Sierra Madre City Council
February 24, 2026

proposed approach, and overall cost. A summary comparison of key proposal elements is provided in Attachment 2.

DISCUSSION & ANALYSIS
Downtown Parking Study
The Downtown Parking Study will provide a comprehensive assessment of existing parking conditions within the downtown commercial core, including on-street and off-street parking supply, utilization, turnover, and user behavior. The study will also evaluate existing parking policies and enforcement practices and identify opportunities for improved parking management, technology implementation, and long-term planning. The study is intended to support informed policy decisions related to parking operations, economic vitality, and downtown access for residents, businesses, employees, and visitors.

Proposals Received and Evaluation
By the RFP submission deadline of December 17, 2025, the City received two proposals:
 Transpo Group USA, Inc. – total proposed cost: $49,995.  RK Engineering Group, Inc., with Janis Rhodes Consulting as a subconsultant – total proposed cost: $199,925.

Both firms demonstrated experience conducting municipal parking studies and proposed approaches consistent with the scope of services outlined in the RFP, including parking inventory and utilization analysis, stakeholder engagement, policy review, parking management strategies, and implementation planning. Proposals were evaluated based on qualifications, proposed approach, relevant municipal experience, staffing and schedule, and overall cost, as summarized in Attachment 2. Based on this evaluation, Transpo Group USA, Inc. is being recommended for contract award as the lowest-cost responsive proposal that meets the City’s project needs.

STRATEGIC PLAN RELATIONSHIP
Approval of the Professional Services Agreement for the Downtown Parking Study supports the City’s Strategic Plan by advancing planning efforts related to downtown parking analysis and preparing information for future Council consideration.

ENVIRONMENTAL ANALYSIS
The proposed action does not constitute a project under the California Environmental Quality Act (“CEQA”), pursuant to Section 15061(b)(3) of the CEQA Guidelines, as it can be determined with certainty that the action will not have a significant effect on the environment. The action is Resolution No. 26-16 Supplemental Budget Appropriation and Professional Services Agreement with Transpo Group USA, Inc.

February 24, 2026

limited to consultant selection and approval of a professional services agreement and does not authorize construction, operational changes, or implementation activities.

FISCAL IMPACT
There is no impact to the General Fund as a result of the recommended action. Funding for the Downtown Parking Study will be provided from the Downtown Assessment District (Fund 32012).

Approval of the Professional Services Agreement with Transpo Group USA, Inc. will authorize an expenditure not to exceed $49,995 from this fund.

Approved by:
___________________________
Michael Bruckner
City Manager
Attachment(s):

1. Professional Services Agreement

2. Consultant Proposal Comparison

3. Resolution 26-16
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PROFESSIONAL SERVICES AGREEMENT

FOR CONSULTANT SERVICES
(City of Sierra Madre / Transpo Group USA, Inc.)

1. IDENTIFICATION
This PROFESSIONAL SERVICES AGREEMENT (“Agreement”) is entered into by and between the City of Sierra Madre, a California municipal corporation (“City”), and Transpo Group USA, Inc., a Washington corporation (“Consultant”).

2. RECITALS

2.1. City has determined that it requires professional consulting services related to the Sierra Madre Downtown Parking Study.

2.2. Consultant represents that it is fully qualified to perform such professional services by virtue of its experience and the training, education and expertise of its principals and employees. Consultant further represents that it is willing to accept responsibility for performing such services in accordance with the terms and conditions set forth in this Agreement.

2.3. Consultant represents that it has no known relationships with third parties, City Council members, or employees of City which would (1) present a conflict of interest with the rendering of services under this Agreement under Government Code Section 1090, the Political Reform Act (Government Code Section 81000 et seq.), or other applicable law, (2) prevent Consultant from performing the terms of this Agreement, or (3) present a significant opportunity for the disclosure of confidential information.

NOW, THEREFORE, for and in consideration of the mutual covenants and conditions herein contained, City and Consultant agree as follows:

3. DEFINITIONS

3.1. “Scope of Services”: Such professional services as are set forth in Consultant’s proposal to City dated December 17, 2025, and attached hereto as Exhibit A and incorporated herein by this reference.

3.2. “Agreement Administrator”: The Agreement Administrator for this project is:

Clare Lin, Planning & Community Preservation Director. The Agreement Administrator shall be the principal point of contact at the City for this project. All services under this Agreement shall be performed at the request of the Agreement Administrator. The Agreement Administrator will establish the timetable for completion of services and any interim milestones. City reserves the right to change this designation upon written notice to Consultant

3.3. “Approved Fee Schedule”: Consultant’s compensation rates are set forth in the fee schedule attached hereto as Exhibit B and incorporated herein by this reference. This fee schedule shall remain in effect for the duration of this Agreement unless modified in writing by mutual agreement of the parties.

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3.4. “Maximum Amount”: The highest total compensation and costs payable to Consultant by City under this Agreement. The Maximum Amount under this Agreement is Forty-Nine Thousand Nine Hundred Ninety-Five Dollars ($49,995).

3.5. “Commencement Date”: XXXXX XX, 2026.

3.6. “Termination Date”: XXXX XX, 2026.

4. TERM
The term of this Agreement shall commence at 12:00 a.m. on the Commencement Date and shall expire at 11:59 p.m. on the Termination Date unless extended by written agreement of the parties or terminated earlier under Section 16 (“Termination”) below. Consultant may request extensions of time to perform the services required hereunder. Such extensions shall be effective if authorized in advance by City in writing and incorporated in written amendments to this Agreement.

5. CONSULTANT’S DUTIES

5.1. Services. Consultant shall perform the services identified in the Scope of Services. City shall have the right to request, in writing, changes in the Scope of Services. Any such changes mutually agreed upon by the parties, and any corresponding increase or decrease in compensation, shall be incorporated by written amendment to this Agreement.

5.2. Coordination with City. In performing services under this Agreement, Consultant shall coordinate all contact with City through its Agreement Administrator.

5.3. Budgetary Notification. Consultant shall notify the Agreement Administrator, in writing, when fees and expenses incurred under this Agreement have reached eighty percent (80%) of the Maximum Amount. Consultant shall concurrently inform the Agreement Administrator, in writing, of Consultant’s estimate of total expenditures required to complete its current assignments before proceeding, when the remaining work on such assignments would exceed the Maximum Amount.

5.4. Business License. Consultant shall obtain and maintain in force a City business license for the duration of this Agreement.

5.5. Professional Standards. Consultant shall perform all work to the standards of care and skill ordinarily exercised, under similar circumstances, by reputable members of Consultant’s profession in the same locality at the time the services are provided, and in a manner reasonably satisfactory to City. Consultant shall keep itself fully informed of and in compliance with all local, state, and federal laws, rules, and regulationsin any manner affecting the performance of this Agreement, including all Cal/OSHA requirements, the conflict of interest provisions of
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Government Code § 1090 and the Political Reform Act (Government Code § 81000 et seq.).

5.6. Avoid Conflicts. During the term of this Agreement, Consultant shall not perform any work for another person or entity for whom Consultant was not working at the Commencement Date if such work would present a conflict interfering with performance under this Agreement. However, City may consent in writing to Consultant’s performance of such work.

5.7. Campaign Contributions. This Agreement is subject to Government Code Section 84308, as amended by SB 1439. Consultant shall disclose any contribution in an amount of more than two hundred fifty dollars ($250) made within the preceding 12 months by the party or the party’s agent. Consultant shall provide a signed copy of the attached Campaign Contribution Disclosure Form to the City prior to, or concurrent with, the Consultant’s execution of this Agreement.

5.8. Appropriate Personnel. Consultant has, or will secure at its own expense, all personnel required to perform the services identified in the Scope of Services. All such services shall be performed by Consultant or under its supervision, and all personnel engaged in the work shall be qualified to perform such services.

Dan McKinney, Managing Principal shall be Consultant’s project administrator and shall have direct responsibility for management of Consultant’s performance under this Agreement. No change shall be made in Consultant’s project administrator without City’s prior written consent.

5.9. Substitution of Personnel. Any persons named in the proposal or Scope of Services constitutes a promise to the City that those persons will perform and coordinate their respective services under this Agreement. Should one or more of such personnel become unavailable, Consultant may substitute other personnel of at least equal competence upon written approval of City. If City and Consultant cannot agree as to the substitution of key personnel, City may terminate this Agreement for cause.

5.10. Permits and Approvals. Consultant shall obtain, at its sole cost and expense, all permits and regulatory approvals necessary for Consultant’s performance of this Agreement. This includes, but shall not be limited to, professional licenses, encroachment permits and building and safety permits and inspections.

5.11. Notification of Organizational Changes. Consultant shall notify the Agreement Administrator, in writing, of any change in name, ownership or control of Consultant’s firm or of any subcontractor. Change of ownership or control of Consultant’s firm may require an amendment to this Agreement.

5.12. Records. Consultant shall maintain any and all ledgers, books of account, invoices, vouchers, canceled checks, and other records or documents evidencing or relating to charges for services or expenditures and disbursements charged to City under this Agreement for a minimum of three (3) years, or for any longer period required by law, from the date of final payment to Consultant under this Agreement. All such documents Professional Services Agreement – Consultant Services

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shall be made available for inspection, audit, and/or copying at any time during regular business hours, upon oral or written request of City. In addition, pursuant to Government Code Section 8546.7, if the amount of public funds expended under this Agreement exceeds ten thousand dollars, all such documents and this Agreement shall be subject to the examination and audit of the State Auditor, at the request of City or as part of any audit of City, for a period of three (3) years after final payment under this Agreement.

5.13. Skilled and Trained Workforce Requirement. When the use of a skilled and trained workforce is required to complete a contract pursuant to existing law, this contract is subject to such requirement and Consultant agrees to use a skilled and trained workforce.

6. SUBCONTRACTING

6.1. General Prohibition. This Agreement covers professional services of a specific and unique nature. Except as otherwise provided herein, Consultant shall not assign or transfer its interest in this Agreement or subcontract any services to be performed without amending this Agreement.

6.2. Consultant Responsible. Consultant shall be responsible to City for all services to be performed under this Agreement.

6.3. Identification in Fee Schedule. All subcontractors shall be specifically listed and their billing rates identified in the Approved Fee Schedule, Exhibit B. Any changes must be approved by the Agreement Administrator in writing as an amendment to this Agreement.

6.4. Compensation for Subcontractors. City shall pay Consultant for work performed by its subcontractors, if any, only at Consultant’s actual cost plus an approved mark-up as set forth in the Approved Fee Schedule, Exhibit B. Consultant shall be liable and accountable for any and all payments, compensation, and federal and state taxes to all subcontractors performing services under this Agreement. City shall not be liable for any payment, compensation, or federal and state taxes for any subcontractors.

7. COMPENSATION

7.1. General. City agrees to compensate Consultant for the services provided under this Agreement, and Consultant agrees to accept payment in accordance with the Fee Schedule in full satisfaction for such services. Compensation shall not exceed the Maximum Amount. Consultant shall not be reimbursed for any expenses unless provided for in this Agreement or authorized in writing by City in advance.

7.2. Invoices. Consultant shall submit to City an invoice, on a monthly basis or as otherwise agreed to by the Agreement Administrator, for services performed pursuant to this Agreement. Each invoice shall identify the Maximum Amount, the services rendered during the billing period, the amount due for the invoice, and the total amount Professional Services Agreement – Consultant Services

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previously invoiced. All labor charges shall be itemized by employee name and classification/position with the firm, the corresponding hourly rate, the hours worked, a description of each labor charge, and the total amount due for labor charges.

7.3. Taxes. City shall not withhold applicable taxes or other payroll deductions from payments made to Consultant except as otherwise required by law. Consultant shall be solely responsible for calculating, withholding, and paying all taxes.

7.4. Disputes. The parties agree to meet and confer at mutually agreeable times to resolve any disputed amounts contained in an invoice submitted by Consultant.

7.5. Additional Work. Consultant shall not be reimbursed for any expenses incurred for work performed outside the Scope of Services unless prior written approval is given by the City through a fully executed written amendment. Consultant shall not undertake any such work without prior written approval of the City.

7.6. City Satisfaction as Precondition to Payment. Notwithstanding any other terms of this Agreement, no payments shall be made to Consultant until City is satisfied that the services are satisfactory.

7.7. Right to Withhold Payments. If Consultant fails to provide a deposit or promptly satisfy an indemnity obligation described in Section 11, City shall have the right to withhold payments under this Agreement to offset that amount.

8. OWNERSHIP OF WRITTEN PRODUCTS
All reports, documents or other written material, and all electronic files, including computeraided design files, developed by Consultant in the performance of this Agreement (such written material and electronic files are collectively known as “written products”) shall become upon payment for such, and remain the property of City without restriction or limitation upon its use or dissemination by City except as provided by law. Consultant may take and retain copies of such written products as desired, but no such written products shall be the subject of a copyright application by Consultant. Any modifications made by the City to any of the Consultant's documents, or any use, partial use or reuse of the documents without written authorization or adaptation by the Consultant will be at the City's sole risk and without liability to the Consultant, and the City shall indemnify, defend and hold the Consultant harmless from all claims, damages, losses and expenses, including but not limited to attorney's fees, resulting therefrom.

9. RELATIONSHIP OF PARTIES

9.1. General. Consultant is, and shall at all times remain as to City, a wholly independent contractor.

9.2. No Agent Authority. Consultant shall have no power to incur any debt, obligation, or liability on behalf of City or otherwise to act on behalf of City as an agent. Neither City nor any of its agents shall have control over the conduct of Consultant or any of Consultant’s employees, except as set forth in this Agreement. Consultant shall not Professional Services Agreement – Consultant Services

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represent that it is, or that any of its agents or employees are, in any manner employees of City.

9.3. Independent Contractor Status. Under no circumstances shall Consultant or its employees look to the City as an employer. Consultant shall not be entitled to any benefits. City makes no representation as to the effect of this independent contractor relationship on Consultant’s previously earned California Public Employees Retirement System (“CalPERS”) retirement benefits, if any, and Consultant specifically assumes the responsibility for making such a determination. Consultant shall be responsible for all reports and obligations including, but not limited to: social security taxes, income tax withholding, unemployment insurance, disability insurance, and workers’ compensation, and other applicable federal and state taxes.

9.4. Indemnification of CalPERS Determination. In the event that Consultant or any employee, agent, or subcontractor of Consultant providing services under this Agreement claims or is determined by a court of competent jurisdiction or CalPERS to be eligible for enrollment in CalPERS as an employee of the City, Consultant shall indemnify, defend, and hold harmless City for the payment of any employee and/or employer contributions for CalPERS benefits on behalf of Consultant or its employees, agents, or subcontractors, as well as for the payment of any penalties and interest on such contributions, which would otherwise be the responsibility of City.

10. INDEMNIFICATION

10.1. Definitions. For purposes of this Section 11, “Consultant” shall include Consultant, its officers, employees, servants, agents, or subcontractors, or anyone directly or indirectly employed by either Consultant or its subcontractors, in the performance of this Agreement. “City” shall include City, its officers, agents, employees and volunteers.

10.2. Consultant to Indemnify City. To the fullest extent permitted by law, Consultant shall indemnify, hold harmless, and defend City from and against any and all claims, losses, costs or expenses for any personal injury or property damage to the extent arising out of or in connection with Consultant’s negligence, recklessness or willful misconduct or other wrongful acts, errors or omissions of Consultant or failure to comply with any provision in this Agreement. The duty to defend as required above shall mean Consultant will reimburse Client for its reasonable defense costs based on principles of comparative fault.

10.3. Scope of Indemnity. Personal injury shall include injury or damage due to death or injury to any person, whether physical, emotional, consequential or otherwise, Property damage shall include injury to any personal or real property. Consultant shall not be required to indemnify City for such loss or damage as is caused by the sole or active negligence or willful misconduct of the City.

10.4. Attorneys Fees. Such costs and expenses shall include reasonable attorneys’ fees for counsel of City’s choice, expert fees and all other costs and fees of litigation.

10.5. Waiver of Statutory Immunity. The obligations of Consultant under this Section 11 Professional Services Agreement – Consultant Services

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are not limited by the provisions of any workers’ compensation act or similar act.

Consultant expressly waives its statutory immunity under such statutes or laws as to City.

10.6. Indemnification by Subcontractors. Consultant agrees to obtain executed indemnity agreements with provisions identical to those set forth here in this Section 11 from each and every subcontractor or any other person or entity involved in the performance of this Agreement on Consultant’s behalf.

10.7. Insurance Not a Substitute. City does not waive any indemnity rights by accepting any insurance policy or certificate required pursuant to this Agreement. Consultant’s indemnification obligations apply regardless of whether or not any insurance policies are determined to be applicable to the claim, demand, damage, liability, loss, cost or expense.

11. INSURANCE

11.1. Insurance Required. Consultant shall maintain insurance as described in this section and shall require all of its subcontractors, consultants, and other agents to do the same.

Approval of the insurance by the City shall not relieve or decrease any liability of Consultant Any requirement for insurance to be maintained after completion of the work shall survive this Agreement.

11.2. Documentation of Insurance. City will not execute this agreement until it has received a complete set of all required documentation of insurance coverage. However, failure to obtain the required documents prior to the work beginning shall not waive the Consultant’s obligation to provide them. Consultant shall file with City:
• Certificate of Insurance, indicating companies acceptable to City, with a Best's Rating of no less than A: VII showing. The Certificate of Insurance must include the project name: Downtown Parking Study Consultant Services • Documentation of Best’s rating acceptable to the City. • Original endorsements effecting coverage for all policies required by this Agreement.
• Complete, certified copies of all required insurance policies, including endorsements affecting the coverage.

11.3. Coverage Amounts. Insurance coverage shall be at least in the following minimum amounts:
• Professional Liability Insurance: $1,000,000 per claim, $2,000,000 aggregate
• General Liability:
o General Aggregate: $2,000,000
o Products Comp/Op Aggregate $2,000,000
o Personal & Advertising Injury $1,000,000
o Each Occurrence $1,000,000
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o Fire Damage (any one fire) $ 50,000
o Medical Expense (any 1 person) $ 5,000
• Workers' Compensation:
o Workers' Compensation Statutory Limits
o EL Each Accident $1,000,000
o EL Disease - Policy Limit $1,000,000
o EL Disease - Each Employee $1,000,000
• Automobile Liability:
• Any vehicle, combined single limit $1,000,000
Any available insurance proceeds broader than or in excess of the specified minimum insurance coverage requirements or limitsshall be available to the additional insured. Furthermore, the requirements for coverage and limits shall be the greater of (1) the minimum coverage and limits specified in this Agreement, or (2) the broader coverage and maximum limits of coverage of any insurance policy or proceeds available to the named insured

11.4. General Liability Insurance. Commercial General Liability Insurance shall be no less broad than ISO form CG 00 01. Coverage must be on a standard Occurrence form.

Claims-Made, modified, limited or restricted Occurrence forms are not acceptable.

11.5. Worker’s Compensation Insurance. Consultant is aware of the provisions of Section 3700 of the Labor Code which requires every employer to carry Workers' Compensation (or to undertake equivalent self-insurance), and Consultant will comply with such provisions before commencing the performance of the work of this Agreement. If such insurance is underwritten by any agency other than the State Compensation Fund, such agency shall be a company authorized to do business in the State of California.

11.6. Automobile Liability Insurance. Covered vehicles shall include owned if any, nonowned, and hired automobiles and, trucks.

11.7. Professional Liability Insurance or Errors & Omissions Coverage. The deductible or self-insured retention may not exceed $50,000. If the insurance is on a Claims-Made basis, the retroactive date shall be no later than the commencement of the work.

Coverage shall be continued for two years after the completion of the work by one of the following: (1) renewal of the existing policy; (2) an extended reporting period endorsement; or (3) replacement insurance with a retroactive date no later than the commencement of the work under this Agreement.

11.8. Claims-Made Policies. If any of the required policies provide coverage on a claimsmade basis the Retroactive Date must be shown and must be before the date of the contract or the beginning of contract work. Claims-Made Insurance must be maintained and evidence of insurance must be provided for at least five (5) years after completion of the contract of work. If coverage is canceled or non-renewed, and not replaced with another claims-made policy form with a Retroactive Date prior to the contract effective date, the Consultant must purchase “extended reporting” coverage for a minimum of Professional Services Agreement – Consultant Services

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five (5) years after completion of contract work.

11.9. Additional Insured Endorsements. The City, its City Council, Commissions, officers, and employees of Sierra Madre must be endorsed as an additional insured for each policy required herein, other than Professional Errors and Omissions and Worker’s Compensation, for liability arising out of ongoing and completed operations by or on behalf of the Consultant. Consultant’s insurance policies shall be primary as respects any claims related to or as the result of the Consultant’s work. Any insurance, pooled coverage or self-insurance maintained by the City, its elected or appointed officials, directors, officers, agents, employees, volunteers, or consultants shall be noncontributory. All endorsements shall be signed by a person authorized by the insurer to bind coverage on its behalf. General liability coverage can be provided using an endorsement to the Consultant’s insurance at least as broad as ISO Form CG 20 10 11 85 or both CG 20 10 and CG 20 37.

11.10. Failure to Maintain Coverage. In the event any policy is canceled prior to the completion of the project and the Consultant does not furnish a new certificate of insurance prior to cancellation, City has the right, but not the duty, to obtain the required insurance and deduct the premium(s) from any amounts due the Consultant under this Agreement. Failure of the Consultant to maintain the insurance required by this Agreement, or to comply with any of the requirements of this section, shall constitute a material breach of this Agreement.

11.11. Notices. Consultant shall provide immediate written notice if (1) any of the required insurance policies is terminated; (2) the limits of any of the required policies are reduced; (3) or the deductible or self-insured retention is increased. Consultant shall provide no less than 30 days’ notice of any cancellation or material change to policies required by this Agreement. Consultant shall provide proof that cancelled or expired policies of insurance have been renewed or replaced with other policies providing at least the same coverage. Such proof will be furnished at least two weeks prior to the expiration of the coverages. The name and address for Additional Insured Endorsements, Certificates of Insurance and Notices of Cancellation is: City of Sierra Madre, Attn: Planning & Community Preservation Director, 232 W. Sierra Madre Blvd., Sierra Madre, CA 91024.

11.12. Consultant’s Insurance Primary. The General and Auto liability insurance provided by Consultant, including all endorsements, shall be primary to any coverage available to City. Any insurance or self-insurance maintained by City and/or its officers, employees, agents or volunteers, shall be in excess of Consultant’s insurance and shall not contribute with it.

11.13. Waiver of Subrogation. Consultant hereby waives all rights of subrogation against the City. Consultant shall additionally waive such rights either by endorsement to each policy or provide proof of such waiver in the policy itself.

11.14. Report of Claims to City. Consultant shall report to the City, in addition to the Consultant’s insurer, any and all insurance claims submitted to Consultant's insurer in connection with the services under this Agreement.

11.15. Premium Payments and Deductibles. Consultant must disclose all deductibles and Professional Services Agreement – Consultant Services

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self-insured retention amounts to the City. The City may require the Consultant to provide proof of ability to pay losses and related investigations, claim administration, and defense expenses within retention amounts. Ultimately, City must approve all such amounts prior to execution of this Agreement. City has no obligation to pay any premiums, assessments, or deductibles under any policy required in this Agreement.

Consultant shall be responsible for all premiums and deductibles in all of Consultant’s insurance policies. The amount of deductibles for insurance coverage required herein are subject to City’s approval.

11.16. Duty to Defend and Indemnify. Consultant’s duties to defend and indemnify City under this Agreement shall not be limited by the foregoing insurance requirements and shall survive the expiration or early termination of this Agreement.

12. MUTUAL COOPERATION

12.1. City Cooperation in Performance. City shall provide Consultant with all pertinent data, documents and other requested information as is reasonably available for the proper performance of Consultant’s services under this Agreement.

12.2. Consultant Cooperation in Defense of Claims. If any claim or action is brought against City relating to Consultant’s performance in connection with this Agreement, Consultant shall render any reasonable assistance that City may require in the defense of that claim or action.

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13. NOTICES
Any notices, bills, invoices, or reports required by this Agreement shall be deemed received on: (i) the day of delivery if delivered by hand, email, or overnight courier service during Consultant’s and City’s regular business hours; or (ii) on the third business day following deposit in the United States mail if delivered by mail, postage prepaid, to the addresses listed below (or to such other addresses as the parties may, from time to time, designate in writing).

If to City
Clare Lin
City of Sierra Madre
232 W. Sierra Madre Blvd.

Sierra Madre, CA 91024
Telephone: (626) 355-7135
Email: [email protected]
If to Consultant
Dan McKinney, Managing Principal
Transpo Group USA, Inc.
12131 113th Ave NE, Suite 203
Kirkland, WA 98034
Telephone: (425) 896-5244
Email: [email protected]
With courtesy copy to:

Aleks R. Giragosian, Esq.

Sierra Madre City Attorney
Colantuono, Highsmith & Whatley, PC
790 E. Colorado Blvd., Suite 850
Pasadena, CA 91101
Telephone: (213) 542-5700
Email: [email protected]

14. SURVIVING COVENANTS
The parties agree that the covenants contained in Section 5.11 (Records), Section 10.4 (Indemnification of CalPERS Determination), Section 11 (Indemnification), Section 12.8 (ClaimsMade Policies), paragraph 12.13 (Waiver of Subrogation), Section 13.2 (Consultant Cooperation in Defense of Claims), Section 15 (Surviving Covenants), Section 17 (Interpretation of Agreement), and Section 18 (General Provisions) of this Agreement shall survive the expiration or termination of this Agreement, subject to the provisions and limitations of this Agreement and all otherwise applicable statutes of limitations and repose.

15. TERMINATION

15.1. City Termination. City may terminate this Agreement for any reason on five calendar days’ written notice to Consultant. Consultant agrees to cease all work under this Agreement on or before the effective date of any notice of termination. All City data, documents, objects, materials or other tangible things shall be returned to City upon the termination or expiration of this Agreement.

15.2. Consultant Termination. Consultant may terminate this Agreement for a material breach of this Agreement by the City upon 30 days’ notice.

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15.3. Compensation Following Termination. Upon termination, Consultant shall be paid based on the work satisfactorily performed at the time of termination. In no event shall Consultant be entitled to receive more than the amount that would be paid to Consultant for the full performance of the services required by this Agreement. The City shall have the benefit of such work as may have been completed up to the time of such termination.

15.4. Remedies. City retains any and all available legal and equitable remedies for Consultant’s breach of this Agreement.

16. INTERPRETATION OF AGREEMENT

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

16.2. Integration of Exhibits. All documents referenced as exhibits in this Agreement are hereby incorporated into this Agreement. In the event of any material discrepancy between the provisions of this Agreement and its exhibits, the provisions of this Agreement shall prevail. In the event of any material discrepancy between the express provisions of this Agreement and the exhibits of this Agreement, the provisions of this Agreement shall prevail. This instrument contains the entire Agreement between City and Consultant with respect to the transactions contemplated herein. No other prior oral or written agreements are binding upon the parties. Amendments hereto or deviations herefrom shall be effective and binding only if made in writing and executed on by City and Consultant.

16.3. Headings. The headings and captions appearing at the commencement of the sections hereof, and in any paragraph thereof, are descriptive only and for convenience in reference to this Agreement. Should there be any conflict between such heading, and the section or paragraph thereof at the head of which it appears, the language of the section or paragraph shall control and govern in the construction of this Agreement.

16.4. Pronouns. Masculine or feminine pronouns shall be substituted for the neuter form and vice versa, and the plural shall be substituted for the singular form and vice versa, in any place or places herein in which the context requires such substitution(s).

16.5. Severability. If any term or provision of this Agreement or the application thereof to any person or circumstance shall, to any extent, be invalid or unenforceable, then such term or provision shall be amended to, and solely to the extent necessary to, cure such invalidity or unenforceability, and shall be enforceable in its amended form. In such event, the remainder of this Agreement, or the application of such term or provision to persons or circumstances other than those as to which it is held invalid or unenforceable, shall not be affected, and each term and provision of this Agreement shall be valid and be enforced to the fullest extent permitted by law.

16.6. No Presumption Against Drafter. Each party had an opportunity to consult with an attorney in reviewing and drafting this agreement. Any uncertainty or ambiguity shall not be construed for or against any party based on attribution of drafting to any party.

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17. GENERAL PROVISIONS

17.1. Confidentiality. All data, documents, discussion, or other information developed or received by Consultant for performance of this Agreement are deemed confidential and Consultant shall not disclose it without prior written consent by City. City shall grant such consent if disclosure is legally required. All City data shall be returned to City upon the termination or expiration of this Agreement.

17.2. Conflicts of Interest. Consultant maintains and warrants that it has not employed nor retained any company or person, other than a bona fide employee working solely for Consultant, to solicit or secure this Agreement. Further, Consultant warrants that it has not paid nor has it agreed to pay any company or person, other than a bona fide employee working solely for Consultant, any fee, commission, percentage, brokerage fee, gift or other consideration contingent upon or resulting from the award or making of this Agreement. Consultant further agrees to file, or shall cause its employees or subcontractor to file, a Statement of Economic Interest with the City’s Filing Officer if required under state law in the performance of the services. For breach or violation of this warranty, City shall have the right to rescind this Agreement without liability. For the term of this Agreement, no member, officer, or employee of City, during the term of his or her service with City, shall have any direct interest in this Agreement, or obtain any present or anticipated material benefit arising therefrom.

17.3. Non-assignment. Consultant shall not delegate, transfer, subcontract or assign its duties or rights hereunder, either in whole or in part, without City’s prior written consent, and any attempt to do so shall be void and of no effect. City shall not be obligated or liable under this Agreement to any party other than Consultant.

17.4. Binding on Successors. This Agreement shall be binding on the successors and assigns of the parties.

17.5. No Third-Party Beneficiaries. Except as expressly stated herein, there is no intended third-party beneficiary of any right or obligation assumed by the parties.

17.6. Time of the Essence. Time is of the essence for each and every provision of this Agreement. Notwithstanding any other provision of this Agreement, the Consultant shall not have liability for or be deemed in breach because of delays caused by any factor outside of its reasonable control, including but not limited to natural disasters, adverse weather, or acts of the City, third parties, or governmental agencies.

17.7. Non-Discrimination. Consultant shall not discriminate against any employee or applicant for employment because of race, sex (including pregnancy, childbirth, or related medical condition), creed, national origin, color, disability as defined by law, disabled veteran status, Vietnam veteran status, religion, age (40 and above), medical condition (cancer-related), marital status, ancestry, or sexual orientation. Employment actions to which this provision applies shall include, but not be limited to, the following: employment, upgrading, demotion, or transfer; recruitment or recruitment advertising; layoff or termination; rates of pay or other forms of compensation; or in terms, conditions or privileges of employment, and selection for Professional Services Agreement – Consultant Services

311135.v1 8/21/2023
training. Consultant agrees to post in conspicuous places, available to employees and applicants for employment, the provisions of this nondiscrimination clause.

17.8. Waiver. No provision, covenant, or condition of this Agreement shall be deemed to have been waived by City or Consultant unless in writing signed by one authorized to bind the party asserted to have consented to the waiver. The waiver by City or Consultant of any breach of any provision, covenant, or condition of this Agreement shall not be deemed to be a waiver of any subsequent breach of the same or any other provision, covenant, or condition.

17.9. Excused Failure to Perform. Consultant shall not be liable for any failure to perform if Consultant presents acceptable evidence, in City’s sole judgment, that such failure was due to causes beyond the control and without the fault or negligence of Consultant.

17.10. Remedies Non-Exclusive. Each right, power and remedy provided for herein or now or hereafter existing at law, in equity, by statute, or otherwise shall be cumulative and shall be in addition to every other right, power, or remedy provided for herein or now or hereafter existing at law, in equity, by statute, or otherwise. The exercise, the commencement of the exercise, or the forbearance from the exercise by any party of any one or more of such rights, powers or remedies shall not preclude the simultaneous or later exercise by such party of any or all of such other rights, powers or remedies.

17.11. Attorneys’ Fees. If legal action shall be necessary to enforce any term, covenant or condition contained in this Agreement, the prevailing party shall be entitled to an award of reasonable attorneys’ fees and costs expended in the action.

17.12. Venue. The venue for any litigation shall be Los Angeles County, California and Consultant hereby consents to sole jurisdiction in Los Angeles County for purposes of resolving any dispute or enforcing any obligation arising under this Agreement.

17.13. Counterparts; Electronic Signatures. This Agreement may be signed in one or more counterparts, each of which shall be deemed an original, but all of which together shall be deemed one and the same instrument. The parties acknowledge and agree that this Agreement may be executed by electronic signature, which shall be considered as an originalsignature for all purposes and shall have the same force and effect as an original signature. Without limitation, “electronic signature” shall include faxed or emailed versions of an original signature, electronically scanned and transmitted versions (e.g., via pdf) of an original signature, or a digital signature.

Professional Services Agreement – Consultant Services

311135.v1 8/21/2023
TO EFFECTUATE THIS AGREEMENT, the parties have caused their duly authorized representatives to execute this Agreement on the dates set forth below. “CITY”
City of Sierra Madre
Authorized Signatories:

Signature:

Printed:

Title:

Date:
“CONSULTANT”
Transpo Group USA, Inc.

Signature:

Printed:

Title:

Date:

Attest:

Signature:

Printed:

Title: City Clerk
Date:

Approved as to Form:

Signature:

Printed:

Title: City Attorney
Date:

Professional Services Agreement – Consultant Services
Exhibit A
311135.v1 C/21/2026

EXHIBIT A
Scope of Services

TRANSPO GROUP
Sierra Madre Downtown Parking Study | 2
Overview and Approach
Project Understanding
We understand how parking plays a vital role in the
success of Sierra Madre’s downtown. Effective parking
management solutions typically involve a variety of
strategies to balance the needs of various users, while meeting the overall objectives of the City. Transpo’s
parking experts frequently develop comprehensive parking plans to support the economic vitality of businesses,
improve tenant and customer experiences, and help
plan and manage parking needs to support the future.

Our team will develop a comprehensive parking plan
utilizing a data-driven approach that will include quantifying current conditions, input from key stakeholders, and
establishing a clear framework of implementable
parking strategies to support the City’s overall goals
and objectives. The plan will help optimize and improve parking downtown and improve the overall experience
for businesses and visitors. A visitor’s experience
in Sierra Madre often begins and ends with their
parking experience and our expertise will help guide
changes to ensure those impressions are positive.

Our Approach
We are very familiar with completing parking analyses for downtown areas of many sizes and complexities. The
scope and level of effort that is identified in the RFP does not match the anticipated budget being requested. In
order to maximize the value we have tailored the scope
to meet what we feel would be the best priority for the scope of work and identified follow on pieces that could be addressed and completed over time as funding allows.

Task 1: Project Management
and Stakeholder Engagement
Project Management
Transpo’s approach to this project starts with a
project management plan that is focused on the
delivery of quality work products and will guide the
development of the parking study. We will focus our
Project Management Plan (PMP) on best practices
that streamline delivery of the study, while following a practical design approach and adherence to industry
standards. We understand that risk management is
one of the best tools to keep studies on time and within budget. We will proactively identify potential risks to scope, budget, and schedule and build into our PMP
the appropriate tools/processes to mitigate these risks.

From the project’s onset, our proposed Project Manager, Dan McKinney, will collaborate with the City project
manager to establish checkpoints and a communication
protocol to ensure the work program runs smoothly. Dan
has a proven track record for effectively managing parking projects and will bring a level of trust that is invaluable. The established checkpoints will also identify potential issues, data requirements, or other items as soon as possible to ensure the project’s successful completion. In addition, regular check-ins and a detailed work schedule with key delivery dates will ensure project completion on time.

Following the contract award, our team will collaborate with your team to refine the project schedule and identify key meetings and dates. A kick-off meeting will be
scheduled to review the schedule and project workplan
to ensure we meet the overall goals and objectives
on-time and within budget. The meeting will include:
► Establishing goals and objectives for the project
► Refining the project approach as necessary
to meet goals and objectives as well as
budget and schedule requirements
► Establishing a schedule and program
for stakeholder outreach
► Establishing a project team communication
and coordination plan
► Identifying data collection
requirements and schedule
► Discussing any technology use
or design requirements
► Confirming deliverables and data transfer protocols

TRANSPO GROUP
Sierra Madre Downtown Parking Study | 3
Typical information that we will request
from the City includes:
► Existing Parking Policies and Studies
► GIS databases (or shapefiles)
► Parking Supply information
► Facilitation letters to survey on and
off-street parking locations
We propose using Microsoft Teams’ interactive
capabilities or a similar communication tool to
collaborate with our team and City staff.

Stakeholder Engagement
Stakeholder Engagement shouldn’t be considered a
standalone task and instead be considered a continuing
process of engagement between our team, the City,
and the community to effectively develop a Parking
Study that will work for everyone. At the outset of the project, Transpo will prepare a Public Outreach Plan
(POP) specific to this project that will describe how we will capture and organize community input and educate
the public on this study. The POP will also outline the specific types of engagement with City staff, Chamber
of Commerce, business owners, property managers,
residents in the area, and the public at large.

Meetings with City staff will occur prior to Stakeholder Engagement to make sure we are acting as an extension
of City staff and supporting the overall goals and
objectives. We plan on facilitating two public workshops with community members to educate the public on
the process and to gain valuable feedback. We would
recommend that one of these community meetings
include a walking tour, as was done during the creation of the Downtown Design Guidelines, with key stakeholders
to collaboratively see concerns firsthand and gain a
clear understanding of current issues and conditions.

We used this approach in the City of Bellingham
and Temple City and have found it to be an effective
approach to gain community input, reach common
understanding, and build trust through the process.

Surveys are another tool to provide an understanding
of community needs and issues. Transpo conducted
surveys of businesses as part of our parking studies
for many of our projects including in Temple City. The
business surveys provided a deeper understanding
of parking behaviors. Transpo will conduct an online
survey accessible to the community and analyze and
summarize the survey results. Data gathered through the surveys will be compared to previous feedback and to
the parking counts to help draw conclusions and make
recommendations for the comprehensive parking plan.

Stakeholder Alignment
Aligning stakeholders with regards
to parking issues and solutions can be a
challenge where we have found success.

Parking impacts multiple departments within
the City, event managers, neighborhood
groups, business owners, and can be perceived
as a negative when not managed well.

When working with a jurisdiction on parking, we
commonly have challenges related to stakeholder
differences in opinions, perception of parking
problems and the best way to address parking.

We like to address these different outlooks through
early and frequent communication involving the key
stakeholders. This stakeholder process focuses first
on aligning the groups to common higher objectives
and goals that we can point to throughout the work.

After the stakeholders have been aligned by
common goals and objectives, then we work
to understand individual parking issues and
help develop a toolbox of approaches that can
be implemented in an iterative process..

Transpo's Dan McKinney presenting at a
public meeting for the City of Glendale

TRANSPO GROUP
Sierra Madre Downtown Parking Study | 4
Our project manager and stakeholder lead are
exceptional at listening and understanding the needs
from a variety of stakeholders and being able to
effectively facilitate public meetings that build trust between the City and the community. The combination
of Dan’s national and international expertise along
with the local presence of Jim Brogen will provide
the most effective and best value for engaging and
meeting with City staff and key stakeholders.

Task 2: Existing Conditions
Assessment
Parking Supply Inventory
At Transpo, we are parking data collection and analysis experts. Having reliable and accurate data provides
a solid foundation for our data-driven solutions and
recommendations. Through our decades of experience,
we have developed accurate and efficient data collection processes focused on only the necessary data and
information that will influence decision making.

Transpo’s initial efforts will be to assemble and leverage as much available information as possible related to the existing conditions. Leveraging available information will help increase the efficiency of data collection to ensure our efforts focus specifically on identified parking problems and issues. We will identify gaps and data needs and
complete site visits to verify and summarize the existing conditions. This will include conducting a parking inventory that will identify the number, type, and regulations for each parking space within the defined study area.

Additionally, we will work with City staff to understand anticipated changes (if any) to parking inventory
related to future development or planned projects.

As part of the existing data collection, the vehicle and pedestrian network surrounding parking in the study area will be inventoried. This will include a review of parking wayfinding guidance and parking regulation signage to
evaluate whether parking is easy to find, navigate to,
and regulations are clearly understood. This will also
Walking Tour
We recommend that one of these
community meetings include a walking tour
with key stakeholders to collaboratively
see concerns first hand and gain a clear
understandings of current issues and conditions.

Visual Communication
Transpo has an in-house Creative
Services team that is highly skilled at creating
graphics to help illustrate concepts to the
public. We create a variety of graphics tailored
to client needs ranging from before and after
photo/illustrative renderings, cross-section
renderings, infographics, custom drawn
illustrations, video simulations, and more.

STUDY AREA OVERVIEW HOURLY OFF-STREET PRICING

HOURLY ON-STREET PRICING

PERFORMANCE-BASED PARKING MANAGEMENT

BRAND BLVD PAID ON-STREET OCCUPANCY
Brand Blvd Other On-Street & Surface Lots
$

1.50 $1.00

PROPOSED TARGET OCCUPANCY RANGE
BELOW 70%
Decrease Price ABOVE 85% 70% WITHIN TARGET RANGE 85% Increase Price Success
Lot
6 Marketplace
Exchange
Orange St
Lot 15
Lot 10
Lot 7
Lot
2 Lot
3 Lot
4 IVY ST

E WILSON AVE

E LEXINGTON DR

N BRAND BLVD

N LOUISE ST

E DORAN ST

N JACKSON ST

E BROADWAY

W COLORADO ST

E HARVARD ST

E CALIFORNIA AVE W CALIFORNIA AVE

W WILSON AVE

E COLORADO ST

W DORAN ST

MILFORD ST

N COLUMBUS AVE

S JACKSON ST

S CENTRAL AVE

S BRAND BLVD

N KENWOOD ST

S COLUMBUS AVE

N CENTRAL AVE

N MARYLAND AVE

N ORANGE ST

PIONEER DR

W LEXINGTON DR

MYRTLE ST

SALEM ST

W BROADWAY

S LOUISE ST

S KENWOOD ST

HAWTHORNE ST

W HARVARD ST
OAK ST

SANCHEZ DR
LEGEND
Parking Occupancy
0-60%
61-85%
>85%
Lot
6 Marketplace
Exchange
Orange St
Lot 15
Lot 10
Lot 7
Lot
2 Lot
3 Lot
4 IVY ST

E WILSON AVE

E LEXINGTON DR

N BRAND BLVD

N LOUISE ST

E DORAN ST

N JACKSON ST

E BROADWAY

W COLORADO ST

E HARVARD ST

E CALIFORNIA AVE W CALIFORNIA AVE

W WILSON AVE

E COLORADO ST

W DORAN ST

MILFORD ST

N COLUMBUS AVE

S JACKSON ST

S CENTRAL AVE

S BRAND BLVD

N KENWOOD ST

S COLUMBUS AVE

N CENTRAL AVE

N MARYLAND AVE

N ORANGE ST

PIONEER DR

W LEXINGTON DR

MYRTLE ST

SALEM ST

W BROADWAY

S LOUISE ST

S KENWOOD ST

HAWTHORNE ST

W HARVARD ST
OAK ST

SANCHEZ DR
LEGEND
Parking Occupancy
0-60%
61-85%
>85%

WEEKDAY PEAK HR OCCUPANCY

DOWNTOWN

PARKING ANALYSIS
Weekday Saturday 85% occupancy
$ Garages
$$ Other On-Street Surface Lots
$$ $ On-Street
Brand Boulevard

TIERED PRICING STRATEGY
Spaces Counted
3379

PRIVATE GARAGES
Highest
$
6 CITY-OWNED GARAGES
$
2 Lowest
$
3 Average
$
5 12PM peak hour

WEEKDAY PEAK OCCUPANCY
Spaces Occupied at Peak Hour
OFF-STREET 75%
ON-STREET 81%
100%
6 AM7 AM8 AM9 AM
10 AM11 AM
12 PM
1 PM2 PM3 PM4 PM5 PM6 PM7 PM8 PM9 PM
10 PM11 PM
10%
0%
20%
30%
40%
50%
60%
90%
100%
70%
80%
PARKING RESTRICTIONS 6 a.m. – 10 p.m.
2702
Off-Street Spaces Counted
Brand Blvd
On-Street Spaces
Other On-Street Spaces
211
466
Transpo created an
infographic to summarize
the Downtown Glendale
key findings and
recommendations.

On- and Off-Street Parking
Supply Map for the Stadium
District in downtown Seattle

OCCIDENTAL AVE S
§¨¦5
§¨¦90
UV99
SoDo BUSWAY
Colman
Ferry Dock
UV519
Financial
District
International
District
Pioneer
Square
Remaining
SoDo Area
Retail
District
Waterfront
600 On
1,100 Off
600 On
13,400 Off
400 On
9,200 Off
4,400 On
5,000 Off
Safeco
Field
CenturyLink
Field

S KING ST

SPRING ST

S LANDER ST

S HOLGATE ST

S HORTON ST

S KING ST
1ST AVE S
4TH AVE S
1ST AVE
5TH AVE
3RD AVE
4TH AVE
2ND AVE
5TH AVE S
6TH AVE S
6TH AVE
15TH AVE S

BOREN AVE

S JACKSON ST

BROADWAY
14TH AVE
7TH AVE

AIRPORT WAY S
23RD AVE S

ALASKAN WAY

PINE ST

E PINE ST

RAINIER AVE S
BEACON AVE S 17TH AVE S

E UNION ST

JAMES ST
9TH AVE

E PIKE ST
14TH AVE S

E MADISON ST

ELLIOTT AVE

WESTERN AVE

S SPOKANE ST

STEWART ST

YESLER WAY E YESLER WAY

E CHERRY ST

E JEFFERSON ST

EAST MARGINAL WAY S

S DEARBORN ST

S LANDER ST
20TH AVE S

S COLLEGE ST

SW SPOKANE ST
12TH AVE S
12TH AVE
7TH AVE S

ALASKAN WAY S

S HANFORD ST
8TH AVE S

S SPOKANE ST
12TH AVE S

S SPOKANE ST
5TH AVE S
4TH AVE S MAIN ST 6TH AVE S 7TH AVE S

S MASSACHUSETTS ST MAYNARD AVE S

S KING ST
Stadium District Existing On- and
Off-Street Event Parking Supply
Seattle Arena
FIGURE
2-94
I
Legend
Primary Study Area
Expanded Study Area
Site Location
800 On
4,000 Off 700 On
2,000 Off
*Note: Parking supply accounts
for spaces publically available for
events and is not representative
of all parking supply within each
neighborhood. All numbers are
rounded to the nearest hundred.

SHUTTLE TO FAIRHAVEN PARK

FAIRHAVEN

SEHOME HIGH SCHOOL

WESTERN

WASHINGTON

UNIVERSITY
LOT
12A

EVENT PARKING & SHUTTLE

START/FINISH AREA

SEHOME HILL

ARBORETUM

FAIRHAVEN PARK
12th St
Donovan Ave
Bill McDonald Pkwy
S College Dr
21st St
Old FairhavenPkwy

RUNNER DROP-OFF
(Hillcrest Chapel)
Hwy 11/Chuckanut Dr N

DOWNTOWN

BELLINGHAM

NOEVENT

PARKING
EXIT
252
N Samish Way

EVENT PARKING DIRECTIONS
SPONSORED BY:

Directions
FROM THE NORTH:

1. From I-5, take
exit 252 for
Samish Way/
Bill McDonald
Pkwy to 25th St

2. Turn right on N
Samish Way

3. Turn left on Bill
McDonald Pkwy

4. Turn right on S
College Way

5. Park in Lot 12A
(on your right)
FROM THE SOUTH:

1. From I-5, take
exit 252 for
Samish Way/
Bill McDonald
Pkwy to 25th St

2. Turn left on N
Samish Way

3. Turn left on Bill
McDonald Pkwy

4. Turn right on S
College Way

5. Park in Lot 12A
(on your right)
Custom
Map created
by Transpo
with Event
Parking
Information
Infographics
summarize and
present data in
meaningful ways, as
shown here for the
City of Bellingham
2013 2018

OFF-STREET OFF-STREET
vehicles parked >>
vehicles parked >>
HIGHER occupancy >>

AVERAGE PERCENT OCCUPIED
378 MORE
470 MORE
VS
Downtown
Parking Study Comparison – Summer/Fall 2013 vs. 2018*

PARKING
610
647
786
849

ON-STREET

OVERALL OVERALL

ON-STREET ON-STREET

OFF-STREET OFF-STREET

ON-STREET
52% 53%
42% 44%
59% 63%
54% 59%
1,421
1,448
1,623
1,716
HOW MANY VEHICLES PARKED? HOW MANY VEHICLES PARKED?

PARKING UTILIZATION
*Downtown Sub-Area Final Parking Study, March 2013, Transpo Group *Downtown Sub-Area – 2018 Parking Study, Transpo Group ~4,180 TOTAL PARKING SPACES
~2,716 ~1,465 ~2,735 ~1,445

SUMMER SUMMER

FALL FALL

SUM SUM
49% 58%

FALL FALL
51% 61%

TRANSPO GROUP
Sierra Madre Downtown Parking Study | 5
include a review of safety as well as potential conflict and congestion points that can be evaluated for improvements.

Data will be input into a GIS database to develop graphical maps that summarize existing parking typology.

Land Use and Transportation Analysis
Land use drives parking demand and other components
of the transportation system. Transpo will evaluate the land use in the area and develop an understanding of
the multimodal components of the transportation system
including how people access and travel through the study area by walking, rolling, biking, or taking transit. This will include evaluating non-motorized connectivity, vehicle
travel patterns, and availability of transit, which all play a role in how parking is used, how much parking is needed, and the overall behavior of travelers. We at Transpo are not just parking experts but are also multimodal transportation experts and understand how other travel modes integrate with parking, especially pedestrian activity. This is
especially important to consider given that every parking event starts and ends with people walking or rolling.

Transpo will identify existing parking constraints, parking design/circulation issues, pedestrian connectivity
and walking distances, special use parking needs,
parking signage and wayfinding, and safety.

Policy and Regulatory Review
Transpo will review documentation and data available
related to parking in the downtown area. We will be
able to assess the programs and policies with our
experience in other jurisdictions and provide the City
with feedback on additions or revisions that may help
support the parking management goals for the City.

After reviewing available information including policies, prior studies, and existing agreements, Transpo will
include a summary of existing conditions to set the
framework for future policy needs or improvements.

Data Collection
Transpo possesses a comprehensive
understanding of parking needs from policy
to management to operations to stakeholder
outreach and data collection needs.

Highlighted here are our expertise in data
collection, analytics and visualization.

Data Collection: Our team has successfully
trained, coordinated, and implemented data
collection efforts using a variety of methods
including video cameras, time lapse cameras,
license plate recognition, hand-held GPS units,
and manual data collection with pencil and
paper. To obtain parking utilization, duration, and
identify disability and employee permit placards,
we have found the most accurate method is
“boots on the ground”. Transpo has in-house
applications allowing all parking data to be
collected with tablets. Using tablets improves
efficiency, minimizes data processing time, and
allows for real-time monitoring of parking data.

Data Analytics: Transpo uses GIS to integrate
various components of data including inventory,
occupancy, duration, permits and historical
parking data. The use of GIS allows us to quickly
review and integrate the parking data saving
the City time and money. Parking management,
pricing and financial tracking require high quality
data. Hourly space occupancy is the gold
standard for financial tracking and considering
parking supply questions. Our team assesses
the preferred parking metrics and prioritizes
data collection and analysis to support them.

Data Visualization: The data will be analyzed and
report summaries provided, including standard
excel databases, GIS maps, and infographics
as necessary. We provide both detailed reports
as well as higher level infographics to be
presented to stakeholders and the public.

Data collection will include transit and
other multimodal street uses.

Occupancy
rates recently
collected for the
City of Glendale
City of Glendale • Montrose Parking Analysis 2025 15

VERDUGO RD

OCEAN VIEW BLVD

MIRA VISTA AVE

WICKHAM WY

WALTONIA DR

GLENADA AVE

CLIFTON PL

BROADVIEW DR

VERDUGO BLVD

THOMPSON CT

HONOLULU AVE

MARKET ST

LAS PALMAS AVE

VALVERDE PL

MONTROSE AVE

ORANGEDALE AVE

DOWNING AVE

FLORENCITA DRIVE

BUENAVISTA AVE

ROSEMARY AVE
Lot 1
Lot 2
Lot 4
Lot 6
Lot 7
Lot 3
Lot 5
Glendale
College
Lots
7 10
8 4
4 8
10 8
9 2 2
1 2
3 2
1 0
0 0
0 0
0 0
0 0
6 1
2 0
0 0
0 0
0 0
6 7
7 2
3 0
0 0 200 400
Feet
M:\23\1.23406.00 - Montrose Parking Analysis\GIS\ArcGISPro\Montrose Parking Analysis 2024\Montrose Parking Analysis 2024.aprx FIGURE
XX
LEGEND
Hours > 85% Occupancy
0 Hours
1-3 Hours
>3 Hours
Paid Parking Areas
Study Area Boundary
Occupancy Exceeds 85% (Weekday)
Montrose Parking Analysis
DRAFT
2 9
NUMBER OF HOURS OCCUPANCY EXCEEDS 85% (WEEKDAY)
The number
of hours that the
on-street blocks and offstreet parking lots in the study area have an occupancy greater than 85
percent on a weekday is illustrated above. One
block along Honolulu Avenue and one block along Las
Palmas Avenue in the study area have occupancies greater than 85 percent for 10 hours during the weekday. Lots 4 and 7 have occupancies greater than 85 percent for 7 hours during the weekday.

TRANSPO GROUP
Sierra Madre Downtown Parking Study | 6
Task 3: Parking Demand Analysis
and Utilization Studies
Parking Occupancy and Utilization Surveys
Data provides a common understanding of current
weekday and weekend conditions including peaking
characteristics and neighborhood parking issues. It also allows us to see progress and benchmark conditions
against any previous studies. The current parking
conditions, integrated with an understanding of land
use and activity levels as well as community feedback,
will be used to develop parking strategies for the nearterm and long-term success of the community.

The data collection and analysis effort will provide a
solid, consistent foundational story for engaging with
key stakeholders to develop a unified set of goals
and objectives for parking. The City requests data
collection for three (3) weekdays and two (2) weekend
days between 7 a.m. and 9 p.m. with one-hour parking
occupancy sweeps within the defined study area. The
level of data collection outlined in the RFP is extensive and the Transpo team is prepared to meet the City’s
needs; however, this will be an expensive portion of the study, and we feel that a clear understanding of existing conditions and an effective program could be developed
with less data collection. We recommend collecting
data to validate current conditions focusing on what is necessary for decision making and not just collecting
data to collect data. We feel we can work with the City to reduce these costs through adjusting the scope of
the data collection. Reducing the data collection could include limiting the number of days of data collection or avoiding some of the additional costs associated with
duration of stay (discussed in the following section) or parking type designations such as separate ADA data on
certain days. These additional data collection items tend to be more consistent and collecting this information on multiple days may not provide any additional accuracy
or value. Our initial proposed budget reflects collecting hourly parking occupancies on one (1) weekday and
one (1) weekend day and we would be interested in
coordinating with City staff to ensure our approach
will meet the needs of the City and the community.

The data collection will serve as a snapshot of
parking activity and will be further validated through
site visits. While we understand parking can vary
day-to-day, the data collection will allow us to
identify parking constraints and develop parking
management strategies that can accommodate
some fluctuation in day-to-day parking demand.

Through our years of experience, we have developed
accurate and efficient data collection processes, including using technology to quickly and efficiently collect data that can be integrated into our analysis databases. Our team has successfully trained, coordinated, and implemented
data collection efforts that have utilized a variety of collection practices including video cameras, time lapse cameras, license plate recognition, hand-held GPS units, and manual data collection with pencil and paper. Transpo has a significant amount of expertise in data collection with a variety of technologies and approaches and can
work with the City to identify the most effective approach based on the budget and level of information desired.

Parking Duration and Turnover Analysis
Parking duration of stay will be collected at select
locations through coordination with the City and key
stakeholders. This can be collected through license
plate surveys by hand or through more automated
license plate recognition cameras. This information
can be helpful to determine what types of parkers
utilize various spaces and if time-limit regulations are Cost Efficiency
Accurate data collection and analysis is
a significant cost, and we will be able to leverage
our prior experience and systems that have already
been developed to be the most efficient team.

Cost Efficiency
The Transpo team has systems
and processes set up to seamlessly
integrate data into excel and GIS databases,
and graphically map the results.

Occupancy
rates recently
collected and
mapped for the
City of Glendale
City of Glendale • Montrose Parking Analysis 2025 15

VERDUGO RD

OCEAN VIEW BLVD

MIRA VISTA AVE

WICKHAM WY

WALTONIA DR

GLENADA AVE

CLIFTON PL

BROADVIEW DR

VERDUGO BLVD

THOMPSON CT

HONOLULU AVE

MARKET ST

LAS PALMAS AVE

VALVERDE PL

MONTROSE AVE

ORANGEDALE AVE

DOWNING AVE

FLORENCITA DRIVE

BUENAVISTA AVE

ROSEMARY AVE
Lot 1
Lot 2
Lot 4
Lot 6
Lot 7
Lot 3
Lot 5
Glendale
College
Lots
7 10
8 4
4 8
10 8
9 2 2
1 2
3 2
1 0
0 0
0 0
0 0
0 0
6 1
2 0
0 0
0 0
0 0
6 7
7 2
3 0
0 0 200 400
Feet
M:\23\1.23406.00 - Montrose Parking Analysis\GIS\ArcGISPro\Montrose Parking Analysis 2024\Montrose Parking Analysis 2024.aprx FIGURE
XX
LEGEND
Hours > 85% Occupancy
0 Hours
1-3 Hours
>3 Hours
Paid Parking Areas
Study Area Boundary
Occupancy Exceeds 85% (Weekday)
Montrose Parking Analysis
DRAFT
2 9
NUMBER OF HOURS OCCUPANCY EXCEEDS 85% (WEEKDAY)
The number
of hours that the
on-street blocks and offstreet parking lots in the study area have an occupancy greater than 85
percent on a weekday is illustrated above. One
block along Honolulu Avenue and one block along Las
Palmas Avenue in the study area have occupancies greater than 85 percent for 10 hours during the weekday. Lots 4 and 7 have occupancies greater than 85 percent for 7 hours during the weekday.

TRANSPO GROUP
Sierra Madre Downtown Parking Study | 7
being followed. This information can help inform if
additional enforcement is necessary and if employees,
residents, or other longer term parkers are utilizing
the spaces most desired for visitors and customers
fueling the merchants and businesses downtown.

User Behavior and Mode Choice Analysis
Transpo will conduct intercept surveys at key locations within the study area to obtain feedback from parkers in the area. This will supplement other data collection and capture information from various types of parkers related to their current behavior as well as insights that will help influence future decisions. We often try and capture data from various locations and near different types of land use conditions, as well as from short and long term parkers, to get a well-rounded perspective of existing users. This information will dovetail into the Public Outreach Plan and be an additional element of input from the public.

Task 4: Supply and Demand
Balance Assessment
Current Supply-Demand Analysis
Upon completion of the parking data collection and
surveys, the parking supply by type will be reviewed and identified along with evaluating the occupancy by time of day. This will identify overall parking occupancies within the system to determine if there is enough parking overall as well as identify specific hot spots or areas that are most heavily used. The data will be analyzed, and a variety of data visualization techniques will be considered based
on what we are finding. This often includes utilizing GIS to develop heat maps and other maps to visually identify conditions. In addition, charts, figures, and infographics will be utilized as appropriate to quickly convey
information to key stakeholders and decision makers.

This analysis will help identify the type and level of
parking management that needs to occur. If there
isn’t ample parking within the system, we will develop
strategies to either increase the supply or reduce the
demand. Oftentimes, there is enough parking within
the system, but it may not be efficiently used, is
inconvenient, or difficult to find. In these conditions we develop strategies that will influence behaviors to better balance the demands within the system. There is no
one solution that fits all and we will often develop tailor made strategies that incorporate a tool box of solutions to implement over time. We often find that there are
areas within the study area that are in higher demand
than others and we will be able to recommend parking
management strategies that will be able provide a better balance between the demand and supply of parking.

Parking Demand Rate Development
We have a variety of sources of information for
understanding how much parking is generated or needed
for various land uses. This includes national studies, data and information from other local agencies, as well as
data from our own previous studies. There are a lot of
variables that play into parking demand rates for specific land uses, and we will be able to provide specific parking rates for various uses within the defined study area.

Task 5: Parking Management
Strategy Development
We will bring our proven record of identifying strategic and programmatic recommendations that are actionable,
implementable, and effective. We will work with the
City to identify these recommendations through
review of best practices, application of technological
innovations, consideration of maintenance needs,
and involvement of key stakeholders. Built solidly
upon our Stakeholder Engagement, data collection,
and analysis, Transpo will present a variety of new
programs and strategies to meet the City’s overall goals and objectives that will be flexible enough to adapt to changing conditions and a variety of future scenarios.

Parking management strategies identified will support
overall goals and objectives, improve user experience,
parking efficiencies, traffic operations, safety, and
support a vibrant Downtown Sierra Madre. The parking
management strategies will include evaluating the balance of parking types, overall supply, circulation, ease of
use, reconfiguration of parking, increasing pedestrian
connectivity, integrating technology, enforcement,
revenue generation, and any related policy changes.

TRANSPO GROUP
Sierra Madre Downtown Parking Study | 8
The following represent potential parking
strategies for the City to consider.
► Shared Parking. Additional shared parking
opportunities could be leveraged to maximize the
utilization of each parking space. Through our
understanding of time-of-day parking demand
fluctuations for different land uses, we can identify
parking facilities that can be shared between
multiple user types and propose shared parking
agreements that would optimize parking.
► Non-motorized Connections. Improving
connections between parking and downtown
activities increases the accessibility and utility of
parking facilities within the study area. The safer and more comfortable the walking environment, the further
people are willing to walk, including from more remote
parking areas. We can evaluate these connections to
show how key improvements within the parking areas
could increase utilization for less desired parking.
► Parking Lot Reconfiguration. Transpo can identify
opportunities for restriping or reconfiguring parking
lot layouts to increase efficiency, safety, and provide adequate parking for specific user groups such as
ADA-accessible and EV charging parking spaces.

For any reconfiguration of parking facilities, Transpo’s in-house design team will provide conceptual
layouts to illustrate the proposed changes.
► Signage/Wayfinding/Branding. Transpo has
completed a number of signage and wayfinding
programs that provide clear and concise information
about where to park and how to navigate to available
parking. This has included work on the Washington
State Capitol Campus. Sometime parking issues
occur because the public has difficulty identifying
where there is publicly available parking. Transpo
can help establish a unified brand for public parking
that will provide a clear and positive experience
for the public that will encourage patrons to visit
and make it easy to find available parking.
► Parking Technology. Transpo has planned
for and helped implement new technology with
our clients and have a clear understanding of
evaluating new technology. This often includes
the development of a concept of operations and
evaluating performance measures that are desired
with the technology. Transpo has specifically
assisted Santa Monica, Dubai, Seattle, and the
Washington State Capitol Campus on how to
best evaluate and integrate technology to improve
system operations. For the City, this could include
more automated ways of enforcing through
license plate recognition and digital permits.
► Paid Parking and Revenue Generation.

Implementing paid parking can help reduce peak
parking demand by incentivizing carpools and
higher turnover of spaces and can also generate
revenue for improvements. We have provided
guidance to jurisdictions, including the City of
Glendale and Port of Anacortes, on how to introduce
and implement a paid parking system. We can
provide the City with guidance on price elasticity
of demand, enforcement technology integration,
pay stations, and revenue generation estimates.

As a near-term approach, adjustments to time limit
restrictions may be adjusted and evaluated prior
to the implementation of paid parking solutions.
► Residential and Employee Parking Permit
Programs. Some users, such as downtown
residents and employees of downtown businesses,
require unique parking needs or experience parking
access challenges due to constrained downtown
parking conditions. Transpo has experience
developing residential and employee parking permit
programs, including for West Hollywood and
Glendale, to address these needs and challenges.

We can provide guidance on developing a successful
permit program, which requires stakeholder buyin, education, and potentially technology solutions such as online registration of license plates
and license plate recognition enforcement.

Task 6: Parking Fund
Development Framework
For any proposed parking revenue generating
recommendations, such as paid parking or permit
programs, Transpo will evaluate the likely level of annual revenue generated from each recommendation. While we
typically recommend setting the price of parking based on a data-driven approach to reach a target occupancy goal, successful paid parking systems ideally would become
self-sustaining and managed such that the system
creates revenue above what is needed for maintenance,
operations, and capital improvements. For any excess
parking funds identified, Transpo will help guide the

TRANSPO GROUP
Sierra Madre Downtown Parking Study | 9
City in considering fund allocations to improvements
such as wayfinding, branding, pedestrian connectivity,
parking and enforcement technology, or to help fund
transit and non-motorized improvements that can reduce
parking demands. Improvements could also include
landscaping aesthetics and infrastructure to promote
safe use of public space by all visitors to downtown.

Task 7: Electric Vehicle Charging
Infrastructure Assessment
Based on an assessment of existing and forecasted local EV usage and available charging infrastructure, Transpo will develop recommendations for the quantity, sizing,
location, and timing of new EV charging infrastructure
within the study area, what utilities are required, ADAaccessibility needs, and identify opportunities to share infrastructure with private parcel owners or coordinate with nearby EV fleet managers. Recommended charging
locations will be based on the operational needs of the community (Where do vehicles currently park? Where
does space exist to accommodate charging?) and
proximity to existing electrical equipment. Our team will identify existing industry standard charging specifications to recommend chargers that work across all vehicle types.

Transpo will also identify required electrical infrastructure upgrades (new transformers, electrical panels,
etc.) and associated costs with those upgrades for
each new charging location. It is important to note
that these costs will be at the planning level and
will require detailed engineering work to determine
final costs. Additional costs will also be identified
such as smart charging software costs.

A key component of our implementation planning is
understanding what is feasible given the land use, utility, and vehicle constraints of potential EV charging locations.

While we envision detailed site planning to come at a later stage, post-completion of this study, we can nevertheless identify barriers or gaps, and strategies for addressing these gaps. We will also review existing EV charging
rollout strategic plans that might exist in the region and ensure our proposed implementation planning proceeds
in a way that integrates well with these existing plans.

Task 8: Implementation
and Phasing Plan
Through our experience and work with numerous
clients, Transpo knows that an important part of
a successful effort will be to develop a plan that
will include a clear roadmap for success. This will
include identifying near term strategies that can be
immediately implemented and longer term strategies
and programs that will be sustainable for the future.

The Comprehensive Parking Plan will be summarized
in a high-quality user-friendly readable document
that will include easy to understand maps and
data summaries. Transpo will make sure that
a clear set of recommendations is provided
for addressing the parking challenges.

We will bring our proven record of identifying strategic and programmatic recommendations that are actionable,
implementable, and effective. We will work with the City to identify these recommendations through review of
best practices, application of technological innovations, consideration of maintenance needs, and potential
involvement of other key stakeholders. Built solidly
upon our Stakeholder Engagement and coordination
with City staff, Transpo will present a variety of new
programs and strategies to meet the overall goals
and objectives that will be flexible enough to adapt to changing conditions and a variety of future scenarios.

Parking management strategies identified will support
overall goals and objectives, improve user experience,
parking efficiencies, traffic operations, safety, and support a vibrant downtown. The parking management strategies
will include evaluating the balance of parking types,
overall supply, circulation, ease of use, reconfiguration of parking, increasing pedestrian connectivity, integrating technology, enforcement, revenue generation, EV
charging, and any related policy changes.

Task 9: Financial Analysis
and Economic Impact
The upfront capital costs and ongoing operating costs
of each recommendation will be evaluated, and for
any revenue generating components, a likely breakeven point of each investment will be identified. Low, medium, and high projections of revenue and costs
will be considered to consider a variety of possible
financial scenarios. Transpo has extensive experience
supporting local jurisdictions with state and federal
grant opportunities, including grant writing assistance, as well as experience working with jurisdictions
with successful parking benefit districts in place.

TRANSPO GROUP
Sierra Madre Downtown Parking Study | 26
Schedule
Estimated Schedule by Task Months
1 2 3 4 5 6
1 Project Management and Stakeholder Engagement
2 Existing Conditions Assessment
3 Parking Demand Analysis and Utilization Studies
4 Supply and Demand Balance Assessment
5 Parking Management Strategy Development
6 Parking Fund Development Framework
7 Electric Vehicle Charging Infrastructure Assessment
8 Implementation and Phasing Plan
9 Financial Analysis and Economic Impact
Kick-off Public Workshop Draft Final
The following includes a preliminary schedule of the project based on the proposed scope of work.

During our initial kick-off meeting Dan, our project manager, will meet with the City to ensure our key priority milestones are aligned with the City's needs as well as stakeholder availability.

Professional Services Agreement – Consultant Services
Exhibit B
311135.v1 8/21/2023
Exhibit B
Approved Fee Schedule and Rate Table

TRANSPO GROUP
Sierra Madre Downtown Parking Study | 27
Cost Proposal
Estimated Cost by Task
Project
Mgr
Community
EngagementProject
Eng QA-QC
EV
Analyst
GIS
Analyst Graphics Total
Hrs
Total
Cost $305 $350 $195 $280 $235 $125 $165
1 Project Management and Stakeholder Engagement 16 10 8 1 - - 4 39 $10,880 2 Existing Conditions Assessment - - 4 - 2 4 10 $1,690
3 Parking Demand Analysis and Utilization Studies 2 - 5 - - - 2 9 $1,915 4 Supply and Demand Balance Assessment - - 8 1 - 8 2 19 $3,170 5 Parking Management Strategy Development 4 - 8 1 - - 2 15 $3,390 6 Parking Fund Development Framework - - 6 - - - - 6 $1,170 7 Electric Vehicle Charging Infrastructure Assessment - - 2 - 2 - - 4 $860 8 Implementation and Phasing Plan 8 - 15 1 - 4 6 34 $7,135 9 Financial Analysis and Economic Impact - - 2 1 2 - - 5 $1,140 Total Hours/Level of Effort 30 10 58 5 4 14 20 141 -
Labor Cost $9,150 $3,500 $11,310 $1,400 $940 $1,750 $3,300 - $31,350 Reimbursable Expenses
Traffic Count Vendors.................... $16,345
Travel, Hotel, Taxi, & Air Fare......... $2,000
Sub Total........................................ $18,345 Total (Cost + 15 percent)* ........... $18,645
*Traffic Count Vendor at cost
Sub total....................................................... $31,350 Reimbursable Expenses ............................. $18,645 Total Cost .......................... $49,995
The following includes a preliminary estimate for pricing of the project based on the preliminary budget. The pricing and costs to complete the analyses can vary significantly based on a number of factors. This preliminary estimate is based on our past experience in working on similar projects assuming that we would be able to focus the data collection to data that will help inform decisions, that the stakeholder coordination doesn’t require a lot of meetings, and that additional work will be needed to implement recommended parking management strategies. We are excited to learn more about the project and work with you to develop a specific scope of work that will meet the needs of the project and fit within the budget. This would include shifting budgets to accommodate key tasks and identify ways to potentially phase in future work as funding becomes available.

Transpo Billing Rate Range Schedule
Category
Min Max
Engineer/Planner/Analyst/Principal/Director - Level 7 $260 $355 Engineer/Planner/Analyst/Assoc Prin/Proj Adm - Level 6 $230 $280 Engineer/Planner/Analyst/Tech/Proj Adm - Level 5 $200 $250 Engineer/Planner/Analyst/Tech/Proj Adm - Level 4 $155 $210 Engineer/Planner/Analyst/Tech/Proj Adm - Level 3 $135 $180 Engineer/Planner/Analyst/Tech/Proj Adm - Level 2 $125 $160 Engineer/Planner/Analyst/Tech/Proj Adm - Level 1 $50 $150 Data Collectors/Interns - Level 1 $50 $100
Billing Rate Range
Rates are effective June 28, 2025 through June 26, 2026 Consultant Proposal Comparison
Downtown Parking Study – Consultant Selection
Evaluation Criteria RK Engineering Group, Inc. Transpo Group USA, Inc.

Proposed Cost (Not to
Exceed)
$199,925 $49,995
Staffing & Hours Approximately 942 total hours Approximately 141 total hours Primary Firm Location California (with in-state
operations)
Washington (with California
municipal clients)
Proposed Project
Duration
Approximately 6-9 months Approximately 6 months
California Municipal
Clients Cited
Yes Yes
Downtown Parking
Studies Cited
Parking-related projects
cited in proposal (see
experience summary)
Downtown parking-related
projects cited in proposal (see
experience summary)
Use of Subconsultant Yes – Janis Rhodes
Consulting (included in total
not-to-exceed cost)
No subconsultant (third-party
vendors included in total notto-exceed cost)
Deliverables included Parking inventory, utilization
study, policy review, financial
analysis, implementation
plan
Parking inventory, utilization
study, policy review, financial
analysis, implementation plan
All subconsultant services and third-party vendor costs are included within each firm’s proposed not-toexceed amount.

Relevant Comparable Experience
RK Engineering Group, Inc.

Examples cited include:
 City of Eastvale, CA — Leal Master Plan (residential/civic center parking)  City of Laguna Niguel, CA — Traffic and parking consulting services  City of Aliso Viejo, CA — On-call traffic engineering services  City of Perris, CA — Municipal traffic and parking support  Riverside County — Traffic and mobility services
Transpo Group USA, Inc.

Examples cited include:
 City of Glendale, CA — Downtown & Montrose Parking studies  City of Temple City, CA — Downtown Parking Strategic Plan  City of West Hollywood, CA — Citywide parking requirements & utilization  City of Pasadena, CA — Old Pasadena commercial vehicle loading  City of Santa Monica, CA — Parking guidance system
 City of Snohomish, WA — First Street downtown master plan  City of Leavenworth, WA — Downtown parking code updates RESOLUTION NO. 26-16

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SIERRA

MADRE APPROVING A BUDGET APPROPRIATION FROM THE

DOWNTOWN ASSESSMENT DISTRICT FOR THE SIERRA MADRE
DOWNTOWN PARKING STUDY.

WHEREAS, the City Council (the "City Council") of the City of Sierra Madre (the "City") has authority to approve budget appropriations and amendments pursuant to applicable law and City policy; and
WHEREAS, on September 23, 2025, the City Council directed staff to proceed with a Downtown Parking Study and identified the Downtown Assessment District as the appropriate funding source; and
WHEREAS, on November 19, 2025, a Request for Proposals was issued and staff has recommended award of a Professional Services Agreement with Transpo Group USA, Inc. for the Sierra Madre Downtown Parking Study in an amount not to exceed $49,995; and
WHEREAS, funds were not previously appropriated in the Fiscal Year 2025-2026 budget for this purpose, therefore requiring the said budget appropriation; and WHEREAS, the Downtown Assessment District (Fund 32012) has available fund balance to support this expenditure;

NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF SIERRA MADRE DOES RESOLVE AS FOLLOWS:

SECTION 1. The City Council hereby approves a budget appropriation in the amount of $49,995 from the Downtown Assessment District (Fund 32012) for the purpose of funding the Sierra Madre Downtown Parking Study.

SECTION 2. Funds appropriated by this resolution shall be used solely for costs associated with the Professional Services Agreement with Transpo Group USA, Inc. for the Downtown Parking Study.

APPROVED AND ADOPTED this 24th of February, 2026
CITY OF SIERRA MADRE:

APPROVED AS TO FORM:
]
Kristine Lowe, Mayor
_________________________________________
Aleks Giragosian, City Attorney
I, LAURA AGUILAR, CITY CLERK of the City of Sierra Madre do hereby certify that the foregoing Resolution 26-16 was adopted at a Regular Meeting of the City Council of the City of Sierra Madre held on the 24th day of February, 2026, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

IN WITNESS WHEREOF, I have hereunto set my hand and affixed the official seal of the City of Sierra Madre, California, this 24th day of February, 2026 ______________________
Laura Aguilar, City Clerk

CITY OF

SIERRA MADRE STAFF REPORT
CITY ATTORNEY’S OFFICE
DATE: February 24, 2026
TO: Honorable Mayor and City Council
FROM: Aleks Giragosian, City Attorney
SUBJECT: Resolution No. 26-17 Calling a Special Election for Tuesday, June 2, 2026, to Place a Measure to Override the Gann Limit on the Ballot; Resolution 26-18 Requesting the Los Angeles County Board of Supervisors render specified services, and Resolutions 26-19 and 26-20 authorizing written arguments and rebuttal statements for ballot measures

RECOMMENDATION
It is recommended that the City Council adopt Resolution No. 26-17 calling a Special Election for Tuesday, June 2, 2026, to place a measure to override the Gann Limit on the ballot; Resolution No. 26-18 requesting the Los Angeles County Board of Supervisors render specified services, and Resolutions 26-19 and 26-20 authorizing written arguments and rebuttal statements for ballot measures.

SUMMARY
The City of Sierra Madre is approaching its Gann Limit — the state constitutional ceiling on how much tax revenue the City may appropriate and spend annually. Sierra Madre's strong commercial activity and the resurgence of community events and festivals since the pandemic have grown the City's tax base to a point where it is projected to exceed this limit in the near future. Exceeding the Gann Limit would require the City to refund tax revenues or reduce services to residents.

To avoid this outcome, it is recommended that the City Council adopt Resolution No. 26-17 (Attachment 1), which would:
• Call a special election to be consolidated with the June 2, 2026, statewide primary election, pursuant to Elections Code sections 9222, 12001, 1400, and 10418; • Place a voter measure on the ballot authorizing a four-year override of the Gann Limit — allowing the City to budget the tax revenue it already collects, without raising existing taxes or imposing any new taxes; and
Resolution 26-17 Calling a Special Election for Tuesday, June 2, 2026, to Place a Measure to Override the Gann Limit on the Ballot; Resolution 26-18 Requesting the Los Angeles County Board of Supervisors render specified services, and Resolutions 26-19 and 26-20 authorizing written arguments and rebuttal
February 24, 2026

• Direct the City Attorney to prepare the required impartial analysis of the measure for publication.

Voter approval of this measure would allow Sierra Madre to continue fully appropriating locally generated revenues to fund core municipal services. If the measure fails, the City may be required to revise tax rates, reduce services, or return excess tax proceeds to residents.

Resolution 26-18: A resolution requesting the Board of Supervisors of the County of Los Angeles to render specified services to the City of Sierra Madre relating to the conduct of a Special Municipal Election to be held on June 2, 2026;
Resolution 26-19: A resolution setting priorities for filing written arguments regarding a measure Resolution 26-20: A resolution setting priorities for filing rebuttal arguments regarding a measure

DISCUSSION & ANALYSIS
The Appropriations Limit or “Gann Limit” is a state law/constitutional ceiling on the amount of “proceeds of taxes” the City has already collected and can appropriate or authorize to spend annually. This limit — which is set at either the actual appropriations of tax proceeds on the year a city incorporates, or, the 1978-1979 fiscal year, whichever occurs later — is adjusted annually based on inflation and population increases only, not on commercial or business growth. If a city prioritizes economic growth through attracting businesses, rather than additional residents, to grow its tax base, it could exceed the Gann Limit. The investment of Sierra Madre in its local business core, which with the return of its well-known festivals and community events since the pandemic that bring visitors to contribute to the local economy and tax base, has placed the City in a situation where it could exceed the Gann Limit soon.

If the City exceeds its Gann Limit, the California Constitution requires the exceedance to, “be returned by a revision of tax rates or fee schedules within the next two subsequent fiscal years.” (Cal. Const., art. XIIIB, §2(b).)
The Gann Limit may be overridden by the voters—allowing Sierra Madre to budget for the local revenue already generated by Sierra Madre commerce without raising the taxes that residents currently pay. Section 4 of Article XIIIB of the California Constitution states: “The appropriations limit imposed on any new or existing entity of government by this Article may be established or changed by the electors of such entity, subject to and in conformity with constitutional and statutory voting requirements. The duration of any such change shall be determined by said Resolution 26-17 Calling a Special Election for Tuesday, June 2, 2026, to Place a Measure to Override the Gann Limit on the Ballot; Resolution 26-18 Requesting the Los Angeles County Board of Supervisors render specified services, and Resolutions 26-19 and 26-20 authorizing written arguments and rebuttal
February 24, 2026

electors but shall in no event exceed four years from the most recent vote of said electors creating or continuing such change.”
As part of the Fiscal Year 2026-2027 budget development process, the City determined it is approaching its calculated Gann Limit. The City is projected to exceed its Gann Limit in the near future. To avoid an exceedance, the voters of Sierra Madre would need to approve a Gann Limit override measure.

Elections Code sections 9222 and 12001 authorize the City Council to adopt a resolution to call a special election for the purpose of submitting a question to the voters. On January 27, 2026, the City Council directed the City Manager to agendize the attached resolution which:
• Calls for a special election to be consolidated with the Tuesday, June 2, 2026 statewide primary election;
• Places a measure authorizing an override to the Gann Limit on the ballot; and • Directs the City Attorney to draft an impartial analysis.

Election Code sections 1400 and 10418 require that any special election “be held on one of the established election dates …or on the date of any statewide special election …” The next available statewide election date is the June 2, 2026 statewide primary. Elections Code section 10403 requires that any request to consolidate a city’s special election with a statewide election include a specific request to the local County Board of Supervisors. Resolution No. 26-17 calls for a special election to be held on June 2, 2026, and informs the Los Angeles County Board of Supervisors of the request. Resolution 26-18 Resolution 26-18 requests the Los Angeles County Board of Supervisors render specified services, and Resolutions 26-19 and 26-20 authorizing written arguments and rebuttal statements for ballot measures.

Consistent with Elections Code sections 13119 and 13247, the City Attorney’s Office proposes the following ballot question:

Resolution 26-17 Calling a Special Election for Tuesday, June 2, 2026, to Place a Measure to Override the Gann Limit on the Ballot; Resolution 26-18 Requesting the Los Angeles County Board of Supervisors render specified services, and Resolutions 26-19 and 26-20 authorizing written arguments and rebuttal
February 24, 2026

“City of Sierra Madre No-Tax Increase Gann Measure. Shall the measure adjusting the City of Sierra Madre’s
appropriations limit to allow increased budgeting of City revenues for general governmental purposes, including
protecting safe clean water, maintaining brush clearing and wildfire prevention, firefighter/paramedic staffing levels, 911 emergency response, repairing potholes, streets, and sidewalk, upgrading storm drains to protect local
groundwater supplies, maintaining natural disaster
preparedness for four years (this measure does not increase taxes or impose any new taxes), be adopted?”
YES
NO
Elections Code section 9280 mandates the City Attorney to, “prepare an impartial analysis of the measure showing the effect of the measure on the existing law and the operation of the measure.” Upon adoption of Resolution No. 26-17, the City Attorney will draft the required impartial analysis and submit it to the City Clerk for publication. Additional frequently asked questions are included as Attachment 2.

STRATEGIC PLAN RELATIONSHIP
The proposed Gann Limit ballot measure overriding the appropriations limit is consistent with Goal #2 – Build on Fiscal Stability, Strategy OS 2.2 Develop and Maintain Long-Term Financial Planning.

ENVIRONMENTAL ANALYSIS
The proposed action does not constitute as a project under the California Environmental Quality Act (“CEQA”), based on Section 15061(b)(3) of the CEQA Guidelines, as it can be determined with certainty that it will have no impact on the environment.

FISCAL IMPACT
The cost to consolidate a special election with the Tuesday, June 2, 2026, statewide primary election is estimated to be $60,000. Sufficient funding is available in the FY 2025-26 budget for this purpose. Should the measure pass, the City will be able to continue to appropriate the tax Resolution 26-17 Calling a Special Election for Tuesday, June 2, 2026, to Place a Measure to Override the Gann Limit on the Ballot; Resolution 26-18 Requesting the Los Angeles County Board of Supervisors render specified services, and Resolutions 26-19 and 26-20 authorizing written arguments and rebuttal
February 24, 2026

revenue it already receives. Should the measure fail, the City may be forced to refund taxes and/or reduce services to the community.

Approved by:
___________________________
Michael Bruckner
City Manager
Attachment(s):

1. Resolution No. 26-17 Calling for a Special Election

2. Resolution No. 26-18 Requesting Los Angeles County to Render Services

3. Resolution No. 26-19: A resolution setting priorities for filing written arguments regarding a measure

4. Resolution No. 26-20: A resolution setting priorities for filing rebuttal arguments regarding a measure

5. Gann Limit FAQs (website)
RESOLUTION NO. 26-17

A RESOLUTION OF THE CITY COUNCIL OF THE CITY

OF SIERRA MADRE, CALIFORNIA, CALLING A
SPECIAL ELECTION FOR TUESDAY, JUNE 2, 2026,
TO PLACE A MEASURE, THE “CITY OF SIERRA
MADRE NO-TAX INCREASE GANN MEASURE”, TO

OVERRIDE THE GANN LIMIT ON THE BALLOT

RECITALS
WHEREAS, under the provisions of the laws relating to general law cities in the State of California, a Special Municipal Election shall be held on June 2, 2026, to place a measure, the “City of Sierra Madre No-Tax Increase GANN Measure to override the GANN Limit on the ballot; and
WHEREAS, Section 4 of Article XIIIB of the California Constitution authorizes the voters of Sierra Madre to increase the City’s appropriations limit or “Gann Limit”; WHEREAS, without voter override of this technical state requirement, the City cannot keep the Sierra Madre Fire Station open 24/7 without reducing other essential services, including protecting safe, clean water, brush clearing and wildfire prevention, maintaining the City’s emergency reserve fund for natural disasters, preserving local control of public safety, and repairing streets, sidewalks, and potholes;
WHEREAS, without voter override of this technical state requirement, the City cannot use the local revenues earned through investment in local economic growth; WHEREAS, as a small city, Sierra Madre must remain in control of its own budgetary practices, and this measure strengthens local control by overriding state requirements, ensuring that the City of Sierra Madre, not the sate, is in control of its budget, without raising current tax rates;
WHEREAS, Elections Code sections 9222 and 12001 authorize the City Council to adopt a resolution to call a special election for the purpose of submitting the question of the appropriations limit increase to the voters; WHEREAS, Election Code sections 1400,10403, 10418 require that any such special election be consolidated with a statewide election and that the Los Angeles County Board of Supervisors be given notice; and
WHEREAS, the Sierra Madre City Council desires to place a question to increase the City’s appropriations limit for four years on the ballot for the Tuesday, June 2, 2026, statewide primary election.

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

SECTION 1. That pursuant to the requirements of the laws of the State of California relating to General Law Cities, there is called and ordered to be held in the City of Sierra Madre, California, on Tuesday, June 2, 2026, a Special Municipal Election to increase the City’s appropriations limit or “Gann Limit”.

SECTION 2. That the ballots to be used at the election shall be in form and content as required by law.

SECTION 3. That the City Clerk is authorized, instructed and directed to procure and furnish any and all official ballots, notices, printed matter and all supplies, equipment and paraphernalia that may be necessary in order to properly and lawfully conduct the election.

SECTION 4. That the polls for the election shall be open at seven o’clock a.m. of the day of the election and shall remain open continuously from that time until 8:00 o’clock p.m. of the same day when the polls shall be closed, pursuant to Election Code Section 10242, except as provided in Section 14401 of the Election Code of the State of California.

SECTION 5. That in all particulars not recited in this Resolution, the election shall be held and conducted as provided by law for holding municipal elections.

SECTION 9. That notice of the time and place of holding the election is given and the City Clerk is authorized, instructed and directed to give further or additional notice of the election, in time, form and manner as required by law.

SECTION 10. Pursuant to Government Code Section 36932,that the City Clerk shall certify to the passage and adoption of this Resolution and enter it into the book of original Resolutions.

SECTION 11. Recitals. The Recitals above are true and correct and incorporated herein by reference.

SECTION 12. Ballot Question. The following ballot question shall be submitted to the voters:
“City of Sierra Madre No-Tax Increase Gann Measure. Shall the measure adjusting the City of Sierra Madre’s appropriations limit to allow increased budgeting of City revenues for general governmental purposes, including protecting safe clean water, maintaining brush clearing and wildfire prevention, firefighter/paramedic staffing levels, 911 emergency response, repairing potholes, streets, and sidewalk, upgrading storm drains to protect local groundwater supplies; maintaining natural disaster preparedness for four years (this measure does not increase taxes or impose any new taxes), be adopted?” YES
NO
SECTION 15. Impartial Analysis. The City Clerk is directed to transmit a copy of this Resolution to the City Attorney. The City Attorney shall prepare an impartial analysis of the measure showing the effect of the measure on the existing law and the operation of the measure. The impartial analysis shall be filed by the date set by the City Clerk.

SECTION 16. CEQA. The proposed action does not constitute as a project under the California Environmental Quality Act, because under 14 CCR 15378(b)(4), a project does not include “The creation of government funding mechanisms or other government fiscal activities which do not involve any commitment to any specific project which may result in a potentially significant physical impact on the environment.” SECTION 17. 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 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 18. Filing. The City Clerk is directed to file a certified copy of this Resolution with the Los Angeles County Board of Supervisors and the Los Angeles County Registrar of Voters and to take all necessary steps for holding an election.

SECTION 19. Effective Date. This Resolution shall take effect immediately upon adoption.

PASSED, APPROVED, AND ADOPTED this 24th day of February, 2026. __________________________
Kristine Lowe, Mayor
I HEREBY CERTIFY the foregoing Resolution No. 26-17 was duly passed, approved, and adopted by the City Council of the City of Sierra Madre, California, at a meeting held on the 24th day of February, 2026, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAINED:
___________________________
Laura Aguilar, City Clerk
RESOLUTION NO. 26-18

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF

SIERRA MADRE, CALIFORNIA REQUESTING THE BOARD OF

SUPERVISORS OF THE COUNTY OF LOS ANGELES TO RENDER

SPECIFIED SERVICES TO THE CITY OF SIERRA MADRE RELATING TO THE

CONDUCT OF A SPECIAL GENERAL MUNICIPAL ELECTION TO BE HELD ON TUESDAY, JUNE 2, 2026
WHEREAS, a General Municipal Election is to be held in the City of Sierra Madre, California, on June 2, 2026; and
WHEREAS, in the course of conduct of the election it is necessary for the City to request services of the County; and
WHEREAS, all necessary expenses in performing these services shall be paid by the City of Sierra Madre.

NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF SIERRA MADRE, CALIFORNIA, DOES RESOLVE, DECLARE, DETERMINE AND ORDER AS FOLLOWS:

SECTION 1. That pursuant to the provisions of Section 10002 of the Elections Code of the State of California, this City Council requests the Board of Supervisors of the County of Los Angeles to permit the County Election Department to prepare and furnish the following for use in conducting the election:
1). A listing of county precincts with number of registered voters in each, so city may consolidate election precincts into city voting precincts, and maps of the voting precincts;
2). A list of polling places and poll workers the county uses for their elections; 3). The computer record of the names and address of all eligible registered voters in the city in order that the City’s consultant may:
a. Produce labels for vote-by-mail voters;
b. Produce labels for sample ballot pamphlets;
c. Print Rosters of Voters and Street Indexes;
4). Voter signature verification services as needed;
5). Make available to the City election equipment and assistance as needed according to state law.

SECTION 2. That the City shall reimburse the County for services performed when the work is completed and upon presentation to the City of a properly approved bill.

SECTION 3. That the City Clerk is directed to forward without delay to the Board of Supervisors and to the County Election Department, each a certified copy of this resolution.

SECTION 4. That the City Clerk shall certify to the passage and adoption of this Resolution and enter it into the book of original Resolutions.

PASSED, APPROVED, AND ADOPTED this 24th day of February, 2026. __________________________
Kristine Lowe, Mayor
I HEREBY CERTIFY the foregoing Resolution No. 26-18 was duly passed, approved, and adopted by the City Council of the City of Sierra Madre, California, at a meeting held on the 24th day of February, 2026, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAINED:
___________________________
Laura Aguilar, City Clerk
RESOLUTION NO. 26-19

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

CALIFORNIA, SETTING PRIORITIES FOR FILING WRITTEN ARGUMENT(S)

REGARDING A CITY MEASURE
WHEREAS, a Special Municipal Election is to be held in the City of Sierra Madre California, on Tuesday, June 2, 2026. Consistent with Elections Code sections 13119 and 13247, the City Attorney’s Office proposes the following ballot question:, at which there will be submitted to the voters the following measure:

City of Sierra Madre No-Tax Increase Gann Measure. Shall the measure adjusting the City of Sierra Madre’s
appropriations limit to allow increased budgeting of City revenues for general governmental purposes, including
protecting safe clean water, maintaining brush clearing and wildfire prevention, firefighter/paramedic staffing levels, 911 emergency response, repairing potholes, streets, and
sidewalk, upgrading storm drains to protect local
groundwater supplies, maintaining natural disaster
preparedness for four years (this measure does not
increase taxes or impose any new taxes), be adopted?”
Yes
No

NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF SIERRA MADRE,

CALIFORNIA, DOES RESOLVE, DECLARE, DETERMINE AND ORDER AS FOLLOWS:

Section 1. That the City Council authorizes the following member(s) ___________________________ ________________________
To file written argument(s) not exceeding 300 words regarding the initiative as specified above, accompanied by the printed name(s) and signature(s) of the author(s) submitting it, in accordance with Article 4, Chapter 3, Division 9 of the Elections Code of the State of California. The arguments may be changed or withdrawn until and including the date fixed by the Office of the City Clerk after which no arguments for or against the City measure may be submitted to the Office of the City Clerk.

Section 2. That the City Council directs the City Clerk to transmit a copy of the measure to the City Attorney.
a. The City Attorney shall prepare an impartial analysis of the measure not exceeding 500 words showing the effect of the measure on the existing law and the operation of the measure. b. The analysis shall include a statement indicating whether the measure was placed on the ballot by petition signed by the requisite number of voters or by the governing body of the City. c. The Office of the City Clerk shall make a copy of the ballot measure, the City Attorney’s Impartial Analysis and any ballot arguments available for public examination in accordance with California Elections Code Sections 9223 and 9295. The City Clerk’s Office is further directed to publish a synopsis of the ballot measure in the manner required by California Election Code Section 12111 at least one time not later than one week before the election in a newspaper of general circulation in the City.

Section 3. That the City Clerk shall certify to the passage and adoption of this resolution and enter into the book of original resolutions.

Section 4. That the City Clerk is directed to file a certified copy of this resolution and its attachments with the Board of Supervisors and the Registrar of Voters in the time and manner required by law.

PASSED, APPROVED, AND ADOPTED this 24th day of February, 2026. __________________________
Kristine Lowe, Mayor
I HEREBY CERTIFY the foregoing Resolution No. 26-19 was duly passed, approved, and adopted by the City Council of the City of Sierra Madre, California, at a meeting held on the 24th day of February, 2026, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAINED:
___________________________
Laura Aguilar, City Clerk
106110.1 RESOLUTION 23-18
RESOLUTION NO. 26-20

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SIERRA

MADRE, CALIFORNIA, PROVIDING FOR THE FILING OF REBUTTAL

ARGUMENTS FOR CITY MEASURES SUBMITTED AT MUNICIPAL
ELECTIONS.

WHEREAS, Section 9285 of the Election Code of the State of California, authorizes the City Council, by majority vote, to adopt provisions to provide for the filing of rebuttal arguments for City measures, not to exceed 300 words, submitted at municipal elections.

NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF SIERRA

MADRE, CALIFORNIA, DOES RESOLVE, DECLARE, DETERMINE AND ORDER AS FOLLOWS:

SECTION 1. That pursuant to Section 9285 of the Elections Code of the State of California, when the Elections Official has selected the arguments for and against the measure (not to exceed 300 words) that will be printed and distributed to the voters, the Elections Official shall send a copy of an argument in favor of the proposition to the authors of any argument against the measure and a copy of the argument against the measure to the authors of any argument in favor of the measure immediately upon receiving the arguments.

The author or a majority of the authors of an argument relating to a City measure may prepare and submit a rebuttal argument not exceeding 250 words or may authorize in writing any other person or persons to prepare, submit, or sign the rebuttal argument.

A rebuttal argument may not be signed by more than five authors.

The rebuttal arguments shall be filed with the City Clerk, signed, with the printed name(s) and signature(s) of the author(s) who submitted it, or if submitted on behalf of an organization, the name of the organization, and the printed name and signature of at least one of its principal officers, not more than 10 days after the final date for filing direct arguments. The rebuttal arguments shall be accompanied by the Form of Statement To Be Filed By Author(s) of Argument (Form F-A-1).

Rebuttal arguments shall be printed in the same manner as the direct arguments. Each rebuttal argument shall immediately follow the direct argument which it seeks to rebut.

SECTION 2. That all previous Resolutions providing for the filing of rebuttal arguments for City measures are repealed.

SECTION 3. That the provisions of Section 1 shall apply only to the election to be held on June 2, 2026.

SECTION 4. That the City Clerk shall certify to the passage and adoption of this Resolution and enter it into the book of original resolutions.

PASSED, APPROVED, AND ADOPTED this 24th day of February, 2026. __________________________
Kristine Lowe, Mayor
106110.1 RESOLUTION 23-18
I HEREBY CERTIFY the foregoing Resolution No. 26-20 was duly passed, approved, and adopted by the City Council of the City of Sierra Madre, California, at a meeting held on the 24th day of February, 2026, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAINED:
___________________________
Laura Aguilar, City Clerk

Sierra Madre Service Needs, Local Job Growth, and the Gann Limit Frequently Asked Questions (FAQ)
Q: What is the ‘City of Sierra Madre No-Tax Increase Gann Measure’? A: The ‘City of Sierra Madre No-Tax Increase Gann Measure’ is being considered by the Sierra Madre City Council to be placed for voter consideration on the June 2026 primary election ballot. If placed and approved by voters, the measure would allow the City to override a state-mandated budget limit, called the Gann Limit, for four years to allow the City to budget its additional existing tax revenues for City services.

Q: Why was the ‘City of Sierra Madre No-Tax Increase Gann Measure’ being considered? A: The City of Sierra Madre incorporated in 1907. In the over 100 years since its incorporation, the City has grown its local economy through a series of destination community events and a thriving local business culture that benefits residents and visitors—all of which generate additional revenue for the City.

But because of the Gann limit, a technical limit calculated by Sacramento before Sierra Madre grew its local economy in this way, the City cannot budget these funds without voter action.

Q. Could a Gann Limit override measure address safety and other service needs in Sierra Madre? A: Yes. The 2025 Eaton Fire showed how important it is to have our own professional Fire Department with staff stationed in Sierra Madre 24/7. Other mountain cities that contract out for fire services must compete with larger cities during emergencies. Local control makes a difference.

In a recent community survey, residents said it is very important to maintain local general services, especially fire services. Some service priorities identified by your neighbors include:
• Protecting safe clean water
• Maintaining brush clearing & wildfire prevention/ addressing the threat posed by wildfires
• Maintaining firefighter/paramedic staffing levels
• Maintaining the City’s emergency reserve fund that is used to respond to natural disasters like wildfires, earthquakes, and major emergencies
• Keeping the Sierra Madre Fire Station open 24 hours a day, 7 days a week • Maintaining local control 911 emergency response, fire protection, and public safety services
• Repairing potholes, streets, and sidewalks
Without the ‘No-Tax Increase Gann Measure’ the City expects it may not be able to use all its available local tax revenue for these important services.

Q: Would the ‘City of Sierra Madre No-Tax Increase Gann Measure’ increase the taxes I pay? A. Absolutely not. This measure does NOT increase existing taxes or impose a new tax. It simply adjusts the state-mandated “Gann Limit” to allow Sierra Madre to budget to fully use already available revenues to provide the services our community relies on.

Q: Where can I get more information?
A: Please visit sierramadreca.gov/gannlimit for more information.

CITY OF

SIERRA MADRE STAFF REPORT

PLANNING & COMMUNITY PRESERVATION
DATE: February 24, 2026
TO: Honorable Mayor and City Council
FROM: Clare Lin, Director of Planning and Community Preservation SUBJECT: Report, Discussion, and Direction on Potential Economic Development Programs

RECOMMENDATION
It is recommended that the City Council receive and file the report on economic development strategies for built-out jurisdictions, and provide direction regarding preferred approaches for developing a comprehensive economic development policy for Sierra Madre.

SUMMARY
The City of Sierra Madre faces unique challenges as a fully built-out community with one cityowned commercial property in the downtown central core area. Unlike larger neighboring jurisdictions with redevelopment agencies or city-controlled parcels, Sierra Madre must rely on partnerships, zoning tools, and creative funding mechanisms to foster sustainable economic vitality.

This report provides background analysis on regional conditions, identifies legal and financial constraints, and presents potential programs and policy frameworks suitable for the City’s context. The recommended approach emphasizes activation, partnerships, and regulatory streamlining rather than new development or General Fund subsidy.

DISCUSSION & ANALYSIS
At the October 14, 2025, City Council meeting, Mayor Lowe, with the consensus of the City Council, requested that staff explore potential economic development strategies for Sierra Madre’s Downtown District. The discussion originated from City Council comments noting that, unlike neighboring jurisdictions such as Monrovia in the 1990s, Sierra Madre does not own commercial property downtown and does not have access to redevelopment agency tools or similar fiscal mechanisms.

Sierra Madre’s downtown is characterized by small parcels, historic architecture, and independently owned businesses. While this supports the City’s small-town charm, it limits Report, Discussion, and Direction on Economic Development Programs February 24, 2026

traditional redevelopment or large-scale infill. Neighboring cities like Monrovia, Pasadena, and Arcadia employ business improvement districts and offer useful models for supporting downtown vitality without direct City ownership of land. For example:
 Monrovia Old Town Advisory Board manages a business improvement district to curate a downtown business mix, emphasizing restaurants and retail. https://www.monroviaca.gov/your-government/boards-and-commissions/monroviaold-town-advisory-board  Old Pasadena Management District manages a business improvement district generating funds for maintenance, marketing, and safety services.
https://www.oldpasadena.org/do-business/resources/
 The Arcadia Downtown Business Association manages smaller-scale beautification and business marketing programs funded by business improvement district assessments and partnerships.
https://www.arcadiaca.gov/shape/development_services_department/economic_devel opment/index.php
Sierra Madre’s market area is highly localized, with strong community loyalty but limited regional draw. The Kosmont Downtown Assessment Report in March 2025 (Attachment 1) identifies significant retail leakage of approximately $19.5 million in grocery store sales and $14 million in restaurant sales, as residents shop and dine in adjacent cities with broader commercial amenities. These findings suggest opportunities to strengthen the local business ecosystem and enhance visitor experiences to improve fiscal sustainability.

Economic Development Policy Constraints
Physical Constraints
The City is fully built-out, with few vacant or underutilized parcels downtown. Limited parking capacity and shallow parcel depth further constrain new development. These conditions reduce the feasibility of assembling larger sites for traditional redevelopment projects.

In addition, the absence of City‑owned commercial land in the downtown area, except for the temporary library building, limits the City’s leverage to initiate public‑private partnerships or land‑based catalyst projects, requiring a greater reliance on private property owners and external funding sources.

Financial Constraints
Statewide dissolution of redevelopment agencies in 2012 eliminated a key source of tax‑increment financing and significantly reduced the City’s tools to fund major economic Report, Discussion, and Direction on Economic Development Programs February 24, 2026

development and revitalization efforts. Limited General Fund capacity further constrains the City’s ability to support dedicated economic development staffing or offer financial incentives.

Legal and Zoning Policy Constraints
Measure V and related voter-adopted provisions in the Zoning Code (Title 17, Chapter 17.35, “Voter’s Empowerment”) limit the scale and intensity of new construction in the downtown area by restricting building height and density. These constraints reinforce the need to focus on tenant activation, adaptive reuse, and small-scale reinvestment within the existing downtown fabric rather than large-scale or vertical redevelopment.

State law further limits the City’s ability to prohibit certain business types or to select or approve individual tenants in privately owned commercial spaces, requiring regulation to occur at the land-use category level.

Finally, CEQA compliance and historic preservation requirements may extend timelines and increase costs for physical improvements, particularly for projects involving façade changes, alterations to historic structures, or new construction near historic resources.

Organizational Constraints
Economic development functions are currently limited and decentralized among existing staff, with no single division or position dedicated full‑time to business attraction, retention, and downtown management. This structure can make it difficult to consistently manage new programs, pursue grant opportunities, and provide proactive support to local businesses.

Staff capacity for ongoing program management will depend on City Council priorities and overall workload, underscoring the importance of identifying external partners and sustainable funding sources to deliver economic development services.

Potential Programs and Policy Tools
Based on the constraints identified above and the findings of the Kosmont Market Assessment, the following programs and policy tools are presented for City Council consideration:

Land Use Control – Cap and Spacing Options
 Utilize conditional use permits and zoning development standards, such as spacing requirements and reasonable numerical caps, to address over‑concentration of specific use types (e.g., massage establishments and other sensitive uses).  Ensure that standards are objective, uniformly applied, and clearly tied to community character, health, safety, and welfare goals to minimize legal risk.

Report, Discussion, and Direction on Economic Development Programs February 24, 2026

Chamber of Commerce Based Economic Development Delivery  Establish a formal multi‑year service agreement (e.g., 3–5 years) with the Sierra Madre Chamber of Commerce to serve as a primary delivery partner for downtown economic development services, including business retention, marketing, and event programming.  Provide City funding to support Chamber staff positions dedicated to Sierra Madre economic development, responsible for:
o Administering “Pop Up to Permanent” initiatives, façade grants, and direct business outreach.
o Leading “Destination Sierra Madre” branding, digital marketing, social media, and coordination with regional tourism and marketing partners. o Serving as a first point of contact and concierge for prospective and existing businesses seeking to locate or expand in the downtown.

Business Improvement District (BID) Formation
A Business Improvement District (BID) is a voluntary, property-owner–funded tool that allows downtown stakeholders to collectively fund services such as beautification, marketing, events, and maintenance without relying on the City’s General Fund.  The City may explore the feasibility of a small-scale downtown BID with an estimated annual budget funded through commercial parcel assessments consistent with Proposition 218 requirements. BID services would be designed to supplement, not replace, existing City services.
 The City would include an administrative cost recovery component to offset staff time associated with BID formation, coordination, and ongoing oversight.  Under Proposition 218, a BID may only be established if property owners determine that the proposed services provide a special benefit to their parcels and approve the district through a formal petition and mailed ballot process. Formation would require participation and support from downtown property owners and businesses.

How is a Business Improvement District is different than the existing Downtown Maintenance Assessment District?
The Property and Business Improvement District Law of 1994 is the principal act authorizing the formation of a BID (Streets and Highways Code section 36600 et seq.), whereas the existing Downtown Maintenance Assessment District is formed under the Landscaping and Lighting Act of 1972 (Streets and Highways Code Section 22500 et seq.) A modern BID, similar to those used in Monrovia, Arcadia, and Old Pasadena, is typically parcelbased and funds services such as beautification, enhanced maintenance, marketing, promotions, Report, Discussion, and Direction on Economic Development Programs February 24, 2026

and downtown management activities beyond baseline City services. BIDs operate pursuant to a Management District Plan and are generally governed by a private, nonprofit board representing assessed stakeholders.

By contrast, the City’s existing downtown assessment district is administered by the City and is limited to a defined set of maintenance and infrastructure-related services. A new downtown BID would be legally structured to dedicate revenues exclusively to downtown-focused services, with oversight provided through a contractual relationship between the City and a nonprofit district manager.

Downtown Design and Use Overlay
Adopt a Downtown Design, Specific Plan & Use Overlay Zone within Measure V area that:
 Protects historic scale and architecture.
 Prioritizes active ground floor uses (restaurants, cafés, specialty retail, food halls, and experiential tenants) and mixed use where feasible within existing height and density limits.
 Simplifies permitting for desired uses (e.g., reduced parking for small restaurants, by right outdoor dining, relaxed signage standards for historic buildings)  Proactively identify housing developers interested in small-scale, downtown-compatible projects consistent with Measure V.

Façade Improvement Grant Program
 Create a façade improvement grant program offering 50 percent matching grants up to $10,000 per project, modeled on successful programs in nearby cities.  Establish an annual program budget of approximately $40,000–$100,000, funded through a combination of grants and private or BID partnerships, with Community Development Block Grant (CDBG) funds (estimated at roughly $30,000 per year) serving as a reliable core contribution.

Grant and Partnership Development
 Proactively pursue funding through CDBG, the U.S. Small Business Administration, California Competes, and other state and federal programs to support small business recovery, placemaking, infrastructure improvements, and technical assistance.  Coordinate grant pursuits with regional partners, the Chamber of Commerce, and a potential BID to maximize leverage, align projects with funding priorities, and reduce the burden on City staff.

Report, Discussion, and Direction on Economic Development Programs February 24, 2026

STRATEGIC PLAN RELATIONSHIP
The policy discussion correlates to Strategic Plan Goal 4 – Community Enrichment, Objective 4.2:

Enhance communication and collaboration across community groups and in fostering collaboration between residents and business.

ENVIRONMENTAL ANALYSIS
The proposed action does not constitute a project under the California Environmental Quality Act (“CEQA”), based on Section 15061(b)(3) of the CEQA Guidelines, as it can be determined with certainty that it will have no impact on the environment.

FISCAL IMPACT
There is no impact to the General Fund as a result of the recommended action. Depending on City Council policy direction, staff will return with an estimated cost for program implementation.

Approved by:
__________________________
Michael Bruckner
City Manager
Attachment(s):

1. Downtown Sierra Madre Market Assessment, Kosmont Companies (March 2025) 2301 Rosecrans Ave., Suite 4140
El Segundo, CA 90245
TEL: 424-297-1070 | URL: www.kosmont.com

CITY OF SIERRA MADRE

DOWNTOWN SIERRA MADRE MARKET ASSESSMENT
MARCH 2025
Attachment 1
KOSMONT COMPANIES | 2

KOSMONT COMPANIES
Kosmont Companies ("Kosmont"), a real estate & economics advisory firm serving hundreds of cities and local governments for over 38 years, has been retained by the City of Sierra Madre ("City") to develop a Market Assessment whose goal is to analyze market conditions in the City (with a focus on the Measure V area or Downtown Sierra Madre), develop key economic development strategies, and assist in initial implementation of those strategies in the City’s Downtown. ▪ Kosmont's expertise covers a full range of economics & real estate advisory services including:
➢ Market and Feasibility Analyses
➢ Fiscal Impact & Economic Benefit Studies
➢ Economic Development Strategies & Implementation
➢ Business/Retailer & Developer Recruitment
➢ Identification of Funding Sources & Financing Strategies ➢ Public-Private Transaction Structuring & Negotiation
▪ Winning track record of initiating and implementing projects for municipalities ➢ In-house team includes economists, registered municipal advisors, financial analysts, lawyers, real estate professionals, former city managers & economic development department heads
➢ Extensive network of brokers, investors and market data for real-time information, and industry leadership Disclaimer: The analyses, projections, assumptions, and any examples presented herein are for illustrative purposes and are not a guarantee of actual and/or future results. Actual results are difficult to predict as a function of market conditions, natural disasters, pandemics, legislation and administrative actions.

Note: If needed, Financial Advisory and Real Estate Brokerage services can be provided by Kosmont Transactions Services, Inc. (SEC / MSRB Registered Municipal Advisor) and Kosmont Real Estate Services, Inc. (Licensed Real Estate Brokerage Firm), respectively.

KOSMONT COMPANIES | 3

TABLE OF CONTENTS
Executive Summary Page 4

1. SWOT Analysis Page 8

2. Areas of Econ. Dev. Consideration and Action Items Page 11

3. Demographic and Economic Profile Page 18

1. City Revenue Information Page 21

2. Population & Household Demographics Page 28

3. Employment/Unemployment by Industry Page 32

4. Visitation Data Page 40

4. Market Demand Analysis Page 47

1. Market Trends Page 49

2. Retail Market Page 55
KOSMONT COMPANIES | 4

EXECUTIVE SUMMARY
CITY OF SIERRA MADRE – DOWNTOWN SIERRA MADRE MARKET ASSESSMENT KOSMONT COMPANIES | 5

EXECUTIVE SUMMARY

INTRODUCTION
 For this assignment, Kosmont performed demographic and market research, spoke to community members and local businesses to understand the strengths and challenges that face Downtown Sierra Madre, and prepared a SWOT Analysis to highlight Strengths, Weaknesses, Opportunities, and Threats
 Downtown Sierra Madre is a hidden gem of an area that is walkable, authentic, and has good infrastructure
 Downtown Sierra Madre received 2.1 million visitors between 10/1/23 and 9/30/24. Visitors are well-educated (58% Bachelor’s or higher) and have high incomes (avg. household income $170,000). 70% of visitors to Downtown are coming from adjacent areas, primarily north of the 210 Freeway, including: Altadena, Arcadia, Monrovia, and Pasadena  Retail market data was culled from CoStar. Given most of the City’s commercial space is in Downtown Sierra Madre, citywide metrics reflect the Downtown. The retail market is small and relatively healthy.

Retail space is fully leased, though there have not been new additions to the market in the last 10 years
 Key challenges identified in our discussions include the following:
➢ Chamber of Commerce does not have much social media
infrastructure / presence and has limited retail perspective ➢ Downtown hosts few events throughout the year and has limited activity past 8 or 9pm on weekends
➢ Downtown cannot rely just on local support
 An additional challenge is that the internet is drawing money away from brick-and-mortar retail. Retail is now being driven by trip generators like entertainment, experience, and essentials
 Based on feedback, Kosmont devised three areas of economic development consideration (Visibility / Exposure, Trips / Place, and Business Expansion, Attraction, and Retention [“BEAR”]), and developed associated action items for each area
 Some of these potential action items include:
➢ Improve communication between businesses and City / Chamber ➢ Utilize social media to promote Downtown and encourage visits ➢ Host new events (e.g., “taste of”, themed nights, pop-up markets) to create a sense of place in Downtown Sierra Madre
➢ Develop technical assistance and business incentive programs KOSMONT COMPANIES | 6

EXECUTIVE SUMMARY

SWOT ANALYSIS
SWOT Analysis
 A Strengths, Weaknesses, Opportunities, and Threats (“SWOT”) analysis was conducted utilizing feedback received during a meeting with the Chamber of Commerce and from individual business owners in Downtown Sierra Madre
 The adjacent SWOT table summarizes key comments taken from the analysis. These comments were later incorporated in determining potential economic development goals and action items to achieve each goal
Comments

STRENGTHS
• Sierra Madre is a “hidden gem” and has an authentic
community
• Downtown is walkable and has good infrastructure

WEAKNESSES
• Chamber of Commerce lacks social media
infrastructure and has limited retail voice /
understanding within Chamber leadership
• Limited activity past 8 or 9pm
• Downtown cannot rely on local support

OPPORTUNITIES
• Improve communication between businesses and
the Chamber
• Promote the destination that is Sierra Madre
• Utilize existing resources for more events

THREATS
• Costs of Chamber hiring social media manager and
support staff to handle additional tasks and visitors
• Competition of nearby downtown destinations such
as Old Pasadena and Old Town Monrovia
KOSMONT COMPANIES | 7

EXECUTIVE SUMMARY
AREAS OF ECON. DEV. CONSIDERATION,

ACTION ITEMS, AND NEXT STEPS
 Using information gathered from the SWOT
Analysis, Kosmont highlighted the following areas
of economic development consideration: Visibility
/ Exposure, Trips / Place, and Business Expansion,
Attraction, and Retention (“BEAR”)
 Kosmont created key action items that the City
could consider to address each area of economic
development consideration
 The adjacent table summarizes each area and its
relevant action items
 Potential next steps include:
➢ Assisting in developing business expansion,
attraction, and retention (“BEAR”) strategies
➢ Marketing business opportunities at
conferences, such as ICSC
➢ Attracting interest from other industries, like
hospitality (e.g., conduct a hotel market
demand analysis)
Areas of Econ. Dev.

Consideration Potential Action Items

VISIBILITY /

EXPOSURE

1. Improve lines of communication between businesses and Chamber of Commerce/City

2. Utilize social media/AI to promote visitation and tell the story of Downtown Sierra Madre

3. Develop a multi-pronged marketing approach where businesses and City / Chamber are marketing events in Downtown

TRIPS /
PLACE

1. Allocate budget to create new events (e.g., farmers markets, “taste of” events, pop-up markets, themed nights, concerts) in Downtown to increase foot traffic

2. Leverage existing assets to develop unique events that emphasize local aesthetic

3. Maintain consistent events in Downtown throughout the year

4. Increase frequency of events

5. Consider rescheduling events to not conflict with key small business dates Business
Expansion,
Attraction, and
Retention
(“BEAR”)

1. Develop technical assistance and business incentive programs to support emerging businesses in Downtown

2. Streamline processes and requirements to appeal to existing and future businesses

3. Develop a cross-marketing system where businesses and City / Chamber are marketing Downtown events and businesses, with the goal to attract high-volume, experiential retailers

4. Attend and market opportunities at ICSC and other conferences with a retail and hospitality presence
KOSMONT COMPANIES | 8

1. SWOT ANALYSIS
CITY OF SIERRA MADRE – DOWNTOWN SIERRA MADRE MARKET ASSESSMENT KOSMONT COMPANIES | 9

SUMMARY OF COMMENTS FROM
CHAMBER OF COMMERCE MEETING (8/22/24)
Category
Positive
▪ City has a small, romantic town feeling
▪ City has a hidden gem aspect to it. Some may have heard of it, but remains to be discovered by many ▪ Good infrastructure (incl. parking for out-of-town visitors) ▪ Downtown is very walkable
▪ Great culture; No snobbish attitudes
▪ Authentic, beautiful, pleasant community
▪ Conversion of Sierra Madre Playhouse from playhouse to performing arts center has allowed for varied programming and 50% of visitors are from out of town and most want to stay to dine/drink after a show
Needs Work
▪ More cross-marketing between events
▪ Better communication between Chamber of Commerce and local businesses ▪ Limited retail voice / understanding within Chamber leadership ▪ Chamber lacks social media manager
▪ Chamber needs to move Winter Fest closer to Christmas and not on Small Business Saturday (does little to boost sales) ▪ People need to shop during fall and winter (slower times) ▪ Resistance to growth and making Sierra Madre a destination location as Downtown cannot survive purely on local support ▪ Parking restrictions for businesses
▪ More locational information needed
▪ City is sleepy at night, including weekends (particularly past 8 or 9pm); More late-night options (only The Buccaneer Lounge is open past midnight) ▪ More community events – take full advantage of Kersting Ct. (concerts, themed nights) ▪ Potentially close part of the street (i.e. Old Town Monrovia has lots of traffic on Friday nights) ▪ Only two major events throughout the year – Wistaria Festival and Winter Festival; Maybe make Thursday or Fridays themed nights ▪ High rents; Need to attract tenants who can pay higher rents; Store owners do not own property ▪ Need to find other methods of arriving; More people would come if there was a better way to get here (Possible shuttle service) ▪ More variety of shops/eateries given the arts/galleries attract a more open-minded visitor KOSMONT COMPANIES | 10

SWOT ANALYSIS

STRENGTHS
• Small, romantic “hidden-gem” town
• Good infrastructure, walkable Downtown
• Authenticity of the community and its stores
• Downtown is an experience

WEAKNESSES
• Chamber of Commerce has limited retail voice / perspective • Chamber lacks social media infrastructure – limiting communication and promotion • Reluctant/Resistant to growth; Downtown cannot rely purely on local support • During the weekends, the City has limited activity past 8 or 9pm

OPPORTUNITIES
• Utilize Kersting Ct. for more events, concerts, themed nights • Potentially close part of the street for more activities in the Downtown • Improve communication between businesses and the Chamber (Chamber needs to have a retail-focused mindset and actively promote the businesses to create a destination) • Promoting the destination that is Sierra Madre. The City has the “bones” but it’s a matter of drawing more people • Offer a variety of other limited and full-service high-volume restaurants/breweries to serve a diverse set of visitors THREATS • Costs of hiring social media manager and other support staff (e.g., Chamber staff, shuttle drivers) • Competition with other nearby downtown destinations (e.g., Old Pasadena, Old Town Monrovia) Sources: Kosmont Companies
KOSMONT COMPANIES | 11

2. AREAS OF ECON. DEV. CONSIDERATION AND ACTION ITEMS
CITY OF SIERRA MADRE – DOWNTOWN SIERRA MADRE MARKET ASSESSMENT KOSMONT COMPANIES | 12

AREAS OF ECONOMIC DEVELOPMENT CONSIDERATION

AND POTENTIAL ACTION ITEMS
Areas of Econ. Dev.

Consideration Potential Action Items

VISIBILITY /

EXPOSURE
• Improve communication between business and Chamber / City – Consider adding a person with a strong retail background to conduct outreach to businesses and act as a liaison between businesses and Chamber • Increase visibility by using social media/AI to actively promote visitation to Downtown Sierra Madre (e.g., Instagram, Facebook, LinkedIn, Canva, Snapchat, YouTube, X [formerly Twitter])
• Develop a multi-pronged marketing approach with businesses and Chamber / City each actively marketing events with intent to draw larger share of visits outside of Sierra Madre

TRIPS /
PLACE
• Create new events to meet goal of increasing foot traffic (e.g., First Fridays, farmers markets, pop-up markets, “taste of”, concerts, themed nights) • Utilize existing assets (e.g., Kersting Ct.) to develop unique events that emphasize the local flavor / aesthetic of the City and create an experience for visitors
• Maintain consistency of events to develop a schedule that the public remembers (e.g., Monrovia Street Fair occurs almost every Friday night) • Increase frequency of events in Downtown Sierra Madre throughout the year as opposed to a few major events • Revise scheduling of existing events (e.g., Winter Fest moved to a different date other than Small Business Saturday) • High foot traffic = greater potential spending

ECONOMIC

DEVELOPMENT
• High foot traffic also allows Chamber / City to attract future businesses and potentially expand / retain existing businesses • As the City receives more foot traffic, there is a potential to attract higher-volume retail (i.e., businesses that cater to a large and diverse customer population and operate at a relatively high capacity throughout the day), particularly breweries / restaurants (emphasis on experiential retail) • As business increases in Downtown Sierra Madre, the businesses and Chamber / City can develop a cross-marketing ecosystem where businesses can market Downtown Sierra Madre and the Chamber / City can profile or highlight local businesses • Chamber / City can consider attendance, membership, and representation at conferences with strong retail and hospitality presence, such as Innovating Commerce Serving Communities (“ICSC”, formerly International Council of Shopping Centers) to gain knowledge and actively market opportunities Sources: Kosmont Companies
KOSMONT COMPANIES | 13

VISIBILITY / EXPOSURE
The City and Chamber of Commerce may consider the
following action items to increase Downtown Sierra Madre’s visibility to attract more visitors.

Recommended Action Items:

Action Item 1: Improve lines of communication between
businesses and the Chamber/City. Consider adding a liaison that will regularly and proactively contact business/property owners to understand challenges and opportunities.

Action Item 2: Utilize social media/AI to actively promote visitation and “tell the story” of Downtown Sierra Madre.

Emphasize the character and the charm of the City. It is observed that approximately 70% of visitors are coming from adjacent cities (particularly neighborhoods north of the 210 Freeway). Some of these areas, particularly Altadena, have recently been ravaged by the Eaton Fire. Thus, it is imperative for Sierra Madre to cast a wider net of visitors.

Action Item 3: Develop a multi-pronged marketing approach with businesses and Chamber / City each actively marketing events using various social media channels with intent to draw larger share of visitors from outside of Sierra Madre.

Social Media/AI Platforms for Marketing
The following represent a sample of platforms that
could be utilized for marketing efforts
KOSMONT COMPANIES | 14

TRIPS / PLACE
High foot traffic may lead to greater potential spending in the City.* Below are action items that the City/Chamber could take to generate additional trips and, ultimately, create a sense of place. Additional examples of such events can be observed on the following slide.

Recommended Action Items:

Action Item 1: Chamber of Commerce should consider
allocating budget to create new events whose goal would be to increase foot traffic to Downtown Sierra Madre (e.g., First Fridays, farmers markets, pop-up markets, “taste of” events, themed nights, and concerts).

Action Item 2: Leverage existing assets, such as Kersting Ct., to develop unique events that emphasize the local aesthetic of the City to create a memorable experience for visitors.

Action Item 3: Maintain consistent events in Downtown Sierra Madre. This will create a schedule in the minds of visitors (e.g., an event that is held every Friday will be a potential destination for visitors in the future.

Action Item 4: Increase frequency of events in Downtown Sierra Madre as opposed to a few events per year. Encourage evening events that extend past 8 or 9pm.

Action Item 5: Consider rescheduling events to not conflict with key dates for small business (e.g., Winter Fest could be moved to a different date other than Small Business Saturday).

Source: Placer.ai (Accessed January 2025); Notes: *Using Placer.ai, it was observed that between the period of 10/1/23 and 9/30/24, Downtown Sierra Madre received 2.1 million visits, while Old Town Monrovia received over four million visits.

KOSMONT COMPANIES | 15

TRIPS / PLACE EXAMPLES
Notes: Examples of how trip generation and consistency leads to a sense of place. (Top Left: The South Pasadena Farmers Market occurs every Thursday afternoon. Bottom Left: Old Town Monrovia hosts the Monrovia Street Fair Friday evenings. Right: Smorgasburg LA is a unique pop-up style event featuring local vendors (with an emphasis on food and clothing) held on Sundays at ROW DTLA in Downtown Los Angeles.

These events not only generate foot traffic but create a sense of place and community.

KOSMONT COMPANIES | 16

ECONOMIC DEVELOPMENT (BEAR)
As foot traffic increases, City may consider expanding / enhancing Business Expansion, Attraction, and Retention (BEAR) efforts and provide enhanced customer service to support business development.

Recommended Action Items:

Action Item 1: Develop technical assistance and business incentive programs, such as efficient permitting and tax sharing agreements to support emerging businesses/entrepreneurs in the City. Additional examples of such programs can be found on the following page.

Action Item 2: Consider working with Planning staff to
streamline / improve planning processes and requirements, as applicable. Doing so will make Sierra Madre appealing to both existing and future businesses.

Action Item 3: Develop a cross-marketing system where
businesses can market Downtown Sierra Madre as a strong place to do business and Chamber / City can profile or highlight an existing business with the intent to attract businesses, including high-volume, experiential retailers that are complementary to the existing set of businesses in the City, such as breweries/pubs and restaurants.

Action Item 4: Attend ICSC and other conferences with retail and hospitality presence to meet with major retailers / restaurants / hotels / developers / brokers, gain knowledge, and actively market opportunities.

Chamber / City profiles a
business along with events
occurring in Downtown
Sierra Madre
Existing business markets
itself and promotes
Downtown Sierra Madre
events
Other businesses observe
activity in Downtown Sierra
Madre and want to consider
opening or relocating in the City
Cross-Marketing Example
KOSMONT COMPANIES | 17

ECONOMIC DEVELOPMENT (BEAR)

BUSINESS INCENTIVE PROGRAMS
There are a wide range of business and economic development incentive programs utilized by communities across the State.

The City can create such a program, but first it is important to set specific goals (e.g. assist small business, expand job creation, attract major tax generator, attract specific type of development) and create a system to measure the success of each initiative.

Cost of implementing can vary: job credits, façade improvement and infrastructure represent out of pocket costs, while tax sharing agreements and fee waivers are offset by new development tax revenues.

Examples of incentives include:
 Efficient permitting
 Tax sharing agreements / tax abatements
 Job tax credits / Workforce training
 Façade improvement program
 Infrastructure investment
 Fee waivers / deferrals in targeted areas
KOSMONT COMPANIES | 18

3. DEMOGRAPHIC AND ECONOMIC PROFILE
CITY OF SIERRA MADRE – DOWNTOWN SIERRA MADRE MARKET ASSESSMENT KOSMONT COMPANIES | 19

SUMMARY

DEMOGRAPHIC AND ECONOMIC PROFILE
City Revenue Information
 Sierra Madre is highly reliant on property tax compared to cities in California. In 2022, 57% of City general fund tax revenues come from property tax, while California cities average is 39%
 The City is not overexposed to sales or hotel tax risk since just 3% of the City’s general fund tax revenues in 2022 come from sales tax and the City does not collect transient occupancy tax (“TOT”). In contrast, sales tax is 22% and TOT is 8% of general fund tax revenues for California cities
 Much of the City’s sales tax revenues come from food and beverage shops, clothing stores, restaurants and bars, and other retail, including art dealers, pet supply stores
 In the 10-year period between 2012 and 2022, sales tax revenues in Sierra Madre have grown by 83% (6.2% per year). Over the same period, sales tax revenues to Sierra Madre from the County Pool have more than tripled. County Pool revenues have grown significantly due to rise in e-commerce sales, particularly during the COVID-19 pandemic (18.2% increase from 2019 to 2020)
Population and Household Demographics
 10,900 residents and 4,800 households in the City
 Average household size in the City is 2.28, lower compared to County and State (2.78 and 2.83, respectively)
 Median age in the City is 48.1, older than County and State (38.4 for both)
 Sierra Madre features a highly educated population with nearly 69% of residents holding a Bachelor’s degree or higher (82% higher attainment than the County, 78% higher than the State)
 Education levels are correlated with incomes. The average household income in Sierra Madre is $193,800 (52% higher and 39% higher than County and State, respectively)
 The average price of a home in Sierra Madre is $1.45 million, 64% higher than Los Angeles County and 85% higher than the State KOSMONT COMPANIES | 20

SUMMARY
ECONOMIC AND DEMOGRAPHIC PROFILE (CONT’D)
Employment
 More residents leave the City compared to those that come into Sierra Madre for work, yielding a net outflow of jobs
 Residents go to Los Angeles, Pasadena, Burbank, Arcadia, and Glendale for work. Employees who work in Sierra Madre are coming from Los Angeles, Pasadena, Monrovia, Arcadia, and Altadena CDP  The top five industries with the most employees in the City are:
health care and social assistance, accommodation and food services, educational services, finance and insurance, and wholesale trade. Of these industries, two (health care and social assistance and accommodation and food services) are among the fastest growing industries in L.A. County
 The jobs/housing ratio for Sierra Madre is 0.64, smaller than County and State (1.32 and 1.28, respectively). While this number would indicate a possible need for more jobs in the City overall, it is important to note that Downtown Sierra Madre has an 8.10 jobs/housing ratio, indicating a strong concentration of businesses Visitation Trends
 Visitation data, including visitor demographics, to Downtown Sierra Madre was culled from Placer.ai, a mobile data analytics provider  In the most recent available one-year period between 10/1/23 and 9/30/24, Downtown Sierra Madre received a total of 2.1 million visits from 335,100 people (or ~130,900 households). Thus, a typical visitor visited Downtown Sierra Madre approximately six times  The median age of visitors to Downtown Sierra Madre was 40.6 and visitors typically stayed for approximately 100 minutes on average  Visitors featured similar demographics to residents, with 58% possessing a Bachelor’s degree or higher and an average household income of $170,000, indicating visitors with higher disposable incomes
 Nearly three-quarters of visitors to Downtown Sierra Madre come from within a 7-mile distance, indicating a strong local presence.

Many visitors are arriving from adjacent communities such as Pasadena, Altadena, Monrovia, and Arcadia
KOSMONT COMPANIES | 21
CITY OF SIERRA MADRE – DOWNTOWN SIERRA MADRE MARKET ASSESSMENT

3.1 – CITY REVENUE INFORMATION
KOSMONT COMPANIES | 22
2022 GENERAL FUND TAX REVENUES
CITY OF SIERRA MADRE VS. ALL CA CITIES
Source: Kosmont Companies; CA DOF (Accessed August 2024) Note: The City of Sierra Madre did not receive the following revenues: TOT, business license tax, construction fees, parking fees, or admission fees. Other revenues may include interest, penalties, delinquent taxes, employer payroll tax, etc.

Property Taxes, 39.1%
Sales and Use Tax,

21.9%
Transient Occupancy
Taxes & STR Fees,

6.0%
Utility User Fee, 4.9%
Business License Tax,

6.3%
Franchise Fee, 3.5%
Transportation Tax,

3.5%
Property
Transfer Fee,

4.0%
Construction, 1.5%
Parking , 0.5%
Admission, 0.1%
Other, 8.6%
All CA Cities
Property Taxes,

56.8%
Sales and Use Tax,

3.1%
Utility User Fee,

22.1%
Franchise Fee, 4.2%
Transportation Tax,

2.7%
Property Transfer
Fee, 1.1%
Other, 10.0%
City of Sierra Madre
KOSMONT COMPANIES | 23
2018 VS. 2022 TAX REVENUES (% PROPERTY, SALES, HOTEL TOT)

CITY OF SIERRA MADRE VS LOS ANGELES COUNTY CITIES VS ALL CA CITIES Source: Kosmont Companies; CA DOF (Accessed August 2024) Notes: The City of Sierra Madre does not collect TOT.

62.5%

39.4% 40.5%

3.2%

17.8%

22.0%

0.0%

7.1%

8.1%

0.0%

10.0%

20.0%

30.0%

40.0%

50.0%

60.0%

70.0%

80.0%
Sierra Madre Los Angeles County Cities California Cities 2018 Tax Revenues
PROP % SALES % HOTEL %

56.8%

38.4% 39.1%

3.1%

17.8%

21.9%

0.0%

5.2%

6.0%

0.0%

10.0%

20.0%

30.0%

40.0%

50.0%

60.0%

70.0%

80.0%
Sierra Madre Los Angeles County Cities California Cities 2022 Tax Revenues
PROP % SALES % HOTEL %
KOSMONT COMPANIES | 24
HISTORIC TAX REVENUE GROWTH TABLES (2018-2022)

CITY OF SIERRA MADRE VS LOS ANGELES COUNTY CITIES VS ALL CA CITIES Source: Kosmont Companies; CA DOF (Accessed August 2024) Note: Numbers in parentheses and in red indicate a negative number.

City of Sierra Madre
YEAR TOTAL PROPERTY SALES AND USE HOTEL PROP % SALES % HOTEL % 2018 $ 9,737,063 $ 6,081,650 $ 309,590 $ - 62.5% 3.2% 0.0% 2019 $ 10,256,303 $ 6,482,779 $ 360,836 $ - 63.2% 3.5% 0.0% 2020 $ 10,907,445 $ 6,785,200 $ 329,687 $ - 62.2% 3.0% 0.0% 2021 $ 12,154,791 $ 7,247,481 $ 325,625 $ - 59.6% 2.7% 0.0% 2022 $ 13,501,189 $ 7,665,426 $ 416,754 $ - 56.8% 3.1% 0.0% % Chg. ‘18-’22 39% 26% 35% - -9% -3% -
Los Angeles County Cities
YEAR TOTAL PROPERTY SALES HOTEL PROP % SALES % HOTEL %
2018 $ 9,365,891,719 $ 3,693,338,550 $ 1,663,636,730 $ 664,272,234 39.4% 17.8% 7.1% 2019 $ 9,962,713,016 $ 3,945,306,831 $ 1,811,498,455 $ 686,201,674 39.6% 18.2% 6.9% 2020 $ 9,973,259,931 $ 4,146,176,314 $ 1,674,122,681 $ 512,573,659 41.6% 16.8% 5.1% 2021 $ 10,533,231,636 $ 4,505,071,415 $ 1,825,720,001 $ 310,604,715 42.8% 17.3% 2.9% 2022 $ 12,063,160,472 $ 4,629,152,762 $ 2,146,683,814 $ 629,887,650 38.4% 17.8% 5.2% % Chg. ‘18-’22 29% 25% 29% (5%) (3%) 0% (26%)
All CA Cities
YEAR TOTAL PROPERTY SALES HOTEL PROP % SALES % HOTEL %
2018 $ 31,799,746,521 $ 12,890,489,342 $ 7,005,395,050 $ 2,585,451,532 40.5% 22.0% 8.1% 2019 $ 34,539,905,371 $ 14,177,924,698 $ 7,726,240,615 $ 2,748,778,129 41.0% 22.4% 8.0% 2020 $ 34,343,088,470 $ 14,733,616,783 $ 7,273,442,316 $ 2,052,851,870 42.9% 21.2% 6.0% 2021 $ 37,523,287,391 $ 15,875,562,038 $ 7,935,922,642 $ 1,299,716,160 42.3% 21.1% 3.5% 2022 $ 42,007,714,014 $ 16,441,856,815 $ 9,212,861,760 $ 2,532,105,390 39.1% 21.9% 6.0% % Chg. ‘18-’22 32% 28% 32% (2%) (3%) 0% (26%)
KOSMONT COMPANIES | 25
HISTORIC TAX REVENUE GROWTH (2018-2022)

CITY OF SIERRA MADRE VS LOS ANGELES COUNTY CITIES VS ALL CA CITIES Source: Kosmont Companies; CA DOF (Accessed August 2024) -10%
0%
10%
20%
30%
40%
2018 2019 2020 2021 2022
Property Tax Revenue
Growth Since 2018
Sierra Madre
Los Angeles County Cities
All CA Cities
-10%
0%
10%
20%
30%
40%
50%
60%
2018 2019 2020 2021 2022
Sales Tax Revenue
Growth Since 2018
Sierra Madre
Los Angeles County Cities
All CA Cities
-60%
-40%
-20%
0%
20%
2018 2019 2020 2021 2022
TOT Revenue
Growth Since 2018
Sierra Madre
Los Angeles County Cities
All CA Cities
Source: CA DOF; CDTFA; Kosmont Companies (Accessed August 2024) KOSMONT COMPANIES | 26 Note: Numbers in parentheses and in red indicate a negative number.

Year City Subtotal County
Pool
City
Total
2012 $234,000 $28,000 $262,000
2013 $254,000 $30,000 $284,000
2014 $277,000 $35,000 $312,000
2015 $286,000 $38,000 $324,000
2016 $274,000 $39,000 $313,000
2017 $278,000 $39,000 $317,000
2018 $294,000 $42,000 $336,000
2019 $319,000 $55,000 $374,000
2020 $235,000 $65,000 $300,000
2021 $318,000 $70,000 $388,000
2022 $429,000 $90,000 $519,000
10-Year Growth 83.3% 221.4% 98.1%
COVID-19 Effect
(2019-2020) (26.3%) 18.2% (19.8%)
CAGR 6.2% 12.4% 7.1%

SALES TAX REVENUES BY YEAR
CITY OF SIERRA MADRE (2012-2022)
-20%
20%
60%
100%
140%
2017 2018 2019 2020 2021 2022
Change Since 2017:

City Subtotal and County Pool
SIERRA MADRE SIERRA MADRE County Pool
KOSMONT COMPANIES | 27

RETAIL SALES BY CATEGORY BY YEAR
CITY OF SIERRA MADRE (2015-2022)
Retail Category 2015 2016 2017 2018 2019 2020 2021 2022 % Growth (2015-22)
2022 % of
Total
Motor Vehicle & Parts $0 $0 $0 $0 $0 $0 $0 $0 - 0.0%
Home Furnishings $145,865 $72,913 $110,454 $90,044 $85,822 $66,428 $40,147 $9,448 (93.5%) 0.0% Building Materials $0 $0 $0 $0 $0 $0 $0 $0 - 0.0%
Food & Beverage $2,468,769 $2,630,584 $2,698,569 $2,639,529 $2,757,233 $3,539,835 $3,440,955 $3,672,390 48.8% 9.4% Gas Stations $0 $0 $0 $0 $0 $0 $0 $0 - 0.0%
Clothing Stores $491,896 $441,457 $387,302 $427,559 $1,251,295 $385,755 $497,524 $725,858 47.6% 1.9% Gen. Merchandise $0 $0 $0 $0 $0 $0 $0 $0 - 0.0%
Restaurants/Bars $9,966,246 $9,823,839 $10,690,599 $11,743,398 $12,003,352 $8,939,027 $13,203,769 $15,502,159 55.5% 39.8% Other Retail $10,252,747 $10,214,147 $10,421,379 $11,789,227 $11,871,283 $7,689,493 $12,292,860 $15,142,079 47.7% 38.9% Total Retail &
Food Services $23,325,523 $23,182,940 $24,308,303 $26,689,757 $27,968,985 $20,620,538 $29,475,255 $35,051,934 50.3% 90.1% All Other Outlets $4,761,922 $3,813,430 $2,793,658 $2,931,459 $2,630,548 $2,443,391 $2,460,622 $3,869,457 (18.7%) 9.9% TOTAL $28,087,445 $26,996,370 $27,101,961 $29,621,216 $30,599,533 $23,063,929 $31,935,877 $38,921,391 38.6% 100.0% Source: CA DOF; CDTFA; Kosmont Companies (Accessed August 2024) Notes: *Numbers reflected are in thousands of dollars. Other retail may include pet supply stores, tobacco stores, art dealers, etc. All other outlets refers to business to business or business to government transactions. Numbers in parentheses and in red indicate a negative number.

KOSMONT COMPANIES | 28
CITY OF SIERRA MADRE – DOWNTOWN SIERRA MADRE MARKET ASSESSMENT

3.2 – POPULATION & HOUSEHOLD DEMOGRAPHICS
KOSMONT COMPANIES | 29

CITY AND

DOWNTOWN

SIERRA MADRE
(“MEASURE V
AREA”)
Source: ESRI Business Analyst Online (Accessed August 2024) Sierra Madre
City Limits
Downtown
Sierra Madre
KOSMONT COMPANIES | 30

POPULATION & INCOME

STUDY AREA, CITY, COUNTY, AND STATE
2024 Downtown
Sierra Madre
Sierra Madre
City
Los Angeles
County
California
State
Population 380 10,931 9,768,886 39,530,491
Households 177 4,764 3,436,464 13,641,471
Average HH Size 2.12 2.28 2.78 2.83
Median Age 45.7 48.1 38.4 38.4
% Bachelor's Degree
or Higher 64.4% 68.8% 37.8% 38.7%
% Hispanic Origin 20.3% 18.5% 49.1% 40.7%
% Asian/Pacific Islander Origin 12.6% 13.8% 15.6% 16.6% Per Capita Income $70,000 $84,500 $44,900 $48,200
Median HH Income $93,700 $133,900 $87,900 $97,600
Average HH Income $152,000 $193,800 $127,400 $139,300
Source: ESRI Business Analyst Online (Accessed August 2024) Notes: Income figures are rounded to the nearest hundred.

Source: Zillow.com (Accessed August 2024) KOSMONT COMPANIES | 31 Notes: Numbers shown for most recent available month (July 2024) $883K
$362K
$785K
$1.45M

HOME VALUE HISTORY
2017 - 2024
KOSMONT COMPANIES | 32
CITY OF SIERRA MADRE – DOWNTOWN SIERRA MADRE MARKET ASSESSMENT

3.3 – EMPLOYMENT/UNEMPLOYMENT BY INDUSTRY
KOSMONT COMPANIES | 33

RESIDENT CONCENTRATION

CITY OF SIERRA MADRE
Source: U.S. Census Bureau Center for Economic Studies (2021, Accessed August 2024) Employed residents/Sq. Mile
Employed residents/Sq. Mile
Employed residents/Sq. Mile
Employed residents/Sq. Mile
Employed residents/Sq. Mile
Employed residents
Employed residents
Employed residents
Employed residents
Employed residents
 Residents are primarily
concentrated outside of
Downtown Sierra Madre
 The primary land use in the
City is residential. Medium and
high density residential
surrounds Downtown Sierra
Madre, while lower density
residential can be found in the
outer areas of the City
Downtown
Sierra Madre
KOSMONT COMPANIES | 34

EMPLOYMENT BY INDUSTRY

CITY OF SIERRA MADRE
Resident Employed Population (Age 16+)
Sector Share
Health Care and Social Assistance 15.6%
Educational Services 12.9%
Professional, Scientific, and Technical Services 9.6%
Information 9.1%
Retail Trade 7.2%
Accommodation and Food Services 5.6%
Finance and Insurance 5.5%
Administration & Support, Waste Management and Remediation 5.0% Manufacturing 4.5%
Public Administration 4.0%
Construction 3.6%
Wholesale Trade 3.5%
Other Services (excluding Public Administration) 3.4%
Transportation and Warehousing 2.6%
Arts, Entertainment, and Recreation 2.2%
Real Estate and Rental and Leasing 2.1%
Management of Companies and Enterprises 1.9%
Utilities 0.9%
Agriculture, Forestry, Fishing and Hunting 0.6%
Mining, Quarrying, and Oil and Gas Extraction 0.0%
Workers Employed in Study Area (Age 16+)
Sector Share
Health Care and Social Assistance 38.0%
Accommodation and Food Services 9.7%
Educational Services 9.3%
Finance and Insurance 7.8%
Wholesale Trade 5.1%
Public Administration 4.7%
Professional, Scientific, and Technical Services 4.1%
Construction 4.1%
Administration & Support, Waste Management and Remediation 3.6% Retail Trade 3.6%
Other Services (excluding Public Administration) 2.5%
Arts, Entertainment, and Recreation 2.1%
Real Estate and Rental and Leasing 1.5%
Management of Companies and Enterprises 1.4%
Manufacturing 1.2%
Information 0.8%
Transportation and Warehousing 0.3%
Agriculture, Forestry, Fishing and Hunting 0.1%
Mining, Quarrying, and Oil and Gas Extraction 0.0%
Utilities 0.0%
“Industries in which City residents work” “Jobs in the City” Source: U.S. Census Bureau Center for Economic Studies (2021, Accessed August 2024) Notes: Categorized by North American Industry Classification System (NAICS) Industry Sectors KOSMONT COMPANIES | 35

EMPLOYMENT CONCENTRATION

CITY OF SIERRA MADRE
 The majority of the commercial land is
located in Downtown Sierra Madre
primarily along Sierra Madre Blvd.,
Baldwin Ave., and on smaller adjacent
streets. Thus most of the jobs in the
City are concentrated within the
boundaries of Downtown Sierra Madre
 There is also a small industrial
manufacturing area located just east of
Baldwin Ave. on Montecito Ave. (also
located within the Downtown Sierra
Madre boundary)
Source: U.S. Census Bureau Center for Economic Studies (2021, Accessed August 2024) Downtown
Sierra Madre
KOSMONT COMPANIES | 36
Outflow:

Where Residents Commute To For Work
City Count Percentage
Los Angeles city, CA 1,206 24.6%
Pasadena city, CA 712 14.5%
Sierra Madre city, CA 271 5.5%
Burbank city, CA 261 5.3%
Arcadia city, CA 155 3.2%
Glendale city, CA 133 2.7%
Monrovia city, CA 78 1.6%
Alhambra city, CA 60 1.2%
Duarte city, CA 54 1.1%
Irvine city, CA 51 1.0%
El Monte city, CA 47 1.0%
Azusa city, CA 46 0.9%
San Diego city, CA 44 0.9%
Altadena CDP, CA 43 0.9%
San Francisco city, CA 42 0.9%
Monterey Park city, CA 37 0.8%
Industry city, CA 35 0.7%
El Segundo city, CA 34 0.7%
Irwindale city, CA 33 0.7%
South Pasadena city, CA 33 0.7%
Santa Clarita city, CA 32 0.7%
West Covina city, CA 32 0.7%
Santa Monica city, CA 31 0.6%
San Marino city, CA 30 0.6%
Beverly Hills city, CA 27 0.6%
All Other Locations 1,380 28.1%
Inflow:

Where Workers Come From
City Count Percentage
Los Angeles city, CA 319 11.9%
Sierra Madre city, CA 271 10.1%
Pasadena city, CA 204 7.6%
Monrovia city, CA 115 4.3%
Arcadia city, CA 100 3.7%
Altadena CDP, CA 69 2.6%
El Monte city, CA 65 2.4%
Alhambra city, CA 55 2.1%
Duarte city, CA 55 2.1%
Glendale city, CA 54 2.0%
Azusa city, CA 43 1.6%
Temple City city, CA 37 1.4%
Glendora city, CA 34 1.3%
Baldwin Park city, CA 30 1.1%
West Covina city, CA 29 1.1%
Torrance city, CA 27 1.0%
Monterey Park city, CA 24 0.9%
San Diego city, CA 24 0.9%
Whittier city, CA 24 0.9%
Rosemead city, CA 23 0.9%
Burbank city, CA 22 0.8%
San Gabriel city, CA 22 0.8%
Long Beach city, CA 21 0.8%
Santa Clarita city, CA 21 0.8%
Covina city, CA 19 0.7%
All Other Locations 970 36.2%
WORKER

DESTINATIONS &

ORIGINS

CITY OF SIERRA
MADRE
Source: U.S. Census Bureau Center for Economic Studies (2021, Accessed August 2024) KOSMONT COMPANIES | 37
Workers employed in Study
Area but living outside
Workers living & employed
in Study Area
Workers living in Study
Area but employed outside
Source: U.S. Census Bureau Center for Economic Studies (2021); San Gabriel Valley Economic Partnership (Accessed August 2024) Notes: *Employment Ratio = People employed within the City (living and working in the City + those who come into the City for work) / Employed population of the City (living and working in the City + workers who live in the City but work outside of the City). **May include part-time employees as well.
 Employees who work in Sierra Madre are
coming from Los Angeles, Pasadena,
Monrovia, Arcadia, and Altadena CDP
 Employed residents of the City are going to
Los Angeles, Pasadena, Burbank, Arcadia, and
Glendale for work
 Per the San Gabriel Valley Economic
Partnership, top employers in Sierra Madre
include**
➢ City of Sierra Madre (148 employees)
➢ George Brazil HVAC (100)
➢ Sierra Madre Rec. Center (79)
➢ Sierra Madre Elementary School (68)
➢ Sierra Madre Dial-a-Ride (65)
➢ Sierra Madre Fire Department (60)
➢ Sierra Madre Middle School (50)
➢ Climb Work Activity Adult Day Care
Center (43)
➢ Bethany Christian School (40)
➢ Berkshire Hathaway (35)
➢ Christ Church Sierra Madre (35)
➢ YMCA Sierra Madre (35)

WORKER INFLOW / OUTFLOW

CITY OF SIERRA MADRE
Reference Sierra
Madre
L.A.

County
Workers Living and
Working 271 3,370,445
Workers Coming
(Inflow) 2,406 1,107,719
Workers Going
(Outflow) 4,636 830,815
Net Inflow/Outflow (2,230) 276,904
Employment Ratio* 0.55 1.07
KOSMONT COMPANIES | 38

JOBS / HOUSING

BALANCE
2024
Downtown
Sierra
Madre
Sierra Madre
City
Los Angeles
County
California
State
Employment 1,433 3,043 4,531,369 17,417,963
Households 177 4,764 3,436,464 13,641,471
Jobs / Housing
Ratio 8.10 0.64 1.32 1.28
Source: ESRI Business Analyst Online (Accessed August 2024) KOSMONT COMPANIES | 39
Industry 2020 2030
Annual
Growth
2020-2030
Total
Growth
2020-2030
Total
Change
2020-2030
Health Care and Social Assistance 698,100 850,500 15,240 152,400 21.8% Accommodation and Food Services 328,600 480,300 15,170 151,700 46.2% Professional and Business Services 599,800 707,200 10,740 107,400 17.9% Retail Trade 380,200 424,900 4,470 44,700 11.8%
Information 191,000 231,200 4,020 40,200 21.0%
Arts, Entertainment, and Recreation 64,900 103,700 3,880 38,800 59.8% Transportation and Warehousing 196,100 234,600 3,850 38,500 19.6% Other Services (excludes 814-Private
Household Workers) 128,700 161,300 3,260 32,600 25.3%
Educational Services (Private) 122,200 147,600 2,540 25,400 20.8% Government 570,200 595,200 2,500 25,000 4.4%
Construction 146,500 165,300 1,880 18,800 12.8%
Wholesale Trade 200,000 216,300 1,630 16,300 8.2%
Financial Activities 212,600 225,100 1,250 12,500 5.9%
Utilities 11,700 11,600 (10) (100) (0.9%)
Manufacturing 315,100 296,300 (1,880) (18,800) (6.0%)
Total Nonfarm 4,167,300 4,852,500 68,520 685,200 16.4%
Total Other 296,700 313,600 1,690 16,900 5.7%
Total Farm 4,400 4,000 (40) (400) (9.1%)
Total Employment 4,468,400 5,170,100 70,170 701,700 15.7%

EMPLOYMENT

PROJECTIONS BY

INDUSTRY

LOS ANGELES
COUNTY
Source: California Employment Development Department, (Accessed August 2024) Notes: Other refers to self-employed and private household workers. Numbers in parentheses and in red indicate negative numbers.

Professional and Business Services include professional, scientific, tech services, admin support and waste management and remediation, and management of companies.

KOSMONT COMPANIES | 40
CITY OF SIERRA MADRE – DOWNTOWN SIERRA MADRE MARKET ASSESSMENT

3.4 – VISITATION DATA
KOSMONT COMPANIES | 41

DOWNTOWN SIERRA MADRE
VISITOR ANALYTICS 10/1/23 TO 9/30/24
▪ Downtown Sierra Madre is the main commercial
center of the City. It is primarily situated along Sierra Madre Blvd. and Baldwin Ave.
▪ Downtown Sierra Madre features several coffee shops
and restaurants with patio and sidewalk seating, along
with a variety of service-oriented businesses including attorneys, real estate agents, and spas. Downtown is
highly walkable and offers a small-town charm
▪ General visitor data is shown in the table below. More in depth visitor information can be found on the
following slides
Visitor Data
Visits 2.1 million
Average Visit Length 100 minutes
Avg. HH Income $170,000
Above: Scenes around Downtown Sierra Madre. Bottom right is a picture taken during a film shoot in Downtown.

Source: Placer.ai (Accessed July 2024)
Notes: For reference the term “visitors” applies to residents, employees, and visitors to Downtown Sierra Madre.

KOSMONT COMPANIES | 42

DOWNTOWN SIERRA MADRE
VISITOR DEMOGRAPHICS 10/1/23 TO 9/30/24
Demographic Highlights
Total Visits 2.1 million
Visit Frequency 6.31
Total Visitors 335.1 thousand
Average HH Size 2.56
Number of Households
(calculated) 130,900
Median Age 40.6
Most Common Ethnicity White (42.6%)
Bachelor’s Degree or Higher 57.9%
Median HH Income $124,900
Average HH Income $170,000
Source: Placer.ai (Accessed September 2024); Notes: These demographic numbers reflect the attributes of its visitors (captured market) as opposed to the wider population within the trade area (potential market). Captured market emphasizes the Census block groups that generated more visits to the property over areas that generated fewer visits. This approach weights the block groups by number of visits. Median age was taken from potential market data due to privacy issues with captured market data.

Visitor Incomes
< $50,000 20%
$50,000 - $100,000 22%
> $100,000 58%
Visitor Ethnicities
White 43%
Asian/Pacific Islander 24%
Hispanic 23%
Black 5%
Two or More Races 5%
Education Levels
High School or Less 18%
Some College/Associates 24%
Bachelor’s or Higher 58%
KOSMONT COMPANIES | 43

DOWNTOWN SIERRA MADRE
VISITOR ANALYTICS 10/1/23 TO 9/30/24 (CONT’D)
Distance from Home Area
Distance Visits Percentage
0 - 3 Miles 943,300 45%
3 - 7 Miles 616,700 29%
7 - 10 Miles 120,000 5%
10 - 30 Miles 270,000 13%
30 - 50 Miles 49,000 2%
50 - 100 Miles 21,000 1%
100+ Miles 80,000 5%
Top 5 Home Locations (Zip Codes)
Zip Code City Visits Percentage
91024 Sierra Madre 376,000 18%
91107 Pasadena 259,000 12%
91006 Arcadia 164,000 8%
91016 Monrovia 146,000 7%
91001 Altadena 128,000 6%
Source: Placer.ai (Accessed October 2024)
Note: True trade area represents where 70% of visitors are coming from.

True Trade Area
KOSMONT COMPANIES | 44

RETAIL LEAKAGE
MAP
Source: Placer.ai (Accessed October 2024)
The points on the map show the top retail
centers and establishments across retail
categories where Sierra Madre residents shop
outside of the City. Numbers are ordered by
the number of visits made by Sierra Madre
residents to these locations. It appears that
essentials (e.g., groceries, health/personal care)
are being shopped outside of Sierra Madre.

Sierra Madre residents do not travel too far for
these essential items given the proximity of
several shopping centers within a five-minute
drive time just south of the City’s boundaries
(along Foothill Blvd. in Pasadena and Arcadia) to
shop. The Shops at Santa Anita, a major
regional shopping center on South Baldwin Ave.
is also a major point of retail leakage among
Sierra Madre residents.
1 8
6 10
City of
Sierra
Madre
4 7
5 3
9 2
KOSMONT COMPANIES | 45
TOP 10 AREAS OF RETAIL LEAKAGE
SIERRA MADRE RESIDENTS (9/1/23 TO 8/31/24)
Top 10 Areas Where Sierra Madre Resident Sales Are Leaking (by Number of Visits) Rank Location GLA (SF) City Anchor Tenants /
Major Retail # of Residents # of Visits
Average
Distance
From Home (mi)
1 Foothill Rosemead
Marketplace 113,299 Pasadena Ralphs, Golf Galaxy, Citibank 10,950 237,620 1.49 2 Hastings Ranch
Shopping Center 135,154 Pasadena Whole Foods, Rite Aid 9,930 204,740 1.52 3 Hastings Ranch Plaza 290,784 Pasadena At Home, Hobby Lobby, Marshalls, CVS 11,250 201,600 1.33 4 Hastings Village 297,943 Pasadena Best Buy, Ross, PetSmart, Nordstrom Rack, Party City, Old Navy, Ulta Beauty 11,700 191,800 1.75
5 The Shops at Santa Anita 1,475,732 Arcadia Nordstrom, Macy’s, JCPenney, 99 Ranch Market, Bowlero, Forever 21, Dave & Busters, AMC Theatres 11,760 172,150 2.11 6 Ralphs* 37,487 Pasadena N/A 9,180 164,460 1.49
7 Trader Joe’s 12,983 Pasadena N/A 7,650 124,730 1.59
8 Target 136,553 Pasadena N/A 9,010 107,350 2.19
9 CVS** 13,013 Pasadena N/A 6,220 94,540 1.32
10 Ralphs 36,790 Arcadia N/A 6,970 92,000 1.83
Source: Placer.ai (Accessed October 2024)
Note: *Ralphs located in Foothill Rosemead Marketplace. **CVS located in Hastings Ranch Plaza.

KOSMONT COMPANIES | 46

RETAIL LEAKAGE
(9/1/23 TO 8/31/24)
Source: Placer.ai (Accessed October 2024)
Note: Numbers in parentheses and in red indicate a negative number (leakage).

Limited data available for supply (sales) for the following categories: auto dealers, shoe stores, furniture stores, and office supply stores.

Retail categories featuring high retail
leakage among Sierra Madre residents
include: grocery stores, health and
personal care stores, limited and fullservice restaurants, and gasoline stations.

UNMET RETAIL DEMAND BY RETAIL CATEGORY (SIERRA MADRE RESIDENT PURCHASES) Retail Category Supply (Sales) $ Demand $ Surplus / Leakage Online Sales Leakage Potential
Book & Music Stores 0.46 M 0.53 M (0.06 M) High
Bars / Drinking Places 0.45 M 1.04 M (0.59 M) Low
Home Furnishings Stores 0.41 M 2.32 M (1.90 M) Medium
Electronics & Appliance Stores 0.95 M 3.17 M (2.21 M) High Sporting Goods Stores 0.30 M 3.14 M (2.83 M) High
Department Stores 1.68 M 5.61 M (3.92 M) Varies
Auto Parts / Accessories
Stores 0.55 M 4.60 M (4.04 M) Low
Clothing Stores 4.39 M 10.64 M (6.24 M) High
Building Material & Supplies 9.62 M 16.46 M (6.83 M) Low Health & Personal Care Stores 1.58 M 14.49 M (12.90 M) Medium Limited-Service Restaurants 3.50 M 17.90 M (14.38 M) Low Full-Service Restaurants 2.78 M 17.66 M (14.88 M) Low
Gasoline Stations 10.90 M 28.18 M (17.18 M) Low
Grocery Stores 10.60 M 30.14 M (19.52 M) Low
Other General
Merchandise Stores 4.15 M 28.50 M (24.33 M) Medium
KOSMONT COMPANIES | 47

4. MARKET DEMAND ANALYSIS
CITY OF SIERRA MADRE – DOWNTOWN SIERRA MADRE MARKET ASSESSMENT KOSMONT COMPANIES | 48

SUMMARY

MARKET DEMAND ANALYSIS
Market Trends
 Retail:
➢ Retail store closures, bankruptcies, and e-commerce has changed economics of retail centers
➢ Retail centers are being reimagined into mixed/blended use developments;
➢ Retail is driven by trip-generators like entertainment, experience, and essential;
➢ In 2023, e-commerce sales hit $1.1T and accounted for 17.1% of total retail sales; E-commerce sales growth represented 46% of total retail sales growth
➢ E-commerce is reshaping economic development. Sierra Madre resident e-commerce spending, is replacing the equivalent of approximately 92,760 SF of retail space in the City. Thus, ecommerce spending by each household in Sierra Madre is equivalent to approx. 19 SF of retail space*
Market Demand Analysis
 Kosmont observed existing retail market supply conditions for the most recent available quarter (Q2 2024) and over a ten-year historic period for were observed in the City, a defined Trade Area, and the Western San Gabriel Valley Submarket, as defined by CoStar  Retail:
➢ Sierra Madre has a small retail market (255K SF) that is fully leased as of Q2 2024 (according to CoStar), primarily
concentrated in Downtown. There is no retail space currently planned, proposed or under construction in the City and no retail space has been added to the market in the last 10 years ➢ Retail vacancy is lower than the Trade Area and the Submarket and rents are on par with the Submarket, but lower than the Trade Area
➢ According to Placer.ai, retail categories that had high retail sales leakage among residents included: grocery stores, health and personal care stores, and limited and full-service restaurants ➢ City residents are traveling outside of the City for essentials (e.g., groceries, health/personal care). Residents do not travel far for these items given there are several shopping centers and freestanding retailers within a five-minute drive time Sources: Kosmont Companies, ESRI, Placer.ai (Accessed December 2024) Notes: *Assumptions made for % of HH Expenditures for Retail Spending and e-commerce.

KOSMONT COMPANIES | 49

4.1 – MARKET TRENDS
CITY OF SIERRA MADRE – DOWNTOWN SIERRA MADRE MARKET ASSESSMENT KOSMONT COMPANIES | 50

MARKET TRENDS SUMMARY
 Key trends in the post-COVID-19 economy:
➢ Retail
• Retail store closures, bankruptcies, and e-commerce
has driven changes in retail; Retail centers are being
reimagined (e.g. blended use development)
• Retail driven by trip-generators such as
entertainment, experience, and essentials (e.g. food)
➢ Office
• Office leasing activity dropping as remote work
becomes new normal; Social distancing led to offices
resizing/reconfiguring
• Integrating office in blended use environments;
Possible shift to suburban offices
➢ Industrial
• E-commerce is accelerating growth of industrial;
• Retail and industrial are merging, with space being
used for Buy Online Pick Up in Store (BOPIS),
fulfillment, last mile and warehousing (including flex) ➢ Residential
• Homes are live, play, and work environments
• Strength in suburban markets; Home office is the
new home amenity as single and multifamily housing
developments are designed to facilitate work
• New residential sites within shopping centers
➢ Hospitality
• Hospitality sector hurt the most by COVID-19
(conventions and business), but leisure travel is
rebounding
KOSMONT COMPANIES | 51
Housing is Not a Loss
Leader, it’s a
Growth Driver
Retail is Not Just
Retail Anymore
Telework is
Reconfiguring Office
Industrial /
Distribution is Critical
for the Economy
Housing Creation as
Economic Development
Retail Reimagination as
Economic Development
Office Conversions as
Economic Development
Industrial & Fulfillment as
Economic Development
• New housing can generate
significant new tax revenues and
support local jobs from resident
spending
• Housing is not necessarily a net
negative fiscal impact, especially at
current property values
• U.S. retail over-built and needs
“right sizing;” Covid accelerated
trends; today its about essentials,
experience & e-commerce
• Blended/mixed use projects
integrate multiple uses (housing,
retail, open space, creative office,
hotel)
• Telework and work from home
options are reshaping the needs for
office space and business districts
• Job redistribution tied to housing
• Vacancies can lead to fiscal impact
pressure
• Modern industrial is not “your
father’s industrial” – it is a blend
• Retail can’t thrive without
distribution; Booming demand for
e-commerce, particularly smaller
last-mile delivery facilities
• Flex space (a blend of industrial,
office, research and development
space) is a growing market. Cities
can attract high tech / skill firms
with such space
Key Market and Economic Development Trends
KOSMONT COMPANIES | 52

HOUSING AS ECONOMIC DEVELOPMENT
Live
Work
Shop
Rooftops Needed
New housing can
generate new demand for
commercial and retail
uses, significant new tax
revenues, and support
local jobs. Office
reconfiguration and work
at home schedules are
keeping “wallets” in local
communities -- capturing
local spend is a key
objective.

Housing / hybrid living spaces.

High costs are a burden, but
high assessed value = tax $$$
Telecommuting now common.

Remote work can alleviate
traffic and support local
businesses.

E-commerce will capture 25%
of sales within 5 years
(~$9K per CA household). Ecommerce spending by each
household is equivalent to 19 SF
of retail
KOSMONT COMPANIES | 53

E-COMMERCE RESHAPING ECONOMIC DEVELOPMENT
EST. E-COMMERCE (RESIDENTS)
Population 10,900
Avg HH Size 2.28
HH 4,800
Average HH Income $193,800
% of HH Income for Expenditures 84%
% of Expenditures for Retail Spending 24%
% Retail spending via e-commerce 20%
Avg HH E-commerce sales $7,730
Retail Sales PSF $400
Per HH Retail Space Equivalence 19 SF
Community E-Commerce Sales $37,104,000
Community Retail Space Equivalence 92,760 SF
FAR 0.25
Retail Acreage Equivalence 8.5 AC
EST. E-COMMERCE (VISITORS)
Population 335,100
Avg HH Size 2.56
HH 130,900
Average HH Income $170,000
% of HH Income for Expenditures 84%
% of Expenditures for Retail Spending 24%
% Retail spending via e-commerce 20%
Avg HH E-commerce sales $6,850
Retail Sales PSF $400
Per HH Retail Space Equivalence 17 SF
Community E-Commerce Sales $896,665,000
Community Retail Space Equivalence 2,241,663 SF
FAR 0.25
Retail Acreage Equivalence 205.8 AC
Sources: Kosmont Companies, ESRI, Placer.ai (Accessed December 2024) Notes: Assumptions made for % of HH Expenditures for Retail Spending and e-commerce.

KOSMONT COMPANIES | 54

E-COMMERCE GROWTH

SIGNIFICANT IMPACTS ON BRICK-AND-MORTAR RETAIL
 Historically, e-commerce sales in the U.S. have increased steadily over time from 2000 to 2019. The COVID-19 pandemic saw
increased online retail utilization and e-commerce sales soared by 42% compared to 2019. E-commerce sales continued to grow by double-digits into 2021 but cooled to just 6% growth in 2022. 2023 saw an increase in e-commerce sales by 9%
 The share of e-commerce sales continues to grow as well with ecommerce reaching 17.1% of total retail sales by year-end 2023.  FTI Consulting’s 2024 Online Retail Report projections indicate U.S. online retail sales would hit $1.2 trillion in 2024, an increase of 9.8% or $108 billion compared to 2023. Additionally, the report states that e-commerce sales growth represented 46% of total retail sales growth in 2023.
 Furthermore, a UBS report estimates that 45,000 net retail store closures will occur in the U.S. by 2028 (approximately 5% of the total retail store base)
Sources: St. Louis Federal Reserve; FTI Consulting “2024 Online Retail Report”; UBS (Accessed December 2024)

0.0%

2.0%

4.0%

6.0%

8.0%

10.0%

12.0%

14.0%

16.0%

18.0%
$0
$200
$400
$600
$800
$1,000
$1,200
2000 2002 2004 2006 2008 2010 2012 2014 2016 2018 2020 2022 E-Commerce Share of Total Retail Sales
(by year-end)
E-Commerce Retail Sales
(Billions)
E-Commerce Retail Sales
E-Commerce Sales
E-Commerce Share of Total Retail Sales
KOSMONT COMPANIES | 55

4.2 – RETAIL MARKET
CITY OF SIERRA MADRE – DOWNTOWN SIERRA MADRE MARKET ASSESSMENT KOSMONT COMPANIES | 56
Overview
 This section evaluates the retail real estate market. Geographies observed in the Market Demand Analysis include:
➢ City of Sierra Madre (“City”). It is important to note that most of the commercial space in the City is found in
Downtown Sierra Madre, thus for this analysis the entire City is observed
➢ Trade Area (outlined in adjacent map). The Trade Area was determined based on the True Trade Area map in the Visitor Analysis. Most visitors to the City come from areas north of the 210 Freeway from Altadena (on the west) and Duarte
(on the east)
➢ Western San Gabriel Valley Submarket (“Submarket”, as defined by CoStar)
 The following retail market analysis observes:
➢ Existing supply conditions for retail space for the most recent available quarter (Q2 2024)
➢ Historical trends in vacancy and market asking rents on an annual basis over the last ten years (2013 to 2023)

OVERVIEW

RETAIL MARKET
Trade Area
City of
Sierra
Madre
KOSMONT COMPANIES | 57
Q2 2024
City of
Sierra Madre
Trade
Area
Western San
Gabriel Valley
Submarket
Availability
Market Asking
Rent $PSF $32.13 $35.38 $32.72
Vacancy Rate 0.0% 3.1% 3.7%
Vacant SF 0 211,491 1,029,250
Net
Absorption - (20,823) (118,802)
Inventory
Existing SF 255,465 6,845,038 27,671,790
 Sierra Madre is a very small retail market (255K SF)
 As of Q2 2024, retail space in the City is fully leased  According to CoStar, there is no retail space
currently planned, proposed, or under construction
 A majority of the retail in the area is comprised of
locally-owned shops or regional chains (e.g., Tacos
Ensenada). There are few national brand retailers in
the City (e.g., Starbucks, Chase, BMO Bank)
Source: CoStar (Accessed August 2024); Note: We observed the City of Sierra Madre as a whole given that a majority of the commercial space in the City is concentrated in Downtown Sierra Madre. Vacant space refers to all space that is not occupied by a tenant regardless of availability or lease obligation. Available space is the amount of space currently being marketed as available for lease or sale in a given time period. It includes any space that is vacant, occupied, or available at a future date. Negative net absorption refers to the fact that more tenants vacated retail space as opposed to renewing or expanding.

RETAIL MARKET QUARTERLY SNAPSHOT
KOSMONT COMPANIES | 58

RETAIL MARKET HISTORY
2013 – 2023

CITY OF SIERRA MADRE
Year Inventory
SF
Vacant
SF
Total
Vacant
%
Total
Net
Absorp.

SF Total
Market
Asking
Rent
Overall
2023 255,465 - - 2,215 $31.78
2022 255,465 2,215 0.9% 65 $30.66
2021 255,465 2,280 0.9% (420) $29.67
2020 255,465 1,860 0.7% 290 $28.80
2019 255,465 2,150 0.8% (1,150) $28.24
2018 255,465 1,000 0.4% 7,753 $27.39
2017 255,465 8,753 3.4% (8,253) $26.65
2016 255,465 500 0.2% 3,350 $26.16
2015 255,465 3,850 1.5% 1,200 $25.47
2014 255,465 5,050 2.0% 5,868 $24.45
2013 255,465 10,918 4.3% 32 $23.57

TRADE AREA
Year Inventory
SF
Vacant
SF
Total
Vacant
%
Total
Net
Absorp.

SF Total
Market
Asking
Rent
Overall
2023 6,845,038 183,013 2.7% 28,470 $35.43
2022 6,839,009 205,454 3.0% (61,241) $34.49
2021 6,825,025 130,229 1.9% (19,125) $33.23
2020 6,871,573 157,652 2.3% 32,302 $32.18
2019 6,871,573 189,954 2.8% (3,876) $31.69
2018 6,871,350 185,855 2.7% (33,883) $30.88
2017 6,910,195 190,817 2.8% 119,533 $30.12
2016 6,885,550 285,705 4.1% (15,406) $29.54
2015 6,879,004 263,753 3.8% (53,278) $28.55
2014 6,880,970 212,441 3.1% 23,155 $27.43
2013 6,847,190 201,816 2.9% 19,605 $26.42

WESTERN SAN GABRIEL VALLEY SUBMARKET
Year Inventory
SF
Vacant
SF
Total
Vacant
%
Total
Net
Absorp.

SF Total
Market
Asking
Rent
Overall
2023 27,685,367 907,153 3.3% 14,830 $32.74
2022 27,667,722 905,370 3.3% 48,011 $31.82
2021 27,671,332 955,959 3.5% (231,244) $30.62
2020 27,958,439 1,011,822 3.6% (17,478) $29.62
2019 27,941,660 980,065 3.5% (109,483) $29.09
2018 27,930,519 860,441 3.1% 193,550 $28.37
2017 27,701,128 824,600 3.0% (36,955) $27.65
2016 27,664,511 751,028 2.7% 248,875 $26.77
2015 27,590,353 925,745 3.4% 155,742 $26.06
2014 27,495,463 990,745 3.6% (62,503) $25.12
2013 27,525,933 957,407 3.5% 280,834 $24.23
Source: CoStar (Accessed August 2024);
Note: Numbers in parentheses and in red indicate a negative number.

KOSMONT COMPANIES | 59

RETAIL MARKET HISTORY
2013 – 2023
Source: CoStar (Accessed August 2024)
Vacancy Rates Market Asking Rent $PSF/Yr.

0.0%

0.5%

1.0%

1.5%

2.0%

2.5%

3.0%

3.5%

4.0%

4.5%

5.0%
2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023
City of Sierra Madre Trade Area Western SGV Submarket
$22.00
$24.00
$26.00
$28.00
$30.00
$32.00
$34.00
$36.00
2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023
City of Sierra Madre Trade Area Western SGV Submarket
KOSMONT COMPANIES | 60
 City Council / Chamber presentation
 Additional implementation / advisory services:
➢ Assist in developing business expansion, attraction, and retention (“BEAR”) strategies; ➢ Marketing business opportunities at various conferences, including ICSC ➢ Potentially attract interest from other industries, including hospitality (e.g., hotel market demand analysis)

NEXT STEPS
KOSMONT COMPANIES | 61

CITY OF SIERRA MADRE

DOWNTOWN SIERRA MADRE

MARKET ASSESSMENT
MARCH 2025
2301 Rosecrans Ave., Suite 4140
El Segundo, CA 90245
TEL: 424-297-1070 | URL: www.kosmont.com

CITY OF

SIERRA MADRE STAFF REPORT

PUBLIC WORKS SERVICES
DATE: February 24, 2026
TO: Honorable Mayor and City Council
FROM: Eric Lozick, Management Analyst
SUBJECT: CONSIDERATION OF RPOSD “RESTORE” GRANT ALLOCATION STRATEGY FOR BAILEY CANYON AND MT. WILSON TRAIL

RECOMMENDATION
Staff recommends that the City Council:

1. Approve the "Option B" conceptual framework for the allocation of the remaining $150,000 in RPOSD RESTORE Grant funds; and

2. Authorize the Public Works Director to finalize the project scope and execute necessary contracts to complete wildfire recovery improvements consistent with the authorized grant deliverables and the amended performance deadline of June 30, 2026.

3. Adopt Resolution No. 26-21, amending the Fiscal Year 2025-26 Budget to authorize a supplemental appropriation of $200,000 to the Capital Improvement Program for the RPOSD RESTORE grant projects.

ALTERNATIVES

1. Direct staff to pursue “Option A” (Bridge Replacement). This alternative is estimated to exceed the grant balance by approximately $50,000, requiring a General Fund appropriation to cover the deficit.

2. Direct staff to pursue “Option C” (Mt. Wilson Trail Focus). This would allocate all funds solely to Mt. Wilson Trail staging-area grading improvements, leaving the Bailey Canyon Trail and Wilderness Park area unaddressed.

3. Provide alternate directions for the staff.

Consideration of RPOSD “RESTORE” Grant Allocation Strategy for Bailey Canyon and Mt. Wilson Trail February 24, 2026

SUMMARY
Following the January 2025 Eaton Fire, the City of Sierra Madre was awarded $200,000 in grant funding under the Regional Park & Open Space District (RPOSD) RESTORE Program. To date, $50,000 has been used for required engineering, hydrology, and structural assessments conducted by Tetra Tech on the lower portions of each trail. Specifically, these soft costs have funded a structural assessment and hydrology analysis at the Bailey Canyon bridge area, as well as drainage and erosion control specifications for the Mt. Wilson staging area. The City must now allocate the remaining $150,000 in hard construction costs to complete physical recovery by the amended grant performance deadline of June 30, 2026. Engineering estimates indicate that replacing the steel bridge at Bailey Canyon (Option A) would exceed the available grant balance.

Consequently, the Natural Resources Commission and the Community Services Commission have recommended Option B, a resilience-focused approach that prioritizes natural trail crossing, hillside stabilization, drainage improvements, and qualifying improvements to Bailey Canyon Wilderness Park.

DISCUSSION & ANALYSIS
The RPOSD RESTORE Grant funds are regulated by the executed Notice to Proceed (NTP) documents for Project Nos. R76A25 and R76B25. The authorized deliverables for these projects are defined as trail repair and stabilization, drainage and runoff improvements, and replacement of wayfinding. The grant guidelines require that funds be used for tangible, on-the-ground infrastructure recovery directly tied to wildfire impacts.

Commission Review
Staff presented an overview of the RPOSD grant to the Community Services Commission on January 20, 2026, and then to the Natural Resources Commission the following evening. The presentation was organized using three options:

Option A: Replace the bridge from the “Canyon View Nature Trail” to the “Live Oak Nature Trail” loop. Staff consulted with Tetra Tech on the feasibility of replacing the bridge. The consultant indicated that the foundations on each side of the ravine should be replaced and possibly slightly relocated. They provided staff with examples of similar bridges, the costs of materials, and estimates of the engineering required to install the bridge.

Ultimately staff determined that the costs would exceed the $150,000 balance of the grant. It should also be noted that city staff are actively pursuing funding from two other entities to replace the bridge at this time.

Option C: As part of the soft costs of engineering, hydrology, and structural assessments that have been completed, staff are in receipt of a formally civil-engineered plan for the staging area Consideration of RPOSD “RESTORE” Grant Allocation Strategy for Bailey Canyon and Mt. Wilson Trail February 24, 2026

at the base of Mt. Wilson Trail. The plan provides grading specifications to improve the condition of the staging area and to install sheet rainwater runoff features that capture runoff from nearby elevations and direct it to an existing, naturally formed basin to the southwest of the staging area. Construction costs for this grading work are estimated to exhaust the remaining $150,000 of the grant balance.

However, it was determined that a project of this type would yield little benefit to the staging area, as trail volunteers have essentially constructed the proposed design on their own.

Option B: Staff had identified an alternate crossing area (approximately 80 feet south of the bridge area) that could be used to construct a resilient “wet crossing” to connect the “Canyon View Nature Trail” to the “Live Oak Nature Trail” loop. The western slope of the wet crossing area is in very good shape and easily traversable. The eastern slope of the wet crossing area would need some trail installation and at least one switchback. It is estimated that constructing the wet crossing would be considerably less expensive, and the additional funds could be used for improvements. These improvements will address erosion and restore safe passage, consistent with the grant’s trail repair objectives, and will provide hikers with an educational opportunity to observe natural wildfire recovery.

Both the Natural Resources Commission and the Community Services Commission favored option B. Also, members of the Sierra Madre Environmental Action Council attended both meetings and offered to provide a prioritized list of improvements to consider. This list is included with this report as Attachment 2.

To ensure full grant reimbursement, staff have evaluated all proposed improvements against the authorized deliverables and excluded operational expenses and items that fall outside the eligible scope, such as loose hand tools, routine maintenance activities, or storage structures not directly associated with approved trail infrastructure.

Drainage and runoff improvements may include installing engineered swales and related erosioncontrol measures to mitigate post-fire runoff on hillsides. Limited irrigation repairs and revegetation efforts may be incorporated to the extent necessary to support slope stabilization, native plant establishment, and long-term erosion control within the impacted trail corridor, consistent with the authorized drainage and recovery deliverables. Any such improvements would be directly tied to post-fire restoration, not to general landscape enhancement.

Consistent with the grant’s wayfinding component, trail kiosks, interpretive signage, and directional markers may be considered at designated trailhead or trail rest locations to support public access, safety awareness, and environmental education. Fixed seating elements may also be evaluated at appropriate trail nodes to provide rest opportunities for trail users. Any such amenities would be limited to trail-related infrastructure and would not constitute general park beautification.

Consideration of RPOSD “RESTORE” Grant Allocation Strategy for Bailey Canyon and Mt. Wilson Trail February 24, 2026

Staff evaluated additional stakeholder suggestions, including volunteer storage facilities; however, such improvements do not fall within the eligible scope of the executed grant authorization and are therefore not recommended for inclusion at this time.

Community engagement opportunities, including volunteer participation in installing grantfunded native plant materials, may be facilitated to support stewardship and restoration efforts.

No grant funds would be used for event programming, operational costs, or materials unrelated to the approved infrastructure improvements.

This approach allows the City to complete tangible wildfire recovery improvements within the remaining grant balance while maintaining strict compliance with RPOSD eligibility requirements and the amended performance deadline.

STRATEGIC PLAN RELATIONSHIP
This project will advance Sierra Madre’s Strategic Plan in the following sections:

Public Safety, Goal 3: “Manage Outdoor Environment”.

Community Enrichment, Strategy CE 3.2: “Provide Education on Critical Environmental Issues”

ENVIRONMENTAL ANALYSIS
The proposed action before the City Council involves the conceptual approval of a grant allocation strategy and a supplemental budget appropriation. This administrative action is not a "project" subject to the California Environmental Quality Act (CEQA) pursuant to CEQA Guidelines Section 15378(b)(4), as it involves the creation of government funding mechanisms or other government fiscal activities which do not involve any commitment to any specific project that may result in a potentially significant physical impact on the environment. Prior to the commencement of any physical construction, the city will complete and file all appropriate CEQA environmental determinations.

FISCAL IMPACT
The total project budget is $200,000, fully funded by the RPOSD RESTORE Grant. Approximately $50,000 has been expended or allocated for soft costs (engineering and design). The remaining $150,000 balance is available for hard construction costs. The recommended action utilizes the full remaining balance of the grant. There is no fiscal impact on the General Fund associated with this recommendation. Adoption of Resolution No. 26-21 will formally amend the Fiscal Year 2025- 26 Budget, appropriating the $200,000 grant award to the Capital Improvement Program, which will be fully offset by grant revenues.

Consideration of RPOSD “RESTORE” Grant Allocation Strategy for Bailey Canyon and Mt. Wilson Trail February 24, 2026

Approved by:
___________________________
Michael Bruckner
City Manager
Attachment(s):

1. RPOSD RESTORE Grant Guidelines & Amendment No. 1

2. SMEAC Grant Recommendations (Final Draft)

3. West Coast Arborists (WCA) Furniture Proposal

4. Resolution No. 26-21

RESTORE
Program Guidelines
April 2025

RECOVERY AND EMERGENCY SUPPORT FOR

TRAILS, OPEN SPACE, AND RECREATION
Funded by
Los Angeles County Regional Park & Open Space District
RESTORE Program
Guidelines – April 2025 1
Contents
RESTORE Program Guidelines..........................................................................................................2 I. Purpose & Objectives...............................................................................................................3 II. Total Available Funding and Performance Period ........................................................................3 III. Geographic & Wildfire Impact Eligibility ...................................................................................4 IV. Best Fire Management Practices Requirement ..........................................................................6 V. Land Ownership and Deed Restriction Requirements..................................................................6 VI. Application Process and Requirements.....................................................................................6 RESTORE Project Eligibility Checklist.................................................................................................9 Los Angeles County Regional Park & Open Space District
RESTORE Program
Guidelines – April 2025 2
RESTORE Program Guidelines
Recovery and Emergency Support for Trails, Open Space, and Recreation In the wake of the devastating January 2025 wildfires, the Los Angeles County Regional Park and Open Space District (RPOSD) is launching the Recovery and Emergency Support for Trails, Open Space, and Recreation Program (RESTORE) to support recovery, resilience, and access to parks, trails, and open space. RPOSD is committed to ensuring that wildfire-impacted communities are not left behind. RESTORE reflects RPOSD’s mission to equitably invest in the long-term health and accessibility of public lands by supporting local recovery efforts that align with regional priorities and leverage future Measure A funding.

While this investment represents a fraction of the overall need, RPOSD believes that targeted, welltimed investments like those offered through RESTORE can catalyze additional funding and momentum. RPOSD’s role is not only to invest, but to stand alongside our grantees to support recovery, resilience, and the restoration of equitable access to parks, trails, and open spaces for all communities.

Los Angeles County Regional Park & Open Space District
RESTORE Program
Guidelines – April 2025 3
I. Purpose & Objectives
RESTORE will support wildfire recovery and resilience efforts for parks, trails, and open spaces impacted by the January 2025 wildfires (Wildfire(s)). RESTORE aims to:

1. Restore and enhance public recreation lands affected by the Wildfires.

2. Improve climate resilience through sustainable land management and fire mitigation strategies.

3. Increase accessibility and multi-use trail connectivity in Wildfire-impacted areas.

4. Support ecological and cultural restoration efforts in Wildfire-impacted areas.

II. Total Available Funding and Performance Period
RESTORE is funded at $4.25 million from Category 4 of Measure A, distributed as follows: $3M for non-competitive direct allocations to eligible entities based on Wildfire impacts in geographic areas listed in Section III-A; $1M for partnership allocations; and $250,000 for nonprofit landowners. Direct allocation recipients and non-profit landowner recipients are collectively “Eligible Entities.” A. Direct Allocations ($3,000,000 total):
a. $1,000,000 to the City of Los Angeles
b. $1,000,000 to the County of Los Angeles
c. $400,000 to the Mountains Recreation and Conservation Authority d. $200,000 to the City of Malibu
e. $200,000 to the City of Pasadena
f. $200,000 to the City of Sierra Madre
B. Partnership Allocation ($1,000,000 total). Direct Allocation recipients listed above qualify for an additional allocation if they partner with eligible non-profit organizations or a certified Conservation Corps for eligible projects (Partnership Allocations). The Partnership Allocations available for each Direct Allocation recipient is as follows:
a. $350,000 to the City of Los Angeles
b. $350,000 to the County of Los Angeles
c. $150,000 to the Mountains Recreation and Conservation Authority d. $50,000 to the City of Malibu
e. $50,000 to the City of Pasadena
f. $50,000 to the City of Sierra Madre
Los Angeles County Regional Park & Open Space District
RESTORE Program
Guidelines – April 2025 4
C. Nonprofit Landowner Allocation ($250,000 total). This category provides allocations of up to $40,000 per eligible nonprofit organization that owns and maintains publicly accessible land (Nonprofit Landowner).
a. Funds distributed on a first come, first served basis. b. Nonprofit Landowners are limited to one allocation.

The performance period for Eligible Entities begins upon NTP issuance or agreement execution and ends on December 31, 2025. Eligible Entities have until June 30, 2026, to submit reimbursement claims for eligible expenses incurred during the performance period.

III. Geographic & Wildfire Impact Eligibility
To qualify for funding, projects must meet the requirements listed below (A) – (D):
(A) Geographic Nexus Requirement
Eligible Projects (Projects) must be located within areas impacted by one of the following Wildfire incidents (as determined by CalFire Historical Fire Perimeter map: https://www.fire.ca.gov/what-wedo/fire-resource-assessment-program/fire-perimeters): (1) Eaton, (2) Palisades, (3) Franklin, (4) Lidia, (5) Hurst, (6) Kenneth, and (7) Sunset.
(B) Direct Wildfire Impact Requirement
Projects must address one or more of the following:

1. Direct Damage Recovery
The Project site experienced physical damage from the Wildfires, such as:
i. Burned parkland, trails, or open spaces.
ii. Destroyed or severely damaged recreation infrastructure (e.g., buildings, restrooms, bridges, signage, benches).
iii. Erosion or habitat loss due to post-fire effects.

2. Fire Resilience & Mitigation Improvements
The Project enhances the long-term wildfire resilience in the Wildfires area, such as:
i. Fuel reduction and defensible space improvements.
ii. Reforestation and erosion control in post-fire landscapes. iii. Emergency access road creation or improvements within a previously burned area. iv. Strategic firebreak installations to protect recreational areas from future wildfires.

Los Angeles County Regional Park & Open Space District
RESTORE Program
Guidelines – April 2025 5

3. Public Access & Safety Restoration
The Project addresses public safety issues caused by the Wildfires, such as:
i. Restoring ADA-accessible paths damaged by Wildfires. ii. Rebuilding safe trail connections in burned areas.
iii. Removing hazardous trees and debris in recreation areas. iv. Enhancing emergency evacuation routes for public parks and trailheads.

4. Watershed Management and Stormwater Best Management Practices (BMPs) The Project improves watershed resilience and addresses stormwater runoff following fire disasters, such as:
i. Implementing post-fire watershed management techniques to reduce erosion and sedimentation.
ii. Restoring riparian habitats to improve water quality and ecosystem function. iii. Constructing green infrastructure to mitigate post-fire flooding risks. iv. Stabilizing slopes and installing check dams or other stormwater BMPs to control flows after fire events.

While RPOSD recognizes the importance of direct relief and service delivery to impacted communities, programmatic and direct services expenses are not eligible for funding under RESTORE. All expenses submitted to RPOSD for reimbursement must be eligible under the terms and conditions outlined in the Development and Planning & Design grant sections of the Grants Administration Manual (GAM).
(C) Required Documentation for Eligibility
Eligible Entities must provide at least one of the following:

1. Damage assessment report from a public agency or State-licensed professional.

2. Before-and-after maps and imagery showing fire damage.

3. Statement from a relevant public agency confirming the site’s wildfire impact.

4. Fire response reports, evacuation orders, or FEMA/CAL FIRE documentation for the site.

5. Other documentation to the satisfaction of RPOSD.
(D) Category 4 Eligibility Requirement
In addition to the requirement that Projects must be located within areas impacted the Wildfires, Projects must be located in an area consistent with Category 4 of Measure A, including:

1. Regional parks, regional facilities, museums, environmental education facilities, or other cultural facilities.

Los Angeles County Regional Park & Open Space District
RESTORE Program
Guidelines – April 2025 6

2. Multi-use sports facilities, including golf facilities or other community recreational facilities.

3. Multi-use trails, bike paths, equestrian trails, or other connectivity opportunities.

4. Regional, ecological, zoological, geological, archeological, anthropological, paleontological, and cultural sites of countywide significance.

5. Trail or accessibility facilities that connect river, mountain, and urban areas, especially those linking County Parks, State Parks, National Forests, National Recreation Areas, National Monuments, or Canyons and regional/local parks throughout the County.

IV. Best Fire Management Practices Requirement
To ensure resilience and sustainability, Projects must demonstrate that best fire management practices will be utilized, including without limitation:

1. Utilizing fire-resistant native vegetation for reforestation and habitat restoration.

2. Incorporating firebreaks and defensible space zones to minimize wildfire spread.

3. Designing fire-adapted infrastructure, such as fire-resistant building materials for recreation facilities.

4. Enhancing community fire awareness and preparedness through signage and education components.

5. Adhering to CAL FIRE and federal fire management guidelines for post-fire land restoration.

V. Land Ownership and Deed Restriction Requirements
Eligible Entities must demonstrate site control or land access for proposed projects. Title, deed, or property tax records may serve as acceptable supporting documentation.

Projects funded through RESTORE are subject to recordation of a deed restriction. The deed restriction must ensure the funded site remains dedicated to public park, open space, trail, or recreational use for a period consistent with the requirements outlined in the GAM. The restriction must be recorded prior to the final reimbursement of funds.

VI. Application Process and Requirements
Direct allocation recipients (with the exception of MRCA) must apply using the processes outlined in the GAM. The application must include a detailed budget, scope, timeline, clear demonstration of how the project meets RESTORE requirements and supporting documents. Upon approval by RPOSD, a Notice to Proceed will be issued, which authorizes the expenditure of funds consistent with RESTORE and the GAM.

Los Angeles County Regional Park & Open Space District
RESTORE Program
Guidelines – April 2025 7

1. Direct Allocations ($3,000,000 total):
a) Direct Allocation entities will utilize the Master Agreement process which ensures a streamlined and standardized approach for fund distribution while maintaining compliance with RPOSD grant management policies.
b) Up to 25% of Direct Allocation may be used for soft costs. Eligible soft costs include the preparation of tangible work products such as technical studies, cost estimates, conceptual designs, architectural or engineering documents, geotechnical reports, community engagement, and other materials that inform project readiness or implementation. Staff time, overhead, administrative costs, and incidental expenses of the Direct Allocation recipient or any sub-contractor are not eligible for reimbursement.
c) Funds not encumbered by May 30, 2025, may be redistributed at RPOSD’s sole discretion.

HOW TO APPLY (Using the Grants Management System)

1. Go to https://grantfunding.rposd.lacounty.gov.

2. Enter your User ID and password.

3. Click on “Funding Opportunities”.

4. Click on “RESTORE Work Plan” link under the Opportunity Title. (ID #11361)

5. Complete the RESTORE Work Plan and submit.

2. Partnership Allocation ($1,000,000 total).
a) Nonprofit organizations and certified Conservation Corps (Partners) are not eligible to apply directly for RESTORE funding but may be included as partners in applications submitted by Direct Allocation entities under the Partnership Allocation. b) Partnership Allocation funds must be primarily used by Partners, rather than Direct Allocation recipients. However, Direct Allocation entities may retain up to 10% of the Partnership Allocation as an administrative cost to support the contracting, oversight, and reporting responsibilities associated with managing the partnership. c) Direct Allocation entities may only contract with Partners that have a direct mission focus on park restoration, land conservation, trail rehabilitation, or fire resilience. d) Up to 25% of Partnership Allocation may be used for soft costs. Eligible soft costs include the preparation of tangible work products such as technical studies, cost estimates, conceptual designs, architectural or engineering documents, geotechnical reports, community engagement, and other materials that inform project readiness or implementation.
e) With the exception of 2(b) above, staff time, overhead, administrative costs, and incidental expenses of the Direct Allocation recipient or its Partner are not eligible under this program.
f) To ensure accountability and transparency, Direct Allocation entities utilizing Partnership Allocation funding must include a Memorandum of Understanding (MOU) or similar agreement executed by the Direct Allocation entity and the Partner. The agreement must specify the budget, scope, term and timeline of the proposed Project and clearly define the nature of the partnership, including the Direct Allocation entity’s ability to directly contract with the Partner.

Los Angeles County Regional Park & Open Space District
RESTORE Program
Guidelines – April 2025 8
g) Funds not encumbered by June 30, 2025, may be redistributed at RPOSD’s sole discretion.

HOW TO APPLY (Using the Grants Management System)

1. Go to https://grantfunding.rposd.lacounty.gov.

2. Enter your User ID and password.

3. Click on “Funding Opportunities”.

4. Click on “RESTORE Work Plan” link under the Opportunity Title. (ID #11361)

5. Complete the RESTORE Work Plan and submit.

3. Nonprofit Landowner Allocation ($250,000 total)
a) Funds are available on a first-come, first-served basis until the Nonprofit Landowner Allocation is exhausted.
b) Nonprofit Landowners must become eligible through the RPOSD eligibility process defined in the GAM.
c) Up to $40,000 is available per eligible Nonprofit Landowner. d) Funds not encumbered by June 30, 2025, may be redistributed at RPOSD’s sole discretion.

HOW TO APPLY (Using the Grants Management System)
Contact [email protected] to obtain access to the RESTORE Work Plan.

The application process for the MRCA and eligible Nonprofit Landowners requires the submission of an application that includes a detailed budget, scope, timeline, a clear demonstration of how the project meets RESTORE Program requirements and supporting documentation. Upon approval by RPOSD, an agreement will be executed authorizing the expenditure of funds in accordance with RESTORE guidelines and the GAM.

For questions, please contact [email protected]
Project Eligibility Checklist
Required document upload in GMS by grantee
RESTORE Program
RPOSD may request and require additional information if necessary.

Rev. 4/10/2025
B. Direct Wildfire Impact Requirement
Fire Resilience & Mitigation Improvements
Damage assessment report from a public agency or State-licensed professional A. Geographic Nexus Requirement
C. Required Documentation of Impacted Area
D. Facility Eligibility Requirement Projects
Projects must be located within areas impacted by one of the following Wildfire incidents (as determined by CalFire Historical Fire Perimeter map):

Before-and-after maps and imagery showing fire damage
Eaton Fire Palisades Fire Franklin Fire Lidia Fire Hurst Fire Kenneth Fire Sunset Fire Projects must address one or more of the following. Select all that apply:

Direct Damage Recovery
Public Access & Safety Restoration
Watershed Management and Stormwater Best Management Practices (BMPs) Technical Assistance, Project Readiness, and Rebuilding Eligible entities must upload at least one of the following to confirm eligibility of project:

Statement from a relevant public agency confirming the site’s wildfire impact Fire response reports, evacuation orders, or FEMA/CAL FIRE documentation for the site Regional parks, regional facilities, museums, environmental education facilities, or other cultural facilities Multi-use sports facilities, including golf facilities or other community recreational facilities Projects must be located at one or more of the following:

Multi-use trails, bike paths, equestrian trails, or other connectivity opportunities Regional, ecological, zoological, geological, archeological, anthropological, paleontological, and cultural sites of countywide significance
Trail or accessibility facilities that connect river, mountain, and urban areas, especially those linking: County Parks, State Parks, National Forests, National Recreation Areas, National Monuments, Canyons, and Regional/Local Parks throughout the County
E. Land Access & Tenure Requirements
Eligible entities must demonstrate site control or land access for proposed projects.

Proof of land ownership (title, deed, or property tax records) Executed lease or land use agreement with a public land-owning entity F. Partnership Allocation (if applicable)
Memorandum of Understanding (MOU), or similar document signed by authorized representatives from the direction allocation recipient and the Partner
Direct allocation recipients partnering with nonprofits or Conservation Corps must provide:

G. Documents that must be submitted to complete registration Submit the following if applicant is not a current RPOSD grantee:

Proof of Mission: Documentation showing a mission statement that related to nonprofit focus areas Proof of 501(c)3 status: If applicable, also provide Conservation Corps Certification Articles of Incorporation: Documents as files with the State of California 626.588.5060 • [email protected] • RPOSD.LACounty.gov January 2026 SMEAC Recommendations Upgrades to Bailey Canyon Park SMEAC Project List in Order of Priority:
1) Replace and repair all the irrigation valves on the east side of the Park and extend irrigation lines with valves and water taps to the west side of the Park. Add additional water line(s) to run along either or both the northern and southern border areas to allow irrigation of the western portion of the park. It is recommended the line(s) have valves for manual hose and sprinkler watering as well as intermittent 3ft risers for broadcast sprinklers to cover large areas in times of serious drought or fire danger.

The goal is to be able to attach hoses to the spigots and set up oscillating-arm sprinklers when and where needed. In addition, the Park needs broadcasting sprinklers on 3-foot-tall metal risers so that the Park may serve as an irrigated buffer for the homes directly below (south of) the Park. The sprinklers could also be used to wet Park vegetation to discourage ignition in case of a redflag wind event or an outbreak of a wildfire. The sprinklers would be used infrequently—not regularly—for fire prevention, occasional watering of newly established plants/trees, or when the Park’s vegetation is exceptionally dry.
2) Add a shed approximately 6’ X 8 ‘ To the Park’s existing rockexterior bathroom, add an extension of similar materials/appearance on the west or south side with enough capacity to serve as a tool shed for SMEAC garden equipment (wheelbarrows, shovels, garden tools, weed Wacker, hoses, etc.).

Also add an exterior, stainless-steel farmer’s sink on the outside of the building.
3) Invasive Plant Removal in Oak Woodland: remove any non-native plants that may have proliferated after the fire and, particularly, in the outer reaches of the Northeast corner and fence line where a neighboring private property on Oak Crest has improperly planted non-native plants outside their property line and into City park land.

Resource: Arroyos and Foothills Conservancy whose mission is to restore native plant ecosystems where invasives have taken hold or been introduced.
4) Hire an arborist for professional tree trimming in the Park: the large Sycamore at fire ring; China Berry at kiosk area; Sugar and Lemonade Berry shrubbery on the east and south sides of the park. Also, remove the dead and senescent deodars on the West side of the Park, as well as the Carrotwood tree (Cupaniopsis anacardioides) in the northwest corner of the Park. Carrotwood trees are an invasive species and detrimental to native habitats.

Resource: Rebecca Latta Consulting, Glendora 626/272-8444 5) Move Green Waste bin into the inside of Bailey Canyon Park. We are trying to avoid having members of the public put random trash into the green waste (thus the INSIDE request). It could be serviced along with the park trash bins in a way that makes sense with the city given their contracts for such green waste disposal. 6) Restore Trail Map structure (legs & frame suffer rot and insect damage) and add an awning facing south for sun protection for the map. OR Make a complete change of location to an appropriate site on the SOUTH side of the entrance trail facing the North, for the restored structure to avoid all-day sun exposure as occurs presently.
7) Bailey Canyon Native Plant Wilderness Park Plan: short- and longterm plans that center on gradually reducing/phasing out nonnative plants and trees in the park and replacing them with locally native plants, such as those in the east side of the Park. For the west side of the Park, the goal would be to make an oak woodland/chaparral plant community, allowing the young oaks (and existing elderberry trees) room to grow while phasing out the non-native deodars as they reach senescence. Oaks are essential habitat (food, shelter, nesting material) for more than 5000 species of native insects and other animals and are adapted to fire. Oaks store great quantities of water and are fire-resilient, and their canopies can extinguish embers that catch in them. Oaks can resprout after being burned in a wildfire. Contacts: Lisa Novick (Native Plant Specialist), Richard Troche (Native Plant Specialist), Form LA (Native plant Specialists)
8) Rocks from La Canada Rustic Stone (or similar establishment) to outline all the trails in the Park. The rocks should be too big to throw but small enough to move into position along the trails in Bailey Canyon Park. The rocks should be granite to match the existing rocks of the Park.
9) Plant Fast Growing Natives at the southwest end of Bailey Canyon Wilderness Park along WEST fence to provide visual, dust & noise buffer to the Meadows development.
10) Engineer swales to catch beneficial water run-off inside the park:
a) run-off from the back side of the county debris basin that flows south through the center-west open area down to the general drinking fountain area: B) run-off from the county road gutter that veers into the park at its NW corner and turnstile areas and is eroding the park trail; C) run-off down the “access road” to the west of the Matilija patch that drains water and debris directly into the parking lot.

The goal of the swales is to slow, spread and sink the runoff that flows across the Park, so that erosion is controlled and the landscape benefits from greater penetration of rainwater. $200 per linear foot
Log Bench
Height 14-18” tall, 4ft – 9ft
Bark Removed, Sanded, Oiled
+ $50 per bench for log dogs
$250-300 each
Log Stool
(small and large available)
Height 12-18” tall, diam 12-30”
Bark Removed, Sanded, Oiled

West Coast Arborists, Inc. - Street Tree Revival Program Finished Outdoor Benches and Stump Seats

Each product is made from sustainably sourced urban wood and can be made in a variety of wood species. Please inquire for current availability. Delivery available in the Southern California and Sacramento areas.
*Example made from Deodar Cedar.

RESOLUTION NO. 26-21

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF

SIERRA MADRE, CALIFORNIA, AMENDING THE FISCAL
YEAR 2025-26 BUDGET AUTHORIZING A

SUPPLEMENTAL APPROPRIATION IN THE AMOUNT OF
$200,000 FOR WILDFIRE RECOVERY AND RESILIENCE

IMPROVEMENTS FUNDED BY THE REGIONAL PARK

OPEN SPACE DISTRICT (RPOSD) RESTORE GRANT

RECITALS
WHEREAS, following the January 2025 Eaton Fire, the City of Sierra Madre was awarded $200,000 in grant funding under the Regional Park & Open Space District (RPOSD) RESTORE Program (Measure A, Category 4) for tangible recovery and repair of fire-damaged trails and open spaces; and
WHEREAS, the City must allocate and expend the full $200,000 grant award for eligible soft costs and hard construction costs to complete physical recovery by the amended grant performance deadline of June 30, 2026, under Project Nos. R76A25 and R76B25; and
WHEREAS, the City Council desires to implement a resilience-focused recovery strategy for Bailey Canyon and the Mt. Wilson Trail that prioritizes natural trail connectivity, hillside stabilization, drainage improvements, and fire-resilience infrastructure; and WHEREAS, sufficient funding for this specific grant-funded project was not originally included in the adopted Fiscal Year 2025-26 budget, and a supplemental appropriation of the $200,000 grant award is required to meet the procurement and construction timeline needs of the City; and
WHEREAS, the City Manager has certified that sufficient grant funds are available for recognition and appropriation for this purpose.

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

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

SECTION 2. Appropriation. The sum of Two Hundred Thousand Dollars ($200,000) is hereby appropriated to the Capital Improvement Program for the completion of the RPOSD RESTORE grant projects (Project Nos. R76A25 and R76B25), fully offset by the recognition of corresponding grant revenues from the Regional Park & Open Space District.

SECTION 3. CEQA. The City Council finds that this Resolution constitutes a government funding mechanism and fiscal activity that does not involve any commitment to any specific project which may result in a potentially significant physical impact on the environment. Therefore, this action is not a "project" subject to the California Environmental Quality Act (CEQA) pursuant to CEQA Guidelines Section 15378(b)(4).

Prior to the commencement of any physical construction, the City will complete and file all appropriate CEQA environmental determinations.

SECTION 4. Severability. If any sections, subsections, subdivisions, paragraphs, sentences, or phrases of this Resolution or any part hereof or exhibit hereto are 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 City Council hereby declares that it would have passed each section, subsection, subdivision, paragraph, sentence, clause, or phrase hereof, irrespective of the fact that any one or more sections, subsections, subdivisions, paragraphs, sentences, clauses, or phrases be declared invalid.

SECTION 5. Certification. Pursuant to Government Code Section 36932, the City Clerk shall certify the passage, approval, and adoption of this Resolution by the City Council.

SECTION 6. Effective Date. This Resolution shall take effect immediately upon adoption.

PASSED, APPROVED, AND ADOPTED this 24th day of February 2026. __________________________
Kristine Lowe, Mayor
I HEREBY CERTIFY the foregoing Resolution was duly passed, approved, and adopted by the City Council of the City of Sierra Madre, California, at a meeting held on the ____ day of ______, 2026, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAINED:
___________________________
Laura Aguilar, City Clerk