South Pasadena City Council
August 16, 2023

264339.1
c. Maintenance and staffing of a business resource center providing information and services to the South Pasadena business community;
d. Events and programs of interest and support to the South Pasadena business community;
e. Outreach to all members of the business community in the execution of these activities in order to create a single unified organization for the South Pasadena businesses;
f. Independently, and at the request of City, confer with business representatives to encourage and urge the establishment of their business, commercial or industrial activities in City;
g. Participate in, support and cooperate with City, to the best of its ability and to the extent authorized by Chamber's governing body, programs sponsored or encouraged by City for promotion of the business community; h. Place on Chamber’s board of directors’ agenda for policy direction City requests for Chamber cooperation and public support of improvement programs sponsored, advanced or undertaken by City and the Community Redevelopment Agency of the City of South Pasadena;
i. Welcome new businesses to the community by both a written communication of welcome and a personal contact (phone or in-person) where possible, by a representative of Chamber;
j. Independently, and as requested by City, advertise City at Chamber functions throughout the region at other conferences and activities as may be deemed beneficial to extolling the advantages of business development within City; k. Make written progress reports to the Deputy City Manager, to be transmitted to City Council no less than once per calendar quarter, including showing all information required by City, including, but not limited to the services provided by Chamber hereunder during the applicable quarter;
l. Meet periodically, but no less than quarterly, with Deputy City Manager to review Chamber's progress in meeting its program and budget goals for the year, and to report on the services provided under this contract.
m. Prior to raising them publicly, make every good faith effort to notify City, through its Deputy City Manager of concerns raised by Chamber Board members, regarding actions or inactions of City pursuant to this Agreement; 10 - 8
Chamber of Commerce Agreement FY 2023-24

264339.1
n. Continue to provide public event programs such as the quarterly Arts Crawl and the annual Eclectic Music Festival to encourage shopping, dining and the promotion of the arts in South Pasadena.

o. Install holiday décor during the holiday season, including the installation of lights and subsequent décor removal and storage
p. Make one annual presentation at a City Council meeting on efforts pertaining to this agreement, accomplishments, highlights, joint efforts with the City, as an annual year-in-review.

2. City shall compensate Chamber in the amount of $128,500 for the 2023-24 fiscal year for the services described above in accordance with the following terms:
a. Chamber Budget. Chamber shall provide City with an adopted annual budget, including specific expenditures of BIT funding that is consistent with the funding allocations set forth in Exhibit A, before the first disbursement of City funds, as well as a copy of IRS 990 (first page) for the Chamber when completed during the fiscal year of the effective date of this Agreement and for each complete Chamber fiscal year thereafter for the term of this Agreement. City will not be obligated to make any payments to Chamber until and unless those documents are submitted to the Deputy City Manager. Entire tax documents can be made available to the City at City’s request, to be viewed at the Chamber office.
b. Schedule of Disbursement. The annual compensation shall be disbursed in unequal quarterly installments upon receipt of a Chamber invoice and the written quarterly report; the schedule for payment is as follows: 40% of total amount payable in the first quarter; 20% in the second quarter, 20% in the third quarter and the remainder 20% in the fourth quarter.
c. Disbursement for Various Services and Associations. Removed and retained. d. Payment for Additional Services & Programs. From time to time the City Council may authorize payment for Chamber services and programs beyond the immediate scope of this Agreement. In such cases, City will pay for such services only after receipt of an invoice from Chamber. Payment is due within 30 days after receipt of required documentation, satisfactory to the Deputy City Manager; and

3. Prior to raising them publicly, City shall make every good faith effort to notify Chamber, through its President/CEO or a majority of Chamber’s Executive Board members, of concerns raised by City Council members, or staff regarding actions or inactions of Chamber pursuant to this Agreement.

4. Chamber shall not utilize any monies received under this Agreement for the endorsement, opposition, or participation in any public office campaign or other political or lobbyist activity.
10 - 9
Chamber of Commerce Agreement FY 2023-24

264339.1

5. Chamber shall keep such books and records as shall be necessary to perform the services required by this Agreement and to enable City to evaluate the cost and the performance of such services. Books and records shall be kept and prepared in accordance with generally accepted accounting principles and shall be maintained for five years after their preparation.

6. City shall have the right to audit Chamber’s records pertaining to this Agreement and the services to be performed hereunder. Chamber agrees to make available all pertinent records for the purpose of conducting such an audit at Chamber offices, during normal business hours. Such records shall be maintained for five years after their preparation.

7. Chamber and any agent or employee of Chamber shall act in an independent capacity and not as officers or employees of City. City assumes no liability for Chamber’s actions or performance, nor assumes responsibility for taxes, bonds, payments, or other commitments, implied or expressed, by or for Chamber. Chamber shall not have authority to act as an agent on behalf of City. Chamber acknowledges that it is aware that because it is an independent contractor, City is making no deduction from any amount paid to Chamber and is not contributing to any fund on its behalf. Chamber disclaims the right to any fee or benefits except as expressly provided for in this Agreement.

8. Chamber shall indemnify, hold harmless and defend City, its officers, employees and agents from any and all actions, claims, liabilities, losses, expenses, awards, damages and judgments, including attorney’s fees and court costs, which are related to or result from any intentional, reckless, negligent or otherwise wrongful acts, errors or omissions of Chamber or its officers, employees or agents related to or arising under this Agreement or the use of the compensation paid hereunder, except that the Chamber shall not be responsible under the foregoing with respect to any loss or damage to the extent that a court of competent jurisdiction or arbitrator determines that such loss or damage resulted from the City’s or indemnified person’s willful misconduct, bad faith, or gross negligence. All duties of Chamber under this provisions shall survive termination or expiration of the Agreement.

9. At all times during the term of this Agreement, Chamber shall carry, maintain and keep in full force and effect general commercial liability insurance and automobile liability insurance in amounts and with endorsements required by the City, as well as worker’s compensation insurance in an amount required by State law.

10. This Agreement may be terminated in whole or in part at any time by either party upon 90 days’ written notice to the other. In the event of termination, payments from City to Chamber hereunder shall be adjusted on a pro rata basis to the date of termination as set forth in the notice and such payment shall be in full satisfaction of City’s obligations hereunder. Chamber, however, shall return any monies advanced to Chamber by City for performing services that were not yet performed within thirty (30) days of this Agreement being terminated.
10 - 10
Chamber of Commerce Agreement FY 2023-24

264339.1
The term of this Agreement shall be for the period from August 16, 2023 to June 30, 2024 (“term”);

12. Resolution of Disputes:

A. Disputes regarding the interpretation or application of any provisions of this Agreement shall, to the extent reasonably feasible, be resolved through good faith negotiations between the parties.

B. If any action, at law or in equity, is brought to enforce or to interpret any provisions of this Agreement, the prevailing party in such action shall be entitled to recover reasonable attorney’s fees, costs and necessary disbursements, in addition to such other relief as may be sought and awarded.

13. The respective duties and obligations of the parties hereunder shall be suspended while and so long as performance hereto is prevented or impeded by strikes, disturbances, riots, fire, severe weather, government action, war acts, acts of God, or any other cause similar or dissimilar to the foregoing which are beyond the control of the party from whom the affected performance was due.

14. Chamber shall not discriminate against any employee, subcontractor, or applicant for employment on the basis of race, color, religious creed, sex, gender, gender identity, gender expression, marital status, national origin, ancestry, age, physical disability, mental disability, medical condition, genetic information, sexual orientation or other basis prohibited by law.. In the performance of this Agreement, Chamber assures that no person shall, on the basis of race, color, religious creed, sex, gender, gender identity, gender expression, marital status, national origin, ancestry, age, physical disability, mental disability, medical condition, genetic information, sexual orientation or other basis prohibited by law, be excluded from participation in, be denied the benefits of, or be otherwise subjected to discrimination under this Agreement or under any project, program or activity supported by the Agreement.

15. If any provision of this agreement is held by a court of competent jurisdiction to be invalid, void or unenforceable, the remaining provisions nevertheless will continue in full force and effect without being impaired or invalidated in any way.

16. This Agreement shall be governed by and construed in accordance with laws of the State of California. In the event of litigation between the parties, venue in state trial courts shall lie exclusively in the County of Los Angeles. In the event of litigation in a U.S. District Court, exclusive venue shall lie in the Central District of California.

17. This Agreement supersedes any and all other agreements, either oral or in writing, between the parties with respect to the subject matter herein. Each party to this Agreement acknowledges that no representation by any party, which is not embodied 10 - 11
Chamber of Commerce Agreement FY 2023-24

264339.1
herein, nor any other agreement, statement or promise not contained in this Agreement shall be valid and binding. Any modification of the Agreement shall be effective only if it is in writing and signed by both the City and Chamber.

18. Any notices, bills, invoices, etc. required by this Agreement shall be deemed received on (a) the day of delivery if delivered by hand or courier such as federal express, during the receiving party's regular business hours; or (b) on the second business day following deposit in the United States mail, postage prepaid to the addresses set forth herein, or to such other addresses as the parties may, from time to time, designate in writing pursuant to this section, as follows: If to City, City of South Pasadena, 1414 Mission Street, South Pasadena, CA 91030; If to Chamber, Chamber of Commerce, 1121 Mission Street, South Pasadena, CA 91030.

19. Chamber shall obtain and maintain during the Agreement term all necessary licenses, permits and certificates required by law for the provision of services under this Agreement.

20. The City shall not be obligated or liable under this Agreement to any party other than the Chamber.

IN WITNESS HEREOF, the parties have executed this Agreement on the dates written on the next page.

CITY OF SOUTH PASADENA:

DATED: ________________ BY:

Arminé Chaparyan, City Manager
CHAMBER OF COMMERCE:

DATED: ________________ BY:

Jason Mak, Board Chair
DATED: ________________ BY: ________________________________ Laurie Wheeler, President/CEO
ATTEST:
10 - 12
Chamber of Commerce Agreement FY 2023-24

264339.1
Mark Perez, Deputy City Clerk
(seal)
APPROVED AS TO FORM:

Roxanne M. Diaz, City Attorney
10 - 13
Chamber of Commerce Agreement FY 2023-24

264339.1

EXHIBIT A

BIT FUNDING ALLOCATION
Funding amount Item funded
Eclectic Music Festival $25,000 (no additional City staffing costs to be levied) Eclectic Music Festival
Public Safety Staffing
(In-kind, no additional City staffing costs to be levied) $15,000
Arts Crawl Events $30,000
Holiday Décor $10,000
Business Center $8,000
Administration $40,500
Total $128,500
10 - 14
ATTACHMENT 2
Staff Report from June 7, 2023 with Additional Document from Chamber of Commerce on Budget
10 - 15

THIS PAGE

INTENTIONALLY

LEFT BLANK
10 - 16
19 10 19 - 1 - 17
Chamber of Commerce BIT Funding Proposal for FY 2023-24 June 7, 2023

Staff has worked with the Chamber of Commerce Board on reviewing and improving upon this year’s funding proposal, which was discussed at length at the May 30, 2023 Budget Workshop before City Council. The City Council expressed continued support of the Chamber of Commerce, and agreed that while additional funding requests are understandable, the City Council would not support the funding request of $157,000. Staff was directed to work with the Chamber of Commerce on a revised proposal for the City Council’s consideration, and staff met with Laurie Wheeler, President Jason Mak, and Board member Kris Morrish, on June 1, 2023 to discuss and develop the revised proposal herein.

Additionally, Mayor Pro Tem Zneimer requested that the Chamber’s budget, expenditures and revenues of the Farmers’ Market, and that of the Eclectic Festival, be shared with the City Council for this discussion. The City of South Pasadena and the South Pasadena Chamber of Commerce hold a contractual agreement for the operation and management of the South Pasadena Farmers’ Market, and the request for financials for both events are within the specified terms of the BIT and the Farmers’ Market agreements. Those items will be made available on Monday, June 5, 2023, after the posting of this staff report and agenda.

Analysis
The Chamber of Commerce submitted three versions of the funding proposal to the City, and all were remitted to the City Council. The latest version of the proposal, and the one that was discussed at the City Council Budget Workshop, is provided as Attachment 1.

City staff and the Chamber have met and discussed the Chamber’s funding proposal, including:
• Increased costs associated with the deliverance of the annual Eclectic festival. The Chamber Board will also look into opportunities for new business modeling for a more financially viable event plan for the future.
• The City has historically financially supported the South Pasadena Tournament of Roses at an amount of $12,000 that can be removed from the BIT account, and paid directly.
• Line items such as staff costs for advertising and website improvements shall be addressed by the Chamber’s budget, as they are business decisions and not reliant on City funding; the BIT funds shall be maximized for deliverables to the business community.

As such, a revised funding request is as follows:

Art Crawls Events $30,000
Eclectic Music Festival $25,000 (no additional City staffing costs to be levied) SPTOR Pass Through $12,000
Advertising $8,000
Holiday Décor $10,000
Website Improvements $9,000
10 19 - 2 - 18
Chamber of Commerce BIT Funding Proposal for FY 2023-24 June 7, 2023

Business Center $8,000
Administration $40,500___
Total $128,500
The City Council recently approved of a new City Special Event and Co-Sponsorship program, which includes the policy decision to pass on staff overtime costs to event organizers. The Eclectic Music Event costs the City $15,000 in public safety costs. With this revised proposal, we reduce the funding ask for the Eclectic event by $15,000, but also suggest that the City Council approve not levying any staff costs specific to the 2024 Eclectic Music Event.

BIT funds are collected through a percentage of business license tax for businesses physically located in the parking and business district located in South Pasadena, as well as citywide filming permits. Home occupation, businesses located outside of South Pasadena that do business in South Pasadena, and businesses located outside of the tax area do not contribute to the BIT, and BIT revenues fluctuate based on business license and permit revenues. For FY 2023-24, the projected BIT revenue is estimated at $60,000-62,000, and the filming permit revenues are estimated at $32,000, for a total of $92,000-94,000 of revenue. Any funding levels over this amount would be dependent on General Fund reserves.

Alternatives (if applicable)
City Council may also consider the following alternatives to this recommendation, or any others they may discuss as a part of this report:

1. The Farmers’ Market agreement provides for a 7% gross revenues payment to the City, with a breakdown of 5% for Right-of-Way and 2% for Capital Improvement Projects, which are paid to the City quarterly. These funds have been paid timely, and we are in year one of five of a current agreement for the Farmers’ Market.

Reducing or eliminating the gross receipts element of the Farmers’ Market agreement can be an alternative way to increase funds to the Chamber of Commerce, while minimizing reliance of General Fund Reserves. Staff recommends a review of this option at the time of renewal.

2. Maintain status quo
Fiscal Impact
The FY 2022-23 Budget provided for a $105,500 funding level to the Chamber of Commerce (Attachment 2). The most recent funding proposal for FY 2023-24 was $157,000, and projected revenues for the BIT including filming permits is about $92,000.

City Council has verbalized the policy decision to continue financially supporting the Chamber of Commerce, and staff seeks direction on the level of funding. Any funds committed over the $92,000 projected revenue levels will rely upon General Fund Reserve balances.
10 19 - 3 - 19
Chamber of Commerce BIT Funding Proposal for FY 2023-24 June 7, 2023

Key Performance Indicators and Strategic Plan
The partnership with the Chamber of Commerce in providing business programming and assistance lends to the 2021-26 Strategic Plan areas 2b and 2c related to commitments to Economic Development.

Commission Review and Recommendation
This item has not been reviewed by a Commission.

Attachment:
1) FY 2023-24 BIT Proposal
2) July 20, 2023 Staff Report and FY 2022-23 BIT Agreement 3) Requested Financials of the Chamber of Commerce (Eclectic Music Festival and Farmers’ Market)- Materials Available Monday, June 5, 2023 10 19 - 4 - 20
ATTACHMENT 1
FY 2023-24 BIT Proposal
10 19 - 5 - 21

THIS PAGE

INTENTIONALLY

LEFT BLANK
10 19 - 6 - 22
South Pasadena Chamber of Commerce
Memo to: Arminé Chaparyan, City Manager, Domenica Megerdichian, Deputy City Manager
CC: Chamber Board of Directors
Date: Friday, March 17, 2023, updated May 20, 2023
From: Laurie Wheeler
Subject: 2023-2024 Proposed BIT Request
The Business Improvement Tax (BIT) ordinance (Ordinance # 1738) was created in 1978 by City Council after the voters approved adding a tax to the annual business license fee. It was designed specifically to provide funding for the Chamber of Commerce, as the “one voice” for business in South Pasadena. The BIT has been, and continues to be, vital to the Chamber when it was implemented to bridge the traditional gap between funding and service expectations caused by the small business sector in a bedroom community.

Each year during the budget process for the upcoming fiscal year, the City Council designates an allocation from the BIT Fund to the Chamber, which is to be used to fulfill the requirements of the BIT Ordinance. The allocation amount is determined, in part, by the anticipated revenue that will be received from business licenses. The allocation for the 2022-2023 fiscal year is $105,500. Of that allocation, $12,000 is mandated as a pass-through to the South Pasadena Tournament of Roses.

For the 2023-2024 fiscal year, the Chamber is requesting an allocation of funds in the amount of $157,500. Of that, $12,000 will continue to be used to fund the SPTOR. We are asking for this amount to continue to provide the programming and events that benefit the businesses in South Pasadena, in particular, the Eclectic Music Festival & Arts Crawl.

The Chamber fulfills all of the requirements of the BIT ordinance, and delivers on the requirements of the annual contract. Those requirements include:

1. The coordination of the holiday decorations

2. Investment in the promotion of public events that take place on or in public places

3. Furnishing music in public place

4. Engagement in the general promotion of retail trade activities in the 91030 zip code.

The Chamber budget is allocated into three categories, the Business Improvement Tax (BIT), Chamber revenue and the weekly Farmers’ Market. The BIT fund budget, along with statements of projected revenues for the year is below. Once approved, the contract will take effect on July 1, 2023.
10 19 - 7 - 23
CHAMBER 2022-2023 BUDGET SNAPSHOT
BIT Chamber Farmers’ Market Total
Income $105,500 $102,216 $234,225 $441,941
Expense $105,500 $113,229 $220,350 $439,079
Fund Balance $ 0 ($ 11,013) $ 13,875 $ 2,862
To this end, the Chamber continues to operate an award-winning Farmers’ Market, and remits 7% of the revenue generated by the Farmers’ Market to the City (5% right-of-way and 2% CIP).

In addition, the Chamber serves as a business resource center, visitor information center, community art gallery and is a well-respected resource for connecting individuals and organizations in creating a strong community.

The BIT funds have been and will continue to be used to benefit the business community:

Arts Crawls – held quarterly to encourage shopping and dining in the South Pasadena business district.
 Outreach and coordination with merchants to program special events  Street closure (summer and fall)
 Interactive art activities for all ages
 Graphics and posters for promotion and marketing
 Advertising – print, digital, social media
 Communications – news releases, articles, maps
Business and Visitor Resource Center – The Chamber office serves as a resource for businesses and visitors.
 Fields and responds to calls, visits and e-mail inquiries from the public as well as businesses
 Serves as a community art gallery, curated by the South Pasadena Arts Council  Offers literature, transit schedules, local newspaper (South Pasadena Review), and other guides, resources, news and information, as well as a display of member business cards, flyers and promotional materials.

Holiday Décor –
 The Chamber owns a very modest collection of holiday décor, which is stored, installed and removed by an outside vendor each year.
 Additionally, prior to the 2022 holiday season, the Chamber supplemented BIT funds to add lights to trees on Mission Street.
 In 2023, the City and Chamber worked to replace those lights; and at the request of the Deputy City Manager, we will hold $5,000 of the 2022-23 BIT fund to augment the décor plan for 2023 season.

Website – A resource for businesses, residents and visitors  Event information, maps, flyers, etc. are posted on the website, where anyone can access information, registration and details for these local events. 10 19 - 8 - 24
 Funds will be used to increase the viewing capacity of the website. During the 2023 Eclectic, over 80,000 people attempted to access the event map, causing the site to ‘crash’.
 Member businesses are listed by category and many are in a “Guide to South Pasadena”, which is arranged by category, with links to the business websites, photos, etc.
 Learning Center – features resources, videos, information to assist businesses directly with their operational needs.
 Community Calendar is a resource for the entire community as it lists events sponsored by organizations and businesses; serving multiple purposes and users SPTOR – Since the Chamber was first created, in 2004, the BIT contract always included a mandate to fund the SPTOR float efforts. The Chamber would be open to working with the city to facilitate continuing SPTOR support outside of BIT.

The Chamber anticipates that the funding from the BIT of the above categories will remain consistent, even though costs have increased and the Arts Crawls (in particular0 have grown in popularity, participation, and activity levels.

Eclectic Music Festival – As indicated on the document attached as well as in the estimated budget below, the BIT did not provide funding for the Eclectic in 2019, 2022 or 2023. The event was supported by fund raisers, local sponsor support, vendor and artisan contributions, revenue from beverage sales, as well as Chamber events and activities, including the Farmers’ Market. Although it is an extremely popular and successful event, the Eclectic has been operating on a ‘shoestring’ budget. To date, the planning, organizing, designing and coordinating work has been done by the Chamber staff (of 2 people) supplemented by volunteers, with a few paid contractors. The funding allocation requested would allow the Chamber to augment and stabilize the infrastructure, improve signage, wayfinding and marketing, as well as covering any city staffing costs as per the City’s newly adopted CoSponsorship Policy. The infrastructure component would include retaining the services of a professional event planning firm, who could also help secure additional corporate sponsorship support, as well as more equipment, such as barricades, security and logistics staff, and wayfinding.

Service/Item Estimated Cost
Professional Event Planning firm $20,000
Contracted staff (would include security, logistics) $ 4,000 Equipment (barricades, fencing, etc.) $ 4,000
City Staffing $15,000
One of the primary goals of this request is that the Chamber will be able to use this year’s allocation to develop a sustainable, ongoing source of funds to produce the Eclectic. This will be accomplished through corporate sponsorship. The event planning firm will assist with that endeavor by identifying, contacting, and working with potential sponsors. These sponsors will enable the Chamber to continue to produce this event for the businesses and community, 10 19 - 9 - 25
which will, in turn, allow the Chamber to use our funding to further the support, promotions and events throughout the year that help the small businesses in South Pasadena thrive.

Further, it is not expected that the requested funding increase will cover the costs of the Eclectic. Costs overall have increased significantly (sound/staging, labor, rental equipment, etc.). As the event grows, so does the need to program more and varied activities for the guests. New requirements for one-day vendors at the City Co-Sponsored and special events will require more coordination with each vendor to ensure compliance.

Advertising – The requested funds for advertising will be used to increase the promotion, outreach and support we can provide merchants.
 Develop, refine and launch the Discover South Pas program in partnership with the City
 Design and produce a branded “shop local” street banner and promotional campaign
 Develop a holiday shopping campaign in collaboration with the local businesses  Enhance and expand the marketing and advertising reach for various events, such as the Arts Crawl (print and digital ads, additional wayfinding and informational signage for the events)

The following is a summary break-down of the funding of the programs and projects funded with the BIT allocation. Each of these meets the criteria for which the funds can be used:

Business Improvement Tax Allocations
2022-2023 2023-2024
Events – Arts Crawls $30,000 28% $30,000 19%
Events – Eclectic Music Festival $40,000 25%
SPTOR $12,175 11% $12,000 8%
Advertising $ $ 8,000 5%
Holiday Decorations $10,000 10% $10,000 6%
Website $ 3,225 3% $ 9,000 6%
Business Resource Center (rent) $ 9,300 9% $ 8,000 5%
Administration $40,800 39% $40,500 26%
TOTAL $105,500 $157,500
Also attached to this report are some preliminary historical statistics about the Eclectic Music Festival. Also included is a budget comparison between the 2019 and 2023 Eclectic Music Festivals. The 2020 and 2021 events were cancelled due to Covid. The Eclectic returned in 2022, but on a smaller scale and footprint. The 2019 event provides a valid comparison, since 19 - 10 10 - 26
both events included a full street closure of Mission Street between Fair Oaks and Meridian.

The 2023 budget is still a draft, and is in the process of being finalized as the event wrap-up continues.

We respectfully request the renewal of our annual contract f 2023-2024 in the amount of $157,500. We will continue to provide services, resources and events that benefit the entire business community, and encourage visitors to Eat-Shop-Enjoy South Pasadena. Finally, the Chamber and this event have not been immune to rising labor and material costs across categories required to put on this event. We do anticipate that these costs will continue to increase as they are, and as we attract more visitors to South Pasadena, thus we are calling for the increased budget to make this event sustainable for years to come. Thank you for your consideration.

Respectfully submitted,
Laurie Wheeler
President/CEO
19 - 11 10 - 27

THIS PAGE

INTENTIONALLY

LEFT BLANK
19 - 12 10 - 28
ATTACHMENT 2
July 20, 2023 Staff Report and FY 2022-23 BIT Agreement 19 - 13 10 - 29

THIS PAGE

INTENTIONALLY

LEFT BLANK
19 - 14 10 - 30
19 - 15
10 - 31
19 - 16
10 - 32
19 - 17
10 - 33
19 - 18
10 - 34
19 - 19
10 - 35
19 - 20
10 - 36
19 - 21
10 - 37
19 - 22
10 - 38
19 - 23
10 - 39
19 - 24
10 - 40
19 - 25
10 - 41

THIS PAGE

INTENTIONALLY

LEFT BLANK
19 - 26 10 - 42
ATTACHMENT 3
Requested Financials of the Chamber of Commerce
(Eclectic Music Festival and Farmers’ Market)
Materials Available Monday, June 5, 2023
19 - 27 10 - 43

THIS PAGE

INTENTIONALLY

LEFT BLANK
10 - 44
ATTACHMENT 3
BIT Revenue Data
10 - 45

THIS PAGE

INTENTIONALLY

LEFT BLANK
10 - 46
Business Improvement Tax Revenue Forecast:
• Summary:
o The forecast for Fiscal Year 2023-24 HdL estimates that revenues will conservatively be $60,455. We also included a more optimistic estimate of $62,268. These two estimates can be considered an upper and lower bound of expected revenues for fiscal year 2023-24.

Revenue Detail From FY 2023-24 Budget:

Account Account Title Actual
2019/20
Actual
2020/21
Actual
2021/22
Budgeted
2022/23
Estimated
2022/23
Proposed
2023/24
5412-000 Business
Improvement Tax
53,771 67,454 56,619 60,000 60,000 60,000
5412-001 BIT – Filming
Permits
26,615 30,086 32,760 26,000 31,125 31,875
Interest Income 85 20 1 500 - -
BIT TOTAL 80,471 97,560 89,380 86,500 91,125 91,875
10 - 47

THIS PAGE

INTENTIONALLY

LEFT BLANK
10 - 48
11 11 - 1
First Reading of Ordinance Granting Authority to City Manager to Execute Contracts August 16, 2023

cities of San Marino and Alhambra include as part of the City Manager’s powers and duties authority to execute contracts and other documents on behalf of the city.

Analysis
The proposed ordinance will grant authority to the City Manager to execute contracts, conveyances and other legal instruments, including but not limited to real estate documents and settlement agreements, on behalf of the City when such documents are authorized or approved by the City Council. This delegation of authority is permitted pursuant to Government Code Section 40602.

Fiscal Impact
There is no fiscal impact if the City Council adopts the proposed ordinance.

Attachments:

1. Ordinance
11 - 2
12777-0001\2847000v1.doc

CITY OF SOUTH PASADENA
ORDINANCE NO.________

AN ORDINANCE OF THE CITY OF SOUTH PASADENA

GRANTING AUTHORITY TO THE CITY MANAGER TO

EXECUTE CERTAIN CONTRACTS AND OTHER LEGAL
INSTRUMENTS AND AMENDING SECTION 2.18-6 OF THE

SOUTH PASADENA MUNICIPAL CODE

THE CITY COUNCIL OF THE CITY OF SOUTH PASADENA, CALIFORNIA DOES ORDAIN AS FOLLOWS:

SECTION 1. Findings and Purpose.

A. California Government Code Sections 40602(b) and (c) provide that the mayor of a city shall sign all written contracts and conveyances made or entered into by the city and all instruments requiring the city seal.

B. California Government Code Section 40602 further provides, however, that the legislative body of a city may provide, by ordinance, that contracts and conveyances and all instruments requiring the city seal be signed by an officer other than the mayor.

C. Pursuant to California Government Code Section 40602, this Ordinance amends the South Pasadena Municipal Code to grant such authority to the City Manager of the City of South Pasadena.

SECTION 2. Section 2.18-6 (Powers and Duties) of Article III (City Manager) of Chapter 2 (Administration) of the South Pasadena Municipal Code is hereby amended to add a new subsection “m” entitled “Execution of Contracts and Other Legal Instruments” to read as follows:
“(m) EXECUTION OF CONTRACTS AND OTHER LEGAL INSTRUMENTS.

The City Manager is authorized to execute all contracts and conveyances and any other legal instruments whether requiring the city seal or not, including but not limited to real estate instruments and legal settlement agreements, on behalf of the City whenever such contract or conveyance or other legal instrument has been authorized or approved by the City Council by ordinance, resolution, motion, minute order, contract, or other appropriate City Council action.” SECTION 3. Subsection 1 entitled “Additional Duties” of Section 2.18-6 (Powers and Duties) of Article III (City Manager) of Chapter 2 (Administration) of the South Pasadena Municipal Code is hereby re-lettered as subsection “L” in lowercase.

SECTION 4. The City Council declares that should any provision, section, paragraph, sentence, or word of this Ordinance be rendered or declared invalid by any final court action in a court of competent jurisdiction, or by reason of any preemptive 11 - 3
12777-0001\2847000v1.doc -2-
legislation, the remaining provisions, sections, paragraphs, sentences and words of this Ordinance shall remain in full force and effect.

SECTION 5. The City Clerk shall certify to the passage of this Ordinance and shall cause the same to be published in the manner prescribed by law, and this Ordinance shall become effective 30 days following its adoption.

PASSED, APPROVED AND ADOPTED ON this 6th day of September, 2023.

AYES:

NOES:

ABSENT:

ABSTAIN:

Jon Primuth, Mayor
ATTEST: APPROVED AS TO FORM:

Mark Perez, Deputy City Clerk Roxanne Diaz, City Attorney 11 - 4
12 12 - 1
TruePoint PSA Contract Amendment
August 16, 2023

based online case management and online permitting system. In order to meet the September 30, 2023 HCD grant reimbursement deadline, the contract with TruePoint specifically focused on tasks pertaining to Community Development such as land use, planning entitlement, building plan check and permitting, and code enforcement. Further the contract only included ten license agreements for nine Community Development staff and one Public Works staff.

Analysis
Over the last eight months, staff has worked with the TruePoint to develop and implement the online permitting and project management system. The total project cost was $252,567 and $97,590 was paid out from the Fiscal Year 2022-2023 general fund.

On Monday, July 31, 2023, the system went “live” and is being used by Community Development Department staff including Planning, Building, and Code Enforcement.

The program provides staff the ability to review projects and share and view parcel information including project status and code compliance in order to help streamline the project review process.

The original contract included ten license subscriptions to account for nine Community Development staff and one Public Works staff. However, review of parcels and projects is conducted by various staff across several departments. Consequently, ten additional licenses are being proposed for additional staff in Public Works, Fire, and Police Departments at a cost of $14,440 with a subscription term through January 30, 2024.

The license subscriptions are on an annual basis and the current license term is from February 1, 2023 to January 30, 2024. Therefore, if the additional licenses are approved, staff is also requesting that all 20 license subscriptions be extended through the end of the fiscal year for a new term end date of June 30, 2024. Extending the term date for the 20 license subscriptions is $24,000. The new total not to exceed contract amount with TruePoint Solutions, Inc. is $291,007.

In planning for future needs, staff is in communication with the vendor on expanding the Accela system to include the Public Works Department related functions and capabilities such as Encroachment Permits, Tree Removal Permits, and other Public Works related permits. The project is listed in the City’s Capital Improvement Program and should the vendor and Public Works staff agree on the additional scope of work, a second contract amendment will be brought forward to the City Council at that time.

Fiscal Impact
The electronic permitting system project is budgeted in the City’s Fiscal Year 2023-2024 Capital Improvement Program (CIP) for $260,000. The funding for this project is covered by $125,000 from the General Fund and $135,000 from the SB 2 Planning Grant Fund. The City received an SB 2 Planning Grant in the amount of $160,000 and the State grant allows reimbursements for subscriptions up to $50,000. The City had previously paid $28,800 for the original ten licenses. The proposed additional ten licenses and the extension will exceed the $50,000 allowed by the grant; therefore, the licenses and extension will be paid from both the grant and General Fund. The cost for 12 - 2
TruePoint PSA Contract Amendment
August 16, 2023

the ten additional licenses and extending the term for twenty licenses through June 30, 2024 ($38,440) will be paid from Account No. 400-9000-9186-9186.

Alternative
The alternative to the proposed change is to leave the contract as is with only nine license subscriptions for Community Development staff and one license subscription for one Public Works staff. This may result in delays for staff from other departments to review projects.

Key Performance Indicators and Strategic Plan
This item aligns with Strategic Plan Priority 2, Task 2a. Technology Upgrade, permit software for tracking permits online and streamlining approval processes.

Commission Review
This item was not reviewed by a commission or board.

Attachments:

1. TruePoint Solutions, Inc. Professional Services Agreement

2. TruePoint PSA – First Amendment

3. TruePoint Additional Licenses Order Form
12 - 3

THIS PAGE

INTENTIONALLY

LEFT BLANK
12 - 4
ATTACHMENT 1
TruePoint Solutions, Inc. PSA
12 - 5

THIS PAGE

INTENTIONALLY

LEFT BLANK
12 - 6
Professional Services Agreement – Consultant Services

Approved For Use 11/15/16

PROFESSIONAL SERVICES AGREEMENT

FOR CONSULTANT SERVICES
(City of South Pasadena / TruePoint Solutions)

1. IDENTIFICATION
This PROFESSIONAL SERVICES AGREEMENT (“Agreement”) is entered into by and between the City of South Pasadena, a California municipal corporation (“City”), and TruePoint Solutions (“Consultant”).

2. RECITALS

2.1. City has determined that it requires the following professional services from a consultant: TruePoint Solutions.

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. 3.2.

3.3. “Scope of Services”: Exhibit A
“Agreement Administrator”: The Agreement Administrator for this project is Angelica Frausto-Lupo, Community Development 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
“Approved Fee Schedule”: Consultant’s compensation rates are set forth in the fee schedule attached hereto as Exhibit A and incorporated herein by this reference. This DocuSign Envelope ID: B1C42913-48BB-468B-8DFC-74224B125F98 12 - 7
Professional Services Agreement – Consultant Services

Approved For Use 11/15/16
fee schedule shall remain in effect for the duration of this Agreement unless modified in writing by mutual agreement of the parties.

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 two hundred fifty two thousand five hundred sixty-seven Dollars ($252,567.00).

3.5. “Commencement Date”: December 22, 2022.

3.6. “Termination Date”: December 21, 2023

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 18 (“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 Consultant’s profession 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 regulations in any manner affecting the performance of this Agreement, including all Cal/OSHA requirements, the conflict of interest provisions of DocuSign Envelope ID: B1C42913-48BB-468B-8DFC-74224B125F98 12 - 8
Professional Services Agreement – Consultant Services

Approved For Use 11/15/16
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. 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. Kent Johnson 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.

5.8. 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.

5.9. 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.

5.10. 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.

5.11. 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 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.

DocuSign Envelope ID: B1C42913-48BB-468B-8DFC-74224B125F98 12 - 9
Professional Services Agreement – Consultant Services

Approved For Use 11/15/16

6. SUBCONTRACTING

6.1. 6.2.

6.3. 6.4.

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.

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

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

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 A. 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 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.

DocuSign Envelope ID: B1C42913-48BB-468B-8DFC-74224B125F98 12 - 10
Professional Services Agreement – Consultant Services

Approved For Use 11/15/16

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. PREVAILING WAGES
Consultant is aware of the requirements of California Labor Code Section 1720, et seq., and 1770, et seq., as well as California Code of Regulations, Title 8, Section 16000, et seq., (“Prevailing Wage Laws”), which require the payment of prevailing wage rates and the performance of other requirements on certain “public works” and “maintenance” projects. Consultant shall defend, indemnify, and hold the City, tis elected officials, officers, employees, and agents free and harmless form any claim or liability arising out of any failure or alleged failure of Consultant to comply with the Prevailing Wage Laws.

9. OWNERSHIP OF WRITTEN PRODUCTS
All reports, documents or other written material (“written products” herein) developed by Consultant in the performance of this Agreement shall be 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.

10. RELATIONSHIP OF PARTIES

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

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

DocuSign Envelope ID: B1C42913-48BB-468B-8DFC-74224B125F98 12 - 11
Professional Services Agreement – Consultant Services

Approved For Use 11/15/16

10.3. 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.

10.4. 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.

11. INDEMNIFICATION

11.1 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.

11.2 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 arising out of or in connection with Consultant’s alleged negligence, recklessness or willful misconduct or other wrongful acts, errors or omissions of Consultant or failure to comply with any provision in this Agreement.

11.3 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 active negligence or willful misconduct of the City.

11.4 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.

Consultant shall not be entitled to any refund of attorneys’ fees, defense costs or expenses in the event that it is adjudicated to have been non-negligent.

DocuSign Envelope ID: B1C42913-48BB-468B-8DFC-74224B125F98 12 - 12
Professional Services Agreement – Consultant Services

Approved For Use 11/15/16

11.5 Defense Deposit. The City may request a deposit for defense costs from Consultant with respect to a claim. If the City requests a defense deposit, Consultant shall provide it within 15 days of the request.

11.6 Waiver of Statutory Immunity. The obligations of Consultant under this Section 11 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.

11.7 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.

11.8 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.

12. INSURANCE

12.1. 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.

12.2. 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 following reference: Electronic Permitting System.
• Documentation of Best’s rating acceptable to the City. • Original endorsements effecting coverage for all policies required by this Agreement.
• City reserves the right to obtain a full certified copy of any Insurance policy and endorsements. Failure to exercise this right shall not constitute a waiver of the right to exercise later.

12.3. Coverage Amounts. Insurance coverage shall be at least in the following minimum amounts:
• Professional Liability Insurance: $2,000,000 per occurrence, DocuSign Envelope ID: B1C42913-48BB-468B-8DFC-74224B125F98 12 - 13
Professional Services Agreement – Consultant Services

Approved For Use 11/15/16
$2,000,000 aggregate
• General Liability:
• General Aggregate: $2,000,000
• Products Comp/Op Aggregate $2,000,000
• Personal & Advertising Injury $2,000,000
• Each Occurrence $2,000,000
• Fire Damage (any one fire) $ 100,000
• Medical Expense (any 1 person) $ 10,000
• Workers' Compensation:
• Workers' Compensation Statutory Limits
• EL Each Accident $1,000,000
• EL Disease - Policy Limit $1,000,000
• 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 limits shall 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

12.4. 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.

12.5. 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.

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 DocuSign Envelope ID: B1C42913-48BB-468B-8DFC-74224B125F98 12 - 14
Professional Services Agreement – Consultant Services

Approved For Use 11/15/16
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 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 DocuSign Envelope ID: B1C42913-48BB-468B-8DFC-74224B125F98 12 - 15
Professional Services Agreement – Consultant Services

Approved For Use 11/15/16
Pasadena, Attn: Angelica Frausto-Lupo Community Development Director, South Pasadena, CA 91030.

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.

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.

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
DocuSign Envelope ID: B1C42913-48BB-468B-8DFC-74224B125F98 12 - 16
Professional Services Agreement – Consultant Services

Approved For Use 11/15/16
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
Angelica Frausto-Lupo
Community Development Director
City of South Pasadena
1414 Mission Street
South Pasadena, CA 91030
Telephone: (626) 403-7220
Facsimile: (626) 403-7241
If to Consultant
Kent Johnson, CEO
TruePoint Solutions
3282 Penryn Road, Suite 100-B
Loomis, CA 95650
Telephone: (916) 259-1293
With courtesy copy to:

Andrew 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

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.

DocuSign Envelope ID: B1C42913-48BB-468B-8DFC-74224B125F98 12 - 17
Professional Services Agreement – Consultant Services

Approved For Use 11/15/16

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 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.

DocuSign Envelope ID: B1C42913-48BB-468B-8DFC-74224B125F98 12 - 18
Professional Services Agreement – Consultant Services

Approved For Use 11/15/16

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 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 DocuSign Envelope ID: B1C42913-48BB-468B-8DFC-74224B125F98 12 - 19
Professional Services Agreement – Consultant Services

Approved For Use 11/15/16
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.

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.

DocuSign Envelope ID: B1C42913-48BB-468B-8DFC-74224B125F98 12 - 20
Professional Services Agreement – Consultant Services

Approved For Use 11/15/16
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: Arminé Chaparyan
Title: City Manager
Date:______________________
“Consultant”
TruePoint Solutions
By:________________________________
Signature
Printed:Kent Johnson
Title:__CEO___________________________
Date:______________________
Attest:

By:__________________________________
Desiree Jimenez, CMC
Chief City Clerk
Date:________________________
Approved as to form:

By:__________________________________
Andrew Jared, City Attorney
Date:________________________
DocuSign Envelope ID: B1C42913-48BB-468B-8DFC-74224B125F98 12/7/2022
1/3/2023
1/5/2023
1/5/2023
12 - 21

Statement of Work
City of South Pasadena, CA
Accela Civic Applications
for a
Building, Planning, Engineering, Code Enforcement and Electronic Plan Review
10-18-22
TruePoint Solutions
3262 Penryn Road
Suite 100-B
Loomis, CA 95650
Tel: 916-259-1293
Exhibit A DocuSign Envelope ID: B1C42913-48BB-468B-8DFC-74224B125F98 12 - 22

TABLE OF CONTENTS
TABLE OF CONTENTS ..................................................................................................................................................................... 2 DOCUMENT CONTROL .................................................................................................................................................................... 3 INTRODUCTION ................................................................................................................................................................................ 4 OVERVIEW............................................................................................................................................................................................ 4 CRITICAL SUCCESS FACTORS................................................................................................................................................................ 4 PROJECT ASSUMPTIONS ............................................................................................................................................................... 5 GENERAL PROJECT ASSUMPTIONS........................................................................................................................................................ 5 PROJECT RESOURCING ASSUMPTIONS................................................................................................................................................... 5 ACCELA SOLUTION ASSUMPTIONS......................................................................................................................................................... 6 ADMINISTRATION............................................................................................................................................................................. 6 CHANGE ORDERS ................................................................................................................................................................................. 6 APPENDIX A - ACCELA IMPLEMENTATION APPROACH............................................................................................................. 7 APPENDIX B...................................................................................................................................................................................... 9 BASIC SCOPE OF WORK ................................................................................................................................................................. 9 STAGE 1 - INITIATION....................................................................................................................................................................... 9 TASK 1: PROJECT INITIATION ................................................................................................................................................................. 9 TASK 2: ACCELA ENVIRONMENT DEPLOYMENT........................................................................................................................................ 9 STAGE 2 – TO-BE / BUSINESS ANALYSIS ........................................................................................................................................... 10 TASK 3: TO-BE ANALYSIS AND CONFIGURATION DOCUMENT.................................................................................................................. 10 STAGE 3 – SOLUTION FOUNDATION ................................................................................................................................................... 11 TASK 4: ACCELA BASE CIVIC PLATFORM SOLUTION FOUNDATION .......................................................................................................... 11 TASK 5: ACCELA CIVIC PLATFORM CONFIGURATION.............................................................................................................................. 11 TASK 6: ACCELA CIVIC PLATFORM ELECTRONIC PLAN REVIEW INTEGRATION......................................................................................... 11 STAGE 4 – BUILD.............................................................................................................................................................................. 11 TASK 7: BUSINESS PROCESS VALIDATION AND AUTOMATION (BUSINESS RULE SCRIPTING) ..................................................................... 12 DATA CONVERSION............................................................................................................................................................................. 12 TASK 8: HISTORICAL DATA CONVERSION ANALYSIS............................................................................... ERROR! BOOKMARK NOT DEFINED.

TASK 9: HISTORICAL DATA CONVERSION DEVELOPMENT........................................................................ ERROR! BOOKMARK NOT DEFINED.

SYSTEM INTERFACES .......................................................................................................................................................................... 12 TASK 9A THRU D: INTERFACE ANALYSIS AND DEVELOPMENT................................................................................................................. 13 REPORTS ........................................................................................................................................................................................... 14 TASK 10: REPORT SPECIFICATIONS...................................................................................................................................................... 14 TASK 11: REPORT DEVELOPMENT ........................................................................................................................................................ 15 TASK 12: ACCELA CITIZEN ACCESS CONFIGURATION.............................................................................................................................. 15 TASK 13: ACCELA GIS CONFIGURATION............................................................................................................................................... 15 TASK 14: ACCELA MOBILE DEPLOYMENT.............................................................................................................................................. 15 STAGE 5 – READINESS.................................................................................................................................................................. 16 TASK 15: TRAINING............................................................................................................................................................................. 16 TASK 16: USER ACCEPTANCE TESTING (UAT) AND GO LIVE PREP ........................................................................................................ 16 STAGE 6 - DEPLOY......................................................................................................................................................................... 17 TASK 17: PRODUCTION SUPPORT ........................................................................................................................................................ 17 PROJECT TIMELINE....................................................................................................................................................................... 18 PROJECT SERVICES BUDGET ..................................................................................................................................................... 19 EXPENSES: ......................................................................................................................................................................................... 19 DocuSign Envelope ID: B1C42913-48BB-468B-8DFC-74224B125F98 12 - 23

DOCUMENT CONTROL
Date Author Version Change Reference
10-28-22 Keith v1.0 Initial Draft
V2.0 Remove some scope
DocuSign Envelope ID: B1C42913-48BB-468B-8DFC-74224B125F98 12 - 24

INTRODUCTION

OVERVIEW
The following Statement of Work will detail how TruePoint Solutions will implement the software and services you have purchased.

This Statement of Work (“SOW”) sets forth a scope and definition of the consulting/professional services, work and/or project (collectively, the “Services”) to be provided by TruePoint Solutions (“TruePoint”) to Agency (“City of South Pasadena”).

CRITICAL SUCCESS FACTORS
To successfully execute the services described herein, there are several critical success factors for the project that must be closely monitored and managed by the stakeholders. These factors are critical in setting expectations between the Agency and TruePoint, identifying and monitoring project risks, and promoting strong project communication.
• Dedicated Agency Participation – Agency acknowledges that its staff must be actively involved throughout the entire duration of Services as defined in the agreed upon Project Plan. TruePoint will communicate insufficient participation of Agency resources through Project Status Reports with real and potential impacts to the project timeline. TruePoint will work with the project sponsors and department leaders to determine appropriate team member involvement. This could range from full-time, during early analysis meetings, to part-time during the technical implementation phase.
• Knowledge Transfer – It is critical that Agency personnel participate in the analysis, configuration, and deployment of Accela Civic Platform for TruePoint to transfer knowledge to the Agency. Once Postproduction assistance tasks are completed by TruePoint, the Agency assumes all day-to-day operations of Accela Civic Platform outside of the Support and Maintenance Agreement. The Support and Maintenance Agreement does not cover any Agency manipulation of implemented scripts, reports, interfaces, and adaptors. Key knowledge transfer areas could include:
• Configuration
• Business Rules Scripting
• Interfaces
• Reports and Forms
• Release Management
DocuSign Envelope ID: B1C42913-48BB-468B-8DFC-74224B125F98 12 - 25

PROJECT ASSUMPTIONS

GENERAL PROJECT ASSUMPTIONS
Scope and Timeline
• Scope is based on RFP response and feedback with Agency prior to the SOW development. • Agency and TruePoint will review their responsibilities before work begins to ensure that Services can be satisfactorily completed and in the appropriate timeframe. • Tasks not specifically described in this document are the responsibility of Agency. • “Go live” (system is in production) timeline assumes timely completion of Agency deliverables (including finalization of requirements / use cases), availability of key Agency resources, and collaboration and availability of any third-party vendor resources. Late (per mutually agreed project plan) Agency deliverables may adversely impact overall implementation timeline. • Overall project plan will be mutually agreed to by Agency and TruePoint project managers prior to final Configuration.

Training
• Project assumes that a Train the Trainer approach will be taken during this implementation. The Trainer will train the Agency super users in the day-to-day operation features of Accela. The training will also focus on successful training techniques and styles for training system end users that can be performed via web training sessions.

Testing
• TruePoint is responsible for testing the initial configuration of system along with functional use cases sample input/output for each (as demonstrated on onsite visit). • TruePoint to validate system and interfaces before turning module over to the Agency for testing. • Agency is responsible for User Acceptance Test and System Integration Testing Go Live and Go Live Support
• “Go Live” definition is that the Accela software is up and running in production. If an Agency moves to production, i.e., “Goes Live” it is deemed to have accepted the product and shall comply with any payment obligation for “Go-Live” and/or “Acceptance”.

PROJECT RESOURCING ASSUMPTIONS
Agency Resourcing
• Agency will provide a Project Manager throughout the course of the implementation. • Agency Project Manager will maintain primary responsibility for the scheduling of Agency employees and facilities in support of project activities.
• Agency has committed to the involvement of key resources and subject matter experts for ongoing participation in all project activities as defined in the project plan associated with this SOW. • Agency agrees during the Initiation Phase of the project to assign a designated approver for each major project deliverable. The designated approver will be responsible for overseeing and/or directly participating in the design and development, as well as the approval, of the deliverable. Agency may make changes to designated approvers with written notification to TruePoint a minimum of one month before a deliverable is due.
• Agency will provide access to subject matter experts and decision makers in a timely fashion.

DocuSign Envelope ID: B1C42913-48BB-468B-8DFC-74224B125F98 12 - 26

TruePoint Resourcing
• TruePoint has assumed that project team will need to be on-site as appropriate with-in the expense budget.

Any additional on-site consulting will be at the mutual agreement of Agency and TruePoint Project Manager. All travel expenses incurred for on-site work are per the terms of expense reimbursement outlined above. • In the pricing, TruePoint has assumed the appropriate resourcing to ensure deployment success for the scope outlined. Significant additional support requested by Agency over this level of resourcing would necessitate a change order that could impact the cost of the project. • TruePoint will provide a project manager for services throughout the implementation to plan and monitor execution of the project in accordance with deliverables outlined in the Statement of Work. To support the implementation of the Accela Civic Platform software at the Agency, TruePoint will provide Project Management services throughout the project.
• Changes in project scope or expectations that require additional worked hours over the hours or scope stated in the SOW may require a Change Order.

ACCELA SOLUTION ASSUMPTIONS
General
• TruePoint will implement the most current version of Accela Civic Platform that is available at time of initial installation. This will likely be Civic Platform 22.2.0 • Agency will provide/purchase/acquire the appropriate hardware, software, and infrastructure assets to support all required Accela software products in both support/testing and production environments as defined in the project schedule.
• For use with Accela Citizen Access, Agency will provide/purchase/acquire an Accela supported online merchant account and all related hardware required by the merchant account provider for the handling of credit cards and/or checks.
• Agency is responsible for proper site preparation, hardware, software, and network configuration in accordance with Accela specifications.

ADMINISTRATION

CHANGE ORDERS
To make a change to the scope of Professional Services in this SOW, Agency must submit a written request to TruePoint specifying the proposed changes in detail. TruePoint shall submit to Agency an estimate of the charges and the anticipated changes in the delivery schedule if any that will result from the proposed change in the Professional Services (“Change Order”). TruePoint shall continue performing the Professional Services in accordance with the SOW until the parties agree in writing on the change in scope of work, scheduling, and fees. Any Change Order shall be agreed to by the parties in writing prior to implementation of the Change Order.

DocuSign Envelope ID: B1C42913-48BB-468B-8DFC-74224B125F98 12 - 27

APPENDIX A - ACCELA IMPLEMENTATION APPROACH
TruePoint will deliver its Services to the Agency by employing the methodology detailed in this section. This is a proven methodology that guides the project from inception to deployment, thereby increasing the chances of successfully implementing Accela software products. Project delivery through execution of this Implementation Life Cycle is described below.

IMPLEMENTATION LIFE CYCLE
Thorough execution of these six stages ensures that customers receive high-quality services throughout the project engagement.

As illustrated in the figure above, the stages of project delivery flow in linear direction, although many tasks run in parallel as appropriate to avoid unnecessary project delays. Each stage has pre-defined objectives, tasks, and associated deliverables. Depending on the exact scope of the project, a full complement or subset of all available deliverables will be delivered through the services defined for the project. Employing this deliverables-based approach ensures that TruePoint and the Agency understand the composition and ‘downstream’ impact of each project deliverable to ensure the project is delivered with quality and in a timely manner.

INITIATION
Initiation represents the first stage in the lifecycle. During the Initiation stage, project contracts and the SOW are finalized, project scope and objectives are reviewed, and project planning activities and deliverables are completed.

ANALYSIS
Analysis is the second stage in the lifecycle. During the Analysis stage, TruePoint reviews existing agency documentation, interviews agency staff, and conducts workshops to understand the “To-Be” vision of the Agency that can be executed with the aid of Accela Civic Platform. It is during this Phase that TruePoint gains a deeper understanding of Agency processes and business rules; simultaneously, the Agency begins to gain a deeper understanding of the methodology and Accela Civic Platform capabilities. A key output of this Phase is the To-Be Analysis Document(s) which serve as the ‘foundation’ for configuration of Accela Civic Platform to support germane elements of the Agency “To-Be” vision. Supplementing the To-Be Analysis Document(s) are all other configuration specifications documents related to data conversion, interfaces, reports, and event scripts.

SOLUTION FOUNDATION
Solution Foundation is the third stage in the lifecycle. It begins upon completion of Stage 2 and should be completed prior to the next stage, Build. During the Solution Foundation stage, Accela Civic Platform will be built to match the to-be processes agreed to in the Analysis stage. Essential to this effort is the configuration of the Record (Case, Application, Permit, etc.) types that were agreed to during the Analysis phase.

BUILD
Build serves as the fourth stage in the lifecycle, and execution of this stage overlaps Configuration, but ends after Configuration is complete. During the Build stage, all defined elements during the Analysis stage DocuSign Envelope ID: B1C42913-48BB-468B-8DFC-74224B125F98 12 - 28

beyond the Solution Foundation will be implemented. This includes conversions, business rule scripts, interfaces, and reports.

READINESS
Readiness is the fifth stage in the lifecycle. During the Readiness stage Accela Civic Platform is fully tested, errors are identified, documented, and corrected. Additionally, the solution is prepared for deployment. In addition, system administrators and end users are trained so that all appropriate agency staff members are prepared to use and maintain the software once the move to production occurs.

DEPLOY
Deploy is the sixth and final stage in the lifecycle. During the Deploy stage the applications are moved to production; all requisite pre-production activities are identified, tracked, and completed, and post-production analysis and review is completed. Upon moving to production, the Accela Civic Platform applications are transitioned to the Accela Customer Resource Center (‘CRC”) for ongoing support. A formal introduction will occur between the Services team and the CRC that instructs the agency on available communication channels (telephone, email, online tracking system) and use of the Accela knowledge base DocuSign Envelope ID: B1C42913-48BB-468B-8DFC-74224B125F98 12 - 29

APPENDIX B

BASIC SCOPE OF WORK
The following section describes the specific activities and tasks that will be executed to meet the business objectives and business requirements of the Agency. In support of the implementation effort as described above, TruePoint will provide the following implementation services deliverable.

STAGE 1 - INITIATION
TASK 1: PROJECT INITIATION
Project initiation is an opportunity to ensure the project starts in a well-organized, structured fashion while re-confirming the Agency and TruePoint expectations regarding the implementation. This task is comprised of project planning activities, core project management documents and templates and the project kickoff.

In conjunction with the Agency representatives, TruePoint will perform the following tasks:
• Finalize staffing for the project teams.
• Conduct a Kickoff meeting. The objective of this meeting is to review the purpose of the project and discuss the project scope, roles and responsibilities, deliverables, and timeline. • Finalize an integrated baseline project plan that includes resource allocation for all tasks (in cooperation with the Agency Project Manager).
• Conduct Core Team training to prepare the Subject Matter Experts for the To-Be Analysis stage.

TruePoint Responsibilities:
• Provide timely and appropriate responses to Agency’s request for information. • Communicate the Accela Implementation Methodology that will be used by TruePoint to deliver Services.
• Complete Baseline Project Plan, Project Status Report Template, and Project Kickoff Presentation deliverables with input from appropriate Agency resources.

Agency Responsibilities:
• Identify and set expectations with key resources and subject matter experts for ongoing participation in the project.
• Provide timely and appropriate responses to TruePoint’s requests for project planning input and meeting logistics requests.
• Work with TruePoint PM to schedule remote Project Kickoff and other activities as needed.

TASK 2: ACCELA ENVIRONMENT DEPLOYMENT
TruePoint will work with Accela to setup the Accela Automation software in the Accela Cloud environment, such that Agency can log into the system and verify that the software is available.

TruePoint will populate the new environment with civic application templates or configuration from other implementations.

DocuSign Envelope ID: B1C42913-48BB-468B-8DFC-74224B125F98 12 - 30

STAGE 2 – TO-BE / BUSINESS ANALYSIS
To-Be Analysis is comprised of the activities required to define the Accela Civic Platform Solution Foundation for the Agency. The key output of the process is the Configuration Document(s), which serves as a ‘blueprint’ for design and baseline configuration efforts throughout the implementation.

The following departments will participate in the Business Analysis (Building, Planning, Code Enforcement and Electronic Plan Review). The Configuration Document(s) will provide detailed information on the Agency’s business processes to be configured in the Accela Civic Platform Solution Foundation, including the following topics:
 Overall Process Overview
 Intake Process, user defined and required fields
 Required/Optional Review Tasks
 Issuance requirements
 Inspection Types, scheduling and checklists
 Workflow and processing requirements
 Fees – types, processing, and schedules
 Citizen Portal (Accela Citizen Access) specific to online submittal, inquiry, inspection scheduling and fee payments
TASK 3: TO-BE ANALYSIS AND CONFIGURATION DOCUMENT
To develop the content for the To-Be Analysis Document(s), TruePoint will work closely with designated Agency personnel and will conduct analysis sessions to capture the “to-be” required business processes.

In conjunction with the Agency representatives, TruePoint will perform the following tasks:
• Review and understand existing business processes intended for migration into Accela Civic Platform.
• Review the developed business process as a basis for configuration in Accela Civic Platform’s workflow tool.
• Assist the Agency in streamlining current permit types to fit into Accela Civic Applications. • Collect employee names and associated roles and identify user group setups. • Review the collected document intake requirements, forms, and data fields for each process. • Review the collected document output requirements (documents/letters/reports). • Review the required fees, fee schedules, and collection procedures for each process. • Review the required inspections and inspection result options for each type.

TruePoint Responsibilities:
• Interview staff to understand existing business processes. • Conduct to-be analysis sessions to capture the required business processes to be automated within the system.
• Conduct meetings via email, web conference, phone, and in person to gather and validate analysis input.
• Demo basic prototypes off records for each department.

DocuSign Envelope ID: B1C42913-48BB-468B-8DFC-74224B125F98 12 - 31

Agency Responsibilities:
• Make available the appropriate Agency key users and content experts to provide required information, participate in the configuration analysis and verify the accuracy of the documented workflows, input/output formats, and data elements.
• Provide any existing business process documentation, including process flows; fee schedules; commonly used applications, reports, and forms; and other relevant information. • Work with TruePoint PM to schedule participants and meetings for analysis activities.

STAGE 3 – SOLUTION FOUNDATION
TruePoint will provide professional services to develop the Accela Civic Platform Solution Foundation in accordance with requirements established and agreed upon during the execution of the tasks that comprise Stage 2 – To-Be Analysis. TruePoint will produce a detailed Configuration Document(s) that represents the entire foundation of the system, for each module. This document will be delivered for review with the completed solution.

TASK 4: ACCELA BASE CIVIC PLATFORM SOLUTION FOUNDATION
TruePoint will provide professional services to develop the Solution Foundation of the Accela Civic Platform product in accordance with requirements established and documented in the To-Be Analysis Document(s).

The solution foundation will include core Accela Civic Platform features for:
• Modules
• Admin User and User Groups
• Departments/Divisions
• Consoles (Administrator, Daily User, Inspection, and Cashiering) • Portlets (Customized portlets for all Automation Screens) • My Navigation Setup
• Menu Navigation Setup
• Quick Links
• Quick Queries for the Record, Inspection, and My Task Portlets TASK 5: ACCELA CIVIC PLATFORM AND DIGEPLAN CONFIGURATION (NOT INCLUDED) TASK 6: ACCELA CIVIC PLATFORM ELECTRONIC PLAN REVIEW INTEGRATION (NOT

INCLUDED)
STAGE 4 – BUILD
The Build stage includes data conversions, development of interfaces, development of all Business Process Validation and Automation (Business Rule Scripts and Expressions) configuration of add-on products and custom report development. It comprises all the additional activities outside of solution foundation that are required to complete the total solution for the Agency. Like the Configuration Stage, DocuSign Envelope ID: B1C42913-48BB-468B-8DFC-74224B125F98 12 - 32

it is critical that appropriate agency representatives are involved in each step of the process to ensure success.

TASK 7: BUSINESS PROCESS VALIDATION AND AUTOMATION (BUSINESS RULE SCRIPTING) During the configuration analysis phase of the implementation project, TruePoint will identify opportunities to supplement the Accela Civic Platform base functionality via Business Rule Script Engine scripts and Expression Builder to validate and automate business processes. TruePoint will work with Agency to identify desired functionality, and subsequently will assist with prioritizing the needs to determine that will be developed by TruePoint within the scope of this implementation. The Business Process Validation and Automation developed by TruePoint can be used as models whereby agency staff can develop and modify additional functionality as needed.

Business Process Validation and Automation is broken out into two functional areas of the Accela solution, as defined below:
• Business Rule Scripting Engine – used to script based on system activities, such as a before or after event, that allow the system to automate activities (example: do not allow an inspection to be scheduled prior to a specific workflow task, or, auto-calculate and invoice a fee upon application submittal)
• Expression Builder – used to script form-based interactions that occur prior to triggering an event or master script activity (example: auto-population form-based data fields based on userselected values) TruePoint Responsibilities:
• Work with Agency staff to identify potential uses of automation • Assist with development of a list of desired functionalities • Aid the Agency in prioritizing which scripts will be developed by TruePoint • Develop automation scripts based on the specifications Agency Responsibilities:
• Identify resources that will learn scripting tools and approaches for ongoing maintenance • Prioritize desired functionality to determine which scripts TruePoint will develop • Provide timely and appropriate responses to TruePoint’s request for information • Verify the Script Specification meets the intended business requirement • Allocate the time for qualified personnel to test the script for acceptance

DATA CONVERSION (NOT REQUIRED)

SYSTEM INTERFACES
For each interface, the TruePoint technical lead will work together with Agency’s technical lead and business leads to document functional and technical requirements of the interface in an Interface Specifications Document. Interface development begins upon written approval of the specifications. It is expected all interfaces will use Accela’s Construct API, web services or batch engine. No custom or third party integration tool will be used to accomplish input or output of data to/from the Accela system.

In other words, data coming into Accela and data coming from Accela will use the existing integration technology. Agency responsibility includes obtaining permission for level/type of integration from DocuSign Envelope ID: B1C42913-48BB-468B-8DFC-74224B125F98 12 - 33

appropriate application owners (including on premises or cloud/hosted, etc.). All interfaces will be developed against 1 (one), agreed upon version of the 3rd party system.

TruePoint will conduct Analysis for each Integration that will be developed in the scope of this implementation.

Deliverable System Name Description
9A Address, Parcel Owner
Import
Address, Parcel Owner Migration from Accessor files
9B CSLB Real time validation from the CSLB from Professional Portlet 9C Financial System Export Daily payment by Account export file 9D Laserfiche Gray Quarter Laserfiche adaptor subscription TASK 9A THRU D: INTERFACE ANALYSIS AND DEVELOPMENT
To determine the Agency requirements for each interface, analysis sessions will be conducted as a portion of this deliverable. The findings will then be documented in the Interface Specifications Document(s) for use by TruePoint in building the interface code. The implementation of each interface is dependent on the assistance of the Agency’s staff, specifically, interface analysis, data mapping, and data manipulation as required in the source system. TruePoint will provide a program to integrate 3rd Party data to/from Accela Civic Platform.

In terms of specific output, the following will be executed for each integration:
 Integration Specifications Document
 Operational Integration in the Development or Test environment TruePoint Responsibilities:
• Provide timely and appropriate responses to Agency’s request for information. • Conduct Interface Analysis sessions.
• Work with Agency staff to develop interface specifications document. • Use an Accela web service or other tool to implement the interface functionality based on the specifications.
• Build all aspects of the interface that interact directly with the Accela Civic Platform.

Agency Responsibilities:
• Provide timely and appropriate responses to TruePoint’s request for information. • Provide system and access to individuals to provide required details of system interface. • Allocate the time for qualified business and technical experts for the testing sessions that are critical to the project success.
• Identify and coordinate any related tools used to implement the interface (3rd party or in-house development).
• Assist in the interface specification development and data mapping process. • Review and approve the interface specification documents. • Work with Third Party Data Sources to determine best methods of interfacing to Accela system. • Validate interface through testing.
• Work with 3rd party to ensure data from Accela is in correct format.

DocuSign Envelope ID: B1C42913-48BB-468B-8DFC-74224B125F98 12 - 34

• Updates to interface, post go-live, due to changes in 3rd party system or Agency business processes.

REPORTS
Reports are defined as anything that can be generated from the system, including but not limited to, reports, forms, documents, notices, and letters that the Agency wishes to print as identified during configuration analysis. The Configuration Document will define the reports and documents that are required by the Agency to effectively use Accela Civic Platform. These reports will be broken down by level of effort and identified in the configuration document. It is expected that, after the appropriate training on the database and the selected report writing tool is completed, Agency personnel will be able to handle additional and future report requirements.

Reports can be developed using the integral Ad-Hoc Report Writer included with Accela Civic Platform, Microsoft Report Service (SSRS) or Crystal Reports at the Agency’s discretion. Custom reports, whether developed with Ad-Hoc Report Writer, SSRS or Crystal Reports, will be deployed in the Report Manager for use within Accela Civic Platform. The Agency will need to create a local Accela DB environment for use in creating and testing reports in-house. Request for a local copy of the Agency data can be requested through CRC.

TASK 10: REPORT SPECIFICATIONS
TruePoint will develop 15 to 20 documents/letters/reports from those identified by the Agency as required for the new system.

Prior to the development of a report the Agency will approve report design specification documents that will be created jointly by the Agency and TruePoint. The approved documents will be used as a basis for determining completion and approval of the reports. Development of each report cannot begin until agreement on each specification is complete.

A proven strategy that combines the use of the Accela Civic Platform Quick Queries, Accela Ad-Hoc reports and custom reports developed by TruePoint, or Agency, can ensure that all required reporting requirements are met.

TruePoint Responsibilities:
• Assist in determining level of effort for reports to assist with prioritization • Develop report specifications
Agency Responsibilities:
• Make available the appropriate key users and content experts to participate in the report specification
• Provide information and data in the formats specified by TruePoint that will be needed for agreement on the Deliverable
DocuSign Envelope ID: B1C42913-48BB-468B-8DFC-74224B125F98 12 - 35

TASK 11: REPORT DEVELOPMENT
TruePoint will develop custom documents/letters/reports per the specifications developed and approved in the Report Specifications. Changes to the report specifications after approval can negatively impact project progress and the overall schedule.

TruePoint Responsibilities:
• Develop reports per specifications in Crystal Report XI server format or later. • Assist in the validation of the reports in test environment Agency Responsibilities:
• Make available the appropriate key users and content experts to participate in the report development and validation activities
• Request change order if changes to specifications are required TASK 12: ACCELA CITIZEN ACCESS CONFIGURATION AND INTEGRATION TO DIGEPLAN This task includes setup and configuration of Accela Citizen Access (ACA) per the Requirements gathered in the To-Be Analysis Phase. TruePoint will work with the Agency representatives to validate and implement Accela Citizen Access to extend certain aspects of the internal Accela Civic Platform configuration for use by the general public.

TruePoint Responsibilities:
• Setup Accela Citizen Access in Dev and Test environments • Assist agency in set up and validation of merchant account integration • Work with the Agency to determine which services to expose to the public via Accela Citizen Access
• Configure the Online Record types defined in the System Configuration Document in Accela Citizen Access
Agency Responsibilities:
• Obtain a merchant account, and deploy an internet-enabled payment engine • Validate that the configuration specification for Accela Citizen Access meets Agency requirements based on details from the Configuration phase of the project • Perform testing of all Online Record types for purposes of validating the configuration TASK 13: ACCELA GIS CONFIGURATION (NOT INCLUDED)
TASK 14: ACCELA MOBILE DEPLOYMENT
TruePoint will setup the Accela Mobile Gateway. As part of this deliverable TruePoint will perform the configuration tasks required to ensure the Accela Mobile Apps interfaces with Accela Civic Platform in both a test and production environment. Using Accela Mobile Apps, an Agency inspector can perform activities such as:
• Result inspections/investigations in either store/forward or wireless mode • Create or Review Record information in the field
DocuSign Envelope ID: B1C42913-48BB-468B-8DFC-74224B125F98 12 - 36

TruePoint Responsibilities:
• Create configuration specifications for Accela Mobile Office based on analysis with the Agency • Configure Accela Mobile Apps
STAGE 5 – READINESS
TASK 15: TRAINING
TruePoint will provide training for Agency staff that focuses on the administration, maintenance, and augmentation of its Accela Civic Platform configuration. Our aim is to educate Agency resources on all aspects of Accela Civic Platform to ensure the Agency is self-sufficient. This allows the Agency to best react to changing requirements and ongoing maintenance, which can allow the Agency to be reactive and significantly reduce system maintenance costs over time.

TruePoint can provide on-site or remote training services as desired by the Agency. With COVID-19 we have adapted to remote web training for most of our customers that has been very successful.

In terms of specific training sessions, the following are recommended:
• Accela Civic Platform - Core Team Training – .5 days (SME’s and Admins) • Accela Civic Platform Admin Training – 2 days (System Admin) • Accela Civic Platform Business Rules Scripting (Basic) – 1 day • Accela Civic Platform Database Schema Fundamentals – .5 day (report writers) • Report Workshop Report Training .5 day of workshop training • Report Workshop Ad-Hoc Report Training 2 (2 hour) remote sessions • Train the Trainer Training Support 4.5 days
TruePoint Responsibilities:
• Coordinate with the Agency to define training schedule and coordination. • Deliver training per the specific requirements listed above.

Agency Responsibilities:
• Select and prepare the power-users who will be participating in the training and subsequently training end users.
• Arrange the time and qualified people for the training who are critical to the project success. • Provide suitable Agency facilities (this can be remote if necessary) to accommodate various training classes.
• For the Report Workshop agency, will need to provide a local MSSQL environment loaded with a current copy of the configured Data Base.

TASK 16: USER ACCEPTANCE TESTING (UAT) AND GO LIVE PREP This task is comprised of the assistance TruePoint will provide to allow the Agency to accept that the solution meets the requirements as documented in all the deliverables.

DocuSign Envelope ID: B1C42913-48BB-468B-8DFC-74224B125F98 12 - 37

TruePoint will provide support for training, oversight, answering questions and addressing issues discovered in User Acceptance Testing. It should be noted that it is critical that the Agency devote ample time and resources to his effort to ensure that the system is operating per signed specifications and ready for the move to production.

TruePoint will aid the Agency by providing User Acceptance Testing (UAT) support and a defined testing process. TruePoint will address and rectify issues discovered during the UAT process as Agency staff executes testing activities.

TruePoint Responsibilities:
• Provide recommendations on testing strategy and best practices. • Lead the Agency in up to [3] weeks of User Acceptance testing effort and the validation of the system configuration and its readiness to be migrated to production for active use. • Resolution of issues because of User Acceptance Testing activities.

Agency Responsibilities:
• Make available the appropriate Agency key users and content experts to participate in user acceptance testing as defined and managed by Agency.
• Develop the User Acceptance test scripts.
• Utilize the use cases documented in each Configuration Document Deliverable as the basis for the acceptance of this Deliverable.

STAGE 6 - DEPLOY
TASK 17: PRODUCTION SUPPORT
Production date is defined as the official date in which Accela Civic Platform moves from the test environment to production for daily Agency usage. This date will be agreed to by both TruePoint and the Agency at project inception. It may be altered only by change order agreed to by both parties. In the weeks prior to moving to Production, TruePoint will assist in final data conversions, system validation, staff preparation assistance and training, and coordination of deployment.

TruePoint Responsibilities:
• Provide on-site or remote resources to support the move to Production and Post-Production Support effort
• With assistance from the Agency, lead the effort to transfer the system configuration and any required data from Support to Production
• Assist in the development of a Pre-Production checklist that details the critical tasks that must be accomplished prior to moving to Production
Agency Responsibilities:
• Provide technical and functional user support for pre and postproduction Planning, execution, and monitoring
• Provide timely and appropriate responses to TruePoint’s request for information • Assist in the development of a Pre-Production checklist that details the critical tasks that must be accomplished prior to moving to Production
DocuSign Envelope ID: B1C42913-48BB-468B-8DFC-74224B125F98 12 - 38

• Make available the appropriate Agency key users and content experts to participate in user acceptance testing as defined and managed by Agency

PROJECT TIMELINE
The estimated duration of this project is 7 months.

Upon initiation of these Services, the TruePoint Project Manager will work with the Agency to collaboratively define a baseline project schedule. Given the fact that project schedules are working documents that change over the course of the project, the TruePoint Project Manager will work closely with Agency to update, monitor, agree, and communicate any modifications.

DocuSign Envelope ID: B1C42913-48BB-468B-8DFC-74224B125F98 12 - 39

PROJECT SERVICES BUDGET
EXPENSES:

Due to COVID -19 restrictions TruePoint will plan to perform as many services remotely as possible. If travel is allowed and required actual amounts of any reasonable and customary travel expenses incurred during the performance of services under this SOW will be billed to Agency. TruePoint will bill Agency for actual expenses incurred for travel and lodging/living, as well as other approved out-of-pocket expenses (such as mileage, parking, tolls, and telecommunications charges). TruePoint will work with Agency to manage and control its expenses and will not incur expenses more than the initial contracted budget below without Agency’s prior written consent. Expense receipts will be made available as requested by the Agency.

DocuSign Envelope ID: B1C42913-48BB-468B-8DFC-74224B125F98 12 - 40
ID Task Name Duration Start Finish
1 South Pasadena - Case Management System 164 days Tue 1/3/23 Fri 8/18/23 2 Initiation 1 day Tue 1/3/23 Tue 1/3/23
3 Project Kickoff Meeting 1 day Tue 1/3/23 Tue 1/3/23
4 Product Installation (Accela Hosted) 11 days Tue 1/3/23 Tue 1/17/23 5 Hosted Environment 1 day Tue 1/3/23 Tue 1/3/23
6 Setup Configuration Base 9 days Wed 1/4/23 Tue 1/17/23 7 Business Analysis / System Prototypes 31 days Thu 1/12/23 Thu 2/23/23 8 Business Analysis and System Prototypes 12.5 days Thu 1/12/23 Mon 1/30/23 9 Core Team Training 1 day Mon 1/16/23 Mon 1/16/23
10 BA Sessions 2 days Tue 1/17/23 Wed 1/18/23
11 BA Sessions 3 days Mon 1/23/23 Wed 1/25/23
12 BA Sessions 3 days Tue 2/7/23 Thu 2/9/23
13 Configuration Document Review and Signoff 5 days Fri 2/17/23 Thu 2/23/23 14 System Configuration 50 days Mon 2/27/23 Fri 5/5/23
15 Accela Configuration and Automation 35 days Mon 2/27/23 Fri 4/14/23 16 Configuration Testing 30 days Mon 3/20/23 Fri 4/28/23 17 Configuration Acceptance 5 days Mon 5/1/23 Fri 5/5/23 18 Address, Parcel and Owner Import 15 days Mon 2/27/23 Fri 3/17/23 19 Base APO Configuation and Setup 5 days Mon 2/27/23 Fri 3/3/23 20 Attribute Field Mapping 5 days Mon 3/6/23 Fri 3/10/23 21 Test Final APO Import 5 days Mon 3/13/23 Fri 3/17/23 22 Accela Citizen Access 32 days Mon 3/13/23 Tue 4/25/23 23 Define Requirements 5 days Mon 3/13/23 Fri 3/17/23
24 Configure ACA and Establish Mercahat Account 15 days Mon 3/20/23 Fri 4/7/23 25 Build ACA permit and Receipt 2 days Mon 4/10/23 Tue 4/11/23 26 Test ACA 10 days Wed 4/12/23 Tue 4/25/23
27 Accela Mobile 19 days Mon 3/20/23 Thu 4/13/23
28 Define Requirements 2 days Mon 3/20/23 Tue 3/21/23
29 Establish APP Cloud site 2 days Wed 3/22/23 Thu 3/23/23 30 Configure AMO or APPs 10 days Fri 3/24/23 Thu 4/6/23 31 Test Mobile Solution 5 days Fri 4/7/23 Thu 4/13/23
32 Report Development 35 days Mon 4/10/23 Fri 5/26/23
33 Report List 5 days Mon 4/10/23 Fri 4/14/23
34 Report Specifications 20 days Mon 4/17/23 Fri 5/12/23 35 Develop Reports 20 days Mon 4/24/23 Fri 5/19/23
36 Report Testing 20 days Mon 5/1/23 Fri 5/26/23
37 UAT 16 days Mon 6/5/23 Mon 6/26/23
38 UAT 15 days Mon 6/5/23 Fri 6/23/23
39 Functional Acceptance 1 day Mon 6/26/23 Mon 6/26/23
40 Training 131 days Mon 1/9/23 Mon 7/10/23
41 Core Team Training 1 day Mon 1/9/23 Mon 1/9/23
42 Administrator Training 3 days Mon 2/13/23 Wed 2/15/23 All
Accela
TruePoint
TruePoint,City
TruePoint,City
TruePoint,City
TruePoint,City
TruePoint,City
City
TruePoint,City
City
City
TruePoint
TruePoint
City
TruePoint
TruePoint
City
TruePoint
Accela,TruePoint
TruePoint
City
City
TruePoint,City
TruePoint,City
City
TruePoint,City
City
TruePoint,City
December January February March April May June July August SeptemberOctobe

DocuSign Envelope ID: B1C42913-48BB-468B-8DFC-74224B125F98 12 - 41
ID Task Name Duration Start Finish
43 Business Rule Scripting Training 1 day Thu 2/16/23 Thu 2/16/23 44 Data Base Schema and Report Training 2 days Mon 4/10/23 Tue 4/11/23 45 Citizen Access Admin 0.5 days Mon 3/13/23 Mon 3/13/23 46 Train the Trainer Training 3 days Mon 6/26/23 Wed 6/28/23 47 End User Training 8 days Thu 6/29/23 Mon 7/10/23
48 Production Readiness 1 day Fri 7/21/23 Fri 7/21/23
49 Move Database and Applications to
Production Environment
1 day Fri 7/21/23 Fri 7/21/23
50 Go Live 1 day Mon 7/24/23 Mon 7/24/23
51 Post Production Support 15 days Mon 7/31/23 Fri 8/18/23 52 Go Live and Post Go-Live Support 15 days Mon 7/31/23 Fri 8/18/23 TruePoint,City
TruePoint,City
TruePoint,City
City
TruePoint
All
TruePoint
December January February March April May June July August SeptemberOctobe

DocuSign Envelope ID: B1C42913-48BB-468B-8DFC-74224B125F98 12 - 42
ATTACHMENT 2
TruePoint Solutions, Inc. PSA-First Amendment
12 - 43

THIS PAGE

INTENTIONALLY

LEFT BLANK
12 - 44

FIRST AMENDMENT TO THE PROFESSIONAL SERVICES
THIS FIRST AMENDMENT (“First Amendment”) is made and entered into on the 16th day of August, 2023 and is to that Professional Services Agreement dated December 22, 2022 by and between the CITY OF SOUTH PASADENA (“City”) and TruePoint Solutions, Inc. (“Consultant”).

RECITALS
WHEREAS, on December 7, 2022, the City Council approved and authorized the City Manager to execute an agreement with TruePoint Solutions, Inc., to purchase and implement an Accela based case management and online permitting system; WHEREAS, the original Scope of Services included ten license subscriptions for the Accela software for the case management and online permitting system for a total contract amount of $252,567;
WHEREAS, the City desires to add additional license subscriptions and extend the term of all the license subscriptions to June 30, 2024 at a cost of $38,440 in order to include staff from other City departments including Public Works and Fire; WHEREAS, the City desires to execute the First Amendment to revise the maximum compensation amount to a not to exceed $291,007; WHEREAS, the Term of the Agreement is through December 21, 2023, with the option to extend upon written agreement of the parties; and WHEREAS, the City and Consultant desire to amend the Term until the project has been completed.

NOW, THEREFORE, THE CITY AND THE CONSULTANT AGREE AS
FOLLOWS:

Section 1. Paragraph 3.1 “Scope of Services” of the Agreement is hereby amended to read as follows:
““Scope of Services”: Exhibit A and the Order Form attached as Exhibit A-1 to the First Amendment to the Agreement for the additional ten license subscriptions through January 30, 3034 and the extension of the term for the twenty license subscriptions through June 30, 2024.”
12 - 45
Section 2. Paragraph 3.4 “Maximum Amount” of the Agreement is hereby amended to read as follows:
““Maximum Amount”: The highest total compensation and costs payable to Consultant by City under this Agreement. The Maximum Amount under this Agreement is two hundred ninety one thousand and seven Dollars ($291,007.00). This amount includes $38,440 for the additional services under the First Amendment to the Agreement.”
Section 3. Paragraph 3.6 “Termination Date” of the Agreement is hereby amended to read as follows:
“Termination Date”: Completion of the Scope of Services.” Section 4. All other terms, conditions, and provisions of the Agreement to the extent not modified by this First Amendment, shall remain in full force and effect.

The parties have executed this First Amendment No. as of the date set forth above.
“CITY” “Consultant”
City of South Pasadena TruePoint Solutions, Inc.

By:___________________________ By: __________________________ Signature Signature
Printed: Arminé Chaparyan Printed:_______________________ Title: City Manager Title:_________________________
Attest:

By:

Mark Perez, Deputy City Clerk
Approved as to form:

By:

Roxanne Diaz, City Attorney
12 - 46
EXHIBIT A-1

ORDER FORM

SCOPE OF SERVICES
12 - 47

THIS PAGE

INTENTIONALLY

LEFT BLANK
12 - 48
ATTACHMENT 3
Exhibit A-1 TruePoint Solutions, Inc. Order Form
12 - 49

THIS PAGE

INTENTIONALLY

LEFT BLANK
12 - 50

3262 Penryn Road, Suite 100-B
Loomis, CA 95650
Proposed by: Keith Hobday
Contact Phone:(916) 600-4993
Email: [email protected]
Valid Through: 9/8/2023
Currency: USD
Order Form
Address Information
Bill To: Ship To:

City of South Pasadena, CA Same
1414 Mission St
South Pasadena, California 91030
United States
Billing Name: Angelica Frausto-Lupo
Billing Phone: 626-403-7222
Billing Email: [email protected]
Accela - Subscription Year Start Date End Date Term
(Months)
Price Qty Net Total
Multi Solution User Year 1 8/1/2023 1/30/2024 6 $2,880.00 10 $14,440.00 Multi Solution User Year 2, 5
months
2/1/2024 6/30/2024 5 $2,880.00 20 $24,000.00
TOTAL: $38,440.00
New Subscription and Cycle Year 2 and 3
Period Net Total
Year 2 - 7/1/24 to 6/30/25 $60,480.00
Year 3 - 7/1/25 to 6/30/26 $63,504.00
12 - 51

Additional Terms:

1. No additional or conflicting terms or conditions stated in Customer’s order documentation, including purchase orders, will be incorporated into or form any part of this Order Form or the governing agreement, and all such terms or conditions will be null.

2. Customers use of the Accela product are subject to customers’ acceptance of the terms at https://www.accela.com/terms/.

3. All Software Licenses, Maintenance, and Subscription purchases are non-cancelable and non-refundable.

4.If Customer has a prior agreement with Accela, and this purchase is co-terming with that prior agreement, if the start date on this Order Form is before the actual delivery date of the purchase, Accela may pro-rate this purchase so that it can co-term with the prior agreement.

5. If this Order Form is executed and/or returned to TruePoint by Customer after the Order Start Date above, TruePoint may adjust the Order Start Date and Order End Date without increasing the total price based on the date TruePoint activates the products and provided that the total term length does not change.

Signatures
TruePoint Solutions City of South Pasadena, CA
Signature: Signature:

Print Name: Kent Johnson Print Name:

Title: CEO Title:

Date: Date:
12 - 52
City Council
Agenda Report
DATE: August 16, 2023
FROM: Armine Chaparyan, City Manager �
'
PREPARED BY: Luis Frausto, Management Services Director ITEM NO.

SUBJECT: Consideration of Adoption of a Resolution Approving a Purchase Order with Dell Marketing, LP., in the Amount Not-ToExceed of $75,000 for the First Phase of the Three-Year Hardware Replacement Program, Utilizing the NASPO
ValuePoint Cooperative Purchasing Program
Recommendation
It is recommended that the City Council consider:

1. Adopting a resolution approving a purchase order with Dell Marketing, LP. in the amount not to exceed $75,000, authorizing the use of the National Association of State Procurement Officials (NASPO) ValuePoint Cooperative Purchasing Program for the purchase, and

2. Authorize the City Manager to effectuate the purchase.

Executive Summary
As part of the Fiscal Year 2023-2024 (FY 2024) budget, the City Council authorized funding for the first phase of the City's technology hardware replacement program. The City Council's consideration is requested for the approval of a $75,000 purchase order with Dell Marketing, LP. through the NASPO ValuePoint Cooperative Purchasing Program, to modernize the City1
s outdated information technology (IT) infrastructure. This initiative, managed by the Management Services Department, proposes a three-year phased hardware replacement strategy. Hardware include laptops, monitors, all in one desktops, docking stations and towers. Direct purchases from Dell have proven efficient, offering fiscal and operational advantages over previous methods. Several alternatives are considered, but the main recommendation aligns with the City's strategic goals for technological advancement, and meets the set performance indicators for FY 2024.

Background
The Management Services Department oversees the City's IT infrastructure, continuously striving to modernize the City's aging tech resources. Many of the City's workstations and associated hardware are nearing the end of their operational lifespan.

Numerous departmental computer workstations are now past their prime, gradually becoming sluggish and less efficient. As these assets age or become outdated, they experience diminished performance, necessitating frequent support, maintenance, and rendering them unreliable. This decline not only curtails staff productivity, but also inflates 13 13 - 1
Dell Hardware Replacements
August 16, 2023

the costs associated with labor and equipment to uphold an acceptable operational standard. A significant portion of the City's desktops and laptops urgently requires updates or replacements. Continual repairs might soon be unfeasible as many parts for older models are no longer in production. For daily tasks, employees are dependent on their computers; outdated and slow machines impede the efficiency of service delivery.

Additionally, contemporary software demands are increasingly incompatible with older computers.

Current Procurement Mechanism
For several years, the City has partnered with Dell for computer-related acquisitions, a process managed by the City’s IT consultant, Acorn Technologies. This procedure involves a change order system where Acorn liaises directly with Dell, securing a quote and corresponding change order for the required products. Acorn also utilized NASPO pricing from Dell so the City availed itself of this favorable pricing. After the City's approval, Acorn takes over the subsequent steps. Due to Acorn's obligations to multiple agencies, this method can often stretch over weeks. Despite its lengthy nature, this method has previously proven effective.

Recently, City staff has had direct dealings with Dell for order placements, discovering it to be significantly faster than the existing process through Acorn. In most instances, the span from quotation request to order placement has been a week or even shorter. The City benefits from a dedicated Dell sales representative, catering both to Acorn and the City's needs. Direct orders with Dell have emerged as a more streamlined method while still availing of the favorable pricing. Should the recommended action gain approval, staff will be able to work directly with Dell.

Hardware Replacement Initiative
In Fiscal Year 2022-2023, the department prioritized and replaced certain workstations that had reached their end-of-life or had become non-functional. During this period, the City also standardized the monitors, laptops, and docking stations for staff usage.

Collaborating with the City’s IT consultant, a three-year replacement strategy was devised to systematically phase out outdated technology over the upcoming fiscal years, thus optimizing the budgetary implications. Consequently, provisions have been made in the Fiscal Year 2024 budget to kickstart this replacement initiative.

Staff suggests a three-year equipment renewal and upgrade plan to judiciously handle these transitions. Spacing out the workstation replacements over three years will distribute costs, alleviating the financial stress on the City, particularly in Fiscal Year 2024.

Once this replacement initiative wraps up, workstation technologies are slated for renewal every four years, contingent upon their performance and longevity. By enrolling in a consistent hardware renewal plan, the City ensures access to the latest technology, ensuring uninterrupted service delivery to its residents. Reliable technology is pivotal for the City's efficient service provision.
13 - 2
Dell Hardware Replacements
August 16, 2023

The table below demonstrates the current hardware inventory, which must be replaced within the next three years as they reach the end of life. Although the first phase of the proposed hardware replacement program may not be able to replace all the hardware listed below, staff will prioritize the aged equipment for replacements based on age, condition, and priority of the devices in inventory.

Current Hardware Inventory
Hardware Type Amount
Laptops 101
Monitors 258
All in One Desktops 29
Docking Stations 18
Towers 151
Analysis
NASPO has created a cooperative purchasing consortium, Value Point, that brings together state purchasing officials from across the United States to solicit and award competitive bids collectively.

The NASPO Value Point Cooperative Purchasing Program offers cities numerous benefits through cooperative purchasing. Leveraging Cooperative Master Purchasing Agreements enables cities to capitalize on the combined buying strength of several entities, achieving superior pricing and contract terms. This efficient system minimizes administrative burdens, guarantees uniform quality and standards, and speeds up procurement. This ensures cities can quickly access vital goods and services with fiscal prudence. Often referred to as "piggy-back agreements", these arrangements allow one agency to benefit from the pricing of another agency’s competitively bid contract.

On April 1, 2017, Minnesota initiated a Cooperative Master Purchasing Agreement with Dell, known as the NASPO ValuePoint (MNWNC-108). For local government entities to benefit from these discounts, California joined via the California Participating Addendum No. 7-15-70-34-003, offering the same prices and terms as the NASPO ValuePoint agreement. This cooperative arrangement provides discounted rates for Dell technology items like desktops, laptops, servers, and monitors.

In the past, the City procured Dell computers via its IT service provider, Acorn, accessing NASPO pricing through them. Both the staff and Acorn agree that this process has been administratively challenging. Direct procurement from Dell through the NASPO Value Point Cooperative Purchasing Program is seen as a more streamlined approach.

South Pasadena Municipal Code's Section 2.99-29(19) and the City's Purchasing Policy permit the City to engage in cooperative procurement. This allows the City to adopt another public agency’s competitive bidding process for its acquisitions. The City intends to adopt the pricing and terms specified in the NASPO ValuePoint contract—a strategy local agencies have found effective over the years.
13 - 3
Dell Hardware Replacements
August 16, 2023

According to the City’s Purchasing Policy, any purchases surpassing $30,000 require City Council approval. The proposed Resolution, if sanctioned, will authorize the City Manager or her representative to oversee purchases from Dell up to a limit of $75,000.

Alternatives
The City Council has the option to consider various alternatives to the primary recommendation outlined in this report, which include:
• Continue Using End-of-Life Hardware: Instead of replacing obsolete workstations and related equipment, the staff could operate with the current end-of-life hardware and only address replacements as devices fail. While the exact financial implications of this choice are under review, costs could potentially surpass the presently allocated $75,000 budget for hardware replacements. • Initiate an RFP for Other Vendors: The Council could instruct the staff to launch a Request for Proposal (RFP) to obtain quotes from different technology providers.

During this RFP phase, staff would continue using the existing hardware, replacing items as they malfunction to maintain service continuity. This approach might exceed the $75,000 earmarked for FY 2024 due to potential hardware failures during the interim.
• Maintain Procurement via Acorn Technologies: As another alternative, staff could be directed to persist with Acorn Technologies for Dell product procurement.

Although this method still ensures competitive prices, the acquisition timeline is extended compared to direct orders from the vendor. Financially, this option aligns with the initial recommendation, fitting within the FY 2024 allocated budget.

Fiscal Impact
An allocation of $75,000 has been set aside in the Fiscal Year 2024 budget to support citywide technology hardware replacements, encompassing monitors, laptops, and desktops as the needs arise. It is difficult to ascertain exactly which products will need ordering or replacing, but this funding and process approval helps to facilitate technology hardware needs. This marks the inaugural year of a three-year hardware replacement initiative. Funding for subsequent years of this program will be sought through the standard budgeting procedure.

Key Performance Indicators and Strategic Plan
This item aligns with Strategic Plan Priority 6d, which aims to enhance technology. It also matches the Department's key performance indicator for FY 2024: initiating the first phase in a three-year technology hardware replacement cycle.

Attachments:

1. California Participating Addendum No. 7-15-70-34-003

2. Proposed Resolution

3. Municipal Code Section 2.99-29(19) and Corresponding Purchasing Policy 13 - 4
ATTACHMENT 1
California Participating Addendum No. 7-15-70-34-003
13 - 5

THIS PAGE

INTENTIONALLY

LEFT BLANK
13 - 6
13 - 7
13 - 8
13 - 9
13 - 10
13 - 11
13 - 12
13 - 13

THIS PAGE

INTENTIONALLY

LEFT BLANK
13 - 14
ATTACHMENT 2
Proposed Resolution
13 - 15

THIS PAGE

INTENTIONALLY

LEFT BLANK
13 - 16
RESOLUTION NO. __

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SOUTH

PASADENA, CALIFORNIA, APPROVING A PURCHASE ORDER WITH
DELL MARKETING, L.P., IN THE AMOUNT NOT TO EXCEED OF
$75,000 FOR THE FIRST PHASE OF THE THREE-YEAR

WORKSTATION REPLACEMENT PROGRAM, UTILIZING THE NASPO

VALUEPOINT COOPERATIVE PURCHASING PROGRAM
WHEREAS, the City requires the use of technology hardware, including computers and related equipment for City operations and routinely replaces computers and related equipment that have reached the end of their useful life; and WHEREAS, the National Association of State Procurement Officials’ (“NASPO”) has established a cooperative purchasing consortium referred to as ValuePoint; and WHEREAS, the State of California participates in the NASPO ValuePoint Cooperative Purchasing Program with Dell Marketing L.P. through California Participating Addendum 7-15-70-34-003 in which state and non-state government entities can use to procure technology hardware, software, and related services; and WHEREAS, the City desires to participate in the cooperative purchasing agreement negotiated by NASPO ValuePoint to purchase laptops, desktop monitors and related peripherals, software and related services from Dell Marketing L.P.; and WHEREAS, Section 2.99-29(19) of the South Pasadena Municipal Code (“Municipal Code”) and the City’s Purchasing Policy allows for the City to engage in cooperative purchasing whereby the City uses another public agency’s competitive bid process as its own to purchase goods that it needs; and WHEREAS, Dell Marketing, L.P. has a valid pricing agreement publicly bid by NASPO ValuePoint referred to as #MNWNC-108, which is a cooperative procurement pursuant to the Municipal Code and which said pricing agreement is on file with the Department of Management Services; and
WHEREAS, Staff anticipates that the total cost of products purchased from Dell Marketing, L.P. will exceed $30,000, and the City’s Purchasing Policy provides that cooperative procurements exceeding $30,000 require City Council approval.

NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF SOUTH

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

Section 1. The recitals above are true and correct and incorporated herein as if set forth in full.
13 - 17
RESOLUTION NO. XXXX
PAGE 2

Section 2. The City Council hereby authorizes the use of the NASPO ValuePoint Cooperative Purchasing Program described in the Recitals to purchase technology hardware, software, and related services from Dell Marketing, L.P., pursuant to Municipal Code Section 2.99-29(19) and the City’s Purchasing Policy.

Section 3. The City Council approves the purchase of technology hardware, software, and related services from Dell Marketing, L.P., in an amount not to exceed $75,000 (“Purchase”)
Section 4. The City Council authorizes the City Manager, or designee, to effectuate the Purchase, including the issuance of purchase orders to Dell Marketing, L.P., under the terms of the NASPO cooperative purchasing agreement and the California Participating Addendum, and in conformance with this Resolution.

PASSED, APPROVED AND ADOPTED on this 16th day of August 2023.

Jon Primuth, Mayor
ATTEST: APPROVED AS TO FORM:

Mark Perez, Roxanne Diaz,
Deputy City Clerk City Attorney
I HEREBY CERTIFY the foregoing resolution was duly adopted by the City Council of the City of South Pasadena, California, at a regular meeting held on the 16th day of August, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:
13 - 18
RESOLUTION NO. XXXX
PAGE 3

Mark Perez,
Deputy City Clerk
13 - 19

THIS PAGE

INTENTIONALLY

LEFT BLANK
13 - 20
ATTACHMENT 3
Municipal Code Section 2.99-29(19) and Corresponding Purchasing Policy 13 - 21

THIS PAGE

INTENTIONALLY

LEFT BLANK
13 - 22

2.99-29 Purchasing system.
(1) Purchasing System Adopted—Purpose. In order to establish efficient procedures for the purchase of supplies, nonprofessional services and equipment at the lowest possible cost commensurate with quality needed, to exercise positive financial control over purchases, to clearly define authority for the purchasing function, and to assure the quality of purchases, a purchasing system is adopted.
(a) Authority to Legally Bind. The authority to legally bind the city is limited to the city council, city manager, finance director (purchasing agent) and department directors, in accordance with the purchase types and dollar thresholds in accordance with this chapter and the adopted purchasing policy.
(b) Unauthorized Purchases. Purchases approved by anyone other than the designated award authorities are unauthorized and do not constitute a valid charge against city funds. The city is under no obligation to pay vendors for unauthorized purchases, and employees who make such purchases will be subject to disciplinary procedures in accordance with the city’s personnel policies and may be required to provide reimbursement.
(c) All employees are responsible for impartially ensuring fair competitive access to procurement opportunities by responsible suppliers and contractors. All employees shall abide by the ethical conduct standard stated in the purchasing policy.
(2) Definition of Terms. The following terms, whenever used in these procedures, shall be construed as follows:
(a) “Bidders’ list” means a current file of sources of supply of articles for each category of commodities repetitively purchased for city use. (b) “Department” means any department, commission or other unit of the city government, which derives its support wholly or in part from the city. (c) “Lowest responsible bidder” means in addition to price, the “lowest responsible bidder” will be determined after the following factors have been considered:

1. The ability, capacity and skill of the bidder to perform the contract or provide the service required;
The South Pasadena City Code is current through Ordinance No. 2373, and legislation passed through February 1, 2023.

South Pasadena City Code 2.99-29 Purchasing system. Page 1 of 11 13 - 23

2. Whether the bidder has the facilities to perform the contract or provide the service promptly, or within the time specified, without delay or interference;

3. The character, integrity, reputation, judgment, experience and efficiency of the bidder;

4. The bidder’s record of performance of previous contracts or services;

5. The previous and existing compliance by the bidder with laws and ordinances relating to the contract or services;

6. The sufficiency of the financial resources and ability of the bidder to perform the contract or provide the services;

7. The quality, availability and adaptability of the supplies, equipment or services to the particular use required;

8. The ability of the bidder to provide future maintenance and service for the use of the subject of the contract;

9. The number and scope of conditions attached to the bid. (d) “Open market” means and pertains to purchases or transactions that are executed without recourse to formalized purchasing procedure. (e) “Over the counter” means and pertains to purchases or transactions that are executed without recourse to competitive bidding and without a purchase order.
(f) “Professional services” means services of engineers, architects, accountants, attorneys, doctors, and other persons or businesses with specialized scientific, expert, technical, or other skills of a similar nature. (g) Purchases. Purchases of supplies, equipment and personal property shall include leases or rentals as well as transactions by which the city acquires ownership.
(h) “Purchase order” means a document which authorizes the delivery of specified merchandise or the rendering of certain service and the making of a charge for such merchandise or service.
(i) “Requisition” means a written demand or request from the using department to the purchasing agent for specified article or service.

The South Pasadena City Code is current through Ordinance No. 2373, and legislation passed through February 1, 2023.

South Pasadena City Code 2.99-29 Purchasing system. Page 2 of 11 13 - 24
(j) “Responsible bid” means an offer, submitted by a responsible bidder, to furnish supplies, equipment or services in conformity with the specification, delivery terms and conditions and other requirements included in the invitation for bids.
(k) “Responsible bidder” means a bidder who submits a responsible bid and who is not only financially responsible, but is possessed of the resources, judgment, skill, ability, capacity and integrity requisite and necessary to perform the contract according to its terms.
(l) “Services (general)” means any and all services rendered by independent contractors not otherwise specified including but not limited to the following: custodial services, building/equipment maintenance, the repair or maintenance of equipment, machinery and other city-owned or operated property. The term does not include services rendered by city officers or employees, or professional services which are in their nature unique and not subject to competition. This definition excludes contracts to construct public works projects addressed in Chapter 2 SPMC, Article XIII, commencing with SPMC 2.99-34. Public works projects pertain to the construction, alteration, repair, or improvement of any public structure, building, road, or other public improvement of any kind, including demolitions, the construction and installation of drainage systems, lighting and signaling systems, sewer and water systems, and park and recreational facilities. Maintenance required to preserve a public improvement is not considered a public work. (m) “Specification” means a formulated, definite and complete statement of what is required by the city of the vendor, in the way of composition, construction, utility, durability, efficiency, texture, shape, form or dimension.
(n) “Supplies and equipment” means any and all articles or things which shall be furnished to or used by any department, including all printing, binding, publications, stationery, forms, journals or reports. (o) “Using department” means the department that uses the supplies, equipment or services obtained pursuant to a particular requisition. (p) “Goods” means materials, equipment and supplies needed by any department, including those items purchased with city funds and furnished to contractors for use with public works projects.
(q) “Purchasing policy” means the South Pasadena Finance Policies and The South Pasadena City Code is current through Ordinance No. 2373, and legislation passed through February 1, 2023.

South Pasadena City Code 2.99-29 Purchasing system. Page 3 of 11 13 - 25
Procedures Manual, as adopted by the city council on September 7, 2022, and as may be amended from time to time by action of the city council. (3) Purchasing Department Established. There is created a centralized purchasing department, in which is vested authority for the purchase of supplies, nonprofessional services and equipment.
(4) Purchasing Agent Designated—Powers and Duties.
(a) The director of finance is designated as purchasing agent. The director of finance may delegate the routine administrative responsibilities as specified in this section, the purchasing policy, or in any other applicable purchasing regulations, to another staff person. The purchasing agent shall be the head of, and have general supervisory duties over, the purchasing department. The duties of the purchasing agent may be combined with those of any other office or position.
(b) The purchasing agent shall:

1. Negotiate where appropriate and purchase and contract for equipment, supplies (other than library books and periodicals), nonprofessional services or services not involving peculiar ability required by any office or department of the city in accordance with purchasing procedures prescribed by this section, and such other rules or regulations as shall be prescribed by the city council;

2. Act to procure for the city at least expense and/or best quality to the city the needed quality in equipment, supplies, nonprofessional services or services not involving peculiar ability;

3. Where competitive bidding is required, ensure that it is conducted with full and open competition and in full compliance with applicable law. Where competitive bidding is not required, ensure that the city’s procurement of services is undertaken in a fair and transparent manner, based on demonstrated competence and qualifications, at a fair and reasonable price. Discourage uniform bidding, and endeavor to obtain as full and open competition as possible on all purchases;

4. Prepare and recommend to the city manager and city council rules governing the purchase of supplies, services and equipment for the city in accordance with best practices;

5. Keep informed of current developments in the field of procurement The South Pasadena City Code is current through Ordinance No. 2373, and legislation passed through February 1, 2023.

South Pasadena City Code 2.99-29 Purchasing system. Page 4 of 11 13 - 26
trends, purchasing prices, market conditions and new products;

6. Prescribe and maintain such forms as are reasonably necessary to effectively administer the operation of this section and other rules and regulations;

7. Oversee the disposal of surplus equipment and supplies that have become unsuitable for city use. Recommend the transfer of surplus or unused supplies and equipment between departments as needed, and the sale of all supplies and equipment which cannot be used by any department, or which have become unsuitable for city use. (c) The responsibility of staff in other departments in support of the efficient and effective administration of the purchasing system may be identified through the purchasing policy.
(5) Filing of Estimated Requirements. Each city department shall file detailed estimates of their requirements in supplies, services and equipment in such manner, at such time, and for such future periods as the purchasing agent shall prescribe.
(6) Exemptions From Centralized Purchasing. The purchasing agent may, in writing and with the approval of the city manager, authorize any city department to purchase or contract for specified supplies, services and equipment independently of the purchasing department, but the purchasing agent shall require that such purchases or contract be made in conformity with the procedures established by this section, and shall further require periodic reports from the department on the purchases and contracts made under such written authorization.
(7) Public Works Projects Exemptions. This section, except subsections (1) through (4) of this section, is expressly made inapplicable to bids for public works projects, governed by the procedures in Public Contract Code Sections 20100 and 22000 et seq. Public works projects shall be awarded according to the procedures of Chapter 2 SPMC, Article XIII, Awarding Public Works Contracts. (8) Local Vendor Purchasing Preference. Local preference is the practice of procurement from South Pasadena vendors because they are also local taxpayers.

Purchases from South Pasadena vendors are strongly encouraged where competitive prices and quality exist. With all specifications and conditions equal except price, a preference will be given to in-city vendors equal to five percent of the quoted price when general fund monies are used for the acquisition. The The South Pasadena City Code is current through Ordinance No. 2373, and legislation passed through February 1, 2023.

South Pasadena City Code 2.99-29 Purchasing system. Page 5 of 11 13 - 27
rationale for local preference is that one percent of the sales tax on most acquisitions returns to the city general fund as revenue, effectively reducing the cost of acquisition.
(9) Competitive Bidding.
(a) Contracts resulting from competitive bidding will be awarded by the appropriate award authority based on the lowest responsible bidder who submitted a bid that was responsive to the solicitation request. A bid is considered to be responsive if it conforms in all material respects to the solicitation requirements; minor defects may be waived by the purchasing agent. A bidder is considered to be responsible if they possess the demonstrated ability, capacity, experience and skill to provide the goods and/or services required by the solicitation.
(b) Whether soliciting price quotations or conducting sealed bidding, it is a best practice to provide notice to as many qualified bidders as possible to ensure fair and open competition. It is the policy of the city that a minimum of three quotations must be solicited whenever possible; provided, however, all quotations may be dispensed with in an emergency, or where said goods and/or services can be obtained from only one source. With regard to emergency purchases, Public Contracts Code Sections 1102 and 22050 may apply and if applicable, shall be followed.
(c) If fewer than three quotes are received, the using department must provide an explanation with the purchase requisition that good faith efforts were made to obtain the required number of quotations. The requisition must also include documentation of the good faith efforts, i.e., vendor “no bid” response, email(s) sent to prospective vendors, etc. Though professional services are exempt from competitive bidding under the city’s purchasing policy, proposals should be solicited from at least three sources to ensure best value and/or to comply with federal or state law as required. (d) The city council may authorize purchase of supplies, equipment and services of a value greater than $30,000 without complying with the above procedures when in the opinion of the council, compliance with competitive bidding is not in the best interest of the city.
(e) Conditions.

1. Bid Security. When deemed necessary by the purchasing agent, bidders’ security shall be required. Bidders shall be entitled to return of The South Pasadena City Code is current through Ordinance No. 2373, and legislation passed through February 1, 2023.

South Pasadena City Code 2.99-29 Purchasing system. Page 6 of 11 13 - 28
bid security upon execution of the contract or upon the readvertisement for bids; provided, that a successful bidder shall forfeit his bid security upon refusal or failure to execute the contract within 10 days after the notice of award of contract has been mailed, unless the city is responsible for the delay. The awarding authority may, on refusal or failure of the successful bidder to execute the contract, award it to the next lowest responsible bidder. If the awarding authority awards the contract to the next lowest bidder, the bidder first awarded the contract shall forfeit only the portion of his security, which is equal to the difference between his bid and the bid of the next lowest responsible bidder. If the next lowest bidder is awarded the contract and he fails or refuses to execute the contract, he shall forfeit his entire bid security.

2. Bid Opening Procedure. Sealed bids shall be submitted to the purchasing agent, and shall be identified as bids on the envelope. Bids shall be opened in public at the time and place stated in the public notices. A tabulation of all bids received shall be open for public inspection during regular business hours for a period of not less than 30 calendar days after the bid opening.

3. Rejection of Bids. At its discretion, the awarding authority may reject any and all bids presented, and readvertise for bids.

4. Tie Bids. If two or more bids received are for the same total amount or unit price, quality, service and delivery being equal, and if the public interest will not permit the delay of readvertising for bids, the awarding authority may accept the one it chooses, or accept the lowest bona fide offer by negotiation with the tie bidders at the time of the bid opening.

5. Payment and Performance Bonds. The purchasing agent shall have authority to require a performance bond before entering a contract, in such amount as it shall be found reasonably necessary to protect the best interests of the city. If the purchasing agent requires a performance bond, the form and amount of the bond shall be described in the notice inviting bids.

6. Purchases of goods or services that can be obtained from only one source may be made by the purchasing agent without advertising and after approval by the awarding authority.
(10) Goods and/or General Services—Competitive Bidding and Contract Award Thresholds.

The South Pasadena City Code is current through Ordinance No. 2373, and legislation passed through February 1, 2023.

South Pasadena City Code 2.99-29 Purchasing system. Page 7 of 11 13 - 29
(a) Purchases up to $2,500 (Over the Counter). Purchase of goods, supplies, equipment, or services not involving a unique ability and not exceeding an estimated value of up to $2,500 may be made by the department director over the counter. Quotations are encouraged. Purchases may be made by the relevant department director.
(b) Purchases Between $2,501 and $10,000 (Open Market Procedures).

Purchase of goods, supplies, (other than library books and periodicals), equipment, or services not involving a unique ability with an estimated value above $2,500 and not exceeding $10,000 may be made by the department director in the open market after obtaining written quotations. Written quotations shall be submitted to the department director, and routed to the purchasing agent for final verification. Purchases are awarded by the department director. The city attorney shall determine whether the required written agreements for the purchase shall be in purchase order or contract form.
(c) Purchases Between $10,001 and $30,000 (Open Market Procedures).

Purchase of goods, supplies, (other than library books and periodicals), equipment, or services not involving a unique ability with an estimated value above $10,000 and not exceeding $30,000 may be made by the purchasing agent in the open market after obtaining written quotations solicited by written notice inviting quotations. Written quotations shall be submitted to the department director, and routed to the purchasing agent for final verification. Purchases are awarded by the purchasing agent. The city attorney shall determine whether the required written agreements shall begin purchase order or contract form.
(d) Purchases Above $30,000 (Formal Sealed Bidding). Purchase of goods, supplies (other than library books and periodicals), equipment, or services not involving a unique ability and exceeding an estimated value of $30,000 shall be made by formal sealed bidding, using city’s standard bidding templates, associated product specifications, and/or scope of services, except as otherwise provided herein. Notification to prospective bidders must be provided by issuing a notice inviting bids, published and processed in accordance with the procedures identified in the purchasing policy, and sent to names on the bidders’ list. Award of contract shall be made by the city council. Written contracts shall be required for purchases made under this section, and reviewed by the city attorney. The purchasing agent is authorized to execute such contracts on behalf of the city, attested to by the city clerk.

The South Pasadena City Code is current through Ordinance No. 2373, and legislation passed through February 1, 2023.

South Pasadena City Code 2.99-29 Purchasing system. Page 8 of 11 13 - 30
(11) Best Value Procurement and Qualifications-Based Selection. Best value procurement and qualifications-based selection shall be undertaken in accordance with the purchasing policy.
(12) Professional Services. Contracts for services of specially trained and professional persons or businesses shall be exempt from bidding. No solicitation method is required but quotations are encouraged; contracts for architects and engineers shall be on a qualifications-based selection process. If the contract is equal to or below $30,000, the contract shall be reviewed by the city attorney and require the approval of, and be executed by, the city manager. All contracts exceeding $30,000 must be reviewed by the city attorney and approved by the city council.
(13) Encumbrance of Funds. Except in cases of emergency and as approved by the city manager and later ratified by the city council, the purchasing agent shall not issue any purchase order for goods, supplies, equipment, nonprofessional services or services not involving a unique ability for which there is an insufficient appropriation in the budgetary account against which said purchase is to be charged. Emergency transactions may be subject to Public Contract Code Sections 1102 and 22050.
(14) Inspection and Testing of Materials and Services. The purchasing agent may inspect supplies and equipment delivered, and determine their conformance with the specifications set forth in the order or contract. The purchasing agent shall have authority to require chemical and physical tests of samples submitted with bids, and samples of deliveries, which are necessary to determine their quality and conformance with specifications.
(15) Surplus Supplies and Equipment. All using departments shall submit to the purchasing agent, at such times and in such forms as he shall prescribe, reports showing all supplies and equipment which are no longer used or which have become obsolete or worn out. The using department, with the concurrence of the purchasing agent, shall have authority to sell all supplies and equipment which cannot be used by any department, or which have become unsuitable for city use, or to exchange the same for or trade the same in on new supplies and equipment.

City manager approval is needed for sale of supplies and/or equipment when the total estimated value exceeds $10,000. The purchasing agent shall also have the authority to make transfers between departments of any usable surplus supplies or equipment.
(16) Splitting Orders to Avoid Competitive Bidding or More Rigorous Purchasing The South Pasadena City Code is current through Ordinance No. 2373, and legislation passed through February 1, 2023.

South Pasadena City Code 2.99-29 Purchasing system. Page 9 of 11 13 - 31
Procedures Prohibited. Purchases of supplies, materials, equipment or services shall not be split into smaller orders or components for the purpose of avoiding competitive bidding or more rigorous purchase procedures. (17) Equipment Leasing Agreements.
(a) As used in this section:

1. “Leasing of nonpurchasable equipment” means equipment which is available through “lease only” plans;

2. “Leasing purchasable equipment” means equipment which can be acquired through “lease with option to purchase” type plans; (b) Equipment Leasing. Leasing of purchasable or nonpurchasable equipment shall be in accordance with subsections (7), (8), (9), (10) and/or (19) of this section.
(18) Maintenance Agreements.
(a) As used in this section, “maintenance agreements” means agreements with maintenance service providers for the maintenance of city equipment in good operating condition subject to terms and conditions agreeable to both the provider and the city.
(b) Maintenance agreements shall be signed or terminated before agreement expiration by the purchasing agent with prior approval of the department head responsible for the equipment.
(19) Noncompetitive Procurements. Nothing contained in this section shall prohibit procurement made by sole source, single source, or cooperative procurement methods as addressed through and in accordance with the purchasing policy, where competitive bidding may otherwise be required. (20) Library Books and Periodicals. The city librarian may purchase library books, periodicals, audiovisual, CD-ROM, and electronic format materials in accordance with the budget approved by the city council. (21) Nothing contained in this section shall prohibit the city from purchasing supplies, services or equipment, without complying with the herein bidding procedure, from a supplier who offers the same or better price, terms and/or conditions as the supplier previously offered as the lowest responsible bidder under competitive procurement conducted by another city or public agency; provided, that the competitive procurement process of the other agency meets The South Pasadena City Code is current through Ordinance No. 2373, and legislation passed through February 1, 2023.

South Pasadena City Code 2.99-29 Purchasing system. Page 10 of 11 13 - 32
or exceeds the standards of the city, is for like or greater quantities and that, in the opinion of the purchasing agent, it is in the best interest of the city. (22) Purchases Utilizing Federal Funding. Uniform guidance requirements contained in the Code of Federal Regulations at 2 CFR 200.318 through 200.327 shall be followed when purchasing goods and services that utilize federal grants funds. (Ord. No. 2048, § B; Ord. No. 2096, § 1; Ord. No. 2180, § 1, 2008; Ord. No. 2187, § 9, 2009; Ord. No. 2299, § 2, 2016; Ord. No. 2369, § 1, 2022.) The South Pasadena City Code is current through Ordinance No. 2373, and legislation passed through February 1, 2023.

South Pasadena City Code 2.99-29 Purchasing system. Page 11 of 11 13 - 33

THIS PAGE

INTENTIONALLY

LEFT BLANK
13 - 34
City Council
Agenda Report
DATE: August 16, 2023
FROM: Armine Chaparyan, City Manager ,A(,/
ITEM NO.

PREPARED BY: Angelica Frausto-Lupo, Community Development Director --
SUBJECT: Appropriation of Funds Received for Legal Services Related to the Moffat Street Litigation
Recommendation
It is recommended that the City Council:

1. Appropriate $90,132.37 for Fiscal Year 2022-2023 from the General Fund; and

2. Appropriate $29,145.59 for Fiscal Year 2023-2024 from the General Fund.

Executive Summary
Approval of an appropriation is needed to recognize the City's past payments and outstanding invoices to Shute, Mihaly, and Weinberger, LLP for legal services in connection with a legal challenge to the City's approval of certain permits related to the extension of a private street ("Moffat Street Litigation").

Background
In March 2021, a lawsuit was filed challenging the City's approval of the Moffat Street Extension ("Project"). The Project conditions require that in case the City's decision on the Project is challenged, the developer is required to reimburse the City for its legal fees and costs in defending the matter.

Accordingly, in May 2021, the City of South Pasadena entered into a legal retainer agreement with Shute, Mihaly & Weinberger, LLP (SMW) to represent the City and the real party in interest in connection with the Moffat Street litigation. The City also entered into a separate defense and indemnity agreement with the developer for the reimbursement of the legal fees through funds the developer deposits with the City.

The developer initially provided a deposit of $106,000. Over the last year, the City had been requesting additional funds from the developer to cover incurred legal fees, which the City had continued paying. On July 21, 2023, $200,000 was received from developer, and this amount is sufficient to reimburse the City for past payments made to SMW and outstanding invoices from November 2022 to June 2023 in the amount of $24,163.50.
14 14 - 1
Appropriation of Funds Received for Legal Services
August 16, 2023

Analysis
Since spring 2021, the City has paid $252,690.91 in legal fees to SMW for services through October 2022. However, only $106,000 in deposit funds had been received from developer. On July 19, 2023, the developer wired $200,000 in additional deposit funds to the City. These funds are sufficient to reimburse the City for payments already made to SMW not covered by the previous deposit ($146,690.91), and to pay outstanding invoices from November 2022 through June 2023 ($24,163.50).

After reimbursement to City of $146,690.91 and payment of $24,163.50 to SMW, $29,145.59 will remain on deposit for future invoices from SMW. The appropriation for Fiscal Year 2022-2023 will recognize the payments previously made to SMW as well as the outstanding invoices that remain to be paid for services in Fiscal Year 2022-2023.

The remaining balance from both deposits after payment of all invoices ($29,145.59) will be appropriated for Fiscal Year 2023-2024.

Fiscal Impact
The City has received additional funds ($200,000) from the developer related to the Moffat Street Litigation. The funds have been deposited into the City’s General Fund and an appropriation of funds in the amount of $90,132.37 for Fiscal Year 2022-2023 and appropriation of funds in the amount of $29,145.59 for Fiscal Year 2023-2024 are required to recognize previous payments as well as process outstanding invoices from account 101-7010-7011-8165. Funds on deposit in the amount of $29,145.59 will be available for future invoices.

Key Performance Indicators and Strategic Plan
This item aligns with Priority 1 of the City’s Strategic Plan: “Develop and Implement Strong Fiscal Policies to Ensure a Resilient Financial Future.” Commission Review
This item was not reviewed by a commission or board.
14 - 2
DATE:

FROM:

City Council
Agenda Report
August16,2023
Armine Chaparyan, City Manager 4¥1
PREPARED BY: H. Ted Gerber, Director of Public Works
Mark Jimenez, Management Analyst
ITEM NO.

Angelica Frausto-Lupo, Community Development Director
SUBJECT: Consider Payment for Consulting Services with lnterwest Consulting Group for Past Invoices in the Amount of $19,365.

Recommendation
It is recommended that the City Council consider the approval of payment to lnterwest Consulting Group (lnterwest) for past invoices in the amount of $19,365.

Executive Summary
lnterwest Consulting Group has provided essential technical assistance to both the Public Works and the Community Development departments since 2019, focused on engineering plan reviews, lot line adjustments, parcel merger, compliance reviews, and temporary assistant planner staffing capacity. Staff received a number of invoices from work completed between 2019-2021, and has spent a considerable amount of time confirming which work was authorized, completed, and which invoices remain to be paid.

Background
On August 19, 2019, the City Manager entered into an Agreement with lnterwest Consulting, Inc. for technical planning and engineering plan review services, spanning a 2-month period, with a maximum budget of $24,500. On October 2, 2019, the City Council approved the First Amendment to the Agreement, adding three months to the Agreement term with a new maximum budget of $58,100. The First Amendment was intended to maintain technical planning and engineering plan review services for both the Community Development and Public Works Departments until respective pending recruitments for each department were filled. At the beginning of Fiscal Year (FY) 2019-2020, both Community Development and Public Works Director were completing these recruitments, prompting a subsequent Second Amendment and three-month extension to the Agreement and a supplementary $39,000 budget allocation, for a total of $97,100, effectively covering services up until the end of the third quarter of FY 2019-2020. 15 15 - 1
Interwest Consulting Group Payment of Past Invoices
August 16, 2023

Analysis
In fiscal years 2019-2020 and 2020-2021, both the Community Development Department and Public Works Department faced vacancies in several key positions. To address this, the City Manager entered into agreements with the consulting firm Interwest to provide temporary contract staffing until recruitment for the vacant positions could be initiated. • On August 19, 2019, the City Manager approved a Professional Services Agreement with Interwest for assistant planner staffing services and related activities, for a total not-to-exceed amount of $24,500. • On October 2, 2019, the City Council granted authorization for the City Manager to amend the Interwest agreement, for a new total not-to-exceed amount of $58,100.
• A second amendment to the agreement, dated January 15, 2020, extended the term of the agreement by three months, and established a revised scope of services with a new not-to-exceed amount of $97,100.

Staff has reviewed all invoices submitted to the City and has been communicating with Interwest in an effort to confirm the invoiced work was authorized and completed. In some instances, City staff were not able to locate documentation that supported Interwest’s supported work, and therefore, the City is only recommending moving forward with payments for Interwest’s completed work that City staff has confirmed.

The Public Works and Community Development outstanding invoices the City intends to pay, include and are limited to:
• Senior engineering work for parcel mergers, certification of compliance review services
o Invoices 58441, 59238, & 60131
• Lot line adjustments
o Invoice 67667, 68540, 69405, & 70344
• Parcel merger application
o Invoice 69674
• Assistant planner services
o Invoice 58783
Fiscal Impact
Invoices to be paid total $19,365. Adequate funding for payment of $19,365 in invoices from Fiscal Year 2019-2020 and 2020-2021 is available in FY 2022-2023 Community Development Contract Services Account Number No. 101-7010-7011-8180-000.

Key Performance Indicators (KPIs) and Strategic Plan
This item is not associated with a Key Performance Indicator. 15 - 2
Interwest Consulting Group Payment of Past Invoices
August 16, 2023

Attachments
1) Outstanding Interwest Invoices
2) Second Amendment to Professional Services Agreement
3) First Amendment to Professional Services Agreement
4) Professional Services Agreement
15 - 3

THIS PAGE

INTENTIONALLY

LEFT BLANK
15 - 4
ATTACHMENT 1
Outstanding Interwest Invoices
15 - 5

THIS PAGE

INTENTIONALLY

LEFT BLANK
15 - 6
Invoice Date: 10-Apr-20
Invoice ID: 58783
Remit to:

Interwest Consulting Group
P.O. Box 18330
Boulder, CO 80308
Direct questions to:

Mike Marr [email protected]
Assistant Planner Services
Bill to:

South Pasadena
Attention Planning & Building Department
1414 Mission Street
South Pasadena, CA 91030
Professional Services for the Period March 1 through March 31, 2020 Project Total
Department Operations $1,600.00
Project Processing $7,040.00
Public Assistant $960.00
Invoice Total $9,600.00
Budget $97,100.00
Previously Billed $92,920.00
Budget Remaining -$5,420.00
Invoice https://interwest.lucidbilling.com/Invoicing/DefaultInvoice 1 of 3 4/10/2020, 9:39 AM
15 - 7
Department Operations
Person Title Week End Hours Rate Total
Malinda Lim Assistant Planner 3/6/2020 5 $80.00 $400.00 Malinda Lim Assistant Planner 3/13/2020 5 $80.00 $400.00 Malinda Lim Assistant Planner 3/20/2020 10 $80.00 $800.00 Labor 20 $1,600.00
Project Processing
Person Title Week End Hours Rate Total
Malinda Lim Assistant Planner 3/6/2020 31 $80.00 $2,480.00 Malinda Lim Assistant Planner 3/13/2020 31 $80.00 $2,480.00 Malinda Lim Assistant Planner 3/20/2020 26 $80.00 $2,080.00 Labor 88 $7,040.00
Public Assistant
Person Title Week End Hours Rate Total
Malinda Lim Assistant Planner 3/6/2020 4 $80.00 $320.00 Malinda Lim Assistant Planner 3/13/2020 4 $80.00 $320.00 Malinda Lim Assistant Planner 3/20/2020 4 $80.00 $320.00 Labor 12 $960.00
Invoice https://interwest.lucidbilling.com/Invoicing/DefaultInvoice 2 of 3 4/10/2020, 9:39 AM
15 - 8
Malinda Lim
Date Description Hours
Public Assistant
3/2/2020 Assisted the public at the counter and on the phone. 2 3/4/2020 Assisted the public at the counter and on the phone. 2 3/9/2020 Assisted the public at the counter and on the phone. 2 3/11/2020 Assisted the public at the counter and on the phone. 2 3/16/2020 Answered phone calls and emails from the public. 2 3/17/2020 Answered phone calls and emails from the public. 2 Department Operations
3/3/2020 Conducted the CHC chair review meeting. Attended staff meetings.

Worked on the Planning Commission agenda.
2 3/5/2020 Conducted the CHC chair review meeting. Attended staff meetings.

Worked on the Planning Commission agenda.
3 3/10/2020 Conducted CHC chair meeting. Worked CHC agenda. 2 3/12/2020 Conducted CHC chair meeting. Worked CHC agenda. 3 3/16/2020 Updated project status lists and application log. Scanned and uploaded documents for telecommuting.
3 3/17/2020 Updated project status lists and application log. Scanned and uploaded documents for telecommuting.
3 3/18/2020 Updated project status lists and application log. Scanned and uploaded documents for telecommuting.
4 Project Processing
3/2/2020 Worked on staff reports. 8
3/3/2020 Worked on staff reports. 8
3/4/2020 Worked on staff reports. 8
3/5/2020 Worked on staff reports. 7
3/9/2020 Worked on staff reports and presentations. 8
3/10/2020 Worked on staff reports and presentations. 8
3/11/2020 Worked on staff reports and presentations. 8
3/12/2020 Worked on staff reports and presentations. 7
3/16/2020 Intake and processed new projects and submittals. Worked on active projects.
8 3/17/2020 Intake and processed new projects and submittals. Worked on active projects.
9 3/18/2020 Intake and processed new projects and submittals. Worked on active projects.
9 Total 120
Invoice https://interwest.lucidbilling.com/Invoicing/DefaultInvoice 3 of 3 4/10/2020, 9:39 AM
15 - 9
15 - 10
15 - 11
15 - 12
15 - 13
15 - 14
15 - 15
15 - 16
15 - 17
15 - 18
15 - 19
15 - 20
15 - 21
15 - 22
15 - 23
15 - 24
15 - 25
15 - 26
15 - 27
15 - 28
15 - 29
15 - 30
ATTACHMENT 2
Second Amendment to Professional Services Agreement
15 - 31

THIS PAGE

INTENTIONALLY

LEFT BLANK
15 - 32
15 - 33
15 - 34
ATTACHMENT 3
First Amendment to Professional Services Agreement
15 - 35

THIS PAGE

INTENTIONALLY

LEFT BLANK
15 - 36
15 - 37
15 - 38
ATTACHMENT 4
Professional Services Agreement
15 - 39

THIS PAGE

INTENTIONALLY

LEFT BLANK
15 - 40
15 - 41
15 - 42
15 - 43
15 - 44
15 - 45
15 - 46
15 - 47
15 - 48
15 - 49
15 - 50
15 - 51
15 - 52
15 - 53
15 - 54
15 - 55
15 - 56
15 - 57
15 - 58
15 - 59
15 - 60
15 - 61
15 - 62
15 - 63
15 - 64
15 - 65
15 - 66
16 16 - 1
Quarterly Citywide Electrification Project Update
August 16, 2023

transition, as well as an application for consideration of up to $1 Million in funding from the South Coast Air Quality Management District (SCAQMD) Mobile Source Air Pollution Reduction Committee (MSRC) grant program, to offset costs for this conversion project.

In discussions with Mayor and City Council at the time, staff prepared reports and presentations to the City Council, and the Electrification and Police Fleet transition projects were discussed at length at regularly scheduled City Council meetings.

While staff researched various options ahead of the recommendations to City Council, including various hybrid and electric products, the Tesla vehicles were identified as the best in-class electric option for the Police Department. The Tesla platform was chosen due to its safety crash test results, reliability, outperformance of other available products, advanced technology, supercharger network and reliability, and alignment of corporate mission and City’s goals. In transitioning the fleet to electric, the City would experience better performance, costs savings on maintenance and fueling, increased life span for fleet vehicles, and lower depreciation of the investment into vehicles.

Analysis
Upon City Council’s direction, staff began the work on various steps to bring the projects to fruition. Updates on the three major areas related to this project – charging infrastructure, project funding, and Police fleet transition – are provided below:

Charging Infrastructure
Staff has been working with Southern California Edison (SCE) and the Charge Ready program to plan for and execute the installation of the infrastructure at City Hall, and to support the transition to an all-electric fleet. A project coordination consultant, Chawkins Communications, has been on-boarded in Public Works to oversee the various elements of implementation.
• On May 3, 2023, the City Council approved the purchase of the nineteen (19) Level 2 electric vehicle chargers and supporting services to install the thirty-four (34) BEV charger ports in the Police, Fire, and Public/City staff parking lots at City Hall.

The chargers are being stored by the equipment supplier while City staff and SCE complete the design and construction of the parking lot electrical infrastructure. • In June and July 2023, City staff and the City’s electrification consultant met with SCE’s local planning team to discuss the potential electrical loads that could be brought into the Police Department parking lot in order to size the Direct Current Fast Charge (DCFC) Level 3 Charger. At present, SCE is evaluating the upper limit of the power resource that can be brought into the Police parking lot with a coordinated ChargeReady Level 2 installation, with and without upgrading the slab box and transformer. SCE is reviewing the City’s options and will meet and discuss once they have completed their evaluation.
16 - 2
Quarterly Citywide Electrification Project Update
August 16, 2023

• In the first week of August, SCE provided City staff with design plans for the installation of thirty-four Level 2 BEV chargers through the SCE Charge Ready Program. City staff are reviewing the plans to provide comments in order to finalize the design for construction by an SCE contractor. SCE also provided the City an agreement to transfer ownership of the existing transformer to SCE to facilitate the work and future maintenance. City staff are working with the City Attorney on the ownership conveyance and the easement granting process to facilitate the ChargeReady Level 2 installation, which is expected to be complete in early 2024.

Project Funding
On February 3, 2023, the South Coast Air Quality Management District’s (SCAQMD) Governing Board approved a contract award to the City of South Pasadena, in the amount of $499,789 under the Mobile Source Air Pollution Reductions Review Committee’s (MSRC) Transformative Transportation Strategies & Mobility Solutions Program to implement the Police Department’s zero-emission patrol fleet, and supporting infrastructure project. A technical inaccuracy was discovered in the staff report after the AQMD Governing Board February 3 meeting, related to the number of Level 3 chargers the City proposed.

As approved by City Council, the City planned to install one (1) Level 3 charger with two ports (dual-port), and proposed that AQMD fund 50% of the one charger purchase and 50% of the one charger installation cost. However, the staff report drafted by MSRC/AQMD listed the intended one dual-port charger as two Level 3 chargers. As a result of finding that discrepancy, the item had to be returned to both the MSRC and AQMD bodies for recommendation and approval, respectively. This process was completed in May 2023, and City staff are now working to execute a funding agreement, which will be brought to Council at a later date.

Order Placement and Vehicle Delivery Updates
The Police fleet transition has commenced, following the City Council’s direction to reduce the department’s fleet of 23 to 20 vehicles, and to complete an entire fleet transition at once to electric. At this time, the Department is down to four usable vehicles, as the fleet continues to come to end-of-life and are not able to be fixed or maintained. • In completing the total fleet order, on January 25, 2023, the Police Department received delivery of all (10) Tesla Model Ys intended for patrol operations. The Tesla vehicles were delivered and securely stored at Police headquarters. Both administration and patrol vehicle types were scheduled to undergo upfitting as quickly as possible to prepare them for official police use, including the usual colors, badging and markings of police patrol vehicles. The Model 3s were being utilized by administration and detective staff through the use of area supercharger locations to meet operational needs. In completing the fleet order and delivery, Enterprise followed their agreement to release funds to the upfitting phase of the project.
16 - 3
Quarterly Citywide Electrification Project Update
August 16, 2023

• Per the agreement and staff’s confirmation with Enterprise, the lease payments on the administration/detective vehicles have commenced with the first payment of $6,990 submitted to the August 16, 2023 City Council meeting for review. Staff will keep City Council apprised of timelines moving forward. Further updates on lease costs are provided below under “Project Cost Savings”.
• The first Model Y (patrol vehicle) build made a recent appearance at the "Tesla Takeover" event in San Luis Obispo on July 29-30, 2023, which attracts Tesla owners and influencers from all over the United States. The vehicle is nearly complete and received positive feedback from event participants. The timeline for completion of the first Model Y patrol vehicle is currently being driven by the City’s custom livery (vehicle graphics).
• A design group, Anyone Collective, located at on Pasadena Avenue in South Pasadena, created a comprehensive design package for the City which included 22 design concepts. A design meeting was held August 10, 2023 to develop final design revisions. Upon receipt of the final design, the artwork will be forwarded to the upfitter for installation of the vehicle wrap, and shared with City Council.
• On August 2, 2023, two additional Model Ys vehicles were delivered to the upfitter. Currently at Unplugged Performance, four (4) Model Ys and one (1) Model 3 are undergoing upfitting. Upon the City’s receipt of the first Model Y patrol vehicle from Unplugged, anticipated by the end of August, the vehicle will undergo an anticipated 3-4 weeks of in-field testing to validate the customization and identify any issues that will need modification for the remaining builds. • On Wednesday, August 16, Police Sergeant Tony Abdalla and James Hedland from Unplugged Performance will be teaching an hour block on our transition project to battery electric vehicles. The Expo is the largest annual event of its kind which draws police department fleet managers from across the United States.

Unanticipated Project Cost Savings
On January 12, 2023, Tesla announced significant price reductions related to their Model Y platform. Police Department staff and EFM representatives immediately reached out to Tesla’s Fleet Team to explore what options were available for the city to participate in the price reductions of the undelivered vehicles. Tesla informed EFM that each Model Y would be price adjusted to reflect the price reductions. The price adjustments resulted in a price reduction of $12,194 for each Model Y (10) for a total of about $121,940 in cost savings. The price adjustment will offset the anticipated increase in upfitting costs and still result in reducing annual lease costs from $304,124.16 to $295,713.36. The aforementioned cost savings do not yet include the MSRC award ($498,789), which is anticipated to reduce annual lease costs further by 50%. Estimated equity lease costs will again be revised when the award is fully realized.
16 - 4
Quarterly Citywide Electrification Project Update
August 16, 2023

As a result of the existing vehicles in the City’s fleet having yet to be auctioned, we received notification of a lease adjustment increase from Enterprise Fleet Management (EFM). The pricing in the quotes that were previously approved by the City Council were based upon the one-time down payment being reduced by proceeds from auction of our existing fleet. As that process has yet to occur, and with EFM needing to close their financials in July, EFM could no longer carry forward the one-time down payment amount and the monthly lease payment increase of $1,416.83 for all (10) Model 3s resulted and this increase is already included in the August 16 warrant document. • The increase will stay in effect until the existing fleet is auctioned, then will be revised downward by an amount yet to be determined (based upon the proceeds from the auction).
• PD staff is currently working with EFM to start the auction process for the existing administrative fleet.
• The patrol portion of the fleet will start being auctioned as existing patrol vehicles are down-fitted to repurpose high-cost, serviceable equipment (radios) for installation into the new vehicles.
• One patrol vehicle has been already been down-fitted and two additional ones are anticipated soon.
• Estimated total upfitting completion by Spring 2024.

Staff is committed to following City Council direction on these projects and efforts, and will keep Council apprised of the milestones and developments of the Electrification Project and Police fleet conversion projects moving forward.

Attachments:

1. Project Timeline and Frequently Asked Questions (FAQ) Revised August 16, 2023

2. March 1, 2023 Informational Update
16 - 5

THIS PAGE

INTENTIONALLY

LEFT BLANK
16 - 6
ATTACHMENT 1
Project Timeline and Frequently Asked Questions (FAQ)
Revised August 16, 2023
16 - 7

THIS PAGE

INTENTIONALLY

LEFT BLANK
16 - 8
South Pasadena Police Department Fleet Electrification
Frequently Asked Questions (FAQ) & Project Timeline To-Date Revised August 2023
Background:

On September 21, 2022, South Pasadena City Council voted to approve a plan to lease a fleet of zero-emission police vehicles; both administrative and patrol cars. In addition, Council approved a concurrent plan to build the electric infrastructure to support those vehicles that included partnering with Southern California Edison (Charge Ready Program) to leverage resources for infrastructure. In November of 2022, staff submitted a grant proposal to the Southcoast Air Quality Management District (Mobile Source Air Pollution Reduction Review Committee – MSRC) to further leverage regional resources and offset the cost of this project and fleet transition; the Board voted to approve the funding request on February 3, 2023.

The schedule for deployment requires coordination with government agencies, private companies and material supply organizations to ensure the most efficient deployment of police vehicles. City staff is working across departments to make this dramatic transition while maintaining a fully operational police force.

Beginning in December 2022, the South Pasadena Police Department took delivery of a new electric vehicle fleet. Ten Tesla Model 3 vehicles intended for administrative and detective use arrived in December of 2022 and are currently in use. Ten Model Y vehicles intended for patrol operations arrived in January 2023. While this delivery was earlier than expected, it allows the Police Department to begin “upfitting” the fleet earlier than expected. As a result, the Police Department will have operational vehicles ready for training and integration into the overall Police effort sooner than originally planned.

The arrival of the vehicles has been generating some questions, and below is an FAQ for further information.

Frequently Asked Questions (FAQs):

1. Why does the City need a fleet of new police cars?
The existing vehicle fleet has reached its end of life. The Police Department had acquired only one patrol vehicle in the past three years, and the costs for existing vehicle maintenance are projected to exceed $100,000 this fiscal year. These re-occurring costly repairs and related downtime have resulted in a fleet that is operational in the short term, but not sustainable for the level of service the Department aims to provide. At this point, repairs for the aging fleet are very expensive, and replacement parts can be scarce. One of our Ford Police Interceptor Utility vehicles with a blown engine recently remained at a dealership for a year awaiting repair. The dealership was unable to source a new engine, and the vehicle was returned to the Department, inoperable. The vehicle remains in our rear parking lot, un-usable.

Municipal fleets are susceptible to harsh driving conditions and increased wear and tear.

Department vehicles undergo long hours of slow speed driving, abrupt starts and stops, and lengthy periods of idling. Our existing Ford Explorers (which are a blend of Ford Police Interceptor and Hybrid Utilities) experience lower MGP (miles per gallon) than the EPA rating, due to low speed, start/stop driving. In addition, police patrol vehicles must be left idling during traffic stops, traffic accidents, investigations, etc. in order to ensure officers are always able to quickly respond 16 - 9
during an emergency. Vehicles at idle contribute significantly to fuel consumption and air pollution, which are not reflected in the odometer readings of the cars.

2. Why was the Tesla Model Y selected as patrol vehicles for the SPPD? Tesla vehicles were selected because they are the best operational police vehicles on the market.

The Police Department spent almost 10 years researching and tracking electric vehicle technology as a possible alternative to the Department’s existing gas-powered fleet, and more recently, per the 2021-2026 Strategic Plan and the City Council’s direction to staff, electrification has been a priority area for our agency and community.

It took approximately six years until electric vehicles matured to the point where they were considered to be acceptable for police use. In 2019, Tesla unveiled the Model Y, which was the first electric vehicle with a form factor suitable as a patrol car. When the Model Y deliveries began in March of 2020, Police Department staff started tracking industry and customer feedback more closely. Staff also observed and contacted other law enforcement agencies across the US and internationally that were testing integration of Tesla vehicles into their fleets. The Model Y had achieved operational and safety performance levels superior to any other Police vehicles on the market. They are faster, stronger and smarter than traditional vehicles. They are the police vehicle of the 21st century.

The Police Department proposed a fleet of Tesla battery electric vehicles (BEVs) to the City Council following Council direction, and due to the fact they would meet and/or exceed Department needs and save taxpayers approximately $312,000 over a 10-year period. The Model Y specifically has been gaining popularity with law enforcement agencies throughout the nation that are looking to realize the cost savings of electric vehicles versus a traditional gas-powered fleet.

Studied benefits of a BEV fleet for the Police Department include:
• Minimal preventative maintenance (only requiring tires and windshield wiper fluid, with anticipated greatly increased brake pad life)
• Regenerative braking, which reduces stopping distance and wear and tear on brakes • Battery life expectancy of 300,000-500,000 miles
• Drive unit designed for 1,000,000 miles
• 8 year/120,000 mile battery and drive unit warranty
• Access to largest and most reliable Supercharging network (zero gasoline purchase) • Highest industry crash-test safety ratings
• Superior performance
• Long-life vehicle (slower depreciation)

3. How much did the new fleet cost?
The Police Department acquired the new fleet through a vehicle leasing program with Enterprise Fleet Management. The current annual lease cost for twenty (20) Tesla vehicles is $295,713, including up-fitting of police related equipment.

The sixty (60) month leasing program enabled the Police Department to acquire the necessary number of vehicles, while reducing the total cost of ownership including maintenance and fuel expenses. At the end of the lease term, the City has added flexibility to re-assess and determine whether or not to acquire the fleet by paying the residual balance, extend the lease another 6-7 16 - 10
months to pay the residual down to a zero balance and then acquire the fleet, or use the equity in the fleet to enter into a new lease.

The annual lease expense is anticipated to be further reduced by approximately $98,000 annually when a grant award from the Mobile Source Air Pollution Reduction Review Committee (MSRC) of the South Coast Air Quality Management District (SCAQMD) is fully realized.

4. Where will you charge the fleet?
In partnership with the Southern California Edison’s Charge Ready Program, thirty-four (34) level 2 chargers will be installed at the City Hall campus to support the new fleet. Additional level 3 “fast chargers” will also be installed so officers have the added flexibility to quickly charge the patrol vehicles on-site when needed.

The Department will use existing charging infrastructure and local charging options until onsite infrastructure is complete. For redundancy and supplemental needs, nearby Tesla Supercharger locations can provide up to an additional 200 miles of range in 15 minutes.

The estimated time for completion of the charging infrastructure project is approximately nine months. Until the charging infrastructure is built out, the Department does not intend to fully deploy the Model Y patrol vehicles, and lease payments on the Model Y vehicles do not begin until they are returned to the City after upfitting.

5. Will you have enough charge to make it through your shift? Yes, the Model Y has a range of approximately 330 miles. BEVs thrive in low speed, start/stop environments which use regenerative braking to put energy back into the battery. Most of our patrol officers average 30-60 miles per shift.

Whenever an officer is parked at the Police Department, the vehicle will be plugged in.

6. Do the lights/siren, police radio, computer drain the battery faster? Tesla BEVs are designed for efficiency from the ground up. As a result, they’re much more efficient than the current patrol vehicles and are the ideal platform for adding electronics. Staff research indicates a very minor impact on overall range after adding electronic police equipment (lights, siren, radio, computer, etc.) and staff expects over 24 hours of equipment use without full depletion of the battery.

7. Why were the Model Ys delivered in all black?
All new fleet vehicles require up-fitting which is the installation of equipment necessary for police use (i.e. lights, siren, radios, computers, etc.). The Model 3 vehicles for administrative and detective use will require less up-fitting than the Model Y vehicles for patrol use. Up-fitting costs are included in the annual lease cost.

The Model Y vehicles were delivered in black and the doors will be wrapped in white during the up-fitting process to modify them into traditional black and white police cars. There is less complexity and cost associated with wrapping the doors, compared with ordering the vehicles in white and wrapping the remaining panels of the vehicle. 16 - 11

8. Are you aware of any other Police Departments around here that have Tesla police cars?
Yes, staff is currently aware of forty (40) other agencies across the United States that have integrated one or more Tesla vehicles into their fleets, including several in California. Staff has reached out to many of these agencies in order to get their feedback and lessons learned. A quick search for “Tesla Police Car” will reveal results of dozens of other agencies, both nationally and internationally, that are using Tesla vehicles as police cars. They vehicles have become popular enough that emergency vehicle equipment manufacturers such as Setina, Havis, Whelen, etc. have been advertising their Tesla-specific equipment on the covers of product catalogs and brochures.

9. What do the officers think of the new fleet?
The initial feedback from detectives using the Model 3 vehicles for administrative use has been positive. Patrol officers will start experiencing the Model Y vehicles shortly and get adjusted to the “one pedal driving” and unique performance characteristics (acceleration, handling, braking).

Over the course of the next several months, the more you see our electric fleet on the road, the more money the City will be saving.

10. Will the electric grid be able to handle the load that electric vehicles will demand? Yes, the state of CA if gearing up for a significant increase in electricity use – both for vehicles and for stationary sources. We are all aware of the need to reduce the use of fossil fuels given the impact on climate change. Given California’s overall policy approach to this issue, developing a grid that can handle that growth is critical.

The California Independent System Operator (ISO) manages the flow of electricity across the high-voltage, long-distance power lines for the grid serving 80 percent of California, including South Pasadena. CA ISO is also responsible for power grid expansion which delivers energy needed for the world’s 8th largest economy. Further information related to the expansion of the grid can be found here:
https://www.caiso.com/planning/Pages/default.aspx

11. Will the Model Ys be available to view?
Yes, the Department is planning on having the Model Y patrol cars on display at the South Pasadena Police Department during the annual open house and various other community events.

You’re also welcome to flag staff down and we’d be happy to show you the vehicle if we’re available.

PROJECT TIMELINE TO-DATE:
• On December 6, 2021, the Natural Resources and Environmental Commission (NREC) reviewed the Police Department's proposed transition to Battery Electric Vehicles (BEVs) and recommended City Council review and approval.
16 - 12
• On December 13, 2021, the Public Safety Commission reviewed the Police Department's proposed transition to Battery Electric Vehicles (BEVs), and recommended City Council review and approval.
• On July 20, 2022, the City Council heard the first discussion on the Police Department’s proposed transition to BEVs and the related infrastructure options. Staff directed to return with further information and for full Council discussion. • On September 21, 2022, staff returned to the City Council with additional information, including alternatives for consideration. The City Council subsequently adopted the staff recommendations from both proposals in their entirety and the project was approved. • On October 12, 2022, the Police Department started to execute on the direction provided by the City Council at the September 21, 2022, meeting. • On November 22, 2022, representatives from the Police Department, EFM, and Tesla’s Fleet Division had a conference call regarding the order of the Model 3s. • On December 20, 2022, EFM prepared and presented the documents to city representatives for the order of ten (10) Model Ys. The documents were executed by city representatives and forwarded to EFM on December 22, 2022. • On January 25, 2023, the Police Department received delivery of all (10) Tesla Model Ys intended for patrol operations.
• On February 3, 2023, the South Coast Air Quality Management District’s (SCAQMD) Governing Board approved a contract award to the City of South Pasadena, in the amount of $499,789 under the Mobile Source Air Pollution Reductions Review Committee’s (MSRC) Transformative Transportation Strategies & Mobility Solutions Program to implement the Police Department’s zero-emission patrol fleet, and supporting infrastructure project. A technical inaccuracy was discovered in the staff report after the AQMD Governing Board February 3 meeting, related to the number of Level 3 chargers the City proposed. As a result of finding that discrepancy, the item had to be returned to both the MSRC and AQMD bodies for recommendation and approval, respectively. This process was completed in May 2023, and City staff are now working to execute a funding agreement, which will be brought to Council at a later date. • On March 1, 2023, Staff provided an informational update to City Council including a list of Frequently Asked Questions related to infrastructure and lease payment updates. • On May 3, 2023, the City Council approved the purchase of the nineteen (19) Level 2 electric vehicle chargers and supporting services to install the thirty-four (34) BEV charger ports in the Police, Fire, and Public/City staff parking lots at City Hall. The chargers are being stored by the equipment supplier while City staff and SCE complete the design and construction of the parking lot electrical infrastructure. • In June and July 2023, City staff and Chawkins Communications met with SCE’s local planning team to discuss the potential electrical loads that could be brought into the Police Department parking lot in order to size the Direct Current Fast Charge (DCFC) 16 - 13
Level 3 Charger. At present, SCE is evaluating the upper limit of the power resource that can be brought into the Police parking lot with a coordinated ChargeReady Level 2 installation, with and without upgrading the slab box and transformer. SCE is reviewing the City’s options and will meet and discuss once they have completed their evaluation. • In the first week of August 2023, SCE provided City staff with design plans for the installation of thirty-four Level 2 BEV chargers through the SCE Charge Ready Program.

City staff are reviewing the plans to provide comments in order to finalize the design for construction by an SCE contractor. SCE also provided the City an agreement to transfer ownership of the existing transformer to SCE to facilitate the work and future maintenance. City staff are working with the City Attorney on the ownership conveyance and the easement granting process to facilitate the ChargeReady Level 2 installation.

12. Vehicle Renderings
16 - 14
16 - 15
16 - 16
ATTACHMENT 2
March 1, 2023 Informational Update
16 - 17

THIS PAGE

INTENTIONALLY

LEFT BLANK
16 - 18
City Council
Agenda Report ITEM NO. ____
DATE: March 1, 2023
FROM: Arminé Chaparyan, City Manager
PREPARED BY: Brian Solinsky, Police Chief
Shannon Robledo, Police Lieutenant
Tony Abdalla, Police Sergeant
Ken Chawkins, Electrification Consultant
SUBJECT: Informational Update of the Police Department’s Electric Vehicle Transition Project
Recommendation
It is recommended that the City Council receive an update on the status of the Police Department's electric vehicle transition project.

Background
The City of South Pasadena prides itself on environmental stewardship, exemplified in its adoption of a Climate Action Plan, revised Vision Statement, creation and implementation of a Environmental Sustainability division, commitment to a Natural Resources and Environmental Commission (NREC), Section 4 of the 2021-2026 Strategic Plan (Enhancing Community Sustainability through Investment in Infrastructure and Environmental Sustainability Programs), and various programs and efforts to support these priorities.

The City’s Police and Public Works Departments have been tasked with working on a Citywide Electrification Project, as specified in Strategic Plan section 4i- Electrifying the City’s fleet. As such, staff has worked independently and together on efforts to electrify and transition the Police fleet, as well as to invest in infrastructure to support the transition.

City Commissions and City Council have been apprised of and involved in the efforts and decisions to move forward on these projects:
 On December 6, 2021, the Natural Resources and Environmental Commission reviewed the Police Department’s proposed transition to Battery Electric Vehicles (BEVs).
 On December 13, 2021, the Public Safety Commission reviewed the Police Department’s proposed transition to Battery Electric Vehicles (BEVs). 16 - 19
Police Department Fleet Vehicle Transition Update
March 1, 2023

Each Commission made a recommendation to the City Council that the Police Department transition their entire fleet to BEVs. This recommendation was made in concert with the Commission’s consideration of the electric vehicle charging infrastructure through the Southern California Edison (SCE) Charge Ready Program necessary to support the transition, as well as an application for consideration of up to $1MM in funding from the South Coast Air Quality Management District (SCAQMD) Mobile Source Air Pollution Reduction Committee (MSRC) grant program, to offset costs for this conversion project. In discussions with Mayor and City Council at the time, staff prepared reports and presentations to the City Council, and the Electrification and Police Fleet transition projects were discussed at length at regularly scheduled City Council meetings:
 On July 20, 2022, the City Council heard the first discussion on the Police Department’s proposed transition to BEVs and the related infrastructure options.

The staff report and discussion included the Department’s methodology, research and analysis, and recommendation to transition the vehicle fleet, all at once, to BEVs manufactured by Tesla. On a related item at the same meeting, the City Council also heard discussion on the City Hall Electrification Project. As a result of those discussions, additional information was requested, and staff was directed to return at a future meeting for further discussion ahead of any further direction to staff.
 On September 21, 2022, staff returned to the City Council with additional information, including alternatives for consideration. The City Council participated in additional discussion on the Police Department’s proposed transition to BEVs, and a related charging infrastructure proposal in partnership with the SCE Charge Ready Program. The staff report and subsequent City Council discussion included the consideration of alternatives to the staff recommendation, including phasing in of the fleet transition while maintaining gas-powered fleet. The City Council subsequently adopted the staff recommendations from both proposals in their entirety.

While staff researched various options ahead of the recommendations to City Council, including various hybrid and electric products, the Tesla vehicles were identified as the best in-class electric option for our Department., The Tesla platform was chosen due to its safety crash test results, reliability, outperformance of other available products, advanced technology, supercharger network and reliability, and alignment of corporate mission and City’s goals. In transitioning the fleet to electric, the City would experience better performance, costs savings on maintenance and fueling, increased life span for fleet vehicles, and lower depreciation of the investment into vehicles.

Analysis
Upon City Council’s direction, staff began the work on various steps to bring the projects to fruition. Updates on the three major areas related to this project – 1) charging infrastructure, 2) project funding, and 3) Police fleet transition – are provided below:
16 - 20
Police Department Fleet Vehicle Transition Update
March 1, 2023

Charging Infrastructure
Staff has been working with Southern California Edison (SCE) and the Charge Ready program to plan for and execute the installation of the infrastructure at City Hall, and to support the transition to an all-electric fleet. A consultant (Ken Chawkins) has been onboarded in Public Works to oversee the various elements to implementation. We held a level-setting meeting with SCE and have begun identifying ways to accelerate the Design/Construction process. A Request for Proposal (RFP) is being drafted for the purchase of the charging stations, in accordance with the City’s Finance Policies and Procedures. SCE requires the City to procure the thirty-four (34) level 2 chargers and show proof of procurement pursuant to the participation agreement, in order to move forward to the design/build of the project. Staff is currently exploring options to modify this requirement, in order to work on the system design in parallel with the charger procurement.

The issuance of the RFP is estimated in mid-March with thirty days thereafter for responses, and another fourteen days for the award. Staff is regularly in touch with SCE program managers to ensure alignment of projects and timelines, as this is a priority project for the Charge Ready program as well. Staff has engaged SCE at the operational, public affairs and communications levels to ensure quick forward progress once the chargers are procured.

Project Funding
Staff has been working for months pursuing a MSRC grant to help offset the cost of this project. They have consulted with technical advisors to ensure timing and chronology of milestones - such as placing fleet orders and launching infrastructure efforts - aligned with grant requirements and rules. MSRC informed staff that this project was a significant one for the MSRC to fund and support. It was called out specifically during the Committee’s discussions highlighting the project as worthwhile for the environmental implications of zero-emission patrol vehicles and the significant environmental impact this would have on our community, as well as the partnership with significant contributions and co-funding financial commitment of the City Council, MSRC and SCE.

On February 3, 2023, the South Coast Air Quality Management District’s (SCAQMD) Governing Board approved a contract award to the City of South Pasadena, in the amount of $499,789 under the Mobile Source Air Pollution Reductions Review Committee’s (MSRC) Transformative Transportation Strategies & Mobility Solutions Program to implement the Police Department’s zero-emission patrol fleet, and supporting infrastructure project. A technical inaccuracy was discovered in the staff report after the AQMD Governing Board February 3 meeting, related to the number of Level 3 chargers the City proposed. As approved by City Council, the City planned to install one (1) Level 3 charger with two ports (dual-port), and proposed that AQMD fund 50% of the one charger purchase and 50% of the one charger installation cost. However, the staff report drafted by MSRC/AQMD listed the intended one dual-port charger as two Level 3 chargers. As a result of finding that discrepancy, the item must be returned to both the MSRC and AQMD bodies for recommendation and approval, respectively. This process 16 - 21
Police Department Fleet Vehicle Transition Update
March 1, 2023

is expected to be complete by May 2023. There is no modification to the amount of the funding request. City staff have no reason to believe there will be a change in AQMD’s decision to support the program, and the same outcome is anticipated.

Order Placement and Vehicle Delivery Updates
The Police fleet transition has commenced, following the City Council’s direction to reduce the department’s fleet of 23 to 20 vehicles, and to complete an entire fleet transition at once to electric. At this time, the Department is down to four usable vehicles, as the fleet continues to come to end-of-life and are not able to be fixed or maintained.  On October 12, 2022, the Police Department started to execute on the direction provided by the City Council at the September 21, 2022, meeting. Documents were prepared by Enterprise Fleet Management (EFM) for the of order ten (10) Tesla Model 3s for administrative and detective use. The documents were executed by city representatives and forwarded to EFM on October 25, 2022, for order placement.

On November 22, 2022, representatives from the Police Department, EFM, and Tesla’s Fleet Division had a conference call regarding the order of the Model 3s. We learned during that call that Tesla was prioritizing fleet orders over retail and we could expect a sooner than originally anticipated delivery. The cars were delivered three months earlier than expected.
 On December 20, 2022, EFM prepared and presented the documents to city representatives for the order of ten (10) Model Ys. The documents were executed by city representatives and forwarded to EFM on December 22, 2022. On December 22, 2022, the Police Department received delivery of all ten (10) Tesla Model 3s intended for administrative and detective use.  In completing the total fleet order, on January 25, 2023, the Police Department received delivery of all (10) Tesla Model Ys intended for patrol operations.

The Tesla vehicles have been delivered and are securely stored at Police headquarters.

Both administration and patrol vehicle types will undergo upfitting as quickly as possible to prepare them for official police use, including the usual colors, badging and markings of police patrol vehicles. The Model 3s are being utilized by administration and detective staff, and there are area supercharger locations being used that are meeting operational needs at this time. This makes the few existing fleet vehicles available for patrol use.

In completing the fleet order and delivery, Enterprise followed their agreement to release funds to the upfitting phase of the project. To date, one Model 3 and one Model Y have been transported to our upfitters, Unplugged Performance (Hawthorne, CA), on February 7, 2023. Specifications respective to each build have been finalized, and parts are being ordered. Build times and the cadence of deliveries from upfitting are largely dependent on supply chain and related delivery of parts. Staff anticipated this issue in its original 16 - 22
Police Department Fleet Vehicle Transition Update
March 1, 2023

project planning projections. The builds of the first Model 3 and Model Y are estimated to be completed in April, at which time we will have a better understanding of the work and timelines needed for each vehicle. We are on schedule as planned.

Per the agreement and staff’s confirmation with Enterprise, the lease payments on the administration/detective vehicles will commence in March 2023, as planned. The lease payments on the patrol vehicles will commence when they have been upfitted and returned to the City ready to be used for patrol services. Staff will keep City Council apprised of timelines moving forward. The City has not been charged fees or lease payments to date, despite a three-month early delivery of the vehicles.

Unanticipated Project Cost Savings
On January 12, 2023, Tesla announced significant price reductions related to their Model Y platform. Police Department staff and EFM representatives immediately reached out to Tesla’s Fleet Team to explore what options were available for the city to participate in the price reductions of the undelivered vehicles. Tesla informed EFM that each Model Y would be price adjusted to reflect the price reductions. The price adjustments resulted in a price reduction of $12,194 for each Model Y (10) for a total of about $121,940 in cost savings. The price adjustment will offset the anticipated increase in upfitting costs and still result in reducing annual lease costs from $304,124.16 to $295,713.36. The aforementioned cost savings do not yet include the MSRC award ($498,789), which is anticipated to reduce annual lease costs further by 50%. Estimated equity lease costs will again be revised when the award is fully realized.

Staff is committed to following City Council direction on these projects and efforts, and will keep Council apprised of the milestones and developments of the Electrification Project and Police fleet conversion projects moving forward.

Attachments:

1. September 21, 2022 City Council Item 17- Police Department Fleet Electric Vehicle Lease and Southern California Edison (SCE) Charge Ready Program

2. Project Timeline (materials available Monday, February 27, 2023)

3. Revised Estimated Equity Lease Costs
16 - 23
*NEW POLICE VEHICLES*
On September 21, 2022, South Pasadena City Council voted to approve a plan to lease a fleet of zero-emission police vehicles; both administrative and patrol cars. In addition, Council approved a concurrent plan to build the electric infrastructure to support those vehicles that included partnering with Southern California Edison (Charge Ready Program) and the Southcoast Air Quality Management District (Mobile Source Air Pollution Reduction Review Committee – MSRC) to leverage resources and accelerate the deployment of the vehicles.

The schedule for deployment requires coordination with government agencies, private companies and material supply organizations to ensure the most efficient deployment of police vehicles. City staff is working across departments to make this dramatic transition while maintaining a fully operational police force.

Beginning in December 2022, the South Pasadena Police Department took delivery of a new electric vehicle fleet. Ten Tesla Model 3 vehicles intended for administrative and detective use arrived in December of 2022 and are currently in use. Ten Model Y vehicles intended for patrol operations arrived in January 2023. While this delivery was earlier than expected, it allows the Police Department to begin “upfitting” the fleet earlier than expected. As a result, the Police Department will have operational vehicles ready for training and integration into the overall Police effort sooner than originally planned.

The arrival of the vehicles has been generating some questions, and below is an FAQ for further information.

FAQ:

Why does the City need a fleet of new police cars?
The existing vehicle fleet has reached its end of life. The Police Department had acquired only one patrol vehicle in the past three years, and the costs for existing vehicle maintenance are projected to exceed $100,000 this fiscal year. These re-occurring costly repairs and related downtime have resulted in a fleet that is operational in the short term, but not sustainable for the level of service the Department aims to provide. At this point, repairs for the aging fleet are very expensive.

Municipal fleets are susceptible to harsh driving conditions and increased wear and tear.

Department vehicles undergo long hours of slow speed driving, abrupt starts and stops, and lengthy periods of idling. Our existing Ford Explorers (which are a blend of Ford Police Interceptor and Hybrid Utilities) experience lower MGP (miles per gallon) than the EPA rating, due to low speed, start/stop driving. In addition, police patrol vehicles must be left idling during traffic stops, traffic accidents, investigations, etc. in order to ensure officers are always able to quickly respond during an emergency. Vehicles at idle contribute significantly to fuel consumption and air pollution, which are not reflected in the odometer readings of the cars. 16 - 24
Why was the Tesla Model Y selected as patrol vehicles for the SPPD? Tesla vehicles were selected because they are the best operational police vehicles on the market. The Police Department spent almost 10 years researching and tracking electric vehicle technology as a possible alternative to the Department’s existing gas-powered fleet.

It took approximately six years until electric vehicles matured to the point where they were considered to be acceptable for police use.

In 2019, Tesla unveiled the Model Y, which was the first electric vehicle with a form factor suitable as a patrol car. When the Model Y deliveries began in March of 2020, Police Department staff started tracking industry and customer feedback more closely. Staff also observed and contacted other law enforcement agencies across the US and internationally that were testing integration of Tesla vehicles into their fleets. The Model Y had achieved operational and safety performance levels superior to any other Police vehicles on the market.

They are faster, stronger and smarter than traditional vehicles. They are the police vehicle of the 21st century.

The Police Department proposed a fleet of Tesla battery electric vehicles (BEVs) to the City Council due to the fact they would meet and/or exceed Department needs and save taxpayers approximately $312,000 over a 10-year period. The Model Y specifically has been gaining popularity with law enforcement agencies throughout the nation that are looking to realize the cost savings of electric vehicles versus a traditional gas-powered fleet.

Studied benefits of a BEV fleet for the Police Department include:
• Minimal preventative maintenance (only requiring tires and windshield wiper fluid, with anticipated greatly increased brake pad life)
• Regenerative braking, which reduces stopping distance and wear and tear on brakes • Battery life expectancy of 300,000-500,000 miles
• Drive unit designed for 1,000,000 miles
• 8 year/120,000 mile battery and drive unit warranty
• Access to largest and most reliable Supercharging network (zero gasoline purchase) • Highest industry crash-test safety ratings
• Superior performance
• Long-life vehicle (slower depreciation)
Wasn’t there a recent recall of Tesla vehicles?
The recent recall of approximately 300,000 Tesla vehicles was related specifically to a paid beta-software upgrade known as “Full Self-Driving.” The Police Department vehicles do not include that upgrade and are not participating in the beta test. All Tesla vehicles come standard with Basic Autopilot intended for freeway use. As the City of South Pasadena is 16 - 25
composed primarily of city streets, the Department is not anticipating use of the Autopilot functionality.

How much did the new fleet cost?
The Police Department acquired the new fleet through a vehicle leasing program with Enterprise Fleet Management. The current annual lease cost for twenty (20) Tesla vehicles is $295,713, including up-fitting of police related equipment.

The sixty (60) month leasing program enabled the Police Department to acquire the necessary number of vehicles, while reducing the total cost of ownership including maintenance and fuel expenses. At the end of the lease term, the City has added flexibility to re-assess and determine whether or not to acquire the fleet by paying the residual balance, extend the lease another 6-7 months to pay the residual down to a zero balance and then acquire the fleet, or use the equity in the fleet to enter into a new lease.

The annual lease expense is anticipated to be further reduced by approximately $98,000 annually when a grant award from the Mobile Source Air Pollution Reduction Review Committee (MSRC) of the South Coast Air Quality Management District (SCAQMD) is fully realized.

Where will you charge the fleet?
In partnership with the Southern California Edison’s Charge Ready Program, thirty-four (34) level 2 chargers will be installed at the City Hall campus to support the new fleet. Additional level 3 “fast chargers” will also be installed so officers have the added flexibility to quickly charge the patrol vehicles on-site when needed.

The Department will use existing charging infrastructure and local charging options until onsite infrastructure is complete. For redundancy and supplemental needs, nearby Tesla Supercharger locations can provide up to an additional 322 miles of range in 15 minutes.

The estimated time for completion of the charging infrastructure project is approximately nine months. Until the charging infrastructure is built out, the Department does not intend to fully deploy the Model Y patrol vehicles.

Will you have enough charge to make it through your shift? Yes, the Model Y has a range of approximately 330 miles. BEVs thrive in low speed, start/stop environments which use regenerative braking to put energy back into the battery. Most of our patrol officers average 30-60 miles per shift.

Whenever an officer is parked at the Police Department, the vehicle will be plugged in.

Do the lights/siren, police radio, computer drain the battery faster? Tesla BEVs are designed for efficiency from the ground up. As a result, they’re much more efficient than the current patrol vehicles and are the ideal platform for adding electronics.

Staff research indicates a very minor impact on overall range after adding electronic police 16 - 26
equipment (lights, siren, radio, computer, etc.) and staff expects over 24 hours of equipment use without full depletion of the battery.

Why were the Model Ys delivered in all black?
All new fleet vehicles require up-fitting which is the installation of equipment necessary for police use (i.e. lights, siren, radios, computers, etc.). The Model 3 vehicles for administrative and detective use will require less up-fitting than the Model Y vehicles for patrol use. Upfitting costs are included in the annual lease cost.

The Model Y vehicles were delivered in black and the doors will be wrapped in white during the up-fitting process to modify them into traditional black and white police cars. There is less complexity and cost associated with wrapping the doors, compared with ordering the vehicles in white and wrapping the remaining panels of the vehicle.

Are you aware of any other Police Departments around here that have Tesla police cars?
Yes, staff is currently aware of forty (40) other agencies across the United States that have integrated one or more Tesla vehicles into their fleets, including several in California. Staff has reached out to many of these agencies in order to get their feedback and lessons learned.

A quick search for “Tesla Police Car” will reveal results of dozens of other agencies, both nationally and internationally, that are using Tesla vehicles as police cars. They vehicles have become popular enough that emergency vehicle equipment manufacturers such as Setina, Havis, Whelen, etc. have been advertising their Tesla-specific equipment on the covers of product catalogs and brochures.

What do the officers think of the new fleet?
The South Pasadena Police Department and its officers are fully behind the decision to transition to the safest and most operationally sound police vehicles on the market. The initial feedback from officers using the Model 3 vehicles for administrative use has been positive.

Patrol officers will start experiencing the Model Y vehicles shortly and get adjusted to the “one pedal driving” and unique performance characteristics (acceleration, handling, braking). Over the course of the next several months, the more you see our electric fleet on the road, the more money the City will be saving.

Will the electric grid be able to handle the load that electric vehicles will demand? Yes, the state of CA if gearing up for a significant increase in electricity use – both for vehicles and for stationary sources. We are all aware of the need to reduce the use of fossil fuels given the impact on climate change. Given California’s overall policy approach to this issue, developing a grid that can handle that growth is critical.

The California Independent System Operator (ISO) manages the flow of electricity across the high-voltage, long-distance power lines for the grid serving 80 percent of California, including South Pasadena. CA ISO is also responsible for power grid expansion which delivers energy 16 - 27
needed for the world’s 8th largest economy. Further information related to the expansion of the grid can be found here:
https://www.caiso.com/planning/Pages/default.aspx
Will the Model Ys be available to view?
Yes, the Department is planning on having the Model Y patrol cars on display at the South Pasadena Police Department during the annual open house.

You’re also welcome to flag staff down and we’d be happy to show you the vehicle if we’re available.

Thank you for reading, and please reach out to City staff if you have additional questions. 16 - 28

VEHICLE TERM

CAPITALIZED
COST

AFTERMARKET

COST FROM

UNPLUGGED
(INCLUDED IN

CAPITALIZED COST)
25% CAPITALIZED

PRICE REDUCTION
(MONEY DOWN)

AVERAGE GAIN ON

PRIOR FROM
SELLING 20 CITYOWNED VEHICLES

MONTHLY
LEASE

PAYMENT

WITH TAX

QUANTITY
TOTAL

MONTHLY
COST x QTY
ANNUAL COST x
QTY

TOTAL MONEY
DOWN x QTY
2022 TESLA MODEL Y PATROL 60 $103,709 $47,005 $26,734.56 $6,970 $1,629.98 9 $14,669.82 $176,037.84 $240,611.04 2022 TESLA MODEL Y K9 60 $106,682 $49,986 $27,556.14 $6,970 $1,679.69 1 $1,679.69 $20,156.28 $27,556.14 2022 TESLA MODEL 3 DETECTIVE 60 $56,264 $6,324 $12,439.75 $6,970 $825.67 9 $7,431.03 $89,172.36 $111,957.75 2022 TESLA MODEL 3 CADET 60 $58,499 $8,559 $12,998.50 $6,970 $862.24 1 $862.24 $10,346.88 $12,998.50 20 $24,642.78 $295,713.36 $393,123.43
YEAR 1 COST $688,837 Estimated
Wholesale Value at
Reduced Book
Value at Term
Estimated
Equity at
Estimated
Equity x QTY
YEAR 2 COST $295,713 $19,000.00 $7,744.65 $11,255.35 $101,298.15 YEAR 3 COST $295,713 $19,000.00 $7,939.05 $11,060.95 $11,060.95 YEAR 4 COST $295,713 $16,000.00 $3,731.85 $12,268.15 $110,413.35 YEAR 5 COST $295,713 $16,000.00 $3,899.70 $12,100.30 $12,100.30 $1,871,690 Estimated Equity at 60-Month Term (2027) $234,872.75

ESTIMATED EQUITY LEASE COSTS
16 - 29

THIS PAGE

INTENTIONALLY

LEFT BLANK
16 - 30
City Council
Agenda Report
DATE: August 16, 2023
FROM: Armine Chaparyan, City Manager f(}
PREPARED BY: Tamara Binns, Assistant to the City Manager ITEM NO._
SUBJECT: Receive and File the Fourth Quarter 2021-2026 Strategic Plan Update
Recommendation
It is recommended that the City Council receive and file the Fourth Quarter 2021-2026 Strategic Plan update.

Executive Summary
The Strategic Plan provides a comprehensive framework of citywide priorities set by City Council. In addition to forming a renewed community vision, the strategic plan establishes priorities and clear goals to lead the organization in realizing the vision for the community through teamwork, creativity, and fiscal responsibility.

During the Strategic Planning retreat held in October 2021, the City Council developed a new vision statement:
"We are a culturally and economically diverse, and fiercely independent community that cherishes creativity, education and our small-town character, committed to building a more just and environmentally and financially sustainable future."
The approved Strategic Plan, vision statement and goals have been shared with all City commissions and posted on the City's website and social media platforms.

Background
The City Council adopted the 2021-2016 Strategic Plan on December 15, 2021. Patrick Ibarra, Co-founder and Partner of Mejorando Group, was selected to assist the City of South Pasadena in the Strategic Planning process and facilitation. The process began with extensive outreach to stakeholders, including three virtual focus group discussions held on September 9 and September 22, 2021 with over 30 participants. In midSeptember 2021, a public survey was released to gather community input on strategic priorities. The online survey received 385 responses, equivalent to 19.3 hours of Public Comment.
17 17 - 1
Fourth Quarter 2021-2026 Strategic Plan Update
August 16, 2023

The City Council held a two-day strategic planning session on October 8 and 9, 2021.

The insight from stakeholders helped inform the City Council’s Strategic Planning workshop session to identify 5-year goals and objectives, which are used to facilitate the City’s budget process and establish Department Key Performance Indicators.

The City’s Executive Team met to establish target delivery dates for the objectives which will be included in each department’s workplan with defined milestones and benchmarks. The goals and objectives may be adjusted in order to balance additional needs of the city and available resources.
• The Second Quarter Strategic Plan update was reviewed and approved by the City Council on October 19, 2022.
• The Third Quarter Strategic Plan update was reviewed and approved by the City Council on March 15, 2023.

Analysis
The Strategic Plan ensures maximum alignment between City resources and activities, City Council’s policy direction, community interests, and customer service expectations.

The Strategic Plan identifies strategies and initiatives to support the core goals for the next five years. The 2021-2026 Strategic Plan identifies the following goals which will guide the City in successfully advancing its priorities over the next five years:
• Develop and Implement Strong Fiscal Policies to Ensure a Resilient Financial Future;
• Create a Strong Economic Development Strategy to Strengthen Local Business; • Develop a Comprehensive Emergency Preparedness Plan to Ensure Public Safety through Active Response and Recovery Efforts;
• Enhance Community Sustainability through Investment in Infrastructure and Environmental Management Programs;
• Plan for Affordable Housing to Comply with State Mandates and Respond to Community Needs; and
• Enhance Customer Service through Innovation to More Effectively Respond to Community Priorities.

Staff is presenting the following Fourth Quarter Update to the 2021-2026 Strategic Plan, and notable progress is:
• Adoption of the 6th Cycle (2019-2019) Housing Element and Approval of related Environmental Assessment;
• Approval of Professional Service Agreement with Rangwala Associates for completion of the General Plan and Downtown Specific Plan May 17, 2023; • Community Forums and Listening Session for General Plan and Downtown Specific Plan;
17 - 2
Fourth Quarter 2021-2026 Strategic Plan Update
August 16, 2023

• State of Housing Joint Session with Planning Commission and City Council April 29, 2023;
• Approval and Execution of Lease Agreement for 308 San Pascual Avenue April 19, 2023;
• Commissioner Congress June 28, 2023;
• Adoption of Fiscal Year 2023-2024 Operating and Capital Budget, and Master Fee Schedule June 21, 2023;
• Adoption of Economic Development Strategy July 19, 2023; • Budget approval of a City Multi-Cultural Event June 7, 2023; • Approval of City Attorney Services Award of contract to Richards, Watson, and Gershon June 7, 2023;
• Approval of purchase of new City website product from Granicus June 7, 2023; • Update on 2023-2024 Water Sewer Charges Capacity Charges June 21, 2023; • Adoption of the 2023-2024 Annual Levy for the Lighting and Landscaping Maintenance District June 21, 2023;
• State of Streets Joint Session with Mobility and Infrastructure Transportation Commission and City Council April 26, 2023;
• Adoption of 2023-2024 Senate Bill 1 (SB1) Project List June 21, 2023; • Adoption of Ordinance 2376 No Fault-No Just Cause Eviction Moratorium on June 28, 2023 for a period no longer than six months;
• Approval of the Library Strategic Plan 2023-2027, and first phase of new Library Site Planning;
• Approval of Parkwood Landscape Maintenance Contract June 21, 2023; • Approval of Voice Over Internet Protocol (VOIP) contract July 19, 2023; • Continued Employee Engagement efforts; and
• Continued Implementation Police Department Fleet Electrification and Infrastructure.

Next Steps
Staff will continue to provide quarterly progress reports to the City Council. The City Council will have an opportunity to review and update the Strategic Plan annually to ensure maximum alignment between City resources and activities, policy direction, and community interests.

In October 2023, the City will host a Strategic Plan Refresh for the City Council and Community to provide feedback and updates to the 2021-2026 Strategic Plan, to realign priorities and incorporate new Councilmember goals, and re-engage community members.

Fiscal Impact
While there is no fiscal impact with the approval of the Strategic Plan, each objective will require adequate staff and funding resources above and beyond day-to-day operations.

The goals and objectives will be reflected in the Annual Adopted Budget and 17 - 3
Fourth Quarter 2021-2026 Strategic Plan Update
August 16, 2023

incorporated in Department work plans. The City Council will have opportunity to review and approve additional funding allocations associated with the implementation of the Strategic Plan objectives whenever required.

Attachment:

Updated Fourth Quarter 2021-2026 Strategic Plan Matrix (redline) 17 - 4

ATTACHMENT
Updated Fourth Quarter 2021-2026 Strategic Plan Matrix (redline) 17 - 5

THIS PAGE

INTENTIONALLY

LEFT BLANK
17 - 6
City of South Pasadena
STRATEGIC PLAN 2021‐2026
2023 Fourth Quarter Update
August 16, 2023
17 -
7 2021‐2026 STRATEGIC PLAN – FOURTH QUARTER UPDATE
1 We are a culturally and economically diverse,
and fiercely independent community that
cherishes creativity, education and our small
town character, committed to building a more
just and environmentally and financially
sustainable future.

VISION STATEMENT
17 -
8 2021‐2026 STRATEGIC PLAN – FOURTH QUARTER UPDATE
2 1. Develop and Implement Strong Fiscal Policies to Ensure a ResilientFinancial Future
Task Action Item Target
Date
Department Status
1a. Long RangeFinancial Plan
Complete Indirect Cost Allocation Plan to increase
potential reimbursement for staff time on grants and
special fund projects.

FY 22‐23 Finance In progress. Considering
potential costing plan in
early FY 2023‐2024.
1b. ReduceCalPERSunfundedliability
Explore and recommend options to reduce CalPERS and
Other Post‐Employment Benefits (OPE) liability.

FY 21‐22 Finance Ongoing. City Council has
moved to use the Cell Tower
revenue ($4.3M) as well as $1M
in General Fund reserves to pay
down the CalPERS liability by
$4.29M and setting up an OPEB
trust through CalPERS (calledCERBT) in the amount of
$1.125M. Finance will continue
to find other ways to fund
liability and continue
discussions with FinanceCommission and City Council.
1c. Financial
policies
Develop comprehensive Finance Department Policies and
Procedures manual.

FY 21‐22 Finance In progress. Finance Purchasing
Ordinance presented to Council
December 7, 2022 and
approved. Internal ProcedureManual being developed byFinance Department Staff. 1d. Business
License Tax
Research and recommend update to business license tax,business classifications and tax rates.

FY 22‐23 Finance In progress. Contract with HdL
for business license facilitation
expires in October 2023, and
staff will recommend a new
contract for one year as the City
looks at bringing the service in‐
house.
17 -
9 2021‐2026 STRATEGIC PLAN – FOURTH QUARTER UPDATE
3 1e. LibraryParcel Tax
Library Parcel Tax Renewal FY 22‐23 Finance/Library Completed. Voters approved the extension of the LibrarySpecial Tax on November 8,2022, with 9,357 people (or86.65%) voting in favor. TheTax was renewed to remain ineffect until repealedby the electorate. 17 - 10
2021‐2026 STRATEGIC PLAN – FOURTH QUARTER UPDATE
4 2. Create a Strong Economic Development Strategy to Strengthen LocalBusiness Task Action Item Target
Date
Department Status
2a. Technology
Upgrade
Recommend permit software & funding for building
and planning to track permits online and streamline
approval processes.

FY 21‐22
FY 22‐23
CommunityDevelopment (CD)
Ongoing. City Council awarded a
contract on December 7, 2022.City staff and the consultant kicked‐off the project in January
2023. Community Development
acquired Accela launching the
software internally.
2b. Economic
DevelopmentProgram
Develop and Launch Economic Program
 City Branding and Marketing Plan New City website New Economic Development (ED) website Ombudsman services develop a Guide on ‘How to Do Business in the City’
 Launch of Citywide App
FY 22‐23 City Manager’s Office Ongoing. Business Concierge Program launched, includingBusiness Visitation and Business Review Programs, as well as
ombudsman service.

Economic Development Strategy
presented to Council July 19,
2023, and new City website
Agreement approved by CouncilJuly 19, 2023.

City hosted three Business
Networking Events, and
launched three Citywide
Quarterly Newsletters.

The City App South Pas Mobile
has been created and launched inFall 2022.
2c. EconomicDevelopment Plan
Produce a permit application guide to helpstreamline application process.  Included as part of the Guide to Doing
Business
FY 23‐24 City Manager’s
Office/CommunityDevelopment
Completed. ApplicantHandbooks have been updatedfor the Design Review Board &Cultural Heritage Commission.The Planning CommissionHandbook is complete andavailable at the public counter 17 in City Hall. - 11
2021‐2026 STRATEGIC PLAN – FOURTH QUARTER UPDATE
5 2d.Redevelopment ofRecreationalFacilities
Evaluate redevelopment opportunities of
recreational facilities in the Arroyo, including
seeking restaurant operator at golf course.

FY 22‐23 Community Services Batting Cage Agreement approval March 15,2023 and iTennis
Agreement approved June 7,2023. Market Support & Financial Analysis Report recommended by
the Ad Hoc Committee will be
presented to City Council on
September 6, 2023 during Lease
Facilities Study Session.
2e. Parking Policy Create comprehensive parking policy for the City. FY 22‐23 Public Works/ CommunityDevelopment
In progress. Planned to begin
once the General Plan (GP) and
Downtown Specific Plan (DTSP).

Community Development’s work
will focus on parking policy for
commercial areas within the City,
while Public Works will focus on
residential areas.
17 - 12
2021‐2026 STRATEGIC PLAN – FOURTH QUARTER UPDATE
6 3. Develop a Comprehensive Emergency Preparedness Plan to Ensure Public Safety through Active Response and Recovery Efforts
Task Action Item Target
Date
Department Status
3a. SeismicRegulations
Complete inventory of Soft Storybuildings in preparation for consideration of future regulations.

FY 23‐24 Community
Development
Completion of the soft story
inventory is expected to be
completed by June 30, 2024. CD
experiencing a staffing loss of the
part‐time Community Improvement
Coordinator that was leading the
effort in April 2023.

A new Community Improvement
Coordinator is anticipated to be
recruited by Winter 2023/2024.
3b. Crisis Comm.Systems
Promote crisis communication systems. City appliedfor and was granted licensing to conduct WirelessEmergency Alerting (WEA).  Creating trainings and workflow
Ongoing Fire/Police Completed. Blackboard Connect
was renewed with an updatedplatform. Nixle is maintained byPD dispatch. Receivedauthorization from FEMAto utilize WEA alerts as needed. 3c. LocalEmergencyPartnerships
Prepare needs analysis & implementation schedule
to address gaps in disaster coverage and seek
appropriate contracts. Renew the city’s Emergency
Operations Plan (EOP) and Local Hazard Mitigation
Plan (LHMP). Obtain Planet Bid for establishing
contracts with vendors during a disaster.

FY 22‐23 Fire/Police LHMP being presented to City Council August 16, 2023.
3d. EmergencyPreparedness
Initiate regular Emergency Operations Center (EOC)
training for Department Directors and staff.

Training will be provided during the renewals of the
EOP and LHMP.

FY 22‐23 Fire/Police Ongoing. The EOP was approved by
the City Council on February 15, 2023.

Department Directors are engagedin active training. In addition, all City staff have participated in the
2022 Great Shake Out as well asvarious safety drills.
17 - 13
2021‐2026 STRATEGIC PLAN – FOURTH QUARTER UPDATE
7 3e. Wildfire
Mitigation
Work with SGVCOG and apply for grants on wildfire
mitigation on city‐owned vacant lots. Research
alternative methods of controlling/mitigatinghazardous vegetation in the City’s high hazard brush area.

FY 22‐23 Fire Ongoing. Fire Department staff
continues to monitor hazardous
fuel growth in the high hazard hill
area and work with propertyowners and Public Works to
mitigate the threat. Staff activelyparticipates in regional discussionsthat seek grant funding forhazardous vegetationmanagement. Staff will apply for new grants opportunities as available.
3f. Public SafetyAssessments
 Police Department Assessment Fire Department Assessment FY 22‐23
FY 23‐24
Police and
Fire
PD Assessment: Raftelis, a municipal
consulting company was selected
(3f now updated through an Request for Proposalto Public Safety (RFP) process and CommunityAssessments) Working Group to conduct the Police Department Assessment. PoliceDepartment staff have meet withthe Raftelis team, provided statisticaldata, and in‐person interviews arecurrently in process, including extended community engagement.

A follow‐up hybrid communitymeeting via Zoom is scheduled for August 28, 2023. Following the
meeting, Raftelis will complete the
Department assessment and presentit to the City Council in September 2023.

Fire Department Assessment: FireDepartment is preparing RFP and anticipate releasing it in 2023.
17 - 14
2021‐2026 STRATEGIC PLAN – FOURTH QUARTER UPDATE
8 4. Enhance Community Sustainability through Investment in Infrastructure and Environmental Management Programs.

Task Action Item Target
Date
Department Status
4a. Renewable Energy Implement Climate Action Plan (CAP) for environmental initiatives.

Roll out electric leaf blower program (FY22‐23)
FY 21‐22throughFY 25‐26
Public Works Implement CAP:

Ongoing. Staff plans to initiate the
update of the GHG Emission
Inventory to assess emissionsreductions since the plan’s adoption.

In addition, several actions in the
plan are in progress including the
implementation of the gas‐poweredleaf blower ban, the implementation of SB1383 and organics
recycling/landfill diversion, and NREChas included developing anelectrification reach code in their FY 23‐24 Work Plan. Lastly, with the
approval of the PW Management
Analyst for the Sustainability Division,
the Water Conservation action itemsin the CAP will be initiated this fiscalyear.

Implement Electric Leaf Blower
Program:Ongoing. Enforcement for the gas
powered leaf blower ban is in full
effect – reports of violations are
being addressed via Courtesy Notices
and Notices of Violation by the
Community ImprovementCoordinator. Outreach on theordinance and the incentiveprograms available for gardeners 17 continues with several mailings, - 15
2021‐2026 STRATEGIC PLAN – FOURTH QUARTER UPDATE
9 bill inserts, newspaper ads, and social
media postings. In addition, in‐
person electric leaf blower
demonstrations continue with anewly approved Professional ServicesAgreement with the American Green Zone.
4b. Water
Resources
Implement Integrated Water Resources Plan toaddress ongoing aging infrastructure challenges, operational and supply sources, financial strategies,
and a drought proof City.

FY 21‐22throughFY 25‐26
Public Works Ongoing. The State of Water Special
Study Session was presented to
Council in April 2022. Public Works
began finalizing comments with the
consultant and planned to bring theitem to Council in 2023 for adoption, however, staff determined that the
Master Plan required updating to
align with recent updates tohousing/population growthprojections. Staff will be requesting a contract amendment/extension toperform this work at a City Council meeting in Fall 2023.
4c. Pocket Parks Award design contract and break ground on Berkshire & Grevelia pocket park project.

FY 22‐23 Community
Services
Ongoing. Construction plans havebeen reviewed and finals edits underway by architect. Request for
Proposal (RFP) is being prepared for
construction. Anticipate RFP to be
released Winter 2023.
4d. Transportation
and Mobility Projects
Contract technical team in anticipation of
Transportation Demand Management (TDM) and
Transportation System Management (TSM)alternative.

FY 22‐23 Public Works Ongoing. Public Works is executing on‐call contracts with multiple
transportation consultants. TheMeasure M Metro Active
Transportation (MAT) Funding
agreement has been executed, and
Measure R Mobility Improvement
Projects (MIP) funding program is
under review.
17 - 16
2021‐2026 STRATEGIC PLAN – FOURTH QUARTER UPDATE
10 4e. CapitalImprovementProgram
Bring forward a comprehensive CapitalImprovement Plan (CIP).

FY 21‐22 Public Works Completed. The CIP was adopted in FY 2022‐2023 Budget, and updatedwith Council’s approval June 7,2023 with the FY 2023‐2024Budget adoption. 17 - 17
2021‐2026 STRATEGIC PLAN – FOURTH QUARTER UPDATE
11 4f. Mobility Master
Plan
Update mobility master plan, with consideration for
bike lanes, mobility, walkability, and neighborhood
traffic management.

FY 22‐23 Public Works Ongoing. The Council‐adopted
2011 Bicycle Master Plan was
reviewed with the Mobility &Transportation Infrastructure Commission. An update is planned
for FY 2023‐2024.
4g. TrafficManagement
Neighborhood Traffic Management Policy (NTMP)
Adoption and Implementation.

FY 22‐23 Public Works Ongoing. Staff are working with a contracted software system
designer to implement the NTMP
online processing forms. The
implementation requires a contract
amendment to the software
development agreement, which is
expected to be before Council for
approval in Fall 2023. While the
implementation is underway, staff
continue to receive and process
requests from the community
related to neighborhood traffic
management. City Council adoption
planned for FY 2023‐2024.
4h. Facilities
Assessment
Conduct assessment of city facilities to determine
repair costs for municipal buildings and costs for
enhanced security measures and space planning.

FY 22‐23 Public Works/
Mgmt Svcs/CommunityDevelopment
Ongoing. An assessment and security
enhancement design is in progress for
City Hall through a Public Works on‐
call contractor. The task order will be
brought to Council for approval in Fall
2023. In addition, a facility assessment
and inspection of the Library has beencompleted, and the repair estimates have been included in the 2023‐2024
Capital Improvement Program.
17 - 18
2021‐2026 STRATEGIC PLAN – FOURTH QUARTER UPDATE
12 4i. Electrify fleet Pursue electrification of city fleet. FY 21‐22 throughFY 25‐26
Public Works/Fire/Police/CommunitySvcs
PD & Fire: Ongoing. Staff are
working to implement the
electrification of the Police Fleet as
directed by the Council in
September 2022. Patrol vehiclesare being up‐fitted with police equipment and staff are working
with Southern California Edison on
the design of the infrastructure.

An Informational Report waspresented to City Council on March1, 2023 and forth coming on August 16, 2023. Staff will keep Councilapprised of updates moving forward including upfitting and
infrastructure.CSD: Complete. New electric transit
van was delivered in December 2022.
17 - 19
2021‐2026 STRATEGIC PLAN – FOURTH QUARTER UPDATE
13 5. Plan for Affordable Housing to Comply with State Mandates and Respond to Community Needs.

Task Action Item Target
Date
Department Status
5a. City HousingDivision
Create a Housing Division in CommunityDevelopment Department to focus on Housingrelated matters including funding opportunities, landuse, partnership with stakeholder groups includingother governments, federal and state laws, tenantprotections/ relocation assistance measures.

FY 21‐22 Community
Development
Completed. The Senior ManagementAnalyst for Housing Programs beganher tenure on October 24, 2023.Housing Division staff has joined theSan Gabriel Valley Council ofGovernments(SGVCOG) HomelessnessWorking Group and the San GabrielValley Crisis Assistance Response andEngagement (SGV CARE) cohort teamas the City’s new administrator of theSGV CARE program contract, inaddition to launching a CityHomelessness Working Group todevelop a Homelessness Plan. With thedisposition of the Caltrans unoccupiedsurplus properties, the HousingDivision has completed due diligenceand is currently performing financialand site analyses to develop policyoptions for acquisition and use of theproperties to be considered by CityCouncil. Finally, the Housing Division issupporting the drafting of the currentHousing Element and leading theresearch and development of severalother programs included in theHousing Element, including facilitatingthe development of 100% affordablehousing on City‐owned land andseveral tenant protections. 17 - 20
2021‐2026 STRATEGIC PLAN – FOURTH QUARTER UPDATE
14 City Council adopted Ordinance 2376No Fault‐No Just Cause EvictionMoratorium on June 28, 2023 for aperiod no longer than six months. 5b. SB 381/ sale
of unoccupied
Caltransproperties
Implementation of SB 381
 Commence policy discussions on the
acquisition of unoccupied Caltrans surplus
properties.
 Identify HRE’s to work with the City
Explore formation of Community Land Trust.

FY 21‐22 Community
Development
Ongoing. The contract for inspection
services of the 20 unoccupiedproperties was awarded to Blue Ribbon Inspection Services on October
5, 2022. Final reports for allinspections of the properties (general, termite, lead and asbestos, sewer,
chimney, and geotech/foundation)
and rehabilitation cost estimates were
provided to Community Developmentstaff on January 31, 2023. The Community Development Department
hosted community meetings onNovember 3, 2022 and February 16,2023 to engage members of the publicin the SB 381 implementation processand policy discussions on the acquisition and use of the unoccupied
properties. Staff also presentedupdates and preliminary policy ideasto the SB 381 Implementation Ad Hoc Committee at a special meeting on
January 26, 2023. A copy of thefinancial model created by Adam Eliason, the City’s contracted
consultant, was provided to staff on
March 1, 2023.

City hasreceived purchase agreementsand April 19, 2023 engaged Special Counsel. City is engaged in ongoing
discussions.
17 - 21
2021‐2026 STRATEGIC PLAN – FOURTH QUARTER UPDATE
15 5c. AffordableHousing policies
Produce information on Inclusionary HousingOrdinance (IHO) and Accessory Dwelling Unit(ADU) Ordinance. Public education on new housinglaws affecting cities.

FY 21‐22FY 22‐23
CommunityDevelopment
Completed. IHO recommended to bereduced to 15% or lower. Aneconomic feasibility study wasconducted in July/August 2022 and isunder review. 5d. HousingSupport
Present Occupancy inspection program and policy for
adoption.

FY 22‐23 Community
Development
Ongoing. This program, nowreferred to as a rental housing inspection program, has been
included in the Housing Element
with a new targeted date of October
2024 for presenting to City
Council for adoption. Housing Division
to research and develop the details of
this proactive and routine inspection
program. However, pursuant to AB
838, an amendment to the Health &
Safety code that went into effect in
June 2022, the City will now inspectrental properties in response totenant‐based complaints ofsubstandard conditions. Such codeenforcement activities can and will be carried out separately from aproactive inspection program; however, once the rental housing
inspection program is established,
complaint‐based inspections and
enforcement can be folded into thisframework.
5e. Homeless
Initiatives(3fcombinedwith 5e)
 Continue working with the San Gabriel Valley
Council of Governments (SGVCOG) on region‐
wide solutions
 Participate in Mental Health/Crisis
Intervention Program (CAHOOTS
model)
 Expand working relationship withcommunity
partners and Union Station
FY 22‐23 Police/Comm
unityDevelopment
Ongoing. The Housing Division hasassumed responsibility for the management of the Mobile CrisisProgram, now called SGV CARE,contract, and the Senior Management Analyst attends the weekly cohort
check‐in meetings to share updates
and lessons, develop key performancemetrics, and discuss ways in which the 17 - 22
2021‐2026 STRATEGIC PLAN – FOURTH QUARTER UPDATE
16 program can be improved or
modified.The Senior Management Analyst has
joined the SGVCOG HomelessnessWorking Group and is following SGVCOG’s application to the LA
County Local Solutions Fund, which is
funded by Measure H. If approved,
SGVCOG’s $3,722,500 allocation for FY2023‐24 will be used to continue and hopefully expand its regional mobile
outreach services, in which SouthPasadena participates and to start a new housing solutions program which
will provide funds for housing andrehousing initiatives. The Housing Division will continue to track this toensure that South Pasadena participates in this program andcontinues to receive the existing outreach services.
17 - 23
2021‐2026 STRATEGIC PLAN – FOURTH QUARTER UPDATE
17 6. Enhance Customer Service through Innovation to More Effectively Respond to Community Priorities.

Task Action Item Target
Date
Department Status
6a. Accessibility/Customer Service
Bring forward a recommendation for an
automated customer care application.

FY 22‐23 City Manager’s
Office (CMO)
Ongoing.

Discussions with Management Services
on implementation of software.
6b. Centralized
Operations
Centralize grants management and contract
management.

FY 21‐22 Management
Services
Ongoing. Grants Policies and
Procedures Manual was completed
and training was provided to staff. A
Grants interdepartmental workinggroup has been created and launched.
6c. Update Policies Develop comprehensive administrative policies manual – including ADA, FMLA,
Harassment, etc. with the Internal Policy
Committee.
 Update the Rules & Regs
FY 22‐23 Management
Services
Ongoing. Human Resources Division
Assessment underway ‐ Consultant
recommending changes to Personnel
Rules & Regulations and HR Policies,
updates to follow. Staff will be
engaging continued consulting
services to revise the Personnel Rules
& Regulations, HR and Administrative
Policies, and have compiled a list of
priorities. Policies will be presented to
the City Manager for review and
approval as the policies are drafted or
revised.
17 - 24
2021‐2026 STRATEGIC PLAN – FOURTH QUARTER UPDATE
18 6d. Improve technology Create an IT Master Plan for introducing or updating technologies in all departments.

FY 21‐22 Management
Services
Ongoing. Management Services met
with all departments to review and
discuss their respective IT needs fortheir operations. Community Development acquired Accela
launching the software internally,Community Services acquired Civic Rec Plus, and July 19, 2023 CityCouncil approved SirsiDynix Library software. An asset management
tracker has been implemented to
manage technology more efficiently,
and a thorough asset inventory isbeing conducted to create acomprehensive replacement plan toaddress aging technology. A mobiledevice management system has also been implemented and is managed
by staff.
6e. Public Engagement Establish and implement a targeted Community Outreach Program.

FY 21‐22 CMO Ongoing. Efforts include Neighborhood
Pulse, Social Media efforts, quarterly
newsletters, district mailers, and
engagement survey.
6f. Governance Review all City Boards, Commissions, and Committees
FY 21‐22 CMO/ Mgmt.

Services
Completed. City Clerk’s Officeupdated Board, Commission, andCommittee (BCC) onboardingprocess and training. BCCAnalysis was completed, and CityCouncil approved Commissionreorganization structure on April6, 2022. The City Clerk’s Officeestablished a welcome packet forall new Advisory Body membersand will carry out all necessarytraining. 6g. Governance Undertake process for Redistricting. FY 21‐22 Management Services
Completed. Redistricting map adoptedApril 6, 2022.
17 - 25
2021‐2026 STRATEGIC PLAN – FOURTH QUARTER UPDATE
19 6h. City Workforce Pursue a healthy Workplace Culture including efforts to raise employee morale
• Establish Employee Committee to assist with
morale boosting initiatives and events
• Create new Training an Mentoring Program
Create new branding for HR and City through
Onboarding Process.

Ongoing CMO/ Mgmt.

Services
Ongoing. The City is committed to
promoting a positive employeeexperience through enhancedemployee engagement activities and events. Through Council approval of
NEOGOV Modules, HR commenced
the implementation phase of NEOGOV
Learn and Onboarding to improve
training and make it more accessible
for staff.

Employee Engagement efforts include
Bring Your Child to Work Day,
Employee Appreciation events, andBenefit and Wellness Fairs. 6i. Modernize Division Human Resources Division enhancements. Ongoing Management Services
Ongoing. Modernized tracking and
reporting systems for many HR
functions, including recruitment,
leaves of absence, workers’compensation, and claims. Staff has created and is preparing to implementan automated recruitment tracker.

The streamlining of our onboarding
process will begin mid‐2023, which
will include digitizing the onboarding
paperwork, create a more engaged
and welcoming onboarding andorientation experience for newemployees.Staff will begin revamping the performance evaluation process,which will include an update to ourperformance appraisal form. The goal is to increase communication,collaboration, and engagementbetween employees and management.
17 - 26
City Council
Agenda Report
DATE: August16,2023
FROM: Armine Chaparyan, City Manager f!(/
PREPARED BY: Luis Frausto, Management Services Director ITEM NO. --
SUBJECT: Consideration of a Resolution Establishing Four New Employee Classifications, Job Descriptions and Salary Schedules; Approving a Reclassification for an Existing Position; and Removing a Classification from a Bargaining Unit
Recommendation
It is recommended that the City Council consider adoption of a Resolution to: (a) approve and establish four classifications and their respective job specifications and salary schedules; (b) approve the reclassification of a current Management Analyst position to a Human Resources Analyst classification; and (c) approve moving the Senior Management Analyst classification from the Public Service Employees' Association (PSEA) bargaining unit into the unrepresented Management Employees group.

Executive Summary
The Human Resources (HR) Division has collaborated with various departments and the City Manager to determine personnel requirements using Compensation Study data and internal evaluation. The forthcoming recommendations stem from our team's analysis and ongoing discussions with the City's employee bargaining groups. Four new classifications, funded in the Fiscal Year 2023-2024 (FY 2024) budget, are now presented for approval, complete with their job descriptions and salary schedules. These new classifications are Principal Engineer, Facilities and Park Supervisor, Human Resources Analyst, and Senior Human Resources Analyst. In addition, staff recommends reclassifying an existing Management Analyst position to the Human Resources Analyst classification. Last, staff recommends moving the Senior Management Analyst classification from the PSEA employee bargaining group to the unrepresented Management Employees group to better match the position's existing mid-level managerial duties.

Background and Analysis
The recommended changes to the City's job classifications are based on comprehensive internal analysis, collaboration with relevant departments, and dialogue with the employee bargaining groups. The primary aim is to address the evolving needs of our labor market and bolster the City's image as a top-tier employer. The City surveyed cities with comparable job classifications to develop appropriate job duties and salary schedules for the positions outlined in this staff report. 18 18 - 1
Resolution Adopting New Classifications and Other Classification Changes August 16, 2023

Principal Engineer
As part of our ongoing strategy aligned with the Capital Improvement Plan (CIP), we propose a new 'Principal Engineer' classification within the Public Works Department, as approved as part of the FY 2024 budget. With the City's continued emphasis on engineering needs, this role serves as a bridge between the Director of Public Works and the Engineering team. This added layer promotes more streamlined management, builds capacity, and optimizes the functionality of the Engineering Division.

In summary:
• Experience and work complexity surpass that of the Senior Civil Engineer. • Supervisory capacity with decision-making autonomy within established parameters.
• Provides a succession pathway, aiding in talent retention. • Base salary proposed sits between the Senior Civil Engineer and Deputy Public Works Director brackets.

Facilities and Parks Supervisor
Within the Public Works Department, leadership recognized an opportunity for improved efficiency and cost savings by merging the Facilities Maintenance Supervisor and Parks Supervisor positions. This combined classification arises from the vacancies in both these positions and will be overseen by the Public Works Operations Manager. This change was approved during Fiscal Year 2022-2023 (FY 2023) after labor discussions about moving forward with merging the classifications.

Benefits:
• Optimized departmental structure, as overlap between divisions exist. • Potential for cost savings.
• Benchmarking data from similar cities aided in determining responsibilities and salary scales for this role.

HR Classifications
For the HR Division, two new classification specifications are presented. As part of the FY 2023-2024 budget, the City Council approved reclassifying an existing analyst position to a Senior Human Resources Analyst. The proposed Human Resources Analyst and Senior Human Resources Analyst base salaries tie directly to the existing Management Analyst and Senior Management Analyst classifications. The establishment of the two new classifications would not have a fiscal impact.

The Human Resources Analyst:
• Offers technical, strategic, and efficient expertise in Human Resources. • Proposes a progressive career pathway to Senior HR Analyst.

The Senior Human Resources Analyst:
• Serves as a lead or specialist, handling tasks of higher complexity. • Offers guidance to HR Analysts and administrative staff. 18 - 2
Resolution Adopting New Classifications and Other Classification Changes August 16, 2023

• Entrusted with HR management projects.
• Proposed to be part of the Unrepresented Management Group, aligning with the recommendation to shift the Senior Management Analyst from the PSEA.

In addition, Staff is recommending that the current Management Analyst position in Management Services be reclassified to the Human Resources Analyst classification to better reflect the duties and responsibilities of the position.

Change in Bargaining Group
The existing Senior Management Analyst role under the PSEA within the Management Services Division is earmarked for reclassification to the Unrepresented Management Group. Given this role's advanced nature and expectations, this change seeks to offer commensurate benefits.

Salient Points:
• This is the only mid-level management role under the PSEA, making it inconsistent with similar positions.
• The proposed shift received positive feedback from the PSEA. • The reclassification aligns benefits with those of peers in mid-level management.

Staff believes these recommendations, rooted in thorough analysis and collaboration, will enhance our organizational efficiency and attractiveness as an employer. The proposed adjustments to the City’s classifications are recommended to meet the needs of the labor market better and continue the City’s efforts to rebrand the organization as a top employer.

Fiscal Impact
The proposed classification and reclassification changes were approved as a part of FY 2024 budget, and no additional funding is being requested. The City is undergoing a classification and compensation study to evaluate salary ranges for all positions, including those classifications being presented for consideration today.

Alternatives
The alternative would be to modify the salary ranges to the proposed positions; however, additional staff analysis would need to be considered to determine the fiscal impact of such changes.

Key Performance Indicators and Strategic Plan
These items align with the Management Services Department’s Key Performance Indicators and the City’s Strategic Plan, which is committed to intentionally and strategically restructuring the City’s human capital function.

Attachment: Proposed Resolution
18 - 3

THIS PAGE

INTENTIONALLY

LEFT BLANK
18 - 4

ATTACHMENT
Proposed Resolution to Approve and Adopt Classifications and Salary Schedules and Reclassifications
18 - 5

THIS PAGE

INTENTIONALLY

LEFT BLANK
18 - 6
RESOLUTION NO.

RESOLUTION NO.

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SOUTH PASADENA

ADOPTING JOB DESCRIPTIONS AND SALARY RANGES FOR PRINCIPAL

ENGINEER, FACILITIES AND PARKS SUPERVISOR, HUMAN RESOURCE

ANALYST, AND SENIOR HUMAN RESOURCE ANALYST POSITIONS, AND

APPROVING THE RECLASSIFICATION OF AN EXISTING MANAGEMENT

ANALYST POSITION IN MANAGEMENT SERVICES AND A BARGAINING

REPRESENTATION CHANGE FOR THE SENIOR MANAGEMENT ANALYST

CLASSIFICATION

THE CITY COUNCIL OF THE CITY OF SOUTH PASADENA DOES HEREBY RESOLVE:

WHEREAS, the City wishes to establish four new classifications along with their respective job descriptions and salary schedules; and
WHEREAS, the four new classifications is comprised of the following: Principal Engineer, Facilities and Park Supervisor, Human Resources Analyst and Senior Human Resources Analyst; and
WHEREAS, the City wishes to reclassify an existing Management Analyst classification in Management Services to a Human Resources Analyst classification.

WHEREAS, the City wishes to move the Senior Management Analyst classification from the Public Service Employees’ Association employee bargaining group to the Unrepresented Management Employees group.

NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF SOUTH

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

SECTION 1. The Classification Specification for the position of Principal Engineer as set forth in Exhibit A is hereby established and adopted.

SECTION 2. The Classification Specification for the position of Facilities and Parks Supervisor as set forth in Exhibit B is hereby established and adopted.

SECTION 3. The Classification Specification for the position of Human Resources Analyst as set forth in Exhibit C is hereby established and adopted.

SECTION 4. The Classification Specification for the position of Senior Human Resources Analyst as set forth in Exhibit D is hereby established and adopted.

SECTION 5. The reclassification of a Management Analyst classification to a Human Resources Analyst classification in the Management Services Department is hereby approved and adopted.
18 - 7
RESOLUTION NO.

SECTION 6. The salary schedule as set forth in Exhibit E is hereby adopted.

SECTION 7. The Senior Management Analyst classification set forth in the Public Services Employees Association bargaining group is hereby removed from said group and the Senior Management Analyst classification shall be added to the Unrepresented Management Employee group. The City Manager or her designee is authorized to undertake any action to effectuate this change in bargaining group.

SECTION 8. This Resolution shall take effect immediately upon its adoption.

PASSED, APPROVED AND ADOPTED ON this 16th day August, 2023. __________________________
Mayor Jon Primuth
ATTEST: APPROVED AS TO FORM:
__________________________ ________________________
Mark Perez, Deputy City Clerk Roxanne Diaz, City Attorney (seal)
I HEREBY CERTIFY the foregoing resolution was duly adopted by the City Council of the City of South Pasadena, California, at a regular meeting held on the 16th day of August 2023, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:
___________________________
Mark Perez, Deputy City Clerk
(seal)
18 - 8
RESOLUTION NO.

EXHIBIT A
18 - 9

CLASSIFICATION SPECIFICATION
TITLE: PRINCIPAL ENGINEER
DEFINITION: Under direct supervision of the Public Works Director, the Principal Engineer manages the day-to-day activities of the Engineering Division; performs highly complex engineering work; manages and participates in a variety of engineering projects including the preparation of plans and specifications; land development and public right-of-way related projects, the Capital Improvement Program; and performs other related duties as assigned
DISTINGUISHING CHARACTERISTICS:

The Principal Engineer is responsible for the overall management of the Engineering Division and handles highly complex engineering projects. This class differs from a Senior Civil Engineer due to the level of experience required, complexity of work performed, direct supervision of staff, and ability to make decisions within established guidelines.

EXAMPLES OF DUTIES:

The duties listed below are examples of the work typically performed by employees in this class.

An employee may perform other related and emergency duties as required. An employee may perform various duties including, but not limited to:
• Performs difficult engineering work including highly specialized design, research, analysis, and evaluations; reviews engineering plans, specifications, designs, and cost estimates; evaluates compliance with laws, ordinances, and acceptable engineering standards and recommends corrections or improvements; sets requirements for a wide variety of construction and maintenance projects including easements, legal descriptions, plan checks, construction inspections, and materials testing; and performs traffic engineering and transportation planning activities and studies.
• Manages capital improvement program and projects; prepares right of way plans, acquisition, and environmental documents and reports; works with other City departments and divisions to identify and prioritize needs related to engineering projects and the public right-of-way; and formulates cost estimates and develops implementation strategies.
• Develops and monitors budget for division programs and projects; attends and participates in professional group meetings; prepares staff reports; attends and makes presentations to the City Council, boards, committees, and commissions; prepares complex grant applications for project funding from various governmental agencies; and maintains administrative and engineering records.

EXHIBIT A 18 - 10

CLASSIFICATION SPECIFICATION
Principal Engineer (continued) Page 2
• Develops and maintains effective working relationships with contractors, vendors, outside agencies, the public, and City staff; coordinates work with other City departments, outside agencies, contractors, and consultants; and provides engineering services and consultation to a variety of field and office personnel. • Provides supervision and training for subordinate staff; prepares work schedules; determines work procedures and issues written and verbal instructions; and prepares and administers performance evaluations.
• Serves as a representative or staff on committees, review boards and management study teams; coordinates committee activities, meetings, and related responsibilities; represents city with other governmental agencies and community groups as assigned.
• Performs other related duties as assigned.

MINIMUM QUALIFICATIONS:

Any combination of experience and education may be considered. A typical way to obtain the knowledge, skills, and abilities would be:
• Bachelor’s degree in civil engineering or a closely related field. Master’s degree in civil engineering, public administration, or a closely related field is desirable. • Five years of increasingly responsible experience in the area of civil engineering design, surveying, inspection, utilities, transportation, traffic, water quality, or engineering plan checking, with at least two years of experience in a supervisory or lead capacity.
• Local government experience is desirable.

Note: An equivalent combination of experience, education, and/or training may substitute for the listed minimum requirements.

KNOWLEDGE, SKILLS, AND ABILITIES:

Knowledge of:
• Extensive knowledge of the principles and practices of civil engineering design and construction including relevant federal, state, and local legislation relating to engineering and the environment; principles and techniques for reviewing designs, plans, specifications, estimates, reports, and recommendations related to public works projects; and City department policies and procedures. • Correct English usage, spelling, grammar, and punctuation; business letter writing and other document preparation; and modern office methods, procedures, and equipment including the use of a computer, copier, facsimile machine, scanners, calculator, and various computer applications and software packages. • Principles of fiscal, statistical, and administrative research and report preparation; EXHIBIT A 18 - 11

CLASSIFICATION SPECIFICATION
Principal Engineer (continued) Page 3
records management principles and procedures including record keeping and filing principles and practices; methods and techniques of proper phone etiquette; and customer service and public relations methods and techniques.

Ability to:
• Correctly interpret and explain engineering policies and procedures; read, understand, and correctly interpret plans, specifications, designs, and relevant engineering codes; and communicate clearly and concisely both orally and in writing, which includes using tact and discretion when dealing with the public, elected officials, and City staff.
• Prepare clear and concise technical and administrative reports including accurate tables, schedules, summaries, and other materials in narrative form; establish and maintain various data collection, record keeping, tracking, filing, and reporting systems; and maintain office and specialized files.
• Plan, organize, train, and manage the work of assigned staff; resolve grievances and complaints; and maintain an effective working relationship with fellow employees, the public, elected officials, and other departments and outside agencies.

WORKING CONDITIONS AND PHYSICAL DEMANDS:

The work environment characteristics described here are representative of those employee encounters while performing the essential functions of the job. Reasonable accommodation may be made to enable individuals with disabilities to perform essential functions.

Ability to lift up to 15 pounds or more; sit, stand, squat, kneel, climb stairs, stoop, and walk for prolonged periods of time; and get from one location to another in the course of doing business.

Work is performed in a standard office setting and outside. Employee will travel to different locations and may be exposed to inclement weather conditions, noise, vibration, dust, or potentially hazardous chemicals. Noise level in the work environment is usually moderate to high and the employee may be exposed to loud talking and frequent interruptions from telephones, City staff, and/or members of the public. The nature of the work also requires incumbents to drive motorized vehicles and work in heavy vehicle traffic conditions.

Special Requirements:

Licenses and Certifications:
• Possession of a valid Class C California Driver’s License and ability to maintain a satisfactory driving record are required.

EXHIBIT A 18 - 12

CLASSIFICATION SPECIFICATION
Principal Engineer (continued) Page 4
• Possession or ability to obtain within the first six months of employment a Civil Engineer Professional Engineer (P.E.) license issued by the State of California is required.

FLSA Status: Exempt
HISTORY:

Established: 8.16.23
Approval/Adoption Date: Pending
EXHIBIT A 18 - 13
RESOLUTION NO.

EXHIBIT B
18 - 14

CLASSIFICATION SPECIFICATION
TITLE: FACILITIES AND PARKS SUPERVISOR
DEFINITION: Under the direction of the Public Works Operations Manager, organizes and directs custodial, building and facilities maintenance, grounds maintenance, parks maintenance, and general
maintenance activities at assigned City sites; coordinate projects, communications, and personnel to meet City needs and assure smooth and efficient activities; train and evaluate the performance of assigned personnel.

DISTINGUISHING CHARACTERISTICS:

The Facilities and Parks Supervisor is responsible for leading and assisting tree maintenance work including trimming, chipping, troubleshooting diseases, planting, watering, spraying, removing, diagnosing conditions trees and plantings in the parks, parkways, and public grounds; and all related work in the parks and medians through the city. In addition, supervises the maintenance of City buildings and the City’s street lighting, signal lights, mechanical, plumbing, and electrical systems, and other duties as required.

Monitors and reviews contractors’ work in janitorial, urban forestry, signal maintenance, pest abatement, graffiti control and other services. The Facilities and Parks Supervisor is also responsible for the first line supervision of employees engaged in the maintenance and repair of City buildings, parks, equipment, furniture, plumbing and all electrical systems within the City; assigns work and reviews work of electrician and all assigned maintenance workers.

EXAMPLES OF DUTIES:

The duties listed below are examples of the work typically performed by employees in this class.

An employee may perform other related and emergency duties as required. An employee may perform various duties including, but not limited to:
• Leads and assists in the trimming/pruning, arborist assessment, and planting and removal of parkway and park trees; supervises the tree contractor when work is going on in the city.
• Responds to complaints and inquiries from the general public. • Inspects trees throughout the city and plans accordingly in response to the work orders generated.
• Carries all duties and responsibilities while tending to the public parks, parkways, and medians. Trimming shrubs and soft cape material, as well as litter removal and

EXHIBIT B
18 - 15

CLASSIFICATION SPECIFICATION
Facilities and Parks Supervisor (continued) Page 2
general maintenance in the parks, parkways, and medians. All landscaping is maintained clean and safe for public’s use.
• Ensures all vehicles and equipment is maintained and kept in proper working conditions.
• Ensures safety practices adopted by the city and spelled out in ANSI literature is applied in daily work.
• Supervises all contractual work in progress from the maintenance contractor and the tree contractors and carries out work directed from the supervisor. Report writing for several commissions and other departments.
• Supervises the installation, servicing, and repairs to plumbing fixtures, heating and air conditioning, electrical equipment and wiring, and any other facilities maintenance related activity.
• Establishes policies and procedures relating to preventive maintenance and repair of City buildings and electrical systems within the City.
• Supervises, directs, and coordinates electrician and building maintenance employees; inspects work performed to ensure compliance with established procedures; schedules work and monitors performance.
• Assists in budget planning and monitoring for building maintenance, traffic signals and street lighting activities.
• Receives and responds to work requests and complaints regarding the level of maintenance services.
• Determines products, materials, and equipment, to be used in building and facility maintenance; may interact with sales representatives; prepares purchase orders; maintains inventory of materials, tools and equipment.
• Maintains City buildings and electrical related systems, including lighting, air conditioning, electrical wiring and cabling; adds or repairs electrical circuits and computer cabling; changes filters in air conditioning units; adds chemicals to water towers; maintains and replaces water pumps in air conditioners. • Performs maintenance and repair of street lighting including checking and replacing bulbs, transformers, starter cards, and fuses; replaces or repairs electrical wire and conduit from pull box to pole; replaces light ballast; replaces or repairs street light poles and arms; trims trees around street fixtures.
• Performs other related duties as assigned.

MINIMUM QUALIFICATIONS:
• Graduation from high school or equivalent and four years’ experience in general tree maintenance work, including trimming, diagnosing report writing, and facilities maintenance of lighting, plumbing and mechanical systems.

DESIRABLE QUALIFICATIONS:
• Certified tree worker with a pest applicator license is desirable for this position.

EXHIBIT B
18 - 16

CLASSIFICATION SPECIFICATION
Facilities and Parks Supervisor (continued) Page 3
Note: An equivalent combination of experience, education, and/or training may substitute for the listed minimum requirements.

KNOWLEDGE, SKILLS, AND ABILITIES:

Knowledge of:
• Supervision practices; electrical theory, principles, methods, materials, tools, and equipment used in the maintenance, installation, and repair of lighting systems and electrical equipment; occupational hazards and safety regulations of the electrical trade; carpentry, plumbing and general maintenance.
• Gardening and grounds keeping methods and practices. Characteristics of common shade and ornamental trees: the methods and equipment used in planting, pruning, trimming, spraying, and removing trees and shrubs.

Ability to:
• Supervise, organize, and review the work of an electrician and building maintenance worker. Select, supervise, train, and evaluate staff. Read and interpret construction drawings and electrical wiring diagrams.
• Prepare clear and concise reports. Communicate clearly and concisely both orally and in writing.
• Establish and maintain effective working relationships with those contacted in the course of work. Review and instruct the contractors working for the city on the proper methods to complete the task at hand.
• Must have knowledge on the proper use of ladders boom trucks, chippers, chainsaws, ropes, skip loaders, and other equipment used in the tree industry. • Must have ability to follow and give directions and keep a log of all work and problems. Establishes and maintains an effective working relationship with superintendent, and fellow employees, and the public.

WORKING CONDITIONS AND PHYSICAL DEMANDS:

The work environment characteristics described here are representative of those employee encounters while performing the essential functions of the job. Reasonable accommodation may be made to enable individuals with disabilities to perform essential functions.

Environment: Regular exposure to unpleasant elements such as dust, fumes and odors, dampness, noise levels, or outside weather conditions. Regularly works at heights of 50 feet or more.

EXHIBIT B
18 - 17

CLASSIFICATION SPECIFICATION
Facilities and Parks Supervisor (continued) Page 4
Regularly performs active physical work without prolong heavy exertion. Occasionally performs strenuous physical work and lifting of objects over 50 lbs., combined with bending, twisting, working above ground or on irregular surfaces.

Special Requirements:
• Must possess a valid California Class “B” Driver’s License required for equipment to be operated or acquire within 6 months of employment.
• Certified tree worker by the International Society of arboriculture and a pest applicators certificate from LA County are required or will have one year to meet the requirements. All training and certification documents need to be presented before the selection process. First Aid and CPR are mandatory as per the Tree worker certificate.

FLSA Status: Non-Exempt
HISTORY:

Established: 8.16.23
Approval/Adoption Date: Pending

EXHIBIT B
18 - 18
RESOLUTION NO.

EXHIBIT C
18 - 19

CLASSIFICATION SPECIFICATION
TITLE: HUMAN RESOURCES ANALYST
DEFINITION: Performs a wide variety of increasingly difficult and responsible duties in support of one or more of the following areas of activity:
recruitment and selection; classification and compensation; employee and/or labor relations; benefits administration; human resources operations; diversity, equity, and inclusion; and personnel training.

DISTINGUISHING CHARACTERISTICS:

Grade Level I - Under general direction, performs a variety of professional-level administrative, technical, and analytical duties and responsibilities in support of the City's human resources functions, as assigned, including benefits administration, deferred compensation administration, organizational development and training, and recruitment and selection; and to provide information and assistance to City employees and the general public concerning human resources activities, policies, and programs.

Grade Level II - Performs difficult and advanced journey-level professional, administrative, analytical, and coordination duties in support of human resources functions and programs, including recruitment, selection, evaluation, classification, compensation, job evaluation, benefits, employee relations, and workers’ compensation; to oversee and coordinate assigned administrative processes, procedures, and programs; and to provide highly responsible and complex staff assistance to the Human Resources Manager or Department Director.

EXAMPLES OF DUTIES:

The duties listed below are examples of the work typically performed by employees in this class.

An employee may perform other related and emergency duties as required. An employee may perform various duties including, but not limited to:
• Develops and implements new or revised programs, systems, procedures, and methods of operation;
• Prepares and presents written and oral reports relating to various aspects of personnel administration and labor relations;
• Participates in the collective bargaining process by conducting research; preparing comparability analyses and various reports in support of negotiation and arbitration. • Develops, compiles, and analyzes statistical data and surveys; • Conducts various personnel and disciplinary investigations; EXHIBIT C 18 - 20

CLASSIFICATION SPECIFICATION
Human Resources Analyst (continued) Page 2
• Develops recommendations for resolution of inquiries and complaints to both the internal organization and external agencies;
• Researches, compiles, and evaluates job analysis information and test validation data; • Develops employment selection examinations, performs analysis for validation studies, and modifies tests based on analysis;
• Coordinates, schedules, and administers a variety of written, performance, and oral employment examinations, including those in the public safety promotional series; • Develops classification specifications and conducts special studies, audits, and projects and makes recommendations;
• Develops and coordinates outreach recruitment resources and activities; • Develops, coordinates, and conducts training and development programs; • Evaluates requests for leave and reasonable accommodations; • Administers requests to fill positions, employee transfers, hiring, appointment, onboarding, and layoff processes; interviews and examines candidates; administers employee discipline.
• Negotiates resolutions to grievances; investigates complaints of serious employee misconduct and complaints; enforces MOUs to ensure consistent departmental compliance with provisions, and; acts as a Skelly officer in employee disciplinary hearings.
• May provide professional and technical support to City-wide management and supervisory personnel regarding employment, disciplinary and performance issues, and grievance policies and procedures and make recommendations regarding personnel-related issues;
• May provide professional and technical assistance to City-wide management and supervisory personnel as it relates to interpretation, compliance, and implementation of state and federal employment laws;
• May assist in formulating and implementing bargaining strategies and techniques; • May conduct research in preparation for negotiations, fact-finding, or grievance arbitration;
• May assist in negotiations of wages, hours, and other terms and conditions of employment;
• May assist active employees with the interpretation and application of CalPERS rules and regulations;
• May serve as the liaison between the City and CalPERS regarding retirement training, counseling, and post-retirement follow-up;
• May coordinate automation projects, write specifications, work plans, and time estimates;
• Performs other related duties as assigned.

EXHIBIT C 18 - 21

CLASSIFICATION SPECIFICATION
Human Resources Analyst (continued) Page 3
MINIMUM QUALIFICATIONS:
• Three (3) years of increasingly responsible professional experience in human resources or related experience
• Bachelor's degree from an accredited college or university with major coursework in human resources, public administration, business administration, organizational psychology, or a closely related field.
• A Master's Degree in Human Resources, Public Administration, Business Administration, Organizational Development, Industrial Relations, or a closely related field may be substituted for one year of the required experience. • Must possess and maintain a valid Class C California Driver’s License.

DESIRABLE QUALIFICATIONS:
• PHR, IPMA-CP, or SHRM-CP certification is desirable.

Note: An equivalent combination of experience, education, and/or training may substitute for the listed minimum requirements.

KNOWLEDGE, SKILLS, AND ABILITIES:

Knowledge of:
• Applicable federal, state, and local laws, regulations, and ordinances; • Principles and terminology of employment selection, position classification, and salary administration;
• Job analysis and compensation methodology;
• Principles and practices of effective customer service techniques; Ability to:
• Operate a personal computer and business software;
• Understand and interpret policies and procedures and explain them to others; • Collect, evaluate, and interpret data and make sound recommendations on complex issues;
• Write clear, concise reports and other materials;
• Communicate effectively, both orally and in writing;
• Use critical judgment in the evaluation of data and the development of plans, tests, reports, and other materials;
• Establish and maintain working relationships with those encountered in the course of work, including various levels of professional, managerial, administrative, and technical personnel.

EXHIBIT C 18 - 22

CLASSIFICATION SPECIFICATION
Human Resources Analyst (continued) Page 4
• Maintain and administer a complex classification and compensation plan; • Analyze problems, identify alternative solutions, project consequences of proposed actions, and implement recommendations in support of goals; • Research, analyze, and evaluate new program techniques, methods, and procedures; gather, display, and analyze statistical data;
• Work cooperatively with other departments, City officials, and outside agencies; • Respond tactfully, clearly, concisely, and appropriately to inquiries from the public, City staff, or other agencies on sensitive issues in the area of responsibility; • Communicate clearly and concisely, both orally and in writing; • Establish and maintain effective working relationships with those contacted in the course of work.

WORKING CONDITIONS AND PHYSICAL DEMANDS:

The work environment characteristics described here are representative of those employee encounters while performing the essential functions of the job. Reasonable accommodation may be made to enable individuals with disabilities to perform essential functions.

This position work is performed in an office environment utilizing modern office equipment and technology and may require sitting for prolonged periods of time using a computer.

Required to sit and stand frequently. Required to walk, bend, kneel, and reach above shoulders. Required to hear and speak in person and via phone frequently. At times, required to carry items and set up equipment. Some work outside regular business hours to attend meetings. Attendance at offsite locations locally will be required. The position also requires grasping, repetitive hand movement, and fine coordination in preparing work products using a computer keyboard. Additionally, the position requires near and far vision in reading correspondence and business equipment. The need to lift, drag, and push files, paper, and documents weighing up to 25 pounds is also required.

FLSA Status: Non-Exempt
HISTORY:

Established: Pending
Approval/Adoption Date: Pending
EXHIBIT C 18 - 23
RESOLUTION NO.

EXHIBIT D
18 - 24

CLASSIFICATION SPECIFICATION
TITLE: SENIOR HUMAN RESOURCES ANALYST
DEFINITION: Performs a wide variety of increasingly difficult and responsible duties in support of one or more of the following areas of activity:
recruitment and selection; classification and compensation; employee and/or labor relations; benefits administration; human resources operations; diversity, equity, and inclusion; and personnel training
DISTINGUISHING CHARACTERISTICS:

Performs difficult and advanced journey-level professional, administrative, analytical, and coordination duties in support of human resources functions and programs, including recruitment, selection, evaluation, classification, compensation, job evaluation, benefits, employee relations, and workers’ compensation; to oversee and coordinate assigned administrative processes, procedures, and programs; and to provide highly responsible and complex staff assistance to the Human Resources Manager or Department Director.

EXAMPLES OF DUTIES:

The duties listed below are examples of the work typically performed by employees in this class.

An employee may perform other related and emergency duties as required. An employee may perform various duties including, but not limited to:
• Develops and implements new or revised programs, systems, procedures, and methods of operation;
• Prepares and presents written and oral reports relating to various aspects of personnel administration and labor relations;
• Participates in the collective bargaining process by conducting research; preparing comparability analyses and various reports in support of negotiation and arbitration. • Develops, compiles, and analyzes statistical data and surveys; • Conducts various personnel and disciplinary investigations; • Develops recommendations for resolution of inquiries and complaints to both the internal organization and external agencies;
• Research, compiles, and evaluates job analysis information and test validation data; • Develops employment selection examinations, performs analysis for validation studies, and modifies tests based on analysis;
• Coordinates, schedules, and administers a variety of written, performance, and oral employment examinations, including those in the public safety promotional series; • Develops classification specifications and conducts special studies, audits, and projects and makes recommendations;
EXHIBIT D 18 - 25

CLASSIFICATION SPECIFICATION
Senior Human Resources Analyst (continued) Page 2
• Develops and coordinates outreach recruitment resources and activities; • Develops, coordinates, and conducts training and development programs; • Evaluates requests for leave and reasonable accommodations; • Administers requests to fill positions, employee transfers, hiring, appointment, onboarding, and layoff processes; interviews and examines candidates; administers employee discipline.
• Negotiates resolutions to grievances; investigates complaints of serious employee misconduct and complaints; enforces MOUs to ensure consistent departmental compliance with provisions and acts as a Skelly officer in employee disciplinary hearings.
• May provide professional and technical support to City-wide management and supervisory personnel regarding employment, disciplinary and performance issues, and grievance policies and procedures and make recommendations regarding personnel-related issues;
• May provide professional and technical assistance to City-wide management and supervisory personnel as it relates to interpretation, compliance, and implementation of state and federal employment laws;
• May assist in formulating and implementing bargaining strategies and techniques • May conduct research in preparation for negotiations, fact-finding, or grievance arbitration;
• May assist in negotiations of wages, hours, and other terms and conditions of employment;
• May assist active employees with the interpretation and application of CalPERS rules and regulations;
• May serve as the liaison between the City and CalPERS regarding retirement training, counseling, and post-retirement follow-up;
• May coordinate automation projects, write specifications, work plans, and time estimates;
• Performs other related duties as assigned.

MINIMUM QUALIFICATIONS:
• Three (3) years of increasingly responsible professional experience in human resources or related experience
• Bachelor's degree from an accredited college or university with major coursework in human resources, public administration, business administration, organizational psychology, or a closely related field.
• A Master's Degree in Human Resources, Public Administration, Business Administration, Organizational Development, Industrial Relations, or a closely related field may be substituted for one year of the required experience. • Must possess and maintain a valid Class C California Driver’s License.

EXHIBIT D 18 - 26

CLASSIFICATION SPECIFICATION
Senior Human Resources Analyst (continued) Page 3
DESIRABLE QUALIFICATIONS:
• PHR, IPMA-CP, or SHRM-CP certification is desirable.

Note: An equivalent combination of experience, education, and/or training may substitute for the listed minimum requirements.

KNOWLEDGE, SKILLS, AND ABILITIES:

Knowledge of:
• Applicable federal, state, and local laws, regulations, and ordinances; • Principles and terminology of employment selection, position classification, and salary administration;
• Job analysis and compensation methodology;
• Principles and practices of effective customer service techniques; Ability to:
• Operate a personal computer and business software;
• Understand and interpret policies and procedures and explain them to others; • Collect, evaluate, and interpret data and make sound recommendations on complex issues;
• Write clear, concise reports and other materials;
• Communicate effectively, both orally and in writing;
• Use critical judgment in the evaluation of data and the development of plans, tests, reports, and other materials;
• Establish and maintain working relationships with those encountered in the course of work, including various levels of professional, managerial, administrative, and technical personnel.
• Maintain and administer a complex classification and compensation plan; • Analyze problems, identify alternative solutions, project consequences of proposed actions, and implement recommendations in support of goals; • Research, analyze, and evaluate new program techniques, methods, and procedures; gather, display, and analyze statistical data;
• Work cooperatively with other departments, City officials, and outside agencies; • Respond tactfully, clearly, concisely, and appropriately to inquiries from the public, City staff, or other agencies on sensitive issues in the area of responsibility; • Communicate clearly and concisely, both orally and in writing; • Establish and maintain effective working relationships with those contacted in the course of work.

EXHIBIT D 18 - 27

CLASSIFICATION SPECIFICATION
Senior Human Resources Analyst (continued) Page 4
WORKING CONDITIONS AND PHYSICAL DEMANDS:

The work environment characteristics described here are representative of those employee encounters while performing the essential functions of the job. Reasonable accommodation may be made to enable individuals with disabilities to perform essential functions.

This position work is performed in an office environment utilizing modern office equipment and technology and may require sitting for prolonged periods of time using a computer.

Required to sit and stand frequently. Required to walk, bend, kneel, and reach above shoulders. Required to hear and speak in person and via phone frequently. At times, required to carry items and set up equipment. Some work outside regular business hours to attend meetings. Attendance at offsite locations locally will be required. The position also requires grasping, repetitive hand movement, and fine coordination in preparing work products using a computer keyboard. Additionally, the position requires near and far vision in reading correspondence and business equipment. The need to lift, drag, and push files, paper, and documents weighing up to 25 pounds is also required.

FLSA Status: Exempt
HISTORY:

Established: 8.16.23
Approval/Adoption Date: Pending
EXHIBIT D 18 - 28
RESOLUTION NO.

EXHIBIT E
18 - 29

POSITION TITLE BARGAINING UNIT STEP A STEP B STEP C STEP D STEP E STEP F STEP G PRINCIPAL ENGINEER UNREPRESENTED $8,530 $8,956 $9,404 $9,875 $10,368 $10,887 $11,431 Monthly SENIOR MANAGEMENT ANALYST UNREPRESENTED $6,225 $6,552 $6,897 $7,260 $7,642 $8,044 $8,467 Monthly SENIOR HUMAN RESOURCES ANALYST UNREPRESENTED $6,225 $6,552 $6,897 $7,260 $7,642 $8,044 $8,467 Monthly HUMAN RESOURCES ANALYST PSEA $6,024 $6,326 $6,642 $6,974 $7,323 - - Monthly

CITY OF SOUTH PASADENA PROPOSED SALARY SCHEDULE

EXHIBIT E
18 - 30
DATE:

FROM:

City Council
Agenda Report
August 16, 2023
Armine Chaparyan, City Manager �
PREPARED BY: Paul Riddle, Fire Chief
Eric Zanteson, Fire Division Chief
ITEM NO.

SUBJECT: Approval of Draft Local Hazard Mitigation Plan for the City of South Pasadena for Submission to and Approval by California State Office of Emergency Services and the Federal
Emergency Management Agency
Recommendation
It is recommended that the City Council:

1. Hold a Public Hearing to hear objections to the approval of the draft Local Hazard Mitigation Plan (LHMP); and

2. Approve the Draft LHMP for the City of South Pasadena (City); and

3. Direct staff to submit the Draft LHMP to the California State Office of Emergency Services (Cal OES) and the Federal Emergency Management Agency (FEMA) for final approval.

Executive Summary
Hazard mitigation planning reduces the risk to people and property, and reduces the cost of recovering from a disaster. One step in effective hazard mitigation is having an updated LHMP which identifies the hazards that are specific to the community as well as identifying appropriate mitigation actions. Federal guidelines require LHMPs be updated and adopted by local governing authorities every five years. The City's LHMP was initially developed in 2005 and updated in 2012 and 2018. Staff initiated the 2023 update of the LHMP on May 4, 2022 and the City is on schedule to seek approval and adoption of the updated LHMP and meet FEMA's five year requirement.

Background
The City has contracted with a consultant, RE. Patterson, to update the LHMP. The consultant developed the City's previous LHMP and presented to the City Council on September 18, 2019 for approval at that time. The consultant will present the 2023 draft LHMP to the City Council on August 16, 2023 to receive feedback and seek approval of the draft LHMP. After receiving City Council approval, the draft LHMP will be sent to Cal OES and FEMA for final review. Upon receiving final review from Cal OES and FEMA, the draft LHMP will be brought back before the City Council for final adoption via a City Resolution.
19 19 - 1
Draft Local Hazard Mitigation Plan
August 16, 2023