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02/28/2017, CITY OF G TERRACE AGENDA & STAFF REPORTS FOR THE CITY COUNCIL - Tuesday, February 28, 2017 6 00 p.m. Regular Meeting COUNCIL CHAMBERS GRAND TERRACE CIVIC CENTER - 22795 BARTON ROAD GRAND TERRACE, CA 92313 k Darcy McNaboe, Mayor Sylvia Robles, Mayor Pro Tern Doug Wilson, Council Member Bill Hussey, Council Member Brian Reinarz, Council Member, G Harold Duffey, City Manager Richard L Adams, City Attorney Chris Vogt, Interim Public Works Director Linda Phillips, Child Care Director Cynthia A Fortune, Finance Director Sandra Molina, Planning & Development Services Director The Grand Terrace City Council meets on the Second and Fourth Tuesday of each month at 6 00 p m MEETING DATE till" 111:1*1:1011:17t'1 RECOMMENDATION AGENDA REPORT February 28, 2017 Council Item Professional Services Agreement with KTUA to Prepare the Grand Terrace Active Transportation Plan Sandra Molina, Planning & Development Services Director 1) Accept the Active Transportation Program Grant in the amount of $295,000, 2) Establish Fund 77 as the Active Transportation Plan Fund, 3) Authorize revenue expense allocations to the Active Transportation Fund in the amount of $295,000, respectively, 4) Approve a Contract with KTUA in the Amount of $250,733, and 5) Authorize the City Manager to Execute the Contract, and to Make Any Amendments Necessary to Complete the Project, not to Exceed the Grant Amount 2030 VISION STATEMENT This staff report supports Goal #2 "Maintain Public Safety" by investing in improvements to public infrastructure, and Goal #4 "Develop and Implement Successful Partnerships" by working with local, regional and state agencies to secure funding for projects BACKGROUND On June 1, 2015, the City submitted a grant application to the Active Transportation Program (ATP) The intent of the ATP is to encourage bicycling and walking, especially amongst children route to school and residents of disadvantaged communities The application sought $295,000 to develop an active transportation plan to create safe connectivity for non -motorized and active transportation throughout the City to connect schools, shopping centers, the library, parks, and other destination spots through the use of sidewalks, bike lanes and utilization of the Gage Canal In December 2015, the City was informed that the grant application was successful, and that funding would be available on June 1, 2016, with the new 2016-17 fiscal year On Packet Pg 6 ATTACHMENTS • Professional Services Agreement_KTUA pdf • ATP Proposal_KTUA APPROVALS (PDF) (PDF) Sandra Molina Completed 02/20/2017 4 54 PM Finance Completed 02/23/2017 3 40 PM City Attorney Completed 02/23/2017 3 48 PM Sandra Molina Completed 02/23/2017 4 16 PM City Manager Completed 02/23/2017 1 03 PM City Council Pending 02/28/2017 6 00 PM 0 Packet Pg 8, 6 DESIGNATED REPRESENTATIVE Consultant hereby designates John Holloway as the Consultant Representative, and said Representative shall be responsible for job performance, negotiations, contractual matters, and coordination with the City Consultant's professional services shall be actually performed by, or shall be immediately supervised by, the Consultant Representative 7 HOLD HARMLESS, INDEMNIFICATION Consultant hereby agrees to protect, L indemnify and hold City and its employees, officers and servants free and harmless from any and all losses, claims, liens, demands and causes of action of '- every kind and character including, but not limited to, the amounts of judgment, a interests, court costs, legal fees and other expenses incurred by the City arising ,o in favor of any party, including claims, liens, debts, personal injuries, including employees of the City, death or damages to property (including property of the Y City) and without limitation by enumeration, all other claims or demands of every S character occurring or arising directly out of the negligent acts, recklessness or willful misconduct of Consultant in the performance of its services under this cc Agreement This provision is not intended to create any cause of action in favor 0 of any third party against Consultant, or the City or to enlarge in any way the - Consultant's liability but is intended solely to provide for indemnification of the -D City for liability for damages or injuries to third persons or property arising from 3 Consultant's negligent performance hereunder a 8 INSURANCE Consultant shall procure and maintain at all times during the term M N v of this Agreement insurance as set forth in Exhibit "C" attached hereto Proof of W. insurance shall consist of a Certificate of Insurance provided on IOS-CGL form a No CG 0001 II 85 or 88 executed by Consultant's insurer and in a form approved by, the City's City Attorney and City's Legal Counsel Y, 9 LICENSES, PERMITS, AND FEES Consultant shall obtain a City of Grand Terrace Business License and any and all other permits and licenses required for the services to be performed under this Agreement 10 INDEPENDENT CONTRACTOR STATUS City and Consultant agree that 2 Consultant, in performing the Services herein specified, shall act as an independent Contractor and shall have control of all work and the manner in which it is performed Consultant shall be free to contract for similar services to c be performed for other entities while under contract with City Consultant is not N an agent or employee of City, and is not entitled to participate in any pension c plan, insurance, bonus or similar benefits City provides for its employees a` Consultant shall be responsible to pay and hold City harmless from any and all payroll and other taxes and interest thereon and penalties, therefore, which may E become due as a result of services performed hereunder r r a Page 2 of 11 Packet °Pg 10 Consultant John Holloway, Principal Mobility Planner KTUA 3916 Normal Street San Diego, CA 92103 If the name of the principal representative designated to receive the notices, demands or communications, or the address of such person, is changed, written notice shall be given within five (5) working days of said changes 17 TAXPAYER IDENTIFICATION NUMBER Consultant shall provide City with a complete Request for Taxpayer Identification Number and Certification, Form W - 9, as issued by the Internal Revenue Service 18 APPLICABLE LAWS, CODES AND REGULATIONS Consultant shall perform all services described in accordance with all applicable laws, codes and regulations required by all authorities having jurisdiction over the Services Consultant agrees ,to comply with prevailing wage requirements as specified in the California Labor Code, Sections 1770, et seq 19 RIGHT TO UTILIZE OTHERS City reserves the right to utilize others to perform work similar to the Services provided hereunder 20 BENEFITS Consultant will not be eligible for any paid benefits for federal , social N security, state workers' compensation, unemployment insurance, professional PL insurance, medical/dental, retirement PERS or fringe benefits offered by the City of Grand Terrace �- 21 PERS ELIGIBILITY INDEMNITY 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 the California Public Employees Retirement System ("PERS") to be eligible for enrollment in PERS 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 PERS 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 Notwithstanding any other agency, state or federal policy, rule, regulation, law or y ordinance to the contrary, Consultant and any of its employees, agents, and c subcontractors providing service under this Agreement shall not qualify for or a` become entitled to, and hereby agree to waive any claims to, any compensation, benefit, or any incident of employment by City, including but not limited to E eligibility to enroll in PERS as an employee of City and entitlement to any contribution to be paid by City for employer contribution and/or employee a contributions for PERS benefits Page 4 of 11 Packet Pg 12 thereafter be deemed to have consented to any future failure of full performance hereunder 30 COVENANTS AND CONDITIONS Each term and each provision of this Agreement to be performed by Consultant shall be construed to be both a covenant and a condition 31 RIGHT TO TERMINATE City may terminate this Agreement at any time, with or without cause, in its sale discretion, with thirty (30) days written notice 32 EFFECT OF TERMINATION Upon termination as stated in Paragraph "31" of r this Agreement, City shall be liable to Consultant only for work performed by a Consultant up to and including the date of termination of this Agreement, unless the termination is for cause, in which event Consultant need be compensated ,o only to the extent required by law Consultant shall be entitled to payment for Y work,satisfactonly completed to date, based on proration of the monthly fees set 0 forth in Exhibit "B" attached hereto Such payment will be subject to City's receipt of a close-out billing o 33 GOVERNING LAW This Agreement shall be governed by and construed in - accordance with laws of the State of California In the event of litigation between T the parties, venue in state trial courts shall lie exclusively in the County of San 3 a Bernardino In the event of litigation in a U S District Court, exclusive venue shall lie in the Central District of California N r N 34 LITIGATION FEES Should litigation arise out of this Agreement for the 4- performance thereof, the court shall award costs and expenses, including Q. attorney's fees, to the prevailing party In awarding attorney's fees, the court shall not be bound by any court fee schedule but shall award the full amount of costs, Y expenses and attorney's fees paid and/or incurred in good faith "Prevailing Party" shall mean the party that obtains a favorable and final judgment or order E from a court of law described in paragraph "33 " This paragraph shall not apply and litigation fees shall not be awarded based on an order or otherwise final a judgment that results from the parties' mutual settlement, arbitration, or mediation d of the dispute 35 SEVERABILITY 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 36 FORCE MAJEURE The respective duties and obligations of the parties hereunder shall be suspended while and so long as performance hereto is E prevented or impeded by strikes, disturbances, riots, fire, severe weather, government action, war acts, acts of God, or any other cause similar or dissimilar a Page 6 of 11 r Packet Pg 14 n O -o m v m x m O = w C/) q o D � n m U) MAttachment Professional Services Agreement_KTUA pdf (2123 Award of Contract to KTUA for Active Transportation Plan) F I work, presentations, analysis, public workshops and the report Our long-term experience has required familiarity with relevant State and federal laws, especially as they apply to bikeways and trails KTUA will prepare the necessary maps to satisfy State requirements for active transportation plans To expedite agency review, KTUA includes a California Active Transportation Program requirements checklist in the final document a Identify Other Modes of Transportation within City c ° The focus of this task will be on the identification and documentation of the range of travel a modes available within the City of Grand Terrace, with emphasis on the identification of local, c regional and inter -regional transit services from Omnitrans and the OmniGo Shuttle Service In this task, all transit routes, stations and stops will be identified graphically on a map of the City This map can then be overlaid on the bicycle network map developed in subsequent tasks to identify and strengthen connections between the planned bicycle network and transit services a L to address first and last mile connectivity Information related to service frequency, boardings .° and alightings, destinations and connections served, and span of service will also be documented in a matrix will be used as part of the network development and evaluation Y process r At this time, base data will be updated as needed and existing condition maps and data will be collected, organized and produced to begin analysis This task will help guide the anticipated tasks and analyses needed to create the active transportation plan o U Demographic Snapshots and Benefits of Health and Active Transportation c KTUA will use SCAG regional forecasts, American Community Survey data and other Census 3 data to estimate existing bicycle commuters and other mode shares to get a snapshot of the City's demographics Formulas based on increasing bicycle mode shares will be utilized to M estimate Grand Terrace's future bicycle commuter increase Estimation of other mode shares, N vehicle miles reduced, and air quality benefits will also be included as required by SB 375 �- There are many benefits to active transportation and KTUA regularly updates and reports these a statistics not only in reports but for public workshops, commission and council meetings Infographics are the simplest and effective way to show these benefits which help garner Y additional support for plans such as this KTUA will conduct initial research using the data sources previously mentioned and use the results to create infographics that will support the ci d need for active transportation facilities Through the public outreach process, many of the survey questions can be tailored to get a a better understanding of the health and active transportation status of its residents to provide a snapshot of the City's trends These results will be included in the final report while general region -wide trends will be included in the existing conditions report Pedestrian and Bicycle Crash Analysis KTUA will collect and analyze the City's bicycle and pedestrian -related collision data to identify c c particularly where education may improve driver/cyclist/pedestrian issues Data will be collected d through the California Highway Patrol's Statewide Integrated Traffic Records System (SWITRS) o and UC Berkeley's SafeTREC Transportation injury Mapping System (TIMS) Collision data a provide insight into patterns of unsafe bicycling and pedestrian environments Patterns in time of day, time of year and how they relate to location can highlight specific behaviors and roadway E conditions A high number of morning or afternoon collisions involving youth may call for increased education for students riding or walking to and from school, for example Additionally, r a pattern of locations like mid -block versus intersection crashes may be evidence of localized a problems with visibility, engineering or driver education A pattern of crashes resulting from Packet,Pg 18 =2 a Pedestrian Level of Comfort identifies various characteristics that encourage walking based on sidewalk and roadway conditions Examples of these characteristics include presence of a sidewalk, sidewalk buffer, traffic volumes, traffic speeds, number of travel lanes, additional separation such as bike lanes or on -street parking and roadway width This analysis will help highlight areas that have good or bad walking environments This is analysis differs from the Bicycle -Pedestrian Priority Model in that is looks that the characteristics of the roadway, not the demand of use KTUA employed a very similar PLOC for Santa Ana's Downtown Complete Streets Plan which highlighted corridors for improvement This analysis helped highlight these corridors for additional discussion during workshops where participants were able to provide input and recommendations The KTUA team intends to employ the Bicycle -Pedestrian Priority Model, the PLOC other models under the Bicycle Facilities Chapter, to strengthen the objective and data driven approach, along with public input, to create a defensible bicycle and pedestrian network Walkway Typology and Treatment Types Different neighborhoods require differing levels of pedestrian improvements based on adjacent streets, levels of use, topography and land uses KTUA will include a section defining the walkway typologies for the entire City such as downtown, collector and neighborhood walkways where the level of infrastructure improvements needed for each type would vary While pedestrian projects will be the highlight of this chapter, the City may need some additional guidance on recommendations for other corridors or spot treatments that are not associated with a project Safe Routes to School Chapter Pedestrians particularly around schools, are usually accommodated due to ADA regulations and M conditions of development Many pedestrian projects are also "spot treatments" where perhaps one or two curbs or a short segment of sidewalk needs to be installed Typically, these a improvements are included on a City's CIP list, especially if the routes experience heavy a pedestrian travel Our methodology for SRTS protects and priontization stems from a similar approach as the pedestrian analysis Due to obesity rates amongst U S children at an all-time Y� high, it is important to get them walking or bicycling to school Studies have showed that parents are willing to let their kids walk to school, or in many cases, the kids have to, but are E discouraged because of the walking environment Schools inGrand terrace are located along L City designate Secondary Highways that have wider right-of-ways Typically, these streets will a also have higher vehicular speeds and volumes Sidewalk connectivity and curb access are common issues for people who walk, and not just around schools o Our methodology for SRTS projects and priontization stems from a similar approach as the pedestrian analysis With the required four schools to be audited as part of this project, the team ol will focus on prioritizing projects a quarter -mile from schools, summarizing the needs of each c schools' walking environment The quarter -mile walk sheds may also determine walking routes N for the walk audits and help prioritize projects that are closer to the school The findings from the c SRTS analysis, along with the pedestrian projects around parks, transit and retail will provide a` overlapping recommendations that can help streamline data collection and highlight multiple benefits of certain projects Routine accommodations for bicyclists is still a challenge for many cities, such as striping bicycle lanes when streets are being resurfaced or narrowing lanes to install bicycle lanes r Q Providing safe bicycle facilities for all ages will be a key component of both this Safe Routes to School and Bicycle Facilities Chapters Bicycle, pedestrian and Safe Routes to School chapters 4 " Packetft 20 42a some opportunities to provide additional connections to these trails along Palm Avenue and Westwood Street The Gage Canal, is an opportunity to develop a multi -use recreational trail that travels north - south through the City as identified in the San Bernardino County Non -Motorized Transportation Plan While it connects to Canal St at Barton Road, there is potential to make a connection to the Santa Ana River Trail via Newport Ave which crosses 1-215 with an interchange From there, potentially making connections to Vivienda Avenue to Terrace Avenue then eventually to the SART While some of these streets may not include a multi -use path, they would provide a backbone for connection to the SART Opportunities for connections through the John W North Water Treatment Plant easement is also another possibility Project Feasibility Table As part of every bikeway master planning effort, the KTUA team utilizes a feasibility table that provides analysis on roadway conditions Rather than just putting lines on a map, KTUA looks at existing right-of-ways of proposed projects to identify if the route is suitable for a facility and if the route has available right-of-way for typical bicycle lanes, buffered bicycle lanes or even protected bicycle lanes Utilizing Complete Street practices, the preliminary analysis provides the additional detail not typically found in bicycle master plans This table also helps to determine whether the route should be a shared bicycle facility or a separated one, based on available right-of-way Performance Measures There are numerous measurement methods in active transportation planning today that it can cc be quite mind -boggling From Pre- and Post -evaluation, establishing Analysis Zones, and Self- Q Assessment Metrics, many of the inputs that go into these models are very similar Conducting pre- and post- bicycle and pedestrian counts at improved projects, quantifying decreases in N collisions rates and percent of streets with sidewalks are examples that can be included in a multimodal measurement and monitoring system Data gathering options such as bicycle -pedestrian counts and conducting bicycle -pedestrian level of service analysis can then supplement the measurements KTUA will work with the City to identify which elements are important, feasible and within the realm of the City's resources and scope of an active transportation plan The final product could entail a menu of possible items, measurements, metrics and eventually a report card or project sheet for the top ten (or fewer) unfunded projects Economic Efficiency This method measures the financial benefits associated with the corridor, normalized by the number of anticipated users (in turn a product of the facility type and length), and divided by rough order of construction cost estimates Using NCHRP Report 552 methods, quarter, half and one mile buffers will be drawn around , c each proposed corridor to obtain an American Community Survey (ACS) population and H journey -to -work mode share data An extrapolation of all bicycle trips will be made and estimates of potential ridership developed based on Class 1 path or Class 2 bicycle lape IL a attractiveness functions defined in the NCHRP research Using the existing and estimated ridership, annual mobility, health, recreation and reduced auto use, cost saving benefits will be d calculated for each project E Because the collection of data can be time-consuming and expensive, the walk shed and w a Economic Efficiency strategies utilize readily available data, as well as assumptions based on previous research, can provide baseline metrics such as diversity of land uses within a 5/10/15 ,Packet Pg 22 Cost Estimate and Funding Chapter California Streets and Highways Code section 891 2 compliance includes a requirement for " a description of past expenditures for bicycle facilities and future financial needs for projects that improve safety and convenience for bicycle commuters in the plan area " KTUA will compile the necessary financial information provided by the City and combine it with the implementation plan cost estimate and priontization to fulfill this requirement and provide the City with a practical template to begin planning to fund the recommended bicycle projects KTUA regularly updates our funding sources as new ones are created and older programs expire This is especially important as California folds several former programs into a comprehensive Active Transportation Program Not only does our updated funding database provide the City with the latest information for planning and construction grants, it also identifies other funding sources for projects that incorporate stormwater and other green infrastructure The KTUA team has successful grant writing experience and can work the City with writing a grant at the end of the project Implementation plan KTUA will identify implementation strategies and priorities for future bicycle and pedestrian facilities, including coordination with new and maintenance projects KTUA will recommended changes to existing City standards and/or ordinances to implement the plan KTUA will develop a list of prioritized projects to include opportunities and constraints, v improvements and cost estimates The priontization process includes results from the Bicycle c and Pedestrian Priority Model and other metrics such as system gaps, collision rates and safety concerns Depending on the project and its needs, cost estimates can include improvements a such as painted lane treatments, intersection controls and additional signage CO When the prioritized projects are approved for each facility type, an implementation process can N be developed This process can include • Utilize the City's General Plan implementation steps • Propose a phasing strategy to implement on -street bicycle lanes and walkways incrementally • Identify high demand/priority routes and destinations that should be implemented first • Identify existing infrastructure projects already approved to incorporate bicycle and pedestrian facilities • Prioritize the remaining routes to be built after high priority routes are completed • Identify national, state and local funding sources available to implement bicycle and pedestrian facilities • Identify other funding ideas/mechanisms being utilized in other communities • Strategize ways to market cycling as a means of transportation and incentivize developers to incorporate bicycle friendly design into their developments • Future steps for the ATP Green Street Design Toolbox Chapter A Green Street is a street that is transformed and designed to intercept rainwater and runoff, a clean that water through soil and vegetation, and allow the water to percolate and return to the earth naturally KTUA has been at the forefront of Green Streets planning having completed an E award winning Urban Greening Plan for the San Diego neighborhood of City Heights and is currently completing Pico Rivera's With the State's drought issues and needs to capture storm w and rainwater for irrigation and other needs, KTUA will include a chapter on the best practices for Green Street design This toolbox will have many of strategies to implement Green Streets 8 Pack-et$Pg 24 2wa • Inform and educate the public about the protect, • Involve the public in the process as early as possible so their views can be considered in decision -making, • With technical team members, design and facilitate public workshops that lead to group understanding and iterative design, • Define clearly the nature, scope, expected and actual output of public participation activities, • Develop knowledgeable and credible Protect Champions who can support the protect so it can proceed on schedule and within budget Community Meetings The KTUA team will schedule and conduct three community meetings and up to two City Council/Planning Commission workshops These meetings will be as follows • The first meeting will occur at the protect start-up to lay out the protect framework such a as gathering additional data, setting milestones and workshop dates, protect overview D and goals, 1 Workshop #1 may consist of a short presentation about the protect and then an open house .° where attendees can talk one-on-one with the consultant team and City staff Existing condition maps such as bicycle and pedestrian facilities, land use, traffic data, collision data (if approved by City) and other pertinent information that needs public input will be prepared Large table 0 maps will be provided so attendees can place their comments wherever they wish Other data "- gathering boards will be provided such as "What type of bicyclist are you?," "What type of -- bikeway facility do you prefers" "What is the most common pedestrian barrier that prevents you 3 from walking more?" This allows us to better plan for the needs of the City's residents by a understanding their concerns and preferences at the beginning of the protect M • The second meeting/workshop will be to review the summary of community workshop N v comments, draft goals, needs, and recommendations, ... • The third meeting/workshop will be to review final draft plan with protect priorities and Q- recommendations a The City Council/Planning Commission workshops will be conducted in similar fashion but may Y be planned right after the first and second workshops so officials will get an understanding of r� the public's needs and input provided KTUA will be in charge of the meeting materials and will d develop the necessary presentation materials, including PowerPoint presentations, graphic exhibits and large scale aerial color maps As part of one of these workshops, KTUA also has the resources to install a temporary protected bicycle lane to demonstrate this type of bicycle a facility a Encouraging attendance is a key consideration We have found that conventional public meetings scheduled on weekday evenings are often not well attended While public involvement U) generally includes some type of public workshops, instead of conventional ia meetings, they could c be conducted as on -site events or as part of other scheduled city events to help boost 2 attendance KTUA has successfully employed this technique for recent trail and mobility m protects such as setting up booths as part of annual local outdoor events At most of our recent o events, over a hundred citizens stopped by our booth during a morning or afternoon A recent a KTUA blog post by protect manager Joe Punsalan addressed our public outreach techniques http //www ktua com/blog/2016/04/18/pop-up-event-best-practices/ t If public workshops are the preferred venue, workshop agendas will include a brief orientation presentation addressing the overall protect study area and goals This short overview will allow a the remainder of workshop time to be devoted to public input The analysis team will be 10 ry Packet Pg 26 2a ArcGIS Collector to allow participants to post geo-coded comments and photos This will also be available on a website so they can add more comments once they get home The KTUA team has two League of American Bicyclists League Certified Instructors, including Joe Punsalan, the protect manager, to get participants prepared and make sure rule of the road are followed The v KTUA team will also encourage others such as City officials and City staff to participate a. KTUA and KPA staff have experience conducting field workshops for walking and biking, and c ° 4.1 are familiar with the logistics necessary to facilitate a successful event The KTUA and KPA c team have conducted several walk audits and bike tours most recently in Santa Ana As part of �- the SBCTA Safe Routes to School Program, KTUA led 15 walk audits throughout San Bernardino County The KTUA team will provide the following services in preparation for the walk audits and bike tours at each school Coordinate with staff and the school principals to set dates and times for conducting the walk a audits `o • Prepare flyers to advertise the events • Prepare walk audit work sheets and maps These materials will be provided for Y participants so they can take notes and for the KTUA team to transcribe existing r conditions and participant feedback 5 • Provide sign in sheets for collecting contact information cc • Provide Liability release forms for participants 0 Walk audit and bike tour summary reports will be prepared after each event has been c conducted This reports will summarize the event, and identify and map opportunities and constraints All written and digital comments will be included in each report The summaries in 3 these reports will be incorporated into the Safe Routes to School Chapter a Employer and SART Surveys M N KPA will coordinate with the City to identify the top 10 employers In some case, there will be a N ,1_ transportation coordinator, or human resources staff persons whose responsibility is to organize a events, transportation or marketing KPA will contact each of the large employers and ensure we talk to the right person Using a City -approved phone script, KPA will coordinate with the Y employers to identify the best method to distribute the surveys (hard copy or online) and to subsequently collect them KPA will document each phone call, and follow up with a City - approved email with the survey attached, emphasizing the importance of the survey E As part of the Colton ATP team, KTUA conducted the SART surveys at the South La Cadena Drive/SART staging area in the Spring of 2016 The KTUA team will provide project surveys for trail users to fill out and provide refreshments Our experience conducting these types of surveys, especially along busy multi -use paths, trail users, especially bicyclists, tend not to stop For those that do, but don't wish to take the time to fill out a survey at that moment, KTUA will provide post cards with the online survey address for them to fil out at their convenience The KTUA team will then prepare a summary report to document the results and highlight significant observations Media Outreach KTUA will implement online engagement through clear, concise, accessible and visually rich engagement materials Maps, graphics and visual simulations will be used to help communicate information when possible KTUA also can prepare materials to reach different audiences — including in-house capabilities in English and Spanish, and developing materials that can be used online and in print as needed a Tactics we will employ include 12 Packet Pg 26 EXHIBIT "B" SCHEDULE OF COMPENSATION AMOUNT OF COMPENSATION For performing and completing all services pursuant to Exhibit "A" Scope of Services, is a total amount not to exceed $250,733 00 (Two Hundred Fifty Thousand and Seven Hundred and Thirty Three Dollars), plus reimbursable expenses which will be charged at cost II BILLING At the end of each calendar -month in which services are performed or expenses are incurred under this Agreement, Consultant shall submit an invoice to the City at the following address City of Grand Terrace 22795 Barton Road Grand Terrace, Ca 92313 The invoice submitted pursuant to this paragraph shall show the 1) Purchase order number, M. 2) Project name/description, 3 3) Name and hours worked by each person who performed services during Q the billing period, N 4) The title/classification under which they were billed, v 5) The hourly rate of pay, 6) Actual out-of-pocket expenses incurred in the performance of services, C and, 7) Other such information as the City may reasonably require Y, III METHOD OF PAYMENT Payment to Consultant for the compensation specified in Section I, above, shall be made after the Executive Director or designee determines that the billing submitted pursuant to Section II, above, accurately reflects work satisfactorily performed City shall pay Consultant within thirty (30) days there from d E s Q Page 9 of 11 Packet Pg 36 EXHIBIT "C" The Consultant shall maintain throughout the duration of the term of the Agreement, liability insurance covering the Consultant and, with the exception of Professional Liability Insurance, designating City and City including its elected or appointed officials, directors, officers, agents, employees, volunteers, or consultants, as additional insured against any and all claims resulting in injury or damage to persons or property (both real and personal) caused by any aspect of the Consultant's work, in amounts no less than the following and with such deductibles as are ordinary and reasonable in keeping with industry standards It shall be stated, to the Additional Insured Endorsement, that the 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 and City, its elected or appointed officials, directors, officers, agents, employees, volunteers, or consultants shall be non-contributory Professional Liability Insurance $1,000,000/$2,000,000 General Liability a General Aggregate b Products Comp/Op Aggregate c Personal & Advertising Injury d Each Occurrence e Fire Damage (any one fire) f Medical Expense (any one person) Workers' Compensation a Workers' Compensation b EL Each Accident c EL Disease - Policy Limit d EL Disease - Each Employee Automobile Liability $2,000,000 $2,000,000 $1,000,000 $1,000,000 $ 50,000 $ 5,000 Statutory Limits $1,000,000 $1,000,000 $1,000,000 a Any vehicle, combined single limit $1,000,000 The Consultant shall provide thirty (30) days advance notice to City in the event of material changes or cancellation of any coverage Certificates of insurance and additional insured endorsements shall be furnished to City thirty (30) days prior to the effective date of this Agreement Refusal to submit such certificates shall constitute a material breach of this Agreement entitling City to any and all remedies at law or in equity, including termination of this Agreement If proof of insurance required under this Agreement is not delivered as required or if such insurance is canceled and not adequately replaced, City shall have the right but not the duty to obtain replacement Page 10 of 11 Packet Pg 32 d E Q 2 b., 3916 Normal Street San Diego, CA 92103 6192944477 www ktua com PLA 2342 2386 2500 3734 January 18 2017 Ms Sandra Molina, Director of Planning and Development Service City of Grand Terrace 22795 Barton Road Grand Terrace, CA 92323 Dear Ms Molina, Planning safe, enjoyable and convenient active transportation comes from understanding the surrounding environment and recognizing what destinations the community needs and wants to connect Many California cities face mobility challenges and are attempting to encourage citizens to shift to more sustainable active transportation modes like biking and walking The City of Grand Terrace's Active Transportation Plan is a major step towards addressing changing mobility needs by encouraging more walking and bicycle use through safe and accessible facilities including highlighting the importance of Safe Routes to School within this context Our comprehensive approach takes into account land and mobility planning, user experience, visualization and GIS analysis With a project team composed of mobility planning traffic engineering and outreach specialists working together this Plan will address planning for a sustainable facility network connecting local destinations that can help support the mode shift goals of the Sustainable Communities Strategy (SCS) outlined in California Senate Bill 375 This Plan will strive to equitably address walking and biking, especially to and from schools While connectivity and convenience remain essential quality indicators for both bicycle and walking systems, recent research indicates that the increased accep- tance and actual practice of daily cycling requires low -stress' bicycle facilities Facility types and design interventions intended to encourage ridership among the roughly 60 percent of riders who identify themselves as interested, but concerned'tend to separate users from high volume and high speed vehicular traffic Similarly, providing suitable pedestrian facilities has been shown to result in real increases in walking I will serve as the principal in charge for this team I am KTUAs mobility team leader, a licensed landscape architect and have managed a broad variety of bicycle, pedestrian and trail master planning and design projects throughout Southern California, including projects such as recent and ongoing citywide active transportation and master planning for Moreno Valley, Temecula, Jurupa Valley Goleta and Encinitas I ve also been the project manager for various trail design segments of the Santa Ana River Trail As a landscape architect and planner, I have made active transportation a KTUA specialty In terms of the range of staff capabilities assigned to this project Joe Punsalan is our senior associate and project manager for active transportation and has conducted many plans and special studies for pedestrians and cyclists as well as providing GIS expertise He will be supported by Diana Smith, KTUA's GIS manager, who provides mapping support for many of our active transportation planning projects Jacob Leon and Juan Bonilla produce many of the graphics and 3D visualizations we count on to help people understand issues and potential solutions Both can also provide Spanish interpretation and translation services as needed for the outreach events and materials Finally, KTUA is supported by the outreach specialists of Katherine Padilla and Associates (KPA) and the traffic engineering firm of LLG, with whom we regularly partner We look forward to the opportunity to help identify the issues and solutions that will help to improve active transportation access safety and connectivity in the City of Grand Terrace I am the contact person authorized to represent the KTUA team, and my contact information is as follows Respectfully submitted KTUA PRIMARY CONTACT INFORMATION John Holloway I CA PLA, LCI l 3916 Normal Street, San Diego CA 92103 t (619) 294-4477 x133, f (619) 294-9965 I John@ktua com P9 36 Statement of Qualifications I KTUA Profile Community health concerns, air quality issues, climate change and ever-increasing ener- gy costs are among the many factors driving the desire for more sustainable growth An important component of this vision is planning that embraces complete streets Wheth- er achieved through the implementation of smart growth principles, traffic calming, universal access, or more consistent integration of pedestrian and bicycle facilities within our rights -of -way, the technical challenges must be met by making our streets complete and accessible to all users KTUA brings together land use planners, transportation planners, sustainability experts, landscape architects, GIS analysts, outreach facilitators and graphic designers to focus on creating livable communities with mobility choices KTUA has expanded the boundaries of a traditional planning and landscape architecture office by incorporating active trans- portation, land use and transportation planning and resource planning practices into our portfolio This diversity provides KTUA the ability to shape the big picture while addressing the fine-grain details that contribute to sustainable natural and built environments ACTIVE TRANSPORTATION/SAFE ROUTES EXPERIENCE KTUA provides planning and design services for projects requiring the integration of ur- ban design and transportation, including pedestrian, bicycle and transit facilities Project types include corridor master plans alignment alternatives, design feasibility, safety eval- uation, land use scenarios, urban design guidelines, sustainability best practices, active transportation strategies, transportation demand management strategies SRTS and ADA accessibility KTUA offers Customized Solutions - Experience in researching and recommending innovative facility treatments and programs for specific issues Advanced Technology- GIS computer applications for producing alignment analysis, pedestrian and bicycle suitability modeling, maps, route selection, graphic production, estimating and 3-D visualizations Integrated Plans - Expertise in pedestrian and bikeway planning and commitment to the integration of recreation, land use planning,,community design, urban design and non -motorized alternatives Safety- Pedestrian and bicycle safety factors and common collision scenarios Design Sensitivity - Professional experience with the integration of urban design ele- ments within environmentally and visually sensitive areas Qualified Plans - All plans prepared by KTUA comply with State, Federal Highway Ad- ministration AASHTO and MUTCD standards Our passion for planning and designing livable communities is evident in our actions KTUA staff members are involved in their communities from community planning groups and advisory boards to philanthropic groups and student mentoring pro- grams with the goal of effecting positive change in our neighborhoods Whot Kfnef of Cydis! Are You'' KTUAs office is located in a very walkable and bikeable neighborhood, with a goal snr«w..,aF� of more bikes on the bike racks than cars"` in the parking lot KTUA is a Gold Level Bicycle Friendly Business as designated a�..s.K. 76°'°'�'� ` by the League of American Bicyclists KTUA's efforts to promote planning and design projects that focus on complete ° �0p/J®.;, communities have been recognized by r �+R�".: •"�•—w—'"J our professional organizations such as � y tde Way uo1N�3.� 33% � ASLA, APA, ULI, APWA and SAME YEAR FOUNDED 1970 { j } ORGANIZATIONAL STRUCTURE California Corporation NUMBER OF OFFICES 1 (San Diego) ` CORPORATE OFFICERS Michael Singleton President } Kurt Carlson, Vice President a Mark Carpenter Vice President Sharon Singleton,Vice President John Holloway Secretary i Susan Cailing Treasurer I EMPLOYEES - 38 12 Landscape Architects 10 Planners 2 Transportation Planners ,6 Landscape Designers 1 Irrigation Designer 3 GIS Analysts 1 Graphic Designer 3 Accounting CERTIFICATIONS Small Business Enterprise (Metro and California Department of General Services) F SERVICES Planning Land Use (Transportation Planning } Active Transportation Planning Resource Planning Federal Planning Landscape Architecture Community Design Parks and Recreation Health Care Education Housing Hospitality Office and Retail � M I N N SUPPORT SERVICES j i ' Public Outreach J GIS 3D Modeling and Simulations Sustainable Design I Water Management I Grant Wnting I CITY OF GRANDTERRACE I Active Transportation Plan Packet Pg 38 2-b Statement of Qualifications I Linscott Law & Greenspan I Katherine Padilla & Associates FIRM PROFILE Linscott, Law & Greenspan, Engineers (LLG) provides transportation planning traffic engineering, parking consulting, and design services Since our founding in 1966, in excess of 10,000 engagements have been completed involving a wide variety of projects throughout the United States and overseas, however, the core of our practice is in Southern California LLG's specialties include Traffic Planning and Operations Studies Traffic Impact Studies 2D & 3D Traffic Simulation Site Access and Circulation Shared Parking Demand Forecasting Parking Design and Planning Roundabout Analysis and Design Traffic Signal Design Traffic Signing and Striping Design Construction Zone Traffic Control Plans Preliminary/Conceptual Engineering Complete Streets Consultation Multi -Modal Planning Traffic Calming Mixed -Use Trip Generation Mobility Studies Pedestrian/Bicycle Planning Transportation Master Planning Planning Commission & City Council Presentations Local Planning Group Presentation Integration of Alternative Modes Traffic Studies and Specific Plans for EIRs General Plans Transportation Demand Management Congestion Management Program (CMP) (TDM) Analysis LLG is a well -respected firm of medium size, comprised of ded- icated professionals who serve our clients on a wide variety of traffic and transportation issues LLG Principals and Senior Staff are recognized experts in these practice areas and possess pro- fessional registration in Traffic Engineering, Civil Engineering or both Our diverse experience and expertise enables us to provide services to both public agencies and the private sector Project organization is structured so that Principals and Senior Staff main- tain direct involvement from project initiation to completion A quality and successful outcome is LLGs primary objective Since 1994, Katherine Padilla & Associates (KPA) has been pro- viding advice and guidance to public agencies on successfully.,;,„ �n.sP.cerx g r,#.owG,� a r awa9.ar.�s.amr Caq�t�gar engaging stakeholders and their communities KPA assists clients in gathering community information that helps inform deci- sions and enables a project to successfully move forward With their educational background and experience in marketing research, strategy and communications, KPA staff has the ability to provide community relations and communications programs in a cost-effective results -driven manner KPA is distinguished by its unique combination of multidisci- plinary'soft skills and technical expertise Their seven -person staff has unusually rich, multidisciplinary proficiencies that include a deep knowledge of planning, design, engineering and construction based on years of hands-on experience and formal education The breadth of our experience enables KPA to communicate effectively with the technical team, and assist the community and their elected representatives in understanding complex technical issues KPA's training in mediation/negotiation and their highly -devel- oped skills in facilitation enable them to identify blind spots and avoid group -think Their approach prompts fresh insights and ideas with which to resolve complex multi -stakeholder, multi -agency challenges They are also experienced with facil- itating highly sophisticated community dialogues that enable a respectful, balanced exchange of ideas, even when there are significant differences of opinions Public input process design and facilitation services offered by KPA Community meetings, interactive workshops design, logistics, graphic recordings, summaries of community input Community research via focus groups and interviews Community outreach and public information campaigns Proactive issues management (early identification, manage- ment and resolution) Branding and graphic design, including collateral devel- opment and electronic versions of fact sheets, brochures, newsletters, presentations, and flyers Website design and multi -media production, including video, still photography live internet streaming for community meetings and speaker summits Social media strategies, including webinars and blogs Media outreach, press releases and press kits Katherine Padilla & Associates is certified as a WEE, DBE, SBE, and MBE business with offices in Pasadena and Del Mar, CA co N N a Y I R h 0 a 0 IL IL F- Q c m E t 0 ca Q CITY OF GRAND TERRACE I Active Transportation Plan Packet Pg 40 2=b Understanding of the Project Improving neighborhood connectivity Grand Terrace's loose grid development pattern works well for dispersing traffic vehicle but the large city block arrangement with interior cul-de-sacs can create barriers for other forms of transportation like bicycling and walking Remedies are likely to be costly and therefore receive little initial support, unless their value can be clearly expressed Well connected non -motorized transportation facilities like bicycle paths need to be presented as a way to provide mobility choices for all, notjust drivers, and notjust as a recreational asset Improved non -motorized con- nectivity can also be viewed as a quality of life and even a family value issue since being able to safely access schools, parks and shopping can encourage parents to perform more activities as a family iri a healthy manner, instead of automatically reaching for the car keys CITY Of GRAND TERRACE ( Active Transportation Plan Balancing traffic flow with traffic calming and multi -modal access A number of single drive alone trips occur into and out of Grand Terrace every day due to lack of regional bicycle connections and somewhat isolated location Although a goal of the project will be to lower these trips, they still will be a large percent- age of all trips, even with the best transit, walking and biking improvement projects As such balancing the safety of vehicles bicyclists, pedestrians and transit users around the City will still need to be a priority Public safety, however must take prece- dence If a goal is to get more people to walk, ride and take transit then safety must be improved Finding the right balance will be a project challenge Local Connection to the Santa Ana RiverTrad The Santa Ana RiverTrail (SART) provides a regional connection to other cities in San Bernardino and Riverside Counties Be- cause the SART connects to the Pacific Ocean through Orange County, this multi -use path has become an important regional non -motorized corridor However, the City lacks a local connec- tion to the SART With this important multi -use trail nearby, it will be imperative to make connectivity a priority KTUA Experience I City of Goleta Bicycle and Pedestrian Master Plan Bi Tr Pe 3eske3 i; Ny Aer Ptah We Want Your Input[ i€ra Cihf ct C�6n. w iz kingr atf a V—,-1-Ail tUatzr PUn to IM411 Dada ftew f,�7 knr, 'M t4xn clad Uegttutsesa.ntx strS, as gala ma"tou avi attr5a aurs«i o-amr_&. , The Bicycle and Pedestrian Master Plan for the City of Goleta is a city-wide planning effort that once completed, will guide future walking and biking facility improvements KTUA was tasked to lead this planning effort and complete the following Collect and analyze existing data previous and on -going planning projects Conduct community workshops and stake holder meetings, including two pop-up events, two community workshops and technical advisory committee meetings Create an online and paper survey that can be distributed throughout the city Create an online map that allows the public to comment on areas of conflict Complete extensive field work throughout the city, including walking and biking throughout the city, especially at areas of conflict Develop a project prioritization process that includes GIS data, workshop comments, online map comments, survey data and previous planning efforts research Create a master plan document that can be adopted by the city The main challenge for the BPMP was to make sure the community outreach process and participation was as thorough as possible The City of Goleta wanted to make sure that the public was aware of the project and that they would have many opportunities to provide input To address this challenge, this team developed several tools and re- sources for the City to review and distribute to its people The outreach process included phone calls emails press releases through the City -managed Monarch Press online newsletter online and paper surveys, an online map and two pop-up'workshops The pop-up'workshops that took place at the heavily -attended Lemon Festival and the Sunday morning Farmers Market were successful because it allowed the team to intro- duce the project to the public and get initial input from a large number of people in a short period of time In addition, the team distributed postcards that directed people to the online survey and map, and urged them to keep an eye out in the Monarch Press for upcoming workshop announcements The team's diverse outreach toolkit was instru- mental in addressing the city's concern with completing thorough community outreach The BPMP is a unique planning effort because the City of Goleta has already completed several bicycle and pedestrian projects throughout the city This planning effort was for analyzing a city that severely lacked facilities rather one that sought to close gaps in their facilities network and/or improve existing facilities Closing gaps and looking for im- provements is the reason why the community outreach process was so important to the City Having the community guide the pedestrian and bicycle improvements and point out the issues and gaps was crucial S�^ pknx CLIENT City of Goleta James Winslow t 805 961 7577 e jwinslow@atyofgoleta org STATUS Ongoing 2017 SERVICES Active Transportation Planning Community Engagement I KTUA KEY PERSONNEL ' John Holloway Jacob Leon ! Diana Smith Cl) N N a Y I v, 0 c 0 (L a Q m E s Q CITY OF GRANI)TERRACE i Active Transportation Plan Packet Pg 44 ,2b KTUA Experience I County of Riverside Santa Ana River Trail This project addresses a seven mile segment of the 75-mile Santa Ana RiverTrail system " " -" — — `y ',- ' -- __`- __ 1 CLIENT that will connect the Pacific Ocean with the San Bernardino National Forest The project k 'j County of Riverside Regional Parks defines both natural surface trail and paved paths along the river corridor in Riverside and Open -Space District 1 County from the Orange County border through the cities of Corona, Norco and East- Marc Brewer vale Significant portions of the corridor lie within Army Corps of Engineers and Orange t 951 955-4316 County Water and Flood Control District jurisdictions ', e mbrewer@rivcoparksorg While an earlier concept plan addressed portions of the corridor, significant segments remained undefined, especially on agency properties and areas affected by substantial floodplain and slope constraints The scope therefore includes trail and amenity design in these areas, as well as associated staging areas, overlooks and neighborhood connec- tions Now that a preferred alignment has been agreed upon, construction drawings are being prepared KTU+A maintains design oversight of the entire project Since so much of the corridor lies within agency jurisdiction, outreach and coordination with the Army Corps of Engineers, Orange County agencies, Riverside County and the cities is significant The preferred trail and bikeway alignment will minimize impacts to the river, river -related habitat, wildlife corridors, flood control and other facilities, as well as to Corps of Engineers and Orange County agency operations, while maximizing trail user experience The study identifies existing and proposed connections to the Santa Ana RiverTrail from adjoining cities, bikeways, parks and residential areas within Riverside County and the cit- ies, as well as evaluating potentialrconnectmg trail and bikeway alignments proposed by Riverside and Orange Counties The study includes recommendations to improve these connections, as well as mitigations to reduce or eliminate any constraints ti STATUS f Ongoing 2017 w SERVICES s' Trail Design KEY PERSONNEL } John Holloway ' Tim Henderson s RELATED PROJECTS County of San Bernardino Santa Ana gRiverTrail Pliase 4, h County of Orange Santa Ana River 1 Parkway M N T N Q f- Y I N 0 c. 0 IL IL Q c m E s �a Q CITY OF GRAND TERRACE I Active Transportation Plan Packet Pg -46 KTUA Experience I City of Chin® Bicycle and Pedestrian Master Plan i The Chino Bicycle and Pedestrian Master Plan is the City's first active transportation plan and serves as a guide for the implementation of a network of quality bicycle and pe- destrian facilities to improve mobility and connectivity, increase transportation options improve public health and physical activity enhance recreational opportunities, reduce environmental impacts of the transportation system and enhance the overall quality of life for the Chino community The plan proposed improved and expanded pedestrian and bicycle facilities (including parklets) with a focus on improved connectivity within the City The plan ensures that pedestrian and bicycle networks provide direct connections between major activity centers minimize conflicts with other modes of transportation and improve bicycle and pedestrian access and safety to schools and public transportation stops The final plan included a prioritized list of pedestrian and bicycle projects identified through the stakeholder and outreach process The final plan also addressed the six'Es of bicycle planning, design guidelines, bicycle and pedestrian toolkits and a comprehen- sive funding section to assist the City in applying for grants An additional task was to develop a conceptual design for a top priority project to make it grant ready a z I n � M N 04 I f Q n9 I Y nmg � I is ment ! C ! CL � o a CLIENT ' City of Chino Michael Hitz 909 334-3448 mhitz@atyofchino org STATUS Completed 2016 SERVICES Bicycle Master Planni Pedestrian Master Pla GIS Analysis Community Engage Spanish Translation t KEY PERSONNEL Joe Punsalan Jacob Leon CITY OF GRAWTERRACE ( Active Transportation Plan I Packet Pg 48 KTUA Experience I City of San Clemente Bicycle and Pedestrian Master Plan The City of San Clementes Bicycle and Pedestrian Master Plan analyzed the existing bike and pedestrian network and identified recommendations and implementation tools to create a safe connected, and consistent system within the city It also created connec- tions with the existing system of regional bikeways in the southern Orange County area The plan recommended additional programmatic improvements, particularly programs and policies related to education encouragement, enforcement, evaluation and plan- ning to encourage more people to ride or walk, as an alternative to driving The educa- tion and outreach programs were designed for implementation by the City, the school district volunteers and the Orange County Sheriff's Office Plan recommendations addressed hilly terrain and significant grade changes, connec- tions through Interstate S interchanges, existing informal pathways low volume streets without sidewalks access to the beach, bicycle parking employment site amenities education programs for drivers and cyclists and Safe Routes to School programs The recommendations were based on public input, coordination with city departments and community groups, as well as best practices employed by agencies around the country Recommendations were in accordance with the American Association of State Highway and Transportation Officials (AASHTO) Guide for the Development of Bicycle Facili- ties and the Manual of Uniform Traffic Control Devices (MUTCD), among others Substantial sections of the Los Angeles County Model Design Manual for Living Streets were also incor- porated The plan satisfies the requirements of the California Bicycle Transportation Act (BTA, 1994) With Caltrans approval, this certifies the city's eligibility for state -distributed bicycle facility funding Plan implementation will be multi -faceted and long-term Besides the adoption of goals and policies, the plan includes the implementation of programs and the pursuit of proj- ect funding through the City s capital improvements project process and grants OCity of San Clemente Railroad Trails Recommended Bicycle Facilities e" Class 1 Bike Path Class 2 Bike Lane Class 3 Bike Route Existing Bicycle Facilities Class 1 Bike Path Class 2 Bike Lane 0010— Class 2 Bike Lane (One Side only) Class 3 Bike Route ', Beach Parks Schools W� Golf Courses Open Space ® Parks CLIENT City of San Clemente Cliff Jones Associate Planner 949 361 6186 jonesc@san clementeorg STATUS Completed 2013 SERVICES Bicycle Master Planning Pedestrian Master Planning Safe Routes to School Planning Community Engagement GIS Analysis KTUA KEY PERSONNEL John Holloway Joe Punsalan AWARDS J APA Orange County Section Honor j Award APA California Chapter Honor Award I i CITY OF GRAND TERRACE I Active Transportation Plan Packet Pg 50 KTUA Experience I HUD Guidelines for Creating Walkable and Dikeable Communities KTUA created a set of guidelines for elected officials, planning staff, community organiza- tions and other interested parties to promote and create bicycle and pedestrian friendly neighborhoods and communities The guide includes solutions tailored to small and mid -sized cities (population <200,000) throughout the nation, particularly those with a high percentage of low and moderate income (LMI) individuals The guidelines are graphically -rich and accessible to a range of users Key components include a discussion of the benefits and barriers of walking and biking a community self -assessment tool a planning process guide, design guidelines for land use streets, intersections, bikeways and pedestrian facilities, an implementation guide, and case studies showing real world examples of pedestrian and bicycle improvements in com- parable communities To ensure the guidelines reflect best practices and the diversity of intended users a Review Committee — comprising nationally renowned planning experts — provided project oversight A comprehensive community self -assessment tool was devised for guideline users to evaluate their community's walkability and bikeability The tool's greatest strength is its inclusion of a menu of data collection and assessment approaches that allows guideline users to select methods based on level of effort and resources required This makes the guidelines accessible to a range of users and agencies irrespective of level of sophistica- tion and/or capacity The design guidelines use 3D models, images and other graphics to demonstrate com- plex concepts in particular the coordination of different design elements required to create walkable and bikeable places Design guidelines are presented as succinct written directives identified by unique codes (eg BG-4), and supported by 3D models illustrat- ing the concepts These codes are intended to simplify implementation and facilitate the funding processes _-- - -- r_ _ __ - —__ _ , __ 4- CLIENT 1 ° v U S Department of Housing & Urban y Development Q Luis Borray Contract Manager I 202 708 4370 x5889 i r� } 04 luisfborray@hudgov i V_ I N STATUS Q Completed 2016 KTUA KEY PERSONNEL Mike Singleton p t Juan Alberto Bonilla C Jacob Leon r _ f Q CITY OF GRAND TERRACE I Active Transportation Plan Packet Pg 52 KTUA Experience I SANRAG Safe Routes To School Phase II The SANBAG Safe Routes to School Phase II Plan is a regional planning effort to collect and analyze infrastructure and program data for 55 schools within the County of San Bernardino in correspondence with National Center for Safe Routes to School This plan- ning effort provides guidance to establishing Safe Routes to School plans, programs and priority projects KTUA was part of a team that worked together to achieve the following Conducted walk audits at 55 schools across participating cities within the County of San Bernardino, not originally included in Phase I KTUA conducted walk audits at 13 schools (ten elementary schools, two middle schools and one high school within the Ontario -Montclair, San Bernardino, and the Morongo School Districts) and hosted an event at California State University San Bernardino Created a survey for students and staff that asked questions regarding their commute experience to and from the university Analyzed data collected during Phase I as well as data from new participating cities Evaluated existing infrastructure conditions for the schools prior to the walk audits Created walk audit maps and outreach materials including table maps, walk audit maps, flyers and signage Summarized and analyze data collected at walk audits Created summaries for each of the schools Developed recommendations for each of the schools The three main challenges associated with the walk audits and outreach events were Gaining support and participation from the school district and the principals for each of the selected schools Completing the walk audits in a timely manner that worked well with each of the schools unique schedules Ensuring the highest quality and quantity of walk audit participation and data collection CLIENT SBCTA # Josh Lee ° (909) 884-8276 i , jlee@sanbag ca gov STATUS Ongoing 2017 v SERVICES - SRTS Planning Community Engagement KTUA KEY PERSONNEL Joe Punsalan Jacob Leon Kristin Bleile Juan Alberto Bonilla This Safe Routes to School plan had several unique features associated with it First and foremost, was the clear distinction between the high desert cities and schools in contrast to the schools in the urbanized region of San Bernardi- ? r, r no County The schools in the Morongo Unified School District had several issues and needs f `£ that were different from the other schools a ° ry�rki I i24I F, The varying desert landscape sparse land use development and street network contrasted greatly to the suburban gridded land use de- velopment and street network of the schools in the western region of the County m E U Q E CITY OF GRAW TERRACE I Active Transportation Plan w 2b Experience I Katherine Padilla & Associates Pacific Electric Right Of Way/West Santa Ana Branch Corridor Alterna- tives Analysis (AA) Southern California Association Of Governments, Southeast Los Angeles County And Orange County, CA 2010 —2012 KPA served as Community Outreach for the prime consul- tant to identify the locally preferred transportation strategy to reconnect Los Angels and Orange Counties via the Pacific Electric Right of Way (West Santa Branch), a 20-mile corridor The Southern California Association of Governments (SCAG) is the project sponsor, in collaboration with Los Angeles County Metro and the Orange County Transportation Authority (OCTA) KPA principal Katherine Padilla serves as project manager with KPA's Thelma Herrera as assistant project manager Padilla was directly responsible for conducting outreach and graphic design of all outreach materials At the outset, Padilla facilitated a strategy session with staff and team members col- laboratively identifying key messages to communicate project benefits She also established a public -input process that aligns all outreach and public -input activities —including Technical Advisory Committee (TAC) and Steering Committee Meet- ings (SC) —with technical project milestones KPA conducted research with the SCAG project manager, defining key opportu- nities and project challenges In partnership with the SCAG project manager KPA interviewed more than 55 stakeholders and elected officials from more than 23 cities and agencies involved in the transit study Next, they compiled the findings to identify and prioritize issues commu- nity values, challenges, and opportunities At present, KPA is also assisting in the planning and execution of TAC and SC meet- ings, providing written meeting summaries KPA created and maintains a project database to track issues and concerns while working with the team to seek solutions KPA also participated substantively in more than 30 legislative briefings Katherine Padilla and Thelma Herrera developed and imple- mented strategically targeted Community Outreach Plans for Los Angeles and Orange Counties and all 21 project cities In addition, KPA contacted and engaged elected officials, city staff (including city managers, public works directors, public information officers and city commissioners), corporations chambers of commerce environmental justice advocates, transit advocates recreational advocates service organizations, community -based organizations, and groups that represent eth- nic -minority interests KPA also wrote and designed fact sheets, e-newsletters social media (including Twitter and Facebook posts) and press releases to communicate project updates, reinforce project benefits and promote participation in more than nine community meetings Finally, KPA provided logistical support for community meetings from handling the planning and execution to facilitating group discussions and meeting summary and results input Figueroa Corridor Streetscape Project (MYFIG) -2013 KPA was the lead outreach consultant for Figueroa Corridor Streetscape Project (MYFIG) Our goal was to educate and promote benefits of the complete street planning" and engage participants from all walks of life This streetscape project incorporates Figueroa Street from 7th Street in downtown Los Angeles, to 41 st Street,lust south of Exposition Park, 11 th Street from Figueroa Street east to Broadway in the,South Park neighborhood of downtown Los Angeles, Martin Luther King Jr Boulevard from Figueroa Street west to Vermont Avenue, on the south edge of Exposition Park, and Bill Robertson Lane, from Exposition Boulevard south to Martin Luther King Jr Boulevard In total roughly 45 miles of corridor are addressed that extends from Figueroa and Seventh Street to South LA This three and a half mile stretch of Figueroa Street through Downtown Los Angeles and into South Los Angeles is without question one of the most important spines in the city The Figueroa Corridor is home to some of LA's most notable landmarks and destinations both recent and historic In addition, the corridor passes through a series of interesting and diverse neighborhoods and districts It includes entertainment, corporate and commercial centers at its Northern end, is direct- ly adjacent to and near university campuses as well as major public parks, civic and school destinations at its Southern end The enhanced Figueroa Corridor will be the unifying element that links these places both physically and atmospherically This project has the ability to elevate these facilities and landmarks to create a place and an experience of linked destinations that is more than lust the sum of their parts (Source MYFIG Streets - cape Fact Sheet, March 2013) KPA developed an outreach plan and conducted outreach activ- ities which resulted in attendance of more than 175 community members and stakeholders at the Final Community meeting on April 9, 2013 Strategies included outreach to Federal, State, and City Elected Officials and Commissioners Neighborhood Councils, Business Improvement Districts (BIDs), and Other Key Stakeholders Elementary Schools, High Schools And Institutions Of Higher Learning Major Employers KPA posted meeting notices and conducted door to door field visits KPA also wrote a final outreach report documenting all activities and follow-up conducted 4�tt1]IYYh.ci4NZLa4 4+«iq hmab5 Packet Pg 56 Q CITY OF GRAND TERRACE I Active Transportation Plan Project Management I Team Organization Katherine Padilla & Associates Sam Gennawey Outreach Facilitator yy" g { k Thelma Herrera l Outreach Coordinator {' KTUA Staffing Plan City of Grand Terrace <I(TUA p 7,k Linscothaw & Greenspan y Jaob L`e`"on h 14 Ked Maberry Mobility,Planner/Interpreter`'vY-_#;;� PnnapalTransportationEngmeer `z • >. ZawwarSaryed �KrstintBlede£ s; r `'r GISAnalysfix�'r`� `„ SeniorTransportation Engineer s luangAt berto Bond)n M '-K C Yellapu <'Planner%#nterprete`r r ` i Transportation Engineer k - i Erika Carmo yTransportation Engineer I, ! KTUA utilizes the Resource Planning module of DeltekVision 6 for weekly staff scheduling allowing us to accurately schedule staff resources with the appropriate experience to meet proj- ect deadlines Staffing responsibilities include the following 1 The assigned project manager is involved in the review of the scope the preparation of the fee and the contract negotiation 2 The project manager works with the client to develop and validate the overall goals and objectives of the project as well as identify project issues requirements, budgets, milestones, deadlines and design parameters CITY Of GRAND TERRACE I Active Transportation Plan 3 A project schedule is developed by the project manag- Q er indicating all submittals and review periods The QC � s manager reviews the schedule to assure that adequate I time has been allocated for implementation of the qual- I '✓ ity control process, including review and coordination of a consultant work and corrections and revisions identified Y in the QC process 4 The KTUA policy is to assign a team of experienced 70 °a professionals that stay,with the project from concept ° through completion ensuring seamless integration from as one phase to the next Q Key KTUA personnel are available for the duration of the project' m Key staff will not be removed or replaced without the prior con- OE sent of the City of Grand Terrace a M -1 Packet Pg 58 2-b' " KTUA Key Personnel I John Holloway, Principal Mobility Planner Combining his interest in outdoor activities with his professional planning and design background, John provides both technical and functional expertise in pedestrian, bicycle and trail planning and design John combines his daily bicycle commuter experience with knowledge of the critical components of successful circulation systems Much of his recent volunteer work has been directed at developing antidotes to the decades -long reduction in outdoor activity and the resulting childhood obesity epidemic, especially attracting kids and their parents back to the outdoors with age -appropriate activities and facilities that appeal to their sense of fun and adventure City of Eastvale Bicycle Master Plan Project manager and mobility planner for the City of Eastvale's first Bicycle Master Plan Project scope emphasized agency and public participation, needs and demand anal- ysis, developing a citywide bicycle network and implementation plan and a menu of supportive programs Because this was their first plan and the "state of practice' in bicycle planning is rapidly evolving the final document utilized 3D models, maps, photographs and other graphics to illustrate proposed facilities and concepts, which were also used for the community workshops and other outreach Reflecting Eastvales active and con- nected residents, an online survey generated over 500 responses and comments City of Moreno Valley Bicycle Master Plan Project manager responsible for the preparation of a city wide bicycle facilities master plan Tasks included analyzing recreational and commuter facility requirements, as well as identifying potential connections between transit modes and important destinations, such as Lake Perris Process included evaluating existing roadways and bicycle facilities using conventional field techniques as well as GIS for mapping and bicycling suitability modeling an on-line survey and two community meetings Plan includes general design and engineering guidelines for new facility development, as well as education and en- couragement programs and policies City of Temecula Multi Use Trails and Bikeways Master Plan Project manager and mobility planner responsible for a city-wide bicycle and trails mas- ter plan update Tasks included analyzing recreational and commuter requirements, as well as identifying potential connections between transit modes and important destina- tions, such as Old Town Project process included updating the existing plan based new- er planning decisions, evaluating existing facilities, employing geographic information systems (GIS) for mapping and suitability modeling a web site with an online survey and community meetings Plan includes updating design guidelines for new facility develop- ment, as well as education and encouragement programs and policies City of San Clemente Bike and Pedestrian Master Plan Project manager and mobility planner for the City s mobility master plan, funded in part by a Kaiser Permanente Foundation healthy initiatives program The goal was to increase bicycle and pedestrian use and foster healthier lifestyles Recommendations included design standards and bicycle and pedestrian system enhancements Developing a Safe Routes to School program for all of the city's elementary schools was another compo- nent which involved creating worksheets, maps and facilitating training walk audits for parents students and administrators County of San Bernardino Santa Ana RiverTrail, Phase 4, San Bernardino, CA Project manager for the development of preliminary trail alignments for Phase Four of the Santa Ana RiverTrail This trail will connect the planned Phase Three alignment through the Cities of Redlands, Mentone, Highlands and the County of San Bernardino to the existing Santa Ana River trail system Using GIS and environmental data, the team developed a preferred alignment with multiple alternatives ranging from multi -use paths along the river to bike routes on existing streets as interim facilities pending needed EDUCATION Bachelor of Science in Biology University of North Texas Denton Texas, 1982 Master of Landscape Architecture Texas A&M University College Sta tion Texas 1988 REGISTRATION State of California Landscape Archi tect LLA 3734 ' League of American Bicyclists Cery fied Instructor #2008 AFFILIATIONS American Society of Landscape Architects Association of Pedestrian and Bicycle i Professionals San Diego County Bicycle Coalition 5 San Diego Mountain Biking Association RECOGNITION 2016 California Trails & Greenways Merit Award Box Springs Canyon Comprehensive Trails Master Plan 2015 APA Orange County Section Honor Award and APA California Chapter Honor Award San Clemente i rBicycle and Pedestrian Master Plan 2014 APA San Diego County Section } Honor Award UCSD Bicycle and I wJ M Pedestrian Master Plan 3 Q co N a Y I is rn 0 a 0 L a a Q c m s 0 Q E acquisitions CITY OF GRAND TERRACE I Active Transportation Plan Packet Pg 60 LLG Key Personnel KEIL MABERRY, P E Principal Traffic Engineer Mr Keil D Maberry has over 25 years of experience in the preparation of transportation planning analysis, traffic impact studies and parking studies He is a licensed Traffic Engineer in the state of California Mr Maberry holds a Bachelor of Science in Civil Engineering from the University of Maryland He has extensive experience in the preparation of traffic impact studies for a variety of land uses, site access and operational plans, simulation studies parking studies traffic and parking management plans, school operational plans and suggested route to school plans In addition Mr Maberry has provided on -call traffic and transportation engineering consul- tation services to the City of Corona City of Irvine and the City of Dana Point Prepared EIRTraffic Impact Analysis report for the 458-acre DOS LAGOS MASTER PLAN mixed -use development in Corona California consisting of residential, commercial and entertain- ment retail with Lifestyle Center, golf resort, business park, and light industrial/R&D condominiums Provided Site Planning Design Consultation and study of project Internal Circulation for each of the individual development areas within the Dos Lagos Master Plan Prepared Signing & Striping and Traffic Signal design plans, including ATMS improvements, for the roadways and intersections along the Temescal Canyon Road and Weirick Road project frontage PROFESSIONAL REGISTRATION Professional Engineer CA Registration TR 1802 EDUCATION B S Civil Engineering University of Maryland PROFESSIONAL EXPERIENCE Traffic Engineer Linscott Law & Greenspan 20 years 1' PROFESSIONAL MEMBERSHIPS Institute of Transportation Engineers American Society of Civil Engineers I Urban Land Institute 4 AREAS OF PROFESSIONAL COMPETENCE Traffic Forecasting and Impact Analysis Reports iTransportation Planning and Site Design Consultation i Mixed Use Parking Demand Studies Conceptual Improvement Plan Preparation Traffic and Parking Field Studies ! Traffic Signal Design Traffic Control Signing and Striping Plans Suggested Route to School Plans CITY OF GRAND TERRACE I Active Transportation Plan ZAWWAR SAWED, P E Senior Transportation Engineer Zawwar Saiyed is a licensed Traffic Engi- neer in the state of California He earned his Masters of Science in Civil Engineering from the University of Arizona, Tucson and has over 15 years of experience working on traffic engineering projects through- out the Southern California region Mr Saiyed has extensive experience in the preparation of traffic impact studies for a variety of land uses, site access and operational plans parking studies, parking management plans, and experienced in utiliz- ing Highway Capacity Software, TRAFFIX, Vistro and Synchro His expertise in traffic engineering helps LLG continue its tradition of excellence in the region Project Engineer responsible for providing traffic planning sup- port to the amendment for the Downtown Revitalization Specific Plan for the City of Corona The Specific Plan area includes approximately 395 acres and generally consists of commercial corridor along Sixth Street The City of Corona and the Redevel- opment Agency of the City of Corona received a Caltrans Com- munity Based Transportation Planning Grant to amend the Spe- cific Plan to support livable and sustainable community concepts The Grants focus is the coordination of transportation and land use planning projects that encourage community involvement and partnership The Specific Plan amendment will readdress area design concepts and requirements for pedestrian/bicycle%transit linkages, affordable housing recycled water, economic develop- ment infill development, infrastructure improvements mixed use development and will update graphics and overall community revitalization of the downtown core area Deficient and obsolete requirements will be removed and replaced with new require- ments based on more recent studies conducted PROFESSIONAL REGISTRATION +, Professional Engineer CA Reg istration TR 2525 j EDUCATION M S in Civil Engineering University of Arizona l PROFESSIONAL MEMBERSHIPS Institute of Transportation Engineers American Society of Civil Engineers r AREAS OF PROFESSIONAL COMPETENCE Traffic Impact Analysis Reports Transportation Planning and Site Design Consultation Sight Distance Analyses Trip Generation Studies Regional and MultimodalTransportatlon Plans I Transit Planning Packet Pg 62 CO) N N a D F- Y 1 �a w 0 Q. 0 a` IL 1— a m E .c v Q J Katherine Padilla & Associates Key Personnel SAM GENNAWEY Outreach Facilitator Sam Gennawey led over 130 projects in 14 years of experience as an urban planner He successfully facilitated more than 750 public meetings, and is a highly effective consensus builder and communicator He has extensive experience with long-range policy documents, as well as in Transportation Plans, General and Specific Plans, Design Guidelines, and Strategic Plans He has demonstrated ability to work with municipalities and the private sector to forge strong working relationships and partnerships with com- munity stakeholders He has authored two books on urban design and its meaning to the human spirit and contributed to others Sam is currently working with KTUA on the community engagement programs for the City of Santa Ana Complete Streets Plan and the City of Goleta Bicycle and Pedestrian Master Plan, and worked with KTUA on the City of Desert Hot Springs Bicycle and Pedestrian Master Plan City of Santa Ana Main Street/Transit Zone and Central Complete Street Plans With KTUA, Sam Gennawey facilitated Community Advisory Group meetings and com- munity meetings Antelope Valley Transit Authority Comprehensive Operational Analysis and Ten Year Plan Served as a facilitator Assisted in conducing field -based research consisting of one-to- one interviews and small group interviews at Palmdale and Lancaster Transit Centers Facilitated focus groups and interviewed individuals and small college students on campuses and at several transit centers City of Glendale Rlverwalk Member of Outreach Team Facilitated community meetings, conducted outreach/ made presentation to neighborhood councils chambers of commerce and community organizations LA County Devil's Gate Reservoir Sediment Removal and Management Plan EIR Serving as deputy Project Manager for Community Outreach, responsible for overseeing all aspects of the community outreach program provided strategic advice for the public presentations, facilitated community discussion and public hearings LAC+USC Medical Plan Master Plan Serving as project manager for this project involving 100 acres of county owner land surrounding the historic General Hospital Provided presentations to neighborhood councils chambers and other key stakeholder groups facilitated community meetings, assisted in designing and facilitating interactive, iterative'workshops, developed meeting summaries and analyzed results of input and implications for the project Metro Eastside Stations Access Program Serving as deputy project manager for outreach, providing presentations to stakeholder groups, support community advisory meetings, and public meetings, providing strategic advice on appropriate messages to best convey project benefits Ommtrans San Bernardino E Street Rapid Transit Corridor Project (SBX) Designed the strategy and implementation of a broad based education and input pro- gram that led to the Federal funding of the first Bus Rapid Transit line in San Bernardino County, helped integrate this transit system into the General Plans for the cities of Rialto and Rancho Cucamonga CITY OF GRAND TERRACE I Active Transportation Plan EDUCATION I BA Liberal Arts with a concentration l in Urban Planning DePaul University Chicago MAIn7w Lknssvy-4atba�•'m��d'i S&ewca 4w:.ecW Packet Pg 64 M N T_ Q D F- Y I �a 0 0. 0 L n. a F- Q m E s ca Q Methodology I KTUA Visualization Toolbox Conveying complex ideas requires clear communication Visu- alization can provide that clarity through accurate efficient and defensible methodology Planning and landscape architectural projects can require mul- tiple visualization scales, but not all projects demand the same level of detail, nor do they require the same visualization tools KTUA utilizes the latest technology and techniques available to inform decision -makers public officials or concerned commu- nity members with multiple industry -standard applications like ESRI s ArcScene, Googles SketchUp, and 3D Nature's Visual Nature Studio (VNS) Geographic Information Systems (GIS) Utilizing real -world coordinates, GIS provides a fast and accurate means to visualize landform and building mass through the use of relatively simple models to evaluate project size and config- uration GIS is a flexible format that supports combining data with spatial features and supports other visual effects spatial analyses, including building -related studies of shadow casting, open space assessment and air corridor delineation SketchUp Modeling Sketchups power lies in its flexibility Built environment virtual models can be created relatively quickly, including basic ani- mation Such Sketchup models are frequently used to support community understanding of visual impacts These models can be stand-alone products or further enhanced through render- ing with plug -ins for more photorealistic lighting and textures, or exported to other more sophisticated modeling applications Photo simulations KTUA has found that visual simulations are a very effective tool for illustrating how proposed project elements may impact their community Renderings of the 3D application products described above can also be produced as layered photo -sim- ulations that more clearly illustrate the impact of successive project phases CITY OF GRAND TERRACE I Active Transportation Plan go Packet Pg 66 co N e- CIA H Y I N 0 a. 0 a a H r c m E c� ff Methodology I KTUA Community Engagement Toolbox pants to identify a variety of scenarios At the end of the workshop, the federal staff had a tested set of alternatives to take back to their supervisors and staff for further discussion and evaluation This type of'real-time format was very successful - workshop participants were able to immediately see their input incorporated into the alternatives, and the dis- cussions were very open and productive Publicizing workshops and community meetings is always a challenge Different out- reach methods work in different communities and demographics By utilizing a wide range of tools including social media websites, emails, door-to-door distributed flyers, and personal invitations in the predominant community languages, KTUA reaches as many potential stakeholders as possible KTUA has facilitated more than 100 workshops for projects such as City of Coronado Bicycle Master Plan City of Desert Hot Springs Bicycle and Pedestrian Master Plan City of Santa Ana Complete Streets Plan City of Moreno Valley Bicycle Master Plan City of Eastvale Bicycle Master Plan City of Chino Bicycle and Pedestrian Master Plan City of Temecula Multi -Use Trails Bicycle Master Plan and Sidewalk Inventory Salinas River Trail Master Plan Lemon Grove Main Street Promenade Carmel Valley Community Park Cabrillo Heights Neighborhood Park Leo Carrillo Ranch Historic Park Master Plan Breen Park Centrum Park Sunshine Berardini Park Master Plan Fiesta Island Park Master Plan Southcrest Trails Park La Mesa Parks Master Plan Salt Creek Community Park Master Plan Typical Workshop, Charrettes and Meetings ' Workshop 1 - discuss project goals ° objectives and schedules identify existing conditions site opportu- nities and constraints and project 1 programming Workshop 2 - refine preferred alter- J native discuss master plan recom mendations Workshop 3 master plan presen- tation discuss implementation and { phasing strategies � _err ry i 1lt 0 O ' C^'.. U 0 Inc� L Ky pA o Q �N � #J f w s t M �`y2F N CITY OF GRAND TERRACE I Active Transportation Plan Packet Pg 68 " 2b Approach + Budget I Scope of Mork TASK 1 PROJECT MANAGEMENT Before all tasks begin, a kick off meeting will be scheduled with designated City staff pertinent stakeholders, consultant team and grantors The purpose of the kick-off meeting will be to es- tablish communication protocols, discuss goals and objectives, review the scope of work begin data collection and initiate dis- cussion on workshop and outreach options KTUA will prepare the agenda and produce the subsequent meeting minutes KTUA recommends up to three project status meetings or conference calls throughout the duration of the project for any needs, feedback, data and general coordination One meeting can be in person, and the remaining two as conference calls or webinars Invoicing and progress reports will be prepared with the appro- priate backup material and submitted to the client on a month- ly basis As part of this process KTUA will prepare and maintain all the required documents for grant reimbursement TASK 2 EXISTING CONDITIONS REPORT Proposing consultants must present their own approach and develop schedule for the delivery of the preceding items and consider State and Federal Active Transportation Program infor- mation and guidelines Establishing methodologies, tasks and schedules are the obligation of the consultant Existing Plan Review The KTUA team will research and analyze existing City planning efforts and those of other local and connected jurisdictions It's important to incorporate planned bikeways that connects or travel through Grand Terrace to garner additional points when funding opportunities become available It will be critical to reduce any redundant planning efforts designs or analysis for bikeways that have already been identified and studied A ma- trix of plans will be created to summarize various components that are relative to the ATP plan (see sample matrix below) Some of these plans include San Bernardino County Non -Motorized Transportation Plan SAN BAG Access to Transit SBCTA Safe Routes to School Plan SBCTA Pedestrian Point of Interest Plan Grand Terrace General Plan Elements Barton Road Specific Plan Colton Active Transportation Plan m m m • m• m •• It#tn t.nstx.<cax F�gVlOpp A-011.17IMd Map bts ima and EtwMeci SIT path, atxi t!p 5'.awstmiapd prmpa6ed Trelis Asap 7;7-;; Ttal li 1:WIT Park Serve" AreaS Fill 10,2 Perk* t M" 1p¢ ?Azp yRnrem.OvntttrardProCa edetzlit7 rtStvCti8e5 7atamtt3prfliva€pdf Mapt.i x ET tedian Uft-Wrn;'han$ntiateW+JRbdars HSIP Wt.ttUMP116t1p3alml3wd rrap "Jars e=3{ RICO Anti a sParukena Ca-vVM;f1d PR",.RItetaj.UIL«r-Ndr „He"rt,10.21 Ate a _ x h seer Plah'�tcvzt 13 Srim Catb4SK wartodf tggg � $nst h an Re'Ja41an3 itdn i�plKat CAhtap 4A3.s cytle SG Ps4tAOn5�0}rzlte x x 1f12aftl4elReri i SMProjecttoe-bons SATS•CetnplttedinZ0101Of pop x k$ttfr Raoesfarz3'=h�'rant A"11e3t1an SAiS °»Ser63 2new siy�al*pdE AW@ q x V Canytand V'3tant Land pdT PISp K lvf*r,., Narro%%m et"v" rotVttltaa YrM�-MOOS--31S67.01 pd:fq t1001%1 x a liply{n NNW,"C'.pw y° � 4yyx �A(T V Ettttatd ttetl,tata Pna.t t pr0ett3 h x X "Ca*tatd fwldfaa Mae ILMtroldnematehrap;pet Rtsp I a I a x n1iSo#STtirLP<dEti tog t'rrtrsteCt*ri,""iAto tz,idikititiei Gikt path F4aendle3 raad9tto TaMe a �I{�tPloltandoCTiaiael $ init�3 8FA4Riowenefat«ficd{ PIMPE!) t# kt Parira1z;AidSznons 1014e firs; aid <'S1r4r4 00 14,140 0 51r41 Vh0olLU � Ato ttemda Cna nrtl Pdi �lapfz7 x 1414t path 0!4 FIM RI¢5Ta an S%hritt VAe i4'eA-4l�tz•e0.pdF 67ap(aj a Path tw-!5 1'i#731'[r{vutJ6tmGiCtri"it u4 I /'s ktRdulitoSdF'ataeCa ;;'.rlX Safei'+a .esio5�rtoo=s3'rogram waik.Aodlt pitORiYtrAS�TSt4V6tk.ddtdl k<SSOtt final aewrt 201:. x x =St d15 { Pito AaVdta Taft Rou4tS tQ 5thGG7 {rt6CraM P t0 R verb SRTS F$na 1 Atpt<' { Repot» a81i x k 1013 10z5 A rdaxacf PtL2t115�{1L54%i1+ltKbrfHtarraltr6atiGlifrii #4p UtkfC D89s4fiT Ctc?%4ia6T+7JtiE7RR wf, r 5.,: d �i<, + K CITY OF GRANDTERRACE I Active Transportation Plan Packet'F g 70 Approach + Budget I Scope of Work I benefits which help garner additional support for plans such as this KTUA will conduct initial research using the data sources previously mentioned and use the results to create infographics that will support the need for active transportation facilities Through the public outreach process, many of the survey ques- tions can be tailored to get a better understanding of the health and active transportation status of its residents to provide a snapshot of the City s trends These results will be included in the final report while general region -wide trends will be includ- ed in the existing conditions report Pedestrian and Bicycle Crash Analysis KTUA will collect and analyze the City's bicycle and pedestri- an -related collision data to identify particularly where educa- tion may improve driver/cyclist/pedestrian issues Data will be collected through the California Highway Patrols Statewide Integrated Traffic Records System (SWITRS) and UC Berke- leys SafeTREC Transportation Injury Mapping System (TIMS) Collision data provide insight into patterns of unsafe bicycling and pedestrian environments Patterns in time of day, time of year and how they relate to location can highlight specific behaviors and roadway conditions A high number of morning or afternoon collisions involving youth may call for increased education for students riding or walking to and from school for example Additionally, a pattern of locations like mid -block versus intersection crashes may be evidence of localized prob- t w i F�nnsaPcek r �+ssr,11_ =.-� ° ti jyd3t )�r0 lems with visibility engineering or driver education A pattern of crashes resulting from wrong -way bicycle riding would suggest additional cyclist education programs focused on correcting this dangerous behavior Analysis may include aspects of Caltrans latest safety planning program as part of its Highway Safety Improvement Program (HSIP) Systematic Safety Analysis Report Program (SSARP) This program uses available collision data to identify areas of improvement with countermeasures to help cities implement road safety improvements for all cars, bicyclists and pedestrians By utilizing some of these techniques, the City may better posi- tion itself for these funding opportunities while strengthening the safety needs of areas through this ATP f Yip y f ,''cramntai� t _ may, d v � � c / rr Bicycte and Pedestrian Collisions High Frequency ' Low Frequency 4rQ�l Existing Bicycle Facilities. Multi Use Path (Glass 1) Bicycle Lane (Glass II) Bicycle Route (Glass III) Proposed Bicycle Facilities Multi Use Path (Glass 1) Bicycle Lane (Glass 11) — Bicycle Route (Glass III) - Railroad Roads Freeway " 5 Minute Walk Tine from Schools Parks schools E3 City Boundary CITY OF GRAND TERRACE I Active Transportation Plan Packet Pg 72 Approach + Budget ( Scope of Work Level of Traffic Stress Low Stress High Stress Intersection Level of Traffic Stress 0 Low Stress Moderate Stress 0 High Stress Walkway Typology and Treatment Types Different neighborhoods require differing levels of pedestrian improvements based on adjacent streets, levels of use to- pography and land uses KTUA will include a section defining the walkway typologies for the entire City such as downtown, collector and neighborhood walkways where the level of infrastructure improvements needed for each type would vary While pedestrian projects will be the highlight of this chapter, the City may need some additional guidance on recommenda- tions for other corridors or spot treatments that are not associ- ated with a project _ lly�lav! rriuryt�a jta then p19c'6 in Quad in tfsa slraat) Psttle4¢os ftafsculs (ccvn I w.irw+nS, at7tyn+i,ms hHo- shrstq P�asod aosv�atl3 (A f�sacful IXlwsiJ rralolbts fo dcnafo Acis¢'tEA slop hors at kwsl 1 S teal Aam erofsxa�. f cttlta VUNti 11 f UX4UX S bi4ftkry ROM-Ced Carp:Ozi Lar$fpCUaslV,an hail of croswn sFjriol (toad f Cctashlon NO Tuat r111 J%W Ut f11MVILN ]n N4?)I ,%Cr0WArJu3wf pod.Tas.."Stautnm Itaflc cordttst Au wrn4la jq if®§gs 61(�tarlWtl A� sox)[rw1tUl �bkrckctusstgfwfslntls.mt-Kl[nsxuctnUuxl Rtaslusu fUhk ar Wmt AMl hf r�t, crnsMN7G s wI tied aaiuntzci hallr �rrntrbi _ daNce Chrfrlmte hva}{skkrc k wi fiI(Jif c.cmhusl ILtnsvl ads, sgni 8 Gatiuc A.^qx> rre.ryar PukvrvytA'rnfarti fog tsuftca luhdncnsW�w+ueatal cogs On -sisal parfmg lot butfcf boMchsrd^wsaVoond cogs AtU-v+xtta aAe¢Isgl t+t Unlhsun 14111ntxj Vhrou$ ha Ic cb►rnp nt­-3swes U)1=(.11wnf Wucol4xs q urKowagulnwrrr sabfwn Wa4i *h_' euM3 adds d ui tne+' 4, gds�ttralee. VAfrJ.vt4illf ckt�x nl astrskucf cns NOMe aitnncati erv&**A such tssPtn. h "0uklr kafskl flud4oa &.glens iRefdl er 1 udhshkul llytAhl 6cucws (PifBl CITY OF GRAND TERRACE I Active Transportation Plan Safe Routes to School Chapter Pedestrians particularly around schools, are usually accommo- dated due to ADA regulations and conditions of development Many pedestrian projects are also "spot treatments where perhaps one or two curbs or a short segment of sidewalk needs to be installed Typically these improvements are included on a City's CIP list, especially if the routes experience heavy pedestri- an travel Our methodology for SRTS projects and priontization stems from a similar approach as the pedestrian analysis Due to obesity rates amongst U S children at an all-time high, it is important to get them walking or bicycling to school Studies have showed that parents are willing to let their kids walk to school, or in many cases, the kids have to, but are discouraged because of the walking environment Schools in Grand terrace I are located along City designate Secondary Highways that have wider right-of-ways Typically, these streets will also have higher vehicular speeds and volumes Sidewalk connectivity and curb access are common issues for people who walk, and not just around schools S 1 sc i s Arterial Sidewalks se SC NA t. 1 se m, TYI'IGL I Cot IDITI SC f Sodewplkt-1Ioi:q $cads Thai Supoorl P+b Jt ru�a Der'rrty 9u<rnq;s and Shopping District; with li&derrate Fedvs'rtran Le -.eels 7tpwr t tvw 3^0 f SC {e,h�x arm-^! 14 ar h+t aco (� Si'P Ytcitz:lj CV _ea Packet Pg 74 Approach + Budget I Scope of Work Li Connectivity to Regional Pedestrian and Bicycle Network Connectivity is important for a complete bikeway and pedes- trian network A bikeway needs to be complete in order to provide the connectivity between regional bikeways such as the Santa Ana River Trail (SART) and other regional destinations These connections typically consist of larger arterial roads such as Barton Road, Mt Vernon Avenue, and Main Street Howev- er providing connections to these potential routes into the neighborhoods will be as critical as the regional connections themselves Open space trails are also important connections not only for recreation but for transportation as well We are seeing more and more people using trails for commuting to bypass busy arterials and to connect with nature With the Blue Mountain Trail adjacent to the City there may be some opportunities to provide additional connections to these trails along Palm Ave- nue and Westwood Street The Gage Canal, is an opportunity to develop a multi -use recreational trail that travels north -south through the City as identified in the San Bernardino County Non -Motorized Trans- portation Plan While it connects to Canal St at Barton Road, there is potential to make a connection to the Santa Ana River Trail via Newport Ave which crosses 1-215 with an interchange From there, potentially making connections to Vivienda Avenue to Terrace Avenue then eventually to the SART While some of these streets may not include a multi -use path, they would pro- vide a backbone for connection to the SART Opportunities for connections through the John W North Water Treatment Plant easement is also another possibility Project Feasibility Table As part of every bikeway master planning effort, the KTUA team utilizes a feasibility table that provides analysis on roadway conditions Rather than just putting lines on a map, KTUA looks at existing right-of-ways of proposed projects to identify if the route is suitable for a facility and if the route has available right- of-way for typical bicycle lanes buffered bicycle lanes or even protected bicycle lanes Utilizing Complete Street practices the preliminary analysis provides the additional detail not typically found in bicycle master plans This table also helps to determine whether the route should be a shared bicycle facility or a sepa- rated one, based on available right-of-way Performance Measures There are numerous measurement methods in active trans- portation planning today that it can be quite mind -boggling From Pre- and Post -evaluation, establishing Analysis Zones, and Self -Assessment Metrics, many of the inputs that go into these models are very similar Conducting pre- and post- bicycle and pedestrian counts at improved projects quantifying decreas- es in collisions rates and percent of streets with sidewalks are examples that can be included in a multimodal measurement and monitoring system Data gathering options such as bicycle -pedestrian counts and conducting bicycle -pedestrian level of service analysis can then supplement the measurements KTUA will work with the City to identify which elements are important feasible and within the realm of the City's resources and scope of an active transpor- tation plan The final product could entail a menu of possible items, measurements metrics and eventually a report card or project sheet for the top ten (or fewer) unfunded projects Economic Efficiency This method measures the financial benefits associated with the corridor normalized by the number of anticipated users (in turn a product of the facility type and length), and divided by rough order of construction cost estimates CITY OF GRAND TERRACE ( Active Transportation Plan Packet Pg 76 Approach + Budget I Scope of Work F7 ADA Task 3 These tasks will be refined to create a methodol- ogy to highlight issues for regional cooperation The end goal will be to provide cities a tool to prioritize areas for ADA im- provements when funding becomes available Since funds are competitive and always a factor for implementation, a system- atic approach may help other cities in the region adopt a similar methodology for their needs Cost Estimate and Funding Chapter California Streets and Highways Code section 8912 compliance includes a requirement for' a description of past expenditures for bicycle facilities and future financial needs for projects that improve safety and convenience for bicycle commuters in the plan area" KTUA will compile the necessary financial information provided by the City and combine it with the implementation plan cost estimate and prioritization to fulfill this requirement and provide the City with a practical template to begin plan- ning to fund the recommended bicycle projects KTUA updates our funding sources as new ones are created and older programs expire This is especially important as California folds several former programs into a comprehensive Active Transportation Program Not only does our updated funding database provide the City with the latest information for planning and construction grants, it also identifies other funding sources for projects that incorporate stormwater and other green infrastructure The KTUA team has successful grant writing experience and can work the City with writing a grant at the end of the project Implementation Plan KTUA will identify Implementation strategies and priorities for future bicycle and pedestrian facilities, including coordination with new and maintenance projects KTUA will recommended changes to existing City standards and/or ordinances to imple- ment the plan KTUA will develop a list of prioritized projects to include oppor- tunities and constraints improvements and cost estimates The prioritization process includes results from the Bicycle and Pe- destrian Priority Model and other metrics such as system gaps, collision rates and safety concerns Depending on the project and its needs, cost estimates can include improvements such as painted lane treatments, intersection controls and additional signage When the prioritized projects are approved for each facility type, an implementation process can be developed including Utilize the City s General Plan implementation steps Propose a phasing strategy to implement on -street bicycle lanes and walkways incrementally Identify high demand/priority routes and destinations that should be implemented first Identify existing infrastructure projects already approved to incorporate bicycle and pedestrian facilities Prioritize the remaining routes to be built after high priority routes are completed Identify national, state and local funding sources available to implement bicycle and pedestrian facilities Identify other funding ideas/mechanisms being utilized in other communities Strategize ways to market cycling as a means of transporta- tion and incentivize developers to incorporate bicycle friendly design into their developments Future steps for the ATP . . FUNDING USES TYPICAL ATYPICAL APPROACHES !APPROACHES cr > O ram. oZj LOW .-1 U SAFE& INPACr CULTURE FUNDING SOURCE FUNDING ORIGIN 1 .Y URBUN FORESTRY HEALTHY ACCESS BACKTO NATURE CONIMUNrrY GARDENS DEVELOP NEVT AND HISTORY Federal Funding Sources Land and Water Conscri anon Fund US National Part. Seritce/California Dept of � � � %00 (LCWF) Parks and Recreauon Urban Part. and Recreation Recovery US National Park Service (UPARR) Program Urban Community Forestr} Program US National Park Seri ice VO CPA Brmnfields Clean Up and US Fmuonmental Protection Agenc} Assessment Grants Sustvnable Communities Planning Grant US Dept of Housing and Urban Delelopment Ind Incentive Program (HUD) CITY OF GRANDTERRACE I Active Transportation Plan Packet Pg 78 Approach + Budget I Scope of Work allow the team to spend time on the specifics of this scope instead of preparing materials for general communication This includes presentation materials and mapping as well as tables and charts that explain the issues and solutions related to bicy- cle and pedestrian facilities A presentation will be prepared for City Council that will serve as a Plan synopsis or executive summary The exhibits prepared for the document will be incorporated into the presentation, which can be provided in PowerPoint and PDF formats for wider distribution, if desired KTUA will present this to City Council Preliminary Design of Two Priority Projects (Added Value) Grant funding for bicycle and pedestrian projects is very com- petitive, especially in today s economy Although not a required task for this project, KTUA recommends designing two priority projects that would be eligible for immediate grant funding City staff will select two projects from the recommended project list to be designed as part of this task which includes preliminary conceptual design with detailed cost estimates The City would then be able to use these projects to apply for grants such as Caltrans'ActiveTransportation Program and Safe Routes to School programs The goal is to get projects "on the ground that residents can experience helping to build support for further network improvements LLG engineers will be taking the lead on this task since they have implemented many complete street projects and designs throughout Southern California The KTUA and LLG team have developed many of these types of priority projects together, most notably as part of the National City SMART Foundation where the City secured over $9M worth of Caltrans grants from the team's designs and cost estimates In addition, KTUA and LLG teamed up to produce a similar product for the City of Chi- no on their Bicycle and Pedestrian Master Plan which had a Safe Routes to School component KTUAs experience with complete street planning and design has also secured $14M for the City of Santa Ana in Caltrans ATP grants u ;f TASK 5 OUTREACH PROCESS The KTUA team will develop an Outreach Process, led by KPA, aimed at achieving the following goals Inform and educate the public about the project Involve the public in the process as early as possible so their views can be considered in decision -making, With technical team members, design and facilitate public workshops that lead to group understanding and iterative design Define clearly the nature, scope, expected and actual output of public participation activities, Develop knowledgeable and credible Project Champions who can support the project so it can proceed on schedule and within budget M N V_ N a Y I U) O a O a` a t- Q .r c m E ca Q CITY OF GRAND TERRACE I Active Transportation Plan Packet Pg 80 Approach + Budget I Scope of Work On line survey An on-line survey will provide an important baseline for driving, walking, transit use and cycling behavior and preferences throughout the City Our experience has shown that these on-line methods are efficient ways to gather relevant informa- tion because they allow those who cannot attend the public workshops or are hesitant to speak in public to voice their opinions, ideas and concerns Along with the survey, a link will be provided to interactive asset and opportunities maps for par- ticipants to add additional information to inform development of viable alternatives School District Coordination and Pedestrian Audits and Bike Tours KPA is currently working with several school districts and know quite well the Districts employ a top -down' approach meaning that approval must be secured first from the Superintendents office in order to then communicate with principals parents and students —in that order If directed, on behalf of the City KPA will draft a letter to Superintendent explaining the goals and benefits of the project for students and families asking for support of the project and permission to conduct walk audits and bike tours with students and families at each of the school sites Upon receiving permission, we will then call each principal from each school to seek their assistance in sending flyers home inviting participation to school -site walk audits, bike tours and if the schedule permits upcoming meetings and workshops KPA will coordinate the meeting dates and times with school district personnel to ensure optimal participation from parents, students and school administrators and staff also As noted in the addendum, Grand Terrace has four schools where the walk audits/bike tours will be conducted In coordination with KTUA, KPA will develop and lead walk audits at the four schools with KTUA leading the bike tours For each pedestrian and walk audit we will select dates and times with City staff and School District as previously discussed Due to the various time constraints many parents have to participate in these audits, they will be focused and relatively short, somewhere in the 30-min range Since the bike tours will cover more ground, the routes may overlap with other schools The bike tour routes will be determined ahead of time highlight areas where bicycle collisions have occurred and to stay on schedule The KTUA team will pre -ride these routes to make sure participants can easily navigate the streets for safety purposes and safely get through intersections The walk audit routes will be determined by the attendees and what they feel is important to them to make safety improvements Data collection and analysis is an essential part of tracking SRTS projects Data collected can be helpful for building public support and applying for grant funding Many state and federal grant programs require data collection and analysis to imple- ment projects and not just programs KTUA has the capabilities to collect this information digitally through the mobile app ArcGIS Collector to allow participants to post geo-coded com- ments and photos This will also be available on a website so they can add more comments once they get home The KTUA team has two League of American Bicyclists League Certified Instructors, including Joe Punsalan the project manager to get participants prepared and make sure rule of the road are followed The KTUA team will also encourage others such as City officials and City staff to participate KTUA and KPA staff have experience conducting field work- shops for walking and biking, and are familiar with the logis- tics necessary to facilitate a successful event The KTUA and KPA team have conducted several walk audits and bike tours most recently in Santa Ana As part of the SBCTA Safe Routes to School Program KTUA led 15 walk audits throughout San Bernardino County The KTUA team will provide the following services in preparation for the walk audits and bike tours at each school Coordinate with staff and the school principals to set dates and times for conducting the walk audits Prepare flyers to advertise the events Prepare walk audit work sheets and maps These materials will be provided for participants so they can take notes and for the KTUA team to transcribe existing conditions and partici- pant feedback Provide sign in sheets for collecting contact information Provide Liability release forms for participants co N r. Q Y I N 0 a 0 a` a Q c m E t 0 w Q CITY OF GRANDTERRACE I Active Transportation Plan Packet Pg 82 Approach + Budget I Scope of Work Lpo �� !P Tx'giai u Ays xia Camp Cx�y.'axYt3e FNnr±n34a+'ib1.4+x'4�bWF+.'KS�<yiKY+aP F.%'d4 (ae+.itryq c{�.c3 ixxAy4r'a 6'fird.+aat >iurlxfdx frrMma rrataatrjgtx ..tarw+ay }Y ^Sa`i a'k�-.t Y hlnl lR�t �aW Cc Lcffi FQG:Ia! MaRtBMJ." d. IZ4 U.I. pinto de H' G C9 '�70Mi�iuia t[8 r3)rctaa,a<t4N4+r.eXc.,.a a}raf �.L��r rl Nvax rtama,8c. da iai8 tW `L1fsm +xaY n+'a rru to iaC as lz-pRpvxtnh.'iYai'et 8*9 Si' UU, x,{q Six?!'b 90 iJ7 ,isan ta-tn Lear gn! milady) Ustasx a�4 L-a av,+ar.n rvAa traccrtlma4 wa nkaranr're+lsirb ha.w iyGnnmtc*vets-.itrira!�a P+taeu w.maa+cr atn rmzrv.lyuananma LUtlnr aph'xdbat p6 S2ta k'a caxi dal r6t$m e�$t' ifa39AP�'='t%GSr as Je Sa+d_t anti'. Co It : nc-x aYa my mtahnrsp rr�a .�L CnrtM i� is9a k a to Hall 7vt w krmM" a.a tysm.vru.ka-rsax..s=Fred[+^^r�alnc.s+rrnxx:t%airsah L�nupntCNddn^n <krea r� 11Kt c}»a; Ptaevr�E.extx ars mrv,'toxyanrxzrrrut ,6 M1vt sr>r va I tnxda e-m Pnrrravera do 20].6 � Prateay.+ra ufl 2QIt City of Temecula Multi -Use Trails and Bicycle Master Plan n SK�Y�fiita:'. v* .. � .✓:«. :. fir,. v a+.n"•� e„3m..r�. •s 4, A key component of engagement whether on-line or through public workshops, is branding the project While there are numerous components for this ATP they are all still part of the same project A project logo or branding that brings continuity between these components is important to 1) be easily iden- tifiable throughout the duration of the project and 2) provide continuity for the different components of the project It is also important to notify organizations in adjacent cities along with biking, walking and community oriented advocacy groups of these events to garner additional attendance from people that visit the city on a regular basis KTUA will be respon- sible for drafting, designing and printing other engagement materials for workshops These will include Project logo Project Facebook and Twitter sites Project overview and introductory descriptions Project timeline and milestone opportunities for public input Project vision, goals, and supporting objectives (includes an initial draft based on Advisory Group input and final versions influenced by public input received) Formats, message and timing of press releases Active Families -Healthy Streets. Green PICO- City of Pico Rivera Urban Greening Plan 13 V.XK'G1VEGatr-T-' City of Goleta Bicycle and Pedestrian Master Plan CITY OF GRAND TERRACE I Active Transportation Plan Packet Pg 84 2'b Approach + Budget I Budget City of Grand Terrace Active Transportation Plan LLG Senior Pon"" Engineer/ Engineer TranspodaGbn planner Engineer SrAssoniate! FaaGlalor Outreach Projecl Assistant Manager Outreach Sure pprt Pnnapal Senor Assouata Assaolaia/ GIS Manager senior Planner IOesigner Plan— Designer John Holloway Jae Punsalan Diana Smith Jacob Leon Juan Alberto Bonilla Knshn Bleile11 KC Yellapu Zawwar Saryed Enka Canno Sam Gennawa Thelma Herrera Cindy Suh James Zazueta Type Cost $175 145 125 115 $105 1 $216 $178 133 165 145 S135 75 1 Project Management 11 ick-0ff meehng 6 6 6 6 6 $200 12 oordination Meetings fcr 24 24 16 8 13 voicing and general project management 32 8 4 Sub -total Hours Sub -total Costs 6 62 30 0 0 14 0 18 0 0 0 Materials Labor Item 1 $200 51 050 $8 990 $3 750 $0 $0 $3-024 $0 $0 $2 970 , $0 $0 $0 $19 784 Total for 19984 2 21 Existing Conditions Data Collection Document Review 8 16 24 2 2 Eushng Conditions Data Collection and Mapping 8 40 40 2 3 Demographics Heath and Active Transportation Benefit Snapshot 4 16 16 8 2 4 Bicycle and Pedestrian Collision Analysis 32 24 Sub total Hours Sub -total Costs 0 20 88 32 96 0 0 0 0 0 0 0 Materials Labor Item 2 $0 $0 $2 900 $11 000 1 $3 680 1 $10 080 1 $0 $0 $0 $0 $0 $01 $D $27 660 Total for $27 660 31 Analysis and Administrative Pedestrian Chapter Draft3 8 40 24 3 2 Safe Routes to School Chapter 8 24 24 16 6 16 3 3 Bicycle Facilities Chapter 8 24 24 3 4 ADA Chapter 6 12 16 3 5 Performance Measures / Priority Project Cut Sheets 8 40 16 24 4 8 16 3 6 Cost Estimates / Funding Chapter 4 24 8 8 32 3 7 Implementabon Plan 4 12 3 8 Green Streets Toolbox 4 16 3 9 Produce Administrative Draft 6 24 16 24 24 8 $200 Sub -total Hours Sub -total Costs 6 74 156 104 140 12 24 48 6 16 0 0 Materials Labor Item 3 $200 1 $1 050 1$10 730 1$19 50D $11960 $14 700 $2 592 $4 272 $6 384 $990 $2 320 $0 $0 $74 498 Total for $74 698 Draft4 Draft and Final 41 Draft Plan 6 40 48 48 48 4 4 8 $200 4 2 Final Plan 6 24 36 24 24 4 4 $200 4 3 Present Final AT Plan to City Council 16 8 $200 4 4 Two Prioritized Project Designs 12 28 8 32 160 Sub -total Hours Sub -total Costs 12 92 84 80 100 16 32 168 8 0 0 0 Materials 1 Labor Item 4 $600 1 $2100 1 $13 340 1 $10 500 1 $9 200 1 $10 500 1 $3 456 $5 696 1 $22 344 1 $1 320 1 $0 $0 1 $0 $78 456 Total for 1 $79 056 5 51 Outreach Process Three Workshops 40 24 40 32 40 40 8 $1200 5 2 Social Media Outreach I Online Survey 4 8 32 16 16 $300 53 Coordination with School District I Walk Audits and Bike Tours (4) 32 32 32 32 $1 000 5 4 SART 8 Employee Surveys 4 16 24 $400 5 5 Two City Council/Plannmg Commission Workshops2 16 8 i6 16 16 ifi $200 Sub -total Hours 0 92 1 36 96 1 32 1 0 48 I D 56 1 88 64 1 48 Materials Sub -total Costs $01 $13 340 1 $4 500 1 $11,040 1 $3 360 1 $0 $8 544 1 $0 $9 240 1 $12 760 $e 640 1 $3 600 Labor Total for Item 5 $3 100 $75 024 $78 124 V Total Hours 24 340 394 312 368 42 104 216 88 104 64 48LMaterials $4 100 Total Casts $4 200 $49 300 $49 250 $35 880 $38 640 $9 072 $18 512 $28 728 $14 520 $15 080 $8 640 $3 600 $275 422 $177 270 $56 312 $41 8$279 522 CITY OF GRANDTERRACE I Active Transportation Plan ket-Pg 186 r+ Q Capacity With a staff of 38 planners, landscape architects, GIS analysts and support personnel in Southern California, KTUA has ample staff resources to meet your time requirements Much of the work KTUA does for public agencies is grant funded - with very strict project, budget and schedule parameters KTUA has suc- cessfully completed the grant funded projects - and as a result, our clients have the documentation needed to pursue addition- al funding sources for project implementation Below is the list of active transportation projects KTUA is work- ing on as either a prime or subconsultant, and the approximate percent complete County of Riverside Santa Ana River Trail 65% Goleta Bicycle and Pedestrian Master Plan 20% Jurupa Valley ATP 20% Encinitas ATP 35% Fresno Trail Design Guidelines 50% Central Santa Ana Complete Streets Plan 90% Pico Rivera Urban Greening Plan 50% Riverside Transportation Agency First -Last Mile Mobility Plan 70% Colton ATP 50% Barstow ATP 10% SANBAGSRTS 90% CITY OF GRAND TERRACE I Active Transportation Plan Packet Pg 88 AGENDA REPORT February 28, 2017 Council & Successor Agency Item 2011 Bond Proceeds Expenditure Agreement Cynthia Fortune, Finance Director RECOMMENDATION (1) The City Council on behalf of the City and the Successor Agency Board on behalf of the Successor Agency approve a Bond Proceeds Expenditure Agreement for the expenditure of excess 2011 Tax Allocation Bonds between the City of Grand Terrace and the Grand Terrace Successor Agency, (2) The City Council Authorize the establishment of Fund #76 as the Capital Projects Redevelopment Fund for use of the excess bond proceeds, (3) The Successor Agency Board authorize the transfer of $289,015 from the Successor Agency 2011 A&B Bond Proceeds Fund (Fund 36) to the Capital Projects Redevelopment Fund (Fund 76) and the City Council authorize receipt of the transfer of funds, (4) The City Council approve the expenditure allocation of $289,015 in Fund 76 to be administered by the City in a manner consistent with the bond covenant, (5) The City Council Adopt Resolution 2017-XX, and (6) The Successor Agency Board adopt Resolution SA-1 2030 VISION STATEMENT This staff report supports City Council Goal #1, "Ensure Our Fiscal Viability," through the continuous monitoring of revenue receipts and expenditure disbursements against approved budget appropriations 13=Td:(rT:Td�P►r7 The Grand Terrace Community Redevelopment Agency, prior to its dissolution, issued the following bonds 1 2011A Tax Allocation Bonds ($15,175,000), and 2 2011 B Taxable Tax Allocation bonds ($5,650,000) Below shows the summary of the sources and uses of the bonds Table 1 Description 2011 A TAB_s { 2011 B TABs $5,650,000 Principle Amount of Bonds $15,175,000 Less PacketwP9 90 following a) The basis for the 5% use of excess bond proceeds not only includes the costs of issuance, but also the required reserve account, and b) Any of the bond proceeds that were approved and used during any prior ROPS period, is considered part of the 5% excess bond proceeds Based on the above information provided by the DOF, the remaining excess bond proceeds that were approved for use in FY2016-17 totaled $289,015 as shown in the table below Table 3 Description 2011A TABs Principle Amount of Bonds $15,175,000 Less Issuance Costs ($383,539) Required Reserve Account ($1,280,894) Net (Redevelopment Fund) $13,510,567 5% of 2011A TABs less Issuance Costs $675,528 Less Prior approved use of bond proceeds 386 513 Net Allowable Bond Proceeds 2 15 Typically, the expenditure of Successor Agency bond proceeds is administered through the ROPS The ROPS process requires staff to anticipate spending needs 9 months in advance of the spending period Staff may request a ROPS amendment 2 months into the ROPS period only for items already approved on a prior ROPS as enforceable obligations and for spending needs in the second half of the ROPS period Because the 2011 bond projects will be administered by the City of Grand Terrace, staff recommends entering into an Excess Bonds Expenditure Agreement ("Agreement") to allow the Successor Agency to transfer the bond proceeds to the City as a one-time expense on the ROPS to be administered by the City in a manner consistent with the bond covenant This will allow more efficient and effective administration of the funds The DOF has approved similar agreements for other successor agencies The proposed Agreement would allow the Successor Agency to transfer to the City the remaining 5% of the 2011 non -housing bond proceed ($289,015) This would further allow the Successor Agency to transfer the additional 15% of the 2011 A TABs on the Last & Final ROPS Once approved by the City Council and the Successor Agency, it will be submitted to the Oversight Board for their approval and subsequently, to the Department of Finance FISCAL IMPACT Packet Pg 92 RESOLUTION NO 2017- RESOLUTION OF THE CITY OF GRAND TERRACE APPROVING A BOND PROCEEDS EXPENDITURE AGREEMENT BETWEEN THE CITY OF GRAND TERRACE AND THE SUCCESSOR AGENCY TO THE FORMER COMMUNITY REDEVELOPMENT AGENCY REGARDING THE EXPENDITURE OF FORMER COMMUNITY REDEVELOPMENT AGENCY TAX ALLOCATION BONDS WHEREAS, the Community Redevelopment Agency of the City of Grand Terrace, ("Redevelopment Agency") was formed for the purpose of revitalizing areas within the City of Grand Terrace pursuant to Health and Safety Code (HSC) Section 33000, et Seq , and WHEREAS, pursuant to Assembly Bill 1 X 26,, enacted on June 28, 2011, and Assembly Bill 1484, enacted on June 27, 2012, (collectively the "Dissolution Act"), the Redevelopment Agency was dissolved on February 1, 2012, and WHEREAS, on January 10, 2012, the Grand Terrace City Council adopted m Resolution No 2012-01, pursuant to Part 1 85, of the Dissolution Act, by which the City Council elected to serve as the Successor Agency to the Redevelopment IN upon the dissolution of the Redevelopment Agency under AB 26 ("Successor Agency") commencing on February 1, 2012, and N N WHEREAS, pursuant to Health and Safety Code section 34191 4(c), after a successor agency has received a finding of completion from the State Department of Finance ("DOF"), a successor agency, with the approval of its oversight board, may list enforceable obligations to expend excess bond proceeds on its Recognized Obligation Payment Schedule ("ROPS"), so long as such expenditures are consistent with the bond covenants, and WHEREAS, the Successor Agency received a Finding of Completion from the DOF on May 9, 2013, and WHEREAS, the Successor Agency has excess bond proceeds from the N "$15,175,000 Grand Terrace Redevelopment Agency's Community Redevelopment Project Area 2011A Tax Allocation Bonds" which are covenanted redevelopment purposes, and s WHEREAS, the City of Grand Terrace and the Successor Agency to the a former Grand Terrace Redevelopment Agency have approved execution of the Bond Proceeds Expenditure Agreement in order to have the excess bond proceeds held by the Successor Agency transferred to the City so that these excess bond proceeds can be expended for redevelopment purposes in a manner consistent with the applicable bond covenants and Dissolution Act requirements 0 acket,P9194 C) v D 0 c 0 m 0 m c I n n m 77 Attachment Resolution City Bond Exp Agrmnt (2124 2011 Bond Proceeds Expenditure Agreement) w m RESOLUTION NO 2017- RESOLUTION OF THE CITY OF GRAND TERRACE AS SUCCESSOR AGENCY TO THE COMMUNITY REDEVELOPMENT AGENCY APPROVING A BOND PROCEEDS EXPENDITURE AGREEMENT BETWEEN THE CITY OF GRAND TERRACE AND THE SUCCESSOR AGENCY TO THE FORMER COMMUNITY REDEVELOPMENT AGENCY REGARDING THE EXPENDITURE OF FORMER COMMUNITY REDEVELOPMENT AGENCY TAX ALLOCATION BONDS WHEREAS, the Community Redevelopment Agency of the City of Grand Terrace, ("Redevelopment Agency") was formed for the purpose of revitalizing areas within the City of Grand Terrace pursuant to Health and Safety Code (HSC) Section 33000, et Seq , and WHEREAS, pursuant to Assembly Bill 1X 26, enacted on June 28, 2011, and Assembly Bill 1484, enacted on June 27, 2012, (collectively the "Dissolution Act"), the Redevelopment Agency was dissolved on February 1, 2012, and WHEREAS, on January 10, 2012, the Grand Terrace City Council adopted Resolution No 2012-01, pursuant to Part 1 85, of the Dissolution Act, by which the City Council elected to serve as the Successor Agency to the Redevelopment Agency upon the dissolution of the Redevelopment Agency under AB 26 ("Successor Agency") commencing on February 1, 2012, and WHEREAS, pursuant to Health and Safety Code section 34191 4(c), after a successor agency has received a finding of completion from the State Department of Finance ("DOF"), a successor agency, with the approval of its oversight board, may list enforceable obligations to expend excess bond proceeds on its Recognized Obligation Payment Schedule ("ROPS"), so long as such expenditures are consistent with the bond covenants, and WHEREAS, the Successor Agency received a Finding of Completion from the DOF on May 9, 2013, and WHEREAS, the Successor Agency has excess bond proceeds from the "$15,175,000 Grand Terrace Redevelopment Agency's Community Redevelopment Project Area 2011A Tax Allocation Bonds" which are covenanted redevelopment purposes, and WHEREAS, the City of Grand Terrace and the Successor Agency to the former Grand Terrace Redevelopment Agency have approved execution of the Bond Proceeds Expenditure Agreement in order to have the excess bond proceeds held by the Successor Agency transferred to the City so that these excess bond proceeds can be expended for redevelopment purposes in a manner consistent with the applicable bond covenants and Dissolution Act requirements N N Packet Pg. 98 2- m v Cn D -A 0 c cu 0 m c CD c 0 0 m Cn Cn 0 D m P< 07 m 0 m v A w,� r� ,^T W W 0 Cr Attachment Resolution SA-1 Bond Exp Agrmnt [Revision 1] (2124 2011 Bond Proceeds Expenditure Agreement) BOND PROCEEDS EXPENDITURE AGREEMENT This BOND PROCEEDS EXPENDITURE AGREEMENT ("Agreement") is entered into as of , 2017, by and between the CITY OF GRAND TERRACE, a California municipal corporation ("City"), and the SUCCESSOR AGENCY TO THE GRAND TERRACE REDEVELOPMENT AGENCY, a public body corporate and politic pursuant to Parts 1 8 and 1 85 of Division 24 of the California Health & Safety Code ("Successor Agency") RECITALS A The City is a municipal corporation organized and operating under the laws of the State of California B The Successor Agency is a public body corporate and politic, organized and operating under Part 185 of Division 24 of the Dissolution Law (as defined in Recital D below) C The Grand Terrace Redevelopment Agency ("former Agency") previously was a California public body, corporate and politic, duly formed by the City Council of the City ("City Council") and was organized, existed and exercised the powers of a community redevelopment agency under the California Community Redevelopment Law, Health and Safety Code Section 33000, et seq ("CRL") D Assembly Bill xl 26 ("AB xl 26"), effective on June 28, 2011, added Parts 1 8 and 1 85 to Division 24 of the California Health and Safety Code and which laws were modified, in part, and determined constitutional by the California Supreme Court in the petition California Redevelopment Association, et al vs Ana Matosantos, el al Case No S 194861 ("Matosantos Decision"), which laws and court opinion caused the dissolution of all redevelopment agencies and winding down of the affairs of former redevelopment agencies Thereafter, such laws were amended further by Assembly Bill 1484 ("AB 1484") that was effective on June 27, 2012, and thereafter further amended by subsequent legislation (together AB xl 26, the Matosantos Decision, AB 1484, and subsequent amending legislation are referred to as the "Dissolution Law") All statutory references herein are to the Dissolution Law unless otherwise stated E As of February 1 , 2012, the former Agency became a dissolved community redevelopment agency pursuant to the Dissolution Law F As of and on and after February 1, 2012, the Successor Agency is performing its functions as the successor agency under the Dissolution Law to administer the enforceable obligations of the former Agency and is engaged in activities necessary and appropriate to wind down the affairs of the former Agency, all subject to the review and approval by a seven -member "Oversight Board" formed thereunder Packet Pg 102 Agency to the City, and the City's agreement to use such proceeds consistent with all applicable covenants, conditions, restrictions and obligations under the 2011 Bonds The parties intend that tlus Agreement shall constitute an excess bond proceeds obligation within the meaning of the Dissolution Law to be paid from Excess Bond Proceeds With Oversight Board approval, the Successor Agency has listed the expenditure of the Excess Bond Proceeds on its ROPS 2016-17, subject to approval of this Agreement by the Oversight Board and DOF as an obligation to be funded with Excess Bond Proceeds The Successor Agency shall list this Agreement on successive ROPS if required by the Dissolution Law and as appropriate to facilitate expenditure of all remaining Excess Bond Proceeds NOW, THEREFORE, the parties hereto do mutually agree as follows 1 RECITALS The recitals above are an integral part of this Agreement and set forth the intentions of the parties and the premises on which the parties have decided to enter into this Agreement 2 DEFINITIONS For purposes of this Agreement, the following terms shall have the indicated meaning 21 "Dissolution Law" is defined in Recital D 22 "Bond Proceeds" is defined in Recital J and also includes (1) Proceeds from tax allocation bonds issued on or before June 30, 2011, (2) Rents, sale proceeds and other revenues generated by properties acquired and/or improved with proceeds from tax allocation bonds issued on or before June 30, 2011, (3) Interest and principal paid on loans funded by proceeds from tax allocation bonds issued on or before June 30, 2011, (4) Moneys held by the trustee in connection with the issuance of the 2011 Bonds, and (5) Other income or revenues generated from assets acquired or funded with proceeds from tax allocation bonds issued on or before June 30, 2011 23 "Excess Bond Proceeds" means Bond Proceeds that are not needed to satisfy Enforceable Obligations listed on an approved ROPS 24 "Enforceable Obligations" mean enforceable obligations, other than Excess Bond Proceeds obligations, as defined under the Dissolution Law 3 Packet Pg 104 .3c 4 CITY OBLIGATIONS The City shall have the following obligations under this Agreement 41 Excess Bond Proceeds The City shall accept, hold, disburse and administer Excess Bond Proceeds transferred to the City by the Successor Agency under this Agreement, including current Excess Bond Proceeds and future Excess Bond Proceeds The City shall retain any Excess Bond Proceeds that it receives, such as revenue generated from properties acquired or improved with Excess Bond Proceeds or payments on loans funded from Excess Bond Proceeds, without any obligation to return such funds to the Successor Agency, and shall use or allocate such funds for uses consistent with applicable covenants of the 2011 Bonds The City may spend or allocate Excess Bond Proceeds (including the Base Amount and the Trustee Amount) received or retained under this Agreement on any project, program, or activity authorized under the 2011 Indenture and the 2011 Tax Certificate Notwithstanding anything to the contrary in this Agreement, the City shall spend or allocate Excess Bond Proceeds consistent with all covenants of the 2010 Bonds applicable to the particular Excess Bond Proceeds The City shall be solely responsible for ensuring that Excess Bond Proceeds are maintained and spent (or allocated to expenditures) in accordance with all covenants of the 2011 Bonds and other applicable laws The City may transfer funds between approved projects, programs and activities The City hereby assumes all contracts entered into or assumed by the Successor Agency post dissolution or entered into by the former Agency pre -dissolution related to the expenditure of Excess Bond Proceeds and any activities to be funded by Excess Bond Proceeds, with the exception of those contracts relating to Enforceable Obligations, which shall be retained by the Successor Agency The City shall perform its obligations hereunder, and under such assumed contracts, in accordance with the applicable provisions of federal, state and local laws, including the obligation to com ply with environmental laws such as CEQA and/or NEPA, and shall timely complete the work required for each project commenced by the City pursuant to this Agreement and the 2011 Indenture and the 2011 Tax Certificate 5 ENTIRE AGREEMENT, WAIVERS, AND AMENDMENTS 5 1 This Agreement constitutes the entire understanding and agreement of the parties with respect to the transfer and use of Excess Bond Proceeds This Agreement integrates all of the terms and conditions mentioned herein or incidental hereto, and supersedes all negotiations or previous agreements between the parties with respect to the subject matter of this Agreement 52 This Agreement is intended solely for the benefit of the City and the Successor Agency Notwithstanding any reference in this Agreement to persons or 5 Packet Pg 106 10 FURTHER ASSURANCES Each party agrees to execute, acknowledge and deliver all additional documents and instruments, and to take such other actions as may be reasonably necessary to carry out the intent of this Agreement In witness whereof, the undersigned parties have executed this Bond Proceeds Expenditure Agreement as of the date first above written ATTEST City Clerk "CITY" CITY OF GRAND TERRACE, a California municipal corporation Mayor "SUCCESSOR AGENCY" SUCCESSOR AGENCY TO THE GRAND TERRACE REDEVELOPMENT AGENCY, a public body corporate and politic Successor Agency Chair m c d E s ATTEST Successor Agency Secretary 7 a PacketPg 108 AGENDA REPORT MEETING DATE February 28, 2017 Council Item TITLE Mid -Year (2Nd Quarter) and Year -End Budget Review for Fiscal Year 2016-17 PRESENTED BY Cynthia Fortune, Finance Director RECOMMENDATION (1) Receive and file report, (2) Approve proposed budget adjustments/recommendations if any, (3) Approve the proposed General Fund fund balance designation for FY2016-17 year-end, and (4) Approve recommended FY 2017-18 budget development guidelines and review schedule 2030 VISION STATEMENT This staff report supports City Council Goal #1, "Ensure Our Fiscal Viability," through the continuous monitoring of revenue receipts and expenditure disbursements against approved budget appropriations BACKGROUND The purpose of the Mid -Year Budget Review is to provide the City Council with the following information 1 Budget -to -actual results through the first half of the fiscal year, 2 Projections for fiscal year-end, 3 Fund Balance, 4 Any proposed budget adjustments/recommendations for consideration, if any, and 5 Budget development guidelines and review schedule for the upcoming fiscal year prior to initiation of the budget process The Mid -Year Budget Review for Fiscal Year (FY) 2016-17 focuses on the City's General Fund DISCUSSION FY 2016-17 as of December 31, 2016 Operating Revenues As of December 31, 2016, General Fund operating revenues received were $1,129,806, Packet Pg 109 City of Grand Terrace FY 2016-17 General Fund Monthly Financial Report For the Period Ending December 31, 2016 Approved Bud et Dec Expected Dec YTD Appr, Bdpt 39 3% Dec YTD Actuals 72,954 3,209 0 0 61,805 1 0 (120,850) I 63,250 i 1,129,806 (2,232,466) Dec YTD % Appr Bdqt 35 1% Positive (Negative) Variance from Expected Materials & Supplies 207,626 81,622 8,668 Lease of Facility/ Equipment 8,302 3,764 45 3% 38 7% 554 Equipment 0 0 0 Capital Pro ects 0 0 0 Utilities 130,870 68,616 52 4% 47 2% 6,811 Debt Service 0 0 0 Overhead Cost Allocation 281,736) (153,225 54 4% 42 9% 32,375 Transfers Out 126,500 63,894� 50 5% 47 6% 50 0% 644 OPERATING EXPENDITURES 47 4% REVENUES 4,844,307 1,088,968 I i EXPENDITURES 4 710 772 (2,244,0471 1— NET Attached for City Council's review is the Monthly Financial Report for the period ending December 31, 2016 FY 2016-17 Year-end Protections Operating Revenues For this fiscal year, total revenues are projected at $5,001,245, showing a surplus from the approved budget of $4,844,307 As the economy continues to recover the City is showing increase in most revenue line items Operating Expenditures Expenditures at June 30th are projected at $4,785,106 The increase in projected expenditures over approved budget (projected increase of $74 3k) is due to the following a) decrease in overhead cost allocation receipts expected from the Child Care Program as a result of the restructuring of fees and reorganization of personnel ($39 6k), b) CalPERS replacement benefit for the former City Manager ($25 5k), and c) health care benefits to retirees ($9k) Although the projected expenditures are over approved budget, due to the recovering Packet Pg 111 4 City of Grand Terrace FY 2016-17 General Fund Financial Report Revenue & Expense Year-end Projection Approved Bud9et� Dec k f YTD j20!l6�3174_.4 ec ° w Actuals t�Proiection� 197,885 ° 4:29723 9,469 �f �32,191 . 1,052 �40�1=2RF 208,406 ` 3465 9 9�" f , 73,158Y,' 5044"4 �, 38 115 � 165t-3�40, 160#-r320'� 111,433 216,104 i 2015-16 Actua_ls_ 2014-15 Actuals City Manager City Manager 10-120 428,152 327,394 339,196 Senior Citizens Program 10-805 32,000 26,843 33,063 Emergency0 erafions 10-808 5,000 465,152 12,829 367.066 3,372 375.631 City Clerk} City Clerk 10-125 1 151,246 135,999 129,698 Information Technology 10-380 71,500 66,474 647 203,120 89,016 699 , 219.413 Hist & Cultural Comm 10-804 1,000 223.746 26,682 LAL .�y 218,521;5;11�958 : A 55,971 ' z\r 13�7,522 46,09411R4 5991 4,389 202532 26521s5 127,596 2 371 ar3�608 ' 234.421 City Attorney 10-160 65,000 64,967 63,772 Finance 10-140 F 510,180 456,611_ 409,982 Planning & Development Building & Safety 10-172 159,891 168,614 I 151,614 Code Enforcement 10-185 121,763 77,329 72,761 Enforcement Program 10-187 196,958 205,370 182,174 Planning 10-370 252,413 208,576 169,452 Planning Commission 10-801 6,621 737.646 _ 2,229_1,757� 577.758 662.118 I ° 145,839 n309245 1. 46675 . 86,869 ° 18443 25,477 R 6�545 4 1,000 ` �� F.®� , 305,860 653.7r33 876,384 279,980 80,15,3 63,250 a,�12�6+500, (120,850) -d 24}1 ,700 222,380 =>!_364 953 Public Works Public Works 10-175 308,724 271,856 220,222 Facilities Maintenance 10-195 98,966 87,250 73,655 Parks Maintenance 10-450 183,667 161,030 151,774 NPDES 10-625 41,368 45,264 _40,732 Storm Drain Maint 10-631 20,000 652,725 17,530�1,420 { 487,803 j 582 330 Law Enforcement 10-410 1,722,600 1,651,995 1,599,909 Non -Departmental 603,146 778,189 Non -Departmental 10-190 428,563 Transfers Out 10-199 126,500 25,000 90,927 Overhead Cost Alloc 10-999 (281,736) �251 286 376,860 (245,9611 623,155 273.327 TOTAL EXPENDITURES Packet 09 113 The Government Finance Officers Association (GFOA) sets the minimum fund balance reserve of two (2) months of operating revenues or expenditures to ensure a municipality's fiscal stability The City has used operating revenues as the base to estimate its General fund reserve Based on the above formula, the projected fund balance for the fiscal year ending June 30, 2017, in compliance with GFOA standards should be a minimum of $833,544 $5,001,265 (total 2016-17 estimated revenues) X 2 months = $833,544 12 (no of months in a year) At the time staff recommended that City Council approve the payment of the City Hall loan, staff estimated that it would return the fund balance to the two months of reserve within three (3) years from the date of the loan payment, increasing fund balance by an estimated amount of $100,000 per year The estimated fund balance would meet the GFOA requirements by July 2019 For FY2016-17, the estimated increase to fund balance is $216,159, returning 73 4%, almost 3/4 of the required fund balance increase within one year vs the estimated 33% or 1/3 (approximately $100,000) per year as originally projected Should City Council desire that the General Fund fund balance be restored to GFOA standards, City Council can direct staff to transfer the remaining needed balance of $78,367 from the Public Safety Services Fund (this was originally funded from General Fund transfers) to the General Fund to maintain compliance Proposed Fund Balance Designation The projected General Fund fund balance at 6/30/17 is $755,177 To continue to comply with GFOA standards, staff is recommending that the fund balance designation below be approved with the understanding that the fund balance will be restored to the required GFOA standard by the end of FY2017-18 Table 4 General Fund Balance Designation / Explanation I Amount I General contingency reserve representing two months of operating revenues, as recommended by the Government Finance Officers Association (GFOA) and established in the City's Reserves Policy (based on $755,177 2 months of FY2016-17 projected revenues of $5,001,912) Although the FY2016-17 year-end fund balance is below the GFOA standard, the fund balance will be restored to the minimum required reserve by FY2017-18 The recommended designations of General Fund reserves represent policy action of the City Council that can be modified in the future by the Council, if so desired, based on Council priorities and future budgetary considerations Reserve designations would be re-evaluated each year as part of the budget process Packet, Pg 115 4 • Any proposed service level enhancements or staffing additions must be submitted for consideration as a New Budget Request, along with comprehensive justification Any New Budget Request items that are supported by the City Manager will be separately identified in the Proposed Budget, rather than being incorporated in the base budget This approach will enable the City Council to individually review and approve/disapprove each item that is being proposed Capital Assets (assets with an initial cost of $5,000 or greater and an estimated useful life of at least two years) that are proposed for replacement must be separately identified through a Capital Asset Replacement Request form Any such requested replacements will be separately identified in the Proposed Budget, rather than being Incorporated in the base budget This approach will enable the City Council to Individually review and approve/disapprove each Item that is being proposed When considering a potential Capital Asset replacement, departments should make every effort to extend the useful life and keep the asset in service longer if it may be safely operated and is cost-effective to do so considering expected maintenance and repair costs Any proposed service level or staffing reductions will be separately identified, along with the corresponding cost savings and service level impact, in the Proposed Budget, rather than being incorporated in the base budget This approach will enable the City Council to individually review and approve/ disapprove each item that is being considered • Following budget deliberations on the Proposed Budget, including potential additions and/or reductions to the base budget, a balanced budget will be adopted by the City Council prior to the start of the new fiscal year (July 1, 2017) Tentative Budget Review Schedule Following is the tentative schedule for City Council review, deliberation and adoption of the FY2017-18 Budget Table 5 FY2017-18 Proposed Budget Review Schedule Date Department Head Budget Meeting Tues March 7, 2017 Departments submit Budget Requests Tues March 21, 2017 Finance Department Review of Budget Requests I March 22-April 5, 2017 Finance Department Prepares Proposed Budget April 6-27, 2017 City Manager Presents Proposed Budget to Council - Public Hearing Tues May 9, 2017 Packet Pg 117 . M o vo 0 rNIL MM R . m! 0 Cr QO n. Q. Q M CD 0) c� o r Attachment December2016 Monthly Financial Report (2119 FY2016-17 Mid -Year (2Wd Quarter) & Year -End Budget Review) W M c z v ;o M M z c M Attachment December2016 Monthly Financial Report (2119 FY2016-17 Mid -Year (2Nd Quarter) & Year -End Budget Review) City of Grand Terrace FY 2016 17 General Fund Monthly Financial Report For the Period Ending December 31 2016 Dec Dec Positive YTD YTD (Negative)d Dec % Variance Approved Dec Approved YTD Approved from REVENUES Budget Expected Budget Actuals Budget Expected a Property Tax 1 674 000 209 634 12 5% 239 816 14 3% 30 182 m Residual Receipts RPTTF 778 000 0 0 0% 0 0 0% 0 C Franchise Fees 500 000 101 250 20 2% 100 105 20 0% (1 145) W Licenses Fees & Permits 336 417 137 010 40 7% 140 512 41 8% 3 502 t0 Sales Tax 858 000 223 606 26 1% 231 351 270% 7 745 } Sales Tax Econ Dev Agrmt (120 000) (30 000) 25 0% (24 640) 20 5% 5 360 Ca Proceeds from Sale of Property 260 000 0 0 Intergovernmental Revenue/Grants 5 000 5 000 100 0% 5 035 100 7% 35 ca Charges for Services 114 700 48 248 42 1% 46 468 40 5% (1 780) Cy Fines & Forfeitures 58 500 29 075 49 7% 26 207 44 8% (2 869) -a Miscellaneous 56 690 54 550 96 2% 54124 95 5% (426) Z N Use of Money & Property 23 000 10 595 46 1% 10 830 47 1% 235 L Waste Water Receipts 300,000 300,000 100 0% 300,000 100 0% 0 ) OPERATING REVENUES 4844,307 1 088 968 22 5% 1129806, 23 3% 40838, 13 f` APPROVED USE OF EUND BALANCE Payment of City Hall Loan 1 040 090 1 040 090 1 040 090 N Purchase of Stnngfield Property 852,606 852,606 852,606 } It APPROVED USE OF FUND BALANCE 1,892,696 1,892,696 1,892,696 N TOTAL REVENUES & USE OF FUND BAL 6,737,003 2.981.664 3.022.502 t: O Q d c0 v C to C LL s r c O 2 0 0 N L d E d ii d 0 d E i :i Q 5 Packet Fig 123 MONTHLY REVENUE - Sales Tax (2016-17 vs 2015-16) JUN 0 MAY APR MAR FEB JAN DEC NOV OCT SEP AUG JUL 50 000 100 000 150 000 200 000 250 000 300 000 ■ 2016-17 ■ 2015-16 $o $zas o kk■- 47 574 s � $0 � r $52 600 $Or $77 239 $0 $66 500 z $0 i r r $49 874 ' $65 036 $79 700 $56 600 r $36 26 y $a Soo f9 751 T $29 695 � r t � r $Of .w / l ^ $0 ` r J So $0 4 FY2016 17 Expected FY2016 17 Actuals FY2015 16 Actuals Q 100 000 200 000 300 000 400 000 500 000 600 000 700 000 800 000 ■ FY2015 16 Actuals ■ FY2016 17 Actuals ■ FY2016 17 Expected + Packet Pg 125 MONTHLY REVENUE - Franchise Fees (2016-17 vs 2015-16) $o JUN MAY APR MAR FEB JAN DEC NOV OCT SIP AUG 1 JUL 20 000 40 000 60 000 80 000 100 000 120 000 140 000 160 000 ® 2016-17 ■ 2015-16 $ 9 Packet Pg 127 G) M z M �o r mn c z v M x M M z v c X M Attachment December2016 Monthly Financial Report (2119 FY2016-17 Mid -Year (2Nd Quarter) & Year -End Budget Review) City of Grand Terrace FY 2016 17 General Fund Monthly Financial Report For the Period Ending December 31 2016 Dec Dec Positive YTD YTD (Negative) Dec % Variance Approved Dec Approved YTD Aporoved from EXPENDITURES BY CATEGORY Budget Expected Bud et Actuals Budget Expected Salaries 792 146 345 886 43 7% 342 873 43 3% 3 014 Benefits 520 049 265 027 51 0% 271 566 52 2% (6 539) Professional/Contractual Services 3 207 015 1 568 463 48 9% 1 537 659 47 9% 30 804 Materials & Supplies 207 626 81 622 39 3% 72 954 35 1% 8 668 Lease of Facility/Equipment 8 302 3 764 45 3% 3209 38 7% 554 Equipment 0 0 0 0 Capital Projects 0 0 0 0 Utilities 130 870 68 616 52 4% 61 805 47 2% 6 811 Debt Service 0 0 0 (0) Overhead Cost Allocation (281 736) (153 225) 54 4% (120 850) 42 9% (32 375) Transfers Out 126,500 63.894 50 5% 63.250 50 0% 644 4 710 772 2 244 047 47 6% 2 232 466 47 4% 11 580 Payment of City Hall Loan 1 040 090 1 040 090 1 040 090 Purchase of Stnngfield Property 852,606 852,606 852,606 TOTAL EXPENDITURES 6,603,468 4.1 66.743 4,125,162 REVENUES 4 844 307 1 088 968 1 129 806 APPROVED USE OF FUND BALANCE 1 PAYMENT OF LOAN 1 040 090 1 040 090 1 040 090 2 PURCHASE OF STRINGFIELD PROPERTY 852,606 852,606 852,606 SUB TOTAL 6 737 003 2 981 664 3 022 502 EXPENDITURES (4 710 772) (2 244 047) (2 232 466) PAYMENT OF CITY HALL LOAN (1 040 090) (1 040 090) (1 040 090) PURCHASE OF STRINGFIELD PROPERTY 85( 2.606) 85( 2.606) 85( 2.606) SUB TOTAL (6 603 468) (4136 743) (4 125 162) NET 33 5 t1.155.0791 f1.102.6611 rn N O CL d it 5 V C C LL A t r C O CD N L d M E 4) V d r d s co r Q 13 Packet Pg 131 FY2016 17 Expected FY2016 17 Actuals FY2015 16 Actuals MONTHLY EXPENDITURE - Benefits (2016-17 vs 2015-16) i 135 50 000 100 000 150 000 200 000 250 000 300 000 350 000 400 000 450 000 ■ FY2015 16 Actuals ® FY2016 17 Actuals m FY2016 17 Expected C) t= 0 a aD c to c LL s r c 0 0 N L d .Q E d 0 d d E t C1 R .Id Q Packet Pg 133 1 MONTHLY EXPENDITURE - Materials & Supplies (2016-17 vs 2015-16) JUN $2856 t MAY $22 894 APR " $1 333 MAR $22 965 FES $15 023 JAN $8 70 8 468 A DEC $20 892 20 673 NOV $23 089 7 517 OCT $4 919 8 262 SEP $5 164 20 803 AUG Er $18 51 d' 7 230 JUL $13 7 6 5 000 10 000 15 000 20 000 25 000 30 000 © 2016-17 0 2015-16 Actuals 7/ Packet Pg 135 F AGENDA REPORT MEETING DATE February 28, 2017 Council Item TITLE Modifications to the 2016/17 Budget to Reduce Overall Operational Costs for the City Manager and Finance Department PRESENTED BY Cynthia Fortune, Finance Director RECOMMENDATION (1) ADD AND DELETE POSITIONS IN THE 2016/17 BUDGET TO REDUCE THE OVERALL OPERATING COST OF MANAGING THE CITY'S FINANCE AND CITY MANAGER'S OFFICE ELIMINATE CITY MANAGER'S EXECUTIVE ASSISTANT, AND ADD ASSISTANT TO THE CITY MANAGER, OFFICE SPECIALIST, PRINCIPAL ACCOUNTANT (PART-TIME) AND FINANCE MANAGER IN ADDITION, STAFF IS REQUESTING COUNCIL APPROVE NEW JOB CLASSIFICATION AND SET SALARIES FOR THE POSITIONS OF ASSISTANT TO THE CITY MANAGER AND FINANCE MANAGER NO BUDGET APPROPRIATION IS REQUESTED, THE POSITIONS WILL BE FULLY FUNDED (SALARIES AND BENEFITS) BY THE REDUCTION OF A PROFESSIONAL SERVICE CONTRACT AND THE ELIMINATED POSITION, (2) APPROVE RESOLUTION 2017- AMENDING THE 2016-17 APPROVED BUDGET — REVISING THE 2016-17 ADOPTED POSITION AUTHORITY, and (3) APPROVE RESOLUTIONS 2017- RESCINDING RESOLUTION 2016-03 AND ESTABLISHING NEW CLASSIFICATION/SALARY RANGES FOR THE EMPLOYEES OF THE CITY OF GRAND TERRACE T/ 61101 `E-I f_,11 114IT, L=lk,III This staff report supports Goal #1- Ensure Our Fiscal Viability by Exploring Creative Ways to Provide Services BACKGROUND The City of Grand Terrace contracted out its Finance Operations to Wddan and Associates several years ago, because the salary and long term benefits associated with CALPERS represented employees was too expensive for the City to employ the appropriate number of employees needed to operate the City's Finance Department Packet�Pg 137 • Attachment 1-Proposed Positions Costs (PDF) • Attachment 2-Asst to the City Mgr Pos Desc 02-22-17 (DOC) • Attachment 3-Finance Mgr Pos Desc 02-22-17 (DOC) • Attachment 4-City of Grand Terrace Benchmark Compensation Survey - Asst to the CM & Fin Mgr 02-20-17 (PDF) • Attachment 5-Organization Chart -Revised (DOCX) • Attachment 6-Resolution Amending the 2016-17 Adopted Budget Position Authority (DOCX) • Attachment 7 -Resolution Establishing New Salary Ranges (DOCX) APPROVALS Cynthia A Fortune Completed 02/23/2017 4 37 PM Finance Completed 02/23/2017 4 38 PM City Attorney Completed 02/23/2017 5 12 PM City Manager Completed 02/23/2017 6 06 PM City Council Pending 02/28/2017 6 00 PM Packet PgP 139 Assistant to the City Manager Department/Division City Manager's Office Reports To Assistant City Manager and City Manager Provides Direction To Assigned staff FLSA Exemption Status Exempt, At -Will Date Prepared February 22, 2017 GENERAL PURPOSE Under general direction of the City Manager, plans, leads, and manages economic development programs, and other programs, projects, and services, conducts a variety of complex analyses and oversees the work of assigned staff, and performs other related duties as assigned DISTINGUISHING CHARACTERISTICS The Assistant to the City Manager is distinguished from the Management Analyst by its greater accountability for economic development programs of high importance to the City Manager and City Council, and by the breadth of its required knowledge and problem - solving requirements, and ability to work under lesser direction ESSENTIAL FUNCTIONS The duties listed below are intended only as illustrations of the various types of work that may be performed The omission of specific statements of duties does not exclude them from the position if the work is similar, related, or a logical assignment to the class Lead, coordinate, and implement economic development programs, strategies, and initiatives that promote business attraction, expansion, and retention 2 Work with City departments to facilitate permit processing of key development projects and programs, provide information and advice on subjects related to City business development, including insurance and legal requirements, marketing methods, licensing and permit procedures, local financing, and available City programs 3 Serve the business community by facilitating local business use of City resources, thereby aiding business retention, create and coordinate community -based business seminars, and provide guidance through the City's permit and license processes, may act as ombudsman to business representatives given problems or concerns Ln N N Assistant to the City Manager Page 1/4 Packet Pg. 141 5b Ability to Participate in the development, implementation, and administration of economic development and related programs, policies, projects, budgets, and activities, analyze problems, identify appropriate solutions, and implement recommendations, prepare clear, concise, and comprehensive administrative, financial, and technical reports and appropriate recommendations, use word processing, spreadsheet, graphics, and database software programs, understand, interpret, explain, and apply applicable federal, State and local policies, laws and regulations, communicate effectively, both orally and in writing, establish, cultivate, and maintain effective working relationships with City Council, department directors, officials, public and private representatives, community groups and business representatives, vendors, contractors, consultants, and the general public Education/Training/Experience Bachelor's degree from an accredited four-year college or university with a major in Public Administration, Public Policy, Finance, or a related field is required A Master's degree in Public Administration, Public Policy, Finance or a related field is desirable and can be substituted for up to two years of the experience requirement Three years of responsible management and administrative experience, including economic and business development, community revitalization, and other programs and services, is required Licenses, Certificates, Special Requirements Valid Class C California driver's license, acceptable driving record, and proof of insurance in compliance with the City's Vehicle Insurance Policy standards PL Ability to work extended hours in order to attend meetings, conferences, events, and other functions on behalf of the City, including evening and weekend hours In accordance with California Government Code Section 3100, City of Grand Terrace employees, in the event of a disaster, are considered disaster service workers and may be asked to protect the health, safety, lives, and property of the people of the State PHYSICAL AND MENTAL DEMANDS The physical and mental demands described here are representative of those that must be met by employees to successfully perform the essential functions of this class Reasonable accommodations may be made to enable individuals with disabilities to perform the essential functions Physical Demands While performing the duties of this class, the employee is constantly required to sit, and occasionally to stand and walk Finger dexterity and light grasping is required to handle, feel, or operate computer hardware and standard office equipment, and reach with hands E and arms above and below shoulder level The employee occasionally bends, stoops, lifts, and carries records and documents, typically weighing less than 25 pounds a Assistant to the City Manager Page 3/4 Packet Pg 143 �5c Finance Manager Department/Division Finance Reports To Finance Director and receives oversight from the Assistant City Manager and City Manager Provides Direction To Provides technical direction to Financial Analyst, Senior Accounting Technician, and Accounting Technician, and Interns/Volunteers dependent upon staffing levels FLSA Exemption Status Exempt Date Prepared February 22, 2017 GENERAL PURPOSE Under administrative direction, manages, supervises, and coordinates budgeting, auditing, financial reporting, accounting, payroll, purchasing, and cash management, performs complex professional accounting for financial audits and provides administrative support to the Finance Director, and performs other related duties as assigned DISTINGUISHING CHARACTERISTICS The Finance Manager is differentiated from the Financial Analyst and Senior Accounting o Technician by its broader range of accounting responsibilities, complex budgeting and 2 auditing functions, and its supervisory direction of staff The Finance Manager is N distinguished from the Finance Director, which oversees all departmental staff, provides long-term capital expenditure and revenue projections, and other cost analyses ti ESSENTIAL FUNCTIONS The duties listed below are intended only as illustrations of the various types of work that may be performed The omission of specific statements of duties does not exclude them from the position if the work Is similar, related, or a logical assignment to the class Coordinates and provides technical direction of daily accounting functions, including budgeting, accounting, purchasing, and cash management, assigns work tasks and special projects 2 Administers the daily cash management reviews daily online activity, maintains cash ledgers, maintains short-term and long-term cash flow projections, manages investment portfolio,, initiates and maintains all wires 3 Prepares, reviews, and evaluates a variety of financial reports and statements from c staff, including the general ledger, bank reconciliations, budget variances, grant 0 reports, tax reports and filings, and mandated annual reports Q Finance Manager Page 1/4 Packet;Pg- 145 QUALIFICATIONS GUIDELINES Knowledge of Municipal Code and Government Code as applied to City financial policies and practices, Generally Accepted Accounting Principles (GAAP), Governmental Accounting, Auditing, and Financial Reporting (GAAFAR), and related circulars, State laws and regulations regarding investments of public funds, governmental accounting theories, accounting and auditing principles and practices, State financial reporting requirements, principles of public finance administration, municipal budgeting practices, contract administration, general and fund accounting, taxation, and revenue forecasting and management practices, cash management, internal auditing and control procedures, purchasing practices and procedures, uses, capabilities, and applications of information systems and hardware, theories of management Ability to Manage financial analyses, accounting reviews, and purchasing services, including the work of staff, apply established accounting principles and procedures to a variety of municipal accounting work, identify accounting problems, suggest and implement solutions, interpret and apply related regulations and guidelines, analyze data and draw logical conclusions, prepare and maintain accurate financial records and reports, maintain ledgers and journals, supervise, train and evaluate assigned staff, communicate effectively, both orally and in writing, establish and maintain effective interactions with staff, management, auditors, contractors, vendors, and other public and private representatives, operate computer hardware and modern office equipment, use spreadsheet, database, word processing, and specialized accounting software programs Education/Training/Experience Bachelor's degree from an accredited four-year college or university with a major in Finance, Accounting, or a related field is required Five years of responsible professional and supervisory financial analysis and accounting experience is required, preferably involving the preparation of varied financial and accounting analyses and reports Designation as Certified Public Accountant (CPA) is desirable Licenses, Certificates, Special Requirements Valid Class C California driver's license, acceptable driving record, and proof of insurance in compliance with the City's Vehicle Insurance Policy standards Ability to work extended hours to meet statutory deadlines In N N In accordance with California Government Code Section 3100, City of Grand Terrace employees, in the event of a disaster, are considered disaster service workers and may be a asked to protect the health, safety, lives, and property of the people of the State d E s v �a r Finance Manager a Page 3/4 Packet Pg 1'47 CITY OF GRAND TERRACE Labor Market Survey Finance Manager NAME OF SURVEY AGENCY Benchmark Job Classification JOB MODIFIER s RANGE MINIMUM/ ENTRY STEP — RANGE MAXIMUM/ - TOP STEP SALARY RANGE EFFECTIVE DATE City of Beaumont Not Comparable _ City of Calimesa Not Comparable City of Colton Finance Manager = $8,084 $9,827 - 1/1/16— City of Diamond Bar Not Comparable City of Highland Not Comparable _ City of La Verne Accounting Manager = $5,887 $7,155 1/8/17 City of Lake Elsinore Not Comparable City of Loma Linda Accounting Manager = $5,934 - $7,967 7/1115 City of Moreno Valley Financial Division Manager > $8,817 - $12,414 7/116 City of Norco Accounting Manager = $6,076 $7,385 7/1/16 City of Perris Finance Manager = $8,996 $10,936 7/1/16 City of Redlands - Assistant Finance Director > $9,509 $12,136 7/1/16 City of Rialto Not Comparable City of Yucaipa Accounting Manager = $6,678 t $8,340 9/2/16 City of Grand Terrace" = Finance Manager New TARGET Market Median (= matches) $8,100 Proposed New City Range 6,703 - Grade 33 Maximum $8,147 Q February 2017 Packet Pg 149 250,000.00 200',000.00 150,000.00 100,000.00 50,000.00 Current Organization 194,420.00 1X1302.15 1i,302.15 1 ihWilldan - Finance Director Position ,Willdan -"Principal Accountant Position Executive Assistant (R22) Step C Admin Intern -1 (R10) Step E Admin Intern - 2 (R10) Step E New Organization 160,000.00 140,000.00 136,274.56 120,000.00 100,000.00 30,000.00 60,000.00 t 40,000.00 i 20,000.00 , r k,. 97,2118.30 18,302.15 J 1 (�30ty -Finance Manager Position (R32) Step E ,City- Principal Accountant Position (R27)Step E' M Asst to the Manager (R31) Step 9 Admin Intern -1 (R10) Step E Y�Office Specialist (R13) Step E PASSED, APPROVED AND ADOPTED by the City Council of Grand Terrace at a regular meeting held on the 28th day of February, 2017 by the following vote Mayor of the City of Grand Terrace and the City Council thereof ATTEST City Clerk of the City of Grand Terrace LO N N a Packet Pg 153 N O O 1 -0 0 0 cn cn 0_ 0 D 0 D c 3 0 n Iz v 0 m 07- UIF Attachment Attachment 6-Resolution Amending the 2016-17 Adopted Budget Position Authority (2125 Modifications to the 2016/17 Budget to City of Grand Terrace FY 2016-17 Proposed Summary of Positions Elected and Appointed Officials Increase (Decrease) over(under) 2016-17 Adopted Position 2016-17 2016-17 2016-17 Annual Annual Adopted Proposed Revisions Revised Minimum Maximum 27 Office Assistant - - - $27 499 $33 426 28 Office Specialist 05 - 05 $30 313 $36 846 29 Planning Technician - - - q $40 630 $49,386 30 Planning & Development Svcs Dir 1 0 - 1 0 $113 196 $137,590 31 Principal Accountant - - - $60,026 $72,962 32 Public Works Director 1 0 - 1 0 0 00% $124 798 $151 693 33 Senior Finance Technician - - - $42,656 $51,849 34 Senior Civil Engineer - - - $84 468 $102 671 35 Sr Code Enforcement Officer 1 0 - 1 0 0 00% $51,848 $63,021 36 Bus Driver 05. 05 0 00% $38 688 $38 688 Total 18.0 2.0 20.0 10 00% Child Care Services Position 2016-17 2016-17 2016-17 Annual Annual Adopted Proposed Revisions Revised Minimum Maximum 1 Child Care Services Director 1 0 - 1 0 0 00% $53,768 $69,888 2 Assistant Child Care Director 1 0 - 1 0 0 00% $42 182 $52 728 3 Lead Teacher 275 - 28 0 00% $32 448 $40,560 4 Teacher 8 00 - 8 0 0 00% $24 960 $31 200 5 Teacher 0 81 3 243 - 24 0 00% 6 Teacher P/T 0 50 (2) 1 0 - 1 0 0 00% $24 960 $31 200 7 Teaching Assistant - - - $20 800 $22,880 8 Teaching Assistant (P/T) 1 0 5 - 0 5 0 00% $20 800 $22,880 9 Substitute Teacher P/T 4 2 0 - 2 0 0 00% $24,960 $31,200 10 Cook 1 0 - 1 0 0 00% $24,960 $31,200 Total 19.68 19.68 0 00% 0 d V a 00 to V- 0 N m t r O 4. fA C 0 r co v 0 2 N T N r O s 3 Q C O NN 0 IL m a� 00 a 0 "a zl� Q Packet Pg 157 5g I, CYNTHIA A FORTUNE, Deputy City Clerk of the City of Grand Terrace, do hereby certify that the foregoing Resolution was introduced and adopted at a regular meeting of the City Council of the City of Grand Terrace held on the 28th day of February, 2017 by the following vote AYES NOES ABSENT ABSTAIN Cynthia A Fortune, Deputy City Clerk APPROVED AS TO FORM Richard L Adams II City Attorney LO N N Packet Pg 159 59 City of Grand Terrace Classification and Salary Range Schedule CLASSIFICATION GRADE HOURLY Step Step Step Step Step A B C D E Intern R10 $12 5896 $13 2191 $13 8801 $14 5741 $15 3028 Office Assistant R11 $13 2209 $13 8819 $14 5760 $15 3048 $16 0701 Maintenance Worker I R13 $14 5737 $15 3023 $16 0675 $16 8708 $17 7144 Office Specialist R13 $14 5737 $15 302 $$16 0675 $16 8708 $17 7144 Maintenance Worker 11 R15 $16 0707 $16 8742 $17 7180 $18 6038 $19 5340 Bus Driver R15 $16 0707 $16 8742 $17 7180 $18 6038 $19 5340 Finance Technician R17 $17 7211 $18 6071 $19 5375 $20 5143 $21 5401 Department Secretary R18 $18 6049 $19 5351 $20 5119 $21 5375 $22 6143 Maintenance Crew Lead R19 $19 5338 $20 5104 $21 5360 $22 6128 $23 7434 Planning Technician R19 $19 5338 $20 5104 $21 5360 $22 6128 $23 7434 Human Resources Technician R20 $20 5077 $21 5331 $22 6098 $23 7403 $24 9273 Sr Finance Technician R20 $20 5077 I $21 5331 $22 6098 $23 7403 $24 9273 Building Permit Technician R21 $21 5358 $22 6126 $23 7432 $24 9304 IT $26 1769 Code Enforcement Specialist R21 $21 5358 $22 6126 I $23 7432 $24 9304 $26 1769 Executive Assistant R22 $22 6090 $23 7395 $24 9264 $26 1728 $27 4814 Assistant Planner R23 $23 7394 $24 9264 $26 1727 $27 4813 $28 8554 Financial Analyst R24 $24 9267 $26 1731 $27 4817 $28 8558 $30 2986 Human Resources Analyst R24 $24 9267 $26 1731 ( $27 4817 $28 8558 $30 2986 Management Analyst R24 $24 9267 $26 1731 $27 4817 $28 8558 $30 2986 Senior Code Enforcement Officer R24 $24 9267 $26 1731 $27 4817 $28 8558 $30 2986 Associate Planner ( R26 $27 4817 $28 8557 $30 2985 $31 8134 $33 4041 Principal Accountant R27 $28 8587 $30 3017 $31 8167 $33 4076 $35 0780 Senior Planner R29 $31 8167 I $33 4076 $35 0780 $36 8319 $38 6735 Assistantto theCity Manager R30 Y 8 $368310 $386725 $40 6096 3 n 36 84 4Building $44 7683 Official R32 City Clerk 'Finance Mara erg "'�a� „ R33 33'a��, $38 6707 $40 6042 �; "$38�670,�7"�$4'© 6042w' $42 6344 $44 7662 $42 63�4;4" $44 7662 $44 7721 $47 0107 $47 0045 $47 0045 $49 3613 Senior Civil Engineer R34 IM $40 6096 $42 6401 Finance Director R38 $49 3574 $51 8253 $54 4166 $57 1374 $59 9943 Planning & Development Svcs Dir R40 $54 4209 $57 1419 $59 9990 $62 9990 I $66 1489 Community Development Dir R42 $59 9991 $62 9991 $66 1490 $69 4565 $72 9293 Public Works Director R42 $59 9991 $62 9991 $66 1490 $69 4565 $72 9293 Assistant City Manager R43 $62 9932 1 $66 1429 $69 4500 $72 9225 $76 5686 N N O U cc c 0 L m c. O O d u 0 V 0 w 0 r m 0 m 0 N a� Packet Pg.161 rl+�nr�t 0AGENDA REPORT MEETING DATE TITLE PRESENTED BY February 28, 2017 Councll & Successor Agency Item Discussion of Public Safety - Levels of Service Cynthia Fortune, Finance Director RECOMMENDATION Receive and file the report 2030 VISION STATEMENT This staff report supports Goal #2 Maintain Public Safety Ensure Staff Levels for Police Services Remain Adequate for Our Community, and Goal #5 "Engage in Proactive Communication" by engaging the community by participation BACKGROUND/ DISCUSSION The City of Grand Terrace receives quarterly reports from the San Bernardino County Sheriff's Department on the status of public safety within the City of Grand Terrace While Grand Terrace is one of the safest communities in the Inland Empire, there have been a number of break-ins, car theft and other property crimes The Council received a number of calls and emails from residents that are aware that due to fiscal constraints the City did reduced the number of assigned officers patrolling the City While, the Sheriffs contract provides additional reactive support, the reduced number of officers assigned to the City, have led some to provide a direct correlation between a reduction in officers and an increase in crime Therefore, in addition to the Sherriff's Department presenting its normal quarterly, report, Lt Wolfe will provide the City Council with the following information 1 Crime Data 2 Historical Levels of Service 3 Calls for Service 4 Types of Service Request a Crime related calls b Quality of Life related service requests 5 City Services compared to Other communities serviced by the County 6 Service Level Options , The City is currently has 1 Deputy assigned to the City, 24 hours per day, (which is the equivalence of 5 officers with no gap for vacation or sick) and a 40 hour officer assigned to the City every The 24 hour officer costs are approximately $990,000 annually and the 40 hour officer costs approximately $300,000 annually The City's current fiscal Packet Pg 163 MEETING DATE TITLE PRESENTED BY pGE R,E: PORT (-nuncil & Successor Agency Item 20"� r February 28, Levels of Service of public Safety - Discuss�on D1rector Cynthia Fortune, Finance Rece►ve and file the repo RECOMMENDATION police Safety Ensure Staff Levels for 2030 VISION STATEMENT public Sa Y „Engage n Proactive supports Goal # Maintainuomm Community, and Goal #5 report articipation This staff a►n Adequate for unity by p Services b engaging the Gomm Communication` y a in Bernardno County the San Terrace BACKGROUNDI p�SCUgSlO uarterly reports from the City of Grand of Grand Terrace receives q public safety with ire, there have The City on the status of st communities in the InlanTh Council received ►ntts crimes Sheriff's Department of the sa other property to fiscal con While Grand Terrace is one car the,, andWhile, the tuber of break-ins, m residents that are aware ntg the City of officers been a number emails from officer p a number of calls and eactive support, the reduced number id reduced the number r signed orrelation between a reduction the City d provides additional provide a direct c Sheriff's contract p e to p to the City, have led some assigneduarterly report, in officers and an increase in crime resenting its normal q artment p City Council with the following information Therefore, in addition to the Y herriff s ep Lt Wolfe will provide th 1 Crime Data 2 Historical Levels of Service g Calls Types of Service Request r Service 4 a Crime related calls b Quality of Life related service requests 5 City Services compared to Other communities seyiced by the County 6 Service Level Options , The City is currently has 1 Deputy assigned to the City equivalence of 5 officers with no gap for vacation or sic to the City every The 24 hour officer costs are appr, the 40 hour officer costs approximately $300,000 an hours per day, (which is the ,d a 40 hour officer assigned tely $990,000 annual 8#0 - The C>y� VIt, # 608/ DATE NAME CITY OF GRAND TERRACE HOUSING AUTHORITY MEETING REQUEST TO SPEAK FORM DECORUM AND ORDER — PUBLIC — The City, elected by the public, must be free to discuss issues confronting the City in an orderly environment Public members attendmg Council meetings shall observe the same rules of order and decorum applicable to the Council Any person making impertinent and slanderous remarks or who becomes boisterous while addressing the Council or while attending a Council meeting shall be requested to leave the room and such person may be hired from further audience before the Council z ADDRESS � Z lJC SBTa PHONE NUMBER (Please provide if information is being requested) AGENDA ITEM NUMBERYOU WISH TO SPEAK OIL �— SUBJECT OVERSIGHT BOARD OF THE SUCCESSOR AGENCY TO THE GRAND / W TERRACE COMMUNITY REDEVELOPMENT AGENCY REQUEST TO SPEAK FORM DECORUM AND ORDER - PUBLIC - The Oversight Board of the Successor Agency to the Grand Terrace Community Redevelopment Agency must be free to discuss issues confronting them in an orderly environment Public members attending the Board meetings shall observe the same rules of order and decorum applicable to the Board Members Any person making impertinent and slanderous remarks or who becomes boisterous while addressing the Board or while attending a Board meeting shall be requested to leave the room, and such person may be barred from finther audience before the Board DATE 2-- Z� Nk- NAME �,- 1--.—'� C 0--t-r,� ADDRESS uj /A vr-- PHONE NUMBER (Please provide if information is being requested) AGENDA ITEM NUMBER YOU WANT TO SPEAK ON.� SUBJECT Q C L�C— OVERSIGHT BOARD OF THE SUCCESSOR AGENCY TO THE GRAND 1 n TERRACE COMMUNITY REDEVELOPMENT AGENCY REQUEST TO SPEAK FORM DECORUM AND ORDER - PUBLIC - The Oversight Board of the Successor Agency to the Grand Terrace Community Redevelopment Agency must be free to discuss issues confronting them in an orderly environment Public members attending the Board meetings shall observe the same rules of order and decorum applicable to the Board Members Any person making unpertment and slanderous remarks or who becomes boisterous while addressing the Board or while attending a Board meeting shall be requested to leave the room, and such person may be barred from -further audience before the Board DATE ` 9 ) C — 1 NAME (—�� U—L LT�LQ � 0—. ADDRESS M PHONE NUMBER (Please provide if information is being requested) / v Z-3 7— 1 AGENDA ITEM NUMBER YOU WANT TO SPEAK ON SUBJECT c�)V �D k � (— QO �'n r<) e OVERSIGHT BOARD OF THE SUCCESSOR AGENCY TO THE G TERRACE COMMUNITY REDEVELOPMENT AGENCY RAND �O REQUEST TO SPEAK FORM DECORUM AND ORDER - PUBLIC - The Oversight Board of the Successor Agency to the Grand Terrace Community Redevelopment Agency must be free to discuss issues confronting them man orderly environment Public members attending the Board meetings shall observe the same rules of order and decorum applicable to the Board Members Any person making unpertment and slanderous remarks or who becomes boisterous while addressing the Board or while attending a Board meeting shall be requested to leave the room, and such person may be barred from further audience before the Board U" r� NAME R t 14 1 '( 8h/QAJ(E-7 ADDRESS �—1�- P9o5Pec,,—r I ! I g C-r-R ® le &.z PHONE NUMBER (Please provide if information is being requested) G S-` 6 !O L3O / �: AGENDA ITEM NUMBER YOU WANT TO SPEAK ON L' !J L- i G Co v' [ )>j 'E-a �� SUBJECT�/�}-7r o N