Agenda packet — Sierra Madre City Council, March 25, 2025 (part 1 of 2)

CITY COUNCIL

MEETING AGENDA PACKET
Tuesday, March 25, 2025
5:30 pm
Sierra Madre City Council Chambers
232 W. Sierra Madre Boulevard
Sierra Madre, California 91024
Mayor Robert Parkhurst, Mayor Pro Tempore Kristine Lowe Council Members: Edward Garcia, Gene Goss, and Kelly Kriebs AGENDA

REGULAR MEETING

SIERRA MADRE CITY COUNCIL
Robert Parkhurst, Mayor
Kristine Lowe, Mayor Pro Tem
Edward Garcia, Council Member
Gene Goss, Council Member
Kelly Kriebs, Council Member
Sue Spears, City Treasurer
Tuesday, March 25, 2025
5:30 pm
City of Sierra Madre
City Council Chambers
232 W. Sierra Madre Boulevard
Sierra Madre, California 91024
The Brown Act provides the public with an opportunity to make public comments at any public meeting; As an alternative, public comment may be made by e-mail to [email protected] by 3:00PM on the day of the meeting. Emails will be acknowledged at the Council meeting, filed into public record, and scanned onto the City website for public review.

The meeting will be streamed live on the City’s website at www.cityofsierramadre.com, on Foothills Media website at http://www.foothillsmedia.org/sierramadre and broadcast on Government Access Channel 3 (Spectrum)

CODE OF CONDUCT
The purpose of a City Council meeting is to conduct City business. Members of the public that behave in a manner that interrupts or obstructs the Council’s ability to conduct City business may be asked to leave the meeting. Any and all demonstrations which disrupt, interrupt, or obstruct the Council’s ability to conduct City business are prohibited. No signs, posters or other large objects shall be brought into the Council Chambers or other meeting place if doing so would disrupt, disturb or otherwise impede the orderly course of the meeting.

CALL TO ORDER/ROLL CALL MEMBERS OF THE CITY COUNCIL
Mayor Parkhurst, Mayor Pro Tem Lowe, Council Member Garcia, Council Member Goss, Council Member Kriebs

PLEDGE OF ALLEGIANCE AND INSPIRATION
Council Member Garcia

APPROVAL OF MEETING AGENDA
Vote of the City Council to proceed with City business.

COUNCIL OUT FROM CLOSED SESSION
No Closed Sessions were held during the period between March 11, 2025 and March 25, 2025

APPROVAL FOR READING RESOLUTIONS AND ORDINANCES
Vote of the City Council to read all Ordinances and Resolutions by title only and waive the reading in full.

APPROVAL OF MEETING MINUTES
Approval of March 11, 2025, Regular City Council meeting minutes Approval of March 17, 2025 Special City Council meeting minutes

MAYOR AND CITY COUNCIL REPORTS
Reporting of Council Members' activities related to City business.

PUBLIC PARTICIPATION CODE OF CONDUCT
The Council requests that participants refrain from making personal, slanderous, profane, or disruptive remarks. A person who continues to disrupt the orderly conduct of the meeting after being warned by the Mayor or designee to cease the disruption may be precluded from further participation in the meeting. No signs, posters, or other large objects shall be brought into official meeting places if doing so would disrupt, disturb, or otherwise impede the orderly course of the meeting.

PUBLIC COMMENT
The Council will listen to the public on any item on the agenda. In addition, the Council will devote time for public comment on items not on the agenda. Addressing the City Council from the audience is not permitted; all comments addressing the Council must be made from the podium. Only public comment made from the podium will be recognized by the City Council and entered into public record.

Providing Public Comment For Items on the Meeting Agenda Persons wishing to speak on any item on the agenda will be called during the comment period at the time the agenda item is brought forward. Persons wishing to speak on closed session items have a choice of doing so either immediately prior to the closed session or at the time for comments on items at the open session.

Provide Public Comment for Topics not on the Meeting Agenda Time shall be devoted to provide public comments for items not on the agenda. Under the Brown Act, Council is prohibited from taking action on items not on the agenda.

Providing Public Comment

1. Any person wishing to provide public comment is asked to complete a comment card. Each speaker will be limited to up to three continuous minutes, which may not be delegated or deferred.

2. Comments addressed to the Council shall occur during the appropriate time on the agenda and should not be construed as an opportunity for dialogue.

PRESENTATIONS

1. ANNUAL PUBLIC SAFETY REPORT FROM THE SIERRA MADRE FIRE DEPARTMENT

2. ANNUAL PUBLIC SAFETY REPORT FROM THE SIERRA MADRE POLICE DEPARTMENT

ACTION ITEMS
Regardless of staff recommendation on any agenda item, the City Council will consider such matters, including action to approve, conditionally approve, reject, or continue such item.

CONSENT
a) CONSIDERATION OF RESOLUTION 25-19 APPROVING CERTAIN DEMANDS It is recommended that the City Council approve Resolution 25-19 approving payment of City Warrants in the aggregate amount of $334,518.15, Sierra Madre Library Warrants in the aggregate amount of $492,678.60, and Payroll Transfer in the aggregate amount of $586,163.57; for the Fiscal Year ending June 30, 2025. b) CONSIDERATION OF AWARD OF GENERAL CONTRACTOR SERVICES CONTRACT TO TAYLOR TENNIS COURTS INC. FOR THE 2025 SIERRA VISTA PARK PICKLEBALL CONVERSION PROJECT IN AN AMOUNT NOT TO EXCEED $133,866
It is recommended that the City Council approve and award a professional general contractor services contract to Taylor Tennis Courts, Inc. c) CONSIDERATION AWARD OF PROFESSIONAL ARCHITECTURAL &
ENGINEERING SERVICES FOR RESTORATION & RENOVATIONS PROJECTS:

LIZZIES TRAIL INN & THE RICHARDSON HOUSE HISTORICAL MUSEUM CONTRACT TO TSK ARCHITECTS, IN AN AMOUNT NOT TO EXCEED $77,500 It is recommended that the City Council award TSK Architects a professional architectural services contract. The preparation of plans and specifications for the restoration and renovation of Lizzies Trail Inn and The Richardson House Museum in an amount not exceeding $77,500.
d) GENERAL PLAN AND HOUSING ELEMENT ANNUAL PROGRESS REPORTS It is recommended that the City Council accept, receive and direct staff to file the General Plan (GP) and Housing Element (HE) Annual Progress Reports (APRs) and file these 2024 GP and HE APRs with the California Department of Housing and Community Development (HCD) and Office of Planning and Research (OPR). e) CONSIDERATION TO AMEND THE 2024/25 CAPITAL IMPROVEMENT BUDGET

FOR THE PUBLIC WORKS DEPARTMENT EQUIPMENT UPGRADE
It is recommended that the City Council approve a budget amendment to reallocate and increase the Capital Improvement Fund by $34,899.51 to purchase a Caterpillar Inc. Model 920 Wheel Loader.
f) REVIEW OF FY 2024/2025 GANN APPROPRIATIONS LIMIT CALCULATION AND

EXTERNAL AUDIT CONFIRMATION
No action is required. It is recommended that the City Council receive and file this informative report.

DISCUSSION

1. CONSIDERATION OF ORDINANCE NO. 1480-U APPROVING AN UNCODIFIED

URGENCY ORDINANCE TO STREAMLINE AND REDUCE THE COST OF

REDEVELOPMENT OF STRUCTURES IMPACTED BY THE EATON FIRE
It is recommended that the City Council adopt Ordinance No. 1480-U approving an uncodified urgency ordinance to streamline and reduce the cost of redevelopment of structures impacted by the Eaton Fire

2. CONSIDERATION OF ORDINANCE NO. 1481 AMENDING CHAPTER 3.40 (CLAIMS AND CLAIMS PROCEDURES) OF TITLE 3 (REVENUE AND FINANCE) OF THE

SIERRA MADRE MUNICIPAL CODE TO AUTHORIZE THE CITY MANAGER TO ALLOW, COMPROMISE, OR SETTLE CLAIMS UP TO $50,00
It is recommended that the City Council introduce for first reading Ordinance No. 1481, amending Chapter 3.40 (Claims and Claims Procedures) of Title 3 (Revenue and Finance) of the Sierra Madre Municipal Code, to authorize the City Manager to allow, compromise, or settle claims up to $50,000.

3. STRATEGIC PLAN UPDATE
It is recommended that the City Council review the updated Strategic Plan and provide City staff with any changes in organization or substance.

AVAILABILITY OF AGENDA MATERIALS
Materials related to items on this agenda are available for public inspection on the City’s website at www.cityofsierramadre.com.

LIVE BROADCASTS
Regular City Council meetings are broadcast live on Cable Channel 3 and rebroadcast on Wednesday and Saturday at 5:30 p.m.

MEETING ASSISTANCE
If you require special assistance to participate in this meeting, please call the City Clerk’s office at (626) 355-7135 at least 48 hours prior to the meeting.

ADJOURNMENT
The City Council will adjourn to a meeting to take place April 8, 2025.

The Brown Act provides the public with an opportunity to make public comments at any public meeting.

MINUTES

SPECIAL MEETING

SIERRA MADRE CITY COUNCIL
Monday March 17, 2025
9:00 am
The Only Place In Town
110 W. Sierra Madre Boulevard
Sierra Madre, California 91024
Robert Parkhurst, Mayor
Kristine Lowe, Mayor Pro Tem
Edward Garcia, Council Member
Gene Goss, Council Member
Kelly Kriebs, Council Member
Sue Spears, City Treasurer

CALL TO ORDER/ROLL CALL MEMBERS OF THE CITY COUNCIL
Mayor Parkhurst, Mayor Pro Tem Lowe, Council Member Garcia, Council Member Goss, Council Member Kriebs

CALL TO ORDER/ROLL CALL MEMBERS OF THE CITY COUNCIL
Mayor Parkhurst called the meeting to order at 9:00 am. City Clerk Aguilar called the roll.

Present: Mayor Robert Parkhurst, and Council Members Gene Goss and Kelly Kriebs

Absent: Mayor Pro Tem Kristine Lowe
Council Member Edward Garcia (excused)
Also Present: Jose Reynoso, City Manager
Miguel Hernandez, Assistant City Manager
Laura Aguilar, Deputy City Manager/City Clerk
Arnulfo Yanez, Director of Public Works
Fire Chief Brent Bartlett
Police Chief Gustavo Barrientos
Police Captain Henry Amos
Steven McGee, Public Works and Utilities Manager
Also Present: Congresswoman Judy Chu (CA-28)
Enrique Robles, CA-28 District Chief of Staff for the Honorable Judy Chu Maile Plan, Senior Field Representative for the Honorable Judy Chu

OPENING REMARKS
Mayor Parkhurst
9:02 am, Mayor Pro Tem Lowe arrived.

PLEDGE OF ALLEGIANCE
Mayor Parkhurst

DISCUSSION
Regardless of staff recommendation on any agenda item, the City Council will consider such matters, including action to approve, conditionally approve, reject, or continue such item.

FEDERAL FUNDING UPDATE - No action is required by the City Council. However, the Council may choose to agendize any of these items for a future meeting.  Sierra Madre Public Safety Entitlement Update
The City of Sierra Madre continues to seek federal assistance for public safety initiatives, including funding to support police emergency response capabilities. The City seeks an update on entitlement funding to supplement the City’s public safety measures.

An update was provided by Police Chief Barrientos. No action was taken by the City Council.  Hazard Mitigation Plan – FEMA Funding
The City has been working on an updated Hazard Mitigation Plan to strengthen its resilience against natural disasters. Federal funding opportunities through FEMA’s Hazard Mitigation Grant Program (HMGP) and Building Resilient Infrastructure and Communities (BRIC) program will be explored to:
o Support infrastructure improvements to reduce wildfire and flood risks. o Enhance emergency preparedness and response efforts.
o Develop long-term mitigation strategies to protect residents and city assets.

An update was provided by Fire Chief Bartlett. No action was taken by the City Council.

WATER INFRASTRUCTURE PROJECTS – No action is required by the City Council. However, the Council may choose to agendize any of these items for a future meeting. (Public Works & Utilities Manager Steven McGee)
 Seismic Retrofit of Water Reservoirs
The City of Sierra Madre’s aging water infrastructure is in need of seismic retrofitting to meet modern safety standards. Federal funding is critical to:
o Improve the structural integrity of reservoirs to withstand seismic events. o Ensure continued water service and fire suppression capabilities in the event of an earthquake.
o Reduce the financial burden on local ratepayers by leveraging federal grants and lowinterest loans.  Auburn Reservoir
The Auburn Reservoir is a key component of the City’s water system and requires significant upgrades to meet state and federal safety standards. The City seeks federal assistance for:
o Engineering and design costs for seismic retrofitting. o Construction funding through the Water Infrastructure Finance and Innovation Act (WIFIA) or other federal programs.
o Advocacy support to prioritize small city water infrastructure needs in future federal appropriations.

An update was provided by Public Works and Utilities Manager Mc Gee and Assistant City Manager Hernandez. No action was taken by the City Council.

Congresswoman Judy Chu (CA-28) provided an update on the City’s request for federal funding, and expressed that the change in the current administration has left some uncertainty in the distribution of federal funds.

Mayor Parkhurst opened public comment for items on the agenda.

Glenn Lambdin, 444 Sturtevant: asked about the availability of grant funds and the City’s ability to apply.

Yvette Del Corazon: expressed her concerns with the Yucca Debris Structure.

Sander Zandbergen: Shared his concerns job stability and lay-offs of federal government employees.

Seeing no one else come forward, Mayor Parkhurst closed public comment.

The meeting was adjourned without objection at 10:07 am to a regular meeting scheduled for March 25, 2025. _________________________________
Robert Parkhurst, Mayor
Minutes taken and prepared by:
____________________________
Laura Aguilar, City Clerk

ACTION ITEMS
Regardless of staff recommendation on any agenda item, the City Council will consider such matters, including action to approve, conditionally approve, reject, or continue such item.

AVAILABILITY OF AGENDA MATERIALS
Materials related to items on this agenda are available for public inspection on the City’s website at www.cityofsierramadre.com.

LIVE BROADCASTS
Regular City Council meetings are broadcast live on Cable Channel 3 and rebroadcast on Wednesday and Saturday at 5:30 p.m. This meeting will be broadcast on Channel 3 at a later date.

MEETING ASSISTANCE
If you require special assistance to participate in this meeting, please call the City Clerk’s office at (626) 355-7135 at least 48 hours prior to the meeting.

ADJOURNMENT
The City Council will adjourn to a Regular meeting to take place on March 25, 2025.

City of Sierra Madre
Agenda Report
TO: Mayor and City Council
FROM: Anthony Rainey, Finance Director
REVIEWED BY: Jose Reynoso, City Manager
DATE: March 25, 2025
SUBJECT: APPROVAL OF WARRANTS FOR PAYMENT

STAFF RECOMMENDATION
Staff recommends the City Council approve payment of the following:
 Outstanding Obligated City Warrants: $334,518.15
 Outstanding Obligated Sierra Madre Library Warrants: $492,678.60  Payroll Transfer: $586,163.57

ALTERNATIVES

1. Approve the requested ratifications.

2. Direct staff to return with additional information.

SUMMARY
To ratify means to formally approve or confirm a decision or action, making it officially valid. In this context, it ensures that the City Council affirms the payment of public funds after a thorough review process. The City Council is requested to ratify warrants and approve checks issued for payment, as certified by the Director of Finance. These payments have been reviewed for compliance with the City’s approved budget, financial policies, and authorized spending limits.

Ratification by the City Council formally authorizes the disbursement of public funds, ensuring transparency, accountability, and adherence to sound fiscal management practices.

Attachment 1A – Warrant Register Post Date 3/25/25 - provides an aggregated breakdown of the warrants, including descriptions (e.g. categories of payments), amounts, and corresponding fiscal year allocations. Note that the last page It serves as a reference document to support the warrant approvals requested in this report, ensuring transparency and accountability in financial transactions. The attachment includes details on general warrants, utility bills, library warrants, and payroll transfers.

Robert Parkhurst, Mayor
Kristine Lowe, Mayor Pro Tem
Edward Garcia, Council Member
Gene Goss, Council Member
Kelly Kriebs, Council Member
Sue Spears, City Treasurer

Page 2 of 4 ends

Following Attachment 1A, the Check Approval Register provides a comprehensive record of financial disbursements by the City of Sierra Madre, detailing payment transactions, vendor information, and check dates to ensure transparency and accountability. Additionally, the Payroll Summary Register outlines payroll disbursements, including total earnings, employer expenses, and overall payroll costs for each pay period. The total payroll expenditure for the most recent pay period (PR #6) for Date 3/13/2025:

Total Earnings (Salaries) @ $439,336.21 plus Employer Benefits1 @$146,827.36 = Total @ $586,163.57, This aligns with the payroll transfer amount listed in Attachment 1A. These records collectively support the accuracy and legitimacy of the financial transactions presented for approval.

ANALYSIS
State and City Requirements: The approval of warrants for payment by the City Council is a procedural requirement established under the California Government Code (§ 37208) and the Sierra Madre Municipal Code (§ 3.04.010). The City utilizes resolutions to approve warrants in accordance with Chapter 3.04 - Administration of Fiscal Matters under Title 3 - Finance of the Sierra Madre Municipal Code. These provisions outline the procedures and regulations governing the issuance and management of payment warrants, ensuring transparency, accountability, and compliance in financial transactions involving public funds.

Warrant: A "warrant" is a written authorization directing the payment of money to vendors, contractors, or service providers for goods or services rendered to City departments. These measures ensure that public funds are used appropriately and in alignment with City policies and legal requirements.

Purpose of the Process: The primary purpose of this process is to confirm that all payments align with the City’s budgetary allocations, procurement policies, and service agreements.

Approval by the City Council serves as a critical management control, ensuring that expenditures are lawful, necessary, and consistent with City priorities. Department Heads review and verify invoices, while City staff maintain robust internal controls through proper documentation, authorization workflows, and reconciliation procedures.

Warrant for Payment Report: This attached report, commonly referred to as the Check Approval Register, provides a detailed account of payees, payment amounts, and purposes.

This tool allows the City Council and staff to actively monitor expenditures, ensuring financial oversight, fostering public trust, and reinforcing fiscal responsibility. Failure to adhere to these practices could expose the City to financial risks, compliance issues, and diminished public confidence.

Check Approval Register Overview: The Check Approval Register is generated using the City's Enterprise Resource Planning (ERP) system, Tyler Technologies Pro 10. This report offers a comprehensive overview of financial disbursements, including payee names, payment amounts, dates, and purposes. By providing a clear and detailed record of financial transactions, the register promotes transparency and ensures public funds are utilized effectively. This level of detail allows City Council members and residents to track municipal expenditures and reinforces accountability in financial management. The following are key fields from the Check Approval Register and their definitions:

Page 3 of 4 ends

1. Packet: Refers to a batch of payment transactions processed together, often linked to a specific date or approval cycle.

2. Vendor Set: Identifies the category or group of vendors (e.g., utilities, general, or project-specific).

3. Vendor Number: A unique identifier assigned to each vendor for tracking and referencing purposes.

4. Vendor Name: The name of the individual or organization receiving the payment.

5. Bank Code: A code representing the bank account from which the payment is drawn.

6. Payment Type: Specifies the method of payment, such as check, electronic funds transfer (EFT), or wire transfer.

7. Invoice #: The unique number associated with the vendor's invoice, serving as a reference for the payment.

8. Invoice Description: A brief summary of the goods or services rendered, as described on the invoice.

9. Account Number: The City’s general ledger account charged for the payment, structured as follows:
a. Fund Code: (e.g., 10000) Identifies the fund, such as the General Fund. b. Department Code: (e.g., 81200) Indicates the responsible department, such as Public Works.
c. Object Code: (e.g., 52200) Specifies the type of expenditure, such as contractual services.

10. Distribution Amount: The amount allocated to a specific account, showing how the payment is distributed across budget line items.

These fields ensure accuracy, transparency, and accountability in financial reporting and expenditure tracking, aligning with the City’s commitment to sound fiscal management practices. This process not only fulfills legal and procedural requirements but also underscores the City's dedication to effective governance and responsible stewardship of public funds.

CONSISTENCY WITH GENERAL PLAN
Not applicable.

FINANCIAL REVIEW/SOURCE OF FUNDING
The payments presented for ratification have been made in accordance with the City’s approved budget for the fiscal year. All expenditures are charged to their respective funds and accounts as outlined in the City’s financial plan. The warrants, library payments, and payroll transfers were funded from the General Fund, Special Revenue Funds, and other designated

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funding sources, ensuring compliance with budgetary allocations and authorized spending limits. No unbudgeted or unauthorized expenses are included in this report.

ENVIRONMENTAL (CEQA)
Not applicable.

PUBLIC NOTICE PROCESS
This item has been noticed through the regular agenda notification process. Copies of this report can be accessed on the City’s website at www.cityofsierramadre.com.

Attachments
A- Warrants
B- Resolution 25-19
1 These typically include: Payroll Taxes – Employer-paid portions of Social Security, Medicare (FICA), and state/federal unemployment taxes (FUTA/SUTA). Retirement Contributions – Employer contributions to pension plans or retirement accounts, such as CalPERS (California Public Employees' Retirement System). Health and Benefits Costs – Employer-provided health insurance, dental, vision, life insurance, or other employee benefits. Workers’ Compensation Insurance – Employer-paid premiums for workers' compensation coverage. Other Employer Liabilities – Any additional costs required by employment agreements, union contracts, or city policies.

FOR CITY COUNCIL AGENDA ITEM NUMBER______

City of Sierra Madre
Agenda Report
TO: Honorable Mayor and Members of the City Council
FROM: Arnulfo Yanez, Director of Public Works
REVIEWED BY: Jose Reynoso, City Manager
DATE: March 25, 2025
SUBJECT: CONSIDERATION OF AWARD OF GENERAL CONTRACTOR
SERVICES CONTRACT TO TAYLOR TENNIS COURTS INC. FOR
THE 2025 SIERRA VISTA PARK PICKLEBALL CONVERSION
PROJECT IN AN AMOUNT NOT TO EXCEED $133,866

STAFF RECOMMENDATION
Staff recommends that the City Council approve and award a professional general contractor services contract to Taylor Tennis Courts, Inc. The contract includes a base bid of $111,555 and a 20% contingency of $22,311, not exceeding $133,866.

ALTERNATIVES

1.) Award the bid contract to Taylor Tennis Courts Inc., not exceeding $133,866, for the Professional General Contractor Services.

2.) The City Council may decline the bid proposal and provide staff direction.

SUMMARY
The Sierra Vista Park Pickleball Conversion Project will convert the existing tennis court at Sierra Vista Park into a dedicated pickleball facility to meet growing community demand.

This project will enhance recreational opportunities while addressing long-standing maintenance issues at the court. The project includes resurfacing the court, installing new pickleball lines, upgrading fencing, and adding nets and posts. Additionally, improvements will ensure ADA compliance, safety, and better utilization of park space.

Robert Parkhurst, Mayor
Kristine Lowe, Mayor Pro Tem
Kelly Kriebs, Council Member
Gene Goss, Council Member
Edward Garcia, Council Member
Sue Spears, City Treasurer

ANALYSIS
The Sierra Vista Park Pickleball Conversion Project aims to address the community's growing demand for pickleball courts.

The Los Angeles County Regional Park and Open Space District (RPOSD) implements and administers the Los Angeles County Safe, Clean Neighborhood Parks and Beaches Measure of 2016 (Measure A). Measure A provides funding for repairing and upgrading parks, recreational facilities, creating new parks, preserving open spaces and beaches, and supporting recreational programming. RPOSD facilitates online grant applications and administrative processes to ensure efficient oversight of all Measure A grants and programs.

Grantees must submit proof of authority from their jurisdiction/board representatives to apply for, accept, and administer Measure A grant funds. RPOSD’s new procedure allows a blanket resolution for all grant applications utilizing Annual Allocation funds. The resolution has been adopted, and the City of Sierra Madre has signed the Measure A Annual Allocation Grant Agreement.

Upon execution of the Agreement, the City of Sierra Madre can begin submitting project work plans to the Grants Management System for review and approval. RPOSD will issue a Notice to Proceed (NTP) for each approved project work plan. The City of Sierra Madre can submit multiple work plans and have multiple active NTPs simultaneously. This process eliminates the need for an individual grant agreement for each project, allowing agencies to commence projects immediately upon issuance of an NTP.

Key objectives of the conversion project improvements include:
 Health & Wellness: Pickleball promotes physical activity and is accessible to people of all ages and fitness levels. It helps improve cardiovascular health, mobility, and overall well-being.
 Community Engagement: The sport fosters social connections, bringing together players of different backgrounds and generations, strengthening the community fabric.
 Multi-Generational Appeal: Pickleball is a low-impact sport that can be enjoyed by youth, adults, and seniors alike, encouraging inclusive recreational opportunities.

On March 3, 2025, the city received one proposal before the closing date. Upon reviewing the proposal submitted, Taylor Tennis Courts, Inc. was selected as the contractor. The list of bidders and their corresponding bids is provided in Table A.

TABLE A
Contractor Total Bid
Taylor Tennis Courts, Inc. $111,555
Staff received positive references from the City of Fullerton and the City of Norwalk. The references confirmed that Taylor Tennis Courts, Inc. demonstrated professionalism and a clear understanding of the work, meeting expectations. All references indicated they would work with the contractor again.

FINANCIAL REVIEW
The City will utilize funding from the Los Angeles County Regional Park and Open Space District (RPOSD) Proposition A (1992 & 1996) and Measure A (2016) aimed to enhance parks, protect natural areas, and improve recreational access for residents.

CEQA REVIEW
This improvement project is categorically exempt from CEQA. California Code of Regulations Title 14, Chapter 3, Section 15301 describes Class 1 exemptions that include the repair, maintenance, or minor alteration of existing of existing facilities. Specifically, Section 15301(c) exempts the repair and maintenance of existing streets, highways, sidewalks, gutters, etc.

PUBLIC NOTICE PROCESS
This item has been noticed through the regular agenda notification process. Copies of this report are available at the City Hall public counter and at the Sierra Madre Public Library and can be accessed on the City’s website at www.cityofsierramadre.com.

ATTACHMENTS

1. General Bid from Taylor Tennis Courts, Inc.

City of Sierra Madre
Agenda Report
TO: Honorable Mayor and Members of the City Council
FROM: Arnulfo Yanez, Director of Public Works
REVIEWED BY: Jose Reynoso, City Manager
DATE: March 25, 2025
SUBJECT: CONSIDERATION OF AWARD OF PROFESSIONAL ARCHITECTURAL & ENGINEERING SERVICES FOR RESTORATION & RENOVATIONS PROJECTS:

LIZZIES TRAIL INN & THE RICHARDSON HOUSE HISTORICAL MUSEUM CONTRACT TO TSK ARCHITECTS, IN AN AMOUNT NOT TO EXCEED $77,500

STAFF RECOMMENDATION
Staff recommends that the City Council award TSK Architects a professional architectural services contract. The preparation of plans and specifications for the restoration and renovation of Lizzies Trail Inn and The Richardson House Museum in an amount not exceeding $77,500.

ALTERNATIVES

1.) The City Council may award TSK Architects a contract for the Restoration and Rehabilitation of Lizzies Trail Inn and The Richardson House Museum in an amount not exceeding $77,500.

2.) Council may direct Staff to accept an alternative bid

3.) The City Council may reject all bid proposals and give staff direction.

ANALYSIS
The City of Sierra Madre Public Works Department has determined that Lizzies Trail Inn and The Richardson House Museums are in need of major repairs. Public Works has met with the Historical Society and has determined to address the areas of concern, which include the following; ADA compliance access, roof and notching modifications, foundation and flooring, structure balance and grading. Two Request for Proposal document packets were received by the City on the closing date of December 19, 2024.

Upon review of proposals submitted, TSK Architects was selected to participate in an interview on January 31, 2025. The list of bidders and their corresponding bids are listed Robert Parkhurst, Mayor
Kristine Lowe, Mayor Pro Tem
Edward Garcia, Council Member
Gene Goss, Council Member
Kelly Kriebs, Council Member
Sue Spears, City Treasurer
in Table A.

TABLE A
Architectural Firm Total Bid
Architectural Resources Group $114,630
TSK Architects $77,500
TSK Architects comes with positive references from the City of Los Angeles Public Library, Los Angeles Unified School District, University of Las Vegas (UNLV), University of Southern California (USC), University of California, Santa Barbara (UCSB), City of Alhambra, City of Downey, City of Santa Monica and the City of San Diego, for whom in recent years have completed projects. All references say they have completed the work on schedule and without excessive change orders. All references stated that the firm acted professionally and clearly understood the work met their expectations. All references indicated that they would use them again.

In addition to the building design improvement, the proposal specifications included replacing damaged walkways throughout the project and replacing curbs and access ramps, all per ADA compliance regulations.

FINANCIAL REVIEW
Project funding will be provided by the California State Parks Department of Grants & Local Services (OGALS), which awarded the City of Sierra Madre a reimbursable grant of $184,666 on January 16, 2025. The contract with TSK Architects, in an amount not to exceed $77,500, will be funded from this grant.

As this is a reimbursable grant, the Public Works Department must compile and submit financial documentation in accordance with OGALS reporting requirements to receive grant drawdowns. This includes proof of expenditures, progress updates, and final project cost certification. Compliance with these requirements is essential to ensure timely reimbursement and adherence to grant conditions.
.

SUMMARY
The California State Parks Department’s Office of Grants and Local Services (OGALS) develops and administers grant programs that provide funding for local, state, and nonprofit organization projects. Funds are available for local park rehabilitation, creation, and improvement grants to local governments on a per capita basis. This program originates from Proposition 68, placed on the ballot, and approved by voters on June 5, 2018.

CEQA REVIEW
This improvement project is categorically exempt from CEQA. California Code of Regulations Title 14, Chapter 3, Section 15301 describes Class 1 exemptions that include the repair, maintenance or minor alteration of existing of existing facilities. Specifically, Section 15301(c) exempts the repair and maintenance of existing streets, highways, sidewalks, gutters, etc.

PUBLIC NOTICE PROCESS
This item has been noticed through the regular agenda notification process. Copies of this report are available at the City Hall public counter, at the Sierra Madre Public Library, and can be accessed on the City’s website at www.cityofsierramadre.com.

City of Sierra Madre
Agenda Report
TO: Honorable Mayor and Members of the City Council
FROM: Clare Lin, Director of Planning & Community Preservation PREPARED BY: Joshua Wolf, Senior Planner
REVIEWED BY: Jose Reynoso, City Manager
DATE: March 25, 2025
SUBJECT: GENERAL PLAN AND HOUSING ELEMENT ANNUAL

PROGRESS REPORTS

STAFF RECOMMENDATION
It is recommended that the City Council accept, receive and direct staff to file the General Plan (GP) and Housing Element (HE) Annual Progress Reports (APRs) and file these 2024 GP and HE APRs with the California Department of Housing and Community Development (HCD) and Office of Planning and Research (OPR).

SUMMARY
The City of Sierra Madre is providing an annual report to HCD and OPR on the status and progress made in implementing the General Plan and Housing Element with focus on the progress made toward meeting Sierra Madre’s Regional Housing Needs Allocation (RHNA). RHNA is the state-mandated process that sets the number of housing units that must be included, at all affordability levels, in each local jurisdiction’s housing element.

Provided in Exhibit A is the General Plan 2024 Annual Progress Report and in Exhibit B is the Housing Element 2024 Annual Progress Report for the City Council’s information.

On March 20, 2025, the Planning Commission reviewed the General Plan 2024 Annual Progress Report and the Housing Element 2024 Annual Progress Report. Planning Commission passed Resolution 25-03 accepting both progress reports and authorizing staff to submit the reports to OPR and HCD.

ANALYSIS
General Plan Annual Progress Report
Robert Parkhurst, Mayor
Kristine Lowe, Mayor Pro Tem
Edward Garcia, Council Member
Gene Goss, Council Member
Kelly Kriebs, Council Member
Sue Spears, City Treasurer
General Plan and Housing Element Annual Progress Reports March 25, 2025

Page 2 of 4 ends

Government Code Section 65400 subdivision (a)(1) and 65700 mandates the City to prepare an annual report on the status of the General Plan and progress in its implementation to OPR by April 1st of each year.

The GP APR provides for the annual review of the General Plan to assess the level of implementation and effectiveness of the General Plan as a guide for orderly growth and development, preservation and conservation of open space land and natural resources, and the efficient expenditure of public funds. The GP APR also provides information regarding the City’s progress in meeting its share of regional housing needs.

The General Plan is the City’s official policy that guides decisions affecting future physical development and change within the City. The General Plan was adopted on July 14, 2015.

Each element of the General Plan sets forth implementation actions and programs that are intended to carry out a policy and achieve specific objectives. The General Plan implementation actions and programs provided the basis from which to document the General Plan’s progress. The format and the content of the annual progress report were prepared in accordance with the State’s submittal requirements under the California Government Code Section 65400 subdivision (a)(1). The 2024 progress report is organized into three sections with six appendices and is available online at:
www.sierramadreca.gov/GeneralPlan. A summary of the progress report is provided below:

Section 1 Introduction: This section summarizes the purpose and the content of the General Plan, lists important dates, and identifies the location of the implementation actions and programs. The introduction also provides an overview of the General Plan Guidelines, as provided by the OPR, and the degree to which the City’s General Plan complies with OPR.

Section 2 General Plan Amendment Status: This section reviews the content and status of General Plan Amendments in 2023. Adopted amendments are identified.

Section 3 General Plan Implementation Progress: This section identifies the progress the City has made toward implementing the actions and programs of the General Plan during the reporting period. Each implementation action or program is presented in its entirety, followed by a summary of the related activity that occurred.

Appendices: Appendix A) General Plan Goals and Implementation actions; Appendix B) Copy of 2024 Housing Element Annual Progress Table; Appendix C) Presentation from the State of the City Address; Appendix D) Annual City Budget report Fiscal Year 24-25; and Appendix E) City of Sierra Madre’s Housing Element Compliance Letter from HCD dated August 1, 2022.

Housing Element Annual Progress Report
General Plan and Housing Element Annual Progress Reports March 25, 2025

Page 3 of 4 ends

Pursuant to Government Code Section 65400, local governments must provide by 1 st of
April of each year the annual report for the previous calendar year to the legislative bodies, the OPR and HCD.

Progress in Meeting Regional Housing Need Allocation
The City of Sierra Madre’s 2021-2029 Housing Element was adopted by City Council on June 6, 2022 and accepted by HCD in full compliance with State Housing Element Law on August 10, 2022. The Housing Element is required to demonstrate an ability to accommodate the RHNA reported in the housing element at the various income levels through vacant or underutilized land designated to allow residential development and housing production.

The APR is an important tool to facilitate implementation of a community’s housing element and in tracking and monitoring progress in addressing housing needs and goals.

The APR includes information on the City’s progress in addressing the regional housing need allocation, including the number of housing units permitted by income level, the status of programs in the housing element and efforts to remove governmental constraints.

The RHNA Progress Report – Net units issued with entitlement, building permit, and final construction by Affordability is attached herein as Exhibit A. Cities that are able to satisfy their entire RHNA allocation for all income categories are no longer subject to certain State housing laws, including Senate Bill No. 35 and portions of the Housing Accountability Act.

Cities and counties with a compliant housing element and up-to-date submissions of APRs gain access to SB 2 Building Homes and Jobs Act funds.

Reporting requirements have updated with the passage of recent legislation (Statutes of 2017: AB 879 and SB 35; Statutes of 2022: SB 6 and AB 2011; Statutes of 2023: SB 423). The report must now indicate whether housing development applications were subject to streamlining pursuant to any statutes.

It is recommended that the City Council accept, receive and file the GP and HE APR and direct staff to file these 2024 APRs with HCD and OPR.

FINANCIAL REVIEW
There is no financial impact related to the preparation of the annual report and submission to the California Department of Housing and Community Development. Staff time was incurred in the preparation of the report.

STRATEGIC PLAN CORRELATION
N/A

CEQA FINDINGS
General Plan and Housing Element Annual Progress Reports March 25, 2025

Page 4 of 4 ends

This annual report is exempt from the requirements of the California Environmental Quality Act (CEQA) as it is not a “project” as defined in CEQA Guidelines Section 15378(b)(5).

PUBLIC NOTICE PROCESS
This item has been noticed through the regular agenda notification process. Copies of this report are available on the City’s website at www.sierramadreca.gov.

Attachments:

Exhibit A – General Plan Annual Progress Report 2024
Exhibit B – Housing Element Annual Progress Report 2024

CITY OF SIERRA MADRE

GENERAL PLAN

ANNUAL PROGRESS REPORT
2024
Prepared by:

City of Sierra Madre
Planning and Community Preservation Department
232 West Sierra Madre Boulevard
Sierra Madre, CA 91024
Contact: Clare Lin, Acting Director
Joshua Wolf, Senior Planner
Sierra Madre 2024 General Plan Progress Report
This page is intentionally left blank.

Sierra Madre 2024 General Plan Progress Report
Table of Contents

1.0 Introduction............................................................................................................................1

2.0 General Plan Amendment Status ...........................................................................................2

3.0 General Plan Implementation Progress ..................................................................................2

3.1 Housing Element...............................................................................................................2

3.2 Grants ...............................................................................................................................3

3.3 Regional Housing Needs Status .......................................................................................3 Appendices
Appendix A General Plan Goals and Implementation Actions Appendix B Department of Housing and Community Development Annual Housing Element Progress Tables
Appendix C State of the City Address 2024
Appendix D Annual City Budget Fiscal Year 2024-2025
Appendix E City of Sierra Madre’s Housing Element Compliance letter dated August 1, 2022 Sierra Madre 2024 General Plan Progress Report
This page is intentionally left blank.

Sierra Madre 2024 General Plan Progress Report
Page | 1

1.0 Introduction
Government Code Section 65400 and 65700 mandate the City to prepare an annual report on the status of the General Plan and progress in its implementation to the Governor's Office of Planning and Research (OPR), and the Housing and Community Development (HCD) by April 1 of each year.

The General Plan Progress Report provides for the annual review of the General Plan to assess the level of implementation and effectiveness of the General Plan as a guide for orderly growth and development, preservation and conservation of open space land and natural resources, and the efficient expenditure of public funds. The General Plan Progress Report also provides information regarding the City’s progress in meeting its share of regional housing needs.

The General Plan is the City’s official policy that guides decisions affecting future physical development and change within the City. The General Plan was adopted on July 14, 2015, contains the seven State-required Elements as follows: Circulation Element, Conservation Element, Housing Element, Land Use Element, Noise Element, Open Space Element, Safety and Seismic Safety Element.

Each Element of the General Plan, except the Housing Element, concludes with a set of implementation actions and programs that are intended to carry out a policy and achieve specific objectives. The Housing Element combines sub-policies with implementation actions. The General Plan implementation actions and programs provide the basis from which to document General Plan progress. A list of Implementation Actions and Programs are provided in Appendix A of this report.

This General Plan Progress Report summarizes the General Plan implementation progress for 2024. Section 2.0 includes the status of General Plan Amendments. Section 3.0 presents a review of the implementation actions, by General Plan Element. The regional housing needs status update is provided under the Housing Element review in Section 3.3 of this report.

The General Plan was not amended in 2024. Consistent with Government Code Section 65400(a)(2), this General Plan Progress Report must be presented to the City Council for its review and acceptance on a regular meeting agenda.

Sierra Madre 2024 General Plan Progress Report
Page | 2

2.0 General Plan Amendment Status
Local governments are required to keep their General Plans current and internally consistent.

Although General Plans must be kept current, there is no specific requirement that a local government update its General Plan on a particular timeline, with the exception of the Housing Element, which is formally required to be updated every eight years, the Open Space Element, which must be updated by January 1, 2026, per Government Code 65565.5 (Senate Bill No. 1425), the Circulation Element, which must be updated by January 1, 2028, per subdivision (e) of Government Code 65098.1 (Assembly Bill No. 98), and the Conservation Element, which must be updated alongside any other General Plan element updated on or after January 1, 2028, per Government Code section 65302 (Assembly Bill No. 1889). The procedures for the initiation of processing of requests for a General Plan amendment can be referred to the City Council for initiation at a public hearing prior to processing. Once initiated, the General Plan Amendment and related environmental document are considered by the Planning Commission and a recommendation is made to the City Council through resolution. The City Council takes final action at a public hearing.

3.0 General Plan Implementation Progress
The following subsections represent the progress the City has made towards implementing the actions of the General Plan during the 2024 reporting period. Please refer to Appendix A of this report for a checklist of progress by implementation action/program. The following subsections and Appendix A are provided consistent with the requirements of Government Code Section 65400(a)(2)(A).

3.1 Housing Element
July 26, 2022: Sierra Madre’s Housing Plan has been developed in response to community and decision-maker input; identified housing needs, resources and constraints; and experience gained from implementation of the existing Housing Element. The Housing Plan sets forth goals, policies and programs to address the following goals:

Goal 1: Maintain and enhance the quality of existing housing and ensure that new residential development is consistent with the Sierra Madre’s small-town character.

Goal 2: Facilitate the provision of a range of housing types to meet community needs.

Goal 3: Reduce governmental constraints on the maintenance, improvement and development of housing while maintaining community character.

Goal 4: Promote equal housing opportunities for all residents, including Sierra Madre’s special needs populations, so that residents can reside in the housing of their choice.

Sierra Madre 2024 General Plan Progress Report
Page | 3
Goal 5: Promote environmental sustainability through support of existing and new development which minimizes reliance on natural resources.

This final Housing Plan section presents City of Sierra Madre’s goals, policies and programs for the 2021-2029 period and implementation actions. Please refer to Appendix A of this report.

3.2 Grants
Community Development Block Grant (CDBG): On September 4, 2024, the Senior Minor Home Rehabilitation Program (MHRP) was established. The City coordinated with the Los Angeles County Community Development Authority and the Federal Government’s Department of Housing and Urban Development for the use of CDBG funding to offer low- and moderateincome seniors in Sierra Madre grants for eligible construction costs not-to-exceed $17,255 per MHRP project. Eligible projects are intended to make mobility easier and may include but are not limited to: wheelchair ramps, handrails, grab bars, tub conversions to roll-in showers, roof repairs, plumbing repairs, and window replacement. The program is offered annually to ten eligible seniors. By December 31, 2024, sixteen seniors submitted pre-qualification forms to the City. To determine eligibility, requests for additional information were sent to each applicant who submitted interest forms. Seniors determined eligible were sent a formal MHRP application. By December 31, 2024, four formal MHRP applications were received.

3.3 Regional Housing Needs Status
Adopted on July 26, 2022, the 6th Cycle Housing Element identifies the Regional Housing Needs Assessment (RHNA), assigning the City of Sierra Madre 204 housing units to be created between 2021 and 2029. Of the 204 housing units to be created, RHNA allocates a distribution of housing units at various affordability levels to be created. The table below mirrors Table II-24 of Sierra Madre’s 6th Cycle Housing Element.

Income Level Percent of AMI* RHNA Units Share of Total
Very Low 0-50% 79 38%
Low 51-80% 39 19%
Moderate 81-120% 35 17%
Above Moderate 120%+ 51 26%
Total 204 100%
* AMI – Area Median Income
Sierra Madre 2024 General Plan Progress Report
Page | 4
The California Department of Housing and Community Development (HCD) considers a housing unit created when a building permit has been issued to construct it. The table below represents the progress of housing units created for all years in the 6th Cycle Housing Element.

Income Level Units Created to Date RHNA Units Percent Created Very Low 0 79 0%
Low 61 39 100%
Moderate 1 35 2.9%
Above Moderate 11 51 21.6%
The 2024 Annual Housing Element Progress Tables are provided in Appendix C of this report.

Appendix A
General Plan Goals and Implementation Actions

2021-2029 HOUSING ELEMENT V-33 HOUSING PLAN
Table V-4: Housing Programs Summary 2021-2029
Housing
Program
Program
Goal
2021-2029
Objective
Funding
Source
Responsible
Agency
Time
Frame

PRESERVING HOUSING ASSETS

1. Preservation of
Historic
Structures
Preserve and
maintain historic
structures, and
revitalize older
housing and
neighborhoods.

Continue to
advertise
preservation
incentives and
process Mills Act
applications in a
timely manner.

General;
Federal Tax
Credits
Planning &
Community
Preservation
Department
2021-2029

2. Adaptive
Reuse
Restore the
economic
usefulness of
historic buildings.

Provide expanded
opportunities for
housing, including
on properties in the
Religious Housing
Overlay (RHO).

General Planning &
Community
Preservation
Department
Conduct
workshop with
congregations
and non-profit
developers in
2022.

3. Minor Home
Repair Program
Provide financial
assistance for
home repairs to
lower income
households.

Develop program
guidelines and
conduct outreach
through the Senior
Center, Senior
Commission, City
newsletter and City
website. Seek to
assist 6 households
annually.

CDBG Planning &
Community
Preservation
Department;
Public Works
Department
Initiate
program and
conduct
outreach to
homeowners
by 2022.

Report on
progress
annually to
City Council
and LACDC.

4. Condominium
Conversion
Ordinance
Provide
protections for
tenants in
apartments
proposed for
conversion.

Continue to
implement
condominium
conversion
regulations.

General Planning &
Community
Preservation
Department
2021-2029

HOUSING DIVERSITY

5. Promote
Accessory
Dwelling Units
(ADUs)
Provide
additional sites
for rental housing
within existing
neighborhoods.

Legalize existing,
non-permitted
ADUs, making
them safe and
sanitary.

Update ADU
ordinance to
incorporate
incentives and
expand to C and M
zone districts.

Initiate amnesty
program. Advertise
in the City
Newsletter and on
the website. Seek to
achieve 12 units
annually, for 98
over the planning
period.

General;
Housing Asset
Fund (for ADU
incentives)
Planning &
Community
Preservation
Department
Amend
ordinance in
2022 and reinitiate the
amnesty
program.

Conduct midcycle review
in 2025, and if
production or
affordability
falling short,
ensure
adequate
sites to meet
lower income
RHNA or
commit to
rezoning.

2021-2029 HOUSING ELEMENT V-34 HOUSING PLAN
Housing
Program
Program
Goal
2021-2029
Objective
Funding
Source
Responsible
Agency
Time
Frame

6. Housing
Opportunity Sites
& Rezone
Program
Provide
adequate sites to
address the
City’s RHNA and
incentivize
production of
affordable units.
1) Adopt new Land
Use designations
with Housing
Element; 2) Est.
and adopt new
multi-family &
Religious Housing
Overlay
designations; 3)
Amend Code for byright approval of
projects with min
20% lower income
units on rezone and
5 th cycle sites
General Planning &
Community
Preservation
Department
Adopt
Housing
Element in
2021. Adopt
new zoning
and amend
Code for
by-right
approvals in
mid-2022.
6a. Lot
Consolidation
Program
Provide
incentives for the
consolidation of
parcels into
larger
development
sites.

Conduct outreach to
property owners in
the Housing
Element rezone
sites and adopt a
Lot Consolidation
Ordinance to codify
available incentives.

General Planning &
Community
Preservation
Department
Adopt
Ordinance in
2022.

Conduct a
mid-cycle
review in 2025
and make
modifications
as necessary
to promote
housing on
small sites.
6b. Replacement
Housing Program
Ensure no net
loss of units
affordable to
lower income
households
Update Code to
specify replacement
housing
requirements
consistent with
Government Code
65583.2(g)(3).

General Planning &
Community
Preservation
Department;
City Attorney’s
Office
Update Code
within one
year of
Housing
Element
adoption

7. Facilitate
Affordable
Housing on NonVacant Sites
Facilitate
development of
affordable
housing
consistent with
the community’s
needs.

Provide regulatory
and financial
assistance and
outreach to property
owners and the
development
community in
support of
affordable/mixed
income housing on
HE sites.

General;
Housing Asset
Fund; CDBG
Planning &
Community
Preservation
Department
Starting in
2022

8. Partnerships
with Affordable
Housing
Developers
Partner with
affordable
housing
developers to
leverage their
expertise and
access to funds.

Continue to partner
with housing
providers through
incentives and/or
direct assistance.

Conduct a follow-up
workshop with
congregations.

General Planning &
Community
Preservation
Department
Conduct
workshop with
congregations
and non-profit
developers in
2022.

2021-2029 HOUSING ELEMENT V-35 HOUSING PLAN
Housing
Program
Program
Goal
2021-2029
Objective
Funding
Source
Responsible
Agency
Time
Frame

9. Affordable
Housing Funding
Sources
Leverage local
funds to
maximize
assistance.

Actively pursue a
variety of funding
sources for
affordable housing.

Support developers
in securing outside
funding.

Federal, State,
county and
private
Planning &
Community
Preservation
Department
As projects
are proposed.

10. Section 8
Rental
Assistance
Assistance
extremely low
and very low
income
households with
rental payments.

Outreach to
landlords to
encourage their
participation.

Continue to provide
information and a
link to the program
on the City’s
website.

HUD Section 8 Planning &
Community
Preservation
Department;
LA County
Housing
Authority
Landlord
outreach 2022
and 2025

11. Homeowner
Assistance
Expand
homeownership
opportunities to
low and
moderate income
households.

Continue to provide
information on City
website on available
programs. Apply to
State in conjunction
with future projects.

General; State
and County
funds
Planning &
Community
Preservation
Dept; LA
County CDC;
State HCD
2021-2029

REMOVAL OF GOVERNMENTAL CONSTRAINTS

12. Reduced
Development
Fees for
Affordable
Housing
Reduce the costs
of developing
affordable
housing.

Provide planning
fee reductions,
deferrals or waivers
for affordable
housing projects.

General Planning &
Community
Preservation
Department
2021-2029

13. Affordable
Housing Density
Bonus
Provide density
and other
incentives to
facilitate
affordable
housing.

Continue to promote
density bonus
incentives in
conjunction with
discussions with
development
applicants.

General Planning &
Community
Preservation
Department
2021-2029

14. Alternative
Housing Models
Support the
provision of nontraditional,
innovative
housing types to
meet unique
needs.

Offer flexible zoning
and other incentives
to foster alternative
housing types.

General Planning &
Community
Preservation
Department
2021-2029

EQUAL HOUSING OPPORTUNITIES AND SPECIAL NEEDS

15. Fair Housing/
Affirmatively
Furthering Fair
Housing
Promote fair
housing practices
and prevent
housing
discrimination.

Refer fair housing
complaints to the
Housing Rights
Center. Disseminate
fair housing
information.

General;
CDBG
LA County
CDC; Housing
Rights Center;
City Manager’s
Office
2021-2029

2021-2029 HOUSING ELEMENT V-36 HOUSING PLAN
Housing
Program
Program
Goal
2014-2021
Objective
Funding
Source
Responsible
Agency
Time
Frame

16. Housing
Opportunities for
Persons Living
with Disabilities
Support a range
of housing
options for
persons with
physical,
developmental
and mental
disabilities.

Provide reduced fees
for ADUs with
accessibility features.

Provide accessibility
grants through Minor
Home Repair
Program. Provide
developers Universal
Design Checklist and
encourage them to
offer features to
buyers. Pursue
State and Federal
funds available for
supportive housing in
future affordable
housing projects.

Expand large
community care
facilities to residential
zone districts.

Housing
Asset Fund;
CDBG; State
and Federal
funds.

Planning &
Community
Preservation
Department
Amend ADU
Ordinance in
2022. Adopt
Minor Home
Repair
Program,
provide
Universal
Design
Checklist, and
amend Zoning
Code to
expand large
community
care facilities to
residential
zones in 2022.

17. Homeless
Services Strategy
Assist the
homeless and
persons at-risk of
homelessness in
obtaining shelter
and services.

Continue to:
1) Support the
SGVCOG Housing
and Homelessness
Coordinating Council
2) Provide
homelessness
resources on the City
website. Amend the
Code to increase the
size capacity for
shelters to 30 beds.

Develop processing
procedures for Low
Barrier Navigation
Centers.

General City
Manager’s
Office; Police
Department
Amend the
Code in 2022.

Develop
processing
procedures in
2022

ENVIRONMENTAL SUSTAINABILITY

18. Sustainable
Energy Programs
Encourage
property owners
to utilize
renewable
energy and
install energy
and water
efficiency
improvements.

Promote State
programs,
programs offered
through local
utilities, and the
Community Choice
program.

General Planning &
Community
Preservation
Department
Update the
City’s website
in 2021 with
information on
sustainable
energy
programs

2021-2029 HOUSING ELEMENT V-37 HOUSING PLAN
Housing
Program
Program
Goal
2014-2021
Objective
Funding
Source
Responsible
Agency
Time
Frame

19. Energy,
Environment and
Natural
Resources
Commission
Achieve higher
levels of energy
efficiency and
reduce
greenhouse gas
emissions.

Provide outreach
and education to
the development
community and
residents on how
to incorporate
sustainability in
project design and
existing structures.

General Planning &
Community
Preservation
Department
2021-2029
Appendix B
Department of Housing and Community Development
2024 Annual Housing Element Progress Tables
Jurisdiction Sierra Madre
Reporting Year 2024
Housing Element Planning Period 6th Cycle
Current Year
Deed
Restricted 0
Non-Deed
Restricted 0
Deed
Restricted 0
Non-Deed
Restricted 14
Deed
Restricted 0
Non-Deed
Restricted 0
2 16
Units by Structure Type Entitled Permitted Completed
Single-family Attached 0 0 0
Single-family Detached 0 2 2
2 to 4 units per structure 0 0 0
5+ units per structure 0 0 0
Accessory Dwelling Unit 24 14 17
Mobile/Manufactured Home 0 0 0
Total 24 16 19
Infill Housing Developments and Infill Units Permitted # of Projects Units 16 16
00 24
24 24
0 (Jan. 1 - Dec. 31)
10/15/2021 - 10/15/2029
Very Low
Low
Moderate
Data is auto-populated based on data entered in Tables A, A2, C, and D Total Housing Applications Submitted:

Number of Proposed Units in All Applications Received:

Total Housing Units Approved:

Total Housing Units Disapproved:

Total Units
Housing Applications Summary
Note: Units serving extremely low-income households are included in the very low-income Above Moderate
Indicated as Infill
Not Indicated as Infill
Building Permits Issued by Affordability Summary
Income Level
0 0
Income Rental Ownership Total
Very Low 00 0
Low 00 0
Moderate 00 0
Above Moderate 00 0
Total 0 0 0
Streamlining Provisions Used - Permitted Units # of Projects Units SB 9 (2021) - Duplex in SF Zone 00
SB 9 (2021) - Residential Lot Split 00
AB 2011 (2022) 00
SB 6 (2022) 00
SB 423 (2023) 00
Ministerial and Discretionary Applications # of Units
Ministerial 24 25
Discretionary 00
Density Bonus Applications and Units Permitted
Number of Applications Submitted Requesting a Density Bonus 0 Number of Units in Applications Submitted Requesting a Density Bonus 0 Number of Projects Permitted with a Density Bonus 0
Number of Units in Projects Permitted with a Density Bonus 0 Housing Element Programs Implemented and Sites Rezoned Count 4 0
Cells in grey contain auto-calculation formulas
Programs Implemented
Sites Rezoned to Accommodate the RHNA
Units Constructed - SB 423 Streamlining Permits
Number of SB 423 Streamlining Applications Approved
Use of SB 423 Streamlining Provisions - Applications
Number of SB 423 Streamlining Applications
Appendix C
State of the City Address 2024
Due to the length and file size of State of the City Address Presentation, the document has been made available to download and a feature video presentation is available to watch on the City’s website at:
https://www.sierramadreca.gov/news/whats_new/2024_state_of_the_city_address Appendix D
Annual City Budget Fiscal Year 2024-2025
Excerpt of the Planning and Community Preservation Department Budget Due to the length of the full Budget Report, the document is available to download on the City’s website at:
https://www.sierramadreca.gov/cityhall/finances/budget

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Appendix E
City of Sierra Madre’s 6th Cycle Housing Element Compliance Letter from California State Department of Housing and Community Development dated August 1, 2022.

STATE OF CALIFORNIA - BUSINESS, CONSUMER SERVICES AND HOUSING AGENCY GAVIN NEWSOM, Governor

DEPARTMENT OF HOUSING AND COMMUNITY DEVELOPMENT

DIVISION OF HOUSING POLICY DEVELOPMENT
2020 W. El Camino Avenue, Suite 500
Sacramento, CA 95833
(916) 263-2911 / FAX (916) 263-7453
www.hcd.ca.gov
August 10, 2022
Jose Reynoso, City Manager
City of Sierra Madre
232 W. Sierra Madre Blvd
Sierra Madre, CA 91024
Dear Jose Reynoso:

RE: City of Sierra Madre’s 6th Cycle (2021-2029) Adopted Housing Element Thank you for submitting the City of Sierra Madre’s (City) housing element adopted on June 6, 2022 and received for review on July 26, 2022. Pursuant to Government Code section 65585, subdivision (h), the California Department of Housing and Community Development (HCD) is reporting the results of its review.

HCD is pleased to find the adopted housing element in full compliance with State Housing Element Law (Article 10.6 of the Gov. Code). The adopted element, including changes, addresses the statutory requirements described in HCD’s May 27, 2022 review.

Additionally, the City must continue timely and effective implementation of all programs including, but not limited to, the following:
• Program 5 (Promote Accessory Dwelling Units)
• Program 6a (Lot Consolidation Program)
• Program 7 (Facilitate Development of Affordable Housing on Non-Vacant Sites) • Program 15 (Fair Housing/Affirmatively Furthering Fair Housing) The City must monitor and report on the results of these and other programs through the annual progress report, required pursuant to Government Code section 65400.

Please be aware, Government Code section 65585, subdivision (i) grants HCD authority to review any action or failure to act by a local government that it determines is inconsistent with an adopted housing element or housing element law. This includes failure to implement program actions included in the housing element. HCD may revoke housing element compliance if the local government’s actions do not comply with state law.

Jose Reynoso, City Manager

Page 2 ends

HCD commends the City on its commitment to address its housing needs, including the successful completion of Program 6 (Housing Opportunity Sites and Rezone Program) through the recent adoption of the Religious Housing Overlay Zone and the new multifamily land use designation. These actions will allow for a variety of housing types and result in significant beneficial outcomes for the community.

Several federal, state, and regional funding programs consider housing element compliance as an eligibility or ranking criteria. For example, the CalTrans Senate Bill (SB) 1 Sustainable Communities grant; the Strategic Growth Council and HCD’s Affordable Housing and Sustainable Communities programs; and HCD’s Permanent Local Housing Allocation consider housing element compliance and/or annual reporting requirements pursuant to Government Code section 65400. With a compliant housing element, the City meets housing element requirements for these and other funding sources.

HCD appreciates the hard work and dedication Karen Warner, the City’s consultant, Vincent Gonzalez, Planning and Community Development Director and Clare Lin, Associate Planner, provided in preparation of the City’s housing element and looks forward to following the City’s progress through the annual progress report pursuant to Government Code section 65400. If you have any questions or need additional technical assistance, please contact me at [email protected].

Sincerely,
Melinda Coy
Proactive Housing Accountability Chief
Division of Housing Policy Development
Jurisidiction Name
Reporting Calendar Year
First Name
Last Name
Title Click here to download APR Instructions
Email
Phone
Street Address
City
Zipcode
v_02_12_25
Click here to add rows to a table. If you add too many
rows, you may select a cell in the row you wish to
remove and type ctrl + d.
232 W. Sierra Madre Blvd.

Sierra Madre
91024
Clare
Lin
Acting Director
[email protected]
6263557135
Mailing Address
Please Start Here
General Information
2024
Sierra Madre
Contact Information
Optional: Click here to import last year's data. This is best used when the workbook is new and empty. You
will be prompted to pick an old workbook to import
from. Project and program data will be copied exactly
how it was entered in last year's form and must be
updated. If a project is no longer has any reportable
activity, you may delete the project by selecting a cell in the row and typing ctrl + d.

Annual Progress Report January 2020
Optional: This runs a macro which checks to ensure all required fields are filled out. The macro will create two files saved in the same directory this APR file is saved in. One file will be a copy of the APR with highlighted cells which require information. The other file will be list of the problematic cells, along with a description of the nature of the error.

Optional: Save before running. This copies data on Table A2, and creates another workbook with the table split across 4 tabs, each of which can fit onto a single page for easier printing.

Running this macro will remove the comments on the column headers, which contain the instructions. Do not save the APR file after running in order to preserve comments once it is reopened.

Optional: This macro identifies dates entered that occurred outside of the reporting year.

RHNA credit is only given for building permits issued during the reporting year.

Link to the online system: https://hcd.my.site.com/hcdconnect Toggles formatting that turns cells green/yellow/red based on data validation rules.

Submittal Instructions
Please save your file as Jurisdictionname2024 (no spaces). Example: the city of San Luis Obispo would save their file as SanLuisObispo2024 Housing Element Annual Progress Reports (APRs) forms and tables must be submitted to HCD and the Governor's Office of Planning and Research (OPR) on or before April 1 of each year for the prior calendar year; submit separate reports directly to both HCD and OPR pursuant to Government Code section 65400. There are two options for submitting APRs:

1. Online Annual Progress Reporting System - Please see the link to the online system to the left. This allows you to upload the completed APR form into directly into HCD’s database limiting the risk of errors. If you would like to use the online system, email [email protected] and HCD will send you the login information for your jurisdiction. Please note: Using the online system only provides the information to HCD. The APR must still be submitted to OPR. Their email address is [email protected].

2. Email - If you prefer to submit via email, you can complete the excel Annual Progress Report forms and submit to HCD at [email protected] and to OPR at [email protected]. Please send the Excel workbook, not a scanned or PDF copy of the tables.

Jurisdiction Sierra Madre ANNUAL ELEMENT PROGRESS REPORT Note: "+" indicates an optional field Reporting Year 2024
(Jan. 1 - Dec.
31) Housing Element Implementation
Planning
Period 6th Cycle 10/15/2021 - 10/15/2029
Date
Application
Submitted
Total
Approved
Units by
Project
Total
Disapproved
Units by
Project
Streamlining Application
Status Project Type Notes
2 34 6 7 8 9 11 12 13
Prior APN+ Current APN Street Address Project Name+
Local
Jurisdiction
Tracking ID
Unit Category
(SFA,SFD,2 to
4,5+,ADU,MH)
Tenure
R=Renter
O=Owner
Date
Application
Submitted
(see
instructions)
Very LowIncome
Deed
Restricted
Very LowIncome
Non Deed
Restricted
LowIncome
Deed
Restricted
Low-Income
Non Deed
Restricted
ModerateIncome Deed
Restricted
ModerateIncome Non
Deed
Restricted
Above
ModerateIncome
Total

PROPOSED
Units by
Project
Total

APPROVED
Units by
project
Total

DISAPPROVE
D Units by
Project
Please select
state
streamlining
provision/s the
application was
submitted
pursuant to.

Did the
housing
development
application
seek
incentives or
concessions
pursuant to
Government
Code section
65915?
Were
incentives or
concessions
requested
pursuant to
Government
Code section
65915
approved?
Please
indicate the
status of the
application.

Is the project
considered a
ministerial
project or
discretionary
project?
Notes+
Summary Row: Start Data Entry Below 0 0 0 24 0 0 0 24 24 0 5762-018-008 58 W MIRA
MONTE AVE 213076 ADU O
9/4/2024 0 0 0 1 0 0 0 1 1 0 NONE No N/A Approved Ministerial 5764-003-009 2055 LILIANO DR 213080 ADU O 6/17/2024 0 0 0 1 0 0 0 1 1 0 NONE No N/A Approved Ministerial 5768-009-010 199 N HERMOSA
AVE 213149 ADU O
2/27/2024 0 0 0 1 0 0 0 1 1 0 NONE No N/A Approved Ministerial 0 5766-004-012 420 E MONTECITO
AVE 213245 ADU O
4/22/2024 0 0 0 1 0 0 0 1 1 0 NONE No N/A Approved Ministerial 0 5762-007-003 535 AUBURN AVE 213254 ADU O 6/18/2024 0 0 0 1 0 0 0 1 1 0 NONE No N/A Approved Ministerial 0 5763-011-012 259 STURTEVANT
DR 213345 ADU O
8/30/2024 0 0 0 1 0 0 0 1 1 0 NONE No N/A Approved Ministerial 5767-007-023 153 MERRILL AVE 213349 ADU O 5/1/2024 0 0 0 1 0 0 0 1 1 0 NONE No N/A Approved Ministerial 5768-002-018 257 WILSON ST 213367 ADU O 6/25/2024 0 0 0 1 0 0 0 1 1 0 NONE No N/A Approved Ministerial 5761-009-027 685 EDGEVIEW
DR 213539 ADU O
7/17/2024 0 0 0 1 0 0 0 1 1 0 NONE No N/A Approved Ministerial 5767-015-009 195 E SIERRA
MADRE BLVD 213583 ADU O
7/24/2024 0 0 0 1 0 0 0 1 1 0 NONE No N/A Approved Ministerial 5767-037-006 205 S MOUNTAIN
TRL 213690 ADU O
9/4/2024 0 0 0 1 0 0 0 1 1 0 NONE No N/A Approved Ministerial 5763-031-002 383 SYCAMORE
PL 214149 ADU O
8/27/2024 0 0 0 1 0 0 0 1 1 0 NONE No N/A Approved Ministerial 5761-019-012 347 GROVE ST 213716 ADU O 8/27/2024 0 0 0 1 0 0 0 1 1 0 NONE No N/A Approved Ministerial 5761-027-021 375 DEODAR CIR 213827 ADU O 10/10/2024 0 0 0 1 0 0 0 1 1 0 NONE No N/A Approved Ministerial 5762-005-016 595 AUBURN AVE 211208 ADU O 9/5/2024 0 0 0 1 0 0 0 1 1 0 NONE No N/A Approved Ministerial 5768-026-022 72 ROSS PL 213900 ADU O 12/12/2024 0 0 0 1 0 0 0 1 1 0 NONE No N/A Approved Ministerial 5763-022-024 675 WOODLAND
DR 213935 ADU O
1/2/2025 0 0 0 1 0 0 0 1 1 0 NONE No N/A Approved Ministerial 0 5761-019-041 465 W
GRANDVIEW AVE 213998 ADU O
10/31/2024 0 0 0 1 0 0 0 1 1 0 NONE No N/A Approved Ministerial 5761-025-020 717 W
GRANDVIEW AVE 213999 ADU O
11/4/2024 0 0 0 1 0 0 0 1 1 0 NONE No N/A Approved Ministerial 5763-030-010 453 E
GRANDVIEW AVE 214038 ADU O
11/19/2024 0 0 0 1 0 0 0 1 1 0 NONE No N/A Approved Ministerial 5761-019-033 434 FAIRVIEW
AVE 214059 ADU O
12/4/2024 0 0 0 1 0 0 0 1 1 0 NONE No N/A Approved Ministerial 5766-003-005 470 E HIGHLAND
AVE 214068 ADU O
12/4/2024 0 0 0 1 0 0 0 1 1 0 NONE No N/A Approved Ministerial 5763-028-005 259 E
GRANDVIEW AVE 214082 ADU O
12/19/2024 0 0 0 1 0 0 0 1 1 0 NONE No N/A Approved Ministerial 5766-018-014 600 E SIERRA
MADRE BLVD 214105 ADU O
12/11/2024 0 0 0 1 0 0 0 1 1 0 NONE No N/A Approved Ministerial 5768-034-015 225 S SUNNYSIDE
AVE 211807 ADU O
8/6/2024 0 0 0 1 0 0 0 1 1 0 NONE No N/A Approved Ministerial Table A
Cells in grey contain auto-calculation formulas
1 5
Project Identifier Unit Types Proposed Units - Affordability by Household Incomes Density Bonus Law Applications
10 Housing Development Applications Submitted
Jurisdiction Sierra Madre ANNUAL ELEMENT PROGRESS REPORT Reporting Year 2024 (Jan. 1 - Dec. 31) Housing Element Implementation Cells in grey contain auto-calculation formulas Planning
Period 6th Cycle 10/15/2021 - 10/15/2029
Table A2
Streamlining Infill
Housing without
Financial Assistance or
Deed Restrictions
Term of
Affordability or
Deed Restriction
23 56 89 11 12 13 14 15 16 17 18 19 20
Prior APN+ Current APN Street Address Project Name+
Local
Jurisdiction
Tracking ID
Unit Category
(SFA,SFD,2 to
4,5+,ADU,MH)
Tenure
R=Renter
O=Owner
Very LowIncome Deed
Restricted
Very LowIncome Non
Deed
Restricted
Low- Income
Deed
Restricted
Low- Income
Non Deed
Restricted
ModerateIncome
Deed
Restricted
ModerateIncome Non
Deed
Restricted
Above
ModerateIncome
Entitlement
Date Approved
# of Units
issued
Entitlements
Very LowIncome
Deed
Restricted
Very LowIncome Non
Deed
Restricted
LowIncome
Deed
Restricted
LowIncome
Non Deed
Restricted
ModerateIncome
Deed
Restricted
ModerateIncome Non
Deed
Restricted
Above
ModerateIncome
Building
Permits Date
Issued
# of Units Issued
Building Permits
Very LowIncome
Deed
Restricted
Very LowIncome
Non Deed
Restricted
LowIncome
Deed
Restricted
LowIncome
Non Deed
Restricted
ModerateIncome
Deed
Restricted
ModerateIncome Non
Deed
Restricted
Above
ModerateIncome
Certificates of
Occupancy or other
forms of readiness
(see instructions)
Date Issued
# of Units
issued
Certificates of
Occupancy or
other forms of
readiness
How many of
the units were
Extremely
Low Income?
Please select the
state
streamlining
provision the
project was

APPROVED
pursuant to.
(may select
multiple)
Infill Units?
Y/N+
Assistance
Programs for Each
Development
(may select
multiple - see
instructions)
Deed Restriction
Type
(may select
multiple - see
instructions)
For units affordable
without financial
assistance or deed
restrictions, explain how
the locality determined the
units were affordable
(see instructions)
Term of Affordability
or Deed Restriction
(years) (if affordable in
perpetuity enter
1000)+
Number of
Demolished/Destro
yed Units
Demolished
or Destroyed
Units
Demolished/
Destroyed
Units
Owner or
Renter
Summary Row: Start Data Entry Below 0 0 0 24 0 0 0 24 0 0 0 14 0 0 2 16 0 0 0 17 0 0 2 19 0 3 5762-024-010 365 TOYON RD 213381 ADU O 1 2/12/2019 1 0 0 NONE Y ADU 0 5763-012-004 325 STURTEVANT DR 207921 ADU O 1 4/24/2019 1 1 5/1/2019 1 1 3/3/2021 1 0 NONE Y ADU 0 5764-009-002 334 CAMILLO RD 208940 ADU O 1 4/14/2020 1 1 12/9/2021 1 1 1/3/2024 1 0 NONE Y ADU 0 5768-018-008 373 W SIERRA MADRE BLVD 208969 ADU O 1 4/14/2020 1 0 0 NONE Y ADU 0 5767-026-020 115 LOWELL AVE 208981 ADU O 1 4/9/2020 1 1 12/9/2020 1 1 1/25/2022 1 0 NONE Y ADU 0 5767-009-042 201 N CANON AVE 209386 ADU O 1 8/11/2020 1 1 8/3/2021 1 1 2/24/2022 1 0 NONE Y ADU 0 5762-026-014 285 W GRANDVIEW AVE 209276 ADU O 1 2/24/2021 1 1 6/23/2021 1 0 0 NONE Y ADU 0 5766-019-002 615 E ORANGE GROVE AVE 209254 ADU O 1 2/24/2020 1 1 6/8/2021 1 0 0 NONE Y ADU 0 5767-006-018 126 E GRANDVIEW AVE 209180 ADU O 1 7/21/2020 1 1 3/5/2021 1 0 0 NONE Y ADU 0 5766-002-010 420 E LAUREL AVE 209384 ADU O 1 11/8/2020 1 1 4/15/2021 1 1 6/6/2022 1 0 NONE Y ADU 0 5767-007-024 153 E HIGHLAND AVE 209515 ADU O 1 12/10/2020 1 1 5/24/2021 1 1 11/3/2022 1 0 NONE Y ADU 0 5761-013-016 451 N SUNNYSIDE AVE 209573 ADU O 1 12/23/2020 1 1 3/23/2021 1 1 7/18/2022 1 0 NONE Y ADU 0 5766-002-035 501 E HIGHLAND AVE 209590 ADU O 1 1/8/2021 1 1 12/7/2021 1 0 0 NONE Y ADU 0 5767-033-022 251 RANCHO RD 208716 ADU O 1 9/20/2019 1 1 8/20/2020 1 1 9/22/2023 1 0 NONE Y ADU 5762-012-008 62 E CARTER AVE 209916 SFD O 1 7/15/2021 1 1 1/27/2022 1 1 8/14/2024 1 0 NONE Y 5762-030-025 610 BALDWIN CT 202063 SFD O 1 6/12/2018 1 1 9/21/2021 1 1 2/13/2023 1 0 NONE Y 0 5762-030-023 630 BALDWIN CT 202061 SFD O 1 7/12/2019 1 1 9/21/2021 1 1 2/13/2023 1 0 NONE Y 0 5762-030-022 638 BALDWIN CT 202062 SFD O 1 6/20/2019 1 1 9/21/2021 1 1 2/2/2023 1 0 NONE Y 0 5761-018-010 370 GROVE ST 209085 SFD O 1 1 7/16/2020 2 0 0 NONE Y ADU 0 5767-007-027 127 E HIGHLAND AVE 209371 2 to 4 R 2 11/9/2020 2 2 3/3/2021 2 2 2/2/2022 2 0 NONE Y 0 5767-026-008,
5767-026-036 5767-026-039 30 SUFFOLK AVE 209434 5+ R 1 4 2/18/2021 5 1 4 11/8/2021 5 1 4 8/21/2023 5 0 NONE Y DB MODERATE INCOME 1 Demolished O 5768-033-037 181 S SUNNYSIDE AVE 210084 SFD O 1 9/19/2021 1 1 12/22/2021 1 1 8/24/2022 1 0 NONE Y 0 5768-006-002 261 N LIMA ST 209829 ADU O 1 4/5/2021 1 1 10/18/2021 1 1 3/11/2022 1 0 NONE Y ADU 0 5768-002-013 245 N SUNNYSIDE AVE 210261 ADU O 1 4/12/2021 1 1 8/24/2021 1 1 1/2/2024 1 0 NONE Y ADU 0 5768-010-022 234 W HIGHLAND AVE 209877 ADU O 1 4/14/2021 1 1 4/12/2021 1 1 12/13/2021 1 NONE Y ADU 0 5763-006-026 830 SKYLAND DR 209951 ADU O 1 4/21/2021 1 0 0 NONE Y ADU 0 5764-035-007 710 STURTEVANT DR 210052 ADU O 1 5/6/2021 1 1 9/1/2021 1 1 8/27/2024 1 0 NONE Y ADU 0 5768-037-016 280 MANZANITA AVE 210081 ADU O 1 5/26/2021 1 1 4/18/2022 1 1 12/6/2022 1 0 NONE Y ADU 0 5768-025-010 657 RAMONA AVE 210082 ADU O 1 8/26/2021 1 0 0 NONE Y ADU 0 5768-025-024 649 RAMONA AVE 210731 ADU O 1 9/13/2021 1 1 9/13/2023 1 0 NONE Y ADU 0 5767-013-009 78 E HIGHLAND AVE 210425 ADU O 1 7/19/2021 1 1 7/20/2022 1 0 0 NONE Y ADU 0 5763-005-016 833 SKYLAND DR 210291 ADU O 1 12/21/2022 1 1 8/9/2023 1 0 NONE Y ADU 5766-018-007 54 RANCHO RD 210346 ADU O 1 9/16/2021 1 1 1/17/2023 1 1 8/8/2023 1 NONE Y ADU 0 5762-014-010 94 E MIRA MONTE AVE 210331 ADU O 1 11/16/2021 1 1 3/1/2022 1 1 8/8/2024 1 0 NONE Y ADU 0 5768-037-020 295 W ORANGE GROVE AVE 210372 ADU O 1 9/8/2021 1 1 3/7/2023 1 1 5/17/2024 1 NONE Y ADU 0 5767-036-005 209 OAK MEADOW RD 210518 ADU O 1 11/9/2021 1 1 1/27/2022 1 1 6/15/2023 1 0 NONE Y ADU 0 5767-037-034 90 E BONITA AVE 210627 ADU O 1 11/10/2022 1 1 6/28/2023 1 0 NONE Y ADU 0 5764-008-021 625 E GRANDVIEW AVE 210686 ADU O 1 3/15/2022 1 1 9/27/2022 1 1 9/8/2023 1 0 NONE Y ADU 0 5767-011-010 265 E MONTECITO AVE 210695 ADU O 1 1/19/2022 1 1 5/22/2023 1 1 12/26/2023 1 NONE Y ADU 0 5762-012-008 62 E CARTER AVE 207757 ADU O 1 10/18/2018 1 1 10/16/2019 1 1 2/16/2022 1 0 NONE Y ADU 0 5767-001-003 118 W GRANDVIEW AVE 210702 ADU O 1 1/20/2022 1 1 2/16/2022 1 1 9/23/2022 1 0 NONE Y ADU 0 5762-014-004 49 E ALEGRIA AVE 211016 ADU O 1 4/20/2022 1 0 0 NONE Y ADU 0 5767-025-014 98 E SIERRA MADRE BLVD 210867 ADU O 1 3/15/2022 1 1 4/14/2022 1 1 9/8/2022 1 0 NONE Y ADU 0 5767-025-019 33 SIERRA PL 210902 ADU O 1 3/7/2022 1 1 3/28/2022 1 1 11/21/2022 1 0 NONE Y ADU 0 5768-010-011 285 W MONTECITO AVE 209276 ADU O 1 3/29/2022 1 1 11/1/2022 1 1 8/25/2023 1 0 NONE Y ADU 0 5768-015-030 674 W MONTECITO AVE 211022 ADU O 1 4/21/2022 1 1 2/7/2023 1 1 12/2/2024 1 NONE Y ADU 0 5767-024-031 85 S BALDWIN AVE 211097 ADU O 2 11/14/2022 2 2 6/6/2023 2 2 7/9/2024 2 NONE Y ADU 0 5766-001-007 430 E GRANDVIEW AVE 211155 ADU O 1 6/28/2022 1 1 9/13/2023 1 1 4/19/2024 1 NONE Y ADU 0 5766-002-039 455 E HIGHLAND AVE 211203 ADU O 1 6/6/2022 1 1 3/9/2023 1 0 NONE Y ADU 0 5764-009-026 451 FOOTHILL AVE 211237 ADU O 1 6/16/2022 1 1 9/19/2022 1 1 7/10/2023 1 0 NONE Y ADU 0 5767-039-037 139 S BALDWIN AVE 211253 ADU O 1 12/23/2022 1 1 1/16/2024 1 0 NONE Y ADU 0 5767-035-002 230 S CANON AVE 211420 ADU O 1 7/12/2022 1 1 11/21/2022 1 1 4/18/2023 1 0 NONE Y ADU 0 5768-021-010 33 S LIMA ST 211349 ADU O 1 7/21/2022 1 1 12/5/2022 1 1 11/22/2023 1 0 NONE Y ADU 0 5767-027-023 194 SANTA ANITA CT 211399 ADU O 1 8/2/2022 1 1 7/18/2023 1 0 NONE Y ADU 0 5768-006-005 241 N LIMA ST 211519 ADU O 1 11/1/2022 1 1 1/5/2023 1 1 6/9/2023 1 NONE Y ADU 0 5768-009-012 213 N HERMOSA AVE 211696 ADU O 1 11/8/2022 1 1 3/12/2024 1 1 11/19/2024 1 NONE Y ADU 0 5768-017-005 440 W MONTECITO AVE 211707 ADU O 1 11/3/2022 1 1 10/11/2023 1 0 NONE Y ADU 0 5767-027-001 142 E SIERRA MADRE BLVD 211803 ADU O 1 11/23/2022 1 1 3/8/2023 1 1 6/23/2023 1 NONE Y ADU 0 5761-019-042 430 FAIRVIEW AVE 211805 ADU O 1 12/19/2022 1 1 6/26/2023 1 1 4/3/2024 1 NONE Y ADU 0 5762-030-026 600 BALDWIN CT 204004 SFD O 1 12/23/2019 1 1 9/1/2022 1 0 0 NONE Y 0 5762-030-040 15 NATHANIEL TER 203985 SFD O 1 12/12/2019 1 1 10/5/2022 1 0 0 NONE Y 0 5761-002-009 700 N SUNNYSIDE AVE The Meadows at
Bailey Canyon 211638 SFD O 42 10/20/2022 42 0 0 NONE Y 0 5767-038-006 182 S BALDWIN AVE 211300 2 to 4 O 4 1/19/2023 4 0 0 NONE Y 1 Demolished O 5767-021-001 182 W HIGHLAND AVE 212554 2 to 4 O 3 5/4/2023 3 3 7/27/2023 3 0 NONE Y 1 Demolished O 5762-030-027 608 BALDWIN CT 203991 SFD O 1 8/3/2023 1 1 3/20/2024 1 0 NONE Y 0 5762-030-024 620 BALDWIN CT 204067 SFD O 1 7/20/2023 1 1 5/13/2024 1 0 NONE Y 0 5762-030-003 605 BALDWIN CT 203987 SFD O 1 9/7/2023 1 0 0 NONE Y 0 5762-030-038 603 BALDWIN CT 203986 SFD O 1 8/17/2023 1 0 0 NONE Y 0 5767-006-015 108 E GRANDVIEW AVE 211907 ADU O 1 5/10/2023 1 1 5/10/2023 1 0 NONE Y ADU 0 5768-021-029 421 MARIPOSA AVE 211930 ADU O 1 6/1/2023 1 1 8/23/2023 1 1 8/9/2024 1 NONE Y ADU 0 5764-007-011 346 FOOTHILL AVE 211948 ADU O 1 2/16/2023 1 0 0 NONE Y ADU 0 5767-035-018 190 OAK MEADOW RD 212011 ADU O 1 4/26/2023 1 1 6/26/2023 1 0 NONE Y ADU 0 5766-021-025 82 MONTEREY LN 212055 ADU O 1 4/14/2023 1 1 7/18/2023 1 1 5/10/2024 1 NONE Y ADU 0 5767-006-009 177 E LAUREL AVE 212058 ADU O 1 3/14/2023 1 1 5/1/2023 1 1 9/12/2023 1 NONE Y ADU 0 5761-018-020 355 W GRANDVIEW AVE 211571 ADU O 1 8/3/2023 1 0 0 NONE Y ADU 0 5761-022-002 633 W ALEGRIA 212416 ADU O 1 8/29/2023 1 1 9/25/2023 1 1 7/2/2024 1 NONE Y ADU 0 5761-025-009 670 W ALEGRIA 212439 ADU O 1 7/31/2023 1 1 2/13/2024 1 0 NONE Y ADU 0 5768-021-023 32 PARK AVE 212622 ADU O 1 9/6/2023 1 1 4/8/2024 1 1 1/22/2025 1 NONE Y ADU 0 5761-017-016 472 N GROVE ST 212623 ADU O 1 10/24/2023 1 1 8/15/2024 1 0 NONE Y ADU 0 5768-037-014 205 E ORANGE GROVE AVE 212641 ADU O 1 9/19/2023 1 1 2/3/2025 1 0 NONE Y ADU 0 5768-007-030 209 W LAUREL AVE 212687 ADU O 1 10/5/2023 1 1 1/17/2024 1 0 NONE Y ADU 0 5767-040-014 80 W BONITA AVE 212691 ADU O 1 11/6/2023 1 1 10/1/2024 1 0 NONE Y ADU 0 5764-028-022 722 WOODLAND DR 212905 ADU O 1 11/15/2023 1 1 11/2/2023 1 1 2/18/2025 1 NONE Y ADU 0 5768-017-008 451 W SIERRA MADRE BLVD 212909 ADU O 1 11/15/2023 1 1 3/20/2024 1 0 NONE Y ADU 0 5762-026-040 311 ADAMS ST 212911 ADU O 1 11/13/2023 1 1 11/13/2023 1 1 11/13/2023 1 NONE Y ADU 0 5768-002-020 239 WILSON ST 212925 ADU O 1 11/20/2023 1 1 9/9/2024 1 0 NONE Y ADU 0 5767-026-005 80 S BALDWIN AVE 212728 ADU O 1 12/5/2023 1 1 8/26/2024 1 0 NONE Y ADU 0 5761-017-002 400 W CARTER AVE 212917 ADU O 1 12/7/2023 1 1 1/3/2024 1 1 1/17/2024 1 NONE Y ADU 0 5767-007-028 119 E HIGHLAND AVE 210931 SFD R 1 8/22/2022 1 1 4/25/2023 1 1 7/10/2024 1 NONE Y 0 5767-015-008 11 N MOUNTAIN TRAIL AVE 211752 ADU O 1 5/10/2023 1 1 8/7/2023 1 1 11/30/2023 1 NONE Y ADU 0 5766-004-005 470 E MONTECITO AVE 211746 ADU O 1 2/3/2023 1 1 5/9/2023 1 1 6/26/2024 1 NONE Y ADU 0 5762-030-006 9 NATHANIEL TERR 203970 SFD O 1 5/7/2020 1 1 2/7/2023 1 0 NONE Y 0 5765-019-005 1930 VISTA AVE 210843 ADU O 1 9/18/2023 1 1 1/9/2025 1 0 NONE Y ADU 0 5768-016-014 521 W SIERRA MADRE BLVD 211400 ADU O 1 7/6/2023 1 0 0 NONE Y ADU 0 5762-018-008 58 W MIRA MONTE AVE 213076 ADU O 1 9/12/2024 1 0 0 NONE Y ADU 0 5764-003-009 2055 LILIANO DR 213080 ADU O 1 6/18/2024 1 1 2/13/2025 1 0 NONE Y ADU 0 5768-009-010 199 N HERMOSA AVE 213149 ADU O 1 2/27/2024 1 1 6/26/2024 1 0 NONE Y ADU 0 5768-009-018 170 ADAMS ST 213165 ADU O 1 1 0 0 NONE Y ADU 0 5766-004-012 420 E MONTECITO AVE 213245 ADU O 1 4/22/2024 1 1 5/30/2024 1 1 12/19/2024 1 NONE Y ADU 0 5766-019-004 260 RANCHO RD 213252 ADU O 1 1 0 0 NONE Y ADU 0 5762-007-003 535 AUBURN AVE 213254 ADU O 1 6/18/2024 1 0 0 NONE Y ADU 0 5767-005-024 69 E LAUREL AVE 213306 ADU O 1 1 0 0 NONE Y ADU 0 5763-011-012 259 STURTEVANT DR 213345 ADU O 1 5/6/2024 1 1 9/19/2024 1 0 NONE Y ADU 0 5767-007-023 153 MERRILL AVE 213349 ADU O 1 5/1/2024 1 0 0 NONE Y ADU 0 5768-002-018 257 WILSON ST 213367 ADU O 1 5/22/2024 1 0 0 NONE Y ADU 0 5761-009-027 685 EDGEVIEW DR 213539 ADU O 1 7/17/2024 1 0 0 NONE Y ADU 0 5767-015-009 195 E SIERRA MADRE BLVD 213583 ADU O 1 7/24/2024 1 0 0 NONE Y ADU 0 5767-037-006 205 S MOUNTAIN TRL 213690 ADU O 1 9/4/2024 1 0 0 NONE Y ADU 0 5763-031-002 383 SYCAMORE PL 214149 ADU O 1 8/27/2024 1 0 0 NONE Y ADU 0 5761-019-012 347 GROVE ST 213716 ADU O 1 8/27/2024 1 0 0 NONE Y ADU 0 5761-027-021 375 DEODAR CIR 213827 ADU O 1 10/10/2024 1 0 0 NONE Y ADU 0 5762-005-016 595 AUBURN AVE 211208 ADU O 1 9/5/2024 1 0 0 NONE Y ADU 0 5768-026-022 72 ROSS PL 213900 ADU O 1 12/12/2024 1 0 0 NONE Y ADU 0 5763-022-024 675 WOODLAND DR 213935 ADU O 1 1/2/2025 1 0 0 NONE Y ADU 0 5768-031-002 185 S LIMA ST 213967 ADU O 1 1 0 0 NONE Y ADU 0 5761-019-041 465 W GRANDVIEW AVE 213998 ADU O 1 10/31/2024 1 0 0 NONE Y ADU 0 5761-025-020 717 W GRANDVIEW AVE 213999 ADU O 1 11/4/2024 1 0 0 NONE Y ADU 0 5763-030-010 453 E GRANDVIEW AVE 214038 ADU O 1 11/19/2024 1 0 0 NONE Y ADU 0 5761-019-033 434 FAIRVIEW AVE 214059 ADU O 1 12/4/2024 1 0 0 NONE Y ADU 0 5766-003-005 470 E HIGHLAND AVE 214068 ADU O 1 12/4/2024 1 0 0 NONE Y ADU 0 5763-028-005 259 E GRANDVIEW AVE 214082 ADU O 1 12/19/2024 1 0 0 NONE Y ADU 0 5766-018-014 600 E SIERRA MADRE BLVD 214105 ADU O 1 12/11/2024 1 0 0 NONE Y ADU 0 5767-008-010 190 MERRILL AVE 214115 ADU O 1 1 0 0 NONE Y ADU 0 5768-034-015 225 S SUNNYSIDE AVE 211807 ADU O 1 8/6/2024 1 1 2/3/2025 1 0 NONE Y ADU 0 1 Unit Types Affordability by Household Incomes - Completed Entitlement Affordability by Household Incomes - Building Permits Affordability by Household Incomes - Certificates of Occupancy 4 7 10
Note: "+" indicates an optional field
Housing with Financial Assistance
and/or Deed Restrictions Project Identifier Demolished/Destroyed Units Annual Building Activity Report Summary - New Construction, Entitled, Permits and Completed Units Notes
21 22 23 24 25
Total Density Bonus
Applied to the Project
(Percentage Increase in
Total Allowable Units or
Total Maximum
Allowable Residential
Gross Floor Area)
Number of Other
Incentives,
Concessions,
Waivers, or Other
Modifications Given
to the Project
(Excluding Parking
Waivers or Parking
Reductions)
List the
incentives,
concessions,
waivers, and
modifications
(Excluding
Parking Waivers
or Parking
Modifications)
Did the project
receive a reduction or
waiver of parking
standards? (Y/N)
Notes+
Withdrawn by applicant
1200 sq. ft. ADU
Withdrawn by applicant

15.0%
1 Development
Standards Modification No
Specific Plan approved
Density Bonus
Jurisdiction Sierra Madre ANNUAL ELEMENT PROGRESS REPORT Reporting Year 2024 (Jan. 1 - Dec. 31) Housing Element Implementation Planning Period 6th Cycle 10/15/2021 - 10/15/2029
1 Projection
Period 34
RHNA Allocation
by Income Level
Projection
Period -
06/30/2021-
10/14/2021
2021 2022 2023 2024 2025 2026 2027 2028 2029
Total Units to
Date (all
years)
Total Remaining
RHNA by
Income Level
Deed Restricted - - - - - - - - - -
Non-Deed Restricted - - - - - - - - - -
Deed Restricted - - - - - - - - - -
Non-Deed Restricted 5 5 11 26 14 - - - - -
Deed Restricted - - - - - - - - - -
Non-Deed Restricted - - 1 - - - - - - -
Above Moderate 51 4 - 3 2 2 - - - - - 11 40
204
9 5 15 28 16 - - - - - 73 153
5 67
Extremely lowIncome Need 2021 2022 2023 2024 2025 2026 2027 2028 2029 Total Units to Date
Total Units
Remaining
40 - - - - - - - - - - 40
Please note: The APR form can only display data for one planning period. To view progress for a different planning period, you may login to HCD's online APR system, or contact HCD staff at [email protected]. 34 -
This table is auto-populated once you enter your jurisdiction name and current year data. Past year information comes from previous APRs. 1 Moderate
79 39
35 Please contact HCD if your data is different than the material supplied here 61 2
Table B
Regional Housing Needs Allocation Progress
Permitted Units Issued by Affordability
79 -
Please note: For the last year of the 5th cycle, Table B will only include units that were permitted during the portion of the year that was in the 5th cycle. For the first year of the 6th cycle, Table B will only include units that were permitted since the start of the planning period. Projection Period units are in a separate column.

Total RHNA
Total Units
Income Level
Very Low
Low
Extremely Low-Income Units*
Note: units serving extremely low-income households are included in the very low-income RHNA progress and must be reported as very low-income units in section 7 of Table A2. They must also be reported in the extremely low-income category (section 13) in Table A2 to be counted as progress toward meeting the extremely low-income housing need determined pursuant to Government Code 65583(a)(1). *Extremely low-income housing need determined pursuant to Government Code 65583(a)(1). Value in Section 5 is default value, assumed to be half of the very low-income RHNA. May be overwritten.

Progress toward extremely low-income housing need, as determined pursuant to Government Code 65583(a)(1).

Please Note: Table B does not currently contain data from Table F or Table F2 for prior years. You may login to the APR system to see Table B that contains this data.

Jurisdiction Sierra Madre ANNUAL ELEMENT PROGRESS REPORT Reporting Year 2024 (Jan. 1 - Dec. 31) Housing Element ImplementationPlanning Period 6th Cycle 10/15/2021 - 10/15/2029 Date of
Rezone Rezone Type
2 4 5 6 7 9 10 11
APN Street Address Project Name+
Local
Jurisdiction
Tracking ID+
Date of
Rezone
Very LowIncome Low-Income Moderate- Income Above Moderate- Income Rezone Type Parcel Size (Acres) General Plan Designation Zoning Minimum Density Allowed Maximum Density Allowed Realistic Capacity Vacant/Nonvacant Description of Existing Uses Note: "+" indicates an optional fieldCells in grey contain auto-calculation formulas Summary Row: Start Data Entry Below
3 8
Project Identifier RHNA Shortfall by Household Income Category Sites Description 1 Sites Identified or Rezoned to Accommodate Shortfall Housing Need and No Net-Loss Law Table C
Jurisdiction Sierra Madre
Reporting Year 2024 (Jan. 1 - Dec. 31)
123 4
Name of Program Objective Timeframe in H.E Status of Program Implementation Promote Accessory Dwelling Units (ADUs)
Update ADU ordinance to incorporate incentives and expand to C and M zone districts.Initiate amnesty program. Advertise in the City Newsletter and on the website. Seek to achieve the production of an average of 12 ADUs annually, for a total of 98 ADUs over the planning period, through the adoption of various incentives for the production of ADUs affordable to lower and moderate income households. 2021-2029
Update accessory dwelling units ordinance in full compliance with the State Law. ADU is identified in Sierra Madre's certified Housing Element as an integral program to provide affordable rental property options. These studio or onebedroom dwelling units are considered affordable to low income persons. (See houseing element Table I-1). Earlier ADU's produced (2014) were affordable to very low income persons, due to the ir small size (below 600 sf/ft) and studio configuation. The City amended it's second unit ordinance to increase the maimum square footage and for compliance with Government code Section 65852.2. The units produced after 2014 comply with the amended City ordinance and Goverment Code Section 65852.2 and fall into the category of affordable to persons of low income given their average 637 sq/ft, single bedroom configuration. In May 2022, the City adopted Ordiance 1454 to updated City's ADU standard to achieve compliance with Assembly Bills (AB 68, AB 881) and Senate Bills SB 13. City conduct annual review of the ADU ordinance for the compliance with the State Law.

HousingOpportunity Sites& Rezone
1) Adopt new Land Use designations with Housing Element; 2) Establish and adopt new multi-family and Religious Housing Overlay designations; 3) Amend Code for byright approval of projects with min 20% lower income units on rezone and 5th cycle sites. 2022
Housing Element adopted in 2021 and revised in 2022. The City Coucil adopted Ordiance 1449 and 1450 for a new multi-family zoning, Religious Housing Overlay, and by-right approvals on April 12, 2022.

Lot Consolidation Program Provide incentives for the consolidation of parcels into larger development sites. 2022 The City Council adopted Ordinance 1449 on April 12, 2022 for lot consolidation incentives.Small Home Lot Development and Urban Lot Split Provide affordable housing choices and diversity. 2022
Implement the City’s urban lot split and small home development Ordinance (adopted consistent with SB 9 and AB 803) to expand the housing supply inHigh Resource single-family zones and support the development of starter homes; create an easy-tofollow application checklist to facilitate development under the Ordinance1452 adopted by City Council on April 12, 2022.

ANNUAL ELEMENT PROGRESS REPORT
Housing Element Implementation
Housing Programs Progress Report
Describe progress of all programs including local efforts to remove governmental constraints to the maintenance, improvement, and development of housing as identified in the housing element.

Table D
Program Implementation Status pursuant to GC Section 65583 Jurisdiction Sierra Madre ANNUAL ELEMENT PROGRESS REPORT Reporting
Period 2024
(Jan. 1 - Dec.
31) Housing Element Implementation
Period 6th Cycle 10/15/2021 - 10/15/2029
Description of
Commercial
Development Bonus
Commercial Development Bonus
Date Approved
34 APN Street Address Project Name+
Local
Jurisdiction
Tracking ID+
Very Low
Income
Low
Income
Moderate
Income
Above Moderate
Income
Description of
Commercial
Development Bonus
Commercial Development Bonus
Date Approved
Summary Row: Start Data Entry Below
Units Constructed as Part of Agreement
Commercial Development Bonus Approved pursuant to GC Section 65915.7 Table E
Note: "+" indicates an optional field
Project Identifier
1 2
Cells in grey contain auto-calculation formulas
(CCR Title 25 §6202)
Annual Progress Report January 2020
Jurisdiction Sierra Madre ANNUAL ELEMENT PROGRESS REPORT Note: "+" indicates an optional field Reporting Period 2024
(Jan. 1 Dec.
31) Housing Element Implementation Cells in grey contain auto-calculation formulas Planning Period 6th Cycle 10/15/2021 - 10/15/2029
The description should adequately document how each unit complies with subsection (c) of Government Code Section 65583.1+.

For detailed reporting requirements, see the chcklist here:

Extremely LowIncome+ Very Low- Income+ Low-Income+ TOTAL UNITS+ Extremely Low- Income+ Very Low- Income+ Low-Income+ TOTAL UNITS+ https://www.hcd.ca.gov/community- development/docs/adequate-sites-checklist.pdf Rehabilitation ActivityPreservation of Units At-RiskAcquisition of UnitsMobilehome Park PreservationTotal Units by Income Table F
Please note this table is optional: The jurisdiction can use this table to report units that have been substantially rehabilitated, converted from non-affordable to affordable by acquisition, and preserved, including mobilehome park preservation, consistent with the standards set forth in Government Code section 65583.1, subdivision (c). Please note, motel, hotel, hostel rooms or other structures that are converted from non-residential to residential units pursuant to Government Code section 65583.1(c)(1)(D) are considered net-new housing units and must be reported in Table A2 and not reported in Table F.

Activity Type
Units that Do Not Count Towards RHNA+
Listed for Informational Purposes Only
Units that Count Towards RHNA +
Note - Because the statutory requirements severely limit what can be counted, please contact HCD at [email protected] and we will unlock the form which enable you to populate these fields.

Units Rehabilitated, Preserved and Acquired for Alternative Adequate Sites pursuant to Government Code section 65583.1(c) Annual Progress Report January 2020
Jurisdiction Sierra Madre ANNUAL ELEMENT PROGRESS REPORT Note: "+" indicates an optional field
Reporting Period 2024 (Jan. 1 - Dec. 31) Housing Element Implementation Cells in grey contain auto-calculation formulasPlanning Period 6th Cycle 10/15/2021 - 10/15/2029 Notes
23 6
Prior APN+ Current APN Street Address Project Name+
Local
Jurisdiction
Tracking ID
Unit
Category
(2 to 4,5+)
Tenure
R=Renter
Very LowIncome Deed
Restricted
Very LowIncome
Non Deed
Restricted
Low- Income Deed
Restricted
Low- Income
Non Deed
Restricted
ModerateIncome Deed
Restricted
ModerateIncome Non
Deed
Restricted
Above
ModerateIncome
Total Moderate Income
Units Converted from
Above Moderate
Date
Converted Notes
Summary Row: Start Data Entry Below 00 0 0 0 0 0 0
Table F2
Above Moderate Income Units Converted to Moderate Income Pursuant to Government Code section 65400.2 For up to 25 percent of a jurisdiction’s moderate-income regional housing need allocation, the planning agency may include the number of units in an existing multifamily building that were converted to deed-restricted rental housing for moderate-income households by the imposition of affordability covenants and restrictions for the unit. Before adding information to this table, please ensure housing developments meet the requirements described in Government Code 65400.2(b). 5 Project Identifier Unit Types
1 4
Affordability by Household Incomes After Conversion Units credited toward Moderate Income RHNA Jurisdiction Sierra Madre
Reporting Period 2024
(Jan. 1 - Dec.
31)
Period 6th Cycle 10/15/2021 - 10/15/2029 ANNUAL ELEMENT PROGRESS REPORT Housing Element Implementation
23 4
APN Street Address Project Name+
Local
Jurisdiction
Tracking ID+
Realistic
Capacity
Identified in the
Housing
Element
Entity to whom the site
transferred Intended Use for Site
1 Summary Row: Start Data Entry Below
Note: "+" indicates an optional fieldCells in grey contain auto-calculation formulas Table G
Locally Owned Lands Included in the Housing Element Sites Inventory that have been sold, leased, or otherwise disposed of Project Identifier
element sites inventory contains a site which is or was owned by the reporting jurisdiction, and has been sold, leased, or otherwise disposed of during the reporting year.

Jurisdiction Sierra Madre Note: "+" indicates an optional field Reporting Period 2024
(Jan. 1 - Dec.
31)
Cells in grey contain auto-calculation formulas
Designation Size Notes
1 2 34 5 6 7
APN Street Address/Intersection Existing Use Number of Units Surplus Designation Parcel Size (in acres) Notes 5763-014-900 487 Woodland Vacant 0 Surplus Land 0.357
6/8/21 Declared Surplus by City Council Resolution.

City Council directing the sale of the property by
Resolution No. 22-17 on April 12, 2022
NOTE: This table must contain an invenory of ALL surplus/excess lands the reporting jurisdiction owns Summary Row: Start Data Entry Below
Parcel Identifier

ANNUAL ELEMENT PROGRESS REPORT
Housing Element Implementation
Table H
Locally Owned Surplus Sites
For Los Angeles County jurisdictions, please format the APN's as follows:9999-999-999 Jurisdiction Sierra Madre ANNUAL ELEMENT PROGRESS REPORT Reporting Period 2024
(Jan. 1 - Dec.
31) Housing Element Implementation
Planning Period 6th Cycle 10/15/2021 - 10/15/2029
Project Type Date
Units
(Beds/Student
Capacity) Granted
Notes
23 56
APN Street Address Project Name+
Local
Jurisdiction
Tracking ID+
Unit Category
(SH - Student
Housing)
Date
Very LowIncome Deed
Restricted
Very LowIncome Non
Deed
Restricted
Low- Income
Deed
Restricted
Low- Income
Non Deed
Restricted
ModerateIncome Deed
Restricted
ModerateIncome Non
Deed
Restricted
Above
ModerateIncome
Total Additional
Beds Created Due
to Density Bonus
Notes
Summary Row: Start Data Entry Below
Note: "+" indicates an optional field
Cells in grey contain auto-calculation formulas
Table J
Student housing development for lower income students for which was granted a density bonus pursuant to subparagraph (F) of paragraph (1) of subdivision (b) of Section 65915 Project Identifier Units (Beds/Student Capacity) Approved 1 4
NOTE: STUDENT HOUSING WITH DENSITY BONUS
ONLY. This table only needs to be completed if there
were student housing projects WITH a density bonus
approved pursuant to Government
Code65915(b)(1)(F)
Annual Progress Report January 2020
Jurisdiction Sierra Madre ANNUAL ELEMENT PROGRESS REPORT Reporting Period 2024 (Jan. 1 - Dec. 31)Planning Period 6th Cycle 10/15/2021 - 10/15/2029 No
Table K
Tenant Preference Policy
Local governments are required to inform HCD about any local tenant preference ordinance the local government maintains when the jurisdiction submits their annual progress report on housing approvals and production, per Government Code 7061 (SB 649, 2022, Cortese). Effective January 1, 2023, local governments adopting a tenant preference are required to create a webpage on their internet website containing authorizing local ordinance and supporting materials, no more than 90 days after the ordinance becomes operational.

Does the Jurisdiction have a local tenant preference policy? If the jurisdiction has a local tenant preference policy, provide a link to the jurisdiction's webpage containing authorizing local ordinance and supporting materials.

Notes
Jurisdiction Sierra Madre
Reporting Year 2024 (Jan. 1 - Dec. 31)
Total Award Amount Total award amount is auto-populated based on amounts entered in rows 15-26.

Task $ Amount Awarded $ Cumulative Reimbursement Requested Other Funding Notes Housing Element CEQA
Enviornmental Imapact Analysis $65,000.00 $65,000.00 Other Other funding source SB2 Grant Summary of entitlements, building permits, and certificates of occupancy (auto-populated from Table A2) Current Year
Deed Restricted 0Non-Deed Restricted 0Deed Restricted 0Non-Deed Restricted 24Deed Restricted 0Non-Deed Restricted 0 0 24
Current Year
Deed Restricted 0Non-Deed Restricted 0Deed Restricted 0Non-Deed Restricted 14Deed Restricted 0Non-Deed Restricted 0 2 16
Current Year
Deed Restricted 0Non-Deed Restricted 0Deed Restricted 0Non-Deed Restricted 17Deed Restricted 0Non-Deed Restricted 0 2 19

ANNUAL ELEMENT PROGRESS REPORT
Local Early Action Planning (LEAP) Reporting
(CCR Title 25 §6202)
Please update the status of the proposed uses listed in the entity’s application for funding and the corresponding impact on housing within the region or jurisdiction, as applicable, categorized based on the eligible uses specified in Section 50515.02 or 50515.03, as applicable. $ 65,000.00
Task Status
Completed
Total Units
Certificate of Occupancy Issued by Affordability Summary Income Level
Very Low
Low
Moderate
Above Moderate
Moderate
Above Moderate
Total Units
Completed Entitlement Issued by Affordability Summary
Income Level
Very Low
Low
Moderate
Above Moderate
Total Units
Building Permits Issued by Affordability Summary
Income Level
Very Low
Low
Jurisdiction Sierra Madre
Reporting Year 2024
Housing Element Planning Period 6th Cycle
Current Year
Deed
Restricted 0
Non-Deed
Restricted 0
Deed
Restricted 0
Non-Deed
Restricted 14
Deed
Restricted 0
Non-Deed
Restricted 0
2 16
Units by Structure Type Entitled Permitted Completed
Single-family Attached 0 0 0
Single-family Detached 0 2 2
2 to 4 units per structure 0 0 0
5+ units per structure 0 0 0
Accessory Dwelling Unit 24 14 17
Mobile/Manufactured Home 0 0 0
Total 24 16 19
Infill Housing Developments and Infill Units Permitted # of Projects Units 16 16
00 24
24 24
0 (Jan. 1 - Dec. 31)
10/15/2021 - 10/15/2029
Very Low
Low
Moderate
Data is auto-populated based on data entered in Tables A, A2, C, and D Total Housing Applications Submitted:

Number of Proposed Units in All Applications Received:

Total Housing Units Approved:

Total Housing Units Disapproved:

Total Units
Housing Applications Summary
Note: Units serving extremely low-income households are included in the very low-income Above Moderate
Indicated as Infill
Not Indicated as Infill
Building Permits Issued by Affordability Summary
Income Level
0 0
Income Rental Ownership Total
Very Low 00 0
Low 00 0
Moderate 00 0
Above Moderate 00 0
Total 0 0 0
Streamlining Provisions Used - Permitted Units # of Projects Units SB 9 (2021) - Duplex in SF Zone 00
SB 9 (2021) - Residential Lot Split 00
AB 2011 (2022) 00
SB 6 (2022) 00
SB 423 (2023) 00
Ministerial and Discretionary Applications # of Units
Ministerial 24 25
Discretionary 00
Density Bonus Applications and Units Permitted
Number of Applications Submitted Requesting a Density Bonus 0 Number of Units in Applications Submitted Requesting a Density Bonus 0 Number of Projects Permitted with a Density Bonus 0
Number of Units in Projects Permitted with a Density Bonus 0 Housing Element Programs Implemented and Sites Rezoned Count 4 0
Cells in grey contain auto-calculation formulas
Programs Implemented
Sites Rezoned to Accommodate the RHNA
Units Constructed - SB 423 Streamlining Permits
Number of SB 423 Streamlining Applications Approved
Use of SB 423 Streamlining Provisions - Applications
Number of SB 423 Streamlining Applications
279687.v2
373079.1
TO: Honorable Mayor Kriebs and Members of the City Council FROM: Arnulfo Yanez, Public Works Director
REVIEWED BY: Jose Reynoso, City Manager
DATE: February 11, 2025
SUBJECT: CONSIDERATION TO AMEND THE 2024/25

CAPITAL IMPROVEMENT BUDGET FOR THE

PUBLIC WORKS DEPARTMENT EQUIPMENT

UPGRADE

STAFF RECOMMENDATION
The Public Works Department recommends a budget amendment to reallocate and increase the Capital Improvement Fund by $34,899.51, adjusting the funding sources to reflect the updated equipment purchase. Originally, $200,000 was allocated from the Sewer Fund for the purchase of a sewer jetter truck. However, the funds will now be used for the acquisition of a Caterpillar Inc. Model 920 Wheel Loader, necessitating a revised funding structure. The total cost of $234,899.51 will be distributed as follows:
20% from the Sewer Fund ($46,979.90), 40% from the Water Fund ($93,959.80), and 40% from General Fund reserves ($93,959.80). This amendment ensures the appropriate allocation of resources to support operational efficiencies within Public Works.

ALTERNATIVES
 Authorize the increase of funds to the 24/25 CIP budget to purchase a loader for the Public Works department.
 Deny the recommendation of the increase.
 Request additional information from Staff on the aforementioned proposal or provide alternative direction.

City of Sierra Madre

AGENDA REPORT
Robert Parkhurst, Mayor
Kristine Lowe, Mayor Pro Tem
Edward Garcia, Council Member
Gene Goss, Council Member
Kelly Kriebs, Council Member
Sue Spears, City Treasurer
279687.v2
373079.1

EXECUTIVE SUMMARY
The purchase of a new loader is crucial due to the unreliability and frequent maintenance required by the existing equipment, especially highlighted during recent emergency operations. The new loader will enhance operational efficiency, reduce downtime, and provide robust support during citywide emergency situations.

The Public Works Department continually assesses its fleet of heavy equipment to ensure safety, efficiency, and reliability. Several older equipment have been identified for replacement due to their age, high mileage, and increasing maintenance cost.

Specifically, the 1999 Caterpillar D1920 Loader. The loader is no longer reliable for service and has exceeded the reasonable maintenance threshold.

The staff has researched the market and identified a loader available for immediate delivery, allowing for timely use during possible emergency citywide events. The proposed loader will enhance operational efficiency and minimize downtime associated with downtime and bottleneck wait time.

The reallocation of the previously approved funds, along with an additional $50,000, is essential to cover the cost of the loader, which is available for fast delivery. This strategic purchase will better meet the current and emergent needs of the Public Works Department.

ANALYSIS
Purchasing a new loader will significantly reduce downtime and maintenance challenges associated with the current aging equipment. The loader selected is available for immediate delivery, which is crucial for maintaining the department's operational capabilities during peak periods and emergencies. This investment will ensure that all staff have access to necessary tools and equipment, thereby enhancing service delivery across the city.

Regarding the operational process, the proposal to purchase available for immediate delivery is particularly beneficial. This approach minimizes wait gaps that may arise, enabling the Public Works Department to respond promptly to emergency needs. The suggested acquisition is well suited for the city's needs; thereby enhancing both time and use efficiency.

During the recent Eaton related fire and subsequent wind event, our response efforts were hindered due to emergency repairs needed on our current fleet of loaders, causing delays in critical operations. The aging equipment required immediate maintenance at a time when quick action was essential, highlighting the need for a more reliable fleet. The purchase of a new loader would help mitigate such delays in future emergency situations, ensuring a more effective and timely response. Additionally, this loader was included as 279687.v2
373079.1
a requested item in the current budget but was deferred due to lack of funding. Given the demonstrated operational need, approving this purchase now would enhance our department’s readiness and resilience in handling emergency events.

FISCAL IMPACT
The financial requirement for the loader is $250,000. The proposed funding strategy involves:
 Reallocating $200,000 from the Sewer fund (Account 72000.81200.56007).  Increasing the Capital Improvement Fund budget by $50,000, sourced from the Sewer Fund’s Net Position, Unrestricted.

This adjustment requires a formal budget amendment approved through a City Council resolution, reflecting both the fund reallocation and the budget increase.

ENVIRONMENTAL (CEQA)
Approving the purchase of a new Front Loader does not meet CEQA’s definition of a “project”, because the action does not have the potential for resulting in either a direct physical change in the environment or a reasonably foreseeable indirect physical change in the environment.

PUBLIC NOTICE
This item has been noticed through the regular agenda notification process. Copies of this report can be accessed on the City’s website at www.cityofsierramadre.com.

ATTACHMENT
A- Resolution 25-20
RESOLUTION NO. 25-20

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SIERRA MADRE,

CALIFORNIA, APPROVING A BUDGET AMENDMENT TO REALLOCATE FUNDS

AND INCREASE THE CAPITAL IMPROVEMENT BUDGET FOR THE PURCHASE OF

A LOADER FOR THE PUBLIC WORKS DEPARTMENT
WHEREAS, the Fiscal Year 2024/2025 Capital Improvement Program (CIP) budget includes an allocation of $200,000 from the Sewer Fund (Account 72000.81200.56007) for the purchase of a Sewer Jetter Truck; and
WHEREAS, the Public Works Department has identified the immediate need for a replacement loader to ensure continued operational efficiency, reduce downtime, and provide critical support during emergency events; and
WHEREAS, the current loader, a 1999 Caterpillar D1920, is no longer reliable, requiring frequent maintenance that hampers Public Works' ability to respond effectively during emergencies; and
WHEREAS, the proposed replacement, a Caterpillar Inc. Model 920 Wheel Loader, has been identified and is available for expedited delivery; and WHEREAS, staff recommends reallocating the $200,000 previously budgeted for the Sewer Jetter Truck and transferring an additional $50,000 from the Sewer Fund Balance (Sewer Fund’s Net Position, Unrestricted) to fully fund the $250,000 purchase cost; and
WHEREAS, to expedite the acquisition and address the urgent operational need, the City will procure the loader through Sourcewell, a cooperative purchasing program that allows public agencies to "piggyback" on competitively bid contracts previously awarded by other government entities, as authorized by California Government Code Title 1, Division 7, Chapter 5, Article 1 (§ 6500 et seq.); and
WHEREAS, the City’s Financial Policies and Procedures require a formal budget amendment approved by City Council resolution for fund reallocations and increases.

NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Sierra Madre, California, as follows:

1. Reallocation of Funds: The City hereby reallocates $200,000 from the Sewer Fund (Account 72000.81200.56007), previously designated for a Sewer Jetter Truck, toward the purchase of a loader.

2. Budget Increase: The Capital Improvement Budget for Fiscal Year 2024/2025 is increased by $50,000, to be transferred from the Sewer Fund’s Unrestricted Net Position.

3. Total Allocation: The total appropriation for this purchase is $250,000, to cover the complete cost of acquiring the loader.

4. Procurement Authorization: The City Manager and the Public Works Director are authorized to complete the acquisition of the loader, including execution of all necessary documents, using Sourcewell’s cooperative purchasing contract pursuant to California Government Code § 6500 et seq.

5. Effective Date: This resolution shall take effect immediately upon its adoption.

PASSED, APPROVED, AND ADOPTED this ___ day of ____________, 2025, by the following vote:

AYES:

NOES:

ABSTAIN:

ABSENT:

APPROVED:

City of Sierra Madre

AGENDA REPORT
Robert Parkhurst, Mayor
Kristine Lowe, Mayor Pro Tem
Edward Garcia, Council Member
Gene Goss, Council Member
Kelly Kriebs, Council Member
Susan Spears, City Treasurer
TO: Honorable Mayor Parkhurst and Members of the City Council FROM: Anthony Rainey, Finance Director
REVIEWED BY: Jose Reynoso, City Manager
DATE: March 11, 2025
SUBJECT: REVIEW OF FY 2024/2025 GANN APPROPRIATIONS LIMIT

CALCULATION AND EXTERNAL AUDIT CONFIRMATION

STAFF RECOMMENDATION
Staff recommends that the City Council receive and file the review of the FY 2024/2025 GANN Appropriations Limit calculation. No action is required, as the auditors have confirmed the validity of the calculations.
.

ALTERNATIVES
 The City Council may choose to receive and file this report, acknowledging that the external auditors have reviewed the GANN Limit calculations and found no exceptions or necessary modifications. No further action would be required.  Given that the City is operating close to its appropriations limit ($110,044 under for FY 2024/2025), the Council may direct staff to explore options for managing future compliance during the FY 205/2026 budget formulation, including:
o Identifying additional exempt expenditures (e.g., capital outlays or debt service).
o Considering voter-approved measures if necessary in future years.  The City Council could choose to take no action on this item. However, this is not recommended as it would not provide formal acknowledgment that the audit findings confirm the validity of the FY 2024/2025 GANN Limit calculations.

ANALYSIS
On June 11, 2024, the City Council approved the FY 2024/2025 GANN Appropriations Limit through Resolution 24-33 as part of the budget adoption process. At that time, the former Finance Director requested that the City's external auditors review the GANN Limit calculation to ensure compliance with Article XIII-B of the California Constitution.

The current Finance Director has since recalculated the City’s GANN Limits for FY 2016/2017 through FY 2024/2025, providing a comprehensive review of prior years' calculations. These calculations were submitted to and reviewed by the City's external auditors, Rogers, Anderson, Malody & Scott, LLP. The auditors have verified the methodology used and found no exceptions or discrepancies in the calculations. The City’s external auditors performed agreed-upon procedures to verify the GANN Limit calculations. As outlined in their Independent Accountant’s Report, they:
1) Verified that the GANN Limit and adjustment factors matched those adopted by the City Council.
2) Confirmed the accuracy of prior year limits and current-year adjustments. 3) Ensured that the calculation was performed in accordance with state guidelines. 4) Found no exceptions or errors in the City's calculations.

The auditors concluded that the FY 2024/2025 GANN Limit calculation was conducted correctly, and no changes or modifications are necessary.

For FY 2024/2025, the City’s Appropriations Limit was presented to and adopted by the City Council on June 11, 2024, and remains unchanged. However for FY 2024/2025, the amount that the City is under the GANN Limit is only $110,044, which indicates that the City is operating very close to its appropriations limit. While this confirms compliance for the current fiscal year, it also highlights the need for careful monitoring of key financial factors that could impact future GANN Limit calculations. It is advised that the City monitor the following:

A. Revenue Growth from Taxes – Since the GANN Limit primarily restricts appropriations from tax proceeds, any significant increases in property tax, sales tax, or utility user tax revenues may require additional scrutiny to ensure compliance. The City is undertaking this with the formation of the Ad-Hoc Revenue Committee.

B. Population and Inflation Adjustments – The annual adjustment factors used to calculate the limit are based on state-reported changes in per capita income and population growth. If population declines or inflation remains moderate, then the growth in the appropriations limit may not keep pace with revenue increases.

C. Expenditure Exclusions – Certain expenditures, such as capital outlay and debt service, are exempt from the GANN Limit. Ensuring proper categorization of these expenses will be critical in managing future appropriations constraints.

D. Potential Need for a Voter Override – If the City approaches or exceeds the limit in future years, then options such as voter-approved adjustments or GANN Limit override measures may need to be explored.

Given the narrow margin under the limit, continued monitoring and strategic financial planning will be essential to avoid exceeding the appropriations cap in future years. The final determination will be made during the annual GANN Limit calculation as part of the budget adoption process in June. If projections show the City exceeding the limit, Council action may be required to address the issue. The State of California, specifically the Department of Finance (DOF), typically releases the annual price and population adjustment factors needed to calculate the GANN Appropriations Limit in mid-May of each year. The Finance Director will use this information to update the GANN Limit calculation for the upcoming fiscal year budget adoption in June. This ensures that the City’s appropriations remain compliant with Article XIII-B of the California Constitution

ENVIRONMENTAL (CEQA)
This action is not a project under the California Environmental Quality Act (CEQA) as defined in Section 15378(b)(5) of the CEQA Guidelines, because it is an administrative activity of government that does not result in a direct or indirect physical change in the environment. Therefore, no environmental review is required.

STRATEGIC PLAN CORRELATION
This action aligns with the City of Sierra Madre’s strategic goal to build an organization that is innovative, financially stable, and consistently delivers a high level of service through the creation of fiscal stability.

FISCAL IMPACT
There is no fiscal impact, as this is an informational item to confirm the accuracy of previously adopted calculations.

PUBLIC NOTICE
This item has been noticed through the regular agenda notification process. Copies of this report can be accessed on the City’s website at www.sierramadreca.gov ATTACHMENTS:
 ATTACHMENT A - Auditor’s Independent Accountant’s Report on the GANN Limit Calculation
 ATTACHMENT B - GANN Limit Calculation Spreadsheet for FY 2016/2017 – FY 2024/2025
389819.1
735 E. Carnegie Dr. Suite I 00
San Bernardino. CA 92408
909 889 0871 T
909 889 5361 F
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PARTNERS
Scott W Manno. CPA. CGMA
Leena Shanbhag, CPA. MST. CGMA
Bradferd A. Welebir. CPA. MBA. CGMA
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Ga,·denya Duran, CPA, CGMA
Brianna Schultz, CPA. CGMA
Brenda L. Odle. CPA. MST (Partne, Emeritus)
Te, ry P Shea, CPA (Panner Emenws)

MANAGERS/ STAFF
Seong-Hyea Lee. CPA. MBA
Evelyn Morenlin-Barcena. CPA
Vernnica Hernandez, CPA
Laura A1v1zu. CPA
John Maldonado, CPA, MSA
Julia Rodriguez Fuentes. CPA, MSA
Dem, Hite. CPA
Jeffrey McKennan. CPA
Mornca Wysock,, CPA
Jacob Weatherb,e. CPA, MSA
Bolim Han. CPA. MAcc
Anny Gonzalez, CPA

MEMBERS
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ROGERS, ANDERSON , MALODY & SCOTT, LLP
CERTIFIED PUBLIC ACCOUNTANTS. SINCE 1948
STABILITY. ACCURACY. TRUST.
-1-
Independent Accountant’s Report
City of Sierra Madre
Attention: Jose Reynoso, City Manager
232 W. Sierra Madre Blvd.

Sierra Madre, CA 91024
We have performed the procedures enumerated below on the Appropriations Limit of the City of Sierra Madre (City). The management of the City is responsible for the underlying financial data supporting the evaluation of the Appropriations Limit.

The City has agreed to and acknowledged that the procedures performed are appropriate to meet the intended purpose of the engagement. This report may not be suitable for any other purpose.

The procedures performed may not address all the items of interest to a user of this report and may not meet the needs of all users of this report and, as such, users are responsible for determining whether the procedures performed are appropriate for their purposes.

The procedures and the associated findings are as follows:

Procedure 1: Determine whether the City’s projected revenues for Fiscal Year 2024-25 will result in an exceedance of the Appropriations Limit (Gann Limit).

Finding: The City’s projected revenues for Fiscal Year 2024-25 for “proceeds from taxes” was $13,746,283 and is comprised as follows:

Property Taxes $7,159,000
Sales and Use Taxes 1,468,500
Utility User Taxes 3,194,000
Motor Vehicle License Fees 1,753,000
Allocated Interest Earnings 171,783
Total Proceeds from Taxes 13,746,283
Exclusions for Qualified Capital Outlay (160,000)
Total Appropriations Subject to Limitation $13,586,283
The $13,746,283 in proceeds from taxes would have exceeded the FY 2024-25 Appropriations Limit of $13,696,327 by $49,956, however, the City had an allowable exclusion of $160,000 from the “proceeds from taxes” for a General Fund match for a street project, which then lowered the Appropriations Subject to Limitation to $13,586,283. This resulted in the City being under the Appropriations Limit by $110,044. -2-
Procedure 2: Evaluate whether the passage of Measure PS will trigger an exceedance of the Appropriations Limit (Gann Limit).

Finding: Measure PS did not pass, however, if it had passed, its projected annual revenues of $2,037,000 would have resulted in an exceedance of the Appropriations Limit (Gann Limit).

Procedure 3: Determine what is the appropriate growth factor if Measure PS will trigger and exceedance of the Appropriations Limit (Gann Limit).

Finding: The growth factors that affect the Appropriations Limit are inflation and population growth. For Fiscal Year 2024-25 inflation was 3.62% and population growth was a negative

0.15%. To avoid exceeding the Appropriations Limit if Measure PS had passed, the growth factors would have needed to be much higher than recent historical records would support. For example, if the inflation rate was 4%, the population growth would need to be 14%.

Procedure 4: Determine whether the City is excluding all relevant revenue that is not within the definition of “proceeds of taxes” as defined under Government Code section 7901(i).

Finding: Based on our review of the City’s workpapers and annual budget used to prepare the City’s Fiscal Year 2024-25 Appropriations Limit, the City is excluding all relevant revenue that is not within the definition of “proceeds from taxes”.

We were engaged by the City to perform this agreed-upon procedures engagement and conducted our engagement in accordance with attestation standards established by the American Institute of Certified Public Accountants. We were not engaged to and did not conduct an examination or review engagement, the objective of which would be the expression of an opinion or conclusion, respectively, on the Appropriations Limit projection. Accordingly, we do not express such an opinion or conclusion. Had we performed additional procedures, other matters might have come to our attention that would have been reported to you.

We are required to be independent of the City and to meet our other ethical responsibilities, in accordance with the relevant ethical requirements related to our agreed-upon procedures engagement.

This report is intended solely for the information and use of the City Council and management of the City of Sierra Madre, California, and is not intended to be and should not be used by anyone other than these specified parties. However, this report is a matter of public record and its distribution is not limited.

San Bernardino, California
February 14, 2025
Fiscal Year / Description 2015-2016 2016-2017 2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 2023-2024 2024-2025 A A - Adjustment Factors
A1
A1 - Per Capita Cost of
Living Change (%)
California Department of Finance,
Attachment A: Paragraph A. Price
Factor

3.82 5.37 3.69 3.67 3.85 3.73 5.73 7.55 4.44 3.62
A2
A2 - Population Change
(%) California Department of
Finance Attachment B Annual
Percent Change in Population Minus
Exclusions County City Sierra Madre

0.32 0.34 -0.03 0.12 -0.27 -0.25 -0.68 -0.86 -0.81 -0.15 A3
A3 - Per Capita Cost of
Living Converted to a
Ratio (Formula Source - California
Department of Finance, Attachment
B: County City Sierra Madre

1.0382 1.0537 1.0369 1.0367 1.0385 1.0373 1.0573 1.0755 1.0444 1.0362 A4
A4 - Population Factor -
Converted to a Ratio
(Formula Source - California
Department of Finance, Attachment
A: Paragraph B) Row (A2 +
100)/100

1.0032 1.0034 0.9997 1.0012 0.9973 0.9975 0.9932 0.9914 0.9919 0.9985 A4
A5 - Calculation of
Factor for Respective
Fiscal Year (Formula Source -
California Department of Finance,
Attachment A: Paragraph B) Row
(A3 times A4)

1.0415 1.0573 1.0366 1.0379 1.0357 1.0347 1.0501 1.0663 1.0359 1.0346 B
B - Prior Year's Limit ($)
[From Prior Fiscal Year's Limit]
$8,988,634 $9,361,862 $9,898,134 $10,260,296 $10,649,613 $11,029,762 $11,412,569 $11,984,457 $12,778,436 $13,237,698 C
C - Calculation of a
Factor for Respective
Fiscal Year ($) [B times A4]
$9,361,862 $9,898,134 $10,260,296 $10,649,613 $11,029,762 $11,412,569 $11,984,457 $12,778,436 $13,237,698 $13,696,327 D Other Adjustments:

D1 Lost Responsibility (-) $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 D2 Transfer to Private (-) $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 D3 Transfer to Fees $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
D4 Assumed Responsibility
(+) $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
D5 Other Adjustments
(Explain) $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
D6 Total Adjustments (D1 + D2
+ D3 + D4 + D5): $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
D7 This Year's Limit (C plus D6) $9,361,862 $9,898,134 $10,260,296 $10,649,613 $11,029,762 $11,412,569 $11,984,457 $12,778,436 $13,237,698 $13,696,327 E
Appropriation Subject to
Limitation
E1
Proceeds from Taxes
[Fiscal Year Adopted Budget
Revenue Projection]
$8,238,100 $9,332,400 $9,575,900 $9,214,400 $9,586,200 $9,978,000 $10,903,544 $12,051,233 $12,621,436 $13,746,283 E2 Exclusions $1,041,300 $560,500 $530,500 $1,177,800 $1,502,000 $1,240,374 $998,122 $534,360 $689,080 $160,000 E3 Appropriation Subject to
Limitation (B1 minus B2)
$7,196,800 $8,771,900 $9,045,400 $8,036,600 $8,084,200 $8,737,626 $9,905,422 $11,516,873 $11,932,356 $13,586,283 D
Amount Under Limit (D7
minus E3)
$2,165,062 $1,126,234 $1,214,896 $2,613,013 $2,945,562 $2,674,943 $2,079,035 $1,261,563 $1,305,342 $110,044 392287.1
TO: Honorable Mayor Parkhurst and Members of the City Council FROM: Aleks R. Giragosian
Julia Homaechevarria, Deputy City Attorney
Clare Lin, Director of Planning and Community Preservation Joshua Wolf, Senior Planner
Sarkis Nazerian, Building Code Official
Arnulfo Yanez, Director of Public Works
James Carlson, Senior Analyst
Brent Bartlett, Fire Chief
Sandie Hastings, Fire Code Official/ Fire Marshal
REVIEWED BY: Jose Reynoso, City Manager
DATE: March 25, 2024
SUBJECT: CONSIDERATION OF ORDINANCE NO. 1480-U

APPROVING AN UNCODIFIED URGENCY

ORDINANCE TO STREAMLINE AND REDUCE THE

COST OF REDEVELOPMENT OF STRUCTURES

IMPACTED BY THE EATON FIRE

STAFF RECOMMENDATION
Staff recommends the City Council adopt Ordinance No. 1480-U approving an uncodified urgency ordinance to streamline and reduce the cost of redevelopment of structures impacted by the Eaton Fire

ALTERNATIVES
Approve Ordinance No. 1480-U as amended; or
Do not approve Ordinance No. 1480-U and provide staff with direction.

City of Sierra Madre

AGENDA REPORT
Robert Parkhurst, Mayor
Kristine Lowe, Mayor Pro Tem
Edward Garcia, Council Member
Gene Goss, Council Member
Kelly Kriebs, Council Member
Susan Spears, City Treasurer
392287.1

EXECUTIVE SUMMARY
Ordinance No. 1480-U facilitates the redevelopment of structures destroyed or damaged by the Eaton Fire and related debris flow following the 2025 Mid-February Winter Storm Event. The ordinance focuses on streamlining and reducing the cost of redevelopment.

In particular, it proposes the following amendments to the City’s municipal code and administrative procedures:
1) With respect to demolition permits:
 waiving discretionary review; and
 waiving historic resource review.
2) With respect to subdivision and zoning permits (entitlements):
 waiving discretionary review;
 permitting accessory structures before the primary residence;  permitting temporary storage of trailers;
 waiving the cost of historic preservation;
 waiving certain public improvements as a condition of redevelopment; and  extending the life of entitlements.
3) With respect to building permits (post-entitlements):
 suspending the applicability of the LID ordinance;
 streamlining the approval of building plans;
 extending the life of building permits;
 avoiding the cost of geological and soil reports;
 streamlining administrative review;
 researching fire hydrant flows; and
 approving alternative materials, designs, or construction methods.

Ordinance No. 1480-U also declare a shelter crisis to suspend provisions of the State building code that will hinder redevelopment in the City.

ANALYSIS

BACKGROUND
The Eaton Fire began on January 7, 2025, in Eaton Canyon and soon spread to Sierra Madre, Pasadena, and Altadena. The fire burned 14,000 acres, destroyed more than 9,000 structures, and killed 17 people. In Sierra Madre, approximately 750 acres burned, 35 structures were destroyed or damaged, but no people were killed. On January 9, 2025, the City Council proclaimed a local emergency caused by the Eaton Fire.

The Eaton Fire consumed much of the vegetation within the unimproved open space abutting the City. The denuding of the hillside during the rainy season exposed the City to the potential for significant debris flow in the form of mud, rocks, and other debris flowing downhill toward residential neighborhoods. On February 13, 2025, Sierra Madre experienced a significant debris flow caused by a winter storm, enveloping City streets and damaging vehicles and structures. On February 25, 2025, the City Council proclaimed a new local emergency caused by the 2025 Mid-February Winter Storm 392287.1
Event.

In total, 27 structures have been red tagged and 8 structures have been yellow tagged.

City staff proposes an urgency ordinance to address the aftermath of the Eaton Fire and the resulting debris flow associated with the 2025 Mid-February Winter Storm Event and to facilitate the redevelopment of these red tagged and yellow tagged structures.

PROCEDURAL POSTURE
On March 6, 2025, the Planning Commission directed the City Attorney to draft an ordinance to streamline and reduce the cost of redevelopment of structures impacted by the Eaton Fire. On March 20, 2025, the Planning Commission approved Resolution No. 1480-U, included herein as Attachment B, recommending the adoption of an urgency ordinance consistent with the Planning Commission’s direction.

Ordinarily, an ordinance requires two readings and takes effect 30 days after adoption.

The proposed City Council ordinance will be an urgency ordinance that takes effect immediately upon adoption. Under Government Code section 36937, subdivision (b), an urgency ordinance may be adopted “For the immediate preservation of the public peace, health or safety, containing a declaration of the facts constituting the urgency, and is passed by a four-fifths vote of the city council.”
The urgency ordinance will also be uncodified, meaning it will not amend the City’s municipal code published online. An uncodified ordinance is appropriate to avoid confusing members of the public researching the City’s municipal code and because, by its own terms, the ordinance will expire automatically after three years.

APPLICABILITY
Only those property owners who apply for a demolition, subdivision, zoning, or building permit for a structure that was red tagged or yellow tagged by the Building Official due to damage caused by the Eaton Fire may benefit from the proposed ordinance. The ordinance will be in effect for three years to give property owners sufficient time to raise the capital and resources necessary to redevelop structures. Additionally, a three year term most closely aligns with the Governor’s Executive Orders and encourages property owners to apply for and exercise their permits expeditiously.

SHELTER CRISIS DECLARATION
Under Government Code section 8698 et seq., the City Council is authorized to declare a “shelter crisis” which is a proclamation “of a situation in which a significant number of persons are without the ability to obtain shelter, resulting in a threat to their health and safety.” Due to the fact that 22 homes have been red tagged, resulting in the total vacation of a property, and 7 homes have been yellow tagged, resulting in partial vacation of a property, many families in Sierra Madre are left without homes, resulting in a threat to the health and safety of those families.
392287.1
The advantage of declaring a shelter crisis is that the City Council may adopt an urgency ordinance suspending certain portions of the State Building Code. Government Code section 8698.1, subdivision (b), states, “The provisions of any state or local regulatory statute, regulation, or ordinance prescribing standards of housing, health, or safety shall be suspended to the extent that strict compliance would in any way prevent, hinder, or delay the mitigation of the effects of the shelter crisis. Political subdivisions may, in place of such standards, enact municipal health and safety standards to be operative during the housing emergency consistent with ensuring minimal public health and safety.” Such suspensions will only be in effect so long as the shelter crisis continues. The shelter crisis is made co-terminus with this ordinance, and the suspension of the Building Code provisions will be lifted in three years.

DEMOLITION PERMITS
On January 12, 2025, the Governor issued EO N-5-25 to coordinate debris removal and mitigate post-fire hazards and direct the California Governor’s Office of Emergency Services (“Cal OES”) to develop a comprehensive plan for expeditiously removing debris from impacted properties. Cal OES, in conjunction with the County of Los Angeles (“County”), the Federal Emergency Management Agency, and the US Army Corps of Engineers (“Army Corps”) established the 2025 Los Angeles Wildfires Debris Removal Program (“Program”). The Program is administered by the County, and authorizes the Army Corps to remove fire ash and debris for all homes that opt-into the Program by completing a Right of Entry (“ROE”) form. Pursuant to the memorandum of understanding between the City of Sierra Madre and the County, entered into on March 11, 2025, all those property owners that choose not to complete the ROE form and instead choose to opt-out of the Program must obtain a demolition permit from the City prior to removing any fire ash and debris.

To facilitate fire ash and debris removal, the Planning commission and staff recommend:
 suspending Chapter 17.60.056 (Discretionary Demolition Permit) of Chapter

17.60 (Variances and Discretionary Permits) of Title 17 (Zoning); and  suspending Sub-Sections B (30-day wait period ) and K (Demolitions of Historic Structure) of Section 15.04.115(Demolition Permits) of Chapter 15.04 (Building Code and Permits) of Title 15 (Buildings and Construction).

The proposed suspension will ensure that properties seeking to remove fire ash and debris are not subject to a discretionary process and not penalized for demolishing damaged structures, even if those structures had historic value.

On January 15, 2025, the County Health Officer issued a Local Health Emergency Order Prohibiting the Unsafe Removal, Transport, and Disposal of Fire Debris to Protect Community Safety (“Health Order”), which found that contaminated debris from household hazardous waste created an imminent threat to public health. Sierra Madre Municipal Code (“SMMC”) 8.16.010 states, “It is declared a public nuisance for any person owning, leasing, occupying or having charge or possession of any premises in 392287.1
this city to maintain such premises in such a manner that any of the following conditions are found to exist thereon: … E. Buildings which are abandoned, boarded up, partially destroyed or left unreasonably in a state of partial construction … [and] R. Maintenance of premises in such condition as to be detrimental to the public health, safety or general welfare or in such manners as to constitute public nuisance as defined by Civil Code 3480.” Therefore, in light of the Health Order and SMMC 8.16.010, property owners impacted by the Eaton Fire are required to apply for a demolition permit within six months of this ordinance and to exercise the permit within six months of its issuance. Property owners that fail to apply for or exercise a demolition permit within the allotted time will be considered a public nuisance subject to code enforcement and administrative or civil action.

Estimated Savings for Applicant:

Discretionary Demolition Permit Fee $1,150.00
Historic Resources Evaluation $1,530.00
Public Noticing Fee $590.00
Environmental Filing Fee $360.00
Total $3,630.00
The applicant will only be subject to a $284 demolition permit fee and various selfcertification requirements once demolition and debris removal are complete.

SUBDIVISION & ZONING PERMITS (ENTITLEMENTS)
Waiving of Design Review
The structures impacted by the Eaton Fire are located within three zones of the City:
1) R-1 One Family Residential Zone (Chapter 17.20);
2) R-C Residential Canyon Zone (Chapter 17.30); and
3) H Hillside Management Zone (Chapter 17.52).

SMMC Section 17.20.027 requires a discretionary design review permit for certain additions, second stories, or developments that exceed gross floor area of certain thresholds. SMMC Section 17.30.045 requires a discretionary design review permit for encroaching second stories and three thousand square foot developments. SMMC Sections 17.52.050(B)-(C) and 17.52.070(C) require a discretionary hillside development permit in the Hillside Management Zone for grading, redevelopment, and subdivisions.

Discretionary permits often increase the cost associated with development, because there are additional staff time, noticing, and hearing costs, and increase the time it takes to develop, due to scheduling public hearings before the planning commission and/or city council.

The Planning Commission and staff recommend suspending:
1) SMMC Section 17.20.027 (Design Review Permit) of Chapter 17.20 (R-1 One Family Residential Zone) of Title 17 (Zoning);
392287.1
2) SMMC Section 17.30.045 (Design Review Permit) of Chapter 17.30 (R-C Residential Canyon Zone) of Title 17 (Zoning);
3) SMMC Sections 17.52.050(B)-(C) and 17.52.070(C) of Chapter 17.52 (H Hillside Management Zone) of Title 17 (Zoning); and
4) any other SMMC section mandating design review.

This suspension is only applicable to those structures subject to the urgency ordinance that do not exceed 110% of the development standards applicable to the prior development (often referred to as “like-for-like”) at the time the development was constructed. The additional 10% variance in development standards is recommended to allow for different designs and safety features. The 10% variance in development standards cannot be used when such variance would result in an exceedance of applicable development standards.

While ministerial review is encouraged, planning staff will reserve the discretion to refer applications to the Planning Commission for design review.

Nonconforming structures may use the 10% variance, but only to the extent such use extends a building plane of a non-conformity. But the 10% variance cannot be used to exacerbate the non-conformity in any other way or to extend it beyond its plane. For example, a nonconforming structure that violates the existing rear yard setback requirement may rebuild the structure at the same violative rear yard setback and may expand the non-conformity by extending the plane of the back wall. But the structure may not build further into the setback and exacerbate the non-conformity.

With respect to the square footage, an applicant may exercise the greater of the 10% variance standard or 250 square feet. The additional 10% or 250 square feet of floor area may in no case create or exacerbate a nonconformity with development standards for lot coverage or floor area. With respect to height, the applicant may exercise the 10% variance standard to expand an existing second story, but may not exercise the 10% variance standard to build a second story where none previously existed. The additional 10% height may in no case create or exacerbate a nonconformity with development standards for height.

Structures exceeding 110% of the development standards will be subject to the existing Zoning Code standards, including design review or administrative design review.

Nonconforming structures will continue to be subject to SMMC Section 17.56.070 (Repair and maintenance; reconstruction after involuntary damage).

Estimated Savings for Applicant:

R-1 Zone & R-C Zone
Design Review Permit Fee $6,150.00
Fire Marshall Review Fee $546.00
Public Noticing Fee $1,080.00
Environmental Filing Fee $360.00
Total $8,136.00
392287.1
Hillside Management Zone
Hillside Development Permit Deposit $10,000.00
Fire Marshall Review Fee $546.00
Public Noticing Fee $1,080.00
Environmental Filing Fee $360.00
Total $11,986.00
In addition to the above savings, by suspending the requirement for a design review permit or hillside development permit, the applicant may save on the costs incurred by private licensed professionals in their preparation of materials required for a design review permit or hillside development permit application. The applicant can also expect to save a significant amount of time involved in the administrative and Planning Commission review of a design review permit or hillside development permit.

Permitting Accessory Structures Before the Primary Residence SMMC 17.22.100(E) states, “A certificate of occupancy for an accessory dwelling unit or junior accessory dwelling unit shall not be issued before the issuance of a certificate of occupancy for the primary dwelling.” That section mirrors the language in Government Code section 66328. On January 16, 2025, the Governor issued Executive Order N-9-25 (“EO N-9-25”). Section 3 of EO N-9-25 states, “Government Code section 66328, prohibiting issuance of a certificate of occupancy for an accessory dwelling unit before the certificate of occupancy for the primary dwelling, is suspended for projects to construct an accessory dwelling unit on any residential property substantially damaged or destroyed as a result of this emergency. This suspension shall be in effect for three years from the date of this Order, or until this Paragraph is terminated, whichever is earliest.”
Consistent with EO N-9-25, staff recommends suspending Subsection (E) of Section

17.22.100 (Application Review) of Chapter 17.22 (Accessory Dwelling Units) of Title 17 (Zoning), while EO N-9-25 is in effect.

Upon request, City staff will provide courtesy consultation regarding the implication of creating a new accessory dwelling unit (“ADU”) not defined under Government Code section 66323 (“66323 Unit”, also commonly referred to as “state mandated ADU” and “state exempt ADU”). According to the 2025 ADU Handbook published by the California Department of Housing and Community Development (“HCD”), 66323 Units are ministerially approved notwithstanding compliance with certain development standards such as lot coverage, floor area, and front yard setback provided that the 66323 Unit is no more than 800 square feet, has side and rear yard setbacks no less than 4 feet, and is no greater and 16 feet in height (in some cases increased to 18 or 20 feet in height).

Ordinarily, ADUs not meeting the standards of a 66323 Unit must comply with development standards under SMMC Chapter 17.22 and the development standards of the applicable zone. City staff in their consultation will inform applicants that building a non-66323 Unit may result in limitations to the area of the primary dwelling unit. 392287.1
Estimated Savings for Applicant:

Issuing a Certificate of Occupancy for an accessory dwelling unit prior to the completion of a primary dwelling unit does not have any effect on fees owed by an applicant.

However, by allowing the occupancy of an accessory dwelling unit this way may provide savings to the occupant in the form of temporary housing costs.

Permitting Temporary Storage of Trailers
The structures impacted by the Eaton Fire are located within three zones of the City:
1) R-1 One Family Residential Zone (Chapter 17.20);
2) R-C Residential Canyon Zone (Chapter 17.30); and
3) H Hillside Management Zone (Chapter 17.52).

The City generally prohibits the use of trailers on-site for living or sleeping purposes.

SMMC Section 17.20.020(E) permits “A trailer used as the residence of the owner and his/her family during construction by such owner of a permanent residence, but only while a building permit for the construction of such residence is in full force and effect and in no event longer than six months.” SMMC Section 17.20.020(L) severely restricts the use of unimproved lots for temporary or ongoing vehicle parking. Similar provisions exist in the Residential Canyon Zone under SMMC Section 17.30.030(H), (I) and in the Hillside Management Zone under 17.52.070(A). Further, the general development standards under SMMC 17.48.250 prohibit the storage of trailers on-site for living or sleeping purposes. These provisions may impose a financial burden on those property owners who may be forced to rent space due to the inability to live on their own lot in trailers designed as temporary housing.

On January 16, 2025, the Governor issued Executive Order N-9-25 (“EO N-9-25”).

Section 4 of EO N-9-25 states, “Any ordinances adopted by local governments within Los Angeles County that are authorized by the state statutes or regulations suspended by Paragraphs 5 and 6 of this Executive Order, and which would preclude the placement and use of a manufactured home, mobilehome, or recreational vehicle on a private lot (outside of mobilehome parks and special occupancy parks) for use during the reconstruction or repair of any home damaged or destroyed by these fires, are suspended. This suspension shall be in effect for three years from the date of this Order, or until this Paragraph is terminated, whichever is earliest.” Consistent with EO N-9-25, staff recommends:
 Suspending Section 17.48.250 (Storage of Trailers) of Chapter 17.48 (Development Standards) of Title 17 (Zoning);
 Suspending Paragraphs (E) and (L) of Section 17.20.020 (Permitted Uses) of Chapter 17.20 (R-1 One Family Residential Zone) of Title 17 (Zoning);  Suspending Section 17.30.220 (Parking of Recreational Vehicles and Boats) of Chapter 17.30 (R-C Residential Canyon Zone) of title 17 (zoning);  Suspending Paragraphs (E) and (F) of Section 17.30.030 (Permitted Uses) of Chapter 17.30 (R-C Residential Canyon Zone) of title 17 (zoning); and 392287.1
 Suspending Paragraph (B)(5) of Section 17.52.070 (Land Use Regulations) of Chapter 17.52 (H Hillside Management Zone) of Title 17 (Zoning) Property owners seeking to place a manufactured home, mobilehome, or recreational vehicle on a private lot will be required to enter into a maintenance agreement with the City regarding site maintenance and utilities.

Estimated Savings for Applicant:

Allowing temporary housing this way does not have any effect on fees owed by an applicant. However, by allowing the placement and occupancy of a manufactured home, mobilehome, or recreational vehicle on a private lot may provide savings to the occupant in the form of temporary housing costs.

Waiving the Cost of Historic Preservation
Lots to be subdivided (SMMC 16.04.060) and/or located in the R-1 One Family Residential Zone (SMMC 17.20.100(C)(2)(d)) are required to obtain a historic resources report prior to subdivision or development, respectively. City staff proposes:
 Suspending Section 16.04.06 (Preservation of Historic Resources) of Chapter

16.04 (General Provisions) of Title 16 (Subdivisions); and  Suspending Section 17.20.100(C)(2)(d) (Newly created or reconfigured lots— Width and street frontage) of Chapter 17.20 (R-1 One-Family Residential Zone) of Title 17 (Zoning)
As an alternative and to ensure the protection of historic resources, the Planning Commission and staff recommend the urgency ordinance direct staff to contract with Sapphos Environmental, Inc. to perform a cultural resources report on all the properties destroyed (red tagged) or damaged (yellow tagged or green tagged) and to render its recommendation to the City Council on how to preserve the cultural significance of those sites. The cost for the report may be absorbed by the City’s General Fund budget.

Estimated Savings for Applicant:

Historic Resources Evaluation $1,530.00 per report
None of the impacted structures are the subject of an existing Mills Act Agreement.

Waiving Certain Public Improvements as a Condition of Redevelopment The Public Works Department commonly requires public improvements as a condition of approval of property development. One such requirement is the mandate to install sidewalks and curb/gutter over the public right of way fronting the property. The installation of sidewalks can be expensive.

To reduce costs, staff recommends suspending this standard condition of approval.

Those properties which had curbs or gutters will be required to replace them. Those properties that did not have curbs or gutters will not be required to install them. Those 392287.1
properties who had curbs or gutters which were damaged during the rebuild process will be required to restore them to their as built condition.

Estimated Savings for Applicant: Staff estimates that sidewalks can cost upwards of $8,000 for the average home in Sierra Madre. The Building Official estimates sidewalk improvements to cost $20 per linear foot and curb and gutter improvements to cost $80 per linear foot.

Extending the Expiration Dates of Entitlements
The expiration date of a subdivision permit is set by SMMC Section 16.12.100(A), which states, “Approved or conditionally approved tentative maps shall expire twenty-four months following approval or conditional approval, unless an extension for a period or periods, not to exceed a total of twenty-four months is granted by the city council.” The expiration date of a zoning permit is set by SMMC Section 17.60.170, which states, “Any zone variance or conditional use permit shall be null and void if the use granted thereby is not commenced within the time specified in the resolution approving such zone variance or conditional use permit, or, if no time is so specified, if commencement does not occur within one year from the date said zone variance or permit is granted.” Most zoning permits do not list an expiration date, and, as a result, they have a one year term.

Due to the widespread impacts of the wildfires in Los Angeles County, it is anticipated that there will be high demand for labor, design services, and materials for the next several years in the region. The anticipated shortage may delay project timelines citywide, despite the best efforts by applicants to continue moving forward. Therefore, staff recommends:
1) A two year termination date on any subdivision or zoning permit set to expire in 2025; and
2) An automatic two year extension on any subdivision or zoning permit set to expire in 2025.

Estimated Savings for Applicant: The cost to extend a zoning permit is $380 and the cost to extend a subdivision permit is $1,260.

BUILDING PERMIT PROVISIONS
Suspending the Applicability of the Low Impact Development Ordinance On November 8, 2012, the Los Angeles Regional Water Quality Control Board adopted Order No. RA-2012-0175, the municipal National Pollution Discharge Elimination System permit (“Permit”) for the County of Los Angeles. The Permit was issued to reduce pollutants discharged from their Municipal Separate Storm Sewer Systems to the Maximum Extent Practicable statutory standard. The City adopted a Low Impact Development (“LID”) Ordinance in 2013 consistent with the Permit. 392287.1
The LID Ordinance contains requirements for storm water pollution control measures in redevelopment projects and grant waivers from the requirements of the standard urban stormwater mitigation plan. The pollution control measures are often made a condition of any building permit. Staff recommends the City suspend its LID Ordinance — Chapter

15.58 (Low Impact Development Plan) of Title 15 (Buildings and Construction) — for those properties with improvements constructed before 2013.

Estimated Savings for Applicant:

The applicant can expect to save $244 on staff review, approximately $6,000 on a civil engineer to develop LID plans, and approximately $25,000 on LID improvements.

In addition to the above savings, by suspending the applicability of low impact development requirements this way, the applicant may save on the costs incurred by private licensed professionals in their preparation of materials required for compliance with low impact development submittal requirements.

Streamlining the Approval of Building Plans
Ordinarily, any development proposed in the City must comply with the latest state building standards incorporated into SMMC by reference. On February 13, 2025, Governor Newson issued Executive Order N-20-25 (“EO N-20-25”). Paragraph 8 of EO N-20-25 states: “The reconstruction of residential dwellings that were originally designed and constructed to the 2019 California Building Standards Code and were subsequently destroyed as a result of this emergency in Los Angeles County may be permitted for reconstruction using the same design of the original dwelling that met the 2019 Codes without additional plan review at the discretion of the local enforcing agency. Any contrary provision of state law is suspended. Notwithstanding the foregoing, any applicable minimum elevation standards established in the 2022 California Building Standards Code and any subsequent updates (consistent with federal guidance on the implementation of the National Flood Insurance Program), and any applicable requirement to produce a required elevation certificate, shall continue to apply to dwellings subject to this Paragraph.”
Consistent with Paragraph 8 of EO N-20-25, staff recommends that structures subject to the proposed ordinance and approved under the prior two Building Code Cycles (2019 and 2022) forego additional building plan review.

Estimated Savings for Applicant:

No expected cost savings as staff is not aware of any damaged or destroyed structure constructed to the 2019 or later building standards.

Extending the Life of Building Permits
State law provides for the expiration date of building permits. Health and Safety Code section 18938.6 states, “Every permit shall remain valid for purposes of this part if the work on the site authorized by that permit is commenced within 12 months after its 392287.1
issuance, unless the permittee has abandoned the work authorized by the permit.” But Paragraph 7 of EO N-20-25 states: “Any building permit issued for a project to repair, restore, demolish, or replace a structure or facility in Los Angeles County that was substantially damaged or destroyed as a result of this emergency shall be valid for three years from the date of issuance. To the extent it provides otherwise, Health and Safety Code section 18938.6 is suspended.”
Pursuant to paragraph 7 of EO N-20-25, staff recommends all building permits issued for redevelopments of structures subject to the proposed ordinance be valid for a term consistent with EO N-20-25.

Estimated Savings for Applicant:

Extension of Plan Check or Building
Permit Fee (90-day increments)
$287.00
Extension for 3 years (12x 90-day
increments)
$3,444.00
Avoiding the Cost of Geological and Soil Reports
The state building code requires applicants to obtain a grading permit prior to excavating or filling a site. SMMC 15.48.070 states, “Prior to issuance of a grading permit, the city engineer may require an … engineering geological report [which] shall include an adequate description of the geology of the site, and conclusions and recommendations regarding the effect of geologic conditions on the proposed development.” In addition, SMMC 15.48.080 states, “The city engineer may require a soils engineering investigation, … [which] shall include data regarding the nature, distribution, and strength of existing soils, conclusions and recommendations for grading procedures, and design criteria for corrective measures.” Both reports are discretionary and add expense to a project.

Staff recommends the City Engineer forego mandating an engineering geological report or a soil engineering report where the City Engineer can conclude based on the preponderance of the available data that there are no geological or soil related issues with the site.

Estimated Savings for Applicant: Approximately $6,000 for both reports.

Streamlining Administrative Review
Given the City’s limited resources, public works staff is concerned they may not be able to dedicate the time needed to expeditiously review applications. The City has an existing contract with Willdan Engineering for fire safety and building code review. Staff recommends expanding the scope of the contract to include items that would ordinarily be reviewed by public works staff, including grading and drainage. In staff’s correspondence with Willdan Engineering, the firm represented that it can commit to a 10-business day review of all applications subject to the proposed ordinance. 392287.1
Estimated Savings for Applicant:

No quantifiable time or financial savings.

Researching Fire Hydrant Flows
A fire hydrant flow is the amount of water that a fire hydrant can provide per minute. Prior to issuing building permits, the City’s public works department measures the fire hydrant flow within 1,000 feet of a structure to ensure there is sufficient capacity. Staff recommends proactively measuring the fire hydrant flow for a sufficient number of hydrants closest to each of the structures subject to this ordinance.

The fire hydrant flow analysis was conducted many years ago. Neither the fire department nor the public works department have the internal capability to do this analysis. Willdan Engineering also does not provide this service. The Fire Chief contacted Pasadena, who stated they can assist Sierra Madre with the fire flow analysis.

Estimated Savings for Applicant:

Unknown at this time.

Approving Alternative Materials, Designs, and Construction Methods Due to the widespread impacts of the wildfires in Los Angeles County, it is anticipated that there will be high demand for construction materials for the next several years in the region. This may make it difficult to obtain certain pre-approved construction material.

Fire Code 104.10 authorizes the Fire Code Official to approve alternative materials, designs, or construction methods if they meet the intent of the Fire Code. The alternative material, design, or method of construction must be at least as effective, durable, and safe as that prescribed in the Fire Code. Staff recommends the Fire Code Official exercise her discretion to approve alternatives.

Estimated Savings for Applicant:

Unknown at this time.

ENVIRONMENTAL (CEQA)
The proposed ordinance is exempt from the California Environmental Quality Act (“CEQA”) under the Governor’s Executive Order N-20-25, Sections 2-4, which suspend the applicability of CEQA to “for projects to repair, restore, demolish, or replace property or facilities substantially damaged or destroyed as a result of this emergency” and authorizing the City to “develop guidance and procedures for implementing this Paragraph.” The proposed ordinance is also exempt under 14 CCR 15269 (emergency projects exemption) and 14 CCR 15061(b)(3) (common sense exemption). 392287.1

STRATEGIC PLAN CORRELATION
This Ordinance is consistent with Strategy PS 3.1 (Maintain Hillside Areas) of Goal 3 (Manage Outdoor Environment) of Strategic Objective (Maintain a Safe, Secure Community) of Public Safety because it seeks to permit the redevelopment of homes in the hillside areas impacted by the Eaton Fire to rebuild more fire resilient homes.

FISCAL IMPACT
Significant staff time was incurred in preparing this urgency ordinance for the Planning Commission’s and City Council’s review. In addition, if the Ordinance is approved, the City may incur the following expenses:
1) the cost of a historical resources report for all the structures destroyed or damaged by the Eaton Fire and resulting debris flow; and
2) the cost of the fire flow analysis provided by the City of Pasadena.

The City will seek to recoup these costs either through federal or state grants related to Eaton Fire relief or through the ongoing litigation against Southern California Edison.

PUBLIC NOTICE
This item has been noticed through the regular agenda notification process. Copies of this report can be accessed on the City’s website at www.cityofsierramadre.com.

ATTACHMENTS:

Attachment A: City Council Ordinance No. 1480-U
Attachment B: Planning Commission Resolution No. 25-04
392302.1
ORDINANCE NO. 1480-U

AN ORDINANCE OF THE CITY OF SIERRA MADRE,

CALIFORNIA, DECLARING A SHELTER CRISIS,
SUSPENDING VARIOUS SECTIONS OF TITLE 15
(BUILDING AND CONSTRUCTION), TITLE 16
(SUBDIVISIONS), AND TITLE 17 (ZONING) OF THE

SIERRA MADRE MUNICIPAL CODE, AND PROVIDING

DIRECTION TO STAFF TO STREAMLINE AND REDUCE

THE COST OF REDEVELOPMENT OF STRUCTURES

IMPACTED BY THE EATON FIRE

RECITALS
WHEREAS, the Eaton Fire ignited on January 7, 2025, resulting in 14,000 acres burned, more than 9,000 structures destroyed, and 17 people killed; WHEREAS, in Sierra Madre, approximately 750 acres burned and 55 structures were destroyed or damaged including 27 structures that have since been red tagged and 8 structures that have been yellow tagged;
WHEREAS, on January 9, 2025, City Council proclaimed a local emergency due to the Eaton Fire;
WHEREAS, on January 12, 2025, the Governor issued Executive Order N-5-25 (“EO N-5-25”) and on January 16, 2025, the Governor issued Executive Order N-9-25 (“EO N-9-25”) to expedite recovery and rebuilding efforts in the impacted communities; WHEREAS, on February 13, Sierra Madre experienced significant debris flow caused by a winter storm, which enveloped City streets and damaged vehicles ; WHEREAS, on February 25, 2025, the City Council proclaimed a new local emergency in response to the severe debris flow;
WHEREAS, 22 homes have been red tagged, resulting in the total vacation of a property, and 7 homes have been yellow tagged, resulting in partial vacation of a property;
WHEREAS, the City desires to assist residents affected by the Eaton Fire and the subsequent debris flow in rebuilding and returning to their homes as quickly and cost effectively as possible; and
WHEREAS, on March 6, 2025, the Sierra Madre Planning Commission met and unanimously directed the City Attorney to draft an urgency ordinance to streamline and reduce the cost of redevelopment of structures impacted by the Eaton Fire and subsequent debris flow.
392302.1
WHEREAS, on March 20, 2025, the Sierra Madre Planning Commission adopted Resolution No. 1480-U recommending the City Council approve an urgency ordinance and other related actions to streamline and reduce the cost of redevelopment of structures impacted by the Eaton Fire.

THEREFORE, THE CITY COUNCIL OF THE CITY OF SIERRA MADRE, CALIFORNIA, DOES ORDAIN AS FOLLOWS:

SECTION 1. Recitals. The Recitals above are true and correct and incorporated herein by this reference.

SECTION 2. Declaration. Pursuant to Government Code section 8698.2, subdivision (a), the City Council declares a shelter crisis due to the fact that many Sierra Madre families are left without a permanent residence after their homes were red tagged or yellow tagged and are without the ability to obtain shelter in Sierra Madre because there are no hotels or motels or a sufficient number of short-term accommodations within the City’s boundaries and, as a result, the situation presents a threat to the health and safety of those persons.

SECTION 3. Applicability. This Ordinance is limited to those property owners with red tagged or yellow tagged structures that were impacted by the Eaton Fire and subsequent debris flows.

SECTION 4. Termination. This Ordinance will automatically terminate upon the third anniversary of this Ordinance’s adoption by the City Council.

SECTION 5. Suspension of Discretionary Demolition Permits. The City Council suspends Section 17.60.056 (Discretionary Demolition Permit) of Chapter 17.60 (Variances and Discretionary Permits) of Title 17 (Zoning) of the Sierra Madre Municipal Code.

SECTION 6. Suspension of Historic Resource Review. The City Council suspends Subsections B (30-day wait period) and K (Demolitions of Historic Structure) of Section

15.04.115 (Section 105.7 Demolition Permits) of Chapter 15.04 (Building Code and Permits) of Title 15 (Buildings and Construction) of the Sierra Madre Municipal Code.

SECTION 7. Application Timeline. The City Council finds that any property owner with a property containing structures destroyed or damaged by the Eaton Fire and resulting debris flow that has not applied for a demolition permit within six months of the effective date of this Ordinance or has not exercised a demolition permit within six months of issuance of such permit to clear his or her property of debris is determined to have created a public nuisance under Sierra Madre Municipal Code Section 8.16.010.

SECTION 8. Suspension of Discretionary Review in One Faily Residential Zone.

The City Council suspends Section 17.20.027 (Design Review Permit) of Chapter 17.20 392302.1
(R-1 One Family Residential Zone) of Title 17 (Zoning) of the Sierra Madre Municipal Code for those structures that do not exceed 110% of the development standards applicable to the prior development based on the condition of the structure on January 6, 2025.

SECTION 9. Suspension of Discretionary Review in Residential Canyon Zone.

The City Council suspends Section 17.30.045 (Design Review Permit) of Chapter 17.30 (R-C Residential Canyon Zone) of Title 17 (Zoning) of the Sierra Madre Municipal Code for those structures that do not exceed 110% of the development standards applicable to the prior development based on the condition of the structure on January 6, 2025.

SECTION 10. Suspension of Discretionary Review in Hillside Management Zone.

The City Council suspend Subsection (B)-(C) of Section 17.52.050 (Permit requirements) and Subsection (C) of Section 17.52.070 (Land use regulations) of Chapter 17.52 (H Hillside Management Zone) of Title 17 (Zoning) of the Sierra Madre Municipal Code for those structures that do not exceed 110% of the development standards applicable to the prior development based on the condition of the structure on January 6, 2025.

SECTION 11. Exception to Suspension of Discretionary Review. Notwithstanding Sections 5 – 9, the City Council authorizes the Director of Planning and Community Preservation to refer any application to the planning commission for issuance of a discretionary demolition permit, design review permit, conditional use permit, or variance if staff determines the application proposes a use not otherwise permitted or exceeds the development standards as proposed by this Resolution and the Sierra Madre Municipal Code.

SECTION 12. Existing Nonconformances. The City Council finds that nonconforming structures may be allowed to benefit from this Ordinance, but only to the extent such use extends a building plane of a non-conformity and does not exacerbate the nonconformity in any other way or extend it beyond its plane.

SECTION 13. Additional Floor Area. The City Council finds that, with respect to floor area, structures may be allowed the greater of an additional 10% of the floor area of the pre-existing structure or 250 square feet. The floor area development standard may be applied to any story of a development to the extent the pre-existing structure had more than one story.

SECTION 14. Suspension of Limitation on Accessory Dwelling Unit Development.

The City Council suspends Section 17.22.100 (Application Review) of Chapter 17.22 (Accessory Dwelling Units) of Title 17 (Zoning) of the Sierra Madre Municipal Code.

SECTION 15. Suspension Permitting Temporary Storage of Trailers. The City Council suspends Section 17.48.250 (Storage of Trailers) of Chapter 17.48 (Development Standards) of Title 17 (Zoning) of the Sierra Madre Municipal Code. 392302.1
SECTION 16. Suspension Permitting Storage of Trailers in One Family Residential Zone. The City Council suspends Subsections (E) and (L) of Section

17.20.020 (Permitted Uses) of Chapter 17.20 (R-1 One Family Residential Zone) of Title 17 (Zoning) of the Sierra Madre Municipal Code.

SECTION 17. Suspension Permitting Temporary Storage of Trailers in Residential Canyon Zone. The City Council suspends Paragraphs (E) and (F) of Section 17.30.030 (Permitted Uses) of Chapter 17.30 (R-C Residential Canyon Zone) of title 17 (Zoning) of the Sierra Madre Municipal Code.

SECTION 18. Suspension Permitting Temporary Storage of Trailers in Residential Canyon Zone. The City Council suspends Section 17.30.220 (Parking of recreational vehicles and boats) of Chapter 17.30 (R-C Residential Canyon Zone) of Title 17 (Zoning) of the Sierra Madre Municipal Code.

SECTION 19. Suspension Permitting Temporary Storage of Trailers in Hillside Management Zone. The City Council suspends Subsection (B)(5) of Section 17.52.070 (Land Use Regulations) of Chapter 17.52 (H-Hillside Management Zone) of Title 17 (Zoning) of the Sierra Madre Municipal Code.

SECTION 20. Maintenance Agreements. The City Council requires every property owner subject to this Ordinance seeking to place a manufactured home, mobile home, or recreational vehicle on a private lot be required to enter into a maintenance agreement with the City regarding site maintenance and utilities.

SECTION 21. Suspension of Historic Preservation. The City Council suspends Section 16.04.06 (Preservation of Historic Resources) of Chapter 16.04 (General Provisions) of Title 16 (Subdivisions) of the Sierra Madre Municipal Code.

SECTION 22. Suspension of Historic Preservation. The City Council suspends Subsection 17.20.100(C)(2)(d) (Newly created or reconfigured lots – Width and street frontage) of Chapter 17.20 (General Provisions) of Title 17 (Zoning) of the Sierra Madre Municipal Code.

SECTION 23. Historic Resources Evaluation. In lieu of conducting a historic resources evaluation for each structure, the City Council directs staff to commission a historic resources evaluation for all the structures subject to this urgency ordinance.

SECTION 24. Suspension of Certain Public Improvements. The City Council directs the Public Works Department to suspend the following public improvements:

A. If an applicant’s property did not include a sidewalk or curb/gutter over the public right of way fronting the property prior to the Eaton Fire, no mandate to install a sidewalk or curb/gutter over the public right of way fronting the property shall be required;
392302.1
B. If an applicant’s property included a sidewalk or curb/gutter over the public right of way fronting the property prior to the Eaton Fire, any such public improvements since destroyed must be replaced by the applicant; and
C. If an applicant’s property included a sidewalk or curb/gutter over the public right of way fronting the property prior to the Eaton Fire, any such public improvements since damaged, whether during the rebuild process of the property or otherwise, must be restored by the applicant.

SECTION 25. Entitlement Extensions. The City Council extends by two years the expiration date for all subdivision permits and zoning permits set to expire in 2025 for all applicable structures.

SECTION 26. Entitlement Extensions. The City Council extends by one year the expiration date for all subdivision permits and zoning permits issued from 2025 – 2028 for all applicable structures.

SECTION 27. Suspension of the Low Impact Development Ordinance. The City Council suspends Chapter 15.58 (Low Impact Development Plan) of Title 15 (Building and Construction) of the Sierra Madre Municipal Code.

SECTION 28. Streamlining the Approval of Building Plans. The City Council permits structures subject to this urgency ordinance and approved under the prior two Building Code Cycles (2019 and 2022) to forego additional building plan review.

SECTION 29. Building Permit Extensions. The City Council extends by three years the expiration date for all building permits issued for all applicable structures.

SECTION 30. Avoiding the Cost of Geological and Soil Reports. The City Council directs the City Engineer to forego mandating an engineering geological report or soil engineering report where the City Engineer concludes, based on a preponderance of the available data, that there are no geological or soil related issues with the site for which an applicant is required to obtain a grading permit prior to excavating or filling the site.

SECTION 31. Streamlining Administrative Review. The City Council directs staff to amend the existing contract with Willdan Engineering, Inc. for fire safety and building code review to include items that would ordinarily be reviewed by public works staff, including grading and drainage for purposes of reviewing applications subject to this Ordinance.

SECTION 32. Streamlining Fire Hydrant Flow Analysis. The City Council directs staff to measure the fire hydrant flow for a sufficient number of hydrants closest to each of the structures subject to this Ordinance.
392302.1
SECTION 33. Approving Alternative Materials, Designs, and Construction Methods. The City Council directs the Fire Code Official to exercise her authority under Fire Code 104.10 to approve alternative materials, designs, or construction methods that are at least as effective, durable, and safe as that prescribed in the Fire Code.

SECTION 34. CEQA. The proposed ordinance is exempt from the California Environmental Quality Act (“CEQA”) under the Governor’s Executive Order N-20-25, Sections 2-4, which suspend the applicability of CEQA to “for projects to repair, restore, demolish, or replace property or facilities substantially damaged or destroyed as a result of this emergency” and authorizing the City to “develop guidance and procedures for implementing this Paragraph.” The proposed ordinance is also exempt under 14 CCR 15269 (emergency projects exemption) and 14 CCR 15061(b)(3) (common sense exemption).

SECTION 35. Severability. If any sections, subsections, subdivisions, paragraph, sentence, clause or phrase of this Ordinance or any part hereof or exhibit hereto is for any reason held to be invalid, such invalidity shall not affect the validity of the remaining portions of this Ordinance or any part thereof or exhibit thereto. The City Council hereby declares that it would have passed each section, subsection, subdivision, paragraph, sentence, clause or phrase hereof, irrespective of the fact that anyone or more sections, subsections, subdivisions, paragraph, sentences, clauses or phrases be declared invalid.

SECTION 36. Certification. Pursuant to Government Code Section 36932, the City Clerk shall certify the passage, approval, and adoption of this Ordinance by the City Council.

SECTION 37. Publication. Pursuant to Government Code Section 36933, the City Clerk shall cause this Ordinance to be published or posted.

SECTION 38. Records. Pursuant to Government Code Section 40801, proof of certification and publication shall be entered in the book of Ordinances of the City Council.

SECTION 39. Effective Date. Pursuant to Government Code Section 36937, subdivision (b), the City Council finds that the destruction and damage to structures in the community require this Ordinance take effect immediately on an urgency basis to redevelop those structures and rehouse those families impacted by the Eaton Fire and resulting debris flow for the immediate preservation of the public peace, health and safety. 392302.1
PASSED, APPROVED, AND ADOPTED this 25th day of March, 2025. __________________________
Robert Parkhurst, Mayor
I HEREBY CERTIFY that the foregoing urgency ordinance was duly adopted at a regular meeting held on the 25th day of March 2025, by the City Council of the City of Sierra Madre, California, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAINED:
___________________________
Laura Aguilar, City Clerk
392353.1
RESOLUTION NO. 25-04

A RESOLUTION OF THE PLANNING COMMISSION OF

THE CITY OF SIERRA MADRE, CALIFORNIA,

RECOMMENDING THE CITY COUNCIL APPROVE AN

URGENCY ORDINANCE AND OTHER RELATED ACTIONS

TO STREAMLINE AND REDUCE THE COST OF

REDEVELOPMENT OF STRUCTURES IMPACTED BY THE

EATON FIRE

RECITALS
WHEREAS, the Eaton Fire ignited on January 7, 2025, resulting in 14,000 acres burned, more than 9,000 structures destroyed, and 17 people killed; WHEREAS, in Sierra Madre, approximately 750 acres burned and 55 structures were destroyed or damaged including 27 structures that have since been red tagged and 8 structures that have been yellow tagged;
WHEREAS, on January 9, 2025 City Council proclaimed a local emergency due to the Eaton Fire;
WHEREAS, on January 12, 2025 the Governor issued Executive Order N-5-25 (“EO N-5-25”) and on January 16, 2025, the Governor issued Executive Order N-9-25 (“EO N-9-25”) to expedite recovery and rebuilding efforts in the impacted communities; WHEREAS, on February 13, Sierra Madre experienced significant debris flow caused by a winter storm, which enveloped City streets and damaged vehicles ; WHEREAS, on February 25, 2025, the City Council proclaimed a new local emergency in response to the severe debris flow;
WHEREAS, the City desires to assist residents affected by the Eaton Fire and the subsequent debris flow in rebuilding and returning to their homes as quickly and cost effectively as possible; and
WHEREAS, on March 6, 2025 the Sierra Madre Planning Commission met and unanimously directed the City Attorney to draft an urgency ordinance to streamline and reduce the cost of redevelopment of structures impacted by the Eaton Fire and subsequent debris flow.

THEREFORE, THE PLANNING COMMISSION OF THE CITY OF SIERRA MADRE, CALIFORNIA, DOES HEREBY RESOLVE AS FOLLOWS:

SECTION 1. Recitals. The Recitals above are true and correct and incorporated herein by reference.
392353.1
SECTION 2. Recommendation. The Planning Commission recommends the City Council declare a shelter crisis under Government Code section 8698 et seq., due to the fact that a significant number of persons are without the ability to obtain shelter, resulting in a threat to their health and safety;
SECTION 3. Applicability. The Planning Commission recommends the City Council adopt a three-year urgency ordinance limited to providing relief to those property owners whose structures were impacted by the Eaton Fire and subsequent debris flows.

SECTION 4. Suspension of Discretionary Demolition Permits. The Planning Commission recommends City Council suspend Section 17.60.056 (Discretionary Demolition Permit) of Chapter 17.60 (Variances and Discretionary Permits) of Title 17 (Zoning) of the Sierra Madre Municipal Code.

SECTION 5. Suspension of Historic Resource Review. The Planning Commission recommends City Council suspend Subsections B (30-day wait period requirement) and K (Demolitions of Historic Structure) of Section 15.04.115 (Section 105.7 Demolition Permits) of Chapter 15.04 (Building Code and Permits) of Title 15 (Buildings and Construction) of the Sierra Madre Municipal Code.

SECTION 6. Application Timeline. The City Council finds that any property owner with a property containing structures destroyed or damaged by the Eaton Fire and resulting debris flow that has not applied for a demolition permit within six months of the effective date of this Ordinance or has not exercised a demolition permit within six months of issuance of such permit to clear his or her property of debris is determined to have created a public nuisance under Sierra Madre Municipal Code Section 8.16.010.

SECTION 76. Suspension of Discretionary Review in One Faily Residential Zone.

The Planning Commission recommends that for structures that do not exceed 110% of the development standards applicable to the prior development at the time the development was constructedbased on the condition of the structure on January 6, 2025, the City Council suspend Section 17.20.027 (Design Review Permit) of Chapter

17.20 (R-1 One Family Residential Zone) of Title 17 (Zoning) of the Sierra Madre Municipal Code.

SECTION 87. Suspension of Discretionary Review in Residential Canyon Zone.

The Planning Commission recommends that for structures that do not exceed 110% of the development standards applicable to the prior development based on the condition of the structure on January 6, 2025at the time the development was constructed, the City Council suspend Section 17.30.045 (Design Review Permit) of Chapter 17.30 (R-C Residential Canyon Zone) of Title 17 (Zoning) of the Sierra Madre Municipal Code.

SECTION 98. Suspension of Discretionary Review in Hillside Management Zone.

The Planning Commission recommends that for structures that do not exceed 110% of the development standards applicable to the prior development based on the condition 392353.1
of the structure on January 6, 2025at the time the development was constructed, the City Council suspend Subsection (B)-(C) of Section 17.52.050 (Permit requirements) and Subsection (C) of Section 17.52.070 (Land use regulations) of Chapter 17.52 (H Hillside Management Zone) of Title 17 (Zoning) of the Sierra Madre Municipal Code.

SECTION 109. Exception to Suspension of Discretionary Review. Notwithstanding Sections 54 – 98, the Planning Commission recommends the City Council authorize the Director of Planning and Community Preservation to refer any application to the planning commission for issuance of a discretionary demolition permit, design review permit, conditional use permit, or variance if staff determines the application proposes a use notw otherwise permitted or exceeds the development standards as proposed by this Resolution and the Sierra Madre Municipal Code.

SECTION 110. Existing Nonconformances. The Planning Commission recommends that nonconforming structures be allowed to benefit from the urgency ordinance, but only to the extent such use extends a building plane of a non-conformity and does not exacerbate the non-conformity in any other way or extend it beyond its plane.

SECTION 121. Additional Floor Area. The Planning Commission recommends that with respect to floor area, structures be allowed the greater of an additional 10% of the floor area of the pre-existing structure or 250 square feet. The floor area development standard may be applied to any story of a development to the extent the pre-existing structure had more than one story.

SECTION 132. Suspension of Limitation on Accessory Dwelling Unit Development. The Planning Commission recommends the City Council suspend Section 17.22.100 (Application Review) of Chapter 17.22 (Accessory Dwelling Units) of Title 17 (Zoning) of the Sierra Madre Municipal Code, consistent with Paragraph 3 of EO N-9-25.

SECTION 143. Suspension Permitting Temporary Storage of Trailers. The Planning Commission recommends the City Council suspend Section 17.48.250 (Storage of Trailers) of Chapter 17.48 (Development Standards) of Title 17 (Zoning) of the Sierra Madre Municipal Code.

SECTION 154. Suspension Permitting Storage of Trailers in One Family Residential Zone. The Planning Commission recommends the City Council suspend Subsections (E) and (L) of Section 17.20.020 (Permitted Uses) of Chapter 17.20 (R-1 One Family Residential Zone) of Title 17 (Zoning) of the Sierra Madre Municipal Code.

SECTION 165. Suspension Permitting Temporary Storage of Trailers in Residential Canyon Zone. The Planning Commission recommends the City Council suspend Paragraphs (E) and (F) of Section 17.30.030 (Permitted Uses) of Chapter

17.30 (R-C Residential Canyon Zone) of title 17 (Zoning) of the Sierra Madre Municipal Code.
392353.1
SECTION 176. Suspension Permitting Temporary Storage of Trailers in Residential Canyon Zone. The Planning Commission recommends the City Council suspend Section 17.30.220 (Parking of recreational vehicles and boats) of Chapter

17.30 (R-C Residential Canyon Zone) of Title 17 (Zoning) of the Sierra Madre Municipal Code.

SECTION 187. Suspension Permitting Temporary Storage of Trailers in Hillside Management Zone. The Planning Commission recommends the City Council suspend Subsection (B)(5) of Section 17.52.070 (Land Use Regulations) of Chapter 17.52 (HHillside Management Zone) of Title 17 (Zoning) of the Sierra Madre Municipal Code.

SECTION 198. Maintenance Agreements. The Planning Commission recommends the City Council require every property owner subject to this Ordinance seeking to place a manufactured home, mobile home, or recreational vehicle on a private lot be required to enter into a maintenance agreement with the City regarding site maintenance and utilities.

SECTION 2019. Suspension of Historic Preservation. The Planning Commission recommends the City Council suspend Section 16.04.06 (Preservation of Historic Resources) of Chapter 16.04 (General Provisions) of Title 16 (Subdivisions) of the Sierra Madre Municipal Code.

SECTION 210. Suspension of Historic Preservation. The Planning Commission recommends the City Council suspend Subsection 17.20.100(C)(2)(d) (Newly created or reconfigured lots – Width and street frontage) of Chapter 17.20 (General Provisions) of Title 17 (Zoning) of the Sierra Madre Municipal Code.

SECTION 221. Historic Resources Evaluation. In lieu of conducting a historic resources evaluation for each structure, the Planning Commission recommends the City Council commission a historic resources evaluation for all the structures subject to this urgency ordinance.

SECTION 232. Suspension of Certain Public Improvements. The Planning Commission recommends the City Council direct the Public Works Department to suspend the following public improvements:

A. If an applicant’s property did not include a sidewalk or curb/gutter over the public right of way fronting the property prior to the Eaton Fire, no mandate to install a sidewalk or curb/gutter over the public right of way fronting the property shall be required;
B. If an applicant’s property included a sidewalk or curb/gutter over the public right of way fronting the property prior to the Eaton Fire, any such public improvements since destroyed must be replaced by the applicant; and
Commented [JW1]: Just a question: will this require
approval through County Health Dept?
Commented [ARG2R1]: It may, but I don't think we
need to account for that in our ordinance
392353.1
C. If an applicant’s property included a sidewalk or curb/gutter over the public right of way fronting the property prior to the Eaton Fire, any such public improvements since damaged, whether during the rebuild process of the property or otherwise, must be restored by the applicant.

SECTION 243. Entitlement Extensions. The Planning Commission recommends the City Council extend by two years the expiration date for all subdivision permits and zoning permits set to expire in 2025 for all applicable structures.

SECTION 25. Entitlement Extensions. The City Council extends by one year the expiration date for all subdivision permits and zoning permits issued from 2025 – 2028 for all applicable structures.

SECTION 264. Suspension of the Low Impact Development Ordinance. The Planning Commission recommends the City Council suspend Chapter 15.58 (Low Impact Development Plan) of Title 15 (Building and Construction) of the Sierra Madre Municipal Code.

SECTION 275. Streamlining the Approval of Building Plans. The Planning Commission recommends the City Council allow structures subject to this urgency ordinance and approved under the prior two Building Code Cycles (2019 and 2022) to forego additional building plan review, consistent with Paragraph 8 of EO N-20-25.

SECTION 286. Building Permit Extensions. The Planning Commission recommends the City Council extend by three years building permits issued for redevelopment of structures subject to this urgency ordinance, consistent with Paragraph 7 of EO N-20-

25. SECTION 297. Avoiding the Cost of Geological and Soil Reports. The Planning Commission recommends the City Council direct the City Engineer to forego mandating an engineering geological report or soil engineering report where the City Engineer concludes, based on a preponderance of the available data, that there are no geological or soil related issues with the site for which an applicant is required to obtain a grading permit prior to excavating or filling the site.

SECTION 3028. Streamlining Administrative Review. For purposes of reviewing structures subject to this urgency ordinance, the Planning Commission recommends the City Council expand the existing contract with Willdan Engineering, Inc. for fire safety and building code review to include items that would ordinarily be reviewed by public works staff, including grading and drainage.

SECTION 3129. Streamlining Fire Hydrant Flow Analysis. The Planning Commission recommends the City Council direct staff to measure the fire hydrant flow for a sufficient number of hydrants closest to each of the structures subject to this urgency ordinance.
392353.1
SECTION 320. Approving Alternative Materials, Designs, and Construction Methods. The Planning Commission recommends the City Council direct the Fire Code Official to exercise her authority under Fire Code 104.10 to approve alternative materials, designs, or construction methods that are at least as effective, durable, and safe as that prescribed in the Fire Code.

SECTION 331. CEQA. The proposed ordinance is exempt from the California Environmental Quality Act (“CEQA”) under the Governor’s Executive Order N-20-25, Sections 2-4, which suspend the applicability of CEQA to “for projects to repair, restore, demolish, or replace property or facilities substantially damaged or destroyed as a result of this emergency” and authorizing the City to “develop guidance and procedures for implementing this Paragraph.” The proposed ordinance is also exempt under 14 CCR 15269 (emergency projects exemption) and 14 CCR 15061(b)(3) (common sense exemption).

SECTION 342. Severability. If any sections, subsections, subdivisions, paragraph, sentence, clause or phrase of this Resolution or any part hereof or exhibit hereto is for any reason held to be invalid, such invalidity shall not affect the validity of the remaining portions of this Resolution or any part thereof or exhibit thereto. The Planning Commission hereby declares that it would have passed each section, subsection, subdivision, paragraph, sentence, clause or phrase hereof, irrespective of the fact that anyone or more sections, subsections, subdivisions, paragraph, sentences, clauses or phrases be declared invalid.

SECTION 353. Effective Date. This Resolution shall take effect immediately upon adoption.

SECTION 364. Certification. The Clerk of the Commission shall attest to the passage and adoption of this Resolution by the Planning Commission and shall cause the same to be listed in the records of the City.
392353.1
PASSED, APPROVED AND ADOPTED on this 20th day of March, 2025.

Thomas Denison, Chairperson
I HEREBY CERTIFY the foregoing Resolution was duly adopted by the Planning Commission of the City of Sierra Madre, California, at a regular meeting held on the 20th day of March, 2025, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAINED:

Clare Lin, Director
Planning & Community Preservation Department
392353.1
391589.1
TO: Honorable Mayor Parkhurst and Members of the City Council FROM: Aleks Giragosian
REVIEWED BY: Jose Reynoso, City Manager
DATE: March 25, 2025
SUBJECT: CONSIDERATION OF ORDINANCE NO. 1481
AMENDING CHAPTER 3.40 (CLAIMS AND CLAIMS
PROCEDURES) OF TITLE 3 (REVENUE AND

FINANCE) OF THE SIERRA MADRE MUNICIPAL

CODE TO AUTHORIZE THE CITY MANAGER TO

ALLOW, COMPROMISE, OR SETTLE CLAIMS UP
TO $50,000

STAFF RECOMMENDATION
Staff recommends that the City Council introduce for first reading Ordinance No. 1481, amending Chapter 3.40 (Claims and Claims Procedures) of Title 3 (Revenue and Finance) of the Sierra Madre Municipal Code, to authorize the City Manager to allow, compromise, or settle claims up to $50,000.

ALTERNATIVES
1) Amend Ordinance No. 1481;
2) Provide further direction to staff.

EXECUTIVE SUMMARY
City staff coordinates with the City’s risk pool — California Intergovernmental Risk Authority — to allow, compromise, or settle claims against the City. The City Council should consider whether to adopt a policy establishing monetary thresholds determining when staff is authorized to allow, compromise, or settle claims.

City of Sierra Madre

AGENDA REPORT
Robert Parkhurst, Mayor
Kristine Lowe, Mayor Pro Tem
Edward Garcia, Council Member
Gene Goss, Council Member
Kelly Kriebs, Council Member
Susan Spears, City Treasurer
391589.1

ANALYSIS
Participation in the California Intergovernmental Risk Authority (CIRA) In California, cities often participate in “risk pools” or joint powers authorities to share risks and costs, particularly for General Liability and Workers’ Compensation claims.

The City of Sierra Madre is a member of the CIRA, formed in 2021, which is a joint powers authority that enables public entities to share risk, particularly for general liability and workers’ compensation claims. Unlike private insurance, risk pools like CIRA offer lower premiums and access to specialized risk management services. For example, the City of Sierra Madre’s self-insured retention (deductible) is:
 $25,000 for General Liability claims
 $50,000 for Workers’ Compensation claims
CIRA covers claim amounts above these thresholds, with the City responsible for amounts at or below. Under CIRA’s Memorandum of Coverage (“MOC”), the City of Sierra Madre selected a self-insured retention of $25,000 for General Liability claims and $50,000 for Workers’ Compensation claims. The self-insured retention functions as a deductible. The City is responsible for covering the portion of claims at or below the thresholds, while CIRA is responsible for covering the portion of claims above those thresholds.

Settlement Authority within CIRA
Pursuant to Section B of Article V of CIRA’s Master Program Document for the Pooled General Liability Program (“Program”), CIRA delegates decisions regarding settling claims. CIRA’s program, settlement authority is allocated as follows:

Authorizing Entity Settlement Authority
CIRA’s General Manager $1 – $100,000
CIRA’s Executive Committee $100,001 – $500,000
CIRA’s Board of Directors $500,000 and above
Prior to settling any claim, CIRA must provide the City with a “a written claim summary, factual background, litigation summary, and any comments and recommendations.” (Program, Art. V, Sec. B(4).) CIRA’s policies require that the City “is kept informed regarding these claims and will take into consideration the [City’s] desires in any settlement process. Authorization on all settlement or stipulations shall be obtained.” (Program, Art. V, Sec. B(2).) However, neither the MOC nor the Program mention when staff has decision-making authority to settle a claim.

Delegation of Authority
The Government Claims Act (Gov. Code, § 810 et seq.) imposes requirements for the form and timing of claims for damages filed against a city. Government Code section 935 authorizes the City to adopt a procedure to file a claim for damages with the City. In 1996, consistent with Government Code section 935, the City codified a procedure in Chapter 3.4 (Claims and Claims Procedures) of Title 3 (Revenue and 391589.1
Finance) of the Sierra Madre Municipal Code. Chapter 3.4 does not delegate decisionmaking authority to staff.

By default, the Government Claims Act empowers the City Council to reject, allow, or compromise a claim. (Gov. Code, § 912.6). Government Code section 935.4 states:
“A charter provision, or a local public entity by ordinance or resolution, may authorize an employee of the local public entity to perform those functions of the governing body of the public entity under this part that are prescribed by the local public entity, but only a charter provision may authorize that employee to allow, compromise, or settle a claim against the local public entity if the amount to be paid pursuant to the allowance, compromise or settlement exceeds fifty thousand dollars ($50,000). A charter provision, ordinance, or resolution may provide that, upon the written order of that employee, the auditor or other fiscal officer of the local public entity shall cause a warrant to be issued upon the treasury of the local public entity in the amount for which a claim has been allowed, compromised, or settled.” Need for the City to Formalize the Delegation of Authority Under the Government Claims Act (Gov. Code § 810 et seq.), the City Council currently holds the authority to allow, reject, or settle claims. However, Government Code § 935.4 permits a city to delegate this authority to an employee, such as the City Manager, up to $50,000 by ordinance or resolution. Amounts above $50,000 require City Council approval unless the City Charter allows otherwise.

Currently, Sierra Madre Municipal Code Chapter 3.40 does not provide this delegation, requiring all claims to be settled by the City Council, regardless of amount. This ordinance would streamline operations, allow faster resolutions for lower-value claims, and align with the City’s risk retention thresholds under CIRA.

This Ordinance is intended to authorize the City Manager to allow, compromise, or settle general liability or workers’ compensation claims up to the maximum amount of $50,000, consistent with the Government Claims Act and the deductible threshold under the CIRA MOC.

ENVIRONMENTAL (CEQA)
This ordinance is exempt from the California Environmental Quality Act (CEQA) under 14 CCR 15378(b)(5) as an example of “Organizational or administrative activities of governments that will not result in direct or indirect physical changes in the environment.”

STRATEGIC PLAN CORRELATION
There is no Strategic Plan objective, goal, strategy, or action associated with this ordinance.

FISCAL IMPACT
There is no direct fiscal impact associated with adopting this ordinance. The City will continue to be responsible for claims up to $25,000 for General Liability and $50,000 for 391589.1
Workers' Compensation, which are already budgeted within existing financial frameworks.

PUBLIC NOTICE
This item has been noticed through the regular agenda notification process. Copies of this report can be accessed on the City’s website at www.cityofsierramadre.com.

ATTACHMENT:

Ordinance No. 1481 Amending Chapter 3.40 (Claims and Claims Procedures) of Title 3 (Revenue and Finance) of the Sierra Madre Municipal Code to Authorize the City Manager to Allow, Compromise, or Settle Claims Up to $50,000 391747.1
273251.1
ORDINANCE NO. 1481

AN ORDINANCE OF THE CITY OF SIERRA MADRE,
CALIFORNIA, AMENDING CHAPTER 3.40 (CLAIMS AND
CLAIMS PROCEDURES) OF TITLE 3 (REVENUE AND

FINANCE) OF THE SIERRA MADRE MUNICIPAL CODE TO

AUTHORIZE THE CITY MANAGER TO ALLOW,
COMPROMISE, OR SETTLE CLAIMS UP TO $50,000

RECITALS
WHEREAS, the Government Claims Act authorizes the City Council to reject, allow, or compromise a claim for damages against the City; and WHEREAS, Government Code section 935.4 authorizes the City to adopt an ordinance to delegate to City staff the authority to allow, compromise, or settle claims up to $50,000.

THEREFORE, THE CITY COUNCIL OF THE CITY OF SIERRA MADRE, CALIFORNIA, DOES ORDAIN AS FOLLOWS:

SECTION 1. Recitals. The Recitals above are true and correct and incorporated herein by this reference.

SECTION 2. Addition. Sub-Section F (Authority of City Manager or Designee) is added to Section 3.40.020 (Claims) of Chapter 3.40 (Claims and Claims Procedures) of Title 3 (Revenue and Finance) of the Sierra Madre Municipal Code to read as follows:

F. Authority of city manager or designee. Pursuant to Government Code section 935.4, the City Council delegates authority to the City Manager or his or her designee to review all claims for sufficiency and to allow, compromise, or settle a claim against the City for an amount up to $50,000. The city council shall have sole authority to allow, compromise, or settle claims for an amount greater than $50,000.

SECTION 3. CEQA. This ordinance is exempt from the California Environmental Quality Act (CEQA) under 14 CCR 15378(b)(5) as an example of “Organizational or administrative activities of governments that will not result in direct or indirect physical changes in the environment.”.

SECTION 4. Certification. Pursuant to Government Code Section 36932, the City Clerk shall certify the passage, approval, and adoption of this Ordinance by the City Council.

SECTION 5. Publication. Pursuant to Government Code Section 36933, the City Clerk shall cause this Ordinance to be published or posted.
391747.1
273251.1
SECTION 6. Records. Pursuant to Government Code Section 40801, proof of certification and publication shall be entered in the book of Ordinances of the City Council.

SECTION 7. Effective Date. Pursuant to Government Code Section 36937, this Ordinance shall take effect thirty days after its adoption.

PASSED, APPROVED, AND ADOPTED this __________ day of __________, 2025. __________________________
Robert Parkhurst, Mayor
I HEREBY CERTIFY that the foregoing Ordinance was introduced by first reading on the ___ day of ______ 2025, and duly adopted at a regular meeting held on the ___ day of ______ 2025, by the City Council of the City of Sierra Madre, California, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAINED:
___________________________
Laura Aguilar, City Clerk
279687.v2
373079.1
TO: Honorable Mayor Parkhurst and Members of the City Council FROM: James Carlson, Senior Analyst
REVIEWED BY: Jose Reynoso, City Manager
DATE: March 25, 2025
SUBJECT: STRATEGIC PLAN UPDATE

STAFF RECOMMENDATION
Staff recommends that the City Council review the updated Strategic Plan and provide staff with any changes in organization or substance.

ALTERNATIVES

1. The City Council may also direct staff to prepare the Strategic Plan for an upcoming Town Hall in order to receive community input.

2. The City Council may direct staff to provide additional information.

EXECUTIVE SUMMARY
The City’s Strategic Plan has not been presented and discussed at a City Council Meeting in 2025.

Staff has provided updates to the various sections of the Strategic Plan, and Finance Director, Anthony Rainey, has provided additional details to the Plan. You will now find “Key Activities” and “Desired Outcomes” listed with the various objectives.

ANALYSIS
A number of updates have been provided to the Strategic Plan, including targets for completion and other metrics that are applicable. Staff is asking the City Council for feedback on the updates and is also suggesting that the Strategic Plan be incorporated into an upcoming Town Hall to get community feedback.

City of Sierra Madre

AGENDA REPORT
Robert Parkhurst, Mayor
Kristine Lowe, Mayor Pro Tem
Edward Garcia, Council Member
Gene Goss, Council Member
Kelly Kriebs, Council Member
Sue Spears, City Treasurer
279687.v2
373079.1

ENVIRONMENTAL(CEQA)
CEQA does not apply to the strategic planning process.

STRATEGIC PLAN CORRELATION
This update meets the overall goal of strategic planning.

FISCAL IMPACT
There is no fiscal impact to the strategic planning process.

PUBLIC NOTICE
This item has been noticed through the regular agenda notification process. Copies of this report can be accessed on the City’s website at www.sierramadre.ca.gov ATTACHMENT:

STRATEGIC PLAN UPDATE – MARCH 25, 2025
City of Sierra Madre

STRATEGIC PLAN
v.2
3/25/2025

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TABLE OF CONTENTS
Mission Statement...........................................................................................................................................................................3 Vision Statement .............................................................................................................................................................................3 Core Values.....................................................................................................................................................................................3 Introduction to Strategic Planning...................................................................................................................................................4 Key Definitions and Linkages.........................................................................................................................................................4 Strategic Objectives, Goals, Strategies, and Projects Undertaken Organizational Sustainability
Public Safety
Infrastructure and Growth Management
Community Enrichment
Environmental Responsibility
Appendices
Sierra Madre Public Safety Town Hall Meeting – Closing Report January 18, 2023 Sierra Madre City Hall Town Hall Meeting – Closing Report March 30, 2023 Sierra Madre Public Works Open House – Closing Report May 20, 2023

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Provide exceptional public services that enhance the quality of life, honor the character of our community, and maintain fiscal and environmental sustainability.

Enhance the quality of life in Sierra Madre by providing exceptional public service.

Accountability

Integrity

Innovation

Collaboration

Compassion

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Introduction to Strategic Planning
Strategic planning is a critical process that enables organizations to define their vision for the future, establish priorities, and allocate resources effectively. For the City of Sierra Madre, a revised strategic plan serves as a roadmap to achieve the City's mission of providing exceptional public services while enhancing the quality of life for its residents. By aligning goals, objectives, initiatives, and desired outcomes, the City can ensure clarity, accountability, and measurable progress in meeting community needs.

This proposal outlines key revisions to the current Strategic Plan, providing a framework for more effective implementation. To guide this process, it’s important to understand the key terms used in strategic planning and how they interconnect to support the City’s vision and priorities.

Key Definitions and Linkages

1. GOALS
Definition: Broad, overarching statements that define what the City aims to achieve in alignment with its mission and vision. Goals set the direction and reflect the priorities of the City Council and community.

Example: "Enhance Public Safety Services to Ensure Community Well-being." Linkage: Goals provide the foundation for all subsequent planning elements, including objectives, initiatives, and outcomes.

2. OBJECTIVES
Definition: Specific, Measurable, Achievable, Relevant, and Time-bound (SMART) targets that contribute to achieving the broader goals. Objectives translate goals into actionable, quantifiable outcomes.

Example: "Increase the percentage of residents rating police services as excellent by 15% by the end of FY 2025."
SMART Framework:
 Specific: Clearly define the objective.
 Measurable: Include metrics to track progress.
 Achievable: Ensure the objective is realistic given available resources.  Relevant: Align with the City’s goals and priorities.  Time-bound: Specify a deadline for completion.

Linkage: Objectives break down goals into actionable targets and establish accountability for specific outcomes.

3. INITIATIVES
Definition: Detailed programs, projects, or actions implemented to achieve the objectives. Initiatives are the “how” of strategic planning and require collaboration across departments.

Example: "Implement a citywide community engagement program to gather feedback on public safety priorities by December 2024."
Linkage: Initiatives are operational tools that ensure objectives are met and directly contribute to achieving the desired outcomes.

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4. Desired Outcomes
Definition: The tangible results or impacts that indicate success in achieving goals and objectives. Desired outcomes focus on the end results of strategic efforts.

Example: "Improved community perception of safety, with 90% of survey respondents reporting satisfaction with public safety services."
Linkage: Outcomes demonstrate the effectiveness of initiatives and objectives, providing a measure of overall progress toward the City's strategic goals.

INTEGRATING THE PROPOSED STRATEGIC FRAMEWORK
In the revised plan, these elements will be explicitly linked to demonstrate alignment and accountability:

1. Goals set the strategic direction.
 Definition: Broad, overarching statements that define the strategic direction and priorities of the City. Goals reflect the City Council’s vision and provide a foundation for all strategic efforts.

Example: "Enhance Public Safety Services to Ensure Community Well-being."

2. Objectives provide measurable targets to achieve those goals.  Definition: Specific, Measurable, Achievable, Relevant, and Time-bound (SMART) targets that contribute to achieving the broader goals. Objectives break down goals into actionable, quantifiable outcomes.

Example: "Increase the percentage of residents rating police services as excellent by 15% by the end of FY 2025."

3. Initiatives detail the actions needed to reach objectives.  Definition: Comprehensive actions, programs, or strategies that are implemented to achieve the objectives. Initiatives focus on delivering measurable results and require cross-departmental collaboration.

Example: "Implement a citywide community engagement program to gather feedback on public safety priorities by December 2024."

4. Projects detail the plans and schedules needed to carry out the initiatives  Definition: Specific, time-bound undertakings within an initiative that are explicitly identified, tracked, and reported to ensure progress. Projects focus on delivering tangible outputs that support the implementation of initiatives.

Example: "Develop and launch a new online application portal for City job postings by March 2024."

5. Desired Outcomes evaluate the success of initiatives in achieving the City’s goals.  Definition: The tangible results or impacts that indicate the success of initiatives and projects in achieving goals and objectives. Desired outcomes focus on the effectiveness and value delivered to the community.

Example: "Improved community perception of safety, with 90% of survey respondents reporting satisfaction with public safety services."
By ensuring this alignment, the City of Sierra Madre will foster transparency, improve performance, and better address the needs of its residents and stakeholders.

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STRATEGIC OBJECTIVES, GOALS,

INITIATIVES, PROJECTS UNDERTAKEN
The 2024 City of Sierra Madre Strategic Plan is organized into five goals: Goal 1 - Organizational Sustainability, Goal 2 - Public Safety, Goal 3 - Infrastructure and Growth Management, Goal 4 - Community Enrichment, and Goal 5 - Environmental Responsibility. The Strategic Plan is organized by applying a ladder of direction for each chapter.

Goals
Objectives
Initiatives
Projects
Desired Outcomes
As this plan is updated, each Initiative will be reflected in one of four colors:

Green – Initiative is completed or on-track for completion by its target time.

Yellow – Action item continues to be pursued however there is a delay or important adjustment.

Red – Action item will need to be revised or deleted entirely.

Wistaria – Action item is continuous and is expected to always be a goal of Sierra Madre.

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GOAL 1 - ORGANIZATIONAL SUSTAINABILITY (OS)
GOAL

DEFINTION

FOSTER AN INNOVATIVE, FINANCIALLY SUSTAINABLE

ORGANIZATION THAT CONSISTENTLY DELIVERS

EXCEPTIONAL SERVICES AND ADAPTS TO THE
EVOLVING NEEDS OF THE COMMUNITY.

Objective 1.1
BOOST STAFF RETENTION AND SATISFACTION BY FY 2026- Achieve a 15% increase in staff retention and a 20% improvement in employee satisfaction scores by the end of FY 2025 through targeted professional development programs, workplace condition enhancements, and the implementation of competitive compensation and benefits initiatives.

Initiative OS 1.1 -
Enhance Recruitment Strategies - This initiative aims to enhance the City’s ability to attract and secure top-tier talent by modernizing recruitment practices, expanding outreach efforts, and implementing innovative strategies. The focus is on building a robust and diverse applicant pool to meet current and future staffing needs, ensuring the delivery of exceptional public services.

Projects Undertaken
OS 1.1 A – Project: Analyze and Enhance City Recruitment Processes Description: The Department of Human Resources will evaluate current recruitment practices and collaborate with other City departments to implement improvements that align with the City’s goal of attracting and retaining a diverse, qualified, and high-performing workforce. This project will focus on modernizing job announcements, expanding social media outreach, and exploring competitive recruitment incentives.

Key Activities:
a) Job Announcements: Review and revise job postings to ensure clarity, inclusiveness, and alignment with the City’s values and professional opportunities.
b) Social Media Outreach: Leverage social media platforms to increase visibility and engagement with potential applicants. c) Recruitment Incentives: Evaluate and implement new strategies, such as signing bonuses or relocation assistance, to make the City an employer of choice.

Target Date for Completion: August, 2025
Desired Outcomes:
i. Increased Application Volume: Achieve a 20% increase in the number of qualified applications submitted for City positions. ii. Improved Applicant Diversity: Ensure that the applicant pool reflects the diverse demographics of the Sierra Madre community and surrounding areas.
iii. Reduced Time-to-Fill Vacancies: Decrease the average time required to fill vacant positions by 15%.
iv. Enhanced Perception of the City as an Employer: Improve satisfaction among applicants with the recruitment process, as measured through follow-up surveys.

Reporting: Regular updates on the status of the project and its milestones will be shared with City leadership to ensure accountability and transparency.

OS 1.1 B – Project: Collaborative Recruitment Enhancement

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Description: The Department of Human Resources will collaborate with department heads to refine and strengthen the City's recruitment efforts. This project focuses on identifying specific departmental needs, tailoring recruitment strategies, and attracting top talent capable of improving the delivery of City services.

Key Activities:
a) Conduct meetings with department heads to assess current staffing challenges and future workforce needs.
b) Develop customized recruitment strategies for each department to address specific operational requirements.
c) Implement targeted outreach campaigns to attract skilled professionals aligned with departmental goals.

Target Date for Completion: August, 2025
Desired Outcomes:
i. Improved Recruitment Alignment: Ensure that recruitment efforts meet the unique staffing needs of each department, resulting in better service delivery.
ii. Enhanced Applicant Quality: Increase the number of qualified candidates by 25% across all departments.
iii. Reduced Vacancy Impact: Minimize operational disruptions by decreasing the time required to fill critical roles by 20%. iv. Strengthened Interdepartmental Collaboration: Foster a collaborative approach between HR and department heads, improving overall workforce planning and talent acquisition processes.

OS 1.1 C – Project: Formation of HR Subcommittee
Description: The Assistant City Manager will establish an HR Subcommittee comprising representatives from all departments and classifications. This subcommittee will provide diverse perspectives and input to enhance recruitment strategies, staff development, and organizational policies, ensuring they align with the needs and priorities of the City.

Key Activities:
a) Identify and select employee representatives from each department and job classification to ensure balanced representation. b) Define the subcommittee’s roles, responsibilities, and objectives. c) Conduct an inaugural meeting to establish a work plan and prioritize key HR initiatives.

Target Date for Completion: June, 2025
Desired Outcomes:
i. Diverse Representation: Ensure the subcommittee reflects the City’s workforce diversity, fostering inclusive decision-making. ii. Enhanced Collaboration: Strengthen communication and coordination between HR and other departments to address workforce challenges effectively.
iii. Strategic Input on HR Initiatives: Leverage the subcommittee’s insights to improve recruitment, retention, and professional development strategies.

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iv. Increased Employee Engagement: Boost staff involvement in shaping HR policies and programs, leading to higher employee satisfaction and morale.

OS 1.1 D – Project: Citywide Classification and Compensation Study Description: The City, with recommendations from the HR Subcommitee, will issue a Request for Proposals (RFP) for a comprehensive classification and compensation study. This project aims to ensure the City’s job classifications and compensation structure are competitive, equitable, and aligned with industry standards. The scope of work for the study will be developed in collaboration with the HR Subcommittee to reflect the diverse needs of all departments and classifications.

Key Activities:
a) Collaborate with the HR Subcommittee to finalize the scope of work, incorporating feedback from all departments.
b) Develop and issue an RFP to qualified firms specializing in classification and compensation studies.
c) Evaluate proposals and select a firm to conduct the study.

Target Date for Completion: September, 2025
Desired Outcomes:
i. Comprehensive Analysis: Conduct a detailed review of all City job classifications and compensation structures to identify gaps, inequities, or inconsistencies.
ii. Improved Market Competitiveness: Ensure the City’s
compensation levels are competitive with similar organizations, improving its ability to attract and retain top talent. iii. Enhanced Organizational Equity: Align job classifications and pay scales with responsibilities and industry standards, fostering fairness and transparency.
iv. Actionable Recommendations: Receive a final report with clear recommendations for updates to the City’s classification and compensation policies.

Initiative OS 1.2 - Develop a Comprehensive Staff Development Plan - This initiative focuses on developing a strategic plan to enhance the skills, growth, and professional development of the City’s workforce. It includes identifying training opportunities, career advancement pathways, mentorship programs, and performance management strategies to ensure employees have the resources and support needed to excel in their roles and contribute to the organization's long-term success.

Projects Undertaken
OS 1.2 A – Project: Development of Departmental Growth Protocols Description: The City will assist all departments in creating and implementing structured protocols to support employee growth and career development. These protocols will provide clear guidance for staff to enhance their skills, achieve professional goals, and excel in their respective roles, contributing to overall organizational success.

Key Activities:
a) Conduct workshops with department leaders to identify specific growth needs and opportunities.

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b) Develop standardized yet flexible guidelines that departments can adapt to their unique operational requirements.
c) Provide training and resources to ensure the effective implementation of these protocols.

Target Date for Completion: April, 2026
Desired Outcomes:
i. Enhanced Employee Growth: Establish clear pathways for employees to develop professionally within their roles and beyond. ii. Increased Retention: Foster a supportive environment that encourages career progression, reducing staff turnover. iii. Improved Performance: Equip employees with the tools and knowledge needed to perform at their best, enhancing service delivery.
iv. Consistent Development Practices: Ensure uniformity in growth opportunities across all departments while allowing for tailored approaches.

OS 1.2 B – Project: Comprehensive Staffing Review and Position Alignment
Description: HR staff will conduct a detailed review of City staffing in collaboration with all departments to identify workforce needs, recommend potential new positions, and ensure job titles accurately reflect the responsibilities of essential job functions. This review will be integrated with the upcoming Classification and Compensation Plan to ensure alignment with organizational goals and operational priorities.

Key Activities:

1. Assess current staffing levels and identify gaps or redundancies across departments.

2. Collaborate with department heads to determine future staffing needs and emerging roles.

3. Review and update job titles to ensure they align with responsibilities, industry standards, and equity considerations.

4. Integrate findings and recommendations into the Classification and Compensation Plan.

Target Date for Completion: February, 2026
Desired Outcomes:

1. Optimized Staffing Levels: Ensure departments are adequately staffed to meet operational and service delivery goals.

2. Modernized Job Titles: Update titles to reflect current job responsibilities and align with professional standards, enhancing internal clarity and external competitiveness.

3. Improved Workforce Planning: Provide a foundation for strategic workforce decisions through a comprehensive understanding of current and future staffing needs.

4. Enhanced Employee Satisfaction: Increase staff morale by aligning job roles and titles with responsibilities and contributions.

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OS 1.2 C – Project: Strengthen Professional Growth Through Regional Participation
Description: All City departments will actively participate in regional and sub-regional organizations to foster professional growth, enhance collaboration, and stay informed on industry best practices and emerging trends. This engagement will provide staff with opportunities for networking, skill development, and knowledge-sharing that directly benefit the City’s operations and services.

Key Activities:
a) Identify key regional and sub-regional organizations relevant to each department’s functions.
b) Facilitate staff enrollment in professional development programs, conferences, and workshops offered by these organizations. c) Encourage cross-departmental representation to ensure a diverse range of perspectives and insights.

Target Date for Completion: Ongoing
Desired Outcomes:
i. Increased Professional Expertise: Enhance staff knowledge and skills by providing access to cutting-edge resources and training opportunities.
ii. Improved Collaboration: Foster stronger relationships and partnerships with neighboring cities and agencies to promote shared problem-solving and resource-sharing.
iii. Enhanced Innovation: Bring back innovative ideas and best practices from regional participation to improve City operations and services.
iv. Strengthened Community Services: Apply insights gained through participation to enhance the quality and efficiency of services provided to Sierra Madre residents.

OS 1.2 D – Project: Develop and Implement Departmental Succession Plans
Description: The City will establish clear succession plans for each department to ensure leadership continuity and preparedness for future transitions. These plans will identify critical roles, potential successors, and development pathways to prepare employees for leadership and specialized positions, safeguarding the City’s operational stability.

Key Activities:
a) Identify critical roles and positions within each department that require succession planning.
b) Collaborate with department heads to assess potential successors based on skills, experience, and leadership potential.
c) Develop personalized development plans, including training, mentorship, and skill-building opportunities, for identified successors. d) Regularly review and update succession plans to reflect organizational changes and staff development progress.

Target Date for Completion: July, 2025

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Desired Outcomes:
i. Leadership Continuity: Ensure seamless transitions in key positions, minimizing disruptions to operations and service delivery. ii. Employee Development: Provide clear pathways for professional growth, preparing employees to step into leadership roles confidently. iii. Operational Resilience: Strengthen the City’s capacity to handle unexpected vacancies or retirements in critical roles.
iv. Enhanced Organizational Stability: Build a proactive approach to workforce planning that supports long-term sustainability and success.

OS 1.2 E – Project: Policy Training and Discussion Workshops for Employees
Description: The City will develop and implement a schedule for policy training and discussion workshops for all employees to enhance their understanding of organizational policies, foster a culture of accountability, and encourage open dialogue. These workshops will provide employees with the knowledge and tools needed to align their actions with the City’s mission, vision, and values.

Key Activities:
a) Identify priority topics for workshops, including key organizational policies, compliance requirements, and professional ethics. b) Develop workshop materials, including presentations, case studies, and interactive activities, to engage employees effectively. c) Schedule and conduct workshops across all departments to ensure full employee participation.
d) Gather feedback from participants to refine and improve future sessions.

Target Date for Completion: Schedule completed by August, 2025 Desired Outcomes:
i. Increased Policy Awareness: Ensure all employees have a thorough understanding of City policies and procedures, reducing instances of non-compliance.
ii. Enhanced Communication: Foster open discussions and dialogue between employees and leadership to address concerns and clarify policy expectations.
iii. Improved Job Performance: Equip employees with the knowledge needed to perform their duties effectively and in alignment with City standards.
iv. Stronger Organizational Culture: Promote a shared commitment to the City’s mission, vision, and values, enhancing teamwork and collaboration.

Initiative OS 1.3
Employee Retention Strategies - This initiative focuses on implementing strategies to improve employee retention within the organization. It involves enhancing workplace culture, offering competitive benefits, providing opportunities for career growth, and addressing employee satisfaction to reduce turnover and maintain a skilled, motivated, and committed workforce..

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Projects Undertaken
OS 1.3 A – Project: Staff Training and Development for Enhanced Customer Service
Description: The Department of Human Resources will provide ongoing support to staff through targeted training programs and internal workshops to ensure the delivery of exceptional customer service to the City’s residents.

To maintain consistency and adaptability, six-month training calendars will be developed and distributed by August, 2025, with updates provided at regular six-month intervals.

Key Activities:
a) Identify training needs related to customer service excellence through feedback and performance reviews.
b) Develop and deliver workshops focused on key topics, such as communication skills, problem-solving, and community engagement. c) Create and distribute a comprehensive six-month training calendar outlining upcoming sessions and opportunities for staff. d) Evaluate the effectiveness of training programs through participant feedback and performance metrics.

Target Date for Completion: Initial calendar distributed by August 2025; updates ongoing every six months thereafter.

Desired Outcomes:
i. Improved Customer Satisfaction: Increase resident satisfaction with City services as reflected in community feedback and surveys. ii. Enhanced Employee Skills: Equip staff with the tools and knowledge necessary to address citizen needs effectively and professionally.
iii. Consistent Service Delivery: Standardize customer service practices across departments, ensuring a high level of quality in interactions with the community.
iv. Employee Development: Foster a culture of continuous learning and improvement, contributing to higher staff morale and engagement.

OS 1.3 B – Project: Cross-Departmental Efficiency Enhancement Description: The Department of Human Resources will collaborate with all City departments to identify, develop, and implement programs and processes that enhance operational efficiency. By streamlining workflows, improving resource utilization, and fostering collaboration, this project aims to optimize service delivery and ensure the City’s operations meet the evolving needs of the community.

Key Activities:
a) Conduct department-specific assessments to identify inefficiencies and areas for improvement.
b) Develop and standardize best practices for key operational processes, such as recruitment, onboarding, and employee performance management.
c) Provide training and support to staff for implementing new processes and technologies.
d) Monitor and evaluate the effectiveness of implemented changes through regular feedback and performance metrics.

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Target Date for Completion: Ongoing, with initial recommendations presented to the City Council by February 2026.

Desired Outcomes:
i. Increased Efficiency: Reduce redundancies and streamline operations across all departments, improving overall productivity. ii. Enhanced Interdepartmental Collaboration: Foster better communication and teamwork between HR and other departments to address shared challenges.
iii. Improved Service Delivery: Ensure timely and effective services for residents by optimizing internal processes.
iv. Cost Savings: Achieve financial savings through more efficient use of resources and reduced operational waste.

Objective 1. 2
ACHIEVE 25% GENERAL FUND RESERVES BY FY 2025/2026 - Increase the City’s General Fund reserves to 25% of annual operating expenditures by the end of FY 2025/2026 through enhanced revenue generation, expenditure management, and strategic cost-saving initiatives.

Initiative OS 1.2.1 Develop a “Sustainable Capital Investment Plan” - This initiative focuses on creating a long-term plan for capital investments that prioritizes sustainability and environmental responsibility. It involves identifying and funding infrastructure projects that not only meet current needs but also promote energy efficiency, reduce environmental impact, and ensure long-term viability for the community.

Projects Undertaken
OS 1.2.1A – Project: Annual Strategic Capital Investment Planning Description: Each Second Quarter, the Finance Director will collaborate with the City Manager, City Treasurer, and Department Heads to develop a Strategic Capital Investment Plan. This plan will outline the most beneficial investment strategies for the next five years, prioritizing projects that align with the City’s goals and ensure fiscal sustainability.

Key Activities:
a) Collaborative Planning: Conduct annual planning sessions with key stakeholders to identify capital investment priorities and funding opportunities.
b) Data-Driven Decision Making: Use financial analyses, project evaluations, and community feedback to inform investment strategies.
c) Five-Year Forecast: Prepare a comprehensive five-year capital investment forecast that includes anticipated costs, funding sources, and implementation timelines.
d) Plan Review and Updates: Regularly review and update the plan to reflect changing community needs, economic conditions, and funding availability.

Target Date for Completion: Annually, by the end of the Second Quarter.

Desired Outcomes:
i. Strategic Alignment: Ensure capital investments align with the City’s strategic goals and community priorities.
ii. Improved Resource Allocation: Optimize the use of financial resources by prioritizing high-impact and cost-effective projects. iii. Enhanced Transparency: Provide clear and accessible information on capital investment plans to stakeholders and residents. iv. Sustainable Growth: Support the City’s infrastructure and service needs while maintaining long-term fiscal health.

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Initiative OS 1.2.2 Establish and Sustain Comprehensive Long-Term Financial Planning This initiative focuses on developing and maintaining a comprehensive long-term financial strategy for the City. It involves forecasting future revenue, expenditures, and capital needs, while ensuring fiscal sustainability, optimizing resources, and planning for future economic challenges. The goal is to align financial decisions with the City’s strategic objectives and ensure financial stability for the long term.

Projects Undertaken
OS 1.2.2A – Project: Development of a Formal Budget Integration Process
Description: The Finance Director will create a structured, step-by-step process for integrating key strategic plans and considerations into the annual budgeting process. This formal process will ensure that the Capital Investment Plan, Capital Improvement Plan, Human Resource Planning efforts, Fee Studies, anticipated State and Federal legislative mandates, and other relevant factors are seamlessly incorporated into budget development.

The process will be completed by the Second Quarter of 2025 and updated as needed to remain effective and relevant.

Key Activities:
a) Assessment of Current Practices: Review the current budgeting process to identify gaps and opportunities for integration. b) Collaboration with Stakeholders: Work with department heads, the City Manager, and other stakeholders to gather input on key considerations for integration.
c) Process Development: Design a detailed step-by-step workflow outlining how strategic plans and considerations will be incorporated into the budgeting process.
d) Implementation and Training: Roll out the new process and provide

1.3.11.3.1training to ensure consistent application across departments.
e) Regular Updates: Periodically review and revise the process to adapt to evolving City priorities and external requirements.

Target Date for Completion: June, 2025
Desired Outcomes:
i. Comprehensive Budget Alignment: Ensure the City’s budget reflects and supports strategic goals and priorities.
ii. Improved Decision-Making: Provide a clearer framework for prioritizing resources and balancing competing needs.
iii. Enhanced Transparency: Establish a clear and accessible budgeting process that promotes understanding and accountability among stakeholders.
iv. Increased Adaptability: Build a budgeting framework that can incorporate new considerations, such as legislative mandates, with minimal disruption.

OS 1.2.2 C – Project: Ongoing Financial Best Practices and Reserve Advisory
Description: The Finance Director will regularly monitor and evaluate financial best practices and reserve requirements, providing timely updates and recommendations to the City Council. This ensures the City’s financial policies remain aligned with current standards, organizational needs, and long-term fiscal sustainability.

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Key Activities:
a) Best Practices Monitoring: Stay informed on updates to financial standards, guidelines, and best practices from relevant organizations and authorities.
b) Reserve Evaluation: Assess the adequacy of current reserve levels based on economic conditions, operational needs, and risk factors. c) Council Reporting: Provide periodic reports and recommendations to the City Council regarding financial policies and reserve adjustments.
d) Implementation Support: Assist the City Council in adopting recommended changes to enhance fiscal resilience.

Target Date for Completion: Ongoing, with reports provided as needed based on financial developments.

Desired Outcomes:
i. Improved Financial Stability: Maintain reserves at levels sufficient to mitigate risks and support emergency or unforeseen needs. ii. Enhanced Fiscal Policy Alignment: Ensure the City’s financial practices and policies align with current best practices and organizational goals.
iii. Increased Transparency: Provide clear and actionable financial updates to the City Council, fostering accountability and trust. iv. Proactive Risk Management: Anticipate and address potential financial challenges through timely recommendations and policy adjustments.

Initiative OS 1.3.1
Conduct an Asset Inventory and Management Plan - This initiative focuses on creating and maintaining a comprehensive inventory of the City's assets, including buildings, infrastructure, equipment, and other resources. It involves assessing the condition, value, and lifespan of these assets, and developing a management plan to prioritize maintenance, replacement, and future investments to maximize their value and ensure long-term sustainability.

Projects Undertaken
OS 1.3.1A – Project: Asset Inventory and Useful Life Planning Description: The Department of Finance, in collaboration with all City departments, will conduct a comprehensive asset inventory and develop a plan incorporating “useful life” considerations for each asset. This plan will provide the foundation for effective capital planning and budget integration, ensuring the sustainability and efficient management of City resources. The finalized plan is targeted for completion by the First Quarter of 2025 and will be incorporated into the next Capital Improvement Plan and annual budget process.

Key Activities:
a) Asset Inventory: Work with departments to compile a detailed list of all City-owned assets, including their condition and current usage. b) Useful Life Assessment: Evaluate the remaining useful life of each asset to identify maintenance needs, replacement timelines, and associated costs.
c) Plan Development: Create a comprehensive plan that outlines asset statuses, projected lifespans, and priority actions.
d) Integration with Budget and CIP: Incorporate findings into the Capital Improvement Plan and annual budget process to ensure alignment with financial and operational goals.

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Target Date for Completion: September, 2025
Desired Outcomes:
i. Comprehensive Asset Visibility: Establish a centralized, up-to-date inventory of all City assets, improving resource management and decision-making.
ii. Informed Capital Planning: Provide accurate data to support strategic prioritization of capital projects and budget allocations. iii. Proactive Maintenance: Reduce unexpected costs by identifying and addressing asset maintenance and replacement needs in advance.
iv. Enhanced Fiscal Sustainability: Align asset management with long-term financial planning to optimize resource use and extend asset lifespans.

Initiative OS 1.3.14
Implement Recommendations from Fee Schedule Study Following the completion of the comprehensive fee schedule study, this initiative focuses on implementing the study’s recommendations to align the City’s fee structures with actual costs, ensuring compliance with state regulations, improving cost recovery, and maintaining service affordability for the community.

Implementation Activities:
a) Fee Structure Updates: Update all identified fees to reflect full cost recovery or adjusted subsidized levels based on the study’s findings. b) Policy Integration: Align new fee schedules with City policies and state mandates, including those from Proposition 218 and Proposition 26. c) Stakeholder Communication: Notify residents and businesses about fee changes through transparent communication channels.
d) Annual Reviews: Establish a process for periodic review and adjustment of fees to account for inflation and operational changes. e) Training for Departments: Train departmental staff on applying updated fee schedules and managing the associated processes efficiently.

Target Date for Full Implementation: Second Quarter of 2025 Desired Outcomes:
i. Improved Cost Recovery: Achieve a higher percentage of cost recovery for City services, reducing reliance on the General Fund for subsidizing user-specific services.
ii. Regulatory Compliance: Ensure the City’s fees comply with all applicable laws, avoiding potential legal challenges.
iii. Transparency and Trust: Build community trust through clear explanations of the fee changes and the benefits to both individual users and the City at large.
iv. Financial Sustainability: Support long-term fiscal health by aligning revenue from user fees with the true cost of delivering services.

Projects Undertaken
OS 2.4 A – Project: Presentation of Updated Fee Schedule Study Description: The updated fee schedule study was successfully completed and presented to the City Council in the Third Quarter of 2024. This presentation provided the Council with a comprehensive analysis of current fees, recommendations for adjustments, and the rationale for aligning fees with cost recovery and regulatory compliance.

Desired Outcomes:
a) Policy Adoption: Ensure the City Council adopts the updated fee schedule based on the study’s findings, aligning with cost recovery goals and state regulations.

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b) Enhanced Financial Management: Provide the City with a more sustainable revenue model that reduces reliance on the General Fund for subsidized services.
c) Increased Transparency: Build community trust by presenting a clear and well-documented analysis of the fee schedule changes. d) Future Fee Sustainability: Establish a foundation for periodic fee reviews to adapt to inflation and evolving service demands, ensuring long-term financial stability.

Objective 1.3
DRIVING INNOVATION: DEPLOYING TECHNOLOGY SOLUTIONS FOR
ENHANCED EFFICIENCY AND SERVICE EXCELLENCE BY FY 2026
Implement at least three new technology solutions by March, 202 to enhance operational efficiency, improve service delivery, and foster innovation across City departments, with measurable improvements in process timelines and user satisfaction
Initiative OS 3.1
Enhance Electronic Interface, Payment Methods, and Security - This initiative focuses on modernizing the City’s electronic systems to improve user experience, expand payment options, and strengthen cybersecurity measures. By upgrading technology and ensuring secure transactions, the City aims to provide residents and businesses with more convenient and reliable ways to interact with City services while protecting sensitive information.

Projects Undertaken
OS 3.1 A – Project: Implementation of Cloud-Based Accela Permitting System
Description: The Planning and Community Preservation and Public Works Departments have successfully launched the Accela Cloud-Based Permitting Program in the Third Quarter of 2024. This system streamlines processes for planning entitlements, permits, code enforcement cases, plan checks, and inspections, significantly improving efficiency and user experience. While the implementation phase has been completed, ongoing troubleshooting and optimization efforts are expected to continue through the First Quarter of 2025.

Desired Outcomes:
i. Streamlined Operations: Enhance efficiency by automating and centralizing permitting, code enforcement, and inspection workflows. ii. Improved User Experience: Provide residents, businesses, and developers with a more intuitive, accessible, and transparent permitting process.
iii. Faster Processing Times: Reduce processing times for permits and inspections, improving service delivery and customer satisfaction. iv. Enhanced Data Management: Enable better tracking, reporting, and analysis of planning and enforcement activities through a centralized cloud-based system.
v. Scalability and Flexibility: Establish a robust system that can adapt to future growth and evolving service demands.

OS 3.1 B – Project: Expansion of Public Wireless Fidelity (Wi-Fi) Coverage
Description: The IT Department will identify opportunities and secure funding to expand public Wi-Fi access to additional sections of the City. This project aims to enhance connectivity for residents, businesses, and visitors, supporting equitable access to digital resources and fostering community engagement. The project is targeted for completion by the First Quarter of 2025.

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Key Activities:
a) Site Identification: Determine priority areas for Wi-Fi expansion based on community needs and usage patterns.
b) Funding Opportunities: Explore grants, public-private partnerships, and City budget allocations to support the initiative.
c) Infrastructure Development: Collaborate with service providers to install and configure the necessary hardware for expanded coverage. d) Community Outreach: Inform residents and businesses about new Wi-Fi availability and encourage its use.

Desired Outcomes:
i. Increased Connectivity: Provide broader public Wi-Fi coverage to improve access to digital services and online resources. ii. Enhanced Community Engagement: Support connectivity in public spaces to foster communication, learning, and collaboration among residents.
iii. Digital Equity: Bridge the digital divide by offering reliable internet access to underserved areas of the City.
iv. Economic Support: Enable businesses and visitors to leverage improved internet access, boosting economic activity and convenience.

OS 3.1 C – Project: Secure Funding for Enhanced IT Security Measures Description: The IT Department will actively seek additional funding to strengthen the City’s cybersecurity infrastructure by the First Quarter of 2025. The FY 26 budget will allocate 20% of IT resources specifically for enhancing security protocols, protecting critical systems, and mitigating potential threats to the City’s digital environment.

Key Activities:
a) Funding Identification: Explore grants, partnerships, and budget reallocations to secure resources for cybersecurity improvements. b) Budget Planning: Ensure the FY 25/26 IT budget dedicates 20% to implementing advanced security measures.
c) Strategic Implementation: Develop a phased plan to deploy security solutions, including system updates, network monitoring tools, and staff training.

Desired Outcomes:
i. Enhanced Cybersecurity: Strengthen the City’s defenses against data breaches, ransomware, and other cyber threats.
ii. Improved System Resilience: Ensure the reliability and availability of critical IT systems through proactive risk management. iii. Compliance with Regulations: Meet or exceed industry standards and regulatory requirements for public sector cybersecurity. iv. Increased Stakeholder Confidence: Build trust among residents, businesses, and City staff by demonstrating a commitment to protecting sensitive information.

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GOAL 2 - PUBLIC SAFETY (PS)
GOAL

DEFINITION

ENSURE A SAFE AND SECURE COMMUNITY FOR ALL

RESIDENTS AND VISITORS
Objective 2.1
SUSTAINING SIERRA MADRE'S FIRE SERVICES: ESTABLISHING RELIABLE FUNDING FOR EXCELLENCE BY FY 2025/2026 -Develop and implement a sustainable funding mechanism by the end of FY 2025/2026 to support fire service operations, ensuring a 90% satisfaction rate in community surveys and maintaining response times within national standards.

Initiative PS 2.1
Achieve Optimum Staffing Levels for the Fire Department - This initiative focuses on ensuring the Fire Department is appropriately staffed to effectively respond to emergencies and provide public safety services. It includes evaluating current staffing needs, recruiting and retaining qualified personnel, and ensuring the department is fully staffed at all times to maintain efficient operations and meet community demands.

Projects Undertaken
PS 2.1. – Project: Development of the Fire Department Master Plan Description: The Fire Chief led an analysis of mission-critical tasks across all divisions and functions within the Fire Department. This analysis culminated in the creation of a comprehensive "Fire Department Master Plan," which was completed by the Third Quarter of 2024. The plan serves as a strategic blueprint to guide staffing, resource allocation, and operational improvements for the department.

Desired Outcomes:
i. Strategic Staffing Alignment: Ensure staffing levels meet the operational demands of mission-critical tasks across all divisions. ii. Improved Resource Management: Provide a framework for optimizing the allocation of equipment, personnel, and other resources.
iii. Enhanced Service Delivery: Maintain or exceed national response time standards while improving overall community satisfaction with fire services.
iv. Operational Readiness: Strengthen the department’s ability to adapt to evolving challenges and emergencies through a well-structured plan.
v. Informed Decision-Making: Offer clear data and recommendations to support leadership and City Council decisions on future fire service investments.

PS 2.1B – Project: Community Survey for Fire Department Master Plan Development <Completed>
Description: Beginning in the Third Quarter of 2024, the community was given the opportunity to participate in a comprehensive survey designed to gather input for the development of the "Fire Department Master Plan." The survey provided residents with a platform to share their priorities, concerns, and expectations regarding fire services. This engagement ensured that the Master Plan reflects the community's needs and aspirations.

Desired Outcomes:
i. Informed Planning: Incorporate community feedback into the Fire Department Master Plan to ensure alignment with residents’ expectations and priorities.

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ii. Enhanced Community Engagement: Foster a stronger relationship between the Fire Department and the community through transparent and inclusive planning processes.
iii. Improved Service Delivery: Identify specific areas for improvement based on survey responses to enhance the quality and efficiency of fire services.
iv. Increased Resident Satisfaction: Build trust and satisfaction by demonstrating responsiveness to community input in fire service planning.

PS 2.1 C – Project: Integration of Fire Master Plan Recommendations into Budget Planning
Description: The Fire Chief will integrate the recommendations from the "Fire Master Plan" analysis into the City’s budgetary planning process for future fiscal years. This effort ensures that the operational, staffing, and resource needs identified in the Master Plan are adequately funded and aligned with the City’s strategic priorities.

Key Activities:

1. Prioritize Master Plan recommendations based on critical needs and operational goals.

2. Collaborate with the Finance Department to incorporate recommended funding allocations into the City’s annual and multiyear budgets.

3. Advocate for necessary resources during the budget approval process to ensure sustainable fire services.

Desired Outcomes:
i. Enhanced Resource Allocation: Secure funding to address critical staffing, equipment, and infrastructure needs outlined in the Master Plan.
ii. Improved Fire Services: Ensure the Fire Department is equipped to maintain or exceed national standards for response times and service quality.
iii. Strategic Financial Planning: Align fire service funding with the City’s long-term financial and operational goals.
iv. Community Safety: Strengthen the department’s ability to meet the safety needs of residents and businesses through well-funded and strategically planned initiatives.

PS 2.1.D – Project: Evaluation of Paid Internship Program for the Fire Department
Description: The Fire Chief will conduct an analysis to assess the need for a paid internship program within the department. This evaluation will include determining the potential roles, benefits, and funding requirements for the position, with the goal of incorporating the program into the FY 26 budget planning process and securing funding for future years.

Key Activities:
a) Needs Assessment: Identify areas where an intern could provide valuable support and contribute to departmental operations. b) Role Definition: Develop a detailed job description and scope of responsibilities for the intern position.

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c) Cost Analysis: Estimate the financial requirements for the program, including salary, benefits, and training costs.
d) Budget Integration: Collaborate with the Finance Department to incorporate funding for the internship program into the FY 26 budget proposal.

Desired Outcomes:
i. Increased Operational Support: Provide additional staffing resources to enhance departmental efficiency and effectiveness. ii. Talent Development: Create opportunities for aspiring fire service professionals to gain hands-on experience and contribute to the department.
iii. Cost-Effective Staffing: Address operational needs through a paid internship program that offers high value at a relatively low cost. iv. Strategic Workforce Planning: Lay the groundwork for developing a pipeline of future talent for the department.

PS 2.1.E – Project: Evaluation and Implementation of Part-Time EOC Coordinator Position <Completed>
Description: The Fire Chief successfully completed an analysis to determine the need for a part-time Emergency Operations Center (EOC) Coordinator. The findings have been incorporated into the FY 24/25 budget planning process, with provisions for funding in future years. This position is intended to enhance the City’s emergency preparedness and response capabilities.

Key Activities:

1. Needs Assessment: Conducted an evaluation of the department’s emergency operations requirements to identify the necessity for an EOC Coordinator.

2. Role Definition: Developed a clear job description outlining the responsibilities and objectives for the part-time EOC Coordinator position.

3. Budget Planning: Integrated the position into the FY 24/25 budget with projected costs for future years.

Desired Outcomes:

1. Improved Emergency Preparedness: Strengthen the City’s ability to plan, coordinate, and respond effectively during emergencies.

2. Enhanced Operational Efficiency: Provide dedicated support for EOC functions, ensuring consistent readiness and operational excellence.

3. Cost-Effective Resource Allocation: Address critical EOC needs with a part-time role, balancing functionality with budget considerations.

4. Increased Community Safety: Enhance the City’s capacity to protect residents and resources during crises through bettercoordinated emergency responses.

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PS2.1.F – Project: Development of Strategy for Industry-Comparable Salaries and Benefits for Fire Personnel
Description: The Fire Chief will review the findings of the “Fire Department Master Plan” and provide strategic recommendations to the City Manager for achieving industry-standard salaries and benefits for fire personnel. This effort aims to ensure competitive compensation to attract, retain, and support a highly qualified workforce, while aligning with the City’s budgetary and operational goals.

Key Activities:
a) Analysis of Master Plan Findings: Evaluate the salary and benefits recommendations outlined in the Master Plan.
b) Market Comparison: Conduct benchmarking against salaries and benefits of comparable fire departments within the region and industry.
c) Strategic Planning: Develop a phased implementation strategy to achieve competitive compensation levels while balancing fiscal sustainability.
d) Collaboration: Work with the City Manager and Finance Department to align recommendations with budgetary constraints and future planning efforts.

Desired Outcomes:
i. Competitive Compensation: Ensure fire personnel receive salaries and benefits aligned with regional and industry standards to support recruitment and retention.
ii. Increased Staff Morale: Boost employee satisfaction and engagement through equitable and competitive compensation packages.
iii. Enhanced Workforce Stability: Reduce turnover and maintain a skilled, experienced team capable of delivering high-quality fire services.
iv. Sustainable Implementation: Align compensation improvements with the City’s long-term financial planning to ensure fiscal responsibility.

Initiative PS 2.2
Sustain Excellence in Training Practices for the Fire Department - This initiative focuses on maintaining and enhancing the Fire Department's industryleading training practices to ensure operational readiness, professional growth, and the highest standards of service delivery. By prioritizing continuous education, advanced training methods, and compliance with evolving industry standards, the department will strengthen its capacity to protect and serve the community effectively. -
Projects Undertaken
PS 2.2 A – Project: Evaluation of Fire Department Training Programs Description: <Completed> The Fire Department Training Officer conducted a comprehensive evaluation of the department’s training programs, identifying their strengths and weaknesses. The findings were submitted to the Fire Chief by the First Quarter of 2024. This evaluation serves as a foundation for enhancing the effectiveness and impact of training initiatives.

Desired Outcomes:
i. Improved Training Effectiveness: Address identified weaknesses to ensure all training programs meet or exceed industry standards. ii. Enhanced Skill Development: Leverage program strengths to continue building the technical and operational skills of fire personnel.

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iii. Targeted Program Adjustments: Implement specific changes to improve training delivery, curriculum, and outcomes based on the evaluation.
iv. Operational Readiness: Strengthen the department’s preparedness for emergencies by ensuring personnel are well-trained and confident in their capabilities.

PS 2.2 B – Project: Annual Hosting of STF and CICCS Classes Description: Beginning in FY 24/25, the Fire Department Training Officer will identify and host at least one State Fire Training (SFT) class and one California Incident Command Certification System (CICCS) class annually.

These training sessions aim to enhance the knowledge and operational readiness of fire personnel.

Key Activities:
a) Course Selection: Identify high-priority SFT and CICCS classes that align with departmental training needs and operational goals. b) Coordination and Planning: Schedule and coordinate the logistics of hosting the classes, including securing instructors, facilities, and necessary resources.
c) Implementation and Evaluation: Conduct the classes and gather feedback to improve future training sessions.

Desired Outcomes:
a) Enhanced Certification Compliance: Ensure personnel maintain required certifications and meet training standards.
b) Improved Emergency Response: Strengthen the skills and capabilities of fire personnel, improving the department’s overall emergency preparedness.
c) Knowledge Sharing: Foster collaboration and learning among participants, encouraging the exchange of best practices and expertise.
d) Sustainable Training Model: Establish an annual training schedule that supports long-term skill development and operational readiness.

PS 2.2C – Project: Strategy to Maintain Paramedic Licensure for Fire Personnel <Completed>
Description: The Fire Chief successfully developed and implemented a strategy to maintain an 85% paramedic licensure rate among fire personnel by the First Quarter of 2024. This strategy ensures the department continues to meet its operational goals and deliver high-quality emergency medical services. The department has achieved this goal and is committed to sustaining it moving forward.

Key Activities:
a) Ongoing Training and Certification: Provide regular training and resources to support paramedic certification and recertification. b) Recruitment and Retention: Prioritize hiring paramedic-certified personnel and retaining existing staff through competitive incentives. c) Licensure Monitoring: Establish a tracking system to ensure all licensed personnel remain compliant with certification requirements.

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Desired Outcomes:
i. Sustained Licensure Rate: Maintain an 85% paramedic licensure rate to ensure sufficient coverage for advanced life support (ALS) calls.
ii. Improved Emergency Medical Services: Enhance the department’s ability to provide timely and effective medical care to the community. iii. Operational Readiness: Ensure the department has a highly skilled workforce capable of responding to a wide range of medical emergencies.
iv. Increased Community Confidence: Build trust and confidence among residents by consistently meeting high standards of medical readiness.

Initiative PS 2.3
Ensure the Fire Department is Properly Equipped - This initiative focuses on equipping the Fire Department with the necessary tools, technology, and resources to enhance operational efficiency, improve response times, and ensure the safety of personnel and the community. By maintaining up-to-date and wellmaintained equipment, the department can effectively meet the demands of modern firefighting and emergency services. This initiative underscores the City’s commitment to supporting its fire personnel and safeguarding the community through strategic investments in essential equipment.

Projects Undertaken
PS 3 – Project: Development of Strategy to Address Equipment Recommendations
Description: The Fire Chief will review the findings of the “Fire Department Master Plan” and provide strategic recommendations to the City Manager for fulfilling the equipment needs identified in the plan. This effort will ensure the department is equipped with the necessary tools and resources to maintain operational effectiveness and meet the safety needs of the community. The recommendations are targeted for completion by the Fourth Quarter of 2024.

Key Activities:
a) Master Plan Review: Analyze equipment recommendations outlined in the Fire Department Master Plan.
b) Priority Setting: Identify and prioritize critical equipment needs based on operational requirements and service goals.
c) Strategic Planning: Develop a phased strategy to acquire, upgrade, or replace equipment in alignment with budgetary constraints and departmental priorities.
d) Funding Recommendations: Collaborate with the City Manager and Finance Department to explore funding options, including grants and capital improvement allocations.

Desired Outcomes:
i. Enhanced Operational Efficiency: Equip the department with stateof-the-art tools and resources to improve response times and service delivery.
ii. Improved Safety for Personnel and Community: Ensure firefighters have the necessary equipment to operate safely and effectively during emergencies.
iii. Budgetary Alignment: Develop a cost-effective plan that aligns with the City’s financial capabilities and long-term goals.
iv. Strategic Resource Allocation: Establish a clear and actionable roadmap for fulfilling equipment needs over time, prioritizing the most critical assets.

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Objective 2.2
SECURING SIERRA MADRE'S SAFETY: ESTABLISHING SUSTAINABLE FUNDING FOR POLICE EXCELLENCE BY FY 2026 - Develop and implement a sustainable funding mechanism by the end of FY 2026 to support police operations, ensuring a 95% satisfaction rate in community surveys and maintaining response times within industry standards.

Initiative PS 2.1
Achieve Optimal Staffing Levels for the Police Department - This initiative focuses on ensuring the Police Department is staffed at optimal levels to meet the community's safety needs. It involves assessing staffing requirements, addressing gaps through recruitment and retention efforts, and balancing resources to maintain an effective and responsive police force while minimizing burnout and maximizing public safety.

Projects Undertaken
PS 2.2 A – Project: Strategy for Achieving Industry-Comparable Salaries and Benefits for Police Personnel
Description:

The Police Chief will review the findings of the Department’s “Police Department Master Plan” and develop a strategic approach to align police personnel salaries and benefits with industry standards..

Key Activities:
a) Master Plan Analysis:
 Conduct a thorough review of the “Police Department Master Plan” to assess current compensation levels and benefits.  Identify gaps between existing salaries/benefits and industry benchmarks.
b) Benchmarking Study:
 Compare compensation packages with those of similar
departments in terms of size, budget, and service demands. c) Stakeholder Engagement:
 Collaborate with human resources, financial analysts, and union representatives to assess feasibility and gather input. d) Strategic Planning:
 Develop a phased strategy for achieving comparable salaries and benefits while considering budgetary constraints.
 Identify potential funding sources or cost-saving measures to support the recommendations.
e) Recommendation Development:
 Compile findings and proposed strategies into a
comprehensive report for the City Manager.

Desired Outcomes:
i. Competitive Compensation:

Ensure police personnel receive salaries and benefits that are competitive within the industry, improving recruitment and retention. ii. Enhanced Morale and Performance:

Boost morale and job satisfaction among police personnel, leading to improved service delivery and community safety.
iii. Strategic Alignment:

Align compensation strategies with the department’s long-term goals and operational needs as outlined in the Master Plan.
iv. Sustainability:

Develop a financially sustainable approach to maintain competitive compensation over time.

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Initiative PS 2.2 Maintain Advanced Training Standards for the Police Department - This initiative focuses on ensuring the Police Department consistently follows industryleading training practices. It involves providing officers with ongoing, high-quality training in areas such as law enforcement techniques, public safety, crisis management, and community relations to enhance their effectiveness, professionalism, and responsiveness to evolving challenges.

Projects Undertaken
PS 2.2 A – Project: Ensuring Compliance with State and Federal Training Requirements
Description:

The Police Department’s Training Manager will continue to deliver training programs that meet all State and Federal requirements for Police Department employees. These efforts ensure compliance with mandated standards and enhance operational readiness.

Key Activities:

1. Training Needs Assessment:
o Regularly review State and Federal training mandates to identify required courses and certifications.
o Assess department-wide training gaps to ensure all
employees are up to date.

2. Curriculum Development and Delivery:
o Develop or acquire training modules that align with mandated requirements.
o Schedule and deliver training sessions to ensure all personnel complete required programs on time.

3. Recordkeeping and Compliance Monitoring:
o Maintain accurate records of training attendance,
certifications, and renewals.
o Monitor compliance deadlines and notify employees of
upcoming requirements.

4. Coordination with Regulatory Bodies:
o Liaise with State and Federal agencies to ensure training content remains current and compliant.

Desired Outcomes:
 Regulatory Compliance:

Ensure 100% compliance with all State and Federal training requirements for Police Department employees.
 Enhanced Skills and Preparedness:

Maintain a highly trained workforce capable of effectively responding to diverse challenges.
 Accountability and Documentation:

Strengthen transparency and accountability through accurate training records and compliance tracking.
 Professional Growth:

Support employee development by offering training opportunities that align with career advancement goals.

Initiative PS 2.3
Ensure Adequate Equipment for the Police Department - This initiative focuses on providing the Police Department with the necessary equipment and resources to effectively perform their duties. It includes upgrading technology, acquiring specialized tools, and ensuring officers have the proper safety gear and vehicles to enhance operational efficiency, public safety, and emergency response capabilities.

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Sierra Madre City CouncilMarch 25, 2025

Sierra Madre City Council
March 25, 2025