Approved For Use 11/15/16
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.
12.6. Automobile Liability Insurance. Covered vehicles shall include owned if any, nonowned, and hired automobiles and, trucks.
12.7. 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.
12.8. 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 five (5) years after completion of contract work.
12.9. Additional Insured Endorsements. The City, its City Council, Commissions, officers, and employees of South Pasadena 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.
12.10. 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 21 - 13
Professional Services Agreement – Consultant Services
Approved For Use 11/15/16
this Agreement, or to comply with any of the requirements of this section, shall constitute a material breach of this Agreement.
12.11. Notices. Contractor 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 South Pasadena, Attn: Risk Management, 1414 Mission St., South Pasadena, CA 91030.
Telephone: (626) 403-7230.
12.12. Consultant’s Insurance Primary. The 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.
12.13. 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.
12.14. 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.
12.15. Premium Payments and Deductibles. Consultant must disclose all deductibles and 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.
12.16. 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 of this Agreement.
21 - 14
Professional Services Agreement – Consultant Services
Approved For Use 11/15/16
13. MUTUAL COOPERATION
13.1. 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. The Consultant shall be entitled to rely on the accuracy and completeness of services and information furnished by the City and the City’s Consultants, Consultant shall provide prompt written notice to the City if the Consultant becomes aware of any error, omission, or inconsistency in such services or information.
13.2. 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.
14. 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, facsimile 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
H. Ted Gerber
City of South Pasadena
1414 Mission Street
South Pasadena, CA 91030
Telephone: (626) 460-6392
Facsimile: (626) 403-7241
If to Consultant
Emily Duchon
Alta Planning + Design, Inc.
711 SE Grand Avenue
Portland, OR 97214
Telephone: (734) 678-7096
Facsimile: (530) 230-9864
With courtesy copy to:
Andrew L. Jared
South Pasadena City Attorney
Colantuono, Highsmith & Whatley, PC
790 E. Colorado Blvd. Ste. 850
Pasadena, CA 91101
Telephone: (213) 542-5700
Facsimile: (213) 542-5710
With copy to:
Contract Administrator
Email: [email protected]
21 - 15
Professional Services Agreement – Consultant Services
Approved For Use 11/15/16
15. SURVIVING COVENANTS
The parties agree that the covenants contained in paragraph 5.11 (Records), paragraph
10.4 (Indemnification of CalPERS Determination), Section 11 (Indemnity), paragraph
12.8 (Claims-Made Policies), paragraph 13.2 (Consultant Cooperation in Defense of Claims), and paragraph 18.1 (Confidentiality) 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.
16. TERMINATION
16.1. 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.
16.2. Consultant Termination. Consultant may terminate this Agreement for a material breach of this Agreement upon 30 days’ notice.
16.3. 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.
16.4. Remedies. City retains any and all available legal and equitable remedies for Consultant’s breach of this Agreement.
17. INTERPRETATION OF AGREEMENT
17.1. Governing Law. This Agreement shall be governed and construed in accordance with the laws of the State of California.
17.2. 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 express provisions of this Agreement and the provisions of any document incorporated herein by reference, 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.
17.3. 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 21 - 16
Professional Services Agreement – Consultant Services
Approved For Use 11/15/16
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.
17.4. 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).
17.5. 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.
17.6. 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.
18. GENERAL PROVISIONS
18.1. 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.
18.2. 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.
18.3. 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 21 - 17
Professional Services Agreement – Consultant Services
Approved For Use 11/15/16
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.
18.4. Binding on Successors. This Agreement shall be binding on the successors and assigns of the parties.
18.5. 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.
18.6. Time of the Essence. Time is of the essence for each and every provision of this Agreement.
18.7. 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 training. Consultant agrees to post in conspicuous places, available to employees and applicants for employment, the provisions of this nondiscrimination clause.
18.8. 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.
18.9. 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.
18.10. 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.
18.11. 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. 21 - 18
Professional Services Agreement – Consultant Services
Approved For Use 11/15/16
18.12. Venue. The venue for any litigation shall be Los Angeles County, California and Consultant hereby consents to jurisdiction in Los Angeles County for purposes of resolving any dispute or enforcing any obligation arising under this Agreement.
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 South Pasadena
By:________________________________
Signature
Printed:_____________________________
Title:_______________________________
Date:______________________
“Consultant”
Alta Planning + Design, Inc.
By:________________________________
Signature
Printed:_____________________________
Title:_______________________________
Date:______________________
Attest:
By:__________________________________
Desiree Jimenez, City Clerk
Date:________________________
Approved as to form:
By:__________________________________
Andrew L. Jared, City Attorney
Date:________________________
21 - 19
EXHIBIT A
Scope of Work
Alta Planning + Design, Inc. and sub-consultants ActiveSGV, Arroyo Group, AimTD, and Iteris, Inc.
Task 1 – Project Initiation / Kickoff Meeting / Project Management (estimated completion Nov 2022) The Alta Team will work with the City Project Manager to draft a schedule and hold a kick-off meeting with City staff. The meeting will be comprised of key staff members from the City and Alta team. The Alta team will finalize a project schedule within ten (10) working days after the kick-off meeting. The schedule will identify project milestones (tasks) and include time for City staff review of work products throughout the project. The meeting summary will state project goals, objectives and action items.
Deliverables: Agenda; Meeting Summary of Kick-off Meeting; Finalized Project Schedule.
Task 2 – Community Outreach
Mission Street
Before Installation (estimated completion May 2023)
The team will have touchpoints that will build of the work completed per agreed upon schedule at kickoff meeting. Below is a list of the activities planned prior to installation of the 6-month quick build project on Mission Street.
• One (1) Pop-up event to promote the citywide open house and answer questions about project (e.g., at farmers market) – up to two staff members will be present from ActiveSGV. • Door-to-door notification (1) (Mission Street Orange Grove to Fair Oaks) – will be performed by ActiveSGV staff.
• One (1) Project poster/flyer to promote the project and provide information to the public. • One (1) Citywide Open House in-person meeting at a community venue where the Alta team will show the final draft design for community feedback before Council. This meeting will include up to three (3) boards to provide information about the project. The project team will be represented by up to six (6) staff members including members of Alta, ActiveSGV and Arroyo Group.
• Two (2) Community Stakeholder Meetings – These meeting will build upon the outreach completed in 2021. The team will hold up to two (2) community stakeholder meetings with local businesses and other corridor stakeholders. This outreach will include soliciting input on placemaking such as parklets and planters or other programming. o One (1) meeting held in-person at an outdoor venue (e.g, Station Square Park) with canopies, tables, chairs (provided by ActiveSGV).
21 - 20
o One (1) meeting format to be determined (virtual or in-person) – if virtual a PowerPoint will be included.
• Mobility and Transportation Infrastructure Commission (MTIC) Meeting – Prior to the City Council presentation, the Alta team will present the final design to MTIC. • City Council presentation for final design – Attendance at this meeting will include a PowerPoint Presentation. Up to five (5) members will be present from the project team, including Alta, ActiveSGV and Arroyo Group.
During Installation (estimated completion July 2023)
The quick build project itself is a form of outreach as this project serves as a demonstration of a potential final design for Mission Street. Throughout the 6-month installation period there will be multiple opportunities for the community to provide feedback. • On-going input solicitation – The Alta team will collaborate with City staff to create content for a webpage on the City website, outlining project information and establishing a means to collect public input.
• Five (5) Farmers Market Pop-ups – Five (5) pop-up events will be conducted during the installation period of the project. These events will be staffed by up to two (2) ActiveSGV staff persons.
• Questionnaire or Survey – In order to solicit public feedback on the project, a SurveyMonkey digital survey will be prepared, along with a paper survey for outreach at the Farmers’ Market pop-ups.
End of Installation (estimated completion February 2024) Six (6) months following installation, Alta will develop an evaluation report including an assessment of observational design functionality and community input throughout the installation period. • One (1) Community Stakeholder Meeting - The Alta Team will solicit input from corridor stakeholders 6 months following initial implementation to assess how local businesses felt about the program and overall changes to Mission Street
Residential Streets (estimated completion February 2023) ActiveSGV will lead the installation and specific door-to-door outreach along the three Slow Streets corridors (Oak Street, Hermosa Street, and Grand Avenue). This outreach will be conducted by ActiveSGV to inform residents of the installation.
Deliverables: Community Stakeholder Meetings (3); Citywide Open House (1); City Council meeting (1); Pop up events at the Farmers’ market (6); Door-to-door notification (Mission Street Orange Grove to Fair Oaks Ave and the three residential corridors) (4); Project poster/flyer (1); Questionnaire or Survey (1) – digital SurveyMonkey survey and paper survey.
21 - 21
Task 3 – Slow Streets Design + Monitoring
Task 3 Exclusions: No engineering specifications document will be included. All construction information will be shown in directive exhibits, which will be prepared in accordance with the City of South Pasadena standards, NACTO Urban Bikeway Design Guide, and Caltrans Highway Design Manual, Chapter 1000. City of South Pasadena will make any readily available design-related information accessible to Alta. This includes all pertinent improvement plans, "to-scale" drawings, "as-built" plans, utility plans, and/or site improvement plans for the project area, if available. Utility relocation design, and coordination is not a part of this scope. It is assumed that no permits are required for this project as all processing and reviews will be through the City of South Pasadena.
Traffic Control Plans are excluded from this proposal.
3.1: Engineering Drawings for Mission Street (estimated completion May 2023) The Alta team will design traffic calming measures including preparation of 60%, 90%, and 100% directive layout exhibits (1”= 40’; dual panel), including probable material cost estimates at each submittal. These documents include directive layout depicting street names, proposed signing and striping, on-street parking, and “Quick-Build” curb extension and parklet designs. Proposed elements will be shown as well as necessary removals or eradication. The directive layout exhibits will be developed based on Nearmap aerial photography; no topographic survey will be gathered for this project. Alta will also develop probable material cost estimates at each design stage. Exhibits will include dimensions and directives to install the demonstration project improvements.
Alta will review the concept design developed in 2021 and make any necessary design changes to reflect changes over the intervening year. This updated concept will serve as the 30% design. The 60% plans will build upon this 30% design. Any substantive changes reflecting Mobility and Transportation Infrastructure Commission (MTIC) comments form 2021 or later will be incorporated into the 60% plans.
The directive plans will adhere to the latest California Manual on Uniform Traffic Control Devices (CA MUTCD) guidelines, NACTO Urban Design Guidelines, Caltrans Highway Design Manual, Chapter 1000, and any applicable City of South Pasadena standard plans. The plans will be prepared in AutoCAD. This task includes addressing one (1) round of consolidated and non-conflicting comments from the City following each submittal at the 60% and 90% stages. The anticipated sheet count is as follows: Title Sheet (1); Up to three (3) Directive Layout Sheets; Up to six (6) Traffic Control Sheets; Up to one (1) Detail Sheet (Total = 11 sheets).
Following approval of the 90% plans, the Alta team will coordinate materials purchase with the City and the City’s 3rd-party installer of the demonstration project and traffic control company. 21 - 22
3.2: Synchro Modeling (estimated completion May 2023)
The Alta team includes Iteris, who developed the initial traffic study for the Mission Street area. The team will perform analysis of up to five (5) Synchro model scenarios to help assess any potential issues with design alternatives. The Synchro modeling output will help inform the final design of the 6-month installation on Mission Street. As part of this task, Alta will review the previous Iteris traffic study and refer to it as needed during design. This task will include coordination assistance with City Staff and Metro for temporary signal timing changes at the Mission Street/Meridian Avenue signal during the duration of the demonstration project. Iteris staff will review the field equipment including controllers and signal preemption, review existing timing plans, coordinate meetings among Metro and City Staff to ensure standards and implementation needs are met, and develop new timing plans and coordinate the implementation of new timing plans. Up to five new signal timing plans will be developed for potential implementation.
3.3: Parklet Support & Installation Monitoring (estimated completion July 2023) The Alta team (via subcontractor Arroyo Group) will support the Parklet installation by providing high-level exhibits indicating the final location, layout and extents for previously ordered parklet flooring, pots and other furniture elements. Additionally, Arroyo Group will prepare landscaping details for the installation of plant material in the previously ordered pots as well as graphic support imagery for proposed plant materials. The Arroyo Group will also be present on-site to support the installation of the parklets.
3.4 Final Directive Drawings for Residential Streets (estimated completion February 2023) Alta will respond to one final round of comments on the directive drawings for the Residential Slow Streets as developed in 2021. Alta will assess the practicability of the comments and incorporate this feedback where appropriate into a final set of directive drawings and cost estimate. Alta will provide documentation for exclusion of feedback where justified.
Deliverables: 60% Directive Layout Exhibit Plans and Cost Estimate (Mission Street); 90% Directive Layout Exhibit Plans and Cost Estimate (Mission Street); 100% Directive Layout Exhibit Plans and Cost Estimate (Mission Street); Up to five (5) Synchro Modeling Scenarios (Mission Street); Plan exhibits indicating the final location, layout, and extents for previously ordered parklet flooring, pots, and other furniture elements. (Mission Street); Landscape details for installing plant material in the previously ordered pots. Details to include soil types and depths, sub-drainage systems, and plant material types, sizes, and spacing. (Mission Street); Provide graphic support imagery for proposed plant materials. (Mission Street); Final Directive Drawings for the Residential Slow Streets corridors.. 21 - 23
Task 4 – Installation of Residential Slow Streets (estimated completion February 2023) The Alta team will install the residential Slow Street treatment per the December 2021 designs on Oak Street, Hermosa Street, and Grand Avenue. ActiveSGV will lead the installation of the residential streets and conduct outreach before installation per Task 2.
Deliverable: Installation of Residential Slow Streets materials (Oak Street, Hermosa Avenue, Grand Avenue)
Task 5 – Project Evaluation (estimated February 2024)
At the kickoff meeting, Alta will confirm goal-related evaluation criteria for the City. The evaluation methods will be based on the goals of the project. For the residential streets, survey feedback and community input will be used to evaluate those installations. A more robust set of tools will be used to evaluate the Mission Street demonstration project including a survey/questionnaires (scoped in Task
2.1), bicycle and pedestrian counts, and observations of user behavior. The bicycle and pedestrian counts will be conducted by sub-consultant AimTD. In addition to the bicycle and pedestrian counts, motorist speed, volume counts, and an on-street parking utilization count will be conducted. These metrics will help determine the effectiveness of the new design as well as assess parking impacts for businesses in the area.
The Evaluation Memo will synthesize the measurable and observational data gathered throughout the course of the project and will document public support for the types of interventions that are being piloted through the demonstration projects. The Alta team will document community input regarding the changes in street design at stakeholder meeting, survey information gather at farmers’ market and website.
Deliverable: Evaluation Memo; Bicycle & Pedestrian Counts for Mission Street – one 24-hr weekday and one 24-hour weekend day, before and during demonstration (four [4] total counts); Parking Utilization Counts for Mission Street (three (3) two-hour counts on two (2) separate days, before and during demonstration (twelve [12] total 2-hour counts); Speed and Volume Counts – One 24-hour vehicular bidirectional count with speeds, before and during demonstration (two [2] total volume and speed counts).
Task 6 – Project Administration (estimated completion February 2024) The Alta Team will adhere to the project schedules and protocols established in Task 1 at the kick-off meeting. Alta’s Project Manager will regularly report to the City Project Manager, providing email updates and provide monthly invoices and progress reports. If there are any project schedule delays, Alta’s Project Manager and the City’s Project Manager will discuss and agree on strategies to correct and mitigate delay to keep the project on schedule.
21 - 24
Deliverables: Attendance at up to twelve (12) project administration meetings with the City; Monthly Invoices and progress reports; Meeting summaries.
Task 7 – Parklet Design and Use (estimated completion July 2023) Task 7 Exclusions: Cost Estimating, Phasing Strategies, Parking Studies or Management Programs, Surveying (design information based visual observations), Transportation Engineering, Lighting Design, Electrical Design, and Irrigation Design.
7.1: Full Parklet Design Process - Conceptual Design & Options Arroyo Group will create a custom, uniquely South Pasadena branded outdoor dining parklet and/or options for creating a range of other, non-outdoor dining parklet programming directions. • Prepare prototypical parklet designs that feature upgraded temporary improvement ideas and experiences from currently implemented solutions, building on the 2021 work that has been done for the project. All design features would remain moveable or removable in application and may also include new art and placemaking ideas, as well as potential new greening and shading.
• Work with City departments to ensure new parklet designs represent a coordinated approach to safety while also being aesthetically pleasing.
• Solicit and incorporate community feedback using the overall outreach structure and process outlined in Task 2 above. Conduct limited additional community engagement as needed, such as consultations with specific business owners, to create a community-approved parklet design direction.
Deliverables: Up to three (3) enlarged concept plans providing prototypical designs, concept plans will express the proposed layout and arrangement of new temporary elements such as: painting / striping, site furniture, planter pots, artwork / art intent, prefabricated shade structures / umbrellas, protective vehicular barriers, raised / pedestal paving areas, and any other elements needed to complete a comfortable and unique outdoor seating space; One (1) overall concept plan locating parklet prototypes at specific locations with contextual consideration within the framework of the complete project improvements; Support images for key elements and features; Conceptual sections/elevations, as needed, to convey design intent for any vertical Elements; Document research and options studied into alternative protective barrier solutions and aesthetic treatments; Summary report, 11 x 17 format.
7.2: Parklet Use Guidelines
Assist with setting up a permit process for local businesses to be responsible for implementing their own parklets, around the approved standardized design direction. 21 - 25
• Provide a detailed document addressing liability, maintenance, implementing roles/responsibilities, and detailed architectural controls. • A detailed outline of the parklet guidelines document will be prepared including standards and controls needed for this project and to maintain high-level craft and consistent quality for the new parklets across a range of potential implementing parties and staggered installation timings.
• Includes ideas regarding quality control measures, implementation responsibilities, and an overall process for execution of the parklets by local business owners.
Deliverable: Parklet guidelines document.
7.3: Full Parklet Design Process – Detailed Design
Required design documentation for construction bidding and implementation. • Develop conceptual prototype designs to a detailed design level that could then be provided to a Contractor for implementation.
• Provide construction specifications as required.
Deliverables: Up to three (3) Enlarged Layout and Materials Plans, one for each parklet prototype indicating material / element callouts, element layout dimensions, spot grades, and any other information required to convey implementation intent for the parklets; One (1) Furniture Schedule indicating detailed supplier information including specific element model numbers, finishes, mounting types, and other information needed to procure prefabricated elements; Landscape Details, as required, to assist in implementation intent for the parklets; Planting Design / Planting Schedule, as required, with detailed information about plant types, sizes, and layout intent for any parklet planter pots; Technical Drawing Sheets, 24”x36” format; Construction Specifications, CSI 2016 format.
21 - 26
EXHIBIT B
Project Fees
All amounts are paid directly to Consultant, Alta Planning + Design, Inc., and no payments are made to subcontractors.
Payments shall be made on a percent complete basis, where a completed portion of a task, or the entirety of a completed task, shall be invoiced by the Consultant upon approval by the City, in accordance with the below costs.
Total Fee: $232,336.00 (itemization described below)
Direct Expenses: $5,816.00 (components described below) Travel and Printing: $3,000.00
Data Collection including Bicycle & Pedestrian Counts, Vehicle Volume & Speed Counts, and Onstreet Parking Utilization (before & during demonstration – on Mission Street): $2,816.00 Task 1 Fee – Project Initiation / Kickoff Meeting / Project Management: $3,000.00 Task 2 Fee – Community Outreach: $50,500.00
Task 3 Fee: $86,720.00 (components described below)
Task 3.1: Engineering Drawings for Mission Street (Fee = $45,000.00) Task 3.2: Synchro Modeling (Fee = $28,000.00)
Task 3.3: Parklet Support & Installation Monitoring (Fee = $8,020.00) Task 3.4: Final Directive Drawings for Residential Streets (Fee = $5,700.00) Task 4 Fee – Installation of Residential Slow Streets: $30,500.00 Task 5 Fee – Project Evaluation: $16,600.00
Task 6 Fee – Project Administration: $13,200.00
Task 7 Fee: $26,000.00 (components described below)
Task 7.1: Full Parklet Design Process - Conceptual Design & Options (Fee = $12,000.00) Task 7.2: Parklet Use Guidelines (Fee = $8,000.00)
Task 7.3: Full Parklet Design Process – Detailed Design (Fee = $6,000.00) 21 - 27
22 22 - 1
City Council
Agenda Report
DATE: October 19, 2022
FROM: Armine Chaparyan, City Manager ~
PREPARED BY: Mary Jerejian, Management Analyst
ITEM NO.
SUBJECT: Presentation of a Citywide Operational Status Update Recommendation
--
It is recommended that the City Council receive a monthly Citywide operational status update.
Background
The City's Strategic Plan for 2021-2026 highlight was adopted by City Council on December 15, 2021. The overarching goals within the Strategic Plan include:
1. Develop and Implement Strong Fiscal Policies to Ensure a Resilient Financial Future;
2. Create a Strong Ec_onomic Development Strategy to Strengthen Local Business;
3. Develop a Comprehensive Emergency Preparedness Plan to Ensure Public Safety through Active Response and Recovery Efforts;
4. Enhance Community Sustainability through Investment in Infrastructure and Environmental Management Programs;
5. Plan for Affordable Housing to Comply with State Mandates and Respond to Community Needs; and
6. Enhance Customer Service through Innovation to More Effectively Respond to Community Priorities.
In conjunction with the 2021-2026 Strategic Plan, the City Council adopted the 2022-2023 Fiscal Year Budget, which focuses on improved policies and procedures, re-establishing the City's Capital Improvement Program, re-sizing the organization in regard to recruitments, and continuous improvements in providing City services to the community.
Included in the Adopted Budget are Key Performance Indicators (KPls) for each department that will quantify the City's accomplishments as a part of the 2022-2023 Fiscal Year.
Presentation of a Citywide Operational Status Update
October 19, 2022
The Strategic Plan, Fiscal Year 2022-2023 Budget, and Key Performance Indicators are the guiding documents to identify and prioritize City goals, projects, and dedicate resources to them.
Additionally, the City’s Finance Ad Hoc Committee, was formed in September 2020 to review the Fiscal Year 2020-2021 Budget, the Annual Comprehensive Finance Report (ACFR) for Fiscal Year 2018-2019, and the address concerns of oversight and management of the City’s budget process under the purview of previous administration at City Hall. The Ad Hoc Committee submitted a report of their findings at the June 15, 2022 City Council Meeting, and further discussed at the August 17, 2022 City Council Meeting. One of the recommendations was to provide quarterly updates to the Finance Commission and City Council. The City has committed to quarterly updates and looks to implement monthly updates in early 2023.
During City Council’s deliberation of the report, the City Council directed staff to review department policies across the board. This element will be included as part of all department assessments. Department assessments which are being conducted by thirdparty qualified consultants, will include analysis of:
1. Operations;
2. Staffing;
3. Resources;
4. Workload and Output; and
5. Policies
As a part of addressing concerns of oversight and management, the City Manager’s Office is presenting monthly operational updates to City Council.
The first operational status update was presented on September 21, 2022. Staff solicited feedback from City Council, and have adjusted the format of the operational update to include:
• A graph highlighting recruitments across every department • A graph highlighting department assessment updates from each department In addition to these graphs located within the staff report analysis section, there will be an attachment regarding projects and action item updates from each department related to Strategic Plan goals and Key Performance Indicators, along with the Finance Department’s update on Performance Measures.
Analysis
According to the quarterly Strategic Plan update that is also presented to City Council tonight, the City has completed approximately 50% of the Strategic Plan, and 50% is in progress. There are currently 29 open recruitments citywide, 4 with signed offers as of October 13, 2022. Of those signed offers, 3 are full-time positions, and 1 is part-time. 22 - 2
Presentation of a Citywide Operational Status Update
October 19, 2022
Department Assessment Updates
Department Assessment Status Next Steps
Management Services
• City Clerk Assessment
• Human Resources
Assessment
• Information Technology
Assessment
• City Clerk Assessment:
Completed August 16,
2021.
• Human Resources
Assessment is underway
and consultant
recommendations have
been provided to the
Department.
• Information Technology
Assessment: In progress.
• City Clerk Assessment:
Recommendations in
progress.
• Human Resources
Assessment: Consultant
recommending changes to
Personnel Rules and
Regulations and HR
Policies.
• Information Technology
Assessments:
Recommendations will be
provided when assessment
is complete.
City Manager’s Office (Diversity
Equity, Inclusion, and
Belonging Assessment)
Completed June 30, 2021. Implementing recommendations
from the assessment are ongoing.
Finance Department Not Commenced. Following the Finance Director and Deputy Finance
Director/Controller position, an
assessment will be conducted of
the Finance Department. The
assessment is anticipated to
commence March 2023.
Community Services Assessment has launched and
is in progress.
The consultant interviewed the
City Manager and Deputy City
Manager on October 6, 2022,
along with the Community
Services Department Director. A
focus group was conducted by the
Community Services Commission
on October 10, 2022, and the
Commission provided feedback.
City Council interviews are set for
November 2 and 16, 2022.
Community Development Not initiated due to vacancies
and existing workload in the
department.
Staff anticipates soliciting a
consultant in Fiscal Year 2023-
2024.
Public Works Completed Fall 2021. The assessment indicated the need for additional staff, and the
management of department work
22 - 3
Presentation of a Citywide Operational Status Update
October 19, 2022
flows associated with its number
of public commissions and
meetings.
Council approved re-organization
of department resulting in the
creation of job classifications for
Transportation Program Manager,
two Management Analysts, and
consolidation of one Deputy
Public Works Director.
Staff will return to City Council in
the near future to request
approval of the consolidation of
two positions to one Facilities and
Parks Supervisor position, and
creation of a new Senior
Maintenance Worker position in
the division. The request will also
finalize the job description for the
Transportation Program Manager.
Police Department In Progress. A community working group reviewed and revised the Request
for Proposal (RFP), and it was rereleased on September 29, 2022 to solicit more competitive bids for
consideration. The closing date
for the RFP is on October 31,
2022.
Fire Department In Progress. Staff is in the process of drafting an RFP.
During the discussion of the first Operational Status Update presented at the September 21, 2022 City Council meeting, City Council directed the City Manager and staff to include an element of reviewing policies in all future department assessments. Department operations assessments will include the analysis of staffing levels, resources, work flows and outputs, policy review and general recommendations for improvements and next steps.
22 - 4
Presentation of a Citywide Operational Status Update
October 19, 2022
Recruitment Updates
Department Recruitments Status of Recruitments
Community Development Community Improvement
Office and Planning Counter
Technician.
The first round of interviews for the
Public Counter Technician and
Community Improvement Officer
are being scheduled. The Senior
Management Analyst (Housing
Division) will begin employment on
October 17, 2022 and Deputy
Community Development Director
is scheduled to begin on November
7, 2022.
Community Services Recreation Leader positions in
the Recreation Division and in
the Senior Center, and
Management Analyst for the
Transit Division.
Interviews took place on
September 29, 2022, and offers
were extended to two Recreation
Leaders for the Recreation
Divisions, and another two
extended to candidates for the
Senior Center.
Finance Department Finance Director and Deputy
Finance Director/Controller.
A conditional offer for the Deputy
Finance Director/Controller position
was accepted on October 3, 2022,
and the candidate is undergoing
the background process.
Recruitment for a Finance Director
continues. The City Manager’s
Office has been working with
Peckham & McKinney over the last
couple of months on a recruitment
and permanent placement of the
Finance Director position. Eight
candidates applied, and after a
screening process, two candidates
were invited to meet with the City
Manager, Deputy City Manager and
Interim Finance Director. One
candidate was offered the position,
and they accepted, but their current
employer countered the offer with a
promotional opportunity for a
Director position, and the candidate
decided to take the Director
22 - 5
Presentation of a Citywide Operational Status Update
October 19, 2022
position at their current agency.
The City Manager’s team continues
strategizing efforts, as many
agencies are recruiting for the
same positions, and want to ensure
that the permanent Director is the
best candidate for South
Pasadena. We are working on
placing an Interim Finance Director
to begin on October 24, 2022, and
their onboarding will be followed by
the onboarding of the Deputy
Finance Director/Controller in early
November.
Fire Department Firefighter/Paramedic,
Firefighter/Paramedic (lateral),
Fire Engineer promotional.
Staff is interviewing 22
Firefighter/Paramedic applicants on
October 5 and 6 (10 entry level and
12 lateral applications). Fire
Engineer promotional exam is
scheduled for early November
2022.
Library Full-time librarian for Adult and
Digital Services, Part-time
Clerk II, Part-Time Aide.
The full-time Librarian for Adult and
Digital Services position was filled
on September 26, 2022. Interviews
for the promotional part-time Clerk
II vacancy are underway, and
interviews for the Part-Time Aide
are being scheduled.
Management Services Deputy City Clerk. The Deputy City Clerk position opened on September 26, 2022.
There are currently 31 applications
that have been submitted to Human
Resources. The position will close
on October 24, 2022.
Police Department Police Assistant, Police Cadets
(3), Police Officers (3).
The Police Assistant position has
been filled. One Police Cadet was
hired and two Police Cadets are
currently in the background
process. A third recruitment for the
Police Cadet will open next week to
fill the remaining three vacancies.
22 - 6
Presentation of a Citywide Operational Status Update
October 19, 2022
Four candidates are in the
background process for the Police
Officer position, and there are
currently six vacancies.
In addition, the Police Department
has four police officers out with
long-term injuries, and are
operating with a deficit of 27% in
sworn staffing levels.
Public Works Maintenance Assistant,
Facility/Parks Supervisor,
Senior Water Production and
Treatment Operator, Water
Utility Worker II, Senior
Maintenance Worker,
Electrician, and Parks
Maintenance Worker.
There is an active recruitment
process for Electrician Maintenance
Worker. Two candidates accepted
the two Management Analyst
positions, and began on September
26, 2022. The Electrician and Parks
Maintenance Worker position is
pending City Council approval
and/or review with the Employee
Association prior to Human
Resources beginning a recruitment.
2 4
2 3
1 4
6 7
Recruitments by Department October 2022
Community Development Community Services Finance
Fire Library Management Services
Police Department Public Works
22 - 7
■
■
■
■
■
■
■
■
Presentation of a Citywide Operational Status Update
October 19, 2022
Fiscal Impact
There are costs associated with various elements referenced in the operational status updates within this report. Each department is responsible for paying for their respective assessments. All department assessments with their respective recommendations will be brought individually to City Council with fiscal impacts.
Attachments:
1. Citywide Updates Chart
2. Finance Department Performance Measurements
3. Key Performance Indicators from Fiscal Year 2022-2023 Adopted Budget 22 - 8
ATTACHMENT 1
Citywide Project Updates Chart
22 - 9
Citywide Project Updates
Department Major Projects- October 19, 2022
Department Project(s) Status Next Steps
Community Development Housing Element,
General Plan, and
Downtown Specific
Plan
A 3rd draft of the Housing Element
was submitted to HCD on
September 15, 2022.
The General Plan and Downtown
Specific Plan are in progress and
being reviewed for consistency with
the Housing Element.
A response on the 3rd Draft Housing
Element is expected from California
Department of Housing and Community
Development (HCD) by October 31,
2022.
Community Development Electronic Permitting
System
Four firms submitted and were
interviewed by a Review Committee
in Sept. 2022.
Award of contract is expected to be
taken to City Council by Dec. 2022.
Community Services CivicPlus Software
Updates
A fully executed agreement has
been sent to CivicPlus.
Staff will work with CivicPlus met with
Thursday, October 13, 2022 to create an
implementation timeline.
Community Services Assessment of
Existing Contracts
with Facilities
Terms for the tennis facilities will be
discussed on October 19, 2022.
Staff will work with the City Attorney’s
Office on next steps out of the closed
session discussion.
Community Services Co-Sponsorship
Event Application
and Process
Review by Department Heads is in
progress, and a revised document
was presented at the October 10,
2022 Community Services
Commission meeting.
The Community Services Commission
gave direction and recommendations to
staff. Staff will include these
recommendations in the document.
Staff is planning a community
engagement with the current cosponsored organization to obtain their input on the policy.
City Manager’s Office Economic
Development
The department will be launching the
City’s Guide to Doing Business and
Fall Quarterly Major Developments
and Projects Newsletter at the
Business Networking Event that will
be on October 12, 2022 from 8:30
The Economic Development team will be
expanding business support
programming and is exploring ways to
conduct more outreach to our business
community.
22 - 10
AM – 10:30 AM at the Library
Community Room.
City Manager’s Office Communications
Analysis
The department is preparing a
Communications Analysis to track all
communications tools in the City to
better understand our outreach
efforts, and how to improve these
efforts.
The department will be working closely
with other departments at the City’s
Interdepartmental Communications and
Engagement Team (ICE-T) to create a
standardized communication plan for
programs and events.
A community communications survey will
launch soon, to solicit input on
communications strategies.
City Manager’s Office Social Services Social Services Task Force Following the implementation of the
City’s Sundowntown Resolution
passed in early 2022, the City will be
hosting its first Social Services and
Social Justice Forum on November
9, 2022 at 5:00 PM in the City
Council Chambers.
Mobile Crisis Program Media DayOctober 26, 2022 at 10:00 AM in the City Council Chambers.
The City Manager’s Office has
established a Social Services and
Mental Health Task Force comprised of
all service providers, faith based
community and community partners that
serve South Pasadena. The group
meetings on a quarterly basis, and held
its third meeting on September 29, 2022.
Staff is working with the Social Services
Task Force, Social Justice groups,
community groups and members of the
public to plan for this event. Service
providers, social services and veterans
resources will be on site and available.
Press release, communications and
invitation to follow.
City Manager’s Office is working with the
San Gabriel Valley Council of
Governments to plan for and host a
press conference and media day to
promote the launch of the Mobile Crisis
22 - 11
Program and Supplemental Outreach
Team.
Finance Department Finance Policies and
Procedures
The City Attorney will be reviewing
the current emergency purchase
provision to ensure that it is
appropriately stated.
The item will be brought back for a 1st
reading in November 2022.
Finance Department Bank Reconciliations Bank Reconciliations are complete through July. Staff is currently
working on August.
The department will complete the bank
reconciliation within 30 days after the
month ends.
Finance Department Time Clock Plus
(TCP) In-house
Payroll Process
TCP completed in-person training
the week of September 19, 2022.
City Manager and Police Department
staff are working together to review
the set-up of the public safety
personnel scheduling module.
Future training will be performed by
Finance staff at the request of the
departments.
Public safety personnel will transition to
scheduling system that ties in to TCP.
Finance Department Monthly Investment
Reports
Current and on schedule. The department will continue to provide timely submissions to the City Council.
Finance Department Audit The audit is set to begin on
November 21, 2022. This is six
months earlier than the last year.
The department will prepare all
necessary year-end schedules for audit.
Fire Department CERT Trainings The department is hosting basic CERT training on October 1,
October 9, and October 16, 2022.
Approximately 20 community members
are currently signed up, but the
department encourages more
applications to contact the Fire
Department if they are interested.
Fire Department Emergency
Operations Plan
The department has presented the
draft Emergency Operations Plan to
the Public Safety Commission and
Natural Resources Environmental
Commission. Several meetings have
also been hosted with various City
stakeholders.
The department will present the
Emergency Operations Plan to the City
Council for adoption. The date for this
presentation is tentatively for the
December 7, 2022 City Council Meeting.
Fire Department Local Hazard
Mitigation Plan
The department has awarded a
contract to a consultant to assist in
the process. Several stakeholder
The department will continue to meet
with required stakeholders and bring the
draft plan to the City Council in early
2023.
22 - 12
meetings have taken place and will
continue through the end of the year.
Library Library Strategic
Plan
The Library Strategic planning
process for 2023-2027 has been
underway since June. The
consulting team has been on-site
twice and gathered input from the
community and from staff through an
online survey and in-person
sessions with staff, public, and the
Strategic Planning Advisory
Committee.
In early October, senior Library staff
worked with the consulting team to
review a new mission statement,
strategic focus areas, and related
goals and tasks. Resource readiness
was considered, i.e., how
equipped/ready are current facilities,
technology, and staffing to support
goals and tasks. The consulting
team made a presentation to the
Library Board of Trustees on
October 13, 2022.
Staff have reviewed and analyzed all
1,061 comments that were collected
from the online survey.
The consulting team will complete the
Goal Setting and Visioning phase of the
process, including identifying
performance measures related to goals
and tasks, and will embark on the
Strategic Plan Development phase. A
final Strategic Plan document will be
delivered by the end of the calendar year
and will be presented to City
management, the public and the City
Council
Library Library Special Tax The question of extending the Library Special Tax will be put to the
voters in November, 2022 as
Measure LL. Library staff have
prepared a Frequently Asked
Questions (FAQ) document about
the Special Tax. The FAQ are also
Residents will vote on Measure LL at the
November 8, 2022 General Municipal
Election.
22 - 13
available on the Library’s website.
Educational outreach about the
Library’s programs and services
generally is underway.
Management Services November 8, 2022
General Municipal
Election
In progress. City Clerk’s Office is working with the
County of Los Angeles and City staff to
secure Vote Centers for the Election.
Management Services Board, Commission,
and Committee
Vacancies
In progress. City Clerk’s Office will work to fill
vacancies within the coming months to
ensure that all advisory bodies have a
quorum.
Management Services Public Records
Requests
In progress. City Clerk’s Office is actively working to fulfill outstanding public records requests
and establish process improvements to
ensure timely responses.
Police & Public Works Electrification Participation Agreements approved by City Council.
Council provided direction to move
forward with the implementation of public
safety electric vehicles and the
supporting electrical charging
infrastructure at City Hall, partnering with
Southern California Edison. Council also
directed staff to enter in an agreement
with the Clean Power Alliance to develop
a solar and battery backup system
adjacent to City Hall.
Public Works Leaf Blower
Ordinance
Implementation began on October 1,
2022, but enforcement will not begin
until early 2023 to increase
community outreach and to align
with availability of grants or subsidy
programs for residents and
businesses.
Staff will continue to conduct outreach
and marketing on the ordinance.
22 - 14
22 - 15
ATTACHMENT 2
Finance Performance Measures
22 - 16
South Pasadena Finance Department
PERFORMANCE MEASUREMENTS- October 19, 2022
Measurement
Unit of
Measure
Type of
Indicator Status
Accounting Management
Complete Bank Reconciliations by 20th Day of
Month % Effectiveness Completed June 2022.
Cash Bank Deposit 1x or 2x Per Week % Effectiveness Current Electronic Bank Deposit Every Day % Effectiveness Current Unmodified or "Clean" Audit Opinion Obtained
for CAFR Yes/No Effectiveness
Audit scheduled for
November 21, 2022
Number of Audit Findings # Efficiency
Reduction of findings
from seven to four
Award Received for ACFR Reporting
Excellence Yes/No Effectiveness
Application due January
31, 2023.
State Controller's Report Filed on timely basis
(1/31) Yes/No Effectiveness Will meet deadline
Metro, Gas Tax Audits Completed on Schedule Yes/No Effectiveness Due November 4, 2022.
Payroll tax quarterly reports timely filed for
State (DE9/DE9C)/Federal (941) % Effectiveness Will meet deadline Financial Reporting to Decision Makers
Distribute Monthly GL Revenue/Expenditure
Reports to depts. by 15th of month % Effectiveness Monthly assignment Present Quarterly Financial Reports to City
Council in October, May and August Yes/No Effectiveness Agendized for October 5,
2022, February 1, 2023
and May 3, 2023.
Present Midyear Report to City Council in
February Yes/No Effectiveness
Successfully completed
March 2022
Include 5-Year General Fund Financial
Projection in Midyear Report Yes/No Effectiveness
Successfully completed
March 2022
Treasury Management
Present City Treasurer's Monthly Investment
Report to City Council every month % Effectiveness Current Present City's Investment Policy to City Council
in November 2022 Yes/No Effectiveness
To be agendized for
November 16, 2022
Average Portfolio Par Balance $ Workload
Included in Investment
Report
Variance Between City Portfolio and LAIF Book
Rates of Return City Higher or (City Lower) % Effectiveness Included in Investment
Report
Budgetary Management
Adopt Annual Budget in June Yes/No Efficiency
Budget Calendar for 22-
23 to come out in
December.
Include 5-Year General Fund Financial
Projection in Proposed and Adopted Annual
Budget Yes/No Effectiveness
Successfully completed
June 2022
22 - 17
Information Technology
Complete Implementation of TCP Third-Party
Electronic Timecard System by November 30,
2022 Narrative Effectiveness In Process
Attendance at Spring brook Annual Conference
by 2 Department Employees Each Year Yes/No Efficiency Planned for 22-23 Contracts and Purchase Orders Management
Electronic Encumbrances Established for All
Contracts and Purchase Order Having Value
Greater than current policy limit Yes/No Efficiency Already implemented Payroll Management
Annual Covered Payroll * $ Workload Stated in budget.
Distribute W2s per IRS guidelines Yes/No Effectiveness
Successfully completed
in 2022
Accounts Payable
Complete Warrant Register With Inclusion of
All Properly Prepared Payment Requests % Effectiveness Bi-monthly task Business Licensing
Number of Licensing Accounts # Workload To be stated in budget Percentage of Licensing Accounts Paid
Electronically % Efficiency To be stated in budget
Utility Billing
Number of Water Accounts # Workload To be stated in budget Percentage of Water Accounts Paid
Electronically % Efficiency To be stated in budget
* = Detailed in Annual Budget
22 - 18
ATTACHMENT 3
Key Performance Indicators
22 - 19
CITY OF SOUTH PASADENA CITY MANAGER
ADOPTED BUDGET | FISCAL YEAR 2022-23 48
Key Performance Indicators
The City Manager’s Team is focused on improving the quality of life for residents, businesses and employees. With the move of Economic Development to the City Manager’s Office, the City Manager’s team is redefining community outreach and engagement, business support and service. A commitment to Strategic Plan goals and active legislative efforts ensure furthering the community’s priorities while protecting and preserving quality of life in South Pasadena.
Public Engagement/ Community Outreach
Establish and implement a targeted Community Outreach Program, including:
150-300 photos of the City, and Departments for marketing and documents by FY2022
1,000 new followers across social media by the end of FY2022 5,000 Neighborhood Pulse subscribers by FY2022
Explore creation of a City app for civic engagement, service requests and programming
Create a new City website that is user-friendly, current and well-maintained Strategic Plan Quarterly Updates
Track communications outreach by assessing tools used to conduct outreach, tracking spending on such tools, and sharing impact and metric reports to City Council
Economic Development
Develop and launch and Economic Development program:
Business Concierge Service Program, including business visits and business review sessions with interdepartmental Economic Development Team Create a ‘Guide to Doing Business in South Pasadena’
Branding and marketing plan
Host two business networking events in 2022
Establish and Prioritize Healthy Workplace Culture
Establish Citywide internship and professional shadowing programs Host quarterly Mid Manager’s Meetings
Plan and Host City Open House Event
22 - 20
CITY OF SOUTH PASADENA MANAGEMENT SERVICES
ADOPTED BUDGET | FISCAL YEAR 2022-23 63
Key Performance Indicators
The Management Services Department oversees the Human Resources and Risk Management Division, the City Clerk’s Office, and Information Services. The department is focused on effectively centralizing management of citywide grants and contracts, establishing and implementing the Grants Manual and Policy Document, hosting monthly grant meetings with all Departments to ensure compliance and provide training, providing secure and reliable technological infrastructure for the City by completing and implementing initiatives in the Technology Master Plan, and updating administrative policies.
City Clerk’s Office
Enhancing Customer Service through Innovation
Continue to update and improve the City Clerk’s webpage to provide quick access of information and accountability insuring public transparency on a quarterly basis, or as necessary changes to content arises
Host and Record 2 trainings for Staff for Agenda Process Host and Record 2 onboarding trainings for appointed elected officials, including Commissioners and Staff Liaisons
Host Commissioner Congress
Continue to provide exemplary customer service, keeping in mind the diverse population we serve
2022 General Municipal Election
Successfully coordinate with the County for the City General Municipal Election in November
Utilize Records Management Systems to Account for and Maintain Citywide Records Implement City's Records Retention schedule and host 2 trainings for staff Host Quarterly Records Clean Up Day, citywide, to include review of physical and electronic records
Track and report on Public Records Act (PRA) Requests to the City Council on a monthly basis
Human Resources and Risk Management
Organizational Culture
Update Personnel Policies, Rules & Regulations
Building an Employer brand to attract and retain top caliber candidates Develop organizational culture framework
Enhance diversity, equity and inclusion (DEI) initiatives Employee Experience (EX)
22 - 21
CITY OF SOUTH PASADENA FINANCE
ADOPTED BUDGET | FISCAL YEAR 2022-23 74
Key Performance Indicators
At the Finance Department, we strive to work efficiently and effectively. In the past few years we have launched various projects that will be in full effect this year.
Workflows
In Fiscal Year 2021-2022, the Accounts Payable and Receivable functions became completely digital via a workflow process. This cuts down staff time significantly, as well as streamlines a previously strenuous process. It also falls in line with the City’s environmental strategies by reducing the amount of paper used.
Payroll
The Finance department has taken on the magnanimous task of in-house payroll. This allows staff to have more autonomy over their payroll. We endeavor to make this process more efficient, therefore time and attendance procedures are currently being developed.
In FY 2022-2033, our goal is to successfully launch the Time and Attendance portion of payroll utilizing Time Clock Plus.
Records
Finance converted document retention procedures to a digital format. In previous years, all documents were only paper copies. We have invested time into scanning and converting documents to a digital platform in order to have quicker access. This allows the department and the City to respond to inquiries quicker in the future. We continue to change all paper documents into a digital and/fillable form to continue these procedures.
Enterprise Resource Planning Upgrade
Finance currently utilizes a software called Springbrook for its accounting needs and resources. This year we plan to take this software to new heights by enrolling in the Cloudbased system. This will allow the department to generate new reports and improved reports. As well as adding a layer of security to our financial data in the event of a natural disasters.
Bank Reconciliation
Bank reconciliations shall be completed 30 days after the previous month end and no later than 45 days.
Annual Audit and ACFR
The audit shall commence in November with the completion of the audit no later than January of the following year. The Annual Comprehensive Financial Report (ACFR) shall be completed and submitted to City Council in March following the prior fiscal year. 22 - 22
CITY OF SOUTH PASADENA POLICE
ADOPTED BUDGET | FISCAL YEAR 2022-23 89
Key Performance Indicators
The South Pasadena Police Department meets the needs of the community by providing professional services to safe guard the city in crime prevention. Community outreach is accomplished by active patrols, educational programs, and social media through the City’s website. The Key Performance Indicators (KPI) for the department demonstrate the need to quantify its information in a concise and articulate manner.
Computer Aided Dispatch and Record Management System (CAD/RMS) On March 22, 2022, the Motorola Flex System went into effect to bring the South Pasadena Police Department into 21st century of law enforcement The system incorporates a new Geographical Information System (GIS) that decreases the officer response time from time of dispatch
The CAD decreases response time to 911 calls for service All calls for service can be tracked in a detailed report as to the initiation of a call, time of response, and length of duration. This information can be tabulated in an annual report to the City Council
The Records Management System capabilities unite several departments, patrol, detectives, and records division into a simultaneous report flow limiting human input errors The increase in information capture enhances the departments efficiency and provides an increase in details on a monthly basis
The South Pasadena Police Departments Assessment of 2022 The Request for Proposals have been completed and the selection process has begun The chosen firm will evaluate the separate bureaus of patrol, detectives, dispatch, traffic, records, and administration to examine work flow of each bureau and provide input to increase efficiency to the department as a whole
Racial and Identity Profiling Advisory (RIPA) AB 953
The South Pasadena Police Department RIPA statistics began compilation on January 1, 2022, and submitted to the Department of Justice in April, 2023 The RIPA statistics shall include:
o Stop Data Demographics
o Calls for Service
o Actions Taken During Stop by Officers
o Result of Stop
o Tests for Racial/Ethnic Disparities
o Use of Force Analysis
o Report-Specific Analyses
Enhanced Community Needs Outreach Via Mobile Crisis Outreach Unit Increase City’s outreach efforts with a contracted partner Provide dedicated response to individuals experiencing mental health crises Track and report data regarding number of referrals for mental health and addiction treatment, along with placements aimed towards permanent housing for those experiencing homelessness
22 - 23
CITY OF SOUTH PASADENA PUBLIC WORKS
ADOPTED BUDGET | FISCAL YEAR 2022-23 143
Key Performance Indicators
The Public Works Department is committed to improving public engagement and community access to project and program information in Fiscal Year 2022-2023. In addition to completing a department reorganization and recruitment of critical positions, Public Works will implement quarterly newsletters and website project updates to communicate its many endeavors to City stakeholders.
Public Works Administration & Engineering
Fulfillment of up to 2,000 service requests annually. Process 500 permits for encroachment, excavation, tree replacement, etc.
Water & Sewer Infrastructure
Produce sufficient water for South Pasadena, approximately 4,000 acre-feet annually.
Replace 50-100 meters, 10-12 fire hydrants, and 5-8 water service lines annually. Remove and replace up to 1,000 linear feet (LF) of water main pipelines. Collect 6,200 meter readings monthly.
Perform at least 10 area leak detection inspections to identify and repair leaks Monthly sewer inspection and maintenance program.
Street & Sidewalk Maintenance
Track repair and replacement of City sidewalks, curbs, and gutters. Track repair of street potholes.
Track replacement of damaged asphalt.
Street/Median Trees & Parks Maintenance
Plant 80-100 trees annually.
Increase outreach and education programs regarding landscape & trees maintenance to quarterly.
Facilities & Street Lights
LED light conversion for up to 50 street, park, and field lights annually.
Environmental Programs & Sustainability
Increase water conservation rebate programs utilization by 25%. Provide 3 demonstrations and 2 citywide utility bill inserts/mailings promoting electric leaf blowers.
Explore hosting quarterly eco-events focused on water conservation and landscaping.
22 - 24
CITY OF SOUTH PASADENA LIBRARY
ADOPTED BUDGET | FISCAL YEAR 2022-23 159
Key Performance Indicators
The Library’s main focus early in the 2022-2023 fiscal year is to complete its 5-year strategic planning process and to engage in education and outreach in support of the Library Special Tax measure that will be on the ballot in November, including the publication of a new library information brochure.
If the budget request for a full-time support services librarian is approved, the department will engage in a reorganization of roles and responsibilities in the Support Services division, and in documenting and revising the division’s policies, procedures and workflows.
Special projects for 2022-2023 include replacing the Library Patio tables and benches, launching a laptop lending kiosk, implementing a materials acquisitions module in the Integrated Library System (ILS), and launching the Library of Things lending program.
Outreach
Add 500 people to the Library’s e-newsletter recipient list Conduct 15 SPUSD and private school class visits at the start of the school year Operations
Review and revise 4 administrative policies
Add 4,500 new items to the collection
Rent the Community Room 20 times annually
Programs & Services
Exceed 12,000 visitors per month on average
Lend 20,000 items per month on average
Present at least 8 programs for adults, such as book discussions, author talks, hands-on crafting, concerts, and films
Exceed program attendance of 4,000 individuals annually 22 - 25
CITY OF SOUTH PASADENA COMMUNITY SERVICES
ADOPTED BUDGET | FISCAL YEAR 2022-23 188
Key Performance Indicators
The Community Services Department is responsible for providing the community with recreational, cultural, and social programs for people of all ages in a safe and wellmaintained facility. The department has three divisions comprising Senior, Recreation, and Transit Divisions. We facilitate special events, leisure classes, and senior services including lifelong learning, Dial-A-Ride and Nutrition Program, facility and gazebo reservations, after school and summer camps, and more. The Community Services Department builds a strong sense of community to improve the quality of life for all residents.
Administration
Work with Recreation Leased Facilities Ad-Hoc Committee to review contract management of lease agreements
Construction of Berkshire and Grevelia pocket parks
Recreation
Improve Camp Med and Special Events outreach by establishing a quarterly newsletter between the Recreation Division and school district Redesign and update the indoor and outdoor facilities pamphlet as well as the park, walking paths, and trail pamphlet
Increase afterschool and summer enrollment by 10%
Add 2 additional staff trainings with at least one focused on behavior management in childcare settings
Increase Park and Facility Rentals by 10%
Increase participation in contract classes by 20%
Senior Services
Increase social media followers by 5%
Increase Senior Services Constant Contact subscribers by 10% Increase meals served on-site and to homebound seniors by 5% Increase Senior Center Memberships by 5%
Re-introduce senior excursions and host 12 trips
Host a Health & Wellness Fair by partnering with 45 vendors to increase awareness of aging matters and services
Transit Division
Establish a referral program to increase ridership
Reinstate group trips and plan two outings per month
Have on-time performance of 80% or higher for the fiscal year Procurement of one new Plug-in Electric Vehicle to replace one CNG fleet 22 - 26
CITY OF SOUTH PASADENA COMMUNITY DEVELOPMENT
ADOPTED BUDGET | FISCAL YEAR 2022-23 151
Key Performance Indicators
The Community Development Department strives to provide excellent customer service by efficiently managing workload and thereby reducing processing times, building plan check approvals and permit issuance.
Administration
Encourage interdepartmental collaboration to improve entitlement applications and public information regarding development projects; continue to improve department processes Assist City Manager’s Office (CMO) with major developments quarterly newsletter Conduct six (to be held every other month) interdepartmental development projects coordination meetings
Planning & Building
Reduce processing time for discretionary applications and building plan check by securing an electronic permitting system.
Process 25 discretionary applications (PC, CHC, DRB)
Process 50 administrative (by-right) applications
Code Enforcement
Respond to resident complaints by investigating, opening cases, and closing cases.
Reduce closure rates.
Ensure complaint is investigated within four days of receiving complaint Follow up on open cases within one month
Provide quarterly reports to City Council on code enforcement activity Film & Art
Process film applications efficiently while eliminating impacts to residents and neighborhoods.
Minimum film permits: 175
Develop a public art policy
Provide quarterly reports to City Council on film activity Housing
Obtain certification from HCD on the 6th Cycle Housing Element 2021-2029 and conduct community outreach efforts related to the housing programs implementation. Conduct housing informational workshops or study sessions: 4 22 - 27
CITY OF SOUTH PASADENA FIRE
ADOPTED BUDGET | FISCAL YEAR 2022-23 97
Key Performance Indicators
UNITS OF MEASURE
This is the most basic unit of measurement. Includes raw sources of data that measure productivity. Includes both inputs (number of requests, cases, applications, complaints, referrals received); and outputs (number of requests, cases, applications, complaints, referrals closed).
Total Response Time
Fires
EMS
Turnout Times
Fires
EMS
Number of Emergency Calls
Fires
EMS
Service
Number of EMS Transports
Number of Mutual/Automatic Aid Responses
Given
Received
Number of Fire Prevention Inspections
Company Field
Mandated Occupancy Inspections
Certificate of Occupancy (COO)/ New Business
Brush Clearance
Number of Plan Checks
Fire Sprinkler
Fire Alarm
Building
Training Hours
Leave Usage
Sick
Comp
Worker’s Comp/ IOD hours
22 - 28
City Council Agenda Report
DATE: October 19, 2022
FROM: Armine Chaparyan, City Manager �
PREPARED BY: Domenica Megerdichian, Deputy City Manager IITEM NO. 23
SUBJECT: Receive and File Memo on Public Hearing Notifications for Ordinances
Recommendation
It is recommended that the City Council receive and file a memo on public hearing notification processes on ordinances
Background/Analysis
The City of South Pasadena has had a past practice of calling first and second reading of ordinances "public hearings", while State law does not call for this requirement for regular ordinances. The attached memo communicates the changes and processes that will be followed moving forward on the appropriate and required notification processes.
Fiscal Impact
There is no fiscal impact to this clarification on ordinance notification processes.
Attachment: Memo on Public Hearing Notifications for Ordinances 23 - 1
____JI
23 - 2
Date:
From:
To:
Subject:
October 12, 2022
City of South Pasadena Memo
City Manager's Office
Domenica K. Megerdichian, Deputy City Manager
City Council
Public Hearing Notifications for Ordinances
The City of South Pasadena has had a practice of calling first and second reading of ordinances "public hearings". State law does not require this for general ordinances.
State law does require noticed public hearings for adoption of ordinances such as the building code and fire code. The two noticing practices conflict, and often time, staff finds difficulty in navigating discerning what is past practice from what is required.
Please accept this memo as a notice, that moving forward, the City of South Pasadena will be adhering to the State law requirements as they stand, and abandoning the past practice of first and second readings being "public hearings" noticed in the newspaper.