 Total # of Outlets (auto calculated)

2.8 # of other library outreach vehicles or structures

2.9 Number of kiosks

2.10 Total Square Footage (auto calculated in LibPAS from entries in outlets section)

2.11 Is this library jurisdiction designated by local government as a supporting department in emergency operations?

2.12 New bookmobile or branch to report?
CY PY
Ms. Linda Vera Library Manager 1890 HUNTINGTON DR. SAN MARINO 91108 2542 1890 HUNTINGTON DR. SAN MARINO 91108 2542 (626) 300-0779 (626) 300-0777 -1 (626) 300-0775 [email protected] Yes No No [email protected] http://crowellpubliclibrary.org Linda Vera (626) 300-0775 [email protected] Yes taff are certain that data loss occurred during the migration to our new library management system, as circulation stats for the reporting period are markedly lo 12,379 12,206 34,643 31,405 4,218 6,738 1 1
0 0
0 0
1 1
0 0
0 0
29,000 29,000 Yes Yes No
PAGE 1756 of 1856

2.13 Description of new outlet. EMAIL [email protected] as soon as possible so we can add to your form.

Section 3 Library Income
Operating Income

3.1 Local Government (all sources)

3.2 State Funds (see definitions for examples)

3.3 Federal Funds (see definitions for examples)

3.4 All Other Operating Income

3.5 Total Operating Income (auto calculated)
Capital Income

3.7 Local Government (taxes and allocations)

3.8 State Funds

3.9 Federal Funds

3.10 Other Income

3.11 Total Capital Outlay Income (auto calculated)
Section 4 Library Expenditures
Staff Expenditures

4.1 Salary & Wages Expenditures

4.2 Employee Benefits Expenditures

4.3 Total Staff Expenditures (auto calculated)
Collection Expenditures

4.4 Print Materials Expenditures (except Serials)

4.5 Print Serial Subscription Expenditures

4.6 Total Print Materials Expenditures (auto calculated)

4.7 Electronic Materials Expenditures

4.8 Other Materials Expenditures

4.9 Total Collection Expenditures (auto calculated)
Other Expenditures

4.10 All Other Operating Expenditures

4.11 Total Operating Expenditures (auto calculated)
Capital Expenditures

4.12 Total Capital Expenditures
Section 5 Library Staff
Counting Heads

5.1 Total number of full time employees (count heads, use library definition of "full time")

5.2 Total number of part time employees (count heads, use library definition of "part time")

5.3 Total number of persons employed, include all full and part time employees (autocalculated)

5.4 Total number of volunteers (count heads)

5.5 Total hours volunteered in the reporting year
Full-time Equivalent Calculations: Refer to instructions for guidance calculating FTE

5.6 Total FTE for Librarians with an MLIS degree

5.7 Total FTE for Librarians without an MLIS degree

5.8 Total FTE for all other paid staff

5.9 Total FTE for all staff
CY PY
FY 23-24 California Public Libraries Survey
N/A $0 $1,523,439 $3,989 $0 $6,126 $0 $236,199 $39,500 $246,314 $1,562,939 $0 $37,000 $0 $0 $0 $0 $0 $22,500 $0 $59,500 $869,817 $764,310 $299,543 $277,697 $1,169,360 $1,042,007 $70,381 $66,560 $14,092 $8,558 $84,473 $75,118 $33,375 $22,226 $268 $417 $118,116 $97,761 $248,481 $227,350 $1,535,957 $1,367,118 $0 $78,656 5.00 5.00 30.00 30.00 35.00 35.00 72 49 397.00 292.50 4.72 0.00 12.57 17.29 PAGE 1757 of 1856
Salary Survey (administered every three years) Beginning Salary Final Salary

5.10 Library Director

5.11 Assistant Director

5.12 Chief of Division

5.13 Clerk

5.14 Information Technology Specialist

5.15 Librarian I

5.16 Librarian II

5.17 Librarian III

5.18 Library Assistance

5.19 Manager
Section 6 Library Collection
Print Materials and Physical Items

6.1 Books Children Held as of June 30

6.2 Books Young Adult Held as of June 30

6.3 Total Print Materials Held

6.4 Languages in print material collection (check all that apply)

6.5 # of Physical Audio Materials

6.6 # of Physical Video Materials

6.7a Do you loan internet enabled devices? Laptops, Chromebooks, etc.)

6.7b How many devices available for check-out and use outside the library?

6.8a Do you lend hot spots?

6.8b How many hot spots available for check-out and use outside the library?

6.9 All other Physical Items (do not include hotspots and devices)

6.10 Total Physical Items (auto-calculated)

6.11 (Optional) Current Print Serial Subscriptions
Electronic Materials available to patrons
eBooks

6.12 eBooks available purchased by your library?

6.13 eBooks available purchased by consortium/collective?

6.14 eBooks available purchased by the State Library? (pre-filled) eSerials

6.15 eSerials available purchased by your library?

6.16 eSerials available purchased by a consortium/collective?

6.17 eSerials available purchased by the State Library? eAudios

6.18 eAudios available purchased by your library?

6.19 eAudios available purchased by a consortium/collective?

6.20 eAudios available purchased by the State Library? (pre-filled) eVideos

6.21 eVideos available purchased by your library?

6.22 eVideos available purchased by a consortium/collective?

6.23 eVideos available purchased by the State Library?
Research Databases

6.24 Research Databases available purchased by your library?

6.25 Research Databases available purchased by a consortium/collective?

6.26 Research Databases available purchased by the State Library? Learning Platforms

6.27 Learning Platforms available purchased by your library? CY PY
FY 23-24 California Public Libraries Survey
$9,546 $11,603 $0 $0 $0 $0 $0 $0 $0 $0 $4,770 $5,798 $6,624 $8,051 $0 $0 $3,351 $3,694 32,506 31,516 4,576 5,149 80,081 77,114 Chinese,Spanish 3,769 4,509 2,573 2,949 No No 0 0 No No 0 0
14 12 86,437 84,584 59 Yes 648 Yes 13,490 No 0
No No No Yes Yes No No No No Yes No No Yes
PAGE 1758 of 1856

6.28 Learning Platforms available purchased by a consortium/collective?

6.29 Learning Platforms available purchased by the State Library? Section 7 Library Services

7.1 Hours Open, All Outlets (automatically sums entries in branch and bookmobile section )

7.2 Library Visits

7.3 Reporting method for visits

7.4 Reference Transactions

7.5 Reference transactions reporting method
Circulation
Late fines

7.6 Do you charge any patrons late fines for physical materials?

7.7 Charge per day for Adults

7.8 For Young Adults

7.9 For Children
Circulation of Physical Materials

7.10 Total Physical Item Circulation (include ALL physical items, including hotspots, library of things)

7.11 Circulation of Children's Materials (subset of total)

7.12 Circulation of Non English Materials (subset of total)

7.13 Circulation of internet-enabled devices (laptops, Chrombooks, etc)

7.14 Circulation of hotspots

7.15 Circulation of all other Physical Items (Library of things. Exclude hotspots, laptops, books, physical audio, physical video)

7.16 Do you offer automatic renewals for physical items?

7.17 ILL Loans to others

7.18 ILL Loans received from others
Electronic Content Use

7.19 eBook Circulation

7.20 eSerial Circulation

7.21 eAudio Circulation

7.22 eVideo Circulation
Circulation Totals

7.23 Total eMaterial Circulation (auto calculated)

7.24 Total Circulation of Materials (7.10 + 7.23)
Live Programming-Include ALL library programs, onsite and offsite, including summer & literacy Early learning: Ages 0-5

7.25a # of Live, In-person Children's Programs for Ages 0-5

7.25b # of Live, Virtual Children's Programs for Ages 0-5

7.26a Attendance at Live, In-person Children's Programs for Ages 0-5

7.26b Attendance at Live, Virtual Children's Programs for Ages 0-5 Children's programs: Ages 6-11

7.27a # of Live, In-person programs for Children ages 6-11

7.27b # of Live, Virtual programs for Children ages 6-11

7.28a Attendance at Live, In-person programs for Children ages 6-11

7.28b Attendance at Live, Virtual programs for Children ages 6-11 FY 23-24 California Public Libraries Survey
CY PY
No Yes 3,531 3,080 210,365 184,617 Annual Count 9,118 6,494 Annual Count Yes Yes $0.25 $0.25 $0.25 $0.25 $0.25 $0.25 122,111 144,075 71,363 104,325 10,041 20,246 0 0 0 0
2,101 No 74 60 10 15 8,842 0
5,023 0
13,865 135,976 155,235 63 48 0 0
2,587 1,722 0 0
30 25 0 0
1,335 2,062 0 0
PAGE 1759 of 1856
Young Adult Programs

7.29a # of Live, In-person Young Adult Programs for Ages 12-18

7.29b # of Live, Virtual Young Adult Programs for Ages 12-18

7.30a Attendance at Live, In-person Young Adult Programs for Ages 12-18

7.30b Attendance at Live, Virtual Young Adult Programs for Ages 12-18 Adult Programs

7.31a # of Live, In-person Adult Programs for Ages 19+

7.31b # of Live, Virtual Adult Programs for Ages 19+

7.32a Attendance at Live, In-person Adult Programs for Ages 19+

7.32b Attendance at Live, Virtual Adult Programs for Ages 19+ General Interest Programs

7.33a # of Live, In-person Programs for all ages

7.33b # of Live, Virtual Programs for all ages

7.34a Attendance at Live, In-person Programs for all ages

7.34b Attendance at Live, Virtual Programs for all ages Off-site programming count This is a sub set of all programming. Include live, offsite programs, NOT virtual programs

7.35a Of the above live, in-person programs, how many were offsite?

7.35b Attendance at all offsite programs
Recorded Programming

7.36a # recordings of program content

7.36b # views/listens of recorded program content

7.37 # of self-directed activities

7.38 # of participants

7.39 Describe activities (narrative)
Electronic Services

7.40 CIPA Compliant?

7.41 Annual Uses of Public Internet Computers

7.42 Reporting Method for Uses of Computers

7.43 Virtual Visits to the library website

7.44 Wireless Sessions Per Year

7.45 Reporting Method for Wifi Sessions

7.46 # of Internet Terminals (auto calculated from entries in Outlets sections)

7.47 ILS System (choose from dropdown or enter other)
Section 8 Referenda
Leave blank if no referendum occurred during the report year. Do not report referenda from prior years.

8.1 Referendum Election Date

8.2 Referendum Local Agency

8.3 Referendum Funding Purpose

8.4 Referendum Type of Tax

8.5 Referendum Percentage of Yes Votes

8.6 Referendum Vote Required

8.7 Referendum Vote Outcome

8.8 Referendum Notes
FY 23-24 California Public Libraries Survey
Self-directed Activities
CY PY
15 17 0 0
208 221 0 0
174 174 0 0
3,706 3,127 0 0
4 2
0 0
3,131 1,375 0
24 15 1,906 1,753 0 0
0 0
4 0
-1 0
Sidewalk Chalk Obstacle Course, Coloring and Sticker Art, Origami No No 11,738 8,637 Annual Count Annual Count 75,053 192,345 -1 -1 25 40 Apollo (Biblionix) Other (please list) PAGE 1760 of 1856
FY 23-24 California Public Libraries Survey

2.11, Is this library jurisdiction designated by local government as a supporting department in emergency operations?
The Library functions as a cooling center--2024-10-06

3.2, State Funds
CTF funds--2024-10-14

3.3, Federal Funds
E-rate Funds--2024-10-14

5.4, Total number of volunteers (count heads)
Number of teens in the Teen Advisory Group--2024-10-06
Beginning Salary for Librarian III
This position has been eliminated--2024-10-06

6.9, All other Physical Items (do not include hotspots and devices) CD player and park passes--2024-10-07

7.2, Library Visits
This number was double checked because of the large increase from the year before.--2024-10-07

7.38, # of participants
Because these activities use a minimal amount of supplies or happen outside the facility, participant numbers are not tracked--2024-10-09

7.43, Virtual Visits to the library website
Previous reporting made use of analytic software we no longer have access to, which we believe may have tracked more library pages than are currently monitored.--2024-10-09 PAGE 1761 of 1856

10.1 FSCSKey

10.2 State assigned identification number

10.3 Library Code

10.4 Short Name

10.5 Legal Name

10.6 Physical Street Address

10.7 City

10.8 Zip Code

10.9 Zip+4 Code

10.10 Mailing Street Address

10.11 Mailing City

10.12 Mailing Zip Code

10.13 Mailing Zip +4

10.14 County
Contact information

10.15 Phone

10.16 Outlet Type Code

10.17 Facility Owned By

10.18 Established Scheduled Hours for Public Service?

10.19 At least one paid staff works at facility?

10.20 Separate Quarters?
Hours

10.21 Days typically open per week

10.22 Hours open in typical week

10.23 Total hours branch was actually open during reporting year

10.24 Weeks outlet was actually open during reporting year

10.25 Staff FTE

10.26 Population Served

10.27 Reader Seats

10.28 Volumes Held

10.29 Circulation

10.30 Total outlet operating expenditure
Facility Information

10.31 Year Built

10.32 Year opened

10.33 Year remodeled

10.34 Adequacy of Facility

10.35 Estimated cost of deferred maintenance

10.36 Rate the accuracy of this estimate (ballpark vs calculated)

10.37 Facility Upgrade Needs

10.38 Estimated cost of this improvement

10.39 Rate the accuracy of this estimate (ballpark vs calculated)

10.40 Gross square ft.

10.41 LEED Certification

10.42 In emergency situations, does this branch provide any of the following to the community?

10.43 Does this building have a back-up generator?

10.44 Does this building have a seed library?
Section 10 Library Outlets

10.1-10.14 are CSL only. Contact CSL with changes
Counts
Emergency Services
Collection
CA0119 M715 M715.001 San Marino CROWELL PUBLIC LIBRARY 1890 HUNTINGTON DR. SAN MARINO 91108 2595 1890 HUNTINGTON DR. SAN MARINO 91108 2595 Los Angeles (626) 300-0777 Central City Yes Yes Yes 7

58.00 3,531 17.29 34,643 160 86,437 122,111 $1,535,852 2008 01/2008 N/A 8 -1Not Applicable Informed/Calculated estimate 29,000 LEED Silver Cooling center NoYes $0 PAGE 1762 of 1856

10.45 Number of Internet Terminals for use by public

10.46 Internet connection speed

10.47 Need more bandwidth?

10.48 Increase in speed in the next five years?

10.49 Age of cabling (in years)

10.50 More than half of cabling older than five years?

10.51 More than half of cabling older than three years?

10.52 Name of internet provider (e.g. AT&T)

10.53 Type of internet connection (choose from dropdown)

10.54 When current contract for Intenet service expires

10.55 Rate reliability of current Internet service (choose from dropdown)

10.56 Connected to Internet via CENIC/CalREN/State Library Broadband program? Y/N

10.57 Is Wifi available to patrons?

10.58 Available 24/7?

10.59a Hours available, start time

10.59b Hours available, end time

10.60 Maximum users at one time

10.63 10.64

10.65 Internet Service
Wifi network
Legislative Districts
Internet
Electronic Services
State Senate
State Assembly
U.S. House
Holdings, Circulation & Expenditures

10.22 Do you charge borrowers for late returns of print materials?

10.23 Charge per day per item for Adults?

10.24 Charge per day per item for Teens?

10.25 Charge per day per item for Children?
Legislative Districts
251 Gbps (Gigabits per second) No NoMore than 10 Yes Yes AT&T Fiber 06/30/2029 Generally reliable Yes True Yes 600 SD 25 AD 49 CD 28 PAGE 1763 of 1856
TO: Mayor and City Council
FROM: Philippe Eskandar, City Manager
BY: Isidro Figueroa, Community Development Director
DATE: November 13, 2024
SUBJECT: APPROVAL OF FRANCHISE TAX BOARD DATA SHARING

AGREEMENT

STRATEGIC PLAN CRITICAL SUCCESS FACTORS
Efficient, Responsive, and Effective City Services
Fiscally Responsible and Transparent City Government

BACKGROUND
The California Franchise Tax Board (FTB) offers a data sharing program where the City and State can share business license tax data in exchange for the State’s income tax information. This allows each agency to ensure that business owners are properly registered with both agencies and are properly reporting their taxes.

DISCUSSION
Since 2016, the City has participated in the City/County Business Tax Program (CCBT) with the California Franchise Tax Board (FTB). This data-sharing program allows the exchange of business license and income tax data to ensure proper registration and tax reporting by businesses.

On January 12, 2022, the City Council authorized the City Manager to renew the agreement, which is set to expire on December 31, 2024. If the City decides to continue participation, the agreement will be effective from January 1, 2025, to December 31, 2027.

Steven W. Huang, DDS, Mayor
Gretchen Shepherd Romey, Vice Mayor
Tony Chou, Council Member
Calvin Lo, Council Member
Steve Talt, Council Member
PAGE 1764 of 1856
Key Features of the Program:
• The program authorizes the reciprocal exchange of limited confidential data between FTB and participating cities/counties.
• Participating cities/counties provide their local business license data to FTB. In exchange, FTB completes a data match for business activity in the respective city or county.
• This data exchange aids 1) FTB in finding businesses who do not file income tax returns and 2) cities and counties in identifying unlicensed businesses within their jurisdiction.
• There is no charge to either party for this reciprocal agreement.

Procurement review is not applicable.
• This program will identify unauthorized or unlicensed entrepreneurs or companies conducting business in the City without a business license.

This program will identify such action when the business files their personal or corporate state income tax.
• We transmit data using Secure Web Internet File Transfer (SWIFT) to securely transmit data to and from FTB.
• Participation in the program is voluntary.

In addition, California Revenue and Taxation Code Section 19551.5 mandates counties to provide city business licensing and tax information to the FTB upon request. Section 19551.1 authorizes such agreements for the purpose of sharing tax information.

FISCAL IMPACT & PROCUREMENT REVIEW
There is no cost to the City to participate in this program. Procurement review is not applicable.

LEGAL REVIEW
The City Attorney's office has reviewed and approved as to form.

RECOMMENDATION
Staff recommends the Council approve the FTB Data Sharing Agreement and direct the City Manager to execute the agreement and future extensions as needed. If the City Council concurs with staff’s recommendation, an appropriate motion would be:
“I move to approve the Franchise Tax Board Data Sharing Agreement and direct the City Manager to execute the agreement and future extensions as needed.”
PAGE 1765 of 1856

ATTACHMENTS

1. Franchise Tax Board Data Sharing Agreement

2. Exhibits A, B, D, E, F & G to Agreement

3. GenAI Disclosure STD 1000
PAGE 1766 of 1856

2. The term of this Agreement is:

Attachment 1
PAGE 1767 of 1856
PAGE 1768 of 1856
State of California City of San Marino
Franchise Tax Board Agreement # 107580

Page 1 of 12 ends

San Marino City CouncilNovember 13, 2024

San Marino City Council
November 13, 2024